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Iona Island Wastewater Treatment Plant ProjectsPROJECT DEFINITION UPDATEJerry Dobrovolny, P.Eng., MBACOMMISSIONER / CAO
Liquid Waste Committee, July 15, 202146344186
Presentation - Program Narrative Workshop - IIWWTP - 02-17-21
Peter Navratil, P.Eng., MPA Cheryl Nelms, P.Eng., Ph.D.GM, LIQUID WASTE SERVICES GM, PROJECT DELIVERY
5.1
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OUTLINE
2
1. How we got to here2. Project definition3. July 2020 Board-endorsed Design Concept4. Challenges identified since July 20205. Addressing challenges
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3
Iona Island Wastewater Treatment Plant Projects Video Link:
http://www.metrovancouver.org/services/liquid-waste/projects-initiatives/iona-island-wwtp-project/Pages/default.aspx
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PROTECTING PUBLIC HEALTH & THE ENVIRONMENT
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Project Definition
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PROJECT DEFINITION GOALS
Wastewater Treatment
Community and Park Integration
Resource Recovery
December 31, 2030 – Federal and Provincial Regulatory Deadline
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PROJECT DEFINITION PROCESS
7
• Interdepartmental Metro Vancouver team• Multi-disciplinary consultant team• Integrated design process (8 workshops)• Public and First Nations engagement• Structured decision making (trade-off
analysis – 3 concepts)
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EVALUATION OF CONCEPTS – 2020
8
Criteria Concept 1Base Secondary
Concept 2Tertiary Filtration
Concept 3 Tertiary MBR
Operational Complexity Medium Low High
Maintenance Requirements High Low High
Health and Safety Risks High Low High
Odour Release Risks High Medium Low
Footprint Large Medium Small
Ability to Adopt Future Technological Innovations Medium High Low
Net Energy Use Medium Low High
Greenhouse Gas Emissions Medium Low High
Capital Costs (2020 Dollars) Highest Lowest Medium
Annual Operating Cost Medium Lowest Highest
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July 2020 Board-endorsed Design Concept
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JULY 2020 BOARD-ENDORSED DESIGN CONCEPT
• Tertiary-level treatment (disk filtration), odour control, climate-change resiliency, adaptability to future technologies
• Further exploration of resource recovery opportunities
• Range of ecological projects
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THE NEW TREATMENT PLANT
11
• Biologically enhanced primary treatment
• Activated sludge secondary treatment followed by clarification
• Tertiary filtration and UV disinfection• Reuse of existing assets• Effluent reuse for heat, district
energy and reclaimed water • Biogas upgraded to biomethane
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RESOURCE RECOVERY OPPORTUNITIES
12
Inputs Recovered Resources
Wastewater
Trucked Liquid Waste
Iona Island Wastewater Treatment Plant
Reclaimed Water(Onsite and Offsite use)
Effluent Heat Recovery(Onsite heating needs and export to District Energy System)
Renewable Natural Gas (Export to grid)
Biosolids(Land application and low-carbon fuel)
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THE ECOLOGICAL RESTORATION PROJECTS
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aa
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Challenges identified since July 2020
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Focus shifted to:TRANSITION TO DELIVERY
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• Advancing Design Concept • Constructability review• Off-site and enabling project requirements• Delivery strategy and options• Risk assessment• Schedule refinement• Class 3 cost estimates • Applying new Metro Vancouver cost-
estimating framework
Possible crane locations (24) on a tight site
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CHALLENGES
16
• Constructability• Regional solids management• Schedule constraints
Significantly higher than anticipated cost estimates
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DESIGN CONCEPT DELIVERY SCHEDULE
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Regulatory Deadline = 31 December 2030 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
Revised PDR to Board
PMC Services Award
WWTP Design
Biosolids Stockpile Removal
Early & Enabling Works
Ground Improvements & Preload
Liquid Waste Treatment Upgrades
Secondary Treatment Compliance
Additional Digestion Capacity
Ecological Projects
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DESIGN CONCEPT – PRELIMINARY COST ESTIMATE
18
$ shown in billions
Total Project Costs (2021 dollars) $6.7
Total Estimated Costs (over 20-year duration of projects including escalation and risk reserve) $10.4
range - low $8.7 range - high $11.4
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COST ESTIMATE BY PHASE – DESIGN CONCEPT
19
PHASE 12021 – 2025
PHASE 22026 – 2034
PHASE 32035 – 2042
$750 M $6.7 B $3.0 B
• Early works • Ground improvements• Access roads and utilities• Ecological projects
• Complete early works• Replace preliminary and
primary liquid treatment facilities
• Upgrade liquid stream to secondary/tertiary treatment
• Re-use of existing solids treatment facilities
• Ecological projects
• Two new digesters for extra sludge from liquid treatment process upgrades
• Ecological projects
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COST ESTIMATE BY KEY COMPONENTS
20
Replace Existing Primary – 36%
Secondary & Tertiary – 52%
Access, Utilities, other Upgrades – 6%
Resource Recovery – 4%
Ecological Restoration & Community Amenities– 3%
Ground improvements and seismic resiliency ~ 20% of total costs
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July 2020 Design ConceptPRELIMINARY HOUSEHOLD IMPACTS
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• Determining ratepayer impacts is challenging for such a complex, lengthy project
• Average impact on Vancouver Sewerage Area households, based on Design Concept costs and cash flows, estimated to be in the order of additional $400 to $500 annually, calculated on a present value basis
• Other sewerage areas in the order of an additional $60 to $115 annually
• Further analysis on financial impact will continue to be undertaken as project definition work continues to be refined
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Addressing Challenges
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Value Engineering – Challenge Review
VALUE ENGINEERING & ALTERNATIVES
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• Further evaluation of options, incorporating value engineering findings
• Revised structured decision-making process • Recommend a Revised Design Concept for Board
consideration
• Blue-ribbon panel - subject matter experts not involved in project definition
• Challenge design concept to look for cost savings and value-added opportunities
• Revisit alternative technologies, site footprint and address constructability challenges
Development of a Revised Design Concept
Blue-Ribbon PanelRoy Simm – StantecKen Abraham – HDR
Viji Fernando – GolderFrank Margitan (Rtd) – Kiewit
Jeff Plant – Major Projects AdvisorPippa Brasher – Scape Studio
Brendan Avery – Francl ArchitectureShannon Katt – PMA Consultants
Ryan Ziels – UBC
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Critical activities – independent of ongoing evaluations – are continuing PRIORITY DELIVERY ACTIVITIES
24
• Removal of biosolids stockpiles and dewatering of sludge lagoons
• Geotechnical and environmental investigations• Technical studies for ecological projects• Wharf for materials transportation • Addressing land tenure issues• Permitting requirements• Exploring synergies with other projects• Updating member jurisdictions • Finalizing agreements with Musqueam
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WORKING WITH MEMBER JURISDICTIONS
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• Monthly updates to VSA jurisdiction staff• Council presentations, as requested• Quarterly updates to FIC, LWC, Board• Regular updates to REAC, RFAC and RAAC• Ongoing engagement on resource recovery opportunities
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RECONCILIATION THROUGH PARTNERSHIP
26
• Apprenticeship training• Employment• Procurement• Economic partnerships
and development opportunities
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Fall 2021PUBLIC AND FIRST NATIONS ENGAGEMENT
27
• Provide project update• Engage on aspects of the projects that
could potentially be revised• Key stakeholders, public, First Nations• Report findings to committees and
Board in November
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28
STAGE GATE PROCESS
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COMMITTEE & BOARD REPORTING
29
Nov 2021FIC/LWC/Board
Early 2022FIC/LWC/Board
To present:• Value engineering outcomes• Results of options evaluation• Recommended revised design concept
Recommendation: Approve revised design concept; staff to finalize PDR with refined schedule and budget
To present:• Final PDR• Revised design concept w/ Class 3
cost estimates/budget, schedule, and delivery strategy
Recommendation: Approve indicative design and budget
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Successful delivery of the IIWWTP projects over the next 20 years will:WHAT SUCCESS LOOKS LIKE
30
• Provide reliable tertiary wastewater treatment for generations to come
• Enhance protection of human health and the marine environment
• Significantly improve water quality in the Salish Sea and Fraser River estuary
• Enhance protection of salmon and southern resident killer whales
• Meaningfully integrate Musqueam cultural values and interests
• Stimulate the local economy through job creation Provide these far-reaching benefits in a
financially responsible manner
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Discussion31 of 60
Draft Liquid Waste Services 2022-2026 Capital Plan
Peter NavratilGeneral Manager, Liquid Waste Services
Liquid Waste Committee, July 15, 202146220315
Annacis Island Wastewater Treatment Plant
5.2
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Liquid Waste ServicesCUSTOMER LEVEL OF SERVICE OBJECTIVES
2
1. Eliminate Discharges from the Sewer System
2. Ensure that Authorized WWTP Discharges Meet RegulatoryRequirements
3. Improve Environmental Stewardship(Nutrient Recovery, Energy Use, GHG Emissions, Odour Emissions)
4. Minimize Timeline to recover from a Major Event (Seismic, Power Interruption and Climate Change)
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CUSTOMER LEVEL OF SERVICE OBJECTIVES
3
Customer Level of Service Objective KPI Metric Current Target
(2030) Goal
Eliminate Discharges from the Sewer System
Sanitary Sewage Overflow (SSO) events (#) 88 40 0 (2040)
Combined Sewage Overflow (CSO) volume (ML) 34,000 30,000 0 (2075)
Rainfall derived inflow and infiltration (RDII) (ML) 43,500 20,000 0 (2040)
Facilities not meeting basic service or regulations in next 10 years (%) 34% 15% 0% (2035)
Protect Public Health and the Environment –Authorized WWTP Discharges
Duration of events not in compliance with operational certificates & WSER (hrs) 8,760 0 0 (2030)
Recreational water quality (% of tests not meeting criteria) 1.6% 0 0 (??)
Improve Environmental Stewardship
Biosolids beneficially used (%) 99.5% 100% 100% (2030)
Net energy use (GJ / ML Treated) 1.05 0.80 0 (2050)
Net GHG emissions (kg of CO2 / ML treated) 16.2 8.9 0 (2050)
Odour complaints (#) 18 10 0 (2035)
Minimize Timeline to Recover from a Major Event
Targeted assets resilient to seismic event (%) Undefined Defined 100% (2050)
Targeted assets resilient to power outage event (%) 97% 100% 100% (2035)
Targeted assets resilient to climate change event (%) Undefined Defined 100% (2100)
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Liquid Waste ServicesCAPITAL PLAN DRIVERS
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Driver Outcome % 2022-2026Capital Plan
Growth Accommodate population and economic growth 46%
UpgradeProvide enhanced levels of service (e.g. secondary treatment) or achieve a level of service
31%
Maintenance Maintain assets in a state of good repair 16%
Opportunity Reduce life-cycle cost of services, progress Board strategic goals 6%
Resilience Endure impacts resulting from seismic events and climate change 1%
46%Growth
31%Upgrade
16%Maintenance
6%Opportunity
1%Resilience
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5
KEY PROJECTS AND CHANGES - GROWTH
Burnaby Lake North Interceptor
750-2100 mm – 6 km
South Surrey Interceptor Twinning
3000 mm – 2 km
Annacis Island WWTP Digester No.5
Stoney Creek Sanitary Trunk Sewer
750 mm – 4 kmAnnacis Island WWTPDigesters, Delta
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6
KEY PROJECTS AND CHANGES - UPGRADES
Ocean Park Trunk Sewer Air Management Facility
North Surrey Interceptor Flow Management
North Surrey Interceptor Odour Control
New CSO Management GatesNew Westminster Interceptor
Highbury Air Management Facility, Vancouver
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7
AIWWTP Trickling Filters Refurbishment
KEY PROJECTS AND CHANGES - MAINTENANCE
Gilbert/Brighouse Trunk Pressure Sewer
AIWWTP Influent System Remediation
New Westminster Interceptor and Columbia Extension
Rehabilitation
Port Coquitlam PumpStation Refurbishment
North Surrey Interceptor Rehabilitation
LIWWTP Secondary Trickling Filter and Secondary Clarifier
Refurbishment
Crescent Beach Forcemain Replacement
Glen Eagles Pump Stations and Forcemain
Refurbishment
Westridge Pump Stations Refurbishment
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8
KEY PROJECTS AND CHANGES - RESILIENCE
Vancouver Sewerage Area Pump Stations Emergency
Backup Power
IIWWTP, LIWWTP and NLWWTP Emergency Power
Reliability
Sapperton Pump Station Emergency Backup Power
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9
KEY PROJECTS AND CHANGES - OPPORTUNITY
Biosolids DryerLIWWTP Effluent Heat
Recovery
Hydrothermal Processing Pilot
LIWWTP Pilot Digestion Optimization Facility
Lulu Island WWTP Renewable Natural Gas
Facility, Richmond
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10
Northwest Langley Wastewater Treatment Program (Growth)
North Shore WWTP Secondary Upgrade, Conveyance and Decommissioning (Upgrade)
Iona Secondary Wastewater Treatment (Upgrade)
HIGHEST VALUE, RISK AND CONSEQUENCE PROJECTS
AIWWTP Stage 5 Expansion & Outfall System (Growth)
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11
2020 2030
North Shore WWTP Upgrade
Construction
2010
Design
North Shore Land Purchase
Iona Island WWTP Upgrade
Northwest Langley WWTP Expansion
HIGHEST VALUE, RISK AND CONSEQUENCE PROJECTSTIMELINES
Annacis WWTP Stage 5 Expansion
2022-2026FINANCIAL PLAN
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LIQUID WASTE 2022-2026 CAPITAL PLAN
12
62%67% 72% 73%
64%
38% 33% 28% 27% 36%
0%20%40%60%80%
100%
2022 2023 2024 2025 2026
Liquid Waste - HVRC Liquid Waste
2022 2023 2024 2025 2026
Annual Capital Expenditures (millions)
LWS $258.9 $323.5 $296.3 $277.1 $303.3
LWS-HVRC $416.9 $655.6 $762.8 $759.7 $538.9
Drivers:• LWS –130+ projects in 2022-2026 capital plan• Highest Value, Risk and Consequence –
Four projects in the 2022-2026 capital plan
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2022-2026 CAPITAL PLAN EXPENDITURESLIQUID WASTE
13
Overview:• 2022-2026 Capital Plan: $4.6B• 2022 cash flow: $675.8M
Drivers:• Tertiary Treatment Upgrade (NSWWTP / IIWWTP)• FSA Treatment Expansions (AIWWTP / NLWWTP)• Maintenance / Betterments
0200400600800
1,0001,200
2022 2023 2024 2025 2026
Milli
ons
2022 – 2026 Liquid Waste Services Capital Plan
Collections Treatment Plants
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LIQUID WASTE PROPOSED 2022-2026 CAPITAL PLAN
14
($ Millions)
Prior CycleCapital Plan2021-2025
Cashflow2021
Adjustments to 2022-2025 Capital PlanCashflow
2026
DraftCapital Plan2022-2026
Carry-Forward
Deferrals/Accel. Risk Scope Total
$4,205 ($935) $174 ($182) $379 $110 $480 $842 $4,593
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NEXT STEPS
15
1. Incorporate feedback from Committee in the 2022-2026 Capital Plan
2. Present revised 2022-2026 Capital Plan and 2022 Operating and Capital Budgets for Committee consideration in October
3. Continue to examine and implement continuous improvement strategies
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16
Thank you
First Nation Drum – Heather Place Opening
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Wet Weather Surcharge for Inflow and Infiltration Action
Rick GallileeDirector, Shared Services & Strategic Initiatives, LWS
Liquid Waste Committee, July 15, 202146484071
Peter NavratilGeneral Manager, Liquid Waste Services
Sanitary Sewer Overflow
5.3
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The ProblemINFLOW AND INFILTRATION
2
• Frequency of wet weather Sanitary Sewer Overflows (SSOs) is increasing- 25 to 45 over the last 5 years
• Cause of wet weather SSOs is Inflow and Infiltration (I&I)- I&I primarily occurs on private sewer laterals and stormwater piping- Leaks in sewer laterals + connection of stormwater piping to sanitary sewers
• Metro Vancouver solution is expansion of capacity of trunk sewers- Expensive solution compared to addressing issue at source
• MV has had limited success in encouraging source reduction actions
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The ProposalWET WEATHER SURCHARGE AND RESERVE
3
• Wet Weather Surcharge- Incentivize action to address Inflow and Infiltration at source
• Annual Surcharge based on wet weather flow- Small proportion of the GVS&DD Levy
• Establish a dedicated Reserve (not applied to general revenues)- Funding assistance for projects targeted at managing I&I at source- Projects submitted annually- Selection on basis of efficacy of source management of I&I- Allow actions on source management of Fats, Oils & Grease (FOG)
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The PrinciplesWET WEATHER SURCHARGE AND RESERVE
4
• Focused on I&I and FOG source management
• Tier I charge - dedicated reserve for each sewerage area
• Surcharge proportionate to wet weather performance - Municipal and Sewerage Area performance
• Funding not limited by contribution
• Shared funding of projects (50-50)
• Annual review of surcharge and reserve capacity / demand
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Thank you
Sanitary Sewer Overflow
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Engagement Plan for Liquid Waste Development Cost Charge Program UpdateJoe SassDirector, Financial Planning & Operations / Deputy CFO
Liquid Waste Committee July 15, 202146339771
Iona Island Wastewater Treatment Plant, 2017
5.4
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INTRODUCTION
Infrastructure costs due to growth should be paid for by growth development• Board direction – in Board Strategic Plan• Key principle
There is a future funding gap for DCCs for liquid waste services• Growth represents 31% of the liquid waste capital program
If endorsed by the GVS&DD, DCC rates in principle will be used in engagement with relevant levels of government, First Nations, stakeholders, and the public
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Liquid waste capital projectsSYSTEM GROWTH REQUIREMENTS
3
Growing region~1.5% annually
Increasing service demands
Infrastructure expansion
Development pays for growth
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4
Growth Capital
31%
Non-growth Capital69%
Liquid Waste Capital Plan LIQUID WASTE SERVICESGROWTH REQUIREMENTS
$ MillionsGrowth Capital 2,610Non-growth Capital 5,749Total Capital Plan 8,359
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INDUSTRY CAPACITY ANALYSIS
5
Findings regarding development industry’s capacity to absorb DCC rate increases:
• Increased DCC rates can reduce pace of new construction, reducing supply while demand continues, leading to market-wide price increases
• Industry’s capacity by housing type• Single family: significant room through region• Townhouse & apartment: room in some areas but little to none in most Fraser locations• Non-residential: little to none for offices in most locations; mixed results for industrial
• Except for single family, increases need to be modest/low to avoid impacts on financial viability of redevelopment
• Capacity for DCC rate increases likely to increase over time
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Existing and proposedLIQUID WASTE DCC RATES
7
Sewerage Area
Single-Family(per unit)
Townhouse(per unit)
Apartment(per unit)
Non-Residential(per ft2 of floor area)
Existing Proposed(% change) Existing Proposed
(% change) Existing Proposed(% change) Existing Proposed
(% change)
Fraser $5,428 $6,254(15.2%)
$4,695 $5,390(14.8%)
$3,531 $4,269(20.9%)
$2.67 $3.30(23.6%)
Lulu Island West $2,214 $3,313(49.6%)
$1,915 $2,756(43.9%)
$1,388 $2,042(47.1%)
$1.05 $1.54(46.7%)
North Shore $2,300 $3,300(43.5%)
$2,076 $2,786(34.2%)
$1,416 $2,030(43.4%)
$1.20 $1.67(39.2%)
Vancouver $1,811 $3,335(84.2%)
$1,618 $2,983(84.4%)
$1,072 $1,988(85.4%)
$0.93 $1.63(75.3%)
Compared to the current five-year plan, introducing the proposed DCC rates will result in a 2% reduction in liquid waste’s household impact (HHI) by 2025, with further reductions in following years.
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2020 2021
REVIEW & ENGAGEMENT TIMELINE
8
Advisory Committees
Online forums: members /
industry / public
DCC webpage & mailing list
Letters to members, UEL, First Nations
DCC program review
DCC rate capacity report
Submission to Province
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Engagement Analysis
MV Committees
& Board
Review Revisions
Incorporate feedback
today
Review Report / bylaw
Discussions with Province
Incorporate feedback
First Nations engagement
MV Committees
& Board
DCC rates in principle
development
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