Environmental Management Services Business Plan /8

Environmental

Management Services

Mission:

Business Unit Overview:

Environmental Management Services was created in January 2003 in order to bring focus towards HRM’s environmental sustainability efforts in support of building Healthy, Sustainable, Vibrant Communities. The business unit is responsible for: Stormwater & Wastewater Management, Solid Waste Resource Management and Environmental Sustainability.

Director Brad Anguish

Sustainable Environment Management Office (SEMO)

Tony Blouin, Manager - Environmental Performance (Water);

Stephen King, Manager -Environmental Performance (Air/Land);

Through corporate strategic leadership, coordination, innovation and policy development, “leading the Municipality to improve the quality of our living environment to become a more sustainable community”.

The office focuses on the following issues: Water, Air, Land, Energy and Regional Environmental Infrastructure Growth.

Environmental Engineering Services Division

John Sheppard, Manager

Environmental Engineering Services is responsible for the management of wastewater and stormwater infrastructure including pollution prevention at source.

Technical & Underground Services Division

Larry Drew, Manager

Technical and Underground Services (TUGS) is responsible for the operation and maintenance of the wastewater collection and storm drainage infrastructure.

Wastewater Treatment Division

Alan Brady, Manager

The Wastewater Treatment Division of EMS is responsible for the operation and maintenance of Wastewater Treatment Facilities.

Halifax Harbour Solutions Project

Ted Tam, Project Manager

This project will construct wastewater treatment plants and collection systems in Halifax, Dartmouth and Herring Cove in order to improve the water quality of the Halifax Harbour.

Solid Waste Resources Division

Jim Bauld, Manager

Solid Waste Resources is responsible for the planning of waste diversion and delivery of HRM residential collection services; processing Household Hazardous Waste,

Recyclables, Organics, and disposal of refuse for residential and non residential customers; measuring and monitoring private sector contractor performance; delivery of the communication and education programs, and administration of the C&D Waste Management Strategy.

Summary of Business Unit Structure Changes:

Core Operations and Services provided:

Solid Waste System: Contract management for the operation and maintenance of solid waste collection and processing facilities

• 1 mixed waste processing & disposal facility at Otter Lake • 1 Materials Recovery Facility

• 2 Compost Plants (New Era Technologies, Miller Composting)

• 1 Household Hazardous Waste Depot

• 2 waste transfer depots

• 16 private sector solid waste providers (collection & processing)

• Average annual solid waste tonnage (approx): 19,000 recyclables, 42,000 organics, 155,000 refuse, 75,000 construction and demolition material

Stormwater & Wastewater System:

• 1,000 kilometres of gravity sanitary sewers, 700 kilometres of storm and clearwater sewers, 300 kilometres of combined sewers and 60 kilometres of force main and pressure sewers

• 153 pumping stations

• 4 sanitary sewer holding tanks and 3 sanitary sewer regulating chambers • 12 Water Pollution Control Plants, 1 Leachate Plant

Environmental Management Services

Summary of Budget by Business Unit Division

2005-2006 2006-2007 2006-2007 2007-2008 Change over Actual Budget Projections Budget Budget %

Gross Budget $60,386,824 $65,080,674 $65,164,852 $44,953,759 ($20,126,915) -30.9% Revenues ($34,569,057)($38,881,412)($39,240,660) ($17,394,595) $21,486,817 -55.3%

Net Budget

EMS Admin - Director's Office 359,085 407,019 461,370 375,100 (31,919) -7.8%

Harbour Solutions Project 0 13,280 13,280 0 (13,280) -100.0%

Former Solid Waste System 1,338,021 1,025,000 1,025,000 730,782 (294,218) -28.7%

Admin WR (9,693,553) (9,644,013) (9,559,013) (9,595,516) 48,497 -0.5%

SW Other 13,994,595 15,070,586 14,514,119 15,413,451 342,865 2.3%

Otter Lake 19,253,288 18,506,793 18,790,155 19,956,847 1,450,054 7.8%

Wastewater Treatment 0 15,810 15,810 0 (15,810) -100.0%

Environmental Engineering Services 0 19,650 19,650 0 (19,650) -100.0%

Sustainable Environmental Mgmt Office 566,330 762,900 621,584 678,500 (84,400) -11.1%

Technical & Underground Services (0) 22,237 22,237 0 (22,237) -100.0%

Net Cost $25,817,766 $26,199,262 $25,924,192 $27,559,164 $1,359,902 5.2%

Funded Full Time Equivalents (FTEs):

2006/2007 (effective April 1, 2006)

2007/2008(as at March 31, 2007 )

Funded FTEs (includes permanent and temporary)

187.0 184.08

Analysis of Operating Budget Changes:

Operating Budget Change Details ($000's)

2006/07 Net Operating Budget

$26,199 1 Solid Waste - Contractual increase for waste disposal, collection, composting

and Otter Lake

1,408

2 Solid Waste - Increase in revenue: tipping fees, external parties, sale of recyclables

(80)

3 Solid Waste - Increase in transfer to reserve due to higher per tonne rate on disposals

513

4 Solid Waste - Interest on debenture savings due to debt repayment (295)

5 Other operating expenditures (65)

6 Salary funding adjustment from reserves (37)

7 SEMO - Transfer Utilities Manager to TPW (84)

2007/08 Net Operating Budget

Business Unit Goals (2007-10):

Strategic Goals

Strategic Goal 1: HRM’s public health and environment are safeguarded because a long term sustainable infrastructure plan which meets regulatory standards is approved by Council.

Strategic Goal 2: All citizens and organizations of HRM have adopted environmentally sustainable practices in order to protect public health including the use of energy efficient/renewable energy to mitigate the effects of climate change and enhance energy security.

Strategic Goal 3: HRM’s growth is sustainable because of the development of a stormwater/wastewater & solid waste infrastructure regional growth plan as well as a climate change adaption plan.

Operational Goals

Operational Goal 1: Stormwater/Wastewater services are more efficient and effective due to review/reform of governance, org structure, financing, technical

standards, and implementation of a work management system.

Operational Goal 2: Deliver and commission Capital Projects on time and within budget. Operational Goal 3: Service delivery & accountability has been improved through

implementation of a formal performance reporting system.

Operational Goal 4: Staff/council relations are improved through improved performance accountability, inter-business unit communication, and greater staff/council collaboration on community issues.