State of the Utility Report 2011 - LOTT Clean Water Alliance
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State of the Utility Report
2011
Board of Directors
Cynthia Pratt City of Lacey
Doug Mah City of Olympia
Ed Stanley City of Tumwater
Sandra Romero Thurston County
Cathy Wolfe Thurston County (2010)
Executive Director
Michael D. Strub, P.E.
Acknowledgements
Text written, compiled, and edited by Karla Fowler,
Lisa Dennis-Perez, and Paula Williamson
2011 LOTT Board of Directors
Cover photo by Doug J Scott
Photo and graphic selection, editing, and
production coordination by Karen Tuomey
Graphic design by Cheri Huber (Huber Design)
and Karen Tuomey
Data, content, and review assistance
provided by LOTT staff
Photography by Charlie Kirry (Charlie’s Photography),
Aerolist Photographers, Inc., and LOTT staff
Water Filters glass artwork by Pam Beyette
Published in March 2011March 2011 On behalf of the LOTT Clean Water Alliance’s Board of Directors, I am pleased to present LOTT’s 2011 State of the Utility Report. This report includes highlights from 2010, which was another amazing year for LOTT, and a preview of projects planned for 2011. This annual report also provides a snapshot of how LOTT is doing in terms of meeting the goals and objectives established in the utility’s Strategic Business Plan. Through the plan, adopted in 2008, the Board of Directors established high standards for all parts of LOTT’s operations and management, including financial responsibility, environmental sustainability, accountability to the public and ratepayers, and a productive workforce. The Board receives detailed progress reports at our monthly meetings, but we look forward to this annual report, which displays results from the past year in the form of report cards for each of the main subject areas. As you will see, the results from 2010 have been impressive. Not only did LOTT meet nearly all of the measures of success, the utility also received a number of awards from local, national, and international organizations for the quality of work performed by LOTT’s dedicated employees. I encourage you to review the report cards and supporting information provided in this report. Sincerely, Ed Stanley President, Board of Directors
March 2011 With the completion of the Regional Services Center in 2010, LOTT has moved forward with a new public focus. Our recent wastewater treatment history has been largely “out of sight and out of mind.” With the opening of the new building, housing the WET Science Center, Administrative Offices, and Water Quality Laboratory, we now have a new public face for the utility at the Budd Inlet Treatment Plant site. Our staff has risen to the challenges of this new reality, and has welcomed over 3,000 visitors since the building opened to the public last summer. Additionally, 1,400 individuals toured LOTT’s treatment and reclaimed water facilities. This initial success is giving unprecedented public attention to the work performed by our highly trained and diligent staff, and creating a new generation of educated and conscientious consumers. This past year has been rewarding in other ways as well. We commissioned the new cogeneration system at the Budd Inlet Treatment Plant, capturing methane gas from the treatment process and using it to produce heat and electricity, powering and heating our new building as well as many processes in the plant. Eventually this system will also provide heating and cooling for the new Hands On Children’s Museum when that construction is completed. We made significant progress on planning for major treatment process improvements, including new primary sedimentation basins, scheduled to begin construction this year. At the same time, LOTT continued to excel at our primary business – treating wastewater to advanced secondary standards and treating portions of the flow to Class A Reclaimed Water standards. All of this would not have been possible without the dedication of our efficient and creative staff. I would also like to thank the Board of Directors for their support, their policy guidance, and their willingness to ask the tough questions over the past year. These key individuals ensure that the interests of our partner jurisdictions and the sewer ratepayers are carefully considered in all of our operations and projects. Sincerely, Michael D. Strub, P.E. Executive Director
/ State of the Utility
Chapter 1 Chapter 4
Business Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Human Resources and Workplace Environment . . . 15
Strategic Business Plan Report Card. . . . . . . . . . . . . . . . . . . . 2 Strategic Business Plan Report Card. . . . . . . . . . . . . . . . . 16
Financial Accountability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Key to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Revenue Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Employee Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Capital Project Costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Staffing Changes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Property Acquisitions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Commitment to Employee Wellness. . . . . . . . . . . . . . . . . . 18
Chapter 2 Chapter 5
Environmental Resource Management Capital Project Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . 19
and Stewardship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Diversity of Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Strategic Business Plan Report Card. . . . . . . . . . . . . . . . 6 Administrative/Education Center and
Environmental Responsibility. . . . . . . . . . . . . . . . . . . . . . . . 7 Water Quality Laboratory. . . . . . . . . . . . . . . . . . . . . . . . 20
Permit Compliance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Deschutes Parkway to Tumwater Reclaimed
Protecting Water Quality. . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Water Pipeline. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Produce and Use Renewable Resources. . . . . . . . . . . . . . . . 8 Mullen Road Reclaimed Water Pipeline . . . . . . . . . . . . 21
Reclaimed Water. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Martin Way Pump Station Reclaimed
Biosolids. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Water Utilization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Methane. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Mottman Road Interceptor Replacement. . . . . . . . . . . 21
Water Conservation Program Summary . . . . . . . . . . . . . 10 Digester Improvements. . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Aeration Blower Replacement. . . . . . . . . . . . . . . . . . . . . 21
Additional Capital Projects. . . . . . . . . . . . . . . . . . . . . . . 21
Chapter 3 Design Projects and Studies. . . . . . . . . . . . . . . . . . . . . . . . 22
Education, Communication, and Partnerships. . . . . . 11
Strategic Business Plan Report Card. . . . . . . . . . . . . . . . . 12
Grand Opening. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Chapter 6
New Name and Logo. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Budget and Capital Improvements
WET Science Center Exhibits and Programs. . . . . . . . . 13 Plan Highlights. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Facilities Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Project-Driven Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
East Bay Redevelopment . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Budget Overview 2011 Through 2018. . . . . . . . . . . . . . . . . . . 24
Capital Improvements Plan. . . . . . . . . . . . . . . . . . . . . . . . . 26
2011-2018 CIP and 2011 Capital Budget. . . . . . . . . . . . . . 26-27
2019-2053 CIP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28-29/ Achieving High Levels of Service
Welcome to the
State of the Utility Report
This State of the Utility Report looks back at 2010 to
assess LOTT’s performance and summarize the activities
of the past year. In 2010, LOTT treated over 3.9 billion
gallons of wastewater and produced over 540 million
gallons of Class A Reclaimed Water. The utility was
actively involved in planning, design, and construction
of capital projects to maintain existing facilities and
accommodate new capacity for the future. LOTT’s
programs for pretreatment, flow reduction, and
education were all expanded, with excellent results.
This report provides highlights of those and other
accomplishments. The report also looks ahead to
activities planned for 2011, with a summary of the utility’s
Operating and Capital Budgets.The LOTT Clean Water Alliance has gone through significant changes in the
past year, transitioning from a behind-the-scenes utility to one that encourages
the public to visit our facilities and learn more about what we do. As a regional
In December 2010,
service provider of
County Commissioner Strategic Business Plan wastewater treatment and
Cathy Wolfe concluded
A Framework for Effective Utility Management
2008 – 2012
reclaimed water production,
the utility continually
eight years of service as strives to meet the goals and
Thurston County’s objectives established in our
Strategic Business Plan.
representative to the
LOTT Board of Directors. The Strategic Business
Plan serves as the basis
Appointed to the LOTT for consistent and
Board in September comprehensive reviews
of operational and
2002, Board member
organizational performance,
Wolfe helped guide LOTT which are summarized in the annual State of the Utility Report. The plan
through the transition to identifies the organization’s core values, benchmark levels of service, and measures
of success for four topic areas: Business Management; Environmental Resource
becoming a stand-alone Management and Stewardship; Education, Communication, and Partnerships;
utility, establish high and Human Resources and Workplace Environment.
standards for utility In this State of the Utility Report, you will find chapters for each of the four topics
operations, and build a in the Strategic Business Plan, with the addition of chapters for capital project
milestones and highlights of the 2011 Budget and Capital Improvements Plan.
solid plan for the future. Each of the first four chapters includes a report card that summarizes LOTT’s
She played an active role performance in terms of the Strategic Business Plan metrics established for
that topic.
in developing LOTT’s
Strategic Business Plan, Overall, LOTT is performing extremely well and meets or exceeds almost all of its
which defined core values, levels of service. The past year has been marked by many accomplishments and
challenges, as highlighted in this report. As an organization, we constantly strive
levels of service, and to improve, always with our primary mission in mind – cleaning and restoring
measures of success that water resources for our communities.
will be used to guide,
evaluate, and improve
the utility for many years
to come./ Meeting Financial, Facility,
and Capacity Benchmarks
Business Management
LOTT is committed to managing financial resources in a
responsible, sound, and equitable manner. The organiza-
tion is continually analyzing internal and external checks
and balances to compare the utility’s financial health
against accepted benchmarks. Yet business management
is more than just finances. LOTT embraces asset man-
agement and the triple bottom line to ensure responsible,
long-term management of the utility. This includes a
careful balance between maximizing existing treatment
capacity and planning ahead for future capacity.
12010 Annual Strategic Business Plan
Report Card
Levels of Service Measure: Targets or Metrics Annual Performance Measure
January to December Achieved
Business Management
Manage the utility within Service Revenue: 100% or greater of projected Wastewater WSC = 100.5% of projected revenue Yes
financial benchmarks Service Charge (WSC) revenue
New Connections Revenue: Annually review projected Reviewed in fall 2010 Yes
revenue versus long-term Capital Improvements Plan needs Adequate for CIP
Expenditures: Annually less than or equal to 85% of Expenditures = 78% of revenue Yes
revenue
Cash Balance: Positive annually End of year cash balance = $27,838,892 Yes
Costs: Track budgeted versus actual total project costs 9 projects; 7 under-budget, 2 over-budget Ongoing
with approved change orders
Total budgeted costs = $33,134,801
Total actual costs = $32,577,874
Rate History: Track Wastewater Service Charge (WSC) WSC = 5.3% Ongoing
versus inflation – Consumer Price Index (CPI) CPI = 0.8%
Connection Fee History: Track Capacity Development CDC = 5.5% Ongoing
Charge (CDC) fees versus construction inflation – PPIs = 2.3% and 2%
Producer Price Indexes (PPIs)
Revenue Needs: Track 6-year planning periods Planned rates for the 6-year period meet Yes
revenue needs
Operate within accepted State Audit: Free of findings Completed May 2010; No findings Yes
business and financial
standards Peer Review: Comprehensive peer reviews completed within QualServe review completed July 2009 Yes
every 6-year planning period
Internal Audit: Conducted at least once every 3 years In process Yes
Independent Financial Operations Review: Conducted On track for completion in 2011 Yes
every 3 years
Liability Risk Audit: Conducted annually when topic is Completed 2010; Personnel practices; Yes
applicable Favorable result
Embrace asset management and Validated Capital Improvements Plan: Business case 35 projects on 6-year schedule On Track
use of the triple bottom line* as evaluations (BCEs) for 100% of projects in the 6-year 18 projects with completed BCEs
the operational standard for all schedule 4 in process; 3 ongoing; 10 scheduled
system investment
Ensure equitable distribution of Cost Distribution: Meet Capacity Development Charge Completed each month Yes
costs between ratepayers and and Wastewater Service Charge allocation guidelines for
new development all projects
Preserve the design capacity at Budd Inlet Treatment Plant Capacity: Maintain optimum Maintained treatment capacity at or Yes
the Budd Inlet Treatment Plant treatment capacity at 25 mgd during shoulder seasons above 25 mgd
Discharge Capacity to Budd Inlet: 14.5 mgd dry weather Maintained capacity at or above 14.5 mgd Yes
flow (DWF) and 28 mgd wet weather flow (WWF) DWF and 28 mgd WWF
Build capital facilities Reserve Capacity: Maintain at an annual average of 1.5 mgd Maintained annual average of 1.5 mgd Yes
just-in-time
* The triple bottom line considers environmental, social, and economic impacts.
2Financial Accountability Like other utilities, LOTT
Business Management
was impacted by the slower
LOTT operates within accepted business and financial economy in 2010. New
standards, using a number of benchmarks to ensure home construction
responsible fiscal management. In 2010, LOTT’s annual diminished significantly,
review by the State Auditor was free of findings for the 2009 resulting in fewer CDC fees
calendar year. collected. WSC revenue
has remained stable, but
Revenue Sources revenue available for capital
construction was reduced as
LOTT’s primary sources of revenue are the monthly service a result of fewer CDCs.
rate, known as the Wastewater Service Charge (WSC), and
new connection fees, known as the Capacity Development Capital Project
Charge (CDC). LOTT also receives miscellaneous
Costs
revenues from other sources, as well as loan funds to
support large capital projects. Rates and fees are subject to Many capital projects were underway in 2010, with nine
annual Board review. The monthly service rate for 2010 projects completed during the year. Most were completed
was $30.00 per equivalent residential unit (ERU); the 2010 under budget, due in large part to a favorable construction
CDC was $4,091.00 per new ERU. bidding environment.
Capital Projects Completed 2010
Project Month Completed Budgeted Actual Under/(Over)
Budget
Hydraulic Gate Operator Overhaul February $58,675.00 $25,634.76 $33,040.24
Control System Upgrade March $3,290,400.00 $3,112,611.39 $177,788.61
Cogeneration System June $2,778,340.00 $2,924,144.52 ($145,804.52)*
Deschutes Parkway to Tumwater Reclaimed July $3,364,385.00 $3,478,620.92 ($114,235.92)**
Water Pipeline
Administrative/Education Center and Lab September $20,150,000.00 $20,070,520.66 $79,479.34
Mullen Road Reclaimed Water Pipeline October $1,019,756.00 $891,252.01 $128,503.99
Budd Inlet Treatment Plant Fire Alarm October $500,360.00 $316,065.98 $184,294.02
System Upgrade
Budd Inlet Treatment Plant Lighting Retrofit December $49,457.00 $41,278.08 $8,178.92
Mottman Road Interceptor Replacement December $1,923,428.00 $1,717,745.91 $205,682.09
Total $29,785,726.00 $29,439,628.08 $346,097.92
* The approved added cost was for the addition of three-way valves and other enhancements. The actual cost does not
reflect the $1,700,000 energy grant received from Puget Sound Energy.
** The approved added costs were the result of unanticipated ground conditions, including rock obstructions and utility
conflicts. The actual cost does not reflect forgivable principle for the State Revolving Fund loan monies.
3Property Acquisitions • Martin Way Reclaimed Water Plant Expansion –
LOTT purchased an easement for a portion of
LOTT completed several property and easement purchases property owned by the City of Lacey south of the
and started progress toward others in 2010. These Martin Way Plant. This easement, for nearly three
acquisitions ensure that LOTT is able to maintain existing acres of property, will allow for future expansion of
and reserve treatment capacity at the Budd Inlet Treatment treatment capacity.
Plant and to build new facilities for additional capacity in
the future. • Tumwater Plant Site Acquisition – LOTT began
discussions with the City of Tumwater and the owners
of the former brewery property about the possibility
of siting a future reclaimed water plant on a portion
of the property. Staff will continue to explore that
alternative in 2011.
• State Department of Fish and Wildlife (WDFW)
Property – Discussions continued between LOTT and
the State Department of General Administration,
on behalf of WDFW, about the opportunities for
purchase of three parcels located west of the Budd
Inlet Treatment Plant. The City of Olympia, Port of
Olympia, and LOTT hope to acquire the property
to develop joint projects that provide numerous
community benefits.
• East Bay Easement – An easement was aquired by
LOTT from the City of Olympia for a portion of
property north of the new Hands On Children’s
Museum in the East Bay district. The easement
allows for the possibility of siting equalization basins
under a parking lot in the future.
• East Bay Public Plaza – Ownership of a .72-acre parcel
in the East Bay district transferred from the Port of
Aerial view of the Martin Way Reclaimed Water Plant and Olympia to LOTT in April. LOTT will own and
surrounding area complete initial development of the site, working in
cooperation with the other East Bay partners – Port of
Olympia, Hands On Children’s Museum, and the City
of Olympia.
In 2010, LOTT received
a Certificate of
Achievement for
Excellence in Financial
Reporting for the 2009
Comprehensive Annual
Financial Report from
the Government Finance Hands On Children’s Museum and East Bay Public Plaza sites
Officers Association.
4/ Protecting and Renewing Resources
Environmental Resource
Management and Stewardship
LOTT places a high value on environmental resource
management and stewardship. As a utility responsible
for cleaning and restoring water for our communities, our
mission and our values are closely intertwined. Through
high quality treatment, LOTT protects water resources
and produces a number of renewable resources. LOTT
also strives to complete capital projects and operate
facilities with minimal impacts to the environment and
the public.
52010 Annual Strategic Business Plan
Report Card
Levels of Service Measure: Targets or Metrics Annual Performance Measure
January to December Achieved
Environmental Resource Management and Stewardship
Complete capital projects with Environmental Reviews: Proactively complete East Bay parcels 4 and 5 Interim Action Yes
minimal environmental impacts environmental reviews as required and/or deemed optimal Workplan; East Bay Public Plaza; Primary
for success Sedimentation Basins
Investment in Enhancement: Track capital project Mitigation wetland at the Ongoing
expenditures dedicated to enhancement and/or mitigation Hawks Prairie Ponds site = $4,693
Protect water resources through Permit Compliance: 100% compliance with numerical Budd Inlet Plant = 99.92% Nearly
high quality wastewater treatment permit requirements Martin Way Plant = 99.92%
Produce and reuse renewable Production of Class A Reclaimed Water: Trend production Budd Inlet Plant = 0.44 mgd (average) Ongoing
resources including Class A per facility Martin Way Plant = 1.05 mgd (average)
Reclaimed Water, Class B
Biosolids, and methane Production of Class A Reclaimed Water: Trend percent of Reclaimed water = 12.4% flow Ongoing
flow used to produce Class A Reclaimed Water
Use of Class A Reclaimed Water: Trend use versus recharge/ Use = 34.4% Ongoing
discharge Recharge = 59.3%
Class B Biosolids: 100% of LOTT’s biosolids beneficially used Biosolids use = 100% Yes
Methane: Track percentage of methane captured Methane use = 81.2% Ongoing
for use
Maximize use of existing Water Conservation: 500,000 gpd additional flow reduction Additional flow reduction On Track
treatment capacity through cost- by 2012 2007-2010 = 306,950 gpd
effective water conservation,
inflow and infiltration reduction, Inflow and Infiltration (I&I): Trend annual I&I removal 0 projects completed in 2010 Ongoing
and flow diversion projects over time
Minimize odor complaints from Odor Compliance: 100% compliance with ORCAA Odor compliance = 100% Yes
LOTT activities numerical requirements
Odor Complaints: 5 or fewer per year Odor complaints = 0 Yes
Support joint water quality and Investment: Track investments in water quality and habitat No financial investment Ongoing
habitat improvement projects improvement and preservation projects Budd Inlet restoration = staff time
Collaborate with partner Emergency Operations Plan: Update plan at least annually Completed August 2010 Yes
jurisdictions and other entities to
ensure emergency preparedness Joint Preparedness: Track participation in joint emergency No joint activities in 2010 Ongoing
preparedness activities
Hawks Prairie Reclaimed Water Ponds
6Environmental Responsibility
Environmental Resource Management and Stewardship
LOTT strives to operate facilities in 100% compliance
with all regulatory requirements, and routinely invests in
programs that provide for beneficial use, conservation, and
protection of our natural resources. In 2010, LOTT produced
more Class A Reclaimed Water than ever before and made
significant progress toward meeting a long-term goal for flow
reduction.
Permit Compliance
LOTT’s exceptional compliance rates of over 99.9% for the
Budd Inlet Treatment Plant and the Martin Way Reclaimed
Water Plant demonstrate the skill and commitment of LOTT
staff. Plant performance is measured in a variety of ways,
including volume of wastewater treated.
An application for renewal of the combined National
Pollutant Discharge Eliminaton System (NPDES) and state
reclaimed water permit for the Budd Inlet Plant was
submitted to the Departments of Ecology and Health on
March 1, 2010. The existing permit expired September 30,
Budd Inlet Treatment Plant and Budd Inlet
2010, but continues to be in force until the new one is issued.
The application for renewal of the state reclaimed water permit for the Martin Way Reclaimed Water Plant and Hawks Prairie
Ponds and Recharge Basins was submitted to the Departments of Ecology and Health on September 30, 2010. The current
permit expires March 31, 2011.
Volume of Wastewater Treated (million gallons)
Budd Inlet Treatment Plant 2005 2006 2007 2008 2009 2010
Daily Average 10.60 12.10 11.07 10.19 10.11 10.85
Minimum Monthly Average 9.02 8.40 8.67 8.31 8.53 8.33
Maximum Monthly Average 13.07 19.30 15.31 13.88 11.53 14.62
Peak Flow 22.74 38.19 48.48 26.36 48.64 33.18
Martin Way Reclaimed Water Plant
Daily Average N/A 0.67 0.67 0.57 1.00 1.04
7Protecting Water Quality Treatment Plant and the Budd Inlet Reclaimed Water Plant,
with its advanced biological nutrient removal and sand filter
LOTT’s Industrial Pretreatment Program made progress technologies. The Martin Way Reclaimed Water Plant
in decreasing pollutant loadings with two new campaigns. also performed at the highest levels of reduction for PPCPs,
Surveys and materials outlining best management practices hormones, and steroids in comparison to other participating
were sent to minor industrial users including: 1) mobile facilities.
carpet, drapery, and upholstery cleaners; and 2) screen
printing, photographic services, lithography, and letterpress Produce and Use Renewable Resources
businesses.
Through day-to-day operations, LOTT demonstrates a
In March, the program underwent a two-day pretreatment commitment to environmental stewardship with the
compliance inspection by the Department of Ecology. The production of three renewable products from the
program had not been audited by Ecology since 2006. The wastewater treatment process. These include Class A
audit found that the program was performing its primary Reclaimed Water, Class B Biosolids, and methane.
functions extremely
well and identified Reclaimed Water
opportunities
for continued LOTT monitors the production of Class A Reclaimed
improvement. Water at both of its facilities. The trend of increased
production of reclaimed water continued over the past year.
LOTT participated
in an Environmental The Department of Ecology’s pending new state Reclaimed
Protection Agency Water Use Rule could significantly affect LOTT’s future
and Department reclaimed water facilities and uses, so LOTT has remained
of Ecology study, an active participant in that process. Activities during
Pharmaceuticals and 2010 included commenting on four drafts of the rule and
Personal Care the first draft of a guidance manual to support it, participa-
Products in tion in advisory committee meetings and two workshops,
Municipal Waste- and joining with other utilities in meetings with Ecology
water and Their management and staff. LOTT also joined with other
Removal by Nutrient utilities in September to provide funding through the
Treatment Technologies, which was released in early March. Coalition for Clean Water for a consultant to assist Ecology
The study examined pharmaceuticals and personal care with development of the guidance manual. In November,
products (PPCPs), hormones, steroids, semi-volatile organic the Governor issued an Executive Order suspending
compounds, and nutrients in influent, effluent, and biosolids non-critical rule development statewide until January 1,
samples from five Pacific Northwest wastewater treatment 2012. Although that put the reclaimed water rule on hold,
plants, including LOTT’s facilities. Samples from both of Ecology made the decision to continue work on the
LOTT’s treatment plants also included reclaimed water. guidance manual during 2011.
The Ecology study concluded that PPCP concentrations
were reduced most effectively by LOTT’s Budd Inlet
Reclaimed Water Production Average (million gallons per day)
2005 2006 2007 2008 2009 2010
Budd Inlet Reclaimed Water Plant 0.40 0.50 0.46 0.38 0.42 0.44
Martin Way Reclaimed Water Plant N/A 0.46 0.60 0.54 0.94 1.05
Total 0.40 0.96 1.06 0.92 1.36 1.49
8Biosolids
Environmental Resource Management and Stewardship
Class B Biosolids, produced at the Budd Inlet Treatment Plant, are beneficially used
for agricultural soil amendment and fertilizer. LOTT added a second biosolids
management option in 2010 by entering into a new contract with Boulder Park, Inc.
of Mansfield, Washington, for biosolids handling. This contract provides for biosolids
hauling to, and land application on, winter wheat fields in Douglas County (Eastern
Washington). This is in addition to the existing contract with Fire Mountain Farms,
which previously took 100% of LOTT’s biosolids for land application in Lewis
County (Western Washington).
The total tonnage of biosolids hauled for 2010 reflects greater dewatering efficiency.
Centrifuge 3, which had been out of service in late 2009, was brought back on-line,
allowing staff to produce a drier finished product. The difference in weight equates to Douglas County biosolids application
cost savings for biosolids hauling.
Biosolids Produced and Hauled
2005 2006 2007 2008 2009 2010
Average Wet Tons Per Day 18.38 15.86 20.71 25.11 25.82 22.33
Total Wet Tons Per Year 6,708 5,789 7,561 9,189 9,455 8,150
Average Truck Loads Per Week 4.50 4.40 5.70 6.80 5.90 5.20
Total Truck Loads Per Year 235 227 295 351 309 270
Methane
Methane is produced by bacteria in the digesters as part of the solids
handling process. The amount of methane captured and used jumped
substantially in 2010 with completion of the new cogeneration system.
The cogeneration system produces both heat and electricity, saving
approximately $150,000 per year in utility costs, greatly reducing the need
to flare excess digester gas, and substantially reducing emissions from
the site. The electricity produced is sufficient to meet all the needs of
LOTT’s Regional Services Center as well as some of the processes in the
Budd Inlet Treatment Plant. The heat is used for buildings and processes
throughout the treatment plant and the Regional Services Center. It will
also eventually serve the new Hands On Children’s Museum. Jenbacher cogeneration system
On May 6, the utility held an open house to celebrate the completion
of the cogeneration project, which was partially funded by an Energy
Conservation Grant from Puget Sound Energy for $1.7 million, or 70%
of the project cost. The project was completed in early 2010 under an
Energy Performance Contract agreement with the Washington State
Department of General Administration, Engineering and Architectural
Services Division, with Trane as the primary contractor.
Cogeneration system ribbon-cutting ceremony
9Water Conservation Program Summary
The past year was another strong year for LOTT’s flow reduction program. LOTT
and partner water utility staff worked diligently to implement a variety of water
conservation projects, making substantial progress toward the overall goal of
achieving 1,000,000 gallons per day (gpd) of flow reduction from 1997 through 2012.
One of the most successful efforts for the flow reduction program is the
WaterSmart program, which provides rebates up to 75% of project costs for water-
efficient retrofits to industrial, commercial, and institutional customers. In 2010,
13 projects were completed and an additional three are on track for completion
in early 2011. These projects included toilet, urinal, and aerator replacement in
four schools in the Olympia School District, in 12 buildings owned by the City
of Olympia, and in several other businesses. Walk-in coolers, ice machines, food
steamers, and process equipment were also replaced in businesses as part of the
program. Overall, the WaterSmart projects are estimated to reduce wastewater
flows by 48,855 gpd.
Trane presented LOTT
In 2010, residential customers with an Energy Efficiency
received 1,212 rebates for the
purchase of water-efficient Leader Award at the
washing machines through the
WashWise program, for a flow ribbon-cutting event for
reduction of 26,688 gpd. LOTT
distributed 1,097 water saving kits the cogeneration system,
to 803 households for a reduction
of 14,438 gpd. Residential to recognize the project for
customers also received 439 free environmental sustain-
high-efficiency toilets for a flow
High-efficiency dishwasher installed at the reduction of 16,243 gpd. Through ability, energy, and opera-
Olympia High School the High-Efficiency Toilet program
for commercial and multi-family tional efficiency. It is the
customers, LOTT installed 334 toilets for a flow reduction of 12,018 gpd. Also in
2010, a Demonstration School project was completed at the Olympia High School first time the award was
to install high-efficiency toilets, urinals, aerators, showerheads, clothes washers,
and a commercial grade dishwasher for a flow reduction of 6,263 gpd. Overall, presented to a wastewater
flow reduction of 124,505 gpd was achieved through the 2010 projects, marking
treatment utility.
steady progress toward the long-term goal of 1,000,000 gpd flow reduction by 2012.
Flow Reduction Achieved (gallons per day)
2007 2008 2009 2010 Total
Residential Projects 28,850 30,148 50,521 57,369 166,888
Commercial Projects 8,661 9,137 55,128 67,136 140,062
Annual Total 37,511 39,285 105,649 124,505 306,950
1997-2006 Total 580,473
Cumulative Total 887,423
10/ Involving and Engaging
the Community
Education, Communication,
and Partnerships
LOTT is committed to community education and public
participation to foster awareness and support for the
essential services provided by the utility. Through
communication and outreach, the public gains a better
understanding of LOTT’s role in the community and plays
an active role in utility planning for new and existing
facilities. Open and transparent communications, access
to information, and engaging educational programs are
all essential to meaningful community participation and
support for LOTT’s activities.
112010 Annual Strategic Business Plan
Report Card
Levels of Service Measure: Targets or Metrics Annual Performance Measure
January to December Achieved
Education, Communication, and Partnerships
Provide open and transparent Reporting: 100% reports up-to-date 9 of 9 annual reports completed Yes
access to information
Access to Information: Track website visits over time Visits = 12,671 (monthly average) Ongoing
Internal Communications: 100% scheduled internal 100% completed Yes
communications completed
Respond quickly and openly to Number of Inquiries: Track number of public inquiries Public inquiries = 840 Ongoing
all public inquiries
Response Time for Inquiries: 100% compliance with Calls and emails within 1 day = 99.2% Nearly
response time guidelines Public records within 5 days = 100%
Pursue recognition of excellence Professional Recognition: Track awards applied for and Applied for 6 awards Ongoing
received Received 8 awards
Professional Presentations: At least 1 LOTT representative to 8 presentations Yes
present at professional or peer-reviewed forum annually 2 panel moderations
Collaborate at the leadership Statewide Policy Development: Staff hours dedicated to Staff hours = 248 Monitoring
level to advance responsible advancement of reclaimed water and other policies
utility management and
environmental stewardship Sharing Expertise: Host or visit at least 1 utility or Tacoma, Washington Yes
community to share ideas and expertise Lakehaven Utility District, Washington
Kitsap County, Washington
King County, Washington
Pierce County, Washington
Spokane County, Washington
Collaborate locally to offer joint Joint Events: At least 2 collaborative events/programs East Bay infrastructure ribbon-cutting; Yes
community programs and events annually Hands On Children’s Museum ground-
that foster public awareness and breaking; Thurston Climate Action Team
support for LOTT activities (TCAT) kick-off; TCAT Action Plan
workshop
Involve the public in planning Regulatory Compliance: Complete required public East Bay parcels 4 and 5 Yes
and design processes involvement for all SEPA regulated projects Interim Action Workplan public meeting
Public Involvement: Complete workshops, meetings, and No additional activities in 2010 Monitoring
interviews for additional projects as deemed appropriate
Informed Public Consent: Achieve little or no opposition to No opposition for East Bay parcels 4 and 5; Yes
proposed programs or facilities during final project stages Interim Action Workplan; East Bay Public
Plaza; or Primary Sedimentation Basins
Develop educational materials Community Presentations: At least 4 presentations annually Presentations = 13 Yes
and programs that foster public
awareness and support for LOTT Plant/Facility Tours: At least 10 tours annually Regional Services Center = 26 tours Yes
activities Budd Inlet Plant = 72 tours
Martin Way Plant = 9 tours
Hawks Prairie Ponds = 6 tours
Tour Participants: At least 300 participants annually Regional Services Center = 326 participants Yes
Budd Inlet Plant = 1,282 participants
Martin Way Plant = 56 participants
Hawks Prairie Ponds = 69 participants
Bug
Education Center: Initially, at least 2,500 visitors annually
Here
Visitors = 3,095 (July - Dec) Yes
Written Materials: Reports, brochures, or fact sheets for Written materials produced/updated = 31 Yes
each major project and facility; provide for tours, events, on
the website, and on request
12Grand Opening
Education, Communication, and Partnerships
This was a very exciting year for the LOTT Clean Water Alliance. The August 14
grand opening event for the new Regional Services Center building, including
LOTT’s new education center, represented the culmination of years of planning
and hard work, as well as the utility’s transition to becoming a highly visible
public entity.
Over 300 members of the community attended the grand opening event.
Visitors enjoyed refreshments and participated in activities hosted by the Hands
On Children’s Museum, the City of Olympia, and the Port of Olympia. They
explored the WET (Water Education and Technology) Science Center, classroom,
and board room. Over 80 people toured the building to learn more about its
environmental design, and many visitors toured the Budd Inlet Treatment Plant.
Also at the event, the building’s reclaimed water feature was dedicated to Mike
Sharar, LOTT’s former Executive Director who was instrumental in guiding Grand opening dedication
the planning that established reclaimed water as the core of LOTT’s future ceremony
development.
New Name and Logo LOTT received the 2010
The move into the Regional Services Center, with National Environmental
an increase in public visibility, provided the utility Achievement Award for
with an opportunity to modify its identity to better
Public Education and
reflect the organization and its mission. The LOTT
Clean Water Alliance name and associated logo were Involvement from the
implemented concurrent with the completion of the new building. This name National Association of
allows the public to more easily recognize what we do – cleaning and restoring
water for our communities. Clean Water Agencies
for the WET Science
WET Science Center Exhibits and Programs Center and expanded
LOTT invested approximately $1.5 million on the development, fabrication, and education program.
installation of the WET Center’s educational and fun, interactive exhibits. The The award recognizes
displays and activities are designed to teach visitors about the water cycle, water LOTT’s commitment to
quality, conservation, wastewater treatment, reclaimed water production and use,
and careers at LOTT. The exhibits were designed by Aldrich Pears Associates, education through the
with substantial LOTT staff involvement, and most of the exhibits were fabricated development of this
by Pacific Studio.
engaging and unique
Prior to the opening of the new WET Science Center, LOTT staff spent a year learning center.
planning programs and activities, and building relationships with local
school districts. This advance work resulted in additional usage of the new
facility. The Olympia and North Thurston School Districts incorporated
visits to the WET Science Center in their science curricula. During the
fall, every North Thurston 7th grader attended a presentation, worked
with microscopes, explored the exhibit gallery, and toured the treatment
plant. The Olympia School District is scheduled to bring their 6th graders
to the WET Science Center for a similar program in early 2011, and the
Tumwater School District will be tentatively scheduling visits for the spring.
Local colleges and universities are also using the facility as a resource for
their environmental and science courses. Special events and activities are
scheduled for Saturdays, and occasional evenings, and interested individuals can Students touring the WET
Science Center
sign up to receive a quarterly newsletter announcing upcoming events.
13Facilities Use
In addition to classroom activities, the Regional Services Center has sparked the
interest of a variety of groups who want to use the facility’s meeting spaces and
exhibit gallery. LOTT staff developed a facilities use policy to allow community
groups, government agencies, and non-profit organizations, with goals and
missions that are aligned with LOTT’s interests, to hold events and meetings at
the new building. This provides great community exposure to LOTT and its
education center.
WET Science Center Visitors
July* August September October November December Total
Walk-Ins 0 75 94 176 180 327 852
Youth Groups 14 16 0 0 11 0 41
School Groups 52 0 0 506 0 44 602
College Groups 0 0 0 0 43 27 70
Other Groups 49 12 155 146 340 78 780
Special Events 160 300 90 0 200 0 750
Total 275 403 339 828 774 476 3,095
* The WET Science Center was open to the public in July, although the grand
opening occured on August 14.
East Bay Redevelopment
LOTT’s Regional Services Center is located in downtown Olympia, next to
the East Bay district, a former Port of Olympia industrial area that is currently
undergoing redevelopment. Environmental cleanup for the East Bay area has
been underway in conjunction with redevelopment efforts. On June 2, the Port
held a ribbon-cutting ceremony to celebrate completion of infrastructure work,
which included streets, sidewalks, utilities, and lighting. In November, the
redevelopment project took another huge step forward with the groundbreaking
ceremony for the new Hands On Children’s Museum, held in LOTT’s board room
and exhibit gallery. Other major projects occurring in the area include a new
Olympia City Hall and the East Bay Public Plaza.
LOTT will construct, own, and operate
the East Bay Public Plaza, which will
“connect” the WET Science Center and
the new Hands On Children’s Museum,
and serve as the heart of the East Bay
district. Bob Droll, the landscape
architect for the plaza, continued work
on design throughout 2010. Conceptual
design was completed in April and includes an inviting open public space with Rendering of the new East Bay Plaza
a shallow, stream-like reclaimed water feature, interpretive elements, public
restroom, and small performance stage for special events. Staff have been working
with the Department of Health to permit the water feature for recreational use, as
an interactive water feature and wading pool.
14/ Maximizing Workforce Effectiveness
Human Resources and
Workplace Environment
LOTT values its workforce as essential to the success of
its mission and is committed to the health and safety of
its employees and the public. In keeping with those values,
LOTT continually strives to provide employee development
opportunities that result in an adaptive, efficient, satisfied,
and highly skilled workforce. At the same time, the
organization builds and maintains a culture of safety.
152010 Annual Strategic Business Plan
Report Card
Levels of Service Measure: Targets or Metrics Annual Performance Measure
January to December Achieved
Human Resources and Workplace Environment
Provide employee development Vacancy Rate: Monthly average less than or equal to 10% Employee vacancy rate = 1.7% (average) Yes
and support programs that result
in an adaptive, efficient, satisfied, Succession Planning: 100% of critical functions have a plan Continue to identify changes in critical On Track
and skilled workforce by 2009 functions; Training for backup and
redundancy ongoing
Apprenticeships: 75% of apprentices become journey-level 1 of 1 apprenticeship completed Yes
workers and fulfill service commitments Service commitments ongoing
Career Development Program: Track and trend number of 6 employees participated in 2010 Ongoing
employees participating in the program 5 employees completed plans
Training: Track and trend average hours of training per Training = 88.9 hours per employee Ongoing
employee per year (average)
Employee Turnover: Report and trend information Employee turnover = 3 Monitoring
Movement Within the Organization: Track and report 1 promotion Ongoing
reassignments and reclassifications 5 reassignments
Retirement Eligibility: Track number of employees eligible to 8 within 2 years Ongoing
retire in 2-, 5-, and 10-year horizons 6 within 2-5 years
9 within 5-10 years
Amount of Employee Experience: Track employee tenure Tenure = 10.8 years (average) Ongoing
and relevant experience Relevant experience = 21 years (average)
Build and maintain a culture Reportable Safety Incidents: Track monthly rate Satety incidents = 0.58 (monthly average) Ongoing
of safety
Time Loss: Track and report worker hours lost due to injury Time loss = 74.77 hours Ongoing
Labor and Industries Experience Rating: At or below Experience rating = 0.9670 Yes
industry base rate of 1.0
Contractor Safety: 100% compliance with health and safety Contractor safety compliance = 100% Yes
standards
Safety Incentive Program: 100% staff participation Safety program participation = 100% Yes
LOTT Clean Water Alliance staff
16Key to Success
Human Resources and Workplace Environment
LOTT understands that employees are key to the utility’s success and
has established programs to build a strong team and rewarding workplace
environment. Emphasis on professional development, safety, and wellness ensures
that the organization has
a skilled and effective
workforce that is ready
and able to meet future Mike Strub, LOTT’s
challenges.
Executive Director, was
Employee nominated by staff and
Development
received one of the
LOTT’s Career
Development Program first-ever Boss of the
continued to provide
employees with Year awards from the
opportunities for profes-
Thurston County Cham-
sional development.
LOTT laboratory staff
Two employees, Laurie ber of Commerce and
Pierce and Brent Morris,
completed Bachelor’s degrees in the spring under this program. Karen Tuomey Express Personnel. He
was promoted from Communications Coordinator/Web Designer to Graphic and
Digital Media Designer after completing her Career Development Plan. Two was recognized for his
additional employees, Tyle Zuchowski and Eric Hielema, completed the University
of Washington’s year-long Project Management Certification Program, through commitment to creating
Skill Enhancement Career Development Plans. Rick Hughes also completed
a positive work environ-
a Skill Enhancement Career Development Plan by earning a certificate in
Executive Leadership at Cornell University. ment and ensuring pro-
LOTT continued to support employee development in other ways. Two fessional development
employees, Erin Michael and Julie Dufresne, graduated from the Leadership
Thurston County program in June, and two additional employees, Ken Butti and opportunities for staff.
Tyle Zuchowski, began the program in September. Eight employees, Joe Beyer,
Ken Butti, Jim Howard, Erin Michael, Brent Morris, George Peterson, Howard
Weisberg, and Tyle Zuchowski, participated in a 360° review process and received
valuable feedback from their peers, subordinates, and supervisory staff to assist
them in planning for future professional development opportunities.
17Staffing Changes
Several members of LOTT’s staff took on new responsibilities over the past year. These
reassignments included the following:
• Farah Derosier, Paralegal/Public Records Officer
• Erin Michael, Human Resources Manager
• Mike Rickert, Wastewater Treatment Plant Operator Apprentice
• Ed Schumaker, Maintenance Worker II
• Paula Williamson, Environmental Planner
LOTT welcomed the following new individuals to its staff:
• Adriel Grijalva, Facilities Technician
• Natalie Neher, Records Technician
• Joe Ferris, Inventory Control Specialist LOTT received a
Happy Heart Special
Achievement Award from
the Thurston County
Chamber and Thurston
Adriel Grijalva Natalie Neher Joe Ferris
County Public Health
Commitment to Employee Wellness
and Social Services
LOTT began a unique program to encourage employees to increase their levels
of physical activity. LEAP (LOTT Exercise and Activity Program) provides an Department WorkWell
incentive to staff members who meet the Surgeon General’s
recommended level of physical activity, at least five days Program. The award
per week for thirty minutes, of qualifying activity. This new
recognizes LOTT’s
program is part of LOTT’s overall Wellness Program. Fit
employees are less likely to use sick leave or be injured on comprehensive employee
the job. An active Wellness Program is also a requirement of
the “Well City” designation for which LOTT has applied. If Wellness Program.
approved, LOTT will receive a discount on health insurance
premiums, which in turn would lower operating expenses.
18/ Planning, Financing, Design,
and Construction
Capital Project Milestones
Capital projects are integral to LOTT’s mission and
values. Existing facilities and equipment require repair,
replacement, and upgrades. At the same time, LOTT
must prepare for the future, building conveyance
pipelines, recharge basins, and treatment facilities to
accommodate projected increases in flows. Capital
projects cross all four topic areas of LOTT’s Strategic
Business Plan and reach into all of the LOTT partner
communities. During 2010, LOTT completed or made
substantial progress on many capital projects.
19Diversity of Projects
Capital projects are a major part of LOTT’s annual workload, and 2010 was a
busy and productive year in that regard. During the year, a number of capital
projects were started, continued, and/or completed. These projects are needed to
repair and replace existing facilities to maintain current operations and treatment
capacity, and to prepare for additional treatment capacity in the future.
Administrative/Education Center and Water
Quality Laboratory
Construction of the new 25,000 square foot building and
remodeling of 7,600 square feet of the old treatment plant
administration building was completed in June 2010. The
Miller|Hull Partnership was the architect for the project,
which was designed to meet LEED Platinum certification for
environmentally sustainable design and construction.
Korsmo Construction was the general contractor on the
project. Construction was completed on time and within
budget, at approximately $13.5 million. LOTT received an Regional Services Center
office space
Energy Conservation Grant from Puget Sound Energy of
$47,160 for the project’s energy enhancements. Staff moved into the building,
now referred to as the Regional Services Center, on June 21. Public art for the
building was completed by Pam Beyette, and installed in late August. LOTT’s Regional Services
Center was awarded the
Deschutes Parkway to Tumwater Reclaimed Water Pipeline Outstanding Achievement
This four-phase project was designed to convey reclaimed water in Public Works Projects
from the Budd Inlet Reclaimed Water Plant to portions of
Olympia and Tumwater. Two phases of the project were award in the Buildings
completed in 2009 and two were completed in 2010. The category by the state’s
project was financed through the American Recovery and
Reinvestment Act of 2009, awarded through the Washington State Infrastructure Assistance
Department of Ecology’s State Revolving Fund loan process in coordination with Coordinating Council.
the Environmental Protection Agency. The funding total, $2,148,796, consists of
50% forgivable principal and 50% conventional loan at 2.9% rate of interest for The award was the result
20 years. of the unique environmen-
The Tumwater Reclaimed Water tal design and utility’s
Pipeline segment required installation approach to financing the
of a new pipeline from Tumwater Falls
Park, south along Capitol Boulevard project. LOTT was able
and Tumwater Valley Drive, to an to cash finance the entire
interim end-point on the Tumwater
Valley Municipal Golf Course. Work project, in part by secur-
was completed by Hos Brothers ing grants and low-cost
in May.
Reclaimed water pipeline installation at the funding for other capital
The Heritage/Marathon Park Re- Tumwater Valley Munipal Golf Course projects, including access-
claimed Water Modification segment
replaced a 4-inch pipeline with a larger 12-inch pipeline. The work spanned the ing green and environ-
pedestrian footbridge over Capitol Lake between the two parks and required mental based funding.
coordination with the State Department of General Administration. Donovan
Excavating, Inc. and their subcontractor Nelson and Sons, completed the work
20 in June.Mullen Road Reclaimed Water Pipeline Aeration Blower Replacement
Capital Project Milestones
The Mullen Road reclaimed water pipeline This energy-efficiency
was installed for LOTT by the City of Lacey project was designed and
to convey reclaimed water from the future constructed in a joint
Mullen Road Reclaimed Water Plant. effort between Trane
The 3,400 foot long 12-inch pipeline was and HDR to replace
installed as part of the city’s project to one of LOTT’s four old,
extend Mullen Road from Ruddell Road to inefficient blowers with
College Street. a high-efficiency, turbo
blower. LOTT received a
Martin Way Pump Station Conservation Grant from
Puget Sound Energy for
Reclaimed Water Utilization
$374,772 to cover nearly
Work started on the Martin Way Pump 70% of the project cost.
Station project in September. The project New turbo aeration blower replacement site Installation of the new
involved supplying reclaimed water to the turbo blower is anticipated
pump station from the Martin Way Reclaimed Water Plant in early 2011.
at a usable pressure, installing a cat-walk, and installing an
air gap tank. Hermanson Company completed the project, Additional Capital Projects
which was commissioned in early 2011. It is expected to
save over $3,000 per month in utility costs. A number of additional capital projects were completed in
2010. These projects included an Interceptor Sewer
Inspection and Cleaning project, Budd Inlet Treatment
Mottman Road Interceptor Replacement
Plant Fire Alarm System Upgrade, Second Anoxic Mixers
Due to erosion caused by a Replacement, Fiber Optic Line to
rainstorm in 2009, the Capitol Lake Pump Station, Hydraulic
gravity sewer line near Gate Operator Overhaul, and finalizing
Percival Creek had to be of the Control System Upgrade project.
replaced. To minimize costs
and disruption to the public, LOTT received Energy Conservation
the work was completed Grants from Puget Sound Energy for
using auger boring to install two capital projects – $20,639 for
approximately 650 feet of lighting upgrades in the Budd Inlet
18-inch pipeline at depths Treatment Plant and $8,816 for
up to 45 feet. The work variable frequency drives on
was completed by Donovan pressurization pumps, which serve
Excavating and its subcon- the dissolved air flotation thickeners.
tractors Nelson and Sons, Auger boring during the Mottman Road intercepter
DBM Excavating, and replacement
Gonzales Boring in April 2010.
Digester Improvements
This project included replacement of five recirculation
pumps, five heat exchangers, four large influent gates and
operators, and the addition of a 48-inch magnetic flow
meter to the outfall. Pacific Crest, the contractor, began
work in July. By December, all the equipment was installed
and on-line, with pipe insulation and punch list items to be
completed early in 2011.
21Design Projects and Studies
Throughout 2010, collaborative work was underway by HDR Engineering and the
selected general contractor/construction manager, Mortenson Construction, Inc.,
to design new primary sedimentation basins and improvements for the existing LOTT’s Martin Way
basins. Design will be completed in 2011. This will be the largest upgrade to the
Budd Inlet Treatment Plant since nitrogen removal was added in the early 1990s. Reclaimed Water Plant
LOTT has tentatively been approved on the Public Works Trust Fund list for
$10,000,000, at 0.5% rate of interest for 20 years, to assist with funding for this and Hawks Prairie Re-
large-scale project.
claimed Water Ponds
and Recharge Basins
were chosen for the 2010
WateReuse Project of
the Year Award by the
WateReuse Association
for small projects under
5 million gallons per day.
Rendering of the planned primary sedimentation basins This international award
recognizes projects
Design of two other projects was completed in 2010. Parametrix completed
design for the Screenings Pumps Replacement project, which will be bid and whose significance and
constructed in 2011. Design of the Influent Pump Variable Frequency Drive
Replacement project was also completed and will be bid in 2011. contributions to the
LOTT also completed work on several studies. The Budd Inlet Reclaimed community continue to
Water Plant Demand and Supply Analysis was completed by HDR. Brown and
advance the water reuse
Caldwell’s 5-year Groundwater Recharge and Reclaimed Water Conveyance
Alternatives study was also completed in 2010, with publication of a final report. industry.
The Budd Inlet Odor Control study was started by Brown and Caldwell, and
Parametrix began work on the North Outfall Upgrade Evaluation. Brown and
Caldwell completed a study that evaluated the need, size, and location of poten-
tial equalization basins to help manage storm flows at the Budd
Inlet Treatment Plant, and another identifying and evaluat-
ing potential locations for a future satellite reclaimed water
treatment plant in the Tumwater area. The Reclaimed Water
Storage and Booster Pumping study was started in late 2010 by
HDR. As a result of initial work on this study, LOTT submit-
ted a Water Quality Financial Assistance Application to the
Washington State Department of Ecology for the 2012 applica-
tion cycle to fund a reclaimed water storage facility and pump
station, which has been tentatively approved for $3,398,729 at
2.6% rate of interest for 20 years.
Martin Way Reclaimed
Water Plant
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