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Page 2 of 7 <br />followed by approval of new water rates on October 7, 2025, to support implementation of an <br />enhanced water capital program. The City also adopted the Sewer System Management Plan <br />(SSMP) on June 17, 2025, with updated sewer rates and associated 20 Year CIP, anticipated <br />to be presented to the City Council for consideration in 2026. These adopted plans establish <br />the policy direction and planning framework for advancing water and wastewater infrastructure <br />investments necessary to maintain system reliability, regulatory compliance, and service <br />levels. <br /> <br />The WSMP and SSMP identify significant capital investment needs and emphasize the <br />importance of coordinated program development, project prioritization, and effective delivery <br />strategies. While long-term capital funding strategies and project sequencing continue to be <br />evaluated and refined, the City must address near-term implementation needs for active and <br />upcoming water and sewer projects. These needs are further driven by staffing vacancies and <br />limited in-house capacity for sustained program and project management of large-scale utility <br />infrastructure efforts. <br /> <br />As part of the planning process, the City identified the need to develop a comprehensive <br />implementation approach that advances planning-level projects into fully scoped, scheduled, <br />and budgeted projects ready for design and construction. This approach includes establishing <br />program management systems, delivery tools, and oversight processes to support coordinated <br />execution across multiple projects and funding sources. Early phases of implementation are <br />expected to focus on program setup, transition of active projects, procurement of supporting <br />services, and initiation of project delivery activities, with expenditures increasing as projects <br />progress into design and construction. <br /> <br />To support implementation of the WSMP and SSMP and ensure continuity of critical utility <br />infrastructure projects, the City determined that external program management support is <br />needed to supplement existing staff resources while internal capacity is strengthened. <br /> <br />The RFQ originally had ten tasks, which have been consolidated into five program delivery <br />service functions, as shown below: <br /> <br />Tasks Description of Tasks (from RFQ) <br />1. Program Management and Oversight <br />2. Program Coordination and Communication <br />3. Bond Procurement <br />4. Project Development and Delivery Support <br />5. Procurement, Contracting, and Labor Compliance <br />Function 1 – Program <br />Administration <br />6. Quality Assurance, Risk Management, and <br />Documentation <br />1. Project Controls and Schedule Management <br />2. Bond Compliance and Financial Accountability <br />Function 2 – Program <br />Controls Management <br />3. Quality Assurance, Risk Management, and <br />Documentation <br />1. Project Development and Delivery Support <br />2. Design and Engineering Oversight <br />3. Procurement, Contracting, and Labor Compliance <br />Function 3 – Project <br />Delivery and <br />Engineering/Operations <br />Support 4. Quality Assurance, Risk Management, and <br />Documentation <br />Docusign Envelope ID: FEFC9AF2-1478-4B9F-806B-DF97B62C9BB3