WC142 MayJune 2025 - Magazine - Page 26
WASTEWATER
we were always familiar with the contract documents. In some cases, my (Baylee) final approval was required before certain activities
could proceed. That was difficult when there was pressure to stay
on time and on budget, but again, I had to stand my ground and
withhold my signature until the work was done correctly.
Managing change
Part of the job involves following a standard code of ethics and
acknowledging when we don’t know something. With change
“Thiskindofexperiencejumpstartscareersby
deepening the understanding of what it takes to
plan,design,anddelivercomplexprojects.”
requests, the contractor often wanted an immediate answer. I
(Baylee) approached this by first ensuring that they followed the
proper contractual procedure. Changes must be formally documented. From there, I gathered information and brought it to the
Project Manager or Engineer of Record when needed.
I really enjoyed the process—reviewing changes from all angles,
taking photos and videos, marking up drawings, and being part of
the decision-making team. I felt empowered knowing my input
was valued and trusted by the design team.
Some innovative solutions were developed collaboratively
on-site. During construction, for example, changes were made
to allow the WWTP’s final effluent to flow by gravity up to the
design maximum daily flow, due to an error in the hydraulic
design. Although this incurred additional costs for the District, the
solution avoided scheduling delays or a complete redesign—and it
offered operational and energy savings. A reclaimed water system
was also integrated. Additionally, there were multiple equipment
substitutions and layout revisions throughout construction.
This project was also unique from a change management
perspective because it was delivered using a progressive design approach. That meant many equipment details weren’t finalized before
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WATER C AN ADA • M AY/JUNE 2025
construction. The contractor and vendors made several design
decisions along the way, and we didn’t always have clear documentation to refer to. So what quality are we assuring if it’s undefined?
As a result, we had to take a holistic view of the WWTP—
what we were trying to achieve, and how changes might cause
issues later. It became clear that even the best designs evolve
during construction. Design-phase information is only as reliable as the data behind it. For instance, borehole reports showed
bedrock, but during construction we hit clay, which changed the
approach entirely.
Solving these problems will make us better
engineers as we continue working on water and
wastewater facilities in the future.
Final thoughts
The facility became operational in August 2024.
At $79.25 million, it is the largest infrastructure
project ever completed by the community.
BAYLEE: Without a doubt, this project exceeded
my expectations. The skills I gained will definitely
help me advance my career—seeing the development of a wastewater treatment plant from start
to finish, learning how to administer a construction contract, interpreting engineering drawings,
conveying technical information, and more. It
also helped me gain confidence working independently and representing both my company
and our client in a professional manner. I learned
so much more than I ever could have in an office
alone. This experience has been invaluable.
SARAH: Working on this project was a huge career milestone. It’s
rare to be involved in a greenfield (first) WWTP project. It came
with many challenges, all of which provided significant learning
opportunities. I built new professional connections with the
contractor and operators—people I’ll likely encounter again in
my career, having spent more time with them than many of my
own colleagues. I’m grateful for the opportunity to see design
through the lens of constructability—watching the project come
to life from the ground up. I didn’t know what to expect going
in, but I certainly didn’t anticipate having the kind of impact
I’ve had along the way.
“It’s important to provide fieldwork opportunities for young
professionals like Baylee and Sarah, as it exposes them to a range
of key experiences, such as direct interactions with clients and
contractors, field-based problem solving, and firsthand insight
into how design concepts are executed during construction,”
said Felix Morin-Dutil, Team Lead, Water & Wastewater, Treatment & Facilities for WSP in Canada, and Baylee and Sarah’s
supervisor on the project. “This kind of experience jumpstarts
their careers by deepening their understanding of what it takes
to plan, design, and deliver complex projects.”
WAT E R C A N A D A . N E T
