COT Annual Performance - 1984 UMOr
Ili I lit 11111
pd
F ITYOF TIGARE)
° ANNUAL PERFORMANCE REPORT :
A FIVE-YEAR REVIEW FROM FY 79/80- 8384
4101111111114
1101111 t)4\\\\
11111100ii A /
ammik
I I on• MU MIP 111
1
CITY OF TIGARD
ANNUAL PERFORMANCE REPORT:
A FIVE-YEAR REVIEW
FROM FISCAL YEARS 1979-80 thru 1983--84
CITY COUNCIL
Wilbur A. Bishop, Mayor
Tom Brian Ima Scott
John Cook Kenneth Scheckla
CITY ADMINISTRATOR
Robert W. Jean
PREPARED BY:
Thomas J. Picco, Administrative Intern
t)EZARY
Submitted: January 9, 1984
- i -
CITY OF TIGARD
TI GARD , OREGON
ANNUAL PERFORMANCE REPORT
III �I,
JANUARY, 1984
As Mayor of Tigard, I am pleased to present for your review the City of Tigard's first Annual Performance Report. In
looking back, the Report can also help us to see the challenges and opportunities yet ahead. While the Report covers
the last five fiscal years, it also clearly depicts the City's considerable progress under the strong leadership of
our present Administrator these last three fiscal years. The Council set out in 1981-82 to make some changes for a
better future, and, as evidenced by this Report, we have successfully made those changes.
This Annual Performance Report was itself just one of many goals identified by the Council in December, 1981. At that
time the Council set goals as to improved organizational productivity and greater citizen involvement. All of this
was started during a period of economic recession, high inflation, continued City population growth, reduced Federal
dollars and restricted local revenues.
Since fiscal year 1979-80, our community has seen:
. City Population up 25% (14,850 - 18,500) .. .
. City Service Area up 29% (6.5 - 8.4 square miles) . . .
. Assessed Value up 102% ($378.8 - $767.5 million) . . .
. Inflation up 41% (or 8% average per year) . . .
Yet, while these changes in our community caused workload or cost increases anywhere from 25% to 40%, the actual
number of City staff today is essentially the same as that three years ago. Our productivity improvements, averaging
15% to 20% per year these last few years, have, until now, been enough to avoid major service level cuts and still
resist the budget pressures of recession, high inflation and growth.
ii -
Some of the service level cuts, now occurring, despite our best efforts, which I find particularly concerning are:
. Police obligated patrol time at 90% allowing only 10% of a police officer's time for neighborhood patrol. . .
. Police response time up 207E in direct proportion to the reduced number of sworn personnel per citizen served. . .
. Library hours reduced to 40 hours from 56 hours per week just a few years ago. . .mostly due to a 10% increase in
the number of Library books circulated per Library employee. . .
. Parks acreage per employee up 207E and a direct reduction in neighborhood and greenway park maintenance. . .
Up until now, our efforts, as evidenced by this Annual Report, have controlled the costs of our City government and
essentially maintained City services. The Intergovernmental Urban Services Study by Portland State due out this month
should further verify this Annual Report by showing medium to medium-high service levels and low to medium operational
costs. Our efforts have been exceptional but they are not enough. Without added resources for the coming years, the
service -level cuts that are just this year becoming obvious may become disastrous and our best efforts to date wasted.
So, while the Annual Performance Report is a report measuring the success or failure of our collective efforts towards
our identified goals, it is also a tool by which to diagnose problems and identify the challenges ahead. We improved
our systems and productivity, completed and implemented our study findings, and increased meaningful citizen
involvement. Amid all the challenge and change, now is the time to reset our goals and proceed to build upon this
well-established foundation.
ir
Wilbur A. Bishop, Mayor /
- iii -
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
TABLE OF CONTENTS
GENERAL INFORMATION PAGE
Title Page
Mayor' s Letter
Table of Contents iv
DEPARTMENT REPORTS
ExecutiveSummary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 ,
Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Finance and Services 11
Library 18
Public Works 21
Planningand Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Policy and Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
- iv -
EXECUTIVE SUMMARY
January 9, 1984
Almost three years ago now, the City Council set some rather ambitious goals for the City Administration and the
community. As Mayor Bishop's remarks clearly indicate, we have been largely successful in accomplishing these goals.
I too had some new ideas for the Administration as a means of accomplishing the Council's goals. Putting it simply, I
sought to improve the delivery of City services by improving the City's management systems. One-by-one,
system-by-system, we slowly and systematically changed our ways of doing business:
. Goals were set by the Council and ground rules for Council-Staff relations agreed upon;
. Organizationally we reduced the number of City departments and established a mid-management team;
. Fiscal systems were overhauled; first the budget, next accounting and purchasing, and then the 5-Year
Financial Plan was developed to get us out from continually reacting to "unexpected emergencies";
. Personnel systems were updated, and a more open and cooperative approach to Labor Relations achieved
despite difficult cuts and layoffs during the first year of my administration;
. Procedures have been continually reviewed and streamlined, Code and Charter changes brought forth when
needed; and, finally,
. Reports to the City Council have been increased, along with the use of that information by management at
all levels in actually managing the City's business.
This Annual Performance Report is then, in many ways, the culmination of not only our reporting system changes, but
the final block in the building of our management system. Our ongoing efforts continue, but it is important to
recognize that this is not just another report - - rather that it is a major milestone in measuring the progress of
our management systems.
So, as the period of the Report has been a time of dramatic change and as the management system improvements have
helped us preserve service levels - - at least until now - - it would be tempting to conclude that management deserves
all the credit. Such is not the case. The entire community and staff have made it possible for us to make better use
of our scarce resources in serving the City of Tigard.
Citizen Involvement - - a goal high on the Council's list - - has proven to be an effective part of our decision
making processes and an efficient addition to our basic service delivery:
. The number of active Board and Committee members has almost doubled during the Report period;
. The number of volunteer hours is up almost 20%;
. The Town Hall meetings have offered much needed feed-back prior to Council goal-setting sessions. - -
Another Council goal, the better use of appropriate technoloci and equipment management has reduced operating costs
and stabilized capital costs. Our Data Processing and Word Processing systems have paid for themselves in labor
savings in the first years alone. The Police Department's ICAP program has proven effective in directing the scare
time of our overburdened Patrol Division. The Motorcycle and Police Dog K-9 teams have targeted certain problem areas
and time-consuming activities with significant results. Our recent Capital Improvements Plan and upcoming Fleet
Management Plan should prove effective in controlling the cost of needed equipment.
Special Proiects and Studies have been completed, and they haven't just sat on the shelf! Despite the budget and
workload squeeze, we made time to look ahead and make the needed changes to keep moving forward:
. The Comprehensive Plan and Development Code was completed after 10 years of delayed effort; also,
. the first Capital Improvements Plan,
. the 5-Year Financial Plan,
. the Downtown Plan, now a part of our upcoming Economic Development Plan,
. the revisions to the Sign Code and Business Tax,
. the Local Improvement District Policy report now ready for Council review, and, of course,
. the City Facility Space Needs Reports #I, #II and upcoming Report #III.
Productivity improvements averaging 15-20% City-wide have therefore been the result of an overall community effort:
improved management systems, effective citizen involvement, use of appropriate technology and equipment, special
studies and new programs, but also, mostly, because of the hard work and extra effort of City staff. Clerical staff
as a percent of the work force is down about 5%, yet clerical workload is up around 20%. The number of employees to
citizens served is down about 5%, yet average workloads have increased 25-40% in the Report period. Our T.E.A.M.
efforts - - the Tigard Employees And Managers - - along with the Productivity By Objectives, or P.B.O. , programs have
established a true team approach among the entire City staff to solving new problems and meeting the challenges ahead.
All of this has been enough, until just recently, to maintain service levels amid all the change and challenge. I
wish I could assure you that these efforts alone will continue to be enough, but they won't. Clearly, the largest
single issue for the immediate future is for the community to decide what level of service it desires and can afford.
Regardless of the outcome of that decision, I can assure you, as evidenced by this Report, that your City services are
well delivered and your public dollars well spent.
I thank you for the opportunity to be of service. I look forward to the challenges and opportunities yet ahead.
Yours truly,
Robert W can
City Ad istrator - 2 -
(RWJ:pn/0144p)
1 1 I 1 I i t i I i II I I t 1 1 I 1
PoPULAT t0N PATTERN STAFF PER CAPITA
gyp-
RPM= - 230•
?2D•
18,000 . Ztcy
crry
706-
Rcsto$IT5190-
7,000-
WPwYEE 180:
IbiOOo• 170-
1�o-
15I0pp- 150-
/c1/8o 8o/81 14 62, 8Z/S3 8.31eN 79180 eo181 131.182. 8;183 8'x/84
FISCAL YEAR FISCAL YEAR
ZNFLATIoN PATTERN CIT( BLINIBST Ex PENDrtuRES
SO - b000-
SSco•
40 • 5000• TOTAL Ct-TY EXPENo•
°lo ctu►> - 4Koo•
sI ntA, #11006 yam.
BASE YEAR""
• �+
' 3400 C Crf oPERATtw. c cpW
• 2o•
1e •
ISoo•
79%ao Bolat 81182 &?183 83184 1q1/80 86181 81181 82/83 85/8
FISCAL YEAR FISCAL •IS4R
- 3 -
I 1 I 1 1 1 1 1 1 1 1 1 1 1 1 1 I I 1
1,800,000 OPERATING BUDGET EXPENDITURES / e, •
POPULAj10tJ ,e
PAERN �i4'
1,600,000 - INFLATION •
PATTERN \z
.0, . •.
1,400,000 - / • .
i
�/ COMMUNITY SERVICES
i
I
I
1,200,000 - i
,
.�
� -
COMMUNITY DEVELOPMENT/
1,000,000 -
CC
Q
J
J 800,000 -
0
a
600,000 -
400,000 -
POLICY & ADMINISTRATION
7.8%
200,000 - 6.5%
______----------8.5%
8.7% 4.5%
76/77 77/78 78/79 79/80 80/81 8.1/82 82/83 83/84
FISCAL YEAR - 4
i i i i i i i i i i i i i i i i i i i
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: POLICE (1. 1)
1983 PERFORMANCE REPORT UNIT: ALL
Police operations designed to ensure public safety within the City entail 24-hour patrols, traffic enforcement,
investigations, dispatch, and records management services. These services have been maintained over the past five years at
a professional level in the face of steadily increasing case loads per officer (+15.5%) and dispatcher (+14.4%); increasing
service population (+25.3%); and increasing service area (+29.2%) . While the service demands have increased greatly since
1979, the number of sworn personnel has increased by just one (1), from 21 officers to 22; and total department personnel
has increased from 28 to 29. Notwithstanding deficiencies in facility space needs and emergency communications equipment,
major improvements in police operations and management have been achieved: Implementation of the Community Crime Watch
Program in FY 83-84; enhancement of the department' s Crime Analysis Unit (ICAP); Directed Patrol Assignments Program, and
improvements in the information management system.
While the implementation of new programs and improvements have helped maintain a continued professional level of
service, the increasing demands placed on a static work force by rapidly growing population and caseloads impact adversely
on service levels. These impacts are revealed in the work measurement indicators described below and on the. following
pages . The volume of cases, calls, and crimes have increased markedly, while the number of sworn officers, and total
department employees (FTE) have increased by only one (1) in five years. As the case load per officer has gone up, so has
the emergency response time of officers (from 3 minutes in 1979 to 4 minutes in 1983) . Likewise, as the case load per
officer has gone up, the number of Part II offenses cleared per officer has gone down (30.5 crimes cleared per officer in
1979; 20.6 cleared in 1983) . ROBERT ADAMS, POLICE CHIEF
WORK MEASUREMENT INDICATORS 1979 1980 1981 1982 1983
No. of department employees (FTE) (28) (28) (29) (29) (29)
No. of employees per population 1:523 1:531 1:521 1 :603 1:633
Population served 14,655 14,855 15, 100 17,500 18,364
Department budget $735, 177 $812,711 $955,788 $1,034,428 $1, 146,975
% of department budget from General Fund 96% 96% 96% 96% 97%
% of total General Fund 37% 39% 37% 45% 46%
X of total City budget 19% 18% 19% 21% 21%
Per capita budget expenditures $50. 16 $54.70 $63 .29 $59. 11 $62.45
State average per capita costs $52.74 $63 .27 $68.97 $72.08 $75.43
(Cities with pop. 10,000-24,999)
Case Load per sworn officer (patrol) 620 611 631 643 716
Cases received (investigations) 1476 1508 1489 1567 1682
Card load per dispatcher N/A 4641 4710 4871 5309
Average calls per day 125 150 175 200 250
Emergency response time 3 min. 3 min. 3 min. 4 min. 4 min.
Sworn personnel/1,000 population 1 .43 1 .42 1 .45 1 .25 1 .20
Part I offenses clearance/officer 18 .52 14.42 17.23 18.02 22.5
Part II offenses clearance/officer 30.05 36.55 25.61 26.23 20.96
% discretionary patrol time 38 .8% 39.2% 41 .6% 42. 1% 32. 1%
% obligated patrol time 61.2% 30.8% 58.4% 57.9% 67.9%
Size of City in square miles 6.5 6.6 7.6 8. 1 8.4
Police Reserves annual hours worked 4, 194 3,231 3,200 3,095 3,083
- 5 -
a a
POLICE: 1 .1
EMPLOYEE : POPut.AT%ON G I-r Y AREA
I: WO- 9
1: b2,5-
1 , s $ .
1 : 915- MILES
I: 58o-
1. 5t6-
I: y0 • .
1 535
t: 5?.a 5
1919 1980 1981 1982 1983 1919 1980 1981 1i8Z 1983
POPuLATtoN 5E. ED BuCSET EXPENorNRE5 fER CAPITA
loo-
18- 90
t?- 80• STA E. AVERPGE
..--••
16- 70 •
PoPtstA-n .•-
It (pods t454• - ( Ot= TiGARD
13 - 40 •
12 • 317 -
I - EP -
t0 - to
Mr 1980 1981 I982. 1983 t9 1980 1981 1982. 1983
- 6 -
I I I I I I I I I I I I I I I I I I i
POLICE: l• I
MT It OFFEM55e5 cANCE\ OFFICER SWORN ftR$0,3NEL\ 1000 4
l ' CASE LAAO\ SWORN y FILER 1 ' EMERGENCY grEAPONS_LT#MF.
36 • - 125 1.5 - 5
34• 1 -700
p ��c , r (�
CLEARANGE\�' ♦, -fo75 1.-1 � /- -- - LI
-
CASt=S
OFFICER .650 RECO. SWORN\ • . - MIN-
2.8 - •_ - -62.5 1000 ROP l•3 • ---- - ----, - 3
•
24 - -4.00 .
24 • -575 1.2- - - a
22 • - 550 - -
Zo - - 525 1.1 - - 1
19'19 1980 1981 I982. 1983 14T9 1980 1981 1982 1983
'/o Minx-. -TU1 ALLOCA-T1oN DEPT BuDGET AS 'k 70-1:AL 6 ENE Mkt.. FUND
1004eloo` .. — —.- - ---d '{_
`0 DISCRETIONARY PArRDL Ttme.•-�j 9
aj C �•--L
•
glot
QBu6ATE0 PA-111,1.r 'tib-----34. `��' ,T --
--- - T
309►6 -+-
34 Z,„.„..........,,......,„„,....._. -
iot- iov — _
(qac, 1980 1981 1982, 1985 1984 1985 1g19 1980 Ig81 1982 l'83
- 7 -
i I 1 i i 1 i 1 1 I I . 1 i 1 i 1 1 i !
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: POLICE
1983 PERFORMANCE REPORT UNIT: PATROL (1 . 1 .2)
WORK MEASUREMENT INDICATORS 1979 1980 1981 1982 1983
Part I Offenses 1,064 947 1, 103 1,223 1,212
Part II Offenses 861 909 778 775 781
Non-Criminal Complaints 5401 5167 5389 5555 6195
Traffic Accidents 410 432 347 365 405
Traffic Enforcement 2193 2329 2485 2377 2870
Case Load Per Officer 620 611 631 643 716
Number of Sworn 16 16 16 16 16
Officers per 1,000 Population 1.09 1.08 1 .05 .91 .87
Part I Clearance/Officer 17.8 14.0 15.9 17.9 23 . 1
Part II Clearance/Officer 29.5 34.4 27. 1 27.4 21 .7
Service Calls/Day 27.2 26.8 27.6 28.2 31 .4
Population served 14,655 14,855 15,100 17,500 18,364
% discretionary patrol time 38.8% 39.2% 41 .6% 42. 1% 32. 1%
X obligated patrol time 61.2% 60.8% 58.4% 57.9% 67.9%
PART I C.A.PARANCEN0FFtcEP, Increased service demands are reflected in a decrease in discretionary
patrol time, and an increase in obligated patrol time. The increased
service demands have caused the Police Department to plug the resources
2. " available into the more serious Part I crimes, thereby maintaining a high
2A - level clearance for the Part I crimes. However, the Part II crimes are not
being worked due to the Lack of manhours available. The increased obligated
C RtW 5 20 • time will reach a point of saturation by July of 1984, using linear
CLEARED ,9 - regression and projections of workloads.
18 - The police workload has increased to close to 12,000 calls for service in
1-i - calendar year 1983. The Police Department is currently maintaining some
Level 3 services; however, it will be very soon when it will be at Level 2,
ib • and within a year without additional manpower, it will be at Service Level 1 .
15 - One other consideration is the status of community education programs, crime
14 - prevention, crime watch, school programs, and narcotics education. With
increased workloads, the amount of time available to continue these programs
prig 1980 t981 1em 1 '965will be very limited and sometimes eliminated. The Police Department will
shift from a proactive mode to a reactive mode without additional manpower.
One other element of community education is the children's Safety Town
program that will have to be eliminated when the police department hits
Service Level 1.
- 8 -
1 i 1 1 1 1 1 i I 1 1 i 1 1 1 1 1 i i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: POLICE
1983 PERFORMANCE REPORT UNIT: INVESTIGATION (1 . 1.3)
WORK MEASUREMENT INDICATORS 1979 1980 1981 1982 1983
Cased Received 1,476 1,508 1,489 1,567 1,682
Cases Suspended 601 566 726 872 897
Cased Investigated 391 476 375 253 320
Case load/Investigator 130.3 158 .6 125 84 .3 106.6
Part I Cleared 67 50 73 56 58
Part II Cleared 99 14453 60 51
Total Part I & Part II cleared 166 194 126 116 109
Percentage Cleared 45.01% 40.75% 33 .6% 45.8% 34.06%
Investigators/1,000 Population .205 .202 . 198 . 171 163
Rape 6 9 6 5 1
Robbery 20 22 14 16 21
Larceny 75 74 57 39 48
Burglary 181 174 201 134 128
CASES RECEI'JED a CLEARED The Investigation Division consists of 3 investigators, including the
supervisor of that division. This level of staffing has remained constant
CA5E5 AS-CANEDsince1973 . The number of criminal cases has increased dramatically during
.40 this 10-year period, particularly those major crimes that were small in
1600 . -•_-' number 10 years ago, with the last five years showing the largest increase.
.- •'�'-• - - During this 10-year period, the Police Department has been able to maintain
I400 • a relatively constant number of case clearances, even though the number of
12.00 ' criminal cases has increased . This might at first indicate the Department
is doing a better job with less . However, the opposite is occurring. As
1000 • the number of cases increase, attention is given to only the high priority
800 • cases, causing the other cases to receive little attention. Regardless of
the number of cases received, only a certain number of cases can be cleared
600 • with the given manpower. As caseloads increase, fewer cases are cleared
L{C0 • even though the level of case clearances is being maintained .
CISE5 CLEARED
2W•
(`1.19 1980 1981 1982 1983
- 9 -
i 1 1 1 1 1 i i 1 i i 1 i 1 1 i i i i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: POLICE
1983 PERFORMANCE REPORT UNIT: SUPPORT SERVICES (1 . 1 .4)
WORK MEASUREMENT INDICATORS 1979 1980 1981 1982 1983
Part I Offenses 947 1,103 1,223 1,212
Part II Offenses 909 778 775 781
Non-Criminal Complaints 5, 167 5,389 5,555 6, 195
Traffic Accidents 432 347 365 405
Traffic Enforcement 2,329 2,485 2,377 2,870
Part I Offenses 3,788 4,412 4,892 4,848
Part II Offenses 3,636 3,112 3, 100 3, 124
Non-Criminal Complaints* 15,501 16, 167 16,665 18,585
Traffic Accidents* 2,592 2,082 2, 190 2,430
Traffic Enforcement* 2,329 2,485 2,377 2,870
Card Load Per Dispatcher 4,641 4,710 4,871 5,309
Average Calls Per day 150 175 200 250
M of Dispatchers Per 1000 Population .403 .397 .342 .32
Due to increase in population since 1979, service demands have increased
CARO LOAD\ DISPATCHER greatly, as shown above. Dispatcher caseload has increased 14.4%; service
6500 ' population increased 25.3%; and service area increased 29.2%. The aside
graph shows the increase in number of master cards typed per dispatcher.
55400- There has been no increase in number of personnel in this division, however.
# OF 5300 • This Division manages the records system, report distribution, transcribing
CARDS 5200• of taped interviews and reports, dispatching, evidence and property, and
FILED 5100• support to all other divisions. In many cases the firYt contact a citizen
has with the department is through Support Services, and the radio card is
5000 • usually the first document in a police investigation. An average of 25C
4g0�O • phone calls are received during a 24-hour time period; some routine, and
some emergencies . Every contact made with a person is carded in a 3x5
t{ master card index file. Part I crimes require an average of 4 cards each
�.��. report; Part II crimes require an average of 4 cards per case; and
non-criminal calls require an average of 3 cards. Traffic accidents need 6
%CO • cards per report, and finally, each traffic citation requires 1 master card
to be typed .
.
F i9 IVO (981 1982 1983 It should be noted that this Division is greatly affected by the deficiency
in facility space needs, as well as outdated emergency communications
equipment.
* Average number of cards typed and filed . - 10 -
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: FINANCE & SERVICES
1983 PERFORMANCE REPORT UNIT: ALL
The Department of Finances and Services incorporates a number of units and functions that are vital to efficient
city-wide operations. Changes in management organization and functions over the past few years have resulted in a more
centralized and coordinated department that has accommodated a significant increase in workloads, with percentage decreases
in city-wide clerical and only a moderate increase in departmental personnel. The department includes: Records;
Municipal Court; Accounting; Support Services (word processing, office supplies, clerical support); and City Recorder.
The reorganization of the department, in the face of increasing work loads, has resulted in productivity improvements
and streamlined management information systems; new contract purchasing procedures; increased word and data processing
capabilities; and better coordination of accounting and court docketing systems. The data processing computer system in
the Accounting section has allowed staff to accommodate increases in accounting transactions per employee from 63,080 to
71,239, over four years, with the same number of personnel. Likewise, the introduction of word processing capabilities in
Support Services (in FY 82/83) has allowed for a steady increase in work orders (from 50 in FY 81/82 to 104 in FY 83/84);
an increase in typing speed from 70 wpm to 125 wpm over the same period.
JERRI WIDNER, FINANCE DIRECTOR
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83 -84
No. of Department employees (FTE) (7.5) (6. 75) (10.0) (10.5) (12.0)
Department budget allocation $140,344 $157,821 $227,854 $337,620 $425,775
% of department budget from General Fund N/A N/A N/A N/A 51%
% of total General Fund N/A N/A N/A N/A 10.4%
% of total City budget 3 .6% 3 .5% 4.6% 6. 3% 7.6%
No. of incoming telephone calls per day (Records Man. ) 80 100 124 156 192
No. of walk-in citizen contacts per day (Records Man. ) 58 63 68 73 78
No. of court hearings (Municipal Court) 1,057 1,076 1, 137 1, 159 1, 192
% of court hearings - misdemeanors (Municipal Court) 6.5% 10.3% 12.5% 11 . 3% 11 . 7%
Average hours per Council meetings (City Recorder) N/A 3 . 17 3 .87 4.0 4. 1
L.I.D. Assessment billings (Accounting) N/A 234 310 496 /52
Accounting transactions per employee (Accounting) N/A 63,080 62,705 61,270 71,239
Average no. of work orders per month (Support Services) - N/A 50 64 104
Total clerical employees city-wide 13 .5 13 .3 16.25 13 .75 14.25
% clerical staff of total City work force 20.5% 20.2% 20. 7% 18. 3% 17.5%
- 11 -
FINANCE & SERVICES: 1.2.
CLEARtcAt. STAFF - •to TOTAL WORKFoR4.E ACCOUNT INE TPANSlk.nor+S\EMPLOYE/
tome - ammo, ammo, 1(Its
70tCp
VI oco•
wax)•
oc0•
50t w000 •
(Atm •
utoto •
mama
2,000
1916o eoiSt 81182 82183 83184 1°1/13o eo181 SlIBZ 82183 83/84
F►SIAL YEAR F tScAL °Y EAR
L.I.O. ASSESSMENT g1W-tNGS I4185 DEPT. ButlecaT AWXCATtDtu uWIT
-1-75
715
655 .
S95 •.
Peszot4706
535 • SuPPoR,T
415 • g
415
AWmi4-
355 • 606
crtY
2.415 ' RCCORD R MUNI.
235 . 140 count'
9°!0
. • MAN/
1/2b 8pI8 t situ. eras 93184 bpl,
FISCAL YEAR
- I2 -
1 1 1 1 1 1 1 1 1 1 1 1 i i 1 i 1 i i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: FINANCE & SERVICES
1983 PERFORMANCE REPORT UNIT: ACCOUNTING (1 .2.2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83 -84
No. of Unit Employees (FTE) (2.0) (2.5) (2. 75) (3 .5) (3 .25)
Unit budget allocation $62, 189 $66, 116 $75,771 $110,065 $130,297
% of department budget 44% 42% 33% 33% 31%
% of total City budget 1 .6% 1 .5% 1 .5% 2. 1% 2. 3%
Accounts Payable Checks/ N/A 2,033/ 2,356/ 2,675/ 3,706/
Entries Derived or Generated 26,409 27,880 28,804 33, 176
Payroll-Benefits Checks/ N/A 1,608/ 1,848/ 2, 190/ 2, 778/
Entries Derived or Generated 15,148 15,945 16,786 17,748
Receipts N/A 2,933/ 2, 156/ 2,831/ • 4,831/
Entries Derived or Generated 10,600 7,934 10,394 17,912
Sewer/Storm Drainage Billings/ N/A 15, 104/ 17,429/ 18,373/ 19,745/
Entries Derived or Generated 90,624 104,574 110,238 118,470
Assessment Billings/ N/A 234/ 310/ 496/ 752/
Entries Derived or Generated 1,394 1,860 2,976 4,512
LID Projects N/A $246,214/ $979,917/ $2,205,450/ $489, 757/
Entries Derived or Generated 13,525 14,245 14,614 21,900
Accounting transactions per employee N/A 63,080 62,705 61,270 71,239
Implementation of the Impervious Surfaces Fee, beginning in January
ACCOUNTING TRANSACTlONwTILCr(EE 1983 and extending through August 1983, generated a significant impact
11,000- on operations of the Accounting Division. Additional temporary staff
were required to establish the operational procedures for processing
7hODO the new billing fee structure. The added personnel accounted for the
4241000. decline in the number of accounting transactions performed per
employee--masking the overall trend of steadily increasing workloads .
VID00• While the work measurement indicators listed reveal the significant
increases in workloads over the past five years, these are only a
*INDIO' portion of the responsibilities of this division. Other duties
65,000• include: L.I.D. project accounting; investment and daily cash
reporting; inventories and fixed asset monitoring; census reporting;
(04X • payroll reports for vacation, sick leave, and holiday time; divisional
(cAppv . budgeting; annual audit; and budget histories.
42,000-
-ta(Bo 80(8( 8t(BZ 824133 B 84
F%SCAL YEAR
- 13 -
i i i i i i i 1 i 1 1 1 1 i 1 i i i i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: FINANCE & SERVICES
1983 PERFORMANCE REPORT UNIT: SUPPORT SERVICES (1.2.3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of unit employees (FTE) ( .5) ( .5) (2.0) (2.5) (3 .5)
No. of unit employees per total City staffing 1: 132 1: 132 1:39.25 1:30 1 :23 .29
Total City staff (FTE) (66) (66) (78 .5) (75) (81 .5)
Unit budget allocation $8,851 $10, 131 $40,403 $83,948 $120,036
% of Department budget 6% 6% 18% 25% 28%
% of total City budget 0.2% 0. 2% 0.8% 1 .6% 2. 1%
Turnaround time for work orders - N/A N/A N/A 9.25 hrs .
Average no. of work orders per month - N/A 50 64 104
Average no, of pages printed - N/A N/A 5,690 5,744
Productivity gains from new equipment:
Average typing speed before word processing - N/A 70 wpm 70 wpm 70 wpm
Average typing speed after word processing - N/A N/A 125 wpm 125 wpm
% increase - N/A N/A 44% 44%
% increase in printing speed/volume - - - - 91 .4%
Total clerical employees city-wide 13 .5 13 .3 16.25 13 .75 14.25
% clerical staff of total City work force 20.5% 20.2% 20. 7% 18.3% 17.5%
The increasing importance of this division to the support of city-wide
GLS%C•AL STAFF - Flo ToTAL W4CRKFORCj services is apparent in the increases in its staff, budget, and % of
- �.,,� department budget. The introduction of word processing capabilities
t�d
�b (in FY 82/83) has allowed for a steady increase in work orders (from
9'b' 50 in FY 81/82 to 104 in FY 83/84), and an increase in typing speed
e,,.M_ from 70 wpm to 125 wpm over the same period. This centralization of
production word processing have allowed for more clerical work to be
74, produced while the % of total clerical staff, city-wide, has declined .
Wfd
While the work measurement indicators listed reveal major increases in
50t workloads over the past five years, these are only a portion of the
40cti responsibilities of this division. Support Services provides word
y processing support; office equipment maintenance; City Recorder/
b' ._ Council support; Finance Director support; and purchasing assistance
Zj _ -- to all City departments .
dip.' — _
`7918o tom son. 82183 83!84
F iSCAL YEAR
- 14 -
i i i i i i i i i i i i i i i i i i i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: FINANCE & SERVICES
1983 PERFORMANCE REPORT UNIT: RECORDS MANAGEMENT (1 .2.4)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of unit employees (FTE) (0) (1 .5) (2.5) (2.0) (2.0)
No. of employees per population - 1 : 10,333 1:6,800 1:8,750 1:9,250
Population of City 14,850 15,500 17,000 17,500 18,500
Unit budget allocation - - $28,598 $51,544 $43,618
% of department budget - - 13% 15% 10%
% of total City budget - - 0.6% 1% 0.8%
No. of incoming calls 20,000 24,870 31,000 39,000 48,000
No. of incoming calls per day 80 100 124 156 192
No. of walk-in citizen inquiries 14,500 15,760 16,930 18,200 19,500
No. of walk-in citizen inquiries per day 58 63 68 73 78
Average contacts per hour 17 20 24 29 34
No. of business tax receipts 1, 190 1,218 1,425 1,363 1,500
#= of PU LtC. C.oNTACTS\ tAY Work measurement indicators for this unit reveal the very significant
VII- increase in the volume of public contacts that are fielded and referred to
the suitable department or staff person. Incoming calls have increased 240%
190 since FY 79/80; and the number of walk-ins has increased by 34 .5%. These
1425- figures indicate growing communication between the community and City
ISo• =NtoI iNG• GALLS government.
X35• Not shown in the workload indicators are the added difficulties managed by
staff in accommodating the major increase in records generated and
IZO - accumulated over the past five years in the face of continuing space and
(o5. storage constraints .
90 • .
b0. ,.. - • WALK-IN INGNIRIES
-14/6° a isi gilet &J63 83184
FISCAL YEAR
- 15 -
1 1 1 1 1 1 1 1 1 i 1 11 i 1 1 i 1 i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: FINANCE & SERVICES
1983 PERFORMANCE REPORT UNIT: CITY RECORDER (1.2.5)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of unit employees (FTE) (2) (2) (2) (1) (1)
Unit budget allocation $45,574 $50,344 $58,495 $62,399 $59,601
% of department budget 33% 32% 26% 19% 14%
% of total City budget 1 .2% 1 . 1% 1.2% 1 .2% 1 . 1%
No. of ordinances 117 114 105 115 101
No. of resolutions 109 120 113 120 106
No. of Council meetings 49 50 39 50 45
Average hours per Council meeting N/A 3 . 17 3 :87 4.0 4. 1
No. of pages codified N/A 100 167 210 490*
No. of Bond sales N/A 0 1 3 0
No. of L.I.D. ' s completed N/A 0 8 11 0
No. of issues in Improvement Bond Fund N/A 7 4 7 0
*Comprehensive Plan and Development Code
- 16 -
1 i i i i i i 1 i 1 i i i I I i i 1 i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: FINANCE & SERVICES
1983 PERFORMANCE REPORT UNIT: MUNICIPAL COURT (1 .3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of unit employees (FTE) (1 .25) (1 .25) (0.5) (0.5) (1 . 1)
No. of employees per population 1 : 11,880 1: 12,400 1 :34,000 1:35,000 1 :16,819
Population of City 14,850 15,500 17,000 14,500 18,500
Unit budget allocation $24,030 $28,964 $23,694 $29,004 $38,899
% of department budget 17% 18% 10% 9% 9%
% of total City budget 0.6% 0.6% 0.5% 0.5% 0. 7%
No. of traffic citations issued 1,895 1,670 1,833 2,034 2, 172
No. of misdemeanor citations issued 83 118 168 115 84
$ received on traffic fines $26,689 $26,017 $28,868 $31,882 $39,972
$ received on misdemeanor fines $ 3, 183 $ 3,952 $ 6,488 $ 4,342 $ 3,233
Total court revenues generated $29,872 $29,969 $35,356 $36,224 $43,205
Net court revenue (to Police programs) $5,842 $1,005 $11,662 $7,220 $4,306
(Total court revenue - unit budget)
No. of court hearings - traffic 1057 1076 1137 1159 1192
No. of court hearings - misdemeanor 74 124 162 .147 158
% of court hearings - misdemeanors 6.5% 10. 3% 12.5% 11 . 3% 11 .7%
Hours spent in court per year N/A N/A 125 121 130
# OF MISDEM SAIS.IOR Workload indicators reveal increasing volumes of court-related business,
C.pURT HEARIN65 while the V. of the department' s budget this unit receives has steadily
�� declined. Traffic citations issued have shown a major increase beginning in
ISO -
FY
� FY 82/83 as the Police Department Motorcycle Unit began operation.
1140' Of note in this section is the % increase in misdemeanor court hearings,
from 6.5% in FY 79/80, to 11 .7% in FY 83/84. This represents an increase of
130' 214% in misdemeanor trials . Misdemeanor trial cases involve more paperwork,
`eCo, time, and staff involvement than traffic cases.
I10 - As the volume of cases on the Court' s docket has increased over the past
100• five years, the Court has instituted changes in the frequency at which it
convenes . Beginning in January 1983, the Municipal Court will convene two
40)' nights per week for traffic arraignments, and one morning per week for
80, misdemeanor arraignments. This is an increase over the past schedule of one
night court hearing per week .
To
An inadequacy of suitable space conditions for court sessions is an
to.� ww el ;a sipe Elio' additional factor affecting the efficiency and safety of Court operations.
F I5CAL YEAR - 17 -
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: LIBRARY (1 .4)
1983 PERFORMANCE REPORT UNIT: ALL
The City Library has endeavored under continuing adverse conditions to provide its patrons a quality educational and
cultural service and resource. That the library has been able to maintain such a service, in the face of insufficient
facility space and uncertain funding, is testimony to a professional library staff, strong community volunteer support, and
a willingness on the part of the City to shoulder an increasing share of the Library' s budgetary needs (City support
increasing from 28% of total budget in FY 79/80, to 51% in FY 83/84, with the remainder funded primarily from WCCLS) . In
spite of these difficulties, the Library has endeavored to maintain and enhance the services it offers to the public:
increases in its book collection of approximately 5% per year; improvements in its cassette collection; and improvements in
its pre-school, school age, juvenile, and senior literature and programs .
Notwithstanding continued efforts at improvement, a number of concerns regarding work loads and space needs are
revealed by the work measurement indicators listed below and following. While the Library staff (FTE) has increased by
only one person over the past five years (from 4.75 to 5.75), almost all other indicators of work volume have gone up. The
size of the Library collection is up by 7500 volumes over five years, while the size of the facility to hold them has
remained constant at 5300 square feet, increasing the density of storage from 3 .92 volumes per square foot to 5. 15 volumes
per square foot. The service population is up, as is Library registration, and circulation. Of significant concern to
patrons of the Library is the decline in hours the facility is open to the public -- from 56 hours per week to FY 79/80, to
40 hours per week in FY 83/84 (beginning January 1984) . Comparative cost and circulation figures of Library services of
neighboring jurisdictions are noted on the following page. _,_______ .__
IRENE ERTELL, LIBRARIAN
FY FY FY FY - FY-----
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No, of library employees (FTE) (4 .75) (4 .75) (5.50) (5.75) (6 .0)
Department budget allocation (Total) $106,690 $112,470 $136,000 $149,434 $171,082
Department budget allocation (City support) $29,966 $32, 126 $58,899 $68, 132 $91,364
X of department budget from City support 28% 29% 43% 47% 51%
% of total General Fund 1 .6% 1 .4% 2.7% 2.9% 3 .8%
Budget $ per service population $4.64 $4.69 $5.44 $5. 75 $6. 34
Budget $ per circulation $1 .07 $1 .14 $1 .24 $1 .22 $1 .32
Library Registration 3,739 7,592 9,264 11,500 N/A
% of City population registered (@ 1.5 persons/card) 24% 47% 55% 66% N/A
Library circulation 99,511 98,875 109,641 122,867 130,000
Circulation per employee 1:20,950 1:20,816 1: 19,935 1:21,368 1 :22,609
Circulation per service area population 4.3 4. 12 4.39 4.73 4. 82
Population of service area 23,000 24,000 25,000 26,000 27,000
Hours open to public per week 56 48 48 48 40
Size of collection 20,771 21,907 24, 168 26,000 27,300
Size of collection per sq. ft. of facility space 3 .92 vol 4. 13 vol . 4.56 vol. 4.91 vol . 5. 15 vol.
Library facility space 5300 sq.ft. 5300 sq.ft. 5300 sq.ft. 5300 sq.ft. 5300 sq.ft.
- 18 -
1 I I I I 1 I I I I I I I I I I I 1 !
LI aRAR`l : 1.1.4
CIRCuLA'TLON\ EMPLOYEE C.oLLECT1oN\$4• F1 OF SPIE
22 p00 5.10 -
5.05
S.M. 211300
24600• ,#. OF 4.90• 2G oo0
VouJt s\ 4.15•
21000•
V.
SQ. FT 4.60- 24116$
. V 4.4.S•
24500- 4.30 -
'1I5 - 21190'1
2t)1000" 4.0 • 2.0/1'11
19.195 $0181 81181 82183 83184 -nieo e8181 8►18? 92183 83 je'}
FISCAL YEAR F►Y-AL YEAR
HOURS\ WEEK OPEN "To PuBUC. LIBRARY BUDGET FtastotmG
56 111 •-
190 7 —
54 • 'tr 8Dt
51 - ril 70ct JI-
HOURS\ 5O • toot
WEEK —
48 • b _
46 • +`'a* 90%
44 • \ 9
42 - alt
40 - It
'180 8181 8'IBL 82183 83194 T`►!8a 80181 el 18a. 62183 83184
FISCAL YEAR F tSC.AL YEAR
— 19 —
i - ! 1 1 I 1 I I 1 I i I ! 1 1 I I I 1
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: LIBRARY
1983 PERFORMANCE REPORT UNIT: LIBRARY SERVICES (1.4)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of Library employees (FTE) (4.75) (4.75) (5.50) (5.75) (6.0)
No. of employees per circulation 1:20,950 1:20,816 1: 19,935 1:21,368 1:21,667
Library budget: $106,690 $112,470 $136,000 $149,434 $171,082
WCCLS revenue 76,724 77,744 74,510 79,302 78,058
City support 29,966 32, 126 58,899 68, 132 91,364
State aid - 2,600 2,591 2,000 1,660
Budget $ per service population $4.64 $4.69 $5.44 $5.75 $6. 34
Budget $ per circulation $1 .07 $1 . 14 $1 .24 $1 .22 $1 .32
WCCLS revenue as % of total Library budget 72% 69% 55% 51% 46%
City support as % of total Library budget 28% 29% 43% 47% 53%
State aid as % of total Library budget - 2% 2% 2% 1%
City support as % of General Fund 1 .6% 1.4% 2. 7% 2.9% 3 . 8%
City support as % of total City budget 0.8% 0.7% 1 .2% 1 .4% 1 .5%
Size of collection 20,771 21,907 24, 168 26,000 27,300
Book rebound 268 191 118 163 N/A
Hours open to public per week 56 48 48 48 40
Library registration 3,739 7,592 9,264 11,500 N/A
Tigard City population 14,850 15,500 17,000 17,500 18,500
Library service population 23,000 24,000 25,000 26,000 27,000
% of City, population registered
(@ 1 .5 persons/card) 24% 47% 55% 66% N/A
Library circulation 99,511 98,875 109,641 122,867 130,000
Circulation per service population 4.33 4. 12 4.39 4.73 4.82
Library facility space 5300 sq.ft. 5300 sq. ft. 5300 sq. ft. 5300 sq. ft. 5300 sq.ft.
Size of collection per sq. ft. of facility space 3 .92 vol 4. 13 vol . 4.56 vol. 4.91 vol . 5. 15 vol .
FY 82/83
Assessed Library Expend./$1,000 Cost/
Valuation Budget Assessed Val. Circ. Circ. #FTE FTE/Circ.
Beaverton $961,933,000 $529,332 $0.55 409,774 $1 .29 16.25 1:25,217
Hillsboro 743,669,890 193,807 0.26 173,960 1 . 11 6.4 1:27, 181
Forest Grove 244,568,300 156, 106 0.63 130,093 1.20 6.25 1 : 20,814
Tualatin 306,950,100 101,062 0.33 60,722 1 .66 4.0 1 : 15,181
Cornelius 100,767,600 13, 113 0. 13 12,325 1.06 0.5 1:24,650
Sherwood 62,194,700 50,263 0.81 30,879 1.62 2.0 1: 15,440
Average $455,369,084 $170,445 $0.42 134,374 $1 . 31 5,88 1:21,407
Tigard $767,500,000 $149,434 $0.20 12.2,867 $1 .22 5.75 1 :21,368
- 20 -
I I 1 I 1 i I I 1 I I I I I 1 1 1 1 1
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: PUBLIC WORKS (2. 1)
1983 PERFORMANCE REPORT UNIT: ALL
The Public Works Department holds primary responsibility for the maintenance and operations of the City's physical
infrastructure, facilities, and equipment; as well as providing engineering services for public improvements projects, and
maintaining and updating records and maps. Units within this department include: Wastewater (sewers and storm drains) ;
Streets (maintenance); Parks; Shops and Services (equipment, vehicles, and building maintenance); Engineering.
The City currently maintains 73 miles of streets; 65 miles of sewer lines; 44 miles of storm lines; 130 acres of
parks; 37.90 acres of greenways and 96 pieces of equipment and vehicles. To maintain and improve upon this infrastructure,
under continually increasing demands for service over the past five years from a growing population (25% increase) and
service area (29% increase in City size), the share of the City budget allocated to Public Works has increased from 17% to
36%. However, the number of department employees has increased by only 16% (from 15.5 FTE to 25.0) . Also, insofar as most
Public Works projects are funded from user fees and SDC's, the department utilizes only 13.2% of General Fund monies in its
budget .
Increases in the volume of work loads over the past five years are evident in such indicators as number of employees
per mile of street, and number of acres of park and greenway per employee. However, new management tools instituted
recently, involving monthly summaries of work measurements, and more accurate record keeping, should provide for more
efficient monitoring of work assignments. Also, the recent completion of the Capital Improvement Plan should be of major
benefit to the Public Works Department in identifying and planning for needed public improvements over the next five years.
FRANK CURRIE, PUBLIC WORKS DIRECTOR
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of department employees (FTE) (15.5) (16) (23 .5) (19) (25)
Department budget allocation $654,503 $1,067,328 $1,433,801 $1,476,756 $1,996, 127
% of department budget from General Fund N/A N/A N/A N/A 13 .2%
% of total City budget 17% 24% 29% 28% 36%
Size of City in square miles 6.5 6.6 7.6 8. 1 8.4
Sewer lines cleaned per year - feet/hours N/A N/A 132,000'/ 95,000'/ 52,800'/
570 hrs. 460 hrs . 228 hrs .
% of total sewer lines cleaned per year N/A N/A 42% 29% 15%
Miles of street maintained 43 .5 44 .85 48 .72 59 .29 73 .0
No. of street employees per mile of street 1: 10.2 1: 13.8 1: 14.9 1:21.6 1: 17.2
Miles of bicycle paths 2.9 4 .0 6.7 6.7 7.5
Acres of park 97.5 97.5 97.5 130 130
Acres of park and greenway per employee 39 43 26 58 47
Hours of preventative maintenance servicing N/A N/A 180 200 800
Total miles of collector streets center-line monumented - 3 .5 4.29 8.42 11 . 38
% of collector streets center-line monumented - 12% 14% 28% 37%
Engineering cost as % of total LID costs
in-house projects/contracted-out projects N/A 0/17% 6%/17% 6%/17% N/A/17%
*Green Thumb office help for Wastewater, Streets, Support Services ......- 180 hours .
- 21 -
PUBLIC WORKS: 2.1
DEPT. SuMET AS bib Of TDTAL C1Tf BuO E.T 4 of EMPLOYEES : MtLE oF STREET
I o.-
quo 1 A -
I:n
4D _ 1: L4 .
w
1:12 -
JI
ZD _ 1: 10 -
105�_ T - = 1: g
71180 e018i Bile_ 82.93 83(84 19180 8;181 91182. 82183 83184
FISCAL ` EAR FISCAL '(EAR
ACRES of PARK a GREEN WAY\EMPWCEE 1983 DEPT. eur ET AWIcAflot.1 B{ JNtT
59
55 •
53 •
4q • STREETS
ACRES 45 • `la°I°
41 •
37
33 •
ENGI NEER�N6
21�10 SHO '
4.561
" Kars
Z5 - bob
Ast1: Tea
-Mao 481 81182 82183 83184 rict
FISCAL YEAR
-22 -
i 1 1 1 1 1 1 1 1 1 1 I 1 1 1 I 1 I 1
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: PUBLIC WORKS
1983 PERFORMANCE REPORT UNIT: OPERATIONS-WASTEWATER (2. 1 .2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No, of unit employees (FTE) (2.25) (3 .25) (6.25) (3 .25) (5.25)
No. of employees per mile of sewer line 1:21 .44 1 : 16.87 1 :9.45 1: 19. 44 1 : 12. 38
No. of employees per population 1 :6,600 1 :4,769 1 :2,720 1 :5,385 1:3,524
Unit budget allocation $130,926 $137, 148 $156,061 $146,829 $337,250
% of Department budget 20% 13% 11% 10% 17%
% of Unit budget derived from General Fund 0% 0% 0% 0% 0%
% of total City budget 3 .4% 3 .0% 3 . 1% 2.7% 6%
Hours of training N/A N/A N/A 20 80
Miles of sewer line accepted by City 48.23 54.83 59.08 63 . 18 65.0
Miles of storm line N/A N/A N/A 41 .0 44.0
Sewer lines inspected per year-feet/hours N/A N/A N/A 52,800/554 52,800/554
Sewer lines cleaned per year - feet/hours N/A N/A 132,000/570 95,000/460 52,800/228
Storm lines inspected per year - feet/hours N/A N/A N/A 10,560/200 15,840/290
Storm lines cleaned per year - feet/hours -0- -0- -0- 26,400/490 26,400/490
% of total sewer lines inspected N/A N/A N/A 16% 15%
% of total sewer lines cleaned N/A N/A 42% 29% 15%
% of total storm lines cleaned N/A N/A N/A 12% 11%
SEWER 0L6A14. S "XNSPEG? The Wastewater Division has widened its schedule of work assignments, over
t45 the past two fiscal years, to assume the cleaning and inspection of storm
sewer lines . As a consequence of assuming these new duties, the % of
134000- sanitary sewer lines inspected and cleaned has declined.
115;000• SAPiMAR1( SEWERS
1001000.
�• 85,000-
.p .
S31000•
5.70R N SS/J RS ..
40,000• Ji
51000-
101000- if,
-148o well' sIieZ !ZIPS Wei'
FISCAL YEAR - 23 -
i i i i i i i i i i i i i i i i i i i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: PUBLIC WORKS
1983 PERFORMANCE REPORT UNIT: OPERATIONS-STREETS (2. 1.3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of unit employees (FTE) (4.25) (3 .25) (3 .25) (2.75) (4.25)
No. of employees per mile of streets 1: 10.2 1: 13 .8 1: 14.9 1:21.6 1: 17.2
No. of employees per population 1:3,494 1 :4,769 1 :5,231 1 :6,364 1:435
Unit budget allocation $153,664 $524,962 $706,618 $776,740 $963,610
% of Department budget 24% 49% 49% 53% 48%
% of unit budget derived from General Fund N/A N/A N/A N/A 5.8%
% of total City budget 4.0% 12% 14% 15% 17%
Miles of street maintained 43 .5 44.85 48. 72 59.29 73 .0
Miles of major collector streets in City N/A N/A N/A N/A 17.43
Miles of minor collector streets in City N/A N/A N/A N/A 12.92
Total miles of collector streets in City N/A N/A N/A N/A 30.35
Miles of street swept N/A N/A 41 .66 56.33 69 .35
% of total streets N/A N/A 85% 95% 95%
No. of times streets swept per year N/A N/A 0.9 3 .6 5.0
Hours of street sweeping N/A N/A 120 480 660
Hours of street maintenance (patching, marking,
painting) N/A N/A N/A 910 1,300
Street signs installed or replaced N/A N/A N/A 100 130
No. of street lights 983 1126 1317 1,393 1,470
Hours of grading N/A N/A N/A 31 41
Miles of bicycle paths 2.9 4 .0 6.7 6.7 7.5
Asphalt overlays
miles 2.39 2.32 4.84 - 3 .0
tons of asphalt 4,329 4, 178 7,564 - 5,932
cost per ton $30 $27.24 $24.90 - $25.70
cost $130,074 $113,809 $188,344 - $152,419
Hours of training N/A N/A N/A 150 280
A more efficient street sweeping schedule has been initiated in FY 83/84,
that should provide for all paved streets maintained by the City to be
swept, approximately 5 to 6 times per year. The times and places
(neighborhoods) are noted on an established schedule for public awareness .
*Green Thumb - 210 hours
- 24 -
1 1 1 1 1 1 1 i 1 1 1 1 1 1 1 1 i i 1
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: PUBLIC WORKS
1983 PERFORMANCE REPORT UNIT: OPERATIONS-PARKS (2. 1 .4)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of unit employees (FTE) (2.5) (2.25) (3. 75) (2.25) (2. 75)
Acres of park and greenway per employee 39 43 26 58 47
Unit budget allocation $158,280 $120,839 $104,290 $74,058 $122, 136
% of department budget 24% 11% 7% 5% 6%
% of unit budget derived from General Fund N/A N/A N/A N/A 48%
% of total City budget 4.1% 2.7% 2. 1% 1 .4% 2.2%
Acres of park 97.50 97.50 97.50 130 130
Acres of greenway N/A N/A 37.90 37.90 37.90
No. of parks 8 8 8 9 9
Acres maintained N/A N/A N/A 29 49
Miles of bicycle paths N/A N/A N/A 2.5 2. 7
Cook Park reservation use N/A N/A 12,275 26,713 30,819
Cook Park reservation fees N/A N/A $3, 111 $4,035 $3,995
Hours of park mowing N/A N/A N/A N/A 900
Hours mowing per park/greenway acre N/A N/A N/A N/A 5. 4
Hours of park irrigation N/A N/A N/A N/A 300
*Green Thumb - 588 hours
- 25 -
1
i i I i i i I i i i i i i i i i i i I
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: PUBLIC WORKS
1983 PERFORMANCE REPORT UNIT: OPERATIONS-SHOPS & SERVICES (2. 1 .5)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of unit employees (FTE) (1.25) (2.25) (3.75) (2.25) (2. 75)
Unit budget allocation $27,385 $30,213 $59,861 $66,395 $90,221
% of department budget 4. 2% 2.8% 4. 2% 4.5% 4. 5%
% of unit budget derived from General Fund N/A N/A N/A N/A 67%
% of total City budget 0.7% 0.7% 1 . 2% 1 . 2% 1 .6%
No . of vehicles/equipment maintained N/A N/A N/A 92 96
Hours of preventative maintenance servicing N/A N/A 180 200 800
Hours of scheduled equipment repair N/A N/A 468 450 1,000
Hours of unscheduled equipment repair (downtime) N/A N/A 312 300 300
Hours of building repair N/A N/A 700 750 600
Hours of training N/A N/A N/A 110 200
HOURS of PRE4ENT MAINT. The Shops & Services Division has initiated more efficient management
a' S lle.0v1.Eo 5QvlP. REPAIR systems, and record keeping procedures, that should provide for better
1000' • accountability and enhanced productivity . A more attentive schedule of
i
100 - i preventative maintenance of Public Works vehicles and equipment is reflected
in increased hours planned for FY 83/84. Likewise, major increases in work
ear SCHEDVIFp REtA(R i hours for scheduled equipment repair in FY 83/84, is designed to accommodate
100• a backlog of deferred repairs, and bring all equipment up to safety and
bGb� i cost-effective standards .
Roots1
t»• 1
400 • PReiEN'TATvE
300 MAINTEN
?AO
tD0 -
`1i f 8o eo/81 BI 18Z 62183 s31eI(
FISCAL '(EAR
- 26 -
1 ! t i 1 1 i a a i a 1 I a I 1 ! 1 a
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: PUBLIC WORKS
1983 PERFORMANCE REPORT UNIT: ENGINEERING (2. 1 .6)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of unit employees (FTE) (3 .0) (4.0) (7.0) (6.0) (7.0)
Unit budget allocation $145,028 $199,665 $337,455 $347,799 $409,692
% of department budget 22% 19% 24% 24% 21%
% of unit budget derived from General Fund N/A N/A N/A N/A 10. 8%
% of total City budget 3 .8% 4.4% 6.7% 6.5% 7.3%
Hours of records & maps updating, survey work 520 520 5,200 5,200 6,240
Hours of inspection and approval of projects 4,680 4,680 4,680 3,640 3,640
Hours of L.I.D. work -0- -0- 1,040 1,040 1,040
Hours of public communication & other projects 1,040 3, 120 3,640 3,640 3,640
# of completed LID projects engineered N/A 0/2 1/8 1/4 N/A
in-house/out
Engineering costs as % of total LID costs
in-house projects/contracted-out projects N/A 0/17% 65/17% 65/17% N/A/17%
Recovered expenditures-Administrative/Engineering $0/ $0/ $11,900/ $39,546/ $0/
$0 $0 $1,337 $14,010 $0
Number of street lights 983 1126 1317 1393 1470
Total miles of collector streets
center-line monumented - 3 .5 4.29 8.42 11 .38
% of total collector streets center-line
monumented - 12% 14% 28% 37%
Field control network
No. of government corners tied by City N/A N/A N/A N/A 25
No. of government corners in urban plan area N/A N/A N/A N/A 93
% of field control network completed N/A N/A N/A N/A 27%
°lp COLLELTOR 515. ct. MONVMENTEO A continuing commitment over the past few years establishing a field control
network of survey coordinates is expected to return major dividends in the
c future. As the density of established survey coordinates increase, the cost
and time savings for development projects will become evident, greatly
Ifs, enhancing the attractiveness of the Tigard area for future development.
Currently 27% of the field control network is complete. As these
coordinates (government corners) are catalogued and loaded on the
Engineering section' s computer system, the basis for a land-use data base
mapping and design system is being established that will greatly enhance the
3f1b 7.' 4-4 productivity of the Public Works Department. This system should also
24 - facilitate engineering design projects and allow this section to assume more
logo 7 7 7 .7 projects in-house (at considerable cost savings, see indicator comparisons) .
79/80 8481 Wet 82/g3 83(8y
FI St A_ YEAR
- 2 7 -
1 1 I I 1 1 1 i 1 1 I 1 I I 1 1 I I 1
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: PUBLIC WORKS
1983 PERFORMANCE REPORT UNIT: ENGINEERING (2. 1 .6)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83 -84
Subdivision development projects N/A 50 54 42 48
Sewer development projects N/A 18 13 9 14
Sewer improvement projects N/A 58 66 28 14
Street development projects N/A 4 5 8 4
Street improvement projects N/A 14 24 20 22
Total no. of projects worked N/A 144 162 107 102*
L.I.D. projects:
Streets $ -0- $ 44,810 $ 580,688 $2,006,992 $293,854
Sewers 90,872 201,404 399,229 198,458 195,903
Total L.I.D. projects $90,872 $246,214 $979,917 $2,205,450 $489,757*
City C.I. P. projects:
Streets $130,074 $113,809 $188,344 $102,600 $187,419
Parks 108,000 21,973 -0- -0- 76,000
Other -0- 372,627 25,000 71,548 12,000
Total C.I.P. projects $238,074 $508,409 $213,344 $174, 148 $275,419*
Total City public improvements $328,946 $754,623 $1, 193,261 $2,379,598 $765, 176*
Private sector development projects:
Subdivisions $831,403 $1,509,059 $557,309 $482,767 $1,052,619
Streets 36,277 1,812 259,742 25,625 22, 155
Sewers 21,400 12,752 3,000 530 9,200
Total private sector projects $889,080 $1,523,623 $820,051 $508,922 $1,083,974*
Total private and public improvements $1,218,026 $2,278,246 $2,013,312 $2,888,520 $1,849, 150*
PU6LIG =MPRpVE MENS While workload indicators reveal increasing volumes and costs of improvement
projects over the past five years, the nature of these projects have varied
it 21500,000- with the state of the economy . City C.I.P. projects and private-sector
tits'°'°°° projects declined in dollar value from FY 80/81 to FY 82/83; however,
1,050,00, /\ availability of City Bancrofting authority has allowed L.I.D. projects to
1,1510A00_ / L.z.D:s expand and insure continued public improvements.
At 1,Soo,Oea .'.
IXo,noo ," \ , *Figures represent cumulative totals from July 1983 through December 1983,\ / (1/2 of FY 83/84) .
1,000,001s %. ��kP�iv�cre
754000• /•
/su.,0oo-
`•'
4 �
.-
'rift t,f&J dill 62483 83184
FISCAL YEAR
- 27A -
1 f i 1 1 f 1 1 1 1 1 f 1 1 1 1 1 1 1
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: PLANNING & DEVELOPMENT (2.2)
1983 PERFORMANCE REPORT UNIT: ALL
The Department of Planning and Development has primary responsibility for current land use planning, comprehensive
long-range planning, building and codes enforcement, economic development, and staff support to local community planninc
and neighborhood organizations. A number of major projects were accomplished this fiscal year that positions the
department for future efficient performance. The adoption of the Comprehensive Plan, and Community Development Code, and
submittal to LCDC for acknowledgment, should provide a strong foundation and framework to plan the future of the City;
facilitate economic development; and streamline the development application process. In conjunction with the creation of
an economic development steering committee, and an inventory of vacant industrial lands, the groundwork has been laid for
facilitating economic development planning of the City in an orderly and efficient manner.
The activities of this department, and particularly for the Building and Codes Enforcement, are closely tied to the
economy and pace of development activity . Although the number of building permits declined over the past five years,
estimated construction values show an increase in the current fiscal year. While the total number of permits filed varies,
the work load per employee of permit applications and follow-up inspections of construction has increased by 58% (88 . 4
permits per employee in FY 79/80, to 140.0 in FY 83/84) . Subsequently, the amount of time dedicated to codes enforcement
has declined from 12+ hours per week (FY 82/83) to 2+ hours per week (FY 83/84) .
The Planning section has also experienced variations in the volume of work as the economy and building activity ha.
generally declined over the past five years. Land use actions have shown a slight increase in the current fiscal year over
the prior year as the recently adopted Comprehensive Plan and Development Code have facilitated the processing of sue
actions . Staff support to various community organizations also continue as a strong indicator of the department' s workload .
WILLIAM MONAHAN, PLANNING & DEVELOPMENT DIRECTOF
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of department employees (FTE) (8 .5) (7.75) (7.0) (7.0) (6 .25;
X of total City budget 4.4% 4.0% 3 .6% 4.5% 3 .8%
X of department budget derived from General Fund N/A N/A N/A N/A 98%
% of total General Fund N/A N/A N/A N/A 8.6%
Department budget allocation $168, 161 $182,769 $181,776 $240,975 $209,937
Planning & Development revenues generated $187,098 $206,157 $162,008 $218,246 $198,800
General Fund surplus (subsidy) $18,937 $23,388 ($19,768) ($22,729) ($11, 137)
Planning revenues as X of budget expenditures 111% 113% 89% 91% 95%
Assessed valuation of property in City $378.8M $466. 1M $628.8M $741 .6M $767. 5M
Budget expenditures per $1,000 assessed valuation $0.44 $0.39 $0.29 $0.32 $0.27
Total residential permits issued 284 288 254 254 2.52
Total commercial permits issued 136128 133 89 63
Total building permits issued 420 416 387 343 315
Total building permits issued per unit employee 88 .4 97.9 91 . 1 114. 3 140.0
Estimated construction value $33,508,291 $29,310,997 $19,725, 140 $17,614,830 $21,823,334
Total land-use actions 141 121 130 68 72
Total public meeting hours 100 93 228 375 293
X of time in office (non-meeting) 98.3% 98 .2% 95. 1% 91 .0% 93 .0%
- 28 -
I I I I I I I I I I I I I I I I I i I
PLANNING & DEVELOPMENT: 2Z
BUILDING PERMITS 15SU .t PER EMPLOYEE To"TAL PUBLIC. WIEETINb ttOORS
140 340
1314 - 360
128 - 33o•
122.
Sap-
tZZ . app•
I tb • Vp.
I10 240-
104 - 2l0 -
98 - 180.
V. • tSO -
ab - 120-
71180 80181 81182. 82183 es184 19153 8;181 s i t82. b2183 801194
FISCAL YEAR r 15CAL YEAR
BuD T EXPENp, / $1,000 ASSESSED VALIE "MTAL. REVENUES a DIRECT FIX PSN DITS!RAS
#OAS - 4 250,;00-
0•'t3- 2401000 1'
0.41 - 2301000• / \\
0.53 - 2201000• / •
•
8.37 - 2t°►opo- / •• Ex Pc-N01,vRFs
0135 •
• At 2ogo00• , Revs.t4oss
0.33 • t 40000•
031 • I sg 000-
0.Z1 .
•
1101000'
Un - $UIgoop-
'19 i8o tits si Iea. sifts 83184 'rl9U flo1S1 e;(132.43.1183 83194
FISCAL, `tEAR FIAL. 'TEAK,
- 29-
1 ! 1 a a a a a i 1 1 t ! ! I N i ! !
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: PLANNING & DEVELOPMENT
1983 PERFORMANCE REPORT UNIT: BUILDING & CODES ENFORCEMENT (2.2.2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of unit employees (FTE) (4.75) (4.25) (4.25) (3) (2.25)
Unit budget allocation $93,900 $104,265 $113,026 $109,665 $76,627
Building revenues generated:
Business tax $20,000 $20,000 $20,000 $20,000 $20,000
Plumbing and heating 17,369 27,271 23,739 30,865 28,800
Building permits 125,369 130,363 100,710 137,989 120,000
Total building revenues $162,738 $177,634 $144,449 $188,854 $168,800
Building revenues as % of budget expenditures 173% 170% 128% 172% 220%
% unit budget of department budget 56% 57% 62% 46% 37%
% of total City budget 2.4% 2. 3% 2. 3% 2. 1% 1 . 4%
Residential Permits - New 224 228 198 183 202
Residential Permits - Remodel 60 60 56 71 50
Total Residential permits 284 288 254 254 252
Commercial Permits - New 49 36 14 15 17
Commercial Permits - Remodel 87 92 119 74 46
Total Commercial Permits 136 128 133 89 63
Total building permits issued 420 416 387 343 315
Total building permits issued per employee 88.4 97.9 91 . 1 114.3 140.0
Estimated construction value $33,508,291 $29,310,997 $19,725,140 $17,614,830 $21,823,334
Sewer inspections 261 485 465 227 202
Sign permits 107 108 94 67 46
Business tax certificates 1, 190 1,218 1,425 1,363 1,500
Code Enforcement
%/Time N/A N/A N/A 30% 5%
hrs ./week N/A N/A N/A 12+ 2+
- 30 -
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: PLANNING & DEVELOPMENT
1983 PERFORMANCE REPORT UNIT: PLANNING (2.2.3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of unit employees (FTE) (2.75) (2.5) (2.25) (2.0) (2.0)
Unit budget allocation $47, 123 $45,252 $56,290 $72,436 $67,509
Planning revenues generated:
Subdivision Application Fee - $3,515 $5,245 2,970 $14,084 $10,000
Zoning Adjustments $20,845 $23,278 $14,589 $15,488 $20,000
Total planning revenues $24,360 $28,523 $17,559 $29,572 $30,000
Planning revenues as % of budget expenditures 52% 63% 31% 41% 44%
% unit budget of department budget 28% 25% 31% 30% 32%
% of total City budget 1 .2% 1 .0% 1 . 1% 1 .4% 1 .2%
Land Use Actions :
Variance 8 11 9 6 6
Subdivision 8 17 10 11 10
Annexation 21 13 23 6 7
Zone Changes 24 10 16 8 14
Conditional Use 23 17 27 5 5
Minor Land Partition 17 21 15 7 10
Site Design Review 40 32 30 25 20
Total Land Use Actions 141 121 130 68 72
Public Meetings:
City Council 14 14 15 17 17
Planning Commission 18 14 18 20 24
CCI N/A N/A N/A 20 19
NPO N/A N/A 48 81 45
Park Board 8 9 10 12 12
Total public meetings staffed 40 37 91 150 117
Total public meeting hours 100 93 228 375 293
Total staff hours per year 5,720 5,200 4,680 4, 160 4, 160
% time in office (non—meeting) 98.3% 98 .2% 95. 1% 91.0% 93 .0%
- 31 -
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: POLICY & ADMINISTRATION
1983 PERFORMANCE REPORT UNIT: ALL
The Policy and Administration program (Council and City Administration) is responsible for policy development and
local legislation, as well as the overall administration of City departments and the implementation of Council policy .
This responsibility includes budget preparation and financial policy direction; intergovernmental and community relations;
volunteerism and board and committee relations; long-range strategic planning; and productivity programs. Significant
improvements were achieved in the current fiscal year in the administration of City-wide operations: completion of the
Five-Year Financial Plan, Capital Improvements Plan, and Annual Report; contract purchasing policies; fees and charges
update; PBO Programs; management training; employee relations; City newsletter mailings; and the annual Town Hall meeting.
These achievements in City Administration have been accomplished while maintaining a very lean, efficient department
staffing (3 .25 FTE in FY 83/84) and a declining % of the total City operating budget (from 8.5% in FY 79/80 to 3 .5% in FY
83/84) . These figures are significant in light of a 25% increase in population since FY 79/80; 29% increase in area; and a
200% in assessed valuation. Coordination of staff support for public meetings and committees continue at a steady rate.
The number of Council pages codified has increased steadily over the past five years as major policy instruments have been
adopted .
The City has weathered hard times financially over the past few years, as the state of the economy has diminished
revenues . Through efficient management, cost containment measures, slowed staffing growth, increased work loads, and
improvement in productivity, the City has maintained an overall quality of service delivery to the community, and made
efficient use of scarce resources.
ROBERT JEAN, CITY ADMINISTRATOR
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of employees (FTE) (2.5) (2.5) (4.0) (4.0) (3 .25)
Department budget $73,994 $79,205 $118,090 $154, 184 $146,185
X of total City operating budget 8.5% 6.5% 7.8% 4.5% 3 .5%
% of total City budget 1.9% 1 .7% 2.4% 2.9% 2.6%
No. of City Council meetings 49 50 39 50 45
Average hours per Council meeting N/A 3 . 17 3 .37 4.0 4. 1
No. of Ordinances 117 114 105 115 101
No. of Resolutions 109 120 113 120 106
No. of Budget Committee meetings 10 10 11 11 12
No. of pages codified N/A 100 167 210 490
No. of public meetings coordinated 85 83 127 195 157
Assessed valuation of property in City $378 .8M $466. 1M $628.8M $741.6M $767.5M
Council, Board, and Committee members 65 73 103 112 105
Volunteer hours :
Library 1,385 2,085 1,610 1,961 2,450
Police Reserves 4,194 3,231 3,200 3,095 3,083
Parks N/A N/A N/A N/A 160
Total volunteer hours 5,579 5,316 4,810 5,056 5,693
- 32 -
ii i
POLICY & AIWINISTRAMON: 3.0
CITY-WIDE VOLLINTEE.R HouRS coUNC.tt- , WARD, a co Mu t'rrES MEMBERS
5700
5600• I.r,.
55oo- t20.
5{00 • 1t6
HouRS 53°° MeneERS 90-
5aoo • 7.5•
5too- bo•
5000 • 46-
R:100 . 33-
1- - L .
71� eolal 8:1182- e3 83184 -741186 solar 81114,32. 6M 93184
FL AL `YEAR FIS[AL YEAR
* OF Pu6L.tC MEETINGS GCI�oRDf4PCTED BUDGET AS % OF 'T'oTAL
G LT ( OPERPm N G SUO6ET
2D0 - looms ! _ ._
Iko • 8c
too • 7�
t2o • 64
-
too. 50%.
(co.
to- to
`i'918o bolllt Shea-52183 83184 ? 1e0 9481 8 !82. ez185 8-s184
MAL YEAR F ISCAL YEAR
- 33 -
I I I I 1 I I 1 1 I I 1 1 I I I I I I
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: POLICY & ADMINISTRATION
1983 PERFORMANCE REPORT UNIT: CITY COUNCIL (3 .1)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
Unit budget allocation $12,027 $9,683 $15,072 $24,069 $22, 152
% of department budget 16% 12% 13% 16% 15%
% of total City budget 0. 3% 0, 2% 0.3% 0.5% 0.4%
No. of City Council meetings 49 50 39 50 45
Average hours per Council meetings N/A 3 . 17 3.87 4.0 4. 1
No. of pages codified N/A 100 167 210 490
No. of Ordinances 117 114 105 115 101
No. of Resolutions 109 120 113 120 106
No. of Budget Committee meetings 10 10 11 11 12
TIGARD CITY COUNCIL MEETING ATTENDANCE - 1983 BUDGET COMMITTEE MEETING ATTENDANCE - 1982 & 1983
# Attended # Meetings % Attended # Attended # Meetings % Attended
Bishop 47 49 96% Bishop 11 18 61%
Brian 45 49 92% Brian 13 18 72%
Cook 40 49 82% Cook 12 18 67%
Scheckla 41 49 84% Scheckla 4.5 18 25%
Scott 44 49 90% Scott 5.5 10 55%
Duffy 8 10 80%
Edwards 13 18 72%
Evans 16 18 89%
Hoffman 15.5 18 83%
Smith 17 18 94%
..:... , . . -..,.c
'� _� - 34 -
I 1 i 1 1 1 1 1 1 I 1 1 1 1 1 1 1 1 1
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: POLICY & ADMINISTRATION
1983 PERFORMANCE REPORT UNIT: CITY ADMINISTRATION (3.2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 79-80 80-81 81-82 82-83 83-84
No. of employees (FTE) (2.5) (2.5) (4.0) (4.0) (3 .25)
% of total City staff 3 .8% 3 .8% 5. 1% 5.3% 4.0%
Total City staff (FTE) (66) (66) (78.5) (75) (81 .5)
No. of unit employees per population 1:5,942 1:6,200 1:4,095 1:4,300 1:5,692
Department budget $61,967 $69,522 $103,018 $130, 115 $124,033
% of department budget 84% 88% 87% 84% 85%
% of total City budget 1.6% 1 .5% 2. 1% 2.4% 2 . 29
Assessed valuation of property within City $378.8M $466. 1M $628 .8M $741.6M $767.51✓
Size of City in square miles 6.5 6.6 7.6 8. 1 , 8.4
Population of City 14,850 15,500 17,000 17,500 18,500
No. of City Council meetings 49 50 39 50 45
No. of Budget Committee meetings 10 10 11 11 12
Average hours per Council meeting N/A 3 . 17 3 .87 4.0 4. 1
No. of pages codified N/A 100 167 210 490
No. of public meetings coordinated 85 83 127 195 157
No. of community newsletter issues per year N/A 0 6 11 10
Council, Board, and Committee Members 65 73 103 112 105
Volunteer hours:
Library 1,385 2,085 1,610 1,961 2,450
Police Reserves 4, 194 3,231 3,200 3,095 3,083
Parks N/A N/A N/A N/A 160
Total volunteer hours 5,579 5,316 4,810 5,056 5,693
No, of MACC Board meetings 14 12 12 14 18
No. of Area Managers meetings 4 4 6 6 12
No. of Urban Services Study meetings -0- -0- 4 10 12
Meetings Attended 18 16 22 30 42
Hours systems reviews & special studies 500 1,000 5,000 5,000 3,500
- 35 -