Chapter 9 Goals, Objectives and Strategies

The Plan is organized around seven goals, with one to three objectives identified for each. The goals respond to the question, “What do we hope to achieve in the long term?” Objectives answer “What will we do to achieve these goals within a shorter time frame?” Strategies answer the question “How will we go about accomplishing our objectives?”

These objectives and strategies do not encompass the entire range of wastewater responsibilities and day-to-day work. Rather, they focus on the challenges that are in the forefront of Wastewater Utility (the Utility) and community needs.

This chapter emphasizes the specific strategies, elaborating on how the Utility is currently implementing them, or how staff intend to implement them within the six-year context of this Plan. Many of the Plan’s associated financial and capital components have a 20-year perspective.

The Goals are:

1.    Water Quality – Clean Water Act and Safe Drinking Water Act standards for nitrogen, fecal coliform and other constituents of concern in groundwater and surface water are met.

2.    Public Health – No one is exposed to sewer overflows or excessive odors.

3.    Climate Change – The Utility implements all applicable City and region-wide climate change mitigation and adaptation measures.

4.    Utility Rates and Fees – utility rates and fees are equitable and affordable, minimizing rate increases while maintaining consistent levels of service.

5.    Integrated Water Resources – Water resource utilities are planning together for long-term environmental, economic and social changes.

6.    Information – Customers and community are informed about and involved in wastewater management activities.

Goals and objectives are summarized in Table 9.1, showing how they respond to the challenges described in Chapter 8, and to the Comprehensive Plan vision summarized in Goal GU2:

Reliable utility service is provided at the lowest reasonable cost, consistent with the City’s aims of environmental stewardship, social equity, economic development and the protection of public health.

At the end of the chapter, Table 9.2 summarizes the 42 strategies of this Plan. For each strategy, the table indicates relative priority and whether or not the Utility is currently implementing it.

Table 9.1

Relationships between the Comprehensive Plan and Wastewater Plan

Wastewater Challenge	Comprehensive Plan Goals	Wastewater Goal	Wastewater Objective
Aging Infrastructure	GU 3: Utilities are developed and managed efficiently and effectively	4: Utility rates and fees	4C: Use asset management systems
Onsite Sewage Systems	GU 4: Use water efficiently to protect the natural environment GN 5: Ground and surface waters are protected from land uses that impact water quality	1: Water quality	1A: Encourage onsite sewage conversions
Extending Sewer Infrastructure to New Development	GU 1: Utility and land use plans are coordinated	1: Water quality	1B: Facilitate orderly expansion of the system
Climate Change	GN 8: Community sources of emissions are identified, monitored and reduced	3: Climate Change 6: Information	3A: Reduce the Utility’s greenhouse gas emissions 3B: Adapt infrastructure to address sea level rise 3C: Adapt infrastructure to accommodate precipitation trends 6A: Keep customers informed
Equitable and Predictable Rates and Fees	GU 2: Service is provided at lowest costs consistent with environmental stewardship, social equity, economic development and public health protection	4: Utility rates and fees 6: Information	4A: Coordinate financial management so that rate increases are distributed overtime 4B: Manage rates so that growth pays for growth 4C: Use asset management systems 6A: Keep customers informed
STEP Systems	GN 5: Ground and surface waters are protected from land uses that impact water quality	1: Water quality 2: Public health 4: Utility rates and fees	1B: Facilitate orderly expansion of the system 2B: Manage odors 4C: Use asset management systems
Inflow and Infiltration	GU 8: Wastewater infrastructure is designed to minimize leakage, overflows and inflow and infiltration	1: Water quality 2: Public health 3: Climate Change	1C: Eliminate illicit discharges of wastewater 2A: Reduce the volume of sewer overflows 3A: Reduce the Utility’s greenhouse gas emissions
FOG	GU 8: Wastewater infrastructure is designed to minimize leakage, overflows and inflow and infiltration	2: Public Health	2A: Reduce the volume of sewer overflows

9.1 Water Quality

Goal:    Clean Water Act and Safe Drinking Water Act standards for nitrogen, fecal coliform and other constituents of concern in groundwater and surface water are met.

Protecting and improving local waters is a core responsibility of the Wastewater Utility. This responsibility necessitates the management of existing as well as future wastewater systems. Problematic discharges of wastewater-related contaminants often occur over many years. These include discharges from illicit or unintended connections and septic systems, also known as onsite sewage systems (OSS). Meanwhile, future sewer extensions need to accommodate both new development and OSS conversions. The following objectives and strategies are aimed at reducing wastewater-related contaminants in receiving waters while encouraging urban development and re-development.

Objective 1A Encourage OSS conversions through the Septic to Sewer Program.

The Olympia City Council approved revisions to the municipal code establishing the Septic to Sewer program, effective August 17, 2009. The voluntary program provided technical assistance and financial incentives for connection of OSS to sanitary sewer as well as cost recovery mechanisms for the City.

Under the program, the City waived the sewer general facility charge (GFC) if a property owner using OSS makes a connection to the wastewater system within two years of being notified of the availability of sewer. The Utility saw an increase in conversions as a result of the program, but the rate of conversions tapered off as the GFC waivers expired.

In March 2017, the LOTT Clean Water Alliance (LOTT) initiated a program whereby, depending on income, 50 to 75 percent of LOTT's capacity development charge (CDC) is rebated when a property converts to sewer service. In October 2017, the Utility extended the GFC waiver for two years after a property is purchased and for all properties qualifying for a LOTT CDC rebate. In addition, the City reduced the amount of reimbursement required from property owners for sewer extension projects. The intention was to make it more affordable for property owners to convert from a septic system to a sewer connection. As a result of the new LOTT program and the changes in the City's Septic to Sewer program, the Utility expects to see a sustained increase in OSS conversions.

Strategy 1A1 – Complete sewer extension projects that allow for individual OSS conversions.

This strategy facilitates sewer infrastructure extensions into areas where OSS are prevalent. The Utility has funding available to construct a limited number of neighborhood sewer extension projects. Neighborhood sewer extension projects are selected based on established criteria. Costs for extending sewer to individual parcels and converting to public sewer can be high. Under this strategy, the Utility will provide limited funding to help cover the cost of the sewer extensions. Based on the 2013 Wastewater Management Plan, the neighborhood sewer extension program was revised to provide more financial assistance to property owners. This strategy is ongoing, and the Utility expects to continue with one or two extension projects per year.

Strategy 1A2 – Provide technical assistance and public education for individual and neighborhood OSS conversions to municipal sewer.

Converting OSS to sewer service is technically and financially challenging. The Utility has been providing one-on-one consultations with individual property owners and distributing information on OSS conversion through various media since 2009.

Objective 1B Facilitate the orderly expansion of the wastewater system.

Under most circumstances, a traditional gravity sewer system with a lift station and force main (pressurized pipe) if topography warrants it, will continue to be the required method of sewer collection in areas to be developed, regardless of the source of funding or type of development.

However, utility staff acknowledge that alternatives, such as pressurized grinder pump systems, are viable and appropriate for certain limited locations with unique constraints. There is, for example, an existing policy (see Appendix M) allowing for grinder pump systems in limited areas.

Strategy 1B1 – Give priority to extensions of gravity sewer systems over other sewer types (e.g. STEP, grinder).

With this strategy, staff will refine the regulations for when pressurized sewer systems will be allowed (i.e. grinder pumps and potentially other technologies as they become technically available). Minimizing the number of pumps in the sewer system will also support Objective 2A (Reduce the volume of sewer overflows annually) by reducing the potential of sewer overflows associated with power outages and mechanical failures. Reducing the volume of wastewater pumped will reduce energy consumption and also support Objective 3A (Reduce the Wastewater Utility's greenhouse gas emissions).

Strategy 1B2 – Allow the limited use of STEP systems for OSS conversions and infill development in neighborhoods currently served by STEP systems.

This strategy continues existing policies that prohibit the use of STEP systems for new subdivision and commercial development, while accepting that STEP may be the appropriate technology for OSS conversion and infill lot development within areas that are currently served by STEP systems.

Under State regulations, existing and potential future STEPs are the operational responsibility of the Wastewater Utility rather than the property owner. Implementation of this strategy must, therefore, continue to be highly restrictive of STEP use.

Strategy 1B3 – Explore options for public participation in new regional lift stations.

Regional lift stations are typically constructed by large development projects. This strategy will give consideration to the Utility's participation in construction of new lift stations in basins (e.g. South Bay and Chambers) where development densities are not favorable to development-driven sewer infrastructure. Cost recovery mechanisms to collect development's pro-rata share would be considered.

Objective 1C Eliminate illicit discharges of wastewater into stormwater conveyance pipes and receiving waters.

Nutrient and bacteria loading from cross connections of sewer pipes with stormwater pipes is a point source that can be identified and eliminated. The associated reductions in wastewater-related contaminants can be measured in terms of the volume of wastewater removed from Budd Inlet and its tributaries. For example, based on industry research, residences generate approximately 21 pounds of wastewater-related nitrogen per year.

Strategy 1C1 – In partnership with the City's Storm and Surface Water Utility, provide timely investigation and response to illicit discharges.

In this strategy, staff will use water quality sampling of stormwater outfalls in concert with land use and infrastructure analysis to efficiently and thoroughly locate cross connections between sewer and stormwater pipes. Further field investigations that incorporate dye testing, smoke testing, and televising of pipes will identify specific problems. Utility mapping improvement is ongoing and assists with illicit discharge identification, for example, by identifying areas where wastewater and stormwater pipes are in close proximity to each other. Operations and Maintenance staff provide key services in accomplishing this work.

The City's Wastewater and Storm and Surface Water Utilities have been coordinating this work since 2011, in order to meet requirements established by their respective NPDES permits.

9.2 Public Health

Goal:    No one is exposed to sewer overflows or excessive odors.

Managing the public health risks of wastewater (also known as sewage) is a long-standing responsibility of the Wastewater Utility. Often sewer overflows and odors affect both public health and environmental quality.

Objective 2A Reduce the volume of sewer overflows annually.

Sewer overflows have a variety of causes such as buildups of fats, oils and grease (FOG), pipe blockages due to root intrusion and excessive inflow of stormwater. Much of the Utility's focus is on preventing sewer overflows.

Strategy 2A1 – Reduce the number of sewer pipe blockages through continued preventive maintenance activities such as pipe and maintenance hole cleaning, root control and minor repairs.

Regular and focused maintenance helps prevent sewer overflows by ensuring adequate capacity in the wastewater system. Related work is a key responsibility of the Utility. Certain pipes have been identified as higher risk for blockages due to the presence of roots and grease. Those pipes are monitored more closely than other pipes.

Increasing use of condition rating and asset management techniques will support refinements to this strategy over the next six years. Efforts to increase the capacity of asset management to help manage wastewater systems will be pursued.

In recent years, the Utility's in-house maintenance ability has increased to meet current needs. Wastewater operations and engineering staff discuss preventive maintenance issues bi-weekly. We document needs and track them until the issue is resolved. The Utility implements emerging technologies as appropriate.

As the wastewater system grows, so will the need to adequately support operations and maintenance work.

Strategy 2A2 – Continue to provide adequate resources for improved mapping and documentation of the wastewater system.

Efforts to improve staff knowledge of the wastewater system need to be maintained in the long-term. Efficiencies and effectiveness increase as staff understanding of the complex pipe and pump systems improve. Additional resources may be needed in the long term to maintain this work effort.

Strategy 2A3 – Implement education and enforcement efforts to reduce preventable blockages due to fats, oils and grease (FOG) build-up, with assistance from LOTT.

This strategy emphasizes the need for continued coordination between City wastewater and LOTT staff regarding the enforcement of pre-treatment regulations (OMC 13.20) and educational efforts associated with FOG. Additional resources may be needed to accomplish this strategy.

Strategy 2A4 – Reduce infiltration and inflow in prioritized areas so that pipe capacities are not exceeded.

Sewer pipe capacities in Olympia are generally adequate regardless of infiltration and inflow. While infiltration and inflow (I&I) do not currently generate sewer overflows in the wastewater system, they do have an impact on the capacity of LOTT's wastewater treatment facilities. Therefore, staff will continue ongoing efforts to manage and reduce these unnecessary flows to avoid future capacity problems. For example, needed repairs to leaking pipes and maintenance hole structures also reduce groundwater infiltration.

Long-term refinements to I&I management will be developed as needed, in partnership with LOTT. Tools for reducing I&I include targeted construction projects (pipe repairs and lining) and the separation of stormwater and wastewater flows from buildings. The 20-year capital facilities plan includes several projects that will reduce I&I.

Strategy 2A5 – During sewer spills and other emergencies, utilize available regional resources through the LOTT Mutual Aid Agreement.

Access to LOTT partners' readily available resources is important during emergencies. The existing LOTT agreement can be implemented as needed. Agreements and relationships will be updated and maintained.

Strategy 2A6 – Improve operations and maintenance capacity by continuing to incorporate new field technologies.

Technologies to increase the effectiveness of field operations and maintenance continue to emerge. Important recent examples of new technologies include the use of trenchless pipe lining technology to substantially reduce the costs of pipe retrofits and the use of mobile device applications to collect inspection data and document needed map revisions. As these technologies emerge, the Utility will help foster their development and use.

Strategy 2A7 – Use succession planning and new staff on-board training as tools to ensure adequate staff resources.

Staff turnover continues to be a challenge to the Utility. Methods for documenting institutional knowledge are being implemented. In addition, more experienced staff are directly training newer staff when possible.

Objective 2B Manage odors from sewer systems.

Odors caused by sewer gases are inherent to a sewer system. Odors problems are particularly associated with lift station and STEP system effluents. Although sewer gas odors are unpleasant, they are rarely harmful to people. The Utility strives to minimize odor problems to maintain citizens' quality of life.

Strategy 2B1 – Investigate odor complaints promptly and resolve as appropriate.

Staff respond to odor complaints, quantify the extent of the problem, and implement projects to retrofit pipe and pump systems with odor control technologies through the capital facility planning process. Often, these mitigations efforts are incrementally iterative, culminating in an acceptable level of odor control. Odor management can be a critical neighborhood concern.

9.3 Climate Change

Goal:    The Utility implements all applicable City and region-wide climate change mitigation and adaptation measures

City-wide policies mandate measures to adapt to and mitigate climate change. The Utility supports these policies.

Objective 3A Reduce the Wastewater Utility's greenhouse gas emissions.

The Utility's main sources of greenhouse gas emissions are vehicle fuel consumption and electricity to drive pumps for lift stations and STEP systems.

Strategy 3A1 – Complete an energy audit for all lift stations.

Lift stations are the primary consumers of electrical energy in the wastewater system. With guidance from available industry and/or Washington state energy self-assessment programs, staff will evaluate wastewater system energy use. Other potential efficiencies (e.g., vehicles, buildings) are currently addressed by City-wide policies and practices.

Strategy 3A2 – Develop a sewer force main cleaning program.

This strategy employs the use of modern "pigging" technology for thoroughly cleaning the interior of high priority pipes. Use of the technology reduces friction and increases pipe flow capacity, reducing pump run hours and energy use. Maintenance staff will implement this strategy beginning with a demonstration project planned for the year 2020.

Strategy 3A3 – Research opportunities to sell back stored energy to the grid.

To ensure proper operation and maintenance, the Utility exercises each of its backup generators weekly. This strategy will look at the feasibility of selling that power back to the energy grid.

Strategy 3A4 – Meet City-wide greenhouse gas emission reduction goals including those related to fleet and building operations.

The City has established and continues to refine goals for reducing the emission of greenhouse gases. The Utility commits to doing its share to reduce the City's greenhouse gas emissions.

Strategy 3A5 – Continue participation in Puget Sound Energy's Green Direct Program.

The City has committed to purchasing 100 percent of its power from the Green Direct Program sourced from dedicated, local, renewable energy resources. Participation in this program will directly off-set the City's carbon emissions (from City operations).

Strategy 3A6 – Continue implementing a green infrastructure project evaluation process (e.g. Envision) for wastewater capital projects.

Tools are available to identify project-specific sustainability issues, challenges, and opportunities (e.g. ISI's Envision program). This tool encourages collaboration among staff across disciplines, lines of business and departments and helps to refine and define elements.

This strategy will ensure that the scope of projects identified in the Wastewater Utility's Capital Facilities Plan is sustainably defined on a consistent basis. This process was implemented for several projects following the previous plan. This practice will be fully implemented within the next six years.

Strategy 3A7 – Prioritize Inflow and Infiltration projects in lift station basins with high peak flows.

This strategy will evaluate lift station pumping data to identify basins with significant inflow and infiltration. Those basins will be inspected to find and reduce the sources of inflow and infiltration. Reduced pumping will result in reduced energy used by lift stations.

Objective 3B Adapt wastewater infrastructure to accommodate predicted sea level rise projections.

With this strategy, staff will build upon ongoing work by the Storm and Surface Water Utility and LOTT, by incorporating sea level rise into wastewater infrastructure planning for the downtown area and other parts of the Sewer Service Area adjacent to Budd Inlet and the Deschutes River.

The Olympia Sea Level Rise Response Plan predicted that by 2100, sea levels will most likely rise 36 inches (50% chance) and could rise 68 inches (1% chance). Vulnerable portions of the Utility's sewer system will need to be adapted to accommodate sea level rise. See Chapter 2 for additional information about the Olympia Sea Level Rise Response Plan.

Strategy 3B1 – Perform a thorough evaluation of the wastewater infrastructure vulnerability to sea level rise.

Utility staff will quantify the threats of sea rise to the wastewater system through vulnerability assessments and site specific investigations. A clearer understand of long-range infrastructure needs may result in specific capital projects.

Strategy 3B2 – Elevate, floodproof or relocate low-lying lift stations.

The Utility owns and maintains five sewer lift stations (Water Street, West Bay, East Bay, Old Port I and East Bay Marina) that will be vulnerable to flooding with sea level rise. Low-lying maintenance holes and sewer mains will also be vulnerable. In coming years, vulnerable infrastructure will need to be elevated, floodproofed or relocated to adapt to sea level rise.

Strategy 3B3 – Monitor tidally influenced zones to determine whether hydraulic pressures are increasing Inflow and Infiltration.

In collaboration with LOTT, this strategy will monitor system flows and wastewater salinity levels to identify basins with increasing inflow and infiltration. Those basins will be inspected to find and reduce the sources of inflow and infiltration.

Strategy 3B4 – Consider revisions to Engineering Design and Development Standards that take into account infrastructure's estimated effective life and sea level rise projections

This strategy will revise the Engineering Design and Development standards, if needed, to require infrastructure to be elevated or floodproofed to accommodate sea level rise throughout its estimated effective life. This strategy will also require new or redeveloped low-lying structures be equipped with backwater valves for protection from sewer surcharges.

Strategy 3B5 – Collaborate with the LOTT Clean Water Alliance on winter preparedness and emergency response efforts. Expand efforts to include protection of the combined sewer.

With sea level rise, protecting the combined sewer system from flooding will become increasingly important. The combined sewer system conveys wastewater from homes and businesses as well as stormwater from downtown streets to the Budd Inlet Treatment Plant. During flood events, floodwaters can overtop the shoreline and travel overland to flood catch basins that collect stormwater and carry it into the combined sewer system. This additional volume of water mixes with wastewater and is conveyed to the treatment plant. The surcharge of combined floodwater and wastewater could overwhelm the treatment plant and result in additional treatment costs or increased likelihood of bypasses, in which untreated or partially treated wastewater is discharged directly to Budd Inlet through LOTT's marine outfalls.

Additionally, if the treatment plant is overwhelmed by incoming flows, wastewater could back-up into the City's wastewater system and potentially flood streets, homes, and businesses. High concentrations of marine water (with high salinity content) in flood waters could also disrupt the biological treatment processes, which would require months to recover.

Objective 3C Adapt wastewater infrastructure to accommodate forecast precipitation trends.

The combined sewer system is vulnerable to increasing precipitation intensities and durations. Increased precipitation intensities could overwhelm the capacities of some combined sewer pipes potentially leading to wastewater backing-up into the City's wastewater system and causing combined sewer overflows (flooding of streets, homes, and businesses).

Researchers evaluate future precipitation trends using General Circulation Models (GCM) that capture relevant ocean, terrestrial, and atmosphere processes and their response to increased atmospheric greenhouse gas concentrations. GCM modeling in the Pacific Northwest indicates that the Olympia region may experience a 10 to 20% increase in annual precipitation by the end of the century. GCM results for the Puget Sound region indicate that Olympia and the Deschutes River watershed may experience a 15 to 20% increase in extreme 24-hr precipitation by mid-century and a 25 to 33% increase by end-of-century under a high greenhouse gas emissions scenario. Results also indicate that lower intensity events (such as the present day 20-year event) may occur more frequently.

The Utility will need to understand the implications of future increases in precipitation by modeling the combined sewer system capacities.

Strategy 3C1 – Track climate science to understand precipitation trends and the implications for future urban and watershed-based flooding.

The University of Washington Climate Impacts Group studies the effect of climate change on precipitation in Thurston County. The increase in extreme rainfall events described above (3C Objective), could result in increases of stormwater into the combined sewer system. This strategy proposes to track the work of the University of Washington Climate Impacts Group in order to make informed decisions.

Strategy 3C2 – Consider revisions to Engineering Design and Development Standards and the Drainage Design and Erosion Control Manual that take into account regional climate model precipitation projections throughout infrastructure estimated effective life.

Current design standards are based on historical precipitation data. As precipitation intensities increase, the capacities of infrastructure designed based on historical data will be overwhelmed. This strategy proposes to use precipitation model forecasts to establish new infrastructure design criteria.

Strategy 3C3 – Collaborate with the LOTT Clean Water Alliance to separate combined wastewater/stormwater pipes in conjunction with stormwater and road improvements or residential repairs, when economically feasible.

Older areas of the City, especially downtown, combine storm and wastewater flows in one pipe system that flows to the treatment plant. Potential separation projects are identified and evaluated during redevelopment and street retrofit projects. In general, separation projects are pursued based on ease of implementation and costs. While separation is not a utility priority, coordination with LOTT's long-term capacity planning may result in future capital projects that have mutual benefits. The urgency of separating the combined sewer will increase with increased precipitation.

The City will continue to work with LOTT to identify important project and associated funding options.

9.4 Utility Rates and Fees

Goal:    Utility rates and fees are equitable and affordable, minimizing rate increases while maintaining consistent levels of service.

A utility can best provide consistent levels of service by managing revenue and expenditures to minimize changes in rates and fees in the short term and predict them accurately in the long term. While this goal and the following objectives work towards achieving this balance, other strategies particularly under Water Quality and Water Use Goals, will significantly impact how the Wastewater Utility determines and collects rates and fees.

Objective 4A Coordinate the financial management of the three water-based utilities so that utility rate increases are distributed over time.

Most of the Utility's customers pay for multiple utility services, rather than only sewer service. Each utility's rate increase, therefore, also affects the customers of the other utilities.

Strategy 4A1 – Conduct regular financial studies, coordinated with other water resource utilities and potentially including LOTT.

The Utility evaluates rates and other financial needs during the annual rate analysis and in updating the Wastewater Management Plan. These evaluations consider management needs, levels of service, and growth assumptions. Balancing rate increases among the City's water resource utilities is an ongoing emphasis.

Objective 4B Manage utility rates and connection fees consistent with the City's guiding principle of growth paying for growth.

Policy PU2.1 of the City's Comprehensive Plan states that new development projects pay for their own utility infrastructure. This policy is sometimes summarized as "growth paying for growth". The policy ensures that existing rate payers are not paying for new infrastructure and connections.

Strategy 4B1 – Update utility rates and general facility charges (GFCs) to reflect costs of providing needed services, while looking for opportunities to improve the equitable distribution of charges.

The Utility will evaluate whether the current definition of equivalent residential unit (ERU) is equitable, especially as it relates to commercial vs. residential customers and smaller housing types as addressed by the City's Missing Middle initiative.

Strategy 4B2 – Understand the actual costs of providing service to STEP system customers.

The Utility recognizes that STEP systems cost more per connection for maintenance than the typical gravity sewer connection. However, other service cost disparities exist, such as between a sewer connection downtown and a remote connection for which the wastewater is pumped through two or even three lift stations. This strategy will review and update the 2005 STEP system business case evaluation.

Objective 4C Use computer-based asset management systems in order to minimize infrastructure life-cycle costs while maintaining a consistent level of service.

By 2020, the Utility plans to implement Cityworks software to manage its work orders and assets. Implementing asset management tools is necessary to provide the best value level of service for the costs involved throughout the infrastructure's entire life cycle. Operation and maintenance of assets in a constrained budget environment requires a prioritization scheme to ensure the correct maintenance or replacement work is done at the correct time.

Strategy 4C1 – Continue pipeline condition rating consistent with the Pipeline Assessment Certification Program (PACP) to track the physical integrity of the wastewater pipe system.

After thirteen years of implementation, the first comprehensive round of prioritized pipe inspections is complete, and the re-inspection program is well underway. In future years, condition rating will continue for pipes according to their current condition and criticality, supporting the identification of pipes needing repairs or replacement. In doing so, the rating system will help determine financial and resource needs for the Utility.

Strategy 4C2 – Inspect maintenance holes consistent with the Maintenance hole Assessment Certification Program (MACP) for condition rating.

With the first round of prioritized PACP inspections completed, the Utility will plan for wastewater maintenance holes inspections using the MACP standards. In general, the wastewater system incorporates a maintenance hole, or ground-level access structure, into every 300-400 feet of pipe. These structures are five to 20 feet deep with multiple pipes entering and exiting. Deterioration of these structures results in leaks, both out of and into, the wastewater system. Modest repairs can often appreciably extend the life of maintenance holes. Resources needed to complete this work will be evaluated.

Strategy 4C3 – Based on pipe and maintenance hole condition rating outcomes, complete priority repairs and replacements of pipes and structures.

Wastewater system repairs are currently incorporated into operation and maintenance work plans as well as capital facility projects. At this time, available resources are adequate. However, project needs will evolve over time. Refer to Chapter 10 for additional information regarding capital facility project planning.

Strategy 4C4 – Inspect and condition rate lift stations and STEP systems on a regular basis.

Lift stations, STEP systems and force mains present a high level of risk and vulnerability. Malfunctions in complex pumped systems can result in appreciable sewer overflows. Emergency responses can be extensive and may last more than a few hours. Staff emphasize the need to proactively track the life cycle of these systems and complete needed retrofits prior to system failures. The Utility has made substantial progress in updating lift stations and force main in the past six years. Refer to Chapter 10 for additional information.

Strategy 4C5 – Based on lift station and STEP system condition ratings outcomes, complete priority repairs and replacements of pumping infrastructure.

Upgrades of lift stations and repairs of STEP systems are currently incorporated into operation and maintenance work plans as well as capital facility projects. Refer to Chapter 10 for additional information.

9.5 Integrated Water Resources

Goal:    Water resource utilities are planning together for long-term environmental, economic and social changes.

Water resource needs and issues are increasingly managed collaboratively among various City entities. A proactive management approach will not only minimize the adverse impacts of changes over time but guide us toward achieving this community's sustainability goals.

Objective 5A Integrate Water Resource activities that share common goals, resources and/or assets.

The water resource utilities share a number of common interests such as environmental preservation and water conservation, as well as similar methods for communicating with the public. This creates a natural opportunity for collaboration.

Strategy 5A1 – Coordinate public education activities with the Drinking Water and Storm and Surface Water Utilities.

The Drinking Water Utility supports extensive public education efforts focused on water conservation and reuse. Beginning in 2014, staff have been coordinating public messages regarding the linkage between water conservation and wastewater generation. Over the next six years, staff will increase utility coordination with the Storm and Surface Water Utility, especially in the area of pollution prevention.

Strategy 5A2 – Allow and promote greywater subsurface irrigation alternatives in concert with Thurston County.

Consistent with building codes and public health expectations, staff will advocate for the voluntary use of greywater systems. The Thurston County Health Department is the local regulatory authority for establishing greywater standards. Staff will address this strategy sometime during the six-year planning period, anticipating initial action by Thurston County.

9.6 Information

Goal:    Customers and the community are informed about and involved in wastewater management activities.

Instant availability of information in society today has changed customer expectations. The Utility is responding to increased expectations using appropriate technologies.

Objective 6A Keep customers and the community informed and involved.

When community members are informed and involved, the Utility is more likely to gain the support they need to address the goals of this plan. Community involvement helps the utility focus on the most pressing initiatives.

Strategy 6A1 – Update and expand the Utility's website and other media to disseminate information consistent with the objectives of this Plan.

With the exponential increase in use of electronic media, customer and community expectations are high concerning access to digital information associated with the Utility.

Efforts include increasing the amount and type of information available through the City's website, and actively approaching the Utility's customer base to determine their concerns.

Strategy 6A2 – Coordinate customer and community education efforts with the other water resource utilities, LOTT and Thurston County Environmental Health.

Currently, there are a variety of methods that the four water resource utilities and LOTT use to provide information and educate their customers. Under this strategy staff will look at what these other utilities are doing to approach their customers, aside from information available on their respective websites, and identify partnership opportunities that promote a deeper understanding of the relationship between water resources and local communities.

Strategy 6A3 – Provide adequate resources for public education and involvement.

Wastewater technical and regulatory issues are complex. Maintaining capacity to be helpful and responsive is a key service to the community. Resolving various concerns from the development community and both commercial and residential customers requires detailed knowledge about the wastewater infrastructure.

Decisions about gravity sewer and STEP system availability and potential extensions, OSS permitting, and problem troubleshooting are financially important to those affected by wastewater policies. Code enforcement, environmental monitoring and public education on specific issues are also important. Communicating this information often requires detailed and site specific interactions with customers.

9.7 Summary Table of Strategies

On the following page, Table 9.2 summarizes the 42 strategies, showing for each one its relative priority, whether or not the Utility is currently implementing the strategy, if not when is it going to be implemented, whether the strategy has an existing program associated with it, and whether capital project(s) are associated with it.

Table 9.2

Status of Strategies

No.	Strategy	Relative Priority (H,M,L)	Existing or New Program (E,N or Both)	When	Capital Project
Water Quality
1A1	Complete sewer extension projects	High	Existing	Ongoing	Yes
1A2	Provide OSS technical service	High	Existing	Ongoing	No
1B1	Prioritize gravity sewer systems	High	Existing	Ongoing	No
1B2	Limit use of STEP systems	Medium	Existing	Ongoing	No
1B3	Explore participation in new lift stations and force mains	Low	New	2022	Yes
1C1	Provide timely illicit discharge response	High	Existing	Ongoing	No
Public Health
2A1	Continue preventive infrastructure maintenance	High	Existing	Ongoing	Yes
2A2	Provide resources for mapping and documentation	Medium	Existing	Ongoing	No
2A3	Implement FOG education and enforcement activities	Medium	Existing	Ongoing	No
2A4	Reduce I&I in prioritized areas	Low	Existing	Ongoing	Yes
2A5	Use LOTT mutual aid agreement	Low	Existing	Ongoing	No
2A6	Incorporate new field technologies	Medium	Existing	Ongoing	No
2A7	Use succession planning and new employee training	Medium	New	2020	No
2B1	Investigate odor complaints promptly	Medium	Existing	Ongoing	No
Climate Change
3A1	Complete lift stations' energy audit	Low	New	2022	Yes
3A2	Develop force main cleaning program	Medium	New	2022	Yes
3A3	Research selling stored energy	Low	New	2021	No
3A4	Meet city greenhouse gas reduction goals	High	Existing	Ongoing	No
3A5	Continue participation in Green Power Program	High	Existing	Ongoing	No
3A6	Implement green infrastructure evaluation process	Medium	Existing	Ongoing	No
3A7	Prioritize I&I projects in basins with high peak flows	Low	New	Ongoing	Yes
3B1	Evaluate infrastructure vulnerability to sea level rise	High	New	2020	No
3B2	Adapt low-lying lift stations	High	New	Ongoing	Yes
3B3	Monitor zones to determine impacts from hydraulic pressures	Medium	New	2022	No
3B4	Consider revisions to EDDS to address sea level rise projections	Medium	New	2020	No
3B5	Collaborate with LOTT during emergencies	High	Existing	Ongoing	No
3C1	Track climate science	High	New	2019	No
3C2	Consider revisions to EDDS and DDSCM to address precipitation projections	Medium	New	2020	No
3C3	Collaborate with LOTT to separate combined system when economically feasible	Medium	Existing	Ongoing	Yes
Utility Rates and Fees
4A1	Conduct financial studies	High	Existing	Ongoing	No
4B1	Update rates and fees	High	Existing	Ongoing	No
4B2	Understand STEP service costs	Medium	New	2021	No
4C1	Continue pipeline condition rating program	High	Existing	Ongoing	No
4C2	Inspect maintenance holes	Medium	Existing	Ongoing	No
4C3	Complete pipe and maintenance hole repairs	High	Existing	Ongoing	Yes
4C4	Condition rate lift stations and STEP systems regularly	High	Existing	Ongoing	No
4C5	Complete pumping system repairs	High	Existing	Ongoing	Yes
Integrated Water Resources
5A1	Coordinate public education activities	Medium	Existing	Ongoing	No
5A2	Allow greywater irrigation in concert with Thurston County	Low	Existing	Ongoing	No
Information
6A1	Update the Utility's website	Medium	Existing	Ongoing	No
6A2	Coordinate education efforts with others	Medium	Existing	Ongoing	No
6A3	Provide resources for public education	Medium	Existing	Ongoing	No