Portland Bureau of Transportation

Portland Bureau of Transportation

Resource and FTE Summary

FY 2012-13 Adopted

FY 2013-14 Base

FY 2013-14 Reductions

FY 2013-14 Add Packages

FY 2013-14 Requested

GF Ongoing $7,481,599 $7,061,725 $0 $784,637 $7,846,362GF One-Time $120,000 - - $120,000 $120,000GF Overhead - - - - -Bureau’s Choice - - - - -Other Revenues $332,154,935 $234,191,164 ($5,000,614) $1,275,000 $230,465,550Total Revenues

$339,756,534 $241,252,889 ($5,000,614) $2,179,637 $238,431,912

FTE 745.17 737.65 (19.00) 5.00 723.65

Bureau Overview and Significant Issues The Portland Bureau of Transportation (PBOT) is the steward of the city’s transportation system and a community partner in shaping a livable city. The Bureau plans, builds, manages and maintains an effective and safe transportation system that provides access and mobility. Portland is a national leader in safe, efficient and sustainable transportation solutions. PBOT employs more than 700 people at the Portland Building downtown, its maintenance facility in Lower Albina and the Sunderland Yard recycling facility in Northeast Portland. The Bureau delivers its services through five groups: Office of the Director, System Management, Maintenance, Development and Capital Program, and Engineering and Technical Services. PBOT’s business plan guides the annual budget process and links the Bureau’s work to the Portland Plan. The business plan is developed to set priorities, and establish action items, outcomes and performance measures. PBOT receives funding from the”gas tax” (a combination of motor fuels taxes, weight-mile tax and vehicle titling and registration fees), grants, other City agencies, parking garages and meters, fees and the City general fund. In addition, bonds are sold to finance transportation projects. Funds are spent in two budgets: the operating budget and the capital budget. The operating budget includes costs to plan, manage and maintain the existing transportation system, and the capital budget includes costs to construct new elements of the system. Transportation funding is in a state of crisis nationwide, and the PBOT revenue picture is complicated. Each of the Bureau’s revenue sources brings its own variables, restrictions and trend line. Revenue streams are increasingly inadequate to meet basic maintenance obligations, much less burgeoning community desire for new assets, e.g., transit, sidewalks, accessible crossings and bikeways. Historically, the federal government has funded most transportation investments. All signs suggest that the federal government is significantly divesting from a leadership role. As a result, cities will be obliged to maintain and expand their transportation networks with their own resources to retain economic competitiveness and community vitality.

Management Data Commissioner in Charge: Charlie Hales Bureau Director: Toby Widmer Website: www.portlandoregon.gov/transportation Administration: 5% M/W/ESB Contract: 37.5% Prime & 46.55% Sub

Workforce Data Minorities: 17.89% Female: 25.81% Non-Represented: 21.4% Span of Control: 8.8 positions per supervisor Management Layers: 1 to 4

Performance Dashboard

Operating and Capital Requirements

FY 2011-12 Actuals

FY 2012-13 Adopted

FY 2013-14 Base

FY 2013-14 Request

FY 2014-15 Estimate

Operating - Base $115,679,161 $166,115,081 $190,985,825 $189,994,848 $195,694,700 Operating - One-Time Initiatives $170,000 $120,000 - $120,000 - Capital - New Construction $85,805,540 $172,492,235 $49,237,846 $47,687,846* $29,217,463 Capital - Major Maintenance $4,734,827 $1,029,218 $1,029,218 $629,218* $629,218 Unappropriated Ending Balance $30,721,573 - - - - Total $237,111,101 $339,756,534 $241,252,889 $238,431,912 $225,541,381

*GTR is 21.5% of total CIP. GTR carryover $1.7M; GTR ongoing $2.5M; GTR One Time $6M; Fees/Rates/IA’s $3.5M; Grants, $25.2M; Other $9.2M

Overview of Major Projects and Initiatives

NE Marine Dr. repaving: Grinding off old pavement and repaving miles of lanes for a critical transportation link and high-crash corridor means effective asset management and prioritizing maintenance work where safety warrants. NE 12th Ave. bridge over I-84: Low-cost redesign and signal modernization closes a gap in the bikeway network and increases freight mobility for nearby industry. Central Loop streetcar expansion: Portland leads the nation in a streetcar renaissance. The Central Loop nearly doubles the existing system, puts Made in Oregon streetcars on city streets and has already encouraged more than $900 million in development along the tracks. Statewide Transportation Improvement Program (STIP): The bureau is pursuing grant funds to enhance the transportation system and improve safety of the system. Projects include all modes: freight, transit, pedestrian and bicycling. If awarded, funds will be available in FY 16-17. Financial Task Force: The FY 2012-13 budget directed PBOT to empanel a committee to propose alternative revenue streams for transportation funding. The report concluded that PBOT lacks sufficient funding to meet its mission and that the structure of transportation funding is antiquated, unstable and in need of an overhaul. Several funding strategies were proposed within the report, available online at www.portlandoregon.gov/transportation/article/428067

Major Asset Managed – Example of Bridges

BRIDGES 5 Years Ago Current 5 Years From Now Percent Very Good/Good Condition 58% 48% 41%Percent in Fair Condition 22% 33% 44%Percent in Very Poor/Poor Condition 20% 19% 15%Unmet need (resources needed to maintain asset at fair or better condition)

$136.9M $126.7M $153M

Replacement Value Total $398.7M $378.5M $457M

FINANCIAL SERVICESPrincipal Fin Anlst (1.0 R)

100% GTR

FY 2013-14 Requested BudgetBureau of TransportationOffice of the Director 2/15/2013

APPLICATION DEV / BUS ANALYSISPrin IS Anlst-Gen (1.0 R) – Vacant)100% GTRSr Bus Sys Anlst (1.0 R)100% GTRAppl Anlst IV-Gen (2.0 R)100% GTR

MAPPING & GISGIS Tech III (1.0 R)100% GTRGIS Tech II (2.0 R)100% GTRGIS Tech II (1.0 R)25% GTRGIS Tech II (1.0 R) - Vacant100% GTR

INFORMATION MGMTSr Program Mgr (1.0 R)

100% GTR

Fin Anlst (1.0 R)100% GTRAsst Fin Anlst (1.0 R)100% GTRAsst Fin Anlst (1.0 R) – Vacant100% GTRAcct I (2.0 R)100% GTRAcct I (1.0 R) – Vacant100% GTR

Sr Fin Anlst (2.0 R)100% GTRFin Anlst (2.0 R)100% GTR

ASSET MANAGEMENTPrin Mgmt Anlst (1.0 R)

100% GTR

OPERATIONSBusiness Ops Mgr (1.0 R)

100% GTR

Timekpg Spec (4.0 R)100% GTR

HR SUPPORTAdmin Asst (1.0 R)100% GTRSr Admin Spec (1.0 R)100% GTRTimekeeping Spec (1.0 R)100% GTR

PAYROLLAdmin Supv II (1.0 R)

100% GTR

FINANCIAL PLANNING & ANALYSIS

Bus Ops Supv (1.0 R)100% GTR

FINANCIAL ACCOUNTINGBus Ops Supv (1.0 R)

100% GTR

Transportation Director (1.0 R)100% GTR

LOSS CONTROL / TRAININGSafety&Risk Officer II (1.0 R)

100% GTR

RIsk Spec (1.0 R)100% GTR

CENTERS & CORRIDORSSr City Planner-TRA (1.0 R)1 – 6% GTRSr City Planner-TRAM (1.0 R)80% GTRCity Planner II-TRN (1.0 R)1 – 5% GTR

POLICY & SYSTEMSTrans Plng Coord (1.0 R)75% GTRSr City Planner-TRA (2.0 R)1 – 80% GTR1 – 5% GTRCity Planner II-TRN (1.0 R)1 – 7% GTR

Exec Asst (1.0 R)100% GTR

TRANSPORTATION PLANNINGTrans Planning Mgr (1.0 R)

100% GTR

BUSINESS SERVICESSenior Business Ops Mgr (1.0 R)

100% GTR

Prin IS Anlst-Gen (1.0 R)100% GTRAppl Anlst IV-Gen (1.0 R)100% GTRAppl Anlst III-Gen (4.0 R)100% GTR

BUREAU OF TECH SERVICES IS Manager (1.0 R)

100% GTR

General Transportation Revenue (GTR) is primarily State Highway Fund revenues (comprised of motor fuels tax, vehicle titling and registration fees, and weight-mile tax imposed on trucks) and City parking revenues.

Non-GTR funding includes intergovernmental revenues from federal, state, and local sources, interagency revenues from other City funds and bureaus, and cost recovery revenues (service charges, licenses, and permits.)

COMMUNICATIONS & PUBLIC AFFAIRSAsst to Bureau Director (1.0 R) – Vacant100% GTRSr Cmty Outrch & Info Rep (2.0 R)100% GTRGraphic Designer II (1.0 R)100% GTR

CONTRACTS & PROCUREMENTSr Mmgt Anlst (2.0 R)100% GTR

Trans Devl & Engr Svcs Grp Mgr (1.0 R)100% GTR

Engr-TRAF (1.0 R)<4% GTREngr Tech III (1.0 R)<4% GTREngr Tech II (1.0 R)<4% GTREngr Tech II (1.0 R) –Vacant <4% GTREngr Tech I (1.0 R)<4% GTRSr City Plnr-LNDU(1.0 R) <4% GTRCity Plnr II-LNDU(1.0 R) <4% GTR

DEVELOPMENT SERVICES Principal Engineer (1.0 R)

<70% GTR

ROW Agt III (3.0 R)<2% GTRROW Agt II (3.0 R)<2% GTRROW Agt I (1.0 R) <2% GTR

STREET SYSTEMS / UTILITIES MGMT

Dev Svcs Mgr (1.0 R)<25% GTR

Engr Tech III (1.0 R)<4% GTR

Engr Tech III (1.0 R)<4% GTREngr Tech II (1.0 R)<4% GTREngr Tech I (1.0 R) –Vacant <4% GTR

Engr-CIV (1.0 R)<20% GTRSr Engr Assoc-CIV (2.0 R) <20% GTREngr Tech I (1.0 R)<20% GTR

Engr Tech III (1.0 R)<4% GTREngr Tech II (2.0 R)<4% GTRSr PW Insp (1.0 R) –Vacant)<4% GTRPW Insp (5.0 R)<4% GTR

Dev Svc Tech III (1.0 R ) <4% GTREngr Tech I (3.5 R)<4% GTR

OSS II (1.0 R)100% GTR

Cap Proj Mgr III (1.0 R)<50% GTRCap Proj Mgr II (1.0 R)<4% GTRCap Proj Mgr I (3.0 R)<4% GTR

Senior Engr (1.0 R)<4% GTRCap Proj Mgr II (3.0 R)2 – <4% GTR1 – <9% GTROSS III (1.0 R)100% GTR

Strcar Ops Supv (3.0 R)<41% GTRStrcar Ops Supv (1.0 R) –Vacant <41% GTRStreetcar Officer (1.0 R)<41% GTRStreetcar Officer (1.0 R) –Vacant <41% GTR

Streetcar Mnt Supv (3.0 R)<41% GTRUW I (4.0 R)<41% GTRUW I (1.0 R) – Vacant<41% GTR

SYSTEM DEV CHARGE/TRAM

Dev Spv II (1.0 R)0% GTR

PERMIT PROCESS PW Permit Engr Mgr(1.0 R) <30% GTR

PERMIT ENGRSenior Engr (1.0 R)

<20% GTR

CENTRAL BUSINESS DIST

Dev Supv I (1.0 R)<30% GTR

DEV & BLDG PLAN REVIEW

Supv Engr (1.0 R)<30% GTR

ROW ACQUISITIONROW Acq Spv (1.0 R)

<30% GTR

STREETCAR MAINTStrcar Mnt Mgr (1.0 R)

<41% GTR

STREETCAR OPS/SAFETY

Strcar Ops Mgr (1.0 R)<41% GTR

Admin Asst (1.0 R)100% GTR

Cap Proj Mgr III (2.0 R)1 – < 30% GTR 1 – <34% GTR

PROJECT CONTROLSCap Proj Control Mgr (1.0 R)

<50% GTR

CAPITAL PROJECTSCap Program Mgr (1.0 R)

<50% GTR

TRAN MGMT SUPPORTAdmin Supv I (1.0 R)

100% GTR



FY 2013-14 Requested BudgetBureau of TransportationDevelopment & Capital Program 2/15/2013

CAD Tech III (1.0 R) – Vacant100% GTREngr Tech II (2.0 R)100% GTREngr Tech I (1.0 R)100% GTREngr Tech I (1.0 R) - Vacant100% GTR

Chief Engineer (1.0 R)100% GTR

Sr Engr Assoc-CIV (2.0 R)<10% GTRCap Proj Mgr II (1.0 R)<10% GTRCAD Tech II (1.0 R)<10% GTR

Engr-BRDGE (2.0 R)1 – 100% GTR1 – <7% GTRSr Engr Assoc-STR (1.0 R) <22% GTR

SURVEYEngr Survey Mgr (1.0 R)

100% GTR

Surveyor II (2.0 R) <2% GTRSurveyor II (1.0 R) –Vacant <2% GTRSurveyor I (6.0 R) <2% GTRSurvey Aide II (8.0 R) <2% GTRMap Data Tech II (1.0 R) <2% GTRMap Data Tech I (1.0 R) <2% GTRSurvey Proj Sup Tech(1.0 R) <2% GTR

CONSTR, INSP & PAVEMENT Principal Engr (1.0 R)

100% GTR

Sr PW Insp (3.0 R)<2%GTRPW Insp (3.0 R)<2%GTR

Material QC Spec (1.0 R) <40%GTREngr Tech II (4.0 R)<2%GTREngr Tech I(1.0 R)<2%GTR

Engr-Traffic (3.0 R)1 – <30% GTR1 – <35% GTR1 – <75% GTRSr Eng Assoc-Traf (2.0 R)1 – <20% GTR1 – <45% GTRL & S Inspector (1.0 R)<2% GTREngr Tech II (2.0 R)1 – <75% GTR1 – <40% GTRGIS Tech II (1.0 R)<30% GTR

Electrician (8.0 R)<90% GTRAEO I (5.0 R)<90% GTR

Cap Proj Mgr II (1.0 R)<65% GTRMgmt Analyst (1.0 R)100% GTR

SIGNALS & ST LIGHTSPrincipal Engr (1.0 R)

100% GTR

Sr Engr Assoc-CIV (2.0 R)<10% GTRCap Proj Mgr II (1.0 R)<10% GTREngr Assoc-CIV (1.0 R)<10% GTRCAD Tech II (1.0 R)<10% GTR

Engineer-CIV (1.0 R)<10% GTRSr Engr Assoc-CIV (1.0 R)<10% GTREngr Tech III (1.0 R)<10% GTRCAD Tech II (1.0 R)<10% GTR

CIVIL DESIGNSupv Engr (1.0 R)

100% GTR

CAD Anlyst (1.0 R)100% GTR

S&SL Tech (1.0 R)<90% GTRElectrician (2.0 R)<90% GTRElect Tech II - Traf Signal (3.0 R)<90% GTR

BRIDGES & STRUCTURES

Supv Engr (1.0 R)<65% GTR

CIVIL DESIGN 1Senior Engr (1.0 R)

<10% GTR


<10% GTR


<10% GTR

SURVEY FIELD OPSSurvey Supv (1.0 R)

<50% GTR

INSPECTION SVCSPW Insp Supv (1.0 R)

<15%GTR

TECH SERVICESSenior Engr (1.0 R)

<25%GTR

S&SL ENGINEERINGSenior Engr (1.0 R)

<70% GTR

ELECTRICAL MAINTElectrical Supv(1.0 R) – Vacant

100% GTR

SIGNAL MAINTElectrical Supv (1.0 R)

100% GTR



FY 2013-14 Requested BudgetBureau of TransportationEngineering Services 2/15/2013

INTELLIGENT TRANS SYSTEMSEngr – Traff (1.0 R)<70% GTR

OSS III (1.0 R)65% GTR

ACTIVE TRANSPORTATIONTrans Div Mgr (1.0 R)

49% GTR

Sr City Plnr -TRA (1.0 R) 14% GTRTDM Spec II (1.5 R)1 FT 15% GTR1 PT 8% GTR TDM Spec I (1.0 R)14% GTRTDM Asst (3.0 R)1 FT 20% GTR1 FT 18% GTR1 PT 6% GTR

PARKING ENFORCEMENTTrans Div Mgr (1.0 R)

100% GTR

Pkg Code Enf Off(15.0 R) 100% GTRPkg Code Enf Off(1.0 R) – Vacant100% GTRPCEO–Abandon Auto (3.0 R) 100% GTRUtil Worker II (1.0 R)100% GTR

Pkg Code Enf Off (31.0 R) 100% GTRPkg Code Enf Off (1.0 R) – Vacant100% GTR

OSS II (3.0 R)100% GTROSS II (1.0 R) –Vacant 100% GTR

PARKING OPERATIONSTrans Div Mgr (1.0 R)

100% GTR

Prog Coord (1.0 R)100% GTREngr Tech II (4.0 R)100% GTREngr Tech II (1.0 R) –Vacant 100% GTREngr Tech I (0.50 R)100% GTREngr Tech I (0.50 R) –Vacant 100% GTR

OPERATIONSPkg Pay Station Anlyst (1.0 R)90% GTRProg Coord (0.50 R)100% GTRMgmt Anlst (1.0 R) –Vacant 100% GTRProg Spec (1.0 R)100% GTRTDM Spec I (1.0 R)100% GTROSS III (1.0 R)95% GTR

Transp System Group Mgr (1.0 R)_ 100% GTR

Engineer-TRAF (2.0 R)6% GTRSr Eng Assoc-TRAF (1.0 R)6% GTRSr Eng Assoc-TRAF (1.0 R) 43% GTRSr Eng Assoc-CIV(1.0 R)6% GTR

Prog Spec (1.5 R)1 FT 0% GTR1 PT 0% GTRTDM Spec II (1.0 R)33% GTRTDM Spec I (2.5 R)1 FT 56% GTR1 FT 25% GTR1 PT 0% GTR

PKG CONTROLPkg Ctrl Mgr (1.0 R)

100% GTR

AT PROGRAMSProg Mgr (1.0 R)

12% GTR

AT OPERATIONSProg Mgr (1.0 R)

35% GTR

AT PROJECTS & FUNDINGTraffic Invest Mgr (1.0 R)

65% GTR

Sr Engr Assoc-Traf (3.0 R)1 – 96% GTR1 – 66% GTR1 – 62% GTREngr Assoc-Civ(2.0 R)1 – 96% GTR1 – 73% GTRAsst Prog Spec(1.0 R)94% GTREngr Tech III (1.0 R)97% GTREngr Tech I (1.0 R)95% GTR

PKG DISPATCHAdmin Supv I (1.0 R)

100% GTR

PKG ENF OPS 2Pkg Enf Supv (1.0 R)

100% GTR

PKG ENF OPS 1Pkg Enf Supv (1.0 R)

100% GTR

PARKING GARAGESProgram Mgr (1.0 R)

0% GTR

Pkg Pay Station Tech (8.0 R)90% GTRPkg Pay Station Tech (1.0 R) –Vacant 90% GTR

Trans Plng Coord (2.0 R)1 – 89% GTR1 – 53% GTREngr-Traffic (1.0 R)10% GTRProg Spec (1.0 R)19% GTRTDM Spec II (0.50 R)26% GTR

PKG METERSPW Supv II (1.0 R)

100% GTR

TRAFFIC DIST OPSSr Engineer (1.0 R)

94% GTR

TRAFFIC DESIGNSupv Engr (1.0 R)

51% GTR

PKG ENF OPS3Pkg Enf Supv (1.0 R) – Vacant 100% GTR

Pkg Code Enf Off (17.5 R) – Vacant 100% GTR

FY 2013-14 Requested BudgetBureau of TransportationTransportation System Management2/15/2013



Maintenance Group Mgr (1.0 R)100% GTR

Prin Mgmt Anlst (1.0 R)100% GTRMgmt Asst (1.0 R) –Vacant 100% GTR

AEO II-SWPR (3.0 R)1 – 76% GTR2 – 76% GTR BES I/A AEO I (3.0 R)2 – 76% GTR1 – 76% GTR BES I/AUW II (8.0 R)76% GTR

AEO II-SWPR (5.0 R)76% GTRAEO I (3.0 R)76% GTRUW II (3.0 R)76% GTRUW II (2.0 R) - Vacant76% GTRUW II (1.0 R) (Vacant)76% GTR BES I/A

FLEETAEO I (2.0 R)100% GTR

Storekper III (2.0 R)87% GTRStorekper II (3.0 R) 87% GTR

Svc Disp Lead (1.0 R) 100% GTRSvc Disp (5.0 R)3 FT 100% GTR4 PT 100% GTR

MAINT CONSTRUCTION & OPERATIONSPW Div Mgr (1.0 R)

100% GTR

Admin Asst (1.0 R)100% GTRSidewlk Insp (1.0 R)64% GTR

STORES &PURCHASING

PW Supv II (1.0 R)87% GTR

NIGHT ST CLN & FLEET

PW Supv II (1.0 R) 76% GTR

DAY ST CLN PW Supv II (1.0 R)

76% GTR

STRCT MNT 1PW Supv II 1.0 R)

94% GTR

STRCT MNT 2PW Supv II 1.0 R)

94% GTR

Carpenter (4.0 R)94% GTRConc Fin (1.0 R)94% GTRWelder (1.0 R)94% GTRWelder (1.0 R) –Vacant 94% GTRAEO I (1.0 R)94% GTR

Carpenter (1.0 R)94% GTRConc Fin (1.0 R)94% GTRPainter (1.0 R)94% GTRAEO I (1.0 R)94% GTRUW II (3.0 R)94% GTR

St. Maint Crew Ldr (1.0 R)73% GTRCEO (2.0 R)73% GTRUW II (1.0 R) – Vacant73% GTRStorekper I (1.0 R)73% GTR

FACILITIESGen Mech (2.0 R)97% GTRUWI (2.0 R)97% GTR

SUNDERLAND & FACILITIES

Prog Mgr (1.0 R)73% GTR

Sidewlk Insp (3.0 R) 64% GTRConc Fin (5.0 R)64% GTRAEO I (1.0 R)64% GTRUW II (3.0 R)64% GTRGIS Tech II (1.0 R)64% GTR

SIDEWALK MNT 2PW Supv II (1.0 R)

64% GTR

SIDEWALK MNT 1PW Supv II (1.0 R) –Vacant 64% GTR

Conc Fin (5.0 R)64% GTRCEO (1.0 R)64% GTRAEO I (1.0 R)64% GTRUW II (4.0 R)64% GTR

COMMUNICATIONS& DISPATCH

PW Supv II (.50 R)100% GTR



FY 2013-14 Requested BudgetBureau of TransportationMaintenance Construction & Operations 2/15/2013

CS Video Insp (1.0 R) 12% GTRAEO II-SVOP (3.0 R)12% GTRUW II (8.0 R)12% GTR


ENVIRONMENTAL SYSTEMSPW Div Mgr (1.0 R)

100% GTR

CS Video Insp (1.0 R) 12% GTRCS Invest (1.0 R)12% GTRAEO II-SVOP (2.0 R)12% GTRAEO I (1.0 R)12% GTRUW II (7.0 R)12% GTR

Prin Mgmt Anlst (1.0 R)100% GTRMgmt Asst (1.0 R -Vacant 100% GTR

CS Video Insp (1.0 R)12% GTRCS Invest (1.0 R)12% GTRAEO II-SVOP (2.0 R)12% GTRAEO I (1.0 R)12% GTRUW II (8.0 R)12% GTRUW II (1.0 R)12% GTR BES I/A

ES Mt Crew Ldr (1.0 R)10% GTRCS Invest (1.0 R)10% GTRCEO (1.0 R)10% GTRAEO II-SVOP (1.0 R)10% GTRAEO I (1.0 R)10% GTRUW II (5.0 R)10% GTR

ES Mt Crew Ldr (3.0 R) 10% GTRCEO (3.0 R)10% GTRAEO I (3.0 R)10% GTRUW II (7.0 R)10% GTR

ES Mt Crew Ldr (2.0 R) 10% GTRCS Video Insp (2.0 R)10% GTRAEO I (3.0 R)10% GTRUW II (7.0 R)10% GTR

ES Mt Crew Ldr (3.0 R)10% GTRCEO (3.0 R)10% GTRAEO I (3.0 R)10% GTRUW II (6.0 R)10% GTRUW II (1.0 R) – Vacant10% GTR

SWR RPR N/NEPW Supv II (1.0 R)

100% GTR

SWR RPR WPW Supv II (1.0 R)

100% GTR

SWR RPR SE PW Supv II (1.0 R)

100% GTR

STRMWTR MTPW Supv II (1.0 R)

100% GTR

SWR CLN N/NEPW Supv II (1.0 R)

100% GTR

SWR CLN WPW Supv II (1.0 R)

100% GTR

SWR CLN SEPW Supv II (1.0 R)

100% GTR

Util Locator (5.0 R)12% GTROSS II (1.0 R)12% GTR

RAPID DEPLOYMENTPW Supv II (1.0 R)

100% GTR

Env Policy/HazMat Coord (1.0 R)100% GTRAdmin Asst (1.0 R)100% GTRProg Spec (1.0 R) 12 % GTRMt Plnr/Schdlr (2.0 R)1 – 12% GTR1 – 10% GTR

ES Mt Crew Ldr (1.0 R)12% GTRCS Video Insp (1.0 R)12% GTRCEO (1.0 R)12% GTR AEO II-SVOP (1.0 R)12% GTRAEO I (1.0 R)12% GTRUW II (7.0 R)12% GTR

FY 2013-14 Requested BudgetBureau of TransportationMaintenance Operations – Environmental Systems 2/13/2013



UTILITY LOCATESPW Supv II (0.5 R)100% GTR

St Maint Crew Ldr (1.0 R)76% GTRCEO (2.0 R)76% GTRCEO (1.0 R) – Vacant 76% GTRAEO II: TRCTR (1.0 R)76% GTR AEO II: SWPR (2.0 R)76% GTRAEO I (5.0 R)76% GTRAEO I (1.0 R) – Vacant 76% GTRASPHLT RKR (2.0 R)76% GTRUW II (3.0 R)76% GTRUW II (1.0 R) – Vacant 76% GTRUW I (2.0 R)76% GTR

Traffic Crew Ldr (4.0 R)75% GTRAEO I (1.0 R) – Vacant 75% GTRUW II (8.0 R)75% GTRUW II (1.0 R) – Vacant 75% GTRSign Maker (1.0 R)75% GTR

Traffic Crew Ldr (3.0 R) 75% GTRAEO I (2.0 R)75% GTRUW II (9.0 R)75% GTR

STREET SYSTEMSPW Div Mgr (1.0 R)

100% GTR

St. Maint Crew Ldr (2.0 R) 76% GTRCEO (2.0 R)76% GTRAEO I (6.0 R)76% GTRASPHLT RKR (3.0 R) 76% GTRUW II (4.0 R)76% GTRUW II (2.0 R) – Vacant 76% GTRUW I (1.0 R)76% GTR

St. Maint Crew Ldr (3.0 R)76% GTRAEO I (1.0 R)76% GTRASPHLT RKR (3.0 R)76% GTRUW II (5.0 R)76% GTRUW II (1.0 R) – Vacant 76% GTRUW I (1.0 R)76% GTR

Admin Asst (1.0 R)100% GTROSS II (2.0 R)100% GTR

GIS Tech II (2.0 R)75% GTRGIS Tech I (1.0 R)75% GTR

St. Maint Crew Ldr (1.0 R) 76% GTRAEO I (2.0 R)76% GTRASPHLT RKR (1.0 R)76% GTRUW II (10.0 R)76% GTRUW I (1.0 R)76% GTR

ST MAINT 1PW Supv II (1.0 R)

76% GTR


76% GTR


76% GTR

ST MAINT 4PW Supv II (1,0 R)

76% GTR

TRAF MAINT EASTPW Supv II (1.0 R)

75% GTR

TRAF MAINT WESTPW Supv II (1.0 R)

75% GTR

FLEET & EQUIPProg Coord (1.0 R)

100% GTR


TRAF SIGNS & MARKINGS

Sr Engr (1.0 R)75% GTR

Prin Mgmt Anlst (1.0 R)100% GTRMgmt Asst (1.0 R -Vacant 100% GTR



FY 2013-14 Requested BudgetBureau of TransportationMaintenance Operations – Street Systems2/13/2013

B U D G E T H A N D O U T F Y 2 0 1 3 - 1 4

portland bureau of transportation

The Portland Bureau of Transportation (PBOT) is the steward of the city’s right of way and transportation system and a community partner in shaping a livable city. The Bureau plans, builds, manages and maintains an effective and safe transportation system that provides access and mobility. This mission guides PBOT’s every move.

Portland is a national leader in safe, effective and sustainable transportation solutions. The transportation system is an over $8 billion investment in assets that facilitate the movement of people, goods and services within Portland. The Bureau employs more than 700 people at the Portland Building downtown, its maintenance facility in Lower Albina and the Sunderland Recycling Facility in Northeast Portland.

The Bureau’s work is driven by five goals established by its Budget Advisory Committee:

. Improve transportation safety

. Maintain transportation assets

. Enhance public health and community livability

. Support economic vitality

. Operate efficiently and effectively

P B O T B U D G E T H A N D O U T F Y 2 0 1 3 - 1 4 | 2

PBOT FEES + RATES

PBOT BUDGET PROCESS

• Held four Budget Advisory Committee meetings

• Developed budget in tandem with the Business Plan

• Balanced budget over the five-year forecast

• Aligned activities within the Bureau’s five goals

• Followed existing program rankings in prioritizing decision packages

• Directed existing resources toward street preservation-paving

• Identified opportunities for organizational efficiencies and effectiveness

• Conducted Administrative Services review to inform future steps to streamline and maximize resources

• PBOT receives revenue from permits, services and system development charges

• Council reviews and approves changes, and fees, annually in May

• PBOT will conduct an external review of select fee methodologies this spring

• Land Use Review fees will increase an average of 8 percent in FY 2013-14

• Most Construction and Street Use permit fees have a 0 or 1 percent increase in FY 2013-14, including System Development Charges

• Construction and Street Use permit fees where there is an increase, average 5 percent

• Public Works Permits continue to evolve with a proposed base plus fee methodology new this year


• Engagement of diverse and underrepresented communities in the development of the East Portland in Motion Plan – a Five-Year Implementation Strategy for Active Transportation

• Development of Five-Year Affirmative Action Plan to address underutilization and equal employment opportunity

• Commitment to Title VI of the Civil Rights Act to ensure equal access to all programs and activities

• Integration of public health and equity in long-term transportation planning and prioritization for the Transportation System Plan

• Application of the Equity Impact Assessment Tool to Bureau programs and services to identify opportunities for improvement

• Development of a Safe Routes to School Policy to equitably prioritize education, encouragement and infrastructure improvements according to each school’s student demographics and past access to Safe Routes resources

PBOT BUSINESS PLAN• Represents a strategic, focused and adaptive approach to investments, establishing a strong link between operational goals, performance management, funding strategy and resource allocation

• Aligns Bureau actions with the Portland Plan to help realize the vision of a prosperous, educated, healthy and equitable Portland

• Provides a financial snapshot, including current year revenues and expenditures and the five-year forecast

• Enhances the focus on performance measures and outcomes and ongoing accountability through reporting

• Identifies both work plan targets and strategic actions to “move the dial,” such as targeting 100 miles of paving and crack sealing

>> Taking early steps toward street preservation this summer with fog sealing • Continues momentum to pursue regional Statewide Transportation Improvement Program (STIP) funds for projects providing multi-modal benefits

PBOT EQUITY

$0

$20

$40

$60

$80

$100

$120

$140

$160

$180

$200

$220

REVENUE (MILLIONS)

City

Gen

eral

Fun

d

Fees

City

Age

ncie

s

Gra

nts

Park

ing

Met

ers

+ G

arag

es

Gas

Tax

- M

ultn

omah

Co

unty

Gas

Tax

- St

ate

Hig

hway

Fu

nd

FY 1

3-14

Req

uest

ed B

udge

t: $1

87.4

m in

tot

al r

even

ue a

s sh

own

in t

he c

hart

+ $

9.2m

in o

ne-t

ime

Bond

Sal

es +

$33

.4m

in B

egin

ning

Fun

d Ba

lanc

e =

Tota

l Bud

get

Reso

urce

s $2

30m

.

3.7%

4.

2%

4.3

%

3.3

%

3.7%

City

Eco

nom

ist’s

ant

icip

ated

ble

nded

infla

tion

rate

FY 12-13 BUDGET

FY 13-14REQUESTED

FY 14-15FORECAST

FY 15-16FORECAST

FY 16-17FORECAST

FY 17-18FORECAST

PBO

T FI

VE-Y

EAR

REVE

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Req

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Part

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305,

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$5M

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M

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M B

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TERA

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PBOT RESOURCE REALIGNMENT

$4.5M SELLWOOD BRIDGE DEBT SERVICE SAVINGS$1.2M CIP SIDEWALKS (1.58 FTE IMPACT)

$950K DOWNTOWN MARKETING INITIATIVE$500K ADA CURB RAMPS (3 FTE IMPACT)

$5.15M CONTRACT PAVING$1.5M STREET PRESERVATION -

PAVING, CRACK SEALING, FOG SEALING (ADD 20 SEASONAL FTE)$300K SIDEWALK POSTING PROGRAM (ADD 3 FTE)

$200K CURB REPAIRS (ADD 1 FTE)

$7.15M

$7.15MBES INTERGOVERNMENTAL AGREEMENT RESTORATION

OF $1.1M, FOR STREET CLEANING (RESTORE 4 FTE)

BES INTERGOVERNMENTAL AGREEMENT OF $175K FOR SEWER CLEANING (RESTORE 1 FTE)

GENERAL FUND $785K ADD PACKAGE FOR STREET PRESERVATION, SIGNALS + STREETLIGHTS

GENERAL FUND $120K ADD PACKAGE FOR SUNDAY PARKWAYS

PAYS FORSOURCE

341 389 386

600

156

345

573 660

1073

321

0

600

1200

1800

Very Good Good Fair Poor Very Poor

Lane

Mile

s, 1

2-ft

wid

e

Pavement Condition Index Category

PCI: 85-100 75-84 65-74 40-64 0-39

PCI Assessment - September 2012

Local Streets

Arterials + Collectors

PBOT STREET CONDITION 2012

SE C

ESAR

E CH

AVEZ

BLV

D

EPNO

NPNS

NWNW

SEUL

SWNI

CNN

NECN

CENT

SE DIVISION ST

E BURNSIDE ST

NE GLISAN ST

SE POWELL BLVD

SE FOSTER RD

NW ST HELENS RD

N LOMBARD ST

SE HOLGATE BLVD

SE STARK ST

SE 92

ND A

VE

SE 82

ND A

VE

SW BARBUR BLVD

N COLUMBIA BLVD

NE HALSEY ST

NE COLUMBIA BLVD

SE 52

ND A

VE

SE 12

2ND

AVE

NE 12

2ND

AVE

NE 33

RD A

VE

SW CA

PITOL

HWY

NE SANDY BLVD

NE FREMONT ST

NE 82

ND A

VE

N IN

TERS

TATE

AVE

NE 14

8TH

AVE NE AIRPORT WAY

SE 17

TH A

VE

NE KILLINGSWORTH ST

NW SKYLINE BLVD

SE BELMONT ST

SW MACADAM AVE

SE FLAVEL ST

SE WOODSTOCK BLVD

N WILLAMETTE BLVD

N GR

EELE

Y AV

E

NE LOMBARD ST

NW YEON AVE

SE MILWAUKIE AVE

SE 13

6TH

AVE

SE 72

ND A

VE

SE MCLOUGHLIN BLVD

NE 10

2ND

AVE

SE 14

8TH

AVE

NE 42

ND A

VE

W BURNSIDE RD

SE HAWTHORNE BLVD

W BURNSIDE ST

SW VERMONT ST

SE 12

TH A

VE

SW 45

TH A

VE

SW MULTNOMAH BLVD

SE 11

TH A

VE

N PORTLAND RD

SE STEELE ST

SW D

OSCH

RD

NE M

ARTIN

LUTH

ER K

ING

BLVD

SE G

RAND

AVE

SW TE

RWILL

IGER

BLV

D

SW TAYLORS FERRY RD

NE PRESCOTT ST

N ROSA PARKS WAY

SE 28

TH A

VE

SE WASHINGTON ST

SW SH

ATTU

CK R

D

SW N

AITO

PKY

NE CU

LLY B

LVD

NW NAITO PKYNW LOVEJOY ST

NE WEIDLER ST

SE 50TH AVE

SE 62

ND A

VESE

60TH

AVE

SE 76

TH A

VE

NE PORTLAND HWY

NW CORNELL RD

NW 18TH AVE

SW BEAVERTON HILLSDALE HWY

SW PATTON RD

SE 16

2ND

AVE

NW 23

RD A

VE

N KILLINGSWORTH ST

N DE

NVER

AVE

SE TACOMA ST

NW THOMPSON RD

NW NICOLAI ST

SW 35

TH A

VE

SW SUNSET BLVD

SW SUNSET HWY

SW BOONES FERRY RD

NE 21

ST A

VE

NW BRIDGE AVE

SE MORRISON ST

N GOING ST

SW CLAY ST

SE 13

TH A

VE

N UNION CT

SW STEPHENSON ST

SE 16

0TH

AVE

SE 11

2TH

AVE

SUNSET HWY

SW LESSER RD

SW 4T

H AV

E

NE BROADWAY ST

NW VAUGHN ST

N SMITH ST

NW FRONT AVE

SE 20

TH A

VE

SE CLATSOP ST

NE 20

TH A

VE

SE 11

1TH

AVE

N COLUMBIA WAY

SW CAMERON RD

NE 16

2ND

AVE

SE THORBURN ST

SW 6T

H AV

E

SW H

OOD

AVE

SW JEFFERSON ST

N BURGARD RD

SE 10

2ND

AVE

SE MT SCOTT BLVDSE TENINO ST

SW 62

ND A

VE

NE MARTIN LUTHER KING JR BLVD

SW 49

TH A

VE

SW GARDEN HOME RD

N OSW

EGO

AVE

N PHILADELPHIA AVE

SW POMONA ST

NE 82

ND W

AY

NE 21

ST A

VE

NE PRESCOTT ST

SW SUNSET HWY

NE 82

ND A

VE

NE PRESCOTT ST

SE CLATSOP ST

NW CORNELL RD

SE 162ND AVE

NW SKYLINE BLVD

SE STARK ST

SE CLATSOP ST

NW SKYLINE BLVD

N LOMBARD ST

NE HALSEY ST

SE 60

TH A

VE

NE 10

2ND

AVE

NE WEIDLER ST

SE 11

2TH

AVE

N BUR

R AV

E

N WILLIS BLVD

NE HOLMAN ST

N FAILING ST

NE KLICKITAT ST

NE SACRAMENTO ST

SE 13

0TH

AVE

SE 12

9TH

AVE

SE OGDEN STSE KNAPP STSW

VIR

GINI

A AV

E

SW FLORIDA ST

SE C

ESAR

E C

HAVE

Z BLV

D

Revision Date 8-23-2012

Streets of Citywide Significance include the following 6 categories:

I 0 0.5Miles

Freight Only

Streets of Citywide Significance

Both Transit & Freight

Transit Only (Bus Trips >= 75)

(Regional/Priority/Major Truck Streets)

(Regional/Priority/Major Truck Streets)Fixed Rail TransitPriority BikewaysHigh Crash Corridors(High Crash Corridors on State Highways including Barbur Blvd., Powell Blvd., and 82nd Avenue are not shown on Map)

"Streets of Citywide Significance" (SCS) are travel corridors PBOT prioritizes for expenditures due to their high traffic volume across all modes (freight, transit, motor vehicles, pedestrians and bicycles). Safety is a key element that factors into the SCS designation. The prioritization is necessary because the scope of resources needed to maintain transportation infrastructure greatly exceeds resources available. These established priorities guide how Maintenance Operations crews do the work to maintain the infrastructure.

For Maintaining Transportation InfrastructureStreets of Citywide Significance

Documents

Portland Bureau of Transportation