PUBLIC WORKS DEPARTMENT 2017 ANNUAL REPORT

PUBLIC WORKS DEPARTMENT

2017 ANNUAL REPORT

Public Works Administration

Engineering Services

Fleet & Equipment Operations

Roads Operations

Solid Waste Operations

Water & Wastewater Operations

Public Works Administration

Engineering Services

Fleet & Equipment Operations

Roads Operations

Solid Waste Operations

Water & Wastewater Operations

Report PW-GM-01-2017, Attachment 1

Report PW-GM-01-2017 Public Works Department 2017 Annual Report, Attachment 1 Page 2 of 37

DEPARTMENTAL ISSUES

Budget Preparation

Administration

LEAD and SUPPORT

Senior Management Team

TEAM LEADERSHIP

Long Term Planning

Ensure Priorities and Goals are Met

OVERSEE and MOTIVATE Accountability for the Department

Ensure Efficient and Effective Service Delivery

BUDGET MANAGEMENT


Message from the General Manager of Public Works

Public Works is an essential part of the many services that are provided to the residents of Haldimand County. Whether it be the actual infrastructure of our roads or water and sewer systems or the many vehicles and equipment utilized by County staff, Public Works is responsible for maintaining all of these systems and assets. We achieve this through the labour and commitment that our highly skilled and devoted employees put into their jobs every day. They are the reason that Haldimand County’s services stand above the rest. On behalf of the entire staff of the Public Works Department, it is my pleasure to present the 2017 Annual Report. I hope this report proves good insight into the services we provide as well as a better understanding of our daily operations. Thank you,

Paul Mungar General Manager

GENERAL MANAGER

Paul Mungar

MANAGERFleet & Equipment

Operations

Mike Fagan

MANAGERRoads Operations

Brent Hammond

MANAGERSolid Waste Operations

David Pressey

MANAGERWater & Wastewater

Operations

Jeff Oakes

ADMINISTRATIVE COORDINATOR

Brenda Milligan

DIRECTOREngineering Services

Tyson Haedrich



CORPORATE PURPOSE:

To manage the County’s capital infrastructure and programs related to roads, bridges, sanitary and storm sewers, watermains, water and wastewater treatment plants, municipal drains and associated infrastructure.

Develop long-term strategic plans for Haldimand County’s infrastructure.

Ensure that land development corresponds with the County’s long-term plans and objectives and is constructed in accordance with the County’s Design Criteria.

Provide engineering support services to other County Divisions and Departments.

2017 HIGHLIGHTS:

Hagersville Highway 6 reconstruction ($1.8 million MTO Connecting Link Funding).

Jarvis Highway 6 reconstruction completed including turning lane for Tim Horton’s.

Bridges and Culverts - four rehabilitated / repaired.

Urban Overlay - 7 kilometres paved (Byng and Hagersville).

Surface Treatment Program - 27 kilometres resurfaced.

Granular Conversion Program - 19 kilometres converted.

River Road / King George Road resurfacing and shoulder widening for cycling / pedestrians.

Townsend Curbs and Sidewalk – third year of three year program.

MTO Highway 6 / 1st Line Traffic Signals.

DIRECTOR

Project Manager - Municipal

Drains

Transportation Engineering Tech

GIS / CAD Technologist


Infrastructure

Municipal Technologist


Infrastructure

Municipal Technologist (2)

Project Manager -Water & Wastewater

Infrastructure

SCADA Coordinator

W&WW Capital Projects Tech

Administrative Assistant

Asset Management

Analyst


ENGINEERING SERVICES DIVISION

2017 HIGHLIGHTS (continued):

Empire Homes Avalon Development construction.

Municipal Drains - ten drains maintained - Ten Year Cycle.

Lions Park/Wingfield Park Improvements.

Nanticoke Water Treatment Plant commissioning.

Dunnville Wastewater Treatment Plant upgrades.

Hagersville Wastewater Treatment Plant rerating approved by MOECC.

Cayuga and Townsend Water Standpipes - rehabilitation.

Hagersville and Dunnville Residential Inflow and Infiltration Pilot Project.

2018 PRIORITIES:

Implement high priority watermain replacement program with Water and Wastewater Division staff.

Continue integration with Roads Operations Maintenance Programs.

Business Case for Municipal Technologist to address development construction.

MTO Connecting Link and Clean Water and Wastewater Fund Applications.

Refine water and wastewater servicing capacity improvements strategy.

Fully integrate trail and cycling plans with road infrastructure projects.



CORPORATE PURPOSE: To provide service, training and support, at a competitive cost, enabling the user departments to fulfill their equipment needs in an efficient, effective and timely manner. The Fleet and Equipment Operations Division is responsible and accountable for the procurement, purchase, management, maintenance and disposal of all County owned vehicles and equipment. Also responsible for fuel procurement, maintenance of five fuel depots, vehicle/equipment training, license upgrades/renewals, on-going monitoring of staff’s driver’s licenses and County CVOR. Fleet staff play a major role on the Vehicle Accident Review Committee to ensure that all accidents/incidents are reported, properly investigated and any follow-up training is administered.

2017 HIGHLIGHTS:

Joint project with the Fleet and Fire Divisions to revise specifications and procure the replacement of a pumper truck. Ensure Division requirements are met and project is within revised budget guidelines. Expected delivery date is May 2018.

In service of three (3) Fire Rescue trucks.

Conversion of plow truck into a Fire Tanker unit, coordinate with internal Fleet staff and numerous local vendors (in progress).

Upgrades to fuel depots.

Recruitment and hiring of Fleet Coordinator Safety/Training and ensuring MTO Signing Authority is granted.

MANAGER

Supervisor

Fleet ClerkFleet

CoordinatorFleet

Foreperson

Automotive Technicians

(6)

Division Support


FLEET and EQUIPMENT OPERATIONS DIVISION


Specification writing and procurement of vehicles and equipment as approved in the 2017 Capital Budget such as:

Plow/sander truck

Emergency response vehicle

Loader

Backhoe

Rescue boat and trailer

Wood chipper

One ton truck with dump body

Tractor with loader, hydraulic post hole auger and sweeper

Road closure trailers All vehicles and equipment approved for replacement in 2017 Capital Budget have been procured; waiting for the delivery of five units.

Technician-to-Vehicle Ratio Analysis

The methodology behind this updated Technician-to-Vehicle Ratio Analysis is that every asset is assigned a Maintenance and Repair Unit (MRU). Each MRU is equivalent to the hours of maintenance required for an asset each year. Through the research that was conducted it was determined that different agencies utilize different MRU equivalency hours. While the American Public Works Association (APWA) utilized higher MRU equivalent hours, the Government Fleet data suggested a slightly more conservative MRU equivalency. Based on the different MRU hour equivalencies, an MRU can be equivalent to 13.3 hours of maintenance on the low end, 18.15 hours in the middle and 23 hours on the high end. Required maintenance hours have been calculated for the County’s fleet based on the full range of MRU equivalencies, however, for the purpose of this analysis, the low range of 13.3 hours per MRU should be used in order to be conservative.

As per the MRU values noted in the Government Fleet report, each Fleet asset class has been assigned a different MRU factor. For example, a compact pickup/SUV would be considered as a base vehicle for MRU purposes and would only be assigned a MRU of 1 while a fire truck would have a MRU value of 7.6. When the MRU analysis was conducted, conservative MRU data revealed that in order to adequately maintain the existing fleet, 6.22 technicians are required. While the results of this external analysis revealed that the number of required technicians is slightly greater than six, it is believed that fleet assets can be adequately maintained if the current Automotive Technician complement of six staff is made permanent.



Technician-to-Vehicle Ratio Analysis

Total Average Technician Hours Needed Based on Maintenance and Repair Unit Factors 2016

ClassMRU (Maint & Repair

Unit Factor) No. Vehicles MRU total Hours per MRU Hours per MRU Hours per MRU

Industry averaged MRU seen 13.3 18.15 23Ambulance 3.4 8 27.2 361.76 493.68 625.60

Fire Truck 7.6 34 258.4 3,436.72 4,689.96 5,943.20

Street Sweeper 14 2 28 372.40 508.20 644.00

Compact Pickup & SUV 1 18 18 239.40 326.70 414.00

Light Truck - Vans 1.5 38 57 758.10 1,034.55 1,311.00

Medium Truck 2 14 28 372.40 508.20 644.00

Heavy Truck 3.6 20 72 957.60 1,306.80 1,656.00

Plow Truck 6 25 150 1,995.00 2,722.50 3,450.00

Forklift 0.9 1 0.9 11.97 16.34 20.70

Backhoe/Loaders 2.7 12 32.4 430.92 588.06 745.20

Grader 3.8 7 26.6 353.78 482.79 611.80

Flusher Truck 3.8 1 3.8 50.54 68.97 87.40

Trailers 0.6 30 18 239.40 326.70 414.00

Tractors 1.4 9 12.6 167.58 228.69 289.80

Mowers 1 22 22 292.60 399.30 506.00

Other motorized vehicles - ATV-

hotbox -chippers -boats -large air

compressor/generater

0.6 17 10.2 135.66 185.13 234.60

Small equipment - includes

attachments, handheld tools, gens,

small/med compressors, power

washers….

0.2 191 38.2 508.06 693.33 878.60

449 10,683.89 14,579.90 18,475.90

Estimate based on standard industry

measure 50% of incurred external

contractor expenses allocated to

parts while 50% allocated to hourly

labour charges.

External Contractor

Hours1,781.00 1,781.00 1,781.00

8,902.89 12,798.90 16,694.90

1432.438951 Hours Total Mechanics 7.46 10.18 12.90

Mechanics Required after External Work 6.22 8.94 11.65

Variables:

**consideration to the size of the County

**consideration to age and use of vehicle/equipment

**No MRU factor found for small equipment

2018 PRIORITIES:

Conversion of two old plow trucks into Fire tanker units.

Continue with building improvements to the Kohler facility.

Continue with fuel depot upgrades.

Design and drawings for Kohler Garage addition (if approved).

Evaluation of all vehicles and equipment scheduled for replacement in 2018.

Spec writing and procurement of all vehicles and equipment requiring replacement in 2018.

Assist in the implementation of the new Business Application Software.



PURCHASED “NEW” IN 2017

Emergency Response Vehicle

Rescue Vehicle



Plow Truck

Wood Chipper



DIVISION LICENSEDNON-

LICENSEDEQUIPMENT

TOTAL

UNITS2016 WORK

ORDERS

PREVENTIVE

MAINTENANCE

/ SEASONAL

OVERHAUL

SAFETIES /

INSPECTIONSREPAIR

% PM /

SO

AMBULANCE 10 0 0 10 153 61 7 85 40%

BUILDING 7 0 0 7 18 15 0 3 83%

BY-LAW 4 0 0 4 14 12 0 2 86%

CDAP 1 0 1 2 9 6 1 2 67%

ENGINEERING 2 0 0 2 11 5 0 6 45%

FAPO/FACILITIES 13 6 93 112 384 247 22 115 64%

FIRE 43 12 0 54 466 162 75 229 35%

FLEET 4 1 6 11 46 27 9 10 59%

FLEET POOL 3 1 8 12 77 43 8 26 56%

GRANDVIEW 1 2 2 5 16 8 0 8 50%

ROADS 57 10 99 162 1,046 438 96 512 42%

SOLID WASTE 1 1 5 7 26 13 1 12 50%

WATER 16 4 42 61 141 87 12 42 62%

162 37 256 449 2,407 1,124 231 1,052 57%

2016 WORK ORDERS - SUMMARY

242,976litres

340,936litres

139,539litres

2016 FUEL CONSUMPTION

Total unleaded

Total clear diesel

Total coloured diesel

283,602litres

260,364litres

143,865litres

2017 FUEL CONSUMPTION

Total unleaded

Total clear diesel

Total coloured diesel

Note: Fuel consumption for 2017 are actual amounts for January to September, and estimated amounts for October to December for the purpose of this report.



CORPORATE PURPOSE: To maintain and preserve approximately 1,500 kilometres of public right of ways / road allowances (roads), 123 kilometres of sidewalks and eight municipal parking lots consisting of approximately 20,000 square metres in asphalt surface area. The focus of the Roads Operations Division and its employees is safety, preventative maintenance and the protection of the public's investment in the transportation network system of Haldimand County. 2017 HIGHLIGHTS:

Completed the Walpole Yard sand dome shingling project.

Commenced design of the Dunnville overhead door retrofit project.

Started the Walpole Quonset hut sale and new Walpole Yard building project.

Introduced the new Boulevard Maintenance By-law.

Updated entrance and excavation permits with improved restoration guidelines.

Converted 2,800 streetlights through the LED Conversion Program, updated Hydro One connections in accordance with the detailed audit and applied for IESO rebates.

Tendered and awarded new sidewalk winter control contracts for all districts.

Completed 50 centreline kilometres of gravel resurfacing.

Removed and replaced 939 linear metres of concrete sidewalk adhering to AODA requirements.

Continued upgrades and installation of new roadside safety devices installing 1,700 metres of 3 cable guiderail.

MANAGER

Supervisor (Cayuga)

Foreperson

Operations Staff (8)

Supervisor (Dunnville)

Foreperson


Supervisor (Oneida)

Foreperson


Supervisor (Walpole)

Foreperson


Project Manager

Operations Tech

Division Support

Division Support


ROADS OPERATIONS DIVISION


Resurfaced 7.3 centreline kilometres of surface treated roads.

Placed 6.3 centreline kilometres of hot mix padding.

Completed 52 linear kilometres of roadside ditching through in-house and contracted services.

Removed and replaced a total of 4,698 metres of cross culverts and entrance culverts through in-house and contracted services.

Removed 241 high risk dead and declining trees.

Continued to increase our longitudinal and transverse line painting.

Began locating and rating cross culverts across the County to forecast future replacement funding requirements.

2018 PRIORITIES:

Complete the Dunnville overhead door retrofit project.

Complete the Walpole Yard building project.

Finalize IESO rebates related to the LED Conversion project.

Replace the Oneida Yard sloped roof.

Continue locating and rating cross culverts throughout the County.

Continue with installation of new roadside safety devices identified in the Roadside Safety Audit.

Continue to look for opportunities to improve the County’s sidewalk infrastructure to meet AODA requirements.

Perform Building Condition Assessments on the Cayuga Yard and Walpole Yard buildings.

Purchase and implement new road patrol software – carried over from 2016 due to Corporate Business Application Software project implementation.



2016 - 2017 Accomplishments

Roads Operations Division

Details 2017 2016

Quantity Unit Quantity Unit

Maintenance Programs

Gravel Resurfacing 50.0 C-km 50.0 C-km

Crack Sealing 5.2 C-km 0 C-km

Sidewalk 939 l-m 386.0 l-m

Curb 675 l-m 540.0 l-m

Resurface LCB Roads 7.31 C-km 4.0 C-km

AC Patches 6.3 C-km 5.48 C-km

NEW Guide Rail - Steel 0 l-m 0 l-m

NEW Guide Rail - Post & Cable 1,700 l-m 1,655 l-m

Shoulder Resurfacing 42 l-km 38.5 l-km

Ditching 52 l-km 44 l-km

Tactile Plates **New requirement 2017 8.76 m2

Streetlight Upgrades

LED Streetlight Upgrades / Conversion 2,800 Streetlights N/A

Streetlight Audit N/A 1 Project

New Streetlight Maintenance Contract N/A 1 Project

New Solar Flashers 1 Rd 33 & Rd 66 4 Rd 18 & 9 / Rd 18 / Con 13

New Streetlights 12 New Fixtures

Culverts

Entrance Culverts Replaced 227 Entrance Culverts

113 Entrance Culverts

Cross Culverts Replaced 135 Cross Culverts 46 Cross Culverts

Culverts Installed - all sizes 4,698 m 1,841 m

Other Projects

Feeder Canal Roadway (Pulverize/Resurface)

1 Project

New Line Painting – Stop Bars 1100 m 1,400 m

New Line Painting – Crosswalks 275 m 1,300 m

New Line Painting – Centerline 21 km 50 km

Tree Removal 241 Trees 400+ Trees

Orkney Street Retaining Wall **Finished 2017 1 Project

Storm Upgrades

Major Road Cross Culverts (1000mm diameter +)

1 River Rd (slipline) 1 River Road

1 Rd 55 1 Moote Road

1 Smithville Road 2 Riverside Drive

1 Duxbury Rd 1 Road 20

3 Northshore/King

Storm Upgrades

1 Catch basin Chippewa St

1 Norton Street Catch Basins

1 Fisherville Storm

Replacement 1

Southcoast Rd Catch Basins

1 Drainage

Spillway Broad St 1 Selkirk St Storm

1 Catch Basin



2016 - 2017 Accomplishments

Roads Operations Division

Details 2017 2016

Quantity Unit Quantity Unit

Winter Programs

Treated Salt Program 950 Tonnes 1,350 Tonnes

New Winter Control Road Contract N/A N/A 1 Project

Permits Issued

Entrance Permits Issued 94 Permits 98 Permits

Excavation Permits Issued 26 Permits 25 Permits

Occupation Permits 9 Permits 12 Permits

Oversized Load Permits – Single Trips 75 Permits 131 Permits

Oversized Load Permits – Annual Trips 38 Permits 45 Permits

Roads Operations Facilities Upgrades

Details 2017 2016

Roof Replacements

1 Walpole Sand

Dome 1 Cayuga Lean To

1 Walpole partial

Salt Dome planned

1 Partial Oneida

Yard

1 Dunnville Partial

Salt Dome planned

Roads Building Upgrades

1 Dunnville Door

Retrofit Planning 1

Dunnville Storage Shelter for Brine Maker

1 Walpole new

building planning 1

Dunnville Security Fencing

& System

1 Dunnville Backup

Generator 1

Oneida Salt Management

Yard Resurfacing


CURBSIDE WASTE COLLECTION & DISPOSAL

Canborough Waste Management Facility

HOUSEHOLD HAZARDOUS WASTE EVENTS

REDUCE, REUSE and RECYCLE

Brush and Yard Waste Collection

BLUE BOX MATERIALS COLLECTION

Capital Project Management

Transfer Station Operations

WASTE DIVERSION PROGRAMS

Promotion and Education

CLOSED LANDFILL OPERATIONS

Contract Administration

RECYCLING PROGRAM / POLICY DEVELOPMENT

Customer Service


CORPORATE PURPOSE: To ensure compliance with all applicable legislated and regulatory requirements designed to protect the public’s health and safety in the management, collection and disposal of waste and recyclable materials. The Solid Waste Operations Division also administers, on behalf of Haldimand and Norfolk Counties, the perpetual care operations and maintenance of the Tom Howe and Canborough Landfill Sites as well as perpetual care of fourteen other closed landfill sites throughout Haldimand County.

2017 HIGHLIGHTS: CURBSIDE COLLECTION PROGRAM

Haldimand County contracts out the curbside collection services for waste, Blue Box recycling and leaf and yard materials. Modern Landfill Inc. (Modern) has now completed one full year of collection services under the new contract. The transition of contractors, from Eggers/HGC to Modern, resulted in numerous hours of additional workload for County staff and Modern staff alike. With that said, the transition went as smooth as could be expected. Every week, Modern is performing curbside collection services for 20,436 collection stops (single family and multi-family residential, and some Industrial/Commercial & Institutional properties) across the County.

MANAGER

Solid Waste Operations Technologist (2)

Foreperson, Solid Waste Operations

Senior Site Attendant

Site Attendant

Weigh Scale Attendant (FT)

Weigh Scale Attendant (PT)

Division Support(shared position)

Interesting Fact – on average, each collection driver collects approximately 1,916 tonnes of waste each year.


SOLID WASTE OPERATIONS DIVISION

Curbside Waste and Recycling Audit

In 2017, staff began the bi-annual curbside waste audit to assess the set-out practices of residents throughout the County. The first week of the audit took place from August 21 to August 25. The audit is designed to cover all four seasons with the following three audits to be completed in October/November 2017, January 2018, and April 2018. The outcome of the summer 2017 audit shows that 83% of residents are using their Blue Boxes correctly, where only 35% of residents are using their Black Boxes correctly. Participation rates for the Blue Box Recycling Program are reported to be 50 to 60% of the collection area. The curbside audit also showed an average of 1.57 bags per set-out for garbage (with 75% participation). The County currently has a three bag garbage limit, something staff intend to revisit in 2018. Recyclable materials are still being placed in the garbage, but the largest potentially divertible component of the waste stream is organic material (food waste) at approximately 38%.

Curbside Collection By-law

With the approval of By-law 1736/16 for the collection of waste, recyclables and other materials within the County, staff were able to clearly identify a standard level of service for all residents and businesses across the County.

Downtown Cores

Staff have worked with various Business Improvement Areas, Chambers of Commerce, and Boards of Trade to ensure waste collection in the downtown cores are efficient and effective. 2017 saw the first full year for the use of the dual sorter placed in Cayuga (waste and recycling). Staff performed audits of the materials collected and the results are currently under analysis. The Cayuga residents understood the need to separate their waste and recycling while using these containers. Staff intend to bring a report back to Council in the near future to access the adoption of these dual sorters as the standard receptacles for use in the downtown cores.

Truck Placards

With the onset of the new curbside collection contract, Modern and County staff worked together to design and brand truck placards to advertise the waste and recycling programs; a great initiative to promote diversion and bring awareness to the importance of proper waste management.

Lakeshore Common Collection Points: Staff have made headway with cleaning up some of the most problematic common collection points along the lakeshore – most

notably is the clean up of the collection point for Canada Village.



Community Involvement

Modern Landfill Inc. and County staff, have committed to providing high quality collection services for the County. Modern has agreed to go above and beyond the terms and conditions within the contract. Modern plans to participate in the Dunnville and Caledonia Santa Clause Parades this year. Taking part in community events is important to maintaining good relations with residents and provides another opportunity to promote waste diversion.

Haldimand County contracts out the collection and diversion of leaf and yard materials. Curbside collection services, provided by Grand Erie Disposal, is provided to the urban areas of Caledonia, Cayuga, Dunnville, Hagersville, Jarvis, and Townsend during a five week period in the spring and a six week period in the fall. Residents can also drop off leaf and yard materials free of charge at the Canborough Waste Management Facility from April to December. Every year staff aim to improve the diversion efforts for all materials collected. The table below shows the increased capture of leaf and yard material when comparing 2016 to 2017.

Canborough Waste Management Facility

Curbside

2016 51 431

2017 64 (1) 441 (2)

Note: (1) Annual tonnage includes an estimated 25 tonnes collected in the fall.

(2) Annual tonnage includes an estimated 300 tonnes collected in the fall.

CANBOROUGH WASTE MANAGEMENT FACILITY (CWMF) OPERATIONS Through the use of the Canborough Waste Management Facility Diversion Centre, Solid Waste Operations staff were able to divert metals, construction and demolition waste, shingles, bulk cardboard, bulky rigid plastics, textiles, used tires, leaf and yard material, and waste electronics. As of September 30th, 2017 approximately 980 tonnes of material was diverted. The following table shows some of the materials diverted. Staff continue to work with residents and customers to educate them on the need to separate materials and divert as much waste as possible.

Leaf and Yard Compost – LOCAL SOLUTION!!

The leaf and yard material that is collected each year has nutritional value that can be a benefit to local farmers as a soil amendment. Grand Erie Disposal took the initiative to

source out local farmers who would be interested in receiving the leaf and yard materials.

This initiative is a win-win situation for our diversion program and the local farmers.



TONNES OF MATERIALS COLLECTED AT THE CANBOROUGH WMF

Garbage(1) Bulky Waste C&D

Scrap Metal WEEE Text. Shingles Tires

2016 11,163 205 787 61 22 0.43 270 1,224

2017(2) 11,993 161 538 70 22 0.20 315 1,368

Note: (1) Total waste transferred to Twin Creeks, minus the bulky waste tonnages. (2) Annual tonnage includes estimates for October to December.

Staff are currently piloting a new diversion program at the Canborough WMF. There are times when residents bring materials to the facility that they consider to be waste, yet staff believe that they still have useful life. These items, such as shelves, chairs, lumber, etc. are set aside and are offered to the public free of charge. So far, this initiative has been a success, therefore staff hope to build on this program in the upcoming months. BLUE BOX (BB) Program Throughout 2017 Haldimand County continued to collect and manage Blue Box materials as set out by residents and small businesses. The curbside collection program is contracted out to Modern Landfill Inc., in combination with waste collection. Regulatory Changes The largest highlight relating to the Blue Box Program in 2017 comes in the form of regulatory changes. Bill 151 was passed in late 2016 which will change the operation of the Blue Box Program across the Province. The current program requires municipalities to operate the entire program from public education to collection to processing. Under this arrangement, municipalities paid for roughly 50% of the net program costs while producers paid the remaining 50%. Under Bill 151, producers will assume full operational and financial responsibility for the Blue Box Program. Staff have been working closely with municipal colleagues and industry organizations to ensure Haldimand’s best interests are maintained throughout this transition.

TONNES OF BLUE BOX MATERIALS Blue Box Collected Blue Box Marketed Residual

2016 3,139 2,944 195 (6.2%)

2017 3,320(1) 3,129 191 (5.8%)

Note (1): Annual tonnage includes estimates for October to December.

Overall, Haldimand County has maintained a relatively static Blue Box diversion rate over the past few years with 2017 being no different. Below you can see the trend from 2016 to 2017. One important piece of information to consider when viewing the diversion rates is that they are based on tonnage. This is important because it is widely accepted that the blue box is undergoing “light-weighting”; less steel, less glass, lighter plastics, and fewer paper products due to the ever increasing digital age.



Note: Diversion rate calculated by marketed tonnes divided by waste landfilled.

All of Haldimand’s Blue Box materials are sent to the Niagara Material Recovery Facility for processing and marketing. The marketing of the Blue Box materials is a key component of the overall program. The revenues generated through the sale of the commodities helps to offset the collection and processing costs. Through Haldimand’s contract with Niagara, Haldimand receives a share of the revenues generated through the sale of the Blue Box materials. The revenues are based on market pricing and vary from year to year. Below you can see a chart outlining the annual revenues generated through the sale of Blue Box materials (October to December are estimated). Aside from the revenues generated through the sale of Blue Box commodities, Haldimand receives funding from the Resource Recovery and Productivity Authority (formerly Waste Diversion Ontario). This funding amount is the Stewards’ contribution to the program costs. Staff undergo a rigorous process to ensure that funding is maximized and that all allocated expenses are eligible.

Commodity Revenues

RPRA Funding

2016 $291,802 $633,584

2017 $382,295(1) $708,051(2) Note (1): Annual tonnage includes estimates for October to December. Note (2): Includes a previous year correction of $21,288.

The RPRA funding shown above is based on a percentage of previous years’ net operating costs. The 2016 funding is based on the 2014 net operating costs, and the 2017 funding is based on the 2015 net operating costs. The two year lag is based on reporting, auditing and payment schedules.

MUNICIPAL HAZARDOUS AND SPECIAL WASTE

Solid Waste Operations staff, along with the County’s contractor Photech Environmental, held four separate Municipal Hazardous and Special Waste (MHSW) collection events across the County.

26.4

73.6

2016 Diversion Rate

BB Diversion Waste

26.1

73.9

2017 Diversion Rate

BB Diversion Waste



Each year residents across the County visit our MHSW Events to properly and responsibly dispose of their hazardous or special wastes. Haldimand County collects a variety of MHSW materials at these events. Materials such as antifreeze, propane tanks, batteries, aerosols, oil filters, paints, CFL and other fluorescent lights, pharmaceuticals, lubricants, and much more are collected. The table below outlines the amount of MHSW collected at each event over the past six years. If it wasn’t for the responsible behaviour of Haldimand residents, these hazardous and special wastes would have ended up in our landfills.

MHSW – EVENT TOTALS (kg)

Dunnville Cayuga Hagersville Caledonia TOTAL

2012 11,191 8,719 10,414 7,725 38,049

2013 11,269 13,542 12,657 13,403 50,871

2014 13,791 14,291 13,367 14,011 55,460

2015 20,255 15,089 15,708 17,203 68,255

2016 19,869 15,773 20,795 14,563 71,000

2017 20,935 15,243 19,740(1) 14,282 70,200 Note (1): Event total is estimated; actual values not available at the time of preparing this report.

Cayuga May 6, 2017 Caledonia June 10, 2017 Dunnville September 9, 2017

Hagersville October 14, 2017

Cayuga Secondary

School

McKinnon Park Secondary

School

Hagersville Secondary

School Dunnville Roads Operations

Yard



The MHSW Event days are very popular. Staff keep track of the number of cars arriving at each event. Each event will host approximately 200 to 400 cars in the four hours the event is open.

PERPETUAL CARE – CLOSED LANDFILLS Haldimand County owns and maintains 16 closed landfills across the County. The closed landfills range in age and size from very old sites with little to no waste to the recently closed Tom Howe Landfill Site. Each year staff inspect the closed landfills for various site conditions as required by the Ministry of Environment and Climate Change (MOECC). County staff are responsible for enhanced monitoring at five of the closed landfills - Seneca, Sherbrooke, Oneida, Canborough and Tom Howe. Leachate Management One of the most important features of the Canborough and Tom Howe landfills are the controls in place to protect the groundwater from the leachate that is generated. Throughout the year, staff remove the leachate from the sites and send the leachate to a variety of wastewater treatment plants, both here in Haldimand and in Norfolk County. As you can see from the chart below, thousands of cubic metres of leachate are removed and treated in order to protect the natural environmental setting in and around each site.

0

50

100

150

200

250

300

350

400

450

2012 2013 2014 2015 2016 2017

CA

R C

OU

NT

YEAR

MHSW Event Day Car Counts

Dunnville Cayuga Hagersville Caledonia


Landfill Gas Management Ontario Regulation 347, General Waste Management, requires landfills that are designed to receive more than 1.5M tonnes of waste, must have a landfill gas (LFG) management system. The Tom Howe Landfill Site is regulated to collect and manage the landfill gases that are generated through the degradation of the waste. The LFG collection and flaring system at Tom Howe operates continuously to control the release of LFGs, preventing them from entering the atmosphere and controlling odours emanating from the landfill.

Each year, the LFG generated at Tom Howe is collected and flared in order to prevent the release to the environment. Each year staff must report to the MOECC the amount of LFG collected and destroyed at Tom Howe. Below you can see the successful outcomes of the LFG collection and flaring system.

LANDFILL GAS COLLECTION AND FLARING

Note (1): Assumes average vehicle emits 4.7 metric tonnes of Co2 per year, (EPA).

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

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LEACHATE REMOVAL YEAR

LEACHATE REMOVEDTOM HOWE and CANBOROUGH LANDFILL SITES

Tom Howe Canborough

2013 2014 2015 2016 2017 (to date)

LFG Generated (ft3) 275,940,000 277,516,800 276,991,200 265,953,600 255,441,600

LFG Flared (ft3) 89,196,064 118,649,854 129,601,324 143,685,932 136,555,889

Methane Destroyed (ft3) 30,059,074 47,341,292 44,712,457 65,233,413 48,477,341

CO2 Equa. Reduced (T) 10,178 16,035 15,179 22,103 16,414

No. of Cars off Road (1) 2,166 3,412 3,230 4,703 3,492

Interesting Fact – Methane as GHG is over 20x more potent by weight than CO2.



TAKE BACK THE LIGHT – NEW for 2017 Staff undertook a new initiative in 2017 in order to ensure each County facility has the ability to

efficiently and effectively recycle their light bulbs and tubes. The Recycling Council of Ontario (RCO) administers a program called “Take Back the Light” (TBTL). The TBTL program ensures that lamp users (i.e. Haldimand County) can purchase lamps and dispose of the spent lamps in a responsible manner. The TBTL program tracks all lamps purchased and recycled and reports back to the County by way of a diversion report showing the results of the program.

Results are not available as of the date of this report, however staff can report back in 2018….. STAY TUNED.

GRAND ERIE DISTRICT SCHOOL BOARD (GEDSB) – NEW for 2017 In partnership with Norfolk County, City of Brantford, and Brant County, staff participated in the Grand Erie District School Board’s Waste Reduction Week campaign for 2017. Students were asked to plan Waste Reduction Week events for their class, take photos and videos of the event and send them to the GEDSB for scoring. The top three events were awarded a tour of the recycling plant, a waste audit tool kit for their school, or water bottles. CALEDONIA FAIR COMPETITION Each year the Solid Waste Operations Division sponsors the public school fair submissions with a waste diversion theme. For 2017 the theme was an original handmade design using only materials from your Blue Box. Grade 5 and 6 students from across the County used their creative minds and submitted some very unique designs. Below you can see the top three submissions.



CHARITABLE DONATIONS Staff initiated the Charitable Donations Program in 2016 with the Battery Collection Program. Staff partnered with Raw Materials Company (RMC) to collect batteries from various locations throughout the County; promoting responsible management of end of life batteries. RMC graciously offered an incentive program to boost the effectiveness of the collections. RMC donates $0.25 for every pound of batteries collected. In 2016, staff identified a need in the western portion of the County for collection of Waste Electrical and Electronic Equipment (WEEE); again promoting responsible management of end of life WEEE. Staff worked with the Roads Operations Division and placed a collection bin in the Walpole Roads Operations Yard for the collection of WEEE. This initiative has been a great success, collecting materials and diverting them from landfills while generating funds for local charities - a “win-win” situation. Staff work with the Charitable Donations Committee to identify the recipients of the funds raised. In 2015 funds were distributed to the Canadian Tire Jump Start Program, 2016 funds were directed to Victim Services, and in 2017 funds will be sent to the Dunnville Hospital Foundation.

Battery Program Waste Electronics

2015 $ 684.39 Started in 2016

2016 $ 958.81 $1,056.60

2017 (ytd) $ 531.00 $ 394.00

TOTAL $ 2,174.20 $1,450.60

CAPITAL PROJECTS

Cayuga BIA Receptacles

The dual sorter downtown core receptacles have been in place for approximately 12 months.

Staff have conducted three waste and recycling audits with one more to come in the fall of 2017.

Initial results of the audit show great participation; staff to bring a report to Council in the near future.

Paving at the Canborough Waste Management Facility (WMF)

Residents will no longer need to wash their car after a visit to the Canborough WMF.

All access roads leading into and out of the site are now paved. Defibrillation Machine

Staff initiative to provide AED equipment at the Canborough WMF.

The AED was purchased and installed in 2017 for use by staff and customers. Waste Bin Gates

Gates were installed at the Canborough WMF Diversion Center to better accommodate tip trailers with divertible materials.



INDUSTRY INVOLVEMENT

The waste and recycling world is a fast changing and ever evolving business. The need to stay in touch with industry trends, waste management solutions, and the latest waste diversion options is paramount. Staff actively participate in various industry organizations with the goal of ensuring current knowledge to allow for strategic decisions.

2018 PRIORITIES:

Prepare for the transition of the Blue Box Program.

Contingency/Emergency planning.

Enhancements to the contract management database.

Create a business tracking system for program cost containment.

Review of waste diversion efforts at Haldimand County facilities.

Explore additional waste diversion initiatives (e.g. organics diversion).

Development of a long-term leachate management plan for Tom Howe and Canborough.

Development of a Closed Landfill Remediation Business Case.

Explore the opportunity for a resident’s focus group.

Development of a Solid Waste Business Plan/Master Plan.



CORPORATE PURPOSE: To contract manage the water supply, water and wastewater treatment systems as well as operate and maintain the County’s water distribution, wastewater collection and urban storm water collection systems. Key Accomplishments/Achievements from August 2016 to September 2017 General

Basement Flooding Mitigation Pilot Program implemented in Caledonia and Hagersville.

Semi-annual meetings with US Steel Canada (USSC) and Imperial Oil (IO). Reviewed operations and administrative issues; Reviewed 2017 and 2018 capital, as well as discussion on transitioning to 8 hour operation

in Nanticoke.

2017, 2018 Rate Supported Budget Development and Forecast. Conducted capital project prioritization for 2017 and 2018.

Held quarterly Biosolids management meetings in January, May and August. Feedback provided on proposal from Wayne Parker, University of Waterloo on sludge

handling.

Continued work on implementation of an improved data management system.

Annual SMT Debrief held at Nanticoke in October 2016.

Met with new administrative support to facilitate a successful transition to new position.

MANAGER

Supervisor Compliance

WWW Tech (3)

Supervisor (Dunnville)

Chief Operator In Charge

WWW Crew (6)

Supervisor (Hagersville)

Chief Operator In Charge

WWW Crew (7)

Administrative Assistant

Division Support


WATER and WASTEWATER OPERATIONS DIVISION

Developed a new demolition protocol.

Held planning meetings for optimization training for compliance group.

Posted internally and externally for new Water and Wastewater Technologist.

Facilitated distribution/collection and compliance quarterly meeting – reviewed and discussed operational protocols; by-law violations, cross connection.

Annual MOECC meeting late March.

Participated in Children’s Water Festival (Haldimand and Veolia). Water

Completed 2016 Annual Drinking Water Reports for Council.

Supported commissioning of new Nanticoke Water Treatment Plant processes and decommissioning of old water treatment plant.

Facilitated MOECC inspections from Caledonia/Cayuga, Nanticoke and Dunnville water systems.

DWQMS – Workshop on sampling and notification with distribution operations staff; annual audit and management debrief meeting; obtained accreditation for 2017.

Presented and discussed the composite correction program with Haldimand County water distribution staff to enhance distribution system optimization and enhance distribution operations staff skills and knowledge in data interpretation.

Continuous improvement to Water Treatment Plant and Distribution System water accountability – investigate new ways to assess water loss.

Participated in meetings with OPG and contractors regarding approach for demolition of Nanticoke generating station and protection of source water during demolition.

Presentations and Workshops

PAI Optimization Workshop participation, October 2016, April 2017.

Review, updated and presented Disinfection Workshop (CT) to Veolia operations staff.

Presented 2014 Nanticoke Raw Water Quality Event at OWWA Spring Seminar on March 23, 2017.

Backflow/Cross connection presentations to Senior Management Team.

Dunnville Water Quality Presentation to the Dunnville Rotary Club.

Participated in the US EPA Area Wide Optimization Program meeting in Cincinnati in August. Wastewater

Completed 2016 Annual Wastewater Treatment Reports with Veolia operations and submitted to MOECC and provided a summary to Council.

Completed 2016 Annual Biosolids Report and provided to Veolia operations and County Managers.

Facilitated MOECC inspections for Cayuga and Caledonia Wastewater Treatment Systems.



Supported receiver water quality monitoring for impact of wastewater treatment facility discharges on receiving waters.

Continued to work with two businesses in the County to achieve compliance with the Sewer Use By-law and Sanitary Discharge Agreements.

Supported rerating of the Hagersville WWTP capacity from 3,055 m3/d to 4,200 m3/d – an increase of 1,145 m3/d.

Participated in design and proposal review for Dunnville WWTP upgrades.

Provided project management for Jarvis Lagoon upgrades.

Supported Veolia in selecting and orienting new Wastewater Project Manager.

Completed Cayuga’s McKay pump station design capacity review to support comprehensive assessments.

Presentations and Workshops

Trial workshop on special studies at Hagersville WWTP with MOECC and GRCA staff.

Presented Optimization overview at November 19, 2016 optimization demonstration team meeting in Brantford.

Conducted workshops for Caledonia/Cayuga WWTP’s to update process loading evaluation, performance checks and design potential.

Presented Cayuga WWTP Re-Rating Presentation to WEAO Wastewater Practitioners Group. Distribution / Collection Systems 1. Caledonia Reservoir Roof replacement. 2. Hagersville Office addition. 3. Caledonia Reservoir Pump #3 – rebuild (warranty). 4. Caledonia Reservoir Pump #4 – rebuild. 5. Completed Dunnville and Caledonia water meter replacement project. 6. Cayuga Reservoir PLC SCADA rewrite. 7. Dunnville Water Depot – roof replacement. 8. Comprehensive County-wide Municipal Water Distribution System Leak Detection Program. 9. Uni-Directional Hydrant Flushing Program. 10. Operational system support for watermain/sewer main replacement projects in Jarvis and

Hagersville. 11. Identification and assessment of deficiencies resulting in I&I within the new Avalon

Subdivision in Caledonia – increased water and sewer inspections and meter installations as a result of rapid growth in the development.



2018 GOALS / PRIORITIES:

Continuation of quarterly strategic planning meetings to prioritize and discuss issues related to the water and wastewater optimization program; and identify follow-up on actions to improve processes.

Continued work with Engineering Services staff to improve capital project delivery for water and wastewater.

Water

Continued support provided to Veolia Water Treatment Plant operators and management to maintain performance at each facility through plant optimization including support to optimize the operation of the new Nanticoke Water Treatment facility.

Enhance Drinking Water Quality Management Standard (DWQMS) through workshops, training, operational plan review, audits and management debrief.

Participate in special studies to enhance personal and operator skills.

Continuous improvement of water accountability and monitoring through all systems.

Maintain an annual comprehensive County-wide Municipal Water System Leak Detection Program. Detects leaks in the distribution systems that would not otherwise be found; Reduced lost or unaccounted for water in our systems; Results in savings in production of potable water at treatment facilities.

Wastewater

Continue to ensure effluent discharged meets or exceeds receiving water quality objectives and limits.

Continue to improve County wastewater knowledge. Participate in special studies to enhance personal and operator skills.

Support contract operator in enhancing lagoon management.

Support basement flood mitigation pilot project implementation to reduce inflow and infiltration to collection systems.

Continued support provided to Veolia Wastewater Treatment Plant operators and management to maintain performance at each facility through plant optimization.

By-law Goals Water – Implementation of a Backflow Prevention Program. Wastewater – Establishing Sanitary Discharge Agreement with industry; on-going support to industry regarding Sewer Use By-law.



Wastewater Collection Infrastructure Summary

System ManholesPrivate

ManholesTotal Manholes Mains (kms)

LEIP 30 37 67 3.06

Jarvis 144 12 156 12.48

Townsend 63 12 75 6.56

Hagersville 246 19 265 18.95

Caledonia 767 58 825 55.62

Area 1 Total 1,250 138 1,388 96.67

Cayuga 196 14 210 15.34

Dunnville 413 37 450 32.88

Oswego Park 21 0 21 2.3

Area 2 Total 630 51 681 50.52

2017 GRAND TOTAL 1,880 189 2,069 147

2016 GRAND TOTAL 1,802 181 1,983 143

Water Distribution Infrastructure Summary

System ROW Hydrants Valves Mains (kms)Meters /

Services

LEIP 16 43 2.41 15

Jarvis 84 140 13.12 688

Townsend 31 51 4.57 272

Hagersville 125 191 17.79 1,254

Caledonia 330 589 54.9 3,634

Area 1 Total 586 1,014 92.79 5,863

York 1 11 0.265 37

Cayuga 86 199 18.19 760

Dunnville 225 460 37.76 2,401

Area 2 Total 312 670 56.215 3,198

2017 GRAND TOTAL 898 1,684 149 9,061

2016 GRAND TOTAL 858 1,622 145 8,870

Transmission Main 51.88

Raw Water Main 22.91



Storm Sewer Infrastructure Summary

2016 2017 2016 2017

LEIP 41 41 0.997 0.997

Jarvis 283 350 6.61 7.4

Townsend 185 185 4.16 4.16

Hagersville 723 750 17.56 17.55

Caledonia 1,502 1,707 42.49 44.3

Area 1 Total 2,734 3,033 71.817 74.407

York 24 1.45

Cayuga 297 304 7.52 7.43

Dunnville 1,266 1,290 30.48 30

Area 2 Total 1,563 1,618 38 38.88

Grand Total 4,297 4,651 109.817 113.287

System Mains (kms)Manholes/CB's

Area 1 Area 2 TotalWater Distribution

Hydrants Inspected 2,056 2,094 4,150

Flushed 879 424 1,303

Repaired 3 8 11

Water Meters Calls 579 406 985

Reads 34,099 13,892 47,991

Water samples 1,961 1,872 3,833

Watermain repairs 11 3 14

Locates 3,687 735 4,422

Valves Operated 1,623 996 2,619

Wastewater CollectionMH/Lateral Inspections 1,976 2,053 4,029

MH Repairs 6 0 6

Locates 2,993 874 3,867

Stormwater CollectionMH/Lateral Inspections 0 94 94

MH Repairs 0 0 0

Locates 389 139 528

Service Work Orders 3,226 950 4,176

Water and Wastewater Annual Operational Summary 2017

Documents

PUBLIC WORKS DEPARTMENT 2017 ANNUAL REPORT