HomeMy WebLinkAboutAgenda Packet - 1989-04-06 I
AGENDA
Lake Oswego Budget Committee Meeting
Thursday , April 6 , 1989
7 : 00 p.m.
City Council Chambers, City Hall
I. Call to Order
II. Roll Call
III . Approval of Minutes of March 30 , 1989
IV. Review of Maintenance Services and Motor Pool Service
Levels - Status Quo, Enhancements and Reductions
V. Review of Maintenance and Motor Pool Financial Summaries
VI . Review of Street Fund Financial Summary
VII . Review of Water Fund Financial Summary
VIII . Review of Sewer Fund Financial Summary
IX. Review of Storm Drainage Fund Financial Summary
X. Public Testimony
XI. Committee Discussion
XII. Announce Date, Time and Place of Next Meeting
(Thursday, April 13 , 1989 - 7 : 00 p.m. )
XIII. Adjournment
PUBLIC WORKS & DEVELOPMENT SERVICES FUND
FUND SUMMARY
ACTUAL ACTUAL BUDGETED ESTIMATED PROPOSED APPROVED ADOPTED
1986-87 1987-88 1988-89 1988-89 1989-90 1989-90 1989-90
ENHANCED
RESOURCES:
Beginning Balances $169,968 $190,312 $224,288 $334,246 $329,294 $0 $0
Intergovernmental Revenues 0 17,766 15,549 17,549 0 0 0
Fees 1,009,333 1,288,282 1,380,374 1,323,040 1,451,154 0 0
Sales & Service 200 234 825 325 450 0 0
Reimbursements 784 0 0 0 0 0 0
Interest Income 0 22,477 14,200 28,700 17,000 0 0
Transfers 378,661 367,803 470,300 465,450 471,750 0 0
Other Revenues 5,894 5,836 5,600 8,300 6,200 0 0
TOTAL RESOURCES $1,564,840 $1,892,710 $2,111,136 $2,177,610 $2,275,848 $0 $0
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UIREMENTS:
Personal Services $1,086,846 $1,303,862 $1,551,677 $1,528,096 $1,730,468 $0 $0
Materials & Services 82,652 99,907 145,247 121,907 159,229 0 0
Transfers to Other Funds 142,905 145,210 173,416 165,516 339,100 0 0
Capital Outlay 62,125 9,485 188,548 32,797 62,500 0 0
Contingency 0 0 52,248 0 80,000 0 0
Unappropriated Ending Fund Bal 190,312 334,246 0 329,294 -95,449 0 0
TOTAL REQUIREMENTS $1,564,840 $1,892,710 $2,111,136 $2,177,610 $2,275,848 $0 $0
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PAGE 39
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4/18/89
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e A 360'A'Avenue TO: Peter C. Harvey
V P.O.Boz 369
W Lake Oswego City Manager
Oregon 97034
V Planning FROM: Karen M. Scotty
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503-635-0390 RE: Appeal Transcripts
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ZThe following is the information you requested regarding
W the Waterman and Marylhurst appeals:
C Waterman Marylhurst
C Total Length of Hearings (hours) 2. 25 9 . 75
ONo. Pages of Transcript 59 233
Cost: Outside Transcription
W Service @ $3/page 177. 00 815. 50
0 \ Total Cost of Preparation of
Transcript ( includes staff
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W for accuracy) 309 . 88 1 , 448 . 10
3 o Amount Billed Appellant 309 . 88 500. 00
VIZ Amount Paid by City -0- 988 . 10
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V 1 Cost of Court Reporter
= @ $30-$40/hr 67 . 50-90. 00 292. 50-390 . 00
J Transcribing by Court
LI- 0 (Reporter @ $2. 50-3 . 25/pg) 157. 50-191. 75 582 . 50-757 . 25
03 Total Outside Cost (does
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LAKE OSWEGO
PUBLIC WORKS AND DEVELOPMENT SERVICES DEPARTMENT
Service Levels Report
1988-1989
BACKGROUND
The Department of Public Works and Development Services is
organized as shown in ATTACHMENT I. There are currently eight
( 8 ) operating divisions which are as follows:
Administrative Services
Land Development Services
Advanced Planning Services
Building Inspection Services
• Transportation Services
Management Studies and Services
Capital Project Services
Construction Management Services
The department is funded primarily through development fees and
charges to capital and utility accounts . A smaller amount of
funding is derived from grants , State Revenue Sharing and General
Fund Transfers .
• ADMINISTRATIVE SERVICES
I . KEY SERVICES OR GOALS
-- To provide a level of administrative support to the
department so that the department personnel can
accomplish their missions . This includes the
management of the Department 's budget and personnel
needs .
-- To insure consistent implementation of City Ordinances
and policies .
-- To analyze the requests for service from the citizens
and development community and develop an appropriate
action plan in response.
-- To provide technical analysis and reports on specific ,
special and routine projects .
-- To represent the City 's interests on a variety of
regional transportation and planning committees.
II. DESCRIPTION AND CURRENT LEVEL
• Administrative Services is staffed with four ( 4 ) full time
positions: Public Works Director; Assistant City Manager,
Planning and Development ; Senior Secretary ; and
Receptionist .
The two department heads direct the daily activities of
specific operational divisions . They meet regularly to
coordinate and prioritize the Department ' s tasks and to
insure a consistent product and policy statement to the
Council and community.
The department provides staff support for the following
City-related groups: Planning Commission, Development
Review Board, Committee for Citizen Involvement , Traffic
Control Board, Building Board of Appeals, Historic
Resources Technical Advisory Committee, Trolley Task Force
and Neighborhood Associations .
In addition, the Department Directors represent the City
on a variety of regional committees including the
Transportation Policy Alternatives Committee, Clackamas
Transportation Coordinating Committee, Intergovernmental
Coordinating Committee for Washington County Surface
Water Management and the Metro Urban Growth Management
11/ Technical Advisory Committee.
Public Works and Development Services Page 2
• The Senior Secretary provides support for the Directors .
The receptionist is responsible for greeting the
Department visitors and directing visitors and inquiries
to the appropriate employee. The receptionist answers in
excess of 51, 000 phone calls annually . This does not
include the phone calls that go directly to the employees '
workstations.
The Department of Public Works and Development services
has served as the lead Department for five ( 5) of the City
Council goals during 1988-89. In addition, the Department
is actively involved with the remaining four goals . The
majority of the staffing time for goal related work is
from the Administrative Division of the Department with
support from the Advanced Planning and Engineering areas .
The five goals that we have had lead responsibility for
are as follows:
Goal 2: Comprehensive Plan Review and Update
Goal 3: Address Major Street and Storm Drainage Problems
Goal 4: Complete Capital Improvement Plan
Goal 5: Establish Development Plan for Boones Ferry
• Corridor
Goal 7: Implement Annexation Plan at a Higher Level
The overall activity level in the Department has been
increasing. Attachment II compares the 1988-89
development activity with 1987-88. It also compares the
level of Captial Improvement Activity between this year
and last year. Attachment III provides a listing of on-
going studies , agreements and projects for which this
department is responsible .
One of the main goals of the Department for the past
several years has been to increase our productivity and
improve our ability to use, keep accurate data and perform
design analysis through computerization. The master plans
for the city' s water and sewer systems have been
computerized and we can now simulate fire flow delivery to
any point on L:__ city water system network or analyze the
effects that a new subdivision will have on a sanitary
sewer line down stream. Water, sewer and street
maintenance management progams are also being utilized.
We are now able to keep an accurate inventory of these
facilities with respect to age and condition. The
department is also working toward increasing our
• productivity in the area of capital design through the use
of computer aided design equipment.
Public Works and Development Services Page 3
Qorvino r.ovn1c RAnnrt
• PLANNING SERVICES
Land Development Services Division
and
Advanced Planning Division
I . KEY SERVICES OR GOALS
-- To receive , review and respond to all applications
relating to development codes and standards , and
engineering standards including commercial ,
industrial, multifamily, planned developments ,
subdivisions , overall development plan and schedules,
variances , minor and major partitions , lot line
adjustments , tree cutting, signs , conditional uses ,
annexations , Comprehensive Plan amendments , zone map
and text amendments and secondary dwelling units .
-- To provide staff assistance to the Development Review
Board, Planning Commission, Historic Resource
• Technical Advisory Committee, the Committee for
• Citizen Involvement and to the City Council on land
use matters .
-- To provide zoning , development, tree and sign code
enforcement .
-- To design and implement the City' s own five year
review of the Comprehensive Plan.
-- To draft various ordinances , standards and procedures
related to land use regulations , right of way
vacations and dedications and quitclaims .
-- To manage programs for neighborhood and citizen
involvement.
-- To manage the City ' s annexation goals .
-- To complete the State requirement for historic
resource evaluation (Statewide Planning Goal
110
Public Works and Development Services Page 4
• II. DESCRIPTION AND CURRENT LEVEL
Land Development Services Division
This Division has nine employees : one ( 1 ) Senior
Planner, one ( 1 ) Development Review Planner, two ( 2 )
Associate Planners , one ( 1 ) Engineering Development
Coordinator, two ( 2 ) Engineering Tech III ' s , and two ( 2 )
Senior Secretaries .
The following is a summary of applications processed by
this Division.
1988-89
New Applications
Type of Includes Actual plus
Application Projected to 6/30/89
Pre-Application Conferences 100
Development Review Applications 33
Planned Development Applications 26
Subdivision Applications
(Mostly Minor Partitions ) 48
Variances 49
Overall Development Plan &
• Schedule (ODPS ) , Including
• Modifications 4
Zone Changes 19
Conditional Use, Including
Modifications 10
Amendments to Standards 6
Plan Amendments 3
Single Family & Add. Permits 430
New Commercial & Alterations 100
Apartment Projects and Remodels 200
Tree Cutting Permits 270
Sign Permits 44
Street Vacations 2
QuitClaim Deeds 4
Street Opening & Utility Tap 80
TOTALS 1428
In Fiscal Year 1988-89 new public facilities constructed
by developers is expected to be in excess of $3, 500, 000.
This division also reviews the construction plans for
these facilities and, along with the engineering
construction inspectors , insures that the public
facilities accepted by the City are both durable and meet
adopted standards .
The Land Development Services staff also responds to
11, numerous public contacts that include: questions about
zoning, utilities , development process , fees and
Public Works and Development Services Page 5
Sarui r•p r.Pu 1 q RPnnrt
• Development Codes and Standards . Yuestions come from the
general public, realtors , contractors , and developers , as
well as groups such as the Chamber of Commerce,
Homebuilder 's Association, Lake Corporation and
Neighborhood Associations . Site visits and attendance at
neighborhood meetings is frequently necessary. Thirty
percent to 50% of the work day is occupied by public
contact, research , and follow-up contact .
Advanced Planning Division
This division has two ( 2) employees , a Senior Planner and
an Associate Planner.
The primary focus of this division is in developing and
implementing the work program to update the Comprehensive
Plan. Other areas of focus have been on the coordination
of the Capital Improvement Plan, neighborhood and citizen
involvement, evaluation of historic resources ,
development of land use plan for a portion of Boones
Ferry and developing the annexation program information.
The following is a comparison of our level of service to
that of two Metro area Cities with similarly high levels
of development .
• Land Development Services Division
This division includes both professional planners and
engineers . In the comparison cities planners and
engineers were in separate divisions or departments .
Lake Oswego: Four ( 4 ) professional
28 , 387 population planners , one ( 1 ) engineering
development coordinator and two ( 2 )
engineering technician III 's .
Beaverton: Six (6 ) professional planners ,
40 , 516 population two ( 2) code enforcement personnel and
four ( 4 ) professional engineering
positions involved in review of
development related permits . They
also have or ; 1 ' :transportation
planner and two ( 2 ) special project
planners. Unlike our planning staff ,
they do not p=_ -ide a review and sign
off on single family and commercial
building permits .
Public Works and Development Services Page 6
Service Levels Report
• Gresham:60 , 315 population "Three ( 3 ) full time planners , one ( 1 )
para"-professional planner for
counter work , one ( 1 ) full time
Transportation Planner. The Gresham
process does not include zone changes
nor conditional uses and there is no
review and sign off by planners on
single family building permits nor
business licenses .
Advanced Planning Division
Lake Oswego: Two ( 2) professional planning
28, 387 population positions . Periodic Review was
accomplished with no additional
staffing.
Beaverton: Beaverton recently completed its
40, 515 population periodic review process . They had
approximately three and one half ( 3 . 5 )
full time professional staff
equivalents working on that process .
They also have a full time
professional staff member who works
solely on neighborhood and citizen
involvement issues and two ( 2) full
• time position that work solely on
annexations .
Gresham: Gresham has four ( 4 ) full time
60, 315 population professional employees in
their Long Range Planning section.
They also have a total of seven ( 7 )
professional employees assigned to a
team to work on periodic review. In
addition, they have one ( 1 ) full-time
employee working full time on
annexations with several others
devoted to providing support for this
activity.
Other factors affecting our service level are the
timelines and notification procedures that are required
by code in Lake Oswego. No other city in the Metro area
has the strict timelines and notification procedures that
we have .
The primary sources of funding for the two divisions is
development related fees and transfers from the General
Fund. The fees collected for the planning activities do
not cover the costs of providing the service .
11,
Public Works and Development Services Page 7
Service Levels Report
BUILDING INSPECTION SERVICES DIVISION
I . KEY SERVICES OR GOALS
-- To provide information to the public on Building ,
Mechanical , Plumbing and Sewer codes .
-- To review building plans for compliance with
applicable building related codes .
-- To issue permits for buildings , woodstoves , mechanical
systems , plumbing systems , private sewer systems , the
demolition and moving of buildings , excavation and
filling, and change of use as it relates to the
Uniform Building Codes , and to provide field
inspections to insure compliance with the permits .
II. DESCRIPTION AND CURRENT LEVEL
Building Services is staffed with eight ( 8 ) full time
positions : one ( 1 ) Building Official , one ( 1 ) Plans
Examiner, one ( 1 ) plans examiner/building inspector, one
( 1 ) Permit Specialist , one ( 1 ) Plumbing/Mechanical
Inspector, two ( 2 ) Building/Mechanical Inspectors , and one
• ( 1 ) Secretary.
• During Fiscal Year 1988-89, it is estimated that 14, 000
field inspections and 1 , 000 plan reviews will have been
completed, and 292 permits for single family residences,
209 permits for single family remodels , 299 permits for
commercial, multifamily buildings , and commercial
remodels , 600 plumbing permits , 500 mechanical permits and
300 driveway permits will have been issued.
In this Fiscal year ( 1988-89 ) an additional Plans
Examiner/Inspector position was added to the Building
Division to increase services related to field inspections
and plan reviews . The two graphs below show the steady
increase in these two areas since 1982-83. While the
activity level increased dramatically since 1980, no
additional staff was added until this year.
BUILDING INSPECTIONS FISCAL YEAR PLANS REVIEWS
FISCAL YEAR TOTALS
18 1.1
14 1
13
9
12
11 0.8
10 • 007
O.. 98
¢ 0.6
Z 7 d 0.8
G a t
Huh
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0.3
•
0
1982-83 1983-84 1984-88 1963-86 1986-87 1987-88 •1988-89 1962-83 1983-84 1984-83 1983.66 1986-87 1987-68 •1988-89
•Projected Total •Projected Total
Public Works and Development Services Page 8
sarvi r-P Lox/pis RPnnrt
iAs a comparison, the following chart shows the level of
staffing and single family permit activity of several
Oregon cities.
CALENDAR
1987 RES . 1983-87
CITY POPULATION STAFF PERMITS RES. PERMITS
Lake Oswego 28, 387 8 324 1493
Gresham 60 , 315 15. 5 255 1459
Beaverton 40, 515 11 436 1205
Eugene 108 , 770 25 296 990
Springfield 41, 080 7. 5 48 202
Salem 96 , 830 13 . 5 290 1695
Medford 45, 000 11 349 1423
Tigard 25, 510 8 297 1842
West Linn 14, 020 4 177 945
All Building Division related activities are funded from
Development Fees collected at the time of permit issuance.
•
III
Public Works and Development Services Page 9
Service Levels Report
11
ENGINEERING SERVICES
Transportation Services Division
Management Studies and Services Division
Capital Project Services Division
Construction Management Services Division
I. KEY SERVICES OR GOALS
-- To plan, study and implement capital improvement
plans for the City 's transportation and utility
systems .
-- To respond to customer requests for information on
the City 's infrastructure and maps .
-- To provide inspection services for all City
construction projects and compliance inspections for
all private construction projects of public
facilities including documentation for progress
payments and as built records .
•
1/11 -- To provide technical assistance to and
investigations for other departments .
II. DESCRIPTION AND CURRENT LEVEL
Engineering Services is staffed with 15 full time
positions: three ( 3 ) Engineering Project Supervisors ,
one ( 1 ) Traffic Engineer, four (4 ) Engineering
Technician II ' s , one ( 1 ) Chief Surveyor, one ( 1 )
Engineer Technician I , three ( 3 ) Construction
Inspectors , one ( 1 ) Cartographer, and one ( 1 ) Secretary .
During Fiscal Year 1988-89, it is estimated that $ 5. 6
million in capital projects will have been inspected
and/or managed by this Division. This includes $3. 5
million in private development of public facilities , and
$2. 1 million in City designed and constructed facilities
studies. The City provided full or partial
inspection services on all of these projects .
Engineering Services will also respond to over two
thousand requests for information, maps , traffic control
requests and other various services from citizens and
other departments.
The Traffic Control Board and Pathway hearing body are
110 also staffed by Engineering Services employees .
Public Works and Development Services Page 10
Service Levels Rennrt
• The overall activity for the Engineering Division is
related very closely to private development . The
following provides a comparison on our staffing levels
and development activity with that of several other
cities.
City CIP1 DEV. CIP2
City Population Staff $ $
Lake Oswego 28, 387 15 $2. 1M $3. 5M
Albany 27 , 900 13 $1 . 4M $ . 35M
Gresham 60, 315 27 $1 . 2M Not available
Corvallis 42 , 500 15 $4 . 0M $ . 2M
Funding for the engineering services is from direct
charges to capital projects , to street, storm drain ,
sewer and water accounts for overall planning, and from
a portion of development fees for inspection of public
facilities constructed by developers.
1 City funded capital improvement projects
2 Capital improvement projects funded by private developers
411
Public Works and Development Services Page 11
Service Levels Report
•
ENHANCED SERVICE LEVELS
•
•
• ENHANt_ED SERVICE LEVELS
The following are proposals for enhanced service levels :
Provide State-Mandated Electrical Inspection Program
The electrical inspection program is currently provided by
Clackamas County. A workload analysis shows that there is enough
electrical inspection demand in Lake Oswego to support a full-
time position. It is proposed that the position be funded for
six months in the next fiscal year as the City will need to
provide notice to the State that we intend to provide this
service locally . Providing this service locally will allow
builders a "one-stop" permit center. Currently builders must go
to the County offices in Oregon City to obtain their electrical
permits .
It is anticipated that for six months of funding this position
will cost $37, 514 and bring in revenues of $66, 000. In
subsequent years the program will continue to pay for itself .
Cost Breakdown:
Salary = $ 16, 044 (Six months)
• Benefits = $ 6 , 270
Total = $ 22, 314
200 Schools & Training
3, 000 Furniture/Equipment
12, 000 Vehicle/Radio
$37, 514 Total Expense
Implementation of Council Goals
Public Works and Development Services staff has not yet had the
opportunity to assess the impact of Council goals on the
Department' s budget. After we have had the opportunity to review
the goals there may be further recommendations for additional
staff positions . In audiLior we may need to look at our
organizational structure to insure adequate supervision and
administration of the Department.
Public Works and Development Services Page 12
Service Levels Renort
•
REDUCED SERVICE LEVELS
•
•
• REDUCED SERVICE LEVELS
Ten Percent Reduction Options
To understand the ten percent reduction options it is important
to discuss how the department is funded. The Public Works and
Development Services budget is funded from three sources : ( 1 )
changes to the street, water, sewer and storm drain fund for
engineering services in connection with capital projects and for
studies and work associated with these functions . ( 2) Fees and
charges for building, planning and development permits and ( 3 )
General fund transfer along with state revenue sharing for those
activities and services not directly associated with engineering
and development. The fund receives revenues when a service is
provided. These charges for services are generally adequate to
cover our expenses in all areas except Planning . Planning
related revenues should be substantially greater to cover the
actual services provided .
This discussion is important so that as we discuss areas to
reduce our expenses it is understood that in many instances
revenues to the Public Works and Development Services fund are
also reduced .
Our proposal for reductions is presented with several options .
Each option requires that a specific policy choice be made by the
City Council and Budget Committee. Our presentation of these
options is , except for capital outlay purchases , in terms of
services and programs provided and not specific line items . Each
of the options is independent and any combination can be used to
meet the 10% reduction target of $220, 000. A discussion of the
consequences of utilizing each option is included .
411
Public Works and Development Services Page 13
Option 1
Reduce Capital Outlay Expenditure Reduction
$40,000
Revenue Reduction
$0
This reduction would eliminate equipment
that would be used to increase the department
staff productivity and replace aging vehicles .
Public Works and Development Services Page 14
Service Levels Report
Option 2
Reduce Advanced Planning Activities Expenditure Reduction
$50,000
This would include:
1 . Comprehensive Plan Update Revenue Reduction
2. Neighborhood Association Repre- $0
sentation
3 . Annexation information and
assistance
The consequences of this reduction are
several :
1 ) The Comprehensive Plan
Review and Update would be postponed and
adjustments to the current plan would have
to be reviewed in very limited numbers .
2 ) The City would not have resources
to provide assistance to neighborhood
associations.
3 ) The City would have to set aside
• its adopted annexation plan. Inadequate
resources would exist for a proactive
program providing staff and published
information on city services , interagency
coordination and assurance of correct
information being used for annexation
analysis .
Public Works and Development Services Page 15
Service Levels Re_nort_
• Option 3
Limit Number of Development Applica- Expenditure Reduction
tions and land use inquiries to 50% $200,000
of current.
Revenue Reduction
$35, 000
To accomplish this , the City would have
to limit the number of development appli-
cations allowed each month and sub-
stantially reduce our hours available to
the public for inquiries . 22 percent of
the planning staff ' s time is associated
with public information and assistance and
39 percent is devoted to development review
activities .
In order to implement this option, changes
to existing codes would have to be made. It
is anticipated that this would be a controversial
policy option and there would be a strong prob-
ability of legal challenges . The expenditure
reductions are estimated for the entire year,
however, these would be offset by expenditures
that would be incurred to implement this option.
•
S
Public Works and Development Services Page 16
Qa,r\li rn T.c.c7,1 c Rr,nnrt
Option 4
Transfer building permit issuance Expense Reduction
activities to the County $300, 000
Revenue Reduction
$300, 000
Building code enforcement is a service
which the City opts to provide. All state
mandated review activities can be deferred
to Clackamas County . This reduction would
increase the difficulty in coordinating
Planning, Engineering and Building
activities and all services to builders
would be coordinated from Oregon City . It
still would be necessary for the City to issue
a development permit prior to commencing
building activity to ensure compliance with
our Zoning and Development Codes.
Public Works and Development Services Page 17
Service Levels Report
Option 5
Eliminate City Funded Capital Expense Reduction
Improvement projects in 1989-90 $200, 000
This option would postpone capital Revenue Reaction
projects necessary to sustain and $200, 000
improve our street, water, sewer and
storm drain infrastructure. This
expense reduction is for activities
related to design, inspection and project
management services . These expenses would
be incurred whether projects are designed
in house or by a consultant.
Public Works and Development Services Page 18
ATTACHMENTS
CITY OF Li-.-ZE OSWEGO
PUBLIC WORKS AND DEVELOPMENT SERVICES DEPARTMENT
FISCAL YEAR 1988-89 ORGANIZATIONAL DIAGRAM
CITY COUNCIL CITY MANAGER ASSISTANT C.M. ADVANCED PLANNING SERVICES
PLANNING & DEVELOPMENT SR. PLANNER (1) ASSOC. PLANNER
PLANNING COMMISSION LAND DEVELOPMENT SERVICES
SR. PLANNER (1) DEV. REV. PLANNER
DEVELOPMENT REVIEW BOARD (2)ASSOC. PLANNER
(2)SR. SECRETARY
TRAFFIC CONTROL BOARD DEV. REV. ENG. (2)ENG. TECH. III
COMMIT-rhE FOR CITIZEN BUILDING INSPECTION SERVICES
INVOLVEMENT BUILDING OFFICIAL (2) PLANS REVIEWER
PUBLIC WORKS DIRECTOR
(3) BLDG. INSPECTOR '!I
BUILDING BOARD Of APPEALS (1)PERMIT SPECIALIS'
(1)SECRETARY
PATHWAY HEARING BODY
TRANSPORTATION SERVICES
ENGINEER (1) ENG. TECH II
HISTORIC RESOURCES
- TECHNICAL ADVISORY MANAGEMENT STUDIES AND SERVICES
COMMITTEE
ENGINEER (2)ENG. TECH. II
(1)CARTOGRAPHER
II NEIGHBORHOOD ASSOCIATIONS
TROLLEY TASK FORCE CAPITAL PROJECT SERVICES
ENGINEER (1)CHIEF SURVEYOR
(1)ENG. TECH II
(1)ENG. TECH I
CONSTRUCTION MANAGEMENT SERVICES
ENGINEER (3)CONST. INSPECTOR
OFFICE ADMINISTRATIVE SERVICES
SR. SECRETARY (1) SECRETARY
(1) RECEPTIONIST
PUBLIC WORKS AN', DEVELOPMENT SERVICES
DEVELOPMENT ACTIVITY.
ACTUAL ACTUAL PROJECTED TOTAL
ACTIVITY FY '87/'88 FY '88/'89 FY '88/'89 FY '88/'89
JUL.-DEC. JAN.-JUN.
#- $VALUE #- $VALUE # -$VALUE #- $VALUE
SINGLE FAMILY BUILDING/ 532 - $52,920,349 231 - $22,102,765 270 - $28,060,991 501 - $50,163,756
ADDITION/ALTERATIONS PERMITS
COMMERCIAL-MULTI-FAMILY BUILDING/ 144 - $30,413,717 221 - $14,952,066 78 - $ 8,772,926 299 - $23,724,992
ADDITION/ALTERATION PERMITS
TOTAL VALUATION OF 676 - $83,334,066 452 - $37,054,831 348- $36,833,917 800 - $73,888,748
BUILDING PERMITS
TOTAL VALUE OF DEVELOPER PROVIDED 17- $ 2,495,847 12 - $2,644,270 9 - $ 935,000 21 - $3,579,270
IMPROVEMENTS
TOTAL DEVELOPMENT 168 - N/A 82 - N/A 116- N/A 198- N/A
APPLICATIONS
CAPITAL IMPROVEMENT.
WATER SYSTEM IMPROVEMENT 7 - $678,650 3 - $289,750 5 - $689,250 8 - $979,000
PROJECTS
SANITARY SEWER SYSTEM 5 - $654,880 3 - $85,000 4 - $262,000 7- $347,000
IMPROVEMENT PROJECTS
STORM DRAIN SYSTEM 3 - $142,000 2 - $135,500 1 - $ 47,500 3 - $ 183,000
IMPROVEMENT PROJECTS
STREET SYSTEM IMPROVEMENTS 5 - $352,500 2 - $410,000 5 - $150,000 7- $ 560,000
STUDY PROJECTS
PATHWAY SYSTEM 0 1 - $ 21,500 1 - $ 57,000 2- $ 8,500
IMPROVEMENT PROJECTS
A
TOTAL CAPITAL IM'ROVE?i1ENT 20- $1,828,030 11 - $941,750 16 -$1,205,750 27- $2,147,500
PROJECTS
STUDIES AND INTER-AGENCY AGREEMENT ACTIVITIES
FISCAL YEAR 1988-89
PROJECT DESCRIPTION ACTUAL PROJECTED
JUL.- DEC. JAN. -JUN .
COMPREHENSIVE PLAN UPDATE Begin
WATER DISTRIBUTION SYSTEM MASTER PLAN UPDATE Completed
SANITARY SEWER COLLECTION SYSTEM MASTER PLAN UPDATE Continuing Completed
COMPREHENSIVE AGREEMENT LAKEGROVE WATER DISTRICT Continuing Completed
SURFACE WATER PROGRAM AND MASTER PLAN Begin
TRANSPORTATION MASTER PLAN Begin
WATER SYSTEM MAINTENANCE MANAGEMENT PROGRAM Begun Continuing
SANITARY SEWER MAINTENANCE MANAGEMENT PROGRAM Begun Continuing
STREET MAINTENANCE FUNDING PROGRAM Begun Continuing
HISTORIC SITE INVENTORY Begun Continuing
NATURAL RESOURCES INVENTORY UPDATE Begin
DEVELOPMENT CODE UPDATE Continuing Continuing
CAPITAL IMPROVEMENT PLAN Begun Continuing
DUAL AREA INTEREST AGREEMENT Continuing Continuing
ANNEXATION POLICY IMPLEMENTATION Begun Continuing
INDUSTRIAL WASTE DISCHARGE PERMITTING Begun Continuing
CLACKAMAS COUNTY ROAD TRANSFER AGREEMENT Monitoring Monitoring
RIVER GROVE WATER DISTRICT AGREEMENT Monitoring Monitoring
GLENMORRIE WATER DISTRICT AGREEMENT Monitoring Monitoring
TUALATIN SERVICE AGREEMENT Monitoring Monitoring
UNITED SEWERAGE AGENCY AGREEMENT Monitoring Monitoring
SEWAGE TREATMENT AGREEMENT WITH PORTLAND Monitoring Monitoring
SKYLANDS WATER DISTRICT AGREEMENT Monitoring Monitoring
BOONES FERRY GAP PROJECT Begun Continuing
PATHWAYS MASTER PLAN IMPLEMENTATION Begun Continuing
WILLAMETTE TROLLEY Begun Continuing
AUTOMATED INFORMATION MANAGEMENT Continuing Continuing
Attachment III
4
r
STORM DRAIN FUND
1989-90 Projects
STORM DRAIN SDC TOTAL
Funds Available 224,829 62,521 287,350
Expenses
P.W.&D.S. Transfer <63,250>
D.E.Q. Program Plan <95,000>
S.W. Master Plan -First Phase <86,579>
Springbrook Creek Culvert and Headwall <62,521>
Total 0 0
Additional Priorities
Complete S.W. Master Plan <88,421>
Oakridge, Quarry to Boones Ferry <44,000>
Erosion Control, Various Locations <84,000>
Spruce, Cornell to Hemlock <25,000>
Willow and Pilkington <38,000>
Springbrook Creek Culvert and Headwall <60,000>
Total <279,421> <60,000>
STREET FUND
1989-90 Projects
STREET SDC TOTAL
95"q,801 / o 75',372.
Funds Available -1,0-2, 120,570 - ,148,942
Expenses
Advanced Deposits <100,000>
Boones Ferry Widening < 29,430> <120,570>
Overlays <531,000>
►oo,372
Intersections <4-73,941>
Lighting, Various Locations <104,000>
Total 0 0
t
WATER FUND
1989-90 Projects
WATER SDC T TAL
Funds Available 1,107,164 242,836 1,430,000
Expenses
Water Line Replacement <527,064>
Purchase 3 Reservoir Sites <450,000>
Street Overlays <50,000>
Equipment Purchase <80,100>
Water Line Oversizing <242,836>
Total 0 0
SANITARY SEWER FUND
1989-90 Projects
SEWER SDC TOTAL
Funds Available 490,701 0 490,701
Expenses
Equipment <84,400>
Advanced Deposits <100,000>
Developer Reimbursements <50,000>
Rehabilitation&Improvements <256,301>
Total 0 0
r
STORM DRAIN FUND
FUND SUMMARY
ACTUAL ACTUAL BUDGETED ESTIMATED PROPOSED APPROVED ADOPTED
1986-87 1987-88 1988-89 1988-89 1989-90 1989-90 1989-90
RESOURCES:
Beginning Balances $64,708 $78,651 $0 $23,881 $156,426 $0 SC
Sales 8 Services 0 0 0 124,000 160,000 0 C
Fees 65,874 58,910 39,483 47,500 45,000 0 C
Interest Income 4,801 5,522 3,472 4,000 2,500 0 C
Transfers 0 0 175,000 175,000 0 0 C
TOTAL RESOURCES $135,383 $143,083 $217,955 $374,381 $363,926 $0 $0
REQUIREMENTS:
Transfers to Other Funds $32,995 $32,500 $35,000 $35,000 $76,576 $0 $0
Capital Outlay 23,737 86,702 182,955 182,955 287,350 0 0
Contingency 0 0 0 0 0 0 0
Unappropriated Ending Fund Bal 78,651 23,881 0 156,426 0 0 0
TOTAL REQUIREMENTS: $135,383 $143,083 $217,955 $374,381 $363,926 $0 $0
PAGE 81
STREET FUND
FUND SUMMARY
ACTUAL ACTUAL BUDGETED ESTIMATED PROPOSED APPROVED ADOPTED
1986-87 1987-88 1988-89 1988-89 1989-90 1989-90 1989-90
RESOURCES:
Beginning Balances $312,167 $294,808 $575,450 $675,964 $543,671 $0 $
Fees 33,000 44,700 48,000 43,000 47,000 0
Intergovernmental Revenues 573,284 935,880 1,039,041 1,039,041 1,175,545 0
Interest Income 17,133 35,967 19,750 46,000 38,000 0
Reimbursements 0 0 0 0 0 0
Transfers 200,000 200,000 0 0 0 0
Other Revenues 6,807 8,379 108,250 10,000 110,000 0
TOTAL RESOURCES $1,142,391 $1,519,734 $1,790,491 $1,814,005 $1,914,216 $0 $
33SZ--�-ZZ ZZ3333-33Z --3---ZZZi ZaZ 3 _ _
REQUIREMENTS:
Materials & Services $217,078 $219,415 $257,000 $223,000 $265,000 $0 $
Transfers to Other Funds 438,312 493,825 408,334 408,334 573,844 0
Capital Outlay 192,193 130,530 1,125,157 639,000 1,075,372 0
Unappropriated Ending Fund Bal 294,808 675,964 0 543,671 0 0
TOTAL REQUIREMENTS $1,142,391 $1,519,734 $1,790,491 $1,814,005 $1,914,216 $0 $
=
PAGE 87
WATER FUND
FUND SU AARY
ACTUAL ACTUAL BUDGETED ESTIMATED PROPOSED APPROVED ADOPTED
1986-87 1987-88 1988-89 1988-89 1989-90 1989-90 1989-90
RESOURCES:
Beginning Balances $1,442,432 $1,671,590 $1,657,095 $2,175,991 $1,829,122 $0 SO
Fees 173,850 208,200 232,850 183,396 195,000 0 0
Sales 8 Services 2,767,559 2,963,842 2,961,320 2,987,985 3,130,000 0 0
Interest Income 91,370 130,504 85,000 160,350 142,000 0 0
Reimbursements 17,712 888 2,000 0 0 0 0
Other Revenues 4,097 2,393 3,225 3,225 3,500 0 0
TOTAL RESOURCES $4,497,020 $4,977,417 $4,941,490 $5,510,947 $5,299,622 $0 $0
REQUIREMENTS:
Personal Services $235,441 $249,609 $261,124 $274,500 $283,307 $0 $0
Materials & Services 636,585 645,540 832,075 739,375 844,250 0 0
Debt Service 622,875 656,675 637,775 637,775 668,875 0 0
Transfers to Other Funds 715,518 756,408 920,778 901,100 946,664 0 0
Capital Outlay 615,011 465,790 1,134,173 1,004,075 1,436,550 0 0
Other Requirements 0 27,404 207,200 125,000 0 0 0
Contingency 0 0 200,000 0 350,000 0 0
Unappropriated Ending Fund Bal 1,671,590 2,175,991 748,365 1,829,122 769,976 0 0
TOTAL REQUIREMENTS $4,497,020 $4,977,417 $4,941,490 $5,510,947 $5,299,622 $0 $0
PAGE 93
SANITARY SEWER FUND
FUND SUMMARY
ACTUAL ACTUAL BUDGETED ESTIMATED PROPOSED APPROVED ADOPTED
1986-87 1987-88 1988-89 1988-89 1989-90 1989-90 1989-90
RESOURCES:
Beginning Balances $1,610,138 $1,404,025 $1,041,103 $1,112,593 $678,896 $0 $0
Fees 320,800 434,350 480,000 430,000 485,000 0 0
Sales & Services 1,330,146 1,378,803 1,397,000 1,475,000 1,530,000 0 0
Interest Income 114,383 125,710 95,000 105,000 100,000 0 0
Reimbursements 181 7,000 0 0 0 0 0
Other Revenues 15,069 633 101,500 3,500 102,500 0 0
TOTAL RESOURCES $3,390,717 $3,350,521 $3,114,603 $3,126,093 $2,896,396 $0 $0
REQUIREMENTS:
Materials & Services $1,043,376 $1,057,311 $1,393,475 $1,471,124 $1,634,160 $0 $0
Transfers to Other Funds 476,407 529,433 609,073 609,073 671,535 0 0
Capital Outlay 466,909 651,184 687,055 367,000 490,701 0 0
Contingency 0 0 275,000 0 100,000 0 0
Unappropriated Ending Fund Bal 1,404,025 1,112,593 150,000 678,896 0 0 0
TOTAL REQUIREMENTS $3,390,717 $3,350,521 $3,114,603 $3,126,093 $2,896,396 $0 $0
PAGE 101
MAINTENANCE SERVICES FUND
FUND SUMMARY
ACTUAL ACTUAL BUDGETED ESTIMATED PROPOSED APPROVED ADOPTED
1966-87 1987-88 1988-89 1988-89 1989-90 1989-90 1989-90
RESOURCES:
Beginning Balances $20,459 $21,226 $31,118 $19,018 $7,000 $0 f0
Reimbursements 3,675 0 0 0 0 0 0
Transfers from Other Funds 1,324,428 1,405,565 1,666,211 1,564,420 1,775,687 0 0
Interest Incase 0 8,086 6,500 8,000 8,200 0 0
Other Revenues 2,085 969 0 3,700 1,200 0 0
TOTAL RESOURCES $1,350,647 $1,435,846 $1,703,829 $1,595,138 $1,792,087 $0 $0
REQUIREMENTS:
Personal Services $805,541 $852,630 $936,203 $942,550 $1,013,559 $0 $0
Materials & Services 236,778 263,685 349,589 313,760 358,635 0 0
Transfers to Other Funds 268,768 282,984 353,701 317,878 354,948 0 0
Capital Outlay 18,334 17,529 14,700 13,950 33,650 0 0
Contingency 0 0 43,136 0 10,000 0 0
Unappropriated Ending Fund Bal 21,226 19,018 6,500 7,000 21,295 0 0
TOTAL REQUIREMENTS $1,350,647 $1,435,846 $1,703,829 $1,595,138 $1,792,087 SO $0
PAGE 107
{
MOTOR POOL FUND
FUND SUMMARY
ACTUAL ACTUAL BUDGETED ESTIMATED PROPOSED APPROVED ADOPTED
1986-87 1987-88 1988-89 1988-89 1989-90 1989-90 1989-90
RESOURCES:
Beginning Balances $36,428 $28,438 $48,482 $28,545 $30,545 $0 $0
Reimbursements 214 0 0 0 0 0 0
Transfers from Other Funds 255,107 282,622 380,078 330,544 390,116 0 0
Interest Income 0 2,819 2,100 2,000 2,000 0 0
Other Revenues 0 1,164 1,000 800 0 0 0
TOTAL RESOURCES $291,749 $315,043 $431,660 $361,::9 $422,661 $0 $0
REQUIREMENTS:
Personal Services $123,784 $136,765 $151,460 $152,700 $161,032 $0 $0
Materials & Services 123,585 128,648 166,980 155,034 172,250 0 0
Transfers to Other Funds 14,876 15,085 19,898 15,760 20,454 0 0
Capital Outlay 1,067 6,000 7,850 7,850 0 0 0
Contingency 0 0 55,400 0 40,000 0 0
Unappropriated Ending Fund Bal 28,437 28,545 30,072 30,545 28,925 0 0
TOTAL REQUIREMENTS $291,749 $315,043 $431,660 $361,::9 $422,661 $0 $0
PAGE 121
(r)
CITY OF LAKE OSWEGO
MAINTENANCE SERVICES DEPARTMENT
MEMORANDUM
TO : PETER C . HARVEY , CITY MANAGER
FROM : DUANE CLINE , DIRECTOR OF MAINTENANCE SERVICES
DATE : MARCH 28, 1989
SUBJECT : SERVICE LEVEL REPORT FOR FISCAL YEAR 1989-90
Attached is the Service Level Report for Fiscal Year 1989-90.
Park Maintenance, Athletic Fields and Golf Course Maintenance
will be provided with the Parks , Recreation and Open Space
Service Levels .
5705 JEAN ROAD/POST OFFICE BOX 369 I LAKE OSWEGO,OREGON 97034/ (503) 635-0280
MAINTENANCE SERVICES
DEPARTMENT - SERVICE LEVELS
Page
PART ONE
Table of Contents I
Organization and Staffing Chart I I
PART TWO
Administration Division 1
Administration Reduced Service Levels la
Administration Enhanced Service Levels lb
Exhibits for Enhanced Service Levels is-le
Street Division 2
Street Division Reduced Service Levels 2a-2b
Water Division 3
Water Division Reduced Service Levels 3a
Sanitary Sewer Division 4
Sewer Division Reduced Service Levels 4a
Electronics Division 5
Electronics Division Reduced Service Levels 5a
Motor Pool Division 6
Motor Pool Division Reduced Service Levels 6a
Water Treatment Plant 7
Water Treatment Plant Reduced Service Levels 7a
- I -
MAINTENANCE SERVICES DEPARTMENT
ADMINISTRATION
DIRECTOR
SR. SECRETARY
PIT CLERK TYPIST
WATER TREATMENT WATER SEWER STREET 3 ELECTRICAL ( MOTOR POOL PARK MAINTENANCE
PLANT DIVISION DIVISION STORM DRAINS DIVISION DIVISION DIVISION
1.0) Chief Plant (1.0) Utll. Supt. (1.0) Utll. Supt. (1.0) Util. Supt. (2.0) Radio ( I (1.0) M/P Supt. (1.0) Park Superindent
Operator (3.0) Sr. Util. Wkrs. (1.0) Sr. Utility Wkr. (1 .0) Crewleader I Technlcan (2.5) Mechanics (1.0) Park Maint.
1.0) Sr. Plant (5.0) UtII. Wkrs. (3.0) Utll. Wkrs. (1.0) Sr. Utility /Electrlclan (0.5) Purch. Agent Supervisor
Oper. (0.5) Purch. Agent I (3.0) Utll. Wkrs. i Storekeeper (2.0) Crewleaders
4.8) Plant Opers. Storekeeper ! (1.0) Sr. Util. Wkr.
JI (7.0) Utility Wkrs.
MSADMIN.032789
- II -
ADMINISTRATION •
The goal of the Administration Division is to ensure that the budgeted services
are provided in an efficient and effective manner.
To accomplish this task planning, organizing and controlling as well as policy
direction are ongoing activities. Other services such as clerical , purchasing
and safety programs are provided to all Divisions as required.
Clerical
City Population Director Staff
Beaverton 35,000 1 2.0
Gresham 55,000 1 1.0
Milwaukie 18,000 1 1.0
Oregon City 14,500 1 2.0
Tigard 25,000 1 1.5
Lake Oswego 28,387 1 1.5
The Administration Division is funded by internal transfers from all Division's
within the Department.
-1-
REDUCED SERVICE LEVELS
ADMINISTRATION: A large part of the Administration Division 's responsibility is
providing support to all Divisions within Maintenance Services. Options for the
reduction in service levels is limited to reducing the clerical support provided to
these Divisions. Impacts from the reduction would require that user Divisions
maintain time and attendance records (labor distribution) and provide end of month
reports to the Finance Department for data processing. Record keeping for the State
mandated cross connection control program would also be done without assistance from
the clerical staff. Unfortunately, this would result in an overall increase in costs
as most of these activities would be done by Division Supervisors. It would also be
necessary to use Utility Workers to assist in operation of the telephone and the two-
way radio system from time to time.
It is important to note that approximately six years ago the full-time staff was
reduced from one Director, one Assistant Director and one Secretary to one Director,
one secretary and one part-time clerk/typist.
Other items such as employee development would be eliminated.
Suggested Dollar Reductions
Personal Services $7,600
Materials and Services $2,005
Transfers $3,500
Contingency $5,000
$18,105
-la-
ENHANCED SERVICE LEVELS
In fiscal year 1987-88, the Maintenance Department hired a consultant to determine
the space needs (real property) that would be necessary for the department at full
community development. We have attached excerpts from the study which make
recommendations ranging from the purchase of additional property to a recommendation
for developing a Master Plan for the facility. We do not have a recommendation at
this time.
-lb-
RECOMMENDATION FOR EXISTING LAND AND FACILITIES
The Existing Land has These Advantages :
a. A location central to the growth of the City.
b. A location central to the work load of the Maintenance Center.
c. The Maintenance Center is compatible with the land use in the light
industrial district, the upscale warehousing, offices , and the neighborhood
retail.
d. The Maintenance Center can contribute to the upgrading of the district with
good planning, good screening and good landscaping.
Highest and Best Use of Existing Land:
a. Develop new employee parking at the existing parcel along Jean Road.
b. Design and construct a new garage with efficient and well planned work
stations .
c. Remodel existing motor pool area and shops into efficient , safe, well
ventilated shops , and redesigned storage and receiving areas .
d. Remodel and enlarge existing offices for better circulation, lighting and
building efficiency of offices , central secretarial, conference rooms and
lunch rooms, better locker system, upgrade toilets and provide for
handicapped.
e. Investigate the benefits of a community room for public use and staff
meeting. The community room can be a symbol of the public service. The
maintenance function can be identified as an important part of the total
public service provided by the City. Beaverton Operations Center and
Oregon City P.G.E. Service Center have successful community meeting rooms
as part of a maintenance facility.
f. Develop a master remodeling plan for the greater efficiency of the existing
land and facilities. The plan should develop preliminary plans of
building, parking, paving, screening and landscaping, and develop cost
estimates for future budgets .
-lc-
•
RECOMMENDATIONS FOR PURCHASING ADDITIONAL PROPERTY (PARCELS A,B,C,D) :
a. The existing land area is smaller than the existing Beaverton Operations
Center and will serve a much larger population in the future. The existing
Beaverton site is presently short of employee parking space and material
storage yards, and the office needs enlarging.
b. The existing land parcels are irregular and cut-up in shape. The resultant
traffic flow and yards are not as efficient as the Beaverton Operations
Center or the P.G.E. Service Center. Additional land will make for more
logical boundaries and more efficiency of layout.
c. Additional property allows the following:
(1) Creates greater flexibility and future options for use of the Center
over the next 20 years without the need to relocate the Maintenance
Services.
(2) Protects the existing investment in Maintenance Facilities.
(3) More efficient circulation, relocate fuel island from traffic pattern.
(4) Protects the existing facilities from the possible development of the
adjacent properties in such a way that would require more screening
and restrict the outdoor storage of materials.
(5) Allows for enlargement of City boundaries without exceeding the
capacity of the Center
(6) Allows for additional outdoor material storage.
(7) Provides space for additional covered equipment storage.
(8) Provides additional space for the expansion of office and garage
facilities.
(9) Allows for non-maintenance use of the site; for example, a sub-station
for police, storage space for other City departments , training space
for police or fire departments.
(10) Creates a positive image for the City by providing space for a first
class Maintenance Center with clear and logical boundaries, with good
screening of all outdoor storage and good landscaping of the total
site.
I recommend a policy to actively pursue property acquisition for the above
reasons. Time is of the essence as Parcel 'B' is presently on the market. See
"Land Cost Data" this report.
•
-1d-
•
LAND COST DATA
ADJACENT SITES TO LAKE OSWEGO MAINTENANCE SERVICE FACILITY
AND TWO NEIGHBORHOOD SITES FOR COST COMPARISON
PROPERTY ASSESSED ASKING/SELLING
IDENTIFICATION AREA TAX LOT VALUE PRICE
A 18 BD T.L. 3500 $74,600.00 NA
25,944 sf = .59 acre $ 2.87 sf
B 18 BD T.L. 1700 $55 ,000.00 (land)
$22,400.00
total $77 ,400.00 $95 ,000.00
41 ,765 sf = .95 acre $ 1.85 sf 2.27 sf
C 18 BD T.L. 1900 $105 ,000.00 (land)
$ 36,100.00 (improvements)
sold in 1987 for:
total $141 ,100.00 $135,000.00
41,310 sf = .94 acre $ 3.40 sf 3.26 sf
1
Lakeview Blvd/
Pilkington Rd. 1100/2IE18AC $36 ,000.00 $66,000.00
19,497 sf = .44 acre $ 1.84 sf 3.38 sf
2
Jean Road/
Pilkington Rd. 3100/2IE18CA $152,490.00 $414,000.00
69 ,000 sf = 1.6 acre $ 2.21 sf. 6.00 sf
- I I I I I .
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-le-
STREET MAINTENANCE
The goal of the Street Division is to ensure a well maintained street and storm
drain system that provides for a safe and efficient movement of traffic.
Street maintenance is accomplished through the cleaning and striping of streets,
cleaning and repairing of storm lines, installation and maintenance of traffic
signs and patching and resurfacing of streets.
Critical Factors :
*Presently 138 miles of street are patched and maintenance paved as needed. 130
lane miles are swept every six weeks, more frequently in periods of heavy leaf
fall and commercial areas are swept once a week.
*42 miles of street are striped and 150 pavement markings are painted twice
yearly.
*An average of 450 vandalized and/or deteriorated signs are replaced each year.
New installations of signs average 120 per year.
*To prevent flooding during periods of normal rainfall , 1,500 catch basins are
cleaned annually. Three major settling basins are cleaned as needed to prevent
silt flow to the Lake and stream corridors. Catch basins and main drains are
checked periodically during heavy rains to prevent clogging. Approximately 15
broken storm drain lines are repaired annually.
*During snow and ice, streets are plowed and sanded as needed.
Miles Number of
City Population of Street
Beaverton 35,000 113 11.5
Gresham* 55,000 95 11.0
Milwaukie 18,000 65 6.0
Oregon City 14,500 65 6.0
Tigard 25,000 94 8.0
Lake Oswego 28,387 138 6.0
*Multnomah County maintains approximately 110 miles within the City of Gresham.
Street maintenance is funded from the Street Fund.
-2-
REDUCED SERVICE LEVELS
STREET DIVISION: The major programs in the Street Division are: Street Patching and
Overlay, Signs & Striping, Brush Control & Mowing, Sweeping & Flushing, Miscellaneous
Services and Ice & Snow Removal .
STREET SWEEPING: A reduction in street sweeping will result in an increase in debris
accumulating in storm drains. Removing material from storm drains is considerably
more expensive than sweeping. Also, with more debris getting into storm drains, more
blockages are expected, as well as an increase in pollution to the lake or adjoining
rivers. No reduction is suggested.
STORM DRAINS: A reduction in storm drain maintenance would more than likely result
in an increase in storm drain blockages and subsequent flooding (possibly resulting
in property damage) with an expected increase in insurance claims as well as an
increase in debris entering the lake and rivers. Other than reducing ditch cleaning
activities and reducing or eliminating small improvements to the storm system, no
reduction is suggested.
SIGNS & STRIPING: A vast majority of activities within this program relate to
traffic safety. Traffic signs have a life expectancy of 7-10 years with respect to
reflectivity and without considering the vandalism element. Current replacement
schedules are lagging. Installation of new signs in a growing community is
increasing proportionately. Street name signs, parking control signs, and
informational signs may offer an opportunity for reduction, however, we did not feel
it was within the scope of this department to make that recommendation. Reduction in
painting and signage is not suggested for safety and liability reasons.
BRUSH CONTROL & MOWING: This program provides for roadside mowing of all rural type
streets as well as minimal brush cutting efforts when the situation becomes
dangerous. Shoulder mowing does open shoulders for walking when pathways are not
available. It also makes the road appear wider and easier to drive as well as
increased visibility for drivers to see kids or animals darting into roadways.
Preventing overgrowth at intersections which impede legal sight distances is another
benefit of mowing. Although difficult , we would suggest a reduction in this program
to one mowing per year.
PATCHING & STREET OVERLAY: This program would be our recommendation for the largest
reduction. We would eliminate preventative maintenance patching as well as emergency
short overlay type patching. This reduction would increase pothole development
particularly in years with adverse winters. Emergency pothole patching would be
retained. More claims from vehicle damage may occur as well as an increase in street
repair costs in subsequent years.
MISCELLANEOUS SERVICES: Eliminating participation in the Chamber of Commerce's
Holiday Program is recommended. The other major activity in this program, signal
light bulb changing, was not reduced.
ICE & SNOW REMOVAL: Reductions are not recommended in this activity because of the
hilly terrain, safety and demand for service.
Nonmandated employee development has been eliminated. It is important to note that
the Street Division full time staffing has remained constant for at least 15 years
while growth in street development has been on going. In addition, 44 miles of
county road was accepted for maintenance in 1988. Labor increases were limited to
one part time (.5) position to offset that increase.
-2a-
REDUCED SERVICE LEVELS
STREET DIVISION, continued
Suggested Dollar Reductions
Personal Services $14,944
Materials and Services $21,200
Transfers $7,000
Captial Outlay $500
$43,644
-2b-
WATER DISTRIBUTION
The Water Division is responsible for the maintenance and repair of the water
distribution system which supplies water (volume and pressure) for both domestic
usage and fire suppression. Water quality standards are maintained throughout
the system as mandated by the State Health Division and Environmental Protection
Agency (EPA).
These goals are met thru the repair of main lines, service lines, meters and
fire hydrants. Installations of new water services for new construction, as
well as meter reading and customer trouble shooting are on-going programs.
Critical Factors:
*The distribution system is composed of approximately 170 miles of main lines,
9,500 service lines and meters, 1,050 fire hydrants and 1,600 valves.
*Approximately 150 leaks/breaks are repaired per year minimizing loss of water
and disruption of water service.
*Fire hydrants are inspected and serviced annually. Major repairs are required
on approximately 100 hydrants annually. Main line valves are operated every
other year.
*New meter installations (approximately 250 per year), meter reading
(approximately 4,600 per month), meter repair and replacement (approximately 425
per year) are done on a timely basis to insure proper accountability of water
usage.
*Public service items such as water related complaints (low pressure, lack of
water, dirty water, high usage, final meter readings) and water line locates are
responded to at a rate of approximately 3,000 per year to insure customer
satisfaction and system protection.
Miles of Number of Number of
City Population Water Line Water Services Employees
Beaverton 35,000 135 10,150 11.0
Gresham* 55,000 120 10,500 15.0
Milwaukie 18,000 80 5,700 5.0
Oregon City 14,500 60 4,500 6.0
Tigard Water Dist. 25,000 N/A 9,000 12.0
Lake Oswego 28,387 170 9,500 9.5
*Some Water Districts remain active in the recently annexed area.
Water line maintenance is funded from the Water Fund.
-3-
REDUCED SERVICE LEVELS
WATER DISTRIBUTION: The major programs within the Water Distribution Division are
Line Maintenance, New Meter and Service Installation, Meter Reading, Meter Repair,
Valves and Hydrants, Utility Locates , Customer Trouble Shooting and Other Water
Services.
LINE MAINTENANCE: This program is important because its primary function is
controlling water losses as well as eliminating problems created by leaks. Also, a
new activity (Cross Connection Control ) mandated by the State Health Division is
forcing an expansion of this program.
NEW METER AND SERVICE INSTALLATION: Program is controlled by new construction for
which the fees collected offset expenditures. An increase in this program over the
past few years has forced cutbacks in other programs.
METER READING: Not suggested for reduction unless reading cycle is changed.
METER REPAIR: Provides for maintenance of meters. We are suggesting that this
program be reduced to where meters are replaced on a time available basis only.
Catch up costs in subsequent years is a concern as well as a possible decline in
revenue.
VALVE AND HYDRANT MAINTENANCE: Provides for maintenance and repair of hydrants and
valves. Suggestions for reduction in this program are as follows: Preventative
maintenance on hydrants would be reduced or eliminated; only inoperable hydrants
would be repaired with increased delay. Preventative maintenance on valves and valve
boxes would be eliminated or severely reduced. Biannual operation of valves would be
eliminated.
UTILITY LOCATION: Would not recommend reduction because this service protects system
from damage which ultimately saves time.
CUSTOMER TROUBLE SHOOTING: No reduction is recommended because of adverse public
relations. Also, inadequate response to water related problems may lead to
perceptions about health effects if concerns are not addressed.
OTHER WATER SERVICES: Activities in this program include locating pipes and digging
test holes for Engineering, assisting with sludge removal at the Water Treatment
Plant , reservoir cleaning and repair, pump station repairs, assisting contractors
working on the water system and reviewing plans and specifications. No reduction is
proposed. Nonmandated training is eliminated.
Suggested Dollar Reductions
Personal Services $34,760
Materials & Services $14,950
Transfers $8,000
$57,710
-3a-
• SEWER MAINTENANCE
The Sewer Division is responsible for the preservation of the utility and
integrity of the sanitary sewer system, minimization of public exposure to
health hazards and property damage, related environmental problems and the
reduction of liability related to sewer system failures.
These goals are met through the maintenance of pump stations, T.V. inspections
and sewer line maintenance and repair. The Sewer Division is responsible for
approximately 170 miles of sanitary sewer line.
Critical Factors :
*Ten pump stations are inspected 3 times per week to prevent breakdowns.
Approximately 30 miles of line are annually high pressure cleaned to remove
excess debris, control odor and to prevent potential sewer plug-ups and
subsequent damage to property and or environment .
*Approximately 20 miles of sewer pipe are visually T.V. inspected per year to
identify problems such as broken sewer pipes, root intrusion, and to evaluate
overall pipe conditions and problem areas. New sewer line installations are
inspected prior to warranty expiration to insure proper installation and to
identify problems before the City takes possession.
*Approximately 60 manholes per year are repaired and two miles of sewer line are
chemically grouted each year to reduce Inflow/Infiltration problems.
Approximately 15 broken sewer lines are repaired annually. Monitoring effluent
in industrial areas to assure legal compliance is ongoing.
*Public relations such as customer complaints, dye and smoke testing requests ,
sewer line locates and responding to sewer plug-ups are on-going activities as
well .
*In addition, programs are in place to rat bait 140 manholes every two months and
approximately 12 miles of sewer line are chemically degreased every two years.
Miles Number of Number of Number of
City Population of Pipe Services Pump Stations Employees
Beaverton 35,000 135 9,900 1.0 11.5
Gresham* 55,000 125 12,500 9.0 15.5
Milwaukie 18,000 65 6,000 4.0 3.0
Oregon City 14,500 N/A 4,500 8.0 5.0
Tigard 25,000 95 6,200 1.0 8.0
Lake Oswego 28,387 160 8,500 10.5 5.0
*Recently annexed areas are not sewered.
Sewer maintenance is funded from the Sewer Fund.
-4-
REDUCED SERVICE LEVELS
SANITARY SEWER: Programs include: Sewer Line Inspection, Sewer Line Maintenance and
Pump Station Maintenance.
SEWER LINE INSPECTION: Underground T.V. is the method by which we identify most of
the needed sewer line maintenance and repair as well as capital improvement needs.
Because this program is so critical in terms of that process no reductions are
proposed. It is also our expectation to video inspect the sewer interceptor in the
lake as soon as possible.
PUMP STATION MAINTENANCE: This program provides resources to operate and maintain 10
pump stations. Because overflows from these pump stations end up in the lake or
nearby rivers, reductions, except for painting and cleaning stations, is not
recommended.
SEWER LINE MAINTENANCE: This program is a catch all for the rest of the activities
associated with maintenance of the system. Most of the time is spent cleaning sewer
lines, repairing lines and manholes, rodent control , root control , degreasing lines,
inflow/infiltration identification and correction, industrial waste monitoring, line
locates, smoke testing and location of lost manholes. Reluctantly, the
recommendation is to eliminate chemical root control and reduce chemical degreasing
substantially, which would save the most money with the least amount of impact in the
short term. Efforts to identify and correct inflow/infiltration would be reduced as
well . Nonmandated training would be eliminated. Unfortunately, any reduction in
sewer line maintenance may result in an increase in accidental overflow and
subsequent damage to property and the environment as well as a possibility for
additional liability.
Suggested Dollar Reductions
Personal Services $2,066
Materials and Services $10,525
Transfers $2,000
Capital Outlay $25,000 *
$52,790
* Equipment is necessary to sustain chemical root control program.
-4a-
ELECTRICAL MAINTENANCE
The Electrical Division provides internal electrical services for the repair and
maintenance of City owned traffic control devices, City facilities (including water a
sewer pump stations and telemetry) and related equipment including the two-way radio
communication system.
Critical Factors:
*The Division's goals are attained through the maintenance and repair of 16 traffic
signal lights and related flashing devices including associated underground wiring
systems. Additionally, electrical systems and alarm systems in City owned facilities
pumping stations and electrical equipment in Police and Fire vehicles are repaired as
needed and serviced as time permits.
300 City owned radio units are tested and adjusted b.i-annually to meet with Federal
Communication Regulations.
RADIO MAINTENANCE
Jurisdiction Radio Equipment Employees
Clackamas County 600 units 3.0
Salem 500 units 1.0
(contracts excess work)
Tualatin Fire Dist. 250 units 2.0
Yamhill County 400 units, plus misc. 2.0
Washington County 500 units 1.0
Lake Oswego*** 300 units 1.0
SIGNAL LIGHT MAINTENANCE
Jurisdiction Number of Signal Lights Employees
Beaverton** 54 signals 3.0
Clackamas County* 25 signals and 25 flashers 1.5
Eugene** 172 signals 5.0
Salem 208 signal lights 6.0
Lake Oswego*** 17 signal lights 1.0
*Also required to work on traffic signs.
**Also responsible for street light maintenance.
***Employees are cross-trained in electrical as well as radio maintenance. For the most
part , the technician that is responsible for signal maintenance does most of the
electrical work on pump stations, telemetery and City facilities. Electrical
maintenance requires approximately twice as much time as signal maintenance.
It is very difficult to compare staffing levels from the various jurisdictions becaus
of the variety of services provided by the Electrical Division compared to the survey
jurisdictions. For example, none of the Cities surveyed operated a Water Treatment
Plant or anywhere near as many water and sewer pump stations.
The Electrical Division is funded by transfers from user departments based on the
amount of work performed.
-5-
• REDUCED SERVICE LEVELS
ELECTRICAL: Programs are Signal Light Maintenance, Electrical Maintenance and Radio
Maintenance.
SIGNAL LIGHT MAINTENANCE: Reduction in Signal Light Maintenance, except for minor
repair to physical facilities such as painting, etc. , is not recommended because of
the potential for increased liability and impact on traffic. Also, we assumed that
since we had no control over electrical energy costs for signal lights that it would
not be part of the reduction formula. Any reduction would therefore have to be
shared by the remaining two programs.
ELECTRICAL MAINTENANCE: The majority of time spent in the electrical program is for
maintenance of electrical components associated with the water and sewer systems.
Reduction would likely result in more failures in the water and sewer system pumping
and telemetry systems, the results of which are difficult to predict. Reducing or
eliminating the services provided to other noncritical systems such as athletic field
lighting and other City facilities could be substantial .
RADIO MAINTENANCE: Preventative maintenance on two-way radio systems would be
reduced if not eliminated. Turn around time for repairs would increase. Also, since
there are only two full time employees budgeted, a reduction of one or both employees
to part time may result in loss of an employee, the results of which could be
devastating It is important to note that both employees are licensed and certified
to work on signal lights, electrical systems and the two-way radio system maintenance
and repair. Highly specialized systems such as the Water Treatment Plant, LOCOPI and
signal lights would pose a significant problem with the loss of one or both
employees. Nonmandated employee development would be eliminated.
Suggested Dollar Reductions
Personal Services $8,064
Materials and Services $1,740 *
Transfers $920
Capital Outlay $1,600
$12,324
* Does not include electrical energy costs for signal lights as part of the reduction
process.
-5a-
MOTOR POOL MAINTENANCE
The Motor Pool Division is responsible for the scheduled maintenance and
required repairs of all the City 's automobiles, trucks, heavy equipment and
contractor type equipment.
Critical Factors :
*Repairs and maintenance are performed on approximately 40 automobiles, 40 pickups
and vans, 19 trucks, 19 pieces of heavy equipment and 40 pieces of miscellaneous
equipment. This consists of tune-ups, scheduled services such as oil changes and
lubrication, brake and transmission repair, major and minor engine overhauls and
minor body repairs.
*In addition, there is a complete cost accounting on vehicles and equipment and on
inventory management of motor fuels and repair parts .
Fleet Equip. Number of
City Population Size Employees
Beaverton 35,000 131 4.0
Gresham* 55,000 N/A 2.0
ililwaukie 18,000 105 2.0
Oregon City 14,500 50 2.0
Tigard** 25,000 159 2.0
Lake Oswego 28,387 158 3.5
*Contracts for some services and also uses Utility Workers for some mechanical work .
**Does not operate a water system.
The Motor Pool Division is funded by an internal transfer of funds from all
participating City departments based on the amount of work actually performed.
-6-
REDUCED-SERVICE LEVELS
MOTOR POOL MAINTENANCE: This program provides vehicle maintenance and repairs to
other City Departments. It is difficult to predict the impact of reductions until
it is clear if demand for service would deminish and to what extent. For the most
part , reductions would occur in preventative maintenance activities and also a
reduction or elimination in maintenance of less critical equipment. Minor body
repairs, except for safety reasons, may be eliminated. Turn around time for repairs
which is marginally acceptable at present would likely increase.
FUEL COSTS: If the use of motor fuel , which is approximately 25% of the budget ,
doesn't decrease, or, if the price continues to increase, additional cuts in
personnel would be necessary to obtain the reduction goal . It is important to note
that three years ago, one full time position was reduced to a part time (.5
equilivalent ) position. Staffing levels during emergency situations would be
difficult at best with any loss of personnel .
Suggested Dollar Reductions
Personal Services $16,882
Materials and Services $16,991
Transfers $1,500
Contingency $4,000
$39,373
-6a-
WATER TREATMENT OPERATION
The Water Treatment Plant is responsible for the treatment and pumping of water
meeting the State Health Division and Environmental Protection Agency (EPA)
standards to the City's 12 reservoirs. Approximately 3.4 billion gallons of water
is produced annually. Surplus water is also provided to several water districts in
the immediate area.
These goals are met through the maintenance and repair of the River Intake,
operation of the Water Treatment Plant , maintenance of 9 outplant pump stations, 12
reservoirs and water quality monitoring.
Critical Factors:
*The River Intake facility which is located in Gladstone, is checked and serviced 2
times per week October thru April and 3 times per week May thru September.
*The Water Treatment Plant is operated 24 hours per day, 7 days per week to ensure
adequate supply as demands fluctuates. 45 recorders are maintained, repaired and
cal i brat ed routinely. Pneumatic and hydraulic controls as well as variety of other
equipment and controls are repaired as needed.
*Approximately 40 samples are collected and tested monthly from the distribution
system to monitor water quality and meet EPA and State Health Division mandates.
*Routine inspection and maintenance of all mechanical equipment at the 9 outplant
pump stations is accomplished 3 times per week and 11 system pressure sensors are
routinely inspected and serviced.
*In addition, the Plant is responsible for proper record keeping and reporting as
dictated by the Environmental Protection Agency and the State Health Division.
Number of
Pump St at i on System
Jurisdiction and Reservoirs Sampling Employees
Clackamas Water District* 0 None 6.5
Hillsboro/Beaverton 1 None 7.2
South Fork** 2 None 6.0
Lake Oswego 21 yes 6.8
*Serves portion of unincorporated area of Clackamas County and City of Gladstone
**Serves Oregon City and West Linn
The Water Treatment Plant operation is funded from the Water Fund.
-7-
•
REDUCED SERVICE LEVELS
WATER TREATMENT PLANT: Major programs are Water Treatment Plant Operations, Water
Treatment Plant Maintenance, Outplant Maintenance and Inspection, including System
Sampling.
WATER TREATMENT PLANT OPERATION: Ninety percent of the material 's and service's
budget is necessary for the production of water. These line items are electrical
energy, chemicals, and telephone expense. Other items such as purchased water for
City residents in the Lake Grove District , laboratory expenses for State mandated
testing and collection expenses are outside of our control as well , and not
considered in the reduction formula. We also assumed that we would continue selling
surplus water which is approximately 45% of the total production and that overall
usage would continue to increase. Approximately 75% of the personnel budget is for
operations and is not recommended for reduction.
Remaining program activities are Plant Maintenance, Outplant Maintenance, Inspection
and System Sampling. All of the proposed reductions would come from these remaining
activities, except system sampling.
Preventative Maintenance activities for the plant and outplant would be reduced
substantially. Since the plant and a large part of the outplant system is
approaching twenty years old, breakdowns will likely increase. In fact , current
maintenance levels are lagging because of the aging system. Consequences of a
breakdown at the plant during peak usage times could be severe. Total reservoir
storage, if it could be fully utilized would be exhausted in less than 1.5 days with
some areas out of water within 24 hours, assuming another source of water is not
available and rationing can't be quickly implemented. Obviously reservoirs would
last considerably longer during nonpeak times. Also, revenue from the sale of
surplus water may be lost which is approximately $2,200.00 per day. Breakdowns of
outplant system pump stations would be less severe. Routine inspection of reservoirs
for security purposes and inspection of pump stations for maintenance purposes would
be reduced.
System sampling, which is increasing, and associated record keeping activities is
mandated by the State Health Division and not suggested for reduction. Nonmandated
employee development would be eliminated.
Suggested Dollar Reductions
Personal Services $25,176
Materials and Services $8,284
Transfers $1,700
Capital Outlay $4,550
$39,710
-7a-