proposed fy 2016 - 2017 budget - clean water services · omparisons in this udget message are...

PROPOSED FY 2016 - 2017

BUDGET

Clean Water Services2550 SW Hillsboro Highway

Hillsboro, Oregon 97123cleanwaterservices.org

Clean Water Services Budget Committee FY 2016-17

Board of Directors Members Citizen Members

Andy Duyck, Chairman

Molly Brown

Dick Schouten, District 1

Mike McKillip

Greg Malinowski, District 2

Lori Hennings

Roy Rogers, District 3

To be appointed

Bob Terry, District 4

To be appointed

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, 2015. 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 twenty-eight years for the budget award and twenty-nine years for the financial report.

Table of Contents Budget in Brief

Budget Message & Budget Overview .......................................................................................................... 1 About Clean Water Services District History, Economic, and Demographic Information ................................................................... 11 District Map ............................................................................................................................................ 14 Organizational Chart .............................................................................................................................. 15 Strategic Planning District Vision, Mission, and Values ....................................................................................................... 17 Business Planning ................................................................................................................................... 18 Financial Policies ........................................................................................................................................ 21 Budget Process ........................................................................................................................................... 25 Budget Process Calendar ....................................................................................................................... 27 Budget Overview ........................................................................................................................................ 29 Budget Sources & Uses Sources of District Funds ........................................................................................................................ 33 Uses of District Funds ............................................................................................................................. 37 Departmental Summaries ...................................................................................................................... 41 District Summary of Positions ................................................................................................................ 44 Debt Service Debt Service Requirements ................................................................................................................... 45 Capital Projects Summary .......................................................................................................................... 49 Major Sanitary Sewer Projects ............................................................................................................... 50 Major Surface Water Management Projects ......................................................................................... 52 Financial Outlook Future Strategies .................................................................................................................................... 55 Financial Forecast Assumptions ............................................................................................................. 56

Fund and Program Detail

Funds Summary Budget Resources and Requirements FY 2016-17 ................................................................................. 59 Fund Accounting Structure .................................................................................................................... 61 General Fund Program Codes ................................................................................................................ 62 Operating Funds Summary ........................................................................................................................ 63 General Fund 101 ................................................................................................................................... 64 Storm and Surface Water Management Fund 201 ................................................................................ 66

Construction Funds Summary ..................................................................................................................... 69 Sanitary Sewer System LID Construction Fund 108 ............................................................................... 70 Surface Water Management LID Fund 208 ............................................................................................ 71 Sanitary Sewer Construction Fund 112 .................................................................................................. 72 Surface Water Management Construction Fund 212 ............................................................................ 73 Tualatin Basin Water Supply Capital Project Fund 115 .......................................................................... 74

Reserve Funds Summary ............................................................................................................................ 75 Liability Reserve Fund 102 ..................................................................................................................... 76 Sanitary Capital Replacement Fund 106 ................................................................................................ 77 Surface Water Management Capital Replacement Fund 206 ............................................................... 78 Sanitary Capital Reserve Fund 107......................................................................................................... 79 Surface Water Management Capital Reserve Fund 207 ........................................................................ 80 Debt Service Funds Summary .................................................................................................................... 81 Master Plan Update Debt Service Fund 111 .......................................................................................... 82 Revenue Pension Bond Fund 114 .......................................................................................................... 83

Departmental Detail Business Services Department ................................................................................................................... 85

Regulatory Affairs Department ............................................................................................................... 109 Watershed Management Department .................................................................................................... 119 Conveyance Systems Department ........................................................................................................... 127 Wastewater Treatment Department ....................................................................................................... 151 Appendix Chart of Accounts ................................................................................................................................. 185 Sanitary Sewer Capital Project List ...................................................................................................... 186 Surface Water Management Capital Project List ................................................................................. 199 Capital Outlay Summary ...................................................................................................................... 203 Glossary ................................................................................................................................................ 204 Acronyms and Abbreviations ............................................................................................................... 213

Clean Water Services FY 2016-17 Proposed Budget Page 1

FY 2016-17 Budget Message & Overview

Clean Water Services

Chairman Andy Duyck 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) 2016-17. 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 proposed FY 2015-16 budget, unless otherwise noted.

Budget Summary The proposed all-funds budget for FY 2016-17 excluding interfund transfers is $425.9 million, compared to last year’s adopted budget of $420.8 million. This is an increase of $5.1 million or 1.2%. The total budget includes operating expenditures, capital investments, debt service, contingency and unappropriated ending working capital and reserves. Primary ongoing budget revenues are rate revenues from sewer and surface water of $130.7 million and System Development Charges of $22 million. Rate revenues for Sanitary Sewer and Surface Water Management (SWM) are projected to increase by $5.8 million or 4.6%, reflecting the effects of rate changes (discussed below) and customer growth. Primary expenditures include $67.5 million for departmental operating expenses, $26.3 million for debt service on outstanding debt obligations, $71 million for capital projects, and $24.7 million for contingencies. Total expenditures for FY 2016-17 increased by $11.3 million, compared to the prior year, or 7.1%. Total proposed departmental operating expenditures increased by 4.5% overall, primarily due to $1.6 million or 4.2% in increased labor costs. This increase is the result of additional costs from adding 8.45 additional positions. These positions will enable the District to continue its excellence in operations and maintenance as well as handle the increasing capital project workload. Materials and services increased by $1.3 million or 5.1% this year to fund additional power for treatment, costs associated with the anticipated new NPDES permit, increases in utility billing contract costs, watershed improvement through the rural shade program, and initial funding of the insurance captive (see below). Capital outlay decreased by $13,700 or 3.1% for equipment purchases.

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 55 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 Controlling Costs Clean Water Services continues to focus on reducing the long-term operating costs of the utility through innovation, using new technology and reorganizing the workforce. Even with an increased investment in the District’s workforce to serve a growing community and increased program requirements the number of employees per customer served is still less than 6 employees per 10,000; a decrease of more than 35 percent from a high of 9 employees per 10,000 residents in 1997. In 1997, the estimated population of Washington County was 400,000 and the District had 366 approved FTE. Between 1997 and 2016, the County’s population has grown by 43% while the number of District employees has decreased by 8% over the same timeframe. District Forms Captive Insurance Company This budget contains initial funding of $4 million for a captive insurance company, Clean Water Insurance Company, LLC, serving the District as its sole client. The formation of the captive was approved by the Board of Directors at their February 16, 2016 meeting and will operate for the benefit of the District and its ratepayers. The captive, which will be managed by the District, will result in long term risk management program savings through the use of a formalized self-insurance program that can access the reinsurance markets for additional seismic coverages well as provide a potential for funding of loss prevention and mitigation projects to further protect District assets or recover from a seismic event. 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% or $1.21 per month in FY 2016-17 for the average 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 average 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 $1.71 per month to the average residential customer’s combined bill, a total combined rate increase of 3.56%. To help fund District capital investments, sanitary sewer System Development Charges (SDCs) are increasing from $5,100 to $5,300 per Equivalent Dwelling Unit (EDU). SWM SDCs will increase from $500 to $510 per Equivalent Service Unit (ESU). Average combined monthly service fees for Sanitary Sewer and SWM utilities have risen at a ten year average annual rate of 4.32% (see table below) and average District sanitary sewer bills are substantially lower than those of a majority of local service providers (please see chart below). 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 (08-17)

2008 $33.62 3.07%

2009 $34.96 3.99%

2010 $36.91 5.58%

2011 $39.21 6.23%

2012 $41.25 5.21%

2013 $43.08 4.43%

2014 $44.71 3.78%

2015 $46.36 3.69%

2016 $48.05 3.65%

2017 $49.76 3.56% 4.32%

10-Year Utility Rate History

(Single Family Residential)

Sanitary Sewer & SWM Average Monthly Rates

City / Agency

Level of

Treatment

FY 2015-16

Average

Monthly

Sanitary

Charge

FY 2015-16

Average

Monthly

SWM

Charge

FY 2015-16

Average

Monthly

Combined

Bill

Rate Change

for

FY 2016-17

Estimated

Combined

Monthly Bill

as of

July 1, 2016

Clean Water

Services

Advanced

Tertiary$40.80 $7.25 $48.05

3% sani & $.50

SWM$49.76

Clackamas County Service

District #1Secondary $43.50 $6.50 $50.00 estimated 5% $52.50

McMinnville Advanced

Tertiary$60.36 $0.00 $60.36

2.9% in July

2016$62.13

PortlandSecondary $40.44 $26.57 $67.01

3.4%

(storm and

sanitary)

$69.29

Vancouver, WA

Rates effective 1/1/16

Secondary,

Activated

Sludge

$44.90 (a)

$67.30 (b)$8.22

$53.12 (a)

$75.52 (b)various rates

$55.49 (a)

$78.89 (b)

Typical Monthly Sewer and SWM Bill Comparisons

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

$69.29

$62.13

$55.49

$52.50

$49.76

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

Portland

McMinnville

Vancouver - Inside

CCSD #1


Monthly Single Family Combined Bill as of July 1, 2008

$78.89

$69.29

$62.13

$55.49

$52.50

$49.76

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

Vancouver - Outside

Portland

McMinnville

Vancouver - Inside

CCSD #1


Monthly Single Family Combined Bill as of July 1, 2016


Capacity to Issue Debt To ensure adequate fiscal capacity to issue debt and meet sanitary sewer system expansion needs, the District has made a practice to maintain coverage ratios far above those required by the bond covenants. The FY 2016-17 budget continues this practice with an estimated coverage ratio of 3.45, compared to the minimum coverage requirement of 1.20 times annual debt service. The District’s strong financial position has earned the District a AA+ rating from Standard & Poor’s and Aa2 by Moody’s Investors Service. Maintain Financial Reserves Financial reserves are needed to provide working capital, fund operating contingencies, and finance future capital replacement and infrastructure. The District’s FY 2016-17 budget projects a stable amount of General Fund reserves. The District’s multi-year financial forecast reflects planned growth in operating reserves to meet future funding needs, including reserves to cover anticipated increases in retirement benefit liabilities and costs required by the Public Employees Retirement System (PERS) as well as anticipated major capital projects such as the Water Supply project Surface Water Management (SWM) Fund reserves have been declining in past years as operating and capital project costs exceed service charges collected. That trend has ended and as anticipated the cash reserves in the fund are beginning to build and are estimated to be $4.8 million at the start of FY 2016-17. The FY 2016-17 budget includes a SWM rate increase of $0.50 per month to continue building the reserves and funding needed capital replacements such as street sweepers and providing stormwater treatment to areas with inadequate stormwater facilities. The District has prioritized SWM capital projects in the 5-year Capital Improvement Plan. Financial Policies The Board has proposed 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 21 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 more than 570,000 residents of urban Washington County, Oregon. The County is expected to add an additional 160,000 people by 2030. 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 to allow the District greater flexibility to take advantage of creative approaches and new solutions, such as the following:

• Water quality credit trading between the Rock Creek Advanced Waste Water Treatment Plant (WWTP) and the Durham Advanced WWTP for various parameters.


• Water quality credit trading for thermal loads between treatment facilities and the release of stored water from Hagg Lake and Barney Reservoirs.

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

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

• Consolidation of regulatory reporting requirements.

The watershed-based permit expired in 2009 and is currently administratively extended, pending renewal by the Department of Environmental Quality. The District is working to extend the advantages of the integrated elements for protecting and enhancing the watershed in the renewed permit. Regulatory changes, including new, more stringent water quality standards for the protection of human health, more aggressive stormwater management requirements, and stricter controls on wet weather flow management will pose new challenges to the District in maintaining regulatory compliance and meeting the overall ecological objectives for the Tualatin basin. 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 proposed 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 which helps grow grass seed and forage crops. Recovering resources in the wastewater includes recovering energy – enough to produces millions of kilowatt hours of electric power used to offset over a third of the requirements for treatment and recovering nutrients 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.

Our Capital Improvement Plan (CIP) reflects our commitment to serve a growing community while maintaining our assets. With significant investment in both increased capacity and renewal of the capital infrastructure that serves our current community the District will meet its commitment to asset renewal and a thriving community.

Our commitment to the watershed, innovation, and cost effectiveness meet at the new Fernhill Natural Treatment System (NTS). This project will enable the District to utilize existing treatment facilities year round saving capital costs for new treatment of $12 million as well as providing an ecological bridge to return the cleaned water to a vibrant ecological habitat for aquatic life. The District’s commitment to innovation to deliver superior environmental results at a sustainable cost is also a feature of the NTS – a ground breaking new application of nutrient removal in a natural system will enable treatment in significantly less space. And last but


not least, the Fernhill Natural Treatment system provides our community with a beautiful space to engage with nature. Our commitment to create beautiful clean water for today and tomorrow means maintaining the District’s amazing network pipes, pumps, and plants. This year’s CIP includes investment in improving plant process units, replacing a major trunk line as well as a significant force main. It also includes new electrical components that keep the necessary power flowing to the treatment plants. Investments will also renew existing assets as well as increasing capacity effectively and efficiently using the funds entrusted to us by our ratepayers. Investing in Watershed Health Clean Water Services has spent more than 40 years pursuing a cohesive strategy to advance the health of the Tualatin River Watershed for 570,000 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. In September 2014 Clean Water Services set the highest bar yet in Tree-For-All with a goal to plant one million trees and native plants in one year for one water. We did it! Through innovative and collaborative partnerships in urban and agricultural areas and with great support from our communities we planted two million! And we’re not done. Tree-For-All is using Mother Nature as its guide to develop and implement long-term stewardship strategies while making the Tualatin Watershed a showcase of economic prosperity, ecological health, and community wellness. By implementing community-based restoration and enhancing the benefits that natural resources provide, we are leveraging partnerships to meet Clean Water Services’ goal of beautiful clean water while also meeting our partner’s goals – natural areas for wildlife, cleaner air, noise reduction, and scenic beauty – all at lower cost than if we did it alone.

Investing in Infrastructure, Public Health and the Environment In the last 10 years, Clean Water Services and our partner Cities have invested more than $100 million to expand, replace and upgrade our community’s four wastewater treatment facilities, 40 pump stations, 839 miles of sewer lines, and 495 miles of storm sewers.

2015-16 Achievements

Cleaned more than 23.0 billion gallons of wastewater.

Recycled 31 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 nearly 1,000 strict permit conditions at each treatment facility, including monthly, weekly and daily limits established to protect the Tualatin River.

Swept more than 12,715 miles of streets collecting almost 687 dump truck loads of debris and cleaned than 16,141 catch basins collecting material equivalent to 218 dump truck loads to keep pollutants out of our river and streams.

Replaced 239 sanitary sewer laterals and rehabilitated 12,882 linear feet of sewer mains and 518 manholes associated with the Infiltration and Inflow (I/I) reduction program.

District and member cities retrofitted 86 catch basins to provide additional water quality treatment

Increased area treated by 431 acres to almost 30% of the basin.

Managed over 500 permits issued to industrial customers to monitor and control their discharges to the wastewater treatment facilities and to stormwater.

Investing in Public Involvement & 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.



Maintained and promoted Westside Voices (www.joinwestsidevoices.org ) –an online community engagement panel that allows residents to weigh in on community issues through surveys and focus groups. Just over 2000 residents participate in the two-year-old program. Westside Voices is a partnership between Clean Water Services, Washington County, other local agencies and nonprofits.

The award-winning Tualatin River Rangers program reached 3,000 students and an estimated 6,000 adults at nearly 50 percent of public elementary schools in the Tualatin Basin.

Nearly 600 high school science students participated in Sewer Science and got hands on education about water treatment followed by a facility tour.

More than 1500 people from around the world toured Clean Water Services treatment facilities to learn how wastewater is cleaned at a higher level than 98% of the nation’s facilities.

This year the Fernhill Natural Treatment System project continued to attract thousands of visitors including 600 who attended five public events (Birds and Brew, May Day, tree plantings), engaged 300 students from nine Tualatin Basin schools in place-based education, hosted tours and projects by students from Pacific University, Portland Community College (PCC), and Portland State University (PSU), and was the subject of tours or presentations to 8 civic and professional groups.

To engage our community in a discussion about water and how we can make water fit for purpose the District launched the Pure Water Brew project. The District supplied high purity water from 100% effluent to a non-profit association of local home brewers, the Oregon Brew Crew (OBC). Twenty five homebrewers from the OBC brewed beer and submitted entries to a competition sponsored by Carollo. The top ten were featured at tastings at the national WateReuse Symposium and the Water Environment Federation Conference. The project so far has generated regional, national, and international coverage with more than 500 media stories and started a wonderful conversation about the nature of water and how it is continually recycled and reused.

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 92.3 million gallons of irrigation water to more than 250 acres of athletic fields, golf courses, wetlands and parks from the Durham Advanced Wastewater Treatment Facility.

Provided another 54.5 million gallons of Class A irrigation water from the Rock Creek Advanced Treatment Facility to the wetlands and Natural Treatment System at Fernhill.

The Durham and Rock Creek Resource Recovery Facilities recycled phosphorus and ammonia to produce 464 tons of Crystal Green® fertilizer for sale to the commercial nursery and turf industry.

Generated 11.3 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 22% of the District’s electrical demands.

Continued the development of Clean Water Grow™, a slow-release fertilizer that helps reduce nutrient runoff to waterways by gently releasing nutrients as plants use them. It’s Clean Water Services’ opportunity to provide ratepayers with a product—a critical part of which is harvested from our treatment plants—that can help further reduce the amount of phosphorus runoff into streams. The fertilizer is offered at many retail nurseries around the region as well as native plant sales and farmers markets. 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 Treatment Facilities.

Investing in Science Together with the 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

http://www.joinwestsidevoices.org/


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 nearly 27,000 treatment plant, stormwater, surface water and industrial samples and performed nearly 114,000 chemical, biological and physical analyses to help Clean Water Services assure the health and safety of the Tualatin River watershed and its residents.

Monitored more than two dozen water quality parameters at 27 sites on the Tualatin River and its tributaries on a twice per month basis and also assumed the operation of 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, 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.

Investing in Community and Building Partnerships Clean Water Services is building innovative partnerships to create a shared vision and strategy to advance the health of the Tualatin River Watershed: 2015-16 Achievements

Worked with the Tualatin Soil and Water Conservation District, Tualatin Hills Park and Recreation District, U.S. Fish and Wildlife Service, Metro and other partners on over 100 miles of stream corridors that have been restored in agricultural and urban areas. This work provides temperature, water quality, habitat and recreational benefits along the Tualatin River and tributaries.

Inspired Cities, non-profits, park districts, private landowners and agricultural partners to plant a diverse collection of more than 2,000,000 native trees, shrubs and plants along streams, wetlands and the river to filter pollutants, provide shade and create healthy wildlife habitat as part of the Tree-For-All campaign.

Catalyzed community organizations to rally more than 6,600 volunteers to get their hands dirty on behalf of Mother Nature. The volunteers donated more than 17,000 hours, an estimated value of $375,000, and they rooted over 50,000 native plants to clean water, purify air, create wildlife habitat and promote Washington County’s scenic beauty.

Partnered with community restoration organizations to access and deploy advanced technologies that increase efficiency of large scale planting operations and reduce staff time associated with plant inventory management and site review.

Partnered with Portland Community College to develop Vegetated Private Water Quality Facilities Management Training modules.

Partnered with the City of Tigard to restore the confluence of Derry Dell and Fanno Creeks. This restoration project reconnected floodplain to Derry Dell Creek, eliminated three sanitary sewer creek crossings and an existing fish barrier at the Walnut Street culvert.

Partnered with Washington County to construct Bio-retention Swale using remnant parcel owned by the County, resulting in stormwater treatment to over 65 acres of existing developed area.

Received Salmon Safe certification for site management of District facilities by meeting stringent qualifications for conserving urban habitat and water quality.


Summary Commitment to Service & 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 continual improvement in 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.

Bill Gaffi General Manager


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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 regional 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 General Manager. 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 General Manager, 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. 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 NPDES permit acts as the implementation mechanism for the TMDL. 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 percent 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 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 570,000, based on 2015 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 677,000 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.

$25,000

$30,000

$35,000

$40,000

$45,000

$50,000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Per Capita Personal Income

United States Oregon Washington County


Source: Portland State University Population Research Center

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.

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 est.

State and County Population Trend

Oregon Population Change Washington County Population Change

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

United States 4.6% 4.6% 5.8% 9.3% 9.6% 8.9% 8.1% 7.4% 6.2% 5.3%

Oregon 5.3% 5.2% 6.5% 11.3% 10.6% 9.5% 8.8% 7.9% 6.8% 5.7%

WashingtonCounty

4.4% 4.3% 5.3% 9.5% 9.0% 7.7% 7.1% 6.3% 5.7% 4.8%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

Unemployment Rates


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 53% of sanitary sewer service rate revenues. The rate allocation formula is under regular periodic review. 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 35% of sanitary sewer service rate revenues The District is responsible for billing retail city customers, and returns a franchise fee to retail city customers. 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.

District Map


District Organizational Chart

Planning &

Development

Services Division

Reuse/Support

Engineering

Services

Electrical &

Instrumentation &

Controls Division

Finance &

Accounting

Information

Technology

Government &

Public Affairs

Human Resources

Risk & Benefits

Watershed

Management

Department

20 FTE

Wastewater

Treatment

Department

122 FTE

Conveyance

Systems

Department

113 FTE

Field Operations

Division

Engineering

Services Division

Operations Division

Mechanical

Maintenance

Division

ABC Building

Maintenance

Business Services

Department

45 FTE

Clean Water

Services Customers

Board of Directors

Clean Water

Services Advisory

Commission

General Manager

Deputy General

Manager

Regulatory Affairs

Department

33 FTE

Source Control

Laboratory

Services

Legal

3 FTE

Fleet & Purchasing


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

Four 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 To maximize the capabilities and effectiveness of our employees and organization. We will provide systems, tools, information, and incentives, and promote a culture that enables our employees to excel individually and collectively. We will reach beyond organizational boundaries to deliver value to our customers and stakeholders. Integrated Water Resource Management To optimize and integrate the management of water resources for the benefit of the public and the environment. We will lead collaborative efforts to meet the present and future water resource needs of the Tualatin River Basin. Competitiveness To provide unparalleled value in the wastewater, surface water, and water resource management services CWS provides to our customers. We will constantly improve ourselves, and identify and take advantage of business opportunities to create value for our ratepayers and stakeholders. We will be broadly recognized as a leader in delivering high quality and cost-effective services. Partnerships To increase the effectiveness of our strategic partnerships. We will strengthen our relationships with other utilities, government agencies, stakeholders, and businesses for our mutual benefit.

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

Organizational Excellence

Competitive- ness

Partnerships

Integrated Water

Resource Management Value


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 changes to the pay-for-performance program are focused on the individual level, and have resulted in simplification and refinement of the formulas to improve communication of the evaluation process with employees and also to improve the competitiveness of the District’s salary structure. No automatic pay increases are built into the revised 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 has been modified to stay true to its original intent. The original goal sharing program included elements that were largely outside the ability of teams of employees to influence or control, such as rapidly rising energy and chemical costs, as well as changing financial audit protocols. The revised goal sharing program provides a better linkage between employee achievement of meeting targets and 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 Plan (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 plan (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 The budget process on the following page outlines the four phases of the process the District follows each year in putting together its annual budget. The budget process calendar identifies 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 operating expenses, 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 61 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 2016-17 The outline below illustrates in general terms the process used to arrive at an Adopted Budget.

October through January

Individual program budgets developed using electronically linked spreadsheets and word processing templates.

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.

Finance Manager 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 reviewing 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

May - 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 estimated to increase $8.8 million, or 5.8%. Total estimated District expenditures, including operating and capital expenditures, as well as debt service, are expected to increase by $11.4 million, or 7.1%, due primarily to increases in the CIP and initial funding of the captive insurance company. Combined beginning fund balances are estimated to increase by just over $49.7 million, or 23.2%, largely as a result of sanitary sewer System Development Charge (SDC) revenues and net operating proceeds in the General Fund over the past two years. The District continues to be in excellent financial condition, as indicated by its credit ratings of AA+ from Standard & Poor’s and Aa2 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 94.4% of estimated ongoing revenues for FY 2016-17. 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 4.6% of estimated revenues for FY 2016-17. The remaining 1.0% of revenue is attributable to project cost reimbursements received from the Tualatin Basin Water Supply Project partners and the Build America Bond (BABs) subsidy payment. Expenditure Highlights Total departmental operating and capitalized expenditures are budgeted to increase by just under $2.9 million, or 4.5%. 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 increased by $1.6 million, or 4.2%, from the FY 2015-16 adopted budget. The increase in personnel services is primarily due to the addition of 8.45 full-time equivalent (FTE) positions. The new positions are described in detail in the departmental summaries beginning on page 41. Materials and Services Materials and services increased by $1.3 million, or 5.1%, compared to last year’s adopted budget. This increase reflects an anticipated increase in power for treatment, costs associated with the anticipated NPDES permit, utility billing contract services, and watershed improvements through the rural shade program. Capital Investment (CIP) The District is proposing an estimated $67.1 million in new sanitary sewer system improvements and $4.0 million in new surface water management system improvements in fiscal 2016-17. These investments are planned to increase system capacity, meet regulatory requirements for water quality, and for watershed health. 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 for existing debt will remain relatively flat over the current budget year, with an increase of just 0.5%.


Other Fund Level Outlays This expenditure type includes utility bad debt expense, franchise fees, and other miscellaneous non-departmental outlays. This category is proposed to increase by $3.3 million or 111.6% as compared to the prior year primarily due to the proposed transfer of $4 million to fund the captive insurance company. Fund Balances Beginning fund balances are anticipated to increase by approximately $49.7 million or 23.2% over the current budget year primarily due to higher than anticipated revenues received in FY 2015. It is essential for the District to continue to carefully plan ahead and utilize appropriate periodic borrowing to fund system wide capital improvements.

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.

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FY14 Actual FY15 Actual FY16 Budget FY17 Proposed

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FY 2016-17 Budget Overview - All Funds Summary

Combined Beginning Fund Balances Total Operating & Nonoperating Revenues

Total Expenditures Ending Fund Balance & Contingency


FY 2014 FY 2015 FY 2016 FY 2017 % Change

Actual Actual Budget Proposed From FY 16

SOURCES OF FUNDS Budget

Combined Beginning Fund Balance 205,614,737$ 221,837,284$ 214,466,472$ 264,218,948$ 23.2%

Operating Revenue

Service Charges 113,698,924$ 119,018,916$ 124,868,400$ 130,673,100$ 4.6%

Miscellaneous Fees 5,653,131 7,000,062 8,440,900 4,959,100 -41.2%

TBWSP Partner Reimbursement 11,378 1,891 6,890 6,900 (1) 0.1%

Non-Operating Revenue

System Development Charges 21,130,430$ 18,962,971$ 16,089,400$ 22,000,300$ 36.7%

Grants, Contributions, & Assessments 632,560 662,223 465,300 1,064,400 128.8%

Build America Bond (BABs) Subsidy 1,550,026 1,555,131 1,557,100 1,534,200 -1.5%

Interest Earnings 1,653,028 1,887,829 1,390,000 1,415,100 1.8%

Total Operating & Non-Operating Revenues: 144,329,477$ 149,089,023$ 152,817,990$ 161,653,100$ 5.8%

Bond Sale Proceeds - - 53,500,000 -

TOTAL SOURCES 349,944,214$ 370,926,307$ 420,784,462$ 425,872,048$ (2) 1.2%

USES OF FUNDS

Departmental Expenses (Operating & Capital)

Personnel Services 29,204,591$ 30,202,646$ 38,447,900$ 40,060,400$ 4.2%

Materials and Services 25,241,514 23,890,100 25,727,900 27,028,400 5.1%

Capital Outlay 267,663 280,063 437,500 423,800 -3.1%

Total Operating & 54,713,768$ 54,372,809$ 64,613,300$ 67,512,600$ 4.5%

Capitalized Expenditures

Other Uses of Funds

Debt Service 26,060,361$ 26,087,139$ 26,135,222$ 26,266,141$ 0.5%

Construction (CIP) 46,461,692 46,099,971 66,022,510 71,006,000 7.5%

Construction (CIP) TBWSP Partner Share 11,378 1,891 6,890 10,000 (1) 45.1%

Other Fund Level Outlays 859,731 608,563 2,989,200 6,325,200 111.6%

Total Expenditures: 128,106,930$ 127,170,373$ 159,767,122$ 171,119,941$ 7.1%

Contingency -$ -$ 22,515,000$ 24,659,900$ 9.5%

Ending Fund Balance 221,837,284 243,755,934 238,502,340 230,092,207 -3.5%

TOTAL USES 349,944,214$ 370,926,307$ 420,784,462$ 425,872,048$ (2) 1.2%

TOTAL FTEs 312.55 319.55 329.55 338.00 2.6%

(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 2016-17 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 2016-17 sources of District funds. In most cases, the comparative data used is as of FY 2014-15 as audited, with the exception of FY 2015-16 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 2015, they amounted to $107.5 million. The surface water management (SWM) revenues, which represent a flat fee assessed of any District customer who uses or discharges stormwater to the public storm and surface water systems, amounted to just over $11.5 million in FY 2015.

Estimated Avg

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Change

Sanitary Sewer Revenue 92,742,085$ 100,621,135$ 103,145,531$ 107,502,738$ 112,363,259$ 4,410,068$

SWM Revenue 8,743,998$ 9,686,945$ 10,553,394$ 11,516,179$ 12,519,216$ 924,017$

TOTAL 101,486,083$ 110,308,080$ 113,698,925$ 119,018,917$ 124,882,475$ 5,334,085$

% Increase 3.3% 8.7% 3.1% 4.7% 4.9% 4.9%

The District increased sanitary sewer rates by 4.5% in FY 2012, 3.6% in FY 2013, and 3.0% in FY 2014, FY 2015, and FY 2016 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 2012 through FY 2016. A 3% sanitary sewer and a 6.9% (50 cent) SWM rate increase are budgeted for FY 2016-17. Over this period, service revenues have grown an average of 4.9% per year. 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 table, the county’s population has increased by approximately 16.5% since 2006, and state economists expect that trend to continue in Washington County over the next 10 years.

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FY 2012 FY 2013 FY 2014 FY 2015 Est. FY2016

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Sanitary Sewer Revenue

$6

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FY 2012 FY 2013 FY 2014 FY 2015 Est. FY2016

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SWM Revenue


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 impacted 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 9.73% of the District’s FY 2015 rate income. This indicates that the business risk of any single customer having a significant direct impact on revenue projections is relatively small.

Fiscal Year

Ended June

30

Population

(estimated)

Personal

Income

(in thousands)

Per Capita

Income

Unemployment

Rate

2016 570,510 n/a n/a 4.1%

2015 560,465 26,299,466$ 46,924$ 4.8%

2014 550,990 24,940,284$ 45,264$ 5.7%

2013 542,845 24,817,543$ 45,718$ 6.3%

2012 536,370 23,208,234$ 43,269$ 7.1%

2011 532,620 21,132,801$ 39,677$ 7.7%

2010 527,140 20,798,130$ 39,455$ 9.0%

2009 519,925 21,540,424$ 41,430$ 9.5%

2008 511,075 20,636,676$ 40,379$ 5.3%

2007 500,585 19,519,736$ 38,994$ 4.3%

2006 489,785 17,836,272$ 36,417$ 4.4%

Last Ten Fiscal Years

Demographic Statistics

Washington County, Oregon

Customer Amount %

Intel Corporation - Ronler Acres 7,335,213$ 6.14%

Intel Corporation - Aloha Campus 775,754 0.65%

Maxim Integrated Products 708,907 0.59%

Resers Fine Foods - Jenkins Road 685,707 0.57%

Pacific Foods of Oregon 651,162 0.54%

SolarWorld Industries America 515,008 0.43%

Jireh Semiconductor, Inc. 420,189 0.35%

Viasystems Technologies Corp. 223,365 0.19%

Hillsboro Landfil l , Inc. 154,235 0.13%

Triquint Semiconductor 154,095 0.13%

SUBTOTAL (10 largest ratepayers) 11,623,635 9.73%

Balance from other customers 107,888,941 90.27%

Grand Totals 119,512,576$ 100.00%

Fiscal Year 2015

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 $18.9 million in FY 2015.

Estimated AvgFY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Change

SDCs 11,832,882$ 31,822,543$ 21,130,429$ 18,962,970$ 21,212,231$ 2,772,910$ % Increase 61.0% 168.9% -33.6% -10.3% 11.9% 39.6%

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, as was the case in FY 2013.

FY 2016-17 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 the following sources: 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 $161.7 million or about 38% of total resources expected in FY 2016-17. 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 $130.7 million or 80.8% of the District’s total current revenues. The other major sources are system development charges (SDCs), grants, Build America Bond (BAB) subsidy, contributions and assessments, and interest earnings. Service Charges Based on trend analysis and anticipated rate changes, sanitary sewer service charges are estimated at $117.1 million and SWM charges are estimated at $13.5 million. Rate increases of 3% in sanitary sewer and $0.50 in SWM are built into the revenue estimates.

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System Development Charges

Service Charges

$130,673,100 30.7%

SDC's $22,000,300

5.2%

Misc Fees & Grants

$6,030,400 1.4%

Build America Bond Subsidy $1,534,200

0.4%

Interest Earnings

$1,415,100 0.3%

Operating Fund Balances

$130,338,724 30.6%

Construction Fund Balances $59,041,218

13.9%

Reserve Fund Balances

$49,417,420 11.6%

Debt Svc Fund Balances

$25,421,586 6.0%


System Development Charges (SDCs) The second largest source of current revenues, SDCs, amount to just over $22 million or 13.6% 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 complete another update during fiscal 2017. This budget reflects an increase in the sanitary sewer SDC to $5,300 for FY 2016-17, which is a $200 increase from FY 2015-16. 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 $510 for FY 2016-17, which is a $10 increase from FY 2015-16. Revenues from both SDCs are dedicated to capital projects and payment of bonded debt service, per Oregon Revised Statutes (ORS 223.302). Bond Proceeds The District does not plan to issue any bonds during the fiscal year. Issuing revenue bonds and other options, such as a State Revolving Fund loan, are under consideration to assist with funding a large construction project at the Durham plant for secondary expansion scheduled to start in Fiscal 2018. Miscellaneous Fees, Grants, and Other Revenues The Tualatin Basin Water Supply Project partners share represents 69% of project expenses. Partners reimburse the District as expenses are incurred. For FY 2016-17, that reimbursement accounts for approximately $7,000. An anticipated subsidy payment related to the Series 2010B Build American Bond issue accounts for just over $1.53 million or 0.9% of total current revenues. The remaining current revenues are comprised of grants, contributions and assessments, interest earnings, and miscellaneous fees accounting for approximately $7.4 million or 4.6% 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 2016-17, these combined balances account for just over $264.2 million, or 62% of the total $425.9 million in budgeted District resources. Approximately $13.0 million of this fund balance is held in reserve pursuant to debt service requirements.


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 Improvements Plan 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 2016-17 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 and quantity 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 2015, the total comprised about $45.5 million or 36.3% of total current expenditures.

Estimated Avg. FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Change

Capital Expenditures 48,547,446$ 47,050,423$ 47,151,625$ 45,552,554$ 51,486,300$ 688,238$ % Increase 1.0% -3.1% 0.2% -3.4% 13.0% 1.6%

Operating Expense Another significant expenditure type for Clean Water Services in FY 2016-17 is operating expense, which represented $54.2 million in FY 2015. The biggest portion of operating expense is for personnel services, including salaries and fringe benefits.

Estimated Avg. FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Change

Operating Expenses 51,198,105$ 53,157,305$ 53,661,878$ 54,153,598$ 58,698,545$ 1,617,648$ % Increase 1.2% 3.8% 0.9% 0.9% 8.4% 3.0%

Over the five year period from FY 2011 through FY 2015, operating expense has grown an average of 3.0% 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 13.7 FTE which contributed to the increasing personnel costs.

$0

$20

$40

$60

FY 2012 FY 2013 FY 2014 FY 2015 Est FY 2016

in m

illio

ns

Capital Expenditures


Combined Ending Fund Balances The ending fund balance for all funds combined includes unrestricted operating cash reserves for sanitary sewer and stormwater operations, restricted reserves for capital construction and debt service funded by bond proceeds, sanitary sewer and stormwater SDC’s restricted for capacity enhancing improvements to the systems, and self-insurance reserves. 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 District currently holds approximately three months operating reserves in both sanitary sewer and stormwater operating funds, with an interim goal of six months by 2017 for sanitary sewer and stormwater operations. 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.

EstimatedFY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Sanitary Operating 44,447,213$ 59,623,397$ 77,944,671$ 99,092,379$ 122,899,936$ SWM Operating 2,997,869 4,239,921 4,706,751 6,369,030 7,438,788Sanitary Construction 107,378,776 84,968,847 69,306,691 55,836,311 54,407,301SWM Construction 2,312,208 2,458,251 3,100,047 4,607,416 4,633,917Debt Service 23,629,307 16,823,754 18,505,974 24,151,708 25,421,586Insurance Liability 4,530,277 4,759,734 5,067,991 5,352,222 5,639,422Capital Reserve 8,950,281 32,740,833 43,205,159 48,346,867 43,777,998TOTAL 194,245,931$ 205,614,737$ 221,837,284$ 243,755,933$ 264,218,948$

$0

$20

$40

$60

FY 2012 FY 2013 FY 2014 FY 2015 Est FY 2016

in m

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ns

Operating Expenses

$-

$50

$100

$150

$200

$250

$300

FY 2012 FY 2013 FY 2014 FY 2015 Est FY 2016

in m

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Combined Ending Fund Balances


FY 2016-17 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. The District spends most of its resources on the construction of wastewater treatment and conveyance facilities.

Current Expenditures Current expenditures are funds that are budgeted for the 2017 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 2016-17 amount to approximately $171.1 million. The major categories of current expenditures are described below. Capital Outlay and Projects One of the largest expenditures are for capital projects which, combined with capital outlay of just over $0.4 million, amounts to $71.4 million or 41.7% of all current expenditures. 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 $26.3 million in FY 2016-17, or 15.4% 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 $40.1 million in FY 2016-17 on salaries and wages and associated fringe benefits for its employees. Total personnel services costs represent about 23.4% of total current expenditures. The net number of full-time equivalent positions (FTE) is proposed to increase by 8.45 FTE from the fiscal 2016 budget of 329.55 FTE. At 338 FTE, staffing levels at Clean Water Services remain well below the 1997 high of 366 FTE positions, before the District embarked on its Competitiveness Initiative. The graph below indicates the staffing trends over the last 5 years.

Capital Construction $71,016,000

16.7%

Operating Expenses

$67,088,800 15.8%

Debt Service $26,266,141

6.2%

Capital Outlay $423,800

0.1%

Other Fund Level Outlays $6,325,200

1.5%

Contingency $24,659,900

5.8%

Operating Fund Balances $129,813,324

30.5%

Construction Fund Balances $42,641,818

10.0%

Reserve Fund Balances

$33,181,620 7.8%

Debt Service Fund Balances $24,455,445

5.7%


Materials and Services The District expects to spend $27 million on materials and services in FY 2016-17. This represents approximately 15.8% of total current expenditures. The single largest cost in this category is contracted services which account for about $3.8 million or 14.1% of total materials and services. The second largest materials and services cost is chemical costs at just over $3.7 million followed by other governmental services cost of approximately $3.3 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 2016-17 at just over $254.7 million, including $24.7 million that the District will set aside in fiscal 2016-17 for operating contingency in the event of significant unexpected or unforeseen costs. The unappropriated ending fund balance includes restricted funds of approximately $114.2 million for future debt principal and interest payments, self-insurance liability reserves, and capital expansion and renewal reserves. The remaining $140.5 million includes six months operating reserves ($61.9 million), employee retirement stabilizing funds ($5 million), risk loss reserves for seismic events ($10 million), and future water supply needs at Scoggins Dam (the District’s share is an estimated $140 million to construct). 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

-

50

100

150

200

250

300

350

400

FY 2013Actual

FY 2014Actual

FY 2015Actual

FY 2016Budget

FY 2017Proposed

District-Wide FTE Counts FY 2013 - FY 2017

Conveyance Systems Wastewater Treatment Business Services

Watershed Management Regulatory Affairs

311.0 312.55 319.55 329.55 338.00


Departmental Summaries Departmental expenses for the District are comprised of operating and capital costs from five different departments. In total, departmental expenditures for FY 2016-17 are expected to increase by 4.5%, primarily due to increasing personnel costs. A detailed summary of positions by department and program is available on page 44. 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. The proposed budget includes an addition of .45 FTE in the Finance & Accounting program which brings an existing Accounting Specialist staffed at .55 FTE to full-time. The added hours will allow this position to provide primary back-up to the Payroll Coordinator. The Payroll Coordinator is the main payroll processor. Payroll workload is very time sensitive and the volume of transactions and manual processes have increased in recent years. The existing payroll staffing does not provide adequate coverage to allow for absences, adequate training, and the ability to perform valuable testing and reconciliation processes. The added support will allow for a second staff member to process payroll at least quarterly to maintain knowledge of the payroll system and provide consistent back-up for payroll reporting and reconciliations. Within the Public Affairs program, this budget is proposing the addition of 1.0 Public Affairs Specialist. This position would be dedicated to digital media and content creation including websites, digital publishing, social media, video production, and communication metrics. Also proposed in FY17 is the transfer of an Administrative Associate position to the Wastewater Treatment Department from the Office of the General Manager. With the addition of 1.45 FTE and the interdepartmental transfer of 1 FTE to Wastewater, BSD’s FY17 budget proposes a net increase of .45 FTE.

Change from

FY 2014 FY 2015 FY 2016 FY 2017 FY 16

Expenditure Summary ACTUAL ACTUAL BUDGET PROPOSED Budget

Departmental Expenses - (operating & capital)

Personnel Services 6,022,567$ 6,004,761$ 7,143,200$ 7,406,500$

Materials & Services 4,787,176$ 5,015,824$ 5,603,000$ 6,056,500$

Capital Outlay 21,052$ 10,246$ -$ -$

TOTAL DEPARTMENTAL BUDGET 10,830,795$ 11,030,831$ 12,746,200$ 13,463,000$ 5.6%

FTE's 47.55 48.55 49.55 50.00

Business Services

$13,463,000 20%

Regulatory Affairs

$6,843,800 10%

Watershed Management $5,775,100

8%

Conveyance Systems

$15,350,700 23%

Wastewater Treatment

$26,080,000 39%


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, 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 2017 the Regulatory Affairs Department is again presented with 33 FTE. There is a proposed reduction of one Source Control Investigator I and the addition of one Principal Engineer but these changes keep the overall FTE count the same as FY 2016.

Watershed Management Department The Watershed Management Department (WMD) provides leadership in surface water management (water supply, stream enhancement, revegetation, flow restoration, ecosystems data management), the District’s greenspace property management, sustainability and ecosystem marketplace initiatives. The Department also assists with storm and waste water management related activities led by others. The overall goal of the Department is to provide visionary, cost effective, and scientifically grounded management of the water quality, water quantity, and habitats of the Tualatin River Basin. In FY17 three positions are proposed to transfer from Conveyance to WMD in order to streamline the District’s restoration efforts. A Water Resources Project Manager position is also proposed to accommodate permit requirements tied to the temperature management plan and the implementation of restoration efforts in the watershed.

Conveyance Systems Department The Conveyance Systems Department (CSD) is responsible for the management, design, construction oversight, and maintenance of the conveyance systems of the District. The Department was slightly reorganized this year to include the Administration program and three Divisions--the Engineering Services Division, the Development Services Division, and the Field Operations Division. This year’s budget reflects the transfer of 3 positions from the Conveyance Department into the Watershed Management Department and includes the addition of 2 FTE within the Engineering Services Division. The two new positions include a Right of Way Acquisition Specialist to

Change from

FY 2014 FY 2015 FY 2016 FY 2017 FY 16





Capital Outlay 33,062$ 40,209$ 108,000$ 149,900$


FTE's 34.00 33.00 33.00 33.00

Change from

FY 2014 FY 2015 FY 2016 FY 2017 FY 16





Capital Outlay -$ -$ -$ -$


FTE's 14.00 16.00 16.00 20.00


assist with obtaining easements for District capital projects and an Engineering Project Coordinator to provide capital project management and design support.

Wastewater Treatment Department The Wastewater Treatment Department (WWTD) provides operation, maintenance, engineering, and capital improvements for the District’s four wastewater treatment plants and 40 pump stations. The FY17 budget includes the addition of four new FTEs including a Senior Plant Maintenance Technician to support the Hillsboro and Forest Grove Treatment Plants; a relief Operator 2 at the Durham Treatment Plant to reduce overtime accrued; an Engineering Technician 3 to provide drafting and engineering support for Treatment Plant Services; and an Engineering Project Coordinator to manage the energy efficiency program for the department. Additionally, there is an Administrative Associate position transferring into WWTD from the Office of the General Manager. The proposed addition of four and transfer of one FTE account for WWTD’s proposed year over year increase of five FTE.

Change from

FY 2014 FY 2015 FY 2016 FY 2017 FY 16





Capital Outlay 174,290$ 166,087$ 179,500$ 223,900$


FTE's 109.00 111.00 114.00 113.00

Change from

FY 2014 FY 2015 FY 2016 FY 2017 FY 16





Capital Outlay 39,259$ 63,520$ 150,000$ 50,000$

22,445,648$ 21,931,178$ 25,325,000$ 26,080,000$ 3.0%

FTE's 108.00 111.00 117.00 122.00


District Summary of Positions

FY 2017

PERSONNEL

SERVICES

Business Services DepartmentOffice of the General Manager - 8101 5.00 5.00 6.00 5.00 1,045,400$

Legal Services - 8102 3.00 3.00 3.00 3.00 549,500

Public Affairs - 8110 6.00 6.00 6.00 7.00 975,000

Human Resources - 8501 4.00 4.00 4.00 4.00 658,600

Information Systems - 8305 13.00 14.00 14.00 14.00 2,120,100

ABC Building - 8507 0.00 0.00 0.00 0.00 -

Business Operations Administration - 8500 2.00 2.00 2.00 2.00 352,300

Finance & Accounting Services - 8504 10.55 10.55 10.55 11.00 1,211,600

Risk & Benefits - 8502 2.00 2.00 2.00 2.00 270,000

Fleet & Purchasing - 8503 & 8111 2.00 2.00 2.00 2.00 224,000

47.55 48.55 49.55 50.00 7,406,500$

Regulatory Affairs DepartmentAdministration - 8210 7.00 8.00 8.00 9.00 1,444,500$

Source Control - 8212 10.00 8.00 8.00 7.00 947,500

Laboratory Services Division - 8232 17.00 17.00 17.00 17.00 2,022,900

34.00 33.00 33.00 33.00 4,414,900$

Watershed Management DepartmentAdministration - 8233 2.25 2.25 2.25 2.25 411,000$

Operations - 8234 11.75 13.75 13.75 17.75 2,346,300

14.00 16.00 16.00 20.00 2,757,300$

Conveyance Systems DepartmentAdministration - 8201 3.00 3.00 3.00 4.00 825,200$

Engineering Capital Projects Administration - 8224 16.00 17.00 17.00 16.00 1,501,300

Engineering Development Related Services - 8225 17.00 18.00 19.00 18.00 2,118,400

Engineering Service Delivery Planning - 8226 3.00 4.00 4.00 4.00 491,100

Field Ops Administration - 8370 3.00 3.00 3.00 3.00 302,700

Field Ops Systems Repair - 8371 11.00 11.00 13.00 13.00 1,144,700

Field Ops Systems Maintenance - 8373 15.00 14.00 15.00 15.00 1,544,800

Field Ops TV/Flow Monitoring - 8375 14.00 14.00 13.00 13.00 1,318,200

Local Repair & Construction - 8380 11.00 11.00 11.00 11.00 1,113,700

Field Ops Facility Maintenance - 8383 16.00 16.00 16.00 16.00 1,600,000

109.00 111.00 114.00 113.00 11,960,100$

Wastewater Treatment DepartmentAdministration - 8301 10.00 10.00 9.00 11.00 1,339,800$

Treatment Plant Services Engineering - 8211 12.00 12.00 11.00 12.00 974,400

Operations Division - 8311, 8312, 8314, 8315, 8316 36.00 38.00 40.00 41.00 4,654,000

Maintenance Division - 8343, 8344, 8361, 8362, 8336 30.00 30.00 33.00 34.00 3,780,000

Biosolids/Reuse Division - 8331 0.00 0.00 1.00 1.00 189,200

Electrical & Instrumentation - 8351, 8352, 8353 20.00 21.00 23.00 23.00 2,584,200

108.00 111.00 117.00 122.00 13,521,600$

Total District FTE's and Salary 312.55 319.55 329.55 338.00 40,060,400$

FY 2017

PROPOSED

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

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, 2016 the District’s long term indebtedness consists of the following:

The chart above does not reflect the FY 2017 anticipated $1.53 million Build America Bond subsidy payment revenues. 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 $10.787 billion debt margin allowed by state law. The table below illustrates the debt margin calculation for the past 5 years. Audited FY 2016 information is not yet available.

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, 2016Date of

Issue

Date of

Maturity Amount Issued

Principal

Outstanding Principal Interest

Serial Revenue Bonds

Senior Lien

2004 Refunding Bonds 7/1/2004 10/1/2016 26,455,000$ 3,860,000$ 3,860,000$ 101,325$

2009A Bonds 3/25/2009 10/1/2028 58,755,000 50,860,000 2,845,000 2,495,913

2010B Bonds 4/28/2010 10/1/2035 90,260,000 90,260,000 3,300,000 4,726,318

2011A Refunding 8/24/2011 10/1/2021 30,255,000 19,820,000 2,915,000 918,125

2011B Bonds 8/24/2011 10/1/2032 50,000,000 44,890,000 1,815,000 1,877,450

Total Serial Revenue Bonds 209,690,000 14,735,000 10,119,131

Special Purpose Revenue Bonds

Pension Bonds 5/27/2004 6/30/2028 15,990,000 14,000,000 565,000 847,010

Total Long Term Debt 223,690,000$ 15,300,000$ 10,966,141$

Debt Service Fiscal 2017

Fiscal Year General

Ended Real Market Legal Debt Obligation Debt

June 30 Value Limitation Indebtedness Margin

Estimated 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

2014 68,905,326,845 8,957,692,490 - 8,957,692,490

2013 60,917,986,854 7,919,338,291 - 7,919,338,291

2012 61,998,155,960 8,059,760,275 - 8,059,760,275

2011 64,712,780,266 8,412,661,435 - 8,412,661,435


*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 over the next 30 years based on current outstanding debt.

2012 Actual 2013 Actual 2014 Actual 2015 Actual2016

Estimated

Net Revenues $62,274,130 $84,985,501 $79,501,050 $91,026,296 $90,031,300

Total Debt Service* $33,858,014 $35,023,599 $24,814,298 $24,784,461 $24,780,511

Sr Debt Svc Coverage 2.32 3.04 3.20 3.67 3.63

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

$80,000,000

$90,000,000

$100,000,000

District Debt Service Coverage

2.32 3.04

3.20 3.67 3.63

Fiscal Year Principal Interest Total 2017 15,300,000 10,966,141 26,266,1412018 11,970,000 10,341,659 22,311,6592019 12,540,000 9,769,305 22,309,3052020 13,170,000 9,149,792 22,319,7922021 13,835,000 8,484,119 22,319,1192022 14,550,000 7,775,269 22,325,2692023 11,385,000 7,130,045 18,515,0452024 11,960,000 6,555,563 18,515,5632025 12,595,000 5,931,265 18,526,2652026 13,275,000 5,254,202 18,529,2022027 13,980,000 4,546,537 18,526,5372028 13,575,000 3,816,735 17,391,7352029 13,075,000 3,116,637 16,191,6372030 8,165,000 2,582,991 10,747,9912031 8,480,000 2,164,233 10,644,2332032 8,810,000 1,726,721 10,536,7212033 9,150,000 1,269,726 10,419,7262034 5,740,000 870,440 6,610,4402035 5,955,000 531,227 6,486,2272036 6,180,000 179,251 6,359,2512037 0 0 02038 0 0 02039 0 0 02040 0 0 02041 0 0 02042 0 0 02043 0 0 02044 0 0 02045 0 0 02046 0 0 0

223,690,000$ 102,161,858$ 325,851,858$


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 has projected the need to sell approximately $50 million in bonds in four to five years in order to sustain the financing of vital sanitary sewer projects. This projected schedule 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.

2017Budget

2018Projected

2019Projected

2020Projected

2021Projected

Est. Net Revenues $85,649,200 $89,564,100 $93,459,700 $97,570,600 $101,864,900

Est. Debt Service $24,854,100 $23,037,900 $23,874,700 $23,820,900 $27,502,500

Est. Debt Svc Coverage 3.45 3.89 3.91 4.10 3.70

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

Projected Debt Service Coverage

3.45 3.89 3.91 4.10 3.70


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 2016-17 Of the $67.1 million in the FY 2016-17 capital budget for sanitary sewer projects, $17.9 million, or 27% is estimated to be spent on the following five projects. A complete project listing is located in the Appendix.

Fernhill Natural Treatment System (NTS) Western Wetlands - $5.57 million The Western Wetlands will be located on the site of the existing materials handling (street sweepings) area. The planned construction sequence for NTS is to build the South Wetlands followed by the Western and then the Upper Wetlands. South Wetland construction is essentially complete. The Western Wetlands are scheduled to be built during FY 2016/17. Screened and de-gritted wastewater from the Hillsboro Facility will be added to Forest Grove Facility influent. Treated effluent from the Forest Grove Facility will flow through

Sanitary Sewer CIP FY 2017 - 2021

Budget

Project Type FY 17 FY 18 FY 19 FY 20 FY 21

Collection $14.8 $8.7 $6.4 $6.1 $5.8

Rehabilitation 2.2 2.6 3.5 2.5 1.8

Pump Stations 5.8 4.9 1.1 1.0 8.3

Treatment 34.0 49.2 35.3 46.4 39.3

Watershed Management 6.7 8.3 9.8 9.6 28.4

Support 3.6 1.7 0.9 1.0 0.5

Total $67.1 $75.4 $57.0 $66.6 $84.1

Projected

(in millions)

$-

$10

$20

$30

$40

$50

$60

$70

$80

$90

$100

FY 17 FY 18 FY 19 FY 20 FY 21

mill

ion

s


the nitrifying Western Wetlands. The Upper Wetlands will be constructed in future years to perform denitrification as needed. Flow from the Western and Upper Wetlands will pass into the South Wetlands and be discharged to the Tualatin River. Rock Creek West Secondary Clarifier - $3.95 million Improvements to West Secondary Clarifiers #1 to #4 to increase secondary clarifier capacity, improve process performance by alleviating denitrification issues, and extend service life of existing clarifier structures. This project will provide new energy dissipating inlet structures, new rotating mechanism, new mechanism bridge, new overflow trough and scum beach, new return activated sludge withdrawal, and modify clarifier floor slab per hydraulic modeling. Onion Flat Trunk Sewer Upgrade - $3.1 million The 2011 update of the Large Diameter Trunk Lines Rehabilitation Project identified five segments of the Onion Flat Trunk to be in poor structural condition due to corrosion damage, including visible reinforcement and exposed aggregate. These segments (#109 through #113 as referenced in the report) are included within the recommended projects, as pipe bursting (project # PB-1). CCTV reports show these segments are continuing to degrade and that other segments of the trunk are experiencing operational issues due to significant sags causing backwater and grease build-up. The existing pipe has adequate capacity for Sherwood's current needs. However, potential industrial growth in Sherwood's south end and future southerly extension of the UGB between Sherwood and Tualatin will require the trunk to be upsized within its useful life. Therefore, rather than rehab the existing pipe, an alternatives analysis has identified relocation as the preferred action to offset poor access, soil conditions and ease construction. Therefore approximately 5,260 linear feet of 18-inch sanitary sewer will be abandoned and a new 27-inch sanitary line will be constructed west of its current alignment through the Onion Flat Unit of the Tualatin River National Wildlife Refuge. The project will abandon the existing sewer in place. North Bethany Sewer Trunk Extension - $2.8 million Extension of the North Bethany Trunk (NBT) to the east was anticipated to occur with development. However, the Beaverton School District is in the planning stages for the construction of a new elementary school sited along Kaiser Road, scheduled to open for the 2017/2018 school year, which requires accelerating the implementation of the NBT. A preliminary alignment, profile and layout was developed as proof of concept showing the need for approximately 3900 linear feet of 21 inch pipe. The Project includes alternatives analysis to refine the alignment, design and permitting support to assist the District in constructing the NBT. The alternative analysis is nearly complete. Project costs are preliminary at this stage until an alignment is established. Durham Operations & Maintenance Building Rehab - $2.5 million The Durham O&M Building Remodel is being completed in phases using a CM/GC delivery approach. Phase 1a has been completed and Phase 1b is beginning construction. Phase 2 includes fully completing the interior and exterior renovation of the existing 32,000 square foot facility, as well as a construction a new conference room/Emergency Command Center. Major renovation elements include replacing the deteriorated building exterior and roof systems with new systems to extend the facility’s service life, upgrading the HVAC system to improve energy efficiency, improving fire alarm and sprinkler systems to Factory Mutual Insurance standards, add additional workspaces and Operations Control Center, improving conference and employee common space room utilization, renovating the existing laboratory and locker rooms spaces, and updating the building lighting systems energy efficiency.


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 2017-21 as shown below reflect a prioritized project list based upon available funding. As rates are steadily increased, the available fund balance will grow and the District can begin taking on more SWM projects.

Fiscal Year 2016-17 Of the $4.0 million in the capital budget for surface water management projects, $3.0 million, or 76%, will be spent on the following five projects. A complete project listing is located in the Appendix.

N Bethany Stormwater Projects - $2 million Since the adoption of the North Bethany Concept and Community Plan in Dec 2010, the District has funded design and construction of Regional Stormwater Approach Projects (RSAP) resulting in collection of the Regional Stormwater Management Charges (RSMC) from lots in the North Bethany area. This 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 facility(ies) and acquisition of land and/or easements per year.

Surface Water Management CIP FY 2017-2021

(in millions)

Budget

Project Type FY 17 FY 18 FY 19 FY 20 FY 21

Stormwater Management $3.2 $3.9 $3.7 $3.8 $3.3

Support 0.4 0.2 0.2 0.2 0.0

Watershed Management 0.4 0.5 0.3 0.3 0.1

Total $4.0 $4.6 $4.2 $4.3 $3.4

Projected

$0

$2

$4

$6

$8

$10

FY 17 FY 18 FY 19 FY 20 FY 21

mill

ion

s


Permits of Entry have been obtained for the purpose of gathering design data. Both permanent and temporary easements will be required to construct any projects. The District is currently engaged with the Developer of the parcel to coordinate improvements and negotiate needed easements. Easements negotiations and finalizations are expected in early FY17 for the Abbey Creek West Tributary Area Rock Creek Floodplain Mitigation - $290,000 The 105 acre enhancement project will restore the floodplain dominated by invasive grasses and link together high quality riparian forest along Rock Creek. The District has a permanent easement and a MOU with Portland Community College over the entire project area. Monitoring of the site's hydrology is in year 2 of the 3 year baseline study. The North Bethany Trunk is located in the Vegetative Corridor on the north side of Rock creek and is adjacent to the project area. Enhancement of the 2 projects will blend together. BPA power corridor extends through the project area and is the only infrastructure within the project area. This project will explore advanced wetland credit opportunities through a wetland mitigation bank to be used for future public infrastructure projects in North Bethany. This project will provide critical backwater habitat for ESA species and several Oregon Conservation Strategy species. It will include placement of large wood, native vegetation and invasive species management of areas impacted by agricultural use and will partner with PCC staff to integrate restoration management into Environmental Studies program. SWM Heavy Vehicle Replacement - $290,000 Replace the following vehicles: Program 8375 #203 box van with TV monitoring gear $125,000 (half funded by Sani Heavy Replacement for total vehicle cost of $250,000); Program 8383 #530 Tymco sweeper unit $165,000. Bethany Creek Enhancement Pilot- $250,000 The 5.9 acre project area extends 1,200 feet upstream, east of NW Kaiser Road, and has an average width of approximately 230 feet. The area was recently used for agricultural production and has narrow and uniformly constructed stream channel bisection the site. The site consists of a mix of pasture and invasive herbaceous vegetation and there are approximately 10 trees/shrubs along the project reach. The stream slope averages 4 percent. The valley cross slope is relatively steep and ranges from 2 to 15 percent. The existing stream channel is disconnected from the surrounding, narrow, floodplain. The flow for the 25 year return event is conveyed though the channel and does not reach the floodplain. This project is the implementation of a stormwater management strategy to incorporate natural features, landscape and vegetation, and restoration activities with structural stormwater practices to achieve stormwater management goals and objectives for quantity. The goal and objective of this project is to enhance existing natural areas and features while addressing flow augmentation to limit channel degradation, floodplain disconnection and erosion potential. Elks Water Quality Facility and Stream Enhancement - $200,000 In collaboration with the Elks Lodge Development, a regional water quality facility will be installed on the Elks property to treat upstream stormwater runoff. Additionally, a stream enhancement project will be constructed to provide increased flood storage, stream water quality, and habitat improvements. This project will see the removal of 0.60 acres of existing impervious area on the 2.34 acre lot, and the installation of 6,821 SF of LIDA planters. CWS will use this easement to construct a WQF designed to manage 5.6 cfs in 25 year storm event and with 1,882 SF of treatment area, help to store 0.82 cfs of runoff prior to being discharged into the Hall Creek tributary crossing the property. The project will also work to enhance approximately 175 LF of stream, increasing floodplain connectivity and habitat. This project presents unique opportunities for ecological uplift in the area, as well as outreach and partnership with a private organization to showcase Clean Water Service's positive impacts throughout the district.


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 taken steps over the last ten years to become more competitive with the private sector and other leading public wastewater and stormwater management agencies. A reduction in workforce and operational changes generated significant savings that have allowed the District to avoid sewer and surface water management rate increases or increase them by very little over the same period of time. Continued large investments in capital infrastructure necessitated by regulatory requirements and growth in customer base, however, have reduced cash reserves and revenue coverage to lower, yet still healthy, levels.

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 2016 (estimated). Major revenues and expenditures for the forecast period (FY 2017 - FY 2025) 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 1.5% annually due to customer usage. Staff estimates that 1.5% 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 1.5% annually plus a planned rate increase of 3.0% 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.

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 3% 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 plan. 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. The forecast indicates depletion of SWM funds if substantial reductions to SWM spending or rate increases in excess of those already forecasted were not made. The SWM capital project list was prioritized and selected projects will be included each year. 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 45.


Fund and Program Detail

Clean Water Services Clean Water Services FY 2015-16 Adopted Budget Page 60

Service SANITARY SEWER SURFACE WATER MANAGEMENT

Fund Number 101 102 106 107 108 111 112 114 115 201 206 207 208 212

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

Tualatin Basin

Water Supply

Capital Project

SWM

Operating

SWM Capital

Replacement

Fund

Capital

Reserves

SWM

LID

Construction

SWM

SWM

Construction

District Total

Resources:

Beginning fund balance 122,899,936$ 5,639,422$ -$ 43,000,079$ 1,685,851$ 24,827,431$ 52,353,388$ 594,155$ 368,062$ 7,438,788$ -$ 777,919$ 650,234$ 3,983,683$ 264,218,948$

Service charges 117,133,900 13,539,200 130,673,100

System development charges (SDCs) 21,799,700 200,600 22,000,300

Plan check fees 253,100 234,100 487,200

Septage charges 847,900 847,900

County/City contract maintenance 350,000 350,000

Erosion control fees 405,700 405,700

Grants, contributions, & assessments 300,000 164,400 - 464,400

Reimbursements from developers 2,085,000 95,000 2,180,000

Payments from third parties - - -

Refunds 5,000 - 5,000

Bond subsidy 1,534,200 1,534,200

Miscellaneous 895,800 50,000 6,900 212,500 75,000 50,000 1,290,200

Interest on investments 273,200 4,000 20,000 67,300 72,100 157,800 709,300 4,600 2,600 50,500 9,000 6,300 4,700 33,700 1,415,100

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

Subtotal 242,603,836 5,648,422 20,000 64,867,079 1,922,351 26,519,431 55,197,688 598,755 377,562 22,230,788 9,000 1,059,819 654,934 4,162,383 425,872,048

Transfers IN 9,461,200 - 5,000,000 - - 23,502,100 48,998,800 1,412,000 3,100 1,000,000 - 4,100,000 93,477,200

Total Resources 252,065,036$ 5,648,422$ 5,020,000$ 64,867,079$ 1,922,351$ 50,021,531$ 104,196,488$ 2,010,755$ 380,662$ 22,230,788$ 1,009,000$ 1,059,819$ 654,934$ 8,262,383$ 519,349,248$

Requirements:

Departmental:

Personnel services 40,060,400$ 40,060,400$

Materials & services 27,028,400 27,028,400

Capital outlay 423,800 423,800

Subtotal 67,512,600 67,512,600

Non-Departmental:

Capital construction (CIP) 2,580,000 2,942,000 50,000 61,482,000 10,000 364,000 25,000 3,563,000 71,016,000

Materials & services 544,700 4,890,000 461,600 50,000 - 100,000 10,000 218,900 - 50,000 6,325,200

Debt service - principal 14,735,000 565,000 15,300,000

Debt service - interest 10,119,131 847,010 10,966,141

Contingency 10,250,000 650,000 340,400 4,125,600 100,000 1,242,700 7,000,000 68,000 10,000 500,000 18,200 30,000 100,000 225,000 24,659,900 Unappropriated ending fund balance 122,762,636 108,422 1,276,000 30,240,579 1,722,351 23,924,700 35,614,488 530,745 350,662 7,050,688 626,800 929,819 529,934 4,424,383 230,092,207

Subtotal 203,649,936 5,648,422 5,020,000 34,366,179 1,922,351 50,021,531 104,196,488 2,010,755 380,662 7,769,588 1,009,000 959,819 654,934 8,262,383 425,872,048

Transfers OUT 48,415,100 30,500,900 - - 14,461,200 - 100,000 - 93,477,200

Total Requirements 252,065,036$ 5,648,422$ 5,020,000$ 64,867,079$ 1,922,351$ 50,021,531$ 104,196,488$ 2,010,755$ 380,662$ 22,230,788$ 1,009,000$ 1,059,819$ 654,934$ 8,262,383$ 519,349,248$

Net Increase (Decrease) in Fund Balance (137,300)$ (5,531,000)$ 1,276,000$ (12,759,500)$ 36,500$ (902,731)$ (16,738,900)$ (63,410)$ (17,400)$ (388,100)$ 626,800$ 151,900$ (120,300)$ 440,700$ (34,126,741)$

% Change -0.1% -98.1% -29.7% 2.2% -3.6% -32.0% -10.7% 100.0% -5.2% 19.5% -18.5% 11.1% -12.9%

CLEAN WATER SERVICESAll Funds Summary - Fund Budget Detail

Fiscal Year 2016-2017


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 benefitted properties Construction projects for benefitted 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

Tualatin Basin Water Supply Capital Project Fund

115 Partner Contributions & General Fund Transfers

Tualatin Basin Water Supply Capital Project

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 General Manager 010 8101

Legal Services 010 8102

Public Affairs 020 8110

Human Resources 020 8501

Information Technology 020 8305

ABC Building Maintenance 020 8507

Fleet Administration 050 8111

Finance Administration 050 8500

Risk & Benefits Management 050 8502

Purchasing 050 8503

Finance & Accounting 050 8504

Regulatory Affairs Department Administration 040 8210

Source Control Division 040 8212

Laboratory Services 040 8232

Watershed Management Department Administration 030 8233

Operations 030 8234

Conveyance Systems Department Administration 061 8201

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 Facility Maintenance 063 8383

TV/Flow Monitoring 063 8375

Wastewater Treatment Department Administration 071 8301

Operations Division Durham Operations 072 8311

Rock Creek Operations 073 8312

Hillsboro Operations 073 8314

Forest Grove Operations 073 8315

Technology Development & Research 074 8316

Mechanical Maintenance Division Durham Mechanical Maintenance 072 8361

Pump Station Maintenance 073 8343

Rock Creek Mechanical Maintenance 073 8344

Facilities Maintenance 074 8362

Reuse/Support Programs Biosolids/Support Program 074 8331

Engineering Services TPS Engineering 075 8211

Electrical & Instrumentation Division Durham E&I Maintenance 072 8351

FG/Hillsboro/Rock Creek E&I Maint. 073 8352

Control Systems 074 8353


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 2016-17.


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 2016-17 budget reflects a 3% increase in sewer services charges, which equates to a monthly charge of $42.01 for the average residential customer. Resources in the FY 2016-17 budget total $252.1 million; including service charges of $117.1 million, other revenues of $2.6 million, reimbursement for SWM operating costs of $9.5 million, and $122.9 million in anticipated fund balance carry over from the prior year. Operating expenditures in the FY 2016-17 budget total $67.5 million, including labor costs of $40.1 million, materials and services of $27.0 million and capital outlay of $0.4 million. The budget also includes transfers totaling $48.4 million to fund debt service principal and interest payments of $8.4 million, capital construction of $35 million, and replacement reserve of $5 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 2014 FY 2015 FY 2016 RESOURCES OR REQUIREMENTS: OBJECT FY 2017 FY 2017 FY 2017

ACTUAL ACTUAL BUDGET CATEGORY CODE PROPOSED APPROVED ADOPTED

RESOURCES

$35,986,163 $37,326,078 $38,980,900 Service Charges 40110 $40,577,600

55,952,950 58,290,568 60,296,500 City Service Payments 40120 63,449,700

9,857,722 11,053,525 11,800,600 Industrial/Commercial 40140 12,451,400

11,834 16,178 16,900 Water Usage Accounts 40130 31,100

1,336,861 816,390 1,280,600 Portland Customers 40150 624,100

$103,145,530 $107,502,738 $112,375,500 SERVICE CHARGES Subtotal $117,133,900 $0 $0

$195,029 $383,353 $342,400 Plan Check Fees 40190 $253,100

697,216 776,456 709,700 Septage Charges 40170 847,900

3,733 9,542 0 Sewer Field Services 40250 0

14,271 2,320 0 Fines and Penalties 46410 0

2,884,280 2,188,892 620,200 Miscellaneous Revenue 40200-42000 895,800

453,651 662,223 300,000 Grants/Contributions 43010-43040 300,000

TRANSFERS FROM:

8,520,015 8,703,592 9,314,200 Fund 201 - SWM Operating 49201 9,461,200

459,471 630,374 268,500 Investment Interest 44020 273,200

Unappropriated Reserves:

59,623,397 77,944,671 86,424,238 Beginning Balance 31100 122,899,936

$175,996,593 $198,804,161 $210,354,738 TOTAL RESOURCES $252,065,036 $0 $0


FUND 101 (continued)



REQUIREMENTS

DEPARTMENTAL

34,422,639 35,614,310 42,376,600 Personnel Services 44,556,900

(5,229,966) (5,411,664) (3,928,700) Less Capital Personnel Services (4,496,500)

24,615,393 23,670,893 25,727,900 Materials & Services 27,028,400

267,663 280,063 437,500 Capital Outlay 423,800

$54,075,729 $54,153,602 $64,613,300 Total Departmental $67,512,600 $0 $0

$264,615 $146,923 $426,300 Materials & Services Bad Debt Expense 52905 $431,600

79,215 80,392 111,700 Materials & Services Franchise Fees 52530 113,100

972,763 999,065 2,242,100 Non-Departmental Costs 52000 2,580,000

TRANSFERS TO:

300,000 300,000 300,000 Liability Reserve 57102 0

0 0 0 Replacement Reserve 57106 5,000,000

16,083,500 17,724,100 10,000,000 Revenue Bond Debt 57111 7,000,000

25,000,000 25,000,000 30,000,000 Capital Construction 57112 35,000,000

1,246,100 1,302,700 1,354,700 Revenue Pension Bond Fund 57114 1,412,000

30,000 5,000 3,100 Tualatin Water Supply Cap Proj Fund 57115 3,100

0 0 5,000 Tualatin Water Supply Cap Proj Fund 57115 0

RESERVES AND ENDING BALANCES:

0 0 10,109,000 Operating Contingency 58100 10,250,000

77,944,671 99,092,379 91,189,538 Ending Fund Balance 31100 122,762,636

$175,996,593 $198,804,161 $210,354,738 TOTAL REQUIREMENTS $252,065,036 $0 $0

$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

2013 Actual 2014 Actual 2015 Actual 2016 Budget 2017 Proposed

General Fund 101 Revenue & Expenditure 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 $7.75 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 2016-17 budget total $22.2 million; including service charges of $13.5 million, other revenues of $1.3 million, and $7.4 million in anticipated fund balance carry over from the prior year.

Expenditures in the FY 2016-17 budget are primarily attributable to a transfer of approximately $9.5 million to the General Fund (Fund 101) to reimburse for operating expenses, a transfer of $4 million to the SWM Construction Fund (Fund 212) to fund capital projects, and a transfer of $1 million to establish the SWM Capital Replacement Fund (Fund 206).

The District continues to increase rates by 50 cents per year and the FY 2016-17 budget has prioritized capital projects to help stabilize reserves going forward. Adequate reserves will be 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

$6,708,093 $7,292,970 $8,000,100 CWS Customers 40110 $8,544,600

3,845,301 4,223,208 4,492,800 City Customers 40120 4,994,600

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

224,669 272,168 227,000 Erosion Control Fees 40280/40290 405,700

90,452 161,413 157,000 Inspection 40200 112,500

188,965 383,203 276,800 Plan Check Fees 40190 234,100

301,625 941,413 50,800 Miscellaneous Revenue 40380 100,000

30,414 37,077 49,600 Interest on Investments 44020 50,500

4,239,921 4,706,751 4,808,408 Beginning Balance 7,438,788

$15,979,440 $18,368,203 $18,412,508 TOTAL RESOURCES $22,230,788 $0 $0


SURFACE WATER MANAGEMENT OPERATING FUND (continued)



REQUIREMENTS:

Transfer to General Fund 101:

Administrative Costs

$1,052,600 $1,062,398 $1,157,300 Business Operations 81XX $1,223,100

88,496 87,292 93,500 Conveyance Systems Administration 8201 110,200

96,569 102,274 129,200 Capital Projects Administration 8224 132,600

902,026 1,010,052 1,121,000 Development Related Services 8225 1,115,200

97,198 98,542 143,000 Systems Delivery Planning 8226 142,700

Programmatic Costs

329,555 327,332 364,400 Laboratory Services 8232 367,400

70,096 77,836 83,100 Watershed Administration 8233 86,300

371,800 363,837 433,900 Source Control 8212 393,000

256,353 255,497 277,900 Field Operations Division Admin 8370 266,300

464,253 466,258 528,100 Regulatory Affairs Admin 8210 585,500

637,388 709,006 737,300 Watershed Operations 8234 707,900

1,890,088 1,915,855 1,993,700 SWM Facility Maintenance 8383 2,043,500

2,263,591 2,227,412 2,251,800 System Repair/Maintenance/Flow Monitoring8371/8373/8375 2,287,500

$8,520,015 $8,703,592 $9,314,200 Transfer to General Fund 57101 $9,461,200 $0 $0

Materials & Services:

$35,064 $26,174 $162,400 Bad Debt Expense 52905 $164,400

17,611 19,408 53,800 Franchise Fees 52530 54,500

2,700,000 3,250,000 3,000,000 Transfer to Fund 212 57212 4,000,000

0 0 0 Transfer to Fund 206 57206 1,000,000

0 0 476,500 Contingency 58100 500,000



$-

$4,000,000

$8,000,000

$12,000,000

$16,000,000

2013 Actual 2014 Actual 2015 Actual 2016 Budget 2017 Proposed

SWM Fund 201 Revenue & Expenditure 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. These funds are:

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 system collection, and planning and support projects 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 finances the Tualatin Basin Water Supply Project, which is a joint project to provide additional water volume to enable continued compliance with water quality requirements, from a combination of partner contributions, grants, and transfers from the General Fund 101.


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 benefitted 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.

LOCAL IMPROVEMENT DISTRICT CONSTRUCTION FUND SUMMARY

FUND 108



RESOURCES:

$178,909 $0 $235,000 Assessment Principal 46010 $235,000


13,497 24,270 35,600 Interest on Assessments 44040 36,200

(28,489) 0 (69,700) Incentives 46015 (70,600)


$1,823,576 $1,650,768 $2,057,111 TOTAL RESOURCES $1,922,351 $0 $0

REQUIREMENTS:

LOCAL IMPROVEMENT DISTRICT (LID) PROJECT DETAIL EXPENDITURES:

$207,365 $216 $50,000 New Projects (LID Support) 6273 $50,000

$207,365 $216 $50,000 PROJECT COSTS - SUBTOTAL $50,000 $0 $0

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

0 0 100,000 Contingency 58100 100,000




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. Benefitted 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 2014 FY 2015 FY 2016 RESOURCE OR REQUIREMENTS OBJECT FY 2017 FY 2017 FY 2017ACTUAL ACTUAL BUDGET CATEGORY CODE PROPOSED APPROVED ADOPTED

RESOURCES:

$5,026 $5,049 $4,100 Interest on Investments 44020 $4,200

0 0 500 Interest on Assessments 44040 500

665,559 670,585 675,085 Beginning Balance 31100 650,234

$670,585 $675,634 $679,685 TOTAL RESOURCES $654,934 $0 $0

REQUIREMENTS:

$0 $0 $15,000 Capital Outlay 55300 $25,000

$0 $0 $15,000 PROJECT COSTS - SUBTOTAL $25,000 $0 $0

0 0 100,000 Contingency 58100 100,000

670,585 675,634 564,685 Ending Fund Balance 31100 529,934

$670,585 $675,634 $679,685 TOTAL REQUIREMENTS $654,934 $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, and related support projects and studies are financed from a combination of revenue bond proceeds, sanitary system development charges (SDC) revenues, and cash transfers from the District’s General Fund. The primary budgeted expenditures for this fund consist of the projects included in the first year of the District’s FY 2017 – 2021 five-year capital improvements program (CIP).

MASTER PLAN UPDATE CONSTRUCTION FUND SUMMARY

FUND 112

FY 2014 FY 2015 FY 2016 RESOURCE OR REQUIREMENTS OBJECT FY 2017 FY 2017 FY 2017


RESOURCES:

$25,000,000 $25,000,000 $30,000,000 Transfer from Fund 101 49101 $35,000,000

2,154,700 3,130,920 13,346,000 Transfer from Fund 107 49107 13,998,800

0 0 53,500,000 Bond Sale Proceeds 46200 0

534,910 1,323,356 1,466,700 Contributions-City or Developer 47010 1,485,000

245 10,470 1,276,900 Miscellaneous Revenue 40380 50,000

29,380 39,767 1,275,000 Grants/Contributions 43030 600,000



$111,335,073 $97,321,645 $152,148,254 TOTAL RESOURCES $104,196,488 $0 $0

REQUIREMENTS:

CIP PROJECT EXPENDITURES:

$33,556,056 $30,098,226 $36,915,000 Treatment Facilities 55300 $37,805,000

7,995,481 7,085,567 14,276,300 Collection and Capital 55800 16,962,000

2,405,864 6,327,564 8,565,000 Planning and Support Projects 55400 6,715,000

$43,957,401 $43,511,357 $59,756,300 PROJECT COSTS - SUBTOTAL $61,482,000 $0 $0

$55,000 $0 $1,100,000 Materials and Services 52240 $100,000

0 0 2,000,000 Transfer to Fund 111 - Debt Reserve from Proceeds57111 0

0 0 5,975,600 Contingency 58100 7,000,000




Surface Water Management (SWM) Construction Fund 212 This fund was established to manage the capital investments and related costs for the Surface Water Management program in a manner similar to the way that Fund 112 is used for the sanitary sewer system. The budget for FY 2016-17 is based on the first year of the Capital Improvements Program (CIP) for FY 2017-2021. The funding sources for FY 2016-17 budgeted project expenditures come from the beginning fund balance and transfers from the Storm and Surface Water Management Fund - 201 and the SWM Capital Reserve Fund - 207.

The SWM Program has more capital project needs than cash available to support. The District prioritized projects and limited the amounts included in the CIP for FY 2016-2017 to build and stabilize reserves in future years.

SWM PROJECTS AND CONSTRUCTION FUND

FUND 212



RESOURCES:


200,000 200,000 100,000 Transfer from Fund 207 49207 100,000

9,856 62,850 1,420,000 Reimbursements from developers 47010 95,000

0 0 158,300 Other charges 46400 50,000


1,792,692 2,429,462 1,926,461 Beginning Fund Balance 31100 3,983,683

$4,721,245 $5,970,018 $6,637,861 TOTAL RESOURCES $8,262,383 $0 $0

REQUIREMENTS:

$2,291,783 $2,038,235 $3,971,000 CIP Project Expenditures $3,563,000

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

0 0 225,000 Contingency 58100 225,000




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 include the District, the Cities of Hillsboro and Beaverton, the Tualatin Valley Water District and the U.S. Bureau of Reclamation. The District is serving as the Project Manager with an estimated 31% share in the project costs. Due to changes in make-up of the partners, this project is in the process of being phased out while final wrap-up work is completed. 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:

$11,378 $1,891 $6,890 Contributions from partners 47010 $6,900

30,000 5,000 3,100 Transfer from Fund 101 49101 3,100

0 0 5,000 Transfer from Fund 101 49101 0

2,054 0 0 Rental Income 0



$384,329 $378,218 $387,989 TOTAL RESOURCES $380,662 $0 $0

REQUIREMENTS:

$0 $0 $10,000 Materials and Services 52240 $10,000

16,521 2,746 10,000 Project Costs - Capital Outlay 55400 10,000

0 0 5,000 Contingency 58100 10,000


$384,329 $378,218 $387,989 TOTAL REQUIREMENTS $380,662 $0 $0


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

Liability Reserve Fund - 102

Sanitary Capital Replacement Fund – 106

Surface Water Management Capital Replacement Fund - 206

Sanitary Capital Reserve Fund - 107

Surface Water Management Capital Reserve Fund - 207 Information about the condition and purpose of each fund is included in the following pages.


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 $1,000,000 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 $3,500,000

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. The Board approved formation of the captive insurance company is the largest budgeted requirement, with $4 million being transferred to fund its formation.

LIABILITY RESERVE FUND SUMMARY

FUND 102



RESOURCES:

$300,000 $300,000 $300,000 Transfer from Fund 101 49101 $0

11,066 93 6,100 Payments from 3rd Parties 46300 0

27,383 0 29,000 Workers Compensation Refunds 46320 5,000

6,485 49,766 0 Insurance Reimbursement 46310 0



$5,141,493 $5,457,337 $5,691,491 TOTAL RESOURCES $5,648,422 $0 $0

REQUIREMENTS:

$0 $24,843 $50,000 Workers Comp Medical Claims 52770 $50,000

0 0 25,000 Materials & Svcs - Dental Reserve 52710 0

Materials & Services:

31,964 18,539 350,000 Legal 52710 350,000

7,954 33,881 250,000 Property 52720 350,000

5,996 0 50,000 Automobile/vehicle-liability 52725 50,000

9,999 0 35,000 Automobile/vehicle-collision 52730 40,000

17,588 27,852 50,000 Non - Clean Water Services 52735-52750 50,000

0 0 0 Captive Insurance 4,000,000

0 0 335,000 Contingency 58100 650,000

5,067,991 5,352,222 4,546,491 Ending Fund Balance 31100 108,422



Sanitary Sewer Capital Replacement Fund 106 The Sanitary Capital Replacement Fund is being established in FY 2016-17 for the purpose of 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 General Fund (Fund 101).

CAPITAL REPLACEMENT FUND SUMMARY

FUND 106



RESOURCES:

$0 $0 $0 Transfer from Fund 101 49101 $5,000,000

0 0 0 Interest on Investments 44020 20,000

0 0 0 Beginning Balance 31100 0

$0 $0 $0 TOTAL RESOURCES $5,020,000 $0 $0

REQUIREMENTS:

$0 $0 $0 Capital Outlay 55000 $2,942,000

0 0 0 Non Departmental Materials & Services 52000 461,600

0 0 0 Contingency 58100 340,400

0 0 0 Ending Fund Balance 31100 1,276,000

$0 $0 $0 TOTAL REQUIREMENTS $5,020,000 $0 $0


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

SWM CAPITAL REPLACEMENT FUND SUMMARY

FUND 206



RESOURCES:

$0 $0 $0 Transfer from Fund 201 49201 $1,000,000

0 0 0 Interest on Investments 44020 9,000

0 0 0 Beginning Balance 31100 0

$0 $0 $0 TOTAL RESOURCES $1,009,000 $0 $0

REQUIREMENTS:

$0 $0 $0 Capital Outlay 55000 $364,000

0 0 0 Non Departmental Materials & Services 52000 0

0 0 0 Contingency 58100 18,200

0 0 0 Ending Fund Balance 31100 626,800

$0 $0 $0 TOTAL REQUIREMENTS $1,009,000 $0 $0


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. Revenues slowed significantly during the five-year period of 2007 through 2011, reaching a low of $7.25 million in FY 2011. Development activity has increased in recent years and revenue is anticipated to continue gradually increasing as the population and commercial development increases over the next four to five years. Some large industrial customers opt to make payments on a deferred basis as is permitted by longstanding policy. The deferral is for two years, but at the end of the two-year period, the SDC is based on the actual flow for the immediately preceding six months. This option, while used rarely, is often chosen by the largest customers and has the effect of delaying the appearance of significant new revenues. The sanitary sewer SDC is proposed to increase from $5,100 to $5,300 per Equivalent Dwelling Unit (EDU) to more accurately reflect the cost of construction.

CAPITAL RESERVE FUND SUMMARY

FUND 107



RESOURCES:

REIMBURSEMENT

$3,342,534 $4,556,085 4,810,700 CWS 41010 6,435,800

6,730,891 7,132,853 7,524,400 Cities 41020 10,066,300

3,251,973 200,709 93,800 City Industrial 41110 400,000

IMPROVEMENT

1,787,811 2,333,355 1,202,700 CWS - District Wide 41200 1,609,000

213,602 327,831 262,200 CWS - Local 41205 389,800

3,752,193 3,993,600 1,881,100 Cities 41210 2,516,600

1,851,111 114,248 52,800 City Industrial 41310 382,200

50,000 0 0 Miscellaneous Revenue 40380 0



$53,652,787 $61,876,736 $58,576,394 TOTAL RESOURCES $64,867,079 $0 $0

REQUIREMENTS:

$8,730,800 $10,990,080 $12,335,100 Transfer to Fund 111 57111 16,502,100

2,154,700 3,130,920 13,346,000 Transfer to Fund 112 57112 13,998,800

0 0 3,852,200 Contingency 58100 4,125,600




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 proposed to increase in FY 2016-17 from $500 to $510 per Equivalent Service Unit (ESU) to more appropriately reflect the cost of SWM capital projects.

CAPITAL RESERVE STORM AND SURFACE WATER MANAGEMENT FUND SUMMARY

FUND 207



RESOURCES:

Connection Fees

$40,142 $32,899 $20,800 Quality 41410 $37,900

160,173 271,391 240,900 Quantity 41400 162,700

60,000 45,000 75,000 Fees in Lieu Received 41413 75,000



$637,872 $791,132 $811,827 TOTAL RESOURCES $1,059,819 $0 $0

REQUIREMENTS:

$0 $0 $0 Capital Outlay 55000 $0

200,000 200,000 100,000 Transfer to Fund 212 57212 100,000

0 0 30,000 Contingency 58100 30,000


$637,872 $791,132 $811,827 TOTAL REQUIREMENTS $1,059,819 $0 $0


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

Master Plan Update Service Fund - 111

Revenue Pension Bond Fund - 114 As of June 30, 2016, principal outstanding on sewer revenue bond debt is $209,690,000 and $14,000,000 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, 2010A, 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, 2015 was 3.67 for Senior bonds. The District has no subordinate debt outstanding as of June 30, 2015.

MASTER PLAN UPDATE DEBT SERVICE FUND SUMMARY

FUND 111



RESOURCES:


0 0 2,000,000 Transfer from Fund 112 49112 0

8,730,800 10,990,080 12,335,100 Transfer from Fund 107 49107 16,502,100


0 0 0 Bond Proceeds 46200 0

1,550,026 1,555,131 1,557,100 Series 2010B Build America Bond Subsidy 43050 1,534,200


$42,733,654 $48,345,103 $44,837,286 TOTAL RESOURCES $50,021,531 $0 $0

REQUIREMENTS:

Series 2004 ($26,455,000)

3,310,000 3,480,000 3,660,000 Principal 56100 3,860,000

651,550 481,800 298,725 Interest 56105 101,325

Series 2009A ($58,755,000)

2,535,000 2,625,000 2,735,000 Principal 56100 2,845,000

2,805,238 2,714,713 2,607,513 Interest 56105 2,495,913

Series 2010A ($8,895,000)

2,850,000 2,965,000 3,080,000 Principal 56100 0

299,950 198,475 77,000 Interest 56105 0

Series 2010B ($90,260,000)

0 0 0 Principal 56100 3,300,000

4,791,823 4,791,823 4,791,823 Interest 56105 4,726,318

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

2,590,000 2,640,000 2,775,000 Principal 56100 2,915,000

1,287,650 1,195,750 1,060,375 Interest 56105 918,125

Series 2011B ($50,000,000)

1,655,000 1,700,000 1,755,000 Principal 56100 1,815,000

2,038,087 1,991,900 1,940,075 Interest 56105 1,877,450

0 0 200,000 Bond Issuance Costs 56105 0

0 0 1,239,000 Contingency 58100 1,242,700

Ending Fund Balance

13,562,598 13,562,598 14,990,966 Restricted - Debt Reserve 31100 12,990,965

4,356,758 9,998,044 3,626,809 Unrestricted 31100 10,933,735



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 has elected to fund this liability through the sale of bonds at historically low market rates.

REVENUE PENSION BOND FUND

FUND 114



RESOURCES:




$1,832,681 $1,893,744 $1,947,418 TOTAL RESOURCES $2,010,755 $0 $0

REQUIREMENTS:

Series 2004 Revenue Pension Bond

$330,000 $405,000 $480,000 Principal 56100 $565,000

916,063 897,678 874,711 Interest 56105 847,010

0 0 67,700 Contingency 58100 68,000




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 General Manager The Office of the General Manager (OGM) 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’ Citizen Advisory Commission (CWAC). The OGM is also responsible for overall management and administration of District operations, intergovernmental coordination with partner cities, Washington County, and other jurisdictions.

Legal Services The constantly changing legal and regulatory environment faced by Clean Water Services provides challenges that are addressed by in-house legal counsel. 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 on enforcement, contract, real property, environmental, regulatory, municipal law and various other legal issues. Legal services reports directly to the General Manager. 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 interests, 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 Endangered Species Act (ESA). Program activities include: Board of Directors communication and coordination of the Board-appointed Clean Water Advisory Commission (CWAC); coordination of 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 coordinating volunteer activities with key watershed stakeholder groups; coordinating research services to assess customer values, knowledge and satisfaction with District services; managing and developing District-wide communication and marketing strategy; and coordinating Congressional and Legislative affairs strategies. Human Resources The Human Resources (HR) program provides for planning, developing, and implementing employee related processes and programs that allow Clean Water Services to remain competitive while encouraging a team-oriented, quality work environment. Some of the HR program responsibilities include: acting as staff consultants to management and supervisory personnel relating to HR issues; recruitment, selection, and new employee orientation; administration of the compensation and classification plans; labor relations to include contract interpretation and dispute resolution; employee training and development and performance evaluations; administration of human resources related policies and procedures; District compliance with state and federal laws pertaining to employees.


Information Technology Division The Information Technology (IT) Division develops and manages the strategic direction of Clean Water Services’ information systems by partnering with all other work groups to identify needs and bring solutions to bear that enable organizational excellence and operational efficiency. Division activities include technology vision and direction, infrastructure selection, procurement, installation and support; end-user device selection, installation and support; software selection, installation and support; internet capabilities; and information technology vendor management. For the past several years, the District has had a strategic goal share focusing on improving business processes. Recently the District formed a cross-departmental team, led by the Information Technology Division Manager, which will be learning and utilizing some additional tools for analysis and problem solving. These tools are often referred to as LEAN, Six Sigma, or Structured Process Improvement. The primary focus is process improvement and efficiency, working smarter, to eliminate wasteful process steps, and rework that can free up valuable employees to focus on the District's expanding responsibilities. Finance & Accounting The Finance and Accounting program is responsible for strategic financial planning and direction, and financial accounting and reporting. Finance and Accounting provides services related to external financial reporting through the Comprehensive Annual Financial Report (CAFR), general ledger accounting, internal financial reporting, accounts payable and receivable, payroll, and utility billing and collections. This group also manages budget planning, development, and administration; capital improvement plan development and project accounting; rate analysis; financial forecasting and planning; and bond issuance and debt management. Risk & Benefits The Risk and Benefits program includes risk analysis and reporting, loss prevention, safety training, and employee benefits administration. Fleet & Purchasing The Fleet & Purchasing program includes purchasing and outfitting of vehicles, and service and maintenance, while ensuring the efficient operation of all District motor vehicles to include light, medium, and heavy vehicles and equipment. Fleet and Purchasing also provides a determination and disposal of all surplus property. Fleet & Purchasing provides services related to procurement of equipment, goods and services, and supplies, while ensuring District compliance with purchasing rules and regulations. Some Districtwide or commonly used contracts are administered and managed in Fleet and Purchasing. Administrative Building Complex Building The Administrative Building Complex (ABC) Building program provides for the maintenance of the ABC and Field Operations facilities.


BUSINESS SERVICES DEPARTMENT

POSITION AND SALARY EXPENSE - DEPARTMENT SUMMARY

FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017

CLASSIFICATION TITLE ACTUAL ACTUAL BUDGET EST ENDING PROPOSED SALARY

Office of the General Manager - 8101 5.00 5.00 6.00 6.00 5.00 1,045,400$

Legal Services - 8102 3.00 3.00 3.00 3.00 3.00 549,500$

Public Affairs - 8110 6.00 6.00 6.00 6.00 7.00 975,000$

Human Resources - 8501 4.00 4.00 4.00 4.00 4.00 658,600$

Information Technology - 8305 13.00 14.00 14.00 14.00 14.00 2,120,100$

Business Operations Administration - 8500 2.00 2.00 2.00 2.00 2.00 352,300$

Finance & Accounting - 8504 10.55 10.55 10.55 10.55 11.00 1,211,600$

Risk & Benefits - 8502 2.00 2.00 2.00 2.00 2.00 270,000$

Fleet & Purchasing - 8111 & 8503 2.00 2.00 2.00 2.00 2.00 224,000$

Total FTEs 47.55 48.55 49.55 49.55 50.00 7,406,500$

DEPARTMENT TOTALS - PERSONNEL SERVICES

OBJECT CODE DESCRIPTION

OBJECT

CODE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

BUDGET

FY 2016

EST ENDING

FY 2017

PROPOSED

Change from

FY16 Budget

Full Time Reg Salaries 51110 4,455,406 4,492,355 5,011,300 4,678,513 5,177,700

Temporary 51130 97,327 71,325 131,400 140,533 275,300

Overtime 51140 5,511 7,656 27,500 13,856 27,500

Out of Class Straight Time 51170 0 0 0 0 0

Other Personnel Expense 51600 1,416,290 1,393,869 1,894,800 1,518,322 1,847,800

Unemployment Insurance 51730 14,299 7,043 50,000 10,000 50,000

Tuition Reimbursement 51761 2,106 0 0 0 0

Other Employee Allowances 51900 243 292 400 300 400

Automobile Allowance 51910 10,230 11,160 11,300 7,500 11,300

Mobile Computing Allowance 51915 21,155 21,061 16,500 19,326 16,500

PERSONNEL SERVICES SUBTOTAL 6,022,568$ 6,004,761$ 7,143,200$ 6,388,350$ 7,406,500$ 3.7%


DEPARTMENT TOTALS - MATERIALS & SERVICES


OBJECT

CODE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

BUDGET

FY 2016

EST ENDING

FY 2017

PROPOSED

Change from

FY16 Budget

Electricity 52110 143,433 148,679 140,000 135,000 140,000

Water 52120 8,005 11,040 12,000 12,000 12,000

Natural Gas 52130 49,136 35,192 45,000 35,000 40,000

Garbage 52140 4,160 4,347 4,000 4,000 4,000

Surface Water Management Charge 52150 3,104 2,635 2,600 2,600 2,600

Other Utility Services 52160 1,260 1,725 1,000 3,000 2,500

Contracted Services 52205 516,919 518,620 579,800 546,700 563,300

Engineering Services 52210 0 0 0 0 0

Landscape Services 52215 55,720 68,351 65,000 55,000 60,000

Audit & Accounting Services 52220 46,750 45,000 46,300 46,300 47,600

Legal Services 52230 0 0 0 0 0

Professional Services 52240 329,705 337,376 664,400 540,126 674,400

Recording Fees 52250 0 0 0 0 0

Laundry 52260 0 0 0 0 0

Other Government Services 52270 1,334,029 1,400,646 1,486,200 1,524,892 1,615,400

Office Supplies 52305 37,217 16,171 20,700 13,926 20,200

Operating Supplies 52310 10,913 11,782 15,600 16,600 15,600

Gas, Oil, Lubrication 52315 2 0 0 0 0

Janitorial Supplies 52320 10,226 13,476 11,000 12,000 12,000

Tech & Scientific Supplies 52325 0 366 0 0 0

Repair & Maintenance Supplies 52330 0 0 0 0 0

Construction & Bldg Supplies 52335 12,175 89,213 20,000 35,000 30,000

Parts - Equipment 52340 0 0 0 0 0

Small Tools 52350 13,602 7,512 14,600 10,100 14,600

Safety Equipment 52360 1,397 2,458 5,400 5,400 5,400

Postage & Freight 52375 184 779 3,000 2,100 3,000

Software Expensed 52380 1,367 677 0 200 0

Computer Equipment 52385 27,081 39,545 17,100 25,213 0

Dues & Memberships 52405 84,731 111,060 89,800 90,701 121,900

Books, Subscriptions & Publications 52410 69,987 69,333 59,000 56,072 59,500

Tri Met Subsidy 52420 25,876 26,789 30,500 26,143 30,500

Software Licenses & Support 52425 316,677 519,290 472,300 460,800 468,900

Publication Notices 52430 16,765 9,059 20,700 20,000 21,200

Printing & Duplicating 52435 165,212 48,890 57,700 54,734 57,600

Telecom Internal 52440 128,964 6,733 0 0 0

Telephone Service 52445 103,338 238,171 250,000 250,000 250,000

Pager Services 52450 0 0 0 0 0

Land & Building Rent 52470 0 0 0 0 0

Fueling Contract 52475 3,718 2,361 4,400 3,603 4,700

Training & Education 52480 49,671 79,704 107,200 56,063 108,100

Travel Expense 52485 58,356 69,827 58,900 68,696 78,400

Fleet Charges 52486 4,324 5,667 4,400 2,400 6,300

Private Mileage 52487 8,286 9,879 9,000 8,155 8,800

Other Materials & Services 52495 126,876 118,783 242,400 223,973 229,000

Permits, Licenses & Fees 52500 17 106 500 700 500

Public Information 52505 0 0 0 0 0

Taxes, Assmts, Liens 52510 826 0 0 0 0

Bank Service Charges 52515 6,048 6,155 10,000 10,000 10,000

Bond Trustee Fees 52550 3,320 3,370 5,000 5,000 5,000

Equipment Rental 52605 13,540 3,383 0 0 1,000

Repair & Maintenance Services 52610 285,601 206,970 267,500 285,000 292,500

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

Computer R&M 52630 600 0 0 0 0

Insurance 52705 708,060 724,707 760,000 760,000 1,040,000

MATERIALS & SERVICES SUBTOTAL 4,787,177$ 5,015,825$ 5,603,000$ 5,407,197$ 6,056,500$ 8.1%

CAPITAL OUTLAY SUBTOTAL 21,052 10,246 0 0 0 0.0%

TOTAL EXPENDITURE 10,830,796$ 11,030,832$ 12,746,200$ 11,795,547$ 13,463,000$ 5.6%



POSITION AND SALARY EXPENSE OFFICE OF THE GENERAL MANAGER 8101

Total

FY 2014 FY 2015 FY 2016 FY 2017 Represented

ACTUAL ACTUAL BUDGET PROPOSED or

FTE Non-Rep

1.00 1.00 1.00 1.00 Deputy General Manager 14 Non

1.00 1.00 1.00 1.00 General Manager Non

2.00 2.00 3.00 2.00 Administrative Associate 3 Non

1.00 1.00 1.00 1.00 Executive Assistant 6 Non

5.00 5.00 6.00 5.00 TOTAL PERSONNEL

Operating



FTE Non-Rep






Capital



FTE Non-Rep






CLASSIFICATION TITLE



SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8101 OFFICE OF THE GENERAL MANAGER

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

BUDGET OBJECT CODE DESCRIPTION

OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED

617,005 629,656 701,200 Full Time Reg Salaries 51110 652,900

8,133 7,843 0 Temporary 51130 124,800

1,230 1,588 0 Overtime 51140 0

0 0 0 Out of Class Straight Time 51170 0

163,504 165,852 279,700 Other Personnel Expense - FT Reg only 51600 239,400

Other Personnel Expense - All Other 51600 22,100

0 0 0 Tuition Reimbursement 51761 0

0 0 0 Other Employee Allowances 51900 0

3,410 3,720 3,800 Automobile Allowance 51910 3,800

2,880 2,880 2,400 Mobile Computing Allowance 51915 2,400

796,162$ 811,538$ 987,100$ 1,045,400$ -$ -$

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

33,211 33,079 40,200 Contracted Services 52205 40,200

0 0 0 Engineering Services 52210 0

0 0 0 Audit & Accounting Services 52220 0

0 0 0 Legal Services 52230 0

442 110 25,000 Professional Services 52240 25,000

0 0 0 Recording Fees 52250 0

0 0 0 Laundry 52260 0

409,366 415,829 452,000 Other Government Services 52270 467,000

439 106 1,500 Office Supplies 52305 1,500

8,405 9,549 12,000 Operating Supplies 52310 12,000

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

95 0 0 Small Tools 52350 0

0 0 0 Safety Equipment 52360 0

14 0 0 Postage & Freight 52375 0

0 0 0 Software Expensed 52380 0

2,734 4,246 0 Computer Equipment 52385 0

71,113 95,272 70,000 Dues & Memberships 52405 100,000

1,536 1,833 2,000 Books, Subscriptions & Publications 52410 2,000

0 0 0 Software Licenses & Support 52425 0

0 0 0 Publication Notices 52430 0

0 105 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

0 0 0 Fueling Contract 52475 0

5,415 11,584 8,000 Training & Education 52480 8,000

19,513 27,409 18,000 Travel Expense 52485 30,000

0 0 0 Fleet Charges 52486 0

518 1,354 1,200 Private Mileage 52487 1,200

3,411 4,765 23,000 Other Materials & Services 52495 10,000

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

556,212$ 605,242$ 652,900$ 696,900$ -$ -$

0 0 0 0

1,352,374$ 1,416,780$ 1,640,000$ 1,742,300$ -$ -$

MATERIALS & SERVICES SUBTOTAL

CAPITAL OUTLAY SUBTOTAL

TOTAL EXPENDITURE

PERSONNEL SERVICES SUBTOTAL



POSITION AND SALARY EXPENSE LEGAL SERVICES 8102

Total



FTE Non-Rep

1.00 0.10 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



EXPENDITURE SUMMARY 8102 LEGAL SERVICES

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 0 0 Temporary 51130 0

0 0 1,400 Overtime 51140 1,400



Other Personnel Expense - All Other 51600 200

0 0 0 Tuition Reimbursement 51761



840 840 800 Mobile Computing Allowance 51915 800

490,536$ 511,906$ 538,300$ 549,500$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0



0 0 20,000 Contracted Services 52205 13,500




7,831 13,372 30,000 Professional Services 52240 30,000


0 0 0 Laundry 52260 0

115 52 0 Other Government Services 52270 0

218 307 300 Office Supplies 52305 300

0 28 0 Operating Supplies 52310 0







398 0 0 Small Tools 52350 0




1,497 974 0 Computer Equipment 52385 0












4,101 3,475 2,300 Travel Expense 52485 2,300


1,133 1,211 1,000 Private Mileage 52487 1,000

388 2,514 300 Other Materials & Services 52495 500







0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

26,043$ 28,011$ 63,300$ 56,900$ -$ -$

0 0 0 0

516,579$ 539,918$ 601,600$ 606,400$ -$ -$ TOTAL EXPENDITURE






POSITION AND SALARY EXPENSE PUBLIC AFFAIRS 8110

Total



FTE Non-Rep

1.00 1.00 1.00 1.00 Graphics Specialist 5 Non

1.00 1.00 1.00 1.00 Gov't & Public Affairs Manager 10 Non

1.00 0.00 0.00 1.00 Public Affairs Specialist 5 Non

2.00 1.00 1.00 1.00 Public Involvement Coordinator 7 Non

0.00 2.00 2.00 2.00 Sr Public Affairs Specialist 6 Non

1.00 1.00 1.00 1.00 Communications Supervisor 7 Non



PUBLIC AFFAIRS Operating



FTE Non-Rep









PUBLIC AFFAIRS Capital



FTE Non-Rep











SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8110 PUBLIC AFFAIRS

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


13,430 28,204 61,400 Temporary 51130 59,500

2,496 3,256 6,600 Overtime 51140 6,600






0 0 0 Automobile Allowance 51910 0


634,997$ 678,501$ 858,600$ 975,000$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0



22 0 0 Contracted Services 52205 0






0 0 0 Laundry 52260 0

52,994 55,810 60,000 Other Government Services 52270 60,000

1,935 292 1,500 Office Supplies 52305 1,500

720 0 1,100 Operating Supplies 52310 1,100







641 0 0 Small Tools 52350 0


0 296 1,000 Postage & Freight 52375 1,000


765 6,138 3,000 Computer Equipment 52385 0


2,151 722 2,500 Books, Subscriptions & Publications 52410 2,500



160,420 44,210 48,900 Printing & Duplicating 52435 48,900







9,873 9,165 6,100 Travel Expense 52485 9,300

39 101 400 Fleet Charges 52486 300

2,825 2,606 2,000 Private Mileage 52487 2,000








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

457,232$ 391,443$ 578,800$ 580,100$ -$ -$

0 0 0 0

1,092,229$ 1,069,944$ 1,437,400$ 1,555,100$ -$ -$ TOTAL EXPENDITURE






POSITION AND SALARY EXPENSE HUMAN RESOURCES 8501

Total



FTE Non-Rep

1.00 1.00 1.00 1.00 Human Resources Manager 10 Non

1.00 1.00 1.00 1.00 Human Resources Analyst 6 Non

2.00 2.00 2.00 2.00 Sr Human Resources Analyst 7 Non


Operating



FTE Non-Rep





Capital



FTE Non-Rep








SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8501 HUMAN RESOURCES

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


53,008 22,623 50,000 Temporary 51130 50,000

0 0 0 Overtime 51140 0




14,299 7,043 50,000 Unemployment Insurance 51730 50,000





430,184$ 312,571$ 656,800$ 658,600$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 0 0 Laundry 52260 0


3,070 42 400 Office Supplies 52305 700








0 0 0 Small Tools 52350 0





710 649 400 Dues & Memberships 52405 900

263 16 300 Books, Subscriptions & Publications 52410 300

0 0 11,000 Software Licenses & Support 52425 0

13,115 6,215 15,000 Publication Notices 52430 15,000

36 0 1,000 Printing & Duplicating 52435 1,000







2,106 541 2,700 Travel Expense 52485 7,000


35 182 400 Private Mileage 52487 400








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

100,063$ 110,524$ 197,200$ 189,300$ -$ -$

0 0 0 0

530,247$ 423,095$ 854,000$ 847,900$ -$ -$ TOTAL EXPENDITURE






POSITION AND SALARY EXPENSE INFORMATION TECHNOLOGY 8305

Total



FTE Non-Rep

0.00 1.00 1.00 1.00 Business Systems Analyst 1 6 Non

2.00 2.00 2.00 2.00 Data Base Administrator 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 2.00 Information Systems Manager 10 Non

3.00 3.00 3.00 3.00 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

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



EXPENDITURE SUMMARY 8305 INFORMATION TECHNOLOGY

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED

1,430,282 1,456,283 1,529,200 Full Time Reg Salaries 51110 1,575,700

0 0 0 Temporary 51130 0

1,538 1,802 15,000 Overtime 51140 15,000








1,898,049$ 1,931,408$ 2,098,300$ 2,120,100$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0







160 13,018 80,400 Professional Services 52240 80,400


0 0 0 Laundry 52260 0


174 167 1,500 Office Supplies 52305 1,500

204 1,104 500 Operating Supplies 52310 500







11,840 7,359 14,000 Small Tools 52350 14,000



1,367 677 0 Software Expensed 52380 0

14,411 17,907 10,200 Computer Equipment 52385 0

388 777 1,000 Dues & Memberships 52405 1,000


312,841 518,704 458,800 Software Licenses & Support 52425 466,900



128,964 6,733 0 Telecom Internal 52440 0

103,338 238,171 250,000 Telephone Service 52445 250,000





12,573 13,360 12,100 Travel Expense 52485 12,100


1,656 1,922 1,800 Private Mileage 52487 1,800

897 1,165 2,000 Other Materials & Services 52495 2,000





204,146 90,628 142,500 Repair & Maintenance Services 52610 142,500


600 0 0 Computer R & M 52630 0

0 0 0 Sodium Bisulfite 52850 0

0 0 0 Other Chemicals 52890 0

897,320$ 1,027,046$ 1,076,600$ 1,074,500$ -$ -$

21,052 0 0 0

2,816,421$ 2,958,454$ 3,174,900$ 3,194,600$ -$ -$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE BUSINESS OPERATIONS ADMINISTRATION 8500

Total



FTE Non-Rep


1.00 1.00 1.00 1.00 Business Operations Director 13 Non


Operating



FTE Non-Rep




Capital



FTE Non-Rep







SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8500 BUSINESS OPERATIONS ADMINISTRATION

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


5,654 3,186 0 Temporary 51130 14,000

0 0 0 Overtime 51140 0








331,458$ 269,315$ 350,800$ 352,300$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 0 0 Laundry 52260 0

0 0 0 Other Government Services 52270 15,000

0 58 300 Office Supplies 52305 300












659 0 1,200 Computer Equipment 52385 0












4,775 6,796 6,700 Travel Expense 52485 6,700


620 685 0 Private Mileage 52487 0

223 163 1,000 Other Materials & Services 52495 1,000



0 0 0 Taxes, Assmt's, Liens 52510 0

0 0 0 Petty Cash 52525 0




0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

8,864$ 14,433$ 64,000$ 77,800$ -$ -$

0 0 0 0 0 0

340,322$ 283,748$ 414,800$ 430,100$ -$ -$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE FINANCE & ACCOUNTING 8504

Total



FTE Non-Rep

0.55 0.55 0.55 1.00 Accounting Specialist 4 Non

3.00 3.00 3.00 3.00 Associate Accounting Clerk 2 Rep


2.00 2.00 2.00 2.00 Customer Service Representative 2 Rep

1.00 1.00 1.00 1.00 Finance Manager 10 Non

1.00 1.00 1.00 1.00 Financial Analyst 6 Non

1.00 1.00 1.00 1.00 Payroll Coordinator 6 Non

1.00 1.00 1.00 1.00 Sr Accountant 6 Non

10.55 10.55 10.55 11.00 TOTAL PERSONNEL

Operating



FTE Non-Rep









10.55 10.55 10.55 11.00 TOTAL PERSONNEL

Capital



FTE Non-Rep












CLASSIFICATION TITLESALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8504 FINANCE & ACCOUNTING

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 1,625 20,000 Temporary 51130 27,000

74 911 4,500 Overtime 51140 4,500




2,106 0 0 Tuition Reimbursement 51761 0




1,007,112$ 1,091,376$ 1,156,300$ 1,211,600$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0





46,750 45,000 46,300 Audit & Accounting Services 52220 47,600




0 0 0 Laundry 52260 0

871,555 928,955 974,200 Other Government Services 52270 1,073,400

1,078 1,167 4,000 Office Supplies 52305 4,000








228 0 600 Small Tools 52350 600


77 287 2,000 Postage & Freight 52375 2,000




645 258 2,200 Books, Subscriptions & Publications 52410 2,200


2,879 2,054 4,000 Publication Notices 52430 4,000








2,934 3,936 8,000 Travel Expense 52485 8,000


897 597 1,100 Private Mileage 52487 1,100





6,048 6,155 10,000 Bank Service Charges 52515 10,000

3,320 3,370 5,000 Bond Trustee Fees 52550 5,000




0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


984,483$ 1,024,527$ 1,126,900$ 1,226,700$ -$ -$

0 0 0 0







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 Loss Prevention Technician 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



EXPENDITURE SUMMARY 8502 RISK & BENEFITS MGMT

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


1,960 7,843 0 Temporary 51130 0

174 99 0 Overtime 51140 0








244,398$ 252,453$ 267,800$ 270,000$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 0 0 Laundry 52260 0


277 22 200 Office Supplies 52305 200









1,397 2,458 5,400 Safety Equipment 52360 5,400






25,876 26,789 30,500 Tri Met Subsidy 52420 30,500










2,482 5,144 2,500 Travel Expense 52485 2,500


232 1,115 800 Private Mileage 52487 800

281 253 500 Other Materials & Services 52495 500



0 0 0 Taxes, Assmt's, Liens 52510 0




0 0 0 Computer R&M 52630 0

708,060 724,707 760,000 Insurance 52705 1,040,000


926,621$ 909,633$ 1,001,600$ 1,293,600$ -$ -$

0 0 0 0

1,171,020$ 1,162,086$ 1,269,400$ 1,563,600$ -$ -$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE FLEET & PURCHASING 8111 & 8503

Total



FTE Non-Rep


1.00 1.00 0.00 0.00 Buyer 5 Non

1.00 1.00 1.00 1.00 Fleet & Purchasing Coordinator 7 Non


Operating



FTE Non-Rep


1.00 1.00 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 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED131,108 115,781 165,200 Full Time Reg Salaries 51110 160,100

15,141 0 0 Temporary 51130 0

0 0 0 Overtime 51140 0







219,149$ 145,693$ 228,100$ 224,000$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 0 0 Laundry 52260 0


10,338 14,009 11,000 Office Supplies 52305 10,200








400 0 0 Small Tools 52350 0







450 0 2,000 Software Licenses & Support 52425 2,000


262 1,510 0 Printing & Duplicating 52435 0





3,346 2,100 4,000 Fueling Contract 52475 3,800

350 350 4,000 Training & Education 52480 4,000

0 0 500 Travel Expense 52485 500

4,285 5,566 4,100 Fleet Charges 52486 6,000

369 208 700 Private Mileage 52487 500

92 1,268 1,500 Other Materials & Services 52495 900







0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


25,939$ 32,229$ 37,000$ 35,100$ -$ -$

0 0 0 0

245,089$ 177,922$ 265,100$ 259,100$ -$ -$


TOTAL EXPENDITURE

FLEET & PURCHASING





POSITION AND SALARY EXPENSE ABC BUILDING 8507

FY 2014 FY 2015 FY 2016 FY 2017 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







EXPENDITURE SUMMARY 8507 ABC BUILDING

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED

0 0 0 Full Time Reg Salaries 51110 0

0 0 0 Temporary 51130 0

0 0 0 Overtime 51140 0


0 0 0 Other Personnel Expense - FT Reg only 51600 0





-$ -$ -$ -$ -$ -$

143,433 148,679 140,000 Electricity 52110 140,000

8,005 11,040 12,000 Water 52120 12,000

49,136 35,192 45,000 Natural Gas 52130 40,000

4,160 4,347 4,000 Garbage 52140 4,000

3,104 2,635 2,600 Surface Water Management Charge 52150 2,600

1,260 1,725 1,000 Other Utility Services 52160 2,500



55,720 68,351 65,000 Landscape Services 52215 60,000



0 0 0 Professional Services 52240 0


0 0 0 Laundry 52260 0


19,689 0 0 Office Supplies 52305 0



10,226 13,476 11,000 Janitorial Supplies 52320 12,000



12,175 88,323 20,000 Construction & Bldg Supplies 52335 30,000


0 153 0 Small Tools 52350 0




0 0 0 Computer Equipment 52385 0



2,755 0 0 Software Licenses & Support 52425 0

0 117 500 Publication Notices 52430 1,000







0 0 0 Training & Education 52480 0




14,841 5,211 0 Other Materials & Services 52495 0




13,325 3,383 0 Equipment Rental 52605 1,000



0 0 0 Computer R&M 52630 0


804,397$ 872,736$ 806,600$ 825,600$ -$ -$

0 10,246 0 0

804,397$ 882,982$ 806,600$ 825,600$ -$ -$




TOTAL EXPENDITURE


Regulatory Affairs Department

The Regulatory Affairs Department (RAD) is comprised of three divisions. Administration Division The Administration Division provides technical, scientific, regulatory, and policy support to the District. This support involves research, modeling, and analysis of environmental data related to protection of watershed health, implementation of the Tualatin River TMDL, and compliance with our NPDES wastewater-discharge permit. The Administration Division is also responsible for tracking,

evaluating, and influencing the development of state and federal environmental regulations. The Administration Division staff reviews, directs, and coordinates reports related to monitoring, effluent discharges-, non-compliance-incidents, and the NPDES permit. RAD administration is responsible for renewal of the watershed-based permit and for maintaining communications with state and federal regulatory staff and with the partner cities within the District. The Administration Division manages the release of stored water for flow augmentation within the Tualatin River and oversees the District’s intergovernmental agreements related to flow augmentation with the Department of Environmental Quality (DEQ), the US Geological Survey, and the Washington County Watermaster. Source Control Division The Source Control Division is responsible for managing the federally-mandated Industrial Pretreatment Program for all industrial wastewater discharges to the municipal wastewater treatment facilities. The Source Control Division ensures that industrial users do not adversely impact the quality of the wastewater plant effluents or biosolids. The Source Control Division regulates all industries that discharge into the sanitary sewer system, including those located in member cities, and regulates disposal of septic tank pumpage and chemical toilet waste at the District’s treatment plants. 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. Source Control also has responsibility to reduce the discharge of fats, oils, and grease (FOG) to the sanitary sewer system and is working with the Clean Water Advisory Commission to develop guidance for a more effective FOG control program. The Source Control Division is also responsible for implementation of the District’s Memorandum of Agreement with the Oregon DEQ for the 1200-Z NPDES Industrial Stormwater permitting and compliance program. It oversees specific storm-water best management practices, and conducts an inspection and plan review program for industries’ compliance with their DEQ-issued 1200-Z storm water permits. The Source Control Division responds to reports of spills or contamination affecting surface water, storm drainage, or sanitary sewers. This includes providing technical assistance to fire and emergency response authorities relating to spills or surface water clean-up concerns. The Source Control Division provides outreach and education, making the public aware of the importance of protecting the public systems and waterways. The Source Control Division leads the Pollution Prevention activities of the District. The most active outreach program is the Ecological Business (EcoBiz) 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

http://www.ecobiz.org/


Outreach Program in conjunction with the Oregon Dental Association (ODA) and Washington County Dental Society to survey and provide technical assistance to dental facilities. Laboratory Services Laboratory Services is the sampling and analysis group for Clean Water Services. They perform over 140,000 water quality analyses per year as well as sampling services, supporting the entire District including industrial, storm water, and Tualatin watershed sampling and analysis. These analyses provide information related to permit compliance, process operations, and watershed health. Laboratory Services also supports data collection and analysis for numerous innovative research and development projects within the District.


REGULATORY AFFAIRS DEPARTMENTPOSITION AND SALARY EXPENSE - DEPARTMENT SUMMARY

FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017


Administration 7.00 8.00 8.00 8.00 9.00 1,444,500$

Source Control 10.00 8.00 8.00 8.00 7.00 947,500$

Laboratory Services 17.00 17.00 17.00 17.00 17.00 2,022,900$

Total FTEs 34.00 33.00 33.00 33.00 33.00 4,414,900$

DEPARTMENT TOTALS-PERSONNEL SERVICES


OBJECT

CODE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

BUDGET

FY 2016

EST ENDING

FY 2017

PROPOSED

Change from

FY16 Budget


Temporary 51130 95,326 161,801 233,000 227,000 277,000

Overtime 51140 57,080 50,267 97,000 60,000 97,000

Out of Class Straight Time 51170 0 0 1,500 500 1,500

Other Personnel Expense 51600 873,865 927,732 1,095,700 1,079,800 1,099,500

Tuition Reimbursement 51761 4,168 2,685 0 0 0

Other Employee Allowances 51900 1,452 1,853 4,400 2,800 4,400

Automobile Allowance 51910 0 0 0 0 0






OBJECT

CODE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

BUDGET

FY 2016

EST ENDING

FY 2017

PROPOSED

Change from

FY16 Budget

Electricity 52110 0 0 0 0 0

Water 52120 0 0 0 0 0

Natural Gas 52130 0 0 0 0 0

Garbage 52140 0 0 0 0 0

Surface Water Management Charge 52150 0 0 0 0 0

Other Utility Services 52160 0 0 0 0 0

Contracted Services 52205 10,957 112 13,000 13,000 13,000


Audit & Accounting Services 52220 0 0 0 0 0


Professional Services 52240 1,001,982 846,237 1,332,600 692,400 1,486,600


Laundry 52260 4,777 7,701 7,000 7,000 7,000

Other Government Services 52270 0 0 0 0 0

Office Supplies 52305 6,721 1,704 0 0 0



Janitorial Supplies 52320 0 0 0 0 0

Tech & Scientific Supplies 52325 232,097 206,270 300,000 300,000 300,000

Repair & Maintenance Supplies 52330 1,296 3,557 7,000 7,000 10,000

Construction & Bldg Supplies 52335 0 0 0 0 0


Small Tools 52350 1,680 189 1,000 1,000 1,000

Safety Equipment 52360 0 0 0 0 0

Postage & Freight 52375 200 730 0 0 0

Software Expensed 52380 0 0 0 0 0



Books, Subscriptions & Publications 52410 1,133 0 1,200 500 1,200

Software Licenses & Support 52425 60 0 10,000 5,000 10,000

Publication Notices 52430 431 106 500 500 500


Telecom Internal 52440 0 0 0 0 0

Telephone Service 52445 0 0 0 0 0





Travel Expense 52485 23,497 26,705 32,500 16,700 36,500

Fleet Charges 52486 11,253 9,570 7,000 7,000 10,500

Private Mileage 52487 6,143 7,729 10,600 5,000 10,600

Other Materials & Services 52495 2,080 5,006 1,000 0 1,000

Permits, Licenses & Fees 52500 306,288 136,420 256,800 6,200 256,800

Public Information 52505 2,021 3,952 6,000 6,000 6,000


Equipment Rental 52605 0 0 0 0 0

Repair & Maintenance Services 52610 0 7,134 0 0 0

Non-Vehicle Eqpt R&M 52620 8,577 3,105 10,000 10,000 12,000

Computer R&M 52630 295 0 0 0 0

Insurance 52705 0 0 0 0 0


CAPITAL OUTLAY SUBTOTAL 33,062 40,209 108,000 0 149,900



REGULATORY AFFAIRS DEPARTMENT

POSITION AND SALARY EXPENSE ADMINISTRATION 8210

Total



FTE Non-Rep

0.00 1.00 1.00 1.00 Asst Regulatory Affairs Dept Director 12 Non

0.00 0.00 0.00 1.00 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 Water Resources Prog Manager 9 Non

4.00 5.00 4.00 4.00 Water Resources Analyst - Regulatory 8 Non

1.00 0.00 0.00 0.00 Regulatory Affairs Division Manager 11 Non



Operating



FTE Non-Rep









Capital



FTE Non-Rep












SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8210 ADMINISTRATION

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED

795,226 921,346 890,100 Full Time Reg Salaries 51110 1,053,000

0 54,386 34,000 Temporary 51130 40,000

0 2,640 0 Overtime 51140 0








1,036,119$ 1,262,025$ 1,247,700$ 1,444,500$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0







922,895 755,171 1,240,200 Professional Services 52240 1,344,200


0 0 0 Laundry 52260 0










180 0 0 Small Tools 52350 0




658 6,568 700 Computer Equipment 52385 0


767 0 1,000 Books, Subscriptions & Publications 52410 1,000



913 405 2,500 Printing & Duplicating 52435 2,500







8,310 12,732 17,800 Travel Expense 52485 19,800


1,774 4,063 4,000 Private Mileage 52487 4,000


306,247 136,420 250,800 Permits, Licenses & Fees 52500 250,800






0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

1,248,011$ 931,477$ 1,532,000$ 1,637,300$ -$ -$

0 0 0 0







POSITION AND SALARY EXPENSE SOURCE CONTROL 8212

Total



FTE Non-Rep

1.00 0.00 0.00 0.00 Operations Program Manager 8 Non

8.00 7.00 7.00 6.00 Source Control Investigator 2 6 Rep

1.00 1.00 1.00 1.00 Source Control Manager 8 Non

10.00 8.00 8.00 7.00 TOTAL PERSONNEL

Operating



FTE Non-Rep




10.00 8.00 8.00 7.00 TOTAL PERSONNEL

Capital



FTE Non-Rep










EXPENDITURE SUMMARY 8212 SOURCE CONTROL

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


29,160 61,075 62,000 Temporary 51130 62,000

17,064 19,303 72,000 Overtime 51140 72,000

0 0 1,000 Out of Class Straight Time 51170 1,000



4,168 2,685 0 Tuition Reimbursement 51761 0

792 688 1,200 Other Employee Allowances 51900 1,200



872,406$ 859,246$ 1,046,100$ 947,500$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0



10,957 0 13,000 Contracted Services 52205 13,000




572 1,919 0 Professional Services 52240 0


0 0 0 Laundry 52260 0










30 161 1,000 Small Tools 52350 1,000
















10,168 10,241 9,700 Travel Expense 52485 9,700

2,533 4,563 3,000 Fleet Charges 52486 4,000

2,777 2,568 5,600 Private Mileage 52487 5,600



2,021 3,952 6,000 Public Information 52505 6,000





0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

56,690$ 47,786$ 95,800$ 86,600$ -$ -$

0 0 0 0

929,096$ 907,033$ 1,141,900$ 1,034,100$ -$ -$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE LABORATORY SERVICES 8232

Total



FTE Non-Rep

1.00 1.00 2.00 2.00 Laboratory Technician 3 Rep

1.00 1.00 1.00 1.00 Laboratory Services Division Manager 11 Non

13.00 13.00 12.00 12.00 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

17.00 17.00 17.00 17.00 TOTAL PERSONNEL

Operating



FTE Non-Rep






17.00 17.00 17.00 17.00 TOTAL PERSONNEL

Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8232 LABORATORY SERVICES

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


66,166 46,340 137,000 Temporary 51130 175,000

40,017 28,324 25,000 Overtime 51140 25,000








1,728,949$ 1,781,207$ 1,955,400$ 2,022,900$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









4,777 7,701 7,000 Laundry 52260 7,000


1,779 1,224 0 Office Supplies 52305 0




231,880 205,995 300,000 Tech & Scientific Supplies 52325 300,000

703 3,447 7,000 Repair & Maintenance Supplies 52330 10,000



1,470 28 0 Small Tools 52350 0
















5,019 3,732 5,000 Travel Expense 52485 7,000

8,719 5,007 4,000 Fleet Charges 52486 6,500

1,592 1,098 1,000 Private Mileage 52487 1,000


41 0 6,000 Permits, Licenses & Fees 52500 6,000




0 7,134 0 Repair & Maintenance Services 52610 0

8,577 3,105 10,000 Non-Vehicle Eqpt R&M 52620 12,000

295 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


432,087$ 354,918$ 494,100$ 555,100$ -$ -$

33,062 40,209 108,000 149,900

2,194,098$ 2,176,334$ 2,557,500$ 2,727,900$ -$ -$


TOTAL EXPENDITURE




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, Fish & Wildlife Service and more than two dozen nonprofit partners (www.jointreeforall.org). Together these collective resources produce landscape scale results while continuing to support rural and urban economies. In addition, WMD serves as a catalyst for acquiring long term water supplies to help meet future rural and urban water needs and at the same time 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 in partnership 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 the same offer voluntary incentive programs that support a vibrant and healthy agricultural community.

Regional Stream and Wetland Enhancement: Watershed Management staff are 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 & Planning - Utilizing scientific knowledge and innovation to improve

watershed and stream health for community benefit.

The Healthy Streams Strategy: Partnering with over a 100 local nonprofits, governments and private companies, the 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.

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.

http://www.jointreeforall.org/

http://www.tualatinbasinwatersupply.org/


Community Watershed Action - Building capacity in our community to sustain our natural capital investments.

By working together with multiple partners WMD is able to focus restoration energy to maximize benefits for watershed health. In 2015 alone these partnerships were able to place more than 2 million native plants in the ground. This approach clearly demonstrates the benefits of working together and creating landscape opportunities for humans and wildlife.



FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017


Administration - 8233 2.25 2.25 2.25 2.25 2.25 411,000$

Operations - 8234 11.75 13.75 13.75 13.75 17.75 2,346,300$

Total FTEs 14.00 16.00 16.00 16.00 20.00 2,757,300$



OBJECT

CODE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

BUDGET

FY 2016

EST ENDING

FY 2017

PROPOSED

Change from

FY16 Budget

Full Time Reg Salaries 51110 899,598 1,074,575 1,547,500 1,210,000 1,926,800

Temporary 51130 70,040 108,055 120,000 143,000 128,000

Overtime 51140 3,471 1,878 10,000 4,000 10,000

Out of Class Straight Time 51170 0 0 0 0 0

Other Personnel Expense 51600 206,255 270,614 582,400 582,400 683,600

Tuition Reimbursement 51761 0 0 0 0 0

Other Employee Allowances 51900 900 1,262 1,200 1,950 1,200







OBJECT

CODE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

BUDGET

FY 2016

EST ENDING

FY 2017

PROPOSED

Change from

FY16 Budget

Electricity 52110 1,574 2,700 2,800 2,800 2,800

Water 52120 0 0 0 0 0

Natural Gas 52130 0 0 0 0 0

Garbage 52140 0 1,969 1,000 2,000 1,000

Surface Water Management Charge 52150 0 0 0 0 0

Other Utility Services 52160 0 0 0 0 0







Laundry 52260 0 0 0 0 0

Other Government Services 52270 846,954 1,181,369 1,402,000 1,425,000 1,702,000

Office Supplies 52305 1,574 1,056 1,500 1,100 1,000

Operating Supplies 52310 1,345 3,586 0 1,000 0


Janitorial Supplies 52320 0 0 0 0 0


Repair & Maintenance Supplies 52330 961 2,027 1,000 2,000 1,000

Construction & Bldg Supplies 52335 28 4,414 5,000 2,000 5,000


Small Tools 52350 4,668 3,814 5,000 2,000 5,000

Safety Equipment 52360 0 0 100 0 100

Postage & Freight 52375 267 65 0 100 0

Software Expensed 52380 0 0 0 0 0



Books, Subscriptions & Publications 52410 1,100 820 800 750 800

Software Licenses & Support 52425 674 1,070 0 50 0

Publication Notices 52430 0 108 0 100 0

Printing & Duplicating 52435 490 327 0 0 0




Land & Building Rent 52470 9,162 0 10,000 10,000 10,000



Travel Expense 52485 26,165 21,251 19,000 26,000 26,000

Fleet Charges 52486 13,479 7,682 10,100 10,100 8,000

Private Mileage 52487 3,636 3,296 6,000 3,200 4,000


Permits, Licenses & Fees 52500 306 1,185 600 1,200 600


Taxes, Assmts, Liens 52510 8,426 8,543 8,000 8,000 8,000

Equipment Rental 52605 0 0 0 0 0

Repair & Maintenance Services 52610 141 189 1,000 1,000 1,000

Non-Vehicle Eqpt R&M 52620 0 0 1,000 0 1,000

Computer R&M 52630 0 0 0 0 0

Insurance 52705 0 0 0 0 0


CAPITAL OUTLAY SUBTOTAL 0 0 0 0 0 0



WATERSHED MANAGEMENT DEPARTMENT


Total



FTE Non-Rep

1.00 1.00 1.00 1.00 Administrative Assistant 4 Non

0.25 0.25 0.25 0.00 Senior Water Resources Prog Manager 10 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

0.00 0.00 0.00 0.25 Watershed Operations 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 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


21,782 37,777 30,000 Temporary 51130 38,000

102 82 0 Overtime 51140 0








308,154$ 344,445$ 396,700$ 411,000$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 0 0 Laundry 52260 0


283 738 1,500 Office Supplies 52305 1,000








170 21 0 Small Tools 52350 0
















16,935 14,159 10,000 Travel Expense 52485 14,000


2,056 1,651 4,000 Private Mileage 52487 2,000








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

41,198$ 41,008$ 40,700$ 43,000$ -$ -$

0 0 0 0

349,352$ 385,453$ 437,400$ 454,000$ -$ -$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE OPERATIONS 8234

Total



FTE Non-Rep

0.00 0.00 0.00 1.00 Engineering Technician 2 5 Rep

0.00 1.00 1.00 1.00 Senior Engineer 9 Non

0.00 0.00 1.00 1.00 GIS Analyst 7 Non



1.00 1.00 1.00 1.00 Water Resources Analyst - GIS 8 Non

1.00 1.00 1.00 1.00 Water Resources Analyst - Watershed 8 Non

1.00 1.00 1.00 1.00 Water Resources Program Manager 9 Non

3.00 3.00 3.00 5.00 Water Resources Project Manager 7 Non


3.00 4.00 3.00 4.00 Water Resources Specialist 4 Rep



11.75 13.75 13.75 17.75 TOTAL PERSONNEL

Operating



FTE Non-Rep



0.00 0.00 1.00 1.00 GIS Analyst 7 Non












Capital



FTE Non-Rep



0.00 0.00 0.00 0.00 GIS Analyst 7 Non

















EXPENDITURE SUMMARY 8234 OPERATIONS

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED

677,432 835,568 1,281,000 Full Time Reg Salaries 51110 1,651,200

48,258 70,277 90,000 Temporary 51130 90,000

3,369 1,796 10,000 Overtime 51140 10,000





900 1,262 0 Other Employee Allowances 51900 0



878,950$ 1,120,023$ 1,872,100$ 2,346,300$ -$ -$

1,574 2,700 2,800 Electricity 52110 2,800

0 0 0 Water 52120 0


0 1,969 1,000 Garbage 52140 1,000









0 0 0 Laundry 52260 0

846,954 1,181,369 1,402,000 Other Government Services 52270 1,702,000


1,143 2,794 0 Operating Supplies 52310 0




961 2,027 1,000 Repair & Maintenance Supplies 52330 1,000

28 4,414 5,000 Construction & Bldg Supplies 52335 5,000


4,498 3,793 5,000 Small Tools 52350 5,000





1,162 1,156 0 Dues & Memberships 52405 0


674 1,070 0 Software Licenses & Support 52425 0






9,162 0 10,000 Land & Building Rent 52470 10,000



9,230 7,091 9,000 Travel Expense 52485 12,000

13,479 7,676 9,800 Fleet Charges 52486 8,000

1,579 1,645 2,000 Private Mileage 52487 2,000


156 1,185 600 Permits, Licenses & Fees 52500 600


8,426 8,543 8,000 Taxes, Assmts, Liens 52510 8,000


141 189 1,000 Repair & Maintenance Services 52610 1,000

0 0 1,000 Non-Vehicle Eqpt R&M 52620 1,000

0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

2,337,520$ 2,432,500$ 2,736,300$ 2,974,800$ -$ -$

0 0 0 0

3,216,471$ 3,552,523$ 4,608,400$ 5,321,100$ -$ -$




TOTAL EXPENDITURE


Conveyance Systems Department The Conveyance Systems Department (CSD) is responsible for the management, design, construction oversight, and maintenance of the conveyance systems of the District. The Department was slightly reorganized this year to include the Administration program and three Divisions--the Engineering Services Division, the Development Services Division, and the Field Operations Division. This year’s budget reflects the transfer of 3 positions from the Conveyance Department into

the Watershed Management Department and includes the addition of 2 FTE within the Engineering Services Division. The two new positions include a Right of Way Acquisition Specialist to assist with obtaining easements for District capital projects and an Engineering Project Coordinator to provide capital project management and design support. 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 various partnering efforts. Engineering Services Division The 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 Division The Development Services Division provides services specifically 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), and 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 Development Services Division also includes the Service Delivery Planning program which 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 storm water 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 small localized projects including short line extensions, catch basin and inlet installations, and stream corridor enhancements.


CONVEYANCE SYSTEMS DEPARTMENT


FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017


Administration - 8201 3.00 3.00 3.00 3.00 4.00 825,200$

Engineering Services Division - 8224 16.00 17.00 17.00 17.00 16.00 1,501,300$

Development Services Division - 8225, 8226 20.00 22.00 23.00 23.00 22.00 2,609,500$

70.00 69.00 71.00 71.00 71.00 7,024,100$

TOTAL FTEs 109.00 111.00 114.00 114.00 113.00 11,960,100$



OBJECT

CODE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

BUDGET

FY 2016

EST ENDING

FY 2017

PROPOSED

Change from

FY16 Budget


Temporary 51130 181,105 188,372 184,000 225,000 298,000

Overtime 51140 73,808 64,960 125,700 115,000 124,200

Out of Class Straight Time 51170 0 0 0 5,400 4,000


Tuition Reimbursement 51761 0 0 4,300 1,137 0





Field Operations Division - 8370, 8371, 8373, 8375,

8383, 8380




OBJECT

CODE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

BUDGET

FY 2016

EST ENDING

FY 2017

PROPOSED

Change from

FY16 Budget

Electricity 52110 38,233 40,349 37,100 37,260 37,100

Water 52120 22,639 25,274 22,000 21,000 22,000

Natural Gas 52130 12,809 10,265 6,000 6,000 6,000

Garbage 52140 118,407 162,331 160,000 100,000 135,000









Recording Fees 52250 4,328 4,062 5,200 4,500 5,200

Laundry 52260 25,325 33,136 27,900 26,825 27,900

Other Government Services 52270 1,298 615 2,000 2,000 2,000

Office Supplies 52305 4,948 6,166 8,000 9,250 7,800


Gas, Oil, Lubrication 52315 29,772 36,572 27,300 20,800 27,300



Repair & Maintenance Supplies 52330 363,426 290,465 361,200 321,500 361,200

Construction & Bldg Supplies 52335 119,462 123,000 160,000 105,000 160,000

Parts - Equipment 52340 3,543 1,757 0 0 0

Small Tools 52350 42,572 21,683 44,000 40,500 44,300


Postage & Freight 52375 1,913 1,458 2,000 2,600 2,000

Software Expensed 52380 548 1,139 1,500 1,500 1,500



Books, Subscriptions & Publications 52410 317 501 2,400 1,800 2,000


Publication Notices 52430 1,105 0 300 0 300








Travel Expense 52485 21,013 15,886 39,500 31,500 39,500

Fleet Charges 52486 361,612 415,562 352,100 381,500 416,200

Private Mileage 52487 10,939 11,448 10,800 8,800 10,100


Permits, Licenses & Fees 52500 386 3,512 2,700 1,113 2,800



Bank Service Charges 52515 0 0 0 37,000 4,000

Equipment Rental 52605 18,835 26,768 54,500 45,500 54,500

Repair & Maintenance Services 52610 86,434 123,563 74,300 60,500 84,300


Computer R&M 52630 0 0 2,000 0 2,000

Sodium Bisulfite 52850 0 0 0 0 0

Other Chemicals 52890 31,476 37,587 57,000 35,000 57,000


CAPITAL OUTLAY SUBTOTAL 174,290 166,087 179,500 179,500 223,900 24.7%





Total



FTE Non-Rep

1.00 1.00 1.00 1.00 Engineering Division Manager 11 Non

1.00 1.00 1.00 1.00 Conveyance Sys Dept Director LT 13 Non

1.00 1.00 1.00 1.00 Field Operations Division Manager 11 Non

0.00 0.00 0.00 1.00 Planning & Development Svcs Division Mgr 11 Non


Operating



FTE Non-Rep






Capital



FTE Non-Rep









SALARY

GRADE

SALARY

GRADE

SALARY

GRADE




FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


15,440 62,915 50,000 Temporary 51130 0

0 39 0 Overtime 51140 0








564,592$ 560,495$ 676,400$ 825,200$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0







5,425 0 50,000 Professional Services 52240 50,000


0 0 0 Laundry 52260 0


493 367 500 Office Supplies 52305 500








89 328 0 Small Tools 52350 0








1,105 0 0 Publication Notices 52430 0








4,655 1,548 6,600 Travel Expense 52485 6,600


2,916 3,715 3,600 Private Mileage 52487 3,600








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


26,239$ 18,626$ 69,700$ 69,000$ -$ -$

0 0 0 0

590,831$ 579,121$ 746,100$ 894,200$ -$ -$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE CAPITAL PROJECTS ADMINISTRATION 8224

Total



FTE Non-Rep


2.00 3.00 3.00 3.00 Construction Inspector 3 6 Rep

0.00 0.00 0.00 1.00 Easement Acquisition Specialist 6 Non

3.00 4.00 4.00 4.00 Engineer 8 Non




1.00 1.00 1.00 2.00 Engineering Project Coordinator 7 Non




16.00 17.00 17.00 16.00 TOTAL PERSONNEL

Operating



FTE Non-Rep




0.90 1.40 1.20 1.20 Engineer 8 Non









Capital



FTE Non-Rep




2.10 2.60 2.80 2.80 Engineer 8 Non








11.00 10.90 11.50 10.85 TOTAL PERSONNEL




SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8224 CAPITAL PROJECTS ADMINISTRATION

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED

469,352 509,747 1,041,300 Full Time Reg Salaries 51110 1,026,900

69,726 29,225 44,000 Temporary 51130 100,000

46 385 7,500 Overtime 51140 5,000





1,320 1,367 1,200 Other Employee Allowances 51900 1,200



554,046$ 617,897$ 1,490,700$ 1,501,300$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 0 0 Laundry 52260 0

588 615 1,000 Other Government Services 52270 1,000

70 164 600 Office Supplies 52305 600








2,792 247 2,100 Small Tools 52350 2,100



0 1,070 1,500 Software Expensed 52380 1,500













4,041 4,449 10,100 Travel Expense 52485 10,100

4,658 5,913 3,500 Fleet Charges 52486 5,700

4,823 4,004 3,500 Private Mileage 52487 3,500








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


97,654$ 64,220$ 87,100$ 81,800$ -$ -$

0 0 0 0

651,699$ 682,117$ 1,577,800$ 1,583,100$ -$ -$



TOTAL EXPENDITURE




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



0.00 1.00 1.00 0.00 Development Services Manager 10 Non

1.00 1.00 1.00 1.00 Development Services Supervisor 8 Non



0.00 1.00 1.00 1.00 GIS Analyst 7 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

1.00 0.00 0.00 0.00 Record Mapping Specialist 6 Rep


17.00 18.00 19.00 18.00 TOTAL PERSONNEL

Operating



FTE Non-Rep








0.00 1.00 1.00 1.00 GIS Analyst 7 Non


1.00 1.00 1.00 1.00 Permit/Mapping Supervisor 8 Non





16.80 17.80 18.70 17.80 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



EXPENDITURE SUMMARY 8225 DEVELOPMENT RELATED SERVICES

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 0 0 Temporary 51130 88,000

3,827 5,126 6,700 Overtime 51140 6,700

0 0 0 Out of Class Straight Time 51170 4,000



0 0 4,300 Tuition Reimbursement 51761 0

595 1,180 900 Other Employee Allowances 51900 1,500


920 1,500 1,600 Mobile Computing Allowance 51915 1,600

1,672,957$ 1,877,293$ 2,171,100$ 2,118,400$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0








4,328 4,062 5,200 Recording Fees 52250 5,200

786 136 800 Laundry 52260 800

710 0 1,000 Other Government Services 52270 1,000

783 1,015 2,000 Office Supplies 52305 2,000








369 151 1,500 Small Tools 52350 1,500
















2,774 788 4,000 Travel Expense 52485 4,000

8,943 5,215 5,000 Fleet Charges 52486 7,500






0 0 0 Bank Service Charges 52515 4,000




0 0 2,000 Computer R&M 52630 2,000



138,328$ 141,075$ 229,400$ 253,200$ -$ -$

0 0 0 0

1,811,285$ 2,018,369$ 2,400,500$ 2,371,600$ -$ -$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE SYSTEMS PLANNING 8226

Total



FTE Non-Rep


0.00 0.00 1.00 1.00 Inspection Program Manager 7 Non


1.00 1.00 1.00 1.00 Plan Reviewer 7 Non

1.00 1.00 0.00 0.00 Systems Planning Manager 10 Non


Operating



FTE Non-Rep







Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8226 SYSTEMS PLANNING

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 0 0 Temporary 51130 0

0 0 0 Overtime 51140 0







1,072 360 1,200 Mobile Computing Allowance 51915 400

358,253$ 352,531$ 492,100$ 491,100$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 0 0 Laundry 52260 0







0 2,145 0 Repair & Maintenance Supplies 52330 0

0 4,092 0 Construction & Bldg Supplies 52335 0


290 0 0 Small Tools 52350 300









1,549 432 0 Printing & Duplicating 52435 0





1,691 497 1,300 Fueling Contract 52475 1,900


1,675 590 2,000 Travel Expense 52485 2,000

602 1,829 600 Fleet Charges 52486 1,000

1,037 206 1,500 Private Mileage 52487 800








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


31,198$ 40,822$ 109,800$ 109,800$ -$ -$

0 0 0 0

389,451$ 393,353$ 601,900$ 600,900$ -$ -$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE FIELD OPERATIONS ADMINISTRATION 8370

Total



FTE Non-Rep


1.00 1.00 1.00 1.00 Field Operations Coordinator 5 Non


Operating



FTE Non-Rep




Capital



FTE Non-Rep







SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8370 FIELD OPERATIONS ADMINISTRATION

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 3,907 20,000 Temporary 51130 20,000

0 56 1,500 Overtime 51140 1,500








245,002$ 252,928$ 306,100$ 302,700$ -$ -$

30,005 31,140 30,000 Electricity 52110 30,000

6,735 7,905 6,000 Water 52120 6,000

12,809 10,265 6,000 Natural Gas 52130 6,000

2,306 2,443 5,000 Garbage 52140 5,000










1,715 1,637 1,800 Laundry 52260 1,800


3,558 4,580 4,000 Office Supplies 52305 4,000


2,350 3,985 2,300 Gas, Oil, Lubrication 52315 2,300



1,655 550 2,500 Repair & Maintenance Supplies 52330 2,500


2,196 217 0 Parts - Equipment 52340 0

1,997 319 5,000 Small Tools 52350 5,000


654 0 2,000 Postage & Freight 52375 2,000














1,714 1,322 1,800 Travel Expense 52485 1,800

4,293 3,055 3,000 Fleet Charges 52486 5,000









0 0 0 Computer R&M 52630 0


572,206$ 561,175$ 621,600$ 631,700$ -$ -$

36,680 36,800 47,500 46,500

853,888$ 850,903$ 975,200$ 980,900$ -$ -$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE SYSTEM REPAIR 8371

Total



FTE Non-Rep

10.00 10.00 12.00 12.00 Field Construction/Maintenance Tech 2 5 Rep

1.00 1.00 1.00 1.00 Field Constr/Maint Supervisor 7 Non

11.00 11.00 13.00 13.00 TOTAL PERSONNEL

Operating



FTE Non-Rep




Capital



FTE Non-Rep







SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8371 SYSTEM REPAIR

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


39,407 35,467 40,000 Temporary 51130 40,000

10,415 11,590 25,000 Overtime 51140 25,000








517,189$ 488,725$ 1,134,700$ 1,144,700$ -$ -$


0 0 0 Water 52120 0


0 20 3,000 Garbage 52140 3,000









2,713 6,246 4,100 Laundry 52260 4,100







59,580 57,821 55,900 Repair & Maintenance Supplies 52330 55,900



8,637 8,011 9,200 Small Tools 52350 9,200




0 749 2,300 Computer Equipment 52385 0












669 2,008 3,700 Travel Expense 52485 3,700

60,275 71,422 75,000 Fleet Charges 52486 72,000

525 1,713 0 Private Mileage 52487 0





10,170 1,275 13,500 Equipment Rental 52605 13,500



0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


290,368$ 304,570$ 349,300$ 347,200$ -$ -$

74,984 28,249 45,000 44,300

882,540$ 821,544$ 1,529,000$ 1,536,200$ -$ -$


TOTAL EXPENDITURE





POSITION AND SALARY EXPENSE SYSTEM MAINTENANCE 8373

Total



FTE Non-Rep



15.00 14.00 15.00 15.00 TOTAL PERSONNEL

Operating



FTE Non-Rep



15.00 14.00 15.00 15.00 TOTAL PERSONNEL

Capital



FTE Non-Rep







SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8373 SYSTEM MAINTENANCE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


32,803 50,183 30,000 Temporary 51130 30,000

20,862 15,228 30,000 Overtime 51140 30,000








1,466,887$ 1,467,157$ 1,526,000$ 1,544,800$ -$ -$


14,119 13,021 14,000 Water 52120 14,000


65,850 94,199 100,000 Garbage 52140 75,000









5,053 7,091 6,000 Laundry 52260 6,000










15,801 2,539 6,300 Small Tools 52350 6,300

1,105 0 0 Safety Equipment 52360 0















2,212 913 1,500 Travel Expense 52485 1,500

95,770 105,551 90,000 Fleet Charges 52486 115,000







0 0 8,100 Repair & Maintenance Services 52610 8,100


0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

21,136 27,840 25,000 Other Chemicals 52890 25,000

393,373$ 429,743$ 495,300$ 502,400$ -$ -$

0 40,613 0 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

14.00 14.00 13.00 13.00 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



EXPENDITURE SUMMARY 8375 TV/FLOW MONITORING

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


11,162 0 0 Temporary 51130 20,000

10,901 9,207 10,000 Overtime 51140 11,000








1,325,006$ 1,301,770$ 1,277,300$ 1,318,200$ -$ -$

7,990 8,878 7,100 Electricity 52110 7,100

0 0 0 Water 52120 0


0 0 0 Garbage 52140 0


0 1,112 0 Other Utility Services 52160 0







4,635 5,867 4,900 Laundry 52260 4,900




1,086 157 1,000 Gas, Oil, Lubrication 52315 1,000






4,098 5,030 5,200 Small Tools 52350 5,200


880 1,271 0 Postage & Freight 52375 0














699 276 1,200 Travel Expense 52485 1,200

13,364 30,371 25,000 Fleet Charges 52486 27,500









0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

10,341 9,747 32,000 Other Chemicals 52890 32,000

208,146$ 209,658$ 241,500$ 240,900$ -$ -$

42,310 40,889 67,000 55,000

1,575,462$ 1,552,316$ 1,585,800$ 1,614,100$ -$ -$



TOTAL EXPENDITURE




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



EXPENDITURE SUMMARY 8380 LOCAL REPAIR & CONSTRUCTION

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


12,566 0 0 Temporary 51130 0

6,994 5,350 20,000 Overtime 51140 20,000








989,156$ 911,846$ 1,100,400$ 1,113,700$ -$ -$

238 332 0 Electricity 52110 0

0 0 0 Water 52120 0


6,673 4,596 7,000 Garbage 52140 7,000









4,986 5,374 4,600 Laundry 52260 4,600










6,646 3,173 9,200 Small Tools 52350 9,200

0 9,760 4,000 Safety Equipment 52360 4,000














910 2,409 4,600 Training & Education 52480 4,600

913 464 3,700 Travel Expense 52485 3,700

34,219 55,676 40,000 Fleet Charges 52486 52,500






406 2,409 12,000 Equipment Rental 52605 12,000

0 2,660 700 Repair & Maintenance Services 52610 700


0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


315,750$ 307,844$ 360,600$ 379,600$ -$ -$

20,316 13,608 20,000 78,100

1,325,222$ 1,233,297$ 1,481,000$ 1,571,400$ -$ -$


TOTAL EXPENDITURE





POSITION AND SALARY EXPENSE SWM SURFACE FACILITY MAINTENANCE 8383

Total



FTE Non-Rep



16.00 16.00 16.00 16.00 TOTAL PERSONNEL

Operating



FTE Non-Rep



16.00 16.00 16.00 16.00 TOTAL PERSONNEL

Capital



FTE Non-Rep







SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8383 SWM SURFACE FACILITY MAINTENANCE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 6,676 0 Temporary 51130 0

20,763 17,978 25,000 Overtime 51140 25,000








1,463,184$ 1,464,158$ 1,579,500$ 1,600,000$ -$ -$


1,785 4,349 2,000 Water 52120 2,000


43,579 61,074 45,000 Garbage 52140 45,000









5,438 6,785 5,700 Laundry 52260 5,700










1,855 1,885 5,500 Small Tools 52350 5,500















1,025 705 7,000 Training & Education 52480 7,000

1,660 3,528 4,900 Travel Expense 52485 4,900

139,488 136,530 110,000 Fleet Charges 52486 130,000

601 783 2,000 Private Mileage 52487 2,000






856 18,330 15,000 Repair & Maintenance Services 52610 15,000


0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


422,315$ 438,124$ 519,100$ 551,100$ -$ -$

0 5,929 0 0






Wastewater Treatment Department

The Wastewater Treatment Department (WWTD) provides operation, maintenance, and engineering for the District’s 4 wastewater treatment plants and 40 pump stations. Over 63 million gallons of wastewater per day, on average, is pumped and treated to some of the highest standards in the nation. It 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. Operations Division This division is responsible for the day-to-day operations of the District’s 4 wastewater treatment plants: Durham, Rock Creek, Hillsboro, and Forest Grove. Durham and Rock Creek provide tertiary treatment year round and Hillsboro and Forest Grove provide secondary treatment in the winter and pump to Rock Creek for tertiary treatment in the summer. Staff includes operations and process expertise that achieve exemplary permit compliance cost effectively by being early adopters of innovation. Mechanical Maintenance Division This division provides for the mechanical maintenance of the District’s wastewater treatment plants and pump stations. Maintenance is more than repairing equipment, it embodies a total asset management philosophy that includes proactive preventative maintenance that maximizes the useful life of the mechanical equipment. Staff has extensive mechanical maintenance, fabrication, and program management expertise. Electrical Instrumentation & Controls Division This division provides the electrical and instrumentation maintenance for the District’s wastewater treatment plants and pump stations and manages the controls systems that allow the plants to be highly automated. They ensure reliable performance of the automation that allows operation of the facilities with minimal staffing. Staff within this division possess expertise with low and medium voltage electrical equipment maintenance, analog and digital instrumentation, and controls programming. Treatment Plant Services This division provides engineering for capital improvements at the District’s wastewater treatment plants and pump stations, management of the reuse program, and technology development and research. They utilize a just-in-time project delivery methodology that defers capital expenditures as long as possible, to minimize cost and to take advantage of new innovations in technology. Staff are professional engineers, scientists, and technicians with expertise in planning, design, and construction.


WASTEWATER TREATMENT DEPARTMENT


FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017

ACTUAL ACTUAL BUDGET EST ENDING PROPOSED SALARY

Administration - 8301 10.00 10.00 9.00 9.00 11.00 1,339,800$

Treatment Plant Services Engineering - 8211 12.00 11.00 11.00 11.00 12.00 974,400$

Technology Development - 8316 3.00 3.00 3.00 3.00 3.00 508,800$

Operations Division - 8311, 8312, 8314, 8315 33.00 35.00 37.00 37.00 38.00 4,145,200$

Maintenance Division - 8343, 8344, 8361, 8362 30.00 31.00 33.00 33.00 34.00 3,780,000$

Biosolids/Reuse Division - 8331 0.00 0.00 1.00 1.00 1.00 189,200$

Electrical & Instrumentation Division - 8351, 8352, 8353 20.00 21.00 23.00 23.00 23.00 2,584,200$

TOTAL FTE 108.00 111.00 117.00 117.00 122.00 13,521,600$

EXPENDITURE SUMMARY PERSONNEL SERVICES


OBJECT

CODE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

BUDGET

FY 2016

EST ENDING

FY 2017

PROPOSED

Change from

FY16 Budget


Temporary 51130 362,497 318,071 326,500 249,000 422,500

Overtime 51140 176,897 241,029 188,500 190,000 169,500

Out of Class Straight Time 51170 0 0 2,300 2,300 2,300


Tuition Reimbursement 51761 50 526 0 0 0


Automobile Allowance 51910 3,410 3,720 7,400 7,400 7,400




EXPENDITURE SUMMARY MATERIALS & SERVICES


OBJECT

CODE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016

BUDGET

FY 2016

EST ENDING

FY 2017

PROPOSED

Change from

FY16 Budget

Electricity 52110 3,694,782 3,439,101 2,973,700 3,348,300 3,097,300

Water 52120 171,597 132,985 169,000 186,000 176,000

Natural Gas 52130 542,170 231,144 303,000 287,500 303,000

Garbage 52140 197,800 219,811 170,000 171,000 173,500



Contracted Services 52205 1,757,313 1,728,004 1,860,800 1,899,182 1,848,700







Laundry 52260 39,976 46,550 41,000 39,000 45,000

Other Government Services 52270 300 41 0 0 0

Office Supplies 52305 18,429 18,316 16,000 21,300 21,300


Gas, Oil, Lubrication 52315 69,686 61,581 97,000 91,224 140,000


Tech & Scientific Supplies 52325 1,410 255 0 143 0

Repair & Maintenance Supplies 52330 1,175,569 1,180,483 1,116,000 1,165,643 1,250,000

Construction & Bldg Supplies 52335 160 3,745 0 0 0

Parts - Equipment 52340 1,978 0 0 0 0

Small Tools 52350 49,415 29,783 43,000 54,300 44,000


Postage & Freight 52375 8,999 4,176 1,100 1,821 5,100

Software Expensed 52380 2,136 776 0 0 0


Inventory 52395 73,701 52,072 0 0


Books, Subscriptions & Publications 52410 3,709 3,214 3,400 3,900 3,400


Publication Notices 52430 1,215 1,019 500 500 500

Printing & Duplicating 52435 3,329 1,130 500 507 500







Travel Expense 52485 44,047 36,663 80,900 65,326 79,200

Fleet Charges 52486 25,165 29,988 23,700 28,446 31,500

Private Mileage 52487 41,122 33,983 47,900 41,350 52,300


Permits, Licenses & Fees 52500 16,344 13,078 29,100 28,242 26,600


Taxes, Assmts, Liens 52510 2,440 2,485 2,600 2,600 2,600

Equipment Rental 52605 40,555 17,297 34,500 34,500 34,500

Repair & Maintenance Services 52610 12,569 1,019 0 0 0


Computer R&M 52630 293 0 0 0 0

Insurance 52705 0 0 0 0 0

Polymers - Thickening 52805 107,985 16,713 245,000 230,000 245,000

Polymers - Dewatering 52810 1,170,613 1,291,432 830,000 870,000 850,000

Polymers - Tertiary 52815 33,435 (909) 80,000 80,000 80,000

Ferric Chloride 52820 142,740 193,228 166,000 211,000 211,000

Alum 52825 917,943 810,877 765,000 765,000 715,000

Sodium Hydroxide 52835 114,144 144,270 160,000 125,000 160,000

Sodium Hypochlorite 52840 363,388 353,704 392,000 445,000 392,000

Lime 52845 555,827 538,682 595,000 595,000 560,000

Sodium Bisulfite 52850 248,922 213,249 244,000 294,000 244,000

Other Chemicals 52890 74,553 83,687 121,500 96,000 186,500


CAPITAL OUTLAY SUBTOTAL 39,259 63,520 150,000 55,000 50,000 -66.7%





Total



FTE Non-Rep



1.00 0.00 0.00 0.00 Business Planner 8 Non

0.00 1.00 1.00 1.00 Business Opportunities Manager 10 Non

1.00 0.00 0.00 0.00 Engineering Division Manager (TPS) 11 Non


1.00 2.00 1.00 1.00 Operations Division Manager 11 Non

0.00 0.00 1.00 1.00 Treatment Plant Services Manager 12 Non

1.00 1.00 1.00 1.00 Wastewater Treatment Dept Dir LT 13 Non

1.00 1.00 0.00 0.00 Reuse Program Manager 8 Non

1.00 1.00 1.00 1.00 Electrical & Instrumentation Division Manager 11 Non

1.00 1.00 1.00 1.00 Mechanical Maintenance & Facilities Division Manager 11 Non

10.00 10.00 9.00 11.00 TOTAL PERSONNEL

Operating



FTE Non-Rep














Capital



FTE Non-Rep


















SALARY

GRADE

SALARY

GRADE

SALARY

GRADE




FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


60,498 141,769 130,000 Temporary 51130 80,000

46 1,521 1,000 Overtime 51140 1,000








937,634$ 1,035,601$ 1,394,900$ 1,339,800$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 745 0 Laundry 52260 0


11,610 10,185 10,000 Office Supplies 52305 15,000








793 1,499 500 Small Tools 52350 500


172 170 300 Postage & Freight 52375 300

1,500 29 0 Software Expensed 52380 0













16,511 13,088 35,000 Travel Expense 52485 30,000


9,063 7,706 8,000 Private Mileage 52487 8,000

5,253 11,908 0 Other Materials & Services 52495 8,000

1,200 40 0 Permits, Licenses & Fees 52500 0


2,350 2,355 2,500 Taxes, Assmts, Liens 52510 2,500




0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


136,212$ 166,649$ 155,200$ 155,300$ -$ -$

0 0 0 0






WASTEWATER TREATMENT DEPARTMENTPOSITION AND SALARY EXPENSE BIOSOLIDS REUSE 8331

Total



FTE Non-Rep

0.00 0.00 0.50 1.00 Reuse Manager 8 Non


Operating



FTE Non-Rep



Capital



FTE Non-Rep






SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8331 BIOSOLIDS REUSE

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED

0 0 100,000 Full Time Reg Salaries 51110 103,400

0 5,445 7,500 Temporary 51130 42,000

0 0 0 Overtime 51140 0


0 466 38,600 Other Personnel Expense - FT Reg only 51600 35,600





0 0 0 Mobile Computer Allowance 51915 800

-$ 5,911$ 146,100$ 189,200$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0



1,207,535 1,205,003 1,280,300 Contracted Services 52205 1,326,100


0 0 0 Landscape Services 52215 97,000





0 0 0 Laundry 52260 0


























389 2,058 2,000 Travel Expense 52485 2,700

462 1,365 500 Fleet Charges 52486 500









0 0 0 Computer R&M 52630 0



1,562,865$ 1,459,536$ 1,622,600$ 1,675,100$ -$ -$

0 0 0 0

1,562,865$ 1,465,447$ 1,768,700$ 1,864,300$ -$ -$


TOTAL EXPENDITURE





POSITION AND SALARY EXPENSE ENGINEERING SERVICES 8211

Total



FTE Non-Rep

4.00 4.00 3.00 3.00 Construction Coordinator 8 Non

0.00 1.00 1.00 1.00 Engineer 8 Non



1.00 0.00 0.00 0.00 HVAC Technician 6 Rep

1.00 0.00 0.00 0.00 Mechanical Maintenance Engineer 10 Non


0.00 0.00 1.00 1.00 Senior Operations Analyst 9 Non


12.00 11.00 11.00 12.00 TOTAL PERSONNEL

Operating



FTE Non-Rep


0.00 0.00 0.00 0.00 Engineer 8 Non




0.00 0.00 0.00 0.00 Mechanical Maintenance Engineer 6 Rep





Capital



FTE Non-Rep


0.00 1.00 1.00 1.00 Engineer 8 Non




1.00 0.00 0.00 0.00 Mechanical Maintenance Engineer 6 Rep




12.00 11.00 11.00 11.50 TOTAL PERSONNEL




GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8211 ENGINEERING SERVICES

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


63,697 34,922 0 Temporary 51130 7,500

3,292 4,536 5,000 Overtime 51140 5,000








170,631$ 179,554$ 876,900$ 974,400$ -$ -$

18,308 19,679 20,000 Electricity 52110 20,000

0 0 0 Water 52120 0

3,940 4,883 4,000 Natural Gas 52130 4,000

0 0 0 Garbage 52140 0


5,075 0 0 Other Utility Services 52160 0

20 1,342 2,500 Contracted Services 52205 2,500






0 0 0 Laundry 52260 0


4,008 5,304 6,000 Office Supplies 52305 6,000








1,226 0 500 Small Tools 52350 500


298 257 500 Postage & Freight 52375 500




1,350 899 500 Books, Subscriptions & Publications 52410 500








1,256 980 600 Fueling Contract 52475 700


6,721 8,018 12,000 Travel Expense 52485 14,000

842 838 500 Fleet Charges 52486 1,000

14,515 8,919 15,000 Private Mileage 52487 15,000








293 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


77,800$ 79,663$ 97,000$ 99,900$ -$ -$

0 0 0 0

248,431$ 259,217$ 973,900$ 1,074,300$ -$ -$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE TECHNOLOGY DEVELOPMENT & RESEARCH 8316

Total



FTE Non-Rep

2.00 1.00 1.00 1.00 Operations Analyst 2 8 Non


0.00 1.00 1.00 1.00 Sr Process Technologist 9 Non


Operating



FTE Non-Rep





Capital



FTE Non-Rep








SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8316 TECHNOLOGY DEVELOPMENT & RESEARCH

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


726 70,296 20,000 Temporary 51130 25,000

0 1,564 0 Overtime 51140 1,000








218,298$ 182,148$ 491,600$ 508,800$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 0 0 Laundry 52260 0







0 1,237 0 Repair & Maintenance Supplies 52330 0



0 0 500 Small Tools 52350 500
















8,031 8,841 11,500 Travel Expense 52485 11,500


1,418 2,983 5,000 Private Mileage 52487 5,000








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


23,355$ 35,455$ 55,900$ 70,500$ -$ -$

0 0 0 0

241,653$ 217,603$ 547,500$ 579,300$ -$ -$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE DURHAM OPERATIONS 8311

Total



FTE Non-Rep



1.00 1.00 1.00 1.00 Plant Manager 8 Non

0.00 1.00 1.00 1.00 Senior Operator 6 Rep

12.00 12.00 12.00 13.00 Wastewater Plant Operator 2 5 Rep

14.50 15.50 15.50 16.50 TOTAL PERSONNEL

Operating



FTE Non-Rep






14.50 15.50 15.50 16.50 TOTAL PERSONNEL

Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8311 DURHAM OPERATIONS

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED

794,282 1,017,197 1,135,400 Full Time Reg Salaries 51110 1,226,300

186,113 22,981 40,000 Temporary 51130 55,000

47,023 91,402 50,000 Overtime 51140 40,000








1,359,518$ 1,530,837$ 1,682,700$ 1,805,900$ -$ -$

1,524,364 1,283,088 799,900 Electricity 52110 799,900

37,823 46,456 60,000 Water 52120 60,000

364,817 122,866 136,000 Natural Gas 52130 136,000

104,686 100,020 90,000 Garbage 52140 90,000

11,204 11,881 0 Surface Water Management Charge 52150 0








0 0 0 Laundry 52260 0






(0) 229 0 Tech & Scientific Supplies 52325 0

12,386 8,531 0 Repair & Maintenance Supplies 52330 5,000


1,150 0 0 Parts - Equipment 52340 0

7,524 3,179 1,500 Small Tools 52350 2,000

622 1,726 0 Safety Equipment 52360 0




37,469 34,901 0 Inventory 52395 0

731 1,607 1,000 Dues & Memberships 52405 1,600











5,490 1,573 8,000 Travel Expense 52485 3,000


2,392 1,470 3,000 Private Mileage 52487 3,000








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

2,885 0 70,000 Polymers - Thickening 52805 70,000

431,449 447,213 330,000 Polymers - Dewatering 52810 350,000

4,238 (3,962) 25,000 Polymers - Tertiary 52815 25,000

40,891 73,528 60,000 Ferric Chloride 52820 75,000

266,139 212,152 265,000 Alum 52825 265,000

78,801 96,646 90,000 Sodium Hydroxide 52835 90,000

232,427 211,717 245,000 Sodium Hypochlorite 52840 245,000

156,300 132,354 150,000 Lime 52845 150,000

126,929 85,697 120,000 Sodium Bisulfite 52850 120,000

10,463 14,720 20,000 Other Chemicals 52890 40,000

3,562,452$ 2,983,267$ 2,600,500$ 2,639,000$ -$ -$

0 0 10,000 0







POSITION AND SALARY EXPENSE ROCK CREEK OPERATIONS 8312

Total



FTE Non-Rep






14.50 15.50 16.50 16.50 TOTAL PERSONNEL

Operating



FTE Non-Rep






14.50 15.50 16.50 16.50 TOTAL PERSONNEL

Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8312 ROCK CREEK OPERATIONS

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


24,273 19,610 40,000 Temporary 51130 60,000

54,275 74,892 60,000 Overtime 51140 50,000








1,473,675$ 1,561,674$ 1,788,700$ 1,823,300$ -$ -$

1,450,589 1,462,785 1,430,000 Electricity 52110 1,525,000

14,617 12,314 12,000 Water 52120 12,000

159,566 94,544 150,000 Natural Gas 52130 150,000

74,081 96,906 60,000 Garbage 52140 60,000









0 0 0 Laundry 52260 0







622 246 0 Repair & Maintenance Supplies 52330 5,000



348 92 1,000 Small Tools 52350 1,000





36,232 17,172 0 Inventory Adjustment 52395 0

634 1,155 500 Dues & Memberships 52405 500











5,533 447 5,000 Travel Expense 52485 6,000


2,396 1,931 2,200 Private Mileage 52487 2,200








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

105,100 16,713 175,000 Polymers - Thickening 52805 175,000

739,163 844,219 500,000 Polymers - Dewatering 52810 500,000

29,197 3,053 55,000 Polymers - Tertiary 52815 55,000

101,849 119,700 106,000 Ferric Chloride 52820 136,000

651,804 598,725 500,000 Alum 52825 450,000

35,343 47,624 70,000 Sodium Hydroxide 52835 70,000

130,962 141,501 147,000 Sodium Hypochlorite 52840 147,000

399,527 406,328 445,000 Lime 52845 410,000

121,993 127,552 124,000 Sodium Bisulfite 52850 124,000

19,454 23,379 31,500 Other Chemicals 52890 61,500

4,189,549$ 4,086,441$ 3,951,400$ 3,993,500$ -$ -$

0 0 16,000 0

5,663,224$ 5,648,115$ 5,756,100$ 5,816,800$ -$ -$




TOTAL EXPENDITURE



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



EXPENDITURE SUMMARY 8314 HILLSBORO OPERATIONS

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 0 0 Temporary 51130 0

14,180 5,172 10,000 Overtime 51140 10,000








135,573$ 142,783$ 254,200$ 257,700$ -$ -$

202,877 201,123 216,400 Electricity 52110 216,400

24,507 14,558 22,000 Water 52120 22,000

3,066 3,158 5,000 Natural Gas 52130 5,000

9,107 12,123 10,000 Garbage 52140 12,000



0 13,250 2,000 Contracted Services 52205 2,000






0 0 0 Laundry 52260 0



978 3,114 5,000 Operating Supplies 52310 5,000







0 0 500 Small Tools 52350 500

















1,872 3,357 1,000 Fleet Charges 52486 2,800









0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

0 486 0 Sodium Hypochlorite 52840 0

0 0 0 Lime 52845 0



246,898$ 257,142$ 267,700$ 272,000$ -$ -$

0 0 0 0

382,470$ 399,925$ 521,900$ 529,700$ -$ -$



TOTAL EXPENDITURE

PERSONAL SERVICES SUBTOTAL



POSITION AND SALARY EXPENSE FOREST GROVE OPERATIONS 8315

Total



FTE Non-Rep




Operating



FTE Non-Rep




Capital



FTE Non-Rep







SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8315 FOREST GROVE OPERATIONS

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 0 0 Temporary 51130 0

6,204 10,946 7,500 Overtime 51140 7,500

0 0 2,300 Out of Class Straight Time 51170 2,300







180,945$ 261,611$ 254,000$ 258,300$ -$ -$

167,714 167,419 201,400 Electricity 52110 220,000

85,222 46,066 65,000 Water 52120 70,000

10,781 5,694 8,000 Natural Gas 52130 8,000

9,020 10,103 10,000 Garbage 52140 10,000









0 0 0 Laundry 52260 0



0 3,536 5,600 Operating Supplies 52310 5,600







40 0 500 Small Tools 52350 500


















0 142 0 Private Mileage 52487 2,000








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

0 0 0 Polymers - Thickening 52805 0

0 0 0 Polymers - Dewatering 52810 0

0 0 0 Polymers - Tertiary 52815 0

0 0 0 Ferric Chloride 52820 0

0 0 0 Alum 52825 0

0 0 0 Sodium Hydroxide 52835 0

0 0 0 Sodium Hypochlorite 52840 0

0 0 0 Lime 52845 0


0 0 0 Other Chemicals 52890 25,000

275,736$ 239,217$ 297,700$ 348,100$ -$ -$

0 0 0 0

456,680$ 500,828$ 551,700$ 606,400$ -$ -$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE FG / HB / RC PUMP STN MAINT 8343

Total



FTE Non-Rep

1.00 0.00 0.00 0.00 Facilities Maintenance Technician 3 Rep

3.00 4.00 4.00 4.00 Plant Maintenance Technician 2 5 Rep


0.00 0.00 0.00 1.00 Sr Plant Maintenance Technician 6 Rep


Operating



FTE Non-Rep






Capital



FTE Non-Rep









GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8343 FG / HILLSBORO / RC PUMP STN MAINT

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


16,752 23,048 40,000 Temporary 51130 60,000

8,662 7,430 10,000 Overtime 51140 10,000







840 840 1,000 Mobile Computing Allowance 51915 1,000

578,593$ 511,371$ 575,900$ 714,000$ -$ -$

330,718 305,007 306,000 Electricity 52110 316,000

9,429 13,591 10,000 Water 52120 12,000


0 0 0 Garbage 52140 0

972 1,081 900 Surface Water Management Charge 52150 1,100

373 3,223 400 Other Utility Services 52160 4,000







0 0 0 Laundry 52260 0










1,506 4,845 5,000 Small Tools 52350 5,000

1,885 0 0 Safety Equipment 52360 0

1,097 42 0 Postage & Freight 52375 0


5,371 664 2,900 Computer Equipment 52385 0



0 24,756 25,000 Software Licenses & Support 52425 27,500









319 156 400 Travel Expense 52485 400

18,953 14,894 15,000 Fleet Charges 52486 17,000

2,283 2,198 2,200 Private Mileage 52487 2,200

46,736 236 0 Other Materials & Services 52495 0







0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0

44,636 45,587 70,000 Other Chemicals 52890 60,000

750,456$ 760,999$ 736,800$ 794,000$ -$ -$

0 0 0 25,000

1,329,049$ 1,272,369$ 1,312,700$ 1,533,000$ -$ -$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE ROCK CREEK MECH MAINT 8344

Total



FTE Non-Rep


1.00 1.00 1.00 1.00 Mechanical Maint Supervisor 7 Non


0.00 0.00 0.50 0.50 Sr Engineer - Mechanical 9 Non


10.00 10.00 10.50 10.50 TOTAL PERSONNEL

Operating



FTE Non-Rep






10.00 10.00 10.25 10.25 TOTAL PERSONNEL

Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8344 ROCK CREEK MECH MAINT

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 0 0 Temporary 51130 24,000

5,066 6,885 10,000 Overtime 51140 10,000







840 840 900 Mobile Computing Allowance 51915 1,700

1,010,498$ 967,958$ 1,081,300$ 1,123,200$ -$ -$


0 0 0 Water 52120 0


906 452 0 Garbage 52140 0









0 0 0 Laundry 52260 0



98,523 18 0 Operating Supplies 52310 0







13,347 4,048 15,000 Small Tools 52350 10,000

5,180 3,904 0 Safety Equipment 52360 0

4,123 2,361 0 Postage & Freight 52375 2,000












533 667 800 Fueling Contract 52475 1,600


8 0 1,800 Travel Expense 52485 1,800

192 1,506 400 Fleet Charges 52486 900

108 45 1,000 Private Mileage 52487 1,000








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


564,607$ 456,624$ 475,200$ 482,800$ -$ -$

5,143 32,064 20,000 10,000

1,580,248$ 1,456,647$ 1,576,500$ 1,616,000$ -$ -$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE DURHAM MECH MAINT 8361

Total



FTE Non-Rep






11.00 10.00 10.50 10.50 TOTAL PERSONNEL

Operating



FTE Non-Rep






11.00 10.00 10.25 10.25 TOTAL PERSONNEL

Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8361 DURHAM MECH MAINT

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 0 0 Temporary 51130 48,000

3,299 8,377 10,000 Overtime 51140 10,000








879,728$ 867,958$ 1,083,100$ 1,124,200$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0





0 0 0 Landscape Services 52215 0





(0) 0 0 Laundry 52260 0


2,432 2,259 0 Office Supplies 52305 0

92,036 5,191 0 Operating Supplies 52310 0







10,706 9,220 10,000 Small Tools 52350 10,000


1,789 689 0 Postage & Freight 52375 2,000





375 1,520 3,200 Software Licenses & Support 52425 0









0 1,670 1,800 Travel Expense 52485 3,300

272 68 800 Fleet Charges 52486 500

1,215 1,087 1,000 Private Mileage 52487 1,000








0 0 0 Computer R&M 52630 0



433,110$ 361,150$ 360,500$ 413,200$ -$ -$

0 14,852 20,000 15,000

1,312,838$ 1,243,959$ 1,463,600$ 1,552,400$ -$ -$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE FACILITIES MAINTENANCE/SUPPORT SVCS 8362

Total



FTE Non-Rep

0.00 0.00 1.00 1.00 Asset Manager 8 Non



0.00 0.00 1.00 1.00 Landscape Specialist 4 Rep

1.00 1.00 1.00 1.00 Landscape Services Coordinator 6 Non

0.00 0.00 1.00 0.00 Sr Engineer 9 Non

0.00 1.00 0.00 0.00 Maintenance Mgmt Systems Analyst 7 Non

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 1.00 0.00 Sr Engineer 9 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 Sr Engineer 9 Non


0.00 0.00 0.00 0.00 Storekeeper 2 5 Rep






GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8362 FACILITIES MAINTENANCE/SUPPORT SVCS

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 0 24,000 Temporary 51130 21,000

147 2,750 2,000 Overtime 51140 2,000








447,765$ 452,573$ 829,100$ 818,600$ -$ -$


0 0 0 Water 52120 0


0 207 0 Garbage 52140 1,500








18,700 0 5,000 Professional Services 52240 10,000


39,976 45,805 41,000 Laundry 52260 45,000




1,443 1,377 0 Gas, Oil, Lubrication 52315 1,000






5,443 3,068 1,500 Small Tools 52350 1,500

0 2,279 0 Safety Equipment 52360 0

18 183 300 Postage & Freight 52375 300





0 0 0 Software Licenses & Support 52425 3,200









5 743 900 Travel Expense 52485 2,500

1,651 5,631 3,500 Fleet Charges 52486 7,000

548 984 1,500 Private Mileage 52487 3,900





0 0 1,000 Equipment Rental 52605 1,000

11,428 0 0 Repair & Maintenance Services 52610 0


0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


794,536$ 972,913$ 975,300$ 1,011,600$ -$ -$

0 0 0 0

1,242,302$ 1,425,486$ 1,804,400$ 1,830,200$ -$ -$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE DURHAM E&I MAINT 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

0.00 0.00 0.00 0.00 Electrical Supervisor 8 Non

1.00 1.00 0.50 0.50 Field Engineer - Electrical 8 Non

0.00 0.00 0.50 0.50 Field Engineer - Inspection 8 Non

0.00 0.50 0.00 0.00 Electrical & Instrumentation Control Engineer 9 Non

0.00 0.00 0.50 0.50 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



EXPENDITURE SUMMARY 8351 DURHAM E&I MAINT

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 0 12,500 Temporary 51130 0

13,804 10,546 8,000 Overtime 51140 8,000





1,371 956 600 Other Employee Allowances 51900 1,600



678,335$ 719,645$ 939,300$ 941,200$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 0 0 Laundry 52260 0










5,517 3,051 3,000 Small Tools 52350 8,000
















14 0 500 Travel Expense 52485 2,000

265 720 500 Fleet Charges 52486 600

908 924 1,000 Private Mileage 52487 1,000


1,995 581 2,000 Permits, Licenses & Fees 52500 2,000



1,046 0 2,500 Equipment Rental 52605 2,500



0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


321,050$ 217,211$ 230,100$ 230,900$ -$ -$

34,116 0 25,000 0

1,033,503$ 936,856$ 1,194,400$ 1,172,100$ -$ -$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE FG / HB / RC E&I MAINT 8352

Total



FTE Non-Rep

3.00 3.00 3.00 3.00 Electrician 2 6 Rep



0.00 0.00 1.00 1.00 Electrical & Instrumentation Technician 6 Rep



0.00 0.50 0.00 0.00 Electrical & Instrumentation Controls Engineer 9 Non



Operating



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



Capital



FTE Non-Rep

0.00 0.00 0.00 0.00 Electrician 2 6 Rep






0.00 0.00 0.00 0.00 Instrumentation & Control Systems Supervisor 8 Non






SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8352 FG / HILLSBORO / RC E&I MAINT

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


10,438 0 12,500 Temporary 51130 0

20,588 14,086 13,000 Overtime 51140 13,000





1,280 777 900 Other Employee Allowances 51900 900



737,341$ 757,688$ 1,052,400$ 1,055,600$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 0 0 Laundry 52260 0










2,567 780 2,500 Small Tools 52350 4,000


1,422 327 0 Postage & Freight 52375 0


7,897 756 9,700 Computer Equipment 52385 0












925 70 1,000 Travel Expense 52485 1,000

594 1,610 1,500 Fleet Charges 52486 1,200

3,395 2,361 5,000 Private Mileage 52487 5,000


1,641 212 2,000 Permits, Licenses & Fees 52500 2,000






0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


218,615$ 211,429$ 236,200$ 243,000$ -$ -$

0 16,604 15,000 0

955,956$ 985,720$ 1,303,600$ 1,298,600$ -$ -$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE CONTROLS SYSTEMS 8353

Total



FTE Non-Rep

1.00 1.00 1.00 0.00 Controls Systems Supervisor 8 Non

3.00 3.00 3.00 1.00 Control Systems Analyst 2 7 Non

0.00 0.00 0.00 2.00 Field Engineer - Automations & Controls 8 Non

0.00 0.00 1.00 Software Engineer 9 Non

0.00 0.00 1.00 1.00 Sr Engineer - I&C 9 Non


Operating



FTE Non-Rep




0.00 0.00 1.00 Software Engineer 9 Non



Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8353 CONTROLS SYSTEMS

FY 2014

ACTUAL

FY 2015

ACTUAL

FY 2016


OBJECT

CODE

FY 2017

PROPOSED

FY 2017

APPROVED

FY 2017

ADOPTED


0 0 0 Temporary 51130 0

313 919 2,000 Overtime 51140 2,000








380,722$ 358,826$ 582,200$ 587,400$ -$ -$


0 0 0 Water 52120 0


0 0 0 Garbage 52140 0









0 0 0 Laundry 52260 0



1,318 187 2,000 Operating Supplies 52310 2,000




11,906 0 0 Repair & Maintenance Supplies 52330 0



400 0 1,000 Small Tools 52350 0
















0 0 1,000 Travel Expense 52485 1,000


2,882 3,124 2,500 Private Mileage 52487 2,500








0 0 0 Computer R&M 52630 0

0 0 0 Insurance 52705 0


59,892$ 43,824$ 80,500$ 79,500$ -$ -$

0 0 22,000 0

440,614$ 402,650$ 684,700$ 666,900$ -$ -$




TOTAL EXPENDITURE


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 57104 Transfer to Fund 104 57111 Transfer to Fund 111 57112 Transfer to Fund 112 57115 Transfer to Fund 115 57212 Transfer to Fund 212 58100 Operating Contingency


Sanitary Sewer Capital Project List

FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

UTILITY BILLING SOFTWARE REPLACEM ENT STUDY$0 $0 $200,000 $0 $0 $0 $0 $200,000

$0 $0 $200,000 $0 $0 $0 $0 $200,000

6221SANI PASSENGER VEHICLE/LIGHT TRUCK

$138,000 $131,000 $0 $150,000 $150,000 $150,000 $0 $450,000

6303SANI HEAVY TRUCKS/EQUIPM ENT

$145,000 $140,000 $0 $360,000 $250,000 $300,000 $0 $910,000

$283,000 $271,000 $0 $510,000 $400,000 $450,000 $0 $1,360,000

SANITARY HEAVY VEHICLE REPLACEM ENT$0 $0 $800,000 $0 $0 $0 $0 $800,000

SANITARY LIGHT VEHICLE REPLACEM ENT$0 $0 $142,000 $0 $0 $0 $0 $142,000

$0 $0 $942,000 $0 $0 $0 $0 $942,000

6273LOCAL IM PROVEM ENT DISTRICT SUPPORT

$50,000 $0 $50,000 $50,000 $50,000 $0 $0 $150,000

$50,000 $0 $50,000 $50,000 $50,000 $0 $0 $150,000

ALOHA I/I$0 $0 $0 $110,000 $0 $0 $0 $110,000

BROADM OOR SANITARY SEWER REPLACEM ENT PH2$65,000 $0 $50,000 $265,000 $0 $0 $0 $315,000

CANYON CREEK SEWER IM PROVEM ENTS$180,000 $0 $50,000 $150,000 $500,000 $0 $0 $700,000

CEDAR HILLS REHABILITATION$0 $100,000 $900,000 $0 $0 $0 $0 $900,000

CEDAR HILLS REHABILITATION PHASE 2$0 $0 $0 $50,000 $650,000 $750,000 $0 $1,450,000

CEDAR HILLS REHABILITATION PHASE 3$0 $0 $0 $100,000 $0 $0 $0 $100,000

FOOTHILLS PARK I/I ABATEM ENT IM PROVEM ENTS$0 $0 $0 $600,000 $600,000 $0 $0 $1,200,000

GARDEN HOM E SEWER REHABILITATION$0 $0 $70,000 $0 $0 $0 $0 $70,000

HIGH PRIORITY STRUCTURAL REPAIR PROGRAM$0 $0 $10,000 $50,000 $300,000 $300,000 $300,000 $960,000

SOUTHWOOD REHABILITATION$0 $350,000 $0 $0 $0 $0 $0 $0

SW 64TH & PATTON SANITARY SEWER REHAB$0 $0 $0 $0 $0 $0 $0 $0

WEST BASIN I/I$100,000 $100,000 $300,000 $900,000 $950,000 $1,000,000 $1,000,000 $4,150,000

Home Portfolio

A ctive P ro jects

B usiness Svcs - F inance - F leet

C o nveyance - Engr - LID

C o nveyance - Engr - R ehabilitat io n

B usiness Svcs - F inance - B usiness A pplicat io ns

B usiness Svcs - F inance - R eplacement and R enewal (F leet)


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

6298LARGE TRUNKLINE I/I

$30,000 $10,000 $25,000 $100,000 $100,000 $100,000 $100,000 $425,000

6332REHABILITATION M ASTER PLANNING

$80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $400,000

6653EXPOSED LATERALS PROGRAM

$10,000 $0 $10,000 $60,000 $310,000 $310,000 $310,000 $1,000,000

668586TH & COPELAND SANITARY SEWER REHAB

$360,000 $273,000 $52,000 $0 $0 $0 $0 $52,000

6767BROADM OOR SANITARY SEWER REPLACEM ENT

$775,000 $50,000 $100,000 $0 $0 $0 $0 $100,000

6778LARGE TRUNKLINE M ANHOLE REHAB

$263,000 $400,000 $200,000 $0 $0 $0 $0 $200,000

6283UTILITY RELOCATION

$75,000 $45,000 $75,000 $75,000 $75,000 $75,000 $0 $300,000

6399SANITARY SEWER CAPACITY UPGRADES

$100,000 $50,000 $75,000 $100,000 $100,000 $100,000 $0 $375,000

6493UPPER TUALATIN INTERCEPTOR (D-250)

$300,000 $300,000 $300,000 $0 $0 $0 $0 $300,000

6581STEED CREEK SEWER UPSIZE

$1,820,000 $267,000 $1,605,000 $0 $0 $0 $0 $1,605,000

6656SYSTEM CAPACITY ASSESSM ENTS

$1,000,000 $250,000 $500,000 $500,000 $0 $0 $0 $1,000,000

6657ONION FLAT TRUNK SEWER UPGRADE

$350,000 $300,000 $3,100,000 $150,000 $0 $0 $0 $3,250,000

6693SOUTH COOPER M T GRAVITY TRUNK TO RIVER TERRACE PS

$1,100,000 $387,000 $1,025,000 $0 $0 $0 $0 $1,025,000

6762NORTH HILLSBORO INDUSTRIAL GRAVITY SEWER @ GENENTECH

$490,000 $515,000 $0 $0 $0 $0 $0 $0

6763SANITARY SEWER M ASTER PLANS FOR EXPANSION AREAS

$50,000 $15,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

6764REAL TIM E FLOW M ONITORING INTERFACE & CONTROL

$25,000 $25,000 $10,000 $0 $0 $0 $0 $10,000

6794N BETHANY TRUNK SEWER EXTENSION PHASE 2

$300,000 $550,000 $2,800,000 $1,200,000 $0 $0 $0 $4,000,000

6804NW 185TH SEWER EXTENSION AT SPRINGVILLE ROAD

$40,000 $40,000 $220,000 $0 $0 $0 $0 $220,000

6817N BETHANY SEWER - SW EXTENSION

$0 $25,000 $75,000 $315,000 $0 $0 $0 $390,000

6820EAST TIGARD SEWER REPLACEM ENT

$0 $140,000 $0 $0 $0 $0 $0 $0

6826CEDAR M ILL TRUNK RELOCATION AT M URRAY/WALKER

$0 $30,000 $50,000 $500,000 $0 $0 $0 $550,000

6828FOOTHILLS PARK SEWER IM PROVEM ENTS

$0 $85,000 $95,000 $520,000 $0 $0 $0 $615,000

$8,974,000 $6,348,000 $12,835,000 $7,960,000 $5,725,000 $5,875,000 $5,550,000 $37,945,000

CHERRY LANE FACILITY IM PROVEM ENTS$0 $0 $50,000 $0 $0 $0 $0 $50,000

EM ERGENCY COM M UNCATION IM PROVEM ENTS$0 $0 $50,000 $20,000 $0 $0 $0 $70,000

SPRINGER STREET FACILITY IM PROVEM ENTS$75,000 $25,000 $100,000 $200,000 $150,000 $0 $0 $450,000

6377FLOW M ONITORING EQUIPM ENT RENEWAL PROGRAM

$100,000 $90,000 $100,000 $100,000 $110,000 $110,000 $110,000 $530,000

6627M ATERIAL PROCESSING YARD IM PROVEM ENTS

$2,350,000 $1,850,000 $850,000 $0 $0 $0 $0 $850,000

6677FIELD OPS SECURITY UPGRADE

$25,000 $15,000 $10,000 $0 $0 $0 $0 $10,000

Home Portfolio

C o nveyance - F ield Ops - F ield Operat io ns


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

6777ROOT LIST REDUCTION

$100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

6809FIELD OPERATIONS M ERLO FACILITY IM PROVEM ENTS

$130,000 $95,000 $550,000 $250,000 $225,000 $0 $0 $1,025,000

$2,780,000 $2,175,000 $1,810,000 $670,000 $585,000 $210,000 $210,000 $3,485,000

CORNELIUS PUM P STATION DISCHARGE LOCATION SEWER REPLACEM ENT$0 $0 $85,000 $0 $0 $0 $0 $85,000

$0 $0 $85,000 $0 $0 $0 $0 $85,000

195th AND BASELINE SEWER REALIGNM ENT$0 $0 $65,000 $0 $0 $0 $0 $65,000

$0 $0 $65,000 $0 $0 $0 $0 $65,000

ABC WQL OFFICE REM ODEL$100,000 $75,000 $0 $0 $0 $0 $0 $0

ABC WQL REPLACE FUM E HOOD DUCTING$130,000 $90,000 $400,000 $400,000 $0 $0 $0 $800,000

$230,000 $165,000 $400,000 $400,000 $0 $0 $0 $800,000

6790ABC HVAC SYSTEM LIFE-CYCLE COSTS

$275,000 $0 $250,000 $250,000 $0 $0 $0 $500,000

6793ABC FACILITY UPGRADES

$975,000 $300,000 $975,000 $300,000 $300,000 $300,000 $300,000 $2,175,000

$1,250,000 $300,000 $1,225,000 $550,000 $300,000 $300,000 $300,000 $2,675,000

BUDGET AND FORECASTING SOFTWARE$0 $0 $200,000 $0 $0 $0 $0 $200,000

ORACLE DISCOVERER REPLACEM ENT$0 $0 $75,000 $0 $0 $0 $0 $75,000

4894CM M S SOFTWARE PACKAGE

$50,000 $1,400 $100,000 $0 $0 $0 $0 $100,000

6782PACS 2000 REPLACEM ENT

$40,000 $0 $0 $0 $0 $0 $0 $0

$90,000 $1,400 $375,000 $0 $0 $0 $0 $375,000

6063IT COM M UNICATIONS ASSET LIFE-CYCLE COSTS

$90,000 $80,000 $70,000 $70,000 $70,000 $70,000 $70,000 $350,000

6106IT STORAGE ASSET LIFE CYCLE COSTS

$70,000 $70,000 $200,000 $70,000 $70,000 $70,000 $70,000 $480,000

6107IT SERVER ASSET LIFE-CYCLE COSTS

$230,000 $230,000 $70,000 $70,000 $70,000 $70,000 $70,000 $350,000

6265IT END USER DEVICE ASSET LIFE-CYCLE COSTS

$40,000 $30,000 $40,000 $40,000 $40,000 $40,000 $40,000 $200,000

$430,000 $410,000 $380,000 $250,000 $250,000 $250,000 $250,000 $1,380,000

FOG SCOUT$0 $60,000 $100,000 $0 $0 $0 $0 $100,000

$0 $60,000 $100,000 $0 $0 $0 $0 $100,000

Home Portfolio

C o nveyance - F ield Ops - R ehabilitat io n

Labo rato ry - A B C and F O F acilit ies P ro jects

C o nveyance - F ield Ops - Sanitary C o llect io n System

Off ice o f GM - IT - B usiness A pplicat io ns

R egulato ry - A dmin - R egulato ry A ffairs

Off ice o f GM - IT - A B C and F O F acilit ies P ro jects

Off ice o f GM - IT - Infrastructure - R eplacement


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

6465FOREST GROVE PROPERTY ENHANCEM ENTS

$85,000 $180,000 $220,000 $90,000 $60,000 $30,000 $30,000 $430,000

6475JACKSON BOTTOM PROPERTY ENHANCEM ENTS

$308,000 $205,000 $410,000 $130,000 $70,000 $60,000 $40,000 $710,000

6562SHOREBIRD SWALE M ITIGATION WETLANDS

$40,000 $35,000 $30,000 $25,000 $25,000 $25,000 $0 $105,000

6611STREAM OPERATIONS CENTER RELOCATION

$210,000 $130,000 $165,000 $90,000 $60,000 $55,000 $0 $370,000

6678NATURAL SYSTEM RESOURCE PARTNERSHIPS

$1,000,000 $1,000,000 $750,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,750,000

$1,643,000 $1,550,000 $1,575,000 $1,335,000 $1,215,000 $1,170,000 $1,070,000 $6,365,000

6401TUALATIN BASIN WATER SUPPLY PROJECT

$10,000 $20,000 $10,000 $0 $0 $0 $0 $10,000

6435FLOW RESTORATION IM PROVEM ENTS

$190,000 $200,000 $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000

6483LONG RANGE WATER SUPPLY PLAN

$500,000 $500,000 $1,000,000 $2,000,000 $5,000,000 $6,200,000 $25,300,000 $39,500,000

6672HIGH PURITY WATER PROJECT

$25,000 $75,000 $50,000 $0 $0 $0 $0 $50,000

$725,000 $795,000 $1,410,000 $2,350,000 $5,350,000 $6,550,000 $25,650,000 $41,310,000

LOCAL RESTORATION PARTNERSHIPS$0 $0 $610,000 $975,000 $555,000 $360,000 $315,000 $2,815,000

NATURAL SYSTEM IM PROVEM ENTS - SANI$225,000 $125,000 $200,000 $350,000 $350,000 $350,000 $350,000 $1,600,000

TUALATIN RIVER REFUGE RESTORATION$0 $0 $330,000 $525,000 $580,000 $170,000 $70,000 $1,675,000

4943WETLAND M ITIGATION M ONITORING (SANITARY)

$170,000 $170,000 $130,000 $120,000 $95,000 $80,000 $80,000 $505,000

6409GALES CREEK HALF M ILE LANE

$25,000 $40,000 $40,000 $25,000 $25,000 $25,000 $0 $115,000

6474FANNO CREEK - 99W TO BONITA - SANI

$108,000 $70,000 $240,000 $710,000 $310,000 $60,000 $0 $1,320,000

6529NATURAL SYSTEM REGIONAL SERVICES

$425,000 $465,000 $525,000 $525,000 $525,000 $525,000 $525,000 $2,625,000

6530COLLABORATIVE REGIONAL RESTORATION

$1,890,000 $1,485,000 $1,385,000 $1,270,000 $745,000 $315,000 $315,000 $4,030,000

6555SPRINGVILLE TRIB, ROCK CREEK - 185TH TO KAISER - SANI

$25,000 $65,000 $80,000 $70,000 $40,000 $30,000 $30,000 $250,000

6683RESTORATION M ANAGEM ENT SYSTEM S

$225,000 $200,000 $150,000 $100,000 $50,000 $0 $0 $300,000

$3,093,000 $2,620,000 $3,690,000 $4,670,000 $3,275,000 $1,915,000 $1,685,000 $15,235,000

FOREST GROVE EAST AG LANDS DEVELOPM ENT$0 $0 $210,000 $215,000 $1,240,000 $1,320,000 $1,000,000 $3,985,000

FOREST GROVE WEST AG LANDS DEVELOPM ENT$0 $0 $0 $0 $220,000 $230,000 $1,350,000 $1,800,000

$0 $0 $210,000 $215,000 $1,460,000 $1,550,000 $2,350,000 $5,785,000

Home Portfolio

Watershed M gmt - C WS P ro perty Impro vements

Watershed M gmt - F lo w R esto rat io n and R euse

Watershed M gmt - Watershed Enhancement

WWT D - C WS P ro perty Impro vements


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

DURHAM AB 4, CELL 3 M IXER$0 $0 $0 $0 $125,000 $0 $0 $125,000

DURHAM DEWATERING CENTRIFUGE ROTATING ASSEM BLY REPLACEM ENT$0 $0 $50,000 $0 $0 $0 $0 $50,000

DURHAM LIQUIDS CONTROL & TERTIARY COM PLEX CHANNEL DEM OLITION$0 $0 $0 $0 $0 $180,000 $0 $180,000

DURHAM ODOR CONTROL FOLLOW UP PROJECTS$0 $0 $205,000 $205,000 $120,000 $0 $0 $530,000

DURHAM PC 3/4 SCUM PUM P REPLACEM ENT$0 $0 $0 $0 $160,000 $0 $0 $160,000

DURHAM PHASE 6 - Fermenter/WAS storage/misc.$0 $0 $120,000 $150,000 $1,000,000 $5,500,000 $0 $6,770,000

DURHAM PHASE 6B - New Digester$0 $0 $0 $0 $0 $0 $0 $0

DURHAM PHASE 6C - Sludge Dewatering Replacement/Rebuild$0 $0 $0 $0 $0 $0 $0 $0

DURHAM PHASE 7 - Second phase/round of tertiary upgrading/expansion$0 $0 $0 $0 $0 $0 $0 $0

DURHAM PHASE 7B - Tertiary Upgrade$0 $0 $0 $0 $0 $0 $0 $0

DURHAM PHASE 8 - Secondary/BNR Train #5$0 $0 $0 $0 $0 $0 $0 $0

DURHAM SECONDARY CLARIFIER #3 FLOOR SLAB & M ECHANISM REPLACEM ENT$0 $0 $0 $300,000 $0 $0 $0 $300,000

DURHAM SLUDGE SCREENING$0 $0 $0 $0 $1,500,000 $0 $0 $1,500,000

DURHAM STRUVITE PREVENTION PROJECT$0 $0 $150,000 $300,000 $0 $0 $0 $450,000

DURHAM THICKENING CENTRIFUGE(S) TWAS DIVERSION$0 $0 $375,000 $0 $0 $0 $0 $375,000

PURIFICATION SYSTEM TEM PERATURE M ITIGATION$0 $0 $220,000 $0 $0 $0 $0 $220,000

6368DURHAM M ISCELLANEOUS UPGRADES

$250,000 $250,000 $350,000 $350,000 $250,000 $250,000 $250,000 $1,450,000

6471DURHAM PHASE 5D - New Cogen Facility

$200,000 $265,000 $135,000 $0 $0 $0 $0 $135,000

6491DURHAM PHASE 5B2 - HES/PC Piping Work/Primary OC/CEPT/ M isc Solids

$4,450,000 $4,555,000 $250,000 $0 $0 $0 $0 $250,000

6687DURHAM O&M BUILDING REM ODEL/REHAB

$1,000,000 $985,000 $2,497,000 $4,066,000 $0 $0 $0 $6,563,000

6755DURHAM SOLIDS BUILDING ODOR CONTROL M ODIFICATIONS- Phase 2

$900,000 $550,000 $1,710,000 $0 $0 $0 $0 $1,710,000

6757DURHAM PHASE 5B3 - Secondary Capacity Expansion

$1,500,000 $830,000 $1,800,000 $10,750,000 $11,250,000 $0 $0 $23,800,000

6788DURHAM PHASE 5A2 - TPS Building Rehab

$250,000 $150,000 $1,560,000 $0 $0 $0 $0 $1,560,000

6789DURHAM PHASE 5C - Tertiary Clarification Improvements

$550,000 $780,000 $750,000 $2,500,000 $3,150,000 $6,350,000 $6,500,000 $19,250,000

6823DURHAM HYPO LOOP REPLACEM ENT/DAY TANKS

$50,000 $100,000 $750,000 $0 $0 $0 $0 $750,000

$9,150,000 $8,465,000 $10,922,000 $18,621,000 $17,555,000 $12,280,000 $6,750,000 $66,128,000

DURHAM LIQUIDS AND SOLIDS POWER DISTRIBUTION UPGRADE$200,000 $200,000 $200,000 $1,650,000 $0 $0 $0 $1,850,000

ENERGY EFFICIENCY INCENTIVE PROJECTS$0 $0 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000

SCADA/CONTROL UPGRADE FOR FG AND HB$0 $0 $225,000 $380,000 $340,000 $0 $0 $945,000

Home Portfolio

WWT D - D urham

WWT D - Electrical & Instrumentat io n


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

6402PROCESS CONTROL REVISIONS

$100,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

6662PLANT LIGHTING UPGRADE/EVALUATION

$300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000

6781ROCK CREEK PRIM ARY ELECTRICAL SWITCHGEAR IM PROVEM ENTS

$1,450,000 $375,000 $2,100,000 $770,000 $0 $0 $0 $2,870,000

6803DURHAM THICKENING CENTRIFUGE 1-3 E&IC CONTROL PANEL REPLACEM ENTS

$0 $360,000 $100,000 $0 $0 $0 $0 $100,000

$2,050,000 $1,285,000 $3,475,000 $3,650,000 $1,190,000 $850,000 $850,000 $10,015,000

FACILITIES SEISM IC UPGRADES$100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $400,000

6371FACILITIES M ISCELLANEOUS UPGRADES

$400,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000

$500,000 $300,000 $300,000 $300,000 $300,000 $300,000 $200,000 $1,400,000

FOREST GROVE AERATION BASIN M ODIFICATIONS$0 $0 $500,000 $2,000 $0 $0 $0 $502,000

FOREST GROVE ODOR ABATEM ENT$0 $0 $100,000 $2,000 $0 $0 $0 $102,000

FOREST GROVE SECONDARY CLARIFIERS$0 $0 $0 $300,000 $300,000 $4,500,000 $1,100,000 $6,200,000

FOREST GROVE SOLIDS TREATM ENT ALTERNATIVES EVALUATION$0 $0 $50,000 $50,000 $150,000 $1,350,000 $4,200,000 $5,800,000

FOREST GROVE TERTIARY TREATM ENT$0 $0 $0 $0 $0 $0 $0 $0

6374FOREST GROVE M ISCELLANEOUS UPGRADES

$110,000 $71,000 $35,000 $35,000 $35,000 $35,000 $35,000 $175,000

6698FERNHILL NTS WEST WETLANDS

$3,650,000 $1,450,000 $5,570,000 $2,000 $0 $0 $0 $5,572,000

6699FERNHILL NTS UPPER WETLANDS

$5,000 $1,000 $0 $50,000 $2,050,000 $1,800,000 $1,250,000 $5,150,000

6750FERNHILL NTS SOUTH WETLANDS

$200,000 $320,000 $160,000 $15,000 $15,000 $0 $0 $190,000

6792FOREST GROVE EFFLUENT PUM P STATION

$850,000 $400,000 $850,000 $7,900,000 $4,000 $0 $0 $8,754,000

6814FOREST GROVE ADM INISTRATION BUILDING IM PROVEM ENTS

$150,000 $40,000 $340,000 $2,000 $0 $0 $0 $342,000

$4,965,000 $2,282,000 $7,605,000 $8,358,000 $2,554,000 $7,685,000 $6,585,000 $32,787,000

HILLSBORO ADM INISTRATION BUILDING IM PROVEM ENTS$0 $0 $0 $140,000 $270,000 $0 $0 $410,000

HILLSBORO EFFLUENT HYDRAULICS UPGRADE$0 $0 $190,000 $410,000 $410,000 $2,000 $0 $1,012,000

HILLSBORO NATURAL TREATM ENT SYSTEM$0 $0 $0 $0 $0 $0 $0 $0

6373HILLSBORO M ISCELLANEOUS UPGRADES

$40,000 $76,000 $40,000 $40,000 $40,000 $40,000 $100,000 $260,000

6812HILLSBORO ODOR ABATEM ENT

$65,000 $20,000 $190,000 $345,000 $2,000 $0 $0 $537,000

$105,000 $96,000 $420,000 $935,000 $722,000 $42,000 $100,000 $2,219,000

Home Portfolio

WWT D - F acilit ies

WWT D - F o rest Gro ve

WWT D - H illsbo ro


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

FERNHILL M ISC IM PROVEM ENTS$0 $0 $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000

HINES NURSERY RECYCLED WATER$50,000 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

TVID RECYCLED WATER PIPELINE$0 $0 $0 $0 $800,000 $2,400,000 $8,250,000 $11,450,000

6408WATER RIGHTS

$20,000 $12,000 $20,000 $20,000 $20,000 $20,000 $20,000 $100,000

6632WASSTRIP PATENT ACQUISITIONS

$25,000 $80,000 $40,000 $0 $0 $0 $0 $40,000

6697RECYCLED WATER FEASIBILITY ANALYSIS

$10,000 $87,000 $2,000 $0 $0 $0 $0 $2,000

6780ELECTRONIC OPERATORS M ANUAL

$0 $72,000 $10,000 $0 $0 $0 $0 $10,000

$105,000 $251,000 $372,000 $320,000 $1,120,000 $2,720,000 $8,570,000 $13,102,000

18th AVENUE PUM P STATION & FORCEM AIN$0 $0 $0 $0 $0 $200,000 $2,050,000 $2,250,000

BANKS FORCE M AIN LOCATION$0 $0 $0 $0 $0 $0 $0 $0

BUTTERNUT CREEK PUM P STATION PHASE 2$0 $0 $0 $0 $0 $0 $0 $0

CEDAR STREET PUM P STATION & FORCEM AIN REPLACEM ENT$0 $0 $0 $0 $0 $200,000 $1,800,000 $2,000,000

CHILDS PUM P STATION REPLACEM ENT$0 $0 $0 $0 $0 $0 $100,000 $100,000

GASTON FORCEM AIN REPLACEM ENT PH 2$0 $0 $0 $0 $0 $0 $0 $0

HELVETIA PUM P STATION & FORCEM AIN$0 $0 $0 $0 $0 $0 $200,000 $200,000

M CKAY CREEK PUM P STATION AND FORCEM AIN$0 $0 $0 $0 $0 $250,000 $2,000,000 $2,250,000

OAK VILLAGE & FIR GROVE WET WELL IM PROVEM ENTS$0 $0 $45,000 $90,000 $2,000 $0 $0 $137,000

ROSEDALE PUM P STATION AND FORCEM AIN$0 $0 $0 $0 $0 $0 $0 $0

SHERWOOD FORCEM AIN UPGRADE$0 $0 $0 $100,000 $775,000 $0 $0 $875,000

STONE CREEK PUM P STATION & FORCEM AIN$0 $0 $0 $0 $0 $0 $300,000 $300,000

STRASBURY PUM P STATION & FORCEM AIN$0 $0 $0 $0 $0 $0 $100,000 $100,000

SW TUALATIN PUM P STATION & FORCEM AIN$0 $0 $0 $0 $0 $0 $300,000 $300,000

SW TUALATIN SATELLITE PUM P STATION & FORCEM AIN$0 $0 $0 $0 $0 $0 $0 $0

6380PUM P STATION M ISCELLANEOUS UPGRADES

$100,000 $202,000 $160,000 $160,000 $160,000 $160,000 $160,000 $800,000

6554BUTTERNUT PUM P STATION & FORCEM AIN

$325,000 $352,000 $925,000 $1,202,000 $0 $0 $0 $2,127,000

6631RIVER TERRACE PUM P STATION & FORCEM AIN

$1,125,000 $1,400,000 $1,410,000 $2,000 $0 $0 $0 $1,412,000

6637FORCEM AIN M ISCELLANEOUS UPGRADES

$50,000 $24,000 $0 $200,000 $200,000 $200,000 $200,000 $800,000

6756GASTON FORCEM AIN REPLACEM ENT

$1,100,000 $175,000 $2,175,000 $2,000 $0 $0 $1,050,000 $3,227,000

Home Portfolio

WWT D - M iscellaneo us (T reatment)

WWT D - P ump Stat io ns (T reatment)


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

6771ENSCHEDE GRAVITY SEWER

$110,000 $85,000 $430,000 $2,000 $0 $0 $0 $432,000

6772BEAVERTON PUM P STATION & FORCE M AIN

$375,000 $668,000 $2,000 $0 $0 $0 $0 $2,000

6773BANKS & OAK VILLAGE PUM P STATION UPGRADE

$390,000 $670,000 $2,000 $0 $0 $0 $0 $2,000

6774BULL M OUNTAIN PUM P STATION UPGRADE

$375,000 $511,000 $2,000 $0 $0 $0 $0 $2,000

6825DAWSON CREEK PUM P STATION & GRAVITY SYSTEM CAPACITY ALTERNATIVES

$0 $50,000 $0 $0 $0 $0 $0 $0

6827RIVER TERRACE SOUTH PUM P STATION AND FORCEM AIN

$400,000 $100,000 $600,000 $3,100,000 $2,000 $0 $0 $3,702,000

$4,350,000 $4,237,000 $5,751,000 $4,858,000 $1,139,000 $1,010,000 $8,260,000 $21,018,000

DURHAM CHEM ICAL BUILDING M AU REPLACEM ENT PROJECT$0 $0 $175,000 $0 $0 $0 $0 $175,000

DURHAM CLARIFIER RECOATING$165,000 $0 $0 $155,000 $0 $0 $0 $155,000

DURHAM PLANT ROAD REPAIR & REPLACEM ENT$0 $0 $0 $270,000 $0 $0 $0 $270,000

DURHAM SOLIDS BUILDING ELEVATOR REPLACEM ENT$0 $0 $50,000 $0 $0 $0 $0 $50,000

INSTRUM ENTATION AND PLC UPGRADES$400,000 $150,000 $250,000 $350,000 $350,000 $350,000 $350,000 $1,650,000

O&M DIGITAL RADIO CONVERSION$0 $25,000 $25,000 $0 $0 $0 $0 $25,000

ROCK CREEK CHEM ICAL BUILDING M AU REPLACEM ENT$150,000 $0 $0 $150,000 $0 $0 $0 $150,000

ROCK CREEK COATINGS REPLACEM ENT PROJECTS$1,200,000 $0 $50,000 $210,000 $210,000 $210,000 $210,000 $890,000

ROCK CREEK IPS VFD REPLACEM ENT$0 $0 $0 $0 $0 $2,600,000 $0 $2,600,000

ROCK CREEK NaOH TANK REPLACEM ENT$0 $0 $100,000 $250,000 $0 $0 $0 $350,000

VALVE/GATE & ACTUATORS REPLACEM ENT$0 $0 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000

6091DIFFUSER REPLACEM ENT

$50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

6131ROOF REPLACEM ENT

$110,000 $100,000 $100,000 $0 $150,000 $0 $0 $250,000

6370HVAC REPLACEM ENT

$100,000 $100,000 $150,000 $100,000 $100,000 $100,000 $100,000 $550,000

6655M ECHANICAL EQUIPM ENT REPLACEM ENT

$500,000 $500,000 $300,000 $500,000 $500,000 $500,000 $500,000 $2,300,000

6663PUM P VFD REPLACEM ENTS

$325,000 $200,000 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000

6664ELECTRICAL EQUIPM ENT UPGRADE

$150,000 $150,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000

$3,150,000 $1,275,000 $1,950,000 $2,735,000 $2,060,000 $4,510,000 $1,910,000 $13,165,000

ROCK CREEK AERATION BASIN #3 WEST SELECTOR$0 $100,000 $150,000 $0 $0 $5,350,000 $4,150,000 $9,650,000

ROCK CREEK AERATION BASIN #8$0 $0 $0 $0 $0 $0 $0 $0

ROCK CREEK AERATION BASIN #9$0 $0 $0 $0 $0 $0 $0 $0

Home Portfolio

WWT D - R eplacement and R enewal

WWT D - R o ck C reek


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

ROCK CREEK CHLORINE CONTACT BASIN #4$50,000 $0 $50,000 $700,000 $3,450,000 $3,250,000 $0 $7,450,000

ROCK CREEK DIGESTER #3 & #4 COVER REPLACEM ENT$0 $0 $250,000 $2,750,000 $0 $0 $0 $3,000,000

ROCK CREEK EAST BACKWASH RECYCLE PUM P #3$0 $0 $0 $155,000 $0 $0 $0 $155,000

ROCK CREEK GBT IM PROVEM ENTS$450,000 $50,000 $150,000 $1,275,000 $0 $0 $0 $1,425,000

ROCK CREEK IPS ODOR CONTROL IM PROVEM ENTS$0 $0 $0 $0 $0 $900,000 $0 $900,000

ROCK CREEK PRIM ARY CLARIFIER #4$0 $0 $0 $0 $480,000 $6,250,000 $0 $6,730,000

ROCK CREEK RECYCLED WATER IM PROVEM ENTS$0 $0 $0 $0 $0 $200,000 $3,050,000 $3,250,000

ROCK CREEK RESILENCY PLAN$0 $0 $175,000 $0 $0 $0 $0 $175,000

ROCK CREEK SITE & ROADWAY IM PROVEM ENTS$0 $0 $75,000 $625,000 $1,970,000 $0 $0 $2,670,000

ROCK CREEK SOLIDS EXPANSION$1,800,000 $0 $0 $0 $0 $200,000 $0 $200,000

ROCK CREEK SRF pH REDUCTION SYSTEM$0 $0 $150,000 $0 $0 $0 $0 $150,000

6372ROCK CREEK M ISCELLANEOUS UPGRADES

$250,000 $300,000 $300,000 $300,000 $300,000 $300,000 $325,000 $1,525,000

6432ROCK CREEK IPS WETWELL IM PROVEM ENTS

$0 $450,000 $1,150,000 $0 $0 $0 $0 $1,150,000

6639ROCK CREEK ADM INISTRATION BUILDING IM PROVEM ENTS

$250,000 $464,600 $50,000 $2,125,000 $2,050,000 $0 $1,250,000 $5,475,000

6686ROCK CREEK DIGESTER GAS UTILIZATION

$3,000,000 $100,000 $350,000 $6,150,000 $0 $0 $0 $6,500,000

6696ROCK CREEK RECYCLED WATER SYSTEM IM PROVEM ENTS

$31,000 $0 $0 $0 $0 $0 $3,250,000 $3,250,000

6754ROCK CREEK WEST SECONDARY CLARIFIERS IM PROVEM ENTS

$160,000 $550,000 $3,950,000 $0 $0 $0 $0 $3,950,000

6787ROCK CREEK DIGESTER 1 & 2 IM PROVEM ENTS

$0 $550,000 $1,950,000 $0 $0 $0 $0 $1,950,000

$5,991,000 $2,564,600 $8,750,000 $14,080,000 $8,250,000 $16,450,000 $12,025,000 $59,555,000

$51,797,000 $36,905,000 $67,064,000 $75,367,000 $56,990,000 $66,657,000 $84,105,000 $350,183,000

663692ND/93RD LID

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0

6497FOREST GROVE I/I ABATEM ENT PHASE 4

$0 $0 $0 $0 $0 $0 $0 $0

6580LARGE TRUNKLINE REPAIR (Phase 3)

$0 $0 $0 $0 $0 $0 $0 $0

6607M ADELINE I/I ABATEM ENT Phase 2

$0 $0 $0 $0 $0 $0 $0 $0

6615FANNO INTERCEPTOR M ANHOLE REPAIR

$0 $0 $0 $0 $0 $0 $0 $0

6640FOREST GROVE I/I ABATEM ENT: 23RD AVE TO GAYLES WY

$0 $0 $0 $0 $0 $0 $0 $0

Home Portfolio

A ctive P ro jects

C lo sed P ro jects


C o nveyance - Engr - R ehabilitat io n


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

6654SW 185TH AND PHEASANT SANITARY SEWER REHAB

$110,000 $75,000 $0 $0 $0 $0 $0 $0


$0 $0 $0 $0 $0 $0 $0 $0

6666SW WILLOWM ERE & OXFORD SANITARY SEWER REHAB

$0 $0 $0 $0 $0 $0 $0 $0

6667SW 209TH & INDUSTRIAL SANITARY SEWER REHAB

$0 $0 $0 $0 $0 $0 $0 $0

6765FOREST GROVE 23RD/GALES WAY I/I ABATEM ENT

$278,300 $278,300 $0 $0 $0 $0 $0 $0

6766BANKS I/I ABATEM ENT

$1,000,000 $800,000 $0 $0 $0 $0 $0 $0


$0 $0 $0 $0 $0 $0 $0 $0

6769SW 64TH & SHERIDAN SANITARY SEWER REHAB

$135,000 $0 $0 $0 $0 $0 $0 $0

6818PACIFIC UNIVERSITY I/I

$0 $25,000 $0 $0 $0 $0 $0 $0

$1,523,300 $1,178,300 $0 $0 $0 $0 $0 $0

PIONEER CREEK TRUNK$50,000 $0 $0 $0 $0 $0 $0 $0

4900M ETZGER TRUNK, PHASE 2

$0 $0 $0 $0 $0 $0 $0 $0

6261NORTH PLAINS EAST TRUNK EXTENSION

$0 $0 $0 $0 $0 $0 $0 $0

6263DISTRICT SHARE OF DEVELOPM ENT INFRASTRUCTURE

$0 $0 $0 $0 $0 $0 $0 $0

6344BETHANY AREA SEWER PROJECT

$0 $0 $0 $0 $0 $0 $0 $0

6369SPRINGVILLE TRUNK SEWER UPSIZE

$1,030,000 $560,000 $0 $0 $0 $0 $0 $0

641587th & SW CANYON RD SEWER REPAIR

$0 $0 $0 $0 $0 $0 $0 $0

6492WEST BASIN CONVEYANCE IM PROVEM ENTS

$0 $0 $0 $0 $0 $0 $0 $0

6496DERRY DELL - SANI

$0 $15,000 $0 $0 $0 $0 $0 $0

6498SANITARY SEWER FLOW M ONITORING CALIBRATION

$0 $0 $0 $0 $0 $0 $0 $0

6531GRAVITY SEWER EXTENSION TO IRONWOOD PUM P STATION

$0 $0 $0 $0 $0 $0 $0 $0

6556ROCK CREEK BLVD SANI SEGM ENT UPSIZE

$0 $0 $0 $0 $0 $0 $0 $0

658289th & SPRUCE STORAGE

$0 $0 $0 $0 $0 $0 $0 $0

6613ARGONAUT SANITARY TRUNK UPGRADE

$0 $0 $0 $0 $0 $0 $0 $0

6648SCHOLLS FERRY SEWER EXTENSION

$0 $23,000 $0 $0 $0 $0 $0 $0

6658LOWER TURNER CREEK SEWER RELOCATION

$0 $0 $0 $0 $0 $0 $0 $0

6770UPPER TUALATIN - RIVER RIDGE

$0 $0 $0 $0 $0 $0 $0 $0

6784165th & RIGERT SEWER REPLACEM ENT

$100,000 $100,000 $0 $0 $0 $0 $0 $0

6791BARROWS ROAD SANITARY SEWER UPSIZE

$1,000,000 $810,004 $0 $0 $0 $0 $0 $0

$2,180,000 $1,508,004 $0 $0 $0 $0 $0 $0

Home Portfolio

C o nveyance - Engr - Sanitary C o llect io n System


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

6568KINNAM AN REHAB PHASE 2

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0

6486ABC HVAC AIR CONDITIONING SYSTEM REPLACEM ENT

$0 $0 $0 $0 $0 $0 $0 $0

6641ABC BUILDING THIRD FLOOR REM ODEL

$0 $0 $0 $0 $0 $0 $0 $0

6650ABC IT LEARNING LAB

$0 $0 $0 $0 $0 $0 $0 $0

6665ABC PRIVATE WATER QUALITY FACILITY

$0 $0 $0 $0 $0 $0 $0 $0

6790ABC HVAC M ANAGEM ENT SYSTEM UPGRADE OR REPLACEM ENT

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0

4933LAB INFORM ATION M ANAGEM ENT SYSTEM (LIM S)

$9,100 $29,000 $0 $0 $0 $0 $0 $0

6447AM ANDA 5 UPGRADE

$0 $0 $0 $0 $0 $0 $0 $0

$9,100 $29,000 $0 $0 $0 $0 $0 $0

6457ROCK CREEK PROPERTY ENHANCEM ENTS - SANI

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0

6476BEAVERTON CREEK - 170TH TO 231ST - SANI

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0

DURHAM CHEM ICAL BUILDING POLYM ER M ODIFICATIONS$250,000 $0 $0 $0 $0 $0 $0 $0

6340DURHAM STRUVITE RECOVERY FACILITY

$0 $0 $0 $0 $0 $0 $0 $0

6410DURHAM PHASE 5B1 - Headworks & NPW Improvements

$0 $0 $0 $0 $0 $0 $0 $0

6550DURHAM SOLIDS BUILDING ODOR CONTROL M ODIFICATIONS- Phase 1

$0 $0 $0 $0 $0 $0 $0 $0

6586DURHAM AERATION SYSTEM HIGH EFFICIENCY BLOWER ADDITION

$0 $0 $0 $0 $0 $0 $0 $0

6628DURHAM BISULFITE SYSTEM M ODIFICATIONS

$0 $0 $0 $0 $0 $0 $0 $0

6638DURHAM INSTRUM ENTATION AND TESTING FOR 2013 AWT

$0 $0 $0 $0 $0 $0 $0 $0

6813OSTARA M ISC PROJECTS

$100,000 $72,000 $0 $0 $0 $0 $0 $0

$350,000 $72,000 $0 $0 $0 $0 $0 $0

Home Portfolio

C o nveyance - F ield Ops - R ehabilitat io n

Off ice o f GM - IT - B usiness A pplicat io ns

Off ice o f GM - IT - A B C and F O F acilit ies P ro jects


WWT D - D urham

Watershed M gmt - C WS P ro perty Impro vements


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

4863PLANT LIGHTING UPGRADE / EVALUATION

$0 $0 $0 $0 $0 $0 $0 $0

6252ELECTRICAL EQUIPM ENT UPGRADES

$0 $0 $0 $0 $0 $0 $0 $0

6264PUM P VFD REPLACEM ENT

$0 $0 $0 $0 $0 $0 $0 $0

6651REM OTE PUM P STATION CELLULAR TELEM ETRY

$0 $0 $0 $0 $0 $0 $0 $0

6802DURHAM BLOWER UPGRADE

$350,000 $350,000 $0 $0 $0 $0 $0 $0

$350,000 $350,000 $0 $0 $0 $0 $0 $0

6796DEWATERING CENTRIFUGE BRIDGE CRANE

$10,000 $100,000 $0 $0 $0 $0 $0 $0

$10,000 $100,000 $0 $0 $0 $0 $0 $0

6405FOREST GROVE NATURAL TREATM ENT SYSTEM

$4,000 $97,500 $0 $0 $0 $0 $0 $0

6453FOREST GROVE DEM OLITION AND SITE WORK

$0 $0 $0 $0 $0 $0 $0 $0

6645FOREST GROVE SECONDARY CLARIFIER RECOATING

$0 $0 $0 $0 $0 $0 $0 $0

6652FOREST GROVE LOCKER ROOM /RESTROOM REM ODEL

$0 $0 $0 $0 $0 $0 $0 $0

$4,000 $97,500 $0 $0 $0 $0 $0 $0

6537HILLSBORO ULTRAVIOLET LIGHT DISINFECTION SYSTEM

$0 $0 $0 $0 $0 $0 $0 $0

6590HILLSBORO HEADWORKS

$0 $0 $0 $0 $0 $0 $0 $0

6591HILLSBORO PROCESS PIPING IM PROVEM ENTS

$0 $0 $0 $0 $0 $0 $0 $0

6592HILLSBORO CLARIFIER RECOATING

$0 $0 $0 $0 $0 $0 $0 $0

6634HILLSBORO HIGH HEAD PUM P STATION STRUCTURAL REPAIRS

$0 $0 $0 $0 $0 $0 $0 $0

6679HILLSBORO SEC DRIVES & HHPS VALVES REPLACEM ENT

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0

6783BIOSOLIDS PROGRAM EVALUATION

$0 $60,000 $0 $0 $0 $0 $0 $0

$0 $60,000 $0 $0 $0 $0 $0 $0

SE CORNELIUS PUM P STATION & FORCEM AIN$20,000 $0 $0 $0 $0 $0 $0 $0

TEKTRONIX FORCEM AIN REPLACEM ENT$250,000 $180,000 $0 $0 $0 $0 $0 $0

Home Portfolio

WWT D - Electrical & Instrumentat io n

WWT D - F acilit ies

WWT D - F o rest Gro ve

WWT D - H illsbo ro

WWT D - M iscellaneo us (T reatment)

WWT D - P ump Stat io ns (T reatment)


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

6387NORTH PLAINS PUM P STATION & FORCEM AIN

$0 $0 $0 $0 $0 $0 $0 $0

6412BANKS OAK VILLAGE FORCE M AIN

$11,000 $2,000 $0 $0 $0 $0 $0 $0

6532BROAD OAK PUM P STATION

$0 $0 $0 $0 $0 $0 $0 $0

6594DAIRY CREEK PUM P STATION

$0 $0 $0 $0 $0 $0 $0 $0

6635ROCK CREEK RANCH #3 PUM P STATION

$2,000 $0 $0 $0 $0 $0 $0 $0

6669NORTH INDUSTRIAL TEM PORARY PUM P STATION

$0 $0 $0 $0 $0 $0 $0 $0

6797BANKS OAK VILLAGE FORCEM AIN RELOCATION

$0 $275,000 $0 $0 $0 $0 $0 $0

$283,000 $457,000 $0 $0 $0 $0 $0 $0

ROCK CREEK CAUSTIC FEED SYSTEM$50,000 $0 $0 $0 $0 $0 $0 $0

6381ROCK CREEK DIGESTER IM PROVEM ENTS

$0 $0 $0 $0 $0 $0 $0 $0

6392ROCK CREEK STORM WATER IM PROVEM ENTS

$0 $0 $0 $0 $0 $0 $0 $0

6433ROCK CREEK TERTIARY TREATM ENT

$0 $0 $0 $0 $0 $0 $0 $0

6482ROCK CREEK OPERATIONS AND M AINTENENCE BUILDING

$0 $0 $0 $0 $0 $0 $0 $0

6519WEST BASIN FACILITIES PLAN

$0 $0 $0 $0 $0 $0 $0 $0

6578ROCK CREEK BIOLOGICAL PHOSPHORUS REM OVAL IM PROVEM ENTS

$0 $0 $0 $0 $0 $0 $0 $0

6593ROCK CREEK BIOSOLIDS SILOS

$400,000 $445,000 $0 $0 $0 $0 $0 $0

6602ROCK CREEK HEADWORKS VALVES REPLACEM ENT

$2,000 $0 $0 $0 $0 $0 $0 $0

6629ROCK CREEK GRAVITY THICKNERS

$1,750,000 $1,805,000 $0 $0 $0 $0 $0 $0

6633ROCK CREEK EAST TURBO BLOWER

$0 $0 $0 $0 $0 $0 $0 $0

6670WEIR WASHER AUTO CLEANING SYSTEM

$0 $0 $0 $0 $0 $0 $0 $0

6671ROCK CREEK ODOR CONTROL IM PROVEM ENTS

$0 $0 $0 $0 $0 $0 $0 $0

6694ROCK CREEK HEADWORKS SCREENING IM PROVEM ENTS

$3,350,000 $5,150,000 $0 $0 $0 $0 $0 $0

$5,552,000 $7,400,000 $0 $0 $0 $0 $0 $0

$10,261,400 $11,251,804 $0 $0 $0 $0 $0 $0

$62,058,400 $48,156,804 $67,064,000 $75,367,000 $56,990,000 $66,657,000 $84,105,000 $350,083,000

Suppo rt $3,622,000 $1,710,000 $950,000 $1,000,000 $550,000 $7,832,000

C o nveyance $17,012,000 $11,230,000 $9,850,000 $8,625,000 $7,550,000 $54,267,000

Watershed $6,675,000 $8,355,000 $9,840,000 $9,635,000 $28,405,000 $62,910,000

Wastewater $39,755,000 $54,072,000 $36,350,000 $47,397,000 $47,600,000 $225,174,000

T OT A L $67,064,000 $75,367,000 $56,990,000 $66,657,000 $84,105,000 $350,183,000

Home Portfolio

C lo sed P ro jects

A ll P ro jects

WWT D - R o ck C reek


Surface Water Capital Project ListFY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

6222 SWM PASSENGER VEHICLE/ LIGHT TRUCK $8,000 $8,500 $0 $0 $0 $0 $0 $0

6304 SWM HEAVY TRUCKS/EQUIPM ENT $185,000 $153,000 $0 $200,000 $200,000 $200,000 $0 $600,000

$193,000 $161,500 $0 $200,000 $200,000 $200,000 $0 $600,000

SWM HEAVY VEHICLE REPLACEM ENT $0 $0 $290,000 $0 $0 $0 $0 $290,000

SWM LIGHT VEHICLE REPLACEM ENT $0 $0 $74,000 $0 $0 $0 $0 $74,000

$0 $0 $364,000 $0 $0 $0 $0 $364,000

SWM LID $0 $0 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000

$0 $0 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000

103RD TO 106TH AVE STORM IM PROVEM ENTS $0 $0 $0 $0 $0 $0 $0 $0

165TH & FLORENCE STORM IM PROVEM ENT $0 $0 $0 $0 $0 $0 $0 $0

176TH & BRITETREE CIR STORM

IM PROVEM ENT

$0 $0 $0 $0 $0 $0 $0 $0

177TH & VINCENT STORM IM PROVEM ENT $0 $0 $0 $0 $0 $0 $0 $0

192ND & BLAINE TER. STORM IM PROVEM ENT $0 $0 $0 $0 $0 $0 $0 $0

195th AND FARM INGTON STREAM

ENHANCEM ENT

$0 $0 $0 $0 $0 $0 $0 $0

77TH (BH HWY TO BROADM OOR TERR)

STORM IM P

$0 $0 $0 $0 $0 $0 $0 $0

BARCELONA STORM IM P: BAKER ST, 174TH

AVE & SUGAR PLUM LN

$0 $0 $0 $0 $0 $0 $0 $0

BUTTERNUT CK ENHANCEM ENT AT BALES

POND

$0 $0 $0 $0 $0 $100,000 $200,000 $300,000

BUTTERNUT CK ENHANCEM ENT AT WITZIG

RESERVOIR

$100,000 $10,000 $0 $140,000 $120,000 $110,000 $0 $370,000

BUTTERNUT CREEK STREAM REHAB AT

GLEN IVY AND BARCELONA

$0 $0 $50,000 $170,000 $510,000 $450,000 $0 $1,180,000

CEDAR HILLS BLVD STORM IM PROVEM ENT $0 $0 $0 $0 $0 $0 $0 $0

CEDAR M ILL/N JOHNSON PROJECT

PLANNING

$0 $0 $0 $0 $0 $0 $0 $0

CEDARCREST & WASHINGTON DR STORM

IM P PROJECT

$0 $0 $0 $0 $0 $0 $250,000 $250,000

Home Portfolio

A ctive P ro jects

B usiness Svcs - F inance - F leet


B usiness Svcs - F inance - R eplacement and R enewal (F leet)

C o nveyance - Engr - Sto rmwater C o nveyance System


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

EDGEM OOR & JENKINS WQF $0 $0 $0 $10,000 $265,000 $0 $0 $275,000

FARM INGTON ROAD & 204TH $0 $0 $0 $0 $0 $0 $0 $0

HOM EWOOD (LAURELWOOD TO 88TH) $0 $0 $0 $0 $0 $0 $0 $0

JAY ST & BURLINGTON/BOWERM AN DR WQF

RETROFIT

$25,000 $0 $0 $0 $0 $0 $0 $0

LAIDLAW CULVERT $0 $0 $0 $0 $0 $0 $0 $0

LANDAU & 85TH STORM IM PROVEM ENT $0 $0 $0 $50,000 $150,000 $0 $0 $200,000

LANEWOOD ST & SW DELM ONT AVE WQF

RETROFIT

$0 $0 $25,000 $250,000 $0 $0 $0 $275,000

M AUI & 90TH STORM IM PROVEM ENT $0 $0 $0 $0 $0 $0 $0 $0

QUEEN M ARY AVE STORM IM PROVEM ENT $0 $0 $0 $0 $0 $0 $0 $0

ROSA ROAD AND 185TH STORM IM P $0 $0 $0 $0 $0 $0 $0 $0

SCIENCE PARK DRIVE WQF $0 $0 $5,000 $20,000 $20,000 $215,000 $0 $260,000

SKYHAR DRIVE STORM IM PROVEM ENTS $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

STORM WATER BASIN M ASTER PLANS $0 $0 $0 $100,000 $100,000 $100,000 $0 $300,000

SW DANA CT NEAR 213TH $0 $0 $0 $0 $0 $0 $0 $0

SW PARKVIEW AVE TO M IDEA LANE $0 $0 $0 $0 $0 $0 $0 $0

SW PARRWAY DR $0 $0 $0 $0 $0 $0 $0 $0

WASHINGTON DRIVE (BIRCH TO CASE COURT) $0 $0 $25,000 $335,000 $0 $0 $0 $360,000

YORK AND 192ND $0 $0 $0 $0 $25,000 $200,000 $0 $225,000

4945 SWM SM ALL WORKS / STORM M ASTER

PROJECT

$50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

6190 DISTRICT SHARE OF DEVELOPM ENT

PROJECTS

$5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $25,000

6237 STORM WATER OUTFALL RETROFIT

PROGRAM

$55,000 $15,000 $15,000 $55,000 $400,000 $440,000 $700,000 $1,610,000

6346 STORM SEWER DRAINAGE PROJECTS $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000

6378 N BETHANY STORM WATER PROJECTS $1,305,000 $400,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000

6443 M CKAY CREEK DRAINAGE M ASTER PLAN $0 $0 $0 $0 $0 $0 $0 $0

6524 BAUM AN PAYM ENT TO PROVIDE $0 $5,000 $5,000 $5,000 $5,000 $0 $0 $15,000

6619 HIGHWAY 47 M ARTIN RD PAYM ENT TO

PROVIDE

$13,000 $13,000 $13,000 $0 $0 $0 $0 $13,000

6630 170th AT FARM INGTON WQF $0 $500 $25,000 $250,000 $0 $0 $0 $275,000

6660 HYPORHEIC ZONE PILOT PROJECT $0 $20,000 $50,000 $200,000 $0 $0 $0 $250,000

Home Portfolio


FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

6680 HILLSBORO DAVIS RD PAYM ENT TO PROVIDE $10,000 $7,500 $7,500 $7,500 $0 $0 $0 $15,000

6700 NORTH BETHANY DEVELOPM ENT RWQF

(BASIN 10) 6700 (from 6378)

$150,000 $450,000 $50,000 $0 $0 $0 $0 $50,000

6701 BETHANY CREEK ENHANCEM ENT PILOT $545,000 $155,000 $250,000 $0 $0 $0 $0 $250,000

6703 NORTH ANDERSON SWM $0 $0 $0 $0 $0 $0 $0 $0

6704 SOUTH ANDERSON SWM $0 $0 $0 $0 $0 $0 $0 $0

6705 TUALATIN RIVER URBAN STORM WATER

TOOL CALIBRATION

$0 $0 $0 $0 $0 $0 $0 $0

6758 ALDEN WQ FACILITY RETROFIT AND STORM

SYSTEM IM P

$200,000 $365,000 $0 $0 $0 $0 $0 $0

6761 SPRINGVILLE ALLENBACH ACRES #3 WQF $75,000 $125,000 $0 $0 $0 $0 $0 $0

6776 JOSCELYN WQF $90,000 $35,000 $90,000 $0 $0 $0 $0 $90,000

6786 ELKS WQF & STREAM ENHANCEM ENT $50,000 $210,000 $200,000 $0 $0 $0 $0 $200,000

6800 SPRINGVILLE PAYM ENT TO PROVIDE $0 $7,500 $7,500 $7,500 $5,000 $5,000 $0 $25,000

6801 WOODHAVEN PARK PAYM ENT TO PROVIDE $0 $0 $0 $0 $0 $0 $0 $0

6806 STORM WATER CONV REAL TIM E CONTROL $60,000 $2,000 $60,000 $60,000 $60,000 $60,000 $60,000 $300,000

6807 TUALATIN-SHERWOOD RD WQF RETROFIT $50,000 $5,000 $10,000 $0 $0 $0 $0 $10,000

6808 196TH AND BLANTON CONVEYANCE

PROJECT

$30,000 $0 $30,000 $75,000 $0 $0 $0 $105,000

6822 ROCK CREEK INTEGRATED PLAN $0 $50,000 $100,000 $0 $0 $0 $0 $100,000

$2,838,000 $1,955,500 $3,098,000 $3,815,000 $3,740,000 $3,760,000 $3,290,000 $17,703,000

6799 STORM CM P CONVEYANCE REHAB $25,000 $20,000 $25,000 $25,000 $0 $0 $0 $50,000

6819 BEEF BEND/HWY 99 STORM IM PROVEM ENT $25,000 $0 $10,000 $20,000 $0 $0 $0 $30,000

$50,000 $20,000 $35,000 $45,000 $0 $0 $0 $80,000

NATURAL SYSTEM IM PROVEM ENTS - SWM $50,000 $50,000 $25,000 $50,000 $50,000 $50,000 $0 $175,000

4944 WETLAND M ITIGATION M ONITORING (SWM ) $85,000 $85,000 $65,000 $85,000 $65,000 $65,000 $65,000 $345,000

6522 PAYM ENT TO PROVIDE PROJECTS $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $0 $200,000

6566 ROCK CREEK FLOODPLAIN M ITIGATION $60,000 $145,000 $290,000 $350,000 $100,000 $100,000 $50,000 $890,000

$245,000 $330,000 $430,000 $535,000 $265,000 $265,000 $115,000 $1,610,000

$3,326,000 $2,467,000 $3,952,000 $4,620,000 $4,230,000 $4,250,000 $3,430,000 $20,482,000

6798 SW 107TH SWM IM PROVEM ENTS LID $0 $130,000 $0 $0 $0 $0 $0 $0

$0 $130,000 $0 $0 $0 $0 $0 $0

Home Portfolio

C o nveyance - F ield Ops - F ield Operat io ns


A ctive P ro jects

C lo sed P ro jects



FY 2016

Budget

FY 2016

Revised

FY 2017

Projected

FY 2018

Projected

FY 2019

Projected

FY 2020

Projected

FY 2021

Projected

FY 2017-2021

Projected

6680 HILLSBORO DAVIS RD PAYM ENT TO PROVIDE $10,000 $7,500 $7,500 $7,500 $0 $0 $0 $15,000

6700 NORTH BETHANY DEVELOPM ENT RWQF

(BASIN 10) 6700 (from 6378)

$150,000 $450,000 $50,000 $0 $0 $0 $0 $50,000

6701 BETHANY CREEK ENHANCEM ENT PILOT $545,000 $155,000 $250,000 $0 $0 $0 $0 $250,000

6238 CULVERT REPLACEM ENT PROJECTS $0 $0 $0 $0 $0 $0 $0 $0

6363 BROOKSIDE CULVERT REPLACEM ENT $500,000 $471,400 $0 $0 $0 $0 $0 $0

6445 FANNO CREEK DRAINAGE BASIN M ASTER

PLAN

$15,000 $15,000 $0 $0 $0 $0 $0 $0

6533 170th AT BLANTON ST WQF $0 $0 $0 $0 $0 $0 $0 $0

6534 CONVEYANCE IM PROVEM ENT AT 88th AVE

NEAR JAM IESON ST

$0 $0 $0 $0 $0 $0 $0 $0

6535 SKYHAR WQF $0 $0 $0 $0 $0 $0 $0 $0

6570 DEVONSHIRE DRAINAGE ANALYSIS $0 $0 $0 $0 $0 $0 $0 $0

6588 HWY 99W M EDIAN WQF $0 $0 $0 $0 $0 $0 $0 $0

6609 CEDAR M ILL FALLS WQF (119th @ Cornell) $0 $0 $0 $0 $0 $0 $0 $0

6610 WQM H RETROFIT PHASE 6 (from 6428) $0 $0 $0 $0 $0 $0 $0 $0

6643 SWM FACILITIES RETROFIT FOR

HYDROM ODIFICATION

$5,000 $800 $0 $0 $0 $0 $0 $0

6661 WQM H RETROFIT PHASE 7 (from 6428) $0 $0 $0 $0 $0 $0 $0 $0

6684 BUTTERNUT CREEK RESILIENCY PLANNING $0 $0 $0 $0 $0 $0 $0 $0

6702 REAL TIM E CONTROL AT BETHANY CREEK

WETLAND

$0 $98,800 $0 $0 $0 $0 $0 $0

6759 SHAW ST AT 192ND STORM (from 6346) $0 $1,500 $0 $0 $0 $0 $0 $0

6805 BARNES RD AT 89TH AVE STORM

IM PROVEM ENT

$50,000 $25,000 $0 $0 $0 $0 $0 $0

6811 BURBANK/REGAL/IM PERIAL STORM

IM PROVEM ENT

$75,000 $110,000 $0 $0 $0 $0 $0 $0

$645,000 $722,500 $0 $0 $0 $0 $0 $0

6200 FANNO CREEK - 99W TO BONITA - SWM $0 $0 $0 $0 $0 $0 $0 $0

6297 SPRINGVILLE TRIB, ROCK CREEK - 185TH TO

KAISER - SWM

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0

$645,000 $852,500 $0 $0 $0 $0 $0 $0

$3,971,000 $3,319,500 $3,952,000 $4,620,000 $4,230,000 $4,250,000 $3,430,000 $20,482,000

Suppo rt $364,000 $200,000 $200,000 $200,000 $0 $964,000

C o nveyance $3,158,000 $3,885,000 $3,765,000 $3,785,000 $3,315,000 $17,908,000

Watershed $430,000 $535,000 $265,000 $265,000 $115,000 $1,610,000

T OT A L $3,952,000 $4,620,000 $4,230,000 $4,250,000 $3,430,000 $20,482,000

Home Portfolio


C lo sed P ro jects

A ll P ro jects

C o nveyance - Engr - Sto rmwater C o nveyance System

Clean Water Services FY 2015-16 Adopted Budget Page 203

Capital Outlay Summary

Department

Proposed

Budget Description

Conveyance 8370 Field Operations Administration 37,500$ Heavy Half CB Grate Replacements

Conveyance 8370 Field Operations Administration 9,000 Plotter

Conveyance 8371 System Repair 20,000 Riser Rings for County Overlay

Conveyance 8371 System Repair 6,000 6" Bypass Pump

Conveyance 8371 System Repair 18,300 *Trailer Mounted 4" Critically Silenced Bypass Pump

Conveyance 8375 TV/Flow Monitoring 40,000 TV Inspection Camera and Transporter Replacement

Conveyance 8375 TV/Flow Monitoring 15,000 18" Packer to add 18" Capability to Line Sealing Program

Conveyance 8380 Local Repair & Construction 18,300 *Trailer Mounted 4" Critically Silenced Bypass Pump

Conveyance 8380 Local Repair & Construction 39,800 Vac System for Erosion Control

Conveyance 8380 Local Repair & Construction 20,000 Internal Sleeves for High Priority Lines

Regulatory Affairs 8232 Laboratory Services 5,000 Balance

Regulatory Affairs 8232 Laboratory Services 8,000 Spectrophotometer

Regulatory Affairs 8232 Laboratory Services 30,000 EXO2 Continuous Monitoring Sensors

Regulatory Affairs 8232 Laboratory Services 7,600 Digestion Blocks with Fume Capture

Regulatory Affairs 8232 Laboratory Services 22,800 Automated Samplers for Industrial and Plant Sampling

Regulatory Affairs 8232 Laboratory Services 7,500 Refrigerated Portable Composite Sampler

Regulatory Affairs 8232 Laboratory Services 24,000 Replacement Refrigerators for Treatment Plant Samples

Regulatory Affairs 8232 Laboratory Services 45,000 Aquarius Software for Monitoring Data Mangement

Wastewater 8343 Pump Station Maintenance 25,000 ATV for use at Fernhill and Forest Grove Plant

Wastewater 8344 Rock Creek Mech Maintenance 10,000 Gantry and Hoist System for Dewatering Feed Pump Removal

Wastewater 8361 Durham Mech Maintenance 15,000 Engine Generator Emissions Analyzer

423,800$ TOTAL CAPITAL OUTLAY REQUEST

* The trailer mounted bypass pump is a total of $36,600 split between two programs.

Program


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 AA and Aa3, 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.

MATERIALS AND SERVICES

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.


PERSONAL 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 USA as the regional stormwater service provider within USA boundaries. The initial plan addressed existing and future stormwater quality and quantity issues in USA'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 Plan (or Program)

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 & I Electrical and Instrumentation


EDU Equivalent Dwelling Unit

EFU Equivalent Financial Unit

EFU Exclusive Farm Use

EM Electronic Mail

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

GF General Fund

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

M & I Municipal and Industrial

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

OAR Oregon Administrative Rules

ODF&W Oregon Department of Fish and Wildlife

OGI Oregon Graduate Institute

OGM Office of the General Manager

OMFOA Oregon Municipal Finance Officers Association

OPE Other Personnel Expense

ORS Oregon Revised Statutes

PERS Public Employee Retirement System

PLC A 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

USAAC Unified Sewerage Agency Advisory Commission

USGS United States Geological Survey

WAMCO Water Management Committee of Washington County

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

proposed fy 2016 - 2017 budget - clean water services · omparisons in this udget message are...

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