Public-Works---Vol-3 — Part 1 of 9

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Breadcrumb: 6 pw › Public-Works---Vol-3

Public Works Service Area Public Works Service Area

Office of the Public Works DCA Public Works Service Area Office of the Public Works DCA Priya Dhanapal, DCA - Public Works Percent of City Budget Graph Office of Public Works 0.0% City Budget 100.0% Bureau Programs CAOs Office 100.0% Bureau Overview Requested Revised Total Change from Percent Requirements FY 2024-25 2025-26 Prior Year Change Operating $623,679 $1,928,676 $1,304,997 209% Capital Total $623,679 $1,928,676 $1,304,997 209% Authorized Positions 2.00 8.00 6.00 300.00% 2 City of Portland | FY2025-26 Requested Budget

Bureau of Environmental Services Public Works Service Area Bureau of Environmental Services City of Portland | FY2025-26 Requested Budget 3

Priya Dhanapal, DCA - Public Works Public Works Service Area Priya Dhanapal, DCA - Public Works 4 City of Portland | FY2025-26 Requested Budget

Dawn Uchiyama, Director Public Works Service Area Dawn Uchiyama, Director Percent of City Budget Graph Bureau of Environmental Services 17.1% City Budget 82.9% Bureau Programs Funds Management 4.5% Other 14.1% OandM - Collection System 8.2% OandM - Treatment 9.4% Strategy 5.3% Business Support 8.6% Capital Program Mgmt and Controls 49.9% Bureau Overview Requested Revised Total Change from Percent Requirements FY 2024-25 2025-26 Prior Year Change Operating $1,589,165,749 $1,209,665,016 $(379,500,733) (24)% Capital $281,292,000 $229,976,120 $(51,315,880) (18)% Total $1,870,457,749 $1,439,641,136 $(430,816,613) (23)% Authorized Positions 655.00 663.00 8.00 1.22% City of Portland | FY2025-26 Requested Budget 5

Dawn Uchiyama, Director Public Works Service Area Business Support Program Description & Goals The Business Support Program encompasses the business and administrative support needs of the bureau. Business Support provides the comprehensive internal administrative and support services required to facilitate smooth operations bureau wide. The majority of the Business Services Group is included in this Program, along with support resources that are housed organizationally within groups and programs bureau wide. The overarching goal of this program is to provide the administrative and support functions that guide employees toward efficient, cost-effective processes and practices; encourage accountability, consistency, and transparency; comply with City business policies, standards and expectations; and align with the bureau’s strategic goals. Performance Measures Actuals Actuals Target Target Strategic Performance FY 2022-23 FY 2023-24 FY2024-25 FY2025-26 Target Amount of time loss, in hours per employee, due to injuries and illnesses 1.32 2.17 2.00 0.00 0.00 Percent of dollars awarded to disadvantaged, minority-owned and women- 35% 36% 30% 0% 0% owned(D/M/W) firms in professional services Average single family household bill as a percent of median income 1.27% 1.31% 1.25% 0.00% 0.00% Maintain bureaus combined first and second lien debt service coverage ratio at 1.39 1.47 1.47 0.00 0.00 1.3 or greater Maintain the bureaus first lien debt service coverage ratio at 1.5 or greater 8.59 6.46 6.05 0.00 0.00 Equity Impacts The Bureau Support Program includes application of practices intended to promote equity in bureau contracting through outreach to prime contractors, sub-contractors, Project Managers/Contract Administrators and Procurement Services to promote equitable opportunities to and utilization of minority- owned and women-owned businesses in bureau contracting. This aligns with External Workforce Development Strategy 2, Capacity Building/Partnership/Education from the BES 2023-25 equity plan, to engage with regional and local workforce development organizations and contracting/consulting communities. Equity objectives and outcomes are written into grants, Intergovernmental Agreements, and contracts to encourage increased utilization of historically underutilized businesses. These efforts, including evaluating existing data and data gaps for the Bureau’s utilization of the State of Oregon’s Certification Office for Business Inclusion and Diversity certified firms will continue in FY 2024-25. This program also works closely with Human Resources, the bureau’s Equity Team, and with hiring managers to promote and support recruitment and employee retention strategies. This aligns with bureau workforce equity goals, which specify action to diversify Environmental Services’ workforce to reflect the demographics of the region. 6 City of Portland | FY2025-26 Requested Budget

Dawn Uchiyama, Director Public Works Service Area Changes to Program Personnel services decreased slightly due to reallocation of staff to other program offers, allocating some staff to the CIP based on their expected workload, and a reduction of intern/seasonal positions across the bureau due to budget and staffing capacity. External Materials and Services decreased by approximately $2.0 million due to a reduced contingency for moving and facilities expenses, reductions in budget that are reallocated to other bureau-wide needs, and one-time contracts expiring. Internal Materials and Services (IMS) decreased by $6.7 million due to a reallocation of bureau-wide costs into the Technical Services program offer and centralizing security services into the Leadership program offer. Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Requirements Bureau Expenditures Personnel Services 9,738,995 10,171,846 11,078,523 11,051,567 11,051,567 External Materials and Services 25,203,848 25,103,676 12,510,455 11,189,835 10,438,295 Internal Materials and Services 14,987,733 17,643,169 27,271,722 20,528,934 20,528,934 Capital Outlay (1,967,899) (15,000) 909,000 37,000 37,000 Bureau Expenditures Total 47,962,677 52,903,691 51,769,700 42,807,336 42,055,796 Fund Expenditures Debt Service 52,711 20,396 0 0 0 Contingency 0 0 20,133 0 0 Fund Transfers - Expense 0 51,687 0 0 0 Fund Expenditures Total 52,711 72,083 20,133 0 0 Requirements Total 48,015,388 52,975,774 51,789,833 42,807,336 42,055,796 FTE 60.00 63.00 68.00 65.80 65.80 City of Portland | FY2025-26 Requested Budget 7

Dawn Uchiyama, Director Public Works Service Area Capital Improvement Projects / Project Delivery Program Description & Goals The CIP/Project Delivery Program includes the bureau’s entire Capital Improvement Program (CIP) budget as well as the operating budget of the CIP Project Management Office (PMO). The CIP/Project Delivery Program consists of two work units and the bureau’s CIP, which is comprised of approximately 400 projects in various stages of development, design, and construction each year. The PMO has overall responsibility for developing, monitoring, and facilitating the delivery of the annual and long-term CIP, with PMO project managers providing overall project management for the largest and most complex projects. This happens with close reliance on the Engineering Services Group, which provides the technical engineering design, construction management and inspection for the projects. The PMO also manages a large group of on-call professional, technical, and expert support contracts for capital projects, provides training and support related to project management for staff across the bureau, and collaborates with other bureaus around infrastructure project delivery. These projects result in reliable stormwater and wastewater infrastructure that serves the community, protects the environment, and meets the City’s regulatory obligations. The PMO’s primary goal is increasing and improving project delivery through the implementation of a dedicated project manager model and improvement of capital project delivery processes and procedures. A key measure of the PMO’s success in increasing project output to meet system sustainability needs is the CIP delivery rate (% of CIP budget spent) which has a long-term (strategic) target of 95% delivery of the planned CIP. Continued process and organizational improvements are underway to support a more consistent and predictable delivery rate. It should be noted that delivery of the CIP involves significant bureau staff and resources beyond those included in this Program Area. Performance Measures Actuals Actuals Target Target Strategic Performance FY 2022-23 FY 2023-24 FY2024-25 FY2025-26 Target Percent of CIP budget spent 93% 85% 87% 0% 0% Feet of streambank restored (not cumulative) 2,980 285 12,000 0 0 Linear feet of sanitary and combined sewer pipe repaired or replaced to 24,641 20,399 65,000 0 0 improve condition and capacity Equity Impacts The Project Management Office (PMO) does not determine what projects the bureau constructs, but rather facilitates when and how those projects are budgeted and delivered. Equity considerations are included in capital project prioritization through the planning and portfolio prioritization processes that advance projects to the CIP and PMO. More information is in the Capital Summary Section. The program is working to integrate explicit equity considerations into project management tools and templates where appropriate, such as project charters and work plans, to ensure those considerations carry through from project inception to completion. The largest area of equity impacts in this program is in the contracting efforts for the annual CIP (which includes both design and construction contracts). The PMO administers more than 40 on-call contracts for CIP project support services such as civil and structural engineering, permitting, and water quality expertise. Program staff monitor and encourage D/M/W/ESB/SDVBE firm utilization and provide one-on- one support to these firms regarding the City’s contracting processes and BES project delivery processes, 8 City of Portland | FY2025-26 Requested Budget

Dawn Uchiyama, Director Public Works Service Area with the intent to meet the BES strategic target of 30% utilization of COBID-certified firms. Additionally, the Secondary Treatment Expansion Program (STEP) is managed in this program area and has made up a significant portion of the overall CIP for the past several years ($68M in FY 2025-26). STEP is utilizing an alternative contracting approach and the City’s first Community Benefits Agreement (CBA) focused on strategies to diversify the construction industry, which is a model for other large alternative delivery projects. Changes to Program Inflation has impacted the current and planned future CIP and the amount of infrastructure improvement projects that can be accommodated within the financial forecast. The near-term CIP continues to emphasize projects addressing imminent threats or risk to human health and safety, asset failure, and projects addressing regulatory compliance. Projects addressing longer-term needs, and those with less urgency, have been postponed where possible. The FY 2025-26 CIP Budget of $226.2 million is a 20% decrease compared to last year’s budget. This overall decrease is primarily fueled by the completion of a major milestone on the Secondary Treatment Expansion Program (STEP), which has a large impact on the CIP until FY 2026-27. See the ‘5-Year Financial Plan’ or ‘Capital Summary’ for additional information related to the CIP. The operating component of this program offer is very small compared to the total program offer budget. Operating personnel services decreased due moving two positions to other program offers to address bureau priorities, and reducing one budgeted capital project manager position to address budget constraints. Other reductions due to rate and budget constraints include reducing professional services support for the PMO and eliminating budget for an intern. Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Requirements Bureau Expenditures Personnel Services 19,231,306 22,954,131 31,589,958 33,265,798 32,999,650 External Materials and Services 44,395,273 41,706,255 45,291,188 41,619,040 41,619,040 Internal Materials and Services 18,709,622 23,338,000 8,854,296 8,323,157 8,323,157 Capital Outlay 154,377,509 196,208,192 209,883,067 161,393,173 161,393,173 Bureau Expenditures Total 236,713,709 284,206,579 295,618,509 244,601,168 244,335,020 Requirements Total 236,713,709 284,206,579 295,618,509 244,601,168 244,335,020 FTE 160.00 179.70 31.00 178.50 179.50 City of Portland | FY2025-26 Requested Budget 9

Dawn Uchiyama, Director Public Works Service Area Operations & Maintenance - Community Partnerships Program Description & Goals The Community Partnerships program connects ratepayers to their stormwater and wastewater infrastructure through stewardship opportunities, community investment, educational programs, and projects on private property that support City collection capacity. The team provides program and project outreach and development, planning, contracting and implementation through education programs, partnerships, on-the-ground activities, grants, sponsorships, and technical assistance. The City relies on community partnerships to meet system and regulatory compliance needs by including community values along with green infrastructure, while supporting internal processes from all other work groups in the bureau. Five distinct workflows comprise the Community Partnerships Program Offer:  Private Property Retrofits works with private landowners to assess existing stormwater conditions and implement projects and programs on non-BES assets in support of capital and watershed enhancement projects that advance the City’s sewer and stormwater goals in addition to mitigating risk and ensuring appropriate levels of service to ratepayers. Private Property Retrofits also provides technical assistance on stormwater facility design, operation and maintenance, and stormwater retrofit potential to City staff, consultants, and private property owners citywide.  Clean Rivers Education delivers water quality focused environmental classroom instruction with hands on learning experiences in the field. Developing programs and projects of interest to a wide variety of students K-12 throughout the five school districts within the City of Portland. Hosting a summer intern cohort for students from marginalized communities and supports activities to promote interest in environmental careers.  The Stewardship & Investments team works with Portland’s Watershed Councils and myriad smaller organizations to deliver stewardship opportunities alongside our waterways while also managing two distinct grant programs, Percent for Green and Community Watershed Stewardship grants.  The Green Street Stewards program provides stewardship opportunities that directly support the operations and maintenance of our Green Street facilities. Performance Measures Actuals Actuals Target Target Strategic Performance FY 2022-23 FY 2023-24 FY2024-25 FY2025-26 Target Number of participants in community events, workshops, stewardship, and 8,782 11,908 7,000 0 0 restoration events Equity Impacts The teams within Community Partnerships have committed to a variety of strategies outlined in the 2023 BES Equity Plan. These include support of the STEAM team, the co-creation of a Community Benefits Framework, and increases in equitable service delivery. 10 City of Portland | FY2025-26 Requested Budget

Dawn Uchiyama, Director Public Works Service Area Changes to Program Moving forward, the majority of this program offer will be reimbursed with Portland Clean Energy Fund (PCEF) funds. A vacancy due to retirement in the program has been permanently removed from the program offer during the budget process and offered in the Decision Package. All other expenditures increased commensurate with inflationary pressures. Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Requirements Bureau Expenditures Personnel Services 2,345,257 2,493,096 2,726,218 2,358,113 2,142,184 External Materials and Services 1,787,216 1,729,773 1,088,304 1,207,288 1,207,288 Internal Materials and Services 277,934 89,678 31,195 40,710 40,710 Bureau Expenditures Total 4,410,408 4,312,547 3,845,717 3,606,111 3,390,182 Requirements Total 4,410,408 4,312,547 3,845,717 3,606,111 3,390,182 FTE 17.00 16.00 12.00 11.95 12.95 City of Portland | FY2025-26 Requested Budget 11

Dawn Uchiyama, Director Public Works Service Area Technical Services - Environmental Compliance Program Description & Goals The Environmental Compliance Program regulates the use of and impacts to the City’s wastewater and stormwater sewer system through the implementation of 18 distinct programs with the common objectives of protecting City assets, meeting NPDES wastewater and stormwater permit conditions, protecting water quality, and overseeing compliance of system users. The Program performs the associated activities of developing codes and rules, permitting private dischargers, investigating complaints and illicit discharges, inspecting commercial and industrial facilities, establishing and implementing user charges, and enforcing codes and rules. This program is responsible for protecting the City’s storm and sanitary assets, watershed health and local water quality through compliance inspections, investigations, technical analyses, data collection and management, program evaluations, and policy development. Performance Measures Actuals Actuals Target Target Strategic Performance FY 2022-23 FY 2023-24 FY2024-25 FY2025-26 Target Percentage of industrial enforcement tests in full compliance 99% 99% 99% 0% 0% Equity Impacts In support of the bureau’s Equity Goal 2 (Equitable Service Delivery and Business Practices) the Environmental Compliance Program has a direct, mandated responsibility to ensure that environmental programs and permits result in positive equitable outcomes for all communities. The work performed in this program provides significant benefit to underrepresented communities through code and rule development and the inspection and enforcement process and is particularly critical to those communities near industrial facilities and those relying on direct contact with surface water (for example, through subsistence fishing).  Provide support to various program efforts that deliver equitable services to customers  Actively participate in ensuring recruitment strategies support a diverse workforce  Encourage activities and trainings focusing on disability and racial equity outside of the required trainings  Provide operational and management support services to programs and activities that provide direct benefit to communities of color or other underserved populations  Participate in and support equitable outcomes in program delivery through budget analysis and organizational development activities 12 City of Portland | FY2025-26 Requested Budget

Dawn Uchiyama, Director Public Works Service Area Changes to Program FTE allocated to this program offer decreased by 2.0 FTE (Environmental Regulatory Coordinator and Environmental Program Coordinator) and personnel budget decreased for 2 Community Service Aide II positions. As a result of the elimination of the Environmental Regulatory Coordinator, the Toxics Reduction Program has been eliminated and remaining staff have been moved to other functions within the program offer. In addition to staff cuts, numerous reductions from Miscellaneous Services, Professional Services, Operating Supplies, Overtime, and Education and Training. These cuts will directly limit the Program’s ability to provide translation services, regulatory outreach, and other services to underrepresented communities. These cuts also limit staff training, which is critical in a regulatory environment. Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Requirements Bureau Expenditures Personnel Services 6,292,222 7,301,376 7,594,393 8,427,509 8,427,509 External Materials and Services 498,948 414,839 986,754 282,513 282,513 Internal Materials and Services 635,711 614,084 702,451 664,284 664,284 Capital Outlay 39,317 0 0 42,500 42,500 Bureau Expenditures Total 7,466,198 8,330,299 9,283,598 9,416,806 9,416,806 Requirements Total 7,466,198 8,330,299 9,283,598 9,416,806 9,416,806 FTE 45.00 44.00 49.00 47.00 47.00 City of Portland | FY2025-26 Requested Budget 13

Dawn Uchiyama, Director Public Works Service Area Permitting and Development Program Description & Goals The Permitting and Development program replaces the Systems Development program, which reflected the bureau’s work on private development-related services. In FY 2024-25, all FTE and budget for this group was moved to Portland Permitting and Development (PP&D) and replaced with an interagency for those services. Performance Measures Actuals Actuals Target Target Strategic Performance FY 2022-23 FY 2023-24 FY2024-25 FY2025-26 Target Percent of BES building permit reviews that meet the City’s turnaround goals 95% 99% 85% 0% 0% for reviewing permits Equity Impacts Please refer to PP&D narratives for additional information about equity. Changes to Program Permitting and Development functions are moved to PP&D in FY 2024-25. The sole costs in this program offer are the interagency with PP&D and capital outlay budget for public works permit projects as needed. The interagency costs for PP&D decreased in FY 2025-26 due to PP&D collecting fee revenue directly rather than BES collecting the revenue, therefore reducing the amount necessary to send to PP&D. Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Requirements Bureau Expenditures Personnel Services 3,201,504 3,171,616 25,667 0 0 External Materials and Services 107,657 160,259 375,760 0 0 Internal Materials and Services 1,132,442 1,289,291 7,237,660 3,648,361 3,648,361 Capital Outlay 0 0 350,000 350,000 350,000 Bureau Expenditures Total 4,441,603 4,621,165 7,989,087 3,998,361 3,998,361 Requirements Total 4,441,603 4,621,165 7,989,087 3,998,361 3,998,361 FTE 23.00 21.00 2.00 2.00 2.00 14 City of Portland | FY2025-26 Requested Budget

Dawn Uchiyama, Director Public Works Service Area Engineering Services - Construction Services & Materials Testing Lab Program Description & Goals The Engineering Services – Construction Services and Materials Testing Lab Program is made up of three sections: the Inspection and Testing Division (Previously the Materials Testing Lab and the Construction Inspection section of the Construction & Inspection Division); the Sewer, Stormwater & Restoration Division’s Construction Section; and the Construction Section of the Treatment and Pumping Systems Division. In the Inspection and Testing Division, Construction Inspection provides inspection and testing services for bureau capital projects and projects that become part of BES’ infrastructure portfolio, and the Materials Testing Lab (MTL) conducts materials testing, code-mandated special inspection, confined space entry, geotechnical services, and evaluation of emerging technologies and products for Environmental Services and other city bureaus. The Treatment and Pumping Systems Division Construction Section manages construction phases of projects for the wastewater treatment plants and pump stations. The Construction Section of the Sewer, Stormwater & Restoration Division manages construction phases of projects for downtown construction projects-which include collection systems, stormwater and restoration projects. The Construction Services and Materials Testing Lab program’s focus on job site safety impacts and the bureau’s overall incidence rate, and the MTL’s role in testing and evaluating materials in the design and construction of those capital projects directly impacts the performance measure for pipe repair and replacement. The bureau owns and maintains most of its constructed assets, so quality assurance during installation helps maximize asset life. The program ensures the construction of safe, high-quality, minimally disruptive, and cost-effective projects that aim for completion on schedule and within budget. Performance Measures Actuals Actuals Target Target Strategic Performance FY 2022-23 FY 2023-24 FY2024-25 FY2025-26 Target Amount of time loss, in hours per employee, due to injuries and illnesses 1.32 2.17 2.00 0.00 0.00 Construction management costs as a percentage of total construction costs 13% 98% 12% 0% 0% Feet of streambank restored (not cumulative) 2,980 285 12,000 0 0 Linear feet of sanitary and combined sewer pipe repaired or replaced to 24,641 20,399 65,000 0 0 improve condition and capacity Equity Impacts This program supports several of the bureau equity focus areas including External Workforce Development, Environmental Justice, Government Cultural Competency, and Equitable Internal Workforce Development. As part of its management of construction contracts, the Construction program monitors contractors’ compliance with minority subcontracting requirements, including D/M/W/ESB/SDVBE participation and other City equity-driven contracting opportunities. This aligns with the equity focus area of Equitable External Workforce Development 2.2 (insights on the percent of COBID participation on awarded contracts), in the bureau’s 2023-2025 Equity Plan. The Construction and MTL program utilizes COBID firms for contracting professional services, although COBID firm participation varies depending on project type and size. The Engineering group is working closely with City Central Procurement to integrate databases and analyze State of Oregon data to accurately understand the current and historic COBID utilization rates, impact of operational changes on COBID firm utilization, and opportunities for improvement. City of Portland | FY2025-26 Requested Budget 15

Dawn Uchiyama, Director Public Works Service Area The MTL program is part of the bureau’s overall engineering design and construction approach for capital projects to ensure the same quality standards of design, construction, and materials for any capital project in the City, regardless of neighborhood or community demographics. This effort is supported by the development and implementation of the Equity Data Toolkit (EDT). We are continuing to integrate this tool into our project development and delivery processes in addition to developing to training for project staff. The result is that no community bears a disproportionate burden because of inferior construction materials or workmanship. This aligns with the Environmental Justice focus area of the bureau’s Equity Plan. In FY 2025-26, program supervisors and business operations staff will continue efforts to create tools for ensuring our staff understand decision making and how to engage in decisions that affect them on a bureau level (Government Cultural Competency, 1.2 & 1.3) via the EDT and other resources. Additionally, we encourage employees to identify and submit issues and improvement ideas related to their work, resolution of issues, and what issues are being currently worked on (Equitable Internal Workforce Development 3.1 – 3.3) via team meetings, a groupwide suggestion box, and internal communication improvement. Suggestions are shared and explored via team meetings and through specialized workshops. Finally, as part of a broader group effort to increase workforce diversity, the program is looking for opportunities to create entry level positions through contract employee program. In FY 2024-25, two entry- level FTE positions were created and one entry-level contract employee position. The group goal is to increase this number in FY 2025-26, by down-classing positions as they become vacant. The group metric goal for FY26 is that 27% of our group self-identifies as Black, Indigenous, or People of Color (BIPOC), with 24.5% of the group self-identify as BIPOC in FY 2023-24. This initiative includes this program offer as well as the design services program offer. Changes to Program Fewer FTEs are allocated to the CIP program offer in FY 2025-26 than the prior year, resulting in a large increase to the personnel services budget for this Program Offer. External and Materials and Services saw an overall increase of roughly $344,000. This was primarily due to increase in expected Professional Service expenses related to providing a larger scope of services on Inter- Agency Agreements, but reductions were seen across the areas of Computer Supplies – Software, Professional Services, Miscellaneous Services, Office Supplies, Operating Supplies, and Repair & Maintenance Supplies in order to assist with city-wide budget constraints and adjustment goals, and as a result of previous underspending in those categories. Internal materials and services revenues decreased by approximately $80,000 due to lower expected demand for services charged to the rest of the bureau and City. Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Requirements Bureau Expenditures Personnel Services 4,500,546 5,119,823 1,200,777 2,531,709 2,531,709 External Materials and Services 182,050 309,447 256,001 600,803 600,803 Internal Materials and Services (511,677) (851,248) (896,162) (817,632) (817,632) 16 City of Portland | FY2025-26 Requested Budget

Dawn Uchiyama, Director Public Works Service Area Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Bureau Expenditures Total 4,170,919 4,578,022 560,616 2,314,880 2,314,880 Requirements Total 4,170,919 4,578,022 560,616 2,314,880 2,314,880 FTE 21.30 6.00 67.00 12.85 12.85 City of Portland | FY2025-26 Requested Budget 17

Dawn Uchiyama, Director Public Works Service Area Engineering Services - Design Services Program Description & Goals The Engineering Services – Design Services Program provides engineering design services for capital projects ranging from wastewater conveyance and treatment infrastructure to stormwater facilities and stream restoration. This program also includes interagency coordination with the Bureau of Transportation, sewer extension, and nonconforming sewer efforts. This program includes two sections: the Sewer, Stormwater and Restoration Division’s Design Section and the Treatment and Pumping Systems Division’s Design Section. The program impacts every bureau performance measure related to capital project delivery and output. Project management and engineering influences pipe repair, replacement, stream restoration, the amount of combined and sanitary sewer overflows, and water quality measures. The primary goal of the program is to plan and design capital projects that improve the reliability and capacity of the Bureau’s treatment infrastructure, wastewater and stormwater conveyance, and to protect and improve water quality and watershed health. Performance Measures Actuals Actuals Target Target Strategic Performance FY 2022-23 FY 2023-24 FY2024-25 FY2025-26 Target Watershed Health Index for water quality 5.40 5.40 5.50 0.00 0.00 Feet of streambank restored (not cumulative) 2,980 285 12,000 0 0 Amount of wastewater processed annually (in million gallons) 25,504 25,649 30,000 0 0 Linear feet of sanitary and combined sewer pipe repaired or replaced to 24,641 20,399 65,000 0 0 improve condition and capacity Equity Impacts In FY 2025-26, program supervisors and business operations staff will continue efforts to create tools so that staff understand decision making and how to engage in decisions that affect them on a bureau level (Government Cultural Competency, 1.2 & 1.3) via the Equity Data Toolkit (EDT) and other resources. Employees are encouraged to identify and submit issues and improvement ideas related to their work, resolution of issues, and what issues are being currently worked on (Equitable Internal Workforce Development 3.1 – 3.3) via team meetings, a groupwide suggestion box, and internal communication improvement. Suggestions are shared and explored via team meetings and through specialized workshops. The Nonconforming Sewer section within the Design Program identifies and supports potentially eligible candidates in accessing the available financial assistance and deferred payment options. Many properties this program works with are on older, smaller and subdivided lots, and some areas overlap with a high percentage of minority and/or low-income census tracts. Helping existing property owners resolve issues related to nonconforming sewers can help those residents stay in their homes and/or reap full value of their property at the time of sale. 18 City of Portland | FY2025-26 Requested Budget

Dawn Uchiyama, Director Public Works Service Area This program utilizes COBID (Oregon’s Certification Office for Business Inclusion and Diversity) certified firms for contracting professional services when needed. And will continue this practice in FY 2024-25, as feasible. The Engineering group is working closely with City Central Procurement to integrate databases and analyze State of Oregon data to accurately understand the current and historic COBID utilization rates, impact of operational changes on COBID firm utilization, and opportunities for improvement. The data will guide our implementation of future initiatives to increase COBID firm utilization. The Design program is part of the bureau’s overall engineering design and construction approach for capital projects to ensure the same quality standards of design, construction, and materials for any capital project in the City, regardless of neighborhood or community demographics. This effort is supported by the development and implementation of the Equity Data Toolkit. We are continuing to integrate this tool into our project development and delivery processes in addition to developing training for project staff. The result is that no community bears a disproportionate burden because of inferior construction materials or workmanship. This aligns with the Environmental Justice focus area of the bureau’s Equity Plan. Changes to Program A portion of this program offer is now funded with Portland Clean Energy Fund (PCEF) revenues related to the operating component of stormwater design services. Fewer FTEs are allocated to the CIP program offer in FY 2025-26 than the prior year, resulting in a slight increase to the personnel services budget of this program offer. External materials and services decreased by approximately $490,000 related to the end of several one-time grants, as well as due to reductions across the commitment items of Computer Supplies – Software, Professional Services, and Part Time Budgeted in order to assist with city-wide budget constraints and adjustment goals, and as a result of previous underspending in those categories. Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Requirements Bureau Expenditures Personnel Services 5,292,739 5,621,903 1,442,228 1,535,310 1,535,310 External Materials and Services 259,919 680,073 768,624 279,224 279,224 Internal Materials and Services 195,403 277,349 18,726 20,289 20,289 Bureau Expenditures Total 5,748,060 6,579,325 2,229,578 1,834,823 1,834,823 Requirements Total 5,748,060 6,579,325 2,229,578 1,834,823 1,834,823 FTE 11.70 6.85 67.00 10.35 10.35 City of Portland | FY2025-26 Requested Budget 19

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