MASTER PLAN OVERVIEW
Water Master Plan
Origin of Plan Burns & McDonnell completed the Water Master Plan in 2012. The 2012 Water Master Plan updated the 2003 Water Master Plan and coincided with development of a water system model.  The City issued a Request for Proposals to prepare an updated Water Master Plan and create a water system model in October 2009. The City selected Burns & McDonnell and they started on the Plan in November 2010. They coordinated with City staff to develop the Plan and presented it to the City Commission in June 2012.  City-provided land use plan and population projections for years 2020, 2030 and build-out provided the basis for the 2012 Water Master Plan.
Expected outcomes from the plan The 2012 Water Master Plan provided the City a comprehensive plan and model of the water system. The recommended improvements serve as the basis for design, construction and financing of facilities to: 1) meet current and expected regulatory requirements, 2) accommodate the City's residential and commercial growth within the evaluated scenario, and 3) address infrastructure and reliability of existing infrastructure. Implementation of the recommended improvements provides an adequate, safe, and dependable water supply for existing and future customers. Uses include potable drinking water and domestic use, fire protection, irrigation, and commercial and industrial use and manufacturing. During development of the City capital improvements plan, the Municipal Services & Operations (MSO) Department evaluates the water capital improvement program and its impact on the water rate model. As changes occur in growth, regulation, or infrastructure reliability from the evaluated scenario(s), projects are eliminated, added, and adjusted.
Funding The Water Master Plan included a capital improvements plan (CIP) with an estimate of probable costs for each project. Staff prepared a 5-Year CIP funding plan with the Water Master and in 2015, contracted with Raftelis Financial Consultants to develop a new water rate model. The new model is the basis for the rates and system development charges the City Commission adopted in 2018 and 2019.  Staff uses the rate model to project revenue needs, and to develop funding strategies and rate structures for the equitable distribution of costs to customers.
Status Update The following projects are complete: · Oread Tanks and Booster Pump Station Replacement (UT1307) · 19^th & Kasold Booster Pump Station Replacement (UT1307) · O’Connell Road waterline extension to Wakarusa WWTP and Baldwin / RWD #4 Meter Station (UT1206) · Kaw WTP Transmission Main to North Lawrence (UT0701) · Kaw WTP Improvements (UT9901CIP) including MCC Replacement (UT1418) · Clinton WTP Improvements (UT9900CIP) including Taste & Odor Phase 1 Improvements (UT1209) · Waterline Replacement Program (UT9902CIP) These projects are underway: · Advanced Metering Infrastructure (UT1898CIP) · Concrete Water Main Assessment (UT1896CIP) Besides CIP projects, the City coordinates on growth-related infrastructure improvements and expansions funded and constructed by the development community.
Future The city will complete the Advanced Metering Infrastructure and Concrete Water Main Assessment projects in the next few years and will continue the water main replacement program and annual improvements at the Kaw and Clinton WTPs. Dependent on community growth rates, regulatory changes, and or discovered reliability issues, the following projects are subject to changes in schedule and scope: · Phase 2 and 3 of the Kaw WTP Transmission Main · Phase 2 of the Clinton WTP Taste & Odor Improvements · Improvements within future growth areas, including the Kanwaka Pressure Zone. Due to changes and/or later evaluations the City changed the original plan to include the following projects: · Stratford Water Tower Replacement (UT1984CIP) · Field Operations Facility (UT1884CIP). Traditional master plan processes are being enhanced by dynamic asset management systems that provide more accurate project planning, can detect and adapt to changing conditions, and do a better job at determining project needs, scope, timing, and relative priority. Within those processes are considerations of the objectives of the Strategic Plan, affordability, and equitable distribution of costs.