HomeMy WebLinkAboutItem 10 Ratification of the MWMC FY2020-21 Budget and CIP AGENDA ITEM SUMMARY Meeting Date: 5/04/2020
Meeting Type: Regular Meeting
Staff Contact/Dept.: Matt Stouder/DPW
Staff Phone No: 541-736-1006
Estimated Time: 10 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: Provide Financially
Responsible and
Innovative Government
Services
ITEM TITLE: RATIFICATION OF THE METROPOLITAN WASTEWATER MANAGEMENT
COMMISSION (MWMC) FY 2020-21 REGIONAL WASTEWATER PROGRAM
BUDGET AND CAPITAL IMPROVEMENT PROGRAM (CIP).
ACTION
REQUESTED:
Adopt a motion ratifying the FY 2020-21 Regional Wastewater Program Budget
and Capital Improvement Program (CIP).
ISSUE
STATEMENT:
As provided for in the MWMC Intergovernmental Agreement (IGA), the City of
Springfield, the City of Eugene, and Lane County, as governing bodies, must ratify
the annual MWMC Budget and CIP.
ATTACHMENTS: 1. The Regional Wastewater Program Budget and Capital Improvement Program
(CIP) for FY 2020-21, as approved by the MWMC
DISCUSSION/
FINANCIAL
IMPACT:
The FY 2020-21 (FY 20-21) Regional Wastewater (RWP) Budget and CIP document
was approved by the MWMC on April 10, 2020. In preparing and reviewing the Budget
and CIP, the MWMC convened three work sessions and a public hearing prior to taking
action to adopt the FY 20-21 MWMC Budget. The FY 20-21 Budget funds all
operations, administrative services, and capital projects planned for the Regional
Wastewater Facilities. The approved operating budget is $19.77 million, reflecting an
increase of 5.9% ($1.1M) in FY 20-21, when compared to the prior year.
The CIP outlines and describes the capital projects planned for the next five years. The
FY 20-21 RWP Budget and CIP document reflect a continued focus on the completion
of facilities upgrades, plant performance improvements, and operations and
maintenance activities to provide wastewater treatment for a growing community in a
manner that protects the public’s health, safety, and the environment.
In accordance with the IGA, the MWMC contracts with the City of Eugene for
operations and maintenance services, and with the City of Springfield for administrative
services. The budget document (Attachment 1) provides regional program and budget
summaries as well as detailed budgets for services provided by Eugene and Springfield.
The budget document also provides information about how the RWP activities are
driven by the MWMC’s established goals and performance measures.
In light of the COVID-19 pandemic, the Commission directed staff to maintain monthly
regional wastewater user fees level, with no rate change for FY20-21. On May 18, 2020
the City Council will hold a public hearing on the FY 20-21 regional rates within the
City. Following the public hearing, Council is scheduled to adopt a resolution to set the
FY 20-21 regional user fee rates within the City of Springfield.
The FY 20-21 RWP Budget and CIP must be approved by the MWMC and ratified by
Lane County, the cities of Eugene and Springfield, and then finally adopted by the
MWMC, prior to the beginning of the next fiscal year (July 1, 2020). The Eugene City
Council is scheduled to ratify the MWMC Budget and CIP on May 11, 2020, and the
Lane County Board of Commissioners is scheduled to ratify the MWMC Budget and
CIP on May 12, 2020, with MWMC final budget adoption to occur on June 12, 2020.
Fiscal Year 2020-2021
Metropolitan Wastewater
M ANAGEMENT COMMISSION
partners in wastewater management
and Capital Improvements Program
Regional Wastewater Program Budget
Attachment 1, Page 1 of 86
Attachment 1, Page 2 of 86
Cover photo: aerial view of the Biosolids Management Facility and Biocycle Farm in north Eugene
STAFF:
Matthew Stouder, MWMC Executive Officer/General Manager
Dave Breitenstein, Wastewater Director
Nathan Bell, MWMC Finance Officer
www.mwmcpartners.org
Fiscal Year 2020-21
CAPITAL IMPROVEMENTS PROGRAM
and
REGIONAL WASTEWATER PROGRAM BUDGET
Peter Ruffier (Eugene)
Joe Pishioneri (Springfield)
Walt Meyer (Eugene)
Doug Keeler (Springfield)
Bill Inge (Lane County)
Jennifer Yeh, Vice President (Eugene)
Pat Farr, President (Lane County)
COMMISSION MEMBERS:
Commission is scheduled to give final ratification of the Budget and CIP on June 12, 2020.
on May 11, 2020, and the Lane County Board of Commissioners on May 12, 2020. The
scheduled to be ratified by the Springfield City Council on May 4, 2020, the Eugene CityCouncil
Capital Improvements Program (CIP) for FY 20-21 on April 10, 2020. The Budget and CIP are
The Metropolitan Wastewater Management Commission adopted the Operating Budget and
Attachment 1, Page 3 of 86
Attachment 1, Page 4 of 86
TABLE OF CONTENTS
Attachment 1, Page 5 of 86
Attachment 1, Page 6 of 86
Metropolitan Wastewater Management Commission Overview
METROPOLITAN WASTEWATER MANAGEMENT COMMISSION
FY 20-21 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 ................... 36
Exhibit 11: Eugene Operations & Maintenance Line Item Summary.............................. 37
CAPITAL PROGRAM
Regional Wastewater Capital Improvements Program .......................................................... 38
Exhibit 12: Capital Program Budget Summary ................................................................ 41
Exhibit 13: Capital Program 5-Year Plan ........................................................................ 45
CAPITAL PROJECT DETAIL
Capital Program Project Detail Sheets ................................................................................... 46
Attachment 1, Page 7 of 86
Attachment 1, Page 8 of 86
PROGRAM OVERVIEW
Attachment 1, Page 9 of 86
Attachment 1, Page 10 of 86
Metropolitan Wastewater Management Commission Budget Message
Page 1 FY 20-21 BUDGET AND CIP
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 2020-21. 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-Springfield 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 43
years. The service area for the MWMC consists of approximately 250,000 residents, including
79,500 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 2020-21 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
Attachment 1, Page 11 of 86
Metropolitan Wastewater Management Commission Budget Message
Page 2 FY 20-21 BUDGET AND CIP
locally in compliance with the MWMC Model Ordinance, and are also included in the RWP
budget.
Capital Budget - The capital program reflects a continued focus on design and construction
of capital improvements planned to ensure that operation of the Regional Wastewater
Facilities meets environmental regulations, and that adequate capacity will be provided to
meet the needs of a growing service area. The Capital Budget for FY 20-21 is $23.95 million,
and the five-year Capital Plan is currently projected at $85 million.
Operating Budget - The FY 20-21 RWP Operating Budget for personnel services, materials
and services and capital outlay expenses is $19.77 million, reflecting a 5.9% increase when
compared to the prior year adopted budget (or a 4.9% increase when compared to the prior
year amended budget). The FY 20-21 budget includes Debt Service payments that total $4.26
million as scheduled repayment of the $32.7 million for revenue bonds issued in May 2016,
and $4.34 million in Clean Water SRF loans to fund the Facilities Plan capital improvements.
Revenues - The RWP is 100% funded by user fees, from customers and industries receiving
regional wastewater services. FY 20-21 user fee revenues (including septage service) are
projected at $34.5 million. In light of the COVID-19 pandemic revenues are based on a 0%
increase with regional monthly wastewater user fees and septage and hauled waste user fees
remaining level, while meeting revenue objectives for planned capital improvements.
Balanced Budget - The RWP achieves and maintains a structurally balanced budget with
resources equal or greater than expenditures to set aside a portion of fund balance in reserves.
In summary, the FY 20-21 budget implements the Commission’s adopted 2019 Financial Plan
policies, funding operations and administration sufficiently to maintain service levels and to
meet the environmental performance necessary for compliance with the National Pollutant
Discharge Elimination System (NPDES) permit issued jointly to the MWMC and the two cities.
Regulatory Permit Status
Since 2006, the MWMC’s NPDES permit has been administratively extended by the Department
of Environmental Quality (DEQ) pending ongoing litigation and future regulatory standards that
are anticipated to include more stringent requirements. During this period of regulatory
uncertainty the MWMC continues to reduce debt obligations, while planning financially to be
positioned for future permit renewal. Currently, the target date set by the DEQ for permit
issuance is by the end of calendar year 2021.
Respectfully submitted,
Matt Stouder
MWMC Executive Officer
Attachment 1, Page 12 of 86
Metropolitan Wastewater Management Commission Acronyms and Explanations
Page 3 FY 20-21 BUDGET AND CIP
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.
Attachment 1, Page 13 of 86
Metropolitan Wastewater Management Commission Acronyms and Explanations
Page 4 FY 20-21 BUDGET AND CIP
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.
Attachment 1, Page 14 of 86
Metropolitan Wastewater Management Commission Overview
Page 5 FY 20-21 BUDGET AND CIP
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 has involved 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 20-21 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 20-21 RWP Operating Budget, Capital Improvements
Program and associated work plans.
Attachment 1, Page 15 of 86
Metropolitan Wastewater Management Commission Overview
Page 6 FY 20-21 BUDGET AND CIP
Outcome 1: Achieve and maintain high environmental standards.
Indicators: Performance:
FY 18-19
Actual
FY 19-20
Estimated Actual
FY 20-21
Target
• Volume of wastewater treated
to water quality standards
100%; 11.7
billion gallons
100%; 11
billion gallons
100%; 11
billion gallons
• Average removal efficiency of
carbonaceous biochemical
oxygen demand (CBOD) and
total suspended solids (TSS)
(permit limit 85%)
98% 98% 95%
• High quality biosolids
(pollutant concentrations less
than 50% of EPA exceptional
quality criteria)
Arsenic 34%
Cadmium 18%
Copper 35%
Lead 12%
Mercury 7%
Nickel 8%
Selenium 21%
Zinc 35%
Arsenic 35%
Cadmium 20%
Copper 35%
Lead 15%
Mercury 10%
Nickel 10%
Selenium 20%
Zinc 35%
Arsenic <50%
Cadmium <50%
Copper <50%
Lead <50%
Mercury <50%
Nickel <50%
Selenium <50%
Zinc <50%
• ISO14001 Environmental
Management System
Certification (no major
nonconformance)
All objectives met All objectives met Meet all objectives
Outcome 2: Achieve and maintain fiscal management that is effective and efficient.
Indicators: Performance:
FY 18-19
Actual
FY 19-20
Estimated Actual
FY 20-21
Target
• Annual budget and rates
align with the MWMC
Financial Plan
Policies met Policies met Policies met
• Annual audited financial
statements
Clean audit Clean audit Clean audit
• Uninsured bond rating AA AA AA
• Reserves funded at target
levels
Yes Yes Yes
• Financial Plan policy
updates
Adopted and
implemented
--- ---
Attachment 1, Page 16 of 86
Metropolitan Wastewater Management Commission Overview
Page 7 FY 20-21 BUDGET AND CIP
Outcome 3: Achieve and maintain a successful intergovernmental partnership.
Indicators: Performance:
FY 18-19
Actual
FY 19-20
Estimated Actual
FY 20-21
Target
• Industrial Pretreatment
Programs are consistent with
the MWMC pretreatment
model ordinance
Consistent across
service area
Consistent across
service area
Consistent across
service area
• MWMC capital projects
consistent with CIP budget
and schedule
100% of initiated
projects within
budget and 81%
(9 of 11 projects)
on schedule
90% of initiated
projects within
budget and 100%
(11 of 11 projects)
on schedule
100% of initiated
projects within
budget and 75%
on schedule
• Interagency coordination
regarding Capacity Management
Operations and Maintenance
(CMOM) Program
CMOM Program
update presented to
the Commission
Quarterly meetings
between Eugene
and Springfield;
Annual update to
the Commission
Quarterly meetings
between Eugene
and Springfield;
Annual update to
the Commission
• Community presentations
regarding MWMC partnership,
services and outcomes
delivered jointly
4 community
presentations
delivered by staff
to groups in the
service area
4 community
presentations
delivered by staff
to groups in the
service area
4 community
presentations
delivered by staff
to groups in the
service area
Outcome 4: Maximize reliability and useful life of regional assets and infrastructure.
Indicators: Performance:
FY 18-19
Actual
FY 19-20
Estimated Actual
FY 20-21
Target
• Preventive maintenance
completed on time (best
practices benchmark is 90%)
92% 94% 90%
• Preventive maintenance to
corrective maintenance ratio
(benchmark 4:1-6:1)
5.6:1 5:1 5:1
• Emergency maintenance required
(best practices benchmark is less
than 2% of labor hours)
2% 1% <2%
• Asset management (AM)
processes and practices review
and development
Asset management
plan completed
Annual update
to AM plan
Annual update
to AM plan
• MWMC Resiliency Plan --- Present final
plan to the
Commission
Plan
implementation
Attachment 1, Page 17 of 86
Metropolitan Wastewater Management Commission Overview
Page 8 FY 20-21 BUDGET AND CIP
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 18-19
Actual
FY 19-20
Estimated Actual
FY 20-21
Target
• Communications Plan Implemented Update in Spring
2020 based on
survey results
Implement 2020
Communications
Plan
• Promote MWMC
social media
channels
Created new
Instagram account
Implement strategies
to grow Facebook
followers to 375,
Twitter to 170 and
Instagram to 150
Implement
strategies to grow
Facebook followers
to 425, Twitter to
250 and Instagram
to 225
• Create and
distribute MWMC
e-newsletters
Distributed monthly
and increased
distribution by 17%
Distribute monthly
and increase
distribution to 240
subscribers
Distribute monthly
and increase
distribution to 325
subscribers
• Pollution prevention
campaigns
2 campaigns,
4 sponsorships;
reaching 20% of
residents in the
service area
2 campaigns,
4 sponsorships;
reaching 40% of
residents in the
service area
2 campaigns,
4 sponsorships;
reaching 50% of
residents in the
service area
• Provide tours of
the MWMC
Facilities
Provided tours for
1,293 people
Provide tours for
greater than 1,150
people
Provide tours for
greater than 1,300
people
• Clean Water University Reached 25% of 5th
Graders in the
service area
Reach 25% of 5th
Graders in the
service area
Reach 37.5% of
5th Graders in the
service area
• Community survey
(approx. every 4 years)
--- Survey completed in
Fall 2019
---
Attachment 1, Page 18 of 86
Metropolitan Wastewater Management Commission Overview
Page 9 FY 20-21 BUDGET AND CIP
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 79.36 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
Department, provides staff to 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 15.90 FTE of
Development and Public Works Department staff and 0.88 FTE of Finance Department staff, for
a total 16.78 FTE as reflected in the FY 20-21 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
Attachment 1, Page 19 of 86
Metropolitan Wastewater Management Commission Overview
Page 10 FY 20-21 BUDGET AND CIP
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 MWMC Executive Officer and MWMC General
Manager, together with 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. In addition,
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.
Attachment 1, Page 20 of 86
Metropolitan Wastewater Management Commission Overview
Page 11 FY 20-21 BUDGET AND CIP
EXHIBIT 1
EUGENE CITY COUNCIL LANE COUNTY
COMMISSIONERS SPRINGFIELD CITY COUNCIL
METROPOLITAN WASTEWATER MANAGEMENT COMMISSION
EUGENE
WASTEWATER DIVISION
- Regional Facility Operation and Maintenance
- Major Rehab and Equipment Replacement
- Technical Services
- Eugene Pretreatment Program
- Pump Station and Interceptor Operations and
Maintenance
PUBLIC WORKS ADMINISTRATION
- Billing and Customer Service
MAINTENANCE DIVISION
- Regional Sewer Line Support
SPRINGFIELD
ENVIRONMENTAL SERVICES DIVISION
- Planning
- Capital Construction
- Rates, Revenues
- Permit Coordination
- Interagency Coordination
- Public Information/Education
- Springfield Pretreatment Program
- Legal and Risk Services
- Billing and Customer Service
FINANCE DEPARTMENT
- Accounting and Financial Reporting
INTERAGENCY COORDINATION AND PROJECT TEAMS
- Administrative Policy Decisions and Coordination
- Operational Policy Decisions and Coordination
- Capital Project Planning and Coordination
- Design Standards Development
- Capital Construction Guidance
REGIONAL WASTEWATER PROGRAM
INTERAGENCY COORDINATION STRUCTURE
Operation & Maintenance Contract Administration Contract
KEY OUTCOMES ACHIEVED
Attachment 1, Page 21 of 86
Attachment 1, Page 22 of 86
BUDGET SUMMARY
Attachment 1, Page 23 of 86
Attachment 1, Page 24 of 86
Metropolitan Wastewater Management Commission Budget and Program Summary
Page 12 FY 20-21 BUDGET AND CIP
REGIONAL WASTEWATER PROGRAM
FY 20-21 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 19-20” column in all
budget tables represents the updated FY 19-20 RWP budget as of February 12, 2020, which
reconciled actual beginning balances at July 1, 2019, and approved budget transfers and
supplemental requests.
Notes:
1. The Change column and Percent Change column compare the Proposed FY 20-21 Budget with
the originally Adopted FY 19-20 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.
ADOPTED
BUDGET
AMENDED
BUDGET
ADOPTED
BUDGET
FY 19-20 FY 19-20 FY 20-21
Full-Time Equivalent Staffing Level 94.92 94.92 96.14 1.22 1.3%
Personnel Services (2)$11,836,299 $11,836,853 $12,097,626 $261,327 2.2%
Materials & Services (2)6,811,610 6,917,588 7,554,374 742,764 10.9%
Capital Outlay (2, 3)20,000 97,100 122,000 102,000 510.0%
Equip Replacement Contributions (4)2,000,000 2,000,000 750,000 (1,250,000) -62.5%
Capital Contributions (5)15,000,000 15,000,000 13,000,000 (2,000,000) -13.3%
Debt Service Contributions (6)4,947,783 9,789,065 4,260,934 (686,849) -13.9%
Working Capital Reserve (7)900,000 900,000 900,000 - 0%
Rate Stability Reserve (8)2,000,000 2,000,000 2,000,000 - 0%
Insurance Reserve (9)1,500,000 1,500,000 1,500,000 - 0%
Operating Reserve (10)3,151,064 3,677,550 3,124,598 (26,466) -0.8%
Rate Stabilization Reserve (11)2,000,000 2,000,000 2,000,000 - 0%
SRF Loan Reserve (12)435,603 183,192 186,616 (248,987) -57%
Budget Summary $50,602,359 $55,901,348 $47,496,148 ($3,106,211) -6.1%
EXHIBIT 2
REGIONAL OPERATING BUDGET SUMMARY:
INCLUDING RESERVE CONTRIBUTIONS
CHANGE (1)
INCR/(DECR)
Attachment 1, Page 25 of 86
Metropolitan Wastewater Management Commission Budget and Program Summary
Page 13 FY 20-21 BUDGET AND CIP
4. The Equipment Replacement Contribution is a budgeted transfer of operating revenues to
reserves for scheduled future equipment replacement, including all fleet equipment and other
equipment, with an original cost over $10,000, and with a useful life expect ancy greater than one
year. See table on page 21 for year-end balance.
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 20-21 is $4,260,934.
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 .
Attachment 1, Page 26 of 86
Metropolitan Wastewater Management Commission Budget and Program Summary
Page 14 FY 20-21 BUDGET AND CIP
SPRINGFIELD ACTUALS
ADOPTED
BUDGET
AMENDED
BUDGET
ADOPTED
BUDGET CHANGE
MWMC ADMINISTRATION FY 18-19 FY 19-20 FY 19-20 FY 20-21 INCR/(DECR)
Personnel Services $1,419,248 $1,607,534 $1,607,534 $1,622,077 $14,543 0.9%
Materials & Services 1,629,373 1,927,949 2,034,481 2,086,434 158,485 8.2%
Capital Outlay - - - - - --
TOTAL $3,048,621 $3,535,483 $3,642,015 $3,708,511 $173,028 5%
INDUSTRIAL PRETREATMENT
Personnel Services $347,584 369,060$ 369,060$ $378,253 $9,193 2.5%
Materials & Services 109,010 115,825 115,825 138,936 23,111 20.0%
Capital Outlay - - - - - --
TOTAL $456,594 $484,885 $484,885 $517,189 $32,304 6.7%
ACCOUNTING
Personnel Services $104,702 $124,197 $124,197 $127,136 $2,939 2.4%
Materials & Services 30,032 38,887 38,887 41,964 3,077 7.9%
Capital Outlay - - - - - --
TOTAL $134,734 $163,084 $163,084 $169,100 $6,016 3.7%
TOTAL SPRINGFIELD
Personnel Services $1,871,534 $2,100,791 $2,100,791 $2,127,466 $26,675 1.3%
Materials & Services 1,768,415 2,082,661 2,189,193 2,267,334 184,673 8.9%
Capital Outlay - - - - - --
TOTAL $3,639,949 $4,183,452 $4,289,984 $4,394,800 $211,348 5.1%
EUGENE
ADMINISTRATIVE SERVICES
Personnel Services $3,537,374 $1,863,293 $1,863,293 $2,587,991 $724,698 38.9%
Materials & Services 1,584,562 429,642 429,642 987,976 558,334 130.0%
Capital Outlay 604 - - - - --
TOTAL $5,122,540 $2,292,935 $2,292,935 $3,575,967 $1,283,032 56.0%
BIOSOLIDS MANAGEMENT
Personnel Services $1,017,535 $1,427,133 $1,427,133 $1,490,828 $63,695 4.5%
Materials & Services 604,740 968,669 968,669 1,019,481 50,812 5.2%
Capital Outlay 718 - - 30,000 30,000 --
TOTAL $1,622,993 $2,395,802 $2,395,802 $2,540,309 $144,507 6.0%
INDUSTRIAL SOURCE CONTROL
Personnel Services $449,540 $590,474 $590,474 $677,929 $87,455 14.8%
Materials & Services 66,426 122,443 122,443 122,142 (301) -0.2%
Capital Outlay - - - - - --
TOTAL $515,966 $712,917 $712,917 $800,071 $87,154 12.2%
TREATMENT PLANT
Personnel Services $3,123,139 $5,329,404 $5,329,404 $4,714,995 ($614,409) -11.5%
Materials & Services 2,364,199 2,802,503 2,802,503 2,795,349 (7,154) -0.3%
Capital Outlay 74,515 20,000 97,100 92,000 72,000 360%
TOTAL $5,561,853 $8,151,907 $8,229,007 $7,602,344 ($549,563) -6.7%
REGIONAL PUMP STATIONS
Personnel Services $132,780 $248,788 $248,788 $211,535 ($37,253) -15.0%
Materials & Services 246,593 351,471 351,471 303,248 (48,223) -13.7%
Capital Outlay 1,326 - - - - --
TOTAL $380,699 $600,259 $600,259 $514,783 ($85,476) -14.2%
BENEFICIAL REUSE SITE
Personnel Services $125,857 $276,970 $276,970 $286,882 $9,912 3.6%
Materials & Services 37,576 53,667 53,667 58,844 5,177 9.6%
Capital Outlay - - - - - --
TOTAL $163,434 $330,637 $330,637 $345,726 $15,089 4.6%
TOTAL EUGENE
Personnel Services $8,386,225 $9,736,062 $9,736,062 $9,970,160 $234,098 2.4%
Materials & Services 4,904,097 4,728,395 4,728,395 5,287,040 558,645 11.8%
Capital Outlay 77,162 20,000 97,100 122,000 102,000 510.0%
TOTAL 13,367,484$ $14,484,457 $14,561,557 $15,379,200 $894,743 6.2%
TOTAL REGIONAL BUDGET 17,007,433$ $18,667,909 $18,851,541 $19,774,000 $1,106,091 5.9%
NOTE: Does not include Major Rehabilitation, Equipment Replacement or Major Capital Outlay
EXHIBIT 3
REGIONAL WASTEWATER PROGRAM OPERATING BUDGET
LINE ITEM SUMMARY BY PROGRAM AREA
Attachment 1, Page 27 of 86
Metropolitan Wastewater Management Commission Budget and Program Summary
Page 15 FY 20-21 BUDGET AND CIP
Note: * The Change (Increase/Decrease) column compares the adopted FY 19-20 budget to the originally adopted
FY 19-20 budget column.
ADOPTED
BUDGET
AMENDED
BUDGET
ADOPTED
BUDGET CHANGE*
FY 19-20 FY 19-20 FY 20-21 INC(DECR)
Administration $4,183,452 $4,289,984 $4,394,800 $211,348
Operations 14,484,457 14,561,557 15,379,200 894,743
Capital Contribution & Transfers 15,000,000 15,000,000 13,000,000 (2,000,000)
Equipment Replacement - Contribution 2,000,000 2,000,000 750,000 (1,250,000)
Operating & Revenue Bond Reserve 9,986,667 10,260,742 9,711,214 (275,453)
Debt Service 4,947,783 9,789,065 4,260,934 (686,849)
Total Operating Budget 50,602,359$ $55,901,348 $47,496,148 ($3,106,211)
Funding:
Beginning Balance $12,432,240 $13,142,358 $11,500,938 ($931,302)
User Fees 34,700,000 34,700,000 34,520,000 (180,000)
Other 3,470,119 8,058,989 1,475,210 (1,994,909)
Total Operating Budget Funding 50,602,359$ $55,901,348 $47,496,148 ($3,106,211)
RNG Upgrade Facilities $6,065,000 $8,165,277 $8,570,000 $2,505,000
Class A Disinfection Facilities 2,300,000 2,300,000 7,750,000 5,450,000
Aeration Basin Improvements - Phase 2 1,000,000 1,000,000 1,550,000 550,000
Glenwood Pump Station Upgrades 0 0 850,000 NA
Adminstration Building Improvements 1,000,000 1,000,000 600,000 (400,000)
Riparian Shade Credit Program 583,000 416,000 500,000 (83,000)
Poplar Harvest Mgmt. Services 425,000 381,243 450,000 25,000
Resiliency Follow-Up 0 0 300,000 NA
Comprehensive Facility Plan Update 0 114,299 200,000 NA
Recycled Water Demonstration Project 180,000 180,000 110,000 (70,000)
Facility Plan Engineering Services 90,000 150,000 15,000 (75,000)
WPCF Lagoon Remove/Decommission 4,700,000 5,519,149 0 NA
Operation Building Improvements 800,000 2,241,831 0 NA
Thermal Load Pre-Implementation 295,000 385,000 0 NA
Resiliency Planning 88,000 153,232 0 NA
Electrical Distribution System 0 50,000 0 NA
Increase Digestion Capacity 0 300,000 0 NA
Asset Management:
Equipment Replacement Purchases 621,000 711,000 2,450,000 1,829,000
Major Rehab 520,000 1,223,000 610,000 90,000
Major Capital Outlay 0 200,000 0 NA
Total Capital Projects 18,667,000$ $24,490,031 23,955,000$ $5,288,000
Funding:
Equipment Replacement 621,000$ 711,000$ 2,450,000$ 1,829,000$
SDC Improvement Reserve 0 0 3,450,810 NA
Capital Reserve 18,046,000 23,779,031 18,054,190 8,190
Total Capital Projects Funding $18,667,000 $24,490,031 $23,955,000 $5,288,000
OPERATING BUDGET
CAPITAL PROGRAM BUDGET
BUDGET SUMMARY AND COMPARISON
EXHIBIT 4
REGIONAL WASTEWATER PROGRAM
Attachment 1, Page 28 of 86
Metropolitan Wastewater Management Commission Budget and Program Summary
Page 16 FY 20-21 BUDGET AND CIP
BUDGET AND RATE HISTORY
The graphs on page 17 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 45.
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 4.2% average increase over the past 3 years.
In FY 17-18 the MWMC regional user rates increased by 3% over the prior year rates, and in
FY 18-19 rates increased by 2.5%, and the FY19-20 user rates increased by 2% over the prior
year. In light of the COVID-19 pandemic, the FY 20-21 Budget is based on a 0% user rate
increase with regional user rates remaining level. User fee revenues 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 user fees
remaining level effective July 1, 2020.
Attachment 1, Page 29 of 86
Metropolitan Wastewater Management Commission Budget and Program Summary
Page 17 FY 20-21 BUDGET AND CIP
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.
Attachment 1, Page 30 of 86
Metropolitan Wastewater Management Commission Budget and Program Summary
Page 18 FY 20-21 BUDGET AND CIP
The graph below displays the Regional Wastewater Capital Improvement Program Budget
amounts for the recent 5-year period.
Attachment 1, Page 31 of 86
Attachment 1, Page 32 of 86
RESERVE FUNDS
Attachment 1, Page 33 of 86
Attachment 1, Page 34 of 86
Metropolitan Wastewater Management Commission Reserves
Page 19 FY 20-21 BUDGET AND CIP
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 20-21 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 polic y 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 Administr ation 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 20-21,
$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 capit al 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 20-21 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 $186,616 for FY 20-21.
Attachment 1, Page 35 of 86
Metropolitan Wastewater Management Commission Reserves
Page 20 FY 20-21 BUDGET AND CIP
INSURANCE RESERVE
The Insurance Reserve was established to set aside funds to cover the insurance deductible
amount for property and liability insurance covera ge, for losses per occurrence. The Insurance
Reserve is set at $1.5 million for FY 20-21.
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 e xpenses. For FY 20-21, the
Operating Reserve is budgeted at $3,124,598, which includes approximately two months of total
Personne l Services, Materials and Services, and Capital Outlay in accordance with Commission
policy.
EXHIBIT 5
OPERATING RESERVES
ADOPTED
BUDGET
FY 19-20
AMENDED
BUDGET
FY 19-20
ADOPTED
BUDGET
FY 20-21
Beginning Balance $12,432,240 $13,142,358 $11,500,938
User Fee Revenue 34,050,000 34,050,000 33,700,000
Septage Revenue 650,000 650,000 820,000
Other Revenue 1,262,210 1,262,210 1,265,500
Interest 180,000 180,000 181,000
Transfer from Improvements SDCs 2,000,000 6,589,935 0
Transfer from Reimbursement SDCs 23,909 22,845 24,710
Personnel Services (11,836,853)(11,836,853)(12,097,626)
Materials & Services (6,807,056)(6,913,588)(7,550,374)
Capital Outlay (20,000)(97,100)(122,000)
Interfund Transfers (17,000,000)(17,000,000)(13,750,000)
Debt Service - SRF Loan (936,928)(5,778,210)(251,429)
Debt Service - 2016 Revenue Bond (4,010,855)(4,010,855)(4,009,505)
Working Capital (900,000)(900,000)(900,000)
Insurance Reserve (1,500,000)(1,500,000)(1,500,000)
SRF Loan Reserve (435,603)(183,192)(186,616)
Rate Stability Reserve (2,000,000)(2,000,000)(2,000,000)
Rate Stabilization Reserve (2,000,000)(2,000,000)(2,000,000)
Operating Reserve $3,151,064 $3,677,550 $3,124,598
Attachment 1, Page 36 of 86
Metropolitan Wastewater Management Commission Reserves
Page 21 FY 20-21 BUDGET AND CIP
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 type s 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 20-21 budget total $750,000, 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.
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 revenue s 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 20-21 are approximately $1,650,000. The projected beginning SDC Reserve
balance on July 1, 2020 is $5,015,515.
EQUIPMENT REPLACEMENT RESERVE
ADOPTED
BUDGET
FY 19-20
AMENDED
BUDGET
FY 19-20
ADOPTED
BUDGET
FY 20-21
Beginning Balance $12,799,367 $13,414,629 $14,903,629
Annual Equipment Contribution 2,000,000 2,000,000 750,000
Interest 250,000 250,000 356,000
Equipment Purchases (621,000) (711,000) (2,450,000)
Equipment Replacement Reserve $14,428,367 $14,953,629 $13,559,629
Attachment 1, Page 37 of 86
Metropolitan Wastewater Management Commission Reserves
Page 22 FY 20-21 BUDGET AND CIP
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 plan ned capital projects with cash in
an appropriate balance with projects that are funded with debt financing. The FY 20-21 Budget
includes a contribution from the Operating Reserve of $13,000,000. The beginning balance on
July 1, 2020, is projected to be $49,103,179. Additional budget detail on the CIP, Major Capital
Outlay and Major Rehabilitation Program reserves is provided below.
REIMBURSEMENT SDC RESERVE
ADOPTED
BUDGET
FY 19-20
AMENDED
BUDGET
FY 19-20
ADOPTED
BUDGET
FY 20-21
Beginning Balance $1,188,432 $1,263,919 $1,411,910
Reimbursement SDCs Collected 140,000 140,000 150,000
Interest 15,000 15,000 37,000
SDC Compliance Charge 5,000 5,000 4,000
Xfr to Debt Service (Fund 612)(23,909) (23,909) (24,710)
Materials & Services (2,000) (2,000) (2,000)
Reimbursement SDC Reserve $1,322,523 $1,398,010 $1,576,200
IMPROVEMENT SDC RESERVE
ADOPTED
BUDGET
FY 19-20
AMENDED
BUDGET
FY 19-20
ADOPTED
BUDGET
FY 20-21
Beginning Balance $3,359,161 $4,105,605 $3,603,605
Improvement SDCs Collected 1,600,000 1,600,000 1,500,000
Interest 30,000 30,000 67,000
Materials & Services (2,000) (2,000) (2,000)
Funding for Capital Improvement Projects 0 0 (3,450,810)
Xfr to Debt Service (Fund 612)(2,000,000) (2,000,000)0
Improvement SDC Reserve $2,987,161 $3,733,605 $1,717,795
CAPITAL RESERVES
ADOPTED
BUDGET
FY 19-20
AMENDED
BUDGET
FY 19-20
ADOPTED
BUDGET
FY 20-21
Beginning Balance $41,565,080 $48,990,127 $49,103,179
Transfer from Operating Reserve 15,000,000 15,000,000 13,000,000
Interest 900,000 900,000 1,192,000
Other Income 10 10 10
XFR to Fund 612 for SRF Loan Payoff 0 (4,588,871)0
Funding For Capital Improvement Projects (17,359,000) (22,356,031) (17,444,190)
Funding For Major Rehabilitation (520,000) (1,223,000) (610,000)
Funding For Major Capital Outlay 0 (200,000)0
Capital Reserve $39,586,090 $36,522,235 $45,240,999
Attachment 1, Page 38 of 86
OPERATING PROGRAMS
Attachment 1, Page 39 of 86
Attachment 1, Page 40 of 86
Metropolitan Wastewater Management Commission Staffing
Page 23 FY 20-21 BUDGET AND CIP
EXHIBIT 6
REGIONAL WASTEWATER PROGRAM*
ORGANIZATION CHART FY 20-21
Metropolitan Wastewater Management
Commission
CITY OF EUGENE **
Wastewater Division
79.36 FTE
Division Director
.85 FTE
Operations Manager
.93 FTE
Wastewater
Treatment Plant
41.11 FTE
Regional Pump
Stations
1.31 FTE
Computer
Services
2.73 FTE
Biosolids
Management
12.67 FTE
Operations
16.0 FTE
Beneficial Reuse
Site
1.82 FTE
Equipment
Maintenance
10.3 FTE
Facility
Maintenance
10.32 FTE
Laboratory
2.65 FTE
Industrial
Pretreatment
5.35 FTE
Stores
2.67 FTE
Env Data
Analyst
.65 FTE
User Fee
Support
1.0 FTE
Operations
6.97 FTE
Operations
.53 FTE
Equipment
Maintenance
.85 FTE
Equipment
Maintenance
.59 FTE
Equipment
Maintenance
2.57 FTE
Facility
Maintenance
2.03 FTE
Facility
Maintenance
.39 FTE
Laboratory
1.27 FTE
Laboratory
.66 FTE
Laboratory
.15 FTE
Regulations &
Enforcement
3.38 FTE
Admin Support
5.36 FTE
Support Services
15.32 FTE
Sampling
.74 FTE
Sampling
.44 FTE
Sampling
.16 FTE
PW Maint
1.10 FTE
Sampling
.70 FTE
Safety, Env &
Health
Supervisor
.89 FTE
Management
Analyst
.89 FTE
Project Mgr.
.93 FTE
PW Financial
Services
.20 FTE
DPW Director
.05 FTE
MWMC Executive Officer/
General Manager
.75 FTE
Administration
Support
.30 FTE
Accounting
.88 FTE
MWMC
Administration
11.85 FTE
Industrial
Pretreatment
3.25 FTE
Administration
Support
.85 FTE
Regulations
&
Enforcement
2.95 FTE
Budget &
Financial
Management
1.15 FTE
Property/
Risk Mgmt
.20 FTE
Customer
Service
.25 FTE
Public
Education
2.0 FTE
Construction
Management
5.40 FTE
CITY OF SPRINGFIELD **
Environmental Services Division
& Finance Department
16.78 FTE
Facility
Maintenance
.46 FTE
Special
Projects/
Planning
2.00 FTE
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.
Attachment 1, Page 41 of 86
Metropolitan Wastewater Management Commission Staffing
Page 24 FY 20-21 BUDGET AND CIP
BUDGET BUDGET BUDGET FTE
CLASSIFICATION FY 18-19 FY 19-20 FY 20-21 CHANGE
SPRINGFIELD ENVIRONMENTAL SERVICES & FINANCE
Accountant 0.80 0.80 0.80 -
Accounting Manager 0.08 0.08 0.08 -
Administrative Specialist 2.65 2.65 2.65 -
Civil Engineer/Design & Construction Coordinator 3.00 3.00 3.00 -
Development and Public Works Director 0.08 0.08 0.05 (0.03)
Engineering Assistant 0.00 0.00 0.00 -
Environmental Management Analyst 0.90 0.90 0.90 -
Environmental Services Program Manager 0.80 0.80 0.80 -
Environmental Services Supervisor 0.95 0.95 1.95 1.00
Environmental Services Technician 2.00 2.00 2.00 -
ESD Manager/MWMC General Manager 0.80 0.80 0.80 -
Management Analyst 0.75 0.75 0.75 -
Managing Civil Engineer 1.75 1.75 1.00 (0.75)
Public Information & Education Analyst 1.00 2.00 2.00 -
TOTAL SPRINGFIELD 15.56 16.56 16.78 0.22
EXHIBIT 7
REGIONAL WASTEWATER PROGRAM
POSITION SUMMARY
Attachment 1, Page 42 of 86
Metropolitan Wastewater Management Commission Staffing
Page 25 FY 20-21 BUDGET AND CIP
BUDGET BUDGET BUDGET FTE
CLASSIFICATION FY 18-19 FY 19-20 FY 20-21 CHANGE
EUGENE WASTEWATER DIVISION & OTHER PW
Administrative Specialist, Sr 1.78 1.78 1.78 -
Administrative Specialist 0.95 0.95 0.95 -
Application Support Technician, Sr 0.95 0.95 0.95 -
Application Systems Analyst 1.78 1.78 1.78 -
Custodian 1.00 1.00 2.00 1.00
Finance & Admin Manager 0.89 0.89 0.89 -
Electrician 1 3.28 3.28 3.28 -
Engineering Associate 0.35 0.35 0.35 -
Maintenance Worker 12.29 13.25 13.25 -
Management Analyst 5.14 5.14 5.14 -
Parts and Supply Specialist 1.78 1.78 1.78 -
PW Financial Services Manager 0.20 0.20 0.20 -
Utility Billing Coordinator 1.00 1.00 1.00 -
Wastewater Lab Assistant 0.82 0.82 0.82 -
Wastewater Division Director 0.85 0.85 0.85 -
Wastewater Instrument Electrician 1.00 1.00 1.00 -
Wastewater Plant Operations Manager 0.93 0.93 0.93 -
Wastewater Operations Supervisor 2.00 2.00 2.00 -
Wastewater Plant Maintenance Supervisor 2.88 2.88 2.88 -
Wastewater Pretreatment & Lab Supervisor 0.82 0.82 0.82 -
Wastewater Technician 36.71 36.71 36.71 -
TOTAL EUGENE 77.40 78.36 79.36 1.00
GRAND TOTAL 92.96 94.92 96.14 1.22
POSITION SUMMARY
EXHIBIT 7 (Continued)
REGIONAL WASTEWATER PROGRAM
Attachment 1, Page 43 of 86
Attachment 1, Page 44 of 86
Metropolitan Wastewater Management Commission Springfield Budget Detail
Page 26 FY 20-21 BUDGET AND CIP
Program Responsibilities
▪ Administration & Management
▪ Financial Planning & Management
▪ Long-Range Capital Project Planning
▪ Project and Construction Management
▪ Coordination between the Commission and
governing bodies
▪ Coordination and Management of:
∙ Risk Management & Legal Services
∙ Public Policy Issues
∙ Regulatory and Permit Compliance
Issues
▪ Public Information, Education and Outreach
▪ Industrial Pretreatment Source Control
▪ Customer Service
CITY OF SPRINGFIELD
REGIONAL WASTEWATER PROGRAM RESPONSIBILITIES
The City of Springfield manages administration
services for the RWP under the Intergovernmental
Agreement for the Metropolitan Wastewater
Management Commission (MWMC). The programs
maintained by Springfield to support the RWP are
summarized below and are followed by Springfield’s
regional wastewater budget summaries. Activities, and
therefore program budgets, for the MWMC
administration vary from year to year depending upon
the major construction projects and special initiatives
underway. A list of the capital projects Springfield staff
will support in FY 20-21 is provided in Exhibit 12 on
page 41.
MWMC ADMINISTRATION
The Springfield Environmental Services Division (ESD) and Finance Department provide
ongoing support and management services for the MWMC. The ESD Director serves as the
MWMC Executive Officer and 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
Attachment 1, Page 45 of 86
Metropolitan Wastewater Management Commission Springfield Budget Detail
Page 27 FY 20-21 BUDGET AND CIP
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
division in the Springfield Finance Department, in coordination with ESD. Springfield
Accounting staff provides oversight of financial control systems, ensures compliance with all
local, state and federal accounting requirements for MWMC including debt management and
treasury management services. This division 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 20-21, 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.
▪ Planning financially to be positioned for the MWMC’s NPDES permit renewal, the target
date set by the DEQ for permit issuance is by the end of calendar year 2021.
Attachment 1, Page 46 of 86
Metropolitan Wastewater Management Commission Springfield Budget Detail
Page 28 FY 20-21 BUDGET AND CIP
BUDGET CHANGES FOR FY 20-21
The budget for Springfield Personnel Services, Materials and Services, and Capital Outlay for
FY 20-21 totals $4,394,800 representing an overall increase of $211,348 or 5.1% from the adopted
FY 19-20 budget, as displayed in Exhibit 8 on page 29.
Personnel Services
Personnel Services totaling $2,127,466 represents a FY 20-21 increase of $26,675 or 1.3% above
the originally adopted FY 19-20 budget. The notable changes are summarized below:
Staffing
The FY 20-21 staffing budget includes a net increase of 0.22 Full Time Equivalent (FTE).
The Management Civil Engineer (CE) planning position became vacant followed by a
reclassification of the CE position to an Environmental Services Supervisor. Resulting in a
total staffing level at 16.78 FTE in Springfield.
Regular Salaries and Overtime - $1,367,009, an increase of $9,731 or 0.7%
Salaries are based upon the negotiated management/labor contracts as approved by the
Springfield City Council, and staffing levels.
Employee Benefits - $419,619, an increase of $8,743 or 2.1%
The employee benefits consist mainly of PERS/OPSRP retirement system costs, FICA and
Medicare contributions.
Health Insurance - $340,839, an increase of $8,201 or 2.5%
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 $2,267,334 in FY 20-21, representing an increase of
$184,673 or 8.9% above the adopted FY 19-20 budget. The notable changes are summarized
below:
Billing & Collection Expense - $716,000, an increase of $71,000 or 11.0%
The $71,000 increase includes contracted billing services for Eugene and Springfield utility
billing services combined, as funded through the Springfield portion of the regional budget.
The increase reflects growth in customer transactions and associated billing service contracts.
Contractual Services - $139,000, a net decrease of $38,500 or -21.9%
The $38,500 decrease refects completion of the updated Market Research – Community
Survey conducted in FY 19-20.
Internal & Indirect Charges Combined - $562,750, an increase of $99,960 or 21.3%
The $99,960 increase is based on changes in overhead costs as programmed in the FY 20-21
budget, when compared FY 19-20. Internal charges are determined by the City of
Springfield, and indirect costs are based on a methodology approved by the federal
government, which is outlined in the MWMC Intergovernmental Agreement.
Attachment 1, Page 47 of 86
Metropolitan Wastewater Management Commission Springfield Budget Detail
Page 29 FY 20-21 BUDGET AND CIP
Note: * Change column compares the proposed FY 20-21 Budget to the adopted FY 19-20 Budget.
ACTUALS
ADOPTED
BUDGET
AMENDED
BUDGET
ADOPTED
BUDGET
FY 18-19 FY 19-20 FY 19-20 FY 20-21
Personnel Services $1,871,534 $2,100,791 $2,100,791 $2,127,466 $26,675 1.3%
Materials & Services 1,768,415 2,082,661 2,189,193 2,267,334 184,673 8.9%
Capital Outlay 0 0 0 0 0 NA
Budget Summary $3,639,949 $4,183,452 $4,289,984 $4,394,800 $211,348 5.1%
FY 13-14
FY 14-15
FY 15-16
FY 16-17
FY 17-18
FY 18-19
FY 19-20
FY 20-21
FY 21-22
INCR/(DECR)
EXHIBIT 8
SPRINGFIELD ADMINISTRATION PROGRAM
ADOPTED FY 20-21
BUDGET SUMMARY
CHANGE *
$3,800,923 $3,941,900 $3,969,666 $4,183,452 $4,394,800
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21
5-YEAR MWMC BUDGET COMPARISON
SPRINGFIELD ADMINISTRATION
Attachment 1, Page 48 of 86
Metropolitan Wastewater Management Commission Springfield Budget Detail
Page 30 FY 20-21 BUDGET AND CIP
ADOPTED AMENDED ADOPTED
ACTUALS BUDGET BUDGET BUDGET
FY 18-19 FY 19-20 FY 19-20 FY 20-21
PERSONNEL SERVICES
Regular Salaries $1,237,626 $1,351,536 $1,351,536 $1,361,267 $9,731 0.7%
Overtime 0 5,741 5,741 $5,741 0 0.0%
Employee Benefits 367,022 410,876 410,876 419,619 8,743 2.1%
Health Insurance 266,887 332,638 332,638 340,839 8,201 2.5%
Total Personnel Services $1,871,534 $2,100,791 $2,100,791 $2,127,466 $26,675 1.3%
FTE 15.56 16.56 16.56 16.78 0.22 1.3%
MATERIALS & SERVICES
Billing & Collection Expense $642,074 $645,000 $645,000 $716,000 $71,000 11.0%
Property & Liability Insurance 297,904 320,000 320,000 335,000 15,000 4.7%
Contractual Services 52,698 177,900 190,782 139,000 (38,900)-21.9%
Attorney Fees and Legal Expense 43,992 185,005 185,005 185,005 0 0.0%
WPCF/NPDES Permits 134,517 137,000 137,000 165,800 28,800 21.0%
Materials & Program Expense 64,829 99,396 193,046 107,122 7,726 7.8%
Computer Software & Licenses 39,379 11,450 11,450 5,382 (6,068) -53.0%
Employee Development 6,291 20,675 20,675 23,475 2,800 13.5%
Travel & Meeting Expense 15,215 22,445 22,445 27,800 5,355 23.9%
Internal Charges 152,364 135,710 135,710 218,974 83,264 61.4%
Indirect Costs 319,152 328,080 328,080 343,776 15,696 4.8%
Total Materials & Services $1,768,415 $2,082,661 $2,189,193 $2,267,334 $184,673 8.9%
CAPITAL OUTLAY
Total Capital Outlay 0 0 0 0 0 0.0%
TOTAL $3,639,949 $4,183,452 $4,289,984 $4,394,800 $211,348 5.1%
INCR/(DECR)
CHANGE
SPRINGFIELD ADMINISTRATION
LINE ITEM BUDGET SUMMARY
EXHIBIT 9
Attachment 1, Page 49 of 86
Attachment 1, Page 50 of 86
Metropolitan Wastewater Management Commission Eugene Budget Detail
Page 31 FY 20-21 BUDGET AND CIP
Program Responsibilities
▪ Administration & Management
▪ Biosolids Management
▪ Facility Operations
▪ Facility Maintenance
▪ Environmental Services
▪ Management Information Services
▪ Project Management
CITY OF EUGENE
REGIONAL WASTEWATER PROGRAM RESPONSIBILITIES
The Wastewater Division for the City of Eugene manages all
regional wastewater pollution control facilities serving the
areas inside the Eugene and Springfield Urban Growth
Boundaries under the Intergovernmental Agreement for the
Metropolitan Wastewater Management Commission
(MWMC). These regional facilities include the
Eugene/Springfield Regional Water Pollution Control Facility
(WPCF), the Biosolids Management Facility, the 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, 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.
Attachment 1, Page 51 of 86
Metropolitan Wastewater Management Commission Eugene Budget Detail
Page 32 FY 20-21 BUDGET AND CIP
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.
Attachment 1, Page 52 of 86
Metropolitan Wastewater Management Commission Eugene Budget Detail
Page 33 FY 20-21 BUDGET AND CIP
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 SIGNIFICANT SERVICE/EXPENDITURE CHANGES
In FY 20-21, City of 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.
Attachment 1, Page 53 of 86
Metropolitan Wastewater Management Commission Eugene Budget Detail
Page 34 FY 20-21 BUDGET AND CIP
BUDGET CHANGES FOR FY 20-21
The FY 20-21 budget for Eugene Operations and Maintenance of the regional wastewater treatment
facilities (personnel, materials and services, and capital outlay) totals $15,379,200. The budget
amount represents an increase of $894,743 or 6.2% from the FY 19-20 budget. The significant cost
centers for the budget include personnel costs, chemicals, materials, maintenance, fleet, software,
and utilities. Significant items and changes for the FY 20-21 Operations and Maintenance budget as
compared to the adopted FY 19-20 budget include:
Personnel Services
Personnel Services totaling $9,970,160 represents a FY 20-21 increase of $234,098 or 2.4%. The
notable changes are in the following budget categories:
Staffing - 1 Full-Time Equivalent (FTE) Position – $79,000 for custodial
The FY 20-21 staffing budget includes an increase of 1.0 Full Time Equivalent (FTE) position,
resulting in a total staffing level of 79.36 FTE. With completion of the Maintenance Building
expansion and Environmental Services Building (ESB/Laboratory) in 2019 the total MWMC
facilities area increased by 17,500 square feet and significantly increased the demand for
cleaning and maintenance of work spaces. Adding 1.0 FTE will provide the level of staffing
necessary to maintain appropriate standards of cleanliness for appearance, health and safety,
and laboratory quality control.
Employee Benefits – $2,488,943, an increase of $77,746 or 3.2%
Retirement benefit increase of roughly $69,000 for PERS/OPSRP is the largest portion of the
increase combined with other benefit increases in FICA, Medicare, and deferred compensation.
Materials and Services
The Materials and Services budget totaling $5,287,022 represents an FY 20-21 increase of
$558,645 or 11.8%. The notable changes are in the following budget categories:
Utilities – $1,096,000, a net increase of $233,800 or 27.1%
The Utilities account includes the purchase of electrical power, natural gas, water, and sewer
charges for all regional facilities. The utilities increase for FY 20-21 is mainly due to the
inclusion of the fourth Digester and its associated utility costs, and the eventual inclusion of
the RNG system (CIP-P80095), resulting in an increased demand for electricity and natural
gas due to selling of the biogas directly and not using biogas for process heating.
Fleet Operating Charges – $490,784, a net increase of $118,679 or 31.9%
Fleet services are managed centrally by Eugene Fleet Services. Fleet repair costs are the
major driver for the FY 20-21 rate increase. This is due to optimizing the life of heavy
equipment, reducing replacement frequencies, and achieving maximum value over the life of
the assets.
Maintenance Equipment & Facilities – $274,670, a net decrease of $28,930 or -9.5%
The decrease is mostly due to the completion in FY 19-20 of budgeted one-time items related to
the Maintenance Building expansion and ESB/Laboratory projects.
Attachment 1, Page 54 of 86
Metropolitan Wastewater Management Commission Eugene Budget Detail
Page 35 FY 20-21 BUDGET AND CIP
Materials & Program Expense – $822,976, an increase of $65,725 or 8.7%
The increase in this category is mostly due to materials and supplies costs. Staff training costs
have also increased primarily due to the cost of training and staffing changes.
Chemicals – $412,850, an increase of $62,000 or 17.7%
The five-year price agreement for sodium hypochlorite was renewed in FY 19-20, which is at
a higher price point than contracted in the prior five-year agreement. The increase in costs in
this line item are due to increases in the new price agreement.
Risk Insurance – $120,188, Surcharge, EOC – $70,458, an increase of $70,209 or 140.5%
City of Eugene has levied a one-time surcharge of $70,458 for the construction of an Emergency
Operations Center (EOC). The surcharge is included in the line item for Risk Insurance –
Employee Liability under Materials & Services. Without including the surcharge, the actual
change to Risk Insurance – Employee Liability would have decreased slightly by $249 or 1%.
Capital Outlay
Capital Outlay includes new assets and/or fleet additions.
Fall Prevention, Pretreatment – The pretreatment area preceding the bar screens poses
safety risks for maintenance staff when opening the hatches (‘tea cups’). Fabrication of fall
prevention platforms, safety railing, and harness connection points are needed for multiple
staff working in the area.
Fencing, Brown Lane Property, BMF – Robust fencing is needed to protect the Brown
Lane property and prevent trespassing and misuse. Current fence estimate is for pressure
treated posts, 2-strand barbed wire (6,000 feet), and a 16-foot swing gate.
LIMS Software, ESB Laboratory – Year three outlay request for the Laboratory
Information Management System (LIMS) software, which is used for data management of
permit-specific water quality testing. The current LIMS system installed in 1997 is obsolete
and requires total replacement. The Year three amount would bring the budget to $370,000
(FY 2018-2021 total appropriation for LIMS, once approved).
Description
FY 20-21
B udget
Capital Outlay
Total
Fall Prevention, Pretreatment
Fencing, Brown Lane Property, BMF
Laboratory Information Management System (LIMS) Software, Year 3 amount
$122, 0 00
$70,000
30,000
22,000
Attachment 1, Page 55 of 86
Metropolitan Wastewater Management Commission Eugene Budget Detail
Page 36 FY 20-21 BUDGET AND CIP
ACTUALS
ADOPTED
BUDGET
AMENDED
BUDGET
ADOPTED
BUDGET
FY 18-19 FY 19-20 FY 19-20 FY 20-21
Personnel Services $8,386,225 $9,736,062 $9,736,062 $9,970,160 $234,098 2.4%
Materials & Services 4,904,097 4,728,395 4,728,395 5,287,040 558,645 11.8%
Capital Outlay 77,162 20,000 97,100 122,000 102,000 510.0%
Budget Summary $13,367,484 $14,484,457 $14,561,557 $15,379,200 $894,743 6.2%
NOTE: Does not include Major Rehabilitation or Equipment Replacement
INCR/(DECR)
EXHIBIT 10
EUGENE - OPERATIONS AND MAINTENANCE PROGRAM
ADOPTED FY 20-21
BUDGET SUMMARY
CHANGE *
$13,899,707 $14,346,300 $13,367,484 $14,484,457 $15,379,200
$0
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
$18,000,000
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21
5-YEAR MWMC BUDGET COMPARISON
EUGENE -OPERATIONS AND MAINTENANCE
Attachment 1, Page 56 of 86
Metropolitan Wastewater Management Commission Eugene Budget Detail
Page 37 FY 20-21 BUDGET AND CIP
ADOPTED AMENDED ADOPTED
ACTUAL BUDGET BUDGET BUDGET
FY 18-19 FY 19-20 FY 19-20 FY 20-21
PERSONNEL SERVICES
Regular Salaries $4,895,804 $5,566,093 $5,535,693 $5,650,713 $84,620 1.5%
Overtime 56,250 40,000 70,400 80,400 40,400 101.0%
Employee Benefits 1,910,364 2,411,197 2,411,197 2,488,943 77,746 3.2%
Workers' Comp/Unemploy Ins 118,968 106,499 106,499 107,496 997 0.9%
Health Insurance 1,404,839 1,612,273 1,612,273 1,642,608 30,335 1.9%
Total Personnel Services $8,386,225 $9,736,062 $9,736,062 $9,970,160 $234,098 2.4%
FTE 78.36 78.36 78.36 79.36 1.00 1.3%
MATERIALS & SERVICES
Utilities $983,056 $862,200 $862,200 $1,096,000 $233,800 27.1%
Fleet Operating Charges 468,124 372,105 372,105 490,784 118,679 31.9%
Maintenance-Equip & Facilities 180,693 303,600 303,600 274,670 (28,930)-9.5%
Contractual Services 481,899 402,511 402,511 404,132 1,621 0.4%
Materials & Program Expense 662,378 757,251 757,251 822,976 65,725 8.7%
Chemicals 428,625 350,850 350,850 412,850 62,000 17.7%
Parts & Components 430,274 360,980 360,980 387,480 26,500 7.3%
Risk Insurance - Employee Liability 46,725 49,979 49,979 120,188 70,209 140.5%
Computer Equip, Supplies, Maint 298,783 270,919 270,919 279,960 9,041 3.3%
Indirects 923,540 998,000 998,000 998,000 0 0.0%
Total Materials & Services $4,904,097 $4,728,395 $4,728,395 $5,287,040 $558,645 11.8%
CAPITAL OUTLAY
Motorized Vehicles $0 $0 $0 $0 $0 NA
Capital Outlay - Other 77,162 20,000 97,100 122,000 102,000 510.0%
Total Capital Outlay $77,162 $20,000 $97,100 $122,000 $102,000 510.0%
TOTAL $13,367,484 $14,484,457 $14,561,557 $15,379,200 $894,743 6.2%
EXHIBIT 11
EUGENE - OPERATIONS & MAINTENANCE
LINE ITEM BUDGET SUMMARY
CHANGE
INCR/(DECR)
Attachment 1, Page 57 of 86
Attachment 1, Page 58 of 86
CAPITAL PROGRAM
Attachment 1, Page 59 of 86
Attachment 1, Page 60 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 38 FY 20-21 BUDGET AND CIP
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 20-21 CIP Budget,
the FY 20-21 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). 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)
Attachment 1, Page 61 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 39 FY 20-21 BUDGET AND CIP
Capital Program Funding and Financial Planning Methods and Policies
This annual budget document presents the FY 20-21 CIP Budget, the FY 20-21 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 the 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 fund capital projects, including major rehabilitation, to
reduce the amount of borrowing necessary to finance capital projects. In addition, $3.5M of the
CIP is funded with Improvement System Development Charges (SDC) in FY20-21.
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 Record Construction Cost Index (ENRCCI). In
addition, City of Springfield staff and MWMC design consultants monitor construction trends in
Oregon.
Attachment 1, Page 62 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 40 FY 20-21 BUDGET AND CIP
Regional Wastewater Capital Program Status and Budget
CIP Project Status and Budget
The FY 20-21 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 20-21 project budgets is $20,895,000. Each capital project represented in the FY 20-21
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. In 2019, the MWMC Resiliency Planning consultant study focused on seismic
(Cascadia magnitude 9.0 earthquake) and major flooding event(s), and recommended some
infrastructure multi-year improvements for consideration during the CIP Budgeting process.
Completed Capital Projects
The following capital projects were completed in FY 19-20:
▪ Decommission WPCF Lagoon
▪ Thermal Load Mitigation: Pre-Implementation
▪ Operations & Maintenance Building Improvements
▪ Resiliency Planning
▪ Increase Digestion Capacity
▪ Electrical Distribution System Upgrade
Carryover Capital Projects
All or a portion of remaining funding for active capital projects in FY 19-20 is carried forward to
the FY 20-21 Budget. The on-going carryover projects are:
▪ Renewable Natural Gas (RNG) Upgrade Facilities
▪ Class A Disinfection Facilities
▪ Aeration Basin Improvements
▪ Administration Building Improvements
▪ Riparian Shade Credit Program
▪ Poplar Harvest Management Services
▪ Comprehensive Facility Plan Update
▪ Recycled Water Demonstration Project
▪ Facilities Plan Engineering Services
Attachment 1, Page 63 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 41 FY 20-21 BUDGET AND CIP
Overall, the budgeting for these projects follows, and is consistent with, the CH2M estimated
cost of the listed capital projects and new information gathered during design development
process.
New Projects
▪ Glenwood Pump Station Upgrades
▪ Resiliency Follow-Up
FY 20-21 Capital Budget Summary (Exhibit 12)
Exhibit 12 displays the adjusted budget and end-of-year expenditure estimates for FY 19-20, the
amount of funding projected to be carried over to FY 20-21 and additional funding for existing
and/or new projects in FY 20-21.
FY 19-20
ADJUSTED
BUDGET
FY 19-20
ESTIMATED
ACTUALS
FY 19-20
CARRYOVER
TO FY 20-21
NEW
FUNDING
FOR FY 20-21
TOTAL
FY 20-21
BUDGET
Decommission WPCF Lagoon 5,519,149 3,600,000 0 0 0
Thermal Load Mitigation: Pre-Implementation 385,000 385,000 0 0 0
Operations & Maint Building Improvements 2,241,831 260,000 0 0 0
Resiliency Planning 153,232 153,232 0 0 0
Increase Digestion Capacity 300,000 77,000 0 0 0
Electrical Dist. System Upgrade 50,000 400 0 0 0
RNG Upgrade Facilities 8,165,277 4,425,277 3,740,000 4,830,000 8,570,000
Class A Disinfection Facilities 2,300,000 249,164 2,050,836 5,699,164 7,750,000
Aeration Basin Improvements - Phase 2 1,000,000 450,000 550,000 1,000,000 1,550,000
Admin Building Improvements 1,000,000 0 600,000 0 600,000
Poplar Harvest Management Services 381,243 120,243 261,000 189,000 450,000
Riparian Shade Credit Program 416,000 260,482 155,518 344,482 500,000
Comprehensive Facility Plan Update 114,299 114,299 0 200,000 200,000
Recycled Water Demonstration Project 180,000 125,000 55,000 55,000 110,000
Facilities Plan Engineering Services 150,000 135,000 15,000 0 15,000
New Projects Started in FY 20-21
Glenwood Pump Station Upgrades 0 0 0 850,000 850,000
Resiliency Follow-Up 0 0 0 300,000 300,000
TOTAL Capital Projects $22,356,031 $10,355,097 $7,427,354 $13,467,646 $20,895,000
EXHIBIT 12
Summary of FY 20-21 MWMC Construction Program Capital Budget
Projects to be Carried Over to FY 20-21
Projects to be Completed in FY 19-20
Attachment 1, Page 64 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 42 FY 20-21 BUDGET AND CIP
FY 20-21 Asset Management Capital Program and Budget
The AMCP consists of the following three programs:
▪ Equipment Replacement
▪ Major Rehabilitation
▪ Major Capital Outlay
The FY 20-21 budget of each program is described below.
Equipment Replacement Program - Budget
The FY 20-21 Capital Programs budget includes $2,450,000 in Equipment Replacement purchases that
are identified on the table below.
Programmable Logic Controllers (PLCs) – These PLCs are necessary for equipment and systems
control of biosolids processing at BMF and are now 22 years old. Engineering consultants will be
required to assess the control environment, offer solution options, and install replacements.
Belt Filter Presses (3) – This equipment is necessary for dewatering biosolids prior to drying. Installed in
2000, the current presses will be overhauled and upgraded to interconnect with the BMF process control
environment.
Heat Exchangers (3) – The heat exchangers for Digesters #1-3 were not replaced during construction of
Digester #4. These heat exchangers have been patched multiple times and require replacement.
Automatic Transfer Switch (ATS) – The distribution panel for incoming power supply at Irvington
pump station currently includes a manual transfer switch. Replacing with an ATS will improve resiliency
and service delivery.
Project Description
FY 20-21
Budget
Programmable Logic Controllers, Upgrades, BMF $1,017,000
Belt Filter Presses (3), Biosolids Drying, BMF 600,000
Heat Exchangers, Digesters #1-3, Plant 150,000
Automatic Transfer Switch, Irvington Pump Station 140,000
Sludge Grinders, Digesters and Pretreatment, Plant 110,000
Biosolids Spreaders (3), BMF 90,000
Secondary Clarifier Rake Arms, Corrosion Evaluation, Plant 80,000
Centrifugal Blowers, Final, Plant 70,000
Process Water Supply Tank, Biosolids Drying, BMF 55,000
Irrigation Well Pump, BRS 48,500
CAB Blower Filters (Secondary) and Pre-Aeration Blower Filters (Pretreatment), Plant 23,500
Heat Pump, Biosolids Drying, BMF 20,000
Polymer Feeder, Biosolids Drying, BMF 20,000
50-Ton Shop Press, Maintenance, Plant 16,000
Phase Contrast Microscope, Operations, Plant 10,000
Total $2,450,000
Equipment Replacement
Attachment 1, Page 65 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 43 FY 20-21 BUDGET AND CIP
Sludge Grinders (4) – Three sludge grinders at Digester area and one at Pretreatment are 25 years old.
Biosolids Spreaders (3) – Replacing 12-year-old spreaders used by BMF staff to apply dried biosolids as
soil conditioner at application sites.
Secondary Clarifier Rake Arms – The collector rake arms in the Secondary clarifiers (x10) are showing
signs of corrosion. Evaluation of the current condition by engineering consultants is required to determine
the optimal replacement solution.
Centrifugal Blowers (2) – Both T-channel blowers at Final are 35 years old and at end of life.
Process Water Supply Tank – Replacing the water tank for biosolids drying installed in 2000 at BMF.
Irrigation Well Pump – At 35 years of service, the well pump supplying water to the pivot irrigation
system at BRS is needing replacement.
Channel Air Blower Filters – The three filters (silencers) for the channel air blowers (CAB) at
Secondary and the four filters for the pre-aeration blowers at Pretreatment were installed in 1984.
Heat Pump – Replacing the heat pump for the biosolids drying facility (BDF) installed in 2000.
Polymer Feeder, Biosolids Drying, BMF – Replacing 20-year old polymer feeder used in the air drying
system for biosolids processing.
50-Ton Shop Press – Maintenance shop equipment at the Plant currently includes a 100-ton press, which
is too unwieldly for safe operation. This replacement will provide more ease-of-use and safety for staff.
Phase Contrast Microscope – The microscope used by Operations staff for process control is 20 years
old and does not provide a phase contrasting mechanism.
Major Rehabilitation Program - Budget
The FY 20-21 Capital Programs budget includes $610,000 for Major Rehabilitation projects that are
identified on the table below.
Project Description
FY 20-21
Budget
Roadways Resurfacing, BMF $170,000
Fog and Slurry Sealing, Air Drying Beds (13), BMF 120,000
Screw Pump Wet Well Concrete Rehab, Pretreatment 100,000
Roof Rehab, Gravity Belt Thickener Building 65,000
Chlorine Contact Chamber Concrete Rehab, Final 60,000
Roof Rehab, Inventory Storeroom, Maintenace Building West 55,000
Asphalt Maintenance (excludes Bike Path), Plant 25,000
Operations & Maintenance Building Improvements, Plant 15,000
Total $610,000
Major Rehabilitation
Attachment 1, Page 66 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 43 FY 20-21 BUDGET AND CIP
Sludge Grinders (4) – Three sludge grinders at Digester area and one at Pretreatment are 25 years old.
Biosolids Spreaders (3) – Replacing 12-year-old spreaders used by BMF staff to apply dried biosolids as
soil conditioner at application sites.
Secondary Clarifier Rake Arms – The collector rake arms in the Secondary clarifiers (x10) are showing
signs of corrosion. Evaluation of the current condition by engineering consultants is required to determine
the optimal replacement solution.
Centrifugal Blowers (2) – Both T-channel blowers at Final are 35 years old and at end of life.
Process Water Supply Tank – Replacing the water tank for biosolids drying installed in 2000 at BMF.
Irrigation Well Pump – At 35 years of service, the well pump supplying water to the pivot irrigation
system at BRS is needing replacement.
Channel Air Blower Filters – The three filters (silencers) for the channel air blowers (CAB) at
Secondary and the four filters for the pre-aeration blowers at Pretreatment were installed in 1984.
Heat Pump – Replacing the heat pump for the biosolids drying facility (BDF) installed in 2000.
Polymer Feeder, Biosolids Drying, BMF – Replacing 20-year old polymer feeder used in the air drying
system for biosolids processing.
50-Ton Shop Press – Maintenance shop equipment at the Plant currently includes a 100-ton press, which
is too unwieldly for safe operation. This replacement will provide more ease-of-use and safety for staff.
Phase Contrast Microscope – The microscope used by Operations staff for process control is 20 years
old and does not provide a phase contrasting mechanism.
Major Rehabilitation Program - Budget
The FY 20-21 Capital Programs budget includes $610,000 for Major Rehabilitation projects that are
identified on the table below.
Project Description
FY 20-21
Budget
Roadways Resurfacing, BMF $170,000
Fog and Slurry Sealing, Air Drying Beds (13), BMF 120,000
Screw Pump Wet Well Concrete Rehab, Pretreatment 100,000
Roof Rehab, Gravity Belt Thickener Building 65,000
Chlorine Contact Chamber Concrete Rehab, Final 60,000
Roof Rehab, Inventory Storeroom, Maintenace Building West 55,000
Asphalt Maintenance (excludes Bike Path), Plant 25,000
Operations & Maintenance Building Improvements, Plant 15,000
Total $610,000
Major Rehabilitation
Attachment 1, Page 67 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 44 FY 20-21 BUDGET AND CIP
Roadways Resurfacing, BMF – The roadways to the Air Drying Beds at BMF are over 20 years old and
need to be resurfaced to prevent further deterioration.
Fog and Slurry Sealing, Air Drying Beds – The thirteen Air Drying Beds at BMF need to be fog/slurry
sealed to prolong the useful life.
Screw Pump Wet Well Concrete Rehabilitation – There are four screw pumps at the Pretreatment
complex (headworks) with a wet well at the receiving end of each. Portions of the concrete at the wet
wells has deteriorated and requires repairs and recoating.
Roof Rehab, 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.
Chlorine Contact Chamber Concrete Rehabilitation – Portions of the concrete at the chlorine contact
chamber at Final has deteriorated and requires repair.
Roof Rehab, Inventory Storeroom – The west wing of the Maintenance building was not remodeled
during the building improvement project. The inventory storeroom portion of the building now requires
roof reconstruction and HVAC efficiency improvements.
Asphalt Maintenance (excludes Bike Path), Plant – The roadways, parking lots, and other asphalt
surfaces at the WPCF need to be fog/slurry sealed to prolong the useful life.
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 at the WPCF.
Asphalt Maintenace, Plant – The roadways, parking lots, and other asphalt surfaces at the WPCF need
to be fog/slurry sealed to prolong the useful life.
Major Capital Outlay
There are no new requests for Major Capital Outlay in FY 20-21.
Asset Management Capital Budget Summary
The following table summarizes the FY 20-21 Asset Management Capital Program Budget by project
type showing a total AMCP budget of $3,060,000.
Project Description
FY 20-21
Budget
Equipment Replacement $2,450,000
Major Rehabilitation 610,000
Major Capital Outlay -
Total $3,060,000
Asset Management Capital Project Budget
Attachment 1, Page 68 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 45 FY 20-21 BUDGET AND CIP
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 19-20 Budget that has been carried forward by one year to FY 20-21. Changes to the 5-Year
Plan typically occur from year to year as more information becomes available and evaluated such
as the P80096 Resilency Planning study and the MWMC permit renewal outcomes.
Exhibit 13 displays the MWMC 5-Year Capital Plan programs budget, which includes
$74,695,000 in planned capital projects and $10,466,000 planned asset management capital
projects for an overall 5-Year Capital Plan Budget of $85,161,000.
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 TOTAL
CAPITAL PROJECTS
Biosolids Management
Poplar Harvest Management Services 450,000 240,000 690,000
Non-Process Facilities and Facilities Planning
Comprehensive Facility Plan Update 1 200,000 1,900,000 2,100,000
Facility Plan Engineering Services 15,000 110,000 110,000 115,000 350,000
Conveyance Systems
Glenwood Pump Station 850,000 1,200,000 2,050,000
Plant Performance Improvements
Renewable Natural Gas Upgrades 8,570,000 8,570,000
Class A Disinfection Facilities (1)7,750,000 7,750,000
Aeration Basin Improvements - Phase 2 1,550,000 1,500,000 7,000,000 10,050,000
Administration Building Improvements 600,000 7,000,000 7,600,000
Riparian Shade Credit Program (1)500,000 600,000 600,000 600,000 50,000 2,350,000
Resiliency Follow-Up 300,000 300,000 3,000,000 300,000 300,000 4,200,000
Recycled Water Demonstration Projects (1)110,000 115,000 60,000 285,000
Thermal Load Mitigation: Implementation(2)2,000,000 3,000,000 3,000,000 3,000,000 11,000,000
Tertiary Filtration - Phase 2 3,500,000 8,500,000 4,500,000 16,500,000
Waste Activated Sludge Thickening 1,200,000 1,200,000
TOTAL CAPITAL PROJECTS $20,895,000 $13,355,000 $10,270,000 $14,010,000 $16,165,000 $74,695,000
ASSET MANAGEMENT
Equipment Replacement 2,450,000 2,012,000 921,000 620,000 1,740,000 7,743,000
Major Rehabilitation 610,000 892,000 357,000 182,000 682,000 2,723,000
Major Capital Outlay ------------
TOTAL ASSET MANAGEMENT 3,060,000 2,904,000 1,278,000 802,000 2,422,000 10,466,000
TOTAL CAPITAL IMPROVEMENTS $23,955,000 $16,259,000 $11,548,000 $14,812,000 $18,587,000 $85,161,000
Notes:
(1) The funding for Riparian Shade and Class A Recycled Water projects were allocated from previously budgeted Thermal Load Mitigation Implementation.
(2) Thermal Load Mitigation Implementation provides budget for strategies currently under consideration for MWMC future permit compliance needs.
EXHIBIT 13
Regional Wastewater 5-Year Capital Programs
Attachment 1, Page 69 of 86
Attachment 1, Page 70 of 86
CAPITAL PROJECT DETAIL
Attachment 1, Page 71 of 86
Attachment 1, Page 72 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 46 FY 20-21 BUDGET AND CIP
POPLAR HARVEST MANAGEMENT SERVICES (P80083)
Description: 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 management unit (MU)
within the regulatory 12-year rotation limit and subsequent replanting. Complete
management of the poplar trees is anticipated to become a Eugene staff operations duty
including funding changes in FY 22-23.
Status: MU-1 was replanted in 2016. MU-2 was replanted in 2018-19. MU-3 is scheduled for
harvest in 2021.
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.
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 = $138,388;
FY 19-20 = $120,098; FY 20-21 = $80,000; FY 21-22 = $515,000;
FY 22-23 = $95,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $1,046,902 $120,098 $450,000 $240,000 $0 $0 $0 $1,857,000
Other $0 $0 $0 $0 $0 $0 $0 $0
Total Cost $1,046,902 $120,098 $450,000 $240,000 $0 $0 $0 $1,857,000
Attachment 1, Page 73 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 47 FY 20-21 BUDGET AND CIP
COMPREHENSIVE FACILITY PLAN UPDATE (P80101)
Description: This will be the first MWMC Comprehensive Facilities Plan Update since the 2004
MWMC Facilities Plan. The update could include stormwater planning for the WPCF,
NPDES permit renewal, system development charge evaluation, facilities planning
technical services, and cost estimating for 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 community growth.
Status: As of January 2020, staff is working to finalize a consultant agreement related to WPCF
stormwater master planning. The bulk of the planned budget is reserved for future
implementation of planning work in response to the MWMC’s anticipated NPDES permit
renewal (listed as year 2021).
Justification: Plan future conveyance and treatment upgrades and/or expansions to meet regulatory
requirements, preserve public health, community growth, and water quality standards.
Project Driver: Provide 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 to address local building permit
requirements for MWMC construction projects. The remaining project scope will be
initiated by the next NPDES permit renewal schedule, listed as year 2021.
Estimated Project Cost: $2,250,000
Estimated Cash Flow: FY 18-19 = $35,701; FY 19-20 = $114,229; FY 20-21 = $200,000;
FY 21-22 = $1,800,000; FY 22-23 = $100,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $0 $0 $0 $0 $0 $0 $0 $0
Other $35,701 $114,299 $200,000 $1,900,000 $0 $0 $0 $2,250,000
Total Cost $35,701 $114,299 $200,000 $1,900,000 $0 $0 $0 $2,250,000
Attachment 1, Page 74 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 48 FY 20-21 BUDGET AND CIP
FACILITY PLAN ENGINEERING SERVICES (P80090)
Description: Engineering/technical consultant services for analysis, project definition, cost estimating,
design feedback, and general consultation regarding the MWMC Facilities Plan (2005 to
2025).
Status: Issued a request for proposals in 2019 for consultant services and the Commission
approved a contract award to Jacobs Engineering Group in November 2019. As of
January 2020, staff is coordinating contract execution with Jacobs along with task order
prioritizing, scoping and pricing from the consultant before proceeding with each
approved task.
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 in 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. The work also provides ongoing planning
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
MWMC Facilities Plan (2005 to 2025) and system changes.
Project Trigger: Ongoing need.
Estimated Cost: $1.55 million (2012 to 2030)
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 = $41,308; FY 19-20 = $135,000;
FY 20-21 = $15,000; FY 21-22 = $0; FY 22-23 = $110,000; FY 23-24 = $110,000;
FY 24-25 = $115,000; FY 25-26 = $115,000; FY 26-27 = $120,000; FY 27-28 = $125,000;
FY 28-29 = $130,000; FY 29-30 = $130,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $0 $0 $0 $0 $0 $0 $0 $0
Other $420,907 $135,000 $15,000 $0 $110,000 $110,000 $115,000 $906,000
Total Cost $420,907 $135,000 $15,000 $0 $110,000 $110,000 $115,000 $906,000
Attachment 1, Page 75 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 49 FY 20-21 BUDGET AND CIP
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. In 2019, the P80096 Resiliency Planning study recommended onsite
geotechnical evaluation and additional improvements.
Status: Continuing to monitor the Glenwood pump station operations and performance.
Justification: Additional pumping capacity will be required at this MW MC 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 and 2019 Resiliency
study recommendations.
Project Trigger: Peak wet weather instantaneous flow reaches 80 percent of the pump station firm
capacity.
Estimated Project Cost: $2,050,000
Estimated Cash Flow: FY 20-21 = $850,000; FY 21-22 = $1,200,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $0 $0 $850,000 $1,200,000 $0 $0 $0 $2,050,000
Other $0 $0 $0 $0 $0 $0 $0 $0
Total Cost $0 $0 $850,000 $1,200,000 $0 $0 $0 $2,050,000
Attachment 1, Page 76 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 50 FY 20-21 BUDGET AND CIP
RENEWABLE NATURAL GAS (RNG) UPGRADES (P80095)
Description: This project provides the planning, decision support, new agreements, design and
construction of Renewable Natural Gas (RNG) Upgrades consisting of biogas
purification facilities at the treatment plant and connection to the Northwest Natural
utility grid. Together, the new system will allow the MWMC to sell the upgraded gas
(RNG) as a renewable fuel through offtake agreement(s).
Status: The Commission was updated on November 8, 2019. As of January 2020, t he design is
being finalized and the construction bidding phase will begin in early 2020. Project staff
and MWMC legal team are negotiating revenue agreements with Blue Source LLC for
the RNG environmental credits and with Northwest Natural Gas Company to purchase
the MWMC purified biogas (also called brown gas).
Justification: Full utilization of the MWMC’s biogas resource.
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 in year 2019 for project design and construction bidding in 2020.
Estimated Project Cost: $14,500,000
Estimated Cash Flow: FY-17-18 = $258,334; FY 18-19 = $1,246,389; FY 19-20 = $4,425,277;
FY 20-21 = $8,200,000; FY 21-22 = $370,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $1,504,723 $4,425,277 $8,570,000 $0 $0 $0 $0 $14,500,000
Other $0 $0 $0 $0 $0 $0 $0 $0
Total Cost $1,504,723 $4,425,277 $8,570,000 $0 $0 $0 $0 $14,500,000
Attachment 1, Page 77 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 51 FY 20-21 BUDGET AND CIP
CLASS A DISINFECTION FACILITIES (P80098)
Description: Provides disinfection, storage, and distribution facilities needed to bring tertiary filtered
effluent to Class A standards on a consistent and reliable basis for initial demonstration of
recycled water uses on- and off-site of the MWMC treatment site. The project includes
the design, bidding, construction, and permitting of Class A recycled water disinfection
facilities.
Status: As of January 2020, staff plans to follow-up with the Commission to provide additional
information and seek approval to enter into a consultant agreement for the design phase.
Justification: Class A recycled water is necessary to expand recycled water to landscaping, street tree,
and industrial uses. Demonstration of Class A quality and reliability is necessary for
stakeholder acceptance and future adoption of expanded recycled water uses.
Project Driver: The Thermal Load Mitigation Alternatives Evaluation, Recycled Water Program
Implementation Planning, Phase 2 Study (dated August 2014) 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
sites for equipment washing.
Estimated Project Cost: $8 million (recycled water Class A infrastructure and upgrade one structure for 9.0
magnitude earthquake preparedness related to MWMC P80096 level of service goals)
Estimated Cash Flow: FY 18-19: $836; FY 19-20 = $249,164; FY 20-21 = $3,750,000; FY 21-22 = $4,000,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $836 $249,164 $7,750,000 $0 $0 $0 $0 $8,000,000
Other $0 $0 $0 $0 $0 $0 $0 $0
Total Cost $836 $249,164 $7,750,000 $0 $0 $0 $0 $8,000,000
Attachment 1, Page 78 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 52 FY 20-21 BUDGET AND CIP
AERATION BASIN IMPROVEMENTS – PHASE 2 (P80100)
Description: Aeration System (Phase 2): Recent recommendations are to evaluate and consider
improving parts of the existing 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 four of the eight cells of
the aeration basins and make hydraulic improvements. This project was originally the
North Aeration Basin Improvements project; however, the Phase 1 final design in 2007
recommended improvements to the four eastern most basins as a first phase would allow
for better hydraulics and more operational flexibility. Phase 1 construction was
completed in March 2009.
In January 2016, the project scope and cost (estimate $750K in 2015) increased to
include replacement of existing aeration basin gates, valves, and spray system.
Status: As of January 2020: Completed the request for proposals evaluation process for
consultant services. Staff is negotiating with Brown and Caldwell to execute a consultant
agreement after Commission approval to begin the aeration system evaluation work.
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 suspe nded solids limits.
Project Trigger: Address water quality requirements (need to evaluate the requirements based on the
MWMC next NPDES permit renewal estimated in year 2021).
Estimated Project Cost: $16,500,000
Estimated Cash Flow: FY 19-20 = $450,000; FY 20-21 = $1,250,000; FY 21-22 = $300,000; FY 22-23 = $0;
FY 23-24 = $1,500,000; FY 24-25 = $6,800,000; FY 25-26 = $6,200,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $0 $450,000 $1,550,000 $0 $0 $1,500,000 $7,000,000 $10,500,000
Other $0 $0 $0 $0 $0 $0 $0 $0
Total Cost $0 $450,000 $1,550,000 $0 $0 $1,500,000 $7,000,000 $10,500,000
Attachment 1, Page 79 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 53 FY 20-21 BUDGET AND CIP
ADMINISTRATION BUILDING IMPROVEMENTS (P80104)
Description: This project will address the Administration/Operations Building work space needs at the
Water Pollution Control Facility (WPCF). It is a follow up to the 2018-2019 construction
of the P80085 new laboratory building and expansion of the existing maintenance
building. In 2019, the P80096 Resiliency Planning study recommended evaluating
MWMC options for building space including: a) constructing a new MWMC building
for immediate occupancy/use after a major natural disaster, or b) upgrade the existing
building for immediate occupancy post-earthquake (magnitude 9.0 event). There are
challenges and benefits with each of these two options that will be explored during the
initial planning phase of this project. With the creation of a building meeting immediate
occupancy design, a pre-designated “Incident Command Post” could be utilized at the
WPCF site after a natural disaster. The existing 1982 building is currently used for
operating and control of the MWMC treatment facility.
Status: As of February 2020, the P80104 project team will need to reconsider the MWMC
options and seek consultant services in FY 20-21
Justification: The original design and construction of the WPCF Administration/Operations Building
was completed February 1982 under older building codes. Since that time, use of the
building and associated construction codes have changed substantially necessitating the
need to reevaluate the MWMC building options to address level of service goals after a
nature disaster (earthquake or flooding).
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.
Also, address the P80096 recommended level of service goals to operate after magnitude
9.0 earthquake issue.
Project Trigger: Expansion and changes needed for functionality, safety and natural disaster resiliency.
Estimated Project Cost: $7,600,000
Estimated Cash Flow: FY 20-21 = $600,000; FY 21-22 = $2,200,000; FY 22-23 = $4,700,000;
FY 23-24 = $100,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $0 $0 $600,000 $7,000,000 $0 $0 $0 $7,600,000
Other $0 $0 $0 $0 $0 $0 $0 $0
Total Cost $0 $0 $600,000 $7,000,000 $0 $0 $0 $7,600,000
Attachment 1, Page 80 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 54 FY 20-21 BUDGET AND CIP
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 of the MWMC’s watershed interests through the Pure Water
Partners program in collaboration with EWEB, local conservation organizations and the
services of a contract credit program manager to ensure timely implementation of trading
credits. The project includes the ongoing long-term monitoring and reporting associated
with the MWMC’s pilot “shade sponsorship” projects that were implemented in 2013
thru 2016.
Status: As of January 2020, ongoing with new credit projects in development via partnership
agreements.
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 FY 18-19 under the EWEB intergovernmental agreement 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 MWMC regulatory credit.
Project Driver: Ongoing shade contract commitment plus additional NPDES permit compliance needs
based on updated temperature standards, TMDL, and associated thermal load limits.
Project Trigger: Impending NPDES permit renewal currently scheduled for issuance in year 2021.
Estimated Project Cost: $3.3 million (estimate 2012 to 2034)
Estimated Cash Flow: FY 12-13 = $84,621; FY 13-14 = $77,394; FY 14-15 = $79,245; FY 15-16 = $102,191;
FY 16-17 = $58,948; FY 17-18 = $0; FY 18-19 = $172,119; FY 19-20 = $260,482;
FY 20-21 = $450,000; FY 21-22 = $600,000; FY 22-23 = $600,000;
FY 23-24 =$600,000; FY 24-25 = $50,000; FY 25-26 = $20,000; FY 26-27 = $20,000;
FY 27-28 = $20,000; FY 28-29 = $20,000; FY 29-30 = $20,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $574,518 $260,482 $500,000 $600,000 $600,000 $600,000 $50,000 $3,185,000
Other $0 $0 $0 $0 $0 $0 $0 $0
Total Cost $574,518 $260,482 $500,000 $600,000 $600,000 $600,000 $50,000 $3,185,000
Attachment 1, Page 81 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 55 FY 20-21 BUDGET AND CIP
RESILIENCY FOLLOW-UP (P80109)
Description: This project provides follow-up evaluation and some implementation of the P80096
Resiliency Study (Disaster Mitigation and Recovery Plan - draft dated December 2019).
The 2019 study recommended seismic and flooding mitigation projects estimated at
$34.6-million to be coordinated with the MWMC ongoing infrastructure/facilities
construction program. The main objective is to address “level of service” goals before a
natural disaster such as 9.0 magnitude earthquake or major flooding. Also, the MWMC
should continue to communicate with the agencies that prepare for natural disasters that
can impact the Eugene/Springfield community.
Status: On December 13, 2019, the Commission was provided recommendations from the
P80096 Resiliency Study regarding proposed mitigation projects to reduce the impact of
flooding and earthquake (magnitude 9.0) issues.
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 and major flooding.
Project Driver: Cost effectively ensure reasonable recovery of MWMC’s core facilities and services
following major disaster impacts after earthquake or flooding.
Project Trigger: Per Commission direction, consultant work began in July 2018. Draft plan with
consultant recommendations submitted December 2019.
Estimated Project Cost: Mitigation recommendations in December 2019 estimate: $34.6-million (2019 dollars)
Estimated Cash Flow: FY 20-21 = $300,000; FY 21-22 = $300,000; FY 22-23 = $3,000,000;
FY 23-24 = $300,000; FY 24-25 = $300,000; and continue the MWMC mitigation work
estimated above $34-million
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $0 $0 $150,000 $300,000 $3,000,000 $300,000 $300,000 $4,050,000
Other $0 $0 $150,000 $0 $0 $0 $0 $150,000
Total Cost $0 $0 $300,000 $300,000 $3,000,000 $300,000 $300,000 $4,200,000
Attachment 1, Page 82 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 56 FY 20-21 BUDGET AND CIP
RECYCLED WATER DEMONSTRATION PROJECTS (P80099)
Description: This project provides for stakeholder engagement, community communication/outreach,
and any additional design, construction, permitting, and implementation of recycled
water point-of-use needs beyond the MWMC’s point-of-delivery of Class A recycled
water product. Project may entail onsite upgrades and retrofits to allow the use of
recycled water in partnership with end-users, point-of-delivery metering, piping, and
controls, user training and information materials, and public interpretative signage .
Status: As of January 2020, outreach and information strategy is underway in parallel with the
Class A pre-design efforts. Need Commission approval to proceed with design and
construction of MWMC infrastructure for Class A recycled water treatment (P80098) for
offsite end-user delivery. Outreach includes securing written “letters of intent” from
initial Class A recycled water users.
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 for
temperature and other benefits, including providing community water resource
partnership opportunities.
Project Driver: The Thermal Load Mitigation Alternatives Evaluation, Recycled Water Program
Implementation Planning, Phase 2 Study (dated August 2014) 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 Class A 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 via private/public partnership.
Estimated Project Cost: $410,000
Estimated Cash Flow: FY 19-20 = $125,000; FY 20-21 = $110,000; FY 21-22 = $115,000;
FY 22-23 = $60,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $0 $40,000 $110,000 $115,000 $60,000 $0 $0 $325,000
Other $0 $85,000 $0 $0 $0 $0 $0 $85,000
Total Cost $0 $125,000 $110,000 $115,000 $60,000 $0 $0 $410,000
Attachment 1, Page 83 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 57 FY 20-21 BUDGET AND CIP
THERMAL LOAD MITIGATION – IMPLEMENTATION (P80063)
Description:
This funding source provides thermal load implementation money related to projects as
they are developed (such as the Riparian Shade Credit Program (P80080) and Class A
recycled water disinfection facilities and 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 related to the
Willamette River.
Status: As of January 2020: Pending implementation recommendations of project P 80062
(Thermal Load Mitigation – Pre-Implementation planning). Recommendations will be
reviewed and information provided for Commission consideration as future project work.
Justification: The 2004 MWMC Facilities Plan recommended phased implementation of recycled
water use for thermal load compliance, including Class A greenspace irrigation. The
Thermal Load Mitigation Alternatives Evaluation, Recycled Water Program
Implementation Planning, Phase 2 Study (dated August 2014) identified riparian shade
credits as the primary near -term compliance strategy, coupled with expanded use and
storage of recycled water at the MWMC’s facilities and Class A demonstration uses with
identified partners. The recommendations include long -term development of recycled
water projects and partnerships.
Project Driver: NPDES permit thermal load limit compliance as required under updated Oregon
temperature standards and implementation. Future thermal load mitigation projects serve
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.
The MWMC NPDES permit renewal is listed for year 2021.
Estimated Project Cost: $11 million (placeholder estimate)
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 = -$45,477; FY 19-20 = $0; FY 20-21 = $0;
FY 21-22 = $2,000,000; FY 22-23 = $3,000,000; FY 23-24 = $3,000,000;
FY 24-25 = $3,000,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $0 $0 $0 $2,000,000 $3,000,000 $3,000,000 $3,000,000 $11,000,000
Other $32,259 $0 $0 $0 $0 $0 $0 $32,259
Total Cost $32,259 $0 $0 $2,000,000 $3,000,000 $3,000,000 $3,000,000 $11,032,000
Attachment 1, Page 84 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 58 FY 20-21 BUDGET AND CIP
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 instal l 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.
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
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $0 $0 $0 $0 $3,500,000 $8,500,000 $4,500,000 $16,500,000
Other $0 $0 $0 $0 $0 $0 $0 $0
Total Cost $0 $0 $0 $0 $3,500,000 $8,500,000 $4,500,000 $16,500,000
Attachment 1, Page 85 of 86
Metropolitan Wastewater Management Commission Capital Improvement Program
Page 59 FY 20-21 BUDGET AND CIP
WASTE ACTIVATED SLUDGE THICKENING (P80078)
Description:
Third gravity belt thickener (GBT) with associated at grade building. Assumes additional
basement floor space is not required.
Status: Continue to monitor the timing of this project.
Justification: Provide additional capacity for waste active sludge (WAS) thickening process.
Project Driver: Additional capacity to provide WAS thickening with one unit offline at upper limit flow
projections. Nitrification required by the NPDES permit and increasing wastewater flows
and loads generates more WAS solids. Provide ability to conduct recuperative thickening.
Project Trigger: Exceeding solids and hydraulic loading rate design criteria.
Estimated Project Cost: $6,200,000
Estimated Cash Flow: FY 24-25 = $1,200,000; FY 25-26 = $4,800,000; FY 26-27 = $200,000
Expenditure/Category:
Prior
Years
2019-20
Est. Act.2020-21 2021-22 2022-23 2023-24 2024-25 Total
Design/Construction $0 $0 $0 $0 $0 $0 $1,200,000 $1,200,000
Other $0 $0 $0 $0 $0 $0 $0 $0
Total Cost $0 $0 $0 $0 $0 $0 $1,200,000 $1,200,000
Attachment 1, Page 86 of 86