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EXHIBIT A
AMENDED CONSENT JUDGMENT GREENE COUNTY CIRCUIT COURT NO. 31195CC1941
OVERFLOW CONTROL PLAN
2021 SUPPLEMENT
PREPARED BY
City of Springfield Environmental Services MARCH 3, 2021
City of Springfield Environmental Services
| 2021 Supplement
Table of Contents i
Table of Contents
1.0Introduction............................................................................................................................................12.0 OverflowControlPlan–StatusofCurrentProgress..................................................................2
2.1 EarlyActionPlan........................................................................................................................................22.2 FoundationProjects..................................................................................................................................22.3 SuccessUnderEAPandFoundationProjectPhases...................................................................3
2.3.1 IncreasedStaffing...................................................................................................................32.3.2 LeveragedTechnology..........................................................................................................32.3.3 Outreach.....................................................................................................................................42.3.4 FlowReductions......................................................................................................................4
2.4 AdvancedActionProjects.......................................................................................................................63.0 FactorsShapingaSupplementalAAPProposal..........................................................................8
3.1 RefinedModelingisChangingSSOProjectPriorities.................................................................83.2 IntegratedPlanning..................................................................................................................................93.3 SustainableWastewaterUtility...........................................................................................................93.4 AffordabilityConsiderations..............................................................................................................103.5 Summary.....................................................................................................................................................10
4.0 SupplementalProjectList.................................................................................................................114.1 Overview.....................................................................................................................................................114.2 PRIVATESEWERREPAIRPROGRAM.............................................................................................14
4.2.1 ProjectSchedule2021-2025...........................................................................................144.2.2 ProjectSchedule2026-2030...........................................................................................154.2.3 ProjectSchedule2031-2035...........................................................................................15
4.3 MS4COMPLIANCE..................................................................................................................................154.3.1 ProjectSchedule2021-2025...........................................................................................164.3.2 ProjectSchedule2026-2030...........................................................................................164.3.3 ProjectSchedule2031-2035...........................................................................................17
4.4 COLLECTIONSYSTEMRENEWAL....................................................................................................174.4.1 ProjectSchedule2021-2025...........................................................................................194.4.2 ProjectSchedule2026-2030...........................................................................................204.4.3 ProjectSchedule2030-2035...........................................................................................20
4.5 COLLECTIONSYSTEMOPTIMIZATION.........................................................................................214.5.1 ProjectSchedule2021-2025...........................................................................................224.5.2 ProjectSchedule2026-2030...........................................................................................224.5.3 ProjectSchedule2031-2035...........................................................................................23
4.6 TARGETEDSSOREDUCTION.............................................................................................................23
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Table of Contents ii
4.6.1 ProjectSchedule2021-2025...........................................................................................234.6.2 ProjectSchedule2026-2030...........................................................................................274.6.3 ProjectSchedule2031-2035...........................................................................................28
4.7 TREATMENTPLANTRENEWAL......................................................................................................284.7.1 ProjectSchedule2021-2025...........................................................................................284.7.2 ProjectSchedule2026-2030...........................................................................................294.7.3 ProjectSchedule2031-2035...........................................................................................30
4.8 GREENINFRASTRUCUTURE..............................................................................................................304.8.1 ProjectSchedule2021-2025...........................................................................................314.8.2 ProjectSchedule2026-2030...........................................................................................324.8.3 ProjectSchedule2031-2035...........................................................................................33
4.9 OPERATIONSFACILITY........................................................................................................................334.9.1 ProjectSchedule2021-2025...........................................................................................33
5.0 Implementation...................................................................................................................................355.1 AdaptiveManagement..........................................................................................................................355.2 Reevaluation.............................................................................................................................................355.3 Reporting....................................................................................................................................................36
City of Springfield Environmental Services | 2021 Supplement
1.0 Introduction TheCityofSpringfield,Missouri(City)enteredanAmendedConsentJudgment(ACJ)withtheMissouriDepartmentofNaturalResources(MDNR)withthegoalofeliminatingwet-weathersanitaryseweroverflowsfromitscollectionandtransmissionsystemandeliminatingprohibitedbypassesatitswastewatertreatmentplants.TheACJwasapprovedbytheCircuitCourtofGreeneCounty,MissourionoraboutMay15,2012.AcopyoftheACJcanbeaccessedonlineathttps://www.springfieldmo.gov/DocumentCenter/View/391/Amended-Consent-Judgment-PDF?bidId.
TheACJrequiredimplementationoftwomajorprograms:a$50millionEarlyActionPlan(EAP)andthedevelopmentofasubstantiallong-termOverflowControlProgram(OCP).TheOCP,whichwassubsequentlyapprovedbyMDNRin2015,calledforanadditionalinvestmentof$200million.TheOCPcomprisedtwoseparatephases:$75millioninFoundationProjectsand$125millioninAdvancedActionPlanProjects(AAP).Todate,theEAPandFoundationProjectshavebeencompletedonschedulewithinvestmentsatorabovethe$125millionprogrammedvalue.ThroughoutboththeEAPandFoundationProjects,theCityhasbeenactivelygatheringdata,analyzingresultsofcompletedwork,andengaginginIntegratedPlanningforthefuture.TheanalysishasallowedtheCitytoseetheefficacyofworkperformedandtheneedtoadjusttheOverflowControlPlanforoptimalresults.AstheOCPimplementationtransitionstotheAAP,inviewoftheongoinganalysisofdataandworkperformed,theCityisproposingtheAAPinvestmentbeincreasedto$300millionandthattheinvestmentperiodbeincreasedto15years,endingin2036.ThesechangestotheAAPareoutlinedinthis2021supplementtotheOCP.
ConsiderationoftheSupplementissupportedby:
• TheprogresstheCitycanalreadydemonstrateinsuccessfullymeetingtheOCPobligationsandmakingprogressontheACJgoals.
• Adaptivemanagement,akeycomponentoftheOCP,whichencouragesthesystematicevaluationofprogramcomponentsfortheirrelativeeffectiveness.
• LessonslearnedandnewdataacquiredduringtheEAPandFoundationProjectphaseswhichsuggestanamendedAAPwillachievebetterachievethegoalsoftheACJ.
• Amaturingofthecommunity’sIntegratedPlanningefforts,forwhichSpringfieldisanationalleader,isprovidinginsightintothebenefitofaholisticapproachtoregionalwaterquality.Itisbecomingevidentthatfurtherinvestmentintheseholisticsolutionswillyieldagreaternetbenefitinwaterquality.
• Affordability,acommunityconcernwhentheOCPwasapprovedin2015,isofevengreaterconcernnowwiththerecentfinancialimpacttohouseholds,especiallythoseoflowerincome,broughtonbytheCOVID-19pandemic.Theextendedtimeframe,evenwiththeincreasedinvestment,willhelptomanagesewerutilityrateincreaseswhileallowingforcontinuedadaptivemanagementandsmarter,moreinformedinvestmentsintheCity’ssystem.
WiththisSupplement,theCityisseekingtoreplaceChapter10.3–2010to2025AdvancedActionPlanProjectsandChapter11.4.3-AdvancedActionPlanProjectsoftheOCPwiththeinvestmentcommitmentandprojectschedulecontainedherein.
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2.0 Overflow Control Plan – Status of Current Progress Chapter2ofthe2021SupplementprovidesabriefsummaryoftheprogressonthegoalsoftheACJandtheOCP.
2.1 EARLY ACTION PLAN MDNRapprovedtheCity’sEarlyActionPlan(EAP)onNovember14,2011.TheEAPconsistedofsevenprojectsthatrequiredaninvestmentof$50million.Thesesevenprojectswerecompleted,intheirentirety,by2016atacostof$51,023,250.AdditionaldetailoneachofthesevenEAPprojectsandtheexpendituresspecifictoeachprojectcanbefoundintheCity’s2016ACJAnnualStatusReport.
DuringtheEAP,theCityimplementedthefirstphasesofthevitrifiedclaypipe(VCP)rehabilitationprojectsaswellasapilot-scaleversionofthePrivateSewerRepairProgram.LessonslearnedfromtheseinitialeffortswereappliedtolaterworkandhelpedformthebasisforthelongtermOCP,approvedin2015.
2.2 FOUNDATION PROJECTS TheCity’sOCPwasapprovedbyMDNRonMay2,2015.TheFoundationProjectscontainedintheOCPrequiredaninvestmentof$75millioninmultipleprojectcategoriesandwascompletedinitsentiretyin2019,atacostof$82,835,524.
Table 2.2.1 Foundation Project Initial and Actual Project Funding Allocation Through 12/31/19
PROJECT ALLOCATEDFUNDSPROPOSEDIN
APPROVEDOCP*
TOTALFUNDSCOMMITTEDTHROUGH12/31/19
PERCENTALLOCATED
FUNDSUTILIZED
PipeRenewal $9,500,000 $16,155,239 170
PrivateI&IAbatement $10,800,000 $6,939,3341 64
DigesterImprovements $35,800,000 $40,987,231 114
MS4Compliance $4,900,000 $3,613,796 74
ResourceandMaintenanceNeeds $9,000,000 $12,227,552 136
ProgramCosts $3,700,000 $1,906,1762 52
SystemwideFlowMonitoring $1,300,000 $1,095,196 84
Total $75,000,000 $82,835,524 110
*ResultsofongoingEAPprojectsandFoundationProjectsmaysupportanadjustmentinthetimingandallocationoffunds.
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1–Duetoefficienciesgainedintheprogram,only64%oftheallocatedfundswerespentonPrivateI&I,whileachievingalltheanticipatedinflowreductionbenefit.Thesesavingswerereallocatedtoothercategoriesofprojects.
2–AstheCityhasincreasedourcapabilityunderthecategoryof“ResourceandMaintenanceNeeds,”wehavebeenabletoreallocatefundsfrom“ProgramCosts”associatedwithprofessionalservicevendors.
ThroughouttheFoundationProjects,theCitycontinuedtorefinetheirapproach,inresponsetolessonslearnedandcollectionofnewdata,asoutlinedinthe2019ACJAnnualStatusReport.
2.3 SUCCESS UNDER EAP AND FOUNDATION PROJECT PHASES
2.3.1 Increased Staffing Since2012,theCity’sEnvironmentalServicesdepartmenthasdoubledtheirstaffinglevelsasadirectresultoftheACJ.ThishasallowedSpringfieldtoputconsiderablymoreefforttowardmaintainingtheircollectionsystem,astheynowhavesignificantlymorecrewsdedicatedtowardproactiveinspection,cleaning,andrepair.
TheCityhasalsobuiltuptheirin-houseengineeringandtechnicalresources.PriortotheACJandresultinglong-termOCP,theCityreliedonengineeringconsultantsformostsystemplanningandassetmanagementstudies.Now,theCityhasanumberofin-house,highlyskilledengineersandtechniciansthatareworkingtogetherdailytoactivelyimprovethesewercollectionsystemandtreatmentplants(collectivelythePubliclyOwnedTreatmentWorksor‘POTW’).SpringfieldisfindingthatastheirstafftakesmoreownershipandgainsknowledgeofthePOTWtheyaremoreinvestedinfindingright-sizedsolutionstoobservedproblems.Unlikethe2015OCP,thedataandanalysiscontainedinthisSupplementwasnearlyalldevelopedbyourin-houseexperts.
2.3.2 Leveraged Technology InSpringfield,weareembracingnewwaystotakeadvantageoftechnology.Overthelastseveralyears,threeteamshavebeendevelopedtoinspectthesewersystemusingremotetechnologiessuchasacousticsoundingandremotemanholeinspection.TheseacousticsoundingteamscanquicklycheckforblockagesanddefectsinthepipewhichallowsbetterprioritizationofcleaningeffortsandkeepstheCCTVcrewsfocusedonthemostcriticalportionsofthecollectionsystem.Theadditionofremotemanholecameratechnologyallowscrewstoperformadetailedinspectionofamanholeinjustafractionofthetimethatitusedtotake.ThesetechnologyadvancementsallowtheCitytoinspectmoreofitssysteminlesstimeandmakebetterdecisionsregardingmaintenanceandrehabilitation.
TheCityhasalsobeenworkingtoleverageBigDatatomakebetterdecisions.Forseveralyears,theCityhasbeencollaboratingwiththeDepartmentofComputerEngineeringatKansasStateUniversitytodevelopadata-drivenmathematicalmodeltopredictsewerflows.Thisworkwas
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recentlypublishedintheJournalofHydrologyandlaysthegroundworkforfindingastreamlinedmethodoftrackingrehabeffectiveness1.
Recently,acomprehensiveLiDARandsonarinspectioneffortofourlargediametertrunksewerswascompleted.Thesepipesarethecriticalbackboneofthecollectionsystemandthisanalysishasidentifieddefectsandcreatesabaselineformonitoringthesetrunklinesgoingintothefuture.Theinspectionsyieldedgoodnews,inthatlargeportionsofthesystemappeartobeingoodshape.However,opportunitieswerealsoidentifiedtopreventI&Iandexfiltrationbygroutingthejoints.Apilotprojectforgroutingoflargediameterpipesisscheduledtocommencein2021.TheCityisalsoinvestigatingopportunitiestoinstallhydrogensulfideprotectionsolutionsatkeypointsinthecollectionsystemtosloworstopdeteriorationofconcretepipe.
2.3.3 Outreach ThroughtheOCP,theCityhasexpandeditslateralloanprogramtoaidpropertyownerswithdefectivelaterals.Anoutreachcampaignhasbeendevelopedthatpromotesinspectionoflaterals,especiallyatthepointofsale.TheCityhasalsoutilizedtelevision,radio,andsocialmediatoeducatethecommunityontheproperuseofthesewersystem(i.e.keepingflushablewipesandgreaseoutofthesystem).Allofthisisarelativelylow-costwaytoengagehomeownersinmaintainingtheirlateralinexpectationthatsmallchangesinindividualhabitscanleadtoasignificantreductioninsystemwideI&I,andadecreaseinthenumberofdryweatheroverflowscausedbygreaseandrags.
AspartoftheCity’sIntegratedPlanningefforts,aSustainableReturnonInvestment(SROI)analysiswascompletedin2019forPublicEducationandOutreach.TheanalysisconcludedthatPublicEducationandOutreachprogramshaveanexpectedbenefit-costof2.0,indicatingexpectedsocialandenvironmentalbenefitsaretwicethecostofinvestment.BecausetheCity’sgoalunderIntegratedPlanningistoalwayslookforwaystousethemostcosteffectivemeanspossibletoachievethegreatestbenefit,acontinuationofPublicEducationandOutreachprogramsisenvisionedtobeakeycomponentofourAAPsupplement.
2.3.4 Flow Reductions Overthelast5years,flowmonitoringhasdocumentedasteadydecreaseintheannualvolumeoftreatedflowatboththeCity’streatmentplantswhile,duringthissametime,theCityhasseenaslightincreaseinbilledwateruse.ThesetrendsareshowninFigure2.1andisoneofseveraldatapointsthatconfirmtheCity’sprogramisheadedintherightdirection.
1 Karimi, Hazhar et al. 2019. "Comparison of Learning-based Wastewater Flow Prediction Methodologies for Smart Sewer Management." Journal of Hydrology.
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Figure 2.1 Trends in Annual Treated and Billed Flow Volumes
Theprogressisbelievedtobeduetotheincreasedmaintenanceeffortsandspendingoverthelastdecade.SincetheEarlyActionPlanimplementation,theCityhasaddressednearly10,000structuresthroughthePrivateSewerRepairprogramandhasCIPPlined127milesofpipe,whichisjustoveraquarterofthetotalVCPinthecollectionsystem.
TheCityhasalsoinstallednearly300backflowvalvesaspartofitssuccessfulbasementbackuppreventionprogram.ThisissuewascontemplatedintheEAPandsincethen,theprogramhasprioritizedalloftheknownbackuplocationsandthePrivateSewerRepairteamhasworkedtoinstallabackflowpreventorwherefeasible.Now,nearlyalloftheknownchronicbackupissueshavebeenremediatedandtheCityhasaprograminplacetoaddressnewonesthatarefound.WhilethiswasnotaspecificrequirementoftheOCP,resolvingthesebackupissuescontributestotheoverallqualityoflifeinthecommunityandbuildsconsumertrustintheutility.Inaddition,theCityhasseenadramaticreductionincallvolumefollowingawet-weatherevent,whichsavestheutilitymoneyinthelongrun.
6.0
7.0
8.0
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
2014 2015 2016 2017 2018 2019
Flow
, bill
ion
gallo
ns/y
ear
Treated vs. Billed Flow
Treated Flow Billed Flow Linear (Treated Flow) Linear (Billed Flow)
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Figure 2.2 Estimated Flow Reductions
Figure2.2showsanothermethodformeasuringthesuccessofI&Ireductionefforts.Thetoplineshowstheaccumulatedflowvs.precipitationatthetreatmentplantspriorto2013,whentheCitybeganitsrehabefforts,andthebottomlineshowstheaccumulatedflowvs.precipitationintheyearssince.Sinceabout2014,thereisasignificantoverallshiftinthecurveofabout22%whichindicatesthatsignificantlylessstormwater&groundwaterisbeingdeliveredtothetreatmentplantoverthelast6years.Thisisagoodindicationthatrehabeffortsareachievingtheirdesiredeffect.Everygallonofstormwaterthatiskeptoutofthesystemisagallonthatdoesn’tincurcosttoconveyortreatandhelpsreducewetweatherSSOvolumes.
2.4 ADVANCED ACTION PROJECTS Atthecompletionofthe2016to2020FoundationProjects,theCityisscheduledtore-evaluatetheeffectivenessoftheworktodateandreviewtheappropriatenessoftheproposed$125millionAdvancedActionPlanProjectsthatarescheduledtobeimplementedbetween2021to2025.ThecurrentlyapprovedAAPincreasesannualfundingandeffortstoaddresssourcesofpublicandprivateI&I,publicsewerrehabilitation,andMS4compliance.TheCityisalsoscheduledtoinvestintherenewalandupgradeofthetreatmentfacilities.TheincreasedfundingfollowstheCity’scommitmenttominimizingtreatmentplantbypasseventsfromOutfall002(thelastbypasseventoccurredin2011),reducingSSOs,andcomplyingwithpermitrequirements.Proposedprojectsinthe2021to2025timeframeareshowninTable2-2below.
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
0 50 100 150 200 250 300SouthwestTreatmentPlantAccum
ulatedFlow,MG
AccumulatedRainfall,in
SouthwestTreatmentPlant- DoubleMassCurve
2008-2013 2014-2019 Linear(2008-2013) Linear(2014-2019)
AccumulatedRainfallvs.AccumulatedFlow2008– 2013(PREOCP)
AccumulatedRainfallvs.AccumulatedFlow2014-2019(POSTOCP)
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Table 2.4.1 Advanced Action Plan Projects Project Funding Allocation Through 12/31/19
DESCRIPTION ALLOCATEDFUNDS
TOTALFUNDSCOMMITTEDTHROUGH12/31/19
PERCENTALLOCATEDFUNDS
UTILIZED
PipeRenewal $31,900,000 - -
PrivateI&IAbatement $5,000,000 - -
PrioritySSOProjects $20,100,000 $526,985 2.6
TreatmentFacilityRenewal $40,900,000 $3,427,807 8.4
MS4Compliance $9,500,000 - -
ResourceandMaintenanceNeeds 11,400,000 -
ProgramCosts $4,700,000 - -
SystemwideFlowMonitoring $1,500,000 - -
Total $125,000,000 $3,954,792 3.2
WhiletheAAPisnotscheduledtobegin,inearnest,until2021,theCityhasalreadymadesomeinvestment,approximately$4million,towardsAAPprojects.ThisincludesthefirstphaseofcompletionofaPrioritySSOProjectidentifiedasSmithPark(seeChapter10.3.3.4oftheOCP)andanupgradeoftheexistingsandfiltersattheSWTPtoaclothmediafilteraswellasothertreatmentplantimprovements.
WhiletheCitycouldcontinueitsmarchtowardsa2025completionoftheAAP,ithasbecomeclearthat,astheCitylearnsmoreaboutitscollectionsystemassetsandasIntegratedPlanningeffortshavematured,rushingtospendmoney,accordingtothecurrentAAPwillnotreturnthebestlong-termresultstowardsmeetingthegoalsoftheACJ.AdditionalprogresscanundoubtablybemadebyexecutingthecurrentAAP,buttheCitystronglyfeelsthatasupplementtotheOCP,thatmodifiestheAAPcomponentbyincreasingoverallinvestmentwhilealsoprovidingadditionaltimeforcompletionwillyieldmuchgreaterresults.
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3.0 Factors Shaping a Supplemental AAP Proposal Chapter3ofthe2021SupplementdescribesseveralofthefactorsleadingtotheproposedSupplementalAAP.Refinedsystemmodelingthroughin-houseexpertshasresultedinarefinementofourinitialOCP,allowingtheCitytoobtainabetterideaofthelevelofinvestmentneededinefficientsystemrehabilitation.IntegratedplanninghasallowedtheCitytoobtainanunderstandingofcommunityprioritieswhich,inturn,facilitatescommunitysupport.TheincreasedknowledgewillallowSpringfieldtoutilizeadaptivemanagementtomakegainsinwaterqualityusingthemosteffectivesolutionsinawaythatisaffordabletocitizens.Thecommunity-basedfocusonsignificantproblemsbasedonourIPeffortstodatehavemaintainedandenhancedsupportfromcommunityleadersandcitizens.TheuseofadaptivemanagementhasallowedSpringfieldtolearnfromitseffortsandadaptasneeded.
3.1 REFINED MODELING IS CHANGING SSO PROJECT PRIORITIES AsoutlinedinSection10oftheOCP,therainfallinducedI&IinSpringfield’ssystemfarexceedstheresponsesidentifiedinothermidwesternutilities.Systemhydrographsareabnormallylong,oftenexceedingfiveormoredaysfollowingarainfallevent.TherehasbeensomespeculationthatthisphenomenonisduetoSpringfield’skarstgeology.WhiletheCityhasmadesignificanteffortsatreducingoverallvolume,thisisstillamajorchallenge.Increasedvolumesthatoccurfollowingsubsequentrainfalleventshavethepotentialtodriveupcostsforadditionalcapacitybeyondwhatmaybereasonable.
OneofthemajorcomponentsoftheEAPandFoundationProjectsisgatheringandanalyzingsignificantlymoredataabouthowtheCity’scollectionsystemoperatesandhowitrespondsinstormeventswhenI&Ieffectsaremostprevalent.TheCityhasmadeasignificantinvestmentindevelopingacity-widenetworkofmonitoringactivitiestocollectreal-timedataonflowsincollectionsystempiping,precipitation,andgroundwaterlevels.This“bigdata”hasallowedtheCity’smodelingofcollectionsystemoperationsandSSOeventstobecomemuchmorerefinedandaccurate.Asaresult,someofthestrategies/projectsdevelopedduringtheinitialformulationoftheOCParenolongerexpectedtoyieldthebenefitsanticipatedwhile,atthesametime,otherstrategies/projectshaveemergedwhichlooktoholdenhancedbenefits.
Aspecificexampleoftherefinedanalysis,withmorecityspecificdata,isthestrategyofaddingstoragetothesystem.AsaresultoftheMarginalCostAnalysisperformedin2014,table8-11oftheapprovedOCPshowsaSummaryofStorageVolumesandCoststhatwouldbeneededtoreduceSSOsunderatraditionalOCPstrategy.StorageSite12wasenvisionedtobeanearthenbasin,withoutcover,situatedattheconfluenceofJordanandFassnightcreeks.Itwasestimatedthatthebasinwouldneedtostore138.9milliongallonsina5-yearstormeventandwouldcostanestimated$53.5milliontoconstructandoperate.Currentmodelingnowindicatestheentirecontributingwatershedexperiencesa5-yearSSOvolumeofonly18milliongallons.Thisexamplehighlightsthebenefitsofbetterdata.AstheCityhasbeenabletocollectadditionaldata,calibrateandrefinethemodel,andconfirmthemodelresultsagainstfielddata,theresultinganalysisofprojectsappropriatefortheAAPphasehasevolvedandresultedinarestatedscheduleofpriorities.HadtheCityfollowedthetraditionalapproachofstorage,conveyance,andwetweathertreatment,itmighthaveinvestedenormousamountsofmoneyinwetweatherinfrastructurewithverylimitedbenefit.
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OtherexamplesincludetheinitialPrioritySSOproject,SmithPark,Phase1wascompletedatacostmuchlessthananticipatedintheOCP.AnotherofthefourPrioritySSOprojects,Galloway04,has,onfurtherexamination,beenfoundtobeunnecessaryastheproject,asprogrammed,wasbasedonflawedassetdatawhichhassincebeenidentifiedandcorrected.Atthesametime,newSSOprojectopportunitieshavebeenidentifiedtotaketheplaceoftheinvestmentsoriginallyallocatedtotheSmithParkandGalloway04projects.AsupplementalAAPwillallowforarestatementoftheSSOreductionprojectstobecompleted,alongwitharevisedprogrammingschedule.
3.2 INTEGRATED PLANNING TheCitycontinuestorefineitsuseofIntegratedPlanningtoinformstrategiesonregionalenvironmentalpriorities.SpringfieldcitizensandleadersarefullyinvestedinanIntegratedPlanningapproachandinvestmentsareprioritizedbasedontheideathat,iftherewasonlyonedollaravailabletospend,howwouldthatdollarbeinvestedtoreflectwhatmattersmosttothecommunitywhileaddressingthemostsignificantproblemsusingthemosteffectivesolutionsinawaythatisaffordabletocitizens.TheuseofIntegratedPlanninghasresultedinamorerefinedapproachthatemphasizestheneedforinfrastructureimprovementsandsolutionsthatresultinthegreatestnetbenefittoourregionalenvironment.
SpringfieldhasattractednationalattentionforitsleadershipinadoptingIntegratedPlanning.In2017,theNationalAcademyofPublicAdministrationhighlightedSpringfieldasoneofsixcommunitieswhohaveusedIntegratedPlanningintheirreporttitled“DevelopingaNewFrameworkforCommunityAffordabilityofCleanWaterServices2.”Inits2021ReporttoCongressregardingIntegratedPlanning(arequirementofWaterInfrastructureandImprovementActof2019),itisanticipatedthattheUSEnvironmentalProtectionAgencywillincludeSpringfieldasoneofonlyahandfulofcitiestohaveanIntegratedPlanthatdemonstratesallsixelementsoftheEPA’s2012IntegratedPlanFrameworkApproach.
3.3 SUSTAINABLE WASTEWATER UTILITY ThesewersystemhasbeenessentialtotheSpringfieldcommunitysinceitsinception100yearsago.Withthisinmind,SpringfieldiscommittedtomeetingthetermsoftheAmendedConsentJudgementandmaintainingcompliancewiththeCleanWaterAct.TheCityfirmlybelievesthatthepathtosuccessliesintakingabigpictureviewofwaterqualityintheregionandpositioningtheCityofSpringfieldasasustainablewastewaterutilitynowandintothefuture.TheOverflowControlPlanshouldreflectgoalsofsuchautility.
Ifthegoalofasustainableutilityistomaintaincriticalinfrastructurenecessarytoprotectthehealthandwelfareofitscustomers,thenanOverflowControlPlanshouldbefocusedonstrategicandproactivemanagementofthesewersystem.Thisrequirestheutilitytosystematicallyrenewportionsofthesystembeforetheybecomeamaintenanceburden,ratherthanchasingproblemswhentheybecomemoreexpensivetoaddress.Donecorrectly,systemicandstrategicmanagement
2 Czerwinski, Stanley J. et al. 2017. Developing a New Framework for Community Affordability of Clean Water Services. National Academy of Public Adminstration.
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additionallyhelpsmaintainthelong-termfinancialpositionoftheutility,whichbenefitswaterqualityintothefuture.
Itisfundamentaltotheexistenceoftheutilitythatitfocusoncustomerservicewhilebuildingandmaintainingthetrustofitscustomers.AnOCPthatreflectsacustomer-focusedapproachshouldengagewithcitizensoncleanwaterissuesandmakeinvestmentsinawaythatratepayershaveconfidencetheinvestmentsarebeingmadeappropriately.Consistentpublicoutreachandvariouscitizen-basedtaskforceshaveassistedwithgainingtrustfromthecustomer.TheCityofSpringfieldhasagreatreputationforenvironmentalstewardship,bothlocallyandnationally,andtheabilitytoimprovethequalityoflifeforourcitizenshingesonthisreputation.
3.4 AFFORDABILITY CONSIDERATIONS Likemanycommunities,Springfieldhaddeferredadequateinvestmentinmaintenanceandrenewalofthesanitarysewersystemovertheyears.However,inthepastdecade,theCityhasmadesignificantinvestmentsandsewerrateshaveincreasedby230%.Theaveragesewerbillforresidentialcustomersisnolongeramongstthelowestinthestate,withrecentdataconfirmingSpringfieldratesarenowinlinewithmedianratesforarea-widesewerutilities.SpringfieldisacommunitythathasbeendesignatedbyHUDasseverelyimpoverished,as25%ofourcitizenslivebelowthepovertylinewithsewerratesalreadyexceeding2%oftheirincome.Additionally,theongoingCOVID-19pandemichaseconomicallyimpactedthecommunityanditscustomerbase.WhiletheutilitywasabletoreceiveCouncilapprovalfora5%rateincreaseinearly2020,attheveryonsetofthepandemic,thelingeringeffectsofthesevereeconomicimpactwillmakeitdifficult,ifnotimpossible,toimplementsimilarlevelsofrateincreasesinupcomingyears.
The2021Supplementwillallowforsignificantlong-terminvestmenttowardtheACJgoalsbyincreasingthefinancialcommitmentwhileextendingthetimeline.TheresultwilllevelrateincreasestoretainasupportivecustomerbasesotheCitycancontinuetoinvestinimportantworkforthebenefitofitssystemandtheenvironment.Iftheutilitydoesnotfundinvestmentsinawaythatavoidsratefatigue,especiallyduringthesefinanciallychallenginganduncertaintimes,itrisksourabilitytomaintainthegainsthathavebeenmadeinthelastdecadeandourabilitytomakefutureprogress.
SectionIX.A(8)oftheACJrequirestheCitytoprovideananalysisoffinancialcapabilityandaffordabilitythataddressesallofthefactors,criteria,andconsiderationsrequiredbySection644.145ofH.B.89(2011)asenactedbytheMissouriGeneralAssembly.PursuanttoSection644.145.2(c),theCityexpresslywaivesthisrequirementforthe2021SupplementalOCP.
3.5 SUMMARY Theenhancementofin-houseexperts(personallyinvestedinimprovingourPOTW),IntegratedPlanning(allowingsmartuseoflimiteddollarsintheareasmostimportanttoourcommunityinaneffective,affordableway),andagoalofcreatingasustainablewastewaterutilityforthebenefitofenhancedenvironmentalstewardship,whileprotectingourmostvulnerablepopulationisexciting.Springfield’s2021OCPSupplementwillbringbetterenvironmentalandsewersystemperformanceresultsforSpringfield’sresidents.
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4.0 Supplemental Project List
4.1 OVERVIEW Chapter4ofthe2021OCPSupplementdescribesaproposedsupplementallistingofAdvancedActionPlan(AAP)projectsand,totheextentcontrary,isintendedtoreplacetheAAPprojectlistingandschedulesfoundinChapter10.3–2010to2025AdvancedActionPlanProjectsandChapter11.4.3-AdvancedActionPlanProjectsoftheOCP.Beginningin2021,theCity’soriginalprogrammingwastospend$125millionbetween2021and2025.The2021Supplementincludesanadditional$175million,foratotalof$300millioninAAPinvestmentoveraperiodof15years.TheSupplementalsoprovidesascheduleforre-evaluationofprogresstowardstheACJgoalsin2035,allowingforadaptivemanagement.Ifapproved,the2021SupplementwilladjusttheinvestmentundertheACJfromatotalof$250milliontoatotalof$425million,whileincreasingthelengthoftheOCPbyatotalof10years.
Akeychangeinthe2021SupplementAAPistheremovalofResourceandMaintenanceNeedsasaprogramcomponent.TheprojectcategoryofResourceandMaintenanceNeedswasintendedtoreflecttheneedforSpringfieldtoinvestinincreasedstaffingandequipmenttofulfilltheenhancedoperationalandmaintenanceneedsofitscollectionandtreatmentsystem.Atotalof$20.4millionwasallocatedintheOCP($9millionintheFoundationProjectphaseand$11.4millionintheAAPphase)toincreasingstaffinglevelsandprocurementofadditionalmaintenanceequipment.AstheFoundationProjectsphasenearedtheend,theCityhasshowntohaveinvestedsignificantlymorethanscheduled(seeTable2.1)intoincreasingitsin-housecapabilities.
Thegrowthphaseforstaffingresourcesisnowconsideredcomplete.WhiletheCityfullyintendstomaintainstaffingatornearcurrentlevels,thebenefitofcontinuingtotrackandreportonthisprojectcategory,asacomponentoftheAAP,appearstohavereachedapointofdiminishingreturns.Thus,theCityisproposingtoremovethereoccurringcostofthisprojectcategoryfromtheAAP,whilefullyintendingtoretainstaffinglevelsatornearcurrentlevels.Overtheproposedperiodofa15-yearAAP,thisinvestmentinadditionalstaffandresourcesisestimatedtototalapproximately$50millionwhichisinadditiontothe$300millionSupplementalAAPthatisproposedforprojectsandprograms.Thus,theCityisexpectingtoinvestatotalofapproximately$475milliontowardsachievingtheACJgoals.
The2021SupplementAAPisdividedintothree5-yearperiods,similartopreviousiterationsoftheOCP.Ingeneral,projectsinthe2021-2025timeframehavebeenwelldefinedandtheCityispositionedtomoveforwardwithclarityregardingtheseinvestments.Muchoftheworkscheduledfrom2026-2030isdependentontheplanningandanalysisfromtheprevious5-yearperiodandtheCitywillcontinuetooptimizeandrefinetheseprojectlistsasbetterinformationbecomesavailable.From2031-2035,theCitywilluseadaptivemanagementtolearnfrompastsuccessesandfailuresoftheprogram.Althoughestimatedexpendituresareproposed,theCitywillcontinuetouseitsIntegratedPlantoidentifyopportunitiesforeffective,enhancedefficienciesineachcategoryinordertospendtheinvestmentsinthemostefficientway.TheCityreservestherighttotransferexpensesbetweentheproposedcategoriesinthewaybestsuitedtotheoverallsystem.Table4.1.1outlinestheanticipatedlevelofinvestmentineachprojectcategory.
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Table 4.1.1 LevelofInvestmentbyCategory
2021-2025 2026-2030 2031-2035 CATEGORY TOTAL
PrivateSewerRepairProgram
$6,500,000 $7,300,000 $8,200,000 $22,000,000
MS4Compliance
$10,800,000 $12,200,000 $13,800,000 $36,800,000
CollectionSystemRenewal
$39,500,000 $22,000,000 $25,000,000 $86,500,000
CollectionSystemOptimization
$4,500,000 $7,800,000 $3,300,000 $15,600,000
TargetedSSOReduction
$7,600,000 $15,700,000 $6,000,000 $29,300,000
TreatmentPlantRenewal
$12,000,000 $15,300,000 $32,000,000 $59,300,000
GreenInfrastructure
$7,900,000 $11,000,000 $18,600,000 $37,500,000
OperationsFacility
$13,000,000 $13,000,000
Total 101,800,000 $91,300,000 $106,900,000 $300,000,000
Manyoftheinvestmentsproposedunderthe2021SupplementAAParesimilarinscopetothosefoundinthecurrentOCP.The2021SupplementalOCPbuildsonthesuccessoftheeffortstodateandwillcontinuetorefinethemajorprojectcategoriesdescribedbelow.Table4.1.2showseachofthe2021SupplementAAPprojectcategoriesandtheirrelationshiptothosecategoriesfoundintheoriginalOCP.
Table 4.1.1 Comparisonof2021SupplementAAPtoCurrentAAP
SUPPLEMENTAAP2021-2036 ORIGINALAAP2021-2025ProgramComponent
Budgeted SupplementalAAPChapter
Description OriginalAAPChapter
Budgeted ProgramComponent
PrivateSewerRepairProgram
$22,000,000 4.2 RemovalofillicitconnectionstoPOTWandrepairofplumbingdefectsthatcontributetoI/I
10.3.1 $5,000,000 PrivateI&IAbatement
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MS4Compliance
$36,800,000 4.3 OperationofprogramstoaddressstormwatersourcesofpollutionasrequiredbyMS4permit
10.3.4 $9,500,000 MS4Compliance
CollectionSystemRenewal
$86,500,000 4.4 Rehabilitationofpipingandmanholesbylining,groutingandpointrepairstoimproveintegrityandreduceI/I
10.3.2 $31,900,000 PipeRenewal
CollectionSystemOptimization
$15,600,000 4.5 Enhancementandoperationofsystemwideflowmonitoring,hydraulicmodeling,andsystemmasterplanning
Table10-6
$1,500,000 SystemwideFlowMonitoring
TargetedSSOReduction
$29,300,000 4.6 CapitalprojectstoenhancehydrauliccapacitywithgoalofeliminatingSSOevents
10.3.3 $20,100,000 PrioritySSOProjects
TreatmentPlantRenewal
$59,300,000 4.7 Reinvestmenttoenhanceefficiencyoftreatmentprocessesandmaintainsufficienttreatmentcapacity
10.3.6 $40,900,000 TreatmentFacilityRenewal
GreenInfrastructure
$37,500,000 4.8 Inclusionofwaterqualitycomponentsinpublicinfrastructureprojects
OperationsFacility
$13,000,000 4.9 NewofficesandgaragestoconsolidateadditionalstaffandequipmentrequiredtoexecuteOverflowControlPlan
AdditionofstaffingandequipmenttoexecuteOCPobjectives.(1)
10.3.5 $11,400,000 ResourceandMaintenanceNeeds
ConsultantcoststoassistwithexecutionofOCP.(2)
Table10-6
$4,700,000 ProgramCosts
$300,000,000 (3) Total $125,000,000 (3)
Notes:
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(1)StaffingandEquipmentlevelsareadequatetomaintainthePOTWandexecutetheremaininggoalsoftheOCP.TheseinvestmentsinresourceswillbemaintainedbutwillberemovedasareportingcomponentoftheAmendedAAP.
(2)ThemajorityofOCPtasksoriginallyperformedbyprivateconsultantshavenowtransitionedtoCitystaffhiredaspartofResourceandMaintenanceNeedsinvestment.Thus,thisspecificprogramcomponentisremovedintheAmendedAAP,andfundsforconsultingareincludedinSection4.5oftheSupplementAAP.
(3)Nearly$12Mhasalreadybeenexpendedthrough12/31/19,bothonprojectsinexcessoftheCity’scommitmentontheFoundationProjectsandonAAPprogramcomponentsthatwillcontinueasprogramcomponentsoftheSupplementAAP.
4.2 PRIVATE SEWER REPAIR PROGRAM PilotversionsofthePrivateSewerRepairProgramwereinitiatedaspartoftheEAP.Sincethattime,theCityhasbuiltarobustandefficientprogramthathasreceivednationalrecognition.In2012,theCityrelieduponhiredconsultantstoadministertheprogrambut,beginningin2018,theCitybeganhiringanddevelopingin-housestaffwhonowmanageeveryaspectoftheprogram.Byconstantlyrefiningthecosteffectivenessofourapproach,theCityhasseenadramaticdropincostperpropertyevaluatedwhilecontinuingtoaddressapproximately1500propertiesperyear.SignificantreductionsinpeakI&IcontinueasoutlinedintheCity’sannualreports.Inaddition,theCitycontinuestoaddresspervasivebasementbackupsaspartofitsBasementBackupPreventionProgram,administeredthroughthePrivateSewerRepairProgram.
ThePrivateSewerRepairProgramincludesseveralstepstoadministerwithineachtargetedarea.First,thereisaperiodofoutreachtothetargetedneighborhoodorareawhereexcessiveI&Ihasbeenidentified.Thisoutreachincludescommunicationthroughsocialmedia,publicmeetings,andwrittencorrespondence.Oncesewercustomershaveagreedtoparticipateintheprogram,eachpropertyisevaluatedtodetermineifplumbingdefectsarepresentandthecustomerselectsalocalplumbertoperformanyneededcorrectivework.Oncetherepairhasbeenmade,Citystaffinspecttheworkandawarrantytothecustomerisprovidedbytheplumber.Inpreviousiterationsoftheprogram,allofthesestepswereperformedinatargetedarea(previouslyidentifiedintheOCPasa“Phase”)beforemovingontothenextarea.Toincreaseefficiency,theprogramhastakenmoreofanadaptivemanagementapproach,oftenbeginningworkinoneareawhilefinishingupworkinthenext.ThePrivateSewerRepairProgramisanongoingprogramthatsystematicallyaddressesI&Ibasedonhistoricandrecentmetering,configurationofthesewerpipenetwork,landuse,VCPrehabilitationprojects,andproximitytohighprioritySSOs.
Underthisprogram,theCitywillcontinuetoaddressI&IfromprivatesourcesatasimilarpacetoearlierversionsoftheOCPbutbybringingtheprogramin-houseisabletoruntheprogrammoreefficientlybystreamliningtheprocess,focusingonthemostcosteffectiveplumbingdefects,andimprovingouroutreachsothatwecaneffectivelyreducemoneyspentoneachpropertytoachieveagreaternetbenefitforthedollarsspent.
4.2.1 Project Schedule 2021-2025 TheCity’sPrivateSewerRepairprogramiscurrentlymobilizedandwillcontinuetosystematicallyaddressprivateI&Iandbasementbackups.Table4.2.1reflectstheestimatedinvestmentintheprogrameachyear.Thesetotalsincludecostofadministrationaswellasthecostofaddressingidentifiedplumbingdefects.
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Table 4.2.1 PrivateSewerRepairProgram(2021-2025)
FY21 FY22 FY23 FY24 FY25
PrivateSewerRepairProgram
$1,300,000 $1,300,000 $1,300,000 $1,300,000 $1,300,000
From2021-2025,theCitywillinvestapproximately$1,300,000annuallytowardthePrivateSewerRepairProgramforatotalinvestmentof$6,500,000toaddressI&Ifromprivatesources.
4.2.2 Project Schedule 2026-2030 From2026-2030,theCitywillcontinuethesuccessfulPrivateSewerRepairprogramatapacesimilartopreviousyears.TheCitywillcontinuetorefineitsprocess,maximizeI&Iremovals,andfindwaystolowercostswhileeffectivelyreducingI&Ifromprivatesources.
Table 4.2.2 PrivateSewerRepairProgram(2026-2030)
FY26-FY30
PrivateSewerRepairProgram $7,300,000
From2026-2030,theCityanticipatesinvestingapproximately$1,460,000annuallytowardthePrivateSewerRepairProgramforatotalinvestmentof$7,300,000.
4.2.3 Project Schedule 2031-2035
Table 4.2.3 PrivateSewerRepairProgram(2031-2035)
FY31-FY35
PrivateSewerRepairProgram $8,200,000
From2031-2035,theCityanticipatesinvestingapproximately$1,640,000annuallytowardthePrivateSewerRepairprogramforatotalinvestmentof$8,200,000.
4.3 MS4 COMPLIANCE OneofthekeycomponentsoftheCity’sIntegratedPlanistheunderstandingthat,iftheCityisgoingtomeetthegoalsoftheFederalCleanWaterAct,itmustaddressstormwatersourcesofpollutionaswellaswastewater-relatedsolutions.ThroughtheCity’sIntegratedPlanningefforts,ithasbecomeevidentthataddressingstormwatersourcesofpollutioncanprovidemoreenvironmentalbenefitthancertainhighcostwastewater-relatedinvestments.AspartoftheoriginalOCP,theCityproposedtoallocatefundstowardmeetingMS4permitrequirementsinlieuofadditionalwastewater-relatedinvestments.AsinthepreviousOCP,thissupplementcontinues
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toincludefundingtomeetMS4permitcompliance,whichisacost-effectivemeanstogainimprovedwaterqualityinthemostefficientmanner.The2021SupplementincludescontinuedfundingtomeetMS4permitcomplianceaccordingly.
4.3.1 Project Schedule 2021-2025 Overthepast5years,keyinvestmentshavebeenmadeinMS4permitcomplianceincludinghiringtwocrewstofocusonwaterquality-relatedmaintenanceandincreasedstaffingforpost-constructionprogramimplementation.IntegratedPlanningeffortshavehelpedguidetheallocationofresourcestofocusonhighprioritystormwaterpollutionsourcesandsolutionswiththebestreturnoninvestment.Overthenext5years,incrementalfundingincreasesareplannedtocontinuetoinvestinoperationandmaintenanceefforts,andcost-effectivesolutionssuchaseducation/outreach,floatablescontrol,anddetentionretrofits.InvestmentsarealsoanticipatedtocontinueforwaterqualitymonitoringanddevelopingandimplementinganactionplantoaddressstreamimpairmentsinaccordancewiththeIntegratedPlan.TherevisionoftheMS4StormwaterManagementPlanin2022willfurtherdefinethemeasurablegoalsforMS4permitcomplianceforthenext5years.WithinthisproposalisacontinuationoftheinvestmentoutlinedinthepreviousOCPandwillallowSpringfieldtocontinuetomanageoneofthepremierMS4programsinthestate.Table4.3.1reflectstheestimatedinvestmentintheprogrameachyear.
Table 4.3.1 MS4Compliance(2021-2025)
FY21 FY22 FY23 FY24 FY25
MS4PermitCompliance $2,000,000 $2,100,000 $2,200,000 $2,200,000 $2,300,000
From2021-2025,theCitywillinvestatotalof$10,800,000towardwaterqualityimprovementactionsthroughcompliancewithitsPhase1MS4permitinlieuofadditionalwastewater-relatedimprovements.
4.3.2 Project Schedule 2026-2030 From2026-2030,theCitywillcontinuetoinvestinmaintainingcompliancewiththeMS4permitandaddressingoverallwaterqualitythroughmanagementofstormwatersourcesofpollution.
Table 4.3.2 MS4Compliance(2026-2030)
FY26-FY30
MS4Compliance $12,200,000
From2026-2030,theCitywillinvestapproximately$2,440,000annuallytowardMS4Complianceforatotalinvestmentof$12,200,000.
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4.3.3 Project Schedule 2031-2035 From2030-2035,theCityanticipatescontinuingthelevelofinvestmentneededtomaintaincompliancewithitscurrentMS4Permit.IffutureiterationsoftheMS4permitcontainmorecostlymanagementapproaches,additionalfundingsourcesmayneedtobeidentified.
Table 4.3.3 MS4Compliance(2031-2035)
FY31-FY35
MS4Compliance $13,800,000
From2031-2035,theCityanticipatesinvestingapproximately$2,760,000annuallytowardMS4complianceforatotalinvestmentof$13,800,000.
4.4 COLLECTION SYSTEM RENEWAL BoththeEAPandOCPincludedsignificantinvestmentinsewerrehabilitation.NotonlydotheseeffortsreduceI&I,buttheyimprovesystemreliabilityandavoidfuturemaintenancecosts.AsignificantportionofSpringfield’ssewersystemisbeyonditsdesignlifeandadditionalinvestmentwillhelpSpringfieldgetaheadoftheagecurveinordertoproactivelymanagecriticalinfrastructure.
Springfieldhascompletedacomprehensiveassetmanagementsystemstudywhichishelpingprioritizeitsrehabilitationefforts.Usingthisassetmanagementtool,coupledwithflowmonitoringdata,Springfieldhasbeenabletoprioritizerehabilitationeffortsbasedonpipecondition,consequenceoffailure,riskoffailure,andcontributiontoI&I.AMarginalCostAnalysis(MCA)wasconductedtooptimizeCIPPliningandopencutrepairoftheVitrifiedClayPipe(VCP)systemandfoundadistinct“kneeofthecurve”whereadditionalinvestmentyieldsmarginallylessadditionalbenefit.
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Figure 4.4 Rehab Optimization
Theanalysiscurrentlyshowsthattheoptimumlevelofrehabilitationisapproximately59%oftheVCPsystem,whichrelatestoapproximately283milesofsewerinfrastructure.Asaresultoftheanalysis,SpringfieldwillcontinuetoinvestheavilyinCIPPlining,opencutrepair,andothersystemrehabilitationwhilekeepinganeyeondiminishingrateofreturn.Asof2020,Springfieldhasalreadylined27%oftheVCPsystemandisundercontracttohave45%linedinthenextthreeyears.AsSpringfieldcollectsmoredataandthesystemcontinuestoage,thesenumbersarelikelytochange,andadjustmentswillbemadetoeithertheschedulingortypeofrehabilitationneeded.
SpringfieldhasalsorecentlycompletedacomprehensiveLiDARandsonarinspectionofitslargediametertrunksewers.Thesepipesarethecriticalbackboneofthecollectionsystemandtheinspectionanalysishasidentifieddefectsandcreatesabaselineformonitoringthesetrunksewersgoingintothefuture.Whilelargeportionsofthesystemareinrelativelysoundshape,thereappearstobeanopportunitytopreventI&Iandexfiltrationbygroutingthejointsusingmunicipalgroutingtechniques.
TheCityhasidentifiedandprioritizedmanholerehabilitationandwillcontinuetoexplorevariousrehabilitationtechniquesformanholes.
Inaddition,astheCityredevelops,thereappeartobeseveralopportunitiestoupgradeportionsofthesewersystemtoaccommodatefuturegrowthandaddresspotentialbottleneckswherewetweatheroverflowsmaybeafuturerisk.
$0 $10 $20 $30 $40 $50 $60 $70 $80EstimatedRunningTotalCosttoLineandOpenCutRepairRemainingVCP Millions
Lining OpenCut
Knee of Curve
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4.4.1 Project Schedule 2021-2025 TheproposedscheduleallowsforsignificantCIPPliningandopen-cutrepairfrom2021-2025.Whileperformedbyseparatecontractorsorfieldcrews,CIPPliningandopen-cutrepairsareoftencoincident,withnecessaryrepairsbeingmadetothesewersothatCIPPliningcantakeplace.Therearealsomanyinstanceswhereapointrepairmayoccurindependentoftheliningoperation,butingeneral,theestimatedlevelsofinvestmentforbothactivitiesaresynchronized.
ThisschedulealsoincludesrehabilitationofmanholeslocatedinafloodplainorsinkholewhichappeartobethemostsusceptibletoI&Iintrusion.Aswefurtheridentifycost-effectivetechniquesformanholerehabilitation,theCitywilllikelyincreasethislevelofinvestmentbeyond2025,targetingareaswhereI&Iimpactsaregreatestatmanholelocations.
TheCityrecentlycompletedaLidar/Sonarinspectionofthelarge-diametertrunksewersystem.Thesepipesarethecriticalbackboneofthecollectionsystemandthisanalysishasidentifieddefectsandcreatedabaselineformonitoringthesetrunklinesgoingintothefuture.ThisanalysisshowedthatlargeportionsofthesystemappeartobeingoodshapebutthereappearstobeanopportunitytofurtherminimizeI&Iandextendthelifeofthepipebygroutingthejoints.Overthenext5years,theCitywillutilizeadesign-buildmethodologytopilotseveraldifferentmunicipalgroutingtechniquesandmonitortheeffectivenessofeach.Usingthemostcost-effectiveapproach,weintendtocontinuetheseinvestmentsbeyond2025.
SpringfieldcurrentlyhasaprogramtoinjectFerricChlorideintothecollectionsystematvariouspointstocombattheformationofhydrogensulfide,whichcandeteriorateconcrete.TheCityisintheprocessofdeployingsensorsintootherportionsofthesystemtogaugeHydrogenSulfideanddevelopastrategyforfurtherimplementationoftheexistingprogram.
Inaddition,theCityhasidentifiedseverallocationswithhydrauliccapacitybottlenecksthatwillbeaddressedtominimizefutureSSOsandtoaccommodatefuturegrowth.
Table4.4.1reflectstheestimatedinvestmentinrenewaleachyear.
Table 4.4.1 CollectionSystemRenewal(2021-2025)
FY21 FY22 FY23 FY24 FY25
CastInPlacePipe(CIPP) $5,100,000 $5,200,000 $5,400,000 $4,500,000 $3,400,000
ManholeRehab $200,000 $200,000 $200,000 $220,000
OpenCutRepairs $2,000,000 $2,100,000 $2,100,000 $1,700,000 $1,400,000
ConcretePipeCorrosionProtection
$100,000 $200,000 $330,000 $440,000 $560,000
MunicipalGrouting $740,000 $540,000 $550,000 $570,000
SystemCapacityImprovements
$550,000 $600,000 $600,000
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From2021-2025,theCitywillinvestintheaboveprojectcategoriesforatotalof$39,500,000towardsrenewingthecollectionsystemtoreduceI&I,improvereliability,andputtheutilityontrackforamoresustainablelong-termoperation.
4.4.2 Project Schedule 2026-2030 From2026-2030,theCitywillcontinuetoinvestinvariousrehabtechniques.FollowingthesignificantinvestmentinCIPPliningandopencutrepairsanticipatedfrom2021-2025,theCitywillcontinuetheseprojectcategories,butatalowerlevel,utilizingadaptivemanagementastheybegintoapproachthepointofdiminishingreturnfortheseprojectcategories.Duringthistime,theCitywillshifttheirfocustowardmanholerehabilitationandgrouting,baseduponthelessonslearnedtodate,andwillcontinuetoprovideconcretepipecorrosionprotectionandtoaddresscapacity-relatedprojectswithinthesewersystem.
Table 4.4.2 CollectionSystemRenewal(2026-2030)
FY26-FY30
CastInPlacePipe(CIPP) $7,500,000
ManholeRehabilitation $2,500,000
OpenCutRepairs $3,000,000
ConcretePipeCorrosionProtection $3,000,000
MunicipalGrouting $3,000,000
SystemCapacityImprovements $3,000,000
From2026-2030,theCitywillinvestapproximately$4,400,000peryearinthesecategorieswithatotalinvestmentof$22,000,000.
4.4.3 Project Schedule 2030-2035 From2030-2035,theCitywilllineandopencutrepairtheremainingVCPportionsofthesystemidentifiedascosteffective.Atthispointintheprogram,theCitywillhavesignificantlymoreassetinformationandflowmonitoringdatathatshouldallowtheCitytoarriveatanoptimalsolutionforsystemrehabilitation.Duringthistime,theCityanticipatesmoreofafocusonmanholerehabilitationeffortsusingthemosteffectiveapproachdevelopedbytheindustry.TheCitywillcontinueitseffortsonconcretecorrosionprotection,municipalgrouting,andwillcontinuetomakeimprovementstotheoverallsystemcapacitywherewarranted.
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Table 4.4.3 CollectionSystemRenewal(2031-2035)
FY31-FY35
CastInPlacePipe(CIPP) $7,000,000
ManholeRehab $4,000,000
OpenCutRepairs $3,000,000
ConcretePipeCorrosionProtection $3,500,000
MunicipalGrouting $4,000,000
SystemCapacityImprovements $3,500,000
From2031-2035,theCityanticipatesinvestingapproximately$5,000,000peryearinthesecategorieswithatotalinvestmentof$25,000,000.
4.5 COLLECTION SYSTEM OPTIMIZATION ContinuingtheflowmonitoringeffortsfromtheEAPandFoundationProjects,collectionsystemoptimizationincludesincreasedflowmonitoringaswellasafocustowardanalyzingwhichfunctionsandinvestmentscanbeoptimizedtoincreaseefficiencyintheoverallPOTW.SpringfieldiscurrentlyworkingwithtwonationalconsultingfirmstoanalyzethesystemandidentifyprojectstomeetthegoalsoftheAAPandputSpringfieldontracktobecomingamoreefficientandsustainableutilityinthelongrun.
Withinthiscategoryisanincreasedflowmonitoringeffort,includingmicrometering,tomakemoreinformeddecisionsaboutrehabilitationinvestments.TheCitycurrentlymaintainsanumberofpermanentflowmonitoringstationswithinthesewersystem,aswellasseveralraingagesandgroundwatermonitoringwells.Thisinformationisbeingusedtomeasuretheeffectivenessofinvestmentsandtofurtherrefinethehydraulicmodeling.Aspartofthiseffort,theCityisusingmicrometeringtechniquestofocustheeffortsofboththerehabilitationandPrivateSewerRepairprograms.
Duringthisperiod,Springfieldwillexploretheconceptofcollectionsystemcontrolandautomation(i.e.SmartSewers)potentiallythroughthefollowingavenues:technologiestodetectmaintenanceissuesbeforetheybecomedryweatheroverflows,automationofliftstationstoimproveefficiency,optimizationofexistingassetsthroughglobevalvesandothercontrolsandefficienciesastheyareuncovered.
ThroughoutimplementationofthisOCPmodification,theCityanticipatestheneedtorelyonconsultantstoassistwiththedeliveryofprojects.Consultingsupportservicesmayincludepublicoutreach,programmanagement,financialanalysis,andevaluationsonthecost-effectivenessoftheimplementedprojects.WhiletheCityhasincreasedtheirin-housetechnicalcapabilitiesinrecent
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years,wecontinuetoanticipatereceivingassistancefromoutsideindustryexpertstohelpensuremaximumprogramefficiency,cost-effectiveness,andoverallprogramaffordability.
TheSpringfieldareaisgrowing,andastheregionalsewerprovider,itisimportanttolookcloselyatthesewersystemwiththelong-terminmind.Partofthiseffortwillincludeasystem-widemasterplanthatwillinformSpringfield’scurrentComprehensivePlanningeffortstomakesurethattheCityisinapositiontoservetheregionwellintothefuture.
4.5.1 Project Schedule 2021-2025 Theproposedscheduleallowsforsystematicflowmonitoringatvariouspointswithinthecollectionsystemaswellasmicrometeringofindividualsewerbasins.TheCitywillalsoworkwithaconsultanttoidentifyopportunitiesforsystemcontrolandautomation.Duringthistime,therewillbeatargetedefforttowardmasterplanningthecollectionsystemtoaddressfuturegrowth.OverallprogrammingcostsfortheAAPisalsoincludedinthiscategoryandmayincludedesignandengineeringsupportservices.Table4.5.1reflectstheestimatedinvestmentintheprogrameachyear.
Table 4.5.1 CollectionSystemOptimization(2021-2025)
FY21 FY22 FY23 FY24 FY25
FlowMonitoring $310,000 $315,000 $325,000 $340,000 $340,000
CollectionSystemControl&Automation
$35,000 $175,000
ProgramCosts $300,000 $315,000 $325,000 $330,000 $340,000
MasterPlanning $200,000 $420,000 $430,000
From2021-2025,theCitywillinvestintheaboveprojectcategoriesforatotalof$4,500,000inflowmonitoring,automating,professionalconsulting,andmasterplanningthesewersystem.
4.5.2 Project Schedule 2026-2030 From2026-2030,theCitywillbeginimplementationofvariousprojectstooptimizethecollectionsystembasedontheresultsfoundfrompreviousyears.TheCitywillincreaseitsflowmonitoringtotracksuccessandinanticipationoffutureinvestments.
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Table 4.5.2 CollectionSystemOptimization(2026-2030)
FY26-FY30
Flow Monitoring $2,500,000
CollectionSystemControl&Automation $3,550,000
ProgramCosts $1,750,000
From2026-2030,theCitywillinvestapproximately$1,560,000peryearinthesecategorieswithatotalinvestmentof$7,800,000.
4.5.3 Project Schedule 2031-2035
Table 4.5.3 CollectionSystemOptimization(2031-2035)
FY31-FY35
FlowMonitoring $1,800,000
ProgramCosts $1,500,000
From2031-2035,theCityanticipatesinvestingapproximately$660,000peryearinthesecategorieswithatotalinvestmentof$3,300,000.
4.6 TARGETED SSO REDUCTION ThecurrentOCPincludedfourspecificprojectstargetedtowardsremovingSSOsinpublicplaces,basedontheIntegratedPlanningprincipalthattheCityshouldtargetinvestmentinSSOsthathavethebiggestimpactonthecommunity.Todate,theCityhascompletedtheinitialphaseofoneoftheseprojects(SmithPark)aheadofschedule.Originallythisprojectwasestimatedat$1.9million.However,foranumberofreasons,theCitywasabletocompletethefirstphasein2019forjustover$450,000.LookingforwardattheremainingSSOprojectsintheOCP,boththeDolingParkprojectandPeaRidgeprojectsstillappeartobeappropriate,butthescopeoftheGallowaySSOprojecthaschangedsignificantlyduetonewinformation.Goingforward,astheCitylearnsmoreaboutthesystem,SSOprojectsinhighprofileareasusingatriple-bottom-lineapproachwillbeprioritized.
4.6.1 Project Schedule 2021-2025 ThefirstphaseoftheSmithParkprojectwascompletedaheadofscheduleaspartoftheAAP.Sinceimplementation,ourflowmonitoringhasindicatedthatthisprojecthashadasignificantimpactonwetweatherSSOvolumeoverallandhasdramaticallyreducedtheoccurrenceofoverflowswithinSmithPark.
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PhaseIandIIoftheEastChestnutSewerReplacementprojecthasbeenidentified,throughhydraulicmodelingandfieldobservation,asanopportunitytoaddcapacitytothesewersystemalongEastChestnutExpresswayandalongRockhurstStreet.TheseprojectswillbedoneincooperationwiththeCity’sPublicWorksdepartmentastheyaddressfloodingissuesintheseneighborhoods.BothoftheseprojectswilleliminateasignificantnumberofSSOsintheseareasandrankasaveryhighprioritybasedonanumberoffactors.Figure4.6.1showstheextentsofbothoftheseprojects.
Figure 4.6.1 East Chestnut Sewer Replacement Phase I & II
TheCitywillcontinuetoworktowarddesignandconstructionoftheDolingParksewerrehabilitationprojectasoutlinedinthecurrentOCP.Whencomplete,thiswillresultintheeliminationofseveralsignificantSSOsinthispublicusearea.Figure4.6.2showstheportionofthesystemthatwillbeaddressedthroughthisproject.
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Figure 4.6.2 Doling Park Priority SSO Project
ThePeaRidgeprioritySSOprojectisalsooutlinedinthecurrentOCP.Thisprojectiscurrentlyinthedesignphaseandincludesincreasedcapacitythroughoutthetrunksewerportionofthesystem.Thissewerbasinisprimarilyresidential,andthisprojectwilladdressseveralSSOsinthewatershed.Figure4.6.3showstheportionsofthesystemwherecapacitywillbeaddedthroughreplacementortheadditionofparallelpipes.
Figure 4.6.3 Pea Ridge Priority SSO Project
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Asaresultofourcapacityanalysistodate,theInmanCreektrunksewernearKansasAvenueandWalnutLawnwillalsobeanalyzedanddesignedduringthisphasewithconstructionproposedbeyond2025.InmanCreekisapotentiallysensitivewatershed,withseveralkarstfeatures.ThisprojectwilladdcapacityandaddressseveralSSOlocationswithinthewatershed.Figure4.6.4showstheestimatedalignmentofthisproposedproject.
Figure 4.6.4 Inman Creek near Kansas Avenue Sewer Replacement Project
Table4.6.1reflectstheestimatedinvestmentintheseprojectseachyear.However,theCitywillcontinuetorefinetheiranalysisandprioritizeprojectsbasedonthosethathavethegreatestimpacttohumanhealthandwaterquality,inaccordancewiththeIntegratedPlan.
Table 4.6.1 TargetedSSOReduction(2021-2025)
FY21 FY22 FY23 FY24 FY25
SmithParkPrioritySSOProject
$450,000
EastChestnutSewerReplacement–PhaseI
$1,000,000
EastChestnutSewerReplacement–PhaseII
$200,000 $1,150,000
DolingPark $650,000 $1,700,000
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PeaRidge $250,000 $500,000 $1,600,000
InmanCreeknearKansasAvenueSewerReplacement
$100,000
From2021-2025,theCitywillinvestintheaboveprojectcategoriesforatotalof$7,600,000inprojectstargetedatremovingSSOsinprioritylocations.
4.6.2 Project Schedule 2026-2030 From2026-2030,theCitywillimplementprojectsdesignedintheearlierphaseandwilluseadaptivemanagementtoidentifyadditionalprojectstobeimplementedduringthisperiod.ItisanticipatedthattheCitywillconstructimprovementstotheInmanCreektrunksewer,whichhasthepotentialtosignificantlyreduceSSOinthiskarstvalleywherepollutantshaveamoredirectpathwaytogroundwater.TheCityhasalsoidentifiedasmallprojectatSunsetandKickapoowhereadditionalcapacitywillreduceSSOs.Duringthistime,theCitywillimplementthesecondphaseoftheSmithParkproject,constructingaparallelsystemdownstreamtoSilverSpringsPark.Inaddition,theCityhasidentifiedtheneedforaparalleltrunklinealongtheSouthCreektrunksewerwhichwilladdsignificantwetweathercapacitytothisportionofthesystem.
Table 4.6.2 TargetedSSOReduction(2026-2030)
FY26-FY30
InmanCreeknearKansasAvenueSewerReplacement
$800,000
SunsetandKickapoonearNationalAvenue $200,000
SmithParktoSilverSpringsPark $3,000,000
SouthCreekParallelTrunkLine $11,000,000
TargetedSSOReductionProjectstobeIdentified
$700,000
From2026-2030,theCitywillinvestapproximately$3,140,000peryearintheseprojectcategoriesforatotalinvestmentof$15,700,000.
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4.6.3 Project Schedule 2031-2035 From2031-2035,theCitywillimplementprojectsdesignedinearlieryearsandwilluseadaptivemanagementtoidentifyadditionalprojectstobedesignedandimplementedduringthisperiod.
Table 4.6.3 TargetedSSOReduction(2031-2035)
FY31-FY35
TargetedSSOReductionProjectstobeIdentified
$6,000,000
From2031-2035,theCityanticipatesinvestingapproximately$1,200,000peryearinthesecategorieswithatotalinvestmentof$6,000,000.
4.7 TREATMENT PLANT RENEWAL ThecurrentAAPcontemplatesover$40MinimprovementsatbothWWTPs,includinganewequalizationbasinattheNWTP.However,astheCitycontinuestostudythefacilities,itdoesnotappearthatanewequalizationbasinwillmeetmanyoftheprogramgoals.Instead,theCitywillcompleteamasterplanofbothfacilitiesthatwillinforminvestmentsnowandinthefuture.Thereisstillaneedtoinvestsignificantlybetween2021-2025torehabilitateexistingfacilitiesandtoimproveefficiency.Muchofthisspendingispushedouttothelast10years,however,allowingtheCitytorefinetheirplantostrategicallyinvestinbothfacilitiesinawaythatcontinuestooptimizeinvestmentsusinginformationgainedthroughothersystemrehabilitation,whilemaintainingtheirsterlingrecordofwastewatertreatmentandcorrespondswiththegoalsoftheACJ.
OnepotentialopportunityincludesapossibledecommissioningofoutdatedportionsoftheSWTP.TheSouthwestWastewaterTreatmentPlantisacombinationoftwoseparatetreatmenttrains.Plant1wasconstructedaround1978andisnearingtheendofitsusefullife.Inaddition,Plant1usesanarchaicandenergy-intensiveprocessthatresultsinaveryhighoperationalcost.Apreliminaryanalysisindicatesthattheremaybeanopportunitytoreconfiguretheexistingprocess,decommissionandreplaceportionsofPlant1,andprovidebettertreatmentwhilesaving$1-$2M/yearinenergy,alum,andmaintenancecosts.
4.7.1 Project Schedule 2021-2025 TheCityhascompletedseveraloftheAAPprojectsaheadofscheduleandhasalreadyimplementedthepolishingfilterconversion.Thisprojectwasinitiallyestimatedat$6.2Mandwasrecentlycompletedforapproximately$2.5million.
TheCitywillbeginacomprehensivemasterplanningeffortforbothtreatmentfacilitiesthatwillinformfutureinvestments.Itisanticipatedthatthisstudywilltakeseveralyearsandprovidevaluableinformationregardingfutureexpansion,rehabilitation,andoptionstoimproveandoptimizethetreatmentprocessatbothfacilities.
TheCityhasbegunconstructiononseveralotherfacilityrehabilitationprojectsincludingimprovementstotheHVACsysteminthelaboratoryandadministrativebuildings,includingnewfumehoodsandHVACsystems,aswellasonadewateringpumpstationandgrithandling
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improvementsforPond2.TheCityisalsointheprocessofdesigningupgradestotheinfluentpumpingstation,headworks,andaerationbasin,withimplementationscheduledduringthisperiod.
OtherfacilityrehabilitationprojectshavealreadybeenidentifiedincludingclarifierlaundercoversattheSWTP,RASvalvereplacementsattheNWTP,improvedsolidshandlingattheNWTP,andupgradestothebiogastreatmenttrainattheSWTP.TheCitywillcontinuestrategicinvestmentinimprovingfacilityautomationanddatamanagementwhichwillallowstafftobettertrackenergyusageandidentifyopportunitiestoimproveefficiency.Wehaveimplementedanewcomputerizedmaintenancesystem(CMMS)andareintheprocessofimplementingawaterinformationsystem(WIMS).Wewillcontinuetoidentifyandevaluateprojectsthatsupportoursustainabilitygoalssuchassolarorrenewalnaturalgas(RNG).Table4.7.1reflectstheestimatedinvestmentintreatmentplantrenewaleachyear.
Table 4.7.1 TreatmentPlantRenewal(2021-2025)
FY21 FY22 FY23 FY24 FY25
Plant2PolishingFilterUpgrades
$2,500,000
FacilityMasterPlan $500,000 $700,000 $500,000
LabHVACImprovements&BuildingRemodel
$1,300,000
Headworks/Plant2Improvements
$600,000 $300,000 $3,000,000
Pond2PumpStationandGritHandlingFacility
$1,000,000
FacilityRehabilitation $500,000 $500,000 $500,000 $100,000
From2021-2025,theCitywillinvestintheaboveprojectcategoriesforatotalof$12,000,000intreatmentfacilityrenewal.
4.7.2 Project Schedule 2026-2030 From2026-2030,theCitywillbeginimplementingprojectsidentifiedinthemasterplanningeffortscompletedinpreviousyears.ItisanticipatedthattheseimprovementswillincludethedecommissioningofPlant1andassociatedfacilityimprovementsaswellasanexpansionoftheoverallNTWP.TheCityanticipatesreplacingtheblowersattheNWTP.Asthesestudiesarecompleted,theprojectschedulewillberefinedwithadditionaldetailintheCity’sannualreportinginanticipationoffutureinvestments.
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Table 4.7.2 TreatmentPlantRenewal(2026-2030)
FY26-FY30
Plant1Decommission $8,000,000
NWTPBlowerReplacement $800,000
NWTPExpansion $6,500,000
From2026-2030,theCitywillinvestapproximately$3,060,000peryearintheseprojectcategorieswithatotalinvestmentof$15,300,000.
4.7.3 Project Schedule 2031-2035 TheCitywillcontinuetoimplementprojectsidentifiedinthepreviousmasterplanningefforttoensurethatthegoalsoftheACJaremet.TheJamesRiverliftstationisacriticalcomponenttotheCity’swastewaterinfrastructureandtheremaybeopportunitiestoimproveperformancethatwillresultinSSOreductions.TheCityhasalsoidentifiedpotentialneedsforimprovedgreasehandlingandupgradestotheheadworksfacilityattheNWTP.Inaddition,otherprojectstobeidentifiedmayincludestruvitecontrol,furtherautomation,facilityrehabilitation,miscellaneousliftstationupgrades,upgradestoPlant2,alternativewetweatherhandling,energysavings,renewableenergyinvestments,orotherrecommendationsfromthemasterplanningefforts,projectresults,anddatacollection.TheprojectlistwillbecontinuouslyrefinedasaresultofadaptivemanagementandtheIntegratedPlanningprocess.
Table 4.7.3 TreatmentPlantRenewal(2031-2035)
FY31-FY35
JamesRiverLiftStationImprovements $10,000,000
Headworks/GreaseHandlingImprovements(NWTP)
$5,000,000
ProjectstobeIdentified $17,000,000
From2031-2035,theCityanticipatesinvestingapproximately$6,400,000peryearinthesecategorieswithatotalinvestmentof$32,000,000.
4.8 GREEN INFRASTRUCUTURE In2019,theUnitedStatesCongressamendedtheFederalWaterPollutionControlAct(CleanWaterAct)byratifyingtheFederalWaterInfrastructureImprovementAct(FWIA)toprovideforanIntegratedPlanningprocessandtopromotegreeninfrastructure.Thelegislationspecifically
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allowsforintegrationofallCleanWaterActrequirements,includingmunicipalwastewaterandstormwater.
ConsistentwiththeFWIA,theCity’sIntegratedPlanningeffortshaveyieldedsomegreatresultsinrecentyears.ThemostrecentanalysisconfirmsthatinvestmentsmadeingreeninfrastructureyieldsagreaternetbenefittowaterqualitythanasimilarlevelofinvestmentinSSOreduction.Directinvestmentinthesanitarysewersystemisthefundamentalbasisofthisprogram,howeverthegoaloftheAmendedConsentJudgment,andultimatelytheCleanWaterAct,istoimprovethequalityofourlakesandstreams.ThroughIntegratedPlanning,itisapparentthataportionofSpringfield’seffortstowardachievingcompliancewiththeCleanWaterActshouldincludeprojectsthataddressstormwateraswellaswastewater.GreenInfrastructureinitiativeswhichhaveahighernetbenefitthancorrespondingwastewaterinitiativeswillmoreeffectivelyachievethegoalsoftheCleanWaterAct,whichultimatelysavessanitarysewerratepayersmoneybyavoidingmorecostlyinvestmentsineffortsthathavealowernetbenefittothecommunity.
TheCity’sIntegratedPlanninganalysishasidentifiedseveralpotentialprojectssuchasRenewJordanCreek,restoringFassnightCreek,andnumerousotherprojectsandprogramstoenhancestreetscapes,increasetreecanopy,andrestorestreamcorridorstoamorenaturalsetting.Inaddition,thisprojectcategoryallocatesfundinginordertotakeadvantageoffuturepollutanttradingopportunitiesinaccordancewithEPA’s2019updatetotheagency’sWaterQualityTradingPolicy.
4.8.1 Project Schedule 2021-2025 TheGreenInfrastructurecomponentofthisplanwillincludeprojects,programmaticcomponents,andpollutanttradingopportunities.TheCity’sDepartmentofPublicWorksisresponsibleformaintainingpublicinfrastructurerelatedtostormwaterconveyanceandfloodcontrol.Thereareseveralopportunitiesidentifiedtoenhancestormwaterprojectswithgreeninfrastructurecomponentsthatimprovewaterquality.
ThroughtheSROIcomponentoftheCity’sIntegratedPlan,riparianrestorationhasbeenidentifiedasasolutionthatachievestremendousbenefitstobothwaterqualityandthesurroundingcommunity.TheCityhasidentifiedseveralpotentialprojectssuchasSouthCreekatNationalandSunsetStreet;SouthDrySacatStewartAvenue;andNorthBranchofJordanCreekatYatesAvenue.Thesestreamandriparianrestorationprojectsareincludedtoacquire,rehabilitate,andmaintainwaterwaysanddrainagesystemstoenhancetheirnaturalfunctionandaestheticvaluetothecommunity,takingadvantageofthetriplebottomlinebenefit.Otherprojectsmayincludestreetscapes,greenalleys,andtargetedinvestmentsbasedonwatershedplanning.
Theplanalsoincludesprogrammaticcomponentssuchastreecanopyrestoration,watershedplanningefforts,andcostshareprogramstoenhancethecommunity’sgreeninfrastructure.
TherearesignificantopportunitiesintheUpperJamesRiverandSacRiverwatershedsforpollutanttradingthatcouldresultinagreaternetbenefittothecommunity.TheJamesRiverandsubsequentTableRockLakeaswellasSacRiverandsubsequentStocktonLakeareeconomicdriversfortheOzarkregionandcontributeheavilytothequalityoflifeintheregion.Stakeholdersineachofthesewatershedsareworkingtoaddresswaterqualityimpairmentsthroughlong-standingTMDLs.ConsideringthesewatershedsinthecontextoftheCity’sIntegratedPlan,itbecomesapparentthatmuchoftheinvestmenttowardwaterquality,especiallyontheJamesRiver,istakingplace
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downstreamofthecommunity’sdrinkingwatersourcewhichhasbeenidentifiedasaveryhighpriorityfortheSpringfieldcommunity.Withinthisprojectcategory,Springfieldwillworkwithregionalpartnerstoleveragefundingtoaddresspollutionsourcesinawaythatiscosteffectiveandachievesmaximumbenefit.
GreenInfrastructureopportunitieswillbeassessedandprioritizedbasedonthosethatyieldacompetitivebenefittothecommunityandwaterquality.Table4.8.1reflectstheestimatedinvestmentingreeninfrastructureprojectsandprogramseachyear.
Table 4.8.1 GreenInfrastructure(2021-2025)
FY21 FY22 FY23 FY24 FY25
WaterQualityenhancementstoStormwaterCIP
$200,000 $450,000 $800,000 $800,000 $1,150,000
RiparianRestoration $200,000 $450,000 $500,000 $500,000 $500,000
GreenInfrastructurePrograms
$100,000 $250,000 $450,000 $500,000 $500,000
PollutantTradingOpportunities
$100,000 $100,000 $110,000 $120,000 $120,000
From2021-2025,theCitywillinvest$7,900,000inGreenInfrastructureInitiativestoimprovewaterquality.
4.8.2 Project Schedule 2026-2030 From2026-2030,theCitywillcontinuetouseitsIntegratedPlantoidentityopportunitiesforGreenInfrastructure.Opportunitiesareanticipatedtoincludeprojects,programmaticcomponentsandpollutanttradingopportunitiessimilartowhatisidentifiedinthepreviousperiod.
Table 4.8.2 GreenInfrastructure(2026-2030)
FY26-FY30
WaterQualityenhancementstoStormwaterCIP
$5,500,000
RiparianRestoration $2,500,000
GreenInfrastructurePrograms $2,400,000
PollutantTradingOpportunities $600,000
From2026-2030,theCitywillinvestapproximately$2,200,000peryearinthesecategorieswithatotalinvestmentof$11,000,000.
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4.8.3 Project Schedule 2031-2035 From2031-2035,theCitywillcontinuetouseitsIntegratedPlanandadaptivemanagementstrategiestoidentifyandimplementgreeninfrastructureinvestments.Opportunitiesareanticipatedtocontinuetoincludethecategoriesofprojects,programmaticcomponents,andpollutanttradingasdescribedinearlieryears.
Table 4.8.3 GreenInfrastructure(2031-2035)
FY31-FY35
WaterQualityenhancementstoStormwaterCIP
$11,000,000
RiparianRestoration $3,500,000
GreenInfrastructurePrograms $3,500,000
PollutantTradingOpportunities $600,000
From2031-2035,theCityanticipatesinvestingapproximately$3,700,000peryearinthesecategorieswithatotalinvestmentof$18,600,000.
4.9 OPERATIONS FACILITY SincetheCitybeganimplementationoftheOCPin2012,thenumberofemployeesworkingfortheDepartmentofEnvironmentalServiceshasmorethandoubled.EnvironmentalServicesiscurrentlyhousedalongsidetheDepartmentofPublicWorksintheCity’smaintenancecompound.Office/operationalspacehereislimitedand,withrecentgrowth,theDepartmentisstrugglingtofindadequateaccommodationforstaffandequipment.
EnvironmentalServicescurrentlyowns200+acresofbufferlandadjacenttotheSWTPandinitialinvestigationsshowitcouldbeanidealplacetoconsolidateitsoperations.ThismovewouldalsomakespaceavailabletotheDepartmentofPublicWorksattheexistingcompound.
4.9.1 Project Schedule 2021-2025 Thisprojectcategoryallocates$13milliontowardconstructinganewfacilityonthepropertynorthoftheSouthwestWastewaterTreatmentPlant.ThismovewillallowbettercoordinationbetweencollectionsystemstaffandtreatmentplantstaffandfitswellwiththeCity’sgoalofbecomingamoresustainableutilitybypositioningthedepartmentformoreeffectiveoperationsgoingintothefuture.Table4.9.1reflectstheestimatedinvestmentinthefacilityeachyear.
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Table 4.9.1 NewOperationsFacility(2021-2025)
FY21 FY22 FY23 FY24 FY25
NewOperationsFacility $500,000 $6,500,000 $6,000,000
From2021-2025,theCitywillinvest$13,000,000inconstructinganewoperationsfacility.
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5.0 Implementation TheprojectslistedintheOCPandthe2021Supplementrepresentameansoffocusingresourcesinareasthatareimportanttothecommunityandfocusingonsolutionsthatareproventobecost-effective.TheapprovedOCPisadaptabletoensureconsistencywiththeIntegratedPlan,allowingSpringfieldtoinvestwiselyinprojectsthatmeanthemosttoourcommunity,inawaythatprotectstheenvironmentwhilebeingaffordabletoourratepayers.
5.1 Adaptive Management Projectsmaybereprioritizedbasedoncontinuedflowmonitoring,resultsofcompletedprojects,andfurtherevaluationonthelocalgeologicconditionsandtheirrelationshiptotheextendedinfiltrationperiodsexperiencedinSpringfield.Costsincludedintheindividualprojectestimatesarebasedoncurrentknowledgeandinformationofthesystem.Throughoutthedevelopmentofeachproject,thecost-effectivenesswillbeevaluated,andfundsmaybereallocatedtootherprojectswithintheOCPor2021Supplement.Withineachoftheproposedprojects,theCitywillcontinuetoexplorenewmethodstoachievetheoverallgoalofcleanwaterthroughschedulingandprioritizingOCPprojectsinamorecost-effectivemanner.Asstatedinsection1.11.3oftheOCP,ourgoalistobetterunderstandthesystemandtoevaluateadditionalcost-effectiveI&Ireductionstrategieswhichwillinturndecreasethecostoffuturecapacityimprovementsandwetweathertreatment.AcomprehensiveadaptivemanagementstrategywillcauseourprojectliststoevolveaswelearnmoreaboutourPOTWasawholeandthesuccessesofworkperformed.
5.2 Reevaluation SectionIX.A.9oftheACJstatestheCity’sproposedimplementationschedulefortheOCP“shallnotextendbeyondDecember31,2031unlesstheStatedeterminesahigherlevelofservicejustifiesalongerschedule.”SectionIX.A.10oftheACJrequirestheOCPtoincludeaprocess“toreevaluatetheeffectivenessofeffortsundertheEAPandOCPandwillincludeaprocesstoreevaluatethecommitmentsandtimelinescontainintheCity’sOCP.TheCityshallevaluateandmaypropose,updatesorrevisionstoitsOCPasnecessarytoensuretheCitycanmeetitsobligations,effectivelyandefficientlyoperatethePOTW,andcomplywithitsOperatingPermits.”Minorupdatesorrevisionswillnotbeconsideredmodificationsrequiringcourtapproval,subjecttoSectionXXIVoftheOCP.However,theCityshallsubmitanyproposedmajorrevisionstotheOCPtotheStateforreviewandapprovalinaccordancewithSectionXXIV(Modification)oftheAmendedConsentJudgment.TheOCPapprovedbyMDNRandtheCircuitCourtin2015states“theCitywillsubmitanupdatedplanbyJuly1,2025.TheupdatedplanwillincludeproposedPhase3improvementsfortheperiodbeyond2025.”Followingtheadaptivemanagementphilosophy,theneedtoreviewandpotentiallyadjustthescopeandscheduleoftheOCPwasanticipatedandprovidedforwithinboththeACJandtheOCP.
This2021SupplementcompletesareviewofOCPprogressmadeto-dateandprovidesaproposedupdatedlistingofprojectsandprogramsfortheAAPphaseoftheOCPwithanewtimetablefororderlycompletionofthosecommitments.Thenewtimetableincludesprojectsbeyond2025,theneedforwhichwasanticipatedintheOCP,andwillrequireanextensionoftimefromtheDecember31,2031deadlinecontainedintheACJtoanewcompletiondeadlineofJune30,2035.Asaconditionofthistimelineextension,theCitywillsubmitanupdatedOCPplanbyApril1,2035whichwilldocumentthelevelofservice(LOS)thathasbeenobtainedthroughtheEAPandOCP
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effortsandwilleitherrecommendadditionalprojectsandprograms,ifnecessary,toachievethegoalsoftheACJorwillstatehowthegoalsoftheACJhavebeensuccessfullycompleted.
5.3 Reporting TheACJ,inSectionXI.B,requirestheCitytosubmitanannualstatusreportbyMarch31ofeachcalendaryear.TheannualstatusreportistocoverthepriorcalendaryearandcontainasummaryofthestatusandprogressofallprojectsandprogramsthatcomprisetheEAPandOCP.TheCityhasconsistentlycompliedwiththisrequirementandsubmittedthemostrecent2019annualstatusreporttoMDNRonMarch30,2020.
TheCityisproposingtoadjustfuturereportingperiodstoalignwiththeCity’sfiscalyear,whichrunsfromJuly1toJune30ofthesubsequentcalendaryear.ThereviseddeadlinewillfacilitatethereportingoffinancialdataandwillbringtheACJreportingintoalignmentwithseparate,butrelated,annualstatusreportingrequiredfortheCity’sNationalPollutantDischargeEliminationSystem(NPDES)permitfortheCity’sMunicipalStormSewerSystem(MS4)andfortheSpringfield-GreeneCountyIntegratedPlanstatusasrequiredfortheCity’sOperatingPermitfortheSWWastewaterTreatmentPlant.AligningthesethreeannualstatusreportswiththeCity’sfiscalyearwillpromoteconsistencyindatathatmaybecontainedinmultiplestatusreports.
Totransitionfromcalendaryearreportingtofiscalyearreporting,theCityproposestonotsubmitacalendaryearreportfor2020inMarchof2021,butinsteadprepareitsnextreporttoincludean18-monthperiodendingJune30,2021.TheACJrevisedreportingdeadlinewouldbesubmittedtoMDNRbySeptember30,2021.Eachsubsequentannualreportwillcovera12-monthfiscalyearendingJune30andtheannualstatusreportwillbeduebySeptember30ofthesamecalendaryear.