HomeMy WebLinkAboutINS-16-018 - Drinking Water Quality Management Standard DWQMA
REPORT TO: Community & Infrastructure Services
DATE OF MEETING: March 7, 2016
SUBMITTED BY: Wally Malcolm, Director Utilities, 519-741-2600 x4538
PREPARED BY: Matt Ryan, Acting Utilities Water Engineer, 519-741-2600 x4408
WARD(S) INVOLVED: All
DATE OF REPORT: February 17, 2016
REPORT NO.: INS-16-018
SUBJECT:Drinking Water Quality Management Standard (DWQMS) –
Management Review Summary for 2015
___________________________________________________________________________
RECOMMENDATION:
That the annual Management Review Summary for 2015, as outlined in Infrastructure
Services Department report INS-16-018, be received for information in accordance with
the requirements of the Drinking Water Quality Management Standard (DWQMS) under
the Safe Drinking Water Act, 2002.
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 andRegulation 188/07, 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.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
14 - 1
REPORT:
This report represents the annual Management Review Summary for 2015 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”.
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 Matt Ryan and Parmi Takk on February 17, 2016 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 2015
The Ministry of the Environment and Climate Change (MOECC) Compliance Audit was
performed in 2015. We received a score of 100%.
No non-conformances were found from the external surveillance audit of the Drinking
Water Quality Management System (DWQMS).
The winter of 2015 was once again very challenging for staff responding to watermain
breaks and frozen services. With the support of contracted services we were able to
manage the requirements of an abnormal winter. In regards to watermain breaks our
tendered contractor completed 9% of the watermain breaks. In regards to frozen water
services, our tendered contractors performed 46% of the total spent on frozen services.
Completed a major revision of Entry Level Water Training Program.
Hired three Water Distribution Technicians (WDT) to replace retirees as part of newly
formed Customer Connections Group.
Installation of one water quality sampling station at 15 Eaglecrest St. (Falconridge area).
Collaboration with the Region and other municipalities in development of a Criticality
Analysis to define key infrastructure and aid in the asset renewal program.
Commencement of a Water Rate Study collaboratively with the City of Waterloo to
ensure the financial sustainability of the system.
Continued with the water chamber inspection program (includes documentation of
whether water was present, condition, identification of any air relief valves, hydro in the
chamber and follow-up work).
Continued with the SAP project (meter shop).
Preformed mapping (ArcReader)/Laptop training with Construction and Maintenance
staff.
Participated in the National Water & Wastewater Benchmarking Initiative (NWWBI).
Increased customer education on the Kitchener Utilities website, in regards to backflow
prevention, curb stop repairs, leak responsibilities and poor pressure.
Severed the water system operational relationship between The City of Kitchener and
Township of Wilmot for the operation of the Mannheim/Shingletown distribution system.
This will ease the regulatory requirements of operating two systems.
Commenced the use of a pressure data logger to better track pressure fluctuations in
key areas.
14 - 2
Implemented a valve replacement program to address the backlog of broken valves.
Increased public communication related to condition of old infrastructure and resulting
main breaks. Conducted a State of the Infrastructure presentation with Council.
Commenced use of tablets (CityWorks Mobile Pilot Program) with Construction &
Maintenance (C&M) staff.
A 3 to 11 shift was implemented in 2015 to assist with the ongoing maintenance
program.
Summary
Water consumption is decreasing across the Region due to decreased industrial usage and
increased use of low flow efficient fixtures. Average consumption is approximately
33
204m/year compared to the historic value of 250m/year. The downside to this, is that
there are many fixed operational costs not related to consumption. For example; regular
operational maintenance costs are the same regardless of consumption (see Water
Purchases and Sold graph for trend). The Water Rate Study will develop a rate structure
that will account for the decreasing revenue (decreasing consumption) with fixed/growing
operational costs related to a growing system.
There is a problem with watermains in the range of 25-49 years old, which consists of
approximately 37% of the system. This era of watermain, particularly the ductile iron (291
km) is not reaching the 80 year expected life, 50 years is more likely. This is due to a
manufacturing change that resulted in thinner walled pipe, which has resulted in increased
failures to these watermains (see graphs/map at end of the report).
Valves have an expected life of 40 years (33% of the valves are beyond their expected life –
2,238). This results in increased watermain repair costs and customer disruptions due to
valve failure. The recently approved water rate increase will provide money to start
addressing this issue.
Reactive maintenance hours including main break repairs as a percentage of total
operational and maintenance hours is approximately 67%. This 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
frozen services. Preventative maintenance includes valve operation, hydrant operating
checks, watermain cleaning and flushing.
There were 332 frozen services experienced in 2015.
There are increases in Operation and Maintenance costs (O&M) due to the growth of the
system e.g., number of hydrants that require annual maintenance, valves to be operated,
increased costs related to increased geographic distances for travel, etc.
Although significant improvements have been made, considerable effort in entering the
assets and condition information into CityWorks is still required to support the DWQMS
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). The
mobile solution is anticipated to start in 2016.
There are several maintenance programs pertaining to the water system (Table 1). Targets
were not met for valve turning again in 2015. Approximately 10% of valves were turned. A
portion (62%) of water hydrant inspections was contracted out. The winter resulted in a
great deal more emergency response (watermain breaks and frozen services). Usually
there is a spring gap between emergency work and the construction season to complete
14 - 3
maintenance. This typical spring window was not observed due to the extended winter of
2015.
It is anticipated that mobile solutions for maintenance programs will assist with efficiency of
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 not allow us to
ensure all identified risks have proper premise isolation. Approximately 4,660 properties
require premise isolation. Currently, only 1886 properties have proper premise isolation.
The new WDT positions will assist with the backflow program once they receive the proper
training. This is expected to be completed by the middle of 2016.
Work Program for 2016
Hiring additional WDT positions.
Switch to AMANDA system for backflow prevention program to have access to up-to-date
property ownership information.
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. This
will allow us to further our ability of determining 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.
Co-ordination and review of many areas of the Light Rail Transit project. Including the
review of temporary watermain commissioning plans, new watermain commissioning plans
and overall guidance regarding water infrastructure. The areas of focus for 2016 are King
St, Charles St, Duke St, Frederick St, Hayward Ave, Overland Dr., and Victoria St.
Benchmarking – working with CityWorks, GIS & Finance to develop and extract reports with
revised supplemental information, including insertion of maps and record change forms.
Development of a strategy to manage the watermain replacement backlog (trenchless or full
replacement).
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.
Continuation of a Water Rate Study in conjunction with the City of Waterloo.
Increase customer awareness regarding infrastructure by way of videos and website
improvements.
Working with University of Waterloo on managing water loss in Urban Water Systems.
Continue with Region wide initiative to identify critical watermain infrastructure.
Conduct a condition assessment (wall thickness) using an inline non-destructive inspection
technique.
Highland Road watermain extension and looping to improve water quality.
Ottawa St S., watermain extension from Elmsdale Dr. to Howland Dr. to improve water
quality and flow.
River Rd at King St E watermain installation to provide secondary feed to the area.
14 - 4
Ongoing review and support for 12 full reconstruction projects scheduled for 2016.
Implementation, work procedure development and training on the new MOECC regulation
regarding categorization and sampling requirements for watermain breaks.
Evaluate the efficiency and effectiveness of our valve maintenance program.
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:
Cynthia Fletcher, Executive Director, Infrastructure Services
Department
14 - 5
DATE: February 17, 2016
TIME: 1:00pm — 3:00pm
LOCATION: Room A136
IN ATTENDANCE: Wally Malcolm, Tammer Gaber, Matt Ryan, Parmi Takk
Accomplishments During 2015
The Ministry of the Environment and Climate Change (MOECC) Compliance Audit was
performed in 2015. We received a score of 100%.
No non-conformances were found from the external surveillance audit of the Drinking
Water Quality Management System (DWQMS).
The winter of 2015 was once again very challenging for staff responding to watermain
breaks and frozen services. With the support of contracted services we were able to
manage the requirements of an abnormal winter. In regards to watermain breaks our
tendered contractor completed 9% of the watermain breaks. In regards to frozen water
services, our tendered contractors performed 46% of the total spent on frozen services.
Completed a major revision of Entry Level Water Training Program.
Hired three Water Distribution Technicians (WDT) to replace retirees as part of newly
formed Customer Connections Group.
Installation of one water quality sampling station at 15 Eaglecrest St. (Falconridge area).
Collaboration with the Region and other municipalities in development of a Criticality
Analysis to define key infrastructure and aid in the asset renewal program.
Commencement of a Water Rate Study collaboratively with the City of Waterloo to
ensure the financial sustainability of the system.
Continued with the water chamber inspection program (includes documentation of
whether water was present, condition, identification of any air relief valves, hydro in the
chamber and follow-up work).
Continued with the SAP project (meter shop).
Preformed mapping (ArcReader)/Laptop training with Construction and Maintenance
staff.
Participated in the National Water & Wastewater Benchmarking Initiative (NWWBI).
Increased customer education on the Kitchener Utilities website, in regards to backflow
prevention, curb stop repairs, leak responsibilities and poor pressure.
Severed the water system operational relationship between The City of Kitchener and
Township of Wilmot for the operation of the Mannheim/Shingletown distribution system.
This will ease the regulatory requirements of operating two systems.
Commenced the use of a pressure data logger to better track pressure fluctuations in key
areas.
Implemented a valve replacement program to address the backlog of broken valves.
Increased public communication related to condition of old infrastructure and resulting
main breaks. Conducted a State of the Infrastructure presentation with Council.
Commenced use of tablets (CityWorks Mobile Pilot Program) with Construction &
Maintenance (C&M) staff.
A 3 to 11 shift was implemented in 2015 to assist with the ongoing maintenance program.
14 - 6
Summary
Water consumption is decreasing across the Region due to decreased industrial usage and
increased use of low flow efficient fixtures. Average consumption is approximately
204m/year compared to the historic value of 250m/year. The downside to this, is that
33
there are many fixed operational costs not related to consumption. For example; regular
operational maintenance costs are the same regardless of consumption (see Water Purchases
and Sold graph for trend). The Water Rate Study will develop a rate structure that will
account for the decreasing revenue (decreasing consumption) with fixed/growing operational
costs related to a growing system.
There is a problem with watermains in the range of 25-49 years old, which consists of
approximately 37% of the system. This era of watermain, particularly the ductile iron (291
km) is not reaching the 80 year expected life, 50 years is more likely. This is due to a
manufacturing change that resulted in thinner walled pipe, which has resulted in increased
failures to these watermains (see graphs/map at end of the report).
Valves have an expected life of 40 years (33% of the valves are beyond their expected life —
2,238). This results in increased watermain repair costs and customer disruptions due to valve
failure. The recently approved water rate increase will provide money to start addressing this
issue.
Reactive maintenance hours including main break repairs as a percentage of total operational
and maintenance hours is approximately 67%. This 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 frozen services.
Preventative maintenance includes valve operation, hydrant operating checks, watermain
cleaning and flushing.
There were 332 frozen services experienced in 2015.
There are increases in Operation and Maintenance costs (O&M) due to the growth of the
system e.g., number of hydrants that require annual maintenance, valves to be operated,
increased costs related to increased geographic distances for travel, etc.
Although significant improvements have been made, considerable effort in entering the assets
and condition information into CityWorks is still required to support the DWQMS
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). The mobile
solution is anticipated to start in 2016.
There are several maintenance programs pertaining to the water system (Table 1). Targets
were not met for valve turning again in 2015. Approximately 10% of valves were turned. A
portion (62%) of water hydrant inspections was contracted out. The winter resulted in a
great deal more emergency response (watermain breaks and frozen services). Usually there is
a spring gap between emergency work and the construction season to complete maintenance.
This typical spring window was not observed due to the extended winter of 2015.
It is anticipated that mobile solutions for maintenance programs will assist with efficiency of
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 not allow us to
14 - 7
ensure all identified risks have proper premise isolation. Approximately 4,660 properties
require premise isolation. Currently, only 1886 properties have proper premise isolation.
The new WDT positions will assist with the backflow program once they receive the proper
training. This is expected to be completed by the middle of 2016.
Work Program for 2016
Hiring additional WDT positions.
Switch to AMANDA system for backflow prevention program to have access to up-to-date
property ownership information.
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. This
will allow us to further our ability of determining 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.
Co-ordination and review of many areas of the Light Rail Transit project. Including the
review of temporary watermain commissioning plans, new watermain commissioning plans
and overall guidance regarding water infrastructure. The areas of focus for 2016 are King St,
Charles St, Duke St, Frederick St, Hayward Ave, Overland Dr., and Victoria St.
Benchmarking — working with CityWorks, GIS & Finance to develop and extract reports with
revised supplemental information, including insertion of maps and record change forms.
Development of a strategy to manage the watermain replacement backlog (trenchless or full
replacement).
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.
Continuation of a Water Rate Study in conjunction with the City of Waterloo.
Increase customer awareness regarding infrastructure by way of videos and website
improvements.
Working with University of Waterloo on managing water loss in Urban Water Systems.
Continue with Region wide initiative to identify critical watermain infrastructure.
Conduct a condition assessment (wall thickness) using an inline non-destructive inspection
technique.
Highland Road watermain extension and looping to improve water quality.
Ottawa St S., watermain extension from Elmsdale Dr. to Howland Dr. to improve water
quality and flow.
River Rd at King St E watermain installation to provide secondary feed to the area.
Ongoing review and support for 12 full reconstruction projects scheduled for 2016.
Implementation, work procedure development and training on the new MOECC regulation
regarding categorization and sampling requirements for watermain breaks.
Evaluate the efficiency and effectiveness of our valve maintenance program.
14 - 8
List of Acronyms
MOECC — Ministry of the Environment and Climate Change
DWQMS — Drinking Water Quality Management System
WDT — Water Distribution Technician
NWWBI — National Water & Wastewater Benchmarking Initiative
C&M — Construction and Maintenance staff
O&M — Operations and Maintenance costs
GIS — Geographical Information System
AWQI — Adverse Water Quality Incident
BWA — Boil Water Advisory
PRV — Pressure Regulating Valve / Pressure Relief Valve
BFP — Backflow Prevention Program
LRT — Light Rapid Transit
14 - 9
Item Item Discussed Action By Timing
#
1.
Incidents of Regulatory Non-Compliance
The MOECC Inspection was conducted the week of November 23,
2015 and covers the period from February 1 to November 2015. We
Water
did not receive any non-compliances but were reminded to review
Engineer and May
QMS 2016
proper logbook procedures with Operators before the next
Specialist
inspection and to revise procedures related to the new mainbreak
procedure prior to May 2016. We received a final inspection rating
of 100%.
2.
Incidents of Adverse Drinking Water Tests
There were 24 Adverse Water Quality Incidents (AWQI) during
2015, 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 self-imposed Boil Water Advisories (BWA).
There were three precautionary BWA events (Apr 23-26; Sept 27-Oct
1 & Oct 15-17). Two were due to potential sewer contamination and
one was due to the presence of total coliform.
There were 7 locations with lead exceedances in the plumbing system
No Further
and none in the distribution system in 2015. Therefore, we can
Action
continue to complete a reduced lead sampling program in 2016. A
Required —
summary of the lead exceedances is provided below:
Information
1.At one location the Lead result after filter was below
Only
reporting limit of 1.0 ug/L.
2.Four locations were resampled and had results (of both
samples collected at each location) below the lead
exceedance limit (10 ug/L).
3.At one location the owner did not want a resample and
stated they would have a plumber check the plumbing.
4.The last location has a history of elevated lead levels and
this service line is not used for drinking water.
Graphs have been provided at the end of the report.
3.
Deviations from Critical Control Points Limits and Response Actions
There were 139 watermain breaks in 2015. Incident debriefs are
completed for watermain breaks. The average number of watermain
breaks per 100km is steadily increasing and is well above the
Municipal average (as per Benchmarking program). Watermain
break information is available in GIS and is updated at least annually.
No Further
This information helps to determine priorities for replacement due to
Action
condition (see graphs at end of report — yearly comparison of breaks
Required —
and breaks by pipe material).
Information
The Average Number of Units Affected per Watermain Break and
Only
Average Number of Hours Without Water per Watermain Break for
years 2011 to 2015 can be seen in the attached graphs. 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 had steadily increased with a decrease in
2015 (see attached graphs).
Water loss for 2015 was 11.3%; the MOECC target is 10%. The
14 - 10
Item Item Discussed Action By Timing
#
water loss has steadily been increasing over the past few years. This
is discussed further in the maintenance section (item #17) below.
There were 332 frozen services during the winter of 2015. The total
cost to thaw these services or to run by-pass hoses to neighbouring
properties was $268,000 (of which $124,500 was contractor
plumber costs, the remainder was C&M staff and material costs). The
additional cost of lost revenue was $139,200 for water and $156,200
for sewer. The lost revenue costs are because the two properties
(donor and receiver) are put on minimum billing and are asked to
keep their water running, so the lines do not re-freeze. The cost does
not include meter shop time/administrative time. During 2015 some
of the previously frozen services were replaced during reconstruction
and some are planned to be replaced as part of future reconstruction.
4.
Efficacy of the Risk Assessment Process
A risk assessment was completed on July 20, 2015. The purpose of
the risk assessment was to brainstorm potential risks and identify
counter measures, where appropriate. The following is a summary of
changes made to the risk assessment in 2015:
Five additional potential risks were added:
o
Risk of Water Hammer effect,
Tapping without C&M staff present,
Not using an updated document or unable to find a
document,
Incomplete/missing paperwork, and
No Further
Failure to update ArcReader, potentially resulting in
Action
inaccurate locates.
Required —
There are 4 Critical Control points:
o
Information
Exceeding legislated limits in the distribution system,
Only
Chamber full of water with air relief valve,
Backflow and back siphonage, and
Unauthorized hydrant use.
Two of the critical control points have associated emergency
procedures, and two are addressed via a revised By-Law.
Commenced preparing a procedure to address a chamber full of
water with an air relief valve.
We reduced the risk rating related to a main break in supply to
o
the southeastern end of City since a pressure relief valve
(PRV) was installed in 2014.
Summary of Cross Connection Program (includes the Bulk Water Fill)
as of end of 2015: 1,886 services are protected by Backflow
Prevention (BFP) devices (premise isolation) and a total of 2,610
devices (includes internal devices) are tracked. Approximately 4,660
properties require premise isolation (see graph at end of Report).
14 - 11
Item Item Discussed Action By Timing
#
5.
Results of DWQMS Internal and External Audits
An External Audit was completed by an external contractor (SAI
No Further
Global) on May 5 and 6, 2015. No non-conformances were
Action
found related to this surveillance audit.
Required —
Elements of the standard are internally audited monthly from
Information
September to March. We have moved towards process audits
Only
rather than elemental audits. To date for the 2015/2016 there are
no non-conformances.
6.
Results of Emergency Response Training/Testing
A new Emergency Training program was developed and staff are to
On Going
be trained every three years. The last training was completed in
Training —
December 2014/January 2015. Training will once again be
Information
completed with staff in November/December 2017.
Only
In addition, debriefs are also completed for selected events. For
example, Boil Water and Drinking Water Advisories to improve our
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 Pressure Regulating Valve÷s. This is an issue causing
Engineer/
damage and an action plan for affected residents is required. There is a
2016
Region
Regional Master Plan where this issue has been brought forward. The Master
Plan was expected to be complete in July 2012; however, it was completed
in 2015. We will be discussing an approach to this situation with the Region
in 2016.
8.
National Water & Wastewater Benchmarking Initiative (NWWBI) — 2014 For
Information
Data
National benchmarking allows for comparisons between Kitchener and
other municipalities across Canada.
Kitchener Utilities participated in the NWWBI for the third year; results
related to this initiative were not available at the time of this report, as
the project is ongoing.
14 - 12
Item Item Discussed Action By Timing
#
9.
Follow-up Action Items from Previous Management Reviews
Data entry/inspection development continues.
Laptops with direct CityWorks inspection data entry capability is
CityWorks Ongoing
required. In 2015, a pilot program was started. Continuation of
Team
pilot program and expansion expected in 2016. See Table 1 for the
list of maintenance programs.
Broken water valves should be replaced. There are ongoing
Region/ Ongoing
meetings with the Region regarding broken valves. A work plan has
Engineer
been started and will be finalized based on the findings of the
criticality analysis.
Joint Supervisor/Top Management meetings to discuss changes —
ongoing.
Backflow Prevention — we are moving forward with the
Engineer/ 2016
implementation of AMANDA as the backflow data repository. The
AMANDA
potential of a user entry portal website will be discussed once
team
AMANDA is implemented. Need to decrease the administrative load
on the Cross Connection Specialist to increase the rate of properties
with protection. The current rate of compliance will not allow us to
ensure all identified risks have proper premise isolation.
10.
Status of Action Items Identified Between Management Reviews For
Information
Smaller scale management reviews are targeted to be completed 2-3
times during the year, in addition to the year-end review so fewer
action items are identified between reviews.
11.
Regulatory Changes
A new Watermain Disinfection Procedure will come into effect in
May 2016. It will require changes to the watermain break procedure,
debrief form and Kitchener Utilities classification of an Operator-in-
Charge. In addition, training will be rolled out to staff outlining the
Engineer/
2015
changes.
QMS
Specialist
Proposed changes to the Region of Waterloo Public Health Adverse
Drinking Water Quality Incidents Communication Protocol
Regulation 170/03 were implemented into our Procedures in 2015.
Proposed Health Canada document for Guidance for Issuing and
Rescinding Boil Water Advisories is expected to be released in 2016.
2016
This may have an impact on our BWA response protocols.
12.
Changes that May Affect DWQMS
Watermain Disinfection Procedure — see above
Engineer
Regulated Drinking Water Systems and the Building Code Act — some
discussion regarding condos and definitions of private water,
financial responsibilities with respect to maintenance of the water
service.
QMS
MOECC looking into making changes to DWQMS Program, minor
Specialist
changes, mainly regarding Continual Improvement and accounting
for Climate Change as part of the Risk Assessment.
14 - 13
Item Item Discussed Action By Timing
#
13.
Consumer Feedback
A process was previously developed in CityWorks to capture
No Further
customer complaints (see chart at back of report). This consists of
Action
Problem, Cause and Remedy and is working well.
Required —
Information
Additional information has been provided on the website to educate
Only
customers in dealing with backflow prevention, curb stop repairs,
leak responsibilities and poor pressure situations.
14.
Resources Needed to Maintain the DWQMS
Additional laptops/tablets are required to implement our mobile
computing needs for maintenance programs.
Top
A mobile solution for inspection data entry would decrease
Management
administrative assistance.
A document management system to handle the growing number of
documents required to maintain the DWQMS is required.
Increased reporting capabilities of CityWorks allow for better report
generation for benchmarking regarding maintenance effectiveness.
15.
Results of Infrastructure Review
Held meetings to finalize the 2015 reconstruction projects with both
the Region and Asset Management.
There is a problem with watermains in the range of 25-49 years old,
which consists of 37% of the system. This era of watermain,
No Further
particularly the ductile iron (291 km) is not reaching the 80 year
Action
expected life, 50 years is more likely. This is due to the
Required —
manufacturing change resulting in thinner walled pipe, which has
Information
resulted in increased failures to these watermains. (See graphs/map at
Only
end of the report).
Valves have an expected life of 40 years (33% of the valves are older
— 2,238). This results in increased watermain repair costs and
customer disruptions due to valve failure (see graph).
A Trenchless Watermain Program/Watermain Replacement Program
is required to address the backlog of watermains that 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 the south of Kitchener. On-going meetings with the Region
and City÷s Development group are conducted to ensure these
recommendations are incorporated into 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 is conducting an Environmental Assessment to install a
750mm trunk zone 4 watermain from Mannheim Water Treatment
Plant to Strasburg Road.
Undergoing a criticality analysis to answer the question -”Which
watermains will have the greatest impact to the City/Region, should
Utilities 2016
a break occur‘. Areas to consider include — singe feeds, watermains
Engineer/
under expressways/rivers, key customers, size of main, bottle necks in
QMS
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Item Item Discussed Action By Timing
#
the system & feeds to other municipalities. The Region÷s Water Specialist
Supply and Distribution Operations Master Plan may impact
infrastructure requirements.Utilities
Engineer/ 2016
Undertaking a water rate study in conjunction with the City of
QMS
Waterloo — consumption is decreasing yet there are many fixed costs
Specialist
and the size of the system is increasing.
16.
Summary of Maintenance (see Table 1 for list of maintenance programs)
Hydrant maintenance - spring and fall for all hydrants (included
Mannheim/Shingletown) was completed - a contractor was hired to
assist. Follow-up work based on 2015 inspections is ongoing.
Hydrant painting of approximately 285 hydrants was completed
based on the results of inspection. Hydrant painting is planned for
2016.
Dead end main flushing (included 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 2015 due to a difficult
winter. A 3-11 shift was implemented in 2015 to assist with the
maintenance program. The shift is also providing better coordination
of emergency shut-downs.
Follow-up valve repairs are an issue. Part of the issue was that valve
No Further
data had not been entered to allow follow-up work orders. This has
Action
since been corrected. A valve replacement program was
Required —
implemented in 2015. In addition to reconstruction projects, a total
Information
of 23 valves were replaced in 2015. An effort was made to have
Only
these broken valves mapped in ArcReader.
Leak detection survey — 1/3 of city completed each year. Follow-up is
completed on identified leaks (in 2015, 335km of mains were
surveyed resulting in the identification of 2 watermain/service leaks,
6 secondary valve leaks and 11 hydrant leaks).
Anodes are installed on existing watermains whenever they are
exposed (e.g. watermain breaks, valve repairs, hydrant repairs)
Pressure regulating valve maintenance was completed in 2015.
Engineer/ 2016
Chamber pump outs were a new item added to the maintenance
Region
schedule in 2013, inspections commenced in 2014. Some issues
include air reliefs under water and significant corrosion to the
materials with the chambers. A strategy needs to be developed to
prioritize and repair. There are 555 chambers in the program.
17.
Effectiveness of Maintenance
No Further
The completion of maintenance, particularly related to valve
operation was again a struggle in 2015. This was partially due to the
difficult winter which delayed/stopped normal spring maintenance.
Approximately 33% of the valves are older than their expected life
of 40 years, 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.
The effectiveness of the maintenance program is determined by the
following factors (see graphs at end of report):
Number of Adverse Water Quality Incidents,
Water loss,
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Item Item Discussed Action By Timing
#
Water quality complaints,
Action
Number of watermain breaks,
Required —
Average number of units affected and average number of hours
Information
without water per main break, and
Only
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
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 (for
example, valve maintenance).
Mannheim/Shingletown
There were no watermain breaks in Mannheim/Shingletown in 2015
for the period that the City of Kitchener operated the system.
Kitchener is not responsible for reporting AWQIs for the
Mannheim/Shingletown system.
18.
Operational Plan
No Further
There were no significant changes to the Operational Plan, however
Action
there have been new work instructions and forms developed as part
Required —
of the continuous improvement. Watermain ownership has been
Information
summarized in the Operational Plan.
Only
The Mannheim/Shingletown Operational Plan and all associated
documents were removed from the system as of July 2015.
19.
Staff Suggestions
Engineer/
ArcReader training — ongoing.
QMS
Staff recommended additional laptops since the mapping tool
Specialist
(ArcReader) and all the work procedures are located on the laptop.
Purchase new pump for watermain breaks.
Purchase new 24‘ guillotine watermain cutting saw.
20.
Other
A copy of this Management Review is to be provided to the
Township of Wilmot.
Water consumption has steadily decreased. Currently investigating a
2016
Fixed Rate funding model since many operating expenses are
Water
incurred regardless of consumption.
Engineer/
QMS
Currently conducting a Criticality Analysis in conjunction with the
Specialist
Region and adjacent municipalities to determine critical water
infrastructure assets to better guide the capital replacement program.
Added a fee to contractors when samples on temporary or new
watermains fail.
Met with the regular private water samplers (for reconstruction and
new subdivision projects) to go over the City÷s expectations.
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Item Item Discussed Action By Timing
#
21.
Summary of Infrastructure (end of 2015)
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. 2015 reconstruction projects will not be mapped
until 2016, similar with development).
No Further
4,197 hydrants.
Action
884km of watermain — 751km Kitchener owned, 25km Dual owned,
Required —
and 107km Regional owned (23km is supply).
Information
7,306 valves — 6,747 Kitchener owned, 139 Dual and 420 Regional
Only
owned.
64,232 water meters in service.
A breakdown of watermain infrastructure by age and material are
included at the back of the report.
Charts representing the growth of the system are included at the back
of the report.
22.
Next Meeting
Tammer
March
Council date for Summary of Management Review — March 7, 2016
Gaber & Matt
2016
Ryan
Please report any errors or omissions.
Report prepared by: Matt Ryan & Parmi Takk
14 - 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.
(~2500 valves loop on Require a
/year) inspections for mobile solution.
follow-up
Dead End Main Spring (all), Fall Spreadsheets. Moderate data Ongoing
Flushing (trouble Hydrants and entry required.
locations) blow-offs are Require a
identified in mobile solution.
CityWorks,
Spring Hydrant All hydrants In CityWorks, Significant data Complete
Checks every spring follow-up work entry required.
can be created Require a
mobile solution
Fall Hydrant All hydrants In CityWorks,
Significant data Complete
Checks every fall 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 Not Required
Follow-up is in Contractor
every 3 years CityWorks
(300km/year)
Watermain Ongoing
Every year Spreadsheet
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 Under review 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.
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Number* of AWQIs
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Number of Excceances
14 - 21
Number of Complaints
14 - 22
Number of Devices
14 - 23
)Total Water (m
3
14 - 24
% Unaccounted for Water
14 - 25
Number of Watermain Breaks
14 - 26
Breaks/100km
14 - 27
0123456
Hours Without Water
0510152025
Number of Affected Units
14 - 28
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Watermainkm
14 - 32
Hydrantsof#
Valvesof#
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