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City manager presents five‑year capital plan: $170M sewer upgrade and major stormwater backlog loom
Summary
City Manager Wayne Reed outlined a five‑year CIP that includes a federally driven $170M+ wastewater‑treatment upgrade, a $62M stormwater backlog (many grant/loan dependencies), parks bond builds and constrained general‑fund capacity (preliminary new revenue ~$800K). Council was asked for prioritization guidance.
Port Orange — City Manager Wayne Reed presented a preliminary five‑year capital improvement plan and fleet replacement schedule for fiscal 2026–27 and beyond, flagging a large wastewater treatment plant upgrade, major stormwater needs and constrained general‑fund capacity that will require council prioritization.
Reed summarized that water and sewer capital dominates the five‑year estimate, including a federally‑driven upgrade to meet heightened treatment standards that staff estimated at roughly $170 million. He said forgivable grants and low‑interest state revolving loans will be pursued but that the utility and debt structure must support the non‑grant portion of the project. “That 170 million is a gigantic project,” Reed said, adding that some forgivable loans were obtained for earlier phases and staff will pursue similar funding for this program.
Stormwater needs were presented as a second major capital pressure: staff identified roughly $62 million in targeted drainage projects (retrofits, culvert replacements, pump station upgrades) to address flooding vulnerabilities identified after recent hurricanes and major storms; many projects are grant‑dependent and the city has already secured substantial outside funding but still faces a multi‑million shortfall.
The presentation also reviewed parks bond projects that are largely ready for construction and a schedule of fleet replacements and building maintenance needs. Reed advised council that the city’s preliminary property‑tax growth for the budget year yields roughly $800,000 in new general‑fund revenue — an amount likely insufficient to add many new ongoing services without cutting or finding alternative revenue sources.
Council discussion emphasized maintenance vs. new capital, the fiscal prudence of staging big projects, the need to pursue grants and the uncertainty posed by possible statewide ballot or legislative actions that could constrain revenue. Reed asked council for policy direction on prioritization before staff returns in July with formal budget recommendations.
Ending: Staff will return with refined recommendations and cost estimates; Reed asked councilmembers to provide priorities and to consider tradeoffs between maintenance obligations and new initiatives while staff chases grants and loan opportunities for large mandated projects.
