Water & belvec Commil$ion

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1 WATER SEWER cd1missi0n Water & belvec Commil$ion City of Freeport 524 W. Stephenson St. Suite 330 Thomas G. Glendenning Freeport, Illinois Executive Director of Phone ( 815) Utility Operations Facsimile( 815) April 11, 2016 Mayor Jim Gitz& City Council Members This document is for review and discussion in developing a preliminary comprehensive guide plan to increase all areas of our utilities rate structures and to implement necessary projects to achieve sustainability of services to the Freeport community. The following are topics in this report: 1 Introduction J. Source Water Supply& Long Term Water Filtration Plant Assessment 1 Critical Distribution Line Stabilization 1 Distribution Water Main Replacement Program 4: Sanitary Sewers Inflow/ Infiltration Flow Reduction- CMOM 4< Operations& Maintenance Staffing 4. Annual Consumer Price Index Increase Ordinance 4. Phased Rate Increases 4 Bond and Loan Endpoint Directives 4. Summary Should you have any questions about this report, please contact me at Respectfully Submitted, C TL Thomas G. Glendenning Executive Director of Utility Operations

2 rl Introduction This document is intended to guide the immediate decision making process in developing a plan to increase all areas of our utilities rate structures to achieve sustainability of services to the Freeport community. Over the past 2 to 3 decades, absence of education and facts regarding the cities utilities and infrastructures has occurred. Without those complete facts of depreciation and inflation that were massively affecting the utilities, limited increases in rate structures and cutting expenses became the standard operating procedure of management. In the past 5 years, efforts in creating a Capital Improvement Fund and securing loan funding have been established. These capital improvements funds have addressed several areas of necessary replacements but they have had very little effect on the total depreciation of the utilities. This limited funding approach is now threatening the sustainability and quality of our Water & Wastewater Utility Services to the Freeport community. Addressed in this report are major components of a preliminary utility comprehensive planning program. These areas address detailed projects to attain sustainability and the estimated funding to accomplish them. 46 Source Water Suoo/v& Lona Term Water filtration Plant Assessment The Water Filtration Plant is currently 66 to 75% of the City' s water supply and has assets that are 76 to 134 years old. There are several conditions and current long term failures within the static assets of the water filtration plant. A complete evaluation is needed to determine its final life expectancy and to resolve what repairs are needed to achieve that life expectancy. This evaluation would take 30 to 60 days to complete, along with 90 to 120 days of repairs or sustainability improvements that will more than likely need to be accomplished. This evaluation process is furthermore supported with the fact that even before stabilization repairs of the water filtration plant can take place that additional operation demands will need to be established first. During this evaluation and repair period, Wells 8& 9 would need to operate 24/ 7 with no failures guaranteed in order to adequately supply the city with water and fire protection. Knowing that this guarantee cannot be met now or in the future when the water filtration plant is out of service or reaches its final failure point, an additional water source( new well) and system stabilization infrastructure improvements will need to be initiated first and as soon as possible. As detailed in the 2015 FWSC Infrastructure & Rate Review Report, the long term replacement of the water plant cannot be supported to remain at its current location due to its dangerous proximity to the Canadian National Railroad. At that time, additional water source construction and systems would need to be established prior to moving or eliminating the need for a new water filtration plant.

3 1L Critical Distribution Line Stabilization Throughout the City of Freeport there are 6 water mains that are between 90 and 134 years old which cross under the Canadian National Railroad. These 6 main lines have no additional protective casing against water main breaks where they pass under the tracks. Should a break occur on anyone of these lines, closure of the CN Railroad would be probable or necessary. Or in the worst case scenario going unnoticed, a potential train derailment? Two of the three distribution lines from the Water Filtration Plant propose such an effect and additionally supply 66% to 75% of the city' s water on a daily basis. As recently experienced, the water main break at the Water Filtration Plant created a citywide boil order and significant levels of community and commerce impacts. Adding the additional effect of railroad closure and possible destruction or inoperability of the Water Filtration Plant, it is imperative that we address and protect these areas immediately. Stabilization of these points will involve new easements, directional boring of new protective casing lines, and re- routing of the water mains. Distribution Water Main Replacement Program As detailed in the 2015 FWSC Infrastructure& Rate Review Report over 63% of the City' s water main is 100 to 134 years old or is structurally failing due to material breakdown. Additionally supported in that report, is the amount of water loss that is experienced throughout the city's water distribution system due to leaking pipes. Out of the 1 billion gallons we produce annually we lose approximately 25% or 250 million gallons. The current Phase" B" water main replacement 83M is only addressing 4% of the above 63%. It is vital that a phased, long term water main replacement program be funded and initiated to guarantee sustainable water service to our In addition to risking sustainability, the delaying of the replacement of known community. depreciated infrastructures in the past or in the future, is additionally being devoured by accelerated depreciation and inflation rates. The following chart illustrates estimated current year costs of needed water main replacement Freeport Water& Sewer Commission Water Main Replacement Outlook Total Percent Replaced Cost- Per Current Total Old Pipe Replaced Footage Foot Est. cost Was 460, ,211 $ $ 8, 052, ,077 57,519, ,092 69,023, , ,526, ,123 92,030, , ,534, , ,038,

4 The following chart illustrates estimated " Phased" year' s costs of needed water main replacement: Annual Annual Years Annual Estimated Total Monthly Replacement Replacement till end of Inflation Replacement Cost CIP Linier Footage Miles Replacement Rate at End of Project Increase 4_, %+ 0. 1% S 272,518,049 $ , I% S 191, $ _, %+ 0. 1% $ , NOT Included in Replacement Estimates- Street, Curbing, Sidewalks, Sanitary or Storm Sewers The following chart illustrates estimated" Phased" year' s costs of needed water main replacement started 30 years ago at depreciation end: Annual Annual Years Annual Estimated Total Monthly Replacement Replacement till end of Inflation Replacement Coat CIP Linier Footage Miles Replacement Rate at End of Project Increase 15_ i % $ 47047,203 $ l Sanitary Sewers inflow/ infiltration Flow Reduction CMOM Similar to the water distribution system the wastewater collection systems are now approaching 80 years old. Additional documentation as noted in the 2015 FWSC Infrastructure& Rate Review Report supports the ongoing impacts of Inflow/ Infiltration flows to our wastewater systems. Compared to the 750 million gallons we annually deliver to our users, we receive over 1 billion gallons of additional Inflow& Infiltration waters to the wastewater collections system. These additional flows have created a critical impact to our operations expenses and infrastructure depreciations. Federal USEPA- NPDES permit requirements have required FWSC to establish a Capacity Management& Operations Maintenance( CMOM) Program to manage and eliminate these additional flows and impacts to the public and the environment. Continued investments in equipment, inspections, collections system lining, and infrastructure replacements are imperative to maintain compliance with this program and to guarantee sustainability of service to our users. Based on current inspection and monitoring data, an additional $ 250,000 to$ 350,000 per year over the next 30 years will need to be completed to sustain our wastewater collections systems program.

5 Operations& Maintenance Staffing As expenses were being controlled over the past 2 decades, it has been the choice of management to reduce the amount of staffing by 30%. Particular staffing reductions in the areas of preventative maintenance, repairs, and replacements, have continually resulted in exponentially magnifying our capital replacement costs. An additional side effect in this staffing reduction has been the lack of succession planning of highly skilled or certified personnel, and additionally limited proper training of the remaining staff. In the next 5 years we will be losing around 25% of our utilities staffing due to retirement. In these highest areas of skills, and regulatory operations certifications, it will take 3 to 5 years of training, education, and certification requirements to replace these staffing requirements. A major increase in operations and maintenance funding for staffing is necessary within the next 2 years. These increases will be used to sustain general operations, and to reduce any additional capital depreciation due to the lack of preventative maintenance and replacements throughout the utilities. L Annual Consumer Price Index Increase Ordinance As presented in the 2015 FWSC Infrastructure& Rate Review, Michigan State University Review Report has been compiling utilities rate data for several decades as a part of their Institute of Public Utilities Program. As depicted and included as an attachment to this report, it is comprehensively supported that municipal water and sewer utilities are impacted the most in consumer product price index increases. In the entire documented history of our utilities existence, it has not been an annual practice or procedure to increase utility rates with this known inflationary rate. The lack of this management practice also caused the above reductions in staffing, maintenance, and replacements on a scheduled bases to meet budgetary and appropriation limitations. As we move forward with the necessary general rate increases, Consumer Price Index Rates will need to be an additional mandated annual increase, in order not to lose position on an established comprehensive sustainable utilities program. Phased Rate Increases As outlined in this report there is a significant need for capital infrastructure investments. Past lack of replacements now compounded by accelerated depreciation and inflation, combined with no increases to operations and maintenances revenues since 2007 is presenting a vast number. The current needed investment number is in excess of$ 150M only to grow greater with time and additional deprecations. This investment amount is so great that our rate structure increases will need to systematically rise by percentage over a period of years. Allocating revenue needs to our users in rate increases will be our greatest challenge. Further review of the 2015 and the pending 2016 Infrastructure& Rate Review Reports will demonstrate that almost all local and state wide utilities have already or are now acting on these similar issues. In order to meet operational and infrastructure replacements goals set out in this report, elimination of tiered rates and annual increases of 20 to 25 percent in all areas of operations& CIP over the next 5 years will need to be implemented.

6 4 Bond and Loan Endpoint Directives As rates increase over the next several years, there will be reservations or an expectation in not raising rates due to loans or bonding debt service payments coming to an end in 20 years. Based on current years inflation rates the current$ 16 of capital improvement rate charges will have the purchasing power of $ in 20 years. Not estimated in this report is the large capital expenditures we will incur in the not too distant future, is the replacements of major units of service to the utilities. A new Water Filtration Plant and Pumping facility is a given, estimated at 15M to$ 18M depending on location. The other as outlined in the 2015 Infrastructure Report will be the necessary upgrades for environmental compliance at the Wastewater Treatment Facility. Estimated costs currently are in excess of$ 10M. Current debt service and loan fees if expired will not secure these costs without an additional increase at that time. al Summary In closing with this report 1 present the definition of " Stewardship". " Stewardship is the acceptance or assignment of responsibility to shepherd and safeauard the resources or valuables to others". It is now presented to us to make hard financial decisions regarding sustainable life essential services to not only our current generations but for generations to come. We all are in difficult circumstances of what has happened or not happened in the past. Not making increases in the past due to lack of information is unfortunate, but to continue with that practice with the known information before us will lead to uncontrollable un- sustainability of our utilities. Respectfully submitted for review, Thomas G. Glendenning Executive Director of Utility Operations City of Freeport Water& Sewer Commission

7 500 Long-term trends in consumer prices ( CPI) for utilities Water& sewer( 1953) 450 Local phone ( 1978) Postage( 1935) CPI( 1913, 1983= 100) Electricity( 1913) Natural gas ( 1935) 204 CPI( 1997= 100) 150 Tel. services( 1997= 100) 100 Wireless( 1997= 100) 50 Landline interstate( 1978) 4 M 00 N N M M. M 00 M 00 M 00 M CO M 00 M 00 M Source: IPU- MSU based n LO cd cd r r n M o o on BLS data. a rn rn rn rn rn rn rn rn rn rn rn rn rn rn rn rn rn o 0 0 r r r r r r r r r r r r r r r r r N N N Exhibit 1. term trends Longin the Consumer Price Index (CPI) for utilities ( ). The index is set to 100 for except for telephone and wireless services, where the index is set to 100 for Year(*) indicates start of series. 0 Beecher, Institute of Public Utilities, MSU [ 2015] 2]

8 Trends in consumer prices ( CPI) for utilities with forecasts _ Water& sewer( 1953) Postage( 1935) Electricity( 1913) _._ Natural gas ( 1935) 300 CPI( 1913, 1983= 100) i- 200 CPI( 1997= 100) Tel. services( 1997= 100) 54 0 Source: IPU-MSU based 00 O N " Cr W OO N g CO 00 O N g 'O W O N td 00 O r ao co 00 am rn M rn o N on BLS data. rn rn rn rn rn rn o> M M rn rn o r N N N N N N N N N N N Exhibit 3. Trends in the Consumer Price Index for utilities ( , with forecasts). The index is set to 100 for except for telephone services, where the index is set to 100 for Year(*) indicates start of series. Heuristic forecasts are based on auto- regressive, integrated, moving average (ARIMA) methodologies. Beecher, Institute of Public Utilities, MSU[ 2015] 4]

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