Appendix F Outline and Accomplishments of the 2007 Wastewater Management Plan

Outline of Part 2 of the 2007 Wastewater Management Plan

Goals for the Wastewater Utility

Goal 1 - Maximize the gravity sewer system as efficiently as possible (i.e. minimize the number of lift stations).

Goal 2 - Replace STEP systems in the City and its UGA by gravity sewer extensions.

Goal 3 - Replace onsite sewage systems (OSS) in the City and its UGA by gravity sewer extensions.

Goal 4 - Facilitate adoption of new technology and management systems.

Goal 5 - Ensure efficient and effective management of the wastewater system.

Goal 6 - Ensure equitable sharing of the costs of building, maintaining and operating the wastewater system.

Gravity Sewer Program

(Note that the in the 20007 Plan the terms "Strategy" and "Objective" were used in the same way that the 2013 Plan is using the terms "Objective" and "Strategy", respectively. In other words, the meanings have been reversed to be consistent with the current usage of these two terms in most Sustainable planning documents. See Chapter 1 of the 2013 Plan for the current definitions)

A. Strategies and 2007-2012 Objectives

1. Strategy 1 - Repair or replace deteriorating infrastructure

a. Objective 1 - Evaluate all major pipe systems

b. Objective 2 - Complete prioritized repairs in a timely manner

2. Strategy 2 - Provide system capacity for current and anticipated flow demands

a. Objective 1 - Upsize pipe and pump systems based on risk during peak flows

b. Objective 2 - Direct future flows to pipe systems with the greatest reserve capacity

3. Strategy 3 - Extend gravity sewer to enable conversion of OSS and service to infill areas

a. Objective 1 - Extend sewers to allow conversion of at least 15 OSS per year, with potential for full or partial cost recovery

4. Strategy 4 - Extend sewers to outlying areas

a. Objective 1 - Complete planning and conceptual design for privately funded extensions to major developing areas within one year of Plan adoption.

b. Objective 2 - Provide City funding for extensions in some areas, e.g. NE and SE UGA, and pursue cost recovery off construction costs as feasible.

5. Strategy 5 - Reduce I/I by separating combined sewer in conjunction with stormwater, road improvements, and residential repairs.

a. Objective 1 - Undertake cost effective projects, potentially with LOTT support

b. Objective 2 - Provide information and technical assistance to customers regarding leaking sewer service lines, downspouts, and other inflow sources.

B. Planned Actions

1. Strategy 1 - Repair or replace deteriorating infrastructure

a. Programs:

i. Pipe televising, evaluation and condition rating

ii. Monitoring STEP system discharges

iii. Evaluating pump station condition and criticality

iv. Tracking high maintenance systems

v. Responding to emergencies

b. Projects: 4 Collections and 3 Pump Stations

2. Strategy 2 - Provide system capacity for current and anticipated flow demands

a. Programs:

i. Capacity monitoring

ii. Flow routing

iii. SE Basin alternative routing

b. Projects: 3 Collections, 8 Pump Stations

3. Strategy 3 - Extend gravity system to allow conversion of OSS, support infill

a. Program - Evaluate neighborhoods with high concentrations of OSS and/or infill lots to ID and prioritize potential sewer extensions

b. Projects - allocate at least $300K per year to fund projects, specifically mentioning Sleater Kinney Road (NE), Lilly Road (NE), 18th Avenue (SE), and Division Street (West Bay)

4. Strategy 4 - Extend sewers to outlying areas

a. Policies - "refinements to existing Comprehensive Plan policies and development standards"

i. Private financing expected to fund new development - growth pays for growth; however WW expertise, leadership and funding is needed in order to provide efficient and effective services

ii. Future users to repay City through general facilities charges, latecomer fees or other cost recovery tools

iii. City may participate in funding to upgrade existing line and extensions

iv. Sewer extensions can best be constructed at the same time as a planned street or utility improvement

b. Programs - "ÖUtility to play active role in planning, designing and potentially constructing regional gravity sewer systems, with the expectation of full or partial cost recovery."

c. Projects - lists a number of projects in the different basins;

i. West Olympia - they "will be development-driven and funded."

ii. South Bay - "These projects require City leadership and financing, with a significant risk of not recouping costs since major development is not expected."

iii. Lilly Road - "These projects will be funded jointly by the City and private developers."

iv. Southeast - "These projects will be funded jointly by the City and private developers."

5. Strategy 5 - Reduce I/I

a. Programs

i. Pursue opportunities for I/I reduction during planning of street, stormwater and wastewater projects

ii. Increase education efforts

b. Projects - no projects are planned at this time

STEP System Program

A. Strategies, Objectives and Planned Actions

1. Strategy 1 - No new STEP systems except "vested subdivisions" and infill lots in existing STEP neighborhoods.

a. 2007-20012 Objective - No new permits for developments with STEPS will be approved

b. Policy - Amend Comprehensive Plan policies to reflect the prohibition of additional STEP systems

2. Strategy 2 - Reduce maintenance costs by education and reducing frequency of planned maintenance.

a. 2007-2012 Objective - Reduce per customer service cost by 20%

b. Programs

i. Improve educational materials and distribute periodically

ii. Schedule inspections every other year instead of annually; evaluate procedures to reduce emergency call-outs

Onsite Sewage System (OSS) Program

A. Strategies and 2007-2012 Objectives

1. Strategy 1 - Manage individual and community OSS to ensure proper function

a. 2007-2012 Objectives:

i. Beginning in 2007, send annual maintenance reminders to all OSS in City

ii. By 2008, all OSS in drinking water protection areas will have been inspected

iii. By 2009-2010, owners of OSS in City will be required to send an inspection report to Thurston County every 3 years

2. Strategy 2 - Permit no new individual or community OSS within the City limits

a. 2007-2012 Objective - adopt regulations and modify Interlocal agreements as needed to achieve this, coordinating with Thurston County Board of Health.

3. Strategy 3 - Offer financial incentives to encourage conversion of OSS

a. 2007-2012 Objectives:

i. By 2012, at least 75 existing OSS will be connected to gravity sewers

ii. By 2007, City Council will adopt appropriate financial incentives

4. Strategy 4 - Require all new plats in the UGA to connect to public sewer; allow individual and community OSS only on an interim basis

a. 2007-2012 Objective - By 2008, new approval criteria will be adopted

5. Strategy 5 - Extend gravity sewer to allow OSS conversion

a. 2007-2012 Objective - Each year, extend sewer to allow conversion of at least 15 OSS using capital facilities funding.

B. Planned Actions

1. Strategy 1 - Manage individual and community OSS to ensure proper functioning

a. Policies for individual OSS

i. Require owners to submit inspection reports every 3 years

ii. If OSS fails, require hookup if within 300 feet; allow grinder connection if site conditions warrant

iii. Require hookup if within 300 feet for remodels and expansions effecting OSS operations (e.g. drainfield or tank size)

b. Programs for individual OSS

i. Beginning in 2007-2008, begin inspection program in wellhead and other risk areas

ii. Coordinate implementation of inspection reporting with Thurston County

iii. Mail annual maintenance reminders to all OSS owners

iv. Use Thurston County database to assist in technical assistance and CFP planning

v. Coordinate monitoring with City’s Groundwater Protection Program

vi. Work with Thurston County to designate wellhead protection areas as areas of special concern

vii. Offer educational materials for OSS

viii. Provide technical assistance related to OSS maintenance and options for conversion

c. Programs for Community OSS

i. Develop a general maintenance program in accordance with Thurston County

ii. Ensure adequate maintenance agreements are in place

iii. Develop EDDS standards for design and installation of community OSS.

2. Strategy 2 - Permit no new individual or community OSS within City limits

a. Policies

i. Prohibit new OSS in City, coordinating with Thurston County

ii. Allow the use of grinder pump if there are topographic limitations

3. Strategy 3 - Offer incentives to encourage conversion of OSS

a. Programs

i. Expand City’s Sewer Connection Loan Program (SCALP) for low and moderate-income OSS owners

ii. Initiate a sewer connection incentive program, neighborhood-based

iii. Provide technical assistance to ULIDs initiated by property owners

4. Strategy 4 - Require all new plats in the UGA to connect to sewer; Individual and community OSS only allowed on interim basis.

a. 2007-2012 Objective - all development within plats will be sewered or include long-term arrangements for conversion to gravity systems

b. Policies

i. Allow new individual OSS in UGA only if over 300 feet, for a parcel (not a plat), and with future connection agreement.

ii. Discourage community OSS in UGA; allow on interim basis only; encourage use of grinder pumps as alternative to OSS. Establish City as review (and denial) authority for community OSS in UGA.

iii. New systems must be designed for future connection to sewer

5. Strategy 5 - Extend gravity sewer to allow conversion of OSS and service to infill lots (same as Strategy 3 in Planned Actions section of Gravity Sewer Program above)

a. Program - Evaluate neighborhoods with a high concentration of OSS and/or undeveloped infill lots to identify and prioritize potential sewer extensions

b. Projects - same as Projects listed under Strategy 3 in Planned Actions section of Gravity Sewer Program above

Alternative Systems Program

A. Strategy and Planned Actions

1. Strategy 1 - Allow conditional use of alternative systems

a. Programs

i. Develop performance objectives for alternative technologies

ii. Establish policies outlining the City’s roles and responsibilities for alternative systems

iii. Establish a structured process to evaluate alternative technologies and establish supporting activities. Reflect these in full life cycle cost analyses and determine impacts to connection fees and monthly rates.

iv. Develop an organizational structure to support the program

v. Develop a public education and owner training program for each acceptable technology

Planning and Program Implementation

Strategy - Organize and develop the Wastewater Utility to reflect the City’s comprehensive approach to water resources management by implementing six core services:

A. Planning, Policy and Program Management - Planning for long term needs, developing policies, and managing programs; annual budgeting.

1. 2007-2012 Objective - By 2008, these core services will be fully operational and adequately supporting wastewater decision-making processes.

2. Actions:

a. Manage implementation of the Plan

b. Analyze existing policies and potential revisions, interpret regulations, and help implement necessary changes

c. Provide policy and technical resources to proactively manage emerging issues and needs

d. Establish supportive coordinating staff relationships with LOTT and neighboring jurisdictions

e. Evaluate the effectiveness of all programs and projects, and prepare the Plan for update for 2013-2018.

3. Staffing - Budgeted at 0.75 FTE, increase of 0.15 FTE

B. Capital Facilities - Planning, scoping, budgeting, tracking and monitoring construction of public infrastructure projects.

1. 2007-2012 Objective - By mid-2007, this core service will be initiating and supporting construction of the projects indentified in the Plan.

2. Actions:

a. Manage capital facilities project planning, scoping, funding and tracking

3. Staffing - Budgeted at 0.5 FTE

C. Operation and Maintenance - Maintaining pipes, pump stations, STEP systems and community OSS; responding to sewer overflows and other emergencies; constructing small-scale repair projects.

1. 2007-2012 Objective - Improve efficiency and effectiveness of operations and maintenance by better allocation of resources to critical needs.

2. Actions:

a. Develop and maintain condition assessment and life cycle costing processes

b. Continue STEP system and community OSS maintenance

c. Increase capability for small-scale repairs

d. Implement GIS technologies

e. Continue developing the maintenance management system

f. Implement systematic staff certification and training programs

g. Better manage equipment inventory

h. Complete risk assessment and implement emergency response plan

3. Staffing - Budgeted for 8.83 FTE; increase to 10.08 FTE in 2008 to handle additional small repair projects.

D. Development Review, Code Enforcement and Technical Assistance - Implementing wastewater regulations for new and existing private development; giving technical support to staff, customers and developers.

1. 2007-2012 Objective - By 2008, this core service will support private and public decisions about operation and expansion of the regional infrastructure.

2. Actions:

a. Review proposed new wastewater systems

b. Enforce illicit discharge regulations

c. Provide technical assistance to wastewater customers as needed

d. GIS support

3. Staffing - Budgeted at 0.5 FTE

E. Monitoring, Research and Evaluation - Tracking environmental health implications of wastewater management; Ensuring that the program incorporates new technologies as they become available.

1. 2007-2012 Objective - By 2008, this core service will support the integration of wastewater practices with other water resources responsibilities.

2. Actions:

a. Provide resources for wastewater-related surface and groundwater monitoring

b. Evaluate performance in meeting objectives in this Plan and recommend course correction as needed

c. Develop and maintain information systems for onsite system management

d. Explore and evaluate new and innovative wastewater technology

3. Staffing - Budgeted at 0.5 FTE

F. Public Involvement and Education - Supporting community participation in OSS management, I/I reduction, and other community-based actions.

1. 2007-2012 Objective - By 2008, this core service will have adequate capacity to support implementation of Plan priorities.

2. Actions:

a. Support implementation of Plan priorities, particularly increased City management of OSS and incentives for conversion to public sewer

b. Keep customers informed about Utility activities, regulatory and rate changes

c. Coordinate with regional partners in planning and implementing wastewater educational activities as feasible

d. Inform and involve customers and other stakeholders in wastewater planning activities

3. Staffing - currently not budgeted; Plan to increase to 0.1 FTE in 20007.

Administrative Support

A. Public Works Director’s Office - provides accounting, strategic communications and gateway services.

B. City’s Administrative Services Department - provides billing, payroll, financial planning and cash management.

C. Overhead expenses - Like other City departments and utilities, the Wastewater Utility is responsible for its share of overhead expenses. These include its portion of Public Works administration and other City departments’ support (e.g. City manager, legal, administrative services, computer and telecommunications, building rental, vehicles, insurance, maintenance and janitorial services).

D. 8.5% State Utility Tax and Business & Occupation taxes, based on annual wastewater revenue.

Accomplishments of the 2007 Wastewater Management Plan

The following key Utility needs were successfully accomplished under the 2007 Plan:

• Completed the construction of four new lift stations and extensive sewer pipeline extensions linked to roadway improvements.

• Upgraded three existing lift stations and installed emergency generators at five lift stations.

• Implemented a sewer Pipeline Assessment and Certification Program. Pipe sections identified with structural deficiencies have been repaired, preferably using trenchless technologies such as internal repair bands and cured-in-place pipe methods.

• Implemented a GIS-based asset management program.

• Established a Neighborhood OSS Conversion Program. Provided technical assistance and financial incentives to OSS owners.

• Developed standard operating procedures for a number of maintenance activities, including the following:

• Implemented a Sewer Overflow Emergency Response Plan in coordination with LOTT Clean Water Alliance.

• Established stable financing and program management for the Utility.

In addition, a large number of capital projects identified in the 2007 Plan were completed. The table on the following page, adapted from Table 17.4 of the 2007 Plan, lists the capital projects, applicable basin, year of estimated completion, estimated cost at the time of the 2007 Plan implementation, the actual cost of the project, and the actual year completed.

For those projects that do not have a construction cost or completion date, they are either currently under design or being constructed, or the timing of the project has been changed to a later date than that listed in the 2007 Plan.

 

Capital Projects, including timing and cost, from the 2007 Plan

Project

Basin

Strategy1

Year

Est. Cost2

Actual Cost3

Year Constr.

Lilly Road Pipe Replacement (Part of funding went to S-K PS, see below)

Lilly Road

1, 4

2007

$3,600,000

$595,000

2007

Yelm Highway Sewer Extension

Southeast

4

2007

$3,075,000

$3,112,000

2011

East Bay Drive Pump Station Replacement

Northeast

1

2007

$721,000

$310,000

2008

West Bay Sewer Upgrade

West Bay

2

2007

$452,000

$676,000

2009

Percival Street Pipe Replacement (Combined w/West Bay in 2009)

West Bay

1

2007

$450,000

(see above)

2009

Decatur St. Sewer Extension

West Olympia

4

2007

$200,000

On hold

-

Motel 8 Pump Station Generator Replacement

Lilly Road

1

2007

$79,000

On hold

-

Division & Jackson Pump Station Replacement

West Bay

1, 2

2007

$76,000

$516,000

2008

18th Avenue Sewer Extension (Ph3)

Southeast

3

2008

$1,422,000

$522,000

2011

Black Lake Pump Station Replacement

West Olympia

2

2008

$646,000

 

2013-14

Spot Repairs

Citywide

1

2008

$280,000

 

2011,13

Boulevard Rd Carbon Scrubbers

Southeast

NA

2008

 

$68,000

2008

South Bay Road Extension

South Bay

4

2009

$2,840,000

On hold

-

West Bay Pump Station Replacement

West Bay

2

2009

$1,763,000

 

2013

Division and Farwell Pump Station Upgrade

West Bay

2

2009

$28,000

$25,000

2011

Sleater-Kinney Pump Station

Lily Road

3,4

2010

 

$1,305,000

2011

Henderson Blvd Sewer

Southeast

2,3

2010

 

$793,000

2011

Miller & Ann Pump Station Upgrade4

Northeast

2

2011

$48,000

 

 

Water Street Pump Station Bar Screens4

Downtown

2

2012

$688,000

 

 

Old Port 2 Pump Station Replacement4

West Bay

2

2012

$645,000

 

 

Kempton Downs Pump Station Upgrade4

Southeast

2

2012

$50,000

 

 

Ken Lake Pump Station Building

West Olympia

1

2013

$103,000

 

 

Indian Creek Interceptor (LOTT-funded)

Southeast

2

2015

$532,000

 

 

Woodcrest Pump Station Upgrade

Southeast

1

2015

$100,000

 

 

Miller & Central Pump Station Replacement

Northeast

2

2020

$729,900

 

 

Rossmoor Pump Station Replacement

Southeast

2

2020

$436,000

 

 

Annual Repair Allocation

Citywide

2

Annual

$425,000

 

 

Onsite System Conversions

Citywide

3

Annual

$300,000

 

 

Street Project Upgrades

Citywide

1

Annual

$65,000

 

 

Sewer Pipe Condition Rating

Citywide

1

Annual

$53,300

 

 

Flow Measurement and Analysis (SFE)

Downtown

2

Annual

$50,000

$41,700

To 9/2011

Sewer Master Planning

 

4

Annual

$50,000

 

 

Sewer Infrastructure Predesign and Planning

 

4

Annual

$30,000

 

 

1. Strategy 1 (replace deteriorating infrastructure), 2 (upgrade capacity), 3 (extend sewers to replace onsite sewage systems and infill), 4 (extend sewer to serve developing areas), 5 (I&I reduction).

2. Costs include construction costs plus 42% allied costs, and are indexed based upon a 3% annual rate of inflation. From September 2007 Wastewater Management Plan.

3. If project is underway, this is the most current contract amount; some of these costs are estimated.

4. Project identified in the September 2007 Wastewater Management Plan, but not as a Capital Project planned for the 2007-2012 time frame.