HomeMy WebLinkAboutINS-15-011 - Drinking Water Quality Management Standard (DWQMS) - Management Review Summary for 2014 Staff Rport
I r rc'.�► t .R Infrastructure Services Department wmkitchener.ca
REPORT TO: Community & Infrastructure Services
DATE OF MEETING: March 9, 2015
SUBMITTED BY: Wally Malcolm, Director Utilities, 519-741-2600 x4538
PREPARED BY: Angela Mick, Utilities Water Engineer, 519-741-2600 x4646
WARD(S) INVOLVED: All
DATE OF REPORT: February 17, 2015
REPORT NO.: INS-15-011
SUBJECT: Drinking Water Quality Management Standard (DWQMS) —
Management Review Summary for 2014
RECOMMENDATION: For Information.
BACKGROUND:
One of recommendations from Justice O'Connor's Part Two Report of the Walkerton Inquiry
was that"The Ministry of the Environment should require the owners of municipal water systems
to obtain an owner's licence for the operation of their waterworks". Justice O'Connor also
recommended that the Owners and Operating Authorities of these systems implement a quality
management approach to operations and management. As a result of these recommendations
a Drinking Water Quality Management Standard (DWQMS) under the Safe Drinking Water Act,
2002 was released in October 2006.
The Safe Drinking Water Act, 2002 and Regulation 188107, requires the City of Kitchener to be
licensed to operate and maintain Kitchener's Water Distribution System. Some of the licensing
requirements include the development and management of a Quality Management System
(QMS) and Operational Plan as well as communication to the Owner. The City of Kitchener
became licensed in August, 2009 with a Financial Plan submitted in July, 2010. A renewal to the
licence was made in February 2014, with a revised Financial Plan.
Section 19 of the Safe Drinking Water Act imposes a statutory standard of care on persons who
oversee the municipal drinking water system: "...every person who, on behalf of the
municipality, oversees the accredited operating authority of the system or exercises decision-
making authority over the system." This standard of care includes Council since they have
decision-making authority. Part of the standard of care includes requiring system owners to
undertake financial planning and implement a QMS.
REPORT:
This report represents the annual Management Review Summary for 2014 prepared in
accordance with the DWQMS. The DWQMS requires Top Management to "report the results of
the management review, the identified deficiencies, decisions and action items to the Owner".
***This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
11 - 1
Top Management is defined as "a person, persons or group of people at the highest
management level within an Operating Authority that makes decisions respecting the QMS and
recommendations to the Owner respecting the subject system or subjects systems". The Owner
of the water utility is the Corporation of the City of Kitchener, represented by City Council.
A Management Review was completed by Wally Malcolm and Tammer Gaber (Top
Management) along with Angela Mick, Matt Ryan and Parmi Takk on February 13, 2015 in
accordance with the Standard. The following is a high-level summary of the minutes (a copy of
the Management Report is attached):
Accomplishments During 2014
• Renewal of Drinking Water Permit, Acceptance of Operational Plan, Submission of
Financial Plan. No non-conformances were found from surveillance audits
• Winter of 2014—very challenging for staff responding to watermain breaks and frozen
services. Changes to better manage abnormal winter conditions in 2015 include
Waterworks Repair Services tender, Waterworks Repair Inspection Services quotation
and contribution of funds to the paving tender
• Major revision of Water Emergency Training Program and training
• Installation of bulk water fill station at Battler Yards, replaced station at 83 Elmsdale
• Completion of 1.3km trenchless watermain rehabilitation on Greenbrook, Lyndhurst,
Archer and Ruskview (approx. $830/m for design/construction as compared to $1,000
for full reconstruction)
• Creation of Water Distribution Technician (WDT) position in newly formed Customer
Connections group
• Removal of lead containing items from stores and creation of a parts/supplies library
• Installation of two water quality sampling stations at 19 Forest Creek Dr. and 274
Parkvale Dr.
• Creation of custom Cityworks reports to better track maintenance and provide for
reporting
• Completion of unidirectional watermain cleaning (9.5km in the Lackner/Ottawa area)
• Entered into Ontario Water/Wastewater Agency Response Network (OnWARN)
agreement to improve emergency preparedness. OnWARN is a voluntary network of
utilities helping other utilities respond to and recover from emergencies.
• Collaboration with the Region and other municipalities for development of an All-Pipes
model. Confirm water appurtenance ownership/responsibility along the border
interconnections
• Commencement of water chamber inspection program (includes documentation of
whether water was present, condition, identification of any air reliefs, hydro and follow-up
work)
• Commencement of SAP project (meter shop)
• Mapping (ArcReader)/Laptop training
• Participated in National Water & Wastewater Benchmarking Initiative (NWWBI)
• Increased customer education on website (backflow prevention, curb stop and
driveways, responsibilities and poor pressure)
• Installed a Pressure Reducing Valve (PRV) at Black Walnut Drive to provide some
supply redundancy for the southern area of the city.
11 - 2
Summary
• Water consumption is decreasing across the Region due to decreased industrial usage and
increase use of low flow efficient fixtures. Average consumption is 204M3/year compared to
the historic value of 250m3/year. The benefit to this is that the expense of developing a long
term Great Lakes supply as a source is no longer in the forecast. The downside is that there
are many fixed operational costs not related to consumption. For example water quality
sampling costs are the same regardless of consumption (see Water Purchases and Sold
graph for trend).
• There is a problem with watermains in the range of 25-49 years old, which consists of 40%
of the system. This era of watermain, particularly the ductile iron (288 km) is not reaching
the 80 year expected life, 50 years is more likely. This is due to the manufacturing change
resulting in thinner walled pipe and corrosion (see graphs/map at end of the report).
• Valves have an expected life of 40 years (30% of the valves are beyond their expected life—
2,230). This results in increased watermain repair costs and customer disruptions due to
valve failure.
• Reactive maintenance and cost of main break repairs as a percentage of total operational
and maintenance costs are higher than many other municipalities who participate in the
NWWBI which is an indication of aging infrastructure. Reactive maintenance includes
responding to watermain breaks, emergency valve repairs, damaged hydrants, curb stop
operates, turn on/off, water service repairs and thawing water services. Preventative
maintenance includes valve operation, hydrant operating checks, watermain cleaning and
flushing
• There are increases in Operations and Maintenance costs (O&M) due to the growth of the
system: number of hydrants that require annual maintenance, valves to be operated,
increased costs related to increased geographic distances for travel.
• Although significant improvements have been made, considerable effort in data entering
asset and condition information into CityWorks is still required to support the QMS
maintenance programs; progress has been made with the manual entry of hydrant
inspection and valve turning data however a mobile solution is required (see Table 1).
• There are several maintenance programs on the water system (Table 1). Targets were not
met for valve turning again in 2014, estimate of 10% of valves were turned. A portion of
water hydrant inspections was contracted out. The winter not only resulted in a great deal
more emergency response (watermain breaks and frozen services), but the snow did not
melt until well into the spring when maintenance programs would have been started.
Usually there is a spring gap between emergency work and construction season related
work to complete maintenance. There wasn't a window in 2014 to complete maintenance.
• It is anticipated that mobile solutions for maintenance programs will assist with efficiency of
close to real-time data entry as well as changes to CityWorks to close the loop on
inspections and provide more valuable information leading to better data-driven decisions.
• Backflow Prevention - We are currently only making very small gains in the properties with
premise isolation. Continuing with only one cross connection specialist will never allow us to
ensure all identified risks have proper premise isolation. Approximately 4,522 properties
require premise isolation.
11 - 3
Work Program for 2015
• Development of two additional water training programs and associated work instructions
• Prepare a council report to re-endorse the Operational Plan in spring (initially endorsed in
2008)
• Standard of Care Training for new Council members in spring (April 30)
• Hiring additional WDT positions
• Mannheim/Shingletown — severing of the operational relationship between Wilmot and
Kitchener. A revised Cross Border Servicing Agreement to be brought forward in May 2015.
A joint communication plan to affected customers will be prepared.
• Installation of a third water quality sampling station (Falconridge area)
• Switch to AMANDA system for backflow prevention program
• Continue to evolve the management of work activities and input of asset related data in
CityWorks to close the loop on existing inspections and to develop new inspections to
further the ability of leveraging condition scores across asset categories.
• Introduce new levels of access through the CityWorks Mobile Pilot Program. By placing the
right information into the hands of the right people at the right time, avails a new level of
productivity and effectiveness.
• Continue with developing a watermain cleaning strategy
• Light Rapid Transit— additional capital projects (workload and budget)
• Benchmarking —working with CityWorks to develop and extract reports with revised
supplementation information, including insertion of maps and record change forms
• Development of a strategy to deal with watermain backlog (trenchless)
• Determination of criticality analysis in conjunction with Asset Management group
• Various Regional initiatives relating to the Water Supply and Distribution Operations Master
Plan, Zone 2 and 4 Optimization Study Update, Kitchener Zone 4 Trunk Watermain -
ongoing
• Commencement of a Water Rate Study in conjunction with the City of Waterloo
• Increase customer awareness regarding infrastructure
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
This reports relates to the community priority of "Being accountable for the work of creating the
best future for our city and its residents".
FINANCIAL IMPLICATIONS:
N/A
COMMUNITY ENGAGEMENT:
Drinking Water Quality Management Policy is available on Kitchener Utilities Website.
ACKNOWLEDGED BY: Dev Tyagi, Deputy CAO
11 - 4
DATE: February 13, 2015
TIME: 10:00am — 11:30am
LOCATION: Room A228
IN ATTENDANCE: Wally Malcolm, Tammer Gaber, Matt Ryan, Angela Mick, Parmi Takk
Accomplishments During 2014
• Renewal of Drinking Water Permit, Acceptance of Operational Plan, Submission of
Financial Plan. No non-conformances were found from surveillance audits
• Winter of 2014— very challenging for staff responding to watermain breaks and frozen
services. Changes to better manage abnormal winter conditions in 2015 include
Waterworks Repair Services tender, Waterworks Repair Inspection Services quotation and
contribution of funds to the paving tender
• Major revision of Water Emergency Training Program and training
• Installation of bulk water fill station at Battler Yards, replaced station at 83 Elmsdale
• Completion of 1.3km trenchless watermain rehabilitation on Greenbrook, Lyndhurst,
Archer and Ruskview (approx. $830/m for design/construction as compared to $1,000
for full reconstruction)
• Creation of Water Distribution Technician (WDT) position in newly formed Customer
Connections group
• Removal of lead containing items from stores and creation of a parts/supplies library
• Installation of two water quality sampling stations at 19 Forest Creek Dr. and 274
Parkvale Dr.
• Creation of custom Cityworks reports to better track maintenance and provide for
reporting
• Completion of unidirectional watermain cleaning (9.5km in the Lackner/Ottawa area)
• Entered into Ontario Water/Wastewater Agency Response Network (OnWARN)
agreement to improve emergency preparedness. OnWARN is a voluntary network of
utilities helping other utilities respond to and recover from emergencies.
• Collaboration with the Region and other municipalities for development of an All-Pipes
model. Confirm water appurtenance ownership/responsibility along the border
interconnections
• Commencement of water chamber inspection program (includes documentation of
whether water was present, condition, identification of any air reliefs, hydro and follow-
up work)
• Commencement of SAP project (meter shop)
• Mapping (ArcReader)/Laptop training
• Participated in National Water &Wastewater Benchmarking Initiative (NWWBI)
• Increased customer education on website (backflow prevention, curb stop and driveways,
responsibilities and poor pressure)
• Installed a Pressure Reducing Valve (PRV) at Black Walnut Drive to provide some supply
redundancy for the southern area of the city.
11 - 5
Summary
• Water consumption is decreasing across the Region due to decreased industrial usage and
increase use of low flow efficient fixtures. Average consumption is 204m3/year compared to
the historic value of 250m3/year. The benefit to this is that the expense of developing a long
term Great Lakes supply as a source is no longer in the forecast. The downside is that there
are many fixed operational costs not related to consumption. For example water quality
sampling costs are the same regardless of consumption (see Water Purchases and Sold graph
for trend).
• There is a problem with watermains in the range of 25-49 years old, which consists of 40%
of the system. This era of watermain, particularly the ductile iron (288 km) is not reaching the
80 year expected life, 50 years is more likely. This is due to the manufacturing change
resulting in thinner walled pipe and corrosion (see graphs/map at end of the report).
• Valves have an expected life of 40 years (30% of the valves are beyond their expected life —
2,230). This results in increased watermain repair costs and customer disruptions due to valve
failure.
• Reactive maintenance and cost of main break repairs as a percentage of total operational and
maintenance costs are higher than many other municipalities who participate in the NWWBI
which is an indication of aging infrastructure. Reactive maintenance includes responding to
watermain breaks, emergency valve repairs, damaged hydrants, curb stop operates, turn
on/off, water service repairs and thawing water services. Preventative maintenance includes
valve operation, hydrant operating checks, watermain cleaning and flushing
• There are increases in Operations and Maintenance costs (O&M) due to the growth of the
system: number of hydrants that require annual maintenance, valves to be operated,
increased costs related to increased geographic distances for travel.
• Although significant improvements have been made, considerable effort in data entering asset
and condition information into CityWorks is still required to support the QMS maintenance
programs; progress has been made with the manual entry of hydrant inspection and valve
turning data however a mobile solution is required (see Table 1).
• There are several maintenance programs on the water system (Table 1). Targets were not
met for valve turning again in 2014, estimate of 10% of valves were turned. A portion of
water hydrant inspections was contracted out. The winter not only resulted in a great deal
more emergency response (watermain breaks and frozen services), but the snow did not melt
until well into the spring when maintenance programs would have been started. Usually
there is a spring gap between emergency work and construction season related work to
complete maintenance. There wasn't a window in 2014 to complete maintenance.
• It is anticipated that mobile solutions for maintenance programs will assist with efficiency of
close to real-time data entry as well as changes to CityWorks to close the loop on inspections
and provide more valuable information leading to better data-driven decisions.
• Backflow Prevention -We are currently only making very small gains in the properties with
premise isolation. Continuing with only one cross connection specialist will never allow us to
ensure all identified risks have proper premise isolation. Approximately 4,522 properties
require premise isolation.
11 - 6
Work Program for 2015
• Development of two additional water training programs and associated work instructions
• Prepare a council report to re-endorse the Operational Plan in spring (initially endorsed in
2008)
• Standard of Care Training for new Council members in spring (April 30)
• Hiring additional WDT positions
• Mannheim/Shingletown — severing of the operational relationship between Wilmot and
Kitchener. A revised Cross Border Servicing Agreement to be brought forward in May 2015. A
joint communication plan to affected customers will be prepared.
• Installation of a third water quality sampling station (Falconridge area)
• Switch to AMANDA system for backflow prevention program
• Continue to evolve the management of work activities and input of asset related data in
CityWorks to close the loop on existing inspections and to develop new inspections to further
the ability of leveraging condition scores across asset categories.
• Introduce new levels of access through the CityWorks Mobile Pilot Program. By placing the
right information into the hands of the right people at the right time, avails a new level of
productivity and effectiveness.
• Continue with developing a watermain cleaning strategy
• Light Rapid Transit — additional capital projects (workload and budget)
• Benchmarking—working with CityWorks to develop and extract reports with revised
supplementation information, including insertion of maps and record change forms
• Development of a strategy to deal with watermain backlog (trenchless)
• Determination of criticality analysis in conjunction with Asset Management group
• Various Regional initiatives relating to the Water Supply and Distribution Operations Master
Plan, Zone 2 and 4 Optimization Study Update, Kitchener Zone 4 Trunk Watermain -
ongoing
• Commencement of a Water Rate Study in conjunction with the City of Waterloo
• Increase customer awareness regarding infrastructure
11 - 7
Item Item Discussed Action By Timing
1. Incidents of Regulatory Non-Compliance
• The MOE Inspection was scheduled for February 4, 2015 and covers
the period from December 30, 2013 to January 30, 2015. The City No Further
did not report and adverse water quality incident immediately — Action
corrective actions were deemed to be acceptable.Water records must Required—
Information
be revised to include combined chlorine residuals and the time the Only
sample was taken. All forms/work instructions are to be updated by
April 15, 2015
2. Incidents of Adverse Drinking Water Tests
• There were 34 Adverse Water Quality Incidents (AWQI) during 2014,
the majority of which were due to the presence of total coliform on
temporary watermains. Other noted AWQI's were due to low
chlorine and lead exceedances. No Further
• There were three precautionary Boil Water Advisory events (Jan 12- Action
14; Aug 20-25; Sept 17-19). All were due to potential sewer Required—
contamination. Information
• There were 8 lead exceedances in the plumbing system and 1 in the Only
distribution system in 2014. Therefore, we can continue to complete
a reduced lead sampling program in 2015.
• Graphs have been provided at the end of the report.
11 - 8
Item Item Discussed Action By Timing
3. Deviations from Critical Control Points Limits and Response Actions
• There have been 143 watermain breaks in 2014. Incident debriefs are
completed for watermain breaks. Watermain break information is
available in GIS and is updated at least annually. This information
will help to determine priorities for replacement due to condition(see
graphs at end of report —yearly comparison of breaks and breaks by
pipe material)
• Graphed the Average Number of Units Affected per Watermain
Break and Average Number of Hours Without Water per Watermain
Break were analyzed for years 2011 to 2014. No significant change
has been observed in the average number of units affected per
watermain break; however the average number of hours without
water per watermain break has steadily increased (see attached No Further
graphs). Action
• Water loss for 2014 was 11.3%; the MOE target is 10%. The water Required—
loss has steadily been increasing over the past few years. This is Information
discussed further in the maintenance section (item#16) below. Only
• Frozen Services during 2014 winter. Approximately 160 on bypass -
$226,730 ($85,070 were plumber costs, $112,907 material — possible
reuse) plus water loss from running water (5194 m3 = $19,434). The
cost does not include meter shop time/administrative time. During
2014 some services were replaced during reconstruction, are planned
to be replaced as part of future reconstruction or lowered; however,
the majority were not changed. This is because we do not know
which side the issue was on (private/public). Process changes in 2015
include not removing the water meter for bypasses, new work
instruction/forms, mail outs to only those affected in 2014 asking
them to run their water to prevent freezing (average consumption
will apply). Previous mail out was based on 1994 winter and many
had been resolved over time.
11 - 9
Item Item Discussed Action By Timing
4. Efficacy of the Risk Assessment Process
• A risk assessment was completed on July 9, 2014. The purpose of the
risk assessment is to brainstorm potential risks and identify counter
measures, where appropriate. The following is a summary of changes
made to the risk assessment table in 2014:
• Six additional potential risks were added:
• Misuse/inaccurate calibration of turbidity meters
• Frozen services and Mains No Further
• Flooding Action
• Chamber full of water with air relief Required—
o Not keeping up with maintenance of the system Information
• Not maintaining training requirements Only
• There are 3 Critical Control points: Exceeding legislated limits in
the distribution system, backflow and back siphonage,
unauthorized hydrant use. All three have associated
emergency procedures, and two are addressed via a revised
By-Law.
• Summary of Cross Connection Program (includes the Bulk Water Fill)
as of end of 2014: 1,767 services are protected by Backflow
Prevention (BFP) devices (premise isolation) and a total of 2,442
devices (includes internal devices). Approximately 4,522 properties
require premise isolation (see graph at end of Report).
5. Results of DWQMS Internal and External Audits
• An External Audit was completed by an external contractor (SAI
Global) between May 7 and 8, 2014. No non-conformances were No Further
found related to this surveillance audit. Action
Elements of the standard are internally audited monthly from Required—
•
September to February. We are moving towards process audits Information
rather than elemental audits. To date there was one non-
conformance; the QMS policy was not available on the KU
website—this has been corrected.
6. Results of Emergency Response Training/Testing
• A new Emergency Training program was developed and staff are to
be trained every three years. The last training was completed in On Going
December 2014/January 2015. Training—
• Testing on watermain breaks are actual events and debriefs is Information
completed for each event. Only
• In addition debriefs are also completed for selected events — Boil
Water and Drinking Water Advisories to improve processes
7. Operational Performance
• There needs to be an action plan regarding how we address pressures
that are >80psi and <100psi in the City e.g. individual Pressure
Reducing Valves (PRVs), Regional PRVs. This is an issue causing Regional Spring
damage and an action plan for affected residents is required. There is Master Plan 2015
a Regional Master Plan where this issue has been brought forward.
The Master Plan was expected to be complete in July 2012; however,
it has been delayed until spring 2015.
11 - 10
Item Item Discussed Action By Timing
S. National Water&Wastewater Benchmarking Initiative—2013 Data For
Information
• National benchmarking allows for comparisons between Kitchener and
other municipalities across Canada
• KU participated in the NWWBI for the second year; other municipality
names have been removed to maintain privacy. Notable results for 2013
are as follows (graphs at the back):
• Reactive maintenance hours are a higher percentage as compared
to total maintenance, which is an indication that KU is not
spending enough time on preventative maintenance like valve
operations/repairs. Reactive maintenance would include
responding to watermain breaks, emergency valve repairs,
damaged hydrants, curb stop operates, turn on/off, water service
repairs and thawing water services. Preventative maintenance
would include valve operation, hydrant operating checks,
watermain cleaning and flushing.
• Cost of main break repairs as a percentage of total operational
and maintenance costs are higher than many other municipalities
who participated which may be a reflection of increasing time for
shut down/repairs due to broken water valves
• Higher than average number of breaks per 100km, which is an
indication of increasing number of poor condition watermains
• Lower than average breakdown of O&M FTE (full time
employees)/100 km of length — FTE determined by 31 C&M field
staff X 71% of time= 22 water FTE plus 4 meter staff = 26, 4
supervisors (50% on water) = 2, 1.5 Engineering staff(1 water
engineer plus 50% 1 QMS specialist). An indicator that staffing
needs need to increase based on size of system. The long term
plan is to separate gas and water activities. In 2015 3 Water
Distribution Techs (WDT) will be hired to replace retired
gas/water staff.
• Based on 2013 data, and 250m3/year consumption (Kitchener is
204m3/year), Kitchener water charges are comparable to others
across the country
11 - 11
Item Item Discussed Action By Timing
9. Follow-up Action Items from Previous Management Reviews
• Smaller scale management reviews are targeted to be completed 2-3
times during the year, in addition to the yearend review. CityWorks Mid-2015
• Data entry/inspection development continues. Team for pilot
• Laptops with direct CityWorks inspection data entry capability is
required. 2015 pilot program anticipated. See Table 1 for the list
• Broken water valves should be tackled — further meetings with the Region/ Ongoing
Region regarding broken valves. A work plan was developed. Engineer
• Community Gardens — management and supply of water is not a Top
utilities function and should not be the responsibility of the utility Management Ongoing
• Joint Supervisor/Top Management meetings to discuss changes - Top
ongoing Management
• Criticality Analysis — to be completed with Asset Management — Engineer/ 2015
pressure monitoring, number of expressway crossings (one crossing to Asset
be eliminated as part of Victoria Bridge in 2015, another in 2016 - Management
Graber)
• Backflow Prevention — moving forward with AMANDA, potential of
website. Need to decrease the administrative load on the Cross Engineer/ 2015
Connection Specialist to increase the rate of properties with AMANDA
protection. The current rate of compliance will never allow us to team
ensure all identified risk have proper premise isolation
• Water Engineer work load —development of a matrix Engineer 2015
10. Status of Action Items Identified Between Management Reviews
• Smaller scale management reviews are targeted to be completed 2-3
times during the year, in addition to the yearend review so fewer
action items are identified between reviews.
11. Regulatory Changes
• Watermain Disinfection Procedure (currently Draft- Final), December
2014. Once final, there will likely be changes to the watermain break
procedure, debrief form and KU classification of Operator-in-Charge
• Samples Taken from Plumbing Technical Bulletin —may result in more
low chlorine AWQls —for customer concerns. KU staff already report
this
• AWWA Disinfecting Water Mains Draft April 2014 — separation for
repairs (above document) and new mains. May be changes for Engineer/ 2015
amount of time between sampling rounds. QMS
• Proposed changes to the Region of Waterloo Public Health Adverse Specialist
Drinking Water Quality Incidents Communication Protocol
Regulation 170/03
• Proposed Health Canada document for Guidance for Issuing and
Rescinding Boil Water Advisories
• The Region's classification may be increased. Any ORO for the system
would need to be a level 4; KU OROs currently have a level 2.
Implications for training/certification
11 - 12
Item Item Discussed Action By Timing
12. Changes that May Affect DWQMS
• Watermain Disinfection Procedure—see above No Further
Action
• Regulated Drinking Water Systems and the Building Code Act— some Required—
discussion regarding condos and definitions of private water, financial Information
responsibilities with respect to maintenance of the water service Only
• MOE looking into making changes to DWQMS Program, minor
changes, mainly regarding Continual Improvement
13. Consumer Feedback
• A process has been developed in CityWorks to capture customer
complaints (see chart at back of report). This consists of Problem, No Further
Cause and Remedy and is working well Action
•
Additional information has been provided on the website to educate Required—
Information
the customer (backflow prevention, curb stop and driveways, Only
responsibilities and poor pressure)
14. Resources Needed to Maintain the QMS
• Additional laptops/mobile solutions are required in the field. Every
crew/independent work should have a laptop as part of their Top
standard tools. Two more are being purchased for trial in 2015 Management
• A mobile solution for inspection data entry would decrease
administrative assistance
• Increased reporting capabilities of CityWorks allow for better report
generation for benchmarking: maintenance effectiveness.
15. Results of Infrastructure Review No Further
• Held meetings to finalize the 2015 reconstruction projects with both Action
the Region and Asset Management Required—
• There is a problem with watermains in the range of 25-49 years old, Information
which consists of 40% pf the system. This era of watermain, Only
particularly the ductile iron (288 km) is not reaching the 80 year
expected life, 50 years is more likely. This is due to the manufacturing
change resulting in thinner walled pipe and corrosion. (see
graphs/map at end of the report).
• Valves have an expected life of 40 years (30% of the valves are older
—2,230). This results in increased watermain repair costs and
customer disruptions due to valve failure (see graph)
• A Trenchless Watermain Program is required to address the backlog
(structurally line problem watermains who are not candidates for
triple funded projects).
• Kitchener Zone 2 and 4 Optimization Study identifies the Regional
trunk watermains and other infrastructure for the newly developing
area in southern Kitchener. On-going meetings with the Region and
City's Development group to ensure these recommendations are
incorporated in the development (both Regional and Municipal
watermain/infrastructure requirements). Additional projects were
included in the 2015 budget process
• Light Rapid Transit (LRT) — additional projects were included in the
2015 budget process
• Region has commenced an Environmental Assessment to install a
11 - 13
Item Item Discussed Action By Timing
750mm trunk zone 4 watermain from Mannheim Water Treatment
Plant to Strasburg Road
• The Development Charges study was updated in 2014— report
includes identification of any major watermains required for
development.
• Planning a criticality analysis to answer the question -"Which
watermains will have the greatest impact to the city/region, should a
break occur". Areas to consider include— singe feeds, watermains
under expressways/rivers, key customers, size of main, bottle necks in
the system, feeds to other municipalities. Region's Water Supply and Utilities 2015/16
Distribution Operations Master Plan may impact infrastructure Engineer/
requirements Asset
• Planning a water rate study in conjunction with the City of Waterloo Management
— consumption is decreasing yet there are many fixed costs and the
size of the system is increasing Utilities/ 2015/16
• Mannheim/Shingletown - plans to sever the operational relationship Finance/
between Wilmot and Kitchener: Engineering
• Kitchener operates and maintains the Mannheim/Shingletown
water distribution system as well as the sanitary system relating to
Mannheim Estates on behalf of the Township of Wilmot. Utilities/ 2015
Kitchener completes the meter reading, billing, pays all related Engineering
expenses and keeps the revenue associated with the systems.
• The historic reason for this relationship are unclear however it is
suspected that the Kitchener may have installed the watermain to
service Kitchener and when the Region became involved, the
system changed ownership. It is believed that the relationship
goes back to the 1950s/1960s.
• Prior to Walkerton (2000) and subsequent regulations,
ownership wasn't discussed since the system required very little
maintenance and it wasn't heavily regulated. Post Walkerton,
there are many more water related regulations which makes
operating a system that you do not own, more difficult. A
revised Cross Border Servicing agreement will be brought
forward in May 2015
• There are no plans for new/replacement infrastructure in
Mannheim/Shingletown.
16. Summary of Maintenance (see Table 1 for list of maintenance programs)
• Hydrant maintenance - spring and fall for all hydrants (includes
Mannheim/Shingletown) was completed - a contractor was hired to No Further
assist. Follow-up work based on 2014 inspections is ongoing. Action
• Hydrant painting of approximately 200 hydrants was completed Required—
based on the results of inspection — painting hydrants that need it, Information
not just those in a geographic area. Hydrant painting is planned for Only
2015
• Dead end main flushing (includes Mannheim/Shingletown).
• Valve turning was changed to a third of the city instead of half
annually. The target of a third was not met in 2014 due to difficult
winter. Focus on larger valves and main break areas for turning in
11 - 14
Item Item Discussed Action By Timing
2015. A 3-11 shift was implemented in 2015 to address maintenance
backlog. The shift is also providing better coordination of emergency
shut-downs.
• Need to focus on watermain cleaning since valves are operated as
part of this process.
• Follow-up valve repairs are an issue. Part of the issue is that valve
data has not been entered to allow follow-up work orders (currently
entering inspection data).
• Leak detection survey — 1/3 of city completed each year (include
Mannheim/Shingletown every 3 years). Follow-up is completed with
any identified leaks (in 2014, 227km of mains were surveyed
resulting in the identification of 5 watermain/service leaks and 8
confirmed hydrant leaks)
• Anodes are installed on the existing watermain whenever it is
exposed (e.g. watermain breaks, valve repairs, hydrant repairs)
• PRV maintenance was not completed in 2014
• Chamber pump outs were a new item added to the maintenance
schedule in 2013, inspections commenced in 2014. Some issues
include air reliefs under water, corrosion, chambers not mapped in
the system. Strategy needs to be developed to prioritize and repair
(many of the chambers belong to the Region).
• Watermain cleaning was completed in 2014 in the Lackner/Ottawa
areas (9.5km, cost $2150/km). Additional cleaning (unidirectional)
will be completed in 2015
• Community gardens should not be a water utility maintenance
program
• It should be noted that the water distribution system increases in size
every year, which increases maintenance as well
17. Effectiveness of Maintenance
• Completion of maintenance, particularly related to valve operation
was a struggle in 2014. This was partially due to the difficult winter
which delayed/stopped normal spring maintenance. Approximately
30% of the valves are older than their expected life of 40 years,
Over time, the lack of preventative maintenance (e.g. valve
operating checks), leads to increased time to isolate and repair
watermains, increased water outages, resulting in increased
emergency response costs. No Further
• The effectiveness of the maintenance program is determined by the Action
following factors (see graphs at end of report): Required—
• Number of Adverse Water Quality Incidents (added a fee to Information
contractors, inspector communication) Only
• Water loss
• Water quality complaints
• Number of watermain breaks
• Average number of units affected and average number of hours
without water per main break.
• It is anticipated that further indicators will be developed through
the benchmarking process
• As discussed above, relative to other municipalities (based on
organizations participating in the NWWBI), Kitchener expends more
11 - 15
Item Item Discussed Action By Timing
effort on reactive maintenance as a percentage of total operational and
maintenance costs—this is likely an indication of the City's aging
infrastructure and inability to maintain required maintenance
requirements (for example, valve maintenance).
Mannheim/Shingletown
• There was a single watermain break in Mannheim in 2014 on a
Regional watermain.
• There was a single frozen service (1579 Bleams Rd)
• Kitchener is not responsible for reporting AWQls
18. Operational Plan
• There were no significant changes to the Operational Plan, however No Further
there have been new work instructions and forms developed as part Action
of the continuous improvement, watermain ownership has been Required—
summarized in the Operational Plan Information
• There were no significant changes to the Mannheim/Shingletown Only
Operational Plan.
19. Staff Suggestions
• Suggestion of a checklist for on-site 3rd party—complete QMS
• Suggestion of maintenance portion be added to magickist machine — Specialist
complete
• ArcReader training (Dec 2014-Feb 2015) - ongoing
• Staff recommended smaller sessions for the QMS roll-outs — to be
implemented in 2015
• Staff recommended additional laptops since the map and all the
procedures are located on the laptop (2 additional laptops will be
purchased in 2015 as a trial)
20. Other
• Mannheim/Shingletown system — discussions in 2013/14 to sever the Top Mgt 2015
operating relationship in 2015 Angela Mick 2015
• Discussion of alternative of City-owned data loggers — to be
purchased in March 2015 (new model can record transient pressures) Angela Mick
• A copy of this Management Review is to be provided to the 2015
Township of Wilmot via Gary Charbonneau. Angela Mick 2015
• Water consumption has steadily decreased. Investigation of a Fixed 2015
Rate funding model since many operating expenses are incurred Top
regardless of consumption Management
• Bring the Operational Plan to new Council for Endorsement in 2015
11 - 16
Item Item Discussed Action By Timing
21. Summary of Infrastructure (end of 2014)
• Infrastructure summary is based on information mapped in GIS —
there is a lag between when infrastructure is in the ground and when
it is mapped (e.g. 2014 reconstruction projects will not be mapped
until 2014, similar with development)
• 4,210 hydrants—4,165 Kitchener owned, 45 Mann heim/Shingletown
• 893km of watermain — 742km Kitchener owned, 26km Dual owned, No Further
11 8k Regional owned (22 km is supply), 6km Action
Mannheim/Shingletown owned Required—
Information
• 7,365 valves — 6,695 Kitchener owned, 141 Dual and 471 Regional Only
and 58 Mannheim/Shingletown owned.
• 63,104 water meters in service — 62,710 Kitchener and 394 for
Mannheim/Shingletown.
• A breakdown of watermain infrastructure by age and material are
included at the back of the report.
• Charts presented the growth of the system is included at the back of
the report
22. Next Meeting Tammer
Council date for Summary of Management Review—March 9, 2015 Gaber& March
• 2015
DWQMS Operational Plan — Endorsement—May 25, 2015 Angela Mick
Please report any errors or omissions.
Report prepared by: Angela Mick& Parmi Takk
11 - 17
Table 1 —Scheduled Maintenance Programs and CityWorks
Maintenance Schedule Data Collection Notes Status for
Program Method CityWorks
Component
Water Valve Entire system In CityWorks, Significant data On-Going—
Operating Check every 3 years need to close the entry required. Pilot scheduled
(--2500/year) loop on Require a for Q2/Q3
inspections for mobile solution. 2015
follow-up
Dead End Main Spring (all), Fall Spreadsheets. Target April
Flushing (trouble Hydrants are 2015 roll-out
locations) identified in
CityWorks,
Blow-off are not
Spring Hydrant All hydrants In CityWorks, Significant data Complete
Checks (4100) every follow-up work entry required.
spring can be created Require a
mobile solution
Fall Hydrant In CityWorks, Significant data Complete
Checks follow-up work entry required.
can be created Require a
mobile solution
Hydrant Painting As required In CityWorks Contractor Complete
Hydrant flags As required In CityWorks Complete
Snow Clearance As required N/A Not Required
Leak Survey Entire system Follow-up is in Contractor Not Required
every 3 years CityWorks
(300km/ ear)
Watermain Every year Spreadsheet Not Started
Bridge
Inspections
Watermain As required Program is not Unknown
Cleaning yet developed
Water Quality As required CityWorks Complete
Investigations
PRV Annual Contractor Contractor Not Required
Maintenance report, input in
ArcReader
Pump out New in 2013 Spreadsheet Not started—
Chambers requirements
not yet known
Notes:
1. Many of the maintenance programs generate follow-up work/repairs (e.g. closing the
loop that the problem identified was fixed and is no longer an issue).
2. Now able to edit attribute data in CityWorks.
3. Maintenance programs require significant data entry to generate follow-up work
orders. A mobile solution is required. A pilot mobile project is anticipated for mid-
2015
11 - 18
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