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2008-10-20_Agenda Packet--Dossier de l'ordre du jourCity of Saint John Common Council Meeting Monday, October 20, 2008 Committee of the Whole 1. Call to Order 5:00 p.m. 8th Floor Boardroom City Hall 1. Negotiations 10.2(4)(c) 2. Pending Litigation 10.24(j) Regular Meeting 1. Call to Order — Prayer 6:30 p.m. 2. Approval of Minutes 3. Adoption of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1 Saint John Free Public Library 2007 Financial Statement (Recommendation: Receive for information) 5.2 Consent for an Application to Rezone City -Owned Property Peel Plaza (Recommendation in Report) 5.3 Mary Hanson Requesting Waiver of Building Permit (Recommendation: to Deny Request) 5.4 Building Demonlition /Salvage 97 Union Street, Broderick Building (Recommendation in Report) 6. Members Comments 7. Proclamation 8. Delegations/ Presentations 8:15 p.m. 8.1 Saint John Theatre Company 8.2 Independence Plus 9. Public Hearings 10. Consideration of By -laws 11. Submissions by Council Members 12. Business Matters — Municipal Officers 12.1 Municipal Plan Update 12.2 An Action Plan for Safe, Clean Drinking Water 13. Committee Reports 13.1 Fundy Region Solid Waste Commission 2009 Operating Budget 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 16. Adjournment City of Saint John Seance du conseil communal Le lundi 20 octobre 2008 Comite plenier 1. Ouverture de la seance 17 h Salle de conference, 8e etage, hotel de ville 1. Negociations — alinea 10.2(4)c) 2. Litige en instance — alinea 10.24j) Seance ordinaire 1. Ouverture de la seance, suivie de la priere 18h30 2. Approbation du proces- verbal 3. Adoption de l'ordre du jour 4. Divulgations de conflits d'interets 5. Questions soumises a 1'approbation du conseil 5.1 Etats financiers de 2007 de la Bibliotheque publique de Saint John (recommandation : accepter a titre informatif) 5.2 Consentement relatif a une demande de rezonage de la place Peel qui appartient a la Ville (recommandation figurant au rapport) 5.3 Demande presentee par Mary Hanson visant a accorder une dispense de frais relativement au permis de construire (recommandation : rejeter la demande) 5.4 Demolition ou recuperation du batiment Broderick situe au 97, rue Union (recommandation figurant au rapport) 6. Commentaires presentes par les membres 7. Proclamation 8. Delegations et presentations 20 h 15 8.1 Compagnie theatrale de Saint John 8.2 Independence Plus 9. Audiences publiques 10. Etude des arretes municipaux 11. Interventions des membres du conseil 12. Affaires municipales evoquees par les fonctionnaires municipaux 12.1 Mise a jour du plan d'amenagement 12.2 Plan d'action pour la salubrite et la proprete de 1'eau potable 13. Rapports deposes par les comites 13.1 Budget de fonctionnement de 2009 de la Commission de gestion de dechets solides de la region de Fundy 14. Etude des sujets ecartes des questions soumises a 1'approbation du conseil 15. Correspondance generale 16. Levee de la seance MEMO BIBLIOTHEQUE PUBLIQUE DE SAINT JOHN FREE PUBLIC LIBRARY I MARKET SQUARE, SAINT JOHN NB E2L 4z6 TELEPHONE (506) 643 -7220 FAX (506) 643 -7225 DATE: September 29, 2008 TO /A: Pat Woods CC: T. Totten; G. Yeomans; C. Graham; A. Beckett FROM/DE: Joann Hamilton -Barry, City Librarian SUBJECT/OBJET: Audit 2008 1 am happy to sent this copy of the audited financial statement for the Saint John Free Public Library for the year ended December 31, 2007. Please contact me if you have any questions. 5 Saint John Free Public Library Financial Statements December 31, 2007 Wilshaw & Associates Professional Corporation P.O. Box 519, Main Post Office Saint John, N.B. E2L 3Z8 Telephone: (506) 849 -3956 Fax: (506) 849 -3966 June 24, 2008 Auditors' Report To the Board of Commissioners of Saint John Free Public Library We have audited the statement of financial position of Saint John Free Public Library as at December 31, 2007, and the statements of revenue and expenditures, changes in fund balances and changes in special project funds under administration for the year then ended. These financial statements are the responsibility of the Library's management. Our responsibility is to express an opinion on these financial statements based on our audit. Except as explained in the following paragraph, we conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we plan and perform an audit to obtain reasonable assurance whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. In common with many charitable organizations, the Library derives revenue from donations and bequests, the completeness of which is not susceptible to satisfactory audit verification. Accordingly, our verification of these revenues was limited to the amounts recorded in the records of the Library and we were not able to determine whether any adjustments might be necessary to revenues, excess revenue, assets and fund balances. In our opinion, except for the effect of adjustments, if any, which we might have determined to be necessary had we been able to satisfy ourselves concerning the completeness of donations and bequests referred to in the preceding paragraph, these financial statements present fairly, in all material respects, the financial position of the Library as at December 31, 2007, and the results of its operations and changes in special project funds under administration for the year then ended in accordance with Canadian generally accepted accounting principles. WA4,., c:', ' op Chartered Accountant Saint John Free Public Library Statement of Financial Position As at December 31, 2007 Assets Cash and term deposits Investments ( note 3) Accounts receivable Accrued interest receivable HST receivable Prepaid expenses Liabilities Accounts payable Interfund balances Fund balances Operating Saint John Handcraft Guild Archival Materials Fund Special Bequest Fund Dr. Norman S. Skinner Continuing Education Fund Special Projects Fund Dr. Norman Skinner & Lucille Skinner Library Foundation McKean Bequest - Unrestricted Fund Carter Bequest Fund Development Fund Travis Trust for Kids Media Centres Woodworth Bequest Fund N.B. Newspaper Directory Fund James Venner Russell Foundation Fund Approved by the Board of Directors Wilshaw & Associates Professional Corporation Special Operating Project Fund Funds 2007 2006 S S $ S 8,882 311,966 320,848 295,526 - 75,397 75,397 128,765 3,640 - 3,640 1,353 - 891 891 2,602 20,768 - 20,768 19,536 9,900 - 9,900 9,360 43,190 388,254 431,444 457,142 17,718 6,785 24,503 37,174 27,963 (27,963) - - 45,681 (21,178) 24,503 37,174 (2,491) - (2,491) 20,782 - 3,485 3,485 3,466 - 1,761 1,761 1,140 - 10,150 10,150 10,150 - 16,691 16,691 947 - 32,343 32,343 7,315 43,804 43,804 41,432 - 51,789 51,789 58,326 - 36,425 36,425 58,249 - 77,232 77,232 75,235 - 135,542 135,542 137,555 - 2,094 2,094 4,641 - 6,248 6,248 6,248 - (8,132) (8,132) (5,518) Director (2,491) 409,432 406,941 419,968 43,190 388,254 431,444 457,142 Director Saint John Free Public Library Statement of Changes in Fund Balances For the year ended December 31, 2007 Special Operating Project Total Total Fund Funds 2007 2006 $ $ $ S Fund balance — Beginning of year 20,782 399,186 419,968 429,136 Change in accounting policy (note 3) - (621) (621) - Excess revenue (expenditures) for the year (3,273) (9,133) (12,406) (9,168) Transfer from the operating fund to the Dr. Norman S. Skinner Continuing Education Fund (20,000) 20,000 - - Fund balance — End of year (2,491) 409,432 406,941 419,968 TMIMIN O 9 Saint John Free Public Library Statement of Revenue and Expenditures For the year ended December 31, 2007 Operating Special Budget Operating project Total Total (unaudited) Fund Funds 2007 2006 S $ $ $ $ Revenue Grant - City of Saint John (note 4) 367,572 368,222 - 368,222 360,235 Photocopying - 15,935 - 15,935 16,287 Investment income - 1,403 7,191 8,594 9,138 Change in unrealized gain (loss) - - (905) (905) - Donations - - 108,245 108,245 86,404 Meeting spaces - 6,185 - 6,185 4,965 Sale of goods - 51 - 51 417 Summer Careers Placement Program - - - - 3,630 Community Access Program - 5,277 - 5,277 12,547 Young Canada Works - - - - 5,430 Grants - - 34,146 34,146 2,998 Summer Exchange Work Program - - - - 1,407 Miscellaneous - 18 - 18 57 Total revenue 367,572 397,091 148,677 545,768 503,515 Expenditures (schedule) 367,572 400,364 157,810 558,174 512,683 Excess revenue (expenditures) for the year - (3,273) (9,133) (12,406) (9,168) a t"r R 1H Saint John Free Public Library Schedule of Expenditures For the year ended December 31, 2007 W Operating Special Budget Operating Project Total Total (unaudited) Fund Funds 2007 2006 $ $ $ $ $ Expenditures Rentals 174,834 169,470 - 169,470 174,654 Light and power 16,218 14,896 - 14,896 15,231 Telephone - local 6,365 6,790 - 6,790 4,682 Telephone - telecommunications 4,244 3,545 - 3,545 5,133 Equipment maintenance and repair 8,800 11,488 - 11,488 18,394 Maintenance - branches 18,400 18,862 - 18,862 13,697 Maintenance - central 35,100 40,722 - 40,722 36,199 Insurance 1,850 1,755 - 1,755 1,750 Salaries and wage levies 33,000 32,143 - 32,143 31,562 Professional fees 9,600 10,478 - 10,478 9,334 Security service 31,761 30,611 - 30,611 29,991 Public relations 3,500 2,369 - 2,369 3,119 Property, plant and equipment (note 2) 10,000 7,893 - 7,893 13,223 Meeting expenses 250 - - - Moving 1,050 392 - 392 388 Equipment maintenance and repair - computer 5,000 14,824 - 14,824 475 Supplies computer 2,700 1,766 - 1,766 3,274 Miscellaneous - 77 40 117 1,927 Stationery and supplies 4,900 2,415 - 2,415 2,391 Equipment rentals - 88 - 88 163 Summer Careers Placement Program - - - - 11,613 Community Access Program - 8,290 - 8,290 14,977 Young Canada Works - - - - 5,432 Summer Exchange Work Program - - - - 1,407 Meeting places - 5,810 - 5,810 4,554 Photocopier lease and supplies - 15,680 - 15,680 7,908 Education grants - - 4,583 4,583 809 Purchases - - 117,846 117,846 83,830 Student salaries - - 30,341 30,341 11,566 Conservation Co -Op - - 5 000 5 000 5,000 367,572 400,364 157,810 558,174 512,683 W • I C14 C 14 c5 2L cj 61A B6 L W) u 5 w V wC H k. 400 Uo O 7ff T*4 g I C14 14 c5 2L I C14 2L cj 61A B6 L W) u 5 w V wC H 400 I C14 Saint John Free Public Library Budgeted Statement of Revenue and Expenditures For the year ending December 31, 2008 S (unaudited) Revenue Grant — City of Saint John 376,884 Expenditure Rentals 175,000 Light and power 16,000 Telephone — local 6,500 Telephone — telecommunications 3,000 Equipment maintenance and repairs 9,000 Equipment maintenance and repair — computer 5,000 Maintenance — branches 18,900 Maintenance — central 40,000 Stationery and supplies 2,300 Photocopier leases and supplies 13,000 Supplies — computer 1,800 Insurance 1,800 Salaries and wage levies 32,000 Fees 9,500 Security service 31,500 Public relations 3,500 Property, plant and equipment 7,784 Meeting expenses 300 376,884 Common Area Market Square charges to be paid directly by the City of Saint John 322,153 NOTE: The budget as shown above is as estimated by management. 13 Saint John Free Public Library Notes to Financial Statements December 31, 2007 Nature of organization The Saint John Free Public Library's mandate is to provide quality public library services under administration of the Board of Commissioners appointed by Common Council and within the legislative framework of the "NB Public Libraries Act ". 2 Accounting policies Fund accounting To observe limitations and restrictions placed on the use of resources, the accounts of the Saint John Free Public Library are maintained in accordance with "fund accounting" principles. Under this procedure, the revenue and resources and their related expenditures for specific uses are summarized in a separate group of accounts. Accordingly, the financial statements are presented by fund category. Revenues and expenses related to library service delivery and administrative activities are reported in the Operating Fund. Revenue recognition Grant revenue and donations are recognized as revenue of the appropriate fund when received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured. Volunteers' time contributions are not recognized in the financial statements due to difficulty of determining their fair value. Property, plant and equipment Property, plant and equipment financed by current revenue are expensed in the year of acquisition. Donated property, plant and equipment are expensed at fair market value. Use of estimates The preparation of financial statements in conformity with general accepted accounting principles requires management to make estimates and assumptions that affect the reported amount of assets, liabilities, revenues and expenses. Actual results could vary from those estimates. �- .- . ,, M 14 Saint John Free Public Library Notes to Financial Statements December 31, 2007 3 Change in accounting policy Effective January 1, 2007, the organization adopted the Canadian Institute of Chartered Accountant's Handbook section 3855 Financial Instruments -- Recognition and Measurement. The organization has designated all of its investments as held for trading and carries them at fair market value. The adoption of the accounting policy resulted in a decrease in opening investments of $621 and a decrease in the opening Travis Trust Fund for Kids Media Centres of $621. The adoption of the accounting policy resulted in an unrealized investment loss of $905 being recorded in the Travis Trust Fund for Kids Media Centres for the year ended December 31, 2007. 4 Grant — City of Saint John In addition to the grants reflected in these financial statements, the City of Saint John pays Market Square Common Area fees on behalf of the Library. For 2007 these fees amounted to $277,001 (2006 — $275,119). 5 Net assets Operating expenditures are financed by grants received from the City of Saint John. Surpluses are accumulated in the net asset account. 6 Special project funds Saint John Handcraft Guild A fixed deposit from which interest is to be used for purchases of handcraft journals selected each year by Library staff. Archival Materials Fund A fund established to support the NB newspapers microfilming project, Conservation Co -op and preservation services for reference and purchase materials related to NB history, with special attention to local history and related projects. Special Bequest Fund A fund established to hold documented bequests to the Library which date back several decades. Interest earned on this fund is allocated to the Archival Materials Fund. Dr. Norman S. Skinner Continuing Education Fund A fund established to support continuing education for staff and trustees. Wilshaw & Associates Professional Corporation 15 (2) Saint John Free Public Library Notes to Financial Statements December 31, 2007 Woodworth Bequest Fund A fund established by a bequest from the Estate of Rhoda Elizabeth Woodworth in memory of her late brother Ronald C. Woodworth for the purchase of books for the enjoyment of the general public. Special Projects Fund A fund established to facilitate current year fiscal expenditures of donated funds. The Special Projects Fund comprises the former Large Print Books/Talking Books Fund and several small restricted funds.McKean Bequest Unrestricted Fund An unrestricted bequest for the purpose of purchasing new materials for the city's libraries. These materials will be shared with other libraries within the region through an inter - branch loan system. Development Fund A fund established to permit enhancement of the libraries' products or services, which are not expected to be funded from the operating or capital budgets. Travis Trust for Kids Media Centres A trust fund established in honour of M. Eileen Travis for the purpose of establishing multi -media centres for children in our libraries. Dr. Norman Skinner & Lucille Skinner Library Foundation A foundation established by means of bequests to the library by the Late Dr, Norman S. Skinner and Lucille Skinner. The library receives quarterly payments for its unrestricted use based on the foundation's investment earnings. N.B. Newspaper Directory Fund A fund established to facilitate publication of all editions of the N.B. newspaper directory. James Venner Russell Foundation Fund This fund was established by Mary McKean in honour of James Venner Russell for the support of the literary arts in the Greater Saint John area with special attention to local authors. Carter Bequest Fund The Carter bequest is an unrestricted bequest from the Estate of The Late Madeline Carter. The library board has designated this bequest to be used for collections development. 10 ME Saint John Free Public Library Notes to Financial Statements December 31, 2007 7 Commitments (a) Effective June 1, 2005 the library entered into a lease agreement for the for east -side branch for a five year period which terminates on May 31, 2010. Monthly payments of approximately $6,620 are required during the term of the lease. (b) Effective April 1, 2008 the library entered into a lease agreement for the for west -side branch for a five year period which terminates on March 31, 2013. Monthly payments of approximately $7,655 are required during the term of the lease. (c) Effective December 31, 2007 the library entered into a five year operating lease for 5 photocopiers and 4 coin operated controllers. Quarterly payments of $2,900 are required during the period of the lease. 8 Financial instruments The library's financial instruments consist of cash and term deposits, investments, accounts receivable, and accounts payable and accrued expenses. As at December 31, 2007 the fair market value of the library's financial instruments approximates their carrying value due to the short term nature and/or payment terms of these instruments. 9 Cash flow statement A cash flow statement has not been prepared because it would not provide any additional useful information in understanding the cash flows for the year. 17 (4) October 6, 2008 His Worship Mayor Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Consent for an Application to Rezone City -Owned Property Peel Plaza 199.1 i _ v The City of Saint John, the Province of New Brunswick, and the Saint John Parking Commission intend to apply for a municipal plan amendment and the rezoning; of property to accommodate the new Justice Complex and a future parking structure. The City's Zoning; Bylaw requires that applications for rezoning be signed by the owner of the property. The land that will host the new police headquarters is already appropriately zoned. It should also be noted that conditional use and minor variance applications for the specific developments may still be required and would be considered by the Planning Advisory Committee. RECOMMENDATION: It is recommended that Common Council authorize the Common Clerk to sign an application to: 1. Amend the Municipal Plan by redesignating PIDs 40014, 39875, 37747, 55108062, 37481, 37739, 37762, 37507, 374}'9, 37515, 55088900, 55094908 and 55084420 as shown on Schedule 6A - Future Land Use of the Uptown Strategy from Low Intensity Mix to High Intensity Mix; and 2. Rezone PIDs 40014, 39875, 37747, 55108062, 37481, 37739, 37762, 37507, 37499, 37515, 55088900, 55094908 and 55084420 froin B2 General Commercial to B3 Central Commercial. Respectfully submitted, Terrence Totten, F.C.A. City ]Manager M t1v-� o c' avLS- L.,,," '. We are building a home for Christmas for a 13 year old girl who has Cystic Fibrosis. Her name is Britney Hanson; her story was also published in the telegraph journal. We are asking you please to help us in this matter Me are asking that you wave all fees involved for this project. The estimated cost of the building permit was $750.00. If you can help in this situation it would be greatly appreciated. Thank you, Mary �Hanson 19 M & C - 2008 -311 17 October 2008 His Warship Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Tender 2008- 083001T _.. Building Demolition /Salvage 97 Union Street, Broderick Building In preparation for the "North of Union" development, the property at 97 Union Street which is known as the Broderick Building has been acquired by the City of Saint John and is now ready for demolition. Consideration was given to preserving many of the heritage items contained in the structure therefore, the demolition will include the salvage of these items by hand rather than the traditional methods of demolition by heavy equipment. ANALYSIS: Three companies responded to the City's tender call by submitting bids. Staff of Materials & fleet Management and Building and Technical Services have reviewed the tenders, and have found them all to be complete in every regard.. Bids were received from. Galbraith Construction Ltd. $55,940.00 Paul's Trucking & Demolition $47,740.010 Maintenance Services Ltd. (Bulldog Demolition) $42,250.00 The cost is higher than a conventional demolition tender due to the salvage of the heritage items however is within an acceptable range for this type of demolition. 20 Page 2 FINANCIAL IMPLICATIONS- The total cost for the demolition and salvage of heritage items of the Broderick Building at 97 Union Street, if awarded as recommended to the low bidder, will be $42,250.00 plus tax. This is a planned expenditure and as such funds are available in the Capital Budget. RECOMMENDATION: It is recommended that the tender, in the amount of $42,250.00, plus tax, for the demolition and salvage of heritage items of the Broderick Building at 97 Union Street, be awarded to the low bidder Maintenance Services Ltd (Bulldog Demolition). Respectfully submitted, David Logan Purchasing Agent T.L. Totten, FCA City Manager 21 October 16, 2008 Saint John City Council 8th Floor, City Hall P.O. Box 1971 Saint John, NB E2L 4L1 Dear Council Members, Since 1990, the Saint John Theatre Company has been growing consistently and is now the largest theatre producer in Southern New Brunswick. Several years ago it was clear that we had completely outgrown ourselves and that the company would be in trouble if it didn't substantially upgrade its infrastructure - we required a new facility to house all of our production, training and administrative needs. As many of you know, two years ago the SJTC purchased the property at 112 Princess Street in uptown Saint John and launched a capital campaign called Setting the Stage. The original goal of the campaign was to raise $950,000 to cover the purchase and retrofit of the building. Since then - as work has progressed - we have had to expand the scope of the project in order to deal with some major structural concerns with the site as well as expanding the accessibility of the site by adding an elevator. As a result, our campaign goal was increased to $1,400,000. At this point, we have achieved 90% of our campaign goal or $1,260,000. However, of the remaining $140,000 we have an urgent need for $40,000 - $50,000 in order to finalize construction of the interior of the building. We need your help now to get the building fully functional. While there are some other aspects of the project - like the rear parking lot or some masonry upgrades - which need to be completed as well, these issues will not impact our operational capacity. Once the interior is complete, the Saint John Theatre Company will be able to substantially expand its operations to include the new services that we have promised such as a formalized theatre school, enhanced Studio productions and facility rentals. 22 SJTC.................................................................................................................................. ............................... page 2 of 2 Currently, the second floor is now almost complete and we have recently moved our administrative offices into the building. However, many of the other spaces in the building have not been finished. As a result we cannot yet utilize the building for facility rentals, studio productions, youth training, or any of the others aspects of production for which this project was developed. Confirming the City's continued financial support at this time will go a long way towards making the new production facility fully operational. Two years ago, Saint John Theatre Company asked the City of Saint John to commit to $100,000 over three years. To date we have received 3 payments - $50,000, $10,000, $15,000. At this time we would like to restate our request and ask that the City of Saint John commit to $25,000 in order to bring the total commitment to the project to $100,000. Feel free to contact me at 652 -7582 should you require any further details. Thank you for your consideration and support. Regards, Stephen Tobias Co- Chair, Setting the Stage Saint John Theatre Company 23 2008 Board of Directors Saint John Theatre Company as at September 30, 2008 Joanna Everitt, President Brian Goodwin, Vice President Jeff Harriman, Treasurer Angela Halpin, Secretary (non- voting) Bob Doherty Sandra Donnelly John B. Elliot Joanna Everitt Mel Norton Jay Rawding 24 Before the curtain rises, the players must rehearse. Technical staff must be trained. Sets must be built Props must be found or made, and costumes prepared. The production must be publicized, and tickets must be sold. Before the first actor strides into the spotlight, before we get the first glimpse of the backdrop, before anyone can utter a word of dialogue, dozens of people pour thousands of hours of time and effort into making this first moment -- and all the others that follow -- memorable, poignant and satisfying. Before any of that, someone must transform an artistic vision into something concrete and visible. Before the curtain rises, before we feel that thrill of anticipation, someone must set the stage. 27 . .. ....... ... New Brunswick is rich in excellent performance spaces, (h New Brunswick w1g, have greatly expanded the roster of and none are finer than Saint John's own Imperial Theatre. performA,nce'spaces. Now, in Saint John, we want to make Whether on the Imperial's grand platform or in a local a similar investment in all that goes into a production community centre, any theatre production is a labour of before the Icurtai" rises. love. But "labour" is tr ily the right description. , Setting th Stage is the campaign to provide the Saint John A theatre production is built, painstakingly, step by step, in Theatre C I impany with a permanent base of rehearsal spaces, tech r ical workshops, props and costume operations, Rather than constructing another performance rooms, training classes, meeting spaces and offices. Great space, Setony the 'Stage will provide the foundation from productions arise from a passion for theatre, but passion which the Compa pursue a long-term vision that wal alvl nnot 'sustain p oduction forever. The passion must benefits everyone i,n,the Greater Saint John area. 11 1 which volunteers and professionals alike ork. The campaign for the'Saint John Theatre Company is setting thelstage for greater artistic achievement in front M V/0 M 'M of the audiences, greater reach into our community schools, and greater impact on our economy. and . .. ....... ... The SaintJohn Theatre Company has become a huge part of my life since moving to SaintJohn in 2000. 1 am very grateful to the SJTC for providing an avenue to do the things 1 love, to work with people whom 1 respect and admire, and to be part of a great non- profit, community theatre group. 1 volunteer because there is a sense of fulfillment and accomplishment in being a part of building something for which the payment is not monetary, but is personal growth and satisfaction. 1 see numerous benefits of this project, the most important being that we will now have a "home," which will be an accessible and permanent fixture for our audiences and the members of the community. 1 fully support the SJTC's Setting the Stage campaign and look forward to helping it become a success! 1111,!!;! %111' °yI� llll "v s01U%'JIII/Illl as 111.M1,,,,,,1 11" limlilllll, if l i/// y 111, 11 "11 'r, 1imlillf'' 111 "lf l l +,Jlor�li � I' Ills; or�l;'1r l�ri " „Irruilillllri, lirri Ilrirr'li l,'fa�a�l,, llr�r� "vol,olr�n Olfno' t.�;llr0o�nl�n 110'00, Iro��rol,IrO�� Ilfno�0 OFno �lilr��l% olllro�a olio OI, � �ol,Ira Uo�lrnoo' IMI M1,1111 IOIrI;�Irnsfi/U iok. 111.' llllrl "'r,/liihni11 11QIllrlllrl Qllllrl 1) " 1 ;II'lllllllll " °j 0ao” `nl j hvidl hv,(1101 noa ola' oola'oolo" ll fora' o nd'y OoD l it rj o oll;r a ( o IIIII>lti >�polloo�llilo� Oo�n llflo�oo�llr� o�oao0 l��ii�lllo�l lil ��rlia %ltir, 1011i�d >zo�lroalroou�oalil� >r>z�lilaoo�li�h�d �zllro�olr�1 �I�al�l loo oo�n�� Ioorloir. Nmw a, oamw oJol rlh oirva#0ooa o t a, I wn),#v for llf�n of llr pllioll; ilia r ilrri, r,lif)"huliuq a rrull plli i lli on irrri flu poi rr�� f" �I o lh>rlo portrayed by the actors, and other lives. It invites us to enter into a common emotional experience around some issue of concern. - Department of Canadian Heritage f►. re th rxte e't 1 J, eyed. Dramatizi 70�i lives �r1I'`1±'eet pe nce, a f��4(sf and Wilder said thi" �(i`�ard th 11 n berng cfe witlt� it is t loan bein, Cher presentin ofAnne or running a workshop ' or school "r�hThe Company is on the for' nunty Ua�sd tha The largest com�h A theatre org (Y t New Brunswj` John Theatre Compaq o Iso one of Est profile arts organiza / Saint J a strong and enthusiastic v'�er ba 1 711, �il!(�� iu�i�JnrcrFr� nual su iptions n erial Theatre R5"6ga'ollons of paint • 1,750 indivi • 3,150 r SJTC IS:,, MAIN STAG // /ties of Ilia)"r'prduct� the Imperial re using primarily local talent a with an emphasis on high quality and professiona SECOND STAGE A SJTC program with two urposes: fostering learning, development, and perimentation in theatre skills; and providing production opportunities for new directors, playwrights, and performers. The Sainte ohn Theatre Company adds immeasurably to the richness and quality of SaintJohn's cultural life — and it has been doing so very successfully for many years. From my perspective, it is obviously important to have a first -class performance venue such as the Imperial Theatre. But what is equally important is that local, professional- calibre productions be regularly performed in that venue. The SJTC does that -- and makes SaintJohners proud in the process! - Michael D. Wennhery is chair of SaintJohn Community Arts Board, and President of the Imperial Theatre Foundation. A Drama in Many Acts 1990 Who Killed Santa Claus? is the first production of 1999 a newly formed theatre troupe committed to excellence and entertainment called 'The Company.' 1992 The Company mounts Frankenstein, a breakthrough project that raises $4,600 for the Juvenile Diabetes Association, and attracts significant community involvement. 1994 The Company presents The Incredible Murder of Cardinal Tosca, the first production at the newly restored Imperial Theatre. The effort attracts unprecedented corporate sponsorship, volunteers, national media coverage, and over 3,500 audience members. 1995 Under newly launched SJTC guest artist program, Tom Kerr (former artistic director of Neptune Theatre and Stratford Young Company) directs Macbeth and Julie -Kate Olivier (daughter of Sir Laurence Olivier) plays Lady Macbeth. The project attracts national media attention. The audience of 5,400 people is the largest ever for a community based production at the Imperial Theatre. To build long -term engagement with theatre arts, the SJTC holds a series of consultations with members of the community. The SJTC emerges with a renewed commitment to financial discipline, increased tickets sales, and improving the company's profile in the community. 2000 The SJTC forms 'Second Stage to develop and implement theatrical training opportunities and workshops and to coordinate production opportunities and activities for new directors, writers, and performers. 2001 The SJTC partners with the Saint John Jewish Historical Museum for The Diary of Anne Frank. The company reaches more than 2,000 local students with visits to a dozen schools. 2002 SJTC's Second Stage produces its first evening of original one -act plays by local playwrights. 2003 The SJTC mounts a hugely successful production of Guys and Dolls, its first musical production. 2004 The SJTC completes a 5 -year Business Plan and Strategy to ensure the long -term viability of the company. 2005 The SJTC acquires an option to purchase 'The Lingley Building' at 112 Princess Street. 1!'G IrG IlIllll ll r," ll t ll Ill r, (r ri llll r, ( rr 1111111 rG "/1 „r'(r l,' ho) fn)u,, § h, a(rri rrllrirrll rrlbidd''l on, 1111rrr° '' «11710. Ilrio - ` 2005 1VI /rlrll,rrri' rrli0lb 0/w, ot'rrll 'rnd'' [balyd'' rf [brrlli'illrrr,, rr,�rrar,rl,rnn0�; Or 0,11r, ffirs0 0 ,11r'rji>fre rrlhr rr 0ir,r 1111E lllllr llrrrgpf,�'Ir',irlll 01l1irrdbrr r,/ll'r?i "illllll, �- irrOlrl Ilrlrrr0lr�rrrOr ilrlOrui ~�rfni ~r'Orl0lir,lr; �'rr O1J #r'r(rd) ri1'i01h] 11hr ° :Urrioa1 1QD1000 P,#1i4,(",1h] r��rrrrrlrrrri0�; Or rrrllrlrtiOur ,maul lilt rrrriv"ar (fl 9/1 Of' 05t, 011rllroru ,0;° hu oIoNY16011 rliolu Iwi01h Olhr rG,rcwrwr frlhru rl ��r�ar�a��rarr0 �, 0 ��uraQ�Q�Oia�ra, Q��raQ��2'nll Olrr I'.r 0� ^� 0� IVrlll.rl8�'4G l /IIIII'll "IIII'll7fV'�110I.1,'% rlll//��r11111.�rGI'r1110'4G r1111r "irD0lrri grolull a Or 1rva 1N) v hrl'i0° r/l/IIluolrrrl0 Olill'0'V' 111111 i1r111f00 ° "i rill" II JrIh i'uli /l'aI' r]hrii� °rarer '� p�nral��o ray OIho�lr�a �,r °r�li�a �� Or °ra�dirar� I''ill�r �ilil,'I; "��r,rr 111,r�11 °llrllilillarlrarr "�,° rr1i�11 %rl rrrllll/;rl , "1h'rll rvr lirrrll/;1'rllrrr'c rlll'rrl1" rrrairarr prrr�r�r °Irrrrrarr'� for rr raara ro 191 The SaintJohn Theatre Company presents: An 8,000 square foot facility at 112 Princess Street in uptown SaintJohn • Multiple rehearsal and training rooms • Set construction workshop • Storage for construction materials • Storage and work areas for props and costumes • Loading bay • Sales, promotion, and administrative offices The facility will: • Increase the profile of the SJTC, aiding sales and promotion; • Draw new volunteers and supporters, • Leverage production activity to generate revenue by providing services to others (such as props and costuming for TV and film productions); and • Generate revenue by renting rehearsal and other spaces to local arts organizations and other agencies. An Investment Mr thz, Entire Community The people of Saint John know the value of the arts. The SJTC and other arts organizations enjoy broad support from those who love the arts, but also from those who understand the economic and social benefit of such things as live theatre. Recently, Saint John Common Council adopted a Draft Arts & Culture Policy. In part, it reads that: Common Council recognizes the importance of the City of SaintJohn being, and being seen outside its borders as a 'creative' city. Council agrees that it must play an ongoing leadership role to ensure that this happens. Common Council recognizes the key role that arts and culture play in the City's social, cultural and economic development, as vehicles forgrowth, urban renewal, and effective marketing of the City. The Council also identified that the arts: • Generate economic wealth. • Improve quality of life. • Reduce anti - social behaviour. • Build healthier communities. • Provide opportunities for minority groups. Further, Common Council specifically identified the crucial need for investment in arts infrastructure if the community is to have a thriving artistic and cultural life. rA�U: ��u,,, 34 According to one study, the quality of life in a community increases the attractiveness of a job there by 33 per cent. The availability of cultural activity is a significant factor in the complex livability quotient ... when cities promote art, culture and heritage activities, they not only improve the quality of life for their citizens, but also attract the skilled workforce on which a vibrant economy depends. — Max Wyman, The Defiant Imagination �� IIII y ,,, �b MM �IIMYV.AIMA a { JARS�YXX l q ,ryfwePfiiPfriGNrtN6f0aIdfINYv'1� ri Ir � n ,aj •�� 4r nti.nWM rre r �x u�m�ry ". da JI, //J /fliUl /MW ran � ✓ � Vf NVlnxf" IMmn� i�'NIdM1i M11rWi1 rrvv m 1w wuwuwuuou MW Kali � w� ��p�M �I�IyyyM� M fin. A VWID% WsU� m uu100001 �i�drwv Ground Flo r m� IIpIII MI�� ,o app; Vl IS W', �X.ua�.rea�olSlsS!� e Su4Y�nW'M� mm iu Ili IIL, Floor Proposed Floor Plan yiirv,� N I II J f NO 51 -iIff'M IN , mw u. wuAU. M.�mwi�raiy The SaintJohn Theatre Companygave me my very first opportunity to act It's the only company in SaintJohn where you can get any experience and where so many people can see you. Being in a play made me realize that 1 do love to perform and gave me confidence to want to do more. Through the SJTC, 1 learned that everything comes alive with hard work and dedication. It felt like we were a family. 1 really fell in love with everyone and look forward to doing a lot more in years to come! — Felicia Rodrigues, 13, played the role of Helen Keller in the SJTC's production of The Miracle Worker (2002). 35 rr L„ "�„ 7;u rce IIUmM�IDd'w uA�ry�Wypprnm ppII�� M�At IItiW� � rvum v@ db �1'Fn, w W MINMAiMM�M�I,IDd Illl M.�mwi�raiy The SaintJohn Theatre Companygave me my very first opportunity to act It's the only company in SaintJohn where you can get any experience and where so many people can see you. Being in a play made me realize that 1 do love to perform and gave me confidence to want to do more. Through the SJTC, 1 learned that everything comes alive with hard work and dedication. It felt like we were a family. 1 really fell in love with everyone and look forward to doing a lot more in years to come! — Felicia Rodrigues, 13, played the role of Helen Keller in the SJTC's production of The Miracle Worker (2002). 35 TAKE? WHAT WILL IT $140,000.00 1 4 $140,000 $140,000 100/0 $105,000.00 1 4 $105,000 $245,000 18% $70,000 2 8 $140,000 $385,000 28% $53,000 3 12 $159,000 $544,000 390/0 $35,000 5 20 $175,000 $719,000 51% $27,000 8 32 $216,000 $935,000 67% $18,000 10 40 $180,000 $1,115,000 80/0 $8,900 12 48 $106,800 $1,221,800 87/0 $3,500 12 48 $42,000 $1,263,800 900/0 Under $3,500 77 311 $136,200 $1,400,000 1000/0 Totals 151 524 $1,400,000 s 01104011 'lid lit " alre 0 11000 11 0,11v 0 "OO;iIr40;i001110, �- 0;i000 11,, tinu 11(cre4ij[hiv " ff'Urh lre Inhilao d 1Fa ' 444 � 444a4a4 "4 4a lia'n4duu 4� hu §15t,V offs l (11hil(mr, "liar o°Iu hOIuov lr1r#lurhun41i' Oulu d a 1pir"olrll "110;110° 0101;'111'0° IIJi III GIOIiI/Ji 1611 111f11 I "i I ll'V IIIIGI/0 °11;11 1110 II HIV Illi' °° 0°110/1`11° II'll "11011'1171II ; ;O °ll "i P i I I O °''. 1;'11)0° (G'll J`,1 I/IlT, I/I i 110'11 I' I/G'IIId 0°A/l;l°° IIOV lrrfui for'ro 'f 1, /111;''1 l,io "u o iva'da' ll'0°/polr/l, 1Ih(r l,li "Ii0 /l° 01," Irll '0011111v 111r1101OdIi01110 ?ii OGGrholu0d I'lll'0° 11GI11 OG''4i. illJr0;111'11"1uq 'f 4illlrar _14iIh'Ini 11N)vahry ;' 'S01I 1 11'44 v1rlr# v1i4yv ll 01' oi41r' I,''vadli`iuq Ium,' °1foll' 11;lrofli1 x111'r° %11'111' /l° 01%Ir"O;1V! 1p, IIr% #(ra1rr#1i`iu % 01%II'va# OIII'0 ° /JlGllli0 /JG'1 PIO;IIIII`v,, Iil lirlll'. 'i0 ° /11. "ii 01111110 ° / /II '0110 /11�' OIIII�I iG "iii I/I110%/II ll' /l °A 1111011 !l��li,'�I�1100�� /l'�'I11 1'1110 l/Jr�'I11 �';'ii� 441r1i 11 liliai4.aro l,' 1 Ih4i dll"a vrlu bx;11118 I'll'V llal;'c/ ° /l °ll f lud 44�4J11,o4aoo� o N h I� Ih r�aonn� 1,D � ",lull ))//))o1r/�1 hiion),# olur° 0 /1111'11 "Iflllllll' 111111'; II1)v S,11 1100;111'1 ` lIJr0111i "i0` // f,"'o 0;'111 0 °ll" vx /hra'o1 /4 ifif4a4rx,'o °ra4rolhl n °4a1 of f"'Ihv p� a4h4441 r4a� aul for rIh'o 11''Ih'M�, 11" vgf1l'olu. li 0)"Irr11 4110 °ol /r ;l' ' Ilrliwii X11 li' Ili' ir, r,lh'v (SIR, Ili' i av1h'io 1' vd f lrrd voi'qvilli';' I'If11GI0VllJ; 1'10 11'1`11' G'G 'VO I'lh'0 °ll'l /II II �I'll)l/) ;'/11V III GIh' /l° b`0f)"Ird of D;lllioorrini 411111:' 1, "14111 olilD4r °li 441r4d of"IN)mr' 44�4J1ro�4ao ° Ir4ao�1r4aD4 4 ��h�u4a 4�o�4 44�4J� 4doluo4 ^a [[or vHu'1uq 1;'hv, ,1;'/1101 v 101111' //°IVviu 0 %ll' /l ° %JI GI/ 11 'iV 00110 "i'4i OG'l10 d 1111'11 "IfllJr /I • Gifts of cash Cash gifts are extremely useful to the opening of a new building. They provide immediate resources to the SJTC and support the ongoing development of the project. • Gifts by pledge A pledge is a convenient and efficient way to give. With a pledge period of up to three years, you are able to budget for your donation. Meanwhile, a pledge allows the SJTC to plan the most effective means of accomplishing its goal. • Gifts of securities or personal property Gifts in this form are welcome, and may be advanta- geous to certain donors. Inquire with our Campaign Office for details of how securities or property can be charitable donations to this campaign. Note that the SJTC advises all potential donors of property or assets to obtain professional financial advice about the tax or other implications of such a donation in your specific situation. Gifts should be made out to the Saint John Theatre Company 37 and designated for the "Setting the Stage Campaign." I +I,I )s§ inrlirrprilr rrlirlirr s hu Alar!rrllrr llar If "rr" rr plwrlilrlirrlrarmUl rrlrrirrll Ilo"r rrllllrarro rllarr arlirrr" rrolrlrliplrrrlrli 'lllm, ' alhurl (Iohlu 7lllarr"rrrlrv, Co rua 10hulao I hv, 'S'D1 C u rr ndrrrrlupu of ruuud Il" ; . , rllrclll,00ir,rrc11 pl,0ri�pl,l,r, tl�llhri� Ihri�r uliarirllr 1, r, r,lhrl,u ryri�rl, r,ri� 0urnr,0 r rr��uliapl /rua, pl /u0 °;'��ruar,ivar,, r,lh0 olll,l,i�r rlh,nni ulrr , rrlvrlu l,rdo uaul,r,, uarrl u,�rrru I e hruf,,'� H10"'14, r ",�nua�l,ruyy,, Dry Ih,rrlill,uarh rlh,nl,u rrllruu Ih,rrurano rr l,. , rr ro of 10IlRUa, ry>rarp ruardnvd ,, ;, „ rlh,n rr�u�.�l,rflr Il�l�rruyr� rlh,rr�� Ip' yl,ilr rlh,nnu�un l�uurdl,r�nuurruu'� uO ulh,l, "� rhurniu rl,r, l,� I�nuu�arr�uunuau ru�uJl �Ih,ul,al,ua�o r ar III rrrl2 °�l a a drru llfur° °�rurrrl DO/Nuu Illh,r °nullrn° l olnrupu0iva,� lrr lrrarul�r �Ih,r ^r IrrarrifIrr. G rupul pruuurd ul ruuard vain rlulr'a"qu, rl, I!!kl�l, l� i )) °))° I . L! yll' °J,kri . �.I�IIU�II nrlli'i��ll Gllldr yl�!'�. II GDII °I "i nr II INII ,IIGPYIf,llnr �Gl &llll�l � ,f11A71C1G111 �, 'Mii y111G11�:' III�'GPlli", � �IIIPIIr7L Illi'Gll�li I i '�.IUI'GPp A1'l' IIGI 7 y' ld' w, /l114r II /! /,F `IIG .I erl% ,Ill h), III if/,"I (ll ,`1111 1]'D J///// opportunities for better productions - for involving more volunteers - for more - for children and students - for long-term stability or theatre production - ror a lasting legacy or live community theatre II riu :..' r °rulr:u, II llarulvr, /bed"'Iru lilraa/rilhvr''rrll u/Illllhl rlhue''ahrr° llru 'Srulilrar,(I0151a ru.r, ru rlearlhue#1 arrlolr; rularrll rrllllrr °rrrill ", Ihla rlhue'' °friulrar_Jyrilh'ua 111h00urur° r rrlralllrruua;' li Ihriao "r °0ua 0llalil'rllu0 °Iru rye0urr °illy', rllli "rrraou° rlh'0 rlraruryli0 rill rlh00urur r,lhlrriidry,lh' riiur" "olh' rwrl,' 01ur11r0u011i' Illrr °rirylrrulnra li Ih'rul 0 Ih'0nur 11 rlh'r I;'niury,llrrrru ruuri ll 00Iru llh0 rrrnuu rill rucurllli0uur0 rrriu011i'0011 h ;' riiur" pJdl'rllydV'rr'Glrllu0 "u Allard 0 °ulup0l , °rrd GIII'0° r %'rllll'll`IillO % IIOIIIiO °11'11 "i r1011'll. "ii'i OlUll,lpirrlvil"ln100°„ II III'rG'11I0° pJJrl°vlu pur"olu d f, "o1 �,1'v rlu IIIIrIG 1;'IN)v rrll rlly, SO, R Ifni IlRnappuvnd pwrrpupr° ward dh)00.r Io v ward uralrarurua rlra Olu'rrrl,u��o �; �,7 , 1 „ ; , 1 h,r rnru�ul ruua� Ih,ru� rdniveyrrpun�l ��urrn,�� uyy, donor# hof",lh, rlh,rniuul,rUly nuuJl Dr�u�l,uun �rv�uardl�rrl,uu� ru�ud r y,"oo . flor/iiaurd ri tII llarur, r,lh0° rlh00urur orirlrul/);riva,' tli lil'I' p/lrovil"tll0, lfninr riiuu° rrirlrarlraiural,r;' lilru r,lh'0 IFuriuu0. 7llhrir,'' t l lh' ' li rurlra rulru riur110lnir "ulu/p/p llll Ior Of 'orl °IIfu ')% 11110 SON)"'rlrl ��' �( 1��. IGlrli' Ir�l' �. GIIIiIlli, rl» L�I% 1% l�l� :'/l��I�l,>r111�1,i1�D��i:'I GDr Illi' IldulGllnll �Ir illy iI'Ir._, GPll�r 11'`6111„ I GL if -� l i'IGPrGlIlGllnr9» I'll I'GIIG11111� i'I '�.�:'ll'Ilipe 19H 1"HEATRE COMPANY pr. lu, 0 .40 j�. ,.n i,", ( ,'(f wpquM � W #hf- rlI :, Ae�i', t r e r v,"N 1'n,e Saint John Theatre Company Campaign Office Level III Brunswick Square Unit C -5, 39 King St Saint John N B E21- 4W3 T:506- 652 -7582 campaign @saintjohntheatrecompany.com F:506- 652 -7585 www.saintjohntheatrecompany.com m S Q z U O O s a IW1YIrrIIII� "'�Nn NNN��)iiivvY pr. lu, 0 .40 j�. ,.n i,", ( ,'(f wpquM � W #hf- rlI :, Ae�i', t r e r v,"N 1'n,e Saint John Theatre Company Campaign Office Level III Brunswick Square Unit C -5, 39 King St Saint John N B E21- 4W3 T:506- 652 -7582 campaign @saintjohntheatrecompany.com F:506- 652 -7585 www.saintjohntheatrecompany.com m S Q z U O O s a i- u� ✓Vd Odd /, wV dill L pM4 4�°'�9 Donor Benefits EXECUTIVE PRODUCER'S CIRCLE: OVER $90,000 Opportunity to name the Rehearsal Hall 10 year SJTC membership & Main Stage subscription (for 4) Name on Donor Wall Recognition in press releases to media during the campaign and at conclusion Invitation to exclusive Gala event for donors and major contributors Invitation to Grand Opening & Unveiling of the Donor Wall Recognition in campaign advertising Recognition on corporate website Charitable receipt Public thank you in local newspapers PRODUCER'S CIRCLE: $60,000 - $89,999 Opportunity to name the Theatre School Program, Construction Workshop or Boardroom 10 year SJTC membership & Main Stage subscription (for 2) Name on Donor Wall Recognition in press releases to media during the campaign and at conclusion Invitation to exclusive Gala event for donors and major contributors Invitation to Grand Opening & Unveiling of the Donor Wall Recognition in campaign advertising Recognition on corporate website Charitable receipt Public thank you in local newspapers DIRECTOR'S CIRCLE: $21,000 - $59,999 Room naming opportunity - first come basis 5 year SJTC membership & Main Stage subscription (for 2) Name on Donor Wall Recognition in press releases to media during the campaign and at conclusion Invitation to exclusive Gala event for donors and major contributors Invitation to Grand Opening & Unveiling of the Donor Wall Recognition on corporate website Charitable receipt Public thank you in local newspapers BENEFACTORS: $9,000 - $20,999 Recognition on archival photo displays 3 year SJTC membership & Main Stage subscription (for 2) Name on Donor Wall. Invitation to Grand Opening & Unveiling of the Donor Wall Recognition on corporate website Charitable receipt Public thank you in local newspapers PATRONS: $3,000 - $8,999 2 year SJTC membership & Main Stage subscription (for 2) Name on Donor Wall Invitation to Grand Opening & Unveiling of the Donor Wall Charitable receipt Public thank you in local newspapers FRIENDS: UNDER $3,000 1 year SJTC membership & Main Stage subscription (for 2) for donations over $1, 000. Name on Donor Wall. Invitation to Grand Opening & Unveiling of the Donor Wall Charitable receipt Public thank you in local newspapers 41 Setting the Stage - Capital Campaign for the Saint john Theatre Company Donors as at Sep. 16, 2008 Executive Director's Circle (over $90,000) BMO Financial Group Department of Canadian Heritage Province of New Brunswick Producer's Circle ($60,000 - $89,999) City of Saint John Director's Circle ($21,000 - $59,999) CISCO Systems Canada Derek & Jacqueline Oland Fortis Properties Harrison McCain Foundation Heritage Development Board (Municipal) NB Dept of Wellness Culture & Sport Saint John Port Authority Sandra Donnelly & Stephen Tobias Sir James Dunn Foundation Telegraph Journal Benefactors ($9,000 - $20,999) Aliant Brian & Linda Goodwin Brunswick Pipeline Crosby Molasses Co. Ltd. David J. Reid Elizabeth A. & Richard J. Currie Enbridge Gas New Brunswick Groupe Savoie Inc. Imperial Tobacco Foundation NB Arts Board Conseil des arts NB OSCO Construction Group Saint John Energy Scott & Trish McCain The Greater Saint John Community Foundation 42 SJTC Donors Patrons ($3,000 - $8,999) Allison & Claire McCain Alpha -1 Construction Andrew Britton Anne & Gerry Pond B &N Flooring Brian & Gloria Dobbelsteyn Danny McCarthy Design Art Signs/ Tahiti Tan Efficiency New Brunswick Ernst & Young LLP F.K. Morrow Foundation Irving Oil Marketing J.B. Elliot Insurance Joanna Everitt Kent Building Suppiles Kizzy Kaye Lawson & Creamer Marilyn & Fred Donnelly McKean Family Foundation Moosehead Breweries Northrup Group Pauline Cronin Punch Productions/ Judith Mackin Raymond & Doris Tobias Saint John Animal Hospital Scott & Alison Thomas Teed Saunders Doyle The MacMurray Foundation T.S. Simms Uptown Saint John WaterStreet Dinner Theatre/ Steamers 43 as at Sep. 16, 2008 Page 2 of 3 SJTC Donors as at Sep. 16, 2008 Friends (less than $3,000) A. Legere John Kimball A.C. Poirier & Associates John Wallace A.W. McMackin Judith Gorham AE Hadfield June Lavin Amanda Cullen Kate Coffman Andrea Cunningham Katherine Biggs -Craft Anne Scott Kristi L. Neilsen Bernard & Elizabeth Cormier Lee Wilson Beth Herron Leslie Terry Betty Tompkins Linda Bishop Bill & Angela Halpin Lysbeth Larooi Bill & Norma Bishop Marion Sherwood Carol -Anne Noble Maureen Terhune CIBC Mel Norton CIBC Wood Gundy MG Alston Dale Caines Mike McGraw Day & Ross Mike Wennberg Dee Stubbs -Lee Norm McFarlane Deloitte & Touche Panatlantic Inc. DFS Architects Peter Asimakos & family Dr. Shaun Narine Peter Gilchrist Fred G. Spencer Peter Smith George Legris Printing Plus Ltd./ John Ainsworth Global Television Rick & Charis Tobias H. Kippers RJ Stack Hans Klohn Shane MacMillan Heather & Doug Crowley Signe Gurholt Holly Betts Stephen Calder Hope Grant Stephen McCain Irwin Hornik Suzy McCormick Janet Henry Murdoch Soper Tom Condon Jay Rawding Uponor Ltd. Jim Knox Remax Professionals Urban Landscaping John Johnston Page 3 of 3 44 HANDI -BUY Accessible Transportation for the City of Saint John Operated by Independence Plus Incorporated Subsidized by the Saint John Transit Commission Presentation to Saint John Common Council October 20th, 2008 by David C. Black, Executive Director, Independence Plus Incorporated Backzround: Saint John Handi -Bus service is accessible transportation for citizens with various disabilities who are unable to use public transit with safety and dignity. The service is provided door -to -door and rides may be shared with other passengers. The service has been operated since 1994 by Independence Plus Incorporated, a non- profit agency which has provided support options to persons with disabilities in Saint John since 1982. The transportation service is subsidized by the Saint John Transit Commission through their funding from the City of Saint John. Currently the Saint John Transit Commission subsidizes Independence Plus Inc. $5,000 monthly. Other sources of revenue include cash fares and contracts. The vehicles are owned by the Saint John Transit Commission and leased to Independence Plus Incorporated -Hand i -Bus. Presently there are five vans 2008, 2006 2005 2004 and the backup van 2003. Who is Elizible? Priority is given to non - ambulatory passengers who use wheelchairs /scooters, walkers, canes and crutches. These individuals may utilize the service on an unrestricted basis. Ambulatory passengers who have a physical and mental disability, are able to walls but are unable to use public transit and may require the assistance of an attendant and /or family member would have second priority. Passengers with short term disabilities and seniors may also access the service, all based on availability within the scheduling. Visitors to the City of Saint John with accessible transportation needs may utilize the service. This would include trips to and from the airport and requests for city tours from within the cruise ship industry. Advance bookings are necessary to ensure requests can be accommodated. How to Rezister: To register for the service, a potential passenger must: * complete a written registration form * have written verification of disability by a family doctor, a nurse, a physiotherapist or an occupational therapist Registration forms are available at the office located at 66 Waterloo Street, Suite 115. 45 What are the Fares? Cash fares are $5.00 for one way trips within city limits. Passes are available for $40.00 for ten one way trips or $75.00 for 20 one way trips. An attendant may travel with a passenger at no cost. How are Trips Requested; : It is preferred that 24 to 48 hour advance notice be given. Passengers who require daily service for educational and employment purposes must give 7 days notice. All potential passengers must be prepared to be flexible with their request needs due to the scheduling needs of the service. Hours of Service: The Handi -Bus service operates Monday, Wednesday and Friday between the hours of 7:00 am to 7:00 pm. Tuesday and Thursday hours are lam to IOpm. Saturday's hours are 10 am to 6pm. Special requests may be made for after hour service. This would include evening events, meetings or weekend group day trips. Prices escalate for after hour service. Requests may be made for out of town medical appointments at a rate of $50.00 per hour. Independence Plus Incorporated, through its volunteer Board of Directors, agreed to provide this service starting in 1994 on the provision there would be no additional burden to the agency either financially, on management staff responsible for the daily operations and that there be a total commitment with full support from the City of Saint John and the Saint John Transit Commission. Working within this partnership will ensure that the needs of the people requiring specialized services will and can be met. *Does the City of Saint John have an adequate system to meet the needs of persons with mobility issues, visual impairments, children with special needs and seniors; all of whom cannot utilize the regular public transit system? NO. *Public transportation is the responsibility of each respective municipality within the province of New Brunswick. There needs to be recognition by the decision makers of the City of Saint John that all citizens have a right to public transportation. The present accessible service needs to be improved to meet the needs of the disabled population. How can this be done ?? 46 Issues Transportation is the essential link to the community for all citizens whether able - bodied or those with a disability. Many of our riders are contributing members of society who hold steady employment. They rely on this service to get to and from work. In addition, some riders require medical appointments (i.e. Dialysis, etc) on a regular basis. Consistent and reliable transportation is vital to their health and well being. • Handi -Bus is the primary accessible transportation system within the city. • In 2004, ridership was recorded at 15,500 passengers. Ridership for 2008 is projected to be 20,600. Ridership has increased 33% since 2004. Please see graph on page 4. • HandiBus Drivers make $10.80 per hour. This is a significant discrepancy between those who drive Saint John's non - disabled population and those who drive those with a disability. This is not just. • Unable to accommodate: Handi -bus has denied 300 disabled riders accessible transportation service due to a lack of resources in 2007. Resources Requested to Better Meet the Needs of the Disabled Population of Saint John: Increase capital expenditure funding to add two new vehicles in 2009. Average cost of a vehicle is $75,000 • Increase monthly subsidy from $5,000 to $10,000 How the Requested Resources Will Enhance the Service: • Able to offer an increase in the hourly rate of the driver • Add an additional full time driver for the additional bus • Offer services to more riders who otherwise would be denied service • Possibly increase the hours of operation to include more evenings and Sundays. There needs to be recognition by the decision makers of the City of Saint John that all citizens have a eight to public transportation 47 Illlllf... IIIIIIIIIIV a ��NwIUH; �I�uuIIpIIV � gryI1dIIIVp Illllllll @I�M Ul IUli�NAkNld9'I� � IIIIIIIVIII &{IllVl�� Rider Ship Increase from all, 1' • 11: III I III III I III III I III II II. II II; 48 ❑ Passen ers REPORT TO COMMON COUNCIL October 16' 2008' His Worship Mayor Ivan Court And Members of Common Council The Cater of sahu lohn Your Worship and Members of Council, SUBJECT: AN ACTION PLAN FOR SAFE, CLEAN DRINKING WATER Common Council has made safe, clean drinking water its priority; understanding the immeasurable value of quality water to Saint,John. Staff will present a report that sets out an Action Plan for Safe, Clean Drinking Water; highlighting opportunities, guiding principles and advice on a direction that aligns service to water users with eco- sustainability, conservation and quality ... at the best possible cost. The Action Plan for Safe, Clean Drinking Water is framed around a series of integrated measures, for which specific and coordinated follow -up attention is needed. We trust that the discussion around the report content and the presentation will advance this municipal priority. Respectfully submitted, J.M. Paul Groody, P.Eng. Commissioner, Municipal Operations & Engineering Saint ,John Water Terrence L. Totten, FCA City Manager 49 WATER. FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY 50 THE ESSENTIAL VALUE OF WATER Without water communities do not exist. Quality of life, good health, natural ecosystems and economic prosperity are all inextricably linked to water. As Saint ,John approaches a new and exciting era, it will seek to put in place the very cornerstone of community life - safe, clean drinking water. The commitment and financial investment needed to make the water system right are great. Saint,John Common Council has made safe, clean drinking water its priority; understanding the immeasurable value of quality water. This report sets out an Action Plan for Safe, Clean Drinking Water; highlighting opportunities, guiding principles and advice on a direction that aligns service to water users with eco- sustainability, conservation and quality ... at the best possible cost. The cost of quality drinking water and a clean environment presents Saint ,John with a major challenge. Although funding partners are essential, users will bear the lion's share of financial responsibility. Those who benefit from services must pay their fair share of upgrade costs. A financial framework is updated regularly to reflect changing circumstances and refinement of estimates; to provide a context for policy and major fiscal decisions, to optimize investments and to keep the public and stakeholders informed. Reasonable and justified funding support from senior government partners is crucial for a meaningful timeline - action is needed now, not years from now. SERVICE TO THE COMMUNITY Basic drinking water processes in Saint ,John have changed little over the past 75 years; relying upon excellent sources and an apparent abundance of good raw water. Only relatively recently has the underlying status quo been questioned. Emerging health and safety concerns " have brouaht much , coupled with an aging infrastructure "time bomb , needed attention to this vital municipal service. October 2008 � � �, Are Action Plan for Safe, Clean Drinking Water r, P 51 Our water systems require fundamental change - to assure quality, least cost solutions for users, and sustainability of resources into the future. Change began in earnest with the 1999 Saint ,John Water Strategy. It called for major reconfiguration of the system and full treatment of drinking water. Since 2000, substantial investments have been made in water system improvements. Saint ,John Common Council has focused attention on the drinking water issue; making safe, clean drinking water a unanimous priority. An informed public is now essential for the water transformation journey that has begun; change that must come about soon at the lowest lifecycle costs possible. REGULATION AND PUBLIC HEALTH Water, a wonderful and profoundly complex substance, is the single most precious element for our mental and physical well- being. Nothing is more essential to life. People, their institutions and enterprises, must have safe, clean drinking water. Quality must be assured by reliable protective barriers and satisfy rigorous safety parameters - delivered to consumers in a state that is clear, colourless, odourless and free of all disease - causing micro - organisms (pathogens) or harmful chemicals. Under current conditions, the quality of water at the tap cannot be assured in Saint ,John. At Saint ,John Water, consumer health and public well -being are always foremost. As such, the lack of adequate treatment facilities and old deteriorating infrastructure are matters of very serious concern; deficiencies with an unacceptable level of risk. SOURCE WATER (WATERSHED) PROTECTION Saint ,John watersheds are vital to the community's future and the sustainability of its water resources. Given this significance, watershed management needs a much higher profile, input from a broad range of stakeholders and direct governance by the jurisdiction most affected. Water source considerations should be better integrated into land use planning, development decisions and the sustainable management of water assets. October 2008 52 K K;: K K= Our watersheds are inherently "at risk "; located near major highways, busy roads and the Saint ,John Airport, and too easily accessible for ecologically questionable activities. Rigorous standards for activities in protected watersheds are vitally important for these natural ecosystems and, ultimately, for the quality of drinking water at the tap. CONSERVATION AND SUSTAINABLE WATER USE A new paradigm must replace this community's long held assumptions about water. Saint ,John needs to view its water resources differently; no longer simply a matter of "turning on the tap" or expecting "more and more infrastructure ". Effective demand management (DM) will improve overall productivity of water use and deliver water based on the actual needs of customers. Moderating demand for water offers advantages that extend well beyond municipal budgets. Conservation eases the burden on lakes and aquifers, allowing the population and economy to grow without depleting precious water resources. It also reduces the amount of disinfecting chemicals that must be removed before water is returned to the environment, and moderates demand for energy. Water conservation does not mean doing without; it is about a long -term focus on water resource management and a water ethic that permeates much of what we do. Not only is this approach better for the environment, it is cheaper and the only sustainable option. WATER TREATMENT FACILITIES Water treatment standards have evolved a great deal beyond what is now used in Saint ,John; utilities have far superior technology available for assuring drinking water quality. What is ultimately selected here must best process our particular raw water chemistry. The main water quality concerns relate to microbiology, turbidity, colour, organic carbon and disinfection by- products. The preliminary design process will recommend full conventional treatment, including filtration and possibly UV radiation. The review of treatment technologies considered public health improvement, capital cost, operating and maintenance costs, stability of operation, staffing requirements, operational complexity, waste generation, any nrnrccc reliability. To achieve desired service targets, with a buffer for future source October 2006 �� An Action Plan for Safe® Clean Drinking Water 53 regulation changes, the outcomes sought are generally more stringent than current drinking water guidelines. The underlying goal is to maximize public health protection, while optimizing the cost - benefit equation over the long -term. A Quantitative Microbial Risk Assessment analyzed pathogenic microorganisms in source waters. The report indicates that tap water provided by current treatment is predicted to fail to meet acceptable public health risk levels (defined by World Health Organization). New conventional water treatment facilities are predicted to lead to water that provides an order of magnitude lower risk than WHO standards. Installation of UV makes the water even safer; the added cost of UV would have to be considered. DISTRIBUTION (SYSTEM) TO CUSTOMERS Council approved the engagement of consultants in ,June 2008 for water transmission and distribution analysis and preliminary design for future system configuration. A plan will finalize the most cost - effective means for upgrading the network of water transmission and distribution mains, storage reservoirs and related facilities. Much of the focus will be on very old transmission infrastructure, the backbone of the system. A preliminary estimate of required system upgrades is $123,310,000. Of this amount, projects totalling over $93 million are related directly to improving water quality and must be undertaken prior to commissioning of new water treatment facilities. INNOVATION AND CONTINUOUS IMPROVEMENT Significant operational and management advances have been made at Saint ,John Water over the past decade: enhanced water quality reporting, automated control and SCADA upgrades, improved records management, preventive maintenance programs, and a new leadership team (drawn from both public and private sectors). This is an organization ready to challenge the future - with service excellence as its distinguishing feature. Service Refinement A process of service refinement is underway. New service profiles outline service scope and value to the community, and organize key programs within each service. Goals are set out; with program content, costs and associated perfnrmnn, -n measures. October 2008 4... P 54 Performance A series of utility -based performance indicators will track services. Grouped under five headings (organization, customers, sustainability, water services, and wastewater service), these will serve as barometers of continuous improvement to: ca Strengthen accountability at all levels; ca Put focus on results; ca Stimulate greater innovation, creativity and productivity; and ca Improve budget processes. Sustainable Construction Environmentally sustainable and innovative construction shall be requirements of all new and renovated facilities, including alternative (green) energy, automation and remote system monitoring, and water and energy conservation. As a reflection of commitment to conservation and sustainability, the City should seek LEED certification for new facilities. Green building practices offer many benefits and use resources efficiently to create healthier environments; contributing to higher productivity, improved employee health and a more welcoming place for visitors. Alternative Energy Energy represents a major cost in drinking water systems. As part of preliminary treatment design, alternative energy sources are being thoroughly assessed. Wind generation offers considerable potential. A feasibility study has already been approved by Council and is underway. A larger wind farm alternative is also being considered, as are other sources of renewable energy. Conservation The greatest opportunity to reduce operational energy costs, however, is conservation. A full energy audit of existing facilities is well advanced and has indicated substantial potential for energy and, therefore, cost savings. Energy efficiency will be a key consideration in the conceptual design of new facilities, with high efficiency electrical equipment an essential specification. October 2008 55 K K;: K K= a G w ASSET MANAGEMENT WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY E Uf;!Cu °Uf"ivl:;! SUMMARY Asset Management involves a systematic process of accounting, tracking condition, maintaining, upgrading, renewing and operating physical assets towards cost - effective service life. It combines good accounting and engineering principles with proven business practices and economic theory to help decision - makers in their choices. Asset management is strategic and collaborative, a way of doing business: (1) determines asset value; (2) manages infrastructure life cycles; (3) understands long -term affordability; (4) analyzes risk; (s) measures asset performance; (6) coordinates with operational plans; and (7) integrates technical and financial considerations. Cities that exercise due diligence in the stewardship of their infrastructure can expect financial stability, service reliability, less risk and a satisfied public. It also means lower life -cycle costs, fewer service problems, better resource allocation and public understanding of decisions; a solid basis for meaningful performance measurement. Among the challenges of infrastructure management are advocacy on the part of decision - makers and a well informed public. Asset management is not another expensive program; it is something that must be done. PRICING AND FINANCIAL STEWARDSHIP The single greatest barrier to safe, clean drinking water is ignorance of its immeasurable value to society. Securing financing for safe, clean drinking water will challenge the community and its choices about what is important. The dollar cost of progress is high; but the risk associated with inaction is far more serious. The challenge for Common Council is to equitably distribute costs across approximately 17,000 diverse customers served by Saint ,John Water; to allocate consumer charges in a manner fair and equitable to those customers. In other words, charge those who utilize the services for their proper share of utility operating costs, without cross - subsidization. Critical to achieving this are: I. Solid principles upon which to base the system of user -pay; and 2.. Logical approacr► for calculating water rates; one that is understands reasonable people and defensible in any public forum. October 2008 �� An Action Plan for Safe® Clean Drinking Water 56 GOVERNANCE OF A PUBLIC TRUST Two things are fundamental to the way forward for Saint ,John's water and wastewater utility; assured sources of revenue and governance leadership able to give much needed attention to strategic and policy issues. Those overseeing the drinking water and environmental systems have a vital responsibility as stewards of a public trust. Governance encompasses authority and legitimacy; values, policies and guidance through which the water and wastewater utility works towards the Community Vision and the priorities of Council. Affirmative governance is a foundation upon which to manage water resources efficiently and to pursue high performance operations. Saint ,John Water and its ratepayers could benefit from a governance framework able to give timely attention to service, business and technical matters; guide coordination of multi- faceted long -range plans; promote a culture of innovation and continuous improvement; and improve the capacity for public and stakeholder dialogue. The business and legal considerations of the water service need to be balanced with its broader social responsibilities and the interests of the municipality. The utility could enhance its competitiveness in a very demanding and complex field of service; to be innovative, best -in- class, and environmentally and financially sustainable. ESSENTIAL CAPITAL INVESTMENTS The Capital investment required for assurance of safe, clean drinking water presents Common Council with the single greatest financial challenge ever brought before it; one that may seem daunting. Total cost to implement treatment has been estimated at over $229 million. The importance, however, of acting now to bring about change will mean immeasurable value to the community and its people. Modern standards to assure drinking water quality are not optional or a matter of choice; they are essential. Although considerable engineering work remains through to finalization of design, a preliminary analysis of treatment requirements has been carried out. A system of full conventional treatment, with filtration, has been proposed with two facilities at an estimated cost (prior to value engineering review) of approximately $135 million: Spruce Lake (50 ML /day) $45,000,000; and Phinney Hill (130 ML /day) $90,000,000. October 2006 �� An Action Plan for Safe® Clean Drinking Water 57 Needed transmission and distribution system upgrades are estimated at $123,310,000 (preliminary); of which over $93 million is tied directly to improving water quality and must be undertaken prior to ESTIMATE OF INVESTMENTS commissioning of new treatment facilities. NECESSARY FOR WATER TREATMENT T = TREATMENT FACILITIES Saint ,John Water believes plant sizing could be reduced. D= DISTRIBUTION SYSTEM A Value Engineering Review will be challenged to optimize capacity and find least -cost solutions wherever 2009 T $2, possible. D $7,150,000 Value is the balance of worth, efficacy and importance of 2015 T $7,000,000 services against the costs of providing those services. Value is about achieving a standard of quality and level TOTAL $229,110,000 of performance that reflects the most prudent allocation t (FOR VALUE ENGINEERING REVIEW) of resources; the desired benchmark of performance \\ accurately defined and delivered at the lowest possible life cycle cost. It is the goal of Saint ,John Water, on behalf of system users and the community, to provide the best possible value for the investments being made in safe, clean drinking water and overall system improvements. Therefore, a comprehensive Value Engineering Review is to be undertaken early in the development process - to ensure that the greatest benefits are gained. This detailed evaluation will study every critical the plan; from treatment specifications to plant sizing, from project delivery c October 2008 �� An Action Plan for Safe® Clean Drinking Water 58 2010 T $4,000,000 How should modern water treatment facilities be D $8,110,000 provided? The method ultimately selected must reflect what is best for Saint ,John and the long -term interests of 2011 T $19,000,000 ratepayers and the general public. There is no simple, D $15,060,000 universal answer; Council and stakeholders should understand the alternatives. Consideration of P3 options 2012 T $44,000,000 should follow a balanced process designed to identify, D $18,870,000 understand, evaluate, and compare alternatives that may benefit utility customers; an approach structured to 2013 T $33,000,000 assess possible outcomes and associated risks. D $22,380,000 2014 T $26,000,000 ASSURING VALUE D $22,540,000 Value is the balance of worth, efficacy and importance of 2015 T $7,000,000 services against the costs of providing those services. Value is about achieving a standard of quality and level TOTAL $229,110,000 of performance that reflects the most prudent allocation t (FOR VALUE ENGINEERING REVIEW) of resources; the desired benchmark of performance \\ accurately defined and delivered at the lowest possible life cycle cost. It is the goal of Saint ,John Water, on behalf of system users and the community, to provide the best possible value for the investments being made in safe, clean drinking water and overall system improvements. Therefore, a comprehensive Value Engineering Review is to be undertaken early in the development process - to ensure that the greatest benefits are gained. This detailed evaluation will study every critical the plan; from treatment specifications to plant sizing, from project delivery c October 2008 �� An Action Plan for Safe® Clean Drinking Water 58 pricing, from ecosystem impacts to source and system sustainability. This very rigorous, multidisciplinary process will engage the most highly qualified expertise to work on behalf of the City of Saint ,John and utility ratepayers. BUILDING CANADA FUND (NEW BRUNSWICK) APPLICATION Building Canada Fund support is essential for timely system improvements and the implementation of water treatment. The City of Saint,John application is as follows: Gas Tax Fund (7 years) $39,746,000 City of Saint ,John $63,122,000 Province of New Brunswick $63,121,000 Government of Canada $63,121,000 Total $229,110,000 The financial obligations related to other water system upgrades and the renewal of water infrastructure, as well as other utility services, will rest with the municipality and its utility, Saint ,John Water. ENGAGEMENT OF THE COMMUNITY Water is vital to life itself; an extremely sensitive, emotionally charged municipal service, very different from others. Water impacts people directly and very personally; it is integral to virtually every aspect of community life. The direction being taken to improve drinking water treatment and distribution will give Saint ,John a solid foundation upon which to enhance public health, improve community quality of life and build a stronger economy. In making the changes necessary for safe, clean drinking water, it is important that the public is well- informed and engaged in the decision process. A PLAN FOR SAINT JOHN The value of safe, clean drinking water is immeasurable; found in public health, community liveability, fire protection, the day -to -day life of institutions and businesses, as well as the vitality of the economy. This extraordinary significance requires that Council carefully studies the issues and be satisfied the interests of the comm all water stakeholders have been thoroughly considered in the decisions taken. October 2006 �� An Action Plan for Safe® Clean Drinking Water 59 A utility able to deliver both a quality potable service and a reliable industrial supply will justify the investments. The downside of not proceeding in a timely and complete manner is very serious; risk to public health and the well -being of citizens, waste and inefficient use of resources, and limitations on sustainable growth and the economy. The Action Plan for Safe, Clean Drinking Water is framed around a series of integrated measures, for which specific and coordinated follow -up attention is needed. The Essential Value of Water 1. The immeasurable value of high quality potable water is recognized by the community; found in the health of the public, the community's quality of life, a nurtured environment, economic vitality and reliable fire protection. 2. Saint ,John Common Council has made safe, clean drinking water its foremost priority. Service to the Community 3. An informed public is essential to the water transformation that is to take place. The required investment on the part of the City of Saint ,John and ratepayers of the water utility will be substantial, and securing funding support will be critical to achieving timely outcomes. 4. The Saint ,John public and water stakeholders shall be asked to learn about the critical importance of full water treatment and a sound distribution system; both essential for assuring drinking water quality and neutralizing risk to public health. Regulation and Public Health 5. The City of Saint ,John shall enhance its water quality sampling program by formally establishing its own water quality expectations by,January 1 ", 2010, equal to or higher than those specified nationally in the Guidelines for Canadian Drinking Water Quality. [: Saint ,John Water shall relate its intensive water quality monitoring more directly to citizens by organizing an information and amelioration program aroL pressure zones and neighbourhoods by September 1", 2010. October 2008 �� An Action Plan for Safe, Clean Drinking Water 60 Source Water (Watershed) Protection 7. Water source considerations shall be integrated into all land use planning and development decisions. 8. To reflect universal responsibility for the sustainability of water sources, an equal volumetric "sustainability surcharge", for all water drawn from those sources, shall be incorporated into the water rates structure on January 1 ", 2011. 9. The City of Saint ,John shall initiate dialogue with the Province of New Brunswick towards strengthening its jurisdictional authority for source waters. 10. Saint ,John Water shall support and work with the Department of Environment to implement more rigorous monitoring of activities in drinking water watersheds. Conservation and Sustainable Water Use 1 1 . Saint ,John Water shall develop a comprehensive conservation and water use management plan by ,January 1'`, 2010 designed to lower average and maximum day demand based on Soft Path for Water principles; incorporating recognized ways that communities can save both water and money by reducing water use. 12. Guided by the Community Vision and Saint ,John's sustainability principles, water use planning shall seek to meet the needs of existing and new customers while minimizing the draw of any additional water, balancing the goal of lowest total cost with safety, reliable service, and environmental protection. 13. Treated wastewater effluent (grey water) from the Eastern Wastewater Treatment Facility shall be the first source for new industrial process water East, with the resource appropriately priced below the rate for industrial (raw) water drawn from the source. Water Treatment Facilities 14. Two water treatment facilities, one at Phinney Hill (East) and another at Spruce Lake (West), is the best water treatment option for Saint ,John. 15. Full treatment with filtration shall be required at both water treatment fa( October 2008 �� An Action Plan for Safe® Clean Drinking Water 61 16. Water treatment facilities shall be sized conservatively to reflect efficient and sustainable water use; ideally, the Spruce Lake WTP at not more than 40 megalitres per day and Phinney Hill not more than 100 megalitres per day. Facility design shall allow for adding capacity and processes should future service growth or regulatory standards so require. 17. Expensive treated drinking water shall not be considered an acceptable option for those industrial processes that can function effectively with non - potable water. Distribution (System) to Customers 18. Water transmission and distribution system upgrades are essential for safe, clean drinking water and reliable service to users; to maintain the quality of potable water, minimize system losses and ensure flows sufficient for fire protection. 19. Transmission and distribution system upgrades, necessary for improving drinking water quality and implementing treatment, shall be completed prior to the commissioning of new water treatment facilities. 20. Commitment to watermain cleaning and lining shall continue until the full inventory of unlined cast iron mains, as feasible, has been renovated. 21. Saint ,John Water shall continue to propose measures to improve quality and enhance the safety of drinking water; one of these will be that Common Council adopts a By -Law Respecting Backflow Prevention and Cross Connection Control. 22. A separate industrial (raw) water capability shall be thoroughly evaluated and, if feasible, implemented as part of the East side system upgrade and reconfiguration - to better serve the needs of existing and future industrial customers. Innovation and Continuous Improvement 23. Saint ,John Water shall develop a refined service structure for public facing utility services (Drinking Water Service, Industrial Water Service and Wastewater Service) and implement that structure by April 1" 2009. 24. Saint ,John Water shall introduce utility -based performance measures - structured around organization (best practices), customers, sustainability, water sei October 2008 �� An Action Plan for Safe® Clean Drinking Water 62 wastewater service; to strengthen accountability, focus on improving results, stimulate innovation and improve budget processes - by September 1", 2009. 25. In recognition that progressive, well educated professional and specialist technical staff are vital to service performance; essential human resource levels for professional and specialist staff shall be established between ,January 2009 and December 201 1 . 26. Saint ,John Water shall continue its strong commitment to employee training and development. 27. The City of Saint ,John shall formally endorse a Centre of Excellence for Water and Wastewater at the New Brunswick Community College Saint ,John to fill a critical need for advanced training and research in water and wastewater operations. 28. The City and Saint ,John Water shall support establishment of a full two -year Water and Wastewater Technology Program at NBCC Saint ,John for high school graduates, including bursary or sponsorship opportunities to young citizens. 29. The City and Saint ,John Water shall discuss opportunities for advancing the science of drinking water with the University of New Brunswick Saint,John. 30. Environmentally sustainable and innovative construction shall be essential for all new and renovated facilities, including alternative (green) energy, automation and remote system monitoring, and water and energy conservation. Infrastructure Assets - A Serious Deficit 31. Saint ,John Common Council shall advocate the critical importance of municipal infrastructure to community life, along with the need for a comprehensive program of asset management and adequate investment in renewal. 32. Saint,John Water shall institute a formal Infrastructure Asset Management program by ,January V, 2010, founded on sustainable planning, engineering and financing; to identify asset value, manage infrastructure life cycles, seek optimal affordability, provide risk analysis, measure performance of infrastructure over time, align renewal with operational plans, and fully integrate technical and financial considerations. October 2008 �� An Action Plan for Safe® dean Drinking Water 63 Pricing and Financial Stewardship 33. It is the policy of the City of Saint ,John that water and wastewater rates for all utility customers are to be set by Common Council through by -law adoption. 34. The City of Saint ,John shall adopt ten principles to guide policy formulation and the setting of water rates. 35. The system of water pricing shall induce efficient water production and consumption, promote optimization and least -cost solutions, achieve equity in cost - sharing practices that enhance affordability, and secure the financial viability of the utility. 36. The financial model for the utility shall be updated by September 1", 2009 to guide the Action Plan for Safe, Clean Drinking Water. ATE E ING PRINCIPLES ca Equity (Fairness and User Pay) ca Revenue Adequacy ca Legality ca Water Use Efficiency ca Water Source Sustainability ca Technical /Administrative Feasibility ca Affordability Public Acceptance ca Same Service, Same Price ca Sustainable Development 37. As the benefits of conservation programs and price signals are largely lost unless consumption is universally measured, and as metering is beneficial to customers and essential for managing water use, universal metering shall be fully implemented prior to the commissioning of new water treatment facilities. 38. A new rate structure for water shall be fully implemented prior to commissioning of new water treatment facilities, to include separate and distinct user rates for potable (treated) water, raw water and treated wastewater effluent. Rates for both drinking (potable) water and industrial (raw) water shall include the volumetric 14 sustainability surcharge ". 39. The importance of safe, clean drinking water to the community, the health of citizens and the strength of the economy makes it imperative that a substantial commitment of City of Saint ,John Gas Tax Fund (GTF) revenues be dedicated to the Action Plan for Safe, Clean Drinking Water; therefore, the City shall corr of its GTF revenues for seven years ($39,746,000) beginning in 2009. October 2008 �� An Action Plan for Safe, dean Drinking Water 64 Governance of a Public Trust 40. Common Council is committed to ensuring dedicated governance of Saint ,John Water; essential for achieving desired service and sustainability outcomes. 41 . The City of Saint ,John shall consider organizational and governance alternatives for its increasingly demanding and complex water and wastewater utility; to drive innovation, progressive management, fair and equitable allocation of utility costs, financial stewardship and ecological responsibility. 42. Planning for a progressive governance model for Saint ,John Water shall begin in 2009, with drafting of terms of reference, identification of legal, financial and administrative requirements, planning for human resources and collective bargaining changes, and preparation of a recommended timeline for transition. Essential Capital Investments 43. A balanced and objective review of P3 options shall be undertaken - to identify, understand and evaluate how these might benefit the utility and its customers. The review shall assess possible outcomes and associated risks, applying a process equivalent to that outlined herein. 44. Common Council understands that the cost of necessary water system upgrades has been conservatively estimated (preliminary) at over $259 million: Spruce Lake (50 ML /day) $45,000,000 Phinney Hill (1 30 ML /day) $90,000,000 Transmission /Distribution for Treatment $94,110,000 Transmission /Distribution Other $29.130.000 Total (before Value Engineering Review) $259,240,000 Assuring Value 45. A comprehensive and formal Value Engineering Review shall be undertaken early in 2009 to ensure optimum value is gained for the public investments being made in the water system; to assess every critical aspect of the plan, from treatment specifications to plant sizing, from delivery options to pricing structure, from socio- economic impacts to source and ecosystem sustainability. October 2008 �� An Action Plan for Safe® Clean Drinking Water 65 46. The Value Engineering Review shall be carried out by a multidisciplinary team of recognized experts and utility stakeholders, and follow an organized ,Job Plan. The Value Team Leader shall be trained in value methodology and be certified to lead the Team. A formal report will document a clear direction forward, with recommendations, associated risk analysis, cost versus worth assessment, and a compilation of advantages against disadvantages. 47. In addition to technical and operational considerations, the Value Engineering Review shall study and provide recommendations on important strategic matters for which Common Council should have the best possible advice, including: a. Optimal number (one or two) and locations of water treatment facilities b. Most appropriate design capacity of each water treatment plant c. Water treatment processes to treat our particular raw water chemistry d. General design parameters for treatment processes e. Given public health concerns, suitability of a phased approach f. Sustainability (green) considerations to be incorporated into facilities g. Separate potable and industrial water systems East h. Safe and sustainable yields from both East and West sources (watersheds) i. Framework for conservation and effective water use management J. Opportunities to expedite water treatment and to control long -term costs k. Viability of public - private partnership (P3) project delivery options I. Essential transmission system upgrades or reconfigurations m. Second crossing of the Saint john River and East -West interconnection n Al p q r. s. t. Best locations for needed potable water storage on the East system Updated program of necessary Capital upgrades, with refined estimates Funding requirements and financial implications of planned improvements Legal, financial and administrative considerations for a new governance model Optimal user -rate structure for local (Saint,John) circumstances A pricing model that best balances demand with sustainability Infrastructure asset management framework and ongoing financial n October 2008 �� An Action Plan for Safe® Clean Drinking Water 66 Building Canada Plan - New Brunswick 48. Council shall approve a Building Canada Fund application organized around the Action Plan for Safe, Clean Drinking Water to reflect the priority commitment of Common Council and the Saint John community, arranged as follows: Gas Tax Fund (7 years) $39,746,000 City of Saint John $63,122,000 Province of New Brunswick $63,121,000 Government of Canada $63,121,000 Total $229,110,000 Engagement of the Community 49. The communications plan for Saint John Water shall be updated to support an informed transition to safe, clean drinking water - to enhance public understanding of the immeasurable value of safe, clean drinking water. 50. Communications 2009 and Beyond shall guide dialogue with the public and other utility stakeholders on the Action Plan, encourage public participation, and focus on strengthening relationships with customers. 51. Dialogue with the public and utility stakeholders shall commence forthwith, and include institutional, commercial and industrial (ICI) customers, employees and their representatives, regulators and government departments, and community agencies such as ACAP Saint John, the Greater Saint John Community Foundation, the Board of Trade, the Human Development Council and Enterprise Saint John. A Plan for Saint John 52. The transition to safe, clean drinking water is underway, with improvements made or in progress and preliminary engineering design of upgrades well advanced. All projects necessary for water treatment implementation shall be completed by December 31', 2014. This 6 -year timeline would see construction of the Spruce Lake water treatment facility completed by the end of 2012, with commissioning in the first quarter of 2013, and construction of the Phinney Hill facility completed by the end of 2014, with commissioning in the first quarter of 2015. October 2006 �� An Action Plan for Safe, Clean Drinking Water 67 M. a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY Mayor Ivan Court Deputy Mayor Stephen Chase Councillor Christopher Titus Councillor Bill Farren Councillor Peter McGuire Councillor Gary Sullivan Councillor Patty Higgins Councillor Carl Killen Councillor Donnie Snook Councillor Bruce Court Councillor joe Mott Safe, clean drinking water The delivery of safe potable water is owned by all Saint johners and is continuously communicated to all levels of Government by Mayor, Council and citizens resulting in one treatment plant built by 2012. October 2008 �� An Action Plan for Safe® Clean Drinking Water 69 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY TABLE OF CONTENTS PART SUBJECT 1 . The Essential Value of Water 4 2. Service to the Community 8 3. Regulation and Public Health 10 4. Source Water (Watershed) Protection 14 5. Conservation and Sustainable Water Use 17 6. Water Treatment Facilities 21 7. Distribution (System) to Customers 29 8. Innovation and Continuous Improvement 34 9. Infrastructure Assets - A Serious Deficit 39 10. Pricing and Financial Stewardship 43 1 1 . Governance of a Public Trust 51 12. Essential Capital Investments 53 13. Assuring Value 59 14. Building Canada Plan - New Brunswick 63 15. Engagement of the Community 66 16. A Plan for Saint ,John 67 References 77 Appendices: A. City of Saint ,John Council Priorities B. Executive Summary, 2004 Strategic Direction C. Water System Facts and Figures - Frequently Asked Questions D. Drinking Water Testing Fact Sheet and DBP Sampling E. Quantitative Microbial Risk Assessment (QMRA) F. Summary of Water System Investments (Since 2000) G. Analysis of Phased Treatment Option H. Watermain Cleaning and Lining - Overview and Schedule Map I. Necessary Water System Upgrades - Project List J. Transmission /Distribution Upgrades for Treatment - Schedule K. Necessary Water System Upgrades - Implementation Chart L. Necessary Water System Upgrades - Maps M. Preliminary Site Plans - Treatment Facilities October 2006 An Action Plan for Safe® dean Drinking Water �� 70 ask °sir GI r PART 1 WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY THE ESSENTIAL VALUE OF WATER "People are utterly dependent on water for their lives (humans consist mostly of water), for their livelihoods, their food, and, increasingly, their industry. Humans can live for a month without food, but will die in less than a week without water. Humans consume water, discard it, poison it, waste it, and restlessly change the hydrological cycles, indifferent to the consequences. "' IMMEASURABLE VALUE Without water communities do not exist. Quality of life, good health, natural ecosystems and economic prosperity are all inextricably linked to water. How can truly exceptional water resources be channelled for the greatest good? Will the future equitably balance the water demands of people and industry with the needs of the environment? The life - essential water service must be operated such that Saint ,John, New Brunswick is recognized as a foremost example of a sustainable Canadian community. Saint ,John is approaching a new and exciting era, one of anticipated social progress and economic growth. As it does, it will seek to put in place the very cornerstone of community life - safe, clean drinking water. The way ahead, however, will not be easy; the challenges could seem overwhelming. The commitment and financial investment needed to make the water system right Saint John Sustainability Principle t are great. Recognizing this, Common Provide a long -term vision for Saint John based Council has made safe, clean drinking on the pillars of sustainability: social /cultural, water its priority; understanding the environmental and economic. 1 immeasurable value of quality water. This report sets out an Action Plan for Safe, Clean Drinking Water; highlighting opportunities, guiding principles and advice on a direction that aligns service to water users with eco- sustainability, conservation and quality ... at the best possible cost. ' it ater, Marq de Villiers, Stoddart Publishing Co. Limited, Toronto, 1999, p15 October 2008 � � �, An Action Plan for Safe, Clean Drinking Water .v P 71 a G w WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY A BRIEF HISTORICAL CONTEXT This proud, seafaring city has remarkable fresh water sources; lakes situated relatively nearby and at an elevation that allows large quantities of water to flow into the city by gravity. Early civic leaders and engineers harnessed these exceptional surface supplies and built systems to serve the generations. Saint ,John's public water system was first established in 1837 - to protect public health from waterborne disease and as a water supply for fire protection. Sources were chosen for their good quality, available yields and pristine environment. Saint ,John is unique in the age of its water system. It has some of the oldest operating infrastructure in Canada; huge mains constructed before the American Civil War and just after Confederation remain in service today. Also, we have about a one - kilometre section of wood stave transmission main, of more recent vintage, still in use. Saint ,John has two primary water sources; the Loch Lomond and Latimer Lake watershed in the east and Spruce Lake in the west. Spruce Lake is supplemented (by pumping) from the large Musquash watershed to its northwest. East and west systems are interconnected (east to west only) by a single line across the Reversing Falls Bridge. A stand -alone wellfield system serves the Harbourview Subdivision in Red Head. Like many communities, Saint ,John has been somewhat thoughtless about its water service; the curse of "out of sight, out of mind ". Despite the concerted effort and progress of recent decades, aging infrastructure has not been renewed in a timely fashion and facilities that treat drinking water are far from adequate. Treatment remains essentially unchanged since the 1930s when chlorination was first introduced. A defining feature of Saint ,John's water system, one with impacts on drinking water, is the very large industrial base that it serves. More than half of the total water produced is delivered to a single customer - the largest portion of which is raw, untreated water from Spruce Lake. Other industrial customers require the very highest of quality. With the extremely large industrial demand on the system, residential and general c ^.,,.,,..n. *w usage represents only a small share of overall consumption. October 2008 �� An Action Plan for Safe, Clean Drinking Water 72 ask °sir GI WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY STRATEGIC DIRECTION 2004 Saint ,John Common Council adopted a strategic direction for its water and wastewater services, based on a November 2004 report2 entitled: Water — Safe, Clean, Healthy Water and Environmental Outcomes Essential for Saint John The plan made safe, high quality drinking water and the treatment of municipal sewage foremost priorities of the City. It contemplated Capital investments of more than $270 million over 10 years and mapped out three key directions: ca Full treatment /filtration of drinking water (safe, clean drinking water) ca A transition to adequate levels of investment in infrastructure renewal ca 100% treatment of collected wastewater effluents (Harbour Clean -Up) Safe, Clean Drinking Water The quality of water, essential to life and good health, must be assured by reliable protective barriers and meet all safety parameters - delivered to consumers in a state that is clear, colourless, odourless and free of all disease - causing micro - organisms (pathogens) or harmful chemicals. The City of Saint ,John must upgrade its systems to assure safe, clean drinking water for its public. Infrastructure Renewal Municipal infrastructure across Canada is at a breaking point; described by the Federation of Canadian Municipalities as a serious and growing infrastructure deficit'. This crisis, affecting communities large and small, requires urgent attention at all levels of government and implementation of a doctrine of sustainability for these invaluable public assets. Saint ,John has some of the oldest operable water infrastructure in Canada; systems in need substantial investment in renewal. 2 fl ater Safe, Clearz, Healthy; it ater arzd Erzvirorzmerztal Outcomes Es�serztial for SairztJohrz, Strategic Direction for Saint John Water, CitA- of Saint John. November 2004 3 Danger Ahead: The Coming Collapse of Canada's Municipal Infrastiucture, A Report for the of Canadian Municipalities (FCM) Saeed Mirza, PhD., Ing., November 2007 : October 2008 ��f� �, Are Action Plan for Safe, Clean Drinking Mater .v P 73 ask °sir GI WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY Harbour Clean -Up Sewage treatment is about good health, quality of life and a clean environment; it is also underlies economic prosperity. While construction and engineering work remains, Saint ,John is on a clear path to its 100% treatment objective. Public tenders are set to be called on several major Harbour Clean -Up projects, including the pivotal $47M Eastern Wastewater Treatment Facility. Engineering on other projects is well underway. Major contributions from the Government of Canada and the Province of New Brunswick have been crucial to this progress. Harbour Clean -Up has moved ahead because the entire community came together to make a clean environment its priority. The mission was clear, well informed and focused. Safe, clean drinking water needs a similar commitment. West North East /South �. WE CHALLENGE: THE COST OF QUALITY * 1993 *2008 *2012 The cost of quality drinking water and a clean environment presents Saint ,John with a major challenge. Although funding partners are essential, users will bear the lion's share of financial responsibility. Those who benefit from the services must pay their fair share of upgrade costs. A financial framework of long -term revenues and expenses is updated regularly to reflect changing circumstances and ongoing refinement of projected cost estimates; to provide a context for policy and major fiscal decisions, to optimize the substantial investments being made, and to keep the public and other stakeholders informed. Reasonable and justified funding support from senior government F crucial for a meaningful timeline - action is needed now, not years from now October 2008 � � �, Are Action Plan for Safe, Clean Drinking Water .v P 74 ask °sir GI r PART 2 WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY SERVICE TO THE COMMUNITY Saint ,John Water provides three essential public services to the community. The Industrial Water Service provides some industries with large quantities of raw (untreated) water to support their operating processes. It could be expanded to supply treated wastewater effluent (grey water) to industries that could utilize that resource. The Wastewater Service collects municipal sewage and flows it through sanitary sewers and wastewater lift stations to treatment facilities, eventually releasing treated effluents to the environment, or redirecting flows for industrial uses. Wastewater schemes, treatment facilities and associated collection mains are operated in compliance with the Clean Environment Act - Water Quality Regulation - under Approvals to Operate issued by the Minister of Environment. The service is also regulated under the Federal Fisheries Act and CEPA, the Canadian Environmental Protection Act, 1999. SERVICE EXCELLENCE Saint ,John Water is committed to meeting the diverse needs of its customers, while fulfilling its obligations to the broader community and the natural environment. Service quality has improved markedly and professionalism at all levels of the organization has advanced dramatically. We strive to learn, to set clear direction, and to work wisely in making this public water utility one recognized for service excellence. October 2008 � � �, Are Action Plan for Safe, Clean Drinking Water .v P 75 a WATER FOR SAINT JOHN � " HEALTH® ENVIRONMENT AND THE ECONOMY DRINKING WATER IN SAINT JOHN The basic processes of the drinking water system in Saint ,John have changed little over the past 75 years; relying upon excellent sources and an apparent abundance of good raw water. For decades, the utility and its governance went about the business of reacting to events (water main breaks and other such calamities), and only relatively recently have questioned the underlying status quo. Emerging health and safety concerns, coupled with an aging infrastructure "time bomb ", have brought much needed attention to this vital municipal service. Information on frequently asked questions is provided at Appendix "C ". A process of change began in earnest with the 1999 Saint ,John Water Strategy, an assessment of community drinking water needs. It called for major reconfiguration of the system and full treatment of drinking water. Since 2000, substantial investments have been made in water system improvements - tens of millions of dollars. Drinking water is essential to life and good health; quality must be assured by reliable protective barriers and satisfy rigorous safety parameters - delivered to consumers in a state that is clear, colourless, odourless and free of all disease - causing micro - organisms (pathogens) or harmful chemicals. To achieve this, our water systems require fundamental change - to assure quality at the tap, least cost solutions for users (ratepayers), and sustainability of water resources into the future. The "treatment barrier" must attain high particulate removal, improve the effectiveness of disinfection, minimize the formation of disinfection by- products, and enhance the stability of "treated water" for its travel through the distribution system to consumers. Saint Jo Sustainability Principle Complimentary transmission and distribution Engage the entire community of Saint improvements are also essential. Under current John in the planning and implementation conditions, high quality of water at the tap of sustainable solutions. cannot be assured. Council Priority Saint ,John Common Council has focused attention on the drinking water issue; making safe, clean drinking water a unanimous priority. An informed public is now essential for the water transformation journey that has begun; change come about soon at the lowest lifecycle costs possible. October 2008 �� An Action Plan for Safe® Clean Drinking Water 76 a G w PART 3 WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY REGULATION AND PUBLIC HEALTH APPROVAL TO OPERATE The authority to operate drinking water distribution and treatment facilities is given under Approval to Operate W -254 issued by the Minister of Environment to the City of Saint ,John pursuant to paragraph 8(1) of the Water Quality Regulation - Clean Environment Act. Common Council is ultimately responsible for the safety of drinking water in Saint,John. "T ,, myU7,11111111 I. Source (Watershed) Protection 2.. Drinking Water Treatment 3. Operations and Maintenance (with staff training /development) 4. Monitoring and Alarms S. Distribution System b. Emergency Response NB Department of Environment Approval to Operate W -254 is structured around a ` - — continuum of six protective barriers for drinking water safety in New Brunswick: source water protection, treatment, operations and maintenance, monitoring and alarms, distribution system, and emergency response. The multi- barrier approach organizes water quality management around these six stages, with the effectiveness of each barrier setting the standards of performance. An Approved Sampling Plan provides for ongoing testing of water for drinking. A related fact sheet is provided at Appendix "D ". Saint ,John Water works closely with regulators - at both the Department of Environment (regulation of drinking water systems) and the Department of Health (public health and water quality parameters). GUIDELINES FOR CANADIAN DRINKING WATER QUALITY Provincial regulation requires the City to meet adopted Guidelines for Canadian Drinking Water Quality. The Guidelines, prepared by the Federal- Provincial - Territorial Committee on Drinking Water and published by Health Canada, set out recommended microbiological, chemical and physical, and radiological parameters for drinking water nationwide. Development of the Guidelines is based on risk management principles involving several steps: (i) identification; (2) evaluation; (3) approval; and (4) announcement and publication. The second step involves scientific assessment of health risks associated with the ingestion of specific parameters. Health Canada is responsible for preparing the risk assessments based on evaluation of current scientific da recommending guideline values. The science is advancing continually. October 2008 �� An Action Plan for Safe® Clean Drinking Water 77 ,ask °�i r G I WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY As provincial (and municipal) governments are responsible for the safety of drinking water and application of the Guidelines, the Federal- Provincial - Territorial Committee is accountable for the evaluation and approval steps. Each recommended guideline value, and its accompanying health risk assessment, is evaluated for practicality and impacts. Four primary factors influence risk of waterborne illness: (i) concentration of the pathogen in the water, (z) the human include protozoa (e.g., Giardia, Cryptosporidium), bacteria (e.g., E. coli, Salmonella, Shigella, Campylobacter, Yersinia, and Legionella) and enteric viruses (e.g., Norwalk virus, rotaviruses, and hepatitis A and E viruses). Other potential hazards, that could affect people over the long -term, are the disinfection by- products formed when chlorine reacts with organic matter naturally present in unfiltered water. Sample levels of trihalomethanes (THMs) and haloacetic acids (HAAs) are graphed in Appendix "E ". In some jurisdictions, the Guidelines for Canadian Drinking Water Quality have been established as mandatory standards for all public water systems. WALKERTON INQUIRY The Honourable Dennis O'Connor, in his report of the Walkerton Inquiry, was succinct on standards for drinking water, views that are very relevant here in New Brunswick. "Drinking water standards should ... have the force of law. ... Water quality standards should be set, on the initiative of the Minister of the Environment, by the Lieutenant - Governor -in- Council. The guidelines established from time to time by the federal - provincial subcommittee should be used as a starting point for establishing provincial standards. "" a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY MEDICAL OFFICER OF HEALTH The Medical Officer of Health for this region has been unwavering about the need for improved water treatment (filtration) in Saint,John; urging the City to act expeditiously: "During consultation with your department 1 have become aware of the City's plan to introduce a filtration system to treat drinking water. While supporting this plan, 1 urge that the timeline be as short as possible. Waterborne disease is a risk of all surface water supplies. Chlorine treatment does not eliminate this risk. Also, as you are aware, drinking water standards in Canada are consistently being reviewed and revised to become more stringent. Saint John will likely have to move to advanced water treatment to meet these standards."' DRINKING WATER AND WELL -BEING Water is a wonderful and profoundly complex substance; the single most precious element for our mental and physical well- being. Nothing is more essential to life - in ample quantity and of certain quality. People, their institutions and enterprises, must have safe, clean drinking water. Children of a culture born in a water -rich environment, we have never really learned how important water is ... William Ashworth, Nor Any Drop to Drink At Saint ,John Water, consumer health and public well -being are always foremost. As such, the lack of adequate treatment facilities and old deteriorating infrastructure are matters of very serious concern; fundamental deficiencies with an unacceptable level of risk. Pathogens can be present in any surface water source and disinfection by- products are a particular concern for Saint ,John. Trihalomethanes (THMs) and haloacetic acids (HAAs) are compounds formed when chlorine used in disinfection reacts with naturally occurring organic matter in the water. These have carcinogenic potential and other possible health effects. ,ask °�i r G I WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY RISKS To HEALTH The chart below, created by respected drinking water consultant William J. Hargrave, illustrates health risks associated with exposure to various contaminants that can be found in untreated drinking water. IV m mu � a uuuuuuuuuuuuuuuuuuu . �� /� SH(DRT LONG' TERM TF-RAI fua�a�a�'Ei�,yLu.AEz� a ✓ta, %t E — S T No matter how pristine the source or dedicated the operators, there are potential health risks associated with untreated or insufficiently treated drinking water. These have to be eliminated with a high degree of certainty to assure safe, clean drinking water. Standards Saint ,John should consider establishing its own water quality targets; more stringent than those specified in Health Canada guidelines. It should also institute innovative testing and amelioration procedures, probably best foc neighbourhoods or the various water pressure zones across the community. October 2008 � � �, Are Action Plan for Safe, Olean Drinking Water .v P 80 ask °sir GI r PART 4 WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY SOURCE WATER (WATERSHED) PROTECTION A watershed begins the continuum that is a water system. Its sustainability and protection are, therefore, vital. Saint John is served by two exceptional surface water sources; one West, the other East. Care of these sources and investment in them is a drinking water priority; the first protective barrier in assuring water quality. Protecting the water source is far more effective and much less costly than removing "A reliable source of drinking water is a contaminants after the fact; after polluted fundamental requisite of urban life... and it waters have entered treatment facilities and will never cease to demand our vigilance" water mains. Among watershed defence US Senator Daniel P. Moynihan measures taken by the City have been land ownership, land use regulation, access restriction, and use of buffer or setback zones. In 1989 (Loch Lomond) and in 1993 (East and West Musquash and Spruce Lake), the City undertook to have its watersheds designated as protected areas. The City has also strongly endorsed the New Brunswick Watershed Protection Program and urged the Province to do more to protect for drinking water sources. Saint John Sustainability Principle Respect Saint John's natural ecosystems. Act as a custodian for the 1,; A; and —+.—I ecosystems of Saint John, and protect and restore them. October 2008 � � �, Are Action Plan for Safe, Clean Drinking ater .v P 81 ask °sir iI WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY Watershed priorities include comprehensive land -use and forest management plans, along with considerable investment to renew infrastructure. The Robertson Lake dam, for one, requires major and costly refurbishment and other Loch Lomond system dams are also in need of renewal. The City should also continue to demand that motorized watercraft be prohibited from all watershed lakes that are a source of drinking water. SUSTAINABLE WATER SOURCES The long -term wellbeing of the region and the notion of a sustainable community are inextricably linked to the Loch Lomond - Latimer Lake and Spruce Lake sources. Respect for these invaluable resources, with a clear commitment to stewardship, is crucial to Saint ,John's future. First Challenge for Drinking Water The protection of surface water supplies and their sustainability represent the first order of challenge for safe, clean drinking water. Watersheds need unambiguous attention. "Planning for sustainability ensures that ecosystem health and water conservation are foundations of planning processes and outputs... Ultimately, planning can help ... manage competing water - related goals, including implementing stringent water quality standards; meeting infrastructure needs; and mitigating the impacts of climate change, population growth, and the increasing demand for water. Thirikirig Beyolid Pipes alid Pulnps, Top Teri TT ays Cbninumities Carl Save. TT ater° alld -11oney, Brandes, Tony Maas and Ellen Reynolds, the POLIS Project on Ecological Governance, Univei Victoria, October 2006, page 22 : October 2008 � � �, Are Action Plan for Safe, Clean Drinking Water .v P 82 ask °sir iI WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY CLIMATE CHANGE: IMPACT ON WATER SUPPLY Global climate is changing. Science has established unequivocally that major shifts in weather patterns will take place, a trend that could continue for centuries. Impacts on water resources will be prolonged, more frequent, and more extreme.' The highest water temperatures ever recorded in both Loch Lomond and Spruce Lake have occurred in recent years. Higher temperatures have a direct and negative impact on water quality - right up to the tap. Warmer waters are al expected to alter the forms, behaviour and health of aquatic life. WATERSHED MANAGEMENT, TOMORROW AND BEYOND Saint John watersheds are profoundly important to the community's future and; the well- being of people, the viability of institutions and the competitive position of the economy. Given their significance, watershed management needs a much Saint John Sustainability Principle higher profile, input from a broad range of Foster communication among community stakeholders and direct governance by the groups and organizations to emphasize jurisdiction most affected. Water source sustainability as a common shared goal. considerations should be integrated into 1 land use planning, development decisions and the sustainable management of water assets.' Our watersheds are inherently "at risk "; located near major highways, busy roads and the Saint ,John Airport, and too easily accessible for ecologically questionable activities. Recently, the effects of Hurricane Hannah nearly resulted in a drinking water emergency. Construction (road and recreation facilities) in the Loch Lomond drainage basin led to an excessive run -off of silt, creating a high turbidity plume in the water supply. A boil water order was narrowly averted by the timely action of Saint ,John Water. There is potential for far more serious problems. Rigorous standards for activities in protected watersheds are vitally important for these natural ecosystems and, ultimately, for quality at the tap. Adapting to Climate C'harzge, Arz Irztroductiorz for C.'anadiarz 11tmicipalities, edited by Bano M, Canadian Climate Impacts and Adaptation Research Network (C- CIARN), FebruaiN- 2006, page 'A Vew Approach to il'ater _Variagelnerit in Canada - I isiori and Strategy, Pollution Probe, M� : October 2008 ��f�� An Action Plan for Safe, Clean Drinking Water .v P � 83 ask °sir GI r PART S WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY CONSERVATION AND SUSTAINABLE WATER USE EFFECTIVE DEMAND MANAGEMENT With its rich supply of fresh water, the community is privileged. Reliable quantities of good quality water are readily accessible. These lakes, at high elevation, allow water to flow by gravity to much of Saint John, moderating pumping (electricity) and distribution costs. Despite this, we cannot be complacent; demand is substantial and growing steadily. Saint John Sustainability Principle 6 Strive to minimize Saint John's ecological footprint. � J Saint John needs to view its water resources differently; no longer simply a matter of "turning on the tap" or expecting "more and more infrastructure" to satisfy demand. Demand management (DM) is a comprehensive and integrated approach to improving the overall productivity of water use and delivering water based on the actual quality and service needs of utility customers. "Society is beginning to recognize that the largest source of new water ... won't be new at all but, rather, more efficient use of the water we already have. A new paradigm must replace long held assumptions of water abundance; the social and ecological price of sustainability. We will not Saint John Sustainability Principle 5 be the first community to introduce positive Model the development of Saint John on conservation measures. Moderating demand for the characteristics of natural systems. water offers many benefits; advantages that ) extend well beyond municipal budgets. Conservation eases the burden on lakes and aquifers, allowing the population and economy to grow without depleting precious water resources. It also reduces the amount of disinfecting chemicals that must be removed from water before it is returned to the environment, and moderates the demand for energy. Very costly capital expansions can often be deferred or dropped entirely. Eau C.'arzada: The Future of Canada's it ater, edited by Karen Bald,�er, UBC Press, October 20 October 2008 ��f��, An Action Plan for Safe, Clean Drinking Water .v P 84 a G w WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY SUSTAINABILITY AND MANAGING DEMAND Sustainability means meeting the needs of the present without compromising the ability of future generations to meet their own needs." The Saint John Sustainability Principle Promote sustainable production and consumption through the use of environmentally sound technologies community vision and the sustainability principles and effective demand management. adopted by Council are important guideposts for the evolution of the water service; a much needed context for managing demand. Peak demand dictates system size and, hence, capital costs. Lowering peak demand, therefore, can save substantial amounts of money. While public education and by -law regulations play a part in reducing water use, rate setting is the most effective means of managing demand. Consumers respond to clear price signals for water (price elasticity of demand). Although different classes of users may respond somewhat differently, all consumers respond to price over the long run. If higher prices are permanent, it will be worth investing in equipment and appliances that use less water." The benefits of conservation and price signals are largely lost, however, unless users are metered. Metering benefits customers through the assurance of paying only for the water they use and reminds them of the cost of waste. It has been clearly established that when water meters are installed, consumption drops. Residential per capita water use is consistently lower for metered municipalities across all size ranges." Metering is widely accepted as smart practice in municipal water services. KENORA ?( (FROM WATERTIGHT) Water usage in Kenora dropped by /3 with the introduction of metering; helped by repairs to pumping stations and aggressive leak- detection. An important result was a more strategic plan for asset - management. Meter data helped pinpoint leakage and equipment problems; critical for a community located on hilly, hard -rock terrain with numerous pumping stations. Municipal officials say the change "has been a tremendous educational experience ". 10 Report of the it orld ('onmzissiorz orz Erzvirorzmerzt arid Development, Bmndtland Commission, United Nations, General Assembly- Resolution 42/187, 11 December 1987 11 The Economics of it titer Demands, Steven Renzetti, Natural Resource Management and Policv, Kluwer Academic Publishers, 2002, p 29 iIATERTIGHT, The case for change irz Ontario's water arzd wastew ter sector, Report of the Strategy Expert Panel, Ministry of Public Infrastructure Renewal, Ontario, 2005, p 55 October 2006 �� An Action Plan for Safe® Clean Drinking Water 85 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY Metering also helps provide information on how water is used and about where water is lost in the system; for greater accountability and better deployment of repair resources. The experience in communities that have gone to full metering has been overwhelmingly positive. Of course, the rate structure has to be appropriately designed to assure equity of charges. Many chronic water system problems are often symptomatic of over - consumption. Metering should be mandatory in all sustainable water systems.13 PROGRESSIVE WATER USE MANAGEMENT A Different Approach: Soft Path for Water The Soft Path for Water" promotes holistic thinking about a community's water future. It strives for efficient water use by better utilizing existing supplies, changing habits and attitudes, and reducing consumption demand - as the best and most economical means of addressing "new" water requirements. It differs fundamentally from the conventional wisdom. Its principles, when applied judiciously, can have a profound and positive impact on sustainability, water use, the environment and overall system costs. The Soft Path reflects the commitment to sustainability adopted by Council. At its core, is a belief that any water option that puts environmental or social sustainability at risk is unwise and must be rejected. Four principles distinguish it from the norm: (I) Treat water as a service rather than an end in itself; (2) Make ecological sustainability a fundamental criterion; (3) Match the quality of water delivered to that needed by the end -use; and (4) Plan from the future back to the present. This approach looks a generation ahead (20 to 50 years) with water use planning that strives to meet needs without using additional water. Its fundamental objective is community and water sustainability - at the lowest total cost (not necessarily lowest accounting cost). Soft Path values, established through meaningful public engagement in decision - making, recognize the need for safe, reliable and affordable water. " ffATERTIGHT, The case for change iii Ontario's water aizd wastewater sector, Report of the Water Strategy Expert Panel, Ministn- of Public Infrastructure Renewal, Ontario, 2005, p 56 14 The SoftPath for fl ater Iii A Nutshell, O.M. Brandes and D.B. Brooks, Friends of the Earth C POLIS Project on Ecological Governance, November 2005 October 2008 �� An Action Plan for Safe® dean Drinking Mater 86 ask °sir iI WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY Save Water and Save Money Conservation and progressive water use management can reduce average and maximum day demands and, with that, costs. Significant reductions are possible through a combination of metering, education, fixture replacement, and industrial water audits. The 10 best ways that communities can save water and money by reducing water use are:15 I.. Educate, educate, educate 2.. Design communities for conservation 1 Close the urban water loop 4„ Look to the sky, rainwater as a source 5.. Plan for sustainability 6„ Price it right; measure its use 7.. Link conservation to development 8„ Make managing demand part of daily business 9„ Stop flushing the future IO.. Fix the leaks - reduce waste Looking to the Future "The potential for water conservation stems from a fundamentally different concept of water in our human environment. This does not mean doing without. Instead it is about taking a long -term approach with a focus on holistic water resource management and a water ethic that permeates much of what we do. Not only is this approach better for the environment, it is cheaper in the long run - and in this way becomes the only sustainable option. "16 iS Thirzkirzg Beyond Pipes arzd Punips, Top Teri clays (bninumities Cart Save it ater and llorzey, O Brandes, T Maas and E Reynolds, POLIS Project on Ecological Governance, University of Victoria, October 2006 i< Thirikirig Beyond Pipes and Pranps, Top Teri iT ays ('omnumities ('an Save iT ater acid _lloney, O Brandes, T Maas and E Reynolds, POLIS Project on Ecological Governance, University of Victoria, October 2006 October 2008 � � � Are Action Plan for Safe, Clean Drinking Mater .v P 87 through the use of environmentally sound technologies and effective demand management. Drinking water treatment standards 1 have evolved a great deal beyond what is now used in Saint ,John. Coupled with advances in control systems (SCADA), utilities have far superior technology available for assuring drinking water quality. What is ultimately selected for Saint ,John must best process our particular raw water chemistry; ensure effectiveness of treatment, service reliability and efficiency of operations and maintenance. Main water quality concerns relate to microbiology, turbidity, colour, organic carbon and disinfection by- products. WATER CHARACTERIZATION Microbiological Quality While free chlorine can provide effective control of Giardia and viruses, Cryptosporidium oocysts are highly resistant to chlorine at concentrations typically applied for water treatment. In contrast, Cryptosporidium oocysts are highly susceptible to ultra violet (UV) light. Disinfection By- Products (DBPs) Trihalomethane (THM) readings have exceeded maximum acceptable concentrations (MAC) - due primarily to a lack of organic precursor removal. THMs are one group of chemicals that form when the chlorine used to disinfect drinking water reacts with organic matter naturally present. Another such group of compounds, yet to be regulated in New Brunswick, are haloacetic acids (HAAs). Aggressiveness Both East and West water display aggressive characteristics (low alkalinity and pH, extremely soft) which can lead to corrosion of the distribution pipes and potential contamination from bio -film detachment. October 2008 � � �, Are Action Plan for Safe, 0lean Drinking Water r, P 88 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY ONE WATER TREATMENT PLANT OR TWO Central to the Water Strategy and subsequent reports on drinking water has been whether Saint John should be served by one large water treatment plant or two smaller facilities. The Strategy analyzed several options; one facility East near Latimer Lake, or one West near Spruce Lake, or (3) two smaller treatment facilities, one at each lake. The question was reassessed in 2004 and again in November 2007. A planning workshop of cross - functional participants considered plant placement alternatives. The Water Action Team facilitated the review. An option not previously considered was added to the matrix - one centrally located treatment facility. r1 . r► -1u ca Dean Price, P.Eng., Coodinator Senior Municipal Engineer ca Nicole Taylor, M.Eng., P.Eng. (Six Sigma) Manager, Water Resources and Quality Jeremy Howley, P.Eng. Manager, Water and Sanitary Systems ca Brent McGovern, P.Eng. The Team had previously evaluated each of Deputy Commissioner, Saint John Water the options using Six Sigma; a disciplined approach to decision - making that focuses people on improving processes (towards "zero defects "). A member of the Team is a Black Belt in Six Sigma. It is a methodology used by large private- sector companies. Among its tools is the Pugh Matrix - a quantitative ranking technique that facilitates disciplined, team -based decision - making. A set of weighted criteria was first established and then used to rate alternatives - according to their strengths and weaknesses - against a reference option called the "baseline option ". Through the process, views on alternatives are made as objective as possible. Once the initial evaluation is completed, a decision sensitivity analysis determines the effects of rankings (opinions) on the end result. Each option is reviewed in detail and re- evaluated against the "baseline option ". The options are then ranked. Best Option for Saint John Best Treatment Option for Saint John Two water treatment plants, one East and one West The analysis ranked the "two water treatment plants, one East and one West' option highest. After sensitivity analysis, it remained clearly first - after consideration of the full range of critical factors such as water quality, service, life -cycle cost, yield management, distribution effic reliability, and redundancy. October 2008 �� An Action Plan for Safe, dean Drinking Water 89 Based on assessment of raw water characteristics and planned treatment objectives, the preliminary design process is expected to recommend full conventional treatment, including filtration and possibly UV radiation. The broad review of available treatment technologies considered public health improvement, capital cost, operating and maintenance costs, stability of operation, staffing requirements, operational complexity, waste generation, and process reliability. To achieve service targets, with a buffer for future source water quality or regulation changes, the outcomes sought are generally more stringent than currently called for in drinking water guidelines. The underlying goal is to maximize public health protection, while optimizing the cost - benefit equation over the long -term. The final selection of the preferred process train will be supported by a high -level life cycle cost and feasibility analysis. Coarse Screens WATER TREATMENT IS A MULTI-STAGED PROCESS m ask °sir GI WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY PHASED TREATMENT APPROACH A "phased approach" to treatment implementation was considered; there is currently no protection against Cryptosporidium and only a marginal barrier against Giardia (water- borne pathogens). With disinfection the only present "treatment ", a chlorination failure could result in bacterial contamination of the drinking water system. The system is also prone to relatively high levels of disinfection by- products (THMs and HAAs). A "phased approach" is not recommended; an analysis is provided at Appendix "G ". PLANT SIZING AND INDUSTRIAL POTABLE DEMAND In sizing treatment plants, current and historic demands are plotted for average day ( "Qa "), annual usage divided by 365, and maximum day ( "Qm "), the highest 24 -hour demand over a one -year period. Future water demand projections are adjusted based on expectations for growth and specific industrial developments. Plants are normally sized for maximum 24 -hour demand so that an adequate volume of water can be treated and conveyed to the distribution and storage system. Peak demands ( "Qp "), instantaneous high flows during the day, and fire flows are typically supplied from storage. Residential Demand As residential customers are not metered, their exact demand data is not available; as such, usage must be estimated. A consumption estimate of 318 m3 per year (70,000 gallons) per household has been determined reasonable for this user class. At three persons on residential connection (average), per capita residential water demand is calculated at about 106 m3 per year (65 IGal /day). A residential area (Lakewood Heights), studied in ,June 2006, validated these estimates. From available Census data, about 70% of Saint ,John's serviced population is supplied from the Loch Lomond system; the remaining 30% from Spruce Lake. The current 16,917 flat -rate residences, at a demand of 318 m3 /customer /year, use an average day residential volume of about 14,700 m3 /day (14.7 MLD or 5,365 megalitres annuallv). roughly distributed 4.5 MLD West and 10.3 MLD East (with rounding). This represents about 9% of overall water demand in Saint ,John. October 2008 � � � Are Action Plan for Safe, Clean Drinking Water .v P 91 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY Metered ICI Consumption TABLE 1: 20 LARGEST WATER CONSUMERS BY VOLUME (2 006) Customer Annual Volume Megalitres (ML) Average Daily Volume Megalitres per Day (MLD) Irving Pulp & Paper's - 38,675 106.00 Irving Oil Limited 7,386 20.20 Coleson Cove (NB Power) - -2,029 5.54 Irving Pulp & Paper potable 1,672 4.58 Moosehead Brewery 1,648 4.51 Bayside (NB Power) 592 1.62 Irving Paper 446 1.22 SJ Regional Hospital 298 0.82 LINBSJ 127 0.35 School District 8 109 0.30 SJ Port Authority 96 0.26 Saputo Foods 92 0.25 Braxco Ltd 86 0.24 Town of Rothesay 77 0.21 Loch Lomond Villa 77 0.21 City of Saint John 67 0.18 St. Joseph Hospital 55 0.15 Fundy Linen Service Inc. 55 0.15 Cadillac Fairview Corp. 51 0.14 Brunswick Square Ltd. 48 0.13 indicates 66% raw water from Spruce Lake / 34% chlorinated from Loch Lomond ** indicates 100% raw water supplied from Spruce Lake October 2008 �� An Action Plan for Safe® Clean Drinking Water 92 ask °sir GI WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY Based on the principle that users receive the quality of water required for their particular purposes (potable or raw), we do not believe that the much more expensive treated drinking water is a viable solution for IOL - neither from the company's perspective nor the City's. An East raw water service is discussed in Part 7. Several other important questions related to IOL also need to be answered. Non - Revenue Water Average non - revenue water is estimated at 28.4 MLD or 14% of system water. With ongoing leak detection and initiatives like watermain cleaning and lining, infrastructure renewal projects and more extensive system metering, lost water will be reduced over time. For analysis purposes, however, current levels of water loss have been assumed. Future Water Demand Projections - Industrial and Residential Discussions have been held with industrial customers on future consumption patterns. Those need to be continued towards determining quality and usage levels to be planned for. Saint John Water has advised its consultants that allowances should also be made for an expanded service area and possible service extensions, including future capacity for the entire region of Greater Saint,John. October 2008 � � � Are Action Plan for Safe, Clean Drinking Water .v P 93 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY Sizing Options Considered in Pre - Design OPTION 1: Option 28 from 1999 Water Strategy The base for comparison. ca West WT Plant: 49 MLD (MIGD = 4.54 MLD) ca East WT Plant: 104 MLD ca Total Capacity: 153 MLD OPTION 2: Minimum - Status Quo Option 2 would meet expected maximum day demand, with no capacity for growth. The East facility could provide at least Qa (average day demand) for the entire city, but the West facility alone could provide only about 46% of Qa. The interconnection at Reversing Falls would only be required in emergencies. ca West WT Plant: 41 MLD ca East WT Plant: 107 MLD ca Total Capacity: 148 MLD OPTION 3: Status Quo + Nominal Spare Capacity (20%) Good engineering dictates that provision is made for nominal spare capacity, rather than simply designing "to the line ". In this option, approximately 20% additional capacity is provided in each plant; 32 ML of "spare" capacity in total. Redundancy would be similar to Option 2. ca West WT Plant: 50 MLD ca East WT Plant: 130 MLD ca Total Capacity: 180 MLD OPTION 4: Status Quo + Nominal Spare Capacity (20%) + Redistribution Option 4, with total capacity equal to Option 3, could service the same growth scenarios. The West plant is upsized and the East plant reduced to better balance plant redundancy. The system interconnection would be important, possibly an additional river crossing. ca West WT Plant: 80 MLD ca East WT Plant: 100 MLD ca Total Capacity: 180 MLD OPTION 5: Full Initial Qa Redundancy In Option 5, each plant has the capacity to supply the initial full system average day, with a high level of redundancy. Another river crossing would be recommended. ca West WT Plant: 90 MLD ca East WT Plant: 1 10 MLD ca Total Capacity: 200 MLD October 2008 �� An Action Plan for Safe® Clean Drinking Water 94 a WATER FOR SAINT JOHN � " HEALTH® ENVIRONMENT AND THE ECONOMY Development of Conceptual Design The consultants have advised that Option 3 should be used for the conceptual design, as it represents the best balance of treatment needs with cost. Table 2: Recommended Water Treatment Sizing for Conceptual Design Basic Design Parameter West (Spruce Lake WTP) East (Phinney Hill WTP) Design Capacity (Max Day) 1 50 ML /day (579 L /second) 1 130 ML /day (1 505 L /second) Staff cautions that considerably more technical and value engineering analysis is required to finalize demand parameters and optimal plant sizing. These assessments, with transition to an industrial system East, could lead to lower capacity needs for the East plant. Table 3 suggests different sizing. Validation and adjustment of these values would be required. Both plants would be constructed to allow for future expansion. Table 3: Possible Water Treatment Sizing Objectives Basic Design Parameter West (Spruce Lake WTP) East (Phinney Hill WTP) Not more than Not more than Design Capacity (Max Day) 40 ML /day (579 L /second) 100 ML /day (1 505 L /second) QUANTITATIVE MICROBIAL RISK ASSESSMENT (QM RA) A Quantitative Microbial Risk Assessment (QMRA) was carried out to assess pathogenic microorganisms in source waters; Appendix "E" refers. The analysis indicates that the tap water provided by the current treatment is predicted to fail to meet acceptable public health risk levels as defined by the World Health Organization (WHO). Construction of a new conventional water treatment plant (without UV) is predicted to lead to water that provides an order of magnitude lower risk than WHO standards. Installation of UV in the conventional plant makes the water even safer; however, one must consider whether the cost would be justified over the water quality that provided by conventional treatment without UV. October 2006 �� An Action Plan for Safe® Clean Drinking Water 95 Schematic of East Saint John drinking water Transmission & (Distribution Facilities -20106 e p LL o o ,:aI P 5n.m -, %J �F p. µ� n d.F ...........................: Ensuring good quality water at the tap involves much more than building treatment plants. The pipes that convey drinking water to homes, restaurants and businesses, schools, nursing homes, hospitals and other consumers are also critical to quality. Safe, clean drinking water requires proper design, operation and maintenance of the distribution system (including transmission mains); one of the six protective barriers. "Water can be considered a perishable product and has a shelf life (detention time), a preservative (chlorine), and packaging (pipes and reservoirs) "" The primary issues concerning potable water distribution systems are: (1) maintaining quality as the water travels to the consumer's tap; (2) minimizing loss of water during that passage; and (3) providing quantities sufficient for fire protection. 11aiiztaiiuizg hater Oualio) ill Fiizished iT ater Storage, American Water Works Association F Foundation, 1999 October 2008 �� An Action Plan for Safe, Clean Drinking Water 96 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY WATER QUALITY IN DISTRIBUTION SYSTEMS Water quality problems can occur in distribution systems; from contaminants entering through breaks, internal reactions, or interactions between water and pipe wall. The potential for poor water quality and formation of harmful contaminants increases in direct proportion to the time water spends in the piping system. Microbiological problems include bacterial re- growth, nitrification, and microbial pathogens. The formation of disinfection by- product, tuberculation in cast iron mains, leaching of lead and copper, corrosion and scale formation are chemical reactions. Aesthetic problems take in taste, odour and colour - often linked to chemical and physical issues." Keeping the distribution system safe and free of contaminants is among the most involved responsibilities of a water utility. Some of the activities that must be practiced to minimize water quality degradation in distribution systems are: ca Produce high quality water and maintain adequate disinfectant residuals. ca Provide comprehensive water quality monitoring throughout distribution system. ca Maintain positive water pressures. ca Implement backflow prevention measures. ca Control valve and hydrant operations; systematically flush watermains. ca Properly design and operate water storage reservoirs; monitor, inspect, maintain. ca Properly design and operate distribution systems; assess vulnerability. ca Rehabilitate /replace water mains and control internal corrosion. ca Utilize appropriate pipe installation and disinfection procedures. ca Use calibrated computer models in operating and testing system adjustments. ca Provide operator training and certification, and utility accreditation. ca Communicate with stakeholders and provide customer service. a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY EXISTING TRANSMISSION AND DISTRIBUTION SYSTEMS Saint ,John has some of the oldest buried water infrastructure in Canada; some very large transmission mains 135 to 150 years old. The last 10 years has seen major investments in distribution /transmission system projects both East and West (Appendix "F"). But, much work remains; an "out of sight, out of mind' reality too long plagued the system, leading to an accumulated infrastructure deficit that will be very costly to overcome. Our transmission and distribution systems require extensive reconfiguration and redesign of more optimal carrying capacity. Existing transmission capacity, particularly East, far exceeds what is appropriate for drinking water. Oversized mains mean water is retained in the system for too long (retention time) before it reaches the tap, "aging" the water and creating potential for deterioration of quality. System Change - Priority Transmission and distribution system improvements have to conjunction with or prior to commissioning of new treatment facilities. be completed in October 2006 �� An Action Plan for Safe, Clean Drinking Water 98 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY AN INDUSTRIAL WATER SUPPLY EAST Two separate industrial water systems West draw water from Spruce Lake; one to Irving Pulp and Paper, the other to the NB Power Coleson Cove Generating Station. However, there is no such industrial water system East, except for water released over ground into the Little River system from Latimer Lake. A key water use management principle calls for matching the quality of water delivered to that actually required by end -use customers - nothing less and nothing more. It would be economically imprudent to consider expensive, highly treated potable water for industrial cooling processes and to provide industrial fire flow capacity, unless enterprises specifically require that quality of water. Cost implications for the company, the utility and all ratepayers are significant. It would also be illogical to incur higher construction expenses for treatment and to design overabundant capacity when a more economical scenario could be possible: reconfigure the East system into separate potable and industrial supplies, possibly involving smaller transmission mains for potable water and renovating some existing capacity between Phinney Hill and Champlain Heights for raw water. Saint ,John Water believes that an industrial (raw) water capability should be developed on the East side to better serve existing industrial customers and the needs of promising new developments. Treated water demands and relative capacity of the East water treatment plant could be reduced if a raw water supply was developed for current and future large industrial water customers in East Saint ,John. Reduced capital costs for treatment could help offset some of the cost for new, renewed or renovated transmission mains. WATER ACTION PLAN: TRANSMISSION AND DISTRIBUTION Saint ,John Council approved the engagement of consultants in ,June 2008 for water transmission and distribution analysis and preliminary design for future configuration. Following assessment of existing infrastructure, recommendations will be made on a complete and cost - effective means for upgrading the network of water transmission and distribution mains, storage reservoirs and related facilities. Much of the focus will be on transmission infrastructure, the backbone of the system. Recommended chant modeled to fully understand impacts on water quality and system hydraulics. October 2008 �� An Action Plan for Safe, Clean Drinking Water 99 ,ask °�i r G I r WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY A preliminary list of required water system upgrades is provided in Appendix "I ", with a total estimated cost of $123,310,000. Of these, projects totalling $93,110,000 are related directly to improving water quality and must be undertaken and completed prior to commissioning of new treatment facilities. CLEANING AND LINING — WHAT A DIFFERENCE The cleaning and lining of cast iron watermains has proven to be an especially effective means of extending the service life of this infrastructure - by 25 years or more Most notable has been improved water quality and restoration of fire flow capacity. Corrosion is an electrochemical interaction between metal and its environment, resulting in changes to metallic properties. The cast iron in unlined pipes is not in equilibrium with the water it carries. As a result, internal corrosion causes tuberculation (a gradual build -up of corrosion products over time) which in turn leads to two serious problems: (i) pipe failure, leakage or blockage that restricts flows and fire protection capacity; and (2) an adverse effect on water quality as it travels through these mains. Strong commitment to cleaning and lining is imperative, for 20 or more years; reflected in annual renewal programs. An overview and map outlining a tentative long range schedule, by sectors of the city, is provided in Appendix "H ". October 2008 � � � Are Action Plan for Safe, Clean Drink .v P 100 ,ask °�i r G I WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY PART S INNOVATION AND CONTINUOUS IMPROVEMENT The life- critical nature of the drinking water vocation brings with it special obligations: responsibility to public service and to the community of water users. This is not an "enterprise" that can accept anything less than devotion, diligent management and proficient operations - high standards each day, every day, 24 hours a day. Saint ,John Water strives for excellence and continuous improvement; ways to progress from the current reality. Greater effectiveness, higher productivity, improved efficiency and least -cost solutions are always possible with a mindset that challenges the status quo. Research, testing of new methods and implementation of best practices (some "borrowed" from others) can mean an enhanced ability to serve the public. LEADERSHIP Excellence is about a strong team; one put together to produce extraordinary results. Learning to be effective in service begins with the capacity to think systemically; to look beyond the day -to -day issues. It requires seeing the whole and interrelationships among its various parts. Real and sustained improvement means understanding people, systems and processes; seeing through complexity and organizing that complexity into a coherent picture of what needs attention and how results are best achieved. "By design and by talent, we were a team of specialists, and like a team of specialists in any field, our performance depended both on individual excellence and on how well we worked together. None of us had to strain to understand that we had to complement each others' specialties ... ask °sir GI WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY A strong, highly motivated leadership team is essential to Saint John Sustainability Principle 10 charting the way forward. Well Establish a systematic process of continual educated, competent professional improvement, based on action planning, people lead change, maintain focus accountability, transparency and good governance. and adherence to high standards, 1 and challenge the status quo - as a matter of course. Good management is a powerful force for progress and excellence in public service. Our assessment of future human resource needs has highlighted a particular need for expert professional and directorial people, as well as technical support specialists. A few more progressive- minded professionals strategically deployed and several technical specialists are very much needed. TRAINING AND DEVELOPMENT Creating positive change also calls for enhancing knowledge and proficiency; a well- trained workforce to operate today's complex water and wastewater systems. "As with any team, the organization doesn't start off great, it learns to be great. "" The training and development system for operational staff, launched in 2002, has been recognized nationally for its innovation and excellence. Part of a larger effort to enhance performance, the program is a collaboration founded on: (i) commitment to excellence; (2) learning for continuous improvement; (3) principled, interest -based relationships; and (4) strategic investment in the future. Centre of Excellence Formal water and wastewater training programs, developed in conjunction with the New Brunswick Community College Saint ,John, have proven invaluable; helping to reinforce high industry- recognized standards in Saint John, as well as at other utilities across New Brunswick and elsewhere in Atlantic Canada. A Water and Wastewater Centre of Excellence in Saint ,John fills a critical void in advanced institutional training and research. Municipalities, private sector companies and others have access to the programs of training courses developed here. 10 Peter Senge, MIT, Sloan School of Business : October 2008 � � �, Are Action Plan for Safe, Clean Drinking Water .v P 102 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY NBCC Technology Program The next step in educational and training development is a two -year diploma program in water and wastewater technology for new high school graduates or workers seeking to upgrade their education. Saint ,John Water is actively working with the College on this and expects to present recommendations that could include proposals for bursaries or sponsorship opportunities for young people. CONTINUOUS IMPROVEMENT AND MEASURING PERFORMANCE Significant operational and management advances have been made at Saint ,John Water over the past decade: enhanced water quality reporting, automated control (SCADA) upgrades, improved records management, preventive maintenance programs, and a new leadership team (drawn from both public and private sectors). This is an organization ready to challenge the future - with service excellence as its distinguishing feature. Last year began a process of service refinement. Redefined service profiles outline service scope and value to the community, organizing key programs within each service. Goals are set out; with program content, costs and associated performance measures. "An important assumption of quality management is that, in evaluating or improving a management system, one should look at the process by which something is produced as well as the end product. "" A series of utility -based performance indicators is being refined to track service delivery. Grouped under five headings (organization, customers, sustainability, water services, and wastewater service), these will serve as barometers of continuous improvement: ca Strengthen accountability at all levels; clearly showing ratepayers how they are being served and the value they are receiving for their dollars. ca Put focus on results; improving service delivery generally, identifying where and how quality, efficiency and effectiveness can be enhanced. ca Stimulate greater innovation, creativity and productivity, guiding how people seek out both service improvement and cost reduction. ca Improve budget processes; how resources are applied to best meet needs and expectations, with realistic analysis and explanation of costs and benefits. ,ask °�i r G I WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY INNOVATION IN TREATMENT AND OTHER FACILITIES The new WTP at Spruce Lake would be located on a hillside overlooking the water and Highway 1. Designed to functional, energy efficient standards, it would be in harmony with its surroundings and take full advantage of the beautiful vistas. Given its accessibility, this would be the water showcase, water treatment headquarters and public tour facility. The new East plant, more remote to the west of Latimer Lake near a site called Phinney Hill, would also be architecturally smart. While similar in many respects to the Spruce Lake facility, its design would be significantly larger, but somewhat more utilitarian. vogpaq rr � LEED Leadership in Energy and Environmental Design (LEED) sets out an internationally recognized "green standard" for sustainable construction. As a reflection wSh, of commitment to conservation and sustainability, the City should seek LEED certification for new facilities. Green building practices offer many h benefits and use resources efficiently to create healthier environments; contributing to higher productivity, improved employee health and a more welcoming place for visitors. Remote Operation The instrumentation and control systems for new facilities will allow full plant operation from the control room - with remote monitoring and alarming capabilities. Automated plant operation and communications through a laptop computer will allow an on -call operator to have full access to the control system. Alternative Energy Energy represents a major cost in drinking water systems. As part of preliminary treatment design, alternative energy sources are being thoroughly studied. October 2008 � , � Are Action Plan for Safe, Clean Drinking Water .v P 104 ,ask °�i r G I r WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY Wind Wind generation offers considerable energy benefits. Wind turbines require the right wind conditions, need to be economically viable and require environmental and energy approvals. A feasibility study has already been approved by Council and is underway. A larger wind farm alternative is also being considered. Geothermal Ground - source heat pumps utilizing constant ground temperature for heating /cooling are a LEED option to assess. Micro -Hydro A potential energy source is the distribution system itself; the energy lost as pressure is reduced in moving water from high to low pressure zones. Conservation The greatest opportunity to reduce operational energy costs, however, is conservation. A full energy audit of existing facilities is well advanced and has indicated substantial potential for energy and, therefore, cost savings. Energy efficiency will be a key consideration in the conceptual design of new facilities, with the net value of operational electrical costs considered in all cost evaluations. As projects move to final design, high efficiency electrical equipment will be an essential specification for all facilities. October 2008 � � �, Are Action Plan for Safe, Olean Drinking ater .v P 105 a WATER FOR SAINT JOHN � " HEALTH® ENVIRONMENT AND THE ECONOMY PART 9 INFRASTRUCTURE ASSETS — A SERIOUS DEFICIT THE VALUE IN PUBLIC INFRASTRUCTURE If water is the lifeblood of a community; the system of municipal infrastructure is its supporting framework. A special category, water systems support virtually every aspect of urban life - public health and safety, liveability, recreation, good restaurants, education and health care institutions, fire protection for homes and industry, and a vibrant economy. The value of the service is incalculable. But, there is a problem in Saint ,John, a very serious one. Generations have put little thought into the eventual need for renewal of infrastructure, producing a "serious deficit" of aging and worn out pipes and other facilities. At current funding levels, the system (service) is not sustainable. A sustainable water system manages the value of the investment in infrastructure - over a long, long time - to meet "the needs of the present without compromising the ability of future generations to meet their own needs "" This involves planning, engineering and Saint John Sustainability Principle 7 financing - investing sufficiently in timely Achieve long -term economic stability renewal to optimize cost, maximize benefit, and social security in Saint John. mitigate risk and ensure safe, reliable service. 1 Saint ,John's public water assets need urgent attention! The unpaid bill is reflected in too many watermain breaks, electrical failures, damaged road surfaces and, yes, boil water orders; putting the health and well -being of users at risk. Much of the current "deficit" is found in buried pipes, many well over 100 years old and years past their economic service life. Like humans themselves, human construction eventually breaks down. It is, indeed, amazing that one very large, critically important transmission main has been in service for about 150 years. The utility and its governance must begin to better account for the dollar value of these public infrastructure assets, and plan for investment in their timely renewal. Our C'ommorz Future (1987), World Council on Environment and Development October 2006 �� An Action Plan for Safe® Clean Drinking Mater 106 ,ask °�i r G I WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY OVERVIEW OF CRITICAL WATER ASSETS Watersheds: Eleven (1 1) lakes East (including Loch Lomond First, Second and Third, Robertson and Latimer) and three primary lakes West (Spruce, Ludgate and Menzies). West is augmented by the Musquash system - pumped seasonally through the East Musquash pumping station. There are eleven (1 1) watershed dams. Red Head Wellfield: Harbourview Subdivision is serviced by two ground water wellfields, supported by primary and back -up pump houses. Drinking Water Treatment: Disinfection facilities East (Latimer Lake WTP) and West (Spruce Lake WTP) provide chlorination and fluoridation; there are five raw water intakes. October 2008 107 K K;: K K= a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY OUR INFRASTRUCTURE DEFICIT As important as the high profile service and facility upgrades taking place in both water and wastewater is the matter of adequate and timely investment in asset renewal. Saint ,John has a serious deficit: "the total additional investment needed to repair and prevent deterioration in existing, municipally owned infrastructure assets "23. Significant for renewal funding is a firm "pay as you go" pledge in every operating budget; an annual commitment to community sustainability. Without that, the community and its political leaders should not expect value for their infrastructure money. Debt financing for renewal -type (re)construction will eventually overwhelm fiscal capacity; it is patently unwise and, quite simply, not sustainable. PROJECTED REPLACEMENT COST OF WATER SYSTEM $ 125.0 $100.0 0 SPENDING DEFICIT w ao W $75.0 D � Required Average a Annual Capital Renewal N Investment - $3.5 million /yea O $50.0 F Z w W.. U ................... .. .................... a $25.0 $0.0 LE 2000 -2009 2010 -2019 2020 -2029 2030 -2039 2040 -2049 2050 -2059 2060 -2069 2070 -2079 2080 -2089 2090 -2099 DECADE The level of investment required to replace worn out capital water assets is depicted in the figure above, highlighted in the 2002 Water and Sewerage Business Plan Review. Although scheduling could be somewhat flexible, from year to year, an ongoing and timely program of renewal is vitally important to service and our future; identifying specific needs and timing of replacement, with an explicit commitment of required funding. a G w ASSET MANAGEMENT WATER FOR AINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY Asset Management24 involves a systematic process of accounting for, tracking condition, maintaining, upgrading, renewing and operating physical assets with the objective of ensuring cost - effective service life. It combines application of good accounting and engineering principles with proven business practices and economic theory. A good system helps decision - makers in their choices; organizing available funds to set aside the right amounts to be spent on the right things, at the right time. Asset management is strategic and collaborative, it is a way of doing business: (1) determines asset value; (z) manages infrastructure life cycles; (3) understands long -term affordability; (4) analyzes risk; (s) measures asset performance; (6) coordinates with operational plans; and (7) integrates technical and financial considerations. Asset management that reflects these principles enables transparent, rational and accountable stewardship over extremely valuable publically -owned assets and charts the needs of that infrastructure, a value for money framework at a strategic level. Cities that exercise due diligence in the stewardship of their infrastructure can expect financial stability, service reliability, lower levels of risk and a satisfied public. It also means lower life -cycle costs, fewer service problems, better resource allocation and public understanding of decisions; a solid basis for meaningful performance measurement. The Public Sector Accounting Board (PSAB) of the Canadian Institute of Chartered Accountants has developed a guide to accounting for and reporting on tangible capital assets. The PSAB standard provides infrastructure information to decision makers through financial statements. The result is better understanding of obligations and enhanced capacity to judge affordability and sustainability of programs and services. Challenge Among the challenges of infrastructure management are advocacy - on the part of decision - makers - and a public engaged in informed dialogue on these invaluable public assets. Asset management is not simply another expensive program; it is something that must be done. Continued deferral of renewal becomes increasingly unwise, with greater potential for catastrophic consequences as the years go by; not the least of which is a "much bigger bill" somewhere down the road. a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY PART 10 PRICING AND FINANCIAL STEWARDSHIP Ignorance; the single greatest barrier to safe, clean drinking water is ignorance of its immeasurable value to society. Securing the financing needed for safe, clean drinking water will challenge the community and its choices about what is important. Although infrastructure grants can be justified, those who use the service will need to pay for its true value. The inability or unwillingness of the community to recognize this will doom the plan for safe, clean drinking water from the outset. COST RECOVERY AND EQUITABLE ALLOCATION Pricing of water services is intended to collect revenues sufficient to cover the full cost of operations and service delivery, through a structure of rates that is both fair and sensible. People want to see an equitable relationship between what they (and others) pay and the value of safe, clean drinking water delivered to their homes, institutions and workplaces. ,Justice Dennis O'Connor, at the Walkerton Inquiry, linked water safety and fiscal management in recommending that: "municipalities be formally required to raise adequate resources to pay for their water systems. Water safety is promoted by sound fiscal management. "" The Province of New Brunswick requires user -pay and balanced budgets in utility services; a zero - sum formula of "expenditures out" equal to "revenues in ". In complying with these statutory requirements, financial stewardship is integral to system sustainability and the assurance of safe, clean drinking water. Y 189(1) Where under this Act a municipality provides (a) water, or (b) a sanitary sewerage system, the municipality shall construct, operate and maintain such service or utility on a user - charge basis, which may be established on an amortized or any other basis as to the municipality shall seem fit, and may establish a separate or joint rate therefor. 189(4) When operating a service or utility under this section, a municipality or commission shall make such charges to the user of the service or utility as to produce (a) an annually balanced budget, or (b) a triennially balanced budget. a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY Federal and Provincial grants to assist with infrastructure upgrades do not change who is ultimately responsible for financing the service. In Saint ,John, users range from households that draw small amounts of water to large industrial enterprises that consume huge volumes. Full -cost recovery means covering all the costs of operating and maintaining, regulation, capital construction and associated debt charges, environmental protection and emergency services. The challenge for Common Council is to equitably distribute costs across approximately 17,000 diverse customers served by Saint ,John Water; to allocate consumer charges in a manner proportionate to the cost of servicing those customers. In other words, charge those who utilize water and sewerage services for their fair share of the costs of operating the utility; without cross - subsidization. Critical to achieving this are: I. Solid principles upon which to base the system of user -pay; and 2.. Logical approach for calculating water rates; one that is understandable to reasonable people and defensible in any public forum. RATE SETTING PRINCIPLES Saint ,John Water believes that a solid set of commonly understood principles is fundamentally important to pricing policy and the setting of water /wastewater rates. Ten (10) are summarized below. Equity (Fairness and User Pay) Most critical is equity; charges that reasonably reflect the actual cost of providing services to each customer. Fairness and user pay are basic to the setting of water rates. Fairness ensures charges are as close as possible to the actual cost of providing service. Charges based on true user -pay make sense and can be readily justified. ca Equity (Fairness and User Pay) ca Revenue Adequacy ca Legality ca Water Use Efficiency ca Water Source Sustainability ca Technical /Administrative Feasibility ca Affordability ca Public Acceptance ca Same Service, Same Price j Sustainable Development October 2008 �� An Action Plan for Safe® Clean Drinking Water 111 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONO MY Revenue Adequacy Revenue adequacy is a statutory requirement; full recovery of utility costs from rates and other user charges to meet the service, operating and fiscal obligations of the utility. Over and above the legal requirement for balanced budgets, a utility must assure its customers that financial risk will be minimized. Legality Financing and cost recovery methods must reflect legislative authority; be permissible under Provincial statutes, with all charges legally justified. Water Use Efficiency Inefficiency wastes; wastes water, wastes money and wastes progress. Water use efficiency is about optimizing demand for water. By identifying customers that create usage peaks and changing those consumption patterns, water use is made more cost - effective. The degree to which rates can be structured to improve water efficiency, the greater likelihood costs can be controlled over the long term. Sizing and, therefore, cost of facilities are largely dependent on how well water is used. Equitable pricing, with measurement to inform and empower users, is the single most effective means of encouraging efficient use. Water Source Sustainability Security of supply is essential for service and the very sustainability of the community. Emerging climate change impacts will test the resilience and adequacy of water resources; wasteful practices becoming a greater threat than ever. Pricing policy is integral to assuring source capacity and controlling per capita consumption. Technical /Administrative Feasibility The structure of water rates should be easy to understand and practical to apply without undue administrative burden. Affordability Upward pressure on rates has heightened concern for affordability; the ability to pay. Conservation and fairness of charges are critical to keeping water affordable. Customers billed on actual volumes used have an opportunity to manage usage and, therefore, control their expenses. A well designed rate structure, complimented by a program to replace leaking fixtures, can help people and industry use metering to their advantage. Affordability is an issue of income; best addressed through the income support policies of the jurisdiction responsible. People need a level of income that allows them to arrange for and meet their priority needs. Subsidizing specific goods is usually ineffective. In the case of water, it would work against conservation, while adding October 2008 �� An Action Plan for Safe® Clean Drinking Water 112 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY administrative costs. There are better ways of mitigate the impact of water rates; metering and water - efficient fixtures are two examples.26 Public Acceptance There should be general public acceptance of water pricing policy, with customers understanding the "why, how and what" of the charges. Most people are intelligent; they understand their money and are willing to pay for value received. Same Service, Same Price Users receiving the same level of service should be treated equally within the rate structure. Advantages of a common municipal system are shared. Sustainable Development An equitable structure of rates should support economic growth compatible with the capacity of resources to support that growth. Pricing should only be used to encourage development if that pricing falls within the limits of fairness to all customers. In general, the cost of capacity added to serve new groups of users should be borne by those new users. Existing customers should not be expected to subsidize the added water and wastewater costs of new developments. If the cost of a new development is too high, the right decision is to disallow the development that is not viable, not subsidize it." Summary Financing and cost recovery must reflect statutory authority. Thus, user pay is a fundamental principle - applied for reasons of both legality and fairness. Revenue adequacy is also basic. Rates should be understandable and charges simple to apply without undue complication. Clear billing on the basis of type (fully treated or raw water) and actual volume used by each customer would allow for a truly equitable system of pricing, one that promotes the wise use of water, greater efficiency and lower costs. truly equitable syste of user pricing will mean better use of water, greater system efficiency and rate stability. 26 UATERTIGHT, The case for change irz Ontario's water arid wastewater sector, Report of the Water Strategy- Expert Panel, Ministn- of Public Infrastructure Renewal, Ontario, 2005, p 61 iIATERTIGHT, The case for change irz Ontario's water arid wastewater sector, Report of the Strategy Expert Panel, Ministry of Public Infrastructure Renewal, Ontario, 2005, p 62 October 2008 �� An Action Plan for Safe, Clean Drinking Mater 113 ,ask °�i r G l r RATE CALCULATION WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY Water systems are designed to meet peak demands. Typically, these vary among different types (classes) of customer and, as such, the cost of providing a unit (m3) of water can vary. The City currently uses a method of allocating costs based on system design parameters; one that separates costs into four primary cost factors: (i) base (average use conditions); (2) extra capacity (providing for peak demands); (3) customer (billing, metering, customer service); and (4) direct fire - protection (capacity on standby to fight fires). ➢f only rlur vr,Awr buco could u rlk oo uu,. it auig,la icliniuidll w, ism,, a ¢ien eve r,Irur to ut for sate oa;; ltel: io drink^, i o v Hash our wh fh',w, Crr jvI P'ImI nil fl jCP'L I, ro piry vl Na n;" I1'd %1, 4 +du t 1 u e rvu vrl;�ry .p �lill r ,4 11 l V0kl0Y,fiurN'urhh wrniuudw, thito'ilrru ,aiur pqws frdwo ovr rrrrt rural¢ mIriuui rwaIry ^sf�wr e "jt armef11 Ch p.I ` 4 PGrr, rooms >wr bilk It "I'w io kap olit d 0110101 Iry lap wu Iia i mclvihh .I n1,1 €Vn vo ftnr Ian � 1 �Y! -' wrutliraulrk d,uV r mom outf rlwiusu A, ow i s hJI VOW 1,1P ardRtlu usr9 kM, 6 [,I Key references used in water rates determination are the American Water Works Association (AWWA) M1 Manual III "Principles of Water Rates, Fees, and ,! Charges" and the National Guide to Sustainable Municipal Infrastructure (InfraGuide) "Water and Sewer: Full Cost Recovery Best Practice ". The M1 Manual divides the process of developing water rates into four steps: I.. Revenue Requirements Determine annual revenue needs of the utility for providing services to users, including debt and funding for infrastructure. 2„ Classification of Costs Group operating and debt costs into appropriate classifications, separating water system costs from wastewater service costs. 1 Cost Allocation Allocate costs to each customer class in a way that reflects the inherent differences between these classes. 4„ Rate Structure Design a structure that ensures necessary r requirements are met both annually and over the long term. October 2008 �h �, Are Action Plan for Safe, Clean Drinking ater s.v P 114 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY Rate Calculation Methodology Typical classes of customer are residential, commercial and industrial. Differences among these can be illustrated by recognizing that those using treated water require facilities that raw water customers do not. Similarly, large- volume industrial users or wholesale customers tend to be served directly from major water transmission mains, whereas smaller users are served by both large transmission and smaller distribution mains. Demand patterns also differ by customer class. The approach used by City of Saint ,John consultants to calculate water rates is known as Base Extra Capacity (BEC). Developed by the AWWA, the BEC method utilizes system engineering (characteristics) and financial data to allocate costs to volumetric and fixed charge components selected to best suit local conditions. The BEC method produces a block (step) structure where customers that consume large volumes first go through the lower block(s) that apply to those who use lesser amounts. Declining Block Structure The volumetric block structure for ICI customers in Saint ,John has multiple rate levels that decrease in steps as levels of usage increase. This declining block structure is intended to reflect variations relative to meeting demands among the various classes of customer. In theory, pricing reflects the manner in which expenses are incurred. A declining block approach is typically employed when a single rate structure is used for all customer classes, when system costs decline with increasing usage, or when fiscal circumstances dictate that price incentives be provided to keep large- volume users on the system. Although declining block remains in use, utilities have begun to move away from this rate design. Among the reasons for this trend are customer perceptions of inequity, no cost justification for its use, and concerns for conservation." The declining block rate structure that drops the rate charged for water as more is consumed can seem illogical, particularly when measures are being taken to encourage conservation. Over the long run, the declining block approach could actually increase system costs by encouraging a level of demand that might otherwise not be necessary. 28 Principles of ff ater Rates, Fees, arid Charges, Fifth Edition, American Water Works Associa October 2008 �� An Action Plan for Safe® Clean Drinking Mater 115 ask °sir iI WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY An expert panel that reviewed the Ontario water and wastewater sector advised in its 2005 report that rates may include a constant portion, representing the fixed costs of providing service, but must include a non - decreasing volumetric charge. The panel argued against different rates for different classes of user. As the use of water is not linked to the cost of producing it; all classes of user on a system should pay the same volumetric charge.29 Almost no industries (beer, soft drink, and certain metal industries aside) identify cost of water as a meaningful part of production costs.30 Business concern is primarily that they not be discriminated against; that water costs are similar to those of competitors. RATE LEVELS AND MAJOR PROJECTS Water rates or pricing must account for major projects. When constructing or renewing expensive assets, even those partially funded by other levels of governments, it is prudent to assume the utility will one day have to pay for replacement from its own revenues. Inadequate rates are a peril to sustainability; an unpaid bill reflected in rust -outs, less than reliable services, more leaks, unacceptable risk to public health, and environmental damage. Another basic problem with low rates is that people and businesses use more water than they need to, so treatment plants for both water and wastewater have to be built larger than they would otherwise be. This inefficiency of water use is compounded by factors that increase risk of overbuilding; a tendency to push for plants that will accommodate a high level of growth. But, growth predictions can prove to be overly optimistic; useless and expensive over - capacity lasts for decades.31 Oversized plants lead to a vicious cycle of proportionately higher upkeep and operating costs. 11) U ATERTIGHT, The case for change irz Ontario 's water arid wastewater sector, Report of the Water Strategy Expert Panel, Minisfty of Public hifrastiucture Renewal, Ontario, 2005, pp 61 -62 so Full Cost Pricing for if ater and it aste it ater Services Potential Impacts orz Industrial ( ompetitiverzess, Minisfty of Economic Development and Trade, Ontario 31 UATERTIGHT, The case for change irz Ontario's ��ater arzd �rasteI��ater sector, Report of the Strategy Expert Panel, Minisfty of Public Infrastructure Renewal, Ontario, 2005, p 53 : October 2008 ��f� � Are Action Plan for Safe, Clean Drinking Water .v P 116 a WATER FOR SAINT JOHN � " HEALTH® ENVIRONMENT AND THE ECONOMY The Solution The solution is straightforward - set rates that recover costs fully; getting the price right will support an economically efficient level of demand. Reducing demand can delay or permanently defer the need for major new investments. FINANCIAL STEWARDSHIP AND SUSTAINABILITY A sustainable system of pricing is fundamental to recognizing the true value of water. "A sustainable water price is a price that will (i) reflect true costs and thereby induce efficient water production and consumption, (2) promote optimization or the achievement of least -cost solutions to providing water service, (3) achieve equity in terms of incorporating cost - sharing practices as needed to enhance affordability, and (4) enhance the long -term viability of the water utility. "' The financial model for the utility will be updated as part of the plan for water. As emphasized often, the cost of upgrading to modern standards and achieving asset sustainability will be very high; the financial plan must optimize available funding alternatives and achieve best value for ratepayers. Significant has to be a firm "pay as you go" policy for infrastructure renewal; a primary commitment made each budget year. Without such a promise, value for money will not be possible. "Capital from operating" amounts need to be optimized; debt financing for infrastructure renewal is illusory, very unwise and not sustainable over time. 3' Sustainable ii ater Pricing, Janice A. Beecher and Peter E. Shanaghan October 2006 �� An Action Plan for Safe, Clean Drinking Water 117 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY PART 1 1 GOVERNANCE OF A PUBLIC TRUST Two things are fundamental to the way forward for Saint ,John's water and wastewater utility; assured sources of revenue and governance leadership able to give much needed attention to strategic and policy issues. Those overseeing the drinking water and environmental systems have a vital responsibility as stewards33 of a public trust. Governance encompasses authority and legitimacy; values, policies and guidance through which the water and wastewater utility works towards the Community Vision and the priorities of Council. Affirmative governance is a foundation upon which to manage water resources efficiently and to pursue high performance operations. Saint ,John Water and its ratepayers could benefit from a governance framework able to give timely attention to service, business and technical matters; guide coordination of multi- faceted long -range plans; promote a culture of innovation and continuous improvement; and improve the capacity for public and stakeholder dialogue. FOCUSED ATTENTION Saint ,John Water has good management, technical expertise and operational proficiency, with a staff leadership team geared for the future. Dedicated governance attention will help make the highest standards of quality, performance and business effectiveness a reality. Saint ,John Water believes that Common Council could enhance the governance of its water and wastewater utility by incorporating a level of authority (directly responsible to Council) that is able to dedicate needed time to the water and environmental interests of the community. Alternative governance models include: (i) a separate municipal commission; (z) amalgamation with another public utility; (3) a regionalized service model; or (4) a publically owned (by the City of Saint ,John) utility company. The utility framework gives the City more options than would be available for most other services. Service clients are not citizens, per se, but ratepayers of the utility. The customer base could be expanded to include neighbouring municipalities, or more distant communities, and possibly extend support to First Nation communities in New a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY Brunswick. Saint ,John Water could conceivably be operated on the basis of "financial return" for the City of Saint ,John. The challenge will be to determine how best to meet the needs of this community and local utility customers first, while at the same time creating an economically viable and expert service entity. This separate governance entity offers potential to attract people with particular business, financial and technical expertise; interested, knowledgeable and professional private citizens from a wide range of backgrounds. Common Council would provide oversight through its by -laws, approval of budgets and setting of water rates. The idea of a publicly -owned enterprise model should be seriously explored; a company and its assets owned fully by the City of Saint ,John. Formal terms of reference would set out governance standards and requirements for transparency, financial rules and public accountability. In time, the "company" could seek to create revenue its municipal owner. A STRONG AND SUSTAINABLE WATER UTILITY The business and legal considerations of the water service need to be balanced with its broader social responsibilities and the interests of the municipality. The water and wastewater utility could attain a stature and scale that would enhance its competitiveness in a very demanding and complex field of service. Saint ,John Water would be innovative and best -in- class; it would become a stronger utility, one environmentally and financially sustainable for decades to come. The public resources involved are extensive and the life- critical nature of the service thirsts for governance able to give time to strategic direction, policy and the diverse needs of utility stakeholders. The people involved, whether members of Common Council or private citizens, would acquire a solid grasp of regulatory, technical, service and business aspects of this increasingly complex and demanding enterprise. Responsibilities for public health and environmental protection must have nothing less.34 Planning for a new business model should begin immediately, with terms of reference, a business and administrative change plan, and timelines for transition prepared. a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY PART 12 ESSENTIAL CAPITAL INVESTMENTS The Capital investment required to assure safe, clean drinking water presents Common Council with the single greatest financial challenge ever brought before it; one that may seem daunting. The importance, however, of acting now to bring about change will mean immeasurable value to this community and its people. Modern standards to assure drinking water quality are not an optional choice; they are essential for the health and well being of people and a sustainable ecological foundation. Council made safe, clean drinking water its priority for very good reason! WATER TREATMENT Although considerable engineering work remains through to finalization of design, a preliminary analysis of treatment requirements has been carried out. A system of full conventional treatment, with filtration, is proposed for facilities at Spruce Lake (50 ML /day) and at Phinney Hill, west of Latimer Lake (1 30 ML /day). The most recent (2008) estimates for these modern water treatment facilities (prior to value engineering evaluation) totals approximately $135,000,000: Spruce Lake (50 ML /day) $45,000,000 Phinney Hill (130 ML /day) $90,000,000 Saint ,John Water believes plant sizing could be reduced, particularly on the East system, and that the cost of treatment facilities could be lower; both construction and ongoing operating costs. Provisions for a raw water supply East will be a key to reducing East demand for potable water. The Value Engineering Review to be undertaken will be challenged to optimize plant sizing and find least -cost solutions wherever possible. • NECESSARY FOR WATER TREATMENT T = TREATMENT FACILITIES D= DISTRIBUTION SYSTEM 2009 T $2, D $ 7,150,000 2010 T $4,000,000 D $8,110,000 2011 T $19,000,000 D $15,060,000 2012 T $44,000,000 D $18,870,000 2013 T $33,000,000 D $22,380,000 2014 T $26,000,000 D $22,540,000 TOTAL $229.110.000 Z. WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY TABLE 3: PRELIMINARY CAPITAL COST ESTIMATES WATER TREATMENT FACILITIES TABLE 4: PRELIMINARY ANNUAL OPERATIONAL COSTS WATER TREATMENT FACILITIES West WTP (Spruce Lake) East WTP (Phinney Hill) West WTP (Spruce Lake) East WTP (Phinney Hill) $135,000,000 $3,840,000 WATER TRANSMISSION AND DISTRIBUTION In addition totreatment upgrades. Saint John must invest substantially in vvatermain improvements' new storage reservoirs and pumping stations. Commitment to asset renewal also needs to intensifv, watershed dams require neconstruction, vvatermain cleaning and lining must continue' deficiencies have to be corrected and service problems resolved avery large challenge overall. Needed investment in transmission and distribution infrastructure is sumn Tables 5 (page 55) and 6 (page 56); with greater detail provided in Appendix "I n� October 2008 An Action Plan for Safe Clean Drinking Water a G w WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY The preliminary schedule for these projects is set out in Appendix "j ". TABLE 5: PRELIMINARY CAPITAL COST ESTIMATES TRANSMISSION AND DISTRIBUTION ESSENTIAL FOR TREATMENT — DESIGN IN YEAR PRECEDING West System Estimate East System Pipeline Road Transmission $5.70M Raw Water Trans Inspection $0.30M 2009 Water Conservation $0.13M $0.22M Water Conservation District Metering, Phase 1 $0.25M $0.55M District Metering, Phase 1 Dever Road Transmission $3.90M $3.61 M Latimer Lake Intakes, Phase 1 2010 District Metering, Phase 2 $0.20M $0.40M District Metering, Phase 2 Inspection: Raw Water Trans $0.33M $5.20M Latimer Lake Intakes, Phase 2 2011 Reversing Falls Bridge Trans $3.80M $5.73M Lakewood Transmission, Phase 1 $6.01 M Lakewood Transmission, Phase 2 $6.87M Phinney Hill Transmission, Phase 1 Raw Water Transmission $0.94M 2012 $5.05M Storage Reservoir Capacity $6.31 M Lakewood Transmission, Phase 3 $7.22M Phinney Hill Transmission, Phase 2 Pipeline Road Transmission $3.80M 2013 $5.05M Sandbank Hill Transmission $7.58M Phinney Hill Transmission $3.13M One -Mile Transmission Musquash Pump Station $5.31 M 2014 $5.57M Storage Reservoir Capacity $0.95M Low Pressure Improvements Total West Essential for Treatment $24.66 Totals 69.45 Total East Essential for Treatment October 2008 �� An Action Plan for Safe® Clean Drinking Water 122 a G w WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY TABLE 6: PRELIMINARY CAPITAL COST ESTIMATES TRANSMISSION AND DISTRIBUTION NOT RELATED TO TREATMENT - DESIGN IN YEAR PRECEDING West System Estimate East System $1.54M Beaverbrook Avenue Transmission $0.15M Golden Grove Rd. Boosted Zone Spruce Lake Industrial Park $0.25M 2009 $0.10M Airport Tunnels Inspection $0.30M Harbourview Subdivision $0.47M Champlain Hts Pump Station $0.99M Golden Grove Rd. Boosted Zone 2010 $3.28M Cottage Hill Transmission Lancaster /Main Transmission $1.52M 2011 Throughway Transmission $0.82M 2012 FiGreen Head Chlorine Booster $0.25M 2013 $0.30M Airport Tunnels Repair Belmont Street Transmission $0.75M 2014 $3.53M Courtney Bay Causeway Trans $2.19M Trans to Lakewood Hts Tank Reversing Falls Pump Station $1.15M $1.60M Trans to Millidgeville Tank 2015 $6.37M Sandy Point Tank / Transmission $0.50M Low Pressure Improvements Gault Road Pump Station $0.57M $0.40M Grandview Avenue PRV F20161 $2.lOM Harbourview Subdivision Total Vilest Not Related to Treatment $5.31 Totals 23.82 Total East Not Related to Treatment October 2008 �� An Action Plan for Safe® Clean Drinking Water 123 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY VERIFYING ESTIMATES AND ASSURING VALUE The City's consultants working on both aspects of the water service upgrade, treatment and distribution, will firm up estimates as they work through the design process. Current estimates are conservative. Important to the overall process will be assuring quality and best value for the monies to be invested. Part 13 outlines how value engineering will test every aspect of this undertaking - to assure value for money. ASSESSMENT OF PROJECT DELIVERY OPTIONS How should modern water treatment facilities be provided for the community? Should a conventional design- tender - construct approach be used or would a public - private partnership add value? The method ultimately selected must reflect what is best for Saint John and the long -term interests of ratepayers and the general public. There is no simple, universal answer; Council and the public should understand the alternatives. Consideration of a P3 approach should follow a balanced process designed to identify, understand, evaluate, and compare options that may benefit utility customers; an approach structured to assess possible outcomes and risks associated. A P3 decision process35 developed by the AWWA Research Foundation is illustrated below. It emphasizes the importance of stakeholder involvement throughout. a WATER FOR SAINT JOHN � " HEALTH® ENVIRONMENT AND THE ECONOMY Step 1 The initial step seeks to ensure that the factors driving the municipality to evaluate P3 options are understood; to establish a common view of factors for decision - making and educating policy- makers about the need for a balanced decision process. Step 2 Before conducting an unbiased evaluation of P3 alternatives, decision - makers need to understand what those are and what issues need be reviewed relative to each of the alternatives. This step is intended to raise awareness of available options. Step 3 Public involvement is critical to the eventual decision; with an understanding of stakeholder priorities and perceptions. A strategy is defined to involve the community. Step 4 The basis for the evaluation of alternatives is defined; to establish a level playing field, with conditions and ground rules confirmed by utility stakeholders. Any P3 biases are made explicit and the measures established to evaluate alternatives. Step S Three evaluation factors are detailed: (i) define decision scenario - alternatives to be evaluated; (2) identify evaluation techniques - types of P3 decisions utilities typically face; and (3) work with stakeholders - in a comparative evaluation of alternatives. Step 6 A decision is the objective of the process and the evaluation is brought to closure, with a recommendation, endorsement of decision - makers, and communication of the decision. A thorough evaluation consumes a great deal of organizational energy. Step 7 I a P3 option is chosen, a detailed implementation and monitoring process is required, with expert support to guide implementation. Alternatives to the right of the spectrum call for more comprehensive assistance. Public Ownership THE P3 SPECTRUM I'll Ownership Organization Outsourcing of Project Contract Private Asset Development Services Delivery Operations Financing Transfer A successful decision process has four key attribute s: 36 (1) a logical path; (2) integrates stakeholders into the process; (3) fully considers risks and uncertainties; and (4) exposes biases. In the end, the decision is well documented and fully defensible publicly. ask °sir GI WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY PART 13 ASSURING VALUE VALUE ANALYSIS clue is the balance of worth, efficacy and importance of services against the costs of providing those services. Value is about achieving a standard of quality and level of performance that reflects the most prudent allocation of resources. Success is realized when the desired benchmark of performance can be accurately defined and delivered at the lowest possible life cycle cost. It is the goal of Saint ,John Water, on behalf of system users and the community, to provide the best possible value for the investments being made in safe, clean drinking water and overall system improvements. A systematic, function -based evaluation shall be undertaken to assure optimal efficiency and best value; to focus explicitly on the best possible outcomes for the investments to be made. The methodology used will be leading edge; recognized for its practicality and the positive monetary outcomes that it can produce. Value engineering (VE) involves a multi - disciplinary team of nationally recognized experts in their field, working with utility representatives in a structured process of analysis and rigorous examination. The method helps team members to communicate across disciplines; to understand the different perspectives brought to the table, to look for innovative solutions and to evaluate each issue objectively. The Value Standard affords a practical guide for applying the principles of value methodology in a consistent and focused manner. It seeks to state the minimum that clients and providers should expect when the methodology is applied to a program or project.37 s I alue S`talzdard alzd Bodj> ofhlzoii,ledge, SAVE International Value Standard, June 2007 : October 2008 � � �, Are Action Plan for Safe, 0lean Drinking Water .v P 126 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY VALUE ENGINEERING REVIEW A comprehensive value engineering review is best undertaken early in the development process - to ensure that the greatest benefits are gained. This detailed evaluation studies every critical aspect of the plan; from treatment specifications to plant sizing, from project delivery options to pricing, from ecosystem impacts to source and system sustainability. It is a very rigorous, multidisciplinary process that engages the most highly qualified expertise to work on behalf of the City of Saint ,John and utility ratepayers. Job Plan A value study is structured around a ,Job Plan38 involving pre- workshop preparation, a value workshop, and documentation and implementation. Its six phases stimulates teamwork, innovation and the search for ways to improve value. Phase 1: Information Value Team reviews and defines current project conditions and identifies the goals of the study. Phase 2: Function Analysis Team defines project functions; analyzes those functions to determine which need improvement, elimination or creation to meet project goals. Phase 3: Creative Team employs creative techniques to identify alternative ways of performing the project's function(s). Phase 4: Evaluation Team follows a structured evaluation process to select ideas that offer potential for value improvement while delivering project functions, and considering performance requirements and resource constraints. Phase 5: Development Team enhances selected ideas into options with a level of documentation sufficient to aid decision makers determine those best for implementation. Phase 6: Presentation Team Leader prepares a formal report and presentation to convey the options developed and associated value improvement opportunities. 38 I alue S`talzdard alzd Body ofhlzowledge, SAVE International Value Standard, June 2007 October 2008 �� An Action Plan for Safe® dean Drinking Mater 127 ,ask °�i r G I WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY To qualify as a bona fide value study, a number of conditions must be satisfied. A multidisciplinary team of experienced professionals and project stakeholders must follow an organized ,Job Plan. The Value Team Leader is trained in value methodology techniques and is qualified to lead the study team using the ,Job Plan. Value Team Leader The Value Team Leader plans, leads and facilitates the entire process. This individual must be highly skilled, experienced and trained in value methodology; certified as a value specialist (by SAVE International or an equivalent certification body). The process will produce outcomes to help Council, staff and the public understand the rationale behind the alternatives available. A formal report will document risk, identify cost versus worth, and compile a full range of advantages against disadvantages. A VALUE FOCUS FROM THE OUTSET Again, although the value methodology can be applied at any stage, the greatest benefit and savings are achieved early in project development. It can be used more than once during the life of a major service development process. Terms of reference for the Value Engineering Review to be undertaken in early 2009 will include, but not be limited to: major strategic questions; the full range of detailed technical and operational matters requiring review; specific questions that the City of Saint,John wants answered; disciplines and expertise to be included on the Value Team; reports and studies that will be made available for the Team; and a preliminary schedule for the review. A large number of topics were brought out during a 5 -day expert value workshop held in ,June 2008 to appraise the preliminary design report on treatment facilities. Each of those questions would be thoroughly evaluated through the formal VE process. Some are strategic or high level, others very specific to operational or treatment processes. All, however, are important to assuring best value and the wisest financial choices. October 2008 � � �, Are Action Plan for Safe, Clean Drinking Water .v P 128 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONO MY 20 Strategic Questions for VE The review will consider a full range of strategic questions; matters for which Council should have the best advice, including: a. Optimal number (one or two) and locations of water treatment facilities b. Most appropriate design capacity of each water treatment plant c. Water treatment processes to treat our particular raw water chemistry d. General design parameters for treatment processes e. Given public health concerns, suitability of a phased approach f. Sustainability (green) considerations to be incorporated into facilities g. Separate potable and industrial water systems East h. Safe and sustainable yields from both East and West sources (watersheds) i. Framework for conservation and effective water use management j. Opportunities to expedite water treatment and to control long -term costs k. Viability of public - private partnership (P3) project delivery options I. Essential transmission system upgrades or reconfigurations m. Second crossing of the Saint john River and East -West interconnection n. Best locations for needed potable water storage on the East system o. Updated program of necessary Capital upgrades, with refined estimates p. Funding requirements and financial implications of planned improvements q. Legal, financial and administrative considerations for a new governance model r. Optimal user -rate structure for local (Saint,John) circumstances s. Pricing considerations and a model that best balances demand with sustainability t. Infrastructure asset management framework and ongoing financial nee( October 2008 �� An Action Plan for Safe® Clean Drinking Water 129 ,ask °�i r G I WATER FOR SAINT JOHN w HEALTH, ENVIRONMENT AND THE ECONOMY ART 14 BUILDING CANADA PLAN39 — NEW BRUNSWICK 40 DRINKING WATER AND BUILDING CANADA Saint ,John is one urban Canadian community facing serious drinking water challenges. It is ironic that we still pay some of the lowest rates in the world for water, while being amongst its highest users. The issues extend beyond the obligation to better assure the quality of water delivered to consumers; also to be dealt with are a serious infrastructure deficit, increasing pressures on potable water sources, the need to reduce overall consumption and protection of watersheds. The costly investments on the horizon should encourage users to demand innovation, more effective pricing and improved metering. Conservation and more efficient water use are priorities of all governments. The Building Canada Plan is available to support long -term funding for drinking water infrastructure projects that: ca Improve drinking water safety, management, reliability and efficiency; ca Increase the number of households with access to safe drinking water; ca Improve source protection and management of drinking water supplies; and ca Improve conservation of water. a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY BASE FUNDING FOR MUNICIPALITIES Gas Tax Fund (GTF) Municipalities can use GTF funding for added financial flexibility. It is intended for environmentally sustainable municipal infrastructure that contributes to cleaner air, cleaner water and reduced GHG emissions. This program will be expected to provide a significant contribution to the plan for safe, clean drinking water. Goods and Services Tax Rebate The GST Rebate provides communities with additional flexible funding to address their highest priorities. BASE FUNDING FOR PROVINCES AND TERRITORIES Building Canada provides $25 million annually to each province and territory over seven years ($175 million for each jurisdiction); base funding designed to support all categories of the Building Canada Fund, as well as non -core national highway system infrastructure and the safety - related rehabilitation of infrastructure. This funding is provided up -front and on a regular basis, and ensures financial flexibility for a Province. BALANCING NEEDS AND PRIORITIES Building Canada also includes three national infrastructure programs. The Gateways and Border Crossings Fund ($2.113) and the Public Private Partnerships Fund [P3 Fund] ($1.256) are targeted investment programs, focused on specific national priorities. The third, the Building Canada Fund ($8.813), has been established for infrastructure. It complements other funding programs by offering a balanced response to addressing local and regional infrastructure needs, while advancing important national priorities. Public- Private Partnership The public private partnership (P3) initiative is intended to foster stronger P3 markets and seeks to promote greater private involvement in building infrastructure. The Federal Government is seeking to develop P3 opportunities which might better place the risks associated with construction, financing and operation of infrastructure. The P3 Fund is designed to support projects that utilize an alternative to traditional infrastructure procurement. It is intended to encourage private investment, and increase k - A - ' - - and expertise in alternative financing. A P3 Office has been established in Ottal October 2008 �� An Action Plan for Safe® dean Drinking Water 131 a G w Building Canada Fund WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY The Building Canada Fund (BCF) is designed to advance national priorities: a stronger economy, a cleaner environment and stronger, more liveable communities, while contributing to priority infrastructure needs. It focuses on economic, environmental, and social benefits, with funding based on provincial population. Major projects are selected through federal - provincial negotiations, in 5 priority categories: Core National Highway System; Drinking Water; Wastewater; Public Transit; and Green Energy. Within the program's two components, municipal infrastructure projects are generally cost - shared on a one -third basis, with the maximum federal contribution pegged at 50 %. Major Infrastructure The Major Infrastructure Component targets larger, strategic projects selected on the basis of merit, with all projects required to meet criteria targeting environmental, economic and quality of life objectives. Innovation and partnerships are emphasized. Communities The Communities Component focuses on those projects that help smaller communities (less than 100,000) deal their unique challenges. These are evaluated on how they meet environmental, economic and quality of life objectives. BUILDING CANADA FUND (NEW BRUNSWICK) APPLICATION Building Canada Fund support is essential for timely water system improvements and the implementation of water treatment. The application is arranged as follows: Gas Tax Fund (7 years) $39,746,000 City of Saint John $63,122,000 Province of New Brunswick $63,121,000 Government of Canada $63,121,000 Total $229,110,000 The financial obligations related to other water system upgrades and the renewal of water infrastructure will rest with the municipality and its utility, Saint John Water. October 2006 �� An Action Plan for Safe® Clean Drinking Water 132 a WATER FOR SAINT JOHN �" HEALTH® ENVIRONMENT AND THE ECONOMY PART 15 ENGAGEMENT OF THE COMMUNITY Water is vital to life itself; an extremely sensitive, emotionally charged municipal Saint Jo Sustainability Principle service, very different from others. Water Engage the entire community of Saint John in the planning and implementation of impacts people directly and very personally; sustainable solutions. it is integral to virtually every aspect of 1 community life. In making the changes necessary for safe, clean drinking water, it is important that the public become well- informed and engaged in the decision process. The fundamental notion behind public drinking water is public well- being. The direction being taken to improve drinking water treatment and distribution will give Saint John a solid foundation upon which to enhance public health, improve community quality of life and build a stronger economy. IMMEASURABLE VALUE: MUCH MORE THAN A COST ISSUE The changes needed are very expensive; there is no "easy" or "low cost" solution. While people will not welcome higher user charges, with Safe, Clean Drinking Water some even expecting others to bear the financial burden, the value of this service makes the challenge Immeasurable value much more than a financial question. There is J immeasurable value in safe, clean drinking water; the debate forward has to focus on that value. COMMUNICATIONS WATER 2009 AND BEYOND In 2005, a communications plan was developed for Saint John Water; laying out challenges and opportunities. Key issues were: (i) improved knowledge among those served; (2) better connection with utility customers; (3) elevated respect and credibility; (4) establishment of identity; and (s) improvements from the planned strategy. The plan needs to be brought up -to -date to fully reflect the life- critical importance of safe, clean drinking water to citizens. Communications Water 2009 and Beyond will help the City of Saint John and Saint John Water in its dialogue with stakeholc+nrc horn improve understanding and renew focus on strengthening relationships with ct October 2006 �� An Action Plan for Safe® Clean Drinking Water 133 QUALITY WATER... "PRICELESS" The challenges are indeed great; a quest for the generation. The value of safe, clean drinking water is immeasurable; found in public health, liveability of the community, fire protection, the day -to -day life of institutions and business, as well as the vitality of the economy. This extraordinary significance requires that members of Common Council carefully study the issues related to it and, in the end, be satisfied the interests of the entire community and all water stakeholders have been thoroughly considered in the decisions taken. The choices will not be easy. Saint John Sustai a ility Principle 1 Provide a long -term vision for Saint John based on the pillars of sustainability: social /cultural, environmental and economic. � J A utility able to deliver both a quality potable service and a reliable industrial supply will certainly justify the investments being made. The downside of not proceeding in a timely and complete manner is very serious; risk to public health and the general well- being of citizens, waste and inefficient use of water resources, and limitations on sustainable growth and the economy. ACTION PLAN FOR SAFE, CLEAN DRINKING WATER The Action Plan for Safe, Clean Drinking Water is framed around a series of integrated measures, for which specific and coordinated follow -up attention is needed. The Essential Value of Water The immeasurable value of high quality potable water is recognized by the community; found in the health of the public, the community's quality of life, a nurtured environment, economic vitality and reliable fire protection. 2. Saint ,John Common Council has made safe, clean drinking water its foremost priority. October 2008 �� An Action Plan for Safe, Clean Drinking Water 134 a WATER FOR SAINT JOHN � " HEALTH® ENVIRONMENT AND THE ECONOMY Service to the Community 3. An informed public is essential to the water transformation that is to take place. The required investment on the part of the City of Saint ,John and ratepayers of the water utility will be substantial, and securing funding support will be critical to achieving timely outcomes. 4. The Saint ,John public and water stakeholders shall be asked to learn about the critical importance of full water treatment and a sound distribution system; both essential for assuring drinking water quality and neutralizing risk to public health. Regulation and Public Health 5. The City of Saint ,John shall enhance its water quality sampling program by formally establishing its own water quality expectations by,January 1", 2010, equal to or higher than those specified nationally in the Guidelines for Canadian Drinking Water Quality. 6. Saint ,John Water shall relate its intensive water quality monitoring more directly to citizens by organizing an information and amelioration program around water pressure zones and neighbourhoods by September 1", 2010. Source Water (Watershed) Protection 7. Water source considerations shall be integrated into all land use planning and development decisions. 8. To reflect universal responsibility for the sustainability of water sources, an equal volumetric "sustainabilitysurcharge ", for all water drawn from those sources, shall be incorporated into the water rates structure on January 1 ", 2011. 9. The City of Saint ,John shall initiate dialogue with the Province of New Brunswick towards strengthening its jurisdictional authority for source waters. 10. Saint ,John Water shall support and work with the Department of Envirc implement more rigorous monitoring of activities in drinking water water October 2008 �� An Action Plan for Safe® Clean Drinking Water 135 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY Conservation and Sustainable Water Use 1 I. Saint ,John Water shall develop a comprehensive conservation and water use management plan by ,January 1'`, 2010 designed to lower average and maximum day demand based on Soft Path for Water principles; incorporating recognized ways that communities can save both water and money by reducing water use. 12. Guided by the Community Vision and Saint ,John's sustainability principles, water use planning shall seek to meet the needs of existing and new customers while minimizing the draw of any additional water, balancing the goal of lowest total cost with safety, reliable service, and environmental protection. 13. Treated wastewater effluent (grey water) from the Eastern Wastewater Treatment Facility shall be the first source for new industrial process water East, with the resource appropriately priced below the rate for industrial (raw) water drawn from the source. Water Treatment Facilities 14. Two water treatment facilities, one at Phinney Hill (East) and another at Spruce Lake (West), are the best water treatment option for Saint ,John. 15. Full treatment with filtration shall be required at both water treatment facilities. 16. Water treatment facilities shall be sized conservatively to reflect efficient and sustainable water use; ideally, the Spruce Lake WTP at not more than 40 megalitres per day and Phinney Hill not more than 100 megalitres per day. Facility design shall allow for adding capacity and processes should future service growth or regulatory standards so require. 17. Expensive treated drinking water shall not be considered an acceptable option for those industrial processes that can function effectively with non - potable water. October 2008 �� An Action Plan for Safe® Clean Drinking Water 136 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY Distribution (System) to Customers 18. Water transmission and distribution system upgrades are essential for safe, clean drinking water and reliable service to users; to maintain the quality of potable water, minimize system losses and ensure flows sufficient for fire protection. 19. Transmission and distribution system upgrades, necessary for improving drinking water quality and implementing treatment, shall be completed prior to the commissioning of new water treatment facilities. 20. Commitment to watermain cleaning and lining shall continue until the full inventory of unlined cast iron mains, as feasible, has been renovated. 21. Saint ,John Water shall continue to propose measures to improve quality and enhance the safety of drinking water; one of these will be that Common Council adopt a By -Law Respecting Backflow Prevention and Cross Connection Control. 22. A separate industrial (raw) water capability shall be thoroughly evaluated and, if feasible, implemented as part of the East side system upgrade and reconfiguration - to better serve the needs of existing and future industrial customers. Innovation and Continuous Improvement 23. Saint ,John Water shall develop a refined service structure for public facing utility services (Drinking Water Service, Industrial Water Service and Wastewater Service) and implement that structure by April 1" 2009. 24. Saint ,John Water shall introduce utility -based performance measures - structured around organization (best practices), customers, sustainability, water services and wastewater service; to strengthen accountability, focus on improving results, stimulate innovation and improve budget processes - by September 1", 2009. 25. In recognition that progressive, well educated professional and specialist technical staff are vital to service performance; essential human resource levels for professional and specialist staff shall be established between ,January ---- December 201 1 . October 2008 �� An Action Plan for Safe® Clean Drinking Water 137 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY 26. Saint ,John Water shall continue its strong commitment to employee training and development. 27. The City of Saint ,John shall formally endorse a Centre of Excellence for Water and Wastewater at the New Brunswick Community College Saint ,John to fill a critical need for advanced training and research in water and wastewater operations. 28. The City and Saint ,John Water shall support establishment of a full two -year Water and Wastewater Technology Program at NBCC Saint ,John for high school graduates, including bursary or sponsorship opportunities to young citizens. 29. The City and Saint ,John Water shall discuss opportunities for advancing the science of drinking water with the University of New Brunswick Saint,John. 30. Environmentally sustainable and innovative construction methods shall be essential requirements of all new and renovated facilities, including alternative (green) energy, automation and remote system monitoring, and water and energy conservation. Infrastructure Assets - A Serious Deficit 31. Saint ,John Common Council shall advocate the critical importance of municipal infrastructure to community life, along with the need for a comprehensive program of asset management and adequate investment in renewal. 32. Saint,John Water shall institute a formal Infrastructure Asset Management program by ,January V, 2010, founded on sustainable planning, engineering and financing; to identify asset value, manage infrastructure life cycles, seek optimal affordability, provide risk analysis, measure performance of infrastructure over time, align renewal with operational plans, and fully integrate technical and financial considerations. Pricing and Financial Stewardship 33. It is the policy of the City of Saint ,John that water and wastewater ra utility customers are to be set by Common Council through by -law adopt October 2008 �� An Action Plan for Safe® dean Drinking Water 138 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY 34. The City of Saint ,John shall adopt the following ten (10) principles to guide policy formulation and the setting of water rates: a. Equity (Fairness and User Pay); b. Revenue Adequacy; c. Legality; d. Water Use Efficiency; e. Water Source Sustainability; f. Technical /Administrative Feasibility; g. Affordability; h. Public Acceptance; i. Same Service, Same Price; and J. Sustainable Development. RATE SETTING PRINCIPLES ca Equity (Fairness and User Pay) ca Revenue Adequacy ca Legality ca Water Use Efficiency ca Water Source Sustainability ca Technical /Administrative Feasibility ca Affordability Public Acceptance ca Same Service, Same Price ca Sustainable Development 35. The system of water pricing shall induce efficient water production and consumption, promote optimization and least -cost solutions, achieve equity in cost - sharing practices that enhance affordability, and secure the financial viability of the utility. 36. The financial model for the utility shall be updated by September 1", 2009 to guide the Action Plan for Safe, Clean Drinking Water. 37. As the benefits of conservation programs and price signals are largely lost unless consumption is universally measured, and as metering is beneficial to customers and essential for managing water use, universal metering shall be fully implemented prior to the commissioning of new water treatment facilities. 38. A new rate structure for water shall be fully implemented prior to commissioning of new water treatment facilities, to include separate and distinct user rates for potable (treated) water, raw water and treated wastewater effluent. Rates for both drinking (potable) water and industrial (raw) water shall include the volumetric 14 sustainability surcharge ". October 2008 �� An Action Plan for Safe, Clean Drinking Water 139 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY 39. The importance of safe, clean drinking water to the community, the health of citizens and the strength of the economy makes it imperative that a substantial commitment of City of Saint,John Gas Tax Fund (GTF) revenues be dedicated to the Action Plan for Safe, Clean Drinking Water; therefore, the City shall commit 100% of its GTF revenues for seven years ($39,746,000) beginning in 2009. Governance of a Public Trust 40. Common Council is committed to ensuring dedicated governance of Saint ,John Water; essential for achieving desired service and sustainability outcomes. 41 . The City of Saint ,John shall consider organizational and governance alternatives for its increasingly demanding and complex water and wastewater utility; to drive innovation, progressive management, fair and equitable allocation of utility costs, financial stewardship and ecological responsibility. 42. Planning for a progressive governance model for Saint ,John Water shall begin in 2009, with drafting of terms of reference, identification of legal, financial and administrative requirements, planning for human resources and collective bargaining changes, and preparation of a recommended timeline for transition. Essential Capital Investments 43. A balanced and objective review of P3 options shall be undertaken - to identify, understand and evaluate how these might benefit the utility and its customers. The review shall assess possible outcomes and associated risks, applying a process equivalent to that outlined herein. 44. Common Council understands that the cost of necessary water system upgrades has been conservatively estimated (preliminary) at over $259 million: Spruce Lake (50 ML /day) $45,000,000 Phinney Hill (1 30 ML /day) $90,000,000 Transmission /Distribution for Treatment $94,110,000 Transmission /Distribution Other $29,130,000 Total (before Value Engineering Review) $259,240,000 October 2008 �� An Action Plan for Safe, Clean Drinking Water 140 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY Assuring Value 45. A comprehensive and formal Value Engineering Review shall be undertaken early in 2009 to ensure optimum value is gained for the public investments being made in the water system; to assess every critical aspect of the plan, from treatment specifications to plant sizing, from delivery options to pricing structure, from socio- economic impacts to source and ecosystem sustainability. 46. The Value Engineering Review shall be carried out by a multidisciplinary team of recognized experts and utility stakeholders, and follow an organized ,Job Plan. The Value Team Leader shall be trained in value methodology and be certified to lead the Team. A formal report will document a clear direction forward, with recommendations, associated risk analysis, cost versus worth assessment, and a compilation of advantages against disadvantages. 47. In addition to technical and operational considerations, the Value Engineering Review shall study and provide recommendations on important strategic matters for which Common Council should have the best possible advice, including: a. Optimal number (one or two) and locations of water treatment facilities b. Most appropriate design capacity of each water treatment plant c. Water treatment processes to treat our particular raw water chemistry d. General design parameters for treatment processes e. Given public health concerns, suitability of a phased approach f. Sustainability (green) considerations to be incorporated into facilities g. Separate potable and industrial water systems East h. Safe and sustainable yields from both East and West sources (watersheds) i. Framework for conservation and effective water use management J. Opportunities to expedite water treatment and to control long -term costs k. Viability of public - private partnership (P3) project delivery options I. Essential transmission system upgrades or reconfigurations m. Second crossing of the Saint john River and East -West interconnectio n. Best locations for needed potable water storage on the East system October 2008 �� An Action Plan for Safe® dean Drinking Water 141 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY o. Updated program of necessary Capital upgrades, with refined estimates p. Funding requirements and financial implications of planned improvements q. Legal, financial and administrative considerations for a new governance model r. Optimal user -rate structure for local (Saint,John) circumstances s. A pricing model that best balances demand with sustainability t. Infrastructure asset management framework and ongoing financial needs Building Canada Plan - New Brunswick 48. Council shall approve a Building Canada Fund application organized around the Action Plan for Safe, Clean Drinking Water to reflect the priority commitment of Common Council and the Saint,John community, arranged as follows: Gas Tax Fund (7 years) $39,746,000 City of Saint ,John $63,122,000 Province of New Brunswick $63,121,000 Government of Canada $63,121,000 Total $229,110,000 Engagement of the Community 49. The communications plan for Saint ,John Water shall be updated to support an informed transition to safe, clean drinking water - to enhance public understanding of the immeasurable value of safe, clean drinking water. 50. Communications 2009 and Beyond shall guide dialogue with the public and other utility stakeholders on the Action Plan, encourage public participation, and focus on strengthening relationships with customers. 51. Dialogue with the public and utility stakeholders shall commence forthwith, and include institutional, commercial and industrial (ICI) customers, employees and their representatives, regulators and government departments, and community agencies such as ACAP Saint ,John, the Greater Saint ,John Community Fc the Board of Trade, the Human Development Council and Enterprise Saint October 2006 �� An Action Plan for Safe, Clean Drinking Water 142 a G w A Plan for Saint John WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY 52. The transition to safe, clean drinking water is underway, with improvements made or in progress and preliminary engineering design of upgrades well advanced. All projects necessary for water treatment implementation shall be completed by December 31', 2014. This 6 -year timeline would see construction of the Spruce Lake water treatment facility completed by the end of 2012, with commissioning in the first quarter of 2013, and construction of the Phinney Hill facility completed by the end of 2014, with commissioning in the first quarter of 2015 IMMEASURABLE VALUE OF STRONG WATER UTILITY Saint John Water is committed to providing Saint John with superior public service; delivering quality and least cost solutions through focused governance, clear leadership, innovation and continuous improvement, sound financial and business planning, and a high performance utility team. J.M. Paul Groody, P.Eng., Commissioner Saint John Water Terrance L. Totten, FCA, City Manager City of Saint John October 2006 �� An Action Plan for Safe® dean Drinking Water 143 2„ A New Approach to Water Management in Canada - Vision and Strategy, Pollution Probe, March 2008 Preliminary Design of the Eastern and Western Potable Water Treatment Facilities, Draft Preliminary Design Report, R.V. Anderson Associates Limited, February 2008 4„ 2007 Annual Report on Drinking Water, City of Saint John, ,January 31 '`, 2008 5.. New Brunswick Climate Change Action Plan 2007 -2012, Department of Environment 6„ Danger Ahead: The Coming Collapse of Canada's Municipal Infrastructure, A Report for the Federation of Canadian Municipalities (FCM) Saeed Mirza, PhD., November 2007 Drinking Water Quality - Trihalomethanes, Report to Common Council, M & C 2007 - 302, September 18`", 2007 Value Standard and Body of Knowledge, SAVE International Value Standard, ,June 2007 9.. Watermain Cleaning and Lining - A Priority for Drinking Water Quality, Report to Common Council, M & C 2007 - 132, April 26`", 2007 go. Building Canada: Modern Infrastructure for a Strong Canada, Canada, 2007 0 L From Impacts to Adaptation: Canada in a Changing Climate 2007, Natural Resources Canada, Government of Canada, 2007 02.. Our Saint,John, Community Vision Statement, City of Saint ,John, 2007 0„ A State of Disrepair: How to Fix the Financing of Municipal Infrastructure in Canada, Harry Kitchen, C.D. Howe Institute Commentary, December 2006 04„ Eau Canada: The Future of Canada's Water, Karen Bakker ed., UBC Press, October 2006 0 5.. Thinking Beyond Pipes and Pumps, Top Ten Ways Communities Can Save Water and Money, Oliver M Brandes, Tony Maas and Ellen Reynolds, the POLIS Project on Ecological Governance, University of Victoria, October 2006 0 6„ Adapting to Climate Change, An Introduction for Canadian Municipalities, Bano Mehdi ed., Canadian Climate Impacts and Adaptation Research Network, Feb 2006 0T The Soft Path for Water In A Nutshell, 0. M. Brandes and D. B. Brooks, Friel Earth Canada and POLIS Project on Ecological Governance, November 2005 October 2006 �� An Action Plan for Safe, Clean Drinking Water 144 0 9.. BENCHMARKiNC Performance Indicators for Water and Wastewater Utilities: Survey Data and Analyses Report, A. K. Lafferty and W.C. Lauer, AWWA, 2005 20„ WATERTIGHT, The case for change in Ontario's water and wastewater sector, Report of the Water Strategy Expert Panel, Ministry of Public Infrastructure Renewal, Ontario, 2005 2 L Water - Safe, Clean, Healthy; Water and Environmental Outcomes Essential for Saint ,John, Strategic Direction for Saint John Water, City of Saint ,John, November 2004 22„ The Future in Every Drop, The benefits, barriers, and practice of urban water demand management in Canada, Oliver M. Brandes and Keith Ferguson, the POLIS Project on Ecological Governance, University of Victoria, April 2004 21 Municipal Infrastructure Asset Management, A Best Practice by the National Guide to Sustainable Municipal Infrastructure, InfraGuide, November 2003 24„ The Key to Sustainable Cities, Meeting Human Needs Transforming Community Systems, Gwendolyn Hallsmith, New Society Publishers, 2003 25.. Report of the Walkerton Inquiry, Part Two - A Strategy for Safe Drinking Water, The Honourable Dennis R. O'Connor, Commissioner, 2002 26„ City of Saint John Water Strategy, Godfrey Associates and Partners, ,June 1999 27„ Balanced Evaluation of Public /Private Partnerships (P3s), AWWA Research Foundation, in collaboration with CH2M HILL, May 1999 2 „ Water, Marq de Villiers, Stoddart Publishing Co. Limited, Toronto, 1999 29.. The Fifth Discipline, The Art & Practice of The Learning Organization, Peter M. Senge, Currency Doubleday, New York, 1990 o„ Principles of Water Rates, Fees, and Charges, 5`" Edition, AWWA 0.. Sustainable Water Pricing, Janice A. Beecher and Peter E. Shanaghan "This is the beginning of a new day, you have been given this day to use as you will. You can waste it or use it for good. What you do today is important because you are exchanging a day of your life for it. When tomorrow comes this day will be gone forever, in its place is something you have left behind, let it be something good." Anonymous, from a wall in a house barn October 2006 �� An Action Plan for Safe, Clean Drinking Water 145 IPIPEI IDIIX "A" CITY OF SAINT JOHN COUNCIL PRIORITIES 146 O � Q) _Q E Q) E 00 O O N � � � _ O N_ � Q) _Q E Q) CL Q) Ln O ? � 0 4-1 Q) : U _ � 0 U _ 0 E E 0 U _ � � 4-1 � � Q) N_ O N C6 O O N Q) _r_ � � Q) � 0 CL § © ~\�§ .wi` "fill > ± �\ §� . \ « 2�m & 0 § ■ e Ba < » :eo §» E = o 33 \LL.UM �f \kkk2b ±u,= ao ±<# o =o kLn a -" \ ° y\ fouc2 2 \ \\§ » " == = =U 0 f / 3 § § § \ § g \/ /\\ \u a \ \ \ \ / j u k \ / � m % ) 7 ± t o E 3 � e u o ) E « / 7 � 2 E $ \ \ q § O k \ � / / 4-J } _ � ƒ / ƒ \ / = ¥ . > 0 k C / ° § § £ Q 2 % �/ / / Q V) 0 § f * \ / B § £ < ° < = o « < < 41 / 0 / ƒ / ƒ \ \ @ a u ° e ® £ ) § > ± 0# / / / u E \ E A% a 5 0 / § : / 6 0 \ / ° % < r o % * ± Q / / 2 / ) / Q ( g % / / \ f§ f f y f u\ << t ƒ O � Q) _Q E Q) E 00 O O N � � � _ O N_ � Q) _Q E Q) CL Q) Ln O ? � 0 4-1 Q) : U _ � 0 U _ 0 E E 0 U _ � � 4-1 � � Q) N_ O N C6 O O N Q) _r_ � � Q) � 0 CL § © ~\�§ .wi` "fill > ± �\ §� . \ « 2�m & 0 § ■ e Ba < » :eo §» E = o 33 \LL.UM �f \kkk2b ±u,= ao ±<# o =o kLn a -" \ ° y\ fouc2 2 \ \\§ » " == = =U 0 f / 3 § § § \ § g \/ /\\ \u a \ \ \ \ / j u k \ / � m % N a-J O .L_ CL N O V O (V 4O U 'E 7 4- E E d O 4� U � 4� 0 ro c 4, c c O O V) � _°c c V V) o N c � 0 N O C: o 4- N C 4- � u N -o c O u O o a � o 0 E a 0 V) (7 0 0 a� �0 i V) i C c6 O Q N c6 a a) o .E u z c o a� 4, a� N 4. a a� E > O u u u o � � o •� C i u ro N L u u N C O E o Q) Q on c � EN + c � 4 o E =) 4. r +1 c O E o a 0 0 > C C d O ro o •E 4 E O N u E o E aV) � o c o V +� 4, u O N C � O u U on � c 0 0 +� 4, N u c � E 4. o V) c0 on c U V) = o u on N a ro C 7 O u c a� Q) a V) c u 0 o � C •Un N N N i �V) a� C C O 0 E N U o c 4- 4 E E °- E O � U c � on .� V) a1 N V) U 4� 7 U 7 V) C u 0 on c c V) a� a E O u .E m aU 0 a u C 7 O u L N C C C a d u 'E a� Q) 4. a 0 u c 0 u C O E E O u C 4. c a� E a 0 on c 'E c a u a� 41 0 O L 7 O L O O E O on Z c O a O O C O 4� ro N ro 4. a� c � a= �u � •E o° 4° +' E � a� E a Q) O 0 a� a .Q 0 a a O (V W O O (V N i O d U C 7 O u c O Ln Ln 0 w \ � \ \ / § / k \ / � m ? EV) \ \ y E \ / / � / * \ ° f \ ƒ / on 0 & / _ # ƒ / / / / / ƒ / on V) 2 k \ / 2> � \ _ / E ( 4-J / & \ f [ \ Q) § § / / % / / ƒ 4 4 § \ � \ \ / § / k \ / � m ? APPENDIX "B" EXECUTIVE SUMMARY, 2004 STRATEGIC DIRECTION WATER AND ENVIRONMENTAL OUTCOMES ESSENTIAL FOR SAINT JOHN NOVEMBER 2004 150 •, �� wm WATER AN) ENVIRONMENTAL OUTCOMES ESSENTIAL FOR SAINT JOHN EXECUTIVE SUMMARY This report is about the future and about water in that future; the life - giving water that is so vital to good health and the exceptional water environment that embraces us. It is about growth and economic vitality, our quality of life and, most critically, the well being of people. It is about outcomes essential for Saint John; the safety and quality of drinking water; a water environment free of raw municipal sewage; sustaining costly public infrastructure; and providing reliable, incident -free services to the community. The City of Saint John has very serious water and environmental challenges, obligations that call for the profoundest of regard and priority attention now! ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... ............................... Saint John is in urgent need of drinking water treatment and 100 %Q wastewater treatment is also a puNic health priority. ... Medical Officer of Health The purpose of this report is to outline a 10 year plan of action to bring municipal water and wastewater services in Saint John to 21st Century standards. It sets out a time line from 2005 to 2014 during which this community and its partners will achieve: 1. 100% treatment of collected wastewater effluents (harbour clean -up); 2. Full treatment/filtration of drinking water (for safe drinking water); and 3. A transition to adequate levels of investment in infrastructure renewal. Common Council has made safe, high quality drinking water and the treatment of all collected municipal sewage foremost priorities of the City of Saint John. November 2004 City of Saint John Executive Summary Page 1 151 WATER - SAFE, CLEAN, HEALTHY WATER AND ENVIRONMENTAL OUTCOMES ESSENTIAL FOR SAINT JOHN .System users need help! The cost of overcoming water and environmental deficiencies is very high. Although users will bear the lion's share of the financial burden, assistance from senior governments is essential. There is simply too far to go in too short of a time. The choices made today and their resulting outcomes will have impacts for years, on generations of citizens to come. The plan contemplates investments of over $270 Million over the period 2005 to 2014. WASTEWATER TREATMENTMARBOUR CLEAN -UP WHAT I5 Al STAKE Public Health & Well -Being Environmental Responsibility Service Reliability Viable Community Growth Water Needs of Industry Financial Sustainability Almost 12 years after the promise and hope of the Saint John Wastetirater Strategy, the clean -up plan for Saint John Harbour sponsored by all three levels of government, municipal sewers continue to discharge over 16 million litres of raw sewage daily into the Harbour, the Saint John River, Courtenay Bay, Marsh Creels, Dutchman's Creels and other watercourses. There has been progress, with raw sewage pollution down by over 30% from its 1993 peals of 23.5 million litres /day discharged. Almost $29 million has been committed to wastewater system improvements — most 100% municipally funded. 1 WW Treatment Progress - 1993 to 2004 West North East /South ❑ 1993 ❑ 2004 An aggressive course of action has been laid to achieve 100% treatment of all collected wastewater. This time line calls for sustained political resolve and diligence on the part of all those involved in getting the work done. The pivotal project for Saint John Harbour Clean -up is a new secondary level treatment facility to service East Saint John and the South Central Peninsula. Design of the new Eastern Facility is underway. Upgrade costs alone will exceed $88 million. The plan contemplates three -way cost sharing for this work over 9 years, with 100% clean -up achieved by 2013. November 2004 City of Saint John Executive Summary Page 2 152 WATER - SAFE, CLEAN, HEALTHY WATER AND ENVIRONMENTAL OUTCOMES ESSENTIAL FOR SAINT JOHN DRINKING WATER QUALITY, SAFETY AND SERVICE Notwithstanding the many positive features of Saint John's public water system, two very serious and major deficiencies remain: first, there is an absence of necessary treatment (filtration); and secondly, some infrastructure is very old — having long ago exhausted reasonable service expectations. Both of these issues need attention ... now! Drinking water must meet high standards of quality. In fact, the current Guidelines for Canadian Drinking Water Quality should be viewed as obligatory standards, as is the case now in many jurisdictions. Treatment of water in both the East and West (potable) systems is limited to coarse screening, disinfection (chlorination) and fluoridation. In 1999, a major water system needs analysis was undertaken and a Water Strategy developed for municipal water encompassing the full range of needs (supply, treatment, storage, transmission and distribution). Since that time, there has been further consideration and engineering analysis of the options, along with invaluable experience. The conclusion is to recommend the so- called Modified Option 2B as the preferred water configuration for integrated water supply systems, with water treatment plants East and West. It will provide needed redundancy and the capability of supplying water from East to West as well as from West to East across the Reversing Falls Bridge. The estimated cost of work that remains is just over $130 million; $89.5 million of which is for the treatment plants, projected for constriction in 2010/2011. Actual implementation will depend on approvals, secured funding support and capacity of engineering resources. SUSTAINABLE MUNICIPAL INFRASTRUCTURE The Saint John water system was the first public system in Canada. It dates back to the 1830s. The first sewer was constricted in 1860 and the first separate sanitary sewer in 1890. Two very large system- critical water transmission mains still in service today were installed when Confederation was becoming a reality - one just prior to the American Civil War in 1857, the other just after in 1873. Infrastructure is deteriorating at a rate faster than it is being replaced: despite the vital importance of water and sanitary services to daily lives, utility infrastructure is too often taken for granted. Without infrastructure there is no service. These assets also have great value - an amount that will increase substantially in the coming years. In 2002, the replacement cost of utility infrastructure was estimated at $480 million. The 2002 Water & Sewerage Business Plan Review determined that the perpetual investment in infrastructure renewal should be at least $6.7 million annually forever. Of particular concern are water systems, where the rate of investment should be substantially higher - to replace a serious backlog of water infrastructure. A Management Plan for ,Sustainable Utility Infi°astructure, based on principles of the FCM -NRC National (aside to ,Sustainable Municipal Infi°astructure, will mature over time. November 2004 City of Saint John Executive Summary Page 3 153 °q WATER - SAFE, CLEAN, HEALTHY WATER AND ENVIRONMENTAL OUTCOMES ESSENTIAL FOR SAINT JOHN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A FINANCIAL MANAGEMENT MODEL A financial management model has been developed to provide a long -term picture of revenues and expenses, 2005 to 2014 — to provide a context for the work that needs to be undertaken. It is designed to guide policy and major decisions, to enhance effectiveness in long -term planning, to provide a clear context for utility management, to optimize long -term investments, and to better inform the public and other stakeholders. The recommended model contemplates capital expenditures in excess of $270 million over 10 years; including at least $106.79 million in assistance from others for cost - shared upgrade programs over the 10 -year period from 2005 to 2014. The City of Saint John water and wastewater utility would invest up to a further $163.5 million over those 10 years. Under the plan, utility customers would be meeting their obligations and, at the same time, expecting reasonable and justified funding support from senior partners. Highlights - 2005 Revised Funding Support Model 1. Addresses water quality and environmental protection needs over time. 2. Substantial financial commitments on the part of the utility and its customers. 3. Reasonable and clear funding expectations from other levels of government. 4. New Eastern Wastetirater Treatment Plant construction during 2006/2007. 5. New water treatment plants East and West constricted in 2010/2011. 6. Fully treated, filtered water by 2012; harbour clean -up by 2013. 7. Constriction of two new East storage reservoirs in 2009 and 2014. 8. Move towards adequate levels of investment in infrastructure renewal. 9. Fair and equitable distribution of utility costs among the various user groups. 10. Commitment to the future of this community and the well -being of its people. GETTING THE JOB DONE Clean, healthy water is crucial to Saint John's future and that of its people. Regardless of the "realities ", regardless of competing priorities, regardless of special or private interests, there is an urgent call for action, action now, action that is sustainable, action that deals with our most serious public responsibilities. Sustained commitment, vision and strong political leadership at every level, working with the community will enable Saint John to accomplish the outcomes that it so badly needs. The future is at stake; it is time to act! Our children and their children deserve nothing less! November 2004 City of Saint John Executive Summary Page 4 154 IPIPEI IDIIX "C" WATER SYSTEM FACTS AND FIGURES FREQUENTLY ASKED QUESTIONS 155 wm WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY At Saint John Water, we work to ensure public health and safety by delivering @um0tv water and wastewater services. Where does North' South and EastSaint john's matermonne fnonn? From the Latimer Lake Watershed (2 km2 ) and the Loch Lomond Watershed (104 km2). Where does West Saint john's drin�<ing materconne fronn? From the Spruce Lake Watershed (supplemented at times by the Musquash Watershed). The Spruce Lake Watershed is 20.4 km`and the Musquash Watershed is 370 km` Where does Harbounv�evvSubdiwision get its drin�<ing mater? Water is pumped out of the ground through two wells. This water is delivered to 255 homes and currently is un'ch|orinated. Where is east mater current|ytreated? It is treated at the Latimer Lake Water treatment facility (off of Eldersley Avenue). Where is west water curi-ent|ytireated? It is treated at the Spruce Lake Water Treatment Facility (end of Ocean VVestvvay). How is the water treated at the $pruma La�e and Labinner La�e fadi|ities? Water treatment at both facilities consists of coarse scneening, chlorination and fluoridation. Hom/ ii, ii, any ��<i|o ii, ii, etres oftrans ii, ii, ission &distribution ii, ii, ains does Saintjohn hame? There are approximately 997 km of water transmission mains and 405.1 km of water distribution mains. How nnanyreserwoirs' danns and mater punnping stabions does the Saintjohn hame? There are 7 water storage reservoirs (4 East & 3 West), I I dams and 14 water pumping stations. How nnany water ma|wes does Saint john hame? There are in total 5.000 valves including Pressure Reducing Va|ves, 0ow+offVa|ves. F|ushingsand Gate Valves. How nnanyFire Hydrants does Saint john hame? There are 1,979 Fire Hydrants. 4� October 2008 An Action Plan for Safe, Clean Drinking Water APPENDIX "ID" DRINKING WATER TESTING FACT SHEET .a1 DISINFECTION BY- PRODUCT SAMPLING 157 a G w WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY fxJfC;a` tests tl "Ie source water at I x4'tIrriei- L.a4l e arid S,',,) "4.ce I x4ke ca Daily: turbidity and temperature ca Weekly: Bacteriological (total coliform and E. coli) ca Monthly: Heterotrophic plate count (HPC), Dissolved Organic Carbon (DOC) and Total Organic Carbon (TOC) ca Quarterly: 20 organic compounds such as benzene & toluene ca Twice a year: 20 inorganic elements such as mercury, lead & iron ca Seasonal testing of taste and odor compounds ca Once a year: Full scan for approximately 200 different compounds including herbicides, pesticides, PCB's and radioactive elements ca Continuous online (24/7) testing: turbidity ca The 14 lakes in the watersheds are tested three times a year for inorganic elements as well as faecal coliform, total coliform, E. coli and heterotrophic plate count. fxXaalso tests d'ie fq iisb'ied water at d'ie I aatirrioa i- I aake arid fix,,',) uce I aake faac.ilitues: ca Daily: free chlorine residual and fluoride using portable instruments ca Continuous online (24/7) testing: free chlorine residual and fluoride concentration S,JW uses several contract laboratories accredited by the Canadian Association for Laboratory Accreditation (CALA), as well as its in -house laboratory to perform testing. Water uri d'ie ( it ,a's chsti "U',)u.ktior r, y bta rri i b tested at over 30 loc.aat: o is across Sairit ca Daily: free chlorine residual and fluoride concentration ca Weekly: bacteriological content (Total coliform and E.coli), free and total chlorine, pH, temperature, fluoride, turbidity, conductivity, total dissolved solids, iron, UV transmittance and total and apparent colour ca Monthly: Heterotrophic Plate Count (HPC), Trihalomethanes (THM), Haloacetic Acids (HAA), Dissolved Organic Carbon (DOC) and Total Organic Carbon (TOC) ca Quarterly: 20 organic compounds such as benzene ca Twice a year: 20 inorganic elements such as mercury Free chlorine residual is also manually checked every 4 hours every day and night (24/7/365) by Saint ,John Water staff. Most closely monitored parameters are free chlorine residual and bacteriological content. Chlorine analysis is done both manually (portable chlorine meters at nnintc in the distribution system) and on -line at the treatment facilities and pumping sta performs about 17,000 free chlorine residual tests each year using portable ME October 2008 �� An Action Plan for Safe® Clean Drinking Water 158 N Q cn cm C Q E m cn N Q N i ■ O O O O O O O LO O LO O LO co N N (-1/611) S—VVH IL'101 00 O Q (1) co O rn Q 00 O 00 O c 00 O m 00 O Q Q 00 O `m 00 O rn LO a� LL 00 O c m I- 0 U N I- 0 O Z I- 0 U O I- 0 Q N I- 0 7 Q I- 0 7 O --) N Q cn cm C .Q E m cn N W N i ■ O O O O O O O O LO O LO O LO co N cq (-1/611) S—VVH IL'101 00 O Q (1) co O rn Q 00 O 00 O c 00 O m 00 O Q Q 00 O `m 00 O O a� LL 00 O c m 0 U N I- 0 O Z I- 0 U O I- 0 Q N I- 0 7 Q I- 0 7 N Q V! cm Q E ''m^ V! Q LL 7 O O O O O O N N q-1/6ri) SWHI ISIS 00 O rn Q 00 O 00 O c 00 O m 00 O Q Q 00 O `m 00 O L 00 O c m 0 0 U N 0 O O Z I- 0 I- 0 Q N I- O Q O C 7 0 O (6 0 O Q Q N Q V! cm .Q E ''m^ V! W EZ O O O O O O N N q-1/6ri) SWHI ISIS 00 O rn Q 00 O 00 O c 00 O m 00 O Q Q 00 O `m 00 O L 00 O c m 0 0 U N 0 O O Z I- 0 O Q N I- O 7 Q O C 7 0 O (6 0 O Q Q APPENDIX "I E" QUANTITATIVE MICROBIAL RISK ASSESSMENT (QM RA) 163 r A a. # Y. CITY OF SAINT JOHN QUANTITATIVE MICROBIAL RISK ASSESSMENT (QMRA) Prepared for: City of Saint John Prepared by: Andrews, Hofmann and Associates Inc. September 10, 2008 I 164 EXECUTIVE SUMMARY Quantitative Microbial Risk Assessment (QMRA) can be used to estimate the numbers of illnesses or deaths in a population attributable to microorganisms in tap water. Health Canada is considering adopting a QMRA approach to assist in assessing water treatment processes. In the Netherlands, drinking water utilities are already required to report QMRA estimates of tap water quality to the public. QMRA involves determining the amount of pathogenic microorganisms in the source water, predicting what fraction is removed through treatment, and then predicting the impact of the remaining pathogens on the population in terms of DALYs. A DALY is a Disability Adjusted Life Year. By way of example, tap water with an estimated DALY of 1 x 10 -6 per person per year means that there is a one -in -a- million chance that a person drinking the water will lose 1 year of life, or become ill for a duration and /or intensity that has been rated to be equivalent to losing a year of life. The World Health Organization (WHO) has set the 1 x 10 -6 DALY risk level as the target for drinking water. A QMRA analysis of the current treatment of Saint John tap water (i.e. chlorine only) yielded an estimated DALY of 64x 10 -6, which exceeds the WHO acceptable risk level of 1 x 10 -6. Assuming a population of 68,000 for Saint John, this implies that every year, there is an estimated 4.3 lost years of life (or illness equivalent) due to the tap water. If UV were installed along with the current chlorination, the public health risk would be reduced to an estimated 2.4x10 -9 DALYs per person per year. This is a significant improvement, however it must be cautioned that this calculation is based on the assumption that UV disinfection of unfiltered surface water is as effective as UV disinfection of filtered water. This assumption is unproven and the matter is being addressed by the research community. Conventional treatment with or without UV results in health risks of 1.1 x 10 -' and 3.9x 10 -i2, respectively, which meet the WHO 1 x 10 standard. An alternate interpretation of the QMRA analysis is shown in the table below, indicating the lost years of life and /or equivalent illnesses due to tap water for the population of Saint John. Note that QMRA does not consider chemical risks, such as those presented by disinfection by- products. Similar risks analysis approaches are being developed for chemicals in tap water, and may be available in the future. Estimated Health Risks from Taa Water for Saint John Treatment Scenario Amount of Time Lost to Death and /or Equivalent Illness for Population of 68,000 per Year current (chlorine only) 4.3 years current + UV 1 hour' conventional treatment 2.8 days conventional treatment + UV 8 seconds WHO standard 25 days ( = 1 x 10 -6 DALYs) Unproven assumption of unimpaired UV effectiveness when treating unfiltered suiface eater. 2 165 1.0 Introduction Quantitative Microbial Risk Assessment (QMRA) is a risk -based approach to determining the effect of microorganisms on human health. Principles of risk assessment, through Hazard Analysis and Critical Control Points (HACCP) and QMRA have previously been associated with process control in the food and pharmaceutical industries, but are increasingly being applied to the drinking water industry. Many jurisdictions and agencies, including the World Health Organization (WHO) and Health Canada, are currently implementing QMRA or studying the potential to use it within a regulatory framework. In the Netherlands, water utilities are already required by regulation to report drinking water quality to the public on the basis of QMRA methods. The purpose of QMRA is to provide an estimate of the expected rate of illness in a population due to microorganisms in the tap water. This illness rate is calculated from information about the degree of contamination of the source water and the specific method of treatment. This approach is more comprehensive than the current regulatory approach in Canada where treatment plants are evaluated relatively simplistically by making a series of worst -case assumptions, and then determining whether the plant either meets or does not meet the regulations. In contrast, through QMRA one assesses typical (not worst -case) conditions and assigns specific risk levels to different degrees of treatment. It is therefore a much more precise analysis of treatment performance than simply determining whether an existing or potential new plant meets regulatory requirements. It can allow one, for example, to compare two treatment alternatives which both may meet regulations, but one may be shown through QMRA to provide superior public health protection. Note that QMRA is limited to the analysis of health risk due to microorganisms, and does not consider chemicals. Similar risk analyses involving chemicals are being developed, and may be available in the future. 2.0 Summary of the QMRA Methodology The following steps are taken in the QMRA analysis: 1. Determine source tivater concentration of pathogens of concern. The concentration of pathogens that are commonly implicated in waterborne disease are measured in the source water. The selected pathogens being considered by Health Canada in their development of a QMRA protocol are Cryptosporidiwv, Giardia, rotavirus, non - enterohemorrhagic E.coli, and enterohemorrhagic E.coli (Douglas et al., 2007). Saint John has good historical data for total E. coli, but only minimal Giardia and Cryptosporidiwv data and none for rotavirus or for the two forms of E. coli. This is typical for most plants. Instead, using assumptions based on studies in the literature, the concentrations of all the pathogens are extrapolated based on the historical E. coli data available. The grab - sample pathogen data is also fit to probability curves to extrapolate the entire range of expected pathogen concentrations experienced over the course of a year. .. 2. Calculate treatment efficacy. The amount of pathogen removal across the treatment processes is calculated using much the same method as currently employed in Canada: using Ct values to estimate reductions through disinfection, and assigning physical pathogen removal credits across filters and sedimentation tanks, based on literature studies. 3. Determine the rate of ingestion. With information about the probability of experiencing different levels of pathogens in the source water estimated in Step 1, and information about the degree of pathogen removal through treatment in Step 2, the relative frequency with which the population is exposed to different pathogen levels can be calculated, assuming that an average person drinks 1 L of water a day. 4. Estimate the rate of infection and illness. When one ingests a pathogen, it is not guaranteed that one becomes infected. Furthermore, infection does not always lead to a symptomatic illness. The rate of ingestion determined in Step 3 is used to calculate rates of infection and illnesses for each of the 5 microorganisms being modeled. 5. Calculate the DALY value. All illnesses are not equal. Illness due to C1'yptosporidium can be far more serious than illness due to rotavirus, leading to more days of incapacitation for a person, and a greater level of incapacitation. Experts have evaluated the impacts of different illnesses due to waterborne pathogens to arrive at "weightings" for the different illnesses. The estimated rate of illness calculated in Step 4 is then used, along with the weights of the seriousness of the illnesses, to arrive at DALY values: Disability Adjusted Life Years. A DALY is a measure of the total estimated number of years lost in a population due to (1) loss of life, and (2) disability. The World Health Organization recommends that DALY values for drinking water should be below 1 x 10 -6 (one -in -a- million) DALYs per person per year. This means that there is a one -in -a- million chance that a person drinking the tap water will lose 1 year of life as a result, or suffer an illness that has been determined to be the equivalent of 1 lost year of life, either through length of illness or severity of illness. Thus, the endpoint of the QMRA analysis is the DALY value for the system being evaluated. 3.0 Current System Description and Alternative Treatment Scenarios The goal of this study is to determine the DALY values for (1) existing treatment (chlorination only), (2) a scenario in which UV has been added to the existing plants, and (3) new plants including full treatment with and (4) without UV. The assumptions made about the current level of pathogen contamination in the source water, and the degree of treatment in the current plants, are described in this section. This information is the input needed to perform the QMRA analysis. Assumptions about the current treatment plants. The existing water system for the City of Saint John is divided into 2 main areas by the Saint John River: the Eastern and Western 4 167 systems. Latimer Lake provides water to the Eastern system while Spruce Lake provides water to the Western system. The current treatment for both systems consists of screening, chlorination and fluoridation. Chlorine contact time for Latimer Lake source water is achieved in three parallel pipes that, for the purposes of this report, have been identified as Pipe 41, 42, and 43. The dimensions of the pipes and the Ct values calculated by City of Saint John staff for each of the pipes are shown in Table 3.1. As the Ct values for each pipe do not vary greatly, the health risk calculations for Latimer were based only on Pipe 41, where the lowest Ct is applied. Table 3.1: Latimer Pipe Characteristics °t,o is calculated assuming a 09 baffle factor in the pipes Chlorine contact time for Spruce Lake source water is provided primarily in a 511 m2 tank. A tracer study conducted in August 2007 by City of Saint John staff has shown that in the summer, when demand and therefore flowrate through the tank is highest, the t;o is 300 minutes (note: in QMRA, safety factors are not employed so the t;o is used instead of the tuo that is more traditional to Ct calculations). The chlorine residual in the Spruce tank averages 2.0 mg/L in the summer, so this was the value used to calculate a Ct of 600 mg-min/L. The monthly averages for Latimer and Spruce Lake raw water pH, temperature, and E.coli data used to perform the risk analysis are shown in Tables 3.2 and 33. Although E.coli is monitored in the source water on a weekly basis in both lakes, historical data for CI'yptosporidiwv, Guardia and rotavirus is not available except for sparse data collected in the early 1990s as part of a Health Canada study. This earlier data was gathered using methods that are now known to be unreliable, so the data was not used. QMRA was performed using the assumption that C14yptosporidiwv, Guardia and rotavirus occur in Latimer and Spruce lakes at concentrations of 1 /100L, 5 /100L, and 1 /100L, respectively. These values are obtained from literature extrapolations based on E. coli levels. QMRA was performed for the following treatment scenarios at Latimer and Spruce Lakes: 1. Chlorination only (the current treatment) 2. Chlorination plus ultraviolet (UV) (a possible interim treatment) 3. Full treatment plant with granular media filtration, including chlorine as primary disinfectant 4. Full treatment plant with granular media filtration, including both chlorine and UV as primary disinfectants 5 IN Diameter Area Length Volume Flowrate Contact tlo`I C12 Ct Pipe (inches) (m) (m) (litres) (L /s) Time (min) Residual (mg•min /L) (min) (mg /L) 41 24 0.2919 5000 1459318 342 71 64 I. 83 42 1 24 10.2919, 5000 1459318 264 1 92 1 83 1 1.3 1 108 43 1 42 10.89318 1 5000 144691601 766 1 97 1 88 1 13 1 114 °t,o is calculated assuming a 09 baffle factor in the pipes Chlorine contact time for Spruce Lake source water is provided primarily in a 511 m2 tank. A tracer study conducted in August 2007 by City of Saint John staff has shown that in the summer, when demand and therefore flowrate through the tank is highest, the t;o is 300 minutes (note: in QMRA, safety factors are not employed so the t;o is used instead of the tuo that is more traditional to Ct calculations). The chlorine residual in the Spruce tank averages 2.0 mg/L in the summer, so this was the value used to calculate a Ct of 600 mg-min/L. The monthly averages for Latimer and Spruce Lake raw water pH, temperature, and E.coli data used to perform the risk analysis are shown in Tables 3.2 and 33. Although E.coli is monitored in the source water on a weekly basis in both lakes, historical data for CI'yptosporidiwv, Guardia and rotavirus is not available except for sparse data collected in the early 1990s as part of a Health Canada study. This earlier data was gathered using methods that are now known to be unreliable, so the data was not used. QMRA was performed using the assumption that C14yptosporidiwv, Guardia and rotavirus occur in Latimer and Spruce lakes at concentrations of 1 /100L, 5 /100L, and 1 /100L, respectively. These values are obtained from literature extrapolations based on E. coli levels. QMRA was performed for the following treatment scenarios at Latimer and Spruce Lakes: 1. Chlorination only (the current treatment) 2. Chlorination plus ultraviolet (UV) (a possible interim treatment) 3. Full treatment plant with granular media filtration, including chlorine as primary disinfectant 4. Full treatment plant with granular media filtration, including both chlorine and UV as primary disinfectants 5 IN In those scenarios that include UV, a dose of 40 mJ /cm2 is assumed. In the scenarios that include a conventional water treatment plant, chlorine is assumed to be applied at a residual of I mg /L in a clearwell that provides a contact time of 21 minutes. These values were chosen based on the EPA Disinfection Guidance Manual Ct tables which require a Ct of 21 mg•min /L to achieve 0.5 -log reduction of Guardia at pH 6.5 and 5 °C. Table 3.2: Latimer Lake Monthly Raw Water Data (2006) Month Temp. (oC pH E.coli (# /TOOL ) Cryptosporidium (# /TOOL ) Giardia (# /TOOL ) Rotavirus (# /TOOL January 3.9 5.89 800 1a 5a 1a February 4.6 5.58 500 1 5 1 March 4.3 5.73 250 1 5 1 April 8.4 5.21 250 1 5 1 May 14.0 5.87 400 1 5 1 June 17.8 6.21 5500 1 5 1 July 21.5 6.28 16000 1 5 1 August 21.0 6.22 3400 1 5 1 September 17.9 6.15 0 1 5 1 October 13.6 6.24 1600 1 5 1 November 9.5 6.28 1750 1 5 1 December 5.1 6.38 500 1 5 1 `Estimated based on annual average E. coli measurements Table 3.3: Spruce Lake Monthly Raw Water Data (2006) Month Temp. (oC pH E.coli (# /TOOL ) Cryptosporidium (# /TOOL ) Giardia (# /TOOL ) Rotavirus (# /TOOL January 3.9 6.51 400 1a 5a 1a February 4.6 6.51 500 1 5 1 March 4.3 6.5 0 1 5 1 April 8.4 6.5 750 1 5 1 May 14.0 6.5 1000 1 5 1 June 17.8 6.5 6500 1 5 1 July 21.5 6.65 4500 1 5 1 August 21.0 6.65 5800 1 5 1 September 17.9 6.65 6250 1 5 1 October 13.6 6.65 4000 1 5 1 November 9.5 6.51 1250 1 5 1 December 5.1 6.51 1250 1 5 1 `Estimated based on annual average E. coli measurements 6 4.0 Results The results presented in this section show both the amount of predicted pathogen reduction achieved through treatment, and the resulting impact on the estimated DALYs. Pathogen reduction is expressed in "log reduction" values (e.g. 3 -log reduction). A log reduction is a reduction in one order of magnitude. Thus, a 1 -log reduction is a 90% reduction; a 2 -log reduction is a 99% reduction; a 3 -log reduction is a 99.9% reduction, etc. Current Canadian Guidelines require that surface water treatment plants achieve an overall minimum 3 -log reduction in C1,yptosporidiwv and Guardia, and a 4 -log reduction in viruses. 4.1 Current Treatment Effectiveness (Chlorination only) The predicted pathogen reductions currently achieved over the course of a calendar year at both Latimer and Spruce Lakes are presented in Figures 4.1 and 4.2. The bacteria (E. coli) and rotavirus are extremely well controlled (over 15 -log reduction), due to their susceptibility to chlorine. Guardia is also well controlled, with over 11 -log reductions at Spruce Lake, and 1.8 to 6.0 -log reductions at Latimer Lake. The better Guardia control at Spruce Lake is due to the much longer chlorine contact times prior to arriving at the first customer (300 vs. 64 minutes). Note also that Guardia is better controlled in the summer, since chlorine is a more effective disinfectant in warmer temperatures. Less than 0.02 -log and 0.2 -log reduction of C1,yptosporidiwv is achieved by the current treatment at Latimer and Spruce, respectively. This is due to the ineffectiveness of chlorine for inactivation of C14yptospoi*idiwv at any temperature. 4.2 Impact of Treatment on Health Risk The pathogen reductions in the previous section where used to arrive at the Disability Adjusted Life Years (DALY) values for the different treatment options. The World Health Organization recommends a value of 1 x10-6 DALYs per person per year as the limit for safe tap water. Note the negative exponent on the value ( " -6 "), meaning that safer water has a larger negative exponent (e.g. a DALY of 1 x 10 -8 is safer than 1 x 10 -6). Annual health risk was calculated per individual consumer in the Eastern and Western systems. One complication of QMRA analysis is that customers farther from the plant will receive water that has been chlorinated longer, and therefore may have lower pathogen concentrations. A full QMRA analysis might include distribution system modeling to account for this. For this study, however, the DALYs were calculated using chlorine contact times representative of the first customer. Figures 4.3 and 4.4 illustrate the impact of the various treatment scenarios that were analyzed: 1) current treatment, 2) current treatment with the addition of UV, 3) constriction of a conventional treatment plant with chlorine for primary disinfection, and 4) constriction of a conventional plant with both chlorine and UV applied for primary disinfection. In these graphs, the health risks (expressed as DALYs) attributable to each 7 170 Cryptosporidium ■Giardia o Rotavirus K E.coli (non EH) U E.coli (EH) 12 c g 0 U (D Q� 4 0) 0 J N Log reductions greaterthan 12 �� z� z� Z � Z� �z Q' � oJ� g O Figure 4.1: Current Pathogen Reduction at Latimer Lake Cryptosporidium ■ Giardia o Rotavirus v E.coli (non -EH) ®E.coli (EH) 12 o g U (D o) 4 0 J x Log reductions greaterthan 12 5 � O Figure 4.2: Current Pathogen Reduction at Spruce Lake 171 D Cryptosporidium ■Giardia D Rotavirus ®E.coli (non EH) ®E.coli (EH) 1.0E -32 1.0E -28 a� 1.0E -24 P 1.0E -20 a� 1.0E -16 Q 1.0E -12 0 1.0E -08 U) 1.0E -04 1.0E +00 Chlorine Chlorine Conv. Plant Conv. Plant only plus UV with with UV (current) Chlorine Figure 4.3: Latimer Pathogen Risk Lower Risk Higher Risk D Cryptosporidium ■ Giardia D Rotavirus ®E.coli (non EH) ®E.coli (EH) 1.0E -32 1.0E -28 a� 1.0E -24 0 L 1.0E -20 a� 1.0E -16 Q 1.0E -12 0 1.0E -08 1.0E -04 1.0E +00 Chlorine Chlorine Conv. Plant Conv. Plant only plus UV with with UV (current) Chlorine Figure 4.4: Spr ice Pathogen Risk 172 Lower Risk Higher Risk 9 Current Treatment (chlorine only) 0 Current Treatment plus UV 0 Conventional Plant 0 Conventional Plant plus UV 1.0E -12 } 1.0E -10 J Q 0 1.0E -08 0 Irdi 1.0E -06 0 1.0E -04 c� 0 �- 1.0E -02 1.0E +00 Figure 4.5: Latimer Total Pathogen Risk El Current Treatment (chlorine only) 0 Current Treatment plus UV 0 Conventional Plant ® Conventional Plant plus UV 1.0E -12 >- 1.0E -10 J Q 0 �c 1.0E -08 ry a 1.0E -06 0 1.0E -04 0 ~ 1.0E -02 1.0E +00 Figure 4.6: Spr ice Total Pathogen Risk 173 Lower Risk Higher Risk Lower Risk Higher Risk 10 of the 5 pathogens are shown individually. These graphs indicate that C'yptosporidiuni is always the most dangerous pathogen present. The bacteria (E. coli) and rotaviris are easily controlled by chlorine, and chlorine is somewhat effective against Giardia, but it is almost completely ineffective against C14yptosporidiwv. UV is required to control C14yptosporidiwv, with the added benefit of also increasing Giardia control. In Figures 4.5 and 4.6, the risks from all pathogens are pooled to provide an overall prediction of DALYs due to the four treatment scenarios. The current scenario, chlorination only, is predicted to provide water that fails to meet World Health Organization QMRA minima for public health risk. Implementation of UV reduces the risk such that it exceeds WHO requirements by several orders of magnitude. Likewise, constriction of a conventional treatment plant, with or without UV, is also expected to provide water with an acceptable risk level. While Figures 4.5 and 4.6 express DALYs on a per - person basis, the estimated DALYs per year for the entire City of Saint John (assuming a population of 68,000) are shown in Table 4.1 by averaging the DALYs from the two plants. The results indicate that the current treatment results in a predicted 4.3 DALYs—or lost years of life or the illness equivalent —per year for Saint John. Installation of UV reduces this health risk to 0.00016 DALYs per year, which is roughly 1 hour of lost life or equivalent illness per year for the population. A conventional plant also provides a significant improvement over the current treatment by yielding a predicted health risk of 0.0077 DALYs per year (or 2.8 days of lost life /equivalent illness), while a conventional plant with UV has the lowest health risk of all scenarios, with 0.00000027 DALYs per year (or 8 seconds of lost life /equivalent illness). One note of caution about the predicted risk levels relates to the chlorine +UV scenario: the calculations assumed that UV is equally effective at disinfecting unfiltered surface water as filtered surface water. Recent studies suggest that microorganisms can be protected within particulate matter when treating unfiltered surface water using UV, and therefore the actual health risk predicted in the chlorine +UV scenario in the figures may be less than shown (Cantwell and Hofmann, 2008). Unfortunately, this issue is still in the research stage and it is not possible to determine how great an impact this phenomenon would have on the results. Table 4.1: Estimated DALYs per year for the population of Saint John (68,000) 11 174 Current Current Treatment Conventional Conventional Treatment + UV Plant Plant + UV DALYs /yr for the City 4.3 0.00016 0.0077 0.00000027 11 174 5.0 Conclusions The QMRA analysis indicates that the tap water provided by the current treatment is predicted to fail to meet acceptable public health risk levels as defined by the World Health Organization. The WHO standard requires that the risk level be less than 1 x 10 -6 DALYs per person per year, which is one lost year of life (or illness - equivalent) per million people per year. The current treatment provides water with an estimated risk level of approximately 63 lost years of life (or illness - equivalent) per million people per year. Assuming a population of 68,000, this is 4.3 lost years of life (or illness - equivalent) per year. Installation of UV together with the current system is predicted to reduce the level of risk by several orders of magnitude, such that it meets WHO standards. There is uncertainty, however, in the reliability of UV disinfection when treating unfiltered surface waters. It is therefore cautioned about viewing the QMRA results for chlorine +UV treatment too favourably. It is the opinion of the authors of this report that there is too little experience in treating surface waters without filtration to consider it an appropriate long -term solution unless there are very unusual and compelling circumstances. Constriction of a new conventional water treatment plant (without UV) is predicted to lead to water that provides an order of magnitude lower risk than WHO standards. Installation of UV in the conventional plant makes the water even safer, however one must consider whether the cost would be justified over the already excellent water quality that would be provided by conventional treatment without UV. 12 175 6.0 References Al -Ani, M.Y., Hendricks, D.W., Logsdon, G.S., Hibler, C.P. (1986) Removing Giardia Cysts From Low Turbidity Waters by Rapid Rate Filtration. Journal AWWA, 78(5), 66- 73. Bellamy, W.D, Cleasby, J.L., Logson, G.S., Allen, M.J. (1993) Assessing Treatment Plant Performance. Journal AWWA, 85(12), 34 -38. Cantwell, R., Hofmann, R. (2008) Inactivation of Indigenous Coliform Bacteria in Unfiltered Surface Water by Ultraviolet Light. Water Research 42(10 -11), 2729 -2735. Douglas, I., McFadyen, S., Hartnett, E., Albert, J.G., Robertson, W., Paoli, G. (2007). New Tools for Evaluating Pathogen Risks in Drinking Water: What is QMRA? Proc., Ontario Water Works Association Annual Conference, May 6 -9, Collingwood, ON. Eisenberg, J.N.S., Hubbard, A., Wade, T.J., Sylvester, M.D., LeChevallier, M.W., Levy, D.A., Colford, J.M. Jr. (2006) Inferences Drawn from a Risk Assessment Compared Directly with a Randomized Trial of a Home Drinking Water Intervention. Environmental Health Perspectives, 114(8), 1199 -1204. Giaccone, V., & Ferri, M. (2005). Microbiological quantitative risk assessment and food safety: An update. Veterinary Research Communications. 29(suppl. 2), 101 -106. Gerba, C. P., & Rose, J. B. (1990). Viruses in Source and Drinking Water. In: Drinking Water Microbiology: Progress and Recent Developments. Springer - Verlag. Haas, C.N., Rose, J.B., Gerba, C.P. (1999) Quantitative Microbial Risk Assessment. Wiley, New York, USA. Haas, C.N. and Karr, S.B. (1984). Kinetics of Microbial Inactivation by Chlorine - II; Kinetics in the Presence of Chlorine Demand. Water Research, 18(11), 1451 -1454. Havelaar A.H and Melse J.M. (2003) Quantifying public health risks in the WHO Guidelines for Drinking -Water Quality: a burden of disease approach, Report 734301022/2003, RIVM, Bilthoven, Netherlands. Health Canada (2008). Guidelines for Canadian Drinking Water Quality. Prepared by the Federal - Provincial - Territorial Committee on Drinking Water. Hijnen, W.A., Beerendonk, E.F., Medema, G.J. (2006). Inactivation credit of UV radiation for viruses, bacteria and protozoan (oo)cysts in water: A review. Water Research 40, 3 -22. 13 176 Huck, P.M., Coffey, B.M., Emelko, M.B., O ?Melia, C.R. (2000) The importance of Coagulation for the Removal of Cryptosporidium and Surrogates by Filtration. In: Chemical Water and Wastewater Treatment vol. VI, H.H. Hahn, E. Hoffmann and H. Odegaard, Editors, Springer, Berlin, 191 -200. Korich, D.G., Mead, J.R., Madore, M.S., Sinclair, N.A., Sterling, C.R. (1990) Effects of Ozone, Chlorine Dioxide, Chlorine, and Monochloramine on Cryptosporidium parvum Oocyst Viability. Applied and Environmental Microbiology, 56(5), 1423 -1428. Macler, B.A. and Regli, S. (1993) Use of microbial risk assessment in setting US drinking water standards. International Journal of Food Microbiology, 18, 245 -256. Martins MT, Rivera IG, Clark DL, Olson BH. (1992). Detection of virulence factors in culturable Escherichia coli isolates from water samples by DNA probes and recovery of toxin - bearing strains in minimal o- nitrophenol- beta -D- galactopyranoside -4- methylumbelliferyl- beta -D -g luc uronide media. Applied and Environmental Microbiology, 58(9), 3095 -3100. Messner, M.J., Chappell, C.L., Okhuysen, P.C. (2001) Risk Assessment for Cryptosporidium: A Hierarchical Bayesian Analysis of Human Dose Response Data. Water Research, 35(16), 3934 -3940. Murray, C.J.L, and Acharya, A.K. (1997). Understanding DALYs. Journal of Health Economics, 16,7031-7310. Nieminski, E.C., Ongerth, J.E. (1995). Removing Giardia and Cryptosporidium by Conventional Treatment and Direct Filtration. Journal AWWA, 87(9), 96 -106. Ongerth, J.E. (1990). Evaluation of Treatment for Removing Giardia Cysts. Journal AWWA, 82(6),85-96. Payment, P., Trudel, M., Plante, R. (1985) Elimination of Viruses and Indicator Bacteria at Each Step of Treatment during Preparation of Drinking Water at Seven Water Treatment Plants. Applied and Environmental Microbiology, 49(6), 1418 -1428. Petterson, S., Signor, R., Ahsbolt, N., Roser, D. (2006). QMRA Methodology. MicroRisk Project Report. Available online at http: / /www.microrisk.com/ uploads /microrisk_gmra_methodology.pdf Qian, S.S, Donnelly, M., Schmelling, D.C., Messner, M., Linden, K.G., Cotton, C. (2004) Ultraviolet Light Inactivation of Protozoa in Drinking Water: a Bayesian Meta - analysis. Water Research. 38, 317 -326. Robeck, G.G., Clarke, N.A., Dostal, K.A. (1962) Effectiveness of Water Treatment Processes in Virus Removal. Journal AWWA, 54, 1275 -1290. 14 177 Rose, J.B. and Gerba, C.P. (1991) Use of Risk Assessment for Development of Microbial Standards. Water Science and Technology, 24(2), 29 -34. Soller, J. A. (2006).Use of microbial risk assessment to inform the national estimate of acute gastrointestinal illness attributable to microbes in drinking water. Journal of Water and Health. 4 (Suppl. 2), 165 -186. Strachan, N.J.C., Doyle, M.P., Kasuga, F., Rotariu, 0., Ogden, I.D. (2005) Dose Response Modelling of Escherichia coli 0157 Incorporating Data from Foodborne and Environmental Outbreaks. International Journal of Food Microbiology, 103(1), 35 -47. USEPA. (1999). EPA Guidance Manual: Disinfection Profiling and Benchmarking. USEPA (2003). EPA UV Disinfection Guidance Manual. WHO. (2004). Guidelines for Drinking Water Quality: Third Edition. Volume 1: Recommendations WHO, (2006). Guidelines for the Safe Use of Wastewater, Excreta And Greywater. 15 178 IPIPEI IDIIX "IF" SUMMARY OF WATER SYSTEM INVESTMENTS (SINCE 2000) 179 a G w WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY SAINTJOHN WATER SUMMARY OF WATER SYSTEM INVESTMENTS (SINCE 2000) Year # Projects Other Share* Utility Share Annual Total 2000 25 $3,973,000 $3,973,000 2001 7 $1,700,000 $2,262,000 $3,962,000 2002 16 $1,699,000 $4,341,000 $6,040,000 2003 39 $7,145,000 $7,145,000 2004 32 $1,133,000 $7,815,000 $8,948,000 2005 27 - $7,000,000 $7,000,000 2006 26 $300,000 $7,509,000 $7,809,000 2007 26 $950,000 $7,986,000 $8,936,000 2008 21 $3,149,000 $7,050,000 $10,199,000 9 -Year Total 219 $8,931,000 $55,081,000 $64,012,000 *Other share includes infrastructure grant funding and investment of City GTF revenues October 2008 �� An Action Plan for Safe® Clean Drinking Water 180 ARPEINUIX "G" ANALYSIS OF PHASED TREATMENT OPTION in a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY IPIPE.I IDIIX "G" ANALYSIS OF PHASED TREATMENT OPTION Provided herein is a comparison of a phased approach to treatment suggested as an option by the pre- design consultants versus non - phased implementation. Past to Present ca Saint ,John's water supply systems currently have virtually no protection from Cryptosporidium parvum - a pathogen that has the capacity to cause serious water borne epidemics (Crytposporodiasis). ca The system has marginal protection against Giardia lamblia as full protection cannot be achieved in winter months with the current disinfection process. Giardia, like Cryptosporidium, can also cause water borne illness (Giardiasis is also known as "beaver fever "). ca The current chlorination system, while programmed to alarm in the event of a malfunction or failure, is the only barrier against viruses and bacteria (including coliforms and E- Coli). ca When chlorine is added to the water, naturally occurring organics in the raw water react with the chlorine to generate levels of disinfection by- products (DBPs) that can approach or exceed current and proposed Guidelines for Canadian Drinking Water Quality. Considering the above and the fact that it could be a number of years before full treatment is implemented it was important to consider a consultant recommendation that Saint,John Water proceed with a phased treatment implementation approach. Ultraviolet (UV) System The first phase would include the implementation of primary disinfection using ultraviolet (UV) light in addition to chlorination. It was recommended that the first phase could also include chloramination (the addition of ammonia to convert c'-'-- -- `- October 2008 �� An Action Plan for Safe® dean Drinking Water 182 a WATER FOR SAINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY monochloramine), thus reducing disinfection by- products. The following are the pros and cons of proceeding with a phased implementation. Pros ca Would provide the City with an additional public health barrier as it would address the potential health impacts of such pathogens as Cryptosporidium and Giardia (UV) as well as reduce disinfection by- products (ammonia). ca Phase 1 components could be integrated into the construction of the remaining treatment facility at Latimer Lake (Phase 2) however not for Spruce Lake. Cons ca A UV light system would need to be over -sized in order to provide the primary protection necessary for drinking water. Raw water will not have been pre- treated (coagulation, flocculation, sedimentation, filtration), making it more difficult for the ultraviolet light to pass through to properly disinfect. To overcome the lack of pre- treatment would require larger quantities of UV bulbs be installed in larger contact chambers, resulting in substantially more energy being consumed than ultimately will be necessary when Phase 2 is constructed and the water is properly pre- treated prior to ultraviolet disinfection. ca For the Spruce Lake Treatment Facility, the Phase 1 UV system would have to be located at the existing facility, requiring the need for re- location during Phase 2. No such re- location would be required for Latimer Lake as the UV system would be constructed directly at Phinney Hill. ca With the current configuration of the facilities, the UV systems would have to follow the addition of chlorine. As UV systems consume chlorine, the current chlorine dosages would need to be increased accordingly to compensate. This would further elevate disinfection by- product levels. ca The reason for adding ammonia to convert chlorine to monochloramine is that this essentially halts the reactions that result in the formation of disinfection by- products like trihalomethanes (THMs) and haloacetic acids (HAAs). Given the levels of disinfection by- products found in Saint ,John, the question aros how quickly the disinfection by- products were forming. Samples were thi October 2008 �� An Action Plan for Safe® Clean Drinking Water 183 a WATER FOR SAINT JOHN � " HEALTH® ENVIRONMENT AND THE ECONOMY taken at Phinney Hill (approximately 3 km after the injection of chlorine) and at the Lakewood Heights Pumping Station (nearest customer) for the East side. For the West side, samples were collected from a fire hydrant following the Spruce lake tank and from Medi -Trust (nearest customer). The results were: East: 79 -83% of the THMs at Lakewood Heights had already formed by the time the water reached Phinney Hill East: 84 -100% of the HAAs at Lakewood Heights had already formed by the time the water reached Phinney Hill West: 50 -67% of the THMs at Medi -Trust had already formed by the time the water reached the fire hydrant after the tank West: 56 -64% of the HAAs at Medi -Trust had already formed by the time the water reached the fire hydrant after the tank There is little value in adding ammonia to East water at Phinney Hill under Phase 1, as most of the DBPs have already formed. Even if reactions could be stopped by adding ammonia, HAA levels would still exceed anticipated Health Canada guidelines. Similarly for the West side, the levels at Medi -Trust are currently about 3 times more than the impending guideline limit; removing 50% of those would not be enough. Note that results will be higher with increasing summer temperature of the water (chemical reactions generally rise with temperature). Analyses will be ongoing. The capital cost for Phase 1 work at two plants would be approximately $15 million, of which $10 million would be a premium (over- sizing) over and above the construction cost of the base plants.' In addition, the electrical consumption in the early years, prior to Phase 2 would need to be significant to effectively disinfect; costs of about $360,000 per year until Phase 2 was completed at which time electrical costs would drop to approximately $75,000 - an annual operating premium of $285,000 per year.' Over a period of five years (until Phase 2), that is an additional operating cost of $1.425 million. 'Letter Re: Preliminary Desigiz of the Fastens and ii esteriz Potable ii ater Treatmeizt Facilities ('oizsideratioiz of'Phased Inrplenreiztatioiz, November 21, 2007, Touchie Engineering (a division Anderson Associates Limited) October 2008 �� An Action Plan for Safe® Clean Drinking Water 184 a WATER FOR AINT JOHN � " HEALTH, ENVIRONMENT AND THE ECONOMY It would take approximately 2 years to design, construct and commission just the UV system. Saint ,John Water would be providing this additional level of treatment to water that is provided to industry for industrial purposes only, at a significant cost however it would not benefit industry at all. The cost premium of a 2- phased approach, with only UV, is estimated at $11.5 million. UV and Chloramination The phased implementation above could be further expanded to include conversion to a secondary disinfection system utilizing chloramination. The addition of chloramination would result in a capital cost of $3 million however the equipment would be reused therefore there would not be a premium but a marginal cost to relocate the equipment. ' The additional operational costs for the chloramination system would be approximately $50,000 per year and remain essentially the same after Phase 2. Thus there would be an annual operating cost however there would be no additional premium associated with the addition of chloramination. Recommendation While a phased approach would address in the short term (about 2 years) pathogens such as Cryptosporidium and Giardia, it would not address other important issues such as disinfection by- products like trihalomethanes (THMs) and haloacetic acids (HAAs). Saint ,John has lived with the risk of Cryptosporidium and Giardia since it has been consuming surface water, for well over 100 years and it has not yet been an issue for the community. However, such an outbreak could occur. Given the significant investment that would be required to mitigate the risk for a very short period of time (pre full treatment and considering it would take two years to design and construct and commission), it is recommended that Saint ,John not proceed with the phased approach, but pursue full treatment more quickly so as to meet or exceed all guidelines with the Guidelines for Canadian Drinking Water Quality and to provide users of Saint ,John Water with highest quality drinking water IPIPEI IDIIX " " WATERMAIN CLEANING AND LINING OVERVIEW AND SCHEDULE MAP i• WATER FOR SAINT JOHN HEALTH, ENVIRONMENT AND THE ECONOMY WA T JE R -AAA I 1\1 1C , L -E-A IN I NG & L i N I ING JCP RO" G RAM PPEI IDIIX "ll" NECESSARY WATER SYSTEM UPGRADES PROJECT LIST i• C W F- CO } CO w W H Q CO CO W U w z 5 3 4 0 E 0 E E o. `o E T >E 4 0 0 � T N � N = � E E � °0 4 o N N o o a A a `o c E v �+ N 0 O E W O E 3 E E `o E 0 >O 0 0 O E 0 m E � E � °D o `o E m o n o c m o w o o o � > O � us(saq I 8002 I 60OZ uOlivars"Or) I 60OZ I U0Z 2 w F- CO CO w w F- a a CO CO w U w z 2 W H CO } CO w W H } Q CO CO W U w z O a 0 3 E 3 co E `o E E co `o E 0 3 E I u6(saq - 1 U0Z I U0Z I I U014 n„suor) I U0Z 1 ti60Z 1 2 W F- CO CO W H N� LL Q CO CO W U w z C BUY t3 c c W E E 0 E E E o 0 a w `o � o a ; m � `o o o E E o E ^ o o a' So I o a c m d � L - � d ¢' T a O d ao O > E C O T C o - N o ; a u ° smo l o 5-o p U o Q a E E 'am; w T F a O M O - o o m - = E o C _ 2 n o o o c - E LL o o - o I E o o - o o w o lo I a m ° a E °o a o .5 > Im d � o a' a a a d m o a m d L .. d o E E o rn - of N a o I � N a V i O co o ao o Tn -o 0 g 2 >` O � - o C 0 gm o A U E d o N o m � o o K d > LL U o � � 2 � d d Y , uo(saq - l4oz SW u rl7�na�s4� SW 9W C � E E d � � o c o °a W r A °o H � a ° A Z z 0 a` `o U SCHEDULE 194 �° %��aw°` aP. 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IIIIIIIIIIIIIIIIIIIIIIII� N O ' •L }+ IIIIIIIIIIIIIIIIIIII •� ^ 1 W nnnninn E IIUUUUUUUUII ` V ; • N II 5\ co T V1 i N IIWILLI U � O O 1111111 IIIIIIIII v N u unnni s — CZ a Vw N lv N N N aN-+ FMM .N O v �O O }, N C Q .O c� O Q � N Q � N i u IllooiI0000 I #i E4 m LO N is 1° wuuuu m uwuww al 0 • I m ti LO N •� O '� ' v v u O 40- wk wk a s }' o +1 U N O LLJ (V O t 0 v S N ate-+ i •— i O 4- C_ v s (V s o uu umuuuu ^1 i �'•r a) E�^1 {J S 07 uu uw • LLJ W N ' W - lV s N _ 4-1 s a� 1 0 L �� a-1 '� s s N + ." v E p N +� N E O — u is 1° wuuuu m uwuww al 0 • I m ti LO N October 16, 2008 His Worship Mayor Ivan Court And Councillors Subject: 2009 Operating Budget Your Worship and Councillors, As the City's representative on the Fundy Region Solid Waste Commission, I am enclosing the Commission's proposed operating budget for 2009. It is my intention to support this budget. SAfsa ioivq P.O. Box 1971 Saint John, NB Canada E2L 4L11 www.sainqohn.ca I CA 1971 Saint John, N.-B. Canada E2L 4L1 258 CITY OF SAINT JOHN 8th Floor, City Hall P.O. Box 1971 Saint John NB E21- 41-1 PO Box/ CP 3032, Grand Bay - Westfield NB E5K 4V3 Subject: Submission of Proposed Operating Budget for the Year 2009 Dear Mayor and Council: T. 506 738 -1212 • F. 506 738 -1207 h ot[i negfu ndyrecycles. co m The Fundy Region Solid Waste Commission has recently reviewed and given approval to submit to each of the municipalities in our region our Proposed Budget for the Fiscal Year 2009. Notice is hereby given pursuant to section 15.7 (1) of the Clean Environment Act that the Commission will vote on the proposed budget on or about Thursday, November 13, 2008. Regards ... ............................... .... .�„ Marc MacLeod General Manager Attached: Operating Projections for the Period of 2009 -2019 C O �N E QE V m L3 O c LL MNO N W N N E; N (O O N I MI7 O N a N M N N O N N O N m O O N O O Q M1 O fD W N O m 0 0 01 W O M V O M O 01 O N h N p m O Q m O M W m m WO Mn m M MD M [17 07 ICJ uy m 8 O N N fO O rp Q tp (p .- r h O 2 O m O O r O N O �Cl M G? �O O fl O t0 CO V m W m N V m V V O7 (0 1 f+ O N Q M M W N Y V Y O M (D M N W M M m W N M1 W m 0 M N V m W m M O h N N In O 1- O m N r M1 W O V O V C7 p N. p r h M m r -r- u7 P W M O O W r N r !� N [+} N M Q N Y V N r W Y N r V In M M r Y rl m G O M m m M W N V M r N N 0 0 0 N r O r O 0 V N m m N N V to O M1 M1 W W N [Mpp m M Q W O V O V M1 Q MO 1Cj C m �_ O m C O N N_ M;) m 0 V O Mp O V m M O m O 00 W m m Q M N Q W M1 O Q R M1 O fD Q M1 M1 h W O Mn m Q M1 N M m W W W N O M(j to M1 0 0 N O CO O O m W m r m N N M m N COD W Y N m N [tpp pp Q Q W M!) 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