PROPOSED BUDGET...operating expenses, $21.7 million for debt service on outstanding debt obligations, $87.7 million for capital projects, $8.1 million for other fund outlays and $35.5

PROPOSED BUDGET FISCAL YEAR 2020-2021

CLEAN WATER SERVICES • FY 2020-21 PROPOSED BUDGET i

Budget Committee • Fiscal Year 2020-21

BOARD OF DIRECTORS MEMBERS

Kathryn Harrington, At-Large, Chair

Dick Schouten, District 1

Pam Treece, District 2

Roy Rogers, District 3

Jerry Willey, District 4

CITIZEN MEMBERS

Molly Brown

Lori Hennings

Mike McKillip

Dave Waffle

Tony Weller

CLEAN WATER SERVICES • FY 2020-21 PROPOSED BUDGET ii

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation award to Clean Water Services

for its annual budget for fiscal year beginning July 1, 2019. 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 one year.

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.

Clean Water Services has received both the Distinguished Budget Presentation and the Certificate of Achievement for Excellence in Financial Reporting every year it has applied.

This represents 32 years for the budget award and 33 years for the financial report.

CLEAN WATER SERVICES • FY 2020-21 PROPOSED BUDGET iii

Table of ContentsBUDGET IN BRIEFBudget Message & Budget Overview ...............................3About Clean Water Services ............................................25District History, Economic, Demographic Information ........25District Map .........................................................................30District Organizational Chart...............................................31Strategic Planning ............................................................35Mission, Vision, Promise, Values ........................................35Business Planning ..............................................................37Financial Policies .............................................................41Budget Process ................................................................47Budget Process Calendar...................................................49Budget Overview ..............................................................53Budget Sources & Uses ...................................................59Sources of District Funds ...................................................59Uses of District Funds ........................................................64Departmental Summaries ...................................................71District Summary of Positions ............................................78Debt Service .....................................................................81Debt Service Requirements................................................81Capital Projects Summary ...............................................87Major Sanitary Sewer Projects ..........................................88Major Surface Water Management Projects .......................91Financial Outlook .............................................................97Strategies ...........................................................................97Financial Forecast Assumptions .........................................98

CLEAN WATER SERVICES • FY 2020-21 PROPOSED BUDGET iv

Funds Summary .............................................................103Budget Resources and Requirements..............................103Fund Accounting Structure ...............................................104General Fund Program Codes .......................................105Operating Funds ............................................................109Operating Funds Summary ..............................................109General Fund 101............................................................. 110Storm and Surface Water Management Fund 201 ........... 112Construction Funds ..................................................... .117Sanitary Sewer System LID Construction Fund 108 ........ 118Surface Water Management LID Construction Fund 208 . 119Sanitary Sewer Construction Fund 112 ............................120Surface Water Management Construction Fund 212 .......121Tualatin Basin Water Supply Capital Project

Construction Fund 115 ..................................................122Reserve Funds ................................................................125Liability Reserve Fund 102 ...............................................126Sanitary Sewer Capital Replacement Fund 106...............127Surface Water Management Capital Replacement

Fund 206 .......................................................................128Sanitary Sewer Capital Reserve Fund 107 ......................129Surface Water Management Capital Reserve Fund 207 ..130Debt Service Funds ........................................................133Master Plan Update Debt Service Fund 111 ....................134Revenue Pension Bond Fund 114 ....................................135

Business Services ........................................................139Natural Systems Enhancement & Stewardship ..........169Regulatory Affairs ...........................................................181Utility Operations & Services .......................................195Water Resource Recovery Operations & Services ......233Appendix .........................................................................273Chart of Accounts .............................................................273Sanitary Sewer Capital Project List ..................................274Surface Water Capital Project List ...................................290Glossary ...........................................................................295Abbreviations ....................................................................305

DEPARTMENTAL DETAIL

FUND AND PROGRAM DETAIL

Budget Message & Budget Overview

CLEAN WATER SERVICES • FY 2020-21 PROPOSED BUDGET PAGE 3

Chair Kathryn Harrington

Members of the Board of Directors

Members of the Citizens Budget Committee

Clean Water Services Customers and Partners:

We are pleased to present Clean Water Services’ Proposed Budget for Fiscal Year (FY) 2020-21. 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 2019-20 budget unless otherwise noted.

The emergence of the COVID-19 pandemic in the fourth quarter of FY 2019-20 has brought about economic hardships that our community and ratepayers could not have anticipated. The abrupt threat to public health and resulting economic impact of the pandemic are challenging local and state governments, large and small businesses, and families in our community. As members of this community, we are cognizant of these challenges and have thoughtfully assembled this budget to anticipate and respond to the rapidly changing economic conditions.

Although the sudden impact of this downturn is unprecedented, Clean Water Services (District) has a long history of being practical and pragmatic in financial planning, qualities that will help us to navigate this challenge. Going forward, we need to be deliberate and measured with our investments, as well as forward-thinking and proactive in our financial planning while doing our part for the economic recovery in the region. Our priority is to ensure we are able to meet our obligations to protect the public health and the environment as well as protect our infrastructure assets and our employees during this crisis. The proposed FY 2020-21 budget does this by:

● Recommending that the proposed FY 2020-21 rate and fee increases are delayed until an economic recovery is underway.

● Delaying and sequencing capital investments.

● Prioritizing and sequencing hiring for current vacancies and new positions.

● Reducing travel and training and other operating costs that can be delayed or deferred.

Clean Water Services has retained the experts at ECONorthwest

Clean Water Services FY 2020-21 Budget Message and Overview


to study the potential economic, fiscal, housing and utility rate impacts of COVID-19 on Washington County, our ratepayers and the District’s revenue sources. The ECONorthwest modeling and analysis will help the District identify economic indicators that can assist with rate setting, capital investments and relief programs for customers as Clean Water Services navigates an economy in recovery.

Budget SummaryThe all-funds budget for FY 2020-21 excluding interfund transfers is $489.1 million, compared to last year’s revised budget of $446.8 million. This is an increase of $42.4 million or 9.5%. The total budget includes operating expenditures, capital investments, debt service, other fund level outlays, contingency and unappropriated ending working capital and reserves.

Primary ongoing budget revenues are rate revenues from sewer and surface water of $150.2 million and System Development Charges (SDCs) of $18 million. Rate revenues for sanitary sewer and surface water management (SWM) are projected to increase by $1.6 million or 1.1%, reflecting the effects of customer growth.

Primary expenditures include $82.1 million for departmental operating expenses, $21.7 million for debt service on outstanding debt obligations, $87.7 million for capital projects, $8.1 million for other fund outlays and $35.5 million for contingencies. Total expenditures for FY 2020-21 decreased by $34.6 million compared to the prior year, or 14.8%.

Total departmental operating expenditures are increasing by 3.2% overall. Labor costs are budgeted to increase by $3.2 million or 6.6%. This increase is primarily the result of costs from adding 11 positions during FY 2019-20. These additional positions will enable the District to continue its excellence in operations and maintenance as well as handle capital project workload driven by growth in the region and increased regulatory requirements. Materials and services are budgeted to decrease by $0.6 million or 2%.

The Capital Improvement Progam (CIP) is $87.7 million this year, a 21.7% decrease. The decrease in capital costs is a deliberate decision to sequence capital projects necessary to maintain condition and capacity of high priority assets and deferring projects that can wait.

Other fund level outlays are budgeted to decrease by $12.6 million. This reduction is attributable to a $15 million payment to Oregon Public Employees Retirement System (PERS) budgeted in the prior fiscal year to cover unfunded pension liability and stabilize rates. The District decided not to make this payment in FY 2019-20 or budget for it in the current year.


FINANCIAL MANAGEMENT

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

Strategies to Keep the District On Track FinanciallyThis budget has been prepared in accordance with the tenets of financial strategic direction established by the Clean Water Services Board of Directors (Board). These are as follows (see page 97 of this document):

1. Keep rate increases reasonable and predictable.

2. Maintain adequate capacity to issue debt.

3. Establish and maintain appropriate financial reserves.

4. Adopt sound financial policies.

Utility RatesIn accordance with Board direction, reasonable and predictable rate increases are vital to the long-term financial health of Clean Water Services. They provide strong assurance that the organization is well positioned to meet future needs equipped with the strongest bond credit ratings and financial flexibility possible.

Due to the financial stress many families and businesses are feeling from the COVID-19 pandemic, the District is recommending the utility rate and fee increase scheduled for implemention on July 1 be delayed until economic indicators show a recovery is underway. We will manage our budget by delaying and sequencing planned operating and capital investments.

The ECONorthwest modeling and analysis will help the District identify economic indicators that will guide us in determining when to recommend implementation of the proposed rate increases to restart delayed investments.

The proposed utility rate increases recommended for delayed implementation in FY 2020-21 are as follows:

Sanitary sewer rates are planned to increase by 4% or $1.84 per month in FY 2020-21 for the typical residential customer. In addition to supporting cost-effective operations, this increase is needed to sustain the organization’s capital investment program,


including program enhancements and proper maintenance of assets, as well as meeting increasingly stringent regulatory requirements from the United States Environmental Protection Agency (EPA) and Oregon Department of Environmental Quality (DEQ).

SWM fees are planned to increase by $0.50 per month for the typical residential customer. SWM fees fund the operation and maintenance of the public drainage system. The sanitary sewer and SWM rate increases will add an estimated $2.34 per month to the typical residential customer’s combined bill, a total combined rate increase of 4.23%.

To help fund capital investments at Clean Water Services, sanitary sewer SDCs are planned to increase from $5,800 to $5,900 per Equivalent Dwelling Unit. SWM SDCs are planned to increase from $560 to $570 per Equivalent Service Unit.

Average combined monthly service fees for sanitary sewer and SWM utilities have risen at a 10-year average annual rate of 3.49% (see table on next page). Average sanitary sewer bills are substantially lower than those of a majority of local service providers (see chart on next page). This is especially notable since Clean Water Services provides a substantially higher level of wastewater treatment than nearly all local, regional and national providers of comparable services. Combined rate increases have decreased from a high of 5.2% in 2012 to 3.47% in 2020. Clean Water Services is continuing the downward trajectory. The combined rate increase is planned for 4.23% in 2021.


◄10-YEAR UTILITY RATE HISTORYSanitary sewer and SWM average monthly rates for single family residential

Combined Sanitary Percentage Rate IncreasesFiscal and SWM Monthly Combined 10-YearYear Rates (per EDU & ESU) Annual Annual Avg (12-21)2012 $41.25 5.20%2013 $43.08 4.44%2014 $44.71 3.78%2015 $46.36 3.69%2016 $48.04 3.62%2017 $49.76 3.58%2018 $51.52 3.54%2019 $53.35 3.55%2020 $55.20 3.47%2021 $57.54 4.23% 3.91%

10-Year Utility Rate History

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

◄TYPICAL MONTHLY SEWER AND SWM BILL COMPARISON RATE HISTORYDistrict provides a higher level of wastewater treatment than nearly all local, regional and national providers of comparable servies

City / AgencyLevel of

Treatment

FY 2019-20AverageMonthlySanitary Charge

FY 2019-20AverageMonthly

SWMCharge

FY 2019-20AverageMonthly

CombinedBill

Estimated Rate Change

for FY 2020-21

EstimatedCombined

Monthly Bill

Clean Water Services AdvancedTertiary $45.95 $9.25 $55.20 4% sani &

$.50 SWM $57.54

Lake Oswego Secondary

provided by Portland

$74.72 $16.49 $91.21 3% sani &7% SWM $94.57

McMinnville AdvancedTertiary $70.94 $0.00 $70.94 2.8% sani $72.93

Portland Secondary $88.64 $29.66 $118.30 3.26% sani & 1.31% SWM $121.58

SalemRates effective 1/1/2020 Secondary $43.81 $17.17 $60.98 3% sani &

3% SWM $62.81

Vancouver, WARates effective 1/1/2020

Secondary, Activated

Sludge

$44.08 (a)$66.16 (b) $10.96 $55.04 (a)

$77.12 (b)5% sani & 8% SWM

$58.20 (a)$81.48 (b)

Rates calculated using CWS system average of 8 CCF use

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

$62.81

$58.20

$57.54

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

Portland

Lake Oswego

Vancouver - Outside

McMinnville

Salem

Vancouver - Inside

Clean Water Services

Monthly Single Family Combined Bill as of July 1, 2008

$121.58

$94.57

$81.48

$72.93

$62.81

$58.20

$57.54

$0.00 $20.00 $40.00 $60.00 $80.00 $100.00 $120.00

Portland

Lake Oswego

Vancouver - Outside

McMinnville

Salem

Vancouver - Inside

Clean Water Services

Estimated Monthly Single Family Combined Bill


Capacity to Issue DebtTo ensure adequate fiscal capacity to issue debt and meet sanitary sewer system expansion needs, Clean Water Services has a financial practice to maintain coverage ratios above the minimum required by the existing bond covenants to maintain a high bond rating. The FY 2020-21 budget continues this practice with an estimated coverage ratio of 3.79, compared to the minimum coverage requirement of 1.20 times annual debt service. Clean Water Services’ strong financial position has earned Standard & Poor’s highest rating of AAA as well as Aa1 by Moody’s Investors Service. This strong financial performance and bond rating positions Clean Water Services well for future bond issuances to fund large infrastructure project investments to meet regulatory and growth requirements.

Maintain Financial ReservesFinancial reserves provide stable funding for working capital, operating contingencies and capital investments for repair and replacement and expansion of infrastructure. The multiyear financial forecast reflects a planned issuance of debt in FY 2021-22 to fund needed capital investments in conveyance systems and treatment facilities. The planned issuance of debt and rate increases ranging from 4% - 5% will allow for growth in operating reserves to meet future funding needs for operations and capital investments including the Water Supply Program to increase water supply to the Tualatin River.

SWM fund reserves had been declining in past years as operating and capital project costs exceeded service charges collected. Fiscal controls were put in place in FY 2011-12 to reverse this negative

Kathryn Harrington,

Washington County Commisssion

Chair, visited Field Operations

prior to guidance from the U.S. Centers for Disease Control and Prevention regarding

facial coverings.


financial trend. The trend ended and cash reserves in the fund are building as planned and are estimated to be $31 million at the start of FY 2020-21. The multiyear financial forecast reflects a planned SWM rate increase of $0.50 per month to fund needed capital replacements such as street sweepers and to provide stormwater treatment to areas with inadequate stormwater management facilities. Clean Water Services has prioritized SWM capital projects in the five-year CIP.

Financial PoliciesThe Board has established a number of policies that provide management with direction in decision-making and fosters financial stability and the ability to accomplish the organization’s mission. These policies are detailed on page 41.

BUSINESS CLIMATE AND INFLUENCESBusinesses of all sizes in the region, the nation and around the world are feeling the impacts of COVID-19. Clean Water Services is working with experts from ECONorthwest to help us identify economic indicators to help us implement relief programs for customers, set rates and invest in capital projects.

Population GrowthDecades 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.

Clean Water Services serves more than 613,000 customers of urban Washington County, Oregon. The county is expected to add 63,700 people by 2025. Planning well is essential to meet service needs in an effective and cost-efficient manner.

Regulatory ClimateIn February 2004, the DEQ issued Clean Water Services the nation’s first integrated, municipal, watershed-based permit under the Clean Water Act. This innovative permit integrates the organization’s four municipal water resource recovery facilities and the municipal stormwater system permits, which provided opportunity for Clean Water Services to take advantage of creative approaches and new solutions, such as:


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

● Water quality credit trading for thermal loads between water resource recovery facilities and streamside shading improvements outside and inside the organization’s service boundary.

● Establishing performance benchmarks for the sanitary and stormwater management activities of Clean Water Services, its co-implementer cities and Washington County as a whole.

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

● Operational flexibility to optimize performance between the water resource recovery facilities while still achieving water quality for various parameters.

● Providing for a new and innovative natural treatment system discharge.

● Optimizing treatment strategies for the Natural Treatment System.

● Optimizing discharge limits and compliance measurements by integrating “bubble” loads, which allow for sharing permit limits between water resource recovery facilities and thereby providing greater opportunity for operational optimization and compliance assurance.

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

● Planning for growth and development in the basin.

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

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

● Providing research and data supporting the DEQ development and application of a biotic ligand model criteria for copper


and accurate methods for Reasonable Potential Analysis to ensure achievable compliance at the water resource recovery facilities.

DEQ accepted a petition for reconsideration of certain aspects of the Clean Water Services permit. DEQ has not yet taken action on the reconsideration and plans to wrap the reconsideration issues into the new permit, which the District must apply for in December 2020.

Clean Water Services has undertaken an extensive sampling and modeling effort of the Tualatin Basin. This effort is designed to support a request to modify the current regulatory requirements for the Tualatin River. One substantive proposal would be changes to the phosphorus limits that would allow the District to reduce chemical addition while achieving the new aluminum standard and still improve water quality in the Tualatin River. Clean Water Services continues to work with DEQ on the implementation of several other water quality standards including copper, mercury and pH. The District has implemented innovative monitoring and outreach for a class of toxic perfluorinated compounds (PFAS) to obtain information in advance of regulatory requirements.

Clean Water Services has also worked with regulatory agencies to develop strategies for increasing water reuse for irrigation, restoration and growing of wetland plants to support wetland restoration. Clean Water Services has developed and implemented innovative strategies that link stream enhancement, runoff control and urban stormwater treatment to meet regulatory requirements, achieve substantive ecological health improvement and provide resiliency to urban streams.

There has been significant improvement in the water quality in the Tualatin River due to effective pollution control efforts and innovative strategies for nutrient control, effluent reuse and water management. The Regulatory Affairs group has initiated extensive analytical and modeling efforts and will use this information to work with DEQ and guide future regulatory approaches.

While water quality has improved in the Tualatin River and its tributaries in the last decade, new and more complex challenges have arisen that cannot be solved through pollution control alone. These challenges to the health of the Tualatin River basin require a cohesive, watershed-based strategy that reaches beyond the existing regulatory framework. The watershed-based permit allows regulators, permit holders and community stakeholders to consider the entire watershed, not just individual point sources, when managing the water resources in the basin.


Clean Water Services is developing goals for a new permit, including:

● Incorporating integrated planning for longer-term strategic planning with a focus on effective pollution control and ecological outcomes.

● Expanding reuse programs to provide opportunity for greater restoration efforts including wetland restoration.

● Enhancing trading opportunities, improved and more modern cost-effective compliance monitoring.

● Enhancing stormwater approaches to build on current subbasin plans and efforts to integrate stream restoration, flow, treatment and upland stormwater controls.

Clean Water Services’ successful 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 BudgetThis commitment is apparent in the budget with advanced wastewater treatment and comprehensive stormwater management. Our conveyance and treatment of wastewater produces billions of gallons of clean water, with millions of gallons applied to wetlands, parks, schools and golf courses. We produce biosolids that help grow grass seed and forage crops. Recovering resources in the wastewater includes recovering energy – enough to produce millions of kilowatt hours of electric power used to offset over a third of the electric power requirements for treatment. Recovering nutrients also allows Clean Water Services to create a unique slow-release fertilizer that is better for plants and helps protect our streams and the Tualatin River. It’s available as a retail product called Clean Water Grow®.

Investing in Watershed HealthClean Water Services has spent almost 50 years pursuing a cohesive strategy to advance the health of the Tualatin River Watershed for more than 613,000 residents in 12 cities and Washington County. Through innovation, scientific knowledge and creativity, we work

https://www.cleanwatergrow.com/


to improve environmental health and value for our customers. These efforts have paid dividends for water quality, public health and our community. The Tualatin River is healthier than it has been in generations and has become a valued recreational asset.

Investing in Infrastructure, Public Health and the EnvironmentOver the past 10 years, Clean Water Services and our co-implementer cities have invested more than $550 million to expand, replace and upgrade our community’s four water resource recovery facilities, 43 pump stations, 858 miles of sewer lines and 545 miles of storm sewers.

Achievements in FY 2019-20

● Cleaned more than 24.1 billion gallons of wastewater.

● Recycled an average of 30.5 dry tons of biosolids per day onto agricultural fields in the Willamette Valley and eastern Oregon to improve soil condition and crop production.

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

● Earned National Association of Clean Water Agency’s highest awards at all four water resource recovery facilities for 100% permit compliance (Gold Award), including for more than five consecutive years at two of the facilities (Platinum Award).

● Completed the multiyear $34 million upgrade of the Upper Tualatin Interceptor Project. The project included installation of 11,000 linear feet of 66-inch, 60-inch and 48-inch pipe, the construction of the two vertically curved siphons under the Tualatin River, the restoration of Cook Park and portions of Jurgens Park in Tigard and Tualatin and the restoration of over 6.5 acres of wetlands and sensitive areas.

● Replaced 125 sanitary sewer laterals and rehabilitated 15,100 linear feet of sewer mains associated with the infiltration and inflow reduction program.

● Participated as the financial partner in six city-managed projects totaling $5,285,000.

● Swept more than 13,598 miles of streets collecting almost 392 dump truck loads of debris. Cleaned more than 10,700 catch basins collecting material equivalent to 136 dump truck loads to keep pollutants out of our river and streams.


● Worked with co-implementer cities to retrofit over 600 catch basins to provide additional water quality treatment, exceeding the 375 required by the District’s NPDES permit.

● Performed 673 engineering plan reviews in support of site development permits for 15 residential subdivisions and 22 commercial development/redevelopment sites.

● Performed 1,239 environmental plan reviews and 225 engineering plan reviews in support of projects throughout the service area.

● Issued 686 connection permits.

● Audited over 80 compliance measures for stormwater management with Clean Water Services and its co-implementers.

● Managed pretreatment permits issued to industrial customers to monitor and control their discharges to the water resource recovery facilities. Permitted or inspected 539 facilities discharging to the stormwater conveyance system. Inspected 204 dentist offices to control mercury discharges to resource recovery facilities. Issued 59 Ecological Business certifications.

● Performed initial sampling for perfluorinated compounds at select industrial contributors, key collection system sampling points and implemented an ongoing monitoring plan throughout the District’s sewersheds.

● Participated in three pilot studies to evaluate in-line wastewater monitoring in the sewage collection systems that could provide an additional layer of protection for the water resource recovery systems.

Investing in Public Involvement and EducationClean Water Services encourages residents to join our efforts to protect public health, enhance the region’s environmental quality of life and plan for the region’s water future.


● Nearly 7,000 students in the Tualatin River Watershed participated in at least one presentation, lab or field experience delivered or funded by Clean Water Services. Students from kindergarten through college participated in career-connected learning, tours, planting and field experiences and placed-based activities at Fernhill.

● More than 1,500 people from around the world toured Clean


Water Services water resource recovery facilities to learn how wastewater is cleaned to a level 98% higher than the nation’s other wastewater treatment facilities.

● We produce and sell four blends of Clean Water Grow® (GROW) retail fertilizer to meet public outreach goals, build credibility as a provider of choice and tell our resource recovery story. GROW is a powerful, tangible, personal way of telling the resource recovery story. Created in 2012, GROW is produced and sold by the Clean Water Institute in collaboration with Clean Water Services. The slow-release fertilizer contains Crystal Green® recovered from used water at the Durham and Rock Creek resource recovery facilities through Ostara’s nutrient recovery system. The result is a high-performing retail product that benefits the environment, improves operation and maintenance of the resource recovery process and provides the community with a thriving plant food for their gardens. This past fiscal year, we sold GROW on Amazon.com and at over 170 local and regional stores, including Kroger’s Fred Meyer stores (through 2019), ACE Hardware, True Value chains and a variety of locally-owned independent businesses. Portland Nursery continues to be our fertilizer’s biggest fan. “I hope you are still going strong with GROW. We sold a lot last year,” said Jimmy Mack, a buyer for the nursery. Most importantly, the Clean Water Grow messaging and retail program advance the mission of Clean Water Services and the Clean Water Institute to promote resource recovery and watershed health.

● Partnered with the Community Engagement Liaisons group on the Butternut Creek Enhancement Project to use community-based organizations for project outreach, translation and Spanish interpretation at meetings.

● Staff hosted four meetings and met with more than 180 neighbors living around Hagg Lake in fall 2019 for the Tualatin Joint Project. A newsletter was sent to 2,500 stakeholders in spring 2020.

● Staff and contractors hosted more than 12 meetings in FY 2019-20 with more than 40 nearby neighbors to discuss the Tualatin Interceptor and Siphon Replacement Project.


Investing in Resource Recovery Wastewater treatment has transformed over the last decade, advancing from protecting public health and the environment to also becoming resource recovery facilities that produce clean water, recover valuable nutrients and produce clean, renewable energy. Clean Water Services is a leader in this transformation.


● Projected to provide 64.4 million gallons (including on-site use) of irrigation water to more than 218 acres of athletic fields, golf courses, and parks from the Durham Facility.

● Generated approximately 21.4 million kWh of renewable energy by capturing digester gas from the Rock Creek and Durham facilities, as well as solar power at Durham to meet approximately 40% of the electrical demands for the Durham and Rock Creek facilities.

● Recycled phosphorus and ammonia at the Durham and Rock Creek facilities to produce more than 735 tons of Crystal Green® fertilizer for sale to the commercial nursery and agricultural industry.

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

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

2019-20 Achievements

● Laboratory chemist anticipated the need for and procured supplies for producing surface disinfectants, hand disinfectant and disinfecting wipes for the District and other County programs during the period of reduced supply due to the coronavirus.

● The Water Quality Laboratory performed approximately


218,000 chemical, biological and physical analyses to help Clean Water Services assure the health and safety of the Tualatin River Watershed and its residents.

● The Laboratory:

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

○ Monitored wastewater treatment facilities to demonstrate compliance with permit requirements.

○ Monitored wastewater treatment operations to ensure proper operation of the treatment facilities and provide critical data to operators.

○ Monitored stormwater runoff from different land uses to assess characteristics and inform program management decisions.

○ Monitored industrial discharges to verify they are meeting their permit obligations.

● The Laboratory supported critical compliance analysis including innovative phosphorous fractionation and emerging methods for evaluation of aluminum toxicity,

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

● Working with the USGS, Oregon Water Resources Department (District 18 Watermaster) and consultants, Clean Water Services co-funds and/or manages more than 20 stream flow gauging stations to continuously measure the flow in the Tualatin River; Dairy, Fanno, Rock, Beaverton, Gales and Chicken creeks; and many other Tualatin River tributaries. Many of these locations provide real-time data that informs water resource management activities in the basin.

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

● Coordinated with Oregon Water Resources Department, Joint Water Commission and Tualatin Valley Irrigation District to manage stored water releases from Hagg Lake and Barney


Reservoir to offset thermal loads from the water resource recovery facilities, maintain sustainable base flows in the Tualatin River and improve overall water quality.

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

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

○ Disinfection byproduct reduction and compliance.

○ Nutrient control and treatment process.

○ Natural Treatment System treatment optimization.

● Conducted a phosphorus study to update the Tualatin River phosphorus Total Maximum Daily Load (TMDL). Study goals were to assess the capabilities of the water resource recovery facilities to remove phosphorus without adding tertiary alum and monitoring the river to evaluate the effects of the higher phosphorus loading to the river.

● Jointly funded and supported USGS studies at the Forest Grove Natural Treatment System to optimize operational conditions that promote the growth of beneficial algae and minimize formation of harmful algal blooms.

● Conducting nitrification inhibition testing at the water resource recovery facilities to guide establishment of limits on industrial users that are protective of the District’s biological treatment processes.

● Coordinated with Portland State University to develop a water quality model that will be used to update the phosphorus TMDL for the Tualatin River.

● Conducted water quality modeling to evaluate the effects of various options for the retrofit and/or expansion of Hagg Lake.


Investing In Community and Building PartnershipsClean Water Services and Tree for All partners continue to build and strengthen innovative and resilient partnerships to enhance the benefits that natural resources provide to the community.


● The 35-plus partners of Tree for All surpassed 160 river miles of riparian habitat enhancement in the Tualatin River Watershed. Collectively these public and private partnerships are managing more than 30,000 acres for watershed health. Since its inception in 2005, more than 12 million native plants have been planted in the Tualatin River Watershed.

● Metro and Clean Water Services are working on over two dozen projects that protect water quality, restore native habitat, maintain flood plain access and provide recreational opportunities. These projects help provide the watershed resilience needed to address stressors such as climate change and rapid urbanization.

● The Tualatin River Watershed Council, Clean Water Services and Tree for All developed a Strategic Plan for the Watershed Council.

● Clean Water Services, US Fish and Wildlife Service and Tree for All partners completed the first phase of the 300-acre Chicken Creek Project on Tualatin National Wildlife Refuge. This visionary project reconnected Chicken Creek to its historic floodplain through a meandering path linking remnant and newly constructed channels. Crews created more than two miles of new high value stream habitat. A landscape-scale project with multiple funding partners enables all 300 acres to receive intensive native planting of riparian and wetland habitats, as well as incorporate access trails for humans. These investments provide important water quality benefits and critical connectivity of essential wetlands, streams and bottomland forest that provide habitat for over 200 species of migrating birds, winter steelhead and other native fish and wildlife in a rapidly growing urban area.

● In partnership with the Portland Audubon and Bienestar, the Paseos Verdes (Watershed Health Walks) expanded this year and included training for bilingual walk leaders and new participation from Virginia Garcia and Tualatin Hills Park & Recreation District. The program was featured in an article published on the Nature of Cities, an international platform for transdisciplinary dialogue and urban solutions.

https://www.jointreeforall.org/

https://www.jointreeforall.org/metro-partner-spotlight

https://www.jointreeforall.org/chicken-creek

https://www.jointreeforall.org/blog/2017/11/27/paseos-verdes

https://www.thenatureofcities.com/2020/01/08/paseos-verdes-the-story-of-a-morning-walk-and-a-partnership-for-greater-community-and-watershed-health/


● More than 90 farms joined the agricultural incentive program, which includes riparian restoration and many more Farm Bill incentives programs that target watershed-friendly farming practices. The Tualatin Soil and Water Conservation District, National Resources Conservation Service and Farm Service Agency are partners in the program.

● Major milestones were reached on various projects to build the nation’s newest refuge at Wapato National Wildlife Refuge near Gaston. Multiple new bridges, water management infrastructure and public access facilities are in progress and on track to be completed this summer. Multiple partners including Intel, US Fish and Wildlife Service, Tualatin Soil and Water Conservation District, Joint Water Commission, USGS, Metro and Bonneville Environmental Foundation contributed funds.

● The United States Bureau of Reclamation and Clean Water Services worked together to complete 30% feasibility designs for three major options to improve the safety of Scoggins Dam and increase water supply for the region. In the coming year Reclamation and the District will continue to gather information to better understand short- and long-term water supply options. Nearly 100 people attended the second annual fall barbeque at Hagg Lake; 2,500 people were invited. For FY 2020-21, the project team will focus on elements that increase public safety and reduce public risks over the short and long terms. Staff will also conduct public outreach and coordinate with partners and community groups including the Governor’s Regional Solutions Team, Oregon federal delegation, Oregon Department of Fish and Wildlife, Oregon Water Resources Department, National Marine Fisheries Service, US Fish and Wildlife Service and landowners including Stimson Lumber.

● Our Natural Systems technology group innovated new ways to assess the landscape, evaluate opportunities and integrate information from many sources to make better decisions and save money. This year the team developed integrated planning web map tools to incorporate regional planning data and support subbasin planning. The team created tools for managing UAS flights, managing risks and meeting regulatory requirements while collecting remote map-based data about the health of our projects. We’re incorporating regional models of habitat connectivity and field-testing new habitat quality assessment tools for long-term tracking of biodiversity trends in the Tualatin Basin. In FY 2019-20

https://www.swcd.net/

https://www.jointreeforall.org/wapato-lake

https://www.jointreeforall.org/wapato-lake

http://tualatinbasinwatersupply.org/

https://youtu.be/AOdnVmqPH_4


we have been collaborating to upgrade TerraTrak, a web application for tracking vegetation management activities developed with Metro. The new platform will better support mobile device integration for paperless data collection and contracting from the field.

● Our dedicated, hard-working vegetation management contractors quickly adapted to incorporate new requirements for physical distancing and sanitization for the coronavirus. These adaptations enabled work to continue for our major ecological enhancement efforts around the basin, which will provide the native plants installed this winter to have the best chance to establish and thrive in the years to come.

● Clean Water Services was one of 29 organizations to receive a 2020 National Environmental Achievement Award at the National Association of Clean Water Agencies’ Winter Conference in Atlanta, Georgia. The NEAA program recognizes individuals and NACWA member agencies that have outstanding contributions to environmental protection and the clean water community. Clean Water Services was recognized in the Watershed Collaboration category for our work with Tree for All. Clean Water Services partnered with US Fish and Wildlife Service, the Tualatin Soil and Water Conservation District, Tualatin Watershed Council, Tualatin Riverkeepers, Friends of Trees, PSU’s Institute for Sustainable Solutions, and The Intertwine Alliance to hold a workshop called Leveraging Partnerships to Maximize Impacts: The Power of Transformational Partnerships. The workshop focused on skill development and assessment tools for developing transformational partnerships.

https://www.nacwa.org/about-us/awards/national-environmental-achievement-award-program


SUMMARY

Commitment to Service and Financial SustainabilityClean Water Services demonstrates its ongoing commitment to service and financial sustainability by:

● Advancing restoration of the ecological integrity of the Tualatin River Watershed; continuing to apply principles of long-term environmental sustainability; and improving the design, construction and operation of its facilities and programs.

● Providing high quality services at a reasonable cost to ratepayers, both now and in the future.

● Producing environmental and economic outcomes that are superior to those achievable through the application of individual state and federal laws, rules and regulations by adopting an integrated watershed-based approach.

● Continually seeking and implementing innovative and cost-effective solutions.

EPILOGUEClean Water Services has long provided cost-effective and environmentally sensitive management of sanitary sewer and surface water management services for the Tualatin River Watershed. Our vision and commitment to providing sustainable, high value water resource management services at a reasonable cost continues with this budget. During this unprecedented time, our commitment to providing reliable, cost-effective lifeline public health services to our customers is more important than ever. We thank the Board, our partners and, most of all, our ratepayers for enabling this vital work.

Diane Taniguchi-Dennis Chief Executive Officer

About Clean Water Services


History: District FormationClean Water Services (District), formerly Unified Sewerage Agency of Washington County, was formed February 4, 1970, as a county service district under Oregon Revised Statutes Chapter 451. It was created by popular vote with the authority to implement sewerage improvements and programs and to provide the financing of those improvements and programs. The formation of the District unified 26 wastewater treatment plants. The District began a multimillion dollar pollution control program based on the areawide 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 runoff and flood control.

About Clean Water Services


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

Regulatory History and Current Operating EnvironmentThe 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.

Members of Clean Water Services

Advisory Commission and the Board of

Directors joined District staff for a picnic

and paddle on the Tualatin River in

September 2019.


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

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

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

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

$25,000

$30,000

$35,000

$40,000

$45,000

$50,000

$55,000

$60,000

$65,000

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018United States Oregon Washington County

◄PERCAPITAPERSONAL INCOMEWashington County income outpaces state and country

SOURCE: BUREAU OF ECONOMIC ANALYSIS


The region’s population continues to grow at a modest pace. Although official population estimates are not available for special districts, Clean Water Services’ estimates the population of its service area at approximately 613,000, based on 2019 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 694,000 by the year 2030. 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.

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Oregon Population Change Washington County Population Change

STATE AND ►POPULATION

TRENDGrowth in

Washington County outpaces growth

in state

SOURCE: PORTLAND STATE UNIVERSITY POPULATION

RESEARCH CENTER

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019United States 9.6% 8.9% 8.1% 7.4% 6.2% 5.3% 4.9% 4.4% 3.9% 3.7%Oregon 10.6% 9.5% 8.8% 7.9% 6.8% 5.6% 4.8% 4.1% 4.1% 3.7%Washington

County 9.0% 7.7% 7.1% 6.3% 5.6% 4.7% 4.1% 3.5% 3.5% 3.3%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

UNEMPLOYMENTRATES▼ Washington County rates are lower than state and country

SOURCE: STATE OF OREGON EMPLOYMENT DEPARTMENT


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

Wholesale City CustomersThe District provides wholesale sewage transport and treatment to seven cities — Beaverton, Cornelius, Forest Grove, Hillsboro, Sherwood, Tigard and Tualatin. The governance for the provision of these services is through Intergovernmental Agreements with each of the cities.

The service charge for sanitary sewage service for wholesale city customers is based on Clean Water Services’ rate per Equivalent Dwelling Unit (EDU) per month. Rate revenues from these wholesale customers represent about 53% of sanitary sewer service rate revenues.

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

Industrial CustomersThe District 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 12% of sanitary sewer service rate revenues.

Customers In Unincorporated AreasThe last category of customers includes residential and commercial customers in Urban Unincorporated Areas. These customers are charged a fixed rate based upon the number of plumbing fixtures within the dwelling and a variable rate based upon the calculated average domestic water consumption during the “winter” period of November through April of each year. Rate revenue from these customers represents about 34% of sanitary sewer service rate revenues.


DISTRICT MAP

Fanno Creek

Beaverton Creek

McKa y C

reek

East F

o rk Dairy Creek

West F ork Dairy Cree k

Gales Creek

Scogg ins Creek

HillsboroFacility

Durham Facility

Rock Creek

Administrative Building

TualatinRiverFarm

FieldOperations

Facility

ForestGroveFacility

Fernhill Natural

Treatment System

RockCreek

Facility

Clean Water Research & Innovation

Center


DISTRICT ORGANIZATIONAL CHART

Technical Plant Services

Treatment Plant Services

Business Strategy & Performance Management

Digital Solutions

Clean Water Services Customers

Board of Directors

Research & Innovation

Clean Water Services Advisory Commission

Chief Executive Officer

Business Services Department

64 FTE

Human Resources & Risk

Finance & Accounting

Environmental Services

Laboratory Services

Natural Systems Enhancement &

Stewardship23 FTE

Water Resource Recovery Operations &

Services 137 FTE

Administration

Regulatory Affairs Department

31 FTE

Administration

Operations

Office of the CEO

Legal Services

Government & Public Affairs

Pump Stations

Utility Operations & Services Department

126 FTE

Administration

Field Operations Division

Administration

Durham Facility

Conveyance Engineering Services

DivisionRock Creek Facility

Forest Grove & Hillsboro Facilities

Biosolids, Reuse & Fernhill

Development Services & Systems Planning

Division

Building & Facilities Maintenance Division

THIS PAGE LEFT INTENTIONALLY BLANK

Strategic Planning


OUR MISSION, OUR VISION, OUR PROMISE, OUR VALUES

Our MissionWe provide cost-effective services and environmentally sensitive management of water resources for the Tualatin River Watershed.

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

Our PromiseBeautiful clean water for today and tomorrow.

Mission, Vision, Promise, Values


Our ValuesA Long-Range, Comprehensive, Basinwide Perspective on water resources issues, challenges and opportunities.

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.

Decision-Making and Performance Management based on up-to-date, scientific and technical information.

Financially Sound, Fiscally Responsible Management maximizing value for Clean Water Services ratepayers and investors.

Our Employee Team as Clean Water Services’ greatest and most trusted resource and asset.

Protection of the Public Health and Enhancement of the Environment through the development and delivery of Clean Water Services programs and services.

Quality, Cost-Effective Customer Service 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.

Technical Excellence and Innovation in the management of Clean Water Services’ water resource recovery facilities.

Timely, Efficient Decision-Making at the Appropriate Level of the Organization enabling Clean Water Services to act swiftly, responsibly and effectively.


Five Key Strategic Outcomes focus and drive Clean Water Services (District)’s efforts to achieve its Vision, Mission and Values. Key Strategic Outcomes are the organization’s areas of greatest expertise; those strategically important, specialized capabilities that are central to fulfilling our mission and that provide an advantage in our region and to the people we serve. They set the overall direction for the District both for the short term and long term.

Clean Water Services Key Strategic Outcomes

Business Planning

Contributing to the Region’s Environmental & Economic Vitality: Clean Water Services’ sound planning, investment and stewardship in regional assets is essential to Washington County’s continued appeal as a place to invest, live, work and play.

Integrated Water Resource Management & Resilient Watersheds: In partnership with others, Clean Water Services creates resilient watersheds by optimizing and integrating the management of water resources for the benefit of the public and the environment.

Catalyzing Transformational Partnerships: Clean Water Services goes beyond organizational boundaries to create and sustain strategic partnerships in the region to accomplish more than any one organization can alone.

Research, Innovation & Resource Recovery: Clean Water Services provides services and products that deliver practical and pragmatic water solutions for our region to recover resources and to optimize our operations through innovation that is shared globally.

Organizational Excellence: Clean Water Services is a highly effective and transformative organization that maximizes the capabilities, talent and effectiveness of our employees to provide services and products that deliver on the values of the region we serve.


Performance ExcellenceClean Water Services has adopted the National Institute of Standards and Technology Performance Excellence Framework, an integrated systems approach to organizational performance. The Performance Excellence Framework focuses on people, process, planning, dialogue and implementation to help the District deliver timely, responsive service and products for our customers and stakeholders – and help deliver on the region’s values.

Under the guidance of the Business Strategy & Performance Systems program, interdisciplinary teams are developing and documenting the specific strategies that the District will implement as an organization to reach our key strategic outcomes. This process requires participants to clarify the purpose, goal and scope; to assess the current and future state; to define objectives; to consider multiple strategic perspectives; to measure, set targets and track progress; to identify initiatives; and to create action plans.

Performance MeasurementThe District’s pay delivery system for employees consists of two elements: performance-based pay and goal sharing. This system has been extensively reevaluated to refine and improve the overall programs to better connect employee compensation to measurable business results.

The pay-for-performance program is focused on the individual level and is administered through the evaluation process with employees. This also improves the competitiveness of the District’s salary structure. No automatic pay increases are built into the system.

The District’s goal sharing program has been very successful in promoting cost savings and service enhancements by encouraging both practical and innovative employee approaches and solutions to improve delivery of priority services to ratepayers. This goal sharing program provides a critical linkage between employees’ achievement of meeting targets, working together and the related financial compensation. This will help continue the trend of increasing employee productivity.

In addition to these performance measurement systems, the District tracks and reports on a wide array of other performance indicators for regulatory and operational purposes.

Financial Policies


Following are summaries of Clean Water Services’ (District’s) financial policies.

Accounting, Auditing and Financial Reporting ● The District will 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.

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

● The District will publish an audited Comprehensive Annual Financial Report each year.

Budgeting, Financial Planning and Forecasting ● The District will balance budgeted resources with budgeted

requirements within each fund to produce a balanced budget per Oregon Administrative Rules 150-294.388(1).

● The District will legally adopt its budget at the fund level with appropriations adopted in the categories of operating

Financial Policies


expenses, debt service, capital outlay, contingency and operating transfers for each fund, except the General Fund, which will have appropriations adopted by major expenditure category. Appropriations will lapse at the end of the fiscal year.

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

● The District will include its Goal Sharing objectives, measures and targets as well as other measures of performance in its published annual budget.

● The District will appropriate a minimum contingency of 10% of total budgeted expenditures in the General Fund and 5% 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 rate adjustments, supported by multiyear rate forecasting.

● The District will maintain reasonable resources for the Capital Improvement Program (CIP) and Capital Outlay, working capital, and prudent risk management.

● The District will annually prepare a multiyear financial forecast of major revenues, expenditures and other financing sources and uses for the District.

Capital Improvement Program and Budget ● The District will plan for capital improvements over multiple

years. The CIP will directly relate to the Master Plan, departmental operation plans and other long-range plans.

● The District will annually prepare a multiyear 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 will 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 five 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 will 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 of Directors (Board).

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

● The District will 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 will 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 will 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 will maintain sanitary sewer and surface water

management rates at levels that are deemed appropriate by the Board to finance costs associated with 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.

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

Budget Process


Clean Water Services (District) follows a budget process that is consistent with Oregon Local Budget Law requirements. These requirements are designed to accomplish two 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 Performance Excellence Business Partners 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 are approved if they can be met by operating more efficiently or reallocating resources.

Proposed ● The Proposed Budget is prepared under the direction of the

Budget Officer, using the results from the District’s internal review process, and presented to the Budget Committee in a public meeting.

Approved ● In the public meeting, the Budget Committee receives the

budget document, receives public comment 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 District’s Board of Directors (Board)

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.

Budget Process


An increase in appropriations outside 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 CalendarThe budget process calendar on the following page identifies timing and opportunities for public input while moving toward the actual adoption of appropriations for the coming fiscal year.

Accounting StructureThe 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. The resolution authorizing appropriations is adopted by fund each year by organizational unit or in the categories of personnel services, materials and services, debt service, capital outlay, contingency and operating transfers.

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 104 shows the organization of the various funds within the Operating, Construction, Reserve or Debt fund types. Each tab identifies the budget components included in that section of the document. A listing of the general fund program codes and the chart of accounts are provided in this document.

Budget Process Calendar

The outline below illustrates in general terms the process used to arrive at an Adopted Budget.

OCTOBER THROUGH JANUARY ● Individual program budgets developed using

budget software program.

● Draft Capital Improvement Program developed using an electronic database.


FEBRUARY, MARCH AND APRIL

Requested ● Initial meetings with District staff and management to

develop current fiscal year expenditures and review initial budget requests as prepared by division and department leaders.

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

MAY

Proposed ● Proposed Budget prepared for publication.

● Required public notice published in a newspaper of general circulation to announce 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.

JUNE

Approved ● Early June: Budget Committee meeting held to review and

revise the Proposed Budget. Public comments received and addressed. When approved, the budget moves to the Board for adoption.

Adopted ● Notice published in newspaper of general circulation that

a public hearing will be held to review the budget. (Notice includes schedule of appropriations, meeting time and place.)

● Late June: Board of Directors holds public hearing(s) before July 1, the beginning of the fiscal year, to receive public comment and adopt the budget. At this time, Board also adopts Resolution and Orders setting rates and charges and adopting the Capital Improvement Program.

Budget Overview


SummaryTotal Clean Water Services (District) revenues are budgeted to increase by $6.4 million, or 3.7%, over FY 2019-20’s Adopted Budget. Total District expenditures, including operating and capital expenditures, debt service and other fund outlays are budgeted to decrease by $34.6 million, or 14.8%, due primarily to decreases in the Capital Improvement Program (CIP) and no PERS pension liability payment budgeted for Fiscal Year (FY) 2020-21. Combined beginning fund balances are estimated to increase by just over $35.9 million, or 13.3%, largely as a result of intentionally reduced capital project expenditures and the decision to not participate in a planned one-time payment of $15 million to fund an Oregon Public Employees Retirement System (PERS) side account in FY 2019-20. The District continues to be in excellent financial condition, as indicated by its credit ratings of AAA from Standard & Poor’s and Aa1 by Moody’s Investors Service.

Revenue HighlightsThe 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% of estimated ongoing revenues for FY 2020-21. Service charges are projected to increase by $1.6 million, or 1.1%, reflecting the effects of growth. SDCs are projected to decrease by $1.8 million, or 8.9%, based on FY 2019-20 year to date and projections related to the effects of COVID-19 on the economy.

Other sources of operating and nonoperating revenue are interest earnings, grants, contributions, other assessments and miscellaneous fees. These other sources of revenue make up approximately 8% of estimated revenues for FY 2020-21. These revenues are anticipated to increase by $6.6 million in FY 2020-21.

Expenditure HighlightsTotal departmental expenditures are budgeted to increase by just under $2.6 million, or 3.2%. Expenditures for personnel services, materials and services, capital investment, debt service, and other fund level outlays are discussed in greater detail below.

Budget Overview

CLEAN WATER SERVICES • FY 2020-21 PROPOSED BUDGETPAGE 54

Personnel Services (Labor)Total personnel services are budgeted to increase by $3.2 million, or 6.6%, from the FY 2019-20 Adopted Budget. The increase in personnel services is primarily due to the mid-year addition of 11 full-time equivalent (FTE) positions during FY 2019-20. No new FTE are being proposed as part of the FY 2020-21 budget.

Materials and ServicesDepartmental materials and services are budgeted to decrease by $0.6 million, or 2%, compared to last year’s Adopted Budget. The District significantly reduced the travel and training line items to align with the COVID-19 Interim Travel Policy, which limits employee travel.

Capital InvestmentThe District is budgeting an estimated $81.3 million in new sanitary sewer system improvements and $6.5 million in new surface water management system improvements in FY 2020-21. These investments are planned to increase system capacity, meet regulatory requirements for water quality, watershed health, and to prepare for current and future growth. All of the projects scheduled for implementation in this budget have been vetted against previously adopted sanitary and surface water management facilities/master plans.

Debt ServiceDebt service remains flat in comparison to the FY 2020-21 budget.

Other Fund Level OutlaysThis expenditure type includes utility bad debt expense, franchise fees, pass-through revenues to cities, self-insurance claims costs, capital outlay and other miscellaneous nondepartmental outlays. This category is budgeted to decrease by $12.6 million as compared to the prior year primarily due to what was anticipated to be a $15 million payment in FY 2019-20 to a side account with PERS. The District instead funded $15 million in FY 2018-19 and opted to not make another payment in FY 2019-20. In the current fiscal year, other fund outlays includes $3.8 million for pass-through revenues to co-implementer cities, $5.9 million for capital outlay, $.9 million


for self-insurance claims, $.4 million for utility bad debts, and $.2 million for franchise fees. Additional costs budgeted in the current year include $.5 million designated for assistance programs and another $1.5 million set aside related to new staff positions not included in the budget. These positions will be prioritized and brought to the Board of Directors for approval based on actual revenue cash flow.

Fund BalancesBeginning fund balances are anticipated to increase by approximately $35.9 million, or 13.3%, over the current budget year primarily due to the reduction in planned capital spending in FY 2019-20 as well as the decision not to make an additional one-time payment of $15 million to a PERS side account.

Budget Overview – All Funds SummaryThe chart below shows the District’s all fund information at a summary level, which is presented on the following page in more detail.

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Combined Beginning Fund BalancesTotal Operating & Nonoperating RevenuesTotal ExpendituresEnding Fund Balance & Contingency

◄ALLFUNDSSUMMARYTotal revenues are projected to increase by 3.7% and total expenditures are budgeted to decrease by 14.8% in the FY 2020-21 Proposed Budget

CLEAN WATER SERVICES • FY 2020-21 PROPOSED BUDGETPAGE 56

FY 2020-21 BUDGET OVERVIEW ALL FUNDSFY 2018 FY 2019 FY 2020 FY 2021 % ChangeActual Actual Revised Budget Proposed Budget From FY 20

SOURCES OF FUNDS BudgetCombined Beginning Fund Balance 297,815,181$ 321,705,487$ 270,405,800$ 306,334,700$ 13.3%

Operating RevenueService Charges 136,920,762$ 146,095,520$ 148,615,500$ 150,181,500$ 1.1%Miscellaneous Fees 8,801,789 8,800,569 4,782,900 7,007,000 46.5%

Non-Operating RevenueSystem Development Charges 19,122,500$ 24,508,196$ 19,761,100$ 18,009,000$ -8.9%Grants, Contributions, & Assessments 3,045 291,267 652,100 172,100 -73.6%Build America Bond (BABs) Subsidy 1,488,316 1,445,011 1,503,200 1,442,000 -4.1%Interest Earnings 784,703 12,582,348 1,054,900 6,000,000 468.8%

Total Operating & Non-Operating Revenues: 167,121,115$ 193,722,911$ 176,369,700$ 182,811,600$ 3.7%

TOTAL SOURCES 464,936,296$ 515,428,398$ 446,775,500$ 489,146,300$ (1) 9.5%

USES OF FUNDSDepartmental Expenses

Personnel Services 36,961,765$ 34,797,714$ 48,459,100$ 51,658,400$ 6.6%Materials and Services 25,386,121 30,314,994 31,050,500 30,422,000 -2.0%Capital Outlay 422,729 - - -

Total Departmental Expenditures: 62,770,615$ 65,112,708$ 79,509,600$ 82,080,400$ 3.2%

Other Uses of FundsDebt Service 22,003,646$ 22,001,293$ 22,011,900$ 21,738,200$ -1.2%Construction (CIP) 57,932,094 98,536,404 112,022,800 87,745,100 -21.7%Other Fund Level Outlays 524,454 18,199,901 20,770,500 8,126,800 -60.9%

Total Expenditures: 143,230,809$ 203,850,306$ 234,314,800$ 199,690,500$ -14.8%

Contingency -$ -$ 28,100,400$ 35,457,600$ 26.2%Ending Fund Balance 321,705,487 311,578,092 184,360,300 253,998,200 37.8%

TOTAL USES 464,936,296$ 515,428,398$ 446,775,500$ 489,146,300$ (1) 9.5%

TOTAL FTEs 351.00 357.00 382.00 382.00 0.0%

(1) 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 2020-21 BUDGET OVERVIEW - ALL FUNDS

U:\Finance\BUDGET\2021 Budget\Budget Document\Budget Overview All Funds FY21.xlsx

Budget Sources & Uses


Recent Fiscal TrendsKey sources of funds for Clean Water Services (District) include sanitary sewer revenues, surface water management service revenues and System Development Charges (SDCs). In developing financial plans, staff reviews local economic data as well as 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 Fiscal Year (FY) 2020-21 sources of District funds. In most cases, the comparative data used is as of FY 2018-19 as audited. The FY 2019-20 information is estimated.

Service RevenueThe sanitary sewer revenues, which represent service charges assessed of wholesale and retail customers, represent the single largest source of operating revenues for the District. In FY 2018-19, they amounted to $127.9 million. The surface water management (SWM) revenues, which represent a flat fee assessed on any District customer who uses or discharges stormwater to the public storm and surface water systems, amounted to just under $15.8 million in FY 2018-19.

The District increased sanitary sewer rates by 3.0% every year from FY 2014-15 through FY 2019-20. SWM rates remained constant at $4/month/Equivalent Service Unit (ESU) through FY 2008-09. They increased $0.25 per ESU in FY 2009-10 and $0.50 per ESU each year from FY 2012-13 through FY 2019-20. In FY 2020-21 the District is not budgeting an increase in service revenue rates due to

Sources of District Funds

◄SERVICE REVENUE For sanitary and stormwater management

FY 2016 FY 2017 FY 2018 FY 2019 Est FY 2020Sanitary Sewer

Revenue $111.57 $115.95 $122.59 $127.89 $133.07

SWM Revenue $12.66 $13.75 $14.65 $15.75 $16.73

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the financial stress many households and businesses are feeling from the COVID-19 pandemic.

The District follows the Environmental Protection Agency’s (EPA) criteria for reasonable rates to monitor the combined sanitary sewer and surface water management average annual rate as a percentage of median household income. The EPA criteria is based on a median household income affordability index, which states if the sanitary sewer rate is less than 1% of median household income it is considered to be a low burden to the ratepayer while greater than 2% is considered a medium burden. The following chart reflects the District’s rate as a percentage of Washington County’s median household income for the past 10 years.

The District’s rates have been less than 1% of the county’s median household income during this time frame. This indicator is well within the EPA’s 2% criteria for affordability, but the lowest quintile of county households was closer to 3% through FY 2014-15. Since that time the rate does exceed the criteria, but has been trending closer to 2%.

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 15% since 2011, and state economists expect that trend to continue in Washington County over the next 10 years.

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2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Washington County Median Household Income

EPA Wastewater Affordability Index

District Combined Rate as % of Median Household Income

District Combined Rate as % of Lowest Quintile Household Income

DISTRICT ►RATES

As percentage of Washington County median household

income for past 10 years

SOURCE: U.S. CENSUS BUREAU


The largest threat to sanitary sewer revenues would be a slowdown in the region’s economy and subsequent residential housing occupancy. The last economic slowdown did not significantly impact service revenues received from existing residences. Population growth and retainage remain strong in Washington County. The District will continue to monitor economic conditions and revenues received as a result of the COVID-19 pandemic and adjust projected expenses accordingly. Over a longer term, reserve funds could be used to maintain service levels as needed and programs would be evaluated for efficacy based on the changes in demand. As the chart below indicates, the 10 largest ratepayers account for 11.47% of the District’s FY 2018-19 rate income. This indicates that the business risk of any single customer having a significant direct impact on revenue projections is relatively small.

◄ WASHINGTON COUNTY DEMOGRAPHIC STATISTICS FOR PAST 10 YEARSAs of April 30, 2020

YearPopulation (estimated)

Personal Income (in thousands)

Per Capita Income

Unemployment Rate

2020 613,410 n/a n/a 2.9%2019 606,280 n/a n/a 3.1%2018 595,860 36,442,209$ 60,971$ 3.5%2017 583,595 34,161,728$ 57,787$ 3.5%2016 570,510 32,175,890$ 55,017$ 4.1%2015 560,465 30,877,272$ 53,899$ 4.7%2014 550,990 28,446,967$ 50,569$ 5.6%2013 542,845 25,969,097$ 46,757$ 6.3%2012 536,370 25,788,385$ 47,008$ 7.1%2011 532,620 24,026,099$ 44,414$ 7.7%

Last Ten YearsDemographic Statistics

Washington County, Oregon

Customer Amount %Intel Corporation - Ronler Acres 9,861,821$ 7.71%Pacific Foods of Oregon 853,747 0.67%Intel Corporation - Aloha Campus 833,823 0.65%Maxim Integrated Products 703,392 0.55%Jireh Semiconductor, Inc. 697,101 0.55%Resers Fine Foods - Jenkins Road 638,121 0.50%Providence Health Systems - St. Vincent 405,889 0.32%Heritage Village Mobile Home Park 260,157 0.20%Hillsboro Landfill, Inc. 208,132 0.16%TTM Technologies North America, LLC 205,229 0.16%

SUBTOTAL (10 largest ratepayers) 14,667,412 11.47%

Balance from other customers 113,222,940 88.53%

Grand Total 127,890,352$ 100.00%

Fiscal Year 2019

Ten Largest Individual Ratepayers◄10 LARGEST

INDIVIDUAL RATEPAYERSThe six largest ratepayers are mainstays on the the list


System Development Charges 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 $24.5 million in FY 2018-19.

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

FY 2020-21 Sources of FundsOn a current year basis, resources for Clean Water Services to provide services and carry out other responsibilities are derived primarily from beginning fund balances and current operating and nonoperating 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

SYSTEM►DEVELOPMENT

CHARGESIn millions

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Service Charges$150,181,500

SDCs$18,009,000

Misc Fees & Grants$7,179,100

Build America Bond Subsidy

$1,442,000 Interest Earnings$6,000,000

Operating Fund Balances

$169,457,300

Construction Fund Balances

$69,213,700

Reserve Fund Balances$44,737,300

Debt Service Fund Balances$22,926,400

SOURCES►OF FUNDSFY 2020-21


as service charges, or received from other sources, such as SDCs, interest earnings, various fees and project reimbursements.

Current RevenuesCurrent revenues or resources the District earns during the year account for $182.8 million, or about 37% of total resources expected in FY 2020-21. The principal sources of current revenues are sanitary sewer and SWM charges, which are labeled Service Charges in the pie chart. These two sources account for $150.2 million, or 82.2% of the District’s total current revenues. The other major sources are SDCs, grants, contributions and assessments, Build America Bond subsidy and interest earnings.

Service ChargesBased on trend analysis, sanitary sewer service charges are estimated at $133.4 million and SWM charges are estimated at $16.8 million. No rate increases are built into the revenue estimates for FY 2020-21, only a modest growth factor of 0.5% accounts for the increase in budgeted revenue.

System Development ChargesThe second largest source of current revenues, SDCs, amounts to just over $18 million, or 9.8% of total current revenues. District customers are assessed this one-time SDC 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.

As part of the District’s proactive approach to do our part for the economy in the region, the District is holding rates and fees steady until economic recovery is underway. When the economy begins to recover, an increase in the sanitary sewer SDC from $5,800 to $5,900 will be proposed during FY 2020-21.

The surface water management SDC is a one-time charge designed to recover the cost of surface water management improvements. SWM SDC will increase from $560 to $570 per Equivalent Service Unit when appropriate. As with the sanitary sewer SDC, the delayed increase reflects the District’s commitment to economic recovery in the region.

Revenues from both SDCs are dedicated to capital projects and


payment of bonded debt service, per Oregon Revised Statutes (ORS 223.302).

Miscellaneous Fees, Grants and Other RevenuesThe remaining current revenues are composed of grants, contributions and assessments, Build America Bond subsidy, interest earnings and miscellaneous fees accounting for approximately $14.6 million or 8% of total current revenues.

Combined Beginning Fund BalancesThe beginning fund balances for all funds combined consist of unused revenues carried forward from prior fiscal years. In FY 2020-21, these combined balances account for just over $306.3 million, or 62.6% of the total $489.1 million in budgeted District resources. Approximately $11.0 million of this fund balance is held in reserve pursuant to debt service requirements, just under $29.4 million is held in reserve in SDC capital reserve funds, and the remaining $265.9 million is working capital.

Uses of District Funds

Recent Fiscal TrendsDue to substantial infrastructure needs, capital improvements remain one of the District’s largest expenditures. In developing financial plans, staff reviews historical spending trends and anticipated capital needs in the Capital Improvement Program to formulate assumptions for the current year budget and financial forecasts over the next five years. Below are brief descriptions of key expenditure categories, followed by more detailed discussions of FY 2020-21 uses of District funds.

Capital ExpendituresThe District allocates a large portion of its budget to capital improvements that are needed to meet water quality standards and satisfy the sanitary sewer and surface water management needs of a growing customer base. The routine replacement of vehicles, heavy equipment, information systems, and wastewater treatment and conveyance equipment, is also included in capital expenditures. In FY 2018-19, the District spent about $98.5 million, or 48.3% of total current expenditures, on capital improvements.


FY 2016 FY 2017 FY 2018 FY 2019 Est. FY2020

CapitalExpenditures $41.05 $55.40 $57.90 $98.54 $91.47

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Operating ExpenseAnother significant expenditure type for Clean Water Services is operating expense. The biggest portion of operating expense is for personnel services, which includes salaries and fringe benefits. In FY 2018-19, the District spent $65.1 million, or 31.9% of total current expenditures, on operating expense.

Over the five-year period from FY 2015-16 through FY 2019-20, operating expense has grown an average of 6% annually. The biggest drivers of cost increases have been rising utility and chemical costs, along with the increasing cost of wages and benefits for personnel. During this period, the District added 52 full-time equivalent (FTE), which contributed to the increasing personnel costs.

◄CAPITALEXPENDITURESDistrict spending is projected to decrease in FY 2019-20 from the previous year

FY 2016 FY 2017 FY 2018 FY 2019 Est FY 2020OperatingExpenses $56.66 $59.32 $62.77 $65.11 $71.56

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◄ OPERATING EXPENSES Operating expenses are on pace to increase about 10 percent over the previous year


Combined Ending Fund BalancesThe ending fund balance for all funds combined includes unrestricted operating cash reserves for sanitary sewer and stormwater operations, capital construction reserves, pension liability reserves, self-insurance reserves, and restricted reserves for debt service and sanitary sewer and stormwater SDCs for capacity enhancing improvements to the systems.

The District uses unrestricted operating cash reserves to finance capital improvements, maintain existing systems, and provide reserves for working capital needs.

The restricted reserves can only be used to fund capital construction or debt service payments. These funds are not available to meet daily operating cash needs.

FY 2016 FY 2017 FY 2018 FY 2019FY 2020

EstimatedSanitary Operating 124,194,296$ 146,164,594$ 171,041,804$ 156,392,813$ 151,052,100$ SWM Operating 9,141,136 10,917,943 13,122,178 17,077,377 18,405,200 Sanitary Construction 64,009,716 63,059,064 72,209,210 69,185,684 61,489,100 SWM Construction 4,565,726 6,415,913 8,053,446 8,429,599 7,724,600 Debt Service 23,473,016 21,926,328 21,707,323 24,044,736 22,926,400 Insurance Liability 5,616,235 5,515,774 5,442,558 5,739,412 5,142,600 Capital Reserve 43,809,698 40,087,350 22,795,567 20,876,602 29,394,800 Capital Replacement - 3,728,216 7,333,401 9,831,869 10,199,900 TOTAL 274,809,823$ 297,815,182$ 321,705,487$ 311,578,092$ 306,334,700$

ENDINGFUNDBALANCES▼


FY 2020-21 Uses of FundsClean Water Services uses resources to provide sanitary sewer and surface water management services to its customers. Ending fund balances are resources that are not spent during the year but are carried over to subsequent years.

Current ExpendituresCurrent expenditures are funds that are budgeted for the 2020-21 fiscal year including, among others, payments to construction contractors, wages and benefits to employees and principal and interest on borrowed monies. Current expenditures estimated for FY 2020-21 amount to approximately $199.7 million. The major categories of current expenditures are described below.

Capital Outlay and ProjectsOne of the largest expenditures is for capital projects, which amounts to $87.7 million or 43.9% of current expenditures.

Clean Water Services allocates a large portion of its budget to capital improvements needed to meet water quality and quantity standards and 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. The index listing all projects is included in the appendix.

Capital Construction$87,745,100

Operating Expenses$82,080,400

Debt Service$21,738,200

Other Fund Level Outlays$8,126,800 …

Contingency$35,457,600

Operating Fund Balances

$126,141,400

Construction Fund Balances

$66,003,600

Reserve Fund Balances$41,128,200

Debt Service Fund Balances$20,725,000 ◄ USES OF FUNDS

FY 2020-21


Debt ServiceDebt service for construction of the District’s facilities and other capital improvements as well as pension obligations is expected to amount to $21.7 million in FY 2020-21, or 10.9% 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 and cover pension liability costs. Borrowing allows the District to spread the costs of a capital project over the life of the asset and thereby avoid sharp increases in rates.

Personnel ServicesThe District expects to spend $51.7 million in FY 2020-21 on salaries and associated fringe benefits for its employees. Total personnel services costs represent about 25.9% of total current expenditures. The number of FTE positions is not proposed to change and will remain consistent with the FY 2019-20 revised budget of 382 FTE. The following graph indicates the staffing trends over the past five years.

Materials and ServicesThe District expects to spend $30.4 million on departmental materials and services in FY 2020-21. This represents approximately 15.2% of total current expenditures. The single largest cost in this category is for chemicals, which account for about $4.2 million or 13.8% of total materials and services. The second largest materials and services costs are contracted services at just under $4.0 million and other governmental services at approximately $3.7 million.

Combined Ending Fund Balances and ContingenciesAt the close of the fiscal year, funds remaining constitute the ending fund balance. The ending fund balance is estimated for FY 2020-21 at just under $289.4 million, including $35.5 million

113 118 121 126 126

122 127 129 136 137

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FY 2018Actual

FY 2019Actual

FY 2020Revised

FY 2021Proposed

Utility Operations & ServicesWater Resource RecoveryBusiness ServicesNatural Systems Enhancement & StewardshipRegulatory Affairs

338 351 357 382 382 DISTRICT ►

FTE COUNTSFY 2016-17

through FY 2020-21


that the District will set aside in fiscal 2020-21 for operating contingency in the event of significant unexpected or unforeseen costs. Clean Water Services maintains minimum contingencies at 10% of total budgeted expenditures in the General Fund and 5% of total expenditures in each of the District operating and construction funds.

The unappropriated ending fund balance also includes restricted funds of approximately $7.6 million for future debt principal and interest payments and $27.3 million for sanitary sewer and SWM SDCs restricted for use on capacity enhancing projects.

The District maintains additional reserves of approximately $219.1 million:

● To absorb short-term revenue losses from fluctuations in demand for service or loss of significant customers.

● Allocations for short-term and long-term PERS cost stabilization.

● Saving for large capital investments to stabilize future impact on rates.

● To pay for unexpected and extraordinary operating expenses driven by unforeseen changes in regulations, major asset replacements, additional major infrastructure investments to meet capacity needs, unexpected fluctuations in commodities pricing (chemicals, fuel, electricity, insurance premiums), and emergency response to infrastructure damage caused by natural disasters.



Business Services

$18,973,200 23%

Regulatory Affairs

$6,769,000 8%

Natural Systems Enhancement & Stewardship

$6,059,600 8%

Utility Operations & Services

$19,014,700 23%

Water Resource Recovery

$31,263,900 38%

DEPARTMENTAL SUMMARIESExpenditures for the five District departments are expected to increase by 3.2% in FY 2020-21.

A detailed summary of positions by department and program is available on page 78. Summaries of these costs as well as any significant changes within departments are detailed below.

◄DEPARTMENTAL EXPENSES FY 2020-21


Business Services The Business Services Department (BSD) is composed of the administrative programs that support District operations and services provided to customers — Office of the Chief Executive Officer, Legal Services, Government Affairs, Communications & Community Engagement, Human Resources, Risk & Insurance Management, Business Strategy & Performance Management, Digital Solutions, Finance & Accounting, and Research & Innovation. Some of the programs have been restructured or renamed. The Government Affairs and Communications & Community Engagement programs were created from the single Government & Public Affairs program. Risk & Insurance Management has been renamed from Risk & Benefits. Work on research and innovation began in FY 2019-20 in Regulatory Affairs; in FY 2020-21 that work will be conducted in a new Research & Innovation program in the Business Services Department.

During FY 2019-20, nine FTE were added into BSD midyear to better reflect the needs of the District and the actual work needed to measure the District’s performance and drive business improvements for effective project delivery. Digital Solutions, Office of the CEO and Government Affairs programs added two FTE each while Business Strategy & Performance Management, Human Resources, and Risk & Insurance Management added one FTE each. One Administrative Associate position was transferred from Office of the CEO into Water Resource Recovery Operations & Services.

In addition to the nine mid-year personnel additions and one transfer out, the FY 2020-21 Proposed Budget includes an additional


Change fromFY 2018 FY 2019 FY 2020 FY 2021 FY 20

Expenditure Summary ACTUAL ACTUAL REVISED BUDGET PROPOSED BudgetDepartmental Expenses

Personnel Services 7,352,973$ 7,465,285$ 9,305,500$ 11,609,600$ Materials & Services 5,701,370 6,359,814 6,900,600 7,363,600 Capital Outlay - - - -

13,054,343$ 13,825,099$ 16,206,100$ 18,973,200$ 17%TOTAL DEPARTMENTAL BUDGET

FTEs 51.00 50.00 62.00 65.00

BUSINESSSERVICES▼

three FTE. Approximately 44% of the department’s overall budget to budget increase is due to the addition of the Research & Innovation program. This program is being created by transferring approximately $1.2 million from Regulatory Affairs, including four FTE.

There are five proposed positions not included in the base departmental budget. They will be subject to approval based on revenue projections and the County’s economic condition. All other line items have been extensively reviewed and adjusted. One other significant change is the reduction of the travel and training budget by 50%.




Personnel Services 1,901,389$ 1,820,536$ 2,902,700$ 3,068,300$ Materials & Services 2,472,932 2,183,423 3,252,500 2,991,300 Capital Outlay - - - -

TOTAL DEPARTMENTAL BUDGET 4,374,321$ 4,003,959$ 6,155,200$ 6,059,600$ -2%

FTEs 21.00 22.00 23.00 23.00

NATURALSYSTEMSENHANCEMENT&STEWARDSHIP▼

Natural System Enhancement & StewardshipThe Watershed Management Department changed its name to Natural System Enhancement & Stewardship (NSES) to better reflect the work of the department. The mission of the department is to build and strengthen partnerships to enhance the benefits that natural resources provide to the community. NSES staff work with key partners such as Metro, Tualatin Hills Park and Recreation, US Fish and Wildlife Services and Tualatin Soil and Water Conservation District on riparian restoration. The department provides leadership in water supply management, flow restoration and ecological data management and assists other departments with storm and wastewater management activities.

There is one proposed position not included in the base departmental budget for FY 2020-21. It will be subject to approval based on revenue projections and the County’s economic condition. All other line items have been extensively reviewed and adjusted. The most significant change is the reduction of the travel and training budget by 50%.


Regulatory Affairs The Regulatory Affairs Department (RAD) performs research and data analysis for ambient water quality, updates of the Tualatin TMDL, compliance and monitoring, and development of state and federal regulations. RAD includes Administration, Environmental Services and Laboratory Services.

The FY 2020-21 RAD budget reflects the reduction of four FTE that are transferring into Business Services to create the Research & Innovation program. There is one proposed position not included in the base departmental budget. It will be subject to approval based on revenue projections and the County’s economic condition. All other line items have been extensively reviewed and adjusted. The most significant change is the reduction of the travel and training budget by 50%.



Personnel Services 4,563,421$ 4,476,791$ 5,222,900$ 4,323,900$ Materials & Services 1,611,295 1,834,064 2,483,100 2,445,100 Capital Outlay 205,675 - - -

TOTAL DEPARTMENTAL BUDGET 6,380,391$ 6,310,855$ 7,706,000$ 6,769,000$ -12%

FTEs 34.00 35.00 35.00 31.00

REGULATORYAFFAIRS▼


Utility Operations & Services The Utility Operations & Services Department (UOPS) is responsible for the management of the wholesale and retail utility operations and services including private development permitting, design, construction oversight, operations and maintenance of the District’s surface water and sanitary conveyance systems. The

department includes the Administration program and four divisions — Conveyance Engineering Services, Planning & Development Services, Field Operations and Administrative Facilities Management.

During FY 2019-20, two FTE were added into UOPS midyear. Maintenance services had been provided by contract with Kidder Mathews, LLC. Bringing the services in-house through the addition an Operations Coordinator and Facility Maintenance Technician represent an annual savings to the District of more than $82,000.

No FTE changes are included in the department’s base FY 2020-21 budget. There are three proposed positions not included in the base departmental budget. They will be subject to approval based on revenue projections and the County’s economic condition. All other line items have been extensively reviewed and adjusted. The most significant change is the reduction of the travel and training budget by 50%.




TOTAL DEPARTMENTAL BUDGET 13,246,975$ 14,377,261$ 18,705,600$ 19,014,700$ 2%

FTEs 118.00 121.00 126.00 126.00

UTILITYOPERATIONS&SERVICES▼


Water Resource Recovery Operations & Services The Water Resource Recovery Operations & Services Department (WRRD) provides operation, maintenance and engineering for the District’s four water resource recovery facilities and 43 pump stations. Nearly 66 million gallons of wastewater per day, on average, are pumped and treated to some of the highest standards in the nation. The water is then returned to the environment in the Tualatin River or reused for irrigation on golf courses, parks and sports fields. Solids removed from the wastewater are processed and used as soil amendments on farm land and nutrients are recovered and sold as a premium fertilizer. Digester gas produced in processing the solids fuels cogeneration systems offset approximately 40% of the electrical energy and 70% of the natural gas energy used by the facilities.

The department has five operating programs that deliver on the core functions of conveying and treating wastewater: Durham; Rock Creek; Hillsboro/Forest Grove; Pump Stations; and Biosolids, Reuse and Fernhill. Three programs support the operating groups: Treatment Plant Services, Enterprise Asset and Technical Services, and Administration/Business Opportunities.

During FY 2019-20, one existing Administrative Associate from the Office of the CEO was transferred into the Department. No FTE changes are included in the Department’s base FY 2020-21 budget. There are eight proposed positions not included in the base departmental budget. They will be subject to approval based on revenue projections and the County’s economic condition. All other line items have been extensively reviewed and adjusted. The most significant change is the reduction of the travel and training budget by 50%.




25,714,585$ 26,595,533$ 30,736,700$ 31,263,900$ 2%TOTAL DEPARTMENTAL BUDGET

FTEs 127.00 129.00 136.00 137.00

WATERRESOURCERECOVERYOPERATIONS&SERVICES▼


DISTRICT SUMMARY OF POSITIONS FY 2021

PERSONNELSERVICES

Business Services DepartmentOffice of the CEO - 8101 5.00 5.00 6.00 3.00 760,300$ Legal Services - 8102 3.00 3.00 3.00 3.00 656,100 Government Affairs - 8110 7.00 7.00 10.00 4.00 770,000 Communications & Community Engagement - 8112 0.00 0.00 0.00 8.00 1,260,900 Human Resources - 8501 5.00 5.00 6.00 5.50 867,600 Digital Solutions - 8305 14.00 13.00 15.00 15.00 2,655,900 Business Strategy & Performance Systems - 8500 2.00 2.00 4.00 4.00 860,300 Finance & Accounting - 8504 13.00 13.00 15.00 15.00 2,040,100 Risk & Insurance Management - 8502 2.00 2.00 3.00 3.50 624,200 Research & Innovation - 8113 0.00 0.00 0.00 4.00 1,114,200

51.00 50.00 62.00 65.00 11,609,600$

Natural Systems Enhancement & StewardshipAdministration - 8233 2.25 2.25 2.25 2.25 555,300$ Operations - 8234 18.75 19.75 20.75 20.75 2,513,000

21.00 22.00 23.00 23.00 3,068,300$

Regulatory Affairs DepartmentAdministration - 8210 9.00 11.00 9.00 6.00 1,071,600$ Environmental Services - 8212 8.00 7.00 8.00 8.00 1,094,200 Laboratory Services - 8232 17.00 17.00 18.00 17.00 2,158,100

34.00 35.00 35.00 31.00 4,323,900$

Utility Operations & Services DepartmentAdministration - 8201 4.00 4.00 5.00 5.00 1,187,100$ Conveyance Capital Projects Administration - 8224 17.00 18.00 18.00 18.00 1,503,800 Engineering Development Related Services - 8225 19.00 21.00 22.00 16.00 2,269,000 Engineering Systems Delivery Planning - 8226 4.00 4.00 4.00 10.00 1,278,000 Field Ops Administration - 8370 4.00 5.00 5.00 5.00 701,100 Field Ops Systems Repair - 8371 14.00 14.00 14.00 14.00 1,166,900 Field Ops Systems Maintenance - 8373 15.00 15.00 15.00 15.00 1,764,600 Field Ops TV/Flow Monitoring - 8375 14.00 14.00 14.00 14.00 1,650,100 Local Repair & Construction - 8380 11.00 11.00 11.00 11.00 1,259,100 SWM Facility Maintenance - 8383 16.00 15.00 16.00 16.00 1,861,300 Building Maintenance - ABC Building - 8507 0.00 0.00 2.00 2.00 214,600

118.00 121.00 126.00 126.00 14,855,600$

Water Resource Recovery Operations & Services DepartmentAdministration - 8301 12.00 12.00 12.00 14.00 2,272,700$ Biosolids/Reuse/Fernhill - 8331 1.00 3.00 2.00 2.00 351,800 TPS Engineering - 8211 13.00 13.00 13.00 13.00 653,400 Pump Stations - 8343 7.00 5.00 8.00 8.00 1,047,200 Asset Management - 8362 7.00 5.00 9.00 7.00 1,055,100 Control Systems - 8353 5.00 6.00 7.00 6.00 982,900 Technology Development & Research - 8316 3.00 3.00 4.00 4.00 819,200 Durham Operations - 8311 16.50 16.50 16.00 16.00 2,062,900 Durham Mechanical Maintenance - 8361 10.50 10.50 11.50 10.00 1,315,200 Durham E&I Maintenance - 8351 8.50 9.50 8.50 7.50 774,300 Rock Creek Operations - 8312 16.50 16.50 16.00 16.00 1,942,800 Rock Creek Mechanical Maintenance - 8344 10.50 10.50 9.50 9.00 1,190,700 Rock Creek E&I Maintenance - 8352 10.50 9.50 8.50 8.50 1,145,900 Hillsboro Operations & Maintenance - 8314 2.50 4.50 5.00 4.00 533,600 Forest Grove Operations & Maintenance - 8315 3.50 4.50 6.00 7.00 893,500 Technical Support - 8363 0.00 0.00 0.00 5.00 759,800

127.00 129.00 136.00 137.00 17,801,000$

Total District FTEs and Salary 351.00 357.00 382.00 382.00 51,658,400$

FY 2021PROPOSED

FY 2018ACTUAL

FY 2019ACTUAL

FY 2020REVISED

Debt Service


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, 2020, the District’s long-term indebtedness consists of:

The District’s legal debt limitation, as defined by Oregon Revised Statutes 451.545, shall not exceed 13% 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 $14.521 billion debt margin allowed by state law. The table below illustrates the debt margin calculation for the past five years.

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

Debt Service Requirements

Source: Official Statement Senior lien sewer revenue refunding bonds in CAFR

June 30, 2020

Date of IssueDate of

Maturity Amount IssuedPrincipal

Outstanding Principal InterestSerial Revenue Bonds

Senior Lien2010B Bonds 4/28/2010 10/1/2035 90,260,000$ 76,525,000$ 3,680,000$ 4,120,447$ 2011A Refunding 8/24/2011 10/1/2021 30,255,000 7,260,000 3,540,000 274,500 2011B Bonds 8/24/2011 10/1/2032 50,000,000 37,160,000 2,165,000 1,529,825 2016 Refunding 10/13/2016 10/1/2029 33,225,000 33,225,000 3,180,000 1,581,750

Total Serial Revenue Bonds 154,170,000 12,565,000 7,506,522

Special Purpose Revenue BondsPension Bonds 5/27/2004 6/30/2028 15,990,000 11,145,000 990,000 676,584

Total Long Term Debt 165,315,000$ 13,555,000$ 8,183,106$

Debt Service Fiscal 2021LONG-TERMINDEBTEDNESS▼ As of June 30, 2020

Fiscal Year GeneralEnded Real Market Legal Debt Obligation Debt

June 30 Value Limitation Indebtedness Margin2020 $ 111,702,863,070 $ 14,521,372,199 $ - $ 14,521,372,1992019 107,044,937,425 13,915,841,865 - 13,915,841,8652018 103,347,612,510 13,435,189,626 - 13,435,189,6262017 93,028,764,748 12,093,739,417 - 12,093,739,4172016 82,980,385,435 10,787,450,107 - 10,787,450,107

DEBTMARGINCALCULATION▼ For past five years


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.

Schedule of Future Debt Service Requirements of Sewer Revenue BondsThe table below illustrates the debt service requirements based on current outstanding debt.

Principal Interest Total 13,555,000$ 8,183,106$ 21,738,106$ 14,250,000 7,493,306 21,743,30611,065,000 6,872,926 17,937,92611,610,000 6,325,038 17,935,03812,215,000 5,729,365 17,944,36512,865,000 5,082,990 17,947,99013,545,000 4,402,062 17,947,06213,125,000 3,688,187 16,813,18710,605,000 3,054,887 13,659,887

8,165,000 2,582,991 10,747,9918,480,000 2,164,233 10,644,2338,810,000 1,726,721 10,536,7219,150,000 1,269,726 10,419,7265,740,000 870,440 6,610,4405,955,000 531,227 6,486,2276,180,000 179,251 6,359,251

165,315,000$ 60,156,456$ 225,471,456$

203420352036

20292030203120322033

20242025202620272028

202120222023

Fiscal YearDEBT SERVICE ►REQUIREMENTS

Principal and interest payments

through FY 2035-36 on

debt service requirements total

$225,471,456

2016 Actual

2017Actual

2018 Actual

2019Actual

2020Estimated

Net Revenues $75,856,933 $89,904,882 $84,954,277 $105,344,405 $92,652,500Total Debt Service* $24,780,511 $24,710,391 $20,529,807 $20,466,665 $20,413,000Sr Debt Svc Coverage 3.06 3.64 4.14 5.15 4.54

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

3.06 4.143.645.15 4.54

DEBT SERVICE ► COVERAGE

Total debt service is estimated to be

$20,413,000 in FY 2019-20

* EXCLUDING PENSION BONDS NOT SUBJECT TO COVENANTS


Projected Bond IssuesThe number and size of new bond issues for the forecast period is driven by the level of projected capital spending and level of projected operating revenue. In order to responsibly maintain ending reserves and to keep rate increases modest, the District would need to issue debt in increments driven by increasing capital requirements. To date, the District has not issued debt for surface water management projects.

The current financial forecast indicates the need to issue approximately $100 million in bonds in Fiscal Year 2021-22 to help fund sanitary sewer capital projects. However, forecasted capital requirements could be impacted by increased development that will require the District to accelerate construction of infrastructure to meet system demands and will be adjusted accordingly.

2021Budget

2022Projected

2023Projected

2024Projected

2025Projected

Est. Net Revenues $77,439,000 $79,226,200 $81,889,100 $85,394,600 $89,084,300Est. Debt Service* $20,413,000 $24,494,100 $20,793,900 $20,626,600 $20,557,300Est. Debt Svc Coverage 3.79 3.23 3.94 4.14 4.33

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

3.793.23 3.94 4.14 4.33

◄ PROJECTED DEBT SERVICE COVERAGEThe estimated debt service coverage is projected to increase from 3.79 in FY 2020-21 to 4.33 in FY 2024-25

*EXCLUDING PENSION BONDS NOT SUBJECT TO COVENANTS


Capital Project Summary


Clean Water Services (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. The District’s Business Partners review the projects in the first quarter of each calendar year and recommend a preliminary five-year CIP. The CIP is then analyzed in the context of the 10-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 ProjectsProjects at the District are largely driven by the need to meet stringent regulatory requirements. Population growth, infrastructure age and system capacity all impact the District’s 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 can be 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.

Sanitary Sewer CIPThe major project types of sanitary sewer systems projects are treatment, collection, pump stations, rehabilitation and support. The District shares costs with cities and other partners for certain projects. Sanitary sewer systems projects might be needed to increase capacity due to growth or to replace aged or inadequate equipment. These projects tend to lead to staffing additions and generally do not require additions to energy or chemical budgets. Staffing changes connected to the collection system are integrated with the District’s Conveyance System Management Plan, so collection system maintenance is coordinated with co-implementer cities.

Capital Projects Summary

http://www.cleanwaterservices.org


Capital improvements summarized in the CIP do not include collection system projects wholly designed, managed and maintained by co-implementer 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.

MAJOR SANITARY SEWER PROJECTS The chart below illustrates the projects and corresponding costs by departments for the next five years of the budgeted sanitary CIP:

Fiscal Year 2020-21Of the $81.3 million in the FY 2020-21 capital budget for sanitary sewer projects, $25.3 million, or 31%, is estimated to be spent on the following five projects. A complete project list is located in the Appendix.

Forest Grove Secondary Clarifiers: $7.7 million The project will increase capacity to the secondary clarifier process at the wastewater treatment facility as a step toward meeting proposals outlined in the 2014 Facility Plan. Currently the secondary clarifier system is one of the limiting factors in allowing future design flows to be conveyed through the facility. Increasing the capacity of the secondary clarifier system will provide relief to the Rock Creek facility and will ensure that the twin 24-inch force mains connecting the two facilities will maintain their capacity for excess flow rates beyond those planned at Forest Grove.

The project will consists of installing one 120-foot diameter clarifier for summertime flows and repurposing the existing clarifiers

FY 21 Budget

FY 22Projected

FY 23Projected

FY 24 Projected

FY 25 Projected

Support $7.7 $6.8 $14.9 $15.8 $9.6Water Supply Project $2.4 $6.5 $3.5 $3.5 $2.0Natural Systems $6.1 $5.1 $3.6 $3.3 $2.3Utility Operations & Svcs $20.4 $27.4 $23.2 $19.6 $17.2Water Resource Recovery $44.7 $52.9 $51.4 $48.3 $41.4

$0

$20

$40

$60

$80

$100

$120in

mill

ions

$81.3

$98.7 $96.6$90.5

$72.5

SANITARY CIP ► Fiscal Year 2020-21

projected through FY 2024-25


for wintertime flows. New solids pumping, site improvements, chemical addition, electrical, instrumentation and appurtenances will be included in the project. The improvements will increase seismic resiliency, increase the hydraulic grade line to reduce pumping costs, improve control of phosphorus removal for permit compliance, improve flow splitting for more consistent biological control, increase flexibility in the solids wasting process, and take advantage of inflow and infiltration reduction efforts by the Conveyance group.

Durham Phase 5B3 – Secondary Capacity Expansion: $6.0 million The secondary treatment process at Durham is near its design capacity due to growth in the service district and increased requirements for winter nitrification. A project to expand the secondary treatment capacity by 25 million gallons a day has been designed and is in construction. This project adds a fifth secondary treatment process train. The project includes an aeration basin and secondary clarifier; an underground gallery system expansion that includes necessary pumping systems, mixed liquor flow split, and process and aeration piping and utilities; a new electrical building; modifications to site piping to interconnect and upgrade the existing secondary treatment process; and associated site work and extension of the electrical and instrumentation systems.

Secondary clarifiers at Forest Grove Water Resource Recovery Facility.


Utility Billing Customer Information System: $4.5 million This is a joint project with the District’s billing partner Tualatin Valley Water District to replace the current utility billing software system. The scope of Phase 2 in FY 2020-21 includes software purchase and implementation.

District Share of City Projects: $4.1 million In accordance with the IGAs between the District and the cities, the District finances projects for gravity sewers larger than 12-inches diameter and 50% of inflow and infiltration abatement projects. The District-wide CIP Prioritization Committee meets monthly to prioritize and verify available funding to an approved annual District-wide Capital Improvement Program implemented by the cities.

Durham WASSTRIP Improvements: $3.0 million Waste Activated Sludge Stripping to Remove Internal Phosphorus (WASSTRIP) is a process that was invented and patented by the District to facilitate the release of phosphorus in a controlled environment, which enhances the prill production at the Ostara process and protects the digestion system from struvite buildup.

The existing fermenter system is at capacity and cannot produce sufficient volatile fatty acids to allow for full biological phosphorus removal (BPR) during the cold shoulder months of April and May when the plant is trying to transition into BPR mode for the summer permit season.

The District completed a study on how to expand the fermenter, primary sludge thickening and WASSTRIP systems in FY 2016-17. Staff evaluated multiple alternatives such as repurposing the existing gravity thickeners, using spare tankage at the east side digester complex 1 and adding new facilities. A predesign study on the WASSTRIP portion of the project recommended moving the phosphorous release tank to the spare tank in digester complex 1 and utilizing rotary drum thickeners for the mechanical thickening upstream of the phosphorous release tank.


MAJOR SURFACE WATER MANAGEMENT PROJECTSThe surface water management (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 SWM program are shared between the District and other agencies or are otherwise reduced by grant monies.

Like sanitary collection and rehabilitation projects, SWM capital projects can be labor-intensive and lead to added maintenance costs. The projects generally do not require additions to energy or chemical budgets. A primary driver of staffing decisions in the Field Operations section of the Utilities Operations & Services Department budget is maintenance of the SWM system.

The SWM CIP levels from FY 2021-25 as shown below reflect a prioritized project list based upon available funding. As rates steadily increase, the available fund balance will grow and the District will have the capacity to take on more SWM projects, which are reflected in the Projected SWM Projects amounts.

FY 21 Budget

FY 22Projected

FY 23Projected

FY 24Projected

FY 25Projected

StormwaterManagement $5.3 $7.1 $8.2 $6.2 $3.0

Natural SystemsEnhancement $0.4 $0.7 $0.4 $0.3 $0.1

Support $0.8 $0.2 $0.4 $1.4 $0.0Projected Projects $- $- $- $- $4.5

$0

$1

$2

$3

$4

$5

$6

$7

$8

$9

$10

in m

illio

ns

$8.0

$9.0

$7.9 $7.6

$6.5

◄SWMCIPFiscal Year 2020-21 projected through FY 2024-25


Fiscal Year 2020-21Of the $6.47 million in the capital budget for surface water management projects, $3.07 million, or 47%, will be spent on the following five projects. A complete project listing is located in the Appendix.

Butternut Creek Enhancement at Witzig Reservoir: $850,000 In partnership with Washington County for the 198th Avenue Improvement Project, the District has evaluated the stream corridor to identify and implement stormwater management approaches to enhance the streams, wetland and riparian corridors. The project will increase corridor resilience and preserve a healthy natural area to withstand the pressures of hydromodification caused by future urbanization of the watershed. The project includes community outreach and engagement to connect the neighborhood to the work of the District and connect people to nature. It’s in partnership with Washington County, City of Hillsboro, Hillsboro School District, streamside neighbors and adjacent homeowners associations. In FY 2018-19, Butternut Creek Enhancement conceptual planning was completed and permits of entry obtained. The District will complete property acquisition, final design and begin construction in FY 2019-20. Construction will occur over the summer months in FY 2020-21. Reach 2-3 will be designated as a new project. Three real-time control units will be installed in FY 2021-22 and designated as a new project for the new treatment facilities on the transportation project.

Blanton Street Closed Conveyance: $650,000 The surface water drainage system in SW Blanton Street in the area of SW 196th Avenue and SW Morganfield Terrace is a network of ditches and roadside piping which frequently results in street, yard and structural flooding during minor rain events.

The installation of 1,300 linear feet of 30-inch storm pipe, will convey stormwater to the existing Blanton Street regional stormwater facility and alleviate street and structural flooding around SW 196th Avenue and SW Blanton Street and provide flooding relief to the neighborhood.

This project is in coordination with Washington County’s 198th Street Road Improvements.

Surface Water Management Heavy Vehicle Replacement: $648,000 Replace hook lift truck vehicle #549 in program 8383 SWM Facility Maintenance - $198,000. Replace combo cleaner truck vehicle #4563 in program 6839 System Maintenance - $450,000.


Subbasin and Surface Water Planning: $500,000 This is a placeholder for subbasin and surface water management area planning projects to reflect budget impacts until actual projects are identified and commence. It represents more planning and design elements for FY 2020-21 and FY 2021-22 in anticipation of more construction-type projects in FY 2022-23 and beyond. Initial planning will occur in the Preliminary Subbasin and Surface Water Planning Umbrella Project and new planning projects will be rolled out of this placeholder to create capital projects with unique CIP numbers. It may promulgate several studies and investigations of watersheds, develop tools to help assess approaches as well as metrics for adaptive management strategies.

Tualatin Watershed Enhancement Collaborative: $420,000 Clean Water Services, Washington County, Tualatin Hills Park and Recreation District, the Tualatin Soil and Water Conservation District, the cities of Beaverton and Portland, and three local nonprofit organizations have organized as the Tualatin Watershed Enhancement Collaborative (TWEC)/ Cedar Mill/ North Johnson (CMNJ) Creek team. TWEC will implement the vision developed in the previous Oregon Solutions phase of efforts in this basin that documented frequent road flooding, stream encroachment, and construction within regulatory floodplains as significant issues. As one of the two lead entities in TWEC, the District is supporting a systemic approach to finding ways to adapt to flooding through education, outreach and technical assistance. The District is also leading efforts to refine the effectiveness evaluation for capital projects and strategies for project funding.

Organizations involved in the Tualatin Watershed Enhancement Collaborative are trying to address frequent road flooding and stream encroachment.


Financial Outlook


The purpose of the long-range financial plan at Clean Water Services (District) is to identify financial trends, forecast 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 financial trends, presents 10-year financial forecasts, and 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 strong credit ratings on its bonded indebtedness and healthy unrestricted financial reserves. The District manages the utility to be competitive with the best in both the private sector and other leading public wastewater and stormwater management agencies. This competitive approach coupled with small, predictable rate increases has led to healthy financial reserves.

STRATEGIESThe District has crafted financial strategies that will enable timely and effective responses 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 the District has adequate fiscal capacity to issue debt, the District maintains 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 years, cash reserves have been sufficiently high to cover all these needs. Specific target amounts have been set for each reserve type so the unrestricted ending fund balances are adequate to meet each of those needs.

Financial Outlook


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

FINANCIAL FORECAST ASSUMPTIONSThe District has prepared multiyear 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 of various revenue raising and spending decisions years in advance and formulate actions to help attain financial goals.

District staff made the following assumptions in developing the 10-year forecast. The base year for the forecast is FY 2019-20 (estimated). The FY 2020-21 budget maintains revenue and expenditure levels in line with the previous fiscal year. The budget includes no rate increases and only a slight increase in revenue related to growth of .50%. Operating costs are proposed to slightly decrease as compared to the prior year. Major revenues and expenditures for the future forecast periods (FY 2021-22 — FY 2029-30) 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 increase by about .75% annually due to anticipated minimal growth in new development and customer connections as the region recovers from the impacts of the COVID-19 pandemic. The average annual growth in Equivalent Dwelling Units has remained close to 1.5% over the past 10 years.

● SDC Revenue Growth Similar to customer growth, System Development Charge (SDC) revenues are projected to increase by about .75% annually with minimal growth in new development in the region as the economy recovers from the impacts of the COVID-19 pandemic. The forecast includes a planned


rate increase of 2.5% annually, starting in FY 2021-22 and continuing for the next nine 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. A significant drop in development and accompanying SDC revenue will also delay those projects in the CIP necessary to serve the new development.

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

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

● 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 4-5% annually beginning in FY 2021-22. The current forecast for surface water management operations assumes that the rate will increase $0.50 annually through the same period.

The District exhibited financial stress in the Surface Water Fund with the operating income at a loss of $5.7 million at June 30, 2012. The District’s combined operating and capital expenditures outpaced operating income. Fiscal controls were placed on the operating program and capital spending targets were instituted for the FY 2012-13 budget. As planned, by June 30, 2017, the Surface Water Fund returned to positive operating income. Continued fiscal control is necessary to stay on course.

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 focus.

● Bond Issues The number and size of new bond issues for the forecast period is driven primarily by the level of projected capital spending and the level of projected operating revenues and expenditures. For further information refer to the Debt Service Requirements section beginning on page 81.

Funds Summary


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CLEA

N W

ATER

SERV

ICES

All F

unds

Sum

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ear 2

020-

2021

All F

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Sum

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und

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21


Fund Accounting StructureFUND SPECIFIC FUND MAJOR REVENUE MAJORTYPE FUND TITLE NUMBER SOURCE EXPENSE

Operating Funds General Fund 101 Service charges Operations, transfers to fund debt service and construction

Surface Water 201 Service charges Operations, transfers Management to fund SWM construction

Construction Local Improvement 108 Assessments and loans Construction projects Districts (Sanitary) for benefited properties

Local Improvement 208 Assessments and loans Construction projects Districts (SWM) for benefited properties

Sanitary Sewer 112 Bond proceeds Treatment facility projects, Construction Fund general fund conveyance system and SDC transfers & support projects

SWM Projects 212 SWM operating SWM construction and Construction and SDC transfers

Reserve Liability 102 General fund Deductible and claims

Capital Replacement 106 General fund Replacement/renewal (Sanitary) of existing assets

Capital Replacement 206 SWM general fund Replacement/renewal (SWM) of existing assets

Capital Reserves 107 SDCs Through fund transfers: Sanitary debt service and construction

Capital Reserves 207 SDCs Through fund transfers: Surface Water debt service Management and construction

Debt Master Plan Update 111 General fund Revenue bond debt and SDC transfers

Revenue Pension 114 General fund transfers Pension obligation Bond Fund


General Fund Program Codes Department Program

Department / Division Program Code CodeBusiness Services Department Office of the Chief Executive Officer 010 8101

Legal Services 010 8102Government Affairs 020 8110Communications & Community Engagement 020 8112Human Resources 020 8501Digital Solutions 020 8305Business Strategy & Performance Systems 050 8500Risk & Benefits Management 050 8502Finance & Accounting 050 8504Research & Innovation 050 8113

Natural Systems Enhancement & Stewardship Administration 030 8233Operations 030 8234

Regulatory Affairs Department Administration 040 8210Environmental Services 040 8212Laboratory Services 040 8232

Utility Operations & Services Department Administration 061 8201

Conveyance Engineering Services Division Capital Projects Administration 062 8224

Planning & Development Services Division Development Related Services 062 8225Systems Delivery Planning 062 8226

Field Operations Division Administration 063 8370System Repair 063 8371System Maintenance 063 8373Local Repair & Construction 063 8380SWM Surface Facility Maintenance 063 8383TV/Flow Monitoring 063 8375

Administrative Facilities Management Division ABC Building 064 8507Field Ops Facility 064 8508Materials Handling Yard 064 8509Tualatin River Farm 064 8510Fernhill Research Center 064 8511

Water Resource Recovery Operations & Services Administration 071 8301

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

Treatment Plant Services Engineering 075 8211Technology Development & Research 074 8316

Pump Stations Pump Stations 073 8343

Technical Plant Services Asset Management 074 8362Control Systems 074 8353Technical Support 074 8363

Durham Durham Operations 072 8311Durham Mechanical Maintenance 072 8361Durham E&I Maintenance 072 8351

Rock Creek Rock Creek Operations 073 8312Rock Creek Mechanical Maintenance 073 8344Rock Creek E&I Maintenance 073 8352

Hillsboro & Forest Grove Hillsboro Operations & Maintenance 073 8314Forest Grove Operations & Maintenance 073 8315


Operating Funds


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 Surface Water Management (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 Fiscal Year 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 2020-21.

Operating Funds Summary


$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

$180,000,000

2017 Actual 2018 Actual 2019 Actual 2020 RevisedBudget

2021 ProposedBudget

Revenues Expenditures Reserves(contingency & unappropriated)

GENERAL ►FUND 101

REVENUE, EXPENDITURE AND RESERVE

TRENDSExcluding transfers

General Fund 101

The Clean Water Services (District) General Fund supports the overall operations of the treatment and conveyance systems through collection of service charge revenues. The FY 2020-21 budget does not reflect an increase in sewer services charges from FY 2019-20. The existing rates equate to a monthly charge of $45.95 for the average residential customer, which could go up by 4%, or $1.84, if economic recovery in the area supports a rate increase.

Resources in the FY 2020-21 budget total $301.9 million, including service charges of $133.4 million, other revenues of $5.9 million, reimbursement for SWM operating costs of $11.6 million, and $151 million in anticipated fund balance carryover from the prior year.

Operating expenditures in the FY 2020-21 budget total $82.1 million, including departmental labor costs of $51.7 million and materials and services of $30.4 million. The budget also includes transfers totaling $78.8 million to fund debt service principal and interest payments and capital construction, capital outlay of $5.9 million and other nondepartmental costs of $6.2 million. As noted previously, other nondepartmental costs include utility bad debt expense, franchise fees, and pass-through revenues from co-implementer cities. Two new nondepartmental costs added in the current year include $.4 million for utility assistance programs and $1.5 million for new positions requested but not formally added in the budget. Filling these positions will be subject to fiscal controls involving a quarterly review of decision to hold or move forward based on actual revenue cash flows and require approval from the Board of Directors.

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 full-time equivalent 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 2018 FY 2019 FY 2020 RESOURCES OR REQUIREMENTS: OBJECT FY 2021 FY 2021 FY 2021ACTUAL ACTUAL REVISED BUDGET CATEGORY CODE PROPOSED APPROVED ADOPTED

RESOURCES$42,532,922 $44,212,781 $45,641,100 Service Charges 40110 $46,666,400

66,617,589 69,324,816 70,616,200 City Service Payments 40120 69,999,60012,705,192 16,022,892 15,094,600 Industrial/Commercial 40140 15,999,900

115,001 300,977 284,500 City Right of Way Fees 40155 394,00041,902 58,865 61,300 Water Usage Accounts 40130 49,900

553,774 572,160 495,600 Portland Customers 40150 297,400

$122,566,380 $130,492,491 $132,193,300 SERVICE CHARGES Subtotal $133,407,200 $0 $0

$343,750 $198,306 $250,700 Plan Check Fees 40190 $210,6001,248,293 1,311,352 1,189,000 Septage Charges 40170 1,315,800

16,459 84,631 15,000 Sewer Field Services 40250 15,0003,238,506 2,653,719 1,115,200 Miscellaneous Revenue 40200-42000 1,416,000

3,045 80,540 10,000 Grants/Contributions 43010-43040 10,000TRANSFERS FROM:

9,693,872 10,080,009 11,238,400 Fund 201 - SWM Operating 49201 11,557,500483,754 0 0 Fund 115 - Dissolution of Fund 49115 0361,720 6,130,382 407,000 Investment Interest 44020 2,923,300

146,164,594 171,041,805 155,277,300 Beginning Balance 31100 151,052,100

$284,120,373 $322,073,235 $301,695,900 TOTAL RESOURCES $301,907,500 $0 $0

REQUIREMENTSDEPARTMENTAL

$44,894,526 $42,981,585 $53,059,100 Personnel Services $56,332,100(7,932,761) (8,183,871) (4,600,000) Less Capital Personnel Services (4,673,700) 25,386,121 30,314,994 31,050,500 Materials & Services 30,422,000

422,729 0 0 Capital Outlay 0$62,770,615 $65,112,708 $79,509,600 Total Departmental $82,080,400 $0 $0

$106,785 $211,198 $350,000 Utility Billing Bad Debt Expense 52905 $351,800101,302 110,299 119,200 Franchise Fees 52530 122,000115,002 300,977 300,000 City Right of Way Fees 52270 394,000

0 2,478,948 3,000,000 Industrial Local 52270 3,399,0001,148,664 1,165,869 3,938,100 Capital Projects 55000 5,929,600

0 14,699,023 15,000,000 Nondepartmental Materials & Services 52495 1,945,000

TRANSFERS TO:6,000,000 5,000,000 6,000,000 Replacement Reserve 57106 7,500,000

0 0 500,000 LID Construction Fund 57108 500,0001,362,400 5,066,700 9,409,700 Revenue Bond Debt 57111 9,129,500

40,000,000 70,000,000 80,000,000 Capital Construction 57112 60,000,0001,473,800 1,534,700 1,597,100 Revenue Pension Bond Fund 57114 1,664,800

RESERVES AND ENDING BALANCES:0 0 17,805,400 Operating Contingency 58100 18,844,400

171,041,805 156,392,813 84,166,800 Ending Fund Balance 31100 110,047,000

$284,120,373 $322,073,235 $301,695,900 TOTAL REQUIREMENTS $301,907,500 $0 $0

GENERALFUNDSUMMARY▼ Fund 101


$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

$20,000,000

2017 Actual 2018 Actual 2019 Actual 2020 RevisedBudget

2021 Proposed

Revenues Expenditures Reserves(contingency & unappropriated)

SWM ►FUND 201

REVENUE, EXPENDITURE AND RESERVE

TRENDSExcluding transfers

Storm and Surface Water Management Fund 201

The District’s SWM Program was introduced in 1990 and is based on a monthly service charge of $9.25 per typical household. The larger co-implementer cities retain a portion of this charge to fund SWM maintenance activities within their respective boundaries.

Resources in the FY 2020-21 budget total $36.4 million, including service charges of $16.8 million, other revenues of $1.2 million, and $18.4 million in anticipated fund balance carryover from the prior year.

Expenditures in the FY 2020-21 budget are primarily attributable to a transfer of approximately $11.6 million to the General Fund (Fund 101) to reimburse for operating expenses and a transfer of $6.7 million to fund capital expenditures.

The District did not increase SWM service charge rates in the FY 2020-21 budget. The rate remains $9.25 per month per Equivalent Service Unit until the time recovery allows for a rate increase, which would be $.50 per month per ESU. The District has prioritized capital projects to help stabilize reserves going forward. Adequate reserves are needed to address increased operating costs due to wet weather conditions, regulatory requirements and increased public demand for services, as well as to fund capital projects.


SURFACE WATER MANAGEMENT OPERATING FUND FUND 201


RESOURCES:Service Charges

$9,234,457 $9,921,911 $10,530,000 CWS Customers 40110 $10,588,3005,119,925 5,681,118 5,892,200 City Customers 40120 6,186,000

350,000 550,000 350,000 County/City Contract Maintenance 40340 350,000278,222 337,128 306,500 Erosion Control Fees 40280/40290 297,900127,701 107,700 125,000 Inspection 40200 90,800343,303 211,043 251,000 Plan Check Fees 40190 209,500

1,217,380 1,297,060 25,000 Miscellaneous Revenue 40380 25,10023,186 490,568 25,400 Interest on Investments 44020 233,900

10,917,943 13,122,178 14,447,900 Beginning Balance 18,405,200

$27,612,117 $31,718,706 $31,953,000 TOTAL RESOURCES $36,386,700 $0 $0

REQUIREMENTS:Transfer to General Fund 101:Administrative Costs

$1,283,952 $1,320,303 $1,354,300 Business Operations 81XX $1,759,700119,365 133,326 169,500 Utility Operations & Services Admin 8201 176,500100,578 110,121 225,900 Capital Projects Administration 8224 240,400

1,164,228 1,280,550 1,522,800 Development Related Services 8225 1,203,800137,694 139,525 152,300 Systems Delivery Planning 8226 320,200

Programmatic Costs402,485 383,611 417,100 Laboratory Services 8232 403,200

94,435 79,084 93,700 Watershed Administration 8233 109,300382,085 356,928 444,100 Environmental Services 8212 440,500325,009 383,448 313,900 Field Operations Division Admin 8370 337,600573,312 577,495 640,400 Regulatory Affairs Admin 8210 528,300781,397 724,179 1,075,800 Watershed Operations 8234 1,042,000

1,991,700 2,073,611 2,182,900 SWM Facility Maintenance 8383 2,222,2002,337,632 2,517,828 2,645,700 System Repair/Maintenance/Flow Monitoring8371/8373/8375 2,773,800

$9,693,872 $10,080,009 $11,238,400 Transfer to General Fund 57101 $11,557,500 $0 $0

Materials & Services:$19,891 $32,214 $169,900 Bad Debt Expense 52905 $45,000

26,176 29,106 56,400 Franchise Fees 52530 40,000 0 0 0 Nondepartmental Materials & Services 55,000

3,750,000 4,000,000 3,750,000 Transfer to Fund 212 57212 6,000,0001,000,000 500,000 750,000 Transfer to Fund 206 57206 750,000

0 0 1,597,000 Contingency 58100 1,844,80013,122,178 17,077,377 14,391,300 Ending Fund Balance 31100 16,094,400


SURFACEWATERMANAGEMENTOPERATINGFUND▼ Fund 201


Construction Funds


The Clean Water Services (District) 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 onetime or ongoing specialized professional services that relate to capital projects and/or long-term planning.

● Sanitary Sewer Local Improvement District 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 Construction Fund 208 Fund 208 finances storm drainage and other surface water management facilities benefiting local property owners who pay assessments to fund the project.

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

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

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

Construction Funds Summary


At the request of interested property owners, the District will assist in the construction of local sanitary sewer system improvements by forming Local Improvement Districts (LIDs). The costs of construction are ultimately funded by assessments paid by benefited property owners. Benefited property owners are residents who own land adjacent to the local improvement and are able to connect to, or be served by, the improvement.

Due to changes in state law and federal regulations for tax-exempt financing, the District has financed LIDs internally. By financing internally, benefited property owners are able to finance a loan with better terms and interest rates and the District receives interest and administrative fees when processing the loan. Additionally, the District does not have to issue debt or be responsible for principal and interest payments on debt if the property owner is in default on the loan.

It is possible that an LID bond sale may be an option in the future; however this budget assumes continued internal financing.

LOCAL IMPROVEMENT DISTRICT CONSTRUCTION FUND SUMMARYFUND 108


RESOURCES:$0 $210,727 $235,000 Assessment Principal 46010 $235,000

4,052 64,765 75,800 Interest on Investments 44020 27,6006,550 7,658 10,000 Interest on Assessments 44040 6,900

0 (42,803) (72,900) Incentives 46015 (72,900)0 0 500,000 Transfer from Fund 101 49101 500,000


$1,705,229 $1,942,901 $2,203,500 TOTAL RESOURCES $2,936,700 $0 $0

REQUIREMENTS:$2,675 $30,736 $1,290,000 New Projects (LID Support) 6273 $800,000

$2,675 $30,736 $1,290,000 PROJECT COSTS - SUBTOTAL $800,000 $0 $0

0 0 50,000 Materials & Services 52240 50,0000 0 144,000 Contingency 58100 160,000

1,702,554 1,912,165 719,500 Ending Fund Balance 31100 1,926,700


FUND108▼

Sanitary Sewer System Local Improvement District Construction Fund 108


The Surface Water Management Local Improvement District Construction Fund was created to provide financing for local storm drainage and surface water management improvements that benefit specific property owners.

As in the case of the Sanitary Sewer System LID Construction Fund, District will assist in the construction of local surface water management system improvements by forming local improvement districts at the request of interested property owners. The costs of construction are ultimately funded by assessments paid by benefited property owners. Benefited property owners are residents who own land adjacent to the local improvement and are able to connect to, or be served by, the improvement.

Due to changes in state law and federal regulations for tax-exempt financing, the District has financed LIDs internally. By financing internally, benefited property owners are able to finance a loan with better terms and interest rates and the District receives interest and administrative fees when processing the loan. Additionally, the District does not have to issue debt or be responsible for principal and interest payments on debt if the property owner is in default on the loan.

It is possible that an LID bond sale may be an option in the future; however this budget assumes continued internal financing.

Surface Water Management Local Improvement District Construction Fund 208

SWM - LOCAL IMPROVEMENT DISTRICT CONSTRUCTION FUND SUMMARYFUND 208

FY 2018 FY 2019 FY 2020 RESOURCE OR REQUIREMENTS OBJECT FY 2021 FY 2021 FY 2021ACTUAL ACTUAL REVISED BUDGET CATEGORY CODE PROPOSED APPROVED ADOPTED

RESOURCES:$0 $0 $0 Assessment Principal 46010 $0

0 0 0 Incentives 46015 01,609 24,686 5,600 Interest on Investments 44020 11,300

0 0 500 Interest on Assessments 44040 500597,556 599,165 605,200 Beginning Balance 31100 605,000

$599,165 $623,851 $611,300 TOTAL RESOURCES $616,800 $0 $0

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

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

0 0 25,000 Materials & Services 52240 25,0000 0 100,000 Contingency 58100 100,000

599,165 623,851 461,300 Ending Fund Balance 31100 466,800

$599,165 $623,851 $611,300 TOTAL REQUIREMENTS $616,800 $0 $0

SWM -LOCALIMPROVEMENTDISTRICTCONSTRUCTIONFUNDSUMMARY▼ Fund 208


SANITARY SEWER CONSTRUCTION FUNDFUND 112


RESOURCES:$40,000,000 $70,000,000 $80,000,000 Transfer from Fund 101 49101 $60,000,000

19,123,400 12,209,900 7,130,200 Transfer from Fund 107 49107 11,126,4001,240,821 1,289,629 950,000 Contributions-City or Developer 47010 2,530,000

28,060 51,558 50,000 Miscellaneous Revenue 40380 50,000109,907 0 480,000 Grants/Contributions 43030 280,000186,638 3,146,374 203,500 Interest on Investments 44020 1,500,400


$121,569,509 $157,204,116 $125,189,300 TOTAL RESOURCES $134,735,800 $0 $0

REQUIREMENTS:CIP PROJECT EXPENDITURES:

$29,318,986 $35,033,136 $47,872,700 Water Resource Recovery Projects 55300 $39,483,00011,346,225 38,203,158 29,342,000 Utility Operations & Services Projects 55800 18,903,00010,397,643 16,694,303 17,085,000 Planning & Support Projects 55400 9,303,500

$51,062,854 $89,930,597 $94,299,700 PROJECT COSTS - SUBTOTAL $67,689,500 $0 $0

$0 $0 $100,000 Materials and Services 52240 $100,0000 0 4,715,000 Contingency 58100 10,153,400



SANITARYSEWERCONSTRUCTIONFUND▼ Fund 112

The Sanitary Sewer Construction Fund was created to manage the financing for sanitary sewer capital projects. Treatment, sanitary collection system, project related studies and capital equipment needs are financed from a combination of revenue bond proceeds, sanitary sewer SDC revenues and cash transfers from the General Fund (Fund 101).

The primary budgeted expenditures for this fund consist of the projects included in the first year of the District’s FY 2021-2025 five-year Capital Improvement Program (CIP).

Sanitary Sewer Construction Fund 112


Surface Water Management Construction Fund 212

The SWM Construction Fund was created to manage the capital investments and related costs for the Surface Water Management Program. Storm drainage and surface water management facilities, project related studies and capital equipment needs are financed from a combination of SWM SDC revenue and cash transfers from the SWM Operating Fund (Fund 201).

The budget for FY 2020-21 is based on the first year of the CIP for FY 2021-2025. The District prioritized projects and limited the amounts included in the CIP for FY 2020-21 to continue to build and stabilize reserves in future years.

SWM CONSTRUCTION FUNDFUND 212



100,000 75,000 75,000 Transfer from Fund 207 49207 75,00060,000 297,633 25,300 Reimbursements from Developers 47010 25,40038,464 0 50,000 Other Charges 46400 50,00014,473 303,373 20,400 Interest on Investments 44020 144,700

5,818,357 7,454,281 6,391,200 Beginning Fund Balance 31100 7,119,600

$9,781,294 $12,130,287 $10,311,900 TOTAL RESOURCES $13,414,700 $0 $0

REQUIREMENTS:$2,327,013 $4,324,539 $4,875,000 CIP Project Expenditures $5,797,500

0 0 50,000 Materials and Services 52240 50,0000 0 400,000 Contingency 58100 750,000



SWMCONSTRUCTIONFUND▼ Fund 212


Tualatin Basin Water Supply Project Construction Fund was established in FY 2009-10 to manage the financing for capital improvements that provide additional water volume in the Tualatin River, enabling continued compliance with water quality requirements. The partners funding the project included the District, the cities of Hillsboro and Beaverton, the Tualatin Valley Water District and the U.S. Bureau of Reclamation. The District served as project manager.

This partnership was dissolved as the involved agencies opted to pursue alternative sources for water supply needs. Fund 115 was dissolved in FY 2017-18 via Resolution and Order No. 18-3. The fund balance was transferred to the General Fund per ORS 294.353.

Any future water supply project work will be funded from Sanitary Sewer Construction Fund 112.

Tualatin Basin Water Supply Capital Project Construction Fund 115

TUALATIN BASIN WATER SUPPLY CAPITAL PROJECT FUND FUND 115


RESOURCES:$0 $0 $0 Contributions from partners 47010 $0

0 0 0 Transfer from Fund 101 49101 00 0 0 Interest on Investments 44020 0

483,754 0 0 Beginning Balance 31100 0

$483,754 $0 $0 TOTAL RESOURCES $0 $0 $0REQUIREMENTS:

$0 $0 $0 Materials and Services 52240 $00 0 0 Project Costs - Capital Outlay 55400 0

483,754 0 0 Transfer to Fund 101 57101 00 0 0 Contingency 58100 00 0 0 Ending Fund Balance 31100 0

$483,754 $0 $0 TOTAL REQUIREMENTS $0 $0 $0

TUALATINBASINWATERSUPPLYCAPITALPROJECTFUND▼ Fund 115

Reserve Funds


The Clean Water Services (District) fund structure includes five funds intended to provide for mid- and long-term financial requirements and revenues.

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

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

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

● Sanitary Capital Reserve Fund 107 Fund 107 accounts for the collection and tracking of revenues from System Development Charges expended to construct sanitary sewer systems and facilities and related debt service.

● Surface Water Management Capital Reserve Fund 207 Fund 207 accounts for the collection and tracking of revenues from System Development Charges expended to construct stormwater systems and facilities.

Reserve Funds Summary


The Liability Reserve Fund provides for payments of the retained amount (deductible) of any insured loss and payments for losses that are either uninsured or uninsurable. The District maintains retention levels of $50,000 per occurrence on its liability insurance coverage and $5,000,000 per occurrence on its property coverage. These retentions are insured through the District’s captive, Clean Water Insurance Company.

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 action by the District’s Board of Directors. Examples of self-insured risks include:

● Damage to the District’s vehicles and equipment valued at more than $7,600,000.

● Railroad liability, on-premises pollution from aboveground storage tanks, and off-premises pollution liability.

● Legal defense costs associated with any uninsured or insured but contested occurrence.

● Employee-related claims such as medical expenses from volunteers, employee dishonesty resulting in losses greater than $100,000, and workers’ compensation claims in excess of the standard premium.

Anticipated annual expenses are funded by insurance reimbursements and interest earnings.

Although expenditures are impossible to predict reliably, appropriations are included in the budget as potential payments against District deductibles in 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 102


LIABILITY RESERVE FUND SUMMARYFUND 102


RESOURCES:$0 $0 $0 Transfer from Fund 101 49101 $0

10,536 95,185 0 Payments From Third Parties 46300 00 25,084 5,200 Workers Compensation Refunds 46320 5,200

45,719 44,769 0 Insurance Reimbursement 46310 015,057 226,629 20,400 Interest on Investments 44020 108,100


$5,587,086 $5,834,225 $5,168,200 TOTAL RESOURCES $5,255,900 $0 $0

REQUIREMENTS:$6,935 $5,973 $50,000 Workers Comp Medical Claims 52770 $50,00017,721 9,596 350,000 Legal 52710 350,000

8,713 3,825 350,000 Property 52720 350,000623 4,513 50,000 Automobile/vehicle-liability 52725 50,000

7,213 10,257 40,000 Automobile/vehicle-collision 52730 40,00077,143 49,844 50,000 Non - Clean Water Services 52735-52750 50,00026,180 10,805 0 Other Materials & Services 0

0 0 100,000 Contingency 58100 100,000 5,442,558 5,739,412 4,178,200 Ending Fund Balance 31100 4,265,900


LIABILITY RESERVE FUND SUMMARY▼Fund 102

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

Sanitary Sewer Capital Replacement Fund 106

CAPITAL REPLACEMENT FUND SUMMARY FUND 106



5,598 257,355 6,000 Interest on Investments 44020 122,7003,052,591 5,656,531 6,806,300 Beginning Balance 31100 7,432,900

$9,058,189 $10,913,886 $12,812,300 TOTAL RESOURCES $15,055,600 $0 $0

REQUIREMENTS:$3,390,888 $3,084,663 $7,367,000 Capital Outlay 55000 $6,855,500

10,770 243,323 650,000 Non Departmental Materials & Services 52000 650,0000 0 534,000 Contingency 58100 750,000



CAPITALREPLACEMENTFUNDSUMMARY▼ Fund 106


SWM CAPITAL REPLACEMENT FUND SUMMARY FUND 206


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

1,245 69,099 3,000 Interest on Investments 44020 33,000675,625 1,676,870 2,179,900 Beginning Balance 31100 2,767,000

$1,676,870 $2,245,969 $2,932,900 TOTAL RESOURCES $3,550,000 $0 $0

REQUIREMENTS:$0 $0 $228,000 Capital Outlay 55000 $648,000

0 0 10,000 Non Departmental Materials & Services52000 10,0000 0 50,000 Contingency 58100 100,000



SWMCAPITALREPLACEMENTFUNDSUMMARY▼ Fund 206

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

Surface Water Management Capital Replacement Fund 206


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. The Sanitary Sewer Capital Reserve Fund collects and tracks revenue for the sanitary SDCs. The revenues are expended in support of sanitary sewer projects and related debt service by means of transfers to the Sanitary Sewer Construction Fund (Fund 112) and the Master Plan Update Debt Service Fund (Fund 111).

Historically, SDC charges constituted a substantial revenue source for the District. However, SDCs are a volatile revenue source dependent on the local economy and development climate.

The sanitary sewer SDC is not increasing from the FY 2019-2020 amount of $5,800 per Equivalent Dwelling Unit until economic recovery supports an increase of $100 to $5,900 per EDU.

SANITARY SEWER CAPITAL RESERVE FUND SUMMARY FUND 107


RESOURCES:REIMBURSEMENT

$3,563,715 $2,924,598 $3,683,300 CWS - District Wide 41010 $2,102,9007,635,470 10,440,635 7,532,100 Cities 41020 8,110,100

0 1,632,000 0 CWS Industrial 41100 732,100491,436 91,800 606,700 City Industrial 41110 97,300

IMPROVEMENT2,054,958 1,701,665 2,150,600 CWS - District Wide 41200 1,258,400

255,219 190,634 269,100 CWS - Local 41205 175,3004,646,541 6,246,804 4,931,700 Cities 41210 4,868,000

0 971,986 0 CWS Industrial 41300 432,000295,002 54,674 273,000 City Industrial 41310 2,800101,798 912,709 117,000 Interest on Investments 44020 435,200


$58,073,693 $46,717,798 $37,715,200 TOTAL RESOURCES $45,546,200 $0 $0

REQUIREMENTS:$17,400,000 $15,400,000 $7,500,000 Transfer to Fund 111 57111 $8,000,000

19,123,400 12,209,900 7,130,200 Transfer to Fund 112 57112 11,126,4000 0 1,500,000 Contingency 58100 1,500,000



SANITARYSEWERCAPITALRESERVEFUNDSUMMARY▼ Fund 107


As with the sanitary sewer collection and treatment system, new customers are required to pay an SDC when they become a part of the District’s SWM system. Similar to the Sanitary Capital Reserve Fund, SWM SDC revenues are accounted for in this fund. The revenues are transferred to the SWM Construction Fund – 212 to spend on SWM capital projects.

The SWM SDC is not increasing from the FY 2019-20 amount of $560 per Equivalent Service Unit until economic recovery supports an increase of the rate by $10 to $570 per ESU.

Surface Water Management Capital Reserve Fund 207

SURFACE WATER MANAGEMENT CAPITAL RESERVE FUND SUMMARYFUND 207


RESOURCES:Connection Fees

$20,103 $24,700 $19,200 Quality 41410 $47,000160,056 228,700 295,400 Quantity 41400 183,100104,669 288,575 75,000 Fees in Lieu Received 41413 135,700

2,650 56,455 3,200 Interest on Investments 44020 26,9001,057,796 1,245,274 1,710,800 Beginning Balance 31100 2,062,700

$1,345,274 $1,843,704 $2,103,600 TOTAL RESOURCES $2,455,400 $0 $0

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

0 0 30,000 Contingency 58100 30,0001,245,274 1,768,704 1,998,600 Ending Fund Balance 31100 2,350,400


SURFACEWATERMANAGEMENTCAPITALRESERVEFUNDSUMMARY▼ Fund 207

Debt Service Funds


The District budget includes two funds that provide payment for long-term bonded debt.

● Master Plan Update Service Fund 111

● Revenue Pension Bond Fund 114

As of June 30, 2020, principal outstanding on sewer revenue bond debt is $154,170,000 and $11,145,000 in revenue pension bonds. Resources and requirements for each fund are identified on the following pages.

Debt Service Funds Summary


MASTER PLAN UPDATE DEBT SERVICE FUND SUMMARYFUND 111


RESOURCES:$1,362,400 $5,066,700 $9,409,700 Transfer from Fund 101 49101 $9,129,50017,400,000 15,400,000 7,500,000 Transfer from Fund 107 49107 8,000,000

58,390 866,570 155,300 Interest on Investments 44020 413,2001,488,315 1,445,011 1,503,200 Series 2010B Build America Bond Subsidy 43050 1,442,000


$41,636,787 $43,885,261 $39,827,800 TOTAL RESOURCES $41,285,000 $0 $0

REQUIREMENTS:Series 2009A ($58,755,000)

$2,975,000 $3,130,000 $3,290,000 Principal 56100 $0395,375 242,750 82,300 Interest 56105 0

Series 2010B ($90,260,000)3,385,000 3,475,000 3,575,000 Principal 56100 3,680,0004,591,082 4,444,415 4,286,500 Interest 56105 4,120,500

Series 2011A (Refunding Series 2001) ($30,255,000)3,060,000 3,210,000 3,375,000 Principal 56100 3,540,000

768,750 612,000 447,400 Interest 56105 274,500Series 2011B ($50,000,000)

1,890,000 1,965,000 2,060,000 Principal 56100 2,165,0001,803,350 1,726,250 1,635,500 Interest 56105 1,529,800

Series 2016A (Refunding Series 2009A) ($33,335,000)0 0 0 Principal 56100 3,180,000

1,661,250 1,661,250 1,661,300 Interest 56105 1,581,800

0 0 0 Bond Issuance Costs 56105 00 0 1,050,000 Contingency 58100 1,050,000

Ending Fund Balance11,020,953 14,019,949 7,648,203 Restricted - Debt Reserve 31100 7,648,20310,086,027 9,398,647 10,716,597 Unrestricted 31100 12,515,197


MASTERPLANUPDATEDEBTSERVICEFUND▼ Fund 111

The Master Plan Update Debt Service Fund provides for 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 Improvement Program.

As a result of major changes in the municipal bond market during Fiscal Year 2008-09, the District opted to hold cash bond reserves to meet bond covenant requirements for its Series 2009A, 2010B, 2011A and 2011B issues instead of issuing surety reserve policies. The reserved funds are housed in Fund 111 as a restricted portion of the Ending Fund Balance. Future bond issues may include the addition of cash bond reserves as well.

The District’s rate covenants on outstanding revenue debt require debt service coverage ratios of at least 1.2 times annual debt service on senior lien parity obligations plus 1.0 times annual debt service on subordinate lien parity obligations. Bond coverage as of June 30, 2019, was 5.15 for senior bonds. The District has no subordinate debt outstanding as of June 30, 2019.

Master Plan Update Debt Service Fund 111


Revenue Pension Bond Fund 114

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

REVENUE PENSION BOND FUND FUND 114



1,737 25,725 1,800 Interest on Investments 44020 12,300598,645 600,343 602,100 Beginning Balance 31100 626,100

$2,074,182 $2,160,768 $2,201,000 TOTAL RESOURCES $2,303,200 $0 $0

REQUIREMENTS:Series 2004 Revenue Pension Bond

$760,000 $770,472 $870,000 Principal 56100 $990,000713,839 764,156 728,900 Interest 56105 676,600

0 0 75,000 Contingency 58100 75,000600,343 626,140 527,100 Ending Fund Balance 31100 561,600


REVENUEPENSIONBONDFUND▼ Fund 114


Business Services


The Business Services Department (BSD) is composed of the administrative programs that support District operations and services provided to customers — Office of the Chief Executive Officer, Legal Services, Government Affairs, Communications & Community Engagement, Human Resources, Risk & Insurance Management, Business Strategy & Performance Management, Digital Solutions, Finance & Accounting, and Research & Innovation.

During FY 2019-20, nine FTE were added into BSD midyear to better reflect the needs of the District and the actual work needed to measure the District’s performance and drive business improvements for effective project delivery. Digital Solutions, Office of the CEO and Government Affairs programs added two FTE each while Business Strategy & Performance Management, Human Resources, and Risk & Insurance Management added one FTE each. One Administrative Associate position was transferred from Office of the CEO into Water Resource Recovery Operations & Services.

In response to the coronavirus, Business Services implemented a variety of physical distancing strategies to protect our employees and their families and ensure the District continued to provide essential lifeline services to our customers. Digital Solutions quickly moved about 70% of the workforce to remote work. Staff worked

Business Services


remotely, taking advantage of virtual resources to conduct business, or staggered shifts when it was necessary to be on-site. Digital Solutions staff also printed prototypes of 3D masks and covers to help keep employees safe in the field. The Legal team reviewed all documents electronically and implemented electronic bidding. Researchers joined two global and regional public health projects to track evidence of the coronavirus in sewage.

In addition to the nine midyear personnel additions and one transfer out, the FY 2020-21 Proposed Budget includes an additional three additional FTE. Approximately 44% of the department’s overall budget to budget increase is due to the addition of the Research & Innovation program. This program is being created by transferring approximately $1.2 million from Regulatory Affairs, including four FTE.

There are five proposed positions not included in the base departmental budget. They will be subject to approval based on revenue projections and the County’s economic condition. All other line items have been extensively reviewed and adjusted. One other significant change is the reduction of the travel and training budget by 50%.

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

Legal Services Clean Water Services is provided legal advice by its in-house legal department regarding the complex and dynamic legal, regulatory and business matters related to wastewater treatment, stormwater management, watershed enhancement and general water resource recovery issues. Legal Services provides proactive and practical advice to other departments and divisions to assist their business needs while protecting the legal interests of the District. Members of the Legal department draft a variety of documents including contracts, easements, ordinances and intergovernmental agreements and answer questions about the purchasing rules, procurements, contracts, real property, environmental and municipal law, construction disputes, permits, and other legal matters.


Government AffairsThe Government Affairs program manages local, state and federal government relations and legislative affairs; serves as a liaison with District departments and programs; and coordinates administrative functions for the District administrative office, the Board of Directors and the Clean Water Services Advisory Commission.

Communications & Community EngagementThe Communications & Community Engagement program is responsible for communications, marketing, education and public involvement to build awareness, support and credibility with the general public, environmental groups, business community, media, volunteers, academia, employees and key opinion leaders. Staff engages audiences in capital projects, facility expansions and major District initiatives; builds transformational partnerships with the education community and key watershed stakeholder groups and manages the District’s corporate communications, employee engagement, public involvement and student education strategies.

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

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


Business Strategy & Performance Management This program monitors and manages the District-wide strategic initiatives and goal sharing programs to implement the District’s vision and mission. An integral component is Performance Excellence, a systems approach to measuring performance and driving business improvement to deliver on the District Strategic Plan. It also provides a unified business training and development framework for the District.

Digital Solutions The Digital Solutions program develops and manages the District-wide software and hardware infrastructure, data analytics and data visualizations systems, Geographic Information System mapping and business intelligence systems. These systems store and manage data, which is an asset to the entire District. In addition, these systems transform data into decision support systems for asset management, stormwater management, scale, and research and innovation.

Finance & Accounting The Finance & Accounting program is responsible for strategic financial planning and direction, financial accounting and reporting, and purchasing. Finance & Accounting provides services related to external financial reporting through the Comprehensive Annual Financial Report, general ledger accounting, internal financial reporting, accounts payable and receivable, payroll, and utility billing and collections. This group manages budget planning, development and administration; capital improvement program development and project accounting; rate analysis; financial forecasting and planning; and bond issuance and debt management. The group also provides services related to procurement of equipment, goods and services, and supplies, while ensuring District compliance with purchasing rules and regulations.

Research & InnovationThe Research & Innovation program is responsible for promoting improved technologies and processes in the District to benefit the water quality of the Tualatin River Watershed. Research & Innovation staff promote collaborative research across the District to optimize plant and restoration operations, develop and adopt new innovative technologies, verify operational data for purchase or design of new technologies and reduce the risk of regulatory noncompliance.



OBJECT CODE FY 2018 ACTUAL

FY 2020 REVISED BUDGET

FY 2021 PROPOSED BUDGET

Change from FY20 Budget

51100 5,329,047 6,330,300 7,609,500

51130 69,499 612,900 977,400

51140 13,252 2,000 5,000

51600 1,899,692 2,328,400 2,980,800

51761 6,300 0 0

51900 0 0 800

51910 11,160 11,100 11,100

51915 24,023 20,800 25,000

$ 7,352,973 $ 9,305,500 $ 11,609,600 25%

52110 141,633 0 0

52120 13,664 0 0

52130 41,177 0 0

52140 4,283 0 0

52150 5,233 0 0

52160 2,204 0 0

52170 7,822 0 0

52205 548,254 263,700 389,000

52215 46,605 0 0

52220 48,900 53,000 51,500

52240 420,706 804,000 905,700

52270 1,596,884 1,741,800 1,815,200

52305 18,724 20,200 20,300

52310 11,737 15,600 36,100

52315 2 0 0

52320 11,761 0 0

52325 0 0 2,000

52330 0 0 0

52335 17,392 0 0

52350 41,948 16,400 8,900

52360 234 3,900 3,900

52375 3,372 3,100 2,700

52380 1,467 0 0

52385 2,429 8,000 19,000

52405 126,543 132,000 137,500

52410 69,028 90,000 88,100

52420 23,372 30,500 27,000

52425 465,896 659,100 830,400

52430 5,409 12,800 9,300

52435 48,753 56,500 55,700

52440 3,120 0 0

52445 284,832 255,000 235,000

52475 2,227 700 500

52480 89,011 123,600 62,600

52485 89,411 115,000 59,300

52486 6,125 800 800

52487 6,671 9,500 9,700

52495 213,302 255,400 300,400

52500 401 0 0

52515 6,239 10,000 10,000

52550 2,838 5,000 5,000

52605 0 0 0

52610 250,661 140,000 140,000

52620 0 0 0

52630 665 0 0

52705 1,020,433 2,075,000 2,138,000

$ 5,701,370 $ 6,900,600 $ 7,363,600 7%

$ - $ - $ -

$ 13,054,343 $ 16,206,100 $ 18,973,200 17%TOTAL EXPENDITURE $ 13,825,100

CAPITAL OUTLAY SUBTOTAL $ -

MATERIALS & SERVICES SUBTOTAL $ 6,359,814

Insurance 1,366,698

Repair & Maintenance Services 284,596

Non-vehicle Equipment Repair & Maintenance 5,579

Computer Repair & Maintenance 450

Bond Trustee Fees 2,938

Equipment Rental 2,361

Bank Service Charge 8,236

Other Materials & Services 141,895

Permits, Licenses & Fees 2,051

Travel Expense 75,114

Fleet Charges 4,613

Private Mileage 7,886

Fueling Contract 2,274

Training & Education 67,523

Telecom Internal 2,809

Telephone Services 221,253

Software Licenses & Support 679,033

Publication Notices 5,169

Printing 56,718

Dues & Memberships 99,592

Books, Subscriptions & Publications 52,662

Tri-Met Subsidy 23,387

Software Expensed 1,242

Computer Equipment Expensed 47,781

Small Tools 34,978

Safety Equipment 745

Postage & Freight 856

Repair & Maintenance Supplies 493

Construction & Building Supplies 39,904

Gas, Oil, Lubrication 33

Janitorial Supplies 11,274

Tech & Scientific Supplies 0

Other Government Services 1,537,972

Office Supplies 14,043

Operating Supplies 5,639

Professional Services 611,113

Landscape Services 56,110

Audit & Accounting Services 50,000

Sewer Charges 17,356

Contracted Services 593,248

Garbage 5,592

Surface Water Management Charge 5,896

Other Utility Services 2,020

Water 16,768

Natural Gas 53,568

Mobile Computing Allowance 23,655

PERSONNEL EXPENSE SUBTOTAL $ 7,465,285

Electricity 140,348

Tuition Reimbursement 158

Other Employee Allowances 0

Auto Allowance 11,160

Overtime 47,871

Other Personnel Expenses 1,871,219

Wages & Other Pay 5,193,756

Temporary 317,466

OBJECT CODE DESCRIPTION FY 2019 ACTUAL

BUSINESSSERVICES▼ Department Summary


BUSINESS SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE OFFICE OF THE CEO 8101

TotalFY 2018 FY 2019 FY 2020 FY 2021 RepresentedACTUAL ACTUAL BUDGET PROPOSED or

FTE Non-Rep0.00 0.00 1.00 1.00 Chief Executive Officer Contract Non1.00 1.00 0.00 0.00 Deputy General Manager 15 Non1.00 1.00 0.00 0.00 General Manager Contract Non2.00 2.00 2.00 0.00 Administrative Associate 3 Non0.00 0.00 1.00 1.00 Business Practice Leader 1 - Integrated Planning 10 Non1.00 1.00 0.00 0.00 Executive Assistant 6 Non0.00 0.00 1.00 0.00 Office Manager 6 Non0.00 0.00 1.00 1.00 Program Support Specialist 5 Non

5.00 5.00 6.00 3.00 TOTAL PERSONNEL

OperatingFY 2018 FY 2019 FY 2020 FY 2021 RepresentedACTUAL ACTUAL BUDGET PROPOSED or



CapitalFY 2018 FY 2019 FY 2020 FY 2021 RepresentedACTUAL ACTUAL BUDGET PROPOSED or



CLASSIFICATION TITLE



SALARY GRADE

SALARY GRADE

SALARY GRADE

BUSINESSSERVICESPOSITIONANDSALARYEXPENSE▼ Office of the CEO | 8101


FY 2019 ACTUAL

FY 2020 REVISED BUDGET OBJECT CODE DESCRIPTION

OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

523,871 611,000 Wages & Other Pay 51100 473,800

48,330 110,000 Temporary 51130 100,000

9,882 0 Overtime 51140 0

174,380 214,400 Other Personnel Expenses 51600 181,200

0 0 Tuition Reimbursement 51761 0

0 0 Other Employee Allowances 51900 0

3,720 3,700 Auto Allowance 51910 3,700

3,180 1,600 Mobile Computing Allowance 51915 1,600

$ 763,363 $ 940,700 $ 760,300 $ - $ -

0 0 Electricity 52110 0

0 0 Water 52120 0

0 0 Natural Gas 52130 0

0 0 Garbage 52140 0

0 0 Surface Water Management Charge 52150 0

0 0 Other Utility Services 52160 0

0 0 Sewer Charges 52170 0

34,582 40,200 Contracted Services 52205 100,000

0 0 Landscape Services 52215 0

0 0 Audit & Accounting Services 52220 0

23,717 30,000 Professional Services 52240 15,000

490,529 509,100 Other Government Services 52270 0

1,562 13,500 Office Supplies 52305 1,500

4,115 12,000 Operating Supplies 52310 2,000

0 0 Gas, Oil, Lubrication 52315 0

0 0 Janitorial Supplies 52320 0

0 0 Tech & Scientific Supplies 52325 0

0 0 Repair & Maintenance Supplies 52330 0

160 0 Construction & Building Supplies 52335 0

2,107 0 Small Tools 52350 0

0 0 Safety Equipment 52360 0

79 0 Postage & Freight 52375 0

0 0 Software Expensed 52380 0

3,271 5,000 Computer Equipment Expensed 52385 5,000

62,468 100,000 Dues & Memberships 52405 2,000

2,025 3,000 Books, Subscriptions & Publications 52410 2,500

0 0 Tri-Met Subsidy 52420 0

10 0 Software Licenses & Support 52425 0

0 0 Publication Notices 52430 0

65 0 Printing 52435 0

0 0 Telecom Internal 52440 0

0 0 Telephone Services 52445 0

0 0 Fueling Contract 52475 0

11,319 10,000 Training & Education 52480 3,500

11,500 31,400 Travel Expense 52485 12,500

0 0 Fleet Charges 52486 0

862 1,200 Private Mileage 52487 900

18,126 20,000 Other Materials & Services 52495 12,000

0 0 Permits, Licenses & Fees 52500 0

0 0 Bank Service Charge 52515 0

0 0 Bond Trustee Fees 52550 0

0 0 Equipment Rental 52605 0

0 0 Repair & Maintenance Services 52610 0

0 0 Non-vehicle Equipment Repair & Maintenance 52620 0

0 0 Computer Repair & Maintenance 52630 0

0 0 Insurance 52705 0

$ 666,498 $ 775,400 $ 156,900 $ - $ -

$ - $ - $ - $ - $ -

$ 1,429,861 $ 1,716,100 $ 917,200 $ - $ -

$ - CAPITAL OUTLAY SUBTOTAL $ 1,680,674 TOTAL EXPENDITURE

8101 - Office of the CEO

$ 715,669 MATERIALS & SERVICES SUBTOTAL

0

0

0

0

0

0

0

0

6,737

22,579

0

546

5,846

0

0

0

1,347

0

0

1,075

572

0

0

2,429

100,571

0

0

111

0

1,696

8,271

0

0

0

25,914

503,873

0

34,103

0

0

0

0

0

0

3,720

$ 965,006 PERSONNEL EXPENSE SUBTOTAL0

0

218,021

0

0

3,720

FY 2018 ACTUAL

690,862

46,654

2,028


Expenditure Summary

BUSINESSSERVICESEXPENDITURESUMMARY▼ Office of the CEO | 8101


BUSINESS SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE LEGAL SERVICES 8102


Non-Rep1.00 1.00 1.00 1.00 Contracts Coordinator 6 Non1.00 1.00 1.00 1.00 General Counsel 13 Non1.00 1.00 1.00 1.00 Senior Assistant Legal Counsel 10 Non








CLASSIFICATION TITLE SALARY GRADE



BUSINESSSERVICESPOSITIONANDSALARYEXPENSE▼ Legal Services | 8102


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

443,017 448,900 Wages & Other Pay 51100 459,900

21,558 25,000 Temporary 51130 25,000

451 0 Overtime 51140 0




3,720 3,700 Auto Allowance 51910 3,700

805 800 Mobile Computing Allowance 51915 800

$ 627,226 $ 637,500 $ 656,100 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0








0 0 Other Government Services 52270 4,100

175 300 Office Supplies 52305 300

0 0 Operating Supplies 52310 0






276 0 Small Tools 52350 0




1,714 0 Computer Equipment Expensed 52385 0


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




0 0 Printing 52435 0





5,663 4,000 Travel Expense 52485 2,000


553 1,000 Private Mileage 52487 1,000

126 500 Other Materials & Services 52495 500









$ 34,012 $ 58,600 $ 76,200 $ - $ -

$ - $ - $ - $ - $ -

$ 661,238 $ 696,100 $ 732,300 $ - $ -

$ - CAPITAL OUTLAY SUBTOTAL $ 625,180 TOTAL EXPENDITURE

8102 - Legal Services


0

0

0

0

0

0

0

0

2,750

4,571

0

807

252

0

0

0

800

0

337

94

0

0

0

0

1,189

0

0

0

0

72

0

0

0

0

24,393

0

0

6,324

0

0

0

0

0

0

840


0

147,491

0

0

3,720

FY 2018 ACTUAL

431,089

0

451


Expenditure Summary

BUSINESSSERVICESEXPENDITURESUMMARY▼ Legal Services | 8102


BUSINESS SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE GOVERNMENT AFFAIRS 8110


FTE Non-Rep1.00 1.00 1.00 0.00 Graphics Specialist 5 Non0.00 0.00 0.85 1.00 Government & Public Affairs Director 12 Non1.00 1.00 0.15 0.00 Government & Public Affairs Manager 11 Non0.00 0.00 0.00 1.00 Office Manager 6 Non0.00 0.00 1.00 1.00 Policy Analyst 6 Non1.00 1.00 2.00 0.00 Public Affairs Specialist 5 Non1.00 1.00 1.00 0.00 Public Involvement Coordinator 7 Non2.00 2.00 2.00 0.00 Sr Public Affairs Specialist 6 Non0.00 0.00 0.00 1.00 Technical Editor & Communications Specialist 5 Non1.00 1.00 1.00 0.00 Communications Supervisor 7 Non0.00 0.00 1.00 0.00 Communications & Marketing Manager 8 Non

7.00 7.00 10.00 4.00 TOTAL PERSONNEL










BUSINESSSERVICESPOSITIONANDSALARYEXPENSE▼ Government Affairs | 8110


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

637,452 866,800 Wages & Other Pay 51100 450,500

71,661 147,900 Temporary 51130 119,000

3,180 2,000 Overtime 51140 2,000




0 0 Auto Allowance 51910 0


$ 963,221 $ 1,372,600 $ 770,000 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0








31,039 57,900 Other Government Services 52270 600,000

2,183 1,500 Office Supplies 52305 12,500

254 1,100 Operating Supplies 52310 10,500






920 0 Small Tools 52350 500


142 1,000 Postage & Freight 52375 400






422 0 Software Licenses & Support 52425 1,300


50,939 48,900 Printing 52435 1,500





21,735 23,000 Travel Expense 52485 7,000

1,678 800 Fleet Charges 52486 0

1,389 2,000 Private Mileage 52487 1,000


1,287 0 Permits, Licenses & Fees 52500 0








$ 590,690 $ 765,000 $ 810,200 $ - $ -

$ - $ - $ - $ - $ -

$ 1,553,911 $ 2,137,600 $ 1,580,200 $ - $ -


8110 - Government Affairs


0

0

0

0

0

0

0

0

13,647

17,273

555

2,090

189,180

0

0

268

552

0

0

300

42,205

2,395

0

0

12,055

0

0

0

0

115

0

0

0

0

221,363

40,413

0

0

0

0

0

0

0

0

5,180


0

224,025

0

0

0

FY 2018 ACTUAL

627,678

11,133

2,298


Expenditure Summary

BUSINESSSERVICESEXPENDITURESUMMARY▼ Government Affairs | 8110


BUSINESS SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE 8112


FTE Non-Rep0.00 0.00 0.00 1.00 Communications & Marketing Manager 8 Non0.00 0.00 0.00 1.00 Graphics Specialist 5 Non0.00 0.00 0.00 2.00 Public Affairs Specialist 5 Non0.00 0.00 0.00 2.00 Public Involvement Coordinator 7 Non0.00 0.00 0.00 2.00 Sr Public Affairs Specialist 6 Non









COMMUNICATIONS & COMMUNITY ENGAGEMENT



POSITIONANDSALARYEXPENSE▼ Communications & Community Engagement | 8112


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

0 0 Wages & Other Pay 51100 757,300

0 0 Temporary 51130 150,400

0 0 Overtime 51140 2,000

0 0 Other Personnel Expenses 51600 346,400




0 0 Mobile Computing Allowance 51915 4,800

$ - $ - $ 1,260,900 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0




0 0 Contracted Services 52205 29,000



0 0 Professional Services 52240 350,700

0 0 Other Government Services 52270 15,000

0 0 Office Supplies 52305 1,000

0 0 Operating Supplies 52310 1,100








0 0 Postage & Freight 52375 1,000


0 0 Computer Equipment Expensed 52385 0

0 0 Dues & Memberships 52405 12,200

0 0 Books, Subscriptions & Publications 52410 2,000




0 0 Printing 52435 47,400




0 0 Training & Education 52480 4,400

0 0 Travel Expense 52485 4,500


0 0 Private Mileage 52487 1,500

0 0 Other Materials & Services 52495 243,500









$ - $ - $ 725,000 $ - $ -

$ - $ - $ - $ - $ -

$ - $ - $ 1,985,900 $ - $ -

$ - CAPITAL OUTLAY SUBTOTAL $ - TOTAL EXPENDITURE

8112 - Communications & Community Engagement

$ - MATERIALS & SERVICES SUBTOTAL

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

$ - PERSONNEL EXPENSE SUBTOTAL0

0

0

0

0

0

FY 2018 ACTUAL

0

0

0


Expenditure Summary

BUSINESSSERVICESEXPENDITURESUMMARY▼ Communications & Community Engagement | 8112POSITIONANDSALARYEXPENSE▼ Communications & Community Engagement | 8112


BUSINESS SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE HUMAN RESOURCES 8501


Non-Rep0.00 0.00 0.00 0.50 Compenstion & Benefits Manager 9 Non1.00 1.00 1.00 0.00 Employee & Labor Relations Manager 11 Non0.00 0.00 0.00 1.00 Employee Relations Program Manager 8 Non0.00 0.00 0.00 0.50 Human Resoures & Risk Mgmt Director 12 Non1.00 1.00 0.00 0.00 Human Resources Analyst 6 Non1.00 1.00 1.00 0.50 Human Resources Specialist 5 Non2.00 2.00 4.00 3.00 Sr Human Resources Analyst 7 Non











BUSINESSSERVICESPOSITIONANDSALARYEXPENSE▼ Human Resources | 8501


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

486,393 560,700 Wages & Other Pay 51100 610,100

18,018 50,000 Temporary 51130 50,000

0 0 Overtime 51140 0






$ 648,936 $ 777,300 $ 867,600 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0




0 0 Contracted Services 52205 0




0 0 Other Government Services 52270 0

125 1,000 Office Supplies 52305 500












1,274 900 Dues & Memberships 52405 1,100

79 300 Books, Subscriptions & Publications 52410 300



632 7,000 Publication Notices 52430 3,500

0 1,000 Printing 52435 200





2,660 7,000 Travel Expense 52485 3,500


424 400 Private Mileage 52487 400










$ 134,842 $ 172,600 $ 167,000 $ - $ -

$ - $ - $ - $ - $ -

$ 783,778 $ 949,900 $ 1,034,600 $ - $ -


8501 - Human Resources


0

0

0

0

0

0

0

0

15,829

7,512

0

183

9,174

0

0

0

0

0

0

904

0

33

0

0

279

0

0

0

0

667

387

0

0

0

53,149

0

0

0

0

0

0

0

0

0

840


0

193,570

0

0

0

FY 2018 ACTUAL

492,465

0

0


Expenditure Summary

BUSINESSSERVICESEXPENDITURESUMMARY▼ Human Resources | 8501


BUSINESS SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE RISK & INSURANCE MGMT 8502


Non-Rep0.00 0.00 0.00 0.50 Compenstion & Benefits Manager 9 Non0.00 0.00 0.00 0.50 Human Resoures & Risk Mgmt Director 12 Non0.00 0.00 0.00 0.50 Human Resources Specialist 5 Non1.00 1.00 1.00 0.00 Risk and Benefits Manager 9 Non1.00 1.00 1.00 1.00 Risk & Safety Analyst 6 Non0.00 0.00 1.00 1.00 Sr Risk Management Analyst 7 Non

2.00 2.00 3.00 3.50



2.00 2.00 3.00 3.50



0.00 0.00 0.00 0.00


TOTAL PERSONNEL


TOTAL PERSONNEL


TOTAL PERSONNEL

BUSINESSSERVICESPOSITIONANDSALARYEXPENSE▼ Risk & Insurance Management | 8502


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

205,276 245,100 Wages & Other Pay 51100 383,500

36,484 50,000 Temporary 51130 75,000

0 0 Overtime 51140 1,000






$ 309,612 $ 388,200 $ 624,200 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0
















878 1,500 Small Tools 52350 1,500

745 3,900 Safety Equipment 52360 3,900






23,387 30,500 Tri-Met Subsidy 52420 27,000



200 200 Printing 52435 200





2,182 3,500 Travel Expense 52485 1,700


1,442 1,000 Private Mileage 52487 1,000

408 500 Other Materials & Services 52495 10,000








1,366,698 2,075,000 Insurance 52705 2,138,000

$ 1,580,489 $ 2,332,000 $ 2,399,400 $ - $ -

$ - $ - $ - $ - $ -

$ 1,890,101 $ 2,720,200 $ 3,023,600 $ - $ -


8502 - Risk & Insurance Management

$ 1,189,128 MATERIALS & SERVICES SUBTOTAL

0

1,020,433

0

0

0

0

0

0

1,120

5,027

0

367

828

0

0

0

0

23,372

0

0

33

60

0

0

5,358

0

0

0

234

0

0

0

0

0

42,359

0

0

89,936

0

0

0

0

0

0

980


0

40,573

0

0

0

FY 2018 ACTUAL

133,814

0

0


Expenditure Summary

BUSINESSSERVICESEXPENDITURESUMMARY▼ Risk & Insurance Management | 8502


BUSINESS SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE BUSINESS STRATEGY & PERFORMANCE SYSTEMS 8500


Non-Rep1.00 1.00 0.00 0.00 Administrative Associate 3 Non1.00 1.00 0.00 0.00 Business Operations Director 13 Non0.00 0.00 1.00 1.00 Business Strategy & Performance Systems Director 13 Non0.00 0.00 1.00 1.00 Business Practice Leader 1 - Strategy, Performance 10 Non0.00 0.00 1.00 1.00 Business Practice Leader 2 - Strategy, Performance 11 Non0.00 0.00 1.00 1.00 Program Support Specialist 5 Non











POSITIONANDSALARYEXPENSE▼ Business Strategy & Performance Systems | 8500


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

256,902 375,700 Wages & Other Pay 51100 604,300

84,786 50,000 Temporary 51130 25,000

10,875 0 Overtime 51140 0




3,720 3,700 Auto Allowance 51910 3,700


$ 472,488 $ 564,600 $ 860,300 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0
















515 300 Small Tools 52350 300





817 700 Dues & Memberships 52405 700



5,619 0 Software Licenses & Support 52425 0


148 300 Printing 52435 300





14,747 10,000 Travel Expense 52485 7,500












$ 109,477 $ 94,100 $ 92,700 $ - $ -

$ - $ - $ - $ - $ -

$ 581,966 $ 658,700 $ 953,000 $ - $ -


8500 - Business Strategy & Performance Systems


0

0

0

0

0

0

0

0

1,360

4,677

0

280

3,345

0

0

0

40

0

0

0

4,262

0

0

0

275

0

0

0

0

0

0

0

0

0

44,357

0

0

0

0

0

0

0

0

0

953


0

87,467

0

0

3,720

FY 2018 ACTUAL

246,188

11,712

0


Expenditure Summary

EXPENDITURESUMMARY▼ Business Strategy & Performance Systems | 8500


BUSINESS SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE DIGITAL SOLUTIONS 8305


Non-Rep0.00 0.00 1.00 1.00 Business Practice Leader 2 - Digital Solutions 11 Non1.00 0.00 0.00 0.00 Business Systems Analyst 1 6 Non2.00 2.00 2.00 2.00 Database Administrator 9 Non0.00 0.00 1.00 1.00 Data Management Analyst 8 Non0.00 0.00 1.00 1.00 Digital Solutions Opportunities Manager 10 Non0.00 1.00 1.00 2.00 Information Technology Enterprise Architect 9 Non1.00 1.00 1.00 1.00 Information Technology Technician 4 Non1.00 1.00 0.00 0.00 Information Systems Division Manager 11 Non2.00 2.00 0.00 0.00 Information Systems Manager 10 Non3.00 2.00 3.00 3.00 Information Technology Analyst 8 Non1.00 1.00 1.00 1.00 Programmer Analyst 8 Non3.00 3.00 4.00 3.00 Software Engineer 9 Non

14.00 13.00 15.00 15.00 TOTAL PERSONNEL


Non-Rep0.00 0.00 1.00 1.00 Business Practice Leader 2 - Digital Solutions 11 Non1.00 0.00 0.00 0.00 Business Systems Analyst 1 6 Non2.00 2.00 2.00 2.00 Database Administrator 9 Non0.00 0.00 1.00 1.00 Data Management Analyst 8 Non0.00 0.00 1.00 1.00 Digital Solutions Opportunities Manager 10 Non0.00 1.00 1.00 2.00 Information Technology Enterprise Architect 9 Non1.00 1.00 1.00 1.00 Information Technology Technician 4 Non1.00 1.00 0.00 0.00 Information Systems Division Manager 11 Non2.00 2.00 0.00 0.00 Information Systems Manager 10 Non3.00 2.00 3.00 3.00 Information Technology Analyst 8 Non1.00 1.00 1.00 1.00 Programmer Analyst 8 Non3.00 3.00 4.00 3.00 Software Engineer 9 Non

14.00 13.00 15.00 15.00 TOTAL PERSONNEL


Non-Rep0.00 0.00 0.00 0.00 Business Practice Leader 2 - Digital Solutions 11 Non0.00 0.00 0.00 0.00 Business Systems Analyst 1 6 Non0.00 0.00 0.00 0.00 Data Management Analyst 8 Non0.00 0.00 0.00 0.00 Database Administrator 9 Non0.00 0.00 0.00 0.00 Digital Solutions Opportunities Manager 10 Non0.00 0.00 0.00 0.00 Information Technology Enterprise Architect 9 Non0.00 0.00 0.00 0.00 Information Technology Technician 4 Non0.00 0.00 0.00 0.00 Information Systems Division Manager 11 Non0.00 0.00 0.00 0.00 Information Systems Manager 10 Non0.00 0.00 0.00 0.00 Information Technology Analyst 8 Non0.00 0.00 0.00 0.00 Programmer Analyst 8 Non0.00 0.00 0.00 0.00 Software Engineer 9 Non





BUSINESSSERVICESPOSITIONANDSALARYEXPENSE▼ Digital Solutions | 8305


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

1,562,788 1,899,700 Wages & Other Pay 51100 1,893,600

820 140,000 Temporary 51130 70,000

23,012 0 Overtime 51140 0






$ 2,113,281 $ 2,698,400 $ 2,655,900 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









1,223 1,500 Office Supplies 52305 1,500







27,509 14,000 Small Tools 52350 5,000




23,479 0 Computer Equipment Expensed 52385 10,000

428 1,000 Dues & Memberships 52405 1,000



674,374 659,100 Software Licenses & Support 52425 819,100


41 100 Printing 52435 100

2,809 0 Telecom Internal 52440 0

221,253 255,000 Telephone Services 52445 235,000



10,497 27,100 Travel Expense 52485 11,100


1,244 1,800 Private Mileage 52487 1,800






117,391 140,000 Repair & Maintenance Services 52610 140,000

5,579 0 Non-vehicle Equipment Repair & Maintenance 52620 0



$ 1,194,828 $ 1,282,100 $ 1,404,600 $ - $ -

$ - $ - $ - $ - $ -

$ 3,308,109 $ 3,980,500 $ 4,060,500 $ - $ -


8305 - Digital Solutions


665

0

0

0

114,344

0

(23)

0

40,752

18,859

0

1,168

1,528

3,120

284,832

0

66,039

0

465,560

0

0

368

1,467

0

145

0

100

40,639

0

4,869

2,213

0

0

0

1,407

0

0

29,129

0

0

0

0

0

0

9,445

$ 2,187,153 PERSONNEL EXPENSE SUBTOTAL0

0

550,228

0

0

0

FY 2018 ACTUAL

1,619,798

0

7,681


Expenditure Summary

BUSINESSSERVICESEXPENDITURESUMMARY▼ Digital Solutions | 8305


BUSINESS SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE FINANCE & ACCOUNTING 8504


Non-Rep1.00 1.00 1.00 1.00 Accounting Specialist 4 Non0.00 0.00 1.00 1.00 Administrative Associate 3 Non3.00 3.00 3.00 3.00 Associate Accounting Clerk 2 Rep0.00 1.00 1.00 1.00 Budget & Support Services Supervisor 8 Non1.00 1.00 1.00 1.00 Business Systems Analyst 2 8 Non0.00 0.00 1.00 1.00 Chief Financial Officer 12 Non0.00 0.00 1.00 1.00 Controller 10 Non2.00 2.00 2.00 2.00 Customer Service Representative 2 Rep1.00 1.00 0.00 0.00 Finance Manager 10 Non1.00 1.00 1.00 1.00 Payroll Coordinator 6 Non1.00 1.00 1.00 1.00 Procurement Coordinator 6 Non0.00 0.00 1.00 1.00 Program Support Specialist 5 Non2.00 2.00 1.00 1.00 Sr Accountant 6 Non1.00 0.00 0.00 0.00 Sr Financial Analyst 7 Non

13.00 13.00 15.00 15.00 TOTAL PERSONNEL



13.00 13.00 15.00 15.00 TOTAL PERSONNEL







BUSINESSSERVICESPOSITIONANDSALARYEXPENSE▼ Finance & Accounting | 8504


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

1,078,057 1,322,400 Wages & Other Pay 51100 1,380,900

35,810 40,000 Temporary 51130 47,000

471 0 Overtime 51140 0






$ 1,567,159 $ 1,926,200 $ 2,040,100 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0






50,000 53,000 Audit & Accounting Services 52220 51,500


1,016,404 1,174,800 Other Government Services 52270 1,196,100

7,922 2,200 Office Supplies 52305 2,200







1,628 600 Small Tools 52350 600


419 2,000 Postage & Freight 52375 1,200




365 2,400 Books, Subscriptions & Publications 52410 500



3,243 4,500 Publication Notices 52430 4,500

5,326 6,000 Printing 52435 6,000





6,132 9,000 Travel Expense 52485 4,500


1,614 1,600 Private Mileage 52487 1,600



8,236 10,000 Bank Service Charge 52515 10,000

2,938 5,000 Bond Trustee Fees 52550 5,000






$ 1,136,498 $ 1,420,800 $ 1,459,600 $ - $ -

$ - $ - $ - $ - $ -

$ 2,703,656 $ 3,347,000 $ 3,499,700 $ - $ -


8504 - Finance & Accounting


0

0

2,838

0

0

0

0

6,239

6,815

8,913

0

1,231

1,587

0

0

0

250

0

0

3,036

1,682

516

0

0

6,672

0

0

387

0

10,575

348

0

0

0

7,765

1,052,598

0

0

0

48,900

0

0

0

0

2,065

$ 1,534,626 PERSONNEL EXPENSE SUBTOTAL0

0

438,317

6,300

0

0

FY 2018 ACTUAL

1,087,151

0

793


Expenditure Summary

BUSINESSSERVICESEXPENDITURESUMMARY▼ Finance & Accounting | 8504


BUSINESS SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE RESEARCH & INNOVATION 8513


Non-Rep0.00 0.00 0.00 1.00 Research & Innovation Director 13 Non0.00 0.00 0.00 1.00 Senior Engineer 9 Non0.00 0.00 0.00 1.00 Senior Operations Analyst 9 Non0.00 0.00 0.00 1.00 Water Resources Analyst - Regulatory 8 Non











BUSINESSSERVICESPOSITIONANDSALARYEXPENSE▼ Research & Innovation | 8113


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

0 0 Wages & Other Pay 51100 595,600

0 0 Temporary 51130 316,000







$ - $ - $ 1,114,200 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0







0 0 Professional Services 52240 0






0 0 Tech & Scientific Supplies 52325 2,000



0 0 Small Tools 52350 1,000














0 0 Training & Education 52480 0













$ - $ - $ 72,000 $ - $ -

$ - $ - $ - $ - $ -

$ - $ - $ 1,186,200 $ - $ -

$ - CAPITAL OUTLAY SUBTOTAL $ - TOTAL EXPENDITURE


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

$ - PERSONNEL EXPENSE SUBTOTAL0

0

0

0

0

0

FY 2018 ACTUAL

0

0

0


Expenditure Summary 8113 - Research & Innovation

BUSINESSSERVICESEXPENDITURESUMMARY▼ Research & Innovation | 8113


BUSINESS SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE ABC BUILDING 8507


Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00



Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00



Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00





No FTE in this program

BUSINESSSERVICESPOSITIONANDSALARYEXPENSE▼ Building Maintenance - ABC | 8507


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

0 0 Wages & Other Pay 51100 0

0 0 Temporary 51130 0


0 0 Other Personnel Expenses 51600 0





$ - $ - $ - $ - $ -

140,348 0 Electricity 52110 0

16,768 0 Water 52120 0

53,568 0 Natural Gas 52130 0

5,592 0 Garbage 52140 0

5,896 0 Surface Water Management Charge 52150 0

2,020 0 Other Utility Services 52160 0

17,356 0 Sewer Charges 52170 0

385,066 0 Contracted Services 52205 0

56,110 0 Landscape Services 52215 0


2,758 0 Professional Services 52240 0





11,274 0 Janitorial Supplies 52320 0



39,744 0 Construction & Building Supplies 52335 0









(1,616) 0 Software Licenses & Support 52425 0





2,149 0 Fueling Contract 52475 0


0 0 Travel Expense 52485 0

2,935 0 Fleet Charges 52486 0






2,361 0 Equipment Rental 52605 0

167,204 0 Repair & Maintenance Services 52610 0




$ 912,480 $ - $ - $ - $ -

$ - $ - $ - $ - $ -

$ 912,480 $ - $ - $ - $ -


8507 - Building Maintenance - ABC Building


0

0

0

0

136,317

0

424

0

0

0

5,570

0

1,562

0

0

1,959

0

0

0

0

0

0

0

0

0

0

17,292

810

0

730

518

2

11,761

0

0

0

7,822

388,761

46,605

0

41,177

4,283

5,233

2,204

0

$ - PERSONNEL EXPENSE SUBTOTAL141,633

13,664

0

0

0

0

FY 2018 ACTUAL

0

0

0


Expenditure Summary

BUSINESSSERVICESEXPENDITURESUMMARY▼ Building Maintenance - ABC | 8507




In 2020, the Watershed Management Department changed its name to Natural Systems Enhancement & Stewardship (NSES) to better reflect the work of the department. Natural systems refers to the connected, interdependent ecosystems in and out of the Tualatin Basin — upland, riparian, floodplain, wetland and instream. The new department name refers to our proactive and innovative role working across all the ecosystems to protect our watershed and keep it healthy and resilient. Stewardship refers to the community network needed to protect these assets for future generations. As before, NSES continues to build and strengthen innovative and resilient partnerships to enhance the benefits that natural resources provide to the community.

In response to the coronavirus, NSES implemented a variety of physical distancing strategies to protect our employees and their families and ensure the District continued to provide essential lifeline services to our customers. Staff used their vehicles as their primary office or worked remotely, taking advantage of virtual resources to stay engaged with our partners.

There is one proposed position not included in the base departmental budget for FY 2020-21. It will be subject to approval based on revenue projections and the County’s economic condition. All other line items have been extensively reviewed and adjusted. The most significant change is the reduction of the travel and training budget by 50%.



In 2005, Clean Water Services was given the opportunity to meet regulatory requirements through an innovative community streamside enhancement program called Tree for All (TFA). As the program grew, dozens of partners joined in to provide the resources needed to expand the scope and scale of the program. From the start the TFA program has helped catalyze and support a broad set of community values such as economic vitality, biodiversity, habitat connectivity, climate change resiliency, human health and recreation, and a one water philosophy.

NSES is able to leverage millions of dollars for streamside enhancement from voluntary incentive Farm Bill programs; conservation districts; local parks and open space providers; city, state and federal governments; and more than two dozen nonprofit partners (www.jointreeforall.org). Together these collective resources produce landscape-scale results (140 river miles enhanced with more than 12 million native plants) while supporting rural and urban economies. By working at the landscape scale, NSES and TFA partners strive to create the watershed resilience needed to keep pace with rapid urban growth and mitigate stressors such as climate change.

NSES uses an integrated systems approach to deliver on a number of Key Strategic Outcomes.

Organizational Excellence: ● Digital record management (TerraTrak) for contracting,

material procurement and monitoring distributed natural system assets.

● Real-time digital performance management tools for natural systems.

● Regional Conservation Strategy to guide natural systems investment.

Integrated Water Resource Management and Resilient Watershed:

● Integrated natural systems project delivery strategies across rural and urban landscapes.

● Future water supply strategies that support human and wildlife needs for the next 50 years.

Research, Innovation and Resource Recovery:

● Automated record collection, analysis and visualization tools that provide real-time asset monitoring and support decision-making at the landscape scale.

● Natural systems and field fit engineering strategies that reduce construction costs.

http://www.jointreeforall.org


● Aerial imagery and LiDAR (Light Detection and Ranging) to scale planning up to the subbasin and watershed scale, while collecting remote sensing data using UAS (Unmanned Aerial Systems or drones) to monitor assets during construction and beyond.

Catalyzing Transformational Partnerships:

● Tree for All transformational partners that bring the restoration resources needed to combat climate change and support watershed resiliency.

● Bilingual, family-oriented programs that support human and watershed health.

● Community engagement opportunities for creating future watershed stewards.

Contributing to the Region’s Environmental and Economic Vitality:

● Long-term contracts with native plant nurseries.

● Native plant restoration contracts.

● Development of tourism assets.

● Healthy air for humans and wildlife.

● Sequestered carbon for climate change.

● Recreational opportunities.

● Wildlife biodiversity and connectivity.







51100 1,367,193 2,106,100 2,047,100

51130 208,594 181,000 234,800

51140 1,534 0 0

51600 312,933 604,800 775,600

51900 1,195 2,000 2,000

51915 9,940 8,800 8,800

$ 1,901,389 $ 2,902,700 $ 3,068,300 6%

52110 1,107 1,800 1,800

52140 0 1,000 0

52205 644,102 540,000 590,000

52240 60,586 80,000 30,000

52270 96,940 2,050,000 1,850,000

52305 936 1,000 1,000

52310 525 0 0

52315 1,194 0 0

52330 2,133 1,000 1,000

52335 30 5,000 0

52340 17 0 0

52350 15,660 25,000 15,000

52360 869 5,000 2,000

52375 45 0 0

52380 1,797 0 0

52385 210 0 0

52405 6,431 10,000 8,000

52410 1,428 800 800

52420 0 0 0

52425 1,097 2,000 2,000

52430 221 0 0

52435 0 0 0

52470 8,794 10,000 10,000

52475 7,711 8,000 6,400

52480 39,431 44,000 22,000

52485 55,740 37,300 18,700

52486 4,813 8,000 9,000

52487 4,840 4,000 5,000

52495 1,504,462 404,000 404,000

52500 648 600 600

52510 11,069 12,000 12,000

52610 100 1,000 1,000

52620 0 1,000 1,000

$ 2,472,932 $ 3,252,500 $ 2,991,300 -8%

$ - $ - $ -

$ 4,374,321 $ 6,155,200 $ 6,059,600 -2%TOTAL EXPENDITURE $ 4,003,960




Non-vehicle Equipment Repair & Maintenance 0

Taxes, Assessments & Liens 9,563


Permits, Licenses & Fees 636


Fleet Charges 8,796


Land & Building Rent 7,835



Software Licenses & Support 285

Publication Notices 0

Printing 212


Books, Subscriptions & Publications 413

Tri-Met Subsidy 0

Software Expensed 4,990


Small Tools 12,521



Repair & Maintenance Supplies 482

Construction & Building Supplies 93

Parts & Equipment 0

Gas, Oil, Lubrication 452

Other Government Services 1,184,743

Office Supplies 951

Operating Supplies 246



Garbage 582



Electricity 1,530

Other Employee Allowances 1,044

Overtime 1,956

Other Personnel Expenses 287,982


Temporary 175,342


NATURALSYSTEMSENHANCEMENT&STEWARDSHIP▼ Department Summary



NATURAL SYSTEMS ENHANCEMENT & STEWARDSHIPPOSITION AND SALARY EXPENSE NATURAL SYSTEMS ENHANCEMENT & STEWARDSHIP 8233

TotalFY 2018 FY 2019 FY 2020 FY 2021 SALARY RepresentedACTUAL ACTUAL BUDGET PROPOSED GRADE or

Non-Rep1.00 0.00 0.00 0.00 Administrative Assistant 4 Non0.00 1.00 1.00 1.00 Operations Coordinator 5 Non0.75 0.75 0.75 0.75 Watershed Mgmnt Dept Director 13 Non0.25 0.25 0.25 0.25 Water Supply Project Manager 11 Non0.25 0.25 0.25 0.25 Watershed Division Manager 11 Non


OperatingFY 2018 FY 2019 FY 2020 FY 2021 SALARY RepresentedACTUAL ACTUAL BUDGET PROPOSED GRADE or

FTE Non-Rep1.00 0.00 0.00 0.00 Administrative Assistant 4 Non0.00 1.00 1.00 1.00 Operations Coordinator 5 Non0.75 0.75 0.75 0.75 Watershed Mgmnt Dept Director 13 Non0.25 0.25 0.25 0.25 Water Supply Project Manager 11 Non0.25 0.25 0.25 0.25 Watershed Division Manager 11 Non


CapitalFY 2018 FY 2019 FY 2020 FY 2021 SALARY RepresentedACTUAL ACTUAL BUDGET PROPOSED GRADE or

FTE Non-Rep0.00 0.00 0.00 0.00 Administrative Assistant 4 Non0.00 0.00 0.00 0.00 Operations Coordinator 5 Non0.00 0.00 0.00 0.00 Watershed Mgmnt Dept Director 13 Non0.00 0.00 0.00 0.00 Water Supply Project Manager 11 Non0.00 0.00 0.00 0.00 Watershed Division Manager 11 Non





NSESPOSITIONANDSALARYEXPENSE▼ Administration | 8233


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

227,509 304,400 Wages & Other Pay 51100 310,700

68,569 60,000 Temporary 51130 120,000

1,124 0 Overtime 51140 0




$ 361,570 $ 457,900 $ 555,300 $ - $ -


0 0 Garbage 52140 0



5,055 0 Other Government Services 52270 0

732 1,000 Office Supplies 52305 1,000





0 0 Parts & Equipment 52340 0

2,923 0 Small Tools 52350 0










212 0 Printing 52435 0

0 0 Land & Building Rent 52470 0

397 1,200 Fueling Contract 52475 600


8,873 14,000 Travel Expense 52485 4,500


683 2,000 Private Mileage 52487 1,000



0 0 Public Information 52505 0

0 0 Taxes, Assessments & Liens 52510 0



$ 33,910 $ 35,000 $ 19,900 $ - $ -

$ - $ - $ - $ - $ -

$ 395,480 $ 492,900 $ 575,200 $ - $ -

$ - CAPITAL OUTLAY SUBTOTAL

$ 471,086 TOTAL EXPENDITURE


0

0

158

0

0

2,205

5,639

348

1,161

5,998

0

537

142

0

0

78

0

45

1,750

0

4,616

0

0

0

5,332

0

520

0

0

0

415

0

0

1,435

$ 442,141 PERSONNEL EXPENSE SUBTOTAL

0


Expenditure Summary 8233 - Natural Systems Enhancement & Stewardship Administration

77,932

0

FY 2018 ACTUAL

280,755

81,820

200

NSESEXPENDITURESUMMARY▼ Administration | 8233


NATURAL SYSTEMS ENHANCEMENT & STEWARDSHIPPOSITION AND SALARY EXPENSE NATURAL SYSTEMS ENHANCEMENT & STEWARDSHIP 8234


Non-Rep1.00 1.00 1.00 1.00 Engineer 8 Non1.00 1.00 1.00 1.00 Engineering Technician 2 5 Rep1.00 1.00 1.00 1.00 Engineering Technician 3 6 Rep1.00 1.00 1.00 1.00 Senior Engineer 9 Non1.00 1.00 1.00 1.00 GIS Analyst 7 Non1.00 1.00 1.00 1.00 Principal Engineer 10 Non0.00 3.00 3.00 3.00 Project Manager 1 6 Non1.00 1.00 1.00 1.00 Water Resources Analyst - GIS 8 Non1.00 1.00 2.00 2.00 Water Resources Analyst - Watershed 8 Non1.00 1.00 1.00 1.00 Water Resources Program Manager 9 Non4.00 4.00 4.00 4.00 Water Resources Project Manager 7 Non0.25 0.25 0.25 0.25 Watershed Mgmnt Dept Director 13 Non4.00 2.00 2.00 2.00 Water Resources Specialist 4 Rep0.75 0.75 0.75 0.75 Water Supply Project Manager 11 Non0.75 0.75 0.75 0.75 Watershed Division Manager 11 Non

18.75 19.75 20.75 20.75 TOTAL PERSONNEL


Non-Rep0.50 0.50 0.50 0.50 Engineer 8 Non0.50 0.50 0.50 0.50 Engineering Technician 2 5 Rep0.50 0.50 0.50 0.50 Engineering Technician 3 6 Rep0.25 0.25 0.25 0.25 Senior Engineer 9 Non1.00 1.00 1.00 1.00 GIS Analyst 7 Non0.25 0.25 0.25 0.25 Principal Engineer 10 Non0.00 0.00 0.00 0.00 Project Manager 1 6 Non1.00 1.00 1.00 1.00 Water Resources Analyst - GIS 8 Non1.00 1.00 2.00 2.00 Water Resources Analyst - Watershed 8 Non0.25 0.25 0.25 0.25 Water Resources Program Manager 9 Non1.75 1.75 1.75 1.75 Water Resources Project Manager 7 Non0.25 0.25 0.25 0.25 Watershed Mgmnt Dept Director 13 Non1.25 1.25 1.25 1.25 Water Resources Specialist 4 Rep0.25 0.25 0.25 0.25 Water Supply Project Manager 11 Non0.50 0.50 0.50 0.50 Watershed Division Manager 11 Non9.25 9.25 10.25 10.25 TOTAL PERSONNEL


Non-Rep0.50 0.50 0.50 0.50 Engineer 8 Non0.50 0.50 0.50 0.50 Engineering Technician 2 5 Rep0.50 0.50 0.50 0.50 Engineering Technician 3 6 Rep0.75 0.75 0.75 0.75 Senior Engineer 9 Non0.00 0.00 0.00 0.00 GIS Analyst 7 Non0.75 0.75 0.75 0.75 Principal Engineer 10 Non0.00 3.00 3.00 3.00 Project Manager 1 6 Non0.00 0.00 0.00 0.00 Water Resources Analyst - GIS 8 Non0.00 0.00 0.00 0.00 Water Resources Analyst - Watershed 8 Non0.75 0.75 0.75 0.75 Water Resources Program Manager 9 Non2.25 2.25 2.25 2.25 Water Resources Project Manager 7 Non0.00 0.00 0.00 0.00 Watershed Mgmnt Dept Director 13 Non2.75 0.75 0.75 0.75 Water Resources Specialist 4 Rep0.50 0.50 0.50 0.50 Water Supply Project Manager 11 Non0.25 0.25 0.25 0.25 Watershed Division Manager 11 Non9.50 10.50 10.50 10.50 TOTAL PERSONNEL




NSESPOSITIONANDSALARYEXPENSE▼ Operations | 8234


FY 2019 ACTUAL


OBJECT CODE

FY 2021 PROPOSED

FY 2021APPROVED

FY 2021 ADOPTED

1,117,956 1,801,700 Wages & Other Pay 51100 1,736,400

106,774 121,000 Temporary 51130 114,800

832 0 Overtime 51140 0


1,044 2,000 Other Employee Allowances 51900 2,000


$ 1,458,967 $ 2,444,800 $ 2,513,000 $ - $ -

1,530 1,800 Electricity 52110 1,800

582 1,000 Garbage 52140 0



1,179,688 2,050,000 Other Government Services 52270 1,850,000




482 1,000 Repair & Maintenance Supplies 52330 1,000

0 5,000 Construction & Building Supplies 52335 0

0 0 Parts & Equipment 52340 0

9,598 25,000 Small Tools 52350 15,000



4,990 0 Software Expensed 52380 0





285 2,000 Software Licenses & Support 52425 2,000



7,835 10,000 Land & Building Rent 52470 10,000

6,647 6,800 Fueling Contract 52475 5,800


43,460 23,300 Travel Expense 52485 14,200

8,168 8,000 Fleet Charges 52486 9,000

4,702 2,000 Private Mileage 52487 4,000



9,563 12,000 Taxes, Assessments & Liens 52510 12,000


0 1,000 Non-vehicle Equipment Repair & Maintenance 52620 1,000

$ 2,149,513 $ 3,217,500 $ 2,971,400 $ - $ -

$ - $ - $ - $ - $ -

$ 3,608,480 $ 5,662,300 $ 5,484,400 $ - $ -


$ 3,903,235 TOTAL EXPENDITURE


100

0

490

11,069

37,226

50,101

4,465

3,679

1,498,464

8,794

7,173

1,286

0

1,097

143

0

0

47

210

1,814

2,133

30

17

10,328

869

416

525

1,194

60,586

96,524

644,102

0

8,505

$ 1,459,248 PERSONNEL EXPENSE SUBTOTAL

1,107


Expenditure Summary 8234 - Natural Systems Enhancement & Stewardship Operations

235,001

1,195

FY 2018 ACTUAL

1,086,438

126,774

1,334

NSESEXPENDITURESUMMARY▼ Operations | 8234


Regulatory Affairs


The Regulatory Affairs Department (RAD) analyzes research and data for ambient water quality, updates the Tualatin Total Maximum Daily Loads (TMDL), performs compliance and monitoring, and develops state and federal regulations. RAD includes Administration, Environmental Services and Laboratory Services.

In response to the coronavirus, Regulatory Affairs implemented a variety of physical distancing strategies to protect our employees and their families and ensure the District continued to provide essential lifeline services to our customers. Many staff members teleworked, taking advantage of virtual resources to conduct business. Environmental Services Specialists used their vehicles as their primary offices. Laboratory staff converted lab space to single-person suites, sampling crews traveled solo in vehicles and staff formulated hand sanitizer and wipes for District and County employees.

The FY 2020-21 RAD budget reflects the reduction of four FTE that are transferring into Business Services to create the Research & Innovation program. There is one proposed position not included in the base departmental budget. It will be subject to approval based on revenue projections and the County’s economic condition. All other line items have been extensively reviewed and adjusted. The most significant change is the reduction of the travel and training budget by 50%.

Regulatory Affairs


Administration The Administration staff provides technical, scientific, regulatory and policy support to Clean Water Services (District). This support includes research, modeling and analysis of environmental data related to the protection of public and watershed health, the implementation of the Tualatin River TMDL and the implementation of and compliance with the District’s watershed-based National Pollutant Discharge Elimination System (NPDES) wastewater discharge permit.

The Administration staff tracks, evaluates and influences the development of state and federal environmental regulations; and prepares, reviews and coordinates reports related to monitoring, effluent discharges, noncompliance incidents and permit compliance. This group communicates with state and federal regulatory staff and the District’s partners and co-implementer cities and Washington County about regulatory compliance and policies. The Administration staff coordinates, tracks and reports on the District’s Water Quality Credit Trading Program for temperature and manages the release of stored water for flow augmentation within the Tualatin River Watershed. The Administration staff oversees the District’s intergovernmental agreements related to flow and water quality monitoring and flow augmentation with the Department of Environmental Quality, the U.S. Geological Survey, the Joint Water Commission and the District 18 Watermaster. The Administration staff also participates in planning efforts to support near-term and long-term District goals and objectives.

The Administration staff coordinates and supports scientific studies conducted by the U.S. Geological Survey in the Tualatin River Watershed to understand watershed processes and evaluate the effectiveness of future management practices. Administration staff also participates in organizations that support clean water and water quality, providing input, support and comments for meetings, workshops and conferences.

Environmental ServicesThe Environmental Services staff responds to complaints about pollution entering waterways or conveyance systems across the District. The group maintains the District’s illicit discharge response program and responds to reports of spills or contamination affecting surface water, storm drainage or sanitary sewers. Staff provides technical assistance to fire and emergency response authorities for spills or surface water cleanup concerns. Environmental Services staff provides outreach and education, making the public aware of the importance of protecting the public systems and waterways.


Environmental Services staff regulates industrial users to protect public health, worker health and safety, municipal infrastructure, water quality and biosolids. The group regulates commercial establishments and industries that discharge into the sanitary sewer system, including those located in co-implementer cities. It also regulates the disposal of septic tank pumpage and chemical toilet waste at the District’s water resource recovery facilities. The Environmental Services staff implements the industrial pretreatment program mandated by the federal Clean Water Act, including permitting and inspecting significant industrial discharges. Staff receives and reviews reports, issues permits, inspects industrial sites, samples, reviews industrial discharge analytical data and enforces pretreatment standards and permits. It works to reduce the discharge of fats, oils and grease to the sanitary sewer system.

Environmental Services staff provides a local presence by acting as DEQ’s agent for the 1200-Z NPDES industrial stormwater permitting and compliance program; staff also implements the commercial and industrial stormwater programs. Staff oversees stormwater best management practices, conducts inspections and plans reviews for industries’ compliance with DEQ-issued 1200-Z stormwater permits, industrial private water quality facilities and other commercial stormwater systems.

Environmental Services staff leads pollution prevention activities for the District. The most active outreach program is the Ecological Business Certification Program for the automobile services and landscape business sectors (see the website at www.ecobiz.org). The District continues to work on the mercury reduction outreach program with the Oregon Dental Association and Washington County Dental Society to survey and provide technical assistance to dental facilities.

Laboratory Services The Laboratory Services staff conducts environmental sampling and analysis for the District and provides fundamental data for critical decision-making in areas such as health of the watershed, performance of the water resource recovery facilities and compliance with environmental regulations. The Laboratory staff performs over 120,000 water quality analyses per year and conducts extensive sampling, continuous monitoring and extensive field measurements. This work supports activities across the District including cleaning wastewater, source control, conveyance, stormwater and Tualatin watershed management. The Laboratory staff routinely analyzes samples for nutrients such as nitrogen, phosphorus, sulfur and potassium; for E. coli bacteria; and for

http://www.ecobiz.org


dozens of trace metals including copper, lead, silver, cadmium and zinc. Staff is capable of measuring mercury at extremely low levels: 0.5 parts per trillion.

Laboratory staff supports data collection and analysis for numerous innovative research and development projects within the District. Some examples are:

● Evaluate and calibrate continuous treatment plant process monitoring systems for ammonia, nitrate, phosphorus and solids to support efficient plant operations.

● Develop and implement analytical methods to measure disinfection by-products at low levels to support the development of a regulatory strategy.

● Conduct nutrient, temperature, copper, dissolved oxygen and algal chlorophyll studies to support compliance and operations at the Fernhill Natural Treatment System.

● Continue research support to optimization treatment processes.

● Develop methods and generate ambient and plant data to use with the Biotic Ligand Model to determine copper compliance.

The Laboratory staff spent several summers monitoring the water quality effects that flow augmentation had on McKay and Dairy creeks and maintains a continuous in-stream water quality monitoring station in Beaverton Creek. For the High Purity Water project, the Laboratory staff provided the planning, sampling and analyses to demonstrate that the finished water met all applicable drinking water standards. Staff is involved in planning and extensive sampling to understand the improvement to water quality from the Fernhill Natural Treatment System, algal growth, and to collect the information needed to update water quality models for the Tualatin River. The updated models will be used to influence regulatory strategies for nutrient management in the basin.







51100 3,014,480 3,327,400 2,776,500

51130 311,182 431,900 205,500

51140 46,523 67,100 67,100

51170 0 18,500 9,500

51600 1,177,942 1,328,000 1,217,300

51761 1,068 38,200 38,200

51900 2,151 4,200 4,200

51915 10,075 7,600 5,600

$ 4,563,421 $ 5,222,900 $ 4,323,900 -17%

52205 863 13,000 13,000

52240 948,849 1,341,000 1,360,000

52250 486 0 0

52260 7,342 7,000 7,000

52305 3,172 2,500 2,500

52310 26,037 46,000 46,000

52325 242,027 370,300 350,300

52330 1,415 5,000 5,000

52350 286 1,000 5,000

52360 0 0 0

52375 701 1,000 1,000

52385 2,160 6,000 6,000

52405 2,826 6,100 6,400

52410 1,558 700 700

52425 11,692 15,000 15,000

52430 196 1,500 1,500

52435 2,894 4,000 3,000

52475 8,447 8,000 8,000

52480 25,370 43,700 21,800

52485 38,879 41,700 15,900

52486 6,745 10,500 10,500

52487 9,118 11,600 9,500

52495 4,006 1,000 1,000

52500 252,827 510,500 520,000

52505 1,550 6,000 6,000

52610 0 0 0

52620 11,848 30,000 30,000

52630 0 0 0

$ 1,611,295 $ 2,483,100 $ 2,445,100 -2%

$ 205,675 $ - $ -

$ 6,380,391 $ 7,706,000 $ 6,769,000 -12%TOTAL EXPENDITURE $ 6,310,855



Repair & Maintenance Services 888

Non-vehicle Equipment Repair & Maintenance 23,736




Public Information 0


Fleet Charges 10,403






Printing 1,085




Small Tools 4,509



Repair & Maintenance Supplies 6,657

Tech & Scientific Supplies 304,407




Recording Fees 0

Laundry 8,906




Tuition Reimbursement 7,292


Overtime 61,728

Out of Class Straight Time 0



Temporary 248,179


REGULATORYAFFAIRS▼ Department Summary


REGULATORY AFFAIRS DEPARTMENTPOSITION AND SALARY EXPENSE ADMINISTRATION 8210


Non-Rep1.00 1.00 1.00 0.00 Asst Regulatory Affairs Dept Director 12 Non0.00 0.00 0.00 1.00 Compliance & Permitting Manager 10 Non1.00 1.00 0.00 0.00 Principal Engineer 10 Non1.00 1.00 1.00 1.00 Regulatory Affairs Director 13 Non0.00 1.00 1.00 1.00 Operations Analyst 1 6 Non1.00 1.00 1.00 0.00 Water Resources Prog Manager 9 Non4.00 5.00 4.00 2.00 Water Resources Analyst - Regulatory 8 Non1.00 1.00 1.00 1.00 Administrative Associate 3 Non

9.00 11.00 9.00 6.00 TOTAL PERSONNEL



9.00 11.00 9.00 6.00 TOTAL PERSONNEL







REGULATORYAFFAIRSPOSITIONANDSALARYEXPENSE▼ Administration | 8210


FY 2019 ACTUAL

FY 2020 REVISED BUDGET OBJECT CODE DESCRIPTION OBJECT

CODEFY 2021

PROPOSEDFY 2021

APPROVED FY 2021 ADOPTED

1,172,207 1,127,700 Wages & Other Pay 51100 733,100

134,672 282,400 Temporary 51130 30,000

1,814 0 Overtime 51140 0

0 0 Out of Class Straight Time 51170 0


5,792 30,000 Tuition Reimbursement 51761 30,000



$ 1,696,302 $ 1,835,900 $ 1,071,600 $ - $ -

34,624 0 Contracted Services 52205 0

802,360 1,221,000 Professional Services 52240 1,170,000

0 0 Recording Fees 52250 0

0 0 Laundry 52260 0



5,628 2,000 Tech & Scientific Supplies 52325 2,000










41 1,000 Printing 52435 1,000



40,571 25,000 Travel Expense 52485 7,500


4,423 4,000 Private Mileage 52487 4,000


287,137 504,500 Permits, Licenses & Fees 52500 514,000





$ 1,197,887 $ 1,774,500 $ 1,708,800 $ - $ -

$ - $ - $ - $ - $ -

$ 2,894,189 $ 3,610,400 $ 2,780,400 $ - $ -



8210 - Regulatory Affairs Administration


0

0

0

252,827

0

16,640

30,048

0

5,162

1,261

0

1,117

0

0

721

31

0

1,004

0

0

0

0

0

1,500

873,669

0

0

0

3,720


0

368,701

1,068

0

FY 2018 ACTUAL

1,150,901

37,313

296


Expenditure Summary

REGULATORYAFFAIRSEXPENDITURESUMMARY▼ Administration | 8210


REGULATORY AFFAIRS DEPARTMENTPOSITION AND SALARY EXPENSE ENVIRONMENTAL SERVICES 8212


Non-Rep1.00 1.00 1.00 1.00 Environmental Services Specialist 1 4 Rep6.00 6.00 6.00 6.00 Environmental Services Specialist 2 6 Rep0.00 0.00 1.00 1.00 Environmental Services Supervisor 7 Non1.00 0.00 0.00 0.00 Source Control Manager 8 Non











REGULATORYAFFAIRSPOSITIONANDSALARYEXPENSE▼ Environmental Services | 8212


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021


501,293 694,000 Wages & Other Pay 51100 681,700

41,557 50,000 Temporary 51130 61,500

21,369 30,000 Overtime 51140 30,000

0 12,500 Out of Class Straight Time 51170 3,500


0 8,200 Tuition Reimbursement 51761 8,200

335 1,400 Other Employee Allowances 51900 1,400


$ 781,477 $ 1,087,800 $ 1,094,200 $ - $ -

0 13,000 Contracted Services 52205 13,000



0 0 Laundry 52260 0





194 1,000 Small Tools 52350 2,000








914 3,000 Printing 52435 2,000



3,420 9,700 Travel Expense 52485 4,900

6,591 4,000 Fleet Charges 52486 4,000

1,643 5,600 Private Mileage 52487 3,500

1,392 0 Other Materials & Services 52495 0


0 6,000 Public Information 52505 6,000




$ 81,142 $ 80,800 $ 65,000 $ - $ -

$ - $ - $ - $ - $ -

$ 862,619 $ 1,168,600 $ 1,159,200 $ - $ -



8212 - Environmental Services


0

0

0

0

1,550

3,580

5,819

2,099

2,241

2,072

3,321

112

2,563

196

2,173

59

2,160

1,507

0

216

0

0

2,575

170

525

486

0

863

2,867


0

251,189

0

415

FY 2018 ACTUAL

591,725

59,414

14,567


Expenditure Summary

REGULATORYAFFAIRSEXPENDITURESUMMARY▼ Environmental Services | 8212


REGULATORY AFFAIRS DEPARTMENTPOSITION AND SALARY EXPENSE LABORATORY SERVICES 8232


Non-Rep2.00 2.00 2.00 2.00 Laboratory Technician 3 Rep1.00 1.00 0.00 0.00 Laboratory Services Division Manager 11 Non

12.00 12.00 13.00 13.00 Laboratory Specialist 5 Rep1.00 1.00 1.00 1.00 Laboratory Supervisor 8 Non1.00 1.00 1.00 1.00 Lab Systems & QA/QC Coord 7 Non0.00 0.00 1.00 0.00 Senior Operations Analyst 9 Non

17.00 17.00 18.00 17.00 TOTAL PERSONNEL


Non-Rep2.00 2.00 2.00 2.00 Laboratory Technician 3 Rep1.00 1.00 0.00 0.00 Laboratory Services Division Manager 11 Non

12.00 12.00 13.00 13.00 Laboratory Specialist 5 Rep1.00 1.00 1.00 1.00 Laboratory Supervisor 8 Non1.00 1.00 1.00 1.00 Lab Systems & QA/QC Coord 7 Non0.00 0.00 1.00 0.00 Senior Operations Analyst 9 Non

17.00 17.00 18.00 17.00 TOTAL PERSONNEL


Non-Rep0.00 0.00 0.00 0.00 Laboratory Technician 3 Rep0.00 0.00 0.00 0.00 Laboratory Services Division Manager 11 Non0.00 0.00 0.00 0.00 Laboratory Specialist 5 Rep0.00 0.00 0.00 0.00 Laboratory Supervisor 8 Non0.00 0.00 0.00 0.00 Lab Systems & QA/QC Coord 7 Non0.00 0.00 0.00 0.00 Senior Operations Analyst 9 Non





REGULATORYAFFAIRSPOSITIONANDSALARYEXPENSE▼ Laboratory Services | 8232


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021


1,321,406 1,505,700 Wages & Other Pay 51100 1,361,700

71,950 99,500 Temporary 51130 114,000

38,545 37,100 Overtime 51140 37,100

0 6,000 Out of Class Straight Time 51170 6,000


1,500 0 Tuition Reimbursement 51761 0



$ 1,999,012 $ 2,299,200 $ 2,158,100 $ - $ -




8,906 7,000 Laundry 52260 7,000

3,359 2,500 Office Supplies 52305 2,500


298,779 368,300 Tech & Scientific Supplies 52325 348,300

6,609 5,000 Repair & Maintenance Supplies 52330 5,000

3,549 0 Small Tools 52350 3,000


808 1,000 Postage & Freight 52375 1,000




900 15,000 Software Licenses & Support 52425 15,000


130 0 Printing 52435 0



7,612 7,000 Travel Expense 52485 3,500

3,812 6,500 Fleet Charges 52486 6,500

3,148 2,000 Private Mileage 52487 2,000


400 6,000 Permits, Licenses & Fees 52500 6,000



23,736 30,000 Non-vehicle Equipment Repair & Maintenance 52620 30,000


$ 555,035 $ 627,800 $ 671,300 $ - $ -

$ - $ - $ - $ - $ -

$ 2,554,047 $ 2,927,000 $ 2,829,400 $ - $ -

$ 205,675 CAPITAL OUTLAY SUBTOTAL


8232 - Laboratory Services


0

0

11,848

0

0

5,151

3,012

4,647

1,714

673

5,126

329

9,129

0

0

611

0

315

1,415

70

0

3,172

23,462

240,358

74,655

0

7,342

0

3,488


0

558,051

0

1,736

FY 2018 ACTUAL

1,271,853

214,455

31,661


Expenditure Summary

REGULATORYAFFAIRSEXPENDITURESUMMARY▼ Laboratory Services | 8232




The Utility Operations & Services Department (UOPS) is responsible for the management of the wholesale and retail utility operations and services of Clean Water Services (District) including private development permitting, design, construction oversight, operations and maintenance of the District’s surface water and sanitary conveyance systems. The department includes the Administration program and four divisions — Conveyance Engineering Services, Planning & Development Services, Field Operations and Administrative Facilities Management.

In response to the coronavirus, UOPS implemented a variety of physical distancing strategies to protect our employees and their families and ensure the District continued to provide essential lifeline services to our customers. Many staff members teleworked, taking advantage of virtual resources to conduct business. Staff traveled solo in District vehicles and inspectors used their vehicles as their primary offices. Development staff reviewed plans and issued permits electronically. Field Operations opened a temporary facility to help reduce employee overlap.

During FY 2019-20, two FTE were added into UOPS midyear. Maintenance services had been provided by contract with Kidder



Mathews, LLC. Bringing the services in-house through the addition an Operations Coordinator and Facility Maintenance Technician represent an annual savings to the District of more than $82,000.

No FTE changes are included in the department’s base FY 2020-21 budget. There are three proposed positions not included in the base departmental budget. They will be subject to approval based on revenue projections and the County’s economic condition. All other line items have been extensively reviewed and adjusted. The most significant change is the reduction of the travel and training budget by 50%.

Administration This program includes the senior management for the department. Staff provides general and fiscal management of the department’s programs and interacts with 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 co-implementer/District Technical Committee, Cooperative Public Agencies of Washington County and other partnering efforts.

Conveyance Engineering Services The Conveyance Engineering Services Division provides administration, design and construction management of the District’s Capital Improvement Program for both sanitary and surface water management (SWM) systems. The division is also responsible for administration, design and construction management of Local Improvement Districts and Reimbursement Districts, inflow and infiltration 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.

Planning & Development Services The Development Related Services program provides services related to private development, including technical research and customer service; plan review, administration and inspection of vegetated corridor improvements; erosion control best management practices; 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 services supporting District programs.


The Systems 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 stormwater quality facilities inspection program and for management and 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. In addition to Field Operations Administration, the division includes the System Repair, System Maintenance, Local Repair & Construction, TV/Flow Monitoring and SWM Surface Facility Maintenance operational programs.

The operational programs clean and perform TV inspection of public storm and sanitary sewer pipes, clean catch basins and water quality manholes, sweep streets and maintain water quality facilities. The Division responds to emergency requests for service, including storm event response. The Division also repairs and rehabilitates the collection system, including sealing lines and manholes to reduce inflow and infiltration, repairing damaged or


deteriorated facilities, and assisting with neighborhood-wide system rehabilitation projects. Finally, the Division constructs localized projects including short line extensions, catch basin and inlet installations and stream corridor enhancements.

Administrative Facilities Management The Administrative Facilities Management Division coordinates and manages short- and long-term strategic building transitions and improvements and oversees the daily functions, operations, planning, repairs and maintenance of the Administration Building Complex, Field Operations, the Materials Handling Yard, Tualatin River Farm and Clean Water Research & Innovation Center.







51100 7,633,163 9,623,700 10,071,400

51130 152,900 314,000 335,200

51140 90,533 129,700 123,200

51600 2,796,915 3,871,900 4,287,900

51900 14,209 19,200 19,700

51915 13,560 18,700 18,200

$ 10,701,280 $ 13,977,200 $ 14,855,600 6%

52110 47,657 236,800 243,800

52120 31,832 94,600 59,500

52130 12,176 69,500 64,000

52140 112,110 125,600 127,400

52150 17,125 24,200 34,500

52160 389 3,200 2,900

52170 13,102 31,300 39,500

52205 478,084 1,309,100 809,000

52210 15,500 40,000 65,000

52215 17,008 113,700 103,500

52230 0 0 0

52240 208,234 365,000 340,000

52250 8,140 6,200 14,000

52260 30,342 31,100 33,800

52270 824 2,000 2,000

52305 9,892 8,000 7,900

52310 86,646 117,500 115,200

52315 32,681 29,800 29,800

52320 5,066 15,500 15,000

52325 0 0 0

52330 229,741 347,900 354,000

52335 118,130 257,000 249,500

52350 23,838 43,000 43,000

52360 14,240 28,000 25,000

52375 249 1,000 200

52380 0 1,000 0

52385 0 1,500 1,500

52405 18,444 22,000 23,300

52410 451 2,000 2,000

52425 7,023 11,800 21,400

52430 2,591 1,700 2,000

52435 6,557 8,500 9,500

52440 0 0 0

52475 220,309 257,800 247,900

52480 33,579 71,800 35,200

52485 30,099 50,600 24,300

52486 404,676 517,500 499,400

52487 9,383 9,300 9,300

52495 23,923 38,800 26,900

52500 2,025 3,900 6,800

52505 5 0 0

52510 120 0 35,000

52515 10,507 13,000 13,000

52550 0 0 0

52605 17,137 30,000 26,000

52610 67,089 326,700 334,100

52630 0 4,500 3,000

52890 36,785 56,000 60,000

$ 2,403,707 $ 4,728,400 $ 4,159,100 -12%

$ 141,988 $ - $ -




Other Chemicals 45,451



Bond Trustee Fees 278


Taxes, Assessments & Liens 120




Public Information 128






Telecom Internal 300


Publication Notices 3,190

Printing 5,846



Software Expensed 299


Small Tools 35,209

Safety Equipment 28,429


Repair & Maintenance Supplies 288,405


Gas, Oil, Lubrication 32,599



Other Government Services 742




Recording Fees 8,409

Laundry 44,611


Legal Services 2,372



Engineering Services 20,000

Garbage 118,589


Other Utility Services 566

Water 34,193

Natural Gas 11,613



Electricity 52,234


Overtime 65,258



Temporary 214,010


UTILITYOPERATIONS&SERVICES▼ Department Summary


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE ADMINISTRATION 8201


Non-Rep0.00 0.00 1.00 1.00 Managing Director - Utility Operations & Services 14 Non0.00 0.00 1.00 1.00 Building & Facilities Services Manager 10 Non1.00 1.00 1.00 1.00 Engineering Division Manager 11 Non1.00 1.00 0.00 0.00 Conveyance Sys Dept Director LT 13 Non1.00 1.00 1.00 1.00 Field Operations Division Manager 11 Non1.00 1.00 1.00 1.00 Planning & Development Svcs Division Mgr 11 Non











UOPSPOSITIONANDSALARYEXPENSE▼ Administration | 8201


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021

ADOPTED660,187 862,900 Wages & Other Pay 51100 891,300

9,983 0 Temporary 51130 0

833 0 Overtime 51140 0




$ 857,971 $ 1,133,200 $ 1,187,100 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0





0 0 Engineering Services 52210 0


2,372 0 Legal Services 52230 0



0 0 Laundry 52260 0


1,410 500 Office Supplies 52305 1,000















1,161 0 Publication Notices 52430 0

265 0 Printing 52435 300




3,246 8,800 Travel Expense 52485 4,400


2,699 3,600 Private Mileage 52487 3,600










0 0 Other Chemicals 52890 0

$ 30,853 $ 56,200 $ 51,200 $ - $ -

$ - $ - $ - $ - $ -

$ 888,824 $ 1,189,400 $ 1,238,300 $ - $ -



8201 - Utility Operations & Services Administration


0

0

0

0

0

0

5

0

0

3,452

4,554

0

3,193

5,461

0

0

304

0

124

767

192

0

0

10,562

0

0

0

0

3,560

0

0

0

0

0

3,405

0

0

0

0

0

0

0

0

0

0

0

3,360


0

0

170,360

0

FY 2018 ACTUAL

585,291

0

0


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ Administration | 8201


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE CAPITAL PROJECTS ADMINISTRATION 8224


Non-Rep1.00 1.00 0.00 0.00 Administrative Assistant 4 Non3.00 3.00 3.00 3.00 Construction Inspector 3 6 Rep1.00 1.00 1.00 1.00 Easement Acquisition Specialist 6 Non4.00 5.00 5.00 5.00 Engineer 8 Non2.00 2.00 2.00 0.00 Engineering Project Coordinator 7 Non2.00 2.00 2.00 2.00 Engineering Technician 3 6 Rep0.00 0.00 0.00 2.00 Principal Engineer 10 Non0.00 0.00 1.00 1.00 Program Support Specialist 5 Non3.00 3.00 3.00 3.00 Senior Engineer 9 Non1.00 1.00 1.00 1.00 Water Resources Project Manager 7 Non

17.00 18.00 18.00 18.00 TOTAL PERSONNEL






12.15 13.15 13.15 12.85 TOTAL PERSONNEL




UOPSPOSITIONANDSALARYEXPENSE▼ Capital Projects Administration | 8224


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


38,268 112,000 Temporary 51130 112,000

5,587 5,000 Overtime 51140 5,000

(21,248) 374,300 Other Personnel Expenses 51600 391,900



$ 629,140 $ 1,451,800 $ 1,503,800 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0





20,000 40,000 Engineering Services 52210 65,000


0 0 Legal Services 52230 0



0 0 Laundry 52260 0

742 1,000 Other Government Services 52270 1,000






2,821 0 Repair & Maintenance Supplies 52330 0


984 2,100 Small Tools 52350 2,100









0 500 Printing 52435 200




11,373 10,100 Travel Expense 52485 5,100

4,310 5,000 Fleet Charges 52486 4,000

4,528 3,500 Private Mileage 52487 3,500











$ 104,554 $ 133,800 $ 183,200 $ - $ -

$ - $ - $ - $ - $ -

$ 733,693 $ 1,585,600 $ 1,687,000 $ - $ -



8224 - Capital Projects Administration


0

0

0

0

0

83

0

0

0

8,663

9,426

3,977

3,600

3,520

0

4,118

117

0

1,348

15

56

0

0

4,295

0

0

213

751

231

204

0

0

0

0

12,353

18

0

707

0

3,000

15,500

0

0

0

0

0

3,660


265

0

(4,302)

1,482

FY 2018 ACTUAL

509,092

84,343

1,332


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ Capital Projects Administration | 8224


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE DEVELOPMENT RELATED SERVICES 8225


Non-Rep1.00 1.00 1.00 0.00 Construction Inspection Supervisor 8 Non5.00 5.00 5.00 0.00 Construction Inspector 2 5 Rep1.00 1.00 1.00 0.00 Construction Inspector 3 6 Rep1.00 1.00 1.00 1.00 Development Services Supervisor 9 Non1.00 1.00 1.00 1.00 Engineering Technician 2 5 Rep2.00 2.00 2.00 2.00 Engineering Technician 3 6 Rep1.00 1.00 1.00 1.00 GIS Analyst 7 Non0.00 0.00 1.00 1.00 GIS Specialist 6 Non2.00 2.00 2.00 2.00 Permits Technician 2 3 Rep1.00 1.00 1.00 1.00 Permit/Mapping Supervisor 8 Non2.00 2.00 2.00 3.00 Plan Reviewer 7 Non1.00 1.00 1.00 1.00 Senior Water Resources Program Manager 10 Non0.00 2.00 2.00 2.00 Water Resources Program Manager 9 Non1.00 1.00 1.00 1.00 Business Systems Analyst 2 8 Non

19.00 21.00 22.00 16.00 TOTAL PERSONNEL


Non-Rep1.00 1.00 1.00 0.00 Construction Inspection Supervisor 8 Non5.00 5.00 5.00 0.00 Construction Inspector 2 5 Rep1.00 1.00 1.00 0.00 Construction Inspector 3 6 Rep0.90 0.90 0.90 0.90 Development Services Supervisor 9 Non1.00 1.00 1.00 1.00 Engineering Technician 2 5 Rep1.90 1.90 1.90 1.90 Engineering Technician 3 6 Rep1.00 1.00 1.00 1.00 GIS Analyst 7 Non0.00 0.00 1.00 1.00 GIS Specialist 6 Non2.00 2.00 2.00 2.00 Permits Technician 2 3 Rep1.00 1.00 1.00 1.00 Permit/Mapping Supervisor 8 Non2.00 2.00 2.00 3.00 Plan Reviewer 7 Non1.00 1.00 1.00 1.00 Senior Water Resources Program Manager 10 Non0.00 1.70 1.70 1.70 Water Resources Program Manager 9 Non1.00 1.00 1.00 1.00 Business Systems Analyst 2 8 Non

18.80 20.50 21.50 15.50 TOTAL PERSONNEL


Non-Rep0.00 0.00 0.00 0.00 Construction Inspection Supervisor 8 Non0.00 0.00 0.00 0.00 Construction Inspector 2 5 Rep0.00 0.00 0.00 0.00 Construction Inspector 3 6 Rep0.10 0.10 0.10 0.10 Development Services Supervisor 9 Non0.00 0.00 0.00 0.00 Engineering Technician 2 5 Rep0.10 0.10 0.10 0.10 Engineering Technician 3 6 Rep0.00 0.00 0.00 0.00 GIS Analyst 7 Non0.00 0.00 0.00 0.00 GIS Specialist 6 Non0.00 0.00 0.00 0.00 Permits Technician 2 3 Rep0.00 0.00 0.00 0.00 Permit/Mapping Supervisor 8 Rep0.00 0.00 0.00 0.00 Plan Reviewer 7 Non0.00 0.00 0.00 0.00 Senior Water Resources Program Manager 10 Non0.00 0.30 0.30 0.30 Water Resources Program Manager 9 Non0.00 0.00 0.00 0.00 Business Systems Analyst 2 8 Non





UOPSPOSITIONANDSALARYEXPENSE▼ Development Related Services | 8225


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021

ADOPTED1,652,659 2,064,700 Wages & Other Pay 51100 1,637,500

53,775 50,000 Temporary 51130 14,200

2,147 6,700 Overtime 51140 6,700




$ 2,326,930 $ 2,887,400 $ 2,269,000 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









8,345 6,200 Recording Fees 52250 14,000

0 0 Laundry 52260 0

0 1,000 Other Government Services 52270 1,000

2,178 2,000 Office Supplies 52305 2,000







712 1,000 Small Tools 52350 300



0 1,000 Software Expensed 52380 0





925 700 Publication Notices 52430 1,000

4,731 3,000 Printing 52435 2,000




1,780 7,400 Travel Expense 52485 3,700

5,091 6,500 Fleet Charges 52486 5,500






4,890 13,000 Bank Service Charge 52515 13,000




0 4,500 Computer Repair & Maintenance 52630 3,000


$ 234,035 $ 318,500 $ 265,400 $ - $ -

$ - $ - $ - $ - $ -

$ 2,560,965 $ 3,205,900 $ 2,534,400 $ - $ -



8225 - Development Related Services


0

0

0

0

0

0

0

0

10,507

5,657

3,356

11,511

1,141

3,753

0

9,136

0

0

647

2,199

0

0

0

734

175

0

294

387

621

134

0

0

0

0

177,650

8,123

0

117

0

0

0

0

0

0

0

0

1,560


0

0

556,434

1,294

FY 2018 ACTUAL

1,519,879

9,478

2,847


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ Development Related Services | 8225


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE SYSTEMS DELIVERY PLANNING 8226


Non-Rep0.00 0.00 0.00 1.00 Construction Inspection Supervisor 8 Non0.00 0.00 0.00 5.00 Construction Inspector 2 5 Rep0.00 0.00 0.00 1.00 Construction Inspector 3 6 Rep1.00 1.00 1.00 1.00 Development Services Supervisor 9 Non1.00 1.00 1.00 1.00 Engineering Technician 2 5 Rep1.00 1.00 1.00 1.00 Inspection Program Manager 7 Non1.00 1.00 1.00 0.00 Plan Reviewer 7 Non

4.00 4.00 4.00 10.00 TOTAL PERSONNEL



4.00 4.00 4.00 10.00 TOTAL PERSONNEL







UOPSPOSITIONANDSALARYEXPENSE▼ Systems Delivery Planning | 8226


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021



0 1,000 Overtime 51140 (500)


0 400 Other Employee Allowances 51900 1,400


$ 532,848 $ 548,500 $ 1,278,000 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0










0 0 Laundry 52260 0









0 300 Small Tools 52350 1,000









260 1,100 Printing 52435 3,600



980 5,000 Training & Education 52480 3,000

567 5,000 Travel Expense 52485 2,500

228 1,000 Fleet Charges 52486 1,000












$ 25,246 $ 92,800 $ 70,400 $ - $ -

$ - $ - $ - $ - $ -

$ 558,094 $ 641,300 $ 1,348,400 $ - $ -



8226 - Systems Delivery Planning


0

0

0

0

820

0

0

0

0

2,125

3,204

160

198

2,147

0

559

0

0

473

498

0

0

0

246

0

0

0

0

0

0

0

0

0

0

13,866

0

0

0

0

10,695

0

0

0

0

0

0

360


0

0

137,852

150

FY 2018 ACTUAL

377,214

0

0


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ Systems Delivery Planning | 8226


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE FIELD OPERATIONS ADMINISTRATION 8370


Non-Rep2.00 2.00 2.00 2.00 Administrative Associate 3 Non1.00 2.00 2.00 2.00 Operations Coordinator 5 Non1.00 1.00 1.00 1.00 Sr Management Analyst 8 Non











5/8/2020

UOPSPOSITIONANDSALARYEXPENSE▼ Field Operations Administration | 8370


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


22,083 52,000 Temporary 51130 67,000

5,486 6,000 Overtime 51140 6,000




$ 596,443 $ 651,700 $ 701,100 $ - $ -

37,634 0 Electricity 52110 0

17,958 0 Water 52120 0

11,613 0 Natural Gas 52130 0

2,676 0 Garbage 52140 0

19,813 0 Surface Water Management Charge 52150 0









1,714 1,800 Laundry 52260 2,300


5,474 4,500 Office Supplies 52305 4,500


3,158 2,300 Gas, Oil, Lubrication 52315 2,300

5,199 0 Janitorial Supplies 52320 0




1,183 3,000 Small Tools 52350 3,000

4,849 13,000 Safety Equipment 52360 8,000

0 1,000 Postage & Freight 52375 200







0 3,500 Printing 52435 3,000




3,891 4,000 Travel Expense 52485 2,000

7,950 8,000 Fleet Charges 52486 6,400












$ 681,741 $ 449,700 $ 483,300 $ - $ -

$ - $ - $ - $ - $ -

$ 1,278,184 $ 1,101,400 $ 1,184,400 $ - $ -



8370 - Field Operations Administration


0

0

0

0

22,810

250

0

120

0

9,183

3,453

3,387

25

7,580

0

3,894

30

7,023

0

2,716

1

0

0

1,105

1,301

0

118

3,226

5,079

70,929

2,102

5,066

0

0

0

0

1,360

0

13,102

324,380

0

17,008

12,176

2,631

17,125

389

420


37,129

18,070

138,893

0

FY 2018 ACTUAL

323,162

22,081

5,299


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ Field Operations Administration | 8370


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE SYSTEM REPAIR 8371


Non-Rep13.00 13.00 13.00 13.00 Field Construction/Maintenance Tech 2 5 Rep

1.00 1.00 1.00 1.00 Field Constr/Maint Supervisor 7 Non

14.00 14.00 14.00 14.00 TOTAL PERSONNEL


Non-Rep5.20 5.20 5.20 5.20 Field Construction/Maintenance Tech 2 5 Rep0.80 0.80 0.80 0.80 Field Constr/Maint Supervisor 7 Non








UOPSPOSITIONANDSALARYEXPENSE▼ System Repair | 8371


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021



6,659 25,000 Overtime 51140 25,000




$ 703,212 $ 1,003,100 $ 1,166,900 $ - $ -


0 0 Water 52120 0


0 2,000 Garbage 52140 2,000










8,377 7,000 Laundry 52260 7,000








96,866 100,000 Construction & Building Supplies 52335 100,000

7,846 9,200 Small Tools 52350 9,200













1,195 4,000 Travel Expense 52485 2,000

95,210 87,500 Fleet Charges 52486 90,000

500 1,000 Private Mileage 52487 1,000







0 5,000 Equipment Rental 52605 5,000




$ 309,967 $ 346,400 $ 338,000 $ - $ -

$ - $ - $ - $ - $ -

$ 1,013,180 $ 1,349,500 $ 1,504,900 $ - $ -



8371 - System Repair


0

0

0

295

0

0

0

0

0

2,950

2,383

84,229

448

997

0

36,783

0

0

0

0

0

0

0

301

26,268

80,754

11,243

0

52

23

11,200

0

0

0

0

0

6,509

0

0

2,189

0

0

0

0

0

0

840


0

0

121,177

2,036

FY 2018 ACTUAL

485,757

17,731

7,079


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ System Repair | 8371


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE SYSTEM MAINTENANCE 8373




15.00 15.00 15.00 15.00 TOTAL PERSONNEL




15.00 15.00 15.00 15.00 TOTAL PERSONNEL







5/8/2020

UOPSPOSITIONANDSALARYEXPENSE▼ System Maintenance | 8373


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


54,486 50,000 Temporary 51130 50,000

12,542 30,000 Overtime 51140 25,000




$ 1,561,446 $ 1,695,700 $ 1,764,600 $ - $ -


16,236 16,000 Water 52120 16,000


40,629 50,000 Garbage 52140 50,000










11,932 6,800 Laundry 52260 8,000








1,058 15,000 Construction & Building Supplies 52335 0

1,729 3,000 Small Tools 52350 3,000









590 400 Printing 52435 400




2,180 1,500 Travel Expense 52485 800

172,992 165,000 Fleet Charges 52486 150,000



68 600 Permits, Licenses & Fees 52500 2,500





29,000 2,000 Equipment Rental 52605 2,000



45,451 36,000 Other Chemicals 52890 45,000

$ 559,482 $ 540,400 $ 521,700 $ - $ -

$ - $ - $ - $ - $ -

$ 2,120,927 $ 2,236,100 $ 2,286,300 $ - $ -



8373 - System Maintenance


29,760

0

0

14,231

0

0

0

0

0

1,549

0

121,540

35

407

0

58,494

0

0

0

362

0

0

0

841

46,118

6

1,193

1,612

122

294

10,633

0

0

0

960

0

7,513

0

0

49,540

0

0

0

31,517

0

0

840


0

12,466

491,330

2,806

FY 2018 ACTUAL

1,093,073

16,139

30,728


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ System Maintenance | 8373


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE TV/FLOW MONITORING 8375



1.00 1.00 1.00 1.00 Field Construction/Maint Supervisor 7 Non

14.00 14.00 14.00 14.00 TOTAL PERSONNEL




14.00 14.00 14.00 14.00 TOTAL PERSONNEL


Non-Rep0.00 0.00 0.00 0.00 Field Construction/Maintenance Tech 2 5 Rep0.00 0.00 0.00 0.00 Field Construction/Maint Supervisor 7 Non





5/8/2020

UOPSPOSITIONANDSALARYEXPENSE▼ TV/Flow Monitoring | 8375


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021



9,935 11,000 Overtime 51140 11,000




$ 1,549,344 $ 1,570,900 $ 1,650,100 $ - $ -

10,496 10,300 Electricity 52110 10,300

0 0 Water 52120 0


0 0 Garbage 52140 0










5,643 4,900 Laundry 52260 4,900









6,502 5,200 Small Tools 52350 5,200













0 1,200 Travel Expense 52485 600

29,829 33,000 Fleet Charges 52486 33,000











0 20,000 Other Chemicals 52890 15,000

$ 157,571 $ 401,300 $ 210,000 $ - $ -

$ - $ - $ - $ - $ -

$ 1,706,914 $ 1,972,200 $ 1,860,100 $ - $ -



8375 - TV/Flow Monitoring


7,025

0

0

0

34,686

0

0

0

0

0

0

37,270

0

58

0

20,256

0

0

0

0

0

0

0

54

13,175

734

1,243

0

120

523

0

0

0

0

0

0

4,641

0

0

4,911

0

0

0

0

0

0

840


9,679

1,296

416,422

1,919

FY 2018 ACTUAL

955,932

0

14,006


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ TV/Flow Monitoring | 8375


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE LOCAL REPAIR & CONSTRUCTION 8380




11.00 11.00 11.00 11.00 TOTAL PERSONNEL



10.00 10.00 10.00 10.00 TOTAL PERSONNEL







UOPSPOSITIONANDSALARYEXPENSE▼ Local Repair & Construction | 8380


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


15,249 50,000 Temporary 51130 50,000

4,833 20,000 Overtime 51140 20,000




$ 1,065,747 $ 1,199,300 $ 1,259,100 $ - $ -


0 0 Water 52120 0


6,312 7,000 Garbage 52140 7,000










6,040 4,600 Laundry 52260 4,600









8,545 9,200 Small Tools 52350 9,200













1,993 3,700 Travel Expense 52485 1,900

69,761 62,500 Fleet Charges 52486 62,500












$ 379,383 $ 385,300 $ 389,200 $ - $ -

$ - $ - $ - $ - $ -

$ 1,445,129 $ 1,584,600 $ 1,648,300 $ - $ -



8380 - Local Repair & Construction


0

0

0

2,612

0

1,692

0

0

0

0

3,723

29,144

743

0

0

23,473

0

0

0

0

0

0

0

160

131,514

3,543

5,449

8,265

50

993

5,422

0

0

0

0

0

4,315

0

0

38,850

0

0

0

4,113

0

0

840


65

0

287,929

1,949

FY 2018 ACTUAL

694,882

3,128

10,282


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ Local Repair & Construction | 8380


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE SWM/SURFACE FACILITY MAINTENANCE 8383




16.00 15.00 16.00 16.00 TOTAL PERSONNEL




16.00 15.00 16.00 16.00 TOTAL PERSONNEL







UOPSPOSITIONANDSALARYEXPENSE▼ SWM Surface Facility Maintenance | 8383


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


20,166 0 Temporary 51130 42,000

17,238 25,000 Overtime 51140 25,000




$ 1,626,625 $ 1,785,600 $ 1,861,300 $ - $ -

3,409 0 Electricity 52110 0

0 0 Water 52120 0


68,972 55,000 Garbage 52140 55,000










10,904 6,000 Laundry 52260 7,000









7,689 10,000 Small Tools 52350 10,000













496 4,900 Travel Expense 52485 1,300

151,467 140,000 Fleet Charges 52486 140,000


600 15,000 Other Materials & Services 52495 5,000







0 15,000 Repair & Maintenance Services 52610 10,000



$ 444,725 $ 512,200 $ 477,900 $ - $ -

$ - $ - $ - $ - $ -

$ 2,071,350 $ 2,297,800 $ 2,339,200 $ - $ -



8383 - SWM Surface Facility Maintenance


0

0

0

0

8,773

0

0

0

0

0

0

113,459

0

0

0

63,595

0

0

0

0

0

0

0

148

11,190

33,093

4,085

0

58

13,546

3,323

0

0

0

0

0

6,003

0

0

44,519

0

0

0

73,849

0

0

840


519

0

480,820

2,573

FY 2018 ACTUAL

1,088,881

0

18,961


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ SWM Surface Facility Maintenance | 8383


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE BUILDING MAINTENANCE - ABC BUILDING 8507


Non-Rep0.00 0.00 1.00 1.00 Facilities Maintenance Technician 3 Rep0.00 0.00 1.00 1.00 Operations Coordinator - Facilities 5 Non











UOPSPOSITIONANDSALARYEXPENSE▼ Building Maintenance – ABC | 8507


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021

ADOPTED0 41,000 Wages & Other Pay 51100 143,700



0 9,000 Other Personnel Expenses 51600 70,400



$ - $ 50,000 $ 214,600 $ - $ -

0 145,000 Electricity 52110 125,000

0 17,000 Water 52120 15,500

0 50,000 Natural Gas 52130 45,000

0 5,000 Garbage 52140 5,500

0 6,000 Surface Water Management Charge 52150 7,000

0 2,000 Other Utility Services 52160 2,200

0 14,000 Sewer Charges 52170 15,000



0 59,000 Landscape Services 52215 50,000




0 0 Laundry 52260 0





0 10,000 Janitorial Supplies 52320 10,000



0 40,000 Construction & Building Supplies 52335 60,000












0 2,200 Fueling Contract 52475 1,500



0 9,000 Fleet Charges 52486 7,000












$ - $ 912,200 $ 646,700 $ - $ -

$ - $ - $ - $ - $ -

$ - $ 962,200 $ 861,300 $ - $ -


$ - TOTAL EXPENDITURE

8507 - Building Maintenance - ABC Building


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

$ - PERSONNEL EXPENSE SUBTOTAL

0

0

0

0

FY 2018 ACTUAL

0

0

0


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ Building Maintenance – ABC | 8507


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE BUILDING MAINTENANCE - FIELD OPERATIONS 8508


Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00



Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00



Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00






UOPSPOSITIONANDSALARYEXPENSE▼ Building Maintenance – Field Operations Facility | 8508


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021

ADOPTED0 0 Wages & Other Pay 51100 0






$ - $ - $ - $ - $ -

0 33,500 Electricity 52110 30,000

0 12,700 Water 52120 12,000

0 12,000 Natural Gas 52130 11,500

0 2,800 Garbage 52140 2,800



0 12,000 Sewer Charges 52170 11,000







0 0 Laundry 52260 0





0 3,500 Janitorial Supplies 52320 3,500






























$ - $ 231,100 $ 194,300 $ - $ -

$ - $ - $ - $ - $ -

$ - $ 231,100 $ 194,300 $ - $ -



8508 - Building Maintenance - Field Operations Facility


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0


0

0

0

0

FY 2018 ACTUAL

0

0

0


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ Building Maintenance – Field Operations Facility | 8508


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE BUILDING MAINTENANCE - MATERIALS HANDLING YARD 8509


Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00



Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00



Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00






UOPSPOSITIONANDSALARYEXPENSE▼ Building Maintenance – Materials Handling Yard | 8509


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021







$ - $ - $ - $ - $ -

0 4,500 Electricity 52110 5,500

0 5,900 Water 52120 6,000


0 600 Garbage 52140 600



0 1,700 Sewer Charges 52170 1,500







0 0 Laundry 52260 0





0 500 Janitorial Supplies 52320 1,500






























$ - $ 75,700 $ 60,800 $ - $ -

$ - $ - $ - $ - $ -

$ - $ 75,700 $ 60,800 $ - $ -



8509 Building Maintenance - Materials Handling Yard


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0


0

0

0

0

FY 2018 ACTUAL

0

0

0


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ Building Maintenance – Materials Handling Yard | 8509


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE BUILDING MAINTENANCE - TUALATIN RIVER FARM 8510


Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00



Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00



Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00






UOPSPOSITIONANDSALARYEXPENSE▼ Building Maintenance – Tualatin River Farm | 8510


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021







$ - $ - $ - $ - $ -

0 500 Electricity 52110 1,000

0 0 Water 52120 0


0 400 Garbage 52140 2,000


0 1,200 Other Utility Services 52160 0








0 0 Laundry 52260 0



































$ - $ 22,100 $ 16,000 $ - $ -

$ - $ - $ - $ - $ -

$ - $ 22,100 $ 16,000 $ - $ -



8510 - Building Maintenance - Tualatin River Farm


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0


0

0

0

0

FY 2018 ACTUAL

0

0

0


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ Building Maintenance – Tualatin River Farm | 8510


UTILITY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE BUILDING MAINTENANCE - FERNHILL RESEARCH CENTER 8511


Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00



Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00



Non-Rep0.00 0.00 0.00 0.000.00 0.00 0.00 0.00






UOPSPOSITIONANDSALARYEXPENSE▼ Building Maintenance – Fernhill Research Center | 8511


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021







$ - $ - $ - $ - $ -

0 43,000 Electricity 52110 72,000

0 43,000 Water 52120 10,000

0 7,500 Natural Gas 52130 7,500

0 2,800 Garbage 52140 2,500

0 0 Surface Water Management Charge 52150 7,000


0 3,600 Sewer Charges 52170 12,000







0 0 Laundry 52260 0





0 1,200 Janitorial Supplies 52320 0























0 0 Taxes, Assessments & Liens 52510 35,000







$ - $ 250,700 $ 251,000 $ - $ -

$ - $ - $ - $ - $ -

$ - $ 250,700 $ 251,000 $ - $ -



8511 - Building Maintenance Fernhill Research Center


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0


0

0

0

0

FY 2018 ACTUAL

0

0

0


Expenditure Summary

UOPSEXPENDITURESUMMARY▼ Building Maintenance – Fernhill Research Center | 8511


Water Resource Recovery Operations & Services


The Water Resource Recovery Operations & Services Department (WRRD) provides operation, maintenance and engineering for the District’s four water resource recovery facilities and 43 pump stations. Close to 66 million gallons of wastewater per day, on average, are pumped and treated to some of the highest standards in the nation. The water is then returned to the environment in the Tualatin River or reused for irrigation on golf courses, parks and sports fields. Solids removed from the wastewater are processed and used as soil amendments on farm land and nutrients are recovered and sold as a premium fertilizer. Digester gas produced in processing the solids is the fuel for cogeneration systems that offset approximately 45% of the electrical energy and 70% of the natural gas energy used by the facilities.

The department is organized in five operating programs that deliver on the core functions of conveying and treating wastewater: Durham; Rock Creek; Hillsboro/Forest Grove; Pump Stations; and Biosolids, Reuse and Fernhill. Three programs support the operating groups: Treatment Plant Services, Enterprise Asset and Technical Services, and Administration/Business Opportunities.

In response to the coronavirus, WRRD implemented a variety of physical distancing strategies to protect our employees and their families and ensure the District continued to provide essential lifeline services to our customers. Crews staggered work shifts to

Water Resource Recovery Operations & Services


reduce employee overlap, pump station crews used their vehicles as their primary offices and other staff teleworked when possible, taking advantage of virtual resources to conduct business.

During FY 2019-20, one existing Administrative Associate from the Office of the CEO was transferred into the Department and the FY 2020-21 WRRD budget reflects the addition of this FTE.

No FTE additions are included in the Department’s base FY 2020-21 budget. There are eight proposed positions not included in the base departmental budget. They will be subject to approval based on revenue projections and the County’s economic condition. All other line items have been extensively reviewed and adjusted. The most significant change is the reduction of the travel and training budget by 50%.

Durham Durham is a tertiary wastewater treatment plant that treats an average annual flow of 21.4 mgd (million gallons per day). This program is responsible for day-to-day operation of the Durham Water Resource Recovery Facility, including process control; and mechanical, electrical and instrumentation maintenance.

Rock Creek Rock Creek is a tertiary wastewater treatment plant that treats an average annual flow of 36.2 mgd. This program is responsible for day-to-day operation of the Rock Creek Water Resource Recovery Facility, including process control; and mechanical, electrical and instrumentation maintenance.

Hillsboro and Forest Grove Hillsboro and Forest Grove are secondary treatment plants that treat an average of 4.4 mgd and 3.9 mgd, respectively. This program is responsible for day-to-day operation of the Hillsboro and Forest Grove water resource recovery facilities, including process control; and mechanical, electrical and instrumentation maintenance

Pump StationsThe majority of flow to the water resource recovery facilities is conveyed by gravity pipelines. However, due to topography or distance, pump stations are required to either lift the flow to gravity lines that can transport the flow to the water resource recovery facilities or to directly feed them via force mains. This program is responsible for the day-to-day operation of the pump stations, including process control; and mechanical, electrical and instrumentation maintenance.


Biosolids, Reuse and FernhillThis program provides resource recovery of outputs from the treatment plants. Solids removed from the treatment plants are stabilized and converted to Class B biosolids, which are land applied as a beneficial agricultural soil amendment. During the summer, approximately 57 million gallons of effluent are utilized for urban irrigation. The Fernhill Natural Treatment System cools the effluent from the Forest Grove Water Resource Recovery Facility before discharge to the Tualatin River, while enhancing valuable wetland habitat in the process.

Enterprise Asset and Technical ServicesThis program provides technical services to the five operating programs to support their efficient and effective performance. The program has three groups: Technical Support (electrical, instrumentation and mechanical engineering), Control Systems and Asset Management. These groups have department-wide responsibilities for systems that benefit from standardized, central management.


Treatment Plant ServicesThis program provides engineering for project delivery and for technology development and research. Project delivery includes facility planning, project design and construction management. Technology development and research includes evaluating and piloting new, innovative treatment processes, sensor technologies, and process control strategies to determine what should be implemented full scale.

Administration/Business OpportunitiesThis program provides traditional administrative support for the department’s operating programs, plus project and contract administration support. This group also provides a nontraditional entrepreneurial focus on developing business opportunities and an emphasis on applying business practices.


Water Resource Recovery Operations & Services Department





51100 8,644,729 11,746,700 12,108,000

51130 741,258 493,200 444,900

51140 264,040 217,000 225,000

51600 2,724,471 4,521,300 4,948,200

51761 2,132 0 0

51900 15,548 21,600 22,100

51910 7,440 7,400 7,400

51915 43,085 43,600 45,400

$ 12,442,702 $ 17,050,800 $ 17,801,000 4%

52110 3,065,958 3,081,500 2,994,500

52120 198,890 202,400 229,600

52130 196,500 217,000 133,000

52140 251,741 246,000 266,000

52150 21,575 5,900 20,400

52160 2,417 19,000 4,000

52170 19,418 0 0

52205 2,170,319 2,152,000 2,166,500

52210 0 0 0

52215 474,866 614,000 567,000

52240 87,861 192,900 140,000

52250 3,950 0 0

52260 39,347 45,000 45,000

52305 16,525 16,800 16,800

52310 449,258 446,100 448,100

52315 84,693 78,000 95,000

52320 11,441 15,000 15,000

52325 3,672 0 5,000

52330 1,423,850 1,400,000 1,395,000

52335 575 0 0

52350 51,861 58,000 65,000

52360 14,166 30,000 15,000

52375 3,563 5,100 5,100

52380 109 1,500 0

52385 100 6,200 6,200

52395 17,310 0 0

52405 12,205 21,200 22,600

52410 4,388 9,900 9,900

52425 109,153 89,700 60,400

52430 858 500 500

52435 1,967 1,500 1,500

52445 0 200 200

52475 330,763 277,500 324,300

52480 74,099 106,900 56,400

52485 51,049 82,600 38,500

52486 26,911 45,000 48,300

52487 29,503 43,300 43,300

52495 65,098 32,200 43,200

52500 10,818 33,400 34,400

52510 2,693 3,100 3,100

52515 0 0 0

52605 21,085 49,000 51,600

52610 0 0 0

52805 (52,242) 0 0

52810 1,050,015 991,500 1,083,000

52815 (1,999) 0 0

52820 320,655 317,000 280,000

52825 517,787 695,000 650,000

52835 280,831 260,000 375,000

52840 429,365 488,000 513,000

52845 997,395 891,000 730,000

52850 224,362 263,000 281,000

52860 0 31,000 65,000

52890 80,067 121,000 115,500

$ 13,196,817 $ 13,685,900 $ 13,462,900 -2%

$ 75,066 $ - $ -




Sodium Bisulfite 280,603

Sulfuric Acid 0

Other Chemicals 100,732

Sodium Hydroxide 241,336

Sodium Hypochlorite 552,825

Lime 1,050,580

Polymers - Tertiary (1,990)

Ferric Chloride 410,749

Alum 698,487

Polymers - Thickening 81,113

Polymers - Dewatering 1,071,987



Taxes, Assessments & Liens 2,714









Telephone Services 0



Printing 556


Books, Subscriptions & Publications 5,131

Software Expensed 0


Inventory Adjustments 23,971

Small Tools 68,021

Safety Equipment 14,008

Postage & Freight 5,965

Repair & Maintenance Supplies 1,485,086


Gas, Oil, Lubrication 70,106






Recording Fees 111

Laundry 53,823



Contracted Services 2,027,403

Engineering Services 28,819

Garbage 255,676


Other Utility Services 2,536

Water 213,938

Natural Gas 229,580



Electricity 2,929,702

Tuition Reimbursement 864


Auto Allowance 7,440

Overtime 283,267



Temporary 713,593


WATER RESOURCE RECOVERY OPERATIONS & SERVICES ▼ Department Summary


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE ADMINISTRATION 8301


Non-Rep2.00 2.00 1.00 1.00 Administrative Assistant 4 Non2.00 2.00 2.00 3.00 Administrative Associate 3 Non1.00 1.00 1.00 1.00 Business Opportunities Manager 10 Non1.00 1.00 0.00 0.00 Engineering Project Coordinator 7 Non0.00 0.00 0.00 1.00 Enterprise Asset Services Manager 11 Non1.00 1.00 0.00 0.00 Loss Prevention Technician 6 Non2.00 2.00 0.00 0.00 Operations Division Manager 11 Non0.00 0.00 0.00 1.00 Plant Superintendent 1 8 Non0.00 0.00 1.00 0.00 Plant Superintendent 2 10 Non0.00 0.00 2.00 3.00 Plant Superintendent 3 11 Non0.00 0.00 1.00 1.00 Program Support Specialist 5 Non0.00 0.00 2.00 1.00 Treatment Plant Services Manager 12 Non1.00 1.00 0.00 0.00 Wastewater Treatment Dept Dir LT 13 Non0.00 0.00 1.00 1.00 Reuse Manager 8 Non1.00 1.00 0.00 0.00 Electrical, Instrumentation & Controls Division Manager 11 Non1.00 1.00 0.00 0.00 Mechanical Maintenance & Facilities Division Manager 11 Non0.00 0.00 1.00 1.00 Managing Director - Water Resource Recovery

Operations & Services14 Non

12.00 12.00 12.00 14.00 TOTAL PERSONNEL


Non-Rep0.00 0.00 0.00 0.00 Administrative Assistant 4 Non1.00 1.00 1.00 1.50 Administrative Associate 3 Non0.50 0.50 0.50 0.50 Business Opportunities Manager 10 Non0.50 0.50 0.00 0.00 Engineering Project Coordinator 7 Non0.00 0.00 0.00 0.50 Enterprise Asset Services Manager 11 Non0.50 0.50 0.00 0.00 Loss Prevention Technician 6 Non1.00 1.00 0.00 0.00 Operations Division Manager 11 Non0.00 0.00 0.00 1.00 Plant Superintendent 1 8 Non0.00 0.00 1.00 0.00 Plant Superintendent 2 10 Non0.00 0.00 2.00 3.00 Plant Superintendent 3 11 Non0.00 0.00 0.00 0.00 Program Support Specialist 5 Non0.00 0.00 1.00 0.00 Treatment Plant Services Manager 12 Non1.00 1.00 0.00 0.00 Wastewater Treatment Dept Dir LT 13 Non0.00 0.00 1.00 1.00 Reuse Manager 8 Non1.00 1.00 0.00 0.00 Electrical, Instrumentation & Controls Division Manager 11 Non1.00 1.00 0.00 0.00 Mechanical Maintenance & Facilities Division Manager 11 Non0.00 0.00 1.00 1.00 Managing Director - Water Resource Recovery




Non-Rep2.00 2.00 1.00 1.00 Administrative Assistant 4 Non1.00 1.00 1.00 1.50 Administrative Associate 3 Non0.50 0.50 0.50 0.50 Business Opportunities Manager 10 Non0.50 0.50 0.00 0.00 Engineering Project Coordinator 7 Non0.00 0.00 0.00 0.50 Enterprise Asset Services Manager 11 Non0.50 0.50 0.00 0.00 Loss Prevention Technician 6 Non0.00 0.00 0.00 0.00 Operations Division Manager 11 Non0.00 0.00 0.00 0.00 Plant Superintendent 1 8 Non0.00 0.00 0.00 0.00 Plant Superintendent 2 10 Non0.00 0.00 0.00 0.00 Plant Superintendent 3 11 Non0.00 0.00 1.00 1.00 Program Support Specialist 5 Non1.00 1.00 1.00 1.00 Treatment Plant Services Manager 12 Non0.00 0.00 0.00 0.00 Reuse Manager 8 Non0.00 0.00 0.00 0.00 Wastewater Treatment Dept Dir LT 13 Non0.00 0.00 0.00 0.00 Reuse Program Manager 8 Non0.00 0.00 0.00 0.00 Electrical, Instrumentation & Controls Division Manager 11 Non0.00 0.00 0.00 0.00 Mechanical Maintenance & Facilities Division Manager 11 Non0.00 0.00 0.00 0.00 Managing Director - Water Resource Recovery






WRRDPOSITIONANDSALARYEXPENSE▼ Administration | 8301


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


0 45,000 Temporary 51130 50,000

542 2,000 Overtime 51140 2,000




7,440 7,400 Auto Allowance 51910 7,400


$ 1,386,036 $ 1,875,300 $ 2,272,700 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









0 0 Laundry 52260 0

8,407 10,000 Office Supplies 52305 10,000







915 500 Small Tools 52350 500





0 0 Inventory Adjustments 52395 0





223 1,000 Printing 52435 1,000


0 0 Fueling Contract 52475 1,100


14,993 20,000 Travel Expense 52485 10,000


3,492 3,000 Private Mileage 52487 3,000


950 0 Permits, Licenses & Fees 52500 1,000

2,714 3,000 Taxes, Assessments & Liens 52510 3,000



0 0 Polymers - Thickening 52805 0

0 0 Polymers - Dewatering 52810 0

0 0 Polymers - Tertiary 52815 0

0 0 Ferric Chloride 52820 0

0 0 Alum 52825 0

0 0 Sodium Hydroxide 52835 0

0 0 Sodium Hypochlorite 52840 0

0 0 Lime 52845 0

0 0 Sodium Bisulfite 52850 0

0 0 Sulfuric Acid 52860 0


$ 115,733 $ 161,700 $ 143,400 $ - $ -

$ - $ - $ - $ - $ -

$ 1,501,769 $ 2,037,000 $ 2,416,100 $ - $ -

FY 2018 ACTUAL

1,007,954

21,695

3,389

Expenditure Summary

5,280


0

0

257,338

0

450

7,440

0

6,143

0

200

0

0

0

0

10,978

17,443

0

0

0

23,575

0

0

204

10

0

0

2,156

2,286

0

3,244

10,003

0

0

1,856

0

0

1,463

0

2,614

9,334

12,868

0

4,645

45,596

0

0

255

0




8301 - Water Resource Recovery Admin


0

0

0

0

0

0

0

0

0

WRRD EXPENDITURE SUMMARY ▼ Administration | 8301


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE TPS ENGINEERING 8211


Non-Rep3.00 3.00 4.00 4.00 Construction Coordinator 8 Non1.00 1.00 1.00 1.00 Engineering Technician 3 6 Rep1.00 1.00 1.00 1.00 Engineering Project Coordinator 7 Non5.00 5.00 5.00 5.00 Principal Engineer 10 Non1.00 1.00 0.00 0.00 Senior Operations Analyst 9 Non2.00 2.00 2.00 2.00 Senior Engineer 9 Non

13.00 13.00 13.00 13.00 TOTAL PERSONNEL






12.50 12.50 12.50 12.50 TOTAL PERSONNEL




WRRDPOSITIONANDSALARYEXPENSE▼ TPS Engineering | 8211


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


280,521 12,200 Temporary 51130 10,000

1,043 5,000 Overtime 51140 5,000






$ 10,861 $ 530,500 $ 653,400 $ - $ -

13,371 20,000 Electricity 52110 20,000

0 0 Water 52120 0

1,662 4,000 Natural Gas 52130 4,000

0 0 Garbage 52140 0









0 0 Laundry 52260 0

4,614 6,000 Office Supplies 52305 6,000







2,111 500 Small Tools 52350 500



0 1,500 Software Expensed 52380 0







238 500 Printing 52435 500




10,229 14,200 Travel Expense 52485 6,000

1,043 1,000 Fleet Charges 52486 1,400

7,868 12,500 Private Mileage 52487 12,500










0 0 Alum 52825 0



0 0 Lime 52845 0




$ 80,228 $ 129,000 $ 111,400 $ - $ -

$ - $ - $ - $ - $ -

$ 91,089 $ 659,500 $ 764,800 $ - $ -

FY 2018 ACTUAL

18,883

323,638

1,058

Expenditure Summary

8,083


7,724

0

(337,341)

0

1,275

0

0

3,288

0

0

1,434

0

0

0

2,768

3,158

0

0

0

824

0

0

85

100

100

0

1,771

30

0

0

0

0

862

611

4,588

290

63

0

0

5,745

3,737

1,512

11,809

4,469

0

0

0

0




8211 - TPS Engineering


0

0

0

0

0

0

0

0

0

WRRD EXPENDITURE SUMMARY ▼ TPS Engineering | 8211


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE TECHNOLOGY DEVELOPMENT & RESEARCH 8316


Non-Rep1.00 1.00 1.00 1.00 Operations Analyst 2 8 Non1.00 2.00 2.00 2.00 Principal Engineer 10 Non0.00 0.00 1.00 1.00 Sr Operations Analyst 9 Non1.00 0.00 0.00 0.00 Sr Process Technologist 9 Non











WRRDPOSITIONANDSALARYEXPENSE▼ Technology Development & Research | 8316


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


68,986 25,000 Temporary 51130 54,700







$ 158,885 $ 751,600 $ 819,200 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









0 0 Laundry 52260 0





0 0 Tech & Scientific Supplies 52325 5,000



873 500 Small Tools 52350 500














12,737 16,000 Travel Expense 52485 8,000


2,789 5,000 Private Mileage 52487 5,000










0 0 Alum 52825 0



0 0 Lime 52845 0



0 0 Other Chemicals 52890 11,000

$ 60,723 $ 107,600 $ 96,400 $ - $ -

$ - $ - $ - $ - $ -

$ 219,609 $ 859,200 $ 915,600 $ - $ -

FY 2018 ACTUAL

188,295

20,205

0

Expenditure Summary

2,520


0

0

13,928

0

0

0

0

0

0

0

0

0

0

0

214

13,979

0

0

3,672

0

0

0

133

0

0

0

932

0

0

0

0

0

0

100

25

0

0

0

0

5,863

15,277

0

1,405

0

0

0

0

0




8316 - Technology Development & Research


0

0

0

0

0

0

0

0

0

WRRDEXPENDITURESUMMARY▼ Technology Development & Research | 8316


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE BIOSOLIDS/REUSE/FERNHILL 8331


Non-Rep0.00 1.00 0.00 0.00 Landscape Coordinator 6 Non0.50 1.00 0.00 0.00 Reuse Manager 8 Non0.00 1.00 1.00 1.00 Operations Analyst 2 8 Non0.00 0.00 1.00 1.00 Sr Landscape Specialist 6 Non











WRRDPOSITIONANDSALARYEXPENSE▼ Biosolids/Reuse/Fernhill | 8331


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


108,207 52,000 Temporary 51130 68,100

5,234 0 Overtime 51140 0






$ 344,441 $ 318,600 $ 351,800 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0




1,494,347 1,400,000 Contracted Services 52205 1,400,000


65,743 150,000 Landscape Services 52215 75,000

0 100,000 Professional Services 52240 60,000


0 0 Laundry 52260 0


3,097 0 Operating Supplies 52310 0






2,464 6,000 Small Tools 52350 6,000














3,739 5,000 Travel Expense 52485 2,000

7,559 4,500 Fleet Charges 52486 4,500

758 2,000 Private Mileage 52487 2,000










0 0 Alum 52825 0



0 0 Lime 52845 0




$ 1,950,580 $ 1,926,300 $ 1,857,700 $ - $ -

$ - $ - $ - $ - $ -

$ 2,295,022 $ 2,244,900 $ 2,209,500 $ - $ -

FY 2018 ACTUAL

46,732

79,989

94

Expenditure Summary

1,085


0

0

4,399

0

150

0

0

1,429,274

0

30,964

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2,801

1,073

0

3,899

0

0

304,387

162

0

0

378

85

0

2,296

1,597

1,010

0

485

0

0

801

0




8331 - Biosolids/Reuse/Fernhill


0

0

0

0

0

0

0

0

0

WRRDEXPENDITURESUMMARY▼ Biosolids/Reuse/Fernhill | 8331


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE PUMP STATIONS 8343


Non-Rep0.00 0.00 1.00 1.00 Electrical & Instrumentation Technician 6 Rep0.00 0.00 1.00 1.00 Landscape Program Supervisor 7 Non1.00 1.00 1.00 1.00 Mechanical Maint Supervisor 7 Non4.00 3.00 4.00 4.00 Plant Maintenance Technician 2 5 Rep1.00 0.00 0.00 0.00 Plant Manager 8 Non1.00 1.00 1.00 1.00 Sr Plant Maintenance Technician 6 Rep











WRRDPOSITIONANDSALARYEXPENSE▼ Pump Stations | 8343


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


61,965 48,000 Temporary 51130 0

9,869 15,000 Overtime 51140 20,000






$ 594,629 $ 1,053,900 $ 1,047,200 $ - $ -

292,113 340,000 Electricity 52110 350,000

31,232 20,000 Water 52120 25,000


0 0 Garbage 52140 0

1,930 1,500 Surface Water Management Charge 52150 1,500

612 4,000 Other Utility Services 52160 1,000




4,142 464,000 Landscape Services 52215 492,000



0 0 Laundry 52260 0








4,715 7,000 Small Tools 52350 7,000








27,175 32,500 Software Licenses & Support 52425 0







38,576 22,000 Fleet Charges 52486 25,000

541 2,200 Private Mileage 52487 2,200










0 0 Alum 52825 0



0 0 Lime 52845 0



38,448 50,000 Other Chemicals 52890 50,000

$ 628,776 $ 1,271,000 $ 1,279,300 $ - $ -

$ - $ - $ - $ - $ -

$ 1,223,405 $ 2,324,900 $ 2,326,500 $ - $ -

FY 2018 ACTUAL

535,836

22,188

21,298

Expenditure Summary

2,163


330,611

20,831

214,468

0

1,100

0

0

234,847

0

0

0

0

1,635

523

17

374

3,998

497

0

0

0

0

0

0

0

0

64

181,439

0

5,367

0

0

12,808

0

25,436

0

0

5,458

79

818

0

15,796

2,001

187

0

0

15,377

0




8343 - Pump Stations


0

0

0

37,909

0

0

0

0

0

WRRDEXPENDITURESUMMARY▼ Pump Stations | 8343


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE ASSET MANAGEMENT 8362


Non-Rep1.00 1.00 0.00 0.00 Asset Manager 8 Non0.00 0.00 1.00 1.00 Asset Management Systems Analyst 8 Non0.00 0.00 1.00 1.00 Engineer 8 Non1.00 0.00 0.00 0.00 Engineering Project Coordinator 7 Non0.00 0.00 1.00 0.00 Engineering Tech 3 6 Rep1.00 1.00 0.00 0.00 Landscape Program Supervisor 7 Non1.00 0.00 0.00 0.00 Landscape Specialist 4 Rep0.00 0.00 2.00 1.00 Operations Analyst 1 6 Non0.00 0.00 1.00 1.00 Sr Operations Analyst 9 Non2.00 2.00 2.00 2.00 Storekeeper 2 5 Rep1.00 1.00 1.00 1.00 Wastewater Treatment Support Supervisor 7 Non











WRRDPOSITIONANDSALARYEXPENSE▼ Asset Management | 8362


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


0 24,000 Temporary 51130 0

0 2,000 Overtime 51140 5,000






$ 591,902 $ 1,273,600 $ 1,055,100 $ - $ -


0 0 Water 52120 0


4,825 3,000 Garbage 52140 3,000









53,823 45,000 Laundry 52260 45,000




12,036 15,000 Janitorial Supplies 52320 15,000


84,404 70,000 Repair & Maintenance Supplies 52330 0


6,455 5,000 Small Tools 52350 5,000














1,842 1,000 Travel Expense 52485 500

2,660 7,000 Fleet Charges 52486 5,500

1,999 2,900 Private Mileage 52487 2,900










0 0 Alum 52825 0



0 0 Lime 52845 0




$ 1,115,469 $ 675,400 $ 598,600 $ - $ -

$ - $ - $ - $ - $ -

$ 1,707,371 $ 1,949,000 $ 1,653,700 $ - $ -

FY 2018 ACTUAL

456,586

26,569

253

Expenditure Summary

4,795


0

0

170,629

0

565

0

0

212,823

0

443,702

0

211

0

0

119

246,640

1,093

10,944

0

140

0

39,347

0

0

0

0

49

90,486

0

4,594

46

0

4,940

100

0

0

0

721

0

1,525

0

2,991

1,148

4,826

0

0

1,276

0




8362 - Asset Management


0

0

0

0

0

0

0

0

0

WRRDEXPENDITURESUMMARY▼ Asset Management | 8362


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE TECHNICAL SUPPORT 8363


Non-Rep0.00 0.00 0.00 1.00 Engineering Technician 3 6 Rep0.00 0.00 0.00 1.00 Field Engineer - Inspection 8 Non0.00 0.00 0.00 1.00 Operations Analyst 1 6 Non0.00 0.00 0.00 1.00 Principal Engineer - I&C/Automation 10 Non0.00 0.00 0.00 1.00 Senior Engineer 9 Non











WRRDPOSITIONANDSALARYEXPENSE▼ Technical Support | 8363


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021

ADOPTED0 0 Wages & Other Pay 51100 555,300








$ - $ - $ 759,800 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









0 0 Laundry 52260 0





















0 0 Training & Education 52480 4,300



0 0 Private Mileage 52487 2,000










0 0 Alum 52825 0



0 0 Lime 52845 0




$ - $ - $ 10,500 $ - $ -

$ - $ - $ - $ - $ -

$ - $ - $ 770,300 $ - $ -

FY 2018 ACTUAL

0

0

0

Expenditure Summary

0


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0




8363 - Technical Support


0

0

0

0

0

0

0

0

0

WRRDEXPENDITURESUMMARY▼ Technical Support | 8363


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE CONTROLS SYSTEMS 8353


Non-Rep1.00 0.00 0.00 0.00 Control Systems Analyst 2 7 Non2.00 4.00 3.00 3.00 Field Engineer - Automations & Controls 8 Non0.00 0.00 1.00 1.00 Field Engineer - Commissioning & Startup 8 Non0.00 0.00 1.00 0.00 Principal Engineer - I&C/Automation 10 Non1.00 1.00 1.00 1.00 Software Engineer 9 Non1.00 1.00 1.00 1.00 Sr Engineer - I&C 9 Non











WRRDPOSITIONANDSALARYEXPENSE▼ Control Systems | 8353


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


16,677 0 Temporary 51130 0




450 1,000 Other Employee Allowances 51900 800



$ 608,418 $ 1,148,000 $ 982,900 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0





28,819 0 Engineering Services 52210 0




0 0 Laundry 52260 0






















1,074 1,000 Travel Expense 52485 500


84 1,500 Private Mileage 52487 1,500










0 0 Alum 52825 0



0 0 Lime 52845 0




$ 96,377 $ 69,500 $ 60,000 $ - $ -

$ - $ - $ - $ - $ -

$ 704,795 $ 1,217,500 $ 1,042,900 $ - $ -

FY 2018 ACTUAL

481,870

1,640

1,118

Expenditure Summary

2,440


0

0

141,130

0

450

0

0

0

0

0

0

0

0

0

0

2,254

0

0

0

58,584

0

0

0

0

0

0

175

2,694

0

0

0

0

0

0

79,105

0

0

0

0

250

0

0

527

79

0

0

0

0




8353 - Control Systems


0

0

0

0

0

0

0

0

0

WRRD EXPENDITURE SUMMARY ▼ Control Systems | 8353


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE DURHAM OPERATIONS 8311


Non-Rep0.50 0.50 0.00 0.00 Operations Analyst 1 5 Non1.00 1.00 0.00 0.00 Operations Analyst 2 8 Non0.00 0.00 1.00 1.00 Operations Supervisor 8 Non1.00 1.00 0.00 0.00 Plant Manager 8 Non0.00 0.00 1.00 1.00 Sr Operations Analyst 9 Non1.00 1.00 1.00 1.00 Senior Operator 6 Rep

13.00 13.00 13.00 13.00 Wastewater Plant Operator 2 5 Rep

16.50 16.50 16.00 16.00 TOTAL PERSONNEL




16.50 16.50 16.00 16.00 TOTAL PERSONNEL


Non-Rep0.00 0.00 0.00 0.00 Operations Analyst 1 5 Non0.00 0.00 0.00 0.00 Operations Analyst 2 8 Non0.00 0.00 0.00 0.00 Operations Supervisor 8 Non0.00 0.00 0.00 0.00 Plant Manager 8 Non0.00 0.00 0.00 0.00 Sr Operations Analyst 9 Non0.00 0.00 0.00 0.00 Senior Operator 6 Rep0.00 0.00 0.00 0.00 Wastewater Plant Operator 2 5 Rep





WRRDPOSITIONANDSALARYEXPENSE▼ Durham Operations | 8311


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


51,040 48,000 Temporary 51130 51,000

67,675 60,000 Overtime 51140 60,000






$ 1,997,490 $ 1,960,100 $ 2,062,900 $ - $ -

737,166 789,000 Electricity 52110 742,000

69,909 72,000 Water 52120 79,200

45,926 76,000 Natural Gas 52130 51,000

107,636 100,000 Garbage 52140 120,000

14,601 0 Surface Water Management Charge 52150 14,000

1,185 15,000 Other Utility Services 52160 3,000







0 0 Laundry 52260 0

2,374 0 Office Supplies 52305 0







17,646 2,500 Small Tools 52350 2,500





27,577 0 Inventory Adjustments 52395 0









5,235 7,000 Travel Expense 52485 3,000

367 200 Fleet Charges 52486 200

1,586 2,000 Private Mileage 52487 2,000




0 0 Equipment Rental 52605 1,800



553,253 438,500 Polymers - Dewatering 52810 530,000

(123) 0 Polymers - Tertiary 52815 0

219,842 75,000 Ferric Chloride 52820 88,000

216,569 290,000 Alum 52825 245,000

105,977 90,000 Sodium Hydroxide 52835 115,000

294,246 245,000 Sodium Hypochlorite 52840 270,000

246,793 180,000 Lime 52845 230,000

89,857 70,000 Sodium Bisulfite 52850 88,000

0 15,500 Sulfuric Acid 52860 34,000

18,634 31,500 Other Chemicals 52890 20,000

$ 2,953,813 $ 2,671,300 $ 2,796,000 $ - $ -

$ - $ - $ - $ - $ -

$ 4,951,304 $ 4,631,400 $ 4,858,900 $ - $ -

FY 2018 ACTUAL

1,315,211

27,483

67,401

Expenditure Summary

2,520


770,643

64,023

557,307

1,932

2,799

0

19,418

49,969

0

0

71,039

112,848

13,768

1,151

2,115

63,849

135

0

0

0

0

0

116

0

0

13,463

1,055

0

575

1,136

651

0

0

551

0

214

0

2,531

0

5,925

5,872

0

1,395

2,702

0

407,938

0

0




8311 - Durham Operations


210,767

84,579

0

16,367

1,516

117,685

155,291

95,560

245,692

WRRDEXPENDITURESUMMARY▼ Durham Operations | 8311


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE DURHAM MECHANICAL MAINTENANCE 8361


Non-Rep0.00 1.00 1.00 1.00 Engineering Project Coordinator 7 Non1.00 1.00 1.00 1.00 Mechanical Maint Supervisor 7 Non8.00 7.00 8.00 7.00 Plant Maintenance Technician 2 5 Rep0.50 0.50 0.50 0.00 Sr Engineer - Mechanical 9 Non1.00 1.00 1.00 1.00 Sr Plant Maintenance Technician 6 Rep

10.50 10.50 11.50 10.00 TOTAL PERSONNEL



10.25 10.25 11.25 10.00 TOTAL PERSONNEL







WRRDPOSITIONANDSALARYEXPENSE▼ Durham Mechanical Maintenance | 8361


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


36,236 48,000 Temporary 51130 52,000

43,690 10,000 Overtime 51140 10,000






$ 1,236,919 $ 1,445,100 $ 1,315,200 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









0 0 Laundry 52260 0


3,761 0 Operating Supplies 52310 0






11,425 10,000 Small Tools 52350 15,000


3,153 2,000 Postage & Freight 52375 2,000










1,079 1,000 Fueling Contract 52475 700


0 3,300 Travel Expense 52485 1,200

538 800 Fleet Charges 52486 800

1,342 1,000 Private Mileage 52487 1,000










0 0 Alum 52825 0



0 0 Lime 52845 0




$ 483,290 $ 378,100 $ 438,700 $ - $ -

$ - $ - $ - $ - $ -

$ 1,720,209 $ 1,823,200 $ 1,753,900 $ - $ -

FY 2018 ACTUAL

835,484

71,607

27,988

Expenditure Summary

2,870


0

0

302,751

0

2,140

0

0

100,230

0

0

0

0

0

0

0

5,371

54,229

0

0

0

3,950

0

2,181

0

0

0

160

258,506

0

10,858

2,341

0

1,059

0

0

41

0

715

0

18,424

3,579

974

1,965

304

0

0

474

0




8361 - Durham Mechanical Maintenance


0

0

0

0

0

0

0

0

0

WRRDEXPENDITURESUMMARY▼ Durham Mechanical Maintenance | 8361


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE DURHAM E&I MAINTENANCE 8351


Non-Rep3.00 3.00 3.00 3.00 Electrician 2 6 Rep0.00 1.00 0.00 0.00 Electrical & Instrumentation Technician 6 Rep3.00 3.00 3.00 3.00 Instrument Technician 2 6 Rep1.00 1.00 1.00 1.00 Electrical & Instrumentation Supervisor 8 Non0.50 0.50 0.50 0.00 Field Engineer - Electrical 8 Non0.50 0.50 0.50 0.00 Field Engineer - Inspection 8 Non0.00 0.00 0.50 0.50 Principal Engineer 10 Non0.50 0.50 0.00 0.00 Senior Engineer - Electrical 9 Non











WRRDPOSITIONANDSALARYEXPENSE▼ Durham E&I Maintenance | 8351


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


4,161 10,000 Temporary 51130 0

19,776 16,000 Overtime 51140 16,000






$ 845,170 $ 965,500 $ 774,300 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









0 0 Laundry 52260 0








6,070 5,000 Small Tools 52350 5,000







0 1,200 Books, Subscriptions & Publications 52410 500







2,434 2,000 Travel Expense 52485 500

3,491 3,500 Fleet Charges 52486 2,500











0 0 Alum 52825 0



0 0 Lime 52845 0




$ 306,388 $ 285,300 $ 303,000 $ - $ -

$ - $ - $ - $ - $ -

$ 1,151,559 $ 1,250,800 $ 1,077,300 $ - $ -

FY 2018 ACTUAL

577,121

0

23,104

Expenditure Summary

2,880


0

0

146,203

0

1,009

0

0

49,249

0

0

0

0

0

0

0

3,220

0

0

0

4,738

0

0

4

0

0

0

334

333,770

0

9,577

1,016

0

1,713

306

0

0

0

0

0

1,720

2,152

989

384

1,185

0

0

0

0




8351 - Durham E&I Maintenance


0

0

0

0

0

0

0

0

0

WRRDEXPENDITURESUMMARY▼ Durham E&I Maintenance | 8351


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE ROCK CREEK OPERATIONS 8312




16.50 16.50 16.00 16.00 TOTAL PERSONNEL




16.50 16.50 16.00 16.00 TOTAL PERSONNEL


Non-Rep0.00 0.00 0.00 0.00 Operations Analyst 1 5 Non0.00 0.00 0.00 0.00 Operations Analyst 2 8 Non0.00 0.00 0.00 0.00 Operations Supervisor 8 Non0.00 0.00 0.00 0.00 Plant Manager 8 Non0.00 0.00 0.00 0.00 Sr Operations Analyst 9 Non0.00 0.00 0.00 0.00 Senior Operator 6 Rep0.00 0.00 0.00 0.00 Wastewater Plant Operator 2 5 Rep





WRRDPOSITIONANDSALARYEXPENSE▼ Rock Creek Operations | 8312


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


36,209 48,000 Temporary 51130 51,000

75,915 60,000 Overtime 51140 60,000





1,610 800 Mobile Computing Allowance 51915 800

$ 1,781,925 $ 1,917,600 $ 1,942,800 $ - $ -

1,427,879 1,427,000 Electricity 52110 1,377,000

18,532 15,400 Water 52120 16,900

167,263 125,000 Natural Gas 52130 65,000

108,115 110,000 Garbage 52140 110,000









0 0 Laundry 52260 0








457 1,000 Small Tools 52350 1,000


1,468 0 Postage & Freight 52375 0



(3,767) 0 Inventory Adjustments 52395 0





96 0 Printing 52435 0




10,747 6,000 Travel Expense 52485 3,000


393 2,200 Private Mileage 52487 2,200




1,800 0 Equipment Rental 52605 1,800


81,113 0 Polymers - Thickening 52805 0

518,733 553,000 Polymers - Dewatering 52810 553,000

(1,867) 0 Polymers - Tertiary 52815 0

190,907 242,000 Ferric Chloride 52820 192,000

481,918 405,000 Alum 52825 405,000



803,787 711,000 Lime 52845 500,000

190,745 193,000 Sodium Bisulfite 52850 193,000

0 15,500 Sulfuric Acid 52860 31,000

38,213 14,500 Other Chemicals 52890 14,500

$ 4,490,309 $ 4,266,400 $ 4,006,600 $ - $ -

$ - $ - $ - $ - $ -

$ 6,272,234 $ 6,184,000 $ 5,949,400 $ - $ -

FY 2018 ACTUAL

1,256,058

44,966

76,338

Expenditure Summary

2,520


1,478,015

15,073

521,931

0

2,526

0

0

300

0

0

113,912

108,588

0

0

313

68,960

48

0

0

0

0

0

297

0

0

4,056

1,117

8

0

17

0

0

0

619

0

214

0

1,131

0

9,583

2,250

0

1,260

1,568

(52,242)

642,077

600

0




8312 - Rock Creek Operations


786,628

139,783

0

21,362

(3,515)

202,970

362,496

118,581

176,470

WRRDEXPENDITURESUMMARY▼ Rock Creek Operations | 8312


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE ROCK CREEK MECHANICAL MAINTENANCE 8344


Non-Rep1.00 1.00 1.00 1.00 Mechanical Maint Supervisor 7 Non8.00 8.00 7.00 7.00 Plant Maintenance Technician 2 5 Rep0.50 0.50 0.50 0.00 Sr Engineer - Mechanical 9 Non1.00 1.00 1.00 1.00 Sr Plant Maintenance Technician 6 Rep

10.50 10.50 9.50 9.00 TOTAL PERSONNEL



10.25 10.25 9.25 9.00 TOTAL PERSONNEL







WRRDPOSITIONANDSALARYEXPENSE▼ Rock Creek Mechanical Maintenance | 8344


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


15,119 48,000 Temporary 51130 57,100

21,314 10,000 Overtime 51140 10,000





1,208 1,200 Mobile Computing Allowance 51915 800

$ 1,009,066 $ 1,224,700 $ 1,190,700 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









0 0 Laundry 52260 0








9,159 13,000 Small Tools 52350 15,000


1,228 2,000 Postage & Freight 52375 2,000




1,468 0 Dues & Memberships 52405 0






1,132 1,100 Fueling Contract 52475 900


1,188 1,000 Travel Expense 52485 500

428 900 Fleet Charges 52486 500

2,126 1,000 Private Mileage 52487 1,000










0 0 Alum 52825 0



0 0 Lime 52845 0




$ 437,177 $ 494,800 $ 473,700 $ - $ -

$ - $ - $ - $ - $ -

$ 1,446,243 $ 1,719,500 $ 1,664,400 $ - $ -

FY 2018 ACTUAL

739,387

73,130

8,816

Expenditure Summary

1,435


0

0

304,055

0

1,813

0

0

82,260

0

0

0

0

0

0

0

4,613

25,190

0

0

0

0

0

543

0

0

0

608

347,796

0

9,357

110

0

1,087

0

0

41

63

34

0

8,038

0

302

276

1,348

0

0

2,303

0




8344 - Rock Creek Mechanical Maintenance


0

0

0

0

0

0

0

0

0

WRRDEXPENDITURESUMMARY▼ Rock Creek Mechanical Maintenance | 8344


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE ROCK CREEK E&I MAINTENANCE 8352


Non-Rep3.00 3.00 3.00 3.00 Electrician 2 6 Rep3.00 3.00 3.00 3.00 Instrument Technician 2 6 Rep1.00 1.00 1.00 1.00 Electrical & Instrumentation Supervisor 8 Non2.00 1.00 0.00 0.00 Electrical & Instrumentation Technician 6 Rep0.50 0.50 0.50 0.50 Field Engineer - Electrical 8 Non0.50 0.50 0.50 0.50 Field Engineer - Inspection 8 Non0.00 0.00 0.00 0.50 Principal Engineer 10 Non0.50 0.50 0.50 0.00 Senior Engineer - Electrical 9 Non

10.50 9.50 8.50 8.50 TOTAL PERSONNEL










SALARY GRADE

SALARY GRADE

SALARY GRADE

WRRDPOSITIONANDSALARYEXPENSE▼ Rock Creek E&I Maintenance | 8352


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


0 10,000 Temporary 51130 0

13,488 8,000 Overtime 51140 8,000






$ 1,142,678 $ 1,100,400 $ 1,145,900 $ - $ -


0 0 Water 52120 0


0 0 Garbage 52140 0









0 0 Laundry 52260 0








3,361 4,000 Small Tools 52350 4,000






420 1,000 Dues & Memberships 52405 500








1,492 1,600 Travel Expense 52485 300

2,400 2,000 Fleet Charges 52486 4,500











0 0 Alum 52825 0



0 0 Lime 52845 0




$ 266,411 $ 268,500 $ 250,300 $ - $ -

$ - $ - $ - $ - $ -

$ 1,409,090 $ 1,368,900 $ 1,396,200 $ - $ -

FY 2018 ACTUAL

779,548

0

15,594

Expenditure Summary

3,095


0

0

258,260

0

940

0

0

1,575

0

0

0

0

0

0

0

8,074

0

0

0

0

0

0

0

0

0

0

241

205,394

0

3,631

0

0

1,605

0

0

0

0

0

0

1,895

1,356

2,462

147

212

0

0

0

0




8352 - Rock Creek E&I Maintenance


0

0

0

0

0

0

0

0

0

WRRDEXPENDITURESUMMARY▼ Rock Creek E&I Maintenance | 8352


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE HILLSBORO OPERATIONS 8314


Non-Rep0.00 0.00 0.50 0.50 Electrical & Instrumentation Tech 6 Rep0.00 0.50 0.50 0.50 Operations Analyst 2 8 Non0.00 1.00 1.00 1.00 Plant Maintenance Technician 2 5 Rep0.00 0.50 0.00 0.00 Plant Manager 8 Non0.00 0.00 0.50 0.00 Plant Superintendent 1 8 Non0.50 0.50 0.50 0.50 Senior Operator 6 Rep2.00 2.00 2.00 1.50 Wastewater Plant Operator 2 5 Rep











WRRDPOSITIONANDSALARYEXPENSE▼ Hillsboro Operations & Maintenance | 8314


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


0 25,000 Temporary 51130 25,500

8,584 12,000 Overtime 51140 12,000





1,208 1,200 Mobile Computing Allowance 51915 800

$ 528,244 $ 664,700 $ 533,600 $ - $ -

169,807 192,000 Electricity 52110 192,000

25,026 25,000 Water 52120 28,500

3,417 4,000 Natural Gas 52130 5,000

20,646 18,000 Garbage 52140 18,000









0 0 Laundry 52260 0



1,196 0 Gas, Oil, Lubrication 52315 1,000





166 1,500 Small Tools 52350 1,500















1,920 2,800 Fleet Charges 52486 2,000

0 1,000 Private Mileage 52487 1,000










0 0 Alum 52825 0



0 0 Lime 52845 0



0 0 Other Chemicals 52890 10,000

$ 329,508 $ 354,300 $ 387,200 $ - $ -

$ - $ - $ - $ - $ -

$ 857,751 $ 1,019,000 $ 920,800 $ - $ -

FY 2018 ACTUAL

217,705

28,148

8,412

Expenditure Summary

700


189,474

16,521

92,206

0

0

0

0

0

0

0

3,708

16,709

4,423

301

0

4,121

0

0

0

0

0

0

0

0

0

0

80

0

0

0

0

0

2,302

0

0

29

0

0

0

225

0

876

0

266

0

0

0

0




8314 - Hillsboro Operations & Maintenance


0

0

0

0

0

0

0

20,663

0

WRRDEXPENDITURESUMMARY▼ Hillsboro Operations & Maintenance | 8314


WATER RESOURCE RECOVERY OPERATIONS & SERVICES DEPARTMENTPOSITION AND SALARY EXPENSE FOREST GROVE OPERATIONS 8315













WRRDPOSITIONANDSALARYEXPENSE▼ Forest Grove Operations & Maintenance | 8315


FY 2019 ACTUAL


CODEFY 2021

PROPOSEDFY 2021

APPROVEDFY 2021


34,473 50,000 Temporary 51130 25,500

16,138 17,000 Overtime 51140 17,000






$ 544,569 $ 821,200 $ 893,500 $ - $ -

289,365 313,500 Electricity 52110 313,500

69,239 70,000 Water 52120 80,000

11,312 8,000 Natural Gas 52130 8,000

14,455 15,000 Garbage 52140 15,000









0 0 Laundry 52260 0



10 0 Gas, Oil, Lubrication 52315 1,000





2,206 1,500 Small Tools 52350 1,500














1,828 3,600 Travel Expense 52485 1,500

258 300 Fleet Charges 52486 1,400

3,061 4,000 Private Mileage 52487 4,000










0 0 Alum 52825 0



0 0 Lime 52845 0



5,437 25,000 Other Chemicals 52890 10,000

$ 499,354 $ 626,700 $ 650,100 $ - $ -

$ - $ - $ - $ - $ -

$ 1,043,923 $ 1,447,900 $ 1,543,600 $ - $ -

FY 2018 ACTUAL

188,059

0

9,179

Expenditure Summary

700


289,492

82,442

77,207

200

330

0

0

361

0

0

6,408

13,385

1,750

442

0

7,201

0

0

0

0

0

0

0

0

0

0

664

369

0

180

0

0

0

83

0

29

0

143

0

2,459

2,362

0

2,542

1,871

0

0

0

0




8315 - Forest Grove Operations & Maintenance


0

0

0

4,429

0

0

0

46,027

7,203

WRRDEXPENDITURESUMMARY▼ Forest Grove Operations & Maintenance | 8315


Appendix


Personnel Services51110 Full Time Regular Salaries51130 Temporary51140 Overtime51600 Other Personnel Expense

(OPE)51900 Other Employee

Allowances51910 Automobile Allowance

Materials and Services52110 Electricity52120 Water52130 Natural Gas52140 Garbage52150 Surface Water

Management52160 Other Utility Services 52170 Sewer Utility Services52205 Contract Services Other52210 Engineering Services52215 Landscape Services52240 Professional Services52220 Audit and Accounting

Services52230 Legal Services52250 Recording Fees52260 Laundry Services 52270 Other Governmental

Services

52305 Office Supplies52310 Operating Supplies52315 Gas, oil, lubrication52320 Janitorial Supplies52325 Tech & Scientific Supplies52375 Postage and Freight52330 Repair & Maintenance

Supplies52335 Construction & Building

Supplies 52340 Parts Equipment52350 Small Tools52360 Safety Equipment 52380 Software Expensed52385 Computer Equipment

52405 Dues, Memberships, Certifications52410 Books, Subsc. &

Publications52425 Software Licenses

&Support52430 Publication Notices 52435 Printing & Duplicating 52440 Telecom Internal 52445 Telephone Service52470 Building & Land Rental 52475 Fuel Contract

52480 Training & Education52485 Travel Expense 52486 Fleet Charges52487 Private Mileage 52495 Other Materials and

Services52500 Permits, Licenses & Fees 52505 Public Information52510 Taxes, Assessment, Liens52515 Bank Service Charge 52525 Finance Petty Cash Short

52605 Equipment Rental52610 Repair & Maintenance

Services 52630 Computer R&M 52705 Insurance 52720 Property Damage 52735 General Liability

52805 Polymers52820 Ferric Chloride 52825 Alum 52810 Polymers 52815 Liquid Oxygen 52835 Sodium Hydroxide52840 Sodium Hypochlorite 52845 Lime 52850 Sodium Bisulfite 52890 Other Chemicals

Capital Outlay - 5500055200 Land Purchase 55220 Easements 55300 Buildings and Structures 55400 Machinery and 55130 Office Equipment 55120 Data Processing

Equipment 55500 Trucks and Autos55600 Plant Equipment 55700 Construction & Maint.

Equip.

Other Expenditures52905 Bad Debt Expense 56200 Principal-Long Term 56205 Interest – Long Term

Contracts 57102 Transfer to Fund 10257106 Transfer to Fund 10657111 Transfer to Fund 11157112 Transfer to Fund 11257115 Transfer to Fund 11557206 Transfer to Fund 20657212 Transfer to Fund 21258100 Operating Contingency

Chart of Accounts


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00$7

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$0$7

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$664

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6529

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6530

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6555

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6856

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6864

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$151

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6672

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7046

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$457

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CO

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P

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FY 2

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Act

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FY 2

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Bud

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Rev

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FY 2

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Proj

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6273

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6944

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6974

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6984

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$369

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6332

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6653

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$36,

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6767

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6914

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$350

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P

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FY 2

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Act

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Bud

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Proj

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6919

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6991

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6380

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6554

BU

TTER

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6827

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6903

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6923

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7026

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$459

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$0$4

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6853

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6888

DU

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6956

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$17,

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6971

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$3,3

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$17,

144,

000

RO

CK C

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7 AN

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ON

BASIN

#8

$0$0

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$1,8

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BASIN

#9

$0$0

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$0$0

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CK C

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CK C

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NG

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G B

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CK C

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$0$0

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CK C

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CK C

REE

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$0$1

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UTF

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$0$0

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CK C

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$0$0

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$600

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6372

RO

CK C

REE

K M

ISC

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PGRAD

ES$1

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00$2

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6639

RO

CK C

REE

K A

DM

INIS

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BU

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IM

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$910

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6686

RO

CK C

REE

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IGES

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ZATI

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$20,

861

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0$5

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00

6787

RO

CK C

REE

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IM

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$218

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6852

RO

CK C

REE

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6867

RO

CK C

REE

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$7,0

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6879

RO

CK C

REE

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$279

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6894

RO

CK C

REE

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OLI

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000

6904

RO

CK C

REE

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AST

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$38,

337

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6937

RO

CK C

REE

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RF

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6969

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REE

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6970

RO

CK C

REE

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7012

RO

CK C

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0

7016

RO

CK C

REE

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00

7024

RO

CK C

REE

K C

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$0$7

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7054

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0$9

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00$2

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$45,

465,

000

$58,

442,

430

$96,

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200

$80,

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600

$81,

274,

600

$98,

685,

400

$96,

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$90,

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$439

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2019

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20$0

$401

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$0$0

$0$0

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$315

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6873

BU

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6960

ABC

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6063

IT C

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6707

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6711

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6806

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6807

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6833

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6911

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6929

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M C

IP I

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Pag

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FY 2

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Act

ual

FY 2

020

Bud

get

FY 2

020

Rev

ised

FY 2

021

Proj

ecte

dFY

202

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ted

FY 2

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6964

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6979

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$40,

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6990

SH

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7004

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7005

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7013

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7014

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7044

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6799

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6975

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6222

SW

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6304

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6839

SW

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$160

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$154

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,135

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,279

,000

$2,2

14,7

02$4

,628

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$5,2

78,7

50$6

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$8,0

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$7,8

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,110

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$34,

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6708

ABBEY

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844

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6363

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6619

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IP I

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FY 2

019

Act

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FY 2

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Bud

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FY 2

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Rev

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Proj

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202

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6630

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6680

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6700

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6701

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6709

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6776

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6786

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6808

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6822

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6842

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6863

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6938

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$405

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$420

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$655

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21.2

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Pag

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Accrual basis of accounting: Method of accounting recognizing transactions when they occur without regard to cash flow timing.

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 Fiscal Year 1997-98 when the District chose to come off the tax rolls and retire remaining debt with fund balances and interest earnings.

assessment 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. Formerly referred to Bancroft Bonds.

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.

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 composed of

Glossary


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 the 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 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, which rated the District’s most recently issued long-term insured revenue bond debt at AAA and Aa1, respectively.

Budget Committee: The Board of Directors and five citizens appointed by the Board to review 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, Clean Water Services Advisory Commission, District management and citizens before final appropriations are authorized. These steps are:

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 hearings.

Approved Budget: The Proposed Budget is reviewed, modified and developed into the Approved Budget, which is submitted to the Board of Directors for adoption following additional public hearings.

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 that sets appropriations for the ensuing fiscal year. Expenditures cannot legally exceed appropriations, and appropriations lapse at the end of the fiscal year.

Build America Bond (BAB): Taxable municipal bonds that carry special tax credits and federal subsidies for either the bond issuer or bondholder. The program expired in 2010.

Capital Improvement Program (CIP): A detailed description of projects and capital expenditures that 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, 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. Sometimes referred to as Capital Improvement Plan.

capital outlay: Expenditures for equipment that costs between $5,000 and $50,000.

ccf: 100 cubic feet equals 748 gallons, a measure of volume commonly used by the water industry.

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 passed in 1972. 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 Agency administers this Act.

Clean Water Services Advisory Commission (CWAC): A 15-member commission appointed by the Clean Water Services Board of Directors. CWAC provides policy and program analysis and interpretation to the District and acts as a point of appeal for District policy.

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 runoff (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, that 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 that can be used for the purchase of Personal Services, Materials & Services or Capital Outlay. Expenditure of contingency funds does not require a supplemental budget or public hearing, but does require Board action to transfer the contingency to a line item appropriation.

debt service: A fund established to account for payment of general long-term debt principal and interest.

Department of Environmental Quality (DEQ): A department in Oregon state government under the direction of the Environmental Quality Commission and charged with seeking enforcement of state air and water pollution laws.

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.

District: Acceptable second reference for Clean Water Services.

effluent: The cleaned wastewater flowing out of sewage treatment plants.

Endangered Species Act (ESA): The Endangered Species Act 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 and the National Marine Fisheries Service share responsibility for administration of the ESA.

enterprise fund: A fund established to account for operations that are financed and operated in a manner similar to private business


enterprises. The fund is 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.

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 that reports technical solutions, public values and programs for the long-term achievement of CWS’s mission. The plan was updated in Fiscal Year 2008-09.

Fiscal Year (FY): 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 co-implementer 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 13 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 constitute 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 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 that is backed by credit and can be paid by assessment of property taxes.

Geographic Information System (GIS): An information management system based on 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 runoff, etc. Inflow does not include infiltration.

inflow and infiltration (I/I): Inflow and Infiltration, where infiltration is when groundwater enters sanitary sewers through defective pipe joints and broken pipes and inflow is when water enters sanitary sewers from inappropriate connections, causes dilution in sanitary sewers, decreases treatment efficiency, and may cause sewage volumes to exceed design capacity.

influent: Water, wastewater or other liquid flowing into a reservoir, basin or treatment plant.

Low Impact Development Approaches (LIDA): A stormwater management approach that seeks to mitigate the impacts of increased runoff using a set of planning, design and construction approaches and stormwater management practices that promote the use of natural systems for infiltration, evapotranspiration, and reuse of rainwater, and can occur at a wide range of landscape scales.

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 to support 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 Board of 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 1985 2005 based on land use regulations and projected development.

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 that provides regionwide planning and coordination to manage growth, infrastructure and development issues that cross jurisdictional boundaries.

Municipal Separate Storm Sewer System (MS4): Includes ditches, curbs, gutters, storm sewers, pipes, tunnels, storm drains and similar means of collecting or conveying runoff that does not connect with a wastewater collection system or treatment plant, discharges into waters of the U.S., and is owned and maintained by a public, “municipal” agency.

National Pollutant Discharge Elimination System (NPDES): Section 402 of the Clean Water Act. The national program for issuing, modifying, revoking and reissuing, terminating, monitoring, and enforcing permits for discharge of pollutants into waterways. An NPDES permit is issued to all point source dischargers. The NPDES permit program controls water pollution by regulating point sources that discharge pollutants into waters of the United States. Individual homes that are connected to a municipal system, use a septic system, or do not have a surface discharge do not need an NPDES permit; however, industrial, municipal and other facilities must obtain permits if their discharges go directly to surface waters.

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 Association of Clean Water Agencies (ACWA): A private, not-for-profit organization that serves Oregon wastewater treatment and stormwater management agencies and their consultants.

Other Personal Expense (OPE): Includes wage-related taxes and


benefits and the cost of medical insurance for employees. The item is included in each Program Expenditure Summary Table.

Oregon Revised Statutes (ORS): Codified laws of the State of Oregon published every two years. Each edition incorporates all laws, and changes to the laws, enacted by the Legislative Assembly.

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.

Personnel Services: Expenses related to the compensation of salaried employees, such as health insurance and Social Security.

potable water: Water that is considered safe for domestic consumption.

processing treatment plant: The treatment plant that treats the sewage from a pump station.

project: A budget unit relating to a defined set of improvements or a study.

project number: An identification number assigned to a project.

Proposed Budget: (see Budget Phases)

pump station: A pumping facility that lifts the wastewater flow to a high enough elevation that it can flow by gravity.

rate (sanitary): The rate charged per dwelling unit for a given period of time for collection and treatment of wastewater. The fee pays for operation and maintenance of the water resource recovery facilities and collection system and is a major revenue source for repayment of revenue bonds.

rate (storm and surface water): This fee is billed monthly per Equivalent Service Unit. The revenues directly support a variety of water management, erosion control and system maintenance services.

representative sample: A sample that is nearly identical in content and consistency to the larger body of material being sampled.

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.

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 water resource recovery facility.

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 semiliquid solids from sewage or industrial wastes (raw or treated) in clarifiers or sedimentation basins.

Storm and Surface Water Management Plan: The plan unanimously approved on July 27, 1989, by the Portland Metropolitan Area Local Government Boundary Commission designating CWS as the regional stormwater service provider within CWS boundaries. The plan addressed existing and future stormwater quality and quantity issues in CWS’s service area. Elements of the plan are:

● A comprehensive maintenance program.

● Watershed planning.

● Engineering.

● Public information.

● Financial management.

● Legal support.

storm sewer: A separate pipe, conduit or open channel that carries runoff from storms, surface drainage and street wash.

Strategic Information System Plan (SISP): A master plan for the development and implementation of the District’s information technology system to ensure that the proper systems and support are in place to meet current and future information technology needs. A SISP requires developing the business process models that 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 (SDC): (see connection fee)

Title 3: 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 in the District’s Standards.

Total Maximum Daily Load (TMDL): A quantitative expression of the amount of a pollutant that can be present in a waterbody without causing an impairment of the applicable water quality standard for any portion of that water.

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 that adds biological processes to reduce the pollution loading. This treatment mixes oxygen with the wastewater. Three common types of secondary treatment facilities are trickling filters, activated sludge tanks and waste stabilization ponds.

treatment – tertiary: Treatment after secondary treatment that 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.

urban unincorporated area (UUA): Areas of the county that are not governed by a city.

use: The portion of the sanitary sewer charge that is based on a


customer’s water consumption.

wastewater: The used water and solids from homes and businesses that flow to a water resource recovery facility.

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 that 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.

AbbreviationsABC Administrative Building Complex

acre-ft acre feet

ACWA (Oregon) 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 100 cubic feet (unit of volume often used for water)

CEO Chief Executive Officer

CIP Capital Improvement Program (or Plan)


COE (U.S. Army) Corps of Engineers

CPO Citizen Participation Organization

CWAC Clean Water Services Advisory Commission

CWI Clean Water Institute

CWS Clean Water Services

DEQ (Oregon) Department of Environmental Quality

DSL (Oregon) Division of State Lands

E&IC Electrical and Instrumentation Controls

EDU Equivalent Dwelling Unit

EFU Equivalent Financial Unit

ENR Engineering News Record

EPA (United States) Environmental Protection Agency

EQC (Oregon) Environmental Quality Commission

ESA Endangered Species Act

ESU Equivalent Service Unit

FG Forest Grove

FMIS Financial Management Information System

FO Field Operations

FOT Friends of Trees

FTE full time equivalent

FY Fiscal Year

GAAP Generally Accepted Accounting Principles

GASB Governmental Accounting Standards Board

GFOA Government Finance Officers Association

GIS Geographic Information System

GPD/gpd A unit of flow measurement in gallons per day

GPM/gpm A unit of flow measurement in gallons per minute

HRIS Human Resources Information Systems

HVAC Heating, Ventilation, Air Conditioning

I&I / I/I inflow and infiltration

IGA Intergovernmental Agreement

IWRM Integrated Water Resources Management


JWC Joint Water Commission

LA load allocation

LEBO limited eligibility buyout

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

MGD/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

NPDES National Pollutant Discharge Elimination System

NSES Natural Systems Enhancement & Stewardship

NTS Natural Treatment System

OAR Oregon Administrative Rules

ODFW Oregon Department of Fish and Wildlife

OGFOA Oregon Government Finance Officers Association

OGM Office of the General Manager

OPE Other Personnel Expense

ORS Oregon Revised Statutes

PERS Public Employee Retirement System

PLC programmable logic controller (used to control a variety of functions with multiple inputs)

PNPCA Pacific Northwest Pollution Control Association

PSI/psi pounds per square inch (pressure measurement)

RAD Regulatory Affairs Department

R&O Resolution and Order

RC Rock Creek

RSMC Regional Stormwater Management Charge


SDC System Development Charge

SISP Strategic Information Systems Plan

SOD soil oxygen demands

SS suspended solids

SSES sewer system evaluation survey

SWM Surface Water Management

TB-PAC Tualatin Basin Public Awareness Committee (“Partners for Clean Water”)

TDS total dissolved solids

THPRD Tualatin Hills Park & Recreation District

TMDL Total Maximum Daily Load

TRWC Tualatin River Watershed Council

TSS total suspended solids

TSWCD Tualatin Soil and Water Conservation District

TVID Tualatin Valley Irrigation District

TVWD Tualatin Valley Water District

TWC The Wetlands Conservancy

UGB Urban Growth Boundary

UOPS Utility Operations & Services Department

USA Unified Sewerage Agency

USGS United States Geological Survey

WASSTRIP Waste Activated Sludge Stripping to Remove Internal Phosphorus

WEF Water Environment Federation (formerly WPCF or Water Pollution Control Federation)

WES Water Environment Services (of Clackamas County)

WLA waste load allocation

WRD (Oregon) Water Resources Department

WRI Willamette Restoration Initiative

WRRD Water Resources Recovery Operations & Services Department

Documents

PROPOSED BUDGET...operating expenses, $21.7 million for debt service on outstanding debt obligations, $87.7 million for capital projects, $8.1 million for other fund outlays and $35.5