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2015 Biosolids Management Program Performance Report

The Biosolids Management Program (BMP) approach proved to be a good fit for the goals set by the facility for good quality production of biosolids. Biosolids are the organic products resulting from the treatment of domestic sewage in a treatment facility and are rich in nutrients. According to USEPA, they can be safely recycled and applied as fertilizer to sustainably improve and maintain productive soils and stimulate plant growth. The BMP is a structured program comprised of elements that cover all aspects of biosolids management including - process efficiency, communication with interested stakeholders, and training along with other crucial factors. Consistent with the City’s Environmental Policy Statement, the Richmond Wastewater Treatment Plant is committed to the following principles of conduct set forth in the Code of Good Practice. The treatment plant focuses its available resources to produce Class B Biosolids. The treatment plant strives to maintain, improve, and protect the environment through its treatment/production of biosolids. The treatment plant makes every effort to ensure that the public is not endangered by the treatment/production of biosolids at the treatment plant during transportation, storage or application at permitted sites. The treatment plant shall obey all applicable federal, state, county, and local laws, rules, and regulations. We pledge to “do the right thing” and uphold the following principles of conduct. A- COMPLIANCE: To commit to compliance with all applicable federal, state, and local requirements regarding production at the wastewater treatment facility, the Richmond Wastewater Treatment Plant facility has elected to: 1) Meet concentration limits, 2) Meet class "B" pathogen standards; 3) Achieve 38% volatile solids reduction for vector control

As treatment for its anaerobically digested biosolids, Primary biosolids is collected from our primary clarifiers, grits removed by hydro-grit units and thickened in four gravity thickeners. Waste activated sludge is pulled from the return biosolids stream and thickened in four thickening centrifuges. Biosolids is then pumped to one of the five anaerobic

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digesters. Overflow from the digesters is stored in one of the 2 biosolids storage tanks and pumped to one of the five dewatering centrifuges where polymer is added. Once dewatered, biosolids is stored in the plant's storage pads and then hauled to land application site by the hauling/land application contractor.

1- Concentration Limits. The chart below shows the biosolids metals concentration in 2015 and the concentration limits for Arsenic, Mercury, Molybdenum, Selenium, Cadmium, Lead, Nickel, Copper and Zinc. All metal analytical results were under the required concentration limits.

0

10

20

30

40

50

60

70

80

90

100

ArsenicMercury

MolybdenumSelenium

CadmiumBio

solid

s m

etal

s co

nce

ntr

atio

n (

mg

/kg

)

2015 Biosolids Metals

Regulatory Limit mg/kg Jan-15 Mar-15 May-15 Aug-15 Sep-15 Dec-15

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2- Class "B" pathogen standards:

The temperature optimum required for microorganisms to stabilize the organic matter is 95F. During the month of April the average digesters temperature was below 95 o due to high volume of biosolids. The wastewater plant used to receive landfill leachate until October 7th. Land fill leachate was identified to be the potential cause of

The primary and secondary clarifiers had low settleability issue. High flow from clarification tanks had to be pumped to the digesters causing the temperature to drop below 95F. The second boiler was repaired and put in service while running tests and investigations to diagnose the problem. Beginning of May the temperature was back to normal to comply with the federal regulation [40 CFR 503.32(b) (3)].

3- Vector Attraction Reduction: [40 CFR 503.33(b) (1)/alt (10)].

Samples are pulled at least 1x/2 months; if the reduction is less than 38%, additional samples are pulled until 38% is achieved as directed by EPA personnel; biosolids failing to realize a 38% reduction (i.e. between testing) is incorporated into the ground within six hours. All samples were above 38% for this year.

0

1000

2000

3000

4000

LeadNickel

CopperZinc

Bio

solid

s m

etal

s co

nce

ntr

atio

n

(mg

/kg

)

2015 Biosolids Metals

Regulatory Limit mg/kg Jan-15 Mar-15 May-15 Aug-15 Sep-15 Dec-15

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B- PRODUCT & QUALITY MONITORING:

To provide biosolids that meets the applicable standards for their intended use or disposal, the Richmond Biosolids program is built around the concept of beneficial reuse of nutrients contained within the biosolids produced from our treatment process. During 2015, we recycled 23383 tons of class B biosolids for our agricultural customers in rural Virginia.

The City of Richmond Biosolids quality meets or surpasses the applicable regulatory compliance requirements, as mentioned in the chart above.

C- BIOSOLIDS MANAGEMENT PROGRAM:

The WWTP has implemented the Biosolids Management Program that includes a method of internal audit and independent third-party verification to ensure effective ongoing biosolids operations. AUDIT FINDING

In November 2015, the NSF-International Strategic Registrations conducted the Re-verification audit, the lead auditor recommended that Richmond maintains its platinum NBP certification.

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Audit’s results and action taken in response to the audit results:

As a result of the 2015 audit there were no major nonconformance, 9 minor non-conformances and 9 opportunities for improvement. The table below summarizes the Re-verification audit’s results and the actions taken:

Audit Observation or Opportunity for Improvement Action Taken

Requirement 2.1 - Minor Nonconformance – The organization is committed to the Code of Good Practice. Incorporated in that Code is a commitment to compliance with all federal, state and local requirements regarding use and disposal of biosolids away from the facility. Biosolids that are to be land applied must meet strict regulations and quality standards. The Part 503 rule governing the use and disposal of biosolids contain numerical limits for metals in biosolids, pathogen reduction standards, site restriction, crop harvesting restrictions and monitoring, record keeping and reporting requirements for land applied biosolids. In the General Provisions (Subpart A) it states that either the Class A or Class B pathogen requirements must be met when sewage sludge is applied to the land or placed on a surface disposal site. In April 2015 the biosolids discharged from the Richmond Wastewater Treatment plant digester had not met the time and temperatures regulatory requirement for either Class A or Class B pathogen reduction. Therefore these solids did not meet the requirements for land application. They were, however, land applied. While they were incorporated into the soil within six hours of land application this does not meet the requirements for pathogen reduction.

CAR Ref: 103- The City land application contractor sent a notification letter on 11/20/15 to Department of environmental quality. The letter describes the digesters temperature issue that the City had in April 2015. The plant manager called DEQ to confirm the low temperature issue.

The BMP team will establish a Standard Operating Procedure for handling biosolids that do not meet class B requirements.

Requirement 4.2 – Minor Nonconformance – No procedure was found that specifies how biosolids, which do not meet the pathogen reduction requirement for Class B biosolids, are to be handled.

CAR Ref: 104- The BMP team will establish a Standard Operating Procedure for handling biosolids that do not meet class B requirement by the end of December year.

Requirement 5.2 – Opportunity for improvement – Operations personnel identified the leading single root cause of operation and maintenance problems throughout the biosolids value chain as grit (and non-biodegradable organics such as fibers). Grit wears

CAR Ref: 105- The BMP team will discuss this opportunity to improve the grit removal with the sewer maintenance, operation managers and all

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on all moving equipment, such as pumps, centrifuges, flights, screw conveyors, etc. It also causes frequent failure of all those pieces of equipment, which requires extensive resources for maintenance and repair. Grit and fibers also substantially reduce digester capacity and efficiency, and requires digesters to be taken out of service for maintenance more frequently than would otherwise be required. Consider establishing a goal and objective for eliminating grit and non-biodegradable organics.

interested parties. In the next BMP meeting, we will study the SMART criteria for this goal.

Requirement 5.2 – Opportunity for improvement – Consider establishing a goal and objective to have all the large sewers routinely cleaned on an annual schedule to remove grit and debris to reduce maintenance costs associated with pumping and lift stations, and to prevent grit and debris from reaching the wastewater treatment plant.

CAR Ref: 106- The BMP team will discuss this opportunity to improve the grit removal with the sewer maintenance and operation managers and all interested parties in the next BMP meeting to study the SMART criteria for goal and objectives.

Requirement 5.2 – Opportunity for improvement – Consider having Public Information Office of Public Utilities establish a goal and objective related to the “relations with interested parties” outcome area.

CAR Ref: 107- The public relation manager has some goals related to relations with interested parties. The BMP team will discuss and ensure those goals meet the SMART criteria.

Requirement 5.5 – Opportunity for improvement – Consider adding a column to Table 5.1 – Goals and Objectives for Continual Improvement that uniquely identifies the Specific, Measureable, Achievable, Relevant and Time-bound (SMART) criteria identified for each goal and objective.

CAR Ref: 108- SMART criteria will be added to goals and objectives table in additional row or column by February 2016.

Requirement 5.7 – Opportunity for improvement – In Table 5.1 – Goals and Objectives for Continual Improvement consider identifying the name of the individual specifically responsible for achieving the biosolids goal and objective, instead of a position title.

CAR Ref: 109- Added Names of the responsible persons to goals and objectives table instead of titles.

Requirement 5.7 – Opportunity for improvement – Consider clarifying in the action plan associated with goal and objective of “exercising valves in the biosolids area” to include identifying all non-functioning valves and repairing or replacing them.

CAR Ref: 110- Added as action plan the identification of nonfunctioning valves to replace them.

Requirement 6.1 – Opportunity for improvement – In order to increase the proactive public participation approach to involve interested parties in the Biosolids Management Program planning process, consider distributing an index card to each individual who participates in a wastewater treatment plant tour and requesting they write in one sentence what they consider to be the most important thing they learned about biosolids during the tour.

CAR Ref: 111- Printed 200 index cards on 11/09/15, the cards were used next day for plant tour provided to group of engineers.

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Requirement 7.2 – Minor Nonconformance – In BMP Element 7 – Roles and Responsibilities it defines the Biosolids Supervisor’s responsibility to ensure the policies and procedures related to the BMP are implemented. The Biosolids Manager did not have a comprehensive working knowledge of the Biosolids Management Program, especially a familiarity with the details of the biosolids management procedures and SOPs. (Note: this is a carryover finding from the recent internal audit which has not yet been corrected.)

CAR Ref: 112- There will be a change in the biosolids area, the new biosolids supervisor was trained in the BMP program in 2009, and has been working with the BMP team.

Requirement 8.1 – Minor Nonconformance – The facility has not ensured that the biosolids supervisor has received Environmental Management System Training to ensure he is competent in the implementation of various BMP functions. (Note: this is a carryover finding from the last external interim audit, for which the corrective action was never implemented.)

CAR Ref: 113- The 2014 external audit recommended to provide the biosolids supervisor with the proper training. The BMP supervisor attended the Biosolids’ conference in Austin Texas in 2014 and the biosolids conference in Washington, DC in 2015. The training was not sufficient to ensure the various BMP functions are done. There will be a change in the biosolids area, the new biosolids supervisor was trained in the BMP program in 2009, and has been working with the BMP team.

The plant manager will ensure the new biosolids supervisor completes to Iso14001 training.

Requirement 8.3 – Minor Nonconformance – The BMP team does not currently have a comprehensive approach to tracking employee training, and more importantly who has not received required training. (Note: the biosolids supervisor is consider developing an employee training spreadsheet containing all treatment plant employee names along with the dates and titles of all training topics provided)

CAR Ref: 114- Training program will be tracked using a spreadsheet that shows names of employee, topics and dates. The list will be available on P-drive.

Requirement 11.2 Minor nonconformance – The BMP staff conducted a review and evaluation of its emergency response and preparedness for a biosolids release, i.e. a spill drill; however, there was no evaluation of the effectiveness of the drill after the exercise.

CAR Ref: 115- The BMP team will generate a post-evaluation summary report after the next spill drill. The BMP team will discuss the drill spill schedule in January 2016.

Requirement 12.2(d) – Minor Nonconformance – The organization must maintain documentation and documents for the Biosolids Management Program including the 17 elements that are properly marked with version number, effective date(s) and reference to replaced or superseded versions. For each of the BMP Element procedures the date of last review was not always correct. The revision (version) number for each element procedure was also not correct in that it reflected the “Manual Revision” number and not the procedure revision number. And lastly the revision date (effective date)

CAR Ref: 116- The BMP supervisor will ensure each element have an accurate and effective revision, review and approval date. The revision number in each BMP element will reflect changes in that specific element. Each of the 17 elements may have different revision number, date of review and/or approval.

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was the same for all procedures in the manual, even though there has been no revision made to every procedure in the manual. Requirement 14.4 – Opportunity for improvement – Consider increasing the use of the Biosolids Corrective Action Reports for more high priority and/or resource intensive corrective actions throughout the biosolids value chain and at more diverse critical control points. (Note: determine which of the projects currently tracked in "Mainsaver" might be better analyzed for root cause through the corrective action approach).

CAR Ref: 117- Corrective Action Report (CAR) for critical equipment in the wastewater plant process will be discussed during next supervisors meeting. A CAR blank form was sent to operation supervisors for review.

Requirement 16.1 – Minor Nonconformance – BMP Element 16 – Internal BMP Audit procedure 4 indicates that the audit will be conducted according to the current version of the National Biosolids Partnership’s Guidance. The 2015 internal audit was conducted using the 2002 version of the Guidance and not the most current version issued August 2011. (Note: the Internal Audit Checklist, which had no revision (version) number or effective date, was developed from the 2002 version of the Guidance.)

CAR Ref: 118- The internal lead auditor has downloaded and saved the 2011 Revision of the National Biosolids Partnership Auditor’s Guidance. He has reviewed the contents of the revision and will implement changes to next internal audit.

Prior to performing any Internal Audit – The Internal Auditor will check the NBP website for any updates. Reference www.weftec.com & www.wef.org

Requirement 16.3 – Minor Nonconformance – BMP Element 16 procedure 10 requires the lead auditor to write the internal audit report itemizing all findings and identifying them as major nonconformance, minor nonconformance, or opportunities for improvement. The internal audit report prepared on October 7, 2015 did not provide adequate details for each of the findings and in some cases the report simply stated that there were minor nonconformances that needed to be addressed without specifically itemizing each of the findings in the report.

CAR Ref: 119- The Internal Lead Auditor has discussed this nonconformance with the Third party Auditor to gain a deeper understanding of what needs to be corrected and documented in the internal audit report. Next internal audit report will identify adequate details and itemize each of the finding as minor, major nonconformance and opportunity for improvement.

Element 16 – Opportunity for improvement – Have the internal audit team review the definitions of major nonconformance, minor nonconformance and opportunity for improvement as identified in the National Biosolids Partnership Third Party Verification Auditor Guidance, Section 4.3 Evaluation Criteria: System Nonconformances.

CAR Ref: 120- The internal lead auditor has downloaded and saved the 2011 Revision of the National Biosolids Partnership Auditor’s Guidance. He has reviewed the contents and definitions of major, minor nonconformance and opportunity for improvement and will implement changes to next internal audit.

Based on the results of the Re-verification the lead auditor recommended that the City of Richmond retains its Platinum certification level status.

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D- Goals and Objectives:

The City of Richmond Public Utilities Biosolids Management Program continued to improve and redefine its goals and objectives program in 2015. The Biosolids team established 8 SMART goals that cover each of the four outcomes focal points of the NBP program as identified below:

Environmental Performance, Regulatory Compliance, Relations with Interested Parties, and Quality Biosolids Management Practices.

The goal numbering system has been improved and the Biosolids team uses the date on which the goal was established as a unique identification. Below is a summary of goals and achievements: 01/05/2012 – Reduce Quantity of Paper and Ink at Scales by 100% This goal, initiated in 2012, was delayed by awaiting parts until December 2013. The delays continued and by the end of 2014 I&C was waiting on parts to repair the equipment. Subsequent to that it was determined that the supporting computer required to be upgraded. By the end of October 2015 the data line had been installed and the computer and software was scheduled for delivery by December 2015. While this goal had its measurability defined as savings in printer paper (about 2 boxes of paper per year), reduction in consumption of ink and hours of operation to export the data to computer, its true improvement in the biosolids value chain is associated with improving the data capture, reducing errors in transcription, and significantly improving the capability to perform data analysis. The accomplishment of this goal has an outcome in the quality biosolids management practices area as well as the environmental performance area. 01/07/2012 – Schedule Two Public Outreaches Per Year For Schools. This goal was established in early 2012 to improve the communication system. The biosolids team realized the benefits of the communications program of the hauling/land application contractor, which improves the understanding of individuals most interested in land application of biosolids, and determined that increased education of school age children would improve the long-term understanding of the wastewater renovation process. While this goal has been carried over for the past few years, it was implemented again in 2015

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through an elementary school career day in March. One public outreach will be scheduled every year to become a standard operating procedure of the BMP. The outcome area impacted by these meetings was in the relations with interested parties outcome. 08/01/2012 – Reduce Methanol Consumption by 25% This goal, originally established in 2012 has been moved forward through 2015. The concept is to convert one of the plant digesters (#6) into a fermentation tank. The process is based on the recovery of carbon sources from primary solids. The recovered carbon from the primary sludge is in the form of volatile fatty acids (VFA). VFAs will be used in the anoxic zones of the Aeration Tanks to support denitrification, reduce the NOx load and reduce the methanol used in the Effluent Filters. The measurability of the goal is in the reduction of gallons of methanol used to reduce nitrate/nitrite in pounds to nitrogen gas. The baseline for the reduction is the relatively smooth operation of the denitrification process observed in 2014, which for the year averaged 2.1 gallons of methanol per pound of nitrate/nitrite converted. The fermentation pumps and associated piping, electrical, etc. were put into service in May 2014; and the foul air control system associated with the gravity thickeners commenced. The system was partially ready to be placed into service but the fermentation pumps had to be upgraded. Additionally through 2015 there were operational difficulties that caused the use of methanol to increase substantially from the baseline average of 2.1 gal/lb. to 3.4 gal/lb. Because of the need for adjustments to the system the startup date has been delayed from October 2015 to 2017. The primary target of this goal is to improve environmental performance through quality management practices and reduce the quantity of methanol purchased. The baseline demand for methanol is 3,000 to 3,500 gallons per day and reduction in methanol consumption by 25% has a highly significant impact on costs. At current rates the overall reduction could be in the range of $500,000 per year with no loss in quality of product. This goal results in outcomes in all required areas; namely, environmental performance, regulatory compliance, relations with interested parties (cost savings), and quality biosolids management practices. 10/01/14 – Improve The Maintenance Management Work Order Processing And Closure (In Progress). The maintenance management continue to improve their response to work requests and keep tracking the work order using the Mainsaver application.

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In 2015 the target was to lower the percentage of open work orders closed in 100 days and up, to under 6%, to increase the percentage of work orders closed in less than two weeks to 90%, and to increase the percentage of work orders closed the same day to over 10%. The results thus far in 2015 showed a reduction to only 3.9% open after 100 days, 40% closed in less than two weeks, and 9.6% work orders closed the same day. The over 100 day open work orders surpass the target and the same day closures are close to the target, while the closure of work orders within two weeks is below target, but considerably improved from 2014 measure of 26%. The reduction in time to correct operational deficiencies will improve the environmental performance of the biosolids value chain as well as the entire plant, thus minimizing the time when additional operational complications can develop. This goal also satisfies the requirements of the quality biosolids management practices outcome area. 10/02/2014 – Generate Zero Noticeable Odors in the Gravity Thickening area (In Progress). This goal consists in eliminating the odors in the gravity thickening area and maintain zero noticeable odor in the area for 2 years after startup of the fermentation process. In 2013 the WWTP installed an odor control system through covers on the thickening tanks and biofilters and carbon filters. Once fermentation system begin, odor monitoring will be performed twice per day by the shift operators. This goal associated with the fermentation operation was delayed due to rags clogging the pumps. The biosolids team will carry this goal into 2017. This goal results in outcomes in environmental performance and quality biosolids management practices. The attainment of this goal will have an impact in the relations with interested parties outcome area though reducing noticeable biosolids odors on tours. 01/01/15 – Improve Ratio of Preventive/Corrective Maintenance Work Hours (In Progress). This goal is established in 2015, and has long-term implications. To change the ratio of hours spent on preventive work orders to corrective work orders requires a long lead-time to attain. Preventive measures reduce the frequency and resources required for corrective measures however, many assets that have not been properly maintained will fail even if the required preventive measures are introduced. This is due to the fact that the asset may have already sustained damage because of the lack of maintenance. The true savings associated with the improvement in this ratio is the cost reduction in replacement parts, materials and equipment associated with high cost assets.

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A view of the history of preventive hours to corrective hours ratios shows how the variation stays within a range: 2012: 51/49; 2013: 41/59; 2014: 59/41; and to date 2015: 48/52. The shift in this ratio will require a few years. However, by increasing as much as possible the number of assets in the preventive maintenance program will increase the preventive hours used for maintenance, and hopefully concurrently reduce the corrective hours required in the future. This goal results in outcomes in environmental performance and quality biosolids management practices. 09/04/15 – Exercise 100 % of The Valves in the Biosolids Area. (In Progress). In 2015, the Biosolids team established this goal to ensure all valves in the biosolids area are functioning properly. Malfunctioning or inoperable valves cause serious disruptions of plant operations by forcing operators to shut down part of the operation during maintenance work or emergency situations. The action plan involves using the wastewater plant’s asset inventory on “Mainsaver” to identify all valves in the biosolids area (dewatering building, #1 control building, #2 control building, and the thickening area). The first data search identified 287 valves. The next step was to verify that the inventory is correct and then test all valves for functionality and exercise each through its full range. The inventory reveled about 245 valves in dewatering area due to change in the process and addition of a bio-augmentation system that treats the dewatering centrifuges centrate. All malfunctioning valves will be repaired or replaced and then placed on in the “routine work program” to continue this exercising annually. Because of the number of valves the four identified areas will be tested quarterly through the year: the dewatering building from October to December; the #1 control building from January to March; the #2 control building from April to June; and the thickening area from July to September. This goal results in positive outcomes in environmental performance and quality biosolids management practices. It could also have an effect in the regulatory compliance outcome area by avoiding catastrophic malfunctioning of the system during emergency situations. 09/05/15 – Lower Polymer Usage in the Centrifuge Operation. (In Progress). This new goal was established in late 2015 and consists of lowering the polymer usage by the centrifuge by 5% from 106 pounds of polymer per ton of dry biosolids, to 100 lbs/ton. This will result in an average annual cost savings of $20,000 to $ 30,000. Accomplishing the goal and objective requires optimizing the centrifuge pinion speed, polymer feed, centrate clarity and biosolids cake produced. The actions required were to calibrate the scales, provide class training on dewatering SOP and testing various scenarios

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to measure performance values. The results of the first trial run on 1 centrifuge conducted in October 2015 were encouraging and resulted in polymer usage of 90 lbs/ton. The changes were implied to all centrifuges and resulted in using 87 lbs/tons as an average for December 2015. This goal results in outcomes in most of the required areas; namely, environmental performance, relations with interested parties (cost savings), and quality biosolids management practices.

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BMP Element 5.1 — Goals and Objectives for Continual Improvement

City of Richmond Public Utilities – Wastewater Treatment

Date of Last Review

12/31/15

Revision

14

Revised By

Biosolids Team

Revision Date 10/01/15

Supersedes all previous versions Approved By

Biosolids Supervisor Approval Date

10/02/14

Table 5.1 – Biosolids BMP Goals and Objectives

Outcome E.R.RI.Q

Goal origination

date

Goals

Action Plan

Person(s) Responsible

Resources

Target Date

Progress to

Date

Outcomes : Environmental performance (E), Regulatory compliance (R), Relations with interested parties (RI), and Quality biosolids management practices (Q)

E

01/05/12 Reduce the quantity of paper and inks used for scale printer by 100%

June- : Replace the existing printer data logging system with a wireless Ethernet system supplying data straight to Biosolids Supervisor computer data base.

01/07/15: Scale’s computer upgrade

Maintenance program manager

Staff time, Financing Nov-2015

As Nov-13, I&C are waiting on parts. 11/17/14: Install a new display for the biosolids scale. As Dec-14: System installed and the computer needs to be upgraded. 09/10/15: contractor checked the system, made a proposal and are waiting on the City approval. 10/30/15 Installed a data line to allow contractor install a computer to receive data from the scale.

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BMP Element 5.1 — Goals and Objectives for Continual Improvement

City of Richmond Public Utilities – Wastewater Treatment

Outcome E.R.RI.Q

Goal origination

date

Goals

Action Plan

Person(s) Responsible

Resources

Target Date

Progress to

Date

RI

01/07/12 Schedule 2 public outreaches per year for schools

Contact schools’ principal/teachers to schedule visit according to the career day

Utility Plant Superintendent I BMP team

Staff Time Dec 2015

Scheduled 1 visit on 11/22/13. Completed 1 visit on Feb-2014. Completed 1 visit on March-2015. Will be moved to goals win list.

E

08/01/12

Reduce methanol consumption to 1.6 gall per lb. of Nitrate/Nitrite (NOx) reduced (25%) (1.6gall/lb)

2/1/2014: placed #s 5-8 pumps into service 5/1/2014: Start-up Fermentation Tank (Digester #6) 5/1/2014: Put in service All six fermentation pumps and associated piping, electrical, etc. in conjunction with the start-up of the Fermentation Tank 5/1/2014: Complete the foul air system for the Gravity Thickeners Feb-15: Startup Process. May-15: Bypassed the fermentation feed pumps Installed Plant water flushing lines. Recommended to upgrade the pumps.

Superintendent I. Staff time, financing the project

Oct 2017

9/22/2014: Completed All work in Digester. 10/30/2014: Pumps 1-4 were placed on line. 1/29/2014: Pumps #s 5-8 were placed into service. As Nov-14: System is ready to start and waiting to resolve some issues in the process of gravity thickening. As Dec-14: 2.1 gall/lb used. As of Mar-2015: startup attempt (see summary of actions) As of July-15: 3.4 gal/lb used due to change in the process. Target date was Oct 2015 stretched to 2017

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BMP Element 5.1 — Goals and Objectives for Continual Improvement

City of Richmond Public Utilities – Wastewater Treatment

Outcome E.R.RI.Q

Goal origination

date

Goals

Action Plan

Person(s) Responsible

Resources

Target Date

Progress to

Date

E- Q

10/01/14

Lower the percentage of open work orders (WO) closed in 100 days and up, to 6%, Increase the percentage of WO closed in less than two weeks to 90% and increase the percentage of WO closed the same day to 10%

Send a Daily Status report to maintenance supervisors Discuss the open WO in weekly meeting Collect the data from the Mainsaver and email a report quarterly.

Maintenance Program manager

Staff time, communication tools

Dec 2016

As dec-14, 8.7% of WO closed in 100 days and up, 7.8% closed the same day 86% closed in less than 1 week. As of Aug-15:- 4% WO closed in 100 days and up – 9.6% closed same day -40% in less than 2 weeks.

E- RI

10/02/14

Zero noticeable odors in the gravity thickening area upon the start-up of the fermentation process.

Install a cover on the gravity thickening tanks. Nov-2014: Start-up Fermentation Tank, Start up the odor control system; Bio-filters and Carbon filters Shift operators will check the thickening areas twice per day for any noticeable odor and report to the biosolids sup if there is any. Feb-15: Startup Process attempts. Ragging problem. Awaiting on fermentation startup.

Superintendent I, Biosolids supervisor

Staff time, financing the project

Dec 2016

-5/1/2014: completed The foul air system for the Gravity Thickeners - As Nov-14: System is ready to start and waiting to resolve some issues in the process of gravity thickening.

E- Q 01/01/2015 Improve the ratio Preventive/ Corrective maintenance work hours to 70/30

Put all assets in the system Program Manager Staff time Dec-2017

As Dec-14: collected the data from the Mainsaver: -2012: 51/49 -2013: 41/59 -2014: 59/41 Aug-15: 48/52

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BMP Element 5.1 — Goals and Objectives for Continual Improvement

City of Richmond Public Utilities – Wastewater Treatment

Outcome E.R.RI.Q

Goal origination

date

Goals

Action Plan

Person(s) Responsible

Resources

Target Date

Progress to

Date

E,R,RI,Q. 09/04/2015 Exercise 100% of the valves in the biosolids area for easier operation

Exercise valves quarterly in each building: Oct-Dec-15: Dewatering building;Jan-Mar-16: #1 Control building; Apr-Jun-16: #2 Control building; Jul-Sep-16: Thickening area;

Biosolids supervisor

Staff time Apr-16

Oct-15: Identified valves in the biosolids areas ((287 valves on mainsaver). Dec-15: Counted 245 valves in dewatering area.

E, Q 09/05/15

Lower the polymer usage by 5% (from 106lb/tons of polymer used per tons of biosolids produced to 100lb/tons- Annual Saving cost: $20K to $30K )

Optimize the centrifuge pinion speed, polymer, feed, centrate and cake. Oct-15: the current polymer rate used is 106 lb /tons of biosolids produced. Oct-15: Calibrated scale; Provided class training on dewatering SOP Provided on job training on optimizing dewatering operation.

Biosolids supervisor

Staff time Sep-16

As of Oct-15: Average annual polymer used in 2015 106 lb/tons (24.6%cake). Monthly average Cost $42K On 10/21/15: Ran 1 centrifuge for test to optimize the polymer usage. c/c: used 90lb/tons. December 2015 monthly average 87l/ton

Submitted By: BMP team Click to go to 1st page