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MWMC Agenda Packet
AGENDA II.a. • o • o • o • AGENDA IV. • • • • Attachment 1 Page 1 of 2 Digital Signature: Digital Signature: Digital Signature: Attachment 1 Page 2 of 2 ______________________________________________________________________________ AGENDA V. Digital Signature: Digital Signature: Digital Signature: ______________________________________________________________________________ AGENDA VI. Metropolitan Wastewater Management Commission Overview Page 5 FY 24-25 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. Staffing and services have been provided in various ways over the 47 years of MWMC’s existence. 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 authority for wastewater services 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 24-25 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 24-25 RWP Operating Budget, Capital Improvements Program, and associated work plans. Attachment 1 Page 1 of 9 Metropolitan Wastewater Management Commission Overview Page 6 FY 24-25 BUDGET AND CIP Outcome 1: Achieve and maintain high environmental standards. Indicators: Performance: FY 22-23 Actual FY 23-24 Estimated Actual FY 24-25 Target • Maximize RNG Runtime • Optimize heat-loop efficiency • Average removal efficiency of carbonaceous biochemical oxygen demand (CBOD) and total suspended solids (TSS) (permit limit 85%) -- -- 97% Design and procure a Waste Gas Burner (WGB); 70% Runtime Complete heat- loop optimization study 97% Complete construction of a WGB; 80% Runtime Implement optimization study recommendations 95% • High quality biosolids (pollutant concentrations less than 50% of EPA exceptional quality criteria) Arsenic 21% Cadmium 33% Copper 35% Lead 17% Mercury 5% Nickel 5% Selenium 11% Zinc 36% Arsenic 25% Cadmium 35% Copper 35% Lead 20% 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 – Continual Improvement of Environmental Performance All objectives met and no major non- conformities; Evaluated an electric dredge; completed new laboratory information management system All objectives met and no major non- conformities All objectives met and no major non- conformities Attachemnt 1 Page 2 of 9 Metropolitan Wastewater Management Commission Overview Page 7 FY 24-25 BUDGET AND CIP Outcome 1: Achieve and maintain high environmental standards (continued) • Climate Action Planning Completed FY 2022- 23 Greenhouse Gas Emissions Inventory; presented to Commission on 11/17/2023 GHG Emissions data gathering and protocol documents review Complete FY 2024-25 Greenhouse Gas Emissions Inventory; present to Commission in fall 2025 Outcome 2: Achieve and maintain fiscal management that is effective and efficient. Indicators: Performance: FY 22-23 Actual FY 23-24 Estimated Actual FY 24-25 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 • Maintain Sound Financial Practices per the MWMC Financial Plan Yes Yes Minor updates to the Financial Plan • Ensure rates and rate changes are planned, moderate and incremental 3.5% 4.5% ≤ 5.5% • MWMC utility billing collection rate at or above 98% > 98% > 98% > 98% Attachment 1 Page 3 of 9 Metropolitan Wastewater Management Commission Overview Page 8 FY 24-25 BUDGET AND CIP Outcome 3: Achieve and maintain a successful intergovernmental partnership. Indicators: Performance: FY 22-23 Actual FY 23-24 Estimated Actual FY 24-25 Target • Update MWMC Facilities Plan (Project P80101) Started Project P80101 Work in progress Complete by Winter 2025 • Implement and approve revised local limits and an updated MWMC pretreatment model ordinance; implement and adopt model ordinance into Eugene and Springfield Codes Local limits approved by DEQ; adopted and implemented local limits in Eugene and Springfield; adopted local ordinances in Eugene and Springfield Local ordinances final approval from DEQ; Begin implementation Complete implementation • Partnership Assessment Tool Scope assessment tool options; present concepts/options for Commission consideration; Create RFP and select consultant Begin data collection; report first round results to Commission Begin implementation of approved recommendations as next steps • Presentations regarding MWMC partnership, services and outcomes delivered jointly Three presentations delivered by staff Three presentations delivered by staff Two presentations delivered by staff • Leverage inter-organizational and community partnerships to advance MWMC objectives Enrolled new shade credits sites via Pure Water Partners; collaborated with Urban Waters & Wildlife Partnership on biochar stormwater treatment Continued enrollment and establishment of PWP shade credit sites; co- promoted biochar opportunities with UWWP Identify MWMC One Water partnership project roles and outcomes Attachment 1 Page 4 of 9 Metropolitan Wastewater Management Commission Overview Page 9 FY 24-25 BUDGET AND CIP Outcome 4: Maximize reliability and useful life of regional assets and infrastructure. Indicators: Performance: FY 22-23 Actual FY 23-24 Estimated Actual FY 24-25 Target • Preventive maintenance completed on time (best practices benchmark is 90%) 96% (9,037 PMs) 96% 90% • Preventive maintenance to corrective maintenance ratio (benchmark 4:1-6:1) 6.0:1 (8,380 PMs: 1,408 CMs) 4.9:1 5:1 • Emergency maintenance required (best practices benchmark is less than 2% of labor hours) 0.9% (233 hours / 26,862 hrs) 0.3% < 2% • Asset management (AM) processes and practices review and development Completed 4 of the identified improvements in the AM plan Investigate assets not captured in Maximo, e.g., pipe, roadways, fences Identify “critical” assets • MWMC Resiliency Plan Conveyance system pipe repair kits Emergency supplies storage containers Design building seismic improvements on select buildings Attachemnt 1 Page 5 of 9 Metropolitan Wastewater Management Commission Overview Page 10 FY 24-25 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 22-23 Actual FY 23-24 Estimated Actual FY 24-25 Target • Communications Plan Continued implemented 2021 Communications Plan Update 2021 Plan as needed based on market trends Update 2021 Plan as needed based digital advertising campaign results & market trends • Promote MWMC social media channels and website Grew Facebook followers to 1,200, Twitter to 215 and Instagram to 825; website visitors to 9,100 with 13,000 pageviews Implement strategies to grow Facebook/Meta followers to 1,400, X (Twitter) to 200 and Instagram to 950; and website visitors to 10,000 with 14,000 pageviews Implement strategies to grow Facebook/Meta followers to 1,500, X to 225 and Instagram to 1,100 and website visitors to 11,000 with 15,000 pageviews • Create and distribute MWMC e-newsletters Distributed monthly and increased distribution to 610 subscribers with an open rate of 38% and a click-through rate of 3% Distribute monthly and increase distribution to 750 subscribers with an open rate of 40% and a click-through rate of 5% Distribute monthly and increase distribution to 875 subscribers with an open rate of 45% and a click-through rate of 8% • Pollution prevention/ sponsorships campaigns 2 campaigns, 4 sponsorships; reaching 40% of residents in the service area 2 campaigns, 5 sponsorships; reaching 40% of residents in the service area 2 campaigns, 5 sponsorships; reaching +40% of residents in the service area • Provide tours of the MWMC Facilities Provide tours for greater than 1,000 people Provide tours for greater than 1,000 people Provide tours for greater than 1,250 people • Clean Water University Reach 25% of 5th Graders in the service area Reach >25% of 5th Graders in the service area Reach 40% of 5th Graders in the service area Attachment 1 Page 6 of 9 Metropolitan Wastewater Management Commission Overview Page 11 FY 24-25 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 81.68 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 / 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 16.90 FTE of Development and Public Works Department staff and .88 FTE of Finance Department staff, and .03 FTE of City Manager’s Office for a total 17.81 FTE as reflected in the FY 24-25 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 initially 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 7 of 9 Metropolitan Wastewater Management Commission Overview Page 12 FY 24-25 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 / 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 8 of 9 Metropolitan Wastewater Management Commission Overview Page 13 FY 24-25 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 9 of 9 AGENDA VII. • • • • • • • • 1 2023-2024 Teachers’ Guide cleanwateruniversity Adventures in stormwater, drinking water, and wastewater. Attachment 1 Page 1 of 13 2 Introduction & Table of Contents Welcome to Clean Water University, Virtual Edition! Welcome to the Clean Water University (CWU) Teachers’ Guide for the 2023-2024 school year! The City of Springfield, City of Eugene, and Metropolitan Wastewater Management Commission (MWMC) are proud to offer this program to 5th grade classes in the Eugene-Springfield area free of charge. This guide can be used as prep for attending the in-person field trip if your school enters the selection lottery and is selected, or if your school is not selected or can’t due to school policies, but want to participate in the online version. The overarching goal of the program remains the same regardless of attending the in-person field trip or participate in the virtual offering: to teach students about the importance of clean water. This Teachers’ Guide is to make CWU as easy to implement into your existing lesson plans as possible. Outlined below and on the following pages, you’ll find curriculum on a variety of topics pertaining to clean water with links to videos, activities, and worksheets on the City of Springfield’s website. Move through them at whatever pace works best for you and your virtual classroom. Thank you for your participation and enjoy! Clean Water University Curriculum Contents Incentive Program.......................................................................................................................................................................Page 3 Lesson 1: Water Cycle.................................................................................................................................................................Page 4 Lesson 2: Drinking Water..........................................................................................................................................................Page 5 Lesson 3: Water Quality.............................................................................................................................................................Page 6 Lesson 4: Macroinvertebrates.................................................................................................................................................Page 7 Lesson 5: Wastewater Treatment...........................................................................................................................................Page 8 Lesson 6: Microorganisms........................................................................................................................................................Page 9 Lesson 7: Pollution Prevention.............................................................................................................................................Page 10 Lesson 8: Sustainability...........................................................................................................................................................Page 11 Lesson 9: Wrap-Up Jeopardy Game...................................................................................................................................Page 12 Conclusions.................................................................................................................................................................................Page 13 Attachment 1 Page 2 of 13 3 Incentive Information School STEM Program Donation As a thank you for incorporating Clean Water University into your curriculum and to further science, technology, engineering, and math education in the Eugene-Springfield area, the MWMC will donate $500 to each participating school’s STEM program. To ensure this funding is sent to your school, simply confirm participation in Clean Water University with Thomas Gray, City of Springfield/MWMC Communications Coordinator, at igray@springfield-or.gov. The MWMC will then coordinate with your school district’s Finance Department to send those funds to your specific school and designate them for your STEM program. If your school doesn’t have an official STEM program, the donation can go toward your science curriculum supplies, such as microscopes or other equipment. Class Drawing: Eugene Science Center Memberships In addition to the school STEM program donation, participating classes will be entered into a drawing for all students in the winning class to receive a membership to the Eugene Science Center for one adult and one child (a $50 value!). This will give the students and a parent/guardian free admission to Eugene Science Center exhibits and to Planetarium stargazing shows for an entire year! Memberships also include discounts on a variety of the Science Center’s other offerings. To learn more, visit https://eugenesciencecenter.org/ support/membership. To enter your class in the drawing, submit proof of your class’s participation (can be a student’s Micro Story Assignment, a screenshot of you leading your class in a game of Jeopardy, etc.) to igray@springfield-or.gov. The winning class will be announced in May 2023, and the teacher will then receive instructions for distributing the memberships to students/parents. Good luck! Attachment 1 Page 3 of 13 4 Lesson 1: Water Cycle Overview & Key Learning Outcomes In this lesson, students will be introduced to the water cycle and learn about the continuous movement of water on, above, and below the surface of the earth. They’ll learn about the various phases of the water cycle, including evaporation, condensation, precipitation, and absorption. By the end of the lesson, students will be able to: • Explain where water comes from. • Identify the various stages of the water cycle. • Recognize water as an essential resource. Teaching Points •Water is essential to all life. Without it, humans, animals, and plants couldn’t survive. •All water moves continuously and is recycled over and over again. The same water we use today has been here for billions of years - that means the water you drink could be the same water thirsty dinosaurs were drinking 65 million years ago! It’s also the only water we’ll ever have in the future. •While water hasn’t changed much over billions of years, what does change is the stage of the water cycle that it’s in. The four main stages of the water cycle are evaporation, condensation, precipitation, and runoff. Procedures/Materials 1.Start by asking students where they think their water comes from when they take a bath or shower, wash their hands, or do the dishes. 2.Play the Water and You: The Water Cycle video from American Water on YouTube to give students an overview of the water cycle. 3.Take a look at the Water Cycle Diagram handout from the U.S. Geological Survey together as a class. Identify the various stages of the water cycle that were explained in the video. 4.To close the lesson, have students complete the Water Cycle Word Search. Key Words Graphic Credit: Vecteezy.com Water Cycle Water Droplet Water Vapor Surface Water Evaporation Condensation Precipitation Runoff Absorption Aquifer Attachment 1 Page 4 of 13 5 Lesson 2: Drinking Water Overview & Key Learning Outcomes In this lesson, students will learn where their drinking water comes from, how it’s cleaned, and the tools used to transport the water to the faucets in their homes. They’ll be introduced to the various steps in the process of cleaning drinking water to ensure high water quality. By the end of the lesson, students will be able to: • Explain how drinking water gets to their home. • Identify various sources of drinking water. • Recognize that water must be properly cleaned to rid it of pollutants before it can become drinking water. Key Words Drinking Water Water Quality Fresh Water Ground Water Aquifer Flocculation Clarification Filtration Disinfection Chlorine Ozone Pipes Pumps Teaching Points •All humans and animals must consume water in order to survive. On average, 9-13 year olds should drink about 7-9 cups of water per day to stay hydrated. •Though 71% of earth’s surface is water, only 0.3% of that water is usable by humans. The other 99.7% is in the oceans, soils, icecaps, and floating in the atmosphere. That’s why it’s important that we take good care of the fresh water that we can use! •Most of the water used by humans comes from rivers and aquifers, or water stored underground. •In Eugene, drinking water comes from the McKenzie River. In Springfield, drinking water comes from a large aquifer under the City and from the Middle Fork Willamette River. •Before water from these sources can become drinking water, it has to be cleaned to remove bacteria, viruses, and micro-pollutants. Then water quality tests are conducted to make sure the water is safe to drink. •In Eugene and Springfield, the two organizations that clean our drinking water are the Eugene Water & Electric Board (EWEB) and Springfield Utility Board (SUB). They do such a good job that what comes out of our faucets is often even cleaner than what the State of Oregon and U.S. government require! •After it’s treated, drinking water is transported to homes and businesses through a system of pumps and underground pipes throughout the region. Procedures/Materials 1.Ask students where they think their drinking water comes from and how it gets to the faucets in their home. 2.Play the Water and You: The Drinking Water Treatment Process video from American Water on YouTube to introduce students to the sources of drinking water and the process of cleaning it. 3.Have students complete the Drinking Water Word Search to become more familiar with key words associated with the drinking water treatment process and pollutants that can affect our water sources. 4.If time allows, visit either the Eugene Water & Electric Board or Springfield Utility Board website at eweb.org or subutil.com to learn more their treatment processes and water quality standards. Attachment 1 Page 5 of 13 6 Lesson 3: Water Quality Overview & Key Learning Outcomes Key Words Water Quality Water Testing Laboratory Turbidity Dissolved Oxygen Phosphates Nitrates Temperature pH Stormwater Runoff In this lesson, students will learn about the various measures that affect the quality of water in our rivers and streams. They’ll also learn about stormwater runoff and how it can impact that water quality. By the end of the lesson, students will be able to: • Identify the key measures that help us determine the health of a river, stream, or lake. • Explain why high levels of water quality are important to human and animal life. • Recognize the role stormwater plays in the quality of our local waterways. Teaching Points •Water is essential to human, animal, and plant life. As we learned in the previous lesson, only 0.3% of the earth’s water is usable by humans, and most of the fresh water we can use above the ground comes from rivers and streams. That’s why it’s important that we take good care of our rivers and maintain high water quality for human use, outdoor recreation, and aquatic life. •Some of the key measures that help determine water quality are turbidity, dissolved oxygen, nutrients, temperature, and pH. More on each of these points is covered in the Water Quality Lecture Notes document. •Stormwater is water that falls to earth’s surface as rain or snow. We get quite a bit of rain here in the Eugene- Springfield area - about 47 inches per year! When it rains, that water flows over streets, rooftops, driveways, and lawns as runoff. Runoff flows into storm drains, which connect to local waterways that eventually lead to the McKenzie and Willamette Rivers. •As the runoff flows across the ground, it picks up pollutants from things like litter, fertilizers, fluids used to maintain cars, and pet waste. Since stormwater isn’t treated the way drinking water and wastewater are, these pollutants can end up in our local waterways. It’s important we keep pollutant levels in stormwater runoff to a minimum. •There are some simple actions community members like you and your family can take to help us keep our water clean from street to stream! These include scooping your pet’s poop, picking up litter, avoiding use of certain chemicals and fertilizers, and fixing leaking cars. Procedures/Materials 1.Go over the water quality measures defined in the Water Quality Lecture Notes document. 2.Have students complete the Water Quality Prep Worksheet, where they’ll answer questions based on defined key words at the top of the page. Discuss the answers of the worksheet on the Water Quality Prep Answer Key, explaining the turbidity, dissolved oxygen, phosphates, nitrates, temperature, and pH of the McKenzie River. Ask students how close their guesses about the McKenzie River were to the actual numbers. 3.Open the “Only Rain Down the Drain” Interactive Game. Play together as a class, allowing for group discussion between each question before answering. 4.If time allows, visit the City of Springfield or City of Eugene’s Stormwater webpages to learn more about what each of the cities do to protect our local waterways. Attachment 1 Page 6 of 13 7 Lesson 4: Macroinvertebrates Overview & Key Learning Outcomes In this lesson, students will learn about aquatic macroinvertebrates, their place in the food web, and the importance of clean water to their survival - and ultimately the survival of their predators. They’ll learn about the different bugs prevalent in our area’s waterways. By the end of the lesson, students will be able to: • Define a macroinvertebrate and recognize their important role in the food web. • Explain the connection between clean water and the food web. • Identify some common macroinvertebrates such as mayflies, dragonflies, and aquatic earthworms. Key Words Aquatic Macroinvertebrate Metamorphosis Larva Nymph Life Cycle Food Web Teaching Points •Aquatic macroinvertebrates are water bugs (aquatic) that are visible to the naked eye (macro) and don’t have a spine (invertebrates). These insects are an important part of the food web in our area’s waterways. They are prey to fish, frogs, and other aquatic animals. •Some examples of macroinvertebrates are mayflies, dragonflies, damselflies, scud, aquatic earthworms, aquatic beetles, snails, water boatman, backswimmers, and caddisflies. (Each of these insects is shown in detail in the Macros Guide document.) •Just like us, maroinvertebrates require clean water to survive. No clean water would mean no macroinvertebrates, which in turn would mean trouble for the fish and frogs that eat macroinvertebrates. All living things require water, and a lack of clean water can disrupt the food web. •In order to protect macroinvertebrates and the food web in our local waterways, it’s important to take good care of our rivers and streams. Procedures/Materials 1.Ask students if they have spotted any insects near the Willamette or McKenzie Rivers and if they know what kinds of insects they have seen. 2.Play the CWU: Macroinvertebrates video to give students an overview of these bugs, where they’re found, and why they’re important to our local environment. 3.Open the CWU Macros Guide document and go through the photos of each of the macroinvertebrates. Have students refer to their Macroinvertebrates Overview handout and discuss the life cycle of a mayfly. Ask students if, after watching the video and viewing close-up images of these bugs, they now recognize insects they’ve seen near the Willamette or McKenzie Rivers. 4.Have students access their printed Aquatic Life in our Local Waterways Coloring Books and color in outlines of the different macros. If time allows, ask for volunteers to share their favorite colored-in bug and present one fact they learned during today’s lesson. Attachment 1 Page 7 of 13 8 Lesson 5: Wastewater Treatment Overview & Key Learning Outcomes In this lesson, students will learn about where their dirty water goes after they flush the toilet, wash the dishes, or take a shower. They’ll learn about the underground pipe system that takes water from their home to the Regional Wastewater Treatment Plant, the steps that are taken to clean wastewater, and that all cleaned water is returned to the Willamette River. By the end of the lesson, students will be able to: • Explain where their wastewater goes to be cleaned. • Explain why effectively cleaning wastewater helps to protect our community’s health and local environment. • Identify the key steps in the wastewater treatment process. Key Words Wastewater Treatment Plant Pump Station Pipes Influent Effluent Clarifiers Aeration Basins Disinfection Laboratory Testing Teaching Points •As wastewater goes down the drain, it enters into a system of pipes underground. Large pumps help to move the wastewater through the pipes to the Metropolitan Wastewater Management Commission’s, or MWMC’s, Wastewater Treatment Plant. The MWMC is a partnership of the Cities of Eugene and Springfield, along with Lane County, and cleans wastewater for the whole region - about 35 million gallons of it every day (that’s 106 Olympic-size pools)! •Once wastewater arrives at the treatment plant, it goes through a series of different treatment processes over about 24 hours before it is ultimately returned to the Willamette River. The three main stages of wastewater treatment are physical, biological, and chemical. The different treatment processes we use remove large and small solids from the wastewater, along with bacteria and other pollutants. We’ll learn more about those different processes in the Wastewater Treatment video. •Cleaning water thoroughly is very important in keeping our community safe, while also protecting our local environment. The Willamette River is a popular spot for activities like kayaking and swimming. We want to keep it clean so people in the community can continue to enjoy our beautiful river. Additionally, aquatic life needs clean water to survive! By cleaning wastewater, we’re helping to protect a variety of animals in the food web. Water is a limited resource and cleaning dirty water ensures we aren’t wasting it. Procedures/Materials 1.Play the MWMC Wastewater Treatment video to give students an overview of the process. 2.Have students access their Wastewater Treatment Process Maze handout and complete the maze to connect the water droplet to the river. 3.Play a game of Wastewater Bingo using the MWMC Bingo boards. Distribute a Wastewater Bingo Board to each student (boards will need to be printed and cut). Every card has the same 24 phrases, just in a different order. Using the Questions & Answers sheet, read the description for each and have students mark out the answer on their board. Prior to moving on to the next description, ask for volunteers to share the correct answer. The first person(s) to mark off five phrases in a row, horizontally, vertically, or diagonally, wins. 4.Have students access their Wastewater Wise worksheet. Explain that students will track their water usage over a 24-hour period to see just how much water they use. They’ll then brainstorm three ways they could reduce their water usage. Have the class reconvene a few days later and discuss the ideas they came up with. Attachment 1 Page 8 of 13 9 Lesson 6: Microorganisms Overview & Key Learning Outcomes In this lesson, students will learn about the good bacteria, or microorganisms, that play a key role in the wastewater treatment process. They’ll learn how these small bugs make a big impact in the overall biological health of wastewater. By the end of the lesson, students will be able to: • Define a microorganism. • Explain the role microorganisms play in the wastewater treatment process. • Identify some of the common microorganisms present in the biological treatment of wastewater. Key Words Microorganism Good Bacteria Biological Treatment Aeration Basins Secondary Clarifiers Oxidation Organic Matter Teaching Points •Microorganisms are organisms that are so small they can only be seen with a microscope. •Microorganisms play an important role in the biological treatment of wastewater at the Wastewater Treatment Plant. The good bacteria, or good bugs as we like to call them, are mixed with incoming wastewater in the aeration basins. They’re called aeration basins because we pump air, or oxygen, into the basins through a process called oxidation. If a person tried to swim in an aeration basin, they couldn’t because there is so much air they would sink to the bottom! Adding this oxygen into the water helps to break down any remaining solids, or pollutants, in the water. •As the pollutants remaining in the water are breaking down, the microorganisms eat them out of the water. These good bugs get fat and heavy, settling to the bottom of the secondary clarifiers to take a quick rest before they go back into the aeration basins to eat more solids. •The ideal age for bacteria in the aeration basins is five days. The presence of the right amount of microorganisms is an important indicator that the wastewater is being properly treated. Procedures/Materials 1.Play the CWU: Microorganisms video to give students an overview of the role microorganisms play in the wastewater treatment process. 2.Open the CWU Microorganisms Field Guide document and show students the photos illustrating each of the micros. Zoom in on each of the magnifying glasses in the document to take a closer look at examples of protozoa, bacteria, and metazoa. 3.Leaving the Microorganisms Field Guide document open, have students access their Tell a Micro Story worksheet. For this activity, they’ll select a micro from the document, give it a name, draw a picture of it, and tell their micro’s story. If time allows, have volunteers share their work. Graphic Credit: Vecteezy.com Attachment 1 Page 9 of 13 10 Lesson 7: Pollution Prevention Overview & Key Learning Outcomes In this lesson, students will learn about the pollutants that can affect our wastewater collection system, Wastewater Treatment Plant, and ultimately, our local waterways. They’ll learn about everyday actions they can take to make a difference in the pollution prevention effort. By the end of the lesson, students will be able to: • Recognize the importance of preventing pollution from entering the wastewater collection system. • Identify actions that community members can take to prevent pollution, such as keeping trash out of the toilet. • Explain what happens to pollutants when they are flushed/ poured down the drain. Key Words Pollution FOG (Fats, Oils, & Grease) Toilet “Flushable” Wipes Pipes Clog Backups Waste Environment Source Reduction Teaching Points •About 99.9% of what comes into the Wastewater Treatment Plant is water and 0.1% is pollutants. The MWMC’s treatment processes remove more than 97.5% of solids. The best way to remove pollutants from water though is to prevent them from entering the wastewater system in the first place! That’s what we refer to as source reduction, or reducing pollutants at the source (toilet, drain, etc.). •Some common pollutants that we have to physically remove from wastewater at the treatment plant are fats, oils, grease, “flushable” wipes, baby wipes, paper towels, car fluids, fertilizers, paints, medications, plastics, and hygiene products. After solids are removed from wastewater, they are ground up and then taken over to the landfill. Since these materials will end up having to be trashed anyway, it’s best to dispose of them properly rather than send them down the drain. •Fats, oils, and grease can cause a lot of issues if poured down the drain for both families and the entire community. These materials harden in wastewater pipes and can cause clogs, which are often expensive to fix. Instead of pouring fats, oils, and grease down the kitchen sink, try pouring them in a can, waiting until they harden, and then throwing the can away in the trash. •Items like “flushable” wipes, baby wipes, and paper towels can also cause clogs in pipes. These items aren’t designed to dissolve in water the way toilet paper is, so they can get stuck in pipes and pumps, leading to blockages and backups. Remember, the toilet is not a trash can! The only things that should be flushed are the three Ps - pee, poop, and (toilet) paper. •Taking simple steps like these can make a big difference in protecting our local waterways. Procedures/Materials 1.Play the MWMC Pollution Prevention video to give students an overview of the pollutants that often enter the wastewater collection system and the actions we can take to prevent them. 2.Have a class discussion about what students can do to prevent pollution based on the video. 3.Have students access the Flush With Care handout, where they’ll unscramble key words pertaining to pollution prevention. 4.If time allows, visit the MWMC’s Pollution Prevention webpage to learn more. Attachment 1 Page 10 of 13 11 Lesson 8: Sustainability Overview & Key Learning Outcomes In this lesson, students will learn about the Metropolitan Wastewater Management Commission’s efforts to sustainably manage its resources, benefitting both the community it serves and the environment it protects. They’ll learn about byproducts of the wastewater treatment process like biosolids and recycled water that are reused to help poplar trees on our Biocycle Farm grow. By the end of the lesson, students will be able to: • Explain the benefits of sustainability efforts in protecting our local environment. • Identify the byproducts of the wastewater treatment process that the MWMC beneficially reuses: biosolids, recycled water, and renewable natural gas. • Recognize that the Biocycle Farm uses waste to produce wood, a renewable resource for our community. Key Words Sustainability Recycling Beneficial Reuse Natural Resources Renewable Non-Renewable Byproduct Recycled Water Biosolids Biocycle Farm Poplar Tree Renewable Natural Gas Fossil Fuels Waste Teaching Points •As we learned during our Wastewater Treatment lesson, the MWMC cleans water for the Eugene-Springfield area. They strive to do so in a sustainable way. Sustainability is the act of taking good care of the resources we have and reducing waste. •One example of sustainability in action is the MWMC’s use of biosolids on its poplar tree farm. Human waste is a natural part of everyday life, and it has to be removed from wastewater during the treatment process. Rather than trashing solids in the landfill, the MWMC transports them underground to the Biosolids Management Facility, where they’re turned into a safe fertilizer. •That fertilizer helps poplar trees on the MWMC’s Biocycle Poplar Farm grow. It’s also applied on grass farms to help local farmers. After the poplar trees grow for about 12 years, they’re harvested and turned into plywood, wood chips, and other wood products that are sold in the community. •The MWMC uses recycled water, or treated wastewater, to irrigate the poplar trees, along with landscaping at the treatment plant. This allows us to save our drinking water and recycle water we already have! •Another example of the MWMC’s sustainability efforts is the reuse of energy produced during the wastewater treatment process. The MWMC is currently working on an exciting project to convert this energy into renewable natural gas, which will be used as a clean fuel for cars. This will help to reduce the amount of gasoline we’re using that’s made from non-renewable, or limited, natural resources. Procedures/Materials 1.Play the MWMC Sustainability video to give an overview of the MWMC’s sustainability efforts. 2.Have students complete their Waste to Wood worksheet, where they’ll fill in missing key words using a word bank to tell the story of biosolids and recycled water being used on the poplar farm. Go over the answers on the Waste to Wood Answer Key. 3.Ask students what sustainability means to them and what ideas they have for reducing waste. 4.If time allows, visit the MWMC’s Biosolids Management Facility and Biocycle Farm webpages. Attachment 1 Page 11 of 13 12 Wrap-Up Jeopardy Game Wrap-Up Game To help students review what they’ve learned during Clean Water University, play a fun game of Jeopardy using our PowerPoint presentation. Students will answer questions on water quality, macroinvertebrates, wastewater treatment, microorganisms, pollution prevention, and sustainability. This game can be played either in person or virtually, with the teacher managing the PowerPoint presentation either in classroom or via screen sharing. If you need technical assistance or would like MWMC staff to facilitate the game via Zoom or another video conferencing platform, please email lspiro@springfield-or.gov. How to Play Clean Water University Jeopardy 1.Access the CWU Jeopardy PowerPoint presentation and play the slideshow from the beginning. Additionally, open a blank spreadsheet or use a piece of paper and a pen to keep score. Share the PowerPoint presentation with your class either on a projector if in person or through screen sharing in your video conferencing platform if virtual. 2.Split your class into 3-5 teams. Ask each team to designate one team leader to announce answers to different questions aloud to the class. If playing in a virtual environment, have each team leader create their own team group chat in order to discuss their answers. 3.Starting with Team 1, have students select a category/point value. When the team makes that selection, simply click on the point value within the specified category’s column. This will take you to the question associated with that specific category/point value. 4.Each question slide contains a progress bar with a duration of 30 seconds, which begins automatically once you click to that slide. The team that selected the question will have those 30 seconds to agree on one final answer, which must be in the form of a question. Have the team leader announce their answer before the time runs out. After the time is up, the correct answer will appear on screen for the whole class to see. If the team answers before time is up, click in any blank area on the slide to reveal the correct answer. 5.If the team answers the question correctly, they win the designated number of points for that specific question. If they answer incorrectly, they lose that number of points. Keep track of those scores using the previously mentioned spreadsheet or pen and paper. 6.Once the correct answer has been revealed, click the question to be taken back to the grid of categories and point values. Move on to the other teams, repeating steps 3-5 for each team. Categories/point values that have already been selected by another team will turn purple. 7.After all 30 questions have been answered, click Final Jeopardy within the categories/point values grid. All teams will get to answer this question. Teams will be able to see this last question before the countdown begins and select a number of points to wager, with a maximum of their current score. If the team answers correctly, they win that number of points and if they answer incorrectly, they lose that number of points. Once each team has selected a number of points, click anywhere in the slide to start the countdown. Ask each team leader to write their answer down on a piece of paper, and wait to reveal their answer until the timer has ended and all teams have come up with an answer. If virtual, have each team leader send their answer to you in a private message. Then click in any blank area on the slide to reveal the correct answer. 8.Tally the final scores for each team and reveal your winner! Have fun! Attachment 1 Page 12 of 13 13 Conclusions In Closing That’s it! You’ve made it to the end of our Clean Water University virtual curriculum for the 2022-2023 school year. Thank you so much again for your participation. We hope you found the materials valuable in teaching your students about the importance of clean water. We would love to hear your feedback. Please feel free to send any questions or comments to igray@springfield-or.gov and be on the lookout for a feedback survey that will be emailed to you. As a reminder if you haven’t done so already, please submit proof of your participation in Clean Water University to igray@springfield-or.gov to enter your entire class into a drawing for memberships to the Eugene Science Center. See page 3 for more details on both this incentive and the $500 donation to participating schools’ STEM/science programs. Recap of Key Learning Outcomes •Explain where water comes from. •Identify the various stages of the water cycle. •Recognize water as an essential resource. •Explain how drinking water gets to their home. •Identify various sources of drinking water. •Recognize that water must be properly cleaned to rid it of pollutants before it can become drinking water. •Identify the key measures that help us determine the health of a river, stream, or lake. •Explain why high levels of water quality are important to human and animal life. •Recognize the role stormwater plays in the quality of our local waterways. •Define a macroinvertebrate and recognize their important role in the food web. •Explain the connection between clean water and the food web. •Identify some common macroinvertebrates such as mayflies, dragonflies, and aquatic earthworms. •Explain where their wastewater goes to be cleaned. •Explain why effectively cleaning wastewater helps to protect our community’s health and local environment. •Identify the key steps in the wastewater treatment process. •Define a microorganism. •Explain the role microorganisms play in the wastewater treatment process. •Identify some of the common microorganisms present in the biological treatment of wastewater. •Recognize the importance of preventing pollution from entering the wastewater collection system. •Identify actions that community members can take to prevent pollution, such as keeping trash out of the toilet. •Explain what happens to pollutants when they are flushed/poured down the drain. •Explain the benefits of sustainability efforts in protecting our local environment. •Identify the byproducts of the wastewater treatment process that the MWMC beneficially reuses: biosolids, recycled water, and renewable natural gas. •Recognize that the Biocycle Farm uses waste to produce wood, a renewable resource for our community. Attachment 1 Page 13 of 13 2023 Clean Water University Feedback Summary Overview The 2023 Clean Water University event was aided and improved based on feedback from previous years. After the 2023 event, staff conducted two debrief sessions to capture feedback on what went well at this year’s event, what can be improved in the future, and overall impressions and thoughts. Additionally, feedback from teachers has also been captured. What Went Well • Best response and turnout in CWU history. • Portable P/A systems helped tour guides. • Tour booth location next to the Springfield trailer worked well, and the TV and intro video were useful. • Busing pace worked well (staggered arrivals, usually 1 per hour). • Rainbow Water District’s General Manger Jamie Porter expressed that he enjoyed the experience and wanted to be involved again. • Throwing plastic axe game at Biosolids table provide a way to engage students well without being disruptive. • Eugene and Springfield staff expressed satisfaction with the overall event. What Can Be Improved • More chaperones are needed to assist with tours. Some kids were not staying with their groups or running to different stations without supervision. • Another person is needed to help setup and maintain the Macroinvertebrates table. • Additional grabbers are needed for cornhole (1 was purchased). • Volunteers expressed that they would like to have two people working cornhole due to kids being energetic and repeating visits to the station. • Jeopardy is proving to be very difficult for students who have not studied the curriculum yet. Alternative game format may be needed. Some specific questions were too easy or too difficult. • The spacing on Jeopardy could be tightened to reduce how much volunteers have to move. • Some students are intimidated by the aeration basins or have other fears on the tour. Explore options to help them (stress toys were suggested). • Try to create and provide a list of FAQ’s for teachers and their students on tours. • Instructional videos could be helpful to quickly train and orient volunteers. • Water samples for the micro tables need to be returned to operations for disposal immediately after event. • The sign-up sheet for tour guides needs to be updated to show the number of time slots more clearly. • Add additional signage to front office to direct parents/chaperones. Attachment 2 Page 1 of 2 Additional Thoughts • If plans to build a new administration facility move forward, coordinate with the project manager in 2024 and/or 2025 to make sure parking and foot traffic don’t impact staff construction or vice versa. • Possibly explore having a dedicated risk/safety staff person work the event and monitor for safety issues. • Concerns from Eugene staff about expanding to three days and whether there will be enough staffing to support that. Explore partnerships with other organizations to develop a base of volunteers. Attachment 2 Page 2 of 2 M E M O R A N D U M __________________________________________________________________________ AGENDA VIII. - - - - - Asset Management Plan FY 2020-21 November 22, 2019 Attachment 1 Page 1 of 18 © Copyright 2019 – All rights reserved. The Institute of Public Works Engineering Australasia. www.ipwea.org/namsplus Attachment 1 Page 2 of 18 TABLE OF CONTENTS 1 EXECUTIVE SUMMARY ................................................................................................................ 1 1.1 The Purpose of the Plan ................................................................................................................. 1 1.2 Asset Description ........................................................................................................................... 1 1.3 Levels of Service............................................................................................................................. 1 1.4 Future Demand .............................................................................................................................. 1 1.5 Lifecycle Management Plan .......................................................................................................... 1 1.6 Financial Summary ........................................................................................................................ 2 1.7 Asset Management System ........................................................................................................... 2 1.8 Improvement Program .................................................................................................................. 2 2. INTRODUCTION ........................................................................................................................... 3 3. LEVELS OF SERVICE ..................................................................................................................... 4 4. FUTURE DEMAND ........................................................................................................................ 5 5. LIFECYCLE MANAGEMENT PLAN ................................................................................................ 5 5.1 Physical Parameters .................................................................................................................... 5 5.2 Operations and Maintenance Plan ............................................................................................. 7 5.3 Renewal Plan – Equipment Replacement (ER) and Major Rehab (MR) ..................................... 8 5.4 Capital Improvement Program (CIP) and Capital Outlay ........................................................... 9 6. FINANCIAL SUMMARY ............................................................................................................... 10 6.1 Data Confidence, Financial Projections, and Forecast Reliability ............................................ 11 6.2 Funding Strategy....................................................................................................................... 12 6.3 Key Assumptions Made in Financial Forecasts ......................................................................... 12 7. PLAN IMPROVEMENT AND MONITORING ............................................................................... 13 7.1 Improvement Plan..................................................................................................................... 13 7.2 Monitoring and Review Procedures .......................................................................................... 14 8. REFERENCES .............................................................................................................................. 14 8.1 Finance and Asset Management Data Sources ........................................................................ 14 Attachment 1 Page 3 of 18 This page is intentionally left blank Attachment 1 Page 4 of 18 MWMC Asset Management Plan FY 2020-21 1 1 EXECUTIVE SUMMARY 1.1 The Purpose of the Plan Asset management planning is a comprehensive process to ensure that the delivery of services from infrastructure is provided in a financially sustainable manner. This Asset Management Plan (AM plan) covers the infrastructure assets that provide wastewater treatment services for the MWMC, which includes the cities of Eugene and Springfield and areas of Lane County, serving a population of over 255,000. 1.2 Asset Description The regional MWMC assets include: • Water Pollution Control Facility (WPCF) • Regional Wastewater Pump Stations (4) • Biosolids Management Facility (BMF) • Biocycle Farm (poplar trees) • Beneficial Reuse Site (BRS) • Regional Conveyance Pipe System These assets have a current replacement value of $297 million, which is a lower valuation than previously reported in the FY2019-20 AM Plan, owing to more precise data gathering and assets analysis. This change is explained further in Section 6.1.2. 1.3 Levels of Service Our present funding levels are sufficient to continue to provide existing services at current service levels in the medium term. These include: • Operation and maintenance work to meet service levels set in annual budgets. • Equipment and infrastructure replacements and renewals within the 10-year planning period. • Approved Capital Improvement Program (CIP) projects. 1.4 Future Demand The main demands for new services are primarily driven by the following: • Regulatory Changes • Population Growth • Service Area Changes • Inflow & Infiltration • Industrial/Commercial Development These will be managed through a combination of managing existing assets, upgrading of existing assets, and providing new assets to meet demand. Managing future demand also includes non-asset solutions to ensure against risk. Non-asset demand management includes the following: • Active involvement with the Oregon Association of Clean Water Agencies (ORACWA) on proposed regulatory changes. • Participation in studies into regional growth and service, providing input on costs and the effects of expanding the service area. • Continual development of an I&I program and working with our regional partners in Eugene and Springfield who operate their respective collection systems. 1.5 Lifecycle Management Plan The outcome of asset lifecycle management is to provide an agreed upon service level while achieving the lowest total lifetime asset costs. The focus of this FY 2020-21 MWMC asset management plan is to continue the progress toward developing an advanced asset management system. Asset Information This AM plan is largely based on existing information derived from staff sources and is in the process of transitioning to a more data-centric activity. While the current asset management data is better than before, the best practices of advanced asset management still recommend utilizing the most current asset data available in addition to staff knowledge and experience when building the FY2020-21 MWMC budget. In future updates to the MWMC asset management system and AM plans, more consideration and planning will be required exclusively for information technology (IT) assets, software, network infrastructure (hardware), and integrated technologies, which could incur significant costs that necessitate advance budgetary planning. MWMC budget decision making will also need to include consideration to advances in materials science and the latest mechanical and electrical technologies when planning for asset replacements. Attachment 1 Page 5 of 18 MWMC Asset Management Plan FY 2020-21 2 1.6 Financial Summary The MWMC’s present funding levels are adequate to meet current operations, debt service, capital equipment replacement and rehabilitation, and CIP projects on a pay-as-you-go basis. The current funding level also allows sufficient contributions to reserves including the capital reserve. Managing the Risks Present funding levels are also sufficient to continue to manage risks in the medium term. The main risk consequences considered in developing the AM plan are as follows: • Failing to meet new regulatory requirements. • Inability to develop firm timelines for capital improvements due to EPA and Oregon DEQ legal actions and service reductions. • Inability to reduce inflow and infiltration (I&I). • Not being able to deliver wastewater services after a major earthquake. • Inability to deliver wastewater services after a significant flood event. We will continue to manage these risks within the available funding by doing the following: • Continuing to participate on legislative issues and maintaining adequate capital reserves to update process equipment when necessary to meet new requirements. • Working with Eugene and Springfield public works staff to reduce I&I. • Identifying critical assets, working with the local water utility on service delivery coordination, and implementing improvements resulting from the 2019 MWMC Resiliency Project • Continuing earthquake and flood insurance coverage and continue mitigation planning. • Continue the development and training of skilled asset management staff. 1.7 Asset Management System Our systems to manage assets include: • IBM Maximo Asset Management System Software • Asset Registry for Equipment Replacement (ER) and Major Rehabilitation (MR) Scheduling • MWMC Capital Improvement Program • MWMC 2004 Facilities Plan • MWMC 2005 Financial Plan • MWMC 2014 Partial Facilities Plan Update 1.8 Improvement Program Included in the FY2020-21 MWMC Asset Management Plan (AM plan) document in Section 7 is a detailed listing of areas for improvement, referred to as the Improvement Plan. The Improvement Plan is revised annually and includes tasks that are currently underway, ongoing, or proposed as future improvements to data quality and integrity of the asset management program. Attachment 1 Page 6 of 18 MWMC Asset Management Plan FY 2020-21 3 2. INTRODUCTION The infrastructure assets covered by this asset management plan are shown in Table 2.1. These assets are used to provide regional wastewater treatment services. Table 2.1: Assets Covered by this Plan Asset Category Dimension Replacement Value Regional Water Pollution Control Facility 94-acre regional treatment plant $264,924,800 Regional Wastewater Pump Stations (4) and regional conveyance system Willakenzie, Glenwood, Irvington, and Springfield pump stations. $26,052,100 Biosolids Management Facility & Poplar Farm 600+ acre biosolids facility $6,234,100 TOTAL $297,211,000 Program descriptions for MWMC facilities: Regional Wastewater Treatment Facility City of Eugene Wastewater Division operates the WPCF to treat domestic and industrial wastewater and achieve a quality that protects and sustains the beneficial uses of the Willamette River. The WPCF is designed to treat 49 million gallons per day (mgd) of dry weather flow, with a peak-hour hydraulic capacity of 277 mgd for full secondary treatment. The Operations section optimizes integrated wastewater treatment processes to ensure effluent quality requirements are met in an effective manner. In addition, Operations provides 24-hour alarm monitoring of all plant processes; regional and local pump stations; and biosolids and beneficial reuse site facilities. The regional facility also includes mechanical, electrical, and facility maintenance work sections, administration and stores work sections. Regional Environmental Services Laboratory The Environmental Services Laboratory provides analytical services in support of Wastewater Division program operations including wastewater treatment, residuals management, industrial source control, stormwater monitoring, ambient monitoring, and special projects. Laboratory services include sample collection, preparation and analysis of wastewater, sludge, biosolids, soil, industrial wastes, ambient water, stormwater, and groundwater. Industrial Source Control The Pretreatment Program is a regional activity implemented jointly by the cities of Eugene and Springfield. The Industrial Source Control (ISC) section of the Wastewater Division is charged with administering the Pretreatment Program for the regulation and oversight of wastewaters discharged to the sanitary collection system by fixed-site industries in Eugene and by mobile waste haulers. Biosolids Management Facility (BMF) and the Beneficial Reuse Site (BRS) Residuals operations staff process and manage the biological solids (biosolids) separated from the treatment of wastewater at the WPCF. This section operates the Biosolids Management Facility (BMF) located on Awbrey Lane in Eugene. Approximately 195,500 tons of wet biosolids are produced annually by the WPCF. These biosolids are treated using anaerobic digestion; stored in facultative lagoons, which provide additional treatment; dewatered and then air-dried to reduce the water content and facilitate transport. The dried material is ultimately recycled to agricultural land as a beneficial fertilizer and soil conditioner. Biocycle Farm Program The Biocycle Farm is a 595-acre farm designed and operated to grow hybrid poplar trees utilizing nutrients provided by recycled water to maximize tree growth. The trees are harvested and marketed on a 10-12 year cycle. Beneficial Reuse Site The Beneficial Reuse Site (BRS) was originally designed and operated to dispose of seasonal industrial wastewater from a cannery processor. The vegetable cannery permanently closed operations in 2001, and the BRS is no longer receiving seasonal influent flow. Attachment 1 Page 7 of 18 MWMC Asset Management Plan FY 2020-21 4 2.1.1 MWMC Asset Management Program Development A core group of staff from City of Eugene and City of Springfield work to develop and improve the MWMC asset management program by regularly reviewing, analyzing, discussing, and making decisions specific to the current and future asset stock. Certain staff have earned professional certification in advance asset management principles through coursework offered by the Institute of Public Works Engineering Australasia (endorsed by the American Public Works Association), while other staff are trained and experienced at using and administering the IBM Maximo asset management system software and related applications (e.g., EZMax, Inspections, etc.). Other staff in the core group also provide operations, maintenance, and financial expertise specific to asset management and planning. An organizational chart illustrating the functional areas of the MWMC asset management program development group is shown in Figure 2.1.1. Figure 2.1.1: MWMC Asset Management Program Organizational Chart 3. LEVELS OF SERVICE This asset management plan is prepared under the direction of the MWMC vision, mission, goals and objectives. The mission and vision statements were adopted by the Commission in August 2016. • Our vision is the MWMC will be recognized as a leader in protecting water quality through sustainable and fiscally responsible practices. • Our mission is to protect our community’s health and the environment by providing high-quality wastewater services to the Eugene-Springfield metropolitan area in partnership with Eugene, Springfield and Lane County. Attachment 1 Page 8 of 18 MWMC Asset Management Plan FY 2020-21 5 Relevant goals and objectives and how these are addressed in this asset management plan are as follows: Table 3.1: Goals Addressed in this AM Plan Goal Objective How Goal and Objectives are Addressed in AM Plan High environmental standards Compliance with all environmental permits. Determine and implement acceptable service levels in the AM plan that ensure permit compliance and adherence to the ISO 14001 Environmental Management System (EMS) Policy. Maximize reliability and useful life of regional assets Lowest total cost of ownership of regional assets. Development and implementation of an MWMC asset management plan. Protect public health and safety 100% of wastewater treated to water quality standards. Determine and implement acceptable service levels in the AM plan that ensure permit compliance, public health, and safety. 4. FUTURE DEMAND Drivers affecting demand include things such as population change, regulations, changes in demographics, technological changes, economic factors, changes in climate, environmental awareness, and more. The impact of demand drivers that may affect future service delivery and assets are shown in Table 4.1. Table 4.1: Demand Drivers, Projections and Impact on Services Demand drivers Present position Projection Impact on services Regulatory Changes Administratively extended NPDES permit. Current permit expired in 2006. NPDES permit renewal expected by 2022 or soon after. May include more stringent restrictions on thermal load, expanded list of regulated toxics. Service Population 255,000 1% annual population growth. Nominal impact as population growth is offset by increased water conservation efforts. Service Area Change Currently serving Eugene- Springfield metro area. Lane County has expressed interest in expanding to Goshen (unincorporated). Increase in residential and industrial flows. Inflow and Infiltration (I&I) Dry weather flows average < 30 mgd. Wet weather flows can exceed 190 mgd due to stormwater entering the wastewater system. Aging and expanding collection system will continue to cause high I&I flows. Treatment plant hydraulic capacity requirements are based on recorded high flows and may need to be increased. Also higher flows increase risks of SSO. 5. LIFECYCLE MANAGEMENT PLAN 5.1 Physical Parameters The MWMC cleans about 30 million gallons of wastewater a day for more than 255,000 community members in the Eugene-Springfield/MWMC service area. The wastewater is collected by Eugene and Springfield local collection systems and flows into MWMC regional sewer lines. Gravity lines, force mains and pump stations move the flow to the regional treatment plant on River Avenue in Eugene (i.e., the Water Pollution Control Facility/WPCF). Attachment 1 Page 9 of 18 MWMC Asset Management Plan FY 2020-21 6 Regional Wastewater Treatment Service Area The MWMC is responsible for maintaining the regional wastewater facilities, which include the regional wastewater treatment plant (WPCF), the Biosolids Management Facility, the poplar plantation Biocycle Farm, the Beneficial Reuse Site and four regional pump stations. The age profile of the assets included in this Asset Management Plan are shown in Figure 5.1. Figure 5.1: Asset Age Profile by Year Acquired The age profile of existing assets includes the initial construction of the regional plant in the early 1980s and the significant plant hydraulic capacity expansion completed from 2008 to 2013. The increase in asset stock in 2019 is from capital construction projects, including increased digestion capacity (i.e., Digester #4), a significant expansion to the maintenance building, and construction of the Environmental Services Laboratory as a standalone facility. Current Replacement Costs (CRC) are in current (real) dollars. Current replacement costs were determined by inflating the historic purchase prices into 2019 dollars. Further refinement of estimating CRCs is a standing objective included in the Improvement Plan. 5.1.2 Asset capacity and performance Assets are generally provided to meet design standards where these are available. Current assets are sufficient to meet the current service level. This may change upon issuance of a new NPDES permit. MWMC Assets analyzed in this FY 2020-21 Asset Management Plan are valued in 2019 (current) US dollars. 5.1.3 Asset condition Condition reporting is important to determine data-supported replacement and maintenance schedules. Establishing condition reporting processes is currently in development by staff and is a standing priority in the Improvement Plan. Attachment 1 Page 10 of 18 MWMC Asset Management Plan FY 2020-21 7 To date, operations and maintenance staff have used paper inspection forms to conduct condition assessments on MWMC assets categorized as critical; particularly those which could present a single point of failure (i.e., lack of redundancy), risk to public health and safety, or significant cost of replacement. Since the release of the FY 2019-20 MWMC asset management plan, however, staff have identified a solution within the IBM Maximo software system environment that will enable staff to complete asset inspections and condition assessments in electronic form through EZMax-enabled tablet pcs and smart devices, which communicate with the Maximo system software. The migration to the Maximo ‘Inspections’ application is still in development and scheduled to be implemented before release of the FY 2021-22 AM plan. Inspection forms development for condition assessments and staff training on condition assessment principles will be required concurrent with the implementation. Expectations are that more asset condition data will be accumulated over time which will further refine the Asset Registry data and inform AM decision making. 5.2 Operations and Maintenance Plan Operations include regular activities to provide services for public health and safety in the areas of treatment plant operations, biosolids management, pretreatment, administration and planning, procurement of parts and supplies, contracted services, and more. Maintenance is the regular ongoing work that is necessary to keep assets operating (preventative maintenance, PMs), including instances where portions of the asset fail and need immediate repair to make the asset operational again (corrective maintenance, CMs). Maintenance includes all actions necessary for retaining an asset as near as practicable to an appropriate service condition including regular ongoing day-to-day work necessary to keep assets operating. Maintenance expenditure is shown in Table 5.2. Current maintenance expenditure levels are considered to be adequate to meet projected service levels. Table 5.2: Maintenance Expenditure Trends Year Maintenance Budget FY 2018-19 $4,337,000 FY 2019-20 $4,359,000 FY 2020-21 $5,119,000 5.2.1 Summary of future operations and maintenance expenditures Future operations and maintenance expenditure is forecast to trend in line with the value of the asset stock as shown in Figure 5.2. Maintenance is funded from the operating budget. All costs are shown in 2019 (current) dollars. Figure 5.2: Projected Operations and Maintenance Expenditure Deferred maintenance, or works that are identified for maintenance and unable to be funded, should be included in the risk assessment and analysis portion of any future infrastructure risk management plan. Currently, there are no known instances of deferred maintenance; however, there may be MWMC assets not included in the model outlined in this FY 2020-21 Asset Management Plan. Identifying and documenting currently unknown or unregistered MWMC assets is a standing work item included in the Improvement Plan. Note: The black line in Figure 5.2 represents the projected O&M budget. Attachment 1 Page 11 of 18 MWMC Asset Management Plan FY 2020-21 8 5.3 Renewal Plan – Equipment Replacement (ER) and Major Rehab (MR) Equipment replacement (ER) and major rehabilitation (MR) expenditure is major work which does not increase the asset’s design capacity but restores, renews, or replaces an existing asset to its original service potential. Work over and above restoring an asset to original service potential is considered to be an upgrade, expansion, or new work (capital) expenditure resulting in additional future operations and maintenance costs. MWMC assets requiring replacement and rehabilitation are identified in the Asset Register and referred to throughout the FY 2020-21 AM plan document. 5.3.1 Asset Replacement and Rehabilitation Ranking Criteria An annual review of the MWMC Asset Register is used to determine priority of the identified replacement and rehabilitation proposals for budgeting in future years. The prioritization is currently done utilizing staff knowledge and experience to determine the replacement and rehabilitation schedules. This task is a focus for continual improvement and will become more data-centric in future years. 5.3.2 Future Expenditure Summary, Equipment Replacement (ER) and Major Rehab (MR) Projected future replacement and rehabilitation expenditures are forecast to increase over time as the asset stock increases. The expenditure required is shown in Figure 5.3. Note that all amounts are shown in 2019 (current) dollars. Figure 5.3: Projected Capital Renewal Expenditure (ER, MR) Significant Replacement and Rehabilitation Expenditures: Examples of some of the significant replacements and rehabs listed below correspond to the bar chart in Figure 5.3. Year Planned Equipment Replacements and Facilities Renewals 2021 Automatic Transfer Switch (ATS), Irvington Pump Station $140,000 Heat Exchangers, Digesters (3) $150,000 Belt Filter Presses, BMF (3) $600,000 2025 Variable Frequency Drives, Pretreat, Secondary, West Irwin PS $352,000 Automatic Strainers, Final $120,000 Grit/Waste/Biosolids Semi-Tractors (3) $450,000 2026 Auger and Associated Equipment, BMF $462,000 Hose Reels, Biocycle Farm (12) $1,000,000 Various Field Control Units and Interfaces $476,000 2028 Clarifier Upgrades, Primary (2) $808,000 Pretreatment Upgrades $375,000 Dredge, BMF $390,000 2029 Mixers/Aerators, BMF $560,000 Gravity Belt Thickener, Plant (2) $700,000 Headcell Grit Classifiers, Pretreatment (2) $325,000 Attachment 1 Page 12 of 18 MWMC Asset Management Plan FY 2020-21 9 5.4 Capital Improvement Program (CIP) and Capital Outlay New works are those that create a new asset(s) that did not previously exist, or works which will upgrade or improve an existing asset beyond its existing capacity. Generally, these fall within the category of CIP projects. 5.4.1 Selection Criteria New assets and the upgrade or expansion of MWMC existing assets are ranked by priority and available funds and scheduled in future works programs. The priority ranking criteria is detailed in Table 5.4.1. Table 5.4.1: Capital Improvement Program (CIP) Projects, Priority Ranking Criteria Criteria Weight Aligns with Key MWMC Outcomes and goals of the Regional Wastewater Program purpose. 30% Driven by outcomes of the 2014 Partial Facilities Plan Update and balanced by current information. 25% Plans for Future DEQ permit regulations, associated Facilities Plan, and regulatory strategy. 25% Commission driven input on discretionary projects. 10% Expansion of regional facilities driven by growth, increased demand, and/or a regulatory buffer zone. 10% Total 100% 5.4.2 Summary of Capital (new) or Upgraded Assets Expenditure Projected new capital (CIP) expenditures are visualized in Figure 5.4.2. Figure 5.4.2: Projected Upgrade/New Asset Expenditure Significant Capital Improvement Program (CIP) project expenditures: The spike in 2024 is mainly due to the items listed for that specific year, and so on. 2025 and later years are averaged estimates. To view the entire CIP document, navigate online to https://www.mwmcpartners.org/about-the- mwmc/documents/ Year Planned Capital Improvement Program (CIP) Projects FY 2021-2025 2021 Glenwood Pump Station Upgrade WPCF, Renewable Natural Gas (RNG) System Recycled Water Demonstration Projects 2022 Biocycle Farm, Harvest Management Services MWMC Facilities Plan Update No.1 WPCF, Operations Building Improvements 2023 Secondary Area, Aeration Basin Improvements, Phase 2 Final Area, Tertiary Filtration Phase 2 Thermal Load Mitigation, Implementation 1 2024 Secondary Area, Aeration Basin Improvements, Phase 2 Final Area, Tertiary Filtration Phase 2 Thermal Load Mitigation, Implementation 1 2025 Secondary Area, Aeration Basin Improvements, Phase 2 Final Area, Tertiary Filtration Phase 2 Thermal Load Mitigation, Implementation 1 Attachment 1 Page 13 of 18 MWMC Asset Management Plan FY 2020-21 10 Expenditure on new assets in the capital improvement program (CIP projects) will be accommodated but only to the extent of the available funds. Acquiring these new assets will commit the funding of ongoing operations, maintenance, and renewal costs for the period that the service is provided and starting from when the asset is acquired. 5.4.3 Summary of Asset Expenditure Requirements The financial projections from this asset plan are shown in Figure 5.4.3 for projected operating (operations and maintenance) and capital expenditure (upgrade/expansion/new assets). Note that all costs are shown in 2019 (current) dollar values. The expenditure and budget estimates are based on the MWMC Asset Registry, expected equipment life, and replacement values. The bars in the graphs represent the anticipated budget needs required to achieve lowest lifecycle costs. The budget line is based on what is currently available in the budget. The gap between these indicates projected budget needs compared to future plans. This forms the discussion on achieving the balance between services, costs and risk to achieve the best value outcome. In Figure 5.4.3, the first five years of the budget line are planned (FY 2021-2025), and from 2026 to 2030 the budget line is an average of the prior five years. From 2031 to 2040, the budget line is an average of the prior ten years. Figure 5.4.3: Projected Operating and Capital Expenditure 6. FINANCIAL SUMMARY MWMC’s present funding levels are adequate to meet current operations, debt service, capital equipment replacement and rehabilitation, and CIP projects on a pay-as-you-go basis. The current funding level also allows sufficient contributions to reserves including the capital reserve. The current asset management financial information in the Asset Registry is improving but limited, and therefore the current practice of utilizing staff knowledge and experience combined with asset data is recommended in building the FY 2020-21 MWMC budget. The asset registry information will continue to be improved as more work is done on asset condition reporting, asset life estimates, current replacement cost estimates, and CIP planning. Attachment 1 Page 14 of 18 MWMC Asset Management Plan FY 2020-21 11 6.1 Data Confidence, Financial Projections, and Forecast Reliability The expenditure and valuations projections in the FY 2020-21 MWMC Asset Management Plan are based on best available data as of November 2019. Currency and accuracy of data is critical to conducting effective asset and financial management. As the MWMC asset management model matures and data confidence is improved, greater emphasis will be given to data-driven asset management. Further improving data confidence is also addressed in the Improvement Plan in Section 7. 6.1.1 Capital Program Funding and Financial Planning Methods and Policies1 In accordance with the MWMC 2005 Financial Plan, there are two Regional Wastewater Program (RWP) capital programs. One is the Capital Improvements Program (CIP), which is funded primarily through proceeds from revenue bond sales, system development charges (SDCs), and transfers from the Operating Fund to Capital Reserves. The other is the Asset Management Capital Program (AMCP), which is funded through wastewater user fees. The RWP operating fund is maintained to pay for operations, administration, debt service, equipment replacement (ER) and capital development 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 communities. Funds remaining in excess of budgeted operational expenditures can be transferred from the Operating Fund to the Capital Reserves fund. The Capital Reserve accumulates revenue to help fund capital projects, including major rehabilitation (MR), to reduce or eliminate the amount of borrowing necessary to finance capital projects. The AMCP consists of two programs managed by the City of Eugene and funded through regional wastewater user fees: The Equipment Replacement Program (ER), which funds replacement of equipment valued at or over $10,000; and the Major Rehabilitation Program (MR), which funds the repair and refurbishment of MWMC infrastructure such as roadways, roofing, concrete and brickwork, and similar structures. The assets are tracked through their lifecycle using IBM Maximo asset management software. The annual budget for the AMCP program is largely based on all of the information described above, and projections from that comprise the 5-Year Capital Plan. 6.1.2 Asset valuations The best available estimate of the value of assets included in this Asset Management Plan are shown below. MWMC assets are valued as follows: Current Replacement Cost (or CRC) $297,211,000 Depreciable Amount $151,501,000 Depreciated Replacement Cost $145,710,000 When accurate replacement cost information is unavailable, asset replacement costs are estimated by inflating the historical purchase price (cost) using the Consumer Price Index-Urban (CPI-U) inflation data from the US Bureau of Labor Statistics. Note that this method does not account for the variation in inflation costs for the wide variety of MWMC equipment and infrastructure. Construction inflation indexes have generally had higher annual inflation increases in the past 20 years. Another unknown is the impact on future costs for changes in technology. Often is the case that a replacement asset is materially, mechanically, or technologically different than the older asset being replaced. The depreciable amount is calculated by a straight-line method using life estimates and current replacement cost values from the Asset Register. The depreciated replacement cost is the estimated remaining value of MWMC assets at current replacement costs. 1 A detailed explanation of the MWMC Capital Program funding can be found in the Fiscal Year 2019-2020 Regional Wastewater Program Budget and Capital Improvements Program document, pages 37-39. See here: http://www.mwmcpartners.org/wp- content/uploads/2019/07/FY19-20-MWMC-Budget.pdf Attachment 1 Page 15 of 18 MWMC Asset Management Plan FY 2020-21 12 In the FY 2019-20 MWMC Asset Management plan, the total valuation was reported as $459 million. The change in total valuation from FY 2019-20 to FY2020-21 is owing to improvements in data accuracy and confidence. The prior- year AM plan was the initial work in asset management planning for MWMC facilities. The FY 2020-21 valuation change mainly represents improvements to the asset data that have occurred over the last year. Another major change is that the estimated current replacement costs (CRCs) for the existing stock of assets have been carefully reviewed by staff and adjusted more accurately than they had been entered historically. Furthermore, staff review of the Asset Registry also revealed that certain assets entered as operating had in fact already been disposed of and/or replaced, and the record had not been adjusted to reflect the disposals and replacements. Therefore, the decrease in total valuation of roughly $162 million over the prior year is due to significant improvements in data accuracy. 6.1.3 Projected expenditures The projected expenditures for the next 10 years are shown in Table 6.1, which are in 2019 (current) dollar values. Table 6.1: Projected Expenditures ($000) Year Operations ($000) Maintenance ($000) Projected ER & MR ($000) Projected CIP ($000) 2021 $13,641 $5,119 $1,942 $7,191 2022 $13,971 $5,243 $1,376 $7,091 2023 $14,296 $5,365 $887 $4,521 2024 $14,504 $5,443 $1,207 $10,526 2025 $14,987 $5,624 $2,337 $7,660 2026 $15,339 $5,756 $4,164 $7,660 2027 $15,690 $5,888 $2,098 $7,660 2028 $16,042 $6,020 $3,617 $7,660 2029 $16,393 $6,152 $3,524 $7,660 2030 $16,745 $6,284 $3,674 $7,660 2031 $17,097 $6,416 $1,976 $7,529 6.2 Funding Strategy MWMC’s Key Outcome #2 is to “Achieve and maintain fiscal management that is effective and efficient.” The indicators in the FY 2019-20 MWMC budget document for this outcome are listed below: • Clean annually audited financial statements • Reserves funded at target levels • Uninsured bond rating of A or higher • Updated Financial Plan policies • Updated system development charges • Annual budgets and rates that align with the MWMC Financial Plan To support this outcome, the current funding strategy is to continue the practice of small consistent increases in user rates to reflect inflationary increases, demand changes, and adjustments to service levels. 6.3 Key Assumptions Made in Financial Forecasts Key assumptions augmenting the information contained in this AM Plan are listed in Table 6.3. Assumptions are presented for readers to gain an understanding of the levels of confidence in the data behind the financial forecasts. Attachment 1 Page 16 of 18 MWMC Asset Management Plan FY 2020-21 13 Table 6.3: Key Assumptions 1 MWMC Assets are defined as having an initial purchase price equal to or greater than $10,000 and with a useful life greater than one year. 2 Operating, maintenance, and capital expenditures are not indexed for inflation; however, capital renewal values (ER, MR costs) are indexed by inflating historic purchase prices into 2019 dollars and then reviewed by staff for scheduled replacements in FY 2020-21 through 2025. All values displayed are in 2019 US dollars. 3 Capital renewal (ER, MR) and upgrade/new (CIP, Outlay) budget amounts are revised annually and extend out over a 10-year period. Assets not included in CIP projects are considered renewal assets (ER, MR). 4 Limited data is available on MWMC assets condition. Equipment life, infrastructure life, and current replacement costs and the confidence level in the data is improved over FY 2019-20 data but still uncertain. 5 Upgrade/new values (CIP costs) beyond 2024 are estimated using an average of the prior 6 years of actuals and adjusted into 2019 (current) dollars. 6 Renewal values (ER, MR costs) for the next 10 years are derived from the Asset Register and are displayed in 2019 (current) dollars. 7. PLAN IMPROVEMENT AND MONITORING 7.1 Improvement Plan The current state of MWMC assets is detailed in this FY 2020-21 MWMC Asset Management Plan document. Areas for improvement in future years are listed in Table 7.1. Table 7.1: Improvement Plan Area Task Responsibility Timeline 1 Further refine estimated Current Replacement Costs (CRC) based on present-day materials, features, functionality, and technologies Mgmt/Maint Ongoing 2 Establish and implement a condition reporting process in Maximo MIS/Mgmt/Maint Ongoing 3 Identify and capture into Maximo currently unregistered assets Equip Maint Ongoing 4 Identify and capture into Maximo facilities assets such as roadways, fences, pipes, drying beds, lagoons, structures for future renewals Facilities Maint Ongoing 5 Ensure that MWMC project managers capture each and all asset deliverables from upgrade/new CIP projects for the Asset Registry CIP Project Mgrs Ongoing 6 Further refine Asset Registry asset details for confidence and ensure that the data standard (entry conventions) are applied uniformly Mgmt/Maint Ongoing 7 Further refine expected operating life of assets (condition based) Ops/Maint Ongoing 8 Continue to provide staff training on asset management Mgmt/Maint Ongoing 9 Develop list of critical assets to evaluate risks Ops/Maint 1-2 years 10 Document asset replacement ranking criteria practices Mgmt 1-3 years 12 Establish clear distinction (separation) between renewal (ER, MR) and CIP project assets and the costs in the Asset Registry Mgmt/Maint 1-3 years 11 Further refine and document asset disposal practices Mgmt/Maint 1-3 years 13 Develop a Risk Register and implement Risk Management planning MWMC/Mgmt 1-5 years 14 Identify renewals and upgrade/new CIP projects specific to revised permit requirements. (currently unknown) MWMC/Mgmt Pending Attachment 1 Page 17 of 18 MWMC Asset Management Plan FY 2020-21 14 7.2 Monitoring and Review Procedures This asset management plan will be reviewed during annual budget planning processes and amended to show any material changes in service levels and/or resources available to provide those services as a result of budget decisions. The MWMC Asset Management Plan (AM Plan) will be updated annually to ensure it represents the current service level, asset values, projected operations, maintenance, capital renewal (ER,MR), capital upgrade/new (CIPs) and projected expenditure values so that these details may be incorporated into the subsequent fiscal year budget and long-term financial plan. 8. REFERENCES • MWMC FY 2019-20 Budget and CIP Document: https://www.mwmcpartners.org/about-the- mwmc/documents/ • IPWEA, 2019, ‘NAMS.PLUS Asset Management’, Institute of Public Works Engineering Australasia, Sydney, https://www.ipwea.org/communities/assetmanagement/namsplus • IPWEA, 2015, 5th ed., ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australasia, Sydney, www.ipwea.org/IIMM 8.1 Finance and Asset Management Data Sources 8.1.1 Accounting and Financial Data Sources • City of Eugene PeopleSoft Financials system • City of Eugene Wastewater Division FY2020-21 Asset Registry (Microsoft Excel workbook): \\cesrv300\WWDADmin\Budget\FY21\Capital Schedules ER+MR\FY21 Assets Master.xlsx • MWMC FY 2019-20 Regional Wastewater Program Budget and CIP http://www.mwmcpartners.org/wp-content/uploads/2019/07/FY19-20-MWMC-Budget.pdf 8.1.2 Asset Management Data Systems • City of Eugene IBM Maximo Asset Management System • City of Springfield ConstructWare Attachment 1 Page 18 of 18