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December 8, 2025 Agenda FRANK LONERGAN, MAYOR ORLANDOBRAVO,COUNCILORWARD1 C ITY OF W OODBURN MARKWILK,COUNCILORWARDII JEN CANTU,COUNCILORWARDIII C ITY C OUNCIL A MENDED SHARONSCHAUB,COUNCILORWARDIV MARY BETH CORNWELL,COUNCILORWARDV A GENDA ALMA GRIJALVA,COUNCILORWARD VI D ECEMBER 8,2025– 7:00 P.M. C ITY H ALL C OUNCIL C HAMBERS –270M ONTGOMERY S TREET 1.CALL TO ORDER AND FLAG SALUTE 2.ROLL CALL 3.ANNOUNCEMENTS AND APPOINTMENTS Announcements: A.Holiday Hours: Christmas: City Hall will be closedbeginning at noon on December 24 and will reopen for regular business hours on December 26. The Library will be open 10:00 a.m.-1:00 p.m. on December 24 and reopen for regular business hours on December 26. Transit Services will berunning holiday hours 9:00 a.m.-3:00 p.m. on December 24 and closed December 25. New Year: City Hall, the Library,and Transit Services will be closed January 1. B. The City Council meeting scheduled for December 22, 2025, has been canceled. The next City Council meeting will take place on January 12, 2026, at 7:00 p.m. Appointments: C.Library Board: 1 Katrina Lujan – Position 1 Cristal Ramos – Position III This facility is ADA accessible. If you need special accommodation, please contact the City Recorder at 503-980-6318 or Statewide Toll Free Relay (800) 735-1232, at least 48 hours prior to this meeting. Si usted necesita asistencia especial, comuníquese al 503-980-6322 o a la línea telefónica gratuita, (800) 735-1232, con un mínimo de 48 horas, antes de la reunión. **Habrá intérpretes disponibles para aquéllas personas que no hablan Inglés, previo acuerdo. Comuníquese al (503) 980-6322.** December 8, 2025 Council Agenda Page i Marilyn McCuly – Position V Public Arts and Mural Committee: Angel Cruz 4. Colleen Vancil COMMUNITY/GOVERNMENT ORGANIZATIONS None. 5. PROCLAMATIONS/PRESENTATIONS Proclamations: None. Presentations: A.Transportation SDCs 6. COMMUNICATIONS None. 7. BUSINESS FROM THE PUBLIC– This allows the public to introduce items for Council consideration not already scheduled on the agenda. 8.CONSENT AGENDA–Items listed on the consent agenda are considered routine and may be adopted by one motion. Any item may be removed for discussion at the request of a Council member. A.2 Woodburn City Council minutes of November 10, 2025 Recommended Action: Approve the minutes. B. Woodburn City Council Executive Session minutes of November 10, 9 2025 Recommended Action: Approve the minutes. C. Woodburn City Council Special Meeting minutes of November 21, 10 2025 Recommended Action:Approve the minutes. D.Monthly financial report for October 12 Recommended Action: Receive the report. E. October Building Activity109 Recommended Action: Receive the report. December 8, 2025 Council Agenda Page ii F.November Building Activity110 Recommended Action: Receive the report. G. Election Results–November 4, 2025, Special Election 111 Recommended Action: Accept the Certified Results from Marion County. H.Traffic Photo Enforcement Report (Aug - Oct 25)113 Recommended Action: Receive the report. I.Traffic Photo Enforcement Quarterly Report (Jan -Sept 25)Amended114 Recommended Action: Receive the report. 9.TABLED BUSINESS None. 10. PUBLIC HEARINGS A.Legislative Amendments to update the Transportation System Plan 115 (“TSP”) and amend the Woodburn Development Ordinance (“WDO”) (LA 23-01) Recommendation: Conduct a public hearing and make a motion to tentatively approve Legislative Amendment LA 23-01, directing staff to prepare an ordinance for consideration at the January 12, 2026, City Council meeting. 11.GENERAL BUSINESS –Members of the public wishing to comment on items of general business must complete and submit a speaker’s card to the City Recorder prior to commencing this portion of the Council’s agenda. Comment time may be limited by Mayoral prerogative. A.Council Bill No. 3290 - AnOrdinance Amending Ordinance No. 2315 344 To Repeal and Replace the City of Woodburn Emergency Operations Plan (Previously Referred to as the Emergency Management Plan) Recommended Action:Enact an Ordinance to adopt an updated Emergency Operations Plan. B.Council Bill No. 3291- An Ordinance Amending Ordinance 2555 (Arts 446 & Murals Program) to Include Updated Committee Membership Guidelines, Notice Requirement Updates, Modernization of Language and Housekeeping Updates Recommended Action: Approve Ordinance 2642 amending the Public Arts & Murals Program Ordinance 2555 to include updated December 8, 2025 Council Agenda Page iii Committee membership guidelines, notice requirement updates, modernization of language and housekeeping updates. C.Council Bill No. 3292-A Resolution Setting Council Member and 458 Mayor Compensation in the Form of a Monthly Stipend Recommended Action: Adopt a Resolution implementing a stipend program for future elected officials of the City of Woodburn. 12. OTHER BUSINESS None. 13.PLANNING COMMISSION OR ADMINISTRATIVE LAND USE ACTIONS–These are Planning Commission or Administrative Land Use actions that may be called up by the City Council. A.Council Briefing of Planning Commission approval of a Design 465 Review, Planned Unit Development, and Property Line Adjustment application package for the Mill Creek Community Center project at Settlemier Park Recommended Action:Staff recommends that the City Council take no action on this item and provides this summary pursuant to Woodburn Development Ordinance (WDO) Section 4.02.02. The Council may call up this item if desired and, by majority vote, initiate a review of the Planning Commission decision. 14. CITY ADMINISTRATOR’S REPORT 15. MAYOR AND COUNCIL REPORTS 16.EXECUTIVE SESSION A.To review and evaluate, pursuant to standards, criteria and policy directives adopted by the governing body, the employment-related performance of the chief executive officer of any public body, a public officer, employee or staff member unless the person whose performance is being reviewed and evaluated requests an open hearing pursuant to ORS 192.660 (2)(i). 17. ADJOURNMENT December 8, 2025 Council Agenda Page iv Agenda Item December 3, 2025 TO: City Council ROM: Frank Lonergan, Mayor F SUBJECT: Committee Reappointments The following reappointments are made, subject to the approval of the Council. Please forward any adverse comments to me prior to the Council meeting on Monday, December 8, 2025. No reply is required if you approve of my decision. Library Board: Katrina Lujan – Position 1 Cristal Ramos – Position III Marilyn McCuly – Position V Public Arts and Mural Committee: Angel Cruz Colleen Vancil 1 COUNCIL MEETING MINUTES NOVEMBER 10, 2025 DATE COUNCILCHAMBERS, CITY HALL, CITY OF WOODBURN, COUNTY OF MARION, STATE OF OREGON, NOVEMBER 10, 2025 CONVENED The meeting convened at 7:00 p.m. with Mayor Lonergan presiding. ROLL CALL Mayor Lonergan Present Councilor Cantu Present Councilor Cornwell Present Councilor Schaub Present Councilor Bravo Present Councilor Grijalva Absent Councilor Wilk Present Staff Present: City Administrator Derickson, City Attorney Granum, Assistant City Administrator Row, Community Services Director Cuomo,Community Development Director Kerr, Police Chief Millican, Assistant City Attorney Killmer, Special Projects Director Wakely, Public Works Director Stultz, Economic Development Director Johnk, Community Relations Manager Herrera, City Recorder Pierson ANNOUNCEMENTS Councilor Cantu announced the following: City Hall and the Library will be closed on Tuesday, November 11, 2025, in observance of Veteran’s Day. Transit Services will run 9:00 a.m. – 3:00 p.m. City Hall and the Library will be closed November 27 and 28 for the Thanksgiving Holiday. Transit Services will be closed on November 27. The City Council meeting scheduled for November 24, 2025, has been canceled. The next City Council meeting will take place on December 8, 2025, at 7:00 p.m. The Mayor’s Tree Lighting is on December 6, 2025, from 4:00–6:30 p.m. with holiday crafts and photos with Santa at 4:00 p.m. at the library, followed by the tree lighting at 5:30 p.m. in the Downtown Plaza. A Sensory Santa option will be offered from 3:00–4:00 p.m. for families needing a quieter experience. Community Education Programs: Ongoing Spanish-only offerings include the Diabetes Self- Management series on 11/12, 11/19, and 11/26; QPR Suicide Prevention on 12/01; and Vaping: Facts, Tips, and Resources on 12/03. Page 1 - Council Meeting Minutes, November 10, 2025 2 COUNCIL MEETING MINUTES NOVEMBER 10, 2025 Mayor Lonergan thanked all City employees who have served in the military, expressing personal gratitude as a veteran and pride in a son with 20 years of Army service. Appreciation was extended to all veterans, PROCLAMATION Mayor Lonergan read a proclamation designating November 2025 as Small Business Month, encouraging residents locally and nationwide to support small businesses throughout the month, on Small Business Saturday (November 30, 2025), and year-round. PRESENTATIONS Mayor Lonergan recognized Sharon Schaub and Kristi St. Amant for their years of service on the Public Art and Murals Committee. Mayor Lonergan recognized Jamie Johnk for receiving the Oregon Economic Development Association Impact Award. Mayor Lonergan recognized the City and Jamie Johnk for receiving the Oregon Economic Development Association Award for the American Dream Video Series. BUSINESS FROM THE PUBLIC Carmen (Ward 1- Downtown Business Owner): Expressed concerns about low business volumes caused by ICE activity. Businesses are not making enough to pay expenses and would like the City to help somehow. Joanna (Ward 6): Called on the City to advocate for and protect immigrant families, highlighting residents’ contributions and the fear caused by family separations. Jazz: Shared her experience as an immigrant, emphasizing fear in the community and urging the City to take action to protect children and families affected by ICE activity. Marlin (Ward 5): Urged the removal of Flock security cameras, called for police to stop collaborating with ICE, and requested a sanctuary resolution and additional resources for affected families. Lydia Contreras: Described the emotional impact of ICE raids on students, families, and educators, and requested City action to create a safer, supportive community environment. Nia (Ward 6): Urged the City to protect immigrant residents by adopting a local sanctuary policy, allocating resources for affected families, ensuring police department accountability, and removing Flock security cameras. Ira Martinez (Ward 2): Representing PCUN Oregon’s Farmworker Union, Martinez described the impact of ICE raids on immigrant families, including fear and economic hardship, and urged the City to declare a local state of emergency, adopt a sanctuary resolution, support affected families, hold police accountable, and end Flock surveillance cameras. Page 2 - Council Meeting Minutes, November 10, 2025 3 COUNCIL MEETING MINUTES NOVEMBER 10, 2025 Kathleen (Salem): Asked the City to protect residents from ICE activity by adopting a sanctuary resolution, ensuring police non-cooperation with federal enforcement, overseeing Flock cameras, and supporting immigrant families while upholding civil rights. EliseGross(Salem): Spoke on the shared concerns of Latino communities in Salem and Woodburn. She described the fear and trauma caused by ICE raids, criticized local police for inaction, and urged the City to seek legal remedies, hold ICE accountable, protect civil rights, and take proactive steps to safeguard the community. Leslie Medina: Spoke on the impact of ICE raids on residents’ ability to work and access services. She called for accountability for ICE vehicle concealment, urging the City and police department to implement safe identification measures and advocate for stronger protections. McKayla (Ward 3): Shared personal experiences discussing immigration and racial profiling with her young child. She highlighted community fear and questioned the City’s social media statements of solidarity, urging the Council, Mayor, and police department to take concrete actions to protect and support the immigrant community. Alex: Urged Woodburn to protect residents from ICE raids, declare a state of emergency, adopt a local sanctuary resolution, fund impacted families and support organizations, audit police cooperation with federal agencies, and end Flock camera use. Sydney: Highlighted the trauma to children and families from ICE raids, calling for resources, legal support, advocacy, ending Flock cameras, an independent audit, a state of emergency, and a local sanctuary resolution. Valeria Coronado: Shared experiences of migrant workers, urging protection of families and removal of Flock cameras to prevent fear and harassment. Javier Ceja: Shared concerns about people with status also being taken by ICE to Tacoma and then being released in Tacoma. He suggested that the City pay for their transportation back to Woodburn and a meal voucher. Griselda Escott: Stated that as a business owner the past few months and weeks have been difficult and that there are no sales, no one wants to stop by downtown because of what is happening. She added that families are living in fear due to ICE actions and urged City authorities to protect and support the entire community. Mayor Lonergan acknowledged community fears regarding recent ICE actions and emphasized the City’s commitment to ensuring safety. He noted that the police have never worked with ICE agents and they will always respond to 911 calls. City officials have met with the school superintendent, the Mexican consulate, and Congresswoman Salinas’ office to explore ways to support affected community members. Looking to have a town hall in Woodburn with Attorney General Rayfield. Councilor Bravo thanked everyone for their testimony and that they have his support. Page 3 - Council Meeting Minutes, November 10, 2025 4 COUNCIL MEETING MINUTES NOVEMBER 10, 2025 Councilor Schaub expressed empathy for their situation and appreciation to everyone for attending tonight. Councilor Wilk thanked all those that came tonight and that it is going to be a fight. He added that he shares their pain and their outrage and that the outcomes of current efforts remain uncertain, but work is ongoing behind the scenes to identify ways to better protect all community members, Councilor Cantu stated that she is heartbroken over what is happening, affirmed that the community is being heard, and committed to supporting and attending local workshops and town halls. Councilor Cornwell expressed frustration over recent events, emphasized support for students and residents, highlighted the importance of calling 911, and encouraged the community to remain strong and united. City Administrator Derickson stated that he is very concerned over targeting people based on race, language, and location, and stressed Woodburn’s community values and respect for rights. He also noted his concerns about federal agents’ behavior, and emphasized the importance of sharing stories to raise awareness and inspire positive change. PRESENTATIONS (cont.) Republic Services – Assistant City Administrator Row noted that the Cityreceived Republic Services’ annual report and invited the team to present an overview of their work in Woodburn and support for community events. He added that Assistant City Attorney Killmer has been leading the extensive effort to update the City’s franchise agreement with Republic Services and a new agreement is expected to come before the Council early next year. Cindy Rogers, Municipal Relationship Manager with Republic services and Travis Comfort, Municipal Contract Administrator with Republic Services provided information on the essential services that they provided for the City of Woodburn in 2024. CONSENT AGENDA A. Woodburn City Council minutes of October 13, 2025, B.Woodburn City Council Executive Session minutes of October 13, 2025, C.Monthly Financial Report for September 2025, D. Traffic Enforcement Report – July through September 2025, E. Traffic Enforcement Quarterly Report. Motion: Schaub/Cantu… approve the consent agenda as presented. The Motion passed with the following vote: Councilors Schaub, Cantu, Cornwell, Wilk, and Bravo voting “aye.” \[5-0\] COUNCIL BRIEFING OF PLANNING COMMISSION APPROVAL OF A TYPE III PRELIMINARY PARTITION & VARIANCE APPLICATION FOR 1036 & 1100 E LINCOLN STREET (PAR 25-02 & VAR 25-05) The Council declined to call this item up. BRIEFING ON THE TYPE II STAFF APPROVAL OF AN EXTENSION REQUEST FOR Page 4 - Council Meeting Minutes, November 10, 2025 5 COUNCIL MEETING MINUTES NOVEMBER 10, 2025 APPROVED DESIGN REVIEW, STREET EXCEPTION, AND VARIANCE APPLICATION PACKAGE FOR “WOODBURN APARTMENTS” AT 119 N. PACIFIC HWY (DR 22-05, EXCP 22-07, & VAR 22-06) The Council declined to call this item up. CITY ADMINISTRATOR’S REPORT TheCity Administrator reported the following: - Discussed impacts of the disrupted SNAP payments on approximately 5,059 Woodburn households and proposed short-term support to local food-assistance partners and recommended a one-time $20,000 contribution to Love Santa to increase food provided in holiday boxes; a one-time $5,000 contribution to the Lutheran Church meal program to help meet rising demand; and an additional $10,000 to Love INCto raise the City’s utility- assistance benefit per household from $300 to $500. He reported that the City applied for and received a one-time $417,000 state block grant for the AWARE Food Bank. The Mayor requested Council authorization to implement these contributions within the existing budget. Motion: Wilk/Schaub… authorize the City Administrator to proceed with the recommended one- time contributions to local food-assistance and utility-assistance programs, using available funds within the existing budget. The Motion passed with the following vote: Councilors Schaub, Cantu, Cornwell, Wilk, and Bravo voting “aye.” \[5-0\] - Ongoing efforts to provide community resources, including posting the Attorney General’s immigration toolkit in English and Spanish on the City website. Staff and the police department are reviewing roles and responsibilities, including verifying the identity of federal agents in response to concerns about impersonation. MAYOR AND COUNCIL REPORTS Councilor Wilk expressed concern for community members and stressed the importance of taking their requests seriously and communicating the City’s actions clearly. He proposed holding a forum, such as a work session, to review and respond promptly, including considering an emergency declaration. Councilor Cantu concurred with Councilor Wilk, stating that she is willing to take action and implement solutions, including gestures that show the City’s care for the community. Councilor Cornwell noted the community is seeking answers and greater transparency about City actions, citing mixed feedback from a recent social media post. She added that there is an upcoming Second Friday open mic event downtown where people can come tell stories about their history in Woodburn. She noted that she was at Ray of Hope Thrift Store and that there were volunteers from a leadership group called Upward Bound and praised it as a positive example of youth engagement. She also stated that she heard good things about the Trunk or Treat and Dia de los Muertos events. Councilor Bravo stated that he attended the Trunk or Treat and Dia de los Muertos events and praised the baile folklórico and the mariachi band. He noted that he concurred with earlier remarks regarding Page 5 - Council Meeting Minutes, November 10, 2025 6 COUNCIL MEETING MINUTES NOVEMBER 10, 2025 the community’s concerns and added that supporting residents remains a priority to him, despite limitations on what the City can do. Councilor Schaub stated that she concurs with what’s been said and that we should let the community know what we are trying to do. She also reported attending the Liberty House Harvest event, praising the program and its collaboration with local law enforcement to support children in the community. Mayor Lonergan stated that he and Councilor Cantu attended the Love INC fundraiser which was well attended. He also participated in a career day at Lincoln Elementary and thanked staff and Council for their work on the recently approved City Charter, which takes effect January 1 and provides improved guidance moving forward. EXECUTIVE SESSION Mayor Lonergan entertained a motion to adjourn into executive session under the authority of ORS 192.660 (2)(h) and ORS 192.660 (2)(f). Motion: Schaub/Cornwell… move into executive session under the authority of ORS 192.660 (2)(h) and ORS 192.660 (2)(f). The Motion passed with the following vote: Councilors Schaub, Cornwell, Wilk, and Bravo voting “aye.” \[5-0\] The Council adjourned into executive session at 9:29 p.m. and reconvened at 10:28 p.m. Mayor Lonergan stated that no action was taken by the Council while in executive session. In response to the discussion that occurred previously in the meeting Mayor Lonergan proposed that the Council establish a subcommittee, including Councilors Schaub and Wilk, to collaborate with staff in developing plans and strategies to address community needs, and to report back to the full Council with their recommendations. The City Council was in favor of this proposal. Mayor Lonergan stated that after discussion the City finds that the Flock System may be questionable, he asked for a motion to suspend that for a period of time. Motion: Schaub/Cornwell… authorize the city administrator to suspend the Flock camera system for at least 60 days. The Motion passed with the following vote: Councilors Schaub, Cornwell, Wilk, and Bravo voting “aye.” \[5-0\] City Administrator Derickson stated that starting tomorrow, we will suspend the operation of the flock camera system and staff will report back to the City Council in about 60 days on a recommendation on how to proceed with the system. ADJOURNMENT Motion: Cornwell/Schaub… move to adjourn. The Motion passed with the following vote: Councilors Schaub, Cornwell, Wilk, and Bravo voting Page 6 - Council Meeting Minutes, November 10, 2025 7 COUNCIL MEETING MINUTES NOVEMBER 10, 2025 “aye.” \[5-0\] Mayor Lonergan adjourned the meeting at 10:30 p.m. APPROVED FRANK LONERGAN, MAYOR ATTEST Heather Pierson, City Recorder City of Woodburn, Oregon Page 7 - Council Meeting Minutes, November 10, 2025 8 EXECUTIVE SESSION MINUTES NOVEMBER 10, 2025 DATE CITY HALL, CITY OF WOODBURN, COUNTY OF MARION, STATE OF OREGON, NOVEMBER 10, 2025 CONVENED The meeting convened at 9:31 p.m. with Mayor Lonergan presiding. ROLL CALL Mayor LonerganPresent Councilor Cantu Present Councilor Cornwell Present Councilor Schaub Present Councilor Bravo Present Councilor Grijalva Absent Councilor Wilk Present Mayor Lonergan reminded Councilors and staff that information discussed in executive session is not to be discussed with the public. Staff Present: City Administrator Derickson,City Attorney Granum, Assistant City Administrator Row, Special Projects Director Wakeley, Community Development Director Kerr,Public Works Director Stultz, Police Chief Millican, Assistant City Attorney Killmer, City Recorder Pierson Others in attendance: None. The executive session was called: A. To consult with counsel concerning the legal rights and duties of a public body with regard to current litigation or litigation likely to be filed pursuant to ORS 192.660 (2)(h). To consider records that are exempt by law from public inspection pursuant to ORS 192.660 (2)(f). ADJOURNMENT The executive session adjourned at 10:28 p.m. APPROVED_______________________________ Frank Lonergan, Mayor ATTEST_______________________________ Heather Pierson, CityRecorder City of Woodburn, Oregon Page 1 – Executive Session Minutes, November 10, 2025 9 COUNCIL MEETING MINUTES NOVEMBER 21, 2025 DATE COUNCILCHAMBERS, CITY HALL, CITY OF WOODBURN, COUNTY OF MARION, STATE OF OREGON, NOVEMBER 21, 2025 CONVENED The meeting convened at 12:01 p.m. with Mayor Lonergan presiding. ROLL CALL Mayor Lonergan Present Councilor Cantu Present – via video conferencing Councilor Cornwell Present – via video conferencing Councilor Schaub Present Councilor Bravo Present – via video conferencing Councilor Grijalva Present Councilor Wilk Present Staff Present: City Administrator Derickson, City Attorney Granum, Assistant City Administrator Row, Community Development Director Kerr, Assistant City Attorney Killmer, Special Projects Director Wakely, Executive Legal Assistant Bravo, City Recorder Pierson COUNCIL BILL NO. 3289 - A RESOLUTION DECLARING A LOCAL STATE OF EMERGENCY IN THE CITY OF WOODBURN DUE TO THE ECONOMIC AND HUMANITARIAN CRISIS RESULTING FROM THE IMPACTS OF FEDERAL IMMIGRATION ENFORCEMENT ACTIONS AND REQUESTING ASSISTANCE FROM THE STATE OF OREGON Schaub introduced Council Bill No. 3289. City Recorder Pierson read the bill in full. City Administrator Derickson provided a staff report. On roll call vote for final passage, the bill passed unanimously with Councilors Grijalva, Wilk, Bravo, Cornwell, Schaub, and Cantu voting “aye” \[6-0\]. Mayor Lonergan declared Council Bill No. 3289 duly passed. ADJOURNMENT Motion: Schaub/Grijalva… move to adjourn. The Motion passed with the following vote: Councilors Schaub, Cornwell, Grijalva,Wilk, and Bravo voting “aye.” \[6-0\] Mayor Lonergan adjourned the meeting at 12:21 p.m. APPROVED FRANK LONERGAN, MAYOR Page 1 - Council Meeting Minutes, November 10, 2025 10 COUNCIL MEETING MINUTES NOVEMBER 21, 2025 ATTEST Heather Pierson, City Recorder City of Woodburn, Oregon Page 2 - Council Meeting Minutes, November 10, 2025 11 12 13 .00.00.00.00.00.00 $0.00$0.0011.1539.9619.2547.8726.72 801.00954.07 1,162.183,319.849,341.412,204.54 86,300.0412,319.8615,587.6328,017.7242,328.7313,928.5021,174.75 210,889.94 $116,473.30$116,473.30 ($116,473.30) Page 1 of 58 Prior Year Total 000000000 11203323338829243228293228 0%0% 394 31%28%28% ++++++ Rec'd % Used/ .00 80.0010.0020.0022.71 650.00885.61330.00350.00100.00 (17.31) 8,700.001,890.001,207.002,000.008,191.988,536.26 $1,890.0052,386.6815,000.0010,411.9920,167.2437,343.7517,337.18 (2,202.81) $11,330.00$78,268.46$89,598.46149,111.90 Transactions ($89,598.46) Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00.00.00.00 YTD 7.29 $0.00$0.0010.0017.31 114.39293.00 2,952.812,508.022,650.004,808.017,752.764,003.746,692.82 26,193.3260,008.1015,486.25 $34,721.54$34,721.54 Transactions ($34,721.54) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 Expen YTD $0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00.00.00.00.00.00.00.00 1.152.501.151.88 $0.00$0.00 6,548.332,508.021,102.082,215.083,872.591,001.231,673.21 $9,060.00$9,060.0015,001.96 ($9,060.00) Transactions Current Month .00.00 80.0010.0030.0030.00 650.00750.00330.00100.00 Budget 8,700.001,890.001,000.001,500.002,000.003,000.00 Amended $1,890.0078,580.0010,700.0015,000.0015,220.0027,920.0052,830.0012,540.0024,030.00 $11,330.00209,120.00 $112,990.00$124,320.00 14 ($124,320.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 80.0010.0030.0030.00 650.00750.00330.00100.00 Budget Adopted 8,700.001,890.001,000.001,500.002,000.003,000.00 $1,890.0078,580.0010,700.0015,000.0015,220.0027,920.0052,830.0012,540.0024,030.00 $11,330.00209,120.00 $112,990.00$124,320.00 ($124,320.00) Totals Totals 5214 - EXPENSE TOTALS 1111 - Council & Mayor Division Account DescriptionEXPENSEPart-Time WagesSocial SecurityPERS - CityUnemployment InsurancePaid Family Leave InsuranceOffice SuppliesOther Professional ServTelephone/DataIT SupportMealsMileageTravelWor kers' CompLeadership DevelopmentDues & SubscriptionsRegistrations/TrainingPrinting/BindingEXPENSERegular WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITY 101 - Administration 1111 - Council & Mayor1211 - City Administrator 001 - General Fund DivisionDivision Department AccountFund51125212 5214 5214.1005216521853195419542154285432543354395464548554915492549351115121521152125213 5214 5214.1005214.6005214.800 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 61.5318.67 331.91615.30221.84691.03296.46849.96 2,936.372,340.303,544.432,486.881,684.674,084.965,513.006,399.828,180.747,322.37 45,140.0415,206.6210,027.5521,521.6522,920.64 $77,431.98$90,483.51128,958.44 $333,861.94$424,345.45 ($424,345.45) Page 2 of 58 Prior Year Total 59000 26282921152033251733453630182828283230 500 29%29%39%31%31% +++ Rec'd % Used/ 24.54 228.39144.18589.82402.19600.00460.00 (22.27) 1,189.981,587.361,701.702,720.751,127.048,251.105,000.005,487.543,190.008,647.045,674.325,566.80 30,773.3297,087.2913,000.0016,661.0025,045.45 (7,197.03) $63,217.19$54,103.97 $245,066.09$299,170.06 Transactions Budget - YTD ($299,170.06) Fiscal Year to Date 10/31/25 .00.00.00 YTD 5.46 81.6160.0255.8297.8122.27 240.18412.64196.42279.25372.96230.00 8,705.641,748.904,332.461,810.003,302.966,429.009,744.552,685.682,423.20 15,386.6842,302.71 $26,182.81$99,213.91$33,572.76 $132,786.67 Transactions ($132,786.67) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00 101.88291.39180.00 Include Rollup Account and Rollup to Account $573.27$573.27 ($573.27) Encumbrances .00.00.00.00 1.491.53 29.3914.9920.1260.0812.2424.5057.50 191.12165.58164.00168.56635.02821.94671.92605.96 3,846.671,762.491,836.862,438.04 $6,547.03$7,027.6810,578.21 $24,993.76$32,021.44 Transactions ($32,021.44) Current Month .00 30.00 310.00200.00830.00500.00600.00690.00 Budget 1,250.002,000.002,000.001,800.003,000.001,500.005,000.005,000.008,360.007,990.00 Expense Budget Performance Report Amended 46,160.0010,000.0010,000.0013,000.0011,950.0023,090.0034,790.00 $89,400.00$88,250.00139,390.00 $344,280.00$432,530.00 15 ($432,530.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 30.00 310.00200.00830.00500.00600.00690.00 Budget Adopted 1,250.002,000.002,000.001,800.003,000.001,500.005,000.005,000.008,360.007,990.00 46,160.0010,000.0010,000.0013,000.0011,950.0023,090.0034,790.00 $89,400.00$88,250.00139,390.00 $344,280.00$432,530.00 ($432,530.00) Totals Totals 5214 - EXPENSE TOTALS 1211 - City Administrator Division Account DescriptionEXPENSELong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceOffice SuppliesOther Professional ServTelephone/DataPostageIT SupportMealsMileageTrave lLeases - OtherWorkers' CompLeadership DevelopmentDues & SubscriptionsRegistrations/TrainingEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITY 101 - Administration 1211 - City Administrator1411 - City Attorney 001 - General Fund DivisionDivision Department AccountFund52155216521752185319541954215422542854325433543954495464548554915492511151125121521152125213 5214 5214.1005214.6005214.800 Run by Karen AIC on 11/10/2025 01:25:40 PM 10.6476.95 216.39394.18144.69473.33594.90221.82252.15341.02684.40290.04819.00 8,596.161,752.992,556.002,075.183,992.79 20,829.9623,038.0923,757.3578,391.1249,378.9416,257.15 $38,423.75$36,949.08297,613.57$69,628.88 $200,240.18$237,189.26 ($237,189.26) Page 3 of 58 Prior Year Total 53000008 2626289525113333202921332626262631 29%28%37%29%29%26% Rec'd % Used/ 80.0046.70 162.49867.63110.60440.66509.28448.80550.00550.00120.00 1,657.051,785.881,300.003,500.004,815.536,734.122,814.05 14,140.0027,255.6821,973.3468,378.1659,162.7214,560.35 $36,286.57$29,456.54245,197.03$76,537.12 $173,265.55$202,722.09 Transactions Budget - YTD ($202,722.09) Fiscal Year to Date 10/31/25 .00.00.00.00.00 YTD 57.5142.3739.4042.9549.3260.0023.30 169.34149.84555.88 2,930.247,070.001,184.477,034.327,796.665,169.651,235.95 98,512.9723,561.8420,427.28 $14,853.43$67,224.45$11,486.82$78,711.27$26,832.88 Transactions ($78,711.27) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.0064.28$0.00 101.88 Include Rollup Account and Rollup to Account 5,860.48 $6,026.64$6,026.64 ($6,026.64) Encumbrances .00.00.00.00.00.00 5.90 20.6110.5914.1242.3812.2416.5715.00 225.00115.53308.80 1,465.121,767.501,655.721,914.086,732.345,098.821,287.61 $3,715.92$3,501.4324,575.99$6,695.23 $17,043.65$20,545.08 Transactions ($20,545.08) Current Month 80.0070.00 220.00910.00150.00610.00600.00550.00550.00180.00 Budget 9,300.001,700.002,000.001,300.003,500.006,000.007,290.004,050.00 Expense Budget Performance Report Amended 21,210.0034,290.0029,770.0091,940.0079,590.0019,730.00 $51,140.00$46,970.00343,710.00 $240,490.00$287,460.00$103,370.00 16 ($287,460.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments 80.0070.00 220.00910.00150.00610.00600.00550.00550.00180.00 Budget Adopted 9,300.001,700.002,000.001,300.003,500.006,000.007,290.004,050.00 21,210.0034,290.0029,770.0091,940.0079,590.0019,730.00 $51,140.00$46,970.00343,710.00 $240,490.00$287,460.00$103,370.00 ($287,460.00) TotalsTotals Totals 5214 - 5214 - EXPENSE TOTALS 1411 - City Attorney Division Account DescriptionEXPENSELong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceBooksOffice SuppliesOther Professional ServTelephone/DataPostageIT SupportMealsMileage TravelWorkers' CompDues & SubscriptionsRegistrations/TrainingEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITY 101 - Administration 1411 - City Attorney1511 - Finance 001 - General Fund DivisionDivision Department AccountFund5215521652175218531453195419542154225428543254335439546454915492511151125121521152125213 5214 5214.1005214.6005214.800 Run by Karen AIC on 11/10/2025 01:25:40 PM 27.3620.80 633.68433.60491.13950.79407.44 1,073.051,367.583,233.484,724.003,427.551,458.675,371.491,100.041,895.063,669.613,261.918,880.436,311.685,171.15 11,441.9023,630.0073,225.3976,380.0082,337.3766,458.84 108,405.00 $498,089.05$405,410.83$903,499.88 ($903,499.88) Page 4 of 58 Prior Year Total 500005 25252822359129363363913341333530182628 27%50%37%37% +++++++++ Rec'd % Used/ .00.00 16.33 (9.90) 410.75293.13400.00650.00523.35420.00 2,193.931,115.502,555.152,852.262,443.661,200.001,525.003,000.005,080.634,012.98 15,555.7518,271.6851,066.6870,000.0010,123.8239,147.8450,650.1515,417.76 $450,135.46$219,735.19$669,870.65 Transactions Budget - YTD ($669,870.65) Fiscal Year to Date 10/31/25 .00.00.00.00.00.00 YTD 9.903.67 96.87 139.25106.07424.50759.02210.00782.24 4,444.259,888.321,356.345,476.651,075.004,876.181,769.371,547.02 10,200.8525,533.3219,884.0020,852.1622,189.85 $165,084.54$104,556.09$269,640.63 Transactions ($269,640.63) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00 388.72 Include Rollup Account and Rollup to Account 17,244.00 100,116.00 $117,748.72$117,748.72 ($117,748.72) Encumbrances .00.00.00.00.00.00.00.00.66 1.05 48.1726.3633.4852.50 105.49226.50416.13180.00436.89442.26 2,706.124,872.003,431.396,383.336,468.001,160.007,334.015,553.41 $41,908.29$33,229.98$75,138.27 Transactions ($75,138.27) Current Month .00.00.00 20.00 550.00390.00400.00650.00630.00 Budget 2,300.001,540.004,000.003,800.001,200.006,000.002,600.003,000.006,850.005,560.00 Expense Budget Performance Report Amended 20,000.0028,160.0030,000.0076,600.0015,000.0060,000.0072,840.0016,200.00 190,000.00 $615,220.00$442,040.00 17 $1,057,260.00 ($1,057,260.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00 Budget Amendments .00.00.00 20.00 550.00390.00400.00650.00630.00 Budget Adopted 2,300.001,540.004,000.003,800.001,200.006,000.002,600.003,000.006,850.005,560.00 20,000.0028,160.0030,000.0076,600.0015,000.0060,000.0072,840.0016,200.00 190,000.00 $615,220.00$442,040.00 $1,057,260.00 ($1,057,260.00) Totals EXPENSE TOTALS 1511 - Finance Division Account DescriptionEXPENSELong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceOffice SuppliesOther SuppliesAccounting/AuditingHR/Other Employee ExpensesOther Professional ServTelephone/DataPostageIT SupportRed Light Camera ContractMealsMileageTravelSoftware LicensesWorkers' CompDues & SubscriptionsRegistrations/TrainingPrinting/BindingBanking Fees & ChargesEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent Ins 101 - Administration 1511 - Finance1531 - City Recorder 001 - General Fund DivisionDivision Department AccountFund5215521652175218531953295414541754195421542254285430543254335439544654645491549254935500511151125121521152125213 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 92.4819.4414.56 952.67138.59274.30401.80337.41794.98524.25 (569.96) 4,264.294,049.552,249.107,296.331,157.621,445.811,487.198,123.25 13,496.5010,419.9612,813.33 $18,713.46$29,211.68103,522.70 $106,490.89$135,702.57 ($135,702.57) Page 5 of 58 Prior Year Total 401908090 253187252626332125331530232828 103 28%26%34%28%28% Rec'd % Used/ 70.1689.8459.3593.3215.49 517.05258.08914.56200.00920.00 (195.05) 3,008.883,000.004,437.861,191.901,383.801,660.961,020.003,815.007,420.006,656.759,899.74 15,101.0614,140.0075,803.86 $18,180.10$94,272.37$32,582.35 $126,854.72 Transactions Budget - YTD ($126,854.72) Fiscal Year to Date 10/31/25 .00.00.00.00 YTD 4.51 30.1622.9520.6591.9262.1485.4446.68 479.84308.10116.20539.04180.00385.00 5,108.941,361.127,627.137,070.002,573.253,830.26 $6,949.9032,806.14 $33,417.63$16,419.73$49,837.36 Transactions ($49,837.36) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.0067.92 $67.92$67.92 Include Rollup Account and Rollup to Account ($67.92) Encumbrances .00.00.00.00.00.00.00 5.557.378.662.111.23 10.7822.2411.67 348.58249.52243.30116.20539.04641.43 1,264.741,767.508,201.531,094.36 $1,862.84$8,343.05$2,688.48 $11,031.53 Transactions ($11,031.53) Current Month 80.0020.00 550.00120.00540.00350.00200.00140.00920.00 Budget 4,370.003,000.004,500.007,500.001,000.001,500.001,500.002,200.001,200.004,200.007,420.009,230.00 Expense Budget Performance Report Amended 20,210.0021,210.0013,730.00 $25,130.00$49,070.00108,610.00 $127,690.00$176,760.00 18 ($176,760.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 Budget Amendments 80.0020.00 550.00120.00540.00350.00200.00140.00920.00 Budget Adopted 4,370.003,000.004,500.007,500.001,000.001,500.001,500.002,200.001,200.004,200.007,420.009,230.00 20,210.0021,210.0013,730.00 $25,130.00$49,070.00108,610.00 $127,690.00$176,760.00 ($176,760.00) Totals Totals 5214 - EXPENSE TOTALS 1531 - City Recorder Division Account DescriptionEXPENSEPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceComputer SuppliesOffice SuppliesOther Professional ServTelephone/DataPostageIT SupportMealsMileageTravelWorkers' CompEquipment Repair & MaintDues & SubscriptionsRegistrations/TrainingEXPENSERegular WagesPart-Time WagesOR Workers' BenefitSocial SecurityMed & Dent Ins 101 - Administration 1531 - City Recorder1611 - Human Resources 001 - General Fund DivisionDivision Department AccountFund 5214 5214.1005214.6005214.8005215521652175218531553195419542154225428543254335439546454715491549251115112521152125213 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 50.0098.7027.28 175.96301.84117.43388.88487.04175.09410.04492.62 6,522.035,176.181,378.193,408.356,253.35 18,333.2914,614.9116,514.0421,330.0010,243.58 $30,031.50$74,963.29122,976.18 $155,489.45$230,452.74 ($230,452.74) Page 6 of 58 Prior Year Total ($2,047,663.20) 500245 2832302626281316922126203323332931 29%28%22%26%26%32% +++ Rec'd % Used/ 89.2923.9220.83 125.18657.19338.72500.00872.59271.56592.90500.00383.00226.68 (158.32) 4,452.363,789.681,967.573,855.009,547.00 19,008.0125,253.3725,285.1714,473.32 $27,250.05$83,752.08103,340.54 $128,256.27$212,008.35 Transactions Budget - YTD ($212,008.35) ($1,600,224.33) Fiscal Year to Date 10/31/25 .00.00 YTD 6.089.17 44.8232.8130.7132.43 131.28127.41109.16117.00113.32145.00453.00158.32 7,501.992,067.641,640.324,746.633,228.446,281.877,236.68 42,179.46 $11,209.95$50,663.73$22,597.02$73,260.75 Transactions ($73,260.75) ($638,958.22) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.0097.94 432.96 Include Rollup Account and Rollup to Account $530.90$530.90 ($530.90) ($124,947.45) Encumbrances .00.00.00.00 8.216.084.932.23 16.1011.0532.8520.0832.4328.3325.00 517.53410.08878.44441.08117.00 1,877.754,746.631,809.17 $2,805.36$8,104.2410,715.20 $12,812.12$20,916.36 Transactions ($20,916.36) ($168,712.68) Current Month .00 30.0030.00 170.00690.00120.00470.00500.00800.00500.00500.00340.00 Budget 6,520.005,430.001,000.003,500.002,000.004,000.00 Expense Budget Performance Report Amended 26,510.0030,000.0032,000.0021,710.0010,000.00 $38,460.00145,520.00 $178,920.00$106,880.00$285,800.00 19 ($285,800.00) ($2,364,130.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 30.0030.00 170.00690.00120.00470.00500.00800.00500.00500.00340.00 Budget Adopted 6,520.005,430.001,000.003,500.002,000.004,000.00 26,510.0030,000.0032,000.0021,710.0010,000.00 $38,460.00145,520.00 $178,920.00$106,880.00$285,800.00 ($285,800.00) ($2,364,130.00) Totals Totals Totals 5214 - EXPENSE TOTALS 101 - Administration 1611 - Human Resources Department Division Account DescriptionEXPENSEPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceComputer SuppliesOffice SuppliesLegalHR/Other Employee ExpensesOther Professional ServTelephone/DataPostageAdvertisingIT SupportMileageTravelWorkers' CompDues & SubscriptionsRegistrations/TrainingEXPENSERegular WagesOvertimeOR Workers' Benefit 101 - Administration125 - Economic Development 1611 - Human Resources1250 - Econ Dev 001 - General Fund DivisionDivision DepartmentDepartment AccountFund 5214 5214.1005214.6005214.800521552165217521853155319541254175419542154225424542854335439546454915492511151215211 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 59.68 236.65374.96158.32466.08329.64240.00 9,378.896,109.922,990.892,230.632,872.192,047.124,114.927,906.115,927.69 21,191.6117,247.0211,185.53$2,230.6358,421.8619,100.04 $26,347.83152,649.81110,907.95 $181,650.42$321,979.62$377,993.17$559,643.59 ($559,643.59) Page 7 of 58 Prior Year Total 500203 282741443026252911102474113314643340 4% 110 41%30%27%28%29%29% Rec'd % Used/ 171.16827.64119.64410.87500.00300.00431.15309.90113.32 8,113.013,334.292,156.883,600.696,500.002,215.735,801.264,056.81 17,680.4013,282.0813,407.2220,196.6815,980.00 (1,191.52) $18,773.25$10,100.69117,682.13151,687.64 $149,299.02$289,566.45$341,591.01$490,890.03 Transactions Budget - YTD ($490,890.03) Fiscal Year to Date 10/31/25 .00.00.00 YTD 58.8442.3640.3668.8556.68 923.12169.13399.31219.99540.10198.74 $399.31 3,226.996,549.609,417.922,595.711,592.782,283.917,990.002,673.19 48,269.3631,549.5713,191.52 $12,936.75$65,370.98$82,102.84 $109,034.00$174,404.98 Transactions ($174,404.98) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.0033.9643.0064.28 Include Rollup Account and Rollup to Account 24,833.75 $24,910.71$24,974.99$24,974.99 ($24,974.99) Encumbrances .00.00.00.00 4.08 20.5810.7314.1242.8360.7813.1768.8514.1772.98 813.69657.06230.78$60.78802.80158.84198.74631.60 1,871.652,384.011,997.50 $3,271.8515,369.18 $16,767.81$16,176.06$19,392.69$36,160.50 Transactions ($36,160.50) Current Month 230.00870.00160.00580.00500.00300.00500.00850.00170.00 Budget 5,930.003,080.004,000.006,500.002,500.006,000.006,730.00 Expense Budget Performance Report Amended 11,340.0024,230.0022,700.0015,000.0076,580.0023,970.0012,000.00 $31,710.00$10,500.00120,000.00200,000.00 $214,670.00$396,580.00$475,600.00$690,270.00 20 ($690,270.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments 230.00870.00160.00580.00500.00300.00500.00850.00170.00 Budget Adopted 5,930.003,080.004,000.006,500.002,500.006,000.006,730.00 11,340.0024,230.0022,700.0015,000.0076,580.0023,970.0012,000.00 $31,710.00$10,500.00120,000.00200,000.00 $214,670.00$396,580.00$475,600.00$690,270.00 ($690,270.00) TotalsTotalsTotals Totals 5214 - 5329 - 5419 - EXPENSE TOTALS 1250 - Econ Dev Division Account DescriptionEXPENSESocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceComputer SuppliesOffice SuppliesOther SuppliesMeeting ExpensesOther Professional ServTourismBusiness DevelopmentTelephone/DataPostageIT SupportMealsMileageTravelWorkers' CompDues & SubscriptionsRegistrations /Training 125 - Economic Development 1250 - Econ Dev 001 - General Fund Division Department AccountFund52125213 5214 5214.1005214.6005214.800521552165217521853155319 5329 53295329.001 5419 54195419.0045419.005542154225428543254335439546454915492 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 880.00 1,441.812,503.343,271.982,290.757,293.835,737.626,800.00 47,996.7023,400.0052,140.0042,500.0043,832.74$6,800.00 311,176.06100,000.00$47,996.70473,105.00150,000.00166,479.36265,249.97 $411,176.06 1,000,000.00 ($559,643.59) $1,117,569.83$1,124,369.83 Page 8 of 58 Prior Year Total ($1,124,369.83) 0002 44414175413333503311 -32 100133100 29%57%41%31%31%31% +++++++++++++++ Rec'd % Used/ .00.00.00 113.97 6,000.002,811.231,356.712,500.002,452.602,000.00 11,193.0041,252.7517,260.0040,346.6822,500.00 (5,358.71)(2,000.00)(3,850.00) 153,423.95$41,252.75515,875.00100,000.00631,659.08 ($3,850.00) $153,423.95$811,727.18$807,877.18 Transactions Budget - YTD ($490,890.03)($807,877.18) Fiscal Year to Date 10/31/25 .00.00.00.00.00 YTD 943.29 2,188.777,547.405,358.711,514.988,630.009,125.003,850.00 51,357.6611,978.2120,173.3222,500.0042,886.03$3,850.0050,000.0078,020.92 (2,693.00) 100,000.00$11,978.21 $151,357.66$281,510.37$285,360.37 Transactions ($174,404.98)($285,360.37) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00 Include Rollup Account and Rollup to Account 6,485.02 55,218.3916,769.04 $55,218.39$16,769.04$78,472.45$78,472.45 ($24,974.99)($78,472.45) Encumbrances .00.00.00.00.00.00.00.00.00 (.32) 276.76827.31131.00 4,169.682,157.505,043.335,000.003,850.00 11,567.31$4,169.6822,500.00$3,850.0012,500.0045,736.55 $11,567.31$51,672.57$55,522.57 Transactions ($36,160.50)($55,522.57) Current Month .00.00.00.00 $0.00 Budget 8,500.006,000.005,000.002,300.002,500.006,000.002,000.00 Expense Budget Performance Report Amended 10,000.0070,000.0025,890.0060,520.0045,000.0043,000.00 260,000.00100,000.00$70,000.00525,000.00150,000.00709,680.00 $360,000.00 21 ($690,270.00) $1,171,710.00$1,171,710.00 ($1,171,710.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00 $0.00 Budget Adopted 8,500.006,000.005,000.002,300.002,500.006,000.002,000.00 10,000.0070,000.0025,890.0060,520.0045,000.0043,000.00 260,000.00100,000.00$70,000.00525,000.00150,000.00709,680.00 $360,000.00 ($690,270.00) $1,171,710.00$1,171,710.00 ($1,171,710.00) TotalsTotals Totals Totals 5419 - 5459 - EXPENSE TOTALS 1219 - Other Administration 125 - Economic Development Division Department Account DescriptionEXPENSEOffice SuppliesOther SuppliesHR/Other Employee ExpensesOther Professional ServToT GrantsPostagePublication of Legal NoteOther Communication ServSoftware LicensesLeases - OtherFRC ExpensesProperty/Earthquake InsuranceGeneral Liability InsuranceUtility Assistance ProgramDues & SubscriptionsRegistrations/TrainingGrant ProgramOffice Furniture & EquipEXPENSETransfer to TransitTransfer to National Opioid SettlementTransfer to General Cap Const FundTransfer to Community Center Cap Const Fund 199 - Non-departmental 1219 - Other Administration9711 - Operating Transfer Out 001 - General Fund DivisionDivision Department AccountFund531953295417 5419 54195419.20154225425542954465449 5459 5459.0015463546554815491549255205641 5811 5811.1105811.1335811.3585811.359 Run by Karen AIC on 11/10/2025 01:25:40 PM 848.20 8,394.145,883.057,008.532,556.75 19,591.2168,728.7615,206.2419,348.8367,449.7839,976.8829,964.2034,187.97 308,204.86408,849.61317,417.44 1,350,370.325,072,256.331,042,327.301,167,828.42 $1,581,729.33$1,350,370.32$2,932,099.65$2,932,099.65$1,553,974.62$8,454,884.39 Page 9 of 58 Prior Year Total ($2,932,099.65)($4,056,469.48) 5 271240242823272830232328262827173517 15%15%15%15%24%27%27% ++++++ Rec'd % Used/ .00 $0.00 811.71 6,926.895,125.425,578.623,310.00 22,950.6859,089.7035,697.3118,039.1157,668.3634,646.3521,579.0531,049.41 147,056.45347,317.70267,274.71 $731,659.08$731,659.08$731,659.08 Transactions 4,328,988.021,024,451.171,256,039.70 Budget - YTD ($731,659.08) $1,582,404.11$7,519,768.57 ($1,539,536.26) Fiscal Year to Date 10/31/25 .00 YTD $0.00 258.29690.00 3,219.322,113.111,742.691,504.586,970.891,729.526,450.59 98,523.5525,200.3022,331.6412,753.6511,094.95 132,782.30304,038.83461,530.30102,425.29 $128,020.92$128,020.92$128,020.92$589,155.89 Transactions 1,638,651.98 ($128,020.92)($413,381.29) $2,778,961.43 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00 191.86326.00 Include Rollup Account and Rollup to Account ($78,472.45) Encumbrances .00 $0.0069.35 990.78705.34461.95501.37525.00 6,869.771,847.711,440.409,526.272,210.913,905.752,823.77 27,663.8335,143.5386,430.7825,825.67 $58,236.55$58,236.55$58,236.55432,996.60116,250.30 $148,945.74$735,756.98 Transactions ($58,236.55) ($113,759.12) Current Month .00 $0.00 Budget 1,070.009,040.006,630.007,500.004,000.00 Expense Budget Performance Report Amended 26,170.0084,290.0037,440.0025,010.0080,000.0047,400.0033,000.0037,500.00 245,580.00480,100.00369,700.00 $859,680.00$859,680.00$859,680.00 22 5,967,640.001,328,490.001,717,570.00 ($859,680.00) $2,171,560.00 $10,298,730.00 ($2,031,390.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 $0.00 Budget Adopted 1,070.009,040.006,630.007,500.004,000.00 26,170.0084,290.0037,440.0025,010.0080,000.0047,400.0033,000.0037,500.00 245,580.00480,100.00369,700.00 $859,680.00$859,680.00$859,680.00 5,967,640.001,328,490.001,717,570.00 ($859,680.00) $2,171,560.00 $10,298,730.00 ($2,031,390.00) TotalsTotalsTotals Totals Totals 5811 - 5841 - 5214 - EXPENSE TOTALS 199 - Non-departmental 9711 - Operating Transfer Out Department Division Account DescriptionEXPENSEAdvance to Urban Renewal FundEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceOffice SuppliesFuelClothingSafety/MedicalOther SuppliesAmmunition 199 - Non-departmental211 - Police 9711 - Operating Transfer Out2111 - Patrol 001 - General Fund DivisionDivision DepartmentDepartment AccountFund 5841 5841.720511151125121521152125213 5214 5214.1005214.6005214.8005215521652175218531953235324532653295351 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00 2,060.869,036.781,963.001,182.702,543.278,502.867,151.83 88,340.9251,104.3464,877.1346,020.3311,215.8764,866.4550,799.9614,520.0025,886.8872,816.5951,077.9254,038.7633,712.81 539,430.00568,803.83270,723.46181,540.52108,299.88106,020.00106,465.32 $140,178.13 $2,583,968.25 Prior Year Total $11,179,030.77 Page 10 of 58 ($11,179,030.77) 0050 6619571831177033993656834625333333331558141415 54%33%33% +++++++++++++++ Rec'd % Used/ .00.00 $0.00 833.50900.00 (878.92) 3,000.007,500.005,496.002,998.474,839.761,960.419,361.13 27,086.7949,599.3111,123.5828,702.9114,021.0449,536.4710,599.1754,111.5335,980.0010,720.0079,673.3682,220.0012,704.8025,924.5338,626.2432,326.20 381,173.32105,380.69 (10,717.42) Transactions Budget - YTD $1,228,634.66$8,748,403.23 ($8,748,403.23) Fiscal Year to Date 10/31/25 .00.00.00.00.00 YTD $0.00 166.50878.92580.83 4,450.812,504.007,001.537,978.962,539.595,360.002,295.206,373.765,173.801,638.87 43,274.2111,900.6912,228.8010,717.4291,589.3117,768.4717,990.0039,836.6441,110.0014,744.47 190,586.68244,550.10136,844.53 $975,134.44 Transactions $3,754,095.87 ($3,754,095.87) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00 Include Rollup Account and Rollup to Account 9,639.002,647.621,846.28 21,431.00 342,370.14103,619.00 $482,070.90$482,070.90 ($482,070.90) Encumbrances .00.00.00.00.00.00.00.00 75.94$0.00 595.45703.32154.50878.92254.34103.50192.00 1,252.974,483.002,632.757,001.531,085.585,668.314,497.501,340.009,959.167,805.472,794.413,543.30 47,646.6797,820.0410,277.50 $231,198.26$966,955.24 Transactions ($966,955.24) Current Month .00.00.00.00 $0.00 900.00 Budget 3,000.007,500.008,000.001,000.004,500.00 Expense Budget Performance Report Amended 80,000.0061,500.0026,000.0035,000.0010,000.0022,000.0011,180.0071,880.0053,970.0016,080.0015,000.0062,100.0045,000.0037,500.0011,000.00 571,760.00591,760.00290,000.00196,970.00119,510.00123,330.00 23 $2,685,840.00 $12,984,570.00 ($12,984,570.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00 $0.00 900.00 Budget Adopted 3,000.007,500.008,000.001,000.004,500.00 80,000.0061,500.0026,000.0035,000.0010,000.0022,000.0011,180.0071,880.0053,970.0016,080.0015,000.0062,100.0045,000.0037,500.0011,000.00 571,760.00591,760.00290,000.00196,970.00119,510.00123,330.00 $2,685,840.00 $12,984,570.00 ($12,984,570.00) Totals EXPENSE TOTALS 2111 - Patrol Division Account DescriptionEXPENSECode AbatementComputerHR/Other Employee ExpensesOther Professional ServInvestigation ExpensesTelephone/DataPostageAdvertisingContract NetworksIT SupportOther Communication ServMealsTravelOffice EquipmentLeases - VehicleSoftware LicensesLeases - OtherNatural GasWater/SewerElectricityAuto InsuranceProperty/Earthquake InsuranceWorkers' CompGeneral Liability InsuranceEquipment Repair & MaintBuildings Repairs & MaintVehicle Repair & MaintRegistrations/TrainingPrinting/BindingPassenger VehiclesOther Equipment 211 - Police 2111 - Patrol 001 - General Fund Division Department AccountFund5400541554175419542054215422542454265428542954325439544354445446544954515452545354615463546454655471547254755492549356425649 Run by Karen AIC on 11/10/2025 01:25:40 PM 45.00 151.68694.28466.54116.07458.81 (65.91) 4,919.991,472.651,959.143,330.313,877.904,210.892,906.032,751.293,343.762,821.523,168.82 38,498.0189,280.6088,562.7423,791.7915,738.0414,760.68$7,575.7313,314.43 395,760.17117,565.41$22,231.00 $117,274.52$763,168.00 Prior Year Total Page 11 of 58 ($11,179,030.77) 500600 30262728272830302625292723394426302436 155 33%29%28%18%33% +++ Rec'd % Used/ .00 123.47488.22352.16697.84250.00 3,568.663,199.961,579.622,594.153,000.002,926.057,535.624,087.213,000.009,849.364,685.451,272.543,380.00 31,115.4570,965.4490,866.6717,601.2514,327.72$7,785.05 (1,103.98) 294,518.80104,396.15$14,703.37 $112,036.58$618,775.85 Transactions Budget - YTD ($8,748,403.23) Fiscal Year to Date 10/31/25 .00.00.00.00.00 YTD 46.53 171.78160.04117.84640.38965.85873.95302.16314.55727.46 7,518.751,541.349,172.285,964.381,412.793,103.983,150.64 35,783.8512,034.5526,684.5635,883.33$1,714.95$7,296.63 124,271.20$44,943.42 $244,854.15 Transactions ($3,754,095.87) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account ($482,070.90) Encumbrances .00.00.00.00.00.00 12.1758.0640.0939.82 385.96160.37393.29297.99410.33240.13940.12523.70 $650.46 8,710.123,002.157,624.168,838.751,882.273,581.831,718.171,192.67 31,345.52$2,656.49 $11,106.98$62,099.44 Transactions ($966,955.24) Current Month .00 170.00660.00470.00250.00 Budget 5,110.003,360.002,220.003,560.003,000.003,800.005,500.003,000.001,000.002,000.005,000.002,000.003,380.00 Expense Budget Performance Report Amended 43,150.0097,650.0025,120.0023,500.0013,500.00$9,500.0013,000.00 418,790.00140,180.00126,750.00$22,000.00 $156,980.00$863,630.00 24 ($12,984,570.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 170.00660.00470.00250.00 Budget Adopted 5,110.003,360.002,220.003,560.003,000.003,800.005,500.003,000.001,000.002,000.005,000.002,000.003,380.00 43,150.0097,650.0025,120.0023,500.0013,500.00$9,500.0013,000.00 418,790.00140,180.00126,750.00$22,000.00 $156,980.00$863,630.00 ($12,984,570.00) TotalsTotalsTotals Totals 5214 - 5345 - 5347 - 211 - Police Department Account DescriptionEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceOffice SuppliesFuelPrint Materials - TeenPrint Materials - AdultPrint Materials - ChildAudiovisual Materials - AdultAudiovisual Materials - ChildAudiovisual Materials - TeenProgram Supplies - AdultProgram Supplies - ChildProgram Supplies - Technical ServicesProgram Supplies - TeenPeriodicals - AdultPeriodicals - Child 411 - Community Services 3199 - Library Administration 001 - General Fund Division Department AccountFund511151125121521152125213 5214 5214.1005214.6005214.800521552165217521853195323534053415342 5345 53455345.0015345.002 5347 5347.0025347.0035347.0045347.00553495350 Run by Karen AIC on 11/10/2025 01:25:40 PM .00 31.20 195.19135.26350.00139.18759.96540.00129.00739.98271.10 $195.19$271.10 1,250.374,461.391,251.571,031.896,268.076,473.872,289.58 47,065.4819,130.0410,530.0022,286.5937,876.14 119,540.04$60,162.73 $353,478.54 $1,116,646.54 Prior Year Total Page 12 of 58 ($1,116,646.54) 50040000 3166203340782033333333481182 0% 23%30%29%29% +++++++++ Rec'd % Used/ .00 $0.00 857.52218.57505.00300.00200.00905.74777.06513.32233.32939.47400.00 1,035.495,842.958,613.322,017.001,994.011,120.001,000.00 80,340.0049,080.5214,106.6821,422.41$1,000.00 (2,885.46) $22,361.88 $246,038.88$864,814.73 Transactions Budget - YTD ($864,814.73) Fiscal Year to Date 10/31/25 .00.00.00.00.00.00 YTD 5.99 $0.0011.43$0.00 464.51125.00594.26257.05256.68116.68 1,091.532,701.822,885.467,053.324,306.681,833.002,577.594,150.53 40,170.0012,399.48$6,728.12 $106,989.05$351,843.20 Transactions ($351,843.20) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.0021.12$0.00$0.00 550.95 Include Rollup Account and Rollup to Account $572.07$572.07 ($572.07) Encumbrances .00.00.00.00.00.00.00.00.00.00.00.00 4.96 $0.0013.0064.1729.17$0.00 390.38125.00119.60 3,936.121,763.331,076.671,477.59 10,042.50$1,477.59 $28,340.72$90,440.16 Transactions ($90,440.16) Current Month .00.00 $0.00 230.00630.00300.00200.00770.00350.00400.00 Budget 1,500.002,500.001,500.003,500.006,100.003,850.005,090.002,000.001,120.001,000.00 Expense Budget Performance Report Amended 61,480.0021,160.0012,920.0024,000.00$1,000.00 120,510.00$29,090.00 $353,600.00 25 $1,217,230.00 ($1,217,230.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 $0.00 230.00630.00300.00200.00770.00350.00400.00 Budget Adopted 1,500.002,500.001,500.003,500.006,100.003,850.005,090.002,000.001,120.001,000.00 61,480.0021,160.0012,920.0024,000.00$1,000.00 120,510.00$29,090.00 $353,600.00 $1,217,230.00 ($1,217,230.00) TotalsTotalsTotals Totals 5409 - 5472 - 5499 - EXPENSE TOTALS 3199 - Library Administration Division Account DescriptionEXPENSEGarage ServicesOther Professional ServTelephone/DataPostageAdvertisingIT SupportMealsMileageTravelOffice EquipmentSoftware LicensesNatural GasElectricityAuto InsuranceProperty/Earthquake InsuranceWorkers' CompGeneral Liability InsuranceEquipment Repair & MaintBuildings Repairs & MaintFixture RepairVehicle Repair & MaintDues & SubscriptionsRegistrations/T rainingReg Lib Sv 411 - Community Services 3199 - Library Administration 001 - General Fund Division Department AccountFund 5409 5409.14054195421542254245428543254335439544354465451545354615463546454655471 5472 54725472.001547554915492 5499 5499.001 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00 72.2990.04 142.91133.94832.59 7,600.175,248.116,476.774,768.553,966.811,138.621,340.482,005.902,406.034,346.051,533.68 81,684.5449,702.0228,434.2722,551.2220,593.0227,218.5426,719.5911,548.4120,895.1221,819.96 114,672.02$35,953.90 $205,728.88$375,326.43 Prior Year Total Page 13 of 58 008800 59106242334750184039571615505278191142561733 43%41%46% ++++++ Rec'd % Used/ 47.9385.0858.30 118.26454.76433.38437.64 (399.39) 3,320.004,980.009,023.703,170.531,874.711,246.161,377.962,533.734,070.283,330.004,464.107,786.023,000.00 36,039.8618,325.3625,050.3216,974.7212,208.9520,653.6021,899.7210,980.00 (1,008.11) $80,459.96$26,944.96 $174,066.16 Transactions Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.00 YTD 42.0721.7414.9211.70 399.39113.84455.24122.04466.62862.52535.90464.42 2,004.645,941.051,008.118,866.304,416.402,069.472,495.298,585.985,533.985,490.00 51,310.1440,759.6812,385.2814,440.28 $61,490.04$19,005.04 $146,743.84 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.0067.2097.94 380.29 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 1.54 33.11 399.39763.65923.95132.47103.38625.76164.80 2,656.363,861.571,586.152,490.001,372.50 31,947.92$1,163.04$6,371.67 $42,306.11 Transactions Current Month .00.00 90.0070.00 140.00100.00910.00900.00 Budget 3,320.004,980.005,240.004,370.001,360.001,500.005,000.003,330.005,000.001,000.003,000.00 Expense Budget Performance Report Amended 87,350.0020,330.0065,810.0029,360.0018,150.0017,890.0025,070.0036,340.0011,500.0013,320.0016,470.00 $45,950.00 $141,950.00$320,810.00 26 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00 Budget Amendments .00.00 90.0070.00 140.00100.00910.00900.00 Budget Adopted 3,320.004,980.005,240.004,370.001,360.001,500.005,000.003,330.005,000.001,000.003,000.00 87,350.0020,330.0065,810.0029,360.0018,150.0017,890.0025,070.0036,340.0011,500.0013,320.0016,470.00 $45,950.00 $141,950.00$320,810.00 TotalsTotals 5112 - 5214 - Account DescriptionEXPENSERegular WagesPart-Time WagesInstruction WagesLifeguarding WagesAdministration WagesPool Operator (& Custodial) WagesWater Fitness Instructor WagesHead Lifeguard WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceOffice SuppliesSafety/MedicalChemicalsOther SuppliesMerchandiseInventoryOther Professional ServTelephone/DataPostageAdvertisingIT Support 411 - Community Services 7419 - Aquatics Administration 001 - General Fund Division Department AccountFund5111 5112 51125112.0115112.0125112.0145112.0155112.0165112.0175121521152125213 5214 5214.1005214.6005214.800521552165217521853195326532753295390539154195421542254245428 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 32.6196.65 219.76948.80182.26143.76246.94378.91 1,555.519,789.965,829.962,272.532,425.002,972.407,453.074,811.38 57,369.5886,811.4215,830.0427,853.3783,614.1215,793.2020,748.3614,771.24 $19,764.88 $305,544.75$680,871.18$149,221.30 ($680,871.18) Prior Year Total Page 14 of 58 00600704 24913333331629182327262430262827 39%43%43%25%26% ++++++ Rec'd % Used/ 38.6264.78 330.00800.00660.00927.80150.00103.26716.59356.43 2,608.413,286.684,493.328,162.524,000.006,908.143,694.10 24,635.5911,673.3216,805.0662,215.3728,401.3717,666.7720,472.27 (2,061.04)(1,018.64) $24,316.37 $114,793.07$288,859.23$139,769.06 Transactions Budget - YTD ($288,859.23) Fiscal Year to Date 10/31/25 .00.00.00.00.00 YTD 72.2011.3836.7433.4125.22 497.48133.57 2,061.047,864.415,836.681,643.322,246.683,194.946,398.631,018.642,501.866,243.236,317.731,595.90 27,391.5925,974.63$7,913.63 $72,881.50$50,290.94 $219,625.34 Transactions ($219,625.34) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00 Include Rollup Account and Rollup to Account $545.43$545.43 ($545.43) Encumbrances .00.00.00.00.00.00.00.00 3.582.658.159.22 13.4432.63 410.83561.67608.96388.63 (403.20) 1,705.407,254.981,459.176,473.631,679.651,783.781,775.76 $2,164.39 $15,745.29$58,051.40$12,780.08 Transactions ($58,051.40) Current Month .00.00 50.0090.00 330.00800.00660.00150.00140.00750.00490.00 Budget 4,930.006,740.008,660.004,000.001,000.009,410.005,290.00 Expense Budget Performance Report Amended 32,500.0030,000.0017,510.0020,000.0088,190.0034,800.0023,910.0026,790.00 $32,230.00 $188,220.00$509,030.00$190,060.00 27 ($509,030.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 50.0090.00 330.00800.00660.00150.00140.00750.00490.00 Budget Adopted 4,930.006,740.008,660.004,000.001,000.009,410.005,290.00 32,500.0030,000.0017,510.0020,000.0088,190.0034,800.0023,910.0026,790.00 $32,230.00 $188,220.00$509,030.00$190,060.00 ($509,030.00) Totals Totals 5214 - EXPENSE TOTALS 7419 - Aquatics Administration Division Account DescriptionEXPENSEMileageTravelSoftware LicensesNatural GasElectricityProperty/Earthquake InsuranceWorkers' CompGeneral Liability InsuranceEquipment Repair & MaintBuildings Repairs & MaintDues & SubscriptionsRegistrations/TrainingPermits/FeesEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave Insurance 411 - Community Services 7419 - Aquatics Administration7429 - Rec Administration 001 - General Fund DivisionDivision Department AccountFund5433543954465451545354635464546554715472549154925498511151125121521152125213 5214 5214.1005214.6005214.8005215521652175218 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00 70.9851.00 637.49383.68158.20584.00841.09 $383.68 8,018.001,200.004,862.191,260.311,057.781,563.575,123.196,770.042,870.042,109.96 44,656.0660,000.0013,140.00 168,540.14$60,000.00 $229,245.17$323,897.72$473,119.02 ($473,119.02) Prior Year Total Page 15 of 58 70700002000 256581369134103323333333 0%0% 70%52%43%43% +++ Rec'd % Used/ .00 150.11964.99221.19331.20900.00300.00300.00633.32 2,500.003,725.493,000.009,966.683,409.983,803.892,906.681,966.681,750.001,500.002,000.00 16,647.5515,862.5029,747.47$3,000.0060,000.00 $69,669.19$60,000.00 $162,587.73$302,356.79 Transactions Budget - YTD ($302,356.79) Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00.00.00 YTD 49.89$0.00$0.0039.6470.02 274.51535.01100.00316.68983.32 1,137.502,278.814,983.321,146.111,453.32 31,602.45 130,182.53 $166,010.81$175,153.11$225,444.05 Transactions ($225,444.05) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD 70.00$0.00$0.00 $70.00129.16 Include Rollup Account and Rollup to Account $199.16$199.16 ($199.16) Encumbrances .00.00.00.00.00.00.00.00.00.00.00 49.89$0.00$0.0026.4723.3479.17 167.50361.99251.41321.12363.33245.83 3,957.226,897.831,245.83 $11,635.95$13,990.93$26,771.01 Transactions ($26,771.01) Current Month .00 200.00500.00300.00300.00950.00 Budget 2,500.004,000.001,500.002,500.003,000.001,000.003,480.004,950.004,360.002,950.001,750.001,500.002,000.00 Expense Budget Performance Report Amended 48,250.0017,000.00$3,000.0060,000.0014,950.00 160,000.00$60,000.00 $235,750.00$337,940.00$528,000.00 28 ($528,000.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 200.00500.00300.00300.00950.00 Budget Adopted 2,500.004,000.001,500.002,500.003,000.001,000.003,480.004,950.004,360.002,950.001,750.001,500.002,000.00 48,250.0017,000.00$3,000.0060,000.0014,950.00 160,000.00$60,000.00 $235,750.00$337,940.00$528,000.00 ($528,000.00) TotalsTotalsTotals Totals 5329 - 5409 - 5419 - EXPENSE TOTALS 7429 - Rec Administration Division Account DescriptionEXPENSEOffice SuppliesOther SuppliesEventsYouth SportsAdult SportsFiesta ServicesRec AdminArts & CultureActive AdultGarage ServicesContract Svcs Teen CenterTelephone/DataAdvertisin gIT SupportMealsTravelNatural GasElectricityAuto InsuranceWorkers' CompGeneral Liability InsuranceBuildings Repairs & MaintVehicle Repair & MaintRegistrations/Training 411 - Community Services 7429 - Rec Administration 001 - General Fund Division Department AccountFund5319 5329 53295329.1005329.2005329.3005329.4055329.6005329.7005329.800 5409 5409.140 5419 5419.1015421542454285432543954515453546154645465547254755492 Run by Karen AIC on 11/10/2025 01:25:40 PM .00 7.95 61.5889.1520.04 355.18269.10903.29555.37173.93595.05148.08 1,705.271,549.793,708.111,143.221,734.774,440.004,222.38 21,666.75$1,549.7910,419.9634,196.8570,235.39 $25,704.77$23,693.74$49,398.51456,984.04166,034.70 ($49,398.51) Prior Year Total Page 16 of 58 510085 282930193139333633332726262722 19%28%23%26%26% ++++++++++++ Rec'd % Used/ 7.14 83.0713.32 170.79304.99100.00500.00778.60953.94139.82 (39.55) (570.00)(269.10) 1,613.785,366.043,955.707,153.323,313.323,790.30 21,987.50$5,366.0431,373.5794,364.72 (2,502.57) $28,389.22$20,823.94$49,213.16403,485.17145,204.56 Transactions ($49,213.16) Budget - YTD Fiscal Year to Date 10/31/25 .00.00 YTD 2.869.216.68 36.9344.3039.5571.4050.18 570.00269.10706.22195.01546.06209.70 8,392.501,243.963,576.681,656.682,502.57 $1,243.96$6,346.0611,036.4352,555.4427,085.28 $11,230.78$17,576.84146,264.83 Transactions ($17,576.84) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.76.00.00.00.00.00.00 2.289.151.67 24.7269.2612.65 174.99894.17152.23414.17 2,287.501,243.962,690.066,560.86 $1,243.96$3,718.64$1,486.96$5,205.6036,432.2315,015.84 ($5,205.60) Transactions Current Month .00.00.00.00 10.0020.00 180.00120.00500.00100.00500.00850.00190.00 Budget 2,320.006,610.004,000.001,500.004,970.004,000.00 Expense Budget Performance Report Amended 30,380.00$6,610.0010,730.0042,410.00 $39,620.00$27,170.00$66,790.00549,750.00197,760.00121,450.00 29 ($66,790.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00 10.0020.00 180.00120.00500.00100.00500.00850.00190.00 Budget Adopted 2,320.006,610.004,000.001,500.004,970.004,000.00 30,380.00$6,610.0010,730.0042,410.00 $39,620.00$27,170.00$66,790.00549,750.00197,760.00121,450.00 ($66,790.00) Totals Totals 5214 - EXPENSE TOTALS 7511 - Museum Division Account DescriptionEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityPERS - CityUnemployment InsurancePaid Family Leave InsuranceOffice SuppliesProgram SuppliesTelephone/Da taPostageIT SupportOffice EquipmentNatural GasElectricityProperty/Earthquake InsuranceWorkers' CompBuildings Repairs & MaintEXPENSERegular WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - City 411 - Community Services 7511 - Museum7711 - Parks & Facilities Maintenance 001 - General Fund DivisionDivision Department AccountFund51115112512152115212 5214 5214.100521652185319534754215422542854435451545354635464547251115121521152125213 5214 5214.100 Run by Karen AIC on 11/10/2025 01:25:40 PM 838.80565.50283.90243.34690.00460.36557.62 4,542.941,290.581,760.766,342.762,516.033,200.882,791.627,436.124,810.924,559.336,207.146,420.008,450.04 24,854.5542,160.7312,286.0513,325.1640,673.0821,819.9679,278.5227,140.0413,370.04 $99,632.88$40,673.08102,399.74 $765,674.57 Prior Year Total Page 17 of 58 50707006 222824252759303230457230153317632633333333 193 23%26%72% Rec'd % Used/ 687.48466.98300.00929.66 3,495.683,151.251,604.929,763.673,418.061,531.983,000.002,802.131,100.002,500.006,000.004,968.946,362.813,314.547,230.393,040.008,713.327,393.32 25,586.4214,209.7311,199.37$4,968.9483,741.0714,806.6860,262.4920,953.32 (9,452.62) $123,446.82$707,058.00 Transactions Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.00 YTD 222.52148.75153.02595.08668.02800.63197.87900.00685.46469.61 7,413.581,384.324,236.331,581.941,137.197,403.321,570.341,520.004,356.683,696.68 17,880.4913,031.0626,989.5512,546.1421,307.5110,476.68 $35,883.18$13,031.06 $249,412.00 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00 Include Rollup Account and Rollup to Account 2,909.788,269.387,026.48 Encumbrances .00.00.00.00.00.00.00.00.00.00 75.2636.4851.7216.01$0.00 346.08146.01179.99260.27161.99380.00924.17 1,795.357,234.012,032.491,850.831,570.346,561.292,619.171,089.17 $8,702.2910,791.48 $63,231.80 Transactions Current Month 910.00620.00300.00 Budget 4,880.003,300.002,200.005,000.002,200.003,000.003,000.002,000.002,500.006,000.007,500.004,000.002,500.007,700.004,560.00 Expense Budget Performance Report Amended 33,000.0035,000.0014,000.0012,000.0018,000.0022,210.0010,120.0081,570.0031,430.0013,070.0011,090.00 $18,000.00119,000.00 $159,330.00$956,470.00 30 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00 Budget Amendments 910.00620.00300.00 Budget Adopted 4,880.003,300.002,200.005,000.002,200.003,000.003,000.002,000.002,500.006,000.007,500.004,000.002,500.007,700.004,560.00 33,000.0035,000.0014,000.0012,000.0018,000.0022,210.0010,120.0081,570.0031,430.0013,070.0011,090.00 $18,000.00119,000.00 $159,330.00$956,470.00 TotalsTotals 5214 - 5409 - Account DescriptionEXPENSEPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceOffice SuppliesCleaning SuppliesFuelAg SuppliesSafety/Medica lOther SuppliesConstruction MaterialsToolsProtective ClothingSignsFertilizerGarage ServicesOther Professional ServTelephone/DataIT SupportWork EquipmentSoftware LicensesLeases - OtherNatural GasElectricityAuto InsuranceProperty/Earthquake InsuranceWorkers' CompGeneral Liability Insurance 411 - Community Services 7711 - Parks & Facilities Maintenance 001 - General Fund Division Department AccountFund 5214 5214.6005214.800521552165217521853195321532353255326532953315338535253635385 5409 5409.140541954215428544554465449545154535461546354645465 Run by Karen AIC on 11/10/2025 01:25:40 PM .00 $0.0068.56 743.71671.94450.12 9,007.161,586.385,928.971,553.491,287.701,050.521,383.332,318.784,333.03 21,777.7726,488.3514,865.7917,126.9628,521.9782,673.4768,238.4223,345.1517,409.60 370,666.88 $504,948.47$108,993.17$597,321.15 $1,270,623.04 Prior Year Total Page 18 of 58 ($1,270,623.04) 160045 2520508030302529273032302627291723 0% 34%29%29%30%29% +++ Rec'd % Used/ 67.16 463.19305.69619.75 (809.70) 2,493.606,949.433,132.503,516.301,500.003,000.002,406.191,184.993,264.69 10,433.2628,107.7925,370.52$3,000.0013,717.7323,456.9665,895.8368,806.3016,578.6813,270.23 282,687.67$98,655.21 $349,592.26$488,030.92 Transactions Budget - YTD $1,059,650.26 ($1,059,650.26) Fiscal Year to Date 10/31/25 .00.00 YTD 50.57$0.0022.84 502.27809.70166.81123.81114.31495.01130.25985.31 3,566.746,892.212,506.401,629.481,483.709,593.047,721.325,759.77 12,867.5024,724.1728,823.70 122,432.33$42,304.79 $160,452.10$409,864.10$201,289.08 Transactions ($409,864.10) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00 Include Rollup Account and Rollup to Account $18,205.64$18,205.64 ($18,205.64) Encumbrances .00.00.00.00.00 7.045.61 50.57$0.0059.3730.6740.69 988.70121.00122.63430.79 3,787.711,054.418,115.002,364.677,064.597,143.451,918.081,435.49 30,525.46 $49,667.60$10,497.02$50,838.75 $112,899.40 Transactions ($112,899.40) Current Month .00 90.00 630.00420.00750.00 Budget 5,000.007,000.005,000.001,500.003,000.002,530.001,680.004,250.00 Expense Budget Performance Report Amended 14,000.0035,000.0027,000.0016,000.00$3,000.0014,220.0033,050.0090,620.0097,630.0024,300.0019,030.00 405,120.00 $528,250.00$140,960.00$689,320.00 31 $1,487,720.00 ($1,487,720.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 90.00 630.00420.00750.00 Budget Adopted 5,000.007,000.005,000.001,500.003,000.002,530.001,680.004,250.00 14,000.0035,000.0027,000.0016,000.00$3,000.0014,220.0033,050.0090,620.0097,630.0024,300.0019,030.00 405,120.00 $528,250.00$140,960.00$689,320.00 $1,487,720.00 ($1,487,720.00) Totals Totals 5214 - EXPENSE TOTALS 7711 - Parks & Facilities Maintenance Account DescriptionEXPENSEEquipment Repair & MaintBuildings Repairs & MaintVehicle Repair & MaintPlayground Repair & MaintOther Repair & MaintUrban Forestry ProgramRegistrations/TrainingPermits/FeesO ther EquipmentEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceOffice SuppliesOther Supplies 411 - Community Services 7711 - Parks & Facilities Maintenance7991 - Community Service Admin Division 001 - General Fund DivisionDivision Department AccountFund547154725475547854795484549254985649511151125121521152125213 5214 5214.1005214.6005214.800521552165217521853195329 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 78.39 460.75533.21387.26506.21143.22669.96242.60202.71 2,434.002,815.813,962.704,064.542,679.968,120.043,007.963,197.03 32,240.0415,012.1017,363.0435,310.3266,693.1972,868.39 $86,886.60441,641.53 $684,207.75 ($684,207.75) Prior Year Total Page 19 of 58 ($4,274,866.04) 01050 2068173362333333453960251023242623 243109 38%30%30%32% ++++++ Rec'd % Used/ .00.00 77.41 496.30263.48473.32 (54.90) (286.52) 1,000.002,091.003,512.013,307.121,500.002,840.042,500.001,660.007,406.681,095.201,838.004,629.001,737.05 21,793.3229,462.2855,620.3686,177.53 $59,948.49365,949.49 $547,979.41 Transactions Budget - YTD ($547,979.41) ($3,112,873.58) Fiscal Year to Date 10/31/25 .00.00.00.00.00 YTD 3.70 22.59 509.00563.72486.52436.52654.90159.96236.68830.00904.80192.95 4,903.593,703.321,162.006,871.009,407.72 10,896.6819,959.6425,172.47 $33,437.95122,260.51 $234,727.03 Transactions ($234,727.03) ($1,459,080.56) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD 129.16 Include Rollup Account and Rollup to Account 2,634.40 $2,763.56$2,763.56 ($2,763.56) ($22,285.86) Encumbrances .00.00.00.00.00.00 6.77 14.9959.1730.05 100.00134.78486.52436.52648.90207.50925.83180.00277.34 3,782.782,724.174,706.002,581.555,857.976,367.20 33,705.54 $15,115.29$65,954.04 Transactions ($65,954.04) ($359,321.61) Current Month .00.00 500.00200.00700.00600.00710.00100.00 Budget 1,000.002,600.004,000.001,500.003,000.002,500.002,490.002,000.003,000.001,930.00 Expense Budget Performance Report Amended 11,050.0032,690.0011,110.0011,500.0038,870.0075,580.00 $96,150.00488,210.00111,350.00 $785,470.00 32 ($785,470.00) ($4,594,240.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00 Budget Amendments .00.00 500.00200.00700.00600.00710.00100.00 Budget Adopted 1,000.002,600.004,000.001,500.003,000.002,500.002,490.002,000.003,000.001,930.00 11,050.0032,690.0011,110.0011,500.0038,870.0075,580.00 $96,150.00488,210.00111,350.00 $785,470.00 ($785,470.00) ($4,594,240.00) Totals Totals EXPENSE TOTALS 411 - Community Services 7991 - Community Service Admin Department Division Account DescriptionEXPENSEEngineering & ArchitectHR/Other Employee ExpensesOther Professional ServTelephone/DataPostageIT SupportMealsMileageTravelOffice EquipmentSoftware LicensesLeases - OtherProperty/Earthquake InsuranceWorkers' CompGeneral Liability InsuranceDues & SubscriptionsRegistrations/TrainingPrinting/BindingEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsRetirementPERS - City 411 - Community Services511 - Planning 7991 - Community Service Admin5811 - Planning 001 - General Fund DivisionDivision DepartmentDepartment AccountFund541154175419542154225428543254335439544354465449546354645465549154925493511151125121521152125213 5214 52145214.100 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00.00 27.41 744.84498.24149.52$27.41215.90489.96564.55 1,313.841,733.943,806.982,131.891,860.701,107.361,220.049,990.004,915.99 25,967.5815,067.5453,070.00 111,546.01 $114,106.22$679,726.15$191,096.31$870,822.46 ($870,822.46)($870,822.46) Prior Year Total Page 20 of 58 4090807000 242125242516211233303333331339 0% 23%25%15%22%22%22% Rec'd % Used/ 552.59401.57253.45300.00400.00500.00820.00866.68695.71 2,817.601,460.053,200.001,000.001,265.521,856.701,000.001,400.002,782.667,706.683,945.98 22,482.2415,726.4011,883.55$1,000.0036,093.32 160,457.15 $124,386.17$582,464.57$236,427.40$818,891.97 Transactions Budget - YTD ($818,891.97)($818,891.97) Fiscal Year to Date 10/31/25 .00.00.00.00.00.00 YTD 46.55$0.00 187.41122.40128.43489.95931.39172.25243.30100.00410.00433.32104.29 6,937.764,303.601,217.343,853.322,554.02 15,587.0118,046.68 $36,413.83$43,699.47 $189,185.43$232,884.90 Transactions ($232,884.90)($232,884.90) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00 185.06162.23 Include Rollup Account and Rollup to Account $696.87$696.87 ($696.87)($696.87) (1,044.16) Encumbrances .00.00.00.00.00.00.00 65.9533.7245.11$0.0047.6967.5020.78 135.00332.31100.00102.50108.33963.33 1,754.851,103.924,511.671,217.341,815.02 $9,225.9710,587.57 $51,687.63$19,874.04$71,561.67 Transactions ($71,561.67)($71,561.67) Current Month 740.00530.00300.00300.00400.00500.00800.00 Budget 2,940.001,950.003,200.001,000.001,600.002,100.001,000.001,500.004,000.001,230.001,300.006,500.00 Expense Budget Performance Report Amended 29,420.0020,030.0013,000.00$1,000.0054,140.0011,560.00 175,000.00 $160,800.00$771,650.00$279,430.00 33 $1,051,080.00 ($1,051,080.00)($1,051,080.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments 740.00530.00300.00300.00400.00500.00800.00 Budget Adopted 2,940.001,950.003,200.001,000.001,600.002,100.001,000.001,500.004,000.001,230.001,300.006,500.00 29,420.0020,030.0013,000.00$1,000.0054,140.0011,560.00 175,000.00 $160,800.00$771,650.00$279,430.00 $1,051,080.00 ($1,051,080.00)($1,051,080.00) TotalsTotals Totals Totals 5214 - 5409 - EXPENSE TOTALS 511 - Planning 5811 - Planning Division Department Account DescriptionEXPENSEPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceComputer SuppliesOffice SuppliesFuelGarage ServicesOther Professional ServTelephone/DataPostageAdvertisingPublication of Legal NoteIT SupportOther Communication ServMealsMileageTravelAuto InsuranceWorkers' CompGeneral Liability InsuranceVehicle Repair & MaintRegistrations/Training 511 - Planning 5811 - Planning 001 - General Fund Division Department AccountFund 5214 5214.6005214.8005215521652175218531553195323 5409 5409.140541954215422542454255428542954325433543954615464546554755492 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 7.32 26.1886.9649.00 151.62214.24410.20143.38531.80181.85185.99158.16979.56 7,253.383,140.601,092.481,739.922,321.703,622.236,891.873,074.04 18,745.0511,081.4425,002.5025,968.88$2,321.7062,370.0018,151.73 127,952.95$36,362.86 $220,622.22 Prior Year Total Page 21 of 58 5040200013002 28374729212726312523291448173312 27%28%48% +++ Rec'd % Used/ 10.54 172.57969.73130.71479.47500.00482.93 (111.01) 9,425.086,577.052,214.024,000.002,877.603,862.343,000.001,467.573,000.001,547.925,453.091,500.004,500.003,727.24 13,990.0327,385.0129,328.29$1,547.9225,000.0029,697.6042,000.0012,351.17 105,761.17$38,119.36 $196,332.66 Transactions Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00 YTD 9.46 57.4350.2739.2932.4398.6417.0772.76 111.01200.53122.40637.66822.47 8,229.973,824.927,154.992,282.951,005.981,452.081,648.83 41,808.8310,851.71$1,452.0821,000.00 $14,140.64$75,627.34 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00 203.76324.44 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00.00.00.00.00.00.00 2.46 59.3720.0113.0113.6651.94$0.0024.4826.08 987.70574.99251.66229.70162.14 2,450.872,044.222,824.275,250.00 10,474.72$3,650.92 $19,768.88 Transactions Current Month .00 20.00 230.00170.00680.00500.00500.00 Budget 8,860.003,220.001,020.004,000.003,000.004,500.003,000.001,500.003,000.003,000.006,600.001,500.004,500.003,800.00 Expense Budget Performance Report Amended 22,220.0013,250.0034,540.0040,180.00$3,000.0025,000.0030,000.0063,000.0014,000.00 147,570.00$52,260.00 $271,960.00 34 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00 Budget Amendments .00 20.00 230.00170.00680.00500.00500.00 Budget Adopted 8,860.003,220.001,020.004,000.003,000.004,500.003,000.001,500.003,000.003,000.006,600.001,500.004,500.003,800.00 22,220.0013,250.0034,540.0040,180.00$3,000.0025,000.0030,000.0063,000.0014,000.00 147,570.00$52,260.00 $271,960.00 TotalsTotals 5214 - 5409 - Account DescriptionEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceComputer SuppliesOffice SuppliesFuelClothingSafety/MedicalOther SuppliesGarage ServicesEngineering & ArchitectHR/Other Employee ExpensesOther Professional ServTelephone/DataPostageAdvertisingIT SupportTravelSoftware LicensesNatural Gas 651 - Engineering 6211 - Engineering 001 - General Fund Division Department AccountFund511151125121521152125213 5214 5214.1005214.6005214.8005215521652175218531553195323532453265329 5409 5409.1405411541754195421542254245428543954465451 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00 $0.00$0.00$0.00$0.00$0.00 279.00847.49 4,742.212,250.003,020.047,850.045,198.982,649.433,368.48 12,549.9610,447.00 339,480.45 $154,115.44$374,737.66 ($374,737.66)($374,737.66) Prior Year Total $23,363,233.20 Page 22 of 58 070000 2133333333153028 0%0%0%0%0% 142 18%23%23%23% Rec'd % Used/ 750.00700.00 (635.35) 5,556.262,206.682,213.324,440.007,786.681,500.002,635.32 14,825.0011,143.44 271,895.55 $198,088.81$394,421.47 Transactions 5,841,970.006,101,120.00 Budget - YTD ($394,421.47)($394,421.47) $6,101,120.00 $11,943,090.00$11,943,090.00$28,648,330.87 ($11,943,090.00)($11,943,090.00) Fiscal Year to Date 10/31/25 .00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00 464.68 1,443.741,103.321,106.682,220.003,893.321,175.004,856.562,135.35 $44,302.99106,964.45 $119,930.33 Transactions ($119,930.33)($119,930.33) $6,792,736.15 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account $528.20$528.20 ($528.20)($528.20) $732,582.98 Encumbrances .00.00.00.00.00 50.00$0.00$0.00$0.00$0.00$0.00 392.98275.83276.67555.00973.33178.64 1,175.001,315.78 25,281.69 $10,885.63$30,654.51 Transactions ($30,654.51)($30,654.51) Current Month$1,747,125.33 750.00700.00 Budget 7,000.003,310.003,320.006,660.001,500.003,100.001,500.00 Expense Budget Performance Report Amended 11,680.0016,000.0016,000.00 378,860.00 $242,920.00$514,880.00 35 5,841,970.006,101,120.00 ($514,880.00)($514,880.00) $6,101,120.00 $11,943,090.00$11,943,090.00$36,173,650.00 ($11,943,090.00)($11,943,090.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments 750.00700.00 Budget Adopted 7,000.003,310.003,320.006,660.001,500.003,100.001,500.00 11,680.0016,000.0016,000.00 378,860.00 $242,920.00$514,880.00 5,841,970.006,101,120.00 ($514,880.00)($514,880.00) $6,101,120.00 $11,943,090.00$11,943,090.00$36,173,650.00 ($11,943,090.00)($11,943,090.00) Totals Totals Totals Totals Totals Totals 5981 - EXPENSE TOTALSEXPENSE TOTALS 9971 - Equity 651 - Engineering 6211 - Engineering 001 - General Fund Division Fund 901 - Ending Fund Balance Division Department Department Account DescriptionEXPENSEElectricityAuto InsuranceProperty/Earthquake InsuranceWorkers' CompGeneral Liability InsuranceEquipment Repair & MaintBuildings Repairs & MaintVehicle Repair & MaintRegistrations/TrainingPrinting/BindingFiling/RecordingPermits/FeesEXPENSEContingencyReserve - SMREXPENSERegular Wages 651 - Engineering901 - Ending Fund Balance671 - Transit 6211 - Engineering9971 - Equity4711 - Fixed Route Transit 001 - General Fund110 - Transit Fund DivisionDivisionDivision DepartmentDepartmentDepartment AccountFund5453546154635464546554715472547554925493549654985921 5981 5981.012Fund5111 Run by Karen AIC on 11/10/2025 01:25:40 PM .00 63.2549.1823.0077.69 193.78597.83401.35319.92289.94715.00760.75226.98621.05 6,566.301,503.272,045.161,006.702,558.856,949.626,659.58 17,739.1239,852.2761,815.7680,909.3920,698.6632,761.9621,778.4720,840.04 169,174.72$21,778.47 $108,174.35$740,978.06 Prior Year Total Page 23 of 58 40000 1521242622293325252314136814751926403513413372 107 23%24%19% +++ Rec'd % Used/ 76.0747.3570.00 188.74466.32314.42110.61215.51900.99150.00250.00250.00 (448.77) 4,467.053,688.281,982.921,026.001,100.001,308.146,114.422,000.00 37,444.1052,604.5316,175.0254,587.0116,129.6014,720.00 (4,731.16) 218,921.60110,339.61$16,129.60 $130,981.68$713,756.98 Transactions Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.00 YTD 51.2634.4932.65 153.68151.72105.58607.08174.00239.39223.93309.01100.00352.30756.42180.00 4,731.166,544.982,192.958,412.993,870.407,360.004,692.14 40,058.4011,565.9018,175.4731,480.39$3,870.40 $40,218.32 $222,783.02 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00 339.56129.16 Include Rollup Account and Rollup to Account 1,756.63 Encumbrances .00.00.00.00.00.00.00 8.88 13.1154.1737.2637.1915.98$0.0055.9976.57 562.48148.85105.13210.20183.94152.25180.00 1,354.952,825.465,122.517,742.281,548.603,452.951,840.00 10,569.20$9,853.36 $55,297.75 Transactions Current Month .00 80.00 240.00620.00420.00350.00250.00300.00250.00250.00250.00250.00 Budget 6,660.003,840.002,590.001,200.001,100.001,210.002,000.007,000.002,000.006,000.00 Expense Budget Performance Report Amended 49,010.0070,780.0022,720.0063,000.0020,000.0022,080.00 258,980.00141,820.00$20,000.00 $171,200.00$936,540.00 36 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00 Budget Amendments .00 80.00 240.00620.00420.00350.00250.00300.00250.00250.00250.00250.00 Budget Adopted 6,660.003,840.002,590.001,200.001,100.001,210.002,000.007,000.002,000.006,000.00 49,010.0070,780.0022,720.0063,000.0020,000.0022,080.00 258,980.00141,820.00$20,000.00 $171,200.00$936,540.00 TotalsTotals 5214 - 5409 - Account DescriptionEXPENSEPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceOffice SuppliesFuelClothingSafety/MedicalOther SuppliesTires/PartsGarage ServicesAccounting/AuditingHR/Other Employee ExpensesOther Professional ServTelephone/DataPostageAdvertisingIT SupportMealsMileageTravelSoftware Licenses 671 - Transit 4711 - Fixed Route Transit 110 - Transit Fund Division Department AccountFund51125121521152125213 5214 5214.1005214.6005214.8005215521652175218531953235324532653295337 5409 5409.14054145417541954215422542454285432543354395446 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00 26.69 856.99819.96240.00676.12101.70 3,909.961,638.469,200.045,919.962,345.631,844.966,113.567,380.006,077.782,927.061,415.40 17,550.0041,030.66$7,380.0056,073.3323,273.7111,787.1512,187.58 $16,530.04 $187,172.16$935,530.22 ($935,530.22) Prior Year Total Page 24 of 58 400000 332633333333459029353137322324271727 0%8%8% 212 30%24% +++ Rec'd % Used/ 33.5025.1072.96 (3.44) 821.74606.68250.00250.00500.00 2,920.001,338.676,220.044,400.001,425.006,010.192,580.781,784.21 12,500.0019,292.0820,000.0038,575.6737,497.6310,554.3919,155.21 (2,241.27) $23,520.20 $146,923.37 Transactions 2,310,500.00 Budget - YTD $2,330,500.00$3,191,180.35 ($3,191,180.35) Fiscal Year to Date 10/31/25 .00.00.00.00 YTD 3.44 38.2615.2714.9027.04 471.33303.32316.50575.00500.00959.22375.79 $500.00 1,460.006,250.003,109.962,200.002,819.813,205.615,954.79 15,442.9220,414.3316,592.37$7,289.80 $56,920.28 $280,203.30 Transactions ($280,203.30) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00 265.00 Include Rollup Account and Rollup to Account 4,226.00 $6,716.35$6,716.35 ($6,716.35) Encumbrances .00.00.00.00.00.00.21 3.99 12.9775.8382.3610.39 365.00139.49777.49550.00575.00500.00737.30986.41256.61 $500.00 1,562.506,156.045,518.324,189.741,581.28 $1,920.25 $16,496.21$72,293.96 Transactions ($72,293.96) Current Month .00 40.00 860.00910.00250.00250.00350.00500.00100.00 Budget 4,380.001,810.009,330.006,600.002,000.002,000.008,830.003,540.002,160.00 Expense Budget Performance Report Amended 18,750.0035,000.0020,000.0058,990.0054,090.0013,760.0025,110.00 $30,810.00 $210,560.00 37 2,311,000.00 $2,331,000.00$3,478,100.00 ($3,478,100.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 40.00 860.00910.00250.00250.00350.00500.00100.00 Budget Adopted 4,380.001,810.009,330.006,600.002,000.002,000.008,830.003,540.002,160.00 18,750.0035,000.0020,000.0058,990.0054,090.0013,760.0025,110.00 $30,810.00 $210,560.00 2,311,000.00 $2,331,000.00$3,478,100.00 ($3,478,100.00) Totals Totals 5214 - EXPENSE TOTALS 4711 - Fixed Route Transit Division Account DescriptionEXPENSEInternal RentNatural GasElectricityAuto InsuranceProperty/Earthquake InsuranceWorkers' CompGeneral Liability InsuranceEquipment Repair & MaintBuildings Repairs & MaintVehicle Repair & MaintAccident RepairDues & SubscriptionsRegistrations/TrainingPrinting/BindingPassenger VehiclesOther EquipmentEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability Ins 671 - Transit 4711 - Fixed Route Transit4712 - Dial-A-Ride 110 - Transit Fund DivisionDivision Department AccountFund5448545154535461546354645465547154725475548054915492549356425649511151125121521152125213 5214 5214.1005214.6005214.8005215 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00.00.00.00.00.00.00 68.7188.0044.5922.46 263.38308.59756.53245.37286.46672.79143.76138.60821.30819.96 7,843.603,909.961,565.719,189.965,910.00 17,751.45$7,843.6020,829.9617,540.04 $115,187.20 Prior Year Total Page 25 of 58 50580000000000050 2634244149503333263333333315 107 30%50% Rec'd % Used/ 51.4650.0085.32 643.08292.00916.00500.00303.14715.52916.07500.00250.00100.00400.00250.00100.00250.00100.00733.34600.00500.00 (448.77) 3,503.631,200.001,500.002,920.001,278.826,213.324,393.32 10,650.45$3,503.6314,720.0012,493.32 $117,239.24 Transactions Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00.00.00.00.00.00.00 YTD 36.9218.5434.4883.9336.6614.68 148.00284.00296.86451.18300.00 7,349.553,496.377,360.004,692.151,460.006,246.683,106.682,196.68 $3,496.37 $50,570.76 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00 Include Rollup Account and Rollup to Account 1,756.62 Encumbrances .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 9.697.13 38.8250.1316.0083.93$0.0012.4375.00 210.19365.00133.40776.67549.17 3,329.171,840.001,561.67 $13,422.25 Transactions Current Month 70.0050.00 680.00440.00500.00600.00750.00500.00250.00100.00400.00250.00100.00250.00100.00770.00900.00500.00100.00 Budget 1,200.001,000.007,000.001,200.001,500.006,000.004,380.001,730.009,320.006,590.00 Expense Budget Performance Report Amended 18,000.00$7,000.0022,080.0018,740.00 $167,810.00 38 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00 Budget Amendments 70.0050.00 680.00440.00500.00600.00750.00500.00250.00100.00400.00250.00100.00250.00100.00770.00900.00500.00100.00 Budget Adopted 1,200.001,000.007,000.001,200.001,500.006,000.004,380.001,730.009,320.006,590.00 18,000.00$7,000.0022,080.0018,740.00 $167,810.00 Totals 5409 - Account DescriptionEXPENSEUnemployment InsuranceLife InsurancePaid Family Leave InsuranceOffice SuppliesCleaning SuppliesFuelClothingSafety/MedicalOther SuppliesTires/PartsGarage ServicesAccounting/A uditingHR/Other Employee ExpensesOther Professional ServTelephone/DataPostageAdvertisingIT SupportOther Communication ServMealsMileageTravelSoftware LicensesInternal RentNatural GasElectricityAuto InsuranceProperty/Earthquake InsuranceWorkers' CompGeneral Liability InsuranceEquipment Repair & MaintBuildings Repairs & Maint 671 - Transit 4712 - Dial-A-Ride 110 - Transit Fund Division Department AccountFund5216521752185319532153235324532653295337 5409 5409.140541454175419542154225424542854295432543354395446544854515453546154635464546554715472 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 3,000.00 13,130.3187,915.00 $87,915.00 $104,710.81$307,813.01 ($307,813.01) $1,243,343.23 Prior Year Total Page 26 of 58 ($1,243,343.23) 000000 22 0%0%0%0%0%0%0%0%0% 120 35%24%24%10% Rec'd % Used/ 250.00200.00 (80.00) 7,816.895,000.00 92,000.0016,050.00 $78,880.37$92,000.00$16,050.00$16,050.00$16,050.00870,470.00 $288,119.61$870,470.00$870,470.00 Transactions ($16,050.00) Budget - YTD ($288,119.61)($870,470.00)($870,470.00) $4,365,819.96 ($3,495,349.96) Fiscal Year to Date 10/31/25 .00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 480.00 1,863.11 $39,753.01$90,323.77 $370,527.07 Transactions ($90,323.77) ($370,527.07) .00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 320.00 Include Rollup Account and Rollup to Account $2,076.62$2,076.62$8,792.97 ($2,076.62)($8,792.97) Encumbrances .00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 594.55 $9,597.31 $23,019.56$95,313.52 Transactions ($23,019.56)($95,313.52) Current Month 250.00400.00200.00 Budget 5,000.00 Expense Budget Performance Report Amended 10,000.0092,000.0016,050.00 $92,000.00$16,050.00$16,050.00$16,050.00870,470.00 $120,710.00$380,520.00$870,470.00$870,470.00 39 ($16,050.00) ($380,520.00)($870,470.00)($870,470.00) $4,745,140.00 ($3,874,670.00) .00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments 250.00400.00200.00 Budget Adopted 5,000.00 10,000.0092,000.0016,050.00 $92,000.00$16,050.00$16,050.00$16,050.00870,470.00 $120,710.00$380,520.00$870,470.00$870,470.00 ($16,050.00) ($380,520.00)($870,470.00)($870,470.00) $4,745,140.00 ($3,874,670.00) Totals Totals Totals Totals Totals Totals Totals 5811 - EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 671 - Transit 9971 - Equity 110 - Transit Fund 4712 - Dial-A-Ride Division Fund Department 901 - Ending Fund Balance Division 9711 - Operating Transfer Out Division Department Account DescriptionEXPENSEVehicle Repair & MaintAccident RepairDues & SubscriptionsRegistrations/TrainingPrinting/BindingPassenger VehiclesEXPENSETransfer to General Cap Const FundEXPENSEContingency 671 - Transit901 - Ending Fund Balance 4712 - Dial-A-Ride9711 - Operating Transfer Out9971 - Equity 110 - Transit Fund DivisionDivisionDivision DepartmentDepartment AccountFund547554805491549254935642 5811 5811.3585921 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 44.1961.95 120.95719.16236.38 5,618.901,072.481,815.982,396.635,741.372,460.371,230.772,145.004,246.332,348.779,240.002,960.045,430.00 26,861.5347,396.0736,566.5910,527.59$1,230.7779,019.9446,620.0010,590.00 599,736.17108,874.59106,893.60 $153,987.78$948,600.24 Prior Year Total Page 27 of 58 64089800 2326212218232429171823432952123333333333 9% 23%22% ++++++ Rec'd % Used/ .00.00 44.13 126.31982.02667.42 3,653.128,063.834,532.832,401.628,537.125,998.761,131.842,292.975,074.001,700.006,380.002,080.003,466.687,860.00 32,133.3647,153.6334,229.5720,000.00$1,131.8471,629.9331,106.6814,180.00 569,615.81123,801.50134,696.55 $176,989.95$962,057.57 Transactions Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.00.00 YTD 5.87 33.69 207.98177.17142.58708.38501.24118.16927.03328.06 $118.16 1,966.641,316.883,336.175,618.883,190.001,040.001,733.323,930.00 13,496.3727,188.5039,273.4510,680.4378,200.2715,553.32 173,774.19$53,290.05 $272,302.43 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.0097.94 844.00169.80 Include Rollup Account and Rollup to Account Encumbrances .00.00.74.00.00.00.00 9.14 76.9543.7952.76$0.0025.87 150.81496.03834.08175.16198.79456.75797.50260.00433.33982.50 3,305.307,921.119,726.272,667.555,430.133,888.33 43,114.8270,474.90 $13,227.90$68,573.77 Transactions Current Month .00.00 50.00 160.00810.00 Budget 4,970.001,190.004,710.003,110.006,500.001,250.003,220.005,500.001,700.009,570.003,120.005,200.00 Expense Budget Performance Report Amended 34,100.0060,650.0044,910.0011,400.0020,000.0015,000.00$1,250.0046,660.0014,180.0011,790.00 743,390.00150,990.00173,970.00150,000.00 $230,280.00 40 $1,234,360.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00 Budget Amendments .00.00 50.00 160.00810.00 Budget Adopted 4,970.001,190.004,710.003,110.006,500.001,250.003,220.005,500.001,700.009,570.003,120.005,200.00 34,100.0060,650.0044,910.0011,400.0020,000.0015,000.00$1,250.0046,660.0014,180.0011,790.00 743,390.00150,990.00173,970.00150,000.00 $230,280.00 $1,234,360.00 TotalsTotals 5214 - 5409 - Account DescriptionEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceComputer SuppliesOffice SuppliesFuelGarage ServicesAccounting/AuditingOther Professional ServTelephone/DataPostageIT SupportMealsMileageTravelSoftwa re LicensesInternal RentAuto InsuranceWorkers' CompGeneral Liability Insurance 521 - Building 2241 - Building Inspection 123 - Building Inspection Fund Division Department AccountFund511151125121521152125213 5214 5214.1005214.6005214.8005215521652175218531553195323 5409 5409.1405414541954215422542854325433543954465448546154645465 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00 $0.00$0.00$0.00$0.00 1,690.927,148.56 15,380.6435,086.4350,538.10 125,779.93352,230.28 $352,230.28$352,230.28$352,230.28 1,150,423.32 ($352,230.28) $1,311,289.68$1,558,423.01$2,507,023.25$2,859,253.53 Prior Year Total Page 28 of 58 ($2,507,023.25)($2,859,253.53) 01000 253219201842 0%0%0%0% 20%22%22%22%22% +++++++++++++++ Rec'd % Used/ .00 $0.00$0.00$0.00$0.00 500.00650.00 1,509.305,000.006,795.00 19,851.0397,851.7617,399.95 154,378.81 Transactions 1,283,964.99 Budget - YTD $1,536,695.56$1,769,382.95$2,731,440.5210,087,510.00 $10,087,510.00$10,087,510.00$12,818,950.52 ($2,731,440.52)($2,731,440.52) ($10,087,510.00)($10,087,510.00) Fiscal Year to Date 10/31/25 .00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 490.70148.97 3,205.00 35,621.1922,148.2412,600.05 316,035.01 $373,804.44$501,395.31$773,697.74$773,697.74 Transactions ($773,697.74)($773,697.74) .00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account $1,111.74$1,111.74$1,111.74 ($1,111.74)($1,111.74) Encumbrances .00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 447.56148.97 2,420.006,017.34 35,621.1922,148.24 173,681.40 $231,450.83$323,433.54$392,007.31$392,007.31 Transactions ($392,007.31)($392,007.31) Current Month .00 $0.00$0.00$0.00$0.00 500.00650.00 Budget 2,000.005,000.00 Expense Budget Performance Report Amended 20,000.0010,000.0030,000.00 190,000.00120,000.00 41 1,600,000.00 $1,910,500.00$2,271,890.00$3,506,250.0010,087,510.00 $10,087,510.00$10,087,510.00$13,593,760.00 ($3,506,250.00)($3,506,250.00) ($10,087,510.00)($10,087,510.00) .00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 $0.00$0.00$0.00$0.00 500.00650.00 Budget Adopted 2,000.005,000.00 20,000.0010,000.0030,000.00 190,000.00120,000.00 1,600,000.00 $1,910,500.00$2,271,890.00$3,506,250.0010,087,510.00 $10,087,510.00$10,087,510.00$13,593,760.00 ($3,506,250.00)($3,506,250.00) ($10,087,510.00)($10,087,510.00) TotalsTotals Totals Totals Totals Totals Totals Totals 5498 - 5811 - EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 9971 - Equity 521 - Building Division Department 2241 - Building Inspection 901 - Ending Fund Balance 9711 - Operating Transfer Out 123 - Building Inspection Fund Division Fund Division Department Account DescriptionEXPENSEVehicle Repair & MaintRefundsDues & SubscriptionsRegistrations/TrainingSt Mfg FeeState SurcConstruction Excise TaxWFD Plan Review ChargeBanking Fees & ChargesInterest for CETEXPENSETransfer to General Cap Const FundEXPENSEContingency 521 - Building901 - Ending Fund Balance 2241 - Building Inspection9711 - Operating Transfer Out9971 - Equity 123 - Building Inspection Fund DivisionDivisionDivision DepartmentDepartment AccountFund5475549054915492 5498 5498.2595498.3595498.4595498.55955005729 5811 5811.3585921 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 8,500.00 132,412.00232,000.00 $132,412.00$132,412.00$132,412.00$240,500.00$240,500.00 ($132,412.00)($132,412.00)($240,500.00) Prior Year Total Page 29 of 58 000 0%0%0%0%0%0%0%0%0%0%0%0% +++++++++++++++ Rec'd % Used/ .00.00 $0.00$0.00$0.00 800.00 $800.00$800.00 ($800.00)($800.00) 34,370.00 $34,370.00$34,370.00$34,370.00120,000.00 $120,000.00$120,000.00$120,800.00 Transactions ($34,370.00)($34,370.00) Budget - YTD ($120,000.00)($120,000.00) Fiscal Year to Date 10/31/25 .00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Transactions .00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Transactions Current Month .00.00 $0.00$0.00$0.00 800.00 Budget $800.00$800.00 Expense Budget Performance Report Amended ($800.00)($800.00) 34,370.00 $34,370.00$34,370.00$34,370.00120,000.00 $120,000.00$120,000.00$120,800.00 42 ($34,370.00)($34,370.00) ($120,000.00)($120,000.00) .00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 $0.00$0.00$0.00 800.00 Budget $800.00$800.00 Adopted ($800.00)($800.00) 34,370.00 $34,370.00$34,370.00$34,370.00120,000.00 $120,000.00$120,000.00$120,800.00 ($34,370.00)($34,370.00) ($120,000.00)($120,000.00) Totals Totals Totals Totals Totals Totals Totals Totals Totals EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 211 - Police 9971 - Equity 2131 - Detectives 101 - Administration 132 - Asset Forfeiture Division Department 1211 - City Administrator1211 - City Administrator Division 901 - Ending Fund Balance Fund Department DivisionDivision 133 - National Opioid Settlement Fund Department Account DescriptionEXPENSEOther SuppliesEXPENSEOther Professional ServEXPENSEContingencyEXPENSEARPA Funded Internal ProjectsARPA Funded Community Projects 211 - Police101 - Administration901 - Ending Fund Balance101 - Administration 2131 - Detectives1211 - City Administrator9971 - Equity1211 - City Administrator Fund 132 - Asset Forfeiture133 - National Opioid Settlement Fund136 - American Rescue Plan Fund DivisionDivisionDivisionDivision DepartmentDepartmentDepartmentDepartment AccountFund5329Fund54195921Fund55215522 Run by Karen AIC on 11/10/2025 01:25:40 PM .22 2.885.731.926.07 76.00 141.75191.65446.87138.49304.67$76.00 $890.03 2,002.56 $3,242.81$3,318.81$3,318.81 792,923.99186,000.00455,000.00 ($3,318.81)($3,318.81) $1,433,923.99$1,433,923.99$1,433,923.99$1,674,423.99 Prior Year Total Page 30 of 58 ($1,433,923.99)($1,674,423.99) 60 27322929322824 0%1%1%1% 29%28% +++++++++++++++++++++++++++++++++ Rec'd % Used/ .00.00.00 9.437.64 (.06)(.78)(.54) $0.00$0.00$0.00$0.00$0.00$0.0088.64 101.30142.74412.45259.82 $760.91 1,570.67 $2,591.3173,930.00 $73,930.00$76,521.31$76,521.31 Transactions ($76,521.31)($76,521.31) Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.06.78.57.54.00 YTD 2.36 $0.00$0.00$0.00$0.00$0.00$0.0048.7057.2641.36$0.00 589.33167.55100.18 $309.09 $1,008.69$1,008.69$1,008.69 ($1,008.69)($1,008.69) Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.01.28.14.20.58.00 $0.00$0.00$0.00$0.00$0.00$0.0010.2716.3641.9010.3425.04$0.00 147.34$77.28 $252.46$252.46$252.46 ($252.46)($252.46) Transactions Current Month .00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.0010.0010.00 150.00200.00580.00130.00360.00 Budget 2,160.00 Expense Budget Performance Report Amended $1,070.00$3,600.0073,930.00 $73,930.00$77,530.00$77,530.00 43 ($77,530.00)($77,530.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.0010.0010.00 150.00200.00580.00130.00360.00 Budget Adopted 2,160.00 $1,070.00$3,600.0073,930.00 $73,930.00$77,530.00$77,530.00 ($77,530.00)($77,530.00) TotalsTotals Totals Totals Totals Totals Totals Totals 5811 - 5214 - EXPENSE TOTALSEXPENSE TOTALS 5911 - Housing 101 - Administration Division 137 - Housing Rehab Fund 531 - Housing Rehabilitation 9711 - Operating Transfer Out Fund Department 136 - American Rescue Plan Fund Division Fund Department Account DescriptionEXPENSETransfer to General FundTransfer to TransitTransfer to General Cap Const FundEXPENSERegular WagesOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceOther Professional Serv 101 - Administration531 - Housing Rehabilitation 9711 - Operating Transfer Out5911 - Housing 136 - American Rescue Plan Fund137 - Housing Rehab Fund DivisionDivision DepartmentDepartment AccountFund 5811 5811.0015811.1105811.358Fund5111521152125213 5214 5214.1005214.6005214.80052155216521752185419 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 57.06 203.32981.98189.32572.39 9,309.761,462.492,474.253,241.712,466.382,726.061,058.661,731.874,348.905,832.346,954.601,348.533,415.439,158.247,017.51 64,337.9048,648.1012,355.1421,049.7253,946.5628,403.1075,016.04 854,094.63201,778.70140,287.16 $201,290.40 $1,339,175.14 Prior Year Total Page 31 of 58 0537838790 302728292529293028283058252232561052142817 29%29% +++ Rec'd % Used/ 166.44925.16629.59 (69.97) 1,280.009,246.379,092.925,268.872,585.341,664.041,937.234,272.362,372.055,522.463,961.926,744.451,450.592,395.853,250.805,404.401,500.00 50,599.5738,826.8512,102.0021,137.7455,473.7930,067.0728,949.8890,640.02 637,337.02181,759.10147,310.76 $195,230.53 Transactions Budget - YTD $1,085,027.99 Fiscal Year to Date 10/31/25 .00.00 YTD 63.5662.7769.9749.41 364.84271.13250.41898.00815.82477.54844.10755.55249.20804.21 3,483.633,987.081,084.662,314.826,862.261,227.642,604.154,526.214,932.933,306.46 20,320.4359,350.9059,889.2416,213.1511,050.12 267,562.98$80,089.47 $432,842.01 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.0021.14 312.13291.39 Include Rollup Account and Rollup to Account 4,193.986,053.52 Encumbrances .00.00.00.00.00.00.00 14.4967.7086.0048.4663.4797.1649.41 455.27125.36270.85124.93402.50249.20411.93147.80 5,045.484,049.791,006.832,626.471,167.734,526.211,662.98 67,175.8816,957.5014,960.15 $20,016.77 $110,215.30 Transactions Current Month .00 230.00880.00 Budget 1,280.001,290.005,540.003,670.004,000.002,000.005,500.003,500.006,000.009,000.007,500.001,500.005,000.003,500.006,500.001,500.00 Expense Budget Performance Report Amended 12,730.0070,920.0055,040.0013,080.0013,000.0028,000.0060,000.0035,000.0040,000.00 904,900.00241,110.00207,200.00100,000.00 $275,320.00 44 $1,517,870.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00 Budget Amendments .00 230.00880.00 Budget Adopted 1,280.001,290.005,540.003,670.004,000.002,000.005,500.003,500.006,000.009,000.007,500.001,500.005,000.003,500.006,500.001,500.00 12,730.0070,920.0055,040.0013,080.0013,000.0028,000.0060,000.0035,000.0040,000.00 904,900.00241,110.00207,200.00100,000.00 $275,320.00 $1,517,870.00 Totals 5214 - Account DescriptionEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceComputer SuppliesOffice SuppliesCleaning SuppliesLubricantsFuelClothingSafety/MedicalOther SuppliesTires/PartsToolsOther Maintenance SuppliesProtective ClothingRoad MaterialsConcreteSignsOther Street SuppliesOther Professional ServTelephone/DataAdvertising 631 - Maintenance 4211 - Street Maintenance 140 - Street Fund Division Department AccountFund511151125121521152125213 5214 5214.1005214.6005214.80052155216521752185315531953215322532353245326532953375338533953525361536253635369541954215424 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00 540.71667.32344.75 4,006.594,040.067,875.783,825.498,643.663,677.408,325.345,040.002,082.56 11,636.2214,679.7814,788.9632,309.0114,559.0690,000.0010,010.0045,999.8412,000.0012,030.00 173,505.90330,977.48 $355,212.84$263,505.90 $1,957,893.88 Prior Year Total Page 32 of 58 ($1,957,893.88) 000230104000 56391624472867333325233333 0% 100 26%26%26% ++++++ Rec'd % Used/ .00.00 300.00300.00600.00 3,500.002,429.684,858.311,500.007,880.203,000.002,113.863,760.001,859.778,113.328,900.00 11,706.5215,402.4010,114.8311,330.6710,004.0315,000.0011,483.5095,000.0034,346.68 (2,473.25) $95,000.00268,654.73 Transactions 1,229,996.93 Budget - YTD $1,617,583.75$2,797,611.74 ($2,797,611.74) Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00.00.00 YTD $0.00 293.48141.69119.80516.50630.23 8,557.531,570.321,885.173,669.338,913.232,792.514,326.142,473.251,880.004,056.684,450.00 17,173.3281,345.27 224,638.12 $294,948.84$727,790.85 Transactions ($727,790.85) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD 82.74$0.00 Include Rollup Account and Rollup to Account 9,207.49 11,040.07 245,364.95 $276,567.41$276,567.41 ($276,567.41) Encumbrances .00.00.00.00.00.00.00.00.00.00.00 9.49 48.25$0.00 124.82666.53500.00470.00181.17 1,570.321,710.134,823.321,032.082,131.504,293.331,014.171,112.50 27,228.90 222,999.24 $245,062.43$355,277.73 Transactions ($355,277.73) Current Month .00.00 300.00300.00600.00 Budget 3,500.004,000.005,000.001,500.008,000.003,000.006,440.005,640.002,490.00 Expense Budget Performance Report Amended 12,000.0035,000.0012,000.0015,000.0019,000.0012,000.0015,000.0012,000.0095,000.0051,520.0012,170.0013,350.00 $95,000.00350,000.00 45 1,700,000.00 $2,189,100.00$3,801,970.00 ($3,801,970.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00 Budget Amendments .00.00 300.00300.00600.00 Budget Adopted 3,500.004,000.005,000.001,500.008,000.003,000.006,440.005,640.002,490.00 12,000.0035,000.0012,000.0015,000.0019,000.0012,000.0015,000.0012,000.0095,000.0051,520.0012,170.0013,350.00 $95,000.00350,000.00 1,700,000.00 $2,189,100.00$3,801,970.00 ($3,801,970.00) Totals EXPENSE TOTALS 4211 - Street Maintenance Division Account DescriptionEXPENSEMealsMileageTravelWork EquipmentSoftware LicensesLeases - OtherNatural GasElectricitySolid Waste DisposalEquipment Repair & MaintStructures Repair & MaintVehicle Repair & MaintLaundryOther Repair & MaintTree MaintenanceRegistrations/TrainingPermits/FeesHeavy EquipmentOther EquipmentEXPENSEAccounting/AuditingIT SupportSoftware LicensesInternal RentNatural GasElectricityStreet LightingAuto InsuranceProperty/Earthquake Insurance 631 - Maintenance 4211 - Street Maintenance4299 - Street Admin 140 - Street Fund DivisionDivision Department AccountFund5432543354395445544654495451545354545471547454755476547954825492549856435649541454285446544854515453545654615463 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00.00 $0.00$0.00$0.00$0.00 7,559.28 21,990.0015,240.0033,831.58$7,559.2860,000.00 216,075.59254,135.95 $489,201.46$496,760.74$530,211.54$530,211.54$530,211.54 ($496,760.74)($530,211.54) $2,984,866.16 Prior Year Total Page 33 of 58 ($2,984,866.16) 100120 3333486533 6%6%6%6%0%0%0%0% 27%27%27%22% ++++++ Rec'd % Used/ .00 $0.00 9,881.874,000.00 14,020.0411,433.3215,000.0015,511.5724,949.2278,048.5840,000.00 $395,721.91$395,721.91 Transactions 1,060,933.235,689,760.00 Budget - YTD ($395,721.91) $1,203,931.03$1,203,931.03$1,203,931.03$5,689,760.00$5,689,760.00 $10,087,024.68 ($1,203,931.03)($4,397,264.68)($5,689,760.00)($5,689,760.00) Fiscal Year to Date 10/31/25 .00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00 118.13 7,009.965,716.689,066.771,951.42 14,488.4346,100.7820,000.00 $77,118.97$77,118.97$77,118.97 $143,668.09$143,668.09$948,577.91 Transactions ($77,118.97) ($143,668.09)($948,577.91) .00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account $276,567.41 ($276,567.41) Encumbrances .00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 737.12 1,752.491,429.176,991.751,676.405,000.00 45,736.55 $46,604.98$46,604.98$53,150.07$53,150.07$53,150.07 $455,032.78 Transactions ($46,604.98)($53,150.07) ($455,032.78) Current Month .00 $0.00 Budget 4,000.00 Expense Budget Performance Report Amended 21,030.0017,150.0010,000.0015,000.0030,000.0071,050.0080,000.0060,000.00 $539,390.00$539,390.00 46 1,070,000.005,689,760.00 ($539,390.00) $1,281,050.00$1,281,050.00$1,281,050.00$5,689,760.00$5,689,760.00 $11,312,170.00 ($1,281,050.00)($5,622,410.00)($5,689,760.00)($5,689,760.00) .00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 $0.00 Budget Adopted 4,000.00 21,030.0017,150.0010,000.0015,000.0030,000.0071,050.0080,000.0060,000.00 $539,390.00$539,390.00 1,070,000.005,689,760.00 ($539,390.00) $1,281,050.00$1,281,050.00$1,281,050.00$5,689,760.00$5,689,760.00 $11,312,170.00 ($1,281,050.00)($5,622,410.00)($5,689,760.00)($5,689,760.00) Totals Totals Totals Totals Totals Totals Totals 5811 - EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 9971 - Equity 140 - Street Fund 631 - Maintenance 4299 - Street Admin Division Fund 901 - Ending Fund Balance Division 9711 - Operating Transfer Out Department Division Department Account DescriptionEXPENSEWorkers' CompGeneral Liability InsuranceBuildings Repairs & MaintTree MaintenanceSidewalksBanking Fees & ChargesOther EquipmentEXPENSETransfer to General Cap Const FundTransfer to Street & Storm Cap Const FundTransfer to Sewer Cap ConstTransfer to Equipment ReplaceEXPENSEContingency 631 - Maintenance901 - Ending Fund Balance 4299 - Street Admin9711 - Operating Transfer Out9971 - Equity 140 - Street Fund DivisionDivisionDivision DepartmentDepartment AccountFund5464546554725482548355005649 5811 5811.3585811.3635811.4655811.5915921 Run by Karen AIC on 11/10/2025 01:25:40 PM 173.02 41,692.1837,796.40 $41,692.18$41,692.18$41,692.18$41,692.18616,116.03466,587.43494,444.91 $494,444.91$494,444.91 ($41,692.18)($41,692.18) ($494,444.91)($494,444.91) $1,120,672.88$1,120,672.88$1,120,672.88 Prior Year Total Page 34 of 58 ($1,120,672.88)($1,120,672.88) 0 253810 31%31%31%31%10%10%10%10% +++++++++++++++++++++ Rec'd % Used/ .00.00 $0.00$0.00$0.00$0.00$0.00$0.00 577,720.72448,167.86 Transactions 1,908,965.05 Budget - YTD $2,934,853.63$2,934,853.63$2,934,853.6317,929,298.15 $17,929,298.15$17,929,298.15 ($2,934,853.63)($2,934,853.63) ($17,929,298.15)($17,929,298.15) Fiscal Year to Date 10/31/25 .00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.0092.14 185,197.48888,750.49724,407.28 $724,407.28$724,407.28 Transactions ($724,407.28)($724,407.28) $1,074,040.11$1,074,040.11$1,074,040.11 ($1,074,040.11)($1,074,040.11) .00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account 7,081.80 262,284.46 $269,366.26$269,366.26$269,366.26 1,346,294.57 ($269,366.26)($269,366.26) $1,346,294.57$1,346,294.57 Encumbrances ($1,346,294.57)($1,346,294.57) .00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00 183,740.54434,839.56289,346.69 $618,580.10$618,580.10$618,580.10$289,346.69$289,346.69 Transactions ($618,580.10)($618,580.10)($289,346.69)($289,346.69) Current Month .00.00 $0.00$0.00$0.00$0.00$0.00$0.00 Budget Expense Budget Performance Report Amended 770,000.00448,260.00 47 3,060,000.00 $4,278,260.00$4,278,260.00$4,278,260.0020,000,000.00 $20,000,000.00$20,000,000.00 ($4,278,260.00)($4,278,260.00) ($20,000,000.00)($20,000,000.00) .00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 $0.00$0.00$0.00$0.00$0.00$0.00 Budget Adopted 770,000.00448,260.00 3,060,000.00 $4,278,260.00$4,278,260.00$4,278,260.0020,000,000.00 $20,000,000.00$20,000,000.00 ($4,278,260.00)($4,278,260.00) ($20,000,000.00)($20,000,000.00) Totals Totals Totals Totals Totals Totals Totals Totals Totals 5811 - EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 151 - Finance 9531 - Construction9531 - Construction 121 - City Administrator121 - City Administrator Department 250 - GO Debt Service Fund DivisionDivision 358 - General Cap Const Fund 9711 - Operating Transfer Out Fund Fund DepartmentDepartment Division Account DescriptionEXPENSETransfer to General FundEXPENSEBuildingsParksOther ImprovementsOther EquipmentEXPENSEBuildings 151 - Finance121 - City Administrator121 - City Administrator 9711 - Operating Transfer Out9531 - Construction9531 - Construction 250 - GO Debt Service Fund358 - General Cap Const Fund359 - Community Center Cap Const Fund DivisionDivisionDivision DepartmentDepartmentDepartment AccountFund 5811 5811.001Fund5629563756395649Fund5629 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 346.04 427,384.53 $494,444.91$427,730.57$427,730.57 ($427,730.57) Prior Year Total Page 35 of 58 0007 21 0%0%0%0%0%0%0%0%0%0%0%0%7%7%7% Rec'd % Used/ 2,500.00 $2,500.00$2,500.0050,370.0023,808.87 400,000.00$50,370.00$50,370.00$52,870.00 ($2,500.00)($2,500.00) $400,000.00$400,000.00 Transactions ($50,370.00)($50,370.00) 8,976,453.85 Budget - YTD ($400,000.00)($400,000.00) $9,000,262.72$9,000,262.72 $18,329,298.15 ($9,000,262.72) Fiscal Year to Date 10/31/25 .00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 6,191.13 620,950.55 $724,407.28$627,141.68$627,141.68 Transactions ($627,141.68) .00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account 12,595.60 $12,595.60$12,595.60 ($12,595.60) $1,346,294.57 Encumbrances .00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 184.28 210,053.83 $289,346.69$210,238.11$210,238.11 Transactions ($210,238.11) Current Month Budget 2,500.00 Expense Budget Performance Report Amended $2,500.00$2,500.0050,370.0030,000.00 400,000.00$50,370.00$50,370.00$52,870.00 ($2,500.00)($2,500.00) $400,000.00$400,000.00 48 ($50,370.00)($50,370.00) 9,610,000.00 ($400,000.00)($400,000.00) $9,640,000.00$9,640,000.00 $20,400,000.00 ($9,640,000.00) .00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments Budget Adopted 2,500.00 $2,500.00$2,500.0050,370.0030,000.00 400,000.00$50,370.00$50,370.00$52,870.00 ($2,500.00)($2,500.00) $400,000.00$400,000.00 ($50,370.00)($50,370.00) 9,610,000.00 ($400,000.00)($400,000.00) $9,640,000.00$9,640,000.00 $20,400,000.00 ($9,640,000.00) Totals Totals Totals Totals Totals Totals Totals Totals Totals EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 9971 - Equity9971 - Equity 9531 - Construction DivisionDivision 541 - Special Assessment 5921 - Special Assessment 901 - Ending Fund Balance901 - Ending Fund Balance Division 360 - Special Assessment Fund Division Fund Department DepartmentDepartment 359 - Community Center Cap Const Fund Account DescriptionEXPENSEContingencyEXPENSEOther Professional ServEXPENSEContingencyEXPENSEStreets/Alleys/SidewalksStorm Drains 901 - Ending Fund Balance541 - Special Assessment901 - Ending Fund Balance631 - Maintenance 9971 - Equity5921 - Special Assessment9971 - Equity9531 - Construction Fund 359 - Community Center Cap Const Fund360 - Special Assessment Fund363 - Street & Storm Cap Const Fund DivisionDivisionDivisionDivision DepartmentDepartmentDepartmentDepartment AccountFund5921Fund54195921Fund56315636 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00 $0.00$0.00$0.00$0.00$0.00 18,582.50 $18,582.50$18,582.50202,865.77 $427,730.57$202,865.77$202,865.77$202,865.77 ($18,582.50) ($427,730.57)($202,865.77)($221,448.27) Prior Year Total Page 36 of 58 000 5921 7%0%0%0%0%0%6%6%6%6%6% 59%59%59% Rec'd % Used/ 4,132.50 $4,132.50$4,132.50 ($4,132.50) Transactions 1,599,020.001,620,143.045,000,000.006,536,280.00 Budget - YTD $1,599,020.00$1,599,020.00$1,599,020.00$6,620,143.04$6,620,143.04$6,620,143.04 $10,599,282.72 ($9,000,262.72)($1,599,020.00)($1,599,020.00)($6,620,143.04)($6,624,275.54) Fiscal Year to Date 10/31/25 .00.00.00 YTD $0.00$0.00$0.00$0.00$0.00 1,260.37 $1,260.37$1,260.37 442,256.96 ($1,260.37) $627,141.68$442,256.96$442,256.96$442,256.96 Transactions ($627,141.68)($442,256.96)($443,517.33) .00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account 4,607.13 $4,607.13$4,607.13 $12,595.60 ($4,607.13)($4,607.13) ($12,595.60) Encumbrances .00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 221,182.78 $210,238.11$221,182.78$221,182.78$221,182.78 Transactions ($210,238.11)($221,182.78)($221,182.78) Current Month Budget Expense Budget Performance Report Amended 10,000.00 $10,000.00$10,000.00 49 ($10,000.00) 1,599,020.002,062,400.005,000,000.006,536,280.00 $1,599,020.00$1,599,020.00$1,599,020.00$7,062,400.00$7,062,400.00$7,062,400.00 $11,239,020.00 ($9,640,000.00)($1,599,020.00)($1,599,020.00)($7,062,400.00)($7,072,400.00) .00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments Budget Adopted 10,000.00 $10,000.00$10,000.00 ($10,000.00) 1,599,020.002,062,400.005,000,000.006,536,280.00 $1,599,020.00$1,599,020.00$1,599,020.00$7,062,400.00$7,062,400.00$7,062,400.00 $11,239,020.00 ($9,640,000.00)($1,599,020.00)($1,599,020.00)($7,062,400.00)($7,072,400.00) TotalsTotals Totals Totals Totals Totals Totals Totals Totals 5981 - 5811 - EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 9971 - Equity 631 - Maintenance Division 9511 - Design Engineering 901 - Ending Fund Balance 491 - Parks Administration 9711 - Operating Transfer Out Department Division 363 - Street & Storm Cap Const Fund Division Department Department Account DescriptionEXPENSEReserve for Future YearsEXPENSEOther Professional ServEXPENSETransfer to General Cap Const FundTransfer to Community Center Cap Const FundEXPENSEReserve for Future Years 901 - Ending Fund Balance491 - Parks Administration901 - Ending Fund Balance Fund 9971 - Equity9511 - Design Engineering9711 - Operating Transfer Out9971 - Equity 363 - Street & Storm Cap Const Fund364 - Parks SDC Fund DivisionDivisionDivisionDivision DepartmentDepartmentDepartment AccountFund 5981 5981.005Fund5419 5811 5811.3585811.359 5981 5981.005 Run by Karen AIC on 11/10/2025 01:25:40 PM .00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 15,253.1946,310.33 $61,563.52$61,563.52$61,563.52$61,563.52 $221,448.27 ($61,563.52)($61,563.52) Prior Year Total Page 37 of 58 410 0%0%0%0%0%1%1%1%1%1%0%0%0%0%0% Rec'd % Used/ 191,117.16 Transactions 4,872,117.27 Budget - YTD $6,536,280.00$6,536,280.00$6,536,280.00$5,063,234.43$5,063,234.43$5,063,234.4320,252,580.00 $13,160,555.54$20,252,580.00$20,252,580.00$20,252,580.00$25,315,814.43 ($6,536,280.00)($6,536,280.00)($5,063,234.43)($5,063,234.43) ($20,252,580.00)($20,252,580.00) Fiscal Year to Date 10/31/25 .00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 8,882.84 47,882.73 $56,765.57$56,765.57$56,765.57$56,765.57 $443,517.33 Transactions ($56,765.57)($56,765.57) .00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account $4,607.13 Encumbrances .00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 610.15 41,961.92 $42,572.07$42,572.07$42,572.07$42,572.07 $221,182.78 Transactions ($42,572.07)($42,572.07) Current Month Budget Expense Budget Performance Report Amended 200,000.00 50 4,920,000.00 $6,536,280.00$6,536,280.00$6,536,280.00$5,120,000.00$5,120,000.00$5,120,000.0020,252,580.00 $13,608,680.00$20,252,580.00$20,252,580.00$20,252,580.00$25,372,580.00 ($6,536,280.00)($6,536,280.00)($5,120,000.00)($5,120,000.00) ($20,252,580.00)($20,252,580.00) .00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments Budget Adopted 200,000.00 4,920,000.00 $6,536,280.00$6,536,280.00$6,536,280.00$5,120,000.00$5,120,000.00$5,120,000.0020,252,580.00 $13,608,680.00$20,252,580.00$20,252,580.00$20,252,580.00$25,372,580.00 ($6,536,280.00)($6,536,280.00)($5,120,000.00)($5,120,000.00) ($20,252,580.00)($20,252,580.00) TotalsTotalsTotals Totals Totals Totals Totals Totals Totals Totals Totals 5981 - 5811 - 5981 - EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 9971 - Equity9971 - Equity 631 - Maintenance 364 - Parks SDC Fund DivisionDivision 901 - Ending Fund Balance901 - Ending Fund Balance Fund 9711 - Operating Transfer Out Department 376 - Transportation SDC Fund Fund Division DepartmentDepartment Account DescriptionEXPENSEEXPENSETransfer to General Cap Const FundTransfer to Street & Storm Cap Const FundEXPENSEReserve for Future Years 901 - Ending Fund Balance631 - Maintenance901 - Ending Fund Balance 9971 - Equity9711 - Operating Transfer Out9971 - Equity 364 - Parks SDC Fund376 - Transportation SDC Fund DivisionDivisionDivision DepartmentDepartmentDepartment AccountFundFund 5811 5811.3585811.363 5981 5981.005 Run by Karen AIC on 11/10/2025 01:25:40 PM .00 $0.00$0.00$0.00$0.00$0.00 1,539.96 $1,539.96$1,539.96$1,539.96 139,071.79562,092.69 ($1,539.96) $139,071.79$139,071.79$140,611.75$562,092.69$562,092.69 ($139,071.79)($140,611.75)($562,092.69)($562,092.69) Prior Year Total Page 38 of 58 0102 0%0%0%1%1%1%1%0%0%0%0%0%0%2%2%2%2% Rec'd % Used/ 50,000.0019,803.83 $50,000.00$50,000.00$19,803.83$19,803.83$19,803.83914,180.00 $914,180.00$914,180.00$914,180.00$983,983.83 Transactions ($50,000.00)($19,803.83)($69,803.83) 5,888,533.11 Budget - YTD ($914,180.00)($914,180.00) $5,888,533.11$5,888,533.11 ($5,888,533.11)($5,888,533.11) Fiscal Year to Date 10/31/25 .00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 196.17 $196.17$196.17$196.17$196.17 ($196.17)($196.17) 121,466.89 $121,466.89$121,466.89 Transactions ($121,466.89)($121,466.89) .00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00 $0.00$0.00$0.0073.71$0.00$0.00$0.00$0.00$0.00 $73.71$73.71$73.71$73.71 ($73.71)($73.71) 120,522.35 $120,522.35$120,522.35 Transactions ($120,522.35)($120,522.35) Current Month Budget Expense Budget Performance Report Amended 50,000.0020,000.00 $50,000.00$50,000.00$20,000.00$20,000.00$20,000.00914,180.00 $914,180.00$914,180.00$914,180.00$984,180.00 51 ($50,000.00)($20,000.00)($70,000.00) 6,010,000.00 ($914,180.00)($914,180.00) $6,010,000.00$6,010,000.00 ($6,010,000.00)($6,010,000.00) .00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments Budget Adopted 50,000.0020,000.00 $50,000.00$50,000.00$20,000.00$20,000.00$20,000.00914,180.00 $914,180.00$914,180.00$914,180.00$984,180.00 ($50,000.00)($20,000.00)($70,000.00) 6,010,000.00 ($914,180.00)($914,180.00) $6,010,000.00$6,010,000.00 ($6,010,000.00)($6,010,000.00) TotalsTotals Totals Totals Totals Totals Totals Totals Totals Totals 5811 - 5981 - EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 621 - Sewer 9971 - Equity 631 - Maintenance 9531 - Construction Division 377 - Storm SDC Fund Department 9511 - Design Engineering 901 - Ending Fund Balance Fund Division 9711 - Operating Transfer Out Department Division Division Department Account DescriptionEXPENSEOther Professional ServEXPENSETransfer to Street & Storm Cap Const FundEXPENSEReserve for Future YearsEXPENSESewer 631 - Maintenance901 - Ending Fund Balance621 - Sewer 9511 - Design Engineering9711 - Operating Transfer Out9971 - Equity9531 - Construction 377 - Storm SDC Fund465 - Sewer Cap Const Fund DivisionDivisionDivisionDivision DepartmentDepartmentDepartment AccountFund5419 5811 5811.363 5981 5981.005Fund5635 Run by Karen AIC on 11/10/2025 01:25:40 PM .00 $0.00$0.00$0.00$0.00$0.00 177.89 5,039.211,364.422,994.15 17,435.2263,996.6548,220.8219,581.51 250,722.54832,011.78183,833.71150,211.09 $562,092.69$250,722.54$250,722.54$250,722.54$218,013.42 ($250,722.54)($250,722.54) Prior Year Total Page 39 of 58 006 34441132332328303127 0%0%0%0%0%0%0%0%0% 29% Rec'd % Used/ 121.62964.10 8,517.495,358.79 19,652.3848,479.6738,219.7914,475.41 714,640.00594,094.39175,897.51154,921.93 $714,640.00$714,640.00$714,640.00$207,617.13 Transactions 5,044,790.95 Budget - YTD ($714,640.00)($714,640.00) $5,888,533.11$5,044,790.95$5,044,790.95$5,759,430.95 ($5,044,790.95)($5,044,790.95) Fiscal Year to Date 10/31/25 .00 YTD $0.00$0.00$0.00$0.00$0.0058.38 355.90321.21 5,209.051,012.516,494.59 $5,209.05$5,209.05$5,209.0515,347.6224,350.3353,282.4961,588.0716,250.21 304,685.61$84,332.87 ($5,209.05)($5,209.05) $121,466.89 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00 $0.00$0.00$0.00$0.00$0.0014.76 331.86115.35108.10 1,013.543,802.198,176.104,093.651,634.60 $1,013.54$1,013.54$1,013.5413,819.7915,545.96 103,889.20$21,274.21 ($1,013.54)($1,013.54) $120,522.35 Transactions Current Month 180.00 Budget 9,530.001,320.005,680.00 Expense Budget Performance Report Amended 35,000.0072,830.0054,470.0020,970.00 714,640.00898,780.00229,180.00216,510.00 $714,640.00$714,640.00$714,640.00$291,950.00 52 5,050,000.00 ($714,640.00)($714,640.00) $6,010,000.00$5,050,000.00$5,050,000.00$5,764,640.00 ($5,050,000.00)($5,050,000.00) .00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments 180.00 Budget Adopted 9,530.001,320.005,680.00 35,000.0072,830.0054,470.0020,970.00 714,640.00898,780.00229,180.00216,510.00 $714,640.00$714,640.00$714,640.00$291,950.00 5,050,000.00 ($714,640.00)($714,640.00) $6,010,000.00$5,050,000.00$5,050,000.00$5,764,640.00 ($5,050,000.00)($5,050,000.00) TotalsTotals Totals Totals Totals Totals Totals Totals 5981 - 5214 - EXPENSE TOTALSEXPENSE TOTALS 611 - Water 9971 - Equity 9531 - Construction Division Department 901 - Ending Fund Balance 466 - Water Cap Const Fund 465 - Sewer Cap Const Fund Division Fund Fund Department Account DescriptionEXPENSEWater - CapitalEXPENSEReserve for Future YearsEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment Insurance 611 - Water901 - Ending Fund Balance611 - Water 9531 - Construction9971 - Equity6411 - Water Supply 466 - Water Cap Const Fund470 - Water Fund DivisionDivisionDivision DepartmentDepartmentDepartment AccountFund5634 5981 5981.005Fund511151125121521152125213 5214 5214.1005214.6005214.80052155216 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00.00 24.99 915.24564.93626.46623.06958.36991.32225.00 3,176.529,271.154,310.362,615.121,848.702,016.971,670.094,005.982,957.46 93,596.50$4,703.3712,036.8921,936.2312,705.1948,617.7143,130.3510,323.07 $33,973.12413,785.96 $1,328,958.21 Prior Year Total Page 40 of 58 3003705003 2734933454832023172420103027 7% 103115 31%19% +++1500++++++ Rec'd % Used/ .00 655.62164.06687.54967.46 (52.44)(14.50) 2,505.601,949.616,581.322,250.002,001.301,750.005,000.001,537.023,331.518,034.401,500.003,600.941,300.007,701.983,881.89 21,701.8123,186.2113,341.3715,149.00 (3,084.03)(1,570.34) $29,723.23$31,821.88280,572.94 (14,000.00) Transactions Budget - YTD $1,063,864.30 Fiscal Year to Date 10/31/25 .00.00.00.00.00.00 YTD 50.3932.5414.50 244.38812.46498.70462.98168.49399.06118.11 1,284.402,314.843,418.681,378.641,813.792,217.193,597.001,772.774,061.141,570.342,798.02 54,349.81$2,276.77$5,982.6812,544.32 119,427.06 $485,275.70 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.0021.10$0.00 673.80441.44192.83 Include Rollup Account and Rollup to Account 1,254.00 53,948.38$1,695.4410,938.8610,539.71 Encumbrances .00.00.00.00.00.00.00.00.00.00.00.00 79.1532.5471.8040.00 432.22200.64498.70$71.80519.86200.23129.75 1,001.391,015.713,073.001,588.211,570.341,224.37 26,293.67$3,632.8636,691.14 $152,042.93 Transactions Current Month .00.00.00 900.00 Budget 3,790.002,500.002,000.002,250.001,500.002,500.002,000.001,750.001,000.005,000.002,000.003,500.001,000.001,500.004,000.001,300.004,000.00 Expense Budget Performance Report Amended 10,000.0025,000.0016,000.0020,000.0010,000.0020,000.0010,500.00 130,000.00$32,000.00$39,500.00400,000.00 53 $1,549,140.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00 Budget Amendments .00.00.00 900.00 Budget Adopted 3,790.002,500.002,000.002,250.001,500.002,500.002,000.001,750.001,000.005,000.002,000.003,500.001,000.001,500.004,000.001,300.004,000.00 10,000.0025,000.0016,000.0020,000.0010,000.0020,000.0010,500.00 130,000.00$32,000.00$39,500.00400,000.00 $1,549,140.00 TotalsTotals 5379 - 5419 - Account DescriptionEXPENSELife InsurancePaid Family Leave InsuranceComputer SuppliesOffice SuppliesFuelClothingSafety/MedicalChemicalsLab SuppliesOther SuppliesToolsOther Maintenance SuppliesWater/Sewer SuppliesCustomer ServicePump SuppliesProtective EquipmentOther Professional ServTesting/LabEduc OutreachTelephone/DataPostageMealsWork EquipmentSoftware LicensesLeases - OtherNatural GasElectricitySolid Waste DisposalEquipment Repair & MaintBuildings Repairs & Maint 611 - Water 6411 - Water Supply 470 - Water Fund Division Department AccountFund521752185315531953235324532653275328532953385339 5379 53795379.0025379.0035379.005 5419 54195419.5015419.70754215422543254455446544954515453545454715472 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00 77.7876.51 534.54647.52358.50483.92497.96 9,384.151,026.002,844.637,898.756,414.874,232.781,406.575,563.991,783.07 31,953.9327,538.4081,673.3566,141.0121,963.18 362,569.63$92,336.97 $741,949.31$573,558.13 $2,070,907.52 Prior Year Total Page 41 of 58 ($2,070,907.52) 200503 642566301525282025323524232926237566 45%36%36%27%27% +++ Rec'd % Used/ 75.02 (4.82) 861.00480.38337.23 4,887.294,000.001,880.001,500.008,141.832,527.832,302.981,121.582,000.007,388.112,177.061,934.864,000.001,215.80 39,253.1022,087.9597,672.6168,414.1416,359.60 274,546.95$87,301.57 $439,850.44$494,068.10 Transactions Budget - YTD $1,503,714.74 ($1,503,714.74) Fiscal Year to Date 10/31/25 .00.00.00 YTD 4.82 24.9872.94 112.71620.00149.62117.02102.77468.42565.14 1,639.001,388.178,802.057,630.401,372.172,611.894,177.421,710.41 70,746.9023,977.3922,835.86 115,733.05$31,838.43 $286,939.44$772,215.14$182,601.90 Transactions ($772,215.14) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00 673.79 Include Rollup Account and Rollup to Account 7,822.58 $78,010.12$78,010.12 ($78,010.12) Encumbrances .00.00.00.00.00.00 7.13 50.6049.3638.5933.8516.01 729.92500.00389.36343.04154.42 1,639.002,902.146,431.545,662.721,420.581,373.491,601.10 38,219.47$7,426.34 $77,070.87$55,652.20 $229,113.80 Transactions ($229,113.80) Current Month .00 100.00630.00440.00 Budget 5,000.004,000.002,500.001,500.002,500.009,530.003,900.002,420.001,590.002,000.002,250.002,500.003,600.00 Expense Budget Performance Report Amended 30,890.0091,250.0023,990.0010,000.0016,000.00 110,000.00390,280.00121,650.00 $804,800.00$119,140.00$676,670.00 54 $2,353,940.00 ($2,353,940.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 100.00630.00440.00 Budget Adopted 5,000.004,000.002,500.001,500.002,500.009,530.003,900.002,420.001,590.002,000.002,250.002,500.003,600.00 30,890.0091,250.0023,990.0010,000.0016,000.00 110,000.00390,280.00121,650.00 $804,800.00$119,140.00$676,670.00 $2,353,940.00 ($2,353,940.00) Totals Totals 5214 - EXPENSE TOTALS 6411 - Water Supply Division Account DescriptionEXPENSEVehicle Repair & MaintOther Repair & MaintDues & SubscriptionsRegistrations/TrainingPrinting/BindingPermits/FeesEXPENSERegular WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceComputer SuppliesOffice SuppliesFuelClothingSafety/M edicalLab SuppliesOther Supplies 611 - Water 6411 - Water Supply6412 - Water Distribution 470 - Water Fund DivisionDivision Department AccountFund54755479549154925493549851115121521152125213 5214 5214.1005214.6005214.80052155216521752185315531953235324532653285329 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00.00 19.95 119.93857.49183.40314.32504.42269.98646.04941.00228.21215.18248.44343.00 4,795.355,380.427,971.431,093.568,305.04 $1,587.04 138,744.97 $144,812.44$179,587.58$753,145.71 ($753,145.71) Prior Year Total Page 42 of 58 1000000 213532542683441335 4% 26%24%26%26% ++++++++++++++++++++++++ Rec'd % Used/ .00.00 790.49915.04744.52500.00 (46.48)(92.16) (859.86)(315.07)(118.13) 3,452.554,665.975,646.358,687.392,500.001,954.002,000.00 12,944.6920,000.0027,105.0810,000.00$9,592.77 (1,570.34) $60,918.33109,655.00 $227,270.05$721,338.15 Transactions Budget - YTD ($721,338.15) Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00 YTD 47.4546.4892.16 209.51859.86315.07255.48118.13345.00 $407.23 7,055.311,084.961,570.344,353.651,312.611,046.00 12,894.9212,544.32 $21,081.67$53,293.87 $235,895.77 Transactions ($235,895.77) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00 Include Rollup Account and Rollup to Account 10,539.71 $19,036.08$19,036.08 ($19,036.08) Encumbrances .00.00.00.00.00.00.00.00.00.00.00.00.00.00 47.4540.01 209.51186.35106.45216.18500.00 $226.36 4,520.451,570.34 10,611.92 $15,132.37$20,999.26$76,651.46 Transactions ($76,651.46) Current Month .00.00.00.00.00.00.00.00 500.00 Budget 3,500.001,000.002,000.001,000.002,500.003,000.002,000.00 Expense Budget Performance Report Amended 20,000.0020,000.0040,000.0010,000.0027,750.0010,000.0010,000.00 $82,000.00$10,000.00110,000.00 $299,600.00$976,270.00 55 ($976,270.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00.00.00.00.00 500.00 Budget Adopted 3,500.001,000.002,000.001,000.002,500.003,000.002,000.00 20,000.0020,000.0040,000.0010,000.0027,750.0010,000.0010,000.00 $82,000.00$10,000.00110,000.00 $299,600.00$976,270.00 ($976,270.00) TotalsTotals Totals 5379 - 5419 - EXPENSE TOTALS 6412 - Water Distribution Division Account DescriptionEXPENSEToolsOther Maintenance SuppliesWater/Sewer SuppliesLine Repair SuppliesCustomer ServicePump SuppliesMeter PartsProtective EquipmentHR/Other Employee ExpensesOther Professional ServTesting/LabEduc OutreachMealsMileageWork EquipmentSoftware LicensesLeases - OtherEquipment Repair & MaintBuildings Repairs & MaintVehicle Repair & MaintOther Repair & MaintDues & SubscriptionsRegistrations/TrainingPermits/Fees 611 - Water 6412 - Water Distribution 470 - Water Fund Division Department AccountFund53385339 5379 53795379.0015379.0025379.0035379.0045379.0055417 5419 54195419.5015419.707543254335445544654495471547254755479549154925498 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00 360.00939.15 9,816.027,150.005,255.227,559.28 $9,816.0219,860.6472,789.8412,870.0011,580.0039,440.0414,240.0416,239.9614,168.6078,496.00$7,559.2860,000.00 299,092.22$60,939.15$60,939.15$60,939.15 $601,358.58$608,917.86 ($60,939.15) ($608,917.86) Prior Year Total Page 43 of 58 000 112610333343753333333394365833 2%2%2%2% 11%38%38%38% ++++++++++++ Rec'd % Used/ .00.00 $0.00 8,979.909,606.681,728.077,880.008,666.685,530.001,000.00 17,775.1815,000.0017,941.1648,986.6828,860.0012,413.3256,279.9832,979.2240,000.00 (2,885.46) $17,775.18183,065.57 $420,827.76$420,827.76 Transactions 3,252,202.79 Budget - YTD ($420,827.76) $3,325,182.01$3,325,182.01$3,325,182.01 ($3,325,182.01) Fiscal Year to Date 10/31/25 .00.00.00.00 YTD $0.00 2,234.823,090.102,058.842,885.464,803.325,271.933,940.004,333.326,206.684,061.181,797.21 $2,234.8224,493.3214,430.0031,220.0246,100.7820,000.00 138,734.43$67,897.99$67,897.99$67,897.99 $247,763.42$247,763.42 Transactions ($67,897.99) ($247,763.42) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account 10,938.82 $10,938.82$10,938.82 ($10,938.82) Encumbrances .00.00.00.00.00.00 $0.00$0.00 423.28985.00471.76 1,522.506,123.331,200.835,271.933,607.501,083.331,551.671,588.229,508.935,000.00 34,108.7845,736.55 $66,975.30$66,975.30$51,208.31$51,208.31$51,208.31 Transactions ($66,975.30)($51,208.31) Current Month .00.00.00 $0.00 Budget 7,000.005,530.00 Expense Budget Performance Report Amended 20,010.0012,070.0015,000.0020,000.0073,480.0014,410.0011,820.0043,290.0013,000.0018,620.0016,000.0087,500.0079,080.0060,000.00 $20,010.00321,800.00 $679,530.00$679,530.00 56 3,254,000.00 ($679,530.00) $3,393,080.00$3,393,080.00$3,393,080.00 ($3,393,080.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00 $0.00 Budget Adopted 7,000.005,530.00 20,010.0012,070.0015,000.0020,000.0073,480.0014,410.0011,820.0043,290.0013,000.0018,620.0016,000.0087,500.0079,080.0060,000.00 $20,010.00321,800.00 $679,530.00$679,530.00 3,254,000.00 ($679,530.00) $3,393,080.00$3,393,080.00$3,393,080.00 ($3,393,080.00) TotalsTotals Totals Totals 5409 - 5811 - EXPENSE TOTALSEXPENSE TOTALS 6499 - Water Administration 9711 - Operating Transfer Out Division Division Account DescriptionEXPENSEGarage ServicesAccounting/AuditingOther Professional ServPostageIT SupportSoftware LicensesInternal RentGeneral Right of Way ChargeProperty Tax ExpenseAuto InsuranceProperty/Earthquake InsuranceWorkers' CompGeneral Liability InsuranceEquipment Repair & MaintBuildings Repairs & MaintPrinting/BindingBanking Fees & ChargesOther EquipmentEXPENSETransfer to General Cap Const FundTransfer to Water Cap ConstTransfer to Equipment Replace 611 - Water 6499 - Water Administration9711 - Operating Transfer Out 470 - Water Fund DivisionDivision Department AccountFund 5409 5409.14054145419542254285446544854505460546154635464546554715472549355005649 5811 5811.3585811.4665811.591 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00 $0.00$0.00$0.00$0.00$0.00 310.20 2,607.554,269.801,747.885,712.051,054.10 20,320.6531,815.2484,081.8327,818.4310,257.12 112,760.77312,004.25247,131.66 $359,031.92 1,457,866.30 $3,493,910.24$2,308,446.61 Prior Year Total Page 44 of 58 ($3,493,910.24) 005 273242252722272831232428781335 0%0%0%0%0% 326 19%28%27% Rec'd % Used/ 301.83664.04 2,081.781,361.695,090.683,499.75 16,876.6820,874.5898,727.1074,843.1420,579.3410,055.1819,745.98 (2,715.00) 400,980.00323,612.85287,162.41 $382,584.89 Transactions 2,900,990.001,231,202.48 Budget - YTD $2,900,990.00$3,301,970.00$3,301,970.00$9,273,032.66$2,092,769.74 ($5,971,062.66)($3,301,970.00)($3,301,970.00) Fiscal Year to Date 10/31/25 .00.00 YTD $0.00$0.00$0.00$0.00$0.0098.17 638.22484.82438.31500.25 7,873.329,140.661,939.322,314.843,915.005,567.10 14,925.4236,432.9092,067.1528,866.86 461,957.52108,707.59 $146,715.11$763,570.26 Transactions $1,323,772.32 ($1,323,772.32) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.0021.12 Include Rollup Account and Rollup to Account 5,186.92 $107,985.02 ($107,985.02) Encumbrances .00.00.00 $0.00$0.00$0.00$0.00$0.0024.24 218.98122.76150.18490.97190.82 2,265.213,615.769,150.527,291.752,296.063,915.002,092.67 26,305.6327,523.25 116,815.66$37,111.06 $423,948.87$196,270.97 Transactions ($423,948.87) Current Month 400.00 Budget 2,720.001,800.007,030.003,000.004,000.001,200.00 Expense Budget Performance Report Amended 24,750.0035,800.0029,720.0010,540.0030,500.00 400,980.00135,160.00415,680.00395,870.00103,710.00 $529,300.00 57 2,900,990.001,693,160.00 $2,900,990.00$3,301,970.00$3,301,970.00$2,856,340.00 $10,704,790.00 ($7,402,820.00)($3,301,970.00)($3,301,970.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments 400.00 Budget Adopted 2,720.001,800.007,030.003,000.004,000.001,200.00 24,750.0035,800.0029,720.0010,540.0030,500.00 400,980.00135,160.00415,680.00395,870.00103,710.00 $529,300.00 2,900,990.001,693,160.00 $2,900,990.00$3,301,970.00$3,301,970.00$2,856,340.00 $10,704,790.00 ($7,402,820.00)($3,301,970.00)($3,301,970.00) TotalsTotals Totals Totals Totals Totals 5981 - 5214 - EXPENSE TOTALS 611 - Water 9971 - Equity 470 - Water Fund Division Fund Department 901 - Ending Fund Balance Department Account DescriptionEXPENSEContingencyReserve for Future YearsEXPENSERegular WagesPart-Time WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceComputer SuppliesOffice SuppliesLubricantsFuel 901 - Ending Fund Balance621 - Sewer 9971 - Equity6511 - WWTP Operation 470 - Water Fund472 - Sewer Fund DivisionDivision DepartmentDepartment AccountFund5921 5981 5981.005Fund511151125121521152125213 5214 5214.1005214.6005214.80052155216521752185315531953225323 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00.00.00 337.92808.62552.60312.79 5,049.913,705.756,234.704,087.482,550.002,002.29 26,326.1230,664.9011,637.0913,241.4620,618.3422,963.0725,606.6720,277.9254,603.0516,152.6064,005.9828,097.2411,193.3510,820.63 $50,572.03504,053.18120,160.42604,165.35 Prior Year Total Page 45 of 58 0000024000001 1347279825361090324978431823577938 704107 51% +++ Rec'd % Used/ 76.34 256.50500.00 (829.11) 4,000.006,115.323,018.291,599.565,000.003,057.512,447.874,800.001,500.003,000.008,234.452,500.004,000.003,080.00 15,818.4217,454.6414,500.0041,000.0010,000.0022,461.1410,927.3910,923.7041,625.9653,635.6515,000.00 (7,409.60)(4,835.45) $27,966.52383,827.49 Transactions 1,191,612.59 Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00.00.00.00.00 YTD 52.13 884.68981.71900.44822.16200.00243.50 4,095.883,923.667,409.601,859.704,424.959,044.043,031.574,791.621,920.007,908.87 11,776.8812,017.9315,712.6271,364.35 $13,929.76116,172.51 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD 679.16647.66478.54 Include Rollup Account and Rollup to Account 2,404.702,449.484,813.298,076.309,797.54 14,924.5614,052.9310,208.38 $15,603.72 Encumbrances .00.00.00.00.00.00.00.00.00.00.00.00.00 97.7327.9693.17 267.96140.00196.50199.50531.32 1,667.681,521.072,599.197,409.603,082.461,336.293,053.521,818.291,920.007,026.29 $3,350.4240,241.6057,678.89 Transactions Current Month .00 800.00500.00500.00 Budget 4,000.007,000.004,000.004,000.002,500.005,000.002,500.005,000.001,500.003,000.002,500.005,000.00 Expense Budget Performance Report Amended 30,000.0024,000.0014,500.0041,000.0010,000.0025,000.0030,000.0016,000.0038,000.0019,000.0050,670.0015,000.0012,000.0019,000.00 $57,500.00500,000.00125,000.00 58 1,200,000.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00 Budget Amendments .00 800.00500.00500.00 Budget Adopted 4,000.007,000.004,000.004,000.002,500.005,000.002,500.005,000.001,500.003,000.002,500.005,000.00 30,000.0024,000.0014,500.0041,000.0010,000.0025,000.0030,000.0016,000.0038,000.0019,000.0050,670.0015,000.0012,000.0019,000.00 $57,500.00500,000.00125,000.00 1,200,000.00 Totals 5419 - Account DescriptionEXPENSEClothingSafety/MedicalChemicalsLab SuppliesOther SuppliesElectrical SuppliesHVACToolsProtective ClothingWater/Sewer SuppliesTreesEngineering & ArchitectOther Professional ServTesting/LabEduc OutreachTelephone/DataPostageOther Communication ServMealsMileageTravelOffice EquipmentSoftware LicensesLeases - OtherNatural GasElectricitySolid Waste DisposalEquipment Repair & MaintBuildings Repairs & MaintVehicle Repair & MaintLaundryInstrumentation & CalibraOther Repair & Maint 621 - Sewer 6511 - WWTP Operation 472 - Sewer Fund Division Department AccountFund532453265327532853295335533653385352537953845411 5419 54195419.5015419.707542154225429543254335439544354465449545154535454547154725475547654775479 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00.00 $0.00 138.00360.00 2,632.138,409.96 36,989.5112,343.5422,880.0014,168.6095,109.9624,000.0067,650.0028,290.0021,030.0014,168.6091,958.66 (8,076.30) $12,343.54582,010.51 $974,303.53 $1,661,300.29$3,969,746.90 Prior Year Total Page 46 of 58 ($3,969,746.90) 00000 1720234475333333333333337536 0% 103 16%22%22%23%33% ++++++ Rec'd % Used/ .00.00 400.00 (61.04) 4,145.523,500.005,000.005,686.683,000.005,000.00 28,004.0015,805.0612,641.6815,000.0063,953.3217,913.3228,000.0049,526.6814,113.2816,246.6859,054.81 $15,805.06$18,500.00399,607.92 $714,388.39 Transactions Budget - YTD $1,922,242.95$4,015,012.69 ($4,015,012.69) Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00 YTD $0.00 854.48 6,996.004,804.949,888.324,061.182,061.048,956.682,843.327,056.728,123.324,061.18 $4,804.9431,976.6824,763.3233,445.19 193,762.08 $299,686.47$335,803.97 Transactions $1,063,256.73 ($1,063,256.73) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00 Include Rollup Account and Rollup to Account 10,938.8210,938.82 $73,740.58$73,740.58$21,877.64 ($73,740.58) Encumbrances .00.00.00.00.00.00.00.00.00 $0.00$0.00 500.00710.83 1,396.004,872.001,588.227,994.172,239.176,190.831,764.182,030.831,588.22 55,191.0610,125.39 $94,294.90 $139,003.51$335,274.48 Transactions ($335,274.48) Current Month .00.00 400.00 Budget 5,000.003,500.002,000.008,530.003,000.00 Expense Budget Performance Report Amended 35,000.0020,610.0022,530.0015,000.0020,000.0095,930.0026,870.0028,000.0074,290.0021,170.0024,370.0020,000.0092,500.00 $20,610.00$18,500.00593,370.00 59 $2,295,670.00$5,152,010.00$1,072,070.00 ($5,152,010.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 400.00 Budget Adopted 5,000.003,500.002,000.008,530.003,000.00 35,000.0020,610.0022,530.0015,000.0020,000.0095,930.0026,870.0028,000.0074,290.0021,170.0024,370.0020,000.0092,500.00 $20,610.00$18,500.00593,370.00 $2,295,670.00$5,152,010.00$1,072,070.00 ($5,152,010.00) TotalsTotals Totals 5409 - 5419 - EXPENSE TOTALS 6511 - WWTP Operation Division Account DescriptionEXPENSERegistrations/TrainingPrinting/BindingPermits/FeesEXPENSEGarage ServicesAccounting/AuditingOther Professional ServUS Gauging Station FeesPostageIT SupportSoftware LicensesInternal RentLeases - OtherGeneral Right of Way ChargeAuto InsuranceProperty/Earthquake InsuranceWorkers' CompGeneral Liability InsuranceEquipment Repair & MaintBuildings Repairs & MaintUtility Assistance ProgramPrinting/BindingBanking Fees & Charges 621 - Sewer 6511 - WWTP Operation6599 - Sewer Administration 472 - Sewer Fund DivisionDivision Department AccountFund549254935498 5409 5409.1405414 5419 54195419.003542254285446544854495450546154635464546554715472548154935500 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 28.38 205.87336.88138.83458.52 7,559.283,269.878,767.037,092.83 $7,559.2842,153.9560,000.0032,937.0419,977.65 120,000.00114,942.28$27,070.48 $981,862.81$222,153.95$222,153.95$222,153.95 ($981,862.81)($222,153.95) Prior Year Total Page 47 of 58 ($5,173,763.66) 405 338433322432253233515533 8%8%8%8% 33%33%20%29% +++++++++ Rec'd % Used/ .00 $0.0030.4053.6331.30 756.70356.92 (776.26) 8,899.226,945.775,354.973,300.00 60,000.0040,000.0090,186.5533,871.1320,214.55 $28,869.52 $714,388.39 Transactions 1,910,171.58 Budget - YTD ($714,388.39) $2,019,070.80$2,019,070.80$2,019,070.80 ($2,019,070.80)($6,748,471.88) Fiscal Year to Date 10/31/25 .00.00 YTD 9.60 $0.0056.3743.3038.70 776.26173.08 3,214.239,415.452,595.03 30,000.0046,100.7889,828.4220,000.0042,473.4511,108.87 $12,010.48 $335,803.97$185,929.20$185,929.20$185,929.20 Transactions ($335,803.97)($185,929.20) ($1,584,989.90) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account $21,877.64 ($21,877.64)($95,618.22) Encumbrances .00.00 2.52 $0.0019.9910.9113.7243.58 108.21806.04653.39 7,500.005,000.003,173.962,370.66 45,736.5589,640.6410,781.36$3,024.05 $94,294.90 $147,877.19$147,877.19$147,877.19 Transactions ($94,294.90) ($147,877.19)($577,446.57) Current Month .00.00 $0.0040.0070.00 110.00800.00530.00 Budget 7,950.003,300.00 Expense Budget Performance Report Amended 90,000.0055,000.0060,000.0010,160.0044,980.0029,630.00 132,660.00$40,880.00 60 2,000,000.00 $1,072,070.00$2,205,000.00$2,205,000.00$2,205,000.00 ($1,072,070.00)($2,205,000.00)($8,429,080.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 $0.0040.0070.00 110.00800.00530.00 Budget Adopted 7,950.003,300.00 90,000.0055,000.0060,000.0010,160.0044,980.0029,630.00 132,660.00$40,880.00 2,000,000.00 $1,072,070.00$2,205,000.00$2,205,000.00$2,205,000.00 ($1,072,070.00)($2,205,000.00)($8,429,080.00) TotalsTotals Totals Totals Totals 5811 - 5214 - EXPENSE TOTALSEXPENSE TOTALS 621 - Sewer Department 6599 - Sewer Administration 9711 - Operating Transfer Out Division Division Account DescriptionEXPENSEOther EquipmentEXPENSETransfer to StreetTransfer to General Cap Const FundTransfer to Sewer Cap ConstTransfer to Equipment ReplaceEXPENSERegular WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave Insurance 621 - Sewer631 - Maintenance 6599 - Sewer Administration9711 - Operating Transfer Out6521 - Sewer Line Maint 472 - Sewer Fund DivisionDivisionDivision DepartmentDepartment AccountFund5649 5811 5811.1405811.3585811.4655811.59151115121521152125213 5214 5214.1005214.6005214.8005215521652175218 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00 4.49 62.96$0.0019.58 403.01102.34982.16555.37188.85 2,233.791,069.871,401.567,361.406,608.152,934.503,709.861,854.365,866.18 15,726.1838,049.1477,914.7022,559.31 $81,393.63 $188,155.18$269,548.81 ($269,548.81)($269,548.81) Prior Year Total Page 48 of 58 00207002001 13423311279128242822 0% 209 30%31%30%30%30% ++++++ Rec'd % Used/ 22.93 300.00607.39500.00141.45 (627.24) 2,400.002,000.001,748.302,884.601,903.081,400.001,760.452,936.163,000.005,693.18 11,778.4310,000.0013,385.0049,543.5973,594.5828,213.39 (5,797.83) $10,000.00$87,360.49 (13,130.13) $160,325.66$247,686.15 Transactions Budget - YTD ($247,686.15)($247,686.15) Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00.00 YTD 7.07 $0.0039.55 221.57251.70146.92292.61627.24 2,084.445,540.771,063.841,358.552,226.827,996.61 11,077.1829,275.42 (2,343.59) $69,904.34$19,733.54$89,637.88 Transactions ($89,637.88)($89,637.88) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.0030.96$0.00 257.06 Include Rollup Account and Rollup to Account 1,615.002,800.00 14,052.95 $18,755.97$18,755.97 ($18,755.97)($18,755.97) Encumbrances .00.00.00.00.00.00.00.00.00.00.00.00 1.97 $0.00 117.78186.35380.00795.77102.34556.29 1,553.343,937.771,298.037,386.572,284.77 $8,269.04 $17,984.34$26,253.38 Transactions ($26,253.38)($26,253.38) Current Month .00.00 30.00 300.00900.00500.00 Budget 2,400.002,000.002,000.005,000.002,050.001,400.001,800.004,000.003,000.001,500.007,920.00 Expense Budget Performance Report Amended 12,000.0010,000.0012,000.0015,000.0050,000.0036,210.00 $10,000.00102,870.00 $230,230.00$125,850.00$356,080.00 61 ($356,080.00)($356,080.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 30.00 300.00900.00500.00 Budget Adopted 2,400.002,000.002,000.005,000.002,050.001,400.001,800.004,000.003,000.001,500.007,920.00 12,000.0010,000.0012,000.0015,000.0050,000.0036,210.00 $10,000.00102,870.00 $230,230.00$125,850.00$356,080.00 ($356,080.00)($356,080.00) Totals Totals Totals 5409 - EXPENSE TOTALS 631 - Maintenance 6521 - Sewer Line Maint Department Division Account DescriptionEXPENSEOffice SuppliesCleaning SuppliesFuelClothingSafety/MedicalOther SuppliesToolsProtective ClothingWater/Sewer SuppliesGarage ServicesOther Professional ServTelephone/DataWork EquipmentSoftware LicensesEquipment Repair & MaintVehicle Repair & MaintLaundryOther Repair & MaintRegistrations/TrainingEXPENSERegular WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent Ins 631 - Maintenance641 - Surface Water/Collections 6521 - Sewer Line Maint6611 - Surface Water Collection 472 - Sewer Fund DivisionDivision DepartmentDepartment AccountFund531953215323532453265329533853525379 5409 5409.14054195421544554465471547554765479549251115121521152125213 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00.00.01.00.00.00.00.00.00.00 94.16 224.11139.50225.17294.86539.00 4,553.60 12,836.1133,230.04 $17,613.82$33,769.05 $126,581.64$160,350.69 ($160,350.69)($160,350.69) Prior Year Total Page 49 of 58 250000000000000 29295690281033 27%27%20%25%25%25% Rec'd % Used/ 3.06 30.69 590.17300.45600.00500.00 4,364.321,564.084,500.001,080.002,500.001,000.001,000.001,200.001,500.005,000.005,000.001,500.00 16,284.5625,440.00 $22,212.96$50,820.00 $130,034.17$180,854.17 Transactions 1,364,510.00 Budget - YTD ($180,854.17)($180,854.17) 30,060,600.00 Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00.00.00.00.00.00.00 YTD 25.9239.3129.8326.94 119.55120.00 6,515.441,795.68 $8,337.0412,720.00 $48,685.83$12,840.00$61,525.83 Transactions ($61,525.83)($61,525.83) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00.00.00.00.00.00.00.00.00 7.469.28 17.2813.5529.94 450.36 1,634.093,180.00 $2,101.73$3,180.00 $12,493.90$15,673.90 Transactions ($15,673.90)($15,673.90) Current Month 70.0030.00 620.00420.00600.00500.00 Budget 6,160.001,590.004,500.001,200.002,500.001,000.001,000.001,200.001,500.005,000.005,000.001,500.00 Expense Budget Performance Report Amended 22,800.0038,160.00 $30,550.00$63,660.00 $178,720.00$242,380.00 62 1,364,510.00 ($242,380.00)($242,380.00) 30,060,600.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments 70.0030.00 620.00420.00600.00500.00 Budget Adopted 6,160.001,590.004,500.001,200.002,500.001,000.001,000.001,200.001,500.005,000.005,000.001,500.00 22,800.0038,160.00 $30,550.00$63,660.00 $178,720.00$242,380.00 1,364,510.00 ($242,380.00)($242,380.00) 30,060,600.00 Totals Totals Totals 5214 - EXPENSE TOTALS 6611 - Surface Water Collection 641 - Surface Water/Collections Division Account DescriptionEXPENSEPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceFuelSafety/MedicalOther SuppliesToolsProtective ClothingOther Professional ServTelephone/DataIT SupportSolid Waste DisposalEquipment Repair & MaintVehicle Repair & MaintLaundryRegistrations/TrainingEXPENSEContingencyReserve for Future Years 641 - Surface Water/Collections901 - Ending Fund Balance 6611 - Surface Water Collection9971 - Equity Department 472 - Sewer Fund DivisionDivision DepartmentDepartment AccountFund 5214 5214.1005214.6005214.800521552165217521853235326532953385352541954215428545454715475547654925921 5981 5981.005 Run by Karen AIC on 11/10/2025 01:25:40 PM .00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 249,783.39143,661.96 $249,783.39$249,783.39$249,783.39$249,783.39 ($249,783.39)($249,783.39) $5,603,663.16 Prior Year Total Page 50 of 58 00 51 0%0%0%0%0%0%0%0%0%0%0%0%0%0% Rec'd % Used/ 83,661.96 Transactions 1,792,588.126,173,050.00 Budget - YTD $1,792,588.12$1,792,588.12$1,792,588.12$6,173,050.00$6,173,050.00$7,965,638.12 $30,060,600.00$31,425,110.00$31,425,110.00$38,602,122.20 ($1,792,588.12)($1,792,588.12)($6,173,050.00)($6,173,050.00) ($31,425,110.00)($31,425,110.00) Fiscal Year to Date 10/31/25 .00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 3,411.88 $3,411.88$3,411.88$3,411.88$3,411.8858,122.25 ($3,411.88)($3,411.88) Transactions $1,736,153.61 .00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account 28,215.79 $114,374.19 Encumbrances .00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 541.78 $541.78$541.78$541.78$541.78 ($541.78)($541.78) 58,122.25 $619,373.85 Transactions Current Month Budget Expense Budget Performance Report Amended 170,000.00 63 1,796,000.006,173,050.00 $1,796,000.00$1,796,000.00$1,796,000.00$6,173,050.00$6,173,050.00$7,969,050.00 $30,060,600.00$31,425,110.00$31,425,110.00$40,452,650.00 ($1,796,000.00)($1,796,000.00)($6,173,050.00)($6,173,050.00) ($31,425,110.00)($31,425,110.00) .00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments Budget Adopted 170,000.00 1,796,000.006,173,050.00 $1,796,000.00$1,796,000.00$1,796,000.00$6,173,050.00$6,173,050.00$7,969,050.00 $30,060,600.00$31,425,110.00$31,425,110.00$40,452,650.00 ($1,796,000.00)($1,796,000.00)($6,173,050.00)($6,173,050.00) ($31,425,110.00)($31,425,110.00) TotalsTotals Totals Totals Totals Totals Totals Totals Totals Totals 5981 - 5811 - EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 611 - Water 9971 - Equity9971 - Equity 472 - Sewer Fund DivisionDivision 474 - Water SDC Fund Fund Department 901 - Ending Fund Balance901 - Ending Fund Balance Fund 9711 - Operating Transfer Out Division DepartmentDepartment Account DescriptionEXPENSEEXPENSETransfer to Water Cap ConstEXPENSEContingencyEXPENSEOther Professional Serv 901 - Ending Fund Balance611 - Water901 - Ending Fund Balance621 - Sewer 9971 - Equity9711 - Operating Transfer Out9971 - Equity9511 - Design Engineering 472 - Sewer Fund474 - Water SDC Fund475 - Sewer SDC Fund DivisionDivisionDivisionDivision DepartmentDepartmentDepartmentDepartment AccountFundFund 5811 5811.4665921Fund5419 Run by Karen AIC on 11/10/2025 01:25:40 PM .00 $0.00$0.00$0.00$0.00$0.0098.38 13,407.1138,409.96 288,212.88495,998.38103,941.73 $143,661.96$143,661.96$288,212.88$288,212.88$288,212.88$431,874.84 ($143,661.96)($288,212.88)($431,874.84) Prior Year Total Page 51 of 58 10 26222619 1%1%1%1%3%0%0%0%0%0% 51%51%51% +++ Rec'd % Used/ 85.39 31,545.19 (2,135.51) $83,661.96$83,661.96406,908.73101,250.97 Transactions ($83,661.96) 3,900,312.953,281,870.00 Budget - YTD $3,900,312.95$3,900,312.95$3,900,312.95$3,281,870.00$3,281,870.00$3,281,870.00$7,265,844.91 ($3,900,312.95)($3,983,974.91)($3,281,870.00)($3,281,870.00) Fiscal Year to Date 10/31/25 .00 YTD $0.00$0.00$0.00$0.00$0.0024.61 2,135.51 29,687.0510,904.8124,319.03 $58,122.25$58,122.25$29,687.05$29,687.05$29,687.05$87,809.30141,231.27 Transactions ($58,122.25)($29,687.05)($87,809.30) .00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account $28,215.79$28,215.79$28,215.79 ($28,215.79)($28,215.79) Encumbrances .00 6.95 $0.00$0.00$0.00$0.00$0.0059.60 2,468.686,174.90 29,205.3132,450.89 $58,122.25$58,122.25$29,205.31$29,205.31$29,205.31$87,327.56 Transactions ($58,122.25)($29,205.31)($87,327.56) Current Month .00 110.00 Budget Expense Budget Performance Report Amended 42,450.00 548,140.00125,570.00 $170,000.00$170,000.00 64 3,930,000.003,281,870.00 ($170,000.00) $3,930,000.00$3,930,000.00$3,930,000.00$3,281,870.00$3,281,870.00$3,281,870.00$7,381,870.00 ($3,930,000.00)($4,100,000.00)($3,281,870.00)($3,281,870.00) .00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 110.00 Budget Adopted 42,450.00 548,140.00125,570.00 $170,000.00$170,000.00 3,930,000.003,281,870.00 ($170,000.00) $3,930,000.00$3,930,000.00$3,930,000.00$3,281,870.00$3,281,870.00$3,281,870.00$7,381,870.00 ($3,930,000.00)($4,100,000.00)($3,281,870.00)($3,281,870.00) TotalsTotals Totals Totals Totals Totals Totals Totals 5811 - 5981 - EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 621 - Sewer 9971 - Equity Division 475 - Sewer SDC Fund Department 9511 - Design Engineering 901 - Ending Fund Balance Fund 9711 - Operating Transfer Out Division Division Department Account DescriptionEXPENSEEXPENSETransfer to Sewer Cap ConstEXPENSEReserve for Future YearsEXPENSERegular WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent Ins 621 - Sewer901 - Ending Fund Balance152 - IT 9511 - Design Engineering9711 - Operating Transfer Out9971 - Equity1921 - Information Technology 475 - Sewer SDC Fund568 - Information Technology Fund DivisionDivisionDivisionDivision DepartmentDepartmentDepartment AccountFund 5811 5811.465 5981 5981.005Fund51115121521152125213 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 851.68571.24552.68163.52715.00780.00 $163.52 7,924.641,408.101,936.551,799.051,135.874,149.968,982.709,619.72 82,600.4029,228.2943,655.4970,260.3256,221.6715,608.3318,050.0436,305.9111,030.04 105,665.08478,553.17 $119,753.33$776,376.46$863,248.55 Prior Year Total Page 52 of 58 4200050 21222020222631671122399998883378333333 105 21%24%22%79% Rec'd % Used/ 707.87455.17330.09887.46777.41490.99100.00446.68 $777.41 (768.70) 3,146.691,606.711,128.961,528.581,000.007,551.242,993.329,320.007,500.008,000.00 96,987.2825,809.1110,238.6928,914.9942,030.7357,986.0412,466.6814,275.09 $133,035.08$676,606.29$188,959.56 Transactions Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.00 YTD 182.13143.31124.83573.29669.91112.54222.59309.01515.66223.32724.91 $222.59 7,100.892,511.316,103.506,233.326,130.361,496.684,660.00 25,942.7213,085.0178,202.8198,301.62 $35,554.92426,013.96 $215,193.71$643,005.20 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00 169.80453.61 Include Rollup Account and Rollup to Account 14,418.2311,665.2020,318.40 $47,025.24 Encumbrances .00.00.00.00.00.00.00 61.0532.4541.8566.01$0.0055.83 627.78129.99152.25126.01374.17 6,196.521,695.497,839.613,180.091,759.611,558.332,539.801,165.00 $8,519.7978,202.8126,661.09 $49,946.15 $123,680.61 Transactions Current Month 890.00580.00800.00100.00670.00 Budget 3,290.002,180.001,000.001,000.001,000.001,000.004,490.007,500.008,000.00 Expense Budget Performance Report Amended 32,910.0012,750.0042,000.00$1,000.0093,750.0043,000.0017,000.0018,700.0034,000.0013,980.0015,000.00 122,930.00100,000.00484,000.00 $168,590.00$891,800.00$878,990.00 65 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00 Budget Amendments 890.00580.00800.00100.00670.00 Budget Adopted 3,290.002,180.001,000.001,000.001,000.001,000.004,490.007,500.008,000.00 32,910.0012,750.0042,000.00$1,000.0093,750.0043,000.0017,000.0018,700.0034,000.0013,980.0015,000.00 122,930.00100,000.00484,000.00 $168,590.00$891,800.00$878,990.00 TotalsTotals 5214 - 5409 - Account DescriptionEXPENSEPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceComputer SuppliesOffice SuppliesFuelGarage ServicesAccounting/AuditingComputerOther Professional ServTelephone/DataPostageInternetMileageSoftware LicensesInternal RentLeases - OtherAuto InsuranceWorkers' CompGeneral Liability InsuranceEquipment Repair & MaintRegistrations/TrainingOffice Furniture & Equip 152 - IT 1921 - Information Technology 568 - Information Technology Fund Division Department AccountFund 5214 5214.1005214.6005214.8005215521652175218531553195323 5409 5409.1405414541554195421542254235433544654485449546154645465547154925641 Run by Karen AIC on 11/10/2025 01:25:40 PM .00 $0.00$0.00$0.00$0.0016.4512.5882.12 123.16226.17 4,872.043,641.723,661.321,235.49 12,908.1356,147.3210,336.47 $12,908.13$12,908.13$15,233.28 $1,652,533.14$1,652,533.14 Prior Year Total Page 53 of 58 ($1,652,533.14)($1,652,533.14) 05 66302630282931502929 0%0%0%0% 66%58%51%51%51%31% +++ Rec'd % Used/ 7.36 64.2842.31 (1.75) 516.52361.23 3,407.592,839.842,606.10 20,537.0043,618.9610,162.76 $20,537.00$28,537.00340,380.00$13,285.38 $894,102.85$340,380.00$340,380.00 Transactions Budget - YTD ($894,102.85)($894,102.85)($340,380.00)($340,380.00) $1,234,482.85 Fiscal Year to Date 10/31/25 .00 YTD 1.752.64 $0.00$0.00$0.00$0.0025.7218.7717.69 523.48 1,462.411,090.164,237.241,163.90 39,463.0018,871.04$5,924.62 $39,463.00$39,463.00 $897,661.91$897,661.91 Transactions ($897,661.91)($897,661.91) .00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account $47,025.24$47,025.24 ($47,025.24)($47,025.24) Encumbrances .00.82.83 9.224.756.31 $0.00$0.00$0.00$0.00 371.52311.67296.46219.92 9,040.004,716.391,079.05 $9,040.00$9,040.00$1,595.43 $182,666.76$182,666.76 Transactions ($182,666.76)($182,666.76) Current Month .00 10.0090.0060.00 380.00 Budget 4,870.003,930.003,770.001,040.00 Expense Budget Performance Report Amended 60,000.0062,490.0014,400.00 $60,000.00$68,000.00340,380.00$19,210.00 $340,380.00$340,380.00 66 ($340,380.00)($340,380.00) $1,838,790.00$2,179,170.00 ($1,838,790.00)($1,838,790.00) .00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 10.0090.0060.00 380.00 Budget Adopted 4,870.003,930.003,770.001,040.00 60,000.0062,490.0014,400.00 $60,000.00$68,000.00340,380.00$19,210.00 $340,380.00$340,380.00 ($340,380.00)($340,380.00) $1,838,790.00$2,179,170.00 ($1,838,790.00)($1,838,790.00) TotalsTotals Totals Totals Totals Totals Totals 5645 - 5214 - 152 - IT EXPENSE TOTALSEXPENSE TOTALS 9971 - Equity Department Division 901 - Ending Fund Balance 1921 - Information Technology 568 - Information Technology Fund Department Division Fund Account DescriptionEXPENSENetworkEXPENSEContingencyEXPENSERegular WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife Insurance 152 - IT901 - Ending Fund Balance131 - City Recorder 1921 - Information Technology9971 - Equity1581 - Risk Management 568 - Information Technology Fund581 - Insurance Fund DivisionDivisionDivision DepartmentDepartmentDepartment AccountFund 5645 5645.1015921Fund51115121521152125213 5214 5214.1005214.6005214.800521552165217 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 $0.00$0.00$0.00$0.00 324.44715.00187.33122.57874.00 9,736.714,179.801,100.88 23,124.69 $80,679.28126,831.42230,735.63217,409.21331,244.59 $946,261.83 $1,026,941.11$1,026,941.11 Prior Year Total Page 54 of 58 ($1,026,941.11)($1,026,941.11) 00 3039924640958725897020 0%0%0%0% 102110 30%98%93%93%93% Rec'd % Used/ 174.55490.99134.75301.20600.00300.12800.00 1,000.006,637.482,170.32 30,351.0011,233.43 (5,034.32) $63,799.75$15,556.34$79,356.09427,400.00 (33,428.63) $427,400.00$427,400.00$506,756.09 Transactions ($79,356.09)($79,356.09) Budget - YTD ($427,400.00)($427,400.00) Fiscal Year to Date 10/31/25 .00.00.00 YTD 75.45$0.00$0.00$0.00$0.00 309.01115.25198.80699.88200.00 11,000.0017,829.68 $27,490.25135,362.52258,844.32204,649.00384,428.63 Transactions $1,013,637.09$1,041,127.34$1,041,127.34 ($1,041,127.34)($1,041,127.34) .00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account 3,766.57 $3,766.57$3,766.57$3,766.57 ($3,766.57)($3,766.57) Encumbrances .00.00.00.00.00.00.00.00.00 18.91$0.00$0.00$0.00$0.00 152.25115.25198.80 4,114.251,132.28 $7,035.85$5,712.83 $12,748.68$12,748.68 Transactions ($12,748.68)($12,748.68) Current Month 250.00800.00250.00500.00600.00 Budget 1,000.001,000.00 Expense Budget Performance Report Amended 12,000.0015,000.0020,000.00 $91,290.00142,000.00253,810.00235,000.00351,000.00427,400.00 $427,400.00$427,400.00 67 ($427,400.00)($427,400.00) $1,032,960.00$1,124,250.00$1,551,650.00 ($1,124,250.00)($1,124,250.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments 250.00800.00250.00500.00600.00 Budget Adopted 1,000.001,000.00 12,000.0015,000.0020,000.00 $91,290.00142,000.00253,810.00235,000.00351,000.00427,400.00 $427,400.00$427,400.00 ($427,400.00)($427,400.00) $1,032,960.00$1,124,250.00$1,551,650.00 ($1,124,250.00)($1,124,250.00) Totals Totals Totals Totals Totals EXPENSE TOTALSEXPENSE TOTALS 9971 - Equity 131 - City Recorder 581 - Insurance Fund Division 1581 - Risk Management 901 - Ending Fund Balance Fund Department Division Department Account DescriptionEXPENSEPaid Family Leave InsuranceAccounting/AuditingOther Professional ServMealsMileageTravelAuto InsuranceProperty/Earthquake InsuranceWorkers' CompGeneral Liability InsuranceDeductibleOther Insurance CostsDues & SubscriptionsRegistrations/TrainingEXPENSEContingencyEXPENSE 131 - City Recorder901 - Ending Fund Balance611 - Water 1581 - Risk Management9971 - Equity9211 - Equipment Purchases 581 - Insurance Fund591 - Equipment Replacement Fund DivisionDivisionDivision DepartmentDepartmentDepartment AccountFund521854145419543254335439546154635464546554685469549154925921Fund Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 6,128.65 $6,128.65$6,128.6539,741.00 $39,741.00$39,741.00 ($6,128.65)($6,128.65) ($39,741.00)($39,741.00) Prior Year Total Page 55 of 58 0000 0%0%0%0%0%0%0%0%0%0%0%0%0%0%0%0% Rec'd % Used/ 4,060.00 $4,060.00$4,060.00 611,710.00538,630.00428,200.00 ($4,060.00)($4,060.00) $611,710.00$611,710.00$538,630.00$538,630.00$428,200.00$428,200.00 Transactions Budget - YTD ($611,710.00)($611,710.00)($538,630.00)($538,630.00)($428,200.00)($428,200.00) Fiscal Year to Date 10/31/25 .00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Transactions .00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Transactions Current Month Budget 4,060.00 Expense Budget Performance Report Amended $4,060.00$4,060.00 611,710.00538,630.00428,200.00 ($4,060.00)($4,060.00) $611,710.00$611,710.00$538,630.00$538,630.00$428,200.00$428,200.00 68 ($611,710.00)($611,710.00)($538,630.00)($538,630.00)($428,200.00)($428,200.00) .00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments Budget Adopted 4,060.00 $4,060.00$4,060.00 611,710.00538,630.00428,200.00 ($4,060.00)($4,060.00) $611,710.00$611,710.00$538,630.00$538,630.00$428,200.00$428,200.00 ($611,710.00)($611,710.00)($538,630.00)($538,630.00)($428,200.00)($428,200.00) Totals Totals Totals Totals Totals Totals Totals Totals EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 611 - Water 621 - Sewer 671 - Transit 631 - Maintenance Department Department Department 9211 - Equipment Purchases9211 - Equipment Purchases9211 - Equipment Purchases9211 - Equipment Purchases Department DivisionDivisionDivisionDivision Account DescriptionEXPENSEOther EquipmentEXPENSEOther EquipmentEXPENSEOther EquipmentEXPENSEOther Equipment 611 - Water621 - Sewer631 - Maintenance671 - Transit 9211 - Equipment Purchases9211 - Equipment Purchases9211 - Equipment Purchases9211 - Equipment Purchases 591 - Equipment Replacement Fund DivisionDivisionDivisionDivision DepartmentDepartmentDepartmentDepartment AccountFund5649564956495649 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 $45,869.65 Prior Year Total Page 56 of 58 000000 0%0%0%0%0%0%0%0%0%0%0%0%0%0% Rec'd % Used/ 3,000.003,000.003,000.00 28,830.00$9,000.00$9,000.0027,800.00 $28,830.00$28,830.00391,120.00$27,800.00$27,800.00 ($9,000.00)($9,000.00) $391,120.00$391,120.00$391,120.00 Transactions ($28,830.00)($28,830.00) Budget - YTD ($391,120.00)($391,120.00) $1,611,430.00 Fiscal Year to Date 10/31/25 .00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Transactions .00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Transactions Current Month Budget 3,000.003,000.003,000.00 Expense Budget Performance Report Amended 28,830.00$9,000.00$9,000.0027,800.00 $28,830.00$28,830.00391,120.00$27,800.00$27,800.00 ($9,000.00)($9,000.00) $391,120.00$391,120.00$391,120.00 69 ($28,830.00)($28,830.00) ($391,120.00)($391,120.00) $1,611,430.00 .00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments Budget Adopted 3,000.003,000.003,000.00 28,830.00$9,000.00$9,000.0027,800.00 $28,830.00$28,830.00391,120.00$27,800.00$27,800.00 ($9,000.00)($9,000.00) $391,120.00$391,120.00$391,120.00 ($28,830.00)($28,830.00) ($391,120.00)($391,120.00) $1,611,430.00 Totals Totals Totals Totals Totals Totals Totals Totals EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 211 - Police 2111 - Patrol 9971 - Equity Division Division 693 - Reserve for PERS Department 901 - Ending Fund Balance 9211 - Equipment Purchases Fund 691 - Public Works Administration 591 - Equipment Replacement Fund Division Department Fund Account DescriptionEXPENSEOther EquipmentEXPENSEContingencyEXPENSEOther SuppliesOther Professional ServRegistrations/TrainingEXPENSEContingency 691 - Public Works Administration901 - Ending Fund Balance211 - Police901 - Ending Fund Balance 9211 - Equipment Purchases9971 - Equity2111 - Patrol9971 - Equity Department 591 - Equipment Replacement Fund693 - Reserve for PERS695 - Lavelle Black Trust Fund DivisionDivisionDivisionDivision DepartmentDepartmentDepartmentDepartment AccountFund5649Fund5921Fund5329541954925921 Run by Karen AIC on 11/10/2025 01:25:40 PM .00 $0.00$0.00$0.0024.95 174.52300.00526.75199.77623.46 9,373.397,218.604,290.001,080.005,575.007,559.28 12,951.1024,487.7026,841.4256,531.4410,419.9612,761.9916,669.9537,560.00 168,486.88$43,433.41124,994.00 $251,208.54$226,747.34 1,350,370.32 $1,401,064.60 Prior Year Total Page 57 of 58 5047 304529263335302625314623333330 0%0%8% 33%30%30% +++++++++++++++ Rec'd % Used/ .00.00 11.04 (7.22) 235.57172.18553.65740.00 (800.00) 6,842.125,992.481,198.312,185.947,153.32 11,515.3122,557.4527,405.0469,625.0019,000.0014,015.0094,637.22 (4,122.09) $36,800.00145,350.29$40,239.64485,323.00$93,837.22 $221,826.22$593,920.17 Transactions ($27,800.00)($27,800.00) Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.00 YTD 7.228.96 $0.00$0.00$0.0084.4361.6957.82 246.35370.00800.00 4,784.697,952.553,717.882,587.521,854.063,576.684,122.09 61,589.7113,614.9611,350.0019,677.0014,862.78 $19,920.36$94,713.78$40,949.83$15,662.78 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00 985.00 Include Rollup Account and Rollup to Account 9,025.00 25,500.00 $10,010.00$25,500.00 Encumbrances .00.00.00.00.00 2.352.14 $0.00$0.00$0.0029.9715.5020.5061.9492.50 934.68652.34913.50894.17800.00 1,192.032,272.413,422.645,730.00 15,473.87$5,009.6614,865.0014,862.78 $24,080.37$22,495.17$15,662.78 Transactions Current Month .00.00.00.00.00 20.00 320.00230.00800.00 Budget 8,580.001,260.004,040.001,110.00 Expense Budget Performance Report Amended 16,300.0030,510.0041,020.0010,560.0090,000.0010,730.0019,000.0015,000.00 $36,800.00206,940.00$60,160.00505,000.00135,000.00 $316,540.00$644,880.00$135,000.00 70 ($27,800.00)($27,800.00) .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00.00 20.00 320.00230.00800.00 Budget Adopted 8,580.001,260.004,040.001,110.00 16,300.0030,510.0041,020.0010,560.0090,000.0010,730.0019,000.0015,000.00 $36,800.00206,940.00$60,160.00505,000.00135,000.00 $316,540.00$644,880.00$135,000.00 ($27,800.00)($27,800.00) Totals Totals Totals Totals 5214 - 9971 - Equity Division 901 - Ending Fund Balance 695 - Lavelle Black Trust Fund Fund Department Account DescriptionEXPENSERegular WagesOvertimeOR Workers' BenefitSocial SecurityMed & Dent InsPERS - CityPERS 6%DEFERED COMP - CITYLong Term Disability InsUnemployment InsuranceLife InsurancePaid Family Leave InsuranceAccounting/AuditingOther Professional ServIT SupportSoftware LicensesInternal RentOther Repair & MaintGrant ProgramDesign ServicesLandPublic Art Other ImprovementsOther Equipment 901 - Ending Fund Balance125 - Economic Development 7200 - URA 695 - Lavelle Black Trust Fund720 - Urban Renewal Fund Division DepartmentDepartment AccountFundFund51115121521152125213 5214 5214.1005214.6005214.8005215521652175218541454195428544654485479552055305611563056395649 Run by Karen AIC on 11/10/2025 01:25:40 PM .00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 59,139.1842,851.9230,860.82 293,000.00 $425,851.92 $2,304,872.40$2,304,872.40 Prior Year Total $50,391,278.16 Page 58 of 58 ($2,304,872.40)($2,304,872.40) 0000 0%0%0%0%0%4%0%0%0%0%0% 10%10% ++++++ Rec'd % Used/ .00.00 646,300.00220,100.00799,040.00 $866,400.00$799,040.00$799,040.00$799,040.00 Transactions 2,750,000.00 Budget - YTD ($799,040.00)($799,040.00) $1,775,983.61$2,750,000.00$2,750,000.00$2,750,000.00$5,325,023.61 ($1,775,983.61)($2,750,000.00)($4,525,983.61) $211,388,690.14 Fiscal Year to Date 10/31/25 .00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 $151,326.39$151,326.39 Transactions ($151,326.39)($151,326.39) $17,180,554.39 .00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account $35,510.00$35,510.00 ($35,510.00)($35,510.00) $2,988,795.47 Encumbrances .00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 $62,238.32$62,238.32 Transactions ($62,238.32)($62,238.32) Current Month$5,582,106.57 .00.00 Budget Expense Budget Performance Report Amended 646,300.00220,100.00799,040.00 $866,400.00$799,040.00$799,040.00$799,040.00 71 2,750,000.00 ($799,040.00)($799,040.00) $1,962,820.00$2,750,000.00$2,750,000.00$2,750,000.00$5,511,860.00 ($1,962,820.00)($2,750,000.00)($4,712,820.00) $231,558,040.00 .00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 Budget Adopted 646,300.00220,100.00799,040.00 $866,400.00$799,040.00$799,040.00$799,040.00 2,750,000.00 ($799,040.00)($799,040.00) $1,962,820.00$2,750,000.00$2,750,000.00$2,750,000.00$5,511,860.00 ($1,962,820.00)($2,750,000.00)($4,712,820.00) $231,558,040.00 TotalsTotals Totals Totals Totals Totals Totals Totals Grand Totals 5811 - 5981 - EXPENSE TOTALSEXPENSE TOTALSEXPENSE TOTALS 7200 - URA 9971 - Equity Division Division 901 - Ending Fund Balance720 - Urban Renewal Fund 125 - Economic Development 9711 - Operating Transfer Out Fund Division Department Department Account DescriptionEXPENSEBond PrincipalInterfund Loan PrincipalBond InterestInterfund Loan InterestEXPENSETransfer to Street & Storm Cap Const FundEXPENSEReserve for Future Years 125 - Economic Development901 - Ending Fund Balance 7200 - URA9711 - Operating Transfer Out9971 - Equity 720 - Urban Renewal Fund DivisionDivisionDivision DepartmentDepartment AccountFund5711571457215724 5811 5811.363 5981 5981.005 Run by Karen AIC on 11/10/2025 01:25:40 PM 72 .00.00 $0.0080.1545.4230.38 259.00417.22 $259.00 1,500.002,821.001,505.006,423.831,627.56 33,174.0047,435.0050,490.0016,070.8745,203.5610,284.0813,476.00 249,886.06453,900.93$53,261.00483,000.00439,886.98330,969.05 13,425,680.60$1,365,620.46 Page 1 of 22 Prior Year Total $14,162,641.59 0000020 443031401535242330 0%2%8%2% 30% +++++++++++++++++++++++++++ Rec'd % Used/ .00.00 (7.61) 900.00195.25 (19.07)(98.56) $195.25 (407.40) 2,555.001,430.00 31,050.0014,555.0228,058.61 (2,529.26)(1,841.98)(2,998.67) 134,114.03350,315.63$35,935.00200,000.00500,000.00392,220.27400,000.00265,000.00 Transactions Budget - YTD 13,510,290.0014,546,480.92$1,534,833.90 $13,510,290.00$15,030,910.58 Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00 YTD 4.757.61 $0.00$4.7519.0798.56 600.00445.00770.00407.40 3,519.084,444.982,529.261,841.982,998.67 Revenue 13,950.0011,941.39 105,885.97149,684.37$15,765.00122,779.73 $259,089.42$139,166.10 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00.00.00 4.757.61 $0.0082.5855.00$4.7519.0798.56 105.00407.40 2,720.001,505.372,529.261,841.982,998.67 17,467.7840,622.80$2,880.0041,016.7111,941.39 $58,173.16$54,463.47 Transactions Current Month .00.00.00.00.00.00.00.00.00 200.00 Budget $200.00 1,500.003,000.002,200.00 Amended 45,000.0019,000.0040,000.00 240,000.00500,000.00$51,700.00200,000.00500,000.00515,000.00400,000.00265,000.00 73 13,510,290.0014,550,000.00$1,674,000.00 $13,510,290.00$15,290,000.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00.00.00.00.00.00 200.00 Budget $200.00 Adopted 1,500.003,000.002,200.00 45,000.0019,000.0040,000.00 240,000.00500,000.00$51,700.00200,000.00500,000.00515,000.00400,000.00265,000.00 13,510,290.0014,550,000.00$1,674,000.00 $13,510,290.00$15,290,000.00 Account DescriptionREVENUEBeginning Fund BalanceProperty Tax - CurrentProperty Tax - DelinquentPmt in Lieu of TaxesHotel/Motel TaxBusiness LicenseRoW Utility LicenseOther LicenseTaxicab PermitsState GrantsGrantsState Liquor ProrationState Cigarette TaxState Revenue SharingState Marijuana Tax Distribution - HB 3400 Local Option TaxSale of DocumentsRoW Franchise RevenueRoW Franchise Revenue - Consumer CellularRoW Franchise Revenue - Dish WirelessRoW Franchise Revenue - Granite TelecommunicationsRoW Franchise Revenue - LS NetworksRoW Franchise Revenue - Mitel Cloud ServicesRoW Franchise Revenue - vCom QuantumShiftRoW Franchise Revenue - Gabb WirelessRoW Franchise Revenue - Qwest 000 - Revenue 001 - General Fund Department AccountFund3081311131123113313332113213321932203341335133623363336433673415 3226 32263226.0023226.0033226.0053226.0063226.0073226.0103226.0113226.012 Run by Karen AIC on 11/10/2025 01:42:12 PM .07 1.564.951.183.65 71.9660.6840.4316.8019.5625.9811.4642.82 330.45969.13232.45371.93803.65424.37123.11799.66188.66276.97364.68278.79112.88305.61142.04 6,014.339,784.102,780.277,442.657,143.17 89,343.1628,038.2548,000.92 Page 2 of 22 Prior Year Total ++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ Rec'd % Used/ .00.00.00.00.00.00.00.00.00.00 (.39)(.46)(.14) (5.85) (54.94)(42.08)(16.47)(15.30)(10.19)(37.90)(82.99)(22.29)(65.64) (171.79)(179.98)(144.08)(116.86)(397.91)(118.68)(175.95) (1,246.25)(2,053.88)(8,911.68)(1,719.13) (18,083.14)(12,407.36) Transactions Budget - YTD Fiscal Year to Date 10/31/25 .39.00.46.00.00.14.00.00.00.00.00.00.00 YTD 5.85 54.9442.0816.4715.3010.1937.9082.9922.2965.64 171.79179.98144.08116.86397.91118.68175.95 1,246.252,053.888,911.681,719.13 18,083.1412,407.36 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD Include Rollup Account and Rollup to Account Encumbrances .39.00.46.00.00.14.00.00.00.00.00.00.00 5.85 54.9442.0816.4715.3010.1937.9082.9922.2965.64 171.79179.98144.08116.86397.91118.68175.95 1,246.252,053.888,911.681,719.13 18,083.1412,407.36 Transactions Current Month .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 Budget Amended Revenue Budget Performance Report 74 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 Budget Amendments .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 Budget Adopted Account DescriptionREVENUERoW Franchise Revenue - CenturyLinkRoW Franchise Revenue - Level3RoW Franchise Revenue - WindstreamRoW Franchise Revenue - McLeod USARoW Franchise Revenue - RingCentralRoW Franchise Revenue - GreatCallRoW Franchise Revenue - Clear Rate CommunicationsRoW Franchise Revenue - Calpine EnergyRoW Franchise Revenue - Constellation New EnergyRoW Franchise Revenue - DataVision TelecomRoW Franchise Revenue - Spectrotel, Inc.RoW Franchise Revenue - MetTelRoW Franchise Revenue - Nextiva IncRoW Franchise Revenue - iWirelessRoW Franchise Revenue - MarconiRoW Franchise Revenue - OomaRoW Franchise Revenue - GC PivotalRoW Franchise Revenue - ComcastRoW Franchise Revenue - Zoom Voice CommRoW Franchise Revenue - 8X8 IncRoW Franchise Revenue - Patriot MobileRoW Franchise Revenue - Interface Security SystemsRoW Franchise Revenue - Mint MobileRoW Franchise Revenue - GreenFly NetworksRoW Franchise Revenue - ICIM CorporationRoW Franchise Revenue - BCN Telecom IncRoW Franchise Revenue - Simple VoIP LLCRoW Franchise Revenue - PlintronRoW Franchise Revenue - Momentum TelecomRoW Franchise Revenue - Star2Star CommunicationsRoW Franchise Revenue - Combined PCRoW Franchise Revenue - Garmin ServicesRoW Franchise Revenue - Liberty Mobile PRRoW Franchise Revenue - Prosper WirelessRoW Franchise Revenue - Charter FiberlinkRoW Franchise Revenue - Velocity 000 - Revenue 001 - General Fund Department AccountFund 3226 3226.0133226.0143226.0153226.0163226.0173226.0213226.0223226.0233226.0253226.0263226.0283226.0293226.0303226.0313226.0323226.0343226.0353226.0363226.0373226.0383226.0393226.0403226.0 413226.0423226.0433226.0443226.0453226.0473226.0483226.0493226.0503226.0513226.0523226.0533226.0543226.055 Run by Karen AIC on 11/10/2025 01:42:12 PM 5.704.10 25.9844.83$4.1076.43 576.62 (132.00) 5,519.00 40,262.8330,860.8259,139.1887,083.6141,692.18 978,719.14253,520.93391,352.63299,092.22582,010.51631,106.29102,365.55792,923.99 $237,033.48$881,102.73$916,022.98$834,616.17$834,616.17 $1,664,432.15$2,782,568.36 Page 3 of 22 Prior Year Total $20,114,989.56 00 132343333171 7%3% 250 20%36%18%40% +++++++++++++++++++++++++++++++++++++++++++++ Rec'd % Used/ .00.00.00.00.00.00.00 (.05) 85.85$0.00$0.00 (12.61)(12.99)($0.05) 40,000.0017,905.3120,304.58 975,000.00209,212.22286,373.08183,065.57399,607.92362,422.12 (30,000.00) $210,990.52$582,673.49$370,717.81 Transactions Budget - YTD $1,510,585.30$2,304,249.31 $32,787,131.85 Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00.05.00.00 YTD 12.6112.99$0.05$0.00$0.00 (85.85) 30,787.7883,626.9250,000.0049,695.42 $54,009.48138,734.43193,762.08162,577.88 (17,905.31) $114,414.70$332,496.51$500,920.69$244,282.19 Transactions $1,159,228.15 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00.00.05.00.00 12.6112.99$0.0517.42$0.00$0.00 30,787.7883,626.9234,108.7855,191.0637,535.9850,000.0021,556.46 (1,091.48) $54,009.48$89,299.84 $114,414.70$257,724.02$108,018.43$481,263.83 Transactions Current Month .00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00 Budget Amended 40,000.0020,000.0070,000.00 Revenue Budget Performance Report 975,000.00240,000.00370,000.00321,800.00593,370.00525,000.00 $265,000.00$915,170.00$615,000.00 75 $1,625,000.00$2,805,170.00 $33,946,360.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00 Budget Adopted 40,000.0020,000.0070,000.00 975,000.00240,000.00370,000.00321,800.00593,370.00525,000.00 $265,000.00$915,170.00$615,000.00 $1,625,000.00$2,805,170.00 $33,946,360.00 TotalsTotalsTotalsTotalsTotals 3226 - 3228 - 3243 - 3692 - 3971 - REVENUE TOTALS Account DescriptionREVENUERoW Franchise Revenue - SangomaRoW Franchise Revenue - TroomiRoW Franchise Revenue - BT AmericasPGE Franchise FeesNW Natural Franchise FeesRepublic Services Franchise FeesWave Broadband Franchise FeesWave PEG FeesGeneral Right of Way - WaterGeneral Right of Way - SewerInterest from InvestmentsInterest From Interfund LoansInterfund Loan RepaymentChange in Fair Value of InvestmentsFacilities RentSale of Surplus PropertyCopies--OtherCash Long and ShortOther Miscellaneous IncomeTransfer from American Rescue Plan FundTransfer from GO Debt Service Fund 000 - Revenue 001 - General Fund Department AccountFund 3226 3226.0563226.0573226.058 3228 3228.0033228.0043228.0063228.0073228.500 3243 3243.4703243.472361136123613361736253691 3692 3692.10136983699 3971 3971.1363971.250 Run by Karen AIC on 11/10/2025 01:42:12 PM .00 (90.00) 22,484.0026,933.5337,770.0023,809.7584,110.9816,379.9627,946.00 $22,484.00410,004.57134,000.00$37,770.00253,681.78$16,379.96 $436,938.10$459,422.10$459,422.10$134,000.00$171,770.00$171,770.00$253,681.78$107,920.73$107,920.73 Page 4 of 22 Prior Year Total $20,114,989.56 00 -3 512423134057252748 3%0% 51%23%24%24%13%11%11%10%29%29%27% Rec'd % Used/ 515.00 7,422.006,407.91 $7,422.0018,792.5220,000.0018,032.0089,000.0078,750.0013,179.7910,400.00 403,193.69122,000.00$20,000.00$85,157.91$85,157.91$13,179.79 $421,986.21$429,408.21$429,408.21$122,000.00$142,000.00$142,000.00$107,032.00 Transactions Budget - YTD $32,787,131.85 Fiscal Year to Date 10/31/25 .00.00 YTD $0.00 (15.00) 7,728.005,957.488,592.094,820.219,600.00 $7,728.0018,000.0011,968.0026,250.00$4,820.21 121,806.31$18,000.00$18,000.00$18,000.00$11,968.00$34,842.09$34,842.09 $127,763.79$135,491.79$135,491.79 Transactions $1,159,228.15 .00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 3,360.001,824.451,994.201,338.002,700.00 $3,360.0036,225.7226,250.00$1,338.00 $38,050.17$41,410.17$41,410.17$28,244.20$28,244.20 $481,263.83 Transactions Current Month 500.00 Budget Amended 15,150.0024,750.0020,000.0030,000.0089,000.0015,000.0018,000.0020,000.00 Revenue Budget Performance Report $15,150.00525,000.00140,000.00$20,000.00105,000.00$18,000.00 $549,750.00$564,900.00$564,900.00$140,000.00$160,000.00$160,000.00$119,000.00$120,000.00$120,000.00 76 $33,946,360.00 .00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments 500.00 Budget Adopted 15,150.0024,750.0020,000.0030,000.0089,000.0015,000.0018,000.0020,000.00 $15,150.00525,000.00140,000.00$20,000.00105,000.00$18,000.00 $549,750.00$564,900.00$564,900.00$140,000.00$160,000.00$160,000.00$119,000.00$120,000.00$120,000.00 $33,946,360.00 TotalsTotals Totals Totals Totals 3421 - 3531 - REVENUE TOTALSREVENUE TOTALS 000 - Revenue 101 - Administration Department 125 - Economic Development Department Department Account DescriptionREVENUELien Search RevenueCourt Fines from Other JurisdictionsCourt FinesREVENUEGrantsOther Miscellaneous IncomeREVENUEFederal Grants IndirectState GrantsPolice ReimbursementsReimb ursements School DistrictPolice Training SurchargeTowing FeeAlarm Fee 101 - Administration125 - Economic Development211 - Police 001 - General Fund DepartmentDepartmentDepartment AccountFund3416353035313351369933333341 3421 34213421.001 3531 3531.10135323533 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00 164.91135.00637.00745.00916.84 6,000.009,800.009,500.005,278.003,624.004,620.251,991.003,500.00 33,128.7985,438.4053,166.0625,622.2511,139.9037,381.00 $44,235.96$58,428.79108,453.81$16,021.90$38,297.84 $464,267.26$464,267.26$113,896.72$166,217.71 Page 5 of 22 Prior Year Total 00709000 102714234615234799 6% 117 37%22%22%34%24%30%97% ++++++++++++ Rec'd % Used/ .00.00 850.00344.13 (500.00)(130.00) 2,500.003,155.005,280.004,671.004,068.252,500.004,000.002,500.001,065.001,500.00 $5,655.0081,881.1930,425.1549,651.2718,105.5011,549.75$1,844.13 $24,094.79$76,994.79$18,484.75 (10,166.40) $221,939.70$221,939.70$100,681.92 Transactions Budget - YTD Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00.00 YTD 345.00769.00150.00130.00935.00 $345.00 1,211.753,628.731,694.503,450.253,500.00 10,166.4030,048.8125,674.85$8,015.2564,655.87 $14,405.21$61,560.30$61,560.30$40,215.21$30,998.08$64,655.87 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 5.00 $0.00$0.00 595.00 $595.00 (175.00) ($175.00) $4,038.0028,028.27 $32,282.20$32,282.20$28,028.27 Transactions Current Month .00.00.00.00 Budget 2,500.003,500.005,280.005,440.005,280.002,500.001,000.004,000.002,500.003,000.002,000.001,500.00 Amended $6,000.0056,100.0053,280.0019,800.0015,000.0065,000.00 Revenue Budget Performance Report $38,500.00111,930.00$26,500.00$66,500.00 $283,500.00$283,500.00$117,210.00$131,680.00 77 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00 Budget Adopted 2,500.003,500.005,280.005,440.005,280.002,500.001,000.004,000.002,500.003,000.002,000.001,500.00 $6,000.0056,100.0053,280.0019,800.0015,000.0065,000.00 $38,500.00111,930.00$26,500.00$66,500.00 $283,500.00$283,500.00$117,210.00$131,680.00 TotalsTotalsTotals Totals 3471 - 3473 - 3474 - REVENUE TOTALS 211 - Police Department Account DescriptionREVENUEDonations-PoliceSale of Surplus PropertyGain/Loss on SaleOther Miscellaneous IncomeREVENUEGrantsRegional Library ServicesReady to Read GrantResale of MerchandiseConcession SalesPool AdmissionsPool MembershipsPool RentalsSwimming LessonsRural Readers' FeesYouth SportsAdult SportsYouth ProgramRecreation - Sponsorship RevenueArts & CultureActive AdultEvent Admission & Vendor FeesFiesta Event Admissions & Vendor Fees 211 - Police411 - Community Services 001 - General Fund DepartmentDepartment AccountFund367336913694369933513365336634173418 3471 3471.1013471.1023471.1033471.1043472 3473 3473.1013473.1023473.1033473.1063473.1103473.111 3474 34743474.099 Run by Karen AIC on 11/10/2025 01:42:12 PM .00 50.0030.0024.9596.91 240.06$80.00250.00 (18.09) $240.06$103.77 3,232.136,771.57 16,952.3840,858.0017,120.0078,099.96$7,021.57 134,988.26141,482.88277,830.50 $151,940.64$421,715.34$105,657.43$641,509.55$641,509.55$419,313.38$419,313.38 Page 6 of 22 Prior Year Total 80 47325233392388 204 42%50%32%41%38%44%44%54%54% +++++++++++++++++++++++++++ Rec'd % Used/ .00 52.50 (9.55)(7.25) 236.70$35.70 $236.70 (220.30)(557.71)(570.00) 8,617.621,000.003,668.05 ($220.30) 11,000.0050,773.8156,706.68$4,098.0523,330.02 $61,773.81$68,680.04172,811.24 (13,335.00) $179,038.86$324,950.39$324,950.39$196,141.26$196,141.26 Transactions Budget - YTD Fiscal Year to Date 10/31/25 .00.00 YTD 9.557.25 113.30220.30557.71570.00 (52.50) $113.30$220.30 ($35.70) 1,000.009,382.382,331.95 44,226.1926,205.0028,353.32$2,901.9552,188.76 $45,226.19$41,379.96176,669.98 $177,231.14$258,939.61$258,939.61$228,858.74$228,858.74 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00.00.00 27.80$0.00$0.00 $27.80172.88548.70 $548.70 1,000.002,704.447,088.338,497.15 17,000.0035,610.00 $18,000.00$18,425.00$10,514.35$56,995.42$56,995.42$44,107.15$44,107.15 Transactions Current Month .00.00.00.00.00.00.00 $0.00$0.00 350.00 Budget $350.00 1,000.006,000.00 Amended 12,000.0095,000.0012,870.0018,000.0085,060.00$7,000.00 Revenue Budget Performance Report 225,000.00200,000.00 $107,000.00$356,270.00$110,060.00$583,890.00$583,890.00$425,000.00$425,000.00 78 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00.00.00.00 $0.00$0.00 350.00 Budget $350.00 Adopted 1,000.006,000.00 12,000.0095,000.0012,870.0018,000.0085,060.00$7,000.00 225,000.00200,000.00 $107,000.00$356,270.00$110,060.00$583,890.00$583,890.00$425,000.00$425,000.00 TotalsTotalsTotalsTotals Totals 3476 - 3672 - 3698 - 3699 - REVENUE TOTALSREVENUE TOTALS 411 - Community Services Department Account DescriptionREVENUEEvent SponsorshipsFiesta Event SponsorshipsRental IncomeLibrary FinesFacilities RentInternal Rent RevenueDonations-LibraryDonations-Library - Music in the ParkLost Book RevenueLibraryAquaticsRecreation Other Miscellaneous IncomeLibraryRecreation REVENUET&E Planning Develop FeePlanning Fees 411 - Community Services511 - Planning 001 - General Fund DepartmentDepartment AccountFund 3476 34763476.0993491353636253651 3672 36723672.0013695 3698 3698.1023698.1033698.104 3699 36993699.1023699.10434513456 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00.00 $0.00 450.00 $450.00 4,314.775,696.437,200.00 70,762.6291,792.7986,653.0026,434.0035,473.73 197,778.37$91,792.79202,655.00611,514.00300,000.00 $419,313.38$268,990.99$360,783.78$360,783.78$315,742.00$927,256.00$352,684.93 Page 7 of 22 Prior Year Total $22,632,055.63 0000000 6652305617 0%0%0% 54%59%30%42%42%58% +++++++++++++++ Rec'd % Used/ .00 (600.00) 1,409.007,439.60 ($600.00) 13,572.5623,897.7684,033.2162,300.0058,700.0013,135.23 (5,450.00) $36,870.32$84,033.21187,150.00244,770.00$16,533.83 $196,141.26$120,903.53$120,903.53$308,150.00 Transactions 1,143,580.001,824,150.001,035,490.00 Budget - YTD $1,143,580.00$3,412,560.00 $34,222,474.94 Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00 600.00 $600.00 1,560.405,450.00 26,427.4426,102.2435,966.7916,864.77 (1,409.00) $53,129.68$35,966.79$89,096.47$89,096.47$22,466.17 $228,858.74 Transactions $1,951,175.06 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00.00 1.00 $0.00$0.00 282.00 (120.09) 6,625.444,249.856,514.604,362.225,450.00 $6,514.6050,621.00$9,974.13 $44,107.15$10,875.29$17,389.89$17,389.89$50,622.00$50,622.00 $673,448.66 Transactions Current Month .00.00.00.00 $0.00 Budget 9,000.00 Amended 40,000.0050,000.0062,300.0058,700.0030,000.00 Revenue Budget Performance Report $90,000.00120,000.00187,150.00244,770.00$39,000.00 $425,000.00$120,000.00$210,000.00$210,000.00$308,150.00 79 1,143,580.001,824,150.001,035,490.00 $1,143,580.00$3,412,560.00 $36,173,650.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00 $0.00 Budget Adopted 9,000.00 40,000.0050,000.0062,300.0058,700.0030,000.00 $90,000.00120,000.00187,150.00244,770.00$39,000.00 $425,000.00$120,000.00$210,000.00$210,000.00$308,150.00 1,143,580.001,824,150.001,035,490.00 $1,143,580.00$3,412,560.00 $36,173,650.00 TotalsTotals Totals Totals Totals 3221 - 3333 - REVENUE TOTALS 511 - Planning 651 - Engineering 001 - General Fund Fund Department Department Account DescriptionREVENUEDemo PermitsR/W Construction PermitsT&E Planning Develop FeeEngineering Internal Project WO RevenueREVENUEBeginning Fund BalanceFederal Grants5310 Discretionary Ops5311 Formula OperationVeh Prev MaintState GrantsStatewide TransitInterest from InvestmentsChange in Fair Value of InvestmentsDonations-TransitDeveloper ContributionsSale of Surplus Property 651 - Engineering000 - Revenue 001 - General Fund110 - Transit Fund DepartmentDepartment AccountFund 3221 3221.111322434513656Fund30813332 3333 3333.6013333.6033333.6053341334536113617367636783691 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00 $0.00 450.00 27,931.0047,760.8951,530.94 150,000.00186,000.00877,095.75145,895.26649,160.05109,605.25122,650.61392,023.96 $336,000.00$336,000.00 1,146,261.06 $1,615,940.93$1,615,940.93$1,615,940.93$1,857,898.20$1,857,898.20$1,268,911.67$1,268,911.67 Page 8 of 22 Prior Year Total 00 3324212421132430232252 2%2%0% 33%33%23%23%23%23% ++++++ Rec'd % Used/ .00 1,400.001,000.00 51,923.9048,848.8511,354.64 100,000.00986,754.47150,032.90840,513.53316,359.29147,603.11118,964.43 $100,000.00$100,000.00 Transactions 8,435,760.001,236,373.47 Budget - YTD $4,672,673.83$4,672,673.83$4,672,673.83$8,435,760.00$2,395,832.94$2,395,832.94$1,384,976.58$1,384,976.58 Fiscal Year to Date 10/31/25 .00.00.00 YTD $0.00 600.00 8,076.10 50,000.0039,967.1083,640.7115,151.1542,396.89 $50,000.00$50,000.00$72,466.17$72,466.17$72,466.17313,245.53259,486.47363,626.53131,035.57 (11,354.64) $720,167.06$720,167.06$406,023.42$406,023.42 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00 $0.00 (939.88) 7,286.009,813.251,064.801,992.206,743.94 12,500.0048,913.3239,720.4347,812.6635,926.91 $12,500.00$12,500.00$73,096.13$73,096.13$73,096.13$54,556.60$54,556.60 $108,790.00$108,790.00 Transactions Current Month .00.00 Budget 2,000.001,000.00 Amended 60,000.0064,000.00 Revenue Budget Performance Report 150,000.00190,000.00400,000.00190,000.00250,000.00 $150,000.00$150,000.00 80 8,435,760.001,300,000.001,100,000.001,600,000.00 $4,745,140.00$4,745,140.00$4,745,140.00$8,435,760.00$3,116,000.00$3,116,000.00$1,791,000.00$1,791,000.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 Budget Adopted 2,000.001,000.00 60,000.0064,000.00 150,000.00190,000.00400,000.00190,000.00250,000.00 $150,000.00$150,000.00 8,435,760.001,300,000.001,100,000.001,600,000.00 $4,745,140.00$4,745,140.00$4,745,140.00$8,435,760.00$3,116,000.00$3,116,000.00$1,791,000.00$1,791,000.00 TotalsTotalsTotals Totals Totals 3971 - 3221 - 3891 - REVENUE TOTALS 000 - Revenue 110 - Transit Fund Fund Department Account DescriptionREVENUETransfer From General FundTransfer from American Rescue Plan FundREVENUEBeginning Fund BalanceBuilding PermitsMechanical PermitsPlan Check FeesFire Check FeesPlan Check--MechanicalCET Administrative FeeDemo PermitsConstruction Excise TaxState SurchargeState Manufactured Home FeeInterest from InvestmentsChange in Fair Value of Investments 000 - Revenue000 - Revenue 110 - Transit Fund123 - Building Inspection Fund DepartmentDepartment AccountFund 3971 3971.0013971.136Fund3081 3221 3221.1013221.1023221.1053221.1063221.1093221.1103221.111 3891 38913891.1593891.25936113617 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00.00.00 28.00$0.00$0.00 184.37 1,383.89 $1,568.26$1,568.26$1,568.26$1,568.2649,867.44 $49,867.44$49,867.44166,479.36 $443,582.90$166,479.36 $3,570,392.77$3,570,392.77$3,570,392.77 Page 9 of 22 Prior Year Total 4000 4476 9%9%0%1%1%0% 48%22%76%76% ++++++++++++ Rec'd % Used/ .00 40.28$0.00 965.00567.94 (23.00) 1,000.00 32,350.00$1,585.2275,800.0010,609.35 $32,350.00$33,935.22$33,935.22$33,935.22$75,800.00$10,609.35$10,609.35 $131,284.07 Transactions Budget - YTD $12,347,853.59$12,347,853.59$12,347,853.59 Fiscal Year to Date 10/31/25 .00.00.00.00 YTD 35.00$0.0023.00$0.00$0.00 452.06 (40.28) $434.78$434.78$434.78$434.78 34,390.65 $34,390.65$34,390.65 $119,715.93 Transactions $1,245,906.41$1,245,906.41$1,245,906.41 .00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00 (3.20) 122.39 $119.19$119.19$119.19$119.19 $34,987.03 $198,333.63$198,333.63$198,333.63 Transactions Current Month .00.00.00 $0.00 Budget 1,000.001,020.001,000.00 Amended 32,350.00$2,020.0075,800.0045,000.00 Revenue Budget Performance Report $32,350.00$34,370.00$34,370.00$34,370.00$75,800.00$45,000.00$45,000.00 $251,000.00 81 $13,593,760.00$13,593,760.00$13,593,760.00 .00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00 $0.00 Budget Adopted 1,000.001,020.001,000.00 32,350.00$2,020.0075,800.0045,000.00 $32,350.00$34,370.00$34,370.00$34,370.00$75,800.00$45,000.00$45,000.00 $251,000.00 $13,593,760.00$13,593,760.00$13,593,760.00 TotalsTotals Totals Totals Totals Totals 3699 - 3971 - REVENUE TOTALSREVENUE TOTALS 000 - Revenue000 - Revenue 132 - Asset Forfeiture DepartmentDepartment Fund 123 - Building Inspection Fund Fund Account DescriptionREVENUEOther Miscellaneous IncomeREVENUEBeginning Fund BalanceInterest from InvestmentsChange in Fair Value of InvestmentsSale of Confiscated PropOther Miscellaneous IncomeREVENUEBeginning Fund BalanceNational Opioid SettlementTransfer From General Fund 000 - Revenue000 - Revenue000 - Revenue 123 - Building Inspection Fund132 - Asset Forfeiture133 - National Opioid Settlement Fund DepartmentDepartmentDepartment AccountFund3699Fund30813611361736933699Fund3081 3699 3699.108 3971 3971.001 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00 $0.00$0.00 308.35268.00 $268.00 2,667.69 $2,976.0420,028.93 $20,028.93$20,028.93$23,004.97$23,004.97$23,004.97116,132.96353,039.00 $166,479.36$216,346.80$216,346.80$216,346.80$116,132.96 Prior Year Total Page 10 of 22 00000 4235 0%0%0%1%1%0%0% 28%28%38%35% ++++++ Rec'd % Used/ $0.0082.35 100.00 $100.00 1,256.86 65,360.00$1,339.2110,000.0071,656.02 $86,409.35$86,409.35$86,409.35$65,360.00$10,000.00$10,000.00$76,699.21$76,699.21$76,699.21$71,656.02300,000.00 Transactions 7,826,070.00 Budget - YTD $7,826,070.00 Fiscal Year to Date 10/31/25 .00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00 913.14 (82.35) $830.79$830.79$830.79$830.79 38,343.98 $34,390.65$34,390.65$34,390.65$38,343.98 Transactions .00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 (6.46) 245.68 $239.22$239.22$239.22$239.22 13,581.83 $13,581.83 Transactions Current Month .00 $0.00 100.00 Budget $100.00 2,170.00 Amended 65,360.00$2,170.0010,000.00 Revenue Budget Performance Report $65,360.00$10,000.00$10,000.00$77,530.00$77,530.00$77,530.00110,000.00300,000.00 $120,800.00$120,800.00$120,800.00$110,000.00 82 7,826,070.00 $7,826,070.00 .00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 $0.00 100.00 Budget $100.00 Adopted 2,170.00 65,360.00$2,170.0010,000.00 $65,360.00$10,000.00$10,000.00$77,530.00$77,530.00$77,530.00110,000.00300,000.00 $120,800.00$120,800.00$120,800.00$110,000.00 7,826,070.00 $7,826,070.00 Totals Totals Totals Totals Totals 3824 - REVENUE TOTALSREVENUE TOTALS 000 - Revenue000 - Revenue 137 - Housing Rehab Fund DepartmentDepartment Fund 133 - National Opioid Settlement Fund Account DescriptionREVENUEREVENUEBeginning Fund BalanceInterest from InvestmentsChange in Fair Value of InvestmentsLoan Payback 2010REVENUEBeginning Fund BalanceCity Gas TaxCurb Cuts and BoresDoT Fund Exchange 000 - Revenue000 - Revenue000 - Revenue Fund 133 - National Opioid Settlement Fund137 - Housing Rehab Fund140 - Street Fund DepartmentDepartmentDepartment AccountFundFund308136113617 3824 3824.010Fund308131713223 3333 3333.001 Run by Karen AIC on 11/10/2025 01:42:12 PM .00 $0.00 316.23 2,096.29 44,947.1696,723.0570,520.00 419,208.20169,013.97337,393.39120,000.00213,790.98$70,836.23265,249.97 $353,039.00$588,222.17$481,159.89$120,000.00$120,000.00$213,790.98 2,358,115.75 $2,711,154.75$4,016,937.77$4,016,937.77$4,016,937.77 Prior Year Total Page 11 of 22 000 291243393311 0%4%7%7%0%0% 170 25%39%33%33% ++++++++++++ Rec'd % Used/ .00 (700.49) 10,599.5445,874.0260,000.00 369,200.00147,474.81156,102.35$60,000.00$60,000.00385,000.00700,000.00631,659.08 (19,520.00) $300,000.00$516,674.81$211,875.42$385,000.00$700,000.00 Transactions ($19,520.00) 1,498,575.48 Budget - YTD $1,798,575.48 $10,484,951.73$10,484,951.73$10,484,951.73 Fiscal Year to Date 10/31/25 .00.00.00.00 YTD $0.00$0.00$0.00 1,700.49 20,525.1929,125.9830,000.0019,520.0078,020.92 602,224.52$20,525.19115,897.65$30,000.00$30,000.00$19,520.00 (10,599.54) $602,224.52$136,124.58$827,218.27$827,218.27$827,218.27 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00 $0.00$0.00$0.00 (819.64) 7,500.00 20,525.1931,312.42$7,500.00$7,500.0045,736.55 233,794.08$20,525.19$30,492.78121,610.98 $233,794.08$305,893.88$305,893.88$305,893.88$121,610.98 Transactions Current Month .00.00.00 $0.00 Budget 1,000.00 Amended 75,000.0090,000.00 Revenue Budget Performance Report 369,200.00168,000.00272,000.00$90,000.00$90,000.00385,000.00700,000.00709,680.00 $300,000.00$537,200.00$348,000.00$385,000.00$700,000.00 83 2,100,800.00 $2,400,800.00 $11,312,170.00$11,312,170.00$11,312,170.00 .00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00 $0.00 Budget Adopted 1,000.00 75,000.0090,000.00 369,200.00168,000.00272,000.00$90,000.00$90,000.00385,000.00700,000.00709,680.00 $300,000.00$537,200.00$348,000.00$385,000.00$700,000.00 2,100,800.00 $2,400,800.00 $11,312,170.00$11,312,170.00$11,312,170.00 TotalsTotals Totals Totals 3333 - 3971 - REVENUE TOTALS 000 - Revenue 140 - Street Fund Fund Department Account DescriptionREVENUEState Gas TaxPrivilege Tax, PGEPrivilege Tax, NW NaturalInterest from InvestmentsChange in Fair Value of InvestmentsGarage WO RevenueOther Miscellaneous IncomeTransfer From SewerREVENUEBeginning Fund BalanceState GrantsDonations-ParksOther Miscellaneous IncomeTransfer From General Fund 000 - Revenue000 - Revenue 140 - Street Fund358 - General Cap Const Fund DepartmentDepartment AccountFund3361314131423611361736543699 3971 3971.472Fund3081334136713699 3971 3971.001 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00.00.00.00.00 $0.00 6,500.00 15,253.17$6,500.00 352,230.28455,000.00202,865.78494,144.91 $494,144.91 1,000,000.00 $1,290,599.20$1,290,599.20$1,575,226.41$1,575,226.41$1,575,226.41$1,000,000.00$1,000,000.00$1,500,644.91$1,500,644.91$1,500,644.91 Prior Year Total Page 12 of 22 04030 65215884 0%3%0%0%2%2% 21%21%16%16% +++++++++++++++ Rec'd % Used/ .00.00.00.00 $0.00 8,899.24 16,050.0024,949.2232,979.22 191,117.16 Transactions 1,620,143.041,000,000.005,000,000.00 Budget - YTD $2,525,796.96$2,525,796.96$3,591,276.96$3,591,276.96$3,591,276.96$1,000,000.0013,964,939.41$5,000,000.00$5,000,000.00 $13,964,939.41$19,964,939.41$19,964,939.41$19,964,939.41 Fiscal Year to Date 10/31/25 .00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00 8,882.84 46,100.7846,100.7846,100.76 442,256.96435,060.59 $667,463.04$667,463.04$686,983.04$686,983.04$686,983.04$435,060.59$435,060.59$435,060.59$435,060.59 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00 610.15 45,736.5545,736.5545,736.53 221,182.78435,060.59 $404,739.11$404,739.11$526,350.09$526,350.09$526,350.09$435,060.59$435,060.59$435,060.59$435,060.59 Transactions Current Month .00.00.00.00 $0.00 Budget Amended 16,050.0071,050.0079,080.0055,000.00 Revenue Budget Performance Report 200,000.00 84 2,062,400.001,000,000.005,000,000.00 $3,193,260.00$3,193,260.00$4,278,260.00$4,278,260.00$4,278,260.00$1,000,000.0014,400,000.00$5,000,000.00$5,000,000.00 $14,400,000.00$20,400,000.00$20,400,000.00$20,400,000.00 .00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00.00 $0.00 Budget Adopted 16,050.0071,050.0079,080.0055,000.00 200,000.00 2,062,400.001,000,000.005,000,000.00 $3,193,260.00$3,193,260.00$4,278,260.00$4,278,260.00$4,278,260.00$1,000,000.0014,400,000.00$5,000,000.00$5,000,000.00 $14,400,000.00$20,400,000.00$20,400,000.00$20,400,000.00 TotalsTotals Totals Totals Totals Totals 3971 - 3971 - REVENUE TOTALSREVENUE TOTALS 000 - Revenue000 - Revenue DepartmentDepartment 358 - General Cap Const Fund Fund 359 - Community Center Cap Const Fund Account DescriptionREVENUETransfer From TransitTransfer From BuildingTransfer from American Rescue Plan FundTransfer From StreetTransfer From Parks SDCTransfer From Street SDCTransfer From WaterTransfer From SewerREVENUEBeginning Fund BalanceState GrantsOther Miscellaneous IncomeTransfer From General FundTransfer From Parks SDC 000 - Revenue000 - Revenue Fund 358 - General Cap Const Fund359 - Community Center Cap Const Fund DepartmentDepartment AccountFund 3971 3971.1103971.1233971.1363971.1403971.3643971.3763971.4703971.472Fund308133413699 3971 3971.0013971.364 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00.00.00 $0.00$0.00 277.54 2,086.532,400.001,539.96 $4,764.07$4,764.07$4,764.07$4,764.0792,644.8111,536.3946,310.33 158,941.94239,367.60216,075.59 $158,941.94$343,548.80$263,925.88$263,925.88$766,416.62$766,416.62$766,416.62 Prior Year Total Page 13 of 22 0001110 68356567 0%3%3%0%1%1%7%7% 127 41%63% ++++++ Rec'd 127% % Used/ 62.15 325.98200.00 1,500.002,679.33 49,340.00$2,088.1317,111.6516,725.0019,803.83 $49,340.00$51,428.13$51,428.13$51,428.13$36,515.98 Transactions (150,000.00) 1,830,460.001,060,933.234,872,117.272,750,000.00 Budget - YTD ($150,000.00) $1,830,460.00$8,702,854.33$8,702,854.33 $10,419,830.31$10,419,830.31$10,419,830.31 Fiscal Year to Date 10/31/25 .00.00.00.00 YTD $0.00$0.00 704.02800.00196.17 (62.15) 9,066.77 $1,441.87$1,441.87$1,441.87$1,441.8731,448.3533,275.0047,882.73 (2,679.33) 700,000.00$62,044.02$57,145.67$57,145.67 $700,000.00$819,189.69$819,189.69$819,189.69 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00 $0.00$0.00$0.0073.71 (5.00) 191.66200.00737.12 $386.66$386.66$386.66$386.66 (220.31) 9,481.96 33,275.0041,961.92 $42,536.65$42,772.75$42,772.75$85,309.40$85,309.40$85,309.40 Transactions Current Month .00.00 200.00 Budget 1,030.002,300.00 Amended 49,340.00$3,530.0048,560.0050,000.0020,000.00 Revenue Budget Performance Report $49,340.00$52,870.00$52,870.00$52,870.00550,000.00$98,560.00 $550,000.00 85 1,830,460.001,070,000.004,920,000.002,750,000.00 $1,830,460.00$8,760,000.00$8,760,000.00 $11,239,020.00$11,239,020.00$11,239,020.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 200.00 Budget Adopted 1,030.002,300.00 49,340.00$3,530.0048,560.0050,000.0020,000.00 $49,340.00$52,870.00$52,870.00$52,870.00550,000.00$98,560.00 $550,000.00 1,830,460.001,070,000.004,920,000.002,750,000.00 $1,830,460.00$8,760,000.00$8,760,000.00 $11,239,020.00$11,239,020.00$11,239,020.00 Totals Totals Totals Totals Totals 3971 - REVENUE TOTALSREVENUE TOTALS 000 - Revenue000 - Revenue DepartmentDepartment 360 - Special Assessment Fund 363 - Street & Storm Cap Const Fund Fund Account DescriptionREVENUEBeginning Fund BalanceInterest from InvestmentsSpecial Assessment-IntereChange in Fair Value of InvestmentsSpecial Assessment PrinciREVENUEBeginning Fund BalanceState GrantsInterest from InvestmentsChange in Fair Value of InvestmentsDeveloper ContributionsTransfer From StreetTransfer From Street SDCTransfer From Storm SDCTransfer from Urban Renewal 000 - Revenue000 - Revenue Fund 360 - Special Assessment Fund363 - Street & Storm Cap Const Fund DepartmentDepartment AccountFund30813611361436173681Fund30813341361136173678 3971 3971.1403971.3763971.3773971.720 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00.00 $0.00$0.00 43,675.25 362,830.97823,554.78102,927.52 $406,506.22$926,482.30 2,047,898.003,060,835.57 $2,047,898.00$2,047,898.00$2,454,404.22$2,454,404.22$2,454,404.22$3,060,835.57$3,060,835.57$3,987,317.87$3,987,317.87$3,987,317.87 Prior Year Total Page 14 of 22 000 17492551 0%7%7%0%5%5% 17%17%45%25%25%46% ++++++ Rec'd % Used/ 11,296.4325,318.93 129,051.55281,260.09815,050.00 $140,347.98$306,579.02 Transactions 8,758,590.003,822,087.503,152,861.76 Budget - YTD $8,758,590.00$3,822,087.50$3,822,087.5020,607,450.00$3,152,861.76$3,152,861.76 $12,721,025.48$12,721,025.48$12,721,025.48$20,607,450.00$24,066,890.78$24,066,890.78$24,066,890.78 Fiscal Year to Date 10/31/25 .00.00.00 YTD $0.00$0.00 772,712.50126,238.45291,069.91 (11,296.43)(25,318.93) $772,712.50$772,712.50$114,942.02$887,654.52$887,654.52$887,654.52$265,750.98 Transactions 1,039,938.24 $1,039,938.24$1,039,938.24$1,305,689.22$1,305,689.22$1,305,689.22 .00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00 $0.00$0.00 (889.66) 34,887.5780,660.91 (2,075.78) 490,232.50$33,997.91118,796.00$78,585.13 $490,232.50$490,232.50$524,230.41$524,230.41$524,230.41$118,796.00$118,796.00$197,381.13$197,381.13$197,381.13 Transactions Current Month .00.00 Budget Amended Revenue Budget Performance Report 255,290.00572,330.00815,050.00 $255,290.00$572,330.00 86 8,758,590.004,594,800.004,192,800.00 $8,758,590.00$4,594,800.00$4,594,800.0020,607,450.00$4,192,800.00$4,192,800.00 $13,608,680.00$13,608,680.00$13,608,680.00$20,607,450.00$25,372,580.00$25,372,580.00$25,372,580.00 .00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 Budget Adopted 255,290.00572,330.00815,050.00 $255,290.00$572,330.00 8,758,590.004,594,800.004,192,800.00 $8,758,590.00$4,594,800.00$4,594,800.0020,607,450.00$4,192,800.00$4,192,800.00 $13,608,680.00$13,608,680.00$13,608,680.00$20,607,450.00$25,372,580.00$25,372,580.00$25,372,580.00 TotalsTotals Totals Totals Totals Totals 3458 - 3458 - REVENUE TOTALSREVENUE TOTALS 000 - Revenue000 - Revenue 364 - Parks SDC Fund DepartmentDepartment Fund 376 - Transportation SDC Fund Fund Account DescriptionREVENUEBeginning Fund BalancePark's SDC'sInterest from InvestmentsChange in Fair Value of InvestmentsREVENUEBeginning Fund BalanceTransportation Impact FeesInterest from InvestmentsChange in Fair Value of InvestmentsREVENUEBeginning Fund Balance 000 - Revenue000 - Revenue000 - Revenue 364 - Parks SDC Fund376 - Transportation SDC Fund377 - Storm SDC Fund DepartmentDepartmentDepartment AccountFund3081 3458 3458.50136113617Fund3081 3458 3458.10136113617Fund3081 Run by Karen AIC on 11/10/2025 01:42:12 PM .00 $0.00$0.00 939.15 6,096.11 77,235.7144,105.6042,153.95 $77,235.71$77,235.71$50,201.71254,135.95288,212.89249,783.39 $127,437.42$127,437.42$127,437.42$584,502.79$584,502.79$584,502.79$584,502.79$584,502.79$250,722.54 Prior Year Total Page 15 of 22 241000 4237 0%7%7%2%2%2%2%0%0% 42%42%34% +++ Rec'd % Used/ 1,209.87 76,555.8523,271.6378,048.58 $76,555.85$76,555.85$24,481.50714,640.00 $815,050.00$916,087.35$916,087.35$916,087.35$714,640.00 Transactions 1,910,171.583,900,312.953,252,202.791,792,588.12 Budget - YTD $5,888,533.11$5,888,533.11$5,888,533.11$5,888,533.11$5,888,533.11$5,044,790.91 Fiscal Year to Date 10/31/25 .00 YTD $0.00$0.00 1,951.421,797.213,411.88 55,444.1513,858.3789,828.4229,687.05$5,209.09 (1,209.87) $55,444.15$55,444.15$12,648.50$68,092.65$68,092.65$68,092.65 $121,466.89$121,466.89$121,466.89$121,466.89$121,466.89 Transactions .00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00 $0.00$0.00 471.76541.78 (98.87) 3,434.923,859.451,676.40 $3,434.92$3,434.92$3,760.58$7,195.50$7,195.50$7,195.5089,640.6429,205.31$1,013.54 $120,522.35$120,522.35$120,522.35$120,522.35$120,522.35 Transactions Current Month .00 Budget Amended 37,130.0080,000.00 Revenue Budget Performance Report 132,000.00$37,130.00714,640.00 $815,050.00$132,000.00$132,000.00$984,180.00$984,180.00$984,180.00$714,640.00 87 2,000,000.003,930,000.003,254,000.001,796,000.00 $6,010,000.00$6,010,000.00$6,010,000.00$6,010,000.00$6,010,000.00$5,050,000.00 .00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 Budget Adopted 37,130.0080,000.00 132,000.00$37,130.00714,640.00 $815,050.00$132,000.00$132,000.00$984,180.00$984,180.00$984,180.00$714,640.00 2,000,000.003,930,000.003,254,000.001,796,000.00 $6,010,000.00$6,010,000.00$6,010,000.00$6,010,000.00$6,010,000.00$5,050,000.00 TotalsTotalsTotals Totals Totals Totals Totals 3458 - 3971 - 3971 - REVENUE TOTALSREVENUE TOTALS 000 - Revenue000 - Revenue 377 - Storm SDC Fund DepartmentDepartment 465 - Sewer Cap Const Fund Fund Fund Account DescriptionREVENUEStorm SDC'sInterest from InvestmentsChange in Fair Value of InvestmentsREVENUETransfer From StreetTransfer From SewerTransfer From Sewer SDCREVENUEBeginning Fund BalanceTransfer From WaterTransfer From Water SDC 000 - Revenue000 - Revenue000 - Revenue 377 - Storm SDC Fund465 - Sewer Cap Const Fund466 - Water Cap Const Fund DepartmentDepartmentDepartment AccountFund 3458 3458.20136113617Fund 3971 3971.1403971.4723971.475Fund3081 3971 3971.4703971.474 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00 $0.0096.85 188.34 2,065.001,910.003,814.501,025.00 23,935.0076,215.0016,218.8347,832.80 124,681.59159,429.38 $250,722.54$250,722.54$250,722.54$250,722.54$224,602.86 5,555,194.71 $5,788,004.14$5,788,004.14$6,012,607.00$6,012,607.00$6,012,607.00 Prior Year Total Page 16 of 22 0050 43733532493535 0%0%0%0% 118103 43%43%67%26%26% ++++++ Rec'd % Used/ .00 565.00 (18.22) 1,650.002,000.005,657.931,907.52 25,328.5813,665.0049,945.0039,218.18 (2,161.68) $44,621.95 Transactions 4,269,920.003,506,309.75 Budget - YTD $5,044,790.91$5,759,430.91$5,759,430.91$5,759,430.91$4,269,920.00$3,599,445.11$3,599,445.11$7,913,987.06$7,913,987.06$7,913,987.0628,585,390.00 Fiscal Year to Date 10/31/25 .00.00.00.00 YTD $0.0092.48 770.00535.00118.22 7,335.00 $5,209.09$5,209.09$5,209.09$5,209.0969,671.4227,055.0074,411.6820,781.82 (5,657.93) $89,628.05 Transactions 2,595,690.25 $2,701,174.89$2,701,174.89$2,790,802.94$2,790,802.94$2,790,802.94 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00 $0.00 595.00180.00 (544.26) 9,153.651,500.007,255.004,186.30 $1,013.54$1,013.54$1,013.54$1,013.5421,772.26 640,493.27$25,414.30 $659,176.92$659,176.92$684,591.22$684,591.22$684,591.22 Transactions Current Month .00.00 100.00 Budget 2,420.001,100.002,000.002,000.00 Amended 95,000.0021,000.0077,000.0072,250.0060,000.00 Revenue Budget Performance Report $134,250.00 88 4,269,920.006,102,000.00 $5,050,000.00$5,764,640.00$5,764,640.00$5,764,640.00$4,269,920.00$6,300,620.00$6,300,620.0028,585,390.00 $10,704,790.00$10,704,790.00$10,704,790.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00 100.00 Budget Adopted 2,420.001,100.002,000.002,000.00 95,000.0021,000.0077,000.0072,250.0060,000.00 $134,250.00 4,269,920.006,102,000.00 $5,050,000.00$5,764,640.00$5,764,640.00$5,764,640.00$4,269,920.00$6,300,620.00$6,300,620.0028,585,390.00 $10,704,790.00$10,704,790.00$10,704,790.00 Totals Totals Totals Totals Totals 3434 - REVENUE TOTALSREVENUE TOTALS 000 - Revenue000 - Revenue 470 - Water Fund Fund DepartmentDepartment 466 - Water Cap Const Fund Fund Account DescriptionREVENUEREVENUEBeginning Fund BalanceWater Sales RevenueNew ServicesRe-connection FeesVacationsNSF Check FeeBulk Water SalesCollectionsLate FeesInterest from InvestmentsChange in Fair Value of InvestmentsFacilities RentSale of Surplus PropertyOther Miscellaneous IncomeREVENUEBeginning Fund Balance 000 - Revenue000 - Revenue000 - Revenue 466 - Water Cap Const Fund470 - Water Fund472 - Sewer Fund DepartmentDepartmentDepartment AccountFundFund3081 3434 3434.1013434.1023434.1033434.1043434.1063434.1083434.1113434.11236113617362536913699Fund3081 Run by Karen AIC on 11/10/2025 01:42:12 PM .00 $0.00$0.00 188.35 7,741.30 76,215.00$7,741.3027,716.48 $76,215.00133,259.95144,389.45159,039.50225,667.86 $253,384.34 1,133,594.551,555,027.90 10,486,192.85$1,444,764.80$1,555,027.90$1,555,027.90$1,808,412.24 Prior Year Total $10,619,641.15$10,695,856.15$12,140,620.95$12,140,620.95$12,140,620.95 Page 17 of 22 00 36323224522052 0%0%0%7% 36%32%32%48%10%10%20%20%47% +++++++++ Rec'd % Used/ .00 381.78 6,000.007,008.20 47,955.0088,856.4036,106.23$6,000.0076,334.64 $47,955.00383,558.75$83,342.84 $425,664.98 Transactions 7,348,626.655,444,020.001,902,166.00 Budget - YTD $7,437,864.83$7,485,819.83$5,444,020.00$1,902,166.00$1,902,166.00$7,429,528.84 $28,585,390.00$36,496,874.81$36,496,874.81$36,496,874.81 Fiscal Year to Date 10/31/25 .00.00.00 YTD $0.00$0.00$0.00 118.22 27,045.0041,143.6082,295.36 (7,008.20) $27,045.00421,441.25464,234.00$75,287.16 (36,106.23) $385,335.02$464,234.00$464,234.00$539,521.16 Transactions 3,502,133.35 $3,543,395.17$3,570,440.17$3,955,775.19$3,955,775.19$3,955,775.19 .00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00 $0.00$0.00$0.00 (589.00) 7,255.00 $7,255.0012,441.0080,624.0023,018.95 (3,007.60) 980,418.48116,639.80$80,624.00$80,624.00$22,429.95 $992,859.48$113,632.20$103,053.95 Transactions Current Month$1,000,114.48$1,113,746.68$1,113,746.68$1,113,746.68 .00.00.00 500.00 Budget 6,000.00 Amended 75,000.00$6,000.00 Revenue Budget Performance Report $75,000.00130,000.00805,000.00158,630.00 $811,000.00$158,630.00 89 5,444,020.002,366,400.00 10,850,760.00$5,444,020.00$2,366,400.00$2,366,400.00$7,969,050.00 $28,585,390.00$10,981,260.00$11,056,260.00$40,452,650.00$40,452,650.00$40,452,650.00 .00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00 500.00 Budget Adopted 6,000.00 75,000.00$6,000.00 $75,000.00130,000.00805,000.00158,630.00 $811,000.00$158,630.00 5,444,020.002,366,400.00 10,850,760.00$5,444,020.00$2,366,400.00$2,366,400.00$7,969,050.00 $28,585,390.00$10,981,260.00$11,056,260.00$40,452,650.00$40,452,650.00$40,452,650.00 TotalsTotalsTotalsTotals Totals Totals 3434 - 3435 - 3699 - 3458 - REVENUE TOTALSREVENUE TOTALS 000 - Revenue 472 - Sewer Fund Fund Department Account DescriptionREVENUELate FeesSewer System RevenueSeptage DumpingCollectionsInterest from InvestmentsChange in Fair Value of InvestmentsSale of Surplus PropertyPGE Energy Partner Program (WWTP)REVENUEBeginning Fund BalanceWater SDC'sInterest from InvestmentsChange in Fair Value of Investments 000 - Revenue000 - Revenue 472 - Sewer Fund474 - Water SDC Fund DepartmentDepartment AccountFund 3434 3434.112 3435 3435.1013435.1033435.111361136173691 3699 3699.472Fund3081 3458 3458.30136113617 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00 $0.00$0.0025.00 4,300.002,250.001,650.007,200.008,975.007,500.001,000.001,025.00 28,124.2532,000.0061,131.47 234,292.24 $262,416.49$127,056.47 1,533,192.58 $1,808,412.24$1,808,412.24$1,533,192.58$1,533,192.58$1,795,609.07$1,795,609.07$1,795,609.07 Prior Year Total Page 18 of 22 009 255154962413 7%0%7%7%0% 562233100100200190 25%25%46%57% +++ Rec'd % Used/ .00.00 (400.00)(500.00)(450.00) 7,157.531,850.001,200.001,825.004,350.00 78,837.9647,744.18 (2,775.00) $85,995.49390,460.00$52,844.18 $390,460.00 Transactions 5,435,670.001,337,823.85 Budget - YTD $7,429,528.84$7,429,528.84$5,435,670.00$1,337,823.85$1,337,823.85$6,859,489.34$6,859,489.34$6,859,489.34 Fiscal Year to Date 10/31/25 .00.00 YTD $0.00$0.00 700.00175.00650.00950.00 2,150.003,375.007,200.007,500.001,000.00 81,162.0432,000.0015,255.82 (7,157.53) 448,376.15$74,004.51$70,955.82 $539,521.16$539,521.16$448,376.15$448,376.15$522,380.66$522,380.66$522,380.66 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00.00 $0.00$0.00 700.00175.00650.00950.00 (580.32) 2,150.003,375.00 22,593.4115,255.82 110,109.00$22,013.09$23,255.82 $103,053.95$103,053.95$110,109.00$110,109.00$132,122.09$132,122.09$132,122.09 Transactions Current Month .00 600.00300.00500.00500.00 Budget 4,000.002,000.007,200.005,000.007,500.00 Amended 33,200.0063,000.00 Revenue Budget Performance Report 160,000.00390,460.00 $160,000.00$390,460.00$123,800.00 90 5,435,670.001,786,200.00 $7,969,050.00$7,969,050.00$5,435,670.00$1,786,200.00$1,786,200.00$7,381,870.00$7,381,870.00$7,381,870.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 600.00300.00500.00500.00 Budget Adopted 4,000.002,000.007,200.005,000.007,500.00 33,200.0063,000.00 160,000.00390,460.00 $160,000.00$390,460.00$123,800.00 5,435,670.001,786,200.00 $7,969,050.00$7,969,050.00$5,435,670.00$1,786,200.00$1,786,200.00$7,381,870.00$7,381,870.00$7,381,870.00 TotalsTotals Totals Totals Totals Totals 3458 - 3421 - REVENUE TOTALS 000 - Revenue000 - Revenue 474 - Water SDC Fund 475 - Sewer SDC Fund DepartmentDepartment Fund Fund Account DescriptionREVENUEBeginning Fund BalanceSewer SDC'sInterest from InvestmentsChange in Fair Value of InvestmentsREVENUEBeginning Fund BalanceReimbursements Mt AngelReimbursements SilvertonReimbursements Aurora FDReimbursements Monitor FDReimbursements Mt Angel FDReimbursement METCOM (Norcom)Reimbursement GervaisReimbursement Woodburn Fire DistReimbursements Silverton FDReimbursements Hubbard Fire DepartmentReimbursements Silver Falls Library 000 - Revenue000 - Revenue 474 - Water SDC Fund475 - Sewer SDC Fund568 - Information Technology Fund DepartmentDepartment AccountFundFund3081 3458 3458.40136113617Fund3081 3421 3421.0033421.0043421.0053421.0063421.0073421.0083421.0093421.0103421.0153421.0193421.020 Run by Karen AIC on 11/10/2025 01:42:12 PM .00 $0.00 1,250.004,500.003,860.004,140.007,982.622,017.448,048.51 14,540.0014,870.0043,500.0014,490.0041,670.0046,620.0045,999.9672,789.9610,419.9610,212.81 128,340.00 $101,150.00$228,206.47 1,153,350.00 $1,499,189.88$1,517,238.45$1,745,444.92$1,745,444.92$1,745,444.92 Prior Year Total Page 19 of 22 0 2525252525252525663334343333333416 0% 103 25%43%33%33%28%28% +++ Rec'd % Used/ 975.00520.44 (59.83) 3,000.003,075.003,390.001,340.526,903.325,067.63 10,350.0011,152.5033,202.5011,632.5029,190.0030,856.6834,096.6848,736.6888,893.32 $76,777.50799,016.64563,840.00 $129,621.68$563,840.00 Transactions Budget - YTD $1,037,693.32$1,039,494.45$1,559,576.13$1,559,576.13$1,559,576.13 Fiscal Year to Date 10/31/25 .00 YTD $0.00 325.00932.37 (520.44) 3,450.003,717.501,000.003,877.501,025.001,130.002,659.483,576.682,059.83 11,067.5014,720.0015,553.3217,173.3224,493.3244,696.68 $25,592.50$96,548.32398,633.36 $518,846.68$523,045.55$619,593.87$619,593.87$619,593.87 Transactions .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00 $0.00 325.00502.66894.17 (18.51) 3,450.003,717.501,000.003,877.501,025.001,130.003,680.003,888.334,293.336,123.332,059.83 11,067.5099,658.3411,174.17 $25,592.50$48,848.32 $129,711.67$132,255.65$181,103.97$181,103.97$181,103.97 Transactions Current Month .00 Budget 1,300.004,000.004,100.004,520.004,000.002,000.006,000.00 Amended 13,800.0014,870.0044,270.0015,510.0043,910.0046,410.0051,270.0073,230.0010,480.00 Revenue Budget Performance Report 133,590.00563,840.00 $102,370.00$226,170.00$563,840.00 91 1,197,650.00 $1,556,540.00$1,562,540.00$2,179,170.00$2,179,170.00$2,179,170.00 .00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 Budget Adopted 1,300.004,000.004,100.004,520.004,000.002,000.006,000.00 13,800.0014,870.0044,270.0015,510.0043,910.0046,410.0051,270.0073,230.0010,480.00 133,590.00563,840.00 $102,370.00$226,170.00$563,840.00 1,197,650.00 $1,556,540.00$1,562,540.00$2,179,170.00$2,179,170.00$2,179,170.00 TotalsTotals Totals Totals 3422 - 3652 - REVENUE TOTALS 000 - Revenue Department 568 - Information Technology Fund Fund Account DescriptionREVENUERec Mgmt (RMS) HubbardRec Mgmt (RMS) Mt AngelRec Mgmt (RMS) SilvertonRec Mgmt (RMS) Mt Angel FDRec Mgmt (RMS) Woodburn Fire DistRec Mgmt (RMS) Stayton PDRec Mgmt (RMS) Turner PDRec Mgmt (RMS) Aumsville PDInterest from InvestmentsChange in Fair Value of InvestmentsIT Revenue - General FundIT Revenue - TransitIT Revenue - Building InspectionIT Revenue - StreetIT Revenue - WaterIT Revenue - SewerIT Revenue - Urban Renewal Other Miscellaneous IncomeREVENUEBeginning Fund BalanceInterest from Investments 000 - Revenue000 - Revenue 568 - Information Technology Fund581 - Insurance Fund DepartmentDepartment AccountFund 3422 3422.0023422.0033422.0043422.0073422.0103422.0113422.0123422.01736113617 3652 3652.0013652.1103652.1233652.1403652.4703652.4723652.7203699Fund30813611 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00 $0.00 3,626.697,400.71 18,743.0056,645.4360,000.0060,000.0060,000.00 669,650.04241,560.00$64,046.14 $911,210.04$943,792.54$943,792.54$943,792.54$943,792.54$180,000.00$180,000.00$244,046.14$244,046.14$244,046.14 Prior Year Total Page 20 of 22 00 333349333333 0%5%5% 33%34%21%21%45%33%33% +++++++++ Rec'd % Used/ 722.42 1,738.25 20,499.6840,000.0040,000.0040,000.00 (5,300.00) 497,873.32156,666.68$22,237.93391,120.00 $654,540.00$655,030.05$120,000.00$120,000.00 Transactions 1,391,120.00 Budget - YTD $1,218,870.05$1,218,870.05$1,218,870.05$1,391,120.00$1,533,357.93$1,533,357.93$1,533,357.93 Fiscal Year to Date 10/31/25 .00.00 YTD $0.00 (722.42) 5,300.00 78,333.3219,810.3220,000.0020,000.0020,000.00 (1,738.25) 248,936.68$18,072.07$60,000.00$60,000.00$78,072.07$78,072.07$78,072.07 $327,270.00$332,779.95$332,779.95$332,779.95$332,779.95 Transactions .00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00 $0.00 (140.94) 5,300.005,441.305,000.005,000.005,000.00 62,234.1719,583.33$5,300.36 $81,817.50$87,117.50$87,117.50$87,117.50$87,117.50$15,000.00$15,000.00$20,300.36$20,300.36$20,300.36 Transactions Current Month .00.00.00 Budget Amended 40,310.0060,000.0060,000.0060,000.00 Revenue Budget Performance Report 746,810.00235,000.00$40,310.00391,120.00 $981,810.00$987,810.00$180,000.00$180,000.00 92 1,391,120.00 $1,551,650.00$1,551,650.00$1,551,650.00$1,391,120.00$1,611,430.00$1,611,430.00$1,611,430.00 .00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00 Budget Adopted 40,310.0060,000.0060,000.0060,000.00 746,810.00235,000.00$40,310.00391,120.00 $981,810.00$987,810.00$180,000.00$180,000.00 1,391,120.00 $1,551,650.00$1,551,650.00$1,551,650.00$1,391,120.00$1,611,430.00$1,611,430.00$1,611,430.00 TotalsTotals Totals Totals Totals Totals 3658 - 3971 - REVENUE TOTALSREVENUE TOTALS 000 - Revenue000 - Revenue 581 - Insurance Fund DepartmentDepartment Fund 591 - Equipment Replacement Fund Fund Account DescriptionREVENUEChange in Fair Value of InvestmentsGeneral LiabilityWorkers CompOther Miscellaneous IncomeREVENUEBeginning Fund BalanceInterest from InvestmentsChange in Fair Value of InvestmentsTransfer From StreetTransfer From WaterTransfer From SewerREVENUEBeginning Fund Balance 000 - Revenue000 - Revenue000 - Revenue 581 - Insurance Fund591 - Equipment Replacement Fund693 - Reserve for PERS DepartmentDepartmentDepartment AccountFund3617 3658 3658.1013658.1043699Fund308136113617 3971 3971.1403971.4703971.472Fund3081 Run by Karen AIC on 11/10/2025 01:42:12 PM .00.00.00.00 $0.00$0.00$0.00$0.00$0.0050.00$0.00$0.00 218.18 1,617.357,993.81 $1,885.53$1,885.53$1,885.53$1,885.5321,713.3760,117.76 $68,111.57 1,281,311.08 $1,303,024.45 Prior Year Total Page 21 of 22 00000 415341 0%0%0%0%2%2%0%1%0% 53%36% +++++++++ Rec'd % Used/ 47.12 750.38 $597.50 (200.00) 8,388.471,963.37 35,520.0026,706.67 $35,520.00$36,117.50$36,117.50$36,117.50300,000.00$28,670.04 $391,120.00$391,120.00$391,120.00$391,120.00$300,000.00 Transactions 1,140,360.001,258,164.152,750,000.00 Budget - YTD $1,140,360.00$1,266,552.62 Fiscal Year to Date 10/31/25 .00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00 529.62200.00335.85 (47.12) $682.50$682.50$682.50$682.50 9,611.53 $9,947.3818,293.33 (1,963.37) $16,329.96 Transactions .00.00.00.00.00.00.00.00.00.00.00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00.00.00.00.00 7.88 $0.00$0.00$0.00$0.00$0.00$0.00$0.00 (3.75) 143.82 $140.07$140.07$140.07$140.07 (128.74) 1,593.884,742.13 $1,601.76$4,613.39 Transactions Current Month .00.00.00 Budget 1,280.00 Amended 35,520.00$1,280.0018,000.0045,000.00 Revenue Budget Performance Report $35,520.00$36,800.00$36,800.00$36,800.00300,000.00$45,000.00 $391,120.00$391,120.00$391,120.00$391,120.00$300,000.00 93 1,140,360.001,258,500.002,750,000.00 $1,140,360.00$1,276,500.00 .00.00.00.00.00.00.00.00.00.00.00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00.00.00 Budget Adopted 1,280.00 35,520.00$1,280.0018,000.0045,000.00 $35,520.00$36,800.00$36,800.00$36,800.00300,000.00$45,000.00 $391,120.00$391,120.00$391,120.00$391,120.00$300,000.00 1,140,360.001,258,500.002,750,000.00 $1,140,360.00$1,276,500.00 Totals Totals Totals Totals REVENUE TOTALSREVENUE TOTALS 000 - Revenue000 - Revenue 693 - Reserve for PERS DepartmentDepartment Fund 695 - Lavelle Black Trust Fund Fund Account DescriptionREVENUEREVENUEBeginning Fund BalanceInterest from InvestmentsChange in Fair Value of InvestmentsDonations-PoliceREVENUEBeginning Fund BalanceProperty Tax - CurrentProperty Tax - DelinquentState GrantsInterest from InvestmentsChange in Fair Value of InvestmentsNote Proceeds 000 - Revenue000 - Revenue000 - Revenue 693 - Reserve for PERS695 - Lavelle Black Trust Fund720 - Urban Renewal Fund DepartmentDepartmentDepartment AccountFundFund3081361136173673Fund3081311131123341361136173916 Run by Karen AIC on 11/10/2025 01:42:12 PM $0.00 1,350,370.32 $1,350,370.32$1,350,370.32$2,721,506.34$2,721,506.34$2,721,506.34 Prior Year Total $70,741,608.71 Page 22 of 22 0%0%0% +++++++++ Rec'd % Used/ .00 $0.00$0.00 Transactions Budget - YTD $2,750,000.00$5,485,582.66$5,485,582.66$5,485,582.66 $214,228,944.63 Fiscal Year to Date 10/31/25 .00 YTD $0.00$0.00$0.00 $26,277.34$26,277.34$26,277.34 Transactions $17,329,095.37 .00 YTD $0.00$0.00$0.00$0.00$0.00$0.00$0.00 Include Rollup Account and Rollup to Account Encumbrances .00 $0.00$0.00$0.00 $6,215.15$6,215.15$6,215.15 Transactions Current Month$5,476,971.37 .00 $0.00$0.00 Budget Amended Revenue Budget Performance Report 94 $2,750,000.00$5,511,860.00$5,511,860.00$5,511,860.00 $231,558,040.00 .00 $0.00$0.00$0.00$0.00$0.00$0.00$0.00 Budget Amendments .00 $0.00$0.00 Budget Adopted $2,750,000.00$5,511,860.00$5,511,860.00$5,511,860.00 $231,558,040.00 Totals Totals Totals Grand Totals 3972 - 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AccountsLGIPTotal Statement Balance 9/30/2025$ 41,799,0001,575,000$ 74,109,000$ 29,000$ 117,512,000$ Change in Market Value & Gain/(Loss) on Maturity/Sale$ --$ (11,000)$ -$ (11,000)$ Deposits/Security Purchases7,359,000$ 372,000$ 2,000,000$ 37,000$ 9,768,000$ Interest -$ 162,000$ 272,000$ -$ 434,000$ Withdrawals/Disbursements/Maturities(6,283,000)$ (1,000,000)$ (2,647,000)$ -$ (9,930,000)$ Statement Balance 10/31/2025$ 41,333,0002,651,000$ 73,723,000$ 66,000$ 117,773,000$ Deposits in Transit143,000$ 143,000$ Outstanding Checks - A/P & Payroll(616,000)$ (616,000)$ - General Ledger Balance 10/31/2025$ 41,333,0002,178,000$ 73,723,000$ 66,000$ 117,300,000$ CASH & INVESTMENT CLASSIFICATION Unrestricted$ 44,256,000 Restricted Capital Construction$ 4,171,000 System Development Charges$ 44,174,000 Debt Reserve$ - Other Restrictions$ 17,750,000 URA$ 1,224,000 SMR Reserve$ 5,687,000 Held in Trust$ 38,000 $ 117,300,000 INVESTMENT REPORTING (in compliance with City policy)10/31/2025 Average RateBalance LGIP 4.50%41,333,000$ 41,333,000$ PFMAM Investment Portfolio 4.10%73,723,000$ 73,723,000$ $ 73,723,00041,333,000$ $ 115,056,000 108 City of Woodburn New Development Activity October- '25 New Single Family Residential New Total Home Building Permit Commercial Building Total Permit Housing MonthPermitsPermitsValuationPermit ValuationValuationUnits October '19321$ 382,671$ 279,495$ 832,9701 October '20391$ 148,686$ 154,000$ 609,2151 October '21659$ 2,509,851$ 14,910,334$ 17,627,477129 October '22816$ 1,719,048$ 690,395$ 2,827,4646 October '23794$ 1,040,817$ 13,639,010$ 15,420,99682 October '2476207,284,177$ $ 25,534,697$ 33,256,09020 October '2551185,714,986$ $ 3,168,223$ 9,089,49918 Fiscal Year Totals (July-October) 2019-20201489$ 2,251,435$ 1,125,582$ 4,992,8719 2020-2021177143,074,809$ $ 3,443,465$ 8,991,98714 2021-20223108724,007,273$ $ 23,674,342$ 49,747,166255 2022-2023301227,845,482$ $ 41,743,090$ 52,398,741286 2023-2024296196,761,397$ $ 40,874,627$ 49,602,988265 2024-202535611539,187,359$ $ 51,062,687$ 92,879,746295 2025-20262719028,191,751$ $ 29,221,361$ 59,201,19590 * Mechanical, demolishion, alarm and sprinkler permits not included in this report 109 City of Woodburn New Development Activity November- '25 New Single Family Residential New Total Home Building Permit Commercial Building Total Permit Housing MonthPermitsPermitsValuationPermit ValuationValuationUnits November '19260$ 9,000$ 230,000$ 386,9110 November '20381$ 1,303,123$ 52,117$ 1,450,5631 November '21432$ 656,906$ 2,682,605$ 3,835,42314 November '22610$ 101,963$ 9,055,800$ 9,655,3070 November '23702$ 895,301$ 16,135,105$ 17,586,17595 November '24723812,638,992$ $ 4,486,068$ 17,349,39438 November '25547$ 3,107,683$ 417,488$ 3,687,2427 Fiscal Year Totals (July-November) 2019-20201749$ 2,260,435$ 1,355,582$ 5,379,7829 2020-2021215154,377,933$ $ 3,495,582$ 10,442,55015 2021-20223538924,664,180$ $ 26,356,947$ 53,582,590269 2022-2023362227,947,446$ $ 50,798,890$ 62,054,049286 2023-2024366217,656,698$ $ 57,009,733$ 67,189,164330 2024-202542815351,816,352$ $ 55,548,755$ 110,229,140333 2025-20263259731,299,434$ $ 29,638,849$ 62,888,43897 *Mechanical, demolishion, alarm and sprinkler permits not included in this report 110 111 112 9241 71593195 460259340119231136 (Monthly Average)(Monthly Average) August - October 2025 August - October 2025 ЎЉЍЋ ВЉЍЎЍЋ 93 488 ЋЏЏ 361127256163 October 2025October 2025 ЊЍЊ ЊЋЏЊЎЍЋВ 88 468 ЋАЎ 349119208120 September 2025September 2025 113 ЍЎЉ ЊЉЏЋАБЋЊ 423 ЋЌЎ 311112228104124 Red Light Enforcement August 2025August 2025 Speed Enforcement (46 mph+) *EVENT REJECTION \[NON-CITATION\] KEY* bƚƓΏ9ǝĻƓƷbƚƓΏ9ǝĻƓƷ /ƚƓƷƩƚƌƌğĬƌĻ/ƚƓƷƩƚƌƌğĬƌĻ bƚƷ /ƚƓƷƩƚƌƌğĬƌĻbƚƷ /ƚƓƷƩƚƌƌğĬƌĻ ƓƦƩƚĭĻƭƭĻķΉaźƭĭ ƓƦƩƚĭĻƭƭĻķΉaźƭĭ ŷĻ ƦƩƚŭƩğƒ Ǟğƭ ǒƓğĬƌĻ Ʒƚ ƦƩƚǝźķĻ źƓŅƚ ƚƓ ƩĻƆĻĭƷźƚƓƭ ŅƚƩ ĻǝĻƓƷƭ ğƓķΉƚƩ ĻǝĻƓƷ Ǟğƭ ƓƚƷ ǞźƷŷźƓ ĻƓŅƚƩĭĻğĬƌĻ ƷźƒĻ ƦĻƩźƚķ͵ Citations IssuedCitations Issued Total RejectionsTotal Rejections Traffic Photo Enforcement Report - N. Pacific Highway at Mt. Hood Avenue bƚ ĭźƷğƷźƚƓ źƭƭǒĻķ ķǒĻ Ʒƚ ķƩźǝĻƩ ğƓķΉƚƩ ǝĻŷźĭƌĻ ƩĻŭźƭƷƩğƷźƚƓ źƭƭǒĻƭͳ ķƩźǝĻƩ ķƚĻƭ ƓƚƷ ƒğƷĭŷ ƩĻŭ ƚǞƓĻƩͳ ķƩźǝĻƩ ŅğĭĻ ƚĬƭƷƩǒĭƷźƚƓƭͳ ƦƚƚƩ ǞĻğƷŷĻƩ ĭƚƓķźƷźƚƓƭ͵ Total Events CapturedTotal Events Captured bƚ ĭźƷğƷźƚƓ źƭƭǒĻķ ķǒĻ Ʒƚ ƦƚƚƩ ƚƩ ƒğƌŅǒƓĭƷźƚƓźƓŭ ĭğƒĻƩğΉǝźķĻƚ ƨǒğƌźƷǤ ΝƷŷĻƭĻ ğƩĻ ƷǤƦźĭğƌƌǤ ƩĻƆĻĭƷĻķ ƦƩźƚƩ Ʒƚ ĬĻźƓŭ ƭĻƓƷ Ʒƚ /źƷǤΉt5 ŅƚƩ ƩĻǝźĻǞΞ͵ bƚ ĭźƷğƷźƚƓ źƭƭǒĻķ ķǒĻ Ʒƚ Ɠƚ ǝźƚƌğƷźƚƓ Ώ ĻǝĻƓƷ ƷƩźŭŭĻƩĻķ ķǒĻ Ʒƚ ĭƩƚƭƭ ƷƩğŅŅźĭ ƚƩ ƭƌƚǞ Ʃƚƌƌͳ ƦǒĬƌźĭ ƭğŅĻƷǤ ƩĻƭƦƚƓƭĻͲ ĻƷĭ͵ Non-Event:Controllable:Unprocessed/Misc: Not Controllable: 150 157187463283 404230317206123 2025 2025 Monthly AverageMonthly Average 72 46 136639783415286749 36372072285418571108 2025 2025 Year TotalYear Total 0000 Oct - DecOct - Dec Quarter 4: Quarter 4: ЏВЊ ЍЏЎЉ АБЌЋЊЋ 332626 ЊЏЎ 225401 13791047 July - Sept July - Sept Quarter 3: Quarter 3: 114 ЉЊ ЎАЊЎ ЏАЌЋЏЋ 992249604 ЊЉЊЊЍЊ 258346 1241 Quarter 2: Quarter 2: April - JuneApril - June Red Light Enforcement Speed Enforcement (46 mph+) *EVENT REJECTION \[NON-CITATION\] KEY* ЊЉ ЌЌЋЋВЎ ЏЊЏЊЏЎ 815202627 ЊЍВ 266361 1017 Quarter 1: Quarter 1: Jan - MarchJan - March bƚƓΏ9ǝĻƓƷbƚƓΏ9ǝĻƓƷ /ƚƓƷƩƚƌƌğĬƌĻ/ƚƓƷƩƚƌƌğĬƌĻ bƚƷ /ƚƓƷƩƚƌƌğĬƌĻbƚƷ /ƚƓƷƩƚƌƌğĬƌĻ ƓƦƩƚĭĻƭƭĻķΉaźƭĭ ƓƦƩƚĭĻƭƭĻķΉaźƭĭ Traffic Photo Enforcement Report - N. Pacific Highway at Mt. Hood Avenue ŷĻ ƦƩƚŭƩğƒ Ǟğƭ ǒƓğĬƌĻ Ʒƚ ƦƩƚǝźķĻ źƓŅƚ ƚƓ ƩĻƆĻĭƷźƚƓƭ ŅƚƩ ĻǝĻƓƷƭ ğƓķΉƚƩ ĻǝĻƓƷ Ǟğƭ ƓƚƷ ǞźƷŷźƓ ĻƓŅƚƩĭĻğĬƌĻ ƷźƒĻ ƦĻƩźƚķ͵ bƚ ĭźƷğƷźƚƓ źƭƭǒĻķ ķǒĻ Ʒƚ ķƩźǝĻƩ ğƓķΉƚƩ ǝĻŷźĭƌĻ ƩĻŭźƭƷƩğƷźƚƓ źƭƭǒĻƭͳ ķƩźǝĻƩ ķƚĻƭ ƓƚƷ ƒğƷĭŷ ƩĻŭ ƚǞƓĻƩͳ ķƩźǝĻƩ ŅğĭĻ ƚĬƭƷƩǒĭƷźƚƓƭͳ ƦƚƚƩ ǞĻğƷŷĻƩ ĭƚƓķźƷźƚƓƭ͵ Citations IssuedCitations Issued Total RejectionsTotal Rejections bƚ ĭźƷğƷźƚƓ źƭƭǒĻķ ķǒĻ Ʒƚ ƦƚƚƩ ƚƩ ƒğƌŅǒƓĭƷźƚƓźƓŭ ĭğƒĻƩğΉǝźķĻƚ ƨǒğƌźƷǤ ΝƷŷĻƭĻ ğƩĻ ƷǤƦźĭğƌƌǤ ƩĻƆĻĭƷĻķ ƦƩźƚƩ Ʒƚ ĬĻźƓŭ ƭĻƓƷ Ʒƚ /źƷǤΉt5 ŅƚƩ ƩĻǝźĻǞΞ͵ Total Events CapturedTotal Events Captured bƚ ĭźƷğƷźƚƓ źƭƭǒĻķ ķǒĻ Ʒƚ Ɠƚ ǝźƚƌğƷźƚƓ Ώ ĻǝĻƓƷ ƷƩźŭŭĻƩĻķ ķǒĻ Ʒƚ ĭƩƚƭƭ ƷƩğŅŅźĭ ƚƩ ƭƌƚǞ Ʃƚƌƌͳ ƦǒĬƌźĭ ƭğŅĻƷǤ ƩĻƭƦƚƓƭĻͲ ĻƷĭ͵ Non-Event:Controllable:Not Controllable: Unprocessed/Misc: Agenda Item December 8, 2025 TO: Honorable Mayor and City Council through City Administrator FROM: Chris Kerr, Community Development Director SUBJECT:Legislative Amendments to update the Transportation System Plan (“TSP”) and amend the Woodburn Development Ordinance (“WDO”) (LA 23-01) RECOMMENDATION: Conduct a public hearing and make a motion to tentatively approve Legislative Amendment LA 23-01, directing staff to prepare an ordinance for consideration at the January 12, 2026,City Council meeting. BACKGROUND: These amendments seek to revise both the TSP and WDO to address significant recent development in the southwest area of the City. Specifically, the revisions will account forrecently completed developments and their associated improvements; identify the necessary transportation improvements to serve the recent Urban Growth Boundary (UGB) expansion; and will remove an expiring 20- year planning limitation on the number of peak hour trips (“district trip cap”) allowed in the City’s Interchange Management Area (IMA) District. OnOctober 23, 2025, the Planning Commission held a public hearing to consider these amendments. At the hearing, testimony was received in writing and orally from two ODOT representatives who expressed support for the TSP revisions but raised concerns about removing the IMA district trip cap. Commission deliberation and questions focused on possible alternatives and potential impacts of the proposal. After closing the hearing, the Commission unanimously recommended approval of the amendments as presentedby Staff with no additional changes. Additional correspondence received by staff since the Planning Commission hearing is attached to this Memorandum. Agenda Item Review: City Administrator ___x___ City Attorney _x_____ 115 Honorable Mayor and City Council December 8, 2025 Page 2 DISCUSSION: In July 2023, the City Council directed staff to initiate the hiring of a consultant (Kittleson & Associates) to update the 2019 TSP to address development in this area. The city also received grant support from Business Oregon to assist with the consultant costs. The process was led by the consultant with input from a Technical Advisory Committee which included representatives from DLCD, Marion County, ODOT, and technical staff from the city. Consistent with the scope of the project, the specific revisions proposed to the TSP are specifically targeted. The vast majority of the edits can be found to the “Roadway Plan Elements” project list of the proposed TSP. These changes can be found in Table 2 (page 31) of the TSP and are depicted in Figure 3. Generally, the changes to the TSP can be summarized as follows: Inclusion (or deletion) of roadway projects that have been completed in conjunction with development since 2019; New extensions of roadways into the newly adopted UGB area; Adding new intersection improvement projects on Evergreen Rd. at Hayes, Stacy Allision and Harvard (Projects R35, R36 and & R37) Relocating the official “truckway” from Evergreen Rd. to Stacy Allison Way. The purpose is to move future industrial truck traffic away from the residential areas to the east. Separately, the WDO amendment related to the IMA is also very limited in scope, however this action is necessary in order to avoid likely negative significant consequences. For background, the IMA District was added to the WDO in 2005 and encompasses all of the recently adopted UGB lands. The purpose of the IMA was to protect and preserve the functional capacity of the interchange through the forecasted 20-year planning horizon (2005-2025). The overlay includes use restrictions, enhanced reporting requirements, and crucially, a specific vehicle trip budget restricting future development of vacant properties in the district to a maximum of 2,500 peak hour trips through the 20-year planning horizon. This planning horizon ends in December of this year. Not making this modification would effectively render over 300 acres in the southwest area unbuildable. Therefore, Staff is proposing to remove the specific IMA district budget “cap” from the WDO. No other changes to the WDO are proposed. FINANCIAL IMPACT: Modifying the TSP to include needed roadway projects to address the recent and expected development activity in the southwest area is critical to ensure that 116 Honorable Mayor and City Council December 8, 2025 Page 3 future development is providing transportation facilities that are both appropriate and predictable. The list of projects in the TSP are used to formulate the City’s capital improvement plan as well as determining the SDC schedule. Additionally, these projects allow the city and developers to more accurately confirm the individual proportionate share costs required for an individual project. Determining these proportionate share costs assures that development costs are borne by applicants rather than the public to the greatest extent legally possible. The proposed WDO amendment to the IMA district is vitally important and imperative because if no action is taken and the ‘cap’ were to be reached, hundreds of acres of vacant land in the IMA would be essentially unbuildable - putting the city at a significant risk under the takings clause of the US Constitution. ATTACHMENTS 1. Correspondence received since the PC Staff Report was prepared 2. Planning Commission Staff Report: 101 Analyses & Findings 102 Draft Woodburn Transportation System Plan with Figures 103 Draft Woodburn WDO Amendments 104 Technical Memoranda 105 Correspondence received prior to PC Staff Report 117 118 119 120 121 122 123 Staff Report To: Planning Commission Project Name: Transportation System Plan Revision (Southwest Subarea Plan) File Number: LA 23-01 Initial Hearing Date: October 23, 2025 (Prepared October 16, 2025) Prepared by: Chris Kerr, Community Development Director Issue before the Planning Commission Legislative Amendment (LA-23-01) is related to proposed amendments to the Transportation System Plan (TSP), Woodburn Development Ordinance (WDO) and Section 2.05.02 of the Woodburn Development Ordinance (WDO); the Commission is to hold a public hearing and make a recommendation to the City Council. Executive Summary These amendments seek to address recent and future development in the southwest area of the City; identify transportation improvements for recent Urban Growth Boundary (UGB) expansion, and remove an expiring 20-year planning limitation on the number of peak hour trips allowed (IMA) District. Background Comprehensive Plans in Oregon are required to address 20 years of future growth. A key component of the Plan is the TSP. Since that Plan was adopted, there has been unprecedented growth in the community; particularly in the southwest area. Several large industrial developments have been completed, including the 3.8 million SF Amazon fulfillment center; significant residential development has occurred, resulting in over 1,500 new dwelling units in the area, and several significant improvements to LA 23-01 Staff Report Page 1 of 9 124 the transportation system have been made (e.g. ODOT roundabout, extensions of Evergreen and Ben Brown Rd.). Critically, the City also completed a UGB expansion of approximately 237 acres of new industrial land (Southwest Industrial Reserve SWIR. Owing to these ongoing activities, in January 2023, the City Council authorized Staff to begin the process of making revisions to the southwest area of the TSP to identify possible mitigation and long-range planning solutions for traffic impacts in the area. Additionally, since the City was also simultaneously completing a new Economic Opportunity Analysis (EOA) and Buildable Lands Inventory (BLI) we were successful in acquiring a $100,000 grant from Business Oregon to assist with this TSP update. In 2023, the City Council awarded the planning contract to Kittleson & Associates to complete this project. This work was overseen by a Technical Advisory Group (TAG) that met four times over the course of the project to advise and review their work. The TAG was made up of representatives from Marion County, ODOT, DLCD, as well as the City Engineer, Public Works Director, C Broadly, the project followed the same scope of work that is typical to all master plans; albeit for a smaller sub-area and involving fewer projects: LA 23-01 Staff Report Page 2 of 9 125 1. Review existing conditions and model future conditions 2. Run alternatives (no-build, re-align Parr, complete south arterial, limited I-5 access) 3. Identify deficiencies (safety, capacity issues) and draft alternatives to consider 4. Make recommendations on improvements with cost estimates The project was broken down into phases which resulted in Technical Memoranda prepared by Kittleson & Associates and reviewed by the TAC. These Memoranda are attached to this report (Attachment 104). Attached separately but are maps that depict the location and number of specific projects. Summary of Proposed Revisions For ease of use, all proposed text amendments to the TSP and WDO are included in a strikethrough-and-underline provides details into the rationale which will not be include in the versions. TSP Revisions (see Attachment 101) Consistent with the initial parameters of the project, the vast majority of the targeted edits proposed for the TSP are to the list for the subarea. Specifically, these changes can be found in can be found in Table 2 (page 31) of the TSP and depicted in Figure 3. completed projects that have been removed while and proposed improvements to serve the subarea. each project includes an accompanying project number which can be found in Table 2 of the TSP. LA 23-01 Staff Report Page 3 of 9 126 CURRENT Figure 3 wƚğķǞğǤ tƌğƓ PROPOSED Figure 3 wƚğķǞğǤ tƌğƓ LA 23-01 Staff Report Page 4 of 9 127 The specific edits proposed for the TSP include the following: Inclusion (or deletion) of roadway projects that have been completed in conjunction with development since 2019; including: o Construction of the Butteville/219 roundabout and eastern half of Butteville Rd. o Deletion of the Woodland Ave. extension o Smith Creek roadway improvements; especially critical connections such as Ben Brown Rd., Killian Springs and Stubb Rd. o Completion of applicable segments of the southern arterial o Extension of Evergreen Rd. south to existing Parr Rd. o Completion of segments of Parr Rd. New extensions of roadways into the UGB; including: o Evergreen Rd. expansion to new arterial. o Stacey Allison Way to Parr Rd. o Permanent realignment of Parr Rd. to Butteville Rd. as well as a temporary safety improvement (Project R47) to address the current traffic hazard. Clarifying the alignment of the south arterial. Adding new intersection improvement projects on Evergreen Rd. at Hayes, Stacy Allision and Harvard (Projects R35, R36 and & R37) is to move future industrial truck traffic away from the residential areas to the east. s (minus those that f the new projects will be funded by developers as development takes place in the southwest area. The exception is the has already begun and which are proposed to be completed (or at least designed) by using in- part Urban Renewal dollars. As a result of this prioritization, there is only a minimal change ly constrained list of transportation projects is essentially unchanged. Discussion of Alternatives After establishing a baseline using existing conditions, the Transportation Consultant utilized Analysis Unit (TPAU) to produce models for various alternatives, or scenarios, to determine the impacts of each in terms of capacity and safety. LA 23-01 Staff Report Page 5 of 9 128 The alternative solutions were considered by the TAC and City staff which lead to the list of recommended improvements. One additional element of the project that was included in the scope of work at the request of the City Council was the consideration of a new I-5 interchange near the Parr Rd./Butteville Rd intersection. Both full and partial (NB exit/SB entry) interchanges were included in the modelling to determine their effectiveness. The conclusions indicate that not only would a new interchange not be permissible under a variety of ODOT rules (and based on all communication from ODOT, not be a supportable project), it would also not significantly alleviate congestion. Considering the administrative hurdles, minimal expected gains and enormous costs, a new interchange is not proposed for inclusion into the TSP update at this time. A detailed breakdown of these alternatives is found in Technical Memorandum #4 (Alternative Analysis) with the applicable summary of each are quoted below: The three alternatives are generally characterized by the following changes: 1. Alternative #1 This alternative fundamentally maintains the study areas existing roadway network and accommodates the conceptually envisioned future network as outlined in the TSP. In order to support the future development of the lands within the UGB expansion area, the existing sight distance constraint at the Butteville Road/Parr Road intersection will need to be addressed, Parr Road will need to be upgraded from its current rural, two- lane configuration to a 3-lane street with sidewalks and bike lanes, and additional collector and local street connectivity changes will be needed. Some of these changes are anticipated to be completed as part of site frontage improvements and/or through conditions of approval placed on future land development. This alternative also includes the connection of the planned South Arterial to Parr Road. 2. Alternative #2 Rather than connect the planned South Arterial to Parr Road in Alternative #1, this alternative shows the South Arterial extending all the way to Butteville Road on a completely separate east-west alignment. This connection to Butteville Road will be located approximately one quarter mile south of and will replace the existing Parr Road/Butteville intersection. 3. Alternative #3 This alternative is similar Alternative #2 but connects the South Arterial to I-5 via a partial interchange along Butteville Road. Although a full interchange is unlikely to receive LA 23-01 Staff Report Page 6 of 9 129 approval from ODOT considering the close spacing to the nearby OR 214/OR 219 interchange, a modification to Alternative #3 that provides a full interchange was assessed to determine its significance on larger local and regional traffic patterns. The modeling of the alternatives indicated that Alternatives 1 and 2 would provide little difference in improving facility operations. Additionally, the modeling indicated that a new partial I-5 intersection did little to alleviate congestion due to included demand along the significantly lessen projected demand along the OR 214 corridor. Therefore, revisions proposed in the TSP generally align with Alternative 2. WDO amendment trip budget in the IMA (see Attachment 102) The WDO detailed in Section 2.05.01. Most of this overlay district is located in the southwest area. In 2005 & 2006, as part of the investments made by both ODOT and the City for the I-5 Interchange project, both parties agreed to an Interchange Area Management Plan (IAMP) for Figure 2.05B: Interchange Management Area Boundary and Subarea LA 23-01 Staff Report Page 7 of 9 130 the area. Its purpose was to protect the investment and preserve the function of the operations of the facility. Specifically, a primary purpose of this IAMP was for protecting the interchange investment and keep it functioning acceptably through the forecast 20-year planning horizon 11,2006) The IAMP included a specific new overlay Zoning District (IMA) which was adopted into the WDO (now 2.05.01). The IMA District helps to ensure needed industrial and employment lands in the area are protected from incompatible land uses. The principal means of meeting this goal involved prohibitions on Comprehensive Plan amendments that would increase commercial land and by assessing vehicle trip caps to future development. The Plan provides for two types of trip caps, or budgets, Trip Bud provide for enough trips for each parcel to be built out according to its zoning to restrict unplanned vehicle trips that could adversely affect the I- The parcels that in Table 2.05A. These trips total 6,028 peak hour trips. Additionally, the IMA includes a cap. This cap was set at 2,500 peak hour trips. This budget was set at the time based on a planning period of 20 years (2005-2025) therefore, it expire at the end of the year 2025. Staff is now proposing to remove that cap on properties within the IMA as it is no longer applicable. While the city hasDistrict Budget cap yet, it is important that we remove it now before it restricts the ability of the City to support and approve the future development of commercial and industrial development in the IMA. It is clear from the IAMP planning period. The planning period is the same as the planning period for the 20 year TSP and is specifically stated in the IAMP document. The planning period for the specific trip budget cap is listed as being in effect through the year 2025: The chief purpose of the IAMP is to: Protect the function of the reconstructed interchange to serve statewide and regional travel through the 2025 planning horizon. Minimize the probability of needing additional major improvements to the reconstructed interchange through the 2025 planning -2) It continues on page 7-13: Trip Budget for commercial and industrial uses within the IMA Overlay District is 2,500 peak hour vehicle trips through the Year 2020." LA 23-01 Staff Report Page 8 of 9 131 Staff initially considered removing both the parcel and total area budget caps; however, this was objected to ODOT (see Attachment 105). Therefore, at this time, the proposal is only to amend the IMA District to remove, or sunset, the 2,500 District Budget cap. provisions of the IMA at this time, so all other terms of the IMA remain in effect; including: 6,028 peak hour parcel budget cap per Table 2.05; Enhanced coordination and notification requirements; Trip tracking and ODOT reviews of all TIAs for future development within the IMA; Prohibition on any zone changes of Industrial to Commercial parcel within the IMA; and Transportation Demand Management (TDM) requirements for all developments. land undevelopable. Recommendation Approval: Staff recommends that the Planning Commission hold the public hearing, consider the staff report and attachments, and recommend City Council adoption of the TSP and WDO amendments, based on the Analyses and Findings (Attachment 101) of this report. Actions The Planning Commission may instead act on the legislative amendment to recommend: 1. Recommend approval with revisions, stating specific text amendments; or 2 Staff revise and return specific text amendments to a later hearing date for further deliberation by the Planning Commission. If the Planning Commission were to act upon the recommendation, staff will proceed to scheduling for a City Council public hearing. Attachment List 101 Analyses & Findings 102 Draft Woodburn Transportation System Plan with Figures 103 Draft Woodburn Text Amendment Amendments 104 Technical Memoranda 105 Correspondence received LA 23-01 Staff Report Page 9 of 9 132 Attachment 101 Analyses & Findings 133 134 135 TSP The preparation of the Plan was closely coordinated with affected government agencies and service providers, including a Technical Advisory Group (TAG) comprised of ODOT, Marion County, and DLCD staff. The revisions also amend projects and cost summary basis under Chapter 3 of the TSP to remove completed project and add new needs for expansion areas. The proposed revisions do not render any elements out of compliance. amendments to the TSP include updates to Chapters 3 and 8 (. The amendments do not alter previously adopted policies, financial plans, TDM provisions, or non-vehicular plans. The projects added to the project list include locations, descriptions, providers, and planning level cost estimates per this Division. The proposed revisions do not render any elements out of compliance. 660-012-0030 The provisions of this section set forth how needs shall be identified in TSPs. The amendments comply with these requirements as noted in Technical Memorandum #2, dated May 31, 2024 which included an assessment of needs for Bicycle Facilities; Pedestrian Facilities; Transit Service; Streets and Highways; Intersection Operations; and, Transportation Safety within and directly adjacent to, the study area and incorporated into the revised TSP. The proposed revisions do not render any elements out of compliance. 136 660-012-0035 This section concerns how the transportation system alternatives analysis was performed. The City has an acknowledged TSP consistent with the TPR provisions of 660- 012-0035. Proposed amendments to the TSP account for the new UGB expansion area, address existing development(s), and remove completed TSP projects for a more current cost basis. As described in the Technical Memoranda prepared by the consultant and included in this amendment, the TAG, provide the basis for transportation system alternatives. Three alternatives were - The funding program in the TSP is reasonably assured and the proposed revisions did not significantly modify the financing program. There are no changes to the fiscally constrained dollar amounts. The TSP amendments include a list of planned transportation facilities including the estimated timing and rough cost estimates. The proposed changes are de minimis and are consistent with OAR 660-012- 0040. The City has an adopted and acknowledged TSP, an approved WDO, and Public Works Standards that implement the TSP. The proposed revisions, together with previously adopted and acknowledged ordinances, fully implement the applicable provisions of OAR 660-012-0045. The WDO amendment to the IMA does not adversely impact the long-term capacity of the interchange since the parcel trip cap remains in place, as anticipated. The only revision is to remove the 20-year cap that has expired. All other IMA regulations remain in place on applicable properties within the IMA. These amendments have been adopted pursuant to all local and state requirements. These amendments, together with previously adopted and acknowledged ordinances, fully implement the applicable provisions of OAR 660-012-0060. The revisions and WDO amendment do not alter any of the mobility targets for the interchange. The IMA trip cap remains in place on applicable properties in the IMA; therefore, no re-evaluation is necessary at the intersection at this time. The transportation facilities identified in the TSP amendments are considered to be financially feasible and are included in the System Cost Summary. 137 WOODBURN TRANSPORTATION SYSTEM PLAN Prepared For: City of Woodburn 270 Montgomery Street Woodburn, Oregon 97071 (503) 982-5246 Prepared By: Kittelson & Associates, Inc. th 851 SW 6 Avenue, Suite 600 Portland, OR 97204 (503) 228-5230 FINAL September 2019 ***Updated 2025*** This Project is partially funded by a grant from the Transportation and Growth Management Department of Land Conservation and Development. This TGM grant is financed, in part, by FAST Act), local government, and the State of Oregon funds. The contents of this document do not necessarily reflect views or policies of the State of Oregon. 138 Acknowledgements The development of the Woodburn Transportation System Plan was guided by the Project Management Team (PMT) a Technical Advisory Committee, and a volunteer Citizen Advisory Committee (CAC). The City of Woodburn would like to thank each of these individuals who devoted their time, expertise, and insight into the development of the plan. Project Management Team (PMT) Chris Kerr, City of Woodburn Eric Liljequist, P.E., City of Woodburn Michael Duncan, ODOT Citizens Advisory Committee (CAC) Dawn Cole Estates Officer Mark Hester Business Representative Kari Pankey Parks Board Charlie Piper Planning Commission Chairperson Sharon Schaub City Councilor Peter Skei Industrial Property Representative Sheryl Southwell Industrial Property Representative Elias Villegas Chemeketa College John Zobrist - Citizen Consultant Team Members Matt Hughart, AICP, Kittelson & Associates, Inc. Molly McCormick, Kittelson & Associates, Inc. Julia Kuhn, P.E., Kittelson & Associates, Inc. Adrienne DeDona, JLA Public Involvement Darci Rudzinski, AICP, Angelo Planning Group Page 2 139 Table of Contents INTRODUCTION ................................................................................................................................................... 9 W HY C REATE A T RANSPORTATION S YSTEM P LAN?͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ В W OODBURN 2019 ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ В TSP U PDATE P ROCESS͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ ЊЌ TSP O RGANIZATION ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ ЊЍ ....................................................... 17 G OALS AND OBJECTIVES ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ ЊА MOTOR VEHICLE SYSTEM ................................................................................................................................ 23 F UNCTIONAL C LASSIFICATION S YSTEM ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ ЋЌ R OADWAY P LAN ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ ЋВ F REIGHT P LAN ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЍЉЍЉЍЉЍЉЌА T RAFFIC S AFETY P LAN ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЍЍЍЍЍЍЍЍЍЊ L OCAL S TREET C ONNECTIVITY P LAN ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЍАЍАЍАЍЏЍЋ TRANSIT SYSTEM ................................................................................................................................. 5252525147 E XISTING T RANSIT S ERVICE ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЎЋЎЋЎЋЎЊЍА T RANSIT P LAN P ROJECTS AND P ROGRAMS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЎЏЎЏЎЏЎЎЎЊ PEDESTRIAN SYSTEM .......................................................................................................................... 6262626157 P EDESTRIAN F ACILITIES ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЏЋЏЋЏЋЏЊЎА P EDESTRIAN P LAN P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЏЍЏЍЏЍЏЌЎВ BICYCLE SYSTEM ................................................................................................................................ 7676767571 B ICYCLE F ACILITIES ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵АЏАЏАЏАЎАЊ B ICYCLE P LAN P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵АБАБАБАААЌ OTHER TRAVEL MODES ...................................................................................................................... 8787878581 T RANSPORTATION S YSTEM M ANAGEMENT AND O PERATIONS (TSMO) P LAN ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵БАБАБАБЎБЊ R AIL P LAN ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВЊВЊВЊБВБЎ A IR T RANSPORTATION ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВЊВЊВЊБВБЎ M ARINE T RANSPORTATION ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВЊВЊВЊБВБЎ P IPELINE ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВЊВЊВЊБВБЎ FUNDING............................................................................................................................................. 9595959389 F UNDING P ROGRAMS AND R EVENUE ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВЎВЎВЎВЌБВ P LANNED T RANSPORTATION S YSTEM C OST S UMMARY ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВАВАВАВЎВЊ GLOSSARY OF TERMS .................................................................................................................. 1011011019995 Page 3 140 List of Tables T ABLE 1: F UNCTIONAL C LASSIFICATION C OMPARISON BY J URISDICTION ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ ЋА T ABLE 2: R OADWAY P LAN P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ ЌЊ T ABLE 3: T RAFFIC S AFETY P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЍЍЍЍЍЍЍЍЍЊ T ABLE 4: T RANSIT P LAN͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЎЏЎЏЎЏЎЎЎЊ T ABLE 5: P EDESTRIAN P LAN P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЏЎЏЎЏЎЏЍЏЉ T ABLE 6: B ICYCLE P LAN P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵АБАБАБАААЌ T ABLE 7: T RANSPORTATION D EMAND M ANAGEMENT P ROGRAM S TRATEGIES ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵БББББББЏБЋ T ABLE 8: L AND U SE P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵БВБВБВБАБЌ T ABLE 9: A CCESS M ANAGEMENT P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВЉВЉВЉБББЍ T ABLE 10: R AIL P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВЊВЊВЊБВБЎ T ABLE 11: C ITY OF W OODBURN R EVENUE H ISTORY ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВЎВЎВЎВЌБВ T ABLE 12: P OTENTIAL G RANT S OURCES AND P ARTNERING O PPORTUNITIES ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВЏВЏВЏВЍВЉ T ABLE 13: P OTENTIAL N EW F UNDING S OURCES FOR C ONSIDERATION BY THE C ITY OF W OODBURN ͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВЏВЏВЏВЍВЉ T ABLE 14: P LANNED T RANSPORTATION S YSTEM C OST S UMMARY͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ВАВАВАВЎВЊ List of Figures F IGURE 1: R EGIONAL M AP͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ ЊЊ F IGURE 2: F UNCTIONAL R OADWAY C LASSIFICATION ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ ЋЍ F IGURE 3: R OADWAY P LAN P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЌБЌБЌБЌБЌЎ F IGURE 4: F REIGHT R OUTES ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЍЋЍЋЍЋЍЋЌВ F IGURE 5: T RAFFIC S AFETY P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЍБЍБЍБЍАЍЌ F IGURE 6: L OCAL S TREET C ONNECTIVITY ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЍВЍВЍВЍБЍЍ F IGURE 7: E XISTING T RANSIT F ACILITIES ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵ЎЍЎЍЎЍЎЌЍВ F IGURE 8: P EDESTRIAN P LAN P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵АЋАЋАЋАЊЏА F IGURE 9: B ICYCLE P LAN P ROJECTS ͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵͵БЌБЌБЌБЊАА Page 4 141 ***NOTE 2025 TSP UPDATE*** adoption of the 2019 TSP, highlighted by the construction and recent opening of the Amazon fulfillment center along Butteville Road and the soon to be opened extension of Evergreen Road to Parr Road. These changes are occurring amidst the on-going buildout of the Smith Creek and Brighton Pointe residential neighborhoods and various other residential projects. Most recently, the City of Woodburn formally expanded its urban growth boundary (UGB) which added approximately 237 acres of land to the SWIR, creating significant future industrial development opportunities to the area. To accommodate these land use actions, Woodburn began an sub-area planning process in 2024 to identify and develop a more detailed list of transportation infrastructure projects for the southwest portion of the City. The 2025 TSP Update is the product of this subarea refinement plan. Page 5 142 This page intentionally left blank Page 6 143 1 INTRODUCTION Why Create a Transportation System Plan? Woodburn 2019 TSP Update Process Page 7 TSP Organization 144 This page intentionally left blank Page 8 145 INTRODUCTION WHY CREATE A TRANSPORTATION SYSTEM PLAN? The Woodburn Transportation System Plan (TSP) is a long-range plan that sets the vision for the c transportation system, facilities and services to meet state, regional, and local needs for the next 20 years. The TSP was developed through community and stakeholder input and is ble funding. The plan also serves as the Transportation Element of the Woodburn Comprehensive Plan. The purpose of the 2019 TSP update is to address regulatory changes that have occurred in the region since the previous 2005 TSP, as well as to provide an updated list of projects to address local transportation needs and deficiencies. Pedestrians in Downtown Woodburn Playground Located Along the Existing Section of Mill Creek Greenway The TSP addresses compliance with new or amended Federal, State, and local plans policies, Planning Rule (TPR), the Oregon Highway Plan (OHP), and presents the investments and priorities for the Pedestrian, Bicycle, Transit, and Motor Vehicle System. WOODBURN 2019 As shown in Figure 1, the City of Woodburn lies in the Willamette Valley in Marion County, approximately 30 miles south of Portland and approximately 20 miles north of Salem. Initially starting as land purchased for a tree nursery, construction of the railroad led to rapid development and incorporation as a city in 1889. Further growth occurred as additional tracks and I-5 were constructed. Based on information from the Portland State University Population Research Center (PRC), Woodburn has an estimated 2016 population of 24,795 people, local events, and young and diverse population. Big attractions include the Woodburn Premium Outlets, several golf courses, Tulip Festival, Fiesta Mexicana, and the Woodburn Dragstrip with over 4.5 million visitors to the area each year. Page 9 146 This page intentionally left blank Page 10 147 Figure 1: Regional Map Page 11 148 Blank 11x17 page Page 12 149 TSP UPDATE PROCESS The TSP update process began with a review of local, regional, and statewide plans and policies that guide land use and transportation planning in the city. Goals and objectives were then evaluation of the existing and future transportation system conditions as well as the development of planned improvements. An inventory of the multimodal transportation system was conducted to serve as the basis for the existing and future conditions analyses. The existing and future condition analyses focused on identifying gaps and deficiencies in the multimodal transportation system based on current and forecast future performances. For each gap and deficiency, a solution, or set of potential solutions, was identified to address the system needs. The solutions were then evaluated to determine the preferred solutions, which were prioritized through the public involvement process and organized into planned project lists. The culmination of the TSP update process is this document, which presents the plans and solutions identified to address the existing and future gaps and deficiencies in the c system. Committees The project team developed the TSP update in close coordination with city staff, along with representatives from the local community. One formal committee, referred to as the Citizens Advisory Committee (CAC), had a significant role in the TSP update process. The CAC consisted of local residents with an interest in transportation. The CAC provided technical guidance and coordination throughout the project. CAC members reviewed and commented on technical memorandums and participated in committee meetings and community meetings. The CAC served as the voice of the community and the caretakers of the goals and objectives of the TSP update. Public Involvement The Woodburn TSP is the result of a collaboration among various public agencies, the community, and the project team of city staff, Oregon Department of Transportation (ODOT), and consultants. The public involvement process consisted of continuous face-to-face interactions at multiple events. These events included three drop-in style and three on-line open houses spaced over the course of key project milestones. A detailed summary of the open house outreach methods and feedback is provided in the technical companion document to the TSP. At the deliverable level, the project was supported by Citizens Advisory Committee (CAC) made up of interested citizens, business representatives, and Planning Commission members. Page 13 150 Open House #1 Open House #1 Open House #3 Open House #3 TSP ORGANIZATION The Woodburn TSP is comprised of the main TSP summary document (Volume I) and a volume of supporting technical appendices and other supporting documentation (Volume II). Volume I (this document) is organized into the following sections: Chapter 1 Introduction Chapter 2 Setting The Vision for Transportation System Chapter 3 Motor Vehicle System Chapter 4 Transit System Chapter 5 - Pedestrian System Chapter 6 Bicycle System Chapter 7 Other Travel Modes Chapter 8 Funding and Implementation Outline Chapter 9 Glossary of Terms Volume II (under separate cover) contains the technical memorandums prepared during the development of the TSP including the detailed data and technical analyses that informed the plan. Page 14 151 2 THE VISION FOR TRANSPORTATION Goals and Objectives Page 15 152 This page intentionally left blank Page 16 153 SETTING THE VISION FOR W TRANSPORTATION SYSTEM system and establishing the framework to accommodate potential growth. The public involvement process for the TSP provided a forum for the community to express their vision for community members expressed a desire for a transportation system that maintains community livability, enhances existing transportation infrastructure, increases safety for all users, and provides a framework for potential growth. GOALS AND OBJECTIVES The project team developed goals and objectives for the TSP update to help guide the review and documentation of the preferred future Woodburn transportation system. As described in Technical Memorandum #6: Preferred Alternatives, the goals and objectives through a range of evaluation criteria that were applied to select preferred alternatives and priority rankings among the identified projects. In compliance with state, regional, and local planning requirements, the goals and objective below emphasize a multimodal system that supports all modes and users. Goal 1 Multimodal Mobility Provide a multimodal transportation system that avoids or reduces a reliance on one form of transportation and minimizes energy consumption and air quality impacts. Objective 1A Develop an expanded intracity bus transit system that provides added service and route coverage to improve the mobility and accessibility of the transportation disadvantaged and to attract traditional auto users to use the system. Objective 1B Develop a plan for providing travel options between Woodburn and Portland or Salem, including intercity bus service and potential bus/carpool park-and-ride facilities. Objective 1C Develop a comprehensive low stress network of bicycle lanes and routes that link major activity centers such as residential neighborhoods, schools, parks, commercial areas, and employment centers. Page 17 154 Objective 1D Develop a comprehensive network of sidewalks and off-street pathways that improve pedestrian mobility within neighborhoods and link residential areas to schools, parks, commercial areas, and employment centers. Objective 1E Maintain adequate intersection and roadway capacity on the key east-west and north- south arterials. Goal 2 Connectivity Provide an interconnected street system that is adequately sized to accommodate existing and projected traffic demands in the Woodburn area. Objective 2A Verify and Incorporate the relevant strategies and infrastructure projects from the existing TSP, I-5/OR 214 IAMP, and 99E Refinement Plan Objective 2B Identify new east-west and north-south collector/minor arterial streets within the City to relieve traffic demands on Oregon 219/214, 211, and 99E, and coordinate with Marion County to construct the street connections needed outside of the urban growth boundary (UGB). Objective 2C Develop updated street design standards for arterials, collectors, and local streets. Goal 3 Safety Provide a transportation system that enhances the safety and security of all transportation modes in the Woodburn area. Objective 3A Address existing and potential future safety issues by identifying high collision locations and locations near schools or with a history of fatal, severe injury, and/or pedestrian/bicycle-related crashes and developing strategies to address those issues. Page 18 155 Objective 3B Identify street and railroad crossings in need of improvement, as well as those that should be closed or relocated. Objective 3C Develop a plan for designated truck routes through the City, and a plan to handle truck and rail hazardous cargoes Goal 4 Strategic Investment Provide a financially sustainable transportation system through responsible stewardship of assets and financial resources. Objective 4A Identify new and innovative funding sources for transportation improvements Objective 4B Preserve and maintain the existing transportation system assets to extend their useful life. Goal 5 Land Use and Transportation Integration Review and update land use standards and ordinances to create a balanced built environment where existing and planned land uses are supported by an efficient multi-modal transportation system. Objective 5A Identify a range of potential Transportation Demand Management (TDM) strategies that can be used to improve the efficiency of the transportation system by shifting single- occupant vehicle trips to other modes and reducing automobile reliance at times of peak traffic volumes. Objective 5B Identify revisions to the Woodburn Zoning Ordinance for compliance with the Transportation Planning Rule Page 19 156 This page intentionally left blank Page 20 157 3 MOTOR VEHICLE SYSTEM Functional Classification System Roadway Plan Freight Plan Traffic Safety Plan Page 21 Local Street Connectivity Plan 158 This page intentionally left blank Page 22 159 MOTOR VEHICLE SYSTEM Streets serve a majority of all trips within Woodburn across all travel modes. In addition to motorists in private vehicles, pedestrians, bicyclists, and public transit riders use streets to access areas locally and regionally. This section summarizes the updated functional classification system, roadway plan, freight plan, safety plan, and local street connectivity plan that make up FUNCTIONAL CLASSIFICATION SYSTEM defines its role in the transportation system and reflects desired operational and design characteristics such as right-of-way requirements, pavement widths, pedestrian and bicycle features, and driveway (access) spacing standards. Figure 2 illustrates the functional classification of streets within Woodburn, which includes the following designations as defined by the current Woodburn TSP: Freeways The primary function of the interstate is mobility, because freeways connect major cities, regions within Oregon, and other states, and serve as major freight routes. -e freeway has full access control with access limited to the interchange. Only motorized vehicle traffic is served. Major Arterials Primary functions are to serve local and through traffic as it enters and leaves the urban area, connect Woodburn with other urban centers and regions, and provide connections to major activity centers within the UGB. Emphasis should be on traffic flow, pedestrian and bicycle movements. On-street bicycle lanes and sidewalks should be provided. Minor Arterials Primary functions are to connection major activity centers and neighborhoods within the UGB and to support the major arterial system. Minor arterials should have a higher degree of access, shorter trip lengths, lesser traffic volumes, and lower travel speeds than major arterials. Like major arterials, emphasis should be on traffic flow, pedestrian and bicycle movements. On-street bicycle lanes and sidewalks should be provided. Service Collector - Primary function is to provide connections between neighborhoods and major activity centers and the arterial street system. Some degree of access is provided to adjacent properties, while maintaining circulation and mobility for all users. Service collectors carry lower traffic volumes at slower speeds than major and minor arterials. On-street bicycle lanes and sidewalks should be provided. Page 23 160 Access Streets Primary function is to connect residential neighborhoods with service collectors or arterials. On-street parking and access to adjacent properties is prevalent. Slower speeds should be provided to ensure community livability and safety for vehicles because of low traffic volumes and speeds. Sidewalks or pathways should be provided for pedestrians. Local Streets Primary function is to provide direct access to adjacent land uses. Short roadway distances, slow speeds, and low traffic volumes characterize local streets. Cyclists can share the road with motor vehicles. Sidewalks or pathways should be provided for pedestrians. Local street designations include residential local streets and industrial local streets. School Bus Woodburn Public Library Table 1 summarizes the functional classifications of the major arterial, minor arterial, and service collector streets within Woodburn and identifies the overlapping ownership/maintenance and jurisdictional relationships that exist. The functional classifications used in local TSPs should be consistent with other regional planning efforts. As shown in Table 1, there are several streets that currently have conflicting classifications. Page 24 161 Figure 2: Functional Roadway Classification Page 25 162 Blank 11x17 page Page 26 163 Table 1: Functional Classification Comparison by Jurisdiction Functional Classification Consistent Marion between Roadway Jurisdiction Woodburn County Federal Jurisdictions? Butteville Road Major Major County/City Minor Arterial No (north of OR 219 and south of OR 219) Collector Collector Butteville Road ODOT Minor Arterial Minor Arterial Yes (segment where aligned with OR 219) OR 219 (Butteville Road to Woodland ODOT Major Arterial Minor Arterial No Avenue) Principal OR 219 (Woodland Avenue to I-5) ODOT Major Arterial No Arterial Major Woodland Avenue City Access Street No Collector Service Major Arney Road City/Private No Collector Collector I-5 ODOT Freeway Interstate Yes Principal OR 214 (I-5 to OR 99E) ODOT Major Arterial Yes Arterial OR 214 (OR 99E to UGB east limits) ODOT Major Arterial Minor Arterial No Service Stacy Allison Way City Local No Collector Service Center Street City Local No Collector Evergreen Road (OR 219 to Boean Major City Minor Arterial No Lane) Collector Evergreen Road (Boean Lane to end City Minor Arterial Local No of road) Harvard Drive City Access Street Local No No Stubb Road CountyCity Access Street Local No Designation Service Major Major Parr Road County/City No Collector Collector Collector Service Major Hayes Street City No Collector Collector Major Oregon Way City Access Street No Collector Major Astor Way City Access Street No Collector Major Country Club Road City Access Street No Collector Boones Ferry Road/Settlemier Avenue County/City Minor Arterial Arterial Minor Arterial Yes (north of Parr Road) Boones Ferry Road/Settlemier Avenue Major County/City Minor Arterial Minor Arterial Yes (south of Parr Road) Collector Page 27 164 Functional Classification Consistent Marion between Roadway Jurisdiction Woodburn County Federal Jurisdictions? Major Tukwila Drive City Access Street No Collector Major Hazelnut Drive City Access Street No Collector Major th 5 Street City Access Street No Collector Service Major Harrison Street City No Collector Collector Service Major Lincoln Street County/City Local No Collector Collector Garfield Street City Minor Arterial Minor Arterial Yes Young Street City Minor Arterial Minor Arterial Yes Service Major Cleveland Street City No Collector Collector Front Street City Minor Arterial Minor Arterial Yes Service Major Industrial Avenue City No Collector Collector Service Major Progress Way City No Collector Collector OR 211 ODOT Major Arterial Minor Arterial Yes Major Park Avenue City Access Street No Collector Service No Major Hardcastle Avenue County/City No Collector Designation Collector Major Gatch Street City Access Street No Collector Service Major Brown Street City No Collector Collector OR 99E (north of OR 214 and south of Young ODOT Major Arterial Minor Arterial No Street) OR 99E (segment where aligned with Principal ODOT Major Arterial No OR 214) Arterial Service Major Cooley Road CountyCity Local No Collector Collector Roadway Cross-section Standards A functional classification system as shown in Figure 2 has to work together with roadway cross- section standards to allow for standardization of key characteristics within roadway -section and design will vary between streets and between segments based on adjacent land uses and demands, but the overall street network should also be considered. The Woodburn Page 28 165 1 Development Ordinance Section 3.01.04 contains the current roadway cross-sections standards for the city that work together with the identified functional classification system shown in Figure 2. ROADWAY PLAN Roadway Facilities The roadway facility types that are currently utilized or that are recommended through the roadway plan projects are described below. Turn Lanes Separate left- and right-turn lanes, as well as two-way left-turn lanes (TWLTL) can provide separation between slowed or stopped vehicles waiting to turn and through vehicles. The design of turn lanes is largely determined based on a traffic study that identifies the storage length needed to accommodate vehicle queues. Turn lanes are commonly used at intersections where the turning volumes warrant the need for separation. Traffic Signals Traffic signals allow opposing streams of traffic to proceed in an alternating pattern. National and state guidance indicates when it is appropriate to install traffic signals at intersections. When used, traffic signals can effectively manage high traffic volumes and provide dedicated times in which pedestrians and cyclists can cross roadways. Because they continuously draw from a power source and must be periodically re-timed, signals typically have higher maintenance costs than other types of intersection control. Signals can improve safety at intersections where signal warrants are met, however, they may result in an increase in rear-end crashes compared to other solutions. Signals have a significant range in costs depending on the number of approaches, how many through and turn lanes each approach has, and if it is located in an urban or rural area. The cost of a new traffic signal ranges from approximately $250,000 in rural areas to $500,000 in urban areas. Signal Timing/Phasing Modifications Signal retiming and optimization offers a relatively low-cost option to increase system efficiency. Retiming and optimization refers to updating timing plans to better match prevailing traffic conditions and coordinating signals. Timing optimization can be applied to existing systems or may include upgrading signal technology, such as signal communication infrastructure, signal controllers, or cabinets. Signal retiming can reduce travel times and be especially beneficial to improving travel time reliability. In high pedestrian or desired pedestrian areas, signal retiming can facilitate pedestrian movements through intersections by increasing minimum green times to give pedestrians time to cross during each cycle, which may create additional delay for other 1 https://www.woodburn-or.gov/dev-planning/page/woodburn-development-ordinance-wdo Page 29 166 intersection users. Signals can also facilitate bicycle movements with the inclusion of bicycle detectors. Signal upgrades often come at a higher cost than signal timing and phasing modifications and usually require further coordination between jurisdictions. However, upgrading signals provides the opportunity to incorporate advanced signal systems to further improve the efficiency of a transportation network. Strategies include coordinated signal operations across jurisdictions, centralized control of traffic signals, adaptive or active signal control, and transit or freight signal priority as further described in the Transportation System Management and Operations (TSMO) section. These advanced signal systems can reduce delay, travel time, and the number of stops for transit, freight, and other vehicles. In addition, these systems may help reduce vehicle emissions and improve travel time reliability. Roundabouts Roundabouts are circular intersections where entering vehicles yield to vehicles already in the circle. They are designed to slow vehicle speeds to 20 to 30 mph or less before they enter the intersection, which promotes a more comfortable environment for pedestrians, bicyclists, and other non-motorized users. Roundabouts have fewer conflict-points and have been shown to reduce the severity of crashes, as compared to signalized intersections. Roundabouts can be more costly to design and install when compared to other intersection control types, but they have a lower operating and maintenance cost than traffic signals. Topography must be carefully evaluated in considering a roundabout, given that slope characteristics at an intersection may render a roundabout infeasible. The cost of a new roundabouts ranges from approximately $2 million to $4 million depending upon the number of lanes and the slope conditions. Traffic Signal Roundabout Through Lanes When the demand per lane on a roadway segment has reached saturation, a potential solution is to construct additional through lanes. Although this theoretically adds capacity to the corridor, Page 30 167 added lanes can allow latent demand from the system to show an increase in demand. Added lanes may also create induced demand where drivers see that roadway as less of a barrier with its increased capacity, drawing in additional new demand and potentially maintaining or worsening the rate of congestion. When a roadway does not have a consistent number of travel lanes per direction along a corridor, an added through lane may provide a consistent cross-section allowing for less weaving by vehicles traveling the corridor. Roadway Plan Projects The projects developed for the roadway plan are summarized in Table 2 and shown in Figure 3. These projects are intended to address existing and projected future transportation system needs for motor vehicles as well as all other modes of transportation that depend on the roadway system for travel, such as pedestrians, bicyclists, transit users, and truck freight. Table 2: Roadway Plan Projects Project Responsible Cost 2 Number Location Jurisdiction Type Description Priority Estimate Southern OR Intersection - Enhanced traffic control (traffic signal, 219/Butteville State/ R1 geometric roundabout, or other appropriate geometric High $2,750,000 Road County considerations enhancements) in coordination with ODOT Intersection Widen roadway to include two lanes in each $1,700,000 direction and a two-way left-turn lane (in OR 219 from (Cost R2 State Street design conjunction with pedestrian and bicycle High Butteville Road includes B1 to Willow Road facility improvements) in coordination with and P1) ODOT Widen roadway to include two lanes in each direction and a two-way left-turn lane, OR 214 from including changes to signal timing as $20,300,000 R3 State Street design Medium Cascade Drive appropriate, in coordination with ODOT (and (Cost to OR 99E in conjunction with bicycle facility includes B2) improvements) As identified in the Highway 99E Corridor Plan, widen roadway to provide a $12,300,000 continuous two-way left-turn lane and wider OR 99E from (Cost R4 State Street design shoulders, including changes to signal timing Medium Lincoln Street to includes B3, south UGB as appropriate, in coordination with ODOT B4, P3, and (and in conjunction with pedestrian and P4) bicycle facility improvements) Page 31 168 Project Responsible Cost 2 Number Location Jurisdiction Type Description Priority Estimate Parr Road from western UGB to western City Boundary 1 $0 Evergreen Road Upgrade to Service Collector urban (Project from Parr Road R5 CountyCity Street design standards including bicycle and pedestrian Low includes to South Arterial and Parr Road enhancements B21 and to western City P15P14) Boundary. Parr Road from Stubb Road to Evergreen Road Butteville Road 1 $0 from current Upgrade to Minor Arterial urban standards (Project improved R6 CountyCity Street design including bicycle and pedestrian Low extents Le Brun includes B7 enhancements on the east side Road OR 219 to and P6P5) southern UGB Brown Street 1 $0 Upgrade Brown Street to Service Collector from Comstock (Project R7 City Street design urban standards including bicycle and Low Avenue to Vine includes Avenueend of pedestrian enhancements P20P19) roadway OR 214/ Investigate corridor signal timing and Traffic signal I-5 Southbound R8 State coordination adjustments in coordination Medium $15,000 Ramp timing with ODOT Intersection OR 214/ Investigate corridor signal timing and Traffic signal I-5 Northbound R9 State coordination adjustments in coordination Medium $15,000 Ramp timing with ODOT Intersection Investigate corridor signal timing and OR 214/ Traffic signal R10 State coordination adjustments in coordination Medium $15,000 Evergreen Road timing Intersection with ODOT OR 214/ Investigate corridor signal timing and Oregon Way/ Traffic signal R11 State coordination adjustments in coordination Medium $15,000 Country Club timing Road with ODOT Intersection Install intersection capacity improvement OR 214/ such as traffic signal (if warranted), turn Front Street R12 State Traffic control Medium $1,000,000 Ramp lanes, or roundabout in coordination with Intersection ODOT Install intersection capacity improvement OR 214/ such as traffic signal (if warranted), turn R13 State Traffic control Medium $1,000,000 Park Street lanes, or roundabout in coordination with Intersection ODOT Install a second left-turn lane on the southbound approach, install a second OR 214/ Intersection - receiving lane on the east leg, install a OR 211/ R14 State geometric Medium $1,900,000 OR 99E second westbound left-turn lane, and considerations Intersection update signal timing in coordination with ODOT Page 32 169 Project Responsible Cost 2 Number Location Jurisdiction Type Description Priority Estimate Parr Road/ Install intersection capacity improvement $500,000 to Settlemier R15 City Traffic control such as traffic signal (if warranted), turn Low Avenue $3,000,000 lanes, or roundabout Intersection OR 99E/ Intersection - Reconfigure the westbound approach to Hardcastle R16 State geometric incorporate one left-turn lane and one thru-Medium $50,000 Avenue considerations right turn lane in coordination with ODOT Intersection Install a shared through-right turn lane on the Intersection - OR 99E/ eastbound approach and reconfigure the State geometric Medium $500,000 R17 Lincoln Street existing approach lane as a separate left- Intersection considerations turn lane in coordination with ODOT As identified in the Highway 99E Corridor Plan, install a third westbound lane to Intersection - OR 99E/ provide separate left, thru, and right turn State geometric Medium $550,000 R18 Young Street lanes in coordination with ODOT. Implement Intersection considerations protected-permissive left-turn phasing on the eastbound and westbound approaches. Install intersection capacity traffic control improvement such as traffic signal (if OR 99E/ warranted), turn lanes, or roundabout in Medium Cleveland State Traffic control coordination with ODOT. Consideration $1,000,000 R19 Street (High?) should be given to railroad preemption and Intersection the proximity to the signalized intersection at OR 99E and Young Street. Ben Brown Lane Extend Ben Brown Lane from Harvard Drive from Harvard City New roadway to Evergreen Road ats thean Access Street Medium $5,100,000 R20 Drive to standard Evergreen Road City New roadway Extend south to Parr Road High $4,750,000 R21 Evergreen Road Stacy Allison Extend Stacy Allison Way south to UGB Way from City New roadway Industrial StreetRoad at the Service Collector Medium $7,300,000 R22 Hooper Street to Industrial standard Road Brown Street from Vine Extend Brown Street south to the future South City New roadway Medium $800,000 R23 Avenue to Arterial at the Service Collector standard future South Arterial Woodland City New roadway Extend west to Butteville Road Medium $2,450,000 R24 Avenue Extend Industrial Road to a future Construct East-west a new Local Industrial Street connecting the Connection in City New roadway southern extensions of Stacy Allison Way and Medium $1,800,000 R25 Southwest WoodburnIndus Evergreen Road at the Local Industrial trial Road standard Upgrade the existing roadway to Access Stubb Road Street design Street standards and extend north to from Harvard County and new Medium $1,900,000 R26 Drive to Parr Harvard Drive including bicycle and roadway Road pedestrian enhancements Page 33 170 Project Responsible Cost 2 Number Location Jurisdiction Type Description Priority Estimate North-south Construct a new Access Street connecting Connection in City New roadway Medium $5,150,000 R27 Southwest Hayes Street to Stubb Street Woodburn Evaluate the need for intersection OR 99E/ Intersection - modifications including traffic control, Industrial State/City geometric illumination, signing, and striping, including Medium $100,000 R28 Avenue considerations any sight distance constraints in coordination Intersection with ODOT Construct the Southern Arterial from Evergreen RoadButteville Road to future Southern City New roadway Evergreen Road extensionOR 99E (2 lanes). Medium $142,250,00 R29A Arterial Close Parr Road/Butteville Road intersection 06,700,000 west of Stacy Allison Way extension. Construct the Southern Arterial from Evergreen Road extension to Settlemier Ave Southern City New roadway Medium $15,500,000 R29B Arterial (2 lanes), including consideration for a grade separated crossing of the UPRR rail line. Construct the Southern Arterial from Southern City New roadway Medium $9,300,000 R29C Arterial Settlemier Ave to OR 99E (2 lanes) Intersection - Woodland Modify the intersection layout to address City geometric Medium $100,000 R30 Avenue Curve truck turning movement constraints Modification considerations As identified in the Highway 99E Corridor George Intersection - Plan, close vehicular access to George Street/Hillsboro State/City geometric Street from Hillsboro Silverton Highway when Medium $60,000 R31 Silverton Highway considerations future local street access is provided to the Intersection east Evergreen Road Upgrade and Eextend Evergreen Road from ???$1,700,0 City New Roadway Medium R32 from Parr Road Parr Road to the futuresouth to South Arterial 00 to South Arterial Stacy Allison Extend Stacy Allison RoadWay south from Medium $4,250,000? RoadWay from City New Roadway Industrial Road to the future South Arterial at R33 Industrial Road ?? the Service Collector standard. to South Arterial Killian Spring ???$2,130,0 Extend Killian Spring Drive west to Evergreen Drive from City New Roadway Medium 00 R34 Stubb Road to RoadStacy Allison Way. Evergreen Road Install intersection capacity improvement Evergreen such as traffic signal (if warranted), or Intersection- Road/ & Stacy roundabout, at Evergreen Road & Stacy $500,000 to traffic control Medium Allison 4 City Allison Way.Reconfigure the $3,000,000 R35 RoadWay & geometric High intersection/modify the traffic control (e.g. ??? Intersection considerations traffic signal or roundabout) when Improvements warranted. Install intersection capacity improvement Evergreen Intersection- such as traffic signal (if warranted), or $500,000 to Road/ & Hayes traffic control roundabout, at Evergreen Road & Hayes Medium 4 City $3,000,000 R36 Street & geometric StreetReconfigure the intersection/modify High Intersection ??? considerations the traffic control (e.g. traffic signal or Improvements roundabout) when warranted. Page 34 171 Project Responsible Cost 2 Number Location Jurisdiction Type Description Priority Estimate Install intersection capacity improvement Evergreen Intersection- such as traffic signal (if warranted), or $500,000 to Road/ & traffic control roundabout, at Evergreen Road. & Harvard Medium 4 City $3,000,000 R37 Harvard Drive & geometric DriveReconfigure the intersection/modify the High Intersection ??? considerations traffic control (e.g. traffic signal or Improvements roundabout) when warranted. Evergreen Road/ Intersection Convert the intersection to all-way stop Medium $1020,000? City R38 Parr Road traffic control control when warranted. High ?? intersection improvements Install intersection improvements to Intersection- accommodate South Arterial connection. OR99E & /South traffic control State/City Evaluate the appropriate intersection layout, Medium $50,000??? R398 Arterial & geometric Intersection traffic control, signing, and striping, in considerations coordination with ODOT Install intersection improvements to Settlemier S. Intersection- accommodate South Arterial Boones Ferry traffic control $3,000,000? City connection.Evaluate and install the Medium R4039 Road/ & South & geometric ?? Arterial appropriate traffic control (assumed considerations Intersection roundabout). Install intersection improvements to accommodate South Arterial connection Intersection-with the extension of Evergreen Evergreen traffic control Road.Provide a separate eastbound left-turn $480,000?? Road/ & South City Medium R410 Arterial & geometric lane on the South Arterial. Provide separate ? Intersection considerations southbound left- and right-turn lanes on the Evergreen Road approach. Provide stop- control on the Evergreen Road approach. Widen Butteville Road to provide a separate southbound left-turn lane. Provide separate Intersection- westbound left- and right-turn lanes on the Butteville Road/ traffic control $476,000?? City South Arterial approach. Stop control the Medium R421 & South Arterial & geometric ? Intersection South Arterial Road approach. Install considerations intersection improvements to accommodate South Arterial connection. WidenUpgrade roadway to better $7,100,000? Stacy Allison City Street Design accommodate truck freight traffic as a Medium R432 RoadWay ?? accommodate designated Truck Way Widen roadwayhighway to include one lane in each direction and a two-way left-turn $4,680,000? OR 219 west of State Street Design lane (in conjunction with pedestrian and Low R443 Butteville Road ?? bicycle facility improvements) in coordination with ODOT Gatch Street Upgrade Gatch Street to Service Collector from Blaine $1,870,000? City Street Design urban standards including bicycle and Low R454 Street to ?? Hardcastle pedestrian enhancements Avenue Page 35 172 Project Responsible Cost 2 Number Location Jurisdiction Type Description Priority Estimate Brown Street Upgrade Brown Street to Service Collector from Cleveland $2,810,000? City Street Design urban standards including bicycle and Low R465 Street to ?? Comstock pedestrian enhancements Avenue As part of potential property redevelopment, realign Parr Road to intersect Butteville Road further to the south to provide improved $7500,000 Intersection Butteville Road/ stopping and intersection sight distance. to City geometric High R47 Realigned Parr 4 Following implementation of South Arterial $3,000,000 Road considerations (R29) and Evergreen Road extension (R32), ??? close the realigned intersection or convert it to right-in/right-out only. Quickfix Investigate and install potential Intersection Butteville Road/ safety countermeasures to address sight City geometric High $5075,000 R48 Existing Parr distance limitations for intersection Road considerations (signage/lights?) (duplicate of S2) $12,201,000 24,011,000$ TOTAL High Priority Costs 9,200,000 $104,606,00 064,450,000 TOTAL Medium Priority Costs $74,670,000 $12,360,000 9,860,000$5 TOTAL Low Priority Costs 00,000 $129,061,00 098,321,000 TOTAL Program Costs (20 years) $84,370,000 1. Project to be funded by others 2. The cost estimates presented to not include costs associated with right-of-way acquisition due to its high variability depending on location, parcel sizes, and other characteristics. 3. Improvements only on the east side of Butteville Road, due to 20-Year Expansion limitation until January 11, 2036, adopted by the Woodburn City Council on October 31, 2005 (Ordinance No. 2391) and acknowledged by the State of Oregon on December 22, 2006. 4. A cost estimate range is provided to allow for a design project to determine the appropriate intersection control using additional data, such as right-of-way information and surrounding environmental conditions. $75500,000 is the planning- level cost estimate if a traffic signal is determined, and $3,000,000 is the planning-level cost estimate if a roundabout is determined. The higher cost estimate was included in all totals. Page 36 173 This page intentionally left blank Page 37 174 Figure 3: Roadway Plan Projects Page 38 175 Blank 11x17 page Page 39 176 FREIGHT PLAN Efficient truck movement plays a vital role in the economical movement of raw materials and finished products. The designation of freight routes provides for this efficient movement while at the same time maintaining neighborhood livability, public safety, and minimizing maintenance costs of the roadway system. Per the Oregon Highway Plan (OHP), the only designated freight route in Woodburn is I-5. In addition, OR 214 is designated a National Network Truck Route per ODOT TransGIS information online. Freight routes are shown on Figure 4, identifying freight routes and freight ways throughout Woodburn that facilitate the movement of freight in the city. National Highway System Routes The National Highway System (NHS)is designated by the US Department of Transportation 2 Within Woodburn, I-5 is part of the Eisenhower Interstate System and OR 219, OR 214, and OR 99E are classified as MAP-21 NHS Principal Arterials. 2 https://www.fhwa.dot.gov/planning/national_highway_system/ Page 40 177 This page intentionally left blank Page 41 178 Figure 4: Freight Routes Page 42 179 Blank 11x17 page Page 43 180 TRAFFIC SAFETY PLAN Traffic safety has a significant impact on how people use the transportation system within Woodburn, particularly in areas where real or perceived safety risks prevent people from using more active travel modes, such as walking, biking, and taking transit. Table 3 identifies the traffic safety projects that will be included in the Woodburn TSP update. Additional safety projects and improvements are identified as part of the pedestrian, bicycle, and transit plans later in the document, in addition to the safety-related projects already discussed in the roadway plan previously in this section. Figure 5 illustrates the traffic safety plan projects. Table 3: Traffic Safety Projects Project Responsible 2 Number Location Jurisdiction Type Description Priority Cost Estimate Enhanced traffic control (traffic signal, Southern OR Intersection - roundabout, or other S1219/Butteville State/County geometric appropriate geometric High Cost included in R1 Road considerations enhancements) if/when warranted and in coordination with ODOT In coordination with ODOT, Eenhanced traffic control (traffic signal, roundabout, or other appropriate geometric Northern OR enhancements) if/when Intersection - 214/ warranted and in 1 S2State/County geometric Medium Butteville $7500,000 to $32,000,000 coordination with Road considerations ODOTand safety Intersection improvements to address sight distance limitations Warning measures for limited sight distance (duplicate of R48) Enhanced signs and Front Street/ pavement markings (e.g. S3City Intersection Medium Lincoln Street $50,000 stop signs, warning signs, Intersection and/or beacons) Evaluate the intersection layout, signing, and striping in correlation to Front Street/ Intersection - the railroad tracks. Young Street/ S4City geometric High $100,000 Garfield Street Provide clarification for considerations Intersection westbound drivers trying to proceed through the intersection Page 44 181 Project Responsible 2 Number Location Jurisdiction Type Description Priority Cost Estimate As identified in the Highway 99E Corridor Plan, update roadway OR 99E/OR S5City Lighting lighting to meet ODOT Medium $2,150,000 214 roadway lighting standards in coordination with ODOT As identified in the Highway 99E Corridor Plan and in coordination with ODOT: Restrict left-turn movements and eventually close the Silverton Avenue intersection on OR 99E and vacate the segment of Silverton Avenue OR 99E access between OR 99E and between Birds Eye Avenue Young Street S6State Intersection Medium $60,000 and Restrict left-turn Cleveland Street movements onto Birds Eye Avenue from Hillsboro Silverton Highway and eventually close the Birds Eye Avenue intersection on Hillsboro Silverton Highway and vacate the segment of Birds Eye Avenue between Hillsboro Silverton Highway and Silverton Avenue Evaluate the intersection layout, signing, and striping in coordination Intersection - with ODOT, including any OR 99E/ S7State geometric sight distance High $100,000 Tomlin Avenue considerations constraints. Consider restricting the southbound left-turn movement Page 45 182 Project Responsible 2 Number Location Jurisdiction Type Description Priority Cost Estimate Interim- Modify intersection to address existing sight distance and geometric limitations (Address sight distance issues- warn drivers with lighting(?)Investigate and install countermeasures to improve overall intersection safety. As part of potential Intersection - Butteville property redevelopment, $1,000,000Cost included in S8CountyCity geometric MediumHigh Road/ consider the realignment R47 Parr Road considerations of Parr Road to intersect Butteville Road further to the south to provide improved stopping and intersection sight distance. Following implementation of South Arterial (R29) and Evergreen Road extension (R32), close the realigned intersection or convert it to right-in/right- out only. Evaluate traffic safety along OR 99E, OR 219/OR214, Front Street, State/ S9Study Evergreen Road, and Low $100,000 City-wide County/City other key corridors to identify appropriate countermeasures Enhanced traffic control Intersection - (traffic signal, Settlemier 1 S10City geometric roundabout, or other High $500,000 to $2,000,000 Avenue/Hayes Street considerations appropriate geometric enhancements) Update roadway lighting Butteville S11City Lighting to meet City roadway Low $700,000 Road lighting standards TOTAL High Priority Costs $2,2000,000 TOTAL Medium Priority Costs $5,260,0005,2604,210,000 TOTAL Low Priority Costs $1800,000 TOTAL Program Costs (20 years) $6,260,0007,560,0004,5100,000 1. A cost estimate range is provided to allow for a design project to determine the appropriate intersection control using additional data, such as right-of-way information and surrounding environmental conditions. $500,000 is the planning- level cost estimate if a traffic signal is determined, and $2,000,000 is the planning-level cost estimate if a roundabout is determined. The higher cost estimate was included in all totals. Page 46 183 2. The cost estimates presented to not include costs associated with right-of-way acquisition due to its high variability depending on location, parcel sizes, and other characteristics. LOCAL STREET CONNECTIVITY PLAN As indicated above, the street system within Woodburn is largely built-out. Therefore, there are limited opportunities for new arterial, Service Collector, or Access Streets. However, there are opportunities for new local streets in select areas throughout the city that could improve access and circulation for all travel modes. Figure 6 illustrates the general location of the local street connections identified for the Woodburn TSP update. Roadway alignments for each connection are not provided as they are anticipated to be determined as part of future development. Costs are not provided for these projects as they are anticipated to be constructed by future development. Any local street connectivity projects that are desired to be city-initiated projects should be identified as a high priority and included in the cost-constrained plan. Page 47 184 Figure 5: Traffic Safety Projects Page 48 185 Figure 6: Local Street Connectivity Page 49 186 4 TRANSIT SYSTEM Existing Transit Service Transit Plan Projects and Programs Page 50 187 This page intentionally left blank Page 51 188 TRANSIT SYSTEM Public transportation can provide important connections to destinations for people that do not drive or bike and can provide an additional option for all transportation system users. Transit complements walking, bicycling, or driving trips: users can walk to and from transit stops and their homes, shopping or work places, people can drive to park-and-ride locations to access a bus, or people can bring their bikes on transit vehicles and bicycle from a transit stop to their final destination. EXISTING TRANSIT SERVICE The transit system within Woodburn consists of fixed-route and paratransit services as well as school and shuttle bus service. Fixed-Route Service Public transportation in Woodburn today is provided by Woodburn Transit Service, Cherriots Regional, and Canby Area Transit, as described below. Figure 7 shows the existing transit facilities. Woodburn Transit Service Woodburn Transit Service operates a fixed-route bus line in Woodburn, providing connections throughout town as shown in Figure 7. As shown, fixed-route transit service is provided along the major east-west corridors linking neighborhoods to all major retail and commercial areas. The route also connects to the Woodburn Memorial Transit Facility located off of OR 214. Service is provided from 7:00 AM to 7:00 PM at approximately 1-hour headways. Cherriots Regional Cherriots Regional operates the 10X Woodburn/Salem Express bus line that provides weekday service between Salem and Woodburn along the 99E corridor. Stops are located along Front Street, OR 214, Settlemier Avenue and Downtown Woodburn. Cherriots Regional also operates the 20X N. Marion Co./Salem Express bus line that provides weekday services between Salem, Silverton, and Woodburn. Stops are located along OR 214 and 99E. The service operates Monday Friday from 7:30 AM 7:00 PM with 2 to 2.5 hour headways. Canby Area Transit Canby Area Transit (CAT) operates the Route 99 bus line which provides daily bus service between Woodburn and Canby along the 99E corridor. The Woodburn stop is located near the 99E/OR 214 intersection. The service operates Monday Friday from 6:30 AM 8:00 PM with headways that range from 1 to 2.5 hours. Page 52 189 Dial-A-Ride Service Woodburn provides Dial-A-Ride service for people with disabilities and the elderly living within Woodburn who are not able to utilize the fixed route bus. The service operates Monday - Friday from 7:00 AM - 7:00 PM and utilizes a fully accessible van. The van provides door to door service for any purpose to any location within the Woodburn City limits. The Dial-A-Ride program also arranges for volunteer drivers to take elderly Woodburn residents and those with disabilities to medical appointments in all areas between Portland and Salem. Requests for service must be made at least one day in advance. Other Services Greyhound The Greyhound bus service provides a regional transportation option, with buses to Portland from Woodburn three times per day. The station is located on Front Street and is open from 9 a.m. to 8 p.m. everyday. Park-and-Rides The Woodburn Memorial Transit Facility (Park& Ride) is located off of Evergreen Road north of OR 214. Woodburn Transit Service regularly stops at the park & ride facility. The Cascades POINT bus service, operated by MTR Western in partnership with ODOT, makes 2 daily northbound stops and 2 daily southbound stops at the new transit facility. Riders can buy tickets to go as far as Eugene to the south, and Portland to the north. Schedule and ticket information is available at the website and the Amtrak Cascades site. Woodburn Memorial Transit Center Bus Page 53 190 Figure 7: Existing Transit Facilities Page 54 191 Blank 11x17 page Page 55 192 TRANSIT PLAN PROJECTS AND PROGRAMS Public transit service within Woodburn is provided by Woodburn Transit Service, supplemented by regional service provided by Cherriots Regional and Canby Area Transit. In addition to coordinating as needed with local and regional transit agencies to help implement their planned service enhancements, the City of Woodburn can support improved transit service by providing easy and safe walking and bicycling connections between key roadways, neighborhoods, and local destinations; by providing amenities, such as shelters and benches, at transit stops; by encouraging an appropriate mix and density of uses that support public transit; and by providing and planning for park-and-ride locations. Table 4 summarizes the transit plan identified for Woodburn. Table 4: Transit Plan Project Responsible Cost Number Location Jurisdiction Description Priority Estimate Coordinate with Woodburn Transit to deliver service enhancements funded through the STIF: Woodburn Woodburn T1 Medium $5,000 Fleet Transit/City Purchase of Category B and C vehicles (1 each) for use in the City's expanded transit services. (100% funding level 2020-21) Coordinate with Woodburn Transit to deliver service enhancements funded through the STIF: Woodburn Woodburn T2 Purchase a Category B vehicle that will replace the second Medium $5,000 Fleet Transit/City oldest full-size vehicle in the WTS fleet; will be used for the City's existing local fixed route circulator. (130% funding level 2021) Coordinate with Woodburn Transit to deliver service enhancements funded through the STIF: Woodburn Woodburn T3 Addition of weekend service for Woodburn Transit Service Medium $5,000 Fixed Route Transit/City fixed route and paratransit services (Sat. 9am-5pm, Sun.9am-3pm) by up to 2,156 revenue hours (FY20-21). (100% funding level 2020-21) Coordinate with Woodburn Transit to deliver service enhancements funded through the STIF: Woodburn Woodburn Modify the existing 60-minute fixed route loop; add an T4 Medium $5,000 Fixed Route Transit/City additional 30-minute route that will serve high frequency stops on weekdays (7am-7pm) within the Woodburn city limits. Total additional service will be up to 6,192 revenue hours (FY20-21). (100% funding level 2020-21) Coordinate with Woodburn Transit to deliver service enhancements funded through the STIF: Woodburn Woodburn Modify the existing 60-min. fixed route by adding a new 30 T5 Medium $5,000 Fixed Route Transit/City min. route that serves high frequency stops (up to 1,456 revenue hours); this service will operate Saturdays (9am- 5pm) and Sundays (9am-3pm). Also includes Dial-a-Ride (DAR) service. (130% funding level 2020-21) Page 56 193 Project Responsible Cost Number Location Jurisdiction Description Priority Estimate Woodburn Woodburn 1 T6 Increase frequency of existing route to 30 minutes Medium $0 Fixed Route Transit Woodburn Woodburn 1 T7 Convert existing route to two-way operations Medium $0 Fixed Route Transit Work with Woodburn Transit as growth occurs to provide new or re-routed service to other areas of Woodburn including: Parr Road via an extension of Evergreen Road Crosby Road Butteville Road Woodburn T8 City-wide Medium $5,000 The employment center southwest of the I-5/OR Transit/City 214 interchange Woodburn Industrial Park along the Progress Way and Industrial Avenue corridors Gateway subarea between Front Street and Mill Creek Neighborhoods in southeast Woodburn Coordinate with Woodburn Transit to establish a free shuttle Woodburn Woodburn between the Woodburn Company Stores and Downtown T9 Company Medium $5,000 Transit/City Woodburn, hourly during peak shopping and entertainment Stores hours Woodburn Coordinate with Woodburn Transit and major employers to T10 City-wide Medium $5,000 Transit/City establish a peak-only employer shuttle Coordinate with Cherriots to deliver service enhancements funded through the STIF: Urban and Rural Cherriots Expand service for up to 7,557 revenue hours on urban & T11 Cherriots/City Medium $5,000 Regional rural Regional services. Includes startup costs for hiring new Services employees, and coordination of schedules with connecting services. Also establishes a Youth fare category (ages 6- 18).(100% funding level 2020-21) Coordinate with Cherriots to deliver service enhancements funded through the STIF: Keizer to Establish one new Regional route from Keizer to Wilsonville T12 Cherriots/City Medium $5,000 Wilsonville with a stop at the Woodburn Memorial Park and Ride. Increase service on weekdays by 30 percent on urban & rural Regional services by up to 5,245 revenue hours. (130% funding level 2020-21) Coordinate with Cherriots to deliver service enhancements funded through the STIF: Urban and Rural Cherriots T13 Cherriots/City Add Saturday service to urban & rural Cherriots Regional Medium $5,000 Regional services with up to 3,919 revenue hours of new service Services (FY20-21). Includes coordination of schedules with other connecting services. (100% funding level 2020-21) Page 57 194 Project Responsible Cost Number Location Jurisdiction Description Priority Estimate Coordinate with Cherriots to deliver service enhancements funded through the STIF: Urban and Rural Cherriots Add 30 percent more Saturday service to urban & rural T14 Cherriots/City Medium $5,000 Regional Regional services by up to 215 revenue hours (FY20-21). In Services FY21, adds 6 holidays to the same routes. Includes coordination of schedules with connecting services. (130% funding level 2020-21) Woodburn Coordinate transfers between the different agency services T15 City-wide Transit/ Medium $5,000 in Woodburn Cherriots/City Coordinate with Cherriots to provide a stop in Woodburn for T16 Woodburn Cherriots/City SMART Route 1X, providing service to WES station in Medium $5,000 Wilsonville and downtown Salem Coordinate with Cherriots to consider further new service connections for Woodburn including: Service to Portland - connect to TriMet via the Woodburn to T17 Cherriots/City Medium $5,000 Tualatin Park-and-Ride, directly into downtown Portland Portland, or the MAX Orange Line light rail service. Demand-responsive service to Hubbard one day per week Woodburn Evaluate all bus stops to verify static bus route information T18 City-wide Transit/ signage is visible and accessible and that bike racks are Medium $25,000 Cherriots available at major bus stops Stop 755016: Woodburn T19 New shelter Low $5,000 Walmart Transit Stop 20419: Woodburn T20 New shelter Low $5,000 Garfield Street Transit Woodburn Investigate transferring the paratransit system to a local T21 City-wide Low $5,000 Transit social service agency TOTAL High Priority Costs $0 TOTAL Medium Priority Costs $100,000 TOTAL Low Priority Costs $15,000 TOTAL Program Costs (20 years) $115,000 1. Project to be funded by others. Page 58 195 This page intentionally left blank Page 59 196 5 PEDESTRIAN SYSTEM Pedestrian Facilities Page 60 Pedestrian Plan Projects 197 This page intentionally left blank Page 61 198 PEDESTRIAN SYSTEM -use paths. A majority of city streets currently have sidewalks on at least one side of the roadway. The pedestrian plan includes several projects to construct new sidewalks where they are lacking and ts. Although many of the pedestrian projects are located on Service Collector streets or higher, a few local street pedestrian projects are included to provide access to essential destinations such as schools, parks, churches, and other land uses. The pedestrian plan also includes several enhanced pedestrian crossings, multi-use paths, and accessways that support the pedestrian system. PEDESTRIAN FACILITIES This section summarizes the facility types integrated into the pedestrian plan, addressing gaps and deficiencies identified in the existing system and forecast as part of future needs. Sidewalks Sidewalks are the fundamental building blocks of the pedestrian system. They enable people to walk comfortably, conveniently, and safely from place to place. They also provide an important means of mobility for people with disabilities, families with strollers, and others who may not be able to travel on an unimproved roadside surface. Sidewalks are usually 6 to 8-feet wide and constructed from concrete. They are also frequently separated from the roadway by a curb, landscaping, and/or on-street parking. Sidewalks are widely used in urban and suburban settings. Ideally, sidewalks could be provided along both sides of the roadway; however, some areas with physical or right-of-way constraints may require that sidewalk be located on only one side. Sidewalk solutions include: Fill in the gaps Install sidewalks on one-side of the roadway Install sidewalks on both sides of the roadway Re-construct existing sidewalks with appropriate width and buffer Improve existing sidewalks with appropriate lighting Accessways Non-vehicular connections between cul-de-sacs and adjacent roadways can significantly reduce travel distances for pedestrians, thereby encouraging more people to walk. Woodburn has a few existing accessways that create connections between neighborhoods and pedestrian and bicycle routes. Potential new connections could use existing City right-of-way between cul- de-sacs or unconnected roadways to provide a paved path, unpaved path, or trail for non- motorized use. Page 62 199 Sidewalk Gap Sidewalk Improvements Multi-use Paths and Trails Multi-use paths are paved, bi-directional trails that can serve both pedestrians and bicyclists. Multi-use paths and trails can be constructed adjacent to roadways where the topography, right-of-walks and bike facilities. A minimum width of 10 feet is recommended for low-pedestrian/bicycle-traffic contexts; 12 to 20 feet should be considered in areas with moderate to high levels of bicycle and pedestrian traffic. Multi-use paths can be used to create longer-distance links within and between communities. They play an integral role in recreation, commuting, and accessibility due to their appeal to users of all ages and skill levels. Accessways Multi-use Paths and Trails Page 63 200 Enhanced Pedestrian Crossings Pedestrian crossing facilities enable pedestrians to safely cross streets, railroad tracks, and other transportation facilities. Planning for appropriate pedestrian crossings requires the community to balance vehicular mobility needs with providing crossing locations for desired routes of walkers. Enhanced pedestrian crossing treatments include: Median refuge islands Curb extensions High visibility pavement markings and Pedestrian signals signs Pedestrian countdown Rapid rectangular flashing beacons heads (RRFB) Leading Pedestrian Pedestrian Hybrid Beacons interval Many of the treatments listed above can be applied together at one crossing location to further alert drivers of the presence of pedestrians in the roadway. description of enhanced pedestrian crossing treatments. Enhanced Pedestrian Crossing with RRFBs Enhanced Pedestrian Crossing with Pedestrian Signal PEDESTRIAN PLAN PROJECTS Table 5 identifies the pedestrian plan projects for the Woodburn TSP update. As shown, the projects are separated into projects based on roadway classification, as well as projects at intersections and in other locations throughout the city. The priorities shown in Table 5 are based on the project evaluation criteria as well as input from the project team and the general public. The cost estimates are based on average unit costs for roadway improvements. Table 8 illustrates the location of the pedestrian plan projects. Page 64 201 Table 5: Pedestrian Plan Projects Project Responsible Cost 3 Number Location Jurisdiction Type Description Priority Estimate Major Arterials OR 219 from Cost Butteville Road Install new sidewalks in coordination with P1State New sidewalks Medium included in to Willow ODOT 2 R2 Avenue OR 99E from Cost Remove existing sidewalks and install new Lincoln Street to P2State New sidewalks Medium included in southern City sidewalks in coordination with ODOT 2 R4 Boundary OR 99E from Cost Install new sidewalks in coordination with southern City P3State New sidewalks Low included in Boundary to ODOT 2 R4 southern UGB Minor Arterials Butteville Install new sidewalks in coordination with Road/OR 219 P4State/County New sidewalks Medium $1,500 ,000 from northern ODOT UGB to OR 219 Butteville Road from current Cost Install new sidewalks on the east side improved P5County New sidewalks Medium included in extentsLe Brun Butteville Road 2 R6 Road OR 219 to southern UGB Evergreen Road Sidewalks - Fill from Stacy P6City Fill in the gaps High $200,000 Allison Way to in gaps Boean Lane Boones Ferry Road from P7County/City New sidewalks Install new sidewalks on one side Medium $150 ,000 northern UGB to Hazelnut Drive Install new sidewalks on one side. This Settlemier project improves safe routes to school for Avenue from P8City New sidewalks Nellie Muir Elementary School, Heritage High $300,000 Oak Street to Elementary School, and Valor Middle Parr Road School Install new sidewalks. This project improves Boones Ferry safe routes to school for Heritage HighMe Road from Parr P9County/City New sidewalks $800,000 Road to Elementary School and Valor Middle dium southern UGB School Install new sidewalks on one side. This Front Street from P10 City New sidewalks project improves safe routes to school for High $400,000 northern UGB to Hazelnut Drive Woodburn High School Sidewalks - Fill P11 City Fill in the gaps Medium $200,000 Young Street in gaps Page 65 202 Project Responsible Cost 3 Number Location Jurisdiction Type Description Priority Estimate OR 211 from OR Install new sidewalks in coordination with P12 State New sidewalks Medium $500,000 99E to eastern ODOT UGB Service Collectors Hayes Street Fill in the gaps. This project improves safe Sidewalks - Fill from Harvard City routes to school for Nellie Muir Elementary High $600,000 P13 Drive to in gaps School Cascade Drive Evergreen Road from Parr Road to South Arterial Install new sidewalks. This project improves and Parr Road Cost safe routes to school for Heritage to western City CountyCity New sidewalks High included in P14 Boundary. Parr Elementary School and Valor Middle 2 R5 Road from School western UGB to western City Boundary Fill in the gaps. This project improves safe Lincoln Street Sidewalks - Fill City routes to school for Washington High $450,000 P15 from Cascade in gaps Drive to OR 99E Elementary School Industrial Avenue from City New sidewalks Install new sidewalks Medium $500,000 P16 Progress Way to OR 99E Progress Way from Industrial City New sidewalks Install new sidewalks Medium $850,000 P17 Avenue to OR 214 Hardcastle Fill in the gaps. This project improves safe Sidewalks - Fill Avenue from City routes to school for Washington High $450,000 P18 Front Street to in gaps Elementary School Cooley Road Brown Street Cost Sidewalks - Fill from Cleveland City Fill in the gaps Medium included in P19 Street to end of in gaps 2 R7 roadway Cooley Road Sidewalks - Fill from OR 211 to County Fill in the gaps Medium $650,000 P20 Hardcastle in gaps Avenue Access Streets Woodland Avenue from City New sidewalks Install new sidewalks on one side Medium $250,000 P21 Jory Street to Arney Road Stubb Road Cost Install new sidewalks on the west side of from Harvard County New sidewalks Medium included in P22 Drive to Parr the corridor 2 R26 Road Page 66 203 Project Responsible Cost 3 Number Location Jurisdiction Type Description Priority Estimate Oregon Way from Country City New sidewalks Install new sidewalks Medium $250,000 P23 Club Road to OR 214 Hazelnut Drive Fill in the gaps. This project improves safe Sidewalks - Fill from Graystone City routes to school for Woodburn High High $150,000 P24 Drive to Front in gaps School Street Gatch Street Fill in the gaps. This project improves safe Sidewalks - Fill from Hardcastle City routes to school for Washington High $350,000 P25 Road to in gaps Elementary School Cleveland Street Park Avenue Install new sidewalks on one side. This from Hardcastle City New sidewalks project improves safe routes to school for High $65,000 P26 Avenue to Washington Elementary School Lincoln Street Local Streets Willow Avenue City New sidewalks Install new sidewalks on both sides Medium $350,000 P27 from McNaught Road to OR 219 Install new sidewalks. This project improves Cascade Drive City New sidewalks safe routes to school for Nellie Muir High $400,000 P28 from OR 214 to Hayes Street Elementary School Ben Brown Lane from end of Sidewalks - Fill City Fill in the gaps Medium $200,000 P29 roadway to in gaps Boones Ferry Road Oak Street from Boones Ferry City New sidewalks Install new sidewalks on one side Medium $150,000 P30 Road to Front Street Ogle Street from Cleveland Street City New sidewalks Install new sidewalks on one side Medium $900,000 P31 to Boones Ferry Road Pedestrian Crossing Enhancements Construct ADA-compliant ramps and Front Enhanced City sidewalks on the east leg of the Medium $15,000 P32 Street/Young crossing Street intersection Construct ADA-compliant ramps and Front Enhanced sidewalks on the east leg of the City High $15,000 P33 Street/Lincoln crossing intersection. This project improves safe Street routes to school for St Luke's School Install an enhanced pedestrian crossing. Cascade Enhanced City This project improves safe routes to school High $65150,000 P34 Drive/Hayes crossing Street for Nellie Muir Elementary School Install an enhanced pedestrian crossing. Park Enhanced City This project improves access to Legion Medium $65150,000 P35 Avenue/Legion crossing Park Driveway Park Page 67 204 Project Responsible Cost 3 Number Location Jurisdiction Type Description Priority Estimate Hazelnut Drive/ Install an enhanced pedestrian crossing. Enhanced Broadmoor City This project improves safe routes to school High $65150,000 P36 Place crossing for Woodburn High School Accessway As identified in the Woodburn OR 214/OR 99E Pedestrian Safety Study, update the existing crossing to an enhanced pedestrian crossing with a pedestrian Enhanced OR 214/N State/City hybrid beacon coordinated with the High $150,000 P37 Bulldog Drive crossing surrounding traffic signals in coordination with ODOT. This project improves safe routes to school for Woodburn High School As identified in the Highway 99E Corridor Plan, install countdown pedestrian timers and construct ADA enhancements at key Enhanced OR 99E from OR signalized intersections along OR 99E in crossing State/City Medium $605,000 P38 214 to Young coordination with ODOT, including: Signalized Street OR 214/OR 211 intersection Hardcastle Avenue Lincoln Road Young Street As identified in the Highway 99E Corridor Plan, install curb extensions on minor street legs of intersections (curb extensions to shorten pedestrian crossing distances parallel to OR 99E, not for crossing of OR 99E) between Arlington Street and Cleveland Street (up to 8 locations) in OR 99E from OR Enhanced coordination with ODOT. Potential State/City Medium $950,000 P39 214 to Young crossing Street locations include: Alexandria Avenue James Street Williams Street Blaine Street Aztec Drive Laurel Avenue Tomlin Avenue As identified in the Woodburn OR 214/OR 99E Pedestrian Safety Study, install an enhanced pedestrian crossing in Enhanced OR 99E, north of State/City coordination with ODOT, that may include High $75150,000 P40 Williams Street crossing raised median refuge island, sidewalk infill, supplemental street lighting, and a potential RRFB (RRFB cost not included). As identified in the Woodburn OR 214/OR 99E Pedestrian Safety Study, install an OR 99E, enhanced pedestrian crossing in between NE Enhanced State/City coordination with ODOT, that may include High $75150,000 P41 Laurel Avenue crossing and Tomlin raised median refuge island, sidewalk infill, Avenue supplemental street lighting, and a potential RRFB (RRFB cost not included). Page 68 205 Project Responsible Cost 3 Number Location Jurisdiction Type Description Priority Estimate As identified in the Woodburn OR 214/OR 99E Pedestrian Safety Study, install an OR 99E, enhanced pedestrian crossing in Enhanced between Blaine State/City coordination with ODOT, that may include High $75150,000 P42 Street and Aztec crossing raised median refuge island, sidewalk infill, Drive supplemental street lighting, and a potential RRFB (RRFB cost not included). As identified in the Woodburn OR 214/OR 99E Pedestrian Safety Study, install an enhanced pedestrian crossing in OR 99E, north of Enhanced State/City coordination with ODOT, that may include Medium $75150,000 P43 Mount Jefferson crossing Avenue raised median refuge island, sidewalk infill, supplemental street lighting, and a potential RRFB (RRFB cost not included). As identified in the Woodburn OR 214/OR 99E Pedestrian Safety Study, install an enhanced pedestrian crossing in Enhanced OR 99E, north of State/City coordination with ODOT, that may include Medium $75150,000 P44 James Street crossing raised median refuge island, sidewalk infill, supplemental street lighting, and a potential RRFB (RRFB cost not included). Boones Ferry Install an enhanced pedestrian crossing. Road/ Enhanced City This project improves safe routes to school High $65150,000 P45 Constitution crossing Avenue/Tukwila for Woodburn High School Drive Multi-use Pathways As identified in the Mill Creek Greenway Master Plan, construct a multi-use path including at-grade mid-block crossing treatments at the following street connections: Hazelnut Drive Bulldog Drive (east crossing) Multi-use Mill Creek OR 214 (state highway) City High $2,000,000 P46 Greenway pathway Hardcastle Avenue Lincoln Street Young Street Cleveland Street and railroad tracks This project improves safe routes to school for Woodburn High School Page 69 206 Project Responsible Cost 3 Number Location Jurisdiction Type Description Priority Estimate As identified in the Mill Creek Greenway Master Plan, construct a multi-use path including at-grade mid-block crossing treatments at the following street connections: Mill Creek Bulldog Drive (west crossing) Multi-use Greenway City Medium $700,000 P47 Meridian Drive Northern pathway Boones Ferry Road tributary This project improves safe routes to school for Woodburn High School, Lincoln Elementary School, and French Prairie Middle School As identified in the Mill Creek Greenway Master Plan, construct a multi-use path including at-grade mid-block crossing treatments at the following street connections: Mill Creek Parr Road Multi-use Greenway City Medium $900,000 P48 Ben Brown Lane Western pathway Settlemier Avenue tributary Front Street and railroad tracks This project improves safe routes to school for Heritage Elementary School and Valor Middle School Construct a multi-use path extending from Multi-use Evergreen Road City Evergreen Road south to planned Mill Medium $150,000 P49 Multi-Use Path pathway Creek Greenway As identified in the Mill Creek Greenway Master Plan, construct a north-south multi- Washington use path connection between Hardcastle Multi-use Elementary City Avenue and Lincoln Street, west of Medium $90,000 P50 School Multi-Use pathway Washington Elementary School. This Path project improves safe routes to school for Washington Elementary School As identified in the Highway 99E Corridor Mill Creek Multi-use Plan, construct extension of Mill Creek Greenway - City Medium $90,000 P51 Southern pathway Greenway multi-use path to Belle Passi extension Road Construct a connection between the Evergreen Road Multi-use Evergreen Road multi-use path and City Medium $20,000 P52 Pedestrian pathway pedestrian facilities that are part of future Connection development to the south Construct a connection between the Centennial Park Multi-use Centennial Park multi-use path and City Medium $20,000 P53 Pedestrian pathway pedestrian facilities that are part of future Connection development to the west Construct a connection between Santiam Santiam Drive Multi-use City Drive and pedestrian facilities that are Medium $20,000 P54 Pedestrian pathway Connection part of future development to the south Page 70 207 Project Responsible Cost 3 Number Location Jurisdiction Type Description Priority Estimate As identified in the Highway 99E Corridor Plan and in coordination with ODOT, install Multi-use a new accessway to OR 99E (near the June Way State/City Low $80,000 P55 Accessway pathway Audrey Way intersection), may not connect directly as it runs parallel to OR 99E As identified in the Highway 99E Corridor Multi-use Johnson Street State/City Plan and in coordination with ODOT, install Low $45,000 P56 Accessway pathway a new accessway to OR 99E As identified in the Highway 99E Corridor Plan and in coordination with ODOT, install Multi-use Elm Street State/City a new accessway to OR 99E, may not Low $25,000 P57 Accessway pathway connect directly as it runs parallel to OR 99E As identified in the Highway 99E Corridor Multi-use Wilson Street State/City Plan and in coordination with ODOT, install Low $55,000 P58 Accessway pathway a new accessway to OR 99E As identified in the Highway 99E Corridor Plan and in coordination with ODOT, install Multi-use a new accessway to OR 99E (possibly part Hawley Street State/City Low $55,000 P59 Accessway pathway of future street extension), may not connect directly as it runs parallel to OR 99E Install a new accessway that connects A Multi-use A Street City Street north to Cleveland Street and/or Low $25,000 P60 Accessway pathway Mill Creek Greenway (western tributary). Multi-use Construct a multi-use path extending from Greenview Drive City Low $70,000 P61 Multi-use Path pathway Greenview Drive west to OR 99E Provide wayfinding to bike routes, multi- 1 City Wayfinding use paths, parks, schools, and other Medium $30,000 P62City-wide essential destinations $6,430,0006 TOTAL High Priority Costs ,750,000600 ,000 $11,070,000 TOTAL Medium Priority Costs 10,300,0008 ,415,000 $385,00035 TOTAL Low Priority Costs 5,000 $17,885,000 TOTAL Program Costs (20 years) 17,405,0001 5,370,000 1. Project not shown on Pedestrian Plan Map 2. Cost estimates are not included for projects that would be completed as part of a roadway project, such as locations where roadway widening will relocate the curb and require new sidewalks to be installed. The cost for these projects is included in the corresponding roadway projects described later in the memo. 3. The cost estimates presented to not include costs associated with right-of-way acquisition due to its high variability depending on location, parcel sizes, and other characteristics. Page 71 208 Figure 8: Pedestrian Plan Projects Page 72 209 Blank 11x17 page Page 73 210 6 BICYCLE SYSTEM Bicycle Facilities Page 74 Bicycle Plan Projects 211 This page intentionally left blank Page 75 212 BICYCLE SYSTEM consists of on-street bike lanes and other bicycle provided on a few Minor Arterial and Service Collector streets for connectivity throughout the city. The bicycle plan also includes projects on access and local street that provide direct access to essential destinations. BICYCLE FACILITIES Alternative Routes Designate an alternative route along a parallel street that provides a more comfortable environment for cyclists with the same level of connectivity. The alternative route could be identified by wayfinding signs, which could also be used to identify essential destinations that can be reached by the route. The alternative route may provide shared-lane pavement markings and signs, on-street bike lanes, or other bicycle facilities. Shared Lane Pavement Markings and Signs Shared designed to help accommodate bicyclists on roadways where bike lanes are desirable but infeasible to construct. Sharrows indicate a shared roadway space for cyclists and motorists and are typically centered in the travel lane or approximately four feet from the edge of the travelway. Sharrows are suitable on roadways with relatively low travel speeds (<35 mph) and low ADT (<3,000 ADT); however, they may also be used to transition between discontinuous bicycle facilities. Sharrows could be applied along a variety of streets within Woodburn where room for on-street bike lanes is limited. On-Street bike lanes On-street bike lanes are striped lanes on the roadway dedicated for the exclusive use of cyclists. Bike lanes are typically placed at the outer edge of pavement (but to the inside of rightturn lanes and/or onstreet parking). Bicycle lanes can improve safety and security of cyclists and (if comprehensive) can provide direct connections between origins and destinations. On-street bike lanes could be applied along a variety of streets within Woodburn where space allows. Separated Bike Facilities Separated bike facilities include buffered bike lanes and separated bike lanes, or cycle tracks. Buffered bike lanes are on-street bike lanes that include an additional striped buffer of typically 2-3 feet between the bicycle lane and the vehicle travel lane and/or between the bicycle lane and the vehicle parking lane. They are typically located along streets that require a higher level of separation to improve the comfort of bicycling. Separated bike lanes, also known as cycle tracks, are bicycle facilities that are separated from motor vehicle traffic by a buffer and a physical barrier, such as planters, flexible posts, parked cars, or a mountable curb. One-way Page 76 213 separated bike lanes are typically found on each side of the street, like a standard bike lane, while two-way separated bike lanes are typically found on one side of the street. On-street Bike Lanes Buffered Bike Lanes Enhanced Crossings Enhanced bicycle crossing facilities enable cyclists to safely cross streets, railroad tracks, and other transportation facilities. Planning for appropriate bicycle crossings requires the community to balance vehicular mobility needs with providing crossing locations that the desired routes of cyclists. Enhanced bicycle crossings include: Bike Boxes designated space at an intersection that allows cyclists to wait in front of motor vehicles while waiting to turn or continue through the intersection. Two-Stage Left-turn Boxes designated space at a signalized intersection outside of the travel lane that provides cyclists with a place to wait while making a two-stage left-turn. Pavement marking through intersections pavement markings that extend and bike lane through an intersection. Bike Only Signals A traffic signal that is dedicated for cyclists Bicycle Detection Vehicle detection for bicycles Additional information on the enhanced bicycle crossing treatments is provided in Technical Memorandum 5: Alternative Analysis and Funding. Wayfinding Signs Wayfinding signs are signs located along roadways or at intersections that direct bicyclists towards destinations in the area and/or to define a bicycle route. They typically include distances and average walk/cycle times. Wayfinding signs are generally used on primary bicycle routes and multi-use paths. Page 77 214 BICYCLE PLAN PROJECTS Table 6 identifies the bicycle plan projects for the Woodburn TSP update. As shown, the projects are separated based on roadway classification. The priorities shown in Table 6 are based on the project evaluation criteria as well as input from the project team and the general public. The cost estimates are based on average unit costs for roadway improvements. Figure 9 illustrates the location of the bicycle plan projects. Table 6: Bicycle Plan Projects Project Responsible Cost 3 Number Location Jurisdiction Type Description Priority Estimate Major Arterials OR 219 from Cost Butteville Road Widen roadway and install bike lanes in B1 State Bike lanes Medium included in to Willow coordination with ODOT 2 R2 Avenue Cost OR 214 from Widen roadway and install bike lanes in B2 State Bike lanes Medium included in Progress Way coordination with ODOT 2 to OR 99E R3 OR 99E from Cost Widen roadway and install bike lanes in Lincoln Street B3 State Bike lanes Medium included in to southern coordination with ODOT 2 R4 City Boundary OR 99E from Cost Widen roadway and install buffered bike southern City B4 State Bike lanes Medium included in Boundary to lanes in coordination with ODOT 2 R4 southern UGB Minor Arterials OR 219 from Widen roadway and install bike lanes in western UGB B5 State Bike lanes Medium $1,000,000 to Butteville coordination with ODOT Road Butteville Widen roadway and install bike lanes in Road/OR 219 B6 State/County Bike lanes Medium $3,200,000 from northern coordination with ODOT UGB to OR 219 Butteville Road from current Cost improved B7 County Bike lanes Widen roadway and install bike lanes Medium included in extentsLe Brun 2 Road OR 219 R6 to southern UGB Evergreen Road from OR B8 City Bike lanes Widen roadway and install bike lanes Medium $500,000 214 to Hayes Street Boones Ferry Road from B9 County/City Bike lanes Widen roadway and install bike lanes Medium $500,000 northern UGB to Hazelnut Drive Page 78 215 Project Responsible Cost 3 Number Location Jurisdiction Type Description Priority Estimate Install shared lane markings and signs. Settlemier This project improves safe routes to Avenue from B10 City Shared street school for Nellie Muir Elementary School, Medium $25,000 Harrison Street to railroad Heritage Elementary School, Valor Middle tracks School, and St. Luke's School Boones Ferry Road from B11 County/City Bike lanes Widen roadway and install bike lanes Medium $1,500,000 Dahlia Street to southern UGB Widen roadway and install bike lanes. Front Street This project improves safe routes to from northern B12 City Bike lanes school for Woodburn High School, High $8,050,000 UGB to Boones Heritage Elementary School, Valor Middle Ferry Road School, and St. Luke's School Garfield Street B13 City Shared street Install shared lane markings and signs Low $10,000 from 3rd Street to Front Street Garfield Street from Smith B14 City Shared street Install shared lane markings and signs Low $10,000 Drive to 3rd Street Perform a corridor evaluation that would consider design treatments to improve 1 B15City Study Medium $15,000 Young Street bicycle comfort and safety such as striping, signing, and wayfinding OR 211 from Widen roadway and install bike lanes in B16 State Bike lanes Medium $1,000,000 OR 99E to coordination with ODOT eastern UGB Service Collectors Arney Road Install shared lane markings and signs in from Robin State Shared street Low $5,000 B17 Avenue to OR coordination with ODOT 219 Enhance the parallel route of Harvard Harvard Drive Drive from Stacy Allison Way to Evergreen from Stacy City Bike lanes Road in place of Stacy Allison Way. Install Medium $15,000 B18 Allison Way to Evergreen buffered bike lane striping on both sides Road of the roadway Hayes Street Install bike lane striping. This project from Harvard City Bike lanes improves safe routes to school for Nellie Medium $35,000 B19 Drive to Muir Elementary School Cascade Drive Hayes Street Widen roadway and install bike lanes. from Cascade City Bike lanes This project improves safe routes to Medium $3,000,000 B20 Drive to Settlemier school for Nellie Muir Elementary School Avenue Page 79 216 Project Responsible Cost 3 Number Location Jurisdiction Type Description Priority Estimate EvergreenParr Road from Stubb Street to Evergreen Road Parr Widen roadway and install bike lanes. Road to South Cost This project improves safe routes to Arterial and CountyCity Bike lanes High included in B21 Parr Road to school for Heritage Elementary School 2 R5 western City and Valor Middle School Boundary.Parr Road from western UGB to western City Boundary Lincoln Street Install shared lane markings and signs. from Cascade City Shared street This project improves safe routes to Medium $20,000 B22 Drive to Front school for Washington Elementary School Street Lincoln Street Install bike lane striping. This project from Front city Bike lanes improves safe routes to school for High $55,000 B23 Street to OR Washington Elementary School 99E Cleveland Street from City Shared street Install shared lane markings and signs Low $15,000 B24 Front Street to OR 99E Hardcastle Install shared lane markings and signs. Avenue from City Shared street This project improves safe routes to High $15,000 B25 Front Street to school for Washington Elementary School OR 99E Brown Street Install shared lane markings and signs from from Cleaveland Street to Spring Cleveland City Shared street Low $320,000 B26 Street to end Boulevard. Install bike lane striping from of roadwaythe Spring Boulevard to the South Arterial South Arterial Cooley Road County Bike lanes Widen roadway and install bike lanes Medium $1,300,000 B27 from OR 211 to Aubrey Way Cooley Road from Aubrey County Bike lanes Install bike lane striping Medium $15,000 B28 Way to Hardcastle Avenue Access Streets Stubb Road Cost from Harvard County Shared street Install shared lane markings and signs Low included in B29 Drive to Parr 2 R26 Road Astor Way from Country City Bike lanes Install bike lane striping Low $25,000 B30 Club Road to OR 214 Tukwila Drive from Boones City Shared street Install shared lane markings and signs Low $5,000 B31 Ferry Road to Hazelnut Drive Page 80 217 Project Responsible Cost 3 Number Location Jurisdiction Type Description Priority Estimate Install shared lane markings and signs. 5th Street from City Shared street This project improves safe routes to Medium $20,000 B32 OR 214 to Garfield Street school for St Luke's School Gatch Street from Install shared lane markings and signs. Hardcastle City Shared street This project improves safe routes to Medium $15,000 B33 Road to school for Washington Elementary School Cleveland Street Install shared lane markings and signs. Park Avenue City Shared street This project improves safe routes to Medium $20,000 B34 from OR 214 to Lincoln Street school for Washington Elementary School Evergreen Road from City Shared street Install shared lane markings and signs Low $10,000 B35 Country Club Court to OR 214 Local Streets Country Club Road from City Bike lanes Install bike lane striping Medium $40,000 B36 Evergreen Road to Astor Way Install shared lane markings and signs. Cascade Drive City Shared street This project improves safe routes to Medium $10,000 B37 from OR 214 to Hayes Street school for Nellie Muir Elementary School Smith Drive Install shared lane markings and signs. from Hayes City Shared street This project improves safe routes to Medium $5,000 B38 Street to school for Nellie Muir Elementary School Garfield Street Meridian Drive from Hazelnut City Shared street Install shared lane markings and signs Low $10,000 B39 Drive to OR 214 1st Street from Harrison Street City Shared street Install shared lane markings and signs Medium $15,000 B40 to Cleveland Street Provide wayfinding to bike routes, multi- 1 City Wayfinding use paths, parks, schools, and other Medium $30,000 B40City-wide essential destinations TOTAL High Priority Costs $8,1250,000 TOTAL Medium Priority Costs $12,280,000 TOTAL Low Priority Costs $1210,000 TOTAL Program Costs (20 years) $20,52150,000 1. Project not shown on Bicycle Plan Map. 2. Cost estimates are not included for projects that would be completed as part of a roadway project, such as locations where additional roadway width is needed to install bike lanes. The cost for these projects is included in the corresponding roadway projects described later in the memo. 3. The cost estimates presented to not include costs associated with right-of-way acquisition due to its high variability depending on location, parcel sizes, and other characteristics. Page 81 218 Page 82 219 Figure 9: Bicycle Plan Projects Page 83 220 Blank 11x17 page Page 84 221 7 OTHER TRAVEL MODES Transportation System Management and Operation Plan Rail Plan Air Transportation Marine Transportation Page 85 Pipeline 222 This page intentionally left blank Page 86 223 OTHER TRAVEL MODES This section summarizes the plans for other travel modes in Woodburn. TRANSPORTATION SYSTEM MANAGEMENT AND OPERATIONS (TSMO) PLAN Transportation System Management and Operations (TSMO) is a set of integrated transportation solutions intended to improve the performance of existing transportation infrastructure. Transportation Demand Management (TDM) and Transportation System Management (TSM) strategies are two complementary approaches to managing transportation and maximizing the efficiency of the existing system. TDM addresses the demand on the system: the number of vehicles traveling on the roadways each day. TDM measures include any method intended to shift travel demand from single occupant vehicles to non-auto modes or carpooling, travel at less congested times of the day, etc. TSM addresses the supply of the system: using strategies to improve the system efficiency without increasing roadway widths or building new roads. TSM measures are focused on improving operations by enhancing capacity during peak times, typically with advanced technologies to improve traffic operations. Transportation System Management (TSM) Transportation System Management (TSM) focuses on low cost strategies that can be implemented within the existing transportation infrastructure to enhance operational performance. Finding ways to better manage transportation while maximizing urban mobility and treating all modes of travel as a coordinated system is a priority. TSM strategies include traffic signal timing and phasing, traffic signal coordination, traffic calming, access management, local street connectivity and intelligent transportation systems (ITS). Traffic signal coordination and ITS typically provide the most significant tangible benefits to the traveling public. The primary focus of TSM measures are region-wide improvements, however there are a number of TSM measures that could be used in a smaller-scale environment such as within the City of Woodburn. TSM projects and programs that are recommended for the City of Woodburn to explore include the following: Update signal timing plans and coordinate signals to better match prevailing traffic conditions o OR 99E from Hardcastle Avenue to Young Street (or to the potential future Cleveland Street traffic signal) is one candidate corridor for coordination Implement truck signal priority at key signalized intersections along OR 214 and OR 99E. Truck signal priority can reduce delay, travel time, and the number of stops for freight vehicles, helping reduce vehicle emissions and improve travel time reliability. Work with ODOT to develop and implement a Traffic Management Plan for the OR 99E corridor that responds to increased congestion resulting from incidents on I-5 and regional events Page 87 224 Transportation Demand Management (TDM) Transportation Demand Management (TDM) is a policy tool as well as a general term used to describe any action that removes single occupant vehicle trips from the roadway during peak travel demand periods. As growth in the City of Woodburn occurs, the number of vehicle trips and provide alternative mode choices will help accommodate this potential growth in trips. Technical Memorandum 5: Alternative Analysis and Funding identifies several policies and programs that may be effective for managing transportation demand in the City of Woodburn, especially within the next 10 to 20 years. Table 7 summarizes the strategies that best meet the goals and objectives of the TSP update. As with all new public and private investments, the of experience with TDM strategies, it is important that decision-makers understand their long-term costs and benefits and are able evaluate these along-side arguments from opponents in demand. Table 7: Transportation Demand Management Program Strategies Program/Project Responsible Cost Number Name Jurisdiction Description Priority Estimate Coordinate a rideshare/carpool/vanpool program Carpool/Vanpool County/City that regional commuters can use to find other TDM1 High $5,000/year Match Services commuters with similar routes to work Carpool/Vanpool Coordinate with employers to designate City TDM2 Low $5,000/year Parking Program carpool/vanpool preferential parking Work with nearby cities, employers, transit service Collaborative providers, and developers to collaborate on County/City TDM3 Medium $5,000/year Marketing marketing for transportation options that provide an alternative to single-occupancy vehicles Limited and/or Update the Woodburn Development Ordinance to Flexible Parking City include strategies that encourage multi-modal TDM4 High $25,000 Requirements transportation Parking City TDM5 Low $10,000 Management the potential to charge for parking City/ Transit Fare Work with Woodburn Transit to provide transit fare Woodburn TDM6 Low $5,000 Subsidies subsidies Transit Work with employers to encourage TDM measures Employer TDM such as allowing employees to work at home one day City TDM7 Low $5,000/year Measures a week and scheduling shift changes to occur outside of peak travel periods TOTAL High Priority Costs $125,000 TOTAL Medium Priority Costs $100,000 TOTAL Low Priority Costs $215,000 TOTAL Program Costs (20 years) $440,000 Page 88 225 Other potential TDM projects include: Encourage the development of high-speed communication in all part of the city (fiber optic, digital cable, DSL, etc). The objective would be to allow employers and residents the maximum opportunity to rely upon other systems for conducting business and activities than the transportation system during peak periods. Encourage developments that effectively mix land uses to reduce vehicle trip generation. These plans may include development linkages (particularly non-auto) that support greater use of alternative modes. Land Use The types and intensities of land uses are closely correlated with travel demand. Land use patterns in many areas of the city are suburban in nature with low densities throughout the city and more industrial and commercial uses in the eastern part of the city near OR 99E. In the future the city will continue to have a mixture of housing and industrial densities, as well as areas of mixed-use development (i.e., a mix of residential, retail, commercial and/or office uses). Technical Memorandum 5: Alternative Analysis and Funding identifies several land use strategies that could be implemented in Woodburn. Table 8 summarizes the strategies that best meet the goals and objectives of the TSP update. Table 8: Land Use Projects Program/Project Responsible Cost Number Name Jurisdiction Description Priority Estimate Commercial and Establish neighborhood commercial and mixed-use City LU1 Low $25,000 Mixed-use Nodes nodes within the city Alternative Work with ODOT to develop alternative mobility State/City LU2 Low $25,000 Mobility Targets targets at critical intersections along state highways. Through development, right-of-way dedications Right-of-way should be provided to facilitate the future planned 1 City LU3 Low $0 Dedications transportation system in the vicinity of the proposed development Through development, half-street improvements (sidewalks, curb and gutter, bicycle lanes/paths, Half-street 1 City and/or travel lanes) should be provided along all site LU4 High $0 Improvements frontages that do not have full buildout improvements in place at the time of development TOTAL High Priority Costs $0 TOTAL Medium Priority Costs $0 TOTAL Low Priority Costs $50,000 TOTAL Program Costs (20 years) $50,000 1. Project to be funded by others. Page 89 226 Access Management Plan Numerous driveways or street intersections increase the number of conflicts and potential for collisions and decrease mobility and traffic flow. The City of Woodburn, as with every city, needs a balance of streets that provide access with streets that serve mobility. Access management is a set of measures regulating access to streets, roads, and highways, from public roads and private driveways. It is a policy tool which seeks to balance mobility, the need to provide efficient, safe and timely travel with the ability to allow access to individual properties. Proper implementation of access management techniques should guarantee reduced congestion, reduced collision rates, less need for roadway widening, conservation of energy, and reduced air pollution. Measures may include but are not limited to restrictions on the type and amount of access to roadways, and use of physical controls, such as signals and channelization including raised medians, to reduce impacts of approach road traffic on the main facility. City of Woodburn access spacing standards can be found in the Woodburn Development Ordinance Section 3.04.02 and OAR Division 51, which specifies access management spacing standards for ODOT facilities. In coordination with the access spacing standards presented in these documents, Table 9 summarizes the access management projects identified to help Woodburn balance access and mobility throughout the city. Table 9: Access Management Projects Program/Project Responsible Cost Number Name Jurisdiction Description Priority Estimate Develop access management standards that reflect Access Spacing functional classification of the roadway and that Standard City AM1 Low $25,000 coordinate with the ODOT standards that regulate Modification several major roadways in Woodburn Investigate and implement opportunities to provide Alternative alternative access to nonstate facilities when City AM2 Low $25,000 Access reasonable access can occur (consistent with the Access Variance Define a variance process for when the standard City AM3 Low $25,000 Process cannot be met Establish an approach for access consolidation over time to move in the direction of the standards at each opportunity. Cross-over easements should be Access City provided on all compatible parcels (topography, AM4 Low $25,000 Consolidation access, and land use) to facilitate future access between adjacent parcels and inter-parcel circulation. Access Consider opportunities to restrict certain turning Movement City movements at accesses (such as a right in-right out AM5 Low $25,000 Restrictions access) TOTAL High Priority Costs $0 TOTAL Medium Priority Costs $0 TOTAL Low Priority Costs $125,000 TOTAL Program Costs (20 years) $125,000 Page 90 227 RAIL PLAN The existing rail system in Woodburn includes freight rail, while there are currently no passenger rail terminals. Union Pacific Railroad operates a Class I rail line through Woodburn. These tracks parallel the east side of Front Street. A total of five at-grade crossings and one grade separated crossing exist along the rail line. Willamette Valley Railway operates a Shortline Railroad track that parallels the north side of Cleveland Street in the south side of town. A total of five public at-grade crossings exist along this rail line. In addition to these crossings, the rail line serves multiple local businesses along the corridor. Table 10 summarizes the rail system projects that best meet the identified goals and objectives of this plan. Table 10: Rail Projects Program/Project Responsible Cost Number Name Jurisdiction Description Priority Estimate Establish a downtown Amtrak passenger rail stop along Front Street in downtown Woodburn, potentially Front Street City RA1 Low $10,000 as a public-private partnership at the "Y" property adjacent to Locomotive Park Investigate the opportunity to remove private grade Front Street and City railroad crossings by providing alternative access to RA2 Medium $10,000 Cleveland Street parcels as development and redevelopment occurs Explore a passenger rail stop if commuter rail is Butteville Road, State/County/ extended between Wilsonville and Beaverton down RA3 Low $5,000 north of OR 219 City to Salem TOTAL High Priority Costs $0 TOTAL Medium Priority Costs $10,000 TOTAL Low Priority Costs $15,000 TOTAL Program Costs (20 years) $25,000 AIR TRANSPORTATION There are no airports located within the city limits. The closest airports include the Aurora State Airport (classified as an Urban General Aviation Airport) located approximately 8 miles to the north via OR 99E and OR 551 and the Mulino Airport located approximately 14 miles to the northeast via OR 211 and OR 213. No air projects or programs were identified as part of the TSP process. MARINE TRANSPORTATION Marine transportation is not available within the City of Woodburn, and no marine projects or programs were identified as part of the TSP process. PIPELINE There are no major pipeline transport facilities within the Woodburn UGB, and no pipeline projects or programs were identified as part of the TSP process. Page 91 228 This page intentionally left blank Page 92 229 8 FUNDING Funding Programs and Revenue Planned Transportation System Cost Summary Page 93 230 This page intentionally left blank Page 94 231 FUNDING FUNDING PROGRAMS AND REVENUE The City of Woodburn has historically relied upon multiple revenue sources to fund the maintenance of its transportation network and make capital improvements. These local gas tax revenue, inter-governmental (primarily state gas tax revenue), franchise fees, and other miscellaneous revenue. Table 11 displays the total revenue by source used to fund transportation projects within Woodburn over the most recent seven years that comprehensive data was available. Table 11: City of Woodburn Revenue History Revenue FY 2016-FY 2015-FY 2014-FY 2013-FY 2012-FY 2011-FY 2010- Source 2017 2016 2015 2014 2013 2012 2011 Average Taxes $129,412 $115,692 $102,517 $101,761 $106,537 $182,109 $121,196 $122,746 Inter- $1,480,082 $1,454,076 $1,409,311 $1,384,277 $1,597,518 $1,312,024 $1,116,011 $1,393,328 Government Franchise $359,820 $357,983 $336,707 $360,046 $353,381 $326,713 $347,621 $348,896 Transportation $33,396 $183,698 $440,595 $521,933 $411,527 $400,172 $153,268 $306,370 SDC Fees Other$69,856 $59,518 $49,532 $319,086 $49,457 $88,767 $27,147 $94,766 Revenue Total $2,072,566 $2,170,967 $2,338,662 $2,687,103 $2,518,420 $2,309,785 $1,765,243 $2,266,107 Taxes = Local Gas Tax revenue Inter-Government = State Gas Tax, State Fund Exchange Other = Misc. revenue, interest income Based on the information shown in Table 11, the City of Woodburn has generated an average of approximately $2,266,107 per year in total revenue for transportation-related maintenance/projects. Potential Funding Sources The projected transportation funding analysis shows that the City of Woodburn will have a limited source of funds that can solely dedicated to transportation-related capital improvement projects over the next twenty years. As such, Woodburn will likely need to seek additional funds via transportation improvement grants, partnerships with regional and state agencies, and other funding sources to help implement future transportation-related improvements. Table 12 identifies a list of potential Grant sources and Partnering Opportunities to consider during the course of the 20-year planning horizon. Following Table 12, Table 13 identifies a list of potential new funding sources for Woodburn to consider in an effort to bolster funds for additional capital improvement projects. Page 95 232 Table 12: Potential Grant Sources and Partnering Opportunities Funding Source Description Potential Facility Benefit Opportunities The Statewide Transportation Improvement The next STIP (2018-2021) will be -year capital organized into two different Statewide - Streets improvement program for major state and categories that focus on projects Transportation - Sidewalks regional transportation facilities. This scheduling that will fix/preserve the existing Improvement - Bike lanes and funding document is updated every two transportation network and Program (STIP) - Trails years. Projects included on the STIP are enhance/improve the transportation allocated into the five different ODOT regions. network. Federal Funding Large trails or trail networks with a transportation - Multi-Use Trails Projects in urban areas have purpose can compete for TIGER grant awards. traditionally been funded at a Additional significant federal funding sources minimum of $10,000,000 and rural include TAP, STP and CMAQ. Depending upon trails of lower project costs are the location and purpose, trails can also be considered for TIGER funding. funded by HUD CDBG funds, USDA rural development programs, or EPA funding. Oregon Bicycle The Oregon Pedestrian and Bicycle Grant See STIP above See STIP above. and Pedestrian program ended as a standalone solicitation Program process in 2012. Grant monies are now STIP program noted above. ATV Grant Operation and maintenance, law enforcement, - Multi-Use Trails http://www.oregon.gov/oprd/ATV/p Program emergency medical services, land acquisition, ages/grants.aspx leases, planning, development and safety -highway vehicle recreation areas). Table 13: Potential New Funding Sources for Consideration by the City of Woodburn Funding Source Description Potential Facility Benefit Opportunities The cost of implementing such a Fees tacked onto a monthly utility bill or tied to system could be prohibitive given the annual registration of a vehicle to pay for the need to track the number of improvements, expansion, and maintenance to vehicle miles traveled in every the street system. This may be a more equitable Primarily Street User Fees vehicle. Additionally, a user fee assessment given the varying fuel efficiency of Improvements specific to a single jurisdiction does vehicles. Regardless of fuel efficiency, not account for the street use from passenger vehicles do equal damage to the vehicles registered in other street system. jurisdictions. The fee is based on the number of trips a Preservation, restoration, particular land use generates and is usually and reconstruction of Other cities have adopted street Street Utility collected through a regular utility bill. For the existing paved residential maintenance utility fees at varying Fees/Road communities in Oregon that have adopted this streets. Includes amounts charged to residential Maintenance approach, it provides a stable source of sidewalks, ramps, curbs meters. Woodburn could consider a Fee revenue to pay for street maintenance allowing and gutters, and utility similar program. for safe and efficient movement of people, relocation. goods, and services. A tax that is paid at the option of the taxpayer - Streets The voluntary nature of the tax limits to fund improvements. Usually not a legislative Optional Tax - Sidewalks the reliability and stableness of the requirement to pay the tax and paid at the time - Bike lanes funding source. other taxes are collected, optional taxes are Page 96 233 usually less controversial and easily collected - Multi-Use Trails since they require the taxpayer to decide - Transit whether or not to pay the additional tax. Sponsorship has primarily been used Financial backing of a project by a private by transit providers to help offset the Sponsorship corporation or public interest group, as a means - Multi-Use Trails cost of providing transit services and of enhancing its corporate image. maintaining transit related improvements. Trails with a transportation purpose can Projects in urban areas have compete for TIGER grant awards. Depending traditionally been funded at a Federal Funding upon the location and purpose, trails can also - Trails minimum of $10,000,000 and rural be funded by HUD, CDBG funds, USDA rural trails of lower project costs are development programs, or EPA funding. considered for TIGER funding. PLANNED TRANSPORTATION SYSTEM COST SUMMARY Table 14 provides a summary of the full cost of the planned and financially constrained transportation systems. As shown, the full cost of the planned system is approximately $130174.5.6 million over the 20-year period, including $26.826.4 million in high priority projects, $132.6102.7 million in medium priority projects, and $14.11.5 million in low priority projects. Based on the anticipated funds available for capital improvement projects, the financially constrained plan includes all of the high priority projects. This leaves no forecasted funding for the City to complete medium and low priority projects over the 20-year period without additional funding. Table 14: Planned Transportation System Cost Summary High Priority Project Type Total Projects Medium Priority Low Priority Planned Transportation System Bicycle $8,125120,000 $12,280,000 $110120,000 $20,515520,000 Pedestrian $6,430,0006,750,000 $10,300270,000 $355385,000 $17,405885,000 Roadway $12,095,0009,200,000 $104,606,00074,670,000 $12,360,000500,000 $129,061,00084,370,000 Safety $2,200,000 $5,260,000 $8100,000 $6,260,0007,560,000 Transit -- $100,000 $15,000 $115,000 1 TDM $125,000 $100,000 $215,000 $440,000 Land Use -- -- $50,000 $50,000 Access Management -- -- $125,000 $125,000 Rail -- $10,000 $15,000 $25,000 Total $26,845,00026,400,000 $14,085,0001,485,000 $132,626,000102,720,000 $174,481,000130,605,000 TDM: Transportation Demand Management 1: Includes annual costs occurred every year. Page 97 234 IMPLEMENTATION The Transportation Planning Rule (TPR), as codified in Oregon Administrative Rules (OAR) 660-012- 0045, requires that local jurisdictions identify and adopt land use regulations and code amendments needed to implement the TSP. The land use regulations and code amendments are provided under separate cover. Page 98 235 9 GLOSSARY OF TERMS Page 99 236 This page intentionally left blank Page 100 237 GLOSSARY OF TERMS The following terms are applicable only to the Woodburn Transportation System Plan and shall be construed as defined herein. Access Management: Refers to measures regulating access to streets, roads and highways from public roads and private driveways. Measures may include but are not limited to restrictions on the type and amount of access to roadways and use of physical controls such as signals and channelization including raised medians, to reduce impacts of approach road traffic on the main facility. Access (Street): purpose is to connect residential neighborhoods with service collectors or arterials. On-street parking and access to adjacent properties is prevalent. Slower speeds should be provided to ensure community livability and safety for pedestrians and cyclists. Accessway: Refers to a walkway that provides pedestrian and or bicycle passage either between streets or from a street to a building or other destination such as a school, park, or transit stop. Alternative Modes: Transportation alternatives other than single-occupant automobiles such as rail, transit, bicycles and walking. Americans with Disabilities Act (ADA): A civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including jobs, schools, transportation, and all public and private places that are open to the general public. Average Annual Daily Traffic (AADT): A measure used primarily in transportation planning and traffic engineering that represents the total volume of vehicular traffic on a highway or roadway for a year divided by 365 days. Average Daily Traffic (ADT): This is the measurement of the average number of vehicles passing a certain point each day on a highway, road or street. Bicycle Facility: Any facility provided for the benefit of bicycle travel, including bikeways and parking facilities. Bicycle Network: A system of connected bikeways that provide access to and from local and regional destinations. Bicycle Boulevard: Lower-order, lower-volume streets with various treatments to promote safe and convenient bicycle travel. Usually accommodates bicyclists and motorists in the same travel lanes, often with no specific vehicle or bike lane delineation. Assigns higher priority to through bicyclists, with secondary priority assigned to motorists. Also includes treatments to slow vehicle traffic to enhance the bicycling environment. Bike Lane: Area within street right-of-way designated specifically for bicycle use. Page 101 238 Capital Improvement Plan (CIP): A community planning and fiscal management tool used to coordinate the location, timing and financing of capital improvements over a multi-year period. Capacity: The maximum number of vehicles or individuals that can traverse a given segment of a transportation facility with prevailing roadway and traffic conditions. Citizen Advisory Committee (CAC): An advisory committee consisting of volunteer citizens from the community they represent. Congestion Mitigation/Air Quality (CMAQ): A program within the federal ISTEA and TEA- 21 regulations that address congestion and transportation-related air pollution. Crosswalk: Portion of a roadway designated for pedestrian crossing and can be either marked or unmarked. Unmarked crosswalks are the national extension of the shoulder, curb line or sidewalk. Cycle Track: An exclusive bike facility that combines the user experience of a separated path with the on-street infrastructure of a conventional bike lane. A cycle track is physically separated from motor traffic and distinct from the sidewalk. Demand Management: Refers to actions which are designed to change travel behavior in order to improve performance of transportation facilities and to reduce need for additional road capacity. Methods may include subsidizing transit for the journey to work trip, charging for parking, starting a van or carpool system, or instituting flexible work hours. Department of Environmental Quality (DEQ): A regulatory agency whose job is to protect the quality of Oregon's environment. Department of Land Conservation and Development (DLCD): A public agency that helps communities and citizens plan for, protect and improve the built and natural systems that provide a high quality of life. Driveway (DWY): A short road leading from a public road to a private business or residence. Eastbound (EB): Leading or traveling toward the east. Fiscal Year (FY): A year as reckoned for taxing or accounting purposes. Geographic Information Systems (GIS): A system designed to capture, store, manipulate, analyze, manage, and present all types of spatial or geographical data. Grade: A measure of the steepness of a roadway, bikeway or walkway, usually expressed in a percentage form of the ratio between vertical rise to horizontal distance, (e.g. a 5% grade means that the facility rises 5 feet in height over 100 feet in length.) Grade Separation: The vertical separation of conflicting travelways. High Capacity Transit (HCT): A form of public transit distinguished from local service transit such as bus lines by higher speeds, fewer stops, more passengers, and more frequent service. Page 102 239 Highway Design Manual (HDM): A manual that provides uniform standards and procedures for the design of new roadways and the major reconstruction, rehabilitation, restoration, and resurfacing of existing roadways. Intelligent Transportation Systems (ITS): the application of advanced technologies and proven management techniques to relieve congestion, enhance safety, provide services to travelers and assist transportation system operators in implementing suitable traffic management strategies. Level of Service (LOS): A qualitative measure describing the perception of operation describes the traffic flow on streets and at intersections, ranging from LOS A, representing virtually free flow conditions and no impedance to LOS F representing forced flow conditions and congestion. Local (Street): A street designated in the functional classification purpose is to provide direct access to adjacent land uses. Short roadway distances, slow speeds, and low traffic volumes characterize local streets. Major Arterial (Street): primary functions are to serve local and through traffic as it enters and leaves the urban area, connect Woodburn with other urban centers and regions, and provide connections to major activity centers within the UGB. Manual on Uniform Traffic Control Devices (MUTCD): A document issued by the Federal Highway Administration (FHWA) of the United States Department of Transportation (USDOT) to specify the standards by which traffic signs, road surface markings, and signals are designed, installed, and used. Minor Arterial (Street): primary functions are to connection major activity centers and neighborhoods within the UGB and to support the major arterial system. Multi-Modal: Involving several modes of transportation including bus, rail, bicycle, motor vehicle etc. Multi-Use Path: Off-street route (typically recreationally focused) that can be used by several transportation modes, including bicycles, pedestrians and other non-motorized modes (i.e. skateboards, roller blades, etc.) National Highway System (NHS): The National Highway System is interconnected urban and rural principal arterial and highways that serve major population centers, ports, airports and other major travel destinations, meet national defense requirements and serve interstate and interregional travel. Northbound (NB): Traveling or leading toward the north. Oregon Administrative Rules (OAR): The official compilation of rules and regulations having the force of law in the U.S. state of Oregon. It is the regulatory and administrative corollary to Oregon Revised Statutes and is published pursuant to ORS 183.360 (3). Page 103 240 Oregon Department of Transportation (ODOT): ODOT is a public agency that helps provide a safe, efficient transportation system that supports economic opportunity and livable communities throughout Oregon. ODOT owns and operates two roadways (OR 213 and OR 211) that are located in Molalla or provide access to the city. There are street design and operational standards. Oregon Highway Plan (OHP): The document that establishes long range policies and investment strategies for the state highway system in Oregon. Oregon Revised Statutes (ORS): The codified body of statutory law governing the U.S. state of Oregon, as enacted by the Oregon Legislative Assembly, and occasionally by citizen initiative. The statutes are subordinate to the Oregon Constitution. Peak Period or Peak Hour: The period of the day with the highest number of travelers. This is normally between 4:00 p.m. to 6:00 p.m. on weekdays. Pedestrian Connection: A continuous, unobstructed, reasonability direct route between two points that is intended and suitable for pedestrian use. These connections could include sidewalks, walkways, accessways, stairways and pedestrian bridges. Pedestrian Facility: A facility provided for the benefit of pedestrian travel, including walkways, crosswalks, signs, signals and benches. Pedestrian Scale: Site and building design elements that are oriented to the pedestrian and are dimensionally less than those sites designed to accommodate automobile traffic. Regional Transportation Functional Plan (RTFP): A planning document that contains policies and guidelines to help local jurisdictions implement the policies in the Regional Transportation Plan (RTP) and its modal plans, include those for active transportation, freight movement, and high capacity transit. Regional Transportation Plan (RTP): The transportation plan for the Portland Metro region. Right-Of-Way (ROW or R/W): A general term denoting publicly owned land or property upon which public facilities and infrastructure is placed. Safety Priority Index System (SPIS): An indexing system used by Oregon Department of Transportation to prioritize safety improvements based on crash frequency and severity on state facilities. Service Collector (Street): primary function is to provide connections between neighborhoods and major activity centers and the arterial street system. Some degree of access is provided to adjacent properties, while maintaining circulation and mobility for all users. Shared Roadway: Roadways where bicyclists and autos share the same travel lane. May include a wider outside lane and/or bicycle boulevard treatment (priority to through bikes on local streets). Page 104 241 Single-Occupancy Vehicle or Single-Occupant Vehicle (SOV): A vehicle containing only a single occupant, the driver. Southbound (SB): Traveling or leading toward the south. Statewide Transportation Improvement Plan (STIP): The capital improvement program that identifies founding and schedule of statewide projects. System Development Charge (SDC): Fees that are collected when new development occurs in the city and are used to fund a portion of new streets, sanitary sewers, parks and water. Technical Advisory Committee (TAC): An advisory committee consisting of state, county, and city staff that review and provide feedback on technical memorandums. Technical Memorandum (TM): A document that is specifically targeted to technically capable persons, such as practicing engineers or engineering managers, who are interested in the technical details of the project or task. Traffic Control Devices: Signs, signals or other fixtures placed on or adjacent to a travelway that regulates, warns or guides traffic. Can be either permanent or temporary. Transportation Analysis Zone (TAZ): A geographic sub-area used to assess travel demands using a travel demand forecasting model. Often defined by the transportation network and US Census blocks. Transportation Demand Management (TDM): A policy tool as well as any action that removes single-occupant vehicle trips from the roadway network during peak travel demand periods. Transportation and Growth Management (TGM): A program of the Oregon Department of Transportation (ODOT) that supports community efforts to expand transportation choices. By linking land use and transportation planning, TGM works in partnership with local governments to create vibrant, livable places in which people can walk, bike, take transit or drive where they want to go. Transportation Management Area (TMA): A Transportation Management Area is an area designated by the Secretary of Transportation, having an urbanized area population of over 200,000, or upon special request from the Governor and the MPO designated for the area. Transportation Planning Rule (TPR): A series of Oregon Administrative Rules intended to coordinate land use and transportation planning efforts to ensure that the planned transportation system supports a pattern of travel and land use in urban areas that will avoid the air pollution, traffic and livability problems faced by other large urban areas of the country through measures designed to increase transportation choices and make more efficient use of the existing transportation system. Transportation System Management (TSM): Management strategies such as signal improvements, traffic signal coordination, traffic calming, access management, local street connectivity, and intelligent transportation systems Page 105 242 Transportation System Management and Operations (TSMO): An integrated program to optimize the performance of existing multimodal infrastructure through implementation of systems, services, and projects to preserve capacity and improve the security, safety, and reliability of our transportation system. Transportation System Plan (TSP): Is a comprehensive plan that is developed to provide a coordinated, seamless integration of continuity between modes at the local level as well as integration with the regional transportation system. Two-Way Stop Control (TWSC): An intersection, where one or more approaches is stop controlled and must yield the right-of-way to one or more approaches that are not stop controlled. Urban Area: The area immediately surrounding an incorporated city or rural community that is urban in character, regardless of size. Urban Growth Boundary (UGB): A regional boundary, set in an attempt to control urban sprawl by mandating that the area inside the boundary be used for higher density urban development and the area outside be used for lower density development. Vehicle Miles Traveled (VMT): The cumulative distance a vehicle travels, regardless of number of occupants. Volume to Capacity Ratio (V/C): A measure that reflects mobility and quality of travel of a roadway or a section of a roadway. It compares roadway demand (vehicle volumes) with roadway supply (carrying capacity). Westbound (WB): Leading or traveling toward the west. Page 106 243 ATTACHMENT 103 PROPOSED WDO AMENDMENT 2.05.01Interchange Management Area Overlay District A. Purpose The purpose of the Interchange Management Area Overlay District (IMA) is to preserve the long-term capacity of the I-5/Highway 214 Interchange. Preserving the capacity of the -5 is critical for existing businesses and for attracting new businesses and development to the community. The IMA complements the provisions of the Southwest Industrial Reserve (SWIR) Zoning District by ensuring that industrial land is retained for the development envisioned in the Woodburn Comprehensive Plan. The IMA also ensures that needed industrial, commercial and residential lands within the IMA are protected from incompatible development generating excessive vehicle trips. The vehicle trip budget (Table 2.05A) identifies by parcel the maximum amount of peak hour trips for each parcel within the IMA and is intended to be high enough to accommodate peak hour trips anticipated by the Woodburn Comprehensive Plan and the Transportation Systems Plan (TSP), but low enough to restrict unplanned vehicle trips that could adversely affect the I-5/Hwy 214 Interchange. B. Applicability The provisions of this Section apply to all Type II V land use applications that propose to allow development that will generate more than 20 peak hour vehicle trips (based on the latest Institute of Transportation Engineers Trip Generation Manual) on parcels identified in Table 2.05A. The provisions of Section 2.05.02F apply to all properties within the boundary of the IMA. C. Vehicle Trip Budgets This Section establishes a total peak hour trip generation budget for planned employment (commercial and industrial) land uses within the IMA. 1. The IMA trip budget for vacant commercial and industrial parcels identified in Table 2.05A is 2,500 peak hour vehicle trips. An estimated 1,500 additional peak hour residential trips are planned within the IMA. The IMA vehicle trip budget is allocated Commented \[CK1\]: The 2,500 peak hour trips were only applicable during the 20 year planning to parcels identified in Table 2.05A on a first-developed, first-served basis. period 2. Parcel budgets are based on 11 peak hour trips per developed industrial acre, and 33 peak hour trips per developed commercial acre. 3. The parcel budget for each parcel will be reduced in proportion to actual peak hour vehicle trips generated by new development on any portion of the parcel. 4. The City may allow development that exceeds the parcel budget for any parcel in accordance with this Section. Woodburn Development Ordinance Section 2.05 Page 1 252 Figure 2.05B Interchange Management Area Boundary and Subareas Woodburn Development Ordinance Section 2.05 Page 2 253 Vehicle Trip Budget by Parcel (Parcel Budget) Table 2.05A Comprehensive Buildable Maximum Peak Subarea Number Plan Designation Acres Hour Vehicle Trips A 052W11 00300 SWIR88 968 052W14 00200 BSWIR22 242 052W14 00600 C052W1400700 SWIRExempt Exempt 052W14 00800 052W14 00900 D SWIR106 1,199 052W14 01000 052W14 01100 E 052W14 01200 SWIR4 44 052W13 01100 F 052W14 01500 SWIR96 1,056 052W14 01600 G 052W23 00100 SWIR46 506 H 052W12AC 04301 Commercial 2 66 052W12C 00604 1 33 I Commercial 052W12C 00605 3 99 052W12C 02300 7 231 J Commercial 052W12C 02400 2 66 052W12C 02100 7 231 052W12C 02200 6 198 Commercial K 052W13 01600 5 165 052W14 02300 6 198 052W14 02000 8 264 L Commercial 052W14 02100 5 165 052W13BD 00900 (westerly portion) 052W13BD 01500 M Nodal Commercial 9 297 Commented \[CK2\]: This totals 6,028 maximum peak 052W13BD 01600 hour trips 052W13BD 01700 052W13BD 01800 D. Administration This Section delineates responsibilities of the City and ODOT to monitor and evaluate vehicle trip generation impacts on the I-5 interchange from development approved under this Section. Woodburn Development Ordinance Section 2.05 Page 3 254 1. TIA: In addition to Section 3.04.05, the following applies: A Transportation Impact Analysis (TIA) is required for all land use applications subject to the provisions of this Section. The TIA must meet City and ODOT administrative rule (OAR Chapter 734, Division 51) requirements and shall include an evaluation and recommendation of feasible Transportation Demand Management (TDM) measures that will minimize peak hour vehicle trips generated by the proposed development. 2. For a land use application subject to the provisions of this Section: a. The City shall not deem the land use application complete unless it includes a TIA prepared in accordance with TIA Requirements; b. The City shall provide written notification to ODOT when the application is deemed complete. This notice shall include an invitation to ODOT to participate in process; c. ODOT shall have at least 20 days to provide written comments to the City, measured from the date the completion notice was mailed. If ODOT does not provide written comments during this 20- issued without consideration of ODOT comments. 3. The details of City and ODOT monitoring and coordination responsibilities are found in the Woodburn ODOT Intergovernmental Agreement (IGA). a. The City shall be responsible for maintaining a current ledger documenting the cumulative peak hour trip generation impact from development approved under this Section, compared with the IMA trip budget. b. The City may adjust the ledger based on actual development and employment data, subject to review and concurrence byODOT. c. The City will provide written notification to ODOT when land use applications approved under this Section, combined with approved building permits, result in traffic generation estimates that exceed 33% and 67% of the IMA trip budget. 4. This Section recognizes that vehicle trip allocations may become scarce towards the end of the planning period, as the I-5 Interchange nears capacity. The following rules apply Commented \[CK3\]: to allocations of vehicle trips against the IMA trip budget: allocation was not supposed to last in perpetuity. It a. Vehicle trip allocations are vested at the time of design review approval. years) b. Vehicle trips shall not be allocated based solely on approval of a comprehensive plan amendment or zone change, unless consolidated with a subdivision or design review application. c. Vesting of vehicle trip allocations shall expire at the same time as the development decision expires. E. Allowed Uses Uses allowed in the underlying zoning district are allowed, subject to other applicable provisions of the Woodburn Development Ordinance and this Section. F. Comprehensive Plan and Zoning Map Amendments 1. The provisions of this Section (2.05.02.F) apply to all Comprehensive Plan Map amendments within the IMA. This Section does not apply to Zoning Map amendments Woodburn Development Ordinance Section 2.05 Page 4 255 that result in conformance with the applicable Comprehensive Plan Map designation, such as Zoning Map amendments that occur when land is annexed to the City. 2. Applications for Comprehensive Plan Map amendments and for Zoning Map amendments shall determine whether the proposed change will significantly affect a collector or arterial transportationfacility. 3. To ensure that the remaining capacity of the I-5 Interchange is reserved for targeted employment opportunities and needed housing, this section imposes the following prohibitions on Comprehensive Plan Map amendments within the IMA: a. Comprehensive Plan Map amendments that will increase the net commercial land area within the IMA shall be prohibited. b. Comprehensive Plan Map amendments that allow land uses that will generate traffic in excess of the IMA trip budget shall be prohibited. G. Interchange Capacity Preservation Standards Land use applications subject to the provisions of this Section shall comply with the following: 1. Peak hour vehicle trips generated by the proposed development shall not, in combination with other approved developments subject to this Section, exceed the IMA trip budget of 2,500. 2.1. Peak hour vehicle trips generated by the proposed development shall not exceed the maximum peak hour vehicle trips specified in Table 2.05A for the subject parcel, except: a. Development may be allowed to exceed the maximum, if the development will contribute substantially to the economic objectives found in the Comprehensive Plan. b. Residential development on a parcel zoned Commercial shall be allowed to exceed the maximum. 3.2. Transportation Demand Management (TDM) measures shall be required to minimize peak hour vehicle trips and shall be subject to annual review by theCity. Commented \[CK4\]: Note: All TDM, rezoning prohibitions, TIA, tracking, notice, etc. A. requirements are still applicable. Formatted: Normal, No bullets or numbering Woodburn Development Ordinance Section 2.05 Page 5 256 TECHNICAL MEMORANDUM Woodburn Sub Area Plan Analysis Methodology and Assumptions Memorandum (Subtask 2.1) November 13, 2023 Project #: 29264 Date: Chris Kerr, City of Woodburn To: Heidi Hinshaw, City of Woodburn Matt Hughart, AICP, Molly McCormick, PE, and McKenna Milacek, Kittelson & From: Associates, Inc. This memorandum summarizes the methodology and assumptions of the Woodburn Sub Area Plan, as a supplement of the Woodburn Transportation System Plan (TSP). The methodology and assumptions presented in this memorandum are based on Oregon Department of Transportation (ODOT) Analysis Procedures Manual (APM, Versions 1 and 2) and guidance provided by the City of Woodburn staff. This information will serve as a baseline for identifying the needs and deficiencies to address in the Sub Area Plan. It will also be used to identify and evaluate potential solutions and develop a list of improvements. STUDY INTERSECTIONS AND STUDY SEGMENTS The study intersections were identified by the City prior to development of the scope of work. There are 13 study intersections located along City, County, and ODOT facilities, including four signalized intersections, eight stop-controlled intersections, and one roundabout. Traffic counts were collected at the OR 219 intersections in 2021 for the Project Basie (Amazon Distribution Center) TIA and 2022 for the Chick-Fil-A TIA (References 1 and 2). Updated turning moving counts on Evergreen Road and Parr Road were collected on September 19, 2023. The list of study intersections and corresponding peak hour information is summarized in Table 1. 24-hour tube counts were also collected on September 19, 2023 on Parr Road between Butteville Road and Stubb Road. Table 1. Study Intersections Seasonal Map ID Intersection Count Date Count Type Adjustment Factor Weekday PM 1 OR 219/Butteville Road* May 25, 2021 1.13* Peak Hour Weekday PM 2 OR 219/Woodland Avenue** September 8, 2022 1.07** Peak Hour Weekday PM 3 OR 219/I-5 SB Ramps** September 8, 2022 1.07** Peak Hour 257 Woodburn Sub Area Plan Project #: 29264 November 13, 2023 Page 2 Weekday PM 4 OR 219/I-5 NB Ramps**September 8, 20221.07** Peak Hour Weekday PM 5 OR 214/Evergreen Road** September 8, 2022 1.07** Peak Hour Evergreen Road/Stacy Allison September 19, Weekday PM 6 N/A Way 2023 Peak Hour September 19, Weekday PM 7 Evergreen Road/Hayes Street N/A 2023 Peak Hour Killian Spring Drive/Hayes September 19, Weekday PM 8u N/A Street 2023 Peak Hour Evergreen Road/Harvard September 19, Weekday PM 9 N/A Drive 2023 Peak Hour September 19, Weekday PM 10 Parr Road/Settlemier Avenue N/A 2023 Peak Hour September 19, Weekday PM 11 Parr Road/Kirksey Street N/A 2023 Peak Hour September 19, Weekday PM 12 Parr Road/Stubb Road N/A 2023 Peak Hour September 19, Weekday PM 13 Parr Road/Butteville Road N/A 2023 Peak Hour * Abstracted from Project Basie (Amazon Distribution Center) TIA **Abstracted from Chick-Fil-A TIA Peak Hour Development The traffic counts will be reviewed to determine individual and system-wide peak hours for the operational analyses. The system-wide peak hour for the study intersections will be used to conduct the operational analysis of the overall peak period on the Woodburn roadway system. Seasonal Factors Seasonal adjustments will be applied to the counts on ODOT facilities (OR 219 and I-5 terminals) utilizing the seasonal factors developed as part of the Amazon Distribution Center (Project Basie) TIA and Chick- Fil-A TIA. Historical Factors Historical factors were not developed for the traffic counts used from the Project Basie and Chick-Fil-A TIAs because they were collected within the last two years. It is assumed that these counts are still representative of current conditions after balancing to nearby 2023 traffic counts. Forecast Traffic Volumes Future traffic volumes at the study intersections will be developed using the National Cooperative Highway Research Program (NCHRP) Report 255: Highway Traffic Data for Urbanized Area Project Planning and Design. The methodology combines the year 2023 30 HV traffic volumes developed at the study intersections with base year and future year 2040 traffic volume forecasts from the current Kittelson & Associates, Inc. Portland, Oregon 258 Woodburn Sub Area Plan Project #: 29264 November 13, 2023 Page 3 (TPAU). In Process Projects In addition to forecasted traffic volumes, several in-process projects within the study area are expected to contribute to traffic volumes moving forward. The following in-process developments were identified and will be integrated into existing traffic volumes to develop a new baseline 2023 volume: Project Basie (Amazon Distribution Center) Chick-Fil-A Allison Way Apartments Specht Industrial Complex Smith Creek Development Reviewed but not integrated into the existing volume development Project Basie (Amazon Distribution Center) The Amazon Distribution Center is located along Butteville Road south of OR 219 and will open in 2024. It was estimated to generate 3,959 trips in the weekday PM peak hour. These trips will be added to the traffic counts collected on September 19, 2023, to encompass the increased volumes expected in the near term. Chick-Fil-A Chick-Fil-A will be in the southeast corner of the Woodland Avenue/OR 219 intersection and is expected to open in 2024. It was estimated to generate 71 new trips during the weekday PM peak hour. These trips will be added as additional volume to the existing traffic counts collected on September 19, 2023, to encompass the increased volumes expected in the near term. Allison Way Apartments The Allison Way Apartments are located east of I-5, north of Parr Road, and west of Evergreen Road. The 586-unit apartment complex was expected to be built in two two-year phases beginning in 2020. Overall, the apartment complex is estimated to generate 157 trips in the weekday PM peak hour. It is assumed the first construction phase consisted of 180-units and was completed at the time of traffic count collection, and the proportional number of trips were encompassed in the existing traffic counts. The remaining trips will be added to the existing traffic counts to represent the near term traffic volumes. Kittelson & Associates, Inc. Portland, Oregon 259 Woodburn Sub Area Plan Project #: 29264 November 13, 2023 Page 4 Specht Industrial Complex The industrial development on Parr Road east of I-5 is expected to be completed in two phases: Phase 1 in 2025 and Phase 2 at an unknown time. The first phase is estimated to generate 128 trips in the weekday PM peak hour. These trips will be added as additional volume to the existing traffic counts collected on September 19, 2023, to encompass the increased volumes expected in the near term. Smith Creek Development The Smith Creek Development is located north of Parr Road between Stubb Road and Kirksey Street. It was considered partially occupied at the time of September 19, 2023. As of June 2023, a total of 493 units were occupied (120 multi-family units and 373 single-family units). The trips estimated to be generated from this level of occupancy are assumed to be encompassed in the existing traffic counts. Therefore, the estimated trips from this development will not integrated into the existing volume development. Intersection Operational Standards The study network includes ODOT, Marion County, and City of Woodburn owned facilities. The ODOT facilities include intersection along OR 219 and I-5. ODOT relies on volume-to-capacity (v/c) ratio to assess the operations of an intersection. Table 6 of the Oregon Highway Plan (OHP, Reference 3) and Table 10-2 of the Oregon Highway Design Manual (HDM, Reference 4) provide maximum V/C ratios for all signalized and unsignalized intersections outside the Portland metropolitan area Urban Growth Boundary (UGB). The OHP ratios are used to evaluate existing and future no-build conditions, while the HDM ratios are used in the creation of future TSP alternatives which involve projects along state highways. Table 2 summarizes the ODOT standards for the facilities being analyzed in the Woodburn Sub Area plan. Table 2. ODOT Operational Standards Posted State National National OHP OHP Speed > Classification Highway Network (Truck Freight Mobility HDM Roadway 35 MPH System System Route) Route Targets Standard OR 219 (Hillsboro-Silverton 1 21 2 No/YesDistrict Yes/No No No 0.95/0.900.75/0.80 Highway 140) I-5 Ramp Terminals (Pacific Interstate 3 YesYes Yes Yes 0.85 0.70 Highway 001) Highway 1 The posted speed limit on OR 219 transitions from 35 MPH east of Willow Avenue to 55 MPH west of Willow Avenue. Therefore, the study intersection of Butteville Road/OR 219 has a different set of OHP mobility standards as compared to all other study intersections along OR 219. 2 OR 219 transitions to part of the National Highway System east of Woodland Avenue. Therefore, the study intersections of Butteville Road/OR 219 and OR 219/Woodland Avenue have a different set of HDM standards as compared to all other study intersections along OR 219. 3 The non-freeway speed limits adjacent to the ramp terminals are less than 45 MPH. Marion County used the following mobility standards, as presented in the current Marion County Rural TSP 2005 Update: Kittelson & Associates, Inc. Portland, Oregon 260 Woodburn Sub Area Plan Project #: 29264 November 13, 2023 Page 5 LOS D or better with a V/C ratio of 0.85 or better for signalized, all-way stop, and roundabout intersections. LOS E or better with a v/c ratio of 0.90 or better for other unsignalized intersections. LOS D or better with a v/c ratio of 0.60 or better for road segments. The City of Woodburn uses the following mobility standards, as presented in the Woodburn TSP. V/C ratio less than 1.00 regardless of LOS V/C ratio of less than 0.90 on the critical movement should be maintained, provided the queues on the critical approach can be appropriately accommodated. ANALYSIS MODEL PARAMETERS The bullets below identify the proposed sources of data and methodologies to be used to analyze traffic conditions in Woodburn. Analyses of the study area and intersections will be conducted according to the most-recent version of the APM. 1.Intersection/Roadway Geometry (lane numbers and arrangements, cross-section elements, signal phasing, etc.) will be verified for consistency with previous work efforts, reviewed through aerial photography, and confirmed through a site visit. Available as-built data may also be used to verify existing roadway geometry. The analysis models will be built on scaled -way stop-controlled intersection calculator tool will be used to calculate expected queue lengths for two-way stop-controlled intersections. 2.Operational Data (such as posted speeds, intersection control, parking, right-turn on red, etc.) will be field verified. Data will be reviewed during a site visit and supplemented by available GIS data, aerials, and photos. 3.Peak Hour Factors (PHF) will be calculated for each intersection and applied to the existing conditions analyses. PHFs of 0.95 will be used for the future analysis for high-order facilities (arterials), with 0.90 applied to medium-order facilities (collectors) and 0.85 applied to local roads. If the existing PHF is greater than these default future values, the existing PHF will be applied. 4.Traffic Operations thth a.The Highway Capacity Manual 6 Edition (HCM 6 Edition) methodology will be th used to analyze traffic operations at the signalized intersections while the HCM 6 Edition methodology will be used to analyze traffic operations at the unsignalized intersections. b.The existing and future no-build traffic operations analyses will use Synchro 11 th software using HCM 6 Edition reports for signalized and unsignalized intersections. Electronic Synchro 11 files shall be provided to ODOT for review. Kittelson & Associates, Inc. Portland, Oregon 261 Woodburn Sub Area Plan Project #: 29264 November 13, 2023 Page 6 th c.Queuing analysis methodology will be based on Synchro 95 percentile queue lengths. Microsimulation is not proposed as part of this long-range planning effort. SAFETY ANALYSES Safety analyses will include reviewing historical crash data and examining roadway crossings, as described in the following sections. Crash Analyses The most recent five years of crash data will be reviewed at the study intersections and roadway segments identified through this planning process. The data will be analyzed for a variety of factors including type, severity, general conditions, and location to identify potential crash patterns or anomalies. Particular attention will be paid to the details of crashes involving pedestrians and bicyclists. Study intersection crash rates and critical crash rates will be calculated based on the method outlined in Part B of the Highway Safety Manual. If a critical crash rate cannot be calculated due to limited data, the published 90th percentile rates in Exhibit 4- Project-area K-factors from 12+ hour counts will be used to convert short duration counts to daily traffic approach volumes. For all areas that exceed the critical crash rate or 90th percentile rate, we will identify and present crash patterns and potential projects, policies, or studies that could address reported crash types and patterns. Countermeasures suggested for mitigation will be identified as having crash reduction potential based Factor (CMF) Clearinghouse with a star rating of 3 or better. All CMFs must have consistent volumes/parameters as the study intersections. Kittelson & Associates, Inc. Portland, Oregon 262 851 SW 6th Avenue, Suite 600 Portland, OR 97204 P 503.228.5230 Woodburn Southwest Subarea Transportation Plan Current Transportation System Operations Memorandum (Subtask 3.2) May 31, 2024 Project# 29264 To: Chris Kerr, City of Woodburn Heidi Hinshaw, City of Woodburn From: Matt Hughart, AICP, McKenna Milacek, Russ Doubleday, AICP, and Julia Kuhn, PE, Kittelson & Associates, Inc been experiencing significant and different economic development than was foreseen by the City when the TSP was being developed, and the City is processing an amendment to the UGB which will bring in approximately 200 acres of Industrial land. To help the City plan for the new growth in jobs and housing both now and in the future, this Southwest Subarea Transportation Plan is being developed to confirm the previously identified needs and prioritized investments included in the adopted TSP as well as to help identify any new needed investments over the next twenty years that can be incorporated into an amendment of the TSP later this year. The enclosed memorandum documents the existing characteristics of the multimodal transportation system within the Southwest Subarea as of 2024. It also identifies needs and deficiencies under existing year conditions. These needs and deficiencies will help the City identify and evaluate transportation alternatives that can address both existing as well as year 2040 needs and deficiencies. The 2040 needs analyses will be presented in Technical Memorandum #4. As shown in Figure 1, the Southwest Subarea generally includes the lands bound by I-5 on the west, OR 214 on the north, Evergreen Road/Stubb Road on the east and the City Urban Reserve Area (URA) boundary to the south. This memorandum addresses the following topics about the existing transportation system within and adjacent to the Subarea: Bicycle Facilities; Pedestrian Facilities; Transit Service; Streets and Highways; Intersection Operations; and, Transportation Safety. Kittelson & Associates, Inc. 263 May 2024Page 2 Bicycle System Within and adjacent to the Subarea, people riding bikes generally share the road with motorists, while some on-street bike lanes are provided. There is also an existing greenway trail system to the south and east of the Subarea to provide recreational opportunities for cyclists. The locations of the existing bicycle facilities are shown in Figure 2. Further details about each are provided below. Bike Lanes Within the City, on-street bike lanes are designated using pavement striping and markings. As shown in Figure 2, within the Subarea, bike lanes currently exist on portions of on OR 214, Evergreen Road, Stacy Allison Way, and Center Street. Within the Subarea, the adopted TSP includes projects to add bike lanes on the northern portion of Evergreen Road, Stubb Road, Parr Road, and Harvard Drive to provide for a more-connected system. This need for these facilities does not change when considering the new economic growth being experienced by the City. Trails The Greenway Trail system connects people to Centennial Park, Heritage Elementary School, Valor Middle School, the Mill Creek Greenway Trail, and the neighborhoods located to the south and east of the Subarea. The Greenway Trail system is part of a larger trail system within the City that connects people and visitors to the City and regional parks as well as to neighborhoods and schools. The system of trails within the City plays an integral role in recreation, commuting, and accessibility and appeals to people of all ages and skill levels. Today, the trails along Parr Road and along the Mill Creek Greenway are paved, while the north-south facility from Evergreen Road to Ben Brown Lane is an unpaved grass trail. Within the adopted TSP, there are four additional trails/multi-use paths identified within the Subarea to connect to Evergreen Road, June Way, Santiam Drive and Centennial Park. This need for these facilities does not change when considering the new economic growth being experienced by the City. Kittelson & Associates, Inc. 264 265 266 May 2024Page 5 Pedestrian System As shown in Figure 3, within the Subarea, the existing sidewalk system generally connects people walking between residential, recreational, school and commercial uses both within and to the study area. Further, as shown, sidewalks are generally provided on both sides of the streets, except on Parr Road, Stubb Road, and portions of Evergreen Road. The adopted TSP includes projects to add sidewalks on each of these three streets to provide for a more-connected system (Woodburn may accept different forms of multimodal accommodations to address the context of the industrial lands in the Southwest Industrial Reserve). This need does not change when considering the new economic growth being experienced by the City. Our review also did not highlight any additional gaps within the Subarea in the pedestrian system beyond those identified in the TSP. Marked crosswalks are provided at various intersections within the subarea, including at Harvard Drive/Evergreen Road (all legs) and Evergreen Road/Hwy 214 (all legs). Other intersections have marked crossings across some (but not all) legs of the intersection, including Evergreen Road/Stacy Allison Way (north leg and west leg) and Evergreen Road/Hooper Street (west leg). Local street intersections typically do not have marked crosswalks. At improved intersections, the crosswalks generally provide ADA-compliant curb ramps and are in acceptable conditions. Some crosswalk locations throughout the city need new striping. Public Transportation System Woodburn Transit System (WTS) consists of the Fixed Route and Express Route. Both operate Monday- Friday from 8 AM to 6PM. The Fixed Route also operates on Saturdays between 9 AM and 5 PM and on Sundays from 9 AM to 3 PM. Both the Fixed and Express Routes provide access to the major retail stores and employers, such as Walmart, Bi-Mart, and the Woodburn Transit Center. The Fixed Route provides access to the Woodburn Premium Outlets west of I-5. Both operate on one-hour headways. As of April 2024, WTS is able to provide fixed route, weekend route, and express route services free of charge. Additionally, Cherriots operates three routes into Woodburn and one route that travels through Woodburn on I-5. Route 10X connects Woodburn to Salem via Gervais with service on Highway 99E and a stop at the Woodburn Transit Center at N 1st Street and Arthur Street. Route 10X service runs eight times a day Monday through Friday and three times a day on Saturday. Route 20X connects Woodburn with Salem via Mount Angel and Silverton with a stop at Bi-Mart on Highway 214 west of Highway 99W. Route 20X service runs five times a day Monday through Friday and three times of day on Saturday. Route 80X connects Wilsonville to Keizer with a stop at the Memorial Transit Center at Evergreen Road and Highway 214. Route 80X service runs four times a day on weekdays. Cherriots also operates Route 1X on I-5 between Wilsonville and Salem, but this route does not stop in Woodburn. As shown in Figure 4, transit service is only provided in the northernmost portion of the Subarea. The Woodburn Transit Development Plan Evergreen Road and Parr Road through the study area with hourly service in the near-term. As part of Kittelson & Associates, Inc. 267 May 2024Page 6 the conditions of approval for the new warehouse on the west side of I-5, Amazon was due to pay Kittelson & Associates, Inc. 268 269 270 May 2024Page 9 Streets and Highways As shown in Figure 5, within the Subarea all of the streets are owned and operated by the City with the exception of the section of Parr Road that is within the URA and owned by the County. Citywide, the functional classification, design and multimodal features, and construction and access permitting is determined the jurisdiction that owns and operates that street (e.g., ODOT, Marion County or the City) Coordination among all jurisdictions is required to plan, maintain, operate, and improve the roadways within the Woodburn UGB. Figure 6 per the adopted TSP. As part of the Alternatives Review for the Subarea Plan, any needed changes to the current designations within the Subarea will be identified and evaluated in light of the economic growth that has and will continue to occur within the area. Table 1 provides a description of the physical characteristics of each of the streets within the Subarea and reflected in Figure 6 that are not designated as a local street. Further details on each of the street characteristics are provided below. Table 1: Existing Study Area Roadway Characteristics by Functional Classification Posted Speed On-Street Bike Corridor \[MPH\] Number of Lanes Sidewalks Lanes On-Street Parking Minor Arterial Butteville Road 55 2 No No No 122 Evergreen Road 25 2 Partial Partial Partial Service Collector 13 Stacy Allison Way 25 2 Partial Partial No Center Street 25 2 Yes Yes No 1 W Hayes Street 25 2 Partial No No Parr Road 25 2 No No No Access Street Harvard Drive 25 2 Yes No Yes Stubb Road 25 Unmarked No No No 1 There are sidewalk gaps on the north side of Evergreen Road, Stacy Allison Way, and W Hayes Street. 2 There are bike lanes on Evergreen Road south of W Hayes Street. On-street parking is allowed sporadically on Evergreen Road north of W Hayes Street. 3 There are bike lanes on Stacy Allison Way from Hooper Street to just north of Center Street. Roadway, Freight, and Pavement Conditions Appendix A includes maps showing the posted speed limits and the number of lanes for roads within the subarea, as well as freight routes in Woodburn and pavement type and pavement condition. Today, only the state highways are designated as freight routes. The need for any additional designated local freight routes will be considered as part of the Alternatives Analysis. Kittelson & Associates, Inc. 271 272 273 May 2024Page 12 EXISTING TRANSPORTATION SYSTEM OPERATIONS ANALYSIS Traffic Operations Traffic operations at 13 intersections were analyzed in accordance with Technical Memorandum #1 (Analysis Methodology and Assumptions Memorandum) for this project. The locations, existing lane configurations, and traffic control devices of the intersections are shown in Figure 7. TRAFFIC VOLUMES AND PEAK HOUR OPERATIONS To help inform the needs analysis related to intersection capacity, 13 intersections within and adjacent to the Subarea were evaluated under year 2024 30th highest hour conditions. ODOT uses different mobility targets and standards depending on if the intersection is a ramp terminal or not. For the I-5 ramp terminal intersections, the Oregon Highway Plan (OHP) sets a 0.85 volume-to- capacity mobility target, and the Highway Design Manual (HDM) sets a 0.70 volume-to-capacity standard. The remaining ODOT study intersections have a volume-to-capacity mobility target of 0.90 or 0.95 (depending on the roadway speed) per the OHP, and a volume-to-capacity standard of 0.75 or 0.80 (depending on the National Highway System classification) per the HDM. Marion County used the following mobility standards, as presented in the current Marion County Rural TSP 2005 Update: LOS D or better with a V/C ratio of 0.85 or better for signalized, all-way stop, and roundabout intersections. LOS E or better with a v/c ratio of 0.90 or better for other unsignalized intersections. LOS D or better with a v/c ratio of 0.60 or better for road segments. The City of Woodburn uses the following mobility standards, as presented in the Woodburn TSP. V/C ratio less than 1.00 regardless of LOS V/C ratio of less than 0.90 on the critical movement should be maintained, provided the queues on the critical approach can be appropriately accommodated. Further details on the development of the volumes for use in the analyses were described in Technical Memorandum #1. The results of the traffic operations analysis are summarized in Figure 8. As shown in Figure 8, all of the intersections analyzed operate in accordance with the mobility targets with the exception of the Evergreen Road/W Hayes Street intersection. This deficiency was also identified as part of the TSP. The Alternatives Evaluation will further review potential changes to this intersection to help facilitate long-term growth within the area. Appendix B includes the operations results for all study intersections during the weekday PM peak hour. Kittelson & Associates, Inc. 274 May 2024Page 13 QUEUEING A queueing analysis was conducted at the signalized intersections within the study area. All intersection operations and queuing results are included in Appendix C. As shown in Appendix C and as reflected in the adopted TSP, the eastbound queue on Evergreen Road at the OR 214 intersection exceeds the available distance between the Evergreen Road and Oregon Way intersections on OR 214. The Alternatives Evaluation will include potential changes to this intersection as well as other street network changes that can provide alternative routes to OR 214. Kittelson & Associates, Inc. 275 May 2024Page 16 Crash History 1 We queried the Oregon Department of Transportation (ODOT) Crash Databaseto obtain the crash records at the 13 intersections for the period from January 1, 2018 through December 31, 2022. The crash type classifications at each intersection were reviewed to assess whether crash patterns might be identifiable. Table 2 shows the reported crashes by type and severity. There were no reported fatal crashes at any study intersection within the past five years. Five total serious injury crashes occurred during the study period: one at OR 214/I-5 NB Ramps, three at OR 219/Butteville Road, and one at Parr Road/Butteville Road. As noted in the table below, three of the study intersections are new and have been recently constructed so do not have any reported crashes. Additionally, OR 219/Butteville Road was reconfigured as a roundabout in 2023 so the reported crash data is not indicative of the revised configuration. Table 2. Intersection Crash Summary (January 1, 2018 - December 31, 2022) Crash Severity Crash Type Map Total Intersection ID Crashes Rear-Fixed Fatal Injury PDO Turn Angle Sideswipe Bike Other End Object OR 219 & Butteville 1 - 5 7 2 4 - - 5 - 1 12 Road* OR 219 & Woodland 2 - 6 4 2 5 1 - 1 1 - 10 Avenue 3 OR 214 & I-5 SB Ramps - 5 7 7 1 - 3 1 - - 12 4 OR 214 & I-5 NB Ramps - 16 13 8 15 - 1 5 - - 29 OR 214 & Evergreen 5 - 33 19 7 36 5 3 1 - - 52 Road Evergreen Road & 6 - 2 4 1 5 - - - - - 6 Stacy Allison Way Evergreen Road & 7 - 1 - - - - - 1 - - 1 Hayes Street Evergreen Road & 8 - 8 3 1 4 6 - - - - 11 Harvard Drive Hayes Street & Killian 9 - - - - - - - - - - 0 Spring Drive Parr Road & Settlemier 10 - 1 1 1 1 - - - - - 2 Avenue Parr Road & Kirksey 11 - - - - - - - - - - 0 Street Parr Road & Stubb 12 - - - - - - - - - - 0 Road Parr Road & Butteville 13 - 6 4 4 2 - - 4 - - 10 Road * Reconstructed as a roundabout in 2023. 1 TDS - Crash Reports (state.or.us) Kittelson & Associates, Inc. 278 May 2024Page 17 Intersection crash rates were calculated and compared to statewide crash rate performance thresholds. For this analysis, the critical crash rate was calculated and compared to the 90th percentile crash rates for urban intersections by traffic control and 3 versus 4-legged configurations (as appropriate). Intersection crash rates are shown in Table 3. Table 3. Intersection Critical Crash Rate Analysis Observed Critical Critical Observed Crash Land Crash Rate Map Total Intersection AADT Crash Crash Rate Rate > Intersection Use by ID Crashes Class Group Rate by at Critical Type Intersection Volume Intersection Crash Type Rate? Between OR 219 & Butteville 1 12 Urban 3ST 7,500 and 0.27 0.38 0.50 Yes Road 15,000 Between OR 219 & Woodland 15,000 2 10 Urban 4SG 0.69 0.45 0.30 No Avenue and 22,500 Above 3 OR 214 & I-5 SB Ramps 12 Urban 3SG 0.22 0.54 0.21 No 22,500 Above 4 OR 214 & I-5 NB Ramps 29 Urban 3SG 0.22 0.54 0.48 Yes 22,500 OR 214 & Evergreen Above 5 52 Urban 4SG 0.64 0.55 0.92 Yes Road 22,500 Between Evergreen Road & Stacy 6 6 Urban 4ST 7,500 and 0.71 0.40 0.31 No Allison Way 15,000 Between Evergreen Road & 7 1 Urban 4ST 7,500 and 0.71 0.40 0.05 No Hayes Street 15,000 Evergreen Road & Below 8 11 Urban 4ST 0.85 0.40 1.21 Yes Harvard Drive 7,500 Hayes Street & Killian Below 9 0 Urban 3ST 0.56 0.46 0.00 No Spring Drive 7,500 Parr Road & Settlemier Below 10 2 Rural 4ST 0.77 0.57 0.15 No Avenue 7,500 Parr Road & Kirksey Below 11 0 Rural 3ST 0.61 0.77 0.00 No Street 7,500 Parr Road & Stubb Below 12 0 Rural 3ST 0.78 0.96 0.00 No Road 7,500 Parr Road & Butteville Below 13 10 Rural 3ST 0.55 0.70 1.49 Yes Road 7,500 3ST = three-legged stop-control intersection; 4ST = four-legged stop-control intersection; 3SG = three-legged signalized intersection; 4SG = four-legged signalized intersection; AADT = Annual Average Daily Traffic As shown in Table 3, in addition to the OR 219/Butteville Road intersection that was recently reconstructed, four other intersection type, volume, or both. All of these intersections are identified within the TSP as exceeding critical crash rates, except for the OR 214 and Evergreen Road intersection. The TSP did not examine crash rates at the Evergreen Road/Harvard Drive and Parr Road/Butteville Road intersections. Kittelson & Associates, Inc. 279 May 2024Page 18 In addition to the above crash analyses, we also reviewed the ODOT Safety Priority Index System List (SPIS). This SPIS list is used by each ODOT Region to help prioritize locations for further safety evaluation. The OR 219/I-5 NB Ramps intersection and the OR 219/Evergreen Road intersection were identified in the 2022 SPIS Report in the 90-95 percentile and the 95-100 percentile, respectively. The Alternatives Evaluation for the Subarea will include evaluation of potential safety-related changes to the identified intersections. SUMMARY OF EXISTING CONDITIONS FINDINGS In general, the review of the existing conditions and identification of deficiencies is consistent with the findings of the adopted TSP. As previously identified, most of the streets have sidewalks (as well as nearby trails on Parr Road and the Mill Creek Greenway to the east), with gaps in the sidewalk system on short stretches of Evergreen Road, W Hayes Street, and for a longer stretch of Stacy Allison Way on the north and west side of the street. Per the TSP findings and this Subarea review, the bicycle and public transportation infrastructure continues to be somewhat limited. The bike network is limited to Center Street and Hooper Street, as well as segments of Stacy Allison Way and Evergreen Road. Additionally, Woodburn Transit operates hourly service at the northernmost portion of the subarea with two stops, while much of the newly- developed areas to the south are not serviced by public transit, and the two bus stops in the subarea do not have bike lanes on the street (although there are sidewalks). The hourly Woodburn Transit loop also stops at the Settlemier Avenue/Parr Road intersection, and sidewalks on Parr Road connect to the southeastern portion of the subarea. We also note that, Parr Road (owned and operated by Marion County) does not have any sidewalks or bike lanes in the Subarea (although a trail along the south side of the street begins at Centennial Park and runs to the east). As the surrounding street network here (including the Southern Arterial) are constructed, it will be important to include this infrastructure on collector and arterial streets. Although the existing intersection operations results in Figure 8 are consistent with the 2019 Woodburn TSP, it will be important to further examine these intersections under future conditions with changes in the anticipated development in and around the subarea. This evaluation of future conditions will also include identification of potential safety-based changes to the four intersections, in particular, that th exceed 90 percentile crash rates. Please let us know if you have any questions as you review the material herein. The existing deficiencies will help to set the foundation for the evaluation of future needs within and adjacent to the Subarea. Kittelson & Associates, Inc. 280 Appendix ARoad, Pavement, and Freight Characteristics 281 282 283 284 285 Appendix BExisting Traffic Operations 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 Appendix CExisting Intersection Queues 302 May 2024Page 22 A queueing analysis was conducted at the signalized intersections within the study area. Table C-1 summarizes the percentile queues during the weekday PM peak hour in the existing traffic conditions. Vehicle queue and storage lengths are rounded to the nearest 25-feet. Storage lengths are considered to be striped th storage for the given movement. All 95 percentile queues during the PM peak hour are within the striped storage length, except for the eastbound through movement at the OR 214/Evergreen Road intersection. The eastbound queue on Evergreen Road at the OR 214 intersection exceeds the available distance between the Evergreen Road and Oregon Way intersections on OR 214. Table C-1: Weekday PM Peak Hour Queueing th Map 95 Percentile Storage Length ID Intersection Movement Queue (feet) (feet) Adequate? EBL 50 225 Yes EBT 150 1,400 Yes EBR <25 150 Yes WBL 100 225 Yes 2 OR 219/Woodland Avenue WBT 125 425 Yes WBR 25 100 Yes NBL <25 100 Yes NBTR 75 250 Yes SBL 200 350 Yes EBT 175 950 Yes EBR <25 250 Yes WBT <25 600 Yes 3 OR 214/I-5 Southbound Ramp WBR <25 525 Yes SBL 300 1,000 Yes SBR 475 1,000 Yes EBT <25 600 Yes EBR <25 525 Yes WBT 75 700 Yes 4 OR 214/I-5 Northbound Ramp WBR <25 400 Yes NBL 150 150 Yes NBR 250 275 Yes EBL 75 175 Yes EBT 450 350 No EBR <25 250 Yes WBL 225 375 Yes WBTR 250 500 Yes 5 OR 214/Evergreen Road NBL 275 325 Yes NBR <25 325 Yes SBL 50 75 Yes SBT 50 375 Yes SBR <25 75 Yes Kittelson & Associates, Inc. 303 851 SW 6th Avenue, Suite 600 Portland, OR 97204 P 503.228.5230 Woodburn Southwest Subarea Transportation Plan No Build Conditions Memorandum (Subtask 3.2) September 18, 2024 Project# 29264 To: Chris Kerr, City of Woodburn Heidi Hinshaw, City of Woodburn From: Matt Hughart, AICP, McKenna Milacek, Russ Doubleday, AICP, and Julia Kuhn, PE The Transportation System Plan (TSP) identified the transportation facilities needed to support a projected increase in households and jobs of approximately 2 3 percent per year between 2015 and 2040. Since the TSP was adopted, Woodburn has been experiencing significant and different economic development than was foreseen by the City, particularly in the southwest portion of the City. In addition, the City is in the process of amending its Urban Growth Boundary (UGB) to add the urban reserve area (URA) lands located to the east of I-5 and south of Parr Road. The enclosed memo provides an evaluation of the previously identified needs and prioritized investments included in the adopted TSP versus the vehicular capacity needs associated with the revised expectations of job and household growth between now and 2040. This memo also provides an evaluation of the vehicular capacity needs associated with the increased job and household growth plus the development of the lands within the URA lands. The findings in this memo build upon the needs and deficiencies identified in Technical Memorandum #3 for the existing conditions and will serve as the baseline for the alternatives evaluation to be developed as part of Technical Memorandum #4. This memorandum focuses on the vehicular capacity needs at the following 15 locations based on the increased population and employment forecasts and compares those to the needs identified in the adopted TSP: OR 219 & Butteville Road OR 219 & Woodland Avenue OR 214 & I-5 SB Ramps OR 214 & I-5 NB Ramps OR 214 & Evergreen Road Evergreen Road & Stacy Allison Way Evergreen Road & Hayes Street Evergreen Road & Harvard Drive Hayes Street & Killian Spring Drive Parr Road & Settlemier Avenue Parr Road & Kirksey Street Parr Road & Stubb Road Parr Road & Butteville Road Kittelson & Associates, Inc. 304 September 2024Page 2 Parr Road & Evergreen Road (future intersection) In addition to vehicular capacity needs and prioritized investments, Technical Memoranda #4 and #5 will also include information about multimodal needs and projects within the Southwest Subarea. Within the memo, intersection capacity needs at the 15 locations identified above are summarized for the following scenarios: Increased job and household growth by 2040 but no URA development Increased job and household growth by 2040 plus development of the URA lands Further details about each are presented herein. Adopted TSP Exhibit 1 illustrates the prioritized investments identified in the TSP within the Southwest Subarea Plan. As shown, of the 15 locations identified above, only those intersections along OR 214/OR219 have specific geometric and traffic control considerations in the adopted TSP. Per the TSP, all new roadway projects identified below are anticipated to be 2 3 vehicular lanes, depending on the functional classification. Exhibit 1. Roadway Plan Elements (Source: Woodburn TSP Figure 3). Kittelson & Associates, Inc. 305 September 2024Page 3 Intersection Operations Mobility Targets As documented in Technical Memorandum #3, the I-5 ramp terminal intersections are subject to a 0.85 volume-to-capacity mobility target whereas the remaining ODOT study intersections have a volume-to- capacity mobility target of 0.90 or 0.95 (depending on the roadway speed). City intersections are subject to the following mobility standards: V/C ratio less than 1.00 regardless of LOS V/C ratio of less than 0.90 on the critical movement should be maintained, provided the queues on the critical approach can be appropriately accommodated. Development of Year 2040 Traffic Volumes employment forecasts for the year 2040 reflective of the high levels of residential growth that the City has been and continues to experience as well as the updated job forecasts for the Southwest Area. The City also provided TPAU with estimates of future development of the URA lands to inform the UGB expansion scenario. These updated household and job forecasts were used to update the travel demand model for Woodburn. For the purposes of the year 2040 Baseline, the Adopted TSP projects plus the existing transportation facilities were all included in the updated travel demand model. future year traffic volumes at the study intersections were developed using the methodology included in National Cooperative Highway Research Program (NCHRP) Report 765: Analytical Travel Forecasting Approaches for Project-Level Planning and Design (2014). Figure 1 shows the year 2040 traffic volumes assuming the URA lands are not developed, and Figure 2 shows the year 2040 traffic volumes assuming the URA lands are developed. Evaluation of Study Intersections Assuming no URA Land Development Using the volumes shown in Figure 1, we evaluated the intersection operations for the year 2040 conditions. In comparing the operations to the applicable mobility targets, we note that the following intersections may need future consideration of a traffic signal/roundabout and/or turn lanes: Evergreen Road & Stacy Allison Way Evergreen Road & Hayes Street The analyses did not identify the need to widen any of the existing or planned facilities beyond the 2 3 lanes noted in the TSP. Most of the study intersections are expected to operate in accordance with the applicable mobility targets under predicted 2040 volumes assuming no URA land development. Evergreen Road at Stacy Allison Way and Evergreen Road at Hayes Street outlined previously. The Alternatives Evaluation will identify potential changes to these intersections to mitigate future operational issues. Appendix A includes the operations results for all study intersections. Kittelson & Associates, Inc. 306 September 2024Page 5 Evaluation of Study Intersections Assuming URA Lands Develop Using the volumes shown in Figure 2, we evaluated the intersection operations for the year 2040 conditions. In comparing the operations to the applicable mobility targets, we note that the following intersections may need future consideration of a traffic signal/roundabout and/or turn lanes: Evergreen Road & Stacy Allison Way Evergreen Road & Hayes Street All of the study intersections are expected to operate in accordance with the applicable mobility targets under predicted 2040 volumes assuming no URA land development, with exception of Evergreen Road at Stacy Allison Way and Evergreen Road at Hayes Street. The deficiency at the latter was identified in the TSP. The Alternatives Evaluation will identify potential changes to these intersections to mitigate future operational issues. Appendix B includes the operations results for all study intersections. Even with the URA lands developed, the analyses did not identify the need to widen any of the existing or planned facilities beyond the 2 3 lanes noted in the TSP. Kittelson & Associates, Inc. 308 September 2024Page 7 Next Steps The information about intersection and street capacity needs associated with the two future baseline scenarios will be used to inform the development of street alternatives to be evaluated and discussed in Technical Memorandum #4. Kittelson & Associates, Inc. 310 Appendix AExisting UGB Future No-Build Traffic Operations 311 Appendix BExpanded UGB Future No-Build Traffic Operations 312 Appendix CFuture Intersection Queues 313 September 2024Page 11 A queueing analysis was conducted at the signalized intersections within the study area. Table C-1 summarizes the percentile queues during the weekday PM peak hour in the future 2040 traffic conditions expected with and without the UGB expansion. Vehicle queue and storage lengths are rounded to the nearest th 25-feet. Storage lengths are considered to be striped storage for the given movement. All 95 percentile queues during the PM peak hour are within the striped storage length, except for the eastbound through movement at the OR 214/Evergreen Road intersection. The eastbound queue on Evergreen Road at the OR 214 intersection exceeds the available distance between the Evergreen Road and Oregon Way intersections on OR 214. Table C-1: Weekday PM Peak Hour Queueing M a p thth IExisting UGB 95 Expanded UGB 95 Storage Length D Intersection Movement Percentile Queue (feet) Percentile Queue (feet) (feet) Adequate? EBL 50 50 225 Yes/Yes EBT 250 275 1,400 Yes/Yes EBR <25 <25 150 Yes/Yes WBL 200 125 225 Yes/Yes OR 219/Woodland 2 WBT 225 225 425 Yes/Yes Avenue WBR 25 <25 100 Yes/Yes NBL 25 25 100 Yes/Yes NBTR 125 100 250 Yes/Yes SBL 250 250 350 Yes/Yes EBT 250 250 950 Yes/Yes EBR <25 <25 250 Yes/Yes WBT <25 <25 600 Yes/Yes OR 214/I-5 3 Southbound Ramp WBR <25 <25 525 Yes/Yes SBL 300 300 1,000 Yes/Yes SBR 425 425 1,000 Yes/Yes EBT <25 <25 600 Yes/Yes EBR <25 <25 525 Yes/Yes WBT 75 <25 700 Yes/Yes OR 214/I-5 4 Northbound Ramp WBR <25 <25 400 Yes/Yes NBL 175 175 150 Yes/Yes NBR 275 275 275 Yes/Yes EBL 50 50 175 Yes/Yes EBT 375 425 350 bƚ Ήbƚ EBR <25 <25 250 Yes/Yes OR 214/Evergreen 5 WBL 300 250 375 Yes/Yes Road WBTR 250 250 500 Yes/Yes NBL 250 250 325 Yes/Yes NBR <25 <25 325 Yes/Yes Kittelson & Associates, Inc. 314 September 2024Page 12 M a p thth IExisting UGB 95 Expanded UGB 95 Storage Length D Intersection Movement Percentile Queue (feet) Percentile Queue (feet) (feet) Adequate? SBL 50 50 75 Yes/Yes SBT 50 50 375 Yes/Yes SBR <25 <25 75 Yes/Yes Kittelson & Associates, Inc. 315 851 SW 6th Avenue, Suite 600 Portland, OR 97204 P 503.228.5230 ƚƚķĬǒƩƓ {ƚǒƷŷǞĻƭƷ {ǒĬğƩĻğ ƩğƓƭƦƚƩƷğƷźƚƓ tƌğƓ Alternatives Analysis Memorandum (Subtask 5.1) January 10, 2025 Project# 29264 To: Chris Kerr, City of Woodburn Heidi Hinshaw, City of Woodburn From: Matt Hughart, AICP, McKenna Stramler, Russ Doubleday, AICP, and Julia Kuhn, PE As highlighted in the No Build Analyses, the anticipated growth in the southwest part of the City and the inclusion of the Urban Reserve Area lands into the Urban Growth Boundary (UGB) necessitates a different and more refined set of transportation connectivity, safety and capacity needs for inclusion in the adopted Woodburn Transportation System Plan (TSP). In particular, the need to provide additional connectivity for people driving, walking and riding bikes in the area between Butteville Road and Settlemier Avenue to the south of OR 214 is important to support continued economic and residential growth. The enclosed memo builds upon the No Build Analyses and presents three conceptual transportation network alternatives to support this growth. The three alternatives are generally characterized by the following changes: Alternative #1 This alternative fundamentally maintains the existing roadway network and accommodates the conceptually envisioned future network as outlined in the TSP. In order to support the future development of the lands within the UGB expansion area, the existing sight distance constraint at the Butteville Road/Parr Road intersection will need to be addressed, Parr Road will need to be upgraded from its current rural, two-lane configuration to a 3-lane street with sidewalks and bike lanes, and additional collector and local street connectivity changes will be needed. Some of these changes are anticipated to be completed as part of site frontage improvements and/or through conditions of approval placed on future land development. This alternative also includes the connection of the planned South Arterial to Parr Road. Alternative #2 Rather than connect the planned South Arterial to Parr Road in Alternative #1, this alternative shows the South Arterial extending all the way to Butteville Road on a completely separate east-west alignment. This connection to Butteville Road will be located approximately one- quarter mile south of and will replace the existing Parr Road/Butteville intersection. Alternative #3 This alternative is similar Alternative #2 but connects the South Arterial to I-5 via a partial interchange along Butteville Road. Although a full interchange is unlikely to receive approval from ODOT considering the close spacing to the nearby OR 214/OR 219 interchange, a modification to Alternative #3 that provides a full interchange was assessed to determine its significance on larger local and regional traffic patterns. As described herein, the alternatives evaluation revealed the following: There are minimal differences in forecast traffic volumes/operations between Alternatives #1 and #2. Kittelson & Associates, Inc. 316 January 2025Page 2 The partial I-5 connection under Alternative #3 increased demand along the South Arterial compared to Alternatives #1 and #2. However, the increased demand along the South Arterial did not significantly lessen projected demand along the OR 214 corridor. The full interchange modification to Alternative #3 did not significantly increase demand along the South Arterial when compared to the partial interchange. There are several intersections that will require changes to the existing traffic control and/or lane configurations regardless of the alternative considered. If the Parr Road/Butteville Road intersection remains in its current location, the existing sight distance constraints will need to be addressed to support urbanization of the UGB expansion area. Detailed Description of the Alternatives Exhibit 1 illustrates the currently planned roadway plan elements in the TSP. The projects in the adopted TSP current UGB. As such, there are no planned circulation improvements that would serve the UGB expansion area. Other needed changes to the TSP projects include: Because it was outside of the UGB, a significant portion of the Parr Road corridor east of Butteville Road is not identified in the TSP for urban upgrades. This corridor plays an important role in serving employment, residential and retail lands on both sides of I-5. With the inclusion of the Urban Reserve area, the City can now plan for urban upgrades of Parr Road. The location and alignment of the future South Arterial was general in nature. More details on how the South Arterial could connect to Butteville Road, particularly to provide a continuous east-west connection through the southern part of the City is needed. There are no identified intersection traffic control improvements at many of the existing and future intersections that will serve the existing UGB and Urban Reserve Area. For these reasons, new circulation alternatives were investigated to help complete the transportation network with the inclusion of the Urban Reserve Area lands and address projected deficiencies. Exhibit 1 Roadway Plan Elements (Source: Woodburn TSP Figure 3) Kittelson & Associates, Inc. 317 January 2025Page 3 ALTERNATIVE #1 Alternative #1 builds upon the conceptually envisioned TSP circulation projects with changes that would address the existing system limitations. These circulation changes include: Realignment of the western extent of Parr Road so that it connects to Butteville Road further to the south. This realignment would address the existing sight distance deficiency at the Butteville Road/Parr Road intersection. A refined alignment of the South Arterial so that it connects to Parr Road at the existing east to north bend in the corridor. This connection would eliminate the sharp curve in Parr Road and form a new intersection with appropriate geometry and intersection traffic control. Parr Road, the previously noted realignment of its western extents, and the South Arterial would then constitute east-west travel through southern Woodburn. Parr Road is upgraded to urban minor arterial standards to accommodate its role in providing a key east-west travel corridor through the Urban Reserve Area. Stacy Allison Way extended as a collector from its current southerly terminus to Parr Road. South of Parr Road, Stacy Allison Way would be extended to provide access to a future network of local industrial streets to serve future development. Exhibit 2 conceptually illustrates the Alternative #1 projects consistent with the TSP Figure 3 mapping format. Exhibit 2 Alternative #1 Roadway Plan Elements Kittelson & Associates, Inc. 318 January 2025Page 4 ALTERNATIVE #2 Alternative #2 incorporates a new alignment of the western end of the South Arterial that is independent of the Parr Road corridor. Specific circulation projects include: The South Arterial would connect to Butteville Road approximately ¼-mile to the south of Parr Road. This alignment would be independent of Parr Road and would help promote continuous east- west travel along the southern extents of Woodburn. This extension would also serve as the primary east-west corridor through the Urban Reserve Area. With the new South Arterial connection to Butteville Road, the existing Parr Road would be disconnected from Butteville Road. Parr Road would revert to a local industrial roadway network serving existing and future redevelopment of the adjacent parcels. Stacy Allison Way would be extended as a collector from its current southerly terminus, connecting to Parr Road, and ultimately connecting to the new South Arterial alignment. Evergreen Road would be extended as a collector from its current southerly terminus at Parr Road and ultimately connecting to the South Arterial. Exhibit 3 conceptually illustrates the Alternative #2 projects consistent with the TSP Figure 3 mapping format. Exhibit 3 Alternative #2 Roadway Plan Elements Kittelson & Associates, Inc. 319 January 2025Page 5 ALTERNATIVE #3 This alternative is identical to Alternative #2 except that it includes a partial interchange with I-5 using Butteville Road. Specific circulation projects include: All of the projects identified and described under Alternative #2. A new partial interchange to I-5. The partial interchange would be limited to serving northbound exiting movements from I-5 and southbound entering movements to I-5. These movements would be served through new interchange ramps that would connect to the Butteville Road corridor. Specifically, a northbound off-ramp that would connect to Butteville Road forming a new intersection with the South Arterial and a include a looping southbound on-ramp to I-5 accessed off Butteville Road on the west side of the freeway. Exhibit 4 conceptually illustrates the Alternative #3 projects consistent with the TSP Figure 3 mapping format. Exhibit 4 Alternative #3 (with Partial I-5 Interchange) Roadway Plan Elements Kittelson & Associates, Inc. 320 January 2025Page 6 ALTERNATIVE #3 VARIATION WITH A FULL INTERCHANGE Although it is recognized that any interchange with I-5 is likely to be difficult to justify and design considering the close spacing to the existing I-5/OR 214/OR 219 interchange, a variation to Alternative #3 was included that would provide a full access interchange to Butteville Road. Building upon the overall circulation elements from Alternative #3, Exhibit 5 conceptually illustrates one potential full interchange layout configuration consistent with the TSP Figure 3 mapping format. This includes a partial cloverleaf interchange configuration that keeps the interchange ramps fully within Woodburns UGB. While this represents a more likely and buildable geometric configuration, it is purely conceptual and for illustrative purposes. Exhibit 5 Alternative #3 (with Full I-5 Interchange) Roadway Plan Elements Kittelson & Associates, Inc. 321 January 2025Page 7 Scope of the Evaluation The future intersection operations were identified at the following intersections under each alternative: 1.OR 219/Butteville Road; 2.OR 219/Woodland Avenue; 3.OR 214/I-5 SB Ramps; 4.OR 214/I-5 NB Ramps; 5.OR 214/Evergreen Road; 6.Evergreen Road/Stacy Allison Way; 7.Evergreen Road/Hayes Street; 8.Hayes Street/Killian Spring Drive; 9.Evergreen Road/Harvard Drive; 10.Parr Road/Settlemier Avenue; 11.Parr Road/Kirksey Street; 12.Parr Road/Stubb Road; 13.Parr Road (south)/Butteville Road (modified to Butteville Road/South Arterial under Alternative #2 & #3); 14.Parr Road (north)/Evergreen Road; and 15.Parr Road (south)/Evergreen Road In addition, Alternatives #1, #2 and #3 include the following future intersections: 15.Parr Road (south)/Evergreen Road/South Arterial (future under Alternative #1); 16.Evergreen Road/South Arterial (future under Alternative #2 and #3); 17.Stacy Allison Way/South Arterial (future under Alternative #2 and #3); 18.Stacy Allison Way/Parr Road (south) (future under Alternative #1, #2, & #3); and 19.Stacy Allison Way/Parr Road (north) (future under Alternative #1, #2, & #3) Development of Year 2040 Traffic Volumes & Intersection Operations Working with TPAU, the 2040 Baseline travel demand model used in the TSP was modified to include the major circulation elements from the three noted alternatives. Each of the alternatives includes the updated population and employment forecasts for the year 2040 assuming UGB expansion to include future development in the Urban Reserve Area. As described in Technical Memorandum #3, future year traffic volumes at the study intersections were developed using the methodology included in National Cooperative Highway Research Program (NCHRP) Report 765: Analytical Travel Forecasting Approaches for Project-Level Planning and Design (2014). Intersection operations associated with the forecast intersection traffic volumes for each alternative were evaluated and compared to the applicable performance metrics. Per the existing and No Build analyses, the I-5 ramp terminal intersections are subject to a 0.85 volume-to-capacity (V/C) mobility target whereas the remaining ODOT study intersections have a volume-to-capacity mobility target of 0.90 or 0.95 (depending on the roadway speed). City intersections are subject to the following mobility standards: V/C ratio less than 1.00 regardless of LOS Kittelson & Associates, Inc. 322 January 2025Page 8 V/C ratio of less than 0.90 on the critical movement should be maintained, provided the queues on the critical approach can be appropriately accommodated. Comparison of the Alternatives 1 Figures 1A 3A illustrate the existing and future assumed intersection lane configurations and Figures 1B 3B illustrate the future year volumes and intersection operations. In review of the figures, we note the following: With the additional planned connectivity in each of the three alternatives, the Evergreen Road/Stacy Allison Way intersection is anticipated to operate at more acceptable operations whereas the Baseline analyses showed that this intersection would need traffic control or geometric changes to operate acceptably. However, future development along the Stacy Allison Way corridor may still trigger the need for future traffic control improvements at this intersection in order to better manage peak hour delays. There are no measurable differences between the forecast volumes and resultant intersection operations under each of the three alternatives. The changes being contemplated primarily have connectivity benefits for all users, particularly to support future economic development in this part of the City. Like the Baseline analyses, the Evergreen Road/Hayes Street intersection would need traffic control improvement under all of the alternatives to operate acceptably. The following section investigates potential traffic control improvements ranging from signalization to a roundabout. Under Alternatives #1 & #2, less than 2,500 vehicles per day (i.e., less than 250 vehicles per hour in both directions combined) are forecast to use the South Arterial to the east of Evergreen Road. partial interchange with I-5, the volumes on the South Arterial to the east of Evergreen Road are forecast to increase to 3,500 vehicles per day. The addition of a partial interchange does not provide material changes to the forecast interchange operations at the OR 214/I-5 ramps. Further less than 200 vehicles per peak hour per direction are forecast to use a new partial interchange. This level of volume would need to be considered in light of other costs, benefits and trade-offs and may not align with applicable state and federal policies and requirements. Modeling shows the addition of a partial interchange would primarily benefit land uses on the west side of I-5 and existing/future trips to/from the south would heavily utilize the connection. Queuing is not expected to vary by any measurable degree along the OR 214 corridor among the alternatives. The exception being at OR 214/Evergreen Road, which is forecast to see a decrease of 1 At the noted future study intersections, lane configurations and traffic control devices were assumed based maintaining traffic movements on the primary north-south or east-west facilities. The intersection lane configuration assumptions are shown in Figures 1A, 2A, and 3A. Key assumptions include the continuous uncontrolled north-south movements on the Evergreen Road corridor (all the way to the South Arterial when applicable) and continuous uncontrolled east-west movements on the South Arterial east of the Butteville Road intersection. Kittelson & Associates, Inc. 323 January 2025Page 9 th approximately by three vehicles in the 95 percentile queue for the westbound left movement under all alternatives. Eastbound left turn movement queues are estimated to decrease by approximately four vehicles under Alternatives #2 and #3. Test of Alternative #3 Full Interchange Concept As previously noted, Alternative #3 was also modeled with a conceptual full access interchange rather than the previous partial interchange. A close review of the modeling results indicates that despite the benefits of a full interchange with I-5, overall traffic volumes are not forecast to significantly shift amongst e form. This lack of major volume shift is summarized in Table 1 below. A closer review of the modeling data suggests that a second full access interchange would have limited benefit to regional through traffic in Woodburn. Table 1 Partial vs. Full Interchange Roadway Segment Volume Comparison Alternative #3 Alternative #3 Roadway Segment (Partial Interchange with I-5) (Full Interchange with I-5) OR 214 (between Evergreen Drive and ~2,000 veh/hr ~1,975 veh/hr Settlemier Ave) South Arterial (between Evergreen Drive and ~500 veh/hr ~515 veh/hr Settlemier Ave) OR 219 (between Butteville Road and ~1,625 veh/hr ~1,525 veh/hr Woodland Ave) Butteville Road ~825 veh/hr ~860 veh/hr (north of the South Arterial) South Arterial ~755 veh/hr ~785 veh/hr (east of Butteville Road) As shown in Table 1, determined that a full interchange did not produce a measurable difference to the predicted traffic volumes on the South Arterial compared to Alternative #3 with a partial interchange. Kittelson & Associates, Inc. 324 January 2025Page 10 Based on the review of the three alternatives, the City will want to consider a variety of topics, including but not limited to those listed below as a preferred circulation alternative is confirmed: The existing Parr Road/Butteville Road intersection cannot be maintained in its current location due to the existing sight distance constraints. All three alternatives offer a conceptual solution that either eliminates the intersection or moves it to a location free of the sight distance constraints. Classifying and designing the South Arterial as a minor arterial instead of a major arterial per the adopted TSP. Given the forecast traffic volumes and its location along the southern UGB, such a reclassification appears to be reasonable. The role that this new roadway plays in the local and regional freight system also could be considered through specific access management policies. The appropriate designation for Parr Road (south) between Stacy Allison Way and Evergreen Road if the south Arterial is extended to Butteville Road. This section of existing roadway would have reduced importance in overall levels of regional connectivity and would likely function more akin to the local industrial designation. The need for future environmental, planning and design studies that may be needed if the City seeks an exception to propose a new partial interchange with I-5 (more information on this is discussed below). Any new potential funding sources and/or cost-sharing mechanisms to enable future connectivity improvements to be made. The appropriate location of both on-street bicycle facilities, sidewalks and off-street multi-use paths can be planned to provide for local and area connectivity between the newly developing areas as well as the established commercial, employment, residential and school locations within the City. The adoption of new intersection traffic control measures at the Butteville Road/South Arterial intersection. The adoption of new intersection traffic control measures at the Evergreen Road/Hayes Street intersection (see following section). Kittelson & Associates, Inc. 325 January 2025Page 17 Evergreen Road/W Hayes Street Intersection Traffic Control Improvements Based on the review of the alternatives, the Evergreen Road/W Hayes Street intersection is forecast to operate below the Woodburn mobility standards under all three alternatives. A signal warrant analysis was conducted at the intersection using the future forecast volumes in all three alternatives per the guidelines and procedures outlined in the Manual on Uniform Traffic Control Devices, 11th Edition. Under all three alternatives, the intersection is forecast to meet the volume-based planning-level warrants for signalization. The signal warrant worksheets are in Appendix D. Although future volumes are expected to warrant signalization, mitigation strategies have been identified that also include a roundabout. Using the projected traffic demands for all three alternatives, Table 1 summarizes the 2040 weekday PM peak hour operational findings under a signalization scenario and a single lane roundabout scenario. As shown, both forms of traffic control would restore the intersection to acceptable LOS and V/C standards with the single lane roundabout providing slightly better operations. The 2040 traffic signal and roundabout traffic operations are provided in Appendix E and Appendix F, respectively. Table 2 Evergreen Road/W Hayes Street Traffic Control Mitigation Comparison Conceptual Traffic Signal with Existing Lane Configurations and Protected- Permissive Left-Turn Phasing Conceptual Single Lane Roundabout Lane Geometry Assumptions 2040 Alt #1 Alt #2 Alt #3 Alt #1 Alt #2 Alt #3 Weekday LOS - B LOS - B LOS - B LOS - A LOS - A LOS - A PM Peak Del - 13.6 Del - 12.7 Del - 13.2 Del - 7.8 Del - 7.8 Del - 7.7 Hour V/C 0.71 V/C 0.71 V/C 0.72 V/C 0.47 V/C 0.48 V/C 0.47 Operations Kittelson & Associates, Inc. 332 January 2025Page 18 I-5/South Arterial Partial Interchange Planning and Design Considerations If a new interchange is considered with I-5, there are a number of ODOT and Federal Highway Administration (FHWA) policy documents and requirements that must be evaluated. Section 600 of design steps related to considerations of new overcrossings and/or interchanges. These include but are not limited to: Evaluation of the warrants for overcrossing and interchanges that consider locational characteristics, the designation of the highway, congestion, safety, topography, volume, user benefits, etc.; Interchange spacing requirements; Guidance on the evaluation needed to justify an overcrossing and/or interchange; The process for applying for an exception to both ODOT standards and the need for approval by FHWA for any added access to I-5; and, The purpose of and need for preparing an Interchange Area Management Plan (IAMP). Next Steps Based on feedback provided at the upcoming Transportation Advisory Group (TAG) meetings, the information contained herein will be refined and the preferred alternative will be selected for inclusion into a draft TSP amendment. Kittelson & Associates, Inc. 333 Appendix AAlternative #1 2040 Traffic Operations 334 Appendix BAlternative #2 2040 Traffic Operations 335 January 2025Page 21 Appendix CAlternative #3 2040 Traffic Operations Kittelson & Associates, Inc. 336 January 2025Page 22 Appendix DEvergreen & Hayes 2040 Traffic Signal Warrants Kittelson & Associates, Inc. 337 January 2025Page 23 Appendix EEvergreen & Hayes 2040 Traffic Signal Operations Kittelson & Associates, Inc. 338 January 2025Page 24 Appendix FEvergreen & Hayes 2040 Roundabout Operations Kittelson & Associates, Inc. 339 340 341 342 343 Agenda Item December 8, 2025 TO: Mayor and City Council through City Administrator FROM: Jason Millican, Chief of Police SUBJECT:Ordinance to Update the Marion County and City of Woodburn Emergency Operations Plan RECOMMENDATION: Enact an Ordinance to adopt an updated Emergency Operations Plan. BACKGROUND: The City of Woodburn Emergency Operations Plan (EOP) was drafted in the 1980s and has undergone several significant revisions since then. With the inception of the US Department of Homeland Security (DHS) and the National Incident Management System (NIMS) after 9-11, federally mandated emergency management processes for local governments have been in constant flux. These rapid changes in requirements have caused most local governmental agencies to rush to keep up. One area that has taken particular effort is the management and ongoing revision of the Emergency Operations Plan (EOP). The plan must do many things to be successful. It must integrate with the County Emergency Plan, the State plan, it must be compliant with the Federal NIMS plan and the NRF (National Response Framework), and with all this it must still be simple enough for the lowest level employee who is first on scene in an emergency to pick it up and at a minimum begin to respond to the emergency until they are relieved. Failure of the local EOP to meet DHS requirements also jeopardizes grant funding from DHS or its subordinate agencies. Staff have been working on a "new" updated EOP for the last few months with assistance from an organization hired by Marion County. Alliance Solutions Group Inc. was hired to assist Marion County agencies with updating EOPs throughout the county. DISCUSSION: Agenda Item Review: City Administrator __x____ City Attorney __x___ Finance __x___ 344 Mayor and City Council December 8, 2025 Page 2 In conjunction with Marion County Emergency Services, the City of Woodburn has worked with Alliance Solutions Group Inc. to redraft our local Emergency Operations Plan. This was done at a county-wide level so that our plans can be integrated with each other, will be NIMS-compliant, and will be formatted in a way that any staff member can implement. As you can imagine, this was a significant undertaking, and we were thankful to partner with Marion County and Alliance Solutions Group Inc. to complete it. It is our goal to increase the Woodburn community's emergency management capacity. FINANCIAL IMPACT: Contractor services were funded through Marion County and there was no financial requirement for the City of Woodburn to meet to complete this Plan update. There are no immediate financial obligations that will be incurred by the City through adoption of this Plan update. 345 COUNCIL BILL NO. 3290 ORDINANCE NO. 2641 AN ORDINANCE AMENDING ORDINANCE NO. 2315 TO REPEAL AND REPLACE THE CITY OF WOODBURN EMERGENCY OPERATIONS PLAN (PREVIOUSLY REFERRED TO AS THE EMERGENCY MANAGEMENT PLAN) WHEREAS, ORS 401 provides that cities may establish an emergency management agency; and WHEREAS, as an emergency management agency, one of the City’s functions is to maintain a current emergency operations plan; and WHEREAS, the Woodburn Emergency \[Management\] Operations Plan was previously established and adopted through the City’s Emergency Management Ordinance No. 2315; and WHEREAS, the Plan develops and specifies the rules and responsibilities of emergency management personnel and responders in the City; and WHEREAS, in conjunction with Marion County Emergency Services, the City of Woodburn has worked with Alliance Solutions Group Inc. to redraft our local Emergency Operations Plan; NOW, THEREFORE, THE CITY OF WOODBURN ORDAINS AS FOLLOWS: Section 1. Section 5 of Ordinance 2315 is amended to read as follows: Emergency Operations Plan. The procedures to prepare for and carry out any activity to prevent, minimize, respond to or recover from emergencies within the City of Woodburn are set out in the 2025 City of Woodburn Emergency Operations Plan which is incorporated herein by reference. Section 2. THE FULL TEXT OF THE EMERGENCY OPERATIONS PLAN IS ON FILE FOR REFERENCE IN THE OFFICE OF THE CITY RECORDER. Approved as to form: _________________ City Attorney Date Page 1 Council Bill No. 3290 Ordinance No. 2640 346 Approved: ___________________________________ Frank Lonergan, Mayor Passed by the Council ______________________________ Submitted to the Mayor ______________________________ Approved by the Mayor ______________________________ Filed in the Office of the Recorder ______________________________ ATTEST: ______________________________ Heather Pierson, City Recorder City of Woodburn, Oregon Page 2 Council Bill No. 3290 Ordinance No. 2640 347 City of Woodburn Emergency Operations PlanPlan November 2025 348 Page Intentionally Left Blank 349 1 I. Introductory Material PromulgationStatement A.WOODBURNEMERGENCY OPERATIONS PLANPROMULGATION The primary role of government is to provide for the welfare of its citizens. The welfare and safety of citizens are never more threatened than during disasters. The goal of emergency management is to ensure that mitigation, preparedness, response, and recovery actions exist so that public welfare and safety is preserved. The Woodburn Emergency Operations Plan provides a comprehensive framework for city-wide emergency management. It addresses the roles and responsibilities of government organizations. It provides a link to local, State, Federal, and private organizations and resources that may be activated to address disasters and emergencies in Woodburn. The Woodburn Emergency Operations Plan ensures consistency with current policy guidance and describes the interrelationship with other levels of government. The plan will continue to evolve, responding to lessons learned from actual disaster and emergency experiences, ongoing planning efforts, training and exercise activities, and Federal guidance. Therefore, in recognition of the emergency management responsibilities of Woodburn government and with the authority vested in me as the Chief Executive Officer of Woodburn, I hereby promulgate the Woodburn Emergency Operations Plan. ____________________________________ Frank Lonergan Mayor, City of Woodburn 350 2 Approval and Implementation A.This plan supersedes the City of Woodburn Emergency Operation Plan dated August 2014. The transfer of management authority for actions during an incident is done through the execution of a written delegation of authority from the city of Woodburn to the incident commander. This procedure facilitates the transition between incident management levels. The delegation of authority is a part of the briefing package provided to an incoming incident management team. It should include both the delegation of authority and the specific limitations on that authority. The Woodburn Emergency Operations Plan delegates the City Manager’s authority to specific individuals ifhe or she is unavailable. The chain of succession in a major emergency or disaster is as follows: 1.Emergency Program Manager 2.Incident Commander 351 3 Page intentionally left blank 352 4 Record of Changes All updates and revisions to the plan will be tracked and recorded in the following table. This process will ensure the most recent version of the plan is disseminated and implemented by emergency response personnel. Change #DatePart AffectedDate PostedWho Posted Comprehensive plan revision through Oregon Emergency Plan Update2011 Management Emergency Operations Plan Planning Project Woodburn Major changes to the plan were Plan update2025August 2025Emergency made throughout the document Planning Team Council Dec 2025Taken to Council for ApprovalDecember 2025WPD approval 353 5 Page intentionally left blank 354 6 Record of Distribution Copies of this plan have been provided to jurisdictions, agencies, and people. Updates will be provided when available. Recipients will be responsible for updating their respective Emergency Operations Plans upon receiving changes. The City of Woodburn Emergency Program Manager will direct the distribution of plan updates; however,the Emergency Program Manageris ultimately responsible for disseminating all plan updates. 355 7 Page intentionally left blank 356 8 Table of Contents I.Introductory Material................................................................................................... 1 Promulgation Statement............................................................................................................. 1 Approval and Implementation.................................................................................................... 2 Record of Changes..................................................................................................................... 4 Record of Distribution................................................................................................................ 6 Table of Contents....................................................................................................................... 8 II.Purpose, Scope, Situation Overview, and Assumptions..............................................10 Human Caused Incidents................................................................................................................33 Technological Hazards...................................................................................................................35 Hazardous Analysis........................................................................................................................38 Capability Assessment...................................................................................................................38 Mitigation Overview......................................................................................................................39 Planning Assumptions....................................................................................................................40 III.Concept of Operations................................................................................................42 IV.Organization and Assignment of Responsibilities................................................44 Nongovernmental Organizations....................................................................................................52 Continuity of Government..............................................................................................................53 V.Direction and Control................................................................................................. 56 VI.Information Collection and Dissemination................................................................. 66 VII.Communications.........................................................................................................68 VIII.Administration, Finance, and Logistics......................................................................70 IX.Plan Development and Maintenance...........................................................................74 X.Authorities and References.........................................................................................76 XI.Appendix A................................................................................................................78 Emergency Declaration Form ...................................................................... 78 XII.Appendix B................................................................................................................80 Mutual Aid Agreements ............................................................................... 80 XIII.Appendix C................................................................................................................82 Glossary of Terms ......................................................................................... 82 XIV.Appendix D................................................................................................................92 Emergency Support Functions (ESF) ......................................................... 92 Emergency Support Function Definitions......................................................................................93 XV.Appendix E................................................................................................................96 Acronyms ....................................................................................................... 96 357 9 Page intentionally left blank 358 10 II.Purpose, Scope, Situation Overview, and Assumptions A.Purpose The cityof Woodburn EOP provides a framework for coordinated response and recovery activities during an emergency. This plan is primarily applicable to extraordinary situations and is not intended for use in response to typical day-to-day emergency situations. This EOP complements the Marion County EOP, the State of Oregon Comprehensive Emergency Management Plan (CEMP), and the National Response Framework (NRF). It also identifies critical tasks needed to support a wide range of response activities. B.Scope The city EOP is intended to be invoked whenever the city must respond to an unforeseen incident or planned event, the size or complexity of which exceeds those normally handled by routine operations. Such occurrences may include natural or human-caused disasters and may have an impact on the city itself, neighboring cities, unincorporated areas of the county surrounding Woodburn, or a combination thereof. This plan is intended to guide the city’s emergency operations only and to complement and support implementation of the emergency response plans of the various local governments, special districts, and other public- and private-sector entities within and around the city, but it is not intended to supplant or take precedence over them. The primary users of this plan are City department heads and emergency planning groups, leaders of local emergency support volunteer organizations, and others who may participate in emergency response efforts. The public is welcome to review non-sensitive parts of this plan to better understand the processes by which the city manages risks and disasters. C.SituationOverview The City of Woodburn is exposed to many hazards, all of which have the potential to affect the community. Possible natural hazards include droughts, floods, wildfires, and winter storms among others. Other threats such as an active shooter, armed assault, and industrial accident (list not all inclusive) could also adversely impact the community. This section of the EOP describes the community demographics, hazards and threats, hazard analysis and planning assumptions. Additionally, the hazards have been analyzed by their impact onCommunity Lifelines. According to FEMA, a lifeline enables continuous operation of critical government and business functions and is essential to human health and safety or economic security. Lifelines are considered the most fundamental services in a community that, when stabilized, enable all other aspects of society to function. When disrupted, decisive intervention (e.g., rapid service re-establishment or employment of contingency response solutions) is required to stabilize an incident. There are eight Community Lifelines comprised of numerous components and subcomponents (see figure 1-1): 1.Safety and Security 2.Food, Hydration, Shelter 3.Health and Medical 4.Energy 359 11 5.Communications 6.Transportation 7.Hazardous Materials 8.Water Systems Not every incident will impact all lifelines or their components. Lifelines and components are fixed, but subcomponents may be adjusted as necessary. Component level assessment is required to determine the statusof each lifeline. Figure 1-1 Community Lifelines and Components D.Characteristics The City of Woodburn is in northern Marion County, Oregon, approximately 30 miles south of Portland and 15 miles north of Salem along the Interstate 5 corridor. With a population of about 30,000 residents, Woodburn is one of the fastest-growing communities in the mid- Willamette Valley. The city serves as a regional commercial hub, anchored by the Woodburn Premium Outlets—designated as a StormReady® Community by the National Weather Service—which attracts a high volume of local and out-of-area visitors, particularly on weekends and during holiday seasons. Additionally, the Marion Area Multi-Agency Emergency Telecommunications Center (METCOM 911) is located within the city and co- located with the Woodburn Police Department, serving as the regional 9-1-1 call-taking and dispatch center. 360 12 Woodburn is a culturally diverse community, with a significant percentage of the population identifying as Hispanic or Latino. Many residents speak Spanish as their primary language, making culturally and linguistically appropriate emergency communication essential. The city also has a growing number of senior residents and households with limited transportation, underscoring the importance of accessible sheltering, evacuation support, and health care services during emergencies. The city is bisected by the Union Pacific Railroad’s main freight line, and is intersected by Interstate 5 and Oregon Route 214, which increases the risk of transportation-related hazardous materials (HAZMAT) incidents. Local agricultural and food processing industries also contribute to the presence of chemical storage and HAZMAT risks within the city. These factors, combined with regional vulnerability to natural hazards such as flooding, windstorms, ice events, and earthquakes, make multi-hazard planning a priority. Fire protection and emergency medical services are provided by the Woodburn Fire District, which operates three fire stations, including centrally located Station 21. The district is staffed by a combination of career and volunteer personnel and provides fire suppression, technical rescue, and community risk reduction services. The Fire District is part of the Marion County Fire Defense Board and maintains mutual aid agreements with surrounding agencies to ensure surge capacity during large-scale incidents. Law enforcement services are provided by the Woodburn Police Department, headquartered in the city’s Public Safety Building. The department includes patrol units, detectives, school resource officers, and a strong community engagement division. The department maintains close coordination with the Marion County Sheriff's Office and Oregon State Police, particularly for large-scale incidents involving transportation routes or cross-jurisdictional impacts. Medical care in Woodburn is supported by a network of clinics and urgent care centers. These include: Legacy Medical Group – Woodburn Health Center (1475 Mt. Hood Ave): Provides primary care, internal medicine, and behavioral health services. Salud Medical Center (Yakima Valley Farm Workers Clinic) (1175 Mt. Hood Ave): Offers full-spectrum care including OB/GYN, dental, behavioral health, pharmacy, and WIC services with bilingual staff. Salem Health Medical Clinic and Urgent Care – Woodburn (105 Arney Road): Provides primary care, laboratory services, imaging, and urgent care open daily. Legacy Silverton Medical Center, located approximately 10 miles southeast of the city of Silverton, offers emergency services, a 48-bed acute care facility, and specialized inpatient care. During emergency incidents, Woodburn activates its Emergency Operations Center (EOC), staffed by trained city personnel. The city collaborates closely with Marion County Emergency Management, and other regional partners for coordinated preparedness, planning, and incident response. The EOC serves as the central coordination point for city-wide operations, resource management, and public information dissemination. 361 13 To further understand the community’s capacity to withstand and recover from disasters, planners reviewed data from the National Economic Resilience Data Explorer (NERDE). Based on the U.S. Census Bureau American Community Survey (2018–2022) 5-year estimates, key indicators for Woodburn include: Median Gross Rent is $1,563 per month. Median Monthly Owner Cost is $1,515. Median Property Taxes are $2,954. Average Per-Capita Income is $37,991 Figure 1-2 Census Tract Figure 1-3 CRCI Indicator CRCI Indicator Name Percent without a HS Diploma 23.67% Percent Age 65 and Older 19.20% Percent with a Disability 17.85% Percent of Households without a Vehicle 5.54% Percent of Households with Limited English 8.55% Percent Single-Parent Households 23.53% Percent of Households without a Smartphone 16.48% Percent Mobile Homes Relative to Housing 12.67% Percent Owner-Occupied Housing 69.00% Number of Hospitals per 10,000 People 9.00% Number of Medical Practitioners per 1,000 People 6.25 Percent without Health Insurance 11.81% Percent Below Poverty Level 11.25% Median Household Income $71,444 Percent ofUnemployed Labor Force 3.64% Percent Unemployed Women in the Labor Force 6.04% Percent Workforce Employed in Predominant Sector 21.53% 362 14 Income Inequality (Gini Index)0.4 8 Social/Civic Organizations per 10,000 People 0.66 Percent without Religious Affiliation 54.11% Percent Inactive Voters 10.67% Population Change 0.21 *Denotes indicators that are not available from the U.S. Census Bureau at the Census Tract level and have been imputed from County data. In addition, analysts used FEMA’s Resilience Analysis and Planning Tool (RAPT) to evaluate the Community Resilience Challenge Index (CRCI) within the Woodburn census tracts. The CRCI is a composite measure assessing social, economic, housing, and infrastructure vulnerabilities. Figures 1-2 show the boundaries of these census tracts, and Table 1-3 provides the average values of relevant CRCI indicators for these areas. E.Hazard Profile FEMA divides threats and hazards into three categories to include: natural, technological, and human-caused. Hazards and threats can adversely impact the community in a variety of ways. FEMA has developed Community Lifelines to increase disaster operations effectiveness. Community Lifelines represent the most fundamental services in the community that, when stabilized, enable all other aspects of society. The planning team applied the Community Lifelines construct when assessing and estimating impacts from future incidents. To account for changing climate, analysts and the planning 12 team examined the Climate Risk and Resilience (ClimRR) portal and Climate Explorer tools to estimate future impacts for some natural hazard incidents and project what impacts may look like by the year 2050. Analysts assessed the Representative Concentration Pathway (RCP) 4.5 data to project future impacts to the city of Woodburn. Recognizing the disparity in modeling approaches between available climate tools, planners weighed CLIMRR data more heavily in the emergency operations planning process because it used high-resolution, dynamically downscaled models that reflected localized climate impacts with greater precision critical for assessing risks to specific infrastructure and vulnerable populations. In contrast, NOAA’s Climate Explorer provided county-level, statistically downscaled data that was better suited for identifying broader historical trends and informing regional planning context. F.Natural Hazards The city of Woodburn is exposed to a wide range of natural hazards, all of which have the potential to disrupt Community Lifelines, generate injuries and/or fatalities, and damage 3 property and the environment. Based on a review of FEMA’s National Risk Index (NRI) online tool, natural hazards that could impact the city of Woodburn include: 1 https://climrr.anl.gov/climateprojections 2 https://crt-climate-explorer.nemac.org/cards_home/?area-id=41047&zoom=7&lat=44.7195662&lon=- 123.0103708&id=tmax&city=Woodburn%2C+OR&county=Marion%2BCounty&fips=41047 3 https://www.fema.gov/flood-maps/products-tools/national-risk-index 363 15 1.Droughts 2.Earthquakes 3.Floods 4.Hailstorms 5.Heat and cold waves 6.Ice storms 7.Strong wind incidents 8.Tornados 9.Volcanoes 10.Wildfires 11.Winter weather The subsequent sections below describe each of the natural hazards and projected impacts to the city of Woodburn based on Figure 1-4 and the National Risk Index. Figure 1-4 National Risk index 364 16 G.Drought A drought is a long period of abnormally low precipitation that persists long enough to produce a serious hydrologic imbalance. Based on an analysis of FEMA NRI data collected from 2000 to 2021, the region averages nearly .6 drought events per year; however, the expected annual losses from a drought event are very low when compared to other natural hazards. An analysis of the ClimRR portal and Climate Explorer climate modeling tools revealed the following projections by the year 2050: 1.ClimRR Data Analysis a.The days without precipitation are expected to decrease by 7 days by 2050 (40 days). b.Annual precipitation total is expected to increase by about 2.5 inches. c.The maximum average annual temperature is projected to increase by 2.2F. 2. Climate Explorer Data Analysis a. The number of dry days annually is projected to increase by 2050 to about 6 days when compared to today. b. Annual precipitation total is expected to increase by about .75 inches. c.The maximum average annual temperature is projected to increase by about 2.6. 3.Drought Impact Analysis: Drought is an increasing concern for Woodburn, Oregon, particularly during late summer and early fall when precipitation is minimal, and temperatures remain elevated. The city obtains its municipal water supply from deep wells. Prolonged drought can reduce groundwater recharge, increase irrigation demand, and challenge the city’s ability to meet water needs for residents, schools, and businesses. The surrounding region is heavily agricultural, with water-intensive crops such as berries, nursery stock, and grass seed all highly sensitive to water shortages and temperature extremes. Drought also increases wildfire risk in rural and wildland- urban interface areas west and south of the city, though Woodburn is primarily urbanized. Fire danger may increase near adjacent agricultural lands and undeveloped parcels. Ecologically, drought may impact stream flows and aquatic habitats along the Pudding River and Mill Creek tributaries, though they do not serve as primary drinking water sources for the city. In response, the City of Woodburn may implement voluntary or mandatory water restrictions, conduct public outreach on conservation practices, and coordinate with Marion County Emergency Management, the Oregon Water Resources Department, and regional water providers to support drought mitigation and contingency planning. Planners anticipate impacts to the following Community Lifelines during a severe drought: a.Food, Hydration, Shelter: A drought may result in higher food prices due to limited supply of produce, higher cost of meat products due to agriculture losses, and require the implementation of water restrictions as available drinking water sources become depleted. b.Water Systems: A prolonged drought can deplete drinking water sources and in severe cases, cause wells to run dry. 365 17 H.Earthquakes Social and geological records show that Oregon has a history of seismic incidents. According to FEMA’s NRI tool data, the region around the city of Woodburn has a 0.304% chance of annual occurrence. Planners expect impact severity from a future earthquake to increase due to increasing population growth and development of infrastructure to support the state’s 4 population increase. Based on a review of the United States Geological Service (USGS) Earthquake Hazard Map areas in western Oregon, the Oregon coastline has the highest risk of an earthquake occurrence. Based on model outputs, areas in west central Oregon have a lower risk. Recent research suggests that the Cascadia Subduction Zone can produce earthquakes with a magnitude of 9.0. The Mt. Angel Fault, which traverses Marion County, increases the potential of future earthquakes in this region. The fault runs past Woodburn and Mt. Angel, before terminating at the Waldo Hills on the Willamette Valley’s eastern edge. The most recent, significant earthquake incident affecting Marion County occurred on February 28, 2001 (Nisqually earthquake). Researchers estimated the epicenter of this 6.8- magnitude earthquake to be near Anderson Island in Pierce County, Washington. The earthquake impacted western Washington and western Oregon. Residents in Marion County felt the tremor. Oregon did not experience any severe impacts; however, analysts estimated $1 to $2 billion in economic losses for the affected region. Figure 1-5 displays a map showing peak ground accelerations having a 2 percent probability of being exceeded in 50 years. Figure 1-5 USGS Earthquake Hazard Map for Oregon 4 https://www.usgs.gov/media/images/earthquake-hazard-map-showing-peak-ground-accelerations-having-2-percent-proba 366 18 1.Earthquake Impact Analysis: Woodburn, Oregon, is at moderate to high seismic risk, vulnerable to both Cascadia Subduction Zone (CSZ) and local crustal fault earthquakes. The city lies within the broader impact area of the CSZ, a 600-mile offshore fault capable of producing magnitude 8.0–9.0+ earthquakes. A full rupture of this zone would result in prolonged, intense ground shaking across western Oregon, including Woodburn. In addition, nearby crustal faults such as the Mt. Angel Fault, located less than 10 miles east of the city, pose a more localized but potentially damaging threat with little or no warning. In a major seismic event, structural damage is expected to be widespread particularly affecting unreinforced masonry buildings, older homes, and critical infrastructure not retrofitted to current seismic standards. Transportation networks, including major corridors like Interstate 5, local roadways, and bridges, could suffer severe disruptions, isolating parts of the community and hindering emergency response, evacuation, and supply distribution. Essential facilities such as the Legacy Medical Group, Woodburn Health Center, local urgent care clinics, public schools, and City Hall may experience operational challenges or temporary closures due to power loss, structural damage, or staff shortages. Injured or displaced residents would require emergency medical care and displaced residents mass care sheltering potentially exceeding local capacities and necessitating activation of regional mutual aid. While Woodburn is not at risk for direct tsunami inundation, a CSZ earthquake could generate statewide cascading impacts, delay external assistance and strain regional logistics and emergency response resources. Additionally, secondary hazards such as landslides especially in elevated terrain east of the city near the Waldo Hills could damage transportation routes, utility lines, and homes in affected areas. To reduce potential impacts, Woodburn’s mitigation efforts should include continued seismic retrofitting of public buildings and bridges, public education on earthquake preparedness, and coordination with Marion County and the Oregon Department of Emergency Management on regional response and recovery planning. Given the high likelihood for a no-notice incident, promoting personal preparedness and conducting regular earthquake drills are critical components of community resilience. A major earthquake is expected to disrupt each of the eight FEMA Community Lifelines as described below: a.Communications: Earthquake induced damage to communications infrastructure may limit community communication channels to include electronic financial transactions. a.Energy: An earthquake may limit the delivery of fuel into the city from suppliers and destroy pipelines greatly reducing fuel supplies to the region. Power lines and power generation facilities will be impacted across the region leading to widespread power outages. 367 19 b.Food, Hydration, Shelter: An earthquake may damage homes and businesses resulting in displaced residents and a need for temporary shelters. Supply lines for food, agriculture and general materials will be greatly impacted with roads and bridges destroyed. Furthermore, water treatment facilities, underground pipelines, and wells will likely experience impacts resulting in potential water shortages. c.Hazardous Materials: An earthquake causing damage to facilities storing HAZMAT could contaminate the environment if released and/or expose nearby populations to airborne concentrations of toxic vapors. d.Health and Medical: An earthquake will likely cause a mass casualty scenario and many medical facilities within the region could sustain damage affecting patient capacity. Patient movement to nearby medical facilities may be limited due to damaged/unsafe roadways. e.Safety and Security: An earthquake may quickly overwhelm first responders due to the widespread anticipated damage. Following the disaster, search and rescue teams could be needed; government functions/services may not be able to operate for an extended period. Looting, especially during nighttime hours may occur. f.Transportation: An earthquake may prevent or limit travel to and from the city of Woodburn affecting supply chains, residents’ ability to evacuate or travel, and delay first responder arrival times following 9-1-1 emergency calls. g.Water Systems: An earthquake may cause damage to potable water and wastewater infrastructure and lead to contamination or damage of the potable water distribution system infrastructure resulting in drinking water disruptions for an extended period. I.Floods Woodburn is vulnerable to flooding due to its proximity to the Pudding River, Mill Creek, and several smaller tributaries within the Pudding River watershed. Seasonal rainfall, rapid snowmelt, or intense storm events can cause these waterways to exceed their banks, resulting in localized or widespread flooding. Historical flood events, such as those in February 1996 and January 2012 demonstrate the city’s susceptibility to both riverine flooding and urban flash flooding, particularly in low-lying areas, the downtown corridor, and neighborhoods adjacent to stormwater drainage channels. While Silver Creek and Abiqua Creek are located southeast of Woodburn and outside the city’s immediate boundaries, flood events in the broader watershed can still influence regional hydrology and emergency response coordination. An analysis of the ClimRR portal and Climate Explorer modeling tools revealed the following projections by the year 2050: 1.ClimRR Data Analysis a.Annual precipitation total is expected to increase by 2 inches. b.The maximum average annual temperature is projected to increase by 2.5F, increasing the likelihood of rapid snow melting during the spring season. 2.Climate Explorer Data Analysis a.Annual precipitation total is expected to increase by about .75 inch. b.The maximum average annual temperature is projected to increase by 2.1F. c.The number of days with high precipitation (> 1 inch) are projected to remain the same. 368 20 Flood impacts in Woodburn can be significant, with potential consequences including property damage, transportation disruptions, utility outages, and temporary displacement of residents. Roadways near drainage channels, culverts, and low-lying areas, especially in parts of the city adjacent to the Pudding River and Mill Creek tributaries—are particularly vulnerable to overtopping, ponding, or erosion, which can impede emergency response and delay essential services. Flooding may also affect critical public infrastructure, including stormwater systems, sanitary sewer lines, and electrical substations, increasing the risk of service interruptions and environmental hazards. Key community assets such as Legacy Medical Group – Woodburn Health Center, local schools, and city government buildings may experience access limitations or operational disruptions if roadways or utility services are compromised by floodwaters. While generally adequate, the city's urban drainage system may become overwhelmed during high-intensity rainfall. Debris-blocked culverts and saturated soils can exacerbate flood conditions. Furthermore, the increased frequency of heavy rain due to climate change is expected to raise the likelihood and severity of future floods. At-risk populations including low-income households, seniors, individuals with mobility challenges, and residents living in the floodplain may face greater hardships due to displacement, health risks, or limited access to recovery resources. Flooding can also affect agricultural operations around Woodburn by damaging crops, contaminating water supplies, and creating economic ripple effects across the region. Woodburn participates in the National Flood Insurance Program (NFIP) and has adopted floodplain development regulations in line with FEMA standards. However, continued mitigation efforts, such as culvert upgrades, green infrastructure improvements, public education campaigns, and early warning systems are essential to reduce the city’s long- term flood risk. Coordination with Marion County Emergency Management and local watershed groups enhances regional preparedness and response capacity. The city planning team anticipates disruptions to the following Community Lifelines as a result from a flood incident: a.Communications: Flood induced damage to communications infrastructure may limit community communication channels to include electronic financial transactions. b.Energy: A flood may limit the delivery of fuel into the city from suppliers. If flooding impacts power transfer stations, power outages are likely to last the duration of the event, depending on the impact’s severity, the rebuilding of power stations may take weeks. c.Food, Hydration, Shelter: Flooding may cause food shortages due to the inability to deliver supplies, agriculture losses, and flood damage to homes and businesses may result in displaced residents. d.Hazardous Materials: A flood incident impacting facilities storing HAZMAT could contaminate areas near and downstream of the facility if released. e.Health and Medical: Patient transport to nearby medical facilities may be hindered due to impassible roadways. 369 21 f.Safety and Security: Flooding could delay first responder response times and may require search and rescue efforts; government functions/services may not be able to operate for an extended period. g.Transportation: Floodwaters may prevent travel to and from the city of Woodburn affecting supply chains, residents’ ability to evacuate or travel, and delayed first responder arrival times following 9-1-1 emergency calls. h.Water Systems: Flooding may cause damage to potable water and wastewater infrastructure and contaminate the potable water distribution system resulting in drinking water disruptions. The City of Woodburn, in coordination with Marion County Emergency Management and the National Weather Service, continues to prioritize flood preparedness through public outreach, stormwater system maintenance, early warning capabilities, and response coordination with regional partners. J.Hailstorm According to FEMA’s National Risk Index (NRI) data, three hailstorm incidents have been recorded in or near the city of Woodburn over the past 34 years, averaging approximately 0.1 incidents per year. Historical records from Marion County and adjacent counties indicate that hailstorms are rare in this region, largely due to the Willamette Valley’s temperate maritime climate, which typically lacks the atmospheric instability and convective energy necessary for frequent severe thunderstorm activity. Key ingredients for hail-producing storms—such as high moisture content, intense updrafts, and vertical instability—are generally less prevalent in western Oregon compared to other parts of the U.S. However, as global ocean surface temperatures continue to rise, projections suggest that the frequency and intensity of convective storms may increase over time, including in historically low-risk regions. While Woodburn and much of Marion County experience relatively stable weather patterns and limited extreme convective activity, future climatic shifts could increase the risk for severe weather, including hail-producing thunderstorms. 1.Hailstorm Impact Analysis: While hailstorms are infrequent in Woodburn, Oregon, they do occur occasionally, during spring and summer thunderstorms. Although not as common or intense as those in the central United States, hail events in western Oregon can still cause localized property damage, agricultural losses, and safety hazards, especially when hailstones exceed ½ inch in diameter. Even smaller hail can damage sensitive crops, dent vehicles, break windows, and cause damage to siding and roofs. Woodburn’s surrounding agricultural economy, which includes nurseries, berry farms, vineyards, and row crops, is particularly susceptible to hail-related damage. A single severe storm can lead to reduced yields, damaged plants, and significant economic loss, especially for high-value or export-dependent crops. In addition to direct crop impacts, hail can damage irrigation systems, greenhouse structures, and farm equipment, further compounding recovery costs. Urban impacts may include damaged vehicles, broken windows, flooding from clogged storm drains, and short-term power outages if hail coincides with strong 370 22 winds or lightning. Public infrastructure such as roofs, HVAC systems, and solar panels may be impacted, particularly on older or unreinforced buildings. Additionally, outdoor pedestrians have an increased risk of injury during sudden hailstorms when there is limited warning or shelter access. While the frequency of large hail in Woodburn is relatively low, climate models suggest that the intensity of convective storms may increase over time, potentially increasing the probability of severe hail events. Most hail incidents are reported through the National Weather Service (NWS) or emergency dispatch systems and may trigger automated alerts through IPAWS or the city’s mass notification platform. Mitigation efforts include maintaining emergency communication systems, encouraging property maintenance and insurance coverage, and promoting protective actions during thunderstorm warnings. Agricultural operations may benefit from hail netting, crop insurance, and participation in early warning networks such as the Oregon Hazards Lab. The city planning team anticipates disruptions to the following Community Lifelines from a hailstorm: a.Energy: A hailstorm may damage energy infrastructure resulting in localized power outages. b.Food, Hydration, Shelter: A hailstorm may cause external damage to homes and businesses. c.Hazardous Materials: A hailstorm may impact facilities storing HAZMAT which could contaminate the environment if released. d.Health and Medical: A hailstorm may increase the number of high-impact injuries from people being pummeled by hail and result in delayed care and medical facilities. e.Water Systems: Hailstorm may cause damage to potable water and wastewater infrastructure and lead to contamination of the potable water distribution system resulting in drinking water disruptions. K.Cold Waves FEMA defines a cold wave as a rapid drop in temperature within a 24-hour period accompanied by extremely low temperatures sustained over an extended duration. The specific temperature thresholds that classify an event as a cold wave are regionally defined by the National Weather Service (NWS) and vary based on local climate norms. Cold waves are rare in the city of Woodburn, given the relatively mild winter climate of the Willamette Valley. A review of FEMA’s National Risk Index (NRI) data identified three reported cold waves in the Woodburn area between 2005 and 2021, representing an average of 0.2 incidents per year. These events, while infrequent, can pose risks to vulnerable populations, including the elderly, unsheltered individuals, and those with subpar sheltering (inadequate heating or insulation). Cold waves may also result in localized impacts, such as burst pipes, increased demand for heating energy, and minor transportation disruptions due to icy road conditions. However, widespread or prolonged community impacts are unlikely. 371 23 To assess potential future trends, experts conducted an analysis of the ClimRR portal and NOAA’s Climate Explorer modeling tools. The results revealed the following projections by the year 2050: 1.ClimRR Data Analysis a.The maximum average annual temperature is projected to increase by 2.2F b.The minimum average annual temperature is projected to increase by 2.6F. 2.Climate Explorer Data Analysis a.The number of days annually with a maximum temperature below 32F is projected to decrease by 3.5 days by 2050 when compared to today. b.The number of days annually with a minimum temperature below 32F is projected to decrease by 14.7 days by 2050 when compared to today. c.The minimum average annual temperature is projected to increase by about 2.1F. 3.Cold Wave Impact Analysis: Cold waves, while relatively infrequent in Woodburn, Oregon, can have significant consequences when arctic air masses settle over the region. These events bring extended periods of subfreezing temperatures, often accompanied by freezing rain, snow, or ice, and pose risks to vulnerable populations, infrastructure, and public safety. Historical cold snaps in the Willamette Valley have resulted in school closures, transportation disruptions, and increased demand for emergency services. In Woodburn, the greatest risks during cold waves include frozen or burst water pipes, power outages, unsafe road conditions, and increased medical emergencies related to hypothermia, frostbite, and carbon monoxide poisoning from improper heating methods. Prolonged freezing temperatures can stress heating systems, increase household energy costs, and place a heavy burden on low-income residents and seniors, particularly those without access to reliable home heating. In rural areas around Woodburn, cold waves may affect livestock health, damage irrigation infrastructure, and disrupt agricultural operations. Cold temperatures often exacerbate existing social vulnerabilities, especially among unhoused individuals, residents of manufactured housing, and those with limited mobility or access to transportation. Local shelters and warming centers (if available) may experience sudden increases in demand, requiring coordination with community partners and Marion County Emergency. Critical services such as Legacy Woodburn Medical Center, schools, and municipal utilities must be prepared for cold-weather continuity challenges, including staff shortages, increased patient load, and infrastructure strain. Cold waves may also trigger cascading impacts if freezing temperatures are followed by melting and refreezing, creating widespread ice hazards on roads, sidewalks, and driveways. Woodburn’s mitigation strategies for cold weather should include public education on winter preparedness, identification of at-risk populations, coordination with local faith-based and nonprofit organizations, and activation of emergency communication systems to disseminate warming shelter/center information and protective action 372 24 guidance. Incorporating winter weather response protocols into training exercises and seasonal planning will enhance the city's overall resilience to extreme cold waves: a.Food, Hydration, Shelter: Some homes and businesses may lack adequate heating, leaving occupants without sufficient warmth and increasing the risk of frozen pipes that could burst and cause water damage. During prolonged cold events, the city may need to open community warming shelters or centers to protect vulnerable residents. b.Health and Medical: Increase in the number of patients experiencing frostbite, viruses, sickness, and/or hypothermia could strain local medical capabilities. c.Transportation: Regional airport delays or flight cancellations in the most severe cold wave incidents are possible. d.Security and Safety: The effectiveness of fire services may be limited due to freezing conditions and fighting structural fires with water. Government services may be limited or shutdown during extreme events. L.Heat Waves FEMA defines a heat wave as a period of abnormally and uncomfortably hot and unusually humid weather typically lasting two or more days. Heat waves are expected to increase in the city of Woodburn. A review of FEMA’s NRI data revealed 34 reported incidents from 2005 to 2021, or 2.1 incidents annually. An analysis of the ClimRR portal and Climate Explorer modeling tools revealed the following projections by the year 2050: 1.ClimRR Data Analysis a.The maximum average annual temperature is projected to increase by 2.2F b.The minimum average annual temperature is projected to increase by 2.6F. 2.Climate Explorer Data Analysis a.The number of days annually with a maximum temperature above 90F is projected to increase by 6.6 days by 2050 when compared to today. b.The number of days annually with a minimum temperature above 95F is projected to increase by almost 3.2 days by 2050 when compared to today. c.The number of days annually with a maximum temperature above 100F is projected to increase by 1 day by 2050 when compared to today. 3.HeatWave Impact Analysis: Like cold waves, heat waves can cause adverse impacts on some underserved population groups such as individuals over the age of 65, homeless populations, those living in poverty, or groups with pre-existing health conditions. Based on the analysis of the climate projection data above, planners project an increase in the frequency and severity of heat wave incidents by 2050 when compared to 2024 as temperatures continue to trend upward. Planners anticipate disruptions to the following Community Lifelines as a result from a heat wave incident: a.Energy: Potential grid disruptions and energy shortages during peak periods of heat. Potential for Public Safety Power Shutoffs and rolling brownouts throughout the area. b.Food, Hydration, Shelter: Homes and businesses may lack air conditioning; community cooling shelters/centers may be needed during prolonged heat incidents. c.Health and Medical: Potential for increased patient volume at medical facilities due to impacted population. 373 25 d.Water Systems: Warmer temperatures may result in lower chlorine levels in water systems, potentially increasing the presence of harmful bacteria and viruses. M.Ice Storms Ice storms in Woodburn occur periodically, with significant events affecting the area approximately once every few years. The city’s location in the Willamette Valley makes it susceptible to freezing rain, particularly when cold air becomes trapped near the surface during winter storms. The most recent major ice storm occurred in February 2021, causing widespread hazardous conditions across the region. Ice storms in Woodburn typically result in: Dangerous road conditions due to ice accumulation Widespread power outages caused by downed power lines and fallen trees Obstructed roadways, impacting emergency response and public access Disruptions to emergency and utility services The Woodburn Emergency Operations Plan (EOP) prioritizes public safety by coordinating response efforts among city officials, emergency responders, utility providers, and partner organizations. Pre-storm preparedness includes issuing public warnings, coordinating with the National Weather Service, activating warming centers, and ensuring that emergency personnel are ready to respond to downed power lines and road hazards. During the storm, law enforcement, fire services, and public works crews monitor conditions, clear priority routes, and assist vulnerable populations. Residents are advised to stay indoors, avoid unnecessary travel, conserve energy, and maintain emergency supplies including food, water, flashlights, and blankets. Post-storm recovery operations focus on: Power restoration Clearing debris and fallen trees Inspecting and repairing damaged infrastructure Aiding affected residents According to FEMA’s National Risk Index (NRI), officials reported 43 ice storm incidents in the Woodburn area between 1946 and 2014, averaging 0.6 incidents per year. More recent data from the National Weather Service (NWS) from 2014 to 2023 indicates a slight increase to one incident annually, reflecting the need for continued preparedness and response planning. An analysis of the ClimRR portal and Climate Explorer modeling tools revealed the following projections by the year 2050: 1.ClimRR Data Analysis a.Annual precipitation total is expected to increase by 2.5 inches. b.The minimum average annual temperature is projected to increase nearly 2.2F. c.The maximum average annual temperature is projected to increase by 2.6F, increasing the likelihood of precipitation falling in the form of ice verses snow in the winter months. 374 26 2.Climate Explorer Data Analysis a.Annual precipitation total is expected to decrease by about .75 inches. b.The number of days annually with a maximum temperature below 32F is projected to decrease by 3.5 days by 2050 when compared to today. c.The number of days annually with a minimum temperature below 32F is projected to decrease by 14.7 days by 2050 when compared to today. d.The minimum average annual temperature is likely to increase by about 2.1F. 3.Ice Storm Impact Analysis: Ice storms pose a significant seasonal hazard for Woodburn, Oregon, particularly between December and February, when freezing rain events are most likely to occur. Located in the Willamette Valley near the Cascade foothills, Woodburn is vulnerable to cold air pooling and temperature inversions, which can lead to ice accumulation on roads, power lines, trees, and structures. The February 2021 ice storm that impacted large portions of the Willamette Valley is a recent example of the disruptive and damaging effects such storms can bring to the region. Impacts from a severe ice storm in Woodburn would include widespread power outages due to ice-laden trees falling onto power lines and transformers. These outages may persist for multiple days, especially in rural areas and where tree canopy is dense. Ice will impact transportation routes as roadways become icy and impassable, particularly on hilly terrain and elevated surfaces such as bridges. The event will result in school closures, increased number and frequency of vehicle accidents, and delayed emergency response times. Local medical facilities will likely experience increased patient volume from slips and falls on ice covered surfaces. An ice storm will adversely impact the local economy as many businesses will likely close or experience a significant reduction in sales during the event. Public infrastructure including water systems, emergency communications towers, traffic signals, and municipal buildings may sustain damage or experience service interruptions. Legacy Woodburn Medical Center may need to rely on backup generator power to operate during power outages. Residents with access and functional needs, including the elderly and those dependent on electrical medical devices, are especially at risk during prolonged outages. Additionally, ice storms can have cascading impacts on other lifelines, including communications, and food, hydration, shelter, particularly if road closures affect deliveries or regional utility crew accessibility. Tree damage and debris removal are often extensive and can overwhelm local public works resources. The city may also face significant cleanup and recovery costs after the event. Woodburn’s preparedness measures for ice storms should include pre-storm public information, coordination with utility providers, activation of warming centers, and prioritization of critical infrastructure for debris clearance and restoration. Regular trimming of trees near power lines, ensuring emergency fuel supplies, and training for response personnel on cold-weather operations can further reduce community risk. Planners anticipate disruptions to the following Community Lifelines as a result from 375 27 an ice storm: a.Communications: An ice storm may damage communications infrastructure by limiting communication channels within the community to include electronic financial transactions. b.Energy: A severe ice storm may cause widespread, prolonged power outages. c.Food, Hydration, Shelter: Planners anticipate possible food shortages due to the inability to deliver supplies and travel to stores/restaurants as well as minor property damage to homes and businesses from fallen tree limbs. d.Health and Medical: An ice storm may increase patient volume at local clinic(s) due to slips and falls, especially elderly and/or disabled residents resulting in longer wait times. e.Safety and Security: Icy roadways may delay response times of first responders. An ice storm may force government functions/services to close for 1-2 days and/or until power is restored. f.Transportation: Icy roadways may limit travel resulting in temporary supply chain shortages, flight cancellations or delays at regional airports. Local businesses may experience short-term profit losses due to a reduced customer base; an increase in traffic accident numbers is also expected. N.Strong Wind: Strong winds consist of damaging winds, often originating from thunderstorms, that are classified as exceeding 58 miles per hour. Strong winds associated with severe thunderstorms rarely occur in the region. Planners analyzed FEMA’s NRI data which identified three incidents spanning a 34-year period, or 0.1 incidents annually. The ClimRR tool projects a slight decrease in average wind speeds by the year 2050. The city planning team does not anticipate significant changes in future strong wind development when compared to today. 1.Strong Wind Impact Analysis: Strong wind does occur within the area typically during fall and winter storms, driven by Pacific frontal systems and strong pressure gradients. Occasional wind gusts may also accompany summer thunderstorms, particularly during convective weather patterns. These wind events, while generally less intense than those in coastal or Columbia River Gorge regions, can still produce gusts of 40 to 60 mph, especially in open rural areas surrounding Woodburn or during more intense frontal systems. The primary impacts of strong winds in Woodburn include downed trees and power lines, resulting in localized power outages, obstructed roadways, and property damage to homes, outbuildings, and commercial structures. Older structures, unreinforced buildings, and manufactured homes are particularly vulnerable to roof or siding damage. Falling limbs and airborne debris create hazards for pedestrians, motorists, and emergency responders. Key corridors such as Highway 214, Highway 99E, and adjacent rural access roads may be temporarily blocked, delaying emergency response and disrupting transportation. Utility outages can affect operations at the Legacy Medical Group – Woodburn Health Center, area schools, and critical facilities, especially for electrically dependent populations. Disruption of power may also impair telecommunications, 376 28 heating/cooling systems, and municipal water service if pumps or treatment systems are impacted. In some events, wind occurs alongside heavy rain or freezing rain, which can increase the likelihood of infrastructure damage or saturated soil-related hazards, such as localized tree uprooting or minor slope instability. Agricultural operations around Woodburn are also vulnerable during high winds, with potential damage to greenhouses, irrigation infrastructure, and unharvested crops, particularly during storms in the fall. Post-storm cleanup and debris removal can strain public works departments, utilities, and private landowners, especially when damage is widespread. Preparedness actions in Woodburn should include routine tree maintenance along roadways, pre-storm public messaging, coordination with utility providers, and priority restoration planning for critical facilities. Emergency management should ensure that debris removal contracts and mutual aid agreements are in place, and residents are encouraged to secure outdoor objects and prepare for short-term power outages. Planners anticipate disruptions to the following Community Lifelines following strong winds: a.Communications: Strong winds could damage communications infrastructure such as cell phone towers. Strong winds may cause prolonged power outages due to fallen poles or downed power lines. b.Food, Hydration, Shelter: Strong winds may cause minor to moderate damage to some homes and businesses. Businesses may have to shut down temporarily to make repairs. c.Transportation: Strong winds may down trees and block roadways causing temporary travel disruptions until crews are able to clear the roadways of debris. Large vehicles, such as commercial trucks, trailers, vans, etc., may be overturned on roadways. O.Tornado: The risk of a tornado impacting Woodburn is considered low, as tornadoes rarely occur in western Oregon. The region’s geography and maritime-influenced climate generally limit the development of the strong convective storms necessary to produce tornadoes. However, weak tornadoes and funnel clouds have occasionally been documented in the Willamette Valley, typically associated with localized severe thunderstorms. In Oregon, most tornadoes are rated EF-0 to EF-1 on the Enhanced Fujita Scale, producing minor to moderate damage such as broken tree limbs, damaged roofs, and overturned sheds or vehicles. On rare occasions, tornadoes have reached EF-2 or higher, though such events are highly unusual west of the Cascades. Woodburn is not located in a designated high-risk tornado zone, but emergency planning should still consider the potential for strong winds, falling trees, and localized structural damage from isolated severe weather events. 1.Tornado Impact Analysis: Although tornadoes are relatively rare in western Oregon, they remain a credible low-probability, high-impact hazard for Woodburn. While infrequent, tornadoes can occur with little warning and cause considerable localized destruction. The primary impacts of a tornado in Woodburn would include structural damage to homes and businesses, particularly those with older construction or 377 29 unreinforced elements. Manufactured homes and outbuildings are especially vulnerable. Wind speeds associated with even low-end tornadoes (EF0–EF2) can cause roof loss, window breakage, fallen trees, and utility pole failures, leading to power outages, blocked roads, and injuries from flying debris. Critical facilities such as schools, City Hall, and Legacy Woodburn Medical Center may experience disruptions if impacted directly or indirectly through infrastructure damage or road obstructions. Emergency response may be delayed due to debris- covered streets or loss of communications. Additionally, if a tornado occurs during school or business hours, mass care and reunification may be required for displaced individuals. While tornadoes in Oregon tend to be brief and narrow in path, their unpredictable nature makes public alerting and preparedness planning essential. Tornadoes may also occur as part of a larger convective storm system, bringing lightning, hail, and flash flooding, compounding response challenges. Woodburn’s preparedness measures should include activation of the Emergency Alert System (EAS) and Wireless Emergency Alerts (WEA), public education on tornado safety, and designated shelter-in-place protocols for schools and public buildings. Continued coordination with the National Weather Service (NWS), use of NOAA weather radios, and public drills can improve awareness and community resilience against these sudden-impact events. In this scenario, all eight Community Lifelines would likely experience disruptions as projected below: a.Communications: Depending on the path of the tornado, it could damage communications infrastructure such as cell phone towers and disrupt cell phone service. b.Energy: A tornado may likely cause extended power outages for customers, due to fallen power poles. c.Food, Hydration, Shelter: An EF3 tornado may cause severe damage to any structure in its path; the community may need to establish temporary shelters and housing for displaced residents. d.Hazardous Materials: A tornado that impacts a facility storing HAZMAT could cause a HAZMAT release that adversely affects the environment and nearby populations. e.Health and Medical: Patient transport to nearby medical facilities may be impossible due to impassible roadways from debris left behind by the tornado. A tornado may damage or destroy local medical clinics depending on the path and reduce patient capacity.The current EMS resources could become overwhelmed and may not be adequate to support response operations immediately after the tornado. f.Safety and Security: A tornado will likely trigger the immediate activation of search and rescue teams. Search and rescue/victim recovery will take several hours or days. First responders may experience delays with emergency calls due to debris in roadways; government functions/services may not be able to operate for an extended period due to damage sustained from the tornado. g.Transportation: The tornado may impact travel on roadways depending on the 378 30 tornado’s path. h.Water Systems: A tornado could destroy the community’s water and/or may damage potable water or wastewater infrastructure causing disruptions to potable and wastewater services for several days or weeks. P. Volcano: According to the U.S. Geological Service (USGS), volcanoes embedded throughout the Cascade Mountain Range have erupted in the past and will erupt again. Recent eruptions at Mt. St. Helens in southern Washington demonstrate the power and impacts that Cascade volcanoes can unleash when they do erupt. The Cascade Mountains poses the greatest threat for volcanic activity. Those regions include Mt. Hood, which most recently erupted about 200 years ago. Mt. Jeffersonhas not erupted for about 15,000 years but is not considered to be extinct.Mt. Jefferson, Oregon's second-highest peak, is a stratovolcano. While the volcano has experienced significant eruptions in the past, with the most recent major activity occurring around 15,000 years ago, it is currently classified with a "Low/Very Low" threat potential by the USGS. 1.Volcano Impact Analysis: Woodburn, Oregon, while not located in immediate proximity to an active volcano, is still subject to potential volcanic hazards due to its location within the Pacific Northwest, a region influenced by the Cascade Volcanic Arc. The most prominent volcanic threats to Woodburn come from Mt. Hood, and Mt. Jefferson, which are located within a 50 -100-mile radius. The primary hazard for volcanic activity is ash fall. The city planning team projects the following Community Lifeline disruptions from a volcanic eruption: a.Communications: A volcanic eruption could impact communications infrastructure depending upon the severity of the ash fall around and within the city. b.Energy: Ash fall could impact energy substations leading to prolonged power outages as well as fuel scarcity. c.Health and Medical: Falling ash could impact respiratory issues of residents). d.Food, hydration, shelter: Drinking water sources could become contaminated leading to disruptions. Food and water supply chains may be disrupted leading to shortages. Farm and agricultural impacts could be significant and pose an economic impact to agricultural industry in the region. e.Safety and Security: First responders may become overwhelmed and government functions/services may not be able to operate for an extended period due to cleanup efforts. f.Transportation: Roadways may become overcrowded due to evacuating populations, and visibility may be severely affected. Regional air traffic may be shut down due to airborne volcanic ash. g.WaterSystems: The community’s potable water and wastewater infrastructure could lead to disruptions that would last for several weeks or months. Q.Wildfires: Wildfires are a natural part of Oregon's ecosystem and occur frequently throughout the state, particularly in forested and rangeland areas. While the Willamette Valley including Woodburn is not among the highest-risk wildfire zones in Oregon, it is surrounded by agricultural lands, grass fields, and rural properties that may be susceptible to field fires, 379 31 equipment-caused ignitions, or wind-driven vegetation fires during the dry season. Communities near the wildland-urban interface (WUI) especially those near forested terrain to the east, such as the Cascade foothills face increased risk during extended periods of heat and drought. Most wildfires in Oregon occur between June and October, coinciding with the region’s dry season. An estimated 70% of wildfires in Oregon are human caused, including debris burning, equipment uses, and recreational activities. The remaining 30% are typically caused by lightning, with most lightning-caused fires concentrated in eastern and southern Oregon. Woodburn itself is in a low to moderate wildfire risk zone, according to Oregon Department of Forestry wildfire hazard maps. While the city is not directly surrounded by dense forest, agricultural field fires and wind-blown embers from regional wildfires (such as those in the Santiam Canyon or Cascade foothills) can pose indirect risks to air quality, infrastructure, and evacuation planning. During recent fire seasons, large wildfires, such as the 2020 Labor Day fires impacted nearby areas in Marion County, causing degraded air quality, sheltering operations, and the need for coordinated public information efforts. An analysis of the ClimRR portal modeling tool revealed the following projections by the year 2050: 1.ClimRR Data Analysis a.Annual precipitation total is expected to increase by about 2.5 inches. b.The minimum average annual temperature is projected to increase by nearly 2.2F. c.The maximum average annual temperature is projected to increase by 2.6F. d.Average wind speeds are predicted to not change much from current averages. e.Annual fire weather index is expected to remain relatively the same. 2.Wildfire Impact Analysis: Due to the city’s location within the Willamette Valley and its proximity to agricultural lands, grasslands, and rural-urban interface zones, Woodburn remains vulnerable to future wildfires, particularly during late summer and early fall. While the immediate city core is not heavily forested, wind-driven grass and brush fires in surrounding areas could threaten homes, infrastructure, and critical transportation routes. Climate projections suggest that hotter, drier summers and increased drought conditions may contribute to more frequent and intense wildfires across western Oregon, including Marion County. If a wildfire approached or impacted the city, evacuations of residents and businesses may be necessary, leading to temporary displacement and potential economic losses from business interruptions, infrastructure damage, and service disruptions. A worst-case scenario could involve significant structural damage or destruction to homes and public buildings within or near Woodburn, particularly if fueled by high winds and dry vegetation. Given these risks, wildfire preparedness, defensible space planning, and coordinated evacuation procedures are critical components of the city's emergency operations and hazard mitigation strategies. The city planning team anticipates disruptions to all eight Community Lifelines as described below: a.Communications: Wildfire could damage or destroy communications 380 32 infrastructure such as cell phone towers and communication equipment, reducing communication channels within the city. b.Energy: Wildfire could destroy utility infrastructure leading to prolonged power outages. c.Food, Hydration, Shelter: Wildfire could cause widespread structural damage to homes and businesses. Wildfirecould cause widespread structural damage to homes and businesses, and emergency shelters, and housing may be a priority during recovery efforts. The acquisition of bottled drinking water may be necessary. d.Hazardous Materials: Fires could destroy facilities storing HAZMAT and adversely affect populations located downwind of chemical plumes. e.Health and Medical: A wildfire could destroy medical facilities, and EMS may not be available to respond due to evacuation orders. f.Safety and Security: A wildfire may require search and rescue team activation. The local fire department may be occupied with the fire and have a reduced capacity to support other emergencies. First responders will become overwhelmed and government functions/services may not be able to operate for an extended period due to damage and/or evacuation. g.Transportation: A wildfire may result in closed roadways eliminating access to the city of Woodburn. Additionally, roadways may become overcrowded due to evacuation efforts. h.Water Systems: A wildfire could destroy the community’s potable water and wastewater infrastructure leading to disruptions that could last for several weeks or months. R.Winter Weather: FEMA defines winter weather as a winter storm in which the main types of precipitation are snow, sleet, or freezing rain. This type of storm occurs often in the city of Woodburn. A review of FEMA’s NRI data revealed 18 incidents from 2005 to 2021, or 1.1 incidents occurring annually. An analysis of the ClimRR portal and Climate Explorer modeling tools revealed the following projections by the year 2050: 1.ClimRR Data Analysis a.Annual precipitation total is expected to increase by about 2.5 inches. b.The minimum average annual temperature is projected to increase by 2.2F. c.The maximum average annual temperature is projected to increase by 2.6F. 2.Climate Explorer Data Analysis a.Annual precipitation total is expected to increase by about .75 inches. b.The number of days annually with a maximum temperature below 32F are projected to decrease by 3.5 days by 2050 when compared to 2024. c.The number of days annually with a minimum temperature below 32F is projected to decrease by 14.7 days by 2050 when compared to today. d.The minimum average annual temperature is projected to increase by about 2.1F. 3.Winter Weather Impact Analysis: Future temperatures are projected to rise while annual precipitation amounts decrease slightly. This may increase the likelihood of precipitation falling as rain or freezing rain during the winter months in the mid- century timeframe. Planners anticipate a decrease in the number of winter weather incidents annually. A worst-case winter weather scenario is expected to have impact 381 33 on the following Community Lifelines: a.Energy: A worst-case winter storm may cause power outages. b.Food, Hydration, Shelter: Homes without power and/or ineffective heating sources may need to go to a temporary warming center. A winter storm could delay the resupply of goods from outside sources due to unsafe road conditions. c.Health and Medical: Patient transport to nearby medical facilities may be impossible or delayed due to impassible roadways. EMS response times to emergencies may increase and become overwhelmed. d.Safety and Security: Winter weather may cause first responder delays to emergencies; government functions/services may shut down for one to two days. e.Transportation: Icy or snow-covered roadways may limit travel to and from the city of Woodburn, affecting supply chains and increasing first responder response time to emergencies. Winter weather may also result in delayed or cancelled flights in the region. Human Caused Incidents A.These incidents are intentionally created by humans with the intent of harming life, information, operations, the environment and/or property. They are also referred to as adversarial threats. These types of events often occur with little or no advanced warning, making them difficult to predict. Cybersecurity involves protecting the infrastructure by preventing, detecting, and responding to cyberattacks. City planners must be cognizant that prolonged outage of a digital infrastructure could cause civil unrest and an increase in criminal activity. B.Cyber Attacks Unlike physical threats that prompt immediate action, cyberattacksare often difficult to identify and comprehend. Among these dangers are viruses that erase entire systems, intruders breaking into systems and altering files, intruders using someone else’s computer or device to attack others, or intruders stealing confidential information. The spectrum of cyber risks is limitless; threats, some more serious and sophisticated than others, can have wide-ranging effects on the individual, community, organizational, and national level. These risks include: a.Organized cybercrime, state-sponsored hackers, and cyber espionage can pose security risks to our country, as well as at the national scale. b.Transportation, power, and other services may be disrupted by large-scale cyberattacks. The extent of the disruption is highly uncertain as it may be determined by many unknown factors such as the target and size of the incident. c.Vulnerability to data breach and loss increases if an organization's network is compromised; information about a company, its employees, and its customers can be at risk. d.Individually owned devices such as computers, tablets, mobile phones, and gaming systems that connect to the Internet are vulnerable to intrusion. Personal information may be at risk without proper security. 2.Cyber Incident Impact Analysis: Large-scale cyber incidents may overwhelm government and private sector resources by disrupting the Internet and/or taxing critical infrastructure information systems. Complications from disruptions of this 382 34 magnitude may threaten lives, property, the economy, and national security. Planners anticipate impact to the following community lifelines: a.Communications: A cyberattack could damage or disrupt communications infrastructure such as cell phone towers and computer equipment reducing communication channels within the city. b.Energy: A cyberattackcould impact utility infrastructure, leading to prolonged power outages. Gas stations may be limited in the ability to dispense fuel products. c.Food, Hydration, Shelter: A cyberattack may cause business disruptions and could impact distribution of food to the local populace creating economic hardships. The acquisition of bottled drinking water may be necessary. d.Hazardous Materials: A cyberattack could cause the shutdown of critical HAZMAT processes leading to potential fire and/or release of HAZMAT and adversely affect populations located downwind if a chemical plume occurs. e.Health and Medical: A cyberattack could degrade medical facilities, and EMS may not be available to respond due to communication issues. f.Safety and Security: A cyberattackmay cause civil unrest and criminal activity to occur. First responders could become overwhelmed and government functions/services may not be able to operate for an extended period due to digital disruptions. g.Transportation: A cyberattack could impact mass transit (e.g., buses, trains, etc.) preventing the transport of goods and services to the area. Additionally, the loss of transportation could impact the ability for some residents to commute to receive supplies, employment, and assistance. h.Water Systems: A cyberattack could have impact on the community’s potable water and wastewater infrastructure leading to disruptions. C.Terrorism: Terrorismis defined as the use of force or violence against persons or property in violation of the criminal laws of the United States for purposes of intimidation, coercion, or ransom. It is difficult to determine the scope of a terrorist threat to the city of Woodburn. Although the area may include some potential targets, it is impossible to predict future terrorist events. Residents and tourists must rely on law enforcement surveillance and local threat levels. Depending on the extent of the action, the community may experience economic loss, utility disruptions, injuries, and fatalities, and/or structural damage from explosions or gun fire. 1.Terrorism Impact Analysis: Planners do not consider a terrorism incident probable for the city of Woodburn. However, secondary effects from an attack on a larger city or transportation component could adversely affect Woodburn residents. An act of terrorism could result in a mass casualty incident and impact the local economy. Planners project the following Community Lifeline impacts from a terrorist event: a.Communications: A terrorist attack could include disruption of service to local communication nodes. This disruption could cause delays in first responders providing services for the local community. b.Energy: A terrorist attack could result in a power grid shutdown and prolonged power outage). c.Health and Medical: A terrorism incident could result in gunshot injuries and fatalities and a potential mass casualty incident which overwhelms local medical 383 35 resources. Indirect exposure to contamination for HAZMAT or Weapons of Mass Destruction could cause casualtiesthat require specialized care. The city could require mutual aid assistance from neighboring jurisdictionsandescalate response to higher levels if available. d.Safety and Security: Local responders could order shelter-in-place or lockdown for residents until the threat is eliminated. The city may require law enforcement mutual aid assistance from neighboring jurisdictions. e.Transportation: An incident may shut down roadways near the incident during the response and following the event to aid the investigation. Some businesses may be forced to shut down during the investigation resulting in economic losses. f.Water Systems: An attack on the city’s water supply could shut down potable water and wastewater infrastructure leading to disruptions that may last several days. Technological Hazards These incidents involve materials created by humans that pose a unique hazard to the public and environment. The jurisdiction needs to consider incidents that are caused by accident (e.g., mechanical failure, human mistake, mass transit incident), resulting from an emergency caused by another hazard (e.g., flood, storm). A.Hazardous Materials (HAZMAT): Hazardous materials (HAZMAT) incidents in Woodburn may originate from fixed-site facilities, transportation-related accidents, or illegal drug lab activity. This hazard profile includes chemical and radiological materials, with particular attention to substances stored and handled by public works departments, such as water purification chemicals (e.g., chlorine compounds). While the planning team considers the probability of a significant incident as low, the presence of these materials still presents a potential public health and safety risk and warrants identification in the city's hazard analysis. An analysis of Oregon’s Community Right-to-Know (CR2K) database identified approximately 78 active facilities in or near Woodburn reporting onsite hazardous substances. Common materials include herbicides, pesticides, lead-acid batteries, and petroleum products such as propane, gasoline, and diesel fuel. Additionally, a review of the Environmental Protection Agency’s (EPA) Envirofacts database identified 141 EPA- regulated facilities located within or immediately adjacent to the city limits. The planning team also considered transportation-related HAZMAT scenarios, which may pose a greater risk to Woodburn due to the volume and frequency of hazardous substances in transit. The city is bisected by the Union Pacific Railroad’s main north-south freight line, which runs directly through the heart of Woodburn and supports the transport of petroleum products, industrial chemicals, and other hazardous substances. A railcar derailment or release incident within city limits could result in airborne toxic exposure, flammable vapor clouds, or hazardous runoff, with downwind and downstream impacts depending on wind direction, stormwater pathways, and proximity to sensitive populations. In addition to rail, Woodburn is traversed by Interstate 5 (I-5) and Oregon Route 214, both of which are heavily used by commercial and hazardous materials carriers. The planning team 384 36 identified a tanker truck crash or chemical spill along I-5 or OR214 particularly near interchanges or densely populated areas as one of the most likely HAZMAT threats to the city. A release in this corridor could create significant local hazards, including the need for evacuation, shelter-in-place orders, and road closures. These routes are adjacent to residential areas, commercial zones, and critical infrastructure, increasing the potential for cascading impacts. The severity of impact from a HAZMAT release is influenced by multiple factors, including: Type, quantity, and toxicity of the substance released Physical state of the material (gas, liquid, or solid) Weather conditions (e.g., temperature, wind speed/direction, precipitation) Proximity to sensitive receptors (e.g., schools, homes, water bodies) Timeliness and coordination of emergency response actions The planning team identified the following Community Lifeline impacts from a tanker truck HAZMAT release scenario. 1.HAZMAT Event Impact Analysis: Woodburn, Oregon, faces a credible risk of HAZMAT incidents due to its proximity to agricultural operations, transportation routes, and commercial use of chemicals. While Woodburn is a small community, many facilities routinely store, use and/or transport pesticides, herbicides, fuels, fertilizers, and industrial chemicals. Potential HAZMAT incidents could occur through fixed-site facility accidents, transportation spills (via highway or rail), or improper storage and handling of chemicals by agricultural users or businesses. Transportation-related hazardous materials (HAZMAT) risks in Woodburn primarily stem from Interstate 5 and Oregon Highway 214, which run through and near the city and serve as major transportation corridors for commercial vehicles. These routes are commonly used by trucks transporting fuel, agricultural chemicals, and industrial materials. Additionally, several local farms, nurseries, and agribusinesses in the surrounding area store and use regulated substances such as anhydrous ammonia, diesel fuel, and chemical solvents, which could pose a local risk if accidentally released. While Woodburn is served by the Union Pacific Railroad, which runs through the city, it is not a designated hazardous materials offloading site. However, the presence of rail corridors through the city and neighboring areas introduces a secondary risk, particularly in the event of a derailment, large-scale release, or the need for a regional evacuation involving multiple jurisdictions. The impacts of a HAZMAT incident in Woodburn could include toxic exposure to the public or responders, evacuations or shelter-in-place orders, contamination of soil or water, and disruption of daily operations. Sensitive populations such as children, seniors, and individuals with respiratory conditions are at the greatest risk during a chemical release. A worst-case scenario could overwhelm local emergency response capabilities and require mutual aid or support from the Oregon State Fire Marshal’s Office and the Oregon Department of Environmental Quality (DEQ). 385 37 The Woodburn Fire District serves as the primary responder for hazardous materials (HAZMAT) incidents within city limits. The district coordinates closely with Marion County Emergency Management and regional HAZMAT response teams, including Salem Fire Department’s Regional HAZMAT Team 13, for technical-level support. Theyrely on external resources for advanced containment, decontamination, and environmental mitigation efforts. Public notification and protective action decisions would be disseminated through Marion County’s Everbridge mass notification system, NOAA Weather Radio, and local public safety agencies. These systems ensure timely and accessible alerts for impacted populations. Mitigation strategies include ensuring local facilities that store or handle hazardous substances are registered through Oregon’s Community Right-to-Know (CR2K) Program, that response plans are in place, and that first responders are trained in Hazardous Waste Operations and Emergency Response (HAZWOPER) procedures. Public education on shelter-in-place procedures and the use of protective action zones, as outlined in the Emergency Response Guidebook (ERG), can further enhance community readiness: a.Food, Hydration, Shelter: Depending on the location and severity of the release, the incident commander may issue evacuation or shelter-in-place orders. The city may need to coordinate temporary shelter operations with food and water distribution for displaced residents. b.Hazardous Materials: A significant release could contaminate the surrounding environment, including surface waters. Depending on the chemical’s properties, airborne concentrations may pose a risk to downwind populations and ecosystems. c.Health and Medical: A HAZMAT release could result in a mass casualty scenario. While Woodburn has local clinics and urgent care facilities, there is no hospital within city limits. Self-reporting patients may seek care locally, but those requiring advanced treatment or decontamination would be transported to hospitals in nearby cities such as Silverton or Salem. d.Safety and Security: Local first responders (fire service, EMS, and law enforcement personnel) supporting the incident may not be able to assist other emergency calls resulting in delayed response time and capabilities. e.Transportation: Road closures may be necessary on Interstate 5, Highway 214, or adjacent corridors based on wind direction and plume modeling. Law enforcement would implement traffic control and rerouting to ensure public safety and minimize exposure. f.Water Systems: Depending on the location and nature of the spill, there is potential for contamination of drinking water infrastructure. Timely detection, notification, and isolation of affected systems are critical to prevent public health impacts. 386 38 Hazardous Analysis The City of Woodburn hazard analysis has been incorporated into the Marion County Multi- Jurisdictional All-Hazard Mitigation Plan Volume II dated April 6, 2023 Capability Assessment This assessment evaluates the capabilities of Woodburn, Oregon’s EOP, aimed at addressing the city’s preparedness and response mechanisms in the face of natural and man-made disasters. The purpose is to identify areas of strength, opportunities for improvement, and provide actionable recommendations to enhance the city’s overall emergency management capability. The City of Woodburn Emergency Planning Team works with the surrounding cities and Marion County Emergency Management staff on a regular basis. A cooperative working relationship and team approach between the city and other municipal governments for emergency response is a major strength upon which the city relies. Prevention, protection, response, recovery, and mitigation capabilities are taken into consideration along with the adequacy of training, equipment, and personnel needs. The city is dependent upon the local municipalities for assistance for search and rescue, fire and rescue services, major hazardous material response capabilities, EMS backup, bomb squad response, police tactical responses, and assistance in emergency operations staffing and support. Additionally, emergency services are provided by Woodburn Ambulance for emergency medical ambulance services. While the city maintains a capable emergency service capability, the following items were identified in coordination with the city emergency planning team as areas for improvement: A.Goal (End-State) - Goal (End-State): Improve emergency shelter readiness through standardized resource management, planning, and stakeholder coordination. 1.Objective (Purpose):Ensure the accessibility, reliability, and efficiency of emergency shelters by implementing a standardized framework for shelter identification, resource allocation, supply management, and interagency coordination to enhance preparedness and operational readiness during disasters. 2.Line of Effort:Establish Shelter Locations and Supplies: These intermediate objectives will help ensure that shelters are identified and stocked to meet community needs during an emergency. a.Identify and Document Shelter Locations: Compile and maintain an updated list of designated emergency shelters, including public buildings, community centers, and temporary facilities. b.Assess Shelter Capacity and Resources: Evaluate the capacity of each shelter, including back-up power, available space, sleeping arrangements, sanitation facilities, pets, and accessibility for individuals with disabilities. c.Coordinate with Local Organizations: City departments should work with non- profits and community organizations to ensure clear procedures, logistical support, and coordination of services for shelter operations. B.Goal (End-State) – Strengthen regional collaboration, resource sharing, and response coordination by improving processes for managing mutual aid agreements. 387 39 1.Objective (Purpose) – To ensure the effectiveness and reliability of mutual aid agreements by conducting a thorough review and update process, fostering stronger inter-agency cooperation, and ensuring timely, coordinated responses during emergencies and disasters. 2.Line of Effort: Enhance Mutual Aid Agreements These intermediate objectives will help ensure that mutual aid agreements are comprehensive, up-to-date, and capable of supporting efficient, coordinated responses in emergencies. a.Assess Current Agreements: Conduct a comprehensive review of existing mutual aid agreements listed in Appendix B of this plan to identify gaps, outdated provisions, and areas for improvement. b.Engage Stakeholders: Collaborate with relevant local, regional, and state agencies, including emergency services, law enforcement, healthcare providers, and utility companies, and local businesses to gather input and ensure all parties' needs and expectations are addressed. c.Define Clear Roles and Responsibilities: Establish clear roles, responsibilities, and expectations for each party involved in mutual aid agreements, ensuring clarity in both routine and emergency situations. d.Update Resource Sharing Processes: Revise and standardize processes for resource sharing (personnel, equipment, supplies) to improve efficiency and responsiveness during mutual aid activation. e.Develop Communication and Coordination Plans: Strengthen communication channels and coordination strategies among participating agencies to ensure seamless operations during crises. f.Create Training and Exercise Opportunities: Develop and implement training programs and simulation exercises for all involved parties to ensure readiness and familiarity with updated agreements and response procedures. g.Ensure Legal and Regulatory Compliance: Review and update mutual aid agreements to comply with current legal and regulatory requirements, ensuring alignment with state and federal guidelines. h.Sign and Publish Mutual Aid Agreement: All responsible parties will sign and publish all new or revised mutual aid agreements. i.Monitor and Evaluate Performance: Implement a system for regularly monitoring the effectiveness of mutual aid agreements and make continuous improvements based on lessons learned from exercises and real-world events. Mitigation Overview The City of Woodburn will conduct mitigation activities as an integral part of the emergency management program. Mitigation is intended to eliminate hazards, reduce the probability of hazards causing an emergency, or lessen the consequences of unavoidable hazards. Mitigation should be a pre-disaster activity, although mitigation may also occur inthe aftermath of an emergency with the intent of avoiding repetition of the situation. The Woodburn mitigation plan is incorporated into the Marion County Hazard Mitigation Plan. 388 40 Planning Assumptions 1.Essential city services maybe maintained if conditions permit. 2.An emergency will require prompt and effective response and recovery operations by city emergency services, disaster relief, volunteer organizations, and the private sector. 3.All emergency response personnel are trained and experienced in operating under the NIMS/ICS protocol. 4.Each responding city agency will utilize existing directives and procedures in responding to major emergencies/disasters. 5.Environmental, technological, and civil emergencies may be of a magnitude and severity that State and Federal assistance is required. 6.County support forcity emergency operations is based on the principlethat emergencies start at the local level. The city will be responsible for utilizing all available local resources along with initiating mutual aid and cooperative assistance agreements before requesting assistance from the County. 7.Considering shortages of time, space, equipment, supplies, and personnel during a catastrophic disaster, self-sufficiency will be necessary for the first hours or days following the incident. 8.Parts or all the city of Woodburn may be affected by environmental and technological emergencies within or near city lines. 9.A terrorist-related incident or attack could occur without warning. If such an attack occurs, Woodburn could be subject to radioactive fallout or other weapons of mass destruction hazards. In accordance with national nuclear civil protection policy, two options have been developed to counteract such a threat: population protection and shelter-in-place procedures within the incident annex 10.Outside assistance may not be available in most major emergency/disaster situations that affect Woodburn. Although this plan defines procedures for coordinating such assistance, it is essential for Woodburn to be prepared to carry out disaster response and short-term actions on an independent basis. 11.Control over city resources will remain at the city level even though the Governor has the legal authority to assume control in a State Declaration of Emergency. City communication and offices may be destroyed or rendered inoperable during a disaster. Normal operations can be disrupted during a general emergency; however, the city can still operate effectively if public officials, first responders, employees, and volunteers are: a.Familiar with established policies and procedures. b.Assigned pre-designated tasks. c.Provided with assembly instructions on where to go in the event of an emergency. d.Formally trained in their duties, roles, and responsibilities required during emergency operations. 12.The city will continue to be exposed to the hazards noted above, as well as others that may develop in the future. 13.The city has limited resources and depends upon regional and other local governments and agencies for support as well as the volunteer, nonprofit, and private sectors. 14.It is possible for a major disaster to occur at any time and at any place in the city. In some cases, dissemination of warning and increased readiness measures may be possible. Many disasters and incidents can occur; however,with little or no warning. 389 41 15.Local government officials recognize their responsibilities for the safety and well- being of the public and will assume their responsibilities in the implementation of this emergency plan. 16.Proper implementation of this plan will reduce or prevent disaster-related losses. 390 42 III.Concept of Operations Primary roles involved during the initial emergency response will focus on first responders, such as fire districts and the police department, sometimes involving hospitals, local health departments, and regional fire and Hazmat teams. Typically, as the emergency evolves and the immediate response subsides, a transition period will occur during which emergency responders will hand over responsibility for active coordination of the response to agencies or organizations involved with recovery operations. In all emergency situations and circumstances, saving and protecting human lives receive priority. The basic concept of emergency operations focuses on managing and using all available resources at the local level for effectively responding to all types of emergencies. Local government has the primary responsibility for emergency management functions and for protecting life and property from the effects of emergenciesand disasterincidents. This EOP should be used when the city of Woodburn or local emergency response agencies are reaching or have exceeded their abilities to respond to an emergency incident and not in response to day-to- day operations. Responsibilities include management and coordination of large-scaleincidents, as well as identifying and obtaining additional assistance and resources for emergency response agencies from the County, State, and/or Federal government through the city Emergency Management Official. If Woodburn requires additional resources beyond its immediate capabilities during an emergency, the city Emergency Operations Center (EOC), Emergency Program Manager, or Incident Commander will submit a formal request to the Marion County Emergency Management Office. This request will be based on a thorough assessment of the situation, identifying critical gaps in personnel, equipment, medical supplies, shelter support, or other essential services necessary for response and recovery efforts. The request will be communicated through established channels, direct communication with county officials, or other designated protocols. The county will review the request and coordinate the deployment of available resources or escalate the need to the state if necessary. The city EOC will maintain situational awareness and ensure the efficient integration of incoming support into response operations while providing regular updates to county officials. A.Response Priorities 1.Lifesaving/Protection of Property: This focuses on efforts to save lives of persons other than City employees and their dependents. It may include prevention or mitigation of major property damage if results of such damage would likely present an immediate danger to human life. 2.Incident Stabilization: This focuses on protection of mobile response resources, isolation of the impacted area, and containment (if possible) of the incident. 3.Property Conservation: This focuseson the protection of public facilities essential to life safety/emergency response, protection of the environment whenever public safety is threatened, and protection of private property. 391 43 B.Incident Management When an emergency arises and normal organization and functions of city government are insufficient to effectively meet response requirements, the Emergency Program Manager(or designee) will activate and implement all or part of this EOP. In addition, the Emergency Program Manager may partially or fully activate and staff the City EOC based on the emergency’s type, size, severity, and anticipated duration. Concurrently, all involved city emergency services will implement their respective plans, procedures, and processes and will provide the Emergency Program Managerwith the following information: 1.Operational status. 2.Readiness and availability of essential resources. 3.Changing conditions and status of resources (personnel, equipment, facilities, supplies, etc.). 4.Significant concerns and issues dealing with potential or actual loss of life or property. C.Initial Actions Upon activation of all or part of this EOP, the IC (or designee) will immediately implement the actions outlined below: 1.Alert threatened populations and initiate evacuation as necessary. 2.Initiate emergency sheltering procedures with the American Red Cross and other community partners if evacuation procedures are activated. 3.Instruct appropriate city emergency service providers to activate necessary resources. 4.Assign radio frequencies and communications equipment, implement a communications plan, and confirm interoperability among EOC staff and response agencies. 5.Request the City Council to prepare and submit a formal Declaration of Emergency through Marion County Emergency Management when local resources are determined not to meet the need of local emergency operations. The official declaration may be preceded by a verbal statement. 6.Prepare to staff the City EOC as appropriate for the incident with maximum 12-hour shifts. 7.City personnel and support staff will be deployed to restore normal activity and provide essential community services as soon as possible following an emergency incident. 392 44 IV.Organization and Assignment ofResponsibilities A.Organization Local and County agencies and response partners may have various roles and responsibilities throughout the duration of the emergency. Therefore, it is particularly important that the command structure for the city of Woodburn be established to support response and recovery efforts and maintain a significant amount of flexibility to expand and contract as the situation changes. Typical duties and roles may also vary depending on the severity of impacts, size of the incident(s), and availability of local resources. Thus, it is imperative to develop and maintain depth within the command structure and response community. The County Emergency Management Director (EMD) is responsible for emergency management planning and operations for the area of the county lying outside the incorporated limits of municipalities of the county. The city, or other designated officialsof each city within the county (pursuant to city charter or ordinance), is responsible for city emergency management planning and operations. (These responsibilities may be shared with Marion County Emergency Management under an agreement.). The city conducts all emergency management functions in accordance with NIMS. To assist with training and preparing essential response staff and supporting personnel to incorporate ICS/NIMS concepts in all facets of an emergency, each agency and department is responsible for ensuring critical staff are identified and trained at a level enabling effective execution of existing response plans, procedures, and policies. During a city-declared disaster, control is not relinquished to County or State authority but remains at the local level for the duration of the event. Some responsibilities may be shared under mutual consent. Most city departments have emergency functions in addition to their normal duties. For emergency planning and response purposes, Woodburn Fire District (WFD) will be considered a department (with limitations) within the city. WFDshall retain all legal and financial responsibilities as a separate entity. Each city department is responsible for developing and maintaining its own emergency management procedures. Specific responsibilities are outlined below, as well as in individual annexes. B.Assignment of Responsibilities The city manager shall appoint an Emergency Operations Manager who will be responsible foremergency management, direction, and control in a time of disaster. The Emergency Operations Manager will be empowered to assume executive control over all departments, divisions, and offices of the City of Woodburn during a State of Emergency. The Marion County Sheriff’s Office, Public Works Director, Woodburn Fire District Chief may assume the role of IC and is responsible for performing such duties as causing emergency measures to be enforced and designating emergency areas. Marion County Health and Human Services may assume incident command in a health epidemic emergency. An emergency declared by the IC shall authorize specific emergency powers and shall exist 393 45 for the period set forth in the declaration, but it shall not exceed two weeks. The City Council should convene as soon as practical to ratify the declaration. The State of Emergency may be extended by the City Council for additional periods of time, as necessary. The Order of Succession for Declaring an Emergency for the City of Woodburn: 1.City Manager 2.Emergency Program Manager 3.Incident Commander (if time does not permit access to the others authorized, the Incident Commander may declare a state of emergency) Based on incident levels the Emergency Program Managermay implement this plan, followed by the IC if the Emergency Program Manager is unavailable. The Mayor, City Council, City Manager, Department Heads, and IC each have the authority to activate the EOC. If one or more of the above actions are implemented, a report of such action will be made to the Mayor and City Council at the first available opportunity. 1.Emergency Program Manager Roles and responsibilities of individual staff and agencies are described throughout the plan to further clarify the City’s Emergency Management structure. The Emergency Program Manager is responsible for ensuring coordinated and effective emergency response systems are developed and maintained. Existing government agencies will perform emergency activities closely related to those they perform routinely. Specific positions and agencies are responsible for fulfilling their obligations as presented in this EOP and individual annexes. The IC (or designee) will provide overall direction of response activities for all city departments.In accordance with State statute (ORS 401.305), the IC (or designee) may take extraordinary measures in the interest of effective emergency management. Department heads willstill maintain administrative authority over their employees and equipment unless directed otherwise by the Emergency Program Manager (or designee). Each department or agency will be responsible for having its own SOPs to be followed during response operations. Outside assistance, whether from other governmental jurisdictions or from organized volunteer groups, will be requested and used only to assist existing city services, and then only when the situation threatens to expand beyond the city’s response capabilities, or a previously established MOU is in place (i.e. Red Cross for sheltering). 2. Management The Mayor, and City Council play a crucial role in maintaining policy oversight and public communication and will be called upon to ratify disaster assistance if required. General responsibilities of the Mayor and City Council include the following tasks: a. Establish emergency management authority by city ordinance. 394 46 b. Adopt an EOP and other emergency management–related plans, resolutions and ordinances. c.Declare and/or ratify a State of Emergency and request assistance through the County, State, or Federal Government as appropriate. d. Act as a liaison to the community during activation of the EOC. e. Act on emergency funding needs. f.Attend timely incident update briefings. g. Support the overall preparedness program in terms of its budgetary and organizational requirements. 3.City Manager The City Manager is responsible for the following tasks: a.Appoint an Emergency Management Director. b.Ensure all city departments develop, maintain, and exercise their respective service annexes to this plan. c.Support the overall preparedness program in terms of its budgetary and organizational requirements. d.Implement the policies and decisions of the governing body. e.Ensure all city departments develop, maintain, and exercise their respective essential functions and responsibilitiesto this plan. f.Directing the emergency operational response of city services. g.Ensuring, through the Mayor and City Council, that plans are in place for the protection and preservation of City records 4. City Department Heads Department heads work closely with the Emergency Program Manager in developing local emergency plans and contribute essential resources for response efforts.City department and agency heads and their staff develop, plan, and train to learn internal policies and procedures for meeting response and recovery needs safely. Department and agency heads that are not assigned a specific function in this plan will be prepared to make their resources available for emergency duty at the direction of the Emergency Program Manager. All city departments have the following responsibilities: a.Allow selected personnel to participate in the EOC. b.Direct the emergency operational response of department resources. c.Allow selected personnel to participate in the development of operating guidelines to implement assigned duties within this EOP. d.Allow selected personnel to participate in training and exercising this plan to ensure preparedness. e.Establish internal lines of succession of authority. f.Protect department vital records, materials, facilities, and services. g.Notify department personnel of impending emergencies. h.Assign personnel to the EOC. i.Develop and maintain mutual aid agreements to augment resources and department-specific inventories of resources needed and availability to them in an emergency. 395 47 C.Responsibilities by Community Lifeline FEMA's Community Lifelines are essential services that enable communities to function and recover in times of disaster. These lifelines include Safety and Security, Food, Water, Shelter, Health and Medical, Energy, Communications, Transportation, and Hazardous Materials. They are critical for ensuring stability and resilience in emergency situations. Local governments, emergency responders, and community organizations share the responsibility of maintaining and restoring these lifelines during crises. This involves coordinating resources, providing essential aid, and ensuring public safety. By strengthening these lifelines, communities can minimize disruptions, protect lives, and accelerate recovery efforts. 1.Safety and Security a.Woodburn Police Department may be responsible for the following tasks: i.Provide a representative to the EOC. ii.Provide emergency response according to department SOPs and guidelines. iii.Protect life and property and preserve order. iv.Evacuate disaster areas. v.Provide law enforcement and criminal investigation. vi.Isolate damaged areas. vii.Provide traffic control, crowd control, and site security (including security for critical facilities). viii.Provide damage reconnaissance and reporting. ix.Provide support for Fire District and Public Works Department emergency operations as requested. x.Safeguard essential department records. xi.Maintain internal notification/call rosters. xii.Actively participate in the emergency planning process; develop and maintain mutual aid agreements, supporting SOPs, and annexes necessary for department response. b.Marion County Sheriff’s Office may be responsible for the following tasks: i.Protect life and property and preserve order. ii.Evacuate disaster areas. iii.Provide law enforcement and criminal investigation. iv.Isolate damaged areas. v.Provide traffic control, crowd control, and site security (including security for critical facilities). vi.Provide damage reconnaissance and reporting. vii.Provide support for Fire District and Public Works Department emergency operations as requested. viii.Safeguard essential department records. ix.Maintain internal notification/call rosters. x.Actively participate in the emergency planning process; develop and maintain mutual aid agreements, supporting SOPs, and annexes necessary for department response. 396 48 xi.Provide Search and Rescue capabilities. c.Firefighting (Woodburn Fire District) WFD is responsible for the following tasks during an emergency: i.Provide a representative to the EOC. ii.Provide emergency response according to WFD SOPs and guidelines. iii.Provide pre-hospital emergency medical services. iv.Inspect shelters and damaged areas for fire hazards. v.Assist law enforcement personnel in alert and warning and evacuation operations. vi.Provide support to law enforcement and emergency response as requested. vii.Safeguard essential department records. viii.Maintain internal notification/call rosters. ix.Provide fire prevention and inspection to prevent loss of life, loss of property, and damage to the environment. x.Actively participate in the emergency planning process; develop and maintain mutual aid agreements and supporting SOPs and annexes necessary for department response. d.City Legal Counsel coordination with the City of Woodburn is responsible for the following tasks in the event of an emergency: i.Advise city officials regarding the emergency powers of local government and necessary procedures for invocation of measures to: ii.Implement wage, price, and rent controls. iii.Establish rationing of critical resources. iv.Establish curfews. v.Restrict or deny access. vi.Specify routes of egress. vii.Limit or restrict use of water or other utilities. viii.Advise on the removal debris from publicly or privately owned property. ix.Review and advise city officials regarding possible liabilities arising from disaster operations, including the exercising of any or all the above powers. x.Prepare and recommend local legislation to implement the emergency powers required during an emergency. xi.Advise city officials and department heads regarding record keeping requirements and other documentation necessary for the exercising of emergency powers. xii.Thoroughly review and maintain familiarity with current ORS 401 provisions as they apply to county or city government in disasters. xiii.Prepare and maintain supporting SOPs and annexes. e.Emergency Program Manager i.Establish procedures for employing temporary personnel for disaster operations. ii.Establish and maintain a staffing reserve. iii.Coordinate deployment of reserve personnel to city departments requiring augmentation. iv.Conduct ongoing hazard awareness and public education programs. 397 49 2.Food, Hydration, Shelter a.Woodburn Police Department i.Evacuation and population protection ii.Identify high hazard areas and corresponding number of potential evacuees. iii.Coordinate evacuation planning, including: (a)Movement control (b)Transportation needs (c)Emergency Public Information materials (d)Prepare and maintain supporting SOPs and annexes. b. Woodburn Fire District i.May provide shelter within the fire station as mission, space, and resources are available. ii.Oversee shelter and reception location at fire station. iii.Provide Health and medical. c.Marion County Health and Human Services i. See Marion County EOP for Marion County Health and Human Services roles and responsibilities d.Emergency Program Manager i.Establish procedures for employing temporary personnel for disaster operations. ii.Establish and maintain a staffing reserve. iii.Coordinate deployment of reserve personnel to city departments requiring augmentation. iv.Conduct ongoing hazard awareness and public education programs. v.Develop and maintain procedures for sheltering in place. vi.Compile and prepare emergency information for the public in case of emergency. vii.Arrange for media representatives to receive regular briefings on the City’s status during extended emergency situations. viii.Secure printed and photographic documentation of the disaster situation. ix.Handle unscheduled inquiries from the media and the public. x.Be aware of Spanish-only-speaking and/or bilingual population centers within the city and prepare training and news releases accordingly. xi.Define responsibilities of city departments and private sector groups xii.Prepare and maintain supporting SOPs and annexes. 3. Health and Medical a. Woodburn Fire District i.Coordinate provision of EMS ii.Request additional EMS assets as necessary. iii.Initial lifesaving and treatment b.Salem Hospital i.Treatment of casualties c.Marion County Health and Human Services 398 50 i.See Marion County EOP for Marion County Health and Human Services roles and responsibilities d.Marion County Medical Examiner i.Provide death notifications. 4.Energy (Power and Fuel) a.Portland General Electric is the main power producing company within the area and may aid as requested by the Woodburn Public Works Department. b.City of Woodburn Public Works Department i.Energy and utilities–related responsibilities include the following tasks: ii.Work with local energy facilities to restore damaged energy utility infrastructure and accompanying systems. iii.Coordinate temporary emergency power generation capabilities to support critical facilities until permanent restoration is accomplished. iv.Coordinate information from the damage assessment team. The damage assessment team is comprised of personnel from City departments with assessment capabilities and responsibilities such as the Woodburn Police Department, Woodburn Fire District, and Public Works Department. v.Train and provide damage plotting team members to the EOC. vi.Assist in reporting and compiling information regarding deaths, injuries, and dollar amount damage to tax-supported facilities and to private property. vii.Assist in determining the geographic extent of the damaged area. 5.Communications a.Marion Area Multi-Agency Emergency Telecommunications (METCOM 9-1-1) i.Responsible for emergency communication between emergency responders. b.Emergency Program Manager i.Comply with emergency purchasing procedures and/or a disaster contingency fund. ii.Maintain records of emergency-related expenditures for purchases and personnel. b.Administration/Finance Department is responsible for the following tasks: i.Compile estimates of damage for use by City officials in requesting disaster recovery. ii.Evaluate the effect of damage on the City’s economic index, tax base, bond ratings, insurance ratings, etc. for use in long-range recovery planning. 6.Transportation a.City public works personnel are responsible for the following tasks in an emergency: i.Provide a representative to the EOC. ii.Assessment damage to streets, bridges, traffic control devices, wastewater treatment system, and other public works facilities.Assist in damage 399 51 assessment of other city infrastructure and residential buildings. iii.Remove debris. iv.Barricade hazardous areas. v.Coordinate the condemnation of unsafe structures. vi.Provide support fortraffic and evacuation operations. vii.Provide support to the police departmentand fire district emergency operations, as requested. b.Woodburn School District i.Woodburn School District could provide transportation via school buses 7.HAZMAT a.Salem HAZMAT Team #13. i.Oil and Hazardous Materials responsibilities include the following tasks: (a)Conduct oil and hazardous materials (chemical, biological, etc.) response, including spill containment, short- and long-term clean-up, planning, and coordination. (b)Assess the health effects of a hazardous materials release. (c)Identify the needs for hazardous materials incident support from regional and State agencies. (d)Disseminate protective action instructions (e.g. evacuation, shelter-in- place). (e)Prepare and maintain supporting SOPs and annexes. ii.Radiological Protection: General responsibilities include the following tasks: (a)Establish, maintain, and coordinate a radiological monitoring and reporting network throughout the county; provide input to the statewide Oregon Emergency Response System (OERS) at 800-452- 0311. (b)Secure initial and refresher training for instructors and monitors. (c)Under fallout conditions, provide city and county officials and department heads with information regarding fallout rates, fallout projections, and allowable doses. (d)Provide monitoring services and advice at the scene of accidents involving radioactive materials. (e)Prepare and maintain supporting SOPs and annexes. b.Woodburn Police Department is responsible for the following tasks: i.Protect life and property and preserve order. ii.Evacuate disaster areas. iii.Provide law enforcement and criminal investigation. iv.Isolate damaged areas. v.Provide traffic control, crowd control, and site security (including security for critical facilities). 8.WaterSystems a.City public works personnel are responsible for the following tasks in an emergency: 400 52 i.Assessment damage to wastewater treatment system and other public works facilities. ii.Direct repair of critical city facilities followed by priority restoration of streets and bridges. See Appendix F, Critical Facilities List. iii.Barricade hazardous areas. iv.As necessary, augment sanitation services. Nongovernmental Organizations A. Nongovernmental organizations (NGOs) play enormously important roles before, during, and after an incident. In the city of Woodburn, NGOs such as the American Red Cross provide sheltering, emergency food supplies, counseling services, and other vital support services to support response and promote the recovery of disaster victims. NGOs collaborate with responders, governments at all levels, and other agencies and organizations. The roles of NGOs in an emergency may include the following tasks: 1.Train and manage volunteer resources. 2.Identify shelter locations and needed supplies. 3.Provide critical emergency services to those in need, such as cleaning supplies, clothing, food and shelter, and assistance with post-emergency cleanup. 4.Identify those whose needs have not been met and help coordinate the provision of assistance. B.Individual and Households Although not formally a part of the city’s emergency operations, individuals and households play an important role in the overall emergency management strategy. Community members can contribute by taking the following measures: 1.Reduce hazards in their homes. 2.Prepare emergency supply kits and household emergency plans. 3.Monitor emergency communications. 4.Volunteer with established emergency response organizations. 5.Enroll in emergency response training courses. 6.Sign up for emergency alerts. C.County Response Partners The County EMD has been appointed under the authority of the Board of County Commissioners. The County EMD is responsible for developing a county-wide emergency management program to facilitate a coordinated response to a major emergency or disaster. This program is developed through cooperative planning efforts with the incorporated and unincorporated communities of the county. Roles and responsibilities of county emergency management include the following tasks: 1.Serve as the lead agency forall natural and man-made disasters. 2.Provide resources when requested, if available. 3.Forward requests for a Declaration of Emergency to the Oregon Department of Emergency Management when requested resources are not available. 4.Actively participate in the emergency planning process. D.State Response Partners 401 53 Under the provisions of ORS 401.055 through 401.155, the Governor has broad responsibilities for the direction and control of all emergency activities in a State-Declared Emergency. The director of ODEM is delegated authority by ORS 401.260 to 401.280 to coordinate all activities and organizations for emergency management within the State and to coordinate in emergency response with other states and the Federal government. Under the direction and control of department heads, agencies of the state government represent the State Emergency Support Functions. Responsibility for conducting emergency support functions is assigned by the Governor to the department best suited to carry out each function applicable to the emergency. Some state agencies may call upon their federal counterparts to provide additional support and resources, following established procedures and policies for each agency. E.Federal Response Partners Federal response partners are typically requested by ODEM if state resources become limited or specialized services are needed. In most instances, federal resources become available following a formal declaration of emergency by the Governor. Thus, procedures and policies for allocating and coordinating resources at the federal level follow the Oregon CEMP and, if necessary, the National Response Framework (NRF). Continuity of Government A.The city has not formalized a City Continuity of Operations (COOP) or a Continuity of Government (COG) plan to date. Emergencies may disrupt normal business activities. Refer to the table belowfor the roles of government during an emergency. City Lines of Succession Emergency OperationsEmergency Policy and Governance Chief of Police City Council Quorum Fire Chief Mayor City Manager Council President Public Works Director CityManager Table 1-6 Policy and operational lines of succession during an emergency B.Each city department is responsible for pre-identifying staff patterns showing a line of succession in management’s absence. Lines of succession for each department can be found in the department’s head office. All employees should be trained in the protocols and contingency plans required to maintain leadership within the department. The Emergency Program Manager will provide guidance and directions to department heads to maintain continuity of government and operations during an emergency. Individual department heads within the city are responsible for developing and implementing COOP/COG plans to ensure continued delivery of vital services during an emergency. 402 54 1.Preservation of Records It is the responsibility of elected officials to ensure that all legal documents of both public and private nature recorded by the designated official (i.e., tax assessor, police department) be protected and preserved in accordance with applicable State and local laws. Examples include ordinances, resolutions, meeting minutes, land deeds, and tax records. 403 55 Page intentionally left blank 404 56 V.Direction and Control A.Authority to Initiate Actions 1.Emergency Powers a.City of Woodburn Disaster Declaration Process. The authority to declare a state of emergency is delegated to the City Manager. If the City Manager is unable to act due to absence or incapacity, the Emergency Program Manager is delegated authority. If in the judgment of the Incident Commander, time does not permit access to the others authorized, the Incident Commander may declare a state of emergency. The City Council shall convene as soon as practical to ratify the state of emergency declaration. b.A declaration of a State of Emergency by the City of Woodburn is the first step in accessing disaster assistance but must first go through Marion County if there isa request for state assistance. The Woodburn City Council has legal authority under ORS 401 to declare a local State of Emergency. c.If a quorum of councilors cannot be assembled within a reasonable period, the authority to declare a state of emergency is delegated to the City Manager. If the City Manageris unable to act due to absence or incapacity, the Emergency Program Manager is delegated authority. If in the judgment of the Incident Commander, time does not permit access to the others authorized, the Incident Commander may declare a state of emergency. The City Council shall convene as soon as practical to ratify the state of emergency declaration.”. ODEM has set forth the following criteria necessary in declaring a local emergency: i.Incident time and date. ii.Describe the circumstances impacting an identified area. iii.Identify the problems for which assistance is needed. iv.Clearly state what has been done locally to respond to the impact and needs. 2.Marion County Declaration Process a.When an emergency or disaster arises, and it is determined conditions have progressed past the staffing power, equipment, or other resource capabilities of the affected municipality, the County Emergency Management Director will request the following officials activate this EOP and the County EOC: i.Public Works Director or designee. ii.Emergency Management Board Designee (EMBD). b.Marion County’s local declaration process involves an escalation through the EMBD for a formal declaration of emergency or disaster. The declaration will be forwarded to the State of Oregon through OERS and ODEM for review by the Governor. If the Governor issues an emergency or disaster declaration, ODEM will be contacted via OERS for allocation of State resources to support the response. c.Resource requests and emergency/disaster declarations must be submitted by the City Emergency Program Manager to the County EMD according to provisions outlined under ORS Chapter 401. The request for a State of Emergency declaration will be documented using the Emergency Declaration Template and should be accompanied by a current Incident Status Report (ICS Form 209: Incident Status Summary). The declaration may be communicated via radio, fax, 405 57 or telephone and followed by a hard copy submission. d.Assign responsibility for implementation of the EOP. e.In the case of emergencies involving fires threatening life and structures, the Conflagration Act (ORS 476.510) can be invoked by the Governor through the Office of State Fire Marshal. This act allows the State Fire Marshal to mobilize and fund fire resources throughout the State during emergency situations. The Woodburn Fire District Fire Chief and Marion County Fire Defense Board Chief will assess the status of the incident(s) and, after all criteria have been met for invoking the Conflagration Act, notify the State Fire Marshal via OERS.The State Fire Marshal reviews the information and notifies the Governor, who authorizes the act. B.Command Responsibility for Specific Actions 1.General guidance of emergency operations a.Designate individuals or departments responsible for overseeing and providing direction for emergency response operations. b.The City Emergency Program Manager has the responsibility for maintaining the readiness of the EOC and identifying and training support staff. City departments will be requested to designate personnel who can be made available to be trained by the City Emergency Planning Group and to work in the EOC during a major disaster. Other departments may be requested to aid in a major emergency. 2.Inter-jurisdictional Coordination a.Municipalities The city is responsible for the direction and control of city resources during emergencies, including requesting additional resources from mutual aid sources. For resources not covered under mutual aid, requests shall be directed to Marion County Emergency Management. b.Mutual Aid State law (ORS 402.010 and 402.015) authorizes the City to enter into cooperative assistance agreements with public and private agencies in accordance with their needs. Personnel, supplies, and services may be used by a requesting agency if the granting agency cooperates and extends such services. State law (ORS 402.210) authorizes the creation of an intrastate mutual assistance compact among local governments within the State. The compact streamlines the process by which a local government requests assistance and temporarily acquires resources. c.Special Service Districts These districts provide services such as fire protection and water delivery systems not provided by city or county government. Each is governed by an elected Board of Directors and has policies separate from city and county government. They often overlap with city and county boundary lines and thus may serve as primary responders to emergencies within their service districts. d.Private Sector Disaster response by local government agencies may be augmented by business, industry, and volunteer organizations. The Emergency Program Manager(or designee) will coordinate response efforts with business and industry; this includes aiding, as appropriate, in action taken by industry to meet state 406 58 emergency preparedness regulations governing businesses providing essential services, such as utility companies. Schools, hospitals, nursing/care homes and other institutional facilities are required by Federal, State, or local regulations to have disaster plans. The Emergency Program Managerwill also work with voluntary organizations to provide certain services in emergency situations, typically through previously established agreements. In the preparedness context, essential training programs will be coordinated by the sponsoring agencies of such organizations as the American Red Cross, faith-based groups, amateur radio clubs, Community Emergency Response Teams (CERT), etc. e.County Government Marion County Emergency Management, as defined in the County EOP, provides direct county agency support at the local level and serves as a channel for obtaining resources from outside the county structure, including the assistance provided by State, regional, and Federal agencies. Local resources (personnel, equipment, funds, etc.) should be exhausted or projected to be exhausted before the County requests State assistance. f.State Government TheOregon Department of Emergency Management, as defined in the State of Oregon CMEP provides support to the local level and serves as a channel for obtaining resources from outside the State structure, including the assistance provided by the Federal government. The state will work through the county to provide resources. g.Federal Government The ODEM may ask for assistance from the Federal Government; this is done in dire circumstances. State emergency management will ask for an initial damage assessment from the county, to present to FEMA. If the costs meet the threshold, a Presidential Declaration may be declared, and locals are able to work with FEMA to recover 75% of costs associated with responding to the disaster. 3.Transition to Recovery a.Demobilization As the emergency progresses and the immediate response subsides, a transition period will occur during which emergency responders will hand responsibility for active coordination of the response to agencies or organizations involved with short- and long-term recovery operations. b.Recovery Recovery comprises steps the city will take during and after an emergency to restore government function and community services to levels existing prior to the emergency. Recovery is both a short- and long-term process. Short-term operations seek to restore vital services to the community and provide for the basic needs of the public, such as bringing necessary lifeline systems (e.g., power, communication, water and sewage, disposal of solid and hazardous waste, or removal of debris) to an acceptable standard while providing for basic human needs (e.g., food, clothing, and shelter). Once stability is achieved, the city can concentrate on long-term recovery efforts, which focus on restoring the community to a normal or improved situation. The recovery period is also an opportune time to institute mitigation measures, particularly those related to the recent emergency. This is also the phase of reassessing the applications, 407 59 processes, and functions of all annexes of this disaster plan for deficiencies. Resources to restore or upgrade damaged areas may be available through grants, if it can be shown additional repairs will mitigate or lessen the chances of damage caused by another similar disaster in the future. C.Incident Command System In Oregon, implementation of NIMS and ICS is necessary during an emergency incident. NIMS is a comprehensive, national approach to incident management, applicable to all jurisdictional levels and across functional disciplines. ICS is a standardized, flexible, and scalable, all-hazard incident management system designed to be utilized from the time an incident occurs and continue until the need for management and operations no longer exists. The ICS structure can be expanded or contracted, depending on the incident’s changing conditions. The system consists of practices for managing resources and activities during an emergency response. It can be staffed and operated by qualified personnel from any emergency service agency and may involve personnel from a variety of disciplines. As such, the system can be utilized for any type or size of emergency, ranging from a minor incident involving a single unit to a major emergency involving several agencies and spanning numerous jurisdictions. ICS allows agencies to communicate using common terminology and operating procedures. It also allows for effective coordination and allocation of resources throughout an incident’s duration. The City has established a NIMS/ICS compliant EOC command structure, supporting activation and operational procedures, and position checklists. This information is contained within this EOP; however, this document is not an EOC manual. A typical ICS organizational chart for the city is presented in Figure 1-7. Incident Executive CommanderGroup Liaison OfficerPIO Safety Officer Operations Planning Logistics Finance/ ChiefChiefChiefAdmin. Chief Figure 1-7 Incident Command Structure Plain language will be used during a multi-jurisdictional emergency response occurring in the city and is essential to public safety, especially the safety of first responders and those 408 60 affected by the incident. The use of common terminology enables area commanders, State and local EOC personnel, Federal operational coordinators, and responders to communicate clearly with each other and effectively coordinate response activities, regardless of an incident’s size, scope, or complexity. The ability of responders from different jurisdictions and disciplines to work together depends greatly on their ability to communicate with each other. In certain instances, more than one ICS position may be managed by a single staff person due to limited personnel and resources available in the city. Thus, it is imperative for all primary and alternate EOC staff to be trained inICS functions as well as those in their areas of expertise. Regularly exercising ICS, including sub-functions and liaison roles with volunteers and other support staff, will improve overall EOC operation efficiency and add depth to the existing City emergency management programand response organizations. 1.Command Staff a.Incident Commander The IC is responsible for the following tasks: i.Approve and support implementation of an Incident Action Plan (IAP). ii.Coordinate activities supporting the incident or event. iii.Approve release of information through the PIO. iv.Perform the duties of the command staff if no one is assigned to the position. v.Establish an on-scene command post at the scene to maintain close contact and coordination with the EOC. b.Safety Officer The Safety Officer is generally responsible for the following tasks: i.Identify initial hazards, determine personal protective equipment requirements, and define decontamination areas. ii.Implementing site control measures. iii.Monitor and assess the health and safety of response personnel and support staff (including EOC staff). iv.Prepare and implement a site Health and Safety Plan and update the IC regarding safety issues or concerns, as necessary. v.Exercise emergency authority to prevent or stop unsafe acts. c.Public Information Officer A lead PIO will coordinate and manage a larger public information network representing local, County, regional, and State agencies, tribalentities, political officials, and other emergency management stakeholders. The PIO’s duties include the following tasks: i.Develop and coordinate the release of information to incident personnel, media, and the public. ii.Coordinate information sharing among the public information network using a Joint Information System and, if applicable, establishing and staffing a Joint Information Center. iii.Implement information clearance processes with the IC. iv.Conduct and/or manage media briefings and implement media-monitoring activities. 409 61 d.Liaison Officer Specific liaison roles may be incorporated into the command structure established at the City and/or County EOC, depending on the type of emergency incident. Liaisons represent entities and organizations such as hospitals, school districts, tribes, public works/utility companies, and volunteer services such as the American Red Cross. Responsibilities typically associated with the liaison role include the following tasks: i.Serve as the contact point for local government officials, agency or tribal representatives, and stakeholders. ii.Coordinate information and incident updates among interagency contacts, including the public information network. iii.Provide resource status updates and limitations among personnel, capabilities, equipment, and facilities to the IC, government officials, and stakeholders. iv.The annexes attached to this plan contain general guidelines for the city governmental entities, organizations, county officials and departments to carry out responsibilities assigned at the City EOC or other designated facility where response efforts will be coordinated. 2.General Staff a.Operations Chief The Operations Chief position is typically filled by the lead agency managing response activities for a specific type of incident. The Operations section is organized into functional units representing agencies involved in tactical operations. The following agencies are typically included in the Operations Section: i.Fire (emergencies dealing with fire, earthquake with rescue, or hazardous materials). ii.Law Enforcement (incident(s) involving civil disorder/disturbance, significant security/public safety concerns, transportation-related accidents, and/or criminal investigations). iii.Public Health Officials (contamination issues, disease outbreaks, and/or emergency incidents posing threats to human, animal, and environmental health). iv.Public Works (incidents resulting in major utility disruptions, damage to critical infrastructure, and building collapse). v.Private entities, companies, and NGOs may also support the Operations section. The Operations Chief is responsible for the following tasks: i.Provide organizational support and direct the implementation of operational plans and field response activities. ii.Develop and coordinate tactical operations to carry out the Incident Action Plan. iii.Manage and coordinate various liaisons representing community response partners and stakeholders. iv.Direct IAP tactical implementation. v.Request resources needed to support the IAP. 410 62 b.Planning Chief The Planning section is responsible for forecasting future needs and actions related to the response effort while ensuring implementation of appropriate procedures and processes. This section is typically supported by four primary units: Resources, Situation, Documentation, and Demobilization. The Planning Chief is responsible for the following tasks: i.Collect, evaluate, and distribute information regarding the incident and provide a status summary. ii.Prepare and disseminate the IAP. iii.Conduct planning meetings and develop alternatives for tactical operations. iv.Maintaining resource status. c.Logistics Chief The Logistics section is typically supported by the units responsible for Supply, Food, Communications, Medical, Facilities, and Ground Support. Depending on the incident’s type and size, these units can be divided into two branches: Service and Support. The Logistics Chief is responsible for the following tasks: i.Provide and manage resources to meet the needs of incident personnel. ii.Manage various coordination of resources, such as transportation-related equipment, EOC staff support services, supplies, facilities, and personnel. iii.Estimate future support and resource requirements. iv.Assist with development and preparation of the IAP. 3.Finance/Administration a.The Finance/Administration Section is specific to the type of incident and severity of resulting impacts. In some instances, agencies may not require assistance, or only a specific function of the section may be needed. These functions can be staffed by a technical specialist in the Planning section. Potential units assigned to this section include: i.Compensation/Claims, Procurement, Cost, and Time. ii.Monitoring costs related to the incident. iii.Maintaining accounting, procurement, and personnel time records. iv.Conducting cost analyses. D.Unified Command In some incidents, several organizations may share response authority. ICS has the advantage of combining different local, County, regional, State, and Federal agencies into the same organizational system, maximizing coordination of response activities, and avoiding duplication of efforts. A structure called Unified Command (UC) allows the IC position to be shared among several agencies and organizations, each with jurisdiction. UC members retain their original authority but work to resolve issues in a cooperative fashion to enable a more efficient response and recovery. In a large incident involving multiple jurisdictions and/or regional, State, and Federal response partners, a UC may replace a single organization IC. Each of the four primary ICS sections may be further subdivided, as needed. In smaller situations, where additional people are not required, the IC will directly manage all aspects of the incident organization. 411 63 E.Emergency Operations Center Response activities will be coordinated from an EOC and will be activated upon notification of a possible or actual emergency and based upon the incident level of the emergency. The EOC will track, manage, and allocate appropriate resources and personnel. During large- scale emergencies, the EOC will, in fact, become the seat of government for the duration of the crisis. 1.EOC Activation a.During emergency operations and upon activation, the EOC staff will assemble and exercise direction and control, as outlined below. b.The EOC will be activated by the City Manager, Mayor, City Council, Emergency Program Manager, or IC. The IC will assume responsibility for all operations and direction and control of response functions. c.The Emergency Program Managerwill determine the level of staffing required and will alert the appropriate personnel, agencies, and organizations. d.Emergency operations will be conducted by city departments, augmented as required by trained reserves, volunteer groups, and forces supplied through mutual aid agreements. County, State, and Federal support will be requested if the situation dictates. e.Communications equipment in the EOC will be used to receive information, disseminate instructions, and coordinate emergency operations. f.Department heads and organization leaders are responsible for emergency functions assigned to their activities, as outlined in their respective annexes. g.The EOC will normally operate on a 24-hour basis, rotating on 12-hour shifts, or as needed. h.As soon as itispractical, the IC will notify the County when the city EOC is activated. County Emergency Management should be briefed, and a preliminary determination made of whether a request for disaster declaration is likely. i.Periodic updates will be issued to Marion County Emergency Management as the situation requires. 2.Emergency Operations Center Location a.The City of Woodburn EOC is established at a location in which City officials can receive information relevant to the emergency and provide coordination and control of emergency operations. The primary location for the City EOC is: Woodburn Police Department 1060 Mount Hood Avenue Woodburn, OR 97071 b.If necessary, an alternate location for the City EOC is: Woodburn Fire District Station #21 1776 Newberg Highway Woodburn, Oregon 97071 If environmental conditions do not allow direction and control functions to be 412 64 conducted from any of the above facilities, alternate locations will be identified, selected, and announced by the Emergency Program Manager. If during an emergency it becomes necessary to relocate the EOC, the Emergency Program Manager will designate a facility and alert all responding agencies and the County of the new EOC location and revised contact information. If time allows, the relocated EOC will be confirmed as operational prior to the deactivation of the existing EOC. The existing EOC will be closed in accordance with de-activation procedures. 413 65 Page intentionally left blank 414 66 VI.Information Collection and Dissemination A.Information Collectionand Dissemination 1.Disaster information managed by the City of Woodburn Emergency Operations Center is coordinated through agency representatives located in the EOC. These representatives collect information from and disseminate information to counterparts in the field. These representatives also disseminate information within the EOC that can be used to develop courses of action and manage emergency operations. 2.Detailed procedures that identify the type of information needed, where it is expected to come from, who uses the information, how the information is shared, the format for providing the information, and specific times the information is needed are maintained at the City of Woodburn EOC or at the City Records Office. 3.The Planning Section (if utilized) in the EOC will be responsible for the collection, analysis, and dissemination of incident-specific information through various mechanisms, including situation status reports, briefings, email communication, maps, and graphics. 4.During an activation of the EOC, a situation report will be developed and issued at the end of each operational period or more frequently if necessary. Each department will gather and provide information to the Planning Section. The Planning Section will be responsible for analyzing and developing a draft situation report that will be reviewed and approved by the EM Program Manager before release. 415 67 Page intentionally left blank 416 68 VII.Communications A.Communications Traditional communication lines, such as landline telephones, cellular phones, internet/e- mail, and radio, will be used by city response personnel throughout the duration of response activities. The City of Woodburn has access to the public alerting system called Everbridge. METCOM 9-1-1 is co-located with the police department and has the ability to activate emergency public alerts as well as IPAWS (Integrated Public Alert and Warning System). The Emergency Program Manager shall provide the public with educational/ instructional materials and presentations on subjects regarding safety practices and survival tactics for the first 72 hours of a disaster. Emergency notification procedures are established among the response community, and call-down lists are updated and maintained through each individual agency or department. 1.External partners can be activated and coordinated through city EOC communications. 2.Alert and Warning (Woodburn Police Department) a.Once an emergency has occurred, the following tasks are necessary to ensure the proper agencies are notified, helping to facilitate a quick and coordinated response. b.Disseminate emergency public information, as requested. c.Receive and disseminate warning information to the public and key County and City officials and mobilize City staff as necessary. d.Prepare and maintain supporting SOPs and annexes. 3.Communication Systems (Woodburn Police Department and METCOM 911) 4.The following tasks are necessary to ensure the city maintains reliable and effective communication among responders and local government agencies during an emergency: a.Establish and maintain emergency communications systems for all city departments (including the Woodburn Fire District). b.Manage and coordinate all emergency communications operated within the EOC, once activated. c.Coordinate use of all public and private communication systems necessary during emergencies. d.Maintain internal notification/call rosters. e.Maintain a communications link between the EOC and field operations. f.Participate in the emergency planning process; prepare and maintain SOPs and annexes supporting this plan. 417 69 Page intentionally left blank 418 70 VIII.Administration, Finance, and Logistics A.General Policies This section outlines general policies for administering resources, including the following: 1.Funding and Accounting a.During an emergency, the city is likely to find it necessary to redirect city funds to effectively respond to the incident. The authority to adjust department budgets and funding priorities rests with the City Council; emergency procurement authority is delegated to the City Manager with the approval of the City Council. If an incident in the city requires major redirection of city fiscal resources, the City Council will meet in an emergency session to decide how to respond to the emergency funding needs, declare a State of Emergency, and request assistance through the county as necessary. If a quorum of councilors cannot be reached, and if a prompt decision will protect lives, city resources and facilities, or private property, the City Council, or their designee, may act on emergency funding requests. The Mayor and City Council will be advised of such actions as soon as practical. b.If an incident in the city requires major redirection of the city’s fiscal resources, the following general procedures will be followed: i.The City Council will meet in an emergency session to decide how to respond to the emergency funding needs. ii.The City Council will declare a State of Emergency and request assistance through the County. iii.If a quorum of Councilors cannot be reached, and if a prompt decision will protect lives, City resources and facilities, or private property, the City Manager (or designee) may act on emergency funding requests. The Mayor and City Council will be advised of such actions as soon as practical. iv.To facilitate tracking of financial resources committed to the incident, and to provide the necessary documentation, a discrete charge code for all incident-related personnel time, losses, and purchases will be established by the Finance Section. 2.Records and Reports a.Resource requests and emergency/disaster declarations must be submitted by the City Emergency Program Manager to the County EMD according to provisions outlined under ORS Chapter 401. The request for a State of Emergency declaration will be documented using the Emergency Declaration Template and should be accompanied by a current Incident Status Report (ICS Form 209: Incident Status Summary). The declaration may be communicated via radio, fax, or telephone and followed by a hard copy, with the signature of the official, for submission. b.The Emergency Program Manager of the City (or designee) is responsible for the direction and control of the city’s resources during an emergency and for requesting additional resources required for emergency operations. All assistance requests are to be made through County Emergency Management. The County 419 71 Emergency Management processes subsequent assistance requests to the State. The EOC will coordinate and incorporate County, State, and Federal resources into the emergency response. c.In the case of emergencies involving fires threatening life and structures, the Conflagration Act (ORS 476.510) can be invoked by the Governor through the Oregon Department of the State Fire Marshal. This act allows the State Fire Marshal to mobilize and fund fire resources throughout the State during emergency situations. The Woodburn Fire District Fire Chief and Marion County Fire District Defense Board will assess the status of the incident(s) and, after all criteria have been met for invoking the Conflagration Act, notify the State Fire Marshal via OERS. The State Fire Marshal reviews the information and notifies the Governor, who authorizes the act. 3.Agreements and Understandings a.State law (ORS 401.480 and 401.490) authorizes local governments to enter into Cooperative Assistance Agreements with public and private agencies in accordance with their needs e.g., the ORCAA Oregon Resource Coordination Assistance Agreement. Personnel, supplies, and services may be used by a requesting agency if the granting agency cooperates and extends such services. Without a mutual aid pact, however, both parties must be aware State statutes do not provide umbrella protection except in the case of fire suppression pursuant to ORS 476 (the Oregon State Emergency Conflagration Act). b.Existing Mutual Aid Agreements are identified in Appendix B of this plan. c.The City of Woodburn will develop and maintain mutual aid agreements, both formal and informal, facilitating the availability and delivery of additional resources to the scene of an emergency. Each department is responsible for developing the agreements necessary to augment available resources. Copies of these documents can be accessed in each department, through the emergency file located in the City Recorder’s Office and employee web portal. During an emergency, a local declaration may be necessary to activate these agreements and allocate appropriate resources. Once mutual aid and intergovernmental agreements are activated, the EOC will coordinate mutual aid and neighboring jurisdiction resources into the emergency response. 4.Assistance Stipulations a.Local policies that have been established regarding the use of volunteers or accepting donated goods and services should be summarized. Elements that should be addressed in this section include: i.Administration of insurance claims ii.Consumer protection iii.Duplication of benefits iv.Nondiscrimination v.Relief assistance vi.Preservation of environment and historic properties 5.Additional Policies a.When the resources of citygovernment are exhausted or when a needed capability 420 72 does not exist within the city government, the city will contact the county. If the county does not have the capability, they county can contact the state for assistance. b.The incident commander will submit periodic situation reports through the planning chief during a major disaster. 421 73 Page intentionally left blank 422 74 IX.Plan Development and Maintenance A.Plan Development 1.The City of Woodburn Emergency Management Program Manager is responsible for developing, maintaining, and distributing the city EOP. 2.The EOP has been developed by Alliance Solutions Group with assistance and input from City departments and partner organizations. B.Plan Maintenance 1.Requirements a.The Emergency Management Program Manager will maintain, distribute, and update the EOP. Responsible officials should recommend changes and provide updated information periodically (e.g., changes of personnel and available resources). Revisions will be forwarded to people on the distribution list. b.Directors of supporting agencies have the responsibility of maintaining internal plans, SOPs, and resource data to ensure prompt and effective response to and recovery from emergencies and disasters. 2.Review and Update a.This EOP will be reviewed annually on or before November 1, to update call lists, resources, ordinances, and resolutions. The EOP will be formally reviewed and re-promulgated every five years to comply with State requirements. The Emergency Program Manager will coordinate with the Emergency Planning Coordinator to facilitate this review. The review will include participation by the emergency planning group and agencies supporting this plan. This planning group shall consist of designated representatives of the City Council, City Manager, the Police Chief, the Fire Chief (Woodburn Fire District), the Marion County Emergency ManagementDirector, and Woodburn Public Works Director. Through the planning group the EOP will be evaluated by multiple jurisdictions and organizations which will allow for improved coordination during a disaster. This review will: i.Verify contact information. ii.Review the status of resources noted in the plan. iii.Evaluate the procedures outlined in this plan to ensure their continued viability. Recommended changes should be forwarded to: City Manager City Hall 270 Montgomery Street Woodburn, OR 97071 In addition, lead agencies will review the annexes and appendices assigned to their respective departments. Any changes in the plan will be noted in the Record of Plan Changes. 3.Changes should be made to plans and appendices when the documents are no longer current. Changes in planning documents may be needed: a.When hazard consequences or risk areas change. b.When the concept of operations for emergencies changes. c.When departments, agencies, or groups that perform emergency functions are reorganized and can no longer perform the emergency tasks laid out in planning 423 75 documents. d.When warning and communications systems change. e.When additional emergency resources are obtained through acquisition or agreement, the disposition of existing resources changes, or anticipated emergency resources are no longer available. f.When a training exercise or an actual emergency reveals significant deficiencies in existing planning documents. 4.Methods of updating planning documents a.A formal change is a complete rewrite of an existing EOP or appendix that essentially results in a new document. Revision is advisable when numerous pages of the document must be updated, when major portions of the existing document must be deleted or substantial text added, or when the existing document was prepared using a word processing program that is obsolete or no longer available. Revised documents should be given a new date and require new signatures by officials. b.A revision to a planning document involves updating portions of the document by making specific changes to a limited number of pages. Changes are typically numbered to identify them and are issued to holders of the document with a cover memorandum that has replacement pages attached. The cover memorandum indicates which pages are to be removed and which replacement pages are to be inserted in the document to update it. The person receiving the change is expected to make the required page changes to the document and then annotate the record of changes at the front of the document to indicate that the change has been incorporated into the document. A change to a document does not alter the original document date; new signatures on the document need not be obtained. 424 76 X.Authorities and References A.Legal Authority In the context of this EOP, a disaster or major emergency is characterized as an incident requiring the coordinated response of all government levels to save lives, protect property, and the environment. This plan is issued in accordance with, and under the provisions of, ORS Chapter 401, which establishes the authority for the highest elected official of the City Council to declare a State of Emergency. The city conducts all emergency functions in a manner consistent with NIMS. As approved by the City Council, the Emergency Planning Group has been identified as the lead agency in the EMO.The Woodburn PoliceChief, given the collateral title of Emergency Program Manager, has the authority and responsibility for the organization, administration, and operations of Emergency Management duties. Table 1-8 sets forth the Federal, State, and local legal authorities upon which the organizational and operational concepts of this EOP are based. Table 1-8Legal Authorities Federal Homeland Security Act of 2002 (Public Law 107-296). (2002). Retrieved from U.S. Department of Homeland Security Robert T. Stafford Disaster Relief and Emergency Assistance. (2013, April). Retrieved from FEMA Homeland Security Policy Directive / HSPD-5: Management of Domestic Incidents. (n.d.) Presidential Policy Directive / PPD-8: National Preparedness. (N.d.). Retrieved from U.S. Department of Homeland Security State of Oregon Oregon Revised Statues (ORS) 2017 Edition. Chapter 401 through 404. (2017). Retrieved from Oregon Legislature State of Oregon Comprehensive Emergency Management Plan. (2023-2026). Retrieved from Oregon Department of Emergency Management Marion County The emergency ordinance of Marion County, Chapter 2.35;authority granted to the Marion County Board of Commissioners (1994) Marion County Emergency Operations Plan (2025-2030), as amended City of Woodburn Ordinance No.2315Emergency Management City of Woodburn 425 77 This page intentionally left blank 426 78 XI.Appendix A Emergency Declaration Form DECLARATION OF EMERGENCY To: __________________________, Marion County Emergency Management From: ___________________________, City of Woodburn, Oregon At _____________ (time) on ____________ (date), a/an ___________________________________________________ (description of emergency incident or event type) occurred in the City of Woodburn threatening life and property. The current situation and conditions are: _________________________________________________________________ __________________________________________________________________ __________________________________________________________________ The geographic boundaries of the emergency are: _________________________________________________________________ _________________________________________________________________ WE DO HEREBY DECLARE A STATE OF EMERGENCY NOW EXISTS IN THE CITY OF WOODBURNAND THE CITY HAS EXPENDED OR WILL SHORTLY EXPEND ITS NECESSARY AND AVAILABLE RESOURCES.WE RESPECTFULLY REQUEST THE COUNTY PROVIDE ASSISTANCE, CONSIDER THE CITY AN "EMERGENCY AREA" AS PROVIDED FOR IN ORS 401, AND, AS APPROPRIATE, REQUEST SUPPORT FROM STATE AGENCIES AND/OR THE FEDERAL GOVERNMENT. Signed: ___________________________________________________________ Title: ____________________________ Date & Time: __________________ This request may be passed to the County via radio, telephone, or FAX.The original signed document must be sent to the County Emergency Management Office, with a copy placed in the final incident package. 427 79 Page intentionally left blank 428 80 XII.Appendix B Mutual Aid Agreements NOTE: For information on the City of Woodburn Mutual Aid Agreements contact the City Manageror Emergency Program Manager. 429 81 Page intentionally left blank 430 82 XIII.Appendix C Glossary of Terms Actual Occurrence: A disaster (natural or man-made) warranting action to protect life, property, environment, public health or safety. Natural disasters include earthquakes, hurricanes, tornadoes, floods, etc.; man-made (either intentional or accidental) incidents can include chemical spills, terrorist attacks, explosives, biological attacks, etc. After-Action Report:The After-ActionReport documents the performance of exercise- related tasks and makes recommendations for improvements. The Improvement Plan outlines the actions the exercising jurisdiction(s) plans to take to address recommendations contained in the After-Action Report. Agency: A division of government with a specific function offering a particular kind of assistance.In ICS, agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Agency Representative: A person assigned by a primary, assisting, or cooperating State, local, or tribal government agency or private entity who has been delegated authority to make decisions affecting the represented agenciesor organization’s participation in incident management activities following appropriate consultation with the agency leadership. All Hazards: Any incident caused by terrorism, natural disasters, or any CBRNE accident.Such incidents require a multi-jurisdictional and multi-functional response and recovery effort. Area Command (Unified Area Command): An organization established (1) to oversee the management of multiple incidents being handled by separate ICS organizations or (2) to oversee the management of large or multiple incidents to which several incident management teams have been assigned. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources according to priorities, ensure incidents are properly managed, and ensure objectives are met and strategies followed. Area Command becomes Unified Area Command when incidents are multi- jurisdictional. Area Command may be established at an emergency operations center facility or at some location other than an incident command post. Assessment: The evaluation and interpretation of measurements and other information to provide a basis for decision making. Assisting Agency: An agency or organization providing personnel, services, or other resources to the agency with direct responsibility for incident management.See also Supporting Agency. Audit: Formal examination of an organization or individual’s accounts; a methodical examination and review. Branch: The organizational level having functional or geographical responsibility for major aspects of incident operations. A branch is organizationally situated between the section and the division or group in the Operations Section, and between the section and units in the Logistics Section.Branches are identified using Roman numerals or by functional area. 431 83 Chain-of-Command: A series of command, control, executive, or management positions in hierarchical order of authority. Check-In: The process through which resources first report to an incident.Check-in locations include the incident command post, Resources Unit, incident base, camps, staging areas, or directly on the site. Chief: The ICS title for individuals responsible for managing the following functional sections: Operations, Planning, Logistics, Finance/Administration, and Intelligence (if established as a separate section). Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority. Command Staff: In an incident managementstructure, the Command Staff consists of the Incident Commander; the special staff positions of Public Information Officer, Safety Officer, Liaison Officer; and other positions as required, who report directly to the Incident Commander. They may have an assistant or assistants, as needed. Common Operating Picture: A broad view of the overall situation as reflected by situation reports, aerial photography, and other information or intelligence. Communications Unit: An organizational unit in the Logistics Section responsible for providing communication services at an incident or an EOC. A Communications Unit may also be a facility (e.g., a trailer or mobile van) used to support an Incident Communications Center. Cooperating Agency: An agency supplying assistance other than direct operational or support functions or resources to the incident management effort. Corrective Action: Improved procedures based on lessons learned from actual incidents or from training and exercises. Corrective Action Plan: A process implemented after incidents or exercises to assess, investigate, and identify and implement appropriate solutions to prevent repeating problems encountered. Critical Infrastructure: Systems and assets, whether physical or virtual, vital to the United States because incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters. Deputy: A fully qualified individual who, in the absence of a superior, can be delegated the authority to manage a functional operation or perform a specific task.In some cases, a deputy can act as relief for a superior and, therefore, must be fully qualified in the position. Deputies can be assigned to the Incident Commander, General Staff, and Branch Directors. Disciplines: A group of personnel with similar job roles and responsibilities. (e.g. law enforcement, firefighting, HazMat, EMS). Division: The partition of an incident into geographical areas of operation.Divisions are established when the number of resources exceeds the manageable span of control of the Operations Chief. A division is located within the ICS organization between the branch and resources in the Operations Section. Emergency Operations Centers: The physical location at which the coordination of information and resources to support domestic incident management activities normally takes place. An EOC may be a temporary facility or may be ina more central or 432 84 permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOCs may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., Federal, State, regional, County, City, tribal), or some combination thereof. Emergency Operations Plan: The “steady state” plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards. Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas, and their reception and care in safe areas. Evaluation: The process of observing and recording exercise activities, comparing the performance of the participants against the objectives, and identifying strengths and weaknesses. Event: A planned, non-emergency activity. ICS can be used as the management system for a wide range of events, e.g., parades, concerts, or sporting events. Exercise: Exercises are a planned and coordinated activity allowing homeland security and emergency management personnel (from first responders to senior officials) to demonstrate training, exercise plans, and practice prevention, protection, response, and recovery capabilities in a realistic but risk-free environment.Exercises are a valuable tool for assessing and improving performance, while demonstrating community resolve to prepare for major incidents. Federal: Of or pertaining to the Federal Government of the United States of America. Federal Preparedness Funding: Funding designated for developing and/or enhancing State, Territorial, local, and tribal preparedness capabilities.This includes all funding streams directly or indirectly that support Homeland Security initiatives, e.g. Center for Disease Control and Health Resources and Services Administration preparedness funds. General Staff: A group of incident management personnel organized according to function and reporting to the Incident Commander. The General Staff normally consists of the Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief. Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. Hazard: Something potentially dangerous or harmful, often the root cause of an unwanted outcome. Homeland Security Exercise and Evaluation Program (HSEEP): A capabilities- and performance-based exercise program providing a standardized policy, methodology, and language for designing, developing, conducting, and evaluating all exercises. Homeland Security Exercise and EvaluationProgram also facilitates the creation of self-sustaining, capabilities-based exercise programs by providing tools and resources such as guidance, training, technology, and direct support. For additional information please visit the Homeland Security Exercise and Evaluation Program toolkit at http://www.hseep.dhs.gov. Improvement Plan: The After-ActionReport documents the performance of exercise- related tasks and makes recommendations for improvements.The Improvement Plan 433 85 outlines the actions the exercising jurisdiction(s) plans to take to address recommendations contained in the After-Action Report. Incident: An occurrence, naturally or human-caused, requiring an emergency response to protect life or property.Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response. Incident Action Plan: An oral or written plan containing general objectivereflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments providing direction and important information for managing the incident during one or more operational periods. Incident Command Post: The field location at which the primary tactical-level, on- scene incident command functions are performed. The ICP may be collocated with the incident base or other incident facilities and is normally identified by a green rotating or flashing light. Incident Command System: A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure reflecting the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to both small and large, complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations. Incident Commander: The individual responsible for all incident activities, including the development of strategies and tactics, ordering, and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site. Incident Management Team: The IC and appropriate Command and General Staff personnel assigned to an incidentwho have specific training to respond to anemergency incident. Incident Objectives: Statements of guidance and direction necessary for selecting appropriate strategiesand the tactical direction of resources.Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow strategic and tactical alternatives. Interagency: An organization or committee comprised of multiple agencies. Interoperability & Compatibility: A principle of NIMS stipulating systems must be able to work together and should not interfere with one another if the multiple jurisdictions, organizations, and NIMS functions are to be effective in domestic incident management.Interoperability and compatibility are achieved by such tools as common communications and data standards, digital data formats, equipment standards, and design standards. (Department of Homeland Security, National Incident Management System (October 2017) 434 86 Joint Information Center: A facility established to coordinate all incident-related public information activities.It is the central point of contact for all news media at the scene of the incident.Public information officials from all participating agencies should collocate at the Joint Information Center. Joint Information System: Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, timely information during crisis or incident operations.The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues affecting a response effort; and controlling rumors and inaccurate information to maintain public confidence in the emergency response effort. Jurisdiction: A range or sphere of authority.Public agencies have jurisdiction on an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., City, County, tribal, State, or Federal boundary lines) or functional (e.g., law enforcement, public health). Lessons Learned: Knowledge gained through operational experience (actual events or exercises) leading to the improved performance of others in the same discipline. Liaison: Communicationor cooperation which facilitates a close working relationship between people or organizations. Liaison Officer: A member of the Command Staff responsible for coordinating with representatives from cooperating and assisting agencies. Local Government: A County, municipality, City, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under State law), regional or interstate government entity, or agency or instrumentality of a local government; an Indigenous tribe or authorized tribal organization, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity.See Section 2 (10), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002). Logistics Section: The section responsible for providing facilities, services, and material support for the incident. Major Disaster: As defined under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5122), a major disaster is: “Any natural catastrophe (including any hurricane, tornado, storm, high water, wind- driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought), or, regardless of cause, any fire, flood, or explosion, in any part of the United States, which in the determination of the President causes damage of sufficient severity and magnitude to warrant major disaster assistance under this Act to supplement the efforts and available resources of States, tribes, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.” Mitigation: The activities designed to reduce or eliminate risks to persons or property or to lessen the actual or potential effects or consequences of an incident.Mitigation measures may be implemented prior to, during, or after an incident.Mitigation measures are often informed by lessons learned from prior incidents.Mitigation involves ongoing 435 87 actions to reduce exposure to, probability of, or potential loss from hazards.Measures may include zoning and building codes, floodplain buyouts, and analysis of hazard- related data to determine where it is safe to build or locate temporary facilities. Mitigation can include efforts to educate governments, businesses, and the public on measures they can take to reduce loss and injury. Mobilization: The process and procedures used by all organizations—State, local, and tribal—for activating, assembling, and transporting all resources requested to respond to or support an incident. Multiagency Coordination Entity: A multiagency coordination entity functions within a broader multiagency coordination system.It may establish priorities among incidents and associated resource allocations, de-conflict agency policies, and provide strategic guidance and direction to support incident management activities. Multiagency Coordination Systems: Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination.The components of multiagency coordination systems include facilities, equipment, emergency operation centers (EOCs), specific multiagency coordination entities, personnel, procedures, and communications.These systems assist agencies and organizations to fully integrate the subsystems of the NIMS. Multi-jurisdictional Incident: An incident requiring action from multiple agencies with jurisdiction to manage certain aspects of an incident.In ICS, these incidents will be managed under Unified Command. Mutual-Aid Agreement: Written agreement between agencies and/or jurisdictions stipulating they will assist one another on request, by furnishing personnel, equipment, and/or expertise in a specified manner. National Incident Management System: A system mandated by HSPD-5 which provides a consistent nationwide approach for State, local, and tribal governments; the private-sector, and non-governmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among State, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these as the ICS; multiagency coordination systems; training; identification and management of resources (including systems for classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources. Non-Governmental Organization: An entity with an association based on the interests of its members, individuals, or institutions and is not created by a government, but may work cooperatively with government.Such organizations serve a public purpose, not a private benefit. Examples of Non-Governmental Organizations include faith-based charity organizations and the American Red Cross. Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually not over 24 hours. Operations Section: The section responsible for all tactical incident operations.In ICS, it normally includes subordinate branches, divisions, and/or groups. 436 88 Personnel Accountability: The ability to account for the location and welfare of incident personnel. It is accomplished when supervisors ensure ICS principles and processes are functional and personnel are working within established incident management guidelines. Plain Language: Common terms and definitions understood by individuals from all responder disciplines. The intent of plain language is to ensure clear and accurate communication of information during an incident.For additional information, refer to http://www.fema.gov/pdf/emergency/nims/plain_lang.pdf . Planning Meeting: A meeting held as needed prior to and throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning.For larger incidents, the planning meeting is a major element in the development of the IAP. Planning Section: Responsible for the collection, evaluation, and dissemination of operational information related to the incident, and for the preparation and documentation of the IAP. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident. Preparedness: The range of deliberate, critical tasks and activities necessary to build, sustain, and improve the operational capability to prevent, protect against, respond to, and recover from domestic incidents. Preparedness is a continuous process. Preparedness involves efforts at all levels of government and between government and private-sector and nongovernmental organizations to identify threats, determine vulnerabilities, and identify required resources.Within NIMS, preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certification, and publication management. Preparedness Organizations: Groups providing interagency coordination for domestic incident management activities in a non-emergency context.Preparedness organizations can include all agencies with a role in incident management, for prevention, preparedness, response, or recovery activities.They represent a wide variety of committees, planning groups, and other organizations.These organizations meet and coordinate to ensure the proper level of planning, training, equipping, and other preparedness requirements within a jurisdiction or area occur. Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property.It involves applying intelligence and other information to a range of activities including countermeasures such as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature andsource of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice. Private Sector: Organizations and entities not part of any governmental structure.It includes for-profit and not-for-profit organizations, formal and informal structures, commerce and industry, and private voluntary organizations. 437 89 Public Information Officer (PIO): A member of the Command Staff responsible for interfacing with the public and media or with other agencies with incident-related information requirements. Qualification and Certification: This subsystem provides recommended qualification and certification standards for emergency responder and incident management personnel. It also allows the development of minimum standards for resources expected to have an interstate application. Standards typically include training, currency, experience, and physical and medical fitness. Recovery: The development, coordination, and execution of service- and site-restoration plans; the reconstitution of government operations and services; individual, private- sector, nongovernmental, and public-assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post-incident reporting; and development of initiatives to mitigate the effects of future incidents. Recovery Plan: A plan developed by a State, local, or tribal jurisdiction with assistance from responding Federal agencies to restore the affected area. Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC. Resource Management: Efficient incident management requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements; the use of special State, local, and tribal teams; and resource mobilization protocols. Resource Typing: Resource typing is the categorization of resources commonly exchanged through mutual aid during disasters. Resource typing definitions help define resource capabilities for ease of ordering and mobilization during a disaster. Resources Unit: Functional unit within the Planning Section responsible for recording the status of resources committed to the incident.This unit also evaluates resources currently committed to the incident, the effects additional responding resources will have on the incident, and anticipated resource needs. Response: Activities addressing short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice. 438 90 Safety Officer: A member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations and for developing measures for ensuring personnel safety. Scalability: The ability of incident managers to adapt to incidents by either expanding or reducing the resources necessary to adequately manage the incident, including the ability to incorporate multiple jurisdictions and multiple responder disciplines. Section: The organizational level having responsibility for a major functional area of incident management, e.g., Operations, Planning, Logistics, Finance/Administration, and Intelligence (if established).The section is organizationally situated between the branch and the Incident Command. Span of Control: The number of individuals a supervisor is responsible for, usually expressed as the ratio of supervisors to individuals. (Under NIMS, an appropriate span of control is between 1:3 and 1:7.) Staging Area: Location established where resources can be placed while awaiting a tactical assignment. The Operations Section manages Staging Areas. Standard Operating Procedures: A complete reference document detailing the procedures for performing a single function or several independent functions. Standardization: A principle of NIMS providing a set of standardized organizational structures (such as the ICS, multi-agency coordination systems, and public information systems) as well as requirements for processes, procedures, and systems designed to improve interoperability among jurisdictions and disciplines in various area, including: training; resource management; personnel qualification and certification; equipment certification; communications and information management; technology support; and continuous system improvement. (Department of Homeland Security, National Incident Management System (October 2017) State: When capitalized, refers to the governing body of Oregon. Strategic: Elements of incident managementare characterized by continuous long-term, high-level planning by organizations headed by elected or other senior officials. These elements involve the adoption of long-range goals and objectives, the setting of priorities,the establishment of budgets and other fiscal decisions, policy development, and the application of measures of performance or effectiveness. Strategy: The general direction selected to accomplish incident objectives set by the IC. Strike Team: A set number of resources of the same kind and type and including an established minimum number of personnel. Task Force: Any combination of resources assembled to support a specific mission or operational need.All resource elements within a Task Force must have common communications and a designated leader. Technical Assistance: Support provided to State, local, and tribal jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform the required activity (such as mobile home park design and hazardous material assessments). Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity involving an act dangerous to human life or potentially destructive of critical infrastructure or key resources and is a violation of the criminal laws of the United States or of any State or other subdivision of the United States in which it occurs and is intended to intimidate or coerce the civilian population or influence a government or affect the 439 91 conduct of a government by mass destruction, assassination, or kidnapping.See Section 2 (15), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002). Threat: An indication of possible violence, harm, or danger. Training: Specialized instruction and practice to improve performance and lead to enhanced emergency management capabilities. Tribal Nation (also known as an Indian Tribal Government): The governing body of any Indian or Alaska Native tribe, band, nation, pueblo, village, or community that the Secretary of the Interior acknowledges to exist as an Indian tribe under the Federally Recognized Indian Tribe List Act of 1994. (25 U.S.C. §§ 479a to 479a-1) (42 U.S.C. § 5122(6))” pg. 100, FEMA Tribal Declarations Interim Guidance. Tribal Nation (also known as an Indian Tribal Government):The governing body of any Indian or Alaska Native tribe, band, nation, pueblo, village, or community that the Secretary of theInterior acknowledges to exist as an Indian tribe under the Federally Recognized Indian Tribe List Act of 1994. (25 U.S.C. §§ 479a to 479a-1) (42 U.S.C. § 5122(6))” pg. 100, FEMA Tribal Declarations Interim Guidance. Unified Area Command: A Unified Area Command is established when incidents under an Area Command are multi-jurisdictional. Unified Command: An application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP. Unit: The organizational element having functional responsibility for a specific incident planning, logistics, or finance/administration activity. Unity of Command: The concept by which each person within an organization reports to one and only one designated person.The purpose of unity of command is to ensure unity of effort under one responsible commander for every objective. Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency, which has authority to accept volunteer services, when the individual performs services without promise, expectation, or receipt of compensation for services performed. See, e.g., 16 U.S.C. 742f(c) and 29 CFR 553.101. 440 92 XIV.Appendix D Emergency Support Functions (ESF) A.City officials and emergency responders may need to coordinate with state and federal departments or officials who utilize the Emergency Support Function (ESF) concept. The chart below and definitions will aid in the endeavor. Marion County ESFs and Organizations Effective Date: January 2025 Primary Agency Supporting Agency Marion County Board of Commissioners Marion County Community Services Communications/METCOM/WVCC Marion County Fire District #1 (MCFD#1) Marion County Emergency Management Marion County Finance Marion County Business Services Marion County Fire Defense Board Marion County Health& Human Services Behavioral Health Human Services Public Health Environmental Health Marion County Sheriff’s Office Marion County Information Technology Marion County Public Works FleetServices RoadMaintenance Environmental& Solid Waste Figure 1-8 Marion County ESF Chart 441 93 Emergency Support Function Definitions A.Emergency Support Function (ESF) 1 - Transportation describes how the City and County will coordinate transportation needs during a time of a major emergency or disaster, including assessing damage to and restoring and maintaining transportation networks—specifically, roads and bridges. B.ESF 2 - Communication coordinates governmental and non-governmental organizations that provide the communications and information technology to emergency management decision makers, and stabilize systems following natural and human-caused incidents. C.ESF 3 – Public Works coordinates the capabilities and resources to facilitate the delivery of services, technical assistance, engineering expertise, construction management, and other support to prepare for, respond to, and/or recover from a disaster or an incident. D.ESF 4 – Firefighting supports fire protection organizations to detect and suppress urban, rural, and wildland fires resulting from, or occurring coincidentally with a significant disaster or incident. E.ESF 5 – Information and Planning supports and facilitates multiagency planning and coordination for operations involving incidents requiring coordination, such as, incident action planning, information collection, analysis, and dissemination. F.ESF 6 – Mass Care coordinates the delivery of mass care and emergency assistance, including disaster housing, and human services. G.ESF 7 – Resource Support coordinates logistical and resource planning, management, and sustainment capability to meet the needs of disaster survivors and responders. H.ESF 8 – Public Health and Medical Services coordinates the mechanisms for assistance in response to an actual or potential public health or medical disaster or incident; includes medical surge support including patient movement, behavioral health services, and mass fatality management. I.ESF 9 – Search and Rescue coordinates the rapid deployment of search and rescue resources to provide specialized lifesaving assistance; structural collapse (urban search and rescue), maritime, costal, waterborne, and land. J.ESF 10 – Hazardous Materials coordinates the support and response to an actual or potential discharge and/or release of oil or hazardous materials. Functions could include environmental assessment of nature and extent of oil and hazardous materials contamination, environmental decontamination and cleanup. K.ESF 11 – Agriculture, Animals, and Natural Resources coordinates a variety of functions designated to protect the food supply, respond to plant and animal pest and disease outbreaks, and protect natural and cultural resources. L.ESF 12 – Energy facilitates the reestablishment of damaged energy systems and components and provides technical expertise during an incident involving radiological/nuclear materials. M.ESF 13 – Public Safety & Security how the City and County will coordinate plans, procedures, and resources to support law enforcement activities during a major disaster or incident. 442 94 N.ESF 14 – Business and Industry how the County will partner with business and industry to coordinate actions that will provide immediate and short-term assistance for the needs of the business, industry, and economic stabilization. O.ESF 15 – Public Information ensures sustained operations exist in the support of government during an incident to provide accurate, coordinated, and timely information to affected populations, governments, and the media. P.ESF 16 – Volunteers and Donations coordination of spontaneous volunteers and unsolicited donations or cash, goods, and services to support local emergency operations. Q.ESF 17 – Cyber and Critical Infrastructure Security describes how Information Technology will coordinate plans, procedures and resources to support the response to protect cyber and critical infrastructure and key resources threatened by human or natural caused emergencies. R.ESF 18 – Military Support describes how the State of Oregon will coordinate military support to civil authorities in times of a disaster. 443 95 Page intentionally left blank 444 96 XV.Appendix E Acronyms CBRNEChemical, Biological, Radiological, Nuclear, Explosives CEMPComprehensive Emergency Management Plan CERTCommunity Emergency Response Team ClimRRClimate Risk & Resilience COGContinuity of Government COOPContinuity of Operations Plan CR2KCommunity Right-to-Know EASEmergency Alert System EFEnhanced Fujita EMBDEmergency Management Board Designee EMDEmergency Management Director EMSEmergency Medical Services EOCEmergency Operations Center EOPEmergency Operations Plan EPAEnvironmental Protection Agency ESFEmergency Support Functions FEMAFederal Emergency Management Agency HSPDHomeland Security Presidential Directive IAPIncident Action Plan ICIncident Commander ICSIncident Command System IPAWSIntegrated Public Alert & Warning System MACSMulti-Agency Coordination System NGONon-Governmental Organizations NIMSNational Incident Management System NRFNational Response Framework NRINational Risk Index ODEMOregon Department of Emergency Management OERSOregon Emergency Response System ORCAAOregon Resources Coordination Assistance Agreement ORSOregon Revised Statute PIOPublic Information Officer RCPRepresentative Concentration Pathway SOPStandard Operating Procedures UCUnified Command USGSUnited States Geological Service 445 Agenda Item December 8, 2025 TO: Honorable Mayor and City Council through City Administrator FROM: Chris Killmer, Assistant City Attorney Jamie Johnk, Economic Development Director SUBJECT: Amendment to the Public Arts and Mural Ordinance No. 2555 RECOMMENDATION: Approve Ordinance 2642 amending the Public Arts & Murals Program Ordinance 2555 to include updated Committee membership guidelines, notice requirement updates, modernization of language and housekeeping updates. BACKGROUND: On February 12, 2018, City Council adopted Ordinance No. 2555 establishing the Woodburn Public Arts and Mural Program; creating the Woodburn Public Arts and Mural Committee; providing for the City’s consideration of public art and murals; and repealing Ordinance 2491. At their November 17, 2025 meeting, the Public Arts and Murals Committee approved amendments to the Ordinance, including updated Committee membership guidelines, notice requirement updates, modernization of language and housekeeping updates; and recommended that staff present these amendments to the Woodburn City Council for consideration of approval. DISCUSSION: Based on the recommendation of the Public Arts and Mural Committee, staff has prepared amendments to Ordinance 2555. Highlights of the amendments include: Capping Committee membership at nine members and updating the required representative Committee membership to reflect historical and current Committee representation. Specifically, the proposed amendments require at least two City Council / Urban Renewal Agency members and one member from the Downtown Advisory Review Committee (DARS). The participation of representatives from the Woodburn Area Chamber of Commerce and local educational institutions (e.g. Woodburn School District, Chemeketa Community College etc.) is encouraged but is not required. Adding Committee membership attendance requirements. Specifically, members may be subject to removal from the Committee if they miss three or more consecutive Arts & Murals Committee meetings. Agenda Item Review: City Administrator ___x___ City Attorney ___x___ Finance ___x__ 446 Honorable Mayor and City Council December 8, 2025 Page 2 Clarifying that public art and murals located on third-party property require an easement to ensure maintenance access to the art or mural. Lowering the notice requirement for Public Arts and Murals Committee public hearings from thirty (30) days to fourteen (14) days and requiring that the notice be posted on the City’s website. Allowing the Pubic Arts & Murals Committee to waive the $100 public art and mural application fee and stipulating that if a project is withdrawn or fails to secure approval from the Committee then the fee will be refunded to the applicant. Other minor housekeeping updates to reflect current Committee practices. FINANCIAL IMPACT: There is no financial impa ct as a result of this amendment. 447 COUNCIL BILL NO. 3291 ORDINANCE NO. 2642 AN ORDINANCE AMENDING ORDINANCE 2555 (ARTS & MURALS PROGRAM) TO INCLUDE UPDATED COMMITTEE MEMBERSHIP GUIDELINES, NOTICE REQUIREMENT UPDATES, MODERNIZATION OF LANGUAGE AND HOUSEKEEPING UPDATES WHEREAS,Ordinance 2555 repealed and replaced Ordinance 2491, which established the Public Arts and Mural Program, created the Public Arts and Mural Committee, and was passed by the City Council and signed by the Mayor in February of 2018; and WHEREAS,the Public Arts and Murals Committee has voted to approve certain modifications to Ordinance 2555 and to the Public Arts and Murals Program Guidelines; and WHEREAS, the City Council now finds it in the best interest of the City to adopt the modifications approved by the Public Arts and Murals Committee; NOW, THEREFORE, THE CITY OF WOODBURN ORDAINS AS FOLLOWS: Section 1. For purposes of this ordinance amendment, all new text is shown as underlined (i.e. new text) and all deleted text is shown as stricken (i.e. deleted text). After this ordinance amendment is adopted, the City Recorder shall correct the ordinance to incorporate all revisions contained herein. Section 2.Ordinance 2555 is amended as specified in Exhibit A which is attached hereto. Approved as to form: City Attorney Date Approved: Frank Lonergan, Mayor Passed by the Council Submitted to the Mayor Page 1 Council Bill No. 3291 Ordinance No. 2642 448 Approved by the Mayor Filed in the Office of the Recorder ATTEST: Heather Pierson, City Recorder City of Woodburn, Oregon Page 2 Council Bill No. 3291 Ordinance No. 2642 449 EXHIBIT A ORDINANCE NO. 2555 AN ORDINANCE ESTABLISHING A PUBLIC ARTS AND MURAL PROGRAM; CREATING THE WOODBURN PUBLIC ARTS AND MURAL COMMITTEE; PROVIDING FOR A PROCESS FOR THE CITY’S CONSIDERATION OF PUBLIC ART AND MURALS; AND REPEALING ORDINANCE 2491 \[Whereas clauses.\] THE CITY OF WOODBURN ORDAINS AS FOLLOWS: Section 1. Definitions. Forpurposes of this ordinance, the following mean: (A)Deaccession: Relinquishing title to a work of Public Art or withdrawing a piece of Public Art from the City's control. (B) Public Art: All forms of original works of art accessible to the public and/or public employees that can be experienced free of charge, including: (1)Paintings of all media, including both portableand permanently fixed works, such as murals; (2) Sculpture which may be in the round, bas-relief, high-relief, mobile, fountain, kinetic, electronic and others, in any material or combination of materials; (3)Other visualmedia including, butnot limited to, prints, drawings, stained glass, calligraphy, glass works, mosaics, photography, film, clay, fiber/textiles, wood, metals, plastics or other materials or combination of materials, or crafts or artifacts; and (4) Works of a wide range of materials, disciplines and media which are of specific duration, including performance events, and which are documented for public accessibility after the life of the piece has ended. (C)Public Mural: A work of art, such as a painting, applied to and made integral with or attached to a wall or building surface that is visible to, and accessible to the public and/or public employees. Section 2. Creation of Woodburn Public Arts and Mural Committee. The Woodburn Public Arts and Mural Committee (“the Committee”) is hereby created by the Woodburn City Council and is delegated power and authority pursuant to this Ordinance. 450 Section 3. Composition of Woodburn Public Arts and Mural Committee. A. The Woodburn Public Arts andMural Committee shall consist of no more than nine members appointed by the Mayor to a full or unexpired term, and confirmed by the City Council. Any vacancy in the Committee shall be filled by appointment by the Mayor with the consent of the City Council for the unexpired portion of the term. B. The Woodburn Public Arts and Mural Committee shall consist of at least two City Council/Urban Renewal Agency members, two representative members from the local art community, and one member from the Downtown Advisory Review Subcommittee (DARS). Additional committee members may include representatives from the Woodburn Area Chamber of Commerce, member(s) of a local-area educational institutions (e.g. Woodburn School District, Chemeketa Community College, etc.), and at-large community member(s) who have experience, training or interest in the visual arts, art history, art criticism, or art education. C. All members of the Committee shall be residents of the City of Woodburn, except those members representing the arts community, who may or may not reside within the Woodburn City limits. Section 4. Terms of Office. A. The terms of office of each Committee member shall be three years, or until a successor is qualified and appointed. The terms of Committee members shall be staggered so that the term of office of not more than four (4) members will expire in the same year. The terms of office shall expire at midnight on December 31. B. Members of the Committee shall receive no compensation for their services. Section 5. Organization of the Committee. A. The Committee shall elect a Chair and a Vice Chair. B. An Economic Development Department staff member shall serve as Secretary to the Committee. The Secretary, supportedbyothercity staff, shall provide notice of public meetings and public hearings, and keep minutes of all proceedings of the Committee in accordance with state law and city ordinances. C. Five members of the Committee shall constitute a quorum. D. If a Committee member misses three (3) consecutive meetings, that member may be subject to removal from the Public Arts and Mural Committee. The O RDINANCE N O. 2555 P AGE 2 451 Chair will contact the member to determine their interest in continuing to serve before any action is taken. E.The regular meeting placeof the Committee shall beatWoodburnCityHall. F. Meetings of the Committee shall be convened by the Chair or Vice- Chair of the Committee or by the Economic Development Director, in their absence. Section 6. Functions and Duties of the Committee. The Woodburn Public Arts and Mural Committee is delegated the authority pursuant to this Ordinance to select, acquire, receive, document, approve,and register Public Art and Public Murals on behalf of the City of Woodburn. The Committee shall also be responsible for creating opportunities for the placement of art in public locations by developing and promoting a City-wide Public Art Master Plan. The Committee shall not be responsible for, and shall not regulate the placement or approval of signs, structures, or other design media that fall outside the scope or definition of public art or public murals. Section 7. Approval by Woodburn Public Arts and Mural Committee. No person shall commence creation of or installation of any Public Art or Public Mural without first obtaining approval from the Woodburn Public Arts and Mural Committee and agreeing to convey (e.g. license, donate, etc.) the art or mural to the City of Woodburn. For Public Art or Murals proposed to be located on third-party property, the applicant must agree to grant to the City an easement for the purposes of accessing and maintaining the Public Art or Public Mural as provided in this Ordinance. Public Art or Public Murals that are created or exist without approval from the Woodburn Public Arts and Mural Committee or are inconsistent with the conditions of approval from the Woodburn Public Arts and Mural Committee are not considered Public Art or a Public Mural and are therefore subject to the regulations contained in the Woodburn Development Ordinance and other applicable ordinances. Section 8. Public Arts and Mural Selection Criteria. The Woodburn Public Arts and Mural Committee shall consider and apply the following criteria in selecting and acquiring Public Art and Public Murals: 1. Strength of artist's concept for, and originality of, proposed public art or mural; 2. Demonstrated craftsmanship and experience of the artist; 3. Demonstrated quality and enduringvalue of the public art or mural; 4. Whether the artwork factors in historical, geographical, and/or cultural O RDINANCE N O. 2555 P AGE 3 452 features of the community; 5. Site Selection Considerations: a.Appropriatenessofscaleofthepublicartormuraltothe property/location on which the proposed art or mural will be installed; b. Appropriatenessofthescaleofthepublicartormuraltothe surrounding neighborhood; c.Architectural, geographical, socio-cultural and/or historical relevance of the Public Art or Public Mural to the site; d. Whether the proposed public art or mural will be located on or within visual sightlines of a single family dwelling, duplex, or multi-family dwelling; as used in this subsection, single family dwellings, duplexes, or multi-family dwellings does not include mixed-use buildings which contain a single family dwelling, duplex, or multi-family dwellings; e. Whether the proposed public art or mural will be located in a manner that makes it readily visible to the public; 6. General support/advocacy for the public art or mural from the property owner, surrounding neighborhood, adjacent businesses, and arts community; 7. Ability to complete the proposed public art or mural; 8. Whether the proposed public art or mural will contain electrical components, which generally will not be approved unless specially used in the design and/or placement of the art, including flashing or sequential lighting any automated method that causes movement or periodic changes in the appearance, image, or message of the public art or mural; and 9. The responsibility for maintenance of the public art or mural, including any extraordinary operations or maintenance costs associated with the public art or mural. Section 9. Public Arts and Mural Selection Process. A. Types of Acquisitions. The Woodburn Public Arts and Mural Committee shall have authority to approve the selection and acquisition of Public Art and Public Murals that fall under one of the following categories: 1. City Acquisition of a Public Mural to be placed on City-owned or third- party property regardless of funding source. O RDINANCE N O. 2555 P AGE 4 453 2. City acquisition of Public Artto be placedonCity-owned property that is funded through a gift or donation. 3.City acquisition of Public Art to be placed on City-owned or third-party property that is funded through the City's Urban Renewal Agency. B. Decision-Making Procedure. The Committee shall hold a public hearing on the proposed Public Art or Public Mural. After the conclusion of the public hearing, the Committee shall deliberate and make a final decision on the proposal based upon the selection criteria outlined in Section 8. The final decision by the Committee shall be in written form and shall contain findings and conclusions explaining how the public art or mural selection criteria were applied to the application. C. Call-Up Review by the City Council. For all Public Art or Public Mural proposals being considered under this ordinance, the City Council may,by majority vote, initiate a review of the Committee's final decision on the art or mural application. The Procedure for this call-up includes: 1. A summary of all final decisions by the Committee involving an application for Public Art or a Public Mural shall be forwarded to the City Council as an information item by the Economic Development Director at the time notice of a Final Decision is provided by this ordinance. 2. Review under this Section shall be initiated before the adjournment of the first regular City Council meeting following the date the City Council receives notification of the decision. 3. The City Recorder will set a hearing date for the City Council review. 4. The notice, hearing, and decision procedure for a City Council review shall follow the provisions of this ordinance provided for the initial hearing by the Committee. Section 10. Notice of Public Hearing. When the Committee or City Council holds a public hearing on a proposal forPublic Art or PublicMural, written notice of a public hearing shall be published once in a newspaper of general circulation, shall be posted on the City’s website, and shall be posted on the property where the Public Art or Public Mural will be placed. Public notice shall be given no later than fourteen (14) days before the public hearing. The notice shall explain the purpose of the hearing, and state that the public art and mural application is available for inspection at the office of the Economic Development Director. Section 11. Public Hearing. At a public hearing held on a proposal for Public Art or Public Mural, any interested person shall be afforded the opportunity to speak or to present written evidence to the Committee or City Council. Section 12. Notice of Final Decision. The Committee and City Council shall provide O RDINANCE N O. 2555 P AGE 5 454 notice of its final decision to the applicant andall persons who presented testimony or submitted written evidence at a public hearing. Section 13. Public Art and Mural Application. An application for conveyance of proposed Public Art or a Public Mural to the City will be submitted on a form prepared by the Economic Development Director. The application will include: 1. General information regarding the public art or mural, such as, the location, materials, size/dimensions, written description of the public art or mural, and an explanation of how the public art or mural meets the selection criteria specified in this ordinance; 2.A legal instrument of conveyance, setting forthanadequate description of the objects involved (artist, title, medium, dimensions, date, the precise condition of transfer, and maintenance instructions); and 3. A description of the overall funding source(s) contributing to the conveyance of the public art or mural. Where Public Artor a Public Mural is proposed tobe installed on third-party property, an Easement Agreement shall be submitted that includes: a legal description of the property upon which the public art or mural will be installed, a sketch of the public art or mural as it will be placed on the property, proof of ownership of the property (i.e. a copy of the deed), and proof of identity of the person who has the authority to sign the easement. Section 14. Public Arts and Mural Application Fee. The application fee forproposed public art or mural is initially set by the City Council at $100. This fee maybe adjusted by the City Council as appropriate as part of the Master Fee Schedule. This fee may also be waived with the approval of the Public Arts and Mural Committee. Ifan application is withdrawn or the project fails to be approved by the Committee, the application fee will be refunded. Section 15. Easement & Automatic Renewal. The approval and acceptance of each Public Art or Public Mural installation upon third-party property shall be contingent upon the conveyance of an easement to the City from the owner of the property upon which the public artor mural will be located. The easement shall be for a period of seven years (7) and shall automatically renew and continue for successive seven year (7) terms unless either party terminates it within thirty days after the expiration of any seven-year term. Section 16. Termination of Easement by Property Owner. The easement may be terminated by the Property Owner atany time with the City’s written consent upon the Property Owner’s showing of any of the following: (i) that the property is to be sold and the buyer requires removal of the easement as a condition of the purchase and sale; or (ii) that the property is to be refinanced and the lender requires removal of the easement as a condition of the refinancing; or (iii) that the property is to be substantially remodeled or altered in a way that precludes continued maintenance O RDINANCE N O. 2555 P AGE 6 455 of the public art or mural; or (iv) that circumstances have materially changed and the continued existence of the easement or maintenance of the publicartormural substantially impedes the Property Owner’s reasonable use and enjoyment of the property. The City shall not unreasonably withhold consent to termination upon the PropertyOwner’ssatisfactorydemonstrationofanyof the foregoing conditions of termination. Section 17. Termination of Easement by City. The Citymay terminate the easement at any time at its sole discretion upon thirty-days written notice should the Property Owner fail to substantially perform its obligations under a Public Arts and Mural Easement Agreement. Section 18. Deaccession. A. General Policy. While the intent of the acquisition of PublicArt or Public Murals is to acquire the work for a permanent lifespan, circumstances may arise in which the City decides to relocate or withdraw a piece of artwork from public display. It should be the policy of the City not to remove or relocate a piece of artwork prior to the work having been in place for at least seven (7) years. The City reserves the right to deaccession works of Public Art where it determines it is in the best interests of the public and deaccession provides a means of improving the overall quality of the City’s Public Art collection. At the beginning of the process, the City will make reasonable effort to notify any living artist whose work is being considered for deaccession. B. Criteria for Deaccession. Public Art or a Public Mural may be considered for deaccession if one or more of the following conditions apply: 1. The publicart or mural presents a threat to public safety; 2.The conditionor security or the publicartormural cannot beguaranteed; 3.The City cannot properly carefor,maintain, orstore the artwork; 4.The publicartormural requires excessive maintenance beyondwhatwas budgeted for when the application was approved; 5. The public art or mural has serious faults in design or workmanship; 6. The public art or mural is in such a deteriorated state that restoration would prove unfeasible; 7. The site of the public art or mural is no longer appropriate or accessible to the public, is unsafe, or is due to be demolished; 8. Sustained and overwhelming public objection to the public art or mural has been received; O RDINANCE N O. 2555 P AGE 7 456 9. Evidence is presented that the public art or mural was acquired illegally; or 10. A written request from the artist has been received to remove the public art of mural from public display. C. Process for Deaccession. The Committee shall hold a public hearing to determine if one or more of the criteria for deaccession has been met. The Committee reserves the option of hiring a consultant to advise on whether the Public ArtorPublic Mural meets the deaccession criteria. The procedure and notice requirements for the deaccession hearing shall follow the same process for proposalsunder Sections 9 - 12.A final decision by the Committeefor deaccession of a piece of Public Art or a Public Mural shall be in written form and shall contain findings which include: 1. A detailed report on the condition of the public art or mural; 2. An estimate or appraised value of the art or mural, if any; 3. Justification for deaccession, according to the criteria set out above; 4. A suggestedmethod of deaccession (e.g. sale, transfer, return, auction); 5. Documentation of notification to theoriginal artist, if living,or any related correspondence; and 6. Alternatives to deaccession and costs of doing so. Section 19. Judicial Review of Final Decisions. The final decision of the Committee or City Council under this Ordinance is not a land use decision and is reviewable exclusively by Writ of Review filed in the MarionCountyCircuitCourtasprovidedin ORS 34.010 to ORS 34.102. Section 20. Repeal of Prior Ordinance. Ordinance 2491is repealed in its entirety. Section 21. Severability. The sections and subsections of this Ordinance are severable. The invalidity of any section or subsection shall not affect the validity of the remaining sections and subsections. Section 22. Savings. The repeal of any ordinance by this Ordinance shall not preclude any action against any person who violated the ordinance prior to the effective date of this Ordinance. O RDINANCE N O. 2555 P AGE 8 457 Agenda Item December 8, 2025 TO: Woodburn City Council FROM:Scott Derickson, City Administrator McKenzie Granum, City Attorney SUBJECT: Resolution Implementing Stipends for Elected Officials RECOMMENDATION: Adopt a Resolution implementing a stipend program for future elected officials of the City of Woodburn. BACKGROUND: On March 24, 2025, the Council voted to adopt Resolution No. 2248 to formally establish the City of Woodburn Charter Review Committee, set expectations for the Committee, and appoint members to the Committee. One charge of that Committee (separate and apart from the Charter amendment process) was to consider whether to recommend the City Council adopt a financial stipend for future elected officials. Stipends for elected officials at the municipal level of government are generally nominal sums of money that are meant to reasonably benefit or cover some of the ancillary costs incurred from serving as an elected official. These stipends are not meant or intended to provide a primary source of income to city elected officials who are generally categorized as volunteers. DISCUSSION: Since 2019, a number of Oregon cities have either newly adopted or updated their elected official stipend programs. Included with the materials on stipends is an updated survey report that provides current stipend amounts for 29 cities in Oregon. On the basis of the stipend survey and following discussion at a joint meeting of 458 Honorable Mayor and City Council December 8, 2025 Page 2 the City Council and Charter Review Committee, it was voted upon that the Council consider implementing the following stipend program: Mayor Stipend: $600/month Councilor Stipend:$400/month Implementation of Stipends would be staggered based on the next election date of each elected position: (i) January 2027for Mayor, Councilor Ward III, Councilor Ward IV, and Councilor Ward V; and (ii) January 2029 for Councilor Ward I, Councilor Ward II, and Councilor Ward VI. The Stipend amount would automatically adjust equal to the annual change in the Consumer Price Index for All Urban Consumers (CPI-U) for the West Region. It is recommended that this annual adjustment begin in January 2030, a year after the stipends are fully implemented for all elected positions. In adopting this stipend program, the Council is both acknowledging the time commitment made by elected officials in serving on the Council and helping to reduce certain barriers to participating on the Council. Since Council members may not vote to set their own pay (ORS 244.120), all compensation will take effect for specified council seats after intervening elections. Eligible Councilors who may run for another term must declare a potential conflict of interest when voting. FINANCIAL IMPACTS: Adoption of the stipend program would become a future expense of the City and would needto be included as part of the Council’s annual budget process. ATTACHMENTS: Stipend Survey – 2025 459 Agenda Item April 12, 2025 TO:Woodburn Charter Review Committee FROM: McKenzie Granum, City Attorney SUBJECT:Updated Stipend Survey - 2025 MAYOR COUNCILOR STIPEND STIPEND OTHER CITY POPULATION (per month) (per month) $925 14,400 $ 1,388 ST. HELENS $ 1,110 (Pres.) 18,000 $200 $100 CANBY 20,000 None None SHERWOOD $900 21,000 $900 ASHLAND 21,000 $200 $50 KLAMATH FALLS 21,000 $300 $250 MILWAUKIE 24,000 None None ROSEBURG 26,000 $300 $200 NEWBERG City health insurance $937 26,000 $ 2,535 WILSONVILLE offered $ 1,267 (Pres.) City health insurance 27,000 $312 $208 FOREST GROVE offered $750 Technology stipend/year 27,000 None TUALATIN $20 credit on water None bill/month 27,000 $533 $333 WEST LINN 28,000 None None HAPPY VALLEY 34,000 None None MCMINNVILLE 460 37,000 None None OREGON CITY 37,000 $900 $500 REDMOND 39,000 None None KEIZER 40,000 $390 $172 LAKE OSWEGO City health insurance 56,000 $4,795 $629 TIGARD offered $50/month technology 57,000 $185 $130 ALBANY stipend $360 61,000 $560 $410 (vp) CORVALLIS $460 (Pres.) 61,000 None None SPRINGFIELD 85,000 None None MEDFORD $ 11,204 97,000 $2,089 BEAVERTON (classified as full- time employee) Stipend w/COLA City Health Insurance offered @ 90% $2,500 premium coverage 105,000 $4,166 BEND Additional $3,000/year health and wellness stipend Rec. center annual pass; $1,050 Technology stipend 107,000 $ 4,000 HILLSBORO $1,300 (Pres.) City health insurance offered City health insurance $ 2,361 offered @ 50% premium 110,000 $ 5,780 GRESHAM $ 2,588 (Pres.) coverage City health insurance 177,000 $2,374 $1,584 EUGENE offered 177,000 None None SALEM AVERAGE (of surveyed cities $723 $416 where a stipend is provided; population < 50,000) AVERAGE (of all surveyed cities $804 $1,657 where a stipend is provided; ($1,345 Pres.) excluding City of Beaverton): 461 COUNCIL BILL NO. 3292 RESOLUTION NO. 2257 A RESOLUTION SETTING COUNCIL MEMBER AND MAYOR COMPENSATION IN THE FORM OF A MONTHLY STIPEND WHEREAS, the Woodburn City Charter provides that the compensation for the services and legitimate expenses of the mayor and councilors and each city officer and employee shall be the amount fixed by the council; and WHEREAS, in previous years, City Councilors and the Mayor received modest stipends for the volunteer time they devoted to serving as elected officials for the City; and WHEREAS, the Council voted to eliminate the former stipend program during the economic recession; and WHEREAS, On March 24, 2025, the Council voted to adopt Resolution No. 2248 to formally establish the City of Woodburn Charter Review Committee, with one of its charges to consider whether to recommend the City Council re-adopt a financial stipend for future elected officials; and WHEREAS, following discussion at a joint meeting of the City Council and Charter Review Committee, it was voted upon that the Council consider implementing a stipend program; and WHEREAS, stipends for elected officials at the municipal level of government are generally nominal sums of money that are meant to reasonably benefit or cover some of the ancillary costs incurred from serving as an elected official, but not serve as a primary source of income; and WHEREAS, the Council understands that a current elected official may not vote to set their own pay (ORS 244.120) and that Oregon law requires an intervening election so that the voters decide who is elected to receive the new compensation; NOW, THEREFORE, THE CITY OF WOODBURN RESOLVES AS FOLLOWS: Section 1. City Councilorsand the Mayor shall be paid a Stipend as follows: Mayor Stipend: $600/month City Councilor: $400/month Page 1 Council Bill No. 3292 Resolution No. 2257 462 The Stipend payments shall be made monthly in the regular course of business and no further order, authorization or approval for the payments shall be required. Section 2. Implementation of the above Stipend will be effective for each councilor and the mayor following the next subsequent election for that office and after the member takes the oath of office, as follows: January 2027: Mayor, Councilor Ward III, Councilor Ward IV, and Councilor Ward V. January 2029: Councilor Ward I, Councilor Ward II, and Councilor Ward VI. Section 3. The Stipend amount specified under Section 1 will be adjusted automatically every year beginning January 2030, equal to the change in the Consumer Price Index for All Urban Consumers (CPI-U) for the West Region for the previous year. Section 4. As provided in City administrative policy, council members will continue to be reimbursed for all direct expenses incurred as a result of serving in their elected position and consistent with the plan for reimbursing City personnel expenses, and may also receive food, beverages, and City promotional materials/swag consistent with the rules governing all City personnel. Approved as to form: City Attorney Date Approved: Frank Lonergan, Mayor Passed by the Council Submitted to the Mayor Approved by the Mayor Filed in the Office of the Recorder ATTEST: Page 2 Council Bill No. 3292 Resolution No. 2257 463 Heather Pierson, City Recorder City of Woodburn, Oregon Page 3 Council Bill No. 3292 Resolution No. 2257 464 Agenda Item December 8, 2025 T: Honorable Mayor andCity Council F: Chris Kerr, Community Development Director Dan Handel, Senior Planner S: Council Briefingof Planning Commission approval of a Design Review, Planned Unit Development, and Property Line Adjustment application package for the Mill Creek Community Center project at Settlemier Park. Recommendation: Staff recommendsthat the City Council take no action on this item and provides this summary pursuant to Woodburn Development Ordinance (WDO)Section 4.02.02. The Council may call up this item if desired and, by majority vote, initiate a review of the Planning Commission decision. Proposed Development: The subject properties encompass an 8.83-acre site that includes the Woodburn Aquatic Center, Settlemier Park, and several vacant City-owned properties. The site includes land within three different zoning districts – the Public/Semi-Public (P/SP) zone, the Downtown Development and Conservation (DDC) zone, and the Single-Family Residential (RS) zone. The proposal before the Planning Commission was a Design Review, Planned Unit Development, and Property Line Adjustment application package to: •Consolidate the eight properties down to three; •Expand the existing aquatic center building to add additional indoor community spaces and amenities (including fitness rooms, restrooms, multipurpose rooms, a kitchen, and administrative offices); and •Construct various parking lot, landscaping, and park improvements. Park improvements include a new basketball court, new playground, Agenda Item Review:City Administrator ______ City Attorney ______ Finance _____ 465 Honorable Mayor and City Council December 8, 2025 (Briefing of Planning Commission Approval of DR 25-01) Page 2 new shelter structure, new walkways and trail, renovated bathrooms, and resurfaced tennis courts. Proposed site plan concept Artistic rendering of the Community Center expansion and entryplaza 466 Honorable Mayor and City Council December 8, 2025 (Briefing of Planning Commission Approval of DR 25-01) Page 3 Public Hearing Summary: On November 13, 2025, the Planning Commission held a public hearing for this Type III application package. The following testimony was received: •Tina Stinnett (180 S 2nd Street, Woodburn, OR 97071) provided written testimony in opposition to the project prior to the hearing. Tina’s testimony shared concerns about the demolition of the house at 294 Oak Street, concerns about the proposed developmentimpacting her property, and concerns about the selected location of the proposed development. •Stanley Tripp (182 S Settlemier Ave, Woodburn, OR 97071) provided oral testimony in opposition to the project. Stanley shared concerns about the tree removal plan, the demolition of the house at 294 Oak Street, the proposed parking lots, and that the development will attract vagrants to the site. Stanley also mentioned election results regarding prior bond measures related to the development. •Joseph Caraan (234 S Settlemier Ave, Woodburn, OR 97071) requested standing but did not provide testimony. After closure of the record, the Commission deliberated, discussed the testimony received, considered the PUD requests, and ultimately voted unanimously to approve the application package (including all PUD requests) with the conditions recommended by staff in the staff report. 467