proposed budget - clean water services · the proposed all-funds budget for fy 2019-20 excluding...

PROPOSED BUDGET FISCAL YEAR 2019-2020

Clean Water Services Budget Committee FY 2019-20

BOARD OF DIRECTORS MEMBERS CITIZEN MEMBERS

Kathryn Harrington, At-Large, Chair

Molly Brown

Dick Schouten, District 1

Lori Hennings

Pam Treece, District 2

Mike McKillip

Roy Rogers, District 3

Dave Waffle

Jerry Willey, District 4

Tony Weller

o,

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation award to Clean Water Services, Oregon for its annual budget for fiscal year beginning July 1, 2018. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements and we are submitting it to GFOA to determine its eligibility for another award. The District has received both the Distinguished Budget Presentation and the Certificate of Achievement for Excellence in Financial Reporting every year it has applied. This represents thirty-one years for the budget award and thirty-two years for the financial report.

Table of Contents BUDGET IN BRIEF

Budget Message and Budget Overview ..................................................................................................... 1

About Clean Water Services

District History, Economic, and Demographic Information ...................................................................... 13 District Map ............................................................................................................................................. 17 Organizational Chart ............................................................................................................................... 18

Strategic Planning

District Vision, Mission, and Values ........................................................................................................ 19 Business Planning .................................................................................................................................. 20 Financial Policies....................................................................................................................................... 22

Budget Process ......................................................................................................................................... 27

Budget Process Calendar ....................................................................................................................... 29

Budget Overview ....................................................................................................................................... 31

Budget Sources & Uses

Sources of District Funds ........................................................................................................................ 33 Uses of District Funds ............................................................................................................................. 39 Departmental Summaries ....................................................................................................................... 43 District Summary of Positions ................................................................................................................. 47 Debt Service

Debt Service Requirements .................................................................................................................... 48

Capital Projects Summary ........................................................................................................................ 53

Major Sanitary Sewer Projects ................................................................................................................ 54 Major Surface Water Management Projects ........................................................................................... 57 Financial Outlook

Future Strategies .................................................................................................................................... 59 Financial Forecast Assumptions ............................................................................................................. 60

FUND AND PROGRAM DETAIL

Funds Summary

Budget Resources and Requirements .................................................................................................... 63

Fund Accounting Structure ..................................................................................................................... 65 General Fund Program Codes ................................................................................................................ 66

Operating Funds Summary ....................................................................................................................... 67

General Fund 101 ................................................................................................................................... 68 Storm and Surface Water Management Fund 201 ................................................................................. 70

Construction Funds Summary ................................................................................................................. 73

Sanitary Sewer System LID Construction Fund 108 ............................................................................... 74 Surface Water Management LID Fund 208 ............................................................................................ 75 Sanitary Sewer Construction Fund 112 .................................................................................................. 76 Surface Water Management Construction Fund 212 .............................................................................. 77 Tualatin Basin Water Supply Capital Project Fund 115 .......................................................................... 78

Reserve Funds Summary .......................................................................................................................... 79

Liability Reserve Fund 102 ..................................................................................................................... 80 Sanitary Capital Replacement Fund 106 ................................................................................................ 81 Surface Water Management Capital Replacement Fund 206 ................................................................. 82 Sanitary Capital Reserve Fund 107 ........................................................................................................ 83 Surface Water Management Capital Reserve Fund 207......................................................................... 84

Debt Service Funds Summary .................................................................................................................. 85

Master Plan Update Debt Service Fund 111 ........................................................................................... 86 Revenue Pension Bond Fund 114 .......................................................................................................... 87

DEPARTMENTAL DETAIL

Business Services Department ................................................................................................................ 89

Regulatory Affairs Department ............................................................................................................... 113

Watershed Management Department ..................................................................................................... 123

Utility Operations & Services Department ............................................................................................. 131

Water Resource Recovery Operations & Services Department .......................................................... 165

Appendix

Chart of Accounts ................................................................................................................................. 199 Sanitary Sewer Capital Project List ....................................................................................................... 200 Surface Water Management Capital Project List .................................................................................. 216 Glossary ............................................................................................................................................... 221 Acronyms and Abbreviations ................................................................................................................ 230

Clean Water Services FY 2019-20 Proposed Budget Page 1

FY 2019-20 Budget Message and Overview

Clean Water Services

Chair Kathryn Harrington Members of the Board of Directors Members of the Citizens Budget Committee Clean Water Services’ Customers and Partners: We are pleased to present Clean Water Services’ Proposed Budget for Fiscal Year (FY) 2019-20. This budget message is presented in accordance with Oregon Revised Statutes (ORS), Chapter 294, and is designed to present an overview that will help readers better understand this budget as a financial planning road map. Comparisons in this Budget Message are “budget to budget” to the previously adopted FY 2018-19 budget, unless otherwise noted.

Budget Summary

The proposed all-funds budget for FY 2019-20 excluding interfund transfers is $446.8 million, compared to last year’s adopted budget of $481.3 million. This is a decrease of $34.5 million or 7.2 percent. The total budget includes operating expenditures, capital investments, debt service, other fund level outlays, contingency and unappropriated ending working capital and reserves. Primary ongoing budget revenues are rate revenues from sewer and surface water of $148.6 million and System Development Charges of $19.8 million. Rate revenues for Sanitary Sewer and Surface Water Management (SWM) are projected to increase by $4.7 million or 3.3 percent, reflecting the effects of rate changes (discussed below) and customer growth. Primary expenditures include $77.5 million for departmental operating expenses, $22 million for debt service on outstanding debt obligations, $112 million for capital projects, $20.8 million for other fund outlays and $30.1 million for contingencies. Total expenditures for FY 2019-20 decreased by $31.5 million, compared to the prior year, or 11.9 percent. Total departmental operating expenditures are proposed to increase by 4.4 percent overall. Labor costs are budgeted to increase by $2.4 million or 5.3 percent. This increase is the result of additional costs from adding 16 positions, a 4.5 percent increase in total staff. These additional positions will enable the District to continue its excellence in operations and maintenance as well as handle the increasing capital project workload driven by growth in the region and increased regulatory requirements. Materials and services are budgeted to increase by $0.8 million or 2.9 percent in line with inflation. Departmental capital outlay is now reported as part of the Capital Improvement Program (CIP). The CIP is $112.0 million this year; a 9.7 percent decrease. The decrease in capital costs is driven by partial completion of the Upper Tualatin Interceptor, which serves the cities of Tualatin, Tigard, King City and Sherwood, at a cost of $23.3 million in FY 2018-19 with remaining costs to completion of $8.9 million in FY 2019-20. Investment in capital in the current year reflects infrastructure replacement and renewal projects and system expansion with continued growth in the service area, which is significantly increasing our investment in new conveyance and treatment infrastructure, as well as a continued focus on renewal of existing aged infrastructure.


Other fund level outlays are budgeted to decrease by $22.7 million. The prior year budget included a one-time payment of $38 million in reserves to the Oregon Public Employees Retirement System (PERS) to establish a side account to cover the unfunded pension liability and stabilize future District rate increases that are applied as a percentage of District payroll. The District plans to fund $15 million in the side account in FY 2018-19 with a second transfer of $15 million in the FY 2019-20 budget year. These side accounts will help to maintain reasonable and predictable future utility rates by implementing a proactive strategy to manage the unfunded PERS liability.

District Financial Management

FINANCIAL MANAGEMENT EXCELLENCE RECOGNIZED

District financial management continues to earn honors for excellence in financial reporting and budget presentation, as evidenced by Government Finance Officers Association of the United States and Canada (GFOA) awards to the District for Achievement of Excellence in Financial Reporting and for Distinguished Budget Presentation in the most recent reporting periods.

STRATEGIES TO KEEP THE DISTRICT ON-TRACK FINANCIALLY

This budget has been prepared in accordance with the tenets of Board-established financial strategic direction. These are as follows (see page 59 of this document):

Keep Rate Increases Reasonable and Predictable

Maintain Adequate Capacity to Issue Debt

Establish and Maintain Appropriate Financial Reserves

Adopt Sound Financial Policies

DISTRICT UTILITY RATES

In accordance with Board direction, reasonable and predictable rate increases are vital to the District’s long-term financial health, providing strong assurance that the District is well positioned to meet future needs, equipped with the strongest bond credit ratings and financial flexibility possible. Sanitary sewer rates are increasing by 3 percent or $1.35 per month in FY 2019-20 for the typical residential customer. In addition to supporting cost-effective operations, this increase is needed to sustain the District’s capital investment program, including program enhancements and proper maintenance of assets, as well as meeting increasingly stringent EPA and DEQ regulatory requirements. SWM fees are increasing by $0.50 per month for the typical residential customer. SWM fees fund the operation and maintenance of the public drainage system. The sanitary sewer and SWM rate increases will add an estimated $1.85 per month to the typical residential customer’s combined bill, a total combined rate increase of 3.47 percent. To help fund District capital investments, sanitary sewer System Development Charges (SDCs) are increasing from $5,650 to $5,800 per Equivalent Dwelling Unit (EDU). SWM SDCs will increase from $545 to $560 per Equivalent Service Unit (ESU). Average combined monthly service fees for Sanitary Sewer and SWM utilities have risen at a 10-year average annual rate of 4.11 percent (see table below) and average District sanitary sewer bills are substantially lower than those of a majority of local service providers (see following chart). This is especially notable since the


District provides a substantially higher level of wastewater treatment than nearly all local, regional and national providers of comparable services.

Combined Sanitary Percentage Rate Increases

Fiscal and SWM Monthly Combined 10-Year

Year Rates (per EDU & ESU) Annual Annual Avg (11-20)

2011 $39.21 6.23%

2012 $41.25 5.20%

2013 $43.08 4.44%

2014 $44.71 3.78%

2015 $46.36 3.69%

2016 $48.04 3.62%

2017 $49.76 3.58%

2018 $51.52 3.54%

2019 $53.35 3.55%

2020 $55.20 3.47% 4.11%

10-Year Utility Rate History

Sanitary Sewer & SWM Average Monthly Rates(Single Family Residential)

City / Agency

Level of

Treatment

FY 2018-19

Average

Monthly

Sanitary Charge

FY 2018-19

Average

Monthly

SWM

Charge

FY 2018-19

Average

Monthly

Combined

Bill

Rate Change

for

FY 2019-20

Estimated

Combined

Monthly Bil l

as of

July 1, 2019

Clean Water

Services

Advanced

Tertiary$44.60 $8.75 $53.35

3% sani &

$.50 SWM$55.20

Lake Oswego

Secondary

provided by

Portland

$72.56 $15.41 $87.973% sani &

7% SWM$91.21

McMinnvilleAdvanced

Tertiary$65.69 $0.00 $65.69 2.8% sani $67.53

Portland Secondary $43.87 $29.68 $73.553% sani &

3% SWM$75.76

Salem

Rates effective

1/1/2019

Secondary $42.80 $16.39 $59.192% sani &

5% SWM$60.98

Vancouver,

WA

Rates effective

1/1/2019

Secondary,

Activated

Sludge

$55.12 (a)

$82.67 (b)$10.96

$66.08 (a)

$93.63 (b)

5% sani &

8% SWM

$69.84 (a)

$98.86 (b)

Typical Monthly Sewer and SWM Bill Comparisons

(a) Inside city limits (b) Outside city limits

$67.53

$69.84

$60.98

$55.20

$0.00 $10.00 $20.00 $30.00 $40.00 $50.00 $60.00 $70.00

Portland

McMinnville

Vancouver - Inside

Salem


Monthly Single Family Combined Bill as of July 1, 2008

$98.86

$91.21

$75.76

$69.84

$67.53

$60.98

$55.20

$0.00 $10.00 $20.00 $30.00 $40.00 $50.00 $60.00 $70.00 $80.00 $90.00 $100.00

Vancouver - Outside

Lake Oswego

Portland

Vancouver - inside

McMinnville

Salem


Monthly Single Family Combined Bill as of July 1, 2019


CAPACITY TO ISSUE DEBT

To ensure adequate fiscal capacity to issue debt and meet sanitary sewer system expansion needs, the District has a financial practice to maintain coverage ratios above the minimum required by the existing bond covenants to maintain a high bond rating. The FY 2019-20 budget continues this practice with an estimated coverage ratio of 4.69, compared to the minimum coverage requirement of 1.20 times annual debt service. Clean Water Services’ strong financial position has earned the District Standard & Poor’s highest rating of AAA as well as Aa1 by Moody’s Investors Service. This strong financial performance and bond rating positions the District well for future bond issuances to fund large infrastructure project investments to meet regulatory and growth requirements.

MAINTAIN FINANCIAL RESERVES

Financial reserves provide stable funding for working capital, operating contingencies and future capital investments for repair and replacement and expansion of infrastructure. As noted previously, the District’s FY 2019-20 budget includes an additional one-time payment of $15 million in reserves to cover the District’s unfunded pension liability and to stabilize future PERS rates. The District’s multi-year financial forecast reflects a planned spend down of reserves in the near term on needed capital investments in conveyance systems, treatment facilities and water supply to the Tualatin River. The planned issuance of debt to fund the District’s share of the Water Supply Program will stabilize this spend down of reserves and allow for growth in operating reserves to meet future funding needs for operations and capital investments as the District grows to meet regional needs. SWM Fund reserves had been declining in past years as operating and capital project costs exceeded service charges collected. Fiscal controls were put in place in FY 12 to proactively reverse this negative financial trend. The trend ended and cash reserves in the fund are building as planned and are estimated to be $25.3 million at the start of FY 2019-20. The FY 2019-20 budget includes a SWM rate increase of $0.50 per month to fund needed capital replacements such as street sweepers and to provide stormwater treatment to areas with inadequate stormwater management facilities. The District has prioritized SWM capital projects in the five-year Capital Improvement Program.

FINANCIAL POLICIES

The Board has established a number of policies which provide management with direction in decision-making that fosters financial stability and the ability to accomplish the District’s mission. These policies are detailed on page 22 of this document.

Business Climate and Influences

POPULATION GROWTH

Decades of population and employment growth have led various sectors to focus much of their energy and resources on meeting physical infrastructure needs. New and expanded roads, bridges, schools, churches, high-tech manufacturing facilities, hospitals and other “brick-and-mortar” projects, including Clean Water Services’ sanitary sewer and surface water management improvements, have helped define this increasingly urban community. The District currently serves approximately 606,300 residents of urban Washington County, Oregon. The County is expected to add an additional 63,700 people by 2025. Planning well is essential to meet service needs in an effective and cost-efficient manner.


REGULATORY CLIMATE

In February 2004, the Oregon Department of Environmental Quality (DEQ) issued Clean Water Services the nation’s first integrated, municipal, watershed-based permit under the Clean Water Act. This innovative permit integrates the District’s four municipal wastewater treatment facilities and the municipal stormwater system permits into an integrated bundle, which changes the regulatory framework and allows the District greater flexibility to take advantage of creative approaches and new solutions, such as the following:

Water quality credit trading for thermal loads between treatment facilities and the release of stored water from Hagg Lake and Barney reservoirs to the Tualatin River and tributaries.

Water quality credit trading for thermal loads between treatment facilities and streamside shading improvements outside and inside the District’s service boundary.

Establishing performance benchmarks for the stormwater management activities of the District, its partner cities and Washington County as a whole.

On April 22, 2016, the District was issued a new permit, which became effective on June 1, 2016. The newly issued permit expands on the watershed permit to respond to new growth, maintain current infrastructure investments, provide new discharges and achieve water quality standards. The new permit achieves these goals by innovative conditions such as:

Operational flexibility to optimize performance between the plants while still achieving water quality for various parameters.

Providing for a new and innovative natural treatment system discharge.

Providing opportunity for optimizing treatment strategies for the Natural Treatment System.

Optimizing discharge limits and compliance measurements by integrating “bubble” loads between District facilities.

Enhancing water quality trading between facilities, streamside shading and flow management.

Planning for future growth and development in the basin.

Consolidating regulatory reporting requirements including electronic reporting for state and federal reporting requirements.

Developing and applying state-of-the-art dynamic water quality models to assess long-term strategies for compliance and to provide necessary evaluation of alternatives for changes to Scoggins Dam.

Providing research and data supporting the DEQ development and application of a biotic ligand model criteria for copper and accurate methods for Reasonable Potential Analysis to ensure achievable compliance at the District’s facilities.

DEQ has accepted a petition for reconsideration of certain aspects of the District’s permit. There are two principle issues arising from the reconsideration related to mercury and copper criteria. While not compliance issues, the District is working with DEQ to clarify and respond to the request for reconsideration and is nearing resolution of the two issues. One specific innovative action includes drafting a regulatory strategy that includes a variance application for mercury. The mercury variance is the first in the nation to recognize that natural and human sources of mercury are beyond our control and limit the ability to achieve the current standard. The variance will form the basis for future approaches used for the Willamette Basin Mercury program by Oregon DEQ. The District has also worked with regulatory agencies to develop strategies for complying with the copper standard, which is expressed as a biotic ligand model. Copper has been found to be extremely toxic to salmonids. Innovative approaches to compliance have included the addition of chemicals to achieve higher pH


to improve both removal and reduce toxicity of copper and to adjust for winter ammonia removal. The additional cost of pH adjustments is on the order of $561,000 per year. There has been significant improvement in the Tualatin River due to effective pollution control efforts including innovative strategies for nutrient control, effluent reuse and water management. The Regulatory Affairs group has initiated extensive analytical and modelling efforts and will use this information to work with DEQ and guide future regulatory approaches. While water quality has improved in the Tualatin River and its tributaries in the last decade, new and more complex challenges have arisen that cannot be solved through pollution control alone. These challenges to the health of the Tualatin River basin require a cohesive, watershed-based strategy that reaches beyond the existing regulatory framework. The watershed-based permit allows regulators, permit holders and community stakeholders to consider the entire watershed, not just individual point sources, when managing the water resources in the basin. Clean Water Services’ successful track record of implementing complex water quality regulations through partnerships and collaboration is widely recognized as a national model. Investments by Clean Water Services’ customers in a highly advanced wastewater treatment program and a comprehensive surface water management program have paid off in a watershed that is healthier than it has been in generations – and at an affordable cost, in comparison, to peer agencies.

Investing in the Tualatin Basin

CLEAR COMMITMENT IN OUR BUDGET

This commitment is apparent in the budget with advanced wastewater treatment and comprehensive stormwater management. Our conveyance and treatment of wastewater produces billions of gallons of clean water, with millions of gallons applied to wetlands, parks, schools and golf courses. We produce biosolids that help grow grass seed and forage crops. Recovering resources in the wastewater includes recovering energy – enough to produce millions of kilowatt hours of electric power used to offset over a third of the requirements for treatment. Recovering nutrients also allows the District to create a unique slow-release fertilizer that is not only better for plants, but it also helps protect our streams and the Tualatin River. It’s now available to our customers as a retail product called Clean Water Grow™.

INVESTING IN WATERSHED HEALTH

Clean Water Services has spent almost 50 years pursuing a cohesive strategy to advance the health of the Tualatin River Watershed for 606,300 residents in 12 cities. Through innovation, scientific knowledge and creativity, we work to improve environmental health and value for our customers. These efforts have paid dividends for water quality, public health and our community. The Tualatin River is healthier than it has been in generations and has become a valued recreational asset.

INVESTING IN INFRASTRUCTURE, PUBLIC HEALTH AND THE ENVIRONMENT

Over the past 10 years, Clean Water Services and our partner cities have invested more than $550 million to expand, replace and upgrade our community’s four wastewater treatment facilities, 42 pump stations, 853 miles of sewer lines and 537 miles of storm sewers.

2018-19 Achievements

Cleaned more than 24.1 billion gallons of wastewater.


Recycled 30.3 dry tons of biosolids a day on to agricultural fields in the Willamette Valley and eastern Oregon to improve soil condition and crop production.

Monitored over 2,000 strict permit conditions at each treatment facility, including monthly, weekly and daily limits established to protect the Tualatin River.

Earned National Association of Clean Water Agency’s highest awards at three District water resource recovery facilities for 100 percent permit requirements met or exceeded (Gold Award) including more than five consecutive years for three of the facilities (Platinum Award). Hillsboro will receive a Silver Award for 2018.

Began a multi-year investment in upgrading the backbone large-diameter interceptor system. The $34 million capacity upgrade of the 84-inch diameter Upper Tualatin Interceptor set a North American record with the construction of the first micro-tunnel bore of a 470-foot long tunnel on a 650-foot radius.

Swept more than 13,865 miles of streets collecting almost 527 dump truck loads of debris and cleaned more than 11,442 catch basins collecting material equivalent to 112 dump truck loads to keep pollutants out of our river and streams.

Replaced 139 sanitary sewer laterals and rehabilitated 9,680 linear feet of sewer mains associated with the Infiltration and Inflow reduction program.

Worked with District and partner cities retrofitted 143 manholes and catch basins to provide additional water quality treatment.

Performed 797 engineering plan reviews in support of District-issued site development permits for 30 residential subdivisions and 24 commercial development/redevelopment sites.

Performed 1,223 environmental plan reviews and 276 engineering plan reviews in support of projects throughout the service area.

Issued 780 connection permits.

Audited over 70 compliance measures for stormwater management with the District and its co-implementers.

Managed pretreatment permits issued to industrial customers to monitor and control their discharges to the wastewater treatment facilities. Permitted or inspected 539 facilities discharging to the stormwater conveyance system. Inspected 304 dentist offices to control mercury discharges to the resource recovery facilities. Issued 177 individual Ecological Business certifications.

INVESTING IN PUBLIC INVOLVEMENT AND EDUCATION

Clean Water Services reaches out to the community to encourage residents to join our efforts in protecting public health, enhancing the region’s environmental quality of life and planning for the region’s water future.


The award-winning Tualatin River Rangers program reached more than 3,000 students and an estimated 6,000 adults at nearly 40 percent of public elementary schools in the Tualatin Basin.

More than 600 high school science students participated in Sewer Science and got hands-on education about water treatment including a facility tour.

More than 2,500 people from around the world toured Clean Water Services treatment facilities to learn how wastewater is cleaned at a higher level than 98 percent of the nation’s facilities.

This year the Fernhill Natural Treatment System project continued to attract thousands of visitors including 400 who attended public events (Birds and Brew, public tours, wildlife tracking, birding and health and nature walks), engaged 1,100 students from 15 Tualatin Basin schools in place-based education, hosted tours and projects by students from Pacific University and Portland Community College and was the subject of tours or presentations to 10 civic and professional groups.

To meet public outreach goals, build credibility as a provider of choice and tell our resource recovery

story, we produce and sell Clean Water Grow® retail fertilizer. Clean Water Grow® is a powerful,


tangible, personal way of telling the resource recovery story. Created in 2012, GROW is produced and sold by the Clean Water Institute in collaboration with Clean Water Services. The slow-release fertilizer

contains Crystal Green® recovered from used water at the Durham and Rock Creek resource recovery facilities through Ostara’s nutrient recovery system. The result is a high-performing retail product that benefits the environment, improves operation and maintenance of the resource recovery process and provides the community with a thriving plant food for their gardens. Today, GROW is sold on Amazon.com and at 200 local and regional stores, including Fred Meyer (Kroger Co.), ACE Hardware, True Value chains and a variety of locally-owned independent businesses. Last year, total GROW sales

increased by 50 percent with the quartet product line. Most importantly, the Clean Water Grow®

messaging and retail program advances the District’s and the Clean Water Institute’s missions to promote resource recovery and environmental protection.

INVESTING IN RESOURCE RECOVERY

Wastewater treatment has transformed over the last decade, moving from waste disposal to a growing recognition as resource recovery facilities that produce clean water, recover valuable nutrients and produce clean, renewable energy. Clean Water Services is on the leading edge of this transformation:


Provided 74 million gallons of irrigation water to more than 218 acres of athletic fields, golf courses, wetlands and parks from the Durham Advanced Wastewater Treatment Facility.

Recycled phosphorus and ammonia at the Durham and Rock Creek resource recovery facilities to produce more than 755 tons of Crystal Green® fertilizer for sale to the commercial nursery and turf industry.

Generated 18.8 million kWh of renewable energy by capturing digester gas from the Rock Creek and Durham facilities as well as solar power at Durham to meet approximately 39.1 percent of the electrical demands for the Durham and Rock Creek facilities.

Continued the development of Clean Water Grow™, as noted previously, a slow-release fertilizer that helps reduce nutrient runoff to waterways by gently releasing nutrients as plants use them. This product is made possible by the ratepayer’s investment in building the nation’s most advanced resource recovery facilities at the Durham and Rock Creek treatment facilities.

INVESTING IN SCIENCE

Together with the United States Geological Survey (USGS), DEQ and the Washington County Watermaster, Clean Water Services has conducted comprehensive water quality and flow monitoring of the Tualatin River and its tributaries for more than two decades. This integrated monitoring program has allowed water resource managers to be more responsive to the needs and potential of the watershed.


The Water Quality Laboratory collected more than 55,000 treatment plant, stormwater, surface water and industrial samples and performed nearly 185,000 chemical, biological and physical analyses to help Clean Water Services assure the health and safety of the Tualatin River Watershed and its residents.

The Laboratory monitored 70 water quality parameters at 38 sites on the Tualatin River and its tributaries twice per month and operates a continuous water quality monitoring station on Beaverton Creek.

The Laboratory supported research and projects that included frog embryo survival in Kingfisher Marsh, effects of tributary flow restoration on water quality, harmful algae blooms, and fungal uptake and degradation of pollutants, along with a number of studies on improving efficiencies and effectiveness at the wastewater treatment facilities.


Working with the Watermaster and consultants, Clean Water Services managed and maintained more than 15 stream flow gauging stations to continuously measure the flow in the Tualatin River; Dairy, Fanno, Rock, Beaverton, Gales and Chicken creeks; and many other Tualatin River tributaries.

Working with the USGS, gathered continuous, real-time water quality data in the Tualatin River and major tributaries.

Regulatory Affairs’ Department staff supported and expanded to nearly 20 operational process, source control, and research studies to increase efficiency including:

o Conducting nitrogen reduction pilot plant studies that produced the design and operational basis for the vertical flow wetlands being installed at the Fernhill Natural Treatment System.

o Disinfection byproduct reduction and compliance. o Nutrient control and treatment process. o Natural Treatment System treatment optimization.

INVESTING IN COMMUNITY AND BUILDING PARTNERSHIPS

Clean Water Services continues to build and strengthen innovative and resilient partnerships to enhance the benefits that natural resources provide to the community.


In partnership with the United States Bureau of Reclamation, feasibility design is progressing for options

to increase the safety of Scoggins Dam and increase water supply for the region. There is also public

outreach with partners and community groups including the Governor’s Regional Solutions Team,

federal delegation and others; collaboration with state and federal agencies – Oregon Department of

Fish and Wildlife, Oregon Water Resources Department, National Marine Fisheries Service, United States

Fish and Wildlife Service (USFWS) – regarding water rights and species of concern; and coordination

with landowners including Stimson Lumber. In fiscal year 2020, the team anticipates selecting an

engineering preferred alternative, and development of an Environmental Impact Statement.

This year the 35-plus partners of Tree for All have surpassed 141 river miles of riparian restoration in the

Tualatin River Watershed. Collectively these public and private partnerships are managing more than

28,000 acres for watershed health. Preparations are in order to see the 10 millionth native plant go into

the ground in 2019.

Metro and CWS are working on over two dozen projects that protect water quality, restore native

habitat, maintain flood plain access and provide recreational opportunities. These projects help provide

the watershed resilience needed to address stressors such as climate change and growing urbanization.

CWS’ partnership with USFWS celebrated more major milestones at the Tualatin River National Wildlife

Refuge in Sherwood. Since we began planting together 10 years ago, CWS and USFWS have removed

invasive species and planted more than 300,000 native plants on about 350 acres initiating the

restoration of a key wildlife habitat corridor along the Tualatin River through the communities of Scholls,

King City, Tigard and Sherwood. This year we’re poised to double the acreage with the Chicken Creek

project, restoring another 300 acres at this urban refuge by leveraging significant financial investments

in partnership with USFWS, Ducks Unlimited and Willamette Water Supply. The year the team

completed a restoration design to realign Chicken Creek to its historic path and construction is

scheduled to begin this summer. The restoration investments by all the partners in this reach provide

important water quality benefits as well as critical connectivity of essential wetlands, streams and

bottomland forest providing habitat for over 200 species of migrating birds, winter steelhead and other

native fish and wildlife in a rapidly growing urban area.


Tualatin River Farm will see the next phase of its new native plant and restoration facilities. This new

facility will house Watershed Management Department restoration staff and continue to be focal point

for the Tree for All Program.

In partnership with the National Audubon Society and Bienestar, the Paseos Verdes (Watershed Health

Walks) expanded this year and included bilingual naturalist training and a series of weekend health

walks at Jackson Bottom Wetlands Preserve and Fernhill Wetlands for Beinestar families.

In partnership with the Tualatin Soil and Water Conservation District (TSWCD), National Resources

Conservation Service and Farm Service Agency, more than 80 farms have joined the agricultural

incentive program which includes riparian restoration, and more than a dozen Farm Bill incentives

programs that target watershed-friendly farming practices.

CWS partnered with TSWCD in urban areas for the first time to bring additional sources of funding to

projects and enhance our community outreach on sites like Glencoe Creek. Further, through

partnerships with groups like Friends of Trees, over 4,000 volunteers contributed 9,200 hours and

planted 37,000 plants along streams in the Tualatin River Watershed.

Working with Intel, USFWS, TSWCD, Joint Water Commission, USGS, Bonneville Environmental

Foundation, Clean Water Institute and Metro, restoration of the Wapato Lake National Wildlife Refuge

has begun. Design of water management infrastructure was completed and preparations are underway

for construction in 2020.

Watershed Moment published in the Clean Water Advocate. This article highlights the success of the

Tree For All Program.

Our watershed technology group developed tools for measuring canopy production on all our projects.

This clearly demonstrates the success of our native vegetation restoration.

Developed in partnership with Metro, TerraTrak is a web application for tracking vegetation

management activities. In FY 2018-19 we created an Application Programming Interface (API) that

allows CWS to pull data out of TerraTrak in real time and integrate that data with other internal data.

This allowed us to source site and project information directly from TerraTrak and eliminated redundant

data entry in a separate internal system. This approach creates paperless real-time data collection

system.

Summary

COMMITMENT TO SERVICE AND FINANCIAL SUSTAINABILITY

Clean Water Services’ ongoing commitment to service and financial sustainability is demonstrated by: • Advancing restoration of the ecological integrity of the Tualatin River Watershed, continuing to apply

principles of long-term environmental sustainability and improving the design, construction and operation of its facilities and programs.

• Providing high quality services at a reasonable cost to ratepayers, both now and in the future. • Producing environmental and economic outcomes that are superior to those achievable through the

application of individual state/federal laws, rules and regulations by adopting an integrated watershed-based approach.

• Continually seeking out and implementing innovative and cost-effective solutions.


EPILOGUE

Clean Water Services has long provided cost-effective and environmentally sensitive management of sanitary sewer and surface water management services for the Tualatin Watershed. The District’s ongoing vision and commitment to providing sustainable, high value water resource management services at a reasonable cost continues with this Budget. We thank the Board, our partners and most of all, our ratepayers for enabling this vital work.

Diane Taniguchi-Dennis Chief Executive Officer


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About Clean Water Services

HISTORY: DISTRICT FORMATION

Clean Water Services, formerly Unified Sewerage Agency of Washington County, was formed February 4, 1970, as a county service district under Oregon Revised Statutes Chapter 451. It was created by popular vote with the authority to implement sewerage improvements and programs and to provide for the financing of those improvements and programs. The formation of the District unified 26 wastewater treatment plants, consolidating their facilities and operations into one entity. The District began a multi-million dollar pollution control program based on the area-wide wastewater treatment Master Plan. The plan called for the elimination of all treatment plants on the tributaries of the Tualatin River and limited the construction or expansion of major treatment facilities to the Tualatin River. In July 1989, the Portland Metropolitan Area Local Government Boundary Commission authorized an expansion of the District’s authority to include storm and surface water management services. In this capacity, the District manages nonpoint source pollution, rainfall-related erosion and sedimentation, and rainfall run-off and flood control.


THE ORGANIZATION

The District is an independent municipal corporation closely allied with Washington County Government. Its Board of Directors consists of five persons serving as the elected Washington County Board of Commissioners. The Board of Directors appoints a 15-member advisory body, the Clean Water Services Advisory Commission (CWAC), to assist the District in its operations. This Commission advises the Board on programs and policies and works closely with the District’s Chief Executive Officer. Five representatives from the Commission along with the Board of Directors comprise the District’s 10-member Budget Committee, which reviews and approves the proposed budget before it goes to the Board of Directors for adoption. The Chief Executive Officer, who is appointed by the Board of Directors, is the District’s administrator.

REGULATORY HISTORY AND CURRENT OPERATING ENVIRONMENT

The most important requirements for Clean Water Services center on the discharge of highly treated wastewater effluent and stormwater runoff into the Tualatin River Basin. The United States Environmental Protection Agency (EPA) is empowered to develop and enforce regulatory standards for surface water resources throughout the United States. As part of its regulatory effort, the EPA established the National Pollutant Discharge Elimination System (NPDES) to control discharges of

effluent. At the state level, the Oregon Department of Environmental Quality (DEQ) acts on behalf of the EPA to administer and enforce EPA programs and state environmental programs and regulations.

On February 26, 2004, Clean Water Services was issued an integrated, municipal NPDES permit. This permit, the first in the nation, outlined the requirements for discharge of treated effluent and stormwater within its service boundary. On April 22, 2016, the District was issued a new permit with an effective date of June 1, 2016. Clean Water Services is in compliance with all of the terms of its NPDES permit.

DEQ has established Total Maximum Daily Loads (TMDLs) and waste load allocations for the Tualatin River. The requirements of the NPDES act as the implementation mechanism for the elements of the Tualatin TMDL directly related to the activities of Clean Water Services.

ECONOMIC AND DEMOGRAPHIC INFORMATION

The District’s service area encompasses most of the developed part of the Tualatin River watershed, an area of approximately 123 square miles. The service area includes more than 95% of Washington County’s population. Cities located within and served by the District are as follows: Banks, Beaverton, Cornelius, Durham, Forest Grove, Gaston, Hillsboro, King City, North Plains, Sherwood, Tigard, Tualatin, and a small portion of Lake Oswego. The District contracts services to portions of Multnomah County, Clackamas County, and the City of Portland.

The economy of the District's service area reflects the diversification of industry characteristic of the Portland metropolitan area. The county relies more heavily on the high tech industry than other counties in the metropolitan area, and is less dependent on the forest products industry than the state as a whole. Other major county economic clusters include sporting goods and apparel, manufacturing, agriculture and food processing.


Source: Bureau of Economic Analysis

The region’s population continues to grow at a modest pace. Although official population estimates are not available for special districts, Clean Water Services’ estimates the population of its service area at approximately 606,000, based on 2018 estimates. Population growth within the District’s service area has consistently outpaced population growth within the region over the past decade, and is predicted to continue growing with an estimate of 670,000 by the year 2025. Washington County per capita personal income continues to show signs of modest growth. Washington County’s per capita personal income has consistently outpaced state average and the unemployment rate remains among the lowest in the region.

Source: Portland State University Population Research Center

$25,000

$30,000

$35,000

$40,000

$45,000

$50,000

$55,000

$60,000

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Per Capita Personal Income

United States Oregon Washington County


Source: State of Oregon Employment Department

District Customers – Four Types

Clean Water Services provides services to four types of customers: cities served as wholesale customers, cities served as retail customers, industrial customers located both within cities and in unincorporated areas, and residential and commercial customers located in unincorporated areas.

WHOLESALE CITY CUSTOMERS

The District provides wholesale sewage transport and treatment to seven cities. These cities are Beaverton, Cornelius, Forest Grove, Hillsboro, Sherwood, Tigard, and Tualatin. The service charge for sanitary sewage service for wholesale city customers is based on Clean Water Services’ rate per equivalent dwelling unit (EDU) per month. Rate revenues from these wholesale customers represent about 54% of sanitary sewer service rate revenues.

RETAIL CITY CUSTOMERS

Clean Water Services provides retail service, sewage treatment, transmission and collection system maintenance to five cities. These cities are: Banks, Durham, Gaston, King City, and North Plains. Rate revenues from these retail customers represent about 1% of sanitary sewer service rate revenues. The District is responsible for billing retail city customers, and returns a franchise fee to retail city customers.

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

United States 9.3% 9.6% 8.9% 8.1% 7.4% 6.2% 5.3% 4.9% 4.4% 3.9%

Oregon 11.3% 10.6% 9.5% 8.8% 7.9% 6.8% 5.6% 4.8% 4.1% 4.0%

WashingtonCounty

9.5% 9.0% 7.7% 7.1% 6.3% 5.6% 4.7% 4.1% 3.5% 3.4%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

Unemployment Rates


INDUSTRIAL CUSTOMERS

The District currently bills and collects for sewer service to all industrial customers in its service area. Clean Water Services remits to each city an agreed upon percentage of the wastewater volume charge for industrial customers within that city. Rate revenues from these industrial customers represent about 10% of sanitary sewer service rate revenues.

CUSTOMERS IN UNINCORPORATED AREAS

The last category of customers includes residential and commercial customers in unincorporated areas. These customers are charged a fixed rate based upon the number of plumbing fixtures within the dwelling and a variable rate based upon the calculated average domestic water consumption during the “winter” period of November through April of each year. Rate revenue from these customers represent about 35% of sanitary sewer service rate revenues.

District Map


District Organizational Chart

Conveyance Engineering

Services DivisionRock Creek Facility

Forest Grove & Hillsboro

Facilities

Biosolids, Reuse &

Fernhill

Development Services &

Systems Planning

Division

Building & Facilities

Maintenance Division

Utility Operations &

Services Department

124 FTE

Administration

Field Operations

Division

Administration

Durham Facility Operations

Office of the CEO

Legal Services

Government & Public

Affairs

Pump Stations

Watershed Management

Department

23 FTE

Water Resource

Recovery Operations &

Services Department

136 FTE

Administration

Regulatory Affairs

Department

35 FTE

Administration


Advisory Commission

Chief Executive Officer

Business Services

Department

53 FTE

Human Resources

Finance & Accounting

Environmental Services

Laboratory

Services

Technical Plant

Services

Treatment Plant

Services

Business Strategy &

Performance

Management

Digital Solutions


Customers

Board of Directors

Risk & Benefits


District Vision, Mission and Values

VISION

Enhance the environment and quality of life in the Tualatin River Watershed through visionary and collaborative management of water resources in partnership with others.

MISSION

We provide cost-effective services and environmentally sensitive management of water resources for the Tualatin River watershed.

VALUES

We Value… • Our Employee Team as Clean Water Services' greatest and trusted resource and asset. • A Supportive, Collaborative Team-Based Work Environment utilizing timely communication and diverse backgrounds, skills and aspirations of all Clean Water Services employees. • Active Public Awareness and Involvement in Clean Water Services affairs and regional water resources issues. • Financially Sound, Fiscally Responsible Management maximizing value for Clean Water Services rate payers and investors. • Quality, Cost Effective Customer Service for Clean Water Services customers supported by friendly, service-oriented personnel. • Strong, Visionary and Principle-Based Leadership providing direction and purpose in the achievement of the Clean Water Services mission. • Timely, Efficient Decision-Making at the Appropriate Level of the Organization enabling Clean Water Services to act swiftly, responsibly, and effectively. • Up-to-Date, Scientific and Technical Information available to everyone. • Technical Excellence and Innovation in the management of Clean Water Services' water resource facilities. • Protection of the Public Health and Enhancement of the Environment through the development and delivery of Clean Water Services programs and services. • A Long Range, Comprehensive Basin-Wide Perspective on water resources issues, challenges and opportunities.


Business Planning

Five strategic initiatives focus and drive the District’s efforts to achieve its Vision, Mission and Values. These organization-wide goals set the overall direction for the District both for the short term and long term.

Clean Water Services Strategic Initiatives

ORGANIZATIONAL EXCELLENCE

CWS is a highly effective and transformative utility that maximizes the capabilities, talent and effectiveness of our employees and organization to provide services and products that deliver on the values of the region we serve.

INTEGRATED WATER RESOURCE MANAGEMENT

CWS optimizes and integrates the management of water resources for the benefit of the public and the environment by creating resilient watersheds in partnership with others.

INNOVATION AND RESOURCE RECOVERY

CWS provides services and products that deliver elegant water solutions for our region to recover resources and to optimize our operations through innovation that is shared globally with others.

CATALYZING TRANSFORMATIVE PARTNERSHIPS

CWS goes beyond organizational boundaries to create and sustain strategic partnerships in the region to accomplish more than any one organization can do alone.

CONTRIBUTE TO THE REGION’S ECONOMIC AND ENVIRONMENTAL VITALITY

CWS’ sound planning, investment, and stewardship in regional assets is essential to Washington County’s continued appeal as a place to invest, live, work, and play.

Goals and Objectives

Goals and objectives, performance measurement, and compensation strategies are integral to any well-run organization. At Clean Water Services, business planning establishes short and long- range goals and objectives.

Annually, each business unit (department or division) establishes objectives that support the strategic initiatives. These objectives are reviewed and approved by the management team to ensure that business units are focused on progressing toward District-wide priorities. After the objectives are finalized, each business unit (department or division) identifies accompanying measures and targets to track progress toward achieving and communicating the intent of the objective against expected performance levels. These specific measures and targets are developed as part of the Goal Sharing program, and may change as new objectives are identified or as more effective and efficient measurements are devised. Progress is measured throughout the fiscal year and reported on a quarterly basis.


PERFORMANCE MEASUREMENT The District’s Pay Delivery system for employees consists of two elements: performance based pay and goal sharing. This system has been extensively re-evaluated to refine and improve the overall programs in order to better connect employee compensation to measurable business results. These changes were implemented by the District Board in November of 2008. The pay-for-performance program is focused on the individual level, and is administered through the evaluation process with employees. This also improves the competitiveness of the District’s salary structure. No automatic pay increases are built into the system. The District’s goal sharing program has been very successful in promoting cost savings and service enhancements by encouraging both practical and innovative employee approaches and solutions to improve delivery of priority services to ratepayers. This goal sharing program is entering its twelfth year and provides a critical linkage between employees’ achievement of meeting targets, working together, and the related financial compensation. This will help to carry on the trend of continually increasing employee productivity. In addition to these performance measurement systems, the District tracks and reports on a wide array of other performance indicators for regulatory and operational purposes.


Financial Policies

Following are summaries of the District’s financial policies.

ACCOUNTING, AUDITING, AND FINANCIAL REPORTING

The District shall maintain its accounting records and report on its financial condition and results of operations in accordance with Generally Accepted Accounting Principles (GAAP), as promulgated by the Governmental Accounting Standards Board (GASB).

The District shall have an independent financial and compliance audit performed annually in accordance with generally accepted auditing standards and Oregon Revised Statutes.

The District shall publish an audited Comprehensive Annual Financial Report (CAFR) each year.

BUDGETING, FINANCIAL PLANNING, AND FORECASTING

The District shall balance budgeted resources with budgeted requirements within each fund to produce a balanced budget per Oregon Administrative Rules 150-294.388(1).

The District shall legally adopt its budget at the fund level with appropriations adopted in the categories of operating expenses, debt service, capital outlay, contingency and operating transfers for each fund, except the General Fund, which shall have appropriations adopted by major expenditure category. Appropriations shall lapse at the end of the fiscal year.

The District shall maintain a budgetary system to monitor and report on actual revenues and expenditures in comparison to budgeted amounts in order to ensure appropriate budgetary compliance.

The District shall include its goal share objectives, measures and targets as well as other measures of performance in its published annual budget.

The District shall appropriate a minimum contingency of 10 percent of total budgeted expenditures in the General Fund and 5 percent of total expenditures for all other District operating and construction funds, within each individual fund.

Strategic utility rate stabilization planning will be facilitated through sustainable budget contingency and carryover balance levels in the General Fund and the Surface Water Management Operating Fund. This approach will help promote reasonable and predictable future rate adjustments, supported by advance multi-year rate forecasting.

The District shall maintain reasonable resources for CIP and Capital Outlay, working capital, and prudent risk management.

The District shall annually prepare a multi-year financial forecast of major revenues, expenditures, and other financing sources and uses for the District.


CAPITAL IMPROVEMENT PROGRAM (CIP) AND BUDGET

The District will plan for capital improvements over a multi-year period of time. The Capital Improvement Program (CIP) will directly relate to the Master Plan, departmental operation plans, and other long-range plans.

The District shall annually prepare and update a multi-year capital improvement program (CIP) to identify and plan for anticipated capital projects and estimated costs and to identify estimated significant impacts on the operating budget.

The District will reasonably maintain its capital assets at a level sufficient to protect the District’s capital investment and to mitigate future maintenance and replacement costs. The budget will provide for adequate maintenance and orderly replacement of capital assets, as resources allow.

The District shall define as CIP capital assets any asset acquired, constructed, financed, modified or replaced by the District with a total cost of $50,000 or more and a useful life of 5 years or more, in accordance with GAAP. Expenditures between $5,000 and $50,000 that result in the creation of a capital asset or extend the useful life of an existing capital asset for at least five years shall be classified as capital outlay within the operating budget.

The District shall include CIP projects and their estimated costs within the operating budget for the period covered by the operating budget for approval by the District’s Budget Committee and adoption by the District’s Board.

DEBT MANAGEMENT

The District shall issue long-term debt in accordance with all applicable federal, state and local laws and regulations, as well as District resolutions and orders, for appropriate purposes.

The District shall adhere to full disclosure of financial and pertinent credit information as it relates to the District’s outstanding securities and comply with applicable continuing disclosure requirements.

The District shall strive to maintain credit ratings of A or higher to ensure that borrowing costs are minimized and the District’s access to credit is assured.

The District shall comply with all requirements associated with revenue bonds, including, but not limited to, debt service reserve requirements and debt service coverage ratios.

The District shall use a competitive bidding process in the sale of bonds unless the Board authorizes a negotiated sale process that is expected to produce more favorable results for the District.

INVESTMENTS

The District’s cash and investments shall be received, safeguarded, invested, and disbursed by the Washington County Treasurer on behalf of the District for District purposes, in accordance with Oregon Revised Statutes.

The District shall monitor the activities of the Washington County Treasurer regarding District cash and investments held by the County to ensure that liquidity and working capital needs are met and that investments are in compliance with Washington County’s investment policy.


REVENUE

The District shall maintain sanitary sewer and surface water management rates at levels that are deemed appropriate by the Board to finance costs associated with the following: regulatory requirements, needed program enhancements, maintenance of a competitive workforce, maintenance or replacement of capital assets, debt service related requirements, and to avoid or mitigate rate spikes in the future.

The District will follow an assertive policy of collecting revenues determined to be due to the District.


The Budget Process The District follows a budget process that is consistent with Oregon Local Budget Law requirements. These requirements are designed to accomplish two very important results:

Utilize standard procedures for preparing, presenting, and administering the budget;

Enhance citizen involvement in the budget process and public exposure to the budget before formal adoption.

The four phases of the budget process include:

REQUESTED

The initial in-house development of the structure, levels of appropriation, and revenue and expenditure estimates. New and revised program approaches are developed and reviewed by staff at this time.

These requests are then reviewed at the Department level and a recommendation sent to the District Leadership Team for collaborative review. All District managers participate in relevant portions of this review and discussions.

Operating and capital budgets are reviewed against previously developed evaluation criteria and District priorities. No budget increases were approved unless they were driven by growing demand for service that could not be met by operating more efficiently and reallocating resources from other programs.

PROPOSED

The Proposed Budget is prepared under the direction of the Budget Officer, using the results from the District's internal review process as outlined above, and presented to the Budget Committee in a public meeting.

APPROVED

In the public meeting, the Budget Committee receives the budget document and has the opportunity to amend and/or approve the budget as proposed. After the Budget Committee meeting, the budget is in the approved stage.

ADOPTED

In a public hearing, the Board of Directors calls for comments from interested parties on the budget and may make revisions in response to those comments. After the public hearing, the Board adopts the budget, formalizing the appropriations for the coming fiscal year.

An increase in appropriations outside of the above process requires a Supplemental Budget, which involves many of the same procedures for notification and public hearings as the adoption of the annual budget. Transfers from the contingency appropriations may be made with Board authorization.


BUDGET PROCESS CALENDAR

The budget process on the preceding page outlines the four phases of the process the District follows each year in putting together its annual budget. The budget process calendar on the following page identifies timing and opportunities for public input while moving toward the actual adoption of appropriations for the coming fiscal year.

ACCOUNTING STRUCTURE

The District reports costs in two separate enterprise funds for sanitary sewer and storm water operations. For financial reporting purposes, financial statements are presented on a full accrual basis of accounting. In this method, revenues are recorded when they are earned and expenses are recorded at the time liabilities are incurred regardless of the timing of related cash inflows and outflows. The District’s budget is prepared using the modified accrual basis of accounting. Under modified accrual basis of accounting, revenues are recognized as soon as they are both measureable and available. Measureable means the amount of the transaction can be determined and revenues are considered available when they are collected within the current period or expected to be collected soon enough thereafter to be used to pay liabilities of the current period. For this purpose, revenues are considered available if they are collected within 60 days of the end of the current fiscal period. For legal requirements set forth in Oregon Local Budget Law, the District is required to prepare and adopt a budget by individual funds. Accounting records are maintained on a governmental fund accounting basis, and the resolution authorizing appropriations is adopted by fund each year in the categories of personnel services, materials and services, debt service, capital outlay, contingency, and operating transfers for each fund. The District's budget and financial tracking systems are based on a hierarchy of accounts which start at the Fund level and continue down to specific Projects. Line items are simply the individual expenditure and revenue categories which are tracked during the year (e.g., Electricity, Salaries, Service Charges). For the Operating Funds, it looks like this:

Fund

Department/Division

Division/Program

Project (as needed) The other funds rely on Projects and Line Items to identify budget appropriations dedicated to specific purposes. The fund accounting structure table on page 65 shows the organization of the various funds within the Operating, Construction, Reserve, or Debt fund types. Each tab identifies the various budget components included in that section of the document. A listing of the general fund program codes and the chart of accounts are provided within this document.


Budget Process Calendar FY 2019-20 The outline below illustrates in general terms the process used to arrive at an Adopted Budget.

October through January

Individual program budgets developed using budget software program.

Draft Capital Improvement Program developed using an electronic database.

February and March

REQUESTED

Initial meetings with District staff and management to develop current fiscal year expenditures and review initial budget requests as prepared by Division and Department leaders.

Chief Financial Officer and staff develop revenue projections for upcoming fiscal year and conduct rate analysis based on anticipated fund balances and revenues.

April and May

PROPOSED

Proposed Budget prepared for publication.

Mid-April - Required public notice published in a newspaper of general circulation which announces when the Proposed Budget will be available for viewing, as well as the date and purpose of the Budget Committee meeting. The notice is also posted on the District’s website per ORS 294.426(5).

Proposed Budget document published.

APPROVED

Early May - Budget Committee meeting held for review and revision of Proposed Budget. Public comments received and addressed. When approved, the budget moves forward to the Board of Directors for adoption.

May and June

ADOPTED

Notice published in newspaper of general circulation that a public hearing will be held to review the budget. (Notice includes schedule of appropriations, meeting time, and place.)

Mid June - Board of Directors holds public hearing(s) before the beginning of the fiscal year (July 1) to receive public comment and adopt the budget. At this time, Board also adopts Resolution and Orders setting salaries, staffing levels, and rates and charges.


Budget Overview SUMMARY

Total District revenues are budgeted to increase by $3.7 million, or 2.1%. Total District expenditures, including operating and capital expenditures, debt service, and other fund outlays are budgeted to decrease by $31.5 million, or 11.9%, due primarily to decreases in the CIP and a reduced PERS pension liability payment. Combined beginning fund balances are estimated to decrease by just over $38.1 million, or 12.4%, largely as a result of capital project expenditures and a planned one-time payment of $15 million to fund a PERS side account in FY19. The District continues to be in excellent financial condition, as indicated by its credit ratings of AAA from Standard & Poor’s and Aa1 by Moody’s Investors Service.

REVENUE HIGHLIGHTS

The primary ongoing revenue drivers are service charges for sanitary sewer and surface water management (SWM), as well as System Development Charges (SDCs) for sanitary sewer and surface water. Together these revenue sources make up approximately 95.5% of estimated ongoing revenues for FY 2019-20. Service charges are projected to increase by $4.7 million or 3.3%, reflecting the effects of rate changes and growth. System Development Charges are projected to decrease by $0.2 million or 1.2% based on FY19 experience to date. Other sources of operating and non-operating revenue are interest earnings, grants, contributions, other assessments, and miscellaneous fees. These other sources of revenue make up approximately 4.5% of estimated revenues for FY 2019-20. These revenues are anticipated to decrease by $0.8 million or 8.8% in FY20.

EXPENDITURE HIGHLIGHTS

Total departmental expenditures are budgeted to increase by just over $3.2 million, or 4.4%. Expenditures for personnel services, materials and services, capital investment, debt service, and other fund level outlays are discussed in greater detail below.

PERSONNEL SERVICES (LABOR)

Total personnel services are budgeted to increase by $2.4 million, or 5.3%, from the FY 2018-19 adopted budget. The increase in personnel services is primarily due to the addition of 16 full-time equivalent (FTE) positions. The new positions are described in detail in the departmental summaries beginning on page 43.

MATERIALS AND SERVICES

Departmental materials and services are budgeted to increase by $0.8 million or 2.9%, compared to last year’s adopted budget. This increase is in-line with inflation.

CAPITAL INVESTMENT (CIP)

The District is budgeting an estimated $106.9 million in new sanitary sewer system improvements and $5.1 million in new surface water management system improvements in fiscal 2019-20. These investments are planned to increase system capacity, meet regulatory requirements for water quality, watershed health, and to prepare for current and future growth. All of the projects scheduled for implementation in this budget have been vetted against previously adopted sanitary and surface water management facilities/master plans.


DEBT SERVICE

Debt service is remaining flat in comparison to the fiscal 2019-20 budget.

OTHER FUND LEVEL OUTLAYS

This expenditure type includes utility bad debt expense, franchise fees, and other miscellaneous non-departmental outlays. This category is budgeted to decrease by $22.7 million as compared to the prior year due to what was previously anticipated to be a one-time $38 million payment in FY19 to establish a new side account with PERS. This side account would be utilized to cover the unfunded pension liability and to stabilize future PERS rate increases. The District plans to fund $15 million in FY 2018-19 and a second payment in FY20 of $15 million. Another $3.0 million in other fund level outlays relates to pass-through revenues to member cities.

FUND BALANCES

Beginning fund balances are anticipated to decrease by approximately $38.2 million or 12.4% over the current budget year primarily due to an anticipated increase in capital improvement projects spending and a planned $15 million one-time payment to a PERS side account.

BUDGET OVERVIEW – ALL FUNDS SUMMARY

The chart below shows the District’s all fund information at a summary level, which is presented on the following page in more detail.

$-

$50

$100

$150

$200

$250

$300

$350

FY17 Actual FY18 Actual FY19 Revised Budget FY20 Proposed Budget

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FY 2019-20 Budget Overview - All Funds Summary

Combined Beginning Fund Balances Total Operating & Nonoperating Revenues

Total Expenditures Ending Fund Balance & Contingency


FY 2017 FY 2018 FY 2019 FY 2020 % Change

Actual Actual Revised Budget Proposed From FY 19

SOURCES OF FUNDS Budget

Combined Beginning Fund Balance 274,809,823$ 297,815,181$ 308,571,600$ 270,405,800$ -12.4%

Operating Revenue

Service Charges 129,330,635$ 136,920,762$ 143,926,000$ 148,615,500$ 3.3%

Miscellaneous Fees 4,037,080 8,801,789 5,128,400 4,782,900 -6.7%

TBWSP Partner Reimbursement 104,060 - - - (1)

Non-Operating Revenue

System Development Charges 26,598,454$ 19,122,500$ 20,001,900$ 19,761,100$ -1.2%

Grants, Contributions, & Assessments 47,722 3,045 462,800 652,100 40.9%

Build America Bond (BABs) Subsidy 1,529,940 1,488,316 - 1,503,200

Interest Earnings 1,364,805 784,703 3,175,900 1,054,900 -66.8%

Total Operating & Non-Operating Revenues: 163,012,696$ 167,121,115$ 172,695,000$ 176,369,700$ 2.1%

Bond Sale Proceeds 1,666,804 - - -

TOTAL SOURCES 439,489,323$ 464,936,296$ 481,266,600$ 446,775,500$ (2) -7.2%

USES OF FUNDS

Departmental Expenses

Personnel Services 33,865,560$ 36,961,765$ 45,444,100$ 47,854,100$ 5.3%

Materials and Services 25,076,818 25,386,121 28,854,700 29,685,500 2.9%

Capital Outlay 324,855 422,729 - -

Total Departmental Expenditures 59,267,233$ 62,770,615$ 74,298,800$ 77,539,600$ 4.4%

Other Uses of Funds

Debt Service 26,122,401$ 22,003,646$ 22,001,400$ 22,011,900$ 0.0%

Construction (CIP) 55,389,228 57,932,094 124,057,300 112,022,800 -9.7%

Construction (CIP) TBWSP Partner Share 20,987 - - - (1)

Other Fund Level Outlays 874,292 524,454 43,517,000 20,770,500 -52.3%

Total Expenditures: 141,674,141$ 143,230,809$ 263,874,500$ 232,344,800$ -11.9%

Contingency -$ -$ 30,818,000$ 30,070,400$ -2.4%

Ending Fund Balance 297,815,182 321,705,487 186,574,100 184,360,300 -1.2%

TOTAL USES 439,489,323$ 464,936,296$ 481,266,600$ 446,775,500$ (2) -7.2%

TOTAL FTEs 338.00 351.00 355.00 371.00 4.5%

(1) TBWSP Partner reimbursement pass-throughs are budgeted in accordance with Oregon Budget Law

(2) Excludes transfers between funds, which have a zero net effect on Sources and Uses of Funds, but are budgeted in accordance with Oregon

Budget Law

FY 2019-20 BUDGET OVERVIEW - ALL FUNDS


Sources of District Funds

RECENT FISCAL TRENDS

Key sources of funds for the District include sanitary sewer revenues, surface water management service revenues, and system development charges. In developing financial plans, staff reviews the history of these key revenues to identify trends that might be useful in formulating assumptions for the current year budget and for financial forecasts over the next five years. Below are brief historical discussions of the key sources of funds, followed by a more detailed discussion of FY 2019-20 sources of District funds. In most cases, the comparative data used is as of FY 2017-18 as audited, with the exception of FY 2018-19 information, which is estimated.

SERVICE REVENUE

The sanitary sewer revenues, which represent service charges assessed of wholesale and retail customers, represent the single largest source of operating revenues for the District. In FY 2018, they amounted to $122.6 million. The surface water management (SWM) revenues, which represent a flat fee assessed on any District customer who uses or discharges stormwater to the public storm and surface water systems, amounted to just under $14.65 million in FY 2018.

The District increased sanitary sewer rates by 3.0% every year from FY 2015 through FY 2019 while SWM rates remained constant at $4.00/month/ESU through FY 2009 with an increase of 25 cents per ESU in FY 2010 and 50 cents per ESU each year from FY 2013 through FY 2019. A 3.0% sanitary sewer and a 5.7% (50 cent) SWM rate increase are budgeted for FY 2019-20. Population and economic trends are also used in estimating future revenues. Sanitary sewer revenues are largely affected by land and housing development stemming from population growth. As shown in the following

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FY 2015 FY 2016 FY 2017 FY 2018 Est. FY 2019

Sanitary SewerRevenue

$107.50 $111.57 $115.95 $122.59 $127.11

SWM Revenue $11.85 $12.66 $13.75 $14.65 $15.39

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table, the county’s population has increased by approximately 15% since 2010, and state economists expect that trend to continue in Washington County over the next 10 years.

The largest threat to sanitary sewer revenues would be a slowdown in the region’s economy and subsequent residential housing occupancy. The last economic slowdown did not significantly impact service revenues received from existing residences. Population growth and retainage remain strong in Washington County. As more data becomes available, the District will monitor revenues and adjust projected expenses accordingly. Over a longer term, reserve funds could be used to maintain service levels as needed and beyond that, programs would be evaluated for efficacy based on the changes in demand as well. As the chart below indicates, the ten largest ratepayers comprise only 12.79% of the District’s FY 2018 rate income. This indicates that the business risk of any single customer having a significant direct impact on revenue projections is relatively small.

Year

Population

(estimated)

Personal

Income

(in thousands)

Per Capita

Income

Unemployment

Rate

2019 606,280 n/a n/a n/a

2018 595,860 33,765,596$ 57,331$ 3.4%

2017 583,595 32,076,558$ 55,044$ 3.5%

2016 570,510 30,840,797$ 53,878$ 4.1%

2015 560,465 28,387,146$ 50,542$ 4.7%

2014 550,990 25,919,173$ 46,735$ 5.6%

2013 542,845 25,737,117$ 47,026$ 6.3%

2012 536,370 23,973,949$ 44,436$ 7.1%

2011 532,620 22,026,683$ 41,438$ 7.7%

2010 527,140 21,609,808$ 41,185$ 9.0%

Last Ten Years

Demographic Statistics

Washington County, Oregon

Customer Amount %

Intel Corporation - Ronler Acres 8,763,284$ 7.15%

Intel Corporation - Aloha Campus 2,263,826 1.85%

Jireh Semiconductor, Inc. 1,135,364 0.93%

Resers Fine Foods - Jenkins Road 741,306 0.60%

Pacific Foods of Oregon 707,449 0.58%

Maxim Integrated Products 681,783 0.56%

Providence Health Systems - St. Vincent 445,083 0.36%

Heritage Village Mobile Home Park 354,524 0.29%

Hillsboro Landfil l , Inc. 317,188 0.26%

SolarWorld Industries of America Inc. 268,204 0.22%

SUBTOTAL (10 largest ratepayers) 15,678,011 12.79%

Balance from other customers 106,909,030 87.21%

Grand Total 122,587,041$ 100.00%

Fiscal Year 2018

Ten Largest Individual Ratepayers


SYSTEM DEVELOPMENT CHARGES (SDCS)

The second largest source of revenue is SDCs, one-time assessments charged when customers connect to the District’s system. These revenues totaled just over $19.1 million in FY 2018.

As evidenced by large swings from one year to the next, SDC revenues are not very predictable and can be influenced by a few major developments, particularly development by large multi-family, commercial or industrial customers.

FY 2019-20 SOURCES OF FUNDS

On a current year basis, resources for Clean Water Services to provide services and carry out other responsibilities are derived primarily from beginning fund balances and current operating and non-operating revenues. The beginning fund balance consists of estimated balances carried forward from previous fiscal years and the required bond reserve amounts. Current revenues are those earned during the fiscal year from the District’s operations, such as service charges, or received from other sources, such as SDC’s, interest earnings, various fees, and project reimbursements.

CURRENT REVENUES

Current revenues or resources the District earns during the year account for $176.4 million or about 40% of total resources expected in FY 2019-20. The principal sources of current revenues are sanitary sewer and surface water management (SWM) charges which are labeled Service Charges in the pie chart above. These two sources account for $148.6 million or 84.3% of the District’s total current revenues. The other major sources are system development charges (SDCs), grants, contributions and assessments, Build America Bond subsidy, and interest earnings.

$-

$10

$20

$30

$40

FY 2015 FY 2016 FY 2017 FY 2018 Est. FY 2019

SDCs $18.96 $20.71 $26.60 $19.12 $19.07

in m

illio

ns

Service Charges$148,615,500

33%

SDC's$19,761,100

5%

Misc Fees & Grants$5,435,000

1%

Build America Bond Subsidy

$1,503,200 0%

Interest Earnings$1,054,900

0%

Operating Fund Balances

$169,725,200 38%

Construction Fund Balances

$44,827,600 10%

Reserve Fund Balances

$33,991,300 8%

Debt Svc Fund Balances$21,861,700

5%


SERVICE CHARGES

Based on trend analysis and anticipated rate changes, sanitary sewer service charges are estimated at $132.2 million and SWM charges are estimated at $16.4 million. Rate increases of 3% in sanitary sewer and $0.50 in SWM are built into the revenue estimates along with a modest growth factor of 1%.

SYSTEM DEVELOPMENT CHARGES (SDCS)

The second largest source of current revenues, SDCs, amount to just over $19.7 million or 11.2% of total current revenues. District customers are assessed this one-time system development charge upon connection to the sanitary sewer system. The sanitary sewer SDC is designed to recognize the cost of growth and consists of an improvements assessment for the share of costs related to new capacity and performance improvements, as well as an assessment to share cost burdens with existing customers for collection and treatment systems already built. The District completed an update of the SDC rate study during 2009 and plans to work on updating the rate during fiscal 2020. This budget reflects an increase in the sanitary sewer SDC to $5,800 for FY 2019-20, which is a $150 increase from FY 2018-19. This increase reflects the use of the District’s current methodology and increasing the rate by the ENR construction cost index. The surface water management SDC is a one-time charge designed to recover the cost of surface water management improvements. This budget reflects an increase in the SWM SDC to $560 for FY 2019-20, which is a $15 increase from FY 2018-19. As with the sanitary sewer SDC, this increase reflects the use of the District’s current methodology and increasing the rate by the ENR construction cost index. Revenues from both SDCs are dedicated to capital projects and payment of bonded debt service, per Oregon Revised Statutes (ORS 223.302).

MISCELLANEOUS FEES, GRANTS, AND OTHER REVENUES

The remaining current revenues are comprised of grants, contributions and assessments, Build America Bond subsidy, interest earnings, and miscellaneous fees accounting for approximately $8.0 million or 4.5% of total current revenues.

COMBINED BEGINNING FUND BALANCES

The beginning fund balances for all funds combined consist of unused revenues carried forward from prior fiscal years. In FY 2019-20, these combined balances account for just over $270.4 million, or 60.5% of the total $446.8 million in budgeted District resources. Approximately $11.0 million of this fund balance is held in reserve pursuant to debt service requirements, just under $19.9 million is held in reserve in SDC capital reserve funds, and the remaining $239.5 million is working capital.


Uses of District Funds

RECENT FISCAL TRENDS

Due to substantial infrastructure needs, capital improvements remain one of the District’s largest expenditures. In developing financial plans, staff reviews historical spending trends and anticipated capital needs in the Capital Improvement Program to formulate assumptions for the current year budget and financial forecasts over the next five years. Below are brief historical discussions of key expenditure categories, followed by more detailed discussions of FY 2019-20 uses of District funds.

CAPITAL EXPENDITURES

Clean Water Services allocates a large portion of its budget to capital improvements that are needed to meet water quality standards as well as to satisfy the sanitary sewer and surface water management needs of a growing customer base. Also included within capital expenditures is the routine replacement of vehicles, heavy equipment, information systems, and wastewater treatment and conveyance equipment. For FY 2018, the total comprised about $57.9 million or 40.4% of total current expenditures.

OPERATING EXPENSE

Another significant expenditure type for Clean Water Services in FY 2019-20 is operating expense, which represented $62.77 million, or 43.8% of total current expenditures, in FY 2018. The biggest portion of operating expense is for personnel services, including salaries and fringe benefits.

$0

$20

$40

$60

$80

$100

$120

FY 2015 FY 2016 FY 2017 FY 2018 Est. FY 2019

Capital Expenditures $45.55 $41.05 $55.40 $57.90 $112.30

in m

illio

ns

$0

$20

$40

$60

$80

FY 2015 FY 2016 FY 2017 FY 2018 Est. FY 2019

Operating Expenses $54.15 $56.66 $59.32 $62.77 $66.90

in m

illio

ns


Over the five year period from FY 2015 through FY 2019, operating expense has grown an average of 5% annually. The biggest drivers of cost increases have been rising utility and chemical costs, along with the increasing cost of wages and benefits for personnel. During this timeframe, the District added 35 FTE which contributed to the increasing personnel costs.

COMBINED ENDING FUND BALANCES

The ending fund balance for all funds combined includes unrestricted operating cash reserves for sanitary sewer and stormwater operations, capital construction reserves, pension liability reserves, self-insurance reserves, and restricted reserves for debt service and sanitary sewer and stormwater SDC’s for capacity enhancing improvements to the systems. The unrestricted operating cash reserves are used by the District to finance future capital improvements, maintain existing systems, and provide reserves for working capital needs. The restricted reserves can only be used to fund capital construction or debt service payments. These funds are not available to meet daily operating cash needs.

FY 2015 FY 2016 FY 2017 FY 2018

FY 2019

Estimated

Sanitary Operating 99,092,379$ 124,194,296$ 146,164,594$ 171,041,804$ 155,277,300$

SWM Operating 6,369,030 9,141,136 10,917,943 13,122,178 14,447,900

Sanitary Construction 55,836,311 64,009,716 63,059,064 72,209,210 37,831,200

SWM Construction 4,607,416 4,565,726 6,415,913 8,053,446 6,996,400

Debt Service 24,151,708 23,473,016 21,926,328 21,704,324 21,861,700

Insurance Liability 5,352,222 5,616,235 5,515,774 5,442,558 5,142,600

Capital Reserve 48,346,867 43,809,698 40,087,350 22,795,567 19,862,500

Capital Replacement - - 3,728,216 7,333,401 8,986,200

TOTAL 243,755,933$ 274,809,823$ 297,815,182$ 321,702,488$ 270,405,800$

$-

$50,000,000

$100,000,000

$150,000,000

$200,000,000

$250,000,000

$300,000,000

$350,000,000

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019Estimated

Combined Ending Fund Balances


FY 2019-20 USES OF FUNDS

Clean Water Services uses resources to provide sanitary sewer and surface water management services to its customers. Ending fund balances are resources that are not spent during the year but are carried over to subsequent years.

CURRENT EXPENDITURES

Current expenditures are funds that are budgeted for the 2020 fiscal year. This includes, among others, payments to construction contractors, wages and benefits to employees and principal and interest on borrowed monies. Current expenditures estimated for FY 2019-20 amount to approximately $232.3 million. The major categories of current expenditures are described below.

CAPITAL OUTLAY AND PROJECTS

One of the largest expenditures are for capital projects which amounts to $112 million or 48.2% of all current expenditures. In prior years, capital outlay was budgeted with the departmental operating budgets. Effective FY 2018-19, capital outlay is budgeted as a project within the CIP. Clean Water Services allocates a large portion of its budget to capital improvements needed to meet water quality and quantity standards as well as to satisfy the sanitary sewer and surface water management needs of a growing customer base. Brief descriptions of major capital projects are presented in the Capital Projects Overview section of this document, and the index listing all projects is included in the appendix.

DEBT SERVICE

Debt service for construction of the District’s facilities and other capital improvements as well as pension obligations are expected to amount to $22.0 million in FY 2019-20, or 9.5% of total current expenditures. Debt service represents the repayment of principal and interest costs on bonds issued to finance construction projects and other major capital assets. Borrowing allows the District to spread the costs of a capital project over the life of the asset and thereby avoid sharp increases in rates.

PERSONNEL SERVICES

The District expects to spend $47.8 million in FY 2019-20 on salaries and associated fringe benefits for its employees. Total personnel services costs represent about 20.6% of total current expenditures. The net number of full-time equivalent positions (FTE) is increasing by 16 FTE from the fiscal 2019 budget of 355 FTE to a total of 371 FTE. The following graph indicates the staffing trends over the last five years.

Capital Construction$112,022,800

25%

Operating Expenses

$77,539,600 17%

Debt Service$22,011,900

5%

Other Fund Level Outlays$20,770,500

5%

Contingency$30,070,400

7%

Operating Fund Balances

$98,558,100 22%

Construction Fund Balances

$32,242,300 7%

Reserve Fund Balances

$34,668,000 8%

Debt Service Fund Balances

$18,891,900 4%



The District expects to spend $29.7 million on departmental materials and services in FY 2019-20. This represents approximately 12.8% of total current expenditures. The single largest cost in this category is for chemicals which account for about $4.1 million or 13.9% of total materials and services. The second largest materials and services cost is contracted services at just under $4.1 million followed by other governmental services cost of approximately $3.8 million.

COMBINED ENDING FUND BALANCES AND CONTINGENCIES

At the close of the fiscal year, funds remaining comprise the ending fund balance. The ending fund balances are estimated for FY 2019-20 at just over $214.4 million, including $30.1 million that the District will set aside in fiscal 2019-20 for operating contingency in the event of significant unexpected or unforeseen costs. The unappropriated ending fund balance includes restricted funds of approximately $7.6 million for future debt principal and interest payments and $25.1 million for Sanitary Sewer & SWM system development charges (SDC’s) restricted for use on capacity enhancing projects . The remaining $181.7 million includes six months operating reserves ($80.9 million), risk loss reserves for seismic events ($10 million), pension liability reserves and future capital investments including water supply needs at Scoggins Dam. Clean Water Services maintains minimum contingencies at 5 to 10 percent of total budget appropriations for this purpose, depending on fund type. The remaining portion of the ending fund balance consists of the same reserves, working capital, and remaining unrestricted funds that comprise the beginning fund balance. Su

114.00 113.00 118.00 120.00 124.00

117.00 122.00 127.00 129.00 136.00

49.55 50.00 51.00 50.00 53.00 16.00 20.00 21.00 21.00 23.00 33.00 33.00 34.00 35.00 35.00

-

50

100

150

200

250

300

350

400

FY 2016Actual

FY 2017Actual

FY 2018Actual

FY 2019Budget

FY 2020Proposed

Districtwide FTE Counts FY 2016 - FY 2020

Utility Operations & Services Water Resource Recovery Business Services Watershed Management Regulatory Affairs

329.55 338.00 351.00 355.00371.00


DEPARTMENTAL SUMMARIES

Departmental expenses for the District are comprised of costs from five different departments. In total, departmental expenditures for FY 2019-20 are expected to increase by 4.4%. A detailed summary of positions by department and program is available on page 47. Summaries of these costs as well as any significant changes within departments are detailed below.

BUSINESS SERVICES DEPARTMENT

The Business Services Department (BSD) is comprised of the administrative programs that support District operations and services provided to customers. This budget includes 2 positions transferred from the Regulatory Affairs Department to the new Digital Solutions Division because of that staff’s ability to identify and facilitate the connection of Operational Technology and data (OT) to the Information Systems and Technology already in place. This will bring increased focus to development of analytics and enhance the overall effectiveness of the District’s work. Digital Solutions transferred out 1 Information Systems Manager FTE to the Utility Operations & Services Department to manage the new Administrative Facilities Management Division. These transfers result in a net add of 1 FTE in Digital Solutions. The 2 new FTE proposed in BSD include an Accounting Specialist in the Finance & Accounting program and a limited duration Public Involvement Coordinator in the Government & Public Affairs program. The Accounting Specialist would provide necessary back-up to key areas within the program such as fixed asset reporting, purchasing, and general ledger reconciliations. The proposed Public Involvement Coordinator would focus on supporting the water supply project as the National Environmental Policy Act (NEPA) process begins in 2020.

REGULATORY AFFAIRS DEPARTMENT

The Regulatory Affairs Department (RAD) provides technical support to other District divisions and departments in the form of research and data analysis regarding ambient water quality, updates of the Tualatin TMDL,

Business Services

$14,706,100 19%

Regulatory Affairs

$7,466,000 9%

Watershed Management

$6,155,200 8%

Utility Operations & Services

$18,475,600 24%

Water Resource Recovery Operations

& Services$30,736,700

40%


compliance and monitoring, and development of state and federal regulations. RAD also coordinates annual reporting and renewals for NPDES and Clean Air Act permits, implementation of environmental management systems, and regulatory compliance. The District’s industrial pretreatment and stormwater programs are located within RAD. The Laboratory Services Division provides laboratory services for the entire District. In fiscal 2020 the Regulatory Affairs Department budget includes the reduction of 2 FTE which transferred into BSD’s Digital Solutions program. Proposed in the fiscal 2020 budget are the additions of a Laboratory Specialist and an Environmental Services Supervisor.

WATERSHED MANAGEMENT DEPARTMENT

The Watershed Management Department (WMD) provides leadership in water supply management, flow restoration, riparian restoration with key partners (e.g. Metro, THPRD, USFWS, and SWCD) and ecological data management. The department also assists with storm and wastewater management related activities led by other departments. The mission of the department is to build and strengthen innovative and resilient partnerships to enhance the benefits that natural resources provide to the community. In FY 19-20 the Watershed Management Department is proposing the addition of a Water Resource Analyst position to focus on sub-basin assessments needed for data-driven decision support and effective integrated planning. The Analyst will also provide capacity for innovation in emerging visualization technologies. A Project Manager 1 position was added during FY19 to support Tree for All efforts.

UTILITY OPERATIONS AND SERVICES DEPARTMENT

The Utility Operations and Services Department (UOSD) is responsible for management of the wholesale and retail utility operations and services of the District including private development permitting, design, construction oversight, and the operations and maintenance of the surface water and sanitary conveyance and collection systems. The Department includes the Administration program and four divisions - the Conveyance Engineering Services Division, the Development Services and Systems Planning Division, the Field Operations Division, and the Administrative Facilities Management Division.

Change from

FY 2017 FY 2018 FY 2019 FY 2020 FY 19

Expenditure Summary ACTUAL ACTUAL REVISED BUDGET PROPOSED Budget


Personnel Services 4,107,363$ 4,563,421$ 5,222,300$ 5,172,900$

Materials & Services 1,474,418$ 1,611,295$ 2,415,800$ 2,293,100$

Capital Outlay 89,044$ 205,675$ -$ -$

TOTAL DEPARTMENTAL BUDGET 5,670,825$ 6,380,391$ 7,638,100$ 7,466,000$ -2.3%

FTE's 33.00 34.00 35.00 35.00


The FY20 budget for this department reflects the addition of four positions. A Water Resources Program Manager was added during FY19 to provide programmatic and strategic planning, oversight and technical leadership for the development of sub-basin specific stormwater management strategies as part of an integrated plan for the Tualatin Watershed. A Field Construction/Maintenance Technician position is being proposed as an addition to the SWM Surface Facility Maintenance Program in the Field Operations Division to provide additional resources to maintain the increasing number of stormwater facilities. A GIS Specialist position is requested for the Development Services and Systems Planning Division to improve the District’s ability to use and perform complex analyses of GIS data. The Building & Facilities Services Manager in the Administrative Program coordinates and manages short and long term strategic building transitions and improvements and oversees the daily functions, operations, planning, maintenance and repairs of assigned District buildings. The position is a reclassification and transfer of an Information Systems Manager position formerly located in the Business Services Department and reflects a reorganization to place Administrative Facilities Management under the Utility Operations and Services Department.

WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENT

The Water Resource Recovery Operations & Services Department (WRROSD) provides operation, maintenance, and engineering for the District’s four wastewater treatment plants and 42 pump stations. Over 70 million gallons of wastewater per day, on average, are pumped and treated to some of the highest standards in the nation. The water is then returned to the environment in the Tualatin River or reused for irrigation on golf courses, parks, and sports fields or to augment flow to wetlands. Solids removed from the wastewater are processed and used as soil amendments on farm land and nutrients are recovered and sold as a premium fertilizer. Digester gas produced in processing the solids fuels cogeneration systems that offset approximately 39% of the electrical energy and 70% of the natural gas energy used by the facilities

The department has been reorganized this year around the five operating programs that deliver on the core functions of conveying and treating wastewater: Durham; Rock Creek; Hillsboro/Forest Grove; Pump Stations; and Biosolids, Reuse, and Fernhill. In support of the operating groups there are three support programs: Treatment Plant Services, Technical Plant Services, and Administration/Business Opportunities. The FY 2019-20 budget reflects the addition of 7 FTEs in WRROSD to support the reorganization and to accommodate growth in scope and complexity of services performed.

1. Durham is adding a Superintendent 2 to unify management of all treatment plant operations,

mechanical maintenance, and electrical & instrumentation maintenance under one person. This FTE is budgeted in WRRD’s Administration program.

2. Rock Creek is adding an Operations Analyst 2 position for treatment plant process control to backfill for transferring its Operations Analyst to the Technology Development & Research group to provide it enhanced capabilities to evaluate and implement optimization opportunities.

3. Hillsboro/Forest Grove is adding a Wastewater Plant Operator 2 position to provide a relief position to ensure minimum staffing levels without exclusively relying on the use of overtime.


4. Pump Stations is adding a Plant Maintenance Technician 2 position to fully staff the east side pump crew with full-time staff versus relying on staff augmentation via temporary employees.

5. Technical Support Services is adding an Engineering Technician 3 position in the Asset Management program to provide computer aided design and drafting (CADD) support for producing and maintaining critical, reference as-built drawings.

6. Technical Support Services is adding a Principal Engineer – I&C position in the Control Systems program to manage all aspects of design, maintenance, and programming for the Automation group.

7. Treatment Plant Services is adding a Construction Coordinator position to support the projected increase in construction at the Hillsboro and Forest Grove treatment plants.

Change from

FY 2017 FY 2018 FY 2019 FY 2020 FY 19

Expenditure Summary ACTUAL ACTUAL REVISED BUDGET PROPOSED Budget


Personnel Services 11,487,734$ 12,442,702$ 15,787,300$ 17,050,800$

Materials & Services 13,153,247$ 13,196,817$ 13,238,300$ 13,685,900$

Capital Outlay 49,295$ 75,066$ -$ -$

24,690,276$ 25,714,585$ 29,025,600$ 30,736,700$ 5.9%

FTE's 122.00 127.00 129.00 136.00


DISTRICT SUMMARY OF POSITIONS

FY 2020

PERSONNEL

SERVICES

Business Services DepartmentOffice of the CEO - 8101 5.00 5.00 5.00 4.00 768,700$

Legal Services - 8102 3.00 3.00 3.00 3.00 637,500

Government & Public Affairs - 8110 7.00 7.00 7.00 8.00 1,312,600

Human Resources - 8501 4.00 5.00 5.00 5.00 742,300

Digital Solutions - 8305 14.00 14.00 13.00 14.00 2,558,400

Business Strategy & Performance Systems - 8500 2.00 2.00 2.00 2.00 508,600

Finance & Accounting Services - 8504 11.00 13.00 13.00 15.00 1,926,200

Risk & Benefits - 8502 2.00 2.00 2.00 2.00 346,200

Fleet & Purchasing - 8503 & 8111 2.00 0.00 0.00 0.00 -

50.00 51.00 50.00 53.00 8,800,500$

Regulatory Affairs DepartmentAdministration - 8210 9.00 9.00 11.00 9.00 1,785,900$

Environmental Services - 8212 7.00 8.00 7.00 8.00 1,087,800

Laboratory Services Division - 8232 17.00 17.00 17.00 18.00 2,299,200

33.00 34.00 35.00 35.00 5,172,900$

Watershed Management DepartmentAdministration - 8233 2.25 2.25 2.25 2.25 457,900$

Operations - 8234 17.75 18.75 18.75 20.75 2,444,800

20.00 21.00 21.00 23.00 2,902,700$

Utility Operations & Services DepartmentAdministration - 8201 4.00 4.00 4.00 5.00 1,133,200$

Conveyance Capital Projects Administration - 8224 16.00 17.00 18.00 18.00 1,451,800

Engineering Development Related Services - 8225 18.00 19.00 20.00 22.00 2,887,400

Engineering Service Delivery Planning - 8226 4.00 4.00 4.00 4.00 548,500

Field Ops Administration - 8370 3.00 4.00 5.00 5.00 651,700

Field Ops Systems Repair - 8371 13.00 14.00 14.00 14.00 1,003,100

Field Ops Systems Maintenance - 8373 15.00 15.00 15.00 15.00 1,695,700

Field Ops TV/Flow Monitoring - 8375 13.00 14.00 14.00 14.00 1,570,900

Local Repair & Construction - 8380 11.00 11.00 11.00 11.00 1,199,300

SWM Facility Maintenance - 8383 16.00 16.00 15.00 16.00 1,785,600

113.00 118.00 120.00 124.00 13,927,200$

Water Resource Recovery Operations & Services DepartmentAdministration - 8301 11.00 12.00 12.00 12.00 1,875,300$

Biosolids/Reuse/Fernhill - 8331 1.00 1.00 3.00 2.00 318,600

TPS Engineering - 8211 12.00 13.00 13.00 13.00 530,500

Pump Stations - 8343 6.00 7.00 5.00 8.00 1,053,900

Asset Management - 8362 7.00 7.00 5.00 9.00 1,273,600

Control Systems - 8353 5.00 5.00 6.00 7.00 1,148,000

Technology Development & Research - 8316 3.00 3.00 3.00 4.00 751,600

Durham Operations - 8311 16.50 16.50 16.50 16.00 1,960,100

Durham Mechanical Maintenance - 8361 10.50 10.50 10.50 11.50 1,445,100

Durham E&I Maintenance - 8351 8.50 8.50 9.50 8.50 965,500

Rock Creek Operations - 8312 16.50 16.50 16.50 16.00 1,917,600

Rock Creek Mechanical Maintenance - 8344 10.50 10.50 10.50 9.50 1,224,700

Rock Creek E&I Maintenance - 8352 9.50 10.50 9.50 8.50 1,100,400

Hillsboro Operations & Maintenance - 8314 2.50 2.50 4.50 5.00 664,700

Forest Grove Operations & Maintenance - 8315 2.50 3.50 4.50 6.00 821,200

122.00 127.00 129.00 136.00 17,050,800$

Total District FTE's and Salary 338.00 351.00 355.00 371.00 47,854,100$

FY 2020

PROPOSED

FY 2017

ACTUAL

FY 2018

ACTUAL

FY 2019

BUDGET


Debt Service Requirements

The District has a policy of utilizing cash, system development charges, and long term debt as tools to manage the funding requirements of its infrastructure investment strategy. As of June 30, 2019 the District’s long term indebtedness consists of the following:

The District’s legal debt limitation, as defined by Oregon Revised Statutes 451.545, shall not exceed 13 percent of the true cash value of all property by law assessable for state and county purposes within the Agency's boundaries. The limitation applies to the aggregate of all outstanding General Obligation Bonds. The District does not have any general obligation debt and hence has not incurred any such debt under the $13.915 billion debt margin allowed by state law. The table below illustrates the debt margin calculation for the past 5 years.

Clean Water Services is required by its bond documents to generate coverage of at least 120% of the annual debt service on its senior lien bonds and at least 110% on its second lien bonds. Senior lien coverage is calculated as the ratio of net revenues (as defined in the bond documents) to annual senior lien bond debt service. Second lien bond coverage is calculated as the ratio of net revenues, less the annual senior lien bond debt service, to the annual second lien bond debt service.

June 30, 2019Date of

Issue

Date of

Maturity Amount Issued

Principal

Outstanding Principal Interest

Serial Revenue Bonds

Senior Lien

2009A Bonds 3/25/2009 10/1/2028 58,755,000$ 3,290,000$ 3,290,000$ 82,250$

2010B Bonds 4/28/2010 10/1/2035 90,260,000 80,100,000 3,575,000 4,286,540

2011A Refunding 8/24/2011 10/1/2021 30,255,000 10,635,000 3,375,000 447,375

2011B Bonds 8/24/2011 10/1/2032 50,000,000 39,220,000 2,060,000 1,635,450

2016 Refunding 10/13/2016 10/1/2029 33,225,000 33,225,000 - 1,661,250

Total Serial Revenue Bonds 166,470,000 12,300,000 8,112,865

Special Purpose Revenue Bonds

Pension Bonds 5/27/2004 6/30/2028 15,990,000 12,015,000 870,000 728,914

Total Long Term Debt 178,485,000$ 13,170,000$ 8,841,779$

Debt Service Fiscal 2020

Fiscal Year General

Ended Real Market Legal Debt Obligation Debt

June 30 Value Limitation Indebtedness Margin

2019 $ 107,044,937,425 $ 13,915,841,865 $ - $ 13,915,841,865

2018 103,347,612,510 13,435,189,626 - 13,435,189,626

2017 93,028,764,748 12,093,739,417 - 12,093,739,417

2016 82,980,385,435 10,787,450,107 - 10,787,450,107

2015 77,171,791,099 10,032,332,843 - 10,032,332,843


*Excluding Pension Bonds not subject to covenants.

SCHEDULE OF FUTURE DEBT SERVICE REQUIREMENTS OF SEWER REVENUE BONDS

The table below illustrates the debt service requirements based on current outstanding debt.

2015 Actual 2016 Actual 2017 Actual 2018 Actual2019

Estimated

Net Revenues $91,026,296 $75,856,933 $89,904,882 $86,808,158 $96,076,300

Total Debt Service* $24,784,461 $24,780,511 $24,710,391 $20,529,807 $20,466,700

Sr Debt Svc Coverage 3.67 3.06 3.64 4.23 4.69

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

District Debt Service Coverage

3.67 3.643.064.23 4.69

Fiscal Year Principal Interest Total

2020 13,170,000 8,841,779 22,011,779

2021 13,555,000 8,183,106 21,738,106

2022 14,250,000 7,493,306 21,743,306

2023 11,065,000 6,872,926 17,937,926

2024 11,610,000 6,325,038 17,935,038

2025 12,215,000 5,729,365 17,944,365

2026 12,865,000 5,082,990 17,947,990

2027 13,545,000 4,402,062 17,947,062

2028 13,125,000 3,688,187 16,813,187

2029 10,605,000 3,054,887 13,659,887

2030 8,165,000 2,582,991 10,747,991

2031 8,480,000 2,164,233 10,644,233

2032 8,810,000 1,726,721 10,536,721

2033 9,150,000 1,269,726 10,419,726

2034 5,740,000 870,440 6,610,440

2035 5,955,000 531,227 6,486,227

2036 6,180,000 179,251 6,359,251

178,485,000$ 68,998,235$ 247,483,235$


PROJECTED BOND ISSUES

The number and size of new bond issues for the forecast period is driven by the level of projected capital spending and level of projected operating revenue. In order to responsibly maintain ending reserves and to keep rate increases modest, the District would need to issue debt in increments driven by increasing capital requirements. To date, the District has not issued debt for Surface Water Management projects. The current financial forecast indicates the need to issue approximately $100 million in bonds in FY 2022 and FY 2024 to help fund sanitary sewer capital projects. However, forecasted capital requirements could be impacted by increased development that will require the District to accelerate construction of infrastructure to meet system demands, and will be adjusted accordingly.

*Excluding Pension Bonds not subject to covenants.

2020Budget

2021Projected

2022Projected

2023Projected

2024Projected

Est. Net Revenues $89,382,400 $96,676,000 $99,995,900 $103,419,100 $106,980,300

Est. Debt Service* $20,413,000 $20,071,500 $23,751,300 $23,623,600 $31,046,800

Est. Debt Svc Coverage 4.38 4.82 4.21 4.38 3.45

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

Projected Debt Service Coverage

4.38 4.82 4.21 4.383.45


Capital Projects Summary The District annually develops a five-year Capital Improvement Program (CIP). New project requests and updates to the status of existing projects are developed by division and program managers each December and are presented for extensive review by the District’s Leadership Team in the first quarter of each calendar year. A preliminary five-year CIP is recommended as an outcome of this review. The CIP is then analyzed in the context of the ten-year financial plan and projected spending is matched with cash or debt funding, as appropriate. The first year of the CIP is the basis for the budget for the ensuing fiscal year with respect to capital improvements and related professional services. The CIP also has an impact on staffing and materials and services in the operating budget as discussed below. Further information regarding CIP projects can be found on the District’s website: www.cleanwaterservices.org.

PRIORITIZATION OF CAPITAL PROJECTS

Projects at the District are largely driven by the need to meet stringent regulatory requirements. Population growth, infrastructure age, and system capacity all impact the Districts ability to meet those requirements. While operating budget impacts are also considered, projects needed to meet regulatory requirements are prioritized. Operating budget impact is assessed secondarily as a part of the project-by-project review of the CIP each year. The District’s operations are large enough that the impact of any one capital improvement project on operating cost is relatively small. In total, however, the impacts can be significant enough to warrant additions to the operating budget. These additions are often partially offset by savings achieved through the use of new capital technology. In addition to considering direct operational budget impacts in project selection, the District also considers operational efficiencies and long-term viability of the system to meet growing capacity needs. Additions in wastewater treatment often arise from a need to increase capacity due to growth, or to replace aged or inadequate equipment. These additions can often impact energy and chemical costs. Collection system and rehabilitation projects tend to result in staffing additions rather than significant materials and services additions. Staffing changes for the collection system are integrated with the District’s Conveyance System Management Plan so as to ensure coordination with member cities for efficient provision of collection system maintenance throughout the service territory. Like sanitary collection and rehabilitation projects, Surface Water Management (SWM) capital projects do not tend to require significant additions to energy or chemical budgets, but can be labor-intensive and lead to added maintenance costs. Maintenance of the SWM system is a primary driver of staffing decisions in the Field Operations Division of the Conveyance Department budget.

SANITARY SEWER CIP

For sanitary sewer system projects, the major project types are Treatment, Collection, Pump Stations, Rehabilitation, and Support. The District also shares costs with cities and other partners for certain projects. Capital improvements summarized in the CIP do not include collection system projects wholly designed, managed, and maintained by member cities. The budget will typically show the gross project costs for District-managed projects as an appropriation with any shared cost proceeds received as resources.

http://www.cleanwaterservices.org/


MAJOR SANITARY SEWER PROJECTS

The chart below illustrates the different categories of projects and their corresponding projected costs for the next five years of the budgeted Sanitary CIP:

FISCAL YEAR 2019-20

Of the $106.9 million in the FY 2019-20 capital budget for sanitary sewer projects, $40.6 million, or 38% is estimated to be spent on the following five projects. A complete project listing is located in the Appendix.

Durham Phase 5B3 – Secondary Capacity Expansion - $12.7 million The secondary treatment process at Durham is near its design capacity due to growth in the service district and increased requirements for winter nitrification. A project to expand the secondary treatment capacity

Sanitary Sewer CIP FY 2020 - 2024

Budget

Project Type FY 20 FY 21 FY 22 FY 23 FY 24

Collection $27.9 $20.8 $13.0 $6.4 $8.1

Rehabilitation 2.8 2.7 2.5 1.7 0.7

Pump Stations 7.0 5.6 4.3 12.5 10.7

Treatment 46.5 49.2 38.0 35.4 26.4

Watershed Management 15.9 38.3 73.1 55.4 54.8

Support 6.8 5.2 8.3 8.5 5.0

Total $106.9 $121.7 $139.2 $119.9 $105.6

Projected

(in millions)

$-

$10

$20

$30

$40

$50

$60

$70

$80

$90

$100

$110

$120

$130

FY 20 FY 21 FY 22 FY 23 FY 24

mil

lio

ns


by 25 mgd has been designed and is in construction. This project adds a fifth secondary treatment process train. The project includes: an aeration basin and secondary clarifier; an underground gallery system expansion that includes necessary pumping systems, mixed liquor flow split, and process and aeration piping and utilities; a new electrical building; modifications to site piping to interconnect and upgrade the existing secondary treatment process; and associated site work and extension of the electrical and instrumentation systems. Long Range Water Supply Plan - $9.5 million Clean Water Services is collaborating with Bureau of Reclamation on a Joint Project to combine the necessary seismic modifications of Scoggins Dam with a dam raise for Clean Water Services future water supply needs. Scoggins Dam is owned by Reclamation. The existing dam does not meet Reclamation’s dam safety public protection guidelines and requires corrective action. Reclamation and Clean Water Services developed a coordinated project management plan for the Joint Project. Reclamation and CWS are developing feasibility level designs for 3 options (dam safety, dam raise and downstream dam). The expenditures are for preliminary designs and associated study and analyses of the dam raise and the downstream dam option. In the summer of 2017 and in the fall of 2018, geotechnical investigations (drilling) at the existing dam and downstream dam sites took place to investigate potential sub-surface features that may impact dam design. Core samples were also obtained during both drilling periods and are being tested to determine material properties and the suitability of the downstream location for a potential dam site. Samples are also being tested to evaluate the material for possible use as an aggregate source for roller compacted concrete at the downstream dam location. For FY2020, CWS will be continue collecting environmental information, concluding engineering feasibility design and completing a land acquisition plan. Upper Tualatin Interceptor - $8.9 million The Upper Tualatin Interceptor (UT) serves the cities of Tualatin, Tigard, King City, and Sherwood. The UT was constructed in 1980s and consists of approximately 15,000 linear feet of pipe ranging in diameter from 27 to 42 inches. In the 2008 Master Plan update and in the 2013 Model Calibration (and Capacity Analysis) performed the UT was identified to be capacity deficient during the five year sanitary sewer flow event at the projected 2025 development levels. The projected capacity deficiencies are attributed to the future growth within the West Sherwood, South Sherwood, River Terrace, King City, Tonquin, and Bull Mountain urban reserve (UR) and urban growth (UG) areas. In FY2017, an analysis of the future UG and UR flow inputs into the Upper Tualatin Interceptor (UT) was completed to determine the overall approach and timing required to meet the system demand. The goal of this study was to optimize the existing sanitary system capacity and minimize any required improvements. 12 alternatives were evaluated and one alterative was selected based on the evaluation of both financial and non-financial impacts from District staff from the Watershed, Conveyance, and Wastewater Treatment departments. In FY2018, design began with the award of the Progressive Design Build contract. In FY2019 the District completed the design and permitting process and began construction of Phase 2A and 2B in order to provide the capacity improvements required to support growth within the next five years. Phase A consisted of replacing the siphon crossing the Tualatin River at King City and approximately 1000 feet of gravity sewer on the south side of the river. Construction of Phase 2B consisting of the Cook Park Siphon crossing and 9000 feet of 60-inch gravity sewer will continue through FY2020. The associated vegetation enhancement/restoration will begin in late FY19 and continue through FY21.


North Hillsboro Pump Station - $4.9 million A new pump station and force main is needed to serve development in the North Hillsboro industrial area. The pump station is projected to have an initial capacity of 6.3 mgd and 5,100 lineal feet of 18-inch diameter force main. Project funding is for design, construction, and land acquisition for the pump station site. The pump station is scheduled to be constructed by fall of 2020. Rock Creek Engineering Offices Remodel & Addition - $4.6 million The existing Rock Creek Wastewater Treatment Facility Administration building was constructed in 1991 and has developed several significant issues with the building exterior insulation finish system (EIFS), HVAC system, fire sprinkler system piping, moisture intrusion at the windows, and parapet wall to roof membrane leaks. Continued repairs have been required to keep the HVAC systems operational and moisture intrusion at a minimum, but these items have clearly reached their useful life. Additional office and conference room space is also needed Design of building repairs and improvements are complete and include improvements to the building entry lobby, increased conference room and office floor plan utilization, energy efficiency, lighting improvements, and lobby area wastewater process treatment educational information. The identified financials include construction activities starting in FY 19 and being completed in FY 20.


MAJOR SURFACE WATER MANAGEMENT (SWM) PROJECTS

The SWM CIP is financed through transfers from the SWM Operating Fund and the SWM Capital Reserve Fund, the latter of which is funded with SWM system development charges. Some project costs in the Surface Water Management program are shared between the District and other agencies or are otherwise reduced by grant monies. The SWM CIP levels from FY 2020-24 as shown below reflect a prioritized project list based upon available funding. As rates steadily increase, the available fund balance will grow and the District will have the capacity to begin taking on more SWM projects, which are reflected in the Projected SWM Projects amounts.

FISCAL YEAR 2019-20

Of the $5.06 million in the capital budget for surface water management projects, $2.42 million, or almost 48%, will be spent on the following five projects. A complete project listing is located in the Appendix.

Pilot Stormwater Recharge Project - $550,000 In collaboration with the City of Beaverton, the District is investigating whether the use of an existing Aquifer Storage and Recovery (ASR) reservoir is a feasible Best Management Practice (BMP) for the capture and reuse of stormwater runoff. City of Beaverton has a 20 year old ASR well that they plan to use for reuse water to irrigate the South Cooper Mountain New Development Area. This is an opportunity to see if

Surface Water Management CIP FY 2020-2024

(in millions)

Budget

Project Type FY 20 FY 21 FY 22 FY 23 FY 24

Stormwater Management $4.54 $5.15 $3.18 $2.97 $3.09

Support 0.16 0.00 0.00 0.00 0.00

Watershed Management 0.36 0.27 0.16 0.14 0.14

Budgeted SWM Projects $5.06 $5.42 $3.34 $3.11 $3.23

Projected SWM Projects $1.50 $1.75 $2.25

Projected

$0

$1

$2

$3

$4

$5

$6

FY 20 FY 21 FY 22 FY 23 FY 24

Budgeted SWM Projects Projected SWM Projects


stormwater can be beneficially used for reuse water and/or stream augmentation in the Summer Creek basin. CWS was successful in the OWRD grant award with funding at 75% match (25% CWS/Beaverton) available for future years. Temporary infrastructure will be constructed near the Beaverton ASR site to perform pilot testing of the stormwater treatment system before it enters the well. Additional testing and analysis may occur in FY20 depending on the timing of the storms and when the pilot testing equipment is ready. Implementation of a full-scale system will occur in FY21-FY22 Abbey Creek West Tributary Reach A - $530,000 The project is part of an integrated strategy to protect the Western Tributary to Abbey Creek by combining upland facilities with riparian and stream improvements to provide broader ecological uplift than regional detention facilities would provide on their own. The Reach A portion of the project east of Kaiser Road focuses on construction of three terraced wetland cells where an existing irrigation pond is located. The project will utilize wood and porous rock to attenuate flows, creating shallow wetland cells. North Bethany Stormwater Projects - $500,000 This project is the programmatic placeholder for the North Bethany Storm Facilities to reflect budget impacts until actual projects are identified and commence. It represents construction of 1-2 regional storm water management approaches and acquisition of land and/or easements per year. Cedar Mill/North Johnson Planning- $445,000 Clean Water Services, Washington County, Tualatin Hills Park and Recreation District, the Tualatin Soil and Water Conservation District, the cities of Beaverton and Portland, and three local non-profit organizations have organized as the Tualatin Watershed Enhancement Collaborative (TWEC)/ Cedar Mill/ North Johnson Creek team. TWEC will implement the vision developed in the previous Oregon Solutions phase of efforts in this basin that documented frequent road flooding, stream encroachment, and construction within regulatory floodplains as significant issues. As one of the two lead entities in TWEC, CWS is supporting a systemic approach to finding ways to adapt to flooding through education, outreach, and technical assistance. CWS is also leading efforts to refine the effectiveness evaluation for capital projects and strategies for project funding. Butternut Creek Enhancement at Witzig Reservoir - $400,000 Butternut Creek from SW 198th Avenue to SW 209th Avenue is a single-thread, heavily incised creek with a wide disconnected floodplain dominated with reed canary grass. Centered in the half mile stream reach is an artificial impoundment that hinders wet weather flows and dry weather water quality. In partnership with Washington County for the 198th Avenue Improvement Project, the District has evaluated the existing corridor to identify and implement enhancement actions to the streams, wetland and riparian corridors. The project will increase corridor resilience and preserve a healthy natural area to withstand the pressures of hydro-modification caused by future urbanization of the watershed. The project includes community outreach and engagement to connect the neighborhood to the work of the District and connect people to nature and is in partnership with Washington County, City of Hillsboro, Hillsboro School District, stream side neighbors and multiple adjacent home owners associations. In FY19, Butternut Creek Enhancement conceptual planning will be completed and permits of entry obtained. The District will complete property acquisition, final design and begin construction in FY20. Construction will occur over the summer months in FY21 and FY22. Three RTC units will be installed in FY23 after the treatment facilities for the transportation project is complete. Plant establishment and stewardship is planned for 10 years, in FY23-FY32.


Financial Outlook The purpose of the long range financial plan at Clean Water Services is to identify financial trends, forecast future revenue-raising and spending, and identify strategies to mitigate negative trends and enhance the positive ones. The District has prepared a plan that supports the goal of continued financial health and flexibility. The plan provides background on recent financial trends, presents 10-year financial forecasts, and then defines several strategies that can be implemented to maintain the District’s financial strength. Clean Water Services has a history of sound finances evidenced by its strong credit ratings on its bonded indebtedness over the years and healthy unrestricted financial reserves. The District has more than 20 year history of managing the utility to be competitive with the best in both the private sector and other leading public wastewater and stormwater management agencies. This competitive approach coupled with small, predictable rate increases has led to healthy financial reserves to meet future requirements.

FUTURE STRATEGIES

To continue a successful track record into the future, the District has crafted financial strategies enabling response in a timely and effective manner to a variety of economic, operational, and regulatory changes. These strategies are presented below.

1. Keep Rate Increases Reasonable and Predictable Planning and implementing reasonable and predictable rate increases helps avoid negative ratepayer reaction, especially during uncertain economic times. Moreover, years without rate increases put added pressure on the District’s reserve and debt service coverage levels. To address both ratepayer and operational issues, the District has adopted a policy of reasonable rate increases on a regular basis, if not annually.

2. Maintain Adequate Capacity to Issue Debt

Borrowing is absolutely essential to finance the large capital investments that are necessary to meet regulatory requirements and growth in customer base. To ensure that the District has adequate fiscal capacity to issue debt, the District has made it a practice to maintain coverage ratios far above those set for debt service coverage.

3. Establish and Maintain Appropriate Financial Reserves

Financial reserves are needed to provide working capital, fund operating contingencies, finance future capital replacement, and cover risk management liabilities. In recent past, cash reserves have been sufficiently high to cover all these needs. Specific target amounts have been set for each reserve type so that the unrestricted ending fund balances are adequate to meet each of those needs.

4. Adopt Sound Financial Policies

Financial policies can provide a broad framework within which the District can make decisions in a financially sound and prudent manner. They should not be so specific that they otherwise constrain management flexibility or prevent efficiency gains. The District has established financial policies for the major areas of financial management. Those policies can be seen elsewhere in the budget document.


FINANCIAL FORECAST ASSUMPTIONS

The District has prepared multi-year financial forecasts to help plan its revenue raising and borrowing. Although the reliability of financial forecasts decline the longer the planning horizon, the value of forecasts as a policy tool increases as the horizon expands. The longer range forecast makes it possible to see the range of consequences that can result years ahead from various revenue raising and spending decisions and formulate actions to help attain financial goals. District staff made the following assumptions in developing the 10-year forecast. The base year for the forecast is FY 2019 (estimated). Major revenues and expenditures for the forecast period (FY 2020 - FY 2029) are projected based upon a multiplier of the base year. The multiplier in turn is chosen based upon historical trends or staff’s best estimate of future activity for a given revenue or expenditure category.

Customer Usage Revenue Growth Sanitary sewer charges and other minor service assessments are projected to grow by about 1% annually due to customer usage. Staff estimates that 1% revenue growth is sustainable because the average annual growth in Equivalent Dwelling Units has remained close to 1.5% over the past ten years.

SDC Revenue Growth

Because of the unpredictability of this revenue, projections for the forecast period assume that SDC revenues will grow at the rate of population growth, or 1% annually plus a planned rate increase of 2.5% annually, over the next ten years. This assumption is the most vulnerable to the vagaries associated with SDCs that often are a leading indicator of economic activity, but one that can swing dramatically with the timing of only a few major development projects. Fortunately, a significant drop in development and accompanying SDC revenue will also delay those projects in the CIP necessary to serve the new development.

Operating Expense Increases

Like the District’s largest source of revenue, the assumption for increases in operating expenses relies on historical trends and anticipated impacts in the future. Increases are currently estimated to average 4.5% over the forecast period.

Capital Expenditures

The largest portion of capital expenditures is dedicated to capital projects. The District has a reasonably reliable source for those spending projections of the forecast in the form of its capital improvement program. This projection may also be heavily affected by regulatory requirements imposed by the federal and state governments.

Rate Increases Rate increases for the forecast period are derived from all other revenue and spending variables in the forecast, as well as the need to responsibly maintain ending reserves and debt service. The District will continue to propose reasonable annual rate increases to support upcoming capital spending necessitated by federal and state requirements.

The current forecast for Sanitary Sewer operations assumes reasonable and predicable rate increases of 3.0% annually through the forecast period. The current forecast for Surface Water Management operations assumes that the rate will increase $0.50 annually through the forecast period. SWM fund reserves had been declining in past years as operating and capital project costs exceeded service charges collected. Fiscal controls were put in place in FY12 to proactively reverse this negative financial trend. The trend has ended and cash reserves in the fund are building as planned. As the


fund balance grows, more projects will be included on the project list. The District will evaluate options as more information on planned capital expenditures and actual spending levels come into clearer focus in the future.

Bond Issues The number and size of new bond issues for the forecast period is driven primarily by the level of projected capital spending and the level of projected operating revenues and expenditures. For further information refer to the Debt Service Requirements section beginning on page 48.


Fund and Program Detail


Service SANITARY SEWER SURFACE WATER MANAGEMENT

Fund Number 101 102 106 107 108 111 112 114 201 206 207 208 212

Fund Name General FundLiability

Reserve Fund

Capital

Replacement

Fund

Capital

Reserves Sani

LID

Construction

Sanitary

Master Plan

Update Debt

Service

Sanitary Sewer

Construction

Revenue

Pension Bond

SWM

Operating

SWM Capital

Replacement

Fund

Capital

Reserves

SWM

LID

Construction

SWM

SWM

ConstructionDistrict Total

Resources:

Beginning fund balance 155,277,300$ 5,142,600$ 6,806,300$ 18,151,700$ 1,455,600$ 21,259,600$ 36,375,600$ 602,100$ 14,447,900$ 2,179,900$ 1,710,800$ 605,200$ 6,391,200$ 270,405,800$

Service charges 132,193,300 16,422,200 148,615,500

System development charges (SDCs) 19,446,500 314,600 19,761,100

Plan check fees 250,700 251,000 501,700

Septage charges 1,189,000 1,189,000

County/City contract maintenance 350,000 350,000

Erosion control fees 306,500 306,500

Grants, contributions, & assessments 10,000 162,100 - 172,100

Reimbursements from developers 1,430,000 25,300 1,455,300

Insurance & third party reimb 5,200 5,200

Bond subsidy 1,503,200 1,503,200

Miscellaneous 1,130,200 50,000 150,000 75,000 50,000 1,455,200

Interest on investments 407,000 20,400 6,000 117,000 85,800 155,300 203,500 1,800 25,400 3,000 3,200 6,100 20,400 1,054,900

Bond sale proceeds - - - - - - - - - - - - - -

Subtotal 290,457,500 5,168,200 6,812,300 37,715,200 1,703,500 22,918,100 38,059,100 603,900 31,953,000 2,182,900 2,103,600 611,300 6,486,900 446,775,500

Transfers IN 11,238,400 - 6,000,000 - 500,000 16,909,700 87,130,200 1,597,100 750,000 - 3,825,000 127,950,400

Total Resources 301,695,900$ 5,168,200$ 12,812,300$ 37,715,200$ 2,203,500$ 39,827,800$ 125,189,300$ 2,201,000$ 31,953,000$ 2,932,900$ 2,103,600$ 611,300$ 10,311,900$ 574,725,900$

Requirements:

Departmental:

Business Services Department 14,706,100$ 14,706,100$

Utility Operations & Services Dept 18,475,600 18,475,600

Regulatory Affairs Department 7,466,000 7,466,000

Watershed Management Department 6,155,200 6,155,200

Water Resource Recovery Dept 30,736,700 30,736,700

Subtotal 77,539,600 77,539,600

Non-Departmental:

Capital construction (CIP) 3,938,100 7,367,000 1,290,000 94,299,700 228,000 25,000 4,875,000 112,022,800

Materials & services 18,769,200 890,000 650,000 50,000 - 100,000 226,300 10,000 25,000 50,000 20,770,500

Debt service - principal 12,300,000 870,000 13,170,000

Debt service - interest 8,113,000 728,900 8,841,900

Contingency 19,775,400 100,000 534,000 1,500,000 144,000 1,050,000 4,715,000 75,000 1,597,000 50,000 30,000 100,000 400,000 30,070,400 Unappropriated ending fund balance 84,166,800 4,178,200 4,261,300 21,585,000 719,500 18,364,800 26,074,600 527,100 14,391,300 2,644,900 1,998,600 461,300 4,986,900 184,360,300

Subtotal 204,189,100 5,168,200 12,812,300 23,085,000 2,203,500 39,827,800 125,189,300 2,201,000 16,214,600 2,932,900 2,028,600 611,300 10,311,900 446,775,500

Transfers OUT 97,506,800 14,630,200 - 15,738,400 - 75,000 - 127,950,400

Total Requirements 301,695,900$ 5,168,200$ 12,812,300$ 37,715,200$ 2,203,500$ 39,827,800$ 125,189,300$ 2,201,000$ 31,953,000$ 2,932,900$ 2,103,600$ 611,300$ 10,311,900$ 574,725,900$

Net Increase (Decrease) in Fund Balance (71,110,500)$ (964,400)$ (2,545,000)$ 3,433,300$ (736,100)$ (2,894,800)$ (10,301,000)$ (75,000)$ (56,600)$ 465,000$ 287,800$ (143,900)$ (1,404,300)$ (86,045,500)$

% Change -45.8% -18.8% 18.9% -50.6% -13.6% -28.3% -12.5% -0.4% 16.8% -23.8% -22.0% -31.8%

CLEAN WATER SERVICESAll Funds Summary - Fund Budget Detail

Fiscal Year 2019-2020


Fund Accounting Structure

Fund Type Specific Fund Title Fund

Number Major Revenue

Source Major Expense

Operating Funds

General Fund 101

Service Charges Operations, transfers to fund debt service and construction

Surface Water Management

201 Service Charges Operations, transfers to fund SWM construction

Construction Local Improvement Districts (Sanitary)

108 Assessments & Loans Assessments & Loans

Construction projects for benefited properties Construction projects for benefited properties

Local Improvement Districts (SWM)

208

Sanitary Sewer Construction Fund

112 Bond Proceeds, General Fund & SDC Transfers

Treatment Facility Projects, Conveyance System and Support Projects

SWM Projects and Construction

212 SWM Operating and SDC Transfers

SWM Construction

Reserve Liability 102 General Fund Deductible and Claims

Capital Replacement (Sanitary)

106 General Fund Replacement/renewal of existing assets

Capital Replacement (SWM)

206 SWM General Fund Replacement/renewal of existing assets

Capital Reserves Sanitary

107 SDCs Through fund transfers: Debt Service and Construction Through fund transfers: Debt Service and Construction

Capital Reserves Surface Water Management

207 SDCs

Debt Master Plan Update 111 General Fund & SDC Transfers

Revenue Bond Debt

Revenue Pension Bond Fund

114 General Fund Transfers

Pension Obligation


General Fund Program Codes

Department Program

Department / Division Program Code Code

Business Services Department Office of the Chief Executive Officer 010 8101

Legal Services 010 8102

Government & Public Affairs 020 8110

Human Resources 020 8501

Digital Solutions 020 8305

Business Strategy & Performance Systems 050 8500

Risk & Benefits Management 050 8502

Finance & Accounting 050 8504

Regulatory Affairs Department Administration 040 8210

Environmental Services 040 8212

Laboratory Services 040 8232

Watershed Management Department Administration 030 8233

Operations 030 8234

Utility Operations & Services Department Administration 061 8201

Conveyance Engineering Services Division Capital Projects Administration 062 8224

Planning & Development Services Division Development Related Services 062 8225

Systems Delivery Planning 062 8226

Field Operations Division Administration 063 8370

System Repair 063 8371

System Maintenance 063 8373

Local Repair & Construction 063 8380

SWM Surface Facil ity Maintenance 063 8383

TV/Flow Monitoring 063 8375

Administrative Facil ities Management Division ABC Building 064 8507

Fields Ops Facil ity 064 8508

Materials Handling Yard 064 8509

Tualatin River Farm 064 8510

Fernhill Research Center 064 8511

Water Resource Recovery Department Administration 071 8301

Biosolids/Reuse/Fernhill Biosolids/Reuse/Fernhill 074 8331

Treatment Plant Services Engineering 075 8211

Technology Development & Research 074 8316

Pump Stations Pump Stations 073 8343

Technical Plant Services Asset Management 074 8362

Control Systems 074 8353

Durham Durham Operations 072 8311

Durham Mechanical Maintenance 072 8361

Durham E&I Maintenance 072 8351

Rock Creek Rock Creek Operations 073 8312

Rock Creek Mechanical Maintenance 073 8344

Rock Creek E&I Maintenance 072 8352

Hillsboro & Forest Grove Hillsboro Operations & Maintenance 073 8314

Forest Grove Operations & Maintenance 073 8315


Operating Funds Summary The District fund structure includes the following two operating funds:

General Fund 101 Includes appropriation for all personnel-related expenses and materials and services related to day-to-day operations.

Surface Water Management Operating Fund 201 Collects service charge revenues from the SWM program and transfers a portion to the General Fund in support of SWM related operations.

Both funds track not only the revenues from service charges, but also maintain budgetary segregation of these resources and expenses. Beginning in FY 1997-98, the District began to capitalize the personnel and materials and services costs associated with staff whose time is dedicated to capital improvement projects. This practice is continuing in FY 2019-20.


General Fund 101 The District General Fund supports the overall operations of the treatment and conveyance systems through collection of service charge revenues. The FY 2019-20 budget reflects a 3% increase in sewer services charges, which equates to a monthly charge of $45.95 for the average residential customer. Resources in the FY 2019-20 budget total $301.7 million; including service charges of $132.2 million, other revenues of $3.0 million, reimbursement for SWM operating costs of $11.2 million, and $155.3 million in anticipated fund balance carry over from the prior year. Operating expenditures in the FY 2019-20 budget total $77.5 million, including departmental labor costs of $47.8 million and materials and services of $29.7 million. Nondepartmental materials and services expenditures includes the final $15 million payment to PERS to fund a new side account. The budget also includes transfers totaling $97.5 million to fund debt service principal and interest payments of $11 million, capital construction of $80 million, LID construction of $0.5 million, and replacement reserve of $6 million. Authorized Positions: All District positions are funded in Fund 101. Where appropriate, Fund 101 personnel expenditures are reimbursed by other funds such as SWM Operating Fund 201. The District’s FTE total includes both operating and capital staff. The format of Fund 101 requirements reflects the decision to capitalize staff whose time is dedicated to capital projects.

GENERAL FUND SUMMARY

FUND 101

FY 2017 FY 2018 FY 2019 RESOURCES OR REQUIREMENTS: OBJECT FY 2020 FY 2020 FY 2020

ACTUAL ACTUAL REVISED BUDGET CATEGORY CODE PROPOSED APPROVED ADOPTED

RESOURCES

$40,977,481 $42,532,922 $44,397,200 Service Charges 40110 $45,641,100

62,759,382 66,617,589 67,893,500 City Service Payments 40120 70,616,200

11,550,958 12,705,192 15,250,300 Industrial/Commercial 40140 15,094,600

0 115,001 200,000 City Right of Way Fees 40155 284,500

30,291 41,902 43,600 Water Usage Accounts 40130 61,300

541,904 553,774 720,000 Portland Customers 40150 495,600

$115,860,016 $122,566,380 $128,504,600 SERVICE CHARGES Subtotal $132,193,300 $0 $0

$329,892 $343,750 $284,900 Plan Check Fees 40190 $250,700

1,180,279 1,248,293 1,052,900 Septage Charges 40170 1,189,000

19,992 16,459 0 Sewer Field Services 40250 15,000

3,198,985 3,238,506 1,017,000 Miscellaneous Revenue 40200-42000 1,115,200

2,722 3,045 300,000 Grants/Contributions 43010-43040 10,000

TRANSFERS FROM:

9,269,384 9,693,872 10,390,100 Fund 201 - SWM Operating 49201 11,238,400

0 483,754 0 Fund 115 - Dissolution of Fund 49115 0

642,754 361,720 2,400,100 Investment Interest 44020 407,000

Unappropriated Reserves:

124,194,296 146,164,594 167,606,500 Beginning Balance 31100 155,277,300

$254,698,320 $284,120,373 $311,556,100 TOTAL RESOURCES $301,695,900 $0 $0


Fund 101 (continued)



REQUIREMENTS

DEPARTMENTAL

$40,803,916 $44,894,526 $49,294,500 Personnel Services $52,454,100

(6,938,356) (7,932,761) (3,850,400) Less Capital Personnel Services (4,600,000)

25,125,596 25,386,121 28,854,700 Materials & Services 29,685,500

324,855 422,729 0 Capital Outlay 0

$59,316,011 $62,770,615 $74,298,800 Total Departmental $77,539,600 $0 $0

$149,319 $106,785 $500,000 Materials & Services Bad Debt Expense 52905 $350,000

94,161 101,302 118,000 Materials & Services Franchise Fees 52530 119,200

0 115,002 200,000 City Right of Way Fees 52270 300,000

0 0 2,700,000 Industrial Local 52270 3,000,000

562,235 1,148,664 4,298,900 Capital Projects 55000 3,938,100

0 0 38,000,000 Nondepartmental Materials & Services 52495 15,000,000

TRANSFERS TO:

5,000,000 6,000,000 5,000,000 Replacement Reserve 57106 6,000,000

0 0 0 LID Construction Fund 57108 500,000

7,000,000 1,362,400 5,066,700 Revenue Bond Debt 57111 9,409,700

34,449,300 40,000,000 70,000,000 Capital Construction 57112 80,000,000

1,412,000 1,473,800 1,534,700 Revenue Pension Bond Fund 57114 1,597,100

550,700 0 0 SWM Construction Fund 57212 0

RESERVES AND ENDING BALANCES:

0 0 18,741,700 Operating Contingency 58100 19,775,400

146,164,594 171,041,805 91,097,300 Ending Fund Balance 31100 84,166,800

$254,698,320 $284,120,373 $311,556,100 TOTAL REQUIREMENTS $301,695,900 $0 $0

$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

$180,000,000

2016 Actual 2017 Actual 2018 Actual 2019 Revised Budget 2020 Proposed

General Fund 101 Revenue , Expenditure & Reserve Trends(excluding transfers)

Revenues Expenditures Reserves(contingency & unappropriated)


Storm & Surface Water Management Fund 201 Introduced in 1990, the District’s Surface Water Management (SWM) Program is based on a monthly service charge of $9.25 per typical household. The larger cities retain a portion of this charge to fund SWM maintenance activities within their respective boundaries.

Resources in the FY 2019-20 budget total $31.9 million; including service charges of $16.4 million, other revenues of $1.1 million, and $14.4 million in anticipated fund balance carry over from the prior year.

Expenditures in the FY 2019-20 budget are primarily attributable to a transfer of approximately $11.2 million to the General Fund (Fund 101) to reimburse for operating expenses, a transfer of $3.75 million to the SWM Construction Fund (Fund 212) to fund capital projects, and a transfer of $0.75 million to the SWM Capital Replacement Fund (Fund 206).

The District continues to increase rates by 50 cents per year and the FY 2019-20 budget has prioritized capital projects to help stabilize reserves going forward. Adequate reserves are needed to address increased operating costs due to wet weather conditions, regulatory requirements, and increased public demand for services, as well as to fund capital projects.

SURFACE WATER MANAGEMENT OPERATING FUND

FUND 201



RESOURCES:

Service Charges

$8,601,661 $9,234,457 $9,860,600 CWS Customers 40110 $10,530,000

4,868,957 5,119,925 5,560,800 City Customers 40120 5,892,200

350,000 350,000 350,000 County/City Contract Maintenance 40340 350,000

369,201 278,222 263,000 Erosion Control Fees 40280/40290 306,500

115,473 127,701 109,100 Inspection 40200 125,000

330,193 343,303 284,300 Plan Check Fees 40190 251,000

871,142 1,217,380 50,000 Miscellaneous Revenue 40380 25,000

39,559 23,186 19,500 Interest on Investments 44020 25,400

9,141,136 10,917,943 12,159,500 Beginning Balance 14,447,900

$24,687,322 $27,612,117 $28,656,800 TOTAL RESOURCES $31,953,000 $0 $0


FUND 201 (CONTINUED)



REQUIREMENTS:

Transfer to General Fund 101:

Administrative Costs

$1,195,765 $1,283,952 $1,305,500 Business Operations 81XX $1,354,300

97,852 119,365 121,900 Conveyance Systems Administration 8201 169,500

73,576 100,578 142,300 Capital Projects Administration 8224 225,900

1,116,840 1,164,228 1,313,800 Development Related Services 8225 1,522,800

122,804 137,694 147,200 Systems Delivery Planning 8226 152,300

Programmatic Costs

363,383 402,485 404,800 Laboratory Services 8232 417,100

83,834 94,435 94,900 Watershed Administration 8233 93,700

356,891 382,085 386,200 Source Control 8212 444,100

280,908 325,009 377,100 Field Operations Division Admin 8370 313,900

497,613 573,312 693,800 Regulatory Affairs Admin 8210 640,400

887,282 781,397 767,700 Watershed Operations 8234 1,075,800

1,943,402 1,991,700 2,176,500 SWM Facility Maintenance 8383 2,182,900

2,249,234 2,337,632 2,458,400 System Repair/Maintenance/Flow Monitoring8371/8373/8375 2,645,700

$9,269,384 $9,693,872 $10,390,100 Transfer to General Fund 57101 $11,238,400 $0 $0

Materials & Services:

$27,054 $19,891 $168,200 Bad Debt Expense 52905 $169,900

23,641 26,176 55,800 Franchise Fees 52530 56,400

3,449,300 3,750,000 4,000,000 Transfer to Fund 212 57212 3,750,000

1,000,000 1,000,000 500,000 Transfer to Fund 206 57206 750,000

0 0 1,511,400 Contingency 58100 1,597,000



$-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

2016 Actual 2017 Actual 2018 Actual 2019 Revised Budget 2020 Proposed

SWM Fund 201 Revenue, Expenditure & Reserve Trends(excluding transfers)

Revenues Expenditures Reserves(contingency & unappropriated)


Construction Funds Summary The District’s fund structure includes five funds that provide for the construction of major treatment and sanitary collection system improvements, support facilities, Surface Water Management facilities, local improvement district construction, and one-time or ongoing specialized professional services that relate to capital projects and/or long-term planning.

Sanitary Sewer Local Improvement District (LID) Construction Fund 108 Fund 108 finances collection system construction projects benefiting local property owners who pay assessments to fund the projects.

Surface Water Management Local Improvement District (SWM LID) Construction Fund 208 Fund 208 finances storm drainage and other surface water management facilities benefiting local property owners who pay assessments to fund the project.

Sanitary Sewer Construction Fund 112 Fund 112 finances treatment, recycled wastewater, sanitary collection system, project related studies, and capital equipment needs from a combination of revenue bond proceeds, sanitary system development charge (SDC) revenues, and transfers from the District’s General Fund.

Surface Water Management (SWM) Construction Fund 212 Fund 212 finances storm drainage and surface water management facilities, project related studies, and capital equipment needs from a combination of transfers from SWM Fund 201 and the SWM Capital Reserve Fund 207.

Tualatin Basin Water Supply Capital Project Fund 115 Fund 115 was established to finance the Tualatin Basin Water Supply Project, which was a joint project to provide additional water volume to enable continued compliance with water quality requirements. The partnership was dissolved and Fund 115 was also dissolved in FY 2017-18 per R&O 18-3.


Sanitary Sewer System Local Improvement District Construction Fund 108 At the request of interested property owners, the District will assist in the construction of local sanitary sewer system improvements by forming Local Improvement Districts (LIDs). The costs of construction are ultimately funded by assessments paid by benefited property owners. Due to changes in state law and federal regulations for tax exempt financing, the District has financed LIDs internally. It is possible that a LID bond sale may be an option in the future; however this budget assumes continued internal financing.

SANITARY SEWER - LOCAL IMPROVEMENT DISTRICT CONSTRUCTION FUND SUMMARY

FUND 108



RESOURCES:

$0 $0 $235,000 Assessment Principal 46010 $235,000

0 4,052 37,100 Interest on Investments 44020 75,800

21,604 6,550 37,400 Interest on Assessments 44040 10,000

0 0 (72,200) Incentives 46015 (72,900)

0 0 0 Transfer from Fund 101 49101 500,000


$1,694,627 $1,705,229 $2,093,700 TOTAL RESOURCES $2,203,500 $0 $0

REQUIREMENTS:

LOCAL IMPROVEMENT DISTRICT (LID) PROJECT DETAIL EXPENDITURES:

$0 $2,675 $660,000 New Projects (LID Support) 6273 $1,290,000

$0 $2,675 $660,000 PROJECT COSTS - SUBTOTAL $1,290,000 $0 $0

0 0 50,000 Materials & Services 52240 50,000

0 0 100,000 Contingency 58100 144,000

1,694,627 1,702,554 1,283,700 Ending Fund Balance 31100 719,500



Surface Water Management (SWM) Local Improvement District Construction Fund 208 The Surface Water Management Local Improvement District Construction Fund was created to provide for the financing of local storm drainage and surface water management improvements benefiting specific property owners. Benefited property owners ultimately repay the costs of construction. As in the case of the Sanitary System LID Construction Fund, changes in state law and federal regulations have made tax exempt financing unavailable. Fund 208 SWM LID projects will be financed internally. It is possible that a LID bond sale may be an option in the future; however this budget assumes continued internal financing.

SWM - LOCAL IMPROVEMENT DISTRICT CONSTRUCTION FUND SUMMARY

FUND 208

FY 2017 FY 2018 FY 2019 RESOURCE OR REQUIREMENTS OBJECT FY 2020 FY 2020 FY 2020ACTUAL ACTUAL REVISED BUDGET CATEGORY CODE PROPOSED APPROVED ADOPTED

RESOURCES:

$0 $0 $0 Assessment Principal 46010 $0

0 0 0 Incentives 46015 0

0 1,609 5,500 Interest on Investments 44020 5,600

2,345 0 500 Interest on Assessments 44040 500

595,211 597,556 603,500 Beginning Balance 31100 605,200

$597,556 $599,165 $609,500 TOTAL RESOURCES $611,300 $0 $0

REQUIREMENTS:

$0 $0 $25,000 Capital Outlay 55300 $25,000

$0 $0 $25,000 PROJECT COSTS - SUBTOTAL $25,000 $0 $0

0 0 25,000 Materials & Services 52240 25,000

0 0 100,000 Contingency 58100 100,000

597,556 599,165 459,500 Ending Fund Balance 31100 461,300

$597,556 $599,165 $609,500 TOTAL REQUIREMENTS $611,300 $0 $0

LOCAL IMPROVEMENT DISTRICT (LID)

PROJECT DETAIL EXPENDITURES:


Sanitary Sewer Construction Fund 112

The Sanitary Sewer Construction Fund was created to manage the financing for sanitary sewer capital projects. Treatment, sanitary collection system, project related studies, and capital equipment needs are financed from a combination of revenue bond proceeds, sanitary sewer system development charges (SDC) revenues, and cash transfers from the Sanitary Sewer operating fund (Fund 101). The primary budgeted expenditures for this fund consist of the projects included in the first year of the District’s FY 2020 – 2024 five-year capital improvements program (CIP).

SANITARY SEWER CONSTRUCTION FUND

FUND 112

FY 2017 FY 2018 FY 2019 RESOURCE OR REQUIREMENTS OBJECT FY 2020 FY 2020 FY 2020


RESOURCES:

$34,449,300 $40,000,000 $70,000,000 Transfer from Fund 101 49101 $80,000,000

13,998,800 19,123,400 12,209,900 Transfer from Fund 107 49107 7,130,200

197,953 0 0 Bond Sale Proceeds 46200 0

280,515 1,240,821 202,000 Contributions-City or Developer 47010 950,000

168,962 28,060 50,000 Miscellaneous Revenue 40380 50,000

0 109,907 1,000,000 Grants/Contributions 43030 480,000



$111,334,215 $121,569,509 $147,992,900 TOTAL RESOURCES $125,189,300 $0 $0

REQUIREMENTS:

CIP PROJECT EXPENDITURES:

$31,611,785 $29,318,986 $47,621,000 Treatment Facilities 55300 $47,872,700

13,207,859 11,346,225 47,138,400 Collection and Capital 55800 29,342,000

5,633,888 10,397,643 13,810,000 Planning and Support Projects 55400 17,085,000

$50,453,532 $51,062,854 $108,569,400 PROJECT COSTS - SUBTOTAL $94,299,700 $0 $0

$0 $0 $100,000 Materials and Services 52240 $100,000

0 0 5,500,000 Contingency 58100 4,715,000




Surface Water Management (SWM) Construction Fund 212 This SWM Construction Fund was created to manage the capital investments and related costs for the Surface Water Management program. Storm drainage and surface water management facilities, project related studies and capital equipment needs are financed from a combination of SWM system development charges (DSC) revenue and cash transfers from the SWM operating fund (Fund 201). The budget for FY 2019-20 is based on the first year of the Capital Improvements Program (CIP) for FY 2020-2024. The District prioritized projects and limited the amounts included in the CIP for FY 2019-20 to continue to build and stabilize reserves in future years.

SWM CONSTRUCTION FUND

FUND 212



RESOURCES:


100,000 100,000 75,000 Transfer from Fund 207 49207 75,000

550,700 0 0 Transfer from Fund 101 49101 0

0 60,000 300,000 Reimbursements from Developers 47010 25,300

45,000 38,464 50,000 Other Charges 46400 50,000


3,970,515 5,818,357 6,175,600 Beginning Fund Balance 31100 6,391,200

$8,140,826 $9,781,294 $10,638,600 TOTAL RESOURCES $10,311,900 $0 $0

REQUIREMENTS:

$2,322,469 $2,327,013 $5,807,000 CIP Project Expenditures $4,875,000

0 0 50,000 Materials and Services 52240 50,000

0 0 300,000 Contingency 58100 400,000




Tualatin Basin Water Supply Capital Project Construction Fund 115 Tualatin Basin Water Supply Project Construction Fund was established in FY 2010 to manage the financing for capital improvements to provide additional water volume in the Tualatin River, enabling continued compliance with water quality requirements. The partners funding the project included the District, the Cities of Hillsboro and Beaverton, the Tualatin Valley Water District and the U.S. Bureau of Reclamation. The District was serving as Project Manager. This partnership was dissolved as the involved agencies opted to pursue alternative sources for future water supply needs. As a result, Fund 115 was dissolved in FY 2017-18 via Resolution and Order #18-3. The fund balance was transferred to the General Fund per ORS 294.353. Any future water supply project work will be funded from Sanitary Sewer Construction Fund 112.

TUALATIN BASIN WATER SUPPLY CAPITAL PROJECT FUND

FUND 115



RESOURCES:

$104,060 $0 $0 Contributions from partners 47010 $0

0 0 0 Transfer from Fund 101 49101 0

0 0 0 Transfer from Fund 101 49101 0

0 0 0 Interest on Investments 44020 0

400,681 483,754 0 Beginning Balance 31100 0

$504,741 $483,754 $0 TOTAL RESOURCES $0 $0 $0

REQUIREMENTS:

$0 $0 $0 Materials and Services 52240 $0

20,987 0 0 Project Costs - Capital Outlay 55400 0

0 483,754 0 Transfer to Fund 101 57101 0

0 0 0 Contingency 58100 0

483,754 0 0 Ending Fund Balance 31100 0

$504,741 $483,754 $0 TOTAL REQUIREMENTS $0 $0 $0


Reserve Funds Summary The District fund structure includes five funds intended to provide for mid-and long-term financial requirements and revenues.

Liability Reserve Fund 102 Fund 102 accounts for the District’s expenses incurred under its self-insurance programs for fire loss, property damage, and all risks up to a self-insured retention limit and workers’ compensation claims related to job injuries.

Sanitary Capital Replacement Fund 106 Fund 106 finances routine replacement of rolling stock, computers, and minor sanitary sewer treatment facility and collection system needs.

Surface Water Management Capital Replacement Fund 206 Fund 206 finances routine replacement of rolling stock and storm water collection system needs.

Sanitary Capital Reserve Fund 107 Fund 107 accounts for the collection and tracking of revenues from system development charges expended in construction of sanitary sewer systems and facilities and related debt service.

Surface Water Management Capital Reserve Fund 207 Fund 207 accounts for the collection and tracking of revenues from system development charges expended in construction of storm water systems and facilities.


Liability Reserve Fund 102 The Liability Reserve Fund provides for payments of the retained amount (deductible) of any insured loss and payments for losses that are either uninsured or uninsurable. The District maintains retention levels of $50,000 per occurrence on its liability insurance coverage and $5,000,000 per occurrence on its property coverage. A portion of the ending fund balance is appropriated as Contingency each year in case of significant payments for self-insured programs and insured losses greater than policy limits. Actual expenditures of these funds would require formal Board action. Examples of self-insured risks include:

damage to the District's vehicles and equipment valued at more than $7,600,000

railroad liability, on premises pollution from above ground storage tanks, and off premises pollution liability

legal defense costs associated with any uninsured or insured but contested occurrence

employee-related claims such as medical expenses from volunteers, employee dishonesty resulting in losses greater than $100,000, and Workers' Compensation claims in excess of the standard premium

Anticipated annual expenses are funded by insurance reimbursements and interest earnings. Although expenditures are impossible to predict reliably, appropriations are included in the budget as potential payments against District deductibles in areas of property, legal liability, automobile loss and prior years' workers' compensation claim payments. The contingency enables the District to modify its insurance policies in volatile markets. For example, expanding the "self-funded" liability portion of coverage can be used to keep insured programs affordable when insurance costs increase due to changes in market conditions or insurers' assessment of District risk.

LIABILITY RESERVE FUND SUMMARY

FUND 102



RESOURCES:

$0 $0 $0 Transfer from Fund 101 49101 $0

12,403 10,536 0 Payments From Third Parties 46300 0

0 0 5,400 Workers Compensation Refunds 46320 5,200

65,707 45,719 0 Insurance Reimbursement 46310 0



$5,718,070 $5,587,086 $5,361,300 TOTAL RESOURCES $5,168,200 $0 $0

REQUIREMENTS:

$2,170 $6,935 $50,000 Workers Comp Medical Claims 52770 $50,000

0 0 0 Materials & Svcs - Dental Reserve 0

Materials & Services:

55,697 17,721 350,000 Legal 52710 350,000

7,778 8,713 350,000 Property 52720 350,000

801 623 50,000 Automobile/vehicle-liability 52725 50,000

66 7,213 40,000 Automobile/vehicle-collision 52730 40,000

87,153 77,143 50,000 Non - Clean Water Services 52735-52750 50,000

48,631 26,180 0 Other Materials & Services 0

0 0 100,000 Contingency 58100 100,000




Sanitary Sewer Capital Replacement Fund 106 The Sanitary Capital Replacement Fund was established in FY 2016-17 to track and fund routine replacement of rolling stock, computers, and minor treatment facility and collection system needs. This fund will be established and maintained through service charge revenue transferred from the Sanitary Sewer operating fund (Fund 101).

CAPITAL REPLACEMENT FUND SUMMARY

FUND 106



RESOURCES:



0 3,052,591 5,038,900 Beginning Balance 31100 6,806,300

$5,012,996 $9,058,189 $10,053,900 TOTAL RESOURCES $12,812,300 $0 $0

REQUIREMENTS:

$1,723,903 $3,390,888 $4,687,000 Capital Outlay 55000 $7,367,000

236,502 10,770 650,000 Non Departmental Materials & Services 52000 650,000

0 0 534,000 Contingency 58100 534,000




Surface Water Management Capital Replacement Fund 206 The SWM Capital Replacement Fund was established in FY 2016-17 to track and fund routine replacement of rolling stock and collection system needs. This fund will be established and maintained through service charge revenue transferred from the SWM operating fund (Fund 201).

SWM CAPITAL REPLACEMENT FUND SUMMARY

FUND 206



RESOURCES:

$1,000,000 $1,000,000 $500,000 Transfer from Fund 201 49201 $750,000


0 675,625 680,100 Beginning Balance 31100 2,179,900

$1,002,714 $1,676,870 $1,183,100 TOTAL RESOURCES $2,932,900 $0 $0

REQUIREMENTS:

$327,089 $0 $10,000 Capital Outlay 55000 $228,000

0 0 10,000 Non Departmental Materials & Services 52000 10,000

0 0 15,000 Contingency 58100 50,000

675,625 1,676,870 1,148,100 Ending Fund Balance 31100 2,644,900



Sanitary Sewer Capital Reserve Fund 107 New customers are required to pay a System Development Charge (SDC) when connecting for the first time to the District wastewater collection and treatment systems. This fund collects and tracks revenue for the Sanitary SDC’s. The revenues are expended in support of sanitary sewer projects and related debt service by means of transfers to the Sanitary Sewer Construction Fund – 112 and the Master Plan Update Debt Service Fund – 111. Historically, SDC charges constituted a substantial revenue source for the District. However, SDC’s are a very volatile revenue source dependent on the local economy and development climate. The sanitary sewer SDC is increasing from $5,650 to $5,800 per Equivalent Dwelling Unit (EDU) to more accurately reflect the cost of construction.

SANITARY SEWER CAPITAL RESERVE FUND SUMMARY

FUND 107



RESOURCES:

REIMBURSEMENT

$4,400,522 $3,563,715 $3,758,500 CWS 41010 $3,683,300

9,403,922 7,635,470 7,665,400 Cities 41020 7,532,100

2,895,933 491,436 619,100 City 41110 606,700

IMPROVEMENT

2,464,824 2,054,958 2,194,500 CWS - District Wide 41200 2,150,600

298,926 255,219 274,600 CWS - Local 41205 269,100

5,257,314 4,646,541 5,015,400 Cities 41210 4,931,700

1,648,416 295,002 278,800 City 41310 273,000

0 0 0 Miscellaneous Revenue 40380 0



$69,530,455 $58,073,693 $41,664,400 TOTAL RESOURCES $37,715,200 $0 $0

REQUIREMENTS:

$16,502,100 $17,400,000 $15,400,000 Transfer to Fund 111 57111 $7,500,000

13,998,800 19,123,400 12,209,900 Transfer to Fund 112 57112 7,130,200

0 0 2,760,900 Contingency 58100 1,500,000




Surface Water Management Capital Reserve Fund 207

As with the sanitary sewer collection and treatment system, new customers are required to pay a System Development Charge (SDC) when they become a part of the District’s Surface Water Management (SWM) system. Similar to the Sanitary Capital Reserve Fund, SWM SDC revenues are accounted for in this fund. The revenues are expended in support of SWM capital projects by means of a transfer to the SWM Construction Fund - 212. The SWM SDC is increasing in FY 2019-20 from $545 to $560 per Equivalent Service Unit (ESU) to more appropriately reflect the cost of SWM capital projects.

SURFACE WATER MANAGEMENT CAPITAL RESERVE FUND SUMMARY

FUND 207



RESOURCES:

Connection Fees

$26,488 $20,103 $6,600 Quality 41410 $19,200

202,109 160,056 189,000 Quantity 41400 295,400

77,945 104,669 109,800 Fees in Lieu Received 41413 75,000


846,379 1,057,796 1,244,100 Beginning Balance 31100 1,710,800

$1,157,795 $1,345,274 $1,552,600 TOTAL RESOURCES $2,103,600 $0 $0

REQUIREMENTS:

$100,000 $100,000 $75,000 Transfer to Fund 212 57212 $75,000

0 0 30,000 Contingency 58100 30,000




Debt Service Funds Summary The District budget includes two funds that provide for the payment of long term bonded debt.

Master Plan Update Service Fund - 111

Revenue Pension Bond Fund - 114 As of June 30, 2019, principal outstanding on sewer revenue bond debt is $166,470,000 and $12,015,000 in revenue pension bonds. Resources and requirements for each fund are identified on the following pages.


Master Plan Update Debt Service Fund 111

The Master Plan Update Debt Service Fund provides for the repayment of revenue bonded debt incurred in support of projects identified in the District’s 1985 and 2006 Master Plan Updates, the 1990, 1993, and 2008 Facilities Plans and Updates, and a portion of treatment plant improvements identified in the Capital Improvements Program. As a result of major changes in the municipal bond market during FY 2009, the District opted to hold cash bond reserves to meet bond covenant requirements for its Series 2009A, 2010B, 2011A, and 2011B issues instead of issuing surety reserve policies. The reserved funds are housed in Fund 111 as a restricted portion of the Ending Fund Balance. Future bond issues may include the addition of cash bond reserves as well. The District’s rate covenants on outstanding revenue debt require debt service coverage ratios of at least 1.2 times annual debt service on Senior Lien Parity Obligations plus 1.0 times annual debt service on Subordinate Lien Parity Obligations. Bond coverage as of June 30, 2018 was 4.23 for Senior bonds. The District has no subordinate debt outstanding as of June 30, 2018.

MASTER PLAN UPDATE DEBT SERVICE FUND SUMMARY

FUND 111



RESOURCES:


0 17,400,000 15,400,000 Transfer from Fund 107 49107 7,500,000


41,561,794 0 0 Bond Proceeds 46200 0

(43,426,551) 0 0 Payment to Refunded Bond Escrow Agent 0

1,529,940 1,488,315 0 Series 2010B Build America Bond Subsidy 43050 1,503,200


$46,130,615 $41,636,787 $41,936,300 TOTAL RESOURCES $39,827,800 $0 $0

REQUIREMENTS:

Series 2004 ($26,455,000)

$3,860,000 $0 $0 Principal 56100 $0

101,325 0 0 Interest 56105 0

Series 2009A ($58,755,000)

2,845,000 2,975,000 3,130,000 Principal 56100 3,290,000

1,576,923 395,375 242,750 Interest 56105 82,300

Series 2010B ($90,260,000)

3,300,000 3,385,000 3,475,000 Principal 56100 3,575,000

4,726,318 4,591,082 4,444,400 Interest 56105 4,286,500

Series 2011A (Refunding Series 2001) ($30,255,000)

2,915,000 3,060,000 3,210,000 Principal 56100 3,375,000

918,125 768,750 612,000 Interest 56105 447,400

Series 2011B ($50,000,000)

1,815,000 1,890,000 1,965,000 Principal 56100 2,060,000

1,877,450 1,803,350 1,726,300 Interest 56105 1,635,500

Series 2016A (Refunding Series 2009A) ($33,335,000)

0 0 0 Principal 56100 0

775,250 1,661,250 1,661,250 Interest 56105 1,661,300

92,541 0 0 Bond Issuance Costs 56105 0

0 0 1,050,000 Contingency 58100 1,050,000

Ending Fund Balance

11,020,953 11,020,953 11,020,953 Restricted - Debt Reserve 31100 7,648,203

10,306,730 10,086,027 9,398,647 Unrestricted 31100 10,716,597



Revenue Pension Bond Fund 114 The Revenue Pension Bond Fund provides for payment of the Series 2004 Revenue Pension Bonds, which were issued in July of 2004. The proceeds of these bonds were used to finance the unfunded actuarial liability (UAL) of approximately $16 million generated by shortfalls in the Public Employees Retirement System (PERS). The District elected to fund this liability through the sale of bonds at historically low market rates.

REVENUE PENSION BOND FUND

FUND 114



RESOURCES:



596,125 598,645 603,800 Beginning Balance 31100 602,100

$2,010,655 $2,074,182 $2,143,800 TOTAL RESOURCES $2,201,000 $0 $0

REQUIREMENTS:

Series 2004 Revenue Pension Bond

$565,000 $760,000 $760,000 Principal 56100 $870,000

847,010 713,839 774,700 Interest 56105 728,900

0 0 75,000 Contingency 58100 75,000

598,645 600,343 534,100 Ending Fund Balance 31100 527,100



Business Services Department

The Business Services Department is comprised of the administrative programs that support District operations and services provided to customers.

OFFICE OF THE CHIEF EXECUTIVE OFFICER

The Office of the Chief Executive Officer (CEO) is responsible for ensuring implementation of the policy direction provided by the Board of Directors and for consideration of advisory input from Clean Water Services Advisory Commission. The CEO is also responsible for overall management and administration of District operations, intergovernmental coordination with partner cities, Washington County and other jurisdictions.

The Business Services Department is comprised of the administrative programs that support District operations and services provided to customers.

BUSINESS STRATEGY AND PERFORMANCE MANAGEMENT

This new program directs the District’s vision, mission, strategic initiatives and goals as they relate to the Business Strategy and Performance Systems (BSPS) program. BSPS ensures Districtwide business processes and operations are aligned with the District’s strategic approach. The program oversees the District’s goal sharing, strategy development, performance systems, performance metrics initiatives and reporting, business case analysis, and business improvement development and training programs.

DIGITAL SOLUTIONS

The Digital Solutions program develops and manages the strategic direction of District information systems by partnering with all other work groups to identify needs and bring solutions to bear that enable organizational excellence and operational efficiency.

Digital Solutions expertise guides technology vision and direction, infrastructure selection, procurement, installation and support; software and end-user device selection, installation and support; internet capabilities; and information technology vendor management.

For the past several years, the District has focused on improving business processes and relies on a cross-departmental team, led by the Information Systems Division Manager, to identify, test and evaluate tools such as LEAN, Six Sigma or Structured Process Improvement. This focus on process improvement and problem solving reduces waste and expands the reach and results of the District's resources.

FINANCE AND ACCOUNTING

The Finance and Accounting program is responsible for strategic financial planning and direction, financial accounting and reporting, and purchasing. Finance and Accounting provides services related to external financial reporting through the Comprehensive Annual Financial Report, general ledger accounting, internal financial reporting, accounts payable and receivable, payroll, and utility billing and collections. This group manages budget planning, development and administration; capital improvement program development and project accounting; rate analysis; financial forecasting and planning; and bond issuance and debt management.


The group also provides services related to procurement of equipment, goods and services, and supplies, while ensuring District compliance with purchasing rules and regulations.

GOVERNMENT AND PUBLIC AFFAIRS

The Government and Public Affairs program develops and manages the strategic direction of Clean Water Services’ government relations, legislative affairs, communications, marketing and public involvement strategies to consistently and effectively build awareness, support and credibility with the public, environmental groups, business community, media, key opinion leaders and elected officials. The program is a key element in meeting National Pollution Discharge Elimination System (NPDES) requirements related to public involvement and education and the Endangered Species Act (ESA).

Program staff coordinate communication with and between the Board of Directors and the Board-appointed CWAC; District-wide public education, project management, public involvement, media training, publications and emergency response; public involvement planning, coordination and support for capital projects, facility expansions, planning activities and major District initiatives; building partnerships and volunteer activities with key watershed stakeholder groups; research services to assess customer values, knowledge and satisfaction with District services; managing and developing District-wide communication and marketing strategy; and Congressional and Legislative affairs strategies.

HUMAN RESOURCES

The Human Resources (HR) program is responsible for planning, developing and implementing employee processes and programs that allow Clean Water Services to remain efficient and innovative while promoting collaboration, continuous learning and employee well-being. Some of the HR program responsibilities include positive employee-relations management; recruitment, selection and onboarding; administration of classification and compensation; labor relations to include contract interpretation and dispute resolution; employee training and development; performance evaluations; reporting and analytics; administration of human resources policies and procedures; and District compliance with state and federal employment laws.

LEGAL SERVICES

Clean Water Services is guided by in-house legal counsel regarding the complex and dynamic legal, regulatory and business matters related to the water resource and recovery industry. Legal Services provides proactive, practical advice to other departments and divisions to meet their business needs while protecting the legal interests of the District. Legal Services provides assistance with enforcement, contracts, real property transactions, and environmental, regulatory, municipal law and other legal issues.

RISK AND BENEFITS

The Risk and Benefits program includes risk analysis and reporting with a focus on reducing the frequency and severity of losses to the District. Programs within Risk and Benefits Management include loss prevention and employee safety programs, insurance program management, emergency management, claims management, employee benefits management and management of the District’s captive, Clean Water Insurance Company, LLC.


OBJECT CODEFY 2017

ACTUAL

FY 2019

REVISED BUDGET

FY 2020

PROPOSED

Change from

FY19 Budget

51100 4,802,566 5,572,700 5,916,300

51130 185,257 318,400 612,900

51140 13,984 2,000 2,000

51170 0 0 0

51600 1,553,476 2,073,300 2,237,400

51761 0 2,000 0

51900 150 0 0

51910 11,160 11,100 11,100

51915 21,700 20,800 20,800

$ 6,588,293 $ 7,352,973 $ 8,000,300 $ 8,800,500 10.0%

52110 143,379 140,000 0

52120 10,359 15,000 0

52130 46,493 40,000 0

52140 4,222 4,500 0

52150 4,345 4,500 0

52160 1,958 2,500 0

52170 0 0 0

52205 535,891 625,400 263,700

52215 67,790 72,000 0

52220 47,600 50,000 53,000

52230 2,750 0 0

52240 518,889 822,000 804,000

52250 227 0 0

52270 1,500,913 1,699,700 1,741,800

52305 6,338 20,500 20,200

52310 14,002 15,600 15,600

52315 0 0 0

52320 12,052 12,000 0

52330 528 0 0

52335 43,952 50,000 0

52350 20,412 14,600 16,400

52360 1,018 5,400 3,900

52375 782 3,000 3,100

52380 4,578 0 0

52385 2,837 0 8,000

52405 112,037 131,900 132,000

52410 62,124 60,500 90,000

52420 23,360 30,500 30,500

52425 460,515 499,100 509,100

52430 7,802 21,300 12,800

52435 50,532 57,600 56,500

52440 4,470 0 0

52445 213,128 250,000 255,000

52475 286 4,500 700

52480 61,038 98,400 123,600

52485 92,691 87,000 115,000

52486 204 6,300 800

52487 6,546 8,800 9,500

52495 292,729 250,400 255,400

52500 204 500 0

52515 6,343 10,000 10,000

52530 0 0 0

52550 4,635 5,000 5,000

52605 1,498 1,000 0

52610 244,835 292,500 140,000

52630 0 0 0

52705 867,503 1,140,000 1,230,000

$ 5,503,796 $ 5,701,370 $ 6,552,000 $ 5,905,600 -9.9%

$ - $ - $ - $ -

$ 12,092,089 $ 13,054,343 $ 14,552,300 $ 14,706,100 1.1%

Wages & Other Pay 5,329,047

Temporary 69,499

OBJECT CODE DESCRIPTIONFY 2018

ACTUAL

Tuition Reimbursement 6,300

Other Employee Allowances 0

Auto Allowance 11,160

Overtime 13,252

Out of Class Straight Time 0

Other Personnel Expenses 1,899,692

Water 13,664

Natural Gas 41,177

Mobile Computing Allowance 24,023

PERSONNEL EXPENSE SUBTOTAL

Electricity 141,633

Sewer Charges 7,822

Contracted Services 548,254

Garbage 4,283

Surface Water Management Charge 5,233

Other Utility Services 2,204

Professional Services 420,706

Recording Fees 0

Landscape Services 46,605

Audit & Accounting Services 48,900

Legal Services 0

Gas, Oil, Lubrication 2

Janitorial Supplies 11,761

Other Government Services 1,596,884

Office Supplies 18,724

Operating Supplies 11,737

Small Tools 41,948

Safety Equipment 234

Postage & Freight 3,372

Repair & Maintenance Supplies 0

Construction & Building Supplies 17,392

Dues & Memberships 126,543

Books, Subscriptions & Publications 69,028

Tri-Met Subsidy 23,372

Software Expensed 1,467

Computer Equipment Expensed 2,429

Telecom Internal 3,120

Telephone Services 284,832

Software Licenses & Support 465,896

Publication Notices 5,409

Printing 48,753

Travel Expense 89,411

Fleet Charges 6,125

Private Mileage 6,671

Fueling Contract 2,227

Training & Education 89,011

Bank Service Charge 6,239

Franchise Fees 0

Other Materials & Services 213,302

Permits, Licenses & Fees 401

Repair & Maintenance Services 250,661

Computer Repair & Maintenance 665

Bond Trustee Fees 2,838

Equipment Rental 0

Insurance 1,020,433

TOTAL EXPENDITURE

Business Services Department Department Summary

CAPITAL OUTLAY SUBTOTAL

MATERIALS & SERVICES SUBTOTAL



POSITION AND SALARY EXPENSE OFFICE OF THE CEO 8101

Total

FY 2017 FY 2018 FY 2019 FY 2020 Represented

ACTUAL ACTUAL BUDGET PROPOSED or

FTE Non-Rep

0.00 0.00 0.00 1.00 Chief Executive Officer

1.00 1.00 1.00 0.00 Deputy General Manager 15 Non

1.00 1.00 1.00 0.00 General Manager Non

2.00 2.00 2.00 2.00 Administrative Associate 3 Non

1.00 1.00 1.00 0.00 Executive Assistant 6 Non

0.00 0.00 0.00 1.00 Office Manager 6 Non

5.00 5.00 5.00 4.00 TOTAL PERSONNEL

Operating



FTE Non-Rep








Capital



FTE Non-Rep








CLASSIFICATION TITLE



SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019

REVISED BUDGET OBJECT CODE DESCRIPTION

OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

690,862 732,000 Wages & Other Pay 51100 470,000

46,654 126,600 Temporary 51130 110,000

2,028 0 Overtime 51140 0

0 0 Out of Class Straight Time 51170 0

218,021 258,600 Other Personnel Expenses 51600 183,400

0 0 Tuition Reimbursement 51761 0

0 0 Other Employee Allow ances 51900 0

3,720 3,700 Auto Allow ance 51910 3,700

3,720 2,400 Mobile Computing Allow ance 51915 1,600

$ 965,006 $ 1,123,300 $ 768,700 $ - $ -

0 0 Electricity 52110 0

0 0 Water 52120 0

0 0 Natural Gas 52130 0

0 0 Garbage 52140 0

0 0 Surface Water Management Charge 52150 0

0 0 Other Utility Services 52160 0

0 0 Sew er Charges 52170 0

34,103 40,200 Contracted Services 52205 40,200

0 0 Landscape Services 52215 0

0 0 Audit & Accounting Services 52220 0

0 0 Legal Services 52230 0

25,914 30,000 Professional Services 52240 30,000

0 0 Recording Fees 52250 0

503,873 498,100 Other Government Services 52270 509,100

1,696 1,500 Office Supplies 52305 13,500

8,271 12,000 Operating Supplies 52310 12,000

0 0 Gas, Oil, Lubrication 52315 0

0 0 Janitorial Supplies 52320 0

0 0 Repair & Maintenance Supplies 52330 0

0 0 Construction & Building Supplies 52335 0

111 0 Small Tools 52350 0

0 0 Safety Equipment 52360 0

0 0 Postage & Freight 52375 0

0 0 Softw are Expensed 52380 0

2,429 0 Computer Equipment Expensed 52385 5,000

100,571 100,000 Dues & Memberships 52405 100,000

1,347 3,000 Books, Subscriptions & Publications 52410 3,000

0 0 Tri-Met Subsidy 52420 0

0 0 Softw are Licenses & Support 52425 0

1,075 0 Publication Notices 52430 0

572 0 Printing 52435 0

0 0 Telecom Internal 52440 0

0 0 Telephone Services 52445 0

0 0 Fueling Contract 52475 0

6,737 10,000 Training & Education 52480 10,000

22,579 31,400 Travel Expense 52485 31,400

0 0 Fleet Charges 52486 0

546 1,200 Private Mileage 52487 1,200

5,846 20,000 Other Materials & Services 52495 20,000

0 0 Permits, Licenses & Fees 52500 0

0 0 Bank Service Charge 52515 0

0 0 Franchise Fees 52530 0

0 0 Bond Trustee Fees 52550 0

0 0 Equipment Rental 52605 0

0 0 Repair & Maintenance Services 52610 0

0 0 Computer Repair & Maintenance 52630 0

0 0 Insurance 52705 0

$ 715,669 $ 747,400 $ 775,400 $ - $ -

$ - $ - $ - $ - $ -

$ 1,680,674 $ 1,870,700 $ 1,544,100 $ - $ -

$ - CAPITAL OUTLAY SUBTOTAL

$ 1,481,736 TOTAL EXPENDITURE

8101 - Office of the CEO

$ 693,588 MATERIALS & SERVICES SUBTOTAL

0

0

0

0

0

0

0

0

10,790

32,422

0

715

57,842

0

0

32

2,169

0

0

108

0

144

0

0

89,337

0

280

169

0

996

10,228

0

0

0

29,779

0

424,330

0

34,246

0

0

0

0

0

0

3,335

$ 788,148 PERSONNEL EXPENSE SUBTOTAL

0

0

0

169,819

0

0

3,720

FY 2017

ACTUAL

589,429

20,745

1,101


Expenditure Summary



POSITION AND SALARY EXPENSE LEGAL SERVICES 8102

Total



FTE Non-Rep

1.00 1.00 1.00 1.00 Contracts Coordinator 6 Non

1.00 1.00 1.00 1.00 General Counsel 13 Non

1.00 1.00 1.00 1.00 Senior Assistant Legal Counsel 10 Non


Operating



FTE Non-Rep





Capital



FTE Non-Rep








SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

431,089 440,600 Wages & Other Pay 51100 448,900

0 0 Temporary 51130 25,000

451 0 Overtime 51140 0





3,720 3,700 Auto Allow ance 51910 3,700

840 800 Mobile Computing Allow ance 51915 800

$ 583,591 $ 597,900 $ 637,500 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0










0 0 Other Government Services 52270 0

72 300 Office Supplies 52305 300

0 0 Operating Supplies 52310 0









0 0 Computer Equipment Expensed 52385 0


800 1,500 Books, Subscriptions & Publications 52410 1,500



94 0 Publication Notices 52430 0

0 0 Printing 52435 0





4,571 4,000 Travel Expense 52485 4,000


807 1,000 Private Mileage 52487 1,000

252 500 Other Materials & Services 52495 500









$ 41,589 $ 58,600 $ 58,600 $ - $ -

$ - $ - $ - $ - $ -

$ 625,180 $ 656,500 $ 696,100 $ - $ -

FY 2017

ACTUAL

409,589

0

15


Expenditure Summary

840


0

0

0

121,677

0

0

3,720

0

22

0

0

0

0

0

0

19

0

0

0

2,750

6,814

227

0

0

0

0

1,314

0

0

0

0

0

0

0

1,100

0

0

265

56

0

0

0

5,637

2,931

0

736

6,354

0

0

0

0

0


$ 564,066 TOTAL EXPENDITURE

8102 - Legal Services




POSITION AND SALARY EXPENSE GOVERNMENT & PUBLIC AFFAIRS 8110

Total



FTE Non-Rep

1.00 1.00 1.00 1.00 Graphics Specialist 5 Non

0.00 0.00 0.00 1.00 Government & Public Affairs Director 12 Non

1.00 1.00 1.00 0.00 Government & Public Affairs Manager 11 Non

1.00 1.00 1.00 1.00 Public Affairs Specialist 5 Non

1.00 1.00 1.00 2.00 Public Involvement Coordinator 7 Non

2.00 2.00 2.00 2.00 Sr Public Affairs Specialist 6 Non

1.00 1.00 1.00 0.00 Communications Supervisor 7 Non

0.00 0.00 0.00 1.00 Communications & Marketing Manager 8 Non



GOVERNMENT & PUBLIC AFFAIRS Operating



FTE Non-Rep











GOVERNMENT & PUBLIC AFFAIRS Capital



FTE Non-Rep













SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

627,678 711,400 Wages & Other Pay 51100 817,800

11,133 70,800 Temporary 51130 147,900

2,298 2,000 Overtime 51140 2,000





0 0 Auto Allow ance 51910 0


$ 870,315 $ 1,075,000 $ 1,312,600 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0




0 60,000 Contracted Services 52205 60,000






40,413 62,100 Other Government Services 52270 57,900

115 1,500 Office Supplies 52305 1,500

0 1,100 Operating Supplies 52310 1,100







2,395 1,000 Postage & Freight 52375 1,000








42,205 48,900 Printing 52435 48,900





17,273 15,000 Travel Expense 52485 23,000

555 300 Fleet Charges 52486 800

2,090 2,000 Private Mileage 52487 2,000










$ 542,412 $ 715,100 $ 765,000 $ - $ -

$ - $ - $ - $ - $ -

$ 1,412,727 $ 1,790,100 $ 2,077,600 $ - $ -

FY 2017

ACTUAL

592,486

47,649

3,241


Expenditure Summary

5,040


0

0

0

200,440

0

0

0

0

0

0

0

0

0

0

0

323

30

0

0

0

292,421

0

38,857

263

0

0

10,629

11

0

0

0

0

0

255

568

0

0

138

46,377

0

0

0

2,185

21,123

204

1,925

209,840

0

0

0

0

0



8110 - Government & Public Affairs




POSITION AND SALARY EXPENSE HUMAN RESOURCES 8501

Total



FTE Non-Rep

0.00 1.00 1.00 1.00 Employee & Labor Relations Manager 11 Non

1.00 0.00 0.00 0.00 Human Resources Manager 10 Non

1.00 1.00 1.00 0.00 Human Resources Analyst 6 Non

0.00 1.00 1.00 1.00 Human Resources Specialist 5 Non

2.00 2.00 2.00 3.00 Sr Human Resources Analyst 7 Non


Operating



FTE Non-Rep







Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

492,465 514,400 Wages & Other Pay 51100 531,700

0 65,000 Temporary 51130 50,000

0 0 Overtime 51140 0







$ 686,875 $ 767,600 $ 742,300 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0




0 0 Contracted Services 52205 0







667 1,000 Office Supplies 52305 1,000











279 900 Dues & Memberships 52405 900

0 300 Books, Subscriptions & Publications 52410 300



904 15,000 Publication Notices 52430 7,000

0 1,000 Printing 52435 1,000





7,512 7,000 Travel Expense 52485 7,000


183 400 Private Mileage 52487 400










$ 88,117 $ 180,600 $ 172,600 $ - $ -

$ - $ - $ - $ - $ -

$ 774,992 $ 948,200 $ 914,900 $ - $ -

FY 2017

ACTUAL

370,976

15,268

0


Expenditure Summary

455


0

0

0

116,940

0

0

0

0

0

0

0

0

0

0

0

1,547

0

0

0

0

40,261

0

0

8

0

0

1,342

0

0

0

0

0

0

0

168

0

0

3,519

95

0

0

0

4,218

3,561

0

134

11,082

0

0

0

0

0



8501 - Human Resources




POSITION AND SALARY EXPENSE DIGITAL SOLUTIONS 8305

Total



FTE Non-Rep

0.00 0.00 0.00 1.00 Business Practice Leader 2 - Digital Solutions 11 Non

1.00 1.00 0.00 0.00 Business Systems Analyst 1 6 Non

2.00 2.00 2.00 2.00 Data Base Administrator 9 Non

0.00 0.00 0.00 1.00 Data Management Analyst 8 Non

0.00 0.00 0.00 1.00 Digital Solutions Opportunities Manager 10 Non

0.00 0.00 0.00 1.00 Information Technology Enterprise Architect 9 Non

1.00 1.00 1.00 1.00 Information Technology Technician 4 Non

1.00 1.00 1.00 1.00 Information Systems Division Manager 11 Non

2.00 2.00 2.00 0.00 Information Systems Manager 10 Non

3.00 3.00 3.00 2.00 Information Technology Analyst 8 Non

1.00 1.00 1.00 1.00 Programmer Analyst 8 Non

3.00 3.00 3.00 3.00 Software Engineer 9 Non

14.00 14.00 13.00 14.00 TOTAL PERSONNEL

Operating



FTE Non-Rep













14.00 14.00 13.00 13.00 TOTAL PERSONNEL

Capital



FTE Non-Rep

















SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

1,619,798 1,603,000 Wages & Other Pay 51100 1,784,700

0 0 Temporary 51130 140,000

7,681 0 Overtime 51140 0







$ 2,187,153 $ 2,152,800 $ 2,558,400 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0











4,869 1,500 Office Supplies 52305 1,500

2,213 500 Operating Supplies 52310 500





40,639 14,000 Small Tools 52350 14,000



1,467 0 Softw are Expensed 52380 0


145 1,000 Dues & Memberships 52405 1,000



465,560 499,100 Softw are Licenses & Support 52425 509,100


0 100 Printing 52435 100

3,120 0 Telecom Internal 52440 0

284,832 250,000 Telephone Services 52445 255,000



18,859 12,100 Travel Expense 52485 27,100


1,168 1,800 Private Mileage 52487 1,800


(23) 0 Permits, Licenses & Fees 52500 0





114,344 142,500 Repair & Maintenance Services 52610 140,000



$ 1,077,180 $ 1,106,700 $ 1,132,100 $ - $ -

$ - $ - $ - $ - $ -

$ 3,264,333 $ 3,259,500 $ 3,690,500 $ - $ -

FY 2017

ACTUAL

1,563,787

101,595

8,863


Expenditure Summary

9,160

$ 2,170,965 PERSONNEL EXPENSE SUBTOTAL

0

0

0

487,559

0

0

0

0

27,212

0

0

0

0

0

0

576

2,740

0

0

0

6,000

0

0

0

4,578

2,837

1,188

343

0

19,862

0

4,470

213,128

0

57,787

0

460,395

87

116

163

0

0

29,115

14,008

0

1,266

506

0

0

0

0

98,351



8305 - Digital Solutions




POSITION AND SALARY EXPENSE BUSINESS STRATEGY & PERFORMANCE SYSTEMS 8500

Total



FTE Non-Rep


1.00 1.00 1.00 0.00 Business Operations Director 13 Non

0.00 0.00 0.00 1.00 Business Strategy & Performance Systems Director 13 Non

0.00 0.00 0.00 1.00 Business Practice Leader 1 - Strategy, Performance, 10 Non

and Innovation


Operating



FTE Non-Rep





and Innovation


Capital



FTE Non-Rep





and Innovation





SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

246,188 251,900 Wages & Other Pay 51100 329,700

11,712 10,000 Temporary 51130 50,000






3,720 3,700 Auto Allow ance 51910 3,700


$ 350,040 $ 356,700 $ 508,600 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0



























4,262 0 Printing 52435 300





4,677 5,000 Travel Expense 52485 10,000












$ 58,596 $ 119,800 $ 94,100 $ - $ -

$ - $ - $ - $ - $ -

$ 408,636 $ 476,500 $ 602,700 $ - $ -

FY 2017

ACTUAL

230,446

0

0


Expenditure Summary 8500 - Business Strategy & Performance Systems

840


0

0

0

66,013

0

0

3,720

0

0

0

0

0

0

0

0

0

0

0

0

0

75,699

0

0

49

0

0

513

0

0

280

0

0

0

0

54

0

120

0

179

0

0

0

3,250

8,838

0

431

1,967

0

0

0

0

0






POSITION AND SALARY EXPENSE FINANCE & ACCOUNTING 8504

Total



FTE Non-Rep

1.00 1.00 1.00 2.00 Accounting Specialist 4 Non


3.00 3.00 3.00 3.00 Associate Accounting Clerk 2 Rep

0.00 0.00 0.00 1.00 Budget & Support Services Supervisor 8 Non


0.00 0.00 0.00 1.00 Chief Financial Officer 12 Non

0.00 0.00 0.00 1.00 Controller 9 Non

2.00 2.00 2.00 2.00 Customer Service Representative 2 Rep

1.00 1.00 1.00 0.00 Finance Manager 10 Non

1.00 0.00 0.00 0.00 Financial Analyst 6 Non

1.00 1.00 1.00 1.00 Payroll Coordinator 6 Non

0.00 1.00 1.00 1.00 Procurement Coordinator 5 Non

1.00 2.00 2.00 1.00 Sr Accountant 6 Non

0.00 1.00 1.00 0.00 Sr Financial Analyst 7 Non

11.00 13.00 13.00 15.00 TOTAL PERSONNEL

Operating



FTE Non-Rep







0.00 0.00 0.00 1.00 Controller 9 Non








11.00 13.00 13.00 15.00 TOTAL PERSONNEL

Capital



FTE Non-Rep







0.00 0.00 0.00 0.00 Controller 9 Non











CLASSIFICATION TITLESALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

1,087,151 1,109,800 Wages & Other Pay 51100 1,322,400

0 20,000 Temporary 51130 40,000

793 0 Overtime 51140 0



6,300 2,000 Tuition Reimbursement 51761 0




$ 1,534,626 $ 1,604,800 $ 1,926,200 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0






48,900 50,000 Audit & Accounting Services 52220 53,000




1,052,598 1,139,500 Other Government Services 52270 1,174,800

10,575 14,200 Office Supplies 52305 2,200






387 600 Small Tools 52350 600


516 2,000 Postage & Freight 52375 2,000


0 0 Computer Equipment Expensed 52385 3,000





3,036 4,500 Publication Notices 52430 4,500

1,682 7,500 Printing 52435 6,000





8,913 9,000 Travel Expense 52485 9,000


1,231 1,600 Private Mileage 52487 1,600



6,239 10,000 Bank Service Charge 52515 10,000


2,838 5,000 Bond Trustee Fees 52550 5,000





$ 1,160,351 $ 1,354,500 $ 1,420,800 $ - $ -

$ - $ - $ - $ - $ -

$ 2,694,977 $ 2,959,300 $ 3,347,000 $ - $ -



8504 - Finance & Accounting

$ 1,128,191 MATERIALS & SERVICES SUBTOTAL

0

0

4,635

0

0

0

6,343

0

4,317

4,973

0

855

2,894

0

0

0

279

0

0

3,686

3,710

295

0

0

2,349

0

0

0

0

1,639

1,004

0

0

0

5,750

0

1,037,725

0

138

0

47,600

0

0

0

0

840


0

0

0

337,332

0

0

0

FY 2017

ACTUAL

888,057

0

714


Expenditure Summary



POSITION AND SALARY EXPENSE RISK & BENEFITS MGMT 8502

Total



FTE Non-Rep

1.00 1.00 1.00 1.00 Risk and Benefits Manager 9 Non

1.00 1.00 1.00 1.00 Risk & Safety Analyst 6 Non

2.00 2.00 2.00 2.00

Operating



FTE Non-Rep



2.00 2.00 2.00 2.00

Capital



FTE Non-Rep



0.00 0.00 0.00 0.00TOTAL PERSONNEL




GRADE

SALARY

GRADE

SALARY

GRADE

TOTAL PERSONNEL

TOTAL PERSONNEL


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

133,814 209,600 Wages & Other Pay 51100 211,100

0 26,000 Temporary 51130 50,000







980 800 Mobile Computing Allow ance 51915 1,600

$ 175,368 $ 322,200 $ 346,200 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0

















0 0 Small Tools 52350 1,500

234 5,400 Safety Equipment 52360 3,900






23,372 30,500 Tri-Met Subsidy 52420 30,500



33 100 Printing 52435 200





5,027 3,500 Travel Expense 52485 3,500


367 800 Private Mileage 52487 1,000









1,020,433 1,140,000 Insurance 52705 1,230,000

$ 1,189,128 $ 1,396,500 $ 1,487,000 $ - $ -

$ - $ - $ - $ - $ -

$ 1,364,496 $ 1,718,700 $ 1,833,200 $ - $ -

FY 2017

ACTUAL

157,797

0

50


Expenditure Summary

1,190


0

0

0

53,695

0

150

0

0

108,560

0

0

0

0

0

0

240

0

0

0

0

62,166

0

0

24

0

0

5,366

0

0

0

1,018

0

0

0

0

23,360

0

0

0

0

0

0

1,525

4,835

0

483

411

0

867,503

0

0

474



8502 - Risk & Benefits Management




POSITION AND SALARY EXPENSE ABC BUILDING 8507

FY 2017 FY 2018 FY 2019 FY 2020 SALARY Represented

ACTUAL ACTUAL BUDGET PROPOSED GRADE or

FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Operating



FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Capital



FTE Non-Rep

0.00 0.00 0.00 0.00 Non






FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

0 0 Wages & Other Pay 51100 0

0 0 Temporary 51130 0



0 0 Other Personnel Expenses 51600 0





$ - $ - $ - $ - $ -

141,633 140,000 Electricity 52110 0

13,664 15,000 Water 52120 0

41,177 40,000 Natural Gas 52130 0

4,283 4,500 Garbage 52140 0

5,233 4,500 Surface Water Management Charge 52150 0

2,204 2,500 Other Utility Services 52160 0

7,822 0 Sew er Charges 52170 0

388,761 370,000 Contracted Services 52205 0

46,605 72,000 Landscape Services 52215 0



0 0 Professional Services 52240 0






11,761 12,000 Janitorial Supplies 52320 0


17,292 50,000 Construction & Building Supplies 52335 0










0 1,000 Publication Notices 52430 0




1,959 3,800 Fueling Contract 52475 0

0 0 Training & Education 52480 0

0 0 Travel Expense 52485 0

5,570 6,000 Fleet Charges 52486 0


1,562 0 Other Materials & Services 52495 0





0 1,000 Equipment Rental 52605 0

136,317 150,000 Repair & Maintenance Services 52610 0



$ 828,328 $ 872,800 $ - $ - $ -

$ - $ - $ - $ - $ -

$ 828,328 $ 872,800 $ - $ - $ -

FY 2017

ACTUAL

0

0

0


Expenditure Summary 8507 - Building Maintenance - ABC Building

0

$ - PERSONNEL EXPENSE SUBTOTAL

143,379

10,359

0

0

0

0

0

0

365,713

67,790

0

46,493

4,222

4,345

1,958

999

0

0

12,052

0

0

0

0

0

0

0

0

173

43,672

101

0

0

0

0

0

0

0

0

0

40

0

0

0

0

0

0

1,833

0

0

0

1,498

146,010






POSITION AND SALARY EXPENSE FLEET & PURCHASING 8111 & 8503

Total



FTE Non-Rep


0.00 0.00 0.00 0.00 Buyer 5 Non

1.00 0.00 0.00 0.00 Fleet & Purchasing Coordinator 7 Non


Operating



FTE Non-Rep


0.00 0.00 0.00 0.00 Buyer 5 Non



Capital



FTE Non-Rep


0.00 0.00 0.00 0.00 Buyer 5 Non




GRADE


GRADE


GRADE



EXPENDITURE SUMMARY 8111 & 8503

FY 2017

ACTUAL

FY 2018

ACTUAL

FY 2019 REVISED

BUDGET OBJECT CODE DESCRIPTION

OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

71,323 0 0 Full Time Reg Salaries 51110 0

0 0 0 Temporary 51130 0

26 0 0 Overtime 51140 0

0 0 0 Out of Class Straight Time 51170 0

23,720 0 0 Other Personnel Expense - FT Reg only 51600 0

Other Personnel Expense - All Other 51600 0

0 0 0 Other Employee Allowances 51900 0

0 0 0 Automobile Allowance 51910 0

0 0 0 Mobile Computing Allowance 51915 0

95,069$ -$ -$ -$ -$ -$

0 0 0 Electricity 52110 0

0 0 0 Water 52120 0

0 0 0 Natural Gas 52130 0

0 0 0 Garbage 52140 0

0 0 0 Surface Water Management Charge 52150 0

0 0 0 Other Utility Services 52160 0

0 0 0 Contracted Services 52205 0

0 0 0 Engineering Services 52210 0

0 0 0 Audit & Accounting Services 52220 0

0 0 0 Legal Services 52230 0

0 0 0 Professional Services 52240 0

0 0 0 Recording Fees 52250 0

0 0 0 Laundry 52260 0

0 0 0 Other Government Services 52270 0

10,094 0 0 Office Supplies 52305 0

6 0 0 Operating Supplies 52310 0

0 0 0 Gas, Oil, Lubrication 52315 0

0 0 0 Janitorial Supplies 52320 0

0 0 0 Tech & Scientific Supplies 52325 0

0 0 0 Repair & Maintenance Supplies 52330 0

0 0 0 Construction & Bldg Supplies 52335 0

0 0 0 Parts - Equipment 52340 0

0 0 0 Small Tools 52350 0

0 0 0 Safety Equipment 52360 0

0 0 0 Postage & Freight 52375 0

0 0 0 Software Expensed 52380 0

0 0 0 Computer Equipment 52385 0

5,188 0 0 Dues & Memberships 52405 0

0 0 0 Books, Subscriptions & Publications 52410 0

0 0 0 Software Licenses & Support 52425 0

386 0 0 Publication Notices 52430 0

0 0 0 Printing & Duplicating 52435 0

0 0 0 Telecom Internal 52440 0

0 0 0 Telephone Service 52445 0

0 0 0 Pager Services 52450 0

0 0 0 Land & Building Rent 52470 0

1,443 0 0 Fueling Contract 52475 0

720 0 0 Training & Education 52480 0

729 0 0 Travel Expense 52485 0

6,672 0 0 Fleet Charges 52486 0

142 0 0 Private Mileage 52487 0

70 0 0 Other Materials & Services 52495 0

0 0 0 Permits, Licenses & Fees 52500 0

0 0 0 Public Information 52505 0

0 0 0 Taxes, Assmts, Liens 52510 0

0 0 0 Equipment Rental 52605 0

0 0 0 Repair & Maintenance Services 52610 0

0 0 0 Non-Vehicle Eqpt R&M 52620 0

0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

0 0 0 Other Chemicals 52890 0

25,449$ -$ -$ -$ -$ -$

0 0 0 0

120,519$ -$ -$ -$ -$ -$


TOTAL EXPENDITURE

FLEET & PURCHASING

PERSONNEL SERVICES SUBTOTAL



Regulatory Affairs Department ADMINISTRATION

The Administration program provides technical, scientific, regulatory and policy support to the District. This support involves research, modeling and analysis of environmental data related to the protection of public and watershed health, the implementation of the Tualatin River Total Maximum Daily Loads (TMDLs) and the implementation of and compliance with the District’s watershed-based National Pollutant Discharge Elimination System (NPDES) wastewater discharge permit.

The Administration staff is also responsible for tracking, evaluating and influencing the development of state and federal environmental regulations. The Administration staff writes, reviews, directs and coordinates reports related to monitoring, effluent discharges, noncompliance incidents and permit compliance. This group communicates with state and federal regulatory staff and the District’s partners and co-implementer cities about regulatory compliance and policies. The Administration staff coordinates, tracks and reports on the District’s Water Quality Credit Trading Program for temperature and manages the release of stored water for flow augmentation within the Tualatin River watershed. The Administration staff oversees the District’s intergovernmental agreements related to flow and water quality monitoring and flow augmentation with the Department of Environmental Quality, the U.S. Geological Survey, the Joint Water Commission and the District 18 Watermaster.

Administration staff also participates in various organizations that support clean water and water quality, providing input, support and comments for meetings, workshops and conferences.

ENVIRONMENTAL SERVICES

The Environmental Services program is responsible for responding to complaints about pollution entering waterways or conveyance systems across the District. The Environmental Services program maintains the District’s illicit discharge response program and responds to reports of spills or contamination affecting surface water, storm drainage or sanitary sewers. Staff provides technical assistance to fire and emergency response authorities relating to spills or surface water clean-up concerns. Environmental Services staff provides outreach and education, making the public aware of the importance of protecting the public systems and waterways.

The Environmental Services staff helps ensure public and worker health and safety and ensures that industrial users do not adversely affect municipal infrastructure, the quality of the wastewater plant effluent or biosolids. The Environmental Services program regulates commercial establishments and industries that discharge into the sanitary sewer system, including those located in co-implementer cities, It also regulates the disposal of septic tank pumpage and chemical toilet waste at the District’s treatment plants. The Environmental Services staff implements the industrial pretreatment program mandated by the federal Clean Water Act including permitting and inspecting significant industrial discharges. Regulation of the permitted industrial users includes receiving and reviewing reports, issuing permits, inspecting industrial sites, sampling, reviewing industrial discharge analytical data and enforcing pretreatment standards and permits. The Environmental Services staff also has responsibility to reduce the discharge of fats, oils and grease to the sanitary sewer system.

Environmental Services is also responsible for implementation of the commercial and industrial stormwater programs. To implement this program the Environmental Services staff acts as DEQ’s agent for the 1200-Z NPDES Industrial Stormwater permitting and compliance program. The Environmental Services staff oversees stormwater best management practices, conducts inspections and plans reviews for industries’ compliance with


DEQ-issued 1200-Z stormwater permits, industrial private water quality facilities and other commercial stormwater systems.

Environmental Services staff also leads the pollution prevention activities of the District. The most active outreach program is the Ecological Business Certification Program for the automobile services and landscape business sectors (see the web site at www.ecobiz.org). The District continues to work on the Mercury Reduction Outreach Program in conjunction with the Oregon Dental Association and Washington County Dental Society to survey and provide technical assistance to dental facilities.

LABORATORY SERVICES

The Laboratory Services staff conducts environmental sampling and analysis for the District. The Laboratory staff provides fundamental data for critical decision-making in areas such as health of the watershed, performance of the treatment plants and compliance with environmental regulations. The Laboratory staff performs over 120,000 individual water quality analyses per year along with extensive sampling, continuous monitoring and performing extensive field measurements. This work supports activities across the District including wastewater treatment, source control, conveyance, stormwater and Tualatin watershed management. The Laboratory staff routinely analyzes samples for nutrients such as nitrogen, phosphorus, sulfur and potassium; for E. coli bacteria; and for dozens of trace metals including copper, lead, silver, cadmium and zinc. The Laboratory is capable of measuring mercury at extremely low levels: 0.5 parts per trillion!

These analyses provide information related to permit compliance, process operations and watershed health. Laboratory staff also supports data collection and analysis for numerous innovative research and development projects within the District. Some examples are:

Evaluating and calibrating continuous treatment plant process monitoring systems for ammonia, nitrate, phosphorus and solids to support efficient plant operations.

Developing and implementing analytical methods to measure disinfection by-products at low levels to support the development of a regulatory strategy.

Conducting nutrient, temperature, copper, dissolved oxygen and algal chlorophyll studies to support compliance and operations at the Fernhill Natural Treatment System.

Continuing research support to optimization treatment processes.

Method development and ambient and plant data generation to use with the Biotic Ligand Model to determine copper compliance.

The Laboratory staff has spent several summers monitoring the water quality effects that flow augmentation had on McKay and Dairy creeks and is now maintaining a continuous in-stream water quality monitoring station in Beaverton Creek. For the High Purity Water project, the Laboratory staff provided the planning, sampling and analyses to demonstrate that the finished water met all applicable drinking water standards. The Laboratory is now assisting in planning and extensive sampling to understand the improvement to water quality from the Fernhill Natural Treatment System, algal growth, and to collect the information needed to update water quality models for the Tualatin River. The updated models will be used to influence regulatory strategies for nutrient management in the basin.


OBJECT CODEFY 2017

ACTUAL

FY 2019 REVISED

BUDGET

FY 2020

PROPOSED

Change from

FY19 Budget

51100 2,800,482 3,336,700 3,286,400

51130 248,252 397,000 431,900

51140 53,656 65,000 67,100

51170 0 15,000 18,500

51600 992,963 1,357,800 1,319,000

51761 916 38,200 38,200

51900 1,839 4,200 4,200

51910 0 0 0

51915 9,255 8,400 7,600

$ 4,107,363 $ 4,563,421 $ 5,222,300 $ 5,172,900 -0.9%

52110 0 0 0

52120 0 0 0

52130 0 0 0

52140 0 0 0

52150 0 0 0

52205 0 13,000 13,000

52210 0 0 0

52240 802,845 1,409,000 1,341,000

52250 0 0 0

52260 8,399 7,000 7,000

52270 0 0 0

52305 1,413 2,500 2,500

52310 28,565 48,000 46,000

52315 0 0 0

52325 241,771 350,000 370,300

52330 274 5,000 5,000

52335 0 0 0

52340 0 0 0

52350 1,698 1,000 1,000

52360 159 0 0

52375 292 1,000 1,000

52380 399 0 0

52385 389 6,000 6,000

52405 5,445 5,600 6,100

52410 34 700 700

52425 0 15,000 15,000

52430 110 1,500 1,500

52435 2,256 4,000 4,000

52470 0 0 0

52475 7,006 11,500 8,000

52480 37,763 43,700 43,700

52485 57,869 41,700 41,700

52486 8,229 10,500 10,500

52487 9,430 11,600 11,600

52495 2,997 1,000 1,000

52500 251,505 390,500 320,500

52505 1,435 6,000 6,000

52610 0 0 0

52620 4,131 30,000 30,000

52630 0 0 0

52705 0 0 0

$ 1,474,418 $ 1,611,295 $ 2,415,800 $ 2,293,100 -5.1%

$ 89,044 $ 205,675 $ - $ -

$ 5,670,825 $ 6,380,391 $ 7,638,100 $ 7,466,000 -2.3%


Temporary 311,182

OBJECT CODE DESCRIPTIONFY 2018

ACTUAL


Other Employee Allowances 2,151

Auto Allowance 0

Overtime 46,523



Water 0

Natural Gas 0


PERSONNEL EXPENSE SUBTOTAL

Electricity 0

Contracted Services 863

Engineering Services 0

Garbage 0

Surface Water Management Charge 0


Recording Fees 486

Laundry 7,342

Gas, Oil, Lubrication 0

Tech & Scientific Supplies 242,027

Other Government Services 0



Small Tools 286

Safety Equipment 0

Postage & Freight 701

Repair & Maintenance Supplies 1,415

Construction & Building Supplies 0

Parts & Equipment 0



Software Expensed 0

Computer Equipment Expensed 2,160


Publication Notices 196

Printing 2,894


Fleet Charges 6,745


Land & Building Rent 0




Permits, Licenses & Fees 252,827

Public Information 1,550

Repair & Maintenance Services 0

Non-vehicle Equipment Repair &

Maintenance

11,848


Insurance 0

TOTAL EXPENDITURE

Regulatory Affairs Department Department Summary





POSITION AND SALARY EXPENSE ADMINISTRATION 8210

Total



FTE Non-Rep

1.00 1.00 1.00 1.00 Asst Regulatory Affairs Dept Director 12 Non

1.00 1.00 1.00 0.00 Principal Engineer 10 Non

1.00 1.00 1.00 1.00 Regulatory Affairs Dept Director LT 13 Non

0.00 0.00 1.00 1.00 Operations Analyst 1 6 Non

1.00 1.00 1.00 1.00 Water Resources Prog Manager 9 Non

4.00 4.00 5.00 4.00 Water Resources Analyst - Regulatory 8 Non


9.00 9.00 11.00 9.00 TOTAL PERSONNEL

Operating



FTE Non-Rep








9.00 9.00 11.00 9.00 TOTAL PERSONNEL

Capital



FTE Non-Rep












SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

1,150,901 1,330,300 Wages & Other Pay 51100 1,086,700

37,313 150,000 Temporary 51130 282,400

296 0 Overtime 51140 0



1,068 30,000 Tuition Reimbursement 51761 30,000




$ 1,561,999 $ 1,982,700 $ 1,785,900 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0


0 0 Engineering Services 52210 0

873,669 1,289,000 Professional Services 52240 1,221,000


0 0 Laundry 52260 0



0 2,000 Operating Supplies 52310 0


1,500 0 Tech & Scientif ic Supplies 52325 2,000



0 0 Parts & Equipment 52340 0







1,117 500 Books, Subscriptions & Publications 52410 500



721 1,000 Printing 52435 1,000

0 0 Land & Building Rent 52470 0



30,048 25,000 Travel Expense 52485 25,000


5,162 4,000 Private Mileage 52487 4,000


252,827 384,500 Permits, Licenses & Fees 52500 314,500

0 0 Public Information 52505 0


0 0 Non-vehicle Equipment Repair &

Maintenance

52620 0



$ 1,183,981 $ 1,722,000 $ 1,584,500 $ - $ -

$ - $ - $ - $ - $ -

$ 2,745,980 $ 3,704,700 $ 3,370,400 $ - $ -




0

0

0

0

251,505

0

19,848

38,676

0

3,965

475

0

0

0

0

0

131

34

399

0

821

9

0

0

0

0

1

58

0

379

729,357

0

0

0

0

0

0

3,440


0

0

150

0

FY 2017

ACTUAL

920,250

106,441

1,878

0

Expenditure Summary 8210 - Regulatory Affairs Administration

0

281,073

0

Regulatory Affairs Department



POSITION AND SALARY EXPENSE ENVIRONMENTAL SERVICES 8212

Total



FTE Non-Rep

0.00 1.00 1.00 1.00 Environmental Services Specialist 1 4 Rep


0.00 0.00 0.00 1.00 Environmental Services Supervisor 7 Non

1.00 1.00 0.00 0.00 Source Control Manager 8 Non


Operating



FTE Non-Rep






Capital



FTE Non-Rep










FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

591,725 579,700 Wages & Other Pay 51100 694,000

59,414 72,000 Temporary 51130 50,000

14,567 30,000 Overtime 51140 30,000

0 12,500 Out of Class Straight Time 51170 12,500


0 8,200 Tuition Reimbursement 51761 8,200

415 1,400 Other Employee Allow ances 51900 1,400



$ 920,177 $ 955,800 $ 1,087,800 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0





0 0 Laundry 52260 0





170 0 Tech & Scientif ic Supplies 52325 0




216 1,000 Small Tools 52350 1,000




2,160 0 Computer Equipment Expensed 52385 0



2,563 0 Softw are Licenses & Support 52425 0

196 1,500 Publication Notices 52430 1,500

2,173 3,000 Printing 52435 3,000


3,321 4,800 Fueling Contract 52475 3,000


5,819 9,700 Travel Expense 52485 9,700

2,099 4,000 Fleet Charges 52486 4,000

2,241 5,600 Private Mileage 52487 5,600



1,550 6,000 Public Information 52505 6,000



Maintenance

52620 0



$ 34,286 $ 82,600 $ 80,800 $ - $ -

$ - $ - $ - $ - $ -

$ 954,463 $ 1,038,400 $ 1,168,600 $ - $ -




0

0

0

0

0

1,435

13,530

13,505

3,447

3,450

2,185

0

2,022

0

0

110

1,922

214

0

0

4,142

265

0

0

87

0

417

3,747

0

0

2,205

0

0

0

0

0

0

2,802


0

0

695

0

FY 2017

ACTUAL

576,473

41,645

11,097

0


Expenditure Summary 8212 - Environmental Services

0

205,462

916



POSITION AND SALARY EXPENSE LABORATORY SERVICES 8232

Total



FTE Non-Rep

2.00 2.00 2.00 2.00 Laboratory Technician 3 Rep

1.00 1.00 1.00 0.00 Laboratory Services Division Manager 11 Non

12.00 12.00 12.00 13.00 Laboratory Specialist 5 Rep

1.00 1.00 1.00 1.00 Laboratory Supervisor 8 Non

1.00 1.00 1.00 1.00 Lab Systems & QA/QC Coord 7 Non

0.00 0.00 0.00 1.00 Senior Operations Analyst 9 Non

17.00 17.00 17.00 18.00 TOTAL PERSONNEL

Operating



FTE Non-Rep







17.00 17.00 17.00 18.00 TOTAL PERSONNEL

Capital



FTE Non-Rep











SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

1,271,853 1,426,700 Wages & Other Pay 51100 1,505,700

214,455 175,000 Temporary 51130 99,500

31,661 35,000 Overtime 51140 37,100

0 2,500 Out of Class Straight Time 51170 6,000



1,736 2,800 Other Employee Allow ances 51900 2,800



$ 2,081,245 $ 2,283,800 $ 2,299,200 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0





7,342 7,000 Laundry 52260 7,000


3,172 2,500 Office Supplies 52305 2,500



240,358 350,000 Tech & Scientif ic Supplies 52325 368,300

1,415 5,000 Repair & Maintenance Supplies 52330 5,000





611 1,000 Postage & Freight 52375 1,000


0 6,000 Computer Equipment Expensed 52385 6,000









3,012 7,000 Travel Expense 52485 7,000

4,647 6,500 Fleet Charges 52486 6,500

1,714 2,000 Private Mileage 52487 2,000


0 6,000 Permits, Licenses & Fees 52500 6,000



11,848 30,000 Non-vehicle Equipment Repair &

Maintenance

52620 30,000



$ 393,028 $ 611,200 $ 627,800 $ - $ -

$ 205,675 $ - $ - $ - $ -

$ 2,679,948 $ 2,895,000 $ 2,927,000 $ - $ -

$ 89,044 CAPITAL OUTLAY SUBTOTAL



0

0

0

4,131

0

0

4,385

5,687

4,782

2,016

337

0

4,984

34

0

0

203

44

0

389

482

0

0

0

1,611

159

995

24,760

0

241,392

71,283

0

8,399

0

0

0

0

3,013


0

0

994

0

FY 2017

ACTUAL

1,303,759

100,166

40,681

0


Expenditure Summary 8232 - Laboratory Services

0

506,429

0


Watershed Management Department

The Mission of the Watershed Management Department (WMD) is to build and strengthen innovative and resilient partnerships to enhance the benefits that natural resources provide to the community.

This is accomplished by working on a landscape scale to restore and manage watershed health in rural and urban communities throughout the Tualatin River Watershed. Serving as a catalyst for streamside restoration, WMD is able to leverage millions of additional dollars from voluntary incentive Farm Bill programs, conservation districts, local parks and open space providers, cities, Oregon Department of Fish and Wildlife and more than two dozen nonprofit partners

(www.jointreeforall.org). Together these collective resources produce landscape-scale results (140 river miles restored with 10 million plus native plants) while continuing to support rural and urban economies. By working at the landscape scale, we strive to create the watershed resilience needed to address rapid urban growth and the stressors associated with climate change.

In addition, WMD serves as a catalyst for acquiring long-term water supplies

(http://www.tualatinbasinwatersupply.org/) to help meet future rural and urban water needs and ensure there is a healthy stream network for local fish and wildlife.

Water Resources Infrastructure: Investing in natural capital infrastructure for watershed health.

Tualatin Basin Water Supply and Flow Restoration: Watershed Management staff is working with other water resource managers to expand opportunities to improve flow and the ecological health of Tualatin River and its tributaries. The department partners with local farmers to enhance fish flows and NPDES regulatory requirements and offers voluntary incentive programs that support a vibrant and healthy agricultural community.

Regional Stream and Wetland Enhancement: Watershed Management staff is working on a variety of projects, including aquatic habitat enhancement, riparian planting, wetland restoration and treatment facility upgrades across urban and rural areas of the Tualatin River Basin.

Strategic Watershed Assessment and Planning: Utilizing scientific knowledge and innovation to improve watershed and stream health for community benefit.

The Healthy Streams Strategy: Partnering with over a 150 local nonprofits, governments and private

companies, the Regional Conservation Strategy (http://www.theintertwine.org/projects/regional-conservation-strategy) serves as an ecological roadmap for the Great Portland Region. This strategy identifies key factors needed to ensure a healthy watershed and brings the collective efforts of these organizations together to maximize ecological uplift.

Regional Restoration Collaboration: Using NPDES riparian restoration requirements to leverage additional resources allows the District to maximize watershed health benefits and meet multiple community objectives. This planning effort encourages organizations to partner and develop programs that meet shared restoration goals. This approach taps into existing local, state and federal resources and then applies them in a coordinated focused restoration strategy.

http://www.jointreeforall.org/

http://www.tualatinbasinwatersupply.org/

http://www.tualatinbasinwatersupply.org/

http://www.theintertwine.org/projects/regional-conservation-strategy

http://www.theintertwine.org/projects/regional-conservation-strategy


Stream Stewardship: Restoring ecological function with sustained action.

Healthy riparian and wetland vegetation is central to Clean Water Services’ strategy for improved water quality and aquatic habitat. Native plant communities stabilize vulnerable stream banks, filter pollution, shade waterways and provide essential wildlife habitat, among many other benefits.

Restoration sites require active monitoring and stewardship to fully restore ecological functions of these sensitive habitats. CWS oversees a focused effort to maintain the gains and minimize emerging threats to our green infrastructure investments.

Community Watershed Action: Building capacity in our community to sustain our natural capital investments.

By working with multiple partners, WMD is able to focus restoration energy to maximize benefits for watershed health. The partners of Tree for All have restored more than 140 river miles and found a home for more than 10 million native plants since 2004. This approach clearly demonstrates the benefits of working together and creating landscape opportunities for humans and wildlife.


OBJECT CODE FY 2017 ACTUALFY 2019

REVISED BUDGET

FY 2020

PROPOSED

Change from

FY19 Budget

51100 1,296,976 2,168,900 2,106,100

51130 208,125 191,000 181,000

51140 1,596 0 0

51170 0 0 0

51600 249,015 808,200 604,800

51761 0 0 0

51900 1,240 2,000 2,000

51910 0 0 0

51915 9,722 8,000 8,800

$ 1,766,674 $ 3,178,100 $ 2,902,700 -8.7%

52110 1,708 2,800 1,800

52120 0 0 0

52130 0 0 0

52140 72 1,000 1,000

52150 0 0 0

52160 0 0 0

52205 484,981 540,000 540,000

52210 0 0 0

52240 90,285 100,000 80,000

52250 0 0 0

52260 0 0 0

52270 443,217 1,965,000 2,050,000

52305 1,665 1,000 1,000

52310 2,080 0 0

52315 747 0 0

52330 806 1,000 1,000

52335 4,846 5,000 5,000

52340 0 0 0

52350 23,232 25,000 25,000

52360 530 5,000 5,000

52375 303 0 0

52380 0 0 0

52385 0 0 0

52405 12,479 10,000 10,000

52410 605 800 800

52425 1,223 2,000 2,000

52430 0 0 0

52435 944 0 0

52445 85 0 0

52470 10,094 10,000 10,000

52475 6,072 7,100 8,000

52480 27,781 39,000 44,000

52485 39,206 37,300 37,300

52486 7,189 8,000 8,000

52487 3,099 4,000 4,000

52495 1,449,014 379,000 404,000

52500 727 600 600

52505 0 0 0

52510 10,395 12,000 12,000

52605 0 0 0

52610 1,378 1,000 1,000

52620 443 1,000 1,000

52630 0 0 0

52705 0 0 0

$ 2,625,206 $ 3,157,600 $ 3,252,500 3.0%

$ - $ - $ -

$ 4,391,880 $ 6,335,700 $ 6,155,200 -2.8%TOTAL EXPENDITURE $ 4,374,321

Watershed Management Department Department Summary

CAPITAL OUTLAY SUBTOTAL $ -

MATERIALS & SERVICES SUBTOTAL $ 2,472,932

Insurance 0



Maintenance

0


Equipment Rental 0

Taxes, Assessments & Liens 11,069

Other Materials & Services 1,504,462

Permits, Licenses & Fees 648

Public Information 0


Fleet Charges 4,813


Land & Building Rent 8,794



Telephone Services 0



Printing 0



Software Expensed 1,797

Computer Equipment Expensed 210

Small Tools 15,660

Safety Equipment 869




Parts & Equipment 17

Gas, Oil, Lubrication 1,194

Other Government Services 96,940

Office Supplies 936

Operating Supplies 525


Recording Fees 0

Laundry 0



Garbage 0

Surface Water Management Charge 0

Other Utility Services 0

Water 0

Natural Gas 0

PERSONNEL EXPENSE SUBTOTAL $ 1,901,389

Electricity 1,107

Tuition Reimbursement 0


Auto Allowance 0

Other Personnel Expenses 312,933


Temporary 208,594


OBJECT CODE DESCRIPTION FY 2018 ACTUAL

Overtime 1,534





Total



FTE Non-Rep

1.00 1.00 0.00 0.00 Administrative Assistant 4 Non

0.00 0.00 1.00 1.00 Operations Coordinator 5 Non

0.75 0.75 0.75 0.75 Watershed Mgmnt Dept Dir LT 13 Non

0.25 0.25 0.25 0.25 Water Supply Project Manager 11 Non

0.25 0.25 0.25 0.25 Watershed Division Manager 11 Non


Operating



FTE Non-Rep



0.75 0.75 0.75 0.75 Watershed Management Dept Director LT 13 Non




Capital



FTE Non-Rep



0.00 0.00 0.00 0.00 Watershed Management Dept Director LT 13 Non








FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

280,755 299,300 Wages & Other Pay 51100 304,400

81,820 60,000 Temporary 51130 60,000

200 0 Overtime 51140 0







$ 442,141 $ 474,800 $ 457,900 $ - $ -


0 0 Water 52120 0

0 0 Purchased Water 52125 0


0 0 Garbage 52140 0







0 0 Laundry 52260 0


520 1,000 Office Supplies 52305 1,000






5,332 0 Small Tools 52350 0



1,750 0 Softw are Expensed 52380 0









537 3,800 Fueling Contract 52475 1,200


5,639 14,000 Travel Expense 52485 14,000


1,161 2,000 Private Mileage 52487 2,000




0 0 Taxes, Assessments & Liens 52510 0




Maintenance

52620 0



$ 28,945 $ 37,600 $ 35,000 $ - $ -

$ - $ - $ - $ - $ -

$ 471,086 $ 512,400 $ 492,900 $ - $ -

FY 2017

ACTUAL

248,317

56,579

0


Expenditure Summary

1,680


0

0

0

63,323

0

0

0

0

0

0

0

0

0

0

413

0

17

13,400

0

0

75

180

0

0

8,435

0

0

0

0

0

0

0

436

25

0

0

680

0

0

0

3,025

15,083

1,295

1,234

4,631

0

0

0

0

0



8233 - Watershed Management Administration




POSITION AND SALARY EXPENSE OPERATIONS 8234

Total



FTE Non-Rep

0.00 1.00 1.00 1.00 Engineer 8 Non

1.00 1.00 1.00 1.00 Engineering Technician 2 5 Rep


1.00 1.00 1.00 1.00 Senior Engineer 9 Non

1.00 1.00 1.00 1.00 GIS Analyst 7 Non


0.00 0.00 2.00 3.00 Project Manager 1 6 Non

1.00 1.00 1.00 1.00 Water Resources Analyst - GIS 8 Non

1.00 1.00 1.00 2.00 Water Resources Analyst - Watershed 8 Non

1.00 1.00 1.00 1.00 Water Resources Program Manager 9 Non

5.00 4.00 4.00 4.00 Water Resources Project Manager 7 Non


4.00 4.00 2.00 2.00 Water Resources Specialist 4 Rep



17.75 18.75 18.75 20.75 TOTAL PERSONNEL

Operating



FTE Non-Rep

0.00 0.50 0.50 0.50 Engineer 8 Non




1.00 1.00 1.00 1.00 GIS Analyst 7 Non











8.75 9.25 9.25 10.25 TOTAL PERSONNEL

Capital



FTE Non-Rep

0.00 0.50 0.50 0.50 Engineer 8 Non




0.00 0.00 0.00 0.00 GIS Analyst 7 Non











9.00 9.50 9.50 10.50 TOTAL PERSONNEL





FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

1,086,438 1,869,600 Wages & Other Pay 51100 1,801,700

126,774 131,000 Temporary 51130 121,000

1,334 0 Overtime 51140 0







$ 1,459,248 $ 2,703,300 $ 2,444,800 $ - $ -

1,107 2,800 Electricity 52110 1,800

0 0 Water 52120 0



0 1,000 Garbage 52140 1,000







0 0 Laundry 52260 0

96,524 1,965,000 Other Government Services 52270 2,050,000



1,194 0 Gas, Oil, Lubrication 52315 0


30 5,000 Construction & Building Supplies 52335 5,000


10,328 25,000 Small Tools 52350 25,000

869 5,000 Safety Equipment 52360 5,000





1,286 0 Books, Subscriptions & Publications 52410 0





8,794 10,000 Land & Building Rent 52470 10,000



50,101 23,300 Travel Expense 52485 23,300

4,465 8,000 Fleet Charges 52486 8,000

3,679 2,000 Private Mileage 52487 2,000

1,498,464 375,000 Other Materials & Services 52495 400,000



11,069 12,000 Taxes, Assessments & Liens 52510 12,000


100 1,000 Repair & Maintenance Services 52610 1,000

0 1,000 Non-vehicle Equipment Repair &

Maintenance

52620 1,000



$ 2,443,987 $ 3,120,000 $ 3,217,500 $ - $ -

$ - $ - $ - $ - $ -

$ 3,903,235 $ 5,823,300 $ 5,662,300 $ - $ -

FY 2017

ACTUAL

1,048,658

151,547

1,596


Expenditure Summary

8,042


1,708

0

0

185,692

0

1,240

0

484,981

0

0

0

72

0

0

1,252

2,080

729

76,885

0

0

443,142

122

0

0

4,044

806

4,846

0

23,232

530

85

10,094

5,636

580

1,223

0

264

727

0

10,395

24,756

24,123

5,894

1,865

1,444,383

0

0

0

1,378

443



8234 - Watershed Management Operations



Utility Operations and Services Department

The Utility Operations and Services Department is responsible for the management of the wholesale and retail utility operations and services of the District including private development permitting, design, construction oversight, operations and maintenance of the surface water and sanitary conveyance systems of the District. The Department includes the Administration program and four Divisions — the Conveyance Engineering Services Division, the Development Services and Systems Planning Division, the Field Operations Division and the Administrative Facilities Management Division. This year’s budget reflects the addition of four FTE.

ADMINISTRATION PROGRAM

This program includes the senior management for the Department. Staff provides general and fiscal management of the Department’s programs and interacts with various external agencies on a wide variety of technical and policy issues. This work includes interaction with community and professional organizations and collaborative efforts with other jurisdictions through the City/District Technical Committee, Cooperative Public Agencies of Washington County and other partnering efforts.

CONVEYANCE ENGINEERING SERVICES DIVISION

The Conveyance Engineering Services Division provides administration, design and construction management of the District’s Capital Improvement Program for both Sanitary and Surface Water Management (SWM) Systems. The section is also responsible for administration, design and construction management of Local Improvement Districts, Inflow and Infiltration (I/I) abatement and SWM Small Works Program projects. The services provided by this section are driven by the need to comply with legal mandates, protect public health, protect beneficial uses and meet public demands for efficient responsive service.

DEVELOPMENT SERVICES AND SYSTEMS PLANNING DIVISION

The Development Services program provides services related to private development, including technical research and customer service; plan review, administration and inspection of vegetated corridor improvements; erosion control best management practices (BMPs); sanitary sewer, stormwater quality and quantity facilities; permit issuance for sanitary sewer, surface water and erosion control; record mapping services for the sanitary and surface water systems; and Geographic Information System (GIS) services supporting District programs.

The Planning program provides quality control of plan review, erosion control and vegetated corridor inspection programs District-wide. This program is responsible for the implementation of the private stormwater quality facilities inspection program and for management and further analysis of Low Impact Development Approaches (LIDA). The program also assists in District-wide capital planning and analysis including the integration of developer-constructed infrastructure to assure capacity for growth in both the sanitary and storm sewer systems.


FIELD OPERATIONS DIVISION

The Field Operations Division maintains the public storm and sanitary sewer collection systems. In addition to Field Operations Administration, the Division includes the System Repair, System Maintenance, Local Repair, TV/Flow Monitoring and Surface Facility Maintenance operational programs.

The operational programs perform cleaning and TV inspection of public storm and sanitary sewer pipes, cleaning catch basins and water quality manholes, street sweeping, leaf pickup in the fall and maintenance of water quality facilities. The Division responds to emergency requests for service, including storm event response. The Division also performs repairs and rehabilitation of the collection system including line and manhole sealing to reduce inflow and infiltration, localized repairs of damaged or deteriorated facilities, and assistance with neighborhood-wide system rehabilitation projects. Finally, the Division constructs localized projects including short line extensions, catch basin and inlet installations and stream corridor enhancements.

ADMINISTRATIVE FACILITIES MANAGEMENT DIVISION

The Administrative Facilities Management Division coordinates and manages short and long-term strategic building transitions and improvements and oversees the daily functions, operations, planning, repairs and maintenance of the Administration Building Complex, Field Operations, the Materials Handling Yard, Tualatin River Farm and Fernhill Research Center.


OBJECT CODE FY 2017 ACTUALFY 2019 REVISED

BUDGET

FY 2020

PROPOSED

Change from

FY19 Budget

51100 7,141,382 9,031,400 9,582,700

51130 218,976 307,000 314,000

51140 97,974 127,700 129,700

51170 0 0 0

51600 2,335,692 3,754,700 3,862,900

51761 0 0 0

51900 13,857 19,200 19,200

51910 0 0 0

51915 12,545 16,100 18,700

$ 9,820,426 $ 13,256,100 $ 13,927,200 5.1%

52110 41,648 54,500 236,800

52120 24,843 31,000 94,600

52125 149 0 0

52130 13,566 10,000 69,500

52140 164,623 164,000 125,600

52150 4,882 12,000 24,200

52160 0 2,000 3,200

52170 11,702 12,000 31,300

52205 456,406 662,000 1,129,100

52210 0 40,000 40,000

52215 8,907 18,000 113,700

52240 125,030 400,000 365,000

52250 5,334 5,200 6,200

52260 29,682 30,100 31,100

52270 3,512 2,000 2,000

52305 10,793 7,800 8,000

52310 99,804 136,000 117,500

52315 23,149 29,300 29,800

52320 5,589 6,000 15,500

52330 247,952 369,200 347,900

52335 122,534 160,000 257,000

52340 69 0 0

52350 26,283 48,300 43,000

52360 20,718 22,000 28,000

52375 541 3,000 1,000

52380 0 2,500 1,000

52385 0 0 1,500

52405 14,224 20,500 22,000

52410 540 2,000 2,000

52425 8,796 7,000 11,800

52430 1,218 700 1,700

52435 9,724 9,800 8,500

52475 190,704 309,700 257,800

52480 39,874 66,300 71,800

52485 21,462 46,000 50,600

52486 397,608 514,200 517,500

52487 12,375 10,300 9,300

52495 18,460 42,800 38,800

52500 913 5,000 3,900

52505 0 0 0

52510 120 0 0

52515 13,980 13,000 13,000

52605 32,966 44,500 30,000

52610 105,869 101,800 326,700

52620 0 0 0

52630 0 4,500 4,500

52705 0 0 0

52890 28,155 66,000 56,000

$ 2,344,703 $ 3,491,000 $ 4,548,400 30.3%

$ 186,516 $ - $ -

$ 12,351,645 $ 16,747,100 $ 18,475,600 10.3%


Overtime 90,533




Temporary 152,900


PERSONNEL EXPENSE SUBTOTAL $ 10,701,280

Electricity 47,657

Tuition Reimbursement 0


Auto Allowance 0

Garbage 112,110


Other Utility Services 389

Water 31,832

Purchased Water 0

Natural Gas 12,176


Sewer Charges 13,102


Engineering Services 15,500





Recording Fees 8,140

Laundry 30,342


Construction & Building Supplies 118,130

Parts & Equipment 0



Software Expensed 0


Small Tools 23,838

Safety Equipment 14,240



Publication Notices 2,591

Printing 6,557


Books, Subscriptions & Publications 451





Public Information 5


Fleet Charges 404,676


Equipment Rental 17,137

Taxes, Assessments & Liens 120

Bank Service Charge 10,507

Insurance 0

Repair & Maintenance Services 67,089


Maintenance

0


TOTAL EXPENDITURE $ 13,246,975

Utility Operations & Services Department Department Summary

CAPITAL OUTLAY SUBTOTAL $ 141,988

MATERIALS & SERVICES SUBTOTAL $ 2,403,707

Other Chemicals 36,785


UTILITY OPERATIONS & SERVICES DEPARTMENT


Total



FTE Non-Rep

0.00 0.00 0.00 1.00 Managing Director - Utility Operations & Services 14 Non

0.00 0.00 0.00 1.00 Building & Facilities Services Manager 10 Non

1.00 1.00 1.00 1.00 Engineering Division Manager 11 Non

1.00 1.00 1.00 0.00 Conveyance Sys Dept Director LT 13 Non

1.00 1.00 1.00 1.00 Field Operations Division Manager 11 Non

1.00 1.00 1.00 1.00 Planning & Development Svcs Division Mgr 11 Non


Operating



FTE Non-Rep








Capital



FTE Non-Rep











SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

585,291 678,200 Wages & Other Pay 51100 862,900









$ 759,011 $ 901,500 $ 1,133,200 $ - $ -


0 0 Water 52120 0



0 0 Garbage 52140 0









0 0 Laundry 52260 0


3,560 500 Office Supplies 52305 500
















767 0 Printing 52435 0





4,554 8,800 Travel Expense 52485 8,800


3,193 3,600 Private Mileage 52487 3,600









Maintenance

52620 0



$ 35,578 $ 104,600 $ 56,200 $ - $ -

$ - $ - $ - $ - $ -

$ 794,589 $ 1,006,100 $ 1,189,400 $ - $ -




0

0

0

0

0

150

0

0

0

5,426

2,893

0

4,124

6,472

0

0

0

134

0

0

1,175

83

0

0

3,263

0

0

0

157

0

97

0

0

0

0

224

0

0

0

0

0

0

0

0

0

3,080


0

0

0

0

FY 2017

ACTUAL

502,288

3,725

0

0

0

Utility Operations & Services Department

Expenditure Summary 8201 - Utility Operations & Services Administration

0

114,776

0



POSITION AND SALARY EXPENSE CAPITAL PROJECTS ADMINISTRATION 8224

Total



FTE Non-Rep


3.00 3.00 3.00 3.00 Construction Inspector 3 6 Rep

1.00 1.00 1.00 1.00 Easement Acquisition Specialist 6 Non

4.00 4.00 5.00 5.00 Engineer 8 Non

2.00 2.00 2.00 2.00 Engineering Project Coordinator 7 Non



0.00 0.00 0.00 1.00 Program Support Specialist 5 Non



16.00 17.00 18.00 18.00 TOTAL PERSONNEL

Operating



FTE Non-Rep




1.20 1.20 1.20 1.20 Engineer 8 Non








Capital



FTE Non-Rep




2.80 2.80 3.80 3.80 Engineer 8 Non







10.85 12.15 13.15 13.15 TOTAL PERSONNEL




SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

509,092 906,500 Wages & Other Pay 51100 951,800

84,343 60,000 Temporary 51130 112,000

1,332 5,000 Overtime 51140 5,000


(4,302) 356,600 Other Personnel Expenses 51600 374,300





$ 595,606 $ 1,337,400 $ 1,451,800 $ - $ -


0 0 Water 52120 0



0 0 Garbage 52140 0





15,500 40,000 Engineering Services 52210 40,000




0 0 Laundry 52260 0

707 1,000 Other Government Services 52270 1,000








213 2,100 Small Tools 52350 2,100



0 1,500 Softw are Expensed 52380 0





1,348 0 Publication Notices 52430 0

15 500 Printing 52435 500





9,426 10,100 Travel Expense 52485 10,100

3,977 5,700 Fleet Charges 52486 5,000

3,600 3,500 Private Mileage 52487 3,500









Maintenance

52620 0



$ 72,458 $ 125,100 $ 133,800 $ - $ -

$ - $ - $ - $ - $ -

$ 668,065 $ 1,462,500 $ 1,585,600 $ - $ -




0

0

0

0

0

100

0

0

0

12,164

7,873

4,696

4,366

1,562

0

0

4,247

320

0

519

89

126

0

0

5,195

0

0

0

196

0

236

59

122

0

1,865

0

0

675

0

3,000

0

0

0

0

0

3,765


5

0

1,015

0

FY 2017

ACTUAL

391,141

116,774

1,493

0

0


Expenditure Summary 8224 - Capital Projects Administration

0

(72,404)

0



POSITION AND SALARY EXPENSE DEVELOPMENT RELATED SERVICES 8225

Total



FTE Non-Rep

1.00 1.00 1.00 1.00 Construction Inspection Supervisor 8 Non



1.00 1.00 1.00 1.00 Development Services Supervisor 8 Non



1.00 1.00 1.00 1.00 GIS Analyst 7 Non

0.00 0.00 0.00 1.00 GIS Specialist 6 Non

2.00 2.00 2.00 2.00 Permits Technician 2 3 Rep

1.00 1.00 1.00 1.00 Permit/Mapping Supervisor 8 Non

1.00 1.00 1.00 1.00 Plan Reviewer - Engineering 7 Non

1.00 1.00 1.00 1.00 Plan Reviewer - Environmental 7 Non

0.00 0.00 1.00 1.00 Senior Water Resources Program Manager 10 Non



18.00 18.00 20.00 22.00 TOTAL PERSONNEL

Operating



FTE Non-Rep







1.00 1.00 1.00 1.00 GIS Analyst 7 Non



1.00 1.00 1.00 1.00 Permit/Mapping Supervisor 8 Non






17.80 17.80 19.50 21.50 TOTAL PERSONNEL

Capital



FTE Non-Rep







0.00 0.00 0.00 0.00 GIS Analyst 7 Non



0.00 0.00 0.00 0.00 Permit/Mapping Supervisor 8 Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

1,519,879 1,815,900 Wages & Other Pay 51100 2,064,700

9,478 80,000 Temporary 51130 50,000

2,847 6,700 Overtime 51140 6,700







$ 2,091,493 $ 2,588,100 $ 2,887,400 $ - $ -


0 0 Water 52120 0



0 0 Garbage 52140 0








8,123 5,200 Recording Fees 52250 6,200

0 0 Laundry 52260 0

117 1,000 Other Government Services 52270 1,000

621 1,500 Office Supplies 52305 2,000







294 1,000 Small Tools 52350 1,000



0 1,000 Softw are Expensed 52380 1,000






2,199 3,000 Printing 52435 3,000





3,356 4,000 Travel Expense 52485 7,400

11,511 7,500 Fleet Charges 52486 6,500

1,141 400 Private Mileage 52487 400





10,507 13,000 Bank Service Charge 52515 13,000




Maintenance

52620 0

0 4,500 Computer Repair & Maintenance 52630 4,500


$ 236,140 $ 270,800 $ 318,500 $ - $ -

$ - $ - $ - $ - $ -

$ 2,327,632 $ 2,858,900 $ 3,205,900 $ - $ -




0

0

0

0

0

250

0

0

13,980

3,345

290

7,627

329

930

0

0

8,360

86

0

699

4,436

0

0

0

1,913

35

0

0

139

0

1,036

242

0

0

123,165

5,110

385

2,837

0

0

0

0

0

0

0

1,140


0

0

1,769

0

FY 2017

ACTUAL

1,491,496

50,972

3,205

0

0


Expenditure Summary 8225 - Development Related Services

0

509,603

0



POSITION AND SALARY EXPENSE SYSTEMS PLANNING 8226

Total



FTE Non-Rep


1.00 1.00 1.00 1.00 Inspection Program Manager 7 Non


1.00 1.00 1.00 1.00 Plan Reviewer 7 Non


Operating



FTE Non-Rep






Capital



FTE Non-Rep









SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

377,214 392,100 Wages & Other Pay 51100 402,200


0 1,000 Overtime 51140 1,000







$ 515,577 $ 540,700 $ 548,500 $ - $ -


0 0 Water 52120 0



0 0 Garbage 52140 0




10,695 0 Contracted Services 52205 0





0 0 Laundry 52260 0









0 300 Small Tools 52350 300









498 1,100 Printing 52435 1,100



559 1,900 Fueling Contract 52475 700


3,204 5,000 Travel Expense 52485 5,000

160 1,000 Fleet Charges 52486 1,000










Maintenance

52620 0



$ 34,988 $ 94,000 $ 92,800 $ - $ -

$ - $ - $ - $ - $ -

$ 550,565 $ 634,700 $ 641,300 $ - $ -




0

0

0

0

0

0

0

0

0

1,512

1,512

0

470

2,972

0

0

447

0

0

0

921

0

0

0

392

0

0

0

0

0

82

0

0

0

0

0

0

0

0

0

0

0

0

0

0

360


0

0

150

0

FY 2017

ACTUAL

361,802

0

0

0

0


Expenditure Summary 8226 - Systems Delivery Planning

0

118,944

0



POSITION AND SALARY EXPENSE FIELD OPERATIONS ADMINISTRATION 8370

Total



FTE Non-Rep



0.00 1.00 1.00 1.00 Sr Management Analyst 8 Non


Operating



FTE Non-Rep





Capital



FTE Non-Rep








SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

323,162 394,400 Wages & Other Pay 51100 403,700

22,081 52,000 Temporary 51130 52,000

5,299 4,000 Overtime 51140 6,000







$ 489,855 $ 615,100 $ 651,700 $ - $ -

37,129 45,500 Electricity 52110 0

18,070 13,000 Water 52120 0


12,176 10,000 Natural Gas 52130 0

2,631 4,000 Garbage 52140 0

17,125 12,000 Surface Water Management Charge 52150 0

389 2,000 Other Utility Services 52160 0

13,102 12,000 Sew er Charges 52170 0




0 25,000 Professional Services 52240 0


1,360 1,800 Laundry 52260 1,800


5,079 4,500 Office Supplies 52305 4,500


2,102 2,300 Gas, Oil, Lubrication 52315 2,300

5,066 6,000 Janitorial Supplies 52320 0




118 5,000 Small Tools 52350 3,000

3,226 13,000 Safety Equipment 52360 13,000

1 2,000 Postage & Freight 52375 1,000







2,716 5,200 Printing 52435 3,500





3,453 2,800 Travel Expense 52485 4,000

3,387 4,000 Fleet Charges 52486 8,000








22,810 33,000 Repair & Maintenance Services 52610 0


Maintenance

52620 0



$ 592,769 $ 722,900 $ 449,700 $ - $ -

$ - $ - $ - $ - $ -

$ 1,082,624 $ 1,338,000 $ 1,101,400 $ - $ -

$ 43,858.00 CAPITAL OUTLAY SUBTOTAL



0

0

366

24,474

0

250

0

120

0

8,230

1,514

1,115

12

5,934

0

0

2,590

0

5,471

0

3,103

8

0

0

975

1,590

0

0

474

12,422

9,136

84,239

1,698

5,589

0

0

1,292

0

11,702

345,019

0

8,907

2,576

4,882

0

0


31,789

9,848

0

0

FY 2017

ACTUAL

186,790

22,500

820

149

13,566


Expenditure Summary 8370 - Field Operations Administration

0

82,773

0



POSITION AND SALARY EXPENSE SYSTEM REPAIR 8371

Total



FTE Non-Rep

12.00 13.00 13.00 13.00 Field Construction/Maintenance Tech 2 5 Rep

1.00 1.00 1.00 1.00 Field Constr/Maint Supervisor 7 Non

13.00 14.00 14.00 14.00 TOTAL PERSONNEL

Operating



FTE Non-Rep




Capital



FTE Non-Rep







SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

485,757 801,400 Wages & Other Pay 51100 716,400

17,731 0 Temporary 51130 0

7,079 25,000 Overtime 51140 25,000







$ 634,621 $ 1,176,700 $ 1,003,100 $ - $ -


0 0 Water 52120 0



0 3,000 Garbage 52140 2,000









6,509 6,000 Laundry 52260 7,000







80,754 100,000 Construction & Building Supplies 52335 100,000


11,243 9,200 Small Tools 52350 9,200

0 0 Safety Equipment 52360 2,000













2,383 4,000 Travel Expense 52485 4,000

84,229 87,500 Fleet Charges 52486 87,500







295 13,500 Equipment Rental 52605 5,000



Maintenance

52620 0



$ 266,622 $ 358,100 $ 346,400 $ - $ -

$ 37,987 $ - $ - $ - $ -

$ 939,230 $ 1,534,800 $ 1,349,500 $ - $ -




0

0

1,585

411

0

13

0

0

0

3,045

4,614

78,062

1,974

343

0

0

28,518

0

0

0

0

25

0

0

334

62,766

70,673

0

7,421

636

0

114

8,720

0

0

0

6,017

0

0

2,544

0

0

0

0

0

840


0

0

1,686

0

FY 2017

ACTUAL

445,758

3,332

26,991

0

0


Expenditure Summary 8371 - System Repair

0

82,665

0



POSITION AND SALARY EXPENSE SYSTEM MAINTENANCE 8373

Total



FTE Non-Rep



15.00 15.00 15.00 15.00 TOTAL PERSONNEL

Operating



FTE Non-Rep



15.00 15.00 15.00 15.00 TOTAL PERSONNEL

Capital



FTE Non-Rep







SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

1,093,073 1,094,500 Wages & Other Pay 51100 1,103,400

16,139 42,000 Temporary 51130 50,000

30,728 30,000 Overtime 51140 30,000







$ 1,634,915 $ 1,685,600 $ 1,695,700 $ - $ -


12,466 16,000 Water 52120 16,000



31,517 75,000 Garbage 52140 50,000









7,513 6,800 Laundry 52260 6,800







6 0 Construction & Building Supplies 52335 15,000


1,193 6,300 Small Tools 52350 3,000

1,612 0 Safety Equipment 52360 4,000








362 0 Printing 52435 400





0 1,500 Travel Expense 52485 1,500

121,540 145,000 Fleet Charges 52486 165,000



0 1,200 Permits, Licenses & Fees 52500 600




14,231 9,000 Equipment Rental 52605 2,000

0 8,100 Repair & Maintenance Services 52610 8,100


Maintenance

52620 0



$ 389,194 $ 559,200 $ 540,400 $ - $ -

$ - $ - $ - $ - $ -

$ 2,024,109 $ 2,244,800 $ 2,236,100 $ - $ -




0

0

11,113

0

0

0

0

0

0

1,320

467

105,453

243

115

0

0

50,467

0

0

0

0

0

0

0

1,106

22,464

0

0

5,357

0

0

1,078

4,526

0

0

0

6,732

0

0

31,591

0

0

46,545

0

0

840


0

14,996

2,207

0

FY 2017

ACTUAL

1,034,960

21,672

21,678

0

0


Expenditure Summary 8373 - System Maintenance

0

423,388

0



POSITION AND SALARY EXPENSE TV/FLOW MONITORING 8375

Total



FTE Non-Rep



1.00 1.00 1.00 1.00 Field Construction/Maint Supervisor 7 Non

13.00 14.00 14.00 14.00 TOTAL PERSONNEL

Operating



FTE Non-Rep




13.00 14.00 14.00 14.00 TOTAL PERSONNEL

Capital



FTE Non-Rep








SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

955,932 1,053,400 Wages & Other Pay 51100 1,076,700


14,006 11,000 Overtime 51140 11,000







$ 1,389,119 $ 1,533,700 $ 1,570,900 $ - $ -

9,679 9,000 Electricity 52110 10,300

1,296 0 Water 52120 0



0 0 Garbage 52140 0









4,641 4,900 Laundry 52260 4,900




0 1,000 Gas, Oil, Lubrication 52315 500





1,243 5,200 Small Tools 52350 5,200


0 1,000 Postage & Freight 52375 0











0 4,500 Training & Education 52480 4,500

0 1,200 Travel Expense 52485 1,200

37,270 33,000 Fleet Charges 52486 33,000










Maintenance

52620 0



$ 135,672 $ 263,300 $ 221,300 $ - $ -

$ 44,680 $ - $ - $ - $ -

$ 1,569,470 $ 1,797,000 $ 1,792,200 $ - $ -




0

0

0

79,259

0

0

0

0

0

2,400

0

44,801

0

0

0

0

18,656

0

3,325

0

0

299

0

0

799

19,890

0

0

2,860

0

202

17

0

0

0

0

4,614

0

0

5,889

0

0

0

0

0

840


9,447

0

2,160

0

FY 2017

ACTUAL

932,380

0

12,189

0

0


Expenditure Summary 8375 - TV/Flow Monitoring

0

381,154

0



POSITION AND SALARY EXPENSE LOCAL REPAIR & CONSTRUCTION 8380

Total



FTE Non-Rep



11.00 11.00 11.00 11.00 TOTAL PERSONNEL

Operating



FTE Non-Rep



10.00 10.00 10.00 10.00 TOTAL PERSONNEL

Capital



FTE Non-Rep







GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

694,882 775,300 Wages & Other Pay 51100 781,500

3,128 0 Temporary 51130 50,000

10,282 20,000 Overtime 51140 20,000







$ 999,010 $ 1,136,500 $ 1,199,300 $ - $ -


0 0 Water 52120 0



4,113 7,000 Garbage 52140 7,000









4,315 4,600 Laundry 52260 4,600







3,543 0 Construction & Building Supplies 52335 2,000


5,449 9,200 Small Tools 52350 9,200














3,723 3,700 Travel Expense 52485 3,700

29,144 62,500 Fleet Charges 52486 62,500










Maintenance

52620 0



$ 264,124 $ 400,800 $ 385,300 $ - $ -

$ 38,535 $ - $ - $ - $ -

$ 1,301,669 $ 1,537,300 $ 1,584,600 $ - $ -




0

0

11,324

415

0

150

0

0

0

2,093

2,300

56,379

857

131

0

0

20,403

0

0

0

0

0

0

0

80

135,167

1,036

0

9,067

7,648

0

5,130

4,279

0

0

0

4,524

0

0

26,317

0

0

4,505

0

0

840


407

0

1,930

0

FY 2017

ACTUAL

703,982

0

9,167

0

0


Expenditure Summary 8380 - Local Repair & Construction

0

267,280

0



POSITION AND SALARY EXPENSE SWM SURFACE FACILITY MAINTENANCE 8383

Total



FTE Non-Rep



16.00 16.00 15.00 16.00 TOTAL PERSONNEL

Operating



FTE Non-Rep



16.00 16.00 15.00 16.00 TOTAL PERSONNEL

Capital



FTE Non-Rep







SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

1,088,881 1,119,700 Wages & Other Pay 51100 1,219,400

0 73,000 Temporary 51130 0

18,961 25,000 Overtime 51140 25,000







$ 1,592,075 $ 1,740,800 $ 1,785,600 $ - $ -


0 2,000 Water 52120 0



73,849 75,000 Garbage 52140 55,000









6,003 6,000 Laundry 52260 6,000







33,093 60,000 Construction & Building Supplies 52335 60,000


4,085 10,000 Small Tools 52350 10,000














0 4,900 Travel Expense 52485 4,900

113,459 168,000 Fleet Charges 52486 140,000

0 2,000 Private Mileage 52487 0

0 20,000 Other Materials & Services 52495 15,000

0 1,500 Permits, Licenses & Fees 52500 0







Maintenance

52620 0



$ 376,162 $ 592,200 $ 512,200 $ - $ -

$ 20,786 $ - $ - $ - $ -

$ 1,989,023 $ 2,333,000 $ 2,297,800 $ - $ -




0

0

8,578

1,310

0

0

0

0

0

340

0

99,476

0

0

0

0

57,017

0

0

0

0

0

0

0

168

6,040

50,825

69

613

12

4

8,925

3,804

0

0

0

6,117

0

0

42,045

0

0

110,997

0

0

840


0

0

2,940

0

FY 2017

ACTUAL

1,090,784

0

22,431

0

0


Expenditure Summary 8383 - SWM Surface Facility Maintenance

0

427,514

0



POSITION AND SALARY EXPENSE BUILDING MAINTENANCE - ABC BUILDING 8507



FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Operating



FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Capital



FTE Non-Rep

0.00 0.00 0.00 0.00 Non






FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED










$ - $ - $ - $ - $ -

0 0 Electricity 52110 145,000

0 0 Water 52120 17,000


0 0 Natural Gas 52130 50,000

0 0 Garbage 52140 5,000

0 0 Surface Water Management Charge 52150 6,000

0 0 Other Utility Services 52160 2,000

0 0 Sew er Charges 52170 14,000

0 0 Contracted Services 52205 400,000


0 0 Landscape Services 52215 59,000



0 0 Laundry 52260 0





0 0 Janitorial Supplies 52320 10,000












0 0 Publication Notices 52430 1,000




0 0 Fueling Contract 52475 2,200



0 0 Fleet Charges 52486 9,000



0 0 Permits, Licenses & Fees 52500 1,000




0 0 Equipment Rental 52605 1,000

0 0 Repair & Maintenance Services 52610 150,000


Maintenance

52620 0



$ - $ - $ 912,200 $ - $ -

$ - $ - $ - $ - $ -

$ - $ - $ 912,200 $ - $ -


$ - TOTAL EXPENDITURE

$ - MATERIALS & SERVICES SUBTOTAL

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0


0

0

0

0

FY 2017

ACTUAL

0

0

0

0

0


Expenditure Summary 8507 - Building Maintenance - ABC Building

0

0

0



POSITION AND SALARY EXPENSE 8508



FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Operating



FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Capital



FTE Non-Rep

0.00 0.00 0.00 0.00 Non





BUILDING MAINTENANCE - FIELD OPERATIONS


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED










$ - $ - $ - $ - $ -

0 0 Electricity 52110 33,500

0 0 Water 52120 12,700


0 0 Natural Gas 52130 12,000

0 0 Garbage 52140 2,800



0 0 Sew er Charges 52170 12,000






0 0 Laundry 52260 0


































Maintenance

52620 0



$ - $ - $ 231,100 $ - $ -

$ - $ - $ - $ - $ -

$ - $ - $ 231,100 $ - $ -




0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0


0

0

0

0

FY 2017

ACTUAL

0

0

0

0

0


Expenditure Summary 8508 - Building Maintenance - Field Operations Facility

0

0

0






FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Operating



FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Capital



FTE Non-Rep

0.00 0.00 0.00 0.00 Non





BUILDING MAINTENANCE - MATERIALS HANDLING YARD


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED










$ - $ - $ - $ - $ -

0 0 Electricity 52110 4,500

0 0 Water 52120 5,900



0 0 Garbage 52140 600



0 0 Sew er Charges 52170 1,700






0 0 Laundry 52260 0


































Maintenance

52620 0



$ - $ - $ 75,700 $ - $ -

$ - $ - $ - $ - $ -

$ - $ - $ 75,700 $ - $ -




0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0


0

0

0

0

FY 2017

ACTUAL

0

0

0

0

0


Expenditure Summary 8509 Building Maintenance - Materials Handling Yard

0

0

0






FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Operating



FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Capital



FTE Non-Rep

0.00 0.00 0.00 0.00 Non


BUILDING MAINTENANCE - TUALATIN RIVER FARM





FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED










$ - $ - $ - $ - $ -


0 0 Water 52120 0



0 0 Garbage 52140 400


0 0 Other Utility Services 52160 1,200







0 0 Laundry 52260 0


































Maintenance

52620 0



$ - $ - $ 22,100 $ - $ -

$ - $ - $ - $ - $ -

$ - $ - $ 22,100 $ - $ -




0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0


0

0

0

0

FY 2017

ACTUAL

0

0

0

0

0


Expenditure Summary 8510 - Building Maintenance - Tualatin River Farm

0

0

0






FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Operating



FTE Non-Rep

0.00 0.00 0.00 0.00 Non


Capital



FTE Non-Rep

0.00 0.00 0.00 0.00 Non


BUILDING MAINTENANCE - FERNHILL RESEARCH CENTER





FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED










$ - $ - $ - $ - $ -

0 0 Electricity 52110 43,000

0 0 Water 52120 43,000


0 0 Natural Gas 52130 7,500

0 0 Garbage 52140 2,800



0 0 Sew er Charges 52170 3,600






0 0 Laundry 52260 0


































Maintenance

52620 0



$ - $ - $ 250,700 $ - $ -

$ - $ - $ - $ - $ -

$ - $ - $ 250,700 $ - $ -




0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0


0

0

0

0

FY 2017

ACTUAL

0

0

0

0

0


Expenditure Summary 8511 - Building Maintenance - Fernhill Research Center

0

0

0


Water Resource Recovery Operations & Services Department The Water Resource Recovery Operations & Services Department (WRROSD) provides operation, maintenance and engineering for the District’s four wastewater treatment plants and 42 pump stations. Over 70 million gallons of wastewater per day, on average, are pumped and treated to some of the highest standards in the nation. The water is then returned to the environment in the Tualatin River or reused for irrigation on golf courses, parks and sports fields or to augment flow to wetlands. Solids removed from the wastewater are processed and used as soil amendments on farm land and nutrients are recovered and sold as a premium fertilizer. Digester gas produced in processing the solids fuels cogeneration systems that offset approximately 39% of the electrical energy and 70% of the natural gas energy used by the facilities

The department has been reorganized this year around the five operating programs that deliver on the core functions of conveying and treating wastewater: Durham; Rock Creek; Hillsboro/Forest Grove; Pump Stations; and Biosolids, Reuse and Fernhill. In support of the operating groups there are three support programs: Treatment Plant Services, Technical Plant Services and Administration/Business Opportunities.

DURHAM

Durham is a tertiary wastewater treatment plant that treats an average annual flow of 23.9 mgd. This program is responsible for day-to-day operation of the Durham wastewater treatment plant, including process control and mechanical, electrical and instrumentation maintenance.

ROCK CREEK

Rock Creek is a tertiary wastewater treatment plant that treats an average annual flow of 37.2 mgd. This program is responsible for day-to-day operation of the Rock Creek wastewater treatment plant, including process control and mechanical, electrical and instrumentation maintenance.

HILLSBORO AND FOREST GROVE

Hillsboro and Forest Grove are secondary treatment plants that treat an average of 4.2 mgd and 5.1 mgd, respectively. This program is responsible for day-to-day operation of the Hillsboro and Forest Grove wastewater treatment plants, including mechanical, electrical and instrumentation maintenance

PUMP STATIONS

The majority of flow to the treatment plants is conveyed by gravity pipelines. However, due to topography or distance to the treatment plants, pump stations are required to either lift the flow to gravity lines that can transport the flow to the treatment plants or to directly feed the treatment plants via force mains. This program is responsible for the day-to-day operation of the pump stations, including mechanical, electrical and instrumentation maintenance.


BIOSOLIDS, REUSE AND FERNHILL

This program provides resource recovery of outputs from the treatment plants. Solids removed from the treatment plants are stabilized and converted to Class B biosolids, which are land applied as a beneficial agricultural soil amendment. During the summer, approximately 74.2 million gallons of effluent are utilized for urban and agricultural irrigation. The Fernhill Natural Treatment System cools the effluent from the Forest Grove treatment plant before discharge to the Tualatin River, while enhancing valuable wetland habitat in the process.

TECHNICAL PLANT SERVICES

This program provides technical services to the five operating programs to support their efficient and effective performance. The program has three groups: Electrical, Instrumentation and Mechanical Engineering; Automation; and Asset Management. These groups have department-wide responsibilities for systems that benefit from standardized, central management.

TREATMENT PLANT SERVICES

This program provides engineering for project delivery and for technology development and research. Project delivery includes facility planning, project design and construction management. Technology development and research includes evaluating and piloting new, innovative treatment processes, sensor technologies and process control strategies to determine what should be implemented full scale.

ADMINISTRATION/BUSINESS OPPORTUNITIES

This program provides traditional administrative support for the department’s operating programs, plus project and contract administration support. Non-traditionally this group also provides an entrepreneurial focus in developing business opportunities and an emphasis on applying business practices.


OBJECT CODE FY 2017 ACTUALFY 2019 REVISED

BUDGET

FY 2020

PROPOSED

Change from

FY19 Budget

51100 8,374,416 10,788,400 11,746,700

51130 495,834 487,500 493,200

51140 231,311 193,000 217,000

51170 0 0 0

51600 2,319,437 4,249,700 4,521,300

51761 2,397 0 0

51900 16,248 21,200 21,600

51910 7,440 7,400 7,400

51915 40,650 40,100 43,600

11,487,734 15,787,300 17,050,800 8.0%

52110 3,190,284 3,062,000 3,081,500

52120 152,365 212,400 202,400

52130 246,404 227,000 217,000

52140 252,426 245,000 246,000

52150 18,348 4,500 5,900

52160 4,326 19,000 19,000

52170 27,162 0 0

52205 2,085,018 1,992,800 2,152,000

52210 35 0 0

52215 495,740 523,000 614,000

52240 12,256 235,300 192,900

52250 214 0 0

52260 37,711 45,000 45,000

52270 327 0 0

52305 16,610 21,800 16,800

52310 461,667 423,600 446,100

52315 59,510 78,000 78,000

52320 17,053 15,000 15,000

52325 1,276 0 0

52330 1,449,006 1,275,000 1,400,000

52335 4,071 0 0

52350 47,448 62,100 58,000

52360 17,278 30,000 30,000

52375 3,462 5,100 5,100

52380 5,901 1,500 1,500

52385 1,048 1,200 6,200

52395 (16,856) 0 0

52405 14,397 23,700 21,200

52410 6,322 9,400 9,900

52425 71,245 89,700 89,700

52430 225 500 500

52435 2,572 1,500 1,500

52445 0 200 200

52470 0 0 0

52475 285,502 276,600 277,500

52480 49,330 100,300 106,900

52485 69,614 86,600 82,600

52486 32,083 32,300 45,000

52487 28,454 44,300 43,300

52495 40,411 32,200 32,200

52500 11,369 28,100 33,400

52510 2,574 3,100 3,100

52605 19,355 43,500 49,000

52610 14,130 0 0

52805 80,180 38,500 0

52810 1,000,688 830,000 991,500

52815 (7,460) 75,000 0

52820 174,941 236,000 317,000

52825 825,386 678,500 695,000

52835 157,346 290,000 260,000

52840 462,117 457,000 488,000

52845 834,272 991,000 891,000

52850 299,658 266,000 263,000

52860 0 0 31,000

13,153,247 13,238,300 13,685,900 3.4%

49,295 0 0

24,690,276 29,025,600 30,736,700 5.9%TOTAL EXPENDITURE 25,714,585

Department Summary

CAPITAL OUTLAY SUBTOTAL 75,066

MATERIALS & SERVICES SUBTOTAL 13,196,817

Sodium Bisulfite 224,362

Sulfuric Acid 0

Sodium Hydroxide 280,831

Sodium Hypochlorite 429,365

Lime 997,395

Polymers - Tertiary (1,999)

Ferric Chloride 320,655

Alum 517,787

Polymers - Thickening (52,242)

Polymers - Dewatering 1,050,015


Equipment Rental 21,085

Taxes, Assessments & Liens 2,693




Fleet Charges 26,911


Land & Building Rent 0



Telephone Services 0



Printing 1,967



Software Expensed 109


Inventory Adjustments 17,310

Small Tools 51,861

Safety Equipment 14,166

Postage & Freight 3,563

Repair & Maintenance Supplies 1,423,850




Tech & Scientific Supplies 3,672





Recording Fees 3,950

Laundry 39,347


Sewer Charges 19,418

Contracted Services 2,170,319


Garbage 251,741


Other Utility Services 2,417

Water 198,890

Natural Gas 196,500


PERSONNEL EXPENSE SUBTOTAL 12,442,702

Electricity 3,065,958



Auto Allowance 7,440




Temporary 741,258


Water Resource Recovery Department

Overtime 264,040


WATER RESOURCE RECOVERY DEPARTMENT


Total



FTE Non-Rep



1.00 1.00 1.00 1.00 Business Opportunities Manager 10 Non


0.00 1.00 1.00 0.00 Loss Prevention Technician 6 Non

2.00 2.00 1.00 0.00 Operations Division Manager 11 Non

0.00 0.00 0.00 1.00 Plant Superintendent 2 10 Non



0.00 0.00 1.00 2.00 Treatment Plant Services Manager 12 Non

1.00 1.00 1.00 0.00 Wastewater Treatment Dept Dir LT 13 Non

0.00 0.00 0.00 1.00 Reuse Manager 8 Non

1.00 1.00 1.00 0.00 Electrical, Instrumentation & Controls Division Manager 11 Non

1.00 1.00 1.00 0.00 Mechanical Maintenance & Facilities Division Manager 11 Non

0.00 0.00 0.00 1.00 Managing Director - Water Resource Recovery

Operations & Services

14 Non

11.00 12.00 12.00 12.00 TOTAL PERSONNEL

Operating



FTE Non-Rep

















14 Non


Capital



FTE Non-Rep













0.00 0.00 0.00 0.00 Reuse Program Manager 8 Non





14 Non





SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

1,007,954 1,241,600 Wages & Other Pay 51100 1,356,800

21,695 20,000 Temporary 51130 45,000

3,389 2,000 Overtime 51140 2,000





7,440 7,400 Auto Allow ance 51910 7,400


$ 1,303,546 $ 1,721,500 $ 1,875,300 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









0 0 Laundry 52260 0


10,978 15,000 Office Supplies 52305 10,000





2,286 0 Repair & Maintenance Supplies 52330 0


3,244 500 Small Tools 52350 500





0 0 Inventory Adjustments 52395 0





1,463 1,000 Printing 52435 1,000





12,868 27,000 Travel Expense 52485 20,000


4,645 3,000 Private Mileage 52487 3,000



2,614 3,000 Taxes, Assessments & Liens 52510 3,000



0 0 Polymers - Thickening 52805 0

0 0 Polymers - Dew atering 52810 0

0 0 Polymers - Tertiary 52815 0

0 0 Ferric Chloride 52820 0

0 0 Alum 52825 0

0 0 Sodium Hydroxide 52835 0

0 0 Sodium Hypochlorite 52840 0

0 0 Lime 52845 0

0 0 Sodium Bisulf ite 52850 0

0 0 Sulfuric Acid 52860 0

$ 154,892 $ 171,200 $ 161,700 $ - $ -

$ - $ - $ - $ - $ -

$ 1,458,438 $ 1,892,700 $ 2,037,000 $ - $ -

FY 2017

ACTUAL

825,619

49,792

1,724


Expenditure Summary 8301 - Water Resource Recovery Administration

4,980


0

0

0

114,262

0

600

7,440

0

6,860

0

0

0

0

0

0

8,648

10,053

0

0

0

751

0

0

327

491

0

995

0

2,986

612

3,425

1,540

13,973

0

0

52

2,686

109

108

676

39

2,504

22,459

24,321

0

3,768

23,336

0

0

0

0




0

0

0

0

0

0

0

0


WATER RESOURCE RECOVERY DEPARTMENTPOSITION AND SALARY EXPENSE BIOSOLIDS/REUSE/FERNHILL 8331

Total



FTE Non-Rep

0.00 0.00 1.00 0.00 Landscape Coordinator 6 Non



0.00 0.00 0.00 1.00 Sr Landscape Specialist 6 Non


Operating



FTE Non-Rep






Capital



FTE Non-Rep









SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

46,732 298,000 Wages & Other Pay 51100 179,500

79,989 100,000 Temporary 51130 52,000

94 0 Overtime 51140 0







$ 132,449 $ 534,200 $ 318,600 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0




1,429,274 1,302,700 Contracted Services 52205 1,400,000


30,964 90,000 Landscape Services 52215 150,000

0 127,400 Professional Services 52240 100,000


0 0 Laundry 52260 0









3,899 6,000 Small Tools 52350 6,000










378 0 Printing 52435 0





1,597 2,000 Travel Expense 52485 5,000

1,010 500 Fleet Charges 52486 4,500











0 0 Alum 52825 0



0 0 Lime 52845 0



$ 1,779,211 $ 1,782,900 $ 1,926,300 $ - $ -

$ - $ - $ - $ - $ -

$ 1,911,660 $ 2,317,100 $ 2,244,900 $ - $ -

FY 2017

ACTUAL

79,087

49,259

22


Expenditure Summary

840


0

0

0

20,809

0

150

0

0

1,475,904

0

97,346

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1,403

0

0

0

0

0

0

267,515

70

0

0

0

0

0

0

0

317

0

162

0

0

0



8331 - Biosolids/Reuse/Fernhill


0

0

0

0

0

0

0

0

0



POSITION AND SALARY EXPENSE ENGINEERING SERVICES 8211

Total



FTE Non-Rep

3.00 3.00 3.00 4.00 Construction Coordinator 8 Non

1.00 0.00 0.00 0.00 Engineer 8 Non






12.00 13.00 13.00 13.00 TOTAL PERSONNEL

Operating



FTE Non-Rep


0.00 0.00 0.00 0.00 Engineer 8 Non







Capital



FTE Non-Rep


1.00 0.00 0.00 0.00 Engineer 8 Non






11.50 12.50 12.50 12.50 TOTAL PERSONNEL




GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

18,883 471,800 Wages & Other Pay 51100 356,000

323,638 6,500 Temporary 51130 12,200

1,058 5,000 Overtime 51140 5,000


(337,341) 151,000 Other Personnel Expenses 51600 147,700





$ 15,595 $ 642,900 $ 530,500 $ - $ -

7,724 20,000 Electricity 52110 20,000

0 0 Water 52120 0

1,434 4,000 Natural Gas 52130 4,000

0 0 Garbage 52140 0









0 0 Laundry 52260 0


2,768 6,000 Office Supplies 52305 6,000







0 500 Small Tools 52350 500



100 1,500 Softw are Expensed 52380 1,500







63 500 Printing 52435 500



862 700 Fueling Contract 52475 1,000


3,737 14,200 Travel Expense 52485 14,200

1,512 1,000 Fleet Charges 52486 1,000

11,809 15,000 Private Mileage 52487 12,500










0 0 Alum 52825 0



0 0 Lime 52845 0



$ 54,973 $ 133,800 $ 129,000 $ - $ -

$ 16,820 $ - $ - $ - $ -

$ 87,388 $ 776,700 $ 659,500 $ - $ -

FY 2017

ACTUAL

244,689

142,774

1,613


Expenditure Summary

8,610


21,583

0

0

(241,069)

0

1,745

0

0

2,796

0

0

7,281

0

0

0

4,086

4,191

0

0

0

1,620

214

0

0

30

5,410

0

0

2,636

0

0

47

0

0

0

857

851

892

0

1,686

1,569

0

2,957

2,675

1,320

11,125

4,644

0

0

0



8211 - TPS Engineering


0

0

0

0

0

0

0

0

0



POSITION AND SALARY EXPENSE TECHNOLOGY DEVELOPMENT & RESEARCH 8316

Total



FTE Non-Rep



0.00 0.00 0.00 1.00 Sr Operations Analyst 9 Non

1.00 1.00 0.00 0.00 Sr Process Technologist 9 Non


Operating



FTE Non-Rep






Capital



FTE Non-Rep









SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

188,295 394,800 Wages & Other Pay 51100 541,600

20,205 25,000 Temporary 51130 25,000








$ 224,948 $ 556,700 $ 751,600 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









0 0 Laundry 52260 0






3,672 0 Tech & Scientif ic Supplies 52325 0



0 500 Small Tools 52350 500















15,277 16,000 Travel Expense 52485 16,000


1,405 5,000 Private Mileage 52487 5,000










0 0 Alum 52825 0



0 0 Lime 52845 0



$ 41,598 $ 78,700 $ 107,600 $ - $ -

$ - $ - $ - $ - $ -

$ 266,547 $ 635,400 $ 859,200 $ - $ -



8316 - Technology Development & Research


0

0

0

0

0

0

0

0

0

0

0

0

0

0

4,868

13,914

0

1,275

88

0

0

0

75

0

0

0

0

491

0

0

732

0

0

0

0

0

24,908

0

0

1,208

0

0

0

0

0

0

0

0

0

0

0

0

2,520


0

0

0

(6,851)

0

0

0

FY 2017

ACTUAL

163,456

42,925

468


Expenditure Summary



POSITION AND SALARY EXPENSE ASSET MANAGEMENT 8362

Total



FTE Non-Rep

1.00 1.00 1.00 0.00 Asset Manager 8 Non

0.00 0.00 0.00 1.00 Asset Management Systems Analyst 8 Non

0.00 0.00 0.00 1.00 Engineer 8 Non


0.00 0.00 0.00 1.00 Engineering Tech 3 6 Rep

0.00 1.00 1.00 0.00 Landscape Program Supervisor 7 Non

1.00 1.00 0.00 0.00 Landscape Specialist 4 Rep




2.00 2.00 2.00 2.00 Storekeeper 2 5 Rep

1.00 1.00 1.00 1.00 Wastewater Treatment Support Supervisor 7 Non


Operating



FTE Non-Rep



0.00 0.00 0.00 1.00 Engineer 8 Non








2.00 2.00 2.00 2.00 Storekeeper 2 5 Rep



Capital



FTE Non-Rep



0.00 0.00 0.00 0.00 Engineer 8 Non








0.00 0.00 0.00 0.00 Storekeeper 2 5 Rep






GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

456,586 471,200 Wages & Other Pay 51100 890,100

26,569 24,000 Temporary 51130 24,000

253 2,000 Overtime 51140 2,000




565 800 Other Employee Allow ances 51900 1,000



$ 659,397 $ 696,400 $ 1,273,600 $ - $ -


0 0 Water 52120 0


211 3,000 Garbage 52140 3,000









39,347 45,000 Laundry 52260 45,000





10,944 15,000 Janitorial Supplies 52320 15,000




4,594 14,100 Small Tools 52350 5,000




0 1,200 Computer Equipment Expensed 52385 1,200











0 1,000 Travel Expense 52485 1,000

2,991 7,000 Fleet Charges 52486 7,000

1,148 2,900 Private Mileage 52487 2,900










0 0 Alum 52825 0



0 0 Lime 52845 0



$ 1,067,723 $ 1,097,700 $ 675,400 $ - $ -

$ - $ - $ - $ - $ -

$ 1,727,119 $ 1,794,100 $ 1,949,000 $ - $ -

FY 2017

ACTUAL

434,982

41,380

1,303


Expenditure Summary

4,410


0

0

0

150,375

0

907

0

0

197,341

35

398,331

0

7,547

0

0

0

237,723

440

17,053

0

0

0

37,250

0

0

0

0

(22,517)

745

66,636

647

1,419

0

0

0

4,292

109

1,760

0

0

400

0

170

0

9,177

1,802

2,616

0

1,540

0



8362 - Asset Management


0

0

0

0

0

0

0

0

0



POSITION AND SALARY EXPENSE CONTROL SYSTEMS 8353

Total



FTE Non-Rep

1.00 1.00 0.00 0.00 Control Systems Analyst 2 7 Non

2.00 2.00 4.00 3.00 Field Engineer - Automations & Controls 8 Non

0.00 0.00 0.00 1.00 Field Engineer - Commissioning & Startup 8 Non

0.00 0.00 0.00 1.00 Principal Engineer - I&C/Automation 10 Non


1.00 1.00 1.00 1.00 Sr Engineer - I&C 9 Non


Operating



FTE Non-Rep








Capital



FTE Non-Rep











SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

481,870 606,100 Wages & Other Pay 51100 852,100

1,640 0 Temporary 51130 0

1,118 0 Overtime 51140 0







$ 628,648 $ 825,500 $ 1,148,000 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0







58,584 10,000 Professional Services 52240 0


0 0 Laundry 52260 0
























0 1,000 Travel Expense 52485 1,000


527 1,500 Private Mileage 52487 1,500










0 0 Alum 52825 0



0 0 Lime 52845 0



$ 143,668 $ 75,500 $ 69,500 $ - $ -

$ 7,162 $ - $ - $ - $ -

$ 779,478 $ 901,000 $ 1,217,500 $ - $ -



8353 - Control Systems


0

0

0

0

0

0

0

0

0

0

0

0

0

0

535

1,483

0

213

0

0

0

0

0

43,588

0

0

0

0

53

0

38

3,722

0

0

0

21

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2,880


0

0

0

118,292

0

600

0

FY 2017

ACTUAL

468,670

0

858


Expenditure Summary



POSITION AND SALARY EXPENSE PUMP STATIONS 8343

Total



FTE Non-Rep

0.00 0.00 0.00 1.00 Electrical & Instrumentation Technician 6 Rep


0.00 1.00 1.00 1.00 Mechanical Maint Supervisor 7 Non

4.00 4.00 3.00 4.00 Plant Maintenance Technician 2 5 Rep

1.00 1.00 0.00 0.00 Plant Manager 8 Non

1.00 1.00 1.00 1.00 Sr Plant Maintenance Technician 6 Rep


Operating



FTE Non-Rep








Capital



FTE Non-Rep











GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

535,836 421,000 Wages & Other Pay 51100 704,700

22,188 48,000 Temporary 51130 48,000

21,298 15,000 Overtime 51140 15,000




1,100 800 Other Employee Allow ances 51900 1,400


2,163 800 Mobile Computing Allow ance 51915 3,200

$ 797,053 $ 657,000 $ 1,053,900 $ - $ -

330,611 320,000 Electricity 52110 340,000

20,831 20,000 Water 52120 20,000


0 0 Garbage 52140 0

1,635 1,100 Surface Water Management Charge 52150 1,500

523 4,000 Other Utility Services 52160 4,000







0 0 Laundry 52260 0









5,367 5,000 Small Tools 52350 7,000
















15,796 17,000 Fleet Charges 52486 22,000

2,001 2,200 Private Mileage 52487 2,200










0 0 Alum 52825 0



0 0 Lime 52845 0



$ 896,070 $ 776,000 $ 1,271,000 $ - $ -

$ - $ - $ - $ - $ -

$ 1,693,123 $ 1,433,000 $ 2,324,900 $ - $ -

FY 2017

ACTUAL

412,543

50,609

13,537


Expenditure Summary

840


391,852

15,479

0

154,859

0

980

0

0

148,280

0

0

0

0

1,319

2,702

43

495

14,091

0

0

0

0

0

0

122

0

0

0

1,412

194,737

0

4,456

0

0

0

7,471

278

24,896

117

0

5,151

70

1,321

0

17,344

1,364

411

0

4,818

0



8343 - Pump Stations


0

0

0

0

0

0

0

0

0



POSITION AND SALARY EXPENSE DURHAM OPERATIONS 8311

Total



FTE Non-Rep



0.00 0.00 0.00 1.00 Operations Supervisor 8 Non



1.00 1.00 1.00 1.00 Senior Operator 6 Rep

13.00 13.00 13.00 13.00 Wastewater Plant Operator 2 5 Rep

16.50 16.50 16.50 16.00 TOTAL PERSONNEL

Operating



FTE Non-Rep








16.50 16.50 16.50 16.00 TOTAL PERSONNEL

Capital



FTE Non-Rep












SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

1,315,211 1,333,100 Wages & Other Pay 51100 1,301,600

27,483 49,000 Temporary 51130 48,000

67,401 60,000 Overtime 51140 60,000



1,932 0 Tuition Reimbursement 51761 0




$ 1,974,652 $ 2,015,700 $ 1,960,100 $ - $ -

770,643 780,000 Electricity 52110 789,000

64,023 82,000 Water 52120 72,000

71,039 86,000 Natural Gas 52130 76,000

112,848 100,000 Garbage 52140 100,000

13,768 0 Surface Water Management Charge 52150 0

1,151 15,000 Other Utility Services 52160 15,000

19,418 0 Sew er Charges 52170 0






0 0 Laundry 52260 0


2,115 0 Office Supplies 52305 0





0 5,000 Repair & Maintenance Supplies 52330 5,000


1,136 2,500 Small Tools 52350 2,500





13,463 0 Inventory Adjustments 52395 0


551 0 Books, Subscriptions & Publications 52410 1,500








5,872 7,000 Travel Expense 52485 7,000


1,395 2,000 Private Mileage 52487 2,000






0 38,500 Polymers - Thickening 52805 0

407,938 360,000 Polymers - Dew atering 52810 438,500

1,516 25,000 Polymers - Tertiary 52815 0

117,685 50,000 Ferric Chloride 52820 75,000

0 290,000 Alum 52825 290,000

95,560 90,000 Sodium Hydroxide 52835 90,000

245,692 245,000 Sodium Hypochlorite 52840 245,000

210,767 180,000 Lime 52845 180,000

84,579 80,000 Sodium Bisulf ite 52850 70,000

0 0 Sulfuric Acid 52860 15,500

$ 2,540,543 $ 2,593,100 $ 2,671,300 $ - $ -

$ - $ - $ - $ - $ -

$ 4,515,195 $ 4,608,800 $ 4,631,400 $ - $ -

FY 2017

ACTUAL

1,235,074

50,488

72,530


Expenditure Summary

2,520


826,248

54,603

0

465,166

2,397

2,259

0

27,162

69,371

0

0

83,299

101,653

13,244

1,067

2,695

70,078

368

0

68

9,125

0

0

0

0

0

0

0

1,354

99

0

4,200

497

0

0

0

486

0

0

105

2,801

0

4,506

6,887

0

1,141

2,275

457,310

0

0



8311 - Durham Operations


192,285

113,050

0

(1,457)

63,581

286,119

68,212

241,735

0



POSITION AND SALARY EXPENSE DURHAM MECHANICAL MAINTENANCE 8361

Total



FTE Non-Rep




0.50 0.50 0.50 0.50 Sr Engineer - Mechanical 9 Non


10.50 10.50 9.50 10.50 TOTAL PERSONNEL

Operating



FTE Non-Rep






10.25 10.25 10.25 10.25 TOTAL PERSONNEL

Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

835,484 889,700 Wages & Other Pay 51100 986,500

71,607 48,000 Temporary 51130 48,000

27,988 10,000 Overtime 51140 10,000







$ 1,242,839 $ 1,312,400 $ 1,445,100 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0








3,950 0 Recording Fees 52250 0

0 0 Laundry 52260 0









10,858 10,000 Small Tools 52350 10,000

2,341 0 Safety Equipment 52360 0

2,181 2,000 Postage & Freight 52375 2,000













3,579 3,300 Travel Expense 52485 3,300

974 500 Fleet Charges 52486 800

1,965 1,000 Private Mileage 52487 1,000


715 500 Permits, Licenses & Fees 52500 1,500








0 0 Alum 52825 0



0 0 Lime 52845 0



$ 465,361 $ 376,200 $ 378,100 $ - $ -

$ 21,470 $ - $ - $ - $ -

$ 1,729,671 $ 1,688,600 $ 1,823,200 $ - $ -

FY 2017

ACTUAL

821,207

26,810

8,053


Expenditure Summary

2,520


0

0

0

293,462

0

1,549

0

0

75,537

0

0

0

0

0

0

81

4,475

24,624

0

0

0

0

0

0

2,462

0

0

0

488

316,425

0

11,625

549

0

0

347

0

0

0

0

172

0

1,240

10

198

1,543

159

0

1,380

14,130



8361 - Durham Mechanical Maintenance


0

0

0

0

0

0

0

0

0



POSITION AND SALARY EXPENSE DURHAM E&I MAINTENANCE 8351

Total



FTE Non-Rep

3.00 3.00 3.00 3.00 Electrician 2 6 Rep


3.00 3.00 3.00 3.00 Instrument Technician 2 6 Rep

1.00 1.00 1.00 1.00 Electrical & Instrumentation Supervisor 8 Non

0.50 0.50 0.50 0.50 Field Engineer - Electrical 8 Non

0.50 0.50 0.50 0.50 Field Engineer - Inspection 8 Non


0.50 0.50 0.50 0.00 Senior Engineer - Electrical 9 Non


Operating



FTE Non-Rep

3.00 3.00 3.00 3.00 Electrician 2 6 Rep









Capital



FTE Non-Rep

0.00 0.00 0.00 0.00 Electrician 2 6 Rep












SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

577,121 848,200 Wages & Other Pay 51100 720,400

0 10,000 Temporary 51130 10,000

23,104 0 Overtime 51140 16,000







$ 750,318 $ 1,172,900 $ 965,500 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0







4,738 0 Professional Services 52240 0


0 0 Laundry 52260 0









9,577 5,000 Small Tools 52350 5,000

1,016 0 Safety Equipment 52360 0












1,713 500 Fueling Contract 52475 2,800


2,152 2,000 Travel Expense 52485 2,000

989 600 Fleet Charges 52486 3,500

384 1,000 Private Mileage 52487 1,000










0 0 Alum 52825 0



0 0 Lime 52845 0



$ 410,356 $ 251,600 $ 285,300 $ - $ -

$ - $ - $ - $ - $ -

$ 1,160,674 $ 1,424,500 $ 1,250,800 $ - $ -

FY 2017

ACTUAL

599,010

0

10,677


Expenditure Summary

1,980


0

0

0

136,582

0

1,420

0

0

13,658

0

0

0

0

0

0

7

5,920

0

0

0

0

0

0

0

0

0

0

0

29

292,472

0

9,778

125

0

0

515

1,570

0

0

0

564

0

580

7,953

133

362

1,283

0

0

0



8351 - Durham E&I Maintenance


0

0

0

0

0

0

0

0

0



POSITION AND SALARY EXPENSE ROCK CREEK OPERATIONS 8312

Total



FTE Non-Rep








16.50 16.50 16.50 16.00 TOTAL PERSONNEL

Operating



FTE Non-Rep








16.50 16.50 16.50 16.00 TOTAL PERSONNEL

Capital



FTE Non-Rep












SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

1,256,058 1,345,500 Wages & Other Pay 51100 1,267,800

44,966 49,000 Temporary 51130 48,000

76,338 60,000 Overtime 51140 60,000






2,520 2,400 Mobile Computing Allow ance 51915 800

$ 1,904,338 $ 2,031,700 $ 1,917,600 $ - $ -

1,478,015 1,450,000 Electricity 52110 1,427,000

15,073 15,400 Water 52120 15,400

113,912 125,000 Natural Gas 52130 125,000

108,588 110,000 Garbage 52140 110,000









0 0 Laundry 52260 0









17 1,000 Small Tools 52350 1,000





4,056 0 Inventory Adjustments 52395 0










2,250 6,000 Travel Expense 52485 6,000


1,260 2,200 Private Mileage 52487 2,200






(52,242) 0 Polymers - Thickening 52805 0

642,077 470,000 Polymers - Dew atering 52810 553,000

(3,515) 50,000 Polymers - Tertiary 52815 0

202,970 186,000 Ferric Chloride 52820 242,000

0 388,500 Alum 52825 405,000



786,628 811,000 Lime 52845 711,000

139,783 186,000 Sodium Bisulf ite 52850 193,000

0 0 Sulfuric Acid 52860 15,500

$ 4,202,537 $ 4,233,900 $ 4,266,400 $ - $ -

$ - $ - $ - $ - $ -

$ 6,106,875 $ 6,265,600 $ 6,184,000 $ - $ -

FY 2017

ACTUAL

1,269,020

41,798

70,740


Expenditure Summary

2,923


1,467,860

17,639

0

476,405

0

2,825

0

0

300

0

0

141,606

116,604

0

0

626

86,395

60

0

0

0

0

461

0

38

0

0

6,191

1,687

0

0

710

0

0

0

0

74

0

0

105

318

0

5,597

5,613

0

1,597

1,385

543,377

0

0



8312 - Rock Creek Operations


641,988

186,608

0

(6,003)

111,360

539,266

75,834

215,432

80,180



POSITION AND SALARY EXPENSE ROCK CREEK MECHANICAL MAINTENANCE 8344

Total



FTE Non-Rep





10.50 10.50 10.50 10.50 TOTAL PERSONNEL

Operating



FTE Non-Rep





10.25 10.25 10.25 10.25 TOTAL PERSONNEL

Capital



FTE Non-Rep









SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

739,387 874,700 Wages & Other Pay 51100 815,100

73,130 48,000 Temporary 51130 48,000

8,816 10,000 Overtime 51140 10,000







$ 1,128,636 $ 1,317,900 $ 1,224,700 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









0 0 Laundry 52260 0









9,357 10,000 Small Tools 52350 13,000


543 2,000 Postage & Freight 52375 2,000








63 0 Printing 52435 0





0 1,000 Travel Expense 52485 1,000

302 900 Fleet Charges 52486 900

276 1,000 Private Mileage 52487 1,000










0 0 Alum 52825 0



0 0 Lime 52845 0



$ 483,967 $ 489,800 $ 494,800 $ - $ -

$ 11,480 $ - $ - $ - $ -

$ 1,624,083 $ 1,807,700 $ 1,719,500 $ - $ -

FY 2017

ACTUAL

807,033

0

9,781


Expenditure Summary

2,100


0

0

0

301,211

0

1,788

0

0

94,535

0

0

0

0

0

0

43

1,274

19,928

0

0

0

0

0

0

320

0

0

0

488

354,844

0

8,441

2,134

0

0

641

0

0

0

0

0

0

1,658

472

676

339

1,687

0

11,617

0



8344 - Rock Creek Mechanical Maintenance


0

0

0

0

0

0

0

0

0



POSITION AND SALARY EXPENSE ROCK CREEK E&I MAINTENANCE 8352

Total



FTE Non-Rep

3.00 3.00 3.00 3.00 Electrician 2 6 Rep






0.00 0.00 0.00 0.00 Instrumentation & Control Systems Supervisor 8 Non

0.00 0.00 0.00 0.00 Control Systems Analyst 7 Non



9.50 10.50 9.50 8.50 TOTAL PERSONNEL

Operating



FTE Non-Rep

3.00 3.00 3.00 3.00 Electrician 2 6 Rep











Capital



FTE Non-Rep

0.00 0.00 0.00 0.00 Electrician 2 6 Rep














SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

779,548 844,600 Wages & Other Pay 51100 803,600

0 10,000 Temporary 51130 10,000

15,594 0 Overtime 51140 8,000







$ 1,057,437 $ 1,162,000 $ 1,100,400 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









0 0 Laundry 52260 0









3,631 4,000 Small Tools 52350 4,000















1,356 1,600 Travel Expense 52485 1,600

2,462 2,000 Fleet Charges 52486 2,000

147 2,000 Private Mileage 52487 2,000










0 0 Alum 52825 0



0 0 Lime 52845 0



$ 226,591 $ 243,400 $ 268,500 $ - $ -

$ - $ - $ - $ - $ -

$ 1,284,028 $ 1,405,400 $ 1,368,900 $ - $ -

FY 2017

ACTUAL

669,650

0

19,801


Expenditure Summary

3,090


0

0

0

200,769

0

925

0

0

437

0

0

0

0

0

0

279

8,739

0

0

0

0

0

0

0

0

0

0

0

433

219,420

0

5,233

0

0

0

2,130

124

0

0

0

355

0

1,024

2,926

1,679

529

1,047

0

0

0



8352 - Rock Creek E&I Maintenance


0

0

0

0

0

0

0

0

0



POSITION AND SALARY EXPENSE FOREST GROVE OPERATIONS 8315

Total



FTE Non-Rep

0.00 0.00 0.00 0.50 Electrical & Instrumentation Tech 6 Rep








Operating



FTE Non-Rep









Capital



FTE Non-Rep












SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

188,059 384,800 Wages & Other Pay 51100 526,700

0 50,000 Temporary 51130 50,000

9,179 17,000 Overtime 51140 17,000




330 800 Other Employee Allow ances 51900 1,100



$ 275,675 $ 616,700 $ 821,200 $ - $ -

289,492 300,000 Electricity 52110 313,500

82,442 70,000 Water 52120 70,000

6,408 8,000 Natural Gas 52130 8,000

13,385 15,000 Garbage 52140 15,000









0 0 Laundry 52260 0









180 1,500 Small Tools 52350 1,500















2,362 3,600 Travel Expense 52485 3,600


2,542 4,000 Private Mileage 52487 4,000










0 0 Alum 52825 0



0 0 Lime 52845 0



$ 469,840 $ 591,200 $ 626,700 $ - $ -

$ 18,134 $ - $ - $ - $ -

$ 763,649 $ 1,207,900 $ 1,447,900 $ - $ -

FY 2017

ACTUAL

192,493

0

12,877


Expenditure Summary

438


264,296

45,054

0

75,855

0

300

0

0

0

0

64

9,641

11,090

1,682

432

81

5,032

0

0

0

760

0

0

0

0

0

0

0

(33)

12

0

0

0

0

0

0

0

0

0

0

0

0

1,533

3,086

0

3,114

1,318

0

0

0



8315 - Forest Grove Operations & Maintenance


0

0

0

0

0

0

13,300

4,950

0



POSITION AND SALARY EXPENSE HILLSBORO OPERATIONS 8314

Total



FTE Non-Rep









Operating



FTE Non-Rep









Capital



FTE Non-Rep












SALARY

GRADE

SALARY

GRADE

SALARY

GRADE


FY 2018

ACTUAL

FY 2019


OBJECT

CODE

FY 2020

PROPOSED

FY 2020

APPROVED

FY 2020

ADOPTED

217,705 363,300 Wages & Other Pay 51100 444,200

28,148 0 Temporary 51130 25,000

8,412 12,000 Overtime 51140 12,000







$ 347,171 $ 523,800 $ 664,700 $ - $ -

189,474 192,000 Electricity 52110 192,000

16,521 25,000 Water 52120 25,000

3,708 4,000 Natural Gas 52130 4,000

16,709 17,000 Garbage 52140 18,000









0 0 Laundry 52260 0









0 1,500 Small Tools 52350 1,500
















876 2,800 Fleet Charges 52486 2,800

0 1,000 Private Mileage 52487 1,000










0 0 Alum 52825 0


0 2,000 Sodium Hypochlorite 52840 2,000

0 0 Lime 52845 0



$ 259,695 $ 343,300 $ 354,300 $ - $ -

$ - $ - $ - $ - $ -

$ 606,866 $ 867,100 $ 1,019,000 $ - $ -

FY 2017

ACTUAL

151,883

0

7,328


Expenditure Summary

0


218,445

19,590

0

59,312

0

200

0

0

0

0

0

4,576

15,531

2,103

125

0

2,384

0

0

0

0

0

0

0

0

0

0

0

0

28

0

0

0

0

0

1,682

0

0

0

0

0

0

884

272

1,239

282

0

0

0

0



8314 - Hillsboro Operations & Maintenance


0

0

0

0

0

0

0

0

0


Chart of Accounts

Personnel Services 51110 Full Time Regular Salaries 51130 Temporary 51140 Overtime 51600 Other Personnel Expense (OPE) 51900 Other Employee Allowances 51910 Automobile Allowance

Materials and Services 52110 Electricity 52120 Water 52130 Natural Gas 52140 Garbage 52150 Surface Water Management 52160 Other Utility Services 52170 Sewer Utility Services 52205 Contract Services Other 52210 Engineering Services 52215 Landscape Services 52240 Professional Services 52220 Audit and Accounting Services 52230 Legal Services 52250 Recording Fees 52260 Laundry Services 52270 Other Governmental Services

52305 Office Supplies 52310 Operating Supplies 52315 Gas, oil, lubrication 52320 Janitorial Supplies 52325 Tech & Scientific Supplies 52375 Postage and Freight 52330 Repair & Maintenance Supplies 52335 Construction & Building Supplies 52340 Parts Equipment 52350 Small Tools 52360 Safety Equipment 52380 Software Expensed 52385 Computer Equipment

52405 Dues, Memberships, Certifications 52410 Books, Subsc. & Publications 52425 Software Licenses & Support 52430 Publication Notices 52435 Printing & Duplicating 52440 Telecom Internal 52445 Telephone Service 52470 Building & Land Rental 52475 Fuel Contract 52480 Training & Education 52485 Travel Expense

52486 Fleet Charges 52487 Private Mileage 52495 Other Materials and Services

52500 Permits, Licenses & Fees 52505 Public Information 52510 Taxes, Assessment, Liens 52515 Bank Service Charge 52525 Finance Petty Cash Short

52605 Equipment Rental 52610 Repair & Maintenance Services 52630 Computer R&M

52705 Insurance 52720 Property Damage 52735 General Liability

52805 Polymers 52820 Ferric Chloride 52825 Alum 52810 Polymers 52815 Liquid Oxygen 52835 Sodium Hydroxide 52840 Sodium Hypochlorite 52845 Lime 52850 Sodium Bisulfite 52890 Other Chemicals

Capital Outlay - 55000 55200 Land Purchase 55220 Easements 55300 Buildings and Structures 55400 Machinery and 55130 Office Equipment 55120 Data Processing Equipment 55500 Trucks and Autos 55600 Plant Equipment 55700 Construction & Maint. Equip.

Other Expenditures 52905 Bad Debt Expense 56200 Principal-Long Term 56205 Interest – Long Term Contracts 57102 Transfer to Fund 102 57106 Transfer to Fund 106 57111 Transfer to Fund 111 57112 Transfer to Fund 112 57115 Transfer to Fund 115 57206 Transfer to Fund 206 57212 Transfer to Fund 212 58100 Operating Contingency


Sanitary Sewer Capital Project List

FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

ACCOUNTS PAYABLE AUTOM ATION

SOFTWARE

$0 $0 $0 $50,000 $0 $0 $0 $0 $50,000

6905 UTILITY BILLING CUSTOM ER INFORM ATION

SYSTEM REPLACEM ENT

$0 $1,500,000 $250,000 $1,500,000 $2,000,000 $0 $0 $0 $3,500,000

$0 $1,500,000 $250,000 $1,550,000 $2,000,000 $0 $0 $0 $3,550,000

CAPITAL OUTLAY FY 2019-20 $0 $0 $0 $401,600 $0 $0 $0 $0 $401,600

$0 $0 $0 $401,600 $0 $0 $0 $0 $401,600

M OSS STREET SANITARY SEWER LID $0 $0 $345,000 $0 $0 $0 $0 $0 $0

NW CORNELL RD AT NW 107TH AVENUE RD/LID $0 $0 $50,000 $665,000 $0 $0 $0 $0 $665,000

6273 LOCAL IM PROVEM ENT DISTRICT SUPPORT $0 $50,000 $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

6917 SW BAKER LANE SANITARY LID $2,674 $70,000 $0 $0 $0 $0 $0 $0 $0

6944 SW 83rd AVENUE AT GARDEN HOM E

SANITARY SEWER EXTENSION

$0 $0 $450,000 $0 $0 $0 $0 $0 $0

6948 KING CITY - GARDEN VILLAS SANITARY

SEWER LID

$0 $540,000 $40,000 $575,000 $1,025,000 $0 $0 $0 $1,600,000

$2,674 $660,000 $885,000 $1,290,000 $1,075,000 $50,000 $50,000 $50,000 $2,515,000

BROADM OOR SANITARY SEWER

REPLACEM ENT PH2

$0 $10,000 $0 $0 $0 $0 $0 $0 $0

CEDAR HILLS REHABILITATION PHASE 3 $0 $0 $0 $25,000 $1,025,000 $0 $0 $0 $1,050,000

FAIRWAY DRIVE EXPOSED SEWER

REM EDIATION

$0 $0 $0 $10,000 $40,000 $0 $0 $0 $50,000

HIGH PRIORITY STRUCTURAL REPAIR

PROGRAM

$0 $10,000 $0 $10,000 $50,000 $300,000 $300,000 $300,000 $960,000

M AIN AND 23rd I/I REHAB $0 $0 $0 $475,000 $450,000 $0 $0 $0 $925,000

SPRINGVILLE CREEK AT M EADOWLAND

EXPOSED SEWER REM EDIATION

$0 $0 $0 $10,000 $40,000 $0 $0 $0 $50,000

WEST BASIN I/I $0 $1,150,000 $0 $0 $600,000 $1,000,000 $1,000,000 $0 $2,600,000

6298 LARGE TRUNKLINE I/I $0 $100,000 $20,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

6332 REHABILITATION M ASTER PLANNING $19,537 $25,000 $60,000 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000

6653 EXPOSED LATERALS PROGRAM $42,148 $160,000 $70,000 $70,000 $60,000 $310,000 $310,000 $310,000 $1,060,000

B usiness Svcs - F inance - B usiness A pplicat io ns

B usiness Svcs - F inance - F inance

C o nveyance - Engr - LID

C o nveyance - Engr - R ehabilitat io n

Home Portfolio

A ctive P ro jects


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

6767 BROADM OOR SANITARY SEWER

REPLACEM ENT

$186,358 $250,000 $250,000 $250,000 $250,000 $0 $0 $0 $500,000

6914 SOUTHWOOD REHABILITATION $8,454 $1,025,000 $675,000 $450,000 $0 $0 $0 $0 $450,000

6918 ALOHA I/I $7,877 $20,000 $2,500 $20,000 $0 $0 $0 $0 $20,000

6962 19TH AVE AND M APLE STREET I/I REHAB $0 $0 $950,000 $615,000 $0 $0 $0 $0 $615,000

6973 FOOTHILLS PARK I/I ABATEM ENT

IM PROVEM ENTS

$0 $50,000 $1,000 $5,000 $25,000 $750,000 $0 $0 $780,000

6977 CANYON CREEK SEWER IM PROVEM ENTS $0 $100,000 $50,000 $210,000 $0 $0 $0 $0 $210,000

6982 GARDEN HOM E SEWER REHABILITATION

PHASE 2

$0 $920,000 $520,000 $400,000 $0 $0 $0 $0 $400,000

6994 RYAN STREET SWALE EXPOSED SEWER $0 $0 $15,000 $50,000 $0 $0 $0 $0 $50,000

6995 GASTON M ANHOLE RELOCATION $0 $0 $45,000 $50,000 $0 $0 $0 $0 $50,000

$264,374 $3,820,000 $2,658,500 $2,775,000 $2,665,000 $2,485,000 $1,735,000 $735,000 $10,395,000

192nd AVE SANITARY SEWER UPGRADE $0 $0 $0 $0 $0 $0 $0 $0 $0

2020 SANITARY SEWER M ASTER PLAN

UPDATE

$0 $0 $0 $300,000 $300,000 $0 $0 $0 $600,000

BARNES ROAD SANITARY UPGRADE $0 $0 $0 $0 $0 $0 $0 $0 $0

BEAVERTON TRUNK SANITARY UPGRADE $0 $0 $0 $0 $250,000 $0 $0 $0 $250,000

BUTTERNUT CREEK SCHOOL SANITARY

UPGRADE

$0 $0 $0 $0 $0 $0 $0 $0 $0

CABERNET STREET SANITARY UPGRADE $0 $0 $0 $0 $0 $0 $0 $0 $0

CROSS CREEK TRUNK SOUTH R-140 $0 $0 $0 $0 $0 $0 $170,000 $2,000,000 $2,170,000

DAWSON TRUNK SITE D CONNECTION $0 $25,000 $25,000 $25,000 $400,000 $0 $0 $0 $425,000

DEVELOPM ENT RELATED PROJECTS $0 $600,000 $140,000 $2,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $14,000,000

DISTRICT SHARE OF CITY PROJECTS $1,666,808 $500,000 $200,000 $2,400,000 $2,500,000 $2,500,000 $2,500,000 $2,500,000 $12,400,000

FAIRFIELD ST SANITARY UPGRADE $0 $20,000 $20,000 $50,000 $0 $0 $0 $0 $50,000

FOOTHILL DR (COM M ONWEALTH LAKE)

SANITARY UPGRADE

$0 $0 $0 $0 $50,000 $0 $0 $0 $50,000

HELVETIA PUM P STATION GRAVITY SEWER

EXTENSION

$0 $0 $0 $0 $0 $0 $0 $0 $0

JOHNSON CREEK SANITARY UPGRADE $0 $20,000 $20,000 $120,000 $0 $0 $0 $0 $120,000

KING CITY ANNEXATION AREA E-W TRUNK $0 $0 $0 $0 $0 $150,000 $0 $0 $150,000

M ETZGER/FANNO INTERCEPTOR UNDER

RRX (D-340)

$0 $0 $0 $0 $0 $200,000 $0 $0 $200,000

NORTH HILLSBORO INDUSTRIAL FM

DISCHARGE TO GRAVITY

$0 $100,000 $0 $500,000 $0 $0 $0 $0 $500,000

RIVER TERRACE N FORCE M AIN REROUTE $0 $0 $0 $0 $0 $0 $0 $0 $0

SHAW ST & 198th SANITARY UPGRADE $0 $0 $0 $0 $0 $0 $0 $0 $0

C o nveyance - Engr - Sanitary C o llect io n System

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

SHERWOOD TRUNK IM PROVEM ENTS - SOUTH

OF WASHINGTON ST

$0 $0 $0 $0 $0 $50,000 $200,000 $200,000 $450,000

SHERWOOD TRUNK IM PROVEM ENTS-ROY

ROGERS RD TO WASHINGTON ST

$0 $0 $0 $50,000 $0 $0 $0 $0 $50,000

SOUTH COOPER M OUNTAIN SANITARY

M ASTER PLAN PHASES 2&3

$0 $158,900 $10,000 $235,000 $0 $0 $0 $0 $235,000

SW 198th Ave. Sanitary Sewer Relocation $0 $0 $0 $0 $0 $0 $0 $0 $0

UPPER TUALATIN INTERCEPTOR (D-220) $0 $0 $0 $750,000 $3,200,000 $3,200,000 $0 $0 $7,150,000

WASHINGTON STREET SANITARY UPGRADE $0 $0 $0 $0 $0 $0 $0 $0 $0

WEST UNION SANITARY UPGRADE $0 $0 $0 $0 $0 $0 $0 $0 $0

6283 UTILITY RELOCATION $30,161 $75,000 $120,000 $75,000 $75,000 $75,000 $75,000 $75,000 $375,000

6399 SANITARY SEWER CAPACITY UPGRADES $0 $100,000 $25,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

6493 UPPER TUALATIN INTERCEPTOR (D-250) $2,375,834 $26,880,000 $23,291,200 $8,880,000 $75,000 $75,000 $0 $0 $9,030,000

6656 SYSTEM CAPACITY ASSESSM ENTS $60,468 $250,000 $25,000 $65,000 $350,000 $350,000 $0 $0 $765,000

6763 SANITARY SEWER M ASTER PLANS FOR

EXPANSION AREAS

$7,838 $10,000 $15,000 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000

6804 NW 185TH SEWER EXTENSION AT SPRINGVILLE

ROAD

$29,458 $423,000 $382,000 $0 $0 $0 $0 $0 $0

6826 CEDAR M ILL TRUNK RELOCATION AT

M URRAY/WALKER

$118,236 $950,000 $1,090,000 $2,565,000 $35,000 $0 $0 $0 $2,600,000

6828 FOOTHILLS PARK SEWER IM PROVEM ENTS $6,348 $210,000 $55,000 $90,000 $0 $0 $0 $0 $90,000

6832 GINGER STREET WEST SANITARY SEWER

UPGRADE (FG-6)

$0 $1,242,000 $2,205,900 $1,250,000 $0 $0 $0 $0 $1,250,000

6875 13th AVE TRUNK (FG-8) $0 $0 $0 $0 $0 $0 $0 $0 $0

6882 CEDAR M ILLS TRUNK UPGRADE JENKINS TO

BEAVERTON INTERCEPTOR

$149,164 $425,000 $800,000 $1,100,000 $4,800,000 $2,950,000 $70,000 $0 $8,920,000

6883 ROY ROGERS GRAVITY RIVER TERRACE

SOUTH PUM P STATION TO LASICH LANE

$231,554 $1,400,000 $1,650,000 $170,000 $0 $0 $0 $0 $170,000

6884 BULL M T TRUNK IM PROVEM ENTS-KING CITY

SIPHON TO SW M YRTLE AVE

$711,509 $6,050,000 $7,325,100 $50,000 $0 $0 $0 $0 $50,000

6922 HALL BLVD LATERAL (R-110) $0 $1,815,000 $200,000 $2,027,000 $0 $0 $0 $0 $2,027,000

6924 1911/1936 AND TURNER CREEK SANITARY

SEWER I/I ABATEM ENT

$0 $912,500 $1,025,000 $625,000 $510,000 $0 $0 $0 $1,135,000

6945 174th & BRONSON SANITARY SEWER

RELOCATION

$0 $85,000 $94,000 $0 $0 $0 $0 $0 $0

6966 BROOKM AN TRUNK SEWER EXTENSION $0 $350,000 $220,000 $350,000 $0 $0 $0 $0 $350,000

6972 BETHANY LAKE BERM - STUDY $0 $40,000 $60,000 $0 $0 $0 $0 $0 $0

6981 M ONTCLAIR AREA SEWER REPAIR $0 $160,000 $25,000 $250,000 $800,000 $0 $0 $0 $1,050,000

6985 NORTH HILLSBORO INDUSTRIAL WEIBEL

CREEK GRAVITY

$0 $300,000 $300,000 $850,000 $2,500,000 $0 $0 $0 $3,350,000

6993 SW 198th AVENUE SANITARY SEWER

RELOCATION

$0 $10,000 $105,000 $365,000 $0 $0 $0 $0 $365,000

6996 M IDDLEBROOK-BROOKM AN SEWER

EXTENSION

$0 $0 $35,000 $500,000 $0 $0 $0 $0 $500,000

$5,387,378 $43,111,400 $39,463,200 $25,752,000 $18,955,000 $12,660,000 $6,125,000 $7,885,000 $71,377,000

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

FERNHILL RESEARCH CENTER FACILITY

UPGRADES

$0 $0 $93,000 $90,000 $75,000 $75,000 $75,000 $75,000 $390,000

SPRINGER FACILITY UPGRADES $0 $0 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000

TUALATIN RIVER FARM FACILITY UPGRADES $0 $0 $60,000 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000

6793 ABC FACILITY UPGRADES $249,017 $1,900,000 $725,000 $1,495,000 $603,000 $500,000 $750,000 $1,000,000 $4,348,000

6931 FIELD OPS FACILITY UPGRADES $15,427 $30,000 $40,000 $195,000 $30,000 $30,000 $30,000 $30,000 $315,000

$264,444 $1,930,000 $943,000 $1,830,000 $758,000 $655,000 $905,000 $1,155,000 $5,303,000

M ATERIAL PROCESSING YARD PHASE 2 $0 $0 $0 $160,000 $50,000 $0 $0 $0 $210,000

TV HWY SANITARY SEWER REPLACEM ENT $0 $0 $0 $100,000 $0 $0 $0 $0 $100,000

6377 FLOW M ONITORING EQUIPM ENT RENEWAL

PROGRAM

$110,849 $110,000 $110,000 $110,000 $110,000 $110,000 $110,000 $110,000 $550,000

6777 ROOT LIST REDUCTION $13,146 $100,000 $100,000 $120,000 $120,000 $120,000 $120,000 $0 $480,000

6809 FIELD OPERATIONS M ERLO FACILITY

IM PROVEM ENTS

$0 $100,000 $45,000 $175,000 $250,000 $100,000 $0 $0 $525,000

6847 EM ERGENCY COM M UNICATION

IM PROVEM ENTS

$91,008 $50,000 $50,000 $50,000 $25,000 $0 $0 $0 $75,000

6965 SPRINGER STREET FACILITY

IM PROVEM ENTS

$0 $100,000 $100,000 $150,000 $200,000 $0 $0 $0 $350,000

$215,003 $460,000 $405,000 $865,000 $755,000 $330,000 $230,000 $110,000 $2,290,000

6221 SANITARY LIGHT & M EDIUM DUTY VEHICLES $168,813 $30,000 $0 $28,000 $0 $0 $0 $0 $28,000

6303 SANITARY HEAVY DUTY TRUCKS/EQUIPM ENT $370,076 $105,000 $92,000 $40,500 $0 $0 $0 $0 $40,500

$538,889 $135,000 $92,000 $68,500 $0 $0 $0 $0 $68,500

6840 SANITARY LIGHT & M EDIUM DUTY VEHICLE

REPLACEM ENT

$126,152 $308,000 $198,000 $153,500 $0 $0 $0 $0 $153,500

6841 SANITARY HEAVY DUTY VEHICLE

REPLACEM ENT

$855,459 $669,000 $463,210 $1,438,500 $0 $0 $0 $0 $1,438,500

$981,611 $977,000 $661,210 $1,592,000 $0 $0 $0 $0 $1,592,000

IT COM M UNICATIONS ASSET LIFE-CYCLE

COSTS

$0 $0 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

IT END USER DEVICE ASSET LIFE CYCLE $0 $0 $0 $60,000 $60,000 $60,000 $60,000 $60,000 $300,000

IT SERVER ASSET LIFE CYCLE COSTS $0 $0 $0 $100,000 $75,000 $75,000 $75,000 $100,000 $425,000

IT STORAGE ASSET LIFE CYCLE COSTS $0 $0 $0 $70,000 $70,000 $125,000 $70,000 $70,000 $405,000

6107 IT SERVER ASSET LIFE-CYCLE COSTS $102,325 $75,000 $75,000 $0 $0 $0 $0 $0 $0

$102,325 $75,000 $75,000 $330,000 $305,000 $360,000 $305,000 $330,000 $1,630,000

C o nveyance - F acilit ies M anagement - F acilit ies M anagement P ro jects

C o nveyance - F ield Ops - F ield Operat io ns

C o nveyance - F ield Ops - F leet

C o nveyance - F ield Ops - R eplacement and R enewal (F leet)

D igital So lut io ns - Infrastructure - R eplacement

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

M ETALS INSTRUM ENTS REPLACEM ENT $0 $300,000 $150,000 $100,000 $0 $0 $0 $0 $100,000

$0 $300,000 $150,000 $100,000 $0 $0 $0 $0 $100,000

HAZARD M ITIGATION $0 $0 $0 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000

INNOVATION CENTER (TTM Building Remodel) $0 $0 $100,000 $650,000 $2,100,000 $7,250,000 $7,250,000 $3,500,000 $20,750,000

6672 HIGH PURITY WATER PROJECT $136,295 $75,000 $300,000 $75,000 $0 $0 $0 $0 $75,000

6961 TTM PROPERTY ACQUISITION $0 $0 $2,295,000 $0 $0 $0 $0 $0 $0

$136,295 $75,000 $2,695,000 $750,000 $2,125,000 $7,275,000 $7,275,000 $3,525,000 $20,950,000

CONTRACT M ANAGEM ENT SOFTWARE $0 $0 $0 $80,000 $0 $0 $0 $0 $80,000

RECORDS M ANAGEM ENT SOFTWARE $0 $0 $0 $38,000 $0 $0 $0 $0 $38,000

$0 $0 $0 $118,000 $0 $0 $0 $0 $118,000

DIGITAL M EDIA DATABASE SOFTWARE $0 $0 $0 $50,000 $0 $0 $0 $0 $50,000

$0 $0 $0 $50,000 $0 $0 $0 $0 $50,000

JACKSON BOTTOM - DAVIS TOOL WETLANDS

& REUSE IM PROVEM ENTS

$0 $0 $0 $250,000 $550,000 $450,000 $200,000 $0 $1,450,000

6465 FOREST GROVE PROPERTY

ENHANCEM ENTS

$185,908 $100,000 $100,000 $70,000 $50,000 $45,000 $0 $0 $165,000

6475 JACKSON BOTTOM PROPERTY

ENHANCEM ENTS

$256,210 $435,000 $300,000 $150,000 $0 $0 $0 $0 $150,000

6678 NATURAL SYSTEM RESOURCE

PARTNERSHIPS

$0 $500,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000

6909 TUALATIN RIVER FARM IM PROVEM ENTS $61,924 $2,080,000 $300,000 $1,825,000 $4,722,500 $550,000 $0 $0 $7,097,500

$504,042 $3,115,000 $950,000 $2,545,000 $5,572,500 $1,295,000 $450,000 $250,000 $10,112,500

6483 LONG RANGE WATER SUPPLY PLAN $6,578,922 $8,000,000 $8,000,000 $9,500,000 $29,000,000 $69,500,000 $53,100,000 $53,000,000 $214,100,000

$6,578,922 $8,000,000 $8,000,000 $9,500,000 $29,000,000 $69,500,000 $53,100,000 $53,000,000 $214,100,000

TUALATIN SOIL AND WATER CONSERVATION

PARTNERSHIP

$0 $0 $0 $150,000 $150,000 $150,000 $125,000 $125,000 $700,000

4943 WETLAND M ITIGATION M ONITORING

(SANITARY)

$69,337 $80,000 $80,000 $80,000 $80,000 $60,000 $40,000 $40,000 $300,000

6474 FANNO CREEK - 99W TO BONITA - SANI $264,320 $1,235,000 $885,000 $0 $0 $0 $0 $0 $0

6529 NATURAL SYSTEM REGIONAL SERVICES $187,588 $525,000 $525,000 $525,000 $525,000 $525,000 $525,000 $525,000 $2,625,000

Watershed M gmt - F lo w R esto rat io n and R euse

Watershed M gmt - Watershed Enhancement

Labo rato ry - R egulato ry A ffairs

Off ice o f C EO - A dmin - Off ice o f the C EO

Off ice o f C EO - Legal - B usiness A pplicat io ns

P ublic A ffairs - B usiness A pplicat io ns

Watershed M gmt - C WS P ro perty Impro vements

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

6530 COLLABORATIVE REGIONAL RESTORATION $905,597 $1,150,000 $1,035,000 $840,000 $715,000 $640,000 $300,000 $300,000 $2,795,000

6555 SPRINGVILLE TRIB, ROCK CREEK - 185TH TO

KAISER - SANI

$36,209 $25,000 $25,000 $25,000 $0 $0 $0 $0 $25,000

6683 RESTORATION M ANAGEM ENT SYSTEM S $132,391 $150,000 $150,000 $100,000 $75,000 $0 $0 $0 $175,000

6855 LOCAL RESTORATION PARTNERSHIPS $526,261 $900,000 $525,000 $1,020,000 $1,275,000 $300,000 $250,000 $175,000 $3,020,000

6856 TUALATIN RIVER REFUGE RESTORATION $335,190 $965,000 $0 $535,000 $180,000 $135,000 $110,000 $0 $960,000

6864 WAPATO LAKE REFUGE RESTORATION $85,038 $510,000 $370,000 $630,000 $720,000 $460,000 $460,000 $430,000 $2,700,000

$2,541,931 $5,540,000 $3,595,000 $3,905,000 $3,720,000 $2,270,000 $1,810,000 $1,595,000 $13,300,000

CM M S M IGRATION $0 $0 $50,000 $50,000 $0 $0 $0 $0 $50,000

CONSTRUCTION M ANAGEM ENT SOFTWARE $0 $0 $0 $40,000 $40,000 $0 $0 $0 $80,000

$0 $0 $50,000 $90,000 $40,000 $0 $0 $0 $130,000

FOREST GROVE EAST AG LANDS

DEVELOPM ENT

$0 $0 $0 $215,000 $1,240,000 $640,000 $500,000 $0 $2,595,000

FOREST GROVE WEST AG LANDS

DEVELOPM ENT

$0 $0 $0 $0 $0 $220,000 $230,000 $750,000 $1,200,000

$0 $0 $0 $215,000 $1,240,000 $860,000 $730,000 $750,000 $3,795,000

DURHAM ENGINE REBUILD $0 $0 $175,000 $175,000 $175,000 $175,000 $175,000 $1,500,000 $2,200,000

DURHAM FACILITY PLAN $0 $0 $0 $500,000 $500,000 $0 $0 $0 $1,000,000

DURHAM FILTER TUNNEL ELEC ROOM A/C $0 $0 $35,000 $0 $0 $0 $0 $0 $0

DURHAM FOG FEED M ODIFICATIONS $0 $320,000 $0 $0 $0 $320,000 $0 $0 $320,000

DURHAM GRIT SYSTEM REHABILITATION $0 $0 $0 $0 $575,000 $0 $0 $0 $575,000

DURHAM O&M PARKING LOT &

M AINTENANCE STORAGE

$0 $0 $0 $270,000 $236,000 $0 $0 $0 $506,000

DURHAM PHASE 6B - New Digester $0 $0 $0 $0 $0 $0 $0 $1,000,000 $1,000,000

DURHAM PHASE 7B - Tertiary Upgrade $0 $0 $0 $0 $0 $0 $0 $0 $0

DURHAM PHASE 8 - Secondary/BNR Train #5 $0 $0 $0 $0 $0 $0 $0 $0 $0

DURHAM POLYM ER FEED SYSTEM

REPLACEM ENT

$0 $0 $0 $300,000 $0 $0 $0 $0 $300,000

DURHAM SLUDGE SCREENING $0 $0 $0 $0 $0 $0 $1,500,000 $0 $1,500,000

DURHAM THIRD BOILER AT DC-2 $0 $0 $0 $30,000 $85,000 $0 $0 $0 $115,000

6368 DURHAM M ISCELLANEOUS UPGRADES $636,878 $200,000 $400,000 $250,000 $250,000 $250,000 $250,000 $0 $1,000,000

6687 DURHAM O&M BUILDING REM ODEL/REHAB $2,764,851 $5,850,000 $7,650,000 $15,000 $0 $0 $0 $0 $15,000

WWT D - B usiness A pplicat io ns

WWT D - C WS P ro perty Impro vements

WWT D - D urham

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

6757 DURHAM PHASE 5B3 - Secondary Capacity

Expansion

$3,176,495 $12,200,000 $12,828,200 $12,700,000 $2,707,000 $0 $0 $0 $15,407,000

6788 DURHAM PHASE 5A2 - TPS Building Rehab $2,539,226 $0 $205,000 $100,000 $0 $0 $0 $0 $100,000

6789 DURHAM PHASE 5C - Tertiary Clarification

Improvements

$43,373 $0 $0 $0 $0 $0 $1,300,000 $6,550,000 $7,850,000

6823 DURHAM HYPO LOOP REPLACEM ENT/DAY

TANKS

$1,369,682 $0 $513,800 $0 $0 $0 $0 $0 $0

6834 DURHAM PHASE 6 - Fermenter/WAS

storage/misc.

$121,506 $0 $5,000 $500,000 $6,000,000 $7,000,000 $2,000,000 $0 $15,500,000

6893 DURHAM PHASE 6C - Sludge Dewatering

Replacement/Rebuild

$329,816 $3,000,000 $1,929,000 $332,000 $0 $0 $0 $0 $332,000

6900 DURHAM STRUVITE PREVENTION PROJECT $154,935 $0 $32,100 $0 $0 $0 $0 $0 $0

6919 DURHAM DIGESTER GAS SYSTEM

IM PROVEM ENTS

$55,181 $115,000 $105,000 $130,000 $0 $0 $0 $0 $130,000

6933 DURHAM BOILER CONTROLS $0 $70,000 $20,000 $50,000 $0 $0 $0 $0 $50,000

6934 DURHAM INFLUENT PUM P STATION HVAC $0 $135,000 $35,000 $100,000 $0 $0 $0 $0 $100,000

6935 DURHAM 5020 M CC SPACE A/C UNIT $22,124 $0 $175,000 $0 $0 $0 $0 $0 $0

6941 DURHAM OSTARA DRYER REPLACEM ENT &

HVAC IM PROVEM ENTS

$2,528 $0 $400,000 $720,000 $0 $0 $0 $0 $720,000

6946 DURHAM BACKWASH PUM PING

M ODIFICATIONS

$0 $225,000 $150,000 $900,000 $0 $0 $0 $0 $900,000

6980 DURHAM LIM E SYSTEM M ODIFICATIONS $0 $400,000 $150,000 $775,000 $0 $0 $0 $0 $775,000

6991 DURHAM PRIM ARY SLUDGE HEATING $0 $250,000 $217,000 $35,000 $0 $0 $0 $0 $35,000

6992 DURHAM FOG TANK RETROFIT $0 $0 $300,000 $700,000 $0 $0 $0 $0 $700,000

$11,216,595 $22,765,000 $25,325,100 $18,582,000 $10,528,000 $7,745,000 $5,225,000 $9,050,000 $51,130,000

DURHAM LIQUIDS AND SOLIDS POWER

DISTRIBUTION UPGRADE

$0 $0 $0 $100,000 $550,000 $350,000 $0 $0 $1,000,000

FOREST GROVE POWER SERVICE

EXPANSION SECONDARY PROCESS

$0 $0 $0 $450,000 $0 $0 $0 $0 $450,000

HILLSBORO ELECTRICAL SWITCHGEAR &

M OTOR CONTROL CENTER REPLACEM ENT

$0 $0 $0 $500,000 $700,000 $0 $0 $0 $1,200,000

PROCESS, INNOVATION, ENERGY PROJECTS $0 $200,000 $50,000 $100,000 $125,000 $125,000 $125,000 $125,000 $600,000

ROCK CREEK WEST SIDE POWER

DISTRIBUTION EXPANSION

$0 $0 $0 $0 $0 $0 $0 $0 $0

SCADA/CONTROL UPGRADE FOR FG AND HB $0 $60,000 $0 $225,000 $225,000 $0 $0 $0 $450,000

4894 CM M S SOFTWARE PACKAGE $0 $60,000 $50,000 $100,000 $0 $0 $0 $0 $100,000

6967 DURHAM TRAIN 5 UNIT SUBSTATION AND

SWITCHGEAR

$0 $0 $750,000 $450,000 $0 $0 $0 $0 $450,000

$0 $320,000 $850,000 $1,925,000 $1,600,000 $475,000 $125,000 $125,000 $4,250,000

WWT D - Electrical & Instrumentat io n

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

ROCK CREEK CHEM ICAL & DIGESTER

ELEVATORS IM PROVEM ENTS

$0 $210,000 $40,000 $125,000 $125,000 $0 $0 $0 $250,000

6371 FACILITIES M ISCELLANEOUS UPGRADES $110,664 $250,000 $100,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000

$110,664 $460,000 $140,000 $325,000 $325,000 $200,000 $200,000 $200,000 $1,250,000

FOREST GROVE RECYCLED WATER FACILITY $0 $0 $0 $0 $0 $60,000 $1,020,000 $0 $1,080,000

6374 FOREST GROVE M ISCELLANEOUS UPGRADES $145,674 $100,000 $200,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

6699 FERNHILL NTS UPPER WETLANDS $254,830 $360,000 $25,000 $50,000 $500,000 $3,200,000 $3,300,000 $550,000 $7,600,000

6792 FOREST GROVE EFFLUENT PUM P STATION $23,735 $0 $50,000 $400,000 $2,100,000 $5,250,000 $2,950,000 $0 $10,700,000

6814 FOREST GROVE ADM INISTRATION BUILDING

IM PROVEM ENTS

$271,295 $950,000 $550,000 $1,100,000 $0 $0 $0 $0 $1,100,000

6849 FERNHILL M ISCELLANEOUS IM PROVEM ENTS $245,519 $200,000 $150,000 $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000

6866 FOREST GROVE AERATION BASIN

M ODIFICATIONS

$983,752 $2,000 $35,000 $50,000 $700,000 $0 $0 $0 $750,000

6880 FOREST GROVE OUTFALL REPLACEM ENT $1,055,931 $200,000 $250,000 $2,050,000 $0 $0 $0 $0 $2,050,000

6896 FOREST GROVE SOLIDS TREATM ENT

ALTERNATIVES PROJECT

$41,012 $200,000 $50,000 $350,000 $1,000,000 $2,450,000 $2,200,000 $0 $6,000,000

6897 FERNHILL PARKING LOT & LANDSCAPE $1,249,071 $350,000 $250,000 $50,000 $25,000 $25,000 $25,000 $25,000 $150,000

6916 FERNHILL LANDSCAPE IM PROVEM ENTS $15,582 $300,000 $250,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

6925 FOREST GROVE SECONDARY CLARIFIERS $1,055 $300,000 $500,000 $2,600,000 $6,400,000 $2,000,000 $0 $0 $11,000,000

6952 FOREST GROVE SUPPLEM ENTAL ALKALINITY $0 $300,000 $160,000 $20,000 $0 $0 $0 $0 $20,000

6953 FOREST GROVE M ISC. SECONDARY

TREATM ENT IM PROVEM ENTS

$0 $270,000 $105,000 $105,000 $0 $0 $0 $0 $105,000

6959 FERNHILL VOLUNTEER & VISITOR

IM PROVEM ENTS

$0 $300,000 $300,000 $125,000 $50,000 $35,000 $35,000 $35,000 $280,000

$4,287,456 $3,832,000 $2,875,000 $7,350,000 $11,225,000 $13,470,000 $9,980,000 $1,060,000 $43,085,000

HILLSBORO ADM INISTRATION BUILDING

IM PROVEM ENTS

$0 $0 $0 $140,000 $500,000 $0 $0 $0 $640,000

HILLSBORO HIGH HEAD PUM P STATION AND

CONTROL GATE M ODIFICATIONS

$0 $0 $0 $140,000 $640,000 $2,000 $0 $0 $782,000

HILLSBORO NATURAL TREATM ENT SYSTEM $0 $0 $0 $0 $0 $0 $0 $0 $0

HILLSBORO SOLIDS HANDLING

IM PROVEM ENTS

$0 $0 $0 $50,000 $250,000 $0 $0 $0 $300,000

6373 HILLSBORO M ISCELLANEOUS UPGRADES $31,630 $95,000 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

6812 HILLSBORO ODOR ABATEM ENT $343,622 $1,100,000 $1,350,000 $200,000 $0 $0 $0 $0 $200,000

6950 HILLSBORO ENTRY GATE AND COLLECTION

BOX M ODIFICATIONS

$0 $250,000 $70,000 $980,000 $0 $0 $0 $0 $980,000

$375,252 $1,445,000 $1,420,000 $1,610,000 $1,490,000 $102,000 $100,000 $100,000 $3,402,000

WWT D - F acilit ies

WWT D - F o rest Gro ve

WWT D - H illsbo ro

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

TUALATIN RIVER FARM REUSE PIPE $0 $0 $0 $100,000 $900,000 $0 $0 $0 $1,000,000

TVID RECYCLED WATER PIPELINE $0 $0 $0 $0 $2,900,000 $2,400,000 $8,250,000 $0 $13,550,000

6408 WATER RIGHTS $0 $20,000 $0 $20,000 $20,000 $20,000 $20,000 $20,000 $100,000

6780 ELECTRONIC OPERATORS M ANUAL $250,722 $50,000 $0 $50,000 $0 $0 $0 $0 $50,000

6871 FACILITY WAYFINDING & INTERPRETIVE

IM PROVEM ENTS

$70,583 $300,000 $210,000 $170,000 $0 $0 $0 $0 $170,000

$321,305 $370,000 $210,000 $340,000 $3,820,000 $2,420,000 $8,270,000 $20,000 $14,870,000

18th AVENUE PUM P STATION & FORCEM AIN $0 $0 $0 $0 $0 $200,000 $2,050,000 $0 $2,250,000

BANKS FORCE M AIN LOCATION $0 $0 $0 $0 $0 $0 $65,000 $0 $65,000

BASALT CREEK PUM P STATION &

FORCEM AIN

$0 $0 $0 $0 $0 $300,000 $1,700,000 $4,500,000 $6,500,000

BORLAND PUM P STATION UPGRADE $0 $0 $0 $0 $0 $75,000 $425,000 $0 $500,000

BUTTERNUT CREEK PUM P STATION PHASE 2 $0 $0 $0 $0 $0 $0 $0 $0 $0

CEDAR STREET PUM P STATION UPGRADE $0 $0 $0 $0 $0 $100,000 $0 $0 $100,000

CHICKEN CREEK PUM P STATION &

FORCEM AIN

$0 $0 $0 $0 $0 $0 $0 $0 $0

CHILDS PUM P STATION REPLACEM ENT $0 $0 $0 $0 $0 $100,000 $1,800,000 $0 $1,900,000

CORNELIUS PUM P STATION IM PROVEM ENTS

PHASE 2

$0 $0 $0 $0 $0 $0 $75,000 $525,000 $600,000

DAIRY CREEK PUM P STATION & FORCEM AIN $0 $0 $0 $0 $0 $0 $0 $0 $0

DAWSON PUM P STATION UPGRADE $0 $0 $0 $0 $0 $0 $0 $250,000 $250,000

GASTON FORCEM AIN REPLACEM ENT PH 2 $0 $0 $0 $0 $0 $0 $300,000 $2,100,000 $2,400,000

M CKAY CREEK PUM P STATION AND

FORCEM AIN

$0 $0 $0 $0 $250,000 $2,000,000 $4,750,000 $0 $7,000,000

OAK VILLAGE PUM P STATION

IM PROVEM ENTS

$0 $0 $0 $175,000 $0 $0 $0 $0 $175,000

PUM P STATIONS PORTABLE GENERATOR $0 $0 $0 $0 $0 $0 $0 $0 $0

RIVER TERRACE NORTH 2ND FORCE M AIN $0 $1,140,000 $0 $0 $0 $0 $0 $0 $0

ROSEDALE PUM P STATION AND FORCEM AIN $0 $0 $0 $150,000 $1,200,000 $550,000 $0 $0 $1,900,000

SHERWOOD FORCEM AIN UPGRADE $0 $0 $0 $0 $100,000 $660,000 $115,000 $0 $875,000

SW TUALATIN PUM P STATION & FORCEM AIN $0 $0 $0 $0 $0 $0 $0 $250,000 $250,000

TILE FLAT ROAD PUM P STATION &

FORCEM AIN

$0 $0 $0 $0 $0 $0 $900,000 $2,900,000 $3,800,000

6380 PUM P STATION M ISCELLANEOUS UPGRADES $11,232 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $160,000 $1,360,000

6554 BUTTERNUT PUM P STATION & FORCEM AIN $2,732,234 $5,000 $130,000 $0 $0 $0 $0 $0 $0

WWT D - P ump Stat io ns (T reatment)

WWT D - M iscellaneo us (T reatment)

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

6771 ENSCHEDE GRAVITY SEWER $465,535 $3,000 $0 $0 $0 $0 $0 $0 $0

6827 RIVER TERRACE SOUTH PUM P STATION AND

FORCEM AIN

$842,051 $3,050,000 $5,727,500 $1,267,700 $0 $0 $0 $0 $1,267,700

6887 OAK VILLAGE & FIR GROVE WET WELL

IM PROVEM ENTS

$594 $0 $0 $0 $0 $0 $0 $0 $0

6902 CORNELIUS PUM P STATION IM PROVEM ENTS $188,684 $2,185,000 $1,775,000 $3,000 $0 $0 $0 $0 $3,000

6903 NORTH HILLSBORO PUM P STATION $93,177 $775,000 $575,000 $4,875,000 $3,800,000 $0 $0 $0 $8,675,000

6942 WQL PUM P STATION UPGRADE $344 $200,000 $150,000 $280,000 $0 $0 $0 $0 $280,000

$4,333,851 $7,658,000 $8,657,500 $7,050,700 $5,650,000 $4,285,000 $12,480,000 $10,685,000 $40,150,700

DURHAM PLANT ROAD REPAIR &

REPLACEM ENT

$0 $235,000 $0 $0 $0 $145,000 $145,000 $109,000 $399,000

ROCK CREEK CHEM ICAL BUILDING M AU

REPLACEM ENT

$0 $0 $0 $0 $300,000 $0 $0 $0 $300,000

ROCK CREEK IPS VFD REPLACEM ENT $0 $0 $0 $425,000 $400,000 $400,000 $400,000 $400,000 $2,025,000

ROCK CREEK NaOH TANK REPLACEM ENT $0 $300,000 $40,000 $265,000 $0 $0 $0 $0 $265,000

6370 HVAC REPLACEM ENT $142,654 $0 $0 $0 $0 $0 $0 $0 $0

6850 M ECHANICAL EQUIPM ENT REPLACEM ENT &

RENEWAL

$274,581 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000

6853 INSTRUM ENTATION & CONTROL EQUIPM ENT

REPLACEM ENT & RENEWAL PROJECTS

$189,509 $300,000 $275,000 $500,000 $350,000 $350,000 $350,000 $350,000 $1,900,000

6888 DURHAM CHEM ICAL BUILDING M AU

REPLACEM ENT PROJECT

$123,772 $195,000 $200,000 $595,000 $0 $0 $0 $0 $595,000

6956 FACILITIES REPLACEM ENT & RENEWAL $0 $500,000 $200,000 $300,000 $500,000 $500,000 $500,000 $500,000 $2,300,000

6971 ELECTRICAL EQUIPM ENT REPLACEM ENT &

RENEWAL PROJECTS

$0 $800,000 $500,000 $600,000 $800,000 $800,000 $800,000 $800,000 $3,800,000

$730,516 $2,830,000 $1,715,000 $3,185,000 $2,850,000 $2,695,000 $2,695,000 $2,659,000 $14,084,000

ROCK CREEK AERATION BASIN #8 $0 $0 $0 $0 $0 $0 $0 $0 $0

ROCK CREEK AERATION BASIN #9 $0 $0 $0 $0 $0 $0 $0 $0 $0

ROCK CREEK CHEM ICAL BUILDING

LABRATORY

$0 $500,000 $50,000 $420,000 $0 $0 $0 $0 $420,000

ROCK CREEK CHP $0 $0 $45,000 $730,000 $800,000 $0 $0 $0 $1,530,000

ROCK CREEK ENGINEERING BUILDING $0 $0 $0 $0 $0 $0 $0 $0 $0

ROCK CREEK IPS ODOR CONTROL

IM PROVEM ENTS

$0 $0 $0 $0 $0 $0 $1,000,000 $0 $1,000,000

ROCK CREEK LIM E SYSTEM IM PROVEM ENTS $0 $0 $0 $100,000 $700,000 $0 $0 $0 $800,000

ROCK CREEK PRIM ARY CLARIFIER #4 $0 $100,000 $90,000 $1,605,000 $6,090,000 $2,000,000 $0 $0 $9,695,000

ROCK CREEK RECYCLED WATER

IM PROVEM ENTS

$0 $0 $0 $0 $0 $200,000 $3,050,000 $0 $3,250,000

WWT D - R eplacement and R enewal

WWT D - R o ck C reek

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

ROCK CREEK SOLIDS ENHANCED DIGESTION $0 $0 $0 $0 $0 $0 $500,000 $8,800,000 $9,300,000

WEST BASIN M ASTER PLAN $0 $0 $0 $0 $500,000 $500,000 $0 $0 $1,000,000

6372 ROCK CREEK M ISCELLANEOUS UPGRADES $442,014 $200,000 $130,000 $300,000 $325,000 $325,000 $325,000 $325,000 $1,600,000

6639 ROCK CREEK ADM INISTRATION BUILDING

IM PROVEM ENTS

$33,518 $525,000 $650,000 $4,600,000 $1,000,000 $0 $0 $0 $5,600,000

6686 ROCK CREEK DIGESTER GAS UTILIZATION $2,335 $0 $0 $0 $0 $0 $0 $3,300,000 $3,300,000

6787 ROCK CREEK DIGESTER 1 & 2 IM PROVEM ENTS $298,694 $0 $125,000 $0 $0 $0 $0 $0 $0

6852 ROCK CREEK DIGESTER #3 & #4 COVER

REPLACEM ENT

$2,181 $375,000 $0 $0 $375,000 $1,550,000 $0 $0 $1,925,000

6867 ROCK CREEK RESILIENCY PLAN $101,504 $50,000 $25,000 $0 $0 $0 $0 $0 $0

6879 ROCK CREEK GBT IM PROVEM ENTS $250,441 $1,325,000 $900,000 $1,825,000 $0 $0 $0 $0 $1,825,000

6894 ROCK CREEK SOLIDS DEWATERING $93,679 $1,850,000 $450,000 $2,800,000 $5,600,000 $2,000,000 $0 $0 $10,400,000

6904 ROCK CREEK EAST TERTIARY

HYPOCHLORITE IM PROVEM ENTS

$196,386 $575,000 $580,000 $220,000 $0 $0 $0 $0 $220,000

6937 ROCK CREEK SRF pH REDUCTION SYSTEM $0 $25,000 $125,000 $0 $0 $0 $0 $0 $0

6969 ROCK CREEK CHLORINE CONTACT BASIN #4 $0 $100,000 $150,000 $200,000 $700,000 $3,450,000 $3,250,000 $0 $7,600,000

6970 ROCK CREEK FILTER IM PROVEM ENTS $0 $375,000 $375,000 $0 $0 $0 $0 $0 $0

$1,420,752 $6,000,000 $3,695,000 $12,800,000 $16,090,000 $10,025,000 $8,125,000 $12,425,000 $59,465,000

$37,775,053 $115,378,400 $105,555,510 $106,894,800 $121,788,500 $139,157,000 $119,915,000 $105,709,000 $593,464,300

2019 CAPITAL OUTLAY FY 2018-19 $0 $503,900 $0 $0 $0 $0 $0 $0 $0

$0 $503,900 $0 $0 $0 $0 $0 $0 $0

6685 86TH & COPELAND SANITARY SEWER REHAB $229 $0 $0 $0 $0 $0 $0 $0 $0

6766 BANKS I/I ABATEM ENT $0 $0 $0 $0 $0 $0 $0 $0 $0

6778 LARGE TRUNKLINE M ANHOLE REHAB $14,605 $0 $0 $0 $0 $0 $0 $0 $0

6795 UPPER TURNER CREEK REHAB $131,024 $0 $128,000 $0 $0 $0 $0 $0 $0

6821 WILLOW CREEK AT HARTUNG FARM $692 $0 $0 $0 $0 $0 $0 $0 $0

6824 CHRISTINE CT SLIDE ANALYSIS AND REPAIR $474,042 $2,000 $0 $0 $0 $0 $0 $0 $0

6831 CEDAR HILLS REHABILITATION $5,996 $0 $0 $0 $0 $0 $0 $0 $0

6877 GARDEN HOM E SEWER REHABILITATION $389,349 $0 $372,500 $0 $0 $0 $0 $0 $0

6889 CASCADIA REHAB $0 $0 $0 $0 $0 $0 $0 $0 $0

6899 CEDAR HILLS REHABILITATION PHASE 2 $726,905 $0 $0 $0 $0 $0 $0 $0 $0

$1,742,842 $2,000 $500,500 $0 $0 $0 $0 $0 $0

B usiness Svcs - F inance - F inance

C o nveyance - Engr - R ehabilitat io n

A ctive P ro jects

C lo sed P ro jects

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

COUNTRY HAVEN GRAVITY CONNECTION TO

JACOBSON HELVETIA PS

$0 $25,000 $0 $0 $0 $0 $0 $0 $0

6581 STEED CREEK SEWER UPSIZE ($46,190) $0 $0 $0 $0 $0 $0 $0 $0

6657 ONION FLAT TRUNK SEWER UPGRADE $719 $0 $0 $0 $0 $0 $0 $0 $0

6693 SOUTH COOPER M T GRAVITY TRUNK TO

RIVER TERRACE PS

$471 $0 $0 $0 $0 $0 $0 $0 $0

6762 NORTH HILLSBORO INDUSTRIAL GRAVITY

SEWER @ GENENTECH

$0 $0 $0 $0 $0 $0 $0 $0 $0

6764 REAL TIM E FLOW M ONITORING INTERFACE &

CONTROL

$0 $0 $0 $0 $0 $0 $0 $0 $0

6784 165th & RIGERT SEWER REPLACEM ENT $0 $0 $0 $0 $0 $0 $0 $0 $0

6794 N BETHANY TRUNK SEWER EXTENSION

PHASE 2

$1,006,321 $0 $2,000 $0 $0 $0 $0 $0 $0

6817 N BETHANY SEWER - SW EXTENSION $428,644 $0 $0 $0 $0 $0 $0 $0 $0

6861 TURNER CREEK TRUNK DIVERSION $74,455 $0 $0 $0 $0 $0 $0 $0 $0

6895 175TH & KEM M ER SEWER EXTENSION $203,153 $0 $4,000 $0 $0 $0 $0 $0 $0

6908 S HILLSBORO TRUNK SEWER $639,161 $180,000 $0 $0 $0 $0 $0 $0 $0

$2,306,734 $205,000 $6,000 $0 $0 $0 $0 $0 $0

6627 M ATERIAL PROCESSING YARD

IM PROVEM ENTS

$693,840 $0 $0 $0 $0 $0 $0 $0 $0

6862 CHERRY LANE FACILITY IM PROVEM ENTS $10,870 $0 $0 $0 $0 $0 $0 $0 $0

6891 LUCITY SOFTWARE ENHANCEM ENT $437 $0 $0 $0 $0 $0 $0 $0 $0

$705,147 $0 $0 $0 $0 $0 $0 $0 $0

6858 CORNELIUS PUM P STATION DISCHARGE

LOCATION SEWER REPLACEM ENT

$136,647 $0 $0 $0 $0 $0 $0 $0 $0

$136,647 $0 $0 $0 $0 $0 $0 $0 $0

6857 195th AND BASELINE SEWER REALIGNM ENT $0 $0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0 $0

6873 BUDGET AND FORECASTING SOFTWARE $45,900 $0 $0 $0 $0 $0 $0 $0 $0

6886 ORACLE DISCOVERER REPLACEM ENT $0 $0 $0 $0 $0 $0 $0 $0 $0

$45,900 $0 $0 $0 $0 $0 $0 $0 $0

C o nveyance - F ield Ops - Sanitary C o llect io n System

D igital So lut io ns - B usiness A pplicat io ns

C o nveyance - Engr - Sanitary C o llect io n System


C o nveyance - F ield Ops - R ehabilitat io n

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

6960 ABC CHILLER REPLACEM ENT $633,717 $0 $0 $0 $0 $0 $0 $0 $0

$633,717 $0 $0 $0 $0 $0 $0 $0 $0

6063 IT COM M UNICATIONS ASSET LIFE-CYCLE

COSTS

$71,664 $75,000 $75,000 $0 $0 $0 $0 $0 $0

6106 IT STORAGE ASSET LIFE CYCLE COSTS $113,407 $70,000 $70,000 $0 $0 $0 $0 $0 $0

6265 IT END USER DEVICE ASSET LIFE-CYCLE

COSTS

$27,259 $40,000 $40,000 $0 $0 $0 $0 $0 $0

$212,330 $185,000 $185,000 $0 $0 $0 $0 $0 $0

6562 SHOREBIRD SWALE M ITIGATION WETLANDS $1,604 $0 $0 $0 $0 $0 $0 $0 $0

6611 STREAM OPERATIONS CENTER RELOCATION $80,110 $0 $0 $0 $0 $0 $0 $0 $0

$81,714 $0 $0 $0 $0 $0 $0 $0 $0

6401 TUALATIN BASIN WATER SUPPLY PROJECT $0 $0 $0 $0 $0 $0 $0 $0 $0

6435 FLOW RESTORATION IM PROVEM ENTS $79,866 $0 $0 $0 $0 $0 $0 $0 $0

$79,866 $0 $0 $0 $0 $0 $0 $0 $0

6409 GALES CREEK HALF M ILE LANE $23,402 $0 $0 $0 $0 $0 $0 $0 $0

$23,402 $0 $0 $0 $0 $0 $0 $0 $0

6471 DURHAM PHASE 5D - New Cogen Facility $0 $0 $0 $0 $0 $0 $0 $0 $0

6491 DURHAM PHASE 5B2 - HES/PC Piping

Work/Primary OC/CEPT/ M isc Solids

$163 $0 $0 $0 $0 $0 $0 $0 $0

6638 DURHAM INSTRUM ENTATION AND TESTING

FOR 2013 AWT

$0 $0 $0 $0 $0 $0 $0 $0 $0

6755 DURHAM SOLIDS BUILDING ODOR CONTROL

M ODIFICATIONS- Phase 2

$4,211 $0 $0 $0 $0 $0 $0 $0 $0

6835 DURHAM ODOR CONTROL FOLLOW UP

PROJECTS

$39,650 $265,000 $290,000 $0 $0 $0 $0 $0 $0

6846 DURHAM THICKENING CENTRIFUGE(S) TWAS

DIVERSION

$116,501 $0 $0 $0 $0 $0 $0 $0 $0

6859 DURHAM OUTFALL D REPAIR $203,107 $0 $0 $0 $0 $0 $0 $0 $0

6868 DURHAM SECONDARY CLARIFIER #3 FLOOR

SLAB & M ECHANISM REPLACEM ENT

$183,911 $0 $0 $0 $0 $0 $0 $0 $0

6885 DURHAM PE COLLECTION STRUCTURE

REPAIR

$689,999 $0 $0 $0 $0 $0 $0 $0 $0

6907 DURHAM EFFLUENT SAM PLER RELOCATION $523,500 $0 $0 $0 $0 $0 $0 $0 $0

Watershed M gmt - F lo w R esto rat io n and R euse


WWT D - D urham

D igital So lut io ns - F acilit ies M anagement P ro jects


Watershed M gmt - C WS P ro perty Impro vements

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

6960 ABC CHILLER REPLACEM ENT $633,717 $0 $0 $0 $0 $0 $0 $0 $0

$633,717 $0 $0 $0 $0 $0 $0 $0 $0

6063 IT COM M UNICATIONS ASSET LIFE-CYCLE

COSTS

$71,664 $75,000 $75,000 $0 $0 $0 $0 $0 $0

6106 IT STORAGE ASSET LIFE CYCLE COSTS $113,407 $70,000 $70,000 $0 $0 $0 $0 $0 $0

6920 DURHAM SULFUREX H2S REM OVAL SYSTEM $60,177 $700,000 $0 $0 $0 $0 $0 $0 $0

6921 DURHAM VFA DELIVERY SYSTEM

IM PROVEM ENTS

$346,825 $0 $1,900 $0 $0 $0 $0 $0 $0

$2,168,044 $965,000 $291,900 $0 $0 $0 $0 $0 $0

6402 PROCESS CONTROL REVISIONS $0 $0 $0 $0 $0 $0 $0 $0 $0

6662 PLANT LIGHTING UPGRADE/EVALUATION $189,462 $0 $0 $0 $0 $0 $0 $0 $0

6781 ROCK CREEK PRIM ARY ELECTRICAL

SWITCHGEAR IM PROVEM ENTS

$1,026,595 $0 $0 $0 $0 $0 $0 $0 $0

6802 DURHAM BLOWER UPGRADE $0 $0 $0 $0 $0 $0 $0 $0 $0

6803 DURHAM THICKENING CENTRIFUGE 1-3 E&IC

CONTROL PANEL REPLACEM ENTS

$36,574 $0 $0 $0 $0 $0 $0 $0 $0

6854 ENERGY EFFICIENCY INCENTIVE PROJECTS $33,449 $0 $0 $0 $0 $0 $0 $0 $0

$1,286,080 $0 $0 $0 $0 $0 $0 $0 $0

6796 DEWATERING CENTRIFUGE BRIDGE CRANE $0 $0 $0 $0 $0 $0 $0 $0 $0

6881 FACILITIES SEISM IC UPGRADES $91,766 $0 $0 $0 $0 $0 $0 $0 $0

$91,766 $0 $0 $0 $0 $0 $0 $0 $0

6405 FOREST GROVE NATURAL TREATM ENT

SYSTEM

$0 $0 $0 $0 $0 $0 $0 $0 $0

6698 FERNHILL NTS WEST WETLANDS $828,002 $251,000 $100,000 $0 $0 $0 $0 $0 $0

6750 FERNHILL NTS SOUTH WETLANDS $166,255 $200,000 $175,000 $0 $0 $0 $0 $0 $0

$994,257 $451,000 $275,000 $0 $0 $0 $0 $0 $0

6901 HILLSBORO WASHER COM PACTOR

REPLACEM ENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0 $0

WWT D - F o rest Gro ve

WWT D - H illsbo ro

WWT D - Electrical & Instrumentat io n

WWT D - F acilit ies

D igital So lut io ns - F acilit ies M anagement P ro jects


Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

6632 WASSTRIP PATENT ACQUISITIONS $64,344 $0 $0 $0 $0 $0 $0 $0 $0

6697 RECYCLED WATER FEASIBILITY ANALYSIS $12,423 $0 $0 $0 $0 $0 $0 $0 $0

6783 BIOSOLIDS PROGRAM EVALUATION $0 $0 $0 $0 $0 $0 $0 $0 $0

6865 HINES NURSERY RECYCLED WATER $0 $0 $0 $0 $0 $0 $0 $0 $0

$76,767 $0 $0 $0 $0 $0 $0 $0 $0

6631 RIVER TERRACE PUM P STATION &

FORCEM AIN

$377,143 $0 $0 $0 $0 $0 $0 $0 $0

6637 FORCEM AIN M ISCELLANEOUS UPGRADES $31,713 $0 $0 $0 $0 $0 $0 $0 $0

6756 GASTON FORCEM AIN REPLACEM ENT $6,097 $0 $0 $0 $0 $0 $0 $0 $0

6772 BEAVERTON PUM P STATION & FORCE M AIN $0 $0 $0 $0 $0 $0 $0 $0 $0

6773 BANKS & OAK VILLAGE PUM P STATION

UPGRADE

$0 $0 $0 $0 $0 $0 $0 $0 $0

6774 BULL M OUNTAIN PUM P STATION UPGRADE $413 $0 $0 $0 $0 $0 $0 $0 $0

6797 BANKS OAK VILLAGE FORCEM AIN

RELOCATION

$1,628 $0 $0 $0 $0 $0 $0 $0 $0

6825 DAWSON CREEK PUM P STATION & GRAVITY

SYSTEM CAPACITY ALTERNATIVES

$1,031,252 $0 $0 $0 $0 $0 $0 $0 $0

6923 HELVETIA PUM P STATION & FORCEM AIN $8,343 $525,000 $50,000 $0 $0 $0 $0 $0 $0

$1,456,589 $525,000 $50,000 $0 $0 $0 $0 $0 $0

6091 DIFFUSER REPLACEM ENT $10,764 $0 $0 $0 $0 $0 $0 $0 $0

6131 ROOF REPLACEM ENT $237,729 $0 $0 $0 $0 $0 $0 $0 $0

6655 M ECHANICAL EQUIPM ENT REPLACEM ENT $17,366 $0 $0 $0 $0 $0 $0 $0 $0

6663 PUM P VFD REPLACEM ENTS $31,757 $0 $0 $0 $0 $0 $0 $0 $0

6664 ELECTRICAL EQUIPM ENT UPGRADE $17,306 $0 $0 $0 $0 $0 $0 $0 $0

6836 PUM P VFD REPLACEM ENT/RENEWAL $73,307 $0 $0 $0 $0 $0 $0 $0 $0

6848 ELECTRICAL EQUIPM ENT M ISC UPGRADES $238,990 $0 $0 $0 $0 $0 $0 $0 $0

6926 DIFFUSER REPLACEM ENTS $48,978 $0 $0 $0 $0 $0 $0 $0 $0

6932 VALVE/GATE & ACTUATORS REPLACEM ENT $58,107 $0 $0 $0 $0 $0 $0 $0 $0

$734,304 $0 $0 $0 $0 $0 $0 $0 $0


WWT D - P ump Stat io ns (T reatment)

WWT D - R eplacement and R enewal

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

6632 WASSTRIP PATENT ACQUISITIONS $64,344 $0 $0 $0 $0 $0 $0 $0 $0

6697 RECYCLED WATER FEASIBILITY ANALYSIS $12,423 $0 $0 $0 $0 $0 $0 $0 $0

6783 BIOSOLIDS PROGRAM EVALUATION $0 $0 $0 $0 $0 $0 $0 $0 $0

6865 HINES NURSERY RECYCLED WATER $0 $0 $0 $0 $0 $0 $0 $0 $0

$76,767 $0 $0 $0 $0 $0 $0 $0 $0

6432 ROCK CREEK IPS WETWELL IM PROVEM ENTS $141,708 $0 $0 $0 $0 $0 $0 $0 $0

6593 ROCK CREEK BIOSOLIDS SILOS $0 $0 $0 $0 $0 $0 $0 $0 $0

6629 ROCK CREEK GRAVITY THICKNERS ($250) $0 $0 $0 $0 $0 $0 $0 $0

6694 ROCK CREEK HEADWORKS SCREENING

IM PROVEM ENTS

$18,119 $0 $0 $0 $0 $0 $0 $0 $0

6696 ROCK CREEK RECYCLED WATER SYSTEM

IM PROVEM ENTS

$0 $0 $0 $0 $0 $0 $0 $0 $0

6754 ROCK CREEK WEST SECONDARY CLARIFIERS

IM PROVEM ENTS

$1,674,387 $0 $0 $0 $0 $0 $0 $0 $0

6829 ROCK CREEK AERATION BASIN #3 WEST

SELECTOR

$7,162 $0 $0 $0 $0 $0 $0 $0 $0

$1,841,126 $0 $0 $0 $0 $0 $0 $0 $0

$16,574,974 $2,836,900 $1,413,400 $0 $0 $0 $0 $0 $0

$55,593,929 $118,215,300 $107,068,910 $106,894,800 $121,788,500 $139,157,000 $119,915,000 $105,709,000 $593,464,300

$48,258,400 $43,918,200 $30,682,000 $23,450,000 $15,525,000 $8,140,000 $8,780,000 $86,577,000

F leet $1,112,000 $753,210 $1,660,500 $0 $0 $0 $0 $1,660,500

$1,930,000 $943,000 $1,830,000 $758,000 $655,000 $905,000 $1,155,000 $5,303,000

Suppo rt $2,638,900 $3,355,000 $3,299,600 $4,430,000 $7,635,000 $7,580,000 $3,855,000 $26,799,600

$8,000,000 $8,000,000 $9,500,000 $29,000,000 $69,500,000 $53,100,000 $53,000,000 $214,100,000

Watershed $8,655,000 $4,545,000 $6,450,000 $9,292,500 $3,565,000 $2,260,000 $1,845,000 $23,412,500

$47,621,000 $45,554,500 $53,472,700 $54,858,000 $42,277,000 $47,930,000 $37,074,000 $235,611,700

T OT A L $118,215,300 $107,068,910 $106,894,800 $121,788,500 $139,157,000 $119,915,000 $105,709,000 $593,464,300

Water R eso urce R eco very Operat io ns (Wastewater)

WWT D - R o ck C reek

C lo sed P ro jects

A ll P ro jects

A dmin F acilit ies

Water Supply P ro ject

Ut ility Operat io ns & Services (C o nveyance)


Home Portfolio


Surface Water Capital Project List FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

SWM LID $0 $25,000 $0 $25,000 $25,000 $25,000 $25,000 $0 $100,000

$0 $25,000 $0 $25,000 $25,000 $25,000 $25,000 $0 $100,000

6838 SWM LIGHT & M EDIUM DUTY VEHICLE

REPLACEM ENT

$0 $0 $0 $68,000 $0 $0 $0 $0 $68,000

$0 $0 $0 $68,000 $0 $0 $0 $0 $68,000

103RD TO 106TH AVE STORM IM PROVEM ENTS $0 $0 $0 $0 $0 $0 $0 $0 $0

165TH & FLORENCE STORM IM PROVEM ENT $0 $0 $0 $0 $0 $0 $0 $0 $0

177TH & VINCENT STORM IM PROVEM ENT $0 $50,000 $50,000 $110,000 $300,000 $0 $0 $0 $410,000

192ND & BLAINE TER. STORM IM PROVEM ENT $0 $0 $0 $0 $0 $0 $0 $0 $0

195th AND FARM INGTON STREAM

ENHANCEM ENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

199TH AND JAY STORM IM PROVEM ENT $0 $0 $0 $85,000 $0 $0 $0 $0 $85,000

209TH & BLANTON $0 $0 $0 $0 $0 $50,000 $75,000 $250,000 $375,000

209TH AND INDUSTIAL DR STORM

IM PROVEM ENTS

$0 $0 $0 $0 $50,000 $160,000 $0 $0 $210,000

209TH AND KINNAM AN ST STORM

IM PROVEM ENTS

$0 $0 $0 $0 $0 $50,000 $250,000 $0 $300,000

69TH & RAILROAD STORM IM P AND WOOD

CREEK ENHANCEM ENT

$0 $0 $10,000 $100,000 $90,000 $0 $0 $0 $190,000

77TH (BH HWY TO BROADM OOR TERR)

STORM IM P

$0 $0 $0 $0 $0 $0 $0 $0 $0

84TH CT AND COPELAND ST OUTFALL

RETROFIT

$0 $0 $0 $0 $0 $50,000 $350,000 $0 $400,000

BLANTON PIPED CONVEYANCE $0 $0 $0 $50,000 $755,000 $25,000 $0 $0 $830,000

BUTTERNUT CK ENHANCEM ENT AT BALES

POND

$0 $0 $0 $0 $0 $0 $0 $0 $0

CEDAR HILLS BLVD STORM IM PROVEM ENT $0 $0 $0 $0 $25,000 $275,000 $0 $0 $300,000

EDGEM OOR & JENKINS WQF $0 $0 $0 $0 $0 $0 $0 $0 $0

FARM INGTON ROAD & 204TH $0 $0 $0 $0 $0 $0 $0 $0 $0

HOM EWOOD (LAURELWOOD TO 88TH) $0 $0 $0 $0 $0 $0 $0 $0 $0

Home Portfolio

A ctive P ro jects

C o nveyance - Engr - LID

C o nveyance - Engr - R eplacement and R enewal (F leet)

C o nveyance - Engr - Sto rmwater C o nveyance System


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

JAM IESON ROAD STORM WATER

IM PROVEM ENTS

$0 $0 $0 $0 $0 $0 $0 $0 $0

JAY ST & BURLINGTON/BOWERM AN DR WQF

RETROFIT

$0 $0 $0 $0 $0 $0 $0 $0 $0

JAYLEE ST AND 189TH STORM

IM PROVEM ENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

JOHNSON AND AUGUSTA STORM

IM PROVEM ENT

$0 $0 $0 $25,000 $155,000 $0 $0 $0 $180,000

KING CHARLES AND QUEEN M ARY STORM

IM PROVEM ENT

$0 $0 $0 $0 $0 $25,000 $225,000 $20,000 $270,000

LAIDLAW CULVERT $0 $0 $0 $0 $0 $0 $0 $0 $0

LANDAU & 85TH STORM IM PROVEM ENT $0 $0 $0 $0 $0 $0 $0 $0 $0

LANEWOOD ST & SW DELM ONT AVE WQF

RETROFIT

$0 $0 $0 $0 $0 $0 $0 $0 $0

M AUI & 90TH STORM IM PROVEM ENT $0 $0 $0 $0 $0 $0 $0 $0 $0

PAM ELA CT STORM IM PROVEM ENT $0 $0 $10,000 $25,000 $450,000 $0 $0 $0 $475,000

QUEEN M ARY AVE STORM IM PROVEM ENT $0 $0 $0 $0 $0 $0 $0 $0 $0

ROSA ROAD AND 185TH STORM IM P $0 $0 $0 $0 $0 $0 $0 $0 $0

SCIENCE PARK DRIVE WQF $0 $0 $0 $0 $0 $0 $0 $0 $0

SKYHAR DRIVE STORM IM PROVEM ENTS $0 $0 $0 $0 $0 $0 $0 $0 $0

STORM IM PROVEM ENTS ON BRENTWOOD

ST, 78TH AVE, LAUREL ST & LAURELWOOD AVE

$0 $0 $0 $0 $0 $0 $0 $0 $0

SUBBASIN STRATEGY DEVELOPM ENT $0 $250,000 $50,000 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000

SW DANA CT NEAR 213TH $0 $0 $0 $0 $0 $0 $0 $0 $0

SW PARKVIEW AVE TO M IDEA LANE $0 $0 $0 $0 $0 $0 $0 $0 $0

SW PARRWAY DR $0 $0 $0 $0 $0 $0 $0 $0 $0

TV HWY AT 192ND AVE STORM

IM PROVEM ENT

$0 $0 $0 $0 $0 $0 $50,000 $1,200,000 $1,250,000

WALKER AND WESTFIELD STORM

IM PROVEM ENT

$0 $0 $0 $0 $50,000 $70,000 $420,000 $425,000 $965,000

YORK AND 192ND $0 $0 $0 $0 $0 $0 $0 $0 $0

4945 SWM SM ALL WORKS / STORM M ASTER

PROJECT

$11,065 $100,000 $50,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

6190 DISTRICT SHARE OF DEVELOPM ENT

PROJECTS

$2,942 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000

6237 STORM WATER OUTFALL RETROFIT

PROGRAM

$41,279 $55,000 $30,000 $55,000 $55,000 $400,000 $400,000 $400,000 $1,310,000

6346 STORM SEWER DRAINAGE PROJECTS $20,016 $225,000 $25,000 $225,000 $25,000 $25,000 $25,000 $25,000 $325,000

6378 N BETHANY STORM WATER PROJECTS $460 $1,250,000 $70,000 $500,000 $500,000 $0 $0 $0 $1,000,000

6704 SOUTH ANDERSON SWM $0 $0 $0 $0 $0 $0 $0 $0 $0

Home Portfolio


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

6705 TUALATIN RIVER URBAN STORM WATER

TOOL CALIBRATION

$6,716 $0 $100,000 $100,000 $0 $0 $0 $0 $100,000

6706 WEST BETHANY CREEK ENHANCEM ENT $111,785 $150,000 $25,000 $90,000 $0 $0 $0 $0 $90,000

6707 ABBEY CREEK WEST TRIB BASIN 4 $6,121 $25,000 $25,000 $125,000 $0 $0 $0 $0 $125,000

6709 ABBEY CREEK WEST TRIB REACH C $5,921 $750,000 $1,137,500 $0 $0 $0 $0 $0 $0

6711 ABBEY CREEK WEST TRIB REACH A $0 $50,000 $20,000 $530,000 $0 $0 $0 $0 $530,000

6806 STORM WATER CONV REAL TIM E CONTROL $11,815 $25,000 $25,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

6807 TUALATIN-SHERWOOD RD WQF RETROFIT $0 $0 $0 $0 $0 $0 $0 $0 $0

6808 196TH AND BLANTON CONVEYANCE

PROJECT

$29,533 $75,000 $50,000 $0 $0 $0 $0 $0 $0

6833 WASHINGTON DRIVE (BIRCH TO CASE COURT) $192,216 $100,000 $650,000 $0 $0 $0 $0 $0 $0

6869 SOUTHWOOD PARK GREEN STREET STORM

IM PROVEM ENT

$33,616 $80,000 $270,000 $40,000 $0 $0 $0 $0 $40,000

6898 RYAN STREET WQF SLOPE STABILIZATION $235,973 $2,000 $2,000 $0 $0 $0 $0 $0 $0

6910 BUTTERNUT CK ENHANCEM ENT AT WITZIG

RESERVOIR

$31,134 $10,000 $150,000 $400,000 $600,000 $800,000 $100,000 $0 $1,900,000

6911 ABBEY CREEK WEST- REACH C - RTC

PROJECT

$1,200 $30,000 $5,000 $70,000 $0 $0 $0 $0 $70,000

6913 CEDAR M ILL/N JOHNSON PROJECT

PLANNING

$236,776 $220,000 $220,000 $445,000 $250,000 $300,000 $350,000 $100,000 $1,445,000

6929 STORM WATER TOXICITY SOIL M IX ANALYSIS $9,302 $25,000 $108,000 $20,000 $0 $0 $0 $0 $20,000

6938 KING CITY 131ST AVE SWM TRUNK (FISHER-

DICKSON)

$38,990 $750,000 $1,110,000 $0 $0 $0 $0 $0 $0

6963 176TH & BRITETREE CIR STORM

IM PROVEM ENT

$0 $100,000 $75,000 $0 $0 $0 $0 $0 $0

6964 209TH & ALEXANDER STORM IM PROVEM ENT $0 $25,000 $50,000 $180,000 $750,000 $150,000 $0 $0 $1,080,000

6979 PILOT STORM WATER RECHARGE PROJECT $0 $275,000 $175,000 $550,000 $400,000 $100,000 $25,000 $0 $1,075,000

6990 SHERWOOD BROOKM AN/CEDAR CREEK

ASSESSM ENT

$0 $0 $50,000 $100,000 $0 $0 $0 $0 $100,000

6997 STORM WATER BASIN M ASTER PLANS $0 $50,000 $50,000 $50,000 $100,000 $100,000 $100,000 $100,000 $450,000

$1,026,860 $4,697,000 $4,617,500 $4,350,000 $5,030,000 $3,055,000 $2,845,000 $2,995,000 $18,275,000

6710 ABBEY CREEK WEST TRIB REACH D $0 $220,000 $0 $0 $0 $0 $0 $0 $0

$0 $220,000 $0 $0 $0 $0 $0 $0 $0

6799 STORM CM P CONVEYANCE REHAB $0 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

6975 ARBOR LAKES DECANT VAULT SITE

IM PROVEM ENT

$0 $90,000 $40,000 $60,000 $0 $0 $0 $0 $60,000

$0 $190,000 $140,000 $160,000 $100,000 $100,000 $100,000 $100,000 $560,000

Home Portfolio

C o nveyance - Engr - Watershed Enhancement



FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

6222 SWM LIGHT & M EDIUM DUTY VEHICLES $0 $0 $0 $0 $0 $0 $0 $0 $0

6304 SWM HEAVY VEHICLES $64,553 $75,000 $83,575 $0 $0 $0 $0 $0 $0

$64,553 $75,000 $83,575 $0 $0 $0 $0 $0 $0

6839 SWM HEAVY VEHICLE REPLACEM ENT $0 $0 $0 $160,000 $0 $0 $0 $0 $160,000

$0 $0 $0 $160,000 $0 $0 $0 $0 $160,000

6912 BUTTERNUT PARK STREAM ENHANCEM ENT $39,874 $20,000 $0 $0 $0 $0 $0 $0 $0

$39,874 $20,000 $0 $0 $0 $0 $0 $0 $0

6957 WATERSHED VISUALIZATION & ASSESSM ENT

TOOLS

$0 $200,000 $0 $0 $0 $0 $0 $0 $0

$0 $200,000 $0 $0 $0 $0 $0 $0 $0

4944 WETLAND M ITIGATION M ONITORING (SWM ) $26,087 $60,000 $60,000 $80,000 $80,000 $60,000 $40,000 $40,000 $300,000

6522 PAYM ENT TO PROVIDE PROJECTS $7,398 $50,000 $25,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

6566 ROCK CREEK FLOODPLAIN M ITIGATION $389,916 $220,000 $180,000 $160,000 $90,000 $0 $0 $0 $250,000

6800 SPRINGVILLE PAYM ENT TO PROVIDE $33,801 $25,000 $25,000 $25,000 $0 $0 $0 $0 $25,000

6927 VEGETATED CORRIDOR ENHANCEM ENT $4,662 $50,000 $35,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

$461,864 $405,000 $325,000 $365,000 $270,000 $160,000 $140,000 $140,000 $1,075,000

$1,593,151 $5,832,000 $5,166,075 $5,128,000 $5,425,000 $3,340,000 $3,110,000 $3,235,000 $20,238,000

6363 BROOKSIDE CULVERT REPLACEM ENT $39 $0 $0 $0 $0 $0 $0 $0 $0

6588 HWY 99W M EDIAN WQF $0 $0 $0 $0 $0 $0 $0 $0 $0

6619 HIGHWAY 47 M ARTIN RD PAYM ENT TO

PROVIDE

$488 $0 $0 $0 $0 $0 $0 $0 $0

6630 170th AT FARM INGTON WQF $11 $0 $0 $0 $0 $0 $0 $0 $0

6680 HILLSBORO DAVIS RD PAYM ENT TO PROVIDE $5,049 $0 $0 $0 $0 $0 $0 $0 $0

6700 NORTH BETHANY DEVELOPM ENT RWQF

(BASIN 10) 6700 (from 6378)

$149,081 $0 $60,000 $0 $0 $0 $0 $0 $0

Home Portfolio

C o nveyance - F ield Ops - F leet

C o nveyance - F ield Ops - R eplacement and R enewal (F leet)

C o nveyance - F ield Ops - Sto rmwater C o nveyance System

R egulato ry - A dmin - R egulato ry A ffairs


A ctive P ro jects

C lo sed P ro jects

C o nveyance - Engr - Sto rmwater C o nveyance System


FY 2018

Actual

FY 2019

Budget

FY 2019

Revised

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2020-2024

Projected

6701 BETHANY CREEK ENHANCEM ENT PILOT $202,630 $0 $3,000 $0 $0 $0 $0 $0 $0

6702 REAL TIM E CONTROL AT BETHANY CREEK

WETLAND

$0 $0 $0 $0 $0 $0 $0 $0 $0

6776 JOSCELYN WQF $100,740 $0 $0 $0 $0 $0 $0 $0 $0

6786 ELKS WQF & STREAM ENHANCEM ENT $1,039 $0 $0 $0 $0 $0 $0 $0 $0

6822 ROCK CREEK INTEGRATED PLAN $5,527 $0 $0 $0 $0 $0 $0 $0 $0

6842 BUTTERNUT CREEK STREAM REHAB AT

GLEN IVY AND BARCELONA

$8,556 $0 $3,000 $0 $0 $0 $0 $0 $0

6863 GROUNDWATER RECHARGE FEASIBILITY

STUDY

$74,752 $0 $1,000 $0 $0 $0 $0 $0 $0

6876 N BETHANY BASIN 10 CM AC $3,498 $0 $0 $0 $0 $0 $0 $0 $0

$551,410 $0 $67,000 $0 $0 $0 $0 $0 $0

6708 ABBEY CREEK WEST TRIB REACH B $190,488 $0 $0 $0 $0 $0 $0 $0 $0

$190,488 $0 $0 $0 $0 $0 $0 $0 $0

$741,898 $0 $67,000 $0 $0 $0 $0 $0 $0

$2,335,049 $5,832,000 $5,233,075 $5,128,000 $5,425,000 $3,340,000 $3,110,000 $3,235,000 $20,238,000

$5,152,000 $4,824,500 $4,535,000 $5,155,000 $3,180,000 $2,970,000 $3,095,000 $18,935,000

F leet $75,000 $83,575 $160,000 $0 $0 $0 $0 $160,000

Suppo rt $200,000 $0 $0 $0 $0 $0 $0 $0

Watershed $405,000 $325,000 $365,000 $270,000 $160,000 $140,000 $140,000 $1,075,000

T OT A L $ 5,832,000 $ 5,233,075 $ 5,060,000 $ 5,425,000 $ 3,340,000 $ 3,110,000 $ 3,235,000 $ 20,170,000

Utility Operat io ns & Services (C o nveyance)

Home Portfolio

A ll P ro jects

C o nveyance - Engr - Watershed Enhancement

C lo sed P ro jects


Glossary ACCRUAL BASIS OF ACCOUNTING

Method of accounting recognizing transactions when they occur without regard to cash flow timing. ADVISORY COMMISSION

A fifteen member commission appointed by the Board of Directors, also known as Clean Water Services Advisory Commission (CWAC). CWAC provides policy and program analysis and interpretation to the District and acts as a point of appeal for District policy.

APPROPRIATION The legal authorization to spend and collect funds. The Board of Directors adopts a Resolution and Order

setting budget appropriations for the ensuing year. Expenditures cannot legally exceed appropriations, and appropriations lapse at the end of the fiscal year.

APPROVED BUDGET

(see BUDGET PHASES) ASSESSED VALUE (AV)

The value of a property, as determined by the Department of Assessment and Taxation. AV was used to compute the rate per $1,000 needed to pay the District's General Obligation Debt until FY 97-98 when the District chose to come off the tax rolls and retire remaining debt with fund balances and interest earnings.

AVERAGE DAILY FLOW

The average flow in a system during a 24-hour period, expressed in million gallons per day (MGD), and determined for a multiple day period (i.e. month, quarter, year).

AUDIT

The annual review and report of the financial status and procedures of the District, performed by an outside auditor. The report addresses the financial condition of each fund and compares actual expenditure and revenues to budgeted amounts. The audit also reviews procedures for compliance with statutes.

BALANCED BUDGET

A budget in which the resources equal the requirements in every fund. BANCROFT BOND

A funding method that allowed local property owners to finance long-term debt using the credit rating of the District, most often used for Local Improvement Districts. Now referred to as Assessment Bonds.

BASE CHARGE

The portion of the sanitary sewer service charge based on the fixed costs of service. For an individual account it is calculated by multiplying the number of Equivalent Dwelling Units times the base rate.

BASIS OF ACCOUNTING AND BUDGETING

For financial reporting purposes the financial statements are presented on a full accrual basis of accounting, where revenues are recorded when they are earned and expenses are recorded at the time liabilities are incurred regardless of the timing of related cash inflows and outflows. The District's budget is prepared on a modified accrual basis of accounting where revenues are recognized as soon as they are both measureable and available. For financial reporting and operating purposes, the


District’s activities are considered to be comprised of two enterprise operations and, as such, those activities are reported in two enterprise funds. However, for legal requirements set forth in Oregon Local Budget Law, the District is required to prepare and adopt a budget by individual funds.

BENCHMARKING A systematic process of searching for best practices, innovative ideas, and highly effective operating procedures that leads to superior performance -- and then adapting those practices, ideas and procedures to improve the performance of one’s own organization.

BIOSOLIDS

The general term for all solid by-products of the District's treatment processes. The material can be used in composting, as a soil amendment, or applied to farm acreage.

BOARD OF DIRECTORS

The five member policy board for the District, which is also the elected Board of Commissioners for Washington County.

BONDED DEBT

Debt which is in the form of General Obligation or Revenue Bonds. Repayment is made by revenues from tax collections, operating revenues and/or capital contributions.

BOND RATING

A rating based on the issuer's perceived ability to repay a bond debt. The District continues to maintain favorable bond ratings with Standard and Poor’s Corporation and Moody’s Investors Service, Inc, which rated the District’s most recently issued long-term insured revenue bond debt at AAA and Aa1, respectively.

BUDGET

(see BUDGET PHASES) BUDGET COMMITTEE The Board of Directors and five citizens appointed by the Board which reviews the Proposed Budget. Their

action on the Proposed Budget results in the Approved Budget. BUDGET PHASES

Local budget law and District procedures require that the adopted budget for each fiscal year be the result of a three step process that requires input by the Board of Directors, the Advisory Commission, management, and citizens before final appropriations are authorized. These three steps include:

Proposed Budget - The document developed by District management based on requests for programs and appropriations from staff and reviewed by the Budget Committee in a public hearing(s). Approved Budget - The Proposed Budget is reviewed, modified, and developed into the Approved Budget, which then is submitted to the Board of Directors for adoption following additional public hearing(s).

Adopted Budget - The acceptance of the Approved Budget authorizes actual appropriations. Rates and charges, staffing levels, and other specific actions are adopted by the Board, in addition to the Budget Resolution.


BUDGET RESOLUTION The Resolution and Order adopted by the Board of Directors which sets appropriations for the ensuing fiscal year. Expenditures cannot legally exceed appropriations, and appropriations lapse at the end of the fiscal year.

BUSINESS PROCESS REENGINEERING (BPR) This is the fundamental rethinking and radical redesign of business process to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed. In conducting BPR, we must ask the most basic questions: Why do we do what we do? And why do we do it the way we do? Asking these fundamental questions forces people to look at the basic rules and assumptions that underlie the way they conduct their business.

CCF

One hundred cubic feet equals 748 gallons, a measure of volume commonly used by the water industry. CAPITAL IMPROVEMENT PROGRAM (CIP)

A detailed description of projects and capital expenditures which is used to plan for financial requirements and construction needs over a five-year period. The District's CIP includes projects needed for expanded treatment facilities, collection systems, and capital replacement and for SWM facilities. The complete five-year CIP is published in a separate document, but the first year is the basis for all construction and capital outlay expenditures included in the budget in funds 108, 208, 112, 115, and 212.

CAPITAL OUTLAY

Expenditures for equipment costing between $5,000 and $50,000. CHART OF ACCOUNTS

A coding structure which defines all financial transactions of the District. The Chart is sufficiently detailed to track individual revenues and expenditures during the fiscal year for any given project, program, division, department, or fund.

CLEAN WATER ACT

The common name of the Federal Water Pollution Control Act. The major objective of this Act is to restore and maintain the chemical, physical, and biological integrity of the nation's waters. The Environmental Protection District (EPA) administers this Act.

CLEAN WATER SERVICES ADVISORY COMMISSION (CWAC) (see ADVISORY COMMISSION)

COMPETITIVENESS A District initiative intended to ensure Clean Water Services provides unparalleled value in the services we provide our customers.

CONNECTION FEE (SANITARY)

A fee charged by the District to recover expenditures for treatment and collection facilities. The funds are placed in the Capital Reserve Fund (107) and transferred to the Sanitary Sewer Construction Fund (112), and other funds, to support improvements to the system. Also referred to as a "System Development Charge" (SDC).


CONNECTION FEE (STORM AND SURFACE WATER) Similar to the sanitary fee, the charge supports construction of systems designed to collect surface water run-off (e.g. culverts, detention ponds). Also referred to as "Fee in Lieu" of constructing on site facilities. Also referred to as a System Development Charge (SDC).

CONSUMPTION BASED RATES (CBR) The rate structure implemented by the District on July 1, 1994 which incorporates a customer's preceding winter water consumption into the calculation of sanitary sewer bills on the ensuing fiscal year.

CONTINGENCY An appropriated amount in a given fund which can be used for the purchase of Personal Services, Materials & Services, or Capital Outlay. Expenditure of the contingency funds does not require a supplemental budget or public hearing, but does require Board action to transfer the contingency to line item appropriation(s).

DEBT SERVICE

A fund established to account for payment of general long-term debt principal and interest.

DISCRETIONARY RESOURCES Funds that can be spent for virtually any purpose, unlike a grant which must be spent on a specific project. Discretionary resources may be appropriated for any purpose within the restrictions set by the Budget Committee, Local Budget Law, and the Board of Directors.

EFFLUENT The cleaned wastewater flowing out of sewage treatment plants.

ENTERPRISE FUND

A fund established to account for operations that are financed and operated in a manner similar to private business enterprises. They are usually self-supporting. Examples of enterprise funds are those for swimming pools, airports and parking garages.

ENVIRONMENTAL PROTECTION AGENCY (EPA)

An independent agency in the Executive branch of the federal government charged with protecting the environment. Primary functions are to abate and control pollution, conduct research, monitor, set standards and enforce pollution control, and support research and antipollution activities by other governmental, private, and public entities.

EQUIVALENT DWELLING UNIT (EDU)

An average number of fixtures (e.g. sinks) in a residence, which is used to estimate the strength and flow from any type of customer.

ENDANGERED SPECIES ACT (ESA)

The Endangered Species Act (ESA) is federal legislation passed in 1973 designed to protect any species that is in danger of extinction throughout all or significant portion of its range. The U.S. Fish and Wildlife Service (USFW) and the National Marine Fisheries Service (NMFS) share responsibility for administration of the ESA.

EQUIVALENT SERVICE UNIT (ESU) The average amount of impervious surface on a single-family residential property (currently equal to 2,640 square feet). Used to calculate the Surface Water Management connection fee and service charge.


EXPENDITURE The cost to the District of goods or services utilized.

FACILITIES PLAN

Comprehensive plan which reports technical solutions, public values, and programs for the long term achievement of CWS's mission. The plan was updated in Fiscal 2009.

FISCAL YEAR

The period from 12:01 a.m. July 1 to midnight the following June 30. FLOW

The continuous movement of liquid (or electric current) from one place to another.

FLOW METER A device to measure the amount of flow entering or leaving a particular process.

FORCE MAIN

A pipe that carries wastewater under pressure from a pump to a point of gravity flow downstream. FRANCHISE FEE

A fee paid by the District to member cities to operate within their corporate boundaries. FUND

An independent budgetary, fiscal, and accounting entity used to track the expenditure and collection of appropriations for a specified purpose. The District has thirteen budgetary funds for operations, reserves, debt management and construction. Nine of the funds make up the District’s Sanitary Sewer Service enterprise operation, while the remaining four funds comprise the Surface Water Management enterprise operation. However, for financial statement reporting purposes, a single unitary disclosure is provided for all budgetary funds.

FUND BALANCE

In the case of funds subject to budgetary accounting (which is the case for all of the District’s funds) “Fund Balance” represents the excess of the fund’s assets and estimated revenues for the period over its liabilities, reserves, and appropriations for the period.

GENERAL FUND

The main operating fund used to account for all financial resources, except those required to be accounted for in another fund.

GENERAL OBLIGATION DEBT

Long-term debt which is backed by credit and can be paid by assessment of property taxes. GEOGRAPHIC INFORMATION SYSTEM (GIS)

An information management system based on to the geography of an area. GRAVITY FLOW

Wastewater flowing by gravity from a higher to a lower elevation. IMPELLER

A rotating set of vanes in a pump that pumps or lifts water.


INFILTRATION The water entering a sewer system and service connections through defective pipes, pipe joints, connections, manhole walls, etc. Infiltration does not include inflow.

INFLOW

The water discharged into a sewer system and service connections from roof leaders, cellar, yard and area drains, foundation drains, drains from springs and swampy areas, manhole covers, cross connections, catch basins, storm waters, surface run-off, etc. Inflow does not include infiltration.

INFLUENT

Water, wastewater, or other liquid flowing into a reservoir, basin, or treatment plant.

MANHOLE An opening in a sewer provided to allow operators or equipment to enter or leave the sewer.

MASTER PLAN STUDY The first Master Plan Study was prepared in 1969 in support of the District's formation. The District's capital improvement program for the first 16 years was based on that study. In general, the term refers to any capital program plans adopted and approved by the Directors.

MASTER PLAN UPDATE STUDY

In 1985 the District retained an engineering firm to update the original Master Plan Study. This update focused on the District's capital requirements for the period 1985-2005 based on land use regulations and projected development at the time.


Expenditure category including costs of commodities, supplies and services provided by sources either outside or within the District (e.g. interfund reimbursements)

METRO Metropolitan Service District – an elected regional government which provides region-wide planning and

coordination to manage growth, infrastructure, and development issues that cross jurisdictional boundaries.

MONTHLY RATE (STORM AND SURFACE WATER - SWM)

This fee is billed monthly per Equivalent Service Unit. The revenues directly support a variety of water management, erosion control, and system maintenance services.

NUTRIENTS

A general term for the components of wastewater that contribute to the growth of plants, including algae and agricultural crops.

OBJECT CODE

The accounting category to which an expenditure or revenue should be charged. (e.g. Operating Supplies).

OREGON DEPARTMENT OF ENVIRONMENTAL QUALITY

A department in state government under the direction of the Environmental Quality Commission and charged with seeking enforcement of state air and water pollution laws.


OTHER PERSONAL EXPENSE (OPE) Includes wage related taxes and benefits and the cost of medical insurance for District employees. The item is included in each Program Expenditure Summary Table.

OVERFLOW

Leak or spill of sewage out of the sewage collection system. PAY PLAN

Plan specifying the rate of pay for each job classification and employee of the District. PERSONNEL SERVICES

Expenses related to the compensation of salaried employees, such as health insurance and Social Security.

POTABLE WATER Water that is considered safe for domestic consumption.

PROCESSING TREATMENT PLANT

The treatment plant that treats the sewage from a pump station. PROJECT

A budget unit relating to a defined set of improvements or a study. PROJECT NUMBER

An identification number assigned to a project. PROPOSED BUDGET

(see BUDGET PHASES) PUMP STATION

A pumping facility that lifts the wastewater flow to a high enough elevation that it can flow by gravity. RATE (SANITARY)

The rate charged per dwelling unit for a given period of time for collection and treatment of wastewater. The fee pays for operation and maintenance of the treatment plants and collection system and is a major revenue source for repayment of Revenue Bonds.

RESERVES

Refers to the segregation of a portion of fund balance for specific purposes. RESOURCE

Estimated beginning funds on hand plus anticipated receipts. RESTRICTED FUND BALANCE

Any portion of ending fund balance of which the use is subject to externally enforceable legal restrictions imposed by creditors, grantors, contributors, laws or regulations of other governments.

REPRESENTATIVE SAMPLE

A sample that is nearly identical in content and consistency to the larger body of material being sampled.


REVENUE BOND Long-term debt paid by annual receipts. The District's revenue bond is paid with service charge and connection fee revenues.

SAMPLE POINT

A specific point in a stream, creek or river where consistently representative samples can be taken. SEWAGE

The used water and solids from homes and businesses that flow to a wastewater treatment plant. SEWER A pipe or conduit that carries wastewater or drainage water. SEWERAGE

The system of sewage collection and treatment works. SERVICE CONNECTIONS

The physical connection of a customer to the sanitary or surface water management systems by a pipe, culvert, or drainage way.

SLUDGE

The semi liquid solids from sewage or industrial wastes (raw or treated) in clarifiers or sedimentation basins.

STORM AND SURFACE WATER MANAGEMENT (SWM) PLAN

The Plan unanimously approved on July 27, 1989, by the Portland Metropolitan Area Local Government Boundary Commission designating CWS as the regional stormwater service provider within CWS boundaries. The initial plan addressed existing and future stormwater quality and quantity issues in CWS’s service area. Elements of the plan are:

a comprehensive maintenance program

watershed planning

engineering

public information

financial management

legal support STORM SEWER

A separate pipe, conduit or open channel that carries runoff from storms, surface drainage and street wash.

STRATEGIC INFORMATION SYSTEM PLAN (SISP)

This is a master plan for the development and implementation of the District’s information technology system to insure that the proper system(s) and support are in place to meet the current and future information technology needs of the District. To establish the SISP requires developing the business process models which will define the business information needs. The SISP also includes development of the information technology architecture model and hardware/software standards, as well as, a capital budget and implementation schedule.

SUPPLEMENTAL BUDGET

A financial plan adopted during a budget period to meet unexpected needs or to appropriate revenues not anticipated when the regular budget was adopted. It cannot be used to authorize a tax.


SYSTEM DEVELOPMENT CHARGE (see CONNECTION FEE)

TITLE 3

Title 3 is the Stream and Floodplain Protection Plan, a section of Metro’s Urban Growth Management Functional Plan. The plan requires local jurisdictions to meet regional performance standards relating to water quality and floodplain management. Key elements of Title 3 compliance are contained within the District’s Design and Construction Standards.

TREATMENT - PRIMARY

The treatment process which removes a substantial portion of solids in the wastewater in settling basins. TREATMENT - SECONDARY

Treatment after the primary treatment which adds biological processes to reduce the pollution loading. This treatment mixes oxygen with the wastewater. The three common types of secondary treatment facilities are trickling filters, activated sludge tanks, and waste stabilization ponds.

TREATMENT - TERTIARY

Treatment after secondary treatment which uses physical, chemical, or biological processes to refine the effluent. The processes may include coagulation and sedimentation, filtration, and other chemical processes to further reduce nutrients in the wastewater.

UNAPPROPRIATED ENDING FUND BALANCE Unappropriated ending fund balances are requirements, but are not appropriated expenditures.

According to Oregon local budget law, ending fund balances and reserves for future expenditures must be included in the totals for each fund in the publication of the budget’s financial summary. This amount cannot be transferred by resolution or used through a supplemental budget, unless necessitated by a qualifying emergency. The purpose of estimating an unappropriated fund balance is to provide a cash or working capital balance with which to begin the following year.

CLEAN WATER SERVICES ADVISORY COMMISSION (CWAC)

(see ADVISORY COMMISSION) USE

The portion of the sanitary sewer charges that is based on the customer's water consumption. WASTEWATER

The used water and solids from homes and businesses that flow to a wastewater treatment plant. WET WELL

A compartment or tank where wastewater is collected. The suction pipe of a pump may be connected to the wet well or a submersible pump may be located in the wet well.

WINTER PERIOD

The period from November 1 through April 30 which is used to determine winter water use for the consumption based rate structure. Water consumption during this period is used to calculate the USE portion for the following year.

WORKING CAPITAL

Funds based on the difference between estimated revenues to be received and the amount expected to be spent.


Acronyms & Abbreviations

ABC Administrative Building Complex

acre-ft Acre feet

ACWA Association of Clean Water Agencies

APWA American Public Works Association

ASR Aquifer Storage and Recovery

AWWA American Water Works Association

BAB Build America Bond

BES (City of Portland) Bureau of Environmental Services

BITC Billing Information Technical Committee

BMP Best Management Practice

BOD Biological Oxygen Demand

BOR (United States) Bureau of Reclamation

BPR Business Process Reengineering

BRJOC Barney Reservoir Joint Ownership Commission

BSD Business Services Department

CAFR Comprehensive Annual Financial Report

CBOD Carbonaceous Biological Oxygen Demand

CCF One hundred cubic feet (unit of volume often used for water)

CCI Committee for Citizen Involvement

CIP Capital Improvement Program (or Plan)

COE (U.S. Army) Corps of Engineers

CPO Citizen Participation Organization

CSMS Conveyance Systems Management Study

CWA (Federal) Clean Water Act

CWAC Clean Water Services Advisory Commission

CWI Clean Water Institute

CWS Clean Water Services

DEQ Department of Environmental Quality

DLID Drainage Local Improvement District

DMA Designated Management Agency

DSL (Oregon) Division of State Lands

E & IC Electrical and Instrumentation Controls


EDU Equivalent Dwelling Unit

EFU Equivalent Financial Unit

EFU Exclusive Farm Use

EPA (United States) Environmental Protection Agency

EQC (Oregon) Environmental Quality Commission

ESA Endangered Species Act

ESU Equivalent Service Unit

FG Forest Grove

FMIS Financial Management Information System

FO Field Operations

FOT Friends of Trees

FTE Full Time Equivalent

FY Fiscal Year

GAAP Generally Accepted Accounting Principles

GASB Governmental Accounting Standards Board

GFOA Government Finance Officers Association

GIS Geographic Information System

GPD/gpd A unit of flow measurement in Gallons per Day

GPM/gpm A unit of flow measurement in Gallons per Minute

HRIS Human Resources Information Systems

HRMP Human Resource Master Plan

HVAC Heating, Ventilation, Air Conditioning

I & I Inflow and Infiltration

IGA Intergovernmental Agreement

IWRM Integrated Water Resources Management

JBWP Jackson Bottom Wetlands Preserve

JWC Joint Water Commission

LA Load Allocation

LEBO Limited Eligibility Buy Out

LEED Leadership in Energy and Environmental Design

LID Local Improvement District

LIDA Low Impact Development Approaches

LIMS Laboratory Information Management System

LSI Local Sewer Improvement


LT Leadership Team

MGD Million Gallons Per Day

MO Minute Order (Board item)

MOU Memorandum of Understanding

MS4 Municipal Separate Storm Sewer System

N/A Not available or does not apply

NEDC Northwest Environmental Defense Center

NMFS National Marine Fisheries Service

NPDES National Pollutant Discharge Elimination System

NRCS Natural Resource Conservation Service

NTS Natural Treatment System

OAR Oregon Administrative Rules

ODF&W Oregon Department of Fish and Wildlife

OGFOA Oregon Government Finance Officers Association

OGI Oregon Graduate Institute

OGM Office of the General Manager

OPE Other Personnel Expense

ORS Oregon Revised Statutes

PERS Public Employee Retirement System

PLC Programmable Logic Controller (used to control a variety of functions with multiple inputs)

PNPCA Pacific Northwest Pollution Control Association

POTW Publicly Owned Treatment Works

PSI/psi Pounds per square inch (pressure measurement)

RAD Regulatory Affairs Department

R & O Resolution and Order

RC Rock Creek

RM River Mile

RSMC Regional Stormwater Management Charge

SCS (United States) Soil Conservation Service

SDC System Development Charge

SISP Strategic Information Systems Plan

SOD Soil Oxygen Demands

SS Suspended Solids

SSES Sewer System Evaluation Survey


SWCD Soil and Water Conservation District

SWM Surface Water Management

TB-PAC Tualatin Basin Public Awareness Committee (“Partners for Clean Water”)

TDS Total Dissolved Solids

THPRD Tualatin Hills Park and Recreation District

TMDL Total Maximum Daily Load

TRWC Tualatin River Watershed Council

TSS Total Suspended Solids

TVID Tualatin Valley Irrigation District

TVWD Tualatin Valley Water District

TWC The Wetlands Conservancy

UGB Urban Growth Boundary

USA Unified Sewerage Agency

USGS United States Geological Survey

WASSTRIP Waste Activated Sludge Stripping to Remove Internal Phosphorus

WEF Water Environment Federation (formerly WPCF or Water Pollution Control Federation)

WES Water Environment Services (of Clackamas County)

WLA Waste Load Allocation

WMD Watershed Management Department

WRD (Oregon) Water Resources Department

WRI Willamette Restoration Initiative

WWTD Wastewater Treatment Department


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