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Qsfmjnjobsz Sfhjpobm!Xbtufxbufs!Qsphsbn!Cvehfu boe!Dbqjubm!Jnqspwfnfout!Qsphsbn Nfuspqpmjubo!Xbtufxbufs NBOBHFNFOU!DPNNJTTJPO Gjtdbm!Zfbs!312:.3131 - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# qbsuofst!jo!xbtufxbufs!nbobhfnfou Preliminary REGIONAL WASTEWATER PROGRAM BUDGET and CAPITAL IMPROVEMENTS PROGRAM Fiscal Year 2019-20 The Metropolitan Wastewater Management Commission adopted its Operating Budget and Capital Improvements Program (CIP) for FY 19-20 on April 12, 2019. The Budget and CIP are currently scheduled for consideration and ratification by the Springfield City Council on May 6, 2019, the Eugene City Council on May 13, 2019, and the Lane County Board of Commissioners on May 21, 2019. The Commission is scheduled for final consideration and ratification of the Budget and CIP . on June 14, 2019 COMMISSION MEMBERS: Doug Keeler, President (Springfield) Pat Farr, Vice President (Lane County) Bill Inge (Lane County) Walt Meyer (Eugene) Joe Pishioneri (Springfield) Peter Ruffier (Eugene) Jennifer Yeh (Eugene) STAFF: Tom Boyatt, Interim MWMC Executive Officer/Springfield Development & Public Works Director Matthew Stouder, MWMC General Manager/Springfield Environmental Services Manager Dave Breitenstein, Interim Eugene Wastewater Division Director Nathan Bell, MWMC Finance Officer/Springfield Finance Director www.mwmcpartners.org Cover photo: aerial of the Water Pollution Control Facility on River Avenue, and the Willamette River. - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# TABLE OF CONTENTS - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Overview METROPOLITAN WASTEWATER MANAGEMENT COMMISSION FY 19-20 BUDGET AND CAPITAL IMPROVEMENTS PROGRAM for the REGIONAL WASTEWATER PROGRAM TABLE OF CONTENTS PROGRAM OVERVIEW Budget Message.. ..................................................................................................................... 1 Acronyms and Explanations ..................................................................................................... 3 Regional Wastewater Program Overview ................................................................................ 5 Exhibit 1: Interagency Coordination Structure ............................................................... 11 BUDGET SUMMARY Regional Wastewater Program Budget and Program Summary ............................................ 12 Exhibit 2: Regional Operating Budget Summary ........................................................... 12 Exhibit 3: Line Item Summary by Program Area ........................................................... 14 Exhibit 4: Budget Summary and Comparison ................................................................. 15 RESERVE FUNDS Regional Wastewater Program Reserve Funds ...................................................................... 19 Exhibit 5: Operating Reserves Line Item Budget ........................................................... 20 OPERATING PROGRAMS Regional Wastewater Program Staffing ................................................................................. 23 Exhibit 6: Regional Wastewater Program Organizational Chart .................................... 23 Exhibit 7: Regional Wastewater Program Position Summary ........................................ 24 Springfield Program and Budget Detail ................................................................................. 26 Exhibit 8: Springfield Administration Program Budget Summary ................................. 29 Exhibit 9: Springfield Administration Line Item Summary ............................................ 30 Eugene Program and Budget Detail ....................................................................................... 31 Exhibit 10: Eugene Operations & Maintenance Program Budget Summary ................... 35 Exhibit 11: Eugene Operations & Maintenance Line Item Summary.............................. 36 CAPITAL PROGRAM Regional Wastewater Capital Improvements Program .......................................................... 37 Exhibit 12: Capital Program Budget Summary ................................................................ 40 Exhibit 13: Capital Program 5-Year Plan ........................................................................ 44 CAPITAL PROJECT DETAIL Capital Program Project Detail Sheets ................................................................................... 45 - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# PROGRAM OVERVIEW - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Budget Message BUDGET MESSAGE Members of the Metropolitan Wastewater Management Commission (MWMC) MWMCs’ Customers and Partnering Agencies We are pleased to present the Metropolitan Wastewater Management Commission’s budget for fiscal year 2019-20. This budget funds operations, administration, and capital projects planned for the Regional Wastewater Program. MWMC Background The Metropolitan Wastewater Management Commission (MWMC) was formed by Eugene, Springfield, and Lane County through an intergovernmental agreement (IGA) in 1977 to provide wastewater collection and treatment services for the Eugene-Sprinfield metropolitan area. The seven-member Commission, appointed by the City Councils of Eugene and Springfield and the Lane County Board of Commissioners, is responsible for oversight of the Regional Wastewater Program. Since 1983, the Commission has contracted with the cities of Springfield and Eugene to provide all staffing and services necessary to maintain and support the Regional Wastewater Program. The MWMC has been providing high-quality wastewater services to the metropolitan area for 42 years. The service area for the MWMC consists of approximately 250,000 residents, including 79,100 residential and commercial accounts. The MWMC is committed to clean water, the community’s health, the local environment, and to providing high quality services in a manner that will achieve, sustain, and promote balance between community, environmental, and economic needs. Budget Development Process The MWMC’s budget development schedule begins in January, with a budget kick-off to review key outcomes the Commission strives to achieve, along with performance indicators identified to measure results of annual workplans over time. February includes a presentation of the draft Capital Improvement Program (CIP) budget and five-year capital plan, and in March the operating budget programs and user fee rate scenarios are presented for discussion and direction. In April, the Commission holds public hearings on the Preliminary Regional Wastewater Program (RWP) Budget and CIP, and regional wastewater user rates. In May, the RWP budget is provided to the three governing bodies of Springfield, Eugene and Lane County for their review, input and ratification. The RWP Budget and CIP returns to the MWMC in June for final approval, with budget implementation occuring July 1. Fiscal Year 2019-20 Budget The Administration and Capital Improvements Program (CIP) components of the MWMC’s budget are reflected in the City of Springfield’s RWP budget. Operations, maintenance, equipment replacement, major rehabilitation, and major capital outlay components are reflected in the City of Eugene’s RWP budget. Both cities’ Industrial Pretreatment Programs are managed Page 1 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Acronyms and Explanations ACRONYMS AND EXPLANATIONS AMCP – Asset Management Capital Program. The AMCP implements the projects and activities necessary to maintain functionality, lifespan, and effectiveness of the MWMC facility assets on an ongoing basis. The AMCP is administered by the City of Eugene for the MWMC. BMF – Biosolids Management Facility. The Biosolids Management Facility is an important part of processing wastewater where biosolids generated from the treatment of wastewater are turned into nutrient rich, beneficial organic materials. CIP – Capital Improvements Program. This program implements projects outlined in the 2004 Facilities Plan and includes projects that improve performance, or expand treatment or hydraulic capacity of existing facilities. CMOM – Capacity Management and Maintenance Program. The CMOM program addresses wet weather issues such as inflow and infiltration with the goal to eliminate sanitary sewer overflows to the extent possible and safeguard the hydraulic capacity of the regional wastewater treatment facility. CWSRF – Clean Water State Revolving Fund. The Clean Water State Revolving Fund loan program is a federal program administered by the Oregon DEQ that provides low-cost loans for the planning, design and construction of various water pollution control activities. (DEQ) EMS – Environmental Management System. An EMS is a framework to determine the environmental impacts of an organization’s business practices and develop strategies to address those impacts. ESD – Environmental Services Division. The ESD is a division of the City of Springfield’s Development and Public Works Department that promotes and protects the community’s health, safety, and welfare by providing professional leadership in the protection of the local environment, responsive customer service, and effective administration for the Regional Wastewater Program. IGA – Intergovernmental Agreement. Pursuant to ORS 190.010, ORS 190.080, and ORS 190.085, the IGA is an agreement between the cities of Eugene and Springfield and Lane County that created the MWMC as an entity with the authority to provide resources and support as defined in the IGA for the Regional Wastewater Program. MWMC – Metropolitan Wastewater Management Commission. The MWMC is the Commission responsible for the oversight of the Regional Wastewater Program. In this role, the MWMC protects the health and safety of our local environment by providing high-quality management of wastewater conveyance and treatment to the Eugene-Springfield community. The Commission is responsible for the oversight of the Regional Wastewater Program. Page 3 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Acronyms and Explanations NPDES – National Pollutant Discharge Elimination System permit. The NPDES permit program is administered by the Oregon Department of Environmental Quality (DEQ) in fulfillment of federal Clean Water Act requirements. The NPDES permit includes planning and technology requirements as well as numeric limits on effluent water quality. RWP – Regional Wastewater Program. Under the oversight of the MWMC, the purpose of the RWP is to protect public health and safety and the environment by providing high quality wastewater management services to the Eugene-Springfield metropolitan area. The MWMC and the regional partners are committed to providing these services in a manner that will achieve, sustain, and promote balance between community, environmental, and economic needs while meeting customer service expectations. SDC – System Development Charge. SDCs are charges imposed on development so that government may recover the capital needed to provide sufficient capacity in infrastructure systems to accommodate the development. SRF – Clean Water State Revolving Fund. The Clean Water State Revolving Fund loan program is a federal program administered by the Oregon DEQ that provides low-cost loans for the planning, design and construction of various water pollution control activities. (DEQ) SSO – Sanitary Sewer Overflows. Discharges of raw sewage. TMDL – Total Maximum Daily Load. The federal Clean Water Act defines Total Maximum Daily Load as the maximum amount of any pollutant that can be safely assimilated by a waterway in one day without significant degradation of water quality. TSS – Total Suspended Solids. Organic and inorganic materials that are suspended in water. WPCF – Regional Water Pollution Control Facility. The WPCF is a state-of-the-art facility providing treatment of the wastewater coming from the Eugene/Springfield metropolitan area. The WPCF is located on River Avenue in Eugene. The treatment plant and 49 pump stations distributed across Eugene and Springfield operate 24 hours a day, 7 days a week, 365 days a year to collect and treat wastewater from homes, businesses and industries before returning the cleaned water, or effluent, to the Willamette River. Through advanced technology and processes, the facility cleans, on average, up to 30 million gallons of wastewater every day. WWFMP – Wet Weather Flow Management Plan. This plan evaluated and determined the most cost-effective combination of collection system and treatment facility upgrades needed to manage excessive wet weather wastewater flows in the Eugene/Springfield metropolitan area. Page 4 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Overview REGIONAL WASTEWATER PROGRAM OVERVIEW The Metropolitan Wastewater Management Commission The Metropolitan Wastewater Management Commission (MWMC) was formed by Eugene, Springfield, and Lane County through an intergovernmental agreement (IGA) in 1977 to provide wastewater collection and treatment services for the Eugene-Springfield metropolitan area. The seven-member Commission is composed of members appointed by the City Councils of Eugene (3 representatives), Springfield (2 representatives) and the Lane County Board of Commissioners (2 representatives). Since its inception, the Commission, in accordance with the IGA, has been responsible for oversight of the Regional Wastewater Program (RWP) including: construction, maintenance, and operation of the regional sewerage facilities; adoption of financing plans; adoption of budgets, user fees and connection fees; adoption of minimum standards for industrial pretreatment and local sewage collection systems; and recommendations for the expansion of regional facilities to meet future community growth. Since 1983, the Commission has contracted with the Cities of Springfield and Eugene for all staffing and services necessary to maintain and support the RWP. Lane County’s partnership includes participation on the Commission and support for customers that are served by the MWMC in the Santa Clara unincorporated area. Regional Wastewater Program Purpose and Key Outcomes The purpose of the RWP is to protect public health and safety and the environment by providing high quality wastewater management services to the Eugene-Springfield metropolitan area. The MWMC and the regional partners are committed to providing these services in a manner that will achieve, sustain, and promote balance between community, environmental, and economic needs while meeting customer service expectations. Since the mid-1990s, the Commission and RWP staff have worked together to identify key outcome areas within which to focus annual work plan and budget priorities. The FY 19-20 RWP work plans and budget reflect a focus on the following key outcomes or goals. In carrying out the daily activities of managing the regional wastewater system, we will strive to achieve and maintain: 1.High environmental standards; 2.Fiscal management that is effective and efficient; 3.A successful intergovernmental partnership; 4.Maximum reliability and useful life of regional assets and infrastructure; 5.Public awareness and understanding of MWMC, the regional wastewater system, and MWMC’s objectives of maintaining water quality and a sustainable environment. The Commission believes that these outcomes, if achieved in the long term, will demonstrate success of the RWP in carrying out its purpose. In order to help determine whether we are successful, indicators of performance and targets have been identified for each key outcome. Tracking performance relative to identified targets over time assists in managing the RWP to achieve desired results. The following indicators and performance targets provide an important framework for the development of the FY 19-20 RWP Operating Budget, Capital Improvements Program and associated work plans. Page 5 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Overview Outcome 1:Achieve and maintain high environmental standards. Indicators:Performance: FY 17-18 FY 18-19 FY 19-20 ActualEstimated Actual Target Volume of wastewater treated to water 100%; 11.2 100%; 10.5 100%; 11 quality standards billion gallons billion gallons billion gallons 97% 98% 95% Average removal efficiency of carbonaceous biochemical oxygen demand (CBOD) and total suspended solids (TSS) (permit limit 85%) Arsenic 29% Arsenic 15% Arsenic <50% High quality biosolids (pollutant Cadmium 15% Cadmium 10% Cadmium <50% concentrations less than 50% of EPA Copper 33% Copper 35% Copper <50% exceptional quality criteria) Lead 12% Lead 11% Lead <50% Mercury 6% Mercury 7% Mercury <50% Nickel 7% Nickel 5% Nickel <50% Selenium 18% Selenium 10% Selenium <50% Zinc 33% Zinc 35% Zinc <50% All objectives met All objectives met Meet all ISO14001 Environmental Management objectives System Certification (no major nonconformance) Outcome 2:Achieve and maintain fiscal management that is effective and efficient. Indicators: Performance: FY 17-18 FY 18-19 FY 19-20 ActualEstimated Actual Target Policies met Policies met Policies met Annual budget and rates align with the MWMC Financial Plan Clean audit Clean audit Clean audit Annual audited financial statements AA AA A+ Uninsured bond rating Yes Yes Yes Reserves funded at target levels Partial plan update Adopted and --- Financial Plan policy updates implemented Adopted and --- --- System Development Charges update implemented Page 6 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Overview Outcome 3: Achieve and maintain a successful intergovernmental partnership. Indicators: Performance: FY 17-18 FY 18-19 FY 19-20 ActualEstimated Actual Target Consistent across Consistent across Consistent across Industrial Pretreatment Programs are service areaservice area service area consistent with the MWMC pretreatment model ordinance 100% of initiated 100% of initiated 100% of initiated MWMC capital projects consistent projects within projects within projects within with CIP budget and schedule budget and 100% budget and 100% budget and 75% (6 of 6 projects) (11 of 11 projects) on schedule on schedule on schedule Implemented Quarterly meetings Quarterly meetings Interagency coordination regarding Regional CMOM between Eugene and between Eugene and Capacity Management Operations and Program annual Springfield; Annual Springfield; Annual Maintenance (CMOM) Program reporting update to the update to the Commission Commission --- 4 community 4 community Community presentations regarding presentations presentations MWMC partnership, services and delivered by Eugene delivered by Eugene outcomes delivered jointly and Springfield staff and Springfield staff to community to community groups within the groups within the service area service area Amendment of the --- --- MWMC IGA Modification to allow IGA approved by the acceptance of hauled waste from governing bodies outside the service area Outcome 4:Maximize reliability and useful life of regional assets and infrastructure. Indicators: Performance: FY 17-18 FY 18-19 FY 19-20 ActualEstimated Actual Target 94% 95% 90% Preventive maintenance completed on time (best practices benchmark is 90%) 5.5:1 5:1 5:1 Preventive maintenance to corrective maintenance ratio (benchmark 4:1-6:1) 0.6% 1% <2% Emergency maintenance required (best practices benchmark is less than 2% of labor hours) Asset management Asset management Annual update Asset management (AM) processes and work plan plan completed to the asset practices review and development development management completed plan Page 7 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Overview Outcome 5:Achieve and maintain public awareness and understanding of MWMC, the regional wastewater system, and MWMC’s objectives of maintaining water quality and a sustainable environment. Indicators: Performance: FY 17-18 FY 18-19 FY 19-20 ActualEstimated Actual Target Update of plan ContinueUpdate in Spring Communications Plan completed implementation and 2020 based on refresh as needed survey results Created new Created newImplement Promote MWMC social media Facebook and Instagram account strategies to grow channels Twitter accounts Facebook followers to 300, Twitter followers to 250 and Instagram to 125 Completed design Distribute monthly Distribute monthly Create and distribute MWMC update and and increase and increase e-newsletters increaseddistribution by 10% distribution to 250 distribution by 24% subscribers 2 campaigns and 2 campaigns and 2 campaigns and Pollution prevention campaigns 4 sponsorships; 4 sponsorships, 4 sponsorships; combined reaching combined reaching combined reaching 20% of residents in over 20% of 40% of residents service area residents in service in service area area Provide tours for Provided tours for Provide tours for Provide tours of the MWMC more than 600 greater than 750 greater than Facilities peoplepeople1,000 people Annual review of --- Surveying in Fall Community survey data2019 (approx. every 4 years) th Reached approx. Reach 25% of 5Reach 25% of Clean Water University thth 7% of 5 Graders Graders in 5 Graders in in Eug/Spfld Eug/Spfld Eug/Spfld Page 8 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Overview Roles and Responsibilities In order to effectively oversee and manage the RWP, the partner agencies provide all staffing and services to the MWMC. The following sections describe the roles and responsibilities of each of the partner agencies, and how intergovernmental coordination occurs on behalf of the Commission. City of Eugene The City of Eugene supports the RWP through representation on the MWMC, provision of operation and maintenance services, and active participation on interagency project teams and committees. Three of the seven MWMC members represent Eugene – two citizens and one City Councilor. Pursuant to the Intergovernmental Agreement (IGA), the Eugene Wastewater Division operates and maintains the Regional Water Pollution Control Facility (WPCF), the Biosolids Management Facility (BMF) and associated residuals and reclaimed water activities, along with regional wastewater pumping stations and transmission sewers. In support of the RWP, the Division also provides technical services for wastewater treatment; management of equipment replacement and infrastructure rehabilitation; biosolids treatment and recycling; industrial source control (in conjunction with Springfield staff); and regional laboratory services for wastewater and water quality analyses. These services are provided under contract with the MWMC through the regional funding of 78.36 full-time equivalent (FTE) employees. City of Springfield The City of Springfield supports the RWP through representation on the MWMC, provision of MWMC administration services, and active coordination of and participation on interagency project teams and committees. Two MWMC members represent Springfield – one citizen and one City Councilor. Pursuant to the IGA, the Springfield Development and Public Works Director, and the Environmental Services Manager serve as the MWMC Executive Officer and General Manager, respectively. The Environmental Services Division and Finance Department staff provide ongoing staff support to the Commission and administration of the RWP in the following areas: legal and risk management services; financial management and accounting; coordination and management of public policy; regulatory and permit compliance issues; coordination between the Commission and the governing bodies; long-range capital project planning, design, and construction management; coordination of public information, education, and citizen involvement programs; and coordination and development of regional budgets, rate proposals, and revenue projections. Springfield staff also provides local implementation of the Industrial Pretreatment Program, as well as billing coordination and customer service. These services are provided under contract with the MWMC through the regional funding of 15.68 FTE of Development and Public Works Department staff and 0.88 FTE of Finance Department staff, for a total 16.56 FTE as reflected in the FY 19-20 Budget. Lane County Lane County supports the RWP through representation on the MWMC, including two MWMC members that represent Lane County – one citizen and one County Commissioner. Lane County’s partnership initailly included providing support to manage the proceeds and repayment of the RWP general obligation bonds to finance the local share of the RWP facilities construction. These bonds were paid in full in 2002. The County, while not presently providing sewerage, has the authority under its charter to do so. The Urban Growth Boundary includes the two Cities (urban lands) and certain unincorporated areas surrounding the Cities which lies Page 9 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Overview entirely within the County. Federal funding policy requires sewage treatment and disposal within the Urban Growth Boundary to be provided on a unified, metropolitan basis. Interagency Coordination The effectiveness of the MWMC and the RWP depends on extensive coordination, especially between Springfield and Eugene staff, who provide ongoing program support. This coordination occurs in several ways. The Springfield ESD/MWMC General Manager and the Eugene Wastewater Division Director coordinate regularly to ensure adequate communication and consistent implementation of policies and practices as appropriate. The Eugene and Springfield Industrial Pretreatment Program supervisors and staff meet regularly to ensure consistent implementation of the Model Industrial Pretreatment Ordinance. Additionally, interagency project teams provide input on and coordination of ongoing MWMC administration issues and ad hoc project needs. Exhibit 1 on the following page reflects the interagency coordination structure supporting the RWP. Special project teams are typically formed to manage large projects such as design and construction of new facilities. These interagency staff teams are formulated to provide appropriate expertise, operational knowledge, project management, and intergovernmental representation. Relationship to Eugene and Springfield Local Sewer Programs The RWP addresses only part of the overall wastewater collection and treatment facilities that serve the Eugene-Springfield metropolitan area. The Cities of Eugene and Springfield both maintain sewer programs that provide for construction and maintenance of local collection systems and pump stations, which discharge to the regional system. Sewer user fees collected by the two Cities include both local and RWP rate components. Page 10 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Overview EXHIBIT 1 Page 11 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# BUDGET SUMMARY - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Budget and Program Summary REGIONAL WASTEWATER PROGRAM FY 19-20 BUDGET The MWMC’s RWP Operating Budget provides the Commission and governing bodies with an integrated view of the RWP elements. Exhibit 2 provides a summary of the overall Operating Budget. Separate Springfield and Eugene agency budgets and staffing also are presented within this budget document. Major program areas supported by Springfield and Eugene are described in the pages that follow and are summarized in Exhibit 3 on page 14. Finally, Exhibit 4 on page 15 combines revenues, expenditures, and reserves to illustrate how funding for all aspects of the RWP is provided. It should also be noted that the “Amended Budget FY 18-19” column in all budget tables represents the updated FY 18-19 RWP budget as of February 19, 2019, which reconciled actual beginning balances at July 1, 2018, and approved budget transfers and supplemental requests. EXHIBIT 2 REGIONAL OPERATING BUDGET SUMMARY: INCLUDING RESERVE CONTRIBUTIONS ADOPTEDAMENDEDPROPOSED BUDGETBUDGETBUDGET CHANGE (1) FY18-19 FY18-19 FY19-20INCR/(DECR) Full-Time Equivalent Staffing Level93.9293.9294.921.001.1% Personnel Services (2)$11,103,999$11,103,999$11,836,299$732,3006.6% Materials & Services (2) 7,036,1636,851,712 6,811,610 (40,102)-0.6% Capital Outlay 2, 3 163,706 163,706 20,000(143,706)-87.8% () Equip Replacement Contributions 4 1,000,0001,000,000 2,000,000100.0% () 1,000,000 Capital Contributions 5 14,000,00014,000,000 15,000,0007.1% () 1,000,000 6 5,452,8105,452,810 4,947,783 (505,027) -9.3% Debt Service Contributions () 7 900,000 900,000 900,000 Working Capital Reserve () -0% 9 2,000,0002,000,000 2,000,000 Rate Stability Reserve () -0% Insurance Reserve (9) 515,000 1,500,000 1,500,000985,000191% Operating Reserve (10) 4,764,8243,916,913 3,151,064 (765,849) -19.6% Rate Stabilization Reserve (11) 2,000,0002,000,000 2,000,000 -0% SRF Loan Reserve (12)670,908435,603435,603(235,305)-35% Budget Summary$48,575,048$50,357,105$50,602,359$2,027,3114.2% Notes: 1.The Change column and Percent Change column compare the Adopted FY 19-20 Budget with the originally Adopted FY 18-19 Budget column. 2.Personnel Services, Materials and Services, and Capital Outlay budget amounts represent combined Springfield and Eugene Operating Budgets that support the RWP. 3.Capital Outlay does not include CIP, Equipment Replacement, Major Capital Outlay, or Major Rehabilitation, which are capital programs. 4.The Equipment Replacement Contribution is a budgeted transfer of operating revenues to reserves for scheduled future replacement of major equipment, vehicles, and computers. See table on page 21 for year-end balance. Page 12 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Budget and Program Summary 5.The Capital Reserve Contribution is a budgeted transfer of operating revenues to reserves. Capital is passed through the Springfield Administration Budget. See table on page 22 for year-end balance. 6.The Debt Service line item is the sum of annual interest and principal payments on the Revenue Bonds and Clean Water State Revolving Fund (SRF) loans made from the Operating Budget (derived from user rates). The total amount of Debt Service budgeted in FY 19-20 is $4,947,783 a portion of which is funded by System Development Charges (SDCs). 7.The Working Capital Reserve acts as a revolving account which is drawn down and replenished on a monthly basis to fund Eugene’s and Springfield’s cash flow needs. 8.The Rate Stability Reserve is used to set aside revenues available at year-end after the budgeted Operating Reserve target is met. Internal policy has established a level of $2 million for the Rate Stability Reserve. See Exhibit 5 on page 20 for year-end balance. 9.The Insurance Reserve was established to set aside funds to cover the insurance deductible amount for property and liability insurance coverage, for losses per occurrence. The Insurance Reserve is set at $1.5 million. 10.The Operating Reserve is used to account for the accumulated operating revenues net of operations expenditures. The Commission’s adopted policy provides minimum guidelines to establish the Operating Reserve balance at approximately two months operating expenses of the adopted Operating Budget. The Operating Reserve provides for contingency funds in the event that unanticipated expenses or revenue shortfalls occur during the budget year. 11.The Rate Stabilization Reserve contains funds to be used at any point in the future when net revenues are insufficient to meet the bond covenant coverage requirements. The Commission shall maintain the Rate Stabilization Reserve account as long as bonds are outstanding. This reserve is set at $2 million. 12.The Clean Water SRF loan reserve is budgeted as required per loan agreements. Page 13 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Budget and Program Summary EXHIBIT 3 REGIONAL WASTEWATER PROGRAM OPERATING BUDGET LINE ITEM SUMARY BY PROGRAM AREA PROPOSED ADOPTED AMENDED SPRINGFIELDACTUALSBUDGETBUDGETBUDGETCHANGE MWMC ADMINISTRATIONFY 17-18FY 18-19FY 18-19FY 19-20INCR/(DECR) Personnel Services$1,357,908$1,431,501$1,431,501$1,607,536$176,03512.3% Materials & Services 1,555,986 1,907,578 1,927,94820,3701.1% 2,045,328 Capital Outlay - - - - - -- TOTAL$2,913,894$3,339,079$3,476,829$3,535,484$196,4056% INDUSTRIAL PRETREATMENT Personnel Services$332,582$351,786$351,786$369,059$17,2734.9% Materials & Services 109,361 122,869 122,869 (7,044)-5.7% 115,825 Capital Outlay - - - - - -- TOTAL$441,943$474,655$474,655$484,884$10,2292.2% ACCOUNTING Personnel Services$109,583$116,034$116,034$123,642$7,6086.6% Materials & Services 25,413 39,898 39,898 39,442 -1.1%(456) Capital Outlay - - - - - -- TOTAL$134,996$155,932$155,932$163,084$7,1524.6% TOTAL SPRINGFIELD Personnel Services$1,800,073$1,899,321$1,899,321$2,100,237$200,91610.6% Materials & Services 1,690,760 2,070,345 2,083,21512,8700.6% 2,208,095 Capital Outlay - - - - - -- TOTAL$3,490,833$3,969,666$4,107,416$4,183,452$213,7865.4% EUGENE ADMINISTRATIVE SERVICES Personnel Services$1,694,741$1,761,718$1,761,718$1,863,293$101,5755.8% Materials & Services516,776 683,318 682,712(262,045)-38.3% 421,273 Capital Outlay - - - - - -- TOTAL$2,211,517$2,445,036$2,444,430$2,284,566($160,470)-6.6% BIOSOLIDS MANAGEMENT Personnel Services$1,247,142$1,381,950$1,381,950$1,427,133$45,1833.3% Materials & Services 807,387 909,816 909,24773,2398.0% 983,055 Capital Outlay 109,297 - - - - -- TOTAL$2,163,826$2,291,766$2,291,197$2,410,188$118,4225.2% INDUSTRIAL SOURCE CONTROL Personnel Services$525,757$624,405$624,405$590,474($33,931)-5.4% Materials & Services 97,829 120,132 119,948(1,870)-1.6% 118,262 Capital Outlay - - - - - -- TOTAL$623,586$744,537$744,353$708,736($35,801)-4.8% TREATMENT PLANT Personnel Services$4,952,030$4,994,444$4,994,444$5,329,404$334,9606.7% Materials & Services 2,810,250 2,736,780 2,806,12669,3462.5% 2,785,031 Capital Outlay 31,852 163,706 20,000(143,706)-87.8% 163,706 TOTAL$7,794,132$7,894,930$7,943,181$8,155,530$260,6003.3% REGIONAL PUMP STATIONS Personnel Services$125,271$173,580$173,580$248,788$75,20843.3% Materials & Services 217,908 286,428 286,31461,52321.5% 347,951 Capital Outlay - - - - - -- TOTAL$343,179$460,008$459,894$596,739$136,73129.7% BENEFICIAL REUSE SITE Personnel Services$115,744$268,581$268,581$276,970$8,3893.1% Materials & Services 8,660 44,893 44,8156,83515.2% 51,728 Capital Outlay - - - - - -- TOTAL$124,404$313,474$313,396$328,698$15,2244.9% TOTAL EUGENE Personnel Services$8,660,685$9,204,678$9,204,678$9,736,062$531,3845.8% Materials & Services4,458,8104,781,3674,828,0684,728,395(52,972) -1.1% Capital Outlay141,149163,706163,70620,000(143,706) -87.8% TOTAL13,260,644$$ $14,196,452$14,484,457$334,7062.4%14,149,751 TOTAL REGIONAL BUDGET16,751,477$ $18,119,417$18,303,868$18,667,909$548,4923.0% NOTE: Does not include Major Rehabilitation, Equipment Replacement or Major Capital Outlay Page 14 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Budget and Program Summary EXHIBIT 4 REGIONAL WASTEWATER PROGRAM BUDGET SUMMARY AND COMPARISON PROPOSED ADOPTEDAMENDED BUDGETBUDGETBUDGETCHANGE* OPERATING BUDGETFY 18-19FY 18-19FY 19-20INC(DECR) Administration$3,969,666$4,107,416$4,183,452$213,786 Operations14,149,75114,196,45214,484,457334,706 Capital Contribution & Transfers14,000,00014,000,00015,000,0001,000,000 Equipment Replacement - Contribution1,000,0001,000,0002,000,0001,000,000 Operating & Revenue Bond Reserve10,002,82111,600,4279,986,667(16,154) Debt Service5,452,8105,452,8104,947,783(505,027) Total Operating Budget$48,575,048$50,357,105$50,602,359$2,027,311 Funding: Beginning Balance$11,581,093$13,363,149$12,432,240$851,147 User Fees33,745,00033,745,00034,700,000955,000 Other3,248,9553,248,9553,470,119221,164 Total Operating Budget Funding$48,575,048$50,357,105$50,602,359$2,027,311 CAPITAL PROGRAM BUDGET RNG Upgrade Facilities$7,050,000$7,261,666$6,065,000($985,000) WPCF Lagoon Remove/Decommission5,550,0005,561,3124,700,000(850,000) Class A Disinfection Facilities750,000750,0002,300,0001,550,000 Aeration Basin Improvements - Phase 2001,000,000 NA Adminstration Building Improvements001,000,000 NA Operation Building Improvements8,900,0009,924,165800,000(8,100,000) Poplar Harvest Mgmt. Services160,00094,631425,000265,000 Riparian Shade Credit Program226,000205,081416,000190,000 Thermal Load Pre-Implementation200,000277,542295,00095,000 Recycled Water Demonstration Project300,000300,000180,000(120,000) Facility Plan Engineering Services85,000131,58290,0005,000 Resiliency Planning625,000739,03688,000(537,000) Electrical Distribution System4,600,0004,904,4820 NA Increase Digestion Capacity2,500,000$3,968,0920 NA Comprehensive Facility Plan Update130,000130,0000 NA Asset Management: Equipment Replacement Purchases649,000884,000621,000(28,000) Major Rehab1,175,0001,463,300520,000(655,000) Major Capital Outlay200,000215,0000 NA Total Capital Projects$33,100,000$36,809,889$18,500,000($14,600,000) Funding: Equipment Replacement $649,000$884,000$621,000($28,000) Capital Reserve32,451,00035,925,88917,879,000(14,572,000) Total Capital Projects Funding$33,100,000$36,809,889$18,500,000($14,600,000) Note: * The Change (Increase/Decrease) column compares the adopted FY 19-20 budget to the originally adopted FY 18-19 budget column. Page 15 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Budget and Program Summary BUDGET AND RATE HISTORY The graphs on pages 17-18 show the regional residential wastewater service costs over a 5-year period, and a 5-year Regional Operating Budget Comparison. Because the Equipment Replacement, Major Infrastructure Rehabilitation and Major Capital Outlay programs are managed in the Eugene Operating Budget, based on the size, type and budget amount of the project these programs are incorporated into either the 5-year Regional Operating Budget Comparison graph or the 5-Year Capital Programs graph on page 18. The Regional Wastewater Capital Improvement Programs graph on page 18 shows the expenditures over the recent five years in the MWMC’s Capital Program and including Asset Management projects. A list of capital projects is located in Exhibit 13 on page 44. As shown on the Regional Residential Sewer Rate graph on page 17, regional sewer user charges have incrementally increased to meet the revenue requirements necessary to fund facility improvements as indentified in the 2004 MWMC Facilities Plan. This Plan and the subsequent 2014 Partial Facilies Plan Update demonstrated the need for a significant capital investment in new and expanded facilities to meet environmental performance requirements and capacity to serve the community through 2025. Although a portion of these capital improvements can be funded through system development charges (SDCs), much of the funding for approximately $196 million in capital improvements over the 20-year period will come from user charges. This has become a major driver of the MWMC’s need to increase sewer user rates, moderately and incremental on an annual basis. The National Association of Clean Water Agency (NACWA) publishes an annual Cost of Clean Water Index, which indicates the national average charges for wastewater services. The index includes average wastewater charges by Environmental Protection Agency (EPA) regions. Of the EPA regions, Region 10, which includes Oregon, Washington and Idaho, reflects the second highest wastewater expenses nationwide, based on demographics, geography, regulatory requirements, and a range of other issues. Within Region 10, the annual change in the cost of clean water index reflected a 4.3% average increase over the past 4 years. In FY 16-17 the MWMC regional user rates increased by 2% over the prior year rates, and in FY 17-18 rates increased by 3%, and the FY18-19 user rates increased by 2.5% over the prior year. The FY 19-20 Budget is based on a 2% user rate increase over the FY 18-19 rates. This increase will provide for Operations, Administration, Capital programs, reserves and debt service, continuing to meet capital and operating requirements and supporting the Commission’s Financial Plan policies, as well as financially positioning for future investments in capital assets. The following chart displays the regional component of a residential monthly bill when applying the base and flow rates to 5,000 gallons of wastewater treated, which includes a 2% or $0.53 increase effective July 1, 2019. Page 16 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Budget and Program Summary The graph below displays the regional component of a residential monthly bill, when applied to 5,000 gallons of wastewater treated for the recent 5-year period. The graph below displays the Regional Operating Budget amounts for the recent 5-year period. Page 17 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Budget and Program Summary The graph below displays the Regional Wastewater Capital Improvement Program Budget amounts for the recent 5-year period. Page 18 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# RESERVE FUNDS - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Reserves REGIONAL WASTEWATER PROGRAM RESERVES The RWP maintains reserve funds for the dedicated purpose to sustain stable rates while fully funding operating and capital needs. Commission policies and guidance, which direct the amount of reserves appropriated on an annual basis, are found in the MWMC Financial Plan. Further details on the FY 19-20 reserves are provided below. OPERATING RESERVES The MWMC Operating Budget includes six separate reserves: the Working Capital Reserve, Rate Stability Reserve, Rate Stabilization Reserve, State Revolving Fund (SRF) Reserve, Insurance Reserve and the Operating Reserve. Revenues are appropriated across the reserves in accordance with Commission policy and expenditure needs. Each reserve is explained in detail below. WORKING CAPITAL RESERVE The Working Capital Reserve acts as a revolving account that is drawn down and replenished on a monthly basis to provide funds for payment of Springfield Administration and Eugene Operations costs prior to the receipt of user fees from the Springfield Utility Board and Eugene Water and Electric Board. The Working Capital Reserve is set at $900,000 for FY 19-20, $200,000 of which is dedicated to Administration and $700,000 is dedicated to Operations. RATE STABILITY RESERVE The Rate Stability Reserve was established to implement the Commission’s objective of maintaining stable rates. It is intended to hold revenues in excess of the current year’s operating and capital requirements for use in future years, in order to avoid potential rate spikes. The amount budgeted on an annual basis has been set at $2 million, with any additional net revenues being transferred to the capital reserve for future projects. RATE STABILIZATION RESERVE The Rate Stabilization Reserve contains funds to be used at any point in the future when net revenues are insufficient to meet the bond covenant coverage requirement. The Commission shall maintain the Rate Stabilization account as long as bonds are outstanding. In FY 19-20 no additional contribution to this reserve is budgeted and the balance at June 30, 2020, will remain at $2 million. CLEAN WATER STATE REVOLVING FUND (SRF) RESERVE The Clean Water SRF Reserve was established to meet revenue coverage requirements for SRF loans. The SRF Reserve is set at $435,603 for FY 19-20. Page 19 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Reserves INSURANCE RESERVE The Insurance Reserve was established to set aside funds to cover the insurance deductible amount for property and liability insurance coverage, for losses per occurrence. The Insurance Reserve is set at $1.5 million for FY 19-20. OPERATING RESERVE The Operating Reserve is used to account for accumulated operating revenues net of operating expenditures (including other reserves). The Commission’s adopted policy provides guidelines to establish the Operating Reserve at a minimum target of two months expenses. For FY 19-20, the Operating Reserve is budgeted at $3,151,064,which includes approximately two months of total Personnel Services, Materials and Services, and Capital Outlay in accordance with Commission policy. EXHIBIT 5 PROPOSED ADOPTEDAMENDED BUDGETBUDGETBUDGET FY 18-19FY 18-19FY 19-20 OPERATING RESERVES Beginning Balance$11,581,093$13,363,149$12,432,240 User Fee Revenue33,260,00033,260,00034,050,000 Septage Revenue485,000485,000650,000 Other Revenue1,072,1101,072,1101,262,210 Interest150,000150,000180,000 Transfer from Improvements SDCs2,000,0002,000,0002,000,000 Transfer from Reimbursement SDCs22,84522,84523,909 Personnel Services(11,103,999)(11,103,999)(11,836,299) Materials & Services(6,847,712)(7,032,163)(6,807,610) Capital Outlay(163,706)(163,706)(20,000) Interfund Transfers(15,000,000)(15,000,000)(17,000,000) Debt Service - SRF Loan(1,446,158)(1,446,158)(936,928) Debt Service - 2016 Revenue Bond(4,006,652)(4,006,652)(4,010,855) (900,000)(900,000)(900,000) Working Capital (515,000)(1,500,000)(1,500,000) Insurance Reserve (670,908)(435,603)(435,603) SRF Loan Reserve (2,000,000)(2,000,000)(2,000,000) Rate Stability Reserve (2,000,000)(2,000,000)(2,000,000) Rate Stabilization Reserve Operating Reserve $3,916,913$4,764,824$3,151,064 Page 20 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Reserves CAPITAL RESERVES The MWMC Capital Budget includes four reserves: the Equipment Replacement Reserve, SDC Reimbursement Reserves, SDC Improvement Reserves, and the Capital Reserve. These reserves accumulate revenue to help fund capital projects including equipment replacement and major rehabilitation. They are funded by annual contributions from user rates, SDCs, and loans. Each reserve is explained in detail below. EQUIPMENT REPLACEMENT RESERVE The Equipment Replacement Reserve accumulates replacement funding for three types of equipment: 1) major/stationary equipment items valued over $10,000 with life expectancy greater than one year; 2) fleet vehicles maintained by the Eugene Wastewater Division; and 3) computer servers that serve the Eugene Wastewater Division. Contributions to the Equipment Replacement Reserve in the FY 19-20 budget total $2 million, additional budget details are provided below. The Equipment Replacement Reserve is intended to accumulate funds necessary to provide for the timely replacement or rehabilitation of equipment, and may also be borrowed against to provide short-term financing of capital improvements. An annual analysis is performed on the Equipment Replacement Reserve. Estimates used in the analysis include replacement costs, interest earnings, inflation rates and useful lives for the equipment. PROPOSED ADOPTEDAMENDED BUDGETBUDGETBUDGET EQUIPMENT REPLACEMENT RESERVEFY 18-19FY 18-19FY 19-20 Beginning Balance$12,007,589$12,426,367$12,799,367 Annual Equipment Contribution1,000,0001,000,0002,000,000 Interest30,00030,000250,000 Equipment Purchases(649,000)(884,000)(621,000) Equipment Replacement Reserve $12,388,589$12,572,367$14,428,367 SYSTEM DEVELOPMENT CHARGE (SDC) RESERVES SDCs are required as part of the MWMC IGA. They are connection fees charged to new users to recover the costs related to system capacity, and are limited to funding Capital Programs. The purpose of the SDC Reserves is to collect and account for SDC revenues separately from other revenue sources, in accordance with Oregon statutes. The Commission’s SDC structure includes a combination of “Reimbursement” and “Improvement” fee components. Estimated SDC revenues for FY 19-20 are approximately $1,740,000. Budgeted expenditures include $2 millionfrom Improvement Fees to fund portions of the annual debt service payments on the 2016 revenue bonds. The projected beginning SDC Reserve balance on July 1, 2019 is $4,547,593. Page 21 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Reserves PROPOSED ADOPTEDAMENDED BUDGETBUDGETBUDGET FY 18-19FY 18-19FY 19-20 REIMBURSEMENT SDC RESERVE Beginning Balance$1,002,018$1,044,278$1,188,432 Reimbursement SDCs Collected135,000135,000140,000 Interest2,0002,00015,000 SDC Compliance Charge5,0005,0005,000 Xfr to Debt Service (Fund 612)(22,845)(22,845)(23,909) Materials & Services(2,000)(2,000)(2,000) Reimbursement SDC Reserve $1,119,173$1,161,433$1,322,523 PROPOSED ADOPTEDAMENDED BUDGETBUDGETBUDGET IMPROVEMENT SDC RESERVEFY 18-19FY 18-19FY 19-20 Beginning Balance$3,620,463$4,027,161$3,359,161 Improvement SDCs Collected1,600,0001,600,0001,600,000 Interest9,0009,00030,000 Materials & Services(2,000)(2,000)(2,000) Xfr to Debt Service (Fund 612)(2,000,000)(2,000,000)(2,000,000) Improvement SDC Reserve $3,227,463$3,634,161$2,987,161 CAPITAL RESERVE The Capital Reserve accumulates funds transferred from the Operating Reserve for the purpose of funding the CIP, Major Capital Outlay and Major Rehabilitation Program costs. The intent is to collect sufficient funds over time to construct a portion of planned capital projects with cash in an appropriate balance with projects that are funded with debt financing. The FY 19-20 Budget includes a contribution from the Operating Reserve of $15 million. The beginning balance on July 1, 2019, is projected to be $41,565,080. Additional budget detail on the CIP, Major Capital Outlay and Major Rehabilitation Program reserves is provided below. PROPOSED ADOPTEDAMENDED BUDGETBUDGETBUDGET FY 18-19FY 18-19FY 19-20 CAPITAL RESERVES Beginning Balance$50,921,580$53,958,166$41,565,080 Transfer from Operating Reserve14,000,00014,000,00015,000,000 Interest500,000500,000900,000 Interest Income (Revenue Bond Proceeds)5,00000 Other Income101010 SRF Loan Payoff0(5,019,885)0 Funding For Capital Improvement Projects(31,076,000)(34,247,589)(17,359,000) Funding For Major Rehabilitation(1,175,000)(1,463,300)(520,000) Funding For Major Capital Outlay(200,000)(215,000)0 Capital Reserve $32,975,590$27,512,402$39,586,090 Page 22 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# OPERATING PROGRAMS - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Staffing EXHIBIT 6 REGIONAL WASTEWATER PROGRAM* ORGANIZATION CHART FY 19-20 Notes: *Full-Time Equivalent (FTE) figures represent portions of Eugene and Springfield staff funded by regional wastewater funds. ** The chart represents groups of staff dedicated to program areas rather than specific positions. Page 23 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Staffing EXHIBIT 7 REGIONAL WASTEWATER PROGRAM POSITION SUMMARY BUDGETBUDGETBUDGETFTE CLASSIFICATIONFY 17-18FY 18-19FY 19-20CHANGE SPRINGFIELD ENVIRONMENTAL SERVICES & FINANCE Accountant0.800.800.80 - Accounting Manager0.080.080.08 - Administrative Specialist2.002.652.65 - Civil Engineer/Design & Construction Coordinator3.003.003.00- Development and Public Works Director0.080.080.08- Engineering Assistant0.650.000.00 - Environmental Management Analyst0.900.900.90 - Environmental Services Program Manager0.800.800.80 - Environmental Services Supervisor0.950.950.95- Environmental Services Technician2.002.002.00- ESD Manager/MWMC General Manager0.800.800.80- Management Analyst0.750.750.75 - Managing Civil Engineer1.751.751.75- Public Information & Education Analyst1.001.002.001.00 TOTAL SPRINGFIELD15.5615.5616.561.00 Page 24 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Staffing EXHIBIT 7 (Continued) REGIONAL WASTEWATER PROGRAM POSITION SUMMARY BUDGETBUDGETBUDGETFTE CLASSIFICATIONFY 17-18FY 18-19FY 19-20CHANGE EUGENE WASTEWATER DIVISION & OTHER PW Administrative Specialist 1.781.781.78- Administrative Specialist, Sr 0.950.950.95- Application Support Technician, Sr0.950.950.95- Application Systems Analyst1.781.781.78- Custodian1.001.001.00- Finance & Admin Manager0.890.890.89- Electrician 13.283.283.28 - Engineering Associate0.350.350.35- Maintenance Worker12.2913.2513.25- Management Analyst5.145.145.14 - Parts and Supply Specialist1.781.781.78 - PW Financial Services Manager0.200.200.20 - Utility Billing Coordinator1.001.001.00- Wastewater Lab Assistant0.820.820.82- Wastewater Division Director0.850.850.85- Wastewater Instrument Electrician1.001.001.00- Wastewater Plant Operations Manager0.930.930.93- Wastewater Operations Supervisor2.002.002.00- Wastewater Plant Maintenance Supervisor2.882.882.88- Wastewater Pretreatment & Lab Supervisor0.820.820.82- Wastewater Technician36.7136.7136.71- TOTAL EUGENE77.4078.3678.36- GRAND TOTAL92.9693.9294.921.00 Page 25 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Springfield Budget Detail CITY OF SPRINGFIELD REGIONAL WASTEWATER PROGRAM RESPONSIBILITIES The City of Springfield manages administration Program Responsibilities services for the RWP under the Intergovernmental Administration & Management Agreement for the Metropolitan Wastewater Financial Planning & Management Management Commission (MWMC). The programs Long-Range Capital Project Planning Project and Construction Management maintained by Springfield to support the RWP are Coordination between the Commission and summarized below and are followed by Springfield’s governing bodies regional wastewater budget summaries. Activities, and Coordination and Management of: Risk Management & Legal Services · therefore program budgets, for the MWMC Public Policy Issues · administration vary from year to year depending upon Regulatory and Permit Compliance Issues · the major construction projects and special initiatives Public Information, Education and Outreach Industrial Pretreatment Source Control underway. A list of the capital projects Springfield Customer Service staff will support in FY 19-20 is provided in Exhibit 12 on page 40. MWMC ADMINISTRATION The Springfield Environmental Services Division (ESD) and Finance Department provide ongoing support and management services for the MWMC. The Development and Public Works (DPW) Director serves as the MWMC Executive Officer. The Environmental Services Manager serves as the General Manager. Springfield provides the following administration functions: financial planning management, accounting and financial reporting; risk management and legal services; coordination and management of public policy; coordination and management of regulatory and permit compliance issues; coordination between the Commission and the governing bodies; long-range capital project planning and construction management; coordination of public information, education, and citizen involvement programs; sewer user customer service; and coordination and development of regional budgets, rate proposals, and revenue projections. INDUSTRIAL PRETREATMENT (SOURCE CONTROL) PROGRAM The Industrial Pretreatment Program is a regional activity implemented jointly by the Cities of Eugene and Springfield. The Industrial Pretreatment section of the ESD is charged with administering the program for the regulation and oversight of wastewater discharged to the sanitary collection system by industries in Springfield. This section is responsible for ensuring that these wastes do not damage the collection system, interfere with wastewater treatment processes, result in the pass-through of harmful pollutants to treated effluent or biosolids, or threaten worker health or safety. This responsibility is fulfilled, in part, by the use of a permit system for industrial dischargers. This permit system, common to both Eugene and Springfield, implements necessary limitations on waste characteristics and establishes inspection, monitoring, and reporting requirements for documenting waste quality and quantity controls. The Industrial Pretreatment section is also responsible for locating new industrial discharges in Springfield and evaluating the impact of those discharges on the regional WPCF. The Industrial Pretreatment Program also addresses Page 26 FY 18-19 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Springfield Budget Detail the wastewater discharges of some commercial/industrial businesses through the development and implementation of Pollution Management Practices. Pretreatment program staff also coordinates pollution prevention activities in cooperation with the Pollution Prevention Coalition of Lane County. ACCOUNTING AND FINANCIAL REPORTING Accounting and financial reporting services for the RWP are provided by the Accounting section in the Springfield Finance Department, in coordination with ESD. Springfield Accounting staff maintains grant and contract accounting systems, as well as compliance with all local, state and federal accounting and reporting requirements for MWMC finances. This section also assists ESD with preparation of the MWMC budget, capital financing documents, sewer user rates, and financial policies and procedures. PROGRAMS AND SIGNIFICANT SERVICE/EXPENDITURE CHANGES In FY 19-20, the City of Springfield will support the following major regional initiatives in addition to ongoing Commission administration and industrial pretreatment activities: Continue public information, education and outreach activities focused on the MWMC’s Key Outcomes and Communication Plan objectives to increase awareness of the MWMC’s ongoing efforts in maintaining water quality and a sustainable environment. Implement Capital Financing strategies necessary to meet current debt obligations, prepare for additional debt financing, and ensure sufficient revenues in accordance with the MWMC Financial Plan. Continue implementation of the 2004 MWMC Facilities Plan and 2014 Partial Facilities Plan Update to meet all regulatory requirements and capacity needs. Considering emerging environmental regulations that may impact the operation of the WPCF. Protect the Regional Wastewater Program (RWP) interests through participation in Association of Clean Water Agencies activities. Coordinate temperature Total Maximum Daily Load (TMDL) compliance through continued development and implementation of the thermal load mitigation strategy, including but not limited to a recycled water program. Continue participation with the Association of Clean Water Agencies and the Department of Environmental Quality on regulatory permitting strategies and the development of water quality trading rules. Implement resiliency planning to ensure protection of public health and safety following natural disasters such as earthquakes and floods. Page 27 FY 18-19 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Springfield Budget Detail BUDGET CHANGES FOR FY 19-20 The budget for Springfield Personnel Services, Materials and Services, and Capital Outlay for FY 19-20 totals $4,183,452 representing an overall increase of $213,786 or 5.4% from the adopted FY 18-19 budget (or an increase of 1.9% from the amended FY 18-19 budget), as displayed in Exhibit 8 on page 29. Personnel Services Personnel Services totaling $2,100,237 represents a FY 19-20 increase of $200,916 or 10.6% above the originally adopted FY 18-19 budget. The notable changes are summarized below: Staffing The FY 19-20 budget includes 1.00 Full Time Equivalent (FTE) increase in staffing level from the FY 18-19 budget. This increase will expand the Public Information, Education and Outreach programs. Resulting in a total staffing level at 16.56 FTE in Springfield. Regular Salaries and Overtime - $1,356,841, an increase of $97,403 or 7.8% Salaries are based upon the negotiated management/labor contracts as approved by the Springfield City Council, and staffing levels. Employee Benefits - $410,758, an increase of $84,474 or 25.9% The employee benefits consist mainly of PERS/OPSRP retirement system costs, FICA and Medicare contributions. Health Insurance - $332,638, an increase of $19,093 or 6.1% The increase is based on group claims experience and cost projections. Costs are calculated based on the number of employees. Materials and Services The Materials and Services budget total is $2,083,215 in FY 19-20, representing an increase of $12,870 or 0.6% above the adopted FY 18-19 budget. The notable changes are summarized below: Contractual Services Charges - $177,900, an increase of $37,350 or 26.6% The $37,350 increase is primarily related to Public Education and Outreach. An update to the Market Research – Community Survey is planned in FY 19-20. Property & Liablity Insurance - $320,000, a net decrease of $30,000 or 8.6% The $30,000 budget decrease is based on recent pricing for insurance premiums, multi-year agreements, and a realignment of coverage based on a risk analysis. Internal & Indirect Charges Combined - $463,789, a net decrease of $13,185 or 2.8% The $13,185 decrease is based on changes in overhead costs as programmed in the FY 19-20 budget, when compared FY 18-19. Indirect costs are based on a methodology approved by the federal government, which is outlined in the MWMC Intergovernmental Agreement. Billing & Collection Services - $645,000, an increase of $15,000 or 2.4% The $15,000 budget increase is based on an increase in billing accounts and services. Page 28 FY 18-19 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Springfield Budget Detail EXHIBIT 8 SPRINGFIELD ADMINISTRATION PROGRAM PROPOSED FY 19-20 BUDGET SUMMARY PROPOSED ADOPTEDAMENDED ACTUALSBUDGETBUDGETBUDGETCHANGE * FY 17-18FY 18-19FY 18-19FY 19-20 INCR/(DECR) Personnel Services$1,800,073$1,899,321$1,899,321$2,100,237$200,91610.6% Materials & Services1,690,7602,070,3452,208,0952,083,21512,8700.6% Capital Outlay000000% Budget Summary$3,490,833$3,969,666$4,107,416$4,183,452$213,7865.4% 5-YEAR MWMC BUDGET COMPARISON SPRINGFIELD ADMINISTRATION $4,183,452 $3,969,666 $3,941,900 $3,833,401 $3,800,923 Note: * Change column compares the adopted FY 19-20 Budget to the adopted FY 18-19 Budget. Page 29 FY 18-19 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Springfield Budget Detail EXHIBIT 9 SPRINGFIELD ADMINISTRATION LINE ITEM BUDGET SUMMARY ADOPTED AMENDEDPROPOSED ACTUALSBUDGETBUDGETBUDGETCHANGE INCR/(DECR) FY 17-18FY 18-19FY 18-19FY 19-20 PERSONNEL SERVICES 7.8% Regular Salaries$1,181,225$1,253,697$1,253,697$1,351,100$97,403 0.0% Overtime3,1445,7415,7415,7410 25.9% Employee Benefits305,563326,284326,284410,75884,474 6.1% Health Insurance310,142313,599313,599332,63819,039 $1,800,073$1,899,321$1,899,321$2,100,237$200,91610.6% Total Personnel Services FTE15.4615.5615.5616.561.006.4% MATERIALS & SERVICES 2.4% Billing & Collection Expense$618,129$630,000$630,000$645,000$15,000 -8.6% Property & Liability Insurance322,812350,000350,000320,000(30,000) 26.6% Contractual Services29,242140,550140,550177,90037,350 0.3% Attorney Fees and Legal Expense39,091184,505184,505185,005500 0.0% WPCF/NPDES Permits126,536137,000137,000137,0000 0.9% Materials & Program Expense76,66696,991196,99197,912921 22.6% Computer Software & Licenses2,97510,55048,30012,9342,384 -2.8% Employee Development15,72921,27521,27520,675(600) 2.2% Travel & Meeting Expense14,74622,50022,50023,000500 -14.0% Internal Charges147,377157,822157,822135,709(22,113) 2.8% Indirect Costs297,456319,152319,152328,0808,928 $1,690,760$2,070,345$2,208,095$2,083,215$12,8700.6% Total Materials & Services CAPITAL OUTLAY Total Capital Outlay000000.0% $3,490,833$3,969,666$4,107,416$4,183,452$213,7865.4% TOTAL Page 30 FY 18-19 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Eugene Budget Detail CITY OF EUGENE REGIONAL WASTEWATER PROGRAM RESPONSIBILITIES The Wastewater Division for the City of Eugene manages all regional wastewater pollution control facilities serving the Program Responsibilities areas inside the Eugene and Springfield Urban Growth Administration & Management Boundaries under the Intergovernmental Agreement for the Biosolids Management Metropolitan Wastewater Management Commission Facility Operations (MWMC). These regional facilities include the Facility Maintenance Environmental Services Eugene/Springfield Regional Water Pollution Control Management Information Services Facility (WPCF), the Biosolids Management Facility, the Project Management Beneficial Reuse Site, the Biocycle Farm site, and regional wastewater pumping stations and transmission sewers. In support of the water pollution control program, the Division provides technical services for wastewater treatment, management of equipment replacement and infrastructure rehabilitation, biosolids treatment and recycling, regional laboratory services, and an industrial source control and pretreatment program in conjunction with City of Springfield staff. ADMINISTRATIVE AND MANAGEMENT SERVICES Administrative Services provides management, administrative, and office support to the Wastewater Division. This support includes the general planning, directing, and managing of the activities of the Division; development and coordination of the budget; administration of personnel records; and processing of payroll, accounts payable, and accounts receivable. This section also provides tracking and monitoring of all assets for the regional wastewater treatment facilities and support for reception, customer service, and other administrative needs. The Administrative services include oversight and coordination of the Division’s Environmental Management System, safety, and training programs, and a stores unit that purchases and stocks parts and supplies and assists with professional services contracting. Another area this program administers is the coordination of local and regional billing and rate activities. REGIONAL WASTEWATER TREATMENT FACILITY OPERATIONS The Wastewater Division operates the WPCF to treat domestic and industrial liquid wastes to achieve an effluent quality that protects and sustains the beneficial uses of the Willamette River. The Operations section optimizes wastewater treatment processes to ensure effluent quality requirements are met in an efficient and cost effective manner. In addition, the Operations section provides continuous monitoring of the alarm functions for all plant processes, regional and local pump stations, Biosolids Management Facility, and the Beneficial Reuse Site. MAINTENANCE The mechanical, electrical, and facilities maintenance sections of the Wastewater Division are responsible for preservation of the multi-million dollar investment in the equipment and infrastructure of the WPCF, local and regional pump stations, pressure sewers, as well as the Biosolids Management Facility. These sections provide a preventative maintenance program to maximize equipment life and reliability; a corrective maintenance program for repairing unanticipated equipment failures; and a facility maintenance program to maintain the buildings, treatment structures, and grounds. Page 31 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Eugene Budget Detail BIOSOLIDS MANAGEMENT The Residuals Management section of the Wastewater Division manages the handling and beneficial reuse of the biological solids (biosolids) produced as a result of the activated sludge treatment of wastewater. This section operates the Biosolids Management Facility (BMF) and the Biocycle Farm located at Awbrey Lane in Eugene. The biosolids are treated using anaerobic digestion, stored in facultative lagoons (which provide some additional treatment benefits), and then processed through a belt filter press and air-dried to reduce the water content and facilitate transport. The dried material is ultimately applied to agricultural land. Biosolids are also irrigated on poplar trees at the Biocycle Farm as a beneficial nutrient and soil conditioner. This section also operates the Beneficial Reuse Site which formerly served to treat wastewater from food processing operations. ENVIRONMENTAL SERVICES Environmental Services is comprised of Industrial Source Control (Pretreatment), Analytical Services, and Sampling Team. Industrial Source Control - The pretreatment program is a regional activity implemented jointly by the cities of Eugene and Springfield. The Industrial Source Control group of the Wastewater Division is charged with administering the pretreatment program for the regulation and oversight of commercial and industrial wastewaters discharged to the wastewater collection system by fixed-site industries in Eugene and by mobile waste haulers in the Eugene and Springfield areas. This group is also responsible for ensuring that these wastes do not damage the collection system, interfere with wastewater treatment processes, result in the pass-through of harmful pollutants to treated effluent or biosolids, or threaten worker health or safety. This responsibility is fulfilled through the use of a permit system for industrial dischargers. This permit system, common to both Eugene and Springfield, implements necessary limitations on waste characteristics and establishes inspection, monitoring, and reporting requirements for documenting waste quality and quantity controls. The staff is also responsible for locating new industrial discharges in Eugene and evaluating the impact of new non-residential discharges on the WPCF. The section also has responsibilities related to environmental spill response activities. Analytical Services - The Analytical Services group provides analytical laboratory work in support of wastewater treatment, residuals management, industrial source control, stormwater monitoring, and special project activities of the Wastewater Division. The laboratory's services include sample handling and analyses of influent sewage, treated wastewater, biosolids, industrial wastes, stormwater, and groundwater. Information from the laboratory is used to make treatment process control decisions, document compliance with regulatory requirements, demonstrate environmental protection, and ensure worker health and safety. Sampling Team - The Sampling Team is responsible for sampling activities related to regional wastewater program functions. These include the Eugene pretreatment program, wastewater treatment process control, effluent and ambient water quality, groundwater quality, facultative sludge lagoons, and stormwater samples. The Division’s Environmental Data Analyst evaluates and reports on the sampling data for various programs. Page 32 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Eugene Budget Detail MANAGEMENT INFORMATION SERVICES (MIS) The MIS section provides services for electronic data gathering, analysis, and reporting in compliance with regulatory requirements and management functions. This section also maintains the network communication linkages with the City of Eugene and supplies technical expertise and assistance in the selection, operation, and modification of computer systems (hardware and software) within the Division. PROJECT MANAGEMENT Management of wastewater system improvements and ongoing developments is carried out by the Project Management staff. Activities include coordination of CIP activities with the City of Springfield staff, problem-solving and action recommendations, project management, technical research, coordination of activities related to renewal of the National Pollutant Discharge Elimination System (NPDES) wastewater discharge permit, computer-aided design and electronic storage of design drawings, and planning of projects to anticipate and prepare for new regulatory and operational requirements. The Project Management staff develops Request for Proposals and Request for Quotes, coordinates special project activities between work sections, and coordinates the procurement of building permits as necessary in support of project activities. PROGRAMS AND SERVICE/EXPENDITURE CHANGES In FY 19-20, Eugene staff will support the following major regional initiatives in addition to ongoing operational activities. Manage the O&M responsibilities of the NPDES permits for the treatment of wastewater and the Lane Regional Air Protection Agency (LRAPA) air emissions permit for the regional wastewater treatment plant. Evaluate impacts of regulatory actions upon operational responsibilities such as the federal sanitary sewer overflows (SSO), blending policy development, Willamette River TMDLs implementation, and any newly adopted state water quality standards. Provide technical input and O&M assessments related to proposed initiatives for addressing TMDL compliance, renewable energy objectives, and operational resiliency. Complete scheduled major rehabilitation, equipment replacement, and other capital projects in an efficient and timely manner. Work cooperatively on CIP elements and effectively integrate capital project work with ongoing O&M activities with an emphasis on maintaining an effective CIP management and coordination program with Springfield staff. Manage the Operations & Maintenance (O&M) aspects of the Biocycle Farm, continuing biosolids irrigation practices and poplar tree management. Page 33 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Eugene Budget Detail CHANGES IN THE O & M BUDGET FOR FY 19-20 The FY 19-20 budget for Operations and Maintenance of the regional wastewater treatment facilities (personnel, materials and services, and capital outlay) totals $14,484,457. The amount represents an increase of $334,706 or 2.4% from the FY 18-19 budget (or an increase of 2.0% from the amended FY 18-19 budget). The significant cost centers for the budget include personnel costs, chemicals, materials, maintenance, contractual services, fleet, and utilities. Significant items and changes for the FY 19-20 Operations and Maintenance budget as compared to the FY 18-19 budget include: Personnel Services Personnel Services totaling $9,736,062 represents a FY 19-20 increase of $531,384 or 5.8%. There are no requested changes in the current staffing level of 78.36 Full Time Equivalent (FTE) positions. The notable changes are in the following budget categories: Employee Benefits - $2,411,197, an increase of $305,441 or 14.5% For FY 19-20 there will be an increase of PERS/OPSRP retirement system costs, the largest portion of employee benefits, in addition to FICA and Medicare contributions. Health Insurance - $1,612,273, an increase of $66,420 or 4.3% The increase is based on group claims experience and cost projections. Costs are calculated based on the number of employees. Regular Salaries - $5,566,093, an increase of $170,385 or 3.2% Salaries are based upon the negotiated management/labor contracts between the City of Eugene and the local union (AFSCME). The current AFSCME contract is effective through June 20, 2020. Materials and Services The Materials and Services budget totaling $4,728,395 represents an FY 19-20 net decrease of $52,972 or 1.1%. The notable changes are in the following budget categories: Chemicals - $350,850, an increase of $20,850 or 6.3% The price agreement for sodium hypochlorite expired recently and a new five-year price agreement has been entered into. The increase for costs in this line item are mainly due to increases in the new price agreement. Contractual Services - $402,511, a net decrease of $75,486 or 15.8% This account includes services for outside lab testing, USGS water monitoring, seasonal temporary help, and grit waste disposal. The decrease for this item is mostly owing to the conclusion of one-time projects in FY 18-19 and an expected reduction in professional services for FY 19-20. Computer Equipment, Supplies, Maintenance - $270,919, a net decrease of $84,515 or 23.8% The decrease is due mostly to the completion in FY 18-19 of budgeted one-time items related to the Building Improvements project. Page 34 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Eugene Budget Detail Fleet - $372,105, a net decrease of $40,152 or 9.7% Fleet services are managed centrally by Eugene Fleet Services. Budgeted fleet rates are based upon recent vehicle and equipment maintenance costs. Utilities - $862,200, an increase of $85,782 or 11.0% The Utilities account includes the purchase of electrical power, natural gas, water, and sewer charges for all regional facilities. While EWEB is not forecasting a rate increase for FY 19-20, the utilities increase for FY 19-20 is mainly due to the inclusion of the fourth Digester and its associated utility costs, the projected cost due to expected down-time for the co-generation engine, and the eventual inclusion of the RNG capital project resulting in an increased demand for natural gas instead of biogas for process heating. Eugene Capital Outlay Expense - $20,000, a net decrease of $143,706 or 87.8% Eugene Capital Outlay budget request is for new ball valves and pipe work at BMF to reduce pump run times and improve operational efficiencies. EXHIBIT 10 EUGENE - OPERATIONS AND MAINTENANCE PROGRAM PROPOSED FY 19-20 BUDGET SUMMARY PROPOSED ADOPTEDAMENDED BUDGETBUDGETBUDGET ACTUALSCHANGE * FY 17-18FY 18-19FY 18-19FY 19-20INCR/(DECR) Personnel Services$8,660,685$9,204,678$9,204,678$9,736,062$531,3845.8% Materials & Services4,458,8094,781,3674,828,0674,728,395(52,972)-1.1% Capital Outlay141,149163,706163,70620,000(143,706)-87.8% Budget Summary$13,260,643$14,149,751$14,196,451$14,484,457$334,7062.4% 5-YEAR MWMC BUDGET COMPARISON EUGENE -OPERATIONS AND MAINTENANCE $14,484,457 $14,346,300 $13,899,707 $14,149,751 $13,516,071 NOTE: Does not include Major Rehabilitation or Equipment Replacement Page 35 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Eugene Budget Detail EXHIBIT 11 EUGENE - OPERATIONS & MAINTENANCE LINE ITEM BUDGET SUMMARY ADOPTEDAMENDEDPROPOSED ACTUALBUDGETBUDGETBUDGETCHANGE FY 17-18FY 18-19FY 18-19FY 19-20INCR/(DECR) PERSONNEL SERVICES Regular Salaries$5,028,827$5,395,708$5,395,708$5,566,093$170,3853.2% Overtime45,40240,00040,00040,00000.0% Employee Benefits1,954,8522,105,7562,105,7562,411,197305,44114.5% Workers' Comp/Unemploy Ins122,271117,361117,361106,499(10,862)-9.3% Health Insurance1,509,3331,545,8531,545,8531,612,27366,4204.3% 5.8% Total Personnel Services$8,660,685$9,204,678$9,204,678$9,736,062$531,384 FTE78.3678.3678.3678.360.000.0% MATERIALS & SERVICES Utilities$1,019,442$776,418$776,418$862,200$85,78211.0% Fleet Operating Charges379,978412,257412,257372,105(40,152)-9.7% Maintenance-Equip & Facilities235,855308,160308,160303,600(4,560)-1.5% Contractual Services339,641477,997477,997402,511(75,486)-15.8% Materials & Program Expense514,144726,971726,971757,25130,2804.2% Chemicals377,260330,000376,700350,85020,8506.3% Parts & Components357,301355,120355,120360,9805,8601.7% Risk Insurance - Employee Liability52,34346,72546,72549,9793,2547.0% Computer Equip, Supplies, Maint259,757355,434355,434270,919(84,515)-23.8% Indirects923,087992,285992,285998,0005,7150.6% Total Materials & Services$4,458,809$4,781,367$4,828,067$4,728,395($52,972)-1.1% CAPITAL OUTLAY Motorized Vehicles$109,337$0$0$0$0 NA Capital Outlay - Other31,812163,706163,70620,000(143,706)-87.8% $141,149$163,706$163,706$20,000($143,706)-87.8% Total Capital Outlay TOTAL$13,260,643$14,149,751$14,196,451$14,484,457$334,7062.4% Page 36 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# CAPITAL PROGRAM - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program REGIONAL WASTEWATER PROGRAM CAPITAL PROGRAMS Overview The Regional Wastewater Program (RWP) includes two components: the Capital Improvement Program (CIP) and the Asset Management Capital Program (AMCP). The FY 19-20 CIP Budget, the FY 19-20 AMCP Budget, and the associated 5-Year Capital Plan are based on the 2004 MWMC Facilities Plan (2004 FP) and the 2014 Partial Facilities Plan Update. The 2004 FP was approved by the MWMC, the governing bodies of the City of Eugene, the City of Springfield, Lane County, and the Oregon Department of Environmental Quality (DEQ) in 2004. The 2004 FP and its 20-year capital project list was the result of a comprehensive evaluation of the regional wastewater treatment facilities serving the Eugene-Springfield metropolitan area. The 2004 FP built on previous targeted studies, including the 1997 Master Plan, 1997 Biosolids Management Plan, 2001 Wet Weather Flow Management Plan (WWFMP), and the 2003 Management Plan for a dedicated biosolids land application site. The 2004 FP is intended to meet changing regulatory and wet weather flow requirements and to serve the community’s wastewater capacity and treatment needs through 2025. Accordingly, the 2004 FP established the CIP project list to provide necessary facility enhancements and expansions over the planning period. The CIP is administered by the City of Springfield for the MWMC. The AMCP implements the projects and activities necessary to maintain functionality, lifespan, and effectiveness of the MWMC facility assets on an ongoing basis. The AMCP is administered by the City of Eugene for the MWMC and consists of three sub-categories: Equipment Replacement Program Major Rehabilitation Program Major Capital Outlay The MWMC has established these capital programs to achieve the following RWP objectives: Compliance with applicable local, state, and federal laws and regulations Protection of the health and safety of people and property from exposure to hazardous conditions such as untreated or inadequately treated wastewater Provision of adequate capacity to facilitate community growth in the Eugene-Springfield metropolitan area consistent with adopted land use plans Construction, operation, and management of the MWMC facilities in a manner that is as cost-effective, efficient, and affordable to the community as possible in the short and long term Mitigation of potential negative impacts of the MWMC facilities on adjacent uses and surrounding neighborhoods (ensuring that the MWMC facilities are “good neighbors” as judged by the community) Page 37 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program Capital Program Funding and Financial Planning Methods and Policies This annual budget document presents the FY 19-20 CIP Budget, the FY 19-20 AMCP Budget, and 5-Year Capital Plan which includes the CIP and AMCP Capital Plan. The MWMC CIP financial planning and funding methods are in accordance with the financial management policies put forth in the MWMC Financial Management Plan. Each of the two RWP capital programs relies on funding mechanisms to achieve RWP objectives described above. The CIP is funded primarily through Capital Reserves, which may include proceeds from revenue bond sales, financing through the State of Oregon Department of Environmental Quality (DEQ) Clean Water State Revolving Fund loan program, system development charges, and transfers from the Operating Fund to Capital Reserves. The AMCP is primarily funded through wastewater user fees. The RWP’s operating fund is maintained to pay for operations, administration, debt service, equipment replacement contributions and capital contributions associated with the RWP. The operating fund derives the majority of its revenue from regional wastewater user fees that are collected by the City of Eugene and City of Springfield from their respective customers. In accordance with the MWMC Financial Plan, funds remaining in excess of budgeted operational expenditures can be transferred from the Operating Fund to the Capital Reserve fund. The Capital Reserve accumulates revenue to help fund capital projects, including major rehabilitation, to reduce the amount of borrowing necessary to finance capital projects. The AMCP consists of three programs managed by the City of Eugene and funded through regional wastewater user fees: The Equipment Replacement Program, which funds replacement of equipment valued at or over $10,000 with a life expectancy greater than one year; The Major Rehabilitation Program, which funds rehabilitation of the MWMC infrastructure such as roof replacements, structure coatings, etc.; and the Major Capital Outlay Program for the initial purchase of major equipment that will be placed on the equipment replacement list, or a one time large capital expense.The MWMC assets are tracked throughout their lifecycle using asset management tracking software. Based on this information, the three AMCP program annual budgets are established and projected for the 5-Year Capital Plan. For planning purposes, the MWMC must consider market changes that drive capital project expenditures. Specifically, the MWMC capital plan reflects projected price changes over time that affect the cost of materials and services. Accoridingly, the 2004 FP projections were based on the 20-city average Engineering News RecordConstruction Cost Index (ENRCCI). Since 2004, local construction cost inflation accelerated even faster than the national average. City of Springfield staff identified this trend and subsequently modified their inflationary projection methodology accordingly. The MWMC continues to monitor inflationary trends to inform our forecasting of capital improvement costs. Accordingly, based on historical inflationary rate trends from 2006 through 2018, capital project budgets now reflect a 4% annual inflationary factor in the FY 19-20 Budget and 5-year Capital Plan. Page 38 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program Regional Wastewater Capital Program Status and Budget CIP Project Status and Budget The FY 19-20 CIP Budget is comprised of the individual budgets for each of the active (carryover) or starting (new) projects in the first year of the 5-Year Capital Plan. The total of these FY 19-20 project budgets is $17,359,000. Each capital project represented in the FY 19-20 Budget is described in detail in a CIP project sheet that can be found at the end of this document. Each project sheet provides a description of the project, the project’s purpose and driver (the reason for the project), the funding schedule for the project, and the project’s expected final cost and cash flow. For those projects that are in progress, a short status report is included on the project sheet. Completed Capital Projects The following capital projects were completed in FY 18-19: Increase Digestion Capacity Electrical Distribution System Replacement / Upgrades Carryover Capital Projects All or a portion of remaining funding for active capital projects in FY 18-19 is carried forward to the FY 19-20 Budget. The on-going carryover projects are: Renewable Natural Gas (RNG) Upgrade Facilities Decommission WPCF Lagoon Class A Disinfection Facilities Operations & Maintenance Building Improvements Poplar Harvest Management Services Riparian Shade Credit Program Thermal Load Mitigation: Pre-Implementation Recycled Water Demonstration Project Facilities Plan Engineering Services Resiliency Planning Page 39 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program Overall, the budgeting for these projects follows, and is consistent with, the 2006 CH2M estimated cost of the listed capital projects and new information gathered during design development. New Projects Aeration Basin Improvements - Phase 2 Administration Building Improvements FY 19-20 Capital Budget Summary (Exhibit 12) Exhibit 12 displays the adjusted budget and end-of-year expenditure estimates for FY 18-19, the amount of funding projected to be carried over to FY 19-20 and additional funding for existing and/or new projects in FY 19-20. EXHIBIT 12 Summary of FY 19-20 MWMC Construction Program Capital Budget FY 18-19FY 18-19FY 18-19NEWTOTAL ADJUSTEDESTIMATEDCARRYOVERFUNDING FY 19-20 BUDGETACTUALSTO FY 18-19FOR FY 19-20BUDGET Projects to be Completed in FY 18-19 Increase Digestion Capacity3,968,0923,900,000000 Electrical Distribution System Replace / Upgrade4,904,4822,200,000000 Projects to be Carried Over to FY 19-20 Renewable Natural Gas (RNG) Upgrade 7,261,6663,346,6663,915,0002,150,0006,065,000 Decommission WPCF Lagoon5,561,312861,3124,700,00004,700,000 Class A Disinfection Facilities750,0004,000746,0001,554,0002,300,000 Operations & Maint Building Improvements9,924,1659,124,165800,0000800,000 Poplar Harvest Management Services94,631118,486(24,000)449,000425,000 Riparian Shade Credit Program205,08194,782110,000306,000416,000 Thermal Load Mitigation: Pre-Implementation277,542171,424106,000189,000295,000 Recycled Water Demonstration Project300,0000180,0000180,000 Facilities Plan Engineering Services131,582130,943090,00090,000 Resiliency Planning 739,036651,00088,000088,000 Comprehensive Facility Plan Update130,000130,000000 Thermal Load Mitigation: Implementation 1 0(47,736)000 New Projects Started in FY 19-20 Administration Building Improvements0001,000,0001,000,000 Aeration Basin Improvements - Phase 20001,000,0001,000,000 TOTAL Capital Projects$34,247,589$20,685,042$10,621,000$6,738,000$17,359,000 Major Capital Outlay Carried Over to FY 19-20 Laboratory Information Management System 215,000 215,000000 TOTAL Major Capital Outlay$215,000$215,000$0$0$0 Page 40 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program FY 19-20 Asset Management Capital Program and Budget The AMCP consists of the following three programs: Equipment Replacement Major Rehabilitation Major Capital Outlay The FY 19-20 budget of each program is described below. Equipment Replacement Program - Budget The FY 19-20 Capital Programs budget includes $621,000 in Equipment Replacement purchases that are identified on the table below. Equipment Replacement FY 19-20 Project DescriptionBudget Three Farm Tractors - BMF and Biocycle Farm$420,000 Cargo Van - Operations 60,000 Pro Anion MCS ION Chromatograph with Laptop - Operations40,000 Segmented Flow Analyzer - Operations 40,000 Small Shop Vehicle/Box Van - Plant 26,000 Computer File Server (cesrv300) - Operations 15,000 Sludge Blanket Level System - Secondary 10,000 LEL Detection System - Digetsters 10,000 Total$621,000 Farm Tractors – Replacing three John Deere tractors that were purchased in 2004 for year-round use at the BMF and Biocycle Farm. Cargo Van – Replacing 12 year old utility van used by sampling staff to conduct water quality sampling work in the field. Compact IC Pro Anion MCS Chromatograph with Laptop – This laboratory instrument is used to analyze groundwater samples (e.g., chloride, fluoride, sulfate, etc.) as required for NPDES permit compliance. This replacement willupdate obsolete technology and take advantage of technological improvements. Segmented Flow Analyzer (SFA) – This is a permit required piece of laboratory equipment used for analyzing treatment samples (e.g., TSS, CBOD, ammonia, etc.) from all process areas. Used daily, the current SFA was installed in 2009 and has an expected life of 10 years. Shop Vehicle/Box Van – Electrical maintenance staff currently uses an electric cart that is due for replacement and intend to replace the cart with a larger vehicle that is road licensed to provide greater utility. Cesrv300 File Server – Most applications and file shares (directories) at Eugene WW Division are run from or routed through the Cesrv300 File Server. Used heavily by staff, the Cesrv300 File Server is a mission critical computer and storage system with an expected service life of five years. Page 41 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program Sludge Blanket Level System – These are elements and transmitters in the secondary clarifiers to measure the sludge blanket levels and communicate data to the distributed control system (DCS) at the operations console. Purchased and replaced as a package for all 10 clarifiers, the current electronics were installed in 2006 and are due for replacement. Lower Explosive Limit (LEL) Detection System – Due to construction of Digester #4, replacement of the boiler, and reconstruction of the boiler piping system, the current LEL detection system needs upgrading with newer compatible technology and expanded to cover a larger area. Major Rehabilitation Program - Budget The FY 19-20 Capital Programs budget includes $520,000 for Major Rehabilitation projects that are identified on the table below. Major Rehabilitation FY 19-20 Project DescriptionBudget Dome Interior Coating Repair - Digester #2$150,000 Dredge Rebuild - BMF 120,000 Collector Mechanism, Clarifier Rake Arms Recoating - Secondary 80,000 Yokogawa Vnet DCS Migration - Operations 60,000 Operations/Maintenance Building Improvements - Plant 50,000 Roof Replacement - Gravity Belt Thickener Building 45,000 Roof Replacement - MWMC Modular Building, Plant 15,000 Total$520,000 Dome Interior Coating Repair, Digester #2 – When evaluated at last cleaning, the interior coating on the dome of Digester #2 showed evidence of delaminating. Dredge Rebuild, BMF – The dredge used in the lagoons at BMF is rebuilt every 10 years and is on schedule for overhaul in FY 19-20. Secondary Clarifier Rake Arms Recoating – There are ten secondary clarifiers and two of the clarifier rake arms are scheduled for recoating each year to remove corrosion and prolong equipment life. Yokogawa Vnet DCS Migration – The Yokogawa software used at the DCS Operations Console was installed in 1995 as a loop (“chain”) network with all connected computer systems in sequence. Vnet (“mesh”) virtual network architecture is much more stable and secure but requires the re-installation of all communication cables among all computer systems integrated into the DCS at the WPCF. Operations/Maintenance Building Improvements – This expenditure will go towards miscellaneous improvements, repairs, and renovations to prolong the life and improve functionality of existing MWMC buildings. Roof Replacement, GBT Building – The gravity belt thickener (GBT) building is a standalone facility at the WPCF with its own roof, constructed in 1993, which has reached the end of its useful life. Roof Replacement, MWMC Modular – The modular building at the WPCF used by MWMC staff was constructed with a 20-year shingled roof, which is now in need of replacement. Page 42 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program Major Capital Outlay There are no new requests for Major Capital Outlay in FY 19-20. Asset Management Capital Budget Summary The following table summarizes the FY 19-20 Asset Management Capital Program Budget by project type showing a total AMCP budget of $1,141,000. Asset Management Capital Project Budget FY 19-20 Project DescriptionBudget Equipment Replacement$621,000 Major Rehabilitation 520,000 Major Capital Outlay - Total$1,141,000 5-Year Capital Plan (Exhibit 13) For each fiscal planning cycle, only the first year of budget authority is appropriated. The remaining four years of the CIP and AMCP Capital Plans are important and useful for fiscal and work planning purposes. However, it is important to note that the funds in the outer years of the Capital Plan are only planned and not appropriated. Also, the full amount of obligated multi-year project costs is often appropriated in the first year of the project, unless a smaller subset of the project, such as project design, can be identified and funded without budgeting the full estimated project cost. For these multi-year contracts, unspent funds from the first fiscal year will typically be carried over to the next fiscal year until the project is completed. Accordingly, the RWP Capital Plan presented herein is a subsequent extension of the plan presented in the adopted FY 18-19 Budget that has been carried forward by one year. However, changes to the plan typically occur from year to year as more information becomes available. In addition to these yearly adjustments, RWP staff were further informed by a Partial Facilites Plan Update that was completed in June of 2014. Finally, those changes were reflected in the MWMC FY 18-19 budget and continue forward in the FY 19-20 for the 5-Year Capital Plan. Exhibit 13 displays the MWMC 5-Year Capital Plan programs budget, which includes $46,688,000 in planned capital projects and $10,002,000 planned asset management capital projects for an overall 5-Year Capital Plan Budget of $56,690,000. Page 43 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program EXHIBIT 13 Regional Wastewater 5-Year Capital Programs FY 19-20FY 20-21FY 21-22FY 22-23FY 23-24TOTAL CAPITAL PROJECTS Biosolids Management Poplar Harvest Management Services425,000 230,000 175,000 830,000 Non-Process Facilities and Facilities Planning Facility Plan Engineering Services90,000 105,000 110,000 305,000 Resiliency Planning88,000 88,000 Comprehensive Facility Plan Update2,080,000 2,080,000 Conveyance Systems Glenwood Pump Station Upgrade1,300,000 1,300,000 Plant Performance Improvements Renewable Natural Gas (RNG) Upgrades6,065,000 6,065,000 Decommissioning WPCF Lagoon4,700,000 4,700,000 (1) Class A Disinfection Facilities 2,300,000 2,300,000 Aeration Basin Improvements - Phase 2 1,000,000 1,000,000 1,500,000 3,500,000 Administration/Operations Building Improvements 1,000,000 4,000,000 5,000,000 Operations & Maintenance Building Improvements800,000 800,000 (1) Riparian Shade Credit Program 416,000 416,000 416,000 416,000 416,000 2,080,000 Thermal Load Mitigation: Pre-Implementation 295,000 295,000 (1) Recycled Water Demonstration Projects 180,000 565,000 500,000 1,245,000 Thermal Load Mitigation - Implementation 1 1,600,000 2,000,000 500,000 4,100,000 Tertiary Filtration - Phase 2 3,500,000 8,500,000 12,000,000 TOTAL CAPITAL PROJECTS$17,359,0007,191,000 7,091,000 4,521,000 10,526,000 46,688,000 ASSET MANAGEMENT Equipment Replacement 621,000 2,179,000 1,451,000 1,096,000 1,022,000 6,369,000 Major Rehab 520,000 732,000 1,842,000 357,000 182,000 3,633,000 Major Capital Outlay - - - - - - TOTAL ASSET MANAGEMENT 1,141,000 2,911,000 3,293,000 1,453,000 1,204,000 10,002,000 TOTAL CAPITAL IMPROVEMENTS$18,500,000$10,102,000$10,384,000$5,974,000$11,730,000$56,690,000 Note: (1) The funding for new projects is allocated from the Thermal Load Implementation 1 budget plan. Page 44 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# CAPITAL PROJECT DETAIL - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program POPLAR HARVEST MANAGEMENT SERVICES (P80083) Description: The Biocycle Farm comprises nearly 400 acres of hybrid poplar trees, which were planted as three management units (MUs). The MUs were initially planted in 2004 to 2009 and are managed on regulated 12-year rotations. This project develops a long-term poplar management strategy for the Biocycle Farm through refinement of poplar harvest and planting practices and identification of wood products markets best aligned with the highest and best use of Biocycle Farm poplar. The project ensures the timely harvest of the initial plantings in each MU within the regulatory 12-year rotation limit and subsequent replanting. Management of poplars is anticipated to become a Eugene Operations duty in FY 22/23. Status: 65% complete. MU-1 was replanted in 2016. MU-2 was replanted in 2018-19. MU-3 is scheduled for harvest in 2020. Justification: Regulatory land use requirements for operation of the Biocycle Farm and optimization of farm effectiveness and efficiency, including biosolids and recycled water management strategies. Project Driver: Land Use Compatibility Statement (LUCS) issued by Lane County; Biosolids Management Plan and Recycled Water Use Plan under the MWMC’s NPDES permit. Project Trigger: Maturity of each 12-year rotation age cycle. Improvement SDC Eligibility: 22.2% Estimated Project Cost: $1,857,000 Estimated Cash Flow: FY 13-14 = $116,009; FY 14-15 = $114,465; FY 15-16 = $136,814; FY 16-17 = $105,653; FY 17-18 = $435,573; FY 18-19 = $118,486; FY 19-20 = $425,000; FY 20-21 = $230,000; FY 21-22 = $175,000; Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$908,514$118,486$425,000$230,000$175,000$0$0$1,857,000 Other$0$0$0$0$0$0$0$0 Total Cost$908,514$118,486$425,000$230,000$175,000$0$0$1,857,000 Page 45 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program FACILITY PLAN ENGINEERING SERVICES (P80090) Description: Engineering services for analysis, project definition, cost estimating, and general consultation regarding the 20-Year Facilities Plan. Status: Work on the preliminary phase of a multi-phase stormwater master planning effort continued in FY 18-19. In addition, the performance of the Glenwood pump station was further evaluated. Justification: Projects were developed to varying levels of specificity in the 20-Year Facilities Plan and there is an on-going need for technical and engineering resources to help further refine projects and generally assist with implementation of the plan. Another need addressed by this resource is assurance that the new improvements maintain the plant’s overall treatment processes and hydraulics integrity. This task also provides ongoing planning work related to items not addressed by the 2004 MWMC Facilities Plan. Project Driver: Ongoing goal to efficiently follow and accommodate the upgrades resulting from the 20- Year Facilities Plan. Project Trigger: On-going need. Improvement SDC Eligibility: N/A Estimated Cost: $1,646,000 Estimated Cash Flow: FY 12-13 = $36,690; FY13-14 = $146,491; FY 14-15 = $67,453; FY 15-16 = $36,775; FY 16-17 = $59,823; FY 17-18 = $32,367; FY 18-19 = $130,943; FY 19-20 = $90,000; FY 20-21 = $0; FY 21-22 = $0;FY 22-23 = $105,000; FY 23-24 = $110,000; FY 24-25 = $115,000; FY 25-26 = $115,000; FY 26-27 = $120,000; FY 27-28 = $120,000 Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$0$0$0$0$0$0$0$0 Other$615,057$130,943$90,000$0$0$105,000$110,000$1,051,000 Total Cost$615,057$130,943$90,000$0$0$105,000$110,000$1,051,000 Page 46 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program RESILIENCY PLANNING (P80096) Description: Given a range of disaster scenarios including a Cascadia Subduction Zone Earthquake, this planning project will identify critical system vulnerabilities, and provide engineering and operational strategies to mitigate vulnerabilities in order of priority. This work will result in recommendations for future capital projects to increase the resiliency of the MWMC’s critical infrastructure. Status: This planning effort is anticipated to be completed by fall of 2019. Justification: The MWMC’s facilities and wastewater conveyance and treatment services are integral to protection of the community and public health following a major disaster such as the anticipated Cascadia Subduction Zone Earthquake. Project Driver: Cost effectively ensure reasonable recovery of MWMC’s core facilities and services following major disasters including earthquake, flooding and fire. Project Trigger: Per commission direction, work began in FY 17-18. Improvement SDC Eligibility: 0% Estimated Project Cost: $739,000 Estimated Cash Flow: FY 18-19 = $651,000; FY 19-20 = $88,000 Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$0$0$0$0$0$0$0$0 Other$0$651,000$88,000$0$0$0$0$739,000 Total Cost$0$651,000$88,000$0$0$0$0$739,000 Page 47 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program RENEWABLE NATURAL GAS (RNG) UPGRADES (P80095) Description: This project provides the planning, decision support, and potentially design and construction of Renewable Natural Gas (RNG) Upgrades consisting of biogas purification facilities at the Water Pollution Control Facility (WPCF) and an interconnection with the NW Natural utility grid. Together, these upgrades would allow the MWMC to sell the upgraded gas (RNG) as a transportation fuel through an offtake agreement with Trillium CNG. In addition, Trillium CNG would buy the environmental attributes associated with this renewable fuel. Status: . Completed the pre-design and design phases and began the construction phaseExecuted an interconnection agreement with NW Natural and began negotiations on an off-take agreement with Trillium CNG. Justification: Full utilization of the MWMC’s biogas. Project Driver: Currently, the WPCF can only utilize approximately 66% of the biogas produced with the remaining 34% being flared as a waste product. Project Trigger: Commission approval of full project implementation by early 2020. Improvement SDC Eligibility: N/A Estimated Project Cost: $9,670,000 Estimated Cash Flow: FY-17-18 = $258,334; FY 18-19 = $3,346,666; FY 19-20 = $6,065,000 Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$258,334$3,346,666$6,065,000$0$0$0$0$9,670,000 Other$0$0$0$0$0$0$0$0 Total Cost$258,334$3,346,666$6,065,000$0$0$0$0$9,670,000 Page 48 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program DECOMMISSION WPCF ONSITE LAGOON (P80093) Description: This project decommissions the existing biosolids lagoon at the Water Pollution Control Facility (WPCF). Status: The design package is being finalized for the bidding phase. The lagoon decommissioning onsite contractor work is anticipated for summer of 2019. Justification: The lagoon was constructed in 1979 as a temporary biosolids storage facility while the Biosolids Management Facility was under construction. Since that time, it has also served as a temporary storage lagoon to support digester cleaning operations. However, the lagoon no longer serves the purpose for which it was originally constructed and does not meet current design standards for wastewater lagoons. Project Driver: The lagoon can no longer provide the biosolids capacity for which it was intended nor cost effectively continue to support digester cleaning operations. The lagoon is almost full of accumulated residual solids. Therefore, the decision was made to decommission the lagoon and change the process of cleaning the digesters. Project Trigger: The WPCF lagoon no longer functions as originally designed. Estimated Project Cost: $5,800,000 Improvement SDC Eligibility: 0% Estimated Cash Flow: FY 13-14 = $1,769; FY 14-15 = $128,550; FY 15-16 = $90,031; FY 16-17 = $18,104; FY 17-18 = $234; FY 18-19 = $861,312; FY 19-20 = $4,700,000 Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$238,688$861,312$4,700,000$0$0$0$0$5,800,000 Other$0$0$0$0$0$0$0$0 Total Cost$238,688$861,312$4,700,000$0$0$0$0$5,800,000 Page 49 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program CLASS A DISINFECTION FACILITIES (P80098) Description: Provides disinfection facilities needed (along with filtration provided by existing facilities) to achieve Class A standards for pilot recycled water uses on and off MWMC sites. Includes the design, construction and permitting of Class A recycled water disinfection facilities. Status: Preliminary design phase. Justification: Class A recycled water is necessary or more appropriate for pilot use of recycled water on non-MWMC sites. Demonstration of Class A quality and reliability is necessary for stakeholder acceptance and future adoption of expanded recycled water uses. Project Driver: The Phase 2 recycled water implementation/thermal load mitigation study recommended demonstration scale use of Class A recycled water to address stakeholder acceptability issues identified as barriers to full-scale recycled water uses. Project Trigger: Pilot recycled water demonstration sites with willing, ready-to-proceed partners have been identified, including City of Eugene street tree watering and industrial aggregate site equipment washing. Improvement SDC Eligibility: 26.1% Estimated Project Cost: $2,304,000 Estimated Cash Flow: FY 18-19: $4,000; FY 19-20 = $2,300,000 Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$0$4,000$2,300,000$0$0$0$0$2,304,000 Other$0$0$0$0$0$0$0$0 Total Cost$0$4,000$2,300,000$0$0$0$0$2,304,000 Page 50 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program AERATION BASIN IMPROVEMENTS – PHASE 2 (P80100) Description: Recent recommendations are to evaluate and consider improving some of the secondary treatment systems. Upcoming early work items to be evaluated are changes to the existing air piping, change to the diffuser/mixing systems, and consider upgrading older blower equipment. Future upgrades include adding step feed, anoxic selectors, and fine bubble diffusers to 4 of the 8 cells of the aeration basins and make hydraulic improvements. This project was originally the North Aeration Basin Improvements project; however, the Phase 1 study/design phase showed that improvements to the four eastern most basins as a first phase would allow for better hydraulics and more operational flexibility. The project scope increased to include replacement of existing aeration basin gates valves, and spray system. Status: Planned for future implementation. Justification: Improve secondary treatment process. Increase the dry weather aeration basin treatment capacity with respect to ammonia (with nitrification) and increase the wet weather treatment capacity. Project Driver: National Pollution Discharge Elimination System (NPDES) permit includes ammonia limit requiring nitrification in dry weather and expansion of wet weather capacity to treat wet weather flows to meet NPDES permit monthly and weekly suspended solids limits. Project Trigger: Address water quality requirements (need to evaluate the requirements based on the MWMC next NPDES permit renewal). Improvement SDC Eligibility: 58.7% Estimated Project Cost: $16,500,000 Estimated Cash Flow: FY 19-20 = $985,000; FY 20-21 = $1,000,000; FY 21-22 = $15,000; FY 22-23 = $0; FY 23-24 = $1,500,000; FY 24-25 = $6,500,000; FY 25-26 = $6,500,000 Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$0$0$1,000,000$1,000,000$0$0$1,500,000$3,500,000 Other$0$0$0$0$0$0$0$0 Total Cost$0$0$1,000,000$1,000,000$0$0$1,500,000$3,500,000 Page 51 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program ADMINISTRATION BUILDING IMPROVEMENTS (P80104) Administration/Operations Building Description: The project will upgrade the Administration/Operations Building at the Water Pollution Control Facility (WPCF). This project is a follow up to the 2018-2019 construction that is underway to build a new laboratory and expand the existing maintenance building. Status: Due to high construction costs on bids received March 14, 2017, the MWMC proceeded with a reduced project scope and awarded a construction contract to build a new laboratory and expand the existing maintenance building. The new lab and maintenance building space is planned to be occupied in 2019. As part of this project, staff is evaluating the next steps to repurpose the Administration/Operations Building. Justification: The original design and construction of the WPCF Administration/Operations Building was completed in the early 1980s. Since that time, use of the building has changed substantially due to modifications in the workforce, advancing technology, regulatory changes, and an increase in staff to support the MWMC mission of cleaning water. Project Driver: The need to update the existing Administration/Operations building is driven by the necessity to provide a safe and efficient work environment for the WPCF staff. Many of the planned changes stem from a changing wastewater/environmental business as a result of changing regulations since the WPCF was originally constructed in the early 1980s. Project Trigger: Expansion and changes needed for functionality and safety. Estimated Project Cost: $5,000,000 Improvement SDC Eligibility: 20.6% Estimated Cash Flow: FY 19-20 = $300,000; FY 20-21 = $700,000; FY 21-22 = $2,200,000; FY 22-23 = $1,800,000 Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$0$0$1,000,000$0$4,000,000$0$0$5,000,000 Other$0$0$0$0$0$0$0$0 Total Cost$0$0$1,000,000$0$4,000,000$0$0$5,000,000 Page 52 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program OPERATIONS & MAINTENANCE (O&M) BUILDING IMPROVEMENTS (P80085) New Laboratory Maintenance Building Expansion Description: After Commission approval to proceed with the project, on May 24, 2017 the MWMC construction contract was executed to build a new water quality laboratory and expand the existing maintenance building at the Water Pollution Control Facility (WPCF). Status: As of January 2019 construction workers continue to build a new laboratory and expand the existing maintenance building. The maintenance building expansion is planned to be occupied in early 2019. Construction contract work is scheduled for completion by summer of 2019. Justification: The original design and construction of the O&M Buildings at the WPCF was completed in the late 1970s and early 1980s. Since that time, use of the O&M Buildings have changed substantially due to modifications in the workforce, advancing technology, regulatory changes, and an increase in staff to support the MWMC mission of cleaning water. Lastly, the Industrial Source Control modular building was installed as a temporary structure in 1996 and has since reached the end of its useful life. Project Driver: The need to update and/or replace the existing O&M support facilities is driven by the need to provide a safe and efficient work environment for WPCF staff. Many of the planned modifications stem from a changing wastewater/environmental business as a result of evolving regulations since the WPCF was originally constructed in the early 1980s. Project Trigger: Expansion and changes needed for functionality and safety. Estimated Project Cost: $18,800,000 Improvement SDC Eligibility: 20.6% Estimated Cash Flow: FY 14-15 = $180,833; FY 15-16 = $845,914; FY 16-17 = $710,306; FY 17-18 = $7,138,782; FY 18-19 = $9,124,165; FY 19-20 = $800,000 Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$8,875,835$9,124,165$800,000$0$0$0$0$18,800,000 Other$0$0$0$0$0$0$0$0 Total Cost$8,875,835$9,124,165$800,000$0$0$0$0$18,800,000 Page 53 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program RIPARIAN SHADE CREDIT PROGRAM (P80080) Description: This project facilitates the generation of water quality trading credits for temperature through implementation of riparian shade restoration projects. The primary project elements are the support and funding of the MWMC’s watershed interests through the Pure Water Partners program and the ongoing long-term monitoring and reporting associated with the MWMC’s pilot “shade sponsorship” projects that were implemented in 2013-2016. Status: On-going with new credit projects in development. Justification: The Pure Water Partners program is the MWMC’s leading and most cost-effective strategy for thermal load compliance. The MWMC formally started the Pure Water Partners program in FY18-19 under the EWEB IGA and contracting of a long-term credit program manager for project implementation. Sponsorship pilot projects have ongoing contractual obligations through the year 2034 to maintain the sites enrolled for regulatory credit. Project Driver: Ongoing shade contract commitment plus additional NPDES permit compliance needs based on updated temperature standards and thermal load limits. Project Trigger: Impending NPDES permit renewal; currently in administrative extension. Improvement SDC Eligibility: 26.1% Estimated Project Cost: $2,632,000 Estimated Cash Flow: FY12-13 = $84,621; FY13-14 = $77,394; FY14-15 = $79,245; FY15-16 = $102,191; FY16-17 = $58,948; FY17-18 = $0; FY 18-19 = $94,782; FY 19-20 = $416,000; FY 20-21 = $416,000; FY 21-22 = $416,000;FY 22-23 = $416,000; FY 23-24 =$416,000; FY 24-25 = $10,000; FY 25-26 = $10,000; FY 26-27 = $10,000; FY 27-28 = $10,000; FY 28-29 = $10,000 Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$407,218$94,782$416,000$416,000$416,000$416,000$416,000$2,582,000 Other$0$0$0$0$0$0$0$0 Total Cost$407,218$94,782$416,000$416,000$416,000$416,000$416,000$2,582,000 Page 54 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program THERMAL LOAD MITIGATION: PRE-IMPLEMENTATION (P80062) Description: This project comprises the three-phase planning study for thermal load mitigation strategies, including recycled water use and riparian shading projects. The study also addresses regulatory strategy development related to the temperature standard implementation and NPDES permit renewal conditions. The current Phase 3 study effort further develops the recommendations of the Phase 2 study to implement the riparian shade credit program; Class A recycled water demonstration, and increased recycled water use and storage at the MWMC’s BMF/BRS. Phase 3 work also provides analysis of other potential future thermal load mitigation strategies including formal expansion of recycled water distribution, wetland and stream flow augmentation, and credit for watershed partnerships for cold water function. Status: 90% complete – the first two of three study phases are complete and Phase 3 study is scheduled for completion in FY 19-20. Justification: A thermal load compliance strategy is needed for the future NPDES permit. The compliance strategy should balance cost-effectiveness, environmental outcomes, and community benefits to meet the MWMC’s overall goals. Final analyses and recommendation plans will guide permit compliance strategies. Project Driver: Long-term need for NPDES permit temperature standard strategies related to future thermal load compliance requirements. Project Trigger: NPDES permit renewal readiness. Improvement SDC Eligibility: 26.1% Estimated Project Cost: $1,007,000 Estimated Cash Flow: FY 13-14 = $ 295,995; FY 14-15 = $48,908; FY 15-16 = $34,165; FY 16-17 = $116,314; FY-17-18 = $45,194; FY 18-19 = $171,424; FY 19-20 = $295,000 Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$0$0$0$0$0$0$0$0 Other$540,576$171,424$295,000$0$0$0$0$1,007,000 Total Cost$540,576$171,424$295,000$0$0$0$0$1,007,000 Page 55 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program RECYCLED WATER DEMONSTRATION PROJECTS (P80099) Description: This project provides for the design, construction, permitting, and implementation of recycled water demonstration site needs beyond the production and distribution of Class A recycled water for use. Project may entail onsite upgrades and retrofits to allow the use of recycled water in partnership with end-users and point of delivery plumbing and controls. Status: Preliminary design phase. Justification: Demonstration of the MWMC’s capability and consistency of recycled water for use in a safe, effective, and publicly accepted manner is a key step toward future, larger-scale, recycled water uses. Future recycled water uses may be an important strategy for diverting effluent from the Willamette River to meet NPDES permit discharge limits as well as to meet growing community water resource and resiliency needs. Project Driver: The Phase 2 recycled water implementation/thermal load mitigation study recommended demonstration scale use of Class A recycled water to address stakeholder acceptability issues identified as barriers to full-scale recycled water uses. Project Trigger: Pilot recycled water demonstration sites with willing, ready-to-proceed partners have been identified, including City of Eugene street tree watering and industrial aggregate site . equipment washing Improvement SDC Eligibility: 26.1% Estimated Project Cost: $1,245,000 Estimated Cash Flow: FY 18-19 = $0; FY 19-20 = $180,000; FY 20-21 = $565,000; FY 21-22 = $500,000 Prior2018-19 Expenditure/Category:YearsEst. Act.2019-202020-212021-222022-232023-24Total Design/Construction$0$0$180,000$565,000$500,000$0$0$1,245,000 Other$0$0$0$0$0$0$0$0 Total Cost$0$0$180,000$565,000$500,000$0$0$1,245,000 Page 56 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program COMPREHENSIVE FACILITIES PLAN UPDATE (P80101) Description: This will be the first MWMC Comprehensive Facilities Plan Update since the 2004 MWMC Facilities Plan. This update will include stormwater planning for the WPCF; NPDES permit renewal, SDC assessment and facilities planning technical services to assess capital improvement requirements over a 20-year planning horizon. The update will draw on the most recent plant data, permit compliance requirements, and available technology in order to ensure the MWMC continues to meet future regulations, environmental standards, and customer needs. A portion of the planned budgeted ($130,000) was moved forward to FY 18-19 to implement the second phase of stormwater planning for the WPCF site following the first phase that was implemented under the Facilities Plan Engineering Services (P80090) project. Status: Stormwater planning is underway in FY 18-19. The bulk of the planned budget is reserved for future implementation of planning work in response to the MWMC’s anticipated NPDES permit renewal. Justification: Plan future conveyance and treatment upgrades and/or expansions to meet regulatory requirements, preserve public health and regional water quality standards. Project Driver: Provides comprehensive facilities planning to develop the capital program for the upcoming 20-year period once the MWMC receives new regulatory requirements under the next NPDES permit renewal. Project Trigger: The stormwater planning portion is triggered by local building permit needs and requirements starting in FY 18-19. The remaining project scope will be initiated by the next NPDES permit renewal schedule, now estimated for 2019 at the earliest. Improvement SDC Eligibility: 20.6% Estimated Project Cost: $2,210,000 Estimated Cash Flow: FY 18-19 = $130,000; FY 19-20 = $0; FY 20-21 = $2,080,000 Prior2018-19 Expenditure/Category:YearsEst. Act. 2019-202020-212021-222022-232023-24Total Design/Construction$0$0$0$0$0$0$0$0 Other$0$130,000$0$2,080,000$0$0$0$2,210,000 Total Cost$0$130,000$0$2,080,000$0$0$0$2,210,000 Page 57 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program GLENWOOD PUMP STATION UPGRADE (P80064) Description: Expand Glenwood pump station capacity to accommodate growth and meet Oregon Department of Environmental Quality (DEQ) wastewater pump station design requirements. The pump station was designed with stalls for additional pumps. Two pumps are currently installed with space for two additional pumps to be added when flow to the pump station increases with development of the Glenwood and Laurel Hills basins. Status: Continuing to monitor the Glenwood pump station operations and performance. Justification: Additional pumping capacity will be required at this MWMC pump station to handle increasing flows in the Glenwood area (Springfield) and the Laurel Hill area (Eugene). Project Driver: Oregon DEQ wastewater pump station redundancy requirements. Project Trigger: Peak wet weather instantaneous flow reaches 80 percent of the pump station firm capacity. Improvement SDC Eligibility: 38.2% Estimated Project Cost: $1,300,000 Estimated Cash Flow: FY 20-21 = $1,250,000; FY 21-22 = $50,000 Page 58 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program THERMAL LOAD MITIGATION – IMPLEMENTATION 1 (P80063) Description: This project initiates related projects as they are specifically developed (such as the Riparian Shade Credit Program (P80080) and the recycled water demonstration projects (P80098 and P80099), and will implement other thermal load mitigation projects anticipated as part of a multi-pronged compliance strategy. Anticipated projects include recycled water use expansion at MWMC facilities, extension of recycled water services to community partners, and other strategies to reduce the MWMC’s total thermal load impact. The recycled water projects may include additional treatment, disinfection, pumping, pipeline, and distribution/irrigation systems. Status: Planning study underway under Project P80062 for expanded recycled water storage and use at the MWMC’s BMF/BRS/Biocycle Farm facilities, as well as for other potentially feasible projects. Justification: The Phase 2 Recycled Water/Thermal Load Mitigation Study identified expanded use and storage of recycled water at the MWMC’s Biocycle Farm and adjacent facilities as a multiple-benefit; infrastructure-ready means to reduce thermal load impacts through effluent diversion. Enhanced Biocycle Farm irrigation could increase total harvest yields and market value. Project Driver: NPDES permit thermal load limit compliance as required under updated Oregon temperature standards and implementation. Project serves as a complement, or backstop measure, to the Riparian Shade Credits project. Project Trigger: Project implementation as necessary for compliance with Oregon’s temperature standard. Improvement SDC Eligibility: 26.1% Estimated Project Cost: $ 6,610,000 Estimated Cash Flow: FY 13-14 = $1,531; FY 14-15 = $7,871; FY 15-16 = $9,689; FY 16-17 = $4,734; FY 17-18 = $53,911; FY 18-19 = -$47,736; FY 19-20 = $0; FY 20-21 = $1,600,000; FY 21-22 = $2,000,000; FY 22-23 = $500,000; FY 23-24 = $0; FY24-25 = $1,240,000; FY 25-26 = $1,240,000 Prior2018-19 Expenditure/Category:YearsEst. Act.2019-202020-212021-222022-232023-24Total Design/Construction$77,736-$47,736$0$1,600,000$2,000,000$500,000$0$4,130,000 Other$0$0$0$0$0$0$0$0 Total Cost$77,736-$47,736$0$1,600,000$2,000,000$500,000$0$4,130,000 Page 59 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# Metropolitan Wastewater Management Commission Capital Improvement Program TERTIARY FILTRATION - PHASE 2 (P80102) Description: The phased work program will install infrastructure/support facilities for 30 mgd of filters for tertiary filtration of secondary treated effluent. Phase 2 is planned to install filter system technology sufficient for another 10 mgd of treatment that will increase the total filtration capacity to 20 mgd. The Phase 3 project will install the remaining filtration technology to meet the capacity needs identified in the 2004 MWMC Facilities Plan. In 2016, the project scope expanded to include updating electrical switchgear and install tertiary filter flushing headers/pipe vents. Status: Tertiary Filtration (Phase 2) project is anticipated to start design development in fiscal year 22-23. Justification: The 2004 MWMC Facilities Plan proposes phasing filters on a phased work program. Filtration provides high quality secondary effluent to help meet permit requirements and potential Class A recycled water product. Project Driver: Performance reliability to meet the dry weather NPDES total suspended solids limits of less than 10 mg/L, reuse development, and compliance with effluent limits during peak flow conditions. Project Trigger: NPDES permit compliance for total suspended solids (TSS): Dry weather maximum month flow in excess of 49 mgd. Also, provide higher quality effluent so that reuse options can be developed. Continue to monitor the MWMC NPDES permit renewal timing and requirements. Improvement SDC Eligibility: 41.6% Estimated Project Cost : $16,500,000 Estimated Cash Flow: FY 22-23 = $1,500,000; FY 23-24 = $6,000,000; FY 24-25 = $8,800,000; FY 25-26 = $200,000 Prior2018-19 Expenditure/Category:YearsEst. Act.2019-202020-212021-222022-232023-24Total Design/Construction$0$0$0$0$0$3,500,000$8,500,000$12,000,000 Other$0$0$0$0$0$0$0$0 Total Cost$0$0$0$0$0$3,500,000$8,500,000$12,000,000 Page 60 FY 19-20 BUDGET AND CIP - ¸ ΐΒǾ ΑΏΐΘǾ 7®±ª 3¤²²¨®­ ȟ )³¤¬ Β# ECC UGENE ITY OUNCIL AIS GENDA TEM UMMARY Publ¨¢ (¤ ±¨­¦  ­£ P®²²¨¡«¤ &¨­ « ActionȀ !­ /±£¨­ ­¢¤ 6 ¢ ³¨­¦   0®±³¨®­ ®¥ 0¤ ±« !««¤¸Ǿ ,®¢ ³¤£ "¤³¶¤¤­ %ȁ Δ!««¤¸  ­£ %ȁ Δ!µ¤­´¤Ǿ  ­£ thth 0±®µ¨£¨­¦ ¥®±  ­ )¬¬¤£¨ ³¤ %¥¥¤¢³¨µ¤ $ ³¤ Ȩ#¨³¸ &¨«¤ 62) ΐΘ-1) -¤¤³¨­¦ $ate: - ¸ ΐΒǾ ΑΏΐΘ !¦¤­£  )³¤¬ .´¬¡¤±Ȁ Γ Department: 0« ­­¨­¦  ­£ $¤µ¤«®¯¬¤­³ 3³ ¥¥ #®­³ ¢³Ȁ .¨¢§®« ² '¨®¤««® www.eugene-or.gov #®­³ ¢³ 4¤«¤¯§®­¤ .´¬ber: 541-682-5453 ISSUE 34!4%-%.4 4§¤ #¨³¸ #®´­¢¨« ¶¨«« §®«£   ¯´¡«¨¢ §¤ ±¨­¦ ®­   ±¨¦§³-of-¶ ¸ µ ¢ ³¨®­ ±¤°´¤²³ ²´¡¬¨³³¤£ ¡¸ /¡¨¤ #®¬¯ ­¨¤²ȁ 4§¤ ±¤°´¤²³¤£ µ ¢ ³¨®­ ®¥ ¨¬¯±®µ¤£ ¯´¡«¨¢ ±¨¦§³-of-¶ ¸ ¢®­²¨²³² ®¥ ³§¤ ¯®±³¨®­ ®¥ 0¤ ±« !««¤¸ «®¢ ³¤£ ¡¤³¶¤¤­ % ²³ Δ !µ¤­´¤  ­£ % ²³ Δ!««¤¸ȁ !­  ¤±¨ « ¬ ¯ ®¥ ³§¤  ««¤¸ µ ¢ ³¨®­ thth ±¤°´¤²³ ¨² ¯±®µ¨£¤£  ² 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Noneȁ #/5.#), OPTIONS 1.!£®¯³ ³§¤ /±£¨­ ­¢¤  ² ¯±®¯®²¤£  ³   ²¨­¦«¤ ¬¤¤³¨­¦Ǿ ¤¥¥¤¢³¨µ¤ ¨¬¬¤£¨ ³¤«¸ȁ 2.!£®¯³ ³§¤ /±£¨­ ­¢¤  ³   ²¨­¦«¤ ¬¤¤³¨­¦ ¶¨³§   ΒΏ-£ ¸ ¤¥¥¤¢³¨µ¤ £ ³¤ȁ 3..®³  ¢³ ®­ ³§¤ /±£¨­ ­¢¤ ³®­¨¦§³Ǿ ¨­ ¶§¨¢§ ¢ ²¤  ¢³¨®­ ¶¨«« ¡¤ ²¢§¤£´«¤£ ­® « ³¤± ³§ ­ ³§¤ - ¸ ΑΗǾ ΑΏΐΘǾ ¢®´­¢¨« ¬¤¤³¨­¦ȁ #)49 -!.!'%2Ȍ3 RECOMMENDATION 4§¤ #¨³¸ - ­ ¦¤± ±¤¢®¬¬¤­£² /¯³¨®­ ΐǾ  £®¯³¨®­ ®¥ ³§¤ ®±£¨­ ­¢¤  ³   ²¨­¦«¤ ¬¤¤³¨­¦Ǿ ¶¨³§  ­ immediate ¤¥¥¤¢³¨µ¤ £ ³¤ȁ 35''%34%$ -/4)/. -®µ¤ ³®  £®¯³  ­ /±£¨­ ­¢¤ vaca³¨­¦   p®±³¨®­ ®¥ 0¤ ±« !««¤¸Ǿ «®¢ ³¤£ ¡¤³¶¤¤­ %ȁ Δ !««¤¸  ­£ %ȁ th 5 !µ¤­´¤Ǿ  ­£ ¯±®µ¨£¨­¦ ¥®±  ­ ¨¬¬¤£¨ ³¤ ¤¥¥¤¢³¨µ¤ £ ³¤ȁ th ATTACHMENTS A.!¤±¨ « ¬ ¯ ®¥  ««¤¸ µ ¢ ³¨®­ ±¤°´¤²³ B.- ¯ ®¥  ¥¥¤¢³¤£  ±¤   ­£ ³§¤  ±¤  ®¥ ¯±®¯¤±³¸ ®¶­¤± ¢®­²¤­³ C.$± ¥³ /±£¨­ ­¢¤ &/2 -/2% ).&/2-!4)/. 3³ ¥¥ #®­³ ¢³Ȁ .¨¢§®« ² '¨®¤««®Ǿ !²²®¢¨ ³¤ 0« ­­¤± 4¤«¤¯§®­¤Ȁ 541-682-5453 3³ ¥¥ %-Mail: NGioello@eugene-or.gov Obie Companies (VRI 19-1) Vacation of Improved Right-of-Way Subject Alley Vacation UGB E 5 TH A LY Subject Alley Vacation E 6 TH AV E E 6 TH AV E ´ Feet 0250500 Caution: Legend This map is based on imprecise source data, subject to change, and for general reference only. Qspqptfe!Qvcmjd!Bmmfz!Wbdbujpo-!Opsui!Qfbsm!Bmz Proposed Public Alley Vacation Proposed Public Alley Vacation Acreage of real property affected: 7.4 ac Real Property Affected Acreage of owners granting consent: 4.6 ac Portion of affected area with consent granted: 62% Property Owners Granting Consent Streets Taxlots Dbvujpo; Uijt!nbq!jt!cbtfe!po jnqsfdjtf!tpvsdf!ebub-!tvckfdu up!dibohf-!boe!gps!hfofsbm Gu April 16, 2019 sfgfsfodf!pomz/ 156:1291 PSEJOBODF!OP/`````````` BO!PSEJOBODF!WBDBUJOH!B!QPSUJPO!PG!QFBSM!BMMFZ-!MPDBUFE! UIUI CFUXFFO!F/!6BMMFZ!BOE!F/!6BWFOVF-!BOE!QSPWJEJOH!GPS!BO! JNNFEJBUF!FGGFDUJWF!EBUF/ Uif!Djuz!Dpvodjm!pg!uif!Djuz!pg!Fvhfof!gjoet!uibu; B/ C/ UIF!DJUZ!PG!FVHFOF!EPFT!PSEBJO!BT!GPMMPXT; Tfdujpo!2 Tfdujpo!3 Tfdujpo!4 Tfdujpo!5 Qbttfe!cz!uif!Djuz!Dpvodjm!uijtBqqspwfe!cz!uif!Nbzps!uijt `````!ebz!pg!Nbz-!312:/!!`````!ebz!pg!Nbz-!312:/ ````````````````````````````````````````````````````````````````````` Djuz!SfdpsefsNbzps Exhibit C Findings Background: Pearl Alley runs north-south for a half-block between the David Minor Theater and the Vitus Building.The total requested vacation area consists of 2,240 square feet of public right-of-way. The area to be vacated currently serves as alley access for properties south of East 5th Avenue, between Oak Street and Pearl Street. The applicant, Obie Companies, is associated with Mildred O LLC, which owns all the properties abutting the proposed alley vacation. The vacation request process serves as a means to evaluate the need for public ways as land develops and uses change over time, and to address the manner in which the City may dispense with public ways. This request for vacation is being considered in accordance with sections 9.8700 – 9.8725 of the Eugene Code (EC) and Oregon Revised Statutes (ORS) 271.080 – 271.230 and processed pursuant to EC 9.7445 – 9.7455. The public hearing is being conducted consistent with quasi-judicial procedures in State law and as set forth in EC 9.7065 – 9.7095. When rights-of-way are vacated, ORS requires ownership of the underlying land to revert back to the adjacent lands from which it was originally dedicated. If the vacation is approved,the alley will revert to private ownership by Mildred O, LLC. EC 9.8710(5) requires the applicant to pay a special assessment to the City equal to the assessed value of the real property and any costs incurred by the City in the construction of publicimprovements. The applicant has paid the required assessment. Compliance with Approval Criteria: The sole approval criterion for this vacation, located at EC 9.8725, requires the City Council to find that approval of the requested right-of-way vacation is in the public interest. The full text of the approval criterion is provided below, with findings demonstrating compliance: The city council shall approve, or approve with conditions and reservations of easements, the vacation of improved public right-of-way, public ways acquired with public funds, or undeveloped subdivision and partition plats, or portions thereof, including public right-of-way and improved public easements located therein, only if the council finds that approval of the vacation is in the public interest. The required public notice and hearing have occurred on the vacation request in accordance with applicable statutory and local code requirements. Consent to the vacation request from abutting and affected owners, and payment of a special assessment for the area of vacated right-of-way, has been provided by the applicant, as required by statutes and local code. Vacation Findings The following findings demonstrate that vacation of Pearl Alley, located between East 5th Alley and East 5th Avenue, and Pearl and Oak Streets, is in the public interest. This determination is based on the conclusion that vacation of this alley will provide efficient use of land and will not negatively impact the transportation system, surrounding neighborhoods or emergency access. Additionally, future development opportunities of the adjacent lands can be enhanced through the consolidation of the site. As a result, vacation of the requested alley will be in the public interest. Detailed findings to support this conclusion are provided below. The applicant is currently developing the southern half of the block bounded by Oak Street, 5th Avenue, Pearl Street and 6th Avenue as part of the $75 million Market Expansion project consisting of three new buildings, which includes retail/office, hotel, and a mixed-use building with residential apartments. The changes to the southern half of the block required the removal and relocation of the public utilities in that area. The construction in the southern portion of the block will also require the removal of the sanitary sewer within the northern portion of Pearl Alley. The proposed redevelopment is part of an agreement between the developer and Lane County, who owns the southern half of the block. This project, in conjunction with an affordable housing project by Homes for Good, was selected by Lane County Board of Commissioners for redevelopment of their existing surface parking lots—a site identified in the City’s 2004 Downtown Plan as the first on a list of “Development Opportunity Areas.” Obie Companies’ proposal to expand the 5th Street Market District on the Lane County property has the potential to achieve the following Downtown Plan objectives: Redevelop one of the identified Development Opportunity Areas; Expand the 5th Avenue Area (a Special Place and a Great Street in the Downtown Plan); Strengthen the pedestrian connection between the downtown core and activity on 5th Avenue, and ultimately to the planned Riverfront Park and the Willamette River; Contribute to the Envision Eugene goal of 1,000 new multi-family homes in the downtown core. Anal ysis from Public Works staff confirms the surrounding street network is a traditional blocked street grid, which provides ample street connectivity as required by Eugene Code and negates the need for an alley as a secondary public thoroughfare. City Council previously th Alley per City approved the vacation of the southern half of Pearl Alley, along with East 5 Council Ordinance 20601. As a result, those areas no longer haveany transportation benefit to the public and are privately owned. The proposed vacation will not impede or modify on-site circulation. To the north is East 5th Avenue and to the west is Oak Street, both local City streets and fully improved with paving, curb and gutter, bike lanes, sidewalks and street lights. Pearl Street is to the east and isa major collector, and East 6th Avenue to the south is a major arterial. The surrounding street network provides ample transportation facilities for all users and is consistent with city design standards and master plans. The proposed alley vacation will not have a significant effect on the surrounding transportation systems. Public Works staff supports the right of way vacation from the perspective of providing adequate transportation facilities and services. The applicant has been issued a permit Privately Engineered Public Improvement (PEPI #370018) with approved plans addressing the issue of wastewater service to the existing buildings and stormwater treatment for the future development. Current wastewater service located within the proposed vacated alley will be routed east via private wastewater lines to the 12-inch sewer line within Pearl Street. The PEPI permit provides for facilities designed to meet the City of Eugene development standards for both the private stormwater as well as city sewer connections. The applicant is providing an extension of the wastewater service and stormwater facilities in an orderly and efficient manner and Public Works staff supports the right of way vacation from the perspective of providing adequate wastewater and stormwater facilities. Conclusion: The applicant’s requested right-of-way vacation is in the public interest, based on the above facts and the terms of the ordinance. 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E.3 rd Alley Property Staff identified Unsolicited Offer from property to sell Private Party City Manager evaluation of merits City Council or Agency Board work session direction on: Disposal process Public notice/outreach 4/24/18 Expected outcomes City Manager initiates process City Council or Agency Board Action Review & select offers/proposals ΏƓΉğ Review & act on deal points