HomeMy WebLinkAbout2022-0524 Special Mtg MIN
Strategic Choices
FY 2022-2023
Mayor and City Council Special Called Business Meetings
Strategic Choices -Agenda
FY 2022-23 General Fund Status&Recommendations
General Fund DeficitStatus City Commissions
o
Organizational Staffing/StructureCIP Budget
oo
Vision & Values
Strengths, Demographics & Risks
Economics & Opportunities
Organizational Status
Cause-EffectSurplus City Property
o
Services Silos
PERS Liability Accounting
o
General Fund Budget Status
o
Priorities & Adjustments
2022
o
General Fund -Budget Deficit Status
Expenditure reductions due to General Fund budget deficit
o
Current Deficit Estimate
o
2022-23 Budgeted Deficit $1,000.000
Food & Beverage Tax Reallocation$2,000,000
Total Deficit$3,000,000
April 1, 2022Financial Operations Memo
o
Freeze vacant positions unless otherwise authorized
Vacancy savings to be used for deficit coverage
Travel & training restricted except for certifications and to maintain operational
readiness
Department budget reduction plans
General Fund -Budget Deficit Status
Food & Beverage Tax is a Restricted Revenue
1993 parks lands and open space parks program acquisition & other purposes
o
2009 Add wastewater debt (80%) & parks CIP (20%)
o
2016 voters enact Council-approved ordinance that includes park (
o
administration (2%), fixed amounts for wastewater, and adds street repair &
rehabilitation provision
AMC 4.344.020
o
Except as provided in subsection Dof this section, any
C.5.d
remaining amounts shall be appropriated for purposes consistent
with this chapter unless other purposes are approved by a
adopted ordinance enacted by a vote of the Ashland electorate
Strategic Choices
Questions?
Strategic Choices -Agenda
FY 2022-23 General Fund Status&Recommendations
General Fund DeficitStatusCity Commissions
o
Organizational Staffing/Structure CIP Budget
o
Vision & Values
Strengths, Demographics & Risks
Economics & Opportunities
Organizational Status
Cause-Effect Surplus City Property
o
Services Silos
PERS Liability Accounting
o
General Fund Budget Status
o
Priorities & Adjustments2022
o
Strategic Choices -Vision & Plan/Do/Act Cycle
Vision & Values
Risk Assessment
Projects &
& Strategic
Programs
Priorities
Partnerships &
Resources
Plans
Strategic Choices Vision for Success
Ashland is a resilient, sustainable community that lives within its
means andmaintains the distinctive quality of place for which it is
known.
We will continue to be a unique and caring city that stresses
environmental conservancy, fosters artistic expression, and is open
to new ideas.
Wewill plan and direct ourefforts to fulfill this Vision for the long
term with a constant view toward building a welcoming community
with a positive economic future.
Strategic Choices Values for Success
ğƌǒĻƭ ƷŷğƷ ƭǒƦƦƚƩƷ ƷŷĻ źƭźƚƓʹ
Community
Belongingthrough mutual respect and openness, inclusion, and equity
o
Quality of life that underpins the economic vibrancy
o
Environment resilience, including addressing climate change and resource
o
conservation
Community affordability, including in available housing
o
Regional cooperation, including in support for public safety and homelessness
o
Strategic Choices Values for Success
ğƌǒĻƭ ƷŷğƷ ƭǒƦƦƚƩƷ ƷŷĻ źƭźƚƓʹ
Organization
Respectfor the citizens we serve and the work we do
o
Excellencein governance and city services
o
Sustainabilitythrough creativity, affordability and right sized service delivery
o
Public safety, including emergency preparedness for climate change risk
o
Qualityinfrastructure and facilities through timely maintenance and community
o
investment
Mayor & City Council Vision Ballot
Ashland is a resilient, sustainable community that lives within its means andmaintains the distinctive quality of place
for which it is known.
Yes/No: __________Edits/Other: ____________________________________________________________
_________________________________________________________________________________________________
_________________________________________________________________________________________________
We will continue to be a unique and caring city that stresses environmental conservancy, fosters artistic expression,
and is open to new ideas.
Yes/No: __________Edits/Other: ____________________________________________________________
_________________________________________________________________________________________________
_________________________________________________________________________________________________
Wewill plan and direct ourefforts to fulfill this Vision for the long-term with a constant view toward building a
welcoming community with a positive economic future.
Yes/No: __________Edits/Other: ____________________________________________________________
_________________________________________________________________________________________________
_________________________________________________________________________________________________
Mayor & City Council Values Ballot
Community
Belongingthrough mutual respect and openness, inclusion, and equity
o
Quality of life that underpins the economic vibrancy
o
Environment resilience, including addressing climate change and resource conservation
o
Community affordability, including in available housing
o
Regional cooperation, including in support for public safety and the houseless
o
Organization
Respectfor the citizens we serve and the work we do
o
Excellencein governance and city services
o
Sustainabilitythrough creativity, affordability and right sized service delivery
o
Public safety, including emergency preparedness for climate change risk
o
Qualityinfrastructure & facilities through timely maintenance and community investment
o
Other: ______________________________________________________________________________________
o
Other: ______________________________________________________________________________________
o
StrengthsDemographics
High quality of life Limited population growth
o
o
Natural environment
o
Aging population
o
Strong tourism economy
o
Small household sizes
o
Significant historic resources
o
Education focus
o
Strong local schools
Southern Oregon University
Vibrant arts and cultural amenities
o
Risks
Economic
o
Public Safety
o
Changing tourism trends
Fire (urban, wildfire & smoke)
Service Industry/Fixed Income Economy
Pandemic
Environmental
o
High housing cost
Climate Change
Extreme weather
Changing biodiversity
Water resources
Economic downturn
Flood
Earthquake
Organizational
o
Turnover
Strategic Choices -Risk Assessment
Risk Assessment
high
moderate
Economic Risks
Probability
lowmoderate
Loss
Mayor & City Council Risks Assessment Ballot
Risk Assessment
______________________
high
moderate
______________________
______________________
______________________
Probability
______________________
______________________
______________________
lowmoderate
______________________
Loss
Strategic Choices
Questions?
Economics
Revenue History
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
Revenue vs Expense with Inflation
$3,000,000
$60,000,000
$2,000,000
$50,000,000
$1,000,000
$40,000,000
$30,000,000
$-
2011-122012-132013-142014-152015-162016-172017-182018-192019-202020-21
$20,000,000
ActualActualActualActualActualActualActualActualActualActual
$10,000,000
Transient Lodging TaxFood and Beverage TaxMarijuana TaxPermit Revenue
$-
2022
Intergovernmental Revenue and Grants
All Other Revenue
Expense-No Inflation, Personnel Services 4%, Materials & Services 5%
Expense-Inflation average CPI of 8%
Economics
Established
1982 UGB
Population growth rate projected to slow over the next 50 years
SOU Enrollment Status
SOU Enrollment Status
35%
Population Growth
28%
30%
26%
by Age, Ashland,
24%
25%
2000 to 2014-2018
19%
20%
Source: U.S. Census Bureau, 2000
15%
Decennial Census Table P012 and
2014-2018 ACS, Table B01001
.
10%
5%
0%
Under 2020-39
A
2000
Household Size, Ashland, Jackson County, and Oregon, 2014-2018
Source: U.S. Census Bureau, 2014-2018 ACS 5-year estimate, Table B25010
.
3/4of households are comprised of just 1 or 2 people, and
th
1/5of households have children present
th
-Share of Households by income: Ashland, 2019
40%
Nearly ½ of the households in
Ashland:
30%
Are low income
o
1,851 HH
Spend over 30% of income
o
1,286 HH
20%
on housing
10%
19%
Housing ownership is increasingly
13%
unaffordable
Including for middle and high-
o
0%
income households
Extremely LowVery Low Income
Income(30-50% of MFI)
(earning <165% area median
(<30% of MFI)$19.5k - $32.6k
<$19.5k
income -$107,000)
2019 Median income
(100% MFI ) = $65,100
Median income
lags behind
escalating
housing costs
Incomes: Department Housing
and Urban Development annual
median income for the Medford-
Ashland MSA (family of 4).
Purchasing Power assumes: a
30year fixed rate loan at 5%
Interest; 20% down payment;
$3000 annual property taxes,
$2800 annual insurance
Housing costs: Rogue Valley
Association of Realtors: Southern
Oregon Multiple Listing Service.
Slow population growth is expected to continue
Aging population
Avg. household of only 1 or 2 people
Increasing divide between higher and lower households
Median cost of home was $550,000 in 2021
o
Requires a household income of approx. $120,000 a year
Only high income/asset households can afford to purchase homes
o
Middle-income & low-asset households being displaced
o
Middle-income
o
Young professionals
o
Recent college graduates
o
Urban Form
Compact urban formMarket
Slow growthHigh market values
oo
Limited Urban Growth BoundaryAging housing stock
oo
No urban reserve areasLocked Growth Capacity
oo
Build out20+ commercial/employment land
oo
90% Residential in City LimitsIncludes Croman Mill
80% Residential in UGB
Current Activity Centers
Entertainment Downtown
o
Education Southern Oregon Univ.
o
Developable Lands
11,081 existing housing units within
Ashland (2020 Census)
City plusUGB
Residential = 475 net buildable
o
acres
City
90% buildout for residential units
o
City plusUGB
80% buildout for residential units
o
Developable Lands
City plusUGB
2754 housing unit capacity
o
remaining (2021-2041 HCA)
City -Residential Lots Capacity
Maximum potential -one or
o
two added dwellings per lot
500 lots that meet this criteria
o
total potential of 597 additional
o
dwelling units
City -Larger lot/property capacity
875 dwelling units capacity
o
UGB
1,300 dwelling units capacity
o
Requires annexation to develop
o
Strategic Choices -Developable Lands
-Affordable and Workforce Housing Development
Voluntary affordability
Required Affordability-Annexations
Subsidy required for affordability
Dwelling capacity outside City Limits = 1300 units
City support
25% affordable units required (depending on
o
Fee Waivers
o
income targets)
System Development Charge waivers
o
Land Dedication
o
325 new deed restricted affordable housing units
Zoning Incentives (density bonuses)
o
expected
Grants (CDBG, AHTF)
o
Urban Renewal (potential)
o
Developable Lands
City plus UGB -Commercial
Employment/Industrial land
185 net buildable acres available
o
Employment Lands
Typically consumes less than 2-
o
acres per year
20+ year supply of Commercial &
Employment lands
Includes Croman Mill District
o
30% of future employment through
redevelopment of properties
Developable Lands
Development of commercial
Approx. 1/5 th of the est. 2007 Economic
o
Opportunities Analysis
Strategic Choices -Opportunities
Housing and Business development along
Transit Routes
Climate Friendly Areas
Housing Production Strategies
City and University Collaboration
Strategic Choices -Activity
Centers (Investment Districts)
Entertainment-Downtown District
Historic district, arts, culture,
o
entertainment
Education-University District
Education, student housing, professional
o
services, retail and restaurants
Future Employment -Croman Mill District
Current Croman Mill Plan Local
o
businesses, Office, light industrial, mixed
use residential
Strategic Choices -Transit
Supportive Development
Land Use benefits
mixed-use development
o
Promote economic development
o
Transportation benefits
reducing congestion
o
increasing pedestrian activity
o
Environmental benefits
Reduce vehicle emissions
o
reducing urban sprawl onto farmland
o
Sustainable and resilient community
o
Strategic Choices -Future Growth
(next 40+ years)
Evaluate opportunities for future
Activity center investments
Potential areas for ǒƩĬğƓ ƩĻƭĻƩǝĻ ğƩĻğƭ:
Northside of E. Main St.
o
Tolman Creek/Siskiyou Blvd
o
Billings Farm
o
Strategic Choices -Urban Form Summary
Unlock existing housing and employment capacity
Housing Production Strategy 2022
o
Address site contamination and/or infrastructure costs
o
Economic diversity and resiliency strategy
o
Encourage concentration of development of housing and businesses
Activity Center Focus
o
Strategic public facility investments
o
Prioritize health, economic development, mobility, education, safety and equity
o
Public-Public and Public-Private partnerships
o
Strategic Choices
Questions?
City Organization Profile
Total Workforce
Approx. 245.25 Full Time Equivalents (FTEs)Bargaining u
oo
Includes approx. 30-40 Park & Rec. & IBEW Clerical
o
Streets temporary positionsIBEW Electrical
o
Laborers
o
Department Budgeted FTEsFire
oo
Admin.Police
o
City RecorderNon-affiliated
o
City AttorneyManagement/confidential
FinanceParks & Rec.
Community Dev.
Police
Fire
Parks & Recreation
Public Works
Electric
Total
Organizational Risk -Turnover Rates
Percentage of Turnover by Department
60
54
50
40
37
31
30
30
2727
22
1818
20
15
1313
1111
10
66666
33
000
0
2018201920202021Standard
Strategic Choices -Organizational Assessment
Strategic Choices
Questions?
Strategic Choices -Agenda
FY 2022-23 General Fund Status&Recommendations
General Fund DeficitStatusCity Commissions
o
Organizational Staffing/StructureCIP Budget
o
Vision & Values
Strengths, Demographics & Risks
Economics & Opportunities
Organizational Status
Cause-EffectSurplus City Property
o
Services Silos
PERS Liability Accounting
o
General Fund Budget Status
Priorities & Adjustments 2022
o
General Fund Uses
General Fund Sources
UnrestrictedDepartments
Property Tax
o
Charges for Services
o
Marijuana Tax
o
Franchise Fees
o
Intergovt. Revenue (grants)
o
Licenses & Permits
o
Transient Lodging Tax (TLT; 70%)
o
Fines & Forfeitures
o
Interest Earnings
o
RestrictedCIP
Food & Beverage Tax
o
General Fund Budget Status
Sources growth vs. uses growthBalancing the Budget with Limited Resources
Property Tax Revenue CompressionKeep a Vision Orientation
oo
Base Property Tax Growth = 3%The important vs. the urgent
Slow GrowthSolutions vs. Problems Focus
Pandemic ImpactSet Priorities & Stay the Course
o
Reduced Transit Lodging Tax (TLT)
Reduced Food & Beverage Tax (F&BT)
Market Cost IncreasesGeneral Fund Sources & Uses
oo
Including supply chain issues Unrestricted vs. Restricted
Inflation (current > 8%)General vs. Self
o
Staff Turnover CostsLimited Budget Flexibility
o
PERS Unfunded Liability (PERS UAL)Maximize City Council Discretion
o
Higher than avg. public property percent
o
Create Growth Opportunities
o
Signs of Budget Instability Adapt to changing circumstances
Spent Emergency ReserveValue Brand & Marketing
o
Allocated F&BT to Park & Rec. O&MAttract Investment
o
Employee TurnoverDiversify the Economy
o
General Fund Budget Status
Expenditure Reductions
DepartmentsReductionsVacancy
City Council24,000
o
Municipal Court59,000
o
Administration28,600
o
City Attorney
o
City Recorder
o
Innovation & Technology30,000
o
Human Resources27,000
o
Finance156,20060,000
o
Police200,000
o
Fire220,000
o
Community Development20,00050,000
o
Public Works62,20080,000
o
Parks & Recreation350,000*140,000
o
Subtotal 727,000780,000
Reductions Total1,507,000
General Fund Budget Strategic Choices
Operating Expenditure Reductions
Est. Budget Deficit-3,000,000
o
Expenditure Reductions One-time
o
Vacancy Savings+780,000(>budget GF balance)
Reductions+727,000*
Subtotal +1,507,000Emergency Reserve
(one time exp.)
Recurring Revenue
o
> Budget Revenue+1,350,000
(unrestricted TLT & Property Tax)
Expense Adjustments
o
EOC Officer-140,000
DEI Assessment-40,000
Innovation & Tech. Officer-40,000
Immediate Emergency Response -237,000
Subtotal-457,000
Strategic Choices -Risk Assessment
Budget Priorities 4.Support Local Economy
1.Balance 2022-23 BudgetMarketing/Communications
o
Within Budget AuthorityOfficer
o
Within available funding
oo
Focus on systemic reductionsinitiative
o
Vacancy & travel/training
Budget reductions5.Organizational Stability
DEI Assessment
o
2.Emergency Operations Center (EOC)No current employee layoffs
o
EOC Officer
o
Communications Officer
o
Immediate Emergency Response
o
3.Emergency Reserve
Strategic Choices
PrioritiesJoint Planning Partners
Emergency Operations Center (EOC)Southern Oregon Univ. (SOU)
oo
EOC OfficerAshland School District (ASD)
o
Diversity, Equity & Inclusion initiativesCity of Ashland (CoA)
oo
Organizational assessment & training Business Community organizations TBD
o
Houseless Shelter Planning
o
Affordable Child Care & Early Childhood Education
o
planning
Ashland
School
District
Risk Response
Emergency Reserve
o
EOC Officer & Emergency Response Funding
o
Innovation & Technology Director
o
o
City Recorder agenda support
o
City Marketing/Communications Officer
o
Strategic Choices
Questions?
Strategic Choices -Agenda
FY 2022-23 General Fund Status&Recommendations
General Fund DeficitStatus City Commissions
Organizational Staffing/StructureCIP Budget
o
Vision & Values
Strengths, Demographics & Risks
Economics & Opportunities
Organizational Status
Cause-EffectSurplus City Property
o
Services Silos
PERS Liability Accounting
o
General Fund Budget Status
Priorities & Adjustments2022
o
Commissions & Advisory Boards/Committees
Proposed Commissions & Advisors
Governance/Discretion City Council/Staff
1.Park & Recreation Commission1.Airport Board
2.Planning Commission2.Municipal Audit Committee
3.Historic Commission3.System Development Charge (SDC) Committee
4.Transportation Board
City Council Sitting Advisory Boards
5.Forest Land & Wildfire Safety Board
1.Housing & Human Services Board
6.Urban Forest Advisory Board
2.Environmental Board
7.Band Board
combine
Climate Policy Commission
Conservation &Climate Outreach Commission
3.Public Arts Board
4.Social Equity and Racial Justice Committee
Ashland Current Commissions
Commissions
ContinueDiscontinueCombine
Governance/Discretion & Planning
1.Historic Commission__________________
2.Housing & Human Services Commission__________________
3.Transportation Commission__________________
Environment
4.Climate Policy Commission__________________
5.Conservation And Climate Outreach Commission__________________
6.Forest Land Commission __________________
7.Tree Commission__________________
8.Wildfire Safety Commission__________________
Community Character
9.Public Arts Commission__________________
10.Social Equity and Racial Justice Commission__________________
11.Band Board__________________
Management
12.Airport Commission__________________
13.Municipal Audit Commission__________________
Strategic Choices
Questions?
Strategic Choices -Agenda
FY 2022-23 General Fund Status&Recommendations
General Fund DeficitStatusCity Commissions
Organizational Staffing/Structure CIP Budget
Vision & Values
Strengths, Demographics & Risks
Economics & Opportunities
Organizational Status
Cause-EffectSurplus City Property
o
Services Silos
PERS Liability Accounting
o
General Fund Budget Status
Priorities & Adjustments2022
o
Strategic Choices Capital Improvement Plan (CIP)
- ²³¤± 0« ¨¦ # ¯¨³ « )¬¯±®µ¤¬¤³ 0±®¦± ¬
Seven-Ten Year CycleProject Priorities
Planning Criteria
Regulatory
o
Life Cycle
o
Deficiency
o
Capacity
o
Alternatives Analysis
Project Priorities (20-year plan)
Council Adoption
Strategic Choices -Project Implementation
Council Approvals
Priority Project Implementation*
Preliminary Engineering
Final Engineering
Construction Administration
Construction Contract
*Note: Any project over $75K for Engineering and $100k for construction requires Council approval
Strategic Choices -Street CIP
Transportation System Improvements
2022-2027 Construction Years
Project Description
FY22FY23FY24FY25
Regulatory Lithia Way (OR 99 NB)/E Main Street Intersection Improvements$ 73,750
Life CycleAshland St - Siskiyou Blvd to Faith St58.76
$ 2,500,000
N Mountain Ave - I-5 Overpass to E Main St59.36
$ 1,000,000$ 2,225,000
Oak St - City Limits to E Main St36.09
$ 1,500,000$ 1,000,000
Siskiyou Blvd - E Main St to Walker Ave37.87
$ 3,500,000
Wightman St - Quincy St to Siskiyou Blvd17.30
Maple St - Chestnut St to N Main St32.36
Tolman Creek Rd - E Main St to Ashland St65.30
Walker Ave - E Main St to Siskiyou Blvd45.77
A St - Oak St to Eighth St53.89
Grandview Drive Improvements - Phase II$ 350,000
DeficiencyCity Wide Chip Seal Project (CMAQ)$ 53,592
N Main Street RRFB Installation - Nursey Street & Van Ness Avenue$ 75,000
Clay Street - 300-ft north of Takelma to Siskiyou Boulevard$ 2,012,500$ 3,035,814
CapacityN Main Street/Highway 99 - N Main Street to Schofield Street$ 73,750
Beaver Slide - Water Street to Lithia Way$ 73,750
Diane Street - Clay Street to Tolman Creek Road$ 29,500
Walker Avenue - Oregon Street to Woodland Drive$ 295,000
Tolman Creek Road - Siskiyou Boulevard to City Limits (west side)$ 226,875
Garfield Street - E Main Street to Siskiyou Boulevard$ 135,000
A Street - Oak Street to 100' west of 6th Street
Carol Street - Patterson Street to Hersey Street
$ 81,420
Laurel Street Bicycle Boulevard - From Orange Street to Nevada Street$ 54,280
B Street Bicycle Boulevard - From Oak Street to N Mountain Avenue$ 108,560
Oregon/Clark Street Bicycle Boulevard - Indiana Street to Harmony Lane$ 54,280
8th Street Bicycle Boulevard - A Street to E Main Street$ 27,140
Maple/Scenic Drive/Nutley Street Bicycle Boulevard - From N Main Street to Winburn Way$ 149,270
Walker Avenue Bicycle Boulevard - From Siskiyou Boulevard to Peachey Road$ 54,280
Main Street Bicycle Boulevard - From Helman Street to Siskiyou Boulevard
Normal Avenue Bike Lane - From E Main Street to Siskiyou Boulevard. Coordinate with Project R19
Normal Avenue Extension
Other/Safety20 Is Plenty Program$ 25,000 $ 25,000
Walker Avenue Festival Street (Siskiyou Boulevard to Ashland Street)$ 200,000
Ashland Street (OR 66)/Oak Knoll Drive-E Main Street Intersection Improvements
Hardesty Site Development & Equipment Storage$ 80,000 $ 80,000
Strategic Choices -Storm Drain CIP
Stormdrain Improvements Plan
2022-2027 Construction Years
FY22FY23FY24FY25
Project Description
Regulatory$ 11,250
Cemetery Creek Basin Stormwater Quality Improvement (hydrodynamic separator)
$ 235,000
Capacity
E Main Street @ Emerick Street
$ 129,000
Siskiyou Boulevard @ University Way
$ 247,000
Dewey Street @ E Main St
$ 188,000
N Mountain Avenue @ Railroad Tracks
$ 391,000
Gresham Street @ Beach Avenue
$ 217,000$
Morton Street - Pennsylvania Street to Iowa Street
$
Maple Street @ Chestnut Street
$ 40,000 $ 40,000
Other
Hardesty Site Development & Equipment Storage
Strategic Choices -Wastewater CIP
Wastewater System Improvements
2022-2027 Construction Years
Project Description
FY22FY23FY24FY25
Regulatory
WWTP Process Improvements (Miscellaneous) $ 150,000$ 150,000$ 150,000$ 150,000$
Shading (Capital Cost + first 6 years of O&M)$ 709,000$ 453,000$ 493,000$ 273,000$
$ 1,400,000
UV System Upgrades
Outfall Relocation / Fish Screen$ 1,250,000$ 1,250,000
WWTP Process Improvements (Headworks)$ 2,200,000$ 1,000,000$ 560,000
Secondary Clarifier 2 Improvements$ 397,500$ 397,500
Membrane Replacement (two trains)$ 600,000$ 600,000
Biosolids Treatment Improvements$ 250,000
Deficiency
Wastewater Miscellaneous Trenchless Pipe Lining$ 125,000$ 125,000$
WWTP Process Improvements (Harmonics)$ 110,000
Capacity
Wastewater Miscellaneous In-House Replacement$ 125,000$ 125,000$ 125,000$ 125,000$
Wastewater Line Upsizing - 18" & 24" Parallel Trunkline - Wightman to Tolman Creek Road$ 712,000$ 712,000
Maple St - Chestnut St to Scenic Dr
$ 44,000
Tolman Creek Rd - Abbott Ave to Ashland St
$ 92,000
A St - First St to Eighth St
$ 446,000
Garfield St - E Main St to Quincy St
$ 59,000
Granite St - Baum St to Nutley St, Strawberry Ln to Pioneer St, N of Ashland Creek Dr
$
N Laurel St - W Hersey St to Orange Ave
Other
Hardesty Site Development & Equipment Storage$ 80,000 $ 80,000
Strategic Choices -Water CIP
Water System Improvements
2022-2027 Construction Years
Project Description
FY22FY23FY24FY25
Regulatory
$ 2,400,000$ 2,400,000$ 850,000$ 850,000
Dam Safety Improvements
Reeder Reservoir Sediment Removal$ 140,000$
Annual Pipe Replacement$ 300,000$ 300,000$ 300,000$ 300,000$
Distribution Pipe Projects$ 1,021,000$ 342,000$ 467,000$ 507,000$
Transmission Pipe Projects$ 117,000$ 467,000
$ 58,170
ODOT Bridge Pipe Relocation (Coleman Creek in Phoenix)
Life Cycle
TID Canal Piping: Starlite to Terrace Street$ 1,500,000$ 1,500,000
Hillview BPS Replacement$
Hydrant Replacement Program$ 80,000 $ 80,000 $ 80,000 $ 80,000 $
Telemetry Upgrades$ 80,000
Deficiency
East & West Fork Transmission Line Rehabilitation$ 1,050,000$ 1,050,000
7.5 MGD Water Treatment Plant$ 2,700,000$ 15,400,000$ 22,600,000
Regional BPS Programming Updates$
Capacity
TAP BPS Backup Power$ 60,000 $ 350,000
Tolman Creek Road PRV Station
Talent BPS Generator Upgrade (Option 1)
Talent BPS Expansion for Talent and Ashland (Option 1)
Water Treatment Plant
2018 Black and Veatch
o
Report Differences
New Plant & Treatment
Technology
Modify Existing Plant
(with algae modifications)
2021 HDR
Modify Existing (increased treatment)
o
New Treatment Plant
o
Water Treatment Plant
300 M
Option #1 Rehabilitate Existing WTP
250 M
200 M
s
t
s
o
C
e 150 M
v
i
t
a
l
u
m
u
C
100 M
50 M
0 M
01020304050607080
Years
Rehabilitate Existing WTP
Water Treatment Plant
300 M
Option #1: Rehabilitate Existing WTP
250 M
Option #2: Rehabilitate & Modify Existing WTP
200 M
s
t
s
o
C
150 M
e
v
i
t
a
l
u
m
u
C
100 M
50 M
0 M
01020304050607080
Years
Rehabilitate Existing WTPRehabilitate & Modify Existing WTP
Water Treatment Plant
300 M
Option #1: Rehabilitate Existing WTP
Option #2: Rehabilitate & Modify Existing WTP
250 M
Option #3: New Treatment Plant
200 M
s
t
s
o
C
150 M
e
v
i
t
a
l
u
m
u
C
100 M
50 M
0 M
01020304050607080
Years
Rehabilitate Existing WTPRehabilitate & Modify Existing WTPNew Proposed WTP
300 M
Option #1: Rehabilitate Existing WTP
Option #2: Rehabilitate & Modify Existing WTP
250 M
Option #3: New Treatment Plant
200 M
$71 million
s
t
s
o
C
150 M
e
$50.1 million
v
i
t
a
l
u
m
u
C
100 M
$3.9 million
50 M
#3
#2
$24.2 million
#1
0 M
01020304050607080
Years
Rehabilitate Existing WTPRehabilitate & Modify Existing WTPNew Proposed WTP
Cumulative Costs Years 0-28Cumulative Costs Years 29-100
$160,000,000.00
$130,500,000.00
$140,000,000.00
$130,000,000.00
$129,500,000.00
$120,000,000.00
$129,000,000.00
$100,000,000.00
$128,500,000.00
$80,000,000.00
$128,000,000.00
$60,000,000.00
$127,500,000.00
$40,000,000.00
$127,000,000.00
$20,000,000.00
$126,500,000.00
$126,000,000.00
$-
$125,500,000.00
RehabilitateRehab &New WTP
ExistingModifyRehabilitateRehab &New WTP
ExistingExistingModify Existing
Rehabilitate ExistingOption #1 Year 0-28Rehabilitate ExistingOption #1 Year 29-100
Cummulative Cost$132,155,505Cummulative Cost$127,349,642
Rehabilitate & Modify ExistingOption #2 Year 0-28Rehabilitate & Modify ExistingOption #2 Year 29-100
Cummulative Cost$152,405,188Cummulative Cost$127,349,642
New WTPOption #3 Year 0-28New WTPOption #3 Year 29-100
Cummulative Cost$81,378,571Cummulative Cost$130,208,761
Water Treatment Plant -Risks
7 ³¤± 4±¤ ³¬¤³ 0« ³
Rate Predictability
o
Water Quality
o
Taste & Odor
2¤¦´« ³®±¸
o
Algal Toxin
%µ¨±®¬¤³ «ȝ3 ¥¤³¸
o
Fire
Landslide
Seismic
Flood
Mayor & City Council CIP Ballot
Transportation CIP Changes
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Storm Drain CIP Changes
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Wastewater CIP Changes
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Water CIP Changes
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Strategic Choices
Questions?