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Watertight-Panel Report En

Watertight-Panel Report En

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Published by: islam456789 on Feb 15, 2013
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Prescott and Russell,United Counties of
Prince Edward,County of
Quinte West,City of
Ramara,Township of
Red Lake,Municipality of
Renfrew,County of
Renfrew,Town of
Sables-Spanish Rivers,Township of
Sault Ste.Marie,City of
Simcoe,County of
Smooth Rock Falls,Town of
South Bruce,Municipality of
South Frontenac,Township of
South River,Village of
Southgate,Township of
Southwest Middlesex,Municipality of
St.Clair,Township of
Stirling-Rawdon,Township of
Stormont,Dundas and Glengarry,United Counties of
Temagami,Municipality of
Timmins,City of
Toronto,City of
Tweed,Municipality of
Tyendinaga,Township of
Waterloo,Regional Municipality of
West Grey,Municipality of
West Nipissing,Municipality of
White River,Township of
Whitewater Region,Township of
Windsor,City of
Wollaston,Township of
York,Regional Municipality of
Zorra,Township of

Listed below are the organizations and individuals
who provided their views to the Panel:

Advisory Council on Standards
American Water Services Canada Corp.
Aquatech Water Management Services Inc.
ASI Group
Association of Municipalities of Ontario
Bank of Nova Scotia
Blake,Cassels & Graydon LLP
B.M.Ross & Associates
Borealis Infrastructure
The Canadian Council for Public Private Partnerships

Canadian Environmental Law Association
Canadian Institute for Environmental Law & Policy
Canadian Standards Association
Canadian Water Network
CH2M Hill Canada
Clouthier Consulting Company
Conservation Ontario
Prof.Rob de Loë (University of Guelph)
Deloitte & Touche LLP
Earth Tech (Canada) Inc.
Eastern Ontario Municipal Water Association
Energy Probe Research Foundation
Environmental Commissioner of Ontario
EPCOR Water Services Inc.
Glen Scott Shortliffe and Associates
Hamilton Utilities Corporation
Prof.Gary Harman (Cornell University)
International Organization for Standardization
Prof.Harry Kitchen (Trent University)
Kitchener Utilities
Lakefront Utility Services Inc.
Lambton Area Water Supply System
McCarthy Tétrault LLP
MS Filter Inc.
Municipal Engineers Association
Municipal Finance Officers’Association of Ontario
National Guide to Sustainable Municipal
Infrastructure (InfraGuide)
Nextek GBL Inc.
Northern Waterworks Inc.
Ogilvy Renault,Barristers & Solicitors
Ontario Municipal Administrators’Association
Ontario Municipal Water Association
Ontario Public Service Employees Union
Ontario Sewer and Watermain
Construction Association
Ontario Teachers’Pension Plan
Ontario Water Works Association
Peterborough Utilities Group
Phytobials LLC
Professional Engineers of Ontario
Quinte Conservation
RBC Capital Markets
Prof.Steve Renzetti (Brock University)
Public Sector Accounting Board

WATERTIGHT:The case for change in Ontario's water and wastewater sector


Rural Ontario Municipal Association
R.V.Anderson Associates Ltd.
Sault Ste.Marie PUC Services Ltd.
Shelby Environmental Services Ltd.
Standard & Poor’s
TD Securities
Tor Bay Capital
Utilities Kingston
UV Pure Technologies Inc.
Veolia Water Canada
Vermicycle Corporation
Water UK
Wollestone Home & Cottage Association


The following ministries and agencies provided
briefing materials and other assistance
to the Panel:

Ministry of Agriculture and Food
Ministry of the Attorney General
Ministry of Economic Development and Trade
Ministry of the Environment
Ministry of Finance
Ministry of Municipal Affairs and Housing
Ministry of Northern Development and Mines
Ontario Clean Water Agency
Ontario Energy Board
Ontario Strategic Infrastructure Financing Authority


The Panel was provided with information,analysis
and support by public servants from PIR under the
first-class leadership of Bill Hughes,Director of the
Infrastructure Strategies Branch.The hard-working
team included:

Lindsay Allison(research and financial modelling)
Becca Franssen(administrative support)
Paul Gray(data development)
Martha Greenberg(research and production support)
Eliza James(research and policy analysis)
Jonathan Lebi(research and policy analysis)
Stephen Monrad(investment needs modelling)
Kelly Shields(project oversight)
Karen Slawner(project management)
Ed Slugocki(computer cartography)
Carley Taylor(investment needs modelling)

The Panel was greatly aided by its resident writer,
Catharine Lyons-King,who also joined in most of
the field research and travel.

The production,printing and distribution of the
report was overseen by Cindy Greeniaus,Director
ofCommunications at PIR,and coordinated by
Jeff Kerr and Sheldon Ens of her staff.



Finally,the Panel wishes to single out a few indi-
viduals whose counsel was particularly helpful in
aiding our understanding of the realities of water
and wastewater in Ontario:

James W.MacLaren,long the dean of Ontario’s
water engineers,for advice throughout the process

Robert A.Goodings,a former head of Gore &
Storrie,president of AWWA and currently President
of the Ontario Society of Professional Engineers

Ken Mains,George Powelland Peter Nicolof
CH2M Hill Canada Limited for frank discussion
(Mains especially) and colourful metaphors

Margaret Kelch,former head of Technical
Standards and Safety Authority

David Kingof the Ministry of Municipal Affairs
and Housing,for assistance in the field

Dr.Stuart L.Smith,for the benefit of his experience
in several careers

Prof.Steven Renzetti,for sustained and exceptional

Prof.Harry Kitchen,for advice on melding theory
and practice

Rod Holme,of both OMWA and OWWA,ever
generous with his time and contacts

Pat Vaniniof AMO,for advice and help in under-
standing the municipal point of view

Bert Clark,first on the staff of the Minister of PIR
and later of the Premier’s Office

Peter Epp,on the staff of the Minister of PIR

Virginia Westand Geoff Hare,deputy ministers of
MOE and PIR respectively

Glen Shortliffe,former Clerk of the Privy Council

James W.Merritt,former assistant deputy minister
of MOE,and now chair of the Advisory Council on
Drinking Water Standards

WATERTIGHT:The case for change in Ontario's water and wastewater sector


In most industrial processes,the cost of producing
an additional unit of output tends to start out high,
when output is low,and then drops quickly.This
reflects economies of scale.As output grows beyond
a certain limit,costs of an additional unit often rise
again,providing a diseconomy of scale.Discussions
of scale take into account both the capacity of the
physical plant and equipment used in production,
and how operating costs change as output rises.
Unit costs usually start off high because a minimum
investment in fixed assets is needed to produce even
a small number of outputs.

The economic literature on economies of scale in
the water sector is limited,in part because prices do
not reflect costs very well.58

Another complicating
factor is the uniqueness of each system:even when
(as is rarely the case),the same plant design is
selected,such intervening variables as customer
density,soils,climate,topography,and source water
quality all have an impact on costs.

The Panel therefore asked the advice of one of the
country’s leading engineering firms,designers of
many of the water and wastewater systems in Ontario
and an active participant in the current marketplace.
The firm shared confidential data on costs for
hundreds of plants,both in Ontario and all over
North America.

The firm’s data and a review of the available litera-
ture suggested that where similar technologies are
used,there are strong economies of scale in the
capital costs of both water treatment and sewage
treatment plants as one moves from plants serving
hundreds or a few thousands of customers up to
100,000 or more.After that,scale economies were
more modest.The economies of scale in plant
construction costs are somewhat offset,however,
by increasing diseconomies of scale as distribution

and collection networks grow.As well,for sewage
treatment,further diseconomies of scale appear
owing to the costs of solids disposal,which rise
from 10 to 20 per cent of total costs in mid-sized
plants to 50 per cent or more in the largest.

These conclusions relate largely to the costs of
building systems.Distribution (in a drinking water
system) tends to account for about 75 per cent
of the initial capital costs of a system,while the
treatment plant itself accounts for the remaining
25 per cent.This suggests that wherever possible,
water treatment plants should be built to serve the
largest group of customers possible before the savings
are offset by higher costs of distribution.With waste-
waterplants,both solids disposal and the costs of
the collection network put an upper limit on the
optimal size of the customer base.

Looking at operating costs alone,the scale economies
are not as pronounced.This is important for the
Ontario situation,where geography often limits
the ability to connect systems physically.One of
the Walkerton papers summarized the U.S.evidence
on economies of scale:large for capital costs,
modest for operations.59

One of the best U.S.
papers,concentrating on smaller,partly rural
systems in New York state serving between 2,100
and 57,000 people,focused directly on the joint
minimization of treatment and distribution costs.
The authors concluded that “only in the most densely
populated areas would any remaining economies
of size in treatment outweigh the diseconomies in
transmission and distribution.”60

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