Loading...
City Council Packet - 03/23/2021 �! ' City of Tigard Tigard Business Meeting —Agenda TIGARD TIGARD CITY COUNCIL& LOCAL CONTRACT REVIEW BOARD MEETING DATE AND TIME: March 23, 2021 - 6:30 p.m. Study Session; 7:30 p.m. Business Meeting MEETING LOCATION: Remote participation only. See PUBLIC NOTICE below. PUBLIC NOTICE: In accordance with the City of Tigard's Emergency Declaration related to COVID-19 and Oregon House Bill 4212, this will be a virtual meeting where Council and staff will participate remotely. There will be no in-person public testimony during this meeting. How to comment: •Written public comment may be submitted electronically at www.tigard-or.gov/Comments.All comments must be submitted before 4:30 p.m. the day of the meeting. •If you prefer to call in,please call 503-966-4101 when instructed to be placed in the queue. We ask that you plan on limiting your testimony to three minutes SEE ATTACHED AGENDA VIEW LIVESTREAM ONLINE: http://www.tiaard-or.gov/city hall/council meeting.php CABLE VIEWERS: The first City Council meeting of the month may be shown live on Channel 28 at 6:30 p.m. The meeting will be rebroadcast at the following times on Channel 28: Thursday 6:00 p.m. Sunday 11:00 a.m. Friday 10:00 p.m. Monday 6:00 a.m. III " City of Tigard Tigard Business Meeting —Agenda TIGARD TIGARD CITY COUNCIL & LOCAL CONTRACT REVIEW BOARD MEETING DATE AND TIME: March 23, 2021 - 6:30 p.m. Study Session; 7:30 p.m. Business Meeting MEETING LOCATION: Remote participation only. 6:30 PM •STUDY SESSION A. RECEIVE PERFORMANCE AUDIT BRIEFING 6:30 p.m. estimated time B. COUNCIL LIAISON REPORTS 6:50 p.m. estimated time 7:30 PM 1. BUSINESS MEETING A. Call to Order B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 2. PUBLIC COMMENT A. Written Public Comment received by 4:30 today B. Phone-in Public Comment: Please call 503-966-4101 to be placed in the queue. C. Follow-up to Previous Public Comment 3. CONSENT AGENDA: (Tigard City Council&Local Contract Review Board) The Consent Agenda is used for routine items including proclamations and approval of minutes, contracts or intergovernmental agreements. Information on each item is available on the city's website in the packet for this meeting. These items may be enacted in one motion without separate discussion. Council members may request that an item be removed by motion for discussion and separate action. Motion to: A. PROCLAIM APRIL 5-9,2021 NATIONAL COMMUNITY DEVELOPMENT WEEK B. APPROVE CITY COUNCIL MINUTES: *August 25, 2020 •September 1, 2020 •September 15, 2020 C. CONSIDER A RESOLUTION GRANTING EXEMPTION FROM PROPERTY TAXES UNDER TMC 3.50 FOR NON-PROFIT LOW-INCOME HOUSING PROPERTIES D. LOCAL CONTRACT REVIEW BOARD: CONSIDER CONTRACT AWARD FOR UTILITY BILL PRINTING,MAILING AND BARCODING SERVICES •Consent A2enda-Items Removed for Set'arate Discussion:Any items requested to be removed from the Consent Agenda for separate discussion will be considered immediately after the Council/Town Center Development Agency has voted on those items which do not need discussion. 4. RECEIVE BRIEFING ON METRO SUPPORTIVE HOUSING SERVICES (SHS) LOCAL IMPLEMENTATION PLAN (LIP) REVIEW 7:35 p.m. estimated time 5. CONSIDER APPROVAL OF PUBLIC SAFETY ADVISORY BOARD WORK PLAN AND TOPIC SCHEDULE 8:20 p.m. estimated time 6. CONSIDER RESOLUTION EXTENDING THE CITY'S EMERGENCY DECLARATION RELATED TO COVID-19 9:00 p.m. estimated time 7. NON-AGENDA ITEMS 8. ADMINISTRATIVE REPORT 9. EXECUTIVE SESSION: The Tigard City Council may go into Executive Session. If an Executive Session is called to order, the appropriate ORS citation will be announced identifying the applicable statute. All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4), but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 10. ADJOURNMENT 9:10 p.m. estimated time r r r TIGARD Meeting of the Tigard City Council March 23, 2021 Written Public Comment Received Submitted By Date Received Subject 1. Jenna Albert 3/22/2021 2:07 p.m. Racist apartment name (The Colonies), uninhabitable and unhealthy conditions, need to elevate BIPOC community members with safe, affordable housing options. Proposed development on Fern near 2. April Lacombe 3/23/2021 1:55 p.m. Ascension Drive needs fewer houses so there would be less impact to sensitive areas and traffic on an overburdened road. Leaving a screen of green trees would allow new houses to better blend with existing homes. Carol Krager From: J A < Sent: Monday, March 22, 2021 2:07 PM To: Carol Krager Subject: Proposed changes for racial issues in Tigard Caution!This message was sent from outside your organization. Allow sender I Block sender To Whom it May Concern, I'm writing to tell you of a naming issue for an apartment in Tigard, Oregon. My husband is a multiracial man,and has base heritage in Puerto Rico,Hawaii and African. While not a big percentage of Tigard,an important part of BIPOC community that may not have its challenges or disparities heard usually.We had come across a situation where we became low income due to an illness of mine,and I was unable to work. We became homeless, and despite my husband's good job for the City of 6 years(not Tigard),we were upside down due to medical and required assistance. We cannot afford to live in the City he works for due to housing costs and my disability.Recently, despite being here years, he told me of an issue that had been bothering him since we found residential accommodation at The Colonies,Tigard. Perhaps due to the increasing openness and willingness to be heard in today's society,drove him to tell me. It now drives me to tell you,and hope for you to bring about change on this issue.He told me that the name,The Colonies, is offensive and reflective of a painful history for his peoples. His culture and heritage has been decimated by years of colonization in Puerto Rico and Hawaii and he is old enough to remember it firsthand. Had we not been desperate, he would not have been inclined to live here simply because of the name. In addition,the way people are disregarded and oppressed within the property make it all the more painful, as it causes generational suffering and disability. He explained to me that this was the goal of Colonization.You segregated society of people of a race or class,and you give them substandard living conditions and treatment until their generations are abolished, or unrecognizable.The fact that the name fits the treatment, is just all the more hurtful. We do not even call states within the U.S., Colonies as we did before because its dividing in nature. In our own experience just residing here a short time,we have encountered horrific living conditions that have resulted in the disability of my husband's only son.This is the oppressive nature that colonization was about, but to have the name be The Colonies,and it be labeled HELP from the City to elevate us OUT of poverty,makes it all the more painful. Our once vibrant, multiracial,healthy child,is now fully disabled and suffering some mental and motor skills issues he may never overcome.This causes disadvantages in life on top of already systemic problems to overcome. He has reduced mental and motor skills,perhaps making him dependent on the same services we sought to elevate us from this occurring.That fits definition of colonization,so maybe the name is perfect? I've been in 3 separate units,and have had need to be evacuated from all of them by DEO.,City of Tigard,or my sons Dr.. While the City Code compliance was very helpful and instrumental in getting us out of one unit,there's not a solid way to ensure or check that housing is safe and habitable,and once your moved from an unsafe unit,if you do not follow up which is hard as you no longer supervise that unit,the issue is just covered up and the next tenants are moved in. If you were to visit and inspect these units,you would find significant foundation issues,mold and water intrusion issues,faulty use of materials to fix issues,as well as no update of/to safer building materials(lead,asbestos,etc).This recently caused I and my whole family to be exposed to high levels of Asbestos when maintenance performed a job that required permits and vendors with knowledge of these hazards, and NONE were used. I probably don't have to explain why this is dangerous. We would move except for the issue of low income and now the rest of our monetary resources are now used to save our son medically.We also fall into a category where there are little to no resources for our income level(An issue for another time).While we are low income,there are no Tigard resources for us to use at the top of the low income chart,so were on our own. With my medical, and the addition of my sons medical now,its just impossible despite my nightly prayers to make it so.My husband and I ask that not only a name change for this specific property be assessed,we would like Tigard to fully embrace that systemic change is NEEDED in BIPOC and low income residents. I feel you have the power to do this by hearing the voices that have been silenced,and work with folks like us to make actionable plans to 1 fix it. My belief is that low income housing is supposed to elevate people by providing rent stability and safe housing,with the hope that it helps with more stable employment and opportunities for savings.That doesn't exist currently, and its labeled with a racially charged name.You,now have the ability to hear our voices and make change.To have housing in your community that is oppressive and brings about feelings of colonization in Pacific islanders is not helpful in the larger successes of the City. For that housing to also be decimating generations of BIPOC kids is a whole other issue that needs to be dealt with now. If you can elevate people like us,there is no limit to what we become and offer this City in return if you withhold help-those possibilities are gone. As a BIPOC family within your City,this is our cry for change,please hear it.Thank you for your time. Best Regards, Jenna Albert 2 Carol Krager From: Joanne Bengtson Sent: Tuesday, March 23, 2021 4:20 PM To: Carol Krager Subject: FW: Development Public testimony From:April LaCombe Sent:Tuesday, March 23, 2021 1:55 PM To:#Councilmail <councilmail@tigard-or.gov> Subject: Development Caution! This message was sent from outside your organization. I live at 13710, 13710 SW Marcia Dr, Portland OR 97223 and often walk on Fern and Ascension. I have seen deer roaming the area frequently. I understand that the lot on Fern near Ascension is going to be developed. I agree that Fewer houses would have less impact on a sensitive area by maintaining trees, habitat, and risk of slope destabilization. Less development would mean fewer cars on an already overburdened road. Leaving a green screen of trees between the new construction and existing homes would allow the new houses to better blend into the neighborhood and contribute to the overall tree canopy. Thank you for you service and your attention to this matter. April LaCombe DISCLAIMER: E-mails sent or received by City of Tigard employees are subject to public record laws. If requested, e-mail may be disclosed to another party unless exempt from disclosure under Oregon Public Records Law. E-mails are retained by the City of Tigard in compliance with the Oregon Administrative Rules "City General Records Retention Schedule." 1 AIS-4585 A. Business Meeting Meeting Date: 03/23/2021 Length (in minutes): 20 Minutes Agenda Title: Receive Performance Audit Briefing Prepared For: Nicole Hendrix, City Management Submitted By: Nicole Hendrix, City Management Item Type: Meeting Type: Council Business Mtg - Study Sess. Public Hearing: Publication Date: Information ISSUE In 2019 the City of Tigard hired Matrix Consulting Group to conduct a performance audit of general fund operations. The audit (Exhibit A) produced 69 recommendations that identified opportunities for operational improvements and 58 performance measures to expand data-informed decision-making within the organization. The performance audit lays the groundwork for building a performance management program that staff and City Council could use to track progress on various initiatives, inform future decision-making, and share progress with our community. City staff have been implementing the recommendations and measures while building upon the audit's foundation to create a long-lasting, performance management program. STAFF RECOMMENDATION / ACTION REQUEST Receive a high-level progress update on the performance audit and citywide performance management program. ACTION REQUEST: Direct staff on how City Council would prefer to receive updates on the performance audit (i.e. frequency, information included, etc.). KEY FACTS AND INFORMATION SUMMARY In September 2020, staff provided a comprehensive progress update (Exhibit B) on the performance audit recommendations and measures. The update included a high level summary of implementation progress as well as the status of each recommendation, its priority level, scheduled due date, and department lead. Since then, staff have implemented an additional 26% of recommendations moving the total number of recommendations implemented from 34% to 60%. This amount of implemented recommendations is ahead of the scheduled implementation deadlines originally set by Matrix Consulting. Additionally, staff have continued steps to implement measures in the audit and align those efforts with measures from other citywide initiatives. The audit measures represent only a portion of the 160+ measures the city has identified to help indicate performance. These additional measures are identified in the strategic plan, budget, and department strategic plans. Staff will be refining and reporting on these measures twice a year, in June and December, to inform the citywide report card, budget, and council updates on the strategic plan and performance audit. Reporting will capture the status of each measure, a supporting narrative, the data point and its benchmark. OTHER ALTERNATIVES Direct staff on how City Council would prefer to receive updates on the performance audit. Options for frequency are listed below. Additionally, Council can indicate what kind of information they would like to see in the audit updates (i.e. more or less detail on each specific recommendation/measure). Option 1 (staff recommendation): Receive four report outs a year. Two comprehensive status reports in July and January (similar to Exhibit B). Two smaller briefings in October and April. This schedule aligns with staff reporting on metric progress and provides quarterly updates to Council. Under this option staff would provide a comprehensive report of audit progress to Council in July 2021. Option 2: Receive two comprehensive reports a year, once in July and the other in January. This schedule aligns with staff reporting on metric progress with two updates to Council each year. Option 3: Suggest a different timeframe or frequency than provided in Options 1 and 2. COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS The Strategic Plan prioritizes actions to build a performance management program and implement measures across all city initiatives. More specifically, Objective 1.2 states, "Embrace data-informed decision-making to solve problems, pursue opportunities for improvement and develop innovative solutions for equitable outcomes." In July 2020, the Leadership Team presented four imperatives that Council agreed should be prioritized by staff, one of which included "Systems Improvements - performance audit implementation". DATES OF PREVIOUS COUNCIL CONSIDERATION 09/15/20 Receive Progress Update on Matrix Performance Audit 12/03/19 Performance Audit Implementation Plan 10/01/19 Performance Audit Final Presentation by Matrix Attachments Exhibit A - Matrix Final Performance Audit Report Exhibit B - Audit Status Sep 2020 Presentation PERFORMANCE AUDIT REVIEW TIGARD , OREGON matrix ta consulting group September 20, 2019 Performance Audit Draft Report TIGARD, OREGON Table of Contents 1. Introduction and Executive Summary 1 2. City Management 9 3. Central Services 15 4. Community Development 38 5. Finance and Information Services 48 6. Library 65 7. Police 78 8. Public Works 107 9. Performance Measures 122 Final Report of the Performance Audit Assessment TIGARD, OREGON 1 Introduction and Executive Summary The Matrix Consulting Group was retained by the City of Tigard to conduct a Performance Audit of general fund operations. Additionally, the scope of work included development of recommended performance metrics for each department. The following report presents the results and findings of the study. The project team has assembled this draft final report which summarizes our findings, conclusions and recommendations. 1. Study Methodology In this Performance Review of the City of Tigard General Funded functions, the Matrix Consulting Group project team utilized a wide variety of data collection and analytical techniques. The project team conducted the following data collection and analytical activities: • At the outset of the project, the study team interviewed key staff members from each department to develop an initial understanding of the issues and background for the departments. • The project team worked with city staff to collect a wide variety of data designed to document workloads, costs, service levels and operating practices. • The project team developed descriptive summaries, or profiles, of each department summarizing organizational structure, staffing, technology and other key aspects of each department. • In order to make the assessments of operational strengths and performance opportunities, the project team developed a set of performance measures, called "best management practices" against which to evaluate current services, workloads and service levels in Tigard. These service and performance measures were reviewed with staff in draft format. • Both an employee and community survey were conducted to gather input from these key stakeholders. This information was considered, in conjunction with the issues identified during the best management practices phase, as part of the analytical effort that led to the development of recommendations. From these efforts, key issues were developed for analysis and development of specific recommendations for each department. Matrix Consulting Group Page 1 Final Report of the Performance Audit Assessment TIGARD, OREGON 2. Key Themes Several key themes arose from the assessment that are worth noting to put the following recommendations into context. Overall, the City of Tigard is providing high levels of customer service to the public and generally providing services at a level higher than might be expected with current resource allocations. The notable themes that emerged included: • Strong focus on customer service and responsiveness to the public. • Many services provided at levels matching or exceeding relevant industry standards. • Strong inter-departmental cooperation and coordination in provision of services. • Generally lean staffing levels throughout the organizational structure. However, Tigard makes more extensive use of part-time and reduced hour full-time employees than typically seen in other organizations. • Limited ability to access existing data within the organization and software systems impacting ability to analyze available data for use in evaluating current operations, thus limiting the ability to plan, manage, and understand emerging service trends. • Lack of integration of existing technologies — limiting the ability to automate some processes or data requirements. Many of the limitations noted above have been recognized by staff prior to or during the conduct of this evaluation and efforts are underway to mitigate or eliminate these potential impediments for greater efficiency and effectiveness in the organization. 3. Listing of Recommendations. The following table summarizes the key recommendations contained in the report — grouped by department. For each recommendation, there is a priority, timeframe and cost impact of the recommendation listed to provide guidance during implementation. Recommendation Priority Timeframe CITY MANAGEMENT 1 The Annual Workplans for each department should be guiding High 2020 documents that are considered a part of performance evaluations and developed in alignment with the overall City Strategic Plan. Matrix Consulting Group Page 2 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation Priority Timeframe 2 The Senior Management Analyst position should be charged High 2020 with overseeing the development and implementation of the City's performance management program. 3 The City should expand on their existing performance measures High 2020 (with by identifying and adopting additional performance and budget) workload measures to enlighten the public regarding the Department's performance and accomplishments. 4 The Department should develop a methodology for predicting Medium 2020 upcoming retirements based on age and years of service of employees and update it at least annually to anticipate which employees and skills will need to be replaced. 5 The Department should prioritize efforts to expand the diversity Medium 2021 of applicant pools to enable it to work toward a City workforce that is reflective of the community. 6 The City should update the performance evaluation tool and Medium 2021 implement a compensation approach that more closely ties pay increases to individual performance. 7 Additional staffing resources, in the range of .5 to .75 FTE, Medium Next budget should be allocated to the Human Resources Department. cycle CENTRAL SERVICES 8 The City should utilize internal and external customer surveys to Low 2020 determine satisfaction and effectiveness of web content. 9 The City should utilize a work order system for all requests for Low 2021 web content modification. 10 The City should develop a written communication strategic plan. High 2020 11 The Graphics Design division staff should meet with Medium 2020 stakeholders before beginning work on large project design requests. 12 The Court should adopt a written strategic plan to guide future Medium 2020 decision making for operations and employee performance expectations. 13 The court should maintain staffing levels, so workload demands Medium Ongoing are within 10%of annual productive hours per employee. 14 Fleet maintenance should perform analytics and random Medium Ongoing verification of fuel purchases Matrix Consulting Group Page 3 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation Priority Timeframe 15 The City should ensure that its asset management system is High 2020 meeting the needs of fleet and facilities maintenance staff. 16 Property Management should regularly assess amounts spent Medium 2021 on vendors for specialty services to determine if in-house staff should perform those functions. 17 Property Management should implement a proactive building High 2020 preventive maintenance program to prevent reactive maintenance issues as much as is reasonably possible. 18 Fleet & Facilities should conduct spot inventory checks to Medium 2021 mitigate the inherent risk of asset misappropriation. 19 Fleet & Facilities should maintain staffing levels in the general High 2020 range of one (1) employee for every 35,000—45,000 square feet of facilities under management. 20 Project managers should receive project management Medium 2021 certification. COMMUNITY DEVELOPMENT 21 The Department should ensure that in-house staff have the High 2020 ability to produce workload and performance reports from Accela. 22 The Department should generate routine reports on workload High 2020 and level of service performance measures in order to gauge effectiveness in meeting established benchmarks. 23 The Department should distribute an electronic customer Low 2020 satisfaction survey to all customers at the conclusion of their application and compile responses as a performance measurement tool. 24 The Department should implement expedited permit application reviews as a fee-based option for customers. 25 The Department should designate a second position as an High 2020 Accela power user and require that the management responsibilities of that system be shared. 26 The Department should ensure that the system which replaces High Immediate Springbrook can be integrated with Accela to eliminate the need for duplicate entries. 27 The Department should monitor inspector staffing levels to High Ongoing ensure that they remain appropriate for the required workload. Matrix Consulting Group Page 4 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation Priority Timeframe 28 The Department should maintain an online library of standard Medium 2020 conditions of approval for land use permits, which is shared with staff and the public. FINANCE & INFORMATION SYSTEMS 29 With appropriate staffing, the Finance Department should Medium Ongoing perform regular data analysis on its data to help detect any financial irregularity or non-compliance with financial policies. 30 Provide cross training so that critical functions for each finance High 2020 position have at least two people who can complete them and require the employee performing the critical task as a backup to complete the function at least twice annually. 31 Complete an annual fraud risk assessment. Low 2021 32 Management should conduct regular audits of purchases to Medium 2020 detect and deter asset misappropriation. 33 Determine if automatic notification of payroll changes is Medium 2020 possible within the City's payroll/financial software system. 34 The City should assign a second employee to provide High 2020 verification checks of garnishment data entered into the payroll system. 35 The City should ensure that its asset management system fully High 2020 integrates with its financial software system and has the capabilities necessary to foster an efficient, transparent, and data-centric approach to fixed asset management. 36 With available time, the City should proactively research and Medium 2020 seek buying discounts in addition to State bid discounts. 37 The City should install and operate adequate software to Low 2021 monitor IT logs and detect any attempt at system intrusion. 38 The City should ensure GIS staff spend at least 10%of their Medium 2020 time working to proactively introduce GIS technology into every department in the City. 39 The City should create an information technology committee High 2020 that meets at least quarterly. 40 The City should reduce its internal phishing campaign employee Medium 2021 clickthrough rate to no more than 5%. 41 The City should hire one (1) additional FTE into an IT support High 2020 position. Matrix Consulting Group Page 5 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation Priority Timeframe LIBRARY 42 The Library should reduce service hours to between 62—64 High 2020 hours per week, either through elimination of some evening hours or an earlier closing for all evenings. Closing at 8pm each night should be implemented, the hour after which visits decline markedly. 43 Develop a comprehensive marketing plan encompassing High 2020 traditional print and advertising and social media components. Use this opportunity to brand the Library as consistently as possible to the community. Finally, make one person responsible for the coordination, development and posting of social media while continuing to seek the input of other staff. The lead person should be the Communications Coordinator. Then management team should set direction and develop a review process. 44 The new Director needs to continue the recent focus on High 2020 furthering team building and open communication among Library staff. 45 Create an internal team to research, develop and present to the High 2020 City a Library Information Technology Needs Assessment and Long-Range Plan. POLICE 46 Maintain current Administration staffing levels. n/a n/a 47 Add 8 additional Officers to maintain higher minimum staffing to High 2020 achieve stated goal of 5 minute response to priority 1 and 2 calls for service. Staffing should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift and 4 Officers on Night Shift. 48 Maintain current staffing of two K9. n/a n/a 49 Minimum Staffing should be Sergeant on duty at all times. n/a n/a 50 Fill 2nd CSO position for a total of two CSOs. Medium 2021 51 Maintain current staffing for traffic unit. n/a n/a 52 Review case screening process. Medium 2020 53 If all workable cases are currently assigned, the department Medium 2021 should eliminate two detective positions. Matrix Consulting Group Page 6 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation Priority Timeframe 54 Maintain current staffing but use the recommended benchmarks High Ongoing to re-evaluate staffing on an annual basis to determine when more property/evidence staff is needed. 55 Maintain current staffing for records management. n/a n/a 56 Add an additional analyst in the next 1 to 3 years. Medium 2022 57 Maintain current Administrative Specialist staffing levels. n/a n/a 58 Maintain current SRO staffing but add one additional SRO in Medium 2022—2023 the next 1 to 3 years. PUBLIC WORKS 59 The Department should establish a routine cycle of High Ongoing measurement, review, and action based on their selected performance metrics. 60 Performance measures and their results should be published High Ongoing each year in the annual budget. 61 The City should ensure that the selected asset management Medium 2021 system replacing the existing work order system has the capabilities necessary to foster an efficient, transparent, and data-centric approach to infrastructure maintenance and workload management. 62 The Department should track all field work—proactive and Medium 2021 reactive—using work orders within the asset management system. 63 The Department should develop a preventive and routine Medium 2021 maintenance calendar for the Parks Maintenance Division in the asset management system and use this tool as the basis for calculating staffing needs. 64 The City should ensure that the system which replaces High 2020 Springbrook has a robust project management module or invest in a separate software specifically designed for capital project management. 65 The Department should seek to update each system master High Ongoing plan once per six years on a rotating basis. Matrix Consulting Group Page 7 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation Priority Timeframe 66 The Department should include some strategic discussion in the High Ongoing master plans of the systems' purpose for the community and how the plan supports the goals of the Department and the City. 67 The Department should provide development review backup for Medium 2020 the Principal Engineer, including the use of other P.E.'s in the Engineering Division. 68 The Department should adjust the organizational structure to Medium 2021 narrow the Parks Supervisor's span of control and allow more effective oversight of seasonal staff. 69 The Department should adjust the organizational structure to Medium 2021 narrow the City Engineer's span of control and provide oversight assistance to project management staff. The following chapters provide narrative detailing with the rationale and basis for each recommendation. Matrix Consulting Group Page 8 Final Report of the Performance Audit Assessment TIGARD, OREGON 2 City Management This chapter covers the recommendations related to the City Manager's Office and the Human Resources Department. The analysis focused on key recommendations to improve the operational effectiveness of each department and the staffing required to provide those services. The Policy and Administration Program in the budget also consists of the Mayor and Council and Office of the City Attorney functions; however, these services were not reviewed or assessed as part of this report. 1. City Manager's Office. The City Manager's Office is responsible for overall management of the City of Tigard including Council support, organizational leadership, operational support, general policy and procedure development and administration governing all City operations. This office is responsible for implementation of the City's Strategic Plan, coordination of the City's legislative agenda, and communicates City Council's direction to the executive staff and employees. The City Manager's Office has an annual operating budget of approximately $740,000 and a staff of four positions: City Manager, Assistant City Manager, Executive Assistant to the City Manager, and Senior Management Analyst. (1) Departmental Annual Workplans and the City's Strategic Plan should be in Alignment. The effectiveness of the City's adopted strategic plan can be enhanced by ensuring that the key goals and objectives in future strategic plans are well delineated and that these are used as the basis for on-going policy and management decisions. In particular, the performance metrics and annual departmental workplans should align, where practical, with the strategic plan elements. Tigard has a refreshment of the city's strategic plan underway that is scheduled for completion in early 2020. Annually, departments should develop their annual workplan and notate the key efforts that will further or support the achievement of the strategic goals — or position the City operations to move closer to the achievement of the goals. Annual workplans should be a guiding effort for each department's focus during the year, and a portion of the performance evaluation for staff in that department should be linked to accomplishing the workplan. Progress on the workplans should be reviewed at least quarterly between the City Manager, Assistant City Manager and the respective department head. A semi-annual update on progress should be provided to the City Council. Recommendation 1 : The Annual Workplans for each department should be guiding Matrix Consulting Group Page 9 Final Report of the Performance Audit Assessment TIGARD, OREGON documents that are considered a part of performance evaluations and developed in alignment with the overall City Strategic Plan. (2) The Senior Management Analyst Positions should be Tasked with the Development and Oversight of the Performance Management Program. The City Manager's Office has operated for much of this year with half of the positions vacant. The Assistant City Manager and Senior Management Analyst positions were vacant for nearly one year. The Assistant City Manager position has recently been filled and this will provide significant assistance in the effective operation of this critical office and provide support to the City Manager by taking direct oversight of a number of the operating departments and provide support by handling special projects and initiatives. The Senior Management Analyst position is in the process of being filled and various considerations have been given to the duties to be assigned to this position. Given the position's location in the City Manager's Office and the high priority that is being placed on data analysis, data-informed decision-making and the need to fully implement the performance measurement program under development, it is recommended that the principal duty of this position be allocated to development, implementation and coordination of the performance measurement and report card efforts underway. This will take close cooperation and interaction with all departments. This position will also provide analytical support as departments work to enhance their internal data analytical abilities. In addition, this position should be tasked with conducting special studies, analysis, and analytical activities to support projects and duties performed by the City Manager and Assistant City Manager, and in support of the city's strategic plan and City Council goals. Currently, these positions have limited analytical support requiring them to be intricately involved in the development of projects and initiatives which limits their time to spend on more strategic and longer-term efforts important to the City. Recommendation 2: The Senior Management Analyst position should be charged with overseeing the development and implementation of the City's performance management program. Recommendation 3: The City should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the public regarding the Department's performance and accomplishments. 2. Human Resources Department. The Human Resources function is responsible for the administration and oversight of all City human resources programs to the City organization. Programs and services Matrix Consulting Group Page 10 Final Report of the Performance Audit Assessment TIGARD, OREGON provided include: recruitment, selection and testing, benefits administration, labor negotiations, personnel policy administration, employee relations, job classification and salary administration, employee recognition, investigations, training, organization development and performance management, workforce planning, equal opportunity, and wellness and risk management with oversight and coordination of the city's worker's compensation and liability claims management, insuring city assets, the city's retirement programs and safety programs. The Human Resources Department has an annual operating budget of approximately $680,000 for Human Resources functions and $823,000 for Risk Management ($567,000 of that is the cost of citywide insurance of assets.) The staffing is shown in the following chart: Human Resources Director I I I Sr. HR HR Business Business Partner Risk Manager Partner Risk/ — HR Specialist Magement Analyst HR - Risk Assistant (1) Additional Workforce Planning Should be Undertaken. Information about upcoming retirements can be used in an organization to determine when vacancies are likely to open up in various departments, which allows HR staff to get a head start on developing a qualified pool of applicants. Anticipating openings due to retirement can help the department begin to make decisions about succession planning tactics sooner rather than later. However, the department does not currently have a formal methodology for projecting the likely retirement of employees over time. While staff within a customer department may know when retirements are upcoming, the HR Department is not always informed about these transitions. In order to optimize the effectiveness of the recruitment staff in this effort, the Department should adopt a more formal workforce and retirement planning model. Matrix Consulting Group Page 11 Final Report of the Performance Audit Assessment TIGARD, OREGON One model for projecting employee retirement involves totaling employees' ages and their years of service, and indexing those totals at the current time, as well as for future dates, to determine likely retirements. Both of those figures could easily be obtained from data readily available. An example of this method is depicted in the table below, showing retirement risk at the current time, as well as in 2 years and 5 years: Employee Age Years Current Total 2 Year Total 5 Year Total Employee 1 23 1 24 28 34 Employee 2 48 15 63 67 73 Employee 3 45 19 64 68 74 Employee 4 50 19 69 73 79 Employee 5 48 23 71 75 81 Employee 6 48 24 72 76 82 Employee 7 49 27 76 80 86 Employee 8 52 25 77 81 87 Employee 9 54 32 86 90 96 Employee 10 57 35 92 96 102 While a model like this one can be constructed manually, this represents an area where technology can be used to improve the Department's operations. Existing data should be sufficient to generate reports such as the one above (or at least data that can be presented as a report). These projections should be updated on at least an annual basis in order to account for employee turnover and refresh the Department's strategy for replacing lost employees and skills. Employee skills and certifications could also be included in these projections. This would help the HR department anticipate when skills will be lost and begin strategizing to replace them, either by hiring new employees with the desired skills or by incentivizing existing employees to acquire those skills and certifications. Recommendation 4: The Department should develop a methodology for predicting upcoming retirements based on age and years of service of employees and update it at least annually to anticipate which employees and skills will need to be replaced. (2) Continued and Enhanced Efforts Should be Undertaken to Ensure the Workforce Reflects the Community Demographics. The Department's recruitment staff currently use multiple avenues for recruiting candidates for open positions, all of which funnel applicants to a single recruiting module. NeoGov is used to collect, filter, and assess applicants in order to develop a pool of highly qualified candidates. While staff in the Department learn on an informal basis which recruitment sources are the most effective, the Department should focus analytical efforts Matrix Consulting Group Page 12 Final Report of the Performance Audit Assessment TIGARD, OREGON at determining which recruitment sources have proven reliable in the past in providing both qualified and diverse candidates for consideration. The Department should work toward a long-term goal of achieving a workforce that is reflective of the Tigard community and the market demographics from their typical recruitment area (which is larger than the City of Tigard). Doing this would allow the Department to make an assessment about which recruitment sources produce the greatest numbers and/or diversity of interview-worthy candidates. Recommendation 5: The Department should prioritize efforts to expand the diversity of applicant pools to enable it to work toward a City workforce that is reflective of the community. (3) A More Robust Compensation Practice Should be Implemented that Ties Pay Increases to Individual Performance. Currently, typical salary adjustments for employees (not represented by collective bargaining agreements) are loosely tied to performance. While the City utilizes performance evaluations, the delineation between staff performance is not sufficient to result in pay adjustments that vary by much — most employees are getting a similar pay increase annually. There are a number of municipalities that use an evaluation system to provide additional benefits to their employees via a pay-for-performance or merit program. Such a program rewards employees for their individual contribution to the department or the municipality as a whole. These programs are separate from standard cost of living adjustments or step increases and are solely designed to recognize outstanding workmanship. However, most pay-for-performance plans tend to be set up for non-union employees due to limitations posed by bargaining contracts. It is not impossible to implement pay for performance within unionized environments, it is just harder. In a survey performed by the International City/County Management Association (ICMA), they found that in Olathe, Kansas, their pay-for-performance provides the basis for promotions, pay increases, transfers and performance bonuses. The City has a formal performance review that begins with supervisors and employees identifying job specific goals and how their individual work performance contributes to those goals. The City uses a rating scale to determine how, or if, employees met the expectations set forth at the beginning of the rating period which then determines the amount of additional benefits, if any. The goal of their program is to recognize employees who have done outstanding work above and beyond expectations, thereby providing them with more than the "routine" cost of living adjustment normally received by all employees regardless of productivity. The implementation of compensated related performance incentives has shown that more satisfied employees are motivated to perform at a higher level and be more productive Matrix Consulting Group Page 13 Final Report of the Performance Audit Assessment TIGARD, OREGON for the organization. Reward based recognition can certainly be a motivating factor for employees to perform at maximum levels benefiting both themselves and the City. The City will likely need to develop a new, or refine the existing, performance evaluation tool to implement this suggestion and provide the definitive scoring approaches that will distinguish solid from outstanding performance. Recommendation 6: The City should update the performance evaluation tool and implement a compensation approach that more closely ties pay increases to individual performance. (5) Additional Staffing Resources are Needed to Provide the Services Required. To accomplish the additional duties outlined above for Human Resources, additional staffing resources are needed. It is estimated that at least .5 to .75 FTE should be allocated to Human Resources to support existing programs and provide the additional services outlined above. Many of the positions in Human Resources are at the reduced level "full-time"equivalency. They are eligible for benefits but do not work a full workweek. The easiest, and least costly approach would be to convert all of these reduced hour positions to true full-time positions. Alternatively, the City can implement a new .5 to .75 FTE position to supplement the current staffing allocation. Recommendation 7: Additional staffing resources, in the range of .5 to .75 FTE, should be allocated to the Human Resources Department Matrix Consulting Group Page 14 Final Report of the Performance Audit Assessment TIGARD, OREGON 3 Central Services The following chapter focuses on the City's Central Services Department, addressing opportunities for improvement in the Design and Communications, Municipal Court, Property Management, and Fleet Maintenance divisions. In addition to each specific division within the Central Services Department, the Department Director also functions as the City's ADA coordinator. The Central Services Department consists of four primary divisions: Communications, City Recorder/Records, Municipal Court, and Fleet & Facilities Operations. Within Fleet & Facilities, there are both property management and fleet maintenance divisions. The Recorder & Records Division is not assessed as part of this study. DEPARTMENT STRENGTHS While this chapter focuses on changes that the Department can make to improve the way it operates, the following points should be noted as particular strengths of the Department in the functions reviewed as part of this study: • The City's website is user-friendly and easy to navigate. • While several departments have their own staff to coordinate their communication efforts, the City uses centralized communications for several communication's functions, including graphic design for written communication. • The City's communication's team is available to serve all departments. • Courts are adequately staffed to handle anticipated workload. • The Court has written policies and procedures to assist staff with completing their responsibilities. • Maintenance, replacement, and management of fleet and equipment are centralized. • The City maintains a fleet fund reserve to ensure timely replacement of fleet assets. Matrix Consulting Group Page 15 Final Report of the Performance Audit Assessment TIGARD, OREGON • Charge back rates for fleet services are in place and evaluated at least annually. • The Department uses electronic work orders for all maintenance activities. • The Department is adequately staffed for Capital Construction Project Management. The Central Services Department budget data summary show a very modest overall increase of 0.58% from FY18 revised numbers to FY19 adopted numbers. While there is no indication that workload levels are decreasing, the budget reveals decreasing expenditures in, both, Design & Communications and Fleet Maintenance. The Design & Communication's budget shows a reduction between FY18 revised and FY19 adopted of just over 4%, while the Fleet Maintenance budget shows a decrease of 4.62% for that same period. Division FY 17 FY 18 FY 19 Actual Revised Adopted Design & Communications $563,930 $614,925 $590,187 Municipal Court $463,992 $560,880 $603,845 City Recorder/Records $464,811 $526,129 $533,494 Fleet Maintenance $222,732 $322,503 $307,589 Property Management $1,736,512 $1,888,409 $1,900,539 Total $3,451,977 $3,912,846 $3,935,654 The following organizational chart shows an overview of the organizational chart of the Central Services Department. Matrix Consulting Group Page 16 Final Report of the Performance Audit Assessment TIGARD, OREGON Central Services Director I I I I I Design& City Recorder/ Fleet&Facilities Municipal Court Operations Mgr (1.0) I I I I I •• • • Municipal Court Manager City Recorder Judgge Property Fleet (1.0) (1.0) (16) Management Maintenance I Digital Deputy City • ••- • • - Facility Services Admin S ec II Communications — Recorder Supervisor Supervisor — — Coordinator (1.0) (1.0) (1.0) (1.0� (0.75-Vacant) Records .- • :• . . Fleet Web ServicesManagement Court Clerk II Maintenance Maintenance — — — — Coordinator Specialist (4.0) Tech Tech (1.0) (1.0) (1.0) (1.0) Building —Graphic Designer — Ma Tech IintenaI ce (2.0) (3.0) Grounds Reprographics — Maintenance Specialist (1.0) (1.0) The following sections address changes to technology, organizational structure, and operational practices which the Department should make in order to become more efficient, responsive, and data-driven. 1 ` Communications The Communications Division provides support for the City's branding and communications efforts to achieve effective communication with the public. The Division provides internal services support with communications planning, website design and updating, editing, creating annual reports, graphic design, copywriting, printing, video production, and news releases. Examples of final products the division helps create include brochures, posters, human resources recruiting fliers, business cards, letterhead, stationary, and a variety of electronic media design. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON The assessment revealed several very positive strengths of the Communication's division. These strong points are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • The City uses a webmaster to maintain the website with up-to-date information across all departments. • The City's website is user friendly and easy to navigate. • The City uses centralized communications for several communication functions, including graphic design for written communications. • The City's communication's team is available to serve all city departments. • The City's communication's team provides numerous services to city departments to assist with the creation of effective written documents (fliers, brochures, posters, etc.). The sections below discuss areas where the department has opportunities to improve its level of service even further. (1) The City Should Utilize Internal and External Customer Surveys to Determine Satisfaction and Effectiveness of Web Content The City utilizes internal and external customer surveys for certain departments; however, the City is not currently utilizing customer surveys to gather data on user satisfaction and effectiveness of web services. As the City already knows, by better understanding what internal and external stakeholders want in relation to website content and design, the City can be in a better position to ensure effective overall external communications while delivering results internal and external customers want to see. With regard to web services, the City might be doing a fantastic job for internal and external customers; however, from the customer's perspective, there might also be areas in which there could be improvement. An annual survey would be beneficial as an opportunity to learn about customer satisfaction with web-related services (content, design, ensuring what the public wants to see on the website is available and on the site, Matrix Consulting Group Page 18 Final Report of the Performance Audit Assessment TIGARD, OREGON satisfaction with timeliness of providing data to the public in relation to timing of matters that involve public input, etc.). Recommendation 8: The City should utilize internal and external customer surveys to determine satisfaction and effectiveness of web content. (2) The City Should Utilize a Work Order System for all Requests for Web Content Modification Currently, each person wanting changes to web content will email or otherwise contact the Web Services Coordinator, who will make any modifications on the website as appropriate. Web Services Coordination then prioritizes each request and regularly reviews the status of requests to ensure timely delivery of results to internal customers. This process does not involve the use of work orders, but rather a spreadsheet to document and manage workload. With graphic design using a work order ticketing system and several other divisions/ departments in the city using them, the City should implement a work order system for all web services-related work requests. The use of such a system will provide the city with a better opportunity to track projects by priority, ensure timely delivery of requests, and to run reports on workload performance data. Recommendation 9: The City should utilize a work order system for all requests for web content modification. (3) The City Should Develop a Written Communication's Strategic Plan The City does not currently have a written communication's strategic plan to guide communications' integration with programs across multiple departments and to guide all communications efforts (including public education and advocacy) over the next several years. While the City's Communication's leadership is knowledgeable and skilled with municipal government communication's objectives and overall strategies, the following information is worth mentioning as it relates to overall guidance. There are six steps in designing an effective communication's strategic plan. The diagram below highlights these six steps: Matrix Consulting Group Page 19 Final Report of the Performance Audit Assessment TIGARD, OREGON Assess Establish Establish your Communication's 0 Communication0 Infrastructure Goals Audience 4 Defining the Establish Targets Problem, Solution, • Frame Each4. within Each and Call to Action Message Audience The first step of assessing the City's communication's infrastructure might be one of the most important steps as it allows you to self-assess where you are now and to draw on any lessons learned from past experiences. The assessment begins with understanding what communication's efforts have worked well for the City in the past and what did not work well. This process also involves determining how many staff are available to commit to communications efforts, what each of those people will specifically do in each communication's project, and how much budget is available to promote effective communication's efforts. The next steps in the plan include framing the City's communication's strategy by ensuring every project has established communication's goals, the general audience is defined as well as any specific targets (i.e. a specific TV station reporter who might be able to get the message on the evening news), each message is clearly framed, and the message identifies the "problem, solution, and a call to action". Even though this is not a specific step in the process, an important effort is to ensure there is a plan to select and train those people who will be spokesperson's for the City, whether through a centralized department, individual departments, or some combination of the two dependent upon the message being delivered. All efforts to ensure adequate spokesperson training for decentralized communication's efforts should be managed by the city's Design & Communication's division. Matrix Consulting Group Page 20 Final Report of the Performance Audit Assessment TIGARD, OREGON Having these efforts memorialized in writing will provide guidance to city staff and ultimately provide additional focus for the city as it seeks to achieve effective communications with both internal and external stakeholders. Recommendation 10: The City should develop a written communication's strategic plan. (4) The Graphics Design Division Should Be Involved in Projects from Inception and Should Meet with Stakeholders Before Beginning Work on Design Requests. The City's graphic design team, excluding the Communication's Manager, consists of 1 .75 FTE staff. At present, the team gets involved in projects when someone submits a workorder; however, by the time the workorder is submitted, it is probable that the project planning process is well underway. In order to better serve their customers, it is beneficial for the graphic design team to become involved with a project as early as possible, often at the inception of the planning process. If there is a probability that design will be involved at some point of a project, then graphic designers should be involved as early as possible. For larger design-work projects, such as annual reports or those that will take design staff more than two full days of work, departments should be encouraged to create a work order at the very beginning of a project's planning phase, thus allowing the graphic design team the opportunity to sit in on meetings or otherwise become knowledgeable about a project's goals, target audience, messaging requirements, as early as possible. The sooner the graphic design team is involved, the more likely they are to create a design with limited revisions that meets the needs of their internal customers. At present, customers submit design requests and for larger projects, the graphic design team spends what can be a considerable amount of time on an initial design. While design staff routinely reach out to the staff member who submitted a work order before much effort is put into the design, it is probable that this does not always occur. The project team recognizes that with current staffing levels and current workload, it is not always feasible for design staff to attend meetings prior to a workorder being submitted for design work; however, the earlier design staff are involved in the visioning process for a project, the less likely there will be any differences in vision for what the final product should look like. Matrix Consulting Group Page 21 Final Report of the Performance Audit Assessment TIGARD, OREGON For larger projects, the design team member assigned the project should meet with the requester prior to beginning any design work to help ensure everyone is on a similar page with regard to what the final product should look like. By bringing in the graphic design team early in the project's planning stage and requiring the graphic design team to verbally consult with project stakeholders prior to beginning actual design work, there will be more clarity for design staff and the results are much less likely that any time will be wasted designing something that was not what the customer wanted to see. Recommendation 11: The Graphics Design staff should meet with stakeholders before beginning work on large-project design requests. 2 Municipal Court The Municipal Court handles primarily traffic, parking, and limited ordinance infractions in the City of Tigard. The assessment revealed several positive strengths of the Municipal Court division. These strong points are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • The Court is adequately staffed to handle existing and anticipated workload demand (especially considering the proposed traffic camera enforcement program about to begin). • The Court has numerous department operating instructions (DOls) to provide guidance to staff for various work processes. • The City uses centralized communications including graphic design for written communications. • The majority of citations are electronic and do not require hand entry into the Court's record keeping system. The sections below discuss areas where the department has opportunities to improve its level of service even further. Matrix Consulting Group Page 22 Final Report of the Performance Audit Assessment TIGARD, OREGON (1) The Court Should Adopt a Written Strategic Plan to Guide Future Decision Making for Operations and Employee Performance Expectations The National Center for State Courts (NCSC) recognizes the importance of strategic planning for court operations and they published a Strategic Planning Resource Guide to assist with court strategic planning efforts.' According to the NCSC, it is a prerequisite to enhancing court performance and administration that a strategic plan be developed and include the following: Effective Court Strategic Planning Seek Ways to Adapt Management Practices in Consider Future Court a Changing Environment Circumstances Consider Future Court Consider Future Court Goals Responsibilities Court strategic planning is similar to other strategic planning initiatives and yet with often changing technologies utilized within courtroom-related tasks/functions, there is a distinct need to remain flexible within this changing environment. The Municipal Court does not currently have a strategic plan; however, development of one can help guide the Court's future efforts to best serve citizen and court needs. Additionally, employees will have an even better understanding of performance expectations both, now and in the future, with a well-developed strategic plan. Recommendation 12: The Court should adopt a written strategic plan to guide future decision making for operations and employee performance expectations. 1 NCSC Strategic Planning Resource Guide httos://www.ncsc.ora/Tooics/Court-Manaaement/Strategic-Plannina/Resource- Guide.asox Matrix Consulting Group Page 23 Final Report of the Performance Audit Assessment TIGARD, OREGON (2) The Court Should Maintain Staffing Levels so Workload Demands are Within 10% of Annual Productive Hours per Employee. A sampling of the division's workload is provided in the table below: Court FY17 FY18 Court Caseload 4,927 6,015 Total Violations Processed 3,015 4,141 Traffic Safety Diversions Processed 1,156 1,094 Traffic Safety Diversion Compliance Rate 91.5% 90.3% Annual productive hours are an important calculation for determining available time per employee for handling essential functions of the job. This calculation is determined with both objective and subjective criteria. To calculate annual productive hours, you start with an assumption of 2,080 hours in a work year (this can change depending on the year, but 2,080 hours is a reasonable assumption). Next, we deduct time for allotted holidays, vacation, and sick leave. Finally, time for breaks, meetings, and training is deducted. The resulting number is the total number of hours an employee is anticipated to be at work performing their core job-related functions. The following table shows annual productive hours for Tigard Municipal Court employees: Category Amount (Hrs) Base Full Time Hours 2,080 Holidays (12 days a year) (96) Vacation (15 days a year)2 (120) Sick (12 days a year) (96) Breaks/Meetings/Training3 (391) Subtotal of Hours to Be Excluded (703) Annual Productive Hours 1,377 The majority of workload is the result of citations — traffic, parking, and limited ordinance infractions in the City of Tigard. Arraignments occur weekly and total staff time in the courtroom is approximately 90 minutes. Trials occur every other Thursday for three hours each (assumption of six hours monthly). There are currently about 500 citations processed monthly (this can vary widely, but 500 is a reasonable assumption for this workload metric). The City just received approval to implement a traffic camera enforcement program. In anticipation of a significant increase in citations due to the 2 The City has multiple ranges for employee vacation time.A middle estimate of"15 days"is used for this calculation. 3 The Breaks/Meetings/Training hours assumes 30 minutes daily for phone calls,30 minutes daily for breaks,30 minutes daily for meetings,and two(2)days of training per year. Matrix Consulting Group Page 24 Final Report of the Performance Audit Assessment TIGARD, OREGON implementation of this automated traffic enforcement program, the Court recently hired two additional staff members to keep up with workload. To process a citation, staff must enter information into the computer (verify e-citation data and hand enter about 5% of total citations, which are hand written), file required paperwork, process driving record data, process no show paperwork if that occurs, issue letters to defendants as required, set up payment plans, process diversion program paperwork, make payments, and close case files. Total processing time likely averages 45 minutes per citation for an efficient operation. Answering phone calls and handling walk in traffic not specifically related to a case take up another eight (8) hours weekly of total staff time. If staff are new or otherwise not completely efficient at each function, this time estimate will increase. Time estimates for workload data are as follows: Total annual Workload hours 24 trial days per year at three (3) hours each 72 Arraignments occurring 52 times annually at 90 minutes each 78 Citation processing from inception to completion 4,500 Phone calls and other public assistance at eight (8) hours weekly 416 Total hours 5,066 A recommendation is that court staff are utilized between 90 and 110% of annual productive hours, which in Tigard results in 1,240 to 1514 hours per employee. Some overtime can be good for employees and can save the city money when compared with deciding to hire additional staff simply to avoid paying overtime. For this reason, up to a 110% staff utilization rate is appropriate. The approximate total workload in hours for five (5) employees handling court-related functions (one supervisor and four clerks), is 1 ,013.2 hours per employee (based on 5,066 total hours). With 1,377 available hours, the current staff utilization rate is 73.58%. This utilization rate is acceptable due to the pending implementation of an automated traffic camera enforcement program. The City recently hired additional court clerks in anticipation of the implementation of an upcoming traffic camera enforcement program. This is good business practice in that it takes time to get court staff trained in all functions of court operations. Had the city not made these hires, the staff utilization rate for three (3) employees would be 1,688.67, which represents a utilization rate of 122.63%. This rate is higher than the recommended Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON utilization range and supports the prior justification for hiring additional court staff considering the anticipated increase in workload from traffic camera citations. The Court Operations Supervisor should determine the staff utilization rate on an annual basis and use the updated data to determine whether staffing levels should be modified for the upcoming fiscal year. Recommendation 13: The court should maintain staffing levels so workload demands are within 10% of annual productive hours per employee. Fleet Operations Fleet services provides oversight of vehicle maintenance and repair of city vehicles and equipment. Staff works to help determine appropriate vehicle and equipment replacement schedules, as well as ensure proper preventative maintenance occurs on vehicles and equipment. The assessment revealed several strengths of the Fleet Operations division. These strengths are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • Maintenance, replacement, and management of fleet and equipment are centralized. • A replacement reserve has been established to help ensure timely replacement of fleet assets. • Charge back rates are in place and evaluated annually. • A preventive maintenance schedule has been adopted. • Customers receive prior notification of upcoming preventive maintenance services. • Work orders are electronic and maintained for all maintenance activities. During FY17 and FY18, the Fleet Maintenance division completed an average of 224 preventive maintenance work orders and an average of 836 scheduled maintenance work orders. Through February 2019, the division completed 141 preventive maintenance and 466 scheduled maintenance work orders. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON Fleet Maintenance FY17 FY18 FY19 Fleet Preventative Maintenance Work Orders 191 257 141 Fleet Scheduled Maintenance Work Orders 866 805 466 Work orders are delivered electronically and prioritized by department (public safety first, public works second, then other departments). In-house staff complete many repairs in- house and only contract out work that is either too time consuming to perform or preventive maintenance work on vehicles. In-house staff take care of preventive maintenance for all equipment. The total amount outsourced in combined labor and supplies is approximately $75,000 annually. This shows in-house staff are efficient and effective in determining what work should be outsourced versus completing the work in- house. The sections below discuss areas where the department has opportunities to improve its level of service even further. (1) Fleet Maintenance Should Perform Analytics and Random Verification of Fuel Purchases The City of Tigard has its own fuel tanks/pumps. Invoices for fuel purchases are decentralized so they are delivered directly to individual departments. There is an inherent risk related to internal controls and both the detection and deterrence of fuel theft when a centralized department does not regularly perform analytics and random expense verification of fuel purchases. Other local government organizations have experienced incidents of theft of fuel, when an employee will fuel up a personal vehicle and claim that it was a city vehicle. If required to input data about the vehicle being fueled, the employee can input false data in an attempt to mislead anyone who might want to verify the fuel purchase. The City requires employees to enter certain data at the pump when fueling a City vehicle. That data is then routed to individual departments, which in turn keeps records on fuel usage. An example of a fuel verification check is having a staff member sample a certain number of fuel purchases each quarter. The vehicle is located and its current mileage verified. The fuel report for the prior ten (10) fuel purchases are reviewed for each vehicle sampled Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON to determine if the actual mileage is consistent with what one would expect to find based on prior mileage entries. The fuel usage data and current mileage are entered into an Excel spreadsheet and a miles per gallon over a period of time is determined. The review includes pulling data for average miles per gallon from the National Highway Traffic Safety Association (NHTSA) for the vehicle year, make, and model being fueled. If the review finds actual miles per gallon are significantly lower than NHTSA estimates, that could be an indication of fuel theft and reason for additional investigation. Random sampling fuel usage verification checks provide a useful tool to both detect theft should it have occurred and to deter any future consideration of committing such an act. The following is a sample report of miles per gallon actual versus NHTSA estimated based on a sampling of a city's vehicles (after verification of actual mileage). The data in the sample report show mileage per gallon are consistently lower across all sampled vehicles than NHTSA estimates. Since this is consistent across several departments, it is less concerning that there is an incident of theft (unless it is widespread theft) but more indicative of something else (i.e. those city vehicles are weighted down with equipment and/or drivers could have a heavy foot). Since the fleet maintenance division maintains the fuel tanks and pumps, it should be responsible for ensuring appropriate fuel usage. The division's administrative specialist could run analytics on fuel usage while coordinating with department directors to verify mileage on sampled vehicles. Any discrepancies or areas needing further inquiry would be referred to the appropriate department director for further investigation. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON City Vehicle MPG Actual v. NHTSA Estimates 18.00 16.00 14.00 12.00 10.00 8.00 6.00 4.00 2.00 , I 0.00 Electric-217 Electric-227 Water-268 Water-269 Parks-516 Animal Control Animal Control -744 -748 ■Actual MPG ■Estimated MPG Recommendation 14: Fleet maintenance should perform analytics and random verification of fuel purchases. (2) The City Should Ensure that its Asset Management System is Meeting the Needs of Fleet and Facilities Maintenance Staff. An effective asset management system allows an organization to optimize efficiency and effectiveness by budgeting accurately for the likely cost of maintenance and repairs, staffing appropriately for the projected workload, and using a preventive maintenance program to ensure assets do not deteriorate due to an unacceptable level. Some organizations use as a primary tool for this work, a computerized maintenance management system (CMMS) or dedicated asset management software with an integrated work order system. A CMMS is not always recommended, but what is recommended is any program that has an asset management system that seamlessly integrates with both a work order system and financial reporting software. The City currently uses an asset management and work order system; however, staff indicate a desire for that system to perform additional functions. The City should ensure its asset management program includes an effective work order system which is integrated with the asset inventory. The Department should adopt a formal asset management strategy which involves three components: a Department-wide asset inventory, a lifecycle costing system, and a work order system. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON The following table shows common components of an effective asset management/work order integrated system. Essential Function Description/Explanation Asset Management The software should allow the City to upload a complete and classify a completed listing of infrastructure assets that would be maintained by Fleet and Facilities. It should allow each asset to be classified by its category and type and assigned to an "owner"division. Lifecycle Costing The software should allow each asset to be assigned a construction or full replacement cost, as well as an anticipated lifecycle and depreciation schedule. This information is vital for capital budgeting. GIS Integration Most systems available are compatible with ESRI ArcGIS, which means that each stationary infrastructure asset can be assigned a specific location in one of the public works GIS layers. The City's software should allow this capability so that the geographical location of any asset can be quickly searched, and GIS layers can display information about, and link to, the assets populating them. While most fleet assets will not need this level of service, other areas in the city do need them. Work Order Management The software should be able to manage a work order system which provides the basis for a Department-wide preventive maintenance program, detailed reporting, and staffing allocations. Field Access The software should include access to a mobile application which can be used by staff in the field to look up work orders, identify their geographic location, read prior status updates for them, record labor hours and vehicle/equipment use against work orders, and update work orders'status or mark them complete. Each crew in the field should be able to access this application on tablets to update the system in real time. Reporting The software should be able to produce detailed reports from the work order system, as well as the program's asset management module. Examples of reports may include a)the total depreciation of the asset over a selected time period, b) the total maintenance and replacement cost of the asset in any given fiscal year, c) the total labor hours spent on non- routine maintenance of the asset, and d) the total number of work orders related to each asset(to know if there is need to re-do work,or simply there are high maintenance costs associated with the asset). While the City's systems might perform many or all of these functions, staff using them must be comfortable with the particular system and all that it has available to them so they can best do their job. Recommendation 15: The City should ensure that its asset management system is meeting the needs of fleet and facilities maintenance staff. Matrix Consulting Group Page 30 Final Report of the Performance Audit Assessment TIGARD, OREGON 4 Property Management The Property Management (Facilities Services) Division is responsible for environmental health, safety, and security of city facilities. These services include providing security, janitorial services, fire safety, maintenance, and repair of city buildings. Additionally, they assist the other city staff with limited physical work (moving filing cabinets, etc.). Staff handle all minor repairs, maintenance, minor remodels, painting, floor repairs, door maintenance, and many preventative maintenance functions. Employees are not licensed to perform specialty work and as such they do not complete HVAC, plumbing, or electrical repairs. However, they are on-site for those issues and handle contracting with outside vendors as necessary. Grounds maintenance is staffed with one employee and this employee is responsible to complete mowing, blowing, weeding, and landscaping for all city administrative buildings (senior center, PW, city hall, and library). There are three (3) authorized FTE positions as building maintenance technician II, one (1) authorized FTE as a senior building maintenance technician, one (1) authorized FTE for grounds maintenance, and one (1) FTE supervisor position. In addition to the responsibilities of maintaining city buildings, the supervisor is also responsible for being the city's single capital construction project manager. The assessment revealed strengths of the Property Management division. Example of these strengths include: • There is an effective Project Management staffing ratio for capital construction projects. • The division utilizes a work order system to ensure projects are completed in time and efficiently. • Given the size of buildings under management and the challenges associated with aging buildings that are not always co-located, staffing levels are appropriate. One of the strengths mentioned was project management staffing. The project team recognizes that the City of Tigard does not have a "project manager" by title but rather those services are a small portion of the job for another position. Capital projects vary in how much time they require from a project manager to manage a project to completion Matrix Consulting Group Page 31 Final Report of the Performance Audit Assessment TIGARD, OREGON (skill of the project manager, complexity of the project, whether more time needs to be allocated to the planning phase or the construction phase, etc.). In recognition that there is a level of subjectivity to adequate staffing for capital construction project management, the project team developed a model for determining the number of project management staff needed in an upcoming year using a weighted metric which accounts for both the dollar value per manager and the number of projects per manager. The theory behind this is that the more a project costs, the greater its complexity, and thus the more time necessary for a project manager to spend on it. A brand-new project manager might not be assigned more than four (4) or five (5) non- complex projects in a year, while an experienced project manager can handle more complex projects at double that amount. A 2014 study4 examined project management companies and determined whether they were high performing or low performing companies. They determined that high performing companies had their project management staff handling an average of 8.4 projects while low performing companies had their project managers handling an average of 11.3 projects. Based on best industry practices and appropriate studies, the project team uses a weighted metric ratio of 70% cost and 30% number of projects with eight (8) projects valued at a total of $25M under management per project manager as best practice numbers. There are currently 12 projects under management with a total cumulative value of approximately $1 M. Using a weighted metric of 70% cost and 30% number of projects, the City has a weighted average of 0.48. The weighted metric of 0.48 represents the estimated workload demand on the employee performing project management functions. In this case, an estimated 0.48% of the Facility Services Supervisor's time is spent managing projects. This means that while the city is appropriately staffed in this function at present, future workload demands on the Facility Services Supervisor will necessitate the need to hire additional staff. Metric FY19 Dollar Value of Projects $1,000,000 Recommended PM (Based on dollar value) 0.04 Weighted at 70% 4 https://www.pmsolutions.com/reports/State_of_the_PMO_2014_Research_Report_FINAL.pdf Matrix Consulting Group Page 32 Final Report of the Performance Audit Assessment TIGARD, OREGON Metric FY19 Number of Capital Projects 12 Recommended PM (Based on number of projects) 1.5 Weighted at 30% Combined Weighted PM Staffing 0.48 The sections below discuss areas where the department has opportunities to improve its level of service even further. (1) Property Management Should Regularly Assess Amounts Spent on Vendors for Specialty Services to Determine if In-House Staff Should Perform Those Functions The City's building maintenance staff perform significant maintenance work on all of the city's buildings; however, none of them hold specialty certifications (HVAC, plumbing, electrical, etc.). This is not unusual for a City the size of Tigard; however, whether city staff should hold specialty certifications should be the result of ongoing analysis on the amount of money the City spends for HVAC, plumbing, electrical, or other specialty-type repairs/maintenance. If the cost of outsourcing specialty maintenance/repair functions exceeds the cost to hire a city employee into a newly created position with appropriate classification/ compensation, and the City believes there will be a continued need for those specialty services, the City should require at least one employee to hold an appropriate certification so those functions can be performed using in-house staff. Recommendation 16: Property Management should regularly assess amounts spent on vendors for specialty services to determine if in-house staff should perform those functions. (2) Property Management Should Implement a Proactive Building Preventive Maintenance Program to Prevent Reactive Maintenance Issues as Much as is Reasonably Possible. While building maintenance staff perform preventive maintenance, there currently does not exist a written formal preventive maintenance program in place. Within the City's asset management program, there should exist a method to enter data into the system that will automatically schedule work orders for a multitude of preventive maintenance tasks. Matrix Consulting Group Page 33 Final Report of the Performance Audit Assessment TIGARD, OREGON In order to build a preventive maintenance plan for building maintenance functions, the City will want to decide which of its building assets will be included in the plan. Next, all information about the asset is gathered (original equipment manufacturer (OEM) recommendations, prior repair history, knowledge from existing maintenance staff about what repairs/maintenance might be needed in the future, etc. Next is to create an initial preventive maintenance plan and enter that data into the city's asset management/work order system. Once the plan is complete, employees perform the required preventive maintenance services, track results, and adjust the plan in subsequent years as needed. Recommendation 17:Property Management should implement a proactive building preventive maintenance program to prevent reactive maintenance issues as much as is reasonably possible. (3) Fleet & Facilities Should Conduct Spot Inventory Checks to Mitigate the Inherent Risk of Asset Misappropriation. There will always be an inherent risk of asset misappropriation associated with local government operations. This is regardless of who any specific employees are in various positions — the risk itself is inherent and it is real. There are numerous examples from local governments across the country where asset misappropriation has occurred. Even though small tools or smaller pieces of equipment are generally not too expensive, the risk of their misappropriation is greater than for other assets a city might own. There are several ways in which management can mitigate the risk of inventory theft or misuse. These include limiting who has access to where these items are stored, installing cameras showing who enters the room and coverage for the entire inside of the room, requiring employees sign in/out all equipment, and to conduct spot inventory checks of tools and small equipment. According to the Association of Certified Fraud Examiners (ACFE) 2018 Global Report to the Nations, asset misappropriation is by far the most commonly discovered type of occupational fraud, having occurred in 89% of all known frauds analyzed in their latest report. The average cost of an asset misappropriation scheme is $114,000 USD per incident.5 5 2018 ACFE Global Report to the Nations:httos://s3-us-west-2.amazonaws.com/acfeoublic/2018-report-to-the-nations.odf Matrix Consulting Group Page 34 Final Report of the Performance Audit Assessment TIGARD, OREGON The following graphic shows additional data from the 2018 AFCE report. While it might be more appropriate for this chart to be associated with a finance department, the important takeaway is that while there are other more costly types of occupational frauds that occur, a significant majority of frauds that occur involve asset misappropriation. The discrepancy with reconciliation of fraud incidents by percent is that several types of fraud schemes overlap categories and thus the total will always be more than 100%. OCCUPATIONAL FRAUD CASES BY TYPE ■%o of Incidents Average Loss per Incident 0 co rq 0 0 0 0 a `). 0 n 0 0 0 rn co 0 00 m ti ASSET MISAPPROPRIAT! ON FINANCIAL STATEMENT FRAUD Recommendation 18: Fleet & Facilities should conduct spot inventory checks to mitigate the inherent risk of asset misappropriation. (4) Fleet & Facilities Should Maintain Staffing Levels in the General Range of 1 Employee for every 35,000 — 45,000 Square Feet of Facilities Under Management. As a general best practice, the ratio of facilities to maintenance staff is around 45,000 — 50,000 square feet of buildings to maintain per one (1) maintenance employee. This ratio however, is flexible for several reasons: the number of contracted repairs necessary for technical expertise, the proximity of building locations to one another, and the age/ condition of the buildings being maintained. Matrix Consulting Group Page 35 Final Report of the Performance Audit Assessment TIGARD, OREGON As an example, if a city had 20 buildings totaling 300,000 square feet, spread out over 40 square miles and the majority of buildings were very old and in general disrepair, it will take more maintenance staff to adequately take care of those buildings than if there were five buildings with the same 300,000 total square feet all co-located next to one another. The same square footage exists under this scenario; however, the former scenario will require more maintenance personnel. Excluding the supervisor, there are four staff to maintain 12 buildings, with a cumulative 129,184 square feet of building space (including common areas). Additional maintenance occurs at other buildings (Fanno Creek House, Summer Lake Shop, skate park, etc.) This comes to 32,296 per maintenance employee plus those other facilities. This ratio is slightly lower than the ratio normally recommended; however, some of the city's facilities are older and thus require more time and effort to maintain them. Additionally, facilities are not reasonably co-located which creates the justification for the City's existing ratio. As a general rule, the City of Tigard should strive to achieve a ratio of one (1) maintenance employee for every 35,000 — 45,000 square feet of buildings under management. Property Management Square Footage of Maintenance City Hall 8,400 Permit Center 11,840 Police Department 12,804 Library 48,001 City Hall Modular 1,980 Niche 3,240 Police Department Annex 2,652 Police Storage 2,820 Senior Center 7,718 Ash/Burnham Street 7,440 Public Works 17,968 Canterbury 4,321 Total (including common areas) 129,184 As the City adds buildings or buildings continue to age, the City should continuously re- evaluate the appropriate number of personnel necessary to adequately maintain city facilities. Recommendation 19: Fleet & Facilities should maintain staffing levels in the general range of one (1) employee for every 35,000—45,000 square feet of facilities under management. Matrix Consulting Group Page 36 Final Report of the Performance Audit Assessment TIGARD, OREGON (5) Project Managers Should Receive Project Management Certification Construction project management is a combination of multiple important roles in the life of a capital project. From planning, budgeting, and supervising projects from start to finish, project managers are responsible for the entire project. A partial list of responsibilities includes developing a budget, creating work timetables, determining the best overall strategy for construction, coordinating with city leaders and contractors to ensure timetables are met, understanding technical and contractual details to ensure they are met, ensuring a safe construction site, making sure the project is completed on-time and on-budget, and meeting all of the necessary reporting requirements for each project. Effective project management starts before design work on a capital project begins. It starts at the time the project is initially thought about at the department head level, with a project manager being assigned at that early point to ensure there is cohesiveness with not only that project, but in how that one project might affect other projects under consideration. Project manager certification helps ensure projects are managed according to best industry standards and practices. While any project might turn out okay, the project team recognizes the inherent risks of not having a certified project manager on staff and recommends that all project managers receive appropriate certifications. Project manager certification can be obtained from the Project Management Institute (httos://www.omi.ora/certifications/tvaes). There are several possible certifications available with a recommended certification being the "Project Management Professional" or "PMP". Recommendation 20: Project managers should receive project management certification. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON 4 Community Development The following chapter focuses on the City's Community Development Department, addressing opportunities for improvement in performance measurement, technology utilization, cost recovery, staffing, and customer service. DEPARTMENT STRENGTHS The Community Development Department in Tigard has a number of strengths which should be noted before delving into the improvement opportunities. These strong points are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • All plan review functions are co-located in the same building so that application submittal is a "one-stop shop" for applicants. The filing system is easy to use for employees and records are easy to retrieve. • Customer service is emphasized at the Department. The City's website includes application forms, information about submittal requirements, citizen access to Accela, fee schedules, and the development code. Building permit application guides are readily available for customers. The counter is open four days per week, and over-the-counter plan checking is offered every day that the Department is open. • The Department has embraced technology. All divisions of the Department are GIS-enabled; GeoCortex is available to all plan review staff, Accela is used to track application reviews and make information available to the public, staff have access to the system via tablets in the field, and the Department is in the process of implementing electronic plan review. • The Building Division has a comprehensive operating plan which covers administrative, plan review, inspections, permitting, and compliance standards. This division also operates as an enterprise fund, and revenues are more than sufficient to offset expenditures. • A clear system is in place for land use applications; they are classified by their type, meetings with the applicant are conducted at the outset, and workload is Matrix Consulting Group Page 38 Final Report of the Performance Audit Assessment TIGARD, OREGON carefully tracked to ensure that staff meet the cycle times required by the State of Oregon. • There is a strong focus on training and maintaining the required certifications for each position, and this is included in annual performance evaluations. The sections below discuss areas where the Department can change its operating practices, assignment of roles, and use of technology in order to improve its level of service further. (1) The Department Should Adopt a Measurement and Reporting Cycle to Quantify Performance. In order to gauge the effectiveness and efficiency of the services provided by the Department to the public, the Community Development Department should institute a regular practice of performance reporting. High-performing organizations define the outcomes of success and track the measures that will inform them of whether or not they are reaching those outcomes. Typically, these measures can be derived from data recorded in the course of providing services, and benchmarks are established to define the goals which the organization aspires to reach. These benchmarks, or performance measures, provide a number of benefits to an organization: • They help the organization align its efforts with its wider strategic goals and its mission, vision, and values. • They allow the organization to identify strengths and weaknesses, and to track its progress toward established goals over time. • They frame discussions of success based on desired outcomes rather than personalities or behaviors of staff. • They cultivate a growth mindset of long-term, continuous improvement and open discussion. The Department has a head start on implementing a performance measurement system. In the City's budget, a number of quantitative metrics are listed under the Community Development section. These include the total construction valuation per Building Department FTE, the total permit fee value collected, and the total number of hearings Matrix Consulting Group Page 39 Final Report of the Performance Audit Assessment TIGARD, OREGON conducted. While dubbed "performance measures", these metrics are better suited for gauging workload than assessing the quality of work or level of service provided by staff. The Department also has cycle time objectives established for some functions (the Building Division aims for a maximum of 2-3 weeks for conducting initial plan checks and the Planning Division has a memo of internally established cycle time objectives), but no systematic approach of reporting and review is followed in order to attain the four benefits listed above. To address this, the Department should establish service level metrics that will be used as performance measures and begin tracking and reporting on them quarterly or annually. The following key steps should be taken: 1 . Determine the level of service that the Department is committed to providing in building, planning, and inspections. 2. Select metrics that specifically measure the Department's success in meeting established levels of service. 3. Establish target benchmarks against which the Department's performance can be measured. These will serve to inform decision-makers of whether performance levels are acceptable or not. With these steps in place, the Department should begin tracking the selected measures. Because Accela is already used to process applications, the reporting functions of this tool should be used to their fullest extent. Performance measures should focus on Department work outcomes, particularly those that are within the control of staff. A list of recommended performance measures for each function within the Community Development Department can be found in a dedicated chapter of this report. Gathering the data necessary to report on the selected metrics will require that the Department is able to produce Accela reports. The software has a built-in reporting tool and the ability to produce a variety of workload and performance reports, but staff have not yet been trained to generate them from the system. The Department should be able to independently produce the reports used for routine quarterly performance measurement. This training may be obtained from a consultant or from an Accela trainer, and the City's IT Department should provide as much support as they are able. Obtaining this training for the appropriate staff should be among the highest priorities for the Matrix Consulting Group Page 40 Final Report of the Performance Audit Assessment TIGARD, OREGON Department; a permitting system is losing half its usefulness when staff cannot access reports from it. Each quarter, the Department's performance against the selected metrics should be reviewed by management, and a determination made whether the level of service provided meets the established targets. Areas of high performance should be recognized and celebrated. Areas of poor performance should be identified, and a discussion held among management (and staff, as necessary) to establish a plan for improvement. Recommendation 21: The Department should ensure that in-house staff have the ability to produce workload and performance reports from Accela. Recommendation 22: The Department should generate routine reports on workload and level of service performance measures in order to gauge effectiveness in meeting established benchmarks. (2) The Department Can Benefit from an Electronic Customer Satisfaction Survey. As outlined earlier this this chapter, the Department does a number of things to promote a high level of customer service. Because customer service is a focus of the Department, the Department should implement a means of evaluating their performance in this area through the eyes of their customers. Customer feedback is a valuable tool for performance measurement and organizational self-evaluation. The Department has a comment box currently which allows customers to provide opinions. This can be improved upon by using an electronic survey which is sent to each customer by email address following the conclusion of their application. • By reaching out to customers rather than requiring them to take initiative to submit an opinion, the Department can reduce some of the selection bias inherent in a self-initiated survey of the type currently being used. • Electronic surveys can be tracked to make sure only one response is submitted per email address. • The results of a digital survey are easier to compile and analyze than hand-written survey responses. Matrix Consulting Group Page 41 Final Report of the Performance Audit Assessment TIGARD, OREGON The survey should ask customers to rate their level of satisfaction with elements such as how well the process was explained to them by staff, how well they were kept informed of the status of their application, the timeliness of review, and the courtesy of employees. Instituting a routine invitation to take a customer survey at the conclusion of each application will provide the Department with a rich source of data directly from their customers and valuable insights into their perceived strengths and weaknesses. It can be used as the basis for one or more performance measures, as outlined in a dedicated section of this report. Recommendation 23: The Department should distribute an electronic customer satisfaction survey to all customers at the conclusion of their application and compile responses as a performance measurement tool. (3) The Department Should Offer Expedited Plan Review. Many cities, in addition to the normal plan review timeframes established for permit applications, offer an expedited plan review option. This allows applicants, for a fee, to receive an accelerated turnaround time on their application. The Department does not currently offer expedited plan review, but should do so, when allowed by state law, as a way to enhance the level of service offered to customers and maintain an economic development advantage. The following points should be considered in implementing this: • Expedited plan reviews should not involve prioritizing one application over another or "jumping the line". Rather, additional staffing resources should be contracted to accommodate the additional workload imposed by shorter cycle times while ensuring that other, non-expedited applications can still be completed on time. The Department already uses contracted plan reviewers for some applications, and thus is well-positioned to expand their use to expedited reviews. • Contracted plan reviews, in this context, should not be used as a means of handling periods of peak permit activity, but as a way to provide an exceptional level of service to applicants. • The additional fee charged for expedited review should be sufficient to recover the cost of the contracted plan reviewers' time. Expedited reviews should be cost- neutral to the Department. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON • The Department should begin offering expedited reviews incrementally, beginning with just a few common application types which can be consistently handled by contracted staff. Accelerated plan review should be offered for more application types once the process is running smoothly. Providing customers with the option to expedite their permit application's review is an enhancement of service and will allow portions of the Department's workflow to move more quickly toward approval. It may also be used by the Department to expedite projects which are important to the City from an economic development standpoint. The Department should establish the parameters of this service and the circumstances under which it is offered over the coming year. Recommendation 24: The Department should implement expedited permit application reviews as a fee-based option for customers. (4) The Department Should Address Staffing and Financial Data Issues Related to Accela. In many respects, the Department utilizes technology well. Several software systems are in use to help staff manage their core functions. • The Department has a dedicated permitting software, Accela, which is used to create and update records of building and land use permit applications, record the work done by staff, coordinate plans examination, and receive and review certain types of applications (those not requiring plan submittal) electronically. • The Department uses auxiliary tools such as Selectron, Laserfiche, and the City's GeoCortex GIS system to schedule inspections, digitally archive documents, and determine the location and appropriate land use requirements for applications. In addition, the Department is in the process of implementing an electronic permitting and plan review system which will allow for the digital submittal and routing of plans, significantly improving the Department's workflow and eco-friendliness. For these strengths, the Department also has two primary technology issues which limit the use of one of its core systems. The Accela permitting system is not integrated with the City's financial management information system, Springbrook. This creates a number of issues, because financial Matrix Consulting Group Page 43 Final Report of the Performance Audit Assessment TIGARD, OREGON processes are integral to community development work. Ideally, actions with financial consequences (such as receiving a payment) would be automatically reflected in Springbrook, but this is not the case. As a result, all financial transactions must be entered in both systems. For example: • The Building Services Supervisor must generate periodic reports on all payments received and balance the cash drawer accordingly, then provide the report to the Finance Department for entry into Springbrook. • The refund process requires a monthly report to be provided to the Finance Department, which writes refund checks for Community Development to distribute to the correct recipient and enter the amounts into Accela accordingly. This work is mostly done on weekends and overtime. The duplication of effort that results from the lack of integration between these two systems costs the Department employees' time and increases the likelihood of making an error. To address this, there are two key steps that the Department should take: 1 . While most staff in the Department use Accela in the course of their daily activities, the Building Services Supervisor functions as the system administrator. In addition to supervising the front desk permitting technicians, this position oversees user setup and security, serves as the liaison with the vendor, manages the implementation of system updates, and handles the additional accounting functions necessitated by the lack of integration with Springbrook as described. Nobody else plays this integral role, and there is no backup for this position. The City should require each department and division which uses Accela for case management to designate one employee as an Accela power user. This employee should receive training and support the Building Services Supervisor with the duties of managing the software, running reports, and assisting other users with the system in order to ensure sufficient backup and prevent burnout. 2. The City's intent is to replace Springbrook with another FMIS within the coming two to three years. When this occurs, the Department should petition the Finance Department to ensure that the selected system is compatible with Accela and can be integrated to eliminate the need for duplicate data entry. Providing the Building Services Supervisor with a knowledgeable Accela management backup position will lighten that position's workload, help to prevent burnout, and ensure that system knowledge remains within the organization. Planning ahead to eliminate the Matrix Consulting Group Page 44 Final Report of the Performance Audit Assessment TIGARD, OREGON need for workarounds entirely when Springbrook is replaced will position the Department to become more accurate and streamlined as the technology used for community development and financial management evolves over the coming years. Recommendation 25: The Department should designate a second position as an Accela power user and require that the management responsibilities of that system be shared. Recommendation 26: The Department should ensure that the system which replaces Springbrook can be integrated with Accela to eliminate the need for duplicate entries. (5) The Department Should Monitor Inspectors' Workload and Aim to Limit Inspection Stops to Fifteen Per Day. To ensure that inspections staffing is commensurate with the workload required and that the Department can continue to provide a timely level of service, the number of stops made by building inspectors each day should be monitored. Typically, inspectors' workload should require no more than 12-15 stops per day. Multiple inspections may be completed at each stop, but the number of individual addresses inspected should not exceed this level in order to ensure work quality and prevent burnout. In Tigard, most inspectors average 10-15 address stops per day, but staff commonly exceed 15 stops per day. The busiest inspector averages 16 per day, and 23% of all days have more than 15 stops. The following chart shows how many inspection days over the course of a year days entailed a reasonable number of stops and how many exceeded the recommended limit. An inspection day is defined as a count of the unique addresses visited by a single inspector on a given date. Matrix Consulting Group Page 45 Final Report of the Performance Audit Assessment TIGARD, OREGON 80 - w ca 0 c 60 450 Q 40 c 11111111111111 r 20 c IU 0 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25+ Number of Address Stops As the graph shows, most days involve 15 or fewer stops, and the number of inspection days trails off for heavier workloads of more than that. The most common number of inspection stops per day is 14. However, inspectors made 16 or more stops in 2018 on 282 occasions, and 95 of those occasions involved 20 or more stops for a single inspector. While these figures may suggest that staffing should be adjusted upward to meet workload demand, it is important to consider the following points: • Many of the building inspections performed by inspectors are for subdivision homes, where the elements to be inspected are fairly uniform and the addresses are very close to each other (walking distance, in many cases). • Despite apparent heavy workload, the Department's inspectors successfully conducted 99.5% of inspections within 48 hours of receiving the request. With these points in mind, the Department should monitor inspector staffing levels and make future adjustments if the level of service suffers (inspection response time is a recommended performance measure) or staff overtime levels become burdensome. Recommendation 27: The Department should monitor inspector staffing levels to ensure that they remain appropriate for the required workload. Matrix Consulting Group Page 46 Final Report of the Performance Audit Assessment TIGARD, OREGON (6) The City's Standard Conditions of Approval for Land Use Permits Should be Maintained in an Online Library. The conditions of approval used by a city are crucial components for issuing land use permits, and planning staff must be familiar with the standard conditions used in their jurisdiction. It is important that the standard conditions of any city remain consistent from application to application, in order to ensure a uniform quality of plan review and development. The best way to promote consistent and standardized conditions of approval for land use applications is to maintain an online library or database which can be updated when necessary and used as a common point of reference for staff. Currently, the City of Tigard does not have its standard conditions in a digital library; instead they are included as part of a template which staff use to develop written opinion/decision documents. While useful in the context of developing these documents, the City's standard conditions should be maintained in an online library. Using a shared digital format for standard conditions of approval allows them to be updated as necessary, and all planning staff can be assured that they have instant access to the most recently updated version of the document. It also allows them to be shared with the public through the City's website. In this format, the standard conditions become a living document, useful to staff and stakeholders. Recommendation 28: The Department should maintain an online library of standard conditions of approval for land use permits, which is shared with staff and the public. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON 5 Finance and Information Services The following chapter focuses on the City's Finance and Information Services Department, addressing opportunities for improvement in the Information Services, Finance Administration, Finance Operations, and Contracts and Purchasing Divisions. Utility Billing is a part of the Department; however, it was not reviewed or assessed as part of this report. The following table shows a summary of the Department's operating budget for FY17 actual, FY18 revised, and FY19 adopted. Division FY 17 FY 18 FY 19 Actual Revised Adopted Finance Administration $398,079 $561,441 $488,493 Financial Operations $603,711 $757,014 $772,116 Utility Billing 1,094,993 1,258,484 1,205,191 Information Technology $2,505,621 $2,173,801 $2,286,373 Contracts and Purchasing $213,707 $221,778 $229,751 Total $4,816,111 $4,972,518 $4,981,924 The overall budget for the Department remained relatively flat from FY18 revised to FY19 adopted, with total expenses of $4,972,518 in FY18 and increasing only 0.19% to FY19 at $4,981,924. During that same time the budget for Finance Administration dropped by 13%. DEPARTMENT STRENGTHS While this chapter focuses on potential improvements that the Department can make, the following points should be noted as particular strengths of the Department in the functions reviewed as part of this study. The City's finance department is staffed at a level that otherwise might be found in a smaller sized city. With limited available staffing resources, Finance staff are doing an excellent job. There are many more positive attributes to the Finance and Information Services Department, but some of the noteworthy strengths include: • The City utilizes a GIS steering committee to assist with entity-wide implementation of GIS-related services and technology. • City employees receive ongoing training in online security procedures. Matrix Consulting Group Page 48 Final Report of the Performance Audit Assessment TIGARD, OREGON • The City has a multi-year Capital Improvement Plan (CIP) that includes enough comprehensive data so that elected officials can make informed decisions. • The City uses a P-card/credit card program that provides financial incentives to the city and there is a policy in place for the cards' use. • Written policies and procedures are in place for critical financial processes and finance staff are cross trained to perform critical processes. • The City uses long-term financial forecasting models including annual contingency funding. • The City has been able to maintain at least a 16.67% General Fund reserve. • The City has a centralized contract monitoring system in place to allow for better oversight of City contracts to help ensure compliance with legal requirements. The following sections address changes to technology, organizational structure, and operational practices which the Department should make in order to become more efficient, responsive, and data driven. 1 Finance Administration Finance Administration is responsible for preparing/coordinating the City's annual budget process, long range financial planning, financial analysis, completing an annual 6-year Capital Improvement Plan (CIP), issuance of business licenses, managing the city's investments, management of the issuance of debt, and development of financial policies. This study did not involve a thorough assessment of internal controls; however, an initial review revealed that if finance staffing levels were increased, more could be done to strengthen controls. Staffing levels in the Department have remained static for the past nine (9) years, with the same number of FTEs authorized since 2010. With existing workload statistics and a need to ensure strong, modern internal controls, there is an inherent risk for the potential of fraud, waste, or abuse. The City should not drop staffing levels in finance and if they were increased, residual risk related to internal controls could be improved. The ability to implement additional internal Matrix Consulting Group Page 49 Final Report of the Performance Audit Assessment TIGARD, OREGON controls, as mentioned later in this chapter, and the ability to provide timely reviews of financial documents, are affected by an organization's finance staffing levels. Analysis of the Finance Administration Division operations revealed several strengths. These include, but are not limited to: • The division publishes a budget calendar with clear deadlines and this calendar is communicated with employees responsible for completing budget documents. • The City's capital improvement plan (CI P) includes six-years'worth of projects and within the plan for each project there is a project name, project description, project location, funding source, and budgeted amounts for each year of the project. • The Finance Department has adequate policies in place that provide staff with guidance on City financial operations. • The City employs long-term financial forecasting (10-years) and this data includes estimates for various reserves (emergency, cash, and service level), revenues, and expenditures. This data is provided in numeric format with appropriate visual displays, including trendlines. The City averages 4.2% contingency funding across general fund departments. As mentioned previously, City Finance staff are doing a great job with their limited staffing resources. Any discussions in this report related to internal controls are for the purposes of "risk" only and they do not in any way imply or suggest any actual wrongdoing. Increasing staffing levels in finance can help reduce inherent internal control risks (those found in any local government organization of similar size and with similar finance staffing levels). The sections below discuss areas where the finance administration division has opportunities to improve its level of service even further. (1) The Finance Department Can Benefit from the Ability to Perform Regular Financial Analytics to Ensure Compliance with Policies and for Internal Control Purposes With adequate time to perform analyses, there are several financial calculations that can be performed with basic spreadsheets to detect financial policy violations or potential issues related to expenditures. The use of data analytics to detect fraud can be an Matrix Consulting Group Page 50 Final Report of the Performance Audit Assessment TIGARD, OREGON effective measure to protect an organization. The use of horizontal analysis, vertical analysis, Benford's analysis, and duplicate testing are all viable means to detect possible inappropriate items within the thousands of financial data fields seen in most municipal government operations. With adequate time, finance staff could proactively and regularly run analytics to look for missing data fields in vendor files, missing data fields in accounting entry fields, verify even dollar amounts, check for duplicate voucher payments, and even perform data set matching analysis with vendor to vendor files or vendor to employee files. At least quarterly and if time permits, staff could run a Benford's analysis on entire data sets to uncover predictable patterns often associated with fraudulent invoices. The ability to perform these functions is often limited only by staffing levels and time to perform them. The project team noted that the City of Tigard's finance staff do an excellent job in their efforts; however, they are limited in their ability to do more proactive work by existing workload and current staffing levels. Type of Analysis Method Benefits This method compares Can detect items with a financial statement items significant percentage Horizontal ratios or line items over any change between periods of a number of accounting that could warrant periods. additional investigation. This method compares relationships between Can detect increases in financial components of the spending that warrant Vertical same time period. Items further investigation that are expressed as might not otherwise be percentages of a whole and visible to the naked eye. compared between periods. This method compares large data sets by assigning expected values to each number(0-9) in an Can detect fraudulent Benford's invoice amount and invoices when someone comparing the expected makes up billing numbers. number to the actual number found in the data set. This method searches for Can detect if a payment to Duplicate duplicate payments of a vendor was made more than once for the same invoices. service. Matrix Consulting Group Page 51 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation 29: With appropriate staffing, the Finance Department should perform regular data analysis on its data to help detect any financial irregularity or non-compliance with financial policies. (2) The City Should Ensure Adequate Employee Cross Training for all Finance and Information Services Critical Functions Conflicting information came from employee interviews as to how often they were required to perform cross-trained work for other employee critical functions. It was clear to the project team that financial management staff value the importance of cross training employees to perform critical functions of other staff members; however, limited finance staffing levels make it challenging to ensure there are adequate back up staff to perform the essential functions of other positions. Adequate staffing levels and cross training are important since if the only person who regularly does payroll is out and the one person who infrequently performs as that person's back up is also unavailable, the vital function of paying employees on-time could be disrupted. Even if the backup is available, it is important that this person perform the backup task with some degree of regularity to ensure they can properly complete the tasks. They almost certainly will not perform the tasks as efficiently as the person who regularly does it, but with required training and having to complete the work at least twice annually, they should be able to handle the function when called upon. Multiple positions within finance divisions have critical functions that must be performed. When employees are trained in how to perform work for other areas not specifically within their normal realm of responsibilities, it allows employees a better opportunity to collaborate together when issues arise. Employees can feel better motivated if they believe they are contributing to the overall good of the organization and when they know that their work is valued (they are the back up for a critical function in another area), positive benefits for employee morale can occur. The overall benefits of cross training revolve around it being a good return on investment for the organization. This includes increased employee efficiency when someone is out of the office (rather than grinding to a halt, things continue on — even if not as thoroughly as with the person who normally performs the work). Additionally, the organization has a greater ability to build important succession planning skills into several employees. One of the important factors with cross training, especially with finance-related functions, is the person who acts as someone's backup should be required to perform the function Matrix Consulting Group Page 52 Final Report of the Performance Audit Assessment TIGARD, OREGON at least twice annually. By requiring a backup employee to handle payroll, or pay invoices, it allows that employee to learn the process by actually doing it on a somewhat regular basis (with the person who regularly handles the function nearby to answer questions). There is a greater chance the job will be done correctly by the backup employee when the person who regularly handles it is out and unavailable, if the backup employee performs the function with some degree of regularity (at least twice annually) with the trainer nearby. Additionally, if each critical task someone does, has two different backup employees who can perform them, that is even better. Recommendation 30: Provide cross training so that critical functions for each finance position have at least two people who can complete them and require the employee performing the critical task as a backup to complete the function at least twice annually. 2 Finance Operations Finance Operations is responsible for all day-to-day financial and budgetary requirements for the city. This includes preparation of monthly financial reports, pension fund assets, debt management, recording of cash receipts, accounts payable and accounts receivable functions, capital assets, inventory recording and reporting, project cost tracking, preparing the City's Comprehensive Annual Financial Report (CAFR), grant accounting, payroll services, maintaining the General Ledger, and monitoring all city funds. This division also oversees the annual external financial statement audit. Some of the many strengths observed in the Finance Operations division include: • Finance staff receive annual training and professional development. • Monthly budget-to-actual reports are prepared and sent to Departments. • All disbursements are supported by adequate documentation. • Invoices are reviewed and approved prior to payment. • Accounts payable are processed in sufficient time to take advantage of discounts and to not pay penalties. Matrix Consulting Group Page 53 Final Report of the Performance Audit Assessment TIGARD, OREGON • Changes to payroll require written authorization and can only be completed by limited personnel. • Deposits are made daily and bank reconciliations occur monthly. • The City accepts online payments for services. The sections below discuss areas where the finance operations division has opportunities to improve its level of service even further. (1) Completing an annual fraud risk assessment As mentioned previously, there is no indication of any actual incident occurring or having occurred in the City. This recommendation addresses a best practice from the National Association of Certified Fraud Examiners. An annual fraud risk assessment is not associated with any particular known fraudulent scheme but rather a means for the city to use its own senior staff to assess its occupational fraud risks, to discuss ways in which misconduct can occur, to determine the likelihood it could occur based on existing controls, to determine how significant it could be to the organization, if something happens (in terms of both financial and reputational harm), and to identify areas in which additional controls might be appropriate (or conversely, existing controls are no longer necessary). At the completion of the assessment, staff are left with more knowledge on how they can better protect organizational assets and what can be done to improve preventive or detective controls. Areas of high probability or high significance should be addressed by the city's senior management team to determine if any additional controls can further mitigate risk of occurrence or increase the likelihood of detection. It's important to communicate with the assessment team that these risks are generalities and not specific to any particular employee. They are known areas of risk that have occurred elsewhere, and the City is simply trying to mitigate their own inherent risks that something could occur locally. Fraud risk assessments should be conducted with as many senior staff as possible in the room at the same time. With someone facilitating the discussion, senior staff members are updated on known incidents in other municipalities with information on how those incidents occurred. Senior staff members then discuss risks specific to the City of Tigard. Matrix Consulting Group Page 54 Final Report of the Performance Audit Assessment TIGARD, OREGON The facilitator then ranks each general risk from 1-5 (probability of occurring with 5 being most likely, and significance if it occurs with 5 being very significant). Significance should include both financial loss and the risk to reputational harm. Those two numbers are multiplied together to get the fraud risk rating for that particular risk. The higher the number, the greater the risk to the City and the more attention that should be paid to mitigate that risk. Recommendation 31: Complete an annual fraud risk assessment. (2) The City Should Regularly Conduct Management Audits of Purchases for Internal Control Purposes There are numerous other municipal organizations that have experienced purchasing schemes. By conducting random and unannounced verification checks of purchases, it serves to not only detect something that might be amiss, but even more so it provides for an excellent deterrent against misconduct. The City currently checks anything that appears suspicious and there are regular quarterly audits of purchasing cards; however, management audits of purchases offer even more protection. To perform this function, finance staff would sample a certain number of invoices each quarter (ideally each month) and then track down the item to ensure that it is used, or was used, for official city business. Once the item is confirmed, finance staff call the vendor's accounts receivable department to verify the amount on the invoice the city has is the same amount the vendor shows. The latter is verified because one particular fraud scheme involves ordering supplies, receiving them, having the finance office pay the entire invoice, and then shipping back a portion (or all) of the goods while having the refund check sent to another location (so the involved employee can intercept it). Unless someone calls a vendor to verify there weren't any returns and verifies the correct "final" amount to be paid, this type of scheme can occur. If there are any discrepancies between the amount the City actually paid and the amount the vendor says should be owed, then an investigation is warranted. Performing regular management audits of purchases not only assists with identifying any irregularities, but more importantly it serves as an excellent deterrent for asset misappropriation. Existing staffing levels will make it difficult to implement this recommendation. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation 32: Management should conduct regular audits of purchases to detect and deter asset misappropriation. (3) Payroll Services The City of Tigard pays employees every two weeks, or 26 times annually. As discussed in a prior recommendation, there should be more than one backup employee trained to handle this critical function. Two issues identified during the project team's review of payroll services were a lack of verification of payroll changes in the system and nobody assigned to verify wage garnishment data prior to payroll being issued. Wage garnishments are entered by a single person without subsequent verification. The only way to know whether something was entered incorrectly is if the person whose pay was garnished, knows the exact amount that was supposed to be withheld and confirms that it was correctly entered. Because of the importance of handling garnishments correctly, there should be a second employee to verify all wage garnishment entries into the payroll system. The employee who currently performs payroll backup is recommended. Payroll fraud has been identified in many other local governments. If the person entering payroll ever wanted to change a pay rate, they can create a fraudulent payroll authorization form (PAF), make the change, and then if the annual auditor (or anyone else) checked, they would see the "approved" PAF and think everything is legitimate. The current practice for adjustments to the payroll system includes a supervisor approving a salary adjustment, human resources approving the change, and then the city manager has the final approval. Once fully approved, the paperwork is delivered to payroll who makes the changes. There is nobody to confirm the amount authorized in the change was entered correctly by the payroll employee. Without a verification process, there is risk that there could be fraudulent entries or honest mistakes made. If the City's payroll system allows for automatic notification to others anytime a change is made, the project team recommends the Accounting Supervisor be automatically notified anytime a change is made to someone's payroll data (salary, withholdings, benefits changes, etc.). An additional reason for this recommendation is that the person entering payroll can change rates back and forth throughout the year if they believe nobody will check and if an audit happens, hopefully the check with the fraudulent amounts isn't Matrix Consulting Group Page 56 Final Report of the Performance Audit Assessment TIGARD, OREGON audited. Automatic notifications allow the Accounting Supervisor to question anything unexpected. It is important to reiterate that all discussions related to internal control risk are inherent risks to local government operations and in no way are indicative of anything related to any particular employee. Recommendation 33: Determine if automatic notification of payroll changes is possible within the City's payroll/financial software system. Recommendation 34: The City should assign a second employee to provide verification checks of garnishment data entered into the payroll system. (4) Capital Asset Management Software Should Fully Integrate with the City's Financial Software System Finance employees track capital projects, capital project funds, and fixed assets. According to interviews, the system(s) currently used might not integrate well and thus there could be challenges with finance staff's ability to do their work as effectively as possible. The inventory for capital assets is through Springbrook and MaintStar is not regularly reconciled with Springbrook. Many cities use software programs that allow them to maintain records of all infrastructure components, integrate this inventory with their GIS systems, create preventive maintenance calendars, assign work orders to assets and update/track their status, and generate reports, all while integrating with the City's financial software in a seamless manner. Tigard's financial software should seamlessly integrate with its asset management software. The table below identifies essential functions that are important in an integrated fixed asset/asset management/financial system: Essential Function Description/Explanation Asset Management The software should allow the City to upload a completed listing of infrastructure assets and integrate with fixed asset financial software. Lifecycle Costing The software should allow each asset to be assigned a construction or full replacement cost, as well as an anticipated lifecycle and depreciation schedule. This information is vital for capital budgeting. Matrix Consulting Group Page 57 Final Report of the Performance Audit Assessment TIGARD, OREGON Essential Function Description/Explanation GIS Integration Most systems available are compatible with Esri ArcGIS,which means that each stationary infrastructure asset can be assigned a specific location in one of the public works GIS layers. The City's software should allow this capability so that the geographical location of any asset can be quickly searched, and GIS layers can display information about, and link to, the assets populating them. Work Order Management The software should be able to manage a work order system which provides the basis for a Department-wide preventive maintenance program, detailed reporting, and staffing allocations. This information should integrate with financial software. Reporting The software should be able to produce detailed reports from the work order system, as well as the program's asset management and financial software modules. Examples of reports may include a) the total depreciation of sidewalks over a selected time period, b) the total maintenance and replacement cost of signs in FY 2017, or c)the total labor hours spent on non-routine maintenance of vehicles over the past 18 months. Recommendation 35: The City should ensure that its asset management system fully integrates with its financial software system and has the capabilities necessary to foster an efficient, transparent, and data-centric approach to fixed asset management. 3 Contracts & Purchasing Contracts & Purchasing is responsible for processing purchase orders; creating, processing, and compliance with bids and requests for proposals (RFP), informal requests for proposals (IRFP), invitation to bid (ITB), requests for qualifications (RFQ); and for writing the associated bid or RFP contracts. There are currently one and a half (1.5) FTEs in purchasing with one employee also performing back up functions for utility billing, payroll, business licensing, and cash receipting. There is a vacant position for this workgroup and if filled, it will bring staffing levels up to a more effective 2.5 FTEs. Some of the strengths observed by the project team within the Contracts and Purchasing division include: • Purchasing thresholds and policies have been established. Matrix Consulting Group Page 58 Final Report of the Performance Audit Assessment TIGARD, OREGON • The City uses electronic purchase requisitions and purchase orders to streamline the procurement process and to help mitigate risk of noncompliance to purchasing policies. • The City uses a P-card/credit card program with a rebate or other financial incentive. The section below identifies an area where the contracts and purchasing division has opportunities to improve its level of service even further. (1) The City Should Proactively Research and Seek Buying Discounts in Addition to State Bid Discounts The following table shows workload statistics for FY18 for the number of purchase orders processed, the dollar value of those purchase orders, and the number of requests for proposals, requests for qualifications, invitations to bid, or informal requests for proposals: Contracts & Purchasing FY18 #of Purchase Orders Processed 144 Dollar Value of Purchase Orders $7,690,725 # RFP/IRFP/ITB/RFQ's issued 37 Additional responsibilities of this function include issuing purchase cards to city employees, processing requisitions, writing and monitoring certain city contracts, auditing travel expenses quarterly, and auditing purchase cards quarterly. This position also serves as the backup for utility billing, business licensing, cash receipts, and payroll. With only limited employees to handle contracts and purchasing workload, there may be inadequate time to regularly and proactively seek out buying discounts that might be available for upcoming city purchases. The City is able to take advantage of state discounts already pre-negotiated; however, if workload and time permit, more proactive efforts toward seeking other buying discounts could prove beneficial. Recommendation 36: With available time, the City should proactively research and seek buying discounts in addition to State bid discounts. Matrix Consulting Group Page 59 Final Report of the Performance Audit Assessment TIGARD, OREGON 4 Information Services Information Technology is responsible for all central computer operations for city departments, helpdesk functions of PC management, planning and developing new systems, troubleshooting, installation, and maintenance of the city's network infrastructure — including switches, cables, and servers, supporting system design and programming services, maintaining the city's phone and voicemail systems, managing the City's GIS system including data integration from various city departments for use by employees and the public, and supplying necessary employee training for software applications. Throughout the analysis of the Information Services Division, the project team noted numerous strengths. Some of those strengths include: • Information Services not only completes an annual customer survey to identify service levels and technology satisfaction, they complete these surveys daily. • Information Services enforces password security including periodic changes to employee passwords with character restrictions. • Information Services expenditures as a percentage of the city budget are between 2% and 3% (2.78%). • Information Services uses helpdesk tracking software to ensure timely responses to needs and to identify areas in which overall improvements can be made. The sections below discuss areas where the information services division has opportunities to improve its level of service even further. (1) The City Should Install and Operate Adequate Software to Monitor IT Logs and Detect any Attempt at System Intrusion There have been many recent incidents of someone attempting to hijack a municipal organization's server system and then demand a "ransom" in order to release the system controls back to the local government. One of many recent examples is a Florida City that was forced to pay almost a half a million dollars because someone gained complete Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON control over their server system. Lake City, Florida recently paid $460,000 as a ransom to regain control over their computer systems6. The City of Tigard does not currently have in place a system to monitor and identify any attempts of unauthorized server access — a system that would automatically notify the City's Information Technology personnel if an attempt were made. Without such security systems in place, the City is at increased risk of losing access to its computer systems. Recommendation 37: The City should install and operate adequate software to monitor IT logs and detect any attempt at system intrusion. (2) GIS Operations Analysis The City of Tigard clearly places a high value on GIS services as several staff perform GIS-related functions and a GIS Steering Committee in place. GIS employees are responsible for managing the GIS program, GIS data analysis for mapping requests, GIS system maintenance, programming GIS software applications, managing GIS system automation, GIS data maintenance, data editing and data configuration, processing all GIS mapping requests, and ensuring proper application of the city's entire GIS architecture. A city's ability to utilize GIS-related services in each of its departments is dependent on both GIS staffing levels and the desire of individual department directors to explore the potential of what GIS can offer them. Departments that implement GIS services often find they have a better ability to use spatial analysis of their existing data to improve their decision-making abilities. At present, the City of Tigard GIS staff track their work within a workorder system. The GIS staff currently maintain approximately 200 different GIS data layers for multiple departments and GIS staff proactively show departments ways in which GIS can help them make better decisions once a year or once every two years. More staff time dedicated to proactively working with different departments on implementing new GIS-related projects could help those other departments better understand the value GIS mapping can offer. A proactive and positive way to introduce 6 httos://www.nvtimes.com/2019/06/27/us/lake-citv-florida-ransom-cvberattack.html Matrix Consulting Group Page 61 Final Report of the Performance Audit Assessment TIGARD, OREGON new GIS technology abilities is for GIS staff to meet with department managers at least semi-annually in an effort to design at least one GIS program for that department. While several departments (public works included) utilize extensive GIS services, not all departments utilize GIS services as thoroughly. GIS staff allocating at least 10% of their annual available time to making presentations and working on new projects for departments that do not extensively use GIS services, should prove beneficial. The City's GIS Steering Committee should be responsible for monitoring progress toward achieving this recommendation. Recommendation 38: The City should ensure GIS staff spend at least 10% of their time working to proactively introduce GIS technology into every department in the City. (3) The City Should Create an Information Technology Steering Committee The City currently has a GIS steering committee in place to help guide GIS services, goals, and objectives for the City; however, no such steering committee exists for information technology services. A best management practice seen in many cities is when they have an information technology steering committee in place. This committee is tasked with assisting with IT strategic planning efforts, providing input on major IT projects, and assisting with recommending the allocation of IT resources. The Finance and Information Services Director still maintains full control and authority over IT personnel and activities; however, the steering committee allows senior staff from multiple departments to provide valuable input into the direction of the city's IT resources. Recommendation 39: The City should create an information technology committee that meets at least quarterly. (4) The City Should Implement Necessary Policies and Procedures to Ensure its Internal Phishing Campaign has a Clickthrough Rate of no more than 5%. Discussed in a prior recommendation was the need to increase IT security. As part of that overall effort, reducing the City's internal phishing campaign clickthrough rate to no more than 5% is important. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON The City uses an internal phishing campaign, which is excellent; however, statistics on the clickthrough rate shows it to be at 50%. Scammers will often introduce computer viruses or other threats to a city's IT systems through links created in emails or attachments to emails. An employee who clicks a link in an email or opens an attachment might inadvertently introduce a virus into the city's computer system —which could cause incredible financial, operational, and reputational harm to the city. With a city-sponsored phishing campaign, the city proactively sends emails to employees to record whether that employee clicks on a link or opens an attachment. One example is the City sending an email that says something like "Congratulations, you won a free pizza. Click here for your free coupon". The email shows up in the format of a coupon and in the name and color scheme of a known pizza company. Regardless of the type of email sent, the City's tracking of how many people "click" (the clickthrough rate) on a link or open an attachment compared with the total number of people who could possibly click shows a 50% clickthrough rate. Best management practices strive for no greater than a 5% clickthrough rate. Cybersecurity awareness in general is vitally important for the City. At present, there is no policy restricting when someone can click a link they receive via email. With a 50% clickthrough rate, that is indicative of employees who either do not take seriously the threat of cybersecurity or they do not fully understand the risks that exist. With such a high clickthrough rate and the knowledge that city employees are professionals who care about their work, it is more likely that cybersecurity is not on their minds. The City should implement more cybersecurity awareness training as it strives to achieve an internal phishing campaign clickthrough rate of no more than 5%. This can be accomplished through policies, employee disciplinary action for repeated incidents of clicking on links, and through more cybersecurity awareness training. Recommendation 40: The City should reduce its internal phishing campaign employee clickthrough rate to no more than 5%. (5) The City Should Increase Information Systems staffing by one (1) FTE. One of the best management practices seen by the project team in high performing public sector IT departments/divisions across the country is that the ratio of IT staff to total city staff is between 2% and 3%. Excluding GIS staff members, the City of Tigard's IT staffing levels of five (5) employees represents 1.74% of total City FTE's (286.3). This is below what the project team expects to see in a high performing IT division. Matrix Consulting Group Page 63 Final Report of the Performance Audit Assessment TIGARD, OREGON Workload statistics for IT personnel show they respond to approximately 4,500 IT service tickets annually. Depending on the time requirements to service and complete a ticket, the City's current IT staffing levels are questionable as to their adequacy. Current time frames for responses to tickets are four (4) hours for urgent matters, eight (8) hours for priority matters, and four (4) days for regular matters. Staff burnout is a concern. There were approximately 261 working days in 2018 and with 4,477 IT service tickets, that equates to an average of 17.15 IT service tickets each day the City is open throughout the entire year. Some tickets likely take only a few minutes to resolve; however, others likely take considerable time and effort for one or more IT employees. The following chart displays 2018 workorder ticket data, the number of working days in the year, and the average number of tickets per working day: 2018 IT WORKORDER / TICKET WORKLOAD 261 44.77 17.15 WORKING DAYS WORK ORDER TICKETS (IN TICKETS PER DAY HUNDREDS) With IT services and solutions being an integral part of municipal government operations, to reduce the risk of IT employee burnout, and to achieve the best management practices ratio of 2% to 3% of IT employees to total city employees, the City should hire one (1) additional FTE in an IT support position. Hiring one additional employee into an IT support position will mean there are six (6) IT employees out of what will now be 287.3 FTEs, representing 2.08% IT FTE's to total City FTE's. Recommendation 41: The City should hire one(1)additional FTE into an IT support position. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON 6 Library This chapter of the report provides the project team's evaluation and analysis of the organization and operations of the Tigard Public Library. Our analyses focused on Library service and staffing issues. The section, that follows, provides a brief descriptive summary of the Library. 1. Summary of the Tigard Public Library The Tigard Public Library provides a wide variety of patron services including, the various collections in the Library; reader advisory services for adults and youth; various programs for adults and youth; references services; as well as all of the internal services associated with keeping a public library open and serving patrons and visitors. Service Area Service Indicators Service Area Service Indicators Overall • Total holdings—229,774 Collection and • Circulation of books, audio Indicators and digital collections. Circulation visual and other materials. • There are 30,961 Total circulated in 2017-18 registered borrowers. was 1.22m. • 69 service hours per week • An estimated 343,056 Library and 7 days per week with visits in 2018. 9pm closings on • An estimated 19,750 weeknights. volunteer hours—9.5 FTE equivalent. Children's • Children's programs and Young Adults • Extensive programs and collections. collections for young adults. • In 2018 there were 561 • In 2018 there were 51 children's programs with children's programs with 698 18,255 attendees. attendees. Technical • Responsible for Reference • Responsible for developing Services acquisitions and and maintaining the processing of library Reference collection. materials. • In 2018 answered an • Responsible for cataloging estimated 29,967reference and classification of library questions from patrons. materials. • Oversees the delivery of • Responsible for care and services, both print and repair of library materials. electronic data. • 79 computer workstations (avg. 596 hours of use). Outreach • Extensive outreach to pre- schools, schools and for memory care seniors. Matrix Consulting Group Page 65 Final Report of the Performance Audit Assessment TIGARD, OREGON The Tigard Public Library's $6.2m budget is funded through a combination of sources — but mostly City (41% of the total budget) and the Washington County Cooperative Library Services (almost 59% of the total budget) funds. The Tigard Public Library is served by a staff of 50 full and part time personnel for 39.7 FTEs in total. In addition, as noted earlier, paid staff resources are supported by an extensive cadre of volunteers who last year provided about 19,750 hours to the Public Library, equivalent to 9.5 FTEs in effort. The organization of the Library is shown on the following page. 2. Assessment of the Tigard Public Library The project team has developed an assessment of the Tigard Public Library against 'best management practices' in library services. This assessment and the performance targets underlying it are based on the firm and project team's experience evaluating library services across the country. As a result of this assessment, there many positive features regarding Tigard's Public Library which are summarized below. Additional details on this assessment are provided in the technical appendices to the report. (1) Positive Features of the Tigard Public Library • The Library developed a 5-year plan in 2015— Tomorrowland: The Future Belongs to Dreamers and Doers'. There are 3 goals and 9 objectives, all of which are specific and measurable. • The Library extensively monitors performance consistent with the measures tracked by the Oregon State Library. • In spite of the fact that the percent of the service population who are cardholders is below target (48% for Tigard versus 65% for the target), at over 36 items per cardholder, Tigard patrons actively use library resources (not counting electronically circulated items). Matrix Consulting Group Page 66 Final Report of the Performance Audit Assessment TIGARD, OREGON Library Director Executive Volunteer Assistant —Coordinator(0.8) Communications Coordinator(0.8)— I Readers'Services Technical Circulation Division Manager Services Division Division Manager Manager 9 I I I I I I I I I Library Services Library Services Acquisitions Circulation Circulation Supervisor(1) Supervisor(1) Supervisor(1) Sr Librarian(1) Supervisor(1) Supervisor(1) LibrariaGn)(4 @ — Sr Librarian(1) —LibrarylAOs)t(2 @ — Librarian(1) —Sr Library Asst(1) — Sr Libr0ary Asst —Sr Library Asst(1) — Librarian(5 @ —Library Aide(0.5) — Sr Libra Asst — Library Asst(7 — Library Asst(7 4.1) (0.5 y44) y42) —Sr Library Asst(1) —LibraryAide(2 @ —LibraryAide(2 @ • New physical items were 12% of the collection last year, compared to the target of 5%. Again, this does not include e-resources. • The Tigard Library is a member of the Washington County Cooperative Library Services (WCCLS) which shares collections. • At 69 hours per week, the Tigard Library is accessible to patrons. Moreover, the Library is open seven (7) days each week and until 9 PM on weeknights. • Reference questions can be asked via the phone, email or chat online (Answerland). • Reference collections are located in adult and in youth services sections; reference questions are answered in both areas (in fact, in the latter, in both, the Children's Desk and the Teen Scene Desk). • The Library conducts annual surveys. In addition, the Library develops quarterly program evaluations which survey patrons on specific topics (e.g., summer reading interests). • The Library is effective at outreach and marketing as well as the use of social Matrix Consulting Group Page 67 Final Report of the Performance Audit Assessment TIGARD, OREGON media to inform the public about Library programs, services and special events. • Volunteer contributions are critical to the Library. Approximately 170 volunteers support the Library each month, totaling over 19,000 hours in the last fiscal year (equal to 9 FTEs). The roles are varied in circulation, readers' and technical services. A volunteer coordinator recruits, trains and provides oversight to volunteer support in the Library. These are major positive features for public library today. Many comparably-sized libraries struggle to field the service hours, programs and services that Tigard has as its foundation. The contributions of volunteers are one key—their contributions free up staff for critical tasks like program and collection development. Staff, too, are highly experienced and dedicated to the service commitments of the Library. The following points underscore this from the employee survey: • Almost 45% of staff have worked with the Library for over 11 years. • About 72% of Library staff point to the teamwork involved to make the Library a success for the community. • Almost 95% of Library staff feel empowered to use their judgment to improve programs and services. • A similar percentage of employees felt that they do an excellent job planning services. Moreover, about 97% of employees believe that management have a clear strategic direction. • About 87% of employees want to make a career of working at the Library. These attributes have supported the delivery of high levels of service to the community. The following points underscore this from the employee survey: • Over 90% of employees believe that they provide a high level of service to the community. • A similar percentage of employees believe that work quality is important. The project team's analysis of the programs and services offered by the Tigard Public Library supports current staffing allocation at the service hours or operation and programs offered. The community survey clearly underscored the value of library services to people who responded — it was consistently among the highest rated services. Matrix Consulting Group Page 68 Final Report of the Performance Audit Assessment TIGARD, OREGON 2. Analysis of the Staffing and Operations of Tigard's Public Library. This section provides an analysis of the staffing, operations, programs and workloads of the Tigard Public Library. (1) The Project Team Conducted a Survey to Compare Library Services in the City of Tigard with Other Libraries in Oregon. The following subsections show survey results for comparably sized libraries in Oregon. It should be noted that there is no attempt to make general comparisons of the cities, only to examine practices in communities in the State which are roughly the same size as Tigard. The communities chosen have been consistently utilized in this study. The Oregon State Library publishes an annual summary of comparative statistical data for all libraries in the State which facilitates the consistent comparison of libraries. The most recent report for FY 2017-18 was used in this assessment. (1.1) Service Cost Characteristics Show Tigard in the Middle of the Range in Comparably Sized Libraries in the State. The table, below, compares the Tigard Public Library to other libraries compared to in Oregon in terms of financial resources and expenditures. Key characteristics of this information include: • In terms of total per capita expenditures, Tigard's Library is the among the highest of the comparison cities — it is the highest in dollar total and the seconds highest on a per capita basis. • In terms of the ability of each library to `keep itself current' in terms of acquisitions of books and other materials, Tigard is also in the upper end of the range. At$6.96 per capita, Tigard's collection renewal budget is only exceeded by Lake Oswego. Population 52,710 42,386 59,585 64,089 31,875 Total Funds $2,676,622 $5,112,604 $2,348,861 $5,742,222 $2,163,366 Total Per Capita Exp. $50.78 $120.62 $39.42 $89.60 $67.87 Collection Expenditures $240,907 $416,490 $190,160 $445,933 $242,909 Per Capita Collection Expend. $4.57 $9.83 $3.19 $6.96 $7.62 Matrix Consulting Group Page 69 Final Report of the Performance Audit Assessment TIGARD, OREGON (1.2) Holdings Show Tigard in a Narrow Range in Comparably Sized Libraries in Oregon, Though It Is the Highest in Number of Holdings. The table, below, compares the Tigard Public Library to other libraries compared to in the State in terms of library `holdings' (or total collection size). Key characteristics of this information include: • In terms of the number of library holdings, a general indicator of public support, the Tigard Public Library is the highest of the comparison group. • Expressing holdings on a per capita basis, all of the libraries reporting are comparable (within about 10% high to low). Lake Orego Alban Oswe•o Population 52,710 42,386 59,585 64,089 31,875 Total Holdings 177,769 159,088 49.395 229,774 110,318 Holdings/Capita 3.37 3.75 NR 3.59 3.46 (1.3) Staffing Levels Show Tigard in the High End of the Range in Comparable Libraries in Oregon and Having the Greatest Contribution of Volunteers. The table, below, compares the Tigard Public Library to other libraries compared to in the State in terms of the staff and volunteer resources dedicated to library services. Key characteristics of this information include: • In terms of the number of total staff, the Tigard Library has the highest number in the comparison group at almost 41 . • Tigard has the highest number of service hours of the group, too. When expressed on the basis of service hours, Tigard remains at the top of the comparison group. • Tigard's use of volunteers also significantly adds to these resources — its 15,000+ hours in 2017-18 is almost 50% above the next highest total. Volunteer hours converted to 8.4 FTEs in 2017-18, 17% of total hours. Matrix Consulting Group Page 70 Final Report of the Performance Audit Assessment TIGARD, OREGON Lake Orego 111/11 Alban Oswe•o Cit Tualatin Population 52,710 42,386 59,585 64,089 31,875 Total Library Staff 21.2 33.7 14.9 40.9 24.15 Total Weekly Hours 54 65 56 69 65 Staff FTE Per Hour 0.39 0.52 0.27 0.59 0.37 Volunteer Hours 7,538 10,648 4,376 15,156* 7,515 Volunteer FTEs 4.2 5.9 2.4 8.4 4.2 Volunteer FTEs/Total FTEs(%) 16% 15% 14% 17% 15% • Previous year to that reported above. (1.4) Service Characteristics Show Tigard at the Highest End of the Range Based on a Number of Indicators. The table, below, compares the Tigard Public Library to other libraries compared to in the State in terms of various service characteristics. Key characteristics of this information include: • In terms of programming, the Tigard Library is at or near the top of the comparison group for children's, young adults and adults — both in terms of the number of programs and the number of participants. • Circulation is also among the highest in absolute terms as well as expressed on a per capita basis. Lake Oregon Albany Oswego City Tigard Tualatin Children's Programs 425 266 391 561 364 Children's Participants 16,058 9,970 15,294 18,255 15,274 Young Adult Programs 92 33 22 51 230 Young Adult Participants 501 345 166 698 2,488 Adult Programs 58 155 165 244 4,153 Adult Participants 1,436 17,983 2,910 4,153 1,736 Circulation 580,726 949,817 535,237 1,227,561 596,694 Circulation/Capita 11.02 22.41 8.98 19.15 18.72 Matrix Consulting Group Page 71 Final Report of the Performance Audit Assessment TIGARD, OREGON While there are many comparisons that can be made, it is clear that the Tigard Public Library has the support and the participation of the community and in turn the Library provides very high levels of service. (2) The Tigard Library to Provide Very High Service Levels to the Community Compared to Library "Best Practices". The project team as part of this study of the City developed an analysis of the how library (and other services) compared to 'best practices'. Unlike the comparative analysis provided in the previous subsections, a best practices analysis identifies the strengths and improvement opportunities to standards developed by the Matrix Consulting Group in its work with hundreds of communities in the Pacific Northwest and throughout the United States. In this diagnostic assessment, the Tigard Public Library compared very favorably to these standards as summarized by the table, below: Meets Does Not Best Practice/Operational Target Target Meet Target Comment Overall Indicators Cardholders as a percent of V At 48%Tigard falls moderately population exceed 65%. below the target. Annual circulation per cardholder V At over 36 items per exceeds 12 per year cardholder, Tigard patrons actively use library resources. These counts do not include electronically circulated items. Proportion of collection replaced per V New physical items were 12% year exceeds 5%. of the collection last year. Again, this does not include e- resources. Services coordinated with other V Some coordination with service providers in the City (e.g., recreation and with local non- recreation services). profits with opportunities to increase these efforts. Collections of non-book materials, V Extensive non-book physical including archival/cultural materials, and virtual collections. audio-visual materials, games (computer and board games), Braille materials, etc. The Library leverages community V The Library is supported by a resources (private, not-for-profit, Foundation and Friends Friends of the Library, etc.) to organization. There are, supplement City funds? however, opportunities to increase this support. Matrix Consulting Group Page 72 Final Report of the Performance Audit Assessment TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Service Delivery The Library is open at least 60 hours V At 69 hours per week, the per week. Tigard Library is accessible to patrons. The Library is open and available to V The Library is open 7 days the public during non-business hours each week and until 9pm on and days. weeknights. However, the Library should evaluate how useful some later evening hours are for patrons (visits drop off significantly after about 8pm). Reference questions are offered V Reference questions can be online or on the phone. asked via the phone, email or chat online (Answerland). Programs designed to reach V The Library offers programs numerous target audiences (children, for children, young adults and adults, seniors, etc.). Program adults on a near daily basis. performance, quality and community feedback is tracked. Outreach efforts exist to get to V Outreach efforts are targeted audiences who cannot get to the toward schools as well as the library (e.g., homebound services)? homebound. However, there may be opportunities to support specific segments of the community (e.g., seniors). Technology The Library has extensive V The Library is substantially investments in electronic media. invested in electronic media (e.g., e-books and e- databases). Three (3) automated circulation checkouts are also available for patron use. Public workstations have wait times V Two hours of continuous use, managed. per policy. Matrix Consulting Group Page 73 Final Report of the Performance Audit Assessment TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment The library has a long-term V V While the Library is part of the technology plan. City's overall technology planning, the Library should have a more robust plan covering its specific needs. A central webmaster is designated to V The Library shares social manage the content of the Library's media content among several website staff with risks to consistency and quality. Marketing The Library has developed a V Marketing materials (both print consistent brand for its and online—web and social communications and marketing media) are not a branded with efforts, including internet. a consistent look. Multiple people are involved in social media and web presence. The Library utilizes social media V V Yes, but content management extensively for outreach. is decentralized. This is an extensive list of positives for the Tigard Public Library. 3. Issues for Analysis There can be management, staffing and service/programmatic issues even for the most positive municipal functions and the Tigard Public Library is no exception. The project team focused on the following: • Until recently, there has been a leadership vacuum at the Library with the Library Director on a leave of absence. The Library was without a dedicated Director for over six (6) months. In the interim a collective leadership of Division Managers ran the Library. While this approach allowed the Library to operate effectively during the Director's absence the lack of a permanent Director was an impediment to service planning and organizational development. Indeed, this was the highest rated `improvement need' identified by Library staff in the employee survey. In the past two months, however, a new Director was named from among the Division Managers and this issue has been eliminated. However, there is much to be done in the Library. In spite of the extremely high marks that employees gave to the Library, interviews conducted during the intervening period showed that there was much uncertainty about the future of the Library and its continued success. Since `openness' is new to the Library, the new Director's focus has been Matrix Consulting Group Page 74 Final Report of the Performance Audit Assessment TIGARD, OREGON and will be to build upon this new management style. • While the Library's Commitment to a High Number of Service Hours to the Public Is Exemplary, Many Evening Hours Have Few Patrons. As noted previously, the Tigard Public Library and the City have made the delivery of library services a priority. This commitment can be seen in its collection size, staffing levels and programs. It can also be seen in the number of hours it is open each week. At 69 hours per week, including every weekday evening until 9pm, this is an extraordinary commitment. However, this commitment has returns which diminish significantly as the evening progresses. This can be seen in the following table which displays average patron visits in the evening for 2018. Weekday Visitation Averages for 2018 a 2 120 a 100 i ° 80 a) — E 60 _ E Z 40 d co ES' 20 d a' ° 3pm-4pm 4pm-Spm Spm-bpm 6pm-7pm 7pm-8pm 8pm-9pm -Monday 106 87 71 71 56 32 -Tuesday 103 88 77 73 61 27 Wednesday 96 91 86 87 59 30 -Thursday 93 81 68 68 54 26 -Friday 99 85 71 68 54 30 It is clear that patron visits are much reduced in the evening: Drop off between 7-8 pm Drop off between 6-8 -42% -55% -55% -63% -50% -66% -52% -62% -45% -56% Moreover, evening visits are diminishing over time – compared to 2017, patron visits after 8pm are between 5% and 15% lower on Wednesdays, Thursdays and Fridays. While the comparative statistics show Tigard's Public Library staffing levels to be relatively high (though not the highest), operating a two-story library with multiple Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON service desks makes meeting service commitments difficult. Moreover, while volunteer commitments are high their utilization is high for the roles which are appropriate for them. The Tigard Public Library should consider a service hour reduction and redistribute staff hours to better serve core hours when patron visits peak. Reducing the number of late evenings is one approach; reducing late evenings overall is another. Closing at 8pm each night should be implemented, the hour after which visits decline markedly. • In spite of the depth and breadth of the Library's marketing and outreach program, in some respects it is not a coordinated effort. - Marketing materials (both print and online — web and social media) are not branded with a consistent look. - Multiple staff positions are involved in social media and web presence. Several staff can contribute to social media without review. This is not to deny the experience and professionalism of staff in the Library, but new media functions like old media for purposes of branding and needs consistency in messaging. • As a large department with specialized information technology needs, the Tigard Public Library needs to plan for its long-range needs in better support of the City's technology plan. Any large organization with its own special resource needs requires a dedicated plan for the support and renewal of those resources. A Library, like selected other municipal services for example police, have a great need not only for highly trained and dedicated personnel, but also equipment such as information technology. A library has great and growing needs for: - Up to date and highly functioning cataloging and circulation systems and equipment which are provided through the WCCLS. - A relatively large number of public access computers that meet expectation for speed and effective user interfaces. - Data which today and in the future, increasingly mean fee supported access to dedicated databases. - Accessibility for the sight impaired. While the City has an overall technology plan which is based on and reflective of municipality-wide needs and priorities, the Library would better feed into that process with Matrix Consulting Group Pac Final Report of the Performance Audit Assessment TIGARD, OREGON a comprehensive needs assessment of its technology requirements. Recommendation 42: The Library should reduce service hours to between 62 — 64 hours per week, either through elimination of some evening hours or an earlier closing for all evenings. Closing at 8pm each night should be implemented, the hour after which visits decline markedly. Recommendation 43: Develop a comprehensive marketing plan encompassing traditional print and advertising and social media components. Use this opportunity to brand the Library as consistently as possible to the community. Finally, make one person responsible for the coordination, development and posting of social media while continuing to seek the input of other staff. The lead person should be the Communications Coordinator. Then management team should set direction and develop a review process. Recommendation 44: The new Director needs to continue the recent focus on furthering team building and open communication among Library staff. Recommendation 45: Create an internal team under Technical Services to research, develop and present to the City a Library Information Technology Needs Assessment and Long-Range Plan. Matrix Consulting Group Page 7i Final Report of the Performance Audit Assessment TIGARD, OREGON 7 Police This chapter provides an assessment of the Police Department staffing and operations requirements. A. ADMINISTRATION DIVISION. The Chief's Administration consists of the Chief, two Commanders, a Business Manager, a Public Information Officer, a Community Engagement Program Coordinator and Confidential Executive Assistant. Each of these roles will be briefly discussed in the following section, though there are no specific performance measures that captures all aspects of the roles, e.g. the Confidential Executive Assistant handles many tasks for the Chief and some tasks are one time while others may be handled as needed, yet the role is essential for the coordination of operations within the Chief's administration and as a point of contact for the chief. The Chief is in-charge of day to day operations and is supported by two commanders and four administrative personnel. The Chief assigns tasks and is involved in all major decision making. The Command staff has a clear separation of tasks, though they assist each other when needed. The Commanders oversee Patrol, Investigations and other units. The Commanders serve as part of the overall leadership team and are assigned tasks in support of overall operations. The Commanders serve as the second in command and oversee policy development, grants and sergeants. As noted above the Confidential Executive Assistant handles many tasks for the Chief and some tasks are one time while others may be handled as needed. The Executive Assistant coordinates the Chief's schedule, files confidential department correspondence and serves as point of contact for the Chief. The Public Information Officer (PIO) responds to significant events, coordinates the department media response to incidents or information that is disseminated to the public. They also handle media enquiries. The PIO also manages the department's social media activity. The department has the following major social media accounts: Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON Percentage Estimated of Number of Population population Re•ort Type Followers of Ti•and Followin•* Facebook 6,967 54,758 12.7% Twitter 9,617 54,758 17.5% *Not all followers are necessarily Tigard residents The above table indicates the department is active on social media and is successfully reaching online population. The department is also on "Nextdoor" which is a specialized targeted social media application for residents of the city. The department reaches approximately 8,000 residents on the platform. Social media is an important aspect of public outreach as the number of people who get their information online is increasing. The Community Engagement Program Coordinator is responsible for department's outreach to the community. The coordinator organizes several annual events such as National Night Out, the Department Open House and the National Prescription Drug Take back. The Coordinator also arranges officer attendance at many community and neighborhood events. The department has attendance at the Tigard Festival of Balloons, Trick or Treat on Main Street as well as conducts safety classes for kids and self-defense for young women. An important aspect of this position is that it helps build community trust of the police which is a pillar in 21st Century policing. The Business Manager has overall responsibility for developing the budget, completes financial reports, handles accounts payable and receivable, grants, and asset forfeiture. The Business manager coordinates with City Budget office on daily, weekly basis to manage the department budget and reporting. The Chief's Administration and Command Staff are able to handle the daily tasks of the department administration. Recommendation 46: Maintain current Administration staffing levels. B. OPERATIONS DIVISION. This initial section of the chapter focused on data and analysis associated with the workload associated with the Operations Division and subsequent staffing requirements. Patrol Operations consists Patrol, Tri-Met, Traffic Enforcement and Community Safety Officers. Patrol Operations is led by a Commander who is supported by two Lieutenants. This section of the report will focus on data and analysis associated with the workload Matrix Consulting Group Page 79 Final Report of the Performance Audit Assessment TIGARD, OREGON associated with Patrol and subsequent staffing requirements. 1. Analysis of the Police Patrol Unit Workload There are many factors that impact the workload associated with any law enforcement agency. The nature of work for most law enforcement agencies, especially for officers responsible for responding to community generated calls for service, fluctuates greatly. This section of the report will analyze the community generated workload. (1) Calls for Services Analysis Our project team has calculated the community-generated workload of the City of Tigard Police Department by analyzing incident records in the computer aided dispatch (CAD) database, for 2018. For incidents to be identified as community-generated calls for service and included in our analysis of patrol, each of the following conditions needed to be met: • The incident must have been unique. • The incident must have involved at least one Officer assigned to patrol, as identified by the individual unit codes of each response to the call. • The incident must have been originally initiated by the community. After filtering through the data using the methodology outlined above, the remaining incidents represent the community-generated calls for service (CFS) handled by Tigard patrol officers. (2) Call Distribution by Time of Day As to be expected, the CFS volume fluctuates by the time of day. The following graph presents the CFS volume throughout the day. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON Calls for Service by Hour 6a 9a 12p 3p 5p 9p CFS is the lowest during the early morning hours, then steadily increase throughout the day, peaking at 3pm. After 10pm CFS steadily decline. Additionally, the project team analyzed the CFS workload by hour and day of week. The following table presents the CFS by hour and day. Matrix Consulting Group Page 81 Final Report of the Performance Audit Assessment TIGARD, OREGON Calls for Service by Hour and Weekday Hour ae Wed 1, at Total 12am 1051 50 58 59 61E 52 76 461 1am 68 MI 44 46 43 61 50 62 374 2am 61 46 30 34 '33 47 65 316 3am 45 34 39 28 El 27 44 235 ilt 4am idaill mil 22 .1.1., 311 171 5am NM=-a 33 .-Ela 204 6am X34 ■ 61 . 46 55 54- 331 7am RI 76 96 73 80 72 65 503 8am 63 135 143 108 124 97 99 769 9am 86 144 125 119 134 129 119 856 10am 130 165 148 140 120 126 125 954 11am 123 175 158 164 130 119 129 998 12pm 154 153 159 128 168 148 142 1,052 1pm 141 182 194 147 166 179 149 1,158 2pm 186 174 190 193 209 166 1,344 3pm 178 KIM 199 206- 205 179 1,427 4pm 150 Mili 204. 204 2021 224 169 1,390 5 p m 175 VI 203 198 1891 209 163 1,355 6pm 125 181 168 176 165 182 165 1,162 7 p m 133 159 145 151 143 145 162 1,038 8pm 128 144 122 146 135 140 150 965 9pm 117 129 119 107 133 136 155 896 10pm 106 98 100 109 126 130 156 825 11pm 74 80 77 71 81 88 109 580 Total 2,470 3,016 2,832 2,702 2,796 2,814 2,734 19,364 Note: Green indicates fewer calls per hour while red indicates higher calls per hour. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON The CFS workload by day of week is fairly stable throughout the week but peaks on Friday. Furthermore, the most CFS peaked around mid to late afternoon each day. However, noting that the largest single time for CFS was on Monday between 4pm and 5pm. In total, Tigard Patrol Officers responded to a total of 19,364 community generated CFS during a one-year period, with workloads varying significantly by time of day. The total number of calls for service for a community the size of Tigard is within the expected range based on current demographics in a suburban area. (3) Calls for Service by Month The following table displays CFS totals by month, showing seasonal variation as a percentage difference from the quarterly average: Calls for Service by Month Month #of CFS Seasonal +/- Jan 1,542 Feb 1,285 -7.9% Mar 1,630 Apr 1,619 May 1,780 +4.9% Jun 1,677 Jul 1,747 Aug 1,663 +2.4% Sep 1,545 Oct 1,629 Nov 1,580 +0.7% Dec 1,667 19,364 Matrix Consulting Group Page 83 Final Renort of the Performance Audit Assessment TIGARD, OREGON As expected, the CFS workload varies throughout the year. The CFS by month begins to increase in March and peaks in May; though the summer months are the busiest. The following graph provides a graphic illustration of CFS by month: CFS by Month 2,000 — 1,800 1,600 1,400 1,200 1,000 800ftr 600 ■ ■ . . . . . ■ ■ ■ ■ 200 ■ ■ . . . . .■ ■ ■ ■ 200 ■ ■ ■ ■ ■ ■ ■ Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec (4) Most Common Types of Calls for Service The following table provides the ten most common incident categories of CFS handled by patrol officers over the last year, as well as the average call handling time (HT)7 for each. Please note the darker the shade of blue indicates the more frequent the timeframe. Handling time (HT) is defined as the total time in which a patrol unit was assigned to an incident, as identified by its dispatch and clear time stamps recorded in the CAD data. Matrix Consulting Group Page 84 Final Report of the Performance Audit Assessment TIGARD, OREGON Most Common CFS Incident Types and Distribution by Time of Day Incident Type #CFS HT 8p ASSIST PERSON 1,886 22.6 WELFARE CHECK 1,379 31.6 THEFT COLD 1,120 38.9 SUSPICIOUS PERSON 922 27.0 SUSPICIOUS CIRCUM 814 26.1 FOLLOW UP 761 25.3 , MESSAGE 744 23.0 ALARM AUDIBLE 689 18.2 SUSPICIOUS VEHICLE 688 24.5 • UNWANTED 686 32.8 All Other Types 9,675 37.3 Total 19,364 32.3 The ten most common CFS represent 50% of the call types received by the Department. These types of call types represent a wide variety of workload with Assist Person representing the most frequent call type (9%) followed by Welfare Check (7%). The majority of the CFS peaked during the late afternoon/early evening hours. 2. Analysis of Net Availability and Proactivity The following sections build upon the initial analysis of patrol CFS to determine patrol service levels based on current workloads and net availability of patrol officers. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON (1) Purpose of Calculating Patrol Proactivity Analysis of the community generated calls for service workload handled by patrol units provides the basis for patrol staffing needs. Developing an understanding of where, when, and what types of calls are received provides a detailed account of the service needs. Additionally, measuring the time used in responding and handling these calls, the staffing requirements for meeting the community's service needs can then be determined. In addition to responding to CFS, patrol officers provide other services that impact the community as a whole. Providing a high-level of service, patrol officers work proactively to address community issues, conduct problem-oriented policing, and perform other self- directed engagement activities within the community. As a result, patrol staffing needs are calculated not only from a standpoint of current resources to handle CFS workload, but also their ability to provide a certain level of service beyond responding to CFS. In Tigard, officers spend significant time on self-initiated activity such as vehicle stops, business checks and pedestrian stops. These needs are determined by measuring the proactivity of patrol, or the uncommitted time that patrol units have outside of handling call for service workloads and administrative duties, which is expressed as a percentage of the total time that they are on-duty and available to handle workloads. With this focus in mind, the following sections examine the process used by the project team to determine patrol resource needs based on current workloads, staff availability, and service level objectives. (2) Patrol Officer Net Availability Schedules provide a roster of assigned staff; the number of personnel that are actually on-duty and available to work at any given time varies greatly. For example, an officer is assigned to work a total of 2,080 hours annually. However, a significant percentage of scheduled time, is not actually spent on-duty and available in the field, for a variety of reasons. As a result, it is important to understand the amount of time officers are available to staff their post and analyze the data associated with time away. This analysis and calculation is referred to as net availability - the amount of time that an officer is available to actively patrol and respond to calls for service. As a result, it is critical to understand the amount of time that officers are on leave — including vacation, sick, injury, personal, military, comp time, or any other type of leave — as well as any hours dedicated to on-duty court or training time, and all time spent on administrative tasks such as attending shift briefing. The impact of each of these factors Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON is determined through a combination of calculations made from the Tigard Police Department data and estimates based on the experience of the project team, which are then subtracted from the base number of annual work hours per position. The result represents the total net available hours of patrol officers, or the time in which they are both on-duty and available to respond to calls for service and other activities in the field. The following table summarizes this calculation process, displaying how each individual net factor contributes to the overall net availability of patrol officers. Factors that have been estimated by the project team are shown with an asterisk: Breakdown of Officer Availability Base Annual Work Hours 2,080 Total Leave Hours — 279 On-Duty Training Hours — 60 On-Duty Court Time Hours — 20 Administrative Hours — 270 Net Available Hours Per Officer = 1,450 Number of Officer Positions x 31 Total Net Available Hours I = 44,955 Overall, officers are available for a combined 44,955 net available hours per year, representing the total time in which they are on duty and able to respond to community- generated incidents, and be proactive. The net hours above show the total hours per year that officers are available to respond to calls for service or conduct self-initiated activity. These hours are calculated irrespective of actual calls for service hours that are detailed later in this report. (3) Overview of Call for Service Workload Factors Previous sections of this chapter examined various trends in patrol workloads, including fluctuations by time of day and of week, common incident types, and other various analytics. The following section builds on this preliminary analysis, detailing the full extent of resource demands that these incidents create for responding patrol officers. Each call for service represents a certain amount of workload, much of which is not Matrix Consulting Group Page 87 Final Report of the Performance Audit Assessment TIGARD, OREGON captured in the handling time of the primary responding unit. Some of these factors can be calculated directly from the data provided by the Department, while others must be estimated due to limitations in their availability or measurability. The following table details factors that must be considered in order to capture the true workload associated with community-generated workload: Factors Used to Calculate Total Patrol Workload Number of Community-Generated Calls for Service Data obtained from an export of CAD data covering a period of an entire year that has been analyzed and filtered in order to determine the number and characteristics of all community-generated activity handled by patrol officers. The calculation process used to develop this number has been summarized in previous sections. Calculated from TPD data:19,364 community-generated calls for service Primary Unit Handling Time (multiplied by the rate) The time used by the primary unit to handle a community-generated call for service, including time spent traveling to the scene of the incident and the duration of on-scene time. For each incident, this number is calculated as the difference between 'call cleared' time stamp and the 'unit dispatched' time stamp. At 32.3 minutes, the average handling time for TPD units is in the typical range for most agencies. Calculated from TPD data:32.3 minutes of handling time per call for service Number of Backup Unit Responses The total number of backup unit responses to community-generated calls for service. This number often varies based on the severity of the call, as well as the geographical density of the area being served. This number can also be expressed as the rate of backup unit responses to calls for service and is inclusive of any additional backup units beyond the first. This information was calculated based on secondary units responding to calls for service from the CAD data. Calculated from TPD data:0.75 backup units per call for service Backup Unit Handling Time (multiplied by the rate) The handling time for backup units responding to calls for service is calculated using the same process that was used for primary units, representing the time from the unit being dispatched to the Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON unit clearing the call. Estimated:24.2 minutes of handling time per backup unit I Number of Reports Written The total number of reports and other assignments relating to calls for service that have been completed by patrol units, estimated at one report written for every three calls for service. This includes any supporting work completed by backup units. In the absence of report data, the project team estimated one in three calls for service requires an incident report. Estimated:0.33 reports written per call for service I Report Writing Time (multiplied by the report writing rate) The average amount of time it takes to complete a report or other assignment in relation to a call for service. Without any data detailing this specifically, report writing time was estimated based on the responses provided in the employee survey. Results of the survey analysis result in an estimated 45 minutes are spent per written report, including the time spent by backup units on supporting work assignments. Estimated:45 minutes per written report I Total Workload Per Call for Service The total time involved in handling a community-generated call for service, including the factors calculated for primary and backup unit handling time, including jail transport/booking time, and report writing time. This number represents the addition of the previous factors, relative to their rates (e.g., 45 min. of report writing time is added to approximately 0.33 of all calls for service). The total number of workload hours for the year is then divided by the number of calls, producing an average per incident. Calculated from previously listed factors:65.5 total minutes of workload per call for service Each of these factors contributes to the overall picture of patrol workload — the total time required for patrol units to handle community-generated calls for service, including primary and backup unit handling times, report writing time, and jail transport time. These factors are summarized in the following table: Summary of Patrol Workload Factors The total number of committed hours for patrol officers responding to the community- generated workload for 2018, the last complete year of data provided was approximately Matrix Consulting Group Page 89 Final Report of the Performance Audit Assessment TIGARD, OREGON 21,131 hours. The total committed hours can be altered depending on whether officers clear from calls prior to writing reports or whether officers indicate they are out of service to write reports. Due to this, the project team subtracts an average of 45 minutes per written report to more accurately reflect actual available time which is based on numerous previous studies. The table below shows the report writing time included in the calculation of call workload. It should be noted that officers often write reports while indicating they are clear and available for a call. This is due to prevailing police culture of"being available for the next call" even when they are not completely clear from a previous call. Value % Total Number of Calls for Service 19,364 49% Avg. Primary Unit Handling Time (min.) 32.3 Backup Units Per CFS 0.75 28% Avg. Backup Unit Handling Time (min.) 24.2 Reports Written Per CFS 0.33 23% Time Per Report (min.) 45.0 Avg. Workload Per Call (min.) 65.5 Total Workload Hours 21,131 (4) Calculation of Patrol Proactivity Equally important to understanding the time associated with responding to the community-generated workload, is the amount of proactive or unassigned time of patrol officers. Proactive time is important in any community, especially for communities such as Tigard which emphasis strong public relations and interactions between the Police Department and citizens. Patrol proactivity is calculated by comparing the total call-driven workload handled by patrol against the resources available to handle it. This is done by subtracting the total net available hours that patrol officers spend on duty against total workload hours: Total Net Available Hours—Total CFS Workload Hours =% Proactivity Total Net Available Hours With net availability and call-driven workloads having been calculated previously in the analysis, overall proactivity for patrol officers can be calculated as follows: Matrix Consulting Group Page 90 Final Report of the Performance Audit Assessment TIGARD, OREGON Overall Patrol Proactivity Total Patrol Net Available Hours 46,406 Total Patrol Workload Hours - 21,131 Resulting # of Uncommitted Hours = 25,275 Divided by total net available hours - 46,406 Overall Proactivity Level - 54.5% An overall proactivity level of 54.5 indicates some proactive capabilities of patrol officers; however, most of the proactive time for Tigard occurs after 11 pm and before 7am when there are less community engagement opportunities and fewer community contacts possible. For a community the size of Tigard and its engaged citizenry, a proactive goal of 60% or greater would be considered an effective target. It should be noted that available proactive time does not mean the officers are not active when they are not on community generated calls for service. Tigard officers are engaged in self-initiated activity when not on calls for service, as noted previously. (5) Proactivity and Deployment Effectiveness As discussed previously, the community-generated workload fluctuates throughout the day. Based on the current deployment of minimum staffing of 3 patrol officers on day shift (7am to 5pm), minimum staffing of 4 patrol officers on afternoon shift (2pm to Midnight) and minimum staffing of 3 patrol officers on night shift (10pm to 8am) the following table presents proactivity by weekday in four-hour time blocks: Percentage of Proactivity Time Available by Hour and Weekday Time S M T W Th F Sa Overall 2am-6am 81%likal 84% .9% 90% 84% 6am-10am 72% 47% 47% 54% 45% 51% 58% 60% 10am-2pm 22% -5% -3% 14% 8% 13% 28% 11% 2pm-6pm 50% 32% 42% 42% 43% 35% - 53% 46% bpm-10pm 42% 34% 39% 40% 40% 35% 35% 38% lOpm-2am 69% 77% 78% 76% 76% 78% 70% 76% Overall 59% 50% 52% 56% 54% 53% 57% 54% Matrix Consulting Group Page 91 Final Report of the Performance Audit Assessment TIGARD, OREGON As seen in the table, patrol proactivity is very robust and well above benchmark targeted ranges of over 54%. However, the table indicates that there is a net negative proactive time available between 10am and 2pm on Mondays and Tuesdays. This means there are generally more calls for service than dedicated patrol staffing can effectively handle. (6) Use of Proactive Time The effective use of proactive time relies on the front line supervisor's ability to direct the time so that it used to best serve the community. With 54%overall proactive time available to the department, there is the ability to be proactive; however, it is limited since most of the proactive time occurs during overnight time hours when there are fewer opportunities to be proactive (Traffic and Pedestrian activity decreases). Sergeants need to be actively involved in identifying problems in the community that would benefit from more proactive emphasis, the deployment of field patrol staff to address those problems and making them accountable for resolution. In Tigard, officers are engaged in more proactive enforcement and community engagement activities between 11 pm and 1 am. The table bellows shows self-initiated activities by hour and weekday. Matrix Consulting Group Page 92 Final Report of the Performance Audit Assessment TIGARD, OREGON Self-Initiated Incidents by Hour and Weekday Hour Sun Mon Tue Wed Thu Fri Sat Total 12am 195 156 120 137 171 190 224 1,193 1am 208 117 119 95 140 161 211 1,051 2am 133 113 101 87 150 102 132 818 3am 77 53 69 48 117 60 103 527 4am 32 40111 25 23 50 64 41 275 5am 54 40 40 28 70 53 57 342 6am 86 61 60 57 53 80 90 487 7am 39 37 44 23 31 25 31 230 8am 29 126 23 Al=g 26 29 35 183 9am 51 30 44 34 30 48 38 275 10am 40 1141111 39 29 33 45 38 246 11am 39 36_ 31 35 43 39 243 12pm 38 27 ' 20 21 33 33 194 1pm 23 17 28 48 32 34 34 216 2pm 54 46 60 55 40 54 68 377 3pm 88 87 76 66 58 105 119 599 4pm 78 92 62 47 67 88 115 549 5pm 81 81 44 46 52 74 82 460 6pm 90 72 61 37 44 72 89 465 7pm 41 56 44 42 35 62 61 341 8pm 50 44 19 54 47 65 62 341 9pm 72 58 38 80 54 80 90 472 10pm 91 83 54 67 101 123 136 655 11 pm 121 151 123 173 188 ffirildneli 1,267 Total 1,810 1,545 1,335 1,342 1,645 1,943 2,186 11,806 Note: Green indicates low self-initiated activity while red indicates more self-initiated activity. The most common type of self-initiated activity in Tigard is traffic stops followed by Extra Patrol and then Subject Stops. The following table shows the top 10 self-initiated activity by type: Matrix Consulting Group Page 93 Final Report of the Performance Audit Assessment TIGARD, OREGON Self-Initiated Incident Types Incident Type #CFS HT 12a 4a 8a 12p 4p 8p TRAFFIC STOP 4,451 12.3 ` a I . EXTRA PATROL 1,719 14.9 UI . SUBJECT STOP 1,654 14.6 FOLLOW UP 737 35.7 1 . OUT W/SUSP 707 9.7 ■ VEH PREMISE CHECK 522 11.0 SUSPICIOUS 356 11.5 ■ VEHICLE DETAIL 259 154.3 . . . . FOLLOW 227 33.8 imMEM • • MOTORIST 153 7.81111 ASSIST All Other Types 1,021 33.6 Total 11,806 19.5 The table indicates that Tigard patrol officers spend significant time on self-initiated activity when not on a call for service. 3. Analysis of Patrol Staffing Needs Staffing needs can be calculated for certain targeted levels of proactivity, with each officer position representing 1,450 net available hours per year. The typical proactivity ranges utilized to calculate staffing needs for larger agencies are between 35% to 45%. However, in small to mid-sized departments there tends to be a much higher level of proactive time as is the case in Tigard at 54%. The above proactive time levels are achieved by a minimum staffing of 3 officers and a supervisor on day shift, 4 officers and a supervisor on afternoon shift and 3 officers and a supervisor on night shift. Tigard's current proactive range of 54% is achieved by lower calls for service levels after 11 pm until about 7am the next day. Matrix Consulting Group Page 94 Final Report of the Performance Audit Assessment TIGARD, OREGON Staffing of police operations must consider the normal operating environment and then allow for proactive time. In Tigard, drive time, road networks, geography and time for back up must also be considered to provide for effective call response times and officer safety. Tigard covers approximately 11 square miles. In calculating the patrol officer needs for Tigard, we note that the busiest time for calls is between 4pm and 5pm on a Monday at 237 calls for the year occurring on that day and time. Since there are 52 weeks in a year we know that approximately 4.5 calls on average will occur on any given Monday between 4pm and 5pm. Though this is shift overlap time, 3 of the 7 officers on shift will be ending their shift at 5pm which means there is a high likelihood that all officers will be assigned to a call at some point during that hour. Additionally, this is a heavy vehicle commute time which will slow patrol response times. While available proactive time is an important factor in determining appropriate staffing in a department the size of Tigard, it is critical to consider call response time as well. In Tigard the call response time increased 20% between 2012 and 2017 (latest data available) from an average of 5.18 minutes to 6.23 minutes. The following tables show the breakdown of call response by priority, call handling time and response time in 2018: Response Time Distribution by Priority Level Priority # CPS % Avg. HT Response Time (min.) 0 10 20 30 40 50 60 1 113 1% 75.9 2 3,987 21% 43.2 3 5,579 29% 31.2 4 5,645 29% 31.4 5 4,038 21% 22.4 Matrix Consulting Group Page 95 Final Report of the Performance Audit Assessment TIGARD, OREGON As the table indicates, priority 1 calls represent approximately 1% of all calls and call response time averages above 5 minutes. Priority 2 calls represented approximately 21% of calls for service and average response was above 7 minutes. The department has a goal of responding to Priority 1 and 2 calls in 5 minutes or less. Many larger agencies have a call for service response time goal for priority 1 and 2 calls at between 5 and 7 minutes. However, many departments similar to Tigard, have a goal of a 5 minute response to these calls. The size of a city, road networks and geography can greatly impact call response time. Priority 1 and 2 calls are the most serious calls for service and typically mean a crime is in progress or there a life-threatening incident occurring. In order to achieve an approximately 5-minute response time, additional officers would be needed. The current average response time of 6.23 minutes would need to be lowered by approximately 20% (5 - 6.23/6.23 x 100% = -19.74%). Current minimum staffing requires 10 officers per day (3 —Day Shift, 4 Afternoons and 3 Night Shift). Adding 1 officer to each shift would require 13 officers per day to be assigned to work, however, with vacation and other absences, each officer works approximately 1 ,450 hours per year. To add 1 additional officer per shift to cover 365 actually requires approximately 2.5 officers per shift as the table below indicates. Current average Hours work hours needed per officer divided by per year average Personnel Shift hours Shifts per Total hours work hours needed (3 per day. year needed per year shifts X 2.5) 10 365 3,650 1,450 2.51 7.55 (8) This increase would represent a net 25% to 33% increase in minimum staffing. This would increase the likelihood that an officer is available for a call and also increase the likelihood that an officer is closer to the call for service using current zone and deployment structure. Patrol also consists of two K9 officers who work routine patrol with a K9 partner. This arrangement adds additional resources to patrol without creating a dedicated unit. K9 reported the following statistics for 2017: Matrix Consulting Group Page 96 Final Report of the Performance Audit Assessment TIGARD, OREGON Personnel Hours needed divided by needed (3 Average per average work hours per year shifts X 2.5) month 2.51 7.55 (8) 12 .4 1 1.9 1.7 Assists 8 .6 Though the activity levels are low for a two-person K9 unit, their primary duty is to respond to calls for service. The addition of tracking and searching provided by the K9 units, offer patrol and the City of Tigard a safer, more efficient approach to apprehending suspects. Many of the captures may not have taken place without the added ability K9 units provide. Staffing of patrol with current resources is matched to the workload with more officers assigned during the busier portions of the day. Recommendation 47: Add 8 additional Officers to achieve higher minimum staffing to achieve stated goal of 5 minute response to priority 1 and 2 calls for service. Staffing should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift and 4 Officers on Night Shift. Recommendation 48: Maintain current staffing of two K9. 4. Patrol Supervisory Staffing Patrol supervision is a critical component to effective policing for a community. Patrol supervision sets the tone for what type of policing will be delivered and what patrol expectations are for officers in the field. Patrol supervisors should support the direction of the command staff and work to implement their policing priorities. The lack of effective patrol supervision can lead to morale issues, failure to adequately serve the community, poor investigative follow up and increased liability for the department and the City. The following is a list of some of the basic requirements that encompass effective field supervision: • Supervisors should monitor priority calls and respond quickly. • Supervisors should help resolve critical incidents. • Supervisors should instill the department vision on subordinates. • Sergeant should mentor officers. • Supervisors should properly assess officers for performance evaluations. Matrix Consulting Group Page 97 Final Report of the Performance Audit Assessment TIGARD, OREGON • Supervisors should help officers work within policy and address problems. • Supervisors should direct patrol activities during proactive times. • Supervisors should help officers address community related problems. Having well trained and professional patrol supervisors in the field can help reduce liability for the department by providing frontline supervision and addressing performance issues as they arise. The Tigard Police Department has 1 sergeant minimum staffing assigned to each patrol shift (2 sergeants assigned per shift with opposite days off). During our interviews the project team was informed that patrol supervision is effective. Sergeants respond to all critical incidents are available to take calls for service when needed. The current ratio of sergeants to officers is 5.5 officers to 1 sergeant. This is an appropriate ratio for the City of Tigard. The ratio allows close supervision and assistance for officers. Recommendation 49: Minimum Staffing should be Sergeant on duty at all times. 5. Tri-Met The Tri-met unit consists of 1 Sergeant and 2 officers who are assigned full time to a multi-agency transit enforcement function. Though the officers and sergeant are supplied by Tigard, the unit is fully funded by the transit agency. This unit was not analyzed as part of this study as performance measures for this unit are not directly tied into operations of the police department. 6. Community Safety Officer (CSO) The community safety officer is a uniformed non-armed/non-sworn position that assists with low level calls for service where suspect contact is highly unlikely. These include, theft, vandalism, parking and assisting on traffic crashes. The CSO assists with many tasks that are administrative in nature such as phone and radio inventory. The CSO also performs delivery of evidence and paperwork to the District Attorney. There were 2 CSOs. The CSO performs many tasks that would have to be done by sworn personnel if the CSO position did not exist. The CSO is a less expensive option for delivery of non- emergency police services. Many agencies around the United States are employing CSOs to perform tasks that do not require full sworn training to conduct. This frees up Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON officer time for investigations and follow up. Adding a CSO could reduce overall costs for functions that do not require law enforcement training. Recommendation 50: Fill 2nd CSO position for a total of two CSOs. 7. Traffic The Traffic Unit consists of 1 sergeant and two officers who provide enhanced traffic safety enforcement to the City of Tigard. They also respond to vehicle crashes and perform investigations. In 2017, there were 1 ,700 crash calls with 2 fatalities and 112 with a reported injury. This represents almost 5 crashes per pay. Patrol does respond to crashes as well, but if there is serious injury, the traffic unit will respond. In 2018, the traffic unit issued 296 traffic infraction warnings and 2,925 traffic citations for a total of 3,221 traffic related contacts. The following tables indicates workload per hour for just traffic enforcement. Work hours Approximate per year for Traffic Traffic unit (includes Contacts contacts per Sgt.) per year work hour 4,350 3,221 .75 As the table indicates the traffic unit makes nearly 1 traffic contact per hour even though they also respond to crash investigations and perform other duties. Though specific hours for traffic investigations and other duties are not tracked, we know from previous studies that when time from those investigations and other duties are subtracted, the traffic unit is likely making more than one traffic related contact per hour when dedicated to that activity. This is within a general target range for traffic enforcement. Recommendation 51 : Maintain current staffing. C. SUPPORT SERVICES DIVISION. This section of the report will focus on data and analysis associated with the workload of the Support Operations Division and subsequent staffing requirements. Investigations consists of Investigations, Records, Property and Evidence, Crime Analysis, and School Resource Officers. Support Services is led by a Commander who is supported by a Crime Analyst, an Administrative Specialist, two Sergeants and a Records Supervisor. Matrix Consulting Group Page 99 Final Report of the Performance Audit Assessment TIGARD, OREGON 1. Investigative Analysis The evaluation of staffing levels in investigations requires a different approach because, unlike field services, qualitative determinants of workload and work practices are more important. Patrol services have the benefit of several quantitative measures, such as calls for service, response time and proactive time, to assist in the evaluation of staffing requirements. Investigative services, given the nature of this work, have fewer such reliable measures. Investigative staffing requirements need to be examined from a variety of perspectives in order to obtain an overall portrait of staffing issues, case handling issues and operational philosophies. Investigative workload can employ a series of indicators to determine the extent to which core investigative staffing is adequate and general workload is appropriate. Performance against these metrics can ultimately influence staffing requirements for detectives. The Matrix Consulting Group has devised an approach where staffing is based on how investigative resources are used and how the caseloads are managed now and could be managed in the future. The approach used is unique for each law enforcement agency under study. 2. Detective Staffing The Tigard Police Department Investigations consists of two distinct units: Criminal investigations Unit (CIU) and the Commercial Crimes Unit (CCU). CIU investigates all serious crime follow up with a focus on person crimes while CCU focuses on property related crimes (Organized Retail Theft). CIU is staffed with 1 sergeant and 5 Detectives (3 full time and 2 on rotation) and CCU is staffed with 1 sergeant and 4 detectives (1 is assigned full time to the DEA). 3. CIU Caseload Information The project team was provided partial year's stats since the department has transitioned to a new RMS system and older caseload information was not available. The project team reviewed partial year caseload and compared it to the 2017 caseload (last full year available). CIU reported average of 6 new cases assigned per month for the first three months of 2019. This is equals just over one new case per investigator per month. The table below shows the case load for 2017: Matrix Consulting Group Page 100 Final Report of the Performance Audit Assessment TIGARD, OREGON 2017 CIU Caseload Average number per Average per Number of Total cases detective Detective detectives for the year per year Month 5 140 28 2.3 As the table above indicates CIU detectives averaged 2.3 new cases per month. 4. CCU Caseload Information The project team was provided partial year's stats since the department has transitioned to a new RMS system and older caseload information was not available. The project team reviewed partial year caseload and compared it to the 2017 caseload (last full year available). CCU reported average of 4 new cases assigned per month for the first three months of 2019. This is equals just over one new case per investigator per month. The table below shows the case load for 2017: 2017 CCU Caseload Average number per Average per Number of Total cases detective Detective detectives for the year per year Month 3 99 33 2.75 As the table above indicates CCU detectives averaged 2.75 new cases per month. 5. Analysis of Investigative Staffing When reviewing caseloads for police departments the project team uses benchmarks from other departments and available research as summarized below. These benchmarks include investigative tasks such as writing search warrants, conducting interviews, submitting evidence to the property room or lab, conducting surveillance, writing reports and other common investigative tasks. Investigations are complex and require resources and time to complete. Matrix Consulting Group Page 101 Final Report of the Performance Audit Assessment TIGARD, OREGON Comparative Measures Detective Workload Expectations Active cases assigned to "generalists" 12 to 15 active cases per month based on a survey of Detectives. dozens of law enforcement agencies performed by the Matrix Consulting Group over many years. Recent research by our firm suggests this range has been reduced to 8-12 cases as the complexity of evidence collection and testing has increased the overall time required to investigate a case. As shown by the data above, average caseloads that could be assigned to a detective would be within the recommended caseload for a generalist investigator. In reviewing the caseloads for CIU and CCU the project team found the investigative caseloads were well below workload expectations. In 2017 there were a total of 2,620 Part 1 person or property crimes reported, but detectives were only assigned 239 total cases or just 9% of cases were assigned. This appears to be a low level of case follow up. It is common for cases to receive little to no follow up based on the lack of workable leads or victim cooperation, however, this study did not review actual case files to determine why the low case issuance occurs. In order to increase detective caseloads, the department should review its case screening process to ensure all cases that have leads are assigned. If all workable cases are currently assigned there are more detectives than needed. Recommendation 52: Review case screening process. Recommendation 53: If all workable cases are currently assigned, the department should eliminate two detective positions. 6. ANALYSIS OF PROPERTY AND EVIDENCE. Property and Evidence consists of personnel. The unit is overseen by the Records Supervisor. The property room reported the following work metrics for 2018: Activit I Number Property In 6,358 Items Destroyed 3,745 Returned to Owner 721 Items Incinerated 764 Auctioned 456 Purged 4,998 Matrix Consulting Group Page 102 Final Report of the Performance Audit Assessment TIGARD, OREGON The property room is located within the police department with an additional storage area for larger items. Evidence is stored appropriately and to best practice. Some large items are stored in secondary storage, this is due to facilities issues and limited size of the property room(s). All items are documented, barcoded and entered into the property management software. The property room took in 6,358 items in 2018. This is an average of 530 items per month. At 10 minutes per item this represents approximately 1 ,060 hours of work per year just to process items taken in. It takes approximately 20 minutes per item to return, destroy or sell unneeded items. There were a total of 4,998 items purged, sold or returned to the owner in 2018. 7. Analysis of Property Room/Evidence Staffing When reviewing workloads for property /evidence, the project team uses benchmarks from other departments and the International Association For Property & Evidence Inc. (TAPE) standards and available research as summarized below. These benchmarks include tasks such as data entry, barcoding, storing in appropriate areas, releasing to officer/ owner/court, paperwork processing to destroy or sell. Not included in these workload measures are annual and quarterly audits, transfer and return of items to lab, answering phones or correspondence with other agencies. Property room and evidence management is complex and requires exact documentation and accountability for all items. Also, not included in the workload analysis is the need to have operational hours for staff and community member contact. The table shows the workload hours associated with property and evidence activities: 1 - • time to Total time to ime ti process one process in process in Activity item (Mins) minutes Hours Property In 6,358 10 63,580 1,059 Items Destroyed 3,745 20 - - Returned to Owner 721 20 - - Items Incinerated 764 20 - - Auctioned 456 20 - - Purged 4,998 20 99,960 1,666 Total Work hours for all Processes 2,725 There is minimum of 2,725 work hours associated with property room activities. With two personnel assigned to this function, the property and evidence unit is at or near capacity. Matrix Consulting Group Page 103 Final Rennrt of the Performance Audit Assessment TIGARD, OREGON Recommendation 54: Maintain current staffing, but use the recommended benchmarks to re-evaluate staffing on an annual basis to determine when more property/evidence staff is needed. 8. Analysis of Records Records serves as the depository for all departmental records. Subsequently, records staff are responsible for the filing, storage, distribution, and disposal of departmental records and reports. Additional tasks include responding to public records requests and producing reports. Each police report must be checked for errors and when errors are found the report must be sent back to officers for corrections. The records unit is comprised of a Records Supervisor and five Records Specialists Records reported the following processing statistics for 2018: Report Type Number processed Avg. per Avg mins to Total time Total time month process* (mins/yr) hrs/yr Incidents 7,091 590 15 106,365 1,772 Arrests 1,408 117 20 28,160 469 Total 8,499 708 N/A 134,525 2,242 *Average processing times are estimates based on our interviews, observations or the work process and the result of our work with other clients. These estimates fluctuate on the software used or actual process. Actual processing time is typically not captured as a performance measure. The above data indicates it takes approximately 2,242 hours to process all incident reports and arrests. The unit also answered 10,828 phone calls in 2018. This is only a portion of the work performed by records as they process other documents, and customer walk-ins, process public records requests including video, but these performance metrics are not tracked. Not included in the above workload measures is that records is staffed 24 hours a day to serve patrol officers. Every report that is written by officers are first reviewed and approved by supervisors as mentioned above before they are forwarded to the records unit. Each report is then reviewed by records staff to make sure there are no NBIRS coding errors. Many of the reports must be sent back for corrections. The records unit is under tight time requirements to file cases where a suspect has been charged. Staff must process all felony cases with the DA's office. Matrix Consulting Group Page 104 Final Report of the Performance Audit Assessment TIGARD, OREGON The Tigard Police Department recently switched to a new RMS which has required training and time to learn the new system. The records unit is able to keep current on report processing. Recommendation 55: Maintain current staffing. 9. Analysis of Crime Analyst The Crime Analyst produces all statistical reports, assists with investigative cases and helps put case folders together. The Crime Analysts produces daily, weekly and monthly reports and responds to statistical requests for information. The analyst also uses investigative databases in support of detectives. Day to day performance measures are not tracked for this function, however, through the course of project team interviews it was learned that at times the analysts has more requests for assistance and support than they are able to accomplish which requires prioritization of tasks. The Tigard police department is using data driven decision making to utilize limited resources in the most efficient manner possible. Additionally, the department spends significant effort to track data in order to address crime and livability issues. To accomplish these goals takes a well-trained analyst and time to organize and analyses data. It also requires the development of reports so that the information can be shared. There is only one analyst to perform these additional tasks in support of the department, in addition to the tasks assigned to support detectives. Recommendation 56: Add an additional analyst in the next 1 to 3 years. 10. Analysis of the Police Services Administrative Specialist The Police Services Administrative Specialists- maintains records and performs assigned tasks. There are no performance metrics for this position, however, the position has numerous daily and weekly tasks. In addition, the position supports the division by providing a constant point of contact for the division. Recommendation 57: Maintain current staffing. Matrix Consulting Group Page 105 Final Report of the Performance Audit Assessment TIGARD, OREGON 11. Analysis of School Resource Officers (SRO) The School Resource Unit consists of 2 SROs. The unit responds to calls for service at local schools, conducts meetings, teaches classes and assists with providing school security. Members of the unit work with staff, students and parents with the goal of assisting to provide a safe learning environment. SROs also attend after school events for safety and security. There are no performance metrics for the SRO unit, though it is typical to have one SRO assigned to high schools with a student population over 1 ,000 and 2 for schools with a population over 2,000. The Tigard High School has an approximate student population of 1 ,954. There are two public middle schools also located within the City of Tigard with student populations of approximately 805 and 1 ,061. The Tigard Police Department had four SROs, but two of the positions were eliminated due to staffing reductions. There is a need to fill one of the positions to maintain proper staffing based on typical call loads for large suburban high schools and middle schools. Recommendation 58: Maintain current staffing; but add one additional SRO in the next 1 to 3 years. Matrix Consulting Group Page 106 Final Report of the Performance Audit Assessment TIGARD, OREGON 8 Public Works The following chapter explores the engineering, administrative, and parks maintenance divisions of the Tigard Public Works Department. The following sections provide analysis and recommendations regarding issues which the Department faces on its way to best meeting the needs of the community, including technology utilization, workload tracking and performance measures, and capital project planning, While this chapter focuses on changes that the Department can make to improve the way it operates, the following points should be noted as particular strengths of the department in the functions reviewed as part of this study. • The department has five detailed system master plans, one for each of the major infrastructure systems in Tigard. These plans project the anticipated future capacity needed in each system, outline the City's planned investment in each system, and provide a basis for capital planning. • The department takes a strategic approach to parks maintenance. Even without an asset management system, the Parks Maintenance Division has a detailed report on parks including the type and classification of each park and its acreage. Maintenance standards and frequencies are established for each classification of park. The Division also uses a master spreadsheet tool to project the hours needed for routine and preventive maintenance tasks at each park, by month. • The department has a strong capital planning approach: The CIP extends six years, and it is developed based on existing system master plans, as well as a quantitative scoring system from staff and citizen advisory committees. Goals, priorities, and expected impacts are established for each of the systems included in the CIP. The following sections address changes to technology, organizational structure, and operational practices which the Department should make in order to become more efficient, responsive, and data driven. Matrix Consulting Group Page 107 Final Report of the Performance Audit Assessment TIGARD, OREGON (1) The Department Should Adopt a Routine Cycle of Performance Measurement and Reporting. The City's FY 2018-19 budget contains three performance measures on pg. 127-128 for the Department of Public Works. These are shown here: Achieve ongoing required level of service for infrastructure while accommodating growth of those various systems. Ensure city infrastructure is resilient against natural disaster, security breaches and degradation due to aging. Ensure Tigard's streets are in fairly good condition. The city's annual Pavement Condition Index (PCI) meets or exceeds an overall value of 67.0 for the streets system. The PCI measure is an excellent example of a useful metric which can be used to determine levels of service and make decisions about resource allocation. The other two measures lack a level of detail or relevance that is sufficient to drive decision-making based on strategic goals. The importance and benefits of performance measurement is addressed elsewhere in this report. It is worth reiterating, however, the steps which the Department should take in order to institute a consistent performance measurement cycle. 1 . Determine the level of service that the Department is committed to providing in each of its divisions and functional areas. 2. Select metrics that specifically measure the Department's success in meeting established levels of service. 3. Establish target benchmarks against which the Department's performance can be measured, and which can serve to inform decision-makers of whether performance levels are acceptable or not. The chapter of this report focusing specifically on performance measures endeavors to complete Steps 1 and 2 of this process by identifying metrics which distill the core elements—or at least accurate indicators—of departmental performance into quantifiable data. Specific performance measure recommendations for the Public Works Department can be found in that chapter. In the Public Works Department, the ability to collect and report on some of the data needed for performance measurement will depend on implementation of new technology Matrix Consulting Group Page 108 Final Report of the Performance Audit Assessment TIGARD, OREGON systems or upgrades to existing systems. For example, the development engineering group should measure plan review volume and turnaround times, but this will require the ability to generate workload reports from Accela, the permitting software used by the Community Development Department. Similarly, other software capabilities will be necessary to produce useful performance metric reports for other divisions of the Public Works Department. Those needs are discussed in dedicated sections later in this chapter. As the Department begins to implement a performance measurement cycle, the selected performance measures and their results should be published annually in the budget in clear language for the public to understand. This should include a brief definition of the metric and the established benchmark, an explanation of why it is important or how it indicates the effectiveness of Department operations, and finally the result of that measure for the most recent year. Recommendation 59: The Department should establish a routine cycle of measurement, review, and action based on their selected performance metrics. Recommendation 60: Performance measures and their results should be published each year in the annual budget. (2) The Department Should Implement an Asset Management System Which Will Enable Efficient, Transparent, and Data-Driven Asset Management. Highly effective public works departments take a holistic, lifecycle-centered approach to the maintenance, repair, and capital replacement of the infrastructure and assets for which they are responsible. At its core, this approach involves the use of three components: • A complete asset inventory, which includes all of the City's infrastructure. Each catch basin, sign, mile of pavement, bridge, city-owned tree, etc. should be given an asset number and entered into a database. • A lifecycle costing system, which projects the estimated lifecycle of each asset, the cost to replace it, and the typical maintenance costs involved in upkeep. Lifecycle costing is used to help develop capital and operating budgets for public works. • A work order system which is integrated with the asset inventory and allows preventive maintenance tasks, proactive repairs, and citizen requests to be translated into work orders, assigned to the appropriate asset, and recorded in Matrix Consulting Group Page 109 Final Report of the Performance Audit Assessment TIGARD, OREGON order to gather information about the labor, vehicle usage, and costs associated with maintaining each asset. Asset management allows an organization to optimize efficiency and effectiveness by budgeting accurately for the likely cost of maintenance and repairs, staffing appropriately for the projected workload, and using a preventive maintenance program to ensure assets do not deteriorate to an unacceptable level. The primary tool for asset management is a computerized maintenance management system (CMMS) or dedicated asset management software with an integrated work order system. Tigard currently uses MaintStar as its CMMS and work order system. This software has a number of shortcomings for the Department's needs. • It integrates poorly with the City's GIS system. The Department is not able to tie individual assets within the system or work orders to geographical locations in GeoCortex map layers. • It integrates poorly with the City's financial management system, Springbrook. This eliminates the possibility of effectively tracking costs associated with work orders. • It does not easily produce reports on workload or efficiency, so while work orders can be tracked and completed, data on past work orders cannot be efficiently obtained. This eliminates the possibility of using the system for performance measurement or decision-making about resource allocation. • It does not have mobile capabilities, which means that staff are not able to receive, view, and update work orders in real time as they work in the field. As a result of these issues, MaintStar does not provide the City with the platform necessary to geographically locate assets and work orders, pull useful data for performance measurement and resource planning, or adopt a data-driven, lifecycle cost approach to asset management. The Department has recognized these needs and intends to replace this software with a new system in the coming year. The following table provides a listing of useful features and capabilities that the Department should seek to obtain in its new system. Matrix Consulting Group Page 110 Final Report of the Performance Audit Assessment TIGARD, OREGON Essential Function Description/Explanation Asset Management The software should allow the City to upload a complete and classify a completed listing of infrastructure assets. This would include each block or segment of road,drainage structure,traffic light,sign,catch basin,turf field, and drinking fountain. It should allow each asset to be classified by its category and type and assigned to an "owner"department and/or division. Lifecycle Costing The software should allow each asset to be assigned a construction or full replacement cost, as well as an anticipated lifecycle and depreciation schedule. This information is vital for capital budgeting. GIS Integration The software should be compatible with the City's GIS system, which means that each stationary infrastructure asset can be assigned a specific location in one of the public works GIS layers. The City's software should allow this capability so that the geographical location of any asset or work order can be quickly searched, and GIS layers can display information about, and link to, the assets populating them. Work Order Management The software should be able to manage a work order system which provides the basis for a Department-wide preventive maintenance program, detailed reporting, and staffing allocations. Work orders should be comprehensive enough to project labor needs based on historical workload volume. Public Portal The software should provide one of the following two functionalities: It should a) offer a public portal feature which integrates with the software's work order system, or b) be compatible with the City's existing service request portal and be able to convert these requests into work orders. In either scenario, the system should allow citizen requesters to log in and view(and receive updates on)the status of their request as it is scheduled, updated, and completed. Field Access The software should include access to a mobile application which can be used by staff in the field to look up work orders, identify their geographic location, read prior status updates for them, record labor hours and vehicle/equipment use against work orders, and update work orders'status or mark them complete. Staff in the field should be able to access this application on mobile devices to update the system in real time. Reporting The software should be able to produce detailed reports from the work order system, as well as the program's asset management module. Examples of reports may include a)the total depreciation of sidewalks over a selected time period, b) the total maintenance and replacement cost of signs in FY 2017,c)the total labor hours spent on non-routine maintenance of drainage culverts over the past 18 months, e) the total number of work orders requested for the pavement of a particular block or road segment. A software system with these capabilities will allow the Department to become more strategic, transparent, and efficient in the way it manages its workload, maintains the City's infrastructure and public assets, and measures performance. Recommendation 61: The City should ensure that the selected asset management system replacing the existing work order system has the capabilities necessary to Matrix Consulting Group Page 111 Final Report of the Performance Audit Assessment TIGARD, OREGON foster an efficient, transparent, and data-centric approach to infrastructure maintenance and workload management. (3) The Department Should Seek to Maximize the Use of Work Orders In Its Asset Management System. One of the primary components in a functional asset management program is a work order system which is integrated with the asset inventory. The Department's current system allows work orders to be assigned to a parks or infrastructure asset, which is an important feature, but it also has several crucial shortcomings as outlined earlier in this chapter. When a new asset management and work order system is implemented, the Department should focus on capturing as much of their staff's activities as possible. Citizen-requested service requests, preventive maintenance work, and regularly scheduled tasks such as mowing should all be tracked using work orders in the system. Each work order should capture the source (preventive maintenance, citizen request, etc.), the type of work, the corresponding asset, and the dates received, scheduled, and completed. When work is completed, the labor and vehicle time used to execute the work order should be recorded. For example, a work order composed of completing a scheduled day of mowing fields would consist of 7-8 hours of staff time. A work order for pothole repairs would include the time spent by each laborer, as well as any time for the hot mix trailer or other equipment used. With intensive data collection in the work order system, the Department will be able to begin reporting on data such as the timeliness of completing work orders of different priority levels, hours of staff time spent working on different assets, and the percent of proactive vs. reactive activity. These are important metrics for measuring performance, identifying infrastructure which may need replacement, and assessing Department workload. Recommendation 62: The Department should track all field work - proactive and reactive - using work orders within the asset management system. Matrix Consulting Group Page 112 Final Report of the Performance Audit Assessment TIGARD, OREGON (4) Parks Staffing Should Be Based on Labor Projections from a Preventive and Routine Maintenance Calendar. To determine the number of staff needed, the Parks Maintenance Division uses a "master spreadsheet" which shows all of the parks and acreage within the City of Tigard. The spreadsheet shows the number of hours per month required for each park element, and it totals the number of hours needed across all parks to produce a month-by-month labor needs assessment. The Division's use of this master spreadsheet to project labor needs is a good practice and forms the basis of a preventive maintenance calendar. With the establishment of a work order system that enables reporting on past workload and scheduling of maintenance tasks, the content of the master spreadsheet should be imported into the asset management system. With this, the Division will have the information resources needed to adopt a more long-range staff planning approach. 1 . The Division should estimate the labor required for the preventive and routine maintenance and upkeep tasks on its calendar in order to project the number of days needed for that work and the dates when it should occur. The existence of the parks master spreadsheet will make this exercise fairly straightforward. 2. To this baseline schedule, the Division should add additional time for responding to citizen requests or management directives, based on historical workload volume for the season in question. It will only be possible to anticipate reactive workload volume (part 2) when a year's worth of work order data is available, so initially the only scheduled work may be preventive maintenance. The Division should use the resulting labor requirements from this exercise to determine the number of full-time and seasonal staff required to accomplish the preventive and routine maintenance calendar. The routine maintenance calendar should form the basis of the Division's staffing plan, with reactive workload volume factored in as the data collected makes that workload more apparent. Recommendation 63: The Department should develop a preventive and routine maintenance calendar for the Parks Maintenance Division in the asset management system and use this tool as the basis for calculating staffing needs. Matrix Consulting Group Page 113 Final Report of the Performance Audit Assessment TIGARD, OREGON (5) The Department Should Seek to Implement a Fully Functional Capital Project Management System. One of the most important functions of the Public Works Department is the oversight of capital project construction. The management of construction projects involves a significant amount of documentation and paperwork, including bid documents, contracts, plans, permits, specifications, invoicing, accounting, and grant management. To streamline this work, many municipalities utilize dedicated project management software. In Tigard, the City's organization-wide financial management system, Springbrook, is used for capital project management. This system is not suited for project management, and leaves the Department looking for workarounds in a number of areas: • The system does not allow changes to project budgets to be made easily and cannot allocate revenues associated with a specific project (such as grant funding) to that project. • The software is not able to track funding encumbrances beyond one fiscal year, which presents significant difficulty because most construction contracts extend beyond one year. • The system has a timekeeping module in which staff enter their time, but hours cannot be allocated to specific projects in the system. This prevents it from being effective as a project cost accounting tool. In order to manage the necessary functions involved in project management without the help of an effective software system, the Department's staff use a myriad of excel sheets as workaround solutions. The image below shows an in-progress project report generated by engineering staff using Excel in order to accurately account for project revenues and expenditures. Matrix Consulting Group Page 114 Final Report of the Performance Audit Assessment TIGARD, OREGON 95047 Hunziker Industrial Core/Wall Street Total Project Cost: 4,713,000 Remaining Total Project 2018 Actual 2018 Revised Estimated Actuals Budget through Adopted Supplemental 2018 Actuals 2018 {Estimated- 2018 Budget or Other Budget 2018 as of 2/17/19 Actual} EXPENSES Internal Expenses Construction Inspection 18,664 18,664 {18,664} Project Management 272,464 60,000 60.000 75,000 75,880 {880} Total Internal 291,128 60,000 - 60,000 75,000 94,544 {19,544} External Expenses Land/Right of Way Acquisition 373,961 - 400,000 373,961 26,039 Design and Engineering 647,314 550,000 550,000 445,000 331,681 113,319 Construction 1,021,965 2,300,000 2,300,000 1,900,000 1,021,965 878,035 Contingency - 514,000 514,000 537,098 537,098 Total External 2,043,240 3,364,000 - 3,364,000 3,282,098 1,727,607 1,554,491 Total Project Expense 2,334,368 3,424,000 - 3,424,000 3,357,098 1,822,151 1,534,947 REVENUES Revenue Funding Source 200-Gas Tax Fund 92,554 Total Revenue Funding 92,554 - - - - - - Other Revenue Source Other-Developer Contrib. 722,685 1,378,000 1,378,000 1,378,000 676,551 701,449 Other-Federal EDA Grant 722,684 1,860,000 1,860,000 1,770,000 676,551 1,093,449 Other-State Earmark 651,520 186,000 186.000 186,000 398,411 1212.,4111 Total Revenue Funding 2,096,889 3,424,000 - 3,424,000 3,334,000 1,751,513 1,182,487 Total Revenues 2,189,443 3,424,000 - 3,424,000 3,334,000 1,751,513 1,582,467 Likewise, the image below shows allocations of engineering time developed by staff using excel due to Springbrook's difficulty with this function. Matrix Consulting Group Page 115 Final Report of the Performance Audit Assessment TIGARD, OREGON ENGINEERING DIVISION TIME BY HOUR(CUMULATIVE 6/24/18 TO 3/30/19) FOUR ADMIN POSITIONS 100%OVERHEAD ALL ENGINEERING STAFF INCLUDING FOUR ADMIN •CIP a CIP •Sys.Infrastructure •Sys.Infrastructure ■Private Development ■Private Development •Light Rail 17% •Light Rail WY' ■Engineering StandardsIgir ■Engineering Standards 2% ■Overhead 1% 30% •Overhead Z1%/ •Out of Office •Out of Office ENGINEERING DIVISION TIME BY HOUR(LATEST PAY PERIOD ENDING 3/30/19) FOUR ADMIN POSITIONS 100%OVERHEAD ALL ENGINEERING STAFF INCLUDING FOUR ADMIN •CIP ■CIP ill* •Sys.Infrastructure ■Sys.Infrastructure •Private Development 27% •Private Development ■Light Rail •Light Rail -Nly■Engineering Standards ■Engineering Standards 30% •Overhead 1%/ •Overhead 1% ■Out of Office ■Out of Office Producing updates on project budget and status, and accounting for staff time spent on projects, should be straightforward tasks for a strong capital project management software. While the Department currently has no option but Springbrook, the system is nearing the end of its useful life and is slated for replacement in the next two to three years. When this occurs, the Department should work with the Finance Department to ensure that the selected system has the ability to facilitate capital project management. If this cannot be arranged, the Department should implement its own project management software in order to eliminate the need for multiple workaround tools and improve the efficiency of project management staff. Recommendation 64: The City should ensure that the system which replaces Springbrook has a robust project management module or invest in a separate software specifically designed for capital project management. Matrix Consulting Group Page 116 Final Report of the Performance Audit Assessment TIGARD, OREGON (6) The Department Should Adjust Its Approach to Making System Master Plan Updates. The Public Works Department maintains a series of system master plans for the five major infrastructure systems in Tigard. These are the water, wastewater, stormwater, streets, and parks systems. These master plans outline the Department's planned investment in each system over a ten-year period; they are used as part of the capital planning process and provide technical background for planned or considered projects, ensuring that each system is able to meet the needs of the community. These plans take the place of a Department strategic plan, which would be a 5+ year document outlining the vision and mission of the department and the steps planned toward realizing them. The system master plans are able replacements, and have the ability to focus in more detail on the specific nature of each infrastructure system; this is a benefit since streets, parks, and utilities each have different public perceptions, capacity needs, funding mechanisms, stakeholder groups, etc. The master planning system can be improved in two ways: 1 . Currently, the system master plans are updated every 10 years. The Department should shift to a staggered 6-year update cycle instead. This will provide more continuity between master plan updates, prevent the plans from becoming outdated, and allow the Department to focus on one master plan update per year. 2. The system master plans should include some discussion about the purpose of the infrastructure system and how the master plan supports the vision and goals of the Department and the City of Tigard. While these documents will remain primarily technical, the addition of some strategic context will help these documents become more relevant to the City as a whole and more accessible to the public. Recommendation 65: The Department should seek to update each system master plan once per six years on a rotating basis. Recommendation 66: The Department should include some strategic discussion in the master plans of the systems' purpose for the community and how the plan supports the goals of the Department and the City. Matrix Consulting Group Page 117 Final Report of the Performance Audit Assessment TIGARD, OREGON (7) The Department Should Provide Additional Engineering Help in the Development Engineering Group. The development engineering group is led by a Principal Engineer who oversees 4 Senior Engineering Technicians and one Engineering Tech II. All six of these staff conduct design review of plans submitted with permit applications, but only one of them — the Principal Engineer — is a professional engineer. Without the credentials or experience that come with P.E. certification, Engineering Technicians are limited in the types of determinations they can make, and they cannot develop conditions of approval. These technical engineering responsibilities fall exclusively to the Principal Engineer. When the Principal Engineer is unavailable - on vacation or other types of leave, the responsibility for leading the more complex engineering functions of the group falls to the Assistant City Engineer, who oversees the Principal Engineer. To better support the development engineering function, the Department should ensure that a backup protocol is in place to address the need for P.E. oversight and involvement in instances when the Principal Engineer is not available or when workload requiring the attention of that position exceeds capacity. This should include the use of other P.E.'s in the Engineering division as necessary in order to avoid potential bottlenecks. Recommendation 67: The Department should provide development review backup for the Principal Engineer, including the use of other P.E.'s in the Engineering Division. (8) The Seasonal Influx of Parks Maintenance Staff is Excessive for the Existing Organizational Structure. The Parks Maintenance Division uses many seasonal staff during the spring, summer, and fall months. These staff all report to the Parks Supervisor during their time with the City. The organizational chart below depicts this structure. Matrix Consulting Group Page 118 Final Report of the Performance Audit Assessment TIGARD, OREGON Division Manager (1) I I I I Environmental Recreation Parks Prog Coordinator Supervisor Streets (1) (1) Recreation _Sr.Staff Utilit(2y)Worker (2. Utility Worker II (4,2 Vacant) Seasonal Staff (10+) An appropriate span of control for the Parks Supervisor would be no more than 8-10 staff. During the winter months, the Division's staffing falls well under that threshold. When seasonal staff arrive, however, the Parks Supervisor is often tasked with directly overseeing 18 or more staff. This span is excessive and prevents the supervisor from giving sufficient attention and oversight to staff. To address this, the Department should structure the seasonal workforce so that many of the workers report to another employee other than the Parks Supervisor. This may be an Assistant Supervisor position which replaces one of the Senior Utilities Worker positions, or one of the Senior Utilities Workers acting as a supervisor during the seasonal months. The following chart shows how this revised structure would look. Matrix Consulting Group Page 119 Final Report of the Performance Audit Assessment TIGARD, OREGON Division Manager (1) I I I I I Environmental Recreation Parks Prog Coordinator Supervisor Streets (1) (1) Recreation Staff Sr.Utility )Worker— Utility Worker II (2.5) ,2 V Seasonal StaffAssistant (4+) -- Supe( 1)rvisor LSeasonal Staff +) Adding this level of stratification will reduce the management burden on the Parks Supervisor and allow more effective oversight of seasonal staff. Recommendation 68: The Department should adjust the organizational structure to narrow the Parks Supervisor's span of control and allow more effective oversight of seasonal staff. (9) The City Engineer's Span of Control Should Be Narrowed. The City Engineer's position requires management of many staff in disparate roles. The position is responsible for managing the development and coordination of Tigard's CIP, overseeing the funding, design, and construction of capital projects, coordinating grants for the construction of capital projects, working around the functional shortcomings of the Department's available software, and supervising the Assistant City Engineer. As the following chart shows, this involves management of 8 employees in varying functions. Matrix Consulting Group Page 120 Final Report of the Performance Audit Assessment TIGARD, OREGON City Engineer 1 I I I I Capital Management Admin. Assistant City Improvment Analyst Specialist II EnVer Program e (1) (1) (1) I I I I Senior Project Senior Project osSenior ject os Project Manager )eer Engi)eer Coordinator Engineer Pro — Coordinator cat tor i (2) (1) 1 1 I I Project Intern Principal Y Engineering Coor( i) ( )ator i Engineer )h 1 Development En ineering roup For positions with high-stakes responsibilities such as delivering an $18,000,000 capital improvement plan, and those charged with supervising a wide range of responsibilities, a narrower span of control with no more than 6-7 staff is appropriate. The Department plans to work with another consultant to specifically assist them with an analysis of their department structure. In this effort, the Engineering Division will be evaluated with one intended outcome being a reduction in the span of control for the City Engineer. Recommendation 69: The Department should adjust the organizational structure to narrow the City Engineer's span of control and provide oversight assistance to project management staff. Matrix Consulting Group Page 121 Final Report of the Performance Audit Assessment TIGARD, OREGON 9 Performance Measures The City of Tigard is preparing for the implementation of a more data-informed decision- making framework, as discussed in the chapter on City Management. By collecting, analyzing and utilizing data regarding service provision, the City can improve decision- making and education of the public regarding City performance. This will work well with the current Mayor and Council's goal of ensuring "sound, transparent decision-making". Ideally, the City will identify a small number of critical performance metrics for each department with the City's performance in meeting these measures widely reported — both to the City Council and the public — and published in a dashboard approach on the City's website. Where ever practical, the City should attempt to identify performance metrics that report on outcomes achieved from the services provided and which are linked to the overall adopted strategic goals of the City as adopted by the City Council in the City's strategic plan. The following sections provide sample recommended performance measures for each operational area of the City's organization. It is important to note that in many cases, the City does not currently have data available necessary to report on preferred measures and staff will need to start capturing this data before the measures can be reported on. It is likely to take several years to fully implement a robust performance measurement program and embed into the organizational culture a data-informed approach to management and policy decisions. Notwithstanding this data limitation, there are many measures that can be implemented immediately, or as interim measures, until the data becomes available to implement the desired measures. An effective and robust performance measurement program is designed to meet many organizational needs. Some common aspects include: • Serving as a tool to assist in the evaluation of the quality and effectiveness of operations. It is accomplished by collecting, analyzing, and reporting performance- related data. • Measures can be based on inputs (resources used), outputs (activities performed), efficiency measures (ratio between inputs and outputs), or outcomes (results achieved). Efficiency and outcome measures are often the most difficult to effectively measure or quantify but provide more useful data than simple input/ output counts. Matrix Consulting Group Page 122 Final Report of the Performance Audit Assessment TIGARD, OREGON • Government accountability is often a driving factor in local government use of performance measurement. Effective use of performance measures can enhance transparency and public trust. • Measures should ideally be aligned with adopted strategic goals. Is progress being made toward the highest-level goals? What has the greatest effect on the people served? • The performance measure should be easily understood by the general public. Overly complicated or obscure measures, even if providing great data on performance, will not be effective if the public cannot understand what it is showing? Some measures are more important for use by managers to make decisions, but aren't appropriate for public reporting. • A department may monitor more performance measures than those reported as part of the City's dashboard. Public facing measures should be ones that inform on overall service outcomes, when possible, and that provide insight to the public and policy makers regarding City performance. Additional measures may be utilized internally, only by the City Manager and Department Heads, as indicators of staff or process efficiency and/or effectiveness. Ideally, the performance measures would be provided on the City's website with frequent updating (to maintain relevancy) at least quarterly or monthly. The following sections provide recommended measures for each operational department. 1 . CITY MANAGEMENT Data Suggested Measure Intent Requirements Benchmark City Manager's Office % of respondents Indicator or public perception of Requires annual 80% feeling City is well- overall city operations. survey to be managed conducted to provide data. Annual work plans Ensures annual workplan n/a 100%of developed for each developed by each department to departments. department with guide work efforts. A quarterly quarterly review review should be conducted by the conducted. City Manager with one semi-annual update to Council. Human Resources Annual turnover rating Measures staff turn-over. Over Data currently exists <10% time, this could be established as to measure this. annually two separate measures: (1) involuntary; and (2) voluntary. Matrix Consulting Group Page 123 Final Report of the Performance Audit Assessment TIGARD, OREGON Data Suggested Measure Intent Requirements Benchmark of recruitments To maintain fast moving Data is/or can easily <45 days for completed within recruitment processes to attract be captured in entry level established targets and acquire best quality NeoGov. positions; candidates. <60 days for professional positions; <90 days for executive positions. %of recruitments with Data currently >95%of qualified applicants available to measure. positions from underrepresented filled. groups. %of employees still Measure of effectiveness of the Data is currently >95% employed 1 year after recruitment process to represent available to measure hire. both qualified candidates and this though not those that fit the organizational complied. culture. %of Staff rating Measure to evaluate quality of the Surveys will need to >90% training courses as training provided to employees. be conducted after providing valuable each training session. content. Workers' Measure of effectiveness of Date currently <1 Compensation workers'compensation program. available. Modification Factor Industry standard is 1 —any factor below one represents city program is more cost effective than industry standard. 2. CENTRAL SERVICES Measure Intent Date Suggested Requirements Benchmark Design & Communications Percent of social media The City's goals include diversity, The City will collect z 3% followers who identify equity, and inclusion. This metric data from Facebook, their primary language shows if the City is connecting to a Twitter, and Instagram as other than English. more diverse population group with on how many of the its social media outreach efforts. followers on those platforms identify their primary language as other than English. Matrix Consulting Group Page 124 Final Report of the Performance Audit Assessment TIGARD, OREGON Measure Intent Date Suggested Requirements Benchmark Communication's This is an output measure related The City will need to >_98% are published written to effective communication of record any errors error free material written material provided or discovered post- reviewed by Central Service's publication. communication's team. Error free messages are highly important. Social Media w/tracking This is an efficiency measure. The Data of"likes"or >_5% annual ability (Facebook, etc.) goal is to encourage staff to be people following the increase shows an increase in innovative in ensuring a specific city's posts will need from the people liking or growth measures are achieved with to be obtained from prior year otherwise following the the outcome measure of each social media site city's posts. transparency. utilized by the City. Number of articles The City is in the process of The City will record >_ 12 published about the updating its Strategic Plan. Getting the number of publications City's Strategic Plan. information to the public about publications it puts out annually those updates and about the regarding its Strategic overall Plan is important. Plan Percentage of design This is an efficiency measure Before starting a >_80%of projects completed by designed to assist with the design project, design projects are the agreed upon evaluation of project staff staff will communicate completed deadline. efficiency. with the requestor of by the the work and come up agreed upon with an agreed upon deadline. deadline. Municipal Court Defendants The outcome is theoretical in that The City will continue >_85% successfully comply you are "connecting"with offenders to compare the with court orders prior in a way that is successful enough number of compliance to a suspension being to get them to comply with court matters compared issued. orders. with those that require additional court action. Case clearance rate Clearance rates measures a court's Total incoming cases >_97% ability to dispose of incoming and total cleared cases. The goal is to dispose of as cases must be many cases as are received, or as recorded. close to this amount as is reasonable. This is a measure of court operations efficiency and could indicate staffing deficiencies. Case load aging The goal is to clear cases in a The date when a case >_60%of timely manner. enters the court and cases are the date when the cleared case is resolved within 90 (excluding cases that days. go to warrant) are recorded. Matrix Consulting Group Page 125 Final Report of the Performance Audit Assessment TIGARD, OREGON Measure Intent Date Suggested Requirements Benchmark Property Management Workorder completed Measures whether staff are being Work order data is >_80%or as scheduled. scheduled effectively. maintained that shows greater start scheduled versus when actual start date scheduled. The number of re-work When maintenance staff do a job Work order data is <_5%of total workorders required but have to come back to do it maintained that shows work orders again because something was not whether the work is is "re-work" completed correctly or as "re-work". expected, that can be a measure of the quality of work they are providing their customers. The percentage of Measures whether the City is Total work orders <_ 10%of outsourced excessively contracting out repairs. completed with city work is maintenance work to This could be an indication of staff compared with outsourced in-house work on a maintenance issues that need to total work orders project basis be addressed or a matter of having outsourced to a staff trained/certified to perform vendor. repairs in-house. Fleet Maintenance The number of This measures the efficiency of the Total work orders with >_95%of preventative City's fleet preventive maintenance preventive preventive maintenance tasks program. maintenance work maintenance performed on schedule showing a scheduled tasks are start date are performed compared with the on schedule actual start date. Fleet workorder"re- This is an indication of service Total work orders are <_5%of total work" rate quality. compared to the work orders number of re-work are re-work workorders. orders 2. COMMUNITY DEVELOPMENT Measure Intent Data Suggested Requirements Benchmark Building Percent of residential Measures the Department's Accela can produce 95% building plan reviews efficiency in quickly routing and these reports, but the completed within 15 reviewing residential plans in order Department currently business days to provide timely customer service. needs consultant help to generate them. Matrix Consulting Group Page 126 Final Report of the Performance Audit Assessment TIGARD, OREGON Measure Intent Data Suggested Requirements Benchmark Percent of commercial Measures the Department's Accela can produce 95% building plan reviews efficiency in quickly routing and these reports, but the completed within 20 reviewing commercial plans in order Department currently business days to provide timely customer service. needs consultant help to generate them. Percent of submittals Measures the City's rate of Tracking this measure 50% received electronically utilization for more efficient and will require full technology-driven methods, as well implementation of as the Department's effectiveness electronic document in publicizing their availability. review, including digital plans submittals. Land Use8 Percent of Type I Measures the Department's Accela can produce 90% applications closed efficiency in quickly reviewing these reports, but the within 30 days straightforward land use Department currently applications and bringing them to a needs consultant help resolution in a timely manner. to generate them. Project tracking spreadsheets are being used in the interim. Percent of Type II and Measures the Department's Accela can produce 90% III applications closed efficiency in reviewing more these reports, but the within 90 days (date of complex land use applications and Department currently complete application bringing them to a resolution before needs consultant help received to date of the State-mandated deadline. to generate them. decision, excluding Project tracking appeals) spreadsheets are being used in the interim. Inspections and Code Compliance Percent of inspections Measures the Department's This measure can be 98% completed within 1 efficiency in providing timely reported upon already business day of request customer service and ensuring that using Accela. building and code compliance inspections occur without delay. Average number of Measures the Department's This measure can 15 address stops per workload per inspector and ability to already be reported inspector workday spread inspections effectively upon with Accela; among inspectors. inspections data was provided to the project team. 8 Land use application cycle times are largely governed by State laws which dictate when an application may be deemed incomplete and when it must be acted upon once submitted. Matrix Consulting Group Page 127 Final Report of the Performance Audit Assessment TIGARD, OREGON Measure Intent Data Suggested Requirements Benchmark General Percent of"satisfied" Measures the Department's overall This measure requires 80% and "very satisfied" ability to meet customer implementation of a responses to customer expectations customer survey tool. survey 3. FINANCE Measure Intent Data Suggested Requirements Benchmark Finance Administration Credit rating The City is fiscally responsible and Earned credit rating Target AA1 impacts future borrowing costs from at least Moody's /AA+ or Standard & Poor's rating services General Fund Reserve The City is fiscally responsible and Financial statements >_ 16.67% ensures sufficient reserves to showing the percent of General weather economic downturn or unassigned general Fund unexpected financial need of the fund reserves as a reserve organization. percentage of the balance City's total general fund operating budget Finance Operations Fund balance budget This measure shows how accurate The City already <5% versus actual city staff are at budgeting in maintains budget-to- comparison to actual financial actual data. Analysis performance will be completed on the percentage difference between mid-year budget projections and ending actual numbers Contracts & Purchasing Purchase orders under With the City using a rebate The City will need to >_80% $1,000 are made with a program for P-card purchases, the have its financial rebate p-card or credit more department staff use those software record the card. cards, the greater the city's rebate total number of (considering payment on the cards invoices under$1,000 are made timely). and then identify the total number of those purchases made with a P-card. Matrix Consulting Group Page 128 Final Report of the Performance Audit Assessment TIGARD, OREGON Measure Intent Data Suggested Requirements Benchmark Information Services Server intrusion Identifying any attempt to penetrate Appropriate software Within 24 identification the City's computer network that monitors for hours of system intrusion and occurrence immediately reports any suspected attempts Internal Phishing Reducing the risk of system The City will continue <5% campaigns clickthrough intrusion caused from employees to employ an active rates clicking on email links or opening phishing campaign email attachments and keep records of the total emails sent and total emails that were "clicked"or otherwise had an attachment opened Helpdesk ticket This is measure of IT workorder IT will monitor total Within 4 response times ticket effectiveness and efficiency. workorder/tickets and hours for record in the priority or workorder system emergency times of ticket creation incidents and initial arrival time and within in response to the 3 business workorder/ticket. days for all other incidents. Average cycle time for This measures the time it takes for IT will monitor and <3 days open IT workorder IT staff to complete a workorder record workorder tickets ticket. Cycle times will vary creation date with depending on the difficulty of the workorder closure repair, but if the average per ticket date. is high, that could be indicative of a need to determine the cause. 4. LIBRARY Data Suggested Measure Intent Requirements Benchmark Collection turnover To ensure that the library is making Tracking circulation >5 times above x%. the best use of space available and overall and by meeting patron needs. program area. Proportion of collection To keep the library current and Tracking circulation >5%of the replaced per year. meeting patron needs for new overall and by collection. materials. program area. Matrix Consulting Group Page 129 Final Report of the Performance Audit Assessment TIGARD, OREGON Data Suggested Measure Intent Requirements Benchmark Getting new materials To keep the library current and Technical services 3 days into circulation. meeting patron needs for new tracking incoming materials. orders and turnaround time to shelves, Programs attended do To keep programs current and fresh Patron surveys Depends on not decline in in meeting patron needs; to ensure the program attendance that staff are constantly using Monitoring attendance patron feedback and monitoring trends attendance to improve programs. %of programs Ensure that full needs of the entire Tracking of the >10%of provided to community are met by focusing number of programs programs underserved patrons some efforts on underserved conducted by target (initially). populations. audience category. Overtime, program %ages should be reflective of population served. %of participants To measure participant perception Will need to conduct >80% per indicating satisfaction of program value. post program survey program. with the program. to collect data. 5. POLICE Date Suggested Measure Intent Requirements Benchmark Average response time To measure response time to calls Data available from Must be in to calls for service (by based on priority (faster response to CAD system. alignment priority) higher priority timeframes). with staffing levels adopted. Matrix Consulting Group Page 130 Final Report of the Performance Audit Assessment TIGARD, OREGON Date Suggested Measure Intent Requirements Benchmark Annual Proactive Time To measure amount of time Data readily available 60%or available for officers on street to from CAD data but will greater interact and engage with the public need to be proactive (excludes all training, coordinated with other target. administrative, and call datasets regarding response/handling time). Higher administrative time Must be proactive time provides greater (training, report adopted in opportunities for public writing, etc.) to get net alignment engagement. available proactive with the time. staffing allocations adopted. Case clearance rate To measure percentage of cases Data readily available cleared/closed over time. but will need to be tracked consistently. 6. PUBLIC WORKS Data Suggested Measure Intent Requirements Benchmark Development Review Percent of engineering Measures the Department's Accela can produce 95% plan reviews meeting consistency in providing timely these reports, but the established cycle times service to facilitate sound Department currently development. needs consultant help to generate them. Percent of engineering Measures the Department's This measure should 98% inspections completed efficiency in providing timely be reported upon within 2 business days customer service and ensuring that using Accela, but a of request engineering inspections occur consultant may be without delay. needed currently to obtain this data. Parks Maintenance Percentage of parks Measures the division's ability to This will require an 90% receiving a score of keep parks in a condition that is annual parks condition "good"or"excellent" in appealing to residents. assessment. an annual parks condition assessment Percentage of Measures the accessibility of This will require GIS 85% households living within parkland and open space to City analysis to determine 'h mile of a park. residents. the distance of housing units from parks and open spaces. Matrix Consulting Group Page 131 Final Report of the Performance Audit Assessment TIGARD, OREGON Data Suggested Measure Intent Requirements Benchmark Park acres per 1,000 Measures the overall availability of This calculation can 10 (national residents equals or parks and open space to residents already be conducted average) exceeds national of Tigard. with available park average. acreage and population data. Proportion of total work Measures the degree to which the This will require a 70% orders (or labor hours) Department's focus is on routine functional asset spent on routine tasks and preventive maintenance rather management and and preventive than "putting out fires". Indicates the work order system maintenance rather quality of park conditions. with reporting than service requests capabilities. Recreation Percentage of residents Measures the recreation program's This will require an 75% who consider the City's effectiveness in meeting the needs annual community recreation programs to and expectations of Tigard's survey. be "good"or"very residents. good" Percent of recreation Measures the cost efficiency and This metric can be TBD programming costs value generated by recreation measured currently recovered through user programming—a target cost using budget and fees recovery level should be a policy recreation revenue decision made by City leadership figures. Percent of recreation Measures the City's effectiveness in This metric will require 80% programs meeting reaching residents with appealing attendance counts at minimum enrollment recreation offerings and limiting recreation programs to those in which programming and the residents have interest. establishment of minimum enrollment benchmarks. Capital Planning Percent of CIP projects Measures the City's ability to None, this data is 80% which are completed accurately predict and effectively already readily within 90 days of their manage the timing of capital project available. initially planned progression. completion date Percent of CIP projects Measures the City's ability to None, this data is 85% which are completed accurately scope and cost capital already readily within the initially projects and manage project-related available. planned budget expenses during the progression of the project. Percent of CIP projects Measures the City's ability to None, this data is 85% with change orders manage change orders and their already readily totaling less than 15% impact on costs over the life of the available. of the initially planned project. budget Matrix Consulting Group Page 132 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation: The Departments should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the public and internal stakeholders regarding the Department's performance and accomplishments. Matrix Consulting Group Page 133 Matrix Audit Status Report September 2020 I , TIGARD Background In 2019 the City of Tigard hired Matrix Consulting Group to conduct a performance audit of general fund operations. Presented to Council in October 2019, the audit produced 69 recommendations that identified opportunities for operational improvements and 58 measures to expand data-informed decision-making within the organization. In December 2019 staff presented an implementation plan which expanded upon audit results by incorporating supplemental information from City staff. More specifically, staff identified timeframes for completion based on current department capacity, budget estimates to implement, city-defined priority levels, and supporting narratives. Since that time, staff created a system for tracking progress through quarterly updates in Microsoft Planner while implementing. The current status of the recommendations and measures can be found in the report below, with measures starting on page 11. Summary of Recommendations Status Status of Recommendations Within Percent Complete by Year The graph on the right shows the status of 30% 28% recommendations within the year they are a 25% 25% p 25% scheduled to be completed. All recommendations 4% 10% I 67 I due in 2019 were implemented on time accounting ' 20% 12% 0 for 12% of all Matrix recommendations. As of August 11 15% 2020, out of the 69 recommendations, 34% haveTz 12% 14% been implemented and are labeled as "Complete". 0 10% 10% c Four recommendations scheduled to be completed u 5% 12% to a this year have been delayed which will shift the .11 7% 2% 6% percent of total recommendations completed in 0% 2019 2020 2021 2022 or later Ongoing 2020 from 25%to 23%. See the table on the Timeframe for Completion following pages for what recommendations have been delayed and why. Complete In Progress Not Started Matrix Audit Status Report 1 List of Individual Recommendation Status The table below lists all 69 Matrix recommendations with their priority level, due date, status, and department lead. If a project is delayed a brief reason is provided. The table is organized by soonest "Due Date" then by "Priority Level". Complete In Progress Not Started Recommendation Priority Level Due Date Status Department Lead 42. The Library should reduce service hours to between 62—64 hours per week, either through elimination of some evening hours or an earlier closing for all evenings. Immediate 2019 Complete Library Closing at 8pm each night should be implemented, the hour after which visits decline. 67. The Department should provide development review backup for the Principal Engineer, including the use of Immediate 2019 Complete Public Works other P.E.'s in the Engineering Division. 28. The Department should maintain an online library of standard conditions of approval for land use permits, Immediate 2019 Complete Community Development which is shared with staff and the public. 27. The Department should monitor inspector staffing levels to ensure that they remain appropriate for the Immediate 2019 Complete Community Development required workload. 22. The Department should generate routine reports on workload and level of service performance measures in Immediate 2019 Complete Community Development order to gauge effectiveness in meeting established benchmarks. 4. The Department should develop a methodology for predicting upcoming retirements based on age and years of service of employees and update it at least High 2019 Complete City Management annually to anticipate which employees and skills will need to be replaced. Matrix Audit Status Report 2 Recommendatio Priority Level Due Date Status Department Lead 9. The City should utilize a work order system for all Medium 2019 Complete Central Services requests for web content modification. 7. Additional staffing resources, in the range of.5 to .75 FTE, should be allocated to the Human Resources Medium 2019 Complete City Management Department. 69. The Department should adjust the organizational structure to narrow the City Engineer's span of control High 2020 In progress Public Works and provide oversight assistance to project management staff. 68. The Department should adjust the organizational structure to narrow the Parks Supervisor's span of High 2020 In progress Public Works control and allow more effective oversight of seasonal staff. 61. The City should ensure that the selected asset management system replacing the existing work order system has the capabilities necessary to foster an High 2020 Complete Public Works efficient, transparent, and data-centric approach to infrastructure maintenance and workload management. 47. Add 8 additional Officers to maintain higher minimum staffing to achieve stated goal of 5-minute response to priority 1 and 2 calls for service. Staffing High 2020 In progress Police should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift and 4 Officers on Night Shift. Not started NEW DUE DATE: 43. Develop a comprehensive marketing plan. High 2020 2021 Library Delay due to COVID operational changes. Matrix Audit Status Report 3 Recommendatio Priority Level Due Date Status Department Lead 37. The City should install and operate adequate software to monitor IT logs and detect any attempt at High 2020 Complete Finance & Information system intrusion. Services 25. The Department should designate a second position as an Accela power user and require that the High 2020 In progress Community Development management responsibilities of that system be shared. Not started NEW DUE DATE: 10. The City should develop a written communication's 2021 strategic plan. High 2020 Will start once city Central Services strategic plan refresh is complete. 1. The Annual Workplans for each department should be guiding documents that as considered as part of High 2020 Complete City Management performance evaluations and developed in alignment with the overall City Strategic Plan. 8. The City should utilize internal and external customer surveys to determine satisfaction and effectiveness of Medium 2020 In progress Central Services web content. In progress 6. The City should update the performance evaluation NEW DUE DATE: tool and implement a compensation approach that 2021 Medium 2020 City Management more closely ties pay increases to individual Delay due to performance. COVID. Now working on again. 53. If all workable cases are currently assigned the department should eliminate two detective positions. Medium 2020 In progress Police 50. Fill 2nd CSO position for a total of two CSOs. Medium 2020 Complete Police Nlau IA,-udit Status Repui L 4 Recommendatio Priority Level Due Date Status Department Le. 39. The City should create an information technology Finance & Information Medium 2020 In progress committee that meets at least quarterly. Services Not started DELAY Creates 120 hours 32. Management should conduct regular audits of Finance & Information purchases to detect and deter asset misappropriation. Medium 2020 of work that Services cannot be taken on with current staffing levels. 52. Review case screening process. Low 2020 Complete Police 34. The City should assign a second employee to provide Finance & Information verification checks of garnishment data entered into the Low 2020 In progress payroll system. Services 23. The Department should distribute an electronic customer satisfaction survey to all customers at the Low 2020 In progress Community Development conclusion of their application and compile responses as a performance measurement tool. 15. The City should ensure that its asset management system is meeting the needs of fleet and facilities High 2021 In progress Central Services maintenance staff. 66. The Department should include some strategic discussion in the master plans of the systems' purpose for the community and how the plan supports the goals High 2021 In progress Public Works of the Department and the City. 59. The Department should establish a routine cycle of Not started measurement, review, and action based on their High 2021 Tied to Total Tyler Public Works selected performance metrics. project. Matrix Audit Status Report 5 Recommendation Priority Level Due Date Status Department Lead 29. With appropriate staffing, the Finance Department Not started should perform regular data analysis on its data to help Hi h 2021 Position will be Finance & Information detect any financial irregularity or non-compliance with g posted by Oct Services financial policies. 2020. 63. The Department should develop a preventive and routine maintenance calendar for the Parks Not started Maintenance Division in the asset management system Medium 2021 Tied to Total Tyler Public Works and use this tool as the basis for calculating staffing project. needs. 62. The Department should track all field work— Not started proactive and reactive—using work orders within the Medium 2021 Tied to Total Tyler Public Works asset management system. project. 60. Performance measures and their results should be Medium 2021 In progress Public Works published each year in the annual budget. 56. Add an additional PD analyst in the next 1 to 3 years. Medium 2021 In progress Police 55. Maintain current staffing for records management. Medium 2021 In progress Police 54. Maintain current staffing but use the recommended benchmarks to re-evaluate staffing on an annual basis to Medium 2021 In progress Police determine when more property/evidence staff is needed. 40. The City should reduce its internal phishing campaign employee clickthrough rate to no more than Medium 2021 In progress Finance & Information Services 5%. 31. Complete an annual fraud risk assessment. Medium 2021 In progress Finance & Information Services 51. Maintain current staffing for traffic unit. Low 2021 In progress Police 48. Maintain current staffing of two K9. Low 2021 In progress Police 41. The City should hire one (1) additional FTE into an IT Low 2021 In progress Finance & Information support position. Services Matrix Audit Status Report 6 Recommendation Priority Level Due Date Status Department Lead 33. Determine if automatic notification of payroll Not started Finance & Information changes is possible within the City's payroll/financial Low 2021 Tied to Total Tyler Services software system project. 21. The Department should ensure that in-house staff Not started have the ability to produce workload and performance Low 2021 Tied to Total Tyler Community Development reports from Accela. project. 18. Fleet & Facilities should conduct spot inventory checks to mitigate the inherent risk of asset Low 2021 Complete Central Services misappropriation Not started 12. The Court should adopt a written strategic plan to The plan will begin guide future decision making for operations and Low 2021 after Central Services employee performance expectations. implementation of the red light photo enforcement. 64. The City should ensure that the system which replaces Springbrook has a robust project management High 2022 In progress Public Works module or invest in a separate software specifically designed for capital project management. 26. The Department should ensure that the system which replaces Springbrook can be integrated with High 2022 Not started Community Development Accela to eliminate the need for duplicate entries. 65. The Department should seek to update each system Medium 2022 In progress Public Works master plan once per six years on a rotating basis. 58. Maintain current SRO staffing but add one additional Low 2022 In progress Police SRO in the next 1 to 3 years. 38. The City should ensure GIS staff spend at least 10% of their time working to proactively introduce GIS Low 2022 Not started Finance & Information technology into every department in the City. Services Matrix Audit Status Report 7 Recommendation Priority Level Due Date Status Department Lead 36. With available time, the City should proactively research and seek buying discounts in addition to State Low 2022 Not started Finance & Information bid discounts. Services 30. Provide cross training so that critical functions for each finance position have at least two people who can Finance & Information complete them and require the employee performing Low 2022 In progress Services the critical task as a backup to complete the function at least twice annually. 2. The Senior Management Analyst position should be charged with overseeing the development and Immediate Ongoing Complete City Management implementation of the City's performance management program 5. The Department should prioritize efforts to expand the diversity of applicant pools to enable it to work toward a City workforce that is reflective of the High Ongoing In progress City Management community. 35. The City should ensure that its asset management system fully integrates with its financial software system Finance & Information and has the capabilities necessary to foster an efficient, High Ongoing In progress Services transparent, and data-centric approach to fixed asset management. 3. The City should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the High Ongoing In progress City Management public regarding the Department's performance and accomplishments. Matrix Audit Status Report 8 Recommendation Priority Level Due Date Status Department Lead 17. Property Management should implement a proactive building preventive maintenance program to prevent reactive maintenance issues as much as is reasonably High Ongoing Complete Central Services possible. 13. The court should maintain staffing levels, so workload demands are within 10% of annual productive High Ongoing In progress Central Services hours per employee. 45. Create an internal team to research, develop and present to the City a Library Information Technology Medium Ongoing In progress Library Needs Assessment and Long-Range Plan. 44. Direct internal teams to focus on furthering team Medium Ongoing In progress Library building under the new leadership in the Library. 19. Fleet & Facilities should maintain staffing levels in the general range of one (1) employee for every 35,000 - Medium Ongoing Complete Central Services 45,000 square feet of facilities under management. 14. Fleet maintenance should perform analytics and Medium Ongoing Complete Central Services random verification of fuel purchases 57. Maintain current Administrative Specialist staffing Low Ongoing Complete Police levels. 49. Minimum Staffing should be Sergeant on duty at all Low Ongoing Complete Police times. 46. Maintain current Administration staffing levels. Low Ongoing In progress Police 24. The Department should implement expedited permit Low Ongoing Complete Community Development application reviews as a fee-based option for customers. 20. Project managers should receive project Low Ongoing In progress Central Services management certification. Matrix Audit Status Report 9 Recommendatio Priority Level Due Date Status Department Lead 16. Property Management should regularly assess amounts spent on vendors for specialty services to determine if in-house staff should perform those Low Ongoing Complete Central Services functions. _ 11. The Graphics Design division staff should meet with stakeholders before beginning work on large project Low Ongoing Complete Central Services design requests. Matrix Audit Status Report 10 Summary of Measures Status To begin implementing the 58 measures identified by Matrix, departments have focused this year on identifying how to collect and starting to track data for each measure. 17% of measures are currently capturing data and can be reported on, labeled as "Complete" in the graph below. Departments currently working to collect information or finding a way to efficiently track data represent measures that are "In progress" which is the current state of most measures. Lastly, 14% of the measures are being adjusted or waiting for system improvements before implementing. As staff begin collecting and tracking data, the next step is to report out on a full fiscal years-worth of data and start using that data to make data-informed decisions. Staff are working to align and refine existing measures from the strategic plan, report card, budget, and this audit to identify key performance indicators that will be displayed on internal and external dashboards. Percent of Total Measures Implemented Total = 58 14% 17% Complete ■ In Progress Not Tracking Matrix Audit Status Report 11 List of Individual Measure Status The table below lists all 58 Matrix measures with their status and department lead. If a measure is identified as "Not tracking" a brief reason is provided. The table is organized by "Status" starting with measures that have been implemented and ending with measures that are not being tracked currently. Measure Status Department Lead Park acres per 1,000 residents equals or exceeds national average. Complete Public Works Percent of engineering inspections completed within 5 business days of request. Complete Public Works Percent of CIP projects which are completed within the initially planned budget. Complete Public Works General Fund Reserve. Complete Finance & Information Services Case clearance rate. Complete Central Services Workorder completed as scheduled. Complete Central Services The number of re-work workorders required. Complete Central Services The number of preventative maintenance tasks performed on schedule. Complete Central Services Fleet workorder"rework" rate. Complete Central Services Social Media w/tracking ability (Facebook, etc.) shows an increase in people liking or otherwise following the city's posts. Complete Central Services Percent of CIP projects with change orders totaling less than 15% of the In progress Public Works construction contract amount Percent of CIP projects which are completed within 90 days of their initially In progress Public Works planned completion date. Percent of recreation programs meeting minimum enrollment In progress Public Works Percentage of residents (rec participants) who consider the City's recreation In progress Public Works programs to be "good" or "very good" Percentage of households living within 1/2 mile of a park. In progress Public Works Case clearance rate In progress Police Annual Proactive Time In progress Police Matrix Audit Status Report 12 Mil9Status Department Lead Average response time to calls for service (by priority) In progress Police Average cycle time for open IT workorder tickets In progress Finance & Information Services Helpdesk ticket response times In progress Finance & Information Services Internal Phishing campaigns clickthrough rates In progress Finance & Information Services Server intrusion identification In progress Finance & Information Services Fund balance budget versus actual In progress Finance & Information Services Credit rating In progress Finance & Information Services Percent of"satisfied" and "very satisfied" responses to customer survey In progress Community Development Average number of address stops per inspector workday In progress Community Development Percent of inspections completed within 1 business day of request In progress Community Development Percent of Type II and III applications closed within 120 days (date of complete In progress Community Development application received to date of decision, excluding appeals) Percent of Type I applications closed within 30 days In progress Community Development Percent of submittals received electronically In progress Community Development Percent of commercial building plan reviews completed within 20 business days In progress Community Development Initial building plan review completed within 15 business days In progress Community Development Case load aging In progress Central Services Defendants successfully comply with court orders prior to a suspension being In progress Central Services issued Percentage of design projects completed by the agreed upon deadline In progress Central Services Number of articles published about the City's Strategic Plan In progress Central Services Communications published written material In progress Central Services Matrix Audit Status Report 13 MIIIStatus Department Lea. Percent of social media followers who identify their primary language as other than In progress Central Services English Programs attended do not decline in attendance In progress Library Getting new materials into circulation In progress Library Proportion of collection replaced/refreshed per year In progress Library Collection turnover rate In progress Library Workers' Compensation Modification Factor In progress City Management % of staff rating training courses as providing valuable content In progress City Management % of employees still employed 1 year after hire In progress City Management % of recruitments with qualified applicants from underrepresented groups In progress City Management % of recruitments completed within established target timelines In progress City Management Annual turnover rating In progress City Management Annual work plans developed for each department with quarterly review conducted In progress City Management % of respondents feeling City is well managed In progress City Management Not tracking Adjusted measure Percent of development engineering plan reviews meeting established cycle times. language to Public Works development review. Not tracking Percent of recreation programming costs recovered through user fees. Can implement once Public Works staff vacancy filled. Not tracking Proportion of total work orders (or labor hours) spent on routine tasks and Can't track Public Works preventive maintenance rather than service requests. Jim information, waiting for Tyler. Matrix Audit Status Report 14 Measure Status Department Lead Not tracking The percentage of outsourced maintenance work to in-house work on a project Developing Central Services basis. benchmarks based on project type. Not tracking Measure will be % of participants indicating satisfaction with the program. adjusted through Library strategic planning process. Not tracking Measure will be % of programs provided to underserved patrons. adjusted through Library strategic planning process. Not tracking Waiting for Portland Finance & Information Purchase orders under $1,000 are made with a rebate p-card or credit card. area consortium Services vendor selection. Percentage of parks receiving a score of"good" or "excellent" in an annual parks Not tracking condition assessment. Will be outcome of Public Works Master Plan Update. Matrix Audit Status Report 15 ul TIGARD Der'ormance Audit CITY COUNCIL MARCH 23 , 2021 Tigard:An equitable community that is walkable, healthy, and accessible for everyone. Background Performance Audit Timeline In 2019 the City of Tigard hired Matrix Consulting Group to 2018 2019 2020 2021 conduct a performance audit of June:Council Jan: Hired Matrix Jan: Develop Jan: Performance our general fund operations. direction to pursue Consulting Group method for tracking measure system audit progress development Oct: Final Audit to July-Dec: Council Sep:Council March:Council The audit produced 69 Procurement progress update progress update recommendations for operational process for service Dec: improvements and 58 Implementation Ongoing: Ongoing: Plan to Council Implement recs Implement rets Er performance measures to help measures measures build data-informed decision making. ti Tigard:An equitable community that is walkable, healthy, and accessible for everyone. Implementation Status Recommendations (69) Measures (58) • 60% of all our recommendations are • 70% are in the information collection phase. implemented. • We are ahead of the anticipated • 160+ measures across initiatives. Refine and completion schedule. align in a phased approach. Percent of Recommendations Scheduled for Completion by Year Count of Measures by Primary Source 30% 28% 0 25% 25% cc 25% Strategic Plan _ 45 0 0 20% i Report Card 12 E 0 15% 12% Dept Strategic Plan 25 10% 0 10% Budget 26 5% V Audit 54 a 0% 2019 2020 Year 2021 2022 or later Ongoing 0 10 20 30 40 50 60 Tigard:An equitable community that is walkable, healthy, and accessible for everyone. Performance Measure System A system where each team can: Weare here. Iii) >. Keep track of and have information �1 ACTION on the measures they lead & support, r-- ,1-1 INFORM Turn insight into action. REPORT Use analytics to ➢ See how each measure aligns with make data- Make ANALYZE Create a process informed adjustments other initiatives (Strategic Plan, Audit, for sharing decisions. g• Monitor and pull as needed to COLLECT performance- relevantda[a. improve. Budget, etc.), and Establish both internally IDENTIFY 8 systems and Perform quality What are we tools to track, externally. control. ➢ Report out twice a year once in June solving for? Begin tracking & December. Establish data. measures b set benchmarks. Measure Implementation Steps We are working toward: • Creating a space where performance measurement is easy to navigate. • Weaving measures into the work we do across various initiatives, build alignment. • Ability to use measures to report on and inform our actions through a phased approach. Tigard:An equitable community that is walkable, healthy, and accessible for everyone. Action Request from Council ➢ Provide general feedback or questions on implementation approach. ➢ Share preference for performance audit update frequency moving forward. Option 1: Receive four updates a year. Two comprehensive status reports in July and January. Two smaller briefings in October and April. Option 2: Receive two comprehensive reports a year. Once in July and the other in January. Option 3: Suggest a different timeframe or frequency for updates. Tigard: An equitable community that is walkable, healthy, and accessible for everyone. AIS-4596 3. A. Business Meeting Meeting Date: 03/23/2021 Length (in minutes): Consent Item Agenda Title: Proclaim April 5-9, 2021 National Community Development Week Prepared For: Joanne Bengtson, City Management Submitted By: Joanne Bengtson, City Management Item Type: Receive and File Meeting Type: Proclamation Public Hearing: No Publication Date: Information ISSUE The opportunity for Mayor Snider to officially proclaim April 5-9, 2021 as National Community Development Week in Tigard. STAFF RECOMMENDATION / ACTION REQUEST Proclaim April 5-9, 2021 as National Community Development Week in Tigard. KEY FACTS AND INFORMATION SUMMARY Washington County's Office of Community Development manages HUD funding under the Community Development Block Grant and HOME Investment Partnerships program. Tigard has been a partner with the County since 1979 when the CDBG program began. Each year, the county asks CDBG Consortium cities to enact a proclamation in support of National Community Development Week, which is shared with the county's congressional delegation. To date, Tigard has received more than $4 million in financing for facilities, programs and improvements in our community. Projects include housing rehabilitation, upgrades to the Tigard Senior Center and extensive neighborhood improvements. OTHER ALTERNATIVES Don't move forward with this Proclamation. COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS Support for National Community Development Week supports Tigard's strategic vision to become an equitable community that is walkable, healthy and accessible for everyone. DATES OF PREVIOUS COUNCIL CONSIDERATION The city has issued this proclamation annually for decades. Attachments Proclamation Tigard CDBG Proiects Slide "1"7 _. y 1 w �....��_. �• ., "t.,. . i __=.,, ' Vie: ,9.•1. ari , _ .4. ._,.....:. , ..,!g--J-: . p_k_., f . ( /itii , -AI:,--1:14 1111% i „ .,,,C)C `.14,fi, ' it •j pity of Tigard i ' K-r° 1 ,-;_,T; Stz ;�3 National Community Development Week P: ::"\-,-Z:-: sr April 5 — 9, 2021 r, p' ' ' WHEREAS, the week of April 5 - 9, 2021 has been designated as National Community t 4 Development Week by the National Community Development Association to celebrate the r' 9f,'- ..; pan = CommunityDevelopment Block Grant (CDBG) Program and the Home Investment % =;�< p 9 Partnerships (HOME) Program; and - WHEREAS, the CDBG Program provides annual funding and flexibility to local ::'"I:::. communities to provide decent, safe and sanitary housing, a suitable living environmentand economic o ortunities to low-and moderate-income eo le; and ` " ( :a�` - pp people; yf.'�. • -- WHEREAS, the HOME Investment Partnerships (HOME) Program provides funding to ' * Y - local communities to create decent, safe, affordable housing opportunities for low-income :a4 w=n�li persons" Nationally, over one million units of affordable housing have been completed r � «y' ""`� using HOME funds; and F" WHEREAS, over the programs' history, our community has received a total of$4,269,659 `_ r= i'1;14N. in CDBG funds; -. tt--:''WNOW THEREFORE BE IT RESOLVED THAT I, Jason B. Snider, Mayor of the City of c�.41.: ._ " Tigard, Oregon, do hereby proclaim the week of April 5 - 9, 2021 as , `E•-. 4 NATIONAL COMMUNITY DEVELOPMENT WEEK F ". ,_ �u T in support of these two valuable programs that have made tremendous contributions to the � ''"„ �,: viability of the housing stock, infrastructure, public services, and economic vitality of our community. ^: 1 BE IT FURTHER RESOLVED, that Tigard urges Congress and the Administration to - := . recognize the outstanding work being done locally and nationally by the Community :al •.,• Development Block Grant Program and the HOME Investment Partnerships Program by \ ç '' 1,?,'-,-,`_-- 7. supporting increased fundingfor both programs in FY2022. ': '.'. " pp 9 p g ,. l> Dated this 23rd dayof March, 2021. lif • T- ` i 7-:.:f.*,',..''': IN WITNESS WHEREOF, I have hereunto set my hand and caused the Seal of the • ,Y' �: Cityof Tigard to be affixed" 1 `_�'=` '. Z '71', i ve TF 1 -a r. Jason B. Snider, Mayor . -: ,'°:: City of Tigard ; i;' Attest :`1 1,0.. -if;` f; s..l" City Recorder `- .,z, _'.11.E- . .- �Z •ti' , • � '$jy• • .3. •tik,. rom•. -te�rr �� �:4x' I' : - '. ".+- . ..2 ! ,.,-:•2=.1 __ I+f .. } .- ..:.. ..,..•.... .., .,., •:yrr&;1.C;6`...Si:-,:.,`•;A �.�'.,t,'i:.::...,-•:�-• '.:_ii�>,:• ,..,-,,. ,� • "...-.k•+,«bc- . ' . �2 E„` " ' ! : ..56,:l... ...-,V.:...•' I ' ': rfir eF 7rl • ` , ' � rt, f44 •.� ..j. -- --- --• AIS-4612 3. B. Business Meeting Meeting Date: 03/23/2021 Length (in minutes): Consent Item Agenda Title: Approve City Council Meeting Minutes Submitted By: Carol Krager, Central Services Item Type: Motion Requested Meeting Type: Consent Agenda Public Hearing: No Publication Date: Information ISSUE Approve City Council meeting minutes. STAFF RECOMMENDATION / ACTION REQUEST Approve minutes as submitted. KEY FACTS AND INFORMATION SUMMARY Attached council minutes are submitted for City Council approval: •August 25, 2020 • September 1, 2020 • September 15, 2020 OTHER ALTERNATIVES N/A COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS N/A DATES OF PREVIOUS COUNCIL CONSIDERATION N/A Attachments August 25, 2020 Minutes September 1, 2020 Minutes September 15, 2020 Minutes City of Tigard = Tigard City Council Meeting Minutes TIGARD August 25, 2020 6:30 P.M. STUDY SESSION A. EXECUTIVE SESSION Mayor Snider announced that the Tigard City Council will go into Executive Session to consider the employment of a public officer, employee, staff member or individual agent under ORS 192.660(2)(a). All discussions are confidential and those present may disclose nothing from the session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4), but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. STUDY SESSION (Continued) B. COUNCIL LIAISON REPORTS Mayor Snider announced they were reconvening from an Executive Session for Council Liaison Reports. • Councilor Anderson had not had any meetings since the last report, but has a Planning Commission meeting coming up later in the week. • Councilor Newton attended a Washington County CDBG Consortium's Policy Advisory Board (PAB) meeting,wrapping up the last cycle of Community Development Block Grants (CDBG) in preparation for beginning the next grant cycle. She missed the most recent Tigard Youth Advisory Council (TYAC) meeting. • Youth Councilor Calderon reported on the TYAC, saying the group is updating their website on the city's page.They plan to help with the Universal Plaza design,write letters to senior citizens and launch a student-to-student tutoring program. • Council President Goodhouse attended the National League of Cities (NLC) equitable solutions conference with breakout sessions on topics such as the public safety transformation commission and how they are being handled in other cities around the country. Council President Goodhouse discussed changes to the city's contracting processes he was proposing with staff. Finally,he reported the Town Center Advisory Commission (TCAC) and Tigard Transportation Advisory Committee (TTAC) had both sent or were preparing to send letters to TriMet and Metro expressing frustrations with the Hall Station related to the SW Corridor project. • Councilor Lueb said she had not had any board or commission meetings, but last week she and Councilor Newton met with TriMet regarding concerns about the Hall Street Station, accompanied by Metro Councilor Dirksen. She said they are aware of concerns and Councilor Newton added that TriMet plans to address them before they present the Final Conceptual Design Report (CDR) before Council in September. TIGARD CITY COUNCIL MEETING MINUTES —August 25, 2020 City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov I Page 1 of 7 • Mayor Snider commented on the current state of COVID-19 response in light of the Governor's most recent briefing to local mayors. He asked Council if they wanted to take a more aggressive approach on mandating mask-wearing within the city. o Councilor Newton said this issue had come up on a recent League of Oregon Cities (LOC) call and she thought messaging about mask-wearing was an important component of reducing transmission rates. She said she was in favor of increased messaging around mask-wearing to help increase compliance. o Mayor Snider raised the possibility of city staff handing out masks to increase compliance. He said she did not believe the city had any resources to commit to greater enforcement but was interested in what other Council members thought. o Youth Councilor Calderon agreed the public is becoming more relaxed in abiding by the mask mandate. He supported increased city messaging to promote compliance with mask-wearing guidance. o Council President Goodhouse liked the idea of field staff handing out masks but was curious whether there was a budget for that expense. o Councilor Lueb said she supported stronger messaging since everyone has mask fatigue. She was cautious about having city staff handing out masks in case of potential conflict. o Councilor Newton supported Councilor Lueb's statements. She said she would like to have masks available to staff to hand out,without requiring staff to intervene. o Councilor Anderson suggested a free mask giveaway for residents that may not have masks. o Councilor Newton felt that people have masks but are not wearing them due to mask fatigue. She supported stronger messaging and for city staff and officials to promote mask-wearing where possible. o Council President Goodhouse proposed a free mask station at city parks and create additional signage to serve as reminders. o Councilor Lueb confirmed there is additional signage in the parks currently, and residents have been requesting even more. She said she has reported a lot of vandalism of the signs at Cook Park, so staff are having to replace them frequently. City Manager Wine confirmed these conversations were similar to ongoing discussions within the City's Leadership Team. Ideas that have been offered have been recorded and staff will take them under advisement.As mentioned in the discussion,many of these measures have already implemented and efforts are ongoing. Mayor Snider asked City Attorney Rihala how quickly the Council could pass an ordinance to make breaking the mask mandate a civil violation. City Attorney Rihala said there is a rule in place that allows the city to put restrictions on conduct on city property and they could update that rule. Mayor Snider said this particular ordinance would be broader to apply to the entire city. City Attorney Rihala clarified a city ordinance would only apply to any City-owned property. Mayor Snider asked if they had the authority to extend an ordinance citywide and cited the City of Bend as an example of a municipality that had taken this step. City Attorney Rihala said she was not familiar with the specifics of the Bend ordinance,but a city cannot regulate businesses different than the state. City Manager Wine raised the matter of enforcing such an ordinance, saying it could be problematic. TIGARD CITY COUNCIL MEETING MINUTES —August 25, 2020 City of Tigard I 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov I Page 2 of 7 7:30 PM 1. BUSINESS MEETING A. Mayor Snider called the City Council and Local Contract Review Board meeting to order. B. Deputy City Recorder Patton called the roll. Present Absent Councilor Newton ✓ Councilor Lueb ✓ Councilor Anderson ✓ Mayor Snider ✓ Youth Councilor Calderon ✓ Council President Goodhouse ✓ C. Mayor Snider invited everyone to mute themselves and join him in the Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items—None. 2. PUBLIC COMMENT Mayor Snider announced that written public comment was due by 4:30 p.m. and call in questions will be taken via telephone for agenda item 3.C. Phone-In Public Comment. The public may now get in the queue by calling 503-966-4101. A. Follow up to Previous Public Comment—None. B. Summary of Written Public Comment • John Liljegren provided comments regarding the Public Safety Transformation Commission. • Michael Brewin submitted comments regarding the Public Safety Transformation Commission. C. Phone-in Public Comment—None. 3. CONSENT AGENDA: The Mayor announced that the Consent Agenda is used for routine items including receipt of council meeting calendars, and approval of contracts or intergovernmental agreements. Information on each item is available on the city's website in the packet for this meeting.These items may be enacted in one motion without separate discussion. Council members may request that an item be removed by motion for discussion and separate action. A. APPROVE CITY COUNCIL MINUTES: • May 19,2020 • May 21, 2020 TIGARD CITY COUNCIL MEETING MINUTES —August 25, 2020 City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov 1 Page 3 of 7 • May 26,2020 B. LOCAL CONTRACT REVIEW BOARD: CONSIDER CONTRACT AWARD FOR PAVEMENT MANAGEMENT PROGRAM - CRACK SEAL C. LOCAL CONTRACT REVIEW BOARD: CONSIDER CONTRACT AWARD FOR CACH RESERVOIR AND PUMP STATION OWNERS REPRESENTATIVE Councilor Newton made a motion to approve the Consent Agenda. Councilor Lueb seconded. Mayor Snider asked Deputy Recorder Patton to conduct a roll call vote. Yes No Councilor Newton V Councilor Lueb V Councilor Anderson V Mayor Snider V Council President Goodhouse V The motion passed unanimously. 4. RECEIVE PUBLIC SAFETY TRANSFORMATION COMMISSION UPDATE AND DISCUSS NEXT STEPS City Manager Wine introduced the updated proposal to create a Public Safety Transformation Commission. Staff have revised the proposal since Council's discussion at the August 11th Business Meeting based on comments from Council, the Committee for Community Engagement (CCE), the Tigard Police Officers'Association (TPOA) as well as feedback from the public. She explained the Council may want to make additional changes based on feedback received since that meeting and based upon their discussion this evening. Mayor Snider suggested Council begin with a review of the proposal document itself. Councilor Newton asked about a reference to an attachment under the definitions. City Manager Wine explained it was intended to be a hyperlink to a RacialEquityTools.org page on defining these terms. She said it would appear in the final. The purpose of linking this tool is to allow the Commission to develop their own working definitions of the terms at issue. Councilor Lueb was wondering about the added section regarding the reference to the police budget and the "defund the police" narrative. She said she was concerned since the community was supportive of funding police and the signal it sends as a topic area. Mayor Snider asked where that came from and Councilor Lueb moved to strike the reference. City Attorney Rihala explained that the police budget was a topic raised by Council and the "defund the police" narrative language was pulled from the Reimagine Oregon website as an item on a list of potential discussion topics. Mayor Snider proposed changing the language of this topic area to remove the reference to "defund the police" and better reflect the discussion the Council intends the Commission to have. TIGARD CITY COUNCIL MEETING MINUTES —August 25, 2020 City of Tigard I 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov I Page 4 of 7 Council President Goodhouse asked if any other items had been added to the proposal by staff. City Attorney Rihala said the last item was on the list was also from the Reimagine Oregon website,which is a reference to ensure all personnel are complying with sanctuary laws regarding Immigration and Customs Enforcement (ICE). Mayor Snider proposed changing the language to ensuring personnel is following Tigard Police policy, avoiding a discussion of immigration and ICE. Councilor Newton said she has no interest in defunding the police and her understanding was they were trying to reflect the topic areas received in feedback from the public. She questioned adding any items to the topic area list. Mayor Snider concurred that the community would not be interested in defunding the police and he disagreed with the wording of the topic regarding ICE. Councilor Newton said if they were to include those topics it should be listed separately, be more clearly stated where they are derived from and leave it up to the Commission whether to take them up for discussion. Mayor Snider asked if the Council supported putting those two topic items in a separate list. Council President Goodhouse proposed removing the reference to defunding the police and Mayor Snider said he thought they had already reached consensus on that point. There was further discussion regarding the proposal. Mayor Snider proposed (1) removing the entire section on the police budget line and "defunding the police," and (2) changing the wording of the second topic area at issue to reflect adherence to the welcoming cities policy (instead of sanctuary laws and ICE) and leave it where it is currently located in the document at the end of other societal considerations. Council expressed no objections and approved by a show of thumbs. Mayor Snider said he wanted to move on to whether the document is ready for approval and introduced the topic of how the Commission is structured. He said specifically the TPOA was concerned that it would not be a decision-making body and instead be an advisory body. He asked the other Council members for their thoughts on the structure of the body. • Youth Councilor Calderon said he thought the proposal was strong once the reference to "defunding the police"was removed. • Councilor Newton raised the issue of the name,Transformation Commission, and whether the body being formed here would be a true commission with statutory authority. She thought Public Safety Advisory Board would be a more appropriate tide for the body. She also suggested separating the topic areas by what is actionable by the city, the state or federal government, as well as contractual considerations. • There was robust discussion regarding what defines consensus and the current structure described within the draft proposal. • Council President Goodhouse said he would like to see it more as an advisory than a staff-level decision-making body. • Councilor Lueb pointed out that the kinds of decisions that would be considered by the advisory board would not be coming before the Council regardless since they are staff- level decisions. • Councilor Anderson said he thought it was an advisory board and the wording of the proposal could be used either way. TIGARD CITY COUNCIL MEETING MINUTES —August 25, 2020 City of Tigard I 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov I Page 5 of 7 • Mayor Snider said that criticism he's heard is that they would be watering down the mission of the body by leaving it up to the discretion of the City Manager. He clarified that the difference is the city's commitment to implementing the decisions made by the body, since as a commission their decisions would be binding and as an advisory body their decisions would be advisory, that is up to the discretion of the City Manager and other senior leadership. He said this would constitute a major change to the approach of establishing this body. • There was further discussion regarding the structure and potential compromises, including requiring Council consideration of all action items. • City Manager Wine added that part of the consensus definition includes participation of both the Police Chief and City Attorney, so presumably any actions that have consensus within the body would have the support of senior leadership. • Councilor Newton said that she had remaining concerns about the city failing to implement any actions by this new body. • Councilor Lueb suggested that Council approval would be a way to ensure continued Council involvement and awareness. Council President Goodhouse and Youth Councilor Calderon concurred with the proposal that every item come before Council. • All Council members supported the proposal through a show of thumbs with all in favor. Council then discussed the name of the body given this structural change to the proposal. Councilor Newton proposed the Public Safety Advisory Board. All Council members supported the proposal through a show of thumbs with all in favor. Mayor Snider asked if Council supported the proposed changes from Councilor Newton regarding reorganizing the topic list to separate items under federal, state and city control. All Council members supported the proposal through a show of thumbs with all in favor. Councilor Newton mentioned vetting the topic areas more and refining information provided to the advisory board before they begin to meet. Police Chief McAlpine agreed there would be an educational component for members of the advisory board. Police Chief McAlpine expressed remaining concerns that every decision will be forwarded to Council for input and review. Councilor Newton explained she felt it was better than requiring every decision of the body be implemented. Mayor Snider agreed it was a balance in how to design the body to make it work well. City Manager Wine summarized that staff would bring a new draft of the proposal forward at the next Council meeting for final adoption.There was discussion about the impact to the body's timeline, especially for recruiting members. Council members agreed that they would hold a meeting next week to adopt the final proposal. 5. NON-AGENDA ITEMS 6. ADMINISTRATIVE REPORT City Manager Wine provided an administrative report,including these updates: TIGARD CITY COUNCIL MEETING MINUTES —August 25, 2020 City of Tigard I 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov I Page 6 of 7 • The SW Corridor Project has reached 30 percent design level, • The City Hall remodel is nearing its conclusion, • Internal survey of city staff related to COVID-19 received 224 survey responses out of 330 staff members, • The deadline to file for City Council has passed and there are seven qualified candidates, and • Council will film short thank you videos for those volunteering on the Universal Plaza Project. 7. EXECUTIVE SESSION—None. 8. ADJOURNMENT At 8:44 p.m., Councilor Lueb made a motion to adjourn. Councilor Newton seconded. Yes No Councilor Newton V Councilor Lueb V Councilor Anderson V Mayor Snider V Council President Goodhouse V The motion passed unanimously. Caroline Patton,Deputy City Recorder Attest: Jason B. Snider,Mayor Date: TIGARD CITY COUNCIL MEETING MINUTES —August 25, 2020 City of Tigard I 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov I Page 7 of 7 IN .. City of Tigard City Council Meeting Minutes TIGARD September 1 , 2020 1. BUSINESS MEETING A. At 6:30 p.m. Mayor Snider called the Tigard City Council meeting to order. B. City Recorder Kroger called the roll. Present Absent Council President Goodhouse x Councilor Newton x Councilor Lueb x Councilor Anderson x Mayor Snider x Youth Councilor Calderon x C. Mayor Snider asked everyone to mute their mics and join him in the Pledge of Allegiance on their own. D. Call to Council and Staff for Non-Agenda Items. Mayor Snider said he would brief Council at the end of the meeting on a request from District Attorney Barton. 2. PUBLIC COMMENT -Mayor Snider stated that written public comments were due by 4:30 p.m. and call-in questions will be taken via telephone (503) 966-4101. A. Follow-up from Previous Public Comment—City Manager Wine said there was none. B. Summary of Written Public Comment—Mayor Snider said written testimony was received from Michael Brewin regarding the Public Safety Advisory Board. He asked if the entire Council had seen the testimony and they indicated they had. C. Phone-in Public Comment-There was none. 3 CONSIDER ADOPTION OF PUBLIC SAFETY ADVISORY BOARD PROPOSAL Assistant City Manager Nyland introduced this agenda item, formerly known as the Transformation Committee and now called the Public Safety Advisory Board. She noted there was a lengthy conversation at the previous meeting focusing on three points - the title change, authority for acting at the local, state or federal levels, and the decision-making process. A revised version of the PSAB TIGARD CITY COUNCIL MEETING MINUTES — September 1, 2020 City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov 1 Page 1 of 7 proposal was included in the meeting packet and staff was asking for Council comment or concerns.There were a few items needing discussion and consensus,including some revisiting of what was decided at the last meeting. 1. Decision-making Authority: Mayor Snider said there was some discussion and feedback from Councilors Lueb and Newton regarding whether the language was reflective of the last discussion and asked if staff had resolved it. Councilor Lueb said her recollection was that decisions would automatically come to Council first instead of the City Manager and Police Chief. She asked for clarification on what others thought the decision was. Councilor Newton said her hope was that there would be a decision-making process that facilitates everyone at the table being comfortable discussing these topics. She said it has come to her attention that what was proposed last week might be problematic to Chief McAlpine in terms of her authority. She added that she did not think it was Council's intent to take away any decision-making authority for department operations. Councilor Newton mentioned she has also heard concerns that some of the topics might be too open-ended so she and Councilor Lueb arrived at a proposal requiring a work plan to come to Council for approval before the PSAB launches into their work. She said her main concern is having the conversation;if people at the table are not comfortable with the decision-making authority or how this is moving forward, people may feel reluctant to express their perspective. Councilor Lueb said she wrote some wording to replace the work plan paragraph. She reiterated that the intent was not to take away the Chief's authority and there are concerns that if the PSAB can bring up any topic, the chief may be hesitant to introduce a topic she wants to discuss,which may be more appropriate for a Police Chief's Advisory Board.The intent is to put up guardrails around the very specific purpose for the PSAB and then if desired, an open discussion can be held by a Chief's Advisory Board if that is put forward. Mayor Snider said Council and staff have already invested a significant amount of time on this and he felt there was clear direction after the last council meeting. He asked if anyone reviewed the video of last week's meeting to clarify what was said and why there was confusion. Councilor Lueb said the conversation wasn't held until late this afternoon and there was not enough time to review the video. Mayor Snider said his memory is that he proposed last week what Councilors Newton and Lueb are proposing now, and it was rejected by the Council. He expressed frustration that Council worked through an issue and had a plan and then there was a dispute later, but no one bothered to check the record. Council President Goodhouse said he thought it was all decisions or recommendations would come before Council. Councilor Lueb thought that too but said city staff then drafted what they thought was the intent,but it may not have been. TIGARD CITY COUNCIL MEETING MINUTES — September 1, 2020 City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov 1 Page 2 of 7 Mayor Snider said the decision making is for the PSAB to come to consensus and then if the City Manager and Police Chief want to implement and consensus was reached,it would be implemented. If they decide not to implement,then it would come to Council. Council President Goodhouse said any final decisions should come to Council because they are elected, and decisions need to be made in public. He said there would be more publicity if Council hears it and the public can watch. Mayor Snider said it could still be publicized and asked what the benefit was of having operational decisions come to Council that already have the support of the PSAB, the City Manager and the Police Chief. He asked how that adds any value. Councilor Anderson asked to hear from City Attorney Rihala on why this would take power from the Chief. He said if word"operational"is added that would satisfy him. Councilor Lueb suggested that if the City Manager or Police Chief had veto power it could limit conversation. Mayor Snider commented that those decisions are being made now without coming to Council. Youth Councilor Calderon noted that the document says the Board will make quarterly reports to Council so that is adequate publicity. He said the decision-making piece is difficult,but he leans towards allowing the City Manager and Police Chief be able to implement decisions since they don't have to come to Council currently. City Attorney Rihala said in reviewing the video, there are a few issues. Right now, the decision topics are organized into three different groups of authority: • Can be implemented on a policy level at the city • Requires action of a subcommittee approval (Collective Bargaining Unit,Budget Committee, Council approval of an IGA, are examples) • Can be advocated for change at the state or federal level She and Chief McAlpine discussed that if any decision is put in any bucket but the first one, those are things Council will inherently be involved in. The concern is that if it is something at the operational level it is something the Chief would normally decide. If those things must go to Council,it gives the Chief no authority over policy decisions (use of force policy, equipment policy, etc.) that are part of day-to-day management and it takes operation control away from the Chief. Chief McAlpine stated that as it had been written,her concern was that everything had to go through Council, and anything in disagreement would too. She asked, "What is my role? Am I more of a manager? This would have a lasting impact." Councilor Newton suggested saying it will be forward to the City Council for "review and consideration." The decision-making section of the Work Plan was changed to read, "When a consensus-based recommendation is within the decision-making authority of the Chief or City Manager, the Chief or City Manager may implement such recommendation without Council action. If the TIGARD CITY COUNCIL MEETING MINUTES — September 1, 2020 City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov 1 Page 3 of 7 Chief or City Manager declines to implement the recommendation,it will be forwarded to Council for review and consideration." Mayor Snider asked if she was comfortable with the language as just suggested. City Attorney Rihala said this was a good change and she had no concerns. 2. City Attorney Role on PSAB: City Attorney Rihala sent a communication regarding concerns about her participation as a voting member. She said after reflecting on her role as the city's attorney it is important for her to remain neutral and not take sides on an issue. She said she cannot give legal advice if she is not seen as impartial. A vote on something the Council doesn't like it could affect her relationship with Council or police staff. If she is not a voting member, there would be 14, which is not an odd number. She suggested the Council PSAB member could be more of a liaison rather than a voting member. Mayor Snider said he cares about her opinion and her legal advice and knowledge are valuable. Council President Goodhouse said she can advise what is legal and that gives weight to her vote and to the decisions. He recommended City Attorney Rihala remain as a voting member. Councilor Anderson said he values her advice and noted she could always speak up but not vote. Councilor Newton said she would rather have her as an advisor. Youth Councilor Calderon said her position should be a voting position because the City Attorney has legal as well personal opinions which are important and impactful. Councilor Lueb said she appreciated the concerns, but after looking at the make-up of the Board, feels it is important to keep her as a voting member. She asked who could be brought on to the Board to make sure perspectives are balanced. Mayor Snider said the Board would have to be completely re-balanced. The City Attorney could choose to abstain from a vote and this option might relieve concerns mentioned by Councilors Anderson and Newton. Mayor Snider said any member of the Board can abstain from voting currently; however,he does not want to see the City Attorney or Police Chief abstaining from every vote. City Attorney Rihala was agreeable to this. 3. Work Plan Approval: Councilor Lueb proposed changes to the paragraph 2 of page 3, to say, "The Board shall present to Council for approval, a work plan including prioritization of work; adding or removing topic areas; and adding, changing or removing questions or criteria around topics. The Board may not discuss topic areas not approved by Council for consideration." Youth Councilor Calderon asked if prioritization referred to the order in which topics will be discussed and suggested that did not need to be discussed by City Council as it should be fluid. One topic could lead to another. TIGARD CITY COUNCIL MEETING MINUTES — September 1, 2020 City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov 1 Page 4 of 7 Councilor Newton said their concern was related to the Board bringing up just anything they chose, and she wants to make sure the topics are those raised by the community, so the intent and direction are clear. 4. Youth Member Terms: Councilor Calderon discussed his role after his Tigard City Council Youth Councilor term ends in June. He wants to participate on the Board for its duration. He mentioned the other youth member is president of Tigard High's Black Student Union or their designee. Both are not seniors this year. Mayor Snider suggested designating them, not their roles, as members. There was Council consensus for this. 5. Timeline in General: Council President Goodhouse asked if a term for the Board had been determined,noting that this question would be one of the first that interested participants might ask. Mayor Snider estimated it would be at least 12-18 months and asked staff if this would be included in the communication to potential members. Assistant City Manager Nyland said this is currently an unknown, as staff is in the process of contacting facilitators and getting cost information, etc. An educational component will be involved so at least six months was anticipated but depending on issues it could be as long as 12-18 months. 6. Bylaws and Code of Conduct: Council President Goodhouse asked if the PSAB would have bylaws and a code of conduct as other city boards and committees have. Assistant City Manager Nyland assured him that this is proceeding and expectations, attendance requirements and community norms will be in place before the first PSAB meeting. Mayor Snider asked City Attorney Rihala to share her screen and go over changes made tonight. A document with tracked changes is included in the record copy of this meeting. Council President Lueb moved to approve the adoption of the Public Safety Advisory Board as presented,with adjustments. Mayor Snider took a moment to make sure City Manager Wine and Police Chief McAlpine were clear on the wording and they indicated they were. Councilor Newton seconded the motion and City Recorder Krager conducted a roll-call vote. Yes No Council President Goodhouse x Councilor Newton x Councilor Lueb x Councilor Anderson x Mayor Snider x TIGARD CITY COUNCIL MEETING MINUTES — September 1, 2020 City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov 1 Page 5 of 7 Mayor Snider said he hoped during a future review of the Charter that having the Youth Councilor position become a voting member of council is considered. Councilor Newton thanked staff for their work on this and said she was excited to be involved in what she hoped would be a good community conversation. She appreciated everyone's input and found the glossary very helpful. Mayor Snider noted that this started a little painfully and it was difficult to gather the input received from hundreds of people into a proposal that everyone can start with. He said the city got to a positive place where the community can move forward. He noted that he has received outreach from other mayors interested in how Tigard is leading on this. 4. NON-AGENDA ITEMS Mayor Snider said District Attorney Barton has requested Council support for a proposal to the Washington County Commissioners to use the former 9-1-1 Dispatch Center as a future site co- locating Family Justice and CARES NW. CARES NW investigates child abuse and mental health issues in Clackamas,Multnomah and Washington Counties. For a long time,Washington County residents had to travel to Multnomah County to obtain services and this is an attempt to improve this situation by providing space. Using the former 9-1-1 building would save rental costs and enable them to make better use of their funding. Mayor Snider asked if Council wanted to publicly support this plan with a letter. Council members indicated their support. Council President Goodhouse said he was in favor of the idea but also wanted to know of other alternatives, such as using it for a homeless shelter. 5. ADMINISTRATIVE REPORT City Manager Wine reported on several items. • The PSAB selection process will launch tomorrow and a detailed timeline will be shared in the Council Newsletter. Application information will be in English and Spanish. • An employee survey on how work is going had 228 participants.Things learned were that as we move forward, safety and public health are a priority. The current flexible schedules will be extended as teleworking is successful for those whose jobs can be done from home.We need to find opportunities to share reminders about COVID-19 information. Focus groups will be formed for employees that are also parents and caregivers. Staff raised concerns about layoffs. She acknowledged the great work staff continues to do despite the pandemic. • Communications staff updated information on services being offered virtually. A digital access survey was released. • The library is adding a courier service. • Macerich is putting together a plan to offer drive-in movies at Washington Square. • Review of the School Resource Officer (SRO) program continues,with surveys and listening sessions planned.There will be a link on the city's website. TIGARD CITY COUNCIL MEETING MINUTES — September 1, 2020 City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov 1 Page 6 of 7 In response to a question from Councilor Newton, City Manager Wine said she will talk to the Tigard Downtown Alliance and the Chamber about Trick or Treat Main Street this year. Mayor Snider recommended that Washington County announce directives on how to handle the Halloween holiday during COVID. 6. EXECUTIVE SESSION None Scheduled 7. ADJOURNMENT At 8:22 p.m. Councilor Newton moved for adjournment. Councilor Lueb seconded the motion. City Recorder Krager conducted a roll call vote and the motion passed unanimously. Yes No Council President Goodhouse x Councilor Newton x Councilor Lueb x Councilor Anderson x Mayor Snider x Carol A. Krager, City Recorder Attest: Jason B. Snider,Mayor Date: TIGARD CITY COUNCIL MEETING MINUTES — September 1, 2020 City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov 1 Page 7 of 7 City of Tigard = Tigard City Council Meeting Minutes TIGARD September 15, 2020 1. WORKSHOP MEETING A. At 6:30 p.m. Mayor Snider called the meeting to order. B. Deputy City Recorder Patton called the roll. Present Absent Mayor Snider ✓ Youth Councilor Calderon ✓ Council President Goodhouse ✓ Councilor Newton ✓ Councilor Lueb ✓ Councilor Anderson ✓ C. Mayor Snider invited everyone to mute themselves and join him in the Pledge of Allegiance. D. Call to Council and Staff for Non-Agenda Items—None. 2. RECEIVE PROGRESS UPDATE ON MATRIX PERFORMANCE AUDIT Senior Management Analyst Nicole Hendrix said her presentation would provide a brief history of the performance audit and work completed toward implementing recommendations to date. She gave an overview of the RFP process,which led to a contract with Matrix Consulting Group, and then described the audit itself, the resulting final report, and its formal recommendations. Since the report was issued, staff have used project tracking software to record progress toward implementing each recommendation. Ms. Hendrix noted that 34 percent of all recommendations have been completed,with staff anticipating another 14 percent implemented by the end of this year. She explained a few items had been moved back to 2021 to allow staff to focus on the city's immediate COVID response. In addition to the formal recommendations, staff have developed 58 performance measures to track over time to achieve an end goal of data-informed decision-making. Staff are still refining some measures to best fit data intake and reporting needs and some fine-tuning will continue in the future. The next major step is collecting data on the performance measures for at least a year and producing a thorough analysis to present to Council. Long term, staff want to tie these performance measures to the city's Refreshed Strategic Plan, department work plans, and the budget document. This would help focus the city's work and align initiatives across all the departments. TIGARD CITY COUNCIL MEETING MINUTES — September 15, 2020 City of Tigard 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov I Page 1 of 7 Councilor Lueb thanked staff for the status report provided in the meeting packet,which she found very helpful. Councilor Newton echoed those comments and said she looked forward to the process of aligning all the initiatives and helping Council make those connections in their upcoming budget discussions. Council President Goodhouse thanked staff for the thorough report. Mayor Snider thanked staff for their important work on this project. 3. RECEIVE UPDATE ON TIGARD AID PROGRAM Finance and Information Services Director LaFrance explained many city departments have participated in this widely impactful program. He explained they are seeking direction from Council regarding a resolution set to come before them at their next meeting [on September 22]. Staff want to amend the existing utility billing program to assist customers impacted by COVID, which requires Council actions since the original program was passed by resolution in May of 2020. The resolution would extend coverage to include a customer's entire residential utility bill, underemployed residents in addition to unemployed, and up to $500 in retroactive benefits for those who qualify. This resolution would last through the end of the calendar year. He said these changes are needed to increase public participation in the program and better coordinate benefits with the county's assistance program. The total amount Council has set aside for all city programs intended to assist customers is over $2.2 million.This is comprised of$625,000 for unemployed households, $125,000 for impacted businesses, $50,000 through St. Vincent de Paul and a delayed rate increase,which saved customers over$1.4 million. Only$13,000 has been expended through the existing program so far. Anecdotally, customers do not think the $40 credit is worth going through the application program. Staff also think it would benefit from greater outreach. By aligning with the county's CARES program,increasing the benefit and additional direct outreach to customers, staff thinks they can increase participation in the city's assistance program. • Mayor Snider said he was troubled that the program is not getting the aid to the people who need it,particularly apartment residents who are not directly responsible for utility payments. • Council President Goodhouse agreed that the city should consider how to distribute aid to apartment dwellers. He asked how the $500 payments would be applied to past due balances. Director LaFrance said the funds could be applied to any back payments as well as future ones, so long as the customer qualifies. He also clarified that customers qualify or do not qualify for aid based on whether they have been impacted by COVID and not based on how much water they consume. Council President Goodhouse asked what the anticipated timeframe was, and Director LaFrance replied that the proposed resolution would extend the program through the end of the year, decoupling the program from the emergency declaration. • Councilor Newton asked how they determined the end date. Staff confirmed they could extend the program in December, since Council will also be considering whether to impose the January 1 rate increases. TIGARD CITY COUNCIL MEETING MINUTES — September 15, 2020 City of Tigard I 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov I Page 2 of 7 • Councilor Lueb said that since she qualifies for this program she will abstain from Council discussion on this item. Mayor Snider confirmed with City Attorney Rihala that she did have a conflict of interest and she confirmed that they had verified it through the Government Ethics Commission. • Youth Councilor Calderon asked staff what the average water bill was in Tigard. Director LaFrance said it would not be unusual for a bill to total$200.This includes the water and stormwater utilities, street maintenance fee, as well as the parks and recreation fee.Youth Councilor Calderon said he was surprised only$13,000 had been used to date and he was interested in how staff could better promote the program to help reach those in need. • Councilor Anderson said he supported the resolution as it currently reads, and he likes that staff are leveraging money from the county. He reflected that property managers may want to pass on credits to renters, but likely do not have staff to administer credits. • Mayor Snider added that there are people who live in the city limits but do not receive City of Tigard water. He said Council would like to see the aid spent on those who need the support. Director LaFrance said that residents in the city receive a bill from the city,whether or not they are on the city's water, and they could qualify to get aid applied toward that bill. There was further discussion about how to benefit renters impacted by COVID. Staff agreed that there were legal considerations regarding how water funds can be spent and so further research will be needed to develop a program to benefit renters. Council provided the direction to pursue a program like this using funds from the Water Fund, choosing to investigate different funding options should the need arise. Mayor Snider, Council President Goodhouse and Councilor Anderson indicated they were not interested in pursuing such a program with money from the General Fund. 4. RECEIVE UPDATE ON RESIDENT AID FUND OF TIGARD (RAFT) PROGRAM Senior Planner Warren provided an overview of the program from its inception. The Resident Aid Fund of Tigard (RAFT) program was one of several critical aid programs approved by the Council to address the COVID public health emergency. RAFT allocated $100,000 to develop a grant pool for immediate relief to Tigard residents.The city worked with non-profits and other non-governmental organizations to help administer the program and match the funds with recipients. The city received 4 applications and chose 6 recipients for grant funding. It was intended to provide immediate funding within 60 days,and so all the programs completed their work by the end of June and all the funds have been spent. Senior Planner Warren shared several testimonials from grant recipients in the program. He emphasized this program has had an important impact on the community. • Councilor Lueb said the program is important and the testimonials bring the worry and concern of residents to light. She asked if there were plans to do another round of assistance. • Council President Goodhouse asked if staff reached out to those who did not receive a grant award and felt those perspectives may be interesting. • Councilor Newton asked if staff got feedback from Packed with Pride. Senior Planner Warren said they are still awaiting the final report from that organization,but they know the aid has been fully distributed. TIGARD CITY COUNCIL MEETING MINUTES — September 15, 2020 City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov 1 Page 3 of 7 • Youth Councilor Calderon said he enjoyed seeing the impact these programs are having in the community. • Councilor Anderson said it was nice to hear and he said resources from the Metro housing services bond should be coming soon to help similar priorities. Senior Planner Warren said staff recommend some extension of the program.The amount and form of that program can be directed by Council and the community. He said the need has certainly not diminished in the city and if anything,it has grown. Mayor Snider asked staff for a formal recommendation at the upcoming meeting of the Budget Committee. Mr. Warren confirmed he was scheduled to present to the Budget Committee on this topic at their upcoming meeting. 5. RECEIVE BRIEFING ON CONCEPT PLANNING FOR RIVER TERRACE WEST AND SOUTH Senior Planner Warren described the upcoming concept planning staff are calling"River Terrace 2.0."This regional planning effort comprises River Terrace West and South, the last two urban reserves in Tigard. This long-term planning process will ensure the regional concept planning aligns with regional plans,but also city housing goals, strategic plans, and the Affordable Housing Plan, among others. He emphasized the city's two major lenses on equity opportunity as well as climate change impacts. This concept planning is complex and has many project goals,including identifying a diverse mix of housing types, a transparent and inclusive process, an efficient infrastructure strategy, incorporating multi-modal transportation, an assessment of natural resources, find the best mix of uses,reduce greenhouse gas emissions, and develop a realistic implementation plan with an innovative approach. He said a goal was to include housing for all stages of life within the plan. Senior Planner Warren reviewed the project's process, from funding through a Metro grant to the contract process, and finally to the current stage of analysis and development. In the future, Council will review the plan and eventually adopt the plan. It then goes to Metro Council for consideration,which they would approve through an expansion of the urban growth boundary. He presented the anticipated timeline, explaining there will be several concept plan alternatives that will go through a public review process. This will help refine the concept plan to a preferred alternative,which they plan to have determined by December 2020.At that time the Council will review the preferred alternative and choose whether to adopt the concept plan. If adopted by the City Council, the plan will move onto Metro Council for its review. A community advisory committee will help guide this work. It will meet virtually in six meetings over the next eight months. Mr. Warren gave an overview of the public engagement process and approximate dates. • Youth Councilor Calderon said he appreciated the attention to equity and inclusion of affordable housing. • Councilor Newton said she supported multi-modal transportation since that would be a major concern for residents without vehicles looking to live in that area. TIGARD CITY COUNCIL MEETING MINUTES — September 15, 2020 City of Tigard I 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov I Page 4 of 7 • Councilor Lueb echoed she appreciated the lens staff are using to approach this project. • Council President Goodhouse said the communities are working on this area at the same time and it is a great opportunity to work together with the neighboring and overlapping agencies to increase walkability. • Councilor Anderson reflected he had never seen a community advisory committee on this type of project, and he is interested to hear their input. • Mayor Snider asked if the project team was on track given the aggressive timeline. Senior Planner Warren said staff and the project manager were confident they would submit the concept plan on time. He emphasized the amount of coordination that had to occur for the plan to succeed given all the moving parts involved. 6. RECEIVE BRIEFING ON URBAN RESERVES TRANSPORTATION STUDY (URTS) FROM WASHINGTON COUNTY STAFF Senior Transportation Planner Roth introduced Erin Wardell, Principal Planner with Washington County. He explained that he and Senior Planner Warren have been participating on the technical advisory committee for the Urban Reserves Transportation Study (URTS).They have provided comments back to the county on the study, suggesting the project: • Broaden its scope to consider more transit options, • Align itself more closely with River Terrace West and South concept planning, • Develop better roadway connections from SW Tile Flat Road, to the city's Lasich property, and the King City town center planning, • Consider funding mechanisms. Principal Planner Wardell from Washington County explained the urban reserves are lands not yet within the urban growth boundary (UGB) but slated to be added in the next several decades. The major objective of this project is to facilitate the concept and comprehensive planning jurisdictions are required to do as part of the UGB expansion process. The project began in late May 2019 and they plan to complete the technical work by the end of 2020. To date, the project team has completed developing partnerships and outreach, assessing growth impacts and system needs, evaluating potential improvements.They are currently working on the infrastructure financing plan component that they will provide to cities. Ms.Wardell reviewed the work being done by the county as opposed to the concept and comprehensive planning that cities will complete. She emphasized creating a streamlined form for cities within Washington County to propose UGB expansions. • Mayor Snider said that it is imperative that the feedback being provided by staff be considered in the larger study, and the city has specific concerns about the SW Tile Flat Road extension. • Council President Goodhouse echoed the comments from Mayor Snider. • Councilor Newton said she concurred with the comments from Senior Transportation Planner Roth. She also voiced concerns about access from the east. • Councilor Lueb echoed the comments already mentioned, saying the road extension is important to the city. TIGARD CITY COUNCIL MEETING MINUTES — September 15, 2020 City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov 1 Page 5 of 7 The Council thanked Ms.Wardell for her presentation. Senior Transportation Planner Roth said staff would continue to work with Washington County before the study's report was finalized. 7. RECEIVE BRIEFING ON THE TIGARD TRANSPORTATION SYSTEM PLAN (TSP) UPDATE PROJECT Senior Transportation Planner Roth described the Tigard Transportation System Plan (TSP) as a set of policies,programs and projects that address the multi-modal transportation needs.The previous TSP was adopted in 2011 and looked at the planning horizon through 2025. This update project looks out to 2035. The TSP is the transportation component of the city's Comprehensive Plan. He reviewed the project's public engagement plan,which includes assembling a technical and community advisory committee to meet virtually throughout the update process. The project will look at existing conditions and needs identified by the public, future traffic projections, funding strategies,prioritizing projects through a newly developed framework for evaluation. Finally, staff will seek adoption of the updated TSP,which is enacted through a Comprehensive Plan amendment. Senior Transportation Planner Roth said the updated TSP will focus more on equity and multi- modal transportation options than in the past. He also emphasized importance of coordination across city projects and plans, as well as other agencies, such as Washington County,Metro, and the State of Oregon. He cited climate change legislation that will likely impact the development of the updated TSP as it is developed concurrently with the update project. Council thanked staff for their presentation. Councilor Anderson reflected on serving on the TSP 2035 update and could not believe it had been ten years. Councilor Newton noted that new engagement processes will be challenging to complete virtually. Mayor Snider speculated that the "new normal" of working from home after COVID would impact the updated TSP in terms of its content as well. 8. NON-AGENDA ITEMS—None. 9. ADMINISTRATIVE REPORT City Manager Wine had four brief reports. • The city had received 20 applications for the Public Safety Advisory Board and the application period will close tomorrow, • The anti-racism action plan is moving forward with work on how to implement these changes at the departmental level, • The COVID-19 pandemic continues and no move into Phase 2 is being contemplated at this time, and • While the nearby wildfire suppression measures have been successful, she said air quality continues to be poor and the City has remained closed Monday through Wednesday of this week. TIGARD CITY COUNCIL MEETING MINUTES — September 15, 2020 City of Tigard I 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov I Page 6 of 7 Mayor Snider asked that staff send a thank you to the communications team for their work in response to the COVID-19 pandemic on behalf of the Council. Council agreed. 10. EXECUTIVE SESSION—None. 11. ADJOURNMENT At 9:04 p.m., Councilor Anderson made a motion to adjourn. Councilor Newton seconded. Yes No Mayor Snider V Council President Goodhouse V Councilor Newton V Councilor Lueb V Councilor Anderson V The motion passed unanimously. Caroline Patton,Deputy City Recorder Attest: Jason B. Snider,Mayor Date: TIGARD CITY COUNCIL MEETING MINUTES — September 15, 2020 City of Tigard I 13125 SW Hall Blvd.,Tigard, OR 97223 www.tigard-or.gov I Page 7 of 7 AIS-4577 3. C. Business Meeting Meeting Date: 03/23/2021 Length (in minutes): Consent Item Agenda Title: Consider a Resolution Granting Exemption from Property Taxes Under TMC 3.50 For Non-Profit Low-Income Housing Properties Prepared For: Liz Lutz Submitted By: Liz Lutz, Finance and Information Services Item Type: Resolution Meeting Type: Council Business Meeting - Main Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: Information ISSUE Consider exempting five low-income housing projects owned and operated by Community Partners for Affordable Housing (CPAH) and one property operated by Resident Resources from the City of Tigard's property taxation for 2021 which is allowable under Tigard Municipal Code 3.50. STAFF RECOMMENDATION / ACTION REQUEST Tigard team recommends approval of this resolution. KEY FACTS AND INFORMATION SUMMARY Tigard Municipal Code 3.50 allows certain organizations providing low-income housing to be exempted from Tigard property taxation upon completion of their application by March 1 of each year and a demonstration of compliance with certain criteria listed in the code. Community Partners for Affordable Housing owns and operates Greenburg Oaks located at 11875 SW 91st Avenue in Tigard. They also own Village at Washington Square, located at 11157-11163 SW Hall Blvd. in Tigard; The Knoll at Tigard, 12291 SW Knoll Drive; a single family house at 9330 SW Tangela Court in Tigard, and Red Rock Creek Commons Apartments, 11090 SW 68th Parkway in Tigard. Resident Resources owns and operates Hawthorne Villas at 7705 SW Pfaffle St. in Tigard. These properties are operated as low-income housing and meet all criteria listed in the Tigard Municipal Code. Community Partners for Affordable Housing submitted five applications for exemption from 2021 property taxes by the March 1 deadline. Resident Resources submitted their application for Hawthorne Villas by the March 1 deadline as well. These applications were reviewed by Planning in the city's Community Development Department and they determined that the requested tax exemptions are consistent with the applicable Tigard Municipal Code and also the adopted City Housing Policy. OTHER ALTERNATIVES Do not approve this resolution. COUNCIL OR TCDA GOALS, POLICIES, MASTER PLANS N/A DATES OF PREVIOUS CONSIDERATION City Council approved the tax exemption for 2020 to these properties on March 17, 2020. Attachments Resolution Greenburg Oaks application Knoll at Tigard application Red Rock Creek application Tangela single family application Village at Washington Sqapplication CPAH CD Report Res Resources CD Report Fiscal Impact Graph CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 21- A RESOLUTION GRANTING AN EXEMPTION FROM PROPERTY TAXES UNDER TIGARD MUNICIPAL CODE SECTION 3.50 FOR SIX NON-PROFIT LOW-INCOME HOUSING PROJECTS OWNED AND OPERATED BY COMMUNITY PARTNERS FOR AFFORDABLE HOUSING (CPAH) AND RESIDENT RESOURCES OREGON. WHEREAS,Tigard Municipal Code (TMC) section 3.50 provides procedures for application and consideration on non-profit corporation low-income housing project exemptions from property taxes;and WHEREAS,the TMC requires application for exemption be filed with the city by March 1; and WHEREAS, Community Partners for Affordable Housing is a qualified non-profit organization, filed a request dated February 11,2021 for exemption from property taxes for five low-income housing projects, and meets all the applicable criteria for exemption in TMC 3.50, and WHEREAS, Resident Resources Oregon filed a request dated February 22, 2021 for one property exemption, and meets all the applicable criteria for exemption in TMC 3.50; and WHEREAS,upon review of the application it was found granting the exemptions would be consistent with the applicable Tigard Municipal Code and also with the adopted city housing policies. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: The applicants, Community Partners for Affordable Housing and Resident Resources Oregon qualified for the exemption set forth in Tigard Municipal Code Section 3.50. SECTION 2: The Finance and Information Services Director is directed to certify to the Assessor of Washington County that the six properties that received exemption in the prior year: a. Village at Washington Square, 11157-11163 SW Hall Blvd.,Tigard b. Single-family house located at 9330 SW Tangela Court,Tigard c. Greenburg Oaks, 11875 SW 91"Avenue,Tigard d. The Knoll @ Tigard, 12291 SW Knoll Drive,Tigard e. Red Rock Creek Commons Apartments, 11090 SW 68th Parkway,Tigard f. Hawthorne Villas,7705 SW Pfaffle,Tigard SECTION 3: The Finance and Information Services Director is informing the Assessor of Washington County that the City of Tigard has not dropped exemption of property taxes for any properties that received exemption in the prior year: SECTION 4: This resolution is effective immediately upon passage. RESOLUTION NO. 21- Page 1 PASSED: This day of 2021. Mayor- City of Tigard ATTEST: City Recorder- City of Tigard RESOLUTION NO. 21- Page 2 CP ■ COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 City of Tigard Application for Tax Abatement February 10,2021 Greenburg Oaks (formerly Villa La Paz)Apartments 11875 SW 91st Avenue, Tigard A. Property Description B. Project's Charitable Purpose C. Certification of Resident Income Levels I D. How Tax Exemption Will Benefit Residents E. Tax Exempt Status F. Verification of Information CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity,disability(physical,mental or developmental),familial or marital status,or national origin,in admission or access to, 6. cr or treatment of,residents,employees or volunteers in any of its projects or programs. CP ■ COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 G. IRS Letter A- Property Description Greenburg Oaks Apartments (Tax account # R-276472), 11895 SW 91st Avenue, is just off Greenburg Road, near Pacific Highway. The site sits on 3.01 acres and consists of 84 units in four buildings: 12 one-bedroom/one-bath 564 square foot units, 60 two-bedroom/one-bath 839 square foot units, and 12 three-bedroom/one-bath 1,007 square foot units. In 1998, CPAH added the now much used Community Center to the complex. The Community Center houses a computer center, library, multipurpose room and property management office. In 2005/2006,CPAH completed a$3.5 million dollar rehabilitation of the apartment interiors, building exteriors and project site. Highlights of the rehab included:replacing all building siding and windows,re-configuring and repaving the parking lot, replacing all landscaping, upgrading the recreation facilities, upgrading site lighting and signage. Interior work included replacing all waterlines and drains, replacing all cabinets, countertops, light fixtures and most appliances(refrigerators, dishwashers, hot water heaters)with Energy Star rated devices, replacing all window coverings and many carpets, re-texturing and repainting all apartment interiors. The rehab project featured energy saving appliances, compact fluorescent light fixtures, better insulation,and low volume plumbing fixtures, all of which have reduced tenant energy costs. The rehab work was done without displacing any tenants and with very minimal rent increases. As a testament to the quality of the rehab work, vacancies generally average under 5%, accounts payable are current and annual cash flow is positive. In 2011, CPAH completed exterior re-caulking and exterior painting as part of on-going quality maintenance at Greenburg Oaks. Financing for the project came from a number of public and private grants and low income housing tax credit investments. No new debt was taken on. Approximately $10,000 of the funding was provided by the City of Tigard Affordable Housing Fee Assistance program. Other funding came from the Meyer Memorial Trust, the Paul Allen Foundation, the Oregon Community Foundation, Washington County Office of Community Development through the CDBG and HOME investment programs, and the State of Oregon. Key Bank increased its investment by over$2 million dollars. Legal Description: The site is located in the southeast Y4 of Section 35, Township 1 South, Range 1 West(Willamette Meridian). Tax Lot: The Washington County Map shows the site as tax lot 1 S135DCO2000, Parcels I, II, and III. B. Project's Charitable Purpose Community Partners for Affordable Housing, Inc. (CPAH) creates and maintains safe, healthy, and sustainable housing with services for diverse residents including families, seniors,and people with disabilities in Washington County and SW Portland. CPAH's acquisition and renovation of the complex has ensured that the previously neglected property is professionally managed as safe, decent, and affordable housing. Greenburg Oaks has APPLICATION FOR TAX ABATEMENT PAGE 2 OF 4 CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity,disability(physical,mental or developmental),familial or marital status, or national origin,in admission or access to, 1-r or treatment of,residents, employees or volunteers in any of its projects or programs. CP COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 significantly reduced the housing cost burdens of our families. The efficient delivery of our services improves the health and prospects for all household members, and serves to help break the multi- generational cycles of poverty. CPAH's commitment to 40 years of affordability for those at 50 and 60%of median income guarantees that these apartments will be affordable effectively for the life of the buildings. CPAH maintains active partnerships with the Tigard Police Department, Tualatin Valley Fire & Rescue,Tigard Libraries,and the Tigard School District to enhance the safety and quality of life for residents and to be sure that our programs are well-coordinated with other community resources. Partnerships with Community Action, Good Neighbor Center, Luke-Dorf, Neighborhood House, Lifeworks NW and other organizations to provide information and referral as well as emergency services like food boxes and rent and utility assistance. Coordination agreements with these agencies enhances ongoing case management and provides a fresh start to many families facing significant barriers moving from homelessness to permanent housing. Several families each year are being reunited with their children as a result of receiving a housing opportunity at Greenburg Oaks. Three of the apartments are reserved for low income families with at least one member in active recovery from alcohol or drug addiction and an additional two apartments are set-aside for clients of the LukeDorf Housing Team. The Community Center at Greenburg Oaks is the focal point for support, skill building, and community building activities offered by CPAH through its resident services program which includes after-school and summer youth programs as well as the annual winter coat distribution and holiday event. CPAH's on-site computer learning center is used by youth for homework, research, e-mail, and educational games; and by adults for job search activities and Internet access. The Tigard Library has twice obtained grant resources to purchase children's material for our on-site library. CPAH offers a variety of adult services as well. The Community Center is also host to a number of general community activities including rent readiness courses, HopeSpring parenting classes, financial literacy classes, parenting safety skills and budget and nutrition classes. The Community Center hosts weekly meetings for AA, NA, and Alanon groups. Food distributions are also held in the Community Center for both the residents at Greenburg Oaks and others in the surrounding community. C. Certification of Resident Income Levels Resident income levels are verified upon application for tenancy and are recertified each year. CPAH has covenants with the state and with Washington County to use the property exclusively for low income rentals for a period of at least 40 years. These covenants require that all households have earnings at or below 60%of the area median income. Some units are restricted to households earning at or below 50%. Compliance with these covenants is monitored by the State of Oregon Department of Housing and Community Services and by the Washington County Office of Community Development. We certify that all apartments in this property are targeted to and remain affordable to households earning at or below 60%of the Area Median Income. Q How Tax Exemption Will Benefit Residents 100% of the property tax exemption is a direct subsidy for the residents. Every dollar reduction in operating costs is passed on as a reduction in the scheduled rents. Some costs,such as the cost of APPLICATION FOR TAX ABATEMENT PAGE 3 OF 4 CPAH does not discriminate against any person on the basis of age,race,color,religion,sex,sexual orientation or gender identity,disability(physical,mental or developmental),familial or marital status, or national origin,in admission or access to, 6. or treatment of,residents, employees or volunteers in any of its projects or programs. CPA 1'L COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 operating our youth programs, must be funded from outside sources mostly through fund raising. Without property tax abatement, we would have to shift some of our fundraising efforts from developing sources for these programs and use them instead to cover basic operations. It can be argued that using property tax revenues to subsidize well managed affordable housing units results in a net savings of public resources. Fewer and less-severe police calls, healthier students, and stably housed social service consumers, all provide a direct reduction in the demand for government funded services. E. Tax Exempt Status CPAH is general partner of the Villa La Paz Limited Partnership, a single asset entity established for the purpose of acquiring the apartments and qualifying for low-income housing tax credits. CPAH's IRS Determination Letter is attached. CPAH undergoes a full independent audit of its books annually, as does Villa La Paz, LP. Both the State of Oregon Housing and Community Services Department and the U.S. Department of Housing and Urban Development review the project and resident files annually. F. Verification of Information I hereby certify that the information in this application for tax abatement is accurate and complete to the best of my knowledge. Income Property Management Company performs day-to-day management of the property and is responsible for certifying income levels of each resident for compliance with program guidelines. [1 tis--) .7) —JC, Rac ael Duke, Executive Director D-//0/3-1 ate APPLICATION FOR TAX ABATEMENT PAGE 4 OF 4 CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity,disability(physical,mental or developmental),familial or marital status, or national origin,in admission or access to, S• r or treatment of,residents, employees or volunteers in any of its projects or programs. CP A __! COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 City of Tigard Application for Tax Abatement February 10,2021 The Knoll at Tigard 12291 SW Knoll Drive Tigard, Oregon 97223 A. Property Description B. Project's Charitable Purpose IC. Certification of Resident Income Levels ID. How Tax Exemption Will Benefit Residents 1E. Tax Exempt Status F. Verification of Information G. IRS Letter PAGE 1 OF 3 CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity, disability(physical,mental or developmental),familial or marital status, or national origin,in admission or access to, �erw,Hmi or treatment of,residents, employees or volunteers in any of its projects or programs. °^ CPA I COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 A. Property Description The Knoll at Tigard is located at 12291 SW Knoll Drive in Tigard (on Hall Boulevard between SW Knoll and SW Hunziker). The Knoll is a prime example of urban development, perched on the edge of the developing downtown of the City of Tigard, walking distance to the library, senior center, transportation, shopping and a variety of other amenities. Previously, three parcels of land totaling 1 acre supported only 3 single family residences. Following the recent zone change, and consistent with the long range goals of the City development plans, The Knoll at Tigard brings this density to nearly 50 units per acre. The design takes advantage of a site with an established infrastructure of utilities, adjacent transportation and services. The Knoll receives a "very walkable" rating from Walkscore.com. The Knoll at Tigard is a 45,000 square foot, 48-unit apartment building along with common rooms and meeting space, providing active living for independent, low-income seniors. Streetscape improvements were required on all 3 street frontages, including development of sidewalks, planting strips with street trees and below-grade utilities. Public spaces including entry courtyards and site walks are well lit. The Knoll at Tigard is a secure access building with a surveillance system. The total site contains.98 acres. Legal Description: see attached Exhibit A Tax Lot:25101 BC01000 R458454, R458436, R458445 B. Project's Charitable Purpose Community Partners for Affordable Housing, Inc. (CPAH) creates and maintains safe, healthy, and sustainable housing with services for diverse residents including families, seniors,and people with disabilities in Washington County and SW Portland. The Knoll at Tigard is CPAH's first affordable units for seniors in Tigard and compliments CPAH's affordable units for seniors in Hillsdale. The 48 units are affordable to very low and low income residents on a permanent basis(The Knoll at Tigard provides affordable housing for a minimum of sixty(60)years,with maximum rents regulated by covenants on the property). Rents are affordable to households at 30% to 60% of area median income and below market rents. 45 of the units are one bedroom units and 3 of the units are two bedroom units(1 of which for the on-site manager). 12 of the one bedroom units are Project Based Section 8 units through the Washington County Housing Authority and are set-aside for Veterans. CPAH has expanded its community partnerships with the Tigard Police, the Tigard Library and the Veteran's Administration.The common areas include a living room and kitchen for residents'use as PAGE 2 OF 3 CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity,disability(physical,mental or developmental),familial or marital status, or national origin,in admission or access to, cr or treatment of,residents, employees or volunteers in any of its projects or programs. C P A I COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 well as a computer center. The community room is available for resident potlucks, holiday events and other activities. C. Certification of Resident Income Levels Resident income levels are certified upon application. The seniors at The Knoll may remain in their units as long as they income qualify at entry. Rents for the one bedroom units average $707/per month for the one-bedroom apartments(25% + below average market rates). Rents are$810 per month for the two-bedroom apartments. Water, sewer and trash are included in the monthly rental. D. How Tax Exemption Will Benefit Residents The property tax exemption is a direct savings for the residents,allowing for reduced operating costs which results in reduced rents for the seniors at The Knoll. For both the initial development,and long term operations of the project, full tax abatement is essential. The project pro forma allowed for the construction of The Knoll which meets all City and State design requirements along with affordable rents for our seniors. The Knoll includes financing through Washington County HOME and CDBG funds, State of Oregon Trust Fund and Tax Credits. JPMorgan Chase is the private lender with Enterprise Neighborhood Partners as the investor(under the tax credit program). Tax abatement was critical in meeting lender and investor requirements while keeping rents affordable for The Knoll at Tigard and is key to long- term sustainability of the project operating with affordable rents for seniors. E. Tax Exempt Status CPAH, an Oregon non-profit, is the general partner of The Knoll at Tigard Limited Partnership, a single asset entity. CPAH's IRS Determination Letter is attached. CPAH undergoes full audit of its books annually, as does The Knoll at Tigard. Mark Schwing of Markusen &Schwing in Beaverton currently provides audit services for CPAH and CPAH's single asset properties.The State of Oregon Housing and Community Services Department and the U.S. Department of Housing and Urban Development both inspect and audit the project annually. The tax credit investor(Limited Partner) also monitors and inspects the project as does Washington County. F. Verification of Information I hereby certify that the information in this application for tax abatement is accurate and complete to the best of my knowledge. Income Property Management acts as the property management agent providing the day-to-day management of the property and is responsible for certifying income levels of each resident for compliance with program guidelines. [ 7 (--hf • , // ZV0)- acliael Duke, Executive Director Date PAGE 3 OF 3 CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity,disability(physical,mental or developmental),familial or marital status, or national origin,in admission or access to, 6%. or treatment of,residents, employees or volunteers in any of its projects or programs. CPAH COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 { City of Tigard Application for Tax Abatement February 10,2021 Red Rock Creek Commons Apartments 11090 SW 68th Parkway, Tigard A. Property Description B. Project's Charitable Purpose C. Certification of Resident Income Levels D. How Tax Exemption Will Benefit Residents E. Tax Exempt Status F. Verification of Information CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity, disability(physical,mental or developmental), familial or marital status, or national origin,in admission or access to, 6. or treatment of,residents, employees or volunteers in any of its projects or programs. CP 1i COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 G. IRS Letter A. Property Description Red Rock Creek Commons Apartments(Tax account#R2093437),11090 SW 68th Parkway, on 68th Parkway, near Pacific Highway. The site sits on 38,333 square feet and consists of 48 units in one building. Each unit is one-bedroom/one-bath and ranges from 520 to 631 square feet. The new building includes a community room, shared laundry rooms, bike storage, and outdoor recreation space. All units will have Energy-Star rated appliances, quartz countertops, LED light fixtures, and low volume plumbing, which will reduce the tenant's energy costs and increase the longevity and sustainability of the building. The building will also have a solar array and will feature native plantings to enhance the natural quality of the nearby wetland and vegetated corridor. Financing for the project came from a number of public and private grants and low income housing tax credit investments.Approximately$100,000 of the funding was provided by the City of Tigard's Urban Renewal Area program. Other funding came from the Washington County Office of Community Development through the HOME investment program and the State of Oregon. Boston Financial also invested over$4 million dollars. Legal Description: Parcel 1, Partition Plat No. 2000-025, in the City of Tigard, County of Washington, State of Oregon. Tax Lot: The Washington County Map shows the site as tax lot 1 S136DA02500 B. Project's Charitable Purpose Community Partners for Affordable Housing, Inc. (CPAH) creates and maintains safe, healthy, and sustainable housing with services for diverse residents including families, seniors,and people with disabilities in Washington County and SW Portland. CPAH's construction of the building will add to the cities supply of safe, decent, and affordable housing. The efficient delivery of our services improves the health and prospects for all household members, and serves to help break the multi-generational cycles of poverty. CPAH's commitment to 40 years of affordability for those at 60%of median income guarantees that these apartments will be affordable effectively for the life of the buildings. CPAH maintains active partnerships with the Tigard Police Department, Tualatin Valley Fire & Rescue,Tigard Libraries, and the Tigard School District to enhance the safety and quality of life for residents and to be sure that our programs are well-coordinated with other community resources. Partnerships with Community Action, Good Neighbor Center, Luke-Dorf, Neighborhood House, Lifeworks NW and other organizations to provide information and referral as well as emergency services like food boxes and rent and utility assistance. Coordination agreements with these agencies enhances ongoing case management and provides a fresh start to many individuals facing significant barriers moving from homelessness to permanent housing The community room at Red Rock Creek Commons will be the focal point for support, skill building, and community building activities offered by CPAH through its resident services program which APPLICATION FOR TAX ABATEMENT PAGE 2 OF 3 CPAH does not discriminate against any person on the basis of age,race,color,religion,sex,sexual orientation or gender identity, disability(physical,mental or developmental),familial or marital status,or national origin,in admission or access to, cr or treatment of,residents,employees or volunteers in any of its projects or programs. C PL'-.__! COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org -1 FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 includes a number of general community activities including rent readiness courses,financial literacy classes, and budget and nutrition classes. The community room will host weekly meetings for AA, NA, and Alanon groups. Food distributions will also be held in the community room. C. Certification of Resident Income Levels Resident income levels are verified upon application for tenancy and are recertified each year. CPAH has covenants with the state and with Washington County to use the property exclusively for low income rentals for a period of at least 40 years. These covenants require that all households have earnings at or below 60% of the area median income Compliance with these covenants is monitored by the State of Oregon Department of Housing and Community Services and by the Washington County Office of Community Development. We certify that all apartments in this property are targeted to and remain affordable to households earning at or below 60%of the Area Median Income. D. How Tax Exemption Will Benefit Residents 100% of the property tax exemption is a direct subsidy for the residents. Every dollar reduction in operating costs is passed on as a reduction in the scheduled rents. Some costs,such as the cost of operating our youth programs, must be funded from outside sources mostly through fund raising. Without property tax abatement, we would have to shift some of our fundraising efforts from developing sources for these programs and use them instead to cover basic operations. It can be argued that using property tax revenues to subsidize well managed affordable housing units results in a net savings of public resources. Fewer and less-severe police calls, healthier students, and stably housed social service consumers, all provide a direct reduction in the demand for government funded services. E. Tax Exempt Status CPAH is general partner of the Red Rock Creek Commons Limited Partnership,a single asset entity established for the purpose of constructing the apartments and qualifying for low-income housing tax credits. CPAH's IRS Determination Letter is attached. CPAH undergoes a full independent audit of its books annually, as does Red Rock Creek Commons, LP. Both the State of Oregon Housing and Community Services Department and the U.S. Department of Housing and Urban Development review the project and resident files annually. F. Verification of Information I hereby certify that the information in this application for tax abatement is accurate and complete to the best of my knowledge. Income Property Management Company performs day-to-day management of the property and is responsible for certifying income levels of each resident for compliance with program guidelines. d. - I , RaOhael Duke, Executive Director Date APPLICATION FOR TAX ABATEMENT PAGE 3 OF 3 CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity,disability(physical,mental or developmental),familial or marital status,or national origin,in admission or access to, ( . or treatment of,residents, employees or volunteers in any of its projects or programs. COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org C PAH FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 City of Tigard Application for Tax Abatement February 10,2021 Tangela Single Family Rental Home 9330 SW Tangela, 'Tigard OR A. Property Description B. Project's Charitable Purpose C. Certification of Resident Income Levels D. How Tax Exemption Will Benefit Residents E. Tax Exempt Status IF. Verification of Information 1G. IRS Letter CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity, disability(physical,mental or developmental),familial or marital status, or national origin,in admission or access to, or treatment of,residents, employees or volunteers in any of its projects or programs. C P , i COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 A. Property Description Community Partners for Affordable Housing,Inc.acquired the single family"Tangela House" at 9330 SW Tangela in Tigard, on December 31, 1999, with assistance from the Washington County CDBG program and an original loan from Washington Mutual Savings Bank which is now with Banner Bank. The Tangela home is located just two blocks from CPAH's multifamily project, Greenburg Oaks Apartments and is overseen by the site manager at Greenburg Oaks. The two story 1,916 square foot house sits on a 5,450 square foot lot and is zoned R-7 residential. CPAH converted an upstairs bonus room into a 5th bedroom and completed other necessary repairs after the initial acquisition as well as additional upgrades after the first turnover. In 2013, CPAH replaced the furnace and plans to re-roof and re-paint the home in the next two years. The first residents lived in the home from early 2000 until late 2006 when they moved out of the area. The current residents have been in the home since February 2007 and remain in the home today. We consider these tenancies as very successful outcomes providing a stable neighborhood environment to raise families that had previously experienced transient and sub-standard housing. Legal Description: Barbee Court, Lot 1,Tigard, County of Washington, State of Oregon. Tax Lot: 1S135DC-05300. B. Project's Charitable Purpose Community Partners for Affordable Housing, Inc.(CPAH)creates and maintains safe, healthy,and sustainable housing with services for diverse residents including families, seniors,and people with disabilities in Washington County and SW Portland. CPAH acquired the single family home in order to assist the County and the Good Neighbor Center Shelter in meeting a"replacement unit'requirement triggered by the Uniform Relocation Act when the shelter acquired its current site and demolished a single family home housing a low- income family. CPAH completed needed repairs and upgraded the Tangela home to a five- bedroom dwelling, in order to provide a rare opportunity in our community—an affordable single- family rental house for a very large family. The home is proximate to CPAH's Greenburg Oaks property, where management and resident services are available to the household. These services include a computer center, community room, neighborhood watch, Individual Development Account grants, and other programs.The resident services coordinator and property management staff visit the home on a regular basis to ensure that the property is well managed and to maintain an ongoing relationship with the residents. APPLICATION FOR TAX ABATEMENT PAGE 2 OF 3 CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity, disability(physical,mental or developmental), familial or marital status,or national origin,in admission or access to, or treatment of,residents, employees or volunteers in any of its projects or programs. CP A COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org • FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 The home is located within a census tract(309)which has a higher than average concentration of low-income rental households. The number of residents without a high school diploma is notably higher than for Tigard as a whole. This area boasted the second highest concentration of children under 9 of the eight census tracts in Tigard. While this area represents 9%of Tigard's population base, it is home to nearly 16%of the city's minority households. C. Certification of Resident Income Levels Resident income level is verified upon application, and must be less than 60%of the area's median income. Income is recertified annually. We certify that all residents served by this property earned at or below 60%of the AMI. D. How Tax Exemption Will Benefit Residents 100%of the property tax exemption is passed on as a direct subsidy for the residents. Every dollar reduction in operating costs results in a reduction in the scheduled rents. Some costs, such as the cost of operating our youth programs, must be funded from outside sources. Without property tax abatement,we would have to shift some of our fundraising efforts from developing sources for these programs and use them instead to cover basic operations. It can be argued that using property tax revenues to subsidize well managed affordable housing results in a net savings of public resources. Fewer and less-severe police calls, healthier students, and stably housed social service consumers, all provide a direct reduction in the demand for government funded services. E. Tax Exempt Status CPAH is direct owner of the Tangela property and is a nonprofit 501(c)(3) organization. Our operations are audited annually to, among other things, confirm that we are in compliance with our charitable status and with requirements of the County grant and Banner Bank loan documents. F. Verification of Information I hereby certify that the information in this application for tax abatement is accurate and complete to the best of my knowledge. Income Property Management Company performs day-to-day management of the property and is responsible for certifying income levels of residents for compliance with program guidelines. �.. • j, , I . C( // Richael Duke, Executive director Date APPLICATION FOR TAX ABATEMENT PAGE 3 OF 3 CPAH does not discriminate against any person on the basis of age,race,color,religion,sex,sexual orientation or gender identity, disability(physical,mental or developmental),familial or marital status,or national origin,in admission or access to, CI or treatment of,residents, employees or volunteers in any of its projects or programs. C P A 1 -11 COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 City of Tigard Application for Tax Abatement February 10,2021 Village at Washington Square 11157-11163 SW Hall Boulevard, Tigard A. Property Description B. Project's Charitable Purpose IC. Certification of Resident Income Levels ID. How Tax Exemption Will Benefit Residents 1 1E. Tax Exempt Status F. Verification of Information G. IRS Lette( CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity,disability(physical,mental or developmental),familial or marital status, or national origin,in admission or access to, 6. Cr or treatment of,residents, employees or volunteers in any of its projects or programs. C PAH COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 A. Property Description Village at Washington Square is located at 11157-11163 SW Hall Boulevard, between SW Spruce and SW Pfeifle in Tigard. The site is located within the Washington Square Regional Center and is proximate to employment opportunities as well as public transportation and other services. The Village at Washington Square includes three residential buildings with a total of 26 dwelling units, and a community building, all arranged around a central courtyard/play yard. The project includes one studio, seven one-bedroom, five two-bedroom, seven three-bedroom and six four-bedroom units. Eleven of the units are traditional apartment flats,while the other 15 are two-story townhomes with bedrooms above the main floor living space. The total site sits on .84 acres. In 2012,Village at Washington Square received exterior caulking and painting as part of the on-going focus on quality maintenance. Some additional landscaping was completed in 2013. Legal Description: Partition Plat 1998-038, Lot 1 and Partition Plat 1998-038, Lot 2 in the City of Tigard, County of Washington, State of Oregon Tax Lot: 1S135DA(04600&04700) B. Project's Charitable Purpose Community Partners for Affordable Housing, Inc. (CPAH) creates and maintains safe, healthy, and sustainable housing with services for diverse residents including families, seniors, and people with disabilities in Washington County and SW Portland. When it opened in 2002,The Village at Washington Square was the first addition of affordable units to the Tigard housing stock in a decade. The 26 units are priced to be affordable to very low, low, and moderate-income residents. The project is subject to an extended use agreement to keep the rents affordable for 60 years,effectively the full life of the project. This covenant is recorded with the title of the property and requires that rents will be affordable to households at 30%,45%and 60%of area median income and significantly below market rents. Half of the units are three and four bedroom apartments serving larger families who are often unable to find affordable rental opportunities in Tigard. CPAH maintains active partnerships with the Tigard Police Department, Tualatin Valley Fire & Rescue, Tigard Libraries, and the Tigard School District to enhance the safety and quality of life for residents and to ensure that our programs are well-coordinated with other community resources. CPAH works closely with Community Action and other agencies to provide information and referral as well as emergency services such as food boxes as well as rent and utility assistance. Coordination agreements with social service programs such as Lutheran Community Services and Community Action Organization, enhance ongoing case management and link stable housing with successful program outcomes. CPAH offers a variety of programs for youth including after school and summer programs as well as adult services including Neighborhood Watch, classes in support of parenting skills, budgeting and other financial literacy skills, and nutritional shopping and cooking. The Village at Washington Square is located within a census tract(309)which has a higher than average concentration of low-income rental households. The number of residents without a high school diploma is notably higher than for Tigard as a whole, This area has the second highest APPLICATION FOR TAX ABATEMENT PAGE 2 OF 3 CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity, disability(physical,mental or developmental),familial or marital status,or national origin,in admission or access to, or treatment of,residents,employees or volunteers in any of its projects or programs. CP A.�i^i COMMUNITY PARTNERS P.O. Box 23206 • Tigard, OR 97281-3206 • www.cpahinc.org FOR AFFORDABLE HOUSING Tel: 503.293.4038 • Fax: 503.293.4039 • TTY/VCO: 800.735.2900 concentration of children under 9 of the eight census tracts in Tigard. While this area represents 9% of Tigard's population, it is home to nearly 16%of the city's minority households. C. Certification of Resident Income Levels Resident income levels are verified upon application for tenancy and at annual re-certification. Residents may remain in their units as long as they income qualify at entry. Rents are well below the market for the area. We certify that all apartments in this project are targeted to and remain affordable to households earning at or below 60%of the AMI. Compliance with income restriction requirements is audited annually by the State of Oregon Department of Housing and Community Services and Washington County Office of Community Development. D. How Tax Exemption Will Benefit Residents 100%of the property tax exemption is a direct subsidy for the residents(lower rents) as operating costs are lower due to tax abatement. Some costs,such as the cost of operating our youth programs, must be funded from outside sources. Without property tax abatement,we would have to shift some of our fundraising efforts from developing sources for these programs and use them instead to cover basic operations. It can be argued that using property tax revenues to subsidize well managed affordable housing units results in a net savings of public resources. Fewer and less-severe police calls, healthier students, and stably housed social service consumers, all provide a direct reduction in the demand for government funded services. E. Tax Exempt Status CPAH is the general partner of the Village at Washington Square Limited Partnership, a single entity asset. CPAH's IRS Determination Letter is attached. CPAH undergoes full audit of its books annually,as does the Village at Washington Square. The State of Oregon Housing and Community Services Department and the U.S. Department of Housing and Urban Development review the project and resident files annually. F. Verification of Information I hereby certify that the information in this application for tax abatement is accurate and complete to the best of my knowledge. Income Property Management Company performs day-to-day management of the property and is responsible for certifying income levels of each resident for compliance with program guidelines. Rachael Duke, dxecutive Director DOe APPLICATION FOR TAX ABATEMENT PAGE 3 OF 3 CPAH does not discriminate against any person on the basis of age,race, color,religion,sex,sexual orientation or gender identity,disability(physical,mental or developmental),familial or marital status,or national origin,in admission or access to, �, „�, or treatment of,residents, employees or volunteers in any of its projects or programs. °"° "'` City of Tigard TIGARD Memorandum To: Toby LaFrance, Finance and Information Services Director From: Schuyler Warren, Senior Planner Re: CPAH 2021 Applications for Tax Exemption Date: February 24, 2021 Community Partners for Affordable Housing(CPAH) has submitted separate applications for low- income housing tax exemptions for each of the five properties it owns and manages inside the city. The five developed properties include the 26-unit Village at Washington Square, the 84-unit Greenburg Oaks, the 48-unit Knoll at Tigard senior housing project, the 48-unit Red Rock Creek Commons, and a four-bedroom single family house located two blocks from the Greenburg Oaks units at 9330 SW Tangela Court. Tigard Municipal Code (TMC) 3.50.020,Nonprofit Corporation Low Income Housing,provides criteria for considering exemption requests. A review of these criteria follows. 1. The property is owned or being purchased by a corporation described in section 501(c) (3) or (4) of the Internal Revenue Code that is exempt from income taxation under section 501(a) of the Internal Revenue Code. CPAH submitted with their applications a copy of an Internal Revenue Service letter, dated March 11, 1999,verifying that CPAH qualifies as a 501(c)(3) organization. This criterion is met. 2. Upon liquidation, the assets of the corporation are required to be applied first in payment of all outstanding obligations, and the balance remaining, in cash and in kind, to be distributed to corporations exempt from taxation and operated exclusively for religious, charitable, scientific,literary or educational purposes or to the State of Oregon. CPAH has submitted Articles of Incorporation demonstrating that upon dissolution, the organization's assets shall be distributed for one or more exempt purposes within the meaning of Section 501(c)(3) of the Internal Revenue Code, or corresponding section of any future federal tax code, or shall be distributed to the federal, state, or local government for a public purpose.This criterion is met. 3. The property is: a. Occupied by low income persons; or b. Held for the purpose of future development as low-income housing. Documents submitted by CPAH demonstrate that in the case of all four of its developed projects, tenant income is verified upon application and is re-certified on an annual basis. Residents may remain in their units as long as they demonstrate qualifying income at entry. Continued eligibility is determined with household income at or below 60% of the area median income (AMI). Within each of its applications, CPAH certifies that all residents served by the four properties in question earn at or below the 60% of AMI. This criterion is met. 4. The property or portion of the property receiving the exemption, is actually and exclusively used for the purposes described in section 501(c) (3) or(4) of the Internal Revenue Code. CPAH is applying for full exemption at all five properties. CPAH has submitted documents demonstrating that all five properties are fully dedicated to nonprofit activities. This criterion is met. 5. The exemption has been approved as provided in Section 3.50.050. This criterion relates to the required city process for handling exemption requests. Section 3.50.050 states the city will determine eligibility for exemption (as is detailed in this report) and send notice of the determination to the County Assessor. This criterion will be met upon approval by City Council. Conclusion: CPAH-owned properties have qualified for tax exemption every year since 1996. According to the applications submitted for FY 22/23 exemption,no changes in circumstances have occurred that would disqualify the non-profit housing provider from continuing to receive the exemption. The city's Affordable Housing Plan adopted in June 2019 includes tax exemption as one of the city's strategies for facilitating affordable housing in the community. Therefore, the granting of exemptions to CPAH is consistent with the applicable TMC standards and with adopted city housing policies. 114 City of Tigard TIGARD Memorandum To: Toby LaFrance, Finance and Information Services Director From: Schuyler Warren, Senior Planner Re: Hawthorne Villa 2021 Application for Tax Exemption Date: February 24, 2021 Resident Resources submitted an application for low-income housing tax exemption for the 118- unit Hawthorne Villa,located at 7705 SW Pfaffle Street in the incorporated Metzger area. Tigard Municipal Code (TMC) 3.50.020,Nonprofit Corporation Low Income Housing,provides criteria for considering exemption requests. A review of these criteria follows. 1. The property is owned or being purchased by a corporation described in section 501(c) (3) or (4) of the Internal Revenue Code that is exempt from income taxation under section 501(a) of the Internal Revenue Code. Resident Resources has submitted a determination letter from the IRS demonstrating that they are a 501(c)(3). Resident Resources, as part of Hawthorne Village Apartments General Partnership, asserts their eligibility for the exemption under TMC section 3.50.020(C) which reads: C. A partnership will be treated the same as a corporation to which this section applies if the corporation is: 1. A general partner of the partnership; and 2. Responsible for the day to day operation of the property that is the subject of the exemption. The applicant submitted a partnership agreement and memorandum of understanding (MOU) as part of their application. These documents demonstrate that the property is owned by Hawthorne Village Apartments, an Oregon general partnership. The partnership is between Hawthorne Villa LLC and Resident Resources, an Oregon nonprofit corporation. Resident Resources is a general partner of the partnership and, according to the MOU,is responsible for the day-to-day operations of the facility. This criterion is met. 2. Upon liquidation, the assets of the corporation are required to be applied first in payment of all outstanding obligations, and the balance remaining, in cash and in kind, to be distributed to corporations exempt from taxation and operated exclusively for religious, charitable, scientific, literary or educational purposes or to the State of Oregon. The applicant has submitted Articles of Incorporation demonstrating that upon dissolution,the organization's assets shall be distributed to one or more tax exempt entities within the meaning of Section 501(c)(3) of the Internal Revenue Code, and which have a charitable purpose that is generally similar to the dissolving corporation. This criterion is met. 3. The property is: a. Occupied by low income persons; or b. Held for the purpose of future development as low-income housing. The applicant provided both a statement and a deed restriction demonstrating that Hawthorne Villa will only rent to households earning at or below 60% of area median income (AMI). The applicant states that compliance with this requirement includes efforts made at the advertising, application, and verification stages. In addition, the applicant has partnered with a compliance consultant,Alexia Consulting, to oversee new resident screening and annual certification. This criterion is met. 4. The property or portion of the property receiving the exemption, is actually and exclusively used for the purposes described in section 501(c) (3) or(4) of the Internal Revenue Code. Resident Resources is applying for full exemption at Hawthorne Villa. Resident Resources has submitted documents demonstrating that that the property is fully dedicated to non-profit activities. This criterion is met. 5. The exemption has been approved as provided in Section 3.50.050 This criterion relates to the required city process for handling exemption requests. Section 3.50.050 states the city will determine eligibility for exemption (as is detailed in this report) and send notice of the determination to the County Assessor. This criterion will be met upon approval by City Council. Conclusion: Resident Resources, as a general partner in Hawthorne Village General Partnership,has applied to the city for a tax exemption in previous tax years. The property previously received city tax exemption through Accessible Living Inc. (as part of Hawthorne Villa General Partnership), and Tualatin Valley Housing Partners. Resident Resources'mission is "to enable low income families of Oregon to find and keep affordable housing."The application states that through a Resident Service Plan (RSP) the nonprofit provides assistance with education, employment, and health services. The city's Affordable Housing Plan adopted in June 2019 includes tax exemption as one of the city's strategies for facilitating affordable housing in the community. Therefore, the granting of exemptions to Resident Resources is consistent with the applicable TMC standards and with adopted city housing policies. AIS-Fiscal Impact of Tax Exemption Property Approximatee City of City of City of Total Tax Total Assessed Tigard Tax Tigard Bond Tigard Local Rate Property Tax Value* Rate Rate Option Rate Impact(All $2.5131/$1000 $.3306/$1,000 $.2900/$1,000 Jurisdictions) Village at $2,477,653 $6,226 $819 $718 $17.6653/$1,000 $43,768 Washington Square Single $268,580 $675 $89 $78 $17.6653/$1,000 $4,745 Family Home— 9330 SW Tangela Ct. Greenburg $8,767,093 $22,032 $2,898 $2,542 $17.6653/$1,000 $154,873 Oaks The Knoll $5,725,920 $14,390 $1,892 $1,660 $17.6653/$1,000 $101,150 @ Tigard Red Rock $952,806 $2,395 $315 $276 $17.6653/$1,000 $16,831 Creek Hawthorne $8,586,800 $21,580 $2,839 $2,490 $17.6653/$1,000 $151,602 Villas Total $67,298 $8,852 $7,764 $472,969 Impact * Because these properties have been exempted from property taxation in the past,Washington County does not show a current assessed value. These figures are based on approximately 2/3 of current market value. Tigard tax rate determined by City of Tigard and City of Tigard-After (bonds) and Local Option- (2.5131+0.3306+.2900) Total tax rate located in Washington Co Listing by Tax Code 023.66 and includes school (operating), general gov (operating) and excluded from limitation. AIS-4595 3. D. Business Meeting Meeting Date: 03/23/2021 Length (in minutes): Consent Item Agenda Title: LOCAL CONTRACT REVIEW BOARD: CONSIDER CONTRACT AWARD FOR UTILITY BILL PRINTING, MAILING AND BARCODING SERVICES Prepared For: Christine Moody Submitted By: Jamie Greenberg, Finance and Information Services Item Type: Motion Requested Meeting Type: Consent Agenda - LCRB Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: Information ISSUE The Local Contract Review Board may consider awarding a contract for printing, barcoding and mailing services for the City's utility bills to BMS Technologies. STAFF RECOMMENDATION / ACTION REQUEST Staff recommends that the Local Contract Review Board award a contract to BMS Technologies for the printing, barcoding and mailing of the City's utility bills estimated at $900,000.00 over five years and direct the City Manager to take the steps necessary to execute the contract. KEY FACTS AND INFORMATION SUMMARY The City currently generates approximately 260,000 utility bills during a calendar year. Mailings average 4,850 bills, 700 urgent notices, and 200 final statements each week. Bills are processed 52 weeks a year though the Springbrook financial system. In addition to standard utility bills, each week the City also sends urgent notices via US Postal Service first class mail to customers who are past due on their account. The City uses the services of a contractor to provide printing, mailing, including postage, and barcode service for the Financial and Information Services Department. The bulk of the services will be provided to the Utility Billing Division but may also include other special mailings such as the City's Business License renewal notices. The mailing and barcode service includes same-day service for the printing of utility statements, folding and inserting into envelopes, printing of barcode on envelopes, applying postage, and delivering to the post office. A Request for Proposals (RFP)was issued on November 13, 2020 and on December 8, 2020 eight responses were received from the following firms: - BMS Technologies - Dataprose - Moonlight Business Process Outsourcing, LLC - Info Send, Inc. - Level One Innovation - Wright Business Graphics - Metro Presort - Databar The selection committee reviewed and scored proposals based on the criteria in the RFP and determined that the top four highest scored proposals would be asked to present "Best and Final" pricing to the City. Three of the selected firms (BMS Technologies, Info Send, Inc and Metro Presort) submitted revised pricing. After reviewing the new pricing and taking all criteria into account, the selection committee has determined that BMS Technologies submitted the proposal that best meets the needs of the City. The Utility Billing Division is responsible for managing the resulting contract. OTHER ALTERNATIVES The Local Contract Review Board may reject the proposals and direct staff to reissue an RFP. The Local Contract Review Board may reject the proposals and direct staff to evaluate the feasibility of performing the work with internal resources. COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS N/A DATES OF PREVIOUS COUNCIL CONSIDERATION This is the first time the Local Contract Review Board (LCRB) has discussed this potential contract. Fiscal Impact Cost: 180,000/y Budgeted (yes or no): Yes Where budgeted?: Central Services Additional Fiscal Notes: The proposed contract is for an estimated $180,000/ year for up to five years. The total over five years is estimated at $900,000. The funds are budgeted annually in the Central Services Fund via transfers from the utility funds. Attachments No file(s) attached. AIS-4582 4. Business Meeting Meeting Date: 03/23/2021 Length (in minutes): 45 Minutes Agenda Title: Receive Briefing on Metro Supportive Housing Services (SHS) Local Implementation Plan (LIP) Review Prepared For: Schuyler Warren, Community Development Submitted By: Schuyler Warren, Community Development Item Type: Meeting Type: Council Business Meeting - Main Public Hearing: Publication Date: Information ISSUE Receive briefing from Washington County on the Homeless Services Bond Implementation. STAFF RECOMMENDATION / ACTION REQUEST No action requested. Briefing only, with opportunity for Council comment on Washington County work to date. KEY FACTS AND INFORMATION SUMMARY Washington County staff will brief the Tigard City Council on the formation of the local implementation plan (LIP) for the supportive housing services (SHS) regional measure. Topics covered will include the required elements of the LIP document and the community feedback received on the LIP to date. Washington County staff will be requesting Council feedback on the draft LIP plan and be available to answer any questions. OTHER ALTERNATIVES N/A COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS DATES OF PREVIOUS COUNCIL CONSIDERATION N/A Attachments Presentation t‘GiON c c" ...y lo 5 ....k * •<, .P. °REG& - _ • - ..- . - _- - - ' . . • • ..',. . ' ,,,,6ap,''''..., ri-114.f.;?:,A:.'. ":4015W11Stf- ' -4, - ..•0'4r* '4 .41" -",* -0 ...",r'. , ,..- .-. .4.-rX ' -4er 2,1-:- .4',•:d. *- 7. •--- • ...- t "A- -, ' ..m A r.7 '1 i.::...i.. , •• ' 4 ' • ,•• .... c;-- r" - .I.-.4 r'.g.:%,.: t ./4.( Inl--.1....1.... . .' V ..:............,:,1:..2....:N_A Washington County 10„, . _ . ... ,._ ,. . ...., _ . .......k,,, .,,,....r•,,-,...i .,... : , -. ,.:r_ -. . ... .... ...„...r .... e , . h, .E. litr,it a, ....a4:11. .. . ,_ ,'4. 'Air. Supporuve housing Services gJ ' • 'Ic-':' ., 'N:,..-.44... ':.... '•'e A gr".r•X`.• _ __ _.•••:,,.- •,._ -. .,...+;:'ir,IV --'44•-•'' '3'. 11.- '•}.--.. 14. il 7I, faLli' •••2.".. -'''V` ... . AP-,114- -Pi .. . - ..- • +.. •!.....u---;tdie z -- - , • "- ' "44; . LI ,..in ;AL.'', '..'. • * t -••, • . ."*. - .. IthretIF ••-irg kr.'- . •-ilk-II-"lr 4 e.i. -.: t....._. ,r6, 4*,--.4rie..• - . . -*. -01V - • . 4, -,ANWI igier . i', „. ' - - 4,.' 111.7-r ' . ..14-• : Arijr Sf;d1126:1tAr . ' 5._.g.,- . .. - .... ....,.. - City of Tigard - _f • t - r . • ..1k me,:rr pf . • -'..1:."r ___....—A —.....,..,, - ...... • ,....,„,.. ... .....! \ \ , , , , . , .• 4.‘ -.,„ -: ik , . . of-dib•• rd. . __ .. •• .._ , -0101111.46a/P .. ' - *r ebitipe,. ,110.- •.X4r — - , ii... # .$:1.1-.F • ' . • .-41111 -... --..-C '•. 4-04•sfl, 1... 1 ..-•••N• . W - ' 1r *4 _ '. • . I'r, .• • • • 1 - "r411' Jr- -2' ,13-7..,' -,'-• - 'CA - .. -` -.• , To- . • a, ...Ind ... .: , .. ,... ...Vice.. 4 , -r7.4.54 0.1.,:', ---•r,..-cry-t..- , r.„fr.,:g..).4%.4.,_ .... - , ., . • t . .1.-' ." . 'fk.1.31:.I!1-kk 0 t.r:40 - lik ..' . . 6. 1.,.."..,...11•110..d. ... . ... - • C ._ ..". , .1 1 ... ....12 f 'I Pa '7:ri Nb& Ir. .g , '' .41:V;;., .10?:1....pC'‘.4.,..4..0 ... , _ . •Lip • 4 i ' NO '- 1....' ........ , -''' ' - "---.-._,..... ii.i.-r...41,• 1 - ' 4 -'--- March 23, 2021 Department of Housing Services co.washington.orus —> Agenda .. .. ■ Review Supportive Housing Services measure and program ■ Review Washington County implementation readiness ■ Provide time for questions and feedback co.washington.or.us SHS measure background NII • Approved by voters on May 19, 2020 with 58% support ■ Built and championed by a broad regional coalition of business and community leaders ■ Scaled to end chronic homelessness regionally, in partnership with Clackamas and Multnomah Counties ■ Largest per capita investment to address homelessness in the nation co.washington.or.us . SHS revenue .. .. ■ Program funded by 1% tax on taxable income of more than $125,000 (individuals) / $200,000 (couples filing jointly) ■ 1% tax on profits from businesses with gross receipts of more than $5 million ■ Estimated to generate more than $200 million per year ■ Washington County anticipates $38 million in Year 1, annual revenue estimated to be $75 million by Year 3 co.washington.or.us . SHS measure distribution I\ \I Distribution to County Implementors: ■ Multnomah County — 45.33% ■ Washington County — 33.33% ■ Clackamas County — 21.33% Metro retains funds to cover tax collection costs and up to 5% for administration costs co.washington.or.us SHS measure accountability III MII ■ Local advisory bodies ■ Local implementation plans ■ Regional oversight committee ■ Tri-county advisory structure co.washington.or.us Prioritizing communities in need III MII ■ People with disabilities experiencing, or at risk of, prolonged homelessness, and with extremely low incomes (priority population A) • People experiencing episodic homelessness or at risk of homelessness (priority population B) • Measure designed to lead with race. Black, Indigenous, and People of Color (BIPOC) communities are disproportionately impacted co.washington.or.us _>, Homelessness in the region MI Point-in-Time count 5,711 people experiencing homelessness Student homelessness 7, 134 students (K-12) experiencing homelessness Chronic or prolonged as many as homelessness 4,935 households At risk of prolonged as many as homelessness 17,500 households Severely rent burdened as many as 56,000 households co.washington.or.us Renter cost burden and race I\ \I Black/African American White Asian About 40 percent of Native Hawaiian{ black families pay Pacific Islander more than half of their Hispanic . income on rent, compared to just 24 American Indian{ Alaskan Native percent of white Other families, 0 10 20 30 40 50 60 co.washington.or.us 9 —> Homelessness and race .. .. Black and Indigenous people make up 5% of the total population but comprise over 20% of homeless population. HOMELESS POPULATION 8% 69% 1% TOTAL POPULATION 79% Black Indigenous ■ White co.washington.or.us —> Supportive Housing Services Ak NII • Housing services: Long-term rent assistance, and other emergency or short-term housing interventions • Support services: Housing case management, mental healthcare, addiction and recovery services, employment supports, peer supports, and more as needed • Goal : 5000 Supportive Housing placements, 1665 placements for Washington County co.washington.or.us _)„,, Supportive Housing placements .. .. Housing unit + services Long-termWraparoundSupportive rent assistance housing SHS program funding co.washington.or.us 1,,, SHS implementation t .. .. • LIP draft finalized • LIP advisory committee convened • Board considers draft • Broad community engagement • Metro reviews approved draft • Tri-County coordination begins • IGA development begins • Services provider engagement and RFP Summer Winter 1 2021 Summer ..:h4 (--i©, 4.---) / ...... .. s s Fall Spring • Voters approve SHS measure • LIP advisory body expanded • IGA completed • Metro convenes regional • LIP drafting review begins • SHS funding and programs begin stakeholder body • Program development begins • Tri-County advisory body formation begins Local Implementation Plan ( LIP ) NII • Developed in partnership with stakeholders, community ■ Approved by Board and Metro Council ■ Ten required elements include: Analysis of current system unmet needs Analysis of racial disparities and strategies to advance equity Regional commitments to priorities, coordination, and outcome metrics Planned programmatic investments and outcome goals co.washington.or.us —> Implementation working groups III MII • Regional Long Term Rental Assistance and unit capacity • Shelter capacity for Washington County • Service provider network development • Data management and coordinated entry systems • County and City staff coordination co.washington.or.us Planned investments III MII 6 categories of investments: ■ Shelter and transitional Housing ■ Outreach and navigation services ■ Housing barrier costs and short-term rent assistance ■ Regional long-term rent assistance (RLRA) ■ Supportive services ■ System of care capacity building co.washington.or.us Planned investments 4111 4141 Year One Investments by Program Type • Housing Placement and Short Term Rent 120 11% Assistance • Outreach and Navigation Services 8% 16% Regional Long Term Rent Assistance Shelter and Transitional Housing 16% 37% Supportive Services System of Care Capacity Building co.washington.or.us Planned investments 4111 \I Investments by Priority Population • Population A Population A & B 56% 28% Population B co.washington.or.us Program goals .. .. Year 1 outcome goals: ■ 500 supportive housing placements ■ 500 additional households achieve housing stability ■ 100 year-round shelter beds added to current capacity ■ Capacity building underway for a culturally specific network ■ Measurable goals that demonstrate equitable outcomes co.washington.or.us —> Next steps .. .. ■ LIP public comment period March 10th — 24th ■ LIP approval with County Board of Commissioners - April 6th ■ Public solicitation for service providers (RFQ) ■ Metro LIP approval and IGA execution ■ Systems and culturally specific capacity-building ■ Program implementation begins - July 1st co.washington.or.us —> Questions for discussion Ak NII • How would your city like to support or participate in SHS programs? • What housing and homeless programs does your City provide that you want to make sure we should know about? co.washington.or.us AIS-4576 5. Business Meeting Meeting Date: 03/23/2021 Length (in minutes): 40 Minutes Agenda Title: Consider Approval of Public Safety Advisory Board Work Plan and Topic Schedule Prepared For: Eduardo Ramos, City Management Submitted By: Nicole Hendrix, City Management Item Type: Motion Requested Meeting Type: Council Update, Discussion, Direct Staff Business Meeting - Main Public Hearing: No Publication Date: Information ISSUE Public Safety Advisory Board (PSAB) Chair Jimmy Brown and Vice Chair Abdi Mohamoud are presenting the group's work plan and topic schedule (Attachment A) for Council approval. The PSAB considered dozens of potential topics suggested by Council, community members and Board Members. Their review, discussion and selection of the options happened over five meetings since the beginning of 2021. The final work plan and topic schedule is before Council tonight for approval. The PSAB cannot proceed with topic discussion without Council approval. STAFF RECOMMENDATION / ACTION REQUEST With consent of the PSAB, staff recommends that the City Council approve the work plan and topic schedule as presented. KEY FACTS AND INFORMATION SUMMARY The Public Safety Advisory Board (PSAB) will work to understand the current systems, processes and procedures of the Tigard Police Department. The PSAB will re-evaluate and help improve public safety practices to better serve and protect the community. Board members have worked with City staff through a co-design process to create this work plan and topic schedule. At a minimum, as stated in the PSAB Charter, Board members will learn and understand current practices in the following areas: • Recruitment, hiring, and training • Cultural competencies • Basic law enforcement academy curriculum • Mandatory reporting on bias complaints • Statistical Transparency of Policing (STOP) data for both vehicles and pedestrian contacts • Mandatory use of force reporting • Complaint processes • Deadly use of force procedures and review • De-escalation in all force response training modules The proposed topic schedule that PSAB developed for Council review can be found in the Appendix of Attachment A. The topics have been arranged into themed units to make the education and discussion of topics more comprehensive. The topics selected by the Board were shaped by the community and are topics the City can create policies to address, or advocate for at the action at the state or federal level. OTHER ALTERNATIVES Alternative 1: Council may recommend to add or remove topics with a timeline to finalize these documents. Alternative 2: Council may ask the Board to do further research on topics with a timeline to finalize these documents. COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS The City Council appoved four imperatives in July 2020, one of which was anti-racism work. The PSAB is part of the city's work to be anti-racist. The Strategic Plan vision to be "an equitable community that is walkable, healthy, and accessible for everyone" helped shaped the foundation of board vision. Strategic Priority One, Objective 1.1, Action C: Promote a values-driven organizational culture that reinforces inclusion and ethical behavior, exercises transparency and maintains public trust. Strategic Priority One, Objective 1.2, Action C: Apply an equity lens to evaluate proposed solutions. DATES OF PREVIOUS COUNCIL CONSIDERATION N/A Attachments Attachment A - PSAB Work Plan & Topic Schedule Presentation hi • • - i e J. TIGARD Tigard Public Safety Advisory Board Work Plan Updated March 2021 Table of Contents Page 1. Purpose 1 2. Mission Statement, Vision Statement, and Values 1 3. Members 1 4. Roles and Responsibilities 2 5. Organization of the Board 2 6. Meetings 3 7. Centering Racial Equity and Anti-Racism 3 8. Recommendation Process 4 9. Making City Council Recommendations 4 10. Potential Future Assignments 4 Appendix: Topic Schedule 5 Tigard Public Safety Advisory Board Work Plan-March 2021 Tigard Public Safety Advisory Board Purpose The Public Safety Advisory Board Work Plan provides an overview of Board procedures and norms. Mission Statement Improve the lived experience of all people in Tigard so that everyone enjoys the same safety and privilege through a comprehensive review of the practices and procedures in the City police department, municipal court, and social justice initiatives. Vision Statement Tigard is a community where all people feel safe and believe they will receive equitable treatment from the City's public safety organizations regardless of their race, gender, socioeconomic status, sexual orientation, physical ability, religion, age, housing status, mental capacity and experiential or immutable attributes. Values ✓ Listening to each other ✓ Learning,then discussing ✓ Focusing on outcomes for Tigard ✓ Centering the conversation around those that are most impacted ✓ Creating consensus on recommendations ✓ Sharing our work with the community Members The Board is made up of 15 people, and two alternate Community representatives.Appointment of community members was done in a two-step process. First community members nominated themselves,then Tigard community members voted for their top choices. The City Council reviewed the top choices and selected seven community members and two alternates. James (Jamey) McDonald Police Chief/Designee Nicolas (Nick) Nunn Tigard Police Officers'Association (TPOA) Shelby Rihala City Attorney Michael O'Brien Municipal Court Judge Abdi Mohamoud President of Tigard High School Black Student Union (BSU)/Designee Emilio Calderon Tigard Youth City Councilor Liz Newton Tigard City Councilor John Trinh Licensed Mental Health Professional Jimmy Brown Business Community(replaced with additional community rep) Thurman (Lee) Landers Community representative Patty Lofgren Community representative Tigard Public Safety Advisory Board 1 Work Plan—March 2021 Justin Low Community representative Danny Rauda Community representative Valerie Sasaki Community representative Vacant Community representative John Gerhard IV Alternate: Community representative Jeff Mott Alternate: Community representative Roles and Responsibilities Board members and alternate Board members will: • Regularly attend meeting and contribute constructively to discussions. • Consider and discuss issues from a Citywide perspective, as well as their own. • Strive to reach consensus on matters under consideration. • Act with respect and consideration for the viewpoint of others. • Shall not make representations on behalf of the City of Tigard or Board whether intentional or not, without authorization. • Communicate the work of the Board through their community and any organizations they participate in. Alternate Board members are expected to attend all meetings and can participate fully, asking questions of staff or applicants,joining the deliberations, and all other Board activities.The one exception being they do not vote. Attendance: If a member is unable to attend a meeting, they are expected to notify the Chair one week prior to the missed meeting. If a member has missed more than a reasonable number of meetings,then the staff liaison will make every effort to reach out to the Board member. If the staff liaison is unable to contact the Board member,then the issue shall be forwarded to City Council for potential action. Education Activities:To ensure that everyone on the Board understands the topics being discussed and is informed on the key issues,the City will provide educational opportunities to the Board members. Some of the instruction will be done during Board meetings and some will be done independently by members. Board members are expected to complete any education activities before the relevant Board meeting. Organization of the Board Board Chairs:The Board will elect a Chair and Vice Chair two weeks before beginning each subunit of topics.The Chair and Vice Chair have equal voting authority to the other members of the Board. The Chair shall have general directional powers over the Board and serve as the spokesperson for the Board during their term unless this responsibility is delegated to support staff or another Board member.The Chair will open and close meetings and support collaborative discussions and review and provide input on meeting agendas with the Work Group.The Vice Chair will serve as Chair in the Chair's absence. Work Group:The Work Group will prepare meeting agendas with input from Board Chairs. The Work Group will also develop educational activities or other materials as needed.The Work Group members include the Police Chief or designee,the Tigard Police educational consultant, the City Attorney, and the facilitators. Tigard Public Safety Advisory Board 2 Work Plan—March 2021 Staff Liaisons: Staff liaisons are the primary contacts for City of Tigard boards and the primary interface between these bodies and the City Council, City Manager, and departments. Besides serving as a technical resource, staff liaisons are responsible for meeting logistics, member recruitment and recognition, recordkeeping, and monitoring board effectiveness. Meetings Location:Through at least spring 2021, meetings will be held virtually via the Zoom platform and streamed live through the City of Tigard YouTube channel. When it is safe to do so, meetings will transition to an in-person format, location TBD. Frequency and Duration: 90 to 120-minute meetings will be held twice a month on the 2nd and 4th Mondays of the month.This schedule will be adjusted as required by the topics being discussed and Board member schedules. Structure: At each meeting, Board members will be provided an overview of the meeting topic(s), ask questions, provide comments and feedback, request additional information, and consider recommendations. Public Meeting Law: All meetings shall be open to the public and notice given pursuant to Oregon Public Meetings Law. Interested persons and media can asked in writing to be notified of meetings by emailing staff liaison Eduardo Ramos at eduardor@tigard-or.gov. Zoom Etiquette: • Use the 'Raise Hands'feature during discussion and allow the facilitators to call on Board members. • Close other windows and apps to avoid distractions. Public Comment:There will be a 15-minute period for public comment at the beginning of every Board meeting. Quorum: At any meeting of the Board, a quorum shall be a majority of the current members (excludes alternates) of the Board. No action shall be taken in the absence of a quorum except that the meeting may continue with discussion on agenda items. For the purposes of forming a quorum, members who have disqualified or excused themselves from participation in any matter shall be counted as present. In the event a quorum will not be present at any meeting, the Chair or Vice Chair shall notify the Board members in advance so that a decision may be made whether to meet and take no action on agenda items or to reschedule to a different time. Centering Racial Equity and Anti-Racism To further the Board value of"Centering the conversation around those that are most impacted"the Board will use strategies to center racial equity.These include: ✓ Book discussions on books about racial equity and anti-racism. ✓ Dedicate a portion of any topic discussion to a conversation on how racial equity is impacted by that topic. ✓ Conduct a centering exercise at the beginning of each meeting to remind the Board of their mission. Tigard Public Safety Advisory Board 3 Work Plan—March 2021 ✓ Invite guest speakers on racial equity topics. ✓ Encourage people in the community to participate in the public process. ✓ Center discussions around racial equity as well as its intersections with other identities named in the Board's Vision statement. ✓ All recommendations to the City Council will include a discussion of how it will make Tigard a better place for everyone in the community. ✓ Use context and data to make decisions. ✓ Target students and work to make the Board accessible to their voices. Commander McDonald will give updates on the SRO program as part of this strategy. ✓ During all topic discussions, bring forward real world experiences and how actual people are impacted by the topic. ✓ Work to bring affinity groups to the Board to share their perspectives. ✓ Include the voices of people who work for the City government and their views in the discussions. Recommendation Process Discussion and recommendations:The goal is to provide an opportunity for the Board to learn and share perspectives with each other and to collectively provide that feedback to City Council.The following steps will guide the recommendation process: 1. Discussion of meeting topic(this could occur during one or several meetings). 2. Group formulation of a recommendation. 3. Prior to finalizing the recommendation, each Board member will have an opportunity to present their views, which will be documented in the recommendation. Voting: If the Board does choose to vote on a recommendation, decision making will strive for consensus (defined as at least 12 of 15 votes). Alternates are not allowed to vote but may provide comments. City Council Recommendations and Reports The Board will make quarterly reports to City Council, including updates of the Board's progress on the workplan and proposing recommended Council actions. When the consensus-based recommendation is within the decision-making authority of the Chief or City Manager,the Chief or City Manager may implement such recommendation without Council action. If the Chief or City Manager declines to implement the recommendation, it will be forwarded to Council for review and consideration. If the recommendation requires additional action, such as approval by Budget Committee or bargaining with the union,the recommendation will not be effective until all approvals are received. Potential Future Assignments Once the original work of the Board has been completed,the Board and City staff can consider the benefits of additional assignments. Tigard Public Safety Advisory Board 4 Work Plan—March 2021 Appendix: Topic Schedule The Board reviewed dozens of potential topic areas suggested by Council, community members and from each other over the course of five meetings since the beginning of 2021. From that review and discussion, the Board selected the final topics listed in the schedule below. The topic schedule was made available on the city website for community members to provide feedback through public comment at Board meetings. The topic schedule has been arranged into themed units. By grouping similar topics together, the discussion and education around the topics can be more in depth and comprehensive. Topic areas allow for varied levels of authority for the city to respond to potential recommendations from the Board. For example, some topics such as hiring practices will allow the City to create or change policies while topics such as qualified immunity may require change at the State or Federal level. Topics Schedule and Action Available Unit 1: Introductions Setting the Stage Meeting 1 • Public Meeting Laws Overview • Review Work Plan • Review Mission Statement and Board Values Beginning the Process Meeting 2+ • Revise Work Plan • Revise Topic Schedule • Tigard Policing 101 o Discuss how misdemeanors o How charges work(depends on if City or State code is applied), concept of officer discretion, distinction between Tigard PD and Washington County PD • Early Action—Body Cams—Expansion of body worn cameras, procedure and policy review. City action Unit 2: The Tigard Officer's Journey Hiring Meeting(s) • Identify how biases are identified in the hiring process City action • Use of psychiatric evaluation City action • Social media review during hiring process City action • Review past misdemeanors in other roles City action • Maintain police workforce that reflects the community City action • Residency of police officers City action Training Meeting(s) • Change in training and policies to allow or direct an City action officer to back down from an immediate arrest • Social media policy for officers • Implicit bias, cultural awareness, sensitivity training, City action and trauma informed care Tigard Public Safety Advisory Board 5 Work Plan—March 2021 • De-escalation training(separated between controlling City action and calming actions/training) (Including considerations of age/gender/etc) • Mental health training (perhaps with de-escalation City action training topic) • Crisis Intervention Training(CIT) • Police Legitimacy and Procedural Justice training City action • Restorative justice training for police department City action leadership • Medical training on airway management and City/State action respiratory system • Hours of police training in Oregon State advocacy Performance Review and Discipline Meeting(s) • Labor arbitration re-instatement of officers City action terminated for misconduct/bias/excessive use of force • Community police oversight or use of force review City action committee/chief's advisory committee • Identify extremist or racist behaviors City action • Ensure that all personnel are complying with Tigard's City action "Welcoming City" resolution • Public access to misconduct investigation results City/State action • National databank/registry for police misconduct Federal advocacy Unit 3: The Community Experience Officer Appearance Meeting(s) • Officer clear identification in all instances, including City action riot control • Color and style of uniforms and color of cars are City/State action intimidating/militaristic Traffic Stops Meeting(s) • Pretext stops City action • Evaluate possibility of unarmed traffic control City action • Review traffic violation enforcement protocols to State advocacy evaluate if the community and officers could be safer using technologically advanced methods as an alternative to initiating a traffic stop. Use of Force Meeting(s) • Ban use of choke holds City action • Re-implementing a force continuum (as requested by City/State action #8cantwait)vs. current Graham vs. Connor standard • Crowd/riot control policies (chemical agent use) City action • Re-evaluate deadly force assumptions City/State action • Qualified immunity Federal advocacy Other Police-Public Interactions Meeting(s) • "No knock"warrants City action • Enforcement of COVID-19 mandates City action Tigard Public Safety Advisory Board 6 Work Plan—March 2021 • Community relationship building City action • K-9 Department City action • Community training by the Chief City action • Review of current holding facilities City action • Quality of life crime data City action • Police interaction data review(particularly related to City action race) • Police department and immigration City action • Consider change of participation in Tri-Met Transit City action Police program, including unarmed transit control • Crime lab information and interaction between Tigard State advocacy police and Oregon State Lab Unit 4: Social Justice Meeting(s) • Establish a non-police response for mental health, City action homelessness, and other non-criminal calls • Interaction between Tigard PD and non-profits City action providing mental health and other services. • Homeless Services Tax-where is the money being City action spent • Interactions between Tigard PD and other government City action agencies, including ICE • Change bail/fine system within the Tigard Municipal City/State action Court so the cost of fines are equitable for all • Advocate for a change in the cash bail system to make State advocacy it equitable for everyone • Consequences for calling 911 to report normal State advocacy community activity based primarily on race o Post-incident de-traumatization o De-traumatizing situation o Tigard PD relationship with WCCCA (Washington County Communication Center) • Advocate for the release of all offenders Tigard helped State advocacy prosecute for activities no longer a crime (e.g. marijuana possession) Other:Tracking bills in Oregon Legislature. Michael O'Brien will keep Board apprised. Tigard Public Safety Advisory Board 7 Work Plan—March 2021 Unit 5: The Youth of Tigard Meeting(s) • School Resource Officers (SRO's):their presence, City action training, behavior, and interaction in Tigard-Tualatin School District schools o what discretion they have o what their task is o what they will act on o relationship with school administration o relationship with School Wellness Centers • Relationship building initiatives between Tigard Police City action and youth beyond, beyond the SRO program– including the Cadet program • Reestablishment of youth peer court program or City action delegation to the Tigard Youth Advisory Council Tigard Public Safety Advisory Board 8 Work Plan—March 2021 f h a .�. 4_4i,r tR, .A.:,. •..;74,,..,... . . ,..„.... .,•;„,�,. a r+,C#r) . ' `? ` A4, , �! i �s?r ''Y. {'A " . r '' g . fr,r 14%.4.4%,f. Itiy�k .. ,,4...:4:!. 4. (y y, ; , i h •i�'�y� y v r► *..� rr R _ : erg!!' ° ,- , #4,,:1J- . . _ ,.., i z. i 0 . ,.. . .qi: ,-*'.'',.....,-. .�,1 I �. �. •r E,-- r" ' 74 , ,i 1 ._s .,,. �'Fera :',,� <' { � � ry �' 0 ^� _ r �'- ' CJS — Ii ." .N. . .111 . 1 0 NJ t , , ,3, >., .._,, „ ..., ._ i u co a) � , \\, 2 . Nv) V O .. ''. -: .- ,,i 4 IL No- i 4 : 1." , .1.1) r." 1,1..,. ,. . , ` .till .,w ,..,. . ,0.<0. \hk 41„, .,.....„,.. ...., ,, . . „kJ. ,. . „ Tr, ,,R 4F '' ,,:,;t z'is 2,1_19 City of Tigard Respect & Care I Do the Right Thing I Get it Done is;ARLI Request to City Council Consider approval of Work Plan and Topic Schedule as presented (in Council Packet Attachment A). 11 ; Cit •f Ti • and Respect & Care I Do the Right Thing I Get it Done Background • Community calls on Tigard to actus.01164 Nhoi • Mayor Jason Snider challenges PUBLIC SAFETY Tigard to help eliminate institutional racism ADVISORY B • Creation of the PSAB • Community Caucus • 15 voting members & 2 alternates named 11119 City of Tigard Respect & Care I Do the Right Thing I Get it Done Board Members • Police Chief or designee • Tigard Police Officers' Association designee • City Attorney • Municipal Court Judge • President of Tigard High School Black Student Union or designee • Tigard Youth Councilor • City Councilor • Licensed Mental Health Professional or leader in Mental Health (in Tigard) • Seven community representatives with preference to those who can best represent the BIPOC, LGTQIA+ and faith communities in Tigard • Two Alternates 11 119. City of Tigard Respect & Care I Do the Right Thing I Get it Done Mission Statement "Improve the lived experience of all people in Tigard so that everyone enjoys the same safety and privilege through a comprehensive review of the practices and procedures in the City police department, municipal court, and social justice initiatives." 11119City of Tigard Respect & Care I Do the Right Thing I Get it Done Work Plan & Topic Schedule Creation • Minimum training requirements • To understand current systems and processes of the Tigard Police Department • Considered community areas of interest • Created a structure that fits this Board • Board Members discuss over five meetings • Co-design process with staff • Election of Chair and Vice Chair (rotating) 4(**. 11 119. City of Tigard Respect & Care I Do the Right Thing I Get it Done Centering Racial Equity and Anti-Racism "Centering the conversation around those that are most impacted" • Centering exercise • Book discussions • Dedicating space to conversation on how racial equity is impacted • Bring forward real world experiences • Encourage community participation 2,1_19 City of Tigard Respect & Care I Do the Right Thing I Get it Done is;ARLI Recommendation Process Discussion and recommendations: The goal is to provide an opportunity for the Board to learn and share perspectives with each other and to collectively provide that feedback to City Council. Voting: If the Board does choose to vote on a recommendation, decision making will strive for consensus (defined as at least 12 of 15 votes). Alternates are not allowed to vote but may provide comments. NO City of Tigard Respect & Care I Do the Right Thing I Get it Done g TIGARD Topics to be Covered Topics Schedule and Action Available Units Unit 1: Introductions 1. Introduction Setting the Stage Meeting 1 • Public Meeting Laws Overview • Body Worn Cameras • Review Work Plan • Review Mission Statement and Board Values Beginning the Process Meeting 2+ 2. Tigard Officer's Journey • Revise Work Plan • Revise Topic Schedule 3. Community Experience • Tigard Policing 101 o Discuss how misdemeanors 4. Social J u st i c e o How charges work(depends on if City or State code is applied),concept of officer discretion, distinction between Tigard PD and 5. Youth of Tigard Washington County PD • Early Action—Body Cams—Expansion of body worn cameras, procedure and policy review. City action 11119 City of Tigard Respect & Care I Do the Right Thing I Get it Done Learning about Tigard Police Department Tigard Police Department 101 --711111111114 • Structure, practices and policies _ VI• City Council's guidance ci Why is this important? J • To be educated as we prepare recommendations • To have quantitative/qualitative data to determine how policies and procedures are implemented • To improve and re-evaluate policing practices for systemic change, if appropriate 11119City of Tigard Respect & Care I Do the Right Thing I Get it Done Bringing Community Perspective • Elevating community and Board member experiences • Sharing personal stories to inform recommendation process • Board members bring a variety of professional backgrounds • Engaging with community members is ongoing • Connections to various groups in Tigard • Professional associations • Public comments 2,1_19 City of Tigard Respect & Care I Do the Right Thing I Get it Done Board Member Experiences • Sharing additional comments r '. .. . ,„ ppinir , • . Thank you. - _ www.tigard-or.gov/psab $ +1401111110111r14tre, ..-.40111.. < .t. ►-. r-.• f; ;" r. ( •tip• .'?' rt ►C 1'! . � ll, ' . PI" . ii . k ? t , t lip 1. .4: r l) )1, ,} ir Op. el,. . .., , , . . , Pe polli........_- . TIGARD _ ' . -.711;t r ,,',-fi-,,.j 1 7 ir.=401- ;- ',Ir.". , IL. ifig • I. , ,r, t.,, 1....::L! .,. ... „... ,......... , . I i iik r( • J L , 1 i i il trix i i- . 1 r , ,b S.i .._ ,• R 1 AIS-4593 6. Business Meeting Meeting Date: 03/23/2021 Length (in minutes): 5 Minutes Agenda Title: Consider Resolution Extending the City's Emergency Declaration Related to COVID-19 Prepared For: Shelby Rihala, City Management Submitted By: Carol Krager, Central Services Item Type: Motion Requested Meeting Type: Council Resolution Business Meeting - Main Public Hearing: No Publication Date: Information ISSUE The Tigard City Council will consider extening its Covid-19 emergency declaration to June 30, 2021. STAFF RECOMMENDATION / ACTION REQUEST Staff recommends extension of the emergency declaration. KEY FACTS AND INFORMATION SUMMARY This is the seventh extension of the City's Covid-19 emergency declaration. The original declaration was ratified by Council over one year ago, on March 17, 2020. The emergency declaration allows for coordination with outside entities for assistance, including facilitating reimbursement for costs of supplies, materials, and overtime as well as authorizing personnel policies around leave and remote work, among other things. It is the current expectation of state public health officials that vaccines will be widely available and received by the end of June 2021, so the timing of this extension is intended to coincide with that milestone. OTHER ALTERNATIVES Council could allow the current emergency declaration to expire or extend to a different date. COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS DATES OF PREVIOUS COUNCIL CONSIDERATION •March 17, 2020: Council ratifies Mayor's emergency declaration. •April 21, 2020: Council approves first extension to the emergency declaration. •May 26, 2020: Council approves second extension to the emergency declaration. •June 23, 2020: Council approves third extension to the emergency declaration. •July 28, 2020: Council approves fourth extension to the emergency declaration. •September 22, 2020: Council approves fifth extension to the emergency declaration. •December 1, 2020: Council approves sixth extension to the emergency declaration. Attachments Resolution CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 21- A RESOLUTION OF THE CITY OF TIGARD EXTENDING THE CITY'S EMERGENCY RELATED TO COVID-19 WHEREAS,Tigard Municipal Code (TMC) Chapter 7.74,the City's Emergency Management Code, as well as ORS 401.305, authorize the City to establish an emergency management agency, including the authority to establish policies and protocols for defining and directing responsibilities during a time of emergency;and WHEREAS, pursuant to TMC 7.74.040, a local emergency exists whenever the City or an area impacting part of the City is suffering, or in imminent danger of suffering, an incident that may cause injury or death to persons,including a disease or pandemic; and WHEREAS, TMC 7.74 and ORS 401.309 authorize certain actions to be taken during a state of emergency when necessary for public safety or for the efficient conduct of activities to minimize or mitigate the effects of the emergency;and WHEREAS, the Governor has declared a state of emergency for the State of Oregon and the Washington County Board of Commissioners has declared a state of emergency for Washington County;and WHEREAS,this declaration is in support of the COVID-19 public health response;and WHEREAS,pursuant to TMC 7.74.070, the Tigard City Council ratified the Mayor's emergency declaration on March 17, 2020;and WHEREAS, TMC 7.74.070.E says that the declaration must limit the duration of the state of emergency to the period of time during which the conditions giving rise to the declaration exist or are likely to remain in existence; and WHEREAS, on April 21, 2020, the Tigard City Council extended the duration of the City's emergency declaration to May 31,2020;and WHEREAS, on May 26, 2020, the Tigard City Council extended the duration of the City's emergency declaration to June 30, 2020; and WHEREAS, on June 23, 2020, the Tigard City Council extended the duration of the City's emergency declaration to July 31, 2020; and WHEREAS, on July 28, 2020, the Tigard City Council extended the duration of the City's emergency declaration to September 30,2020; and WHEREAS, on September 22, 2020, the Tigard City Council extended the duration of the City's emergency declaration to December 2, 2020; and WHEREAS, on December 1, 2020, the Tigard City Council extended the duration of the City's emergency declaration to March 31, 2021; and RESOLUTION NO.21- Page 1 WHEREAS, Council finds it necessary to extend the emergency declaration in order to continue its response efforts. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: The Tigard City Council declares the response to COVID-19 constitutes a continuing state of emergency. SECTION 2: The local emergency exists within the territorial limits of the City of Tigard. SECTION 3: COVID-19 constitutes an urgent threat to public health, requiring additional resources and protective measures to protect the health of City staff, family members, and the Tigard community. SECTION 4: A local emergency authorizes City officials to take the following measures: A. The City and its officials are authorized to take such actions and issue such orders as described in Tigard Municipal Code 7.74 as are determined necessary to protect lives and property and to efficiently conduct activities that minimize or mitigate the effect of the emergency. B. The emergency procurement of goods and services is authorized pursuant to the Oregon Public Contracting Code, Tigard Municipal Code 2.46, and the City of Tigard Local Contract Review Board Public Contracting Rules. C. To protect the health of City employees, the City may issue emergency rules or guidance on the use of sick leave, telework, remote work, or other policies that will be in effect only for the duration of the emergency. D. To respond to the emergency, and to particularly ease burdens on businesses and service sector workers, the City may relax or adjust enforcement of City codes, including but not limited to parking restrictions downtown. E. To continue to manage and receive necessary supplies and assistance,including but not limited to personal protective equipment, the City has activated its Emergency Operations Center and centralized logistics. The City may request additional assistance as needed, including through mutual assistance agreements, the Cooperative Public Agencies of Washington County (CPAWC),Medical Reserve Corps, and the American Red Cross, among others. SECTION 5: This declaration of emergency will remain in effect until 12pm on June 30,2021. SECTION 6: This resolution repeals and replaces Resolution 20-56 and is effective immediately upon passage. PASSED: This day of 2021. Mayor-City of Tigard RESOLUTION NO.21- Page 2 A 1`1'EST: City Recorder- City of Tigard RESOLUTION NO.21- Page 3