2020 –2024 FINANCIAL PLAN - Metro Vancouver · Lulu Island Sewerage Area $21.5 $24.7 $3.2 15.1%...

2020 – 2024 FINANCIAL PLANLIQUID WASTE SERVICESPeter NavratilGENERAL MANAGER, LIQUID WASTE SERVICES

Liquid Waste Committee Meeting – October 17, 2019

5.1

33101686 Liquid Waste Committee

2

L IQUID WASTE SERVICES OVERVIEW

The total Liquid Waste Services Budget for 2020 is $328.3 Million

Liquid Waste Services provides the following services:• Liquid waste collection and treatment for 17 municipalities and Electoral Area A• Operate and maintain 5 treatment plants, 33 pump stations and over 530 km of

trunk sewers• Convey and treat an average of 1.2 billion litres of wastewater per day• Five operational functions support Liquid Waste Services:

• Policy, Planning and Analysis• Project Delivery• Operations and Maintenance• Environmental Management and Quality Control• Management Systems and Utility Services

Liquid Waste Committee

3

Customer Level of Service Objective KPI Metric

Past 3 year (2016-2018)

Avg. Performance

Expected Performance

by 2029

Eliminate Discharges from the Sewer

System

Sanitary Sewage Overflow (SSO) events (#) 34

CSO volume (ML) 34,744

Facilities unable to meet basic service (%) 95%

Minimize Impacts on Public Health and the Environment from Authorized WWTP Discharges

Compliance with operational certificates & WSER (% of Flow) 99.96%

Recreational water quality (% of tests not meeting criteria) 0.9%

Improve Environmental Stewardship

Biosolids beneficially used (%) 92.9%

Total energy use (kWh/ML Treated) 220

Odour complaints (#) 15

Minimize Timeline to Recover from a

Major Event

Targeted assets resilient to power outage event (%) 80%

Targeted assets resilient to seismic event (%) New metric

Targeted assets resilient to climate change event (%) New metric

L IQUID WASTE – SERVICE LEVELS


4

L IQUID WASTE SERVICES OVERVIEW

• Amendment to the Cost Apportionment Bylaw in 2019 allows for direct application of DCCs to fund growth capital

• 2020-2024 Financial Plan includes the direct application of DCCs to fund growth capital

• Resulted in debt service savings compared to prior year financial plan

• 2020-2024 Financial Plan includes contribution to capital adjustments in line with Financial Management Policy


5

$ millions 2019 2020 $ Change % Change

Sewer Levy $255.8 $274.2 $18.4 7.2%

ExternalRevenues

$14.0 $14.3 $0.3 2.3%

DCCs $31.7 $34.2 $2.5 7.9%

Reserves $9.4 $5.6 ($3.8) (40.9%)

Total Revenues $310.9 $328.3 $17.4 5.6%

2020 L IQUID WASTE SERVICES REVENUES

Sewer Levy84%

External Revenues

4%

DCC's10%

Reserves2%

• Increasing application of DCCs due to growth capital program


6

$ millions 2019 2020$

Change%

Change

Operations $177.9 $184.3 $6.4 3.6%

Debt Service $54.3 $57.2 $2.9 5.3%

Contribution to Capital

$78.7 $86.8 $8.1 10.4%

Total Expenditures

$310.9 $328.3 $17.4 5.6%

2020 L IQUID WASTE EXPENDITURES

Operations56%

Debt Service17%

Contribution to Capital

27%

• Increasing Debt Service due to expanding capital program

• Increasing Contribution to Capital a planned strategy to reduce future impact of debt servicing


Sewerage Area ($ Millions) 2019 2020$

Change%

Change

Vancouver Sewerage Area $79.6 $85.5 $5.9 7.4%

North Shore Sewerage Area $23.0 $26.0 $3.0 13.0%

Lulu Island Sewerage Area $21.5 $24.7 $3.2 15.1%

Fraser Sewerage Area $129.5 $135.9 $6.4 4.9%

Drainage $2.2 $2.1 ($0.1) (2.5%)

TOTAL $255.8 $274.2 $18.4 7.2%

7

2020 L IQUID WASTE SEWER LEVY


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2 0 2 0 L I Q U I D WA S T E E X P E N D I T U R E S H I G H L I G H T S

Budget Highlights/Key Actions Include:• Identify options and strategies to cost effectively eliminate combined sewer overflows• Complete the project definition for Iona Island WWTP secondary upgrade• Complete construction of Lions Gate / First Narrows Pump Station• Continue ground improvements for Northwest Langley WWTP• Implement Asset Management condition assessment programs across all facilities• Complete ecological and human health risk assessment for 12 CSO locations• Identify and analyze alternate models for single sewerage area allocation

Proposed Staffing Changes:• 2 Project Engineers• 1 Clerk Stenographer III• 1 Maintenance Engineer• 1 WWTP Operations Engineer• 1 Asset Management Engineer• 1 Engineering Technician• 1 Trades Foreman for the Seymour-Capilano Filtration PlantLiquid Waste Committee

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2 0 2 0 L I Q U I D WA S T E S E RV I C E S C A P I TA L P R O G R A M

2020 Capital Program - $883.4 Million

2020 Major Capital Projects• Construction of North Shore WWTP• Annacis Island WWTP Stage 5 construction• Annacis Island WWTP Outfall construction• Sapperton Pump Station construction• Northwest Langley WWTP ground improvements• Gilbert/Brighouse Trunk Pressure Sewer• Burnaby Lake North Interceptor construction• Highbury Interceptor Air Management construction

Growth33%

Opportunity1%

Resilience3%

Maintenance17%

Secondary Treatment

40%

Upgrade6%


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2020-2024 “WHAT ’S HAPPENING” SUMMARY

• 2020: Indicative design for Iona Island WWTPAdvance construction of the North Shore WWTPProduction of Green Biomethane at Lulu Island WWTPCommission Sapperton Pump StationComplete Highbury Interceptor Air Management Facility

• 2021: Complete the update of the Integrated Liquid Waste and Resource Management PlanHydrothermal Processing Pilot Facility completeIona Island WWTP digester sludge dewateringComplete First Narrows Pump Station and North Shore Conveyance project


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2020-2024 “WHAT ’S HAPPENING” SUMMARY

• 2022: Removal of all biosolids stockpiles from Iona Island WWTP completeComplete Golden Ears Pump Station and SSO tankGilbert Trunk Sewer twinning complete

• 2023: First release of construction tenders for Iona Island WWTP UpgradeComplete refurbishment of the Annacis Island WWTP Trickling FiltersComplete construction of Golden Ears Forcemain and river crossing

• 2024: Annacis Island WWTP Outfall System and Stage 5 commissioningComplete ground improvements and detailed design for Northwest Langley WWTP


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2 0 2 0 t o 2 0 2 4 L I Q U I D WA S T E F I N A N C I A L S U M M A RY

2019 2020 2021 2022 2023 2024

Revenues $310.9 M $328.3 M $371.3 M $425.3 M $475.8 M $518.4 M

Expenditures

Operating Programs $150.3 M $154.3 M $164.8 M $170.1 M $177.5 M $169.4 M

Admin/Support $2.1 M $2.3 M $2.3 M $2.4 M $2.4 M $2.4 M

Communications $0.4 M $0.5 M $0.5 M $0.5 M $0.5 M $0.5 M

ERE $1.9 M $2.0 M $2.1 M $2.1 M $2.2 M $2.2 M

Centralized Support $23.2 M $25.2 M $25.9 M $27.4 M $28.5 M $29.9 M

Debt Service $54.3 M $57.2 M $81.6 M $117.8 M $149.4 M $185.3 M

Contribution to Capital $78.7 M $86.8 M $94.1 M $105.0 M $115.3 M $128.7 M

Total Expenditures $310.9 M $328.3 M $371.3 M $425.3 M $475.8 M $518.4 MLiquid Waste Committee

2019 2020 2021 2022 2023 2024

Total Expenditures ($ Millions)

$310.9 $328.3 $371.3 $425.3 $475.8 $518.4

% Change 5.6% 13.1% 14.6% 11.9% 9.0%

Liquid Waste Levy ($ Millions) $255.8 $274.2 $306.8 $347.6 $386.5 $416.3

Liquid Waste Levy Change from Prior Cycle ($ Millions)

$0 ($7.6) ($8.8) ($6.1) $10.4 N/A

Total Capital Expenditures ($ Millions)

$564.9 $883.4 $759.9 $529.5 $617.8 $634.1

Average Household Impact ($) $250 $264 $290 $322 $352 $372

% Change 5.6% 9.8% 11.3% 9.2% 5.8%

Household Impact Change from Prior Cycle ($)

($7) ($8) ($6) $9 N/A

2 0 2 0 - 2 0 24 L I Q U I D WA ST E F I NA N C IAL P L A N


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2 0 2 0 - 2 0 2 4 L I Q U I D WA S T E F I N A N C I A L P L A N - V S A

2019 2020 2021 2022 2023 2024


$92.3 $98.4 $106.8 $113.0 $119.8 $123.4

% Change 6.6% 8.5% 5.9% 6.0% 3.0%

VSA Liquid Waste Levy ($ Millions) $79.6 $85.5 $92.6 $99.8 $106.5 $111.4

VSA Liquid Waste Levy Change from Prior Cycle ($ Millions)

$0 $1.1 $5.4 $8.2 $12.8 N/A


$64.9 $89.5 $41.8 $69.5 $104.7 $155.7

Household Impact ($) $293 $310 $331 $353 $371 $384

% Change 5.6% 7.0% 6.5% 5.2% 3.6%


$3 $17 $28 $42 N/ALiquid Waste Committee

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2 0 2 0 - 2 0 2 4 L I Q U I D WA S T E F I N A N C I A L P L A N - N S S A

2019 2020 2021 2022 2023 2024


$25.9 $28.5 $31.7 $37.6 $42.2 $48.1

% Change 10.1% 11.4% 18.4% 12.4% 14.1%

NSSA Liquid Waste Levy ($ Millions) $23.0 $26.0 $29.2 $34.5 $39.1 $44.6

NSSA Liquid Waste Levy Change from Prior Cycle ($ Millions)

$0 ($2.0) ($6.4) ($10.1) ($8.7) N/A


$177.9 $347.3 $216.0 $81.9 $81.3 $17.6


% Change 11.8% 10.6% 17.1% 12.1% 13.1%


($26) ($84) ($131) ($112) N/ALiquid Waste Committee

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2 0 2 0 - 2 0 2 4 L I Q U I D WA S T E F I N A N C I A L P L A N - L I W S A

2019 2020 2021 2022 2023 2024


$23.1 $27.3 $30.6 $35.5 $39.0 $42.7

% Change 17.7% 12.2% 15.9% 10.1% 9.2%

LIWSA Liquid Waste Levy ($ Millions) $21.5 $24.7 $28.1 $32.2 $35.8 $38.7

LIWSA Liquid Waste Levy Change from Prior Cycle ($ Millions)

$0 ($0.7) ($2.4) ($2.3) ($0.2) N/A


$43.0 $37.7 $55.3 $29.1 $2.0 $4.3


% Change 11.8% 12.2% 11.6% 9.8% 5.5%


($10) ($24) ($26) ($4) N/ALiquid Waste Committee

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2 0 2 0 - 2 0 2 4 L I Q U I D WA S T E F I N A N C I A L P L A N - FS A

2019 2020 2021 2022 2023 2024

Total Expenditures($ Millions)

$166.6 $171.9 $200.1 $237.1 $272.6 $302.0

% Change 3.2% 16.4% 18.5% 15.0% 10.8%

FSA Liquid Waste Levy ($ Millions) $129.5 $135.9 $154.8 $179.0 $203.0 $219.4

FSA Liquid Waste Levy Change from Prior Cycle ($ Millions)

$0 ($5.6) ($4.9) ($1.4) $7.0 N/A


$279.1 $408.9 $446.8 $349.0 $429.8 $456.5


% Change 3.2% 11.1% 13.1% 10.9% 5.7%


($9) ($8) ($2) $11 N/ALiquid Waste Committee

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2 0 2 0 - 2 0 2 4 L I Q U I D WA S T E F I N A N C I A L P L A N - D R A I N A G E

2019 2020 2021 2022 2023 2024


$3.0 $2.2 $2.1 $2.1 $2.2 $2.2

% Change (25.3%) (5.7%) 0.3% 2.7% 1.3%

Drainage Liquid Waste Levy ($ Millions)

$2.2 $2.1 $2.1 $2.1 $2.1 $2.2

Drainage Liquid Waste Levy Change from Prior Cycle ($ Millions)

$0 ($0.4) ($0.5) ($0.5) ($0.5) N/A


Sewerage Area 2019 2020 2021 2022 2023 2024

Vancouver Sewerage Area $293 $310 $331 $353 $371 $384

North Shore Sewerage Area $304 $340 $376 $440 $493 $558

Lulu Island Sewerage Area $214 $239 $269 $300 $329 $347

Fraser Sewerage Area $226 $234 $260 $294 $326 $344

REGIONAL AVERAGE $250 $264 $290 $322 $352 $372

19

2020-2024 L IQUID WASTE HOUSEHOLD IMPACT


20

L I Q U I D WA S T E H O U S E H O L D I M PA C T – C O M PA R I S O N W I T H OT H E R J U R I S D I C T I O N S

NACWA = National Association of Clean Water Agencies

Region / Jurisdiction 2016 2017 2018

GVS&DD Household Impact (HHI) $207 $218 $231

Regional Average(Annual MV + Municipality Total Sewer Service Charge)

$525 $551 $583

NACWA - US Average (CAD)(Annual Charge for Single Family Residence)

$632 $661 $665

NACWA - Region 10 Average (CAD)(US Pacific Northwest)

$731 $784 $825


Questions?Liquid Waste Committee

Liquid Waste Services Capital Program Expenditure UpdateAS AT AUGUST 31, 2019

Bryan ShojiDIRECTOR, PROJECT DELIVERYLIQUID WASTE SERVICES

Liquid Waste Committee – October 17, 201933105049

5.3


• Second of a series of three reports for 2019.

• Current capital program consists of 145 distinct projects valued at over $7.3 billion, with many involving multiple contracts spanning several budget years.

• Attachment 1, Table 1: Projecting to be within 0.5% of budget ($37.9 million) of overall budget through the life of these projects.

• Attachment 2: Detailed project list.2

Capital Expenditure Progress to August 31, 2019


• 2019 Capital Program budget = $565 million

• Attachment 1, Table 2: $163 million of $377 million prorated budget spent.

• Year end expenditure projection = $384 million (68% of budget)

3

2019 Capital Expenditure Progress


• Attachment 3: Project Status Information

• Albert Street Trunk Sewer – Port Moody

• Gilbert Trunk Sewer – Richmond

• Sapperton Pump Station – New Westminster

• Golden Ears Sanitary Overflow Tank – Maple Ridge

• AIWWTP Secondary Clarifier Rehabilitation – Delta

4

Selected Project Updates


5

Albert Street Trunk SewerPort Moody Liquid Waste Committee

6

Gilbert Trunk SewerRichmond


7

Sapperton Pump StationNew Westminster


8

Golden Ears Sanitary Sewer Overflow TankMaple Ridge Liquid Waste Committee

9

AIWWTP Secondary Clarifier RehabilitationDelta Liquid Waste Committee

Thank you


IONA ISLAND WASTEWATER TREATMENT PLANT

COMMUNITY ENGAGEMENT & PROJECT DEFINITION UPDATE

TOM SADLEIRPROGRAM MANAGER, COMMUNITY ENGAGEMENTLIQUID WASTE SERVICES

FRED NENNINGERDIRECTOR, POLICY, PLANNING AND ANALYSISLIQUID WASTE SERVICES

Liquid Waste Committee – October 17, 201932480576 1

5.4 / 5.5


2

COMMUNITY ENGAGEMENT

• GVS&DD Board (LWC, Regional Parks)

• VSA members• Residents and

Businesses• Stakeholder Groups • Musqueam Indian

Band Technical Workshop 4, Musqueam Indian Band, July 24, 2019


• Reduce odour• Increase treatment level• Reduce plant lighting • Maintain access to park• Replace and create new

habitat• Coordinate removal of existing

lagoons with new habitat• Maintain Musqueam views

3

WHAT WE’VE HEARD TO DATE

Public Workshop 1, January 9, 2019, Richmond


4

ENGAGEMENT ACTIVITIES (2019 / 2020)

Timeline Activity

October 17November 1

Present preliminary design concepts to Liquid Waste Committee and GVS&DD Board

November 2019 -February 2020

Present preliminary design concepts to:

• VSA municipal councils / committees• Musqueam Chief and Council• Regional Parks Committee• Public Workshop #2 (Richmond)• Community associations / environmental groups• Musqueam Community Meeting #2

Ongoing Monthly meetings with VSA municipal staffMeetings with Musqueam staffStakeholder meetingsLiquid Waste Committee

5

ENGAGEMENT ACTIVITIES (2020)

Timeline Activity

March Special Meeting of the Liquid Waste Committee to workshop design concepts and recommended designPresent design concepts and recommended design to GVS&DD Board

April to September Present recommended design to:• VSA municipal councils / committees• Musqueam Chief and Council (TBC)• Regional Parks Committee• Public Workshop #3 • Community associations / environmental groups• Musqueam Community Meeting #3 (TBC)

November Project Definition Report and Indicative Design to Liquid Waste Committee and GVS&DD Board


That the GVS&DD Board authorize staff to complete the community engagement process, as presented in the report dated October 1, 2019, titled “Iona Island Wastewater Treatment Plant Project – Community Engagement Process”.

6

RECOMMENDATION (5.4)


PROJECT GOALS

Secondary Wastewater Treatment

Resource Recovery

Community and Park Integration


• Plan for plant to 2100• Compare liquid treatment options• Compare solids treatment options• Develop an indicative design for 2030 build• Integrate new plant with park• Business case resource recovery opportunities

8

PROJECT DEFINITION PHASE


PROJECT DEFINITION PROCESS

wo

rksh

op

PROJECT SCOPE DEFINITION

PLANT CONCEPT DEFINTION

TREATMENT, ARCHITECTURAL, ECOLOGICAL & COMMUNITY CONCEPTS INTEGRATION

PLANT CONCEPT DEVELOPMENT DEVELOP 3 PLANT CONCEPTS

1 2 3

PLANT CONCEPT REFINEMENT REFINE 3 CONCEPTS

1 2 3

SELECTED PLANT DESIGN SELECTED CONCEPT

FURTHER REFINEMENT

Workshop 2

WE ARE HERE

PROJECT TEAM ALIGNMENT

PROJECT DEFINITION REPORT

Workshop 1

Workshop 3

Workshop 4

Workshop 5

Workshop 6

Workshop 7 & 8

LIQUID TREATMENT

SOLIDS TREATMENT

ARCHITECTURAL, ECOLOGICAL & COMMUNITY THEMES

OBJECTIVES

TREATMENT TECHNOLOGIES

INTEGRATED RESOURCE RECOVERY OPPORTUNITIES

ARCHITECTURAL FEATURES

ECOLOGICAL FEATURES

COMMUNITYOPPORTUNITIES

REQUIREMENTS

PURPOSE GOALS PROCESS

INDICATIVE PLANT DESIGN


10

WASTEWATER TREATMENT MATRIXPlant Build Scenarios

Secondary Plant Tertiary Plant (Filtration) Tertiary Plant (MBR)

Primary Treatment Options

SecondaryTreatment Options

Tertiary Treatment Options

Solids TreatmentOptions

ACTIVATED SLUDGE

ANAEROBIC DIGESTION

BIOSOLIDS

MANAGEMENT

PROGRAM

BIOLOGICALLY ENHANCED CLARIFICATION

ACTIVATED SLUDGE

THERMAL HYDROLYSIS + ANAEROBIC

DIGESTION + BIOSOLIDS DRYING

INCLINED PLATE CLARIFIERS + CHEMICALSINCLINED PLATE CLARIFIERS

MEMBRANE BIOREACTOR

SLUDGE WASTE-TO-ENERGY

TERTIARY FILTRATION

MEMBRANE BIOREACTOR


11

ADVANCED TREATMENT PILOT PLANT

Ozone Treatment

Biological Activated Carbon

Granular Activated Carbon

• Example process train for micropollutant removal

TertiaryInfluent


12

IONA ISLAND

Iona Island Wastewater Treatment Plant


13

SECONDARY PLANT


14

TERTIARY PLANT (FILTRATION)


15

TERTIARY PLANT (MBR)


• Solid stream – biofuels, biosolids, nutrients

• Liquid stream – reclaimed water • Gas stream – biogas• Energy – thermal energy from

wastewater effluent, waste-to-energy heat recovery and biofuels

Potential Inputs Potential Products

VSA Wastewater

RESOURCE RECOVERY OPPORTUNITIES


QUESTIONS?


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2020 –2024 FINANCIAL PLAN - Metro Vancouver · Lulu Island Sewerage Area $21.5 $24.7 $3.2 15.1%...

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