OCP Supplement (3-3-21)(CB) - springfieldmo.gov

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

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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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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

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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


$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


$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.


FY26-FY30

PrivateSewerRepairProgram $7,300,000

From2026-2030,theCityanticipatesinvestingapproximately$1,460,000annuallytowardthePrivateSewerRepairProgramforatotalinvestmentof$7,300,000.

4.2.3 Project Schedule 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)


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.


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.


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)


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.


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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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)


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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FY26-FY30

Flow Monitoring $2,500,000

CollectionSystemControl&Automation $3,550,000

ProgramCosts $1,750,000


4.5.3 Project Schedule 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)


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.


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.


FY31-FY35

TargetedSSOReductionProjectstobeIdentified

$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)


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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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.


FY31-FY35

JamesRiverLiftStationImprovements $10,000,000

Headworks/GreaseHandlingImprovements(NWTP)

$5,000,000

ProjectstobeIdentified $17,000,000


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)


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.


FY26-FY30


$5,500,000

RiparianRestoration $2,500,000

GreenInfrastructurePrograms $2,400,000

PollutantTradingOpportunities $600,000



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4.8.3 Project Schedule 2031-2035 From2031-2035,theCitywillcontinuetouseitsIntegratedPlanandadaptivemanagementstrategiestoidentifyandimplementgreeninfrastructureinvestments.Opportunitiesareanticipatedtocontinuetoincludethecategoriesofprojects,programmaticcomponents,andpollutanttradingasdescribedinearlieryears.


FY31-FY35


$11,000,000

RiparianRestoration $3,500,000

GreenInfrastructurePrograms $3,500,000

PollutantTradingOpportunities $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)


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.

Documents

OCP Supplement (3-3-21)(CB) - springfieldmo.gov