City View: Measuring gallons and miles

by Bill Watkins

October 6,2007

Numbers often define cities. City government is frequently asked to measure, compare and provide data on everything from people and parks to dollars and dog tags.

As I review plans for Fiscal Year 2008, which began Oct. 1, I am particularly aware of how important it is that the city plan and measure in gallons and miles.

We're measuring things that directly affect homes and businesses: millions of gallons of clean water; millions of gallons of wastewater to be treated; and miles of corresponding pipe needed as Columbia reaches that pivotal population mark of 100,000.

I want to provide a little "Water and Sewer 101" to give readers some context as the Columbia City Council discusses needed system improvements in the coming months.

Our sewer system, managed by the Public Works Department, includes 600 miles of sewer pipe, 24 pump stations and 16,000 manholes. Although designed for a daily capacity of 13 million gallons when it was built in 1983, the city's wastewater treatment plant and 130 acres of wetlands can handle about 20 million gallons.

Funding for sewer capital projects comes from a combination of revenue bonds and enterprise revenue (generated through customer rates). Voters approved an $18.5 million ballot issue in 2003 to fund system upgrades—primarily wastewater collection facilities. As those projects near completion, it's time to review the city's need to modernize service for existing customers and have the basics in place to welcome new ones. Our treatment practices also must comply with much more stringent rules now enforced by the federal Environmental Protection Agency.

The city's Water and Light Department manages 14 supply wells, two reservoirs, three water towers, 635 miles of water pipe, a treatment plant and almost 5,200 fire hydrants. A recent treatment plant expansion allows us to pump up to 32 million gallons per day, and we usually pump 16 million gallons daily.

Like the city's sewer projects, funding for water capital projects comes from revenue bonds repaid by customer rates. Voters last approved a water bond issue in 2003 and, as with the sewer ballot, it generated $18.5 million for drinking water and fire flow improvements for city water customers. In addition to replacing outdated facilities and addressing customer growth, it's time to address some extensive, deferred maintenance.

It strikes me that this physical, public infrastructure is a lot like the bones, muscles and organic systems that support our bodies. Without continuing attention and care, we get out of shape and lose vitality. Those systems must keep working if we want to breathe, think, develop and otherwise enjoy life. Public infrastructure must be there 24-7, ready to safely and reliably meet our city's demands.

I've made no secret of my belief that putting resources into roads, utilities and other public assets adds value for current and future generations. In my opinion, our community continues to grow at a rate that enhances our value here at home and to others looking for a great place to live and locate businesses.

Look around Columbia. I see opportunity waiting for all of us. We have much to celebrate and so much to do.

Bill Watkins is Columbia's city manager.

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