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HomeMy WebLinkAboutMWMC Agenda Packet AGENDA II.a. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ______________________________________________________________________________ AGENDA IV. M E M O R A N D U M AGENDA V. ▪ ▪ ▪ Attachment 1 Page 1 of 98   Attachment 1 Page 2 of 98 REGIONAL WASTEWATER PROGRAM BUDGET and CAPITAL IMPROVEMENTS PROGRAM Fiscal Year 2024-25 The Metropolitan Wastewater Management Commission is scheduled to adopt the Operating Budget and Capital Improvements Program (CIP) for FY 24-25 on April 12, 2024. The Budget and CIP is scheduled to be ratified by the Springfield City Council on May 6, 2024, the Eugene City Council on May 13, 2024, and the Lane County Board of Commissioners on May 14, 2024. The Commission will give final ratification of the Budget and CIP on June 14, 2024. COMMISSION MEMBERS: Jennifer Yeh, President (Eugene) TBD, Vice President (TBD) Joe Pishioneri, (Springfield) Pat Farr, (Lane County) Doug Keeler, (Springfield) Peter Ruffier, (Eugene) Christopher Hazen, (Eugene) Bill Inge, (Lane County) STAFF: Matthew Stouder, MWMC Executive Officer/General Manager Michelle Miranda, Wastewater Director Nathan Bell, MWMC Finance Officer Printed on recycled paper with 100% post consumer fiber www.mwmcpartners.org Attachment 1 Page 3 of 98 Attachment 1 Page 4 of 98 TABLE OF CONTENTS Attachment 1 Page 5 of 98   Attachment 1 Page 6 of 98 Metropolitan Wastewater Management Commission Table of Contents METROPOLITAN WASTEWATER MANAGEMENT COMMISSION FY 2024-25 BUDGET AND CAPITAL IMPROVEMENTS PROGRAM for the REGIONAL WASTEWATER PROGRAM TABLE OF CONTENTS PROGRAM OVERVIEW Introduction... ........................................................................................................................................ 1 Budget Message... ................................................................................................................................. 3 Acronyms and Explanations ................................................................................................................. 5 Regional Wastewater Program Overview ............................................................................................. 7 Exhibit 1: Interagency Coordination Structure ............................................................................ 15 BUDGET SUMMARY Regional Wastewater Program Budget and Program Summary ......................................................... 16 Exhibit 2: Regional Operating Budget Summary ........................................................................ 16 Exhibit 3: Line Item Summary by Program Area ........................................................................ 18 Exhibit 4: Budget Summary and Comparison ............................................................................. 19 RESERVE FUNDS Regional Wastewater Program Reserve Funds ................................................................................... 23 Exhibit 5: Operating Reserves Line Item Budget ........................................................................ 24 OPERATING PROGRAMS Regional Wastewater Program Staffing .............................................................................................. 27 Exhibit 6: Regional Wastewater Program Organizational Chart ................................................. 27 Exhibit 7: Regional Wastewater Program Position Summary ..................................................... 28 Springfield Program and Budget Detail .............................................................................................. 30 Exhibit 8: Springfield Administration Program Budget Summary.............................................. 33 Exhibit 9: Springfield Administration Line Item Summary ........................................................ 34 Eugene Program and Budget Detail .................................................................................................... 35 Exhibit 10: Eugene Operations & Maintenance Program Budget Summary ............................... 42 Exhibit 11: Eugene Operations & Maintenance Line Item Summary .......................................... 43 CAPITAL PROGRAM Regional Wastewater Capital Improvements Program ....................................................................... 44 Exhibit 12: Capital Program Budget Summary ............................................................................ 47 Exhibit 13: Capital Program 5-Year Plan ..................................................................................... 54 CAPITAL PROJECT DETAIL Capital Program Project Detail Sheets ................................................................................................ 55 Attachment 1 Page 7 of 98   Attachment 1 Page 8 of 98 INTRODUCTION Attachment 1 Page 9 of 98   Attachment 1 Page 10 of 98 Metropolitan Wastewater Management Commission Introduction Page 1 FY 24-25 BUDGET AND CIP INTRODUCTION The MWMC was formed by the cities of Eugene, Springfield, and Lane County through an intergovernmental agreement (IGA) in 1977 to provide wastewater collection and treatment services for the Eugene-Springfield metropolitan area. The seven-member Commission, appointed by the City Councils of Eugene and Springfield and the Lane County Board of Commissioners, is responsible for oversight of the Regional Wastewater Program. Since 1983, the Commission has contracted with the cities of Springfield and Eugene to provide all staffing and services necessary to maintain and support the Regional Wastewater Program. The MWMC has been providing high-quality wastewater services to the metropolitan area for 47 years. The service area for the MWMC consists of approximately 250,000 customers, including 82,000 residential and commercial accounts. The MWMC is committed to clean water, the community’s health, the local environment, and to providing high quality services in a manner that will achieve, sustain, and promote balance between community, environmental, and economic needs. Mission: 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. Vision: The MWMC will be recognized as a leader in protecting water quality through sustainable and fiscally responsible practices. Values Statement: The MWMC strives to provide high-quality services that achieve, sustain, and promote balance between community, environmental and economic needs while meeting customer service expectations. Values Clean Water Protecting Community Health Providing Excellent Customer Service Sustain Environmental Stewardship Collaboration with Partners Regulatory Permit Status - The MWMC’s renewed NPDES permit was issued on November 1, 2022, and is effective through September 30, 2027. As we continue efforts to renew our Facilities Master Plan, we are preparing for more stringent requirements from the new permit. The MWMC continues to reduce debt obligations, while planning financially to be positioned for the NPDES permit requirements. Attachment 1 Page 11 of 98 Metropolitan Wastewater Management Commission Introduction Page 2 FY 24-25 BUDGET AND CIP Attachment 1 Page 12 of 98 BUDGET MESSAGE Attachment 1 Page 13 of 98   Attachment 1 Page 14 of 98 Metropolitan Wastewater Management Commission Budget Message Page 3 FY 24-25 BUDGET AND CIP BUDGET MESSAGE Members of the Metropolitan Wastewater Management Commission (MWMC), MWMC Customers and Partnering Agencies It is my pleasure to present the Metropolitan Wastewater Management Commission’s (MWMC) budget for fiscal year 2024-25. This budget funds operations, administration, and capital projects planned for the Regional Wastewater Program in the coming year. In compliance with Oregon Budget Law, this budget is balanced, with revenues and expenditures being equal. Budget Development Process The MWMC’s budget development schedule begins in January, with a budget kick-off to review key outcomes the Commission strives to achieve, with associated performance indicators that measure results of annual workplans over time. In February, staff provides a presentation of the draft Capital Improvement Program (CIP) budget and five-year capital plan and discusses anticipated impacts. The operating budget programs are presented in March, along with user fee rate scenarios to provide an overall look at anticipated revenues and expenditures. In April, the Commission holds public hearings on the Preliminary Regional Wastewater Program (RWP) Budget and CIP, and regional wastewater user rates. In May, the RWP budget is forwarded to the three governing bodies of Springfield, Eugene and Lane County for their review, input and ratification. The RWP Budget and CIP returns to the MWMC in June for final approval, with budget implementation occurring July 1. As outlined in the MWMC’s intergovernmental agreement, Administration and CIP components reflected in the City of Springfield’s RWP budget, while operations, maintenance, equipment replacement, major rehabilitation, and major capital outlay components are reflected in the City of Eugene’s RWP budget. Both cities’ Industrial Pretreatment Programs are managed locally in compliance with the MWMC Model Ordinance and are also included in the RWP budget. Fiscal Year 2024-25 Budget The upcoming fiscal year will present opportunities and challenges for the regional wastewater program. The FY 2024-25 budget is balanced with resources equal to or greater than expenditures. The budget is based on a 4.6% increase over FY 2023-24 with the addition of 2.98 FTE to help address operational and administrative needs. Primary drivers associated with expenditures include rising inflationary and construction costs, regulatory requirements associated with meeting the MWMC’s recently reissued National Pollution Discharge Elimination System (NPDES) Permit, and aging infrastructure needs associated with assets that are approaching 45 years old. User fee revenues are projected at $40.6 million, with additional revenue sources from septage haulers, renewable natural gas sales, property leases, Systems Development Charges, and other sources at $3.6 million. Operating expenditures are projected at $25.3 million, and the FY 2024-25 CIP includes approximately $69.1 million dedicated to facilities planning efforts, conveyance system upgrades and plant performance improvements. Another $4.1 million is proposed for equipment replacement, major rehabilitation, and major capital outlay. Attachment 1 Page 15 of 98 Metropolitan Wastewater Management Commission Budget Message Page 4 FY 24-25 BUDGET AND CIP Accomplishments Every year, MWMC staff show incredible professionalism and commitment to our community. Significant accomplishments: ➢ The Clean Water University (CWU) program received two high-profile awards. The National Association of Clean Water Agencies (NACWA) recognized CWU with a National Environmental Achievement Award at their winter conference in Austin, TX. The program also received the Watermark Award from the Pacific Northwest Clean Water Association at their annual conference in Tacoma, WA. ➢ Todd Miller, Environmental Services Supervisor with the City of Springfield, was awarded with the Oregon Association of Clean Water Agencies’ 2023 Outstanding Individual Award for his work on temperature compliance strategies in NPDES permitting. ➢ The Regional Water Pollution Control Facility was awarded a 16th consecutive Platinum Peak Performance Award from NACWA for 100% compliance with the effluent limits of the MWMC’s permit. ➢ Staff working at the Water Pollution Control Facility oversaw the successful treatment of over 12 billion gallons of wastewater, ensuring continued protection of our community’s public health and safety, as well as that of the local environment and the Willamette River. In summary, the FY 24-25 budget implements the Commission’s adopted 2019 Financial Plan policies, funding operations and administration sufficiently to maintain service levels and to meet the environmental performance necessary for compliance with the National Pollutant Discharge Elimination System (NPDES) permit issued jointly to the MWMC and the two cities. Development of the RWP budget is a significant effort and would not be possible without the dedicated commitment from staff working on behalf of the MWMC. I would like to thank Lou Allocco, Katherine Bishop, Troy McAllister, James McClendon, and Michelle Miranda. Respectfully submitted, Matt Stouder MWMC Executive Officer & General Manager Attachment 1 Page 16 of 98 PROGRAM OVERVIEW Attachment 1 Page 17 of 98   Attachment 1 Page 18 of 98 Metropolitan Wastewater Management Commission Acronyms and Explanations Page 5 FY 24-25 BUDGET AND CIP ACRONYMS AND EXPLANATIONS AMCP – Asset Management Capital Program. The AMCP implements the projects and activities necessary to maintain functionality, lifespan, and effectiveness of the MWMC facility assets on an ongoing basis. The AMCP is administered by the City of Eugene for the MWMC. BMF – Biosolids Management Facility. The Biosolids Management Facility is an important part of processing wastewater where biosolids generated from the treatment of wastewater are turned into nutrient rich, beneficial organic materials. CIP – Capital Improvements Program. This program implements projects outlined in the 2004 Facilities Plan and includes projects that improve performance or expand treatment or hydraulic capacity of existing facilities. CMOM – Capacity Management and Maintenance Program. The CMOM program addresses wet weather issues such as inflow and infiltration with the goal to eliminate sanitary sewer overflows to the extent possible and safeguard the hydraulic capacity of the regional wastewater treatment facility. CWSRF – Clean Water State Revolving Fund. The Clean Water State Revolving Fund loan program is a federal program administered by the Oregon DEQ that provides low-cost loans for the planning, design and construction of various water pollution control activities. (DEQ) EMS – Environmental Management System. An EMS is a framework to determine the environmental impacts of an organization’s business practices and develop strategies to address those impacts. ESD – Environmental Services Division. The ESD is a division of the City of Springfield’s Development and Public Works Department that promotes and protects the community’s health, safety, and welfare by providing professional leadership in the protection of the local environment, responsive customer service, and effective administration for the Regional Wastewater Program. IGA – Intergovernmental Agreement. Pursuant to ORS 190.010, ORS 190.080, and ORS 190.085, the IGA is an agreement between the cities of Eugene and Springfield and Lane County that created the MWMC as an entity with the authority to provide resources and support as defined in the IGA for the Regional Wastewater Program. MWMC – Metropolitan Wastewater Management Commission. The MWMC is the Commission responsible for the oversight of the Regional Wastewater Program. In this role, the MWMC protects the health and safety of our local environment by providing high-quality management of wastewater conveyance and treatment to the Eugene-Springfield community. The Commission is responsible for the oversight of the Regional Wastewater Program. NPDES – National Pollutant Discharge Elimination System permit. The NPDES permit program is administered by the Oregon Department of Environmental Quality (DEQ) in fulfillment of federal Clean Water Act requirements. The NPDES permit includes planning and technology requirements as well as numeric limits on effluent water quality. RNG – Renewal Natural Gas Upgrades consisting of biogas purification facilities at the treatment plant and connection to the Northwest Natural utility grid. Together, the system allows the MWMC to sell the upgraded gas (RNG) as a renewable fuel through offtake agreements. Attachment 1 Page 19 of 98 Metropolitan Wastewater Management Commission Acronyms and Explanations Page 6 FY 24-25 BUDGET AND CIP RWP – Regional Wastewater Program. Under the oversight of the MWMC, the purpose of the RWP is to protect public health and safety and the environment by providing high quality wastewater management services to the Eugene-Springfield metropolitan area. The MWMC and the regional partners are committed to providing these services in a manner that will achieve, sustain, and promote balance between community, environmental, and economic needs while meeting customer service expectations. SDC – System Development Charge. SDCs are charges imposed on development so that government may recover the capital needed to provide sufficient capacity in infrastructure systems to accommodate the development. SRF – Clean Water State Revolving Fund. The Clean Water State Revolving Fund loan program is a federal program administered by the Oregon DEQ that provides low-cost loans for the planning, design and construction of various water pollution control activities. (DEQ) SSO – Sanitary Sewer Overflows. Discharges of raw sewage. TMDL – Total Maximum Daily Load. The federal Clean Water Act defines Total Maximum Daily Load as the maximum amount of any pollutant that can be safely assimilated by a waterway in one day without significant degradation of water quality. TSS – Total Suspended Solids. Organic and inorganic materials that are suspended in water. WPCF – Regional Water Pollution Control Facility. The WPCF is a state-of-the-art facility providing treatment of the wastewater coming from the Eugene/Springfield metropolitan area. The WPCF is located on River Avenue in Eugene. The treatment plant and 49 pump stations distributed across Eugene and Springfield operate 24 hours a day, 7 days a week, 365 days a year to collect and treat wastewater from homes, businesses and industries before returning the cleaned water, or effluent, to the Willamette River. Through advanced technology and processes, the facility cleans, on average, up to 30 million gallons of wastewater every day. WWFMP – Wet Weather Flow Management Plan. This plan evaluated and determined the most cost- effective combination of collection system and treatment facility upgrades needed to manage excessive wet weather wastewater flows in the Eugene/Springfield metropolitan area. Attachment 1 Page 20 of 98 Metropolitan Wastewater Management Commission Overview Page 7 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 21 of 98 Metropolitan Wastewater Management Commission Overview Page 8 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%) -- -- Achieved 97% Design and procure a Waste Gas Burner (WGB); 70% Runtime Complete heat- loop optimization study Achieve 97% Complete construction of a WGB; 80% Runtime Implement optimization study recommendation s Achieve 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 were met and no major non-conformities; Evaluated an electric dredge; completed new laboratory information management system All objectives met with no major non- conformities All objectives met with no major non-conformities Attachment 1 Page 22 of 98 Metropolitan Wastewater Management Commission Overview Page 9 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 were 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% Increase 4.5% Increase ≤ 5.5% Increase • MWMC utility billing collection rate at or above 98% Achieved 99.79% Achieve > 98% Achieve > 98% Attachment 1 Page 23 of 98 Metropolitan Wastewater Management Commission Overview Page 10 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 24 of 98 Metropolitan Wastewater Management Commission Overview Page 11 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 Attachment 1 Page 25 of 98 Metropolitan Wastewater Management Commission Overview Page 12 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 Completed 2 campaigns, 4 sponsorships; reaching 40% of residents in the service area Complete 2 campaigns, 5 sponsorships; reaching 40% of residents in the service area Complete 2 campaigns, 5 sponsorships; reaching +40% of residents in the service area • Provide tours of the MWMC Facilities Provided 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 Reached 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 26 of 98 Metropolitan Wastewater Management Commission Overview Page 13 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 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. Attachment 1 Page 27 of 98 Metropolitan Wastewater Management Commission Overview Page 14 FY 24-25 BUDGET AND CIP 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 28 of 98 Metropolitan Wastewater Management Commission Overview Page 15 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 29 of 98   Attachment 1 Page 30 of 98 BUDGET SUMMARY Attachment 1 Page 31 of 98   Attachment 1 Page 32 of 98 Metropolitan Wastewater Management Commission Budget Program and Summary Page 16 FY 24-25 BUDGET AND CIP REGIONAL WASTEWATER PROGRAM FY 24-25 BUDGET The MWMC’s RWP Operating Budget provides the Commission and governing bodies with an integrated view of the RWP elements. Exhibit 2 provides a summary of the overall Operating Budget. Separate Springfield and Eugene agency budgets and staffing also are presented within this budget document. Major program areas supported by Springfield and Eugene are described in the pages that follow and are summarized in Exhibit 3 on page 18. Finally, Exhibit 4 on page 19 combines revenues, expenditures, and reserves to illustrate how funding for all aspects of the RWP is provided. It should also be noted that the “Amended Budget FY 23-24” column in all budget tables represents the updated FY 23-24 RWP budget as of February 9, 2024, which reconciled actual beginning balances at July 1, 2023, and approved budget transfers and supplemental requests. Notes: 1. The Change column and Percent Change column compare the Proposed FY 24-25 Budget with the originally Adopted FY 23-24 Budget column. 2. Personnel Services, Materials and Services, and Capital Outlay budget amounts represent combined Springfield and Eugene Operating Budgets that support the RWP. 3. Capital Outlay does not include CIP, Equipment Replacement, Major Capital Outlay, or Major Rehabilitation, which are capital programs. ADOPTED BUDGET AMENDED BUDGET PROPOSED BUDGET FY 23-24 FY 23-24 FY 24-25 Full-Time Equivalent Staffing Level 99.49 99.49 102.47 2.98 3.0% Personnel Services (2)$13,886,087 $13,886,087 $14,049,147 $163,060 1.2% Materials & Services (2)9,646,461 9,890,618 10,162,557 516,096 5.4% Capital Outlay (2, 3)380,000 465,000 1,105,000 725,000 90.8% Equip Replacement Contributions (4)1,500,000 1,500,000 2,250,000 750,000 50.0% Capital Contributions (5)12,800,000 12,800,000 13,000,000 200,000 1.6% Debt Service (6)4,113,000 4,113,000 4,107,750 (5,250) -0.1% Working Capital Reserve (7)900,000 900,000 900,000 - 0% Rate Stability Reserve (8)2,000,000 2,000,000 2,000,000 - 0% Insurance Reserve (9)1,500,000 1,500,000 1,500,000 - 0% Operating Reserve (10)4,158,782 5,869,537 4,240,707 81,925 2.0% Rate Stabilization Reserve (11)2,000,000 2,000,000 2,000,000 - 0% SRF Loan Reserve (12)50,000 50,000 50,000 - 0% Budget Summary $52,934,330 $54,974,242 $55,365,160 $2,430,831 4.6% EXHIBIT 2 REGIONAL OPERATING BUDGET SUMMARY INCLUDING RESERVE CONTRIBUTIONS CHANGE (1) INCR/(DECR) Attachment 1 Page 33 of 98 Metropolitan Wastewater Management Commission Budget Program and Summary Page 17 FY 24-25 BUDGET AND CIP 4. The Equipment Replacement Contribution is a budgeted transfer of operating revenues to reserves for scheduled future equipment replacement, including all fleet equipment and other equipment, with an original cost over $10,000, and with a useful life expectancy greater than one year. See table on page 25 for year-end balance. 5. The Capital Reserve Contribution is a budgeted transfer of operating revenues to reserves. Capital is passed through the Springfield Administration Budget. See table on page 26 for year-end balance. 6. The Debt Service line item is the sum of annual interest and principal payments on the Revenue Bonds and Clean Water State Revolving Fund (SRF) loans made from the Operating Budget (derived from user rates). The total amount of Debt Service budgeted in FY 24-25 is $4,107,750. 7. The Working Capital Reserve acts as a revolving account which is drawn down and replenished on a monthly basis to fund Eugene’s and Springfield’s cash flow needs. 8. The Rate Stability Reserve is used to set aside revenues available at year-end after the budgeted Operating Reserve target is met. Internal policy has established a level of $2 million for the Rate Stability Reserve. See Exhibit 5 on page 24 for year-end balance. 9. The Insurance Reserve was established to set aside funds to cover the insurance deductible amount for property and liability insurance coverage, for losses per occurrence. The Insurance Reserve is set at $1.5 million. 10. The Operating Reserve is used to account for the accumulated operating revenues net of operations expenditures. The Commission’s adopted policy provides minimum guidelines to establish the Operating Reserve balance at approximately two months operating expenses of the adopted Operating Budget. The Operating Reserve provides for contingency funds in the event that unanticipated expenses or revenue shortfalls occur during the budget year. 11. The Rate Stabilization Reserve contains funds to be used at any point in the future when net revenues are insufficient to meet the bond covenant coverage requirements. The Commission shall maintain the Rate Stabilization Reserve account as long as bonds are outstanding. This reserve is set at $2 million. 12. The Clean Water SRF loan reserve is budgeted as required per loan agreements. Attachment 1 Page 34 of 98 Metropolitan Wastewater Management Commission Budget Program and Summary Page 18 FY 24-25 BUDGET AND CIP SPRINGFIELD ACTUALS ADOPTED BUDGET AMENDED BUDGET PROPOSED BUDGET CHANGE MWMC ADMINISTRATION FY 22-23 FY 23-24 FY 23-24 FY 24-25 INCR/(DECR) Personnel Services $1,766,173 $1,980,562 $1,980,562 $2,123,288 $142,726 7.2% Materials & Services 2,126,724 2,555,605 2,640,438 2,782,286 226,681 8.9% Capital Outlay 65,612.96 - 88,070 - - -- TOTAL $3,958,510 $4,536,166 $4,709,069 $4,905,574 $369,407 8.1% INDUSTRIAL PRETREATMENT Personnel Services $389,798 $427,427 $427,428 $438,337 $10,910 2.6% Materials & Services 146,418 170,407 314,564 167,195 (3,212)-1.9% Capital Outlay - - 55,000 - - -- TOTAL $536,217 $597,834 $796,992 $605,532 $7,698 1.3% ACCOUNTING Personnel Services $125,469 $134,761 $134,761 $144,185 $9,424 7.0% Materials & Services 38,626 47,113 47,113 49,812 2,699 5.7% Capital Outlay - - - - - -- TOTAL $164,096 $181,874 $181,874 $193,997 $12,123 6.7% TOTAL SPRINGFIELD Personnel Services $2,281,441 $2,542,750 $2,542,751 2,705,810 $163,060 6.4% Materials & Services 2,311,769 2,773,125 3,002,115 2,999,293 226,168 8.2% Capital Outlay 65,612.96 - 143,070 - - NA TOTAL $4,658,823 $5,315,875 $5,687,936 $5,705,103 $389,227 7.3% EUGENE ADMINISTRATIVE SERVICES Personnel Services $1,240,413 $2,731,560 $2,731,560 $2,731,560 $0 0.0% Materials & Services 395,016 1,053,755 1,053,755 978,160 (75,595)-7.2% Capital Outlay - - - - - NA TOTAL $1,635,430 $3,785,315 $3,785,315 $3,709,720 ($75,595)-2.0% ADMIN CHARGES - EWEB Personnel Services $0 $0 $0 $0 0 NA Materials & Services 727,710 0 0 791,330 791,330 NA Capital Outlay 0 0 0 0 0 NA TOTAL $727,710 $0 $0 $791,330 $791,330 NA BIOSOLIDS MANAGEMENT Personnel Services $1,699,203 $1,543,151 $1,543,151 $1,543,151 $0 0.0% Materials & Services 1,088,591 1,034,814 1,034,814 959,123 (75,691)-7.3% Capital Outlay 0 0 0 0 - NA TOTAL $2,787,794 $2,577,965 $2,577,965 $2,502,274 ($75,691)-2.9% INDUSTRIAL SOURCE CONTROL Personnel Services $605,941 $728,992 $728,992 $728,992 $0 0.0% Materials & Services 102,648 234,248 234,248 217,572 (16,676)-7.1% Capital Outlay 0 0 0 0 - -- TOTAL $708,589 $963,240 $963,240 $946,564 ($16,676)-1.7% TREATMENT PLANT Personnel Services $5,819,422 $5,679,660 $5,679,660 $5,679,660 $0 0.0% Materials & Services 4,136,703 4,103,697 4,103,697 3,803,013 (300,684)-7.3% Capital Outlay 96,930 380,000 380,000 1,105,000 725,000 190.8% TOTAL $10,053,054 $10,163,357 $10,163,357 $10,587,673 $424,316 4.2% REGIONAL PUMP STATIONS Personnel Services $348,327 $308,886 $308,886 $308,886 $0 0.0% Materials & Services 364,068 341,745 341,745 316,507 (25,238)-7.4% Capital Outlay 0 0 0 0 - -- TOTAL $712,395 $650,631 $650,631 $625,393 ($25,238)-3.9% BENEFICIAL REUSE SITE Personnel Services $345,339 $351,087 $351,087 $351,087 $0 0.0% Materials & Services 106,475 105,005 105,005 97,559 (7,446)-7.1% Capital Outlay 0 0 0 0 - -- TOTAL $451,814 $456,092 $456,092 $448,646 ($7,446)-1.6% TOTAL EUGENE Personnel Services $10,058,645 $11,343,336 $11,343,336 $11,343,336 $0 0.0% Materials & Services 6,921,211 6,873,264 6,873,264 7,163,264 290,000 4.2% Capital Outlay 96,930 380,000 380,000 1,105,000 725,000 190.8% TOTAL $17,076,786 $18,596,600 $18,596,600 $19,611,600 $1,015,000 5.5% TOTAL REGIONAL BUDGET $21,735,609 $23,912,475 $24,284,536 $25,316,703 $1,404,228 5.9% NOTE: Does not include Major Rehabilitation, Equipment Replacement or Major Capital Outlay EXHIBIT 3 REGIONAL WASTEWATER PROGRAM OPERATING BUDGET LINE ITEM SUMMARY BY PROGRAM AREA Attachment 1 Page 35 of 98 Metropolitan Wastewater Management Commission Budget Program and Summary Page 19 FY 24-25 BUDGET AND CIP ADOPTED BUDGET AMENDED BUDGET PROPOSED BUDGET CHANGE* FY 23-24 FY 23-24 FY 24-25 INC(DECR) Administration $5,315,875 $5,687,936 $5,705,103 $389,228 Operations 18,596,600 18,596,600 19,611,600 1,015,000 Capital Contribution & Transfers 12,800,000 12,800,000 13,000,000 200,000 Equipment Replacement - Contribution 1,500,000 1,500,000 2,250,000 750,000 Operating & Revenue Bond Reserve 10,594,782 12,305,538 10,676,707 81,925 Debt Service 4,113,000 4,113,000 4,107,750 (5,250) Total Operating Budget $52,920,257 $55,003,074 $55,351,160 $2,430,903 Funding: Beginning Balance $11,599,893 $13,682,710 $11,089,438 (510,455) User Fees 38,500,000 38,500,000 41,348,000 2,848,000 Other 2,820,364 2,820,364 2,913,722 93,358 Total Operating Budget Funding $52,920,257 $55,003,074 $55,351,160 $2,430,903 Poplar Harvest Management Services 50,000 128,891 0 NA Administration Building Improvements 18,700,000 18,454,853 22,200,000 3,500,000 Electrical Switchgear & Transformer Replacement 19,400,000 19,882,462 16,600,000 (2,800,000) Water Quality Trading Program 12,100,000 12,239,974 11,470,000 (630,000) Class A Disinfection Facilities 6,790,000 6,825,572 8,100,000 1,310,000 Aeration System Upgrades (2023 to 2026)3,200,000 4,195,765 3,200,000 0 Glenwood Pump Station Upgrade 1,500,000 1,898,846 1,700,000 200,000 Comprehensive Facilities Plan Update 1,800,000 3,215,206 1,450,000 (350,000) WPCF Stormwater Infrastructure 310,000 400,000 520,000 210,000 Resiliency Follow-Up 500,000 1,289,367 300,000 (200,000) Recycled Water Demonstration Projects 330,000 334,621 80,000 (250,000) Waste Activated Sludge Thickening - - 1,500,000 NA Repair Clarifiers & Final Treatment - - 1,500,000 NA Facility Plan Engineering Services - - 500,000 NA Asset Management: Equipment Replacement Purchases 1,835,000 3,412,918 1,415,000 (420,000) Major Rehab 630,000 1,071,682 1,820,000 1,190,000 Major Capital Outlay - 208,430 900,000 NA Total Capital Projects 67,145,000$ $73,558,587 73,255,000$ $6,110,000 Funding: Equipment Replacement $1,835,000 $3,412,918 $1,415,000 (420,000) SDC Improvement Reserve 6,654,320 6,920,594 9,096,280 2,441,960 Capital Reserve 58,655,680 63,225,075 62,743,720 4,088,040 Total Capital Projects Funding $67,145,000 $73,558,587 73,255,000$ $6,110,000 Note: * The Change compares the proposed FY 24-25 budget to the originally adopted FY 23-24 budget column. OPERATING BUDGET CAPITAL PROGRAM BUDGET BUDGET SUMMARY AND COMPARISON EXHIBIT 4 REGIONAL WASTEWATER PROGRAM Attachment 1 Page 36 of 98 Metropolitan Wastewater Management Commission Budget Program and Summary Page 20 FY 24-25 BUDGET AND CIP BUDGET AND RATE HISTORY The graphs on page 21 show the regional residential wastewater service costs over a 5-year period, and a 5- year Regional Operating Budget Comparison. Because the Equipment Replacement, Major Rehabilitation and Major Capital Outlay programs are managed in the Eugene Operating Budget, based on the size, type and budget amount of the project these programs are incorporated into either the 5-year Regional Operating Budget Comparison graph or the 5-Year Capital Programs graph on page 22. The Regional Wastewater Capital Improvement Programs graph on page 20 shows the expenditures over the recent five years in the MWMC’s Capital Program and including Asset Management projects. A list of capital projects is located in Exhibit 13 on page 54. As shown on the Regional Residential Sewer Rate graph on page 21, regional sewer user charges have incrementally increased to meet the revenue requirements necessary to fund facility improvements as identified in the 2004 MWMC Facilities Plan. This Plan and the subsequent 2014 Partial Facilities Plan Update demonstrated the need for a significant capital investment in new and expanded facilities to meet environmental performance requirements and capacity to serve the community. On November 1, 2022, the Department of Environmental Quality (DEQ) issued a National Pollutant Discharge Elimination System Permit (NPDES). Although a portion of these capital improvements can be funded through system development charges (SDCs), much of the funding for capital improvements over the approximately 5- year period will come from user charges. This has become a major driver of the MWMC’s need to increase sewer user rates, moderately and incremental on an annual basis. The National Association of Clean Water Agency (NACWA) publishes an annual Cost of Clean Water Index, which indicates the national average charges for wastewater services. The index includes average wastewater charges by Environmental Protection Agency (EPA) regions. Of the EPA regions, Region 10, which includes Oregon, Washington and Idaho, reflects the second highest wastewater expenses nationwide, based on demographics, geography, regulatory requirements, and a range of other issues. Within Region 10, the annual change in the cost of clean water index reflected a 3.46% average increase over the past 3 years. In FY 23-24 the MWMC regional user rates increased by 4.5% over the prior year rates. The FY 24-25 Budget is based on a 5.5% user rate increase over the FY 23-24 rates. This increase will provide for Operations, Administration, Capital programs, reserves and debt service, continuing to meet capital and operating requirements and supporting the Commission’s Financial Plan policies, as well as financially positioning for future investments in capital assets. The following chart displays the regional component of a residential monthly bill when applying the base and flow rates to 5,000 gallons of wastewater treated, which includes a 5.5% or $1.66 increase effective July 1, 2024. Attachment 1 Page 37 of 98 Metropolitan Wastewater Management Commission Budget Program and Summary Page 21 FY 24-25 BUDGET AND CIP The graph below displays the regional component of a residential monthly bill, when applied to 5,000 gallons of wastewater treated for the recent 5-year period. The graph below displays the Regional Operating Budget amounts for the recent 5-year period. Attachment 1 Page 38 of 98 Metropolitan Wastewater Management Commission Budget Program and Summary Page 22 FY 24-25 BUDGET AND CIP The graph below displays the Regional Wastewater Capital Improvement Program Budget amounts for the recent 5-year period. Attachment 1 Page 39 of 98   Attachment 1 Page 40 of 98 RESERVE FUNDS Attachment 1 Page 41 of 98   Attachment 1 Page 42 of 98 Metropolitan Wastewater Management Commission Reserves Page 23 FY 24-25 BUDGET AND CIP REGIONAL WASTEWATER PROGRAM RESERVES The RWP maintains reserve funds for the dedicated purpose to sustain stable rates while fully funding operating and capital needs. Commission policies and guidance, which direct the amount of reserves appropriated on an annual basis, are found in the MWMC Financial Plan. Further details on the FY 24-25 reserves are provided below. OPERATING RESERVES The MWMC Operating Budget includes six separate reserves: the Working Capital Reserve, Rate Stability Reserve, Rate Stabilization Reserve, State Revolving Fund (SRF) Reserve, Insurance Reserve and the Operating Reserve. Revenues are appropriated across the reserves in accordance with Commission policy and expenditure needs. Each reserve is explained in detail below. WORKING CAPITAL RESERVE The Working Capital Reserve acts as a revolving account that is drawn down and replenished on a monthly basis to provide funds for payment of Springfield Administration and Eugene Operations costs prior to the receipt of user fees from the Springfield Utility Board and Eugene Water and Electric Board. The Working Capital Reserve is set at $900,000 for FY 24-25, $200,000 of which is dedicated to Administration and $700,000 is dedicated to Operations. RATE STABILITY RESERVE The Rate Stability Reserve was established to implement the Commission’s objective of maintaining stable rates. It is intended to hold revenues in excess of the current year’s operating and capital requirements for use in future years, in order to avoid potential rate spikes. The amount budgeted on an annual basis has been set at $2 million, with any additional net revenues being transferred to the capital reserve for future projects. RATE STABILIZATION RESERVE The Rate Stabilization Reserve contains funds to be used at any point in the future when net revenues are insufficient to meet the bond covenant coverage requirement. The Commission shall maintain the Rate Stabilization account as long as bonds are outstanding. In FY 24-25 no additional contribution to this reserve is budgeted and the balance at June 30, 2024, will remain at $2 million. CLEAN WATER STATE REVOLVING FUND (SRF) RESERVE The Clean Water SRF Reserve was established to meet revenue coverage requirements for SRF loans. The SRF Reserve is set at $50,000 for FY 24-25. Attachment 1 Page 43 of 98 Metropolitan Wastewater Management Commission Reserves Page 24 FY 24-25 BUDGET AND CIP INSURANCE RESERVE The Insurance Reserve was established to set aside funds to cover the insurance deductible amount for property and liability insurance coverage, for losses per occurrence. The Insurance Reserve is set at $1.5 million for FY 24-25. OPERATING RESERVE The Operating Reserve is used to account for accumulated operating revenues net of operating expenditures (including other reserves). The Commission’s adopted policy provides guidelines to establish the Operating Reserve at a minimum target of two months expenses. For FY 24-25, the Operating Reserve is budgeted at $4,240,707, which includes approximately two months of total Personnel Services, Materials and Services, and Capital Outlay in accordance with Commission policy. EXHIBIT 5 OPERATING RESERVES ADOPTED BUDGET FY 23-24 AMENDED BUDGET FY 23-24 PROPOSED BUDGET FY 24-25 Beginning Balance $11,599,893 $13,682,709 $11,089,438 User Fee Revenue 37,800,000 37,800,000 40,620,000 Septage Revenue 700,000 700,000 728,000 Other Revenue 2,244,460 2,244,460 2,236,000 Interest 200,000 200,000 300,000 RNG Revenue 350,000 350,000 350,000 Transfer from Reimbursement SDCs 25,904 25,904 27,722 Personnel Services (13,886,086)(13,886,087)(14,049,146) Materials & Services (9,632,389)(10,004,449)(10,148,557) Capital Outlay (380,000)(380,000)(1,105,000) Interfund Transfers (14,300,000)(14,300,000)(15,250,000) Debt Service - SRF Loan (103,250)(103,250)(102,750) Debt Service - 2016 Revenue Bond (4,009,750)(4,009,750)(4,005,000) Working Capital (900,000)(900,000)(900,000) Insurance Reserve (1,500,000)(1,500,000)(1,500,000) SRF Loan Reserve (50,000)(50,000)(50,000) Rate Stability Reserve (2,000,000)(2,000,000)(2,000,000) Rate Stabilization Reserve (2,000,000)(2,000,000)(2,000,000) Operating Reserve $4,158,782 $5,869,537 $4,240,707 Attachment 1 Page 44 of 98 Metropolitan Wastewater Management Commission Reserves Page 25 FY 24-25 BUDGET AND CIP CAPITAL RESERVES The MWMC Capital Budget includes four reserves: the Equipment Replacement Reserve, SDC Reimbursement Reserves, SDC Improvement Reserves, and the Capital Reserve. These reserves accumulate revenue to help fund capital projects including equipment replacement and major rehabilitation. They are funded by annual contributions from user rates, SDCs, and loans. Each reserve is explained in detail below. EQUIPMENT REPLACEMENT RESERVE The Equipment Replacement Reserve accumulates replacement funding for three types of equipment: 1) major/stationary equipment items valued over $10,000 with life expectancy greater than one year; 2) fleet vehicles maintained by the Eugene Wastewater Division; and 3) computer servers that serve the Eugene Wastewater Division. Contributions to the Equipment Replacement Reserve in the FY 24-25 budget total $2,250,000, additional budget details are provided below. The Equipment Replacement Reserve is intended to accumulate funds necessary to provide for the timely replacement or rehabilitation of equipment and may also be borrowed against to provide short-term financing of capital improvements. An annual analysis is performed on the Equipment Replacement Reserve. Estimates used in the analysis include replacement costs, interest earnings, inflation rates and useful lives for the equipment. SYSTEM DEVELOPMENT CHARGE (SDC) RESERVES SDCs are required as part of the MWMC IGA. They are connection fees charged to new users to recover the costs related to system capacity and are limited to funding Capital Programs. The purpose of the SDC Reserves is to collect and account for SDC revenues separately from other revenue sources, in accordance with Oregon statutes. The Commission’s SDC structure includes a combination of “Reimbursement” and “Improvement” fee components. Estimated SDC revenues for FY 24-25 are approximately $2,500,000. The projected beginning SDC Reserve balance on July 1, 2024 is $11,706,912. EQUIPMENT REPLACEMENT RESERVE ADOPTED BUDGET FY 23-24 AMENDED BUDGET FY 23-24 PROPOSED BUDGET FY 24-25 Beginning Balance 12,982,786 14,172,383 12,880,662 Annual Equipment Contribution 1,500,000 1,500,000 2,250,000 Interest 68,586 68,586 271,904 Equipment Purchases (1,835,000) (3,412,918) (1,415,000) Equipment Replacement Reserve $12,716,372 $12,328,051 $13,987,566 Attachment 1 Page 45 of 98 Metropolitan Wastewater Management Commission Reserves Page 26 FY 24-25 BUDGET AND CIP CAPITAL RESERVE The Capital Reserve accumulates funds transferred from the Operating Reserve for the purpose of funding the CIP, Major Capital Outlay and Major Rehabilitation Program costs. The intent is to collect sufficient funds over time to construct a portion of planned capital projects with cash in an appropriate balance with projects that are funded with debt financing. The FY 24-25 Budget includes a contribution from the Operating Reserve of $13,000,000. The beginning balance on July 1, 2024, is projected to be $74,407,785. Additional budget detail on the CIP, Major Capital Outlay and Major Rehabilitation Program reserves is provided below. REIMBURSEMENT SDC RESERVE ADOPTED BUDGET FY 23-24 AMENDED BUDGET FY 23-24 PROPOSED BUDGET FY 24-25 Beginning Balance $2,110,321 $2,240,650 $2,437,714 Reimbursement SDCs Collected 200,000 200,000 270,000 Interest 9,918 9,918 52,300 SDC Compliance Charge 7,000 7,000 8,000 Transfer to Fund 612 (25,904)(25,904)(27,722) Materials & Services (4,000)(4,000)(4,000) Reimbursement SDC Reserve $2,297,335 $2,427,664 $2,736,292 IMPROVEMENT SDC RESERVE ADOPTED BUDGET FY 23-24 AMENDED BUDGET FY 23-24 PROPOSED BUDGET FY 24-25 Beginning Balance $9,262,612 $10,907,458 $11,269,198 Improvement SDCs Collected 1,800,000 1,800,000 2,500,000 Interest 42,554 42,554 177,662 Materials & Services (10,000)(10,000)(10,000) Funding for Capital Improvement Projects (6,654,320)(6,920,594) (9,096,280) Improvement SDC Reserve $4,440,846 $5,819,418 $4,840,580 CAPITAL RESERVES ADOPTED BUDGET FY 23-24 AMENDED BUDGET FY 23-24 PROPOSED BUDGET FY 24-25 Beginning Balance $68,841,769 $72,613,300 $74,407,785 Transfer from Operating Reserve 12,800,000 12,800,000 13,000,000 Interest 298,942 298,942 998,134 Other Income 800 800 800 Funding For Capital Improvement Projects (58,025,680)(61,944,963)(60,023,720) Funding For Major Rehabilitation (630,000)(1,071,682)(1,820,000) Funding For Major Capital Outlay - (208,430)(900,000) Capital Reserve $23,285,831 $22,487,967 $25,662,999 Attachment 1 Page 46 of 98 Metropolitan Wastewater Management Commission Staffing Page 27 FY 24-25 BUDGET AND CIP EXHIBIT 6 REGIONAL WASTEWATER PROGRAM* ORGANIZATION CHART FY 24-25 Metropolitan Wastewater Management Commission CITY OF EUGENE **Wastewater Division83.86 FTE Division Director.85 FTE Operations Manager.93 FTE Wastewater Treatment Plant42.11 FTE Regional Pump Stations 1.31 FTE Computer Services 3.23 FTE Biosolids Management 13.01 FTE Operations 16.0 FTE Beneficial Reuse Site1.82 FTE Equipment Maintenance 10.3 FTE Facility Maintenance11.32 FTE Laboratory 2.65 FTE Industrial Pretreatment 5.35 FTE Stores 2.67 FTE Env DataAnalyst.65 FTE User Fee Support 1.0 FTE Operations 6.97 FTE Operations .53 FTE Equipment Maintenance.85 FTE Equipment Maintenance .59 FTE Equipment Maintenance 2.57 FTE Facility Maintenance 2.03 FTE Facility Maintenance.39 FTE Laboratory 1.27 FTE Laboratory 1.00 FTE Laboratory .15 FTE Regulations & Enforcement 3.38. FTE Admin Support5.36 FTE Support Services18.48 FTE Sampling.74 FTE Sampling.44 FTE Sampling.16 FTE PW Maint1.10 FTE Sampling.70 FTE Safety, Env & Health Supervisor .85 FTE Management Analyst3.41 FTE Project Mgr. .93 FTE PW Financial Services.20 FTE MWMC Executive Officer/ General Manager.80 FTE Accounting.88 FTE MWMC Administration13.15 FTE Industrial Pretreatment2.95 FTE AdministrationSupport2.90 FTE Budget & Financial Management 1.55 FTE Public Education2.0 FTE Construction Management4.00 FTE CITY OF SPRINGFIELD **Environmental Services Division & Finance Department18.61 FTE Facility Maintenance.46 FTE Special Projects/ Planning2.70 FTE MWMC / Deputy Division Director .80 FTE PW CDLTrainer.18 FTE Notes: * Full-Time Equivalent (FTE) figures represent portions of Eugene and Springfield staff funded by regional wastewater funds. ** The chart represents groups of staff dedicated to program areas rather than specific positions. Attachment 1 Page 47 of 98 Metropolitan Wastewater Management Commission Staffing Page 28 FY 24-25 BUDGET AND CIP ADOPTED AMENDED PROPOSED BUDGET BUDGET BUDGET FTE CLASSIFICATION FY 23-24 FY 23-24 FY 24-25 CHANGE SPRINGFIELD ENVIRONMENTAL SERVICES & FINANCE Accountant 0.80 0.80 0.80 - Accounting Manager 0.08 0.08 0.08 - Administrative Specialist 2.70 2.70 2.70 Assistant City Manager 0.03 0.03 0.03 - Civil Engineer 2.00 2.00 2.00 Design & Construction Coordinator 1.00 1.00 1.00 - Deputy Division Director 0.00 0.00 0.80 0.80 Environmental Analyst 1.00 1.00 1.00 - Environmental Management Analyst 0.90 0.90 0.90 - Environmental Services Program Manager 0.80 0.80 0.80 - Environmental Services Supervisor 1.95 1.95 1.95 - Environmental Services Technician 2.00 2.00 2.00 - ESD Division Director/MWMC Executive Officer 0.80 0.80 0.80 - Management Analyst 0.75 0.75 0.75 - MWMC Managing Engineer 1.00 1.00 1.00 - Public Information & Education Analyst 2.00 2.00 2.00 - TOTAL SPRINGFIELD 17.81 17.81 18.61 0.80 EXHIBIT 7 REGIONAL WASTEWATER PROGRAM POSITION SUMMARY Attachment 1 Page 48 of 98 Metropolitan Wastewater Management Commission Staffing Page 29 FY 24-25 BUDGET AND CIP ADOPTED AMENDED PROPOSED BUDGET BUDGET ADOPTED FTE CLASSIFICATION FY 23-24 FY 23-24 FY 24-25 CHANGE EUGENE WASTEWATER DIVISION & OTHER PW Administrative Specialist 0.95 0.95 0.95 0.00 Administrative Specialist, Sr 1.78 1.78 1.78 0.00 Application Support Technician, Sr 0.95 0.95 0.95 0.00 Application Systems Analyst 2 1.78 1.78 2.28 0.50 Custodian 2.00 2.00 2.00 0.00 Division Director 0.85 0.85 0.85 0.00 Environmental Compliance Specialist 4.64 4.64 4.64 0.00 Environmental Svs Supervisor (Lab, Sampling, ISC)1.71 1.71 1.71 0.00 Facilities Project Manager 0.65 0.65 0.65 0.00 Finance & Administrative Manager 0.89 0.89 0.89 0.00 Laboratory Assistant 0.82 0.82 0.82 0.00 Laboratory Specialist 2.15 2.47 2.47 0.00 Laboratory Specialist, Sr 1.72 1.72 1.72 0.00 Maintenance Manager 0.93 0.93 0.93 0.00 Maintenance Mechanic 8.20 8.20 8.20 0.00 Maintenance Supervisor 2.88 2.88 2.88 0.00 Maintenance Worker 13.25 13.25 13.25 0.00 Management Analyst 2.67 2.67 2.67 0.00 Management Analyst, Sr 0.00 0.00 1.50 1.50 Operations Manager 0.93 0.93 0.93 0.00 Operations Supervisor (Plant and Residuals)2.00 2.00 2.00 0.00 Operator (Plant and Residuals)19.00 20.00 20.00 0.00 Operator, Process Controls Specialist 1.00 1.00 1.00 0.00 PW Engineering Associate 0.35 0.35 0.35 0.00 PW Heavy Equipment and CDL Trainer 0.00 0.00 0.18 0.18 PW Financial Services Manager 0.20 0.20 0.20 0.00 PW Utility Billing Coordinator 1.00 1.00 1.00 0.00 Supply Specialist 1.78 1.78 1.78 0.00 Systems Electrician 4.28 5.28 5.28 0.00 TOTAL EUGENE 79.36 81.68 83.86 2.18 GRAND TOTAL 97.17 99.49 102.47 2.98 POSITION SUMMARY EXHIBIT 7 (Continued) REGIONAL WASTEWATER PROGRAM Attachment 1 Page 49 of 98   Attachment 1 Page 50 of 98 Metropolitan Wastewater Management Commission Springfield Budget Detail Page 30 FY 24-25 BUDGET AND CIP CITY OF SPRINGFIELD REGIONAL WASTEWATER PROGRAM RESPONSIBILITIES The City of Springfield manages administration services for the RWP under the Intergovernmental Agreement for the Metropolitan Wastewater Management Commission (MWMC). The programs maintained by Springfield to support the RWP are summarized below and are followed by Springfield’s regional wastewater budget summaries. Activities, and therefore program budgets, for the MWMC administration vary from year to year depending upon the major construction projects and special initiatives underway. A list of the capital projects Springfield staff will support in FY 24-25 is provided in Exhibit 12 on page 47. MWMC ADMINISTRATION The Springfield Environmental Services Division (ESD) and Finance Department provide ongoing support and management services for the MWMC. The ESD Director serves as the MWMC Executive Officer and General Manager. Springfield provides the following administration functions: financial planning management, accounting and financial reporting; risk management and legal services; coordination and management of public policy; coordination and management of regulatory and permit compliance issues; coordination between the Commission and the governing bodies; long-range capital project planning and construction management; coordination of public information, education, and citizen involvement programs; sewer user customer service; and coordination and development of regional budgets, rate proposals, and revenue projections. INDUSTRIAL PRETREATMENT (SOURCE CONTROL) PROGRAM The Industrial Pretreatment Program is a regional activity implemented jointly by the Cities of Eugene and Springfield. The Industrial Pretreatment section of the ESD is charged with administering the program for the regulation and oversight of wastewater discharged to the sanitary collection system by industries in Springfield. This section is responsible for ensuring that these wastes do not damage the collection system, interfere with wastewater treatment processes, result in the pass-through of harmful pollutants to treated effluent or biosolids, or threaten worker health or safety. This responsibility is fulfilled, in part, by the use of a permit system for industrial dischargers. This permit system, common to both Eugene and Springfield, implements necessary limitations on waste characteristics and establishes inspection, monitoring, and reporting requirements for documenting waste quality and quantity controls. The Industrial Pretreatment section is also responsible for locating new industrial discharges in Springfield and evaluating the impact of those discharges on the regional WPCF. The Industrial Pretreatment Program also addresses the wastewater discharges of some commercial/industrial businesses through the development and implementation of Pollution Management Practices. Pretreatment program staff also coordinates pollution prevention activities in cooperation with the Pollution Prevention Coalition of Lane County. Program Responsibilities ▪ Administration & Management ▪ Financial Planning & Management ▪ Long-Range Capital Project Planning ▪ Project and Construction Management ▪ Coordination between the Commission and governing bodies ▪ Coordination and Management of: ∙ Risk Management & Legal Services ∙ Public Policy Issues ∙ Regulatory and Permit Compliance ▪ Public Information, Education and Outreach ▪ Industrial Pretreatment Source Control ▪ Customer Service Attachment 1 Page 51 of 98 Metropolitan Wastewater Management Commission Springfield Budget Detail Page 31 FY 24-25 BUDGET AND CIP ACCOUNTING AND FINANCIAL REPORTING Accounting and financial reporting services for the RWP are provided by the Accounting division in the Springfield Finance Department, in coordination with ESD. Springfield Accounting staff provides oversight of financial control systems, ensures compliance with all local, state and federal accounting requirements for MWMC including debt management and treasury management services. This division also assists ESD with preparation of the MWMC budget, capital financing documents, sewer user rates, and financial policies and procedures. PROGRAMS AND SIGNIFICANT SERVICE/EXPENDITURE CHANGES In FY 24-25, the City of Springfield will support the following major regional initiatives in addition to ongoing Commission administration and industrial pretreatment activities: ▪ Continue public information, education and outreach activities focused on the MWMC’s Key Outcomes and Communication Plan objectives to increase awareness of the MWMC’s ongoing efforts in maintaining water quality and a sustainable environment. ▪ Implement Capital Financing strategies necessary to meet current debt obligations, prepare for additional debt financing, and ensure sufficient revenues in accordance with the MWMC Financial Plan. ▪ Continue implementation of the 2004 MWMC Facilities Plan and 2014 Partial Facilities Plan Update to meet all regulatory requirements and capacity needs. Considering emerging environmental regulations that may impact the operation of the WPCF. ▪ Protect the Regional Wastewater Program (RWP) interests through participation in Association of Clean Water Agencies activities. ▪ Coordinate temperature Total Maximum Daily Load (TMDL) compliance through continued development and implementation of the thermal load mitigation strategy, including but not limited to a recycled water program. ▪ Continue participation with the Association of Clean Water Agencies and the Department of Environmental Quality on regulatory permitting strategies and the development of water quality trading rules. ▪ Implement resiliency planning to ensure protection of public health and safety following natural disasters such as earthquakes and floods. ▪ Planning operationally and financially to continue the MWMC’s NPDES permit requirements, the DEQ permit was issued on November 1, 2022 and will expire on September 30, 2027. Attachment 1 Page 52 of 98 Metropolitan Wastewater Management Commission Springfield Budget Detail Page 32 FY 24-25 BUDGET AND CIP BUDGET CHANGES FOR FY 24-25 The budget for Springfield Personnel Services, Materials and Services, and Capital Outlay for FY 24-25 totals $5,705,104 representing an overall increase of $389,157 or 7.3% from the adopted FY 23-24 budget, as displayed in Exhibit 8 on page 33. Personnel Services Personnel Services totaling $2,705,811 represents a FY 24-25 increase of $163,060 or 6.4% above the originally adopted FY 23-24 budget. The notable changes are summarized below: Staffing The FY 24-25 staffing budget includes a relatively flat number of Full Time Equivalents (FTEs) resulting in a total staffing level at 18.61 FTE in Springfield which increased by 0.80 as summarized below: Regular Salaries and Overtime - $1,769,254 an increase of $123,740 or 7.5% Salaries are based upon the negotiated management/labor contracts as approved by the Springfield City Council, and staffing levels. Employee Benefits - $516,394 an increase of $47,507 or 9.2% The employee benefits consist mainly of PERS/OPSRP retirement system costs, FICA and Medicare contributions. Health Insurance - $353,456, a decrease of $9,896 or 0.2% The small increase is based on group claims experience and cost projections. Costs are calculated based on the number of employees. Materials and Services The Materials and Services budget total is $2,999,293 in FY 24-25, representing an increase of $226,168 or 8.2% above the adopted FY 23-24 budget. The notable changes are summarized below: Billing & Collection Expense - $927,000, an increase of $27,000 or 3.0% The $27,000 increase includes contracted billing services for Eugene and Springfield utility billing services combined, as funded through the Springfield portion of the regional budget. The increase reflects growth in customer transactions and billing service contracts. Property & Liability Insurance - $540,000, an increase of $90,000 or 20.0% The $90,000 increase reflects insurance on newly constructed infrastructure and maintaining incremental increases on existing assets for property insurance coverage. Including services provided by the MWMC Agent of Record for property/liability coverage. Internal & Indirect Charges Combined - $665,908, a decrease of $18,052 or 7.4% The $18,052 decrease is based on changes in overhead costs as programmed in the FY 24-25 budget, when compared FY 23-24. Internal charges are determined by the City of Springfield, and indirect costs are based on a methodology approved by the federal government, which is outlined in the MWMC Intergovernmental Agreement. Attachment 1 Page 53 of 98 Metropolitan Wastewater Management Commission Springfield Budget Detail Page 33 FY 24-25 BUDGET AND CIP Note: * Change column compares the adopted FY 24-25 Budget to the adopted FY 23-24 Budget. ACTUALS ADOPTED BUDGET AMENDED BUDGET PROPOSED BUDGET FY 22-23 FY 23-24 FY 23-24 FY 24-25 Personnel Services $2,278,315 $2,542,751 $2,542,751 $2,705,811 $163,060 6.4% Materials & Services 2,309,230 2,773,197 3,017,354 2,999,293 226,096 8.2% Capital Outlay 0 0 85,000 0 0 0.0% Budget Summary $4,587,545 $5,315,948 $5,645,105 $5,705,104 $389,157 7.3% FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 INCR/(DECR) EXHIBIT 8 SPRINGFIELD ADMINISTRATION PROGRAM PROPOSED FY 24-25 BUDGET SUMMARY CHANGE * $4,394,800 $4,676,896 $5,134,895 $5,397,436 $5,705,104 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 5-YEAR MWMC BUDGET COMPARISON SPRINGFIELD ADMINISTRATION Attachment 1 Page 54 of 98 Metropolitan Wastewater Management Commission Springfield Budget Detail Page 34 FY 24-25 BUDGET AND CIP ADOPTED AMENDED PROPOSED ACTUALS BUDGET BUDGET BUDGET FY 22-23 FY 23-24 FY 23-24 FY 24-25 PERSONNEL SERVICES Regular Salaries $1,463,144 $1,639,623 $1,639,623 $1,763,228 $123,605 7.5% Overtime 0 5,891 5,891 6,026 135 2.3% Employee Benefits 509,985 533,885 533,885 583,101 49,216 9.2% Health Insurance 305,186 363,352 363,352 353,456 (9,896)-2.7% Total Personnel Services $2,278,315 $2,542,751 $2,542,751 $2,705,811 $163,060 6.4% FTE 16.56 17.81 17.81 18.61 0.80 4.5% MATERIALS & SERVICES Billing & Collection Expense $821,832 $900,000 $900,000 $927,000 $27,000 3.0% Property & Liability Insurance 418,993 450,000 450,000 540,000 90,000 20.0% Contractual Services 52,010 206,373 206,373 281,373 75,000 36.3% Attorney Fees and Legal Expense 48,959 184,522 184,522 184,522 0 0.0% WPCF/NPDES Permits 184,711 185,000 185,000 190,550 5,550 3.0% Materials & Program Expense 95,664 96,890 341,047 142,725 45,835 47.3% Computer Software & Licenses 11,413 16,382 16,382 16,532 150 0.9% Employee Development 6,438 24,616 24,616 25,193 577 2.3% Travel & Meeting Expense 14,034 25,454 25,454 25,490 36 0.1% Internal Charges 279,456 281,292 281,292 254,045 (27,247)-9.7% Indirect Costs 375,720 402,668 402,668 411,863 9,195 2.3% Total Materials & Services $2,309,230 $2,773,197 $3,017,354 $2,999,293 $226,096 8.2% CAPITAL OUTLAY Total Capital Outlay $0 $0 $85,000 $0 $0 0.0% TOTAL $4,587,545 $5,315,948 $5,645,105 $5,705,104 $389,156 7.3% INCR/(DECR) CHANGE SPRINGFIELD ADMINISTRATION LINE ITEM BUDGET SUMMARY EXHIBIT 9 Attachment 1 Page 55 of 98   Attachment 1 Page 56 of 98 Metropolitan Wastewater Management Commission Eugene Budget Detail Page 35 FY 24-25 BUDGET AND CIP CITY OF EUGENE REGIONAL WASTEWATER PROGRAM RESPONSIBILITIES The Wastewater Division for the City of Eugene manages all regional wastewater pollution control facilities serving the areas inside the Eugene and Springfield Urban Growth Boundaries under the Intergovernmental Agreement for the Metropolitan Wastewater Management Commission (MWMC). These regional facilities include the Eugene/Springfield Regional Water Pollution Control Facility (WPCF), the Biosolids Management Facility, the Beneficial Reuse Site, the Biocycle Farm site, and regional wastewater pumping stations and transmission sewers. In support of the water pollution control program, the division provides technical services for wastewater treatment, management of equipment replacement and infrastructure rehabilitation, biosolids land application, regional laboratory services, resource recovery operations, and an industrial source control and pretreatment program in collaboration with environmental services staff at City of Springfield. REGIONAL WASTEWATER TREATMENT - FACILITY OPERATIONS The Wastewater Division operates the WPCF to treat residential, commercial, and industrial wastes to achieve an effluent quality that protects the beneficial uses of the Willamette River. The Operations section optimizes wastewater treatment processes to ensure effluent quality requirements are met in an efficient and cost effective manner. In addition, the Operations section provides continuous monitoring of the alarm functions for all plant processes, regional and local pump stations, the Biosolids Management Facility (BMF), and the Beneficial Reuse Site (BRS). REGIONAL WASTEWATER TREATMENT - FACILITY MAINTENANCE The mechanical, electrical, and facilities maintenance sections of the Wastewater Division are responsible for preservation of the multi-million-dollar investment in the equipment and infrastructure of the WPCF, regional pump stations, pressure sewers, as well as the BMF, BRS, and Biocycle Farm. These sections provide a preventative maintenance program to maximize equipment life and reliability; a corrective maintenance program to repair unanticipated failures; and a facility maintenance program to maintain the buildings, treatment structures, and grounds. BIOSOLIDS AND RECYCLED WATER MANAGEMENT The Residuals Management section of the Wastewater Division operates the BMF and Biocycle Farm to process and land apply biological solids (biosolids) produced as a result of the activated sludge treatment of wastewater. After further processing the biosolids from the WPCF, the dried material is applied to approved agricultural land. Biosolids are also applied on poplar trees at the Biocycle Farm as a beneficial nutrient and soil conditioner. In addition, this section utilizes recycled water for the processing of biosolids and for irrigation. This section also operates the BRS, which formerly served to treat wastewater from food processing operations. Program Responsibilities  Facility Operations  Facility Maintenance  Biosolids Management  Environmental Services  Management Information Services  Administration and Management Attachment 1 Page 57 of 98 Metropolitan Wastewater Management Commission Eugene Budget Detail Page 36 FY 24-25 BUDGET AND CIP ENVIRONMENTAL SERVICES Environmental Services is comprised of Industrial Source Control (Pretreatment), Analytical Services, and Sampling Team. Industrial Source Control (ISC) - The pretreatment program is a regional activity implemented jointly by the cities of Eugene and Springfield. The ISC group of the Wastewater Division is charged with administering the pretreatment program for the regulation and oversight of commercial and industrial wastewaters discharged to the wastewater collection system by fixed-site industries in Eugene and by mobile waste haulers in the Eugene and Springfield areas. This group is also responsible for ensuring that these wastes do not damage the collection system, interfere with wastewater treatment processes, result in the pass-through of harmful pollutants to treated effluent or biosolids, or threaten worker health or safety. This responsibility is fulfilled through the use of a permit and discharge authorization system for industrial and commercial users of the wastewater collection system. This permit system, common to both Eugene and Springfield, implements necessary prohibitions and limitations on waste characteristics and establishes inspection, monitoring, and reporting requirements for documenting waste quality and quantity controls. The staff is also responsible for locating new industrial and commercial discharges in Eugene and evaluating the impact of their discharges on the WPCF. The section also has responsibilities related to environmental spill response activities. Analytical Services - The Analytical Services group provides analytical laboratory work in support of wastewater treatment, residuals management, industrial source control, stormwater monitoring, and special project activities of the Wastewater Division. The laboratory's services include sample handling and analyses of influent sewage, treated wastewater, biosolids, industrial wastes, stormwater, surface water, and groundwater. Information from the laboratory is used to evaluate the performance of the treatment process, make treatment process control decisions, document compliance with regulatory requirements, demonstrate environmental protection, and ensure worker health and safety. Sampling Team - The Sampling Team is responsible for sampling and field monitoring activities related to regional wastewater program functions. These include the Eugene pretreatment program, wastewater treatment process control, effluent and ambient water quality, groundwater quality, facultative sludge lagoons, biosolids, application site soils, stormwater samples, and natural gas quality samples. MANAGEMENT INFORMATION SERVICES (MIS) The MIS section provides services for electronic data gathering, analysis, and reporting in compliance with regulatory requirements and management functions. This section also maintains the network communication linkages with the City of Eugene and supplies technical expertise and assistance in the selection, operation, and modification of computer systems (hardware and software) within the division. Attachment 1 Page 58 of 98 Metropolitan Wastewater Management Commission Eugene Budget Detail Page 37 FY 24-25 BUDGET AND CIP ADMINISTRATIVE AND MANAGEMENT SERVICES Administrative Services provides management, administrative, and office support to the Wastewater Division. This support includes the general planning, directing, and managing of the activities of the division; development and coordination of the budget; administration of personnel records; and processing of payroll, accounts payable, and accounts receivable. This section also provides tracking and monitoring of all assets for the regional wastewater treatment facilities and support for reception, customer service, and other administrative needs. The administrative services include oversight and coordination of the division’s Environmental Management System (EMS), safety, and training programs, and an inventory/storeroom section that purchases and stocks parts and supplies and assists with professional services contracting. The administrative services section also collaborates and coordinates with partner agencies on the local and regional billing and rate activities. PROGRAMS AND SIGNIFICANT SERVICE/EXPENDITURE CHANGES In FY 24-25, Eugene staff will support the following major regional initiatives in addition to ongoing operations and maintenance activities. ▪ Manage the Operations & Maintenance (O&M) responsibilities of the NPDES wastewater discharge permit for the treatment of wastewater and the Lane Regional Air Protection Agency (LRAPA) air emissions permit for the regional wastewater treatment plant. ▪ Manage the O&M responsibilities of the Renewable Natural Gas (RNG) facility to maximize production of renewable fuel and the associated renewable fuel standard credits. ▪ Provide technical input and O&M assessments related to proposed/newly adopted environmental regulations, renewable energy objectives, and operational resiliency. This includes impact evaluations of the regulatory actions upon operational responsibilities such as the federal sanitary sewer overflows (SSO), blending policy development, Willamette River TMDLs implementation, and any newly adopted state water quality standards. ▪ Complete scheduled major rehabilitation, equipment replacement, and other capital projects in an efficient and timely manner. ▪ Work cooperatively on CIP elements and effectively integrate capital project work with ongoing O&M activities with an emphasis on maintaining an effective CIP management and coordination program with Springfield staff. ▪ Manage the O&M aspects of the BMF and the Biocycle Farm, continuing biosolids land application practices and poplar tree management. Attachment 1 Page 59 of 98 Metropolitan Wastewater Management Commission Eugene Budget Detail Page 38 FY 24-25 BUDGET AND CIP SIGNIFICANT CHANGES IN THE O&M BUDGET FOR FY 24-25 The FY 24-25 budget for Operations and Maintenance of the regional wastewater treatment facilities (i.e., personnel, materials and services, and capital outlay) totals $19,611,600. The amount represents a grand-total increase of $1,015,000 or 5.5% from the FY 23-24 operating budget. Important to note that for FY 24-25, the largest line-item change to planned expenses is for Capital Outlay (new) operating items, which totals $1,105,000 or a $725,000 increase (90.8%) over the prior budget year. By excluding capital outlay from the planned operating expenses for FY 24-25, the increase for only Personnel and Materials & Services is $290,000 or 1.6% over FY 23-24. In the Materials & Services section of the Line Item Budget Summary for Eugene O&M, significant adjustments are shown for itemized expenses due to the inclusion of a new line item for Administrative Charges-EWEB. Historically, the administrative charges for EWEB had been included as a distribution across the M&S line-item expenses, such as Contractual Services, Materials and Program Expense, Computer Equipment and Supplies, etc. This adjustment shows the actual and budgeted expenses more clearly. For FY 24-25 and going forward, by including the line item for Administrative Charges-EWEB, there will be greater transparency upon reviewing all of the planned line-item expenses in the O&M budget and for comparison of budget-to-actual expenses in prior fiscal years. Aside from the M&S adjustments due to the inclusion of a line item for Administrative Charges-EWEB, the significant changes in the O&M budget for FY 24-25 are described below in detail. Personnel Services Personnel Services totaling $11,343,336 for FY 24-25 represents no change from the amount budgeted for FY 23-24. The City of Eugene prepares two-year budgets (i.e., two fiscal years as one biennium), whereas the MWMC prepares single fiscal-year budgets, so the Eugene O&M portion of the FY 24-25 MWMC budget represents the second half of Eugene’s 2023-2025 fiscal biennium. The personnel expenses in the City of Eugene budget were adopted for two fiscal years, including expenses for the addition of 4.5 Full-Time Equivalent (FTE) positions over the course of two years. The Eugene O&M portion of the FY 23-24 MWMC budget included the first year (one half) of the personnel expenses and inclusion of 2.32 FTE, and the FY 24-25 budget includes the second half of the personnel expenses and inclusion of 2.18 FTE. Therefore, the 8.4% increase for personnel expenses documented in the FY 23-24 MWMC budget for Eugene O&M represented the increase for two fiscal years with the addition of 4.5 FTE. The change in Full-Time Equivalent (FTE) positions increased from 79.36 to 81.68 FTE in the FY 23-24 budget year and will increase again from 81.68 to 83.86 FTE in the FY 24-25 budget year. Adjustments to Eugene O&M staffing occurred in FY 23-24 and are planned for FY 24-25, which are summarized and described as follows: Attachment 1 Page 60 of 98 Metropolitan Wastewater Management Commission Eugene Budget Detail Page 39 FY 24-25 BUDGET AND CIP The 2.32 FTE positions added in the FY 23-24 budget year for Eugene O&M included: 1.0 FTE – Systems Electrician 1 Addition of one electrician was in response to the additional workload caused by capital improvements at MWMC facilities and increased maintenance needs for aging infrastructure. 1.0 FTE – WW Operator 1 Adding one operator was needed due to the added workload from the Renewable Natural Gas (RNG) facility and the increased staff time needed for process control and facility optimization resulting from the capital improvements and process changes. 0.32 FTE – Laboratory Specialist The laboratory Specialist position was staffed at 0.5 FTE and needed to be increased to 0.82 FTE due to added workload resulting from the new NPDES permit requirements. The 2.18 FTE positions planned for FY 24-25 budget year will include: 0.85 FTE – Emergency Preparedness and Safety Manager (MA, Sr) This position was filled by existing staff in 2023 as a term-limited career development opportunity, and recruitment for the full-time regular position was postponed until 2024. Senior Management Analyst position is needed to fully implement the safety programs at MWMC facilities, including services related to health and safety in an industrial setting, emergency preparedness, and disaster response and recovery. 0.50 FTE – Application Systems Analyst 2 Addition of an Application Systems Analyst position is due to greater need for more support specific to software and applications, database maintenance and debugging, cybersecurity, and systems development. New utility billing software is also currently in development and used by Eugene Public Works to load user accounts and billing data into the EWEB billing system, which includes MWMC/regional wastewater user-fee charges. ASAs from the Wastewater Division are collaborating on portions of the software development and will then provide system support once the new software goes live in 2025. 0.65 FTE – Regulatory and Data Analyst (MA, Sr.) Professional services are contracted throughout the year to provide NPDES related reporting, LRAPA reporting, RNG reporting, stormwater monitoring and reporting on MWMC facilities, and the annual groundwater monitoring report for the BMF. Additional staffing of 0.65 FTE for Senior Management Analyst (Regulatory and Data Analyst) will replace the need for contracted services to provide the required reporting for compliance with local, state, and federal requirements. 0.18 FTE – Heavy Equipment and CDL Training Instructor Eugene Public Works has distributed the personnel expense for 1.0 FTE across the department for a Heavy Equipment and Commercial Driver License (CDL) Trainer position. The distributed cost share is 0.18 FTE, as much of the heavy equipment is used at MWMC facilities (i.e., dump trucks, semi tractor-trailers, cranes, etc.). Attachment 1 Page 61 of 98 Metropolitan Wastewater Management Commission Eugene Budget Detail Page 40 FY 24-25 BUDGET AND CIP Materials and Services The Materials and Services budget totaling $7,163,264 represents an FY 24-25 increase of $290,000 or 4.2%. Aside from the adjustments due to inclusion of the line item for Administrative Charges-EWEB, other significant changes for M&S are planned as follows: Utilities – $1,450,000, a net increase of $28,000 or 2.0% An increase in planned utility expenditure is needed, anticipating more uptime from the RNG facility and considering utility rate increases for large general service customers in FY 24-25. Fleet Operating Charges – $593,000, a net increase of $38,895 or 7.0% The internal rates and charges from Public Works Fleet Services are budgeted to increase due to economic factors for fuel, automotive electronics, parts and equipment. Chemicals – $885,000, a net increase of $84,500 or 10.6% The costs for hypochlorite, sodium bisulfite, and polymer (both dry and liquid) have increased due to economic factors. Unit prices are established through regional competitive price agreements, and resupply orders are placed depending on the timing of treatment process and O&M activity. Planned expenditure for the H2S filter media specific to the Renewable Natural Gas (RNG) facility is also budgeted within the chemicals line item. Parts & Components – $635,000, a net increase of $217,000 or 51.9% Capital improvements have increased the type and quantity of parts and components needed for O&M in addition to the increase in unit costs for parts and components due to economic factors. Indirect Charges – $1,225,000, a net decrease of $75,000 or -5.8% This line item has been budgeted high for several years and will be decreased for FY 24-25 to better align budget to actual expenses. Attachment 1 Page 62 of 98 Metropolitan Wastewater Management Commission Eugene Budget Detail Page 41 FY 24-25 BUDGET AND CIP Capital Outlay - Budget The FY 24-25 Capital Program budget includes $1,105,000 for the Capital Outlay items listed below: Fire Alarm System Upgrade – Replacement of in-house assembled alarm systems in the outlying buildings at the treatment plant with an industry-standard package system. Seismic Upgrades, Phase 1 – Engineering design for the initial seismic improvements to buildings identified in the Resiliency Planning Project (P80096). Facilities O&M Manuals/Training Software – O&M software integration would enable more comprehensive training for new operators and provide on-demand information to operate and maintain the facility. Hot Water Loop Optimization – Optimization of the digester heating loop at the plant to improve efficiency and evaluate compliance with DEQ redundancy requirements. Ops-Admin Furniture, Computers and Media Equipment – Furnishings and media equipment for the larger building space and additional conference rooms once the Ops-Admin Building Project (P80104) is completed. RNG Instrumentation Upgrade – Instrumentation is required to comply with new EPA Renewable Fuel Standard Set Rule. pH and Conductivity Probes – Additional instrumentation to expand collection system monitoring. Project Description FY 24-25 Proposed Budget Fire Alarm System Upgrade, Design Engineering, Plant and BMF $250,000 Seismic Upgrades – Phase 1 200,000 Facilities O&M Manuals/Training Software 200,000 Hot Water Loop Optimization, Plant 200,000 Ops-Admin Furniture, Computers and Media Equipment, Phase 1 120,000 RNG Instrumentation Upgrade 85,000 pH and Conductivity Probes, Regional Pump Stations 50,000 Total $1,105,000 Capital Outlay Attachment 1 Page 63 of 98 Metropolitan Wastewater Management Commission Eugene Budget Detail Page 42 FY 24-25 BUDGET AND CIP ACTUALS ADOPTED BUDGET AMENDED BUDGET PROPOSED BUDGET FY 22-23 FY 23-24 FY 23-24 FY 24-25 Personnel Services $10,058,646 $11,343,336 $11,343,336 $11,343,336 $0 0.0% Materials & Services 6,921,210 6,873,264 6,873,264 7,163,264 290,000 4.2% Capital Outlay 96,930 380,000 380,000 1,105,000 725,000 N/A Budget Summary $17,076,786 $18,596,600 $18,596,600 $19,611,600 $1,015,000 5.5% FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 NOTE: Does not include Major Rehabilitation or Equipment Replacement INCR/(DECR) EXHIBIT 10 EUGENE - OPERATIONS AND MAINTENANCE PROGRAM PROPOSED FY 24-25 BUDGET SUMMARY CHANGE * $15,379,200 $15,359,963 $17,199,000 $18,596,600 $19,611,600 $0 $3,000,000 $6,000,000 $9,000,000 $12,000,000 $15,000,000 $18,000,000 $21,000,000 $24,000,000 FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 5-YEAR MWMC BUDGET COMPARISON EUGENE -OPERATIONS AND MAINTENANCE Attachment 1 Page 64 of 98 Metropolitan Wastewater Management Commission Eugene Budget Detail Page 43 FY 24-25 BUDGET AND CIP ADOPTED AMENDED PROPOSED ACTUAL BUDGET BUDGET BUDGET FY 22-23 FY 23-24 FY 23-24 FY 24-25 PERSONNEL SERVICES Regular Salaries $5,956,034 $6,457,996 $6,457,996 $6,437,646 ($20,350)-0.3% Overtime 78,277 57,650 57,650 78,000 20,350 35.3% Employee Benefits 2,553,016 2,858,032 2,858,032 2,858,032 - 0.0% Paid Family Med Leave Insurance 0 32,288 32,288 32,288 - 0.0% Workers' Comp/Unemploy Ins 122,808 130,292 130,292 130,292 - 0.0% Health Insurance $1,348,511 $1,807,078 $1,807,078 $1,807,078 - 0.0% Total Personnel Services $10,058,646 $11,343,336 $11,343,336 $11,343,336 $0 0.0% FTE 79.36 81.68 81.68 83.86 2.18 2.7% MATERIALS & SERVICES Utilities $1,378,962 $1,422,000 $1,422,000 $1,450,000 $28,000 2.0% Fleet Operating Charges 592,395 554,141 554,141 593,000 38,859 7.0% Maintenance-Equip & Facilities 227,162 237,789 237,789 236,264 (1,525)-0.6% Contractual Services 408,521 747,400 443,102 410,000 (337,400)-45.1% Materials & Program Expense 532,079 752,231 551,977 532,000 (220,231)-29.3% Administrative Charges - EWEB 680,002 0 659,900 730,000 730,000 0.0% Chemicals 882,785 800,500 800,500 885,000 84,500 10.6% Parts & Components 635,351 418,000 418,000 635,000 217,000 51.9% Risk Insurance - Employee Liability 61,869 71,203 71,203 63,000 (8,203)-11.5% Computer Equip, Supplies, Maint 402,556 570,000 414,652 404,000 (166,000)-29.1% Indirects 1,119,528 1,300,000 1,300,000 1,225,000 (75,000)-5.8% Total Materials & Services $6,921,210 $6,873,264 $6,873,264 $7,163,264 $290,000 4.2% CAPITAL OUTLAY Capital Outlay - Other $96,930 $380,000 $380,000 $1,105,000 $725,000 90.8% Total Capital Outlay $96,930 $380,000 $380,000 $1,105,000 $725,000 90.8% TOTAL $17,076,786 $18,596,600 $18,596,600 $19,611,600 $1,015,000 5.5% EXHIBIT 11 EUGENE - OPERATIONS & MAINTENANCE LINE ITEM BUDGET SUMMARY CHANGE INCR/(DECR) Attachment 1 Page 65 of 98   Attachment 1 Page 66 of 98 CAPITAL PROGRAM Attachment 1 Page 67 of 98   Attachment 1 Page 68 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 44 FY 24-25 BUDGET AND CIP REGIONAL WASTEWATER PROGRAM CAPITAL PROGRAMS Overview The Regional Wastewater Program (RWP) includes two components: the Capital Improvement Program (CIP) and the Asset Management Capital Program (AMCP). The FY 24-25 CIP Budget, the FY 24-25 AMCP Budget, and the associated 5-Year Capital Plan are based on the following: 2004 MWMC Facilities Plan (2004 FP), 2014 Partial Facilities Plan Update, Resiliency Planning Study (Disaster Mitigation & Recovery Plan – March 2020), and recent 2023 infrastructure evaluation. The 2004 FP was approved by the MWMC, the governing bodies of the City of Eugene, the City of Springfield, Lane County, and the Oregon Department of Environmental Quality (DEQ). The 2004 FP and its 20-year capital project list was the result of a comprehensive evaluation of the regional wastewater treatment facilities serving the Eugene-Springfield metropolitan area. The DEQ renewed the MWMC NPDES permit #102486 that became effective on November 1, 2022. The 2004 FP built on previous targeted studies, including the 1997 Master Plan, 1997 Biosolids Management Plan, 2001 Wet Weather Flow Management Plan (WWFMP), and the 2003 Management Plan for a dedicated biosolids land application site. The 2004 FP was intended to meet changing regulatory and wet weather flow requirements and to serve the community’s wastewater capacity and treatment needs through 2025. Accordingly, the 2004 FP established the CIP project list to provide necessary facility enhancements and expansions over the planning period. The CIP is administered by the City of Springfield for the MWMC. The AMCP implements the projects and activities necessary to maintain functionality, lifespan, and effectiveness of the MWMC facility assets on an ongoing basis. The AMCP is administered by the City of Eugene for the MWMC and consists of three sub-categories: ▪ Equipment Replacement Program ▪ Major Rehabilitation Program ▪ Major Capital Outlay The MWMC has established these capital programs to achieve the following RWP objectives: ▪ Compliance with applicable local, state, and federal laws and regulations ▪ Protection of the health and safety of people and property from exposure to hazardous conditions such as untreated or inadequately treated wastewater ▪ Provision of adequate capacity to facilitate community growth in the Eugene-Springfield metropolitan area consistent with adopted land use plans ▪ Construction, operation, and management of MWMC facilities in a manner that is as cost- effective, efficient, and affordable to the community in the short and long term ▪ Mitigation of potential negative impacts of the MWMC facilities on adjacent uses and surrounding neighborhoods (ensuring that the MWMC facilities are “good neighbors” as judged by the community) Attachment 1 Page 69 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 45 FY 24-25 BUDGET AND CIP Capital Program Funding and Financial Planning Methods and Policies This annual budget document presents the FY 24-25 CIP Budget, the FY 24-25 AMCP Budget, and 5- Year Capital Plan which includes the CIP and AMCP Capital Plan. The MWMC CIP financial planning and funding methods are in accordance with the financial management policies put forth in the MWMC 2019 Financial Plan. Each of the two RWP capital programs relies on funding mechanisms to achieve the objectives described above. The CIP is funded primarily through Capital Reserves, which may include proceeds from revenue bond sales, financing through the State of Oregon DEQ Clean Water State Revolving Fund loan program, System Development Charges, and transfers from the Operating Fund to Capital Reserves. The RWP’s operating fund is maintained to pay for operations, administration, debt service, equipment replacement contributions and capital contributions associated with the RWP. The operating fund derives most of its revenue from regional wastewater user fees that are collected by the City of Eugene and City of Springfield from their respective customers. In accordance with the MWMC Financial Plan, funds remaining in excess of budgeted operational expenditures can be transferred from the Operating Fund to the Capital Reserve fund. The Capital Reserve accumulates revenue to fund capital projects, including major rehabilitation, to reduce the amount of borrowing necessary to finance capital projects. In addition, the CIP is funded with System Development Charges for the projects that qualify. The AMCP consists of three programs managed by the City of Eugene and funded through regional wastewater user fees. The Equipment Replacement Program, which funds replacement of equipment valued at or over $10,000 with a life expectancy greater than one year; the Major Rehabilitation Program, which funds rehabilitation of the MWMC infrastructure such as roof replacements, structure coatings, etc.; and the Major Capital Outlay Program for the initial purchase of major equipment that will be placed on the equipment replacement list, or a one-time large capital expense. Some projects are created with a CIP project sheet due to the nature and complexity of the project. The MWMC assets are tracked throughout their lifecycle using asset management tracking software. Based on this information, the three AMCP program annual budgets are established and projected for the 5-Year Capital Plan. For planning purposes, MWMC considers market changes that drive capital project expenditures. Specifically, the MWMC capital plan reflects projected price changes over time that affect cost of materials, supply chain impacts, and services. Accordingly, the 2004 FP projections were based on the 20- city average Engineering News Record Construction Cost Index (ENRCCI). In addition, City of Springfield staff and MWMC design consultants monitor construction trends in Oregon and supply chain issues. Attachment 1 Page 70 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 46 FY 24-25 BUDGET AND CIP Regional Wastewater Capital Program Status and Budget CIP Project Status and Budget The FY 24-25 CIP Budget is comprised of the individual budgets for each of the active (carryover) or starting (new) projects in the first year of the 5-Year Capital Plan. The total of these FY 24-25 project budgets is $69,120,000. Each capital project represented in the FY 24-25 Budget is described in detail in a CIP project sheet that can be found at the end of this document. Each project sheet provides a description of the project, the project’s purpose/driver (the reason for the project), the funding schedule for the project, and the project’s expected final cost and cash flow information. For those projects that are in progress, a short status report is included on the project sheet. In 2019, the MWMC Resiliency Planning consultant study focused on seismic (Cascadia magnitude 9.0 earthquake) and major flooding event(s) and recommended some infrastructure multi-year improvements for consideration during the CIP Budgeting process. Completed Capital Projects The following capital projects were completed in FY 23-24: ▪ Poplar Harvest Management Services - P80083 Carryover Capital Projects All or a portion of remaining funding for active capital projects are carried forward to the MWMC FY 24- 25 budget. The on-going carryover projects are: ▪ Administration Building Improvements - P80104 ▪ Electrical Switchgear & Transformer Replacement - P80115 ▪ Water Quality Trading Program - P80112 ▪ Class A Disinfection Facilities - P80098 ▪ Aeration Basin Upgrades (2023-2026) - P80113 ▪ Glenwood Pump Station Upgrade - P80064 ▪ Comprehensive Facility Plan Update - P80101 ▪ WPCF Stormwater Infrastructure - P80111 ▪ Resiliency Follow-Up - P80109 ▪ Recycled Water Demonstration Projects - P80099 Overall, the budgeting for these projects follows, and is consistent with, the estimated cost of the listed capital projects and new information gathered during the MWMC design development process. New Projects for FY 24-25 ▪ Waste Activated Sludge Thickening - P80078 ▪ Repair Clarifiers & Final Treatment - P80118 ▪ Facility Plan Engineering Services - P80110 Attachment 1 Page 71 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 47 FY 24-25 BUDGET AND CIP FY 24-25 Capital Budget Summary (Exhibit 12) Exhibit 12 displays the adjusted budget and end-of-year expenditure estimates for FY 23-24, the amount of funding projected to be carried over to FY 24-25 and additional funding for existing and/or new projects in FY 24-25. FY 23-24 ADJUSTED BUDGET FY 23-24 ESTIMATED ACTUALS FY 23-24 CARRYOVER TO FY 24-25 NEW FUNDING FOR FY 24-25 TOTAL FY 24-25 BUDGET Project to be Completed in FY 23-24 Poplar Harvest Management Services 258,891 258,800 0 0 0 Projects to be Carried Over to FY 24-25 Administration Building Improvements 18,454,853 4,254,853 14,200,000 8,000,000 22,200,000 Electrical Switchgear & Transformer Replacement 19,882,462 3,282,462 16,600,000 0 16,600,000 Water Quality Trading Program 12,239,974 769,974 11,470,000 0 11,470,000 Class A Disinfection Facilities 6,825,572 225,572 6,600,000 1,500,000 8,100,000 Aeration System Upgrades (2023 to 2026)4,195,765 1,595,765 2,600,000 600,000 3,200,000 Glenwood Pump Station Upgrade 1,898,846 198,846 1,700,000 0 1,700,000 Comprehensive Facilities Plan Update 3,215,206 1,765,206 1,450,000 0 1,450,000 WPCF Stormwater Infrastructure 400,000 80,000 320,000 200,000 520,000 Resiliency Follow-Up 1,289,367 230,000 300,000 0 300,000 Recycled Water Demonstration Projects 334,621 34,621 80,000 0 80,000 New Projects in FY 24-25 Waste Activated Sludge Thickening 0 0 0 1,500,000 1,500,000 Repair Clarifiers & Final Treatment 0 0 0 1,500,000 1,500,000 Facility Plan Engineering Services 0 0 0 500,000 500,000 TOTAL Capital Projects $68,995,557 $12,696,099 $55,320,000 $13,800,000 $69,120,000 EXHIBIT 12 Summary of FY 24-25 MWMC Construction Program Capital Budget Attachment 1 Page 72 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 48 FY 24-25 BUDGET AND CIP FY 24-25 Asset Management Capital Program and Budget The AMCP consists of the following three programs: ▪ Equipment Replacement ▪ Major Rehabilitation ▪ Major Capital Outlay The FY 24-25 budget of each program is described below. Equipment Replacement Program - Budget The FY 24-25 Capital Programs budget includes $1,415,000 in Equipment Replacement purchases that are identified on the table below. Gravity Belt Thickener (x2) – Scheduled major rebuild of both GBT units, including all wear parts. Bar Screen (x2), Pretreatment – Major rebuild of main components due to increased corrective maintenance. Actuator, Gate (x11), Pretreatment – Need to replace due to obsolete replacement parts. Grit Channel Drive Chain (x1), Pretreatment – Scheduled major rebuild, and will be using plastic components to increase longevity in a corrosive environment. Polymer Feeder, Dewatering Facility, BMF – Rebuild key components rather than a complete replacement. Hypochlorite Tank #3 Rebuild – Rebuild the failed bottom and inner lining of the storage tank. Project Description FY 24-25 Proposed Budget Gravity Belt Thickener (x2)$400,000 Bar Screen (x2), Pretreatment 300,000 Actuator, Gate (x11), Pretreatment 110,000 Grit Channel Drive Chain (x1), Pretreatment 100,000 Polymer Feeder, Dewatering Facility, BMF 90,000 Hypochlorite Tank #3 Rebuild, Final 80,000 Hypochlorite (SHC) Metering Pump, Final (x4)80,000 Bisulfite (SBS) Metering Pump, Final (x3)60,000 Gate, Slide (x6), Pretreatment 60,000 Gearbox, Helical Gear Reducer (x4), Pretreatment 60,000 Drive, Variable Frequency (x2), Digester 30,000 Truck, Micro, Facilities 25,000 Air Compressor, Pretreatment 20,000 Total $1,415,000 Equipment Replacement Attachment 1 Page 73 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 49 FY 24-25 BUDGET AND CIP Hypochlorite (SHC) Metering Pump, Final (x4) – Connections between mechanical and electrical components need replacement to ensure permit compliance. Bisulfite (SBS) Metering Pump, Final (x3) – Connections between mechanical and electrical components need replacement to ensure permit compliance. Gate, Slide (x6), Pretreatment – Original 1980s gates are corroded, failing, not sealing properly, and need to be replaced. Gearbox, Helical Gear Reducer (x4), Pretreatment – Original 1980s gearboxes for the slide gates are beyond repair and need to be replaced. Drive, Variable Frequency (x2), Digester – These are older series models used for digested sludge pumps and parts are difficult to acquire. Truck, Micro, Facilities – This truck has become unsafe and parts are no longer available for repairs. Air Compressor, Pretreatment – As the backup source of compressed air to the west side of the plant, this compressor is not reliable and greater capacity is needed. Major Rehabilitation Program - Budget The FY 24-25 Capital Programs budget includes $1,820,000 for Major Rehabilitation projects that are identified on the table below. Asphalt Rehabilitation, Plant and BMF – Implementation of the condition assessment recommendations to repair the Air-Drying Beds (ADBs) at the Biosolids Management Facility (BMF), as well as roadways and parking lots at the main plant, BMF, and regional pump stations. Dewatering Facility, Roof Replacement – Condition assessment by staff and contractor have determined the need to reapply liquid waterproofing product. Hypochlorite Delivery System Rebuild – Existing hypochlorite piping is damaged, creating operational and safety concerns. This will simplify piping manifolds, upsize piping to match pump manufacturer recommendations, and repair drain piping. Groundwater Monitoring Wells – Evaluation and maintenance of the groundwater monitoring well networks at the Biocycle Farm and BRS to support groundwater protection programs. Project Description FY 24-25 Proposed Budget Asphalt Rehabilitation, Plant and BMF $1,300,000 Dewatering Facility, Roof Replacement, BMF 175,000 Hypochlorite Delivery System Rebuild, Phase 2 110,000 Groundwater Monitoring Wells, Biocycle Farm and BRS 100,000 Roof Replacement, Control Building, BRS 75,000 Interior Remodeling, MWMC Project Trailer, Plant 30,000 Operations/Maintenance Building Improvements 30,000 Total $1,820,000 Major Rehabilitation Attachment 1 Page 74 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 50 FY 24-25 BUDGET AND CIP Roof Replacement, Control Building, BRS – Condition assessment by staff and contractor is recommending installation of a new roofing assembly over the existing roof. Interior Remodeling, MWMC Project Trailer – The office spaces and amenities in the project trailer need to be upgraded or replaced. Operations/Maintenance Building Improvements – Allocation for small-scale facility improvements. Major Capital Outlay The FY 24-25 Capital Program budget includes $900,000 for the Major Capital items listed below. Waste Gas Burner, RNG Facility – Originally eliminated during value engineering, a flare dedicated to burning waste gas from the Renewable Natural Gas process will increase uptime of the facility. Comprehensive Security Upgrade, Design Engineering – This project will focus on conducting a comprehensive security assessment of the main plant, Biosolids Management Facility, Poplar Farm, Beneficial Reuse Site, and regional pump stations, and the design for recommended improvements. Asset Management Capital Budget Summary The following table summarizes the FY 24-25 Asset Management Capital Program Budget by project type showing a total AMCP budget of $4,135,000. Project Description FY 24-25 Proposed Budget Waste Gas Burner, RNG Facility 550,000$ Comprehensive Security Upgrade, Design Engineering 350,000 Total 900,000$ Major Capital Project Description FY 24-25 Proposed Budget Equipment Replacement $1,415,000 Major Rehabilitation 1,820,000 Major Capital 900,000 Total $4,135,000 Asset Management Capital Project Budget Attachment 1 Page 75 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 51 FY 24-25 BUDGET AND CIP FY 25-26 Asset Management Capital Program Status and Budget The AMCP consists of the following programs: ▪ Equipment Replacement ▪ Major Rehabilitation ▪ Major Capital Outlay The FY 25-26 budget and status of each program is described below. Equipment Replacement Program – Budget Forecast The FY 25-26 Capital Programs budget includes $2,375,000 in Equipment Replacement purchases that are identified in the table below. Screw Pumps, Pretreatment – Following a condition assessment scheduled for 2024, this could entail rebuilding the screw flights and regrouting the screw trough. Motor Control Centers, Pretreatment – The motor control centers that operate the screw pumps have degraded due to exposure to hydrogen sulfide gas. There may be a project to relocate them to a less corrosive environment. Tractor Loader, Integrated Tool Carrier, BMF – The ITC is beyond repair and needs replacing. Hypochlorite Tank Rebuild, Final – Replace the failing false bottom and inner lining of the tank. ICP System, High Metals, Lab – The current system has reached end of service life. This system is used to perform regulatory, permit required water quality analysis. Pickup Truck, ¾ Ton, Longbox, Maintenance – All vehicle replacements are following the recommendations from City of Eugene Fleet staff based on the cost of ownership which includes aspects like frequency and cost of repairs, availability of parts, age, mileage, and fuel economy. Project Description FY 25-26 Planned Budget Screw Pumps, Pretreatment (x4)$1,000,000 Motor Control Centers, Screw Pumps, Pretreatment (x4)500,000 Tractor Loader, Integrated Tool Carrier, BMF 400,000 Hypochlorite Tank #1 Rebuild, Final 85,000 ICP System, High Metals, ESB Laboratory 75,000 Pickup Truck, 3/4 Ton, Longbox, Maintenance 70,000 Pickup Truck, 4WD, Facilities 65,000 Pickup Truck, Crew Cab, BMF 60,000 Passenger Vehicle, SUV, Maintenance 60,000 TOC Analyzer, Nutrients, ESB Laboratory 40,000 Acid Distillation System, ESB Labs 20,000 Total $2,375,000 Equipment Replacement Attachment 1 Page 76 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 52 FY 24-25 BUDGET AND CIP Pickup Truck, 4WD, Facilities – See above. Pickup Truck, Crew Cab, BMF – See above. Passenger Vehicle, SUV, Maintenance – See above. TOC Analyzer, Nutrients, Lab – The current system has reached end of service life. This system is used to perform permit required water quality analysis. Acid Distillation System, Lab – This system is used to reduce contamination in trace metals analysis and new equipment will reduce the cost of purchasing commercially prepared acids to meet the permit- required detection limits. Major Rehabilitation Program - Budget The FY 25-26 Capital Programs budget includes $1,120,000 for Major Rehabilitation projects that are identified in the table below. Spot Repairs and Recoating, Secondary Rake Arms (x4) – Periodic spot repairs to the coatings are necessary to continue to protect the steel structure. Coating, Raw Sewage Pumps – Following a condition assessment scheduled for 2024, this would reapply a protective industrial coating to the steel screws. Coating, Grit Channels – Remove and reapply an industrial coating to protect the structural concrete from corrosive hydrogen sulfide gas. Coating, Digester #1 Interior Dome – Following a condition assessment scheduled for 2024, the interior coating of the digester may need to be replaced. This budget request is to supplement the reappropriated (unspent) allocation from FY23 due to cost increases. Operations/Maintenance Building Improvements – Allocation for small-scale facility improvements. Project Description FY 25-26 Planned Budget Spot Repairs and Recoating, Clarifier Rake Arms, Secondary (x4)$600,000 Coating, Raw Sewage Pumps, Pretreatment (x4)240,000 Coating, Grit Channels, Pretreatment (x2)150,000 Coating, Interior Dome #1, Digesters 80,000 Operations/Maintenance Building Improvements 50,000 Total $1,120,000 Major Rehabilitation Attachment 1 Page 77 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 53 FY 24-25 BUDGET AND CIP Major Capital - Budget The FY 25-26 Capital Program budget includes $1,000,000 for the Major Capital items listed below. Comprehensive Security Upgrade – Based on previous security assessment work, funding will be needed for the construction of selected security improvements to the main plant, Biosolids Management Facility, Poplar Farm, Beneficial Reuse Site, and regional pump stations. Summary of FY 25-26 Asset Management Capital Program Budget Project Description FY 25-26 Planned Budget Comprehensive Security Upgrade, Regional Facilities 1,000,000$ Total 1,000,000$ Major Capital Project Description FY 25-26 Planned Budget Equipment Replacement $2,375,000 Major Rehabilitation 1,120,000 Major Capital Outlay 1,000,000 Total $4,495,000 Asset Management Capital Project Budget Attachment 1 Page 78 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 54 FY 24-25 BUDGET AND CIP 5-Year Capital Plan (Exhibit 13) For each fiscal planning cycle, only the first year of budget authority is appropriated. The remaining four years of the CIP and AMCP Capital Plans are important and useful for fiscal and work planning purposes. However, it is important to note that the funds in the outer years of the Capital Plan are only planned and not appropriated. Also, the full amount of obligated multi-year project costs is often appropriated in the first year of the project, unless a smaller subset of the project, such as project design, can be identified and funded without budgeting the full estimated project cost. For these multi-year contracts, unspent funds from the first fiscal year will typically be carried over to the next fiscal year until the project is completed. Accordingly, the RWP Capital Plan presented herein is a subsequent extension of the plan presented in the adopted FY 23-24 Budget that has been carried forward by one year to FY 24-25. Changes to the 5-Year Plan typically occur from year to year as more information becomes available and evaluated. Exhibit 13 displays the MWMC 5-Year Capital Plan programs budget, which includes $138,630,000 in planned capital projects and $15,623,000 planned asset management capital projects for an overall 5-Year Capital Plan Budget of $154,253,000. FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 TOTAL CAPITAL PROJECTS Non-Process Facilities and Facilities Planning Comprehensive Facilities Plan Update 1,450,000 1,450,000 Facility Plan Engineering Services 500,000 160,000 160,000 160,000 160,000 1,140,000 Partial Facility Plan Update 650,000 650,000 Conveyance Systems Glenwood Pump Station Upgrade 1,700,000 1,700,000 Plant Performance Improvements Administration Building Improvements 22,200,000 22,200,000 Electrical Switchgear & Transformer Replacement 16,600,000 16,600,000 Water Quality Trading Program 11,470,000 11,470,000 Class A Disinfection Facilities 8,100,000 8,100,000 Aeration System Upgrades (2023 to 2026)3,200,000 24,400,000 27,600,000 Waste Activated Sludge Thickening 1,500,000 5,000,000 6,500,000 Repair Clarifiers & Final Treatment 1,500,000 3,500,000 5,000,000 10,000,000 WPCF Stormwater Infrastructure 520,000 520,000 Resiliency Follow-Up 300,000 800,000 800,000 2,000,000 3,000,000 6,900,000 Recycled Water Demonstration Projects 80,000 220,000 300,000 Owosso Bridge Seismic Upgrades 1,000,000 5,500,000 6,500,000 Tertiary Filtration - Phase 2 7,000,000 10,000,000 17,000,000 TOTAL CAPITAL PROJECTS $69,120,000 $35,080,000 $11,460,000 $9,810,000 $13,160,000 $138,630,000 ASSET MANAGEMENT Equipment Replacement 1,415,000 2,375,000 1,037,000 1,499,000 2,547,000 8,873,000 Major Rehabilitation 1,820,000 1,120,000 990,000 505,000 415,000 4,850,000 Major Capital Outlay 900,000 1,000,000 - - - 1,900,000 TOTAL ASSET MANAGEMENT $4,135,000 $4,495,000 $2,027,000 $2,004,000 $2,962,000 $15,623,000 TOTAL CAPITAL IMPROVEMENTS $73,255,000 $39,575,000 $13,487,000 $11,814,000 $16,122,000 $154,253,000 EXHIBIT 13 Regional Wastewater 5-Year Capital Programs Attachment 1 Page 79 of 98   Attachment 1 Page 80 of 98 CAPITAL PROJECT DETAIL Attachment 1 Page 81 of 98   Attachment 1 Page 82 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 55 FY 24-25 BUDGET AND CIP COMPREHENSIVE FACILITIES PLAN UPDATE (P80101) Description: This will be the first MWMC Comprehensive Facilities Plan Update since the 2004 Facilities Plan. The Comprehensive Facilities Plan comprises three distinct volumes: MWMC Integrated Plan, Process Facilities Plan, and MWMC Opportunities Plan. Together, these volumes address the current environment and drivers for the MWMC, the regulatory and operational considerations for wastewater services, and the cross- community opportunities to advance the MWMC’s work. The update includes WPCF stormwater planning, capital/facilities planning, system development charge evaluation, technical services, and cost estimating for a 20-year planning horizon. The update will draw on the most recent plant data, permit compliance requirements, and available technology able to ensure the MWMC continues to meet future regulations, environmental standards, and community growth. The MWMC’s November 1, 2022 NPDES permit was the next permit update since May 1, 2002. Status: As of December 2023, consultant task order work began in December 2022 for P80101 Facilities Planning and some evaluation of MWMC existing infrastructure occurred in 2023. The WPCF stormwater master plan information is dated December 2021. Justification: Evaluate and plan for future MWMC conveyance and treatment upgrades and solutions to meet regulatory requirements, preserve public health, support community growth, protect the Willamette River, and provide financial responsible wastewater services. Project Driver: Provide MWMC comprehensive facilities planning to develop the capital program and recommendations for the upcoming 20-years. Provide information for the MWMC 2019 Financial Plan policies related to Capital Planning and Financing. A current Facilities Plan is required for certain project financial approvals. Project Trigger: The 2021 stormwater planning portion for the WPCF was triggered to address local building permit requirements for MWMC upcoming construction projects. The remaining project scope is focusing on MWMC planning for the next 20 years and beyond. Estimated Project Cost: $3,550,000 Estimated Cash Flow: FY 18-19 = $35,701; FY 19-20 = $15,174; FY 20-21 = $70,567; FY 21-22 = $2,136; FY 22-23 = $211,217; FY 23-24 = $1,765,205; FY 24-25 = $1,450,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $0 $0 $0 $0 $0 $0 $0 $0 Other $334,795 $1,765,205 $1,450,000 $0 $0 $0 $0 $3,550,000 Total Cost $334,795 $1,765,205 $1,450,000 $0 $0 $0 $0 $3,550,000 Attachment 1 Page 83 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 56 FY 24-25 BUDGET AND CIP FACILITY PLAN ENGINEERING SERVICES (P80110) Description: Engineering/technical/vendor services for analysis, project definition, cost estimating, design feedback, follow up approvals, and general consultation regarding the MWMC Facilities Plan follow up support. The related project P80090 for consultant services closed out in FY 21-22. Status: Pursuant to the issuance of the 2022 NPDES permit, MWMC representatives began updating the Facilities Plan under P80101 and will need follow up support via P80110 Facility Plan Engineering Services. As required by the NPDES permit #102486 (page 12 and 38) and before September 15, 2025, the MWMC must provide an inspection report to the DEQ of the treatment plant outfall system. The P80110 funding will support the inspection and evaluation of the MWMC outfall system. Justification: Consultant services to provide ongoing technical and engineering services as needed after the MWMC Comprehensive Facilities Plan Update (P80101). Project Driver: Ongoing engineering/technical/vendor services via P80110. Project Trigger: Ongoing need. Estimated Cost: $1,140,000 (2024 to 2029) Estimated Cash Flow: FY 24-25 = $500,000; FY 25-26 = $160,000; FY 26-27 = $160,000; FY 27-28 = $160,000; FY 28-29 = $160,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $0 $0 $0 $0 $0 $0 $0 $0 Other $0 $0 $500,000 $160,000 $160,000 $160,000 $160,000 $1,140,000 Total Cost $0 $0 $500,000 $160,000 $160,000 $160,000 $160,000 $1,140,000 Attachment 1 Page 84 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 57 FY 24-25 BUDGET AND CIP PARTIAL FACILITY PLAN UPDATE (P80103) Description: This project provides a 5-year update to the Comprehensive Facilities Plan (P80101) that will help verify and re-evaluate the MWMC assumptions, projections, and project cost estimates. The Partial Facilities Plan Update (P80103) reviews the new and evolving regulatory drivers, identifies technology changes/opportunities, evaluates needed adjustments, and provides new recommendations. The next MWMC NPDES permit renewal date is September 30, 2027. Status: Anticipate starting work in FY 27-28 or as needed. Justification: The information and basis of the Comprehensive Facilities Plan requires regular updating to ensure knowledge, data, regulations, and performance issues behind Facilities Plan recommendations are current and recommended projects are adapted and adopted based on the newest available information. Project Driver: Ongoing goal to keep MWMC planning up to date. Project Trigger: Scheduled update. The next MWMC NPDES permit renewal date is September 30, 2027. Estimated Project Cost: $650,000 (continue to evaluate before 2027) Estimated Cash Flow: FY 27-28 = $320,000; FY 28-29 = $330,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $0 $0 $0 $0 $0 $0 $0 $0 Other $0 $0 $0 $0 $0 $650,000 $0 $650,000 Total Cost $0 $0 $0 $0 $0 $650,000 $0 $650,000 Attachment 1 Page 85 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 58 FY 24-25 BUDGET AND CIP GLENWOOD PUMP STATION UPGRADE (P80064) Description: Expand Glenwood pump station capacity to accommodate growth and meet Oregon Department of Environmental Quality (DEQ) wastewater pump station design requirements. The pump station was designed with stalls for additional pumps. Two pumps were installed in 1995 with space for two additional pumps to be added when wastewater flow to the pump station increases with development of the Glenwood and Laurel Hill basins. In 2019, the P80096 Resiliency Planning study recommended onsite geotechnical evaluation and additional improvements. Status: As of December 2023, the Commission approved moving forward with consultant services for design phase work in 2024. One existing pump can provide peak output around 3,500 GPM (5.04 MGD). The Eugene/Springfield subbasin future peak output needed is estimated to be around 7.5 MGD for Glenwood pump station with the largest pump out of service. Justification: Additional pumping capacity will be required at this MWMC pump station to handle increasing flows in the Glenwood area (Springfield) and the Laurel Hill area (Eugene). Project Driver: Oregon DEQ wastewater pump station redundancy requirements and 2019 Resiliency study recommendations. Project Trigger: Information from 2023 onsite testing of existing pump/pipe system identified the need to upgrade the Glenwood pump station. Estimated Project Cost: $2,050,000 (continue to evaluate project cost estimates in 2024 and 2025) Estimated Cash Flow: FY 20-21 = $1,426; FY 21-22 = $43,259; FY 22-23 = $106,469; FY 23-24 = $198,846; FY 24-25 = $1,700,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $151,154 $198,846 $1,700,000 $0 $0 $0 $0 $2,050,000 Other $0 $0 $0 $0 $0 $0 $0 $0 Total Cost $151,154 $198,846 $1,700,000 $0 $0 $0 $0 $2,050,000 Attachment 1 Page 86 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 59 FY 24-25 BUDGET AND CIP ADMINISTRATION BUILDING IMPROVEMENTS (P80104) Description: This project will address the Administration/Operations Building workspace needs at the Water Pollution Control Facility (WPCF). It is a follow up to the 2018-2019 construction of the P80085 new laboratory building and expansion of the existing maintenance building. In 2019, the P80096 Resiliency Planning study recommended: a) constructing a new building for immediate occupancy/use after a major natural disaster, or b) upgrade the existing building for immediate occupancy post-earthquake (magnitude 9.0 event). Alternatives were studied to meet workspace needs and a decision to construct a new building in the existing building’s footprint was selected by the MWMC. A new Administration/Operations Building is in the final stages of design with temporary operations space planned in the existing Maintenance Building for operations during construction. Status: As of December 2023, the project team and design consultant are at 90% design development, have submitted for permitting, and anticipate construction bidding in the first half of 2024. The MWMC was updated on December 8, 2023, and provided with construction cost estimates. Justification: The original design and construction of the WPCF Administration/Operations Building was completed February 1982 under older building codes. Since that time, use of the building and associated construction codes has changed substantially necessitating the need to re-evaluate the MWMC building options to address level of service goals after a natural disaster (earthquake or flooding). Project Driver: The need to update the existing Administration/Operations building is driven by the necessity to provide a safe and efficient work environment for the WPCF staff. Many of the planned changes stem from a changing wastewater/environmental business because of changing regulations since the WPCF was originally constructed in 1982. Also, address the P80096 recommended level of service goals to operate after a Cascadia Zone earthquake. Project Trigger: Expansion and changes needed for functionality, safety, and natural disaster resiliency. Estimated Project Cost: $28,000,000 (continue to evaluate project cost estimates prior to bidding) Estimated Cash Flow: FY 20-21 = $17,937; FY 21-22 = $209,786; FY 22-23 = $1,317,424. FY 23-24 = $4,254,853; FY 24-25 = $19,000,000; FY 25-26 = $3,200,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $1,545,147 $4,254,853 $22,200,000 $0 $0 $0 $0 $28,000,000 Other $0 $0 $0 $0 $0 $0 $0 $0 Total Cost $1,545,147 $4,254,853 $22,200,000 $0 $0 $0 $0 $28,000,000 Attachment 1 Page 87 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 60 FY 24-25 BUDGET AND CIP ELECTRICAL SWITCHGEAR & TRANSFORMER REPLACEMENT (P80115) Description: The main electrical switchgear at the Water Pollution Control Facility (WPCF) and Willakenzie Pump Station (WPS) were installed in 1983 during construction of the regional facilities. The purpose of the equipment is to take utility power and provide it to various process areas with the use of switches. Within the switchgear are medium voltage breakers to safely isolate the facility from the electricity provider (EWEB), as well as protect the utility from electrical faults at the site. This project will replace and upgrade the existing switchgears and medium voltage transformers. Status: As of December 2023, consultant is developing the 60% design and estimating project costs. On November 17, 2023, the MWMC approved continuing design consultant services to create a P80115 construction bid package. Bidding of the work is anticipated in late 2024. Justification: The main electrical switchgear for the WPCF and the WPS have reached the end of their service life and need to be replaced. Eighteen (18) medium voltage (MV) transformers throughout both sites are in similar condition. Major delays in equipment delivery times have placed a sense of urgency on procuring this equipment. Streamlining project delivery, design and construction, the impact of outages to plant operations can be minimized if all equipment is replaced together through one project. Project Driver: Main switchgear and MV transformers are of paramount importance to plant operations. Replacing switchgear is a major undertaking that involves large temporary power sources, specialized contractors, long equipment lead times, manufacturer field testing, and significant coordination to reduce disruption to plant operation. Project Trigger: The September 2022 condition assessment, coupled with recent arcing events, has concluded the switchgear at the WPCF and WPS have reached the end of their useful life and need to be replaced, and it is anticipated that the MV transformers are not far behind. Estimated Project Cost: $20 million (additional cost estimating anticipated in 2024) Estimated Cash Flow: FY 22-23 = $117,538; FY 23-24 = $3,282,462; FY 24-25 = $8,500,000; FY 25-26 = $4,100,000; FY 26-27 = $4,000,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $117,538 $3,282,462 $16,600,000 $0 $0 $0 $0 $20,000,000 Other $0 $0 $0 $0 $0 $0 $0 $0 Total Cost $117,538 $3,282,462 $16,600,000 $0 $0 $0 $0 $20,000,000 Attachment 1 Page 88 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 61 FY 24-25 BUDGET AND CIP WATER QUALITY TRADING PROGRAM (P80112) Description: The MWMC Water Quality Trading Program secures regulatory credits for meeting thermal load reduction through watershed restoration. The program fulfills the objectives of the MWMC Water Quality Trading Plan under the MWMC NPDES permit as approved November 2022, which defines the MWMC eligible trading area in the upper Willamette basin. The program is implemented principally through the MWMC’s membership in the Pure Water Partners collaborative via the MWMC’s contractor- provided Credit Program Manager services and MWMC’s IGA with EWEB. Water quality trading credits comprise the MWMC’s primary strategy for thermal load limit compliance and may provide ancillary future water quality and/or carbon benefits. Status: The MWMC with consultant help has developed a Water Quality Trading Plan for NPDES permit compliance and has fully evaluated the credit capacity, effectiveness, and scale of eligible lands in the upper Willamette basin. As of March 2019, the MWMC procured The Freshwater Trust (www.thefreshwatertrust.org) as the MWMC Credit Program Manager. As of November 2022, the MWMC has an active agreement with The Freshwater Trust to implement the permit-compliance water quality trading program scope of work to meet the 5-year credit timeline of the NPDES permit Compliance Schedule. As of December 2023, the MWMC has recorded 48.64 Mkcal/day of credits out of a 5-year target of 200 Mkcal/day. Justification: The Water Quality Trading Program will help provide cost-effective strategies for most of the thermal load compliance dates as required under the MWMC NPDES permit renewed in November 2022. Project Driver: Implementation of updated thermal load limits in the MWMC’s 2022 NPDES permit. Project Trigger: The NPDES permit renewal includes a 15-year Compliance Schedule with a 5-year milestone of 200 Mkcal/day of credits due by October 2027. Estimated Project Cost: $13 million (timing estimate from 2022 to 2033) Estimated Cash Flow: FY 22-23 = $760,026; FY 23-24 = $769,974; FY 24-25 = $1,200,000; FY 25-26 = $3,000,000; FY 26-27 = $3,000,000; FY 27-28 = $1,150,000; FY 28-29 = $10,000; FY 29-30 = $10,000; FY 30-31 = $1,000,000; FY 31-32 = $1,000,000; FY 32-33 = $1,100,000. Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $0 $0 $0 $0 $0 $0 $0 $0 Other $760,026 $769,974 $11,470,000 $0 $0 $0 $0 $13,000,000 Total Cost $760,026 $769,974 $11,470,000 $0 $0 $0 $0 $13,000,000 Attachment 1 Page 89 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 62 FY 24-25 BUDGET AND CIP CLASS A DISINFECTION FACILITIES (P80098) Description: Provides disinfection, storage, and distribution facilities needed to bring tertiary filtered effluent to Class A standards on a consistent and reliable basis for initial demonstration of recycled water uses on- and off-site of the MWMC treatment site. The P80098 project includes the design, bidding, construction, and permitting of Class A recycled water disinfection facilities. Status: As of January 2024, the project team is evaluating the MWMC existing filtration system and has active grant applications for potential funding in Fall of 2024. The P80098 design package is at 100% completion to submit for construction permits and construction bidding phase. Justification: Class A recycled water is necessary to expand recycled water to landscaping, street tree, and industrial uses. Demonstration of Class A quality and reliability is necessary for stakeholder acceptance and future adoption of expanded recycled water uses. Project Driver: The Thermal Load Mitigation Alternatives Evaluation, Recycled Water Program Implementation Planning, Phase 2 Study (dated August 2014) recommended demonstration scale use of Class A recycled water to address stakeholder acceptability issues identified as barriers to full-scale recycled water uses. The May 2023 MWMC Thermal Load Mitigation Study submitted to DEQ for NPDES permit compliance requirements identifies the 1.3 million gallon per day (MGD) Class A recycled water facilities as an asset strategy towards meeting final effluent thermal load limits. Project Trigger: Pilot recycled water demonstration sites with willing, ready-to-proceed partners have been identified, including City of Eugene (street tree watering) and industrial aggregate sites for equipment washing. Estimated Project Cost: $9.5 million (recycled water Class A infrastructure and upgrade one structure for 9.0 magnitude earthquake preparedness related to MWMC P80096 level of service goals) Estimated Cash Flow: FY 18-19 = $836; FY 19-20 = $15,934; FY 20-21 = $339,068; FY 21-22 = $761,685; FY 22-23 = $56,904; FY 23-24 = $225,573; FY 24-25 = $7,400,000; FY 25-26 = $700,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $1,174,427 $225,573 $8,100,000 $0 $0 $0 $0 $9,500,000 Other $0 $0 $0 $0 $0 $0 $0 $0 Total Cost $1,174,427 $225,573 $8,100,000 $0 $0 $0 $0 $9,500,000 Attachment 1 Page 90 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 63 FY 24-25 BUDGET AND CIP RECYCLED WATER DEMONSTRATION PROJECTS (P80099) Description: This project provides for stakeholder engagement, community communication/outreach, and any additional design, construction, permitting, and implementation of recycled water point-of-use needs beyond the MWMC’s point-of-delivery of Class A recycled water product. Status: As of 2023: Pilot Class A recycled water demonstration sites with ready-to-proceed partners have been identified, including City of Eugene street-tree watering and industrial aggregate site uses. Letters of intent from these partners were secured in 2020. Regulatory readiness was addressed with DEQ during the NPDES 2022 permit renewal in anticipation of project launch during the 2022-2027 permit cycle. A consultant-led outreach strategy was developed, including engaging a recycled water use advisory network in tandem with the Class A Disinfection Facilities (P80098) construction phase. Justification: Recycled water use may be an important strategy for diverting effluent from the Willamette River to meet NPDES permit discharge limits for temperature and other water quality benefits. Development of Class A recycled water is an identified water resource strategy in EWEB’s Water Management and Conservation Plan (July 2018) and the Eugene/Springfield Area Multi-Jurisdictional Natural Hazards Mitigation Plan (January 2020). The MWMC project is a case example for DEQ’s advancement of Oregon recycled water regulatory approvals. Project Driver: The Thermal Load Mitigation Alternatives Evaluation-Recycled Water Program Implementation Planning, Phase 2 Study (dated August 2014) identified demonstration scale use of Class A recycled water was needed to address stakeholder acceptability issues identified as barriers to full-scale recycled water uses. The project is identified as a permit compliance strategy with DEQ. Project Trigger: The MWMC 2022 NPDES permit included new temperature limits and imposes a 15- year compliance schedule to fully meet new effluent limits. The permit requires identification of a long-term strategy to meet the compliance schedule. Estimated Project Cost: $410,000 (continue to monitor P80099 costing) Estimated Cash Flow: FY 19-20 = $27,899; FY 20-21 = $16,859 FY 21-22 = $11,121; FY 22-23 = $19,501; FY 23-24 = $34,620; FY 24-25 = $75,000; FY 25-26 = $85,000; FY 26-27 = $140,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $75,380 $34,620 $80,000 $220,000 $0 $0 $0 $410,000 Other $0 $0 $0 $0 $0 $0 $0 $0 Total Cost $75,380 $34,620 $80,000 $220,000 $0 $0 $0 $410,000 Attachment 1 Page 91 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 64 FY 24-25 BUDGET AND CIP AERATION SYSTEM UPGRADES [2023-2026] (P80113) Description: In 2020 and 2021, Brown and Caldwell evaluated the existing aeration systems and provided recommendations in January 2022 via project P80100. The P80113 project will implement the design and construction of additional upgrades/changes to the existing aeration systems by year 2027. Upgrades to the westerly existing aeration basins are anticipated after year 2031. Status: As of January 2024, the consultant submitted the 60% design package for P80113 project team review. Construction cost estimates are anticipated in early 2024. Justification: Update aging (1984) equipment/systems such as piping, electrical, communication technology, blowers, HVAC, and other components related to the aeration system which is part of the secondary treatment process. Project Driver: Ongoing efforts to keep MWMC existing systems reliable and achieve required performance outcomes to address the National Pollution Discharge Elimination System (NPDES) permit #102486. Project Trigger: Need to address aging aeration systems for reliability and performance upgrades. Estimated Project Cost: $30,000,000 (continue to evaluate cost estimates during the P80113 design development) Estimated Cash Flow: FY 22-23 = $804,235; FY 23-24 = $1,595,765; FY 24-25 = $3,200,000; FY 25-26 = $4,100,000; FY 26-27 = $9,000,000; FY 27-28 = $9,000,000; FY 28-29 = $2,300,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $804,235 $1,595,765 $3,200,000 $24,400,000 $0 $0 $0 $30,000,000 Other $0 $0 $0 $0 $0 $0 $0 $0 Total Cost $804,235 $1,595,765 $3,200,000 $24,400,000 $0 $0 $0 $30,000,000 Attachment 1 Page 92 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 65 FY 24-25 BUDGET AND CIP WASTE ACTIVATED SLUDGE THICKENING (P80078) Description: Third Gravity Belt Thickener (GBT) with associated at-grade building. Assumes additional basement floor space is not required. Treatment plant staff would like to reconsider the P80078 solution/technology moving forward. Status: Continue to monitor the timing of this project and P80101 facility planning findings in 2024/2025. Justification: Provide additional capacity for Waste Activated Sludge (WAS) thickening process. Project Driver: Additional capacity to provide WAS thickening with one unit offline at upper limit flow projections. Project Trigger: Exceeding solids and hydraulic loading rate design criteria. Estimated Project Cost: $6,500,000 (evaluate cost estimates during P80078 design development phase) Estimated Cash Flow: FY 24-25 = $1,300,000; FY 25-26 = $3,000,000; FY 26-27 = $2,200,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $0 $0 $1,500,000 $5,000,000 $0 $0 $0 $6,500,000 Other $0 $0 $0 $0 $0 $0 $0 $0 Total Cost $0 $0 $1,500,000 $5,000,000 $0 $0 $0 $6,500,000 Attachment 1 Page 93 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 66 FY 24-25 BUDGET AND CIP REPAIR CLARIFIERS & FINAL TREATMENT (P80118) Description: In 2023, condition assessment efforts found existing structures needing repair work related to primary clarifiers (1980) and final treatment (1983). This project will look for solutions to repair and/or replace existing concrete and other systems related to MWMC past construction contracts C2 (primary treatment) and C6 (final treatment). Status: As of January 2024, staff is seeking P80118 budgeting to begin July 1, 2024 to start-up the project (scoping, consultant selection, pre-design/evaluation, design, etc.). Justification: Need to continue fixing aging infrastructure based on existing conditions and risk. Project Driver: Repair and/or replace existing infrastructure. Project Trigger: Fix structural system issues before impacting the MWMC treatment plant process. Estimated Project Cost: $10,000,000 (evaluate cost estimates during design development) Estimated Cash Flow: FY 24-25 = $1,000,000; FY 25-26 = $4,000,000; FY 26-27 = $4,400,000; FY 27-28 = $600,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $0 $0 $1,500,000 $3,500,000 $5,000,000 $0 $0 $10,000,000 Other $0 $0 $0 $0 $0 $0 $0 $0 Total Cost $0 $0 $1,500,000 $3,500,000 $5,000,000 $0 $0 $10,000,000 Attachment 1 Page 94 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 67 FY 24-25 BUDGET AND CIP WPCF STORMWATER INFRASTRUCTURE (P80111) Description: Retrofit and/or change existing stormwater infrastructure at the Water Pollution Control Facility (WPCF). Also, update the WPCF Conditional Use Permit (CUP) related to stormwater infrastructure planning for upcoming construction. Status: As of December 2023, Jacobs staff provided a Stormwater Master Plan (SWMP) dated December 16, 2021 with consultant recommendations including the need to update the WPCF existing CUP related to stormwater systems. Staff continues to monitor the MWMC upcoming construction projects and facilities planning work via project P80101. Justification: WPCF existing stormwater and drainage systems need to be retrofitted and/or changed for upcoming construction permit approvals. Project Driver: Maintain compliance with local and state stormwater requirements at the WPCF. Project Trigger: Each infrastructure hard surface change at the WPCF can trigger stormwater quality and quantity onsite controls related to project permit requirements. Estimated Project Cost: $600,000 (update WPCF CUP for stormwater, retrofit existing three bioswales to rain gardens, and add new rain gardens) Estimated Cash Flow: FY 23-24 = $80,000; FY 24-25 = $450,000; FY 25-26 = $70,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $0 $80,000 $520,000 $0 $0 $0 $0 $600,000 Other $0 $0 $0 $0 $0 $0 $0 $0 Total Cost $0 $80,000 $520,000 $0 $0 $0 $0 $600,000 Attachment 1 Page 95 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 68 FY 24-25 BUDGET AND CIP RESILIENCY FOLLOW-UP (P80109) Description: This project provides follow-up evaluation and some implementation of the P80096 Resiliency Study (Disaster Mitigation and Recovery Plan - dated March 2020). The 2019 study recommended seismic and flooding mitigation projects estimated at $34.6 million to be coordinated with the MWMC ongoing infrastructure/facilities construction program. The main objective is to address “level of service” goals before a natural disaster such as a 9.0 magnitude earthquake or major flooding. Also, the MWMC should continue to communicate with the agencies that prepare for natural disasters that relate to the Eugene/Springfield community. Status: As of January 2024, consultants completed geotechnical assessments near the Owosso Bridge, Willakenzie pump station, WPCF Headworks structures, and Glenwood pump station. Received consultant cost estimates for seismic retrofits to the Owosso Bridge. Justification: The MWMC’s facilities and wastewater conveyance and treatment services are integral to protection of the community and public health following a major disaster such as the anticipated Cascadia Subduction Zone Earthquake and/or major flooding. Project Driver: Cost effectively ensure reasonable recovery of MWMC’s core facilities and services following major disaster impacts after earthquake or flooding. Project Trigger: Per Commission direction, consultant work began in July 2018. The MWMC plan with consultant recommendations is dated March 2020. Established consultant agreements in 2021 with four engineering consultants for on-call services through March 2026. Estimated Project Cost: Mitigation recommendations estimate: $34.6 million (2019 dollars) Estimated Cash Flow: FY 20-21 = $4,092; FY 21-22 = $173,133; FY 22-23 = $13,408; FY 23-24 = $230,000; FY 24-25 = $300,000; FY 25-26 = $800,000; FY 26-27 = $800,000; FY 27-28 = $2,000,000; FY 28-29 = $3,000,000; and continue the MWMC mitigation work estimated over $34 million. Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $0 $230,000 $300,000 $800,000 $800,000 $2,000,000 $3,000,000 $7,130,000 Other $190,633 $0 $0 $0 $0 $0 $0 $190,633 Total Cost $190,633 $230,000 $300,000 $800,000 $800,000 $2,000,000 $3,000,000 $7,321,000 Attachment 1 Page 96 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 69 FY 24-25 BUDGET AND CIP OWOSSO BRIDGE SEISMIC UPGRADES (P80116) Description: This project was identified in the Disaster Mitigation and Recovery Plan (March 2020). The MWMC owns the Owosso Bridge (constructed in 1982) and has infrastructure attached to the bridge. Status: Under the MWMC project P80109 work related to the Owosso Bridge, the MWMC received a geotechnical seismic analysis consultant report dated June 23, 2022. In August 2022, an engineering consultant provided updated cost estimates for Owosso Bridge seismic retrofits. Justification: The MWMC’s facilities and wastewater conveyance/treatment services are integral to protection of the community and public health following a major disaster such as the anticipated Cascadia Subduction Zone Earthquake. Project Driver: Cost effectively ensure reasonable recovery of MWMC’s core facilities and services following major disaster impacts after earthquake and/or river flooding. Project Trigger: Ongoing effort to address level of service recommendations/improvements from the Disaster Mitigation and Recovery Plan dated March 2020 (older Project P80096). Estimated Project Cost: $6,500,000 (evaluate cost estimating during design development) Estimated Cash Flow: FY 25-26 = $800,000; FY 26-27 = $2,700,000; FY 27-28 = $2,800,000; FY 28-29 = $200,000 Attachment 1 Page 97 of 98 Metropolitan Wastewater Management Commission Capital Improvement Program Page 70 FY 24-25 BUDGET AND CIP TERTIARY FILTRATION - PHASE 2 (P80102) Description: The phased work program anticipates installing infrastructure/support facilities for 30 MGD of filters for tertiary filtration of secondary treated effluent. Phase 2 is planned to install filter system technology sufficient for another 10 MGD of treatment that will increase the total filtration capacity to 20 MGD. The Phase 3 project will install the remaining filtration technology to meet the capacity needs identified in the 2004 MWMC Facilities Plan and evaluate any new planning information. In January 2016, the project scope and cost (estimate $530K in 2015) increased to include updating electrical switchgear and installing tertiary filter flushing headers/pipe vents. Status: Tertiary Filtration (Phase 2) project is anticipated to start P80102 design development in FY 27-28. Continue to evaluate timing based on upcoming P80101 planning information. Justification: The 2004 MWMC Facilities Plan proposes filters on a phased work program. Filtration provides high quality secondary effluent to help meet permit requirements and potential Class A recycled water product for public and/or private partnerships. Project Driver: Performance reliability to meet the dry weather NPDES Permit total suspended solids limits, reuse development, and compliance with effluent limits during peak flow conditions. Project Trigger: NPDES permit compliance for total suspended solids (TSS): Dry weather maximum month flow in excess of 49 MGD. Also, provide higher quality effluent so that reuse options can be developed. Continue to evaluate the project timing based on the MWMC upcoming P80101 Facilities Planning information. Estimated Project Cost: $17,000,000 (re-evaluate during the P80101 Comprehensive Facilities Plan Update) Estimated Cash Flow: FY 27-28 = $5,500,000; FY 28-29 = $5,600,000; FY 29-30 = $5,600,000; FY 30-31 = $300,000 Expenditure/Category: Prior Years 2023-24 Est. Act.2024-25 2025-26 2026-27 2027-28 2028-29 Total Design/Construction $0 $0 $0 $0 $0 $7,000,000 $10,000,000 $17,000,000 Other $0 $0 $0 $0 $0 $0 $0 $0 Total Cost $0 $0 $0 $0 $0 $7,000,000 $10,000,000 $17,000,000 Attachment 1 Page 98 of 98 M E M O R A N D U M __________________________________________________________________________ AGENDA VI. 2/12/2024 1 of 1 2023‐2024 Market Study  Survey of Hauled Septage Fees – January 2024  Agency Current Rate Notes  City of Salem $0.140 / gallon effective 1/1/2024  City of McMinnville $0.150 / gallon effective 7/1/2023  King County (WA) $0.153 / gallon effective 1/1/2024  City of Woodburn $0.181 / gallon effective 7/1/2023  Heard Farms $0.190 / gallon (avg.) varies by distance and location  Clean Water Services $0.192 / gallon effective 7/1/2023  City of Newport $0.220 / gallon effective 7/1/2023    MWMC Proposed for July 1, 2024  Fiscal Year Reasoning for Rate Adjustment Cost of Service FY2022-23 current fee based on previous projected cost model $0.139 / gallon FY2024-25 projected cost if septage volume decreased by 25% $0.147 / gallon FY2024-25 projected cost at current volume (2023 data) $0.148 / gallon FY2024-25 projected cost if septage volume increased by 25% $0.149 / gallon                             Attachment 1 Page 1 of 1