O&M - Treatment

Source: PDF pp. 755-756 ↗ · raw: 755 · 756

Breadcrumb: Service Area Summaries > Public Works > Bureau of Environmental Services > O&M - Treatment

City of Portland Fiscal Year 2026-27 Proposed Budget Public Works > Bureau of Environmental Services > O&M - Treatment O&M - Treatment Budget Revenues by Fund 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed External Revenues $220,399 $46,939 $55,000 $1,132,000 Grants Fund $0 $0 $0 $1,092,000 Sewer System $220,399 $46,939 $55,000 $40,000 Operating Fund Grand Total $220,399 $46,939 $55,000 $1,132,000 Program Expenses by Major Object Program expenses only include personnel, internal materials and services, external materials and services, and capital. 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed Capital Outlay $105,576 $0 $464,000 $117,500 External Materials and $13,243,417 $15,469,317 $20,152,800 $23,770,507 Services Internal Materials and $1,037,646 $1,087,917 $1,169,348 $1,296,395 Services Personnel $18,287,739 $19,885,445 $24,077,906 $24,834,351 Grand Total $32,674,378 $36,442,679 $45,864,054 $50,018,753 Program Description and Goals The Operations and Maintenance – Treatment Program operates and maintains two wastewater treatment plants that also serve as resource recovery facilities as well as the combined sewer overflow reduction system. They treat collected wastewater (sanitary & storm) and produce renewable energy and nutrients derived from wastewater collected from the City of Portland service area in compliance with federal and state regulations. The Columbia Boulevard Wastewater Treatment Plant (CBWTP) treats both combined and separated sewers with an annual daily average of 68 million gallons per day of municipal wastewater, with a peak capacity of 450 million gallons per day (mgd). The Tryon Creek Wastewater Treatment Plant (TCWTP) treats an annual daily average of 6 mgd. The Treatment Program is critical to 755

City of Portland Fiscal Year 2026-27 Proposed Budget achieving the goals of effectively processing wastewater that is conveyed to the treatment plants and transforming waste from treatment processes into valuable products whenever practical. Services Wastewater treatment operations; Wastewater treatment maintenance; Facilities maintenance; Wastewater resource recovery; System inspection, condition assessment; Treatment maintenance planning; Materials inventory & acquisition; Timekeeping Equity Impacts Over the last couple of years, the group has made improvements with internal health, safety, and equity goals. Recent transitions in group leadership and multiple employee assessments have revealed improvement opportunities and internal equity shortcomings that the group continues to work on and make improvements. The leadership has connected this list of internal equity opportunities with our budgetary requirements and assigned improvement initiative leads. The group is also working on O&M Engagement and Support roadmap with a network of organizational culture agents. Changes to Program Personnel costs increased due to reallocating two staff from other areas of the bureau to this program offer. External Materials and Services increased due to inflationary pressures of necessary tools and large utility cost increases, particularly around electricity and natural gas. Capital outlay increased due to planned vehicle replacement as well as replacing outdated equipment necessary to the function of the bureau. Personnel budget costs have increased due to higher hourly wage rates from the new labor contract, and the added staffing demands associated with bringing new CIP assets online—each requiring extensive training for safe and effective operation—all of which support operational excellence by maintaining a fully prepared and capable workforce. This personnel budget requests $451,000 to strengthen integration across Public Works by ensuring staff have the capacity and training needed to operate new facilities and coordinate with engineering, maintenance, and asset management teams. Aligning the budget with COLA, contract- driven wage growth, and CIP-related training needs promote financial sustainability and affordability through accurate forecasting and avoidance of unplanned mid-year adjustments. This investment also reinforces our ability to deliver critical infrastructure by ensuring staff are properly trained and resourced to operate and maintain newly commissioned assets and essential systems. The utility budget increase of $2,424,300 addresses the rising cost of utilities, driven by inflation and recent tariffs. Funding this critical budget request ensures operational excellence by maintaining uninterrupted power, water, and gas to critical facilities necessary for safe and reliable treatment operations. 756

Parent: Bureau of Environmental Services · PDF: pp. 755-756 ↗