Cordell Samuels Cordell Samuels - Water Environment Association ...

WinTER 2012 • Volume 7WEAOPast PresidentCordellSamuelsAssumes WEFLeadershipSpecial SectionSend undeliverable Canadian addresses to: lauren@kelman.caPM #40065075IN THE SPOTLIGHT:don hollandOPERATOR PROFILE:mike macleanAnd More...

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WEF President’s messageWEF President’s messagen 1980, after livingin Jamaica for severalyears upon returningfrom England where Istudied and received myengineering diplomaat Leeds MetropolitanUniversity in Leeds,Yorkshire, England,we decided to relocate to Canada.This was a difficult decision for meas I had a good job and a good life. Iwas already in a middle managementposition and felt that I had arrived orat least was arriving. The future wasuncertain but in order to preserve myfamily – my wife, our three daughtersand myself – it was necessary to move.My first job in Canada was withMetro Toronto, later the City ofToronto. I started on Wards Islandwhere the city was demolishing anold water plant. That first winter,I was laid off and then recalled thenext spring at the Highland CreekPlant. The next winter, I was laid offagain and then was again recalledthe following spring. I became apermanent employee this time andwas promoted up the ladder until Igot the position of Chief Operatorat Ashbridges Bay (the main plant).Eventually, Bill De Angelis became theplant manager and a new chapter ofmy life started, leading me to whereMatt Bond passing the gavel to Cordell Samuels.I am today. Over the years, I workedhard to achieve a Class IV WastewaterTreatment, and Collection Systemslicenses in the Province of Ontario.I participated in the first WEAOOperations Challenge in 1991.Looking back now, it is clear thatwe were not well prepared for thecompetition, but we bravely foughton. After that, teams from the citycompeted every year until the last fewyears.Sometime in 1994, I was asked byBill De Angelis to prepare a documentfor him for the Operations ChallengeCommittee. At this time the WEAOOperations Challenge Committee wasa sub-committee of the ConferenceCommittee. As he was busy, he thenasked me to present the documentto the committee. The next year heput my name forward to replace himon the committee and a year afterthat I assumed the position of chair.I went to the Water EnvironmentFederation Exhibition and Conference(WEFTEC) that year and appliedto join the Water EnvironmentFederation (WEF) OperationsCommittee. George Martin, whowas chair of the Collection SystemsCommittee at WEF that year, wrote aletter to the city requesting permissionfor me to join the committee. Thiswas granted.Cordell Samuels, WEF President 2012-2013After several very successfulOperations Challenge Competitions inOntario – one of which had 17 teamsand still holds the distinction of largestparticipation – I was asked to Chair theCollection Systems Sub-Committee atthe WEF competition. I soon becameVice-Chair of the Operations ChallengeCommittee as well.During this time, I had continued towork on WEAO committees and waselected to the Board. In 1996, I washonoured with the Hatfield Award andthen received the Arthur Sidney BedellAward in 2008. I was also very proudto be inducted into the Ontario SelectSociety of Sanitary Sludge Shovelers.I became President in 2005, andafter a short stint on the WEF Boardof Directors, I returned to conclude myWEAO duties. It was during this timethat I was approached and asked if Iwould consider running for the WEFBoard of Trustees. Being Canadian,I was not sure that I could achievethis position, but I decided to put myname in the hat. As it turned out, I wasnominated and eventually elected by theHouse of Delegates.After a three-year term on the Boardof Trustees I was asked to place myname in the running for President. Onceagain, I was doubtful but I did it. I wastruly shocked when I was informed thatI had been nominated and again electedby the House of Delegates to fill therole.These experiences have taught methat, for those who work hard andfulfill any assignment given to them, itis possible to attain great heights.I want to thank the many peoplewho each played an important role in myrising to this very important position.6 INFLUENTS Winter 2012

I look forward to updating you regularly...First, I must mention Bill De Angelisas he is the one who gave me theassignments and encouraged me to gofor it every time it became necessary.Along with Bob Pickett – who becamea mentor to me without even knowingit – he will always have my gratitude.Mike Thorne contributed to a culturethat encouraged city staff to stretchthemselves and allowed many people,including myself, to grow in that greatorganization. Their level of dedicationand support went a long way to mysuccess.Since joining the Region ofDurham in 2004, I have found thiskind of support for staff initiativeto be alive and well. John Presta,Thom Sloley, and our Commissionerof Works, as well as our ChiefAdministrative Officer (CAO),tangibly indicate their support forstaff members who participate in theOperations Challenge. They attendthe competitions and encourageparticipants in other really appreciatedways. The culture of encouragement atthe region is alive and well.I believe that I have learned a lotfrom my experiences on this journey.I have been able to repatriate some ofthe things I learned by bringing back toOntario the first Microbiology Seminarfacilitated by Ron Schuyler who hastaught this course at the WEFTECfor the last several years. Others havecarried on this and other traditions tothe benefit of our operations staff andothers. I have used equipment such aselectronic level measurement and densitymeasurement and other innovativeideas that I learned while attendingWEFTEC. The circular tanks at DuffinCreek Water Pollution Control Plant(WPCP) are cleaned by algae-cleaningtechnology that I observed at the show.So I believe that my involvement hasbeen a win-win for everyone.The incoming president’s partythat was held for me in New Orleanshas received kudos from everyonewho attended. I want to take thisopportunity to thank Julie Vincent fororganizing it and to thank everyonewho sponsored the event or contributedother items to make it the huge successthat it was. Time does not allow meto thank each of you individually, butplease accept my gratitude; you knowwho you are.Finally, I want to say a big thankyou to the supervisors and other staffat the Duffin Creek Plant who worktirelessly day in and out to keep thatfacility as one of the best operating inOntario. Your skill, knowledge anddedication allow me to carry out myduties as WEF President while sleepingwell at night.Thanks all. I look forward toupdating you regularly as this journeycontinues.Cordell SamuelsSuperintendentDuffin Creek WPCP(905) 686-2004(905) 409-6461 – CellINFLUENTSWinter 20127

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president’s messageCanadians makea splash at WEFTECor this issue, the majorityof my article will focuson my time at the WaterEnvironment FederationTechnical Exhibition andConference (WEFTEC).This year I was able togain new experiences byattending many eventsthat I would not normally attend.WEFTEC Leadership Day:With more than 80 Water EnvironmentFederation (WEF) Member Association(MA) leaders in attendance, thisWEFTEC annual event gave an overviewof The Water Advocates Program. WEFGovernment Affairs staff described thenew program and facilitated discussionswith MA leaders to determine how MAs,the Government Affairs Committee andWEF staff can work effectively togetherto promote sound legislative and regulatorypolicy on important issues affectingthe water sector. WEF staff gave an overviewof the Water for Jobs Campaign aswell as a business case focused on waterinvestment through public health andthe quality of life. Also discussed wasthe importance of having a unified voice.More information can be found at www.waterforjobs.org.The next session of the day focusedon stormwater. Stormwater and wetweather management are becomingmore significant issues in the watersector and will continue to be important.Also covered were updates on technicaland regulatory aspects related tostormwater management, along with anoverview on how WEF has recently beencovering this topic and is planning toaddress these issues in the future. Thisaligns nicely with WEAO’s CollectionSystem Committee, which providesopportunities to exchange knowledgeand information pertaining to the design,construction, operation, maintenanceand management of wastewater andstormwater collection and conveyancesystems.The afternoon continued withWATER’S WORTH IT, a new campaignfrom the Water Environment Federationthat aims to raise awareness about thevalue and importance of water, waterrelatedissues and the water profession.WEF believes that water is worthyour respect, your effort, your health,your future, your loyalty and yourpassion. Through this campaign, WEFencourages everyone to BE A VOICEFOR WATER by telling a friend, aneighbour… the world what water isworth to you! More information can befound at http://www.waters-worth-it.org/.Ending the day, MemberAssociations were given the opportunityto promote WEF/MA Exchange(WEFMAX). WEFMAX is a WEFbudgetedannual program offeringMember Association leaders anopportunity to attend one of four annualmeetings. Each meeting includes a forumfor learning what is new at WEF, alongwith sessions for ongoing exchange ofMA information. Member Associationsvolunteer to jointly sponsor a WEFMAXmeeting with WEF. I had the honour ofpromoting Niagara Falls, where WEAOwill be hosting a WEFMAX on May15, 16 and 17, 2013. What is uniqueabout WEFMAX 2013 is that we havecombined it with the Canadian YoungProfessionals Summit. Information willbe available on our own website at http://www.weao.org/. I would like to thankVanessa, Julie, Anne, Christine andRosanna who supported and/or assistedwith the presentation.The Canadian AffairsCouncil (CAC)I attended the CAC meeting, intended tobe a forum for Canadian MA’s to shareinformation. While at CAC, I met manyof our counterparts in the other CanadianAssociations. Also attending themeeting was the new CWWA ExecutiveDirector, Robert Haller, who you canread about on page 88.Congratulations go outto the many people whorepresented WEAO at WEFTEC2012 in New Orleans:• Cordell Samuels became the WaterEnvironment Federation President.Cordell is a past WEAO presidentand the third Canadian president inWEF’s history. A celebration was heldGary Burrows, WEAO President, City of Londonfor Cordell at The Sugar Mill in theWarehouse district where over 300people gathered to offer congratulations.• Congratulations goes to RyersonUniversity who won 2nd place inthe WEF 2012 Design CompetitionWastewater Division. A job welldone!• Congratulations goes to both OperationsChallenge teams representingWEAO: The OCWA Jets and theRegion of Durham Sludge Hammers.Both teams placed in the top 10 intheir division, with the Jets rankingsecond overall. Full results can beseen at http://rmwea.org/OC/.The best thing about attending conferencesor any of the events related to ourAssociation is the chance to networkwith other wastewater professionals. Ipersonally make an effort to get to knowa few new wastewater professionals ateach event I attend. At WEFTEC, it wasnice to get to know and talk ‘shop’ withmy new friends from Colorado, Michigan,Minnesota and Ottawa. Hopefullyour paths will cross again one day.Finally, it is with sadness that wesay goodbye to our Executive Director,Catherine Jefferson at the end of thisyear. At the beginning of 2013, she willassume a new full time role with AtomicEnergy of Canada Limited (AECL).Catherine, on behalf of the AssociationI would like to thank you for your yearsof service and wish you well in yournew position. You have helped shapedan identity for WEAO and leave us in apositive position for the future. You willbe missed.Be sure to visit our website to stayupdated with Association events http://www.weao.org/.INFLUENTSWinter 20129

Executive director’s CornerInformingMembers as Issues Ariseith thisarticle Iwould liketo bringyou up todate on anumber ofgovernmentaffairsand other issues with which we havebeen involved over the past numberof months. Although we try to makeyou aware through e-blasts, thewebsite and the magazine, we are notalways successful. There may be somerepetition for those of you who readevery notice sent out, and for others theinformation will be new.A WEAO member, NancyBonham, City of Toronto has helpedconsiderably by representing WEAOon the Modernization of ApprovalsRoundtable. The Roundtable group,stakeholders from a variety of industriesmeet quarterly to discuss the progressthe Ministry of the Environment(MOE) has made with respect torevitalizing its approvals process. Thisprovides WEAO with the opportunityto voice issues of concern on behalf ofour municipal and consultant members.These may pertain to the timing to dealwith air emissions in the approvalsprocess, or the success of the registryand how it pertains to municipalwastewater issues.In addition to this group, we havehad the inaugural and second meetingsof the Wastewater PractitionersWorking Group. It has taken severalyears to generate the interest, but as theapprovals process has been changing itbecomes obvious that there needs to bediscussion on new technical issues thatcan help the MOE adapt the processas these issues develop. This WorkingGroup membership will change asnew issues and interests arise. WEAOand MOE’s Environmental ApprovalsBranch (EAB) will co-chair the groupand we will put materials on thewebsite so members know the issuesunder discussion and can participateaccordingly.WEAO provided input to theEnvironmental Review Board (ERB)posting for the Great Lakes ProtectionAct and Strategy development andalso participated in the stakeholdersession. It is important that ourmembers remember their connectionto the Great Lakes, and promote theidea that one size does not fit all. Thereis some concern that the Ministry ofCatherine Jeffersonthe Environment may try to replicatethe Lake Simcoe Strategy on the GreatLakes Basin with respect to issues suchas municipal wastewater effluent andnutrient management.Through the Ontario Coalition forSustainable Infrastructure (OCSI),WEAO has contributed to the thinkingabout infrastructure spending andsustainability of infrastructure, whichhas resulted in a new funding program.WEAO has been working with theFederal government (EnvironmentCanada) to see where there may bea need for seminars and workshopson the new federal regulation underthe Fisheries Act for municipalwastewater effluents. With respect toimplementation of this regulation, anumber of materials have been sentto members and are available on thewebsite. We are trying to engage MOEin these discussions.Another initiative that we havetried to alert our members to has beenthe Canadian Council of Ministers ofthe Environment (CCME) Canada-Wide Approach for the Managementof Wastewater Biosolids. There iscurrently a document on-line availablefor your comments.I would encourage you to keep aneye on the new website for up-to-theminuteinformation on many otherissues such as these. It is your websiteso please take advantage of it.As I conclude this somewhatshort article, I want to thank all ofour members for allowing me theopportunity to be your ExecutiveDirector for the past six years, albeitpart time. I know many are not awareof the duties of an Executive Director,and much of what I do seems to be10 INFLUENTS Winter 2012

It has been a privilege to representWEAO and each of you. I have learned a lot,met many interesting and knowledgeable people,and leave confident that the Association willcontinue to grow and flourish.behind the scenes. Through workingwith the various Boards and WEAOstaff, I do know the organizationhas grown and evolved over the pastnumber of years to a point wheregovernment now knows we exist andoften approach us for advice. We havetried to organize committees to reflectthe evolution through the formation ofa Committees Chairs group. We havehad members represent the organizationon a number of outside organizations,and have formed a coalition withsix other associations, and have alsopartnered with Ontario Water WorksAssociation in many different ways. Wehave a successful scholarship programfor high school, college and universities,and have been involved in an awarenessprogram for students. The GovernmentForum has been an opportunity towork with several ministries that arenot often thought to have a link towastewater management. At the sametime, we have a new website to betterserve our members. Each of these andmany more initiatives are due to thehard work of staff, the Board andcommittee members who have workedwith me over these years.I have chosen to accept a permanentposition as Senior EnvironmentalSpecialist for AECL with the Port HopeArea Initiative. This is a remediationproject to clean up low level radioactivewaste in the Port Hope area of Ontario.It has been a privilege to representWEAO and each of you. I havelearned a lot, met many interestingand knowledgeable people, and leaveconfident that the Association willcontinue to grow and flourish. It is nowmy time to pass the torch to someonewith new enthusiasm and drive to takethe Association on a new course.Thank you!Catherine JeffersonINFLUENTSWinter 201211

In the spotlightDon Holland:Defining Alternative Deliveryn explaining the benefitsof a design-build contractingapproach DonHolland uses the analogyof the patient who goesto the doctor with a painin his side. “You wouldnot just go ahead andask the doctor to takeout your appendix,” points out theVice President, Business Developmentand Infrastructure at Maple ReindersGroup. “You would rely on the doctor’sexpertise to determine the right treatment.”Similarly, a design-build (DB) contractingarrangement involves a performance-basedrather than prescriptiveapproach. Unlike a traditional designbid build (DBB) process for delivering awater or wastewater project – in whicha consultant walks the owner throughthe predesign process for a specificsolution – in a DB process, the designbuild contractor assumes responsibilityfor delivering the solution that willmeet the owners needs. In other words,owners rely on the design build contractorto tell them what needs to bedone and how it should be constructed.The most significant advantageof the DB approach is that boththe designer and the contractor aretogether at the table, ensuring thatdesign is integrated with the constructionof the project. “The design-buildprocess integrates constructabilityreviews,” explains Holland. “It assessesif the design is actually going to workin order to produce the results theclient wants.”He adds that contractors seek toidentify and manage risk by placing itwhere it makes sense whereas consultantstry to manage the risk throughthe design process. “Contractors willidentify the risk and try to place it backto the appropriate party, and/or requirethe owners to better define theirneeds,” Holland elaborates, “whileconsultants will try to accommodate ormitigate the risk within their design.”That accommodation/mitigation canerode the efficiency of the design,and the project delivery schedule, asconsultants take the owners throughthe fleshing out of the design detailsbefore the project is handed off forconstruction. In contrast, by providingone point of delivery, contractorscan maximize scheduling efficienciesby doing the construction and designconcurrently.On the other hand, in a DB process,the owner has less input and controlinto the design process than witha traditional DBB approach whereowners play a central role in the selectionof equipment, treatment processes,etc. In the DB process, owners statetheir needs and then leave it up to thedesign-build team to determine the bestsolution.This means that owners need tohave a very good understanding ofwhat results they want right from thestart. “They need to do a little morehomework at the beginning of the projectand really define what they wantbecause their ability to make changesand have input in design is definitelyreduced once the RFP is started,”explains Holland. “They need thediscipline to accept what is proposed.In the traditional DBB, they can havea general idea and refine it as they goalong. In the DB process, they do nothave that ability to refine the design.”While it is thus important for theowners to carefully define the desiredoutcomes, they do not want to definethe outcomes so precisely that theyDon Hollandlimit the ability of the design-buildteam to be innovative.The innovation and expertiseoffered by contractors is a definiteadvantage of the design-build processand an added value that MapleReinders is proud to offer its clients.“We deliver our own concrete andprocess mechanical,” says Holland.“Because of that, we have a verygood understanding of the technicalaspects of the process.” In fact, MapleReinders has a history of bringing newtechnology to the water and wastewaterindustry.“Contractors have an easier jobdemonstrating value to clients thanconsultants,” adds Holland. “Whencontractors propose a change they canascribe a specific amount of money insavings. Consultants can only say thatthey ‘think’ a certain change will savethe client a certain amount of money.It is a little more abstract than on thecontracting side.”12 INFLUENTS Winter 2012

Design-build contractorscan actually add value, while atraditional design-bid-build modelfocuses more exclusively on price.This ability for contractors todifferentiate themselves more easilyfrom the competition is only one ofthe reasons Holland is happy to beback on the contracting side of thebusiness. “I like playing with the bigtoys,” he laughs.After graduating from theUniversity of Guelph with a B.Sc. inEnvironmental Engineering in 1995,Holland found Ontario’s job marketless than hospitable. Connecting withhis mother’s family in Hong Kong,he accepted a job with a Danishengineering firm that had an office inHong Kong, specializing in turnkeydesign and construction projectsrelated to water and wastewatertreatment. Most of his work wasfor the food and beverage industry,although several projects were formunicipalities.Then in 2000, Holland returnedto Ontario to take a job as aconsulting engineer with AssociatedEngineering. After five years, he leftto take a position with CH2M HILLas a Project Manager, eventuallyrising to the position of VicePresident (Business Development) in2010, for CH2M HILL’s CanadianWater Business Group.But when Maple Reinders camecalling in 2011, Holland wasready to return to his roots. “Thecontracting side of the industry hasalways been interesting to me,” heexplains. “It is something I wantedto get back into.”He notes that the work he is doingas a design-build contractor is verysimilar to what he was doing forclients on the consulting side of theindustry. “My focus is understandingthe clients and what they need, thencoming up with a solution,” saysHolland. The difference is that nowhe is involved in both the design andthe construction aspects.“I enjoy pulling the teamstogether,” he explains, “workingwith the designer, the subcontractorsand the equipment suppliers. Plus Ihave the opportunity to get involvedin the problem solving as well.Having a seat at the table is reallyfun.”Holland draws on his experience indesign and project management as wellas his skills in change management.“Things never stay static,” he explains.“You start down a path but it alwayschanges on you. It is a question ofmanaging that change to the benefit ofeveryone involved.”At Maple Reinders, Holland wearsseveral hats. He is directly involvedin several of the company’s water andwastewater design build and publicprivatepartnerships opportunities. Atthe same time, as the Vice-Presidentof Business Development andInfrastructure, he is responsible for thecompany’s overall business developmentprogram.Although there are still not manydesign build infrastructure projectsin Canada’s water and wastewaterindustry, the number is growing. Mostof Maple Reinder’s projects have beenout west, including a P3 wastewatertreatment plant in Lac Labiche, Alberta.In Ontario, the company has recentlyworked in municipalities such as City ofGuelph, City of Hamilton, and PrinceEdward County. “We have had a veryTogether, Meeting the Challenges of Clean Watergood track record of winning anddelivering design-build projects in thewastewater market,” says Holland.There are likely to be moreopportunities on the contracting sideof the industry for the next generationof environmental engineers. Hollandstill recommends that newcomersobtain experience on both sides ofthe industry. He says: “You work inconsulting for a while to get a reallygood understanding and then move tothe contracting or vice versa.”Personally, Holland is glad to beback on the contracting side, andparticularly pleased to be workingwith Maple Reinders, a company witha culture that he finds very appealing.At Maple, discussion and conflictingideas are embraced, with employeesencouraged to voice their opinions anddiscuss them openly.The company is also a generouscontributor to the community.Annually, Maple Reinders donates10% of its profits to charity. “I reallyenjoy the people here,” adds Holland.“They are committed to doing theright thing.”Are you looking for waysto improve your watertreatment quality, to removemore TOC, to boost yourbiogas production or togenerate less sludge? Kemiracan help you solve thesechallenges and much more.At Kemira, water is theconnection to our customers.We are a global waterchemistry company servingmunicipalities and waterintensive industries. Kemirahas the knowledge towork with our customersin developing innovationsthat address the sustainablefuture of water.Tel. 800 465 6171450 652 0665info.canada@kemira.comwww.kemira.comkemira oyjkemiragroupINFLUENTSWinter 201213

NEW PROFESSIONALS & STUDENTS CORNERBiosolids and energy seminarand technical tour of the barrie wpccBy Stacey Romas, EIT, CIMA+n Saturday,September22, 2012 theBarrie WaterPollutionControlCentre(WPCC)played hostto 45 professionals for a technicalseminar and plant tour. Attendeesranged from students, to newprofessionals (NPs), intermediateand senior professionals with WEAOand OWWA. Organized by the NewProfessional Seminar and Plant ToursSub-Committee, the day was a chanceto learn, network and socialize bylistening to presentations by industryprofessionals, participating inbreakout Q&A sessions, and touringthe unique and newly expanded BarrieWPCC.The Barrie WPCC is a conventionalactivated sludge facility and the solewastewater treatment plant in Barrie,servicing a population of 170,000. Thefacility has an average daily flow of52 ML/day but was recently expandedto a rated capacity of 76 ML/day toaccount for the expected growth inpopulation to 210,000 residents overthe next five years. Tertiary treatmentis achieved through rotating biologicalcontactors and UV disinfection. Rawsludge as well as waste-activated sludgeis digested on-site and the biogas isthen used for cogeneration throughoutthe plant. Recently, the plant hasundertaken the initiative to perform aClass Environmental Assessment (EA)study to explore the options of storingexcess biogas from the anaerobicdigestion system and using it for furtherelectricity production at the plant.Barrie WPCC is a unique facility asmany major process areas are coveredand/or contained underground dueto the plant’s close proximity to aresidential area.The day began with a seminarled by industry professionals Dr. PatColeman of AECOM, Joe Van Schaickof Toromont and Martin Shaw of theBarrie WPCC. Coleman presentedon two topics, the first pertaining toenhancing the anaerobic digestionprocess at wastewater treatmentplants (WWTPs) and the variousopportunities and setbacks of bothcommon and uncommon methods.Coleman illustrated his points usingexamples from his vast experience ofworking and traveling in numerouscountries. The audience may havebeen surprised to learn that themost common anaerobic digestionprocess is not necessarily the best.It was concluded that ConventionalSeminar attendees about to embark on their tourof the Barrie WPCC.Pat Coleman of AECOM presents on variousmethods of anaerobic digestion.One of the tour groups exploring the Barrie WPCC.One network.A world of solutions for water treatment.Exceptional product access to the world’s leadingchemical manufacturers.Powerful perspective and market insight from ourstrong network of sourcing professionals.Unparalleled scale and connectivityacross geographies.www.univar.com64 Arrow RoadWeston, ON M9M 2L9416.740.5300© 2012. Univar Inc. All rights reserved. Univar, the hexagon, and the Univar logo are registered trademarks of Univar Inc.14 INFLUENTS Winter 2012

Thermal Hydrolysis is often themost effective method of anaerobicdigestion due to its increased digesteryield, energy efficiency, increasedbiogas production and production ofhigh class biosolids. For his secondtopic, Coleman discussed how twoWWTPs with different goals for theirfacilities, both arrived at choosing thethermal hydrolysis anaerobic digestionprocess. The Blue Plains plant inWashington wished to develop along-term sustainable biosolidsprogram centered on beneficial reuseand the Dublin Bay WWTP wishedto manage cost. This ‘Tale of TwoCities’ exhibited the versatility andadvantages of the Cambi process.Coleman’s expertise on the topic ofanaerobic digestion coupled withhis witty sense of humour capturedthe audience’s attention quickly andresulted in great discussions followingthe seminar.Joe Van Schaick presented onthe diverse applications of biogasutilization for heat and powergeneration and touched on currentprojects being undertaken byToromont globally. Van Schaick’sinsightful stories made clear that thereare considerable opportunities forCanada to catch up to other countriesregarding biogas utilization, as weare only now beginning to implementsuch systems. One story in particularillustrated how biogas utilizationcould be implemented across varyingindustries. Van Schaick explainedhow pig farmers in remote locationsin Thailand have been using methanepresent in manure as a power sourcefor generators on their farms. NongRai Farm installed two CAT generatorsets to harness this power. Thisstory illustrated the ease-of-use ofcogeneration and the potential for itsuse for the large amounts of biogasproduced each day at Canadianwastewater treatment facilities. Closerto home, Mr. Van Schaick spoke ofbiogas use at the Woodward AvenueWWTP in Hamilton, Ontario, whichinstalled a Toromont cogenerationsystem in 2006.Finally, Martin Shaw gave aninsightful overview of the BarrieWPCC and its recent expansionin 2004. His presentation gaveeager attendees great context onwhat they were about to see on theplant tour. Shaw focused on theanaerobic digestion process and thecurrent utilization of biogas at thefacility for cogeneration purposes.His presentation highlighted someof the more unique points of thefacility, including the use of pureoxygen in the aeration tanks anda UV disinfection process ratherthan chlorination/dechlorination.The recent expansion of the BarrieWPCC included the addition of onesecondary clarifier, two flash andflocculation tanks, and one primarydigester.Following the presentations,attendees were treated to a deliciouslunch and had the opportunityto network and mingle. Breakoutsessions were conducted, whichwas a great opportunity for youngprofessionals to connect with eachother, with the presenters, plantoperators and engineers, as well aswith professionals within and outsidethe industry. Presenters were ableto answer questions and providefurther information on their topics ofexpertise in a casual setting.After lunch, attendees broke offinto four smaller groups and hadthe opportunity to tour the facilitiesled by either a facility engineer oroperator. The small size of the tourgroups allowed attendees to ask moredetailed questions to their guide, andspend more time on process areas ofgreater interest. City staff membersenthusiastically answered all questionsand offered an in-depth look into theirplant and treatment processes – onecould easily see that this is a plant thatits operators are proud of. The tour ofa unique facility like the Barrie WPCCwas a great way to end a day focusedon novel approaches to traditionalwastewater treatment processes.The author would like toacknowledge the following peoplewho volunteered their time to makethis day possible: Nancy Afonso, FlorGarcia-Becerra, and Cheryl Menzies.WEAO and the New ProfessionalCommittee would like to send aspecial thank you to the speakers: PatColeman, Joe Van Schaick and MartinShaw, as well as to the Barrie WPCCstaff and operators – including JohnThompson, David Quenneville, MihaiVlad, Doug Haslehurt and Leo Ma –for making this event such a success.Stacey Romas isa Project EIT atCIMA+ in Vaughan,Ontario. Sherecently graduatedfrom the ChemicalEngineering(Environmental)program at Queen’sUniversity in 2012. Since workingfor CIMA, Stacey has been involvedin energy auditing of wastewaterfacilities and wastewater servicingstrategy studies. Connect with Staceyat stacey.romas@cima.ca.Two thirds of the earth’ssurface is covered by water.The rest is covered bySEW-EURODRIVE.Maufacturers and machine builders in Canada and around the worldlook to SEW-EURODRIVE for integrated drive solutions andaround-the-clock service and support.With three Canadian assembly plants and more inventory than all ourcompetitors - we are the nation’s leading supplier of geared motors,speed reducers and electronic controllers.For the complete solution, callDriving the worldINFLUENTSWinter 201215

NEW PROFESSIONALS & STUDENTS CORNERDesigning for success: Showcasing youngtalents in the water environment industrythrough the student design competitionBy Rafiq Qutub, M.Eng., P.Eng., AECOM and Kirill Cheiko, EIT, Stantec, Student Design Competition Sub-Committeehe water environmentindustryfaces increasingchallenges inmany areas,including strictertreatment objectives,tighter fiscalenvironments, andgrowing demands for energy efficiency.Addressing such challenges requires professionalsto be innovative, cooperativeand efficient in delivering their solutions.Training young professionals to be readyto meet industry challenges requiresexposure to learning opportunities outsidethe confines of traditional universityclassrooms.The WEAO Student Design Competition(SDC) has been offering such importantreal-world opportunity to brightuniversity students interested in pursuinga career in the water environment industry.For the past four years, the SDC hasbeen successfully organized by the NewProfessional’s SDC Sub-Committee,which is currently led by Rafiq Qutuband Kirill Cheiko. The competition hasnow become a regular part of the annualWEAO Conference that features thetalents of emerging young professionals.The design challenge typicallyinvolves conceptual and preliminarydesigns of an expansion to an existingwastewater treatment or pumpingfacility. Students are provided withbackground information and challengedto meet the objectives set by theFacility tour of the Acton Wastewater TreatmentPlant in Halton Region as part of the SDC 2011.municipality by researching, designingand presenting their own solutions to apanel of industry experts at the annualWEAO conference.In order to enrich the students’ learningexperience, the SDC Sub-Committee,in collaboration with the sponsoringmunicipality, organize a site tour ofthe facility in question. Students areprovided the opportunity to learn fromfacility managers about operationalchallenges and design issues that maynot be available in clear-cut textbookexamples.Mentorship is an important componentof the SDC experience, whichallows students to interact with seniorindustry professionals. Student teamsare supported by volunteer academicadvisors from their universities andvolunteer industry advisors from theconsulting field. The role of advisors isto guide students through the designprocess and provide them with valuableinsights to help them develop theirdesign solutions.The deliverables of the SDC includea design report, complete with supportingcalculations and equipment technicalsheets, hydraulic profiles, processand instrumentation drawings, and a20-minute presentation. Students areprovided a limited period of about fourmonths to prepare the design. Moststudents who participate in the SDC arealso in their graduating year of theiruniversity education, and managing thedemands of the SDC in addition to theirFacility tour of the Port Dover Water PollutionControl Plant in Norfolk County as part of the SDC2012.engineering courses pushes students tohone their time management skills.The judging panel reviews studentteams’ reports and presentations andprovides evaluations based on technicaland delivery criteria. All participatingstudent team members are providedwith a free one-year student membershipin the Water Environment Federation(WEF)/WEAO in an effort toencourage them to continue participatingin the industry as prospective youngprofessionals. The first-place winnerreceives WEAO’s sponsorship to participatein the annual Water EnvironmentFederation Technical Exhibitionand Conference (WEFTEC) SDC, inwhich teams compete against winnersfrom other WEF Member Associations(MAs) SDCs across North America.As WEAO members and organization,we can be proud to have been thefirst Canadian WEF MA to participatein the WEFTEC SDC since 2009 andgain outstanding recognition amongother student teams from across theUnited States by reaching the firstthree places three out of four times.Through its membership, WEAO hasprovided sponsorship for first-placewinners to travel to WEFTEC forthe past four years, and the investmentpaid off. The WEAO-sponsoredteams have scored second place at theWEFTEC SDC in 2009, 2010, and2012, showcasing Ontario, with itstalented young professionals, as anactive MA in North America.In addition to presenting theirdesigns to industry experts, participationin the WEFTEC SDC providesour WEAO students an opportunity toattend North America’s largest annualwater environment conference andnetwork with prospective employers.The learning experience and networkingopportunity offered by the SDChelp students pursue great careers in theindustry. The authors of this article areformer student participants in the SDCand attest to its benefits.16 INFLUENTS Winter 2012

Notwithstanding the tremendousbenefits offered to young professionals,the SDC could not have achieved itsobjectives without the tireless effort ofthe sponsoring municipalities, facilityoperators, judges, academic andindustrial advisors, equipment suppliersand administrative staff, who offer theirtime and experience to promote thewater environment industry and attracttop engineering talent. Moreover, theSDC Sub-Committee thrives on thesupport of the whole WEAO communityand other NP sub-committees to bea success. Each WEAO member helpscontribute to the funding that is usedto send our winning teams to competeat WEFTEC. Making the competitionhappen is a team effort where everyone’srole and contribution are greatly valued.To all those who helped and continue tosupport the SDC, we extend a big thankyou.The NP SDC Sub-Committee isproud to announce the second-placewin of the Ryerson University team atthe WEFTEC SDC, which was held aspart of the 85th Annual WEFTEC®conference in New Orleans, Louisianabetween September 29 – October 3,2012. The Ryerson Design team presentedan expansion design for the PortDover Water Pollution Control Plant.The design opportunity was generouslyoffered by Norfolk County.The SDC Sub-Committee would liketo acknowledge all the seasoned professionalswho supported the RyersonTeam members in their win: Dr. ManuelAlvarez–Cuenca, Professor of ChemicalEngineering at Ryerson Universityand the team’s academic advisor;Maryam Reza of Cole Engineering asthe industrial advisor; and Bob Fieldsof Norfolk County who helped with thedevelopment of the project statementfor the competition, organizing the sitetour and participating in the judgingpanel. We extend a special thanks toTim Constantine of CH2M Hill andMike Gundry of Stantec who alsoshared their time and expertise as judgesat the WEAO SDC. Their feedback wasinvaluable in helping the Ryerson Teamcompete at WEFTEC.Carrying on with a new design challenge,we are also excited to announcethe fifth annual SDC, which is generouslyoffered by Durham Region. Thechallenge involves the preliminarydesign of an expansion to the NewcastleWater Pollution Control Plant in Clarington,Ontario from an existing capacityof 4,086 m 3 /day to 16,348 m 3 /day.The design challenge includes evaluationof biosolids handling options and energyrecovery from biosolids through cogeneration.We would like to acknowledgeMarek Krynski, project manager withDurham Region, for his support in thedevelopment of the project statementand for his support of previous SDCs.Participation in the 2013 SDC is opento university students across Ontario.The entry deadline was November 16,2012. More information on this year’scompetition is available on SDC websiteat http://www.weao.org/studentdesign-competition.For questions andcomments contact Rafiq Qutub (rafiq.qutub@aecom.com) or Kirill Cheiko(kirill.cheiko@stantec.com).Winners of the WEAO Student Design CompetitionsRafiq Qutub is aprocess engineerwith over 5 yearsexperience in theenvironmentalindustry. He isexperienced inthe design ofsewage pumpingstations and potable waterpumping stations and reservoirs.As a student, Rafiq was the leaddesigner in the University ofToronto team that participatedin the first annual SDC. The teamwon first place in Ontario andmoved on to be the first Canadianteam to participate in the 2009WEFTEC SDC, scoring secondplace.Kirill Cheiko isan engineeringintern withStantecConsulting.Over the lastfew years Kirillhas workedon processdesign, hydrological andprocess modeling, contractadministration and field surveys.Kirill participated in the secondStudent Design Competition,which introduced him to WEAO,wastewater plant design anda great water-engineeringcommunity. The SDC hasultimately resulted in his joiningthe consulting field.Fourth Annual SDC(2012)Third Annual SDC(2011)Second Annual SDC(2010)First Annual SDC(2009)First Place Winner Team Members Project Sponsoring MunicipalityRyerson University Nicholas Jones, Expansion of Port Norfolk CountyDaniel Baena and Dover Water PollutionNatasha Niznik Control PlantUniversity of GuelphRyerson UniversityUniversity of TorontoAlexandra Chan,Adam Erb,Cynthia Mason andJulia VeermanNancy Afonso,Ruston Bedasie,Kirill Cheiko andAndrew IammatteoSherif Kinawy,Luccia Gafarova,Rafiq Qutub and TonyTsuiExpansion of theActon WastewaterTreatment PlantPort Darlington WaterPollution Control PlantExpansionRosebank SanitarySewage PumpingStation ReplacementHalton RegionDurham RegionDurham RegionINFLUENTSWinter 201217

NEW PROFESSIONALS & STUDENTS CORNERWEFTEC Student design competition 2012:The Ryerson design team’s personal reflectionsThe team presents at WEFTEC 2012. (L-R):Daniel R Baena, Natasha Niznik, Nicholas Jones.his September,a team fromRyersonUniversity hadthe honour ofrepresentingWEAO at theannual WaterEnvironmentFederation Technical Exhibition andConference (WEFTEC) StudentDesign Competition (SDC) in NewOrleans, Louisiana where it placedsecond in the Wastewater Divisionout of a total of six teams. The groupconsisted of Nicholas Jones (teamleader), Daniel R. Baena and NatashaNiznik as well as their advisorsDr. Manuel Alvarez-Cuenca, andMaryam Reza. The team had beensuccessful in the Ontario provincial(WEAO) competition the previousApril and received sponsorship fromWEAO for travel. Upon their return,team members shared their uniqueperspectives on their experiences:Nicholas JonesParticipating inthis year’s studentdesign competitionwas an amazingexperience, and weare proud to havecompeted againstsome of the best North Americanuniversities. We made some valuableconnections with wastewaterprofessionals, which is incrediblyhelpful when trying to start a careerin the wastewater industry. As well,the design competition taught us allthings that cannot be learned in theclassroom.This project gave us the opportunityto work with plant operators andequipment manufacturers, somethingthat we do not experience in ourlectures. We presented our project tohighly experienced technical expertsand thus were motivated to producethe best design package we could. Weworked late nights and early mornings,while balancing a final year engineeringcourse load. Although it was a lot ofwork, we were always among friends.I cannot think of a better group ofpeople to spend my time with.For our intense efforts, the rewardwas great. We received an expensepaidtrip to New Orleans. For a guylike me – who has never left Ontario– this was an amazing experience.The design competition earned me myfirst trip in an airplane to visit anothercity. Because of the work, reward andexperience we gained, this competitionwill always bring pleasant memories.Daniel R. BaenaThe Student DesignCompetition providedme with a once-in-alifetimeexperience.Throughout thisprocess I had thepleasure to work withgreat people (my team members andadvisors), network with industry leaders,and enhance my skill set. Preparingthe first report to be presented atthe WEAO Conference and competingwith the other great student teams waschallenging, but we all had the desireto succeed and present the best that wecould to the judges.This whole experience representedmore than just placing in the top threein a North American SDC. Aftergraduating from Ryerson, I movedto Brazil to work. I have noticed thatpotential employers see this experienceas something of great value, eventhose who are not in the water andwastewater industry. As some say, theroad to success is bumpy, but aftermultitasking during our last year ofuniversity and enduring many Skypeteam practice runs across continentsand time zones, we delivered awinning presentation. I am proud tohave worked on this project.Natasha NiznikThe sheer scaleof everything atWEFTEC wasmind-blowing. Forexample, the hallwhich held the tradeshow was over a milein length, and the event was attendedby over 17,000 people! Even before wehad time to explore the whole show,we were presenting our project to alarge audience, in a massive room –much larger than we had experiencedat the Ontario competition. And yet,the environment was so welcoming.Even on the flight to New Orleans,we met people who were alsoattending WEFTEC and were eagerto wish us luck. The organizers andvolunteers made the competitionitself run smoothly and helped calmour nerves, as did the presence of ourwonderful advisors. We were invitedto attend the reception for incomingWater Environment Federation (WEF)President Cordell Samuels (Region ofDurham), held in a beautiful venuewith delicious food. We mingled withsome familiar faces from Ontario andmade some new friends too.I was very thankful for theopportunity to represent Ontario atthe WEF meetings for both the NewProfessional and Student Chapters,where I learned about some of thechallenges and successes other NorthAmerican groups have experienced.Ontario already has a great reputationfor being active, and I hope some ofthe information and experience I bringback will help us keep that going.Participating in the competition hasbeen a great boost to my career. Evenbefore we won the Ontario competition,I was able to use my participation in theproject as proof of my genuine interestin the field. Although I am planningto pursue a future in academia, thissuccess in a practical project is viewedvery highly and has opened someopportunities to me that I would havenot otherwise had.18 INFLUENTS Winter 2012

Team members and their advisors. L-R: Maryam Reza (Industrial Advisor), Daniel R. Baena, NatashaNiznik, Nicholas Jones, Dr. Manuel Alvarez-Cuenca (Academic Advisor)If there are students reading thiswho are considering taking on theSDC challenge: do it! Even if youdo not continue on to WEFTEC,the experience in preparing thecompetition and presenting at theWEAO Symposium will provide a realchallenge and a valuable experience. Itwas entirely worth the effort.Of course, the three of us could nothave done this on our own. WEAOoffers such fantastic support to its studentand young professional members.The team is especially grateful for thefinancial assistance, without whichteam members would not have beenable to travel to WEFTEC. The teamowes thanks to the following peoplefor facilitating, coordinating, judgingand offering their encouragement andadvice throughout the process.Project StatementWEFTEC Event OrganizersBob Fields Norfolk County Lauren Zuravnsky Greely-HansenTom Woodcock R.V. Anderson Allison Reinert North CarolinaState UniversityDavid Evans R.V. Anderson Dianne Crilley WEFSDC Sub-CommitteeWEFTEC JudgesRafiq Qutub AECOM Other supportersKirill Cheiko Stantec Flor (June) Garcia Becerra CH2M HillTom Woodcock R.V. Anderson Alvin Pilobello AECOMWEAO SDC Judges Dale Jackson ACG TechnologyTim Constantine CH2M HILL Ryerson University Department of Chemical EngineeringMichael GundryStantecBob FieldsNorfolk CountyRyerson Team AdvisorsDr. Manuel Alvarez-Cuenca Ryerson UniversityMaryam RezaCole EngineeringWastewater ManagementOttawa613 728-3571Kingston613 544-1424Sudbury705 522-8174Timmins705 360-1899North Bay705 495-7597jlrichards.caINFLUENTSWinter 201219

NEW PROFESSIONALS & STUDENTS CORNERMy summer studentexperience in toronto waterBy Natasha Niznik, M.Eng. candidate, Ryerson Universityhad just completed myBachelors coursework inChemical Engineeringat Ryerson University,and had an amazingexperience at the WEAOSymposium, when I beganto face the reality that Iwould not be spendingmy summer wading knee deep in joboffers. I had accepted my fate when thelisting for a Toronto Water summerstudent position was forwarded to meby a former professor. Since this positionwas also open to recent graduates,I immediately began putting togetherwhat might have been an over enthusiasticapplication package.After several weeks of anxious waiting,a written technical assessment andan in person interview, I received anemployment offer. It was then that thelocation of my placement was revealed:the F.J. Horgan Filtration plant inScarborough. The plant is undergoingdisinfection system upgrades fromchlorine to ozone, as well as a capacityexpansion. During my time there Iwas able to interact not only with theToronto Water staff, but also consultantsand contractors. I was surroundedby the best of the best in the industryand I was ready to take full advantageof the amazing opportunity.I spent a lot of my time absorbingeverything I could. Collaborativeteamwork was emphasized and I wasable to see what enormous and co-ordinatedeffort it takes to ‘keep the tapsrunning’. The operators, who are theheart of the operation, were more thanhappy to share with me their decades ofexperience, their ideas and what theythought the future held for the plant.My main task was cataloguing thenew equipment and instruments intothe Works Management System (WMS)so that it could be properly maintained.While sometimes a little tedious, I realizedthat it filled many knowledge gaps.Firstly, I learned how to read engineeringdrawings, which is not always coveredin Chemical Engineering courses.I became able to apply reasoning toidentify an entities purpose based onits location and the logic of the controlsystem. It was also a little terrifyingand thrilling at times, exploring thisgigantic plant which goes up to 10levels underground with all manners ofloud equipment which turns off and onwithout warning.Natasha NiznikI was granted the freedom toparticipate in the commissioning ofthe plant by assisting some of theconsultants with administering asampling program. I was able to learnabout new equipment and analysisprocedures. I learned a lot aboutsome of the risks involved in usingozone for disinfection, includingmore knowledge about misbehavingambient ozone alarms than I care tohave. It is so important to have anunderstanding of the details of theprocess and its consequences in orderto make informed design decisions.In the end, I decided to returnto school for my M.Eng at RyersonUniversity in wastewater treatment.Thanks to all the support of theengineers, administrators, HR,operators, IT experts, technicians,millwrights, electricians, trainers,consultants, contractors, labourersand corporate security at the F.J.Horgan plant. With this experienceI am armed with a fuller hands-oncontext to apply to my futureeducation, allowing me to use moreof the classroom theory than before.I highly recommend this summerstudent program to anyone who isconsidering a career in any sort ofenvironmental field. If you take therisk, you might have the opportunityto take home lessons applicableto your goal career and will get toexperience a welcoming and warmenvironment. I felt so proud to bepart of a profession which takes onthis task to ensure the citizens of theCity have safe and adequate water.20 INFLUENTS Winter 2012

NEW PROFESSIONALS & STUDENTS CORNERMega projects, mega opportunities:A new professionals perspectiveBy Dianna Senior, M.Eng., P. Eng., Associate Project Manager with CH2M HILL Canada Limited.ega-projectshave beendefined asvery largeinvestmentprojects:majorinfrastructureprojectsthat cost more than $1 billionor projects of a significant costthat attract a high level of publicattention or political interestbecause of substantial direct andindirect impacts on the community,environment, and budgets. Megaprojectsor large engineeringprojects (LEPs) have beencharacterized as the six Cs (Priemuset al., 2008):• Colossal – in size and scope;• Captivating – due to size,engineering achievement andaesthetic design;• Costly – costs are oftenunderestimated;• Controversial – funding andimpact on third parties;• Complex – risk and uncertaintyassociated with design, fundingand construction; and• Control issues – determining thekey decision-makers, funding andoperation.Mega-projects have typically beenassociated with cost overruns,delays, technical failure, adverseenvironmental effects, and failureto deliver the anticipated revenues.Although these projects aresometimes plagued with negativeaspects and challenges, they offersignificant career developmentopportunities to New Professionals(NP) in the areas of projectmanagement and project delivery.This article describes the lessonslearned while working on the DuffinCreek Water Pollution Control Plant(WPCP) mega-project and outlinessome of the key opportunities forNPs to develop project deliveryand project management skills andtechniques on mega-projects – froma New Professional’s point of view.Duffin Creek Water PollutionControl Plant (WPCP) Stage 3Expansion ProjectI worked as a Project Engineer on theDuffin Creek WPCP Stage 3 Expansion(Duffin Creek Project) – a projectthat I have been involved with since2005. The Duffin Creek WPCP islocated in the City of Pickering in theRegional Municipality of Durham.The facility is jointly owned by theRegional Municipality of York andDurham Region; it is managed andgoverned by the York-Durham SewageTreatment System (YDSS) PrimarySystem Co-owners Agreement that wasexecuted November 28, 1997.Client: Regional Municipalities ofYork and DurhamProject Managers: Euan Ferguson(Regional Municipality of York).Brad Dobson (Regional Municipalityof Durham)Location: Pickering, OntarioProject Value: Liquids and Solids:$490 million (estimate)Project Duration: 2005-2012Team Duffin:Project Manager: Bob HookAssistant Project Manager:Ansel BatherSenior Technology Lead (Liquids):Matthew ElliottSenior Technology Lead (Solids):Peter BurrowesEquipment Prepurchase Lead:Ian SmithThe regions retained CH2M HILL andAECOM (Team Duffin) to undertakethe Stage 3 Expansion Projects, consistingof two separate projects - liquidsand solids. The capacity of the DuffinCreek WPCP was 420 ML/day andunder the Duffin Creek Project thefacility was expanded to a capacityof 630 ML/day. The overall objectiveof the expansion was to provide acost-effective and timely expansion ofthe facility to meet the requirements totreat increasing flows to more stringenteffluent standards.Specific project objectives were to:• provide additional liquid and solidscapacity to meet growth requirements;• provide the additional capacity ina timely manner so as not to delayplanned development;• complete the new works in an environmentallysound manner, complyingwith all regulatory requirements;and• complete the project in a fiscallyprudent and cost-effective manner.The Duffin Creek Project providedadditional liquid and solids treatmentcapacity. New liquid works included aseptage receiving facility, headworksproviding screening and grit removal,secondary treatment employing stepfeed nitrifying activated sludge, andfinal effluent disinfection using sodiumhypochlorite. Expansion of the solidstreatment capacity provided the conversionand modification of existingdigesters for receiving of importedsolids from other Durham Regionplants and blending of primary anddigested sludges, addition of centrifugesto replace old equipment and provideadditional dewatering capacity, and theaddition of two new incinerators andancillary equipment for the treatmentand ultimate disposal of solids producedand imported to the plant.Project driversThe key project drivers and challengesincluded project schedule, projectbudget, regulatory and agency requirementsand project risks. However,the most critical driver on this projectwas schedule. The liquids treatmentfacilities were required to be commissionedas early as 2010 in order to meetgrowth demands.Lessons learnedAs a new professional, I quickly learnedthat some of the key elements necessaryfor delivery of a mega-project suchas the Duffin Creek Project, are thesame as those used on smaller jobs,except, the risk on LEPs are larger andmistakes are more costly if the properprocedures are not put in place and22 INFLUENTS Winter 2012

implemented. I would like to highlightseven things I learned while working onthe Duffin Creek Project: project understandingand vision; work planning andscheduling; change management; riskmanagement; stakeholder acceptance;quality management; and, the valueof a strong, dedicated and integratedproject management team (client andconsultant).Project understanding and visionOn mega-projects such as the DuffinCreek Project it is critical that the clientand consultant agree on the problem,key project drivers and the project successfactors.Early in the project, the regions,Team Duffin and Revay had a teamcharteringsession to develop theproject vision. It took a few hours, butwe all agreed on what our team wantedto achieve at the end of the project.We left the session understanding theproblem; identifying the project drivers;and endorsing the project vision. Eachteam member was given a plaque withthe project vision (including team photoand signatures) as a reminder of whatwe would like to achieve.Project Vision“Consistent with York and Durham Regions’ commitment toenvironmental stewardship and protection of public health, we will upgradethe Duffin Creek WPCP to meet the growing needs of the regions.”INFLUENTSWinter 201223

NEW PROFESSIONALS & STUDENTS CORNERWork planning and schedulingThe most important activity of anyproject is work planning. No projectcan be implemented successfullywithout a good workplan. However, itis critical to track and monitor progressagainst the plan to know where you areand where you need to be.Work planning (including scheduling)was one of the most challengingtasks on the Duffin Creek Project.Given the magnitude of the projectscope and the schedule constraint, eachphase had to be planned meticulously.As part of the planning process aproject management plan was preparedoutlining the policies and procedures tobe followed throughout the project.The entire project was a continuouscollaborative effort between the regionsand Team Duffin. A technical memorandumapproach was adopted for theconceptual design. Technical Memorandawere prepared based on the scopeof the work provided in the Request forProposals (Liquids and Solids). Individualswere assigned to prepare andreview each deliverable prior to submissionto the regions.A multiple construction contractapproach was adopted to meet schedule,limit construction contract size andseparate contracts in time and space.Multiple Construction Contracts1. Site preparation2. Liquid modules expansion3. Preliminary treatment4. Electrical substation5. Enhanced phosphorousremoval6. Influent pumping stationsubgrade7. Influent pumping station8. North dewatering buildingmodifications9. Digester modifications andboiler buildings10. Dewatering and incinerationsubgrade11. New dewatering andincineration facilitiesThe project was also fast-tracked bypre-purchasing equipment. Specializedprocess equipment installed under theliquids and solids contract that requireconsiderable time to design and fabricateand/or have long delivery times,thereby impacting the design or constructionschedule were pre-purchased.Eighteen equipment pre-purchase packageswere issued for the Duffin CreekProject.While on the Duffin Creek project,I spent a lot of time preparing workplans for the conceptual, pre–designand detailed design phases. This gaveme a first-hand view at how complexa mega-project can be, with 11 differentconstruction contracts and 18equipment pre-purchase contractsand multiple design teams. Planningbudgets and schedules for all these differentaspects of the job has helped medevelop better planning skills – and Ihave a real appreciation for this part ofthe work.Equipment Prepurchase Packages1. Primary clarifier mechanisms2. Secondary clarifier mechanisms3. Centrifugal blowers4. Fine bubble equipment5. High voltage switchgear andtransformers6. Generators and mediumvoltage switchgear7. Online phosphorous analyzers8. Influent pumping station rawsewage pumps9. Influent pumping station odourcontrol biofilter10. Influent pumping station4160V synchronous transferswitchgear11. Dewatering centrifuges12. Incinerator heat recovery13. Dewatered biosolids handlingsystem14. Hot water boilers15. Ash dewatering system16. Ash thickening and pumpingequipment17. Biofilter odour controlequipment18. Heat exchangerQuality managementA quality management plan (QMP) isessential for all projects, as it providesprocedures and processes to controlthe quality of all deliverables (formaland informal) throughout the durationof the project. However, performingaudits against the plan is what ensuresthe quality of the deliverables. Toensure that the QMP is meaningful,it should be monitored, audited andupdated as necessary.Ensuring consistency and qualityof our deliverables was especiallyimportant on the Duffin Creek Projectsince deliverables were being producedby two separate firms – AECOM andCH2M HILL. During conceptualdesign, template documents wereprepared for key deliverables includingtechnical memoranda, meeting agendaand meeting summary and reports foruse by the project team. Each deliverablehad an assigned reviewer and eachdeliverable had to be reviewed prior toissuing to the regions.To ensure consistency of contractdocuments ‘super leads’ were assignedto establish a set of toolkits, templatesand standards for each discipline. The‘super leads’ were responsible for ensuringthat consistency of the contractdocuments being prepared by bothCH2M HILL and AECOM.Change managementChange management is applicable to allprojects. On small jobs these changes canbe discussed over a quick coffee break.However, a major challenge on megaprojectsis communicating changes. LEPsrequire a robust system to communicatechanges so that anyone being impacted ismade aware, i.e., inter-discipline, intercontractpackage etc.For the Duffin Creek Project,changes were communicated throughthe ‘super leads’. (Each firm had adesignated discipline ‘super lead.’)They would work together with theircounterparts to resolve issues thatmight arise and this information wouldthen be passed on to the design lead.Since then, on the current DuffinCreek WPCP Stages 1 and 2 Upgradeand Refurbishment Projects we haveassigned a design coordinator foroverall coordination.Risk managementIt is important to understand thevariables that can adversely impactproject goals and manage and trackthese to minimize the impact andensure no surprises. Risks do changethroughout the project duration, and sothe risk management strategies shouldbe monitored on a continuous basis.Team Duffin, the regions and Revay(the regions’ project planning andmonitoring consultants) collaborated toformulate risk management strategiesby identifying potential risks that mighthave affected the design, construction,costs, changes, commissioningand plant operations. This information24 INFLUENTS Winter 2012

formed the basis of a risk register thatwas maintained by Revay. The riskregister was reviewed on a regular basis(usually every few months). For example,one of the risks identified relatedto the competency of the contractorbidding on the construction contracts.The mitigation measure employed wasto conduct contractor prequalification.Stakeholder acceptanceIt would be erroneous to assumethat the challenges of stakeholderacceptance might disappear with theapproval of an environmental studyreport. Internal stakeholders requirecontinuous engagement to maintaintheir support and contributions to theoverall success of the project. Thesestakeholders include project capitalsponsors, whose interest is primarilyon project budget and schedule, andtechnical stakeholders, often operations,who will be ultimately key to asuccessful project.We initiated early discussions withkey stakeholders to expedite approvalsin a timely manner given our scheduleconstraints. In addition, we kept keystakeholders informed and engagedthroughout the project duration.The value of a strong, dedicated andintegrated project management teamThe impact of the project managementteam (PMT) on the success of megaprojectsshould not be underestimated.The PMT selected to manage megaprojectsrequires experience in a broadrange of project management skillsand should have demonstrated successin the management of other projects.The skill set required for the PMTmanaging a mega-project must includetypical project management (planning,scheduling, resource management),partnership (understand the needs andwants of the client, project team, andstakeholders), and technical leadership(promoting quality, selecting appropriatetechnical solutions).Lewis and Jens (1987) have identifiedthe project manager (PM) as oneof three principal elements requiredfor the success of mega-projects. Theyhave further stated that “… the singlemost important element in the successfulmanagement of mega-projectsis the quality of the PM” providedthat certain elements of the projectenvironment, such as, politics, economics,geography, end products, andavailability of resources are randomand selection of the project team andorganization structure is up to thePM.One of the key skills a great PMTillustrates is good communication:the ability to convey a vision for theproject. This is especially true ona mega-project where there are somany aspects – multiple and possiblyconflicting goals, multiple teamsfrom different offices or firms, andpotential conflicts of schedule andresources. The PMT must inspire theproject team to endorse the vision andto create sustaining commitment.The Duffin Creek PMT consisted ofthe regions’ PMT and Team Duffin’sPMT – individuals from four separateentities with diverse skills and areasof strengths - Regional Municipalitiesof York and Durham, AECOM andCH2M HILL, all working together tomanage an approximately $0.5 billionwastewater infrastructure expansion, amajor feat in the wastewater industry.The Duffin Creek PMT adopted anintegrated and collaborative approachfrom project initiation stage. Early inthe project, the PMT clearly outlinedroles and responsibilities and communicationlines. For, example thetechnical memoranda approach Thatwas adopted during conceptual designwas an integrated and collaborative onewhich involved Team Duffin preparingdraft TMs and posting it to theregions’ collaborative business platform(eBuild). The Region would review thedraft TM and provide comments andthese would be incorporated into thefinal TM, which would be issued to theregions’ for final sign-off.INFLUENTSWinter 201225

NEW PROFESSIONALS & STUDENTS CORNERHaving a common project visionwas also important to the Duffin CreekPMT to ensure that the entire team wasworking toward the same goal. Thisleadership from the PMT worked toinspire the project team and the trickledowneffect is seen as the final producton the plant today. Having a strong,dedicated and integrated PMT with acommon vision is an extremely valuableasset and worked well on the DuffinCreek Project.Career developmentopportunities for newprofessionals on mega-projectsDue to the extent and nature ofmega-projects, new professionals arepresented with career developmentopportunities in the areas of planning,project management and technology, aswell as mentoring opportunities, on ascale not typically available on smallerprojects.The Duffin Creek Project was myfirst project experience where myinvolvement was from conceptualdesign through to construction and thisgave me incredible perspective on theentire process of envisioning a solutionto an engineering problem, designingthat solution, and then constructing it.As a project engineer on such a largeproject, I was able to be involved inmany different aspects of the projectincluding: preparing work plans forthe various project phases; draftingtechnical memoranda; participating invarious workshops with the regions tofacilitate decision-making for some ofthe more critical aspects; and workingwith our senior technologists on theincineration and ash handling facilities.I also had the opportunity to work onsitefor a few months during construction,which was an amazing experience.It was a different atmosphere, comparedto working in the office, and itwas a great opportunity and surrealfeeling to see our project vision becomea reality.To take awayFor the NP, mega-projects provide uswith specific challenges and opportunities:Dive into new experiences. Especiallyon mega-projects, there will beopportunities to do something new.Take advantage of these opportunitiesto help you grow and develop yourcareer. You want to wake up in themorning and look forward to going towork and doing something worthwhile.The soft stuff is the hard stuff.Working on a mega-project gave meaccess to some of the best people in thewastewater industry. From the varioussenior project members, I learnt theimportance of creating a vision for theproject and building a good foundationin engineering in the early in my careeras well as the value of teamwork.Do not get cut off. When workingon a large project, you sometimesforget to network outside the projectteam. You want to continue to buildand maintain relationships, so makea special effort to find networkingopportunities outside the project.Do not forget to have FUN. A megaprojectis like a marathon, not a sprint.I spent six years of my life working onthe Duffin Creek Project. While wecan sometimes get caught up in theschedule-driven, high-pressure environmentof mega-projects, we need toenjoy what we do. So do not forget tostop and breathe – and have some funalong the way.I would not trade this experiencefor the world. When I was goingthrough it, I did not realize what avaluable learning experience this was.Certainly there were times when it waschallenging but, looking back, I canrecognize that every new challenge wasan opportunity for me to learn andgrow. Whether we work on a megaprojector small job, we need to comeout a better person for that experienceand leverage that learning for use onother projects going forward. Howeverany project, large or small, can provideNP with tremendous opportunities forgrowth and development. The onus ison individuals to determine how muchthey want to learn, achieve, and grow.AcknowledgementI would like to thank the regions’ andthe Team Duffin Project managementteam for their assistance and mentorshipon the Stage 3 expansion projects.AuthorContact Dianna Senior,M.Eng., P. Eng., atdsenior@ch2m.comReferencesLewis, W, Jens, R. (1987) Project managementlessons from the past decadeof mega-projects, Project ManagementJournal.Priemus, H., Flyvbjerg, B., van Wee,B. (2008) Decision-making on megaprojects,Edward Elgar, Massachusetts,USA.Duffin Creek WPCP Stage 3 liquidsexpansion (2006) Final Draft ConceptualDesign Report, Team Duffin.Duffin Creek WPCP Stage 3 solidsexpansion (2006) Final Draft ConceptualDesign Report, Team Duffin.26 INFLUENTS Winter 2012

WEAO Scholarship program updateBy Ryan Boone, NP Scholarship Sub-Committee LeadKelman ScholarshipCongratulations to Jordan Jacksonfor being the recipient of the2012 Kelman Scholarship. Therequirements for considerationincluded an essay outlining theapplicant’s interests related toenvironmental issues and waterquality protection, as well as anacademic reference form. Jordanwas awarded a $500 scholarship,provided by Craig Kelman andAssociates Limited, the publisher ofWEAO’s INFLUENTS magazine.Jordan also received a free oneyearstudent membership for theWater Environment Federation(WEF) and the Water EnvironmentAssociation of Ontario (WEAO). Thescholarship is awarded annually to anoutstanding student in his/her finalyear of high school who is planningon attending a post-secondaryinstitution in a program related towater quality protection.Jordan is a recent graduate ofWaterloo Oxford District SecondarySchool located in Baden, Ontario.In her free time she enjoys variousoutdoor recreational activities likecamping and hiking and also enjoystaking the time to volunteer for variouscauses. This September, Jordan startedattending the University of NorthernBritish Columbia in Prince George,B.C. to earn a degree in EnvironmentalPlanning, with a major in NaturalResources Planning. After earning herdegree, Jordan will be able to pursue acareer related to wastewater and stormwater infrastructure within urban areas.Thank you to all those who appliedand special thanks to our judges whovolunteered their time to evaluate thescholarship applications. Informationregarding the 2013 Kelman Scholarshipwill be available on the WEAOScholarship Program website (http://www.weao.org/scholarships) early inthe New Year.WEAO ScholarshipThe deadline for the 2012 WEAOScholarship has passed and the recipientsare currently being determined. TheScholarship is awarded on a yearlybasis to four students who are currentlyattending an Ontario college or universityon a full time basis, enrolled in a waterquality related program. Good luck toall applicants and keep your eye outfor the award announcement in thespring 2013 issue of INFLUENTS.About ourScholarship Sub-Committee:Ryan Boone graduatedfrom the University ofGuelph with a degreein environmentalengineering. He works atR.V. Anderson AssociatesLimited in St. Catharines,as a water andwastewater engineering intern (EIT). Reachhim at rboone@rvanderson.com> Water & Wastewater Systems> Stormwater Treatment & Management> Modeling> Hydrologic & Hydraulic Analysis> Environmental Planning> Distribution, Collection, TreatmentSustainable SolutionsOttawa • Markham • London • Niagara Falls • Calgary • Vancouver • VictoriaDelcan Water625 Cochrane Drive, Suite 500, Markham, Ontario, Canada L3R 9R9Tel: 905.943.0500 Fax: 905.943.0400water@delcan.com • www.delcan.comINFLUENTSWinter 201227

NEW PROFESSIONALS & STUDENTS CORNERWEAO’s New professional social eventssub-committee receiving an overflow of supportBy Ken Ryder, Echelon Environmentalt has been a great season for the WEAONew Professionals’ (NP) Social Events Sub-Committee. In the midst of some seriouscompetition, which included the SummerOlympics, the release of the latest iPhone,and the NHL lockout, our Social Events Sub-Committee still managed to help establishstronger networks, relationships, and waterindustry awareness among our NP andstudent members by having an NP record high attendancein all of our summer events (40-50 attendees on average).We have also increased events frequency (from quarterlyto monthly) as well as variety (from sporting events tomuseum visits) to appeal to a wide range of audiencesthrough various social networking dynamics. Thisunderlines the desire for our WEAO members to look foras many opportunities to connect with each other, as weall find our way and careers in this industry.Our events are open to all – with many opportunitiesto collaborate with other associations. Invitationsto social events are extended to the Ontario WaterWorks Association (OWWA), Ontario Public WorksAssociation (OPWA), and Consulting Engineers ofOntario (CEO). Several joint events with OWWA, andour neighbour member association, Western New YorkWater Environment Association (WNYWEA), are heldthroughout the year. Please invite anyone who may beinterested in our events – the atmosphere is friendly andwelcoming to all.Events this season included:July 25 – Wings and InningsOver 40 Ontario industry professionals attended the dinnerand Blue Jays game. Just like in little league, the score didnot matter (It was a 16-0 win for Oakland – a historic lossfor the Blue Jays), as the focus was to provide professionalsa chance to socialize in a casual environment.Enjoying the ball game.August 25 – Summer Beach BashThe August Summer Beach Bash event attracted 50professionals, students and friends in eight teams to battle itout for the win. While it was a casual beach atmosphere, therewas still a sense of corporate pride, with AECOM earning firstplace and bragging rights. Although the volleyball game was thecentral theme of the event, the focus was on fun, networking,teamwork, communication and encouragement among members.The perfect summer day ended with good food and company ona patio in the Beaches.September 28 – WEAO / OWWA NP / YP Joint Fall Meet and GreetThe first fall event was a Meet and Greet geared at continuingopen dialogue between the WEAO and the OWWA NP/YPCommittees. The event attracted over 40 members and was agreat success at bringing relevant committees together to meetin person and network. The focus was to provide individualsan opportunity to exchange ideas and thoughts with leads thathad similar roles on other committees.July 2012 August 2012 September 2012 October 2012July 25: Pre-game social andBlue Jays gameAugust 25: Summer BeachBlast – Beach volleyball tournamentand post-game socialSeptember 28: Joint Eventwith OWWA - Fall Meet andGreetOctober 25: The BallroomBowl SocialNovember 2012 December 2012 January 2013 February 2013November 10: Joint event withWNYWEA – Winery tour inSt. Catharines, OntarioJoint event with OWWA –End-of-year holiday bashIce skating and dinner social Water Czar Exhibit and DinnerMarch 2013 April 2013 May 2013 June 2013April 8: WEAO Conference –NP socialWater For People RunningTeamTeam Building – Whitewaterrafting28 INFLUENTS Winter 2012

October 25 – The Ballroom BowlHeld in downtown Toronto, The Ballroom Bowlfeatured a classy spin on 10-pin bowling, as WEAONPs and students were hooked on a knockoutdisplay of camaraderie, leather soles, and cheesybowling puns. With representation from consulting,government, sales and our student members, theevening was a strike.Our WEAO NP Social Events Sub-Committee isconstantly evolving to meet the needs of our NPs,student members, and the WEAO. At the same time,we are constantly reaching out to hear what youhave to say to us, please visit our LinkedIn Group(search “WEAO New Professionals”) and Twitteraccount (@WEAONP) to let us know what youthink. By planning, executing and participating infun and engaging social events, we are assisting thedevelopment of Ontario’s water industry members totake on new roles within the WEAO organization,their employers, and promoting pro-active careerdevelopment with their peers.For more information on our sub-committee, orupcoming events, you can view the New Professionalsection of the WEAO website, or contact one of ourSocial Events Sub-Committee members:Pregame social.Sub-Committee Leads:John Siamandouros graduated fromRyerson University with a degree inChemical Engineering. He currentlyworks with Metex Corporation insales engineering for water/wastewatertreatment equipment. Reach John atjohn@metexcorporation.comThe Champions from AECOM.Alison Chan has a Master’s degreein Environmental Engineering fromthe University of Guelph. She is nowworking as a Civil EIT at Black andVeatch Canada. Reach Alison atchana2@bv.comEvent Coordinators:All of our participating teams.Kenneth Ryder graduated from theUniversity of Western Ontario witha degree in Mechanical Engineering.He currently works at EchelonEnvironmental in technical salesfor stormwater, wastewater andodour control. Reach Ken at ken@echelonenvironmental.caRyan Thoren has a Masters Degreefrom the University of British Columbiain Environmental Engineering.He currently works for AssociatedEngineering as a Junior Consultant.Reach Ryan at thorenr@ae.caThe team having an “unbowlievable” time.INFLUENTSWinter 201229

Valve Actuators and Gear OperatorsVL Motion Systems Inc.precision in movementTel: 1.866.267.8077 | Fax: 1.888.217.7926www.mastergear.caCanada’s PremierBiosolidsManagementCompany• Beneficial Reuse of Biosolids• Advanced Technologies - Class A Biosolids• Mobile Dewatering – Mechanical,Geo‐Synthetic, Blending• Digester, Reactor, Tank and Lagoon Cleaning• Confined Space Entry• Treatment Plant By-pass• Vacuum and Haulage Services• Custom, Mobile Screening• Free Assessments and Quotations• Proven Technology – Industry LeaderCall 1.800.846.2097www.terratec.amwater.com30 INFLUENTS Winter 2012

3performance contracting DBOOT AFPDBB concessionDBP3performance contracting DBOOT AFPDBB concessionDBDBFO design-bid-buildP3DBB concessionDBDBFO design-bid-build Special Section3DBB concessionDBP3DBB concessionDBDBFO design-bid-buildP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3PPP Canada: Promoting Public-Private Partnerships.................................................................................. 32DBB concessionDBDBFO design-bid-buildP3DBB concessionDBP3DBB coDBFO design-bid-build3DBB concessionDBP3DBB concessionDBDBFO design-bid-buildP3DBB concessionDBP3DBB coDBFO design-bid-buildBFO design-bid-builderformance contracting DESIGN BUILD performance contracting DESIGN BUILDntracting DBOOT AFPperformance contracting DBOOT AFPperformanceessionDB -buildting DESIGN BUILD performance contracting DESIGN BUILD performance contrperformance contracting DBOOT AFPperformance contracting DBOOT AFPBFO design-bid-builderformance contracting DESIGN BUILD performance contracting DESIGN BUILDntracting DBOOT AFPperformance contracting DBOOT AFPperformanceessionDB -buildting DESIGN BUILD performance contracting DESIGN BUILD performance contrperformance contracting DBOOT AFPperformance contracting DBOOT AFPPerformance Contracting: An Alternative Method ofBFO design-bid-buildProject Delivery for Water and Wastewater Infrastructure....................................................................... 34erformance contracting DESIGN BUILD performance contracting DESIGN BUILDAlternative Methods of Procuring Long Lead Timentracting DBOOT AFPperformance contracting DBOOT AFPperformanceessionDB -buildProducts for Design-Bid-Build Projects............................................................................................................ 37What Does It Take in Today’s Environment to Be a Good Design-Build Firm?.................................. 38Ontario’s Capacity to Support Wastewater Alternativeting DESIGN BUILD performance contracting DESIGN BUILD performance contrFinance and Procurement Projects.................................................................................................................... 42performance contracting DBOOT AFPperformance contracting DBOOT AFPAn Overview of Alternative Delivery Methodology....................................................................................44BFO design-bid-buildRisk Assessment and The Pre-Selection Oferformance Equipment contracting For Water And Wastewater DESIGN Treatment...................................................................................... BUILD performance contracting DESIGN 46 BUILDntracting DBOOT AFPperformance contracting DBOOT AFPperformanceessionDB -buildP3DBB coDBFO design-bP3DBB coDBFO design-bDBFO design-bDBFO design-bting DESIGN BUILD performance contracting DESIGN BUILD performance contrperformance contracting DBOOT AFPperformance contracting DBOOT AFPINFLUENTSWinter 201231

ssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-buildPPP Canada: DBFO design-bid-buildPromoting Public-Private PartnershipsssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBB concessionFO design-bid-build concessionDBP3DBB DBFO design-bid-build concessionDBFO design-bid-build DBFO design-bid-build-buildng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPperformance contracting DBOOT AFPrformance contracting DESIGN BUILD performance contracting DESIGN BUILDtracting DBOOT AFPperformance contracting DBOOT AFPperformance c-buildtheir capacity, provinces of the plant,” notes McBride. “You says McBride. By assuming the risk, theng DESIGN and municipalities BUILD are starting performance to look contracting DESIGN BUILD performance contrafree the private sector to apply its private sector becomes responsible at new ways of doing business order innovation and build the infrastructure any expense overruns or time delays.performance contracting DBOOT AFPperformance contracting DBOOT AFPto stretch their limited tax dollars. One differently in order to save on the cost At the same time, the public sector – orExecutive Officer of PPP Canada, a with solutions the public sector does traditional approach, provides therformance Crown corporation contracting created 2009 DESIGN not even BUILD know exists,” performance adds McBride, contracting private sector with the DESIGN possibility BUILDto be a source of expertise in P3noting that, this reason, the private to deduct payments if performancetracting DBOOT AFPperformance contracting DBOOT AFPperformance c-buildng DESIGNfor their infrastructureBUILD performanceprojects, PPP issues.”contracting DESIGN BUILDsatisfaction? Thatperformancecommon sensecontraCanada also works with provinces,When it comes to water andthinking is basically what governmentsperformancemunicipalities and FirstcontractingNationsDBOOTwastewaterAFPtreatment, manyperformanceare tryingcontractingto do with P3s.”DBOOT AFPapproach to procurement of public time, technology related to water of oversight and due diligence that isrformance contracting DESIGN BUILD performance contracting DESIGN BUILDinfrastructure that they bundle and wastewater systems is becoming greater than what the public sector cantogether two or more of the various increasingly complex. The private provide. When they include operationstractingcomponents DBOOTinvolved AFP in a project: performance contracting DBOOT AFPperformance csector can bring to the system aand maintenance, P3 arrangements also-buildBy Christine Hanlonith the current need forwater and wastewaterinfrastructureincreasingly outstrippingof these options is public-privatepartnerships (P3s).“P3s are right at the leading edgeof thinking in water and wastewaterright now,” says John McBride, Chiefmatters. Since then, the organizationhas focused on leveraging incentives,promoting best practices, buildingcapacity and demonstrating success.Along with encouraging and supportingfederal departments to use P3 modelsto improve the delivery of publicinfrastructure by achieving bettervalue, timeliness and accountability totaxpayers.P3s are different from the traditionaldesigning, building, financing,operating and maintaining the assets.“The P3 model replaces a fragmentedsystem – where design is separatefrom build, etc. – with an integratedP3DBB conDBFO design-bP3DBB conDBFO design-bP3DBB conDBFO design-bP3DBB conDBFO design-bapproach,” explains McBride. “That with design and build, also addresses financial planning better if you are notng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance integration means that contracting the designer hasto think about what it costs to buildDBOOT retention AFPissues. “The challenge of facing unknown spikes in costs.retaining qualified staff creates aThe P3 procurement process stilland then interface risk between design lot of risk, particularly for smaller performance includes a contracting request for qualifications DBOOT AFPperformance contracting DBOOT AFPperformance contracting DBOOT AFPand build. And even more importantly municipalities,” says McBride.(RFQ) and a request for proposalsin the world of water and wastewater,designers have to think about operationand maintenance components.”Unlike a road or a bridge, in waterand wastewater, the operation andmaintenance component is in fact themost significant cost. “A design-buildoperate-maintainapproach encouragesoptimization over the whole life cycleof the operation and maintenance itwill be performing, whereas before, thedesigners and builders did not have anyincentive to think about these factors.”“The private sector will come upsector already plays a significant rolein water and wastewater in othercountries. “At the end of the day, whatcitizens want is clean water. Let’s letthe private sector and all its expertisecome to bear to address some of thesemunicipalities have a difficult timeretaining and keeping skill sets currentfor operations staff, particularly insmaller centres that are not connectedto a larger network. At the samenetwork of expertise that includesopportunities for staff to remaincurrent with regard to technology.Contracting a private company foroperation and maintenance, alongBut the glue that truly holds the P3process together is finance. That said,there are several advantages to havingthe private sector put its own moneyat risk. First of all, the risk is shiftedfrom the public sector and, hence,the taxpayer. “Secondly, and moreimportantly, the finance is there toprovide discipline and accountability,”client – retains control.Furthermore, paying for a portionof the project at substantial completionand making additional payments overthe operating period, rather than theexpectations are not met. McBrideuses a simple analogy. “If you wererenovating your bathroom,” he says,“would you rather pay before theystart, while they are working orwhen they have done the job to yourIn addition, private financingprovides capital market discipline. Tomake a bid for the project, contractorsmust approach lenders and equityproviders, who then exercise a levelprovide municipalities with a certainlevel of fiscal predictability over thelife cycle of the project. “You knowwhat it is going to cost over 25 years,”says McBride. “You can manage your(RFP). The difference is that in the P3approach, the bidders are determiningdesign and construction approachesto meet the requirements of the publicsector at the same time. “In a DBBrformance contracting DESIGN BUILD performance contracting DESIGN BUILD32 INFLUENTS Winter 2012tracting DBOOT AFPperformance contracting DBOOT AFPperformance c

cessionDBP3DBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designcting DESIGN BUILD performance contracting DESIGN BUILD performance contP3performance contracting DBOOT AFPDBB concessionDBP3performance contracting DBOOT AFDBapproach, specifying a design 100%DBB concessionhave to construct the project to theDBFO design-bid-build DBFO design-bid-buildexact specifications they were given,”build (DB) approach, there is more DBFOM projects work at less than have been watching the projectperformance contracting DESIGN BUILD performance contracting DESIGN BUILflexibility. Ultimately, the finalontracting DBOOT AFPcessionDBP3design $50 million,” notes McBride. One carefully. “It is one thing for us toand construction will be tested against such project is the Evan Thomas talk about P3s,” notes McBride.performance contracting DBOOT AFPperformanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designof effluent. Otherwise, they don’t get of the infrastructure.larger projects have to be assessed ctingpaid.”DESIGN BUILD performance contracting DESIGN BUILD performance contP3“You need to have thetheir suitability to a P3 approach,”In a P3, RFQ generally produces understanding and expertiseperformance contracting DBOOT AFPDBB concessionDBtohe continues. “The experience hasa shortlist of three. Honorariums are distinguish when the P3 process is performance contracting DBOOT AFDBB been that concessionthe thought process behindDBgranted to those who do not succeeda fair, transparent competitive processDBFO design-bid-build DBFO design-bid-buildthat lays the foundation for a P3performance approach,” says contracting McBride, adding thatthe competitive process provides the to work with federal departments, throughout the entire life cycle of theincentive to create the best value for DESIGN provinces, BUILD territories, First performance Nations, infrastructure. contracting It compels the DESIGN manager BUILontracting DBOOT AFPcessionDBP3taxpayers.and municipalities in a cooperative to think about risk and who is bestperformance contracting DBOOT AFPperformanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designctingbe DESIGNaccountable inBUILDan integratedperformance buildingcontractinginfrastructure.”DESIGNmunicipalitiesBUILDand governmentsperformanceand,contP3way and they put their money atAn important facetperformance contracting DBOOT AFPDBB concessionDBP3of developing in that list, water and wastewaterrisk in integrated way,” explains this expertise involves creatingperformanceprojects figure morecontractingand moreDBOOT AFDBB concessionDBconsequently, produces better results.”DBFO design-bid-build DBFO design-bid-buildThese partnerships are a product ofthe various arrangements encompassedunder the P3 umbrella. The public across the country.performance contracting DESIGN BUILD performance contracting DESIGN BUILsector can turn to the privateontracting DBOOT AFPcessionDBP3sector to To date, provinces have led thehandle any or all components – design, way, particularly in sectors such asbuild, finance, operate and maintain – health performance centres, roads and contracting bridges. DBOOT AFPperformanDBB concessionDBP3DBB cotaxpayers.id-build DBFO design-bid-build DBFO designis greenfield or brownfield. P3s are significant basis as well.”ctingbetter DESIGN suited for BUILD greenfield projects performance PPP Canada contracting contributed $11 DESIGN BUILD performance contperformance contracting DBOOT AFPDBB concessionbecause when private sector entities million to the construction of aperformance contracting DBOOT AFP3assume responsibility upgrades, it new centralized biosolidsperformance contracting DBOOT AFPDBBDBB concessionDBFO design-bid-build concessionDBP3facilityis very difficult them to partitionSudbury, Ontario. The private performance contracting DBOOT AFDBB DBFO design-bid-build concessionDBDBFO design-bid-build DBFO design-bid-buildwould mean that builders wouldexplains McBride. “In a P3 designperformance specifications, which inthe case of wastewater are the qualityof the influent and the effluent. Thecontractor will be accountable fortreating the influent to a certain levelin order to offset their bid costs. “It’sHe points out that, in the waterand wastewater industry, bids thatinclude design/build/finance/operation/maintenance (DBFOM) are made bya consortium of companies. “Becausethey integrate their bids, they willMcBride. “The P3 process helps forgepartnerships in the private sector and,depending on the nature of the projectand what produces the best value forOne factor that affects the type ofP3 arrangement is whether the projectout the risks for latent defects inexisting plants. Despite this increasedrisk, there are currently severalexamples of P3 brownfield projectsacross Canada.P3s also tend to work better forlarger projects of more than $100million, mainly because these tendto be more complex and involvemore risk. “But we have seenWastewater Treatment Plant inKananaskis, Alberta where EPCORhas entered into a DBFOM agreementwith the Province to provide upgradesto the treatment capacity and renewalsuitable and when it is not,” explainsMcBride, “and when it is beneficial,how to execute it properly.”This is where PPP Canada comesin. Its mission is to build expertise,way. “Not only does the federalgovernment want to support thebuilding of new infrastructureprojects,” says McBride, “but italso wants to help provinces andmunicipalities develop better optionschampions, practical examples of P3sin action. Via its P3 Canada Fund,the Crown corporation partners withprovinces, municipalities and FirstNations on P3 infrastructure projects“We are seeing the more experiencedplayers broadening their efforts intonew jurisdictions,” adds McBride.“At the same time, we are seeingmunicipalities adopt P3s on a moresector proponent will be responsiblefor financing project costs duringconstruction and providing eitherfinancing or a letter of credit overthe term of the operating contract.The P3 contract will allow the Cityto transfer the risk associated withthe construction and operation of theproject to the private sector.Other municipalities in Ontario“But having administrators in amunicipality talk about their ownexperience is much more powerful.”“A lot of municipalities are nowestablishing, as a matter of policy, thatassessing whether a P3 is the rightapproach makes the project a betterproject, irrespective of the finaldecision.” The process prompts athorough evaluation of project goalsable to manage those risks.Right across the country, provincesand municipalities are realizing thatP3s should be a tool in their toolboxfor delivering the best value totaxpayers. “We get applications fromprominently,” adds McBride. “I seeP3s playing an increasingly importantrole in the water and wastewaterindustry in the years to come.”performance contracting DESIGN BUILD performance contracting DESIGN BUILINFLUENTS Winter 2012 33ontracting DBOOT AFPperformance contracting DBOOT AFPperforman

ssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-buildPerformance Contracting: DBFO design-bid-buildssionDBP3IntroductionDBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBB concessionFO design-bid-build concessionDBP3DBB DBFO design-bid-build concessionDBFO design-bid-build DBFO design-bid-build-buildng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPperformance contracting DBOOT AFPrformanceAn AlternativecontractingMethodDESIGNof ProjectBUILDDeliveryperformancefor Water andcontractingWastewater InfrastructureDESIGN BUILDtracting DBOOT AFPperformance contracting DBOOT AFPperformance c-buildthe maintenance of agingUnder a performance contract, an energy saving projects in a single package.ng DESIGN facilities and BUILD the need to performance updateESCO contracting completes a package of DESIGN upgrades BUILD performance contrainfrastructure to meet new regulations or and improvements that reduce energy How come I haveperformance replace facilities that have contracting exceeded their DBOOT AFPperformance contracting DBOOT AFPto promote investment in energyrformance contracting DESIGN amount, BUILD the ESCO performance writes the owner a contracting DESIGN BUILDconservation Federal buildings.How can an ESPCcheque the difference.Throughout Canada, ESPC has beentractinghelp DBOOT a wastewater AFPutility?performance Usually, financing contracting can be structured DBOOT so widely AFP used in the public sector, performance which c-buildand water efficiency to pay financingassociated BUILD with the improvements. performance In Performance contracting contracts can DESIGN make it BUILD achieving government’s performance climate change, contrathe full benefit of the savings (Figure 2). of performance-based solutions inng DESIGNaddition, the projects reduce emissions feasible to complete even long-payback conservation and economic developmentperformance and improve sustainability contracting (Figure 1). As DBOOT projects (such AFPas renewable energy) performance by objectives. contracting DBOOT AFPrformance contracting DESIGN BUILD performance contracting DESIGN BUILDtracting DBOOT AFPperformance contracting DBOOT AFPperformance c-buildhe circumstances vary, but theowners of most water andwastewater treatment facilitiesare faced with rising costs foruseful life. A number of municipalitieshave discovered Energy SavingsPerformance Contracts (ESPC) as analternative method of project delivery thatprovides an untapped source of funding.A wide variety of organizations use performancecontracting (PC). Schools, colleges,municipalities, and utilities have foundthat performance contracting enables themto use savings from energy conservationan added level of assurance for the municipality,many states and provinces requirethat the energy service company (ESCO)guarantee the results making up the differencefor any savings not achieved.and other operating costs by a definedamount over a contract term. The cost ofimprovements is offset by the savings thatresult. Annual results are guaranteed bythe performance contract. If performancein a given year falls short of the guaranteethat savings are greater than the paymentson the improvements, and the owner seesan immediate positive cash flow. At theend of the contract when the improvementsare fully paid for, the owner reapsP3DBB conDBFO design-bBy Peter V. Cavagnaro, P.E., BCEE, Johnson Controls, Inc.; S. Rao Chitikela, Ph.D., P.E., BCEE, Johnson Controls, Inc.; and Brian Del Vecchio, Johnson Controls Canada. L.P.Figure 1: Water & Wastewater Infrastructure and Opportunities for Energy Efficiency ©P3DBB conDBFO design-bbundling them with short-payback projects(such as lighting retrofits, control automation,and upgrades to high-efficiencyboilers). Some of the most rewardingperformance contracts combine water andnot heard of this before?Descriptions of performance contractingabound on the World Wide Web.Wikipedia explains that ESPCswere authorized by the US CongressP3DBB conDBFO design-bincludes municipal, provincial, andfederal government. The Energy ServicesAssociation of Canada (ESAC) developsand advocates policy, regulationsand programs that enhance the roleFigure 2: Performance Contracting Funding ModelP3DBB conDBFO design-bng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPperformance contracting DBOOT AFPperformance contracting DBOOT AFPperformance contracting DBOOT AFPrformance contracting DESIGN BUILD performance contracting DESIGN BUILD34 INFLUENTS Winter 2012tracting DBOOT AFPperformance contracting DBOOT AFPperformance c

industry. This can be attributed to the factthat major sources of funding were availablefor water and wastewater infrastructure withNatural Resources Canada’s web site forperformance basis .”and/or water consumption.If all parties agree, the project moves intoa development phase during which the ESCOprepares an Investment Grade Audit (IGA)that describes the proposed improvements,INNOVATION IN TECHNOLOGY:cessionDBP3DBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designcting DESIGN BUILD performance contracting DESIGN BUILD performance contP3performance contracting DBOOT AFPDBB concessionDBP3performance contracting DBOOT AFDBThe National Association of Energy ServiceCompanies (NAESCO) has been in existence DBB concessionfor more than 25 years , an indicator of theDBFO design-bid-build DBFO design-bid-buildrelative age of this method of project deliveryand financing. While performance contracting ments, the project moves into the measurementand BUILD verification performance phase. Measurement and contracting DESIGN BUILperformance is established method of contracting with DESIGNfederal, province/state, and localontracting DBOOT AFPcessionDBP3governments, verification protocols have been established inESPCs have been rare in the wastewater performance contracting DBOOT AFPperformanDBB the International concessionPerformance MeasurementDBP3DBB cogrants, loans, and bonding.id-build DBFO design-bid-build DBFO designEnergy Performance Contracting describes the bottom line.ctingPerformance DESIGN Contracting BUILD as “an performance innovative In the contracting US, most states have their DESIGN own laws BUILD performance contP3savings-financing arrangement that provides enabling the use of ESPCperformance contracting DBOOT AFPDBB concessionDBP3and advice shouldenergy management and project development be sought as to the applicable requirements performance contracting DBOOT AFDBB concessionDBservices to building owners and managers aHow it WorksDBFO In a typicaldesign-bid-buildperformance contract, an organizationengages an ESCO. The process beginsDBFO design-bid-buildperformance contracting DESIGN BUILD performance contracting DESIGN BUILwith a discovery phase to identifyontracting DBOOT AFPcessionDBP3areas where City of Rome, New York -investment will result in reduction of energyperformanceWastewater TreatmentcontractingPlantDBOOT AFPperformanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designwith plans and specifications. The IGA usually equipment difficult to control. As withctingincludes DESIGN a firm fixed BUILD price to implement performance the contracting DESIGN BUILD performance contmany other municipalities, there were littleP3improvements. It may also include a guarantee funds available to payperformance contracting DBOOT AFPDBB concessionDBP3for the improvements.over a contract period, such as 10 to 15 years. Needing a solution, city leadership performance contracting DBOOT AFDBB concessionDBSavings are determined via field measure-DBFO design-bid-build DBFO design-bid-buildperformance LONDON GREENWAY contracting WASTEWATER DESIGN TREATMENT PLANT BUILD performance contracting DESIGN BUILGEOTUBE® ASH HANDLINGontracting DBOOT AFPcessionDBP3SYSTEMperformance contracting DBOOT AFPperformanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designlagoons. This project is believed to be one of the first uses ofcting DESIGN BUILD performance contracting DESIGN BUILD performance contthisperformance contracting DBOOT AFPDBB concessioninnovative technology in a large-scale municipal setting.performance contracting DBOOT AFP3Theperformance contracting DBOOT AFPDBBDBB concessionDBFO design-bid-build concessionDBP3Geotube® system requires 70% less footprint than the oldsystem, freeing up performance valuable space a future contracting plant expansion. DBOOT AFDBB DBFO design-bid-build concessionDBDBFO design-bid-build DBFO design-bid-buildments, analysis of operating data, and engineeringcalculations. The savings are subject toreview and approval of the organization andare verified by post installation testing.After the ESCO implements the improve-and Verification Protocol (IPMVP).At the end of the contract, when the projectis paid in full, the owner has substantiallylower operating costs than before the improvementswere made, and those savings drop tobefore proceeding too far.Johnson Controls, Inc., a registered ESCO,has conducted many water infrastructureprojects, some of which are described in thefollowing sections.The City of Rome, New York, was facedwith making a major investment in thewastewater treatment plant to replaceaerators that had exceeded their usefullife. Parts were difficult to obtain and agedteamed with an ESCO to develop the neededimprovements as part of a performanceThe City of London and R.V. Anderson Associates Limitedimplemented an innovative solution to replace the existing ashhandling system at the Greenway Wastewater Treatment Plant.Geotubes®, “sock-like” containers that are filled with slurry andfilter out water, were installed to replace existing ash handlingAdvantages to the Geotube® system includes its effectivenessin dewatering ash, cost savings in cleanup, and its improvedasthetics over a traditional lagoon system.performance contracting DESIGN BUILD performance contracting DESIGN BUILWEAO INFLUENTS Influents Winter Magazine 2012 35ontracting DBOOT AFPperformance contracting DBOOT AFP7” x 3.25” performanNovember 2012

ssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3water infrastructureDBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBPlant (BRWWTP) DBFO design-bid-build3DBB concessionDBB concessionFO design-bid-build concessionDBP3DBB DBFO design-bid-build concessionDBFO design-bid-build DBFO design-bid-build-buildng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPperformance contracting DBOOT AFPbubble diffusers, and automated aeration world, City of Tulare leaders have the benefit of updating existing digesterrformance controls to contracting control the level of dissolved DESIGN been BUILD good stewards performance of taxpayer contracting gas to energy equipment DESIGN to reduce BUILDoxygen (DO) in the aeration basins and money, while keeping an eye maintenance costs, improve uptime, andtractingblower DBOOT output. AFPperformance contracting DBOOT AFPperformance cthe natural resources that provide increase utility savings by updating the-buildincrease. Improvements are being paid commercial and residential properties. leadership proceeded to implement theng DESIGN for through BUILD operating cost performance savings.Using contracting the PC method of project DESIGN BUILD project with performance Energy Performance contraThe modernized plant is better able to delivery and financing, a comprehensiveprogram AFPfor upgrades to the performance city’s For more contracting information about DBOOT PCContract.performance meet its permit requirements, contracting and has DBOOT AFPeconomy.The meters replaced existing, lessrformance contracting DESIGN BUILD performance contracting DESIGN BUILDaccurate meters or were installed in Public Works and GovernmentCity of Kingsport, Tennessee –previously unmetered facilities. Using Services Canadatracting DBOOT AFPperformance contracting DBOOT AFPperformance c-buildwater meters, leak detection equipment, and operational savings resulting fromng DESIGN and implementation BUILDof performance new meter contracting DESIGN BUILD performance contrathe upgrades.The US EPA ENERGY STAR ® sitereading technology.Included in the program was the offers a document titled “Introductionperformance The project was developed contracting and DBOOT installation AFP of a 30-kilowatt solar performance contracting DBOOT AFPto Energy Performance Contracting”Introduction to Energy PerformanceContracting, vii Prepared for the USEnvironmental Protection AgencyENERGY STAR Buildings, Prepared byICF International and National Asso-would repay the customer for savings not projects at the plant. The success of the ciation of Energy Services Companies,rformance realized over contracting the life of the performance DESIGN pilot BUILD project led to performance the development and contracting October 2007. DESIGN BUILDcontract. In the State of Tennessee, installation of a one megawatt solar PVtractingthe DBOOT professional AFP services law is used to performance system that will contracting offset additional power DBOOT References AFPperformance c-buildcontract. The city’s wastewater treatmentplant was updated by replacing theoriginal mechanical aerators with stateof-theart turbo aeration blowers, fineThe improvements to the aerationsystem significantly reduced the treatmentplant’s energy consumption. Theimprovements required no up-frontinvestment and no tax or user rateadded aeration capacity, allowing thecity to generate revenue by acceptinghigh strength waste. An added benefitis that the city now has the capacity toattract new businesses and strengthen itsThe City of Kingsport undertook aproject to improve key componentsof the water distribution system. Theproject included installation of newimplemented with an ESCO. As a result,the savings were allocated to pay forthe water loss management project. Theperformance contracting provider guaranteedthat the savings would occur or itgovern performance contracts.City of Baltimore, Maryland -Back River Wastewater TreatmentP3DBB conDBFO design-bP3DBB conDBFO design-bP3DBB conDBFO design-bP3DBB conDBFO design-bIthaca, New York - Ithaca AreaWastewater Treatment FacilityThe Ithaca Area Wastewater Treat-A combined heat and power system ment Facility (IAWWTF), located in about-esa-canada/ng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPiv(CHP) fueled by digester methane upstate New York, promotes innovation http://www.naesco.org/helped the Back River Wastewater in operation and treatment to provideTreatment Plant in Baltimore, MD,performancevhttp://oee.nrcan.gc.ca/commercial/value to its customers, improve the environment,and provide opportunity vi Johnson Controls, Inc. Case technical-info/629contracting DBOOT AFPperformance contracting DBOOT AFPperformance contracting DBOOT AFPto cut energy costs. The 3.0 MWStudy,generating system also produces steamfor process requirements. All told, theBRWWTP undertook many energyconservation and facility improvementmeasures under a performanceCity of Tulare, California -water infrastructureLocated in the heart of some of themost productive farmland in thethe lifeblood for this agriculturalcommunity. Tulare’s experience withperformance contracting (PC) beganwhen the California legislature requiredutilities to install water meters on alldomestic water infrastructure wasdeveloped and implemented. Under theperformance contract, water metersequipped with an automated meterreading (AMR) system were installed.radio transmitters, the AMR systemallows city employees to simply drivedown the street and automaticallyrecord meter readings. The improvementswere financed through energyphotovoltaic (PV) system on a carportat the city’s wastewater treatment plant.The pilot project showcased Tulare’scommitment to sustainability, andserved as a catalyst for further solarneeds at the plant.the operators. The city partnered withan ESCO to implement these improvementsat the plant.The project began with an energyaudit of the wastewater treatment plant,contract.identifying key areas that would gener-Performance_Contracting.pdfrformance contracting DESIGN BUILD performance contracting DESIGN BUILD36 INFLUENTS Winter 2012tracting DBOOT AFPperformance contracting DBOOT AFPperformance cate savings with infrastructure improvements;and with the assistance ofplant operators identifying areas to beoptimized. The audit also documentedplant’s combined heat and power systemand replacing an existing boiler.Seeing the opportunity to usereduced maintenance costs and increaseon-site energy production, the plantcontact: Brian Del Vecchio at 905-730-9726 or brian.n.delvecchio@jci.comReading listhttp://energyservicesassociation.ca/The Environmentally Responsible Constructionand Renovation Handbookhttp://www.tpsgc-pwgsc.gc.ca/biensproperty/gd-env-cnstrctn/index-eng.htmlihttp://en.wikipedia.org/wiki/Energy_Savings_Performance_Contractii10 CFR 436, Subpart B, Final Rule onEnergy Savings Performance Contractsiiihttp://energyservicesassociation.ca/City of Tulare, City adds solar photovoltaic technology to bundle of sustainability and green power initiatives.viihttp://www.energystar.gov/ia/partners/spp_res/Introduction_to_

ocuring long deliverylead-time products in thisever increasing pace ofdesign-bid-build (DBB)contractor are reasonable; all whilethe best method determined to achievethe desired results for the project.For the purposes of this article, longlead time products are products thatare considered not off the shelf, mayhave limited local supply, require shopTable 1: Comparison of Traditional, Pre-Selection and Pre-Purchase MethodsWithin a DBB project, there are severalways to procure long lead-time products.This article will review threedifferent methods by exploring theand c) pre-purchase. The traditionalmethod for a DBB contract is one wherethe contractor has the sole responsibilityto purchase the product and ensurethat it meets the contractual require-enters into a contract agreement topay for parts of the product, includingthe shop drawings. The balance ofthe purchase contract for the product,including the installation requirements,is then transferred to the contractor asto the contractor for installation.Method Strengths Weaknesses Risk AllocationOwner can better design, as productis known. Owner has controlof the product price. Reductionin wait time for product to beas exact design details are known.Owner has control of the productprice.Reduction in wait time for productto be manufactured.Reduction in construction scheduledue to the advancement of the• FAT coordination.Owner has some risk.Owner must ensuretransfer of the purchasecontract to thecontractor.the risk.Project delays due todelivery delays.Owner – up to shopdrawing delivery.May include FAT andproduct delivery toconstruction site.and possibly warrantyrisks.Contractor – installationand warraty if notinstalled in accordancewith manufacturer’sTable 1 summarizes the strengths,weaknesses, and risk allocations foreach of these methods. Risk allocationfor this purpose focuses on who bearsWhile there is no perfect method toresolve long or complex product purchaseswithin a DBB project, the abovealternatives provide some options to thetraditional method. These alternativeule by having the product partially orfully manufactured at time of constructioncontract award; providing for arobust competitive purchase process;net favourable pricing; and sharing ofrisk allocations. Most of all, the owner,cessionDBP3DBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designcting DESIGN BUILD performance contracting DESIGN BUILD performance contP3performance contracting DBOOT AFPDBB concessionDBP3performance contracting DBOOT AFDBBy Karen Bieri, CSCMP, Manager, Purchasing, Region of PeelDBB concessionDBFO Alternative design-bid-build Methods of Procuring DBFO design-bid-buildLongperformance Lead Time contracting Products DESIGN for BUILD Design-Bid-Build performance contracting Projects DESIGN BUILontracting DBOOT AFPcessionDBP3performance contracting DBOOT AFPperformanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designprojects is a challenge. The strengths, weaknesses, and risk allocationeach method.or not meet factory acceptance testingthe risk should the product be delayedctingchallenge DESIGN is to ensure BUILD that the performance products contracting DESIGN BUILD performance contP3are on site when required, they areFor simplicity, the threeperformance contracting DBOOT AFPDBB concessionDBP3methods are requirements, and who is responsiblepurchased in a competitive manner, and termed a) traditional, b) pre-selection, performance contracting DBOOT AFDBB the installation concessionand warranty.DBthe risk allocations for both owner andensuring timely project completion. It isDBFO design-bid-build DBFO design-bid-buildbest to involve your procurementperformance professional as early contracting as possible in theinitiation of the project; this will allow ments.methods provide the project with over-the alternative procurement DESIGN In the pre-selection BUILDmethod, performance the all positive contracting outcomes the following DESIGN BUILontracting DBOOT AFPcessionDBP3approaches to be offered, reviewed, and owner pre-selects the product and ways: shortened overall project sched-performance contracting DBOOT AFPperformanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designctingdrawing DESIGNapprovals,BUILDmay requireperformancefactory part of the contractingaward.DESIGNproductBUILDsupplier andperformancecontractor arecontP3acceptance testing (FAT) and generally In the pre-purchase method,performance contracting DBOOT AFPDBB concessionDBP3the owner no longer on opposite sides but ratherhave a 12-month longer lead time for purchases the product and has it deliveredperformancepartners workingcontractingtowards the success-DBOOT AFmanufacturing/production and delivery.DBB concessionDBDBFO design-bid-build DBFO design-bid-buildTraditional Contractor orders the products, Potential delays in: Contractor carries alland required delivery to site is • project start; risks.performance known contracting based contractor’s DESIGN • proper delivery BUILD lead performance contracting DESIGN BUILschedule.ontracting DBOOT AFPcessionDBP3time allocation inschedule; andperformance contracting DBOOT AFPperformanDBB concessionDBPre-SelectionP3DBB coid-build manufactured.DBFO design-bid-build DBFO designReduction in construction schedule Potential delays Contractor - finaldue to the advancement of the delivery to site. payment, installation,cting DESIGN product BUILD production. performance contracting and warranty. May DESIGN BUILD performance contalsoperformance contracting DBOOT AFPDBB concessioninclude FAT, andperformance contracting DBOOT AFP3deliveryperformance contracting DBOOT AFPDBBDBB concessionDBFO design-bid-build concessionDBP3to site.Pre-Purchase Owner can better design project Owner bears most of Owner bears delay, FAT performance contracting DBOOT AFDBB DBFO design-bid-build concessionDBDBFO design-bid-build DBFO design-bid-buildful completion of a common project.product production.requirements.performance contracting DESIGN BUILD performance contracting DESIGN BUILINFLUENTS Winter 2012 37ontracting DBOOT AFPperformance contracting DBOOT AFPperforman

ssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-buildWhat Does It Take in Today’s DBFO design-bid-buildEnvironment to Be a Good Design-Build Firm?ssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBB concessionFO design-bid-build concessionDBP3DBB DBFO design-bid-build concessionDBFO design-bid-build DBFO design-bid-build-buildng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPperformance contracting DBOOT AFPrformance contracting DESIGN BUILD performance contracting DESIGN BUILDtracting DBOOT AFPperformance contracting DBOOT AFPperformance c-buildtoday, alternate project often-overlooked benefit to municipal which can commence before a designng DESIGN delivery models BUILD are being performance explored and contracting DESIGN BUILD performance contraowners’ engaging the design-buildis absolutely complete (Figure 1).utilized by municipal owners for the project delivery option is the single point • By developing a relationship basedperformance contracting DBOOT of contact AFP and sole responsible party performance contracting DBOOT AFPdevelopment and realization of newon trust, openness and candour, mostPublic Private Partnership (P3) model. design-build proponent.several holistic design and constructionsolutions, rather DESIGN than just one BUILDrformance In summary, contracting the way which the DESIGN For BUILD over 45 years, performance Maple Reinders contractingdesign-build approach differs from the has delivered environmental, water and design. This approach also precludestracting DBOOT AFPperformance contracting DBOOT AFPperformance c-buildThis is not so, and, fact, through • Design and construction can overlap. conceptual design, but also its executionrformance contracting DESIGN Unlike BUILD within the performance confines of traditionaldesign-bid-build, design is not future, is not for every design partner. Acontracting DESIGN BUILDformally facilitated partnering sessions,and full functionality both now and in thethe owner maintains full control andtracting DBOOT AFPperformance contracting DBOOT self-imposed AFP commitment to a performance stringent c-buildBy Reuben Scholtens, Manager, Business Development,Design-Build, Water/Wastewater /Environmental, Maple Reinders Group Ltd.s a result of the financialimplications of theinfrastructure deficit facingCanadian municipalitiesinfrastructure. While this approach hasremained popular in parts of Canada,it is re-emerging in Ontario, in the formof stand-alone design-build contracts, aswell as within the framework of a formalconventional design-bid-build approachis that the responsibility for designtransfers from the Owner to the selecteddesign-build proponent, typically comprisedof a partnership formed betweena constructor and an engineering firmng DESIGN(the ‘design-buildBUILDteam’).performanceAs a result, the to becontractinga good design-build firm?DESIGN BUILDinternal conversationsperformancethat incorporate‘constructability’ into the design,contradesign-build team ‘owns’ the design andperformanceis responsible all elements,contractingfrom per-DBOOTThe differenceAFPperformancereducingcontractingthe likelihood of errors,DBOOT AFPmitting, through design, and ultimatelyconstruction and commissioning. Acommon misperception is that the ownerrelinquishes responsibility or input intothe facility design or loses some control.Figure 1: Comparison of Project Duration between Design-Build vs Design-Bid-Buildultimate decision-making power in thedesign process without inheriting fullresponsibility for the design and some ofthe challenges that arise as a result. Ancreated for both of these disciplines.Interpretation differences or ambiguitybetween design and construction are nolonger an issue for the owner to resolve;rather this issue is transferred to thewastewater infrastructure both throughthe design-build project delivery methodand conventional design-bid-buildmethod throughout Canada. In thisarticle we seek to answer the question:What does it take in today’s environmentProjects executed in the design-buildformat are typically operational in 10 –20% less time than similar projects ofequal size and complexity for the followingreasons:P3DBB conDBFO design-bP3DBB conDBFO design-bfully complete before preliminary constructionhas commenced. Applicationfor approvals, earthworks and piledriving are but a few examples of tasksowners are willing to provide a ‘limitednotice to proceed.’• The design-build process cultivatesincreased innovation. At the proposalstage, the owner can choose fromP3DBB conDBFO design-ba price-based, ‘bottom-line’ responseand promotes a value-based solutionin which long-term viability and lifecycle costs are considered in conjunctionwith up front capital costs.• A good design-build team initiateschanges and cost overruns.Design-build project delivery is not forevery owner, contractor, designer or technologyprovider. Traditional risk profilesdo not apply. Ownership, not only of theP3DBB conDBFO design-bschedule is not suited to every contractorand, frankly, not every municipalityor firm truly understands or is willingto commit to the openness and candourof a ‘what is right vs. who is right,’ or‘project first’ mentality. There are projectsng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPthat do not benefit from the design-buildapproach and industry stakeholdersperformance not willing contracting or confident enough DBOOT to fully AFPperformance contracting DBOOT AFPperformance contracting DBOOT AFPexamine this option. However, the majorityof western societies have embraced thedesign-build approach as key to procuringvalue, both for the immediate, and thelong term, and recognize the wisdom ofallocating risk where it is most effectivelyunderstood, managed and mitigated.rformance contracting DESIGN BUILD performance contracting DESIGN BUILD38 INFLUENTS Winter 2012tracting DBOOT AFPperformance contracting DBOOT AFPperformance c

elationship based on openness, can-cessionDBP3DBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designcting DESIGN BUILD performance contracting DESIGN BUILD performance contP3performance contracting DBOOT AFPDBB concessionDBP3performance contracting DBOOT AFDBB concessionDBDBFO design-bid-build DBFO design-bid-buildselection of design-build team membersperformance contracting DESIGN BUILD performance is vital contracting to the success of the project. DESIGN BUILontracting DBOOT AFPcessionDBP3All must have a vested interest in, andperformance contracting DBOOT thoroughDBunderstanding AFP of the project. performanDBB concession P3DBB coid-build DBFO design-bid-build DBFO designbe willing to work alongside contractorsctingPicton DESIGN WWTP BUILD performance contracting DESIGN BUILD performance contP3performance contracting DBOOT AFPDBB concessionDBP3and vice versa, shedding the moreRelationalabrasive ‘across the table’ outlook.concerns that may arise throughout performance contracting DBOOT AFDeveloping and maintaining a trustDBB concessionDBdour, honesty and integrity with owners,DBFO design-bid-build DBFO design-bid-buildproject partners and subcontractors is theperformance first critical step in contracting the facilitation of asuccessful design-build project. Adoptingobjectives are more important thanDESIGNshould not includeBUILDchangeperformanceordersand adhering to a set of guiding principlesto firmly establish a non-negotiablecontracting DESIGN BUILsecuring a single project. Local resources,ontracting DBOOT AFPcessionDBP3if facilitated properly by all parties, even on remote projects, should beproviding performance project objectives contracting do notphilosophy that will set the course of theDBOOT utilized to AFP the highest degree possible, performanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designbetween a mediocre and an outstandinga narrow focus, as typically associated allocating risk between the proponentcting DESIGN BUILD performance contracting DESIGN BUILD performance contP3project. A philosophy of ‘what is rightwith conventional project delivery, limits and the owner is an important elementperformance contracting DBOOT AFPDBB concessionDBP3vs. who is right’ quickly dissolves thethe potential of the design-build team to design-build project execution. Ifand can increase the cost of the project. performance conducted properly, contracting the design-build DBOOT AFDBB concessionDBthe interests of the project at hand.There is no question that the build approach requires a fundamentalDBFO design-bid-build DBFO design-bid-buildshift in the relationship between engineeringfirms and contractors. Workingperformance contracting DESIGN BUILD performance contracting DESIGN BUILtogether as an integrated teamontracting DBOOT AFPcessionDBP3alongsidethe owner, technology providers and performance contracting DBOOT AFPperformanDBB concessionDBP3DBB coproject delivery.id-build DBFO design-bid-build DBFO designUnderstandingctingIn DESIGN order for the design-build BUILDteam performance tocontracting DESIGN • Programmable BUILD Logic performance Controllers contperformance contracting DBOOT AFPDBB concessionbe outstanding, a larger investment ofperformance contracting DBOOT AFP3time and resources is required to pursueperformance contracting DBOOT AFPDBBDBB concessionDBFO design-bid-build concessionDBP3• HMI/SCADAand deliver the project to the owner’sperformance • Computer/Network contracting Services DBOOT AFDBB DBFO design-bid-build concessionDBDBFO design-bid-build DBFO design-bid-builddesign-build team through design, constructionand commissioning – and thenholding one another accountable to thesetenets throughout the process – is criticaland will ultimately make the differencenatural walls we build to protect our owninterests, allowing us instead to focus onothers fosters a cohesive atmosphere, asopposed to the often-adversarial relationshipsthat can develop in conventionalsatisfaction. Under this project deliverymodel, design risk resides in the designbuildteam. Therefore, more investigativepreliminary work and attention to detailare required in order to fully familiarizeproject execution. Understanding thatdesign-build teams offer the owner bothprice and schedule certainty prior toreaching 100% design is paramount. Aproperly executed design-build projectchange.The project will benefit greatly if allteam members have taken the time totruly understand the process(es) proposedby the design-build team. Application ofAn educated owner and team makefor a more positive project with fewermisunderstandings and greater harmonybetween team members.In keeping with the precedinginformation, the investigation andMembers ought to be experiencedin the particular field, not only withregard to facility purpose but also tothe level of functionality of selectedequipment/technology. Designers mustEstimators must be able to assign costto incomplete drawings, even processand instrumentation diagrams (P&IDs),and all must understand that meetingthe owner’s immediate and long-termacknowledging the value and insight theyintrinsically bring to the design-buildteam.Understanding the transfer of projectrisk by the design-build team, andapproach should transfer specific riskA Total Solutions Company:• System Integration• ServiceWebsite:www.summaeng.comthe team with all considerations andperformance contracting DESIGN BUILD performance contracting DESIGN BUILINFLUENTS Winter 2012 39ontracting DBOOT AFPperformance contracting573777_SUMMA.indd DBOOT AFP 122/02/12 performan4:56 AMA CANADIAN COMPANYFOR 30 YEARS

ssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBB concessionFO design-bid-build concessionDBP3DBB DBFO design-bid-build concessionDBFO design-bid-build DBFO design-bid-build-buildng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPperformance contracting DBOOT AFP-buildto the proposal stage when 30% design is and allow the market to capitalize on the the United States.rformance typically required. contracting DESIGN value BUILD available when performance design-build is done contracting DESIGN BUILDMr. Scholtens is a member of thecorrectly.Water Environment Federation and alltractingConclusionDBOOT AFPperformance contracting DBOOT AFPperformance cReuben Scholtens came to the Maple Canadian Provincial affiliates and holds-buildng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPperformance contracting DBOOT AFPrformance contracting DESIGN BUILD performance contracting DESIGN BUILDtracting DBOOT AFPperformance contracting DBOOT AFPperformance c-buildunderstanding, managing and mitigatingit. For example, receipt of buildingpermits typically reside with the owner,while the impact of winter work on theproject schedule is most appropriatelyought to be understood, discussed andappropriated in true team spirit betweenthe owner and the design-build team.It is a valuable exercise to develop anintended risk allocation matrix at or priorThe measure of a successful design-buildproject and that of a successful designbuilderis ultimately gauged on theperformance of the project and the satisfactionof the owner. A successful designbuildfirm must possess the ability andcorporate courage to put the prioritiesof the project – not any one party – first. mental Ltd.rformance contracting DESIGN Likewise, BUILD owners performance must be willing to look contracting In this created DESIGN BUILDHamilton Centralized Compost Facilitybeyond their traditional procurement and role within thetractingto DBOOT the party or AFP parties most capable of performance design-bid-build contracting process to truly capital-DBOOT Maple AFP Reinders performance cize on the aforementioned advantages.Design-build procurement is likelyto remain and, if trends throughout thedeveloped world are any indication, itwill become the dominant way in whichassigned to the contractor. Those risks municipal infrastructure is delivered in teams consisting of design and financeng DESIGNnot readilyBUILDor obviouslyperformanceassignable, such futurecontractingyears. For that reason weDESIGNcanBUILDpartners. Theperformancerole is national and hiscontraas Ministry of Environment approvals, expect to see a large number of contrac-responsibilities extend from coast-to-performance contracting DBOOT AFPperformance contracting DBOOT AFPtors move into this sector - and if they areto be successful, they must be able to seethe big picture, the long term goals, andbe ready and willing to look beyond theperformance of any individual projectReinders Group in 2010 after nearly12 years with American Water Canada,leading businessdevelopment effortsprimarily for theresiduals group,Terratec Environ-P3DBB conDBFO design-bP3DBB conDBFO design-bGroup, Mr. Scholtensis responsible for identifying andsecuring design-build and P3 projects ofa water, wastewater and environmentalnature. He is also responsible for creatingcoast. He has developed and advised onprojects, created strategic corporate relationshipsand interfaced with municipaland industrial clientele and regulatorypersonnel throughout both Canada andP3DBB conDBFO design-bboth water and wastewater operatorlicenses in the Province of Ontario.P3DBB conDBFO design-bSchomberg Water Pollutionng DESIGN BUILD performance contracting Control Plant DESIGN BUILD performance contraperformance contracting DBOOT AFPperformance contracting DBOOT AFPperformance contracting DBOOT AFPperformance contracting DBOOT AFPrformance contracting DESIGN BUILD performance contracting DESIGN BUILD40 INFLUENTS Winter 2012tracting DBOOT AFPperformance contracting DBOOT AFPperformance c

ssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build Ontario’s DBFO Capacity design-bid-buildto SupportWastewater Alternative FinancessionDBP3and Procurement ProjectsDBSERIES PBLT• Perfect for sludge DBB concessionand slurries• Clog-proof DBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBSERIES MBLT DBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBB concessionFO design-bid-build concessionDBP3DBB DBFO design-bid-build concessionDBFO design-bid-build DBFO design-bid-build-buildng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPperformance contracting DBOOT AFPrformance contracting DESIGN BUILD performance contracting DESIGN BUILDtracting DBOOT AFPperformance contracting DBOOT AFPperformance c-buildwhich are also commonly sector firms are needed that have theFrom: $530.00ng DESIGN BUILD performance contracting DESIGN BUILD performance contrareferred to as public private experience to integrate the design,partnerships (P3) are still construction, operation and maintenanceover a municipal asset’s performance contracting DBOOT relatively AFP new to the municipal sector performance in contracting DBOOT AFP20-year-buildng DESIGN • Perfect BUILD for wells performanceAncontractingAFP project succeedsDESIGNbecauseBUILDmunicipality.performanceThese specifications mustcontraand bore holesit provides better value to thealways stipulate that regulatory permitperformance • Narrow under 5/8˝ contracting DBOOTmunicipalityAFPon a risk-adjusted, lifeperformancerequirementscontractingbe met. Since theDBOOTprivateAFPfinancial due diligence of the contractor’sdesign and operating experience pro-20 – 30 year life cycle – which often posal to ensure operational compliancerformance contracting DESIGN includes BUILD operations performance and maintenance contracting DESIGN BUILDRIGHT CHOICE.over the life cycle of the project. It is– differentiates the AFP from the more this third party oversight by the privatetracting DBOOT AFPperformance contracting DBOOT AFPperformance ctraditional project delivery modes. In sector lenders and financers that add-buildSUBMERSIBLE LEVELTRANSMITTERSLightning ProtectedSERIES SBLT• Perfect for tanksdiameterFrom: $385.00RIGHT PRICE.RIGHT NOW.lternative finance andprocurement (AFP) projects,Ontario. A properly-structured AFPproject can accelerate the constructionof municipally owned infrastructureand most importantly, lower costs forthe municipality to design, build,important criteria needed in an AFP tocreate value for an Ontariomunicipality as well as the emergingcapacity in Ontario to support AFPprojects in the wastewater biosolidsmanagement area.cycle cost basis (when all factors such asoperation, maintenance, financing costsetc., are included) than a traditionalmode of project delivery. The transferof risk to the private sector over athe traditional mode of procurement forwastewater treatment infrastructure,the design would be contracted out toan engineering consulting firm, withthe construction of the infrastructureP3DBB conDBFO design-bBy Bill Mullin, P.Eng., CMA; Ajay Singh, PhD; and Kevin Litwiller, BBA, Lystek International Inc, Cambridge ONP3DBB conDBFO design-bP3DBB conDBFO design-bP3DBB conDBFO design-bgoing to a separate company. The will still retain some risks, such as excessiveinflationary increases in energy orng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT operation AFPand maintenance would thenbe undertaken by the municipality other consumables.another distinct operating companyperformanceIn ordercontractingto provide competitiveDBOOTbids,AFPperformance contracting DBOOT or agency. AFP In this traditional mode performance contracting DBOOT AFPit is critical that there be three to fourDWYER INSTRUMENTS, INC.800-872-9141 | dwyer-inst.comof procurement, no single companyhas the responsibility to control allof the costs so as to operate this assetover its life cycle while maintainingcompliance. The municipal taxpayerthe associated cost.In an AFP project, specialized privateto 30-year lifespan, the goal being toreduce the life cycle costs. These firmsmust have the experience and financialstrength to finance the design and constructionwhile providing financial and• Bullet nose tooperate and maintain the infrastructure performance guarantees over the life ofrformance protect contracting sensor DESIGN over BUILD the life cycle performance of the asset. This contracting the project. Their initial DESIGN investment into BUILDFrom: $294.00article will discuss a few of thethe design and construction of the infra-tracting DBOOT AFPperformance contracting DBOOT AFPperformance cstructure is returned over the life cycleof the project – along with the ongoingoperating costs – only if they operateand maintain the municipal infrastructurein accordance with output-basedperformance specifications set by thesector AFP contractor will partiallyfinance the project with debt, the lenderwill undertake extensive technical andthe discipline to the process and limitsthe municipality’s risk. The municipalitypays the contractor when the contractormeets the output-based performancespecification. Often, the public sectorcompetent private sector AFP contractorsavailable that have the requisiteexperience and access to financing. Inthe biosolids management sector thereare already a few, reputable and provenends up bearing all this risk along with Ontario companies providing theserformance contracting DESIGN BUILD performance contracting DESIGN BUILD42 INFLUENTS Winter 2012tracting DBOOT AFPperformance contracting DBOOT AFPperformance c

organizations provide to Ontario• operation of sophisticated process-• production of a Canadian FoodInspection Agency (CFIA) regis-also own and operate many of theassets that can be used to fulfil thesethe financial strength and establishedbanking relationships to competitivelyfinance these AFP biosolids manage-With these AFP projects there is alsocessionDBP3DBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designcting DESIGN BUILD performance contracting DESIGN BUILD performance contP3performance contracting DBOOT AFPDBB concessionDBP3performance contracting DBOOT AFservices. The range of services theseDBmunicipalities include:DBB concessionDBFO design-bid-build DBFO design-bid-build• transportation,performance • storage,• land application,emerge that will reduce these legal that are over-budget.• non-agricultural contracting source material DESIGN costs. It will BUILD also be important performance that contracting DESIGN BUIL(NASM) plan development,ontracting DBOOT AFPcessionDBP3three to four experienced and qualified Further reading:• disposal,AFP performance contractors are available contracting to DBOOT 1.DBwww.p3canada.ca/home.php AFPperformaning / drying equipment, DBB concession P3DBB coid-buildtered fertilizer, and DBFO design-bid-build DBFO design• marketing of end products.cting DESIGN BUILD performance contracting DESIGN BUILD performance contP3Some of these Ontario companiesperformance contracting DBOOT AFPDBB concessionDBP3have construction subsidiaries andperformance contracting DBOOT AFDBB concessionDBcontracts including trucks, off-sitewaste processing equipment and evenDBFO design-bid-build DBFO design-bid-buildlandfills. This allows these companiesto accurately predict and control theperformance contracting DESIGN BUILD performance contracting DESIGN BUILlife cycle cost of these assets.ontracting DBOOT AFPcessionDBP3Some ofthese companies have been in businessfor more than 50 years and have performance contracting DBOOT AFPperformanDBB concessionDBP3DBB coment projects.id-build DBFO design-bid-build DBFO designan expanded role for consultants andcting DESIGN BUILD performance contracting DESIGN BUILD performance contP3advisors. Consultants will be neededperformance contracting DBOOT AFPDBB concessionDBP3to assist the municipality in develop-performance contracting DBOOT AFDBB concessionDBis truly worthy of the AFP process.A market sounding exercise is usuallyrequired to ensure that sufficientDBFO design-bid-build DBFO design-bid-buildcontracting capacity exists to provideperformance contracting DESIGN BUILD performance contracting DESIGN BUILcompetitive bids. It might also be necessaryto prepare application forontracting DBOOT AFPcessionDBP3fundingto agencies such as Canada. The performance contracting DBOOT AFPperformanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designto select a preferred bidder. In addition,ctingthe DESIGN individual AFP BUILD bidders could performance eachcontracting DESIGN BUILD performance contperformance contracting DBOOT AFPDBB concessionneed a consultant to assist them to preparetheir design during the RFP stage.performance contracting DBOOT AFP3performance contracting DBOOT AFPDBBDBB concessionDBFO design-bid-build concessionDBP3One consultant would also be neededperformance contracting DBOOT AFDBB DBFO design-bid-build concessionDBDBFO design-bid-build DBFO design-bid-building a “value for money” analysis andbusiness case to ensure that the projectmunicipality will also want assistancepreparing the Request for Qualifications(RFQ), evaluating and shortlistingbidders, developing the Request forProposal (RFP) and evaluating the bidsto undertake the detailed design, constructionmanagement etc.There are still some barriers to thewider roll out of the AFP process inthe municipal sector. The legal costsprivate sector contractor to completean AFP Project Agreement are stillquite high. Hopefully, as more AFPprojects are completed in this sector,standardized project agreements willsupport the growth of a competitiveAFP bidding process. To encouragethese contractors to participate in theAFP process, it is recommended thatmunicipalities establish ‘affordabilitycaps’ early on so those potential AFPcontractors do not waste hundreds ofthousands of dollars preparing proposals2. www.infrastructureontario.ca/3. http://ppp.worldbank.org/publicprivate-partnership/both the municipality and theperformance contracting DESIGN BUILD performance contracting DESIGN BUILINFLUENTS Winter 2012 43ontracting DBOOT AFPperformance contracting DBOOT AFPperforman

ssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-buildAn Overview of DBFO design-bid-buildAlternative Delivery MethodologyssionDBP3DBIntroductionDBB concessionDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBB concessionFO design-bid-build concessionDBP3DBB DBFO design-bid-build concessionDBFO design-bid-build DBFO design-bid-build-buildng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPperformance contracting DBOOT AFPrformance contracting DESIGN BUILD performance contracting DESIGN BUILDtracting DBOOT AFPperformance contracting DBOOT AFPperformance c-builddesign-bid-build (Figure 1), the go-to delivery model annual capital investment program.ng DESIGN for the BUILD majority performance of the capital projects over contracting the last At the DESIGN root of this change BUILD are some performance very tough capital contra20+ years.efficiency targets set by the water industry regulator,performance contracting DBOOT AFP combined with performance a significant re-tooling contracting of the UK DBOOT AFPAlternative delivery models involve re-arranging these three Latham identifies the cause of these endemic problems asrformancepieces intocontractingnew, and different configurationsDESIGN(FigureBUILD2).performance the fragmented structure contracting of the industry and DESIGN its disjointed BUILDapproach to delivering projects. Sir John Egan’s seminaltractingFigure DBOOT 2 – Example of AFP alternative delivery model. performance contracting DBOOT AFPperformance c-buildSome background on alternativeng DESIGN BUILD performance contractingdeliveryDESIGNmodel away fromBUILDdesign-bid-buildperformancetoward designbuildpartnerships over the last 12 years.delivery for water infrastructure from the UKcontraIn reality, today’s alternative delivery models have beenperformance contracting DBOOT AFPperformance contracting DBOOT AFPrformance extremelycontractingrigorous regulatoryDESIGNenvironment, drivingBUILDtheperformance Figure 4 – Common alternative contracting delivery models DESIGN BUILDindustry to find capital efficiency savings year after year.tractingFigure DBOOT 3 – UK water industry AFPcapital investment 1981 – 2015 performance contracting DBOOT AFPperformance c-buildBy Ian Dickinson, Director Alternative Delivery, AECOM Watern the Canadian municipal wastewater market,defining alternative delivery as something that is‘alternative’ to conventional delivery practices meansFigure 1 – Traditional design-bid-build delivery model.around at least as long as design-bid-build. One of the bestcontemporary points of reference for alternative deliveryin the water sector is the boom in UK water constructionsince privatization in 1989. Over that period, the UK waterindustry has experienced an extraordinarily prolongedperiod of high capital investment (Figure 3), combined withP3DBB conDBFO design-bP3DBB conDBFO design-bThe result has been a complete shift away fromconventional design-bid-build delivery towards a variety ofalternative delivery approaches. Today, design-build andpartnering account for more than 90% of the £4+billionconstruction sector during the 1990s. Industry reformwas stimulated by the recognition that UK constructionwas not globally competitive, with projects often lateand over-budget. In his 1994 Report, Constructing theTeam (also known as The Latham Report), Sir Michael1998 report, Rethinking Construction, focused on thesolution: to adopt a partnering approach between allparties involved in construction projects, encouraging themto work together in an open, co-operative and trustingmanner. Driven by efficiency improvements demanded bythe regulator, the UK water industry has shifted its entireAlternative delivery modelsDefined by exception as everything other than traditionaldelivery, alternative delivery models in useP3DBB conDBFO design-bthroughout North America (and globally) are rich inacronyms but without rigid definitions (Figure 4).Model: Acronym: Description:P3DBB conDBFO design-bDesign-Build DB Probably the most common model. A core buildingblock of several others such as DBO and DBFO (Figure5). In a DB contract, responsibilities of designer andconstructor are combined into one contract with ang DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPsingle entity responsible to the client for both aspects ofproject delivery (Figure 5).performance contracting DBOOT AFPperformance contracting DBOOT AFP Design-Build- performance DBO Operation of facility contracting is added to contractors’ scope DBOOT of AFPrformance contracting DESIGN BUILD performance contracting DESIGN BUILD44 INFLUENTS Winter 2012tracting DBOOT AFPperformance contracting DBOOT AFPperformance cOperatework. Sometimes operation is short- term, servingprimarily as an extended proving period, or it may becloser to the life expectancy of the assets, incentivisinga truly life-cycle cost approach from thecontractor.

cessionDBP3DBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designcting DESIGN BUILD performance contracting DESIGN BUILD performance contP3performance contracting DBOOT AFPDBB concessionDBP3performance contracting DBOOT AFDBDesign-Build- DBFO Goes one step further by adding a private financeDBB concessionDBFO design-bid-build DBFO design-bid-buildperformance contracting DESIGN BUILD performance contracting DESIGN BUILontracting DBOOT AFPcessionDBP3performance contracting DBOOT AFPperformanDBB concessionDBP3DBB coDesign-Build-Own-Operateid-buildTransfer DBFO design-bid-build DBFO designeither freely or a stipulated amount. Contracts typicallydeveloping innovations to deliver a better project thancting DESIGN BUILDP3long-term; mayperformanceextend for 40 years or more.contracting initially imagined. DESIGN BUILD performance cont•performance contracting DBOOT AFPDBB concessionDBP3Singular responsibility — One entity held accountableConcessionfor cost, schedule and performance. contracting DBOOT AFDBB concessionDBDBFO design-bid-build DBFO design-bid-buildfee, either fixed amount or percentage of revenues.equally committed to controlling costs.performance contracting DESIGN BUILD performance contracting DESIGN BUILThese models can be categorizedontracting DBOOT AFPcessionDBP3according to the degree• Decreased administrative burden —Streamlinesof long-term operational, financial and commercial performance riskcommunication between designers and builders.contracting DBOOT AFPperformanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designcting DESIGN BUILD performance contractingchoosing design-build.DESIGN BUILD performance contP3Notperformance contracting DBOOT AFPDBB concessionDBP3surprisingly, generation-X engineers are more excitedand motivated toperformancework in alternative-deliverycontractingprojectDBOOT AFDBB concessionDBNote: In Canada today, the term often refers to projectsDBFO design-bid-build DBFO design-bid-buildperformance contracting DESIGN BUILD performance contracting DESIGN BUILontracting DBOOT AFPcessionDBP3performance contracting DBOOT AFPperformanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designscandals, vested interest lobbies and otherwise well-meaning a trend towards more alternative delivery, not only to savecting DESIGN BUILD performance contracting DESIGN BUILD performance contlegislation intended to protect non-technical clients from money,performance contracting DBOOT AFPDBB concessionbut also to meet performance needs.unscrupulous operators. However, the basic premise ofThere is no doubt that the models discussed have aperformance contracting DBOOT AFP3alternative delivery is simply to re-arrange traditionalperformance contracting DBOOT AFPDBBDBB concessionDBFO design-bid-build concessionDBP3healthy future, providing many more opportunities for thoseproject participants into different configurations, deriving engineers who enjoy performance the challenge and the contracting opportunity of DBOOT AFDBB DBFO design-bid-build concessionDBDBFO design-bid-build DBFO design-bid-buildFinance Operatecomponent to contractor’s scope of work. Eitherconstruction financing up until or shortly after completionof construction, or long-term finance, amortized overoperations period of the contract. Reasons and benefits:i) to increase amount of ‘contractor’s ‘skin in the game,’thus collateralizing warranties , and ii) to enable owner tobenefit from due diligence and performance securityrequirements imposed by lenders.DBOOT Description: Similar to DBFO approach, except developersrecover costs directly through customer charges. At end ofcontract period, contractor transfers ownership to client,Contract between a company and government agencyor owner, giving the company the right to operate a specificbusiness within owner’s jurisdiction, or for operation of aparticular (sometimes pre-existing) facility. Contractor(concessionaire) usually pays concession-granting party atransferred to the contractor (Figure 5).Figure 5 – Spectrumof alternative delivery modelssupported by the P3 Canada and /or the P3 Canada Fund,structured as ‘availability’-type DBFO contracts for whichcontract terms are becoming relatively standardized.Why is alternative delivery more efficient?Alternative delivery has had a very mixed press in NorthAmerica over the last several years. In some US States themost common alternative delivery methods are illegal dueto laws precluding designers and contractors from comingtogether as a single entity. Reasons include corruptionefficiencies, such as cost, resource, and time savings, by usingessentially the same group of construction professionals,engineers and architects, so no technical skills andcompetences are lost from the equation.Design-build, the most common alternative-deliveryperformance. One entity, the ‘design-build team,’ worksunder a single contract with the project owner to providedesign and construction services: one entity, one contract,and one unified flow of work from initial concept throughproject delivery.Although benefits of this approach are heavily disputed bythe non-cognoscenti, for believers, the attractions include:• Faster delivery — Collaborative project managementmeans work completed faster with fewer problems.• Cost savings — An integrated team geared towardefficiency and innovation.• Better quality — Design-builders meet performanceneeds, not minimum design requirements, often• Decreased administrative burden — Owners can focuson project rather than managing disparate contracts.• Reduced risk — Design-build team assumes additionalrisk.• Higher profit margin — An integrated team is fully and• Reduced litigation claims — By closing warrantygaps, owners virtually eliminate litigation claims.Benchmarking and claims studies show that from1995-2004, only 1.3% of claims against A/E firmswere made by design-build contractors.• Increased market share — More and more ownersarrangements that more closely mirror the collaborativeapproach taught in universities today.Future of alternative deliveryin the Canadian municipal water sectorWays of working, especially in government-controlledsectors, tend to evolve slowly without a stimulus todrive change. In the municipal infrastructure capitalmaintenance and renewal space today, this stimulusis the backlog of deferred capital maintenance andnew infrastructure needs, combined with severe fiscalconstraints. Increasingly, clients and owners are lookingfor ways to deliver ‘more for less,’ including more social,economic and environmental benefits. This need is drivingworking in the alternative delivery environment.iUK Water Industry Capital Investment 1981 – 2015 Source OFWAT.Future water and sewerage charges 2010-15: Final determinations.model, illustrates this quest for greater efficiency, profit andii /iiDBIA Handbookperformance contracting DESIGN BUILD performance contracting DESIGN BUILINFLUENTS Winter 2012 45ontracting DBOOT AFPperformance contracting DBOOT AFPperforman

ssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-buildRisk Assessment and the DBFO Pre-selection design-bid-build ofEquipment for Water and Wastewater TreatmentssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBP3DBB concessionDBFO design-bid-build DBFO design-bid-buildssionDBP3DBB concessionDBDBFO design-bid-build3DBB concessionDBB concessionFO design-bid-build concessionDBP3DBB DBFO design-bid-build concessionDBFO design-bid-build DBFO design-bid-build-buildng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance contracting DBOOT AFPperformance contracting DBOOT AFPrformance contracting DESIGN BUILD performance contracting DESIGN BUILDtracting DBOOT AFPperformance contracting DBOOT AFPperformance c-buildpre-selection is only effective Agency (OCWA). The procedure for number of vendors can supply. Shouldng DESIGN when it also BUILD involves a performance carefulcontracting DESIGN BUILD performance contrapre-selection involves issuing a Request those vendors refuse to participate inassessment of risk, includingfor Quotation (RFQ) or Request the RFQ process because of the demandperformance contracting DBOOT AFPperformance contracting DBOOT AFPdetermining the limitation of vendor Proposal (RFP) in which vendors areunlimited indemnity, the project’smunicipality can opt to pre-selectBy eliminating its contractualAt the City of Toronto, for instance,rformance equipment contracting and then incorporate the DESIGN coordination BUILDrole performance between the contracting developing risk assessment DESIGN policies and BUILDquote from the equipment vendor supply and installation, the Region processes to evaluate the distributiontracting DBOOT AFPperformance contracting DBOOT AFPperformance c-buildng DESIGNetc; risks thatBUILDcan resultperformancein claims to presumecontractingthe vendor will assumeDESIGN BUILDmanagementperformanceof risks and marketplacecontrafrom the vendor and/or installer. The unlimited indemnity for all liability conditions be spearheaded by the headperformancevendor now becomescontractinga sub-contractorDBOOTrelated toAFPproviding a good or serviceperformanceof the Divisioncontractingrequiring the specificDBOOT AFPover what equipment will be used.Unlimited indemnity poses team should take into considerationrformance contracting DESIGN BUILD performance contracting DESIGN BUILDAt the same time, pre-selection unacceptable risk to companiessuch principles as the protection of theallows municipalities to reduce the with large capital assets and global City, the reasonable responsibilities oftractingconstruction DBOOTperiod AFPfor projects with performance contracting DBOOT AFPperformance cbusinesses. These companies will the vendor and the public interest in-buildBy Nancy Bonham, Acting Director, Technical Services, Design & Construction - Major Works Facilities, City of Torontopre-selection procurementprocess offers manyadvantages over a prepurchaseapproach. However,liability.Rather than assuming the role ofgeneral contractor by pre-purchasingequipment and then drawing up aseparate contract for installation, ainto the installation contract. Themunicipality can thus avoid risksassociated with delays in delivery,equipment damage during interimstorage and issues in equipmenttesting, start-up and commissioning,to the installation general contractor.In this way, one general contractor isresponsible to the municipality (theowner) for both supply and installationwhile the owner still maintains controllong delivery times (resulting in costsavings),evaluate equipment tendersbased on life-cycle costing, and obtaintimely equipment design informationfor proprietary technology. Having awastewater sector by the Regionsof Peel, York, and Halton as well asby the City of Hamilton, the City ofToronto and the Ontario Clean Waterasked to provide design informationand commit to lump sum pricing,performance guarantees, and deliverytimelines. The selected quotation is thenincorporated into the general contract.or Municipality no longer assumesresponsibility for liability issuesbetween contractors. But, of course,liability still exists. So who assumes theliability?In many cases, it is impracticalto a Region or Municipality. Such anapproach can seriously limit the pool ofvendors and, subsequently, the potentialfor obtaining competitive pricing as wellas the best available goods and services.respond by either refusing to participatein the bid process or submitting aconditional bid that does not complywith the demand for unlimitedindemnity, resulting in their rejection byP3DBB conDBFO design-bP3DBB conDBFO design-bmunicipality is then left with the cost ofthe unfulfilled liability.Some projects require highlyspecialized equipment that only a smallviability would be compromised.Because of these market realities,it is often in the public interest for aRegion or Municipality to considerassuming part of a vendor’s liability.of risk and liability between the ownerand the vendor was important toimproving the pre-selection process.From experience, the City ofP3DBB conDBFO design-bToronto has found it preferablethat the strategic identification andgoods and services. To maximize itseffectiveness, risk assessment shouldalso be performed early in the planningstages of the procurement process.During the assessment, the projectP3DBB conDBFO design-bthe particular situation. All decisionsshould be based on a due diligenceapproach to managing risk as well asproject efficiency and performance.By systematically assessing andsole contractor also ensures continuity the purchasing authority.managing risk, the project team isng DESIGN BUILD performance contracting DESIGN BUILD performance contraperformance with respect to liability contracting and warrantyDBOOT Smaller AFPcompanies may accept encouraged to seek the support ofissues.unlimited indemnity knowing full appropriate City expertise financial,Pre-selection has been successfully well they do not have the assets to performance risk management, contracting technical, legal DBOOT and AFPperformance contracting DBOOT AFPperformance contracting DBOOT AFPused in the municipal water andfulfill their liability obligations. The purchasing areas. All approaches torformance contracting DESIGN BUILD performance contracting DESIGN BUILD46 INFLUENTS Winter 2012tracting DBOOT AFPperformance contracting DBOOT AFPperformance c

cessionDBP3DBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designcting DESIGN BUILD performance contracting DESIGN BUILD performance contP3performance contracting DBOOT AFPDBB concessionDBP3performance contracting DBOOT AFrisk sharing should be fully considered,DBinsurance, bonding and other formsDBB concessionDBFO design-bid-build DBFO design-bid-buildof security. For example, the vendormay be required to have insurance toguarantee its financial capacity to meet Through this process, the teamperformance its liability obligations. contracting Ultimately, all DESIGN allocates the BUILD appropriate performance dollar value contracting DESIGN BUILstipulations, limits and exclusionsontracting DBOOT AFPcessionDBP3of of risk to be borne by the equipmentvendor liability should be included in vendor. performance The process also contracting allows for DBOOT AFPperformanDBB concessionDBthe Request for Quotation.P3DBB coid-build DBFO design-bid-build DBFO designcontractor, the owner can morethe fact that the owner is no longercting DESIGN BUILD performance contracting DESIGN BUILD performance contP3effectively use the design process to responsible for the liabilityperformance contracting DBOOT AFPDBB concessionDBP3betweencontrol risk.the vendor and the general contractorperformance contracting DBOOT AFDBB concessionDBranking matrix template that requiresthe team to assign the frequency andDBFO design-bid-build DBFO design-bid-buildconsequences of equipment failure riskto each of the following categories: The rest relies on a careful projectspecificrisk assessment. By developingperformance contracting DESIGN BUILD performance contracting DESIGN BUILEnvironmental Health & Safety(employee, environmental andontracting DBOOT AFPcessionDBP3public clear policies and procedures, all ofhealth), cost impacts, risk to plant Ontario’s performance Regions and contracting Municipalities DBOOT AFPperformanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designcting DESIGN BUILD performance contracting DESIGN BUILD performance contP3performance contracting DBOOT AFPDBB concessionDBP3performance contracting DBOOT AFDBB concessionDBDBFO design-bid-build DBFO design-bid-buildperformance contracting DESIGN BUILD performance contracting DESIGN BUILontracting DBOOT AFPcessionDBP3performance contracting DBOOT AFPperformanDBB concessionDBP3DBB coid-build DBFO design-bid-build DBFO designcting DESIGN BUILD performance contracting DESIGN BUILD performance contperformance contracting DBOOT AFPDBB concessionperformance contracting DBOOT AFP3performance contracting DBOOT AFPDBBDBB concessionDBFO design-bid-build concessionDBP3performance contracting DBOOT AFDBB DBFO design-bid-build concessionDBDBFO design-bid-build DBFO design-bid-buildincluding project management controls,Risks can also be mitigated inthe design process. By requiring thatthe equipment supplier enter into anagreement with the selected generalTo assist the project team, theCity of Toronto has developed a risk(physical damage, impacts to thegeneral contract, plant performance),and social (including regulatory andpublic relations). Consequences ofequipment failure can range from fire,explosion, late equipment delivery andminor and major equipment failures.risk mitigation measures that can beincorporated into the design processitself.Even with liability shared among theowner, vendor and general contractor,reduces overall project risk. By virtueof adopting a pre-selection approach,Regions and Municipalities can alreadystart to reduce the liabilities inherentin their water and wastewater projects.can benefit from this rigorous andsystematic approach.performance contracting DESIGN BUILD performance contracting DESIGN BUILINFLUENTS Winter 2012 47ontracting DBOOT AFPperformance contracting DBOOT AFPperforman

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Crisis Overstated?Knowledge Gaps and the Aging Water WorkforceBy Steve Yessie, MES, University of Waterloo GraduateIntroductionThe birth of the baby boomer generation(1946-1964) saw growing cities and infrastructuredevelopment followed, throughthe 1960s and ‘70s, by increased demandfor employment and government’sexpanded environmental stewardship.As boomers now prepare to retire, thissizable, well-educated workforce will takewith them a career’s worth of insights,history, and accumulated knowledge.Several academic articles present ongoingretirements as a crisis for public andprivate industries (Gordon, 2009; Grigg,2006; Rappaport et al., 2003; Steiger andFillichio, 2007). My thesis examined concernover baby boomer retirements amongwater and wastewater, water conservationand ecological services.My intent was threefold: 1) reviewingindividual and organizational-level effectsof retirements on public water organizations;2) understanding how retirementsmight impede cooperation or collaborationbetween related organizations; and3) determining the most appropriatestrategies for ensuring knowledge andskill continuity within the public waterworkforce.After an extensive literature review, Ifocused on three case studies (Kitchener,St. Catharines, and Guelph), primarilyusing semi-structured interviews forinvestigation.IssuesWith an older average worker ageand a low average retirement age, thepublic workforce is at a comparativedisadvantage to the private sector.According to Pignal et al. (2010) 20%of the workforce is above age 55 andexpected to retire in the next 10 years. AUS study by Steiger and Fillichio (2007)identified retirement rates as high as 60%between 2007 and 2017. Retirementsare expected to leave multiple positionsvacant, particularly at senior levels.(Stam, 2009). Over their careers, senioremployees accumulate a significantportion of an organization’s difficultto-transfer,tacit – often experiential –knowledge. With no mechanisms in placeto capture this, many organizations risk alarge knowledge gap as workers retire.Difficulties in suitably filling vacatingpositions places talented professionals ata premium, putting an onus on industriesto offer attractive workplace incentives,an area where the public workforce hasless flexibility. The literature addressesconcerns related to outgoing retirees andincoming professionals, pointing out thatindustry needs to address retention andreplacement issues concurrently.Organizational ResponseEach mechanism for addressing retirementand knowledge loss has benefits and drawbacks.Job rotation can improve organizationalnetworking and transfer knowledge– including tacit knowledge – throughexperiential learning. When employeesretire, having several employees familiarwith the operations of various positionscreates organizational resilience and buildsworker capacity. However, job rotationdoes not address near-retiree retentionand short-term concerns of organizationalknowledge gaps.Another attractive strategy addressingtacit knowledge transfer is mentorship,which supports retention of senioremployees and transition of new employeesinto vacated positions by maintainingknowledge continuity. While job rotationis associated with employee error, asworkers adjust to new roles, mentorshipsfacilitate job transition by improvingemployee competencies. However, senioremployees may see mentoring responsibilitiesas a burden, actually pushing theminto retirement.Transitioned retirement – senioremployees working a reduced workweek–allows an organization to retain valuedemployees and their knowledge for additionalyears, benefiting the entire organization.Research suggests many retirees wouldconsider returning to work, or would havereconsidered retirement, had a reductionin hours been available (Morissette et al.,2004).ResultsAlthough three of seven organizations(Region of Waterloo, Region of Niagara,and the City of Guelph) expressed nearretirementrates equal to or above Pignalet al.’s 20% estimate (2008), retainingemployees ranked second among organizationalconcerns. Retention concernsencompassed not only near-retirees butalso the entire organization. Retirementissues were front-of-mind but not at crisislevels reported by the literature. Participantsoffered two reasons for this: 1) lowretirement forecasts; and 2) organizationalpreparedness and succession planning.Organizational depth and job consistencyalso mitigated knowledge loss.The literature identified reduced talentpools, particularly vacation of seniorpositions, as the main challenge facingorganizations in the coming decade. Severalorganizations reported hiring internallyand occasionally grooming employees forpromotion, although age gaps in the organizationaldemographic structure significantlyreduced the pool of qualified candidates.Despite describing inter-organizationalrelationships as important, integral or key,organizations expected retirements to haveminimal effects on the broader network andwere not overly concerned about rebuildingspecific inter-organizational relationshipsthat might be severed.Echoing the literature, all organizationsvalued mechanisms increasing workplaceattraction, including collegial and amiableworkplace cultures. Except for the Cityof St. Catharines, all noted some form offlexible working hours. All identified ongoinglearning opportunities, although theOntario Ministry of Environment notedmany programs have been suspended due tobudgetary restrictions.INFLUENTSWinter 201249

The City of Guelph and the Grand RiverConservation Authority identified plans forfuture mentorship programs, generally seenas a positive mechanism for knowledgetransfer. Many participants discussed theirown positive experiences with informalmentorship, noting the importance of promotingconversation and demonstration intransferring tacit knowledge.Conclusionand RecommendationsConversations with agencies in Guelph,Kitchener and St. Catharines revealedless apprehension toward retirementsthan the literature contends, althoughmost organizations identified thecurrent demographic shift as important,highlighting knowledge and history exitingthe workforce as a significant loss.My research resulted in fourrecommendations for effectively addressinginstitutional knowledge loss:1. Use diverse strategies to mitigate losses,with mentorship as a fundamental strategy:Mentorship and rotational programs aresuccessful at transferring tacit knowledge,with mentorship programs also helpingretain employees near retirement. Althoughmentorships promote continuity in workplaceknowledge, a balanced approach ispreferable to relying on them as the solemechanism to address knowledge gaps.EbbStrategies such as rotating jobs orinstituting formal mentorship programsshould receive growing attention fromall organizations. Facilitating organizationalnetworking, and knowledgebuilding and sharing, these programshelp deepen knowledge structureswithin organizations, acting as abuffer to loss. Unlike other strategies,mentorship programs can incorporatephased retirement for senior employees,retaining historical knowledge of nearretireeswhile providing both time andsupport to employees replacing vacatingpositions.2. Adjust pension programs: Thereare barriers to securing part-timeemployment and supplementingreduced wages with pension payments.While endorsing such adjustments,the Ontario Municipal EmployeesRetirement System (OMERS) pensionhas yet to allow partial withdrawalscoupled with continued pension input.As one participant observed, OMERSorganizations need to push for similarpension adjustments. Although notessential to implementing mentorshipprograms, adapting pension regulationscould allow organizations to retainsenior employees for years beyondtheir originally scheduled retirement.These years of overlap would provideFlownew managers and supervisors witha mentor who has direct experiencewith the position, while facilitating aworker’s transition into retirement –often a difficult adjustment.3. Assess organizations individually:Organizations with the highest retirement-relatedturnover cited successionplanning as a priority. For those with arelatively young workforce, retirements– while likely in the next decade – werenot a significant concern.Variations in age structures andsuccession planning among organizationspreclude generalizing about thefuture of the public water workforce.Institutional resilience of organizations,particularly municipalities, needs to beconsidered on an individual basis.4. Future research: Largely absent fromthe literature was discussion of howretirements might affect organizationalnetworks. Given participants’ strongsupport for network cooperation andcollaboration, elevated or simultaneousretirements could well affect efficiencyor efficacy. Without discounting difficultiesin network relations, participantsdid not seem to expect significantchallenges. More research is needed.Concluding that the crisis labeloverstates today’s organizational retirementsituation is based on interviewingconstituencies of more than 100,000.As two participants highlighted, lesspopulated city centres could potentiallybe more concerned, due to lessorganizational depth and difficultyattracting talent. Again, more researchis required.Works CitedGordon, E. (2009). The global talent crisis. TheFuturist, 10(8), 34-39.Grigg, N.S. (2006). Workforce developmentand knowledge management in water utilities.American Water Works Association Journal,98(9), 91-99.If the challenge involves water, we’re up for it.We offer you a world of expertise, with value for todayand foresight for tomorrow, for all of your unique waterchallenges. We’re building a world of difference. Together.Toronto 905-747-8506 | WeKnowWater@BV.comMorissette, R., Schellenberg, G., & Silver, C.(2004). Retaining older workers. Perspectives onLabour and Income, 5(10), 15-20.Pignal, J., Arrowsmith, S., & Ness, A. (2010). Firstresults from the survey of older workers, 2008.Ottawa: Statistics Canada.Rappaport, A., Bancroft, E., & Okum, L. (2003).The aging workforce raises new talent managementissues for employers. Journal of OrganizationalExcellence, 23(1), 55-66.Stam, C.D. (2009). Knowledge and the ageingemployee: A research agenda. Paper presented atthe European Conference on Intellectual Capital.,28-29.4.2009. Haarlem. the Netherlands.Consulting • Engineering • Construction • Operation I www.bv.comSteiger, D.M., & Fillichio, C. (2007). Withinreach…but out of sync. The Public Manager, 36(3),77-81.50 INFLUENTS Winter 2012

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Scum removal precipitation tanks 1900. (United Utilities)Activated Sludge:Past, Presentand FutureOne Hundred Years of Activated Sludge –A Brief HistoryBy Dr. Nigel Horan, School of Civil Engineering, University of LeedsIt is generally acknowledged thata presentation to the Society ofChemical Industry at the GrandHotel in Manchester on April 3,1914 by Edward Ardern and WilliamLockett entitled: Experiments on theoxidation of sewage without the aidof filters marks the discovery of theactivated sludge process. At the time ofits discovery, William Lockett was thejunior member and working as a chemistemployed by the Manchester River’sDepartment undertaking research atthe Davyhulme laboratories. This workwas supervised by Edward Ardern,himself the resident chemist at Davyhulmewhere he had worked since1899. It was no coincidence that theprocess was developed in Manchester,as the city was recognized as a centreof excellence for research in sewagepurification. This was largely a resultof the inspirational approach takenby Gilbert John Fowler, a consultingchemist to the Manchester CorporationRiver’s Division and responsiblefor the overall direction of Researchat Davyhulme since 1904. Fowler wasalso a chemist at the University ofManchester, which was then a centre ofexpertise in the application of microorganismsfor industrial processes. Itwas here that Lockett undertook hismaster’s degree under the supervisionof Chaim Weizman, later to be the firstpresident of the new state of Israel.Weizman worked closely with GilbertFowler and they were responsible forsupervising the work of two researchassistants, E. Moore Mumford andGladys Cliffe, who were later to bemarried. Mumford was working on abacterial isolate from a local colliery(known as M7) that was able to clarifysewage in the presence of air and ironsalts. Fowler considered that the use ofa naturally occurring microorganism toundertake the treatment of sewage wasa great breakthrough.Much of the inspiration for thediscovery at Davyhulme resulted from avisit by Fowler to the USA in November1912, in connection with the pollutionof New York Harbour. In light of hiswork on M7, he was ideally placed tobenefit from a visit to the LawrenceExperiment Station at Massachusetts,where experiments were underway toaerate sewage in the presence of algaeand other organisms grown as a biofilmon slabs of slate held an inch apart inan aeration basin. Over a period of 24hours aeration, a well-clarified andpartially nitrified effluent could beproduced. On his return to Davyhulme,Fowler initiated research along similarlines to be carried out by Ardern andLockett. Thus in 1913 they undertookthe aeration of Manchester raw sewagein 80 oz bottles with a tube insertedthat was bent at 90 o and through whichair was passed to provide continuousand thorough mixing. Although itseems simple and straightforward now,Lockett subsequently commented in1954 that: “Forty years ago deliberatemixing of sludge and sewage, in orderto obtain or accelerate purification ofthe sewage was quite an unorthodoxand revolutionary procedure.” Usingthis revolutionary procedure, they wereable to obtain complete nitrificationafter five weeks of continuous aeration.At the end of this period, the clearliquid was decanted and further rawsewage added to the original depositedmatter. This process was repeated anumber of times and it was observedthat, as the deposited matter increased,then the time required for the succeedingoxidation was reduced. Eventuallya fresh sample of raw sewage couldbe fully oxidized within twenty-fourhours. Unfortunately there is no romanticstory attached to the naming of theprocess by which this was achieved andthe authors commented: “For referencepurposes and failing a better term,the deposited solids resulting from thecomplete oxidation of sewage have beendesignated activated sludge.”Up to this point, work on the processhad been undertaken at laboratoryscale and Lockett realized the need toundertake further work at a larger scalein order to establish the economic andpractical feasibility of providing thenecessary aeration. The funding for thissecond stage was provided in part bythe Worshipful Company of Grocerswho offered an annual scholarship forthe encouragement of Original Workin Sanitary Science. The terms of thescholarship were that the proposedwork should relate to the then prevalentproblem of preventing prematuredeath. Almost all previous scholarshipholders were of the medical profession,investigating more traditional medicalbased solutions. However, Lockett wassuccessful with his application, andindeed it was renewed for a further twoyears before finally being withdrawnin 1918. Lockett attributed his successin obtaining this scholarship to thefact that several eminent members of52 INFLUENTS Winter 2012

First sludge press 1898. (United Utilities)Davyhulme Laboratory Early 20th Century . (United Utilities)the panel of assessors, had also servedon the Royal Commission on SewageDisposal!Commercialization of the processin the UK was rapid and Messrs Jonesand Attwood, West Midlands manufacturersof greenhouse equipment,showed interest in the patent, as theywere able to manufacture appropriateair distribution equipment. Fowler’ssignificant contribution to the processnow becomes apparent since heallowed Walter Jones of Messrs Jonesand Attwood, to patent the process inreturn for £1,000 in the form of shares.But the Manchester Rivers Committee– who also suspected that Jones andAttwood as well as themselves, werepaying Fowler for his services – did notview this action favourably. A vote ofcensure by the Council was narrowlylost and shortly after in 1915, Fowlermoved to the Indian Institute of Sciencein Bangalore where he continued towork on the nitrogen cycle and the agriculturaluse of sewage sludge.Historically, April 1914 was probablythe worst possible time to unveilsuch a potentially commercially valuableprocess. Just six weeks later, ArchdukeFranz Ferdinand was assassinatedin Sarajevo, initiating the start of theGreat War on July 28 of that year. Overthe next four years, 13,000 soldiers ofthe Manchester Regiment alone werekilled on the western front and one ofthese, E. Moore Mumford, was to diefrom his war wounds. But war rarelyinterferes with commerce, and constructionof new plants continued throughoutthe war with 12 cities establishingexperimental plants in 1915 alone.In order to allow Lockett to pursuethe new lines of research into methodsof aeration as required by his Grocer’sscholarship, a full-scale continuous-flowunit was constructed at Withingtonby Jones and Attwood. Thanks to theconversion of an existing tank, the unitaccepted 250,000 UK gallons per day(1.14 MLD), about 10% of the works’total flow. This was commissioned inSeptember 1917 and, following a verysuccessful period of operation, a secondunit designed to treat a dry-weather flowof 1,000,000 UK gallons per day (4.5MLD) was constructed at Davyhulme inearly 1921.The majority of the new works beingundertaken at that time were awarded toMessrs Jones and Attwood. Their successmight be attributed to their novel formof contract, in which installation wasundertaken at their own risk. Only whenit had demonstrated its worth based onthe effluent quality, was it taken over bythe client. This arrangement was used forwhat was effectively the first full-scaleactivated sludge plant, built at Worcesterin 1916 to treat a flow of 626,000 UKgallons per day (2.85 MLD). A similararrangement was used in 1922 at theStamford plant, which handled a flow of186,000 UK gallons per day (0.85 MLD).So rapid was the uptake of thisinvention that in 1927, Arthur Martin,a consulting engineer and past presidentof both the Institute of Sanitary Engineersand the Association of Managersof Sewage Works (the forerunners of ourpresent institution), was able to publish a400 page textbook, The Activated SludgeProcess, and note in the bibliography,“The literature of the activated sludgeprocess has long since passed the stage atwhich it could be summarized in a bibliographyof reasonable compass”.By this time however, all of thework of Messrs Jones and Attwoodin relationship to the activated sludgeprocess was transferred to a newcompany, Activated Sludge Limited,based in Westminster and established in1919. The company proved to be a verylitigious venture and, in the late 1920s,it filed lawsuits for patent infringementsagainst Chicago, Milwaukee, Clevelandand a number of smaller cities. Thesuccess of these suits meant that manycities that intended to install activatedsludge simply elected to build filtersrather than pay the steep royalties. As aresult, uptake of the process stalled untilthe patents expired in the late 1940s.It is worth mentioning that in 1936,Activated Sludge Ltd., appointed GladysMumford as its managing director aftershe had spent a long period with thatcompany working as a biochemist.From that point onwards theactivated sludge process has been thedominant technology worldwide forlarge, urban treatment plants. It hasseen many process advances: nitrogenremoval, phosphorus removal andimprovements to sludge settling characteristics.But in the performance of itsbasic function of biochemical oxygendemand (BOD) removal, it has changedlittle over the past century. It workedvery well when it was first developed,and it works about the same today. Ithas seen many other processes come andgo and, in the absence of realistic competition,it may well go on to celebrateits bicentenary.INFLUENTSWinter 201253

Inside first screenhouse 1895. (United Utilities)Simplex aeration plant at Davyhulme WWTP. (United Utilities)And what of its acknowledgedinventors Ardern and Lockett? Boththese men continued to lead distinguishedresearch careers after 1914,publishing over 25 papers in the Institutionjournal. These ranged from themicroscopy of activated sludge and therole of protozoa to the use of sewagesludge as an agricultural amendment. In1920, they investigated the potential ofgenerating methane as a valuable productfrom the digestion of sludge. Both ofthem went on to become presidents ofthe Institution, Edward Ardern in 1929– 30 and William Lockett in 1942.Whereas Ardern remained at Manchesteruntil his retirement, Lockett movedon to become the chief chemist of theMiddlesex County Council DrainageDepartment (now Thames Water) in theearly 1930s. So, as with all great inventions,there comes a time and a place.The intellectual setting at provided byFowler at Davyhulme proved to be theideal environment for the practical andtalented chemists Ardern and Lockett.In this age, where we strive for moreinnovation in the water industry, we canlearn a lot from this simple and effectivemodel.To commemorate the achievementsof Ardern, Lockett and Fowler atDavyhulme, The Chartered Institutionof Water and Environmental Management(CIWEM) Wastewater ManagementPanel is organizing a Centenaryevent on April 2 and 3, 2014. Thisevent, sponsored by United Utilities andsupported by the Society of ChemicalIndustry, will involve two days ofinvited contributions covering the past,present and future of activated sludge.It will feature a large trade exhibition aswell as a historical exhibition tracing thehistory and development of the activatedsludge process around the world.Further details of the conference areavailable at www.activatedsludgeconference.com.If you have any pictures or anecdotesof the early development of the processthat would prove of interest for the exhibition,please contact Dr. Nigel Horann.j.horan@leeds.ac.ukThere is an alternative totraditional water aeration.Introducing the world famous Becker and Republic brandrotary vane and regenerative style blowers that are quicklybecoming the new industry choice. These powerful pumpswill raise your expectations of a water aeration systembecause of their dependability, compact size, quiet & oil-freeoperation and they are pulsation free!GIVE US A CALL TODAY!R.E Morrison Equipment Inc. Mississauga, ON, Canada 1-800-668-8736www.remequip.com54 INFLUENTS Winter 2012

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WEFTEC Delegate’s Report:Proud to Be CanadianBy Vanessa Chau, CH2M HILL, WEF Delegate 2011-2014As your Water Environment Federation (WEF) Delegate(2011-2014) it was truly an honour to be part of historyas our Member Association (MA), the Water EnvironmentAssociation of Ontario, hosted the Water EnvironmentFederation’s Incoming (Canadian) President’s Reception duringthe Water Environment Federation Technical Exhibition andConference 2012 (WEFTEC ® 2012 – New Orleans). So youmay ask, “When have we ever had a past Canadian WEFPresident?” I will tell you that although we have had twoother Canadian WEF presidents in the past, during my career,Cordell Samuels (Region of Durham) has been the only one. Asan intermediate professional within the industry, I feel it is trulyremarkable to see WEF strive to become a ‘global’ federationover the past few years. At WEFTEC this year, I noted the prideall Canadian WEF members felt as they stood to welcome theirnew WEF Canadian president; it was truly a proud momentto be part of Cordell Samuels’ home Member Association –WEAO. In addition to the Incoming President’s Reception– which indicated to all WEF members how proud we were tobe Canadian – our Great Canadian Icebreaker was also hugelysuccessful again this year. This event is attended not only byCanadians from across our land, but also by many other WEFdelegates and past WEF presidents, making it a multi-nationalevent.Along with taking in the various celebrations, technicalconference sessions, and tradeshow events, I also attended theWEF Board of Delegates meetings, WEF Leadership Summit,the Canadian Affairs Council (CAC) meeting and the WEFMember Association Exchange (WEFMAX) Committee meetingsto name a few.During the WEF Leadership Summit at WEFTEC this yearvarious topics were discussed, in particular, WEF’s commitmentto stormwater issues. Stormwater issues today are at thepoint at which wastewater issues were in the ‘60s. WEF is veryactive in this sector, meeting with lawmakers and stakeholders,and hosting conferences and workshops. Another successful keyevent for WEAO was a presentation from our president, GaryBurrows, who announced our plans for the second combinationCanadian Young Professionals Summit and our WEF-MemberAssociation Exchange – WEFMAX 2013 in Niagara Falls inMay 15-17, 2013. (Look out out for more details to come in theupcoming Influents issues).Back to my WEF Delegate duties: this year heralded thechanging of the guard for WEAO, with Tim Constantine,CH2M HILL, concluding his term as WEF Delegate forWEAO. WEAO’s newly appointed WEF Delegate, who willserve from 2012 – 2015, is Rosanna DiLabio of Pinchin Environmental,and WEAO’s current past-president. At the WEFBoard of Delegates Meeting (which both Rosanna DiLabioand I – as the senior WEF delegate – attended) we were reintroducedto WEF’s new strategic vision, launched earlierthis year, and how each MA contributes to this new mission, aswell as a vision for WEF.MissionProvide bold leadership, champion innovation,connect water professionals, and leverage knowledgeto support clean and safe water worldwide.VisionWEF: essential to water professionals around the worldGuiding PrinciplesLeadership: inspire and championresponsible water policies and practices.Stewardship: serve the public and the environment throughpromotion of clean and safe water worldwide.Collaboration: work across the water sector to achieve results.Integrity: uphold the highest standards of ethics and excellence.Passion: pursue our mission with unwavering commitment toclean and safe water for all.Critical ObjectivesDrive Innovation in the Water SectorEnrich the Expertise of Global Water ProfessionalsIncrease Awareness of the Value of WaterThrough WEF’s new critical objectives, great emphasis wasplaced on promoting WEF’s WATER’s WORTH IT campaign,particularly during the Leadership Summit. At the CAC meeting,we asked our fellow francophone Canadians for a directtranslation of this slogan. WEF will work on having the balanceof the material translated into French. The theme of focusing onthe true value of water was beyond a doubt evident in this year’sWEFTEC technical program. There were broader topics encompassingwater resource management, conveyance, water reuse,and industrial wastewater treatment, utility-asset management,and sustainability, with the balance dedicated to wastewatertreatment plant technology and operations. As a utility management-assetmanagement practitioner myself, it was refreshingto see WEF, in new partnerships this year with several otherorganizations, such as the National Association of Clean WaterAgencies (NACWA), conduct the Utility Executives Forum.If this year at WEFTEC 2012 – New Orleans was any indication,WEF’s new direction is shifting to a less US-centric organization.The bold leadership of our new WEF Canadian presidentwill serve to further the reputation of Canada’s water industryas stewards of the world’s most abundant fresh water supply. Allin all, WEFTEC 2012 marks the point at which we can be bothproud members of WEAO and WEF and proud Canadians, as wesupport our Canadian WEF president in pursuing the mission toshow that WATER’s WORTH IT, indeed.56 INFLUENTS Winter 2012

WEAO Past PresidentCordell Samuels Assumes WEF leadershipBy Steve Davey, Environmental Science & Engineering MagazineDuring a ceremony on Tuesday, October 2 at the WaterEnvironment Federation Technical Exhibition andConference (WEFTEC) in New Orleans, the WaterEnvironment Federation (WEF) gavel of leadership was passedfrom President Matt Bond (Kansas City, MO) to incomingPresident Cordell Samuels, plant superintendent for theDuffin Creek Water Pollution Control Plant in the RegionalMunicipality of Durham in Ontario, Canada. Over the comingmonths, President Samuels will work to implement the organization’snew strategic initiatives, emphasizing leadership andinnovative water management.“I challenge us all to focus on smarter approaches to managingwater and to look to drive innovation in our priority areas,including nutrient removal and recovery, energy recovery, andstormwater management,” said Samuels. “This will require usnot just to communicate more and to think bigger but to showhow we are ready to adopt new approaches that can provideeven better and more sustainable services.”Samuels is only the third Canadian (and Ontario) citizen tobe president of WEF, following in the footsteps of Dr. AlbertEdward Berry in 1944 and Geoff Scott in 1980. Born in Jamaica,he is also believed to be the first Jamaican president of WEF.To commemorate Samuels’ WEF presidency, the Water EnvironmentAssociation of Ontario, organized a gala receptionduring WEFTEC 2012 at The Sugar Mill in New Orleans. Thisvenue, with its historic brick façade, has successfully hostedconcerts, Mardi Gras balls, sporting events, etc. It was a perfectevening setting for the more than 330 attendees who enjoyedlive Jazz music, while mingling and congratulating Samuels andseveral members of his family who also attended.Samuels has been a WEF member since 1994 and served onthe Federation’s House of Delegates and several WEF committees.He has been an active member of both the Water EnvironmentAssociation of Ontario (WEAO) and the Canadian Waterand Wastewater Association (CWWA), serving as President ofthe Water Environment Association of Ontario in 2005.A member of the Select Society of Sanitary Sludge Shovelers,Samuels has received a number of WEF awards including theHatfield Award in 1996, and the Arthur Sidney Bedell Awardin 2008. He holds Class IV Wastewater Treatment and CollectionSystems Licenses in the Province of Ontario.Samuels received the Higher National Diploma in MechanicalEngineering (H.N.D. Mech. Eng.) from Leeds MetropolitanUniversity in Leeds, Yorkshire, England.Top middle: Ex co-worker, long time friend and WEAO Past President BobPickett (CH2MHILL) with WEF President Samuels (Durham Region) enjoyingthe reception.Bottom left: Durham Region employees proudly surround John Presta DirectorEnvironmental Services Durham Region and Cordell Samuels Plant Superintendent,Duffin Creek, Durham Region.Top right: Samuels’ supportive family celebrates with him in New Orleans!(Yes, we know Chris Browning isn’t related, but he doesn’t!)Bottom middle: In true Canadian style,a specially prepared memento to markthe occasion for Samuels’ guests.Bottom right: A traditional New OrleansJazz band entertains the guests atSamuels’ presidential reception.INFLUENTSWinter 201257

The Great CanadianIcebreaker 2012By Garry O’Donnell, KGO Group Ltd., Chair, Membership and Event Planning CommitteeFrom the moment you walked into the event at Courtof Two Sisters in the French Quarter, New Orleans,you could see and feel the blending of northernCanadian warmth and true Southern hospitality. Betweenthe view of the past, smell of the local culinary delights andsmooth Jazz, it was an evening to enjoy. Not to rub any ‘hotsauce’ into a wound, but, if you did not attend you missedsomething special.The event was well attended, with 288 guests. It waswonderful to see so many of the long-term members and toembrace our new attendees – a perfect blend of the old andnew and what a better place to start off the 2012 Water EnvironmentFederation Technical Exhibition and Conference(WEFTEC).The weather was warm and a bit damp, but this didnot dampen the spirits. From the volume of conversationsamongst the various rooms you knew it was a spirited event.It was obvious that all guests were enjoying themselves andfeeling comfortable in this atmosphere. Our compliments tothe Court of Two Sisters staff who was servicing this event, asall were courteous, helpful and friendly.Once you were settled with your favourite beverage,the tour along the buffet table was more than mouthwatering.To truly appreciate the location “Court ofTwo Sisters” it is worth looking up the history on theInternet at www.courtoftwosisters.com – but I will giveyou a teaser: 613 Royal Street started out being ownedby Emma and Bertha Camors, sisters who once owneda notions and fancies shop there; hence the name liveson today.A special thank you to Julie Vincent for her impeccableorganization of this event – all the behind-thesceneswork is to be complimented. It was also specialto see Julie’s daughter and sister from England there tosupport and work at this event. Now that is a supportivefamily. Good job Julie!Thank you to all who attended this event and foryour continued support. It was a perfect way to startWEFTEC. I hope the remaining week was as enjoyablefor everyone as this special evening.Be sure to mark your calendar for next year:Saturday, October 5 in Chicago!Top: The end of a hectic evening1Top: Enjoying the great food, companyand entertainment at the Icebreaker.Top: L-R Cordell Samuels, WEF President, Diane Sumego, Ohio MA, AdamZebinski, WEF Past President, and Doug Miller.Bottom: Rob Anderson and DerekFrench ask: “Where’s the beef?”Bottom: Mark and Catherine Rupkeat the Court of Two Sisters CanadianIcebreaker in New Orleans 2012.Bottom: Kim O’Donnell, the greatwoman behind one lucky guy:Garry O’Donnell.Bottom: Jazz trio entertaining theattendees at the Great CanadianIcebreaker.58 INFLUENTS Winter 2012

WEFTEC, Trends in the Water Industry,and Innovation in Ontario - An OpinionBy Manuel Alvarez Cuenca, Ph.D., P.Eng., Professor, Head of the Laboratory of WaterTreatment Technologies, Department of Chemical Engineering, Ryerson University, TorontoThe 85th annual Water Environment FederationTechnical Exhibition and Conference (WEFTEC2012), held last month in New Orleans, had a strongCanadian flavour. Cordell W. Samuels, Plant Superintendentfor the Duffin Creek WPCP in the Municipality of Durham,Ontario became the third Canadian (and first Jamaican)president in the history of Water Environment Federation tohold that position.The Canadian flavour of the event was heightened by ateam from Ryerson University’s Department of ChemicalEngineering who placed second (after University of Colorado)among the best North American universities in the PlantDesign Competition. The all-American jury, made up ofprofessional engineers and professors, evaluated the projectssubmitted by the competing teams and the specificationsprovided by municipalities. It is the second time in three yearsthat Ryerson attained such a distinction; a first for a Canadianuniversity.The aforementioned success should not be taken as anindicator of vigorous technological innovation and excellencein Ontario’s water/wastewater industry. Indeed, “the qualityof our research institutions and the weakness of governmentprocurement practices to promoting innovation and commercializationare key concerns,” according to the September2012 report of the World Economic Forum’s Global CompetitivenessRankings. Furthermore, the same documentunderlines that Canadian top executives rank inefficient governmentbureaucracy and insufficient capacity to innovate asthe two top problems. Thus, innovation through governmentprocurement is failing badly. I would add that in Ontariothis has taken place for a very long time and is evident in thewater/wastewater industry. I am not talking about incidentslike those in Walkerton or Kasheschewan among others. I amreferring to something far more detrimental: the inadequateservices provided by both the Ministries of Housing and theMinistry of Environment to facilitate the development andinstallation of effective technologies in Ontario. For example,the costs associated with the design, testing, experimentalvalidation, including the construction of a pilot unit, andintellectual property protection for a decentralized wastewatertreatment plant can easily exceed $750,000. That figuredoes not include the certification fees demanded by the Ministryof Housing and provided only by certification bodiesNSF (Ann Arbour, Michigan) or BNQ (Quebec). Those feesrange from $100,000 to $150,000, an exorbitant figure for asmall business. Thus, if you are a creative professor leadinga small firm and eager to commercialize a good technologythat will replace septic tanks, you must be ready to fight hugefinancial hurdles set up by the Ministry of Housing. Theresult is a climate ruled by regulatory constraints, hostility toinnovation, and protection of obsolete technologies. That isexactly what the World Economic Forum’s report indicates.The formulas for collaboration between industry anduniversity research are not friendly to university researchersbut that issue will be for another day lest I induce intensedepression among the academic readers.Among industrialized nations the term ‘waste’ inwastewater is being replaced by other terms that reflectindustrial and domestic effluents as valuable resourcesfrom which direct power, raw materials, and fuels can beextracted. At the same time, complex molecules present inpharmaceuticals used in chronic ailments are suspected toimpact our health through drinking water. These processesare not new to chemical engineers whose professional(L-R): Dr. Alvarez Cuenca (Academic Adviser), Natasha Niznik (Ryerson SDCTeam Member), Cordell Samuels (2012-2013 WEF President), Maryam Reza(Industrial Adviser) and Nicholas Jones (Ryerson SDC Team Member).Absent: Daniel Baena (Ryerson SDC Team Member)CUBEN in the Laboratory of Water Processing Technologies at RyersonUniversity.INFLUENTSWinter 201259

objective has always been the production of energy andmaterials at the right price with minimum environmentalimpact 1 . Thus, the treatments of industrial and domesticeffluents are increasingly subject to disciplines likethermodynamics, reactor design, chemical engineeringkinetics, membrane separations, etc. These new trendsare asserting their presence in major conferences andpublications. New microbial processes have been discoveredin the last few years that, because of their kinetics, aretransforming the configuration of old bioreactors (oftencalled tanks). These reactors are far more efficient, consumeless energy and require far smaller construction area than theconventional reactors used in the treatment of domestic andindustrial effluents. Some of these issues are being addressedat the Laboratory of Water Processing Technologies inRyerson University.The Compact Upright Bioreactor for the Elimination ofNutrients (CUBEN) 2 is an example of our efforts towardsthis objective. With a vertically staged configuration,CUBEN is a unique example of innovation with respectto conventional horizontal planar designs. CUBEN has asmaller footprint, high nutrient removal efficiency and verylow pumping costs. This new bioreactor requires fewerpumps due to its vertical alignment in which water flowsby gravity from one stage to the other (Anoxic-Anaerobic-Aerobic). A scaled-up version (100,000 L/day) of CUBENis being considered for installation in a Region of DurhamWater Pollution Control Plant in 2013.After attending the technical presentations at WEFTEC2012 and seeing the Student Design Competition results, Ihave concluded that Ontario has the talent to successfullycompete against leading institutions. At the same time,innovation and its commercialization require an atmosphereof far greater effectiveness and fewer administrative obstacles.This demands a deep and active relationship betweenacademic research, government and the private sector.Furthermore, government must provide the coordinationeffort to advance innovation.1. Álvarez Cuenca, Manuel and Reza, Maryam (2012); CUBEN,a novel bioreactor for the removal of nutrients: performanceevaluation; Chapter 4: NATO Science for Peace and SecuritySeries DOI 10.1007/978-94-007-5079-1_4, © Springer2. Alvarez- Cuenca, Manuel and Reza, Maryam (Feb. 2012).Compact upright bioreactor for the elimination ofnutrients (CUBEN); United States Patent Publication No.US2012/0031836A1Past WEAO President, Brian Evans,Recipient of WEF’s Prestigious AwardBy Julie Vincent, Executive Administrator, WEAOWhen the Water Environment Federation (WEF) 2012Excellence Awards were announced, WEAO wasproud to find one of our past presidents on the list:Brian Evans, now living in Abu Dhabi, United Arab Emirates(UAE). Evans became a member of the Water EnvironmentAssociation of Ontario and WEF in 1985. He served the WaterEnvironment Association of Ontario through a variety of rolesculminating as president in 1994 -1995.Evans’ role with WEF began in 1989 when he became amember of the WEF International Committee and assisted inorganizing and moderating the Global Sessions at the WEFAnnual Conference. He subsequently chaired the InternationalCommittee in the 1990s. In the late 1990s, after moving tothe UAE, the International Committee was reorganized withseparate committees for each global region. Evans served asthe Middle East and Africa representative after the reorganization.A subsequent reorganization renamed the committee asthe International Coordinating Committee (ICC). Under thatstructure, he then served as vice chair from 2006 to 2009 and aschair from 2009 to 2012. He organized the New and EmergingTechnologies Specialty Conference in Toronto in May 1995 andserved on the Organizing Committee for the Water EnvironmentTechnical Exhibition and Conference (WEFTEC) AsiaConference in 1998.His service to the WEF internationalcommittees has been long andexemplary. Evans was instrumentalin proposing and fostering the establishmentof the WEF e-membershipcategory designed to encourage lessaffluent members from around theworld to participate in WEF. He isalso actively working toward makingWEF documents more availableelectronically for global benefit. Hiscommittee pioneered the first simultaneous translation sessionfor Spanish-speaking delegates at WEFTEC. He has initiateddiscussions on the global outreach of WEF through electronicmeans with the goal of providing WEF with visibility in thedeveloping countries. His committee is reintroducing RegionalFocus Sessions for WEFTEC and introducing leading-edge topicssuch as the water and food nexus and the three waters concept.Evans was presented with his award in October at theWEF Awards and Presidential Celebration Reception duringWEFTEC® 2012, WEF’s 85th annual technical exhibition andconference in New Orleans, Louisiana.Engelbrecht International Achievement – The Engelbrecht International Achievement Award was named in memory of Richard S.Engelbrecht, who served as Water Environment Federation president in 1977-1978. This award recognizes sustained and significantcontributions to the furtherance and improvement of the activities of the Water Environment Federation in the international field.60 INFLUENTS Winter 2012

WEF’s Water Leadership Institute ProgramAn interview with Fiona MacdonaldWhen Fiona Macdonald learned she had been selectedto participate in the Water Leadership Institute program,she was elated. “I was really looking forwardto the opportunity of meeting people in the industry from acrossthe continent and beyond,” says the Project Engineer/ProjectManager from the AECOM’s Markham, ON office. “It alsoseemed like a good way to build my leadership skills.”The Water Environment Federation (WEF) created the WaterLeadership Institute to encourage innovation and professionalcommitment in those poised to lead the water sector into thechallenges of the coming decades. For its inaugural year, theprogram selected 29 participants from 75 applications.From March to October, the program hosted six monthlyone-hour online sessions on a variety of subjects includingchallenges facing the water industry, leadership styles, communication,innovative financing, sustainability and internationalactivism. “I really enjoyed learning about the key issues affectingwater and wastewater right now,” says Macdonald.In June, the Water Leadership Institute held a face-to-facemeeting in Dallas, TX. Like most of the participants, Macdonaldjoined in by web-cast. The meeting was broken into two sessions,the first addressing the issue of professionalism, while thesecond focused on how to work with different personality styles,especially under pressure.Macdonald notes that one of the many benefits of the programwas the sheer diversity of the participants. The 29 were ofall different ages and backgrounds, some working as consultants,others from utilities.These diverse points of view played an important role in thesuccess of the final group project, which Macdonald describesas a personal highlight of her eight months in the program. InSeptember, participants were divided into four groups, eachtasked with looking at challenges and key issues facing the waterindustry from a different perspective. A mentor was assigned toeach group.“My group examined the issues from a utility point of view,”notes Macdonald, adding that one member was from the UnitedKingdom while the others came from all across the US. “Everyonehad a completely different experience. Even between the USand Canada, these issues can be very different.”She points out that the Greater Toronto Area (GTA) whereshe works is still growing, with plenty of greenfield development.In contrast, many of the American participants reporteda shrinking utility and customer base. As a result, fundingmaintenance is becoming a significant issue south of the border.The New Orleans-based member of Macdonald’s group had particularlyinteresting insights into issues of infrastructure renewaland economic pressure, prompting the group to use that city asa template.After a month of intense work, each group compiled theirfindings into a presentation for the face-to-face meeting scheduledthe day before the 2012 Water Environment FederationTechnical Exhibition and Conference in New Orleans. Macdonaldnotes that what she learned about the issues from otherGraduation of Fiona Macdonald, AECOM - Matt Bond WEF President2011-2012 Presentingparticipants will serve as a useful context for her work on masterplanning projects for cities, regions and the GTA in southernOntario. “Learning from their experience really stood out forme,” she explains. “I realized how important it is to share ourknowledge and collaborate on some of these issues.”Macdonald also foresees that she will be using some of theskills she acquired through the collaborative process of preparingthe presentation. These include how to effectively use teleconferences,file exchange and updating tools. “A lot of this is becomingmore common in the projects that we do at AECOM,” shenotes. “Often, we have to collaborate across different officeswith people we have never met.”She adds that these days, people in the water and wastewaterindustry are particularly stretched. Having to carve out time forthe Water Leadership Institute as an extra activity meant havingto adapt individual tasks assigned to group members.“We definitely learned how to be adaptable and flexible onour final project,” says Macdonald. While participating involveda commitment of a half hour to an hour a week for the first sixmonths, the weeks preceding WEFTEC were very intense withfour to eight weekly hours devoted to the final project.AECOM was very supportive of Macdonald’s taking time toparticipate. The company also paid the $995 tuition for the program,which included full conference registration to WEFTEC.This was Macdonald’s first time participating in the conference.She arrived a day before WEFTEC to participate in theseven-hour Water Leadership Institute meeting. It was the firsttime most participants had the opportunity to meet in person.The morning involved a discussion of professionalism while theafternoon was devoted to the group presentations, followed bya short graduation ceremony. “It is a great concept,” concludesMacdonald. “I think the involvement of more people fromCanada and internationally would only strengthen the diversityand knowledge-sharing within future groups.”INFLUENTSWinter 201261

WEFTEC Operations ChallengeBy Richard Szigeti, City of TorontoThe 2012 Water EnvironmentFederation (WEF) OperationsChallenge competition was heldin New Orleans at the Water EnvironmentFederations’ 85th Annual TechnicalExhibition and Conference (WEFTEC),the world’s largest annual water qualityevent, providing the latest technologies inthe water industry.Now in its 25th year, WEF’s OperationsChallenge has grown from a 22-teamevent to a 37-team, two-division format.OCWA Jets team competing in Collection event.Winners are determined by a weightedpoint system for five events (collectionsystems, laboratory, process control,maintenance and safety) designed to testdiverse skills required for operation andmaintenance of wastewater facilities, theircollection systems and laboratories – allvital to the protection of public health andthe environment.Two teams represented the WEAO:The Ontario Clean Water Agency’sOCWA Jets and the Region of DurhamRegion of Durham Sludge Hammers.Integrity, Excellence, Passion for What We Do.Alberici is a solutions-focused resource with a team of process-basedconstruction and design management professionals. Contact Alberici to bringyour project from concept to completion.1005 Skyview Drive • Burlington, ON • L7P 5B1905.315.3000 • www.alberici.comSludge Hammers. Both earned the rightto compete in New Orleans by placingfirst and second at the WEAO OperationsChallenge competition in Ottawa lastApril.The two Ontario teams competed inDivision 2 against 28 other teams fromCanada, US and South America. Division2 is made up of new teams competing forthe first time and repeat teams that did notfinish in the top three overall the previousyear. Teams in Division 1 have previouslyplaced first, second or third overall or firstin any Division 2 event.This year’s competition saw Ontario’sOCWA Jets finish an impressive secondplace overall in Division 2, with secondplace finishes in the Maintenance and Labevents and fourth place in Safety. TheDurham Sludge Hammers placed a respectableninth out of 26 teams.This year’s 2012 Division 1 (nine teams)champion was Terminal Velocity from theVirginia Water Environment Association,for the third year in a row. Capturing firstin Division 2 (26 teams) were the ReWaBlackwater Bruisers from the South CarolinaWater Environment Association.Congratulations go to members of bothOntario teams. The Ontario Clean WaterAgency’s OCWA Jets team included CoachDennis Rau, Captain Marcel Misuraca,new addition Carly McLellan, Al Robdrupand Tom Nichol. Durham Sludge Hammersteam members included Coach DaveSpiller, Captain Jamie Gratrix, Wade Hunt,Andy Griffin and Scott Meier. Specialthanks to all of their supporting fans whocame out to cheer them on.In 2013, the 23rd Ontario OperationsChallenge will be held as part of the 42ndannual WEAO Technical Symposiumand OPCEA Exhibition on April 7-9 atthe Toronto Congress Centre (Toronto,Ontario).For more information and updates,contact Richard Szigeti, 2013 OperationsChallenge Committee Chair at rsziget@toronto.caTo find out how to enter a team, pleasego to: http://www.weao.org/committees/Operations_Challenge.html62 INFLUENTS Winter 2012

APRIL 7-9, 2013TORONTO CONGRESS CENTRETORONTO, ONTARIOWEAO Technical Symposiumand OPCEA ExhibitionONE WORLD.ONE WATER ENVIRONMENT.THE LARGEST CANADIAN TECHNICAL CONFERENCE FOR THE WASTEWATER INDUSTRY

CONFERENCE AT A GLANCEApril 7-9,TORONTO CONGRESS CENTRE2013Sunday, April 7, 2013DoubleTree by Hilton,Dixon Road -Toronto12:00 p.m.-7:00 p.m.Conference Registration12:00 p.m.-4:00 p.m.Student Design Competition1:00 p.m.-4:00 p.m.PWO Facility Tour4:00 p.m.-6:00 p.m.WEAO AGM6:00 p.m.-7:00 p.m.The Social Hour7:00 p.m.-10:00 p.m.Ice Breaker ReceptionHotel Booking InfoDouble Tree by Hilton - 665 Dixon RoadTel: 416-244-1711Visit: http://doubletree.hilton.com/en/dt/groups personalized/Y/YYZIPDT-WAT-20130406/index.jhtmlDouble Tree Booking Code: WATMonday, April 8, 20138:00 a.m.-4:00 p.m.Conference Registration7:30 a.m.-8:30 a.m.Morning Coffee8:30 a.m.-9:30 a.m.Opening Session9:30 a.m.-10:00 a.m.Coffee Break10:00 a.m.-12:00 p.m.Technical Sessions12:00 p.m.- 2:00 p.m.Awards Luncheon2:00 p.m.-5:00 p.m.OPCEA Exhibition2:15 p.m.-4:00 p.m.Operations s Challenge -Process Control Exam2:15 p.m.- 3:15 p.m.Technical Sessions3:15 p.m.- 4:15 p.m.Coffee Break3:15 p.m. - 5:15 p.m.Student Panel DiscussionCareer Development4:15 p.m. - 5:15 p.m.Technical Sessions5:00 p.m.-7:00 p.m.OPCEA Reception7:00 p.m.-11:00 p.m.Water for People Canada EventTuesday, April 9, 20138:00 a.m.-1:00 p.m.Conference Registration7:30 a.m.-8:30 a.m.Morning Coffee8:30 a.m.-9:30 a.m.Technical Sessions9:30am-5:00 p.m.OPCEA Exhibition9:00 a.m.-3:00 p.m.Operations Challenge9:00 a.m.-12:00 p.m.Operator Certification Exam - Wastewater9:30 a.m.-10:30 a.m.Coffee Break10:30 a.m.-11:30 a.m.Technical Sessions11:30 a.m.-1:30 p.m.Lunch on Show Floor1:30 p.m.-3:30 p.m.Technical Sessions1:30 p.m.-3:30 p.m.Operator Certification Exam - Water3:30 p.m.-4:00 p.m.Coffee Break3:30 p.m.-4:00 p.m.Operations Challenge Awards4:00 p.m.-5:00 p.m.Totally Wasted Game Show6:00 p.m.-7:00 p.m.Pre-Banquet Reception- DoubleTree7:00 p.m.-10:00 p.m.Conference Banquet - DoubleTreeConference Attendee InquiriesWater Environment Association of OntarioJulie A. Vincent, Executive AdministratorP.O. Box 176Milton, ON L9T 4N9T. (416) 410-6933 x1F. (416) 410-1626weao@weao.orghttp://www.weao.orgExhibitor Registration InquiriesOntario Pollution Control Equipment AssociationKelly Madden, Executive AdministratorT. (705) 725-0917opcea@opcea.comhttp://www.opcea.comOperations Challenge InquiriesRichard Szigeti, City of TorontoEmail: rsziget@toronto.ca* Please Note: Conference and exhibitionregistration will not open until early 2013.Please check the web sites for updates

internal affairsthe 2012 canadian stockholmjunior water prize experienceBy Ian McIlwham, CSJWP National Organizeror a Canadian student,the journey to the StockholmJunior Water Prizecompetition begins witha regional science fairfollowed by the annualCanada-Wide (CW)Science Fair in May.Each year, the CanadianStockholm Junior Water Prize (CSJWP)Organizing Committee sets up a technicaljudging panel to select finalists tocompete for the title of CSJWP winnerand advance to the international competition.The National Organizing Committeecomprises of a representative of eachCanadian Water Environment FederationMember Association including theAtlantic Canada Water and WastewaterAssociation (ACWWA), British ColumbiaWater and Wastewater Association(BCWWA), Western Canada WaterEnvironment Association (WWEA),Water Environment Association ofOntario (WEAO), RESEAU EnvironnementQuebec (RESEAU) andCanadian Water and Wastewater Association(CWWA). The CSJWP competitionis supported by Xylem Inc. as thegold sponsor; Prominent Fluid ControlsInc. as the silver sponsor; and EramosaEngineering Inc. and American WaterTerratec Environmental as bronze sponsors.More information on the CSJWPcan be found at http://www.sjwp.ca/.The CW Science Fair is organizedby the national Youth Science Canada(YSC) agency. The CW is held in mid-May at different locations each year.The CW was held in Charlottetown,PEI this year celebrating the fair’s 51stanniversary. Over the weeklong fair,500 finalists competed for hundredsof prizes. Next year’s CW will be heldfrom May 11 to 18 in Lethbridge,Alberta. More information on theCanada Wide Science Fair can be foundat http://www.youthscience.ca/For this year’s event the judgingpanel involved Cindy Toth, Town ofOakville and Jeremy Kraemer, CH2MHILL, as lead judges, assisted by a poolof judges provided by the Canada-WideScience Fair judging committee.Stockholm finalists at the award ceremony.Judges apply a set evaluation processin their review of student projectsthat have been selected to compete forthe CSJWP. It has been very helpfulfor the Canadian panel to work fromthe templates established by our UScounterparts. The selection of the USSJWP finalist has evolved into a ‘stateto national’ series of competitions.The whole CSJWP judging processis documented and submitted tothe Stockholm International WaterInstitute, organizers of the SJWPcompetition, to consolidate informationon how each country chooses itsnational winner and, on the part of theCSJWP organizers, to ensure that theprinciples of fairness and transparencyare applied.At the CW Science Fair, 10 studentprojects were selected to be enteredinto the 2012 CSJWP competition.These were evaluated taking intoaccount scientific thought andunderstanding, methodology, originalcreativity, relevance and visual and oralpresentation. Of these ten, three werechosen to proceed to the next level andprepare an enhanced paper followingthe specific SJWP format for furtherevaluation by the judges. These projectswere:1) Savannah Massimo and NicoleGastle’s A Fibrous Answer to OilSpills. This project was inspired bythe Deepwater Horizon oil spill inthe Gulf of Mexico. Oil-absorbencyof various fibrous materials becamethe basis for designing an innovativeoil-absorbent mat and recoverysystem for remediating an oil spill insensitive aquatic environments.2) Arnaud Desrosiers’ Multi-walledCarbon Nanotubes Bioremediation.This project examined the abilityof hemin and several other bacteriato degrade multi-walled carbonnanotubes (MWCNTs). MWCNTsare very prevalent and can easilyspread in water where they cantransport various pollutants insidetheir cylindrical nanostructure.It also examined the possibilitiesof large-scale applications inwastewater or industrial wastewatertreatment plants.3) Jessie Beaulieu’s RecyclingPolystyrene into a Flocculant forWater Treatment. This projectinvestigated how to recyclepolystyrene by solving problems thatprevent recycling polystyrene frombeing applied in Canada. One ofthe options examined was makingthe polystyrene react with aceticanhydride and sulphuric acid toobtain polystyrene sulfonate thatcould be used as a flocculant incurrent water treatment plants.Based on the final judging results,the project by Arnaud Desrosiers waschosen as the winner of the CSJWP.Jessie Beaulieu, Savannah Massimoand Nicole Gastle were the runnersup,each receiving a $300 prize andcertificate.INFLUENTSWinter 201265

internal affairsArnaud Desrosiers, finalist, and Ian McIlwham,National Organizer.Once the Canadian finalist isselected, preparations for the journeyto Stockholm go into high gear. Arnaudwas very eager to travel to Stockholmto compete with other high-school agefinalists from 28 other countries. TheSJWP international winner receivesa $5,000 (US) award and a crystalsculpture presented by Her RoyalHighness Crown Princess Victoria ofSweden, Patron of the SJWP and a tripto the Water Environment FederationTechnical Exhibition and Conference(WEFTEC) in the United States. Theevent is administered by the StockholmInternational Water Institute (SIWI)and is sponsored globally by Xylem Inc.The SJWP competition is heldannually in Stockholm, usually duringthe latter part of August, in conjunctionwith World Water Week (WWW).WWW attracts 2,500 participantsfrom many countries around the globeto learn about and discuss global waterissues. This year, WWW was fromAugust 25 until August 31.The SJWP involves a jam-packedschedule, starting with project set-upday on August 25, project judgingdays on August 26 and 27, the awardsceremony on August 29, and SJWPfinalist and National Organizer’smeeting and excursion on August 28.This is a very busy week for the studentcompetitors and the national organizerswho have traveled from aroundthe world. The catalogue of 2012SJWP projects and Award CeremonyHighlights can be found at http://www.siwi.org/stockholmjuniorwaterprize.The SJWP judges evaluate eachstudent project three times and, thisyear, the project from Singapore byLuigi Marshall Cham, Jun YoungNicholas and Tiam Tign Carrie-AnneNg on Investigation of the Use ofSodium-Activated Bentonite Clay inthe Removal and Recovery of Non-Ionic Surfactants from Wastewaterwas the winning entry. The projectstudied the feasibility of using sodiumactivatedbentonite clay in removaland recovery of non-ionic surfactants,which cause clogging of sewer systems.The feasibility of recovery of nonionicsurfactants from a bentonite claymixture using alcohols was established.A 90% recovery of alcohol wasachieved.Alonso Alvarez and DaniealBarrientos from Chile were chosenfor a Diploma of Excellence withtheir project on Chilean Salmon:Sustainable Car Food – ReducingSeawater Pollution Through the Use ofAquaculture Industry Waste. The studyinvestigated how salmon waste, whichwas otherwise unsellable, could beused for biofuel production and bringadded value to the industry. The projectshowed that, in addition to cuttingdown on seafloor pollution and ensilingcosts, salmon oil could produce enoughbiodiesel to fuel 78 vehicles for over100 km per day.As Canada’s representative at thisyear’s SJWP, Arnaud Desrosiers didvery well and provided exemplarypresentations on his project. We canbe very proud of his depth of subjectknowledge, efforts and enthusiasticpresence at the competition. The judgesthought highly of his selection of acontaminant of emerging concern,as little research exists in this area.Arnaud was also a hit with fellowstudents during their social events.Arnaud will pursue a bachelor ofbiochemistry and molecular medicineat the University of Montreal thisfall. At the CW Science Fair, healso won a senior silver medal andentrance scholarships to four Canadianuniversities.Along with the student finalists,the SIWI requires that each nationalorganizing committee send a nationalorganizer (NO) representative toStockholm to experience the SJWPcompetition first-hand, support thefinalists and bring back informationfrom the other countries’ nationalorganizers and SIWI. This year, I hadthe pleasure of fulfilling that role.Each year, the NOs hold a meetingat the SJWP competition. Ideas areexchanged on how to improve thenational competitions. The NOs learnfrom each other and enjoy discussionson how each have overcome thebarriers and difficulties that NOcommittees must overcome to holdtheir competitions. Without question,all representatives have consistentlybeen advocates for their students, theireducation system and their country.Obviously, that dedication, passionand commitment are what it takesfor each country to be able to holdits competition and the Canadianorganizing committee has alwaysexemplified these characteristics. ManyNOs face challenges raising awarenessof their competition with teachers andstudents, finding sponsorships, andmanaging the time requirements ofworking with volunteer-based membersor integrating time in an alreadybusy work schedule. Even with thesechallenges, new or innovative ideasalways come forward that all NOs canconsider in their continuing work. Aswell SIWI organizers are fully dedicatedto holding and hosting a high caliberinternational student-focused event andthey are exemplary in their delivery.Many thanks go to SIWI staff membersfor their unwavering commitment tothis event.The yearly journey to Stockholm,which begins at the CW Science Fair,is extremely rewarding for the CSJWPtravellers. Jessie, the runner-up whois in her last year of high school,writes, “Even if I was not chosento go to Stockholm, this was a verygood source of learning to me, and areally beautiful end for the end for mycareer participating in science fairs.”Runners-up Nicole and Savannahwrote, “We worked so hard onour project and it was a thrill to berewarded with a prestigious award.”Arnaud thanked the sponsors, writing,“Science fair is a unique opportunityto prepare for higher education bydoing a project that impassions us. Thisimmersed me in environmental field andall its challenges.”To all those involved with theCanadian Stockholm Junior WaterPrize – from sponsors, to committeemembers, competitors, and the teachersthat work with and develop these youngminds: thank you for your dedicationand commitment.66 INFLUENTS Winter 2012

internal affairsjoint weao/owwa semniaron climate changeCourtesy of OWWA’s Pipelinehe Joint OWWA/WEAO ClimateChange Committeeheld its annualone-day seminaron ClimateChange on October4 at the ToscanaBanquet andConference Centre in Vaughan. Thisyear’s seminar, entitled Climate Change:Impact on Water Resources, includeda Keynote Address by Gord Miller,the Environmental Commissioner ofOntario, presentations by notable environmentalprofessionals, and a moderatedexpert panel discussion.The Environmental Commissioner’sKeynote Address on Climate Change– A Multi-generational Challenge,comprised a review on climate scienceand the consequences of inaction, suchas extreme weather, sea level rise, andocean acidification. The Commissioner’saddress was followed by a presentationby Dr. Syed Moin, who spokeabout an International Joint Commissionstudy on Managing Water Levelsin the Upper Great Lakes. He notedthat climate models forecast a drop inthe Net Basin Runoff, with differencesin precipitation in the Western lakes –less rainfall – and the East – increasedrainfall – around Lake Ontario. Dr.James Bruce, a water industry veteranwho was part of the International Panelin Climate Change delegation thatreceived the Nobel Prize along with AlGore, spoke in broader terms about theimpacts of climate change, specificallyPanel discussion.regarding the Great Lakes. Dr. ToddHowell, a Ministry of the Environmentscientist, presented some of the issuesspecific to water quality in the nearshore of the Great Lakes, including theinfluence of weather, climate patternsand invasive species. All three scientistsidentified the increase in algae bloomsin Lake Erie this past summer, andchanges in the lake that resulted in asummertime fish kill, as real concernsrelated to the impact of climate change.Don Lewis, from Novus Environmental,discussed the local or regionaleffects of global climate change andadaptation strategies, such as wastewaterstream separation. Stormwaterinfrastructure resiliency to climatechange and the benefits of Low ImpactDevelopment (LID) design practiceswere outlined by Sameer Dhalla fromthe Toronto and Region ConservationAuthority. The final speaker ofthe seminar was Bernard Ennis fromProfessional Engineers Ontario. Mr.Ennis discussed the duty of professionalengineers to address climate change. HeSeminar on climate change.argued that engineers should use designbest practices as the key to meeting thechallenges of climate change.The seminar concluded with amoderated panel discussion on theduty of environmental professionals toaddress climate change. EnvironmentalCommissioner Gord Miller, Dr.James Bruce, Dr. Syed Moin, BernardEnnis, and Sameer Dhalla participatedin a very dynamic discussion, whichwas moderated by Dr. Saad Jasim. Asan introduction to the discussion, Dr.Jasim introduced the 2012 Great LakesWater Quality Agreement betweenCanada and the United States, whichincludes an annex recognizing theimpact of climate change on the GreatLakes. The panellists offered insights ona variety of issues from questions posedby audience members.The committee would like tothank the seminar speakers, the panelmoderator and panellists for theirparticipation in an informative andenjoyable seminar. Stayed tuned for the2013 seminar on climate change.Collections committee fall workshop 2012By David Eadie, Stantec Consulting Ltd. and Jeanne Thomsen, Region of Peeln ThursdayOctober 25,the WEAO’sCollectionSystemsCommitteehosted itsfall SpecialtyWorkshop atthe Best Western Milton Inn and ConferenceCentre. This annual event wasonce again well received, with over 50people in attendance from both industryand government sectors.In keeping with the CollectionSystems Committee’s mandate, theworkshop provided an opportunity toexchange knowledge and informationpertaining to the design, construction,operation, maintenance and managementof wastewater and stormwatercollection and conveyance systems.This year’s theme was Collection andConveyance Systems: Emerging Strategiesfor Their Management, Assessmentand Design, which includedthe overarching issue of overcomingfunding challenges. An excellent arrayof speakers, covering governing agencies,academic research, and industryINFLUENTSWinter 201267

internal affairspractice, were assembled to share theirexperiences and visions for the future.After welcoming the attendees,committee Chair Matthew Ballabanintroduced Eric Tousignant, a SeniorWater Resources Engineer with the Cityof Ottawa, to provide an introductionto the city’s comprehensive wet weatherinfrastructure management plan, affectionatelyreferred to as the WWIMP,and its component programs. Tousignantstressed the importance of coordinatedmanagement of inter-departmentalprograms under one umbrella, toharmonize the multi-objective plan forflood protection, growth capacity, andpollution control. Elements discussedincluded dual drainage control, climatechange stress-tests, and subsidy incentives.Education was also emphasized asa critical element to the success of suchan undertaking, especially for politiciansand private-side owners who are necessarilypart of the overall solution.Joe Herman of Stantec ConsultingLtd. brought a US perspective to thegroup by discussing his experiences inthe development of Capacity AssurancePrograms (CAP) for wastewater systems,along with touching on sanitary sewerevaluation surveys (SSES) and infiltrationand inflow (I/I) investigations. Theregulatory environment in the US hasresulted in the need for a mechanismby which new sanitary connections arereviewed for impacts prior to authorization.This informative presentationintroduced the concepts of adequatecapacity, surcharge condition, and acredit banking system as part of a CAP,including many lessons-learned whileenacting such a program.James Jorgensen (AECOM) broughtyet another perspective from the UnitedKingdom, explaining the UK approachto Integrated Urban Drainage (IUD)that emerged from recurring widespreadurban flooding. IUD is an approachto planning or managing an urbandrainage system which leads to anunderstanding of how different physicalcomponents (surface, sewers, rivers, etc.)interact and how different organizationsmust work together for it to operateeffectively. Through several case studies,Jorgensen demonstrated with brilliantgraphics the use of two-dimensionalmodeling software as a tool for conductingthese assessments as well as for communicatingrisk to a diverse audience.The approach first seeks to understandthe risk, then to plan a practical, sustainable,and cost-effective series of watersensitive urban designs to reduce risk,independent of municipal boundaries.Turning from collection systems toend-of-pipe, Rachel Ellerman presentedan overview of Guelph’s monitoringand maintenance program, specific tomanaging sediment removal from thecity’s stormwater management facilities.Ellerman went through the city’srecent experiences with conducting sucha program, including the challenges ofcommunicating the plan to residents,integrating environmental habitat considerations,and managing constructionimpacts, all within a constrained budget.Next, Edward Graham (ColeEngineering) enthusiastically introducedhis research efforts for improvingestimates of Inflow/Infiltration (I/I),including an entertaining videocompilation of Cole’s field teststo quantify flow entering sanitarymanholes due to ponded surface water.Through detailed micro-drainagemodeling of the dual drainage surfaceinteraction using the field test results,improved resolution of proposedmitigation measures can be achieved.Based on recent project success, Grahamadvocated for the engagement of thedevelopment community as an activepartner in helping assess/fund I/Ireduction measures.Daniel Jobin (Kije Sipi) pondered thetopic Yet Another 100 Year Event? byoutlining his research on a paradigmshift from the traditional intensityduration-frequency(IDF) designapproach, to an alternative method fordefining, computing and applying designrainfalls to sizing of wet infrastructure.Emphasizing the substantial temporaland spatial variations of rainfall, Jobinpresented his rigorous analytical resultsfor incorporating these factors to design.The afternoon session kicked off withpresentations from our keynote panelspeakers on the topic of overcomingfunding challenges for maintaining andupgrading wet weather infrastructure.Ted Bowering, Manager of StormwaterManagement for the City of Toronto,provided an overview of TorontoWater’s budgetary processes and capitalforecasting, including addressing thechallenges of reduced revenue fromwater conservation trends, unforeseenunbudgeted pressures, and theresulting depletion of capital financingreserve. Nick Gollan followed with anexplanation of the City of Kitchener’ssolution of enacting a StormwaterUtility to help fund related projects,including overcoming many social andpolitical hurdles. Finally, Linda Petelkaof the Region of Peel discussed thecurrent state of funding, the changingand emerging environment related tointensification and development charges,the benefit of risk models for assetmanagement, and opportunities for newor revised funding streams.To end the day, the presentersengaged in an interactive paneldiscussion on a variety of topics,including private-side partnerships,improved inspection standards,changing perspectives in the insuranceindustry, life-cycle costing of assets,relative costs versus level of service, andthe importance of multi-stakeholdereducation to communicate the risk asa means to help justify the need forfunding.All in all, the workshop broughttogether members of government,industry and academia in anenlightening exchange of experience,research and vision on strategies for themanagement, assessment and design ofcollection and conveyance systems.68 INFLUENTS Winter 2012

another great weao golf tournamentJohnathan Siamandouros, B.Eng., Metex Corporation Membership and Events Planning (MEP) Committee.n ThursdaySeptember 202012, golfersof all calibreswithin ourindustry tookpart in the14th AnnualWEAO GolfTournament held at the ShawneekiGolf Club in Newmarket. This year wehad a special event with a hole-in-onewinner. The weather was good and thetournament started off with a greatlunch and time to socialize, before theshotguns went off (no ‘actual’ shotgunswere fired). Dinner followed the funfilledtournament. After a day withcompetitions at every hole, a Water ForPeople Putting Challenge, and a Hole-In-One winner, we were all ready toeat! Dinner was full of announcements,prizes, great food, and the unbelievablestory of how Don Kemp achieved aHole-in One! It was quite the shot…alow flying screamer that travelledabout 120 yards, and then rolled anextra 50 to drop in Hole #12 for a freePGA Golf trip to Florida worth almost$5000!No one left empty handed, as eachgolfer received some nice prizes. Asalways, people had a great time atWEAO’s biggest social event, andsomething that many really lookforward to. Shawneeki always does agreat job with the food and drink, andmaking everyone feel welcome. Withgolf being the main theme, there wasstill a major focus on the Water ForPeople charity. This was evident in allthe money raised and support shown.Overall, this was yet again another successfor the WEAO Golf Tournament.Sponsorship of each hole was available,with great prizes donated by allsponsors. Congratulations to this year’swinning team, which was a two-someled by Roger Mayo who held the bestscore. Also, a big congratulations tothe most honest team (a.k.a. the worstscore). Remember, attending the tournamentalone makes each participant awinner!Thank you to all helpers of the golftournament: members of the Membershipand Events Planning (MEP)Committee as well as Julie Vincent andAnne Baliva, who devoted a lot of timeto help organize this event. Also, a bigPaul Bongelli shows off his prizes and gifts from avery successful tournament.thank you to the staff at ShawneekiGolf Club for all their hard work aswell as to the sponsors who contributedto this year’s tournament, theWEAO Board members who showedtheir support and, most of all, everyparticipant who took part and reallydrove this event. Without you, none ofthis would be possible. We hope you allhad a great time and that we will seeyou again next year at the 15th AnnualWEAO Golf Tournament!Gary Burrows, WEAO President; Anthony Abbruscato,Chair of the organizing committee - Promotions andEvent Planning (PEP) Committee; and other committeemembers, Johnathan Siamandouros, VanessaChau, Michael Albanese and Xavier FernandesWarming up.Don Kemp celebrating his hole in one withprogram provider Tim Braddock.passing the plungerBy Norma Linkiewicz , Niagara Regionlas the timehas come. Thetwo-year reignof plungerprincess hascome to an end.On September6 at the kickoffto the firstOperations Challenge Committeemeeting, the official plunger was passedon from Norma Linkiewicz (NiagaraRegion) to Richard Szigeti (City ofToronto). Richard Szigeti was officiallyinaugurated as the committee chairand will be serving a two-year term.Richard, we wish you well in your newrole as committee chair.INFLUENTSWinter 201269

internal affairsscada users gather forjoint isa/wef specialty conference orlandoGraham Nasby, P.Eng, PMP, Eramosa Engineering Inc.his past summer,SupervisoryControl andData Acquisition(SCADA) professionalsfromacross the US andCanada gatheredfor a specialityconference focused entirely on SCADA,automation, and instrumentation.SCADA refers to the automated computersystems, instrumentation, wiring,and communication networks that utilitiesuse to effectively control, monitor,and optimize our collective water andwastewater infrastructure. This uniquesymposium encourages collaborationbetween both the water and wastewatersectors, which often use similarSCADA technology as a vital part oftheir operations.The International Society Automation(ISA) Water/Wastewater and AutomaticControls (WWAC) Symposium representsa unique collaboration between theWater Environment Federation (WEF)Automation and Info Tech Committee,the local American Water Works AssociationAWWA section, and the ISA’s Water/Wastewater Industries Division. Theannual ISA WWAC symposium bringstogether SCADA professionals fromboth the water and wastewater sectorsin an environment where they can learnabout new techniques and share ideas.With the recent demise of IMTech, theISA WWAC symposium is now the onlyconference of its kind in North America.As both an ISA and WEAO member,I have had the privilege of leading theorganizing committee that put togetherthe 2012 WWAC Symposium as wellas the planning effort for next year’supcoming 2013 WWAC symposium,which will be taking place August 6-8,2013. (Please see the Call for Abstractsfor a list of Speaking Track topics.)With its 2.5-day format, the WWACsymposium is a highly focused event thatcentres on operational considerationsand design best practices for SCADAsystems. The first day consists of oneor two optional training courses and ano-cost late-afternoon plant tour. This isthen followed by two full days of technicalspeakers, papers, and posters. Thanksto the Tuesday to Thursday timeline,many attendees use the symposium as anopportunity to take a few vacation days,bringing the family along to visit WaltDisney World.As part of the 2012 symposium,a full-day course was offered onidentifying and managing cybersecurityrisks. The course was well attendedwith over 35 operations specialistsfrom across North America attendingthe class. For 2013, a two-day courseon advanced cybersecurity techniquesis planned along with a one-dayintroductory course on flow meterselection and sizing.With a typical attendance of around200, the ISA WWAC symposium offers asmall enough atmosphere to get to knowpeople but enough critical mass to makeit worth attending. This year’s technicalprogram consisted of some 30 papersand presentations, including a keynotespeaker on asset management and twoinvited speakers on cyber security andhigh performance Human MachineInterface (HMI) design. Guest speakersfrom the WEF Automation and Info TechCommittee and the local AWWA sectionalso gave talks about current SCADAtrends in both the water and wastewatersectors.At the 2012 symposium, attendeestoured the brand-new Southern RegionalWater Supply Facility (SRWSF), withcomplimentary bus transportationprovided by one of the symposium’splatinum sponsors. Tour hosts, OrangeCounty Utilities (OCU), brought mostof its operations team out to showcaseits newly opened flagship plant. For the2013 symposium, OCU will host a tourof one of its recently upgraded wastewatertreatment/water reclamation plants.Thanks to recent teaming agreementswith the local WEF Member Associationand AWWA section in the Florida area,the symposium will also offer recognizedContinuing Education Units (CEUs)and Professional Development Hours(PDHs) attendees can use for meeting thecontinuing education requirements fortheir operator and engineering licenses.Reciprocity agreements with other associationstypically allow for these creditsto be used by attendees from across theUS and Canada.The symposium is also a cost effectiveway to get training credits for SCADAprofessionals. Attendees at the 2012symposium received a total of 2.0 CEUs(or 20 PDHs), plus a further 0.7 CEUs(or 7 PDHs) if they signed up for the fullday course on cyber security. A similarnumber of CEUs and PDHs are plannedfor the 2013 symposium.One of the themes of the 2012symposium was how to make better useof the many assets utilities operate andmaintain. The 2012 keynote talk entitledFacing Utility Challenges: ManagingRisk and Addressing Aging InfrastructureNeeds was given by Celine Hyerfrom Malcolm Pirnie/ARCADIS. Hyeroutlined the need to increase the use ofSCADA technology for better monitoringof asset conditions over time and howthat data from the SCADA-system can beused to make more intelligent asset maintenanceand renewal decisions. Touchingon this theme, several symposiumpapers showcased how different SCADAtechniques could be used to accomplishthis goal.Another major theme was the importanceof automation cyber security forSCADA systems. With Ethernet-basednetworks increasingly used in SCADAsystems and remote connectivity becomingmore commonplace, it is more importantthan ever that SCADA networks beadequately secured and protected fromcyber security threats. Along with a fulldaycourse on managing cybersecurityrisks, the 2012 symposium featured aninvited speaker from the ISA99 IndustrialAutomation and Control System SecurityCommittee along with six other speakerson cybersecurity related topics.Also explored at was how to moreeffectively present operational dataon Human Machine Interface (HMI)computer screens. The concept of highperformance HMI was introduced by aninvited speaker who talked about designingcomputer screens around operatortasks and taking human factors intoaccount. The talk included new research70 INFLUENTS Winter 2012

highlights from organizations such theAbnormal Situation Management (ASM)Consortium, Engineering Equipment andMaterials Users Association (EEMUA),Electric Power Research Institute (EPRI),and the ISA101 HMI Design StandardsCommittee with interesting insight intohow operations and maintenance personneluse HMIs as part of their jobs. This isno doubt a topic to be explored furtherat the 2013 ISA WWAC Symposium.Online registration is now available,and is priced at $375/person (with theWEF member discount applied), with ahotel rate of $92/night. The symposiumincludes printed proceedings,complimentary hot breakfasts, buffetlunches, a supplier showcase room,and a catered evening reception. Twooptional training courses are also beingoffered: a two-day intensive courseon advanced SCADA cybersecuritytechniques and a one-day course on flowmeter selection and sizing.For more information about the2013 ISA Water/Wastewater and AutomaticControls Symposium see www.isawwsymposium.com.About the AuthorGraham Nasby, P.Eng.,PMP is a systemintegrator with EramosaEngineering Inc. He is thegeneral symposium chairof the upcoming 2013ISA Water/Wastewaterand Automatic ControlsSymposium, which istaking place August 6-8,2013 in Orlando, Florida.Contact: graham.nasby@eramosa.com2013 ISA Water/Wastewaterand Automatic Controls SymposiumCrowne Plaza Orlando-Universal Hotel.........Orlando, Florida, USA………August 6 to 8, 2013Presented by the ISA Water/Wastewater Industries Division – www. isawwsymposium.comTechnical co-sponsors: WEF Automation and Info Tech Committee and the Florida AWWA SectionCall for AbstractsProceedings will be published and made available to water/wastewater division members, and paperswill be considered for publication in the ISA’s technical journal, ISA Transactions (www.isa.org/isatrans/).Guidelines for Submission• All authors/speakers must pay the speaker registration fee ($125)o The speaker registration fee is a discounted conference rate (regular $425)• 250 word (max 300 words) abstract in US English shall be submitted electronically• Authors must indicate what format they wish to present in:o 30 minute presentation (no paper)o 6-12 page paper and 30-minute presentationo Large format 3 foot wide x 4 foot high poster• Final presentations must be on the supplied symposium PowerPoint template• Final papers must be submitted in MS Word using supplied symposium template• Papers/presentations/posters accepted for presentation and/or publication willrequire completion of ISA Rights and Responsibilities form• Student papers and posters are welcome• The lead author is the main contactSubmissionsSubmit your abstract via email in MS Word format to:abstracts@isawwsymposium.com AND provenzano2@comcast.netDeadlinesAbstracts Due................................................ January 31, 2013Notification of Acceptance......................................................February 20, 2013First Draft Due......................................................................................March 22, 2013Final Draft Due........................................................................................May 15 , 2013A full author information package, along with sample abstracts, templates anda list of topic ideas can be found at www.isawwsymposium.comFor additional information, contact:Graham Nasby, P.Eng., PMP Joe Provenzano, M.Sc. Rodney JonesGeneral Symposium Chair Symposium Program Chair Staff ContactEramosa Engineering Inc. KPRO Engineering Services ISA Symposia+ 1 519-763-7774 +1 203-560-1816 +1 919-990-9418graham.nasby@eramosa.com provenzano2@comcast.net rjones@isa.orgTopics include but are not limited to:Speaking Track 1 – General TopicsInstrumentation: New Technologies and ApplicationsSCADA Security, ISA99, CSET, and Mitigating RisksControl System Redundancy and Robust DesignWireless TechnologiesSystem IntegrationAutomation Techniques for Existing PlantsNew Control System TechnologiesProject Management for Integration ProjectsPlant Case Studies• Plant Upgrades & New Facilities• Control System Upgrades & Replacements• Lessons LearnedProcess OptimizationAutomated Control TechniquesProject Management Lessons for Integration ProjectsSpecific Water and Wastewater ChallengesSpeaking Track 2 – Smart WaterSCADA – Supervisory Control and Data AcquisitionModelling Non-revenue water & collection networksEnergy use modelling and Optimization with SCADACapturing and Evaluating Stakeholder NeedsHMI Design for Operator EffectivenessEffective Use of Multiple HMI ScreensHuman Factors and Control Room DesignIntelligent & Expert SystemsAlarm Management & Alarm RationalizationImplementing of ISA, EEMUA, WEF & AWWA StandardsTechniques to Reduce Nuisance AlarmsCall-Out Alarm Rationalization and TechniquesData Reporting & Presentation Techniques / StrategiesData Management, Historians, and Data RetrievalSCADA and the Current Regulatory EnvironmentMobile HMIs, Tablets, Remote Access, and DashboardsINFLUENTSWinter 201271

internal affairsour ever evolving business: a residualsand biosolids research and regulatory updateA WEAO Specialty Seminar Summary By Janice Janiec, CCA and Valera Saknenko, P.Eng., WEAO Residuals and Biosolids Committeeepresentatives frommunicipalities,provincial government,consultingcompanies andthe residuals andbiosolids industryattended theWEAO SpecialtySeminar Our Ever Evolving Business:A Residual and Biosolids Research andRegulatory Update in Burlington onOctober 29 and 30, 2012. The seminarsought to provide updates on researchand regulatory aspects relating to thesustainable management of biosolidsand residuals.The first day of the seminar focusedon research updates. The presentationof the WEAO video, “Biosolids:Naturally Sustainable”, developed bythe Residuals and Biosolids Committeeas a public education tool, kickedoff the seminar and set the tone for thetwo days. The video provides the stateof the science and regulation surroundingthe use of biosolids on agriculturalland, and many of the researchers andgovernment officials appearing in thevideo presented their work over thetwo days. The video can be found onthe WEAO web site at www.weao.org,and a presenters’ guide is also availableto assist with video presentation anddiscussion facilitation.The second paper, by D. Lapen ofAgriculture and Agri-Food Canada(AAFC), focused on pharmaceuticaland personal care product ingredientsas a contaminant end point in landapplied biosolids. The paper focusedspecifically on risk assessment ofoffsite transport of biosolids-derivedcontaminants, persistence of thosecontaminants in the environment, andmanagement of biosolids applicationsto help reduce soil, surface and groundwaterpollution.L. McCarthy of Ryerson Universityreported that, based on laboratoryassessment of land-applied municipalbiosolids, no deleterious impact toenvironmentally relevant indicatororganisms was found. Furthermore,this type of work fills an existing gapin the research. The use of multi-organism,environmentally relevant bioassaysadds scientific veracity to assessing thesustainability of the land-applicationprocess, and confirms the sustainabilityof biosolids application to agriculturalland.B. Hale presented University ofGuelph research, investigating impactof land application of lime-treatedseptage. The findings show that limedseptage could be applied not only toacid soils, but to alkaline soils as well,as it has limited impact on soil pHregardless of the soil’s initial pH orinitial buffer pH.J. Knecht, Water EnvironmentResearch Foundation’s (WERF’s) Directorof Business and Subscriber Development,was unable to attend due to theweather, but Michael Payne graciouslystepped in to deliver the presentation.The presentation included updates onseveral WERF Biosolids Programs,including Investigative Protocol, PathogenRisk Assessment and Risk Communications,Trace Organic Chemicals inBiosolids-Amended Soils, MinimizingMercury Emissions in Biosolids Incinerators,Deep Well Placement of Biosolidsand Brine, and Biosolids to Energy.Can we really kill pathogens inbiosolids? B. Örmeci of CarletonUniversity finds that pathogen survivaldepends on temperature, soil type,texture, moisture, oxygen and pH,competition from indigenous microfloraand exposure to sunlight. However, noknown pathogens were detected after10 months and there were no evidenceof long-term persistence of pathogensor migration of pathogens to groundwater.Presentation by O. Ward on Lystektechnology, its extension to variousorganic resources and applications concludedthe first day of the seminar.Following the technical program,many speakers and attendees enjoyed anetworking reception at a nearby pub.Although the media coverage of HurricaneSandy making landfall in NewJersey at that time was daunting, theconversation was lively and enjoyed byall who braved the wind and rainfall inBurlington, Ontario.The second day covered a varietyof regulatory updates. The session wasopened by a lively joint presentationfrom M. Payne of Black Lake Environmentand D. McComb of the OntarioMinistry of Agriculture, Food andRural Affairs. The presentation providedan update on Non-AgriculturalSource Materials (NASM) plan development,including the number of certifiedplan preparers, number of planssubmitted and approved, approvalturnaround time and accuracy of plansdeveloped. The presentation also coveredlessons learned over the 22 monthssince the regulation was implemented.Three papers were presented by theMinistry of the Environment (MOE),72 INFLUENTS Winter 2012

providing valuable informationand updates of various regulatorydocuments.The paper Canada-Wide Approachfor the Management of WastewaterBiosolids was presented by S. Bonte-Gelok, who provided information onthe Canadian Council of Ministersof the Environment (CCME) and theBiosolids Task Group, its mandate,finished documents and publicconsultation process. In addition, asummary of the recently approveddocument titled Canada-WideApproach for The Management ofWastewater Biosolids was provided.C. Goode provided an overviewof how the Ministry is transformingenvironmental permits, licensesand approvals, and described theEnvironmental Activity and SectorRegistry proposal for Non-HazardousWaste Transportation.Updates on Ontario’s compostguideline and regulatory frameworkwere presented by E. Smith. Itwas noted that the new compostframework provides updatedcompost 3.375 x guidelines 4.625 1/4 to help vertimprovecompost operations and reduce odourproblems. Revised best managementpractices and guidance for facilityoperators, municipal waste managersand ministry staff is also addressed.D. Mueller of the Canadian FoodInspection Agency (CFIA) providedan overview of the Modernization ofFertilizers Regulations that has beenrecently undertaken by the CFIA.Among the proposed regulatoryamendments are removals of efficacyand quality provisions, amendmentof definitions, revision of exemptionsfrom registration, modernization ofSchedule II, streamlining of labelingrequirements, and simplification ofsubmission format and extension ofthe registration period.The final presentation wasfrom the Residuals and BiosolidsCommittee on the update of theWEAO Residuals and BiosolidsAward criteria. The new criteriaare very inclusive, allowing forapplications from a broader sector ofthe biosolids and residuals industry.For more information, check out thearticle on the new award criteria inthis issue of Influents or the WEAOwebsite at www.weao.org.Day two concluded with an openpanel discussion, with the speakersproviding a great wrap-up to theevent.In addition to providing thetechnical program and networkingopportunities, our program andattendees generously supportedWater For People Canada (WFPC).In lieu of speakers’ gifts, a donationin honour of each presentationwas made to WFPC, and speakersreceived WFPC water bottles andnewly designed lapel pins as a tokenof appreciation. Don Hoekstra,WFPC Committee Chair, was onhand to sell water bottles, andt-shirts designed with poignantwater-related messages. All-in-all,the seminar raised just under $1,000in support of the important work ofWater For People Canada.Comments from those inattendance indicate that the programwas well-organized and providedvaluable information, essential tothose working in the industry. If youmissed the seminar, please note thatthe presentations are available on theWEAO website.Membrane BioreactorsWith over 300 SaniBrane MBR installations worldwide,Sanitherm has the expertise to determinethe best fit for your requirements.Over Sixty-five Years ofExcellence in Water andWastewater TreatmentSolutionsManufacturer of water and wastewater treatment equipmentT: 1-888-821-5451 E: sanibrane@sanitherm.comwww.sanibrane.comINFLUENTSWinter 201273

OPCEA News2013 OPCEA ANnual general meeting to featurebarry siskind, renowned exhibit staff trainerOntario Pollution Control Equipment AssociationPCEA’s 2013 Annual GeneralMeeting will be held on Tuesday,February 5 at the Mississauga GrandBanquet and Convention Centre,35 Brunel Road, Mississauga from10:00 am- 4:30 pm.NEW FOR 2013!! This year’sAGM will feature morning andafternoon training sessions, byrenowned tradeshow expert, Barry Siskind. Details of Barry’spresentation are shown below. PLEASE NOTE THE NEWSCHEDULE.Schedule of events10:00 am – 12:00 pm Barry Siskind presentation12:00 pm – 1:00 pm Luncheon1:00 pm – 3:00 pm Barry Siskind presentation3:30 pm – 4:30 pm General meetingAGM Topics: Treasurer’s ReportDirectory ReportGolf Tournament2013 Tradeshow/Conference UpdateOPCEA Website and NewsletterNomination and Election of New DirectorsThe OPCEA board requires three director positions to befilled. Nominations for the 2013 executive will be taken fromthe floor. Should you wish to nominate members prior to theAGM, please email their names to opcea@opcea.comTwo members of each member company can attend thetraining sessions and AGM at no charge. Please RSVP thenumber of people from your company who are attending(names not required) to Kelly Madden, OPCEA ExecutiveAdministrator as soon as possible. Additional persons frommember companies may attend at a cost of $25 each.Minutes of the 2012 AGM are posted on www.opcea.com.How you can be more successful exhibitingat the 2013 WEAO/OPCEA trade showBarry Siskind, President of International Training andManagement (www.siskindtraining.com), is one of NorthAmerica’s most sought-after consultants and speakers and aninternationally recognized trade and consumer show expert.Over the past 28 years he has traveled throughout the worldworking with thousands of clients in virtually all industrygroups, both in the private and public sectors, helping themimprove their results at trade and consumer shows. Each year,Barry delivers over 100 keynotes, workshops and seminarsaround the world.Working at a show is different from doing business in thefield. No matter how proficient your sales skills are when itcomes to working an exhibit, you need to translate your existingskills into techniques that work at a show.At the 2013 OPCEA AGM Barry will provide valuableinsights on how you and your staff can achieve the following:• Set realistic and measurable personal and corporate objectives.• Transform your booth into a must-see experiential environmentthat projects the right message, while attracting the right audience.This will include techniques on how exhibitors can stand out inthe crowd, differentiating themselves from the competitors whoare vying for attention from the same visitors.• Identify the three zones of interest: general, potential and genuine.• Create an experience for everyone walking the trade show floor.• Find out how to proactively approach delegates, project the rightmessage to the right audience and develop instant rapport on theshow floor.• Discover the six steps for qualifying visitors by using the acronymA.C.T.I.O.N. and gathering six bits of information in threeminutes or less.• Develop a meaningful booth presentation in the limited timeavailable, integrating features and benefits while leaving thevisitor wanting more.• Gather information with the use of a lead card.• Learn three techniques to disengage quickly and confidently.• Develop strategies to disseminate your collateral materials,premiums and other exhibiting tools.• Incorporate special features such as hospitality anddemonstrations.• Discover tools available to evaluate and measure results.Attention OPCEA andWEAO Members:Your wastewater treatment plant photo couldbe featured on the cover of the 2013 OPCEAMembership Guide!The Ontario Pollution Control Equipment Association(OPCEA) needs your help in providing a wastewatertreatment plant photograph for next year’s directorycover. The photo contest is addressed exclusively towastewater treatment plants located in Ontario. Thewinner of contest will have his/her name, company,wastewater treatment plant name and location listedon the inside cover of the 2013 Membership Guide.Contest photos can be sent to Dale Jackson of ACG/Envirocan at dale@acgtechnology.comPhoto Details: Each photograph submission mustbe in portrait layout in order to suit the membership guidecover. Resolution should be 300 dpi at 10 cm wide.Contest Closes: Thursday, January 31, 201374 INFLUENTS Winter 2012

OpCEA ProfileMark lemieux:a passion for pumpst was not long after graduating from Ryerson’sMechanical Engineering program in 1990 thatMark Lemieux discovered his true calling. “Secondto motors, pumps are the most common equipmentfound in the pollution control industry,” saysthe Operations Manager and co-owner of ProSpecTechnologies Inc., which distributes a full line offluid handling equipment and related services tothe industrial, commercial and municipal markets.Before founding the company with partners Dave Melocheand Neil Flanagan in 1994, Lemieux worked as a sales personfor Smart Turner Pumps, reviewing municipal specificationsand quoting on centrifugal pumps. It was not long before hehad worked his way up to the position of Ontario Sales Manager,with a focus on selling pumps to the province’s municipalmarket. He then spent two years with KSB Pumps.“I really enjoyed calling on engineering firms, getting theproduct specified, reviewing specifications, and calling onmechanical contractors and operators,” recalls Lemieux.At the same time, he became involved with the Ontario PollutionControl Equipment Association (OPCEA), running thetrade show and presenting seminars on pumps. “Having theopportunity to present a paper on pumping fluids in the pollutioncontrol industry at the 1996 WEAO Technical Symposium wasvery rewarding,” he notes. “I really have a passion for applyingcentrifugal pumps.”The following year, he became president of OPCEA. “Ihad the opportunity to meet some really great people,” recallsLemieux. “The Association, the trade show and the golf tournamentall provide a wonderful opportunity for smaller firms todevelop relationships in the industry.” The trade show has continuedto grow, eventually venturing into larger venues.ProSpec has also continued to expand. Starting with threecommissioned sales people representing Gould’s and EbaraPumps, the company has grown to 15 employees and more than10 pump lines. “We repair, offer site service and test pumps toHydraulic Institute standards and to the requirements of theAmerican Bureau of Shipping (ABS) and Lloyd’s Register,” addsLemieux, adding that the company recently obtained ISO 9001certification.He notes that this is an exciting time to be working inthe pollution control industry. “We see a trend toward theintegration of higher technology solutions into the treatmentprocess and more emphasis on the consideration of equipmentefficiency, operating costs and total cost of ownership – not justinitial capital investment,” he explains.Lemieux points out that, over the past 20 years, there havebeen greater changes in wastewater treatment than in pumpdesign. However, pumps have an important role to play in theongoing push to get the most filtration while using the leastamount of energy. This focus has driven the use of variablefrequency drives on centrifugal pumps. These are coupled withintelligent flow systems that work with any pump to provideadvanced process control resulting in energy cost reductions ofup to 65%.“The challenge that we have is thatwhen you apply new electrical technologyto old existing pumps, you have to figureout how to minimize vibrations,” he pointsout. Low-cost wireless predictive condition monitoringequipment provides continuous online monitoring, alertingoperators via email or telephone when there is a problem.Other progressive changes have been made to pump usage.These include the use of more environmentally friendly oilsand the development of better heat-resistant seals. Freshwater is no longer required for cooling when these advancedsealing methods are used.The partners at ProSpec have a keen appreciation for thevalue of fresh water. In fact, for several years the companyhas been involved in donating pumps to groups doing work inAfrica, bringing fresh water to those less fortunate.Meanwhile, Lemieux continues to oversee the dailyoperation of ProSpec, performing all the duties related to hisposition as Operations Manager. While management nowconsumes most of his time, he is as passionate as ever aboutpumps. “I have my hands in the operation of a mid-sizedbusiness, he says, but onsite trouble shooting of pumpingproblem is still what I enjoy the most.”Second to motors,pumps are the mostcommon equipmentfound in the pollutioncontrol industry.s-463.pdf 1 12-02-03 8:17 AM6415 Northam DriveMississauga, ON L4V 1J2Phone: (905) 678-2882Fax: (905) 293-9774Email: sales@spdsales.comwww.spdsales.comFor over two decades SPD Salesteam has remained dedicated tothe promotion; supply and supportof instrumentation andchemical feed products for theprocess control market. Ourhighly trained and qualified personnelprovides full technicalapplication and product supportto industries and municipalities,putting forward thehighest quality products andinstrumentation solutions forour clients. We build strong,long lasting partnerships withour clients by providing comprehensiveproduct support andcalibration services.INFLUENTSWinter 201275

Operator ProfileMike MacLean:education as opportunitys soon asoperator MikeMacLean realizedhe could useeducation to substitutefor halfhis training experiencerequirements,nothingcould hold him back. Since joining thewater and wastewater industry a year anda half ago, he has completed his Level II inboth Collections and Treatment.“I did not realize true happiness until Igot the job I have now,” says the 36-yearold.MacLean started working in manufacturingat the age of 21. Eight years later,deciding he wanted more from his workinglife, he registered in night school toprepare for a job in the quality-engineeringdepartment. He had been in his newposition barely a year when the companydecided to relocate operations to Mexico.Without the opportunity to gainmore experience in quality engineering,MacLean was unable to find another jobin this field. “I decided that I definitelywanted to go back to school,” he recalls.Realizing that there were opportunities inwater and wastewater, he set out to earnhis operator-in-training (OIT) certificatesthrough a one-year System Utilities programat Mohawk College.He had barely finished his certificationwhen the Toyota plant called him. “So Iended up going back to manufacturingright after school,” he says. “But aftereight months at Toyota, my body could nolonger take it.” Along with carpal tunnelsyndrome and tennis elbow, he sufferedfrom a herniated disc that left him bedriddenfor months.Then, six days after back surgery, theRegional Municipality of Niagara calledto offer him a position. “I put on a backbrace and went into work,” he says.After 10 months at the Welland WastewaterTreatment Plant (WWTP), MacLeanwas hired by the Port Weller WWTP inSt. Catharines. MacLean now works as asystem operator, putting in 160 hours permonth, including several 12-hour shifts,some on evening and weekends. “For thefirst time, this is not a job I am going tobe able to learn in two days,” he notes.“There is always something you are goingto see that you have never encountered.That is what I like about it.”He adds that the sheer size ofthe Region provides tremendousopportunities. Stretching from Fort Erieto Grimsby, thearea encompassesapproximately430,000 people anda number of different plants. “The Regionpays for our education,” MacLean pointsout. “It is a great place for someone whowants to learn or to better themselves.”Unlike working in larger plants, workingat a smaller regional facility allowsoperators to learn about the entire process.“I have to know everything about the collectionsystem and the treatment system,not just parts of it,” says MacLean. “I amglad to be able to work the whole scope.”Thanks to this exposure to a widevariety of incidents, he has had the opportunityto experience many different ‘firsts’in his 18 months on the job, includinghis first storm and his first power outage.“You are not fully prepared because theseare things you have never experiencedbefore,” says MacLean. “It is a really goodexercise because you learn so much everytime.” For instance, in early September, theauger at the headworks snapped. Whilethe rags quickly accumulated, problemswere compounded by a power outage at alagoon in Niagara-on-the-Lake.“Once you have dealt with situationslike that a few times, it becomes secondnature,” says the operator.At the same time, he never takes anyof the work he does for granted. He hastremendous respect for the responsibilityof keeping sludge and sewage from hittingthe ground, a situation that would belabeled as an environmental disaster. “Animportant part of my job is to make surethe environment is safe,” says MacLean.Inspecting a sample of crystal cleartreated water and comparing it to theoriginal influent still amazes him. He isequally impressed with the plant’s reuseof treated water for washing equipment,captured biogas for heating boilers anddewatered biosolids for agricultural use.MacLean takes great pride in his role inthe process. He plans to continue learningand furthering his education as anoperator. From the first day he started hisnew career, he has set his sights on thehighest certification. For MacLean the goalis simple: to be the best operator he canpossibly be.76 INFLUENTS Winter 2012

EOWWA/WEAO PWO SoutheasternRegion Conference Oct 23 & 24, 2012By Stephen King, President, PWO Southeast Region – Utilities Kingstonoperators cornerhe second annualEastern OntarioWater WorksAssociation(EOWWA)/WEAOPWO SoutheasternRegion Conferencewas held in QuinteWest (Trenton)Ontario on October 23 and 24. After thesuccess of last year’s conference and ofjoining up with the EOWWA, we werehoping for another good turn out, andwe were not disappointed. This year’stheme was SAFE 24/7, which ties inperfectly with our work environmentand our personal safety. After all, we canall use new information. The turnoutwas the highest we have ever had, with155 delegates on October 23 and 145delegates on October 24. There werealso 66 supplier’s booths. The two daytotals are October 23: 245 and October24: 236.This year’s conference was chairedby Matt Tracey, Manager of Water/Wastewater for the City of Quinte West.The first day started with greetings andupdates from the Ontario Water WorksAssociation (OWWA) and greetings fromWEAO/PWO. The delegates participatedin the Operators Challenge, hosted byDarryl Annis, Metcon Sales & EngineeringLtd. and Wayne Harrison, SiemensW&T. The competition involved amultiple-choice question test that endedin a tie with a very exciting five-questionplay off.The delegates then had time to visitthe suppliers’ exhibits and to networkwith other operators. Then it was timefor lunch, compliments of the City ofQuinte West. The program after lunchincluded greetings from the Mayor anda Councilor from The City of QuinteWest. The keynote speaker was EdGriffin, Manager of the Ministry of theEnvironment (MOE) Drinking WaterCompliance Safe Drinking Water Branch.His topic was Moving Forward – Transitioningthe Sewage, Stormwater andPrivate Wells Programs within the MOEfrom Operations Division to DrinkingWater Management Division. The secondspeakers were Alan R. Perks and TrishJohnson from R.V. Anderson. The titleof their presentation was Perth’s Progress– The Tay River Improvement Plan.They were followed by Aptie Sookoofrom The Ministry of Health who spokeabout Risks on Health: Working inWater/Wastewater. After the interestingspeakers, we embarked on a tour of theTrenton Water Treatment Plant, followedby an enjoyable and well-attendedhospitality event, hosted by all our greatsuppliers on the exhibit floor.The second day started with BruceCarlin, Supervisor, MOE as our firstspeaker. The topic was Working withSAC. He was followed by Karen Santucci,CRSP, Manager, Health Safety andSystems Operations, Utilities Kingstonwho spoke on Traffic Control and Asbestos.Participants were then given anotheropportunity to visit the suppliers’ exhibitsand to network with fellow operators.On the second day, lunch was providedby EOWWA/WEAO. The afternoonspeaker was Aziz Ahmed P. Eng. Supervisor,Approvals and Licensing MOE, whoaddressed the subject of Permit Amendments.The conference wrapped up withthe awarding of door prizes, followed byclosing remarks.I would like to thank Karen Cellucci(EOWWA), Julie Vincent (WEAO),Matt Tracy (EOWWA), as well as allmembers of the EOWWA Committee,and WEAO. A special thank you to thedelegates and suppliers who support theconference every year – we cannot dothis without you!We hope to see everyone next fall inPerth for the 56th Annual Conference.INFLUENTSWinter 201277

Member Newsin memoriamwilliam ‘charles’ fergusonMarch 31, 1938 - June 28, 2012t is with great sadnessthat we announce thesudden passing of aPast-President of theWater EnvironmentAssociation of Ontario,Charles Ferguson, after ashort illness and relatedcomplications while onvacation in Germany.Born in Kingston, Ontario, Charliegrew up as a ‘Sudbury’ boy withmining in his blood. He built thefoundation of his career by completinghis undergraduate degree as aCivil/Sanitary Engineer at MichiganTech, followed by graduate training inOccupational Health and Safety at theUniversity of Toronto.Charles was elected to be a Directorof the WEAO in 1976 and went on toserve as President from 1980 to 1981.He was also inducted into the ranks ofthe prestigious 5S Society of Ontario.In his working career in 1965 hejoined Inco Ltd. Appointed Director ofEnvironmental Control of the OntarioDivision in 1973, Charlie eventuallyleft Sudbury and moved to thecorporate office in Toronto as Directorof Environmental Affairs in 1977.By 1991, Charlie was elected Vice-President of Environmental Healthand Safety, a position he held until hisretirement from Inco in 2000.Charlie’s love and commitment tothe environment reached far beyondInco. He was deeply involved in environmentalaction, provincially, federallyand around the world. He was onthe cusp of sustainable development inthe mining industry. One of his proudestaccomplishments was working onthe Sustainability Panel in the late ‘80sas part of the Bruntland commission.Charlie also chaired the EnvironmentCommittee of the Mining Associationof Canada, where he was instrumentalin developing the first environmentalpolicy for any mining association inthe world and was engaged with manyother related organizations and taskforces. He was honoured for his lifetimeachievements in improving environmentalperformance in the miningsector by the environmental groupPollution Probe. More importantly, hewas eager to share his knowledge andwas seen as an active mentor to manyin the industry.In addition to his profession, Charliewas equally passionate about hisfamily and his cottage and was alwaysworking hard at one of them. Whetherhe was knee-deep in triple mix orpine needles, building a sand box forhis grandchildren or going out of hisway to care, support and occasionallyrescue his family members, the lovehe had for the things he consideredimportant in his life was obvious toanyone.Charlie could engage in conversationwith anyone and was alwaysready to laugh. He was interested inold wooden boats, watching boxingand basketball and always had agarden or construction project on thego. But Charlie was at his happiestsurrounded by family at the cottage,with a big bowl of spaghetti and aBudweiser.He will be missed tremendously byhis wife Delores, whom he referred toas “the best thing that ever happenedto him” and all of his family.Toronto • EdmontonKitchener • HalifaxKingston • Cincinnatiwww.xcg.com• Water Resources• Hydrology• Water Supply• Water Treatment• Municipal Infrastructure• Wastewater Treatment• Groundwater Investigations• Surface Water Investigations• Source Water ProtectionVisit xcg.com for more information.INFLUENTSWinter 201279

Regulatory newsanother big budget bill,more big changesBy Juli Abouchar and Joanna Vince, Willms & Shier Environmental Lawyers LLPhis summer, wewrote aboutchanges to Canada’senvironmentallegal landscapeintroduced by BillC-38, and theirsignificance to theCanadian EnvironmentalAssessment Act (CEAA) and theFisheries Act.CEAA, 2012 is now in force, withregulations designating projects requiringenvironmental assessment (EA) in place.Fisheries Act amendments are coming intoforce in two phases. Phase one has alreadyoccurred, with no date set for Phase two.In the midst of this overhaul of environmentallaws, Ottawa introduced Bill C-45,the Jobs and Growth Act, 2012 for FirstReading on October 18, 2012, introducingfurther amendments to CEAA, 2012 andthe Fisheries Act, most significantly, substantialchanges to the Navigable WatersProtection Act.Is your project in?(Canadian EnvironmentalAssessment Act, 2012)CEAA, 2012 was enacted in much thesame form as first proposed in Bill C-38.The old ‘triggers,’ including, for example,federal funding, Fisheries Act and NavigableWater Protection Act permits forEA, are eliminated. Now, only ‘designatedprojects’ are required to submit a projectdescription to the Canadian EnvironmentalAssessment Agency, the CanadianNuclear Safety Commission (CNSC) or theNational Energy Board.Designated projects are major projectslisted on the previous ComprehensiveStudy List. There has been muchdiscussion as to whether the designatedproject list accurately reflects thoseprojects that should be required toundergo environmental assessment. Thefederal government has stated plans togather public and stakeholder commentson the designated projects before makingamendments.Phasing in (Fisheries Act)Amendments to the Fisheries Act havereceived a lot of attention and generatedan equal amount of confusion, particularlyon how amendments are cominginto force. Bill C38 amendments are setto occur in two phases. Already in force,Phase I amendments are relatively minor.Phase Two includes more controversialchanges, including protectingcommercial, recreational and Aboriginalfisheries, instead of fish habitat, andincreasing potential fine amounts. Forfirst offences (individuals) minimumfines range from $15,000 to $1 millionfor indictable offences; for small revenue‘corporations’ (including municipalities)from $75,000 to $4 million; and forall other corporations, $500,000 to $6million. Fine ranges would double forsubsequent offences.The proposed definition of‘Aboriginal fisheries’ put forward in BillC-38 focused on fishing by Aboriginalpeople for ceremonial purposes. In anattempt to address concerns, Bill C-45will alter the definition to include fishing“for the purposes set out in a landclaims agreement entered into with theAboriginal organization.”We expect significant controversyaround the definition of Aboriginalfishery. Who defines an Aboriginalfishery? How will the proposeddefinition impact Treaty and Aboriginalrights? Has the Crown adequatelyconsulted Aboriginal people regardingimpacts this revision may have onAboriginal and Treaty rights?Fewer waters in (NavigableWater (Protection) Act)The latest budget bill proposedsignificant changes of its own. BillC-45 introduces major amendmentsto the Navigable Waters ProtectionAct (NWPA), the first being a namechange.The proposed act would no longerapply to all navigable waters. Amendmentswould dramatically narrow theNWPA’s oversight and review provisionsto a much smaller number of prescribednavigable waters. The NWPAcurrently requires that every project ona waterway in Canada receive federalgovernment approval. Proposedamendments under Bill C-45 wouldnarrow the application of the NWPAto just 100 lakes and coastal areas and62 major rivers from among millionscrisscrossing Canada. 1Proposed amendments set out theapplication and approvals processnecessary for construction, placement,alteration, repair, rebuilding, removalor decommissioning of a work “in,on, over, under, through or across anynavigable water that is listed in theschedule” to the revised statute. 2The proposed amendments• institute a fee system to recovercosts;• allow administrative penaltiesto be levied;• add additional offences to theenforcement provisions; and• expand the types of ‘minor’ or‘designated’ works (yet to be defined)that are exempt from the impactassessment and approvals process(although not the other requirementsof the Act).To obtain written approval, an ownerof a project on a designated waterwaymust file a notice with the Minister ofTransport and pay a fee, (even if thework has already begun or has beensubstantially completed). 3 In turn, theMinister will assess whether the project“is likely to substantially interferewith navigation,” taking into accountany relevant factor, including: 4• the characteristics of the navigablewater in question;• the safety of navigation;• the current or anticipated navigationin that water;• the impact of the work (forexample, its construction, placement,alteration, repair, rebuilding,removal, decommissioning,1 The number of lakes larger than three square kilometres is estimated at close to be 31,752 by the Atlas of Canada, with 561 lakes with a surface area larger than100 km2. There are between two and three million Canadian lakes of all sizes, and many more streams and rivers.2 Section 3 of NWPA, as amended by C-45.3 Sections 5(1)-(3) of NWPA, as amended by C-45.80 INFLUENTS Winter 2012

maintenance, operation or use) onnavigation; and• the cumulative impact of the workon navigation in that water.An owner of a work impacting a nonlistednavigable waterway can choose to‘opt in’ to the review process. 5Yet to be defined, designated(or minor) works will not requireMinisterial approval but must stillcomply with the requirements of theact. 6 As part of previous revisionsto the NWPA, which took effect inMarch 2009, the Minor Works andWaters Order enabled certain low riskworks (i.e., cottage docks, erosioncontrol works, aerial and submarinecables, water intakes, etc.) that metcertain criteria to be pre-approved.The revised act will include moreclasses of minor works, coveringspecific low-risk construction. The fulllist of proposed amendments is postedon the Transport Canada website.In addition, the Minister maydesignate any coastal area, lake orriver (or parts of those waters) listedin the schedule as ‘minor waters,’exempting projects from the formalapprovals process. 7Amendments include duty to notifythe Minister if a work causes (or islikely to cause) serious and imminentdanger to navigation, as well as dutyto take corrective action. If the ownerfails to take steps, the government canstep in, take action and pass on coststo the owner.As with CEAA and the FisheriesAct, new penalty provisions areproposed for the NWPA, includingadministrative environment penalties.Any person who contravenes aprovision to be designated byregulation is liable to a fine of up to$5,000 for an individual and up to$40,000 in any other case. Thesepenalties complement existingenforcement provisions in the act.Over the next year, the StandingSenate Committee on Fisheries andOceans will study issues relating to thefederal government’s evolving policyfor managing Canada’s fisheries.Despite extending the deadline to nextSeptember, there are no scheduledmeetings of the committee at thistime. DFO has told the committeethe Department is planning amajor restructuring of its work andapproach.The coming months will beinteresting. The new federalenvironmental regulatory approachcovers less of the environmentbut includes higher penalties forthose areas it does protect, puttingsignificant weight on command andcontrol for environmental protection.Experience in Ontario has shown usthat weak regulatory oversight in timesof budgetary restraint can have tragicresults, providing a cautionary noteas the federal government developsits new policies to protect Canadianfisheries and waters.Juli Abouchar is anEnvironmental LawSpecialist certifiedby the Law Societyof Upper Canada.She was AssistantCommissionCounsel to JusticeO’Connor duringthe Walkerton Inquiry, serves as amember of the CTC Source ProtectionCommittee and is a Director of theOntario Clean Water Agency.Joanna Vince isan associate atWillms & ShierEnvironmentalLawyers LLP. Shehas a B.Sc. (Hons)in biology andenvironmentalscience, a J.D.,and a Certificate in EnvironmentalStudies. She has commented to theprovince on numerous governmentregulations, plans and negotiationsinvolving water issues.4 Section 5(4) of NWPA, as amended by C-45.5 Section 4 of NWPA, as amended by C-45. In the press release, Transport Canada explains “The proposed amendments will … allow proponents of works in unlistedwaters to opt-in and seek approval of their proposed work to give them additional legal certainty by allowing them to choose.”6 Section 10 of NWPA, as amended by C-45.7 Section 28(2)(b) of NWPA, as amended by C-45.8 Sections 12(1)-(2) of NWPA, as amended by C-45.9 Section 39 of NWPA, as amended by C-45.CEAA 2012: The New Realityfor Federal Environmental AssessmentBy Dianne Damman, MA, MCIP, RPP, D.C. Damman and Associates and Laurie Bruce, Planning Solutions, MA, MCIP, RPPhe CanadianEnvironmentalAssessment Actwas originallyproclaimed in1995 (CEAA1995). Thegeneral purposeof this legislationwas to ensure that the environmentaleffects of projects were assessed andthat they would not result in significantadverse environmental effects before thefederal government took any action toenable a project to proceed to implementation.Recently, federal environmentalassessment legislation has undergonesubstantive changes. The CanadianEnvironmental Assessment Act, 2012(CEAA 2012) was proclaimed in force onJuly 6, 2012. CEAA 1995 and associatedregulations were repealed and replacedwith a significantly different regime.The following outlines some keyconsiderations and requirements ofCEAA 2012.Projects subject to CEAA 2012Under CEAA 1995, a federalenvironmental assessment was requiredif the federal government:• was the proponent for a project;INFLUENTSWinter 201281

Regulatory news• provided financial assistance forthe project;• granted an interest in land (i.e.,sale, lease or otherwise disposal ofland); or• exercised a regulatory duty inrelation to a project such as theissuing of a permit.These were commonly referred toas ‘triggers.’ In order for CEAA1995 to apply to a project, therehad to be a project (as defined in thelegislation), a federal authority and atrigger. There were multiple federaldepartments acting in the capacityof a Responsible Authority (RA)(i.e., the federal department thatwas responsible for ensuring thatan environmental assessment of aproject was conducted). Fisheries andOceans Canada commonly acted asan RA since many projects requiredan authorization under Section35(2) of the Fisheries Act. TransportCanada was another common RAdue to the requirement to obtain anapproval under the Navigable WatersProtection Act.Under CEAA 2012, projectsthat require a federal assessmentare prescribed by regulation inRegulations Designating PhysicalActivities. If a project is not listedin this regulation, it routinely willnot be subject to CEAA 2012. Incases where proponents are uncertainregarding whether their specificproject is included, they shouldcontact the Canadian EnvironmentalAssessment Agency (Agency).The physical activities thatare listed on this regulation, forall intents and purposes, arecomparable to those listed on theformer Comprehensive Studies ListRegulations. The regulation identifiesactivities associated with majorprojects that have a greater potentialfor environmental effects. Examplesof these physical activities includelarge manufacturing processes,mining, oil and gas pipelines andlarge-scale infrastructure (e.g.,railways, all-season public highways).One example of relevance forWEAO members is the inclusion ofprojects involving the construction,operation, decommissioning andabandonment of a facility forthe extraction of 200,000 m 3 /year or more of ground water oran expansion of such a facilitythat would result in an increase inproduction capacity of more than35%.In addition to physical activitiesidentified in the RegulationsDesignating Physical Activities,the Minister of the Environment(Minister) also has the power todesignate a project to be subjectto an environmental assessment ifthere is the potential for adverseenvironmental effects or there arepublic concerns related to thoseeffects.Determination offederal environmentalassessment requirementAs a first step, proponents mustsubmit a description of theirproposed project to the Agency.Upon receipt of a proponent’scomplete project description, theAgency has 45 days to determine ifa federal environmental assessmentwill be required – this process isreferred to as a ‘screening’ (note:‘screening’ under CEAA 2012 hasa different meaning than the sameterm under CEAA 1995). There is anopportunity for the public to providecomment on the project during thisscreening process. The Agency mustpost a notice of its decision on theCanadian Environmental AssessmentRegistry Internet (CEARI) site.Types of environmental assessmentsThere are two types of environmentalassessments under CEAA 2012 -Standard EAs and Review Panels.Within 60 days of the start of anenvironmental assessment, theMinister will determine if the projectshould be assessed by a ReviewPanel. If a Review Panel is held, thereis a 24-month timeline within whichthe panel must conduct its review.If a project is subject to a StandardEA, the federal government has 365days from the commencement of anenvironmental assessment by theAgency to the final environmentalassessment decision.Key featuresFocus on potential environmentaleffects under federal jurisdictionUnder CEAA 2012, the environmentalassessment must considerthose matters that are within federaljurisdiction, including the potentialadverse environmental effects on:• fish and fish habitat;• aquatic species;• migratory birds;• federal lands;• effects that cross provincial orinternational boundaries;• effects that impact on Aboriginalpeoples, such as their use of landsand resources for traditionalpurposes; and• changes to the environmentthat are directly linked to ornecessarily incidental to anyfederal decisions about a project(from Canadian EnvironmentalAssessment Agency web site).TimelinesUnder CEAA 2012, there aretimelines for the completion ofall environmental assessments, aspreviously noted. The Ministerhas the authority to extendthese timelines under certaincircumstances. The timelines referto the activities of the federalgovernment and Review Panels, notto the time required by a proponentto undertake the environmentalassessment.Enforceable EA decision statementAt the end of the environmentalassessment process, the RA issuesan enforceable decision statementthat outlines the decision and anyconditions that the proponent mustcomply with. The RA must post thisdecision statement on the CEARIsite. Non-compliance with theconditions in a decision statement isa violation of the legislation and maybe subject to fines.Public participationWhile there are opportunities forpublic participation throughout theenvironmental assessment process,there are several key points ofcontact. The first opportunity forpublic participation is when theAgency is conducting a screening todetermine whether an environmentalassessment is required. In addition,there is an opportunity for thepublic to review and comment ondraft environmental assessmentreports. Review Panels are requiredto hold public hearings to provide anopportunity for the participation ofinterested parties.82 INFLUENTS Winter 2012

Aboriginal peoplesThe role of Aboriginal peoples is avital element of CEAA 2012. Thedefinition of ‘environmental effects’specifically addresses potential effectson Aboriginal peoples by requiringan examination of changes to theirhealth and socio-economic conditions,physical and cultural heritage,current use of lands and resources fortraditional purposes, and structures,sites or things that are of historical,archaeological, paleontological orarchitectural significance.Mandatory follow-upFollow-up programs to verifypredicted environmental effectsand the effectiveness of mitigationmeasures are mandatory for allenvironmental assessments.Substitution and equivalencyCEAA 2012 contains provisions forcooperation with provinces. In somecases, it may be possible to substitutethe federal process with a provincialenvironmental assessment process.The Minister would have to besatisfied that the provincial process isan appropriate substitute and wouldapprove the substitution, upon requestby the province. With substitution,the Minister retains decisionmakingauthority at the end of theenvironmental assessment process.Cabinet can also exempt a projectfrom the application of CEAA 2012if it is concluded that a province willundertake an assessment process thatis equivalent to the federal process.In that instance, no environmentalassessment decision is made by theMinister.ResponsibilitiesUnder CEAA 2012, there are onlythree RAs – Canadian Nuclear SafetyCommission (CNSC) (for nuclearprojects), the National EnergyBoard (NEB) (for internationaland interprovincial pipelines andtransmission lines) and the Agency(for all other designated projects).The key responsibilities of the Agencyinclude:• conducting a screeningto determine whether anenvironmental assessment isrequired and posting this decisionon the CEARI site;• ensuring that an environmentalassessment for a designated projectis conducted and that a reportis prepared, with a draft reportposted on the internet for publicreview and comment; and• finalizing the report, taking intoaccount public comments, andsubmitting the final report to theMinister.Subsequent to receiving the finalreport, the Minister makes a decisionregarding whether the project islikely to cause significant adverseenvironmental effects, taking intoaccount the implementation ofmitigation measures.RegulationsIn addition to the RegulationsDesignating Physical Activities,the following describes the otherregulations that have been approvedto date.Prescribed informationfor the description of adesignated projects regulationsProponents of designated projectsare required to prepare a projectdescription. This regulation outlinesthe specific information that must beincluded in this project descriptionand should be used as a guide byproponents.Cost recovery regulationsThese regulations apply to designatedprojects that are subject to a ReviewPanel. The regulations outline coststhat the Agency can recover fromproject proponents, during the courseof the assessment process.Projects on federal landsA federal authority must not carry out anon-designated project that is on federallands, or carry out any power, duty orfunction (e.g., provide funding or issuea permit), until it determines that theproject is not likely to cause significantadverse effects. Federal authorities mustundertake a project review to make thisdetermination; however, this is not aformal environmental assessment.Guidance regarding the scope andlevel of detail for this project reviewhas not yet been issued by the federalgovernment. An inter-departmentalcommittee has been formed to develop apolicy approach to address this matter.CEAA and water andwastewater projectsWith the changes to the federallegislation, fewer water andwastewater projects will be subjectto CEAA 2012. Under CEAA1995, many municipal projectstriggered the requirement for afederal environmental assessment.For example, where federalfunding was provided, CEAAwas ‘triggered.’ Some municipalprojects may have triggeredCEAA due to a requirement fora regulatory approval under theFisheries Act or the NavigableWaters Protection Act. Withthese triggers no longer partof the federal regime, the onlyprojects that will likely require anassessment under CEAA 2012 arethose included on the RegulationsDesignating Physical Activities, aspreviously noted.Dianne Damman, MA, MCIP, RPPis Principal of D.C. Damman andAssociates. Her firm specializesin federal, Individual and ClassEnvironmental Assessments andthe coordination of multi-jurisdictionsenvironmental assessments,as well as public and stakeholderconsultation and facilitation.Laurie Bruce, MA, MCIP, RPP isPrincipal of Planning Solutions.She has an interest in advancingenvironmental and sustainabilitygoals of organizations. She hasworked with federal departmentson the development of practicesand procedures to improve theeffectiveness and efficiency oftheir EA activities.Dianne and Laurie oftencollaborate on project and policyinitiatives.Contact Information:Dianne DammanD.C. Damman and Associatesddamman@kw.igs.netPhone: 519-745-9227Laurie BrucePlanning SolutionsLaurie.Bruce@sympatico.caPhone: 416-223-0023INFLUENTSWinter 201283

end of the pipeHydraulic Wasting, COD vs BOD 5 ,Eight Questions Operations Should Ask,Good Modelling Practice and SRT Controlf you have a question,would like to answer aquestion, or would like tocomment on an answer,just send an e-mail messageto influents@weao.org. We would like tothank Gustavo Arvizu(Genivar) who has editedthis column since we started it.How to control solidsretention timeFor a species to survive in a reactor, itmust propagate faster than it is wastedfrom the reactor. The mean time in thesystem is the solids inventory dividedby the mass wasted. This is referredto as the mean cell residence time(MCRT) or sludge age.This is the fundamental controlparameter for an activated sludgesystem.There are two approaches tocontrolling activated sludge processes:system sludge mass control andhydraulic control of sludge age. Thesetwo methods are described below:System sludge mass controlThis is by far the most commonmethod and it involves maintaining atotal sludge inventory in the system.Wasting is done from the bottom ofthe secondary clarifiers (i.e. from thereturn activated sludge/waste activatedsludge (RAS/WAS) line). The totalsludge inventory is the sum of themass in the bioreactor and secondaryclarifier.This control approach involveskeeping the Mixed Liquor SuspendedSolids (MLSS) concentration in thereactor at some specified value thatwould result in the desired mean cellresidence time.(V*MLSS) + (h*A*MLSSb)MCRT =Q * WASWhereMCRT = Mean Cell ResidenceTime (or Sludge Age) indaysV = Volume of aeration tankor bioreactor in m 3MLSS = Aeration tank MixedLiquor Suspended Solids inmg/Lh = Average sludge blanketheight in mA = Surface area of secondaryclarifier (blanket) in m 2MLSSb = Average solids in sludgeblanket in mg/LQ = Volume wasted per day inWASm 3 /day= Solids concentration inWAS (RAS) in mg/LMany operators ignore the mass inthe clarifier because (a) the blanketlevel rises and falls during the day (b)the clarifier is designed not to hold alarge amount of solids and/or (c) theycan run their plant without knowingthe sludge inventory in the clarifiers.They make the assumption that thismass does not change significantlyfrom day to day so they will ignore itin their calculation.If we remove the mass in theclarifier from the equation, then onlytwo solids measurements are requiredto determine the MCRT: the MLSSand the WAS solids concentration.MCRT = (V*MLSS)/(Q*WAS)The disadvantage of this approach isthat is that two sludge measurementsmust be made: one of the bioreactor(MLSS) and one on the returnactivated sludge line (WAS). The WASconcentration will vary depending onthe sludge blanket depth in the clarifierso more than one sample may have tobe taken over a shift.The advantage of this approach isthat the volume wastage is lower thanif the waste sludge was wasted fromthe bioreactor. This is particularlyimportant for plants with short (4 to 6day) sludge ages.Hydraulic control of sludge ageHydraulic MCRT control is when thesludge is wasted from the bioreactor,not the RAS line. This is commonlydone out west where the MLSS isoften wasted to dissolved air flotationthickeners. In this case, the wasteactivated sludge concentration isequal to the MLSS concentration,which simplifies the calculation of theMCRT.MCRT = (V*MLSS)/(Q*MLSS) = V/QThe advantage of this is that if anoperator wants a 10 day MCRT, theywaste 1/10 of the volume of the reactoreach day. If they need a 20 d MCRTthen 1/20 th of the reactor would bewasted daily. This is why hydraulicwasting provides a simpler and moreaccurate control of the bioreactor.The operator does not even need tomeasure the MLSS concentration inthe reactor very often.Scum and foam are trapped and entrained in WAS. Selective wasting box when tank is empty. Scum baffle direct scum to entrance to WAS box.84 INFLUENTS Winter 2012

end of the pipeThis control approach is irrespectiveof the flow through the plant. If theorganic loading to the plant per dayremains constant, then the sludgeconcentration would remain constant.If the loading increases, the sludgeconcentration would also increaseautomatically to maintain the sameMCRT. This allows monitoring thelong term variations of the organicload on the plant.This control approach is almostmandatory for plants with biologicalphosphorus (P) removal. A biologicalP removal plant is typically operatedat the shortest sludge age required tomaintain the ammonia limit in theeffluent.Selective wastinghydraulic control of sludge ageThe next refinement is selectivehydraulic wasting. Many nutrientremoval plants used to suffer fromexcessive accumulation of biologicalfoam. This is because there was no wayto waste the foam-forming organismsfrom the system and they had (by someestimates) 20 to 30 days to propagateeven though the MCRT was less than10 days.Hydraulic wasting led to selectivewasting. The urban legend I heard asa young engineer was that a Canadianoperator was contemplating thisproblem while soaking in his hot tub.He noticed that the leaves that fellfrom the trees into his hot tub were‘selectively’ removed over a floatingweir at the edge of the tank. He tookthis idea to his staff who fashioned asimilar device for the aeration tankand voila – no foam. This is a designfeature that is incorporated into manynew activated sludge plants. Becausea large volume of water is pulled fromthe surface of the aeration tank, thefoam is dragged out of the aerationtank and trapped in the thickenedsludge.The down side is that the hydrauliccapacity of the WAS mechanicalthickening equipment must be doubled.This can be accomplished by runningthe system 24/7 or switching to theprimary tanks when no one is thereto monitor the operation of thethickeners.The next step in control is to wasteon the basis of the effluent ammoniaconcentration. That will requirediscussion in another column.What is the differencebetween BOD 5 and COD?The five day Biochemical OxygenDemand (BOD 5) test is a bioassaymeasurement (ASTM WK28466) or anempirical test (Standard Method 5210)of biochemical oxygen demand (BOD)of surface waters, treated and untreatedwastewater, and industrial wastewater.The terms ‘bioassay’ and ‘empirical’refer to the fact that test result dependson the microbial population in thesample. In other words, if the populationis killed or the microbes consumemost of the readily-available carbonbefore the test is started, the measuredBOD 5will be low compared to theresults of a properly done test.Chemical oxygen demand is theamount of a specified oxidant thatreacts with a sample under controlledconditions. An oxidant is a chemicalcompound that removes oxygen fromanother compound (e.g. organic material).The oxidant used in the COD testis potassium dichromate (K 2Cr 2O 7).Therefore, if you were to conducta series of tests on the same sample,we would expect that the variabilityin the BOD 5results to be much higherTORNADO ®Heavy Duty Rotary Lobe PumpsLearn more.than that of the COD test. The rule ofthumb is that the BOD 5test is at best±10% to 20% while the COD test is±5%.The downside of the COD test isthat it does not distinguish betweenorganic material that is biodegradableand unbiodegradable. The downsideof the BOD5 test is that the differentmicrobes in the sample consumeorganic material at different rates sothe results are biased towards materialsthat can be consumed in five days.The European Union’s UrbanWastewater Treatment Directive setsstandards for secondary effluent usingboth tests: 25 mg/L BOD 5and 125mg/L COD. The Directive also setsminimum removal percentages acrossthe plant for both tests.References• ASTM WK28466 – New TestMethod for Standard Methodfor 5-DAY BIOCHEMICALOXYGEN DEMAND OFWATER• ASTM D1252 - 06(2012) StandardTest Methods for ChemicalOxygen Demand (DichromateOxygen Demand) of WaterDesigned for the highest Operational Reliability with lowlife cycle costs, maintenance in place, and featuringNETZSCH GSS-Technology - a positive separation betweenproduct and gear box.• 3 Ranges• 12 Models• 0 - 4400 gpmNETZSCH, the world market leader with 60 years ofexperience and over 500,000 progressing cavity pumpinstallations worldwide. With sales, production and serviceon 6 continents ensuring customer support to provideNETZSCH Canada, Inc.Tel: 705-797-8426email: info@netzsch.cawww.netzsch.caNETZSCH Pumps & Systems - Solutions you can trust 85INFLUENTSWinter 2012

end of the pipe• American Public Health Association.(1991). Standard methodsfor the examination of waterand wastewater. 22nd Edition.,COUNCIL DIRECTIVE of21 May 1991 concerning urbanwaste water treatment (91/271/EEC) (OJ L 135, 30.5.1991. p.40.).What is ‘hard COD’?There does not appear to be arigorous definition of ‘hard COD,’as it is a colloquial term. The termis often used to describe the residualof COD present in a secondaryeffluent that is not associated withthe biological solids. It could includeboth the inert non-treatable fractionand the fraction of more difficultto-treatmaterial not treated at aparticular wastewater treatmentplant.The material may be synthetic (i.e.industrial) in origin or it may be aby-product of biological treatment. Ifthe COD:BOD 5ratio of a wastewateris high (e.g. >2.5:1), then thereis likely a significant fraction ofsomething in the sewage that thebiological process will not remove.What are the eightquestions operationsshould ask of a design?An OPMAN (Operation/Maintenance) reviews a designto ensure that it can be operatedeffectively and maintained safely.The following eight questions shouldbe asked of a design at the pre-designand 30% design stage:OperationalIs this item of plant intended to beoperated automatically or manually?Is there sufficient access to enable theintended operational function to becarried out?Can the plant be operated safely withthe number and qualifications of staffavailable?New to my bookshelf:IWA task group on goodmodelling practiceFollowing the fourth IWA World WaterCongress (2004), the InternationalWater Association (IWA) formed atask group to develop a Scientific andTechnical Report (STR) on how to useactivated sludge models. The task groupwas formed by the merging four groupsalready working on this issue:1. Hochschulgruppe Simulation (a groupof Germans speaking PhD studentsand researchers);2. modellers involved in the developmentof the Water Environment ResearchFoundation’s “Methods for WastewaterCharacterization in ActivatedSludge Modelling”;3. STOWA (Dutch acronym for theFoundation for Applied WaterResearch in the Netherlands); and4. BIOMATH research group fromGhent University, BelgiumThe STR provides guidance on theprocess of planning and executingsimulation projects.The modelling community inCanada played a key role in thedevelopment of this document includingLeiv Reiger (Envirosim), Imre Takacs(Dynamita), Evangelia Belia (Primodal),John Copp (Primodal) and OliverSchraa (Hydromantis). HydromantisEnvironmental Software Solutions, Incwas one of the project sponsors.In the acknowledgements, specialmention is made of Hélène Hauducwhose PhD thesis sits within reach on mybookshelf. Hélène received her doctoratefrom the Université Laval (Québec) andEcole Doctoral Abies (Paris).MaintenanceCan the plant be isolated (bothmechanically and electrically) formaintenance, in accordance with theclient’s safety rules?Are the process implications of theproposed isolation acceptable?Is there sufficient access to enablemaintenance to be carried out safely?Has sufficient, correctly-rated, andadequately- positioned lifting equipmentbeen provided?Can the plant be maintained safely withthe number and qualifications of staffavailable?In the case of modelling, wedeveloped the tools first. After years ofusing models, the Task Group pulledtogether the industry’s experience andwisdom and summarized it into anoutstanding 281 page report. We knowthat there were countless hours donatedto produce this document and we tip ourhat in thanks to all who were involved.ReferencesIWA Task Group on Good ModellingPractice. (2013). Guidelines for usingactivated sludge models. London,UK: IWA Publishing. The Task Groupconsisted of Leiv Reiger, Sylvie Gillot,Günter Langergraber, Takayuki Ohtsuki,Andrew Shaw, Imre Takács andStefan Winkler.Hauduc, H. (2010). THÈSE pourobtenir le grade de docteur délivré parL’Université Laval (Québec) Départementde Génie Civil et Génie des Eaux,Faculté des Sciences et Génie et L’Institutdes Sciences et Industries du Vivant et del’Environnement (AgroParisTech) http://modeleau.fsg.ulaval.ca/fileadmin/modeleau/documents/Publications/PhD_s/hauduchelene_phd.pdfwww.weao.orgHave you visitedWEAO’s website?It contains a completeCalendar of Eventsthat details all WEAO/WEFevents and activities.Simply click on ‘Calendarof Events’ from the homepage and reference our‘Upcoming Events’ areaon the right hand sideof the home page.86 INFLUENTS Winter 2012

WEAO AWARDS PROGRAM FOR EXEMPLARYRESIDUALS & BIOSOLIDS MANAGEMENTare now being accepted!Submission Deadline: February 7, 2013The purpose of this awards program is to recognize and promotemanagement in Ontario.AWARD CATEGORIESAwards will recognize excellence demonstrated bypractitioners in one or more of the following categories:1. Full-scale operating residuals or biosolids program.2. Technology Development.4. Public Outreach and Knowledge Transfer.Nominations for awards may be submitted by anyoneincluding the nominee, WEAO members, municipalities,consultants, researchers, the general public, or otherinterested parties. Nominees do not have to bemembers of WEAO.Nominated entries may include both individuals andgroups from either private or public organizations thatdemonstrate excellence in the area of residuals &biosolids management. This includes but is notnecessarily limited to producers, users, land appliers,researchers, technology developers, haulers, andfarming organizations.Completed nomination packages must be submitted toPast Recipients:2004 Belle-River/Maidstone2004 Domtar Inc. (Cornwall Mill, Ottawa/Hull Mill)2005 City of Sarnia/ N-Viro Systems Canada Inc.2006 Regional Municipality of Niagara2006 Nonquon River WPCP (Regional Municipality Of Durham)2007 Terratec Environmental & City of Toronto2008 Regional Municipality of Durham2008 Town of St. Marys/Lystek2008 Oxford County2009 Regional Municipality of Durham & Terratec Environmental2010 Township of Bonnechere Valley Nutrient Management Facility2011 Regional Municipality of HaltonVisit www.weao.org for more details or contact Shirley Anne Smyth at telephone: 905-336-4509 or by email:shirleyanne.smyth@ec.gc.ca for more information.

CWWA REportnew executive director at the cwwaBy Robert Haller, Executive Director, Canadian Water and Wastewater Associationt is my pleasure to introducemyself as the newexecutive director at yourCanadian Water andWastewater Association(CWWA). I am pleasedto have been given thisopportunity to tell youa little bit about myselfand share some of my thoughts for thefuture of the CWWA.I come to this position with 20 yearsof experience as a senior municipaladministrator, so I feel well-qualified tospeak on behalf of municipal utilities,especially smaller communities. Myrole as a Town Manager/CAO mademe a jack-of-all-trades in municipalgovernment which certainly helps inmy new leadership role at the CWWA.Throughout my municipal career,I have had a passion for water andwastewater issues. I have served on theSource Protection Working Group forthe St. Lawrence River and as a municipaladvisor to the Ontario Clean WaterAgency, and I received my Mastersin Public Administration – focusingon water policy – in the wake of theWalkerton tragedy. Most importantly, Ican relate to the front line, understandinghow all these national policies andprograms are played out at the locallevel and how the local utility mustimplement new programs, meet newregulations while somehow financingeverything internally.Since May 1 of this year, I have beenon a whirlwind tour across the country,hitting water events in Victoria,Calgary, Winnipeg, Toronto, Hamilton,Montreal and Charlottetown, as well asvisiting Portland Oregon and attendingthe Water Environment FederationTechnical Exhibition and Conference(WEFTEC) in New Orleans. Unfortunately,I came on board just after theWEAO conference, but I will do mybest to be there next spring.While it was great to meet so manypeople and to provide a face to theCWWA outside of Ottawa, the mainpurpose of my travels was to listen.Because it is so easy to get lost in the‘alphabet soup’ of associations outthere, I had to figure out what was theCWWA, what is our unique niche andwho we represent. It is understoodthat water and wastewater are servicesdelivered at the municipal level under(primarily) provincial legislation, butthe federal government has been playingan ever-increasing part in thesematters and there is certainly a growingrole for a nationalassociation. First,we serve the waterand wastewatercommunity in Canada by just beingthe body that brings together playersfrom coast to coast. We can facilitatea national dialogue and support thesharing of best practices amongst allour regional partners. We certainlyhave some work to do to be relevantto all municipalities, large and small,and to better serve our private sectormembers too. We can do this throughour website, publications, workshopsand national conferences.However, the main emphasis I heardacross the country was a call for astronger national voice and a unifiedmessage delivered on the federal scene.As we develop a new strategic plan forthe CWWA, this call for more effectiveadvocacy has to be at the forefront. Wehave initiated discussions with all ourregional associations and are receivinggreat support from our partners at theWater Environment Federation (WEF)and the American Water Works Association(AWWA) as we forge ahead toa more-effective CWWA. Stay tuned toour Bulletins and the CWWA website asthe new plans begin to develop.Is brought to you by the 2012Communications Committee RosterGustavo Arvizu, P.Eng. – NP, GENIVARPreya Balgobin, P.Eng. – R.V. Anderson Associates Ltd.José Bicudo, Ph.D., P.E. – Region of WaterlooCharlie Chen, P.Eng. – NP, AECOMEmil Cocirla, B.Sc. – Webmaster, Can-Am InstrumentsPatrick Coleman, Ph.D., P.Eng. – Chair, AECOMCraig Cullen – Director of Public Works, Town of PrescottBob Fields, CET – Public Works and Environmental ServicesDepartment, Norfolk CountyLouise HollingsworthSimon Hopton, P.Eng. – Region of PeelGreg Jackson – ACG Technology Ltd./Envirocan WWT EquipmentCo. Ltd.Catherine Jefferson – WEAO Executive DirectorGeneviève Kenny, P.Eng. – R.V. Anderson Associates Ltd.Carlyle KhanJeremy Kraemer, Ph.D., P.Eng. – Board Liaison, CH2M HILLSarah Laidlaw – Associated Engineering Ltd.Erin Longworth, P.Eng. – NP, AECOMPaul McLennan, P.Eng. – Gamsby and Mannerow Ltd.Rick Niesink – Operations Liaison, Regional Municipality ofNiagaraNatasha Niznik – NPAlvin Pilobello – NP Liaison, AECOMJan Schade, B.Sc., PMPPeter Takaoka, P.Eng. – R.V. Anderson Associates LimitedLeila Tootchi – NPBrian Topp, P.Eng. – Hollen Controls Ltd.Edgardo Tovilla, M.Sc., P.Eng. – Ministry of the EnvironmentTonia Van Dyk – C&M Environmental Technologies Inc.88 INFLUENTS Winter 2012

OCSIproblems.....and solutionsBy Carl Bodimeade, P.Eng. Chair, OCSI, Hatch Mott MacDonaldhe Ontario Coalitionfor SustainableInfrastructure(OCSI) bringstogether the combinedresources ofsix well-establishedorganizationsto work towardsustainable infrastructure in Ontario:Municipal Engineers Association (MEA),Municipal Finance Officers’ Association(MFOA), Ontario Good Roads Association(OGRA), Ontario Public WorksAssociation (OPWA), Ontario WaterWorks Association (OWWA), Water EnvironmentAssociation of Ontario (WEAO).The mission of the Coalition is the promotionof safe and sustainable infrastructure.In Ottawa, a 3.6-metre-wide pipe collapsedunder Highway 174, resulting ina sinkhole that swallowed the car of anunsuspecting motorist. The driver crawledout unhurt. Surprisingly, the sewer is only50 years old, less than what we wouldnormally expect as a design life.In Toronto, the sky is literally falling,as chunks of concrete plummet from theGardiner Expressway. Fortunately noone has been hurt. A recent independentengineering report indicated the degreeof deterioration is worse than originallythought, with the city doubling fundsbudgeted for maintenance.When members of the general publichear such stories, they must wonder:“Why are these problems happening? Arewe not looking after this infrastructure sothat it is safe?” The short answer: some ofour infrastructure has not been managedas well as it could have been. The reasonsare many and varied – insufficient funding,the tendency for an ‘out-of-sight, out-ofmind’approach, a focus on short-termcosts rather than long-term value, etc.The first Canadian InfrastructureReport Card was released September2012, a joint initiative by the CanadianConstruction Association (CCA), CanadianPublic Works Association (CPWA),Canadian Society of Civil Engineers(CSCE) and the Federation of CanadianMunicipalities (FCM). The Report Cardassesses the municipal infrastructure deficitin 123 communities across the country.Results were extrapolated across Canada.In the four categories measured, roadsfaired lowest.Photo: Marc MessierCanadian Infrastructure Report Card –HighlightsCurrent status of physical assets:• Drinking Water – Good, adequate fornow (15.4% rank fair or below)• Wastewater – Good, adequate for now(30.1% rank fair or below)• Storm Water – Very Good, fit for thefuture (23.4% rank fair or below)• Municipal Road – Fair, requires attention(52.6% rank fair or below)The report card defined replacement costsfor municipal roads (to bring infrastructureranked fair and below up to good)as $91.1 billion or $7,325 per householdin Canada. Total replacement cost of thefour types of municipal infrastructure isabout $538.1 billion. However, there areencouraging developments.OCSI applauds the Ontario Governmentfor launching the first phase ofits Municipal Infrastructure Strategy.Announced August 16 by OntarioInfrastructure Minister Bob Chiarelli,this will help ensure communities get thegreatest value from infrastructure investments.Under its long-term infrastructureplan, Building Together includes $60million for smaller municipalities overthree years. Asset management planningis a cornerstone of this strategy. Moreinformation is available at www.ontario.ca/municipalinfrastructure. The Ministryof Infrastructure consulted OCSI duringdevelopment of the strategy.Over the summer, the federal Ministerof Infrastructure and Communitieshosted roundtables exploring how futurefederal infrastructure programs couldrespond to specific challenges in variousregions and sectors. OCSI’s submission toMinister Denis Lebel included these keymessages:• Manage existing infrastructure:Existing infrastructure needs to bemaintained and funded. Sustainableinfrastructure is not only about buildingnew infrastructure, it is aboutgetting good value by effectively managingexisting infrastructure throughoperation and maintenance, repair,rehabilitation and replacement, anddisposal.• Determine life cycle costing: Striveto minimize life cycle costing for newcapital projects. Identifying operationsand maintenance savings issignificant because over time annualoperating costs exceed initial capitalcosts by a ratio of five to one. Lowbid options and pricing often runcounter to long-term planning.• Plan for asset management: Developand use asset management plansintegrating technical, operational/maintenance and financial perspectives,which provide municipalitieswith necessary information to makeinformed decisions, particularlyrelated to affordable service levels.Although there are promising signs,and we must congratulate those organizationswho are embracing safe andsustainable infrastructure, these arejust first steps and we must maintainprogress and momentum. OCSI is workingcooperatively with its constituentorganizations to encourage the Ontariogovernment and its ministries to advancesuch initiatives and not get distracted byshort term, politically driven issues. Wemust support those parts of governmenttaking a longer-term view and work withthem to promote and communicate theimportance of that approach throughoutthe government, to elected officials, businesses,and citizens.For more information on OCSI,see www.on-csi.ca or contact DarlaCampbell at ExecutiveDirector@on-csi.ca. If you feel there are issues OCSIshould examine, please let the executivedirector of your respective organizationknow so that he/she can bring them toour attention.INFLUENTSWinter 201289

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water for people canadaGala-vanting for a good cause:Water for People Canada’s 2013 Gala EventBy Alexa Pagelooking for a charity event you can sponsorand at which you can have a fun time?Purchase your ticket today for WaterFor People Canada’s 2013 Gala event!The first inaugural Gala in 2012 was aresounding success, raising over $36,000 forinternational water and sanitation projectsfor this non-profit organization. Guests whoattended the event agree wholeheartedly,saying, “It was wonderful! Very well organized and elegant,and it was nice to see so many familiar faces and do somenetworking.”The night kicked off with guests hamming it up in frontof a photo booth and mingling over cocktails, followed byinternational cuisine and dancing the night away to livemusic in the ballroom of the Liberty Grand in Toronto.Sponsoring this unique event is an excellent way to connectyour organization with a broader audience in a relaxed andinformal setting. Chair of the Water For People CanadaBoard of Directors, Indra Prashad, notes, “Corporate supportto Water For People has been instrumental in helping usachieve our goal of improving people’s lives through the basicnecessities of clean water and sanitation.”“STORIES FROM THE FIELD”March 22 nd , 2013Liberty Grand- Toronto -It was a full house at the2012 Water For PeopleCanada Gala.Join the fun in 2013!Attendees started off theevening by playing dress-upand hamming it up in thecomplimentary photo booth.Join in on the second annual event, with a theme of “Storiesfrom the field,” by booking March 22, 2013, World WaterDay, on your calendar. Take advantage of networking withsome of Ontario’s leading water and wastewater industryexperts and companies, a live band, and exotic cuisine fromsome of the countries where Water For People works.If you would like to buy tickets, learn more about theorganization, or find out how to sponsor the Gala, contactWater For People Canada at info@wpfcanadagala.ca or bycalling 416-499-4042. Or visit the main Water For PeopleCanada Gala website at www.wfpcanadagala.ca.Water For People brings together local entrepreneurs,civil society, governments, and communities to establishcreative, collaborative solutions that allow people to build andmaintain their own reliable safe water systems.D RINKS • D INNER • D ANCING2013For ticket and sponsorship information go to www.wfpcanadagala.caSCADA Integration ◆ Control & VFD Panels ◆ Applications SupportElectrical Install ◆ Instrumentation & Site Services ◆ Turnkey465 Clair Road, Guelph, N1L 1R1Telephone: 519-766-1152Email: topp@hollencontrols.cawww.hollencontrols.caINFLUENTSWinter 201291

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