final 1-28-13 budget€¦ · in last year’s budget presentation, i indicated the district would...
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MADISON METROPOLITAN SEWERAGE DISTRICT
PUBLICATION DATE: AUGUST 31, 2012
Approved2013 BUDGET
&
CAPITAL IMPROVEMENTS PLAN
MADISON METROPOLITAN SEWERAGE DISTRICT
PUBLICATION DATE: JANUARY 28, 2013
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OFFICERS Madison Metropolitan Sewerage District
Commissioners (left to right) John Hendrick Thomas D. Hovel, Vice President Edward V. Schten Ezra J. Meyer, Secretary Caryl E. Terrell, President
MMSD Directors (left to right) Bruce Borelli, Director of Engineering Mike Simon, Asst. CED & Director of Planning David Taylor, Director of Special Projects Jeff Brochtrup, Director of Administration Paul Nehm, Director of Operations & Maintenance D. Michael Mucha, Chief Engineer & Director
Contributing Staff (left to right)
Janelle Werner, Executive Coordinator Shirley Fox, Controller Laurie Dunn, IS Manager Stephanie Calkins, Accountant
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TABLE OF CONTENTS
SECTION 1: INTRODUCTION TO THE MMSD BUDGET ................................................ 5 Budget Message .................................................................................................................................................. 6‐8 Budget Process, Philosophy & Principles ......................................................................................................... 9‐11 Budget Process .......................................................................................................................................... 9 Budget Calendar (Table 1) ........................................................................................................................ 10 Budget Philosophy ................................................................................................................................... 10 Budget Principles ...................................................................................................................................... 11 2013 Combined Summary of Operating, Capital Projects, & Debt Service Budgets ......................................... 12 Fund Structure for Budgets (Table 2) ...................................................................................................... 12 Combined Summary of Revenues & Expenditures (Table 3) .................................................................. 13 Operating & Capital Project Budgets Combined Summary (Table 4) ..................................................... 14 Combined Summary of Revenues & Expenditures (Graphs 1 & 2) ........................................................ 15
SECTION 2: 2013 OPERATING BUDGET ................................................................... 16 2013 Operating Budget Summary .................................................................................................................. 17‐20 Overview ................................................................................................................................................... 17 Operating Budget (Table 5) .................................................................................................................................. 19 Full‐Time Equivalent Positions (Table 6) ............................................................................................................. 20 Program Narratives ......................................................................................................................................... 20‐23 Program Narratives (Expenditures) .................................................................................................... 20‐21 Program Narratives (Revenues) .......................................................................................................... 22‐23
SECTION 3: 2013 CAPITAL PROJECTS BUDGET & CAPITAL IMPROVEMENTS PLAN SUMMARY ........................................................................................... 24 2013 Capital Projects Budget & Capital Improvements Plan Summary ............................................................. 25 Overview .............................................................................................................................................. 25‐26 Capital Projects Budget Summary ...................................................................................................... 26‐27 Capital Projects Budget (Table 7) ........................................................................................................................ 28 Six‐Year Capital Projects Summary ...................................................................................................................... 29 Project Summaries ................................................................................................................................... 29 Six‐Year Capital Projects Summary (Table 8) ................................................................................................. 30‐31 Capital Projects Budget Expenses ........................................................................................................................ 32 Capital Projects Cash Flow Summary (Table 9) .................................................................................................. 33 Capital Projects Cash Flow Summary ................................................................................................ 33‐34
To view a particular section, simply click on the text below
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SECTION 4: 2013 DEBT SERVICE .............................................................................. 35 2013 Debt Service Budget Summary .................................................................................................................. 36 Overview ................................................................................................................................................... 36 2013 Debt Service Budget (Table 10) .................................................................................................................. 36 Six‐Year Debt Service Summary (Table 11) ........................................................................................................ 37 Six‐Year Debt & Debt Service ................................................................................................................... 37 Debt Stabilization ................................................................................................................................ 37‐38 Charts/Scenarios ................................................................................................................................. 38‐43
SECTION 5: APPENDICES ....................................................................................... 44 Appendix A: Project Summaries .................................................................................................................. 45‐53 Appendix B: Completed Projects Summary ................................................................................................ 54‐56 Appendix C: Budget Summaries .................................................................................................................. 57‐60 Appendix D: Represented Wage Schedule ....................................................................................................... 61 Appendix E: Non‐Represented Wage Schedule ............................................................................................... 62 Appendix F: Organizational Chart .................................................................................................................... 63 Appendix G: Department Narratives ........................................................................................................... 64‐71 Appendix H: Glossary of Acronyms & Definitions ....................................................................................... 72‐76
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Section 1:
Introduction to the MMSD Budget
Aerial photo of the Nine Springs Wastewater Treatment Plant prior to 2012 construction
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Budget Message September 11, 2012
Dear Commissioners:
The 2013 Operating and Capital Budget builds on momentum from 2012 in the areas of advancing critical
capital improvements, moving toward energy independence, building organizational capacity and providing a
long‐term financial strategy. These goals will help the District meet or surpass environmental standards,
maintain the District’s assets in a cost‐effective manner, maintain stable finances to keep our service charges
predictable and adequate to meet increasing environmental standards, and address aging infrastructure.
In last year’s budget presentation, I indicated the District would move forward in implementing some
necessary programs. Those items included implementing an employee pay system for non‐represented
employees, developing an advanced asset management program, and addressing workload and employee
capacity in light of several new and expanding facilities that will be online. This budget delivers on that
promise.
Below is a summary of the major 2012 budget goals, what was accomplished, and what is planned in 2013.
1. Eleventh Addition The District began construction on one of the largest capital improvements in twenty years. The project bid was $10 million under estimate and is moving forward ahead of schedule. This project will add needed capacity, help to minimize operational problems with foaming and struvite accumulation and will diversify our solids management program with a Class A product.
In 2013, we expect the struvite recovery system to be online and operational. While there will be
additional operating costs in terms of chemicals and energy, there will also be new revenues to offset a
substantial portion of the costs.
The District will also add a Process Control System Programmer to complement our staff. This
position will provide new expertise and focus on the complex programming systems going online with
the 11th Addition and new process control system. This system will need full‐time attention to keep
the programming up‐to‐date and will consolidate programming work that is being performed by five
other District staff who assumed parts of this work over time.
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2. Yahara WINS
In 2012, the District assumed the lead role to implement an adaptive management pilot project for
phosphorus. District staff worked to bring together thirty stakeholders to sign a Memorandum of
Understanding, which resulted in the formation of the adaptive management pilot project. The
project, located in the Six Mile Creek Watershed is an inclusive watershed based approach to help the
District cost effectively achieve stringent nutrient permit limits and avoid the need to build a costly
advanced treatment plant. The District was successful at receiving grants from the US Geological
Survey, Sand County Foundation, and Lake Michigan Fund to support the pilot project.
In 2013, the pilot project will be in full implementation, guided by an Executive Committee and
Strategic Planning Workgroup. The District’s commitment for this work in 2013 is roughly $125,000.
3. Long‐range Financial Planning
To be able to predict over the long term what the Districts financial needs will be, the District is
pursuing three overarching bodies of work that will come together to provide a clear and
comprehensive financial outlook. There must be sound financial planning policies and processes, a
strong asset management program to predict long‐term maintenance and capacity needs, and a good
sense of staffing and operating costs to keep the systems running effectively.
In 2012, the District retained a financial advisor who has begun his review of current District financial
policies and practices. In addition, the Commission approved the Collection System Facilities Plan
Update that identifies interceptor and pump station facility needs through 2030 and beyond, and a
staffing study. The staffing study will assess the increasing workload driven by aging facilities and the
addition of new facilities.
In 2013, the Commission will establish financial policies, rate‐setting methodologies and budget
practices to set up for the 2014 budget. The District will begin a new advanced asset management
program that will require two new staff. These staff members will provide the leadership and
experience to develop strong business cases for all potential infrastructure investments, and will help
to track existing assets so that they can be managed effectively.
4. Energy Independence
The District spends over $3 million annually on energy to operate the Nine Springs Treatment Plant and
seventeen pump stations. We anticipate that energy costs will rise as new improvements such as the
11th Addition and Pump Station 18 come online and as the price of energy increases greater than the
rate of inflation. Staff dedicated 2012 to performing research on opportunities for some immediate
projects to reduce energy, and researched how other utilities successfully approached moving to less
energy dependence.
In 2013, the District will replace high horsepower mixers with lower powered models for an estimated
cost of $250,000. Staff successfully secured a $75,000 Focus on Energy grant to help this project move
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forward so that the project pays for itself in three years through energy saved. The District will also
purchase its first compressed natural gas vehicle as part of the vehicle replacement program.
To help it move towards energy independence, the District will complete an Energy Roadmap. This
roadmap will include an audit, will identify ways for the District to be more energy efficient, identify
techniques to recover more energy from the wastewater treatment process, and outline short‐term
and long‐term investments and cost share/grant opportunities. The estimate for a study of this kind
range from $200k to $300k. We budgeted $75,000 in 2012 and will budget $175,000 more in 2013 to
move forward with this study.
5. Building Organizational Capacity
The District now has an HR Manager who has assisted departmental managers with quickly and
effectively filling vacancies caused by retirements of senior staff. Four managers retire this year and
three more plan to retire next year.
In 2012, the District completed a new employee pay plan as a way to provide competitive salaries to
attract and retain employees, to tie pay to good performance and stabilize costs. The Commission
supported the pay plan and staff incorporated the salary schedule in this budget. The impact of this
plan is an increase in salary costs of 0.2%, 4.5% if you include all three new positions. The reason for
such a small increase is the new pay plan brings in new employees at a lower pay. The plan also
freezes salaries for those above market, and brings others up to market. This plan includes a 2%
market adjustment to keep the pay plan current and competitive.
In closing, the District continues to remain in a strong financial position by being proactive on many
environmental initiatives and supporting an experienced, knowledgeable, and dedicated workforce. While
this budget message is an overview, the budget itself goes into detail on the goals and initiatives planned in
2013. The department narratives capture the trends, priorities and projects.
I look forward to working with you on these many important initiatives this next year.
Sincerely,
D. Michael Mucha, P.E.
Chief Engineer and Director
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Budget Process, Philosophy & Principles
Budget Process The purpose of the annual budgeting process is to assure that the District has adequate resources to deliver its
planned services during the upcoming year and in future years. Questions that need to be answered as part of
this process include:
1. What are the estimated expenses for operating the District’s facilities next year?
2. What are the estimated costs for construction of new or replacement facilities over the next six years?
3. How much money can we expect from the various revenue sources next year, and how much money
will we need to recover through service charges?
4. How much money will we need to borrow to finance construction work?
5. How much money do we need in the bank to assure adequate cash flow, to fulfill promises made when
borrowing money, and to address unforeseen emergencies?
The annual budget process addresses the upcoming year’s financial management plan in three areas:
1. The Operating Fund budget addresses the operation of facilities and includes recovery of future years’
debt service costs to comply with promises made at the time the District borrows money to finance
construction projects. The primary source of funds to pay for the operation of facilities is service
charge revenue.
2. The Capital Projects Fund budget addresses construction of new or replacement facilities. Larger
projects are typically funded with proceeds from a Clean Water Fund loan. These loans are
administered by the State of Wisconsin. The District uses its taxing authority as collateral for these
loans; however, the intent is to repay these loans with revenues generated through service charges.
Smaller construction projects are funded through connection charge revenue and interest earned on
the fund’s investments.
3. The Debt Service Fund budget addresses debt service, the annual principal and interest payments due
on borrowed funds. When the District borrows money from the state in the form of a Clean Water
Fund loan, the District promises to place the amount of the next year’s debt service payments on the
tax roll unless the Debt Service Fund has a balance by October 1 sufficient to make those payments.
Since the District intends to repay its debt through service charges, each year’s Operating Fund budget
includes sufficient amounts of principal and interest in its operating expenses to fulfill this
requirement. This money is transferred from the Operating Fund to the Debt Service Fund prior to
October 1 each year to assure that no amount needs to be placed on the tax roll.
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Table 1 summarizes the budget calendar for the 2013 Budget and Capital Improvements Plan.
Budget Calendar June‐August The Executive Team discusses critical needs, expense and revenue trends and
goals. The team is made up of the Chief Engineer and Director, Department Directors, HR Manager and Executive Coordinator
August Department staff develops and submits their budget requests to the Budget Review Team (Chief Engineer and Director, Director of Administration and Controller/Office Manager). The team balances revenue and expenditures and develops the Chief Engineer and Director’s proposed budget
September 12th A summary of the proposed budget is published and notice given of the upcoming budget hearing as required by Wisconsin Statutes Section 65.90
September 13th Chief Engineer and Director presents preliminary budget
September 14th Notification of MMSD 2013 Budget & Budget Hearing mailed to communities
September 27th Public hearing and Commission discussion
October 11th Commission discussion and direction to staff
October 25th Commission adopts operating and capital budgets and service charge rates
November 1st Notify customers and septage haulers of new rates and estimated charges
Budget Philosophy Several principles combine to form the District’s philosophy related to payment for the services provided by
the District:
1. Users pay charges based on the cost of the service.
2. Operating costs are funded on a “pay‐as‐you‐go” basis. Annual costs for operating the District’s
facilities are recovered from current users through the payment of service charges that reflect the
customer’s use of the service and the current costs of providing that service. We do not used
borrowed money to pay for current operating costs.
3. Construction of new facilities is financed primarily with debt. New facilities are built to last
twenty years or more and built with sufficient capacity to handle increasing loads caused by
expected growth over their useful lives. Debt for new facilities is generally paid back over a twenty‐
year period. This spreads the up‐front construction costs over those users that are actually using
the facility during its service life.
4. Detailed long‐range planning helps to assure stable rates and charges. The District’s Capital
Projects Fund budget includes a 6‐year projection of construction‐related expenses and revenues.
The financial plan that evaluates the impacts of long‐term borrowing on future budgets uses a 20‐
year projection.
TABLE 1
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Budget Principles There are a number of principles that guide the preparation of the annual budget for each of the three District
funds.
The Capital Projects Fund budget principles are:
1. Maintain a minimum fund balance of $3 million to fund any unforeseen project that may arise during
the year.
2. Utilize reserve funds, interest earnings, and connection charge revenues to pay project costs before
borrowing additional funds, unless the estimated project cost significantly exceeds the sum of these
sources. In such cases, money is borrowed through the Clean Water Fund program.
The Operating Fund budget principles are:
1. Maintain a minimum fund balance equal to one‐half of the annual operating costs (does not include
debt service), to assure adequate cash flow capabilities.
2. If a specific budgeted item from the previous year was not purchased, and the item is included in the
current budget, it should be funded from reserves since the money was collected for the item in the
prior year.
3. The budget is balanced by adjusting the service charge revenues such that total expenditures equal the
total revenues. Service charge rates are set so that the projected flows and loadings will provide the
required service charge revenue.
The Debt Service fund budget principles are:
1. Maintain a minimum balance in the Debt Fund to assure that no amounts have to be placed on the tax
roll.
Definitions Fiscal Year: The fiscal year for Madison Metropolitan Sewerage District begins on January 1 of each year and
ends on December 31 of that year. The fiscal year is accounting and budget year.
Enterprise Fund: The District prepares its financial statements on an enterprise fund basis. Generally
Accepted Accounting Principles (GAAP) require state and local governments to use the enterprise fund to
account for “business‐type activities” – activities similar to those found in the private sector. Business‐type
activities include services primarily funded through service charges.
Balanced Budget: It is required that the Madison Metropolitan Sewerage District annually adopt a balanced
budget in which the District revenues and other sources equal District expenditures and other uses in both the
operating and capital budgets for the fiscal year. The District achieves this for the Operating Budget by
offsetting total expenditures and all other operating expenditures with funds from service charge billings, fund
reserves and any other operating income. The District’s Capital Budget achieves this by offsetting total project
expenditures and debt service with Clean Water Fund Loans, fund reserves and all other capital income.
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2013 Combined Summary of Operating,
Capital Projects, & Debt Service Budgets
The District prepares its financial statements and budgets on an enterprise fund basis. The District’s operating
expenses are funded within the Operating Budget, the long‐term capital expenditures are funded within the
Capital Projects Budget and the Debt Service Budget is funded by transfers from the Operating funds.
Table 2 summarizes the fund structure for the Operating, Capital Projects, and Debt Service budgets. Table 3
provides a combined summary of revenues and expenditures for the 2011 through 2013. Table 4 provides
details on the sources of funds, use of funds, basis of accounting, and basis for expense for the Operating and
Capital Projects budgets.
FUND STRUCTURE FOR BUDGETS Operating Budget
Capital Project Budget
Operating Funding
User Charges Servicing Pumping Stations
Septage Disposal Struvite Fertilizer Sales
Interest Income Other Income
Capital Funding Wisconsin Clean Water Fund Loans
Interceptor and Treatment Plant Connection
Charges
Interest Income
Operating Expenses
Net Division Expenses*
Net Fringe Benefit Expenses*
Debt Service
Capital Expenditures
Treatment Plant Projects
Conveyance System Projects
Debt Service Budget
Debt Service Budget
Debt Funding Transfers from Operations
Interest Income
Debt Expenditures Principal and Interest payments
TABLE 2
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COMBINED SUMMARY OF REVENUES AND EXPENDITURES
(Net of Transfers and Reserves)
EXPENSE CATEGORY 2011 Actual Estimated
2012 Total 2012 Budget
Proposed 2013 Budget
Change from 2012 Adopted
Budget
Percent Change
OPERATIONS & MAINTENANCE
Administration, Engineering & Commission $2,566,263 $2,630,477 $2,831,554 $3,036,974 $205,420 7.25%
User Charge & Pretreatment Programs 262,428 347,437 379,043 403,403 24,360 6.43%
Wastewater Collection 1,883,184 2,014,704 2,193,761 2,197,578 3,817 0.17%
Wastewater Treatment 8,106,141 8,158,332 8,558,216 9,113,298 555,082 6.49%
Effluent Diversion 237,601 96,176 109,484 90,790 (18,694) ‐17.07%
Metrogro Biosolids Reuse Program 1,573,148 1,473,457 1,534,410 1,543,218 8,808 .57%
Capital Outlay 306,823 280,794 409,371 654,315 244,944 59.83%
Servicing Pumping Stations Owned by Others 307,675 305,000 325,095 306,000 (19,095) ‐5.87%
Transfer to Debt Service Fund 8,017,600 8,980,000 8,980,000 9,878,000 898,000 10.00%
TOTAL OPERATION & MAINTENANCE EXPENDITURES
$23,260,863 $24,286,377 $25,320,934 $27,223,576 $1,902,642 7.51%
CAPITAL PROJECTS
Nine Springs Wastewater Treatment Plant Projects $4,607,000 $36,299,000 $40,392,000 $12,999,000 ($27,393,000) ‐67.82%
Interceptors and Force Mains 549,000 145,000 128,000 8,282,000 8,154,000 6370.31%
Pumping Stations 506,000 1,164,000 1,200,000 8,988,000 7,788,000 649.00%
TOTAL CAPITAL PROJECTS EXPENDITURES $5,662,000 $37,608,000 $41,720,000 $30,269,000 ($11,451,000) ‐27.45%
DEBT SERVICE
Principal Payments $6,239,310 $6,321,212 $6,419,915 $5,126,000 ($1,293,915) ‐20.15%
Interest Payments 1,788,095 1,860,813 1,955,085 2,784,000 828,915 42.40%
TOTAL DEBT SERVICE EXPENDITURES $8,027,405 $8,182,025 $8,375,000 $7,910,000 ($465,000) ‐5.55%
TOTAL EXPENDITURES (net of transfer and reserves) $28,932,668 $61,096,402 $66,435,934 $55,524,576 ($10,911,358) ‐16.42%
REVENUE CATEGORY
2011 Actual Estimated 2012 Total
2012 Budget
Proposed 2013 Budget
Change from 2012 Adopted
Budget
Percent Change
OPERATIONS & MAINTENANCE
Sewer Service Charges $22,395,826 $23,590,000 $24,474,789 $26,026,226 $1,551,437 6.34%
Septage Disposal Income 380,153 340,000 370,000 340,000 (30,000) ‐8.11%
Servicing Pumping Stations 307,675 305,000 325,095 306,000 (19,095) ‐5.87%
Struvite Fertilizer Sales 0 0 0 230,000 230,000 NMF
All Other Operating Income 290,315 186,600 151,050 183,000 31,950 21.15%
Cash Reserves 0 0 0 138,350 138,350 NMF
TOTAL OPERATION & MAINTENANCE REVENUES $23,373,969 $24,421,600 $25,320,934 $27,223,576 $1,902,642 7.51%
CAPITAL PROJECTS
Clean Water Fund Loans $1,111,000 $40,630,000 $44,500,000 $29,974,000 ($14,526,000) ‐32.64%
Interceptor & Treatment Plant Connection Charges 1,213,000 600,000 500,000 600,000 100,000 20.00%
Interest on Investments 72,000 70,000 75,000 80,000 5,000 6.67%
TOTAL CAPITAL PROJECTS REVENUES $2,396,000 $41,300,000 $45,075,000 $30,654,000 ($14,421,000) ‐31.99%
DEBT SERVICE
Transfer from Operating Fund $8,017,600 $8,980,000 $8,980,000 $9,878,000 $898,000 10.00%
Interest on Investments 75,424 100,000 70,000 70,000 0 0.00%
TOTAL DEBT SERVICE REVENUES $8,093,024 $9,080,000 $9,050,000 $9,948,000 $898,000 9.92%
TOTAL REVENUES (net of transfer and reserves)
$25,845,393 $65,821,600 $70,465,934 $57,809,226 ($12,656,708) ‐17.96%
NMF=No Meaningful Figure
TABLE 3
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OPERATING & CAPITAL PROJECT BUDGETS COMBINED SUMMARY
Item Operations Capital
Sources of Funds
Service Charges, Servicing Pump Stations, Struvite Fertilizer Sales, Reserve Funds, Interest and Other Income
Wisconsin Clean Water Fund Loans, Interceptor and Treatment Plant Connection Charges, Reserve Funds, and Interest.
Use of Funds Operating and Maintenance Expenses, Debt Service
Project Expenses and All Other Capital Expenses
Budgetary Basis of Accounting
Actual revenues and expenses are recorded on a full accrual basis in accordance with Generally Accepted Accounting Principles. Revenues and expenses are budgeted on a full accrual basis, except capital outlays. These are budgeted as expense in the year incurred, but capitalized and depreciated for financial reporting purposes. Depreciation is not budgeted.
For financial reporting, actual revenues and expenses are recorded on a full accrual basis in accordance with Generally Accepted Accounting Principles. Revenues are budgeted on a cash basis. Because the Capital Budget serves as a financing plan, it is important to plan when revenues are received rather than when they are earned. Expenses are budgeted according to what is projected to be completed for that particular year.
Basis for Expense Costs of operating and maintaining the sewerage system. Costs also include asset repair and replacement that is necessary to maintain the capacity and performance to meet the needs of the communities we serve, our regulatory requirements, and to protect the environment.
Costs of acquiring, purchasing, planning, designing, construction, extending and improving all or any part of the sewerage system.
TABLE 4
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Combined Summary of Revenues & Expenditures
The District’s 2013 combined budget totals approximately $58 million dollars. As seen in Graph 1, the primary
sources of revenue in the 2013 combined budgets are sewer service charges and clean water fund loans.
Combined Summary of Revenues (in thousands)
On the expenditure side (as seen in Graph 2), the capital budget comprises 55.0 percent of the 2013 combined
budget while operations and maintenance of the District facilities (net of debt service) totals 31.0 percent.
Debt service is 14.0 percent of 2013 expenditures.
Combined Summary of Expenditures (in thousands)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
Sewer Service Charge Clean Water Fund Loans All Other Revenue
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
Net O&M Expenses Capital Projects Debt Service
GRAPH 1
GRAPH 2
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Section 2: 2013 Operating Budget
Badger Mill Creek Outfall‐Verona, WI
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2013 Operating Budget Summary
Overview Table 5 summarizes the District’s operating expenditures, revenues and operating reserves for the years 2011
through 2013. The proposed 2013 Operating Budget includes a 7.5% increase ($1.9 million) in expenses over
the current year’s budget and will require a 6.3% increase ($1.6 million) in service charge revenues. The
smaller increase in service charges is due to expected income from struvite fertilizer sales.
We project 2012 revenues to be $899,000 less than budgeted with 2012 expenses $1,035,000 less than
budgeted. As a result, we expect operating budget reserves to decrease by $135,000. The expected operating
reserves at the end of this year are $11.2 million.
2012 Revenues The 2012 revenues will be approximately $899,000 or 3.6%, less than budgeted. Lower than normal
precipitation for the second consecutive year caused significantly lower than anticipated wastewater flows.
Pollutant loadings for biochemical oxygen demand and suspended solids are also slightly lower than
anticipated. Revenue from service charges will be lower than anticipated by $885,000 or 3.6%. Septage
revenues are lower than expected by $30,000 due to lower volumes of septage discharges at Nine Springs.
Interest on investments is expected to be $1,000 more than budgeted, miscellaneous income $11,000 more
than budgeted, annexation and plan review fees $23,750 higher than budgeted, and income from servicing
pump stations $20,000 less than budgeted.
2012 Expenditures The District anticipates expenditures for 2012 to be $1,035,000, or 4.1%, less than budgeted. Major
reductions from budgeted costs occur in several areas in 2012. We expect Administration expenses to be
$201,000 below budget. Reduced personnel costs due to on an unexpected retirement, delayed hiring to fill
positions, and a half‐time position left unfilled account for most of the decrease. We expect wastewater
collection and treatment costs to be under budget by a combined $579,000. This decrease is driven by
electricity costs $450,000 below budget due largely to lower wastewater volumes. Deferred maintenance
projects and project cost reductions reduced capital outlay expenses by $129,000.
2013 Revenues The proposed revenues for 2013 are 7.5% greater than the budget for 2012 and 11.5% greater than the
estimated 2012 revenues. Required service charge revenues will increase $1,551,000 (6.3%) over the 2012
budgeted amount and $2,436,000 over the actual 2012 amount. Revenues from servicing pump stations are
expected to decrease $19,000. Revenues from septage disposal are expected to decrease by $30,000. We
expect interest rates to remain low and interest income to increase by $2,000 to $8,000. This continues the
trend of the last several years. Plan review and annexation fees are projected to increase by $20,000 to match
our experience in 2012.
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2013 Expenditures The proposed expenditures of $27.2 million are $1.9 million, 7.5%, more than the budget for 2012. Total
operating budget personnel services related costs (salaries, benefits, payroll taxes, etc.) increase by $123,000,
1.5%, to $8.45 million. Non‐personnel related costs increase by $1.8 million, (10.5%), to $18.8 million.
The personnel services increase is due to the following factors:
Base wage increase of 1.0% for represented employees.
Step and/or longevity increases for represented employees.
Market increase of 2.0% for non‐represented employees on January 1, 2013.
Progression increases for eligible non‐represented employees.
Net addition of two and one‐half full‐time equivalent positions – total salary and benefits cost of
$241,000.
Employee WRS contributions of 5.8% for represented employees & 6.5% for non‐represented employees.
A 2.1% increase in health insurance rates – a low increase by historical standards.
Significant non‐personnel related operating expenditure changes include:
Clean Water Fund debt service expenses $898,000
Selector mixer replacements 250,000
Additional power, chemicals and fuel for operation of facilities added in the 11 Addition
170,000
Additional energy study and research 235,000
Phosphorus adaptive management pilot project annual fee
126,600
Digester foaming research (101,450)
The District’s proposed 2013 Capital Plan includes increases of 10.0 % in future debt service expenses raised
through service charges for 2013 through 2016. The District will continue to finance future construction
primarily with loans from the Wisconsin Clean Water Fund. The amount of debt service necessary to pay the
May 2013 principal and interest and November 2013 interest is $7,910,000. The amount recovered through
service charges in 2013 for debt service will be $9,878,000, and includes $1,968,000 for building up debt
service reserves. The capital plan anticipates using $1,385,000 of the added reserves in 2014 and $583,000 in
later years.
2013 Operating Fund Balance The Operating Fund ending balance is projected to decrease by 2.1 percent or $138,000 in 2013 compared to
the estimated 2012 ending balance. This decrease is due to the budgeted use of $138,000 of reserves. The
District expects the actual operating fund 2012 ending balance to increase $135,000 over the 2011 ending
balance. The budgeted 2013 operating fund ending balance of $11.1 million is the same as the 2011 ending
balance. Of this amount $3,000,000 is restricted for unexpected repair, replacement, or maintenance
expenses. The remaining $8.1 million of unrestricted reserves represents 47 percent of the District’s 2013
operating expenses.
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Operating Budget
EXPENDITURES
EXPENSE CATEGORY 2011 Actual 2012
Thru June Estimated 2012 Total
2012 Budget
Proposed 2013 Budget
Percent Change
Administration, Engineering & Commission $2,566,263 $1,330,433 $2,630,477 $2,831,554 $3,036,974 7.25%
User Charge & Pretreatment Programs 262,428 178,515 347,437 379,043 403,403 6.43%
Wastewater Collection 1,883,184 794,489 2,014,704 2,193,761 2,197,578 0.17%
Wastewater Treatment 8,106,141 3,877,791 8,158,332 8,558,216 9,113,298 6.49%
Effluent Diversion 237,601 50,263 96,176 109,484 90,790 ‐17.07%
Metrogro Biosolids Reuse Program 1,573,148 526,855 1,473,457 1,534,410 1,543,218 0.57%
Capital Outlay 306,823 49,209 280,794 409,371 654,315 59.83%
Servicing Pumping Stations Owned by Others 307,675 127,204 305,000 325,095 306,000 ‐5.87%
Transfer to Debt Service Fund 8,017,600 5,093,111 8,980,000 8,980,000 9,878,000 10.00%
TOTAL EXPENDITURES $23,260,863 $12,027,870 $24,286,377 $25,320,934 $27,223,576 7.51%
REVENUES
REVENUE CATEGORY 2011 Actual
2012Thru June
Estimated 2012 Total
2012 Budget
Proposed 2013 Budget
Percent Change
Sewer Service Charges $22,395,826 $11,940,051 $23,590,000 $24,474,789 $26,026,226 6.34%
Servicing Pumping Stations 307,675 127,573 305,000 325,095 306,000 ‐5.87%
Rent 84,694 34,958 65,850 66,050 67,000 1.44%
Interest 7,216 3,583 7,000 6,000 8,000 33.33%
Annexation & Plan Review Fees 56,750 38,250 57,750 34,000 54,000 58.82%
Miscellaneous Income 120,822 24,648 38,000 27,000 36,000 33.33%
Septage Disposal Income 380,153 171,608 340,000 370,000 340,000 ‐8.11%
Pretreatment Monitoring 20,833 0 18,000 18,000 18,000 0.00%
Struvite Fertilizer Sales 0 0 0 0 230,000 NMF
Cash Reserves 0 0 0 0 138,350 NMF
TOTAL REVENUES $23,373,969 $12,340,671 $24,421,600 $25,320,934 $27,223,576 7.51%
OPERATING FUND BALANCE
OPERATING FUND BALANCE 2011 Actual
2012Thru June
Estimated 2012 Total
2012 Budget
Proposed 2013 Budget
Percent Change
Beginning Balance $10,973,428 $11,086,534 $11,086,534 $11,315,188 $11,221,757 ‐0.83%
Ending Balance $11,086,534 $11,399,335 $11,221,757 $11,315,188 $11,083,407 ‐2.05%
TABLE 5
NMF=No Meaningful Figure
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Personnel Table 6 shows the total number of full time equivalent (FTE) positions in each department for 2011 through
2013. There is a net increase of 2.5 FTEs proposed for 2013. The changes in personnel are as follows:
Eliminate the Half‐Time Strategic Communications Coordinator
Add an Asset Manager
Add an Asset Information Specialist
Add a Process Control System Programmer
Full‐Time Equivalent Positions (FTE) Department 2011 2012 2013 Changes for 2013
Administration 10 10 10
Chief Engineer & Director 2.5 4.5 4 Half time Communications Coordinator not hired in 2012. Will be a contracted service in 2013.
Engineering 11.5 11.5 12.5 Added an Asset Manager
Operations 56 55 57 Added an Asset Information Specialist and Process Control System Programmer
Special Projects 10 10 10
Total 90 91 93.5
Program Narratives
Expenditures Administration, Engineering & Commission This cost center includes Accounting, Information Systems, Engineering and the Chief Engineer’s office.
Accounting: Provides general accounting, payroll, grants and loan administration.
Information Systems: Ensures data integrity, optimal network functionality, and provides hardware,
software and user support. IS also provides technological expertise to District staff.
Engineering: Oversees engineering, design and construction of projects within the District’s capital
improvement plan and the planning for the District’s long‐term and asset management needs.
Chief Engineer and Director: Provides organizational leadership to the District. Oversees communication
and public information, coordinates District strategic efforts and oversees overall District performance
and general administration of District business.
TABLE 6
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Human Resources: Provides opportunities for growth of the organizational culture and performance.
Provides cost effective employee management services for recruitment, safety and leadership
development. Minimizes the District’s liability in employment matters.
Special Projects: Oversees a wide range of regulatory, legislative, environmental and strategic initiatives
that impact District operations and/or help establish overall District focus.
User Charge & Pretreatment Program This cost center implements state and federal requirements directed towards industrial users and
implements strategies for pollution prevention and source control. In addition, this cost center includes
wastewater flow and loadings data sampling and analysis for customer billing.
Wastewater Collection This cost center provides funding to operate and maintain the District’s ninety‐six miles of gravity sewers,
seventeen pumping stations and twenty‐nine miles of raw wastewater force mains.
Wastewater Treatment This cost center includes funding to operate and maintain the Nine Springs Wastewater Treatment Plant.
This plant treats about forty million gallons of wastewater per day from thirty‐seven communities and
districts and accepts septage from twenty‐five permitted haulers.
Effluent Diversion This cost center includes operations and maintenance for the District’s force mains that discharge treated
effluent to Badfish Creek and the Badger Mill Creek. The cost center also includes monitoring to
determine the impact on receiving streams.
Metrogro Biosolids Reuse Program This cost center recycles biosolids to agricultural land through the Metrogro program.
Capital Outlay This cost center funds asset purchases such as vehicles and equipment.
Service Pumping Stations Owned by Others This cost center funds activities to operate and maintain forty‐four local pump stations owned by other
cities and districts on a contract basis.
Transfer to Debt Service This cost center pays the annual debt service on the District’s long‐term debt.
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Revenues Sewer Service Charges This category covers charges paid by the District’s customer communities for the wastewater conveyance and
treatment services provided by the District. Customer communities pay these charges according to the
volume and strength of the wastewater they discharge to the District. These charges are the primary revenue
source for the District. The District currently serves five cities, seven villages, and twenty‐five sanitary or
utility districts.
Servicing Pumping Stations This category covers charges to various customer communities for District services to operate and maintain
pumping stations owned by the communities. The District currently services forty‐three pumping stations
owned by others. The station owner and the number of stations served is shown below:
Owner Number of Pumping Stations
City of Madison 28
City of Verona 1
Village of Maple Bluff 3
Town of Dunn Sanitary District No. 1 4
Town of Dunn Sanitary District No. 3 3
Town of Madison 3
Dane County Lake Farm Park 1
Rent This category covers rent the District receives for use of District‐owned property. The District rents three
houses; one set of farm buildings including a house, barn, sheds, and associated acreage; one hundred fifty‐
seven acres of farmland; and land for an electrical substation.
Interest This category covers interest earned on the District’s cash reserves.
Annexation & Plan Review Fees This category covers District expenses for the annexation process and sewer plan review and approval
processes. Customer communities pay annexation fees when new lands are added to the District. Customer
communities pay sewer plan review fees for modifications or additions to their sewer systems.
Miscellaneous Income This category covers income received for various revenues that do not fit in other categories. For instance,
the income from the sale of scrap materials and income for laboratory services performed for others is placed
in this category.
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Septage Disposal Income This category covers charges the District receives for wastes delivered by truck to the Nine Springs
Treatment Plant. The largest single source of waste delivered by truck is septage from homes and businesses
on septic systems. Twenty‐five haulers have permits to discharge at the treatment plant.
Pretreatment Monitoring This category covers the District’s expenses for industrial monitoring. The fees are paid by businesses that are
required to have industrial treatment permits issued by the District. Nineteen businesses have industrial
discharge permits issued by the District.
Struvite Fertilizer Sales This category covers the income from the sale of struvite fertilizer pellets. The District plans to begin
operating in 2013 a process to recover phosphorus from the wastewater treated at the Nine Springs
Wastewater Treatment Plant. The process will recover phosphorus in the form of struvite pellets, which will
be sold as fertilizer.
Cash Reserves This category covers funds used from our cash reserves.
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Section 3: 2013 Capital Projects Budget & Capital Improvements Plan
Summary
11th Addition Construction in August of 2012
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2013 Capital Projects Budget & Capital Improvements Plan Summary
Overview The District’s Capital Improvement Plan (CIP) represents the foreseen major capital projects for the next ten
years and in some cases, beyond. Staff updates the CIP annually based upon the latest information and the
District’s financial situation. The projections for the first five to six years of the CIP are relatively well known,
but, as with most plans, the plan becomes more speculative the further into the future one looks.
The proposed 2013 MMSD Capital Projects budget includes expenditures of $30.3 million, revenues of $30.7
million, and a projected 2013 year‐end operating reserve of $6.6 million. The budget projects that the District
will incur additional debt of $30.0 million from construction activities during 2013 and requests an increase in
the debt service revenue collected in rates from $8,980,000 to $9,878,000. This level of increase, roughly
$900,000 (10%), is necessary to prepare for debt service related to the Eleventh Addition ($50 million) and the
Pumping Station 18 related projects ($34 million).
Major construction activities through 2013 include completion of construction related to the Operations
Building HVAC Rehabilitation (2012), continued construction activities related to the Eleventh Addition, and
design completion and construction related to a new District Pumping Station 18, its force main, and relief of
the District’s Northeast Interceptor upstream of the new pumping station site. Final project costs related to
the Operations Building HVAC project will be roughly $3.3 million. Project costs for the Eleventh Addition are
now estimated at around $50 million while the latest estimates for Pumping Station 18 (PS 18), its force main,
and the Northeast Interceptor above PS 18 anticipate total expenditures near $34 million.
Longer term, efforts related to nutrients dominate the budget outlook. Although the District is uncertain of
specific details at this time, we are reasonably certain that the District’s next discharge permit will include
language related to phosphorous and potentially, although unlikely, language related to nitrogen. In
anticipation of these changes to our permit, we have included two different scenarios that show what the
effects of these requirements might be to the District’s long‐term debt and finances.
Further details of anticipated projects and long‐term financial projections are included in the attached
enclosures. Table 7 provides a summary of the 2011 through 2013 budget details. Table 8 provides a six‐year
projection of projects, costs, and future borrowing. Project summaries in Appendix A provide detailed
descriptions of the projects in the Table 8 projection. Table 9 provides a six‐year summary of the District’s
Capital Projects Cash Flow. The debt service budget needed to support the Capital Budget and the Capital
Improvements Plan is presented in Section 4.
Historically, the District has been able to maintain its level of service charge increases close to cost of living
increases. The anticipated ongoing annual increases of 10% or greater for debt service is high by District
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historical standards and will continue to impact the District’s service rate increases for a number of years
going forward. However, we believe the projects included in the budget and the associated increases are
justified and necessary to maintain and improve the District’s level of service.
Although the cost of the Eleventh Addition and Pumping Station 18 related projects overshadow most other
projects included in the budget, several factors continue to drive the trend toward higher annual increases to
service capital improvement debt. The District constructed many of its facilities around the same time‐period
and many are or will be in need of renewal within similar timeframes. Additionally, decreases in interest
earned and connection charges have contributed to the greater need for borrowing.
It is not possible to anticipate all projects that may become necessary in the future, but we believe that the
District’s plant asset management and collection system facilities planning efforts coupled with the Capital
Projects Budget reasonably anticipate most major expenditures that will be necessary. Reviewing these on an
annual basis helps ensure that the budget continues to reflect a good long‐term plan.
Although greater than historical levels, the ongoing level of increase in debt service and subsequent increases
in service charge rates are necessary to sustain the District’s capital improvement plan, to maintain the level
of service District customers are accustomed to over the long‐term, and to remain in compliance with the
District’s regulatory obligations.
Capital Projects Budget Summary Table 7 provides a summary of the Capital Budget for years 2011 through 2013. For 2011, the summary shows
the actual year‐end totals for each project; for the current year, 2012, the summary shows the budgeted
amount, the actual expenses through June, and the estimated year‐end totals; and for 2013, the summary
shows anticipated expenditures. Note that all numbers are rounded to the nearest thousand dollars.
2012 Summary The 2012 Capital Projects budget showed 2012 revenues exceeding expenditures by $3.4 million, and we now
anticipate that actual 2012 revenues will exceed expenditures by $3.7 million. We also anticipate that the
2012 year‐end reserve balance will be $6.2 million, which is significantly greater than the budgeted $4.7
million. The main reasons for this higher year‐end balance are greater‐than‐anticipated revenue from
connection charges for the second half of 2011 through mid‐year 2012 and a lower rate of spending on
projects than anticipated at the time of the 2012 budget process.
For Clean Water Fund Loan projects, the District continues to pay for planning and design from reserves until
projects have been bid and move into the construction phase. For larger projects, the planning and design
costs can be significant and short‐term lending may be required in some cases in the future. An alternative to
this approach would be to increase the District’s capital budget reserve minimum above its present $3 million;
however, at this time, no changes in the reserve amount have been contemplated.
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2013 Expenditures & Revenues The proposed 2013 Capital Projects budget anticipates expenditures of $30.3 million and revenues of $30.7
million with a resulting year‐end reserve balance of $6.6 million, which represents a reserve balance increase
of $385 thousand dollars.
As detailed in Table 7, the five highest expense items include the following projects:
Eleventh Addition to Nine Springs WTP – second year construction ($8.7 million)
Pumping Station 18 – first year construction ($8.4 million)
Northeast Interceptor ‐ Far East Int. to Southeast Int. ($7.8 million)
Process Control System Upgrade – implementation ($2.8 million)
Maintenance Facilities Analysis/Expansion – study/design ($800 thousand)
Anticipated 2013 revenues include $30.0 million in Clean Water Fund Loan proceeds for the Eleventh Addition,
the Process Control System Upgrade, the Northeast Interceptor project, and Pumping Station 18 construction.
Other anticipated revenues include $600,000 in interceptor and treatment plant connection charges and
$80,000 in interest on investments. Despite an increase in connection charge revenues in the second half of
2011, we anticipate that connection charges will remain relatively lower than historical amounts. Interest on
investments continues to remain at historically low amounts.
2013 Capital Projects Fund Balance The Capital Projects Fund ending balance is projected to increase by 42 percent or $1,966,000 in 2013
compared to the 2012 budget ending balance and to increase by 6.2 percent or $385,000 compared to the
estimated 2012 ending balance. The budgeted 2013 ending balance is $6.6 million. The end‐of‐year Capital
Projects Fund balance varies significantly from year‐to‐year depending upon the timing of project expenses
and loan revenues. The 2012 budget ending balance reflected a particularly low beginning balance of $1.3
million which did not occur. The budgeted 2013 ending balance reflects a short‐term swing to the high side.
We aim to maintain a minimum Capital Projects Fund balance of $3,000,000.
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Capital Projects Budget
EXPENDITURES
EXPENSE CATEGORY 2011 Actual
2012 Thru June
Estimated 2012 Total
2012 Budget Proposed 2013 Budget
Percent Change
Master Plan, Collection Syst. Facilities Plan, & Plant Asset Mgt. Plan $30,000 $4,000 $50,000 $60,000 $250,000 316.67% Nutrient Removal Cost Study 81,000 9,000 9,000 0 0 NMF Other Capital Budget Expenses 55,000 0 0 0 0 NMF Dane County Hydrologic Model Contribution 15,000 0 0 0 0 NMF Eleventh Addition 3,171,000 7,157,000 32,690,000 37,800,000 8,680,000 ‐77.04%
Process Control System Upgrade 195,000 284,000 1,060,000 650,000 2,767,000 325.69% Operations HVAC System Rehab 1,060,000 1,583,000 2,170,000 1,490,000 20,000 ‐98.66% Maintenance Facilities Analysis/Expansion 0 6,000 64,000 120,000 797,000 564.17% Annual Clarifier Coating 0 8,000 136,000 140,000 160,000 14.29% Annual Pavement Improvements 0 6,000 110,000 132,000 25,000 ‐81.06%
Engine Stacks & Oxidation Catalysts (for Air Permit) 0 0 10,000 0 300,000 NMF West Interceptor Upstream of PS5 (WI MH05‐011 to MH05‐021 Liner) 191,000 5,000 5,000 5,000 0 ‐100.00% West Interceptor Rehab at Old University Avenue 350,000 4,000 4,000 30,000 5,000 ‐83.33% Badfish Creek Farm Bridge ‐ Replacement 0 0 0 0 0 NMF West Interceptor Extension & West Point Extension Lining Project 0 0 0 0 500,000 NMF
East Monona Interceptor at Fair Oaks u/s of Starkweather Creek 8,000 108,000 108,000 8,000 5,000 ‐37.50% Nine Springs Valley Interceptor ‐ Morse Pond Extension 0 0 3,000 60,000 20,000 ‐66.67% NEI ‐ PS to Lien Road (5,000) 0 25,000 25,000 0 ‐100.00% NEI ‐ Far East Int. to Southeast Int. Junction 0 0 0 0 7,752,000 NMF Far East Int. ‐ Cottage Grove Extension Lining 5,000 0 0 0 0 NMF
Lower Badger Mill Creek Interceptor 0 0 0 0 0 NMF Cross Town Force Main Ext. (Contingency for High Speed Rail) 0 0 0 0 0 NMF P.S. 6 & 8 Rehabilitation 54,000 0 0 0 0 NMF Pumping Stations 11 & 12 Rehabilitation 0 0 0 0 500,000 NMF P.S. No. 18 Construction 452,000 444,000 1,164,000 1,200,000 8,373,000 597.75% P.S. No. 18 Force Main Construction 0 0 0 0 115,000 NMF
TOTAL EXPENDITURES $5,662,000 $9,618,000 $37,608,000 $41,720,000 $ 30,269,000 ‐27.45%
REVENUES
REVENUE CATEGORY 2011 Actual
2012 Thru June
Estimated 2012 Total
2012 Budget Proposed
2013 Budget Percent Change
CWF Loan ‐ Rehab of PSs 6 & 8 and NEI Truax Ext Lining $305,000 $0 $0 $ 0 $0 NMF CWF Loan ‐ NEI 0 PS 10 to Lien Road & FEI0CG Extension Liner 806,000 0 0 0 0 NMF CWF Loan ‐ Operations Building HVAC Rehab 0 2,612,000 3,280,000 3,300,000 0 ‐100.00% CWF Loan ‐ Eleventh Addition 0 11,847,000 37,350,000 41,200,000 8,680,000 ‐78.93% CWF Loan ‐ Process Control System Upgrades 0 0 0 0 4,095,000 NMF
CWF Loan ‐ NEI0Far East Interceptor to Southeast Interceptor 0 0 0 0 8,135,000 NMF CWF Loan ‐ Pumping Station 18 0 0 0 0 9,064,000 NMF Interceptor and Treatment Plant Connection Charges 1,213,000 333,000 600,000 500,000 600,000 20.00% Interest on Investments & Misc. Income 72,000 39,000 70,000 75,000 80,000 6.67%
TOTAL REVENUES $2,396,000 $14,831,000 $41,300,000 $45,075,000 $ 30,654,000 ‐31.99%
CAPITAL PROJECTS FUND BALANCE
CAPITAL PROJECTS FUND BALANCE 2011 Actual
2012 Thru June
Estimated 2012 Total
2012 Budget Proposed 2013 Budget
Percent Change
Beginning Balance $5,813,000 $2,547,000 $2,547,000 $1,303,000 $6,239,000 378.82%
Ending Balance $2,547,000 $7,760,000 $6,239,000 $4,658,000 $6,624,000 42.21%
TABLE 7
NMF=No Meaningful Figure
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Six‐Year Capital Projects Summary Table 8 provides a Six‐Year Capital Projects Summary for the period 2013 to 2018. This projection includes
completion of projects currently underway and future projects identified as high priority in MMSD’s Collection
System Facilities Plan and Asset Management Plan, as well as projects required to address other facility and
regulatory requirements. As with the 2012 budget, this projection assumes implementation of Master Plan
Alternative 1A or potentially, Alternative 1B or 1C, and relief of the Nine Springs Valley Interceptor and other
related capacity relief projects. Alternative 1A maintains the present effluent return flow of 3.6 million gallons
per day to Badger Mill Creek while Alternative 1B or 1C would increase flows to match the amount of flow
taken out of the Sugar River basin. Future regulations and decisions will help determine if either Alternative
1B or 1C is a feasible option.
Per the District’s 2009 Master Plan, Alternative 1 options (1A, 1B, or 1C) are centralized treatment options as
opposed to Alternative 2 options, which would require construction of a satellite treatment plant in the Sugar
River Basin. Alternative 1 options rely on continued pumping to the Nine Springs Wastewater Treatment Plant
and return of treated effluent to the Sugar River Basin.
For clarity, the base alternative includes no nutrient removal alternatives. A more thorough discussion of
nutrient removal scenarios occurs later in this budget summary. At this time, the nutrient removal scenarios
are still somewhat speculative; however, the Nutrient Removal Cost Study and ongoing Adaptive Management
discussions have added significant clarity to each scenario.
The base scenario shows $109 million worth of expenditures over the six‐year period or 2013 to 2018,
representing projects whose costs total $177 million. At the bottom of the summary, the two nutrient
removal scenarios speculate additional expenditures based upon construction of phosphorous removal
facilities or an adaptive management scenario. Each phosphorous scenario anticipates nitrogen removal
facilities as a requirement in the District’s 2020 discharge permit.
Note that the comparison between adaptive management and phosphorous removal facilities is somewhat
inaccurate since adaptive management would likely be a program cost that appears in the District’s operating
budget versus a facilities cost included in the District’s capital budget. However, the method we have used
provides the simplest means to compare the two alternatives and to show the large magnitude of cost
differences between the two alternatives.
Project Summaries Summary descriptions for each of the projects in Table 8 are included in Appendix A. The projects are
categorized by Nine Springs Wastewater Treatment Plant Projects, Conveyance System Projects, or Capital
Budget Expenses. Conveyance System Projects are further categorized by Interceptor Projects, and Pumping
Station and Force Main Projects. Project numbering in the summary matches the numbering in Table 8.
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Six‐Year Capital Projects Summary
NO.
PROJECT
TOTAL PROJECT COST
2013‐2018
COST 2013 2014 2015
NINE SPRINGS WASTEWATER TREATMENT PLANT PROJECTS $93,132,000 $43,320,000 $12,749,000 $12,700,000 $ 2,474,000
1 Eleventh Addition to Nine Springs Wastewater Treatment Plant 50,360,000 13,030,000 8,680,000 4,330,000 20,000 2 Maintenance Facilities Analysis/Expansion 7,411,000 7,347,000 797,000 6,540,000 10,000 3 Nine Springs Process Control System Upgrade 5,034,000 3,706,000 2,767,000 939,000 ‐ 4 Engine Stacks and Oxidation Catalysts 310,000 300,000 300,000 ‐ ‐ 5 Operations Building HVAC Rehab 3,300,000 20,000 20,000 ‐ ‐ 6 Plant Asset Management Program 2014‐2016 Projects 6,816,000 6,816,000 ‐ 586,000 1,630,000 7 Influent Storage and East Primary Line Replacement 9,500,000 9,500,000 ‐ ‐ 500,000 8 Plant Asset Management Program 2018‐2019 Projects 8,600,000 800,000 ‐ ‐ ‐ 9 Annual Clarifier Coating 1,035,000 1,035,000 160,000 165,000 170,000 10 Annual Pavement Improvements 766,000 766,000 25,000 140,000 144,000
CONVEYANCE SYSTEM PROJECTS $82,668,000 $64,076,000 $17,270,000 $ 21,371,000 $6,665,000
INTERCEPTORS 18,795,000 15,427,000 8,282,000 935,000 1,925,000
11 NEI ‐ Far East Int. to Southeast Int. Junction 8,145,000 7,762,000 7,752,000 10,000 ‐ 12 NSVI ‐ Morse Pond Extension 753,000 750,000 20,000 20,000 700,000 13 West Interceptor Replacement at Old University Avenue 361,000 5,000 5,000 ‐ ‐ 14 West Interceptor Extension/West Point Extension Lining Project 500,000 500,000 500,000 ‐ ‐ 15 East Monona Interceptor at Fair Oaks u/s of Starkweather Creek 121,000 5,000 5,000 ‐ ‐ 16 NEI ‐ Rehab west of Airport (lining project) ‐ Phase 1 870,000 870,000 ‐ 865,000 5,000 17 West Interceptor ‐ West Randall to Near PS 2 725,000 725,000 ‐ ‐ 720,000 18 Rimrock Interceptor Replacement/Relief 550,000 550,000 ‐ 40,000 500,000 19 NEI ‐ Rehab west of Airport (lining project) ‐ Phase 2 1,120,000 1,120,000 ‐ ‐ ‐ 20 Lower Badger Mill Creek Interceptor ‐ Phase 3 450,000 450,000 ‐ ‐ ‐ 21 Northend Interceptor ‐ Lining along Sherman Avenue 100,000 100,000 ‐ ‐ ‐ 22 NEI ‐ Truax Extension (lining project) ‐ Phase 1 1,400,000 1,400,000 ‐ ‐ ‐ 23 NEI ‐ Waunakee Extension Relief 2,700,000 190,000 ‐ ‐ ‐ 24 Future Collection System Lining Projects 1,000,000 1,000,000 ‐ ‐ ‐
PUMPING STATIONS & FORCE MAINS 63,873,000 48,649,000 8,988,000 20,436,000 4,740,000
25 P. S. No. 18 Construction 14,741,000 14,047,000 8,373,000 5,654,000 20,000 26 P. S. No. 18 Force Main Construction 11,426,000 10,887,000 115,000 10,762,000 10,000 27 Pumping Stations 11 & 12 Rehabilitation 8,520,000 8,520,000 500,000 4,000,000 4,000,000 28 Pumping Stations 6 & 8 Rehabilitation (retainers in 2014) 6,771,000 20,000 ‐ 20,000 ‐ 29 Pumping Station 15 Rehabilitation 4,500,000 4,500,000 ‐ ‐ 300,000 30 Pumping Station 17 Force Main Relief 3,050,000 3,050,000 ‐ ‐ 210,000 31 PS7 ‐ Improvements (following PS18 construction) 2,300,000 2,300,000 ‐ ‐ 200,000 32 Telemetry System ‐ Third Upgrade 300,000 300,000 ‐ ‐ ‐ 33 Pumping Stations 13 & 14 Rehabilitation 8,870,000 4,750,000 ‐ ‐ ‐ 34 Pumping Stations 3, 4, & 9 Revisions 3,395,000 275,000 ‐ ‐ ‐
CAPITAL BUDGET EXPENSES $ 1,620,000 $1,620,000 $ 250,000 $ 258,000 $266,000
Capital Budget Expenses 1,620,000 1,620,000 250,000 258,000 266,000
TOTALS BEFORE NUTRIENT REMOVAL PROJECTS $177,420,000 $109,016,000 $30,269,000 $34,329,000 $ 9,405,000
NUTRIENT REMOVAL PROJECTS
Advanced Phosphorous Removal Facilities ($100 million over 6 years) 100,000,000 500,000 ‐ ‐ ‐ Advanced Nitrogen Removal Facilities (beyond 6 year planning period) 75,000,000 ‐ ‐ ‐ ‐
TOTALS INCLUDING NUTRIENT REMOVAL FACILITIES ALTERNATIVE $352,420,000 $109,516,000 $30,269,000 $ 34,329,000 $ 9,405,000
Adaptive Mgt. ($125K/year ‐ 3 yr. pilot study, $405K/year ‐ 2016+ for 20 yrs.) 8,500,000 1,590,000 125,000 125,000 125,000 Advanced Nitrogen Removal Facilities (beyond 6 year planning period) 75,000,000 ‐ ‐ ‐ ‐
TOTALS INCLUDING TRADING/ADAPTIVE MGMNT APPROACH $260,920,000 $110,606,000 $30,394,000 $ 34,454,000 $ 9,530,000
2013‐2018 TABLE 8
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Six‐Year Capital Projects Summary
NO.
PROJECT
TOTAL PROJECT COST
2013‐2018
COST 2016 2017 2018
NINE SPRINGS WASTEWATER TREATMENT PLANT PROJECTS $92,962,000 $42,044,000 $9,423,000 $4,832,000 $ 1,142,000
1 Eleventh Addition to Nine Springs Wastewater Treatment Plant 50,190,000 11,950,000 ‐ ‐ ‐ 2 Maintenance Facilities Analysis/Expansion 7,411,000 7,347,000 ‐ ‐ ‐ 3 Nine Springs Process Control System Upgrade 5,034,000 3,510,000 ‐ ‐ ‐ 4 Engine Stacks and Oxidation Catalysts 310,000 300,000 ‐ ‐ ‐ 5 Operations Building HVAC Rehab 3,300,000 20,000 ‐ ‐ ‐ 6 Plant Asset Management Program 2014‐2016 Projects 6,816,000 6,816,000 4,600,000 ‐ ‐ 7 Influent Storage and East Primary Line Replacement 9,500,000 9,500,000 4,500,000 4,500,000 ‐ 8 Plant Asset Management Program 2018‐2019 Projects 8,600,000 800,000 ‐ ‐ ‐ 9 Annual Clarifier Coating 1,035,000 1,035,000 175,000 180,000 185,000 10 Annual Pavement Improvements 766,000 766,000 148,000 152,000 157,000
CONVEYANCE SYSTEM PROJECTS $82,668,000 $64,076,000 $8,685,000 $4,440,000 $5,645,000
INTERCEPTORS 18,795,000 15,427,000 1,685,000 1,410,000 1,190,000
11 NEI ‐ Far East Int. to Southeast Int. Junction 8,145,000 7,762,000 ‐ ‐ ‐ 12 NSVI ‐ Morse Pond Extension 753,000 750,000 10,000 ‐ ‐ 13 West Interceptor Replacement at Old University Avenue 361,000 5,000 ‐ ‐ ‐ 14 West Interceptor Extension/West Point Extension Lining Project 500,000 500,000 ‐ ‐ ‐ 15 East Monona Interceptor at Fair Oaks u/s of Starkweather Creek 121,000 5,000 ‐ ‐ ‐ 16 NEI ‐ Rehab west of Airport (lining project) ‐ Phase 1 870,000 870,000 ‐ ‐ ‐ 17 West Interceptor ‐ West Randall to Near PS 2 725,000 725,000 5,000 ‐ ‐ 18 Rimrock Interceptor Replacement/Relief 550,000 550,000 10,000 ‐ ‐ 19 NEI ‐ Rehab west of Airport (lining project) ‐ Phase 2 1,120,000 1,120,000 1,110,000 10,000 ‐ 20 Lower Badger Mill Creek Interceptor ‐ Phase 3 450,000 450,000 450,000 ‐ ‐ 21 Northend Interceptor ‐ Lining along Sherman Avenue 100,000 100,000 100,000 ‐ ‐ 22 NEI ‐ Truax Extension (lining project) ‐ Phase 1 1,400,000 1,400,000 ‐ 1,400,000 ‐ 23 NEI ‐ Waunakee Extension Relief 2,700,000 190,000 ‐ ‐ 190,000 24 Future Collection System Lining Projects 1,000,000 1,000,000 ‐ ‐ 1,000,000
PUMPING STATIONS & FORCE MAINS 63,873,000 48,649,000 7,000,000 3,030,000 4,455,000
25 P. S. No. 18 Construction 14,741,000 14,047,000 ‐ ‐ ‐ 26 P. S. No. 18 Force main Construction 11,426,000 10,887,000 ‐ ‐ ‐ 27 Pumping Stations 11 & 12 Rehabilitation 8,520,000 8,520,000 20,000 ‐ ‐ 28 Pumping Stations 6 & 8 Rehabilitation (retainers in 2014) 6,771,000 20,000 ‐ ‐ ‐ 29 Pumping Station 15 Rehabilitation 4,500,000 4,500,000 2,600,000 1,580,000 20,000 30 Pumping Station 17 Force Main Relief 3,050,000 3,050,000 2,830,000 10,000 ‐ 31 PS7 ‐ Improvements (following PS18 construction) 2,300,000 2,300,000 1,250,000 840,000 10,000 32 Telemetry System ‐ Third Upgrade 300,000 300,000 300,000 ‐ ‐ 33 Pumping Stations 13 & 14 Rehabilitation 8,870,000 4,750,000 ‐ 600,000 4,150,000 34 Pumping Stations 3, 4, & 9 Revisions 3,395,000 275,000 ‐ ‐ 275,000
CAPITAL BUDGET EXPENSES $ 1,620,000 $1,620,000 $274,000 $282,000 $290,000
Capital Budget Expenses 1,620,000 1,620,000 274,000 282,000 290,000
TOTALS BEFORE NUTRIENT REMOVAL PROJECTS $177,250,000 $107,740,000 $18,382,000 $9,554,000 $7,077,000
NUTRIENT REMOVAL PROJECTS
Advanced Phosphorous Removal Facilities ($100 million over 6 years) 100,000,000 500,000 ‐ 250,000 250,000 Advanced Nitrogen Removal Facilities (beyond 6 year planning period) 75,000,000 ‐ ‐ ‐ ‐
TOTALS INCLUDING NUTRIENT REMOVAL FACILITIES ALTERNATIVE $352,250,000 $108,240,000 $18,382,000 $9,804,000 $7,327,000
Adaptive Mgt. ($125K/year ‐ 3 yr. pilot study, $405K/year ‐ 2016+ for 20 yrs.) 8,500,000 1,590,000 405,000 405,000 405,000 Advanced Nitrogen Removal Facilities (beyond 6 year planning period) 75,000,000 ‐ ‐ ‐ ‐
TOTALS INCLUDING TRADING/ADAPTIVE MGMNT APPROACH $260,750,000 $109,330,000 $18,787,000 $9,959,000 $7,482,000
2013‐2018 TABLE 8
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Capital Projects Budget Expenses Planning ensures long‐term quality service for the District’s customers. Capital budget expenses typically
include planning and studies assessed against the capital fund that are not easily capitalized to a specific asset.
The 2012 budget included $60,000 related to ongoing planning efforts in the collection system and treatment
plant. The District used some of these funds to obtain additional services from the Capital Area Regional
Planning Commission related to collection system projections and preliminary infiltration and inflow study.
For the 2013 budget, $250,000 in funds have been included to follow‐up on the District’s Master Plan, to begin
implementing the Collection System Facilities Plan recommendations, and to complete the District’s Plant
Asset Management Plan. Additionally, the District will be placing a greater emphasis on asset management
and will begin development of a more formal approach to asset management. The Asset Management
Program will include a new Asset Manager, who will be responsible for program development and
implementation.
Subsequent funds have been shown in years 2014 through 2018 reflecting an ongoing approach to funding the
Asset Management Program and capital budget efforts similar to those funded in the past.
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Capital Projects Cash Flow Summary
EXPENDITURES 2013 2014 2015 2016 2017 2018
Nine Springs Wastewater Treatment Projects $12,749,000 $12,700,000 $2,474,000 $9,423,000 $4,832,000 $1,142,000
Conveyance System Projects
Interceptors & Force Mains
8,282,000
935,000
1,925,000
1,685,000
1,410,000
1,190,000
Pumping Stations
8,988,000
20,436,000
4,740,000
7,000,000
3,030,000
4,455,000
Capital Budget Expenses
250,000
258,000
266,000
274,000
282,000
290,000
TOTAL EXPENDITURES $30,269,000 $34,329,000 $9,405,000 $18,382,000 $9,554,000 $7,077,000
REVENUES 2013 2014 2015 2016 2017 2018
Clean Water Fund Loan Revenues $29,974,000 $33,186,000 $6,345,000 $17,005,000 $8,780,000 $4,785,000
Connection Charges Collected
600,000
750,000
900,000
1,050,000
1,200,000
1,400,000
Interest
80,000
130,000
160,000
170,000
180,000
170,000
TOTAL REVENUES $30,654,000 $34,066,000 $7,405,000 $18,225,000 $10,160,000 $6,355,000
CONSTRUCTION ACCOUNT CASH FLOW 2013 2014 2015 2016 2017 2018
BEGINNING OF YEAR FUND BALANCE $6,239,000 $6,624,000 $6,361,000 $4,361,000 $4,204,000 $4,810,000
Plus Revenues
30,654,000
34,066,000
7,405,000
18,225,000
10,160,000
6,355,000
Less Expenditures
30,269,000
33,329,000
9,405,000
18,382,000
9,554,000
7,077,000
END OF YEAR FUND BALANCE $6,624,000 $6,361,000 $4,361,000 $4,204,000 $4,810,000 $4,088,000
Capital Projects Cash Flow Summary
Table 9 provides a summary of the District’s capital projects cash flow for the period 2013 to 2018. The table
includes anticipated revenues and expenditures for this six‐year period. Expenditures for the period will total
$109 million with revenues anticipated at $107 million and an ending balance of $4.1 million. Specifics related
to expenditures were previously discussed while further discussion related to revenues follows. The summary
anticipates spending based upon the base scenario only. Future budgets will anticipate cash flow differences
as necessary.
The District’s capital projects account includes revenues from three sources: loan revenues, interceptor and
treatment plant connection charges, and interest received on account balances. The projection anticipates
revenues from each of these sources during the six‐year period; $100 million from loan proceeds, $5.9 million
from collection of connection charges, and $890,000 from interest.
2013‐2018 TABLE 9
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Wisconsin Clean Water Fund Loan Program
We anticipate continued use of the Wisconsin Clean Water Fund Loan program to fund larger projects and to
ensure adequate capital reserves to address any unforeseen capital costs. As of August 26, 2012, the District
has borrowed $136 million from this program for the following projects:
Modifications to Pumping Station No. 7 ($1.9 million)
Eighth Addition to Nine Springs ($19.9 million)
Replacement of Pumping Station No. 5 ($1.2 million)
Verona Force Main and Pumping Station ($2.7 million)
Ninth Addition to Nine Springs ($14.9 million)
Badger Mill Creek Effluent Return Project ($4.7 million)
Pumping Station No. 2 Force Main Replacement ($3.8 million)
Rehabilitation of Pumping Stations 1, 2, & 10 ($8.0 million)
Tenth Addition to Nine Springs ($35.4 million)
Effluent Equalization/Aeration Tanks 1‐6 Rehab ($1.7 million)
WI Ext. Replacement/PS 13 & PS 14 Firm Capacity Improvements ($2.6 million)
Rehabilitation of PS 6 & PS 8/NEI – Truax Extension Liner ($8.4 million)
NEI – PS 10 to Lien Road and FEI – Cottage Grove Extension Liner ($8.9 million)
Eleventh Addition ($19.6 million as of 8/26/2012 ‐ $50.4M anticipated)
Operations Bldg. HVAC Rehab ($2.5M as of 8/26/2012 ‐ $3.3M anticipated)
The District also anticipates funding the following future projects with Clean Water Fund Loans:
Nine Springs Process Control System Upgrade ($5.0 million in 2013‐2014)
Pumping Station 18 and Force Main ($26.2 million in 2013‐2015)
NEI ‐ FEI to SEI Junction ($8.1 million in 2013)
Maintenance Facilities Expansion ($7.4 million in 2014)
Rehabilitation of PS 11 and PS 12 ($8.5 million in 2014‐2015)
Plant Asset Management Program 2014‐2016 Projects ($6.8M in 2015‐2016)
PS 17 Force Main Relief ($3.0 million in 2016)
Pumping Station 7 Improvements ($2.3 million in 2016‐2017)
Rehabilitation of PS 15 ($4.5 million 2016‐2017)
Influent Storage and East Primary Line Replacement ($9.5 million 2016‐2017)
NEI ‐ Truax Lining Project Phase 1 ($1.4 million in 2017)
Rehabilitation of PS 13 & PS 14 ($8.8 million in 2018‐2019)
If facilities are required for phosphorous and/or nitrogen removal in lieu of trading or adaptive management
approaches, the District will have additional borrowing related to construction of these facilities. We
anticipate that this additional borrowing would most likely be from the Clean Water Fund Loan program.
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Section 4: 2013 Debt Service
Dawn at the Nine Springs Wastewater Treatment Plant
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2013 Debt Service Budget Summary
Overview The Debt Service Budget supports the District’s Capital Budget and Capital Improvement Plan. The Operating
budget collects service charge revenues to meet our debt service obligations. The District deposits in a
designated debt service fund by October 1 of each year sufficient funds to pay principal and interest for the
following year. Doing so allows the District to abate levying a property tax to meet our debt service
obligations. As part of a rate smoothing strategy the District may deposit in a particular year more or less
revenue in the Debt Service Fund than is needed to fund the following year’s debt service.
Table 10 provides a summary of the 2011 through 2013 Debt Service budget details. The District pays
principal payments on its Clean Water Fund loans on May 1 of each year and interest payments each
November 1 and May 1.
2013 Debt Service Budget EXPENDITURES
EXPENSE CATEGORY 2011 Actual
2012Thru June
Estimated 2012 Total
2012 Budget
Proposed 2013 Budget
Percent Change
First Half Interest $939,555 $880,813 $880,813 $906,624 $1,322,000 45.82%
Principal 6,239,310 6,321,212 6,321,212 6,419,915 5,126,000 ‐20.15%
Second Half Interest 848,540 0 980,000 1,048,461 1,462,000 39.44%
TOTAL EXPENDITURES $8,027,405 $7,202,025 $8,182,025 $8,375,000 $7,910,000 ‐5.55%
REVENUES
REVENUE CATEGORY 2011 Actual
2012Thru June
Estimated2012 Total
2012 Budget
Proposed 2013 Budget
Percent Change
Transfer from Operating Fund $8,017,600 $5,093,111 $8,980,000 $8,980,000 $9,878,000 10.00%
Interest 75,424 63,037 100,000 70,000 70,000 0.00%
TOTAL REVENUES $8,093,024 $5,156,148 $9,080,000 $9,050,000 $9,948,000 9.92%
OPERATING FUND BALANCE
DEBT SERVICE FUND BALANCE 2011 Actual
2012Thru June
Estimated 2012 Total
2012 Budget
Proposed 2013 Budget
Percent Change
Beginning Balance $12,856,641 $12,922,260 $12,922,260 $12,941,835 $13,820,235 6.79%
Ending Balance $12,922,260 $10,876,383 $13,820,235 $13,616,835 $15,858,235 16.46%
2013 Debt Service Fund Balance The Debt Service Fund ending balance is projected to increase by 16.5 percent to $15.9 million in 2013. The
increase is required to pay principal and interest payments on existing and anticipated Clean Water Fund
loans.
TABLE 10
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Six‐Year Debt Service Summary
2013 2014 2015 2016 2017 2018
DEBT SERVICE PAYMENTS $7,910,000 $9,110,000 $13,808,000 $13,055,000 $13,984,000 $14,562,000
DEBT SERVICE COLLECTED IN RATES 2013 2014 2015 2016 2017 2018
Debt Service Requirements
9,295,000
13,8081,000
13,055,000
13,984,000
14,562,000
14,905,000
Operating Fund Additional Transfers to (from) Debt Service Fund
583,000
(2,942,000)
(1,103,000)
(837,000)
(100,000)
309,000
DEBT SERVICE RESERVES INCLUDED IN SERVICE CHARGE RATES $9,878,000 $10,866,000 $11,952,000 $13,147,000 $14,462,000 $15,214,000
2013 2014 2015 2016 2017 2018 PRINCIPLE AMOUNT OF OUTSTANDING DEBT AT FIRST OF THE YEAR
$95,994,000 $120,842,000 $148,430,000 $145,187,000 $153,277,000 $156,946,000
Six‐Year Debt & Debt Service In Table 11, the bottom line shows the effect that future Clean Water Fund loans will have on the District’s
principle amount of outstanding debt as of the first of each year 2013 through 2018. Thus on January 1, 2013,
anticipated District debt will roughly be $95 million increasing through subsequent years and reaching almost
$157 million by January 1, 2018.
The Wisconsin Statutes sets the District’s legal debt limit at 5 percent of the equalized property valuation of
the District. For 2011 the equalized property valuation was $35.27 billion. Therefore, the District’s legal debt
limit as of January 1, 2012 was $1.76 billion. At the end of 2011, the District’s debt of $62.0 million was at 3.8
percent of this limit. If the debt limit does not increase, the District’s debt in 2018 would be no more than 9%
of this limit.
Although, the District’s debt has increased during 2012 and the equalized property valuation has not yet been
updated for 2012, it is clear from the 2011 numbers that the District’s debt, though increasing, will not exceed
its legal limit over the time period shown in Table 11. However, other factors such as the affordability index
and other local and regional factors can and will be considered when assuming more debt.
Table 11 also shows the resulting levels of debt service that will be collected and paid from service charge
revenues during the period of 2013 to 2018.
Debt Stabilization In 2004, the District transferred $1,515,000 from the Operating Fund to the Debt Service Fund above the
amount necessary to satisfy the 2004 debt service requirements. Those extra funds have been used,
beginning in 2005, to limit the annual increase in the future debt service expenses raised through service
2013‐2018 TABLE 11
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charges. In 2005 and 2006, these funds were used to limit the increase to 2.0%. Due to projected increases in
the cost of future collection system and treatment plant projects, beginning in 2007 the annual increase was
raised to 3.4%. For the 2010 and 2011 budgets, due to further projected increases in the cost of future
collection system and treatment plant projects, including the Eleventh Addition, we projected annual
increases of at least 4.8% in debt service expenses over an extended period would be necessary to fund the
District’s ongoing capital improvements.
For 2012, a significant increase in debt service required the annual amount collected for debt service (the
transfer rate) to increase to 12% and it appeared that level of increases would be required through the year
2016. Since the Eleventh Addition project will cost about $10 million dollars less than anticipated in the 2012
budget, the required increases in amounts collected for debt service have been decreased to 10% and that
level of increase will be required through 2017.
After 2017, the transfer rate increases taper back to 3% after being near 5% for 2018 and 2019. However, this
does not take into account increases that may be required for advanced phosphorous or nitrogen removal
facilities, or any additional costs for trading or adaptive management approaches. Most, but not all, of the
increase over the 2012 amount is associated with the anticipated debt service that will be required for the
Eleventh Addition and for Pumping Station 18 and related projects. Should these costs change significantly,
next year’s projections will be modified accordingly.
We are uncertain of the actual Eleventh Addition cash flows or the actual costs for Pumping Station 18 and
related projects, the Process Control System Upgrades, and other major anticipated projects. The actual cash
flows and costs for these projects will have significant impacts on the projected debt service; however,
keeping ahead of the District’s growing debt service needs will prevent later more significant rate increases.
Thus, we believe and recommend that increasing the transfer growth rate to 10% is appropriate and
necessary.
Charts/Scenarios The attached charts are intended to help provide a better picture of the District’s future debt service needs.
The charts all show the annual amounts collected through service charges and used to fund capital projects or
pay debt service since 1997. Each chart also shows the amount of funds required to be deposited in a debt
service fund each year to satisfy the bond ordinances and the projected annual amounts to be collected
through service charges over the next twenty years.
Assumptions Although the capital projects summary does not show expenditures and revenues beyond six‐years, the
projection includes known projects through 2022 and in some cases beyond. In addition, beginning in 2023,
expenditures are included for the projects that begin in 2022 or earlier but run past the end of the projection,
as well as assumed costs for undefined collection system projects. The assumed costs for the undefined
future projects start at $11 million and escalate by 3% each year. These represent longer‐range projects that
will result from the District’s future Collection System Facilities Plan and Plant Asset Management Plan
39 | P a g e
updates and the ongoing interceptor and Plant inspection and maintenance programs. Identification and
prioritization of these projects will be addressed in future budgets as specific projects are defined.
The costs for Plant additions associated with new phosphorous limits and potential nitrogen limits are, at this
time, not entirely definite. The scenario assumes the new limits for phosphorous would require the addition
of chemical polishing and effluent filtration processes with associated capital costs estimated to be $100
million (future costs in 2016‐2022). Likewise, new tanks and processes associated with advanced nitrogen
treatment are assumed to be $75 million (future costs 2020‐2026), and adaptive management approaches are
assumed to cost $405,000 per year starting in 2016 with pilot study costs of $125,000 from 2013 to 2015.
Actual costs could be more or less than these assumptions and those differences will affect each scenario
accordingly.
Note that the comparison between adaptive management and phosphorous removal facilities is somewhat
inaccurate since adaptive management would likely be a program cost that appears in the District’s operating
budget versus a facilities cost included in the District’s capital budget. However, the method we have used
provides the simplest means to compare the two alternatives and to show the large magnitude of cost
differences between the two alternatives.
Chart 1 shows debt service for anticipated projects assuming no additional projects or debt for nutrient
removal. As discussed previously, transfer rate increases of 10% from 2013 to 2017 would be required to fund
debt service associated with the Eleventh Addition and other near‐tem projects. In 2018 and 2019, the
transfer rate tapers back to 5% and will be 3% or lower thereafter.
Chart 2 shows the effect of the debt for a $100 million Plant expansion related to advanced phosphorous
treatment. Construction of such a facility is anticipated in 2020 and 2021. The chart also shows the impact of
a $75 million Plant expansion related to advanced nitrogen treatment. For purposes of this scenario,
construction of such a facility is anticipated in 2024 and 2025.
Chart 3 still includes the impact of a 75 million Plant expansion related to advanced nitrogen treatment;
however, in lieu of a Plant expansion for advanced phosphorous treatment, the projection shows $125,000
per year for pilot study costs from 2013 to 2015 and $405,000 per year starting in 2016 to address adaptive
management needs. Note that the $125,000 or $405,000 per year would most likely be an additional
operating expense and not a debt service expense. However, these expenses are shown on the chart as a
simple means to compare the alternatives.
It is difficult to estimate service charge rates directly since there are so many variables that affect them. The
discussion herein is provided for comparative purposes only and may not reflect actual rate increases,
especially for different communities served by the District. Debt service increases in the 10% range may mean
increases for a typical District household in the neighborhood of $7 to $8 more each year. This would add to
any increase or decrease resulting from changes in general operating expenses. Thus, at the end of a five‐year
period, a typical household could be paying roughly $35 to $40 more per year for the additional debt service.
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Under the Plant expansion scenario, i.e., construction of advanced phosphorous treatment facilities and
advanced nitrogen facilities, a typical resident in 2026 might pay $20 per month in debt service versus the $7
per month they now pay in 2012. Under the phosphorous trading/adaptive management approach, a resident
in 2026 might pay $15 per month to cover debt service compared with roughly $7 that they now pay in 2012.
In addition, they may pay an additional $0.20 to $0.40 per month for the District’s adaptive management
costs.
The intent of the tables and charts is to provide long‐term projections of what might happen. Note that the
charts go beyond the planning horizon of ten years. A word of caution; the projections are based upon
assumptions that are subject to change. Items in the near‐term are less likely to change or change as much as
those longer‐term. Even though the upward debt service trend lessens somewhat beyond ten years,
regulations, renewal, initiatives, system growth, and other circumstances are likely to occur and may require
additional construction not anticipated in the model. Most likely, those unforeseen changes will require the
District to incur additional debt.
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Chart 1
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Chart 2
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Chart 3
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Section 5: Appendices
Wild flora photographed at the Nine Springs Wastewater Treatment Plant
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Appendix A: Project Summaries
Below are listed project summaries included in the Six‐Year Capital Projects Summary table. Titles for new
projects are blue & underlined
Nine Springs Wastewater Treatment Plant Projects
1. Eleventh Addition to Nine Springs Wastewater Treatment Plant: The Eleventh Addition project’s multi‐
faceted improvements to the Plant will:
A. Increase the Plant’s solids handling capacity to the year 2030.
B. Improve biosolids handling with higher temperature digestion processes providing the District with
Class A biosolid products and a diversified biosolids end‐use program.
C. Harvest struvite from the District’s biosolids processing stream, thereby decreasing the amount of
phosphorous in its biosolids end‐products while improving Plant operations and allowing sale of the
struvite back to the system vendor.
D. Mitigate plant operational problems associated with grease and foaming.
Design of the Eleventh Addition facilities, related to recommendations contained in the Solids Handling
Facilities Plan, began in late 2009 and continued into the fall of 2011. Design phase costs totaled about
$3.4 million. The project bid in the fall of 2011 and resulted in a near $40 million dollar construction
contract, awarded to C.D. Smith. The budget projection anticipates $50 million for the entire project
including planning, design, and construction. Construction began in late 2011 with project completion
anticipated in mid to late 2014. Major work includes construction of two acid digesters, two anaerobic
digesters and related control building, a waste activated sludge thickening facility, a struvite harvesting
facility, and other plant improvements. This project is financed through a Clean Water Fund Loan.
11th Addition construction photos
46 | P a g e
2. Maintenance Facilities Analysis/Expansion: New maintenance facilities would provide District staff with
the necessary tools and equipment to address space needs well into the future. In August 2012, the
District hired a consultant to conduct a space needs analysis for its existing maintenance facilities and
operations space in order to help determine the best long‐term facilities solution for its maintenance and
operation needs. $64,000 of spending is anticipated for the remainder of 2012 with $797,000 included in
2013 to finish the needs study and anticipating related design phase costs. The budget projection
anticipates a $7.4 million total assuming future facilities construction in 2014; however, this amount has
been included for projection purposes only. A project estimate will be made during completion of the
needs study and the estimate will be updated throughout the design and construction phases. The
projection anticipates that the District will finance the project with a Clean Water Fund Loan.
3. Process Control System Upgrade: The process control system upgrade will improve reliability and
efficiency, and address existing control system obsolescence. The District installed its existing process
control system in 1996 as part of the Ninth Addition to the Plant. Although fully functional, parts of the
system are now obsolete and in need of computer and software upgrades and controller replacements.
Facility planning took place during 2010 and 2011 with design beginning in late 2011. Planning phase costs
totaled roughly $400,000. The design phase will complete this year with total design phase costs of about
$570,000. The design phase will result in several implementation phase projects including replacement of
the operations reporting system, purchase of a new development system, and construction to replace the
process control system hardware and software. The projection includes total project costs of $5.0 million
financed through use of a Clean Water Fund Loan.
4. Engine Stacks and Oxidation Catalysts: Pending air permit
requirements require the District to install taller exhaust stacks on
the District’s three gas engines. In addition, oxidation catalysts may
also be required on all three engines. This $300,000 budget item (2013)
anticipates these modifications to all three engines.
5. Operations Building HVAC System Rehab: A refurbished heating, ventilating, and air conditioning system
will improve the overall environment and impression of the Operations Building. Design for the
Operations Building HVAC Rehabilitation project was not anticipated in the 2010 budget. However, the
District had previously hired Affiliated Engineers to conduct a thorough review of the existing controls and
mechanical systems. Their report concluded that significant deficiencies existed with the existing controls
and mechanical systems requiring replacement and/or refurbishment. To meet a fall 2011 construction
start, the District began the design phase in October 2010. The design phase was completed in late spring
of 2011 with total design phase costs of $230,000. Construction began in July 2011 and includes
replacement or modification of HVAC controls, chillers, ductwork, and air handling units. Anticipated
completion is fall 2012 with the final project cost at roughly $3.3 million, funded with a Clean Water Fund
Loan.
Engine generator stacks
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6. Plant Asset Management Plan 2014‐2016 Projects: Following the recommendations within the Plant
Asset Management Plan will improve existing processes by replacing aging or underperforming
equipment. Several future plant projects are included in the projection as outcomes of the District’s Plant
Asset Management planning efforts:
A. Beginning in 2013, the O&M Department will investigate possible options to replace some of the
screenings and grit handling equipment in the Headworks Facility. Design would follow in 2014 with
construction in 2015. Total project cost is anticipated at $1.2 million.
B. Replacing mixers and related electrical equipment at the Metrogro Storage Tanks is included in 2014 at
a rough cost of $366,000.
C. In 2015 to 2016, a contingency of $5.1 million is included for potentially constructing a Grease
Receiving Facility, for refurbishing or replacing several Plant substations, for replacing control systems
for the east blowers and engine generators, and for several other Plant improvements.
The total cost of these projects is estimated at $6.8 million, which we anticipate financing with a Clean
Water Fund Loan.
7. Influent Storage and East Primary Line Replacement: Constructing an influent storage system will
improve Plant operation by dampening the effects of high flow events. This project, estimated at $9.5
million, consists of two separate projects. The first project constructs influent storage and the related
piping systems intended to mitigate peak flows to the Plant. With the construction of Pumping Station 18,
the conveyance system has the potential of overwhelming the Plant’s hydraulic capacity. An influent
storage system would dampen influent peaks. Total project cost for the influent storage system is
estimated at $9 million. The second project includes replacement of the East Primary Influent Line. This
line directs Plant influent to east side Primary Tanks 9 thru 16. The project cost is estimated at $500,000.
Design is planned for 2015 with construction slotted for 2016 and 2017. Use of the Clean Water Fund
Loan program is anticipated.
8. Plant Asset Management Projects 2018‐2019: Following the recommendations within the Plant Asset
Management Plan will improve existing processes by replacing aging or underperforming equipment.
Several future plant projects are included in the projection as outcomes of the District’s Plant Asset
Management planning efforts:
A. The electrical switchgear in the East Blower Building is well over 50 years old and in need of
refurbishment or replacement.
B. The ultraviolet disinfection system, installed during the Ninth Addition in the mid‐1990s, needs
refurbishment or replacement.
C. Instrumentation and control panels will be replaced along with a number of controllers in the aeration
areas. The instrumentation and control panels were installed during the Plant’s Seventh Addition in
the mid‐1980s.
Design would begin in 2018 with construction following in 2019. The cost for these projects is estimated at
$8.6 million with funding anticipated through use of the Clean Water Fund Loan program.
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9. Annual Clarifier Coating: Recoating clarifiers increases their life and value insuring that they can serve the
District’s operation well into the future. The 2012 budget included funds to sandblast and recoat the
metal components on two final clarifiers. This process of coating two clarifiers per year will continue
through 2018 and is anticipated in the projection. For 2013, we have included $160,000, escalating that
amount for subsequent years.
10. Annual Pavement Improvements: Replacing the District’s
damaged roadways provides unimpaired access for District and
customer vehicles. The 2012 budget included $132,000 in
funds to replace damaged roadways within the Plant. For 2013,
a smaller section of pavement will be replaced; funds of
$25,000 have been included. For subsequent years, the
projection shows $140,000 starting in 2014 and escalating 3%
annually for years following.
Conveyance System Projects Interceptors 11. Northeast Interceptor ‐ Southeast Interceptor to Far East Interceptor:
A relief sewer for this portion of the Northeast Interceptor provides
additional capacity for the District’s east side well into the future. The
Northeast Interceptor from its junction with the Far East Interceptor to
its junction with the Southeast Interceptor consists of approximately
5,600 feet of 48‐inch concrete sewer that is in need of capacity relief.
Design of the project began in May 2011 in close coordination with the
Pumping Station 18 and Pumping Station 18 Force Main projects. The
design has almost been completed and the project will be bid later this
fall with project construction anticipated for 2013. Total project cost is
estimated at $8.1 million. Although design occurred in conjunction with
Pumping Station 18 design, design costs for the interceptor have been
estimated at $383,000. The District will finance this project with a Clean
Water Fund Loan.
12. Nine Springs Valley Interceptor – Morse Pond Extension: A new interceptor to the Morse Pond area will
provide sewer service to new locations within the region. This project extends a new leg of the District’s
Nine Spring Valley Interceptor to the Morse Pond area along County Highway M north of Verona. 3,800
feet of new interceptor will serve growth in the Cities of Verona and Madison. Design will begin in 2013
and continue into 2014 with construction planned for 2015. The 2013 budget includes $20,000 for
planning and early design with another $20,000 included in the 2014 budget to complete design. Staff
estimates total project cost at $753,000.
Annual pavement project
Installation of an interceptor
49 | P a g e
13. West Interceptor Rehab at Old University Avenue: Lining this portion of the West Interceptor preserved a
valuable portion of the District’s conveyance system and brought it back up to District standards. The
project, completed in conjunction with City of Madison street reconstruction, lined the West Interceptor
along a section of Old University Avenue. Total project costs of $361,000 were funded from Capital
Account Fund reserves. A retainer of $5,000 will be released to the contractor in 2013 barring any related
problems with the final work.
14. West Interceptor Extension/West Point Extension Lining Project: Lining this portion of the conveyance
system will bring it back up to District standards and insure long‐term quality service for the District
customers served. This portion of the District’s West Interceptor Extension and West Point Extension in
Middleton requires lining to preserve the integrity of the sewer. Anticipated project costs of $500,000 will
be funded from reserves to line these sections of sewer in 2013.
15. East Monona Interceptor at Fair Oaks Upstream of
Starkweather Creek: Lining the East Interceptor along
Fair Oaks Avenue preserved a valuable portion of the
District’s conveyance system. The District lined this 85‐
year old portion of the East Monona Interceptor,
consisting of 14‐inch and 15‐inch vitrified clay and cast
iron sewer, to improve the integrity of the sewer and to
bring it up to District standards. Total project costs of
$121,000 were funded from reserves. A $5,000 retainer
will be released to the contractor in 2013.
16. Northeast Interceptor (NEI) – Rehab West of Airport (lining project) – Phase 1: Lining of this portion of
the District’s Northeast Interceptor will bring it back up to District standards and insure long‐term quality
service for the customers served. As part of the District’s ongoing sewer maintenance program, the
District televises portions of its interceptor system on an annual basis. This portion of the Northeast
Interceptor, located west of the Dane County Airport, was found to be deficient and is in need of lining.
Lining will consist of three phases with Phase 1 occurring in 2014. Phase 1 includes the most deficient
areas. Staff anticipates funding Phase 1 costs of $870,000 from reserves.
17. West Interceptor – West Randall to Near PS2: Lining this portion of the District’s interceptor will help
prevent emergency repairs. The District’s sewer televising program identified this portion of the West
Interceptor along Regent Street to be deficient and in need of lining. The project consists of lining 3460
feet of 24‐inch sewer at an estimated cost of $725,000. District staff anticipates lining the sewer in 2013.
18. Rimrock Interceptor Replacement/Relief: Replacing the District’s Rimrock Interceptor will improve the
District’s conveyance system by decreasing inflow and infiltration. The District televised the Rimrock
Interceptor in 2009 finding a variety of deficiencies that included areas with root intrusion, sags, and
infiltration. This sewer section has also been under further evaluation for capacity relief. Present plans
include replacement of the existing sewer in 2015 at a total project cost of $550,000.
2012 sewer lining project
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19. Northeast Interceptor (NEI) – Rehab West of Airport (lining project) – Phase 2: Lining of this portion of
the District’s Northeast Interceptor will bring it back up to District standards and insure long‐term quality
service for the customers served. As part of the District’s ongoing sewer maintenance program, the
District televises portions of its interceptor system on an annual basis. This portion of the Northeast
Interceptor, located west of the Dane County Airport, was found to be deficient and is in need of lining.
Lining will consist of three phases with Phase 2 scheduled for 2016. Phase 2 includes areas that are less
deficient than Phase 1, but still in need of attention. Staff anticipates funding Phase 2 costs of $1.1 million
from reserves. Phase 3 consists of areas that will need attention at some time in the future but have less
urgency than Phases 1 and 2 locations. Phase 3 lining has not been scheduled at this time.
20. Lower Badger Mill Creek Phase 3: Completion of the Lower Badger Mill Creek Interceptor will provide
service for the entire Lower Badger Mill Creek drainage basin. This phase of the Lower Badger Mill Creek
Interceptor construction extends service 1,800 feet further to the north from the location where Phase 2
ended near Northern Lights Road in Verona. Total project cost, anticipated at $450,000, will be funded
from Capital Account Fund reserves.
21. Northend Interceptor – Lining along Sherman Avenue:
Lining this portion of the Northeast Interceptor will prevent
future replacement. This short section of interceptor along
Sherman Avenue is in need of lining. It consists of 1450 feet of
10‐inch to 12‐inch inch sewer. District staff anticipates lining
this sewer in 2016 at a total project cost of $100,000.
22. Northeast Interceptor – Truax Extension (lining project) – Phase 1: Lining the Northeast Interceptor from
Lien Road to the end of the Pumping Station 13 Force Main will preserve the sewer and prevent future
replacement. This roughly two‐mile portion of sewer, from the end of the Pumping Station 13 Force Main
to Lien Road, has been found to be deficient and in need of lining. This first phase, scheduled for 2017,
will cover approximately one‐third of the distance. Two subsequent phases will occur beyond the six‐year
planning window. District staff anticipates funding the Phase 1 costs of $1.4 million with a Clean Water
Fund Loan.
23. NEI – Waunakee Extension Relief: Providing relief to the Northeast Interceptor –Waunakee Extension will
insure long‐term quality service to the areas that it serves. The recent collection system facilities plan
reviewed capacity information that the Capital Area Regional Planning Commission (CARPC) prepared for
the District. The capacity information showed that portions of the Waunakee Extension will reach capacity
before 2020. Although this portion needs further study, preliminary indications confirm that the flow
rates are at or above CARPC’s projections. The budget projections include $190,000 in year 2018 to begin
design followed by subsequent construction in 2019. Staff anticipates that total project costs of $2.7
million will be funded with a Clean Water Fund Loan.
Large sewer lining project
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24. Future Collection System Lining Projects: Lining projects bring the District’s older sewers up to existing
standards preserving valuable assets and preventing future replacements. Beginning in 2018, $1,000,000
is included in the budget projection to anticipate annual lining projects. These are for needs identified
from the District’s sewer inspection and televising programs and will become more specific as projects are
identified and slotted in the District’s capital improvement plan. Note ‐ due to staff’s review of televised
sewers, this line item was increased from the 2012 budget amount of $500,000 per year. The results have
identified corrosion in many of the District’s concrete intercepting sewers.
Pumping Stations & Force Mains 25. Pumping Station 18: Pumping Station 18 and its force main will
increase the capacity and reliability of the District’s conveyance system.
Pumping Station 7 is expected to reach firm capacity prior to the year
2020. A new Pumping Station 18, located just off of East Broadway in
Monona, will provide capacity relief for Pumping Station 7 and provide
much needed redundancy for the east side of the District’s collection
system. Design of the project began in May 2011 with construction
scheduled to begin in spring 2013. The Pumping Station 18 Force Main
and Northeast Interceptor Relief (SEI Junction to FEI Junction) projects
will be coordinated with the construction of Pumping Station 18. The
budget projection includes an estimate for Pumping Station 18
construction phase costs of $14 million based upon the engineer’s pre‐
design estimate. The design costs for the three projects will be roughly
$1.6 million (roughly $700,000 for the pumping station). The District
will finance this project with a Clean Water Fund Loan.
26. Pumping Station 18 Force Main: The Pumping Station 18 Force Main will provide means to convey raw
wastewater from Pumping Station 18 to the Headworks Facility at the Nine Springs Wastewater Treatment
Plant. Approximately 650 feet of 42‐inch pipe was installed at the treatment plant during the Tenth
Addition construction in anticipation of this project. An additional 15,000 feet of 48‐inch force main will
be constructed as part of this project. Design began in May 2011 in conjunction with the design of
Pumping Station 18 and relief of the Northeast Interceptor between the Southeast Interceptor and the Far
East Interceptor. Based on the engineer’s pre‐design report estimate, the project will cost roughly $11.4
million. Design phase costs for this portion of the Pumping Station 18 related projects are estimated at
$539,000. The project will bid in late 2013 with construction anticipated in 2014. The District will finance
this project with a Clean Water Fund Loan.
27. Pumping Stations 11 and 12 Rehabilitation: Rehabilitating Pumping Stations 11 and 12 will bring old
facilities to like new condition. The District has identified many of its pumping facilities as needing
rehabilitation and improvements to bring them up to the proper standards. The District prioritized its
needs in its Collection System Facilities Plan (recently updated and approved). The Plan determined that
Pumping Stations 11 and 12 are both in need of rehabilitation and require a closer look at their long‐term
Architectural rendering of Pumping Station 18
52 | P a g e
capacity needs. The District constructed Pumping Station 11, located on Clayton Road to the southwest of
the Plant, in 1966 and Pumping Station 12, located on Fitchrona Road, in 1969. Preliminary costs for the
project are $8.5 million with design beginning in 2013 and construction occurring from 2014 through 2015.
The District anticipates financing this project with a Clean Water Fund Loan.
28. Pumping Stations 6 and 8 Rehabilitation: Rehabilitating Pumping
Stations 6 and 8 brought these two facilities up to present day
standards. The District constructed Pumping Station 6 between
1948 and 1950. It was part of the original East Interceptor project,
which also included Pumping Stations 1 and 7. Pumping Station 8
began operation in 1964. Major renovations to both pumping
stations were necessary to improve reliability and meet present
day standards. The project was bid in June of 2008 with
construction’s completion in mid 2011. Total project costs were
roughly $6.8 million. In 2014, the District will release two $10,000
maintenance retainers, one to the mechanical contractor and one
to electrical contractor, barring any problems with related project
work. The District financed this project with a Clean Water Fund
Loan.
29. Pumping Station 15 Rehabilitation: Upgrading pumping Station 15 will insure that reliable sewer service
continues. Pumping Station 15 is another pumping facility that the District has identified as needing
rehabilitation and improvements to bring it up to the proper standards. Pumping Stations 15, located on
Allen Boulevard on the west side of Lake Mendota, needs rehabilitation and a closer look at long‐term
capacity needs. The District started up Pumping Station 15 in 1975. Preliminary costs for the project are
$4.5 million with design beginning in 2015 and construction from 2016 through 2017. The District
anticipates financing this project with a Clean Water Fund Loan.
30. Pumping Station 17 Force Main Relief: Relief of the Pumping Station 17 Force Main will provide
additional capacity to serve Verona and the west side of Madison. With future completion of the Lower
Badger Mill Creek Interceptor, Pumping Station 17 and its force main will need capacity relief. This project
anticipates construction of the force main in conjunction with construction of the East Verona Interceptor
in 2016. Total project costs are projected at $3.1 million. Staff anticipates borrowing will be required to
construct this interceptor; however, it is not certain whether this project will be eligible for borrowing
from the Clean Water Fund Loan program. Further study will determine the best method to fund the
project.
31. Pumping Station 7 – Improvements: Improving Pumping Station 7 and constructing Pumping Station 18
will provide redundant and reliable service for the District’s east side well into the future. Pumping Station
18 construction will provide significant relief to Pumping Station 7 on the east side of the District’s
conveyance system. Although the District rehabilitated Pumping Station 7 in 1992, the station is critical to
the District’s operation and in need of condition‐based improvements. At this time, District staff has not
Pumping Station 6 rehabilitation
53 | P a g e
identified all of the specific needs; however, they include an upgrade of the control and electrical systems,
a review of the pumping system, and a revisit of screening needs. In addition, with Pumping Station 18
working in tandem with Pumping Station 7, the need for variable speed pumping operation at the Pumping
Station 7 site will be revisited. Staff plans to identify and address the specific needs in conjunction with
and following Pumping Station 18 construction. A rough estimate of $2.3 million has been included in the
projection with construction anticipated for 2016 and 2017. The District anticipates financing this project
with a Clean Water Fund Loan.
32. Telemetry System – Third Upgrade: Replacing the District’s radio telemetry
system will ensure the reliable flow of information from the District’s
conveyance system. The District’s radio‐based telemetry system monitors
the District’s seventeen pumping stations and most of the other pumping
stations that the District maintains for other entities. While planning for the
District’s process control system upgrade, staff determined that the
telemetry system, installed in 2000, still functions reasonably well and is still
maintainable. However, staff also determined that the system should be
replaced within five to ten years. The projection includes $300,000 in 2016
to replace the District’s portion of the telemetry system. The District
anticipates collecting additional funds from customers that utilize the
telemetry system to replace radios within their pumping/lift stations.
33. Pumping Stations 13 and 14 Rehabilitation: Upgrading District Pumping Stations 13 and 14 will improve
the north side of the District’s conveyance system and bring both pumping stations up to present day
standards. The District’s Pumping Station 13, located at Amelia Earhart Drive near Truax Field, and
Pumping Station 14, located near the corners of School and Wheeler Roads, have both been identified in
the District’s Collection System Facilities Plan as needing rehabilitation and improvements to bring them
up to the proper standards. The District constructed Pumping Station 13 in 1970 and Pumping Station 14
in 1971. Preliminary costs for the project include $8.9 million with design beginning in 2017 and
construction occurring from 2018 through 2019. The District anticipates financing this project with a Clean
Water Fund Loan.
34. Pumping Stations 3, 4 & 9 Rehabilitation: Modifying these three pumping stations will improve
conveyance system reliability and prevent backups. These three pumping stations represent three of the
District’s smaller pumping stations. The three were identified as lower priority in the Collection System
Facilities Plan’s analysis of pumping stations; however, all three are still in need of some level of
rehabilitation. The District originally constructed Pumping Station 3, located at the Nine Springs
Wastewater Treatment Plant, in 1959; Pumping Station 4, located on John Nolen Drive, in 1967; and
Pumping Station 9, located near Highway 51 in McFarland, in 1962. All three pumping stations have had
varying degrees of improvements since their original construction. Staff anticipates total project cost at
$3.4 million with design beginning in 2018 and construction occurring in 2019.
Rehabilitation of a Pumping Station
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Appendix B: Completed Projects Summary
Completed Projects and Project Phases The following Table 7 projects or project phases were completed in 2010 to 2012. Retainers were paid to
several contractors during 2011 and 2012, reflecting that the accepted work performed satisfactorily during
the retainage period following contract closeout. (Note – the list also includes cancelled and postponed
projects):
2010 Completions 1. Far East Interceptor: Portions of the FEI – Cottage Grove Extension were exhibiting significant corrosion
problems and the interceptor was in need of rehabilitation. The lining project began in 2009 and
completed in the spring of 2010. Expenditures were $28,000 in 2009 and $312,000 in 2010. A $5,000
retainer was released to the contractor in 2011. The District financed the project with a Clean Water
Fund Loan.
2. Badfish Creek Farm Bridges ‐ Replacement: When the District originally diverted effluent to Badfish
Creek, it entered into agreements with the local farmers to construct bridges allowing them access to
fields on the other side of the creek. The District constructed four such bridges with agreements to
maintain them in perpetuity. The bridges were inspected in 2009 and it was determined that the
bridges needed replacement. The District spent $622,000 in 2010 to replace the bridges. The District
anticipated additional costs might occur in 2011, but incurred none.
3. Northeast Interceptor – Pumping Station 10 to Lien Road: The intercepting sewers above
Pumping Station 10 needed capacity relief. This project included over 9,000 feet of replacement
sewer, for which District staff began planning and design in late 2007. Design continued into mid 2009
with construction beginning later that year. Expenditures were $64,000 for 2008, $2.8 million for
2009, and $5.7 million in 2010. Although all work was completed in 2010, the District withheld final
payment until 2011 following resolution of a legal issue with the contractor. Thus, the final payment
was assessed to the 2010 accounting year and an adjustment made to year 2011. A retainer of
$25,000 will be released to the contractor in 2012 barring any unforeseen problems with the project
work. The District financed this project with a Clean Water Fund Loan.
2011 Completions 4. Update Dane County Groundwater Model: The budget reflects a payment of $15,000 in year 2011 for
the District’s contribution to updating the Dane County Groundwater Model. This is the second of two
$15,000 payments, the first of which was made in 2010. The old groundwater model, constructed in
1994 as an aid to water resource planning, was created by the Wisconsin Geological and Natural
History Survey (UW Extension) and the USGS with funding from the local water utilities, DCRPC, Dane
County, UW‐Extension, USGS, DNR, and MMSD. Although a helpful tool, the old model no longer
55 | P a g e
accurately reflected the current state of understanding related to groundwater in Dane County and
required update to retain and improve upon its usefulness.
5. Eleventh Addition ‐ design phase completion: For a project summary, please see the Project
Summaries section.
6. Process Control System Upgrade – Facilities Plan: For a project summary, please see the Project
Summaries section.
7. Operations Building HVAC System Rehab ‐ design phase completion: For a project summary, please
see the Project Summaries section.
8. West Interceptor Upstream of Pumping Station 5: A portion of the West Interceptor above Pumping
Station 5 was lined starting in early 2011. Project lining took place over the winter when the
interceptor, which is located next to Lake Mendota, was more accessible. $12,000 was spent on design
work in 2010 and interceptor‐lining costs were $187,000 in 2011. The District released a retainer of
$5,000 to the contractor in 2012.
9. Pumping Stations 6 and 8 Rehabilitation: For a project summary, please see the Project Summaries
section.
10. Collection System Facilities Plan Update: In 2011, District engineering staff finished updating the
Collection System Facilities Plan. Although described as an update to the original planning effort
completed in 2002, the update required significant time and effort by District staff to complete. As a
part of the project, the District hired the Capital Area Regional Planning Commission (CARPC) to
complete a study of anticipated future flows; this study, conducted in 2007 to 2009, was similar to that
used to complete the 2002 plan. District staff used CARPC’s information, the District’s dynamic
modeling software, and other pertinent collection system data to finish the plan update.
2011 Cancellations/Postponements
11. Lower Badger Mill Creek Interceptor – Phase 3: Funds were included in the 2011 budget to begin
design of Phase 3 of the Lower Badger Mill Creek Interceptor. The construction of this phase, from
Northern Lights Road in Verona to Highway PD, would have been in conjunction with construction of
Tickers Road to the north of Verona. Since this road construction is no longer anticipated, the District
postponed further construction on the Lower Badger Mill Creek Interceptor. Note that construction of
a shorter section of this interceptor is anticipated as Phase 3 in the current projection for 2016. Please
see the Project Summaries for further details.
12. Cross Town Force Main ‐ Contingency for High Speed Rail Project: A contingency of
$500,000 had been included in the 2011 budget for work associated with the High Speed Rail Project.
The District’s Cross Town Force Main is located under Monona Terrace and staff included these funds
to address relocation of the force main should it be necessary. Since the High Speed Rail Project has
been cancelled, these funds were not spent.
56 | P a g e
2012 Completions
13. West Interceptor Replacement at Old University Avenue: For a project summary, please see the
Project Summaries section.
14. East Monona Interceptor at Fair Oaks upstream of Starkweather Creek: For a project summary,
please see the Project Summaries section.
15. Nutrient Removal Cost Study: Costs for a Nutrient Removal Cost Study were not anticipated in the
2011 budget; however, staff felt it necessary to move forward with the study to help determine costs
and implications related to phosphorous regulations and potential nitrogen rules. The study was
completed in early 2012 at a cost of $90,000.
16. Operations Building HVAC System Rehab: For a project summary, please see the Project Summaries
section.
17. Process Control System Upgrade – design phase completion: For a project summary, please see the
Project Summaries section.
18. Northeast Interceptor ‐ Southeast Interceptor to Far East Interceptor – design phase completion:
For a project summary, please see the Project Summaries section.
19. Pumping Station 18 – design phase completion: For a project summary, please see the Project
Summaries section.
20. Pumping Station 18 Force Main – design phase completion: For a project summary, please see the
Project Summaries section.
2012 Postponements
21. Nine Springs Valley Interceptor – Morse Pond Extension: During the 2012 budget process,
construction of this interceptor was anticipated for 2014 in conjunction with area road construction.
Recent changes in the road construction schedule have moved the date of construction back to
2015. For further details on this project, please see the Project Summaries section.
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Appendix C: Budget Summaries
BUDGET SUMMARIES
2013 OPERATING BUDGET SUMMARY
EXPENDITURES
Proposed
2012 Estimated 2012 2013 Percent
Expenditure Category Thru June 2012 Total Budget Budget ChangeAdministration, Engineering and Commission $1,330,433 $2,630,477 $2,831,554 $3,036,974 7.25%
User Charge and Pretreatment Programs 178,515 347,437 379,043 403,403 6.43%
Wastewater Collection 794,489 2,014,704 2,193,761 2,197,578 0.17%
Wastewater Treatment 3,877,791 8,158,332 8,558,216 9,113,298 6.49%
Effluent Diversion 50,263 96,176 109,484 90,790 ‐17.07%
Metrogro Biosolids Reuse Program 526,855 1,473,457 1,534,410 1,543,218 0.57%
Capital Outlay 49,209 280,794 409,371 654,315 59.83%
Servicing Pumping Stations Owned by Others 127,204 305,000 325,095 306,000 ‐5.87%
Transfer to Debt Service Fund 5,093,111 8,980,000 8,980,000 9,878,000 10.00%
TOTAL EXPENDITURES $12,027,870 $24,286,377 $25,320,934 $27,223,576 7.51%
REVENUES
Proposed
2012 Estimated 2012 2013 Percent
Revenue Category Thru June 2012 Total Budget Budget ChangeSewer Service Charges $11,940,051 $ 23,590,000 $24,474,789 $26,026,226 6.34%
Servicing Pumping Stations 127,573 305,000 325,095 306,000 ‐5.87%
Rent 34,958 65,850 66,050 67,000 1.44%
Interest 3,583 7,000 6,000 8,000 33.33%
Annexation and Plan Review Fees 38,250 57,750 34,000 54,000 58.82%
Miscellaneous Income 24,648 38,000 27,000 36,000 33.33%
Septage Disposal Income 171,608 340,000 370,000 340,000 ‐8.11%
Pretreatment Monitoring ‐ 18,000 18,000 18,000 0.00%
Struvite Fertilizer Sales ‐ ‐ ‐ 230,000 NMF
Cash Reserves ‐ ‐ ‐ 138,350 NMF
TOTAL REVENUES $12,340,671 $24,421,600 $25,320,934 $27,223,576 7.51%
OPERATING RESERVE BALANCE
Proposed
2012 Estimated 2012 2013 Percent
Operating Reserves Thru June 2012 Total Budget Budget ChangeBeginning Balance $11,086,534 $11,086,534 $11,315,188 $11,221,757 ‐0.83%
Ending Balance $11,399,335 $11,221,757 $11,315,188 $11,083,407 ‐2.05%
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CAPITAL PROJECTS BUDGET SUMMARY
Actual 2012 2012 2012 2013
Expenses Estimated Budgeted Budgeted Percent
Project Thru June Year‐End Amount Amount Change
Master Plan, Collection Syst. Facil. Plan, and Plant Asset Mgt. Plan $4,000 $50,000 $60,000 $250,000 316.67%
Nutrient Removal Cost Study 9,000 9,000 ‐ ‐ NMF
Eleventh Addition (formerly Solids Handling Improvements) 7,157,000 32,690,000 37,800,000 8,680,000 ‐77.04%
Process Control System Upgrade 284,000 1,060,000 650,000 2,767,000 325.69%
Operations Building HVAC System Rehab 1,583,000 2,170,000 1,490,000 20,000 ‐98.66%
Maintenance Facilities Analysis/Expansion 6,000 64,000 120,000 797,000 564.17%
Annual Clarifier Coating 8,000 136,000 140,000 160,000 14.29%
Annual Pavement Improvements 6,000 110,000 132,000 25,000 ‐81.06%
Engine Stacks & Oxidation Catalysts (for Air Permit) ‐ 10,000 ‐ 300,000 NMF
West Interceptor upstream of PS5 (WI MH05‐011 to MH05‐021 Liner) 5,000 5,000 5,000 ‐ ‐100.00%
West Interceptor Rehab at Old University Avenue 4,000 4,000 30,000 5,000 ‐83.33%
West Interceptor Extension & West Point Ext. Lining Project ‐ ‐ ‐ 500,000 NMF
East Monona Interceptor at Fair Oaks u/s of Starkweather Creek 108,000 108,000 8,000 5,000 ‐37.50%
Nine Springs Valley Interceptor ‐ Morse Pond Extension ‐ 3,000 60,000 20,000 ‐66.67%
NEI ‐ PS 10 to Lien Road ‐ 25,000 25,000 ‐ ‐100.00%
NEI ‐ Far East Int. to Southeast Int. Junction ‐ ‐ ‐ 7,752,000 NMF
Pumping Stations 11 & 12 Rehabilitation ‐ ‐ ‐ 500,000 NMF
P.S. No. 18 Construction 444,000 1,164,000 1,200,000 8,373,000 597.75%
P.S. No. 18 Force Main Construction ‐ ‐ ‐ 115,000 NMF
TOTAL EXPENDITURES $9,618,000 $37,608,000 $41,720,000 $30,269,000 ‐27.45%
Actual 2012 2012 2012 2013
Revenues Estimated Budgeted Budgeted Percent
Revenue Source Thru June Year‐End Amount Amount Change
CWF Loan ‐ Operations Building HVAC Rehab 2,612,000 3,280,000 3,300,000 ‐ ‐100.00%
CWF Loan ‐ Eleventh Addition 11,847,000 37,350,000 41,200,000 8,680,000 ‐78.93%
CWF Loan ‐ Process Control System Upgrades ‐ ‐ ‐ 4,095,000 NMF
CWF Loan ‐ NEI ‐ Far East Interceptor to Southeast Interceptor ‐ ‐ ‐ 8,135,000 NMF
CWF Loan ‐ Pumping Station 18 ‐ ‐ ‐ 9,064,000 NMF
Interceptor and Treatment Plant Connection Charges 333,000 600,000 500,000 600,000 20.00%
Interest on Investments & Misc. Income 39,000 70,000 75,000 80,000 6.67%
TOTAL REVENUES $14,831,000 $41,300,000 $45,075,000 $30,654,000 ‐31.99%
Actual 2012 2012 2012 2013
Balance Estimated Budgeted Budgeted Percent
CAPITAL PROJECTS RESERVES Thru June Year‐End Amount Amount Change
Beginning Reserve Balance $2,547,000 $2,547,000 $1,303,000 $6,239,000 378.82%
Ending Reserve Balance $7,760,000 $6,239,000 $4,658,000 $6,624,000 42.21%
EXPENDITURES
REVENUES
CAPITAL PROJECTS RESERVE BALANCE
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DEBT SERVICE BUDGET SUMMARY
Proposed
2012 Estimated 2012 2013 Percent
Expenditure Category Thru June 2012 Total Budget Budget Change
First Half Interest $880,813 $880,813 $906,624 $1,322,000 45.82%
Principal
6,321,212
6,321,212
6,419,915 5,126,000 ‐20.15%
Second Half Interest ‐
980,000
1,048,461 1,462,000 39.44%
TOTAL EXPENDITURES $7,202,025 $8,182,025 $8,375,000 $7,910,000 ‐5.55%
Proposed
2012 Estimated 2012 2013 Percent Revenue Category Thru June 2012 Total Budget Budget Change
Transfer from Operating Fund $5,093,111 $8,980,000 $8,980,000 $9,878,000 10.00%
Interest 63,037 100,000 70,000 70,000 0.00%
TOTAL REVENUES $5,156,148 $9,080,000 $9,050,000 $9,948,000 9.92%
Proposed
2012 Estimated 2012 2013 Percent
DEBT SERVICE RESERVES Thru June 2012 Total Budget Budget Change
Beginning Balance $12,922,260 $12,922,260 $12,941,835 $13,820,235 6.79%
Ending Balance $10,876,383 $13,820,235 $13,616,835 $15,858,235 16.46%
DEBT SERVICE RESERVE BALANCE
EXPENDITURES
REVENUES
Sewerage System Improvement Bonds January 2012 January 2013 January 2014
Series 1992B Eighth Addition $1,445,385 $‐ $‐
Series 1994 Pumping Station No. 5 241,283 163,414 83,013
Series 1995 Verona Force main and Pumping Station 710,726 541,690 367,017
Series 1996 Ninth Addition Issue 4,126,825 3,144,573 2,130,063
Series 1997 Badger Mill Creek Effluent Return 1,781,816 1,507,353 1,224,258
Series 2000 P.S. No. 2 Force main Replacement ‐ Phase 1 980,526 884,801 786,010
Series 2001 P.S. No. 2 Force main Replacement ‐ Phase 2 1,189,828 1,087,000 980,880
Series 2003A PS's 1, 2, and 10 Rehabilitation 5,319,968 4,941,348 4,552,036
Series 2003B Tenth Addition 25,772,568 23,935,433 22,046,930
Series 2005 PS's 1, 2, and 10 Rehabilitation 212,807 199,862 186,602
Series 2006 Effluent Equalization Projects and AT's 1‐6 1,372,580 1,295,281 1,216,154
Series 2007 West Int Ext and PSs 13‐14 Projects 2,290,987 2,173,283 2,052,571
Series 2008 PSs 6‐8 Rehabilitation and NEI Truax Ext Liner 8,025,682 7,636,755 7,238,618
Series 2010A NEI‐PS 10 to Lien Rd 8,538,217 8,177,196 7,807,623
Series 2012A Nine Springs Eleventh Addition ‐ 37,350,000 46,030,000
Series 2012B Operations Building HVAC Rehab ‐ 2,956,000 2,846,000
Series 2013A Process Control System Upgrade ‐ ‐ 4,095,000
Series 2013B NEI‐SEI to FEI ‐ Replacement Project ‐ ‐ 8,135,000
Series 2013C Pumping Station No. 18 ‐ ‐ 9,064,000
Total Indebtedness $62,009,198 $95,993,989 $120,841,775
SCHEDULE OF PRINCIPAL AMOUNT OF INDEBTEDNESS
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OVERALL BUDGET SUMMARY, NET OF TRANSFERS
Proposed
2012 Estimated 2012 2013 Percent
Summarized Budget Items Thru June 2012 Total Budget Budget Change
Total Expenditures $23,754,784 $61,096,402 $66,435,934 $55,524,576 ‐16.42%
Total Revenues $27,234,708 $65,821,600 $70,465,934 $57,809,226 ‐17.96%
Beginning Reserve Balance $26,555,794 $26,555,794 $25,560,023 $31,280,992 22.38%
Ending Reserve Balance $30,035,718 $31,280,992 $29,590,023 $33,565,642 13.44%
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Appendix D: Represented Wage Schedule
Local 60 ‐ Madison Metropolitan Sewerage District
Classification Salary Schedule
Bi‐Weekly‐‐Hourly Rates of Pay
January 1, 2013
Classification Range 1 2 3 4 5
Custodian & Grounds Worker Bi‐Weekly
Hourly
1287.08
16.0886
1325.67
16.5709
1364.29
17.0536
1405.77
17.5721
1448.67
18.1084
Administrative Secretary Bi‐Weekly
Hourly
1367.98
17.0998
1409.03
17.6129
1451.31
18.1414
1494.84
18.6855
1539.69
19.2462
Maintenance Worker 7 Bi‐Weekly
Hourly
1677.01
20.9627
1719.47
21.4934
1775.99
22.1999
1832.53
22.9066
1883.35
23.5419
Sr Custodian & Grounds Worker 8 Bi‐Weekly
Hourly
1719.47
21.4934
1775.99
22.1999
1832.53
22.9066
1883.35
23.5419
1937.08
24.2135
9 Bi‐Weekly
Hourly
1775.99
22.1999
1832.53
22.9066
1883.35
23.5419
1937.08
24.2135
1979.52
24.7440
Monitoring Services Helper; Utility II;
Reuse Diesel Truck Driver I; Sr Building &
Grounds Worker
10 Bi‐Weekly
Hourly
1832.53
22.9066
1883.35
23.5419
1937.08
24.2135
1979.52
24.7440
2030.32
25.3790
Station Maintenance Worker, Relief Oper.
I; Oper I; Apprentice Mech.; Asst Metrogro
Mech.; Apprentice Electrician; Reuse Diesel
Truck Driver II; Reuse Relief Diesel Truck
Driver; MS/SM Worker I
11 Bi‐Weekly
Hourly
1883.35
23.5419
1937.08
24.2135
1979.52
24.7440
2030.32
25.3790
2089.70
26.1213
Building & Grounds Crew Leader;
Apprentice Mech II; Apprentice Elec II;
Oper. II; Relief Oper II; MS/SM Worker II
12 Bi‐Weekly
Hourly
1937.08
24.2135
1979.52
24.7440
2030.32
25.3790
2089.70
26.1213
2143.39
26.7924
Metrogro Mechanic; Jrnyman Mech.;
Jrnyman Elect.; Oper III; Relief Oper III; Sr
Building & Grounds Crew leader
13 Bi‐Weekly
Hourly
1979.52
24.7440
2030.32
25.3790
2089.70
26.1213
2143.39
26.7924
2199.92
27.4990
Sr. Mechanic; Sr Mech. (Metrogro); Sr
Jrnyman Mech.; Sr Journeyman Elect.;
MS/SM Crew Leader, Oper IV, Relief Oper
IV
14 Bi‐Weekly
Hourly
2030.32
25.3790
2089.70
26.1213
2143.39
26.7924
2199.92
27.4990
2284.70
28.5589
Sr. Jrnyman Mech II; Sr Journeyman
Electrician II; Sr Mech (Diesel & HE),
Purchasing/Inventory Asst
15 Bi‐Weekly
Hourly
2089.70
26.1213
2143.39
26.7924
2199.92
27.4990
2284.70
28.5589
2344.15
29.3019
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Appendix E: Non‐Represented Wage Schedule
Grade Min $
2013 Hourly Rates
Mid $ Max $
20 57.48 67.63 77.77
18 48.17 56.67 65.17
17 44.14 51.93 59.72 16 40.47 47.61 54.76
15 37.15 43.71 50.26
14 34.12 40.14 46.16
13 31.38 36.91 42.45
12 28.87 33.97 39.06 11 26.59 31.28 35.98 10 24.52 28.85 33.17 9 22.58 26.56 30.54
8 20.82 24.49 28.16
7 19.66 23.13 26.60
6 17.89 21.04 24.20
5 16.92 19.91 22.90
Schedule assumes a 2.0% Increase from 2012 to 2013
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Appendix G: Department Narratives
Chief Engineer and Director’s Office Department Description The Chief Engineer and Director’s (CED) office provides organizational leadership to implement Commission
policies that ensure the District meets its customers’ needs in a sustainable manner. The CED’s office also
provides support to employees so that they can work safely, productively and effectively fulfill the mission of
the District. Programs within the CED’s office include human resources, strategic communications, safety and
training.
Trends
Within five years, 23% of the District’s workforce will be eligible to retire and half are senior
managers. In 2012, five District supervisors retired.
We see a growing need to build strong partnerships with our customer communities and the public as
the District considers advancing new programs and policies outlined in the 50 Year Master Plan.
Wisconsin Act 10 made changes to collective bargaining laws and the District’s labor agreement with
Employees Local 60 will come to an end in 2013.
The Commission is dedicating more time to agenda topics and meetings are well attended.
The District’s workers compensation costs are rising.
Goals/Priorities
Implement cost effective communication standards and policies.
Work with the Friends of the Capital Springs Recreation Area on interpretive displays on water quality
and resource recovery.
Participate and provide ongoing leadership on regional sustainability initiatives as part of the
Sustainable Communities Partnership.
Support the Commission in performing strategic planning to set short and midterm goals and strategies
to advance the 50 Year Master Plan.
Creation of an employee handbook.
Development and implementation of a robust safety program.
Streamline and standardize the hiring and onboarding process.
Focused effort on identifying future needs and skills, leadership development and knowledge retention
to prepare for retirements.
Peer review of District’s capital budgeting and estimating practices.
Performance Indicators The Commission has the information they need to make sound decisions. No lost time accidents for MMSD in 2013. This will be a cross‐departmental measure involving all
District workgroups.
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Employee handbook is completed and in place by the end of the contract year. Increase in near miss reporting. Incident investigations completed within 48 hours of the incident and
corrective action identified and acted upon. Website redesign is completed by the end of 2013. Leaders create SOP’s and documentation on critical job duties.
Engineering Department Department Description
The Engineering Department oversees the planning, design and construction of major capital improvement
projects at the District. This includes all key engineering functions, including civil, structural, mechanical,
electrical, plumbing, controls and HVAC disciplines. Depending on the scope of the work, smaller capital
projects (typically less than one million) are planned and designed in‐house. Consulting services are utilized
for larger projects. These services are retained and managed by the Engineering Department. The Engineering
Department typically assumes the lead role during project construction, performing all construction
management, administration, inspection, and resident engineering.
Although under separate oversight by the Assistant Chief Engineer and Director of Planning, the electrical
engineering group and the planning department (including the Collection System Engineer, long range
planning, capital improvement planning and budgeting) work seamlessly with the Engineering Department.
Trends
A significant trend impacting the Engineering Department, and the District overall, is managing
improvements to an aging wastewater collection and treatment system with limited funds.
The economy and construction continue to recover at a slow pace. Consultants are eager to obtain work,
so retaining the services of qualified consultants is easier than during busy times. Construction material
costs continue to rise with inflation, but contractors are hungry for work, bidding projects aggressively
with little profit margin. This is good for the District’s bottom‐line, but can be problematic during
construction.
The economic slowdown is also impacting the District’s capital budget. Revenues from interceptor
connections continue to rise slowly, which reduces liquid funds available for capital improvement projects
and increases borrowing needs. This can lead to the delay or elimination of needed capital improvement
projects, which is not desirable.
Goals/Priorities
Major Engineering Department goals for the upcoming year include the following:
Continued management of 11th Addition construction.
Start‐up of key 11th Addition processes, including struvite (phosphorous) harvesting.
Upgrades to the process control system at the treatment plant.
Planning and design of "non‐process" space needs.
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Continued collection system and treatment plant asset management.
Rehabilitation of the West Interceptor Extension.
Construction of the Northeast Interceptor Relief/Replacement from the Far East Interceptor to the
Southeast Interceptor.
Design and initial construction activities for new Pumping Station 18.
Design and permitting for the Pumping Station 18 Force Main.
Planning and design for the Rehabilitation of Pumping Stations 11 & 12.
Peer review of District’s capital budgeting and estimating practices.
Hire an Asset Manager by the end of the third quarter, who will be responsible for the development
and implementation of the Asset Management Program.
Long‐term drivers for the Engineering Department include capacity and condition improvements to the
treatment plant and an aging collection system. Another major long‐term driver for the Engineering
Department will be the impacts of new regulations and the District’s direction on these matters. These include
lower effluent nutrient (phosphorus and nitrogen) levels, CMOM/SSO regulations and source reduction
initiatives. Effluent re‐use, energy neutrality, and watershed balancing will also play a significant role in future
MMSD projects and the Engineering Department workload.
Performance Indicators
The success of most capital improvement projects can be gauged via how smoothly and efficiently they are
completed. For the 2013 projects to be considered successful, they should be on‐schedule and within budget.
This includes planning, design, bidding and construction. Planning and design activities should actively engage
stakeholders, including the general public, businesses, municipalities, regulatory agencies, and other key
entities impacted by projects. During construction, any disputes, clarifications, problems, etc., associated with
the projects should be minimized and resolved quickly. Barring any changes to project scope, contract
modifications should be held below 5% during construction.
Operations and Maintenance Department Department Description
The Operations and Maintenance Department is responsible for the core business of the District‐ conveying
wastewater to the treatment plant, treating the wastewater to meet the District’s discharge permit, and
recycling and reusing the effluent, biosolids, and biogas. This is central to the District’s mission of protecting
human health and the environment. These activities are accomplished by the following sections within the
department:
Operations
Building and Grounds
Mechanical Maintenance
Electrical Maintenance
Metrogro
Monitoring Services/Sewer Maintenance
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Purchasing
The Operations Section is responsible for control of the treatment processes while the Metrogro Section is
responsible for recycling of all biosolids to farmland. The various maintenance sections ensure that the
pumping stations operate effectively and that adequate equipment is available to treat all of the wastewater
that is received at the treatment plant.
Trends
There will be increased pressure to reduce the O&M budget because of a significant increase in capital
expenditures. Savings in energy expenses could be a means of achieving lower overall costs of services.
Over the next five years, there could be a significant loss of experienced employees due to retirement.
In addition to needing to replace these employees with individuals with high potential, there will be a
need to provide adequate staffing to operate and maintain new processes and pumping stations.
There will be an increase in importance of asset management. The 11th Addition, the Process
Control System Upgrade, the Operations Building HVAC system upgrade, and the addition of
Pump Station 18 will add a significant number of assets. The aging interceptor system and older
equipment at the treatment plant will require increased condition assessment and maintenance.
Additional resources will be spent in 2013 to comply with the air emissions permit that is
expected to be received during the fourth quarter of 2012. This will include increasing the height
of engine stacks, installation of an oxidation catalyst on one engine, and several stack emission
tests.
Goals/Priorities
Complete an energy study by the end of the year. The goal of this effort will be to provide a road map
that the District will follow to achieve energy neutrality.
Complete a staffing study by mid‐year. The study will be used to provide direction for the personnel
needs of the Department.
Conduct a trial of an oxidation catalyst on one of the generator engines.
Successfully start up the 11th Addition processes including struvite recovery and sale.
Hire an Asset Information Specialist by the end of the first quarter, who will assist with new asset data
entry and who will become a power user of the Computerized Maintenance Management System.
Hire a Process Control System Programmer to perform a major role in upgrading the process control
system.
Performance indicators
Have no bypasses, spills, or basement backups in the collection system for the entire year.
Each month provide effluent quality that meets or exceeds the requirements of the District’s discharge
permit. In addition, meet all of the permit requirements related to the recycling of biosolids.
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Enter into the Computerized Maintenance Management System all of the assets associated with the
11th Addition and the Process Control System Upgrade. This will include all specification information,
bills of materials, and preventive maintenance schedules. This will be done prior to use of the assets.
Begin producing struvite for sale to Ostara by July 1, 2013.
Laboratory, Pretreatment and Special Projects Department Department Description
The laboratory provides analytical services to support plant operations and regulatory compliance
requirements, pretreatment and waste acceptance initiatives, environmental monitoring, research activities
and billing. The Pretreatment and Waste Acceptance Program administers state/federally mandated
pretreatment requirements, implements pollution prevention/source reduction initiatives, and makes waste
acceptance determinations. Special Projects addresses a wide range of regulatory, legislative, and strategic
initiatives that impact District operations and/or help establish overall District focus.
Trends
Innovative Regulatory Compliance Strategies
Traditional regulatory compliance strategies involve adding or expanding capacity at the Nine Springs
Wastewater Treatment Plant. This approach is discharged focused, and often results in expensive and
resource intensive solutions. As regulatory requirements become increasingly stringent, the District
will explore innovative compliance strategies. For example, the District is currently evaluating a
watershed adaptive management approach to comply with stringent phosphorus limits. In adaptive
management, all sources of phosphorus work collaboratively to implement cost effective phosphorus
control practices throughout the watershed. The District initiated an adaptive management pilot
project in 2012. Information gained from this pilot will help shape the District’s long‐term control
strategy for phosphorus and perhaps other parameters, including nitrogen.
Increased Use of Pollution Prevention/Source Reduction Initiatives
There will be an increased reliance on pollution prevention/source reduction initiatives to prevent
pollutants from entering the waste stream and requiring removal at the wastewater treatment plant.
The District has successfully used this approach to control mercury from dental amalgam. Areas that
will receive increased focus in the near term include chlorides, phosphorus, FOG (fats, oil and grease),
pharmaceuticals and personal care products. Pollution prevention/source reduction initiatives will
reach across multiple District areas including the laboratory, pretreatment, operations, engineering
and strategic communications.
Increased Emphasis on Process and Environmental Monitoring
There will be an increased emphasis on environmental monitoring and use of the resulting data to
support decision‐making and help focus efforts in a number of areas, including plant process changes,
adaptive management/water quality trading, pollution prevention/source reduction initiatives, and
the derivation of future effluent limitations for temperature, chloride and nitrogen. The District will
design monitoring programs, coordinate implementation of these programs and serve as the central
laboratory for associated analytical requirements.
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Proactive Engagement on Regulatory and Legislative Initiatives
The District has been well served by engaging in regulatory and legislative initiatives at the local, state
and national level. This includes providing input on the development of new regulations and/or
legislative initiatives, tracking a wide variety of new regulatory and legislative initiatives to determine
potential impacts on District operations, and positioning the District so that it is compliant with new
requirements. Recent examples include working with DNR and other partners to include adaptive
management as a phosphorus compliance strategy and working at the state and national levels to
develop a more functional water quality trading framework. Future efforts will include providing input
on a statewide nutrient framework.
Goals/Priorities
Evaluate multiple long‐term compliance strategies for phosphorus.
Effectively manage the adaptive management pilot project.
Build the organizational and regulatory framework needed to support transition from a pilot adaptive
management project to a full‐scale project.
Provide laboratory analytical services to support the adaptive management pilot project and
implementation of the District’s struvite harvesting system (the Ostara Process).
Implement chloride pollution prevention/source reduction initiatives with the ultimate goal of
achieving a 15% reduction in effluent chloride concentration and mass by the end of the District’s
current WPDES permit term.
Initiate a robust temperature monitoring effort in receiving streams (Badfish Creek and Badger Mill
Creek) and conduct evaluations to determine the best approach to address potential thermal
requirements.
Engage the Commission on key policy issues related to the 50‐Year Master Plan and related
sustainability issues through the development of white papers as appropriate.
Work with DNR and other partners to develop a statewide nutrient framework.
Performance indicators
Development and implementation of an adaptive management pilot project work plan.
Organizing and facilitating meetings of the Adaptive Management Executive Committee and the
Strategic Planning Workgroup.
Development of information and education materials to support adaptive management and pollution
prevention/source reduction initiatives.
Development of a chloride annual report identifying specific source reduction initiatives undertaken
and resulting impacts on effluent chloride levels.
Laboratory reports related to analytical services provided and data generated to support the adaptive
management project, the Ostara process, and chloride source reduction initiatives.
Collection of in‐stream temperature data and development of a preliminary report summarizing the
data and identifying potential strategies to address future thermal requirements.
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Reports and/or white papers generated as part of the NACWA Water Quality Trading Workgroup.
Development of Commission “white papers” on key policy issues.
Participation in Wisconsin nutrient strategy forums.
Administration Department Department Description
The Administrative Services Department performs a variety of services for internal and external customers.
The Accounting/Finance/Office work group provides accounting, payroll, rate setting, and grants and loan
administration services. The group also supports the District’s work and asset management and document
management software and processes and provides administrative support for the Commission, Chief Engineer
and Director, and the other District groups. The Information Systems group operates the District’s office
computer network and applications, ensures data integrity, and provides programming services and other
technical assistance. The group provides hardware, software, and user support.
Trends
Near‐term and long‐term District needs require that we develop a long‐range financial strategy to
ensure we have sufficient revenues. The Chief Engineer and Director’s 2012 Budget Message
highlighted these needs. Strategic financial planning work began in 2012. We plan to complete the
development of financial policies in late 2012.
We see a growing need to communicate with the general public and other interested stakeholders
about District activities and initiatives. This includes new requirements for reporting District budget
and financial information and new requirements for the District’s internet site.
The District is using increasingly complex technology and systems for its core business processes. This
trend and coming retirements require us to continue to build our work‐ force capabilities to support
our core business systems. These core systems include our work and asset management system
(Oracle WAM) and our electronic document management system (OnBase). The department created a
Business Software Analyst position in 2012 to help address these needs.
Significant numbers of employees are eligible for retirement in all levels of our work force in the next
five years. Half of all managers and supervisor will be eligible for retirement within five years.
Providing sound, well supported business processes and information systems will help the District
better weather the loss of knowledge and experience these retirements bring.
The Department has experienced significant transition over the last several years with the creation of
new positions, changes in duties, and new employees. These changes have positioned the department
to better handle current and future demands. In 2013, the department will focus on addressing our
backlog of work.
Goals/Priorities
Develop a strategic financial plan to support the District’s long‐term financial needs.
Produce budget reports, financial statements, and an annual report in a format that better tells the
District’s story and are more easily understood by the public.
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Develop our capability to support our work and asset management (WAM) and document
management (OnBase) software applications.
Performance Indicators
Achieve a financial audit report for fiscal year 2012 that shows no significant deficiencies or material
weaknesses.
Maintain 97% availability for our network servers in 2013. Planned downtime that occurs during off
hours – early in the morning, late in the day, and weekends – will not count as downtime.
Implement a disk‐to‐disk backup system and convert 85% of our individual server tape backup jobs to
this new system in 2013.
Develop a formal long‐range plan for our office computer network infrastructure.
Re‐write the high‐priority existing WAM reports using Crystal Reports. Users identify the high priority
reports.
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Appendix H: Glossary of Acronyms & Definitions
Common Acronyms
CARPC Capital Area Regional Planning Committee
CIP Capital Improvements Plan
CMMS Computerized Maintenance Management System
CWF Clean Water Fund (loan program for wastewater facilities)
DNR Department of Natural Resources
FEI Far East Interceptor
FOG Fats, Oils, and Grease
MH Manhole
MMSD Madison Metropolitan Sewerage District
NACWA National Association of Clean Water Agencies
NEI North East Interceptor
NSVI Nine Springs Valley Interceptor
O&M Operations and Maintenance
PCS Process Control System
PS Pumping Station
SEI South East Interceptor
WAM Work and Asset Management (MMSD’s CMMS software)
WPDES Wisconsin Pollutant Discharge Elimination System (District permit)
WRS Wisconsin Retirement System
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MMSD Definitions Adaptive Management‐ Watershed approach developed to comply with stringent phosphorus limits.
Additions (9th, 10th, 11th, etc.)‐ Major Construction related additions, alterations, conversions,
reconstruction, renovations, rehabilitations and replacements at the Nine Springs Wastewater Treatment
Plant.
Anaerobic Digestion‐ Under this process the organic sludge is treated in the absence of oxygen to reduce both the quantity and odor of sludges by breaking down the organic matter and producing methane
and carbon dioxide.
Acid Digestion‐ One of the primary steps of the anaerobic digestion process in which soluble products are fermented to acids and alcohols of lower molecular weight.
Annexation‐ The process whereby a city, village, town, or other unit of government (e.g., MMSD) expands
its boundaries to include a specific geographic area.
Asset Management‐ The strategic management of physical assets during their life in the organization.
Billing Parameters‐ MMSD billing parameters include: carbonaceous biochemical oxygen demand
(CBOD), total suspended solids (TSS), Total phosphorus (TP), Total Kjehldahl nitrogen (TKN), volume,
equivalent meters and actual customers.
Biosolids‐ The soil‐like residue of materials removed from sewage during the treatment process.
Capital Projects Fund‐ Fund that accounts for financial resources used for the acquisition, construction or rehabilitation of major capital facilities.
Class “A” Products (Biosolids)‐ Refers to sludge that contains minute levels of pathogens (disease
causing organisms). To achieve Class A certification, biosolids must undergo heating, composting, digestion or
increased pH that reduces pathogens to below detectable levels. Once these goals are achieved, Class A
biosolids can be land applied without any pathogen‐related restrictions at the site.
Class “B” Products (Biosolids)‐ Refers to sludge that has undergone treatment that has reduced but
not eliminated pathogens. Class B biosolids have less stringent standards for treatment and contain small but
compliant amounts of pathogens. Class B requirements ensure that pathogens in biosolids have been reduced
to levels that protect public health and the environment and include certain restrictions for crop harvesting,
grazing animals and public contact. As is true of their Class A counterpart, Class B biosolids are treated in a
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wastewater treatment facility and undergo heating, composting, digestion or increased pH processes before
leaving the plant.
CMOM/SSO Regulations‐ Refers to a Capacity, Management, Operation, and Maintenance Program
(CMOM) that focuses on sewer collection systems with a goal of eliminating sanitary sewer overflows (SSO).
Collection System‐ A system of pipes and pumping facilities carrying sewage for disposal.
Collection System Facilities Plan (CSFP)‐ An overall assessment of the condition and capacity of
the key components that comprise the District’s wastewater collection system. The Plan identifies the scope
and timing of required projects over the next 20 years so that the infrastructure continues to provide a high
level of service to the District’s customers while also addressing environmental concerns and regulatory
requirements.
Commission‐ A group appointed pursuant to law to conduct certain government business; MMSD has five
appointed Commissioners.
Connection Charges‐ Charges related to connecting with MMSD sewers.
Conveyance System‐ Synonymous with collection system.
Debt Service Fund‐ A fund established by a government agency or business for the purpose of reducing
debt by repaying or purchasing outstanding loans and securities held against the entity. MMSD transfers a
portion of its collected service charges to this fund to pay for its debt service.
Effluent‐ Wastewater ‐ treated or untreated ‐ that flows out of a treatment plant or sewer outfall. The
Nine Springs Wastewater Treatment Plant returns treated effluent to the environment.
Executive Team‐ Refers to the Executive team at MMSD made up of the Chief Engineer and Director,
Assistant Chief Engineer and Director of Planning, Director of Engineering, Director of Operations and
Maintenance, Director of Special Projects, Director of Administration, HR Manager, and the Executive
Coordinator.
Sewer Extension Permit‐ Refers to a required permit for an extension, addition, or modification to
the sanitary sewer collection system.
Force Main‐ The discharge pipeline of a pumping station.
Interceptor Connection Charge (ICC)‐ICC represents the users “fair share” of collection system
investments MMSD has made to install interceptor sewers and pump stations.
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Influent‐ Water or wastewater entering a physical structure or process such as a treatment plant, pumping
station or tank.
Interceptor‐ Large sewer lines that convey the flow of sewage to a pumping station or treatment plant by
gravity.
Lining‐ A rehabilitation process where a length of coating material is introduced to extend the life of the
existing sewer.
Master Plan‐ MMSD’s 50‐year blueprint for the future.
Metrogro‐ A program that recycles liquid biosolids to agricultural land as fertilizer and soil conditioner.
Metromix‐ a “soil like” material created by MMSD that combines biosolids with amendments such as
sand, sawdust and/or bulking agents. Metromix is intended for use in landscaping, turf production, general
gardening, and other similar applications.
Nine Springs Wastewater Treatment Plant (NSWTP)‐ Wastewater treatment plant originally
constructed in the late 1920s in Madison, WI. Since then, the plant has experienced numerous changes and
additions. The plant presently serves 40 communities in the Madison area.
Nutrient Removal‐ The removal of phosphorus and nitrogen from wastewater. MMSD uses a process
called Biological Nutrient Removal (BNR) that removes nitrogen and phosphorus from wastewater by using
specific groups of micro‐organisms and providing suitable conditions for their growth.
OnBase‐ OnBase is a software application that electronically captures, stores and manages documents
generated or received by a company.
Operating Fund‐ In government accounting , fund used to account for all assets and liabilities of a
nonprofit entity except those particularly assigned for other purposes in another more specialized fund. The
cost of normal operations is expended from this fund.
Ostara‐ A process to recover phosphorus‐containing fertilizer (struvite) as a natural byproduct of wastewater treatment.
Plan Review Fee‐ Customer communities pay sewer plan review fees for MMSD’s plan review of
modifications or additions to their sewer systems.
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Pretreatment‐ Processes used by industrial or commercial customers to reduce or eliminate the
contaminants in non‐domestic wastewater to alter its nature, before discharging it into the collection
system.
Pumping Stations‐ Also called lift stations, are normally designed to handle raw sewage that is fed
from underground gravity pipelines (pipes that are laid at an angle so that a liquid can flow in one direction
by gravity). Sewage is fed into and stored in an underground pit, commonly known as a wet well. The well is
equipped with instruments to detect the level of sewage present. When the sewage level rises to a
predetermined point, a pump will start and lift the sewage upward through a pressurized pipe system
called a sewer force main. The sewage discharges into another gravity sewer or its final destination—a
treatment plant.
Relief Sewer‐ A sewer built to carry the flows in excess of the capacity of an existing sewer; generally in parallel with the existing sewer, also, a sewer intended to carry a portion of the flow from an area where the
existing sewers are of insufficient capacity.
Septage‐ The waste content found in a septic tank.
Service Charges‐Annual amounts collected through customer rates that are used to fund MMSD’s
ongoing operations and debt service.
Struvite‐ A phosphate mineral (magnesium ammonium phosphate).
Televising‐ A method using video camera(s) to assess the condition of a sewer line in real time. It can
reveal blockages from debris, roots, or grease; show cracks, breaks or deterioration of a pipe. It allows
detailed diagnosis without the need for excavation, saving time and money.
Thermal Requirements‐ Potential regulatory requirements to meet particular thermal temperatures
in effluent receiving streams.
Treatment Plant Connection Charge (TPCC)‐ Represents a new users fair‐share of the debt service for excess capacity at the wastewater treatment plant.
User Charge‐ Service charge based on wastewater flow and loadings data for a specific customer. The
wastewater flow and loadings are used to develop customer bills (see also Billing Parameters).