Clean Water Services Budget Committee FY 2015-16...Clean Water Services FY 2015-16 Adopted Budget...

Clean Water Services Budget Committee FY 2015-16

Board of Directors Members Citizen Members

Andy Duyck, Chairman

Molly Brown

Dick Schouten, District 1

Alan DeHarpport

Greg Malinowski, District 2

Lori Hennings

Roy Rogers, District 3

Mike McKillip

Bob Terry, District 4

Tony Weller

o,

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation award to Clean Water Services, Oregon for its annual budget for fiscal year beginning July 1, 2014. 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-seven years for the budget award and twenty-eight 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 ........................................................................................................................................ 29 Budget Process ........................................................................................................................................... 33 Budget Process Calendar ....................................................................................................................... 35 Budget Overview ........................................................................................................................................ 37 Budget Sources & Uses Sources of District Funds ........................................................................................................................ 41 Uses of District Funds ............................................................................................................................. 45 Departmental Summaries ...................................................................................................................... 49 District Summary of Positions ................................................................................................................ 52 Debt Service Debt Service Requirements ................................................................................................................... 53 Capital Projects Summary .......................................................................................................................... 57 Major Sanitary Sewer Projects ............................................................................................................... 58 Major Surface Water Management Projects ......................................................................................... 60 Financial Outlook Future Strategies .................................................................................................................................... 63 Financial Forecast Assumptions ............................................................................................................. 64

Fund and Program Detail

Funds Summary Budget Resources and Requirements FY 2015-16 ................................................................................. 68 Fund Accounting Structure .................................................................................................................... 69 General Fund Program Codes ................................................................................................................ 70 Operating Funds Summary ........................................................................................................................ 71 General Fund 101 ................................................................................................................................... 72 Storm and Surface Water Management Fund 201 ................................................................................ 74

Construction Funds Summary ..................................................................................................................... 77 Sanitary Sewer System LID Construction Fund 108 ............................................................................... 78 Surface Water Management LID Fund 208 ............................................................................................ 79 Sanitary Sewer Construction Fund 112 .................................................................................................. 80 Surface Water Management Construction Fund 212 ............................................................................ 81 Tualatin Basin Water Supply Capital Project Fund 115 .......................................................................... 82

Reserve Funds Summary ............................................................................................................................ 83 Liability Reserve Fund 102 ..................................................................................................................... 84 Sanitary Capital Reserve Fund 107......................................................................................................... 85 Surface Water Management Capital Reserve Fund 207 ........................................................................ 86 Debt Service Funds Summary .................................................................................................................... 87 Master Plan Update Debt Service Fund 111 .......................................................................................... 88 Revenue Pension Bond Fund 114 .......................................................................................................... 89

Departmental Detail Business Services Department ................................................................................................................... 91 Regulatory Affairs Department ............................................................................................................... 117 Watershed Management Department .................................................................................................... 129 Conveyance Systems Department ........................................................................................................... 139 Wastewater Treatment Department ....................................................................................................... 163 Appendix Chart of Accounts ................................................................................................................................. 197 Sanitary Sewer Capital Project List ...................................................................................................... 198 Surface Water Management Capital Project List ................................................................................. 213 Capital Outlay Summary ...................................................................................................................... 218 Glossary ................................................................................................................................................ 219 Acronyms and Abbreviations ............................................................................................................... 228

Clean Water Services FY 2015-16 Adopted Budget Page 1

FY 2015-16 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’ Adopted Budget for Fiscal Year (FY) 2015-16. 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 adopted FY 2014-15 budget, unless otherwise noted.

Budget Summary The adopted all-funds budget for FY 2015-16 is $420.8 million for all sources and uses of funds, excluding inter-fund transfers. Budgeted sources include estimated carryover funds from the FY 2014-15 budget as well as other combined carryover fund balances. Primary ongoing budget revenues are rate revenues from sewer and surface water of $124.9 million and System Development Charges of $16.1 million. To help fund the capital program, a revenue bond sale to net $50 million is planned. Fund uses include $64.6 million for departmental expenses, $26.1 million for debt service on outstanding debt obligations, and $66 million for CIP projects. In addition, $22.5 million is budgeted for contingencies and $238.5 million for unappropriated ending fund balances, including restricted bond sale carryover funds for future CIP projects and bond reserves for required revenue bond coverage, in accordance with District’s bond covenants. Total budgeted resources for FY 2015-16 are 4.4% more than the FY 2014-15 budget primarily due to rate increases and anticipated cost sharing with partners on capital construction projects. Rate revenues for Sanitary Sewer and Surface Water Management (SWM) are projected to increase by $4.3 million or 3.6%, reflecting the effects of rate changes (discussed below) and customer growth. Total departmental expenditures for FY 2015-16 increased by 3.3% overall, primarily caused by $2.7 million or 7.6% in increased labor costs. This increase is the result of additional costs assessed by the Oregon Public Employees Retirement System (PERS) to cover future liability, increases in the cost of health care coverage for employees, and from adding ten additional full time positions. These positions will enable the District to continue its investment in maintenance of existing assets as well as respond to increases in customer demand for services. Materials and services decreased by $669,000 or 2.5% from the prior year and capital outlay increased by $34,500 or 8.6% 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 63 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.

2014-15 Achievements

Achieved a zero increase in materials and services through investment in renewable electric energy generation and continuous improvement of our processes.

Even with an increased investment in the District’s workforce, 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 1998.

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 $1.19 per month in FY 2015-16 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 $1.69 per month to the average residential customer’s combined bill, a total combined rate increase of 3.65%. To help fund District capital investments, sanitary sewer System Development Charges (SDCs) are increasing from $4,900 to $5,100 per Equivalent Dwelling Unit (EDU). SWM SDCs will remain unchanged at $500 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 4.27% (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 (07-16)

2007 $32.62 3.06%

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% 4.27%

10-Year Utility Rate History

(Single Family Residential)

Sanitary Sewer & SWM Average Monthly Rates

City / Agency

Level of

Treatment

FY 2014-15

Average

Monthly

Sanitary

Charge

FY 2014-15

Average

Monthly

SWM

Charge

FY 2014-15

Average

Monthly

Combined

Bill

Rate Change

for

FY 2015-16

Estimated

Combined

Monthly Bill

as of

July 1, 2015

Clean Water

Services

Advanced

Tertiary

$39.61 $6.75 $46.36 3% sani & $.50

SWM

$48.05

McMinnville Advanced

Tertiary

$58.36 $0.00 $58.36 2.8% in July

2015

$60.00

Portland Secondary $39.37 $25.88 $65.25 3.85%

(storm and

sanitary)

$67.76

Clackamas County Service

District #1

Secondary $40.00 $6.35 $46.35 4.6% $48.50

Vancouver, WA

Rates effective 1/1/15

Secondary,

Activated

Sludge

$44.90 (a)

$67.30 (b)

$8.22 $53.12 (a)

$75.52 (b)

various rates $53.12 (a)

$75.52 (b)

Typical Monthly Sewer and SWM Bill Comparisons

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

$67.76

$60.00

$53.12

$48.50

$48.05

$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

$75.52

$67.76

$60.00

$53.12

$48.50

$48.05

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

Vancouver - Outside

Portland

McMinnville

Vancouver - Inside

CCSD #1


Monthly Single Family Combined Bill as of July 1, 2015


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 2015-16 budget continues this practice with an estimated coverage ratio of 2.83, compared to the coverage limit of 1.20 times annual debt service. The District’s strong financial position resulted in an upgrade in rating by Standard & Poor’s from AA to AA+. 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 2015-16 budget provides for growth of the General Fund reserves by $14.9 million or 17%. The District’s multi-year financial forecast reflects planned growth in operating reserves to meet future funding needs, including six months operating reserves (approximately $60 million); rate stabilization for retirement benefit costs required by the Public Employee Retirement System (PERS) ($5 million); risk loss exposure in the event of a major earthquake or natural disaster ($10 million); and to finance future capital replacement and renewal projects such as the Scoggins Dam raise needed to meet future water flow needs ($14.1 million for seismic/dam safety and $125 million for the dam raise). Surface Water Management (SWM) Fund reserves have been declining in past years as operating and capital project costs exceed service charges collected. The FY 2015-16 budget includes a SWM rate increase of $0.50 per month and limits capital projects in the SWM Construction Fund with the financial forecast showing growth in reserves starting in FY 2016. The District has prioritized SWM capital projects in the 5-year Capital Improvement Plan. However, ramp-up of development in North Bethany may require the District to construct regional surface water management facilities at an accelerated rate, which may require additional funding, such as an interfund loan from the General Fund, backed by regional stormwater management charges assessed on development in the area. 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 29 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 560,000 residents of urban Washington County, Oregon. The County is expected to add an additional 170,000 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 on administrative extension, 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 adopted 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 produce millions of kilowatt hours of electric power used to offset the requirements for treatment, and more recently, 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.

Our Capital Improvement Plan (CIP) reflects our commitment to not only convey and treat wastewater; it continues the District’s commitment and leadership in resource recovery. This year major investments in improving function and increasing capacity along with asset replacement and renewal are included as well as a continued focus on energy recovery with the Rock Creek Digester Gas Utilization project, which will prove a renewable fuel for vehicles. At both the Rock Creek and Durham Water Resource Recovery Facilities, major capital projects will increase the capacity of the existing infrastructure.


The new Material Processing Yard Improvements project will enable the District and our city partners to recycle street sweeping material into material suitable for a variety of new uses. The yard replaces a smaller less centrally located facility in Forest Grove.

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. 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 560,000 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. Last September Clean Water Services set the highest bar yet in Tree-For-All with a goal to plant one million trees in one year for one water. We did it! Through innovative and collaborative partnerships in urban and agricultural areas we met and exceeded the challenge. 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, 757 miles of sewer lines, and 501 miles of storm sewers.


Cleaned more than 22.8 billion gallons of wastewater.

Recycled 30 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 12,650 miles of streets collecting almost 1,300 dump truck loads of debris and cleaned more than 16,100 catch basins collecting material equivalent to 150 dump truck loads to keep pollutants out of our river and streams.

Replaced 136 sanitary sewer laterals and rehabilitated 10,050 linear feet of sewer mains and 456 manholes associated with the Infiltration and Inflow (I/I) reduction program.

District and member cities retrofitted 75 catch basins to provide additional water quality treatment.

Increased area treated by over 125 acres to over 28% 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 2,000 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 60 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 1,000 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 10 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 local home brewers. Along with our sponsors Carollo, the Oregon Brew Crew and Evoqua, beer is being brewed for 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 150 media stories.

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 86 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 21 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 450 tons of Crystal Green® fertilizer for sale to the commercial nursery and turf industry.

Generated 10.5 million kWh of renewable energy by capturing digester gas from the Rock Creek and Durham facilities to meet approximately 20% 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.

http://www.joinwestsidevoices.org/


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 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 28,000 treatment plant, stormwater, surface water and industrial samples and performed nearly 110,000 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.

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, Bronson, 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: 2014-15 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 1,000,000 native trees and shrubs along streams, wetlands and the river to filter pollutants, provide shade and create healthy wildlife habitat as part of the One Million, One Year, One Water 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.

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 creative 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 nearly 561,000, based on 2014 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

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

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%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 est.

State and County Population Trend

Oregon Population Change Washington County Population Change

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

United States 5.1% 4.6% 4.6% 5.8% 9.3% 9.6% 8.9% 8.1% 7.4% 6.2%

Oregon 6.2% 5.3% 5.2% 6.5% 11.3% 10.6% 9.5% 8.8% 7.9% 6.9%

WashingtonCounty

5.2% 4.4% 4.3% 5.3% 9.5% 9.0% 7.7% 7.1% 6.3% 5.7%

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 54% 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 11% 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

ABC Building

Maintenance

Business Services

Department

44.55 FTE

Clean Water

Services Customers

Board of Directors

Clean Water

Services Advisory

Commission

General Manager

Deputy General

Manager

Regulatory Affairs

Department

33.00 FTE

Source Control

Laboratory

Services

Legal

3.00 FTE

Fleet & Purchasing

Watershed

Management

Department

16.00 FTE

Wastewater

Treatment

Department

117.00 FTE

Conveyance

Systems

Department

114.00 FTE

Field Operations

Division

Engineering

Services Division

Operations Division

Mechanical

Maintenance

Division

Reuse/Support

Engineering

Services

Electrical &

Instrumentation &

Controls Division

Finance &

Accounting

Information

Technology

Government &

Public Affairs

Human Resources

Risk & Benefits


District Vision, Mission and Values

VISION Enhance the environment and quality of life in the Tualatin River Watershed through

visionary and collaborative management of water resources in partnership with others.

MISSION We provide cost-effective services and environmentally sensitive management

of water resources for the Tualatin River watershed.

VALUES We Value… • Our Employee Team

as Clean Water Services' greatest and trusted resource and asset. • A Supportive, Collaborative Team-Based Work Environment

utilizing timely communication and diverse backgrounds, skills and aspirations of all Clean Water Services employees.

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


Business Planning

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. District Strategic Initiatives Following are the District’s strategic objectives, measures, and targets for the prior budget year FY 2014-15. The results are pending final audit approval.

Yes No

Manage workflow and District

resources and meet customer needs.

Percent of Finance quarterly plan

commitments achieved on-schedule.

Complete 90% of planned quarterly activities

for the fiscal year.X

Manage workflow and District

resources and meet customer needs.

Percent of Risk & Benefits quarterly

plan commitments achieved on-

schedule.

Complete 90% of planned quarterly activities

in the fiscal year. X

Meet the commitments IT makes to

their customers.

Percent of IT quarterly plan

commitments achieved on-schedule.

Complete 90% of planned activities each

quarter.X

Improve ability of District facilities to

withstand earthquakes.

District facilities improved Complete an evaluation of collection

systems (including pump stations) that

includes mapping of collection system

integrated with EQ hazard maps and

identification of system data including

known construction materials, age and

current condition notes. Completed map and

data files ready for review by LT and

consultant.

X

Financial Stability Appropriate Systems Development

Charge Methodology

Board Adoption of Updated Systems

Development Charge Methodology for

Sanitary and SWM Funds.

X

Objective Measure FY 2014-15 Target

Met?


Yes No

Keep our SharePoint environment

current.

Upgrade SharePoint operational

environment to version 2013, by

determining upgrade path, migrating

existing content databases,

recompiling existing custom code,

migrating BI environment, and

replacing production servers.

Complete upgrade by 6/30/2015

X

Make the ABC interactive area more

usable by improving the acoustics

Implement changes in the interactive

area that will reduce noise

reverberation and ambient noise

levels.

Complete Upgrades by 6/30/15

X

Enable calculation of Conveyance

related sanitary SDCs

Documentation of all District-wide

known Sanitary Sewer Conveyance

Projects.

Board Adoption of a Sanitary Conveyance

Master Plan Addendum which includes all

Sanitary Conveyance Projects documented in

Co-Implementers SharePoint Site and District

ProSight databases.

X

Improve customer service for

permitting and development clients

Evaluate process and information

transparency improvements in

response to Customer Satisfaction

survey and outreach.

1)Implement credit/debit card payment

system for over-the-counter permit

transactions, including incorporation of

credit card transaction information into

Amanda (permitting) system and District's

financial system. Document ability to accept

over-the-counter credit/debit payments by

"roll-out" memos or announcements to

users. 2)Evaluate feasibility, and if feasible,

develop implementation plan for acceptance

of online credit/debit card payments.

Document completion with memo to CSD

Director, BOD Director, and DGM

summarizing feasibility study and either

recommending not to proceed or with a

schedule for implementation during FY16.

X

Improve District and City staff access to

CEU-eligible training necessary to

maintain certifications and licenses

Implement CEU-eligible training for

District/City staff

Develop and/or acquire then hold one

technical skills course and one

administration/management skills course for

collection system operators. Submit and gain

approval from OESAC for the courses to

receive CEUs qualifiing toward renewal of

DEQ's Wastewater Collection Systems

Operator certification.

X

Improve operational efficiency of

existing infrastructure

Evaluate new technologies for cost-

effectiveness and applicability to

optimize existing District sanitary

system.

1) Develop real time mapping tool for

observation of sanitary system flow monitors

and rain gauges during storm events.

2) Develop analytical tool to characterize

storm events in multiple ways; e.g., return

frequency, intensity, volume.

3) Document completion by providing

demonstration of/training on tools to

internal staff.

X


Met?


Yes No

Create tools to improve accessibility of

natural resource monitoring photos

Create and implement GIS feature class

for natural resource information

Develop tools to allow users to access and

view a series of photos from natural resource

monitoring utilizing GIS point feature class

and SharePoint. Develop process for users to

access information and provide

demonstration at one internal staff meeting.

X

Improve cost-effectiveness of

infrastructure repair activities

Implement prioritized repair process

activities

Using the prioritized inventory from FY14,

complete rehabilitation of two pipe

segments and complete 20 point repairs and

10 manholes.

X

Provide responsive planning and timely

implementation of capital projects to

ensure compliance with regulatory

requirements and support regional

land use planning goals; develop,

perform, and provide oversight of

proactive, cost-effective, and efficient

maintenance and operation programs

which maximize useful life of capital

assets and the economies of scales of

being a regional service provider.

Percentage of projects proceeding on

schedule

75% of projects will meet all scheduled

milestones for the program year.

X

Optimize the per unit cost

effectiveness for maintenance

activities.

Production efficiency for FY15 will

match the best annual production

efficiency of FY12, FY13 and FY14.

Production efficiency for FY15 will match the

best annual production efficiency of FY12,

FY13, and FY14.

X

Increase awareness and

implementation potential of the

Payment to Provide Program.

Evaluate overlapping organizational

goals and resources to maximize

partnership potential and streamline

project site selection.

1) Identify potential internal and external

partners and develop an outreach plan to

increase awareness of the PTP program.

Implement at least two internal and two

external coordination meetings to increase

program awareness. 2)Create a GIS-based

mapping tool with site selection criteria

filters for efficient evaluation of potential

project sites. Using the tool, identify at least

two projects for potential implementation

and include project information in FY16

Budget/CIP Department proposal.

X

Improve communication and enhance

interactions with Washington County

Enhance existing work flow processes

between Development Services and

Washington County's Permitting and

Building department.

Present two process improvement issue

papers to CWS Department and Washington

County Building Department management:

One document outlining issues and

suggested enhancements to the County's

existing private plumbing permit process on

a single family residential property and

another document outlining issues and

suggested enhancements for the County's

process for single family residential permits

needing a CWS service provider letter.

X

Improve documentation of storm

system complaints and resolutions

Create a GIS database to track storm

system complaints and resolutions

Develop a process to implement storm

system problem and resolution tracking,

including a complaint process flow chart,

identification of common terminology for

main categories to track, and GIS mapping

tool showing the most recent 2 years worth

of data. Materials will be reviewed and

approved by CSD Director.

X


Met?


Yes No

Use real-time control systems to better

address future regulatory requirements

Evaluate feasibility of developing in-

house system to provide real time

control for stormwater facilities

Develop and pilot test an in-house control

system to manage operations of stormwater

detention facilities. Provide a summary

report with recommendations to Department

Director.

X

Improve accessibility and usability of

Electronic Files

Implement centralized photo gallery

for Conveyance project and operations

photos to be used for presentations

and reports.

Implement centralized photo gallery for

Conveyance project and operations photos to

be used for presentations and reports.

Document with recommended naming

conventions, filing index, and updating

procedures to the Department Director.

Populate photo gallery with pictures of FY15

Conveyance Capital projects and FY15

operational photos. Number and type of

operational photos to be identified by CSD

Director.

X

Improve District Based on Key

Indicators

Key Performance Indicators Develop a minimum of 3 key performance

indicators for every departmentX

Tie the Goal Share OMT's to the Key

Performance Indicators

Targets are expressed in measurable

objective outcomes

Each FY'15 OMT will have a re-defined

measurable end objectiveX

Effective and efficient planning of

District work

Plans developed and used All departments will have a quarterly plan

that is integrated into an overall District plan. X

Promote lean and six sigma tools to

create additional value and find

innovative solutions.

Improvement of processes that boost

District productivity and control or

reduce the organization’s costs through

efficiencies.

Complete six lean six sigma projects as

selected by the DGM. Present results to the

Directors Team.X

Improved Cost Effectiveness Proposal for a Pilot System Complete a proposal for an Activity Based

Cost system that includes a propsal for a pilot

study in FY'15 to the Director's Team.

X

Effectively eliminate or control odors

associated with conveyance or

treatment

Establish a common inter-

Departmental procedures for the

oversight of procedures for

documenting, tracking, resolving, and

memorializing odor complaints.

Inter-Departmental procedure established,

implemented, and memorialized in a

Standard Operating Procedure approved by

the leadership team

X

Develop framework for an integrated

planning structure guiding the Districts

program planning, regulatory

commitments, and priority actions

Implementation team will develop a

general programmatic framework,

defined elements, and process for

integrated planning. The framework

and process will be applied to the

Fanno Creek Basin, recommendations

developed and presented to the

Steering group.

Approval from the Integrated Plan Steering

Group to implement the programmatic

framework and process

X

Encourages innovation in treatment

processes, conveyance, and Watershed

Restoration leading to cost effective

environmental management.

Establish a inter-Department forum for

generating, vetting, and reviewing

proposals the District can select from to

invest in and develop.

Establish forum and advance one proposal to

the Leadership Team

X

Create a performance appraisal tool

with enhanced functionality

New tools Present findings of research, survey, and

proposed conceptual tools to DirectorsX

Effective Implementation of District

Policies

Number of Field instructions Field instructions for one policy for

supervisors distributedX

Improve records management to

increase efficiencies and encourage

consistency.

Pilot a records management system

with a specific work group.

Coordinate with RAD to develop and

implement written procedures to enable

RAD to manage their public records and

provide public records management training

to the workgroup.

X


Met?


Yes No

Improve efficiency and effectiveness of

District procurement processes.

Research issues and identify risks

associated with specific procurement

processes selected by DGM.

Complete research for two identified topics

and present results to GM/DGM. X

Improve efficiency by creating a

standard operating procedure for IGAs.

Develop standard operating procedure

for entering into IGAs.

Draft internal procedures for IGAs that

address risk, negotiation strategies,

appropriate District review and Board

approval.

X

Build internal crediibility and support

for District's role in protecting the

health of the Tualatin River Watershed.

Connect employees to the District's

brand and position as a pioneering

leader in water resources

management, resource recovery and

innovation. Build an organizational

culture of open communication and

sense of pride for individual

contributions to District's mission.

Develop Districtwide Strategic

Communications Plan for internal

audiences that alignswith District

mission and values.

Complete an Internal Strategic

Communications Plan and implementation

schedule. The Plan will include: 1) employee

values and needs from internal surveys &

listening sessions; 2) employee engagement

strategies; and 3) update of Controlling our

Destiny. Present plan and 2016

implementation schedule to LT by May 15,

2015.

X

Build credibility and support for

District's role in protecting the health

of the Tualatin River Watershed.

Position the District as a pioneering

leader in water resources

management, resource recovery and

innovation.

Realign District's external website with

the District's mission and values and

meet theneeds of internal and external

stakeholders. The new site will utilize

responsive web design for mobile and

desktop accessibility.

Launch live realigned website by June 30,

2015 that aligns with District mission, values

and brand plan and is responsive on multiple

viewing platforms. The content will focus on

"one water" themes and outcomes of District

work to ensure beautiful clean water for

today and tomorrow. The new site will

contain platforms to house new features that

include a news room and interactive

elements such as real-time river health data,

infographics, illustration and animation to

describe the treatment process.

X

Develop a State and Federal legislative

strategy to provide a policy foundation

to:

build awareness of the District and its

key initiatives among key legislative

stakeholders; build consistent,

coordinated messages for the District

and its legislative consultants and

partners; anticipate legislative issues

that may impede or leverage District

initiatives; identify proactive

legislative concepts for development,

review and prioritization; be prepared

to act/exert influence when and were

possible and appropriate; effectively

engage, influence and leverage

legislative partnerships and direct work

of District government affairs

representatives.

Work with Legislative Strategy Team

(RAD, WMD, Legal, OGM) to develop

2015 State and Federal Legislative

Agenda for Board review/approval.

Board adoption of State and Federal

Legislative Agenda by February 3, 2015

X

Organize the District's efforts to comply

with all permit requirements for

developing and submitting specified

written materials and implementing

programmatic changes.

To have an implementable written plan

for ensuring timely development and

submittal of written materials and

implementation of programmatic

changes required under the new

permit.

Written plan approved by all involved

Department directors and Deputy GM

X


Met?


Yes No

Update laboratory structure to provide

proactive program support and delivery

of service.

Document through a series of white

papers alternative structure for future

laboratory actions. White papers

would include:

•Increasing the use of technology

(probes, automated sensors, etc.) for

both wastewater operations and

ambient monitoring

•Focusing assessment and project

related evaluation on ecological uplift

for ambient monitoring via fixed

station status and trends monitoring

•Applying techniques such as genomic

sequencing and polymerase chain

reaction (PCR) to help management

and operation of the biological

treatment process

•Decreasing emphasis on routine

analytical chemistry (TSS, TDS, etc.)

Present recommendations to the Leadership

team

X

Effectively reduce FOG discharge to

Sanitary Lines

Implement an effective FOG control

program across the District

Reduce the additional maintenance of FOG

lines across the District, including member

cities. Establish "additional FOG

maintenance" baseline (measured as the as

the sum of the product of length of FOG lines

multiplied by the added cleaning events) and

re-evaluate prior to end of Goal Share year

2015 to demonstrate reduction.

X

Create high purity water for beneficial

re-use

Potable re-use using high purity water Obtain approval from EQC for direct

consumption beneficial re-use projectsX

Establish strategic direction for

municpal stormwater

Develop strategy for implementing

MS4 stormwater program that

consistent with intergrated plan

Present strategic plan for approaval to

Integrated Plan steering comittee X

Update Illicit Discharge Detection and

Elimination program to meet permit

requiremetns

Establish Illicit Discharge Detection and

Elimination reporting and tracking

system

Operational IDDE tracking system, with the

data from the last quarter of reporting year

entered

X

Industrial Source Compliance Update Enforcement Proceedures Source Control Compliance and Enforcement

updated plan approved for implementation

by District General ManagerX

Effective and transparent local program

for controlling industrial pollutants

impairing treatment processes, odor,

and other issues.

Draft inter-Department SOP for

describing process for developing the

information needed and for working

with industrial sources to control or

limit pollutants that act to impair

treatment process or permit

compliance.

Draft SOP approved by Leadership Team

X

Restore ecological processes on

significant watershed lands for the

Tualatin River

Organizational capital improvement

program budgets, department

performance measures, permit

requirements and watershed capital

deployment plans are aligned for

optimal return on investment.

Compile 5 year forecast of program

elements, including budget projections and

implementation plan. Estimate the

anticipated investments to output thermal

load offset targets identified by draft NPDES

permit. Identify avoided costs, sources of

leveraged funds and metrics of ecological

outcomes. Revise departmental budget

performance measures to align with these

broad outcome metrics by 6/30/2015.

X


Met?


Yes No

Secure long range water supplies Develop water supply program

elements and long range plan

Establish baseline water supply, long term

supply goal and amount targeted for this

year, including in-stream water amounts.

Secure reserve water supplies of 500 acre-

feet from existing users through signed

agreements to meet annual target.

X

Continued expansion of Clean Water

Grow (CWG) markets

Consistent and complete internal

marketing of CWG

Plan the integration of CWG into facility

tours, educational programs, ratepayer

outreach materials and all District

Rebranding efforts related to Resource

Recovery. Implement marketing plan to

make product and messages available to all

participants of Tree for All featured events,

River Rangers and Facility Tours.

X

Develop a comprehensive site master

plan for Fernhill from which future

development and activities can be

planned

Work with internal partners to

establish a shared comprehensive

vision for the site. Management plan

for each focus area identifying goals

and objectives.

Approval of Fernhill Management Plan by

CWS Directors. Management plan to include

figure identifying focus areas, and one page

management plan for each focus area

indicating: background, goals, objectives,

elements of work (planning, design,

implementation, stakeholder engagement,

educational programming, operations and

maintenance, water quality management,

permitting, etc.), implementation (roles and

responsibilities and schedule).

X

Advance strategies for cost effective

stormwater management

Promote tree planting in upland areas Document the links between upland trees,

their many benefits, and member city goals

and draft a business plan with goals,

strategies, and costs for upland tree planting

in Washington County

X

Encourage CWS employees to engage

with the District strategies to improve

watershed functions and increase

awareness of various partnerships.

Demonstrate widespread CWS support

for Tree for All through employee

participation in the One Million, One

Year, One Water campaign.

Plan and execute a planting project near

these District facilities, Rock Creek, Durham,

Field Ops, Forest Grove and ABC. CWS staff

will personally plant 1,000 (about 3 plants per

employee) of the plants planted during the

One Million One Year One Water/TFA

campaign, and someone from every

department/division will participate.

X

Minimize the impact of climate change

on District operations

Written document submitted to

Department Directors for review

Select an LT member to manage the

development of a comprehensive written

strategy for climate change adaptation and

then test it on one District project or

program.

X

Restore ecological processes on

significant watershed lands for the

Tualatin River

Develop partnerships with public land

management agencies for access to

create natural capital tangible assets on

significant watershed lands

Record agreements for restoration land

access on 100 acres and complete ecological

enhancement and funding plans for 3 project

sites.

X


Met?


Yes No

Develop integrated approaches to

restore ecological functions in targeted

priority resource areas

Identify methods to create, maintain

and/or enhance a cold water

refuge/fish habitat site that was

identified by either rapid biological

assessment (RBA) or physical

monitoring. Document three key

characteristics in a cold water refuge

site/fish habitat that could be created,

maintained and/or enhanced by Clean

Water Services or its partners.

Develop a strategy for including cold water

refuge work into existing programs and the

regulatory framework. Prioritize the cold

water refuge sites/fish habitats for

implementation and identify a pilot project

that includes riparian planting, flow

restoration and fish habitat enhancement.

Produce a technical memo that summarizes

the strategy, present it to the integrated

planning steering committee with approved

work plan for FY16 by June 30th, 2015.

X

Identify and implement proactive

integrated approaches to beaver

management

Develop tools for tracking and

assessing beaver issues throughout the

district using maps and customer calls.

Coordinate tracking tool with other

District systems being developed to

document customer complaints.

Establish integrated team model for

planning, design, deployment and

operations of beaver management or

activities, including proactive planning

for beaver activity on District project

sites.

Document tools and team model for

presentation and approval by director group

and deploy the approach by initiating at least

one pilot project.

X

Build and strengthen innovative and

resilient partnerships which improve

the benefits nature provides

Identify and implement structural and

process improvements to agricultural

incentive programs and its delivery

model in collaboration with our

partners. Improve cost effectiveness of

delivery model, update alignment of

work with organizational strengths,

address evolution of VEGBAC, eCREP

and other incentive program options.

Update Tualatin Soil and Water Conservation

District IGA with program improvements and

sign agreement by June 30, 2015.

X

Communicate the process for

successful integrated planning by the

utility of the future, develop key

components and examples of

landscape-scale, integrated water

resource management.

Document how CWS works

collaboratively with community

partners to restore ecological functions

that are critical to ensuring the long-

term resiliency of the Tualatin River

and the Districts' ability to provide core

services to the community.

Develop a communications tool for

distribution to a regional/national utility

audience that clearly describes the process

used by CWS to build community readiness

for an ecological approach to meeting long

term District goals and objectives for

sustainable provision of core services;

ensuring long-term water supplies; and

improving water quality in the Tualatin Basin.

The tool will provide actualized examples of

how CWS has developed partnerships with

resource agencies etc. to accomplish results

on a landscape scale. Present to the

integrated planning steering committee by

June 30, 2015

X

Operate with Zero permit violations. Develop dashboards for Operations in

HachWIMS for Durham and Rock Creek.

Install and have operational dashboards in

HachWIMS for Durham and Rock Creek. X

Operate cost effectively. Develop internal control cost

accounting procedures for M&S

purchases.

Implement procedures for identifying and

being able to track M&S purchases for

FY2016.

X


Met?


Yes No

Manage our assets responsibly. Achieve milestones in schedule

developed to complete full

implementation of TabWare

functionality in FY15.

Meet 80% of individual, interim milestones.

X

Achieve zero lost time accidents each

year.

Perform an audit to identify adequacy

of safety related programs/policies and

methods for providing training.

Present audit results and joint

recommendations for improvements to the

DGM.

X

Optimize performance. Develop the protocols for and conduct

testing to establish baseline pre-

WASSTRIP sludge dewaterability

characteristics at Rock Creek.

Present results of the testing to the WWTD

Leadership Council.X

Optimize performance. Develop revised control strategies for

the Durham BPR process using the pilot

project on-line instrumentation.

Implement full-scale the revised control

strategies for on-line automation and manual

control of the BPR process at Durham.X

Optimize performance. Evaluate the operational and financial

effectiveness of Actiflo at Rock Creek

to meet permit limits without

filtration.

Present report of the results to WWTD

Leadership Council.X

Promote positive working relationships

with local neighbors and businesses.

Develop talking points and interpretive

signage for public tours at Durham and

Rock Creek.

Publish talking points and install

interpretative signage at Durham and Rock

Creek.

X

Promote positive working relationship

with local neighbors and businesses.

Develop contingency plans for long

term power outages at all pump

stations.

Include the contingency plans in the

Electronic Operations Manual. X

Secure incentives or alternative

funding or contracting to improve ROI

on capital projects.

Develop a plan for supplying RNG from

Rock Creek.

Present recommendation to the District

Leadership Team for implementing supply of

RNG from Rock Creek.

X

Cost effective expansion of the

recycled water program.

Expand the recycled water program in

either the Forest Grove or Rock Creek

service area.

Obtain a written commitment to use recycled

water from a new customer in either the

Forest Grove or Rock Creek service area that

leverages the existing investment.

X

Invest in improving staff skills and

abilities.

Develop a 12 month basic skills training

program to present to O&M staff.

Deliver training on 10 topics to O&M staff at

Rock Creek and Durham. X


Met?


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 69 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 2015-16 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 $7.7 million, or 5.3%. Total estimated District expenditures, including operating and capital expenditures, as well as debt service, are expected to increase by $5.3 million, or 3.4%, due primarily to increases in personnel services as well as the CIP. Combined beginning fund balances are estimated to increase by just over $10.1 million, or 5.0%, largely as a result of sanitary sewer System Development Charge (SDC) revenues received during FY 2013-14 and net operating proceeds in the General Fund. 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 92.2% of estimated ongoing revenues for FY 2015-16. 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 6.7% of estimated revenues for FY 2015-16. The remaining 1.1% 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 $2.1 million, or 3.3%. Expenditures for personnel services, materials and services, capital investment, and debt service are discussed in greater detail below. Personnel Services (Labor) For the upcoming fiscal year, total personnel services costs are estimated to increase by just over $2.7 million, or 7.6%. The FY 2015-16 budget will increase by 10 FTE, or 3.1%, from the prior year. The District anticipates an increase in payments to the Public Employees Retirement System (PERS) as well as rising costs of personnel benefits, such as health insurance. Materials and Services Total materials and services costs are expected to decrease by approximately $669,000, or 2.5%. This decrease reflects an anticipated reduction in chemical and energy costs at the treatment plants, due in part to the Durham Treatment Plant’s cogeneration project which is now in operation. Capital Investment (CIP) The District is proposing an estimated $62.1 million in new sanitary sewer system improvements and $4.0 million in new surface water management system improvements in fiscal 2015-16. 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 0.2%. The District is planning a $50 million bond sale during fiscal 2015-16 which will moderately increase the debt service in out years. Fund Balances Beginning fund balances are anticipated to increase by approximately $10.1 million or 5.0% over the current budget year. 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. The increased Ending Fund Balance in FY16 reflects the anticipated $53.5 million in bond proceeds budgeted for the year.

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FY 2015-16 Budget Overview - All Funds Summary

Combined Beginning Fund Balances Total Operating & Nonoperating Revenues

Total Expenditures Ending Fund Balance & Contingency


FY 2013 FY 2014 FY 2015 FY 2016 % Change

Actual Actual Budget Adopted From FY 15

SOURCES OF FUNDS Budget

Combined Beginning Fund Balance 194,219,723$ 205,614,737$ 204,311,854$ 214,466,472$ 5.0%

Operating Revenue

Service Charges 110,308,080$ 113,698,924$ 120,530,100$ 124,868,400$ 3.6%

Miscellaneous Fees 3,939,786 5,653,131 4,353,860 8,440,900 93.9%

TBWSP Partner Reimbursement 109,458 11,378 27,600 6,890 (1) -75.0%

Non-Operating Revenue

System Development Charges 31,822,543$ 21,130,430$ 16,832,300$ 16,089,400$ -4.4%

Grants, Contrib., & Assessments 439,237 632,560 466,300 465,300 -0.2%

Build America Bond (BABs) Subsidy 1,641,061 1,550,026 1,557,100 1,557,100 0.0%

Interest Earnings 517,151 1,653,028 1,366,000 1,390,000 1.8%

Total Operating & Non-Operating Revenues: 148,777,316$ 144,329,477$ 145,133,260$ 152,817,990$ 5.3%

Bond Sale Proceeds - - 53,500,000 53,500,000

TOTAL SOURCES 342,997,039$ 349,944,214$ 402,945,114$ 420,784,462$ (2) 4.4%

USES OF FUNDS

Departmental Expenses (Operating & Capital)

Personnel Services 29,255,242$ 29,204,591$ 35,731,400$ 38,447,900$ 7.6%

Materials and Services 24,204,942 25,241,514 26,396,600 25,727,900 -2.5%

Capital Outlay 260,549 267,663 403,000 437,500 8.6%

Total Operating & 53,720,733$ 54,713,768$ 62,531,000$ 64,613,300$ 3.3%

Capitalized Expenditures

Other Uses of Funds

Debt Service 36,218,838$ 26,060,361$ 26,087,139$ 26,135,222$ 0.2%

Construction (CIP) 46,940,965 46,461,692 62,883,100 66,022,510 5.0%

Construction (CIP) TBWSP Partner Share 109,458 11,378 27,600 6,890 (1) -75.0%

Other Fund Level Outlays 392,308 859,731 2,963,000 2,989,200 0.9%

Total Expenditures: 137,382,302$ 128,106,930$ 154,491,839$ 159,767,122$ 3.4%

Contingency -$ -$ 19,371,050$ 22,515,000$ 16.2%

Ending Fund Balance 205,614,737 221,837,284 229,082,225 238,502,340 4.1%

TOTAL USES 342,997,039$ 349,944,214$ 402,945,114$ 420,784,462$ (2) 4.4%

TOTAL FTEs 311.05 312.55 319.55 329.55 3.1%

(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 2015-16 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 2015-16 sources of District funds. In most cases, the comparative data used is as of FY 2013-14 as audited, with the exception of FY 2014-15 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 2014, they amounted to $103.1 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 $10.5 million in FY 2014.

Estimated Avg

FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Change

Sanitary Sewer Revenue 90,312,919$ 92,742,085$ 100,621,135$ 103,145,531$ 107,536,400$ 4,285,884$

SWM Revenue 7,899,129$ 8,743,998$ 9,686,945$ 10,553,394$ 11,471,100$ 870,060$

TOTAL 98,212,048$ 101,486,083$ 110,308,080$ 113,698,925$ 119,007,500$ 5,155,944$

% Increase 5.3% 3.3% 8.7% 3.1% 4.7% 5.0%

The District increased sanitary sewer rates by 4.5% in FY 2011 and FY 2012, 3.6% in FY 2013, and 3.0% in FY 2014 and FY 2015 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 2011 through FY 2015. A 3% sanitary sewer and a 7.4% (50 cent) SWM rate increase are budgeted for FY 2015-16. Over this period, service revenues have grown an average of 5.0% 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 16.7% since 2005, and state economists expect that trend to continue in Washington County over the next 10 years.

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Sanitary Sewer Revenue

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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 current economic slowdown has 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 9.1% of the District’s FY 2014 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

2015 560,465 n/a n/a 5.0%

2014 550,990 24,839,911$ 45,082$ 5.7%

2013 542,845 24,314,346$ 44,791$ 6.3%

2012 536,370 23,076,401$ 43,023$ 7.1%

2011 532,620 21,341,913$ 40,070$ 7.8%

2010 527,140 20,595,904$ 39,071$ 9.0%

2009 519,925 21,174,144$ 40,725$ 9.4%

2008 511,075 20,357,276$ 39,832$ 5.3%

2007 500,585 19,193,669$ 38,342$ 4.3%

2006 489,785 17,709,195$ 36,157$ 4.4%

2005 480,200 16,558,987$ 34,484$ 5.2%

Last Ten Fiscal Years

Demographic Statistics

Washington County, Oregon

Customer Amount %

Intel Corporation - Ronler Acres 6,185,341$ 5.44%

Resers Fine Foods - Jenkins Rd 855,712 0.75%

Pacific Foods of Oregon 693,541 0.61%

Intel Corporation - Aloha Campus 689,990 0.61%

Maxim Integrated Products 603,683 0.53%

SolarWorld Industries America 499,310 0.44%

Jireh Semiconductor, Inc. 351,866 0.31%

Viasystems Technologies Corp. 183,103 0.16%

Triquint Semiconductor 169,938 0.15%

Pacific Nutritional Foods 116,435 0.10%

SUBTOTAL (10 largest ratepayers) 10,348,919 9.10%

Balance from other customers 103,337,494 90.90%

Grand Totals 113,686,413$ 100.00%

Fiscal Year 2014

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 $21.1 million in FY 2014.

Estimated AvgFY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Change

SDCs 7,347,683$ 11,832,882$ 31,822,543$ 21,130,429$ 15,254,200$ 1,203,782$ % Increase -20.4% 61.0% 168.9% -33.6% -27.8% 29.6%

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 2015-16 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.

Combined Beginning Fund Balances The beginning fund balances for all funds combined consist of unused revenues carried forward from prior fiscal years. In FY 2015-16, these combined balances account for just over $214.5 million, or 51% of the total $420.8 million in budgeted District resources. Approximately $13.6 million of this fund balance is held in reserve pursuant to debt service requirements. Current Revenues Current revenues or resources the District earns during the year account for $152.8 million or about 36% of total resources expected in FY 2015-16. 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 $124.9 million or 81.7% 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.

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System Development Charges

Service Charges

$124,868,400 29.7%

Miscellaneous Fees & Grants $8,913,090

2.1%

Build America Bond Subsidy $1,557,100

0.4%

Beginning Fund Balances $200,903,874

47.8%

Restricted Debt Reserve $13,562,598

3.2%

SDC's $16,089,400

3.8%

Interest Earnings

$1,390,000 0.3%

Bond Sale Proceeds

$53,500,000 12.7%


Service Charges Based on trend analysis and anticipated rate changes, sanitary sewer service charges are estimated at $112.4 million and SWM charges are estimated at $12.5 million. Rate increases of 3% in sanitary sewer and $0.50 in SWM are built into the revenue estimates. System Development Charges (SDCs) The second largest source of current revenues, SDCs, amount to just under $16.1 million. 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 2016. This budget reflects an increase in the sanitary sewer SDC to $5,100 for FY 2015-16, which is a $200 increase from FY 2014-15. The surface water management SDC is a one-time charge designed to recover the cost of surface water management improvements. There is not budgeted increase to the current rate of $500, however the SWM SDC methodology is currently under review. 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 anticipates selling approximately $53.5 million in revenue bonds during Fiscal 2016. Proceeds from this bond sale will be used to fund necessary sanitary sewer capital projects. 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 2015-16, that reimbursement accounts for approximately $7,000. An anticipated subsidy payment related to the Series 2010B Build American Bond issue accounts for just under $1.56 million or 1.0% of total current revenues. The remaining current revenues are comprised of grants, contributions and assessments, interest earnings, and miscellaneous fees accounting for approximately $10.3 million or 6.7% of total current revenues.


Uses of District Funds

Recent Fiscal Trends Due to substantial infrastructure needs, capital improvements remains 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 2015-16 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 2014, the total comprised about $47.2 million or 37.1% of total current expenditures.

Estimated Avg.


Capital Expenditures 48,045,109$ 48,547,446$ 47,050,423$ 47,151,625$ 52,753,399$ (419,653)$

% Increase -12.4% 1.0% -3.1% 0.2% 11.9% -0.5%

Operating Expense Another significant expenditure type for Clean Water Services in FY 2015-16 is operating expense, which represented $53.7 million in FY 2014. The biggest portion of operating expense is for personnel services, including salaries and fringe benefits.

Estimated Avg.


Operating Expenses 50,610,307$ 51,198,105$ 53,157,305$ 53,661,878$ 56,723,700$ 1,158,128$

% Increase -0.6% 1.2% 3.8% 0.9% 5.7% 2.2%

Over the five year period from FY 2011 through FY 2015, operating expense has grown an average of 2.2% annually. The biggest drivers of cost increases have been rising utility and chemical costs, along with the increasing cost of fringe benefits for personnel.

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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.

Est.

FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Sanitary Operating 34,832,632$ 44,447,213$ 59,623,397$ 77,944,671$ 86,424,238$

SWM Operating 3,199,196 2,997,869 4,239,921 4,706,751 4,808,408

Sanitary Construction 87,808,366 107,378,776 84,968,847 69,306,691 52,777,864

SWM Construction 2,987,452 2,312,208 2,458,251 3,100,047 2,601,546

Debt Service 18,505,208 23,629,307 16,823,754 18,505,974 19,379,604

Insurance Liability 4,307,895 4,530,277 4,759,734 5,067,991 5,323,291

Capital Reserve 4,322,733 8,950,281 32,740,833 43,205,159 43,151,521

TOTAL 155,963,482$ 194,245,931$ 205,614,737$ 221,837,284$ 214,466,472$

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FY 2015-16 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. They include bond proceeds that will be spent on new capital improvements, reserves, and working capital. 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 2016 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 2015-16 amount to approximately $159.8 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 $66.5 million or 41.6% 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 $26.1 million in FY 2015-16, or 16.4% 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.

Capital Outlay $437,500

0.1%

Operating Expenses

$64,175,800 15.2%

Unappropriated Ending Fund

Balance $223,511,374

53.1%

Restricted Debt Reserve

$14,990,966 3.6%

Contingency $22,515,000

5.4% Debt Service $26,135,222

6.2% Other Fund

Level Outlays $2,989,200

0.7%

Capital Construction $66,029,400

15.7%


Personnel Services The District expects to spend $38.4 million in FY 2015-16 on salaries and wages and associated fringe benefits for its employees. Total personnel services costs represent about 24.1% of total current expenditures. The net number of full-time equivalent positions (FTE) has increased by 10 FTE from the fiscal 2015 budget of 319.55 FTE. At 329.55 FTE, staffing levels at Clean Water Services remain well below the 1997 high of 352 FTE positions, before the District embarked on its Competitiveness Initiative. The graph below indicates the staffing trends over the last 5 years.

Materials and Services The District expects to spend $25.7 million on materials and services in FY 2015-16. This represents approximately 16.1% of total current expenditures. The single largest cost in this category is contracted services which account for about $3.8 million or 14.9% of total materials and services. The second largest materials and services cost is chemical costs at just under $3.6 million followed by electricity cost of approximately $3.2 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 2015-16 at just over $261 million, including $22.5 million that the District will set aside in fiscal 2015-16 for operating contingency in the event of significant unexpected or unforeseen costs. The unappropriated ending fund balance includes restricted funds of approximately $141.8 million for future debt principal and interest payments, self-insurance liability reserves, and capital expansion and renewal reserves. The remaining $96.7 million includes six months operating reserves ($60 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 $139.1 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

FY 2012Actual

FY 2013Actual

FY 2014Actual

FY 2015Budget

FY 2016Adopted

District-Wide FTE Counts FY 2012 - FY 2016

Conveyance Systems Wastewater Treatment Business Services

Watershed Management Regulatory Affairs

315.85 311.05 312.55 319.55 329.55


Departmental Summaries Departmental expenses for the District are comprised of operating and capital costs from five different departments. In total, departmental expenditures for FY 2015-16 are expected to increase by 3.3%, primarily due to increasing personnel costs. A detailed summary of positions by department and program is available on page 52. Summaries of these costs as well as any significant changes within departments are detailed below. Business Services Department The Business Services Department is comprised of the administrative programs that support District operations and services provided to customers. The budget includes the addition of one FTE, which is the conversion of a long-term temporary Administrative Associate to regular full-time.

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, TMDL development, permit compliance and monitoring, and influencing the development of state and federal regulations. RAD also coordinates NPDES permit renewal and annual reporting, environmental management system implementation, and Regulatory Compliance Team direction. The District’s industrial pretreatment program is located in RAD. The Laboratory Services Division provides laboratory services for the entire District.

Change from

FY 2013 FY 2014 FY 2015 FY 2016 FY 15

Expenditure Summary ACTUAL ACTUAL BUDGET ADOPTED Budget

Departmental Expenses - (operating & capital)

Personnel Services 6,204,790$ 6,022,567$ 6,653,900$ 7,143,200$

Materials & Services 4,698,500$ 4,787,176$ 5,455,500$ 5,603,000$

Capital Outlay 65,695$ 21,052$ 10,000$ -$

TOTAL DEPARTMENTAL BUDGET 10,968,985$ 10,830,795$ 12,119,400$ 12,746,200$ 5.2%

FTE's 50.05 47.55 48.55 49.55

Change from

FY 2013 FY 2014 FY 2015 FY 2016 FY 15





Capital Outlay 36,595$ 33,062$ 50,000$ 108,000$


FTE's 34.00 34.00 33.00 33.00

Business Services

$12,746,200 20%

Regulatory Affairs

$6,479,100 10%

Watershed Management $5,045,800

8%

Conveyance Systems

$15,017,200 23%

Wastewater Treatment

$25,325,000 39%


Watershed Management Department The Watershed Management Department 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.

Conveyance Systems Department The Conveyance Systems Department is responsible for the management, design, construction oversight, and maintenance of the conveyance systems of the District. It is composed of the Administration program, Engineering Division (which includes Capital Projects Administration, Development Related Services, and Systems Planning) and Field Operations (which includes Field Operations Administration, System Repair, System Maintenance, Local Repair & Construction, TV/Flow Monitoring, and Surface Facility Maintenance). The budget includes the addition of 3 FTE, including two Field Construction Maintenance Tech 2 positions in Field Operations to support in-house construction projects and emergency events, and one Construction Inspector 2 in Development Services to assist with erosion control inspections. The inspector position will be funded jointly by the cities of Tigard and Tualatin.

Change from

FY 2013 FY 2014 FY 2015 FY 2016 FY 15





Capital Outlay -$ -$ -$ -$

TOTAL DEPARTMENTAL BUDGET 3,302,821$ 3,565,822$ 5,059,600$ 5,045,800$ -0.3%

FTE's 13.00 14.00 16.00 16.00

Change from

FY 2013 FY 2014 FY 2015 FY 2016 FY 15





Capital Outlay 138,683$ 174,290$ 216,000$ 179,500$


FTE's 110.00 109.00 111.00 114.00


Wastewater Treatment Department The Wastewater Treatment Department (WWTD) provides operation, maintenance, engineering, and capital improvements for the District’s four wastewater treatment plants. The FY16 budget includes the addition of six FTE including an Electrical and Instrumentation Technician to support the Hillsboro and Forest Grove Treatment Plants; a Senior Operator for the Forest Grove and Hillsboro Treatment Plants; a relief Operator 2 at the Rock Creek Treatment Plant to reduce overtime accrued; a Landscape Specialist for Fern Hill and other design projects; a Senior Electrical Engineer to work on co-generation projects; and a Senior Engineer to perform construction coordination duties and management of designs and construction of small improvement and optimization projects at the Durham Treatment Plant.

Change from

FY 2013 FY 2014 FY 2015 FY 2016 FY 15





Capital Outlay 19,576$ 39,259$ 127,000$ 150,000$

22,896,190$ 22,445,648$ 24,704,500$ 25,325,000$ 2.5%

FTE's 104.00 108.00 111.00 117.00


District Summary of Positions

FY 2016

PERSONNEL

SERVICES

Business Services DepartmentOffice of the General Manager - 8101 2.50 5.00 5.00 6.00 987,100$

Legal Services - 8102 3.00 3.00 3.00 3.00 538,300

Public Affairs - 8110 8.00 6.00 6.00 6.00 858,600

Human Resources - 8501 4.00 4.00 4.00 4.00 656,800

Information Systems - 8305 13.00 13.00 14.00 14.00 2,098,300

ABC Building - 8507 0.00 0.00 0.00 0.00 -

Business Operations Administration - 8500 0.00 2.00 2.00 2.00 350,800

Finance & Accounting Services - 8504 12.55 10.55 10.55 10.55 1,156,300

Risk & Benefits - 8502 3.00 2.00 2.00 2.00 267,800

Fleet & Purchasing - 8503 & 8111 4.00 2.00 2.00 2.00 229,200

50.05 47.55 48.55 49.55 7,143,200$

Regulatory Affairs DepartmentAdministration - 8210 7.00 7.00 8.00 8.00 1,247,700$

Source Control - 8212 10.00 10.00 8.00 8.00 1,046,100

Laboratory Services Division - 8232 17.00 17.00 17.00 17.00 1,955,400

34.00 34.00 33.00 33.00 4,249,200$

Watershed Management DepartmentAdministration - 8233 1.25 2.25 2.25 2.25 396,700$

Operations - 8234 9.75 11.75 13.75 13.75 1,872,100

Eco System Services - 8235 2.00 0.00 0.00 0.00 -

13.00 14.00 16.00 16.00 2,268,800$

Conveyance Systems DepartmentAdministration - 8201 3.00 3.00 3.00 3.00 676,400$

Engineering Capital Projects Administration - 8224 16.00 16.00 17.00 17.00 1,490,700

Engineering Development Related Services - 8225 17.00 17.00 18.00 19.00 2,171,100

Engineering Service Delivery Planning - 8226 3.00 3.00 4.00 4.00 492,100

Field Ops Administration - 8370 3.00 3.00 3.00 3.00 306,100

Field Ops Systems Repair - 8371 11.00 11.00 11.00 13.00 1,134,700

Field Ops Systems Maintenance - 8373 15.00 15.00 14.00 15.00 1,526,000

Field Ops TV/Flow Monitoring - 8375 15.00 14.00 14.00 13.00 1,277,300

Local Repair & Construction - 8380 11.00 11.00 11.00 11.00 1,100,400

Field Ops Facility Maintenance - 8383 16.00 16.00 16.00 16.00 1,579,500

110.00 109.00 111.00 114.00 11,754,300$

Wastewater Treatment DepartmentAdministration - 8301 8.00 10.00 10.00 9.00 1,394,900$

Treatment Plant Services Engineering - 8211 13.00 12.00 12.00 11.00 876,900

Operations Division - 8311, 8312, 8314, 8315, 8316 35.00 36.00 38.00 40.00 4,471,200

Maintenance Division - 8343, 8344, 8361, 8362, 8336 29.00 30.00 30.00 33.00 3,569,400

Reuse/Support Division - 8331 0.00 0.00 0.00 1.00 146,100

Electrical & Instrumentation - 8351, 8352, 8353 19.00 20.00 21.00 23.00 2,573,900

104.00 108.00 111.00 117.00 13,032,400$

Total District FTE's and Salary 311.05 312.55 319.55 329.55 38,447,900$

FY 2016

ADOPTED

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

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, 2015 the District’s long term indebtedness consists of the following:

The chart above does not reflect the FY 2016 anticipated $1.56 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 $10.032 billion debt margin allowed by state law. The table below illustrates the debt margin calculation for the past 5 years. Audited FY 2015 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, 2015Date 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 7,520,000 3,660,000 298,725

2009A Bonds 3/25/2009 10/1/2028 58,755,000 53,595,000 2,735,000 2,607,513

2010A Bonds 4/28/2010 10/1/2015 8,895,000 3,080,000 3,080,000 77,000

2010B Bonds 4/28/2010 10/1/2035 90,260,000 90,260,000 - 4,791,823

2011A Refunding 8/24/2011 10/1/2021 30,255,000 22,595,000 2,775,000 1,060,375

2011B Bonds 8/24/2011 10/1/2032 50,000,000 46,645,000 1,755,000 1,940,075

Total Serial Revenue Bonds 223,695,000 14,005,000 10,775,511

Special Purpose Revenue Bonds

Pension Bonds 5/27/2004 6/30/2028 15,990,000 14,480,000 480,000 874,711

Total Long Term Debt 238,175,000$ 14,485,000$ 11,650,222$

Debt Service Fiscal 2016

Fiscal Year General

Ended Real Market Legal Debt Obligation Debt

June 30 Value Limitation Indebtedness Margin

Estimated 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

2010 67,333,673,550 8,753,377,562 - 8,753,377,562


*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.

2011 Actual 2012 Actual 2013 Actual 2014 Actual2015

Estimated

Net Revenues $58,216,303 $62,274,130 $84,985,501 $79,501,050 $70,547,800

Total Debt Service* $33,212,406 $33,858,014 $35,023,599 $24,814,298 $24,784,461

Sr Debt Svc Coverage 2.23 2.32 3.04 3.20 2.84

$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

District Debt Service Coverage

2.23 2.32 3.04

3.20 2.84

Fiscal Year Principal Interest Total 2016 14,485,000 11,650,222 26,135,2222017 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 0

$ 238,175,000$ 113,812,080$ 351,987,080$


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 every three 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.

2016Budget

2017Projected

2018Projected

2019Projected

2020Projected

Est. Net Revenues $70,039,800 $72,698,900 $76,852,800 $81,205,000 $85,767,300

Est. Debt Service $24,780,500 $28,554,100 $24,537,900 $24,474,700 $24,420,900

Est. Debt Svc Coverage 2.83 2.55 3.13 3.32 3.51

$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

Projected Debt Service Coverage

2.83 2.55 3.13 3.32 3.51


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, I/I Abatement, 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 2015-16 Of the $62.1 million in the FY 2015-16 capital budget for sanitary sewer projects, $16.8 million, or 27% is estimated to be spent on the following five projects. A complete project listing is located in the Appendix.

Durham Phase 5B2 – HES/PC Piping Work/Primary OC - $4.45 million The Durham Phase 5B2 project includes construction of a structure to proportionally split screened and degritted wastewater among the plants four primary clarifiers including associated new clarifier influent piping. The project also includes the ability to deliver chemicals to the flowsplitting structure to allow the plant to implement chemically enhanced primary treatment to extend the life of existing secondary

Sanitary Sewer CIP FY 2016 - 2020

Budget

Project Type FY 16 FY 17 FY 18 FY 19 FY 20

Collection $14.2 $10.8 $14.3 $12.7 $12.5

Pump Stations 4.6 4.8 5.0 1.0 6.9

I/I Abatement 3.4 4.2 3.2 2.7 1.2

Support 2.3 1.2 0.8 0.7 0.7

Treatment 32.3 37.4 35.7 31.1 28.8

Watershed Management 5.3 5.7 4.4 3.3 3.2

Total $62.1 $64.1 $63.4 $51.5 $53.3

Projected

(in millions)

$-

$10

$20

$30

$40

$50

$60

$70

$80

$90

$100

FY 16 FY 17 FY 18 FY 19 FY 20

mil

lio

ns


treatment facilities, and a new odor control biofilter that replaces an existing troublesome chemical scrubber that handles odorous air from the primary clarifiers. Fernhill NTS West Wetlands - $3.65 million The West Wetlands will be located on the site of the existing materials handling (street sweepings) area. The planned construction sequence for NTS is to construct the South Wetlands followed by the West and then the Upper Wetlands. South Wetlands construction is nearing completion. In general, treated effluent from the Forest Grove Facility will flow through the nitrifying West Wetlands. Screened and de-gritted wastewater or treated effluent from the Hillsboro Facility will be added to the Forest Grove Facility or to the West Wetlands, respectively, soon thereafter. The Upper Wetlands will be constructed in future years to perform nitrification or denitrification as needed. Flow from the West and Upper Wetlands will pass into the South Wetlands and be discharged to the Tualatin River.

An emergent marsh area will be constructed in the area immediately north of the West Wetlands and south of the Upper Wetlands as the second and final phase of West Wetlands construction. Rock Creek Headworks Screening Improvements - $3.35 million Improvements to the headworks facility include adding a bar screen, three primary sludge screens, a second floor equipment removal system and replacing the existing screenings conveyance system with a sluiceway, two new washer/compactors and two screenings hoppers. Rock Creek Digester Gas Utilization - $3.0 million The Rock Creek Digester Gas Utilization Project will make methane gas produced as a by-product of the wastewater treatment process available as a fuel for vehicles. Methane is a cleaner and more sustainable alternative to gasoline and diesel fuel. The project will consist of a gas treatment system, gas storage, and a fueling station. The project is expected to produce a volume of gas equivalent to 700 gallons per day of diesel fuel. Some of the gas will be used in District fleet vehicles. The balance will be sold under long term contracts to other fleets. Material Processing Yard Improvements - $2.35 million The Material Processing Yard Improvements project includes engineering, site development, equipment, and construction to support the relocation of the Field Operations Material Processing Yard which is currently co-located at the Forest Grove Treatment Plant site. The Material Processing Yard is relocating to vacate high value land at the treatment plant site, which is planned to become part of the natural treatment system. Site improvements completed through this project will allow the current material processing operations in Forest Grove to move to the N. Hillsboro site in FY16.


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 2016-20 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 2015-16 Of the $4.0 million in the capital budget for surface water management projects, $2.7 million, or 67.5%, will be spent on the following five projects. A complete project listing is located in the Appendix.

N Bethany Stormwater Projects - $1.3 million North Bethany Concept and Community Plan was adopted by Washington County in Dec 2010. Total estimated stormwater capital improvement projects included in the Concept Plan is approximately $30 million. Depending on market conditions and phasing plan, some elements (like the regional stormwater facilities) may need to be constructed prior to development activities. Preliminary Engineering is included in

Surface Water Management CIP FY 2016-2020

(in millions)

Budget

Project Type FY 16 FY 17 FY 18 FY 19 FY 20

Stormwater Management $3.7 $3.3 $4.1 $4.3 $3.9

Support 0.2 0.2 0.2 0.2 0.2

Watershed Management 0.1 0.1 0.1 0.1 0.1

Total $4.0 $3.6 $4.4 $4.6 $4.2

Projected

$0

$2

$4

$6

$8

$10

FY 16 FY 17 FY 18 FY 19 FY 20

mil

lion

s


FY 2011, 12 and 13 budgets. FY 14 will begin the first construction project for North Bethany Creek Development RWQF (6700) and Bethany Creek Enhancement Project (6701). Project # 6378 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. Then the funding will be "transferred" from this project to the specific project which will be set up at that time. This will also be the holding account for costs related to overall development and implementation of North Bethany Stormwater Management Implementation that cannot be allocated to individual projects that will be reimbursed through RSMC. Bethany Creek Enhancement Pilot - $545,000 This pilot project is the implementation of a stormwater management strategy to incorporate natural features, landscape and vegetation, alone and/or in combination with structural stormwater practices to achieve stormwater management goals and objectives for quantity. The goal and objective of this pilot project is to enhance existing natural areas and features while addressing flow restrictions to limit channel degradation, floodplain disconnection and erosion potential. This pilot project is intended to replace the Regional Stormwater Facility for basins 14 and 15 as stated in the North Bethany Stormwater Implementation Plan. Brookside Culvert Replacement - $500,000 The project improves stream channel stability and conveyance where an unnamed tributary of North Johnson Creek crosses SW Brookside Drive near SW Spring Crest Drive in Washington, County, Oregon. The existing culvert is undersized for storm events of less than a 2-year return period in the existing state of upstream development. This tributary is experiencing frequent channel bed and bank failures due to large variations in watershed runoff rate. This project will include stream bed and bank stability improvements to address velocity and shear stresses of the predicted flows through the culvert. Alden Water Quality Facility Retrofit & Storm System Improvement- $200,000 This project is a retrofit of the existing water quality facility south of Alden. Retrofitting this facility will provide treatment for approximately 109 acres of developed property. Currently the facility is designed to approximately 20 total acres from the 2009 Olsen Rd widening project. The WQF will be enhanced and enlarged to treat the large basin as well as replace a stream channel that is current piped and remove existing maintenance obstacles (poorly designed splitter/structures). This Project would be completed instead of the Oleson Road (Skyhar) project that was postponed by THPRD in FY14. This project shall also include the Alden Rd storm improvements. PCSWMM identified this area as a high priority for flooding in a 5-year event. PACP identifies several areas with structural rating of 5 and it has several customer complaints/FO work orders within the last 5 years. The PCSWMM plan recommended upgrading 625 LF of 24-inch to 36", 200LF ditch to 24", 330 LF of 10-12" to 18" and 200 LF of 12" to 15" (Node 113289 to 113291 and 109618 to 113294) (PCSWMM #: Metzger 5-B) SWM Heavy Trucks & Equipment - $185,000 FY16 heavy trucks and equipment scheduled replacement: Program 8383 Sweeper #530.


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 2015 (estimated). Major revenues and expenditures for the forecast period (FY 2016 - FY 2024) 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. At this time, forecast assumptions include issuing $50 million in bonds every three years. For further information refer to the Debt Service Requirements section beginning on page 53.


Fund and Program Detail

Clean Water Services Clean Water Services FY 2015-16 Adopted Budget Page 68

Service SANITARY SEWER SURFACE WATER MANAGEMENT

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

Fund NameGeneral Fund

Liability Reserve

Fund

Capital Reserves

Sanitary

LID Construction

Sanitary

Master Plan

Update Debt

Service

Sanitary Sewer

Construction

Revenue

Pension Bond

Tualatin Basin

Water Supply

Capital Project SWM Operating

Capital Reserves

SWM

LID Construction

SWM

SWM

Construction District Total

Resources:

Beginning fund balance 86,424,238$ 5,323,291$ 42,682,594$ 1,820,911$ 18,789,986$ 50,586,554$ 589,618$ 370,399$ 4,808,408$ 468,927$ 675,085$ 1,926,461$ 214,466,472$

Service charges 112,375,500 12,492,900 124,868,400

System development charges (SDCs) 15,827,700 261,700 16,089,400

Plan check fees 342,400 276,800 619,200

Septage charges 709,700 709,700

County/City contract maintenance 350,000 350,000

Erosion control fees 227,000 227,000

Grants, contributions, & assessments 300,000 165,300 - 465,300

Reimbursements from developers 1,466,700 1,420,000 2,886,700

Payments from third parties 6,100 6,100

Refunds 29,000 29,000

Bond subsidy 1,557,100 1,557,100

Miscellaneous 620,200 2,551,900 6,890 207,800 75,000 158,300 3,620,090

Interest on investments 268,500 33,100 66,100 70,900 155,100 697,100 3,100 2,600 49,600 6,200 4,600 33,100 1,390,000

Bond sale proceeds - - - - - 53,500,000 - - - - - - 53,500,000

Subtotal 201,040,538 5,391,491 58,576,394 2,057,111 20,502,186 108,802,254 592,718 379,889 18,412,508 811,827 679,685 3,537,861 420,784,462

Transfers IN 9,314,200 300,000 - 24,335,100 43,346,000 1,354,700 8,100 - 3,100,000 81,758,100

Total Resources 210,354,738$ 5,691,491$ 58,576,394$ 2,057,111$ 44,837,286$ 152,148,254$ 1,947,418$ 387,989$ 18,412,508$ 811,827$ 679,685$ 6,637,861$ 502,542,562$

Requirements:

Departmental:

Personnel services 38,447,900$ 38,447,900$

Materials & services 25,727,900 25,727,900

Capital outlay 437,500 437,500

Subtotal 64,613,300 64,613,300

Non-Departmental:

Capital construction (CIP) 2,242,100 50,000 59,756,300 10,000 3,971,000 66,029,400

Capital outlay 15,000 15,000

Materials & services 538,000 810,000 50,000 200,000 1,100,000 10,000 216,200 50,000 2,974,200

Debt service - principal 14,005,000 480,000 14,485,000

Debt service - interest 10,775,511 874,711 11,650,222

Contingency 10,109,000 335,000 3,852,200 100,000 1,239,000 5,975,600 67,700 5,000 476,500 30,000 100,000 225,000 22,515,000 Unappropriated ending fund balance 91,189,538 4,546,491 29,043,094 1,857,111 18,617,775 83,316,354 525,007 362,989 5,405,608 681,827 564,685 2,391,861 238,502,340

Subtotal 168,691,938 5,691,491 32,895,294 2,057,111 44,837,286 150,148,254 1,947,418 387,989 6,098,308 711,827 679,685 6,637,861 420,784,462

Transfers OUT 41,662,800 25,681,100 2,000,000 - 12,314,200 100,000 - 81,758,100

Total Requirements 210,354,738$ 5,691,491$ 58,576,394$ 2,057,111$ 44,837,286$ 152,148,254$ 1,947,418$ 387,989$ 18,412,508$ 811,827$ 679,685$ 6,637,861$ 502,542,562$

Net Increase (Decrease) in Fund Balance 4,765,300$ (776,800)$ (13,639,500)$ 36,200$ (172,211)$ 32,729,800$ (64,611)$ (7,410)$ 597,200$ 212,900$ (110,400)$ 465,400$ 24,035,868$

% Change 5.5% -14.6% -32.0% 2.0% -0.9% 64.7% -11.0% 100.0% 12.4% 45.4% -16.4% 24.2% 11.2%

CLEAN WATER SERVICESAll Funds Summary - Fund Budget Detail

Fiscal Year 2015-2016


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 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 Capital Projects Administration 062 8224

Development Related Services 062 8225

Systems Delivery Planning 062 8226

Field Operations Division Administration 063 8370

System Repair 063 8371

System Maintenance 063 8373

Local Repair & Construction 063 8380

SWM Surface Facil ity Maintenance 063 8383

TV/Flow Monitoring 063 8375

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 2015-16.


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 2015-16 budget reflects a 3% increase in sewer services charges, which equates to a monthly charge of $40.80 for the average residential customer. Resources in the FY 2015-16 budget total $210.35 million; including service charges of $112.4 million, other revenues of $2.2 million, reimbursement for SWM operating costs of $9.3 million, and $86.4 million in anticipated fund balance carry over from the prior year. Operating expenditures in the FY 2015-16 budget total $64.6 million, including labor costs of $38.4 million, materials and services of $25.7 million and capital outlay of $0.4 million. The budget also includes transfers totaling $41.7 million to fund debt service principal and interest payments of $11.4 million, capital construction of $30 million and insurance liability reserves of $0.3 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 2013 FY 2014 FY 2015 RESOURCES OR REQUIREMENTS: OBJECT FY 2016 FY 2016 FY 2016

ACTUAL ACTUAL BUDGET CATEGORY CODE PROPOSED APPROVED ADOPTED

RESOURCES

$34,806,432 $35,986,163 $38,409,600 Service Charges 40110 $38,980,900 $38,980,900 $38,980,900

53,709,013 55,952,950 59,269,000 City Service Payments 40120 60,296,500 60,296,500 60,296,500

9,081,669 9,857,722 10,021,800 Industrial/Commercial 40140 11,800,600 11,800,600 11,800,600

10,251 11,834 11,300 Water Usage Accounts 40130 16,900 16,900 16,900

3,013,770 1,336,861 1,500,000 Portland Customers 40150 1,280,600 1,280,600 1,280,600

$100,621,135 $103,145,530 $109,211,700 SERVICE CHARGES Subtotal $112,375,500 $112,375,500 $112,375,500

$133,663 $195,029 $178,900 Plan Check Fees 40190 $342,400 $342,400 $342,400

607,549 697,216 629,400 Septage Charges 40170 709,700 709,700 709,700

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

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

1,829,596 2,884,280 665,900 Miscellaneous Revenue 40200-42000 620,200 620,200 620,200

439,237 453,651 300,000 Grants/Contributions 43010-43040 300,000 300,000 300,000

TRANSFERS FROM:

8,241,171 8,520,015 8,907,500 Fund 201 - SWM Operating 49201 9,314,200 9,314,200 9,314,200

165,196 459,471 263,900 Investment Interest 44020 268,500 268,500 268,500

Unappropriated Reserves:

44,447,213 59,623,397 76,765,545 Beginning Balance, as previously reported 86,424,238 86,424,238 86,424,238

(26,208) 0 0 Restatements 0 0 0

44,421,005 59,623,397 76,765,545 Beginning Balance 31100 86,424,238 86,424,238 86,424,238

$156,458,552 $175,996,593 $196,922,845 TOTAL RESOURCES $210,354,738 $210,354,738 $210,354,738


FUND 101 (continued)



REQUIREMENTS

DEPARTMENTAL

33,579,259 34,422,639 39,957,900 Personnel Services 42,376,600 42,376,600 42,376,600

(4,324,017) (5,229,966) (4,226,500) Less Capital Personnel Services (3,928,700) (3,928,700) (3,928,700)

24,204,942 24,615,393 26,396,600 Materials & Services 25,727,900 25,727,900 25,727,900

260,549 267,663 403,000 Capital Outlay 437,500 437,500 437,500

$53,720,733 $54,075,729 $62,531,000 Total Departmental $64,613,300 $64,613,300 $64,613,300

$162,814 $264,615 $420,000 Materials & Services Bad Debt Expense 52905 $426,300 $426,300 $426,300

72,851 79,215 110,000 Materials & Services Franchise Fees 52530 111,700 111,700 111,700

918,059 972,763 2,459,700 Non-Departmental Costs 52000 2,242,100 2,242,100 2,242,100

0 0 9,114,000 Operating Contingency 58100 10,109,000 10,109,000 10,109,000

TRANSFERS TO:

250,000 300,000 300,000 Liability Reserve 57102 300,000 300,000 300,000

20,415,458 16,083,500 17,724,100 Revenue Bond Debt 57111 10,000,000 10,000,000 10,000,000

20,000,000 25,000,000 25,000,000 Capital Construction 57112 30,000,000 30,000,000 30,000,000

1,195,240 1,246,100 1,302,700 Revenue Pension Bond Fund 57114 1,354,700 1,354,700 1,354,700

100,000 30,000 12,400 Tualatin Water Supply Cap Proj Fund 57115 3,100 3,100 3,100

0 0 10,000 Tualatin Water Supply Cap Proj Fund 57115 5,000 5,000 5,000

RESERVES AND ENDING BALANCES:

59,623,397 77,944,671 77,938,945 Ending Fund Balance 31100 91,189,538 91,189,538 91,189,538

$156,458,552 $175,996,593 $196,922,845 TOTAL REQUIREMENTS $210,354,738 $210,354,738 $210,354,738

$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

2012 Actual 2013 Actual 2014 Actual 2015 Budget 2016 Adopted

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 $7.25 per typical household. The larger cities retain a portion of this charge to fund SWM maintenance activities within their respective boundaries.

Resources in the FY 2015-16 budget total $18.4 million; including service charges of $12.5 million, other revenues of $1.1 million, and $4.8 million in anticipated fund balance carry over from the prior year.

Expenditures in the FY 2015-16 budget are primarily attributable to a transfer of approximately $9.3 million to the General Fund (Fund 101) to reimburse for operating expenses and a transfer of $3 million to the SWM Construction Fund (Fund 212) to fund capital projects.

SWM Fund reserves have been declining in past years as operating and capital project costs exceed service charges collected. The District continues to increase rates by 50 cents per year and the FY 2015-16 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

$6,154,905 $6,708,093 $7,286,100 CWS Customers 40110 $8,000,100 $8,000,100 $8,000,100

3,532,040 3,845,301 4,032,300 City Customers 40120 4,492,800 4,492,800 4,492,800

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

170,660 224,669 230,400 Erosion Control Fees 40290/40280 227,000 227,000 227,000

77,501 90,452 84,200 Inspection 40200 157,000 157,000 157,000

132,314 188,965 155,300 Plan Check Fees 40190 276,800 276,800 276,800

342,892 301,625 50,000 Miscellaneous Revenue 40380 50,800 50,800 50,800

5,740 30,414 48,700 Interest on Investments 44020 49,600 49,600 49,600

0 0 0 Transfer from other funds 49101 0 0 0

2,997,869 4,239,921 3,705,921 Beginning Balance 4,808,408 4,808,408 4,808,408

$13,763,921 $15,979,440 $15,942,921 TOTAL RESOURCES $18,412,508 $18,412,508 $18,412,508


SURFACE WATER MANAGEMENT OPERATING FUND (continued)



REQUIREMENTS:

Transfer to General Fund 101:

Administrative Costs

$1,039,845 $1,052,600 $1,095,500 Business Operations 81XX $1,157,300 $1,157,300 $1,157,300

86,857 88,496 82,500 Conveyance Systems Administration 8201 93,500 93,500 93,500

86,546 96,569 132,500 Capital Projects Administration 8224 129,200 129,200 129,200

834,546 902,026 966,000 Development Related Services 8225 1,121,000 1,121,000 1,121,000

94,162 97,198 134,400 Service Delivery Planning 8226 143,000 143,000 143,000

Programmatic Costs

306,237 329,555 341,400 Water Quality Monitor/Lab Svcs 8232 364,400 364,400 364,400

72,468 70,096 77,400 Watershed Administration 8233 83,100 83,100 83,100

468,305 371,800 423,300 Source Control 8212 433,900 433,900 433,900

221,539 256,353 262,500 Field Operations Division Admin 8370 277,900 277,900 277,900

384,965 464,253 508,400 RAD Admin 8210 528,100 528,100 528,100

495,148 637,388 693,800 Watershed Operations 8234 737,300 737,300 737,300

1,925,932 1,890,088 1,965,400 SWM Facility Maintenance 8383 1,993,700 1,993,700 1,993,700

2,224,621 2,263,591 2,224,400 SWM program repair/maintenance/monitoring8371/8373/8375 2,251,800 2,251,800 2,251,800

$8,241,171 $8,520,015 $8,907,500 Transfer to General Fund 57101 $9,314,200 $9,314,200 $9,314,200

Materials & Services:

$17,303 $35,064 $160,000 Bad Debt Expense 52905 $162,400 $162,400 $162,400

15,526 17,611 53,000 Franchise Fees 52530 53,800 53,800 53,800

1,250,000 2,700,000 3,250,000 Transfer to Fund 212 57212 3,000,000 3,000,000 3,000,000

0 0 448,000 Contingency 58100/57101 476,500 476,500 476,500



$-

$4,000,000

$8,000,000

$12,000,000

$16,000,000

2012 Actual 2013 Actual 2014 Actual 2015 Budget 2016 Adopted

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:

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


7,966 13,497 35,000 Interest on Assessments 44040 35,600 35,600 35,600

0 (28,489) (68,700) Incentives 46015 (69,700) (69,700) (69,700)


$1,665,626 $1,823,576 $1,891,436 TOTAL RESOURCES $2,057,111 $2,057,111 $2,057,111

REQUIREMENTS:

LOCAL IMPROVEMENT DISTRICT (LID) PROJECT DETAIL EXPENDITURES:

$16,190 $207,365 $50,000 New Projects (LID Support) 6273 $50,000 $50,000 $50,000

$16,190 $207,365 $50,000 PROJECT COSTS - SUBTOTAL $50,000 $50,000 $50,000

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

0 0 100,000 Contingency 58100 100,000 100,000 100,000




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 2013 FY 2014 FY 2015 RESOURCE OR REQUIREMENTS OBJECT FY 2016 FY 2016 FY 2016ACTUAL ACTUAL BUDGET CATEGORY CODE PROPOSED APPROVED ADOPTED

RESOURCES:

$1,354 $5,026 $4,000 Interest on Investments 44020 $4,100 $4,100 $4,100

12 0 500 Interest on Assessments 44040 500 500 500

664,193 665,559 669,959 Beginning Balance 31100 675,085 675,085 675,085

$665,559 $670,585 $674,459 TOTAL RESOURCES $679,685 $679,685 $679,685

REQUIREMENTS:

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

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

0 0 100,000 Contingency 58100 100,000 100,000 100,000

665,559 670,585 574,459 Ending Fund Balance 564,685 564,685 564,685

$665,559 $670,585 $674,459 TOTAL REQUIREMENTS $679,685 $679,685 $679,685

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 2016 – 2020 five-year capital improvements program (CIP).

MASTER PLAN UPDATE CONSTRUCTION FUND SUMMARY

FUND 112

FY 2013 FY 2014 FY 2015 RESOURCE OR REQUIREMENTS OBJECT FY 2016 FY 2016 FY 2016


RESOURCES:

$20,000,000 $25,000,000 $25,000,000 Transfer from Fund 101 49101 $30,000,000 $30,000,000 $30,000,000

1,648,049 2,154,700 3,130,920 Transfer from Fund 107 49107 13,346,000 13,346,000 13,346,000

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

212,428 534,910 1,445,000 Contributions-City or Developer 47010 1,466,700 1,466,700 1,466,700

82 245 50,000 Miscellaneous Revenue 40380 1,276,900 1,276,900 1,276,900

31,651 29,380 0 Other Grants 43030 1,275,000 1,275,000 1,275,000



$127,524,158 $111,335,073 $150,298,086 TOTAL RESOURCES $152,148,254 $152,148,254 $152,148,254

REQUIREMENTS:

PROJECT EXPENDITURES:

$29,799,713 $33,556,056 $35,993,000 Treatment Facilities 55300 $36,915,000 $36,915,000 $36,915,000

13,489,143 7,995,481 12,893,000 Collection and Capital 55800 14,276,300 14,276,300 14,276,300

1,198,536 2,405,864 6,935,000 Planning and Support Projects 55400 8,565,000 8,565,000 8,565,000

$44,487,392 $43,957,401 $55,821,000 PROJECT COSTS - SUBTOTAL $59,756,300 $59,756,300 $59,756,300

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

0 0 2,000,000 Transfer to Fund 111 - Debt Reserve from Proceeds 57111 2,000,000 2,000,000 2,000,000

0 0 5,582,100 Contingency 58100 5,975,600 5,975,600 5,975,600




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 2015-16 is based on the first year of the Capital Improvements Program (CIP) for FY 2016-2020. The funding sources for FY 2015-16 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 2015-2016 to build and stabilize reserves in future years. However, ramp-up of development in North Bethany may require the District to construct regional surface water management facilities at an accelerated rate, which may require additional funding via an interfund loan from the General Fund.

SWM PROJECTS AND CONSTRUCTION FUND

FUND 212



RESOURCES:


350,000 200,000 200,000 Transfer from Fund 207 49207 100,000 100,000 100,000

11,388 9,856 356,000 Reimbursements from developers 47010 1,420,000 1,420,000 1,420,000

0 0 50,000 Other 46400 158,300 158,300 158,300


1,648,015 1,792,692 1,830,892 Beginning Fund Balance 31100 1,926,461 1,926,461 1,926,461

$3,262,539 $4,721,245 $5,719,392 TOTAL RESOURCES $6,637,861 $6,637,861 $6,637,861

REQUIREMENTS:

$1,469,847 $2,291,783 $4,540,000 Project Costs $3,971,000 $3,971,000 $3,971,000

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

0 0 229,500 Contingency 58100 225,000 225,000 225,000

1,792,692 2,429,462 899,892 Ending Fund Balance 31100 2,391,861 2,391,861 2,391,861



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:

$109,458 $11,378 $27,560 Contributions from partners 47010 $6,890 $6,890 $6,890

100,000 30,000 12,400 Transfer from Fund 101 49101 3,100 3,100 3,100

0 0 10,000 Transfer from Fund 101 49101 5,000 5,000 5,000

1,952 2,054 0 Rental Income 0 0 0

824 3,252 2,600 Interest on Investments 44020 2,600 2,600 2,600

284,345 337,645 390,245 Beginning Balance 370,399 370,399 370,399

$496,579 $384,329 $442,805 TOTAL RESOURCES $387,989 $387,989 $387,989

REQUIREMENTS:

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

158,934 16,521 40,000 Project Costs - Capital Outlay 55400 10,000 10,000 10,000

0 0 10,000 Contingency 58100 5,000 5,000 5,000

337,645 367,808 382,805 Ending Fund Balance 31100 362,989 362,989 362,989



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

Liability Reserve Fund - 102

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

LIABILITY RESERVE FUND SUMMARY

FUND 102



RESOURCES:

$250,000 $300,000 $300,000 Transfer from Fund 101 49101 $300,000 $300,000 $300,000

0 11,066 5,900 Payments from 3rd Parties 46300 6,100 6,100 6,100

29,017 27,383 27,900 Workers Compensation Refunds 46320 29,000 29,000 29,000

9,093 6,485 0 Insurance Reimbursement 46310 0 0 0


0 0 0 Other 0 0 0


$4,828,549 $5,141,493 $5,415,834 TOTAL RESOURCES $5,691,491 $5,691,491 $5,691,491

REQUIREMENTS:

$0 $0 $50,000 Workers Comp Medical Claims 52771 $50,000 $50,000 $50,000

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

Materials & Services:

17,400 31,964 350,000 Legal 52710 350,000 350,000 350,000

36,716 7,954 250,000 Property 52720 250,000 250,000 250,000

1,602 5,996 50,000 Automobile/vehicle-liability 52725 50,000 50,000 50,000

5,605 9,999 35,000 Automobile/vehicle-collision 52730 35,000 35,000 35,000

7,492 17,588 50,000 Non - Clean Water Services 52735-52750 50,000 50,000 50,000

0 0 335,000 Contingency 58100 335,000 335,000 335,000




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 increase gradually 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.

CAPITAL RESERVE FUND SUMMARY

FUND 107



RESOURCES:

REIMBURSEMENT

$2,978,325 $3,342,534 $4,286,131 CWS 41010 4,810,700 4,810,700 4,810,700

12,766,409 6,730,891 6,703,949 Cities 41020 7,524,400 7,524,400 7,524,400

5,860,221 3,251,973 592,600 City Industry 41110 93,800 93,800 93,800

IMPROVEMENT

972,309 1,787,811 1,071,533 CWS - District Wide 41200 1,202,700 1,202,700 1,202,700

145,698 213,602 383,400 CWS - Local 41205 262,200 262,200 262,200

5,670,306 3,752,193 1,675,987 Cities 41210 1,881,100 1,881,100 1,881,100

3,256,717 1,851,111 1,906,900 City Industry 41310 52,800 52,800 52,800

0 50,000 0 Miscellaneous Revenue 40380 0 0 0



$40,138,791 $53,652,787 $45,377,296 TOTAL RESOURCES $58,576,394 $58,576,394 $58,576,394

REQUIREMENTS:

$6,124,365 $8,730,800 $10,990,080 Transfer to Fund 111 57111 $12,335,100 $12,335,100 $12,335,100

1,648,049 2,154,700 3,130,920 Transfer to Fund 112 57112 13,346,000 13,346,000 13,346,000

0 0 2,118,150 Contingency 58100 3,852,200 3,852,200 3,852,200




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 was last increased in FY 1997-98 from $280 to $500 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

$27,932 $40,142 $72,000 Quality 41410 $20,800 $20,800 $20,800

144,626 160,173 139,800 Quantity 41400 240,900 240,900 240,900

0 60,000 75,000 Fees in Lieu Received 41413 75,000 75,000 75,000

(56) 3,101 6,100 Interest on Investments 44020 6,200 6,200 6,200


$724,456 $637,872 $704,456 TOTAL RESOURCES $811,827 $811,827 $811,827

REQUIREMENTS:

$0 $0 $0 Capital Outlay 55300 $0 $0 $0

350,000 200,000 200,000 Transfer to Fund 212 57212 100,000 100,000 100,000

0 0 30,000 Contingency 58100 30,000 30,000 30,000




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, 2015, principal outstanding on sewer revenue bond debt is $223,695,000 and $14,480,000 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, 2014 was 3.20 for Senior bonds. The District has no subordinate debt outstanding as of June 30, 2014.

MASTER PLAN UPDATE DEBT SERVICE FUND SUMMARY

FUND 111



RESOURCES:


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

6,124,365 8,730,800 10,990,080 Transfer from Fund 107 49107 12,335,100 12,335,100 12,335,100


0 0 0 Bond Proceeds 46200 0 0 0

1,641,061 1,550,026 1,557,100 Series 2010B Build America Bond Subsidy 43050 1,557,100 1,557,100 1,557,100


$51,265,172 $42,733,654 $50,492,404 TOTAL RESOURCES $44,837,286 $44,837,286 $44,837,286

REQUIREMENTS:

1997 Series A ($47,060,000)

$9,920,000 $0 $0 Principal 56100 $0 $0 $0

285,200 0 0 Interest 56105 0 0 0

1997 Series One ($45,435,000)

6,850,000 0 0 Principal 56100 0 0 0

196,938 0 0 Interest 56105 0 0 0

Series 2004 ($26,455,000)

3,140,000 3,310,000 3,480,000 Principal 56100 3,660,000 3,660,000 3,660,000

812,800 651,550 481,800 Interest 56105 298,725 298,725 298,725

Series 2009A ($58,755,000)

0 2,535,000 2,625,000 Principal 56100 2,735,000 2,735,000 2,735,000

2,843,262 2,805,238 2,714,713 Interest 56105 2,607,513 2,607,513 2,607,513

Series 2010A ($8,895,000)

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

356,950 299,950 198,475 Interest 56105 77,000 77,000 77,000

Series 2010B ($90,260,000)

0 0 0 Principal 56100 0 0 0

4,791,823 4,791,823 4,791,823 Interest 56105 4,791,823 4,791,823 4,791,823

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

2,430,000 2,590,000 2,640,000 Principal 56100 2,775,000 2,775,000 2,775,000

1,337,850 1,287,650 1,195,750 Interest 56105 1,060,375 1,060,375 1,060,375

Series 2011B ($50,000,000)

0 1,655,000 1,700,000 Principal 56100 1,755,000 1,755,000 1,755,000

2,058,775 2,038,087 1,991,900 Interest 56105 1,940,075 1,940,075 1,940,075

0 0 0 Other Bond Costs - Amortization 56105 0 0 0

0 0 200,000 Bond Issuance Costs 56105 200,000 200,000 200,000

0 0 1,239,200 Contingency 58100 1,239,000 1,239,000 1,239,000

Ending Fund Balance

13,562,598 13,562,598 15,562,597 Restricted - Debt Reserve 14,990,966 14,990,966 14,990,966

2,678,976 4,356,758 8,706,146 Unrestricted 3,626,809 3,626,809 3,626,809



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:




$1,777,420 $1,832,681 $1,890,880 TOTAL RESOURCES $1,947,418 $1,947,418 $1,947,418

REQUIREMENTS:

Series 2004 Revenue Pension Bond

$265,000 $330,000 $405,000 Principal 56100 $480,000 $480,000 $480,000

930,240 916,063 897,678 Interest 56105 874,711 874,711 874,711

0 0 65,100 Contingency 58100 67,700 67,700 67,700




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.


Performance Measures

FY 2014 FY 2015 FY 2016

Actual Estimated Target

Inputs

Full time employees 47.55 48.55 49.55

Departmental budget 10,830,796$ 11,241,974$ 12,746,200$

Outputs

Number of vehicles maintained 175 178 180

Production system availability performance

(hours of downtime) 4.8 15.6 <15

Effectiveness Measures

IT project task execution performance 97% 97% 93%

Maintain strong credit ratings AA/Aa2 AA+/Aa2 AA+/Aa2

Elementary students participating in River Rangers program 3,697 2,024 3,000

High school students participating in Sewer Science program 738 565 600

Public tours of treatment plant facilities completed35 tours

1,231 people

29 tours

959 people

30 tours

1,000 people

Number of storm drains marked by volunteers 105 936 500

Number of community events attended by Public Affairs 15 12 13

Maintain coverage ratio in compliance with bond covenants 3.20 2.84 2.83

Efficiency Measures

IT help desk call resolution performance

(% of calls resolved within two business days) 88% 76% 75%

IT help desk responsiveness performance for Priority 1 & 2

calls (missed calls) 0 0 <4

IT help desk responsiveness performance for Priority 3 & 4

calls (missed calls) 0 0 <12


BUSINESS SERVICES DEPARTMENT

POSITION AND SALARY EXPENSE - DEPARTMENT SUMMARY

FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016

CLASSIFICATION TITLE ACTUAL ACTUAL BUDGET EST ENDING ADOPTED SALARY

Office of the General Manager - 8101 2.50 5.00 5.00 5.00 6.00 987,100$

Legal Services - 8102 3.00 3.00 3.00 3.00 3.00 538,300$

Public Affairs - 8110 8.00 6.00 6.00 6.00 6.00 858,600$

Human Resources - 8501 4.00 4.00 4.00 4.00 4.00 656,800$

Information Technology - 8305 13.00 13.00 14.00 14.00 14.00 2,098,300$

Business Operations Administration - 8500 0.00 2.00 2.00 2.00 2.00 350,800$

Finance & Accounting - 8504 12.55 10.55 10.55 10.55 10.55 1,156,300$

Risk & Benefits - 8502 3.00 2.00 2.00 2.00 2.00 267,800$

Fleet & Purchasing - 8111 & 8503 4.00 2.00 2.00 2.00 2.00 229,200$

Total FTEs 50.05 47.55 48.55 48.55 49.55 7,143,200$

DEPARTMENT TOTALS - PERSONNEL SERVICES

OBJECT CODE DESCRIPTION

OBJECT

CODE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

BUDGET

FY 2015

EST ENDING

FY 2016

ADOPTED

Change from

FY15 Budget

Full Time Reg Salaries 51110 4,612,518 4,455,406 4,831,300 4,462,951 5,011,300

Temporary 51130 96,432 97,327 106,700 74,329 131,400

Overtime 51140 5,341 5,511 27,500 6,920 27,500

Out of Class Straight Time 51170 0 0 0 0 0

Other Personnel Expense 51600 1,414,135 1,416,290 1,610,200 1,323,542 1,894,800

Unemployment Insurance 51730 42,474 14,299 50,000 10,000 50,000

Tuition Reimbursement 51761 3,517 2,106 0 0 0

Other Employee Allowances 51900 300 243 400 300 400

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

Mobile Computing Allowance 51915 19,843 21,155 16,500 16,340 16,500

PERSONNEL SERVICES SUBTOTAL 6,204,789$ 6,022,568$ 6,653,900$ 5,901,882$ 7,143,200$ 7.4%


DEPARTMENT TOTALS - MATERIALS & SERVICES


OBJECT

CODE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

BUDGET

FY 2015

EST ENDING

FY 2016

ADOPTED

Change from

FY15 Budget

Electricity 52110 141,939 143,433 140,000 140,000 140,000

Water 52120 9,033 8,005 10,000 12,000 12,000

Natural Gas 52130 46,879 49,136 50,000 45,000 45,000

Garbage 52140 3,769 4,160 4,000 4,000 4,000

Surface Water Management Charge 52150 2,855 3,104 2,600 2,600 2,600

Other Utility Services 52160 1,304 1,260 1,000 1,000 1,000

Contracted Services 52205 653,531 516,919 630,800 591,900 579,800

Engineering Services 52210 0 0 0 0 0

Landscape Services 52215 15,306 55,720 66,000 60,000 65,000

Audit & Accounting Services 52220 45,500 46,750 45,000 45,000 46,300

Legal Services 52230 0 0 0 0 0

Professional Services 52240 314,699 329,705 544,400 576,525 664,400

Recording Fees 52250 0 0 0 0 0

Laundry 52260 0 0 0 0 0

Other Government Services 52270 1,268,324 1,334,029 1,401,100 1,419,810 1,486,200

Office Supplies 52305 18,173 37,217 22,700 18,220 20,700

Operating Supplies 52310 19,666 10,913 15,600 15,600 15,600

Gas, Oil, Lubrication 52315 0 2 0 0 0

Janitorial Supplies 52320 11,900 10,226 11,000 11,000 11,000

Tech & Scientific Supplies 52325 0 0 0 0 0

Repair & Maintenance Supplies 52330 5 0 0 0 0

Construction & Bldg Supplies 52335 0 12,175 20,000 20,000 20,000

Parts - Equipment 52340 0 0 0 0 0

Small Tools 52350 31,196 13,602 14,600 10,000 14,600

Safety Equipment 52360 1,107 1,397 5,400 5,400 5,400

Postage & Freight 52375 988 184 3,000 2,050 3,000

Software Expensed 52380 456 1,367 0 0 0

Computer Equipment 52385 14,559 27,081 26,300 25,627 17,100

Dues & Memberships 52405 78,221 84,731 84,900 92,050 89,800

Books, Subscriptions & Publications 52410 61,363 69,987 52,300 59,050 59,000

Tri Met Subsidy 52420 23,087 25,876 30,500 27,000 30,500

Software Licenses & Support 52425 330,258 316,677 457,000 463,000 472,300

Publication Notices 52430 34,564 16,765 20,200 13,440 20,700

Printing & Duplicating 52435 166,688 165,212 157,600 153,428 57,700

Telecom Internal 52440 121,865 128,964 0 0 0

Telephone Service 52445 89,282 103,338 275,000 250,000 250,000

Pager Services 52450 0 0 0 0 0

Land & Building Rent 52470 0 0 0 0 0

Fueling Contract 52475 3,874 3,718 4,900 4,600 4,400

Training & Education 52480 69,620 49,671 102,700 98,205 107,200

Travel Expense 52485 48,327 58,356 58,400 60,349 58,900

Fleet Charges 52486 3,368 4,324 4,600 4,500 4,400

Private Mileage 52487 7,373 8,286 9,800 8,629 9,000

Other Materials & Services 52495 263,135 126,876 191,100 124,859 242,400

Permits, Licenses & Fees 52500 180 17 500 500 500

Public Information 52505 0 0 0 0 0

Taxes, Assmts, Liens 52510 0 826 0 0 0

Bank Service Charges 52515 5,665 6,048 10,000 8,000 10,000

Bond Trustee Fees 52550 3,250 3,320 5,000 4,000 5,000

Equipment Rental 52605 0 13,540 0 0 0

Repair & Maintenance Services 52610 223,669 285,601 227,500 227,500 267,500

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

Computer R&M 52630 95 600 0 0 0

Insurance 52705 563,427 708,060 750,000 725,000 760,000

MATERIALS & SERVICES SUBTOTAL 4,698,501$ 4,787,176$ 5,455,500$ 5,329,842$ 5,603,000$ 2.7%

CAPITAL OUTLAY SUBTOTAL 65,695 21,052 10,000 10,250 0 -100.0%

TOTAL EXPENDITURE 10,968,984$ 10,830,796$ 12,119,400$ 11,241,974$ 12,746,200$ 5.2%



POSITION AND SALARY EXPENSE OFFICE OF THE GENERAL MANAGER 8101

Total

FY 2013 FY 2014 FY 2015 FY 2016 Represented

ACTUAL ACTUAL BUDGET ADOPTED or

FTE Non-Rep

1.00 1.00 1.00 1.00 Deputy General Manager 14 Non

0.50 1.00 1.00 1.00 General Manager Non

0.00 2.00 2.00 3.00 Administrative Associate 3 Non

1.00 0.00 0.00 0.00 Administrative Assistant 4 Non

0.00 1.00 1.00 1.00 Executive Assistant 6 Non

2.50 5.00 5.00 6.00 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

BUDGET OBJECT CODE DESCRIPTION

OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED

469,799 617,005 638,100 Full Time Reg Salaries 51110 701,200 701,200 701,200

31,472 8,133 10,000 Temporary 51130 0 0 0

0 1,230 0 Overtime 51140 0 0 0

0 0 0 Out of Class Straight Time 51170 0 0 0

110,608 163,504 223,400 Other Personnel Expense - FT Reg only 51600 279,700 279,700 279,700

Other Personnel Expense - All Other 51600 0 0 0

0 0 0 Tuition Reimbursement 51761

0 0 0 Other Employee Allowances 51900 0 0 0

3,100 3,410 3,800 Automobile Allowance 51910 3,800 3,800 3,800

2,590 2,880 2,400 Mobile Computing Allowance 51915 2,400 2,400 2,400

617,569$ 796,162$ 877,700$ 987,100$ 987,100$ 987,100$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0

0 0 0 Surface Water Management Charge 52150 0 0 0

0 0 0 Other Utility Services 52160 0 0 0

33,431 33,211 40,200 Contracted Services 52205 40,200 40,200 40,200

0 0 0 Engineering Services 52210 0 0 0

0 0 0 Audit & Accounting Services 52220 0 0 0

0 0 0 Legal Services 52230 0 0 0

1,174 442 25,000 Professional Services 52240 25,000 25,000 25,000

0 0 0 Recording Fees 52250 0 0 0

0 0 0 Laundry 52260 0 0 0

400,214 409,366 437,000 Other Government Services 52270 452,000 452,000 452,000

966 439 1,500 Office Supplies 52305 1,500 1,500 1,500

9,094 8,405 12,000 Operating Supplies 52310 12,000 12,000 12,000

0 0 0 Gas, Oil, Lubrication 52315 0 0 0

0 0 0 Janitorial Supplies 52320 0 0 0

0 0 0 Tech & Scientific Supplies 52325 0 0 0

0 0 0 Repair & Maintenance Supplies 52330 0 0 0

0 0 0 Construction & Bldg Supplies 52335 0 0 0

0 0 0 Parts - Equipment 52340 0 0 0

0 95 0 Small Tools 52350 0 0 0

0 0 0 Safety Equipment 52360 0 0 0

0 14 0 Postage & Freight 52375 0 0 0

0 0 0 Software Expensed 52380 0 0 0

1,128 2,734 4,000 Computer Equipment 52385 0 0 0

62,890 71,113 70,000 Dues & Memberships 52405 70,000 70,000 70,000

1,221 1,536 2,000 Books, Subscriptions & Publications 52410 2,000 2,000 2,000

0 0 0 Software Licenses & Support 52425 0 0 0

0 0 0 Publication Notices 52430 0 0 0

160 0 0 Printing & Duplicating 52435 0 0 0

0 0 0 Telecom Internal 52440 0 0 0

0 0 0 Telephone Service 52445 0 0 0

0 0 0 Pager Services 52450 0 0 0

0 0 0 Land & Building Rent 52470 0 0 0

0 0 0 Fueling Contract 52475 0 0 0

8,320 5,415 8,000 Training & Education 52480 8,000 8,000 8,000

17,774 19,513 18,000 Travel Expense 52485 18,000 18,000 18,000

0 0 0 Fleet Charges 52486 0 0 0

495 518 1,200 Private Mileage 52487 1,200 1,200 1,200

103,441 3,411 73,000 Other Materials & Services 52495 23,000 23,000 23,000

0 0 0 Permits, Licenses & Fees 52500 0 0 0

0 0 0 Public Information 52505 0 0 0

0 0 0 Taxes, Assmts, Liens 52510 0 0 0

0 0 0 Equipment Rental 52605 0 0 0

0 0 0 Repair & Maintenance Services 52610 0 0 0

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

0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

640,307$ 556,212$ 691,900$ 652,900$ 652,900$ 652,900$

0 0 0 0 0 0

1,257,876$ 1,352,374$ 1,569,600$ 1,640,000$ 1,640,000$ 1,640,000$

MATERIALS & SERVICES SUBTOTAL

CAPITAL OUTLAY SUBTOTAL

TOTAL EXPENDITURE

PERSONNEL SERVICES SUBTOTAL



POSITION AND SALARY EXPENSE LEGAL SERVICES 8102

Total



FTE Non-Rep

1.00 1.00 1.00 1.00 Contracts Coordinator 6 Non

1.00 1.00 1.00 1.00 General Counsel 13 Non

1.00 1.00 1.00 1.00 Senior Assistant Legal Counsel 10 Non


Operating



FTE Non-Rep





Capital



FTE Non-Rep








SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8102 LEGAL SERVICES

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 0 0 Temporary 51130 0 0 0

0 0 1,400 Overtime 51140 1,400 1,400 1,400







840 840 800 Mobile Computing Allowance 51915 800 800 800

491,238$ 490,536$ 506,100$ 538,300$ 538,300$ 538,300$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0



0 0 20,000 Contracted Services 52205 20,000 20,000 20,000




28,372 7,831 30,000 Professional Services 52240 30,000 30,000 30,000


0 0 0 Laundry 52260 0 0 0

32 115 0 Other Government Services 52270 0 0 0

340 218 300 Office Supplies 52305 300 300 300

0 0 0 Operating Supplies 52310 0 0 0







0 398 0 Small Tools 52350 0 0 0


0 41 0 Postage & Freight 52375 0 0 0


0 1,497 700 Computer Equipment 52385 0 0 0

489 1,211 1,300 Dues & Memberships 52405 1,300 1,300 1,300

533 1,958 1,000 Books, Subscriptions & Publications 52410 1,000 1,000 1,000

1,514 586 1,200 Software Licenses & Support 52425 500 500 500









1,980 4,101 2,300 Travel Expense 52485 2,300 2,300 2,300

0 0 0 Fleet Charges 52486 0 0 0

985 1,133 1,000 Private Mileage 52487 1,000 1,000 1,000

612 388 300 Other Materials & Services 52495 300 300 300







0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

37,544$ 26,043$ 63,200$ 63,300$ 63,300$ 63,300$

0 0 0 0 0 0

528,781$ 516,579$ 569,300$ 601,600$ 601,600$ 601,600$ 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 1.00 0.00 0.00 Public Information Specialist 5 Non

2.00 2.00 1.00 1.00 Public Involvement Coordinator 7 Non

0.00 0.00 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 13,430 36,700 Temporary 51130 61,400 61,400 61,400

2,245 2,496 6,600 Overtime 51140 6,600 6,600 6,600



Other Personnel Expense - All Other 51600 12,600 12,600 12,600



0 0 0 Automobile Allowance 51910 0 0 0


745,010$ 634,997$ 776,700$ 858,600$ 858,600$ 858,600$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0



0 22 0 Contracted Services 52205 0 0 0






0 0 0 Laundry 52260 0 0 0


760 1,935 1,500 Office Supplies 52305 1,500 1,500 1,500

0 720 1,100 Operating Supplies 52310 1,100 1,100 1,100







428 641 0 Small Tools 52350 0 0 0


480 0 1,000 Postage & Freight 52375 1,000 1,000 1,000


2,508 765 4,000 Computer Equipment 52385 3,000 3,000 3,000


1,467 2,151 800 Books, Subscriptions & Publications 52410 2,500 2,500 2,500



161,152 160,420 148,900 Printing & Duplicating 52435 48,900 48,900 48,900

13,550 0 0 Telecom Internal 52440 0 0 0






7,625 9,873 6,100 Travel Expense 52485 6,100 6,100 6,100

87 39 500 Fleet Charges 52486 400 400 400

2,495 2,825 2,000 Private Mileage 52487 2,000 2,000 2,000








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

403,161$ 457,232$ 518,000$ 578,800$ 578,800$ 578,800$

0 0 0 0 0 0

1,148,171$ 1,092,229$ 1,294,700$ 1,437,400$ 1,437,400$ 1,437,400$ TOTAL EXPENDITURE






POSITION AND SALARY EXPENSE HUMAN RESOURCES 8501

Total


ACTUAL ACTUAL ACTUAL ADOPTED or

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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


64,960 53,008 50,000 Temporary 51130 50,000 50,000 50,000

0 0 0 Overtime 51140 0 0 0




42,474 14,299 50,000 Unemployment Insurance 51730 50,000 50,000 50,000

0 0 0 Tuition Reimbursement 51761 0 0 0




581,908$ 430,183$ 622,400$ 656,800$ 656,800$ 656,800$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









0 0 0 Laundry 52260 0 0 0


357 3,070 400 Office Supplies 52305 400 400 400








266 0 0 Small Tools 52350 0 0 0


0 0 0 Postage & Freight 52375 0 0 0


1,412 967 1,400 Computer Equipment 52385 2,000 2,000 2,000

196 710 400 Dues & Memberships 52405 400 400 400

861 263 300 Books, Subscriptions & Publications 52410 300 300 300

0 0 11,000 Software Licenses & Support 52425 11,000 11,000 11,000

32,047 13,115 15,000 Publication Notices 52430 15,000 15,000 15,000

113 36 1,000 Printing & Duplicating 52435 1,000 1,000 1,000







135 2,106 2,700 Travel Expense 52485 2,700 2,700 2,700

0 0 0 Fleet Charges 52486 0 0 0

411 35 400 Private Mileage 52487 400 400 400








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

127,022$ 100,063$ 196,600$ 197,200$ 197,200$ 197,200$

0 0 0 0 0 0

708,930$ 530,246$ 819,000$ 854,000$ 854,000$ 854,000$ TOTAL EXPENDITURE






POSITION AND SALARY EXPENSE INFORMATION TECHNOLOGY 8305

Total



FTE Non-Rep

0.00 0.00 1.00 1.00 Business Systems Analyst 1 6 Non

2.50 2.00 2.00 2.00 Data Base Administrator 9 Non

1.00 1.00 1.00 1.00 Information Technology Technician 4 Non

1.05 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

4.00 3.00 3.00 3.00 Information Technology Analyst 8 Non

1.50 1.00 1.00 1.00 Programmer Analyst 8 Non

4.00 3.00 3.00 3.00 Software Engineer 9 Non

16.05 13.00 14.00 14.00 TOTAL PERSONNEL

Operating



FTE Non-Rep









12.85 13.00 14.00 14.00 TOTAL PERSONNEL

Capital



FTE Non-Rep













SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8305 INFORMATION TECHNOLOGY

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED

1,441,009 1,430,282 1,489,100 Full Time Reg Salaries 51110 1,529,200 1,529,200 1,529,200

0 0 0 Temporary 51130 0 0 0

2,191 1,538 15,000 Overtime 51140 15,000 15,000 15,000








1,887,557$ 1,898,048$ 1,979,400$ 2,098,300$ 2,098,300$ 2,098,300$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









0 0 0 Laundry 52260 0 0 0


0 174 1,500 Office Supplies 52305 1,500 1,500 1,500








30,170 11,840 14,000 Small Tools 52350 14,000 14,000 14,000



456 1,367 0 Software Expensed 52380 0 0 0

6,999 14,411 10,200 Computer Equipment 52385 10,200 10,200 10,200

30 388 1,000 Dues & Memberships 52405 1,000 1,000 1,000

56,511 63,265 45,000 Books, Subscriptions & Publications 52410 50,000 50,000 50,000

320,284 312,841 442,800 Software Licenses & Support 52425 458,800 458,800 458,800



108,315 128,964 0 Telecom Internal 52440 0 0 0

89,282 103,338 275,000 Telephone Service 52445 250,000 250,000 250,000





14,824 12,573 11,100 Travel Expense 52485 12,100 12,100 12,100

0 0 0 Fleet Charges 52486 0 0 0

1,997 1,656 1,800 Private Mileage 52487 1,800 1,800 1,800

2,766 897 2,000 Other Materials & Services 52495 2,000 2,000 2,000





104,049 204,146 142,500 Repair & Maintenance Services 52610 142,500 142,500 142,500


95 600 0 Computer R & M 52630 0 0 0

0 0 0 Sodium Bisulfite 52850 0 0 0

0 0 0 Other Chemicals 52890 0 0 0

831,633$ 897,320$ 1,016,600$ 1,076,600$ 1,076,600$ 1,076,600$

10,000 21,052 10,000 0 0 0

2,729,191$ 2,816,420$ 3,006,000$ 3,174,900$ 3,174,900$ 3,174,900$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE BUSINESS OPERATIONS ADMINISTRATION 8500

Total



FTE Non-Rep


0.00 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED

0 251,608 255,000 Full Time Reg Salaries 51110 260,400 260,400 260,400

0 5,654 0 Temporary 51130 0 0 0

0 0 0 Overtime 51140 0 0 0


0 69,946 73,700 Other Personnel Expense - FT Reg only 51600 85,700 85,700 85,700




0 3,410 3,800 Automobile Allowance 51910 3,800 3,800 3,800


-$ 331,458$ 333,400$ 350,800$ 350,800$ 350,800$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0







0 0 50,000 Professional Services 52240 50,000 50,000 50,000


0 0 0 Laundry 52260 0 0 0


0 0 300 Office Supplies 52305 300 300 300








0 0 0 Small Tools 52350 0 0 0




0 659 0 Computer Equipment 52385 1,200 1,200 1,200











0 2,314 4,800 Training & Education 52480 3,800 3,800 3,800

0 4,775 6,700 Travel Expense 52485 6,700 6,700 6,700

0 0 0 Fleet Charges 52486 0 0 0

0 620 0 Private Mileage 52487 0 0 0

0 223 1,000 Other Materials & Services 52495 1,000 1,000 1,000



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

0 0 0 Petty Cash 52525 0 0 0




0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

-$ 8,864$ 63,400$ 64,000$ 64,000$ 64,000$

0 0 0 0 0 0

-$ 340,322$ 396,800$ 414,800$ 414,800$ 414,800$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE FINANCE & ACCOUNTING 8504

Total



FTE Non-Rep

0.55 0.55 0.55 0.55 Accounting Specialist 4 Non


3.00 3.00 3.00 3.00 Associate Accounting Clerk 2 Rep

1.00 0.00 0.00 0.00 Business Services Director LT 12 Non


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

12.55 10.55 10.55 10.55 TOTAL PERSONNEL

Operating



FTE Non-Rep











12.55 10.55 10.55 10.55 TOTAL PERSONNEL

Capital



FTE Non-Rep














CLASSIFICATION TITLESALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8504 FINANCE & ACCOUNTING

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 0 0 Temporary 51130 20,000 20,000 20,000

826 74 4,500 Overtime 51140 4,500 4,500 4,500




3,517 2,106 0 Tuition Reimbursement 51761


3,410 0 0 Automobile Allowance 51910 0 0 0

1,645 840 900 Mobile Computing Allowance 51915 900 900 900

1,338,206$ 1,007,112$ 1,069,600$ 1,156,300$ 1,156,300$ 1,156,300$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0





45,500 46,750 45,000 Audit & Accounting Services 52220 46,300 46,300 46,300




0 0 0 Laundry 52260 0 0 0


1,735 1,078 4,000 Office Supplies 52305 4,000 4,000 4,000








301 228 600 Small Tools 52350 600 600 600


508 77 2,000 Postage & Freight 52375 2,000 2,000 2,000




770 645 2,200 Books, Subscriptions & Publications 52410 2,200 2,200 2,200


2,187 2,879 4,000 Publication Notices 52430 4,000 4,000 4,000






(0) 0 0 Fueling Contract 52475 0 0 0


3,393 2,934 8,000 Travel Expense 52485 8,000 8,000 8,000

0 0 0 Fleet Charges 52486 0 0 0

535 897 1,100 Private Mileage 52487 1,100 1,100 1,100





5,665 6,048 10,000 Bank Service Charges 52515 10,000 10,000 10,000

3,250 3,320 5,000 Bond Trustee Fees 52550 5,000 5,000 5,000




0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


949,647$ 984,483$ 1,059,100$ 1,126,900$ 1,126,900$ 1,126,900$

0 0 0 0 0 0







POSITION AND SALARY EXPENSE RISK & BENEFITS MGMT 8502

Total



FTE Non-Rep

1.00 0.00 0.00 0.00 Risk and Benefits Analyst 6 Non

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

3.00 2.00 2.00 2.00

Operating



FTE Non-Rep




3.00 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 1,960 10,000 Temporary 51130 0 0 0

58 174 0 Overtime 51140 0 0 0








260,788$ 244,398$ 260,500$ 267,800$ 267,800$ 267,800$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









0 0 0 Laundry 52260 0 0 0


21 277 200 Office Supplies 52305 200 200 200








0 0 0 Small Tools 52350 0 0 0

1,107 1,397 5,400 Safety Equipment 52360 5,400 5,400 5,400

0 41 0 Postage & Freight 52375 0 0 0





23,087 25,876 30,500 Tri Met Subsidy 52420 30,500 30,500 30,500










2,596 2,482 2,500 Travel Expense 52485 2,500 2,500 2,500

0 0 0 Fleet Charges 52486 0 0 0

107 232 800 Private Mileage 52487 800 800 800




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




0 0 0 Computer R&M 52630 0 0 0

563,427 708,060 750,000 Insurance 52705 760,000 760,000 760,000


811,955$ 926,621$ 987,100$ 1,001,600$ 1,001,600$ 1,001,600$

0 0 0 0 0 0

1,072,745$ 1,171,019$ 1,247,600$ 1,269,400$ 1,269,400$ 1,269,400$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE FLEET & PURCHASING 8111 & 8503

Total



FTE Non-Rep


1.00 1.00 1.00 0.00 Buyer 5 Non

1.00 1.00 1.00 1.00 Fleet & Purchasing Coordinator 7 Non

2.00 0.00 0.00 0.00 Storekeeper 2 5 Rep


Operating



FTE Non-Rep


1.00 1.00 1.00 0.00 Buyer 5 Non


2.00 0.00 0.00 0.00 Storekeeper 2 5 Rep


Capital



FTE Non-Rep


0.00 0.00 0.00 0.00 Buyer 5 Non


0.00 0.00 0.00 0.00 Storekeeper 2 5 Rep



GRADE


GRADE


GRADE



EXPENDITURE SUMMARY 8111 & 8503

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 15,141 0 Temporary 51130 0 0 0

21 0 0 Overtime 51140 0 0 0







282,517$ 189,674$ 228,100$ 229,200$ 229,200$ 229,200$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









0 0 0 Laundry 52260 0 0 0


10,304 10,338 13,000 Office Supplies 52305 11,000 11,000 11,000








31 400 0 Small Tools 52350 0 0 0


0 12 0 Postage & Freight 52375 0 0 0


0 659 1,600 Computer Equipment 52385 0 0 0



1,950 450 2,000 Software Licenses & Support 52425 2,000 2,000 2,000


1,574 262 0 Printing & Duplicating 52435 0 0 0





3,458 3,346 4,000 Fueling Contract 52475 3,800 3,800 3,800

0 350 3,000 Training & Education 52480 4,000 4,000 4,000

0 0 1,000 Travel Expense 52485 500 500 500

3,281 4,285 4,100 Fleet Charges 52486 4,000 4,000 4,000

347 369 500 Private Mileage 52487 700 700 700








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


26,579$ 25,939$ 38,500$ 35,100$ 35,100$ 35,100$

9,395 0 0 0 0 0

318,492$ 215,613$ 266,600$ 264,300$ 264,300$ 264,300$


TOTAL EXPENDITURE

FLEET & PURCHASING





POSITION AND SALARY EXPENSE ABC BUILDING 8507

FY 2013 FY 2014 FY 2015 FY 2016 SALARY Represented

ACTUAL ACTUAL BUDGET ADOPTED 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED

0 0 0 Full Time Reg Salaries 51110 0 0 0

0 0 0 Temporary 51130 0 0 0

0 0 0 Overtime 51140 0 0 0


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





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

141,939 143,433 140,000 Electricity 52110 140,000 140,000 140,000

9,033 8,005 10,000 Water 52120 12,000 12,000 12,000

46,879 49,136 50,000 Natural Gas 52130 45,000 45,000 45,000

3,769 4,160 4,000 Garbage 52140 4,000 4,000 4,000

2,855 3,104 2,600 Surface Water Management Charge 52150 2,600 2,600 2,600

1,304 1,260 1,000 Other Utility Services 52160 1,000 1,000 1,000



15,306 55,720 66,000 Landscape Services 52215 65,000 65,000 65,000



52,949 0 0 Professional Services 52240 0 0 0


0 0 0 Laundry 52260 0 0 0


3,690 19,689 0 Office Supplies 52305 0 0 0

8,832 443 0 Operating Supplies 52310 0 0 0


11,900 10,226 11,000 Janitorial Supplies 52320 11,000 11,000 11,000



0 12,175 20,000 Construction & Bldg Supplies 52335 20,000 20,000 20,000


0 0 0 Small Tools 52350 0 0 0




0 0 0 Computer Equipment 52385 0 0 0



6,510 2,755 0 Software Licenses & Support 52425 0 0 0








0 0 0 Training & Education 52480 0 0 0

0 0 0 Travel Expense 52485 0 0 0

0 0 0 Fleet Charges 52486 0 0 0


20,725 14,841 0 Other Materials & Services 52495 0 0 0




0 13,325 0 Equipment Rental 52605 0 0 0



0 0 0 Computer R&M 52630 0 0 0


870,649$ 804,397$ 821,100$ 806,600$ 806,600$ 806,600$

46,300 0 0 0 0 0

916,949$ 804,397$ 821,100$ 806,600$ 806,600$ 806,600$




TOTAL EXPENDITURE


Regulatory Affairs Department

There are three Divisions within the Regulatory Affairs Department (RAD). 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, monitoring TMDL implementation, and NPDES permit compliance under the watershed approach. The Administration Division is also responsible for tracking, evaluating,

and influencing the development of state and federal environmental regulations. Administration Division staff reviews, directs, and coordinates monitoring, monthly discharge monitoring reports, incident reports, and annual reporting for the NPDES permit, renewal of the watershed-based permit, and communications with state and federal regulatory staff. Included in these activities is close coordination on regulatory matters and compliance measures 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 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 complying with the federally mandated Industrial Pretreatment Program, which requires the District to regulate (through permits) customers with industrial wastewater discharges. The Source Control Division is also responsible for performing headworks loading analysis on the District’s wastewater treatment plants to ensure that industrial users do not adversely impact plant operations or the permitted utilization of 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 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. Laboratory Services also supports data collection and analysis for numerous innovative research and development projects within the District.

http://www.ecobiz.org/



FY 2014 FY 2015 FY 2016


Inputs

Number of full time employees 34 33 33


Number of regulatory permits managed 537 537 541

Number of professional services contracts/IGAs managed

annually17 18 18

Number of significant industrial users/septage waste

haulers/1200Z permits managed159 158 160

Outputs

Number of routine regulatory reports generated by NPDES

permitted facilities67 70 70

Number of significant industrial users inspections completed 111 101 110

Number of water quality investigations conducted 76 70 70

Number of businesses certified as EcoBiz businesses 54 57 59

Number of Fat/Oil/Grease inspections/consultations

completed600 229* 600

Number of significant industrial users permits modified or

renewed22 11 20


Number of regulatory violations due to reporting

inadequacies0 0 0

Number of violations noted in regulatory program audit

reports0 0 0

Number of 1200Z permittees exceeding benchmarks 48 54 45

Percentage of significant industrial users in compliance 98% 100% 98%

Number of water quality violations caused by spills in the

stormwater system0 0 0

Number of sanitary sewer overflows with FOG listed as a

significant contributing factor0 0 0

Number of treatment plant upsets or effluent limit violations

caused by industrial discharges0 0 0

Efficiency Measures

Number of revisions or corrections to previously submitted

regulatory reports1 2 2

Number of SIU permits managed per Source Control

employee (case manager)8 8 8

Number of all permits managed per Source Control employee

(case manager)107 107 108

Number of regulatory reports completed accurately and on-

time67 70 70

Comparison of year-end budget to approved budget 86% 90% 90%

Total number of food service establishments managed 1,790 1,900 1,950

Number of SIU/1200Z permits renewed on time 100% 100% 100%


REGULATORY AFFAIRS DEPARTMENTPOSITION AND SALARY EXPENSE - DEPARTMENT SUMMARY

FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016


Administration 7.00 7.00 8.00 8.00 8.00 1,247,700$

Source Control 10.00 10.00 8.00 8.00 8.00 1,046,100$

Laboratory Services 17.00 17.00 17.00 17.00 17.00 1,955,400$

Total FTEs 34.00 34.00 33.00 33.00 33.00 4,249,200$

DEPARTMENT TOTALS-PERSONNEL SERVICES


OBJECT

CODE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

BUDGET

FY 2015

EST ENDING

FY 2016

ADOPTED

Change from

FY15 Budget


Temporary 51130 45,163 95,326 127,000 173,000 233,000

Overtime 51140 34,896 57,080 97,000 55,000 97,000

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

Other Personnel Expense 51600 895,438 873,865 985,100 944,800 1,095,700

Tuition Reimbursement 51761 4,181 4,168 0 2,685 0

Other Employee Allowances 51900 823 1,452 4,400 4,400 4,400

Automobile Allowance 51910 0 0 0 0 0






OBJECT

CODE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

BUDGET

FY 2015

EST ENDING

FY 2016

ADOPTED

Change from

FY15 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



Audit & Accounting Services 52220 0 0 0 0 0


Professional Services 52240 1,031,285 1,001,982 1,330,200 990,000 1,332,600


Laundry 52260 4,906 4,777 6,000 6,000 7,000

Other Government Services 52270 0 0 0 0 0

Office Supplies 52305 5,966 6,721 0 1,267 0



Janitorial Supplies 52320 0 0 0 0 0

Tech & Scientific Supplies 52325 235,897 232,097 270,000 270,000 300,000

Repair & Maintenance Supplies 52330 1,742 1,296 7,000 5,000 7,000

Construction & Bldg Supplies 52335 0 0 0 0 0


Small Tools 52350 472 1,680 1,000 0 1,000

Safety Equipment 52360 0 0 0 0 0

Postage & Freight 52375 757 200 0 549 0

Software Expensed 52380 0 0 0 0 0



Books, Subscriptions & Publications 52410 225 1,133 1,800 500 1,200

Software Licenses & Support 52425 0 60 16,600 16,600 10,000

Publication Notices 52430 340 431 500 0 500


Telecom Internal 52440 0 0 0 0 0

Telephone Service 52445 0 0 0 0 0





Travel Expense 52485 15,072 23,497 32,500 32,500 32,500

Fleet Charges 52486 11,418 11,253 11,000 11,000 7,000

Private Mileage 52487 7,854 6,143 10,600 8,000 10,600


Permits, Licenses & Fees 52500 101,572 306,288 245,700 245,700 256,800

Public Information 52505 198 2,021 6,000 4,000 6,000


Equipment Rental 52605 0 0 0 0 0

Repair & Maintenance Services 52610 384 0 0 0 0

Non-Vehicle Eqpt R&M 52620 6,259 8,577 10,000 8,000 10,000

Computer R&M 52630 0 295 0 0 0

Insurance 52705 0 0 0 0 0

MATERIALS & SERVICES SUBTOTAL 1,521,932$ 1,736,789$ 2,149,800$ 1,748,878$ 2,121,900$ -1.3%

CAPITAL OUTLAY SUBTOTAL 36,595 33,062 50,000 0 108,000



REGULATORY AFFAIRS DEPARTMENT

POSITION AND SALARY EXPENSE ADMINISTRATION 8210

Total



FTE Non-Rep

0.00 0.00 1.00 1.00 Asst Regulatory Affairs Dept Director 12 Non

1.00 1.00 1.00 1.00 Regulatory Affairs Dept Director LT 13 Non

0.00 0.00 0.00 1.00 Water Resources Prog Manager 9 Non

4.00 4.00 5.00 4.00 Water Resources Analyst - Regulatory 8 Non

1.00 1.00 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


7,737 0 0 Temporary 51130 34,000 34,000 34,000

0 0 0 Overtime 51140 0 0 0








904,167$ 1,036,119$ 1,148,700$ 1,247,700$ 1,247,700$ 1,247,700$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0







900,158 922,895 1,240,200 Professional Services 52240 1,240,200 1,240,200 1,240,200


0 0 0 Laundry 52260 0 0 0


0 0 0 Office Supplies 52305 0 0 0

1,057 106 2,000 Operating Supplies 52310 2,000 2,000 2,000







251 180 0 Small Tools 52350 0 0 0


2 24 0 Postage & Freight 52375 0 0 0




225 767 1,000 Books, Subscriptions & Publications 52410 1,000 1,000 1,000



334 913 2,500 Printing & Duplicating 52435 2,500 2,500 2,500







6,879 8,310 17,800 Travel Expense 52485 17,800 17,800 17,800

0 0 0 Fleet Charges 52486 0 0 0

2,490 1,774 4,000 Private Mileage 52487 4,000 4,000 4,000


95,772 306,247 243,500 Permits, Licenses & Fees 52500 250,800 250,800 250,800






0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

1,020,658$ 1,248,011$ 1,527,200$ 1,532,000$ 1,532,000$ 1,532,000$

0 0 0 0 0 0







POSITION AND SALARY EXPENSE SOURCE CONTROL 8212

Total



FTE Non-Rep

1.00 1.00 0.00 0.00 Operations Program Manager 8 Non

8.00 8.00 7.00 7.00 Source Control Investigator 2 6 Rep

1.00 1.00 1.00 1.00 Source Control Manager 8 Non

10.00 10.00 8.00 8.00 TOTAL PERSONNEL

Operating



FTE Non-Rep




10.00 10.00 8.00 8.00 TOTAL PERSONNEL

Capital



FTE Non-Rep










EXPENDITURE SUMMARY 8212 SOURCE CONTROL

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


2,351 29,160 50,000 Temporary 51130 62,000 62,000 62,000

15,840 17,064 72,000 Overtime 51140 72,000 72,000 72,000

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



4,181 4,168 0 Tuition Reimbursement 51761 0 0 0

300 792 1,200 Other Employee Allowances 51900 1,200 1,200 1,200



1,073,256$ 872,406$ 1,001,200$ 1,046,100$ 1,046,100$ 1,046,100$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









0 0 0 Laundry 52260 0 0 0


5,966 4,942 0 Office Supplies 52305 0 0 0








0 30 1,000 Small Tools 52350 1,000 1,000 1,000


0 13 0 Postage & Freight 52375 0 0 0



1,054 2,186 600 Dues & Memberships 52405 2,600 2,600 2,600











4,430 10,168 9,700 Travel Expense 52485 9,700 9,700 9,700

6,761 2,533 6,500 Fleet Charges 52486 3,000 3,000 3,000

3,808 2,777 5,600 Private Mileage 52487 5,600 5,600 5,600



198 2,021 6,000 Public Information 52505 6,000 6,000 6,000





0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

97,508$ 56,690$ 112,700$ 95,800$ 95,800$ 95,800$

0 0 0 0 0 0

1,170,764$ 929,096$ 1,113,900$ 1,141,900$ 1,141,900$ 1,141,900$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE LABORATORY SERVICES 8232

Total



FTE Non-Rep

1.00 1.00 1.00 2.00 Laboratory Technician 3 Rep

0.00 1.00 1.00 1.00 Laboratory Services Division Manager 11 Non

14.00 13.00 13.00 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


35,076 66,166 77,000 Temporary 51130 137,000 137,000 137,000

19,056 40,017 25,000 Overtime 51140 25,000 25,000 25,000








1,601,221$ 1,728,949$ 1,835,800$ 1,955,400$ 1,955,400$ 1,955,400$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









4,906 4,777 6,000 Laundry 52260 7,000 7,000 7,000


0 1,779 0 Office Supplies 52305 0 0 0




235,897 231,880 270,000 Tech & Scientific Supplies 52325 300,000 300,000 300,000

1,742 703 7,000 Repair & Maintenance Supplies 52330 7,000 7,000 7,000



221 1,470 0 Small Tools 52350 0 0 0


754 164 0 Postage & Freight 52375 0 0 0


600 25,116 22,100 Computer Equipment 52385 2,200 2,200 2,200



0 0 16,600 Software Licenses & Support 52425 10,000 10,000 10,000









3,763 5,019 5,000 Travel Expense 52485 5,000 5,000 5,000

4,657 8,719 4,500 Fleet Charges 52486 4,000 4,000 4,000

1,556 1,592 1,000 Private Mileage 52487 1,000 1,000 1,000

1,959 91 0 Other Materials & Services 52495 0 0 0

5,800 41 2,200 Permits, Licenses & Fees 52500 6,000 6,000 6,000





6,259 8,577 10,000 Non-Vehicle Eqpt R&M 52620 10,000 10,000 10,000

0 295 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


403,767$ 432,087$ 509,900$ 494,100$ 494,100$ 494,100$

36,595 33,062 50,000 108,000 108,000 108,000

2,041,582$ 2,194,098$ 2,395,700$ 2,557,500$ 2,557,500$ 2,557,500$


TOTAL EXPENDITURE




Watershed Management Department

The Mission of the Watershed Management Department is to build and strengthen innovative and resilient partnerships to enhance the benefits that natural resources provide to the community. The Watershed Management Department provides leadership in Water Resources Infrastructure, Strategic Watershed Assessment and Planning, Stream Stewardship and Community Watershed Action. Department staff partner with local governments, natural resource

agencies, business/home builder organizations, local watershed groups, and citizens in a collaborative effort to maintain a healthy Tualatin River Basin. 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 2013: 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 2014: 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 maintenance to fully restore ecological functions of these sensitive habitats. CWS oversees a focused effort to maintain the gains and minimize emerging threats to our green infrastructure investments.

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

Is a tree planting program between the urban and agricultural partners of the Tualatin River Basin. Ten years ago the cities of the Washington County adopted a goal to plant 1 million in 20 years. Through community investment and capacity building, this challenge will plant 1 million in a single year, 2015. (www.jointreeforall.org)

http://www.tualatinbasinwatersupply.org/



FY 2014 FY 2015 FY 2016


Inputs

Full time employees 14 16 16


Outputs

Native plants planted by Tree for All community partners 430,097 2,100,000 1,000,000

Volunteers in community restoration events 2,575 6,600 5,000

Enhancement of tributary flows through integrated flow

management (ac-ft) 1,118 1,226 1,200

Agricultural lands enrolled in water quality management

programs (acres) 6,500 8,000 9,000


Projects meeting ecological function targets 92% 90% 90%

Total thermal load reduction (Kcal) from riparian shade 378,187,979 400,000,000 420,000,000

Stream miles enhanced 98 103 108

Efficiency Measures

Projects meeting budget and schedule expectations

during implementation 100% 95% 100%

Native plants planted per FTE 30,721 131,250 62,500

Partner investment leveraged (annual) 175,000 550,000 800,000

Number of community partners investing 14 17 20

Total acres of donated capital for restoration 2,800 3,500 4,500


WATERSHED MANAGEMENT DEPARTMENT


FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016


Administration - 8233 1.25 2.25 2.25 2.25 2.25 396,700$

Operations - 8234 9.75 11.75 13.75 13.75 13.75 1,872,100$

Eco System Services - 8235 2.00 0.00 0.00 0.00 0.00 -$

Total FTEs 13.00 14.00 16.00 16.00 16.00 2,268,800$



OBJECT

CODE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

BUDGET

FY 2015

EST ENDING

FY 2016

ADOPTED

Change from

FY15 Budget

Full Time Reg Salaries 51110 934,246 899,598 1,545,700 1,460,000 1,547,500

Temporary 51130 78,234 70,040 105,000 120,000 120,000

Overtime 51140 7,234 3,471 10,000 10,000 10,000


Other Personnel Expense 51600 238,454 206,255 516,600 516,600 582,400

Tuition Reimbursement 51761 0 0 0 0 0

Other Employee Allowances 51900 894 900 1,200 1,950 1,200







OBJECT

CODE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

BUDGET

FY 2015

EST ENDING

FY 2016

ADOPTED

Change from

FY15 Budget

Electricity 52110 1,359 1,574 1,600 2,800 2,800

Water 52120 0 0 0 0 0

Natural Gas 52130 0 0 0 0 0

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

Surface Water Management Charge 52150 0 0 0 0 0

Other Utility Services 52160 0 0 0 0 0




Legal Services 52230 2,700 0 0 0 0



Laundry 52260 0 0 0 0 0

Other Government Services 52270 805,161 846,954 1,132,000 1,180,000 1,402,000

Office Supplies 52305 1,408 1,574 1,500 1,200 1,500

Operating Supplies 52310 1,065 1,345 0 1,000 0


Janitorial Supplies 52320 0 0 0 0 0


Repair & Maintenance Supplies 52330 22 961 1,000 2,000 1,000

Construction & Bldg Supplies 52335 219 28 5,000 2,500 5,000


Small Tools 52350 4,792 4,668 5,000 5,100 5,000

Safety Equipment 52360 0 0 100 100 100

Postage & Freight 52375 255 267 0 0 0

Software Expensed 52380 0 0 0 0 0



Books, Subscriptions & Publications 52410 734 1,100 800 1,300 800

Software Licenses & Support 52425 200 674 0 0 0

Publication Notices 52430 131 0 0 200 0

Printing & Duplicating 52435 487 490 0 500 0




Land & Building Rent 52470 7,111 9,162 10,000 10,000 10,000



Travel Expense 52485 17,360 26,165 15,100 17,600 19,000

Fleet Charges 52486 6,474 13,479 11,800 11,800 10,100

Private Mileage 52487 4,098 3,636 6,000 5,000 6,000


Permits, Licenses & Fees 52500 760 306 300 600 600


Taxes, Assmts, Liens 52510 7,836 8,426 8,000 8,543 8,000

Equipment Rental 52605 0 0 0 0 0

Repair & Maintenance Services 52610 405 141 1,000 1,000 1,000

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

TOTAL EXPENDITURE 3,302,821$ 3,565,822$ 5,059,600$ 4,770,843$ 5,045,800$ -0.3%




Total



FTE Non-Rep


0.25 0.25 0.25 0.25 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


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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


39,313 21,782 30,000 Temporary 51130 30,000 30,000 30,000

243 102 0 Overtime 51140 0 0 0








318,400$ 308,154$ 376,800$ 396,700$ 396,700$ 396,700$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0



6,500 0 0 Contracted Services 52205 0 0 0




766 523 0 Professional Services 52240 0 0 0


0 0 0 Laundry 52260 0 0 0


874 283 1,500 Office Supplies 52305 1,500 1,500 1,500








0 170 0 Small Tools 52350 0 0 0


229 0 0 Postage & Freight 52375 0 0 0














11,864 16,935 7,500 Travel Expense 52485 10,000 10,000 10,000

1,648 0 0 Fleet Charges 52486 300 300 300

3,464 2,056 4,000 Private Mileage 52487 4,000 4,000 4,000








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

43,998$ 41,198$ 30,800$ 40,700$ 40,700$ 40,700$

0 0 0 0 0 0

362,398$ 349,352$ 407,600$ 437,400$ 437,400$ 437,400$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE OPERATIONS 8234

Total



FTE Non-Rep

0.00 0.00 1.00 1.00 Ecological Engineer 9 Non

0.00 0.00 0.00 1.00 GIS Analyst 7 Non

1.00 1.00 1.00 1.00 Principal Engineer 10 Non


1.00 1.00 1.00 1.00 Water Resources Analyst - GIS 8 Non

2.00 1.00 1.00 1.00 Water Resources Analyst - Watershed 8 Non

0.00 1.00 1.00 1.00 Water Resources Program Manager 9 Non

3.00 3.00 3.00 3.00 Water Resources Project Manager 7 Non


1.00 3.00 4.00 3.00 Water Resources Specialist 4 Rep


9.75 11.75 13.75 13.75 TOTAL PERSONNEL

Operating



FTE Non-Rep


0.00 0.00 0.00 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED

645,437 677,432 1,285,500 Full Time Reg Salaries 51110 1,281,000 1,281,000 1,281,000

0 48,258 75,000 Temporary 51130 90,000 90,000 90,000

6,991 3,369 10,000 Overtime 51140 10,000 10,000 10,000








804,051$ 878,950$ 1,807,400$ 1,872,100$ 1,872,100$ 1,872,100$

1,359 1,574 1,600 Electricity 52110 2,800 2,800 2,800

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

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






2,700 0 0 Legal Services 52230 0 0 0



0 0 0 Laundry 52260 0 0 0

805,161 846,954 1,132,000 Other Government Services 52270 1,402,000 1,402,000 1,402,000

534 1,291 0 Office Supplies 52305 0 0 0

1,065 1,143 0 Operating Supplies 52310 0 0 0




22 961 1,000 Repair & Maintenance Supplies 52330 1,000 1,000 1,000

219 28 5,000 Construction & Bldg Supplies 52335 5,000 5,000 5,000


4,559 4,498 5,000 Small Tools 52350 5,000 5,000 5,000


26 267 0 Postage & Freight 52375 0 0 0



414 1,162 0 Dues & Memberships 52405 0 0 0








7,111 9,162 10,000 Land & Building Rent 52470 10,000 10,000 10,000



3,082 9,230 7,600 Travel Expense 52485 9,000 9,000 9,000

4,826 13,479 11,800 Fleet Charges 52486 9,800 9,800 9,800

462 1,579 2,000 Private Mileage 52487 2,000 2,000 2,000




7,836 8,426 8,000 Taxes, Assmts, Liens 52510 8,000 8,000 8,000


405 141 1,000 Repair & Maintenance Services 52610 1,000 1,000 1,000

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

0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

1,647,677$ 2,337,520$ 2,844,600$ 2,736,300$ 2,736,300$ 2,736,300$

0 0 0 0 0 0

2,451,728$ 3,216,471$ 4,652,000$ 4,608,400$ 4,608,400$ 4,608,400$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE ECO SYSTEM SERVICES 8235

Total



FTE Non-Rep




Operating



FTE Non-Rep




Capital



FTE Non-Rep









EXPENDITURE SUMMARY 8235 ECO SYSTEM SERVICES

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED

71,423 0 0 Full Time Reg Salaries 51110 0 0 0

38,921 0 0 Temporary 51130 0 0 0

0 0 0 Overtime 51140 0 0 0


31,999 0 0 Other Personnel Expense - FT Reg only 51600 0 0 0





142,958$ -$ -$ -$ -$ -$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0



309,683 0 0 Contracted Services 52205 0 0 0






0 0 0 Laundry 52260 0 0 0










233 0 0 Small Tools 52350 0 0 0















2,335 0 0 Training & Education 52480 0 0 0

2,414 0 0 Travel Expense 52485 0 0 0

0 0 0 Fleet Charges 52486 0 0 0









0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

345,798$ -$ -$ -$ -$ -$

0 0 0 0 0 0

488,756$ -$ -$ -$ -$ -$



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. It is composed of the Administration program, Engineering Division (which includes Capital Projects Administration, Development Related Services, and Service Delivery Planning), and Field Operations Division (which includes Field Operations Administration, System Repair, System Maintenance, Local

Repair, TV/Flow Monitoring, and Surface Facility Maintenance). Administration 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 The Engineering Division includes Capital Projects Administration, Development Related Services, and Service Delivery Planning. The Capital Projects Administration program 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. The Development Related Services program 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 Service Delivery Planning program provides quality control of plan review, erosion control and vegetated corridor inspection programs District-wide. This program is responsible for the implementation of the private 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 The Field Operations Division maintains the public storm and sanitary sewer collection systems. The primary maintenance elements are 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.


FY 2014 FY 2015 FY 2016


Inputs

Number of full time employees 109 111 114


Outputs

Routine sanitary line cleaning (in feet) 1,131,535 1,180,692 1,175,903

Routine sanitary line TV inspection (in feet) 546,988 517,381 522,868

Routine street sweeping (in curbed miles) 13,008 12,715 12,210

Additional areas treated (acres)373

(21,391 total)

330

(21,721 total)

300

(22,021 total)


Major milestone dates met for CIP projects 92% 74% 85%

Customer response calls675 459

100% of calls

received

Efficiency Measures

Environmental reviews 960 900 900

Permits issued 1,260 1,700 1,500

Sanitary manhole sealing 482 251 400


CONVEYANCE SYSTEMS DEPARTMENT


FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016


Administration - 8201 3.00 3.00 3.00 3.00 3.00 676,400$

Engineering Services Division - 8224, 8225, 8226 36.00 36.00 39.00 39.00 40.00 4,153,900$

71.00 70.00 69.00 69.00 71.00 6,924,000$

TOTAL FTEs 110.00 109.00 111.00 111.00 114.00 11,754,300$



OBJECT

CODE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

BUDGET

FY 2015

EST ENDING

FY 2016

ADOPTED

Change from

FY15 Budget


Temporary 51130 133,460 181,105 148,000 167,000 184,000

Overtime 51140 62,223 73,808 130,700 109,000 125,700



Tuition Reimbursement 51761 89 0 0 0 4,300

Other Employee Allowances 51900 9,662 10,419 13,300 12,335 13,300




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

8383, 8380




OBJECT

CODE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

BUDGET

FY 2015

EST ENDING

FY 2016

ADOPTED

Change from

FY15 Budget

Electricity 52110 36,480 38,233 37,100 37,100 37,100

Water 52120 19,232 22,639 21,000 22,700 22,000

Natural Gas 52130 4,914 12,809 6,000 6,000 6,000

Garbage 52140 195,355 118,407 160,000 156,040 160,000









Recording Fees 52250 2,980 4,328 5,200 4,800 5,200

Laundry 52260 26,382 25,325 27,900 26,600 27,900

Other Government Services 52270 563 1,298 2,000 1,000 2,000

Office Supplies 52305 6,682 4,948 8,000 7,100 8,000


Gas, Oil, Lubrication 52315 7,116 29,772 27,300 41,000 27,300

Janitorial Supplies 52320 0 5,706 5,000 4,000 5,000


Repair & Maintenance Supplies 52330 308,455 363,426 345,200 354,200 361,200

Construction & Bldg Supplies 52335 108,552 119,462 160,000 140,000 160,000

Parts - Equipment 52340 0 3,543 0 0 0

Small Tools 52350 19,569 42,572 44,000 36,400 44,000


Postage & Freight 52375 593 1,913 2,000 2,000 2,000

Software Expensed 52380 0 548 1,500 0 1,500



Books, Subscriptions & Publications 52410 508 317 2,400 1,000 2,400

Software Licenses & Support 52425 984 2,500 0 3,500 5,500

Publication Notices 52430 0 1,105 300 0 300








Travel Expense 52485 22,592 21,013 38,600 25,000 39,500

Fleet Charges 52486 365,661 361,612 370,400 370,400 352,100

Private Mileage 52487 9,245 10,939 11,800 9,400 10,800


Permits, Licenses & Fees 52500 562 386 2,700 2,350 2,700



Equipment Rental 52605 30,127 18,835 54,500 36,900 54,500

Repair & Maintenance Services 52610 52,131 86,434 51,800 54,000 74,300


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

Sodium Bisulfite 52850 0 0 0 0

Other Chemicals 52890 33,005 31,476 57,000 57,000 57,000

MATERIALS & SERVICES SUBTOTAL 2,290,372$ 2,495,577$ 2,973,100$ 2,654,966$ 3,083,400$ 3.7%

CAPITAL OUTLAY SUBTOTAL 138,683 174,290 216,000 207,500 179,500 -16.9%





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


Operating



FTE Non-Rep





Capital



FTE Non-Rep








SALARY

GRADE

SALARY

GRADE

SALARY

GRADE




FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


10,667 15,440 10,000 Temporary 51130 50,000 50,000 50,000

0 0 0 Overtime 51140 0 0 0








549,091$ 564,592$ 595,100$ 676,400$ 676,400$ 676,400$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









0 0 0 Laundry 52260 0 0 0


113 493 500 Office Supplies 52305 500 500 500








22 89 0 Small Tools 52350 0 0 0








0 1,105 0 Publication Notices 52430 0 0 0








5,791 4,655 6,600 Travel Expense 52485 6,600 6,600 6,600

0 0 0 Fleet Charges 52486 0 0 0

1,371 2,916 3,600 Private Mileage 52487 3,600 3,600 3,600








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


29,956$ 26,239$ 69,000$ 69,700$ 69,700$ 69,700$

0 0 0 0 0 0

579,048$ 590,831$ 664,100$ 746,100$ 746,100$ 746,100$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE CAPITAL PROJECTS ADMINISTRATION 8224

Total



FTE Non-Rep


2.00 2.00 3.00 3.00 Construction Inspector 3 6 Rep

0.00 3.00 4.00 4.00 Engineer 8 Non

3.00 0.00 0.00 0.00 Engineering Project Manager 8 Non

1.00 1.00 1.00 1.00 Engineering Technician 2 5 Rep



0.00 1.00 1.00 1.00 Engineering Project Coordinator 7 Non

3.00 2.00 2.00 2.00 Senior Engineer 9 Non



16.00 16.00 17.00 17.00 TOTAL PERSONNEL

Operating



FTE Non-Rep



0.00 0.90 1.40 1.20 Engineer 8 Non










Capital



FTE Non-Rep



0.00 2.10 2.60 2.80 Engineer 8 Non









11.15 11.00 10.90 11.50 TOTAL PERSONNEL




SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8224 CAPITAL PROJECTS ADMINISTRATION

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED

479,893 469,352 1,044,000 Full Time Reg Salaries 51110 1,041,300 1,041,300 1,041,300

26,745 69,726 40,000 Temporary 51130 44,000 44,000 44,000

548 46 7,500 Overtime 51140 7,500 7,500 7,500





836 1,320 1,200 Other Employee Allowances 51900 1,200 1,200 1,200



521,555$ 554,045$ 1,451,300$ 1,490,700$ 1,490,700$ 1,490,700$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









0 0 0 Laundry 52260 0 0 0

563 588 1,000 Other Government Services 52270 1,000 1,000 1,000

0 70 600 Office Supplies 52305 600 600 600








1,188 2,792 2,100 Small Tools 52350 2,100 2,100 2,100



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













3,589 4,041 10,100 Travel Expense 52485 10,100 10,100 10,100

1,665 4,658 1,800 Fleet Charges 52486 3,500 3,500 3,500

3,600 4,823 3,500 Private Mileage 52487 3,500 3,500 3,500

2,449 335 1,600 Other Materials & Services 52495 1,600 1,600 1,600







0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


55,419$ 97,654$ 88,400$ 87,100$ 87,100$ 87,100$

0 0 0 0 0 0

576,974$ 651,699$ 1,539,700$ 1,577,800$ 1,577,800$ 1,577,800$



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 0.00 1.00 1.00 Development Services Manager 10 Non

1.00 1.00 1.00 1.00 Development Services Supervisor 8 Non



0.00 0.00 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 1.00 0.00 0.00 Record Mapping Specialist 6 Rep


17.00 17.00 18.00 19.00 TOTAL PERSONNEL

Operating



FTE Non-Rep








0.00 0.00 1.00 1.00 GIS Analyst 7 Non


1.00 1.00 1.00 1.00 Permit/Mapping Supervisor 8 Non





16.90 16.80 17.80 18.70 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 0 0 Temporary 51130 0 0 0

2,354 3,827 6,700 Overtime 51140 6,700 6,700 6,700




0 0 0 Tuition Reimbursement 51761 4,300 4,300 4,300



720 920 1,600 Mobile Computing Allowance 51915 1,600 1,600 1,600

1,632,465$ 1,672,957$ 1,997,600$ 2,171,100$ 2,171,100$ 2,171,100$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0








2,980 4,328 5,200 Recording Fees 52250 5,200 5,200 5,200

0 786 800 Laundry 52260 800 800 800

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

1,897 783 2,000 Office Supplies 52305 2,000 2,000 2,000








371 369 1,500 Small Tools 52350 1,500 1,500 1,500


0 44 0 Postage & Freight 52375 0 0 0







826 3,067 1,000 Printing & Duplicating 52435 1,000 1,000 1,000







1,615 2,774 3,100 Travel Expense 52485 4,000 4,000 4,000

4,032 8,943 5,000 Fleet Charges 52486 5,000 5,000 5,000

12 0 200 Private Mileage 52487 200 200 200

191 440 500 Other Materials & Services 52495 3,500 3,500 3,500







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

0 0 0 Insurance 52705 0 0 0


36,626$ 138,328$ 178,500$ 229,400$ 229,400$ 229,400$

0 0 0 0 0 0

1,669,090$ 1,811,285$ 2,176,100$ 2,400,500$ 2,400,500$ 2,400,500$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE SYSTEMS PLANNING 8226

Total



FTE Non-Rep

0.00 0.00 1.00 1.00 City Plan Review/Performance Monitoring 7 Non



1.00 1.00 1.00 1.00 Inspection Program Manager 7 Non

1.00 1.00 1.00 0.00 Systems Planning Manager 10 Non


Operating



FTE Non-Rep


1.00 Development Services Supervisor 8 Non





Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8226 SYSTEMS PLANNING

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 0 0 Temporary 51130 0 0 0

0 0 0 Overtime 51140 0 0 0








371,629$ 358,253$ 502,400$ 492,100$ 492,100$ 492,100$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0







0 1,344 50,000 Professional Services 52240 100,000 100,000 100,000


0 0 0 Laundry 52260 0 0 0


203 9 400 Office Supplies 52305 400 400 400








14 290 0 Small Tools 52350 0 0 0




0 2,103 1,400 Computer Equipment 52385 0 0 0





133 1,549 0 Printing & Duplicating 52435 0 0 0







514 1,675 2,000 Travel Expense 52485 2,000 2,000 2,000

621 602 1,000 Fleet Charges 52486 600 600 600

446 1,037 2,500 Private Mileage 52487 1,500 1,500 1,500

44 18,376 600 Other Materials & Services 52495 600 600 600







0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


5,018$ 31,198$ 63,500$ 109,800$ 109,800$ 109,800$

0 0 0 0 0 0

376,647$ 389,451$ 565,900$ 601,900$ 601,900$ 601,900$




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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 0 10,000 Temporary 51130 20,000 20,000 20,000

45 0 1,500 Overtime 51140 1,500 1,500 1,500








241,499$ 245,002$ 276,500$ 306,100$ 306,100$ 306,100$

28,870 30,005 30,000 Electricity 52110 30,000 30,000 30,000

5,833 6,735 6,000 Water 52120 6,000 6,000 6,000

4,817 12,809 6,000 Natural Gas 52130 6,000 6,000 6,000

0 2,306 5,000 Garbage 52140 5,000 5,000 5,000










1,667 1,715 1,800 Laundry 52260 1,800 1,800 1,800


4,444 3,558 4,000 Office Supplies 52305 4,000 4,000 4,000


2,462 2,350 2,300 Gas, Oil, Lubrication 52315 2,300 2,300 2,300

0 5,706 5,000 Janitorial Supplies 52320 5,000 5,000 5,000


2,690 1,655 2,500 Repair & Maintenance Supplies 52330 2,500 2,500 2,500


0 2,196 0 Parts - Equipment 52340 0 0 0

1,396 1,997 5,000 Small Tools 52350 5,000 5,000 5,000


24 654 2,000 Postage & Freight 52375 2,000 2,000 2,000





0 2,500 0 Software Licenses & Support 52425 5,500 5,500 5,500









300 1,714 1,800 Travel Expense 52485 1,800 1,800 1,800

4,611 4,293 2,600 Fleet Charges 52486 3,000 3,000 3,000







338 19,030 3,000 Repair & Maintenance Services 52610 13,000 13,000 13,000


0 0 0 Computer R&M 52630 0 0 0

0 0 0 Sodium Bisulfite 52850 0 0 00 0 0 Other Chemicals 52890 0

459,805$ 572,206$ 601,900$ 621,600$ 621,600$ 621,600$

37,160 36,680 42,500 47,500 47,500 47,500

738,464$ 853,888$ 920,900$ 975,200$ 975,200$ 975,200$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE SYSTEM REPAIR 8371

Total



FTE Non-Rep

10.00 10.00 10.00 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 11.00 13.00 TOTAL PERSONNEL

Operating



FTE Non-Rep




Capital



FTE Non-Rep







SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8371 SYSTEM REPAIR

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


11,552 39,407 40,000 Temporary 51130 40,000 40,000 40,000

12,146 10,415 25,000 Overtime 51140 25,000 25,000 25,000





1,403 1,725 2,000 Other Employee Allowances 51900 2,000 2,000 2,000



503,361$ 517,189$ 1,116,800$ 1,134,700$ 1,134,700$ 1,134,700$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

9,495 0 3,000 Garbage 52140 3,000 3,000 3,000









4,067 2,713 4,100 Laundry 52260 4,100 4,100 4,100



391 162 2,000 Operating Supplies 52310 2,000 2,000 2,000





79,607 93,167 100,000 Construction & Bldg Supplies 52335 100,000 100,000 100,000

0 148 0 Parts - Equipment 52340 0 0 0

5,040 8,637 9,200 Small Tools 52350 9,200 9,200 9,200

1,525 0 0 Safety Equipment 52360 0 0 0

0 183 0 Postage & Freight 52375 0 0 0


1,842 0 700 Computer Equipment 52385 2,300 2,300 2,300












2,285 669 3,700 Travel Expense 52485 3,700 3,700 3,700

67,129 60,275 75,000 Fleet Charges 52486 75,000 75,000 75,000

1,007 525 0 Private Mileage 52487 0 0 0





13,062 10,170 13,500 Equipment Rental 52605 13,500 13,500 13,500



0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


299,454$ 290,368$ 353,200$ 349,300$ 349,300$ 349,300$

27,605 74,984 52,000 45,000 45,000 45,000

830,419$ 882,541$ 1,522,000$ 1,529,000$ 1,529,000$ 1,529,000$


TOTAL EXPENDITURE





POSITION AND SALARY EXPENSE SYSTEM MAINTENANCE 8373

Total



FTE Non-Rep



15.00 15.00 14.00 15.00 TOTAL PERSONNEL

Operating



FTE Non-Rep



15.00 15.00 14.00 15.00 TOTAL PERSONNEL

Capital



FTE Non-Rep







SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8373 SYSTEM MAINTENANCE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED

984,572 1,016,246 961,000 Full Time Reg Salaries 51110 1,046,500 1,046,500 1,046,500

43,941 32,803 28,000 Temporary 51130 30,000 30,000 30,000

15,110 20,862 30,000 Overtime 51140 30,000 30,000 30,000








1,437,336$ 1,466,887$ 1,383,700$ 1,526,000$ 1,526,000$ 1,526,000$

0 0 0 Electricity 52110 0 0 0

13,053 14,119 14,000 Water 52120 14,000 14,000 14,000

0 0 0 Natural Gas 52130 0 0 0

135,399 65,850 100,000 Garbage 52140 100,000 100,000 100,000









5,280 5,053 6,000 Laundry 52260 6,000 6,000 6,000


0 0 300 Office Supplies 52305 300 300 300







0 93 0 Parts - Equipment 52340 0 0 0

4,849 15,801 6,300 Small Tools 52350 6,300 6,300 6,300

0 1,105 0 Safety Equipment 52360 0 0 0

0 151 0 Postage & Freight 52375 0 0 0














3,006 2,212 1,500 Travel Expense 52485 1,500 1,500 1,500

91,306 95,770 110,000 Fleet Charges 52486 90,000 90,000 90,000

648 431 0 Private Mileage 52487 0 0 0


50 100 1,200 Permits, Licenses & Fees 52500 1,200 1,200 1,200




0 0 8,100 Repair & Maintenance Services 52610 8,100 8,100 8,100


0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

28,248 21,136 25,000 Other Chemicals 52890 25,000 25,000 25,000

509,723$ 393,373$ 495,500$ 495,300$ 495,300$ 495,300$

36,000 0 40,000 0 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

15.00 14.00 14.00 13.00 TOTAL PERSONNEL

Operating



FTE Non-Rep




15.00 14.00 14.00 13.00 TOTAL PERSONNEL

Capital



FTE Non-Rep








SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8375 TV/FLOW MONITORING

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 11,162 0 Temporary 51130 0 0 0

8,703 10,901 10,000 Overtime 51140 10,000 10,000 10,000








1,274,846$ 1,325,006$ 1,327,200$ 1,277,300$ 1,277,300$ 1,277,300$

7,547 7,990 7,100 Electricity 52110 7,100 7,100 7,100

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









4,819 4,635 4,900 Laundry 52260 4,900 4,900 4,900


0 35 200 Office Supplies 52305 200 200 200


488 1,086 1,000 Gas, Oil, Lubrication 52315 1,000 1,000 1,000





0 143 0 Parts - Equipment 52340 0 0 0

2,302 4,098 5,200 Small Tools 52350 5,200 5,200 5,200


569 880 0 Postage & Freight 52375 0 0 0














425 699 1,200 Travel Expense 52485 1,200 1,200 1,200

27,728 13,364 25,000 Fleet Charges 52486 25,000 25,000 25,000

196 197 0 Private Mileage 52487 0 0 0








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

4,758 10,341 32,000 Other Chemicals 52890 32,000 32,000 32,000

159,012$ 208,146$ 242,000$ 241,500$ 241,500$ 241,500$

37,918 42,310 48,000 67,000 67,000 67,000

1,471,776$ 1,575,461$ 1,617,200$ 1,585,800$ 1,585,800$ 1,585,800$



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



11.00 10.00 10.00 10.00 TOTAL PERSONNEL

Capital



FTE Non-Rep







GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8380 LOCAL REPAIR & CONSTRUCTION

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


16,969 12,566 20,000 Temporary 51130 0 0 0

6,032 6,994 25,000 Overtime 51140 20,000 20,000 20,000








949,294$ 989,156$ 1,093,500$ 1,100,400$ 1,100,400$ 1,100,400$

63 238 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

5,897 6,673 7,000 Garbage 52140 7,000 7,000 7,000









5,112 4,986 4,600 Laundry 52260 4,600 4,600 4,600



799 4,936 4,800 Operating Supplies 52310 4,800 4,800 4,800






0 685 0 Parts - Equipment 52340 0 0 0

3,976 6,646 9,200 Small Tools 52350 9,200 9,200 9,200

0 0 0 Safety Equipment 52360 4,000 4,000 4,000














1,912 910 4,600 Training & Education 52480 4,600 4,600 4,600

1,379 913 3,700 Travel Expense 52485 3,700 3,700 3,700

49,632 34,219 40,000 Fleet Charges 52486 40,000 40,000 40,000

589 409 0 Private Mileage 52487 0 0 0





3,145 406 12,000 Equipment Rental 52605 12,000 12,000 12,000



0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


314,861$ 315,750$ 349,600$ 360,600$ 360,600$ 360,600$

0 20,316 25,000 20,000 20,000 20,000

1,264,155$ 1,325,221$ 1,468,100$ 1,481,000$ 1,481,000$ 1,481,000$


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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


23,586 0 0 Temporary 51130 0 0 0

17,285 20,763 25,000 Overtime 51140 25,000 25,000 25,000








1,505,435$ 1,463,184$ 1,528,800$ 1,579,500$ 1,579,500$ 1,579,500$

0 0 0 Electricity 52110 0 0 0

346 1,785 1,000 Water 52120 2,000 2,000 2,000

97 0 0 Natural Gas 52130 0 0 0

44,565 43,579 45,000 Garbage 52140 45,000 45,000 45,000









5,436 5,438 5,700 Laundry 52260 5,700 5,700 5,700








28,863 26,016 60,000 Construction & Bldg Supplies 52335 60,000 60,000 60,000

0 279 0 Parts - Equipment 52340 0 0 0

411 1,855 5,500 Small Tools 52350 5,500 5,500 5,500
















3,690 1,660 4,900 Travel Expense 52485 4,900 4,900 4,900

118,937 139,488 110,000 Fleet Charges 52486 110,000 110,000 110,000

1,293 601 2,000 Private Mileage 52487 2,000 2,000 2,000






4,661 856 10,000 Repair & Maintenance Services 52610 15,000 15,000 15,000


0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


420,497$ 422,315$ 531,500$ 519,100$ 519,100$ 519,100$

0 0 8,500 0 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 60 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.



FY 2014 FY 2015 FY 2016


Inputs

Full time employees 108 111 117

Departmental expenditures 22,445,648$ 22,113,176$ 25,325,000$

Treatment plants 4 4 4

Off-site pump stations 40 40 40

Outputs

Total gallons treated (MG) 22,831 23,074 23,100

Total gallons used for irrigation (MG) 95 135 200

Power produced (kWh) 10,095,433 11,320,299 20,850,000

Biosolids applied (dry tons) 10,853 11,152 10,500

Phosphorous recovered (tons) 459 456 600

Pieces of equipment maintained 12,780 13,731 14,000

Acres of landscape maintained 86 88 89

FOG revenue 0 0 $250,000

% work orders are preventive maintenance 81.2% 83.0% 85.0%


NPDES permit compliance - outfalls 001 & 002 0 0 0

Energy neutral % 18% 20% 36%

Priority 1 & 2 work orders 700 477 500

Efficiency Measures

% of influent phosporous recovered in Crystal

Green 10.6% 10.8% 15.8%

$/MG 984 1003 1,022

kWh/MG 9,139 8,850 9,000


WASTEWATER TREATMENT DEPARTMENT


FY 2013 FY 2014 FY 2015 FY 2015 FY 2016

ACTUAL ACTUAL BUDGET EST ENDING ADOPTED

Administration - 8301 8.00 10.00 10.00 10.00 9.00

Treatment Plant Services Engineering - 8211 13.00 12.00 11.00 11.00 11.00

Technology Development - 8316 0.00 3.00 3.00 3.00 3.00

Operations Division - 8311, 8312, 8314, 8315 35.00 33.00 35.00 35.00 37.00

Maintenance Division - 8343, 8344, 8361, 8362 29.00 30.00 31.00 31.00 33.00

Biosolids/Reuse Division - 8331 0.00 0.00 0.00 0.00 1.00

Electrical & Instrumentation Division - 8351, 8352, 8353 19.00 20.00 21.00 21.00 23.00

TOTAL FTE 104.00 108.00 111.00 111.00 117.00

EXPENDITURE SUMMARY PERSONNEL SERVICES


OBJECT

CODE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

BUDGET

FY 2015

EST ENDING

FY 2016

ADOPTED


Temporary 51130 277,966 362,497 263,000 111,825 326,500

Overtime 51140 145,745 176,897 177,500 215,250 188,500

Out of Class Straight Time 51170 0 0 2,300 0 2,300


Tuition Reimbursement 51761 85 50 0 0 0

Other Employee Allowances 51900 11,653 11,793 13,600 13,200 15,800

Automobile Allowance 51910 4,030 3,410 7,400 5,000 7,400


PERSONNEL SERVICES SUBTOTAL 9,219,950$ 9,189,256$ 11,634,700$ 9,854,415$ 13,032,400$


EXPENDITURE SUMMARY MATERIALS & SERVICES


OBJECT

CODE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015

BUDGET

FY 2015

EST ENDING

FY 2016

ADOPTED

Change from

FY15 Budget

Electricity 52110 3,582,107 3,694,782 3,571,400 3,548,500 2,973,700

Water 52120 135,598 171,597 167,500 169,000 169,000

Natural Gas 52130 331,119 542,170 357,000 337,000 303,000

Garbage 52140 173,631 197,800 150,000 170,000 170,000



Contracted Services 52205 1,812,281 1,757,313 1,809,800 1,507,312 1,860,800




Legal Services 52230 0 0 0 5,000 0


Recording Fees 52250 4,144 0 0 0 0

Laundry 52260 40,399 39,976 38,200 40,745 41,000

Other Government Services 52270 0 300 0 41 0

Office Supplies 52305 22,840 18,429 14,000 16,703 16,000


Gas, Oil, Lubrication 52315 86,071 69,686 87,000 85,000 97,000

Janitorial Supplies 52320 8,335 12,613 10,000 12,000 12,000

Tech & Scientific Supplies 52325 209 1,410 0 0 0

Repair & Maintenance Supplies 52330 1,448,813 1,175,569 1,100,000 1,116,500 1,116,000

Construction & Bldg Supplies 52335 20 160 0 115 0

Parts - Equipment 52340 22,235 1,978 0 0 0

Small Tools 52350 35,657 49,415 28,000 29,050 43,000


Postage & Freight 52375 7,485 8,999 1,000 3,032 1,100

Software Expensed 52380 6,229 2,136 0 0 0


Inventory 52395 108,139 73,701 0 0


Books, Subscriptions & Publications 52410 2,637 3,709 2,900 2,281 3,400

Software Licenses & Support 52425 33,647 36,020 41,200 42,846 74,400

Publication Notices 52430 910 1,215 500 604 500

Printing & Duplicating 52435 4,536 3,329 500 0 500







Travel Expense 52485 38,775 44,047 78,900 60,000 80,900

Fleet Charges 52486 29,172 25,165 26,900 24,200 23,700

Private Mileage 52487 36,754 41,122 49,900 40,050 47,900


Permits, Licenses & Fees 52500 9,123 16,344 28,100 27,481 29,100


Taxes, Assmts, Liens 52510 2,394 2,440 2,600 2,630 2,600

Equipment Rental 52605 36,211 40,555 32,000 31,000 34,500

Repair & Maintenance Services 52610 164,522 12,569 0 555 0


Computer R&M 52630 2,675 293 0 0 0

Insurance 52705 0 0 0 0 0

Polymers - Thickening 52805 229,775 107,985 250,000 338,000 245,000

Polymers - Dewatering 52810 1,157,177 1,170,613 1,015,000 950,000 830,000

Polymers - Tertiary 52815 57,559 33,435 77,000 61,500 80,000

Ferric Chloride 52820 119,840 142,740 149,000 162,000 166,000

Alum 52825 604,819 917,943 870,000 825,000 765,000

Sodium Hydroxide 52835 109,844 114,144 140,000 140,000 160,000

Sodium Hypochlorite 52840 363,026 363,388 422,000 364,000 392,000

Lime 52845 631,646 555,827 595,000 525,000 595,000

Sodium Bisulfite 52850 264,656 248,922 263,000 210,000 244,000

Other Chemicals 52890 35,804 74,553 121,500 121,500 121,500


CAPITAL OUTLAY SUBTOTAL 19,576 39,259 127,000 92,500 150,000 18.1%





Total



FTE Non-Rep



0.00 1.00 0.00 0.00 Business Planner 8 Non

0.00 0.00 1.00 1.00 Business Opportunities Manager 10 Non

0.00 1.00 0.00 0.00 Engineering Division Manager (TPS) 11 Non

1.00 1.00 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 0.00 0.00 0.00 Lab Svcs Division Manager 11 Non

0.00 1.00 1.00 0.00 Reuse Program Manager 8 Non

1.00 0.00 0.00 0.00 Maintenance Management Systems Analyst 7 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

8.00 10.00 10.00 9.00 TOTAL PERSONNEL

Operating



FTE Non-Rep















Capital



FTE Non-Rep



















SALARY

GRADE

SALARY

GRADE

SALARY

GRADE




FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED

773,909 731,998 1,007,500 Full Time Reg Salaries 51110 918,500 918,500 918,500

75,883 60,498 130,000 Temporary 51130 130,000 130,000 130,000

0 46 1,000 Overtime 51140 1,000 1,000 1,000





450 600 500 Other Employee Allowances 51900 1,500 1,500 1,500



1,039,296$ 937,634$ 1,511,800$ 1,394,900$ 1,394,900$ 1,394,900$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









0 0 0 Laundry 52260 0 0 0


14,213 11,610 8,000 Office Supplies 52305 10,000 10,000 10,000








513 793 500 Small Tools 52350 500 500 500


544 172 300 Postage & Freight 52375 300 300 300

0 1,500 0 Software Expensed 52380 0 0 0



1,087 1,229 500 Books, Subscriptions & Publications 52410 1,000 1,000 1,000



1,104 1,051 0 Printing & Duplicating 52435 0 0 0







7,641 16,511 35,000 Travel Expense 52485 35,000 35,000 35,000

3 0 0 Fleet Charges 52486 0 0 0

4,612 9,063 10,000 Private Mileage 52487 8,000 8,000 8,000


960 1,200 0 Permits, Licenses & Fees 52500 0 0 0


2,299 2,350 2,500 Taxes, Assmts, Liens 52510 2,500 2,500 2,500




0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

1,781 0 0 Other Chemicals 52890 0 0 0

134,133$ 136,212$ 149,500$ 155,200$ 155,200$ 155,200$

0 0 0 0 0 0






WASTEWATER TREATMENT DEPARTMENTPOSITION AND SALARY EXPENSE BIOSOLIDS REUSE 8331

Total



FTE Non-Rep



Operating



FTE Non-Rep



Capital



FTE Non-Rep






SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8331 BIOSOLIDS REUSE

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED

0 0 0 Full Time Reg Salaries 51110 100,000 100,000 100,000

0 0 0 Temporary 51130 7,500 7,500 7,500

0 0 0 Overtime 51140 0 0 0


0 0 0 Other Personnel Expense - FT Reg only 51600 37,200 37,200 37,200





0 0 0 Mobile Computer Allowance 51915 0 0 0

-$ -$ -$ 146,100$ 146,100$ 146,100$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0



1,293,578 1,207,535 1,272,300 Contracted Services 52205 1,280,300 1,280,300 1,280,300






0 0 0 Laundry 52260 0 0 0










0 0 0 Small Tools 52350 0 0 0















0 1,025 0 Training & Education 52480 4,500 4,500 4,500

0 389 0 Travel Expense 52485 2,000 2,000 2,000

1,082 462 1,700 Fleet Charges 52486 500 500 500

0 0 500 Private Mileage 52487 500 500 500








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


1,640,856$ 1,562,865$ 1,676,600$ 1,622,600$ 1,622,600$ 1,622,600$

0 0 0 0 0 0

1,640,856$ 1,562,865$ 1,676,600$ 1,768,700$ 1,768,700$ 1,768,700$


TOTAL EXPENDITURE





POSITION AND SALARY EXPENSE ENGINEERING SERVICES 8211

Total



FTE Non-Rep


2.00 4.00 4.00 3.00 Construction Coordinator 8 Non

0.00 0.00 1.00 1.00 Engineer 8 Non





0.00 1.00 0.00 0.00 HVAC Technician 6 Rep

0.00 1.00 0.00 0.00 Mechanical Maintenance Engineer 10 Non


0.00 0.00 0.00 1.00 Senior Operations Analyst 9 Non


13.00 12.00 11.00 11.00 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 0.00 1.00 1.00 Engineer 8 Non






0.00 1.00 0.00 0.00 Mechanical Maintenance Engineer 6 Rep




12.50 12.00 11.00 11.00 TOTAL PERSONNEL




GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8211 ENGINEERING SERVICES

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


42,006 63,697 0 Temporary 51130 0 0 0

2,480 3,292 5,000 Overtime 51140 5,000 5,000 5,000

(1,232) 0 0 Out of Class Straight Time 51170 0 0 0







163,065$ 170,631$ 776,600$ 876,900$ 876,900$ 876,900$

16,320 18,308 20,000 Electricity 52110 20,000 20,000 20,000

0 0 0 Water 52120 0 0 0

4,800 3,940 4,000 Natural Gas 52130 4,000 4,000 4,000

0 0 0 Garbage 52140 0 0 0


0 5,075 0 Other Utility Services 52160 0 0 0







0 0 0 Laundry 52260 0 0 0


7,534 4,008 6,000 Office Supplies 52305 6,000 6,000 6,000





2,263 0 0 Repair & Maintenance Supplies 52330 0 0 0



7,586 1,226 500 Small Tools 52350 500 500 500


516 298 500 Postage & Freight 52375 500 500 500




610 1,350 500 Books, Subscriptions & Publications 52410 500 500 500

1,082 536 1,200 Software Licenses & Support 52425 1,200 1,200 1,200


333 1,172 500 Printing & Duplicating 52435 500 500 500





703 1,256 700 Fueling Contract 52475 600 600 600


13,221 6,721 12,000 Travel Expense 52485 12,000 12,000 12,000

318 842 700 Fleet Charges 52486 500 500 500

15,172 14,515 15,000 Private Mileage 52487 15,000 15,000 15,000








0 293 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


147,135$ 77,800$ 102,500$ 97,000$ 97,000$ 97,000$

0 0 0 0 0 0

310,200$ 248,431$ 879,100$ 973,900$ 973,900$ 973,900$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE TECHNOLOGY DEVELOPMENT & RESEARCH 8316

Total



FTE Non-Rep

0.00 2.00 1.00 1.00 Operations Analyst 2 8 Non


0.00 0.00 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 726 15,000 Temporary 51130 20,000 20,000 20,000

0 0 0 Overtime 51140 0 0 0







0 2,135 2,500 Mobile Computing Allowance 51915 2,500 2,500 2,500

-$ 218,298$ 459,400$ 491,600$ 491,600$ 491,600$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









0 0 0 Laundry 52260 0 0 0










0 0 500 Small Tools 52350 500 500 500




0 0 0 Computer Equipment 52385 1,400 1,400 1,400












0 8,031 11,500 Travel Expense 52485 11,500 11,500 11,500

0 0 0 Fleet Charges 52486 0 0 0

0 1,418 5,000 Private Mileage 52487 5,000 5,000 5,000








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


-$ 23,355$ 39,500$ 55,900$ 55,900$ 55,900$

0 0 0 0 0 0

-$ 241,653$ 498,900$ 547,500$ 547,500$ 547,500$




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 0.00 1.00 1.00 Senior Operator 6 Rep

12.00 12.00 12.00 12.00 Wastewater Plant Operator 2 5 Rep

15.00 14.50 15.50 15.50 TOTAL PERSONNEL

Operating



FTE Non-Rep






15.50 14.50 15.50 15.50 TOTAL PERSONNEL

Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8311 DURHAM OPERATIONS

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED

1,107,733 794,282 1,115,300 Full Time Reg Salaries 51110 1,135,400 1,135,400 1,135,400

20,025 186,113 40,000 Temporary 51130 40,000 40,000 40,000

52,360 47,023 50,000 Overtime 51140 50,000 50,000 50,000








1,602,207$ 1,359,518$ 1,625,800$ 1,682,700$ 1,682,700$ 1,682,700$

1,384,269 1,524,364 1,250,000 Electricity 52110 799,900 799,900 799,900

35,204 37,823 60,000 Water 52120 60,000 60,000 60,000

145,380 364,817 170,000 Natural Gas 52130 136,000 136,000 136,000

100,847 104,686 90,000 Garbage 52140 90,000 90,000 90,000

9,766 11,204 0 Surface Water Management Charge 52150 0 0 0








7,225 0 0 Laundry 52260 0 0 0






209 (0) 0 Tech & Scientific Supplies 52325 0 0 0

3,966 12,386 0 Repair & Maintenance Supplies 52330 0 0 0


0 1,150 0 Parts - Equipment 52340 0 0 0

0 7,524 1,500 Small Tools 52350 1,500 1,500 1,500


23 0 0 Postage & Freight 52375 0 0 0


4,878 5,173 700 Computer Equipment 52385 27,100 27,100 27,100

51,106 37,469 0 Inventory 52395 0 0 0












8,090 5,490 8,000 Travel Expense 52485 8,000 8,000 8,000

0 63 0 Fleet Charges 52486 0 0 0

3,116 2,392 3,000 Private Mileage 52487 3,000 3,000 3,000








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

4,421 2,885 75,000 Polymers - Thickening 52805 70,000 70,000 70,000

443,478 431,449 365,000 Polymers - Dewatering 52810 330,000 330,000 330,000

25,392 4,238 22,000 Polymers - Tertiary 52815 25,000 25,000 25,000

35,467 40,891 50,000 Ferric Chloride 52820 60,000 60,000 60,000

212,655 266,139 270,000 Alum 52825 265,000 265,000 265,000

62,600 78,801 90,000 Sodium Hydroxide 52835 90,000 90,000 90,000

211,322 232,427 255,000 Sodium Hypochlorite 52840 245,000 245,000 245,000

182,426 156,300 150,000 Lime 52845 150,000 150,000 150,000

132,116 126,929 130,000 Sodium Bisulfite 52850 120,000 120,000 120,000

8,724 10,463 20,000 Other Chemicals 52890 20,000 20,000 20,000

3,634,167$ 3,562,452$ 3,105,200$ 2,600,500$ 2,600,500$ 2,600,500$

9,626 0 10,000 12,000 12,000 12,000







POSITION AND SALARY EXPENSE ROCK CREEK OPERATIONS 8312

Total



FTE Non-Rep






15.50 14.50 15.50 16.50 TOTAL PERSONNEL

Operating



FTE Non-Rep






15.50 14.50 15.50 16.50 TOTAL PERSONNEL

Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8312 ROCK CREEK OPERATIONS

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


16,303 24,273 40,000 Temporary 51130 40,000 40,000 40,000

43,393 54,275 45,000 Overtime 51140 60,000 60,000 60,000








1,475,160$ 1,473,675$ 1,619,300$ 1,788,700$ 1,788,700$ 1,788,700$

1,504,339 1,450,589 1,430,000 Electricity 52110 1,430,000 1,430,000 1,430,000

12,035 14,617 12,000 Water 52120 12,000 12,000 12,000

166,254 159,566 170,000 Natural Gas 52130 150,000 150,000 150,000

62,787 74,081 40,000 Garbage 52140 60,000 60,000 60,000









4,473 0 0 Laundry 52260 0 0 0







23,565 622 0 Repair & Maintenance Supplies 52330 0 0 0



623 348 1,000 Small Tools 52350 1,000 1,000 1,000


617 37 0 Postage & Freight 52375 0 0 0


(494) 4,108 3,600 Computer Equipment 52385 21,900 21,900 21,900

57,032 36,232 0 Inventory Adjustment 52395 0 0 0





2,285 117 0 Printing & Duplicating 52435 0 0 0







3,397 5,533 5,000 Travel Expense 52485 5,000 5,000 5,000

0 0 0 Fleet Charges 52486 0 0 0

1,740 2,396 2,200 Private Mileage 52487 2,200 2,200 2,200








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

225,354 105,100 175,000 Polymers - Thickening 52805 175,000 175,000 175,000

713,699 739,163 650,000 Polymers - Dewatering 52810 500,000 500,000 500,000

32,167 29,197 55,000 Polymers - Tertiary 52815 55,000 55,000 55,000

84,373 101,849 99,000 Ferric Chloride 52820 106,000 106,000 106,000

392,164 651,804 600,000 Alum 52825 500,000 500,000 500,000

47,244 35,343 50,000 Sodium Hydroxide 52835 70,000 70,000 70,000

151,704 130,962 167,000 Sodium Hypochlorite 52840 147,000 147,000 147,000

449,220 399,527 445,000 Lime 52845 445,000 445,000 445,000

132,540 121,993 133,000 Sodium Bisulfite 52850 124,000 124,000 124,000

2,493 19,454 31,500 Other Chemicals 52890 31,500 31,500 31,500

4,178,043$ 4,189,549$ 4,167,600$ 3,951,400$ 3,951,400$ 3,951,400$

0 0 0 16,000 16,000 16,000

5,653,204$ 5,663,223$ 5,786,900$ 5,756,100$ 5,756,100$ 5,756,100$




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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 0 0 Temporary 51130 0 0 0

5,816 14,180 10,000 Overtime 51140 10,000 10,000 10,000








183,139$ 135,573$ 195,100$ 254,200$ 254,200$ 254,200$

216,635 202,877 224,400 Electricity 52110 216,400 216,400 216,400

11,976 24,507 22,000 Water 52120 22,000 22,000 22,000

3,750 3,066 5,000 Natural Gas 52130 5,000 5,000 5,000

7,630 9,107 10,000 Garbage 52140 10,000 10,000 10,000









2,018 0 0 Laundry 52260 0 0 0










0 0 500 Small Tools 52350 500 500 500




2,119 0 0 Computer Equipment 52385 0 0 0












0 0 0 Travel Expense 52485 0 0 0

932 1,872 1,000 Fleet Charges 52486 1,000 1,000 1,000









0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

0 0 0 Sodium Hypochlorite 52840 0 0 0

0 0 0 Lime 52845 0 0 0



253,457$ 246,898$ 275,900$ 267,700$ 267,700$ 267,700$

0 0 0 0 0 0

436,595$ 382,471$ 471,000$ 521,900$ 521,900$ 521,900$



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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 0 0 Temporary 51130 0 0 0

1,787 6,204 7,500 Overtime 51140 7,500 7,500 7,500

0 0 2,300 Out of Class Straight Time 51170 2,300 2,300 2,300







164,929$ 180,945$ 194,900$ 254,000$ 254,000$ 254,000$

160,993 167,714 147,000 Electricity 52110 201,400 201,400 201,400

65,294 85,222 65,000 Water 52120 65,000 65,000 65,000

10,936 10,781 8,000 Natural Gas 52130 8,000 8,000 8,000

834 9,020 10,000 Garbage 52140 10,000 10,000 10,000









2,018 0 0 Laundry 52260 0 0 0










0 40 500 Small Tools 52350 500 500 500
















0 100 0 Travel Expense 52485 0 0 0

0 0 0 Fleet Charges 52486 0 0 0









0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

0 0 0 Polymers - Thickening 52805 0 0 0

0 0 0 Polymers - Dewatering 52810 0 0 0

0 0 0 Polymers - Tertiary 52815 0 0 0

0 0 0 Ferric Chloride 52820 0 0 0

0 0 0 Alum 52825 0 0 0

0 0 0 Sodium Hydroxide 52835 0 0 0

0 0 0 Sodium Hypochlorite 52840 0 0 0

0 0 0 Lime 52845 0 0 0



247,340$ 275,736$ 242,600$ 297,700$ 297,700$ 297,700$

0 0 0 0 0 0

412,268$ 456,681$ 437,500$ 551,700$ 551,700$ 551,700$



TOTAL EXPENDITURE




POSITION AND SALARY EXPENSE FG / HB / RC PUMP STN MAINT 8343

Total



FTE Non-Rep

0.00 1.00 0.00 0.00 Facilities Maintenance Technician 3 Rep

1.00 0.00 0.00 0.00 Mechanical Maint Supervisor 7 Non

5.00 3.00 4.00 4.00 Plant Maintenance Technician 2 5 Rep



Operating



FTE Non-Rep






Capital



FTE Non-Rep









GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8343 FG / HILLSBORO / RC PUMP STN MAINT

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


13,531 16,752 20,000 Temporary 51130 40,000 40,000 40,000

3,793 8,662 10,000 Overtime 51140 10,000 10,000 10,000





1,044 539 500 Other Employee Allowances 51900 500 500 500


840 840 1,000 Mobile Computing Allowance 51915 1,000 1,000 1,000

544,721$ 578,593$ 533,600$ 575,900$ 575,900$ 575,900$

299,449 330,718 300,000 Electricity 52110 306,000 306,000 306,000

11,090 9,429 8,500 Water 52120 10,000 10,000 10,000

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0








457 0 0 Recording Fees 52250 0 0 0

0 0 0 Laundry 52260 0 0 0


369 44 0 Office Supplies 52305 0 0 0

1,118 420 0 Operating Supplies 52310 0 0 0







0 1,506 5,000 Small Tools 52350 5,000 5,000 5,000

3,666 1,885 0 Safety Equipment 52360 0 0 0

0 1,097 0 Postage & Freight 52375 0 0 0


4,343 5,371 0 Computer Equipment 52385 2,900 2,900 2,900



0 0 0 Software Licenses & Support 52425 25,000 25,000 25,000








1,407 704 4,000 Training & Education 52480 4,000 4,000 4,000

946 319 400 Travel Expense 52485 400 400 400

15,920 18,953 13,000 Fleet Charges 52486 15,000 15,000 15,000

2,530 2,283 2,200 Private Mileage 52487 2,200 2,200 2,200








2,675 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0

22,805 44,636 70,000 Other Chemicals 52890 70,000 70,000 70,000

662,228$ 750,456$ 686,900$ 736,800$ 736,800$ 736,800$

0 0 0 0 0 0

1,206,949$ 1,329,048$ 1,220,500$ 1,312,700$ 1,312,700$ 1,312,700$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE ROCK CREEK MECH MAINT 8344

Total



FTE Non-Rep




0.00 0.00 0.00 0.50 Sr Engineer - Mechanical 9 Non

0.00 0.00 0.00 1.00 Sr Plant Maintenance Technician 6 Rep

8.00 10.00 10.00 10.50 TOTAL PERSONNEL

Operating



FTE Non-Rep






8.00 10.00 10.00 10.25 TOTAL PERSONNEL

Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8344 ROCK CREEK MECH MAINT

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


13,827 0 0 Temporary 51130 0 0 0

7,446 5,066 10,000 Overtime 51140 10,000 10,000 10,000








850,631$ 1,010,498$ 950,000$ 1,081,300$ 1,081,300$ 1,081,300$

103 212 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

1,532 906 0 Garbage 52140 0 0 0









10,192 0 0 Laundry 52260 0 0 0










3,487 13,347 5,000 Small Tools 52350 15,000 15,000 15,000

2,521 5,180 0 Safety Equipment 52360 0 0 0

2,150 4,123 0 Postage & Freight 52375 0 0 0












1,685 533 1,700 Fueling Contract 52475 800 800 800


824 8 1,800 Travel Expense 52485 1,800 1,800 1,800

950 192 1,000 Fleet Charges 52486 400 400 400

333 108 1,000 Private Mileage 52487 1,000 1,000 1,000








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


760,751$ 564,607$ 462,400$ 475,200$ 475,200$ 475,200$

9,950 5,143 40,000 20,000 20,000 20,000

1,621,333$ 1,580,248$ 1,452,400$ 1,576,500$ 1,576,500$ 1,576,500$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE DURHAM MECH MAINT 8361

Total



FTE Non-Rep






8.00 11.00 10.00 10.50 TOTAL PERSONNEL

Operating



FTE Non-Rep






8.00 11.00 10.00 10.25 TOTAL PERSONNEL

Capital



FTE Non-Rep










SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8361 DURHAM MECH MAINT

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


11,385 0 0 Temporary 51130 0 0 0

14,889 3,299 10,000 Overtime 51140 10,000 10,000 10,000







910 1,680 900 Mobile Computing Allowance 51915 1,500 1,500 1,500

788,424$ 879,728$ 961,200$ 1,083,100$ 1,083,100$ 1,083,100$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0





0 0 0 Landscape Services 52215 0 0 0





1,253 0 0 Laundry 52260 0 0 0


54 2,432 0 Office Supplies 52305 0 0 0







52 0 0 Parts - Equipment 52340 0 0 0

7,575 10,706 5,000 Small Tools 52350 10,000 10,000 10,000


2,867 1,789 0 Postage & Freight 52375 0 0 0


1,412 4,606 700 Computer Equipment 52385 700 700 700



0 375 0 Software Licenses & Support 52425 3,200 3,200 3,200









2,975 0 1,800 Travel Expense 52485 1,800 1,800 1,800

916 272 2,000 Fleet Charges 52486 800 800 800

1,291 1,215 1,000 Private Mileage 52487 1,000 1,000 1,000








0 0 0 Computer R&M 52630 0 0 0



483,521$ 433,110$ 347,200$ 360,500$ 360,500$ 360,500$

0 0 15,000 20,000 20,000 20,000

1,271,945$ 1,312,838$ 1,323,400$ 1,463,600$ 1,463,600$ 1,463,600$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE FACILITIES MAINTENANCE/SUPPORT SVCS 8362

Total



FTE Non-Rep

0.00 0.00 0.00 1.00 Asset Manager 7 Non


1.00 0.00 0.00 0.00 Facilities Maintenance/HVAC Supervisor 7 Non

1.00 0.00 0.00 1.00 Landscape Specialist 4 Rep


0.00 1.00 1.00 1.00 Landscape Services Coordinator 6 Non

0.00 0.00 0.00 1.00 Sr Engineer 9 Non

0.00 0.00 1.00 0.00 Maintenance Mgmt Systems Analyst 7 Non

0.00 2.00 2.00 2.00 Storekeeper 2 5 Rep

0.00 1.00 1.00 1.00 Support Service Supervisor 7 Non


Operating



FTE Non-Rep







0.00 0.00 0.00 1.00 Sr Engineer 9 Non


0.00 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 0 18,000 Temporary 51130 24,000 24,000 24,000

1,969 147 2,000 Overtime 51140 2,000 2,000 2,000







1,200 1,460 0 Mobile Computing Allowance 51915 1,600 1,600 1,600

527,230$ 447,765$ 637,600$ 829,100$ 829,100$ 829,100$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









3,687 0 0 Recording Fees 52250 0 0 0

1,173 39,976 38,200 Laundry 52260 41,000 41,000 41,000




281 1,443 0 Gas, Oil, Lubrication 52315 0 0 0

8,335 12,613 10,000 Janitorial Supplies 52320 12,000 12,000 12,000





431 5,443 1,500 Small Tools 52350 1,500 1,500 1,500


30 18 300 Postage & Freight 52375 300 300 300


706 5,176 1,800 Computer Equipment 52385 700 700 700











(18,500) 18,700 5,000 Training & Education 52480 5,000 5,000 5,000

0 5 900 Travel Expense 52485 900 900 900

7,029 1,651 4,500 Fleet Charges 52486 3,500 3,500 3,500

1,889 548 1,500 Private Mileage 52487 1,500 1,500 1,500





1,830 0 1,000 Equipment Rental 52605 1,000 1,000 1,000

115,457 11,428 0 Repair & Maintenance Services 52610 0 0 0


0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


734,545$ 794,536$ 962,000$ 975,300$ 975,300$ 975,300$

0 0 0 20,000 20,000 20,000

1,261,776$ 1,242,301$ 1,599,600$ 1,824,400$ 1,824,400$ 1,824,400$



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

0.00 1.00 1.00 1.00 Electrical & Instrumentation Supervisor 8 Non

1.25 0.00 0.00 0.00 Electrical Supervisor 8 Non

0.50 1.00 1.00 0.50 Field Engineer - Electrical 7 Non

0.00 0.00 0.00 0.50 Field Engineer - Inspection 7 Non

1.00 0.00 0.00 0.00 Instrumentation & Control Systems Supervisor 8 Non

1.00 0.00 0.00 0.00 Control System Analyst 7 Non

0.00 0.00 0.50 0.00 Electrical & Instrumentation Control Engineer 9 Non

0.00 0.00 0.00 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 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


21,765 0 0 Temporary 51130 12,500 12,500 12,500

7,046 13,804 10,000 Overtime 51140 8,000 8,000 8,000





1,120 1,371 600 Other Employee Allowances 51900 600 600 600



879,475$ 678,335$ 891,600$ 939,300$ 939,300$ 939,300$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









5,636 0 0 Laundry 52260 0 0 0









21,562 828 0 Parts - Equipment 52340 0 0 0

11,412 5,517 3,000 Small Tools 52350 3,000 3,000 3,000


738 29 0 Postage & Freight 52375 0 0 0

3,580 0 0 Software Expensed 52380 0 0 0




12,844 0 0 Software Licenses & Support 52425 0 0 0









596 14 500 Travel Expense 52485 500 500 500

144 265 1,000 Fleet Charges 52486 500 500 500

1,878 908 1,000 Private Mileage 52487 1,000 1,000 1,000


0 1,995 1,500 Permits, Licenses & Fees 52500 2,000 2,000 2,000




43,516 786 0 Repair & Maintenance Services 52610 0 0 0


0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


375,453$ 321,050$ 197,000$ 230,100$ 230,100$ 230,100$

0 34,116 37,500 25,000 25,000 25,000

1,254,929$ 1,033,501$ 1,126,100$ 1,194,400$ 1,194,400$ 1,194,400$




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 0.00 1.00 Electrical & Instrumentation Technician 6 Rep





1.00 0.00 0.00 0.00 Control Systems Analyst 7 Non

0.00 0.00 0.50 0.00 Electrical & Instrumentation Controls Engineer 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 8352 FG / HILLSBORO / RC E&I MAINT

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


63,241 10,438 0 Temporary 51130 12,500 12,500 12,500

4,766 20,588 15,000 Overtime 51140 13,000 13,000 13,000





955 1,280 900 Other Employee Allowances 51900 900 900 900



1,001,758$ 737,340$ 897,700$ 1,052,400$ 1,052,400$ 1,052,400$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









6,410 0 0 Laundry 52260 0 0 0









622 0 0 Parts - Equipment 52340 0 0 0

4,030 2,567 2,500 Small Tools 52350 2,500 2,500 2,500


0 1,422 0 Postage & Freight 52375 0 0 0

2,649 0 0 Software Expensed 52380 0 0 0


100 123 500 Dues & Memberships 52405 1,000 1,000 1,000


19,720 0 0 Software Licenses & Support 52425 0 0 0









1,084 925 1,000 Travel Expense 52485 1,000 1,000 1,000

1,879 594 2,000 Fleet Charges 52486 1,500 1,500 1,500

4,193 3,395 5,000 Private Mileage 52487 5,000 5,000 5,000


564 1,641 1,500 Permits, Licenses & Fees 52500 2,000 2,000 2,000




4,990 0 0 Repair & Maintenance Services 52610 0 0 0


0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


405,035$ 218,615$ 232,500$ 236,200$ 236,200$ 236,200$

0 0 44,500 15,000 15,000 15,000

1,406,793$ 955,955$ 1,174,700$ 1,303,600$ 1,303,600$ 1,303,600$




TOTAL EXPENDITURE



POSITION AND SALARY EXPENSE CONTROLS SYSTEMS 8353

Total



FTE Non-Rep

0.00 1.00 1.00 1.00 Controls Systems Supervisor 8 Non


0.00 0.00 0.00 1.00 Sr Engineer - I&C 9 Non


Operating



FTE Non-Rep





Capital



FTE Non-Rep








SALARY

GRADE

SALARY

GRADE

SALARY

GRADE



EXPENDITURE SUMMARY 8353 CONTROLS SYSTEMS

FY 2013

ACTUAL

FY 2014

ACTUAL

FY 2015


OBJECT

CODE

FY 2016

PROPOSED

FY 2016

APPROVED

FY 2016

ADOPTED


0 0 0 Temporary 51130 0 0 0

0 313 2,000 Overtime 51140 2,000 2,000 2,000





0 0 0 Other Employee Allowances 51900 1,200 1,200 1,200


0 1,680 0 Mobile Computing Allowance 51915 2,000 2,000 2,000

-$ 380,722$ 380,000$ 582,200$ 582,200$ 582,200$

0 0 0 Electricity 52110 0 0 0

0 0 0 Water 52120 0 0 0

0 0 0 Natural Gas 52130 0 0 0

0 0 0 Garbage 52140 0 0 0









0 0 0 Laundry 52260 0 0 0







0 11,906 0 Repair & Maintenance Supplies 52330 0 0 0



0 400 1,000 Small Tools 52350 1,000 1,000 1,000


0 14 0 Postage & Freight 52375 0 0 0





0 35,109 40,000 Software Licenses & Support 52425 45,000 45,000 45,000









0 0 1,000 Travel Expense 52485 1,000 1,000 1,000

0 0 0 Fleet Charges 52486 0 0 0

0 2,882 2,500 Private Mileage 52487 2,500 2,500 2,500








0 0 0 Computer R&M 52630 0 0 0

0 0 0 Insurance 52705 0 0 0


-$ 59,892$ 75,500$ 80,500$ 80,500$ 80,500$

0 0 0 22,000 22,000 22,000

-$ 440,614$ 455,500$ 684,700$ 684,700$ 684,700$




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 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

6221 SA NI PA SSENGER V EHIC LE/LIGHT

TRUC K

$51,701 $191,000 $191,000 $138,000 $150,000 $150,000 $150,000 $150,000 $738,000

6303 SA NI HEA V Y TRUC KS/EQ UIPMENT $380,302 $200,000 $200,000 $145,000 $375,000 $360,000 $250,000 $300,000 $1,430,000

$432,003 $391,000 $391,000 $283,000 $525,000 $510,000 $400,000 $450,000 $2,168,000

6273 LO C A L IMPRO V EMENT DISTRIC T

SUPPO RT

$0 $50,000 $0 $50,000 $50,000 $50,000 $50,000 $0 $200,000

$0 $50,000 $0 $50,000 $50,000 $50,000 $50,000 $0 $200,000

A LO HA I/I $0 $0 $0 $0 $0 $110,000 $0 $0 $110,000

BRO A DMO O R SA NITA RY SEWER

REPLA C EMENT PH2

$0 $0 $0 $65,000 $1,240,000 $0 $0 $0 $1,305,000

C A NYO N C REEK SEWER

IMPRO V EMENTS

$0 $0 $0 $180,000 $475,000 $0 $0 $0 $655,000

C EDA R HILLS REHA BILITA T IO N $0 $0 $0 $0 $330,000 $600,000 $0 $0 $930,000

HIGH PRIO RITY STRUC TURA L REPA IR

PRO GRA M

$0 $0 $0 $0 $0 $300,000 $300,000 $300,000 $900,000

SW 64TH & PA TTO N SA NITA RY

SEWER REHA B

$0 $110,000 $110,000 $0 $0 $0 $0 $0 $0

WEST BA SIN I/I $0 $1,500,000 $0 $100,000 $1,500,000 $1,500,000 $1,500,000 $0 $4,600,000

6298 LA RGE TRUNKLINE I/I $15,149 $125,000 $0 $30,000 $50,000 $550,000 $550,000 $550,000 $1,730,000

6332 REHA BILITA T IO N MA STER P LA NNING $240,634 $170,000 $170,000 $80,000 $80,000 $80,000 $80,000 $80,000 $400,000

6653 EXPO SED LA TERA LS PRO GRA M $15,723 $60,000 $10,000 $10,000 $10,000 $60,000 $310,000 $310,000 $700,000

6654 SW 185TH A ND PHEA SA NT SA NITA RY

SEWER REHA B

$73,356 $115,000 $1,550 $110,000 $0 $0 $0 $0 $110,000

6685 86TH & C O PELA ND SA NITA RY SEWER

REHA B

$22,566 $420,000 $229,000 $360,000 $0 $0 $0 $0 $360,000

6765 FO REST GRO V E 23RD/GA LES WA Y I/I

A BA TEMENT

$0 $0 $320,000 $278,300 $0 $0 $0 $0 $278,300

6766 BA NKS I/I A BA TEMENT $0 $0 $750,000 $1,000,000 $0 $0 $0 $0 $1,000,000

6767 BRO A DMO O R SA NITA RY SEWER

REPLA C EMENT

$0 $600,000 $75,000 $775,000 $0 $0 $0 $0 $775,000

6768 MA DELINE I/I A BA TEMENT Phase 4 $0 $170,000 $170,000 $0 $0 $0 $0 $0 $0

Conveyance - Engr - LID

Conveyance - Engr - Rehabilitation

Home Portfolio

Active Projects

Business Svcs - Finance - Fleet


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

6769 SW 64TH & SHERIDA N SA NITA RY

SEWER REHA B

$0 $50,000 $35,000 $135,000 $0 $0 $0 $0 $135,000

6778 LA RGE TRUNKLINE MA NHO LE REHA B $0 $0 $362,000 $263,000 $0 $0 $0 $0 $263,000

6795 UPPER TURNER C REEK REHA B $0 $0 $20,000 $20,000 $500,000 $0 $0 $0 $520,000

$367,428 $3,320,000 $2,252,550 $3,406,300 $4,185,000 $3,200,000 $2,740,000 $1,240,000 $14,771,300

13th A ve T runk (FG-8) $0 $0 $0 $0 $0 $0 $0 $0 $0

192nd A V E SA NITA RY SEWER

UPGRA DE

$0 $0 $0 $0 $0 $0 $0 $0 $0

BA RNES RO A D SA NITA RY UPGRA DE $0 $0 $0 $0 $0 $0 $0 $0 $0

BEA V ERTO N TRUNK SA NITA RY

UPGRA DE

$0 $0 $0 $0 $0 $0 $0 $0 $0

BEEF BEND RO A D TRUNK $0 $0 $0 $0 $0 $0 $0 $0 $0

BUTTERNUT C REEK SC HO O L

SA NITA RY UPGRA DE

$0 $0 $0 $0 $0 $0 $0 $0 $0

C A BERNET STREET SA NITA RY

UPGRA DE

$0 $0 $0 $0 $0 $0 $0 $0 $0

C EDA R MILL INTERC EPTO R $0 $0 $0 $0 $0 $0 $0 $0 $0

C RO SS C REEK TRUNK SO UTH R-140 $0 $0 $0 $0 $0 $0 $0 $0 $0

DEV ELO PMENT RELA TED PRO JEC TS $0 $1,743,000 $1,225,000 $100,000 $516,000 $2,000,000 $3,000,000 $3,000,000 $8,616,000

DISTRIC T SHA RE O F C ITY PRO JEC TS $1,126,560 $2,500,000 $2,385,000 $3,224,000 $2,500,000 $2,500,000 $2,500,000 $2,500,000 $13,224,000

FA IRFIELD ST SA NITA RY UPGRA DE $0 $0 $0 $0 $0 $0 $0 $0 $0

FO O THILL DR (C O MMO NWEA LTH

LA KE) SA NITA RY UPGRA DE

$0 $0 $0 $0 $0 $0 $0 $0 $0

FO O THILLS PA RK SEWER

IMPRO V EMENTS

$0 $0 $0 $0 $180,000 $520,000 $0 $0 $700,000

JO HNSO N C REEK SA NITA RY UPGRA DE $0 $0 $0 $0 $0 $0 $0 $0 $0

LO WER TUA LA T IN INTERC EPTO R D-

600

$0 $0 $0 $0 $0 $0 $0 $0 $0

METZGER/FA NNO INTERC EPTO R

UNDER RRX (D-340)

$0 $0 $0 $0 $0 $150,000 $150,000 $2,025,000 $2,325,000

NW 185TH SEWER EXTENSIO N A T

SPRINGV ILLE RO A D

$0 $0 $0 $40,000 $220,000 $0 $0 $0 $260,000

P IO NEER C REEK TRUNK $0 $10,000 $10,000 $50,000 $250,000 $1,600,000 $1,600,000 $0 $3,500,000

SHA W ST & 198th SA NITA RY UPGRA DE $0 $0 $0 $0 $0 $0 $0 $0 $0

WA SHINGTO N STREET SA NITA RY

UPGRA DE

$0 $0 $0 $0 $0 $0 $0 $0 $0

WEST UNIO N SA NITA RY UPGRA DE $0 $0 $0 $0 $0 $0 $0 $0 $0

WILLO W C REEK TRUNK - EA ST O F

143RD

$0 $0 $0 $0 $50,000 $100,000 $350,000 $0 $500,000

Conveyance - Engr - Sanitary Collection System

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

4943 WETLA ND MIT IGA T IO N MO NITO RING

(SA NITA RY)

$210,495 $92,000 $125,000 $170,000 $160,000 $140,000 $130,000 $115,000 $715,000

6283 UT ILITY RELO C A T IO N $38,425 $75,000 $40,000 $75,000 $75,000 $75,000 $75,000 $75,000 $375,000

6369 SPRINGV ILLE TRUNK SEWER UPSIZE $94,479 $150,000 $30,000 $1,030,000 $0 $0 $0 $0 $1,030,000

6399 SA NITA RY SEWER C A PA C ITY

UPGRA DES

$76,054 $100,000 $25,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

6493 UPPER TUA LA T IN INTERC EPTO R (D-

250)

$91,199 $350,000 $3,000 $300,000 $300,000 $2,100,000 $2,000,000 $2,000,000 $6,700,000

6581 STEED C REEK SEWER UPSIZE $75,174 $92,000 $248,000 $1,820,000 $5,000 $0 $0 $0 $1,825,000

6648 SC HO LLS FERRY SEWER EXTENSIO N $676,442 $10,000 $10,000 $0 $0 $0 $0 $0 $0

6656 SYSTEM C A PA C ITY A SSESSMENTS $18,536 $750,000 $300,000 $1,000,000 $1,000,000 $2,500,000 $2,500,000 $2,500,000 $9,500,000

6657 O NIO N FLA T TRUNK SEWER UPGRA DE $34,058 $250,000 $200,000 $350,000 $3,250,000 $500,000 $0 $0 $4,100,000

6658 LO WER TURNER C REEK SEWER

RELO C A T IO N

$142,823 $800,000 $75,292 $0 $0 $0 $0 $0 $0

6693 SO UTH C O O PER MT GRA V ITY TRUNK

TO RIV ER TERRA C E PS

$205 $160,000 $333,000 $1,100,000 $0 $0 $0 $0 $1,100,000

6762 NO RTH HILLSBO RO INDUSTRIA L

GRA V ITY SEWER @ GENENTEC H

$0 $75,000 $76,000 $490,000 $0 $0 $0 $0 $490,000

6763 SA NITA RY SEWER MA STER P LA NS

FO R EXPA NSIO N A REA S

$0 $100,000 $35,000 $50,000 $50,000 $50,000 $50,000 $0 $200,000

6764 REA L T IME FLO W MO NITO RING

INTERFA C E & C O NTRO L

$0 $25,000 $0 $25,000 $0 $0 $0 $0 $25,000

6784 165th & RIGERT SEWER REPLA C EMENT $0 $50,000 $25,000 $100,000 $0 $0 $0 $0 $100,000

6791 BA RRO WS RO A D SA NITA RY SEWER

UPSIZE

$0 $0 $10,000 $1,000,000 $0 $0 $0 $0 $1,000,000

6794 N BETHA NY TRUNK SEWER

EXTENSIO N PHA SE 2

$0 $0 $50,000 $300,000 $1,700,000 $1,000,000 $0 $0 $3,000,000

$2,584,450 $7,332,000 $5,205,292 $11,324,000 $10,356,000 $13,335,000 $12,455,000 $12,315,000 $59,785,000

FIELD O PERA T IO NS MERLO FA C ILITY

IMPRO V EMENTS

$0 $0 $0 $130,000 $100,000 $425,000 $0 $0 $655,000

SPRINGER STREET FA C ILITY

IMPRO V EMENTS

$0 $0 $0 $75,000 $75,000 $325,000 $0 $0 $475,000

6377 FLO W MO NITO RING EQ UIPMENT

RENEWA L PRO GRA M

$97,151 $100,000 $100,000 $100,000 $100,000 $100,000 $110,000 $110,000 $520,000

6627 MA TERIA L PRO C ESSING YA RD

IMPRO V EMENTS

$222,670 $2,670,000 $680,000 $2,350,000 $0 $0 $0 $0 $2,350,000

6677 FIELD O PS SEC URITY UPGRA DE $0 $27,000 $25,000 $25,000 $10,000 $0 $0 $0 $35,000

6777 RO O T LIST REDUC TIO N $0 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

$319,821 $2,897,000 $905,000 $2,780,000 $385,000 $950,000 $210,000 $210,000 $4,535,000

Conveyance - Field Ops - Field Operations

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

A BC WQ L O FFIC E REMO DEL $0 $0 $0 $100,000 $0 $0 $0 $0 $100,000

A BC WQ L REPLA C E FUME HO O D

DUC TING

$0 $0 $0 $130,000 $0 $0 $0 $0 $130,000

$0 $0 $0 $230,000 $0 $0 $0 $0 $230,000

A BC HV A C SYSTEM LIFE-C YC LE

C O STS

$0 $0 $0 $275,000 $250,000 $0 $0 $0 $525,000

A BC REPA INT BUILDING EXTERIO R $0 $230,000 $0 $0 $0 $0 $0 $0 $0

6793 A BC FA C ILITY UPGRA DES $0 $1,000,000 $250,000 $975,000 $0 $0 $0 $0 $975,000

$0 $1,230,000 $250,000 $1,250,000 $250,000 $0 $0 $0 $1,500,000

4894 C MMS SO FTWA RE PA C KA GE $36,398 $50,000 $50,000 $50,000 $0 $0 $0 $0 $50,000

4933 LA B INFO RMA TIO N MA NA GEMENT

SYSTEM (LIMS)

$105,406 $13,700 $144,140 $9,100 $0 $0 $0 $0 $9,100

6782 PA C S 2000 REPLA C EMENT $0 $120,000 $120,000 $40,000 $0 $0 $0 $0 $40,000

$141,804 $183,700 $314,140 $99,100 $0 $0 $0 $0 $99,100

6063 IT C O MMUNIC A T IO NS A SSET LIFE-

C YC LE C O STS

$79,601 $70,000 $70,000 $90,000 $70,000 $70,000 $70,000 $70,000 $370,000

6106 IT STO RA GE A SSET LIFE C YC LE

C O STS

$21,988 $70,000 $70,000 $70,000 $200,000 $70,000 $70,000 $70,000 $480,000

6107 IT SERV ER A SSET LIFE-C YC LE C O STS $89,048 $70,000 $89,000 $230,000 $70,000 $70,000 $70,000 $70,000 $510,000

6265 IT END USER DEV IC E A SSET LIFE-

C YC LE C O STS

$85,840 $45,000 $45,000 $40,000 $40,000 $40,000 $40,000 $40,000 $200,000

$276,477 $255,000 $274,000 $430,000 $380,000 $250,000 $250,000 $250,000 $1,560,000

6465 FO REST GRO V E PRO PERTY

ENHA NC EMENTS

$67,378 $225,000 $90,000 $85,000 $85,000 $70,000 $60,000 $60,000 $360,000

6475 JA C KSO N BO TTO M PRO PERTY

ENHA NC EMENTS

$31,292 $225,000 $225,000 $308,000 $440,000 $130,000 $70,000 $70,000 $1,018,000

6562 SHO REBIRD SWA LE MIT IGA T IO N

WETLA NDS

$11,075 $45,000 $40,000 $40,000 $35,000 $25,000 $25,000 $25,000 $150,000

6611 STREA M O PERA T IO NS C ENTER

RELO C A T IO N

$657,435 $310,000 $235,000 $210,000 $160,000 $100,000 $60,000 $55,000 $585,000

6678 NA TURA L SYSTEM RESO URC E

PA RTNERSHIPS

$923,633 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000

$1,690,813 $1,805,000 $1,590,000 $1,643,000 $1,720,000 $1,325,000 $1,215,000 $1,210,000 $7,113,000

Off ice of GM - IT - Business Applications

Off ice of GM - IT - Infrastructure - Replacement

Watershed Mgmt - CWS Property Management

Laboratory - ABC and FO Facilities Projects

Off ice of GM - IT - ABC and FO Facilities Projects

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

6401 TUA LA T IN BA SIN WA TER SUPPLY

PRO JEC T

$17,850 $40,000 $10,000 $10,000 $10,000 $0 $0 $0 $20,000

6409 GA LES C REEK HA LF MILE LA NE $34,618 $40,000 $0 $25,000 $15,000 $0 $0 $0 $40,000

6435 FLO W RESTO RA TIO N IMPRO V EMENTS $200,255 $185,000 $265,000 $190,000 $75,000 $75,000 $75,000 $75,000 $490,000

6483 LO NG RA NGE WA TER SUPPLY P LA N $397,262 $250,000 $350,000 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000

$649,985 $515,000 $625,000 $725,000 $600,000 $575,000 $575,000 $575,000 $3,050,000

6672 HIGH PURITY WA TER PRO JEC T $14,378 $0 $60,000 $25,000 $0 $0 $0 $0 $25,000

$14,378 $0 $60,000 $25,000 $0 $0 $0 $0 $25,000

NA TURA L SYSTEM IMPRO V EMENTS -

SA NI

$0 $225,000 $150,000 $225,000 $350,000 $350,000 $350,000 $350,000 $1,625,000

6474 FA NNO C REEK - 99W TO BO NITA -

SA NI

$7,127 $70,000 $45,000 $108,000 $800,000 $25,000 $20,000 $25,000 $978,000

6529 NA TURA L SYSTEM REGIO NA L

SERV IC ES

$235,999 $425,000 $375,000 $425,000 $425,000 $425,000 $425,000 $425,000 $2,125,000

6530 C O LLA BO RA TIV E REGIO NA L

RESTO RA TIO N

$506,048 $1,260,000 $1,350,000 $1,890,000 $1,655,000 $1,555,000 $720,000 $550,000 $6,370,000

6555 SPRINGV ILLE TRIB, RO C K C REEK -

185TH TO KA ISER - SA NI

$36,056 $25,000 $70,000 $25,000 $50,000 $55,000 $30,000 $30,000 $190,000

6683 RESTO RA TIO N MA NA GEMENT

SYSTEMS

$7,208 $150,000 $195,000 $225,000 $100,000 $50,000 $0 $0 $375,000

$792,438 $2,155,000 $2,185,000 $2,898,000 $3,380,000 $2,460,000 $1,545,000 $1,380,000 $11,663,000

DURHA M A B 4 , C ELL 3 MIXER $0 $0 $0 $0 $125,000 $0 $0 $0 $125,000

DURHA M BLO WER UPGRA DE $0 $0 $0 $350,000 $0 $0 $0 $0 $350,000

DURHA M C HEMIC A L BUILDING

PO LYMER MO DIFIC A T IO NS

$0 $0 $0 $250,000 $0 $0 $0 $0 $250,000

DURHA M C LA RIFIER REC O A TING $0 $0 $0 $165,000 $160,000 $0 $0 $0 $325,000

DURHA M HYPO LO O P

REPLA C EMENT/DA Y TA NKS

$0 $0 $0 $50,000 $1,000,000 $0 $0 $0 $1,050,000

DURHA M LIQ UIDS C O NTRO L &

TERT IA RY C O MPLEX C HA NNEL

DEMO LIT IO N

$0 $0 $0 $0 $150,000 $0 $0 $0 $150,000

DURHA M PC 3/4 SC UM PUMP

REPLA C EMENT

$0 $0 $0 $0 $160,000 $0 $0 $0 $160,000

DURHA M PHA SE 6 - Fermenter/WA S

s torage/misc .

$0 $0 $0 $0 $0 $1,000,000 $5,500,000 $0 $6,500,000

WWTD - Durham

Watershed Mgmt - Flow Restoration

Watershed Mgmt - Miscellaneous (WSM)

Watershed Mgmt - Stream Enhancement

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

DURHA M PHA SE 6B - New Diges ter $0 $0 $0 $0 $0 $0 $0 $0 $0

DURHA M PHA SE 6C - Sludge

Dewatering Replacement/Rebuild

$0 $0 $0 $0 $0 $0 $0 $0 $0

DURHA M PHA SE 7 - Second

phase/round of tertiary

upgrading/expans ion

$0 $0 $0 $0 $0 $0 $0 $0 $0

DURHA M PHA SE 7B - Tertiary Upgrade $0 $0 $0 $0 $0 $0 $0 $0 $0

DURHA M PHA SE 8 - Secondary/BNR

T rain #5

$0 $0 $0 $0 $0 $0 $0 $0 $0

DURHA M SLUDGE SC REENING $0 $0 $0 $0 $0 $0 $1,500,000 $0 $1,500,000

DURHA M SLUDGE TUNNEL

MO DIFIC A T IO NS

$0 $0 $0 $0 $110,000 $0 $0 $0 $110,000

DURHA M SO LIDS BUILDING

ELEV A TO R REPLA C EMENT

$0 $0 $0 $0 $285,000 $0 $0 $0 $285,000

O STA RA MISC PRO JEC TS $0 $0 $0 $100,000 $0 $0 $0 $0 $100,000

6368 DURHA M MISC ELLA NEO US UPGRA DES $519,608 $300,000 $300,000 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000

6471 DURHA M PHA SE 5D - New C ogen

Fac ility

$13,337,452 $5,100,000 $5,125,000 $200,000 $0 $0 $0 $0 $200,000

6491 DURHA M PHA SE 5B2 - HES/PC P iping

Work/P rimary O C /C EPT / M isc Solids

$35,685 $950,000 $2,550,000 $4,450,000 $0 $0 $0 $0 $4,450,000

6687 DURHA M O &M BUILDING

REMO DEL/REHA B

$21,540 $250,000 $195,000 $1,000,000 $4,000,000 $0 $0 $0 $5,000,000

6755 DURHA M SO LIDS BUILDING O DO R

C O NTRO L MO DIFIC A T IO NS- Phase 2

$2,316 $200,000 $150,000 $900,000 $200,000 $0 $0 $0 $1,100,000

6757 DURHA M PHA SE 5B3 - Secondary

C apac ity Expans ion

$0 $50,000 $50,000 $1,500,000 $12,000,000 $11,500,000 $0 $0 $25,000,000

6788 DURHA M PHA SE 5A 2 - TPS Building

Rehab

$0 $250,000 $75,000 $250,000 $625,000 $0 $0 $0 $875,000

6789 DURHA M PHA SE 5C - Tertiary

C larification Improvements

$0 $100,000 $300,000 $550,000 $250,000 $750,000 $5,800,000 $6,500,000 $13,850,000

$13,916,601 $7,200,000 $8,745,000 $10,015,000 $19,315,000 $13,500,000 $13,050,000 $6,750,000 $62,630,000

DURHA M LIQ UIDS A ND SO LIDS

PO WER DISTRIBUT IO N UPGRA DE

$0 $0 $0 $200,000 $600,000 $0 $0 $0 $800,000

INSTRUMENTA T IO N A ND P LC

UPGRA DES

$0 $0 $0 $400,000 $200,000 $200,000 $200,000 $200,000 $1,200,000

RO C K C REEK IPS V FD REPLA C EMENT $0 $0 $0 $0 $0 $0 $0 $2,600,000 $2,600,000

SC A DA /C O NTRO L UPGRA DE FO R FG

A ND HB

$0 $0 $0 $0 $0 $380,000 $340,000 $0 $720,000

WWTD - Electrical & Instrumentation

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

6402 PRO C ESS C O NTRO L REV ISIO NS $71,435 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

6662 PLA NT LIGHT ING

UPGRA DE/EV A LUA T IO N

$81,441 $250,000 $250,000 $300,000 $150,000 $150,000 $150,000 $150,000 $900,000

6663 PUMP V FD REPLA C EMENTS $192,474 $325,000 $325,000 $325,000 $250,000 $250,000 $250,000 $250,000 $1,325,000

6664 ELEC TRIC A L EQ UIPMENT UPGRA DE $102,702 $225,000 $225,000 $150,000 $200,000 $200,000 $200,000 $200,000 $950,000

6781 RO C K C REEK PRIMA RY ELEC TRIC A L

SWITC HGEA R IMPRO V EMENTS

$0 $1,350,000 $150,000 $1,450,000 $0 $0 $0 $0 $1,450,000

$448,052 $2,250,000 $1,050,000 $2,925,000 $1,500,000 $1,280,000 $1,240,000 $3,500,000 $10,445,000

DURHA M C HEMIC A L BUILDING MA U

REPLA C EMENT PRO JEC T

$0 $0 $0 $0 $175,000 $0 $0 $0 $175,000

FA C ILIT IES SEISMIC UPGRA DES $0 $0 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

RO C K C REEK C HEMIC A L BUILDING

MA U REPLA C EMENT

$0 $0 $0 $150,000 $0 $0 $0 $0 $150,000

RO C K C REEK THIC KENING &

DEWA TERING BLDG HV A C

IMPRO V EMENTS

$0 $0 $0 $0 $0 $0 $0 $0 $0

6131 RO O F REPLA C EMENT $0 $100,000 $0 $110,000 $0 $0 $150,000 $0 $260,000

6370 HV A C REPLA C EMENT $12,389 $105,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

6371 FA C ILIT IES MISC ELLA NEO US

UPGRA DES

$34,662 $100,000 $100,000 $400,000 $200,000 $200,000 $200,000 $200,000 $1,200,000

6639 RO C K C REEK A DMINISTRA T IO N

BUILDING IMPRO V EMENTS

$184,188 $1,700,000 $230,000 $250,000 $1,625,000 $2,125,000 $0 $0 $4,000,000

6796 DEWA TERING C ENTRIFUGE BRIDGE

C RA NE

$0 $60,000 $110,000 $10,000 $0 $0 $0 $0 $10,000

$231,239 $2,065,000 $540,000 $1,120,000 $2,200,000 $2,525,000 $550,000 $400,000 $6,795,000

FO REST GRO V E A DMINISTRA T IO N


$0 $0 $0 $150,000 $290,000 $0 $0 $0 $440,000

FO REST GRO V E A ERA T IO N BA SIN

MO DIFIC A T IO NS

$0 $0 $0 $0 $500,000 $2,000 $0 $0 $502,000

FO REST GRO V E EA ST A G LA NDS

DEV ELO PMENT

$0 $0 $0 $0 $210,000 $215,000 $1,240,000 $1,320,000 $2,985,000

FO REST GRO V E PRIMA RY C LA RIFIERS $0 $0 $0 $0 $0 $0 $0 $0 $0

FO REST GRO V E SEC O NDA RY

C LA RIFIERS

$0 $0 $0 $0 $0 $300,000 $300,000 $4,500,000 $5,100,000

FO REST GRO V E TERT IA RY

TREA TMENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

FO REST GRO V E WEST A G LA NDS

DEV ELO PMENT

$0 $0 $0 $0 $0 $0 $220,000 $230,000 $450,000

WWTD - Facilities

WWTD - Forest Grove

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

6374 FO REST GRO V E MISC ELLA NEO US

UPGRA DES

$99,208 $85,000 $25,000 $110,000 $35,000 $35,000 $35,000 $35,000 $250,000

6405 FO REST GRO V E NA TURA L

TREA TMENT SYSTEM

$2,887,352 $100,000 $149,500 $4,000 $0 $0 $0 $0 $4,000

6698 FERNHILL NTS WEST WETLA NDS $0 $180,000 $480,000 $3,650,000 $1,700,000 $0 $0 $0 $5,350,000

6699 FERNHILL NTS UPPER WETLA NDS $0 $5,000 $5,000 $5,000 $50,000 $1,850,000 $2,000,000 $1,250,000 $5,155,000

6750 FERNHILL NTS SO UTH WETLA NDS $559,605 $3,740,000 $3,740,000 $200,000 $150,000 $15,000 $0 $0 $365,000

6792 FO REST GRO V E EFFLUENT PUMP

STA T IO N

$0 $100,000 $100,000 $850,000 $2,200,000 $7,100,000 $4,000 $0 $10,154,000

$3,546,165 $4,210,000 $4,499,500 $4,969,000 $5,135,000 $9,517,000 $3,799,000 $7,335,000 $30,755,000

HILLSBO RO A DMINISTRA T IO N


$0 $0 $0 $0 $110,000 $240,000 $0 $0 $350,000

HILLSBO RO NA TURA L TREA TMENT

SYSTEM

$0 $0 $0 $0 $0 $0 $0 $0 $0

HILLSBO RO NITRIFIC A T IO N

UPGRA DE

$0 $0 $0 $0 $0 $150,000 $500,000 $900,000 $1,550,000

HILLSBO RO O DO R A BA TEMENT $0 $125,000 $45,000 $65,000 $0 $0 $0 $0 $65,000

6373 HILLSBO RO MISC ELLA NEO US

UPGRA DES

$15,438 $50,000 $20,000 $40,000 $40,000 $40,000 $40,000 $40,000 $200,000

$15,438 $175,000 $65,000 $105,000 $150,000 $430,000 $540,000 $940,000 $2,165,000

HINES NURSERY REC YC LED WA TER $0 $0 $0 $50,000 $0 $10,000 $0 $0 $60,000

6091 DIFFUSER REPLA C EMENT $0 $50,000 $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

6408 WA TER RIGHTS $17,567 $20,000 $6,500 $20,000 $20,000 $20,000 $20,000 $20,000 $100,000

6632 WA SSTRIP PA TENT A C Q UISIT IO NS $55,217 $0 $60,000 $25,000 $0 $0 $0 $0 $25,000

6655 MEC HA NIC A L EQ UIPMENT

REPLA C EMENT

$389,617 $300,000 $300,000 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000

6697 REC YC LED WA TER MA STER P LA N $0 $200,000 $150,000 $10,000 $0 $0 $0 $0 $10,000

6780 ELEC TRO NIC O PERA TO RS MA NUA L $0 $0 $111,000 $0 $0 $0 $0 $0 $0

6783 BIO SO LIDS PRO GRA M EV A LUA T IO N $0 $0 $86,400 $0 $0 $0 $0 $0 $0

$462,401 $570,000 $713,900 $655,000 $570,000 $580,000 $570,000 $570,000 $2,945,000

18th A V ENUE PUMP STA T IO N &

FO RC EMA IN

$0 $0 $0 $0 $0 $0 $200,000 $2,050,000 $2,250,000

BA NKS FO RC E MA IN LO C A T IO N $0 $0 $0 $0 $0 $0 $0 $0 $0

BUTTERNUT C REEK PUMP STA T IO N

PHA SE 2

$0 $0 $0 $0 $0 $0 $0 $0 $0

WWTD - Pump Stations (Treatment)

WWTD - Hillsboro

WWTD - Miscellaneous (Treatment)

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

C EDA R STREET PUMP STA T IO N &

FO RC EMA IN REPLA C EMENT

$0 $0 $0 $0 $0 $0 $200,000 $1,800,000 $2,000,000

C HILDS PUMP STA T IO N

REPLA C EMENT

$0 $0 $0 $0 $0 $0 $0 $100,000 $100,000

GA STO N FO RC EMA IN REPLA C EMENT

PH 2

$0 $0 $0 $0 $300,000 $1,100,000 $2,000 $0 $1,402,000

HELV ET IA PUMP STA T IO N &

FO RC EMA IN

$0 $0 $0 $0 $0 $0 $0 $200,000 $200,000

MC KA Y C REEK PUMP STA T IO N A ND

FO RC EMA IN

$0 $0 $0 $0 $0 $0 $250,000 $2,000,000 $2,250,000

RIV ER TERRA C E SO UTH PUMP

STA T IO N A ND FO RC EMA IN

$0 $0 $0 $400,000 $300,000 $2,100,000 $2,000 $0 $2,802,000

RO SEDA LE PUMP STA T IO N A ND

FO RC EMA IN

$0 $0 $0 $0 $0 $0 $0 $0 $0

SE C O RNELIUS PUMP STA T IO N &

FO RC EMA IN

$0 $0 $0 $20,000 $100,000 $700,000 $2,000 $0 $822,000

SHERWO O D FO RC EMA IN UPGRA DE $0 $0 $0 $0 $100,000 $775,000 $0 $0 $875,000

STO NE C REEK PUMP STA T IO N &

FO RC EMA IN

$0 $0 $0 $0 $0 $0 $0 $0 $0

STRA SBURY PUMP STA T IO N &

FO RC EMA IN

$0 $0 $0 $0 $0 $0 $0 $100,000 $100,000

SW TUA LA T IN PUMP STA T IO N &

FO RC EMA IN

$0 $0 $0 $0 $0 $0 $0 $300,000 $300,000

SW TUA LA T IN SA TELLITE PUMP

STA T IO N & FO RC EMA IN

$0 $0 $0 $0 $0 $0 $0 $0 $0

TEKTRO NIX FO RC EMA IN

REPLA C EMENT

$0 $250,000 $0 $250,000 $0 $0 $0 $0 $250,000

6380 PUMP STA T IO N MISC ELLA NEO US

UPGRA DES

$171,590 $160,000 $40,000 $100,000 $160,000 $160,000 $160,000 $160,000 $740,000

6412 BA NKS O A K V ILLA GE FO RC E MA IN $110,086 $7,000 $7,000 $11,000 $0 $0 $0 $0 $11,000

6554 BUTTERNUT PUMP STA T IO N &

FO RC EMA IN

$53,782 $450,000 $450,000 $325,000 $1,925,000 $2,000 $0 $0 $2,252,000

6631 RIV ER TERRA C E PUMP STA T IO N &

FO RC EMA IN

$76,429 $330,000 $330,000 $1,125,000 $1,325,000 $2,000 $0 $0 $2,452,000

6635 RO C K C REEK RA NC H #3 PUMP

STA T IO N

$117,477 $635,000 $429,037 $2,000 $0 $0 $0 $0 $2,000

6637 FO RC EMA IN MISC ELLA NEO US

UPGRA DES

$5,363 $100,000 $60,000 $50,000 $200,000 $200,000 $200,000 $200,000 $850,000

6756 GA STO N FO RC EMA IN REPLA C EMENT $0 $200,000 $300,000 $1,100,000 $2,000 $0 $0 $0 $1,102,000

6771 ENSC HEDE GRA V ITY SEWER $0 $240,000 $55,000 $110,000 $430,000 $2,000 $0 $0 $542,000

6772 BEA V ERTO N PUMP STA T IO N & FO RC E

MA IN

$0 $220,000 $180,000 $375,000 $2,000 $0 $0 $0 $377,000

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

6773 BA NKS & O A K V ILLA GE PUMP

STA T IO N UPGRA DE

$0 $150,000 $195,000 $390,000 $2,000 $0 $0 $0 $392,000

6774 BULL MO UNTA IN PUMP STA T IO N

UPGRA DE

$0 $160,000 $180,000 $375,000 $2,000 $0 $0 $0 $377,000

$534,727 $2,902,000 $2,226,037 $4,633,000 $4,848,000 $5,041,000 $1,016,000 $6,910,000 $22,448,000

RO C K C REEK A ERA T IO N BA SIN #3

WEST SELEC TO R

$0 $0 $0 $0 $0 $0 $100,000 $6,400,000 $6,500,000

RO C K C REEK A ERA T IO N BA SIN #8 $0 $0 $0 $0 $0 $0 $0 $500,000 $500,000

RO C K C REEK A ERA T IO N BA SIN #9 $0 $0 $0 $0 $0 $0 $0 $0 $0

RO C K C REEK C A UST IC FEED SYSTEM $0 $0 $0 $50,000 $0 $0 $0 $0 $50,000

RO C K C REEK C HLO RINE C O NTA C T

BA SIN #4

$0 $0 $0 $50,000 $650,000 $3,450,000 $3,250,000 $0 $7,400,000

RO C K C REEK DIGESTER #1 & #2

IMPRO V EMENTS

$0 $0 $300,000 $1,800,000 $0 $0 $0 $0 $1,800,000

RO C K C REEK DIGESTER #3 & #4

C O V ER REPLA C EMENT

$0 $0 $0 $0 $0 $0 $1,250,000 $1,750,000 $3,000,000

RO C K C REEK GBT IMPRO V EMENTS $0 $0 $0 $450,000 $500,000 $0 $0 $0 $950,000

RO C K C REEK NaO H TA NK

REPLA C EMENT

$0 $0 $0 $0 $325,000 $0 $0 $0 $325,000

RO C K C REEK PRIMA RY C LA RIFIER #4 $0 $0 $0 $0 $0 $480,000 $6,250,000 $0 $6,730,000

RO C K C REEK SITE & RO A DWA Y

IMPRO V EMENTS

$0 $0 $0 $0 $675,000 $1,970,000 $0 $0 $2,645,000

RO C K C REEK WEST SEC O NDA RY

IMPRO V EMENTS

$0 $0 $0 $1,200,000 $2,600,000 $1,600,000 $0 $0 $5,400,000

6372 RO C K C REEK MISC ELLA NEO US

UPGRA DES

$388,496 $200,000 $200,000 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000

6432 RO C K C REEK IPS WETWELL C O A T ING $0 $0 $0 $0 $610,000 $0 $0 $0 $610,000

6519 WEST BA SIN FA C ILIT IES P LA N $86,197 $1,000 $50,000 $0 $0 $0 $0 $0 $0

6593 RO C K C REEK BIO SO LIDS SILO S $25,800 $400,000 $105,000 $400,000 $0 $0 $0 $0 $400,000

6602 RO C K C REEK HEA DWO RKS V A LV ES

REPLA C EMENT

$264,811 $440,000 $640,000 $2,000 $0 $0 $0 $0 $2,000

6629 RO C K C REEK GRA V ITY THIC KNERS $4,134,753 $7,750,000 $9,250,000 $1,750,000 $0 $0 $0 $0 $1,750,000

6671 RO C K C REEK O DO R C O NTRO L

IMPRO V EMENTS

$39,069 $450,000 $0 $0 $800,000 $0 $0 $0 $800,000

6686 RO C K C REEK DIGESTER GA S

UT ILIZA T IO N

$37,096 $3,500,000 $700,000 $3,000,000 $2,000,000 $0 $0 $0 $5,000,000

6694 RO C K C REEK HEA DWO RKS

SC REENING IMPRO V EMENTS

$71,104 $2,550,000 $1,926,000 $3,350,000 $2,000 $0 $0 $0 $3,352,000

6696 RO C K C REEK REC YC LED WA TER

SYSTEM IMPRO V EMENTS

$653 $115,000 $46,000 $31,000 $0 $0 $0 $0 $31,000

WWTD - Rock Creek

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

6754 RO C K C REEK C LA RIFIER C A PA C ITY

EV A LUA T IO N

$0 $160,000 $125,000 $160,000 $160,000 $160,000 $160,000 $160,000 $800,000

6787 RO C K C REEK SO LIDS EXPA NSIO N $0 $300,000 $0 $0 $0 $0 $0 $200,000 $200,000

$5,047,979 $15,866,000 $13,342,000 $12,493,000 $8,572,000 $7,910,000 $11,260,000 $9,260,000 $49,495,000

$31,472,199 $55,371,700 $45,233,419 $62,058,400 $64,121,000 $63,438,000 $51,465,000 $53,295,000 $294,377,400

EA RTHQ UA KE MIT IGA T IO N 2014 $0 $100,000 $0 $0 $0 $0 $0 $0 $0

$0 $100,000 $0 $0 $0 $0 $0 $0 $0

6636 92ND/93RD LID $207,365 $0 $0 $0 $0 $0 $0 $0 $0

$207,365 $0 $0 $0 $0 $0 $0 $0 $0

SW 87TH & FA IRWA Y SA NITA RY

SEWER REHA B

$0 $0 $25,000 $0 $0 $0 $0 $0 $0

6495 KINNA MA N RD 173rd TO 185th I/I

A BA TEMENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

6497 FO REST GRO V E I/I A BA TEMENT

PHA SE 4

$25 $0 $0 $0 $0 $0 $0 $0 $0

6504 SUMP PUMP P ILO T & I/I $0 $0 $0 $0 $0 $0 $0 $0 $0

6569 MA DELINE I/I A BA TEMENT Phase 1 $0 $0 $0 $0 $0 $0 $0 $0 $0

6580 LA RGE TRUNKLINE REPA IR (Phase 3) $871,011 $0 $0 $0 $0 $0 $0 $0 $0

6607 MA DELINE I/I A BA TEMENT Phase 2 $2,407,072 $150,000 $27,000 $0 $0 $0 $0 $0 $0

6615 FA NNO INTERC EPTO R MA NHO LE

REPA IR

$25 $0 $0 $0 $0 $0 $0 $0 $0

6640 FO REST GRO V E I/I A BA TEMENT:

23RD A V E TO GA YLES WY

$499,405 $90,000 $130 $0 $0 $0 $0 $0 $0

6659 MA DELINE I/I A BA TEMENT Phase 3 $332,455 $50,000 $252 $0 $0 $0 $0 $0 $0

6666 SW WILLO WMERE & O XFO RD

SA NITA RY SEWER REHA B

$62,932 $99,000 $60,000 $0 $0 $0 $0 $0 $0

6667 SW 209TH & INDUSTRIA L SA NITA RY

SEWER REHA B

$60,192 $0 $6,116 $0 $0 $0 $0 $0 $0

$4,233,117 $389,000 $118,498 $0 $0 $0 $0 $0 $0

4900 METZGER TRUNK, PHA SE 2 $9,384 $0 $0 $0 $0 $0 $0 $0 $0

6261 NO RTH P LA INS EA ST TRUNK

EXTENSIO N

$22 $0 $0 $0 $0 $0 $0 $0 $0

6263 DISTRIC T SHA RE O F DEV ELO PMENT

INFRA STRUC TURE

$22 $0 $0 $0 $0 $0 $0 $0 $0

Conveyance - Engr - Rehabilitation

Conveyance - Engr - Sanitary Collection System

Active Projects

Closed Projects

Business Svcs - Finance - Finance

Conveyance - Engr - LID

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

6344 BETHA NY A REA SEWER PRO JEC T $20,921 $0 $0 $0 $0 $0 $0 $0 $0

6415 87th & SW C A NYO N RD SEWER REPA IR $558 $0 $0 $0 $0 $0 $0 $0 $0

6485 KA HNEETA /SPRINGV ILLE SA NI

C O NNEC TIO N

$0 $0 $0 $0 $0 $0 $0 $0 $0

6492 WEST BA SIN C O NV EYA NC E

IMPRO V EMENTS

$5,212 $75,000 $25,000 $0 $0 $0 $0 $0 $0

6496 DERRY DELL - SA NI $132,815 $1,330,000 $1,820,500 $0 $0 $0 $0 $0 $0

6498 SA NITA RY SEWER FLO W

MO NITO RING C A LIBRA T IO N

$53,324 $0 $0 $0 $0 $0 $0 $0 $0

6503 185th SO UTH O F WEST UNIO N RO A D

SEWER REPLA C EMENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

6506 SA NITA RY SEWER UPSIZE A T

SA FEWA Y (MURRA Y/C O RNELL)

$0 $0 $0 $0 $0 $0 $0 $0 $0

6531 GRA V ITY SEWER EXTENSIO N TO

IRO NWO O D PUMP STA T IO N

$88 $0 $0 $0 $0 $0 $0 $0 $0

6556 RO C K C REEK BLV D SA NI SEGMENT

UPSIZE

$25,985 $0 $0 $0 $0 $0 $0 $0 $0

6582 89th & SPRUC E STO RA GE $1,612 $0 $0 $0 $0 $0 $0 $0 $0

6612 SINGING HILLS C HURC H EMERGENC Y

MH REPA IR

$0 $0 $0 $0 $0 $0 $0 $0 $0

6613 A RGO NA UT SA NITA RY TRUNK

UPGRA DE

$240,340 $0 $0 $0 $0 $0 $0 $0 $0

6770 UPPER TUA LA T IN - RIV ER RIDGE $0 $0 $915,050 $0 $0 $0 $0 $0 $0

$490,283 $1,405,000 $2,760,550 $0 $0 $0 $0 $0 $0

6470 FIELD YA RD A DDIT IO NA L LA ND A ND

IMPRO V EMENTS

$0 $0 $0 $0 $0 $0 $0 $0 $0

6603 NO RTH HILLSBO RO LA ND

A C Q UISIT IO N

$0 $0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0 $0

6568 KINNA MA N REHA B PHA SE 2 $66 $0 $0 $0 $0 $0 $0 $0 $0

$66 $0 $0 $0 $0 $0 $0 $0 $0

ENERGY RESO URC ES GRO UP

PRO JEC T FUNDING

$0 $100,000 $0 $0 $0 $0 $0 $0 $0

$0 $100,000 $0 $0 $0 $0 $0 $0 $0

A BC PA RKING SPA C E EXPA NSIO N $0 $50,000 $50,000 $0 $0 $0 $0 $0 $0


Conveyance - Field Ops - Rehabilitation

Off ice of GM - Admin - Off ice of the General Manager

Off ice of GM - IT - ABC and FO Facilities Projects

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

6486 A BC HV A C A IR C O NDIT IO NING

SYSTEM REPLA C EMENT

$44,391 $0 $50,621 $0 $0 $0 $0 $0 $0

6487 A BC HV A C HEA T ING SYSTEM

REPLA C EMENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

6641 A BC BUILDING THIRD FLO O R

REMO DEL

$50,981 $0 $0 $0 $0 $0 $0 $0 $0

6650 A BC IT LEA RNING LA B $12,907 $0 $0 $0 $0 $0 $0 $0 $0

6665 A BC PRIV A TE WA TER Q UA LITY

FA C ILITY

$29,401 $0 $0 $0 $0 $0 $0 $0 $0

6790 A BC HV A C MA NA GEMENT SYSTEM

UPGRA DE O R REPLA C EMENT

$0 $200,000 $125,000 $0 $0 $0 $0 $0 $0

$137,680 $250,000 $225,621 $0 $0 $0 $0 $0 $0

6447 A MA NDA 5 UPGRA DE $4,273 $0 $0 $0 $0 $0 $0 $0 $0

$4,273 $0 $0 $0 $0 $0 $0 $0 $0

6457 RO C K C REEK PRO PERTY

ENHA NC EMENTS - SA NI

$16,959 $0 $0 $0 $0 $0 $0 $0 $0

$16,959 $0 $0 $0 $0 $0 $0 $0 $0

6476 BEA V ERTO N C REEK - 170TH TO

231ST - SA NI

$31,938 $0 $0 $0 $0 $0 $0 $0 $0

$31,938 $0 $0 $0 $0 $0 $0 $0 $0

6340 DURHA M STRUV ITE REC O V ERY

FA C ILITY

$727 $0 $0 $0 $0 $0 $0 $0 $0

6410 DURHA M PHA SE 5B1 - Headworks &

NPW Improvements

$49,225 $0 $0 $0 $0 $0 $0 $0 $0

6550 DURHA M SO LIDS BUILDING O DO R

C O NTRO L MO DIFIC A T IO NS- Phase 1

$202,524 $0 $0 $0 $0 $0 $0 $0 $0

6586 DURHA M A ERA T IO N SYSTEM HIGH

EFFIC IENC Y BLO WER A DDIT IO N

$409,052 $0 $0 $0 $0 $0 $0 $0 $0

6628 DURHA M BISULFITE SYSTEM

MO DIFIC A T IO NS

$399,542 $0 $0 $0 $0 $0 $0 $0 $0

6638 DURHA M INSTRUMENTA T IO N A ND

TEST ING FO R 2013 A WT

$380,550 $20,000 $0 $0 $0 $0 $0 $0 $0

$1,441,620 $20,000 $0 $0 $0 $0 $0 $0 $0

4863 PLA NT LIGHT ING UPGRA DE /

EV A LUA T IO N

$22,515 $0 $0 $0 $0 $0 $0 $0 $0

Off ice of GM - IT - Business Applications

Watershed Mgmt - CWS Property Management


WWTD - Durham

WWTD - Electrical & Instrumentation

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

6252 ELEC TRIC A L EQ UIPMENT UPGRA DES $98,562 $0 $0 $0 $0 $0 $0 $0 $0

6264 PUMP V FD REPLA C EMENT $16,237 $0 $0 $0 $0 $0 $0 $0 $0

6651 REMO TE PUMP STA T IO N C ELLULA R

TELEMETRY

$237,239 $0 $0 $0 $0 $0 $0 $0 $0

$374,553 $0 $0 $0 $0 $0 $0 $0 $0

FO REST GRO V E ULTRA V IO LET LIGHT

DISINFEC T IO N SYSTEM 2

$0 $150,000 $0 $0 $0 $0 $0 $0 $0

6336 FO REST GRO V E LIQ UID STREA M

UPGRA DE

$0 $0 $0 $0 $0 $0 $0 $0 $0

6453 FO REST GRO V E DEMO LIT IO N A ND

SITE WO RK

$36,519 $0 $0 $0 $0 $0 $0 $0 $0

6549 FERN HILL WETLA ND RESTRO O M $0 $0 $0 $0 $0 $0 $0 $0 $0

6645 FO REST GRO V E SEC O NDA RY

C LA RIFIER REC O A TING

$285,675 $2,000 $2,000 $0 $0 $0 $0 $0 $0

6652 FO REST GRO V E LO C KER

RO O M/RESTRO O M REMO DEL

$99,200 $0 $0 $0 $0 $0 $0 $0 $0

$421,394 $152,000 $2,000 $0 $0 $0 $0 $0 $0

6362 HILLSBO RO INFLUENT PUMP

STA T IO N UPGRA DE

$0 $0 $0 $0 $0 $0 $0 $0 $0

6526 HILLSBO RO A ERA T IO N BA SIN

UPGRA DE

$0 $0 $0 $0 $0 $0 $0 $0 $0

6537 HILLSBO RO ULTRA V IO LET LIGHT

DISINFEC T IO N SYSTEM

$2,825,162 $4,000 $65,233 $0 $0 $0 $0 $0 $0

6590 HILLSBO RO HEA DWO RKS $273,209 $4,000 $0 $0 $0 $0 $0 $0 $0

6591 HILLSBO RO PRO C ESS P IP ING

IMPRO V EMENTS

$387,495 $4,000 $0 $0 $0 $0 $0 $0 $0

6592 HILLSBO RO C LA RIFIER REC O A TING $988 $0 $0 $0 $0 $0 $0 $0 $0

6634 HILLSBO RO HIGH HEA D PUMP

STA T IO N STRUC TURA L REPA IRS

$150,834 $2,000 $2,000 $0 $0 $0 $0 $0 $0

6679 HILLSBO RO SEC DRIV ES & HHPS

V A LV ES REPLA C EMENT

$12,958 $265,000 $185,978 $0 $0 $0 $0 $0 $0

$3,650,646 $279,000 $253,211 $0 $0 $0 $0 $0 $0

MISC ELLA NEO US O STA RA UPGRA DES $0 $300,000 $0 $0 $0 $0 $0 $0 $0

$0 $300,000 $0 $0 $0 $0 $0 $0 $0

WWTD - Hillsboro

WWTD - Miscellaneous (Treatment)

WWTD - Forest Grove

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-2020

P rojec ted

6187 LO WER TUA LA T IN PUMP STA T IO N $0 $0 $0 $0 $0 $0 $0 $0 $0

6337 RIV ER RO A D PUMP STA T IO N PHA SE

I I

$0 $0 $0 $0 $0 $0 $0 $0 $0

6387 NO RTH P LA INS PUMP STA T IO N &

FO RC EMA IN

$34,401 $2,000 $0 $0 $0 $0 $0 $0 $0

6389 DA WSO N C REEK PUMP STA T IO N &

FO RC EMA IN

$0 $0 $0 $0 $0 $0 $0 $0 $0

6532 BRO A D O A K PUMP STA T IO N $251,044 $2,000 $0 $0 $0 $0 $0 $0 $0

6594 DA IRY C REEK PUMP STA T IO N $616,649 $0 $0 $0 $0 $0 $0 $0 $0

6669 NO RTH INDUSTRIA L TEMPO RA RY

PUMP STA T IO N

$22,940 $0 $0 $0 $0 $0 $0 $0 $0

$925,034 $4,000 $0 $0 $0 $0 $0 $0 $0

6381 RO C K C REEK DIGESTER

IMPRO V EMENTS

$121,914 $0 $0 $0 $0 $0 $0 $0 $0

6392 RO C K C REEK STO RMWA TER

IMPRO V EMENTS

$2,548 $0 $0 $0 $0 $0 $0 $0 $0

6433 RO C K C REEK TERT IA RY TREA TMENT $2,131,719 $0 $5,000 $0 $0 $0 $0 $0 $0

6477 RO C K C REEK STRUV ITE REC O V ERY

FA C ILITY

$0 $0 $0 $0 $0 $0 $0 $0 $0

6482 RO C K C REEK O PERA T IO NS A ND

MA INTENENC E BUILDING

$94,650 $0 $0 $0 $0 $0 $0 $0 $0

6578 RO C K C REEK BIO LO GIC A L

PHO SPHO RUS REMO V A L

IMPRO V EMENTS

$307 $0 $0 $0 $0 $0 $0 $0 $0

6587 RO C K C REEK REC YC LED WA TER PUMP

STA T IO N

$0 $0 $0 $0 $0 $0 $0 $0 $0

6606 RO C K C REEK DEWA TERING

C ENTRIFUGE RO TA T ING A SSEMBLY

$0 $0 $0 $0 $0 $0 $0 $0 $0

6633 RO C K C REEK EA ST TURBO BLO WER $141,734 $0 $0 $0 $0 $0 $0 $0 $0

6646 RO C K C REEK WEIR WA SHER $0 $0 $0 $0 $0 $0 $0 $0 $0

6670 WEIR WA SHER A UTO C LEA NING

SYSTEM

$47,131 $0 $0 $0 $0 $0 $0 $0 $0

$2,540,003 $0 $5,000 $0 $0 $0 $0 $0 $0

$14,474,931 $2,999,000 $3,364,880 $0 $0 $0 $0 $0 $0

$45,947,130 $58,370,700 $48,598,299 $62,058,400 $64,121,000 $63,438,000 $51,465,000 $53,295,000 $294,377,400

Support $2,292,100 $1,155,000 $760,000 $650,000 $700,000 $5,557,100

Conveyance $17,560,300 $14,976,000 $17,535,000 $15,455,000 $13,765,000 $79,291,300

Watershed $5,291,000 $5,700,000 $4,360,000 $3,335,000 $3,165,000 $21,851,000

Wastewater $36,915,000 $42,290,000 $40,783,000 $32,025,000 $35,665,000 $187,678,000

TOTAL $62,058,400 $64,121,000 $63,438,000 $51,465,000 $53,295,000 $294,377,400

WWTD - Pump Stations (Treatment)

WWTD - Rock Creek

Closed Projects

All Projects

Home Portfolio


Surface Water Capital Project ListFY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-

2020

P rojec ted

6222 SWM PA SSENGER V EHIC LE/ LIGHT

TRUC K

$0 $0 $0 $8,000 $0 $0 $0 $0 $8,000

6304 SWM HEA V Y TRUC KS/EQ UIPMENT $0 $540,000 $540,000 $185,000 $200,000 $200,000 $200,000 $200,000 $985,000

$0 $540,000 $540,000 $193,000 $200,000 $200,000 $200,000 $200,000 $993,000

103RD TO 106TH A V E STO RM

IMPRO V EMENTS

$0 $0 $0 $0 $0 $0 $0 $0 $0

165TH & FLO RENC E STO RM

IMPRO V EMENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

176TH & BRITETREE C IR STO RM

IMPRO V EMENT

$0 $0 $0 $0 $20,000 $80,000 $0 $0 $100,000

177TH & V INC ENT STO RM

IMPRO V EMENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

192ND & BLA INE TER. STO RM

IMPRO V EMENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

195th A ND FA RMINGTO N STREA M

ENHA NC EMENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

196TH A ND BLA NTO N C O NV EYA NC E

PRO JEC T

$0 $0 $0 $30,000 $75,000 $0 $0 $0 $105,000

77TH (BH HWY TO BRO A DMO O R

TERR) STO RM IMP

$0 $0 $0 $0 $0 $0 $0 $0 $0

BA RC ELO NA STO RM IMP : BA KER ST ,

174TH A V E & SUGA R P LUM LN

$0 $0 $0 $0 $0 $50,000 $80,000 $900,000 $1,030,000

BA RNES RD A T 89TH A V E STO RM

IMPRO V EMENT

$0 $0 $0 $50,000 $0 $0 $0 $0 $50,000

BURBA NK/REGA L/IMPERIA L STO RM

IMPRO V EMENT

$0 $0 $0 $75,000 $0 $0 $0 $0 $75,000

BUTTERNUT C K ENHA NC EMENT A T

BA LES PO ND

$0 $0 $0 $0 $100,000 $200,000 $0 $0 $300,000

BUTTERNUT C K ENHA NC EMENT A T

WITZIG RESERV O IR

$0 $0 $0 $100,000 $150,000 $0 $0 $0 $250,000

BUTTERNUT C REEK STREA M REHA B

A T GLEN IV Y A ND BA RC ELO NA

$0 $0 $0 $0 $5,000 $45,000 $0 $0 $50,000

C EDA R HILLS BLV D STO RM

IMPRO V EMENT

$0 $0 $0 $0 $0 $75,000 $100,000 $0 $175,000

C EDA R MILL/N JO HNSO N PRO JEC T

P LA NNING

$0 $0 $0 $0 $0 $0 $0 $0 $0

Conveyance - Engr - Stormwater Conveyance System

Home Portfolio

Active Projects

Business Svcs - Finance - Fleet


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-

2020

P rojec ted

C EDA RC REST & WA SHINGTO N DR

STO RM IMP PRO JEC T

$0 $0 $0 $0 $0 $0 $0 $0 $0

EDGEMO O R & JENKINS WQ F $0 $0 $0 $0 $0 $0 $275,000 $0 $275,000

FA RMINGTO N RO A D & 204TH $0 $0 $0 $0 $0 $0 $0 $0 $0

HO MEWO O D (LA URELWO O D TO 88TH) $0 $0 $0 $0 $0 $0 $0 $0 $0

JA Y ST & BURLINGTO N/BO WERMA N

DR WQ F RETRO FIT

$0 $0 $0 $25,000 $250,000 $0 $0 $0 $275,000

LA IDLA W C ULV ERT $0 $0 $0 $0 $0 $0 $0 $0 $0

LA NDA U & 85TH STO RM

IMPRO V EMENT

$0 $0 $0 $0 $0 $0 $0 $200,000 $200,000

LA NEWO O D ST & SW DELMO NT A V E

WQ F RETRO FIT

$0 $0 $0 $0 $25,000 $250,000 $0 $0 $275,000

MA UI & 90TH STO RM IMPRO V EMENT $0 $0 $0 $0 $0 $0 $0 $0 $0

PA YMENT TO PRO V IDE PRO GRA M $0 $0 $0 $0 $25,000 $25,000 $25,000 $25,000 $100,000

Q UEEN MA RY A V E STO RM

IMPRO V EMENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

RO SA RO A D A ND 185TH STO RM IMP $0 $0 $0 $0 $0 $0 $0 $0 $0

SC IENC E PA RK DRIV E WQ F (from

6237)

$0 $20,000 $0 $0 $0 $25,000 $215,000 $0 $240,000

SKYHA R DRIV E STO RM

IMPRO V EMENTS

$0 $0 $0 $0 $0 $0 $0 $0 $0

STO RM IMPRO V EMENTS O N

BRENTWO O D ST , 78TH A V E, LA UREL

ST & LA URELWO O D A V E

$0 $0 $0 $0 $0 $0 $0 $0 $0

STO RMWA TER BA SIN MA STER P LA NS $0 $0 $0 $0 $0 $100,000 $100,000 $100,000 $300,000

STO RMWA TER C O NV REA L T IME

C O NTRO L

$0 $0 $0 $60,000 $0 $0 $0 $0 $60,000

STO RMWA TER INFRA STRUC TURE

FINA NC ING STUDY

$0 $0 $0 $0 $0 $0 $0 $0 $0

SW DA NA C T NEA R 213TH $0 $0 $0 $0 $0 $0 $0 $0 $0

SW PA RKV IEW A V E TO MIDEA LA NE $0 $0 $0 $0 $0 $0 $0 $0 $0

SW PA RRWA Y DR $0 $0 $0 $0 $0 $0 $0 $0 $0

TUA LA T IN-SHERWO O D RD WQ F

RETRO FIT

$0 $0 $0 $50,000 $150,000 $0 $0 $0 $200,000

WA SHINGTO N DRIV E (BIRC H TO

C A SE C O URT)

$0 $0 $0 $0 $0 $0 $335,000 $0 $335,000

YO RK A ND 192ND $0 $0 $0 $0 $0 $0 $225,000 $0 $225,000

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-

2020

P rojec ted

4944 WETLA ND MIT IGA T IO N MO NITO RING

(SWM)

$73,600 $73,000 $62,000 $85,000 $85,000 $85,000 $70,000 $70,000 $395,000

4945 SWM SMA LL WO RKS / STO RM MA STER

PRO JEC T

$111,536 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

6190 DISTRIC T SHA RE O F DEV ELO PMENT

PRO JEC TS

$14,998 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $25,000

6237 STO RMWA TER O UTFA LL RETRO FIT

PRO GRA M

$55,286 $55,000 $55,000 $55,000 $55,000 $400,000 $400,000 $400,000 $1,310,000

6346 STO RM SEWER DRA INA GE PRO JEC TS $24,977 $40,000 $40,000 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000

6363 BRO O KSIDE C ULV ERT REPLA C EMENT $13,924 $0 $190,000 $500,000 $0 $0 $0 $0 $500,000

6378 N BETHA NY STO RMWA TER PRO JEC TS $977,567 $1,725,000 $1,675,000 $1,305,000 $1,450,000 $1,975,000 $1,975,000 $1,975,000 $8,680,000

6443 MC KA Y C REEK DRA INA GE MA STER

P LA N

$0 $5,000 $0 $0 $50,000 $0 $0 $0 $50,000

6445 FA NNO C REEK DRA INA GE BA SIN

MA STER P LA N

$22,302 $25,000 $15,000 $15,000 $0 $0 $0 $0 $15,000

6534 C O NV EYA NC E IMPRO V EMENT A T

88th A V E NEA R JA MIESO N ST

$10,216 $5,000 $2,000 $0 $0 $0 $0 $0 $0

6566 RO C K C REEK FLO O DPLA IN

MIT IGA T IO N

$138,649 $540,000 $440,000 $60,000 $70,000 $660,000 $180,000 $100,000 $1,070,000

6619 HIGHWA Y 47 MA RT IN RD PA YMENT

TO PRO V IDE

$4,698 $11,000 $11,000 $13,000 $13,000 $0 $0 $0 $26,000

6630 170th A T FA RMINGTO N WQ F $9,827 $0 $0 $0 $0 $0 $275,000 $0 $275,000

6643 SWM FA C ILIT IES RETRO FIT FO R

HYDRO MO DIFIC A T IO N

$80,196 $10,000 $10,000 $5,000 $5,000 $0 $0 $0 $10,000

6680 HILLSBO RO DA V IS RD PA YMENT TO

PRO V IDE

$2,861 $0 $10,000 $10,000 $0 $0 $0 $0 $10,000

6700 NO RTH BETHA NY DEV ELO PMENT

RWQ F (BA SIN 10) 6700 (from 6378)

$0 $20,000 $20,000 $150,000 $550,000 $0 $0 $0 $700,000

6701 BETHA NY C REEK ENHA NC EMENT

P ILO T

$0 $140,000 $310,000 $545,000 $5,000 $0 $0 $0 $550,000

6702 REA L T IME C O NTRO L A T BETHA NY

C REEK WETLA ND

$0 $0 $60,000 $0 $0 $0 $0 $0 $0

6758 A LDEN WQ FA C ILITY RETRO FIT A ND

STO RM SYSTEM IMP

$0 $190,000 $140,000 $200,000 $0 $0 $0 $0 $200,000

6761 SPRINGV ILLE A LLENBA C H A C RES #3

WQ F

$0 $0 $6,500 $75,000 $0 $0 $0 $0 $75,000

6776 JO SC ELYN WQ F $0 $0 $10,000 $90,000 $0 $0 $0 $0 $90,000

6786 ELKS WQ F & STREA M ENHA NC EMENT $0 $0 $65,000 $50,000 $160,000 $0 $0 $0 $210,000

$1,540,637 $2,914,000 $3,176,500 $3,628,000 $3,323,000 $4,050,000 $4,335,000 $3,850,000 $19,186,000

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-

2020

P rojec ted

BEEF BEND/HWY 99 STO RM

IMPRO V EMENT

$0 $25,000 $10,000 $25,000 $0 $0 $0 $0 $25,000

STO RM C MP C O NV EYA NC E REHA B $0 $25,000 $25,000 $25,000 $25,000 $0 $0 $0 $50,000

$0 $50,000 $35,000 $50,000 $25,000 $0 $0 $0 $75,000

6522 PA YMENT TO PRO V IDE PRO JEC TS $0 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

$0 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

NA TURA L SYSTEM IMPRO V EMENTS -

SWM

$0 $50,000 $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

$0 $50,000 $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

$1,540,637 $3,604,000 $3,801,500 $3,971,000 $3,648,000 $4,350,000 $4,635,000 $4,150,000 $20,754,000

WQ MH RETRO FIT Ph 8 $0 $75,000 $0 $0 $0 $0 $0 $0 $0

6238 C ULV ERT REPLA C EMENT PRO JEC TS $179 $0 $0 $0 $0 $0 $0 $0 $0

6327 O LD O RC HA RD STO RM

IMPRO V EMENTS (SWM small works

4945)

$0 $0 $0 $0 $0 $0 $0 $0 $0

6339 BA UER WO O DS C ULV ERT

REPLA C EMENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

6341 C EDA R MILL / N JO HNSO N REGIO NA L

DETENT IO N

$0 $0 $0 $0 $0 $0 $0 $0 $0

6345 TV HIGHWA Y C ULV ERT UPGRA DE IN

A LO HA

$0 $0 $0 $0 $0 $0 $0 $0 $0

6393 201ST & JA Y STREET DRA INA GE $0 $0 $0 $0 $0 $0 $0 $0 $0

6427 HSPF HYDRO LO GY STUDY $0 $0 $0 $0 $0 $0 $0 $0 $0

6480 2011 WQ MH RETRO FIT PHA SE 3 $0 $0 $0 $0 $0 $0 $0 $0 $0

6524 BA UMA N PA YMENT TO PRO V IDE $4,889 $0 $0 $0 $0 $0 $0 $0 $0

6533 170th A T BLA NTO N ST WQ F $533 $0 $0 $0 $0 $0 $0 $0 $0

6535 SKYHA R WQ F $3,215 $0 $0 $0 $0 $0 $0 $0 $0

6536 WQ MH PRO JEC T PHA SE 4 $0 $0 $0 $0 $0 $0 $0 $0 $0

6561 192ND & JO HNSO N STO RM SEWER

REPLA C EMENT

$0 $0 $0 $0 $0 $0 $0 $0 $0

6570 DEV O NSHIRE DRA INA GE A NA LYSIS $22 $0 $0 $0 $0 $0 $0 $0 $0

Conveyance - Engr - Stormwater Conveyance System


Watershed Mgmt - Community Based


Active Projects

Closed Projects

Home Portfolio


FY 2014

A ctual

FY 2015

Budget

FY 2015

Revised

FY 2016

P rojec ted

FY 2017

P rojec ted

FY 2018

P rojec ted

FY 2019

P rojec ted

FY 2020

P rojec ted

FY 2016-

2020

P rojec ted

6583 WA TER Q UA LITY MA NHO LE

RETRO FIT PHA SE 5

$0 $0 $0 $0 $0 $0 $0 $0 $0

6588 HWY 99W MEDIA N WQ F $156,681 $336,000 $426,000 $0 $0 $0 $0 $0 $0

6609 C EDA R MILL FA LLS WQ F (119th @

C ornell)

$302,402 $0 $0 $0 $0 $0 $0 $0 $0

6610 WQ MH RETRO FIT PHA SE 6 (from 6428) $67,004 $0 $0 $0 $0 $0 $0 $0 $0

6660 HYPO RHEIC ZO NE P ILO T PRO JEC T $26,197 $150,000 $1,000 $0 $0 $0 $0 $0 $0

6661 WQ MH RETRO FIT PHA SE 7 (from 6428) $204,338 $150,000 $0 $0 $0 $0 $0 $0 $0

6684 BUTTERNUT C REEK RESILIENC Y

P LA NNING

$5,450 $40,000 $70,000 $0 $0 $0 $0 $0 $0

6759 SHA W ST A T 192ND STO RM (from

6346)

$0 $110,000 $70,000 $0 $0 $0 $0 $0 $0

6760 A REA 93 STO RMWA TER P LA NNING $0 $75,000 $0 $0 $0 $0 $0 $0 $0

$770,910 $936,000 $567,000 $0 $0 $0 $0 $0 $0

6200 FA NNO C REEK - 99W TO BO NITA -

SWM

$3,354 $0 $0 $0 $0 $0 $0 $0 $0

6292 BEA V ERTO N C REEK - 170TH TO

231ST - SWM

$0 $0 $0 $0 $0 $0 $0 $0 $0

6296 C EDA R MILL C REEK - 113TH TO

C O RNELL - SWM

$0 $0 $0 $0 $0 $0 $0 $0 $0

6297 SPRINGV ILLE TRIB, RO C K C REEK -

185TH TO KA ISER - SWM

$12,509 $0 $0 $0 $0 $0 $0 $0 $0

6307 TRIMET C O MMUTER RA IL WETLA NDS

MIT IGA T IO N

$0 $0 $0 $0 $0 $0 $0 $0 $0

$15,863 $0 $0 $0 $0 $0 $0 $0 $0

$786,773 $936,000 $567,000 $0 $0 $0 $0 $0 $0

$2,327,410 $4,540,000 $4,368,500 $3,971,000 $3,648,000 $4,350,000 $4,635,000 $4,150,000 $20,754,000

Suppo rt $193,000 $200,000 $200,000 $200,000 $200,000 $993,000

C o nveyance $3,678,000 $3,348,000 $4,050,000 $4,335,000 $3,850,000 $19,261,000

Watershed $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

T OT A L $3,971,000 $3,648,000 $4,350,000 $4,635,000 $4,150,000 $20,754,000


Closed Projects

All Projects

Home Portfolio


Capital Outlay Summary

Department

Proposed

Budget Description

Conveyance 8370 Field Operations Administration 37,500$ Heavy Half CB Grate Replacements

Conveyance 8370 Field Operations Administration 10,000 GEONET Extension for Automated Vehicle Location Support

Conveyance 8371 System Repair 18,500 8ft x 12ft Octogon Trench Box

Conveyance 8371 System Repair 20,000 Riser Rings for County Overlay

Conveyance 8371 System Repair 6,500 Sweeper Attachment for Bobcat Track Loader

Conveyance 8375 TV/Flow Monitoring 52,000 TV Inspection Camera & Transporter Replacement

Conveyance 8375 TV/Flow Monitoring 15,000 Lateral Packer for Line Sealing Program

Conveyance 8380 Local Repair & Construction 20,000 Repair Sleeves for Root Line Spot Repairs

Regulatory Affairs 8232 Laboratory Services 30,000 Replace Lab Auto Analyzer

Regulatory Affairs 8232 Laboratory Services 20,000 MS4 & Plant Sampling Installations

Regulatory Affairs 8232 Laboratory Services 30,000 Online Instrumentation at Plants

Regulatory Affairs 8232 Laboratory Services 28,000 Xylem EXO Platform Monitoring

Wastewater 8311 Durham Operations 12,000 Operations Cart Replacement

Wastewater 8312 Rock Creek Operations 6,000 3 Golf Carts

Wastewater 8312 Rock Creek Operations 10,000 GBT Cameras, Conduit, and Installation

Wastewater 8344 Rock Creek Mech Maintenance 10,000 Electric Cart

Wastewater 8344 Rock Creek Mech Maintenance 10,000 Gantry & Hoist for Digester Mix Pump Removal

Wastewater 8351 Durham E&I 25,000 Fiber Optic Splicer & Tester Units

Wastewater 8352 FG/HB/RC E&I 15,000 Portable Flow Meter

Wastewater 8353 Controls Systems 15,000 Centrifuge PLC & HMI Replacement

Wastewater 8353 Controls Systems 7,000 Add SCADA to an Office

Wastewater 8361 Durham Mech Maintenance 10,000 Parts Washer

Wastewater 8361 Durham Mech Maintenance 5,000 Slip Roll

Wastewater 8361 Durham Mech Maintenance 5,000 Shear

Wastewater 8362 Facilities/Support Services 15,000 Utility Vehicle

Wastewater 8362 Facilities/Support Services 5,000 Box Van Modifications

437,500$ TOTAL CAPITAL OUTLAY REQUEST

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

Clean Water Services Budget Committee FY 2015-16...Clean Water Services FY 2015-16 Adopted Budget...

Documents

Transcript of Clean Water Services Budget Committee FY 2015-16...Clean Water Services FY 2015-16 Adopted Budget...