Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Infrastructure topic
No spam. Unsubscribe anytime.
Lynnwood staff outline multi‑year plan to upgrade aging wastewater plant, say phased work and contractor involvement will limit risk
Summary
Public Works staff presented a Basis of Design process and alternatives analysis for the city’s aging wastewater treatment plant, said upgrades are required to meet modern regulatory standards and described a phased approach with a GCCM delivery method; staff estimated construction could take 4–6 years and reported a recent ~ $6 million state low‑interest loan secured.
Public Works Director Walters and wastewater staff on Monday told the council the city’s wastewater treatment plant—built in 1962 and upgraded in prior decades—requires major upgrades to maintain compliance with modern regulatory requirements and to address aging systems.
Wastewater treatment plant manager Hassan Shirkani and supervisor Tanner Boyle walked council through the facility’s history and a recent facility plan. Staff said the plant’s original layout forces multiple pumpings and energy inefficiencies, several key components lack redundancy, and the city has relied on interim measures (the sludge handling system was taken offline in April 2024 and the plant has used interim hauling operations since). Shirkani said the Basis of Design Report (BODR) under way with consultant Hazen & Sawyer will refine process configuration, layout, phasing and updated cost and schedule estimates.
Staff described three alternatives the facility plan evaluated at concept level: improve the existing facility on site, divert flows to a regional system, or build a new off‑site plant. Given operational constraints and the need to keep the plant online during construction, staff said a phased approach—building new components, commissioning them, then decommissioning older units—appears viable. The project delivery method under consideration is GCCM (general contractor/construction management), which allows early contractor involvement in design, iterative cost refinement and a later guaranteed maximum price.
Council members asked about community outreach, estimated construction lengths and cost escalation since earlier planning estimates. Staff said the BODR will provide updated cost estimates next year and that construction is more plausibly a 4–6 year effort rather than a 10‑year full construction window sometimes cited in public comments. Staff also described the city’s interlocal agreement with Edmonds, which currently assigns roughly an 11.5% capital share based on an old formula; staff said they are negotiating updated cost‑share terms as the project proceeds.
Neighbors asked about odor, health and environmental impacts; staff said the incinerator was shut down in 2024, the plant has experienced odor complaints, and staff implemented monitoring (hydrogen sulfide meters), operational changes and deodorizer measures. The Department of Ecology has allowed interim sludge hauling while the city develops a permanent sludge handling approach.
Next steps: the city will continue the Basis of Design work in 2026, hold monthly technical workshops, conduct further community outreach at key milestones, host a council plant tour on March 27, and return to the council with refined cost and schedule estimates once design decisions are advanced.
