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