2017-2018 BUDGET AND CAPITAL IMPROVEMENTS PLAN - LOTT Clean ...
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2017-2018 BUDGET
AND
CAPITAL IMPROVEMENTS PLAN
Table of Contents
Executive Summary 1
Financial Planning 3
Capital Budget and
Capital Improvements Plan 13
Operating Budget 55
Executive Summary
The LOTT Clean Water Alliance provides wastewater Many of these projects are large-scale, span multiple
treatment and reclaimed water production services years, and require substantial investment. At the
for the urban areas of Lacey, Olympia, and Tumwater same time, LOTT must operate its treatment facilities
in north Thurston County. LOTT’s complex system of 24 hours a day, 7 days a week, 365 days a year, to
treatment and conveyance facilities represents one of ensure that wastewater is properly treated and
our communities’ largest regional investments, worth cleaned before it is released into the environment. To
an estimated $750 million. support all this, LOTT must carefully manage financial
resources, planning ahead with a long-term view that
provides flexibility to adjust to changing conditions,
while minimizing impacts to ratepayers.
LOTT uses a six-year financial planning period, and 2017
and 2018 represent the last two years of the current
planning cycle. For 2017 and 2018, LOTT is preparing
a biennial budget. LOTT’s Board of Directors approved
the shift to a biennial budget format in 2016.
This document outlines LOTT’s two budgets for
the 2017-2018 biennium – a Capital Budget and an
Operating Budget. The Capital Budget includes costs
to replace, upgrade, or rehabilitate existing facilities
and to build new system capacity. These projects
LOTT’s complex system of treatment facilities represents one of
our communities’ largest regional investments. are described in the Capital Improvements Plan, also
included in this document. The Operating Budget
To sustain the communities' investment in the existing contains all the costs necessary to operate LOTT’s
system and accommodate future service needs, facilities and provide related services. The following
LOTT operates under a continual cycle of planning, table shows a combined summary of both operating
designing, and completing numerous capital projects. and capital revenues and expenses for 2017-2018.
Overall Budget Summary 2017-2018
REVENUE 2017-2018 Budget 2016 Budget (x2)* % Change
Wastewater Service Charge $54,873,484 $52,052,290 5.4%
Capacity Development Charge $10,342,772 $9,501,886 8.8%
Miscellaneous Revenue $930,000 $1,168,282 (20.4)%
Net Revenue from Rates and Charges $66, 146, 256 $62,722,458 5.5%
(Increase)/Decrease in Cash $16,223,043 $17,160,972 (5.5%)
Estimated Debt and Grants $1,050,000 $0 0%
Total Resources $83,419,299 $79,883,430 4.4%
EXPENSES 2017-2018 Budget 2016 Budget (x2) % Change
Net Operating Expense $24,733,548 $23,619,274 4.7%
Debt Service $18,043,479 $17,882,316 0.9%
Capital Expense $40,642,272 $38,381,840 5.9%
Total Expenses $83,419,299 $79,883,430 4.4%
* Sums from the 2016 Budget were doubled for comparison with the biennial 2017-2018 figures.
1
Capital Budget • Wastewater Service Charge – The monthly rate in
2017 will be $37.88, increasing by $0.74 from the
Capital costs are based on LOTT’s Capital 2016 rate. An inflationary rate increase of 3% had
Improvements Plan (CIP), which will now be reviewed previously been planned, however, LOTT’s Board
and updated each biennium. The projects identified of Directors identified several cost saving and cost
in the CIP are necessary to ensure LOTT sustains the deferral measures to reduce the adjustment to 2%.
existing wastewater treatment system and provides
needed new system capacity. The CIP is divided into • Capacity Development Charge – The fee for new
two sections – a detailed six-year plan through 2022, connections in 2017 will be $5,579.31, increasing
and a summary long-term plan for 2023 through from $5,354.57 in 2016. The 2017 rate includes the
2050. The Capital Budget includes costs for projects 3% inflationary increase, and an additional $64.10
on the short-term CIP that LOTT expects to spend increase that occurs annually through 2019.
within the calendar years 2017 and 2018. It is up • Service Charges – LOTT also receives revenues
about 5.9% over the 2016 Capital Budget due to such as disposal fees from waste haulers. Rates
several large-scale projects needed to upgrade for disposal of septage, vactor, and similar non-
portions of the Budd Inlet Treatment Plant. septage wastes are automatically adjusted in
conjunction with the Wastewater Service Charge.
Operating Budget
The Operating Budget includes three categories of Revenues
expense – personnel, direct operating expense, and Throughout the past several budget cycles, monthly
general expense. Overall operating expenses for Wastewater Service Charge (WSC) revenues have
2017-2018 have increased approximately 4.7% seen stable growth as new customers are added to
over the previous Operating Budget. the system. This natural growth in WSC revenues
funds the increased
Rates expenses associated
with the Operating
LOTT has two primary Budget. Growth in the
rates – a monthly rate for number of Capacity
LOTT sewer service and a Development Charge
one-time connection fee. (CDC) connection fees
The monthly rate is called has been modest in the
the Wastewater Service last few years, however,
Charge (WSC). Revenue there are indications
from the WSC is used to that the local housing
pay for costs of sustaining market, and associated
and operating the existing new connections, are
wastewater treatment on the upswing. LOTT
system. The connection continues to take a
fee is referred to as the conservative approach
Capacity Development to revenue forecasting
Charge (CDC). Revenue and anticipates modest
from the CDC pays for growth in the 2017-
costs associated with 2018 WSC and CDC.
building new system
capacity to serve
new customers. The Capacity Development Charge is the fee for new connections to
the wastewater treatment system.
2
FINANCIAL PLANNING
Overview
The LOTT Clean Water Alliance operates a With large-scale capital project
complex system of facilities worth an commitments, the Board of Directors
estimated $750 million. The LOTT must consider budget decisions based
Net
system includes the Budd Inlet Operating on long-term financial planning.
Treatment Plant, Budd Inlet Expense LOTT uses a customized finance
Reclaimed Water Plant, Martin Way 30% planning tool to track anticipated
Capital
Reclaimed Water Plant, Hawks expenses into the future, develop
Expense
Prairie Reclaimed Water Ponds a capital finance plan that provides
49%
and Recharge Basins, three major sufficient funds for capital projects,
Debt
pump stations, 22 miles of sewer and balance the source of funds
Service
interceptor lines, and 11 miles of between rate income and borrowed
21%
reclaimed water pipelines. The Budd dollars. Continual efforts are made
Inlet Treatment Plant is over 60 years old, to identify and implement cost-saving
and major upgrades to the plant have been measures, and savings realized help to
ongoing for the past several years. minimize LOTT’s debt, reducing costs to ratepayers
from interest and other expenses associated with
To sustain the Budd Inlet Treatment Plant and other borrowing money. The results of this approach
facilities, LOTT operates under a continual cycle of have been excellent. LOTT’s service charge remains
planning, designing, and completing numerous below the average for the Puget Sound area, and the
capital projects. Many of these projects are large- percentage increase in rates is consistently below
scale, span multiple years, and require substantial regional and national averages.
investment. LOTT revenue needs are driven primarily
by the cost of this capital construction. Of the three The Projected Budget Summary table shows
cost centers shown in the chart, two – debt service anticipated expenses for each biennium over the
and capital expense – exist to fund the total cost of next six years. One objective over this timeframe is
capital construction. For 2017-2018, LOTT’s combined to reduce LOTT’s overall debt, which would reduce
infrastructure investment (debt service plus capital costs related to interest payments and help prepare
costs) represents 70% of total expense, with the utility for the possibility of new loans or bonds
operating costs representing 30%. that may be needed to respond to changing
regulatory requirements.
Continual efforts are made to identify
and implement cost-saving measures.
4
Projected Budget Summary 2017-2022
2017-2018 2019-2020 2021-2022
REVENUE
Budget Budget Budget
Wastewater Service Charge $54,873,484 $59,746,684 $65,355,572
Capacity Development Charge $10,342,772 $11,496,994 $12,576,422
Miscellaneous Revenue $930,000 $709,109 $745,544
Net Revenue from Rates and Charges $66,146,256 $71,952,788 $78,677,537
Debt Funding $1,050,000 $1,050,000 $10,000,000
(Increase)/Decrease in Cash $16,223,043 $1,301,455 ($3,001,014)
Total Resources $83,419,299 $74,304,243 $85,676,524
2017-2018 2019-2020 2021-2022
EXPENSES
Budget Budget Budget
Net Operating Expense $24,733,548 $30,480,321 $34,847,082
Debt Service $18,043,479 $18,175,128 $18,867,252
Capital Expense $40,642,272 $25,648,794 $31,962,190
Total Expenses $83,419,299 $74,304,243 $85,676,524
With large-scale capital project commitments, the LOTT Board must consider budget decisions based on
long-term planning.
5
Revenue, Rates, and Fee Summary
LOTT’s primary sources of revenue are the monthly service rate, known as the Wastewater Service Charge, and
a new connection fee, known as the Capacity Development Charge. LOTT also receives miscellaneous revenues
from other sources.
Wastewater Service Charge CDC Adjustment – The fee for new connections in
The Wastewater Service Charge (WSC) is used to pay 2017 will be $5,579.31, increasing from $5,354.57
most of the cost for repairs or upgrades to the existing in 2016. This reflects a 3.0% increase for inflation, in
wastewater treatment system, loan payments for addition to a $64.10 increase that occurs annually
system-related capital costs, and operating costs. through 2019. This separate non-inflationary
The WSC is assessed based on the equivalent adjustment was put into place in 2002 to allow for
residential units (ERUs). The LOTT charge is included on incremental adjustment of the CDC over nearly
the customers’ utility bills, which are sent out by LOTT’s 20 years, rather than applying a major one-time
partner cities. Each city also assesses a separate charge increase early on. The revenue from this adjustment
on utility bills for costs associated with maintaining accounts for the cost of initial projects associated
their city-owned sewer collection systems. with implementation of LOTT’s Wastewater Resource
Management Plan.
Because 70% of LOTT’s expenses are related to
capital construction, a 3% inflationary adjustment Miscellaneous Revenue
based on construction industry data was planned LOTT also earns interest on cash deposits and
to apply to both the WSC and the CDC rates receives revenues from miscellaneous other sources
each year of the 2013-2018 planning period. The such as disposal fees from waste haulers. Rates for
adjustment was established by the LOTT Board of disposal of septage, vactor, and similar non-septage
Directors in 2012 as part of a comprehensive capital wastes are automatically adjusted in conjunction with
finance plan to ensure the utility keeps pace with the Wastewater Service Charge.
escalating construction costs over time and is able
to adequately fund LOTT’s capital improvements Service Charge Adjustments – The adjusted rate
plan. In 2016, in response to pressures to minimize for septage disposal will change to $15.63 per 100
utility rate increases, the LOTT Board initiated a gallons in 2017. The rate for vactor and similar non-
thorough reevaluation of planned expenditures septage disposal will change to $4.05 per 100 gallons.
in an effort to reduce the adjustment to the WSC.
Several cost savings and cost deferral measures were
identified, which allowed the Board to lower the WSC Revenue Projections and
adjustment for 2017 to 2%, instead of 3%. In 2017, Analysis
the Board will consider a similar reduction in the WSC
adjustment for 2018. Throughout the past several budget cycles, WSC
revenues have seen slow but stable growth, while
WSC Adjustment – For 2017, the monthly charge will growth in CDC revenue dropped during the recession
be $37.88, increasing $0.74 from the 2016 rate. and is now showing signs of recovery. In 2013, LOTT
lowered the growth rate for the WSC to stay in line
with the actual pace of growth. While the level of
Capacity Development Charge growth may eventually return to rates closer to
The Capacity Development Charge (CDC), also the historical average, LOTT continues to take a
described as a connection fee or hook-up fee, is conservative approach to revenue forecasting and
used to build projects that add new capacity, such anticipates modest growth in both the WSC and the
as satellite reclaimed water plants, larger sewer lines, CDC for 2017 and 2018.
and other projects that increase LOTT’s ability to
serve new customers. The CDC is also assessed based
on equivalent residential units.
6
Wastewater Rate Comparisons
The LOTT Clean Water Alliance is frequently asked why its rates are so high. Concern about the cost of wastewater
services is often expressed by residents who are comparing the cost of wastewater and drinking water services,
which can appear on the same utility bill, or by new residents to the community who have moved here from
areas of the country with lower utility costs.
Wastewater treatment is, in LOTT is a recognized leader
general, an expensive business. in wastewater treatment
LOTT treats an average of 13 in the state. The Budd Inlet
million gallons of wastewater Treatment Plant remains one
each day. The water must be of the only treatment plants
treated to high standards to employing biological nutrient
meet state permit requirements removal on Puget Sound. This
and be safely released into the advanced nitrogen removal
environment. This requires a technology is likely to be
complex system of infrastructure required of most major plants
– pipelines, pump stations, along Puget Sound in the
treatment plants, and related future, potentially resulting
equipment – that must be up in major rate increases for
and running 24 hours a day, those communities. LOTT
7 days a week. Drinking water services are considerably less also operates an advanced
expensive due to a stable supply of high quality membrane biological reactor
groundwater and complexity of treatment involved.
By contrast, drinking water system at the Martin Way
services are considerably less Reclaimed Water Plant,
expensive. This is due to the fact that our region which was one of the first membrane plants in the
enjoys a stable supply of high quality groundwater to state producing Class A Reclaimed Water. This same
meet drinking water needs. This water requires only technology is now being developed by several
minimal treatment. Rates for drinking water and for communities in our region to meet ever more
wastewater services can seem disproportionate, but stringent treatment requirements, and will likely
are mainly due to the vast differences in the amount require significant increases to their rates.
and complexity of treatment involved in each.
LOTT conducts an informal survey every few years
Part of the cost of wastewater treatment comes from to see how its residential rates compare with other
our communities’ location along Puget Sound. The communities. Some utilities, like LOTT, use a flat rate
U.S. Environmental Protection Agency (EPA) requires structure and others use a volume-based structure. To
states to comply with the federal Clean Water Act even out the different structures, all of the surveyed
by identifying water bodies that do not meet water rates were compared using LOTT’s basis for an
quality standards and developing action plans to equivalent residential unit, which is defined
bring those waters into compliance. Puget Sound, as 900 cubic feet (or 6,732 gallons) of wastewater
and more specifically, Budd Inlet, are water quality per month. The current survey, conducted in 2016,
impaired. The Washington Department of Ecology has shows that our monthly charges are lower than
placed stringent requirements on LOTT to reduce the the average. Given LOTT’s lower than average rates,
amount of nitrogen and biochemical oxygen demand and the advanced treatment already provided,
(BOD) discharged into Budd Inlet. LOTT was the first, LOTT ratepayers are receiving a high value for the
and until recently, the only plant along Puget Sound investments they are making. LOTT strives to ensure
that was required to treat wastewater to advanced its service charges are reasonable and affordable, and
secondary standards to remove additional nitrogen is meeting that objective when compared to other
from the water. This high level of treatment adds utilities in the region.
technological complexity and cost to the operation of
LOTT’s main treatment facility.
7Wastewater Rate Comparisons
2016 2014 2-year annualized Flat or 2016 2014
Rate Rate increase Volume Rank Rank
City of Shelton $124.69 $103.02 10.5% V 1 4
Tamoshan $115.70 $115.70 0.0% F 2 1
City of Chehalis (in city limits) $111.36 $105.09 3.0% V 3 3
City of Seattle $110.43 $105.75 2.2% V 4 2
City of Tenino $94.00 $94.00 0.0% F 5 5
City of Bellevue $87.57 $79.03 5.4% V 6 9
Olympic View $86.81 $82.68 2.5% F 7 6
City of Bonney Lake $84.33 $75.78 5.6% V 8 12
City of Centralia (in city limits) $84.07 $82.58 0.9% V 9 7
Boston Harbor $82.14 $82.14 0.0% F 10 8
City of Longview (in city limits) $80.23 $75.69 3.0% V 11 13
City of Sumner $78.01 $76.09 1.3% V 12 10
Grand Mound $75.81 $75.81 0.0% F 13 11
City of Bremerton (in city limits) $75.55 $71.08 3.1% V 14 14
City of Renton $70.26 $68.60 1.2% F 15 18
Average $67.19 $63.36
City of Auburn $66.32 $62.91 2.7% F 16 15
City of Puyallup $64.82 $61.63 2.6% V 17 16
City of Tacoma $61.49 $54.66 6.2% V 18 19
City of Everett $59.87 $49.50 10.5% F 19 26
City of Olympia $57.79 $54.29 3.2% F 20 21
City of Yelm $57.37 $53.04 4.1% F 21 22
City of Kelso $57.24 $54.48 2.5% F 22 20
City of Mount Vernon $56.30 $56.30 0.0% V 23 17
City of Lacey $55.95 $52.51 3.3% F 24 23
Lakehaven Sewer District (KC Metro) $53.81 $50.78 3.0% V 25 24
City of Tumwater $53.02 $50.03 3.0% F 26 25
Lakehaven Sewer District (Pierce Co) $49.58 $48.26 1.4% V 27 27
City of Vancouver $46.70 $43.97 3.1% V 28 28
Pierce County Sewer $45.64 $42.82 3.3% F 29 29
City of Snoqualmie $44.51 $42.16 2.8% F 30 30
City of Orting $42.59 $40.15 3.0% F 31 31
City of Bellingham (in city limits) $39.47 $35.07 6.3% F 32 33
City of Hoquiam $39.44 $38.14 1.7% F 33 32
City of Aberdeen $36.78 $34.68 3.0% F 34 35
Lakehaven Sewer District $35.81 $34.85 1.4% V 35 34
City of Edmonds $33.25 $27.73 10.0% F 36 36
8Cost Allocation
Operating costs are paid out of Wastewater Service LOTT is currently conducting a cost of service
Charge (WSC) revenue; capital projects and debt analysis to update the basic unit of measurement, the
service are paid from both WSC and Capacity equivalent residential unit (ERU), and to review the
Development Charge (CDC) revenues. The allocation cost centers and cost allocations currently employed
between these funds depends on the type of project in LOTT’s accounting practices. LOTT’s partner
involved, as specified by the Interlocal Cooperation communities are using more reclaimed water than
Act Agreement for Wastewater Management. ever before, and have high interest in using more
water than LOTT currently produces. As a result, future
The primary purpose of the CDC is to pay for new Capital Improvements Plans may include projects
capacity in the system and to ensure that growth pays that are demand-driven, rather than strictly capacity-
for growth. This was one of the guiding principles in driven, and adjustments in LOTT’s cost allocations may
the development of the interlocal agreement. The be needed to accommodate this “new” type of project.
LOTT Board determined that the costs assigned to the Results of the current cost of service analysis will be
CDC should reflect the full spectrum of construction, integrated into future budgets and CIPs.
interest on debt, costs for staff, and related ancillary
costs to support new capacity development. Because
LOTT develops new capacity “just in time,” the utility
Emergency Reserves
invests significant staff time and other resources in As stated in LOTT’s Performance Plan, the LOTT Board
ongoing activities, such as planning, engineering, land maintains six months of operating expenses and
acquisition, permit acquisition, public involvement, $3.0 million for emergency capital expenditures in
and other project-related activities. reserve. These amounts are separate from, and in
addition to, reserves required by debt covenants. For
It is important to recognize that the CDC is adjusted 2017 and 2018 emergency reserves will include:
over the life of the Capital Improvements Plan (CIP),
• $3.0 million for emergency capital expenditures
currently projected to 2050, and is not used for short-
term revenue adjustments. When conditions require • $7.8 million (approximately) in emergency
short-term revenue adjustments for capital projects, operating reserves
the WSC must be raised to meet costs as required
by the interlocal agreement.
Over time, the two funds
are reviewed to ensure
that system costs and new
capacity costs are applied to
the appropriate projects. The
estimated costs and revenues
are balanced over the life of
the Capital Improvements
Plan, and the Board of
Directors reviews these costs
each biennium to determine
if adjustments are needed.
Future Capital Improvements Plans may include projects that are demand-driven, rather than
capacity-driven.
9LOTT works to make the most of staffing levels, realigning workloads and resources to create efficiencies.
Cost Control
LOTT operates under a set of core values that includes managing financial resources in a responsible, sound,
economical, and equitable manner. Toward that goal, LOTT actively manages projects and programs to identify
efficiencies and cost-savings, minimize expenses, and limit the need to increase rates. Cost control takes vigilance
and effort, and is an integral aspect of how LOTT does business. LOTT cannot prevent the rising cost of supplies
and labor, but makes every effort to minimize capital and operational costs through a variety of efforts, including:
• Asset Management – The Asset Management • Energy Reduction Efforts – LOTT is working
Program inventories LOTT’s equipment, processes, toward a goal of 5% reduction in total energy
and systems to proactively identify and schedule use by 2018, and is well on the way to meeting
needed repairs and replacements. This program that goal. Through extensive work with Puget
protects LOTT’s assets and extends their useful life. Sound Energy, Cascade Energy, and Washington
State University, several energy audits have
• Finance Management – LOTT seeks out grants and
been conducted to identify ways to optimize
low interest loans, and has kept average interest
energy usage throughout LOTT’s facilities. LOTT
rates below 3.1% for all outstanding debt. Large-
has also developed an incentive program to
scale projects are awarded based on competitive
recognize employee-generated ideas for energy-
bidding. Other contracts, such as services, are
saving projects.
actively negotiated to obtain the best pricing.
• Human Resource Management – LOTT works
• Business Case Evaluation – Value engineering
to make the most of staffing levels, realigning
by a diverse team of technical staff ensures that
workloads and resources to create efficiencies.
each project is designed and built efficiently and
Investment in a proactive knowledge management
effectively. Projects are scheduled over time, and
program is helping create training tools and
rearranged on the CIP, so as not to exceed available
succession plans to effectively prepare future
financial and staffing resources.
employees with the specialized technical
knowledge needed in the industry.
10Capital Improvements Planning
LOTT operates under a National Pollution Discharge equipment assets that must be maintained properly
Elimination System (NPDES) permit that is issued to keep the plant running. Asset management is a
by the Washington State Department of Ecology proactive approach to sustaining the plant and LOTT’s
for the U.S. Environmental Protection Agency (EPA). other infrastructure, allowing the utility to keep ahead
LOTT must meet all permit requirements, as well as of needed maintenance and avoid unexpected, and
expectations of federal and state agencies regarding potentially catastrophic, system failures.
responsible utility management. The EPA has
developed the Capacity, Management, Operation, and Capacity-related data is modeled in a geographic
Maintenance Performance Program Plan, requiring information system (GIS) to develop population
wastewater utilities to demonstrate that they have growth forecasts and predict associated wastewater
a comprehensive, long-term plan for maintaining flows and loadings spatially throughout the system.
existing utility infrastructure and meeting future This information is used to develop a three-part
system needs. LOTT meets that expectation through Capacity Report, which helps identify and prioritize
development of an organizational Performance Plan capital projects for inclusion in the Capital
every six years, and through continual review and Improvements Plan. Based on this report, LOTT
adjustment of the Capital Improvements Plan. The identifies needs within the system and develops
Capital Improvements Plan, prepared each biennium, projects to meet those needs.
is submitted annually to the Department of Ecology,
along with a three-part Capacity Report, as part of All this information funnels into the Capital
permit requirements. Improvements Plan, which lists projects anticipated
over the short- and long-term.
Continuous planning is key to this process and
allows LOTT to sustain existing infrastructure and
build new infrastructure to meet projected future
capacity needs. One of the first steps in planning Capacity Report
capital improvements is gathering information
about the condition of existing infrastructure, repair LOTT's Capacity Report is updated annually,
and replacement needs, current system capacity, and is available on LOTT’s website at
and needs for additional capacity in the future. Data www.lottcleanwater.org. The report contains
gathered includes: three sections:
• Asset management data, such as system condition, Flows and Loadings Report analyzes
criticality, and useful life residential and employment population
• Population forecasts from the Thurston Regional projections within the urban growth area, and
Planning Council estimates the impact on wastewater flows
and loadings in the LOTT wastewater system.
• Recently added sewer pipelines
• Anticipated septic tank conversions to the Inflow & Infiltration and Flow Monitoring
sewer system Report uses dry and wet weather sewer flow
monitoring results to quantify the amount of
• Flow monitoring results unwanted surface stormwater (inflow) and
• Planned development subsurface groundwater (infiltration) entering
the sewer system, and prioritizes sewer line
The asset management data is used to identify and rehabilitation projects.
prioritize projects necessary to sustain existing
treatment, conveyance, and discharge equipment Capacity Assessment Report analyzes
and facilities. LOTT’s primary treatment facility, the system components to determine when
Budd Inlet Treatment Plant, is over 60 years old, and limitations will occur and provides a timeline
involves a complex maze of piping and thousands of for new and upgraded system components.
11Capital Project Categories CIP Overview and
LOTT’s Capital Improvements Plan is built around Organization
four major project categories. Understanding these
categories, and the types of projects within them, is The Capital Improvements Plan (CIP) represents all
key to understanding how they are funded. major capital projects in the foreseeable future. It is
revised each biennium based on updated capacity
reports, asset management evaluations, and other
System Upgrades changing conditions.
System Upgrade projects include improvements to
existing facilities. Upgrades are necessary to replace The CIP is divided into two sections – short-term and
outdated equipment, improve efficiency, and in some long-term. Each section is summarized in a table.
cases, to meet higher water quality standards. One • 2017-2022 CIP – This six-year CIP groups projects
of the public values guiding LOTT’s operations is to by category. It includes a Capital Budget column
maximize use of existing facilities before building showing anticipated spending for 2017 and 2018
new ones. These projects are funded primarily from for each project. Following the table, a project
monthly rates. summary page is provided for each project in the
short-term plan.
New Capacity • 2023-2050 CIP – The longer-range table divides
New Capacity projects are those that provide new projects by operational systems, based on asset
facilities to serve added wastewater flows. Under the management lifecycle investments needed to meet
Wastewater Resource Management Plan, also known the expected build-out condition of the entire
as the Highly Managed Plan, LOTT is continuously Lacey-Olympia-Tumwater service area.
planning for new system capacity, to be built “just
in time” to ensure that future demands are met.
Capital Budget and Short-Term
For this purpose, LOTT considers three types of
CIP Summary
capacity when describing its overall operational
capacity – treatment capacity, discharge and 2017-2018 2017-2022
use capacity, and conveyance capacity. New Budget CIP
capacity projects are funded primarily from new System Upgrades $23,106,502 $54,148,842
connection fees.
New Capacity $222,845 $1,147,321
Asset Management $3,399,889 $7,647,511
Asset Management Support Services and Projects $13,913,036 $35,309,582
(Repair, Rehabilitation, and Total $40,642 272 $98,253,256
Replacement)
When systems or equipment reach the point where
repairs are no longer cost-effective, they can be
rehabilitated (overhauled) to a usable condition or
they can be replaced.
Support Services and Projects
Support Services and Projects provide planning
information and services that support projects in all
categories. They include the ongoing flow monitoring
and flow reduction programs, property acquisition,
and special studies and projects that support LOTT’s
long-range Wastewater Resource Management Plan.
Engineering and staff costs allied with the Capital
Improvements Plan are also included in this category.
12CAPITAL BUDGET AND CAPITAL IMPROVEMENTS PLAN
2017-2018 Capital Budget / 2017-2022 Capital Improvements Plan
Summary Year Year 2017-2018 2017-2022
Page Start Complete Expenditure CIP
System Upgrade Projects $23,106,502 $54,148,842
Budd Inlet Treatment Plant $17,715,359 $42,656,093
16 Centrate Handling Improvements 2016 2017 $662,423 $662,423
17 Sludge Dewatering System Upgrade 2015 2018 $13,148,419 $13,148,419
18 DAFT System and Thickened Sludge Pumping Upgrade 2016 2017 $625,691 $625,691
19 Sludge Thickening System Upgrade 2020 2022 $0 $3,832,258
20 Biological Process Improvements 2018 2022 $1,899,345 $15,669,593
21 UV System Control and Power Upgrades 2018 2019 $509,031 $2,545,156
22 North Odor Scrubber and Air Handling Upgrades 2022 2023 $105,967 $1,059,668
23 Gas Utilization Upgrades 2019 2020 $0 $1,290,467
24 Centrate Building Rehabilitation 2018 2019 $764,484 $3,822,418
Conveyance $2,497,638 $5,007,815
25 Influent Sewer Main Rehabilitation 2017 2017 $468,838 $468,838
26 Capitol Lake Pump Station Wet Well Coatings 2017 2017 $228,800 $228,800
27 Collection System Management Program 2008 Ongoing $1,800,000 $4,310,176
Martin Way Reclaimed Water Plant $2,893,505 $6,484,934
28 Reclaimed Water Plant Improvements 2017 2019 $2,893,505 $4,822,508
29 Membrane Filter Replacement 2022 2022 $0 $1,662,426
New Capacity Projects $222,845 $1,147,321
30 Deschutes Valley Master Planning and Development 2017 2018 $222,845 $222,845
31 Henderson Conveyance Pipeline 2022 2023 $0 $924,476
Asset Management Projects $3,399,889 $7,647,511
32 General Equipment Repair and Replacement (LERF) 2009 Ongoing $963,182 $2,804,529
33 Instrumentation and Controls Replacement 2012 Ongoing $321,014 $1,022,882
34 Budd Inlet Treatment Plant Groundwater Control 2017 2018 $417,007 $417,007
35 Digester Building Drain Replacement 2016 2017 $201,591 $201,591
36 Storage Warehouse 2021 2022 $0 $561,787
37 Laboratory Building Skylight Refurbishment 2016 2017 $162,010 $162,010
38 Digester Refurbishment 2015 2020 $851,119 $1,702,237
39 Budd Inlet Treatment Plant Roof Repair and Replacement 2016 Ongoing $483,967 $775,468
142017-2018 Capital Budget / 2017-2022 Capital Improvements Plan (continued)
Summary Year Year 2017-2018 2017-2022
Page Start Complete Expenditure CIP
Support Services and Projects $13,913,036 $35,309,582
40 Annual Miscellaneous Professional Services 2006 Ongoing $771,000 $2,058,682
41 Internal Engineering Support 2006 Ongoing $2,365,592 $7,482,774
42 Allied Staff Costs 2006 Ongoing $4,557,535 $14,401,964
43 Flow Monitoring Program 2006 Ongoing $466,900 $1,487,734
44 Flow Reduction Programs 2006 Ongoing $600,880 $1,914,649
45 Property Demolition 2019 2020 $0 $645,530
46 Miscellaneous Small Projects 2006 Ongoing $724,000 $2,094,305
47 Reclaimed Water Infiltration Study 2012 2018 $2,785,728 $2,785,728
48 Information Technology Upgrades 2014 Ongoing $248,000 $593,766
49 Water Quality and Habitat Improvement 2006 Ongoing $916,797 $916,797
50 Records Management System 2017 2018 $270,307 $270,307
51 Energy Efficiency and Consumption Reduction Program 2014 Ongoing $206,297 $657,345
52 Property Acquisition 2017 Ongoing $0 $0
Total $40,642,272 $98,253,256
The multi-year Reclaimed Water Infiltration Study examines the interrelationships and issues related to reclaimed water, groundwater
infiltration, and residual chemicals.
15Centrate Handling Improvements
Project Type System Upgrade
Location Budd Inlet Treatment Plant
Description This is the first phase of an overall effort to upgrade the centrate management system.
The project involves improvements to the centrate pumping system, including new
pumps, instrumentation, and baffles in the basins used to store centrate.
Background Centrate is a byproduct of the solids dewatering process. This ammonia-rich material
is recycled to provide food energy for microorganisms that break down pollutants
during the treatment process. With the completion of the east primary sedimentation
basins, the original basins to the west can be used to store and manage centrate. These
upgrades are required to repurpose the basins and better manage centrate loading to
the secondary treatment process.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2016 2017 $662,423 $662,423
16Sludge Dewatering System Upgrade
Project Type System Upgrade
Location Budd Inlet Treatment Plant
Description This project involves replacing aging centrifuges with a more reliable and efficient
dewatering system, and upgrading the associated electrical system.
Background The solids dewatering process removes excess moisture from digested sludge. The
current system includes three centrifuges, one high-speed Humbolt, and two low-speed
Sharples P500s. The Humbolt, installed in 2000, serves as the primary unit, processing
2,500 pounds per hour. The Sharples, installed in 1980, serve as back-up to the main unit,
each capable of processing 1,500 pounds per hour. These units are reaching the end of
their useful lives and are no longer supported by the manufacturer.
Duration 3 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2015 2018 $13,148,419 $13,148,419
17DAFT System and Thickened Sludge Pumping Upgrade
Project Type System Upgrade
Location Budd Inlet Treatment Plant
Description This is the first of a two-phase effort to upgrade the dissolved air flotation thickener
(DAFT) system. The project includes a complete system evaluation and upgrades to
the thickened sludge pumps. Information gathered through this phase will guide
development of the scope for phase two of this overall effort.
Background The DAFT system is used to thicken primary and waste sludge before it is pumped
into the digesters. The DAFTs were constructed in the early 1980s and much of the
associated equipment is approaching the end of its useful life.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2016 2017 $625,691 $625,691
18Sludge Thickening System Upgrade
Project Type System Upgrade
Location Budd Inlet Treatment Plant
Description This project is phase two of the overall thickening system upgrade. The scope of the
project will be developed as part of the business case evaluation to be performed in
phase one.
Background The DAFT system is used to thicken primary and waste sludge before it is pumped into
the digesters. The DAFTs were constructed in the early 1980s and much of the associated
equipment is approaching the end of its useful life.
Duration 3 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2020 2022 $0 $3,832,258
19Biological Process Improvements
Project Type System Upgrade
Location Budd Inlet Treatment Plant
Description This project involves optimizing the current biological treatment process at the Budd
Inlet Treatment Plant by reconfiguring the existing first aeration basins, and reducing
the energy required to accomplish biological nutrient removal. The improvements
include replacing oversized blowers and minimizing recycle pumping, which will
reduce power consumption. The project also includes optimizing methanol addition to
the secondary process.
Background The first aeration basins were installed in 1994 and were originally sized to meet the
anticipated demands of the former brewery in Tumwater. Much of the equipment is
reaching the end of its useful life.
Duration 5 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2018 2022 $1,899,345 $15,669,593
20UV System Control and Power Upgrades
Project Type System Upgrade
Location Budd Inlet Treatment Plant
Description This project involves upgrading the existing ultraviolet (UV) disinfection system,
including ultraviolet lamps, ballasts, control modules, and power supplies, and
refurbishing the Fiddlehead Outfall emergency gate.
Background UV disinfection is the final treatment step prior to discharge to Budd Inlet. The existing
Trojan system was installed in 1993 and has an estimated useful life of 20 years.
Manufacturer’s support for the existing ultraviolet disinfection system equipment will
be discontinued in 2018.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2018 2019 $509,031 $2,545,156
21North Odor Scrubber and Air Handling Upgrades
Project Type System Upgrade
Location Budd Inlet Treatment Plant
Description This project involves replacing the north odor scrubber with new, state-of-the-
art technology that is more effective in eliminating odiferous constituents and
more efficient in balancing airflows. The project also includes improvements to the
headworks, solids, and maintenance building air handling systems.
Background The north odor scrubber equipment was originally installed in the early 1980s as
part of the Budd Inlet Treatment Plant construction for the secondary upgrade and is
reaching the end of its useful life.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2022 2023 $105,967 $1,059,668
22
30Gas Utilization Upgrades
Project Type System Upgrade
Location Budd Inlet Treatment Plant
Description This project includes the evaluation and implementation of alternatives to optimize
utilization of digester gas. The project may involve replacement of the cogeneration
engine generator, should that alternative be selected.
Background Methane and other biogas is captured from the solids treatment process and used in
a cogeneration system to produce heat energy and electricity for reuse. The engine
generator for the cogeneration system was installed and commissioned in 2009, with
an estimated useful life of 10 years.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2019 2020 $0 $1,290,467
23Centrate Building Rehabilitation
Project Type System Upgrade
Location Budd Inlet Treatment Plant
Description This is phase two of the overall centrate management system upgrade, which
includes replacement of the roof structure, refurbishment of the interior steel beams,
replacement of the odor control system, electrical upgrades, and the addition of covers
for the centrate basins.
Background Centrate is a byproduct of the solids dewatering process. This ammonia-rich material
is recycled to provide food energy for microorganisms that break down pollutants
during the treatment process. With the completion of the east primary sedimentation
basins, the original basins to the west can be used to store and manage centrate. This is
the second phase of work to repurpose the basins and better manage centrate loading
to the secondary treatment process.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2018 2019 $764,484 $3,822,418
24
30Influent Sewer Main Rehabilitation
Project Type System Upgrade – Conveyance
Location Budd Inlet Treatment Plant
Description This project involves relining the 60-inch influent sewer main that runs from Olympia
Avenue along Adams Street to the Budd Inlet Treatment Plant.
Background During routine inspection it was noted that the 60-inch influent sewer main is
experiencing degradation due to hydrogen sulfide gas. An engineering report was
completed in 2014, which evaluated various rehabilitation alternatives.
Duration 1 year
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2017 2017 $468,838 $468,838
25Capitol Lake Pump Station Wet Well Coatings
Project Type System Upgrade – Conveyance
Location Capitol Lake Pump Station
Description This project involves replacing the coatings in the Capitol Lake Pump Station wet wells,
which have begun to fail, creating the risk of pump blockages.
Background Coatings of wet wells protect the concrete from degradation caused by the presence
of hydrogen sulfide. Wet well coatings were installed at the Capitol Lake Pump Station
in 1999, however, moisture from groundwater intrusion prevented proper adhesion of
the coatings. The new wet well coatings will increase the lifespan of the concrete in the
wet wells and reduce the risk of system failure during high flow situations.
Duration 1 year
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2017 2017 $228,800 $228,800
26Collection System Management Program
Project Type System Upgrade – Conveyance
Location Systemwide
Description This project involves the ongoing monitoring and rehabilitation of sewer lines and
manholes within the LOTT collection system. It ensures federal compliance with
capacity management, operations, and maintenance needs and is an integral part of
LOTT’s Asset Management Program. Annual activities include closed circuit televised
inspection and condition assessment, which is used to develop the repair and
replacement program.
Background LOTT currently owns and maintains approximately 22 miles of gravity sewer lines,
8 miles of forcemains, and 300 manholes. In alignment with LOTT’s overall Asset
Management Program, a formal collection system management program is being
developed with engineering consultant assistance. The program will result in an
efficient and systematic approach to inspection, maintenance, repair, and replacement
of LOTT’s collection system assets.
Duration Ongoing
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2008 Ongoing $1,800,000 $4,310,176
27Martin Way Reclaimed Water Plant Improvements
Project Type System Upgrade
Location Martin Way Reclaimed Water Plant
Description This project involves a number of improvements to the treatment plant, including
valve replacement, additional blower capacity, programming modifications, and
addressing limited secondary screening capacity.
Background Since the Martin Way Reclaimed Water Plant first came on-line in 2006, a number of
operational challenges have been identified. Also, reclaimed water demand in the system
has increased significantly making continuous and reliable operation increasingly
important. This project will address some of the operational limitations of this facility.
Duration 3 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2017 2019 $2,893,505 $4,822,508
28Martin Way Reclaimed Water Plant Membrane Filter Replacement
Project Type System Upgrade
Location Martin Way Reclaimed Water Plant
Description This project involves the periodic replacement of the membrane filters at the Martin
Way Reclaimed Water Plant.
Background The Martin Way Reclaimed Water Plant uses membrane bioreactor technology
to produce Class A Reclaimed Water. The membrane filters were last replaced in
2013. Based on the manufacture’s recommendation, the estimated useful life of the
membranes is 7 to 10 years. The next replacement is currently scheduled for 2022,
though this timeline may change based on condition and performance of
the membranes.
Duration 1 year
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2022 2022 $0 $1,662,426
29Deschutes Valley Master Planning and Development
Project Type New Capacity
Location Deschutes Valley Reclaimed Water System
Description This project involves continued information gathering at LOTT’s Deschutes Valley
properties and initial site improvements, such as demolition of structures in severe
states of disrepair.
Background LOTT owns over 40 acres of land in the Deschutes Valley as a potential site for future
treatment facilities. A master planning effort for the site began in 2014. It was suspended
in 2016 because of uncertainties related to future system capacity needs and the
timeline for developing facilities at that site. This project provides for limited initial site
improvements that are needed regardless of the ultimate plan and timeline for full site
development.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2017 2018 $222,845 $222,845
30Henderson Conveyance Pipeline
Project Type New Capacity - Conveyance
Location Deschutes Valley Reclaimed Water System
Description This project involves design and construction of a reclaimed water pipeline from LOTT’s
Reclaimed Water Storage Tank in Tumwater to the site of LOTT’s future Henderson North
Recharge Basins. The pipeline will be approximately two miles in length and will include
a connection to Pioneer Park.
Background The Henderson North property was purchased in 2015 as a potential site for future
recharge of reclaimed water produced at the Budd Inlet Treatment Plant.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2022 2023 $0 $924,476
31General Equipment Repair and Replacement
Project Type Asset Management
Location Systemwide
Description This line item provides funding for miscellaneous small repair and replacement projects.
Background In 1987 LOTT established the LOTT Equipment Replacement Fund (LERF), which set
aside $1.25 from monthly service rates for equipment replacement. These funds pay for
implementation of LOTT’s asset management and replacement program.
Duration Ongoing
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2009 Ongoing $963,182 $2,804,529
32Instrumentation and Controls Replacement
Project Type Asset Management
Location Systemwide
Description This line item provides funding for instrumentation and controls replacements
and upgrades.
Background The control system receives input from a number of controls and instuments, many of
which are reaching the end of their useful lives and need to be replaced.
Duration Ongoing
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2012 Ongoing $321,014 $1,022,882
33Budd Inlet Treatment Plant Groundwater Control
Project Type Asset Management
Location Budd Inlet Treatment Plant
Description This project involves assessment of groundwater intrusion into facilities within the
Budd Inlet Treatment Plant, such as the utilidor and process tankage, and installation of
corrective measures, such as dewatering wells, to minimize groundwater intrusion.
Background In 2014, after the east primary sedimentation basins were completed, excessive
groundwater intrusion was noted in and around the north end of the utilidor. One
source, a leaky pipe, was identified and addressed, but flow continued into some
plant structures. In recent years plant construction appears to have shifted flow from
area artesian springs underlying the plant and increased impacts from groundwater
intrusion. This assessment and construction of dewatering wells is intended to
alleviate the excess groundwater intrusion, protect plant infrastructure from further
groundwater-related degradation, and minimize related impacts on plant capacity.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2017 2018 $417,007 $417,007
34Digester Building Drain Replacement
Project Type Asset Management
Location Budd Inlet Treatment Plant
Description This project involves replacing corroded drains and piping in the digester building that
runs through the equalization basins.
Background Equalization basins 4 and 5 were constructed in 1982 and are located underneath the
digesters. They are used to manage high flows to the plant, storing raw wastewater
until it can be metered back into the treatment process. There are numerous drains
and utility pipes running through the basins that are corroded and need to
be replaced.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2016 2017 $201,591 $201,591
35Storage Warehouse
Project Type Asset Management
Location Budd Inlet Treatment Plant
Description This project involves the design and construction of a 5,000 square foot warehouse at the
Budd Inlet Treatment Plant to store and manage LOTT’s extensive spare parts inventory.
Background LOTT currently stores spare parts in 14 different locations, on and off the site of the
main treatment plant, making it extremely difficult to maintain proper inventories and
manage parts. The number of critical spare parts that need to be in stock and readily
accessible has increased as LOTT’s Asset Management Program has matured. This
storage facility will allow for tighter control over parts and supplies, enhancing cost
control efforts and ensuring timely repairs.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2021 2022 $0 $561,787
36Laboratory Building Skylight Refurbishment
Project Type Asset Management
Location Budd Inlet Treatment Plant
Description This project involves replacing the skylights on the laboratory building.
Background Skylights were originally constructed in 1979 and have reached the end of their useful
life. They consistently leak during rain events and are not made of tempered glass,
representing a potential safety issue.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2016 2017 $162,010 $162,010
37Digester Refurbishment
Project Type Asset Management
Location Budd Inlet Treatment Plant
Description The project includes the inspection and refurbishment of aging components associated
with the digesters.
Background The digesters were constructed in 1982 and much of the equipment is reaching the
end of its useful life. There are four digesters, with three in-service and one off-line at
any one time. Use of the digesters is rotated on an annual basis. This project will follow
the rotational schedule to complete the inspection and refurbishment of one off-line
digester annually.
Duration 6 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2015 2020 $851,119 $1,702,237
38Budd Inlet Treatment Plant Roof Repair and Replacement
Project Type Asset Management
Location Budd Inlet Treatment Plant
Description This project involves repair and replacement of facility roofs at the Budd Inlet
Treatment Plant. In 2017, the ultraviolet disinfection building and final effluent
building roofs will be replaced.
Background As part of LOTT’s Asset Management Program, a maintenance and monitoring
program has been established to maximize the life of the existing roofs and ultimately
plan for their replacement. A number of roofing systems at the plant are reaching the
end of their useful lives and need to be replaced in the coming years.
Duration Ongoing
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2016 Ongoing $483,967 $775,468
39Annual Miscellaneous Professional Services
Project Type Support Services and Projects
Location Systemwide
Description This line item provides funding for various unexpected small projects that are identified
during the biennium and for projects needed to respond to emergency situations.
Duration Ongoing
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2006 Ongoing $771,000 $2,058,682
40Internal Engineering Support
Project Type Support Services and Projects
Location Systemwide
Description Engineering staff provide support for current and future projects. Services include
facility planning, permitting, engineering design, construction management, and
documentation.
Duration Ongoing
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2006 Ongoing $2,365,592 $7,482,774
41Allied Staff Costs
Project Type Support Services and Projects
Location Systemwide
Description LOTT staff from throughout the organization provide support for capital projects. This line
item covers staff time for capital improvements support not included in the Engineering
Division.
Duration Ongoing
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2006 Ongoing $4,557,535 $14,401,964
42Flow Monitoring Program
Project Type Support Services and Projects
Location Systemwide
Description This line item provides funding for the collection and analysis of flow monitoring data to
support the development of the annual three-part Capacity Report (Flows and Loadings,
Inflow & Infiltration and Flow Monitoring, and Capacity Assessment). Annual costs include
the monthly data collection fees, and annual calibration, relocation, and maintenance of
flow meters.
Background As part of LOTT’s National Pollutant Discharge Elimination System (NPDES) permit,
LOTT is required to monitor its sewer collection basins so that each is assessed within a
seven-year period.
Duration Ongoing
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2006 Ongoing $466,900 $1,487,734
43Flow Reduction Programs
Project Type Support Services and Projects
Location Regional
Description This line item funds efforts related to water conservation and education. Since the WET
Science Center serves as the heart of LOTT’s educational efforts, updates to WET Center
exhibits are also included in this program.
Background To help maximize capacity at the Budd Inlet Treatment Plant, LOTT works with the
three partner water utilities on a regional water conservation program to provide
incentives for residential and commercial projects that cost-effectively reduce water
use and wastewater flows. LOTT also recognizes the importance of public education to
achieve behavior changes that result in water conservation and flow reduction.
Duration Ongoing
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2006 Ongoing $600,880 $1,914,649
44Property Demolition
Project Type Support Services and Projects
Location Budd Inlet Treatment Plant
Description This project involves removal of a LOTT-owned building between Washington and
Franklin Streets, previously owned by the Washington State Department of Fish and
Wildlife, which is in a severe state of disrepair.
Background This property was purchased by LOTT in 2013 as a site for future facilities associated
with the Budd Inlet Treatment Plant, such as additional equalization basins or other
treatment process infrastructure.
Duration 2 years
Start Complete 2017-2018 Expenditure 2017-2022 CIP
2019 2020 $0 $645,530
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