HomeMy WebLinkAboutItem 01 AIS Infrastructure System Needs and FTE Proposal
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AGENDA ITEM SUMMARY Meeting Date: 2/18/2020
Meeting Type:Work Session
Staff Contact/Dept.:Niel Laudati,
Staff Phone No:541-726-3780
Estimated Time: 50 Minutes
S P R I N G F I E L D
C I T Y C O U N C I L
Council Goals: Maintain and Improve
Infrastructure and
Facilities
ITEM TITLE: INFRASTRUCTURE SYSTEM NEEDS AND FTE PROPOSAL
ACTION
REQUESTED:
Approve/Not Approve system maintenance and FTE proposal.
ISSUE
STATEMENT:
The steady economy and higher volume of public and private developments over the
past decade has stimulated considerable growth in the City’s inventory of public
infrastructure across our street, stormwater and wastewater systems. During this
time, staffing has remained level. The Finance and Development and Public Works
departments request City Council review and provide direction on a staffing
proposal that will add seven (7) additional staff to address outstanding public-facing
program needs across the department without the need for additional revenue.
ATTACHMENTS: Attachment 1: CBM Instructure System Needs and FTE Proposal
Attachment 2: CBM Instructure System Needs and FTE Proposal Presentation
DISCUSSION/
FINANCIAL
IMPACT:
The passage of HB 2017 resulted in the City receiving an increase in the State
apportionment from state fuel taxes and revenue from vehicle registration fees. The
City began receiving the HB2017 revenue in the fourth quarter of FY2019 which has
provided an increasein Street Fund reserves. The current fiscal condition of the
Wastewater and Stormwater Funds are also healthy. Given the magnitude of City
owned infrastructure the Finance and DPW departments request City Council to
review and provide direction on a multi-fund staffing proposal to expand services to
the community and contain long term asset costs.
This request can be implemented within the current street, stormwater, and
wastewater funds and will permit DPW staff to implement focused work activities in
program areas where preventive maintenance has been deferred. The specific
workplan will touch street surfaces, wastewater pipelines, subsurface and surface
stormwater pipes and bioswales, and provide a way for council and staff to connect
with community members to communicate work taking place in their neighborhood.
Staff identifies several targeted goals and prospective benefits if implemented:
extend the useful life of City infrastructure by re-establishing preventive
maintenance treatments
improve the operational functionality of streets, wastewater conveyance,
stormwater quality facilities
address Community Development and Operations communication,
engagement and outreach objectives through coordinated and consistent
citizen interaction. Improve staff visibility and citizen confidence by
demonstrating solid asset management and stewardship.
protect community assets while saving the resources in the long term
If approved this will allow hiring 7 additional staff to address several outstanding
public infrastructure systems and program needs in Capital Engineering and
Operations. The total implementation cost estimate of this proposal is $817,000 for
personnel, materials and services.
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M E M O R A N D U M City of Springfield
Date: 2/18/2020
To: Mary Bridget Smith, City Manager Pro Tem COUNCIL
From: Niel Laudati, Interim Assistant City Manager
Nathan Bell, Finance Director
Brian Conlon, DPW Operations Deputy Director
Tom Boyatt, DPW Community Development
Deputy Director
BRIEFING
Subject: Infrastructure System Needs And FTE Proposal MEMORANDUM
ISSUE: The steady economy and higher volume of public and private developments over the
past decade has stimulated considerable growth in the City’s inventory of public infrastructure
across our street, stormwater and wastewater systems. During this time, staffing has remained
level. The Finance and Development and Public Works departments request City Council review
and provide direction on a staffing proposal that will add seven (7) additional staff to address
outstanding public-facing program needs across the department without the need for additional
revenue.
COUNCIL GOALS/
MANDATE:
Maintain and Improve Infrastructure and Facilities
BACKGROUND:
A major charge of the Development and Public Works department is to provide for planning and
construction services to support public and private developments, and to accept ownership and
maintenance responsibilities of public assets in those developments upon Council acceptance.
The DPW Operations Division is responsible for the day-to-day operations, preservation and
maintenance of the City’s infrastructure systems; the Community Development Division is
responsible for reviewing, permitting and recommening acceptance of public improvements, and
capital improvement and replacement of these systems.
The City Council is well informed of the Street Fund challenges the City has encountered over
the last decade, which came about as the costs for personnel and materials and services began to
exceed revenues due to a loss of the Lane County road fund revenue sharing commitment ($1M
in 2008). Additionally, state highway apportionment revenue was not keeping pace with
inflationary factors, and fiscal impacts from the economic recession in 2008 created additional
staffing challenges. To respond to the fiscal realities, budget reductions were implemented
across DPW department programs, resulting in personnel and materials/services cutbacks to
maintain minimum Street Fund reserves and operating levels.
Also as the City has developed during the last decade, the City’s infrastructure (streets,
wastewater, stormwater, etc.) has grown in size and complexity. At the same time, existing
infrastructure has aged, compounding maintenance, repair and replacement needs.
Established research shows that investing in the preventive care and maintenance of these
essential systems can extend their useful life, delaying the higher costs of capital rehabilitation
or replacement to provide significant savings over time (e.g. deferring preventive treatments
leads to future system rehabilitation needs that can be 10 times as costly).
Attachment 1, Page 1 of 4
MEMORANDUM Page 2
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Street, Stormwater, Wastewater Program Needs and Opportunities:
With the passage of HB2017, the City began receiving an increase in the State apportionment
from state fuel taxes and vehicle registration fee revenue in the fourth quarter of FY2019 that
has provided a needed boost in Street Fund reserves. The current fiscal condition of the
Wastewater and Stormwater Funds are also healthy. Given the magnitude of infrastructure
operations and maintenance responsibility of the City, the Finance and DPW departments
request City Council to review and provide direction on a multi-fund City staffing proposal to
expand services to the community and contain long term asset costs. If approved this proposal
will add seven (7) additional staff to address several outstanding public infrastructure systems
and program needs in Capital Engineering and Operations.
This request can be implemented within the current street, stormwater, and wastewater funds and
will permit DPW staff to focus work activities in program areas where preventive maintenance
has been deferred. The specific workplan will touch street surfaces, wastewater pipelines,
subsurface and surface stormwater pipes and bioswales, and enhance community communication
and engagement objectives. This initiative will literally hit home with citizens as much of
planned field work will be done in their neighborhoods and with their engagement. Staff
identifies several targeted goals and prospective benefits if implemented:
extend the useful life of City infrastructure by re-establishing preventive maintenance
treatments
improve the operational functionality of streets, wastewater conveyance, stormwater
quality facilities
address direct citizen communication, engagement and outreach objectives through
regular interactions with community members, the council and the media.
improve staff visibility and citizen confidence by demonstrating solid asset management
and stewardship.
protect community assets while saving the resources in the long term
Work Plan Specifics
The following bullet points identify and describe specific maintenance needs and their
operational importance, and detail planned work activities if this proposal is approved:
Street Maintenance:
There is a significant backlog of residential street maintenance needs due to the decade
long Street Fund revenue challenges which resulted in the need to place higher priority
on the operations and maintenance of arterial and collector streets. Unfortunately, this
resulted in the residential crack and slurry seal program being suspended. Street surface
crack sealing is an effective preventive maintenance treatment that keeps rainwater from
eroding the street structure. There is high value when this work is done in combination
with contractual slurry seal applications because it extends the wear-life of residual
street surfaces up to 10 years. Staff will focus a 4-person crack seal crew in residential
neighborhoods during spring and summer seasons in preparations for capital contractual
slurry seal projects. This work also aligns with HB2017 State funding revenue targeted
to assist counties and cities in preserving street/road assets.
Water Quality:
The City’s inventory of surface stormwater water quality facilities (WQFs) and
subsurface storm pipes continues to grow with each new development. The Operations
and Environmental Services Divisions obligation for operations and maintenance of
bioswales now exceeds 100 facilities. Many of these WQFs are functionally inefficient
and have been identified as “eyesores” by residents due to ineffective maintenance.
Although City stormwater WQFs facilities, including pipes and bioswales, are being
maintained in a way that meets current regulatory requirements, a new MS4 stormwater
permit has been issued by the DEQ which will require additional investments in system
Attachment 1, Page 2 of 4
MEMORANDUM Page 3
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maintenance and community education. The new permit is being contested by a number
of Oregon communities so the total impact is unknown at this time, but it is certain that
additional work will be required. The focused work supported by this proposal will be
scheduled for summer/fall/winter and include underground pipe TV inspection, bioswale
and ditch/channel sediment management, trash, and invasive vegetation removal, and
facility redesign and construction.
Wastewater:
In FY2017 DPW implemented a flexible and industry standard asset management tool
titled Capacity, Management, Operations, and Maintenance (CMOM), that sets a
strategic plan framework for City’s management of wastewater assets. The plan guides
fundamental wastewater program elements that support sustainable and comprehensive
capital management and maintenance of local conveyance system, to meet a primary
goal of the DEQ and EPA to eliminate sanitary sewer overflows. The focused work will
be scheduled for fall and winter and include underground pipe and manhole
repair/construction, TV inspection, flow monitoring and higher frequency conveyance
system inspection.
Capital Improvement Program (CIP):
The CIP identifies, plans and constructs the needed capital repairs and rehabilitation for
all public infrastructure assets. Engineering also assists the Operations Division with
project design and construction for work undertaken by City crews. This essential
support includes street crack and slurry seal projects, stormwater repair/maintenance, the
design work associated with ADA compliance, sidewalk repair and other street
preservation work completed by the Operations Division.
Community Outreach: Operations and Engineering will also rely on a
Communications Engagement Specialist to make the connection between the street
improvements and maintenance and how the work directly benefits the community.
This position will be charged with being the point staff providing details on the
important work taking place, explain how public dollars are spent and serve the essential
role on the ground, in neighborhoods and in public meetings sharing information,
providing media stories and using numerous outlets to share the city’s story. This
position will provide regular updates to the council and ensure the council is aware of
projects in their ward and city-wide. The position will also manage effective full public
engagement program and covering important community outreach and information
related to capital project delivery.
Proposal and Funding
Staff submits the following prospective personnel resource request outline, which if approved
will provide to the resources necessary to address several outstanding public-facing program
needs in Capital Engineering and Operations. The requested personnel resource aligns with goals
and objectives outlined in this proposal to bring more services to neighborhoods and reduce long
term asset costs.
Design/Capital Project Staffing:
Add four (4) entry level maintenance apprentices in the Operations Division. The 4
operations apprentices represent a visible team of employees who would work during
the spring and summer season on crack sealing and street surface repair projects and
would shift to bioswale maintenance, and sewer and sanitary pipe maintenance in the
late summer, fall and winter.
Add (1) Community Engagement Specialist whose primary focus will be to provide
outreach and communication to the community for and Operations division maintenance
and preservation projects and to assist with new Capital Engineering projects and other
Attachment 1, Page 3 of 4
MEMORANDUM Page 4
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outward facing Council initiatives.
Add one (1) Engineering Technician and one (1) Engineering Assistant in the
Community Development Division to support the design and development work related
to street, wastewater, and stormwater repair/maintenance, as well as the design work
associated with ADA compliance, sidewalk repair and other street preservation work
completed by the Operations division.
Fully Loaded Costs
$523,000 in Personnel Services +
$294,000 in Materials and Services
Total Cost of $817,000
Funding Distribution
The funding for the positions listed above would be split across the Street, Wastewater and
Stormwater funds through allocation of the planned work – staff estimates by fund
approximately 26% Street Fund, 37% Wastewater Fund, 37% Stormwater Fund. The street
bond funds will not be spent on this proposal because they are designated for other specific
street projects.
The additional annual costs of approximately $817,000 would not require new revenue and
would utilize the following funds allocation strategies. Overall, we believe that increased
maintenance in all three asset groups will extend the replacement life of these assets,
maximizing the value of every dollar spent on the systems.
Street Fund:
In the 1st fiscal quarter of FY2019, HB2017 revenue started coming in providing a much
needed funding boost. The beneficial result of this additional revenue allowed for a
FY2019 Street Fund reserve of 37% at the end of FY19, measured against the annual
total operating budget. A healthy reserve is 20%.
The street fund has adequate revenues from HB2017 to support its share of the proposal
for the next 5 years.
Wastewater & Stormwater Funds:
The Sanitary and Storm funds share results by redirecting capital contributions from the
operating funds and do not add an additional increase to the rates. In the longer term, having
a longer replacement interval reduces annual capital contributions by spreading them over
more years’ of maintenance and maintaining existing assets for a longer period before
replacement. Spending dollars on asset management is much more cost effective than paying
for asset replacement and will better position the City to comply with the new MS4 permit
requirements when they become effective.
No Change
Without any changes, DPW can continue to operate as status quo, prioritize operations, and
continue to defer maintenance. This will result in higher repair, maintenance and rehabilitation
costs in the long term as well as increased costs for system replacement.
REQUESTED ACTION: Provide guidance to staff on adding additional FTE to maintain
public infrastructure.
Attachment 1, Page 4 of 4
Niel Laudati, Nate Bell,
Tom Boyatt & Brian Conlon
CMO, DPW & Finance
City of SpringfieldAttachment 2, Page 1 of 10
Street Condition Beyond
Preventive Treatment
Attachment 2, Page 2 of 10
Residential Street Crack Sealing
Attachment 2, Page 3 of 10
Unimproved Street Repair –Thin
Lift Overlay
Attachment 2, Page 4 of 10
Storm Sewer Curb Inlet Repair
Attachment 2, Page 5 of 10
Overgrown Bioswale
Attachment 2, Page 6 of 10
Properly Functioning Bioswale
Attachment 2, Page 7 of 10
Channel Maintenance Needs
Attachment 2, Page 8 of 10
Root Removal from Access Point
Attachment 2, Page 9 of 10
Questions
CMO, Finance, and Development &Public Works
City of Springfield
Attachment 2, Page 10 of 10