Lions Gate Waste Water Treatment Plant, Vancouver, BC

Community-Supported Infrastructure Development

For decades large-scale infrastructure projects such as water and wastewater treatment plants have been largely invisible to the public they serve. They are engineered to provide the necessary treatment technologies but then are too frequently hidden behind a chain link fence, with the only connection to the public being at the other end of an underground pipe. Recently, however, these projects are seen as much more - a way to relate to the communities they serve, a way to demonstrate an agency's commitment to sustainability and an opportunity to educate the public about the vital services these facilities provide.

The $750.000,000, Lions Gate Secondary Wastewater Treatment Plant on the north shore in Vancouver, BC wanted to take this different approach. Regenesis worked with a complex team that integrated over 20 design firms of architects, engineers, landscape architects and other supporting disciplines, working with over 24 communities in the district of North Vancouver, BC. Regenesis principal, Bill Reed, led a powerful and co-creative process that engaged the Project Definition Team in expanding the potential of the Lions Gate Secondary Treatment Plant beyond the site boundaries. Through this process, the project team developed a range of diverse concepts that expand the potential for the project to be transformational with respect to how secondary- treatment, sustainability, community development and resource recovery can truly be integrated.

The project is considered by the architects, engineers, and the client to be the most effective design process they have participated in over their entire careers. It has become a world famous example of reconciling conflicts between agency and stakeholders and the plant is currently considered to be a community amenity with added value, as opposed to an undesirable neighbor. The public came out of the process willing to pay higher rates because they valued the values that the project embodies.

Additionally, the design process was 25% faster than anticipated by the client, resulted in an 18- month faster permit approval, and an unbelievably low 2% of expected change orders. The plan received unanimous approval (very rare in BC) based on strong community support, as naysayers became supporters.

Benefits:

• Considered by the architects, engineers and client to be the most effective design process and outcome they have ever participated in

• Become a world famous example of reconciling conflicts between a public agency and stakeholders

• WWTP is considered as a value adding amenity to the community

• Naysayers became supporters

• 18 month faster permit approval

• Public willing to pay higher rates – valued the values

• Unanimous approval (very rare in BC) – based on strong community support

• Metro Vancouver created a new model and new leadership role for the agency

• 98% reduction in expected change orders

• Phase completion under time and under budget