Chapter 10 – Strategies

STRATEGY 1-1 Identify conveyance capacity problems in the City system. Develop a priority ranking procedure for correcting flooding issues

CORE SERVICES: Capital Facilities Program, Flood Prevention

Currently, conveyance capacity problems are identified empirically through observations or reported incidents during major storm events. The Utility proposes modeling key sub-basins to identify existing and future flow capacity problems. Implementation of this strategy will require temporarily redirecting a portion of the Stormwater Engineer’s time and purchase of software.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Flooding (CFP

▪ <0.1 FTEs annually to conduct analysis.

▪ This cost estimate reflects software purchase and licensing.

$5,000

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 1-2 Evaluate possibilities for regional, City-owned detention facilities and support design and construction where determined feasible through basin planning.

CORE SERVICES: Flood Prevention, Capital Facilities Program

The Utility has historically looked for opportunities to construct regional stormwater facilities like the Yauger Park, Black Lake Meadows, the Auto Mall facilities and the Taylor Wetlands facilities that serve large sub-basins. Regional facilities are best located in the lower portion of a sub-basin, near outfalls to surface water. Staff continually looks for regional opportunities, but the strategy will benefit from a formalized basin planning approach. Implementation of this strategy will require hiring a consultant and redirection of a portion of the Stormwater Engineer’s time.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Flooding (CFP)

▪ <0.1 FTEs annually.

▪ This cost estimate reflects consultant fees, though grant funding may be applicable.

$100,000

Priority Level: Low

Regulatory Requirement: No, but the Permit encourages basin planning

STRATEGY 1-3 Evaluate existing public stormwater detention facilities for effectiveness and potential improvements.

CORE SERVICES: Flood Prevention, Capital Facilities Program

Many of the City’s stormwater flow control facilities were constructed prior to current modeling best management practices. This strategy will evaluate older facilities to determine whether modifications to the outlet could better optimize flow control (flood prevention). If public or environmental benefits can be documented, the Utility could extend this strategy to private facilities. Implementation of this strategy will require redirection of a portion of the Stormwater Engineer’s time.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Flooding (CFP)

▪ <0.1 FTEs annually.

Pending

Priority Level: Low

Regulatory Requirement: No

STRATEGY 1-7 Develop post-construction inspection and maintenance capabilities for public stormwater facilities. The focus should be on LID implementation, staffing, and training.

CORE SERVICES: Flood Prevention

New LID regulations and development standards are expected to result in the construction of significant quantities of new LID infrastructure within the public right-of-way.

In 2016, an Operations and Maintenance (O&M) impact analysis was completed as part of the LID code amendment process. This analysis determined that the Utility will need to expand staffing and equipment within the O&M Division to meet the operational demands created by new LID facilities.

The impact analysis estimated that an additional 0.5 FTE will be required each year to support LID inspection and maintenance. Much of this work will be performed by seasonal staff, however supervision and year-round operational support is also needed. The Utility will also evaluate contracting for these services.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Stormwater Facility Maintenance (including vegetation management) (FP)

▪ 1.0 FTE – Maintenance II (2018)

▪ 1.0 FTE – Maintenance II (2020)

▪ 1.0 FTE – Maintenance I (2023)

▪ 1.0 FTE – Maintenance I (2025)

▪ Med. Pick-Up Truck (Starting 2019, $7,500 annually)

▪ Med. Pick-Up Truck (Starting 2020, $7,500 annually)

▪ Med. Pick-Up Truck

▪ (Starting 2023, $7,500 annually)

▪ $25,000/yr increase seasonal labor starting 2026

Priority Level: High

Regulatory Requirement: Yes (NPDES)

STRATEGY 1-10 Consolidate downtown outfalls to improve manageability.

CORE SERVICES: Flood Prevention, Capital Facilities Program

Currently, more than 100 stormwater outfalls connect the downtown drainage system with Budd Inlet and Capitol Lake. Backflow of water up several of the outfalls can result in flooding of low-lying areas. Consolidation of outfalls will reduce the number of outfalls needing to be managed. As sea levels rise, this will become increasingly important. Eventually, key outfalls will require construction of pumping stations to prevent flooding of downtown.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Flooding (CFP)

▪ <0.1 FTEs annually.

▪ Costs were identified in the Engineered Response to Sea Level Rise (2010).

$7,800,000

Sea Level Rise (FP)

▪ 3 FTEs – Eventually, a citywide program will be needed to address adaptation to sea level rise. It is expected the Utility will play a role in this program.

Pending

Priority Level: Low

Regulatory Requirement: No

STRATEGY 1-11 Install tide gates on downtown outfalls to reduce flood risks.

CORE SERVICES: Flood Prevention, Capital Facilities Program

Currently, more than 100 stormwater outfalls connect the downtown drainage system with Budd Inlet and Capitol Lake. Backflow of water up several of the outfalls can result in flooding of low-lying areas – some several times a year. Installation of tide gates will help prevent backflow of water. As sea levels rise, this will become increasingly important.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Flooding (CFP)

▪ <0.1 FTEs annually

$600,000

Sea Level Rise (FP)

▪ 3 FTEs – Eventually, a citywide program will be needed to address adaptation to sea level rise. It is expected the Utility will play a role in this program.

Pending

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 1-12 Protect wastewater treatment plant (LOTT) from combined sewer flooding.

CORE SERVICES: Flood Prevention, Capital Facilities Program

Currently, more than 120 catch basins connected to the combined sewer system and the wastewater treatment plant are susceptible to inundation in a 100-year flood. Inundation by marine water could kill biological activity in the plant. As sea levels rise, this risk will increase. Through the sea level response planning process, the Utility will work with the LOTT Clean Water Alliance to identify projects and practices that can protect the wastewater treatment plant. Implementation of this strategy will require redirection of a portion of the Stormwater Engineer’s time.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Flooding (CFP)

▪ <0.1 FTEs annually.

▪ This strategy is assumed to be funded by the LOTT Clean Water Alliance.

Pending

Sea Level Rise (FP)

▪ 3 FTEs – Eventually, a citywide program will be needed to address adaptation to sea level rise. It is expected the Utility will play a role in this program.

Pending

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 1-13 Develop structural alternatives to mitigate long-term or projected sea level rise impacts.

CORE SERVICES: Flood Prevention, Capital Facilities Program

As sea levels rise, the risk of downtown flooding will increase. Modifications to the stormwater drainage system alone will not prevent flooding. Structural barriers like levees and sea walls will become necessary. Through the sea level response planning process, the Utility will work with the LOTT Clean Water Alliance and the Port of Olympia to identify projects.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Sea Level Rise (FP)

▪ 3 FTEs – Eventually, a citywide program will be needed to address adaptation to sea level rise. It is expected the Utility will play a role in this program. Costs were identified in the Engineered Response to Sea Level Rise (2010). Costs will be shared with the LOTT Clean Water Alliance, the Port of Olympia, and the State Department of Enterprise Services.

$54,500,000

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 2.2 Support the City’s temporary erosion and sediment control inspection and enforcement program.

CORE SERVICE(s): Technical Review, Pollution Prevention, Long Range Planning

The City’s pollution prevention program continues to refine itself in reducing erosion and sediment discharges on construction sites. Utility staff will work collaboratively with internal departments and staff in helping to establish guidelines and procedures to ensure elements of the NPDES permit are being met. This includes defining roles and responsibilities, developing standard operating procedures (SOPs), amending code language for clarification, providing technical support and identify training opportunities.

Development of a construction stormwater education and outreach campaign targeted at the building community will help encourage voluntary compliance of sediment management on construction sites.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Technical Expertise In-house and Out (TR)

▪ Will require reallocation of 0.05 FTE’s to work closely with plans examiners, inspectors, and enforcement staff to understand work flow, shortfalls, and develop SOPs

Pending

Illicit Discharge Prevention (PP)

▪ Will require reallocation of 0.05 FTE to provide periodic training of staff to ensure compliance with NPDES permit requirements.

Pending

WQ Coordination (LRP)

▪ Will require reallocation of 0.05 FTE to Develop guidelines, procedures, and code language

Pending

Education and Outreach (PP)

▪ Will require reallocation of 0.25 FTE (for 2-3 years) to develop a construction stormwater campaign utilizing social marketing analysis, focus groups, and marketing materials.

Pending

Priority Level: High

Regulatory Requirement: Yes (NPDES)

STRATEGY 2-3 Maintain and improve the program to address illicit discharges, including spills and illicit connections.

CORE SERVICE: Pollution Prevention

The City will continue to operate a spill complaint hotline (both phone number and e-mail). Staff will respond to and investigate complaints and/or field observations of discharges. Typically, discharges are classified as one-time spills, illegal dumping, illicit connections, or illicit discharges. Depending on the classification and severity of the discharge, staff will respond by investigating the sources of the discharge, providing prevention education, providing technical assistance, taking corrective actions, and/or referring to the appropriate agency for follow up action.

For discharges that threaten the Municipal Separate Storm Sewer System (MS4), or Waters of the State, Utility crews will be mobilized to contain and/or clean up as appropriate.

The program scope and priority are expected to expand and largely be driven by requirements within the City’s NPDES permit and the Henderson and Deschutes TMDL’s.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Illicit Discharge Investigation (PP)

▪ Pending

Pending

Illicit Discharge Prevention (PP)

▪ Pending

Pending

O&M Spill Response (PP)

▪ Pending

Pending

Education and Outreach (PP)

▪ Pending

Pending

Priority Level: High

Regulatory Requirement: Yes (NPDES)

STRATEGY 2-4 Adopt regulations that expand and simplify enforcement of illicit discharges.

CORE SERVICE: Long Range Planning

Currently, the Utility relies upon agreements established with new development to enforce pollution source control and maintenance of stormwater facilities. This method is problematic for developments built before maintenance agreements were required. Specific maintenance regulations and procedures for escalating enforcement also need to be developed.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Flooding and Water Quality Coordination

▪ 0 FTE – This strategy will develop an enforcement ordinance and should not increase long-term workloads.

Pending

Priority Level: High

Regulatory Requirement: Yes

STRATEGY 2-5 Develop a street sweeping program focused on improving water quality.

CORE SERVICE: Pollution Prevention

Currently, although the Utility funds half of the program, the Transportation line of business manages the street sweeping program. Street sweeping has been demonstrated to be one of the most cost effective means of reducing pollutants in stormwater runoff. With a focus on water quality, the Utility proposes to play a greater role in management of street sweeping. Proposed improvements include:

• Monitoring sweeping routes using Fleet’s existing and available GPS tracking

• Tracking miles swept, tons of sediment collected, and street coverage as performance metrics

• Developing manageable daily sweeping routes to ensure citywide sweeping coverage

• Pursuing more cost effective means of responsibly disposing of street wastes

This strategy will redirect a portion of a senior program specialist’s staff time and complements Strategy 4-26.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Street Sweeping (PP)

▪ 0 to 1 FTEs – Costs assume program enhancement costs will initially be 75% grant funded.

Pending

Priority Level: High

Regulatory Requirement: No

STRATEGY 2-6 Develop a business pollution prevention program that includes coordination with adjacent jurisdictions.

CORE SERVICE: Pollution Prevention

A business pollution prevention program will be incorporated into ongoing education and outreach programs being developed by the regional Stream Team’s Stormwater Outreach Group. Education will be targeted toward businesses with the greatest polluting potential based on the type of business and/or the highest risk of pollutants reaching a receiving water body without treatment.

The program scope and priority are expected to expand and largely will be driven by requirements within the City’s NPDES permit, the Henderson TMDL, and the Deschutes TMDL.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Education and Outreach (PP)

Pending

Pending

Illicit Discharge Prevention (PP)

Pending

Pending

Priority Level: High

Regulatory Requirement: Yes (NPDES)

STRATEGY 2-8 Develop a program to evaluate and prioritize retrofits of existing untreated pollution generating infrastructure.

CORE SERVICE: Capital Facilities Program, Pollution Prevention

The Utility has evaluated all arterial and collector roadways taking into account existing level of water quality treatment, traffic counts, pollution generating impervious surfaces, zoning and drainage basins. This enhancement will formalize the process for prioritizing retrofits taking into account cost efficiency and constructability. The Utility proposes to use “Envision,” a comprehensive framework of sustainability criteria that address a full range of environmental, social, and economic impacts to sustainability in project design, construction, and operation. Implementation of this strategy would require temporarily redirecting a portion of the Stormwater Engineer’s time.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Water Quality (CFP)

▪ <0.1 FTEs annually.

Pending

Priority Level: High

Regulatory Requirement: Possibly a Deschutes TMDL requirement

STRATEGY 2-9 Develop a rate structure to incentivize retrofitting private stormwater systems to provide higher levels of water quality treatment.

CORE SERVICES: Utility Administration, Long Range Planning, Asset Management

Currently, the Utility has a three-tier rate structure for non-residential stormwater utility accounts. The tiers are categorized by year of construction. The Utility proposes to revise the rate structure based on the level of stormwater management provided (greater stormwater management gets a lower rate). The intent will be to provide existing developed properties with incentives to retrofit and provide a higher level of stormwater management. The rate structure will be developed in coordination with the Utility’s financial consultant, FCS Group.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Budgeting (UA)

▪ 0 FTE – This strategy will develop a new rate structure and should not increase long-term workloads.

$0

Water Quality Coordination (LRP)

▪ 0 FTE – This strategy will develop a new rate structure and should not increase long-term workloads.

$0

Mapping (AM)

▪ 1 FTE for six months, this strategy requires auditing impervious surfaces and infrastructure associated with utility accounts.

$0

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 2.11 Ensure stormwater pollution prevention plans (SWPPPs) are developed and implemented for all heavy equipment and/or material storage facilities owned or operated by the City.

CORE SERVICE(s): Pollution Prevention, Asset Management, Long Range Planning

Two SWPPPs have been developed and implemented for City Facilities. One is for the Maintenance Center (MC) and the other for Priest Point Park Maintenance Facility. As operations and maintenance activities continue to expand, a need for updated SWPPPs will be necessary. An assessment of existing heavy equipment and/or material storage facilities is warranted to determine current and future planning requirements.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Illicit Discharge Prevention (PP)

▪ 0.0 FTE Periodic training of staff to ensure compliance with SWPPP site facility requirements.

Pending

Mapping (AM)

▪ Temporary reallocation of .05 FTE’s to complete and update mapping on an as-needed basis.

Pending

WQ Coordination (LRP)

▪ Temporary reallocation of .05 FTE’s for 3-6 months to perform site assessments, analysis, and development of SWPPPs.

Pending

Priority Level: Medium

Regulatory Requirement: Yes (NPDES)

STRATEGY 2-12 Develop and implement a plan to identify failing onsite sewage systems and cross-connections.

CORE SERVICE: Pollution Prevention

This strategy will improve the existing protocol for illicit discharge detection and elimination (IDDE) fecal coliform investigations. The protocol will establish a decision-making process and standard procedures for source investigations when a sample indicates an exceedance of the water quality standards. Implementation of this strategy will require redirection of a portion of the IDDE investigator’s time.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Illicit Discharge Investigations (PP)

▪ <0.1 FTE – Costs assume increased sampling

$1,000 annually

Priority Level: Medium

Regulatory Requirement: Yes (NPDES and TMDL)

STRATEGY 2-13 Coordinate with the LOTT Clean Water Alliance to evaluate options for providing higher levels of water quality treatment, particularly in coordination with consolidation of the stormwater conveyance system associated with sea level rise.

CORE SERVICE: Long Range Planning

The downtown stormwater drainage system will need to be modified to adapt to sea level rise. Modifications may include revising combined sewer sub-basins. An example would be separating the South Capitol neighborhood combined sewer sub-basin and exchanging it for an equivalent or smaller downtown combined sewer sub-basin. This strategy could alleviate conveyance capacity problems in the South Capitol neighborhood and improve water quality treatment in higher traffic commercial areas downtown. The strategy will be considered in coordination with the LOTT Clean Water Alliance, through the sea level response planning process.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Sea Level Rise (FP)

▪ 3 FTEs – Eventually, a citywide program will need to be developed to address adaptation to sea level rise. It is expected the Utility will play a role in this program.

Pending

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 2-14 – Collaborate with other departments to develop a comprehensive integrated pest management strategy to guide noxious weed control and vegetation management efforts.

CORE SERVICE(s): Long Range Planning, Habitat Management

The NPDES municipal permit requires the City to implement practices, policies and procedures to reduce stormwater impacts associated with the use of pesticides and herbicides and using more environmentally friendly alternatives. The Utility has also taken on coordination of legally mandated noxious weed management citywide and control work on Public Works managed sites and ROW. Collaboration with other city departments and programs to develop a coordinated citywide integrated pest management strategy will meet regulatory and environmental needs.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Implementation of this strategy will require dedicated staff time to manage the coordination and planning process. Implementation is possible by permanently funding and retasking the Habitat Planner position

Pending

Noxious Weed Coordination (HM)

▪ Use of maintenance or seasonal workers to implement weed control work may require additional staffing. Potential reimbursement by other programs will offset the majority of these costs.

Pending

Priority Level: Medium

Regulatory Requirement: Yes

STRATEGY 2-16 Enforce Olympia’s Drainage Design and Erosion Control Manual.

CORE SERVICE: Technical Review

Although the Utility currently implements and enforces the Drainage Design and Erosion Control Manual, Utility staff anticipates that new low impact development practices adopted in the 2016 Manual will require additional staff time for education, review, and inspection. Implementation of this strategy will require temporarily redirecting a portion of the Stormwater Engineer.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Development Review (TR)

▪ 0.25 FTE – Combination of review and inspection services.

Pending

Priority Level: Medium

Regulatory Requirement: Yes

STRATEGY 2-18 Participate in development of Total Maximum Daily Loading (TMDL) plans and implement resulting required actions.

CORE SERVICES: Long Range Planning, Pollution Prevention

The Henderson TMDL, completed in 2007, includes several conditions and allocations that have since been incorporated into the City’s NPDES permit as specific requirements.

The “Deschutes TMDL” has been a long-running analysis of the Deschutes River, Percival Creek, Capital Lake, Budd Inlet and Budd Inlet tributaries. The process culminated in the first phase of a Water Quality Improvement Report and Implementation Plan (draft published in April 2015). Staff participated in the development of this document and responded during public comment with a lengthy evaluation of the City’s concerns. This draft has been forwarded to the Environmental Protection Agency for review and approval. It is still under review.

When/if approved by the EPA, Ecology will incorporate conditions and allocations into specific requirements that will be included in the issuance of the City’s next NPDES permit. At minimum, staff expects specific impacts to require the re-direction of staffing resources and possibly staffing enhancements in illicit discharge investigations, illicit discharge prevention, and education and outreach.

The second phase of the Deschutes TMDL, which includes nutrients and covers the marine waters of Budd Inlet, is currently underway. Staff continues to participate in the public process and are preparing to provide written comments as appropriate. The specific impacts are not known, but if implemented through this process the nutrient waste load allocations could result in significant fiscal impacts to the Utility.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Water Quality Coordination (LRP)

Pending

Pending

Illicit Discharge Investigation (PP)

Pending

Pending

Illicit Discharge Prevention (PP)

Pending

Pending

Education and Outreach (PP)

Pending

Pending

Priority Level: High

Regulatory Requirement: Yes (NPDES)

STRATEGY 2-19 Ensure inspection and maintenance standards for private and public stormwater treatment facilities are being met.

CORE SERVICE(s): Technical Review, Pollution Prevention, Asset Management

The Utility is currently conducting inspections on all public stormwater facilities and audits to all private stormwater facilities constructed after 2005. Requirements for maintenance are provided in the Drainage Design and Erosion Control Manual.

New low impact development (LID) standards adopted in 2016 are anticipated to increase the need for inspection and maintenance of facilities such as bio-swales, porous pavement and pervious concrete features.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Technical Expertise (TR)

0 FTE, This strategy will not increase workloads.

$0

Public Storm Infrastructure Management (AM)

? FTE, This strategy will require a phased increase in inspections of facilities.

Pending

Private Storm Facility Management (AM)

? FTE, This strategy will require a phased increase in inspections of facilities.

Pending

O&M Cleaning (PP)

? FTE, This strategy will require a phased increase in maintenance of public sites and increase in workloads.

Pending

Priority Level: High

Regulatory Requirement: Yes (NPDES)

STRATEGY 2-20 Develop sediment tracking program for management of sources through maintenance activities (e.g., street sweeping, maintenance of ponds, catch basins, ditches).

CORE SERVICES: Pollution Prevention

Sediment with the potential of impairing water quality is collected through street sweeping, catch basin cleaning, and pond, ditch and treatment facility maintenance. Currently, the quantity of sediment removed through maintenance activities is not tracked. This strategy will develop a means of tracking sediment removed by each maintenance activity. This strategy will redirect a portion of a senior program specialist’s staff time.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Solids Management (PP)

▪ 0 FTE

Pending

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 2-23 Develop WQ pollution prevention training and tracking program for field staff with responsibilities in Illicit Discharge Detection and Elimination (IDDE)/Spills, Erosion Control, and O&M.

CORE SERVICE(s): Pollution Prevention

Pollution prevention training for municipal field staff is currently being conducted on an as-needed basis and is tracked through sign-in sheets.

Utility staff have been participating on a steering committee with other municipal permit jurisdictions to develop training tailored to field staff. This training will include the development of private & public stormwater facilities inspections, spill response and clean up and LID infrastructure inspection & maintenance.

Refinement of a more advanced data management system for tracking staff training will be developed.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Illicit Discharge Prevention (PP)

▪ 0 FTE, This strategy will require hiring of a contract consultant to provide training. As well development of a data management system for training tracking purposes.

Pending

Priority Level: High

Regulatory Requirement: Yes, NPDES Permit

STRATEGY 3-1 Collaborate with other agencies, tribes, and community organizations to support stream, riparian, wetland, and shoreline enhancement and restoration, fish passage, and adaptation to climate change/sea level rise.

CORE SERVICES: Capital Facilities Program, Long Range Planning, Habitat Management

Collaboration with other entities is a key aspect of improving local aquatic habitat conditions and planning for long-term climate changes. This work requires staff to attend various meetings, communicate with potential collaborators, and facilitate cooperative projects with partners. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Reallocation of CFP funds to operating budget to support new Habitat Planner position. (.05 FTE starting in 2018)

Pending

Collaboration (HM)

▪ Reallocation of CFP funds to operating budget to support new Habitat Planner position.

Pending

Aquatic Habitat (CFP)

▪ Continue to fund the WCC and potentially habitat improvement infrastructure projects (e.g. culvert retrofit projects) via the CFP

(See Strategy 3.03)

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 3-2 Collaborate with other departments to develop a comprehensive integrated pest management strategy to guide noxious weed control and vegetation management efforts.

CORE SERVICES: Long Range Planning, Habitat Management

The NPDES permit requires the City to implement practices, policies, and procedures to reduce stormwater impacts associated with the use of pesticides and herbicides, and to use more environmentally friendly alternatives. The Utility also coordinates legally mandated noxious weed management on Public Works-managed sites and rights of way. Collaboration with other City departments and programs to develop a coordinated citywide integrated pest management strategy will meet regulatory and environmental needs. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Requires dedicated staff time to manage coordination and a planning process. Implementation is possible by permanently funding and retasking the habitat planner position (0.05 FTE).

Pending

Collaboration (HM)

▪ Use of maintenance or seasonal workers for weed control may require additional staffing. Reimbursement by other programs may offset most of these costs.

Pending

STRATEGY 3-3 Develop and implement vegetation and habitat management plans for City-owned properties containing aquatic and associated habitat to improve habitat, protect water quality and support native species.

CORE SERVICES: Long Range Planning, Habitat Management

The City owns and manages diverse properties that contain significant aquatic habitat. On these sites, the Utility has the most direct ability to steward, protect, and enhance ecosystem function and values. Management of these sites is primarily the responsibility of Public Works and Parks Departments. Management requires collecting information on aquatic resources; developing prioritized recommendations; and implementing enhancement actions.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Coordination, prioritization and assessments are possible with the reallocation of CFP funds to operating budget to support new Associate Planner (habitat) and Program Specialist (Wildlife Biologist) positions. (0.4 FTE starting in 2018)

Pending

Stewardship Planning (HM)

▪ Implementation of the recommendations from plans will require coordination by the planner and contract crew to perform the work (WCC or similar).

$150,000

Priority Level: High?

Regulatory Requirement: No

STRATEGY 3-4 Identify and acquire important habitat areas or easements (collaborating with internal and external partners).

CORE SERVICES: Long Range Planning, Habitat Management, Capital Facilities Program

Additional analysis to prioritize and coordinate acquisition and easement programs will ensure the most efficient use of limited funds to protect ecosystem function. The focus will be on wetlands, streams, riparian areas, and shoreline that provide important hydrologic and habitat ecosystem services. Partnership opportunities will be critical to leverage limited funds. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Analysis and prioritization supported by Associate Planner (habitat) funded with reallocation of CFP funds to operating budget. (0.05 FTE starting in 2018)

Pending

Collaborate with Partners (HM)

▪ Coordination supported by Associate Planner (habitat) funded with reallocation of CFP funds to operating budget.

Pending

Priority Level: Medium?

Regulatory Requirement: No

STRATEGY 3-5 Identify and manage invasive species in aquatic and associated habitats to protect habitat and water quality functions.

CORE SERVICES: Long Range Planning, Habitat Management, Asset Management

Invasive species are widespread in urban environments; they reduce native plant diversity and can affect aquatic habitat function. This category includes widespread non-native species (e.g. ivy, blackberry, holly, and bullfrogs). The Utility will seek to reduce negative impacts of these species in City-managed aquatic habitats and buffers and provide outreach and information to raise residents’ awareness of negative impacts and best management practices. The existing asset management core service supports ongoing efforts to manage these species in public stormwater facilities. (See Strategy 3-3 for actions related to legally mandated noxious weed control.) This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Associate Planner (habitat) funded with reallocation of CFP funds to operating budget and existing outreach and education staff (0.05 FTE starting in 2018)

Pending

Restoration and Enhancement (HM)

▪ Coordination by the planner and crew to perform the work (WCC or/or seasonal employees).

Pending

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 3-6 Identify important corridors and support efforts linking important habitats across the City and adjacent jurisdictions.

CORE SERVICES: Long Range Planning, Asset Management

Critical areas and buffers (e.g. stream corridors, wetlands, and steep slopes) often provide habitat corridors for many wildlife species. Identifying these linked areas, crossing multiple public and private properties, will help guide management to support the movement, breeding, and foraging requirements of various species. Other efforts may identify projects or best management practices to support wildlife movement across busy roads or other infrastructure. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Associate Planner (habitat) funded with reallocation of CFP funds to operating budget and existing staff support (0.05 FTE starting 2018)

Pending

Habitat Monitoring and Evaluation (AM)

▪ Associate Planner (habitat) funded with reallocation of CFP funds to operating budget

Pending

Priority Level: Medium or low?

Regulatory Requirement: No

STRATEGY 3-7 Identify, prioritize, and implement aquatic habitat protection and enhancement opportunities by watershed to enhance and restore ecosystem function (i.e. implement the Habitat Stewardship Strategy).

CORE SERVICES: Long Range Planning, Habitat Management

Habitat challenges and opportunities exist in all Olympia watersheds. The 2013 Habitat and Stewardship Strategy provides an initial inventory of remaining habitat. This information needs to be refined and prioritized. Programs and projects developed to address the various opportunities and challenges are needed. This strategy will require work by a planner and possible newly focused efforts by existing staff. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Associate Planner (habitat) funded with reallocation of CFP funds to operating budget and existing staff support (0.5 FTE starting in 2018)

Pending

Education and Outreach, Stewardship Planning, Restoration and Enhancement, and Collaboration with Partners (HM)

▪ Associate Planner (habitat) and Program Specialist (Wildlife Biologist) funded with reallocation of CFP funds to operating budget and refocused efforts by existing staff toward this strategy.

Pending

Priority Level: High - Medium?

Regulatory Requirement: No

STRATEGY 3-8 Influence and assess effectiveness of City regulations that protect aquatic resources (e.g. Critical Areas Ordinance and Shoreline Master Program).

CORE SERVICE: Long Range Planning

Certain City ordinances are critical to protecting and enhancing aquatic habitat quality and quantity. When these ordinances are revised every few years, as required by State law, Utility staff will participate to ensure that the provisions for flood prevention, water quality, and habitat protection are appropriate for local stream, wetland, and riparian forest and shoreline conditions. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Associate Planner (habitat) funded with reallocation of CFP funds to operating budget and existing staff support (0.05 FTE starting in 2018)

Pending

Priority Level: High (but periodic timing every few years)

Regulatory Requirement: No

STRATEGY 3-9 Manage beaver activity to provide habitat and water quality benefits while mitigating flooding risk.

CORE SERVICES: Long Range Planning, Flood Prevention, Habitat Management

Beavers can provide water quality, hydrologic, and habitat functions by building dams that retain floodwater, trap sediment, and creating wetlands that filter water and provide habitat for wetland dependent and associated species. However, beaver activity can conflict with built infrastructure (e.g. culverts and water level control structures) and increase flood risk for adjacent areas. To allow beavers and humans to co-exist, physically excluding beavers from critical infrastructure and managing maximum water levels are viable long-term, low-cost, low-maintenance solutions. Tasks include identifying problem sites, planning to retrofit vulnerable infrastructure, and maintaining these sites. Other proactive actions are to develop standard operating procedures for identifying beaver activity and implement beaver resistant exclusion and/or water level management retrofits of critical infrastructure.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination and Standard Operating Procedures (LRP)

▪ Associate Planner (habitat) funded with reallocation of CFP funds to operating budget and existing staff support (0.05 FTE starting in 2018)

Pending

Stormwater Facility Maintenance (FP)

▪ Refocus maintenance address beaver activity with a proactive approach (reprioritize existing staff time).

Pending

Education and Outreach (HM)

▪ Include information about beaver and positive functions in existing programing.

Pending

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 3-10 Manage vegetation in riparian areas to improve habitat and water quality functions.

CORE SERVICES: Habitat Management, Asset Management

Riparian vegetation provides many water quality and habitat functions. Invasive species (e.g. ivy and blackberry), urban development and other pressures negatively affect these waterside wetlands and forests. Active management of these areas will maintain and improve their water quality and habitat functions. This strategy involves working on public property with other departments (e.g. Parks), on Public Works-managed parcels, with partners, and a renewed focus to engage private owners of riparian and other aquatic habitats in voluntary stewardship activities. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Stewardship Planning (HM)

▪ Associate Planner (habitat) and Program Specialist funded with reallocation of CFP funds to operating budget and existing staff support (0.05 FTE starting in 2018

Pending

Restoration and Enhancement (HM)

▪ Associate Planner (habitat) and Program Specialist funded by reallocating CFP funds to the operating budget and using existing staff support. Funding for crew to implement management actions in the CFP.

Pending

Education and Outreach (HM)

▪ Program Specialist funded by reallocating CFP funds to the operating budget and refocusing existing efforts on private property stewardship.

Pending

Collaboration with Partners (HM)

▪ Associate Planner (habitat) and Program Specialist funded by reallocating CFP funds to the operating budget and using existing staff support.

Pending

Priority Level: High

Regulatory Requirement: No

STRATEGY 3-11 Monitor aquatic habitat quality and quantity based on the best scientific information, methods, and tools available.

CORE SERVICES: Long Range Planning, Asset Management, Habitat Management

Tracking the quantity and quality of aquatic habitat provides baseline information to determine progress at meeting the Utility goals to maintain and enhance aquatic habitat. This monitoring can occur with varied methods. Remote sensing (e.g. aerial photos and lidar) provides City-scale information; site-based data collection and assessments informs management decisions on public property; and monitoring enhancement projects allows for adjusting methods to improve the project effectiveness and efficiency. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Associate Planner (habitat) and Program Specialist (Wildlife Biologist) funded with reallocation of CFP funds to operating budget and existing staff support (0.05 FTE starting in 2018)

Pending

Mapping (AM)

▪ Associate Planner (habitat) and Program Specialist (GIS) funded with reallocation of CFP funds to operating budget and existing staff support

Pending

Stewardship Planning & Aquatic Habitat Monitoring (HM)

▪ Program Specialist (Wildlife Biologist) funded with reallocation of CFP funds to operating budget and existing staff support (0.25 FTE starting in 2019)

Pending

Priority Level: High

Regulatory Requirement: No

STRATEGY 3-13 Provide outreach and education to the community around aquatic habitat, wildlife and ecosystem function (wetlands, streams, marine shoreline, lakes, buffers, and associated wildlife).

CORE SERVICE: Habitat Management

Public knowledge of the extent and function of aquatic habitats is important to their protection. A key aspect of Utility outreach work is providing information about what resources are at risk from stormwater pollution, functions provided by aquatic habitat (e.g. habitat, water quality, and flood reduction), ways to reduce impacts, and the value of protection and stewardship activities. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Education and Outreach (HM)

▪ No new costs – refocus existing staff and efforts.

NA

Priority Level: High

Regulatory Requirement: Yes – NPDES

STRATEGY 3-14 Provide focused outreach, technical assistance and incentives to private properties containing aquatic and associated habitats, while promoting voluntary stewardship.

CORE SERVICES: Long Range Planning, Habitat Management, Technical Review

Most of the aquatic habitat remaining in the City is on private property. Maintaining and enhancing aquatic habitat quantity and quality citywide requires a programmatic approach focusing on voluntary stewardship on private property. These efforts will be focused on increasing stewardship activities in key watersheds and providing information and assistance to benefit habitat and water quality. These efforts will expand a successful 2016 pilot project in the Mission Creek Watershed called OlyWild. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Associate Planner (habitat) and Program Specialist (Wildlife Biologist) funded with reallocation of CFP funds to operating budget and existing staff support (0.05 FTE starting in 2018)

Pending

Education and Outreach, Stewardship Planning, Restoration and Enhancement (HM)

▪ Refocus existing Program Specialist (Habitat Biologist) with support from intern. Associate Planner (habitat) and Program Specialist (Wildlife Biologist) funded with reallocation of CFP funds to operating budget and existing staff support (0.25 FTE starting 2019)

Pending

Priority Level: High - Medium

Regulatory Requirement: No

STRATEGY 3-16 Support partners and community efforts to protect, steward, and restore aquatic and associated habitats.

CORE SERVICES: Long Range Planning, Technical Review, Habitat Management, Capital Facilities Program

The Utility is best able to leverage its resources on larger habitat initiative and projects by collaborating with both internal (e.g. Parks) and external entities (e.g. neighborhoods, community groups, Tribes, and non-profits). These efforts are often longer term and larger in scale. A recent example is the collaboration between the Utility, Parks, Port of Olympia, and Squaxin Island Tribe on the West Bay Environmental Restoration Assessment. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (LRP)

▪ Associate Planner (habitat) funded by reallocating CFP funds to the operating budget and using existing staff support.

Pending

Internal/External Technical Support (TR)

▪ Associate Planner funded by reallocating CFP funds to the operating budget and using existing staff support.

Pending

Stewardship Planning, Collaboration with Partners (HM)

▪ Associate Planner (habitat) and Program Specialist (Wildlife Biologist) funded by reallocating CFP funds to the operating budget and existing staff support.

Pending

Aquatic Habitat (CFP)

▪ Associate Planner (habitat) funded by reallocating CFP funds to the operating budget and existing staff support and refocusing of existing CFP priorities and projects.

Pending

Priority Level: High

Regulatory Requirement: No

STRATEGY 4-4 Develop a natural infrastructure asset management program

CORE SERVICE(s): Asset Management, Habitat Management

The hydrologic, water quality and habitat functions of aquatic habitat are all affected by their health and condition. Tracking their health and planning stewardship activities to maintain these critical functions is a key aspect of preserving and enhancing the role of remaining aquatic habitats and associated uplands. Integrating stewardship of Olympia’s aquatic habitats and recognizing their functions and values as natural assets is an important aspect of tracking and improving the condition of local natural infrastructure. This enhancement will permanently staff the habitat management program piloted in 2014.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Monitoring and Evaluation (AM)

▪ Reallocation of existing resources

Pending

Aquatic Habitat Monitoring & Restoration and Enhancement

(HM)

▪ Coordination, prioritization and assessments are possible with the reallocation of CFP funds to operating budget to support new Associate Planner (habitat) and Program Specialist (Wildlife Biologist) positions.

Pending

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 4-7 Design and plan the Utility’s capital improvements to complement natural infrastructure

CORE SERVICE(s): Habitat Management, Capital Facilities Program

Capital improvements represent significant long term investments in water quality treatment, flood management or aquatic habitat connectivity or condition. This enhancement will align these investments to complement and protect the function and condition of remaining aquatic habitat and natural infrastructure. Increasing the planning and design level consideration of the natural systems context of any project will improve long term outcomes.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Habitat Coordination (HM)

▪ Coordination, prioritization and assessments are possible with the reallocation of CFP funds to operating budget to support new Associate Planner (habitat) position

Pending

Flooding, Water Quality, & Aquatic Habitat (CFP)

▪ Refocus of existing CFP program to incorporate this strategy.

Pending

Priority Level: Medium/High

Regulatory Requirement: No

STRATEGY 4-9 Develop SOPs for inspections, preventative maintenance, and correction programs.

CORE SERVICE(s): Long Range Planning

Some standard operating procedures (SOPs) have been developed for programs and activities managed by the Utility. Existing SOPs are located in multiple locations, not all are in electronic format, many are difficult to understand, out of date and/or no longer apply to work the utility conducts. Therefore, it is logical to both develop new SOPs and make appropriate updates.

The utility would like to adopt the Peabody Communications method to writing SOPs. Written in simple “plain talk” style with action verbs, this format will help identify responsibilities, ease interpretation of tasks, direction, and identification of all staff involved.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

SOPs (LRP)

▪ 0 FTE This strategy will develop SOPs with no increase in workloads.

$0

Priority Level: High

Regulatory Requirement: Yes, NPDES Permit

STRATEGY 4-11 Develop enforcement capabilities (facilities to be maintained for design purpose) in OMC.

CORE SERVICE(s): Long Range Planning

Transferring ownership of stormwater facilities from a developer to a property owner or land manager after construction often leads to misinterpretation and misunderstanding of maintenance requirements. Without the proper oversite and maintenance of stormwater facilities failures in function can lead to significant flooding or pollutant loading problems.

The utility strives to gain compliance through education and technical support solutions. In some cases, this may not be effective and a more involved enforcement process may be required for compliance. The utility will develop clear and easy to interpret code language to allow enforcement as a means of last resort.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

City Wide Planning (LRP)

▪ 0 FTE, This strategy will develop new code language without increasing workloads.

$0

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 4-12 Develop level of service standards for public stormwater facilities.

CORE SERVICE: Asset Management

Utility staff proposes development of formalized maintenance plans with level of service standards for public stormwater facilities. Implementation of this strategy will require temporarily redirecting a portion of the Stormwater Engineer or a Senior Planner’s time.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Public Storm Infrastructure Management (AM)

▪ 0.1 FTE – This strategy will develop levels of service, but should not increase long-term workloads.

Pending

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 4-13 Monitor resources through work order system and identify any additional work.

CORE SERVICE: Asset Management

Managing Utility infrastructure involves multiple working groups. Utility construction, Utility repair, Utility vegetation crews, Streets operations, Environmental Services, and others play a role in the management of Utility assets. Currently, Vueworks software is the Utility’s primary work order management tool. New asset management software options are anticipated in the near future. Additional staff effort will be needed to integrate current work flows with a new software platform.

COST ASSUMPTION

COST ESTIMATE

Public Storm Infrastructure Management (AM)

▪ One time staff support to transition existing work flows into a new software platform, as well as train staff how to use it.

Pending

Priority Level: High

Regulatory Requirement: Yes (NPDES)

STRATEGY 4-14 Expand inspections beyond NPDES requirements.

CORE SERVICE(s): Technical Review, Pollution Prevention, Asset Management

Currently the utility annually only inspects private stormwater treatment facilities constructed after 2005. This means many facilities built before 2005 may not be in compliance in regards to functional design standards. The utility proposes to eventually research, map, analyze and inspect all existing stormwater facilities located throughout the city. Priority will be given to facilities with direct discharges to the MS4 and surface waterbodies.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Technical Expertise (TR)

▪ 0.10 FTE, This strategy will minimally increase short-term workloads.

Pending

Private Storm Facility Management (PP)

▪ 0.50 - 1 FTE, This strategy will increase long-term workloads.

Pending

Mapping (AM)

▪ 0.25 FTE, This strategy requires researching as-built plans and importing data into GIS.

Pending

Data Management (AM)

▪ 0.10 FTE, Long term data management is required.

Pending

Priority Level: High

Regulatory Requirement: No

STRATEGY 4-17 Develop and implement a sea level rise response plan. Use the best available science and the experiences of other communities in formulating plans for sea level rise. Partner with government entities and key stakeholders. Engage the community in a discussion of various sea level rise scenarios, how the City will respond to lessen the impact, and costs.

CORE SERVICE: Long Range Planning, Flood Prevention

Sea levels are rising and the rate of sea level rise is accelerating. The City must plan for sea level rise because as sea level rises the risk of downtown flooding will increase. The City will partner with the LOTT Clean Water Alliance, the Port of Olympia, the State Department of Enterprise Services, the community, and key stakeholders to develop plans for responding to sea level rise.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Sea Level Rise (FP)

▪ 3 FTEs – Eventually, a citywide program is needed to address adaptation to sea level rise. It is expected the Utility will play a role in this program. Costs were identified in the Engineered Response to Sea Level Rise (2010). Costs will be shared with the LOTT Clean Water Alliance, the Port of Olympia, and the State Department of Enterprise Services.

$62,000,000

Priority Level: High

Regulatory Requirement: No

STRATEGY 4-19 Develop a priority ranking system for proposed capital projects.

CORE SERVICES: Capital Facilities Program

Utility staff proposes development of a more formalized protocol for evaluating and ranking capital projects. Building on existing criteria identified in Chapter 11, the protocol will provide a consistent basis for characterizing the benefits from capital projects and restoration efforts, comparing projects and documenting the reasons why certain projects are selected for funding. The Utility proposes to use “Envision,” a comprehensive framework of sustainability criteria that address a full range of environmental, social, and economic impacts to sustainability in project design, construction, and operation. Implementation of this strategy would require temporarily redirecting a portion of the Stormwater Engineer’s time.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Flooding, Water Quality and Habitat (CFP)

▪ <0.1 FTEs annually

Pending

Priority Level: High

Regulatory Requirement: No

STRATEGY 4-21 Develop CCTV program to provide long term utility condition rating, investigation, and emergency response.

CORE SERVICE(s): Asset Management

The Utility currently contracts inspection of gravity mains using closed circuit television (CCTV) technology. The City has the equipment and staff capable of performing the work, but they are currently dedicated to wastewater infrastructure inspections. As the conditions of both the wastewater and stormwater gravity conveyance systems are better understood, the televising workloads are expected to diminish at which time the Utility should have the in-house resources to perform televising of stormwater infrastructure. Due to stormwater infrastructure locations, additional staff are typically required for traffic control.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Pipe Condition Rating/ CCTV (AM)

▪ 0.5 to 1 FTEs

Pending

Priority Level: Medium

Regulatory Requirement: No

STRATEGY 4-23 Transition vegetation and LID maintenance programs from Environmental Services to Stormwater Operations.

CORE SERVICE(s): Flood Prevention, Habitat Management

Currently, stormwater facility vegetation maintenance, noxious weed management, and habitat vegetation work is being performed with the Environmental Services Section of the Utility. Facilitating a maintenance work group out of City Hall has limitations which affect program effectiveness. Transitioning this work group to organizationally fall within Stormwater Operations will reduce redundancy within the Utility and provide the foundation to build an LID maintenance program. Strategy 4-23 supports 1-7.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Stormwater Facility Maintenance (including vegetation management) (FP)

▪ 1 FTE reclassification

▪ Reconfigure office space at MC for one Lead Worker.

▪ Reconfigure crew space at MC for up to 4 permanent maintenance workers.

Priority Level: High

Regulatory Requirement: Yes (NPDES)

STRATEGY 4-24 Develop and implement field based data collection tools for public and private stormwater utility infrastructure.

CORE SERVICE(s): Flood Prevention, Asset Management, Pollution Prevention

Field based data collection tools provide improved communication, reduce data entry needs, and provide a consistent data set to make asset management decisions. This consolidated data improves reporting and compliance efficiency for the Utility.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Stormwater Facility Maintenance (including vegetation management) (FP, PP)

▪ This is a continuation of an existing Utility effort. As asset management tools change, increased staff support may be necessary. Currently, field data collection tools (ESRI Collector) have been integrated into most Utility operational work groups.

▪ Data collection platforms such as iPads.

▪ New software integration

▪ Complete costs are pending

Priority Level: High

Regulatory Requirement: Yes (NPDES)

STRATEGY 4-25 Implement basin approach to Utility infrastructure maintenance with an emphasis placed on sediment management.

CORE SERVICE(s): Asset Management, Flood Prevention, Pollution Prevention

The Utility is currently conducting annual inspections and maintenance on over 7,800 catch basins city wide. The data collected will help develop a strategic approach to sediment management. The intent is to strategically perform preventative maintenance using a street sweeper and vacuum/jetter truck to reduce the more costly maintenance of treatment facilities and ponds.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Solids Management (PP)

▪ This is a continuation of an existing Utility effort. Current staff will continue to implement sediment management strategies. However, the additional sediment generated will require staff time to manage and track, and enhancing the street sweeping program may require an additional FTE.

▪ Additional sweeper maintenance if another shift is added.

▪ Increased sediment disposal costs as volumes increase.

Priority Level: High

Regulatory Requirement: Yes (NPDES)

STRATEGY 4.26 Implement a street sweeping program to remove sediment before it enters the stormwater system.

CORE SERVICE(s): Pollution Prevention

Currently, the Transportation line of business, in collaboration with the Utility, manages the street sweeping program. Street sweeping has been demonstrated to be one of the most cost effective means of reducing pollutants in stormwater runoff. The street sweeper is currently operated one shift each work day. The Utility proposes to add one half to one full operating shift each day. The Utility will pursue grant funding to implement the additional shift for the street sweeper. This strategy complements Strategy 2.5.

PROGRAM

COST ASSUMPTION

COST ESTIMATE

Street Sweeping (PP)

▪ 0.5 to 1 FTEs Costs assume program enhancement costs will be 75% grant funded

Pending

Priority Level: High

Regulatory Requirement: No