Latest news with #WastewaterTreatmentPlant
New Indian Express
13-06-2025
- Business
- New Indian Express
Vizag sewerage project cost revised to Rs 452 crore
VIJAYAWADA: The State government has issued a revised administrative sanction of Rs 452.46 crore to the Greater Visakhapatnam Smart City Corporation Limited (GVSCCL) for the implementation of an integrated sewage collection and conveyance system, along with a Wastewater Treatment Plant (WWTP), in Pendurthi of Visakhapatnam district. The project includes Recycled Sewage Gravity Flow (RSGF), Tertiary Treatment, and comprehensive Operation and Maintenance (O&M) services for 15 years. Principal Secretary (Municipal Administration and Urban Development) S Suresh Kumar said the initiative marks a critical step in enhancing urban sanitation infrastructure and promoting the sustainable reuse of treated wastewater in the rapidly growing city. Taken up jointly by the Greater Visakhapatnam Municipal Corporation (GVMC) and GVSCCL, the project aims to establish an underground drainage network for around 12,000 houses, ensuring the safe collection, treatment and disposal of sewage. Initially awarded to Tata Projects Ltd in 2018 with a stipulated completion period of 2 years and 5 months, the original deadline of April 23, 2021, was extended due to various unforeseen delays. The latest extension of time (EoT) now allows project completion by July 31, 2025, with work nearing completion. Several technical changes became necessary during execution, such as constructing a fourth aeration tank at Narava STP, enhancing the flash mixer feed sump capacity, and undertaking dust-filling works along the BRTS road, and Chinthala Agraharam. The original project cost was Rs 412 crore. However, due to rising input costs, interest during construction, and an increase in GST from 12% to 18%, the project saw a cost overrun. GVSCCL requested an additional Rs 40.46 crore, which the government approved, including a supplementary contribution from the GVMC. It ensures the timely delivery of this vital infrastructure project.
The Province
21-05-2025
- Business
- The Province
Consultant releases damning report on Metro Vancouver governance
Deloitte Canada consultant called in after North Shore Wastewater Treatment Plant Program boondoggle Originally budgeted at $700 million with a completion target of 2020, the North Shore Wastewater Treatment Plant project is now nearing an astounding $4 billion — an almost 500 per cent increase. Photo by NICK PROCAYLO / 10104754A Metro Vancouver has outgrown its board governance structure and should be streamlined and supported by experts, according to a consultant hired earlier this year in the wake of the North Shore Wastewater Treatment Plant project boondoggle. This advertisement has not loaded yet, but your article continues below. THIS CONTENT IS RESERVED FOR SUBSCRIBERS ONLY Subscribe now to read the latest news in your city and across Canada. Exclusive articles by top sports columnists Patrick Johnston, Ben Kuzma, J.J. Abrams and others. Plus, Canucks Report, Sports and Headline News newsletters and events. Unlimited online access to The Province and 15 news sites with one account. The Province ePaper, an electronic replica of the print edition to view on any device, share and comment on. Daily puzzles and comics, including the New York Times Crossword. Support local journalism. SUBSCRIBE TO UNLOCK MORE ARTICLES Subscribe now to read the latest news in your city and across Canada. Exclusive articles by top sports columnists Patrick Johnston, Ben Kuzma, J.J. Abrams and others. Plus, Canucks Report, Sports and Headline News newsletters and events. Unlimited online access to The Province and 15 news sites with one account. The Province ePaper, an electronic replica of the print edition to view on any device, share and comment on. Daily puzzles and comics, including the New York Times Crossword. Support local journalism. REGISTER / SIGN IN TO UNLOCK MORE ARTICLES Create an account or sign in to continue with your reading experience. Access articles from across Canada with one account. Share your thoughts and join the conversation in the comments. Enjoy additional articles per month. Get email updates from your favourite authors. THIS ARTICLE IS FREE TO READ REGISTER TO UNLOCK. Create an account or sign in to continue with your reading experience. Access articles from across Canada with one account Share your thoughts and join the conversation in the comments Enjoy additional articles per month Get email updates from your favourite authors The report was released on May 20 and will be presented to the board on May 24. 'Challenges with the North Shore Wastewater Treatment Plant program and the subsequent funding impacts have created an environment of extreme tension within the board and with municipalities,' wrote report author Shayne Gregg from Deloitte Canada. 'This and other major infrastructure projects are only continuing to become larger, longer and carry significantly greater delivery, financial and reputational risk. The global economic climate has become volatile, further impacting the planning and management of costs relating to projects of this magnitude.' The North Shore replacement plant was originally set to be completed by 2020 for $700 million and is now expected to be complete in 2030 at a cost of $3.86 billion — a blowout of over $3 billion. Metro Vancouver fired the contractor mid project and is dealing with the aftermath of that, while also allocating the increased costs in differing ways to all 21 municipalities with Metro Vancouver, leading to tensions. Essential reading for hockey fans who eat, sleep, Canucks, repeat. By signing up you consent to receive the above newsletter from Postmedia Network Inc. Please try again This advertisement has not loaded yet, but your article continues below. 'In this context, the challenges for the board directors to balance the interests of both their rapidly growing electorate as well as those of the broader Metro Vancouver region will only become more politically and legally challenging, creating an untenable conflict between fiduciary duties at times,' Gregg wrote. Metro Vancouver is a regional district representing 3.1 million residents from 21 municipalities, the Tsawwassen First Nation and Electoral Area A. Since COVID-19, its operating and capital budget has grown rapidly to $3.2 billion in 2024. Gregg wrote that the board of directors, comprised of elected representatives from all its members, is becoming more politically divided. 'Metro Vancouver staff are working harder to manage these risks and elevate the right discussions to a board that is constantly changing, trying to absorb a significant volume of complex data, and is becoming increasingly more politically divided,' she wrote. This advertisement has not loaded yet, but your article continues below. 'Unfortunately, the actions of staff in trying to solve these risks and challenges create an impression of flooding and filtering information and driving decisions faster than the board can consume it. As the risks and tensions escalate, this effort to focus the board has created a perception of mistrust and wariness of staff on their behalf. From a governance and risk management perspective, there is a need to streamline the board size and structure, adding professional support and acumen. 'The solution, however, cannot be to reduce compensation to reflect public dissatisfaction with the governance of the board, but to improve the governance to justify the remuneration.' Gregg suggested, among other things, that the board ask provincial government approval to change the board chair from an elected official to a non-elected expert in governance on a four-year contract. This advertisement has not loaded yet, but your article continues below. Metro Vancouver is responsible for water, sewage, some social housing and managing some parks and air quality within the region — tasks that are better handled on a whole than within each member municipality. It serves as the main political forum for discussions of significant community issues at a regional level, and is governed by four separate boards of directors. Read More dcarrigg@ Columnists Vancouver Canucks CFL News Vancouver Canucks
Yahoo
03-05-2025
- General
- Yahoo
High school students learn about city jobs on Law Day
Dozens of juniors and seniors from Effingham and St. Anthony high schools learned about what happens behind the scenes at the city's water treatment plant, wastewater treatment plant, police department and fire department on Thursday during the 68th Annual Elks National Law Day. The day began at city hall, and after a brief introduction, city officials and students split into two groups: one started at the water treatment plant and the other began at the wastewater treatment plant. Water Treatment Plant Chief Operator Mike Ziegler gave the students a tour of the plant and explained how water is cleaned through filters, chemistry and more. 'I think it's cool to see that they have to put tablets, that they have so many funnels, and how much water they push out for all of us because they are taking care of such a large population of people, and without them, all those people would have dirty water, polluted water,' said St. Anthony High School senior Jackie Niebrugge. 'It's kind of like something you don't think about, so when you see it, you're like: Oh, without them, we'd all be showering in not very clean water. We'd be drinking not very clean water. When we make stuff, it wouldn't have clean water in it. So it's very important to have that in our community.' Niebrugge plans on going into the medical field but learned how important water treatment plants are for communities. 'I do think it's just a very respectable job to have, to be able to provide for such a large community, and it's overlooked… I think it's vital for our community to have them,' she said. At the fire department, Captain Jeffrey Landrus taught the students about different fire equipment, let students spray a fire hose and ride on the landing of a ladder fire truck. At the police station, the group split in half: half went on a tour with Police Chief Jason McFarland and the other half experienced a police training simulator with Deputy Chief Kurt Davis. After the tour, the groups switched places. McFarland showed students many of the rooms in the department including the 9-1-1 call center, booking and the gym. The simulator allowed students to practice being a police officer by using an unloaded gun with Deputy Chief Davis. He taught students about the high stakes, pressure and very little time officers have when responding to emergency calls. Wastewater Treatment Plant Chief Operator Joe Williamson gave students a tour of the wastewater treatment plant and also explained how water is filtered and cleaned. Effingham High School seniors Adam Flack, Aaron Hill, Max Flack and Jaxon Bridges were surprised to learn how much water the city is responsible for managing. 'That's what a lot of what we learned was water and how it flows, and we get it all the way up from Shelbyville and places like that,' said Max. 'That's kind of crazy that we're a source of water for [somewhere] over thirty miles away.' They were also surprised to learn how much money is spent in each department. Although Adam Flack, Max Flack, Hill and Bridges don't want to go into public service work either, they gained a deeper appreciation for people in those roles. 'The people take their jobs very seriously,' said Adam. 'We're in good hands.'
Yahoo
12-04-2025
- Business
- Yahoo
Cole Stanley Q&A: Amarillo mayor outlines city projects he wants to see through
Editor's note: This is the third of several Q&As involving Amarillo city candidates ahead of the upcoming May 3 election, with early voting starting April 22. The first three have focused on those running for Amarillo mayor — Jason Herrick, incumbent Cole Stanley and Misty Collier. Look for more of these questionnaires to run in future editions of the Globe-News. Cole Stanley, Amarillo's current mayor, is running for re-election after a first term focused on upgrading the city's infrastructure, bolstering public safety, and stewarding local finances. In the following Q&A — edited for clarity and brevity — he details his vision for Amarillo's continued growth and explains why he believes he's best positioned to see existing projects through to completion. Q: Amarillo's streets, water system, and utilities need ongoing attention. Which projects top your priority list in the next term? A: From my first month in office, we've zeroed in on the Wastewater Treatment Plant (WWTP). Flooding damage revealed longstanding issues that should've been addressed decades ago, so we teamed up with the Army Corps of Engineers and Congressman Ronnie Jackson. We've secured $38 million for design work, which should wrap up within a year. After that, we'll build a new or upgraded facility over two to three years. That remains priority one. Q: How do you plan to further support police and fire services, especially following the recent pay raises for first responders? A: The pay hike worked better than we imagined. Morale surged, and our latest academy class drew about 200 applicants — up from only a few dozen in previous years. That could lead to 25 to 30 new graduates, versus the usual 7 or 8, putting us near full staffing for the first time in about a decade. Another raise — maybe $5,000 per badge — could solidify our competitive edge in Texas. Q: How do you plan to attract new businesses while supporting existing ones, especially in underserved areas? A: Skilled labor drives economic decisions these days, so AmTech's training programs are critical. Companies see our strong transportation links and available land, but the real hook is a ready workforce. On housing, we can't just push development outside city limits. By working with developers through a Municipal Utility District (MUD) — which finances and manages utilities like water, sewer, and drainage — we help offset infrastructure costs while keeping new neighborhoods under our future city boundaries, ensuring sustainable tax growth. Q: Given Amarillo's reliance on the Ogallala Aquifer, how would you secure the city's water supply? A: We have to plan for neighborhoods south of the city that depend on wells and septic systems. Those wells will eventually run dry. We're partnering with Randall County to buy additional water rights before that happens. With a cooperative approach, we can expand infrastructure to serve these areas without depleting the aquifer or risking that Amarillo's water will be redirected elsewhere. Q: Many residents still worry about government transparency. How will you maintain openness within City Hall? A: We make sure every council discussion happens in public. Our meetings are streamed live, and I take part in regular interviews, town halls, and Q&A sessions. We also highlight what's working, what isn't, and how we plan to fix any shortcomings. That openness has defined my term, and I'll keep it going if re-elected. Q: The Civic Center bond issue was a hot topic in past elections. Where do you stand on expansions or renovations? A: My focus is first on essentials — like the WWTP, roads, and public safety staffing. Once those are addressed, then we can consider Civic Center improvements. Let's optimize what we have, maybe working with a third-party promoter to bring in bigger events and operate profitably. We don't need a $550 million overhaul to keep Amarillo entertained and the venue thriving. Q: How do you balance affordable housing demands with city growth, ensuring infrastructure can keep up? A: We shouldn't be pushing new developments outside city boundaries, because that loses potential taxpayers. The MUD policy allows developers to eventually recoup infrastructure costs but keeps those homes within our future limits. That means more efficient use of water and sewer, plus more revenue to help keep housing prices in check. Q: With fiscal responsibility a top priority, how do you plan to fund core services without raising taxes? A: We need to expand our tax base — another reason MUDs matter. We also track every dollar in the budget. We've identified tens of millions in excess reserves, and once we update our financial policy (hopefully by June), we'll reallocate those funds to capital improvements and infrastructure. This ensures taxpayers see tangible benefits from their contributions. Q: What do you envision for Amarillo over the next two years, and how will you measure success? A: We've always valued faith, family, and freedom here. My goal is to keep taxes low so people can chart their own futures. Success means fully staffed public safety departments, well-maintained roads, and an economy propelled by local expertise, not heavy-handed governance. Q: Why seek re-election, and what do you hope to accomplish in your next term? A: We're nearing completion on key projects — like the WWTP overhaul — and I want to see them through. In another term, I plan to fully staff the police force, upgrade roads, refine the MUD framework, strengthen the Amarillo Economic Development Corporation's strategy, and lock in better financial policies. Ultimately, I want to deliver a solid return on the community's investment. Cole Stanley has served as Amarillo's mayor since 2023. A former local business owner, he advocates for transparent governance, careful budgeting, and a pro-growth agenda. If re-elected, Stanley says he'll continue emphasizing essential city services, all while honoring Amarillo's long-standing traditions of independence and self-reliance. This article originally appeared on Amarillo Globe-News: Amarillo mayor candidate Cole Stanley Q&A: Finishing projects, plans
Express Tribune
05-02-2025
- Business
- Express Tribune
Apex court proposes Islamic finance for environmental projects
ISLAMABAD: The top court has given guidelines to Punjab government for setting up a Wastewater Treatment Plant (WWTP) in order to treat the contaminated water flowing into the River Ravi. While it is well established that policy-making falls within the domain of the executive, the court, in exercising its constitutional duty to safeguard fundamental rights under Article 9 of the Constitution, has, over the years, developed a substantial knowledge base regarding environmental challenges. Therefore, without encroaching upon the policy-making prerogative of the executive, the court deems it appropriate to suggest certain options that the executive authorities may consider while formulating its response to the challenge at hand, that is, the delay of three decades in setting up the WWTP, says seven pages written judgement authored by Justice Syed Mansoor Ali Shah. The bench clarified that these recommendations, while not binding, are intended to assist the executive in discharging its obligations towards environmental protection and sustainable development. The order says that the land measuring 6,937 kanals was acquired by the Water and Sanitation Authority (WASA), an agency of the Lahore Development Authority (LDA), in three locations of Tehsil and District Lahore – Babu Sabu, Jhuggian Nagra, and Niaz Beg – in 1991-1992 through two awards dated 24.12.1991 and 23.02.1992. The land was acquired for the public purpose of setting up a Wastewater Treatment Plant (WWTP) to treat the contaminated wastewater flowing into the River Ravi. The order also said that initially, the WWTP was to be funded by the World Bank, but negotiations did not materialize, and nearly three decades have passed without any progress on the ground. The WASA MD and Housing and Urban Development Punjab secretary submit that fresh loan negotiations are now being pursued with the French Development Agency (AFD). In this regard, it is submitted that Form PC-11 is being put up for approval before the Provincial Development Working Party (PDWP), Central Development Working Party (CDWP), and the Executive Committee of the National Economic Council ("ECNEC") – key bodies responsible for economic planning, infrastructure development and public sector investments. "It is further submitted that the ECNEC approval is expected by late August 2025, and, if granted, loan negotiations with AFD will commence in February 2026", says the order. Justice Shah, while giving suggestions, has noted that access to climate finance is essential for ensuring climate adaptation and resilience, particularly in vulnerable regions like Pakistan, where environmental degradation directly affects fundamental rights such as life, health and dignity. In this context, climate finance emerges as a viable, self-sustaining alternative that not only aligns with environmental responsibility and financial sustainability but also upholds fundamental rights under the Constitution. Islamic finance principles, particularly those emphasizing risk-sharing and ethical investment, offer a non-debt based approach to financing critical infrastructure. WASA may consider leveraging Waqf (Endowments), Sukuk (Islamic bonds), and Public-private Partnerships rooted in Islamic finance. For instance, a Green Sukuka Shariah-compliant financial instrumentcan be issued to raise funds specifically for the water treatment plant, attracting investors who seek both financial returns and environmental impact. Islamic finance has been a game changer in climate action, offering ethical and sustainable financial solutions for the Global South. Indonesia successfully launched a Green Sukuk in 2018, raising $1.25 billion to finance renewable energy and climate resilient projects, demonstrating that Islamic financial instruments can effectively mobilize resources for environmental sustainability. Malaysia's Sustainable and Responsible Investment (SRI) Sukuk, has funded water conservation, waste management and solar energy initiatives. By integrating Islamic finance into climate strategies, particularly in Muslim-majority and climate-vulnerable countries like Pakistan, there is significant potential to mobilize resources and enhance the impact of global climate initiatives. The order also said that WASA may explore a range of WWTP technologies, including cost-effective and homegrown technological solutions to urgently provide sustainable water management for the people of Pakistan. "Additionally, the restriction on using 6,937 kanals of acquired land exclusively for the WWTP may also be reconsidered. Given that the project footprint does not require acres of land, WASA may repurpose the remaining land for other climate adaptation initiatives such as afforestation, renewable energy projects (solar or wind farms) or sustainable agriculture to combat soil degradation and improve food security. By diversifying adaptation projects in the same area, WASA not only maximizes land use but also strengthens resilience against climate change. This aligns with the Pakistan's National Adaptation Plan (2023-2030) which prioritizes adaptation efforts and identifies several key sectors such as water security, agriculture and food security, disaster risk reduction, health, urban planning and infrastructure, ecosystems and biodiversity and energy. "Our institutions must promote national adaptation strategies through indigenous financial tools and home grown solutions that align with sustainability, community well-being and long-term economic stability," the order stated. "Considering the importance of WWTP and its bearing on fundamental rights of the people, WASA may want to reconsider its financial and technological options while pursuing its negotiations with AFD." "Let the PDWP through its Chair, Chairman Planning and Development Punjab, Civil Secretariat Lahore, CDWP through its Chair, Deputy Chairman Planning Commission, Pakistan Secretariat, Constitution Avenue Islamabad and ECNEC, Cabinet Block, Cabinet Secretariat, Red Zone Islamabad conclude the matter latest by end of August 2025. ECNEC is directed to submit its final report to the Court before the next date of hearing. A copy of this Order be dispatched to PDWP, CDWP and ECNEC for information and further action," read the order. The court will resume the hearing in last week of September 2025 to assess whether the relevant authorities have successfully concluded the matter after exploring all possible financial and technological alternatives.
