COT Annual Performance - 1985 ' 1 1 1 1 r_r.1 ..-�i --1 ' 1 --1 1 1 1 1 1 1 1 i
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ANNUAL PERFORMANCE REPORT:
A FIVE-YEAR REVIEW FROMi FY 80/81 -84/85
-
114 I ;t1 lii 1\\% '', 1-i‘"per, p, :,7n....1C, LIE37ZARY
TiciAR , t GON 97223
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ANNUAL PERFORMANCE REPORT
CITY OF TIGARD , OREGON
FOR FISCAL YEAR 1983/84 and
PROJECTED FOR FISCAL YEAR 1984/85
JANUARY , 1985
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January 7, 1985
STATE OF THE CITY ADDRESS
The past year has seen much change in the City of Tigard . It was just one year ago that the Mayor, Wilbur Bishop,
announced his resignation. Now, after two elections, we have a new mayor and two new city councilors .
Economic and population growth continues showing the desirability of our community as a place to live and work .
Despite the recession, the past five years have shown a growth in the population of Tigard from 15,000 to almost 20,000.
An average of 250 residential units have been built each year. This has added almost 20 million dollars a year to our
city ' s assessed valuation. Commercial - Industrial construction remains strong, but prime building sites are getting
fewer. The city ' s economic development committee has inventoried commercial property available and identified four key
areas for concentrated effort of economic development. In just 5 years, since 1980, Tigard ' s assessed valuation has grown
from 466 million dollars to 838 million dollars, almost double! All in all, we seem to be on the right course in
maintaining a good balance of residential - commercial growth.
We have also seen dramatic growth in community involvement during our time of recession. City volunteerism hours more
than doubled from 4500 hours to 10,000 hours in the past year. All departments of the city have benefitted from the
increased volunteer hours . The Police Department Reserves and Lhe Library volunteers are the most visible. Fund raising
efforts such as : The Mayor' s Annual Pancake Breakfast, Kiwanis Food Drive for the needy, TCYS drive, and the Tigard Arts
and Gift Committee Drive show the diversity of community involvement. Citizens of Tigard deserve recognition of their
willingness to give of their time and effort.
The Tigard Chamber of Commerce graduated it' s first community Leadership Seminar last year. The second seminar is now
in session. This has been and is an effective program leading to a better understanding of local government. The business
community is a strong support of Tigard . Recently, a sister city relationship was entered into by the cities of Tualatin,
Sherwood and Tigard . It is being Funded by the business community through the Chambers of Commerce.
Despite our severely restricted budget, we continue to provide all of the essential services and still make
improvements as we go along. Our Finance Department, under Director Jerri Widner, earned the National Government Finance
Officers Association Certificate of Conformance. This is the highest recognition possible for a city finance department .
This certificate and our strong budget controls kept rigard' s "A" Bund rating. Police Chief Bob Adams and his Staff
continue the crack down on residential burglaries with some of the best clearance rates ever. For the second consecutive
year, Tigard received an "AAA" safety recognition award for no traffic related fatalities . The expanding "Crime Watch"
program is another program sponsored by the Police Department. While operating at half the average staffing of other
comparable libraries in Washington County . our librarian Irene Ertell, and Staff, kept services at a respectable level.
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they also found time to work with other libraries to improve the W.C.C.L.S. cooperative. Planning and Development Director
Bill Morahan and Staff, took the Comprehensive Plan through the L.C.D.C. acknowledgment process . . They are now beginning
tc adm_rister the plan and put it into action. Public Works Director Frank Currie and Staff, completed the Capital
I,T,provemerts Plan. He helped create the Citizen Transportation Advisory Committee to make recommendations to the Counc:l
on transportation issues . City Administrator Bob Jean and Staff, have done more with less and at the same time have sho.n
that we can go forward, plan for the future and implement programs to get us there.
Perhaps the most viable symbol of our progress and growth as a community is our soon to be built Civic Center. A group
of citizens who deserve special mention is the Civic Center Advisory Committee. Their long hours of work have gotten us to
the point here shortly we will be able to call for bids for our new Civic Center to be constructed and occupied in 1985.
My hope for our future is the continuance of good intergovernmental cooperation with neighboring cities, the County and
State government . I encourage more people to become volunteers so that 1985 will show an even greater increase in
service . with the Council taking the lead with a positive altitude, we can truly make Tigard a terrific place to live.
John E. Cook
Mayor
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TABLE OF CONTENTS
GENERAL INFORMATION PAGE
Title Page i
Mayor' s State of City Address ii
Table of Contents iv
DEPARTMENT REPORTS
Executive Summary 1
Police , . . . . . 4
Finance and Services 10
Library |5
Community Development 18
Policy and Administration 29
General Government 33
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EXECUTIVE SUMMARY
January, 1985
1984 was the year of the Olympics and for the City of Tigard it was truly an Olympic year as well . We probably had more
political and fiscal change in the last twelve months than any time in the City of Tigard' s history . That' s going some
because Tigard is known for its ups and downs .
In the last 12 months we've had at least five different governing bodies, if you count every time there has been a change
in a council member or the status of a council member. We've had five different budget revisions, and may have a sixth yet
by this June if the revenues don't hold the way we're hoping. There have been 17 different city elections in just the last
five years . That' s not separate measures, but 17 separate city election issues . Just as Time Magazine named Olympic
committee chairman Peter Uberoff as "Man of the Year", I'd like to nominate Tigard as the "Community of the Year" . I think
it took a lot of hard work to make it seem like this last year has been rather effortless, and gone rather smoothly, but it
has really been a very challenging year.
Mayor Cook' s "State of the City" addressed the issues of liveability', economy, involvement and overall efficiency . In my
remarks to this Annual Performance Report I'd like to emphasize our goal progress in those goal areas and also our
continued productivity improvement in 5 overall areas: (1) the use of equipment and appropriate technologies, (2) our
management improvements and systems streamlining efforts, (3) the issue of employee involvement, (4) the very important
issue of community involvement and community volunteerism, and (5) the area of intergovernmental relations and cooperation.
In the 5 specific areas that I mentioned, I want to point out that the investments we've made in prior years in the area of
equipment -- particularly in the Public Works and Parks areas, and in the use of computer technologies, especially in the
crime analysis and our central word processing -- have made it possible to do more this year with less resources . The
ongoing Computer Master Plan Study offers equal promise . The second area i.s management improvements and streamlining . The
management teambuilding efforts and the recent re--organization from a three tier to a two tier structure, have made us
leaner and yet more directly oriented to the citizens we serve. Some of the more significant systems improvements have
been in the areas of the Purchasing Manual, our street vacations procedure, our Local Improvement District Policies
document, criminal code revisions and the Retirement Study . Ongoing efforts in our management systems affect the Salary
and Classification Study, job descriptions update, our Personnel Rules revisions, the Revenue Manual and Fees and Charges
Update, our in—house management training program and the Dispatch Study .
The third area, that of employee involvement programs have dramatically increased within the city this last year and I
believe they are the keys to our sustained productivity level improvements in the future years. The Tigard employee and
managers group (T.E.A.M. as we refer to it) , our safety committee, the departmental productivity teams and productivity
circle meetings are examples of employee involvement and how it i.s becoming more and more the way in which we manage the
city . Ongoing efforts involved here are the health and wellness program, as a means of reducing our medical insurance and
keeping the costs under control, and the development this year of an Employee Involvement Handbook, to assist and enhance
new employees in learning how we work together.
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The fourth area is that of community involvement and volunteerism - it simply would not be possible to have delivered the
services, even at the core level of essential services just with Lhe tremendous efforts of the city staff. Without the
active community involvement and our volunteers, we simply could not be achieving our current service levels . Volunteerism
hours, as the Mayor mentioned, have almost tripled this year, over 11,000 hours: Police Reserves, Library, Parks, the
Block Watch Program and of course all our Boards and Advisory Committees. That' s more than the equivalent of 5 full time
staff or over $150,000 if you add up all the related support costs . Nothing however, illustrates the point of citizen
involvement so well as does the Civic Center Project to be completed this year. Four different space needs committee group
efforts; the Civic Center Committee now, the Library Board, The Budget Committee, The Parks and Recreation Board, and now
the Tigard Arts and Gifts Committee -- All of these groups and all of their multi-year and ongoing efforts have made the
Civic Center Project possible and just this time last year it was still the Space Needs III Study . September was
Volunteerism Month for Tigard and the Windmill, restored by volunteer efforts is now the new symbol of Tigard' s
Volunteerism. For all of those who are here tonight and those who could riot make it, on behalf of the entire community and
on behalf of staff, I say thank you.
Finally, as to intergovernmental relations and cooperation, we had .many successes in our area that needed ongoing attention
this year: the ongoing efforts in our library cooperative, the MACC Cable TV Commission, and the recently completed Urban
Services Double Taxation Study . With several emerging issues now coming forward in the next year: The issue of storm
drainage and whether that should or shouldn' t be done through a U.S.A approach; The options that are available to us on
police dispatching; The Emergency Medical Services issue, and, what I think will become larger and larger issue for
Washington County just as it has for Multnomah County, the sorting out of city and county roles and responsibilities as
Washington County continues its rapid urbanization.
1984 in this sense has been a truly busy, productive and dynamic year for Tigard . It has been made successful by staff and
the community . In this sense, despite the real limitations . It has been an Olympic year.
Robert W. Jean
City Administrator
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1ATtON PA'TTE.RN 250- STAFF PER CAPITA
IgtOCp • 230•
22D•
1810c0 . 210.
crry
Rv.sttEATS/A.
17,000• 190°
6MPwYE180
11,000• 170.
t Co.
15,000- 150-
14118o 80/81 sI jai 62/x3 83184 $k 791/80 80181 81182, 82183 83/84 FOS-
FISCAL YEAR FISCAL. YEAR
INFLATION PATTERN CI-TY 6006e7 Ex PENDITURES
acoo-
SO ^ /kg/0455�.' ToTAL Ct"Y EXPEND.
40 • 5000
°t 51 4 ,eco.
BASE YEA �g35 - �D00�s 4000-
3500- _
, . __�.
20 • 3000' '
C rTY OPERATrwu crier. ,:
25co.
1O • 2Co ''
1500•
71720 8oltg1 sits?. &.1B3 83184 gyAs 1q/8o 86/81 81182. 8r-/8 83/84 gi°
FISCAL YEAR FISCAL `fE.AR
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CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: POLICE (1 . 1)
1984 PERFORMA"JCE REPORT UNIT: ALL
Police operations are designed to ensure public safety within the City . This entails 24-hour patrols, traffic
enforcement , investigations , dispatch, and support services management. These services have been maintained over the past
five years at a professional level in the face of steadily increasing caseloads per officer (+36%) and dispatcher (+27.8%) ;
increasing service population (+31 . 2%) , and increasing service area (+28. 7%) . While the service demands have increased
greatly since 1980, the number of sworn personnel has increased by just one (1), from 21 officers to 22; and total
departmental personnel has increased From 28 to 29 .
COUNCIL GOALS:
• Target Burglary and Theft • Place more Emphasis on Part II Crimes
• Reduce Emergency Response Times
Consistent with City Council goals service delivery was cut back on discretionary priority 2 and 3 as well as traffic
priority 3 calls . As a result emergency response time decreased from 6 minutes to less than 4 1/2 minutes and the Part II
case clearances per officer in the Patrol Division increased 6 .3 and in the Investigative Division and increase of Part I
and II case clearances of 29 per officers .
In order to maintain City Council goals as presently stated the present work force, which has remained static for the
past 5 years, will have to increase . Each month the workload increases and places more and more demand on the department' s
personnel .
ROBERT ADAMS, POLICE CHIEF
WORK MEASUREMLNT INDICATORS 80--81 81-82 82-83 83-84 84-85
No. of department employees (FEE) (29) (29) (29) (29) (29)
Noof employees per population 1:704 1 :772 1:806 1:841 1 :886
Population served 15,500 17,000 17,750 18,500 19,500
Department budget $955,788 $1,034,428 $1 ,034,428 $1, 146,975 1,330,500
% of department budget From General Fund 96% 96% 97% 99% 99%
% of total General Fund 37% 45% 46% 48% 48%
% of total City budget 19% 21% 21% 19% 19%
Per capita budget expenditures $63 .29 $59. 11
$62.45 $68.23 $66.40
State average per capita costs $68 .97 $72.08
$75. 43 $79. 84 $79. 84
(Cities with pop. 10,000-24,999)
Case Load per sworn officer (patrol) 631 642 716 844
Cases received (investigations) 1489 1567 1682 1669
Card load per dispatcher 4710 4871 5309 5933
Average calls per day 175 200 250 225 250
Emergency response time 3 min. 4 min. 6 min. 4 .5 min. 4 .5 min.
Part I c'erses clearance/officer 17, 23 18 .02 22. 5 21 .3 45
Part II c`fenses clearance/officer 25.61 26 . 23 20.96 28 .0 45
% discretionary patrol time 41 .6% 42. 1% 32. 1% 22.6% 16.6%
% obligated patrol time 58 .4% 57.9% 67 .9% 77 .4%
Size of City in square miles 7.6 8 . 1 8 . 4 8.5 8 .5
Police Reserves annual hours worked 3 ,200 3 ,095 3 ,083 2,345.5 2,528
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EMPLOYEE: PoPULATION CITY AREA
1 ..90,0 -
, :850 • 9-
WOO .
:750- 8-
11700•
/• 650
7 -
1600•
1 :550- (r -
/ s500.
1 if r
1980 1981 /98Z/983 /984 /980 /4/ 481 /983 /984
POPULATION SERVED BUDGET EXPEND/TURES PER CAPITA
20
100-
/9 . 90-
STATE AVERAGE
i8 . 8o- .....»
17• 70.
M- 6°' GTY OF 77GAR0
poptuAtiodus so-
Pi 1000434 40,
/3- 3o.
IL. 20-
//• 10-
1480 1981 1982 1983 /98# /98o 1981 /9821983 !'984
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CITY OF TIGARD, OREGON DETAIL DEPARTMENT: POLICE
1984 PERFORMANCE REPORT UNIT: PATROL (1 . 1 . 2)
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83-84 84-85
Part I Offenses 1 , 103 1,223 1,212 1, 122 1,985
Par II Offenses 778 775 781 803 894
Non-Criminal Complaints 5,389 5,555 6, 195 7, 133 8,060
Traffic Accidents 347 365 405 410 356
Traffic Enforcement 2,485 2,377 2,870 4,041 5,998
Case Load Per Officer 631 643 716 844 1,069
Number of Sworn 16 16 16 16 16
Officers to population ratio 1 : 1943 1: 1093 1: 1147 1 : 1219 1: 1250
Part I Clearance/office- 15.9 17.9 23 . 1 21 . 3 25 .2
Part II Clearance/officer 27. 1 27.4 21 . 7 28 .0 36.5
Service Calls/Day 27.6 28. 2 31 .4 37.0 44 . 7
Population served 15,100 17,500 18,364 19,500 20,000
% discretionary patrol time 41 .6% 42. 1% 32. 1% 22.6 16 .6
% obligated patrol time 58.4% ' 57.9% 67.9% 77. 4 83 .4
Increased service demands are reflected in a decrease in discretionary
CASELOAD PER OFFICER patrol time, and an increase in obligated patrol time. The increased
service demands have caused the Police Department to shift the available
'COC. - resources into the more serious Part I crimes , thereby maintaining a high
level clearance for the Part I crimes .
844
eoo. . The police workload has increased to 13,500 calls for service in calendar
716 year 1984. The Police Department is currently providing level 2-1 service.
631 643 Without additional sworn personnel the department will be below Service
000. 611 _ —___, Level I in the next fiscal year.
The department discontinued community education, crime prevention, Safety
400. .. ' Town, school programs and narcotics education to shift that time to those
areas that would allow the department to meet City Council' s goals . Now,
however without additional personnel as stated previously the department
200. . ' will be at Service Level I as there are no further programs that can be cut
I I back. The police department has shifted from a proactive mode to a reactive
mode. In other words chasing from call to call rather than working on
I prevention.
79-80 80-81 81-82 82-83 83-84
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PART a OFFENSES CLEARANCE\OFF/CER SWORN PERSONNEL\ (900 POP.
Tat 4.0A0 ‘swoRt oFFIc.ERW .1. . EM R§ENQ t g FP,C4SF 1MF
36 • 900 1.5- A - 6
A -850 /
3Z -800 1.4 . ,/ . 5
-750 SH/oRivl . ). .
NUN.
2 .,•..c - 700 1000POR1,3 . i - 4
.650 .
24
-600 LZ. .----4/ - 3
22 -550 . .
20 -500 1.1 - - 2
1980 1991 1982 /983 /984 /980 /981 /982 /983 /984
7. PATROL T/MEQLLOCAT/Ov DEPT: BUDGET AS % TOTAL GENERAL FUND
loo /00% ip _ MONO.. .�
90% DISCRETIONARY PATROLT/ME .-- - 90%.
80°4 � - 80 y.
709'6 70 %.
607 60 70.
50%r - ' 50 96 ■
•
3070.- 0&Lt ATEA P4 3076- =
2A°�r- - 20% IT. —— a
/0%4 : ' i . ' ' s .
t- t t ' t 1 1 — ■
1960 /981 1982 /983 1984 1985 /986 /980 /981 /982 /983 /984
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CITY OF TiGARD, OREGON DETAIL DEPARTMENT: POLICE
1984 PERFORMANCE REPORT UNIT: INVESTIGATION (1 . 1 .3)
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83-84 84-85
Cases Received 1 ,489 1,567 1,682 1,669 1,615
Cases Suspended 726 872 897 919 755
Cases Investigated 375 253 320 321 365
Case Load/Investigator 125 84 .3 106.6 107 121 . 7
Part I Cleared 73 56 58 146 122
Part II Cleared 53 6051 50 22
Total Part I b Part II Cleared 126 116 109 196 144
Percentage Cleared 33 .6% 45 .8% 34 .06% 62 .0% 42 .9%
Investigators/1 ,000 Population 1 :5033 1:5833 1:6121 1 :6500 1 :5714
Rape 6 5 1 4 2
Robbery 14 16 21 21 25
Larceny 57 39 48 68 52
Burglary 201 134 128 154 192
Homicide 1 1 1
INVESTIGATORS/ ] ,000 POPULATION DIVISIONAL GOALS:
0.5 o Target Burglary and Theft
o Maintain current case clearance level
o Maintain current case management level
0. 4 _ The Investigation Division consists of 3 investigators, including the
supervisor of that division. This level of staffing has remained constant
since 1973 . The number of criminal cases has increased dramatically during
0.3 _ this 11-year period, particularly those major crimes that were small in
number 11 years ago, with the last five years showing the largest increase.
0.2 _ •202 . 198
During this 11-year period , the Police Department has been able to maintain
a relatively constant number of case clearances, even though the number of
171 . 163 150 criminal cases has increased . This might at first indicate the Department
is doing a better job with less . However, the opposite is occurring. As
0. 1 i the number of cases increase, attention is given to only the high priority
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
0. with the given manpower. As caseloads increase, fewer cases are cleared
79-80 80-81 8 ]-82 82-83 83-84 even though the level of case clearances is being maintained .
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CITY OF TIGARD, OREGON DETAIL DEPARTMENT: POLICE
1984 PERFORMANCE REPORT UNIT: SUPPORT SERVICES (1 . 1 . 4)
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83-84 84-85
Part I b II Offenses 1,881 1 ,998 1,993 1 ,925 1 , 822
Non-Criminal Complaints 5,389 5,555 6, 195 7, 133 8,060
Traffic Contacts 2,832 2,742 3,275 4,451 6,354
Card Load per Dispatcher 4, 710 4,871 5,309 5,933 6, 667
Average Calls per Day 175 200 250 225 250
# of Dispatchers Per 1000 Population 1: 2157 1 : 2500 1: 2623 1 : 2785 1 : 333
Due to increase in population since 1980, service demands have increased
greatly, as shown above . Dispatcher caseload has increased 27. 8%. Service
of Dispatchers Per 1000 Population population increased 31 . 2%; and service area increased 28 . 7%. The aside
graph shows the increase in number of master cards typed per dispatcher.
There has been no increase in number of personnel in this division, however.
0. 5
DIVISIONAL GOALS: •
o Study and Upgrade Communication System
0. 4 _ •403 .397 o Coordinate and monitor Consolidated County Communication Center
342 o Continue crosstraining of clerical functions
.320 307 o Continue crosstraining of property/evidence duties
0.3 _
This Division manages the records system, report distribution, transcribing
of taped interviews and reports, dispatching, evidence and property, and
0.2 _ support to all other divisions. In many cases the first contact a citizen
has with the department is through Support Services, and the radio card is
usually the first document in a police investigation. An average of 250
0. 1 .. 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
master card index file. Part I crimes require an average of 4 cards each
0. 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
79-80 80-81 81-82 82-83 83-84 cards per report, and finally, each traffic citation requires 1 master card
to be typed.
* Average number of cards typed and filed .
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CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: FINANCE & SERVICES
1984 PERFORMANCE REPORT UNIT: ALL
The Department of Finance 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 staff 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 workloads, has resulted in productivity improvements
and streamlined management information systems; new contract purchasing procedures; and increased word and data processing
capabilities
JERRI WIDNER, FINANCE DIRECTOR
FY FY FY FY FY
WORK MEASUREMENT INDICA1ORS 80-81 81-82 82-83 83-84 84-85
No. of department employees (FTE) (6,75) (10) (10.5) (12) (11)
Department budget allocation $157,821 $227,854
$337,620 $425,775 $425,500
% of department budget from General Fund N/A N/A N/A 57% 51 . 7%
% of total General Fund N/A N/A N/A 10.4% 16 .3%
% of total City budget 4 .6% 6.3% 7.6% 4 .9%
No. of incoming telephone calls per day (Records Man. ) 100 124 156 192 230
No. of walk-in citizen contacts per day (Records Man. ) 63 68 73 78 78
No. of court hearings (Municipal Court) 1,076 1,137 1, 159 1,192
% of court hearings - misdemeanors (Municipal. Court) 12.5% 11.3% 11.7%
Average hours per Council meetings (City Recorder) 3 . 17 3 .87 4.0 4. 1 3 .25
L . T .D. Assessment billings (Accounting) 234 310 496 752 900
Average No. of work orders per month (Support Services) N/A 50 64 104
lotal clerical employees city-wide 13 .3 16.25 13 ,75 14.25 13
% clerical staff of total City work force 20. 2% 20, 7% 18.3% 17.5% 16,8%
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r FtNNNCE & SERVICES: ,.2
CIEARICA\. STAFF - Flo -ToTAL WORKFORCE ACCOUNTING TRANSACTIONS/EMPLOYEE
cook — — —
Crlic eo000.
71 ,239
7 - X3,080 62,705 61 ,270
�'` 00000. _
o
sot
401d40000. ..
30%;
20000. ..
r118p wet 81182 82163 83184 841 0
FISCAL YEAR 80-81 81-82 82-83 83-84
Q00 AS5ESS MENT elLL4 J(.S Iq$4 DEPT. 8u0616T At.1.00ATto 4 6Y usrr
-175•
715 •
145 -
59S - Pa-CONING
(c\
14240535 • tCES
415 • 376%
415 • N_
355 • s•
•
V15 ' \ MUNI.
235 - uRT
C ,b
7q/80 9c18 t 811a 82.183 83184 'MRS
FISCAL YEAR
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CITY OF TIGARD, OREGON DETAIL DEPARTMENT: FINANCE & SERVICES
1984 PERFORMANCE REPORT UNIT• ACCOUNTING (1 .2 .2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83-84 84-85
No. of Unit Employees (ETE) (2.5) (2. 75) (3 .5) (3.25) (3)
Unit budget allocation $66, 116 $75,771 $110,065 $130,297 $162,500
% of department budget 42% 33% 33% 31% 36%
% of total City budget 1 .5% 1 .5% 2 . 1% 2 .3% 1 .7%
Accounts Payable Checks 2,033 2,356 2,675 2,879 3, 900
Payroll—Benefits Checks 1,608 1,848 2, 190 2,62.6 2,650
Receipts 2,933 2,156 2,831 5,234 5,300
SewerStorm Drainage Billings 15,104 17,429 18,373 19,473 20,000
Assessment Billings 234 310 • 496 738 900
LID Projects $246,214 $979,917 $2,205,450
$961,598 $492,000
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CITY OF TIGARD, OREGON DETAIL DEPARTMENT: FINANCE 6 SERVICES
1984 PERFORMANCE REPORT UNIT• SUPPORT SERVICES (1 .2.3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS SECTION 80-81 81-82 82 -83 83-84 84-85
No. of unit employees (FTE) D (4) (6.5) (5.5) (6.5) (4)
% of Department Budget D N/A 24 .9% 34 .6% 38 .3% 32 . 1%
% of total City Budget D N/A 1 .0% 1 .7% 2. 3% 1 .6%
No of Ordinances R 114 105 115 72 75
No . of Resolutions R 120 113 120 100 100
No. of Council Meetings R 50 39 50 44 50
Average Hours Per Council Meeting R 3 . 17 3 . 87 4.0 3 . 23 3 . 25
No. of TMC Pages Codified R 100 167 210 467*
No. of incoming calls 0 24,870 31,000 39,000 60,000 60,000
No of incoming calls per day 0 100 124 1.56 230 230
No. of walk--in citizen inquiries 0 15,760 16,930 18,200 19,500 19,500
No. of walk--in citizen inquiries per day 0 63 • 68 73 78 78
Average contacts per hour 0 20 24 29 34 38
Turnaround Time for work orders S N/A N/A N/A 9.25 hrs.
Average No. of work orders per month S N/A 50 64 104
Average No. of pages printed S N/A N/A 5,690 7, 12.0
*Sections combined for first time this year: Work measurement indicators for this unit reveal a very significant increase
D - Division Totals in the volume of public contacts that are filed and referred to the
R -- Recorder/Council Support suitable department or staff person. Incoming calls have increased 310%
O - Office Mngmt./Records since FY 80-81, and the number of walk-ins has increased 66.6%. These
S - Word Processing/Support figures indicate continual growth in communication between the City and the
250. community .
The increasing importance of this division to the support of the City-wide
200• Incoming Calls services is apparent in the increases in its workload. Support Services
provides word processing support; office equipment maintenance; Office
Manager/City Recorder/Council support; Finance Director support; purchasing
130 assistance, record retention support, and cashiering/receptionist support
to all City departments .
10Q .
50. _ Walk-In Inquiries
0. .
80-81 81-82 82-83 83-84 - 13 -
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
< < i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: FINANCE & SERVICES
1984 PERFORMANCE REPORT UNIT: MUNICIPAL COURT (1 .3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83-84 84-85
Noof unit employees (FTE) (1 . 25) (0.5) (0.5) (1 . 1) (1)
No. of employees per population 1: 1.2,400 1 :34,000 1:35,000 1: 16,819 1 : 18,489
Unit budget allocation $28,964 $23,694 $29,004 $38,899 $65,000
% of Department Budget 18% 10% 9% 9% 14%
% of total City Budget 0.6% 0. 5% 0.5% 0. 7% . 7%
No. of traffic citations issued 1,670 1,833 2,034 2, 172 4,500
Noof misdemeanor citations issued 118 168 115 84
$ received on traffic fines $26,017 $28,868 $31,882 $39,972 $67,000
No. of court hearings - traffic 1,076 1, 137 1, 159 1, 192
No. of court hearings - misdemeanors 124 162 147 158
Hours spent in court per year N/A 125 121 130
Workload indicators reveal increased volumes of court-related business.
TRAFFIC CITATION CASELOAD Traffic citations issued have shown a major increase beginning in FY 83-84
as the Police Department Motorcycle Unit began operation. Caseload for
traffic citations has increased 167.0% and misdemeanors have increased
2500. . — 73 . 7%. Note the difference between misdemeanors issued and the number of
2, 172 court hearings held . A misdemeanor case can be heard as many as five
2000. .
2,034 times. These cases are very time consuming and have increased dramatically .
1 ,833
1 ,670 FTE figures for FY 81-82 and 82-83 are misleading. Two employees actually
worked the court desk, though not budgeted from this section. With the
1500. , increase in workload, the Court Clerk is finding it difficult to keep up
with the increased caseload .
1000.
� Due to the volume of cases on the Court's docket increasing over the past
five years, the Court has convened (since January, 1984) six nights and four
mornings a month.
500. ..
An inadequacy of suitable space conditions for court sessions is an
additional factor affecting the efficiency and safety of Court operations .
0.
80-81 81-82 82-83 83-84
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1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
( 1 r
CIlY OF TIGARD, OREGON SUMMARY DEPARTMENT: LIBRARY (1 .4)
1984 PERFORMANCE REPORT UNIT: ALL
The City Library has endeavored to provide its patrons a quality educational and cultrual service and information
resource . That the library has been ablt 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 increased from 29% of
the total budget in FY 80-81 to 51% in FY 83-84. The City' s % of support dropped to 36% in FY 84-85 because of a new and
much larger WCCLS levy . In actual dollars the City increased its support 15% In spite of these positive factors, the
Library has difficulty maintaining and enhancing the services it offers to the public. The book collection has increased
by approximately 5% per year There have been improvements in the A•...V collection, and greater attention to the development
of the youth collection
Notwithstanding continued efforts at improvement, a number of concerns regarding workloads and space needs are revealed
by the work measurement indicators listed below. While the Library staff (FTE) has increased by only 1 1/4 person over the
past five years (from 4 . 75 to 6), almost all other indicators of work volume have gone up. The size of the Library
collection is up by 7600 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 4 . 1.3 volumes per square foot to 5. 38 volumes per square foot It
should be noted that beginning January, 1984, hours were reduced From 48 to 40. (In FY 79-80 the Library was open 56 hours
per week . ) From June 1 until July 25, 1984, the Library was open only 22 hours each week . Hiring part-time aides
increased hours to 29 until November 1, when hours were again increased to 40. These changes in open hours were necessary
as a means of coping with rising circulation and lean budgets as well as reductions in personnel . This caused a drop of 3%
in the projected annual circulation for FY 1983-84 and will affet FY 1984-85. (The overall reduction in hours for
calendary 1984 was 26%. ) With the return of the FTE to 6, increased open hours and a strong volunteer support from the
community, the circulation has begun to increase again and will probably show a small increae over FY 83-84. It is hoped
that the funding can support the service needs of the Tigard Library users .
IRENE ERTELL, LIBRARIAN •
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83-84 84-85
Tigard City population 15,500 17,000 17,500 18,500 19,500
Population of service area 24,000 25,000 26,000 27,000 28,000
Hours open to public per week 48 48 48 40/22 29/40
No, of department employees (FTE) (4.75) (5.50) (5.75) (6.0) (6.0)
Library Registration 7,592 9,264 N/A N/A 9, 745
% of City population registered (@ 1 .5 persons/card) 47% 55% N/A N/A 30%
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 4 . 13 vol . 4 .56 vol . 4 .91. vol . 5. 15 vol . 5.38 vol .
Size of collection 21 ,907 24, 168 26,000 27,300 28,500
Library circulation 98,875 109,641 1.2.2,867 11.9,290 120,000
Circulation per employee 1 :20,816 1 : 18,935 1:21,368 1: 20,022 1 : 20,000
Circulation per service area population 4. 12 4 .39 4.73 4.82 4 .29
- 15 -
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
!
CITY OF iIGARD, OREGON DETAIL DEPARTMENT: LIBRARY
1984 PERFORMANCE REPORT UNIT; LIBRARY SERVICES (1 .4)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83-84 84-85
Library budget: $112,470 $136,000 $149,434 $171,082 $2.88, 824
WCCLS revenue 77,744 74,51.0 79,302 78,058 182, 277
City support 32, 126 58,899 68,132 91,364 104, 593
State aid 2,600 2,591. 2,000 1 ,660 1,454
Donations 500
WCCLS revenue as % of total budget 69% 55% 51% 46% 63%
City support as % of Library budget 29% 43% 47% 51% 36%
State aid as % of total Library budget 2% 2% 2% 1.% .05%
Donations as % of total Library budget .01%
City support as % of total City budget 0.7% 1 . 2% 1 .4% 1 .5% 1 .4%
% of total General Fund 1 .4% 2. 7% 2 .9% 3 . 8% 4 .3%
Budget $ per service population $4.69 . $5.44 $5. 75 $6.34 $10.32
Budget $ per circulation $1 . 14 $1 . 24 $1 . 22 $1 .43 2 .40
HO['RS OPEN TO PtiBLIC PER WEEK CIRCULATION PER SERVICE POPULATION % OF CITY, POPULATION REGISTERED
0.
56 4 .73 4-R2 0. 8
4.33 4.39
48 48 484. - 4 . 12 j 66%
5. .. I 0. 6 ..
40 I 55%
3. i 47%
-0. .. 0.
2.
i
24%
3.
( 0. 2 ..
1. .
0. i 0. I O. N S A
79-80 80-81 81-82 82-83 83-84 79-80 80-81 81-82 82-83 83-84 79-80 80-81 81-82 82-83 83-84
- 16 -
1 1 1 I I 1 1 1 I 1 1 1 1 1 I I 1 1 1
/"' ,500
-, 5.05 - 2� 3°O
21 5�a� . #, of 4,90-� 2.6,o30
-, ).c,..s\ 4.151
2 ,o.o•o1 SQ. FT. Lo,o_i
24,' .
-, 4.45
2-0,sC 4.-x,0 -
y
4,15 - 21,90-
.
19�1'BO X181 61182 82183 8318- 81}/85 741P.o 60181 8!ieZ 82183 831 -1 i'y/w5
F i CAL. YEAR FIY_A L `ISAR
HOUP5 \ WEEK OPS -TO PuF3uC. LIBRARY NUD(ET FUNDING
90(4' 7 7 I: 77 7 71
sLt ~ 0j
111 JI' epht(-) ! _', r —• — ce,
52. , 70`x,- —`-I _L.. ___;_' I--- r-1,--j �—
i UfrS
_) � �q -` I '-'ti
b
vJEEk: -1-; -- -
-
'1-
46 i `ed
1
\ , Li...
I
V i00-
` / __--.1 I I 1 I 1
g9 B0 8U18I 81182 82.183 8.5191-101//85 7w1E° e BI 23illg2 t2-1' 83 8-184 FN/c,,'.
Ft L YEAR (2/4110 FISCAL YEAR
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
r
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: COMMUNITY DEVELOPMENT (2.0)
1984 PERFORMANCE REPORT UNIT: ALL
The Community 7evelopment Department has primary responsibility for current land use planning, comprehensive long-range
planning, building and codes enforcement, engineering services, economic development, and staff support to local community
planning and neiighborhood organizations. The adoption of the Comprehensive Plan, and Community Development Code in 1983,
provided a strong foundation and framework to plan the future of the City ; facilitate economic development; and streamline
the deelopmenr 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 mariner.
The activities of this department, and particularly for the Building and Code Enforcement, as well as the Engineering
Division, ,re closely tied to the economy and pace of development activity . The number of building permits has increased
over the past two years, with construction expected to increase in the current fiscal year.
The Planning section has experienced variations in the volume of work as the economy and building activity has
generally increasea over the pst two years . Land use actions have shown a slight increse in the past fiscal year over
prior years as the Comprehensive Plan and Development Code have facilitated the processing of such actions . Staff support
to various community organizations also continue as a strong indicator of the department' s workload .
WILLIAM MONAHAN. COMMUNITY DEVELOPMENT DIRECTOR
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83--84 84-85
No. of department employees (FfE) (7. 75) (7.0) (7.0) (6 . 25) (11)
% of total City budget 4 .0% 3 .6% 4 .5% 3 . 8%
% of department budget derived from General Fund N/A N/A N/A 98%
% of total General Fund N/A N/A N/A 8 . 6%
Department budget allocation $182, 769 $181, 776 $240,975 $209,937
Planning & Development revenues generated $206, 157 $162,008 $218,246 $198,800
General Fund surplus (subsidy) $23,388
($19, 768) ($22,729) ($11, 137)
Planning revenues as % of budget expenditures 113% 89% 91% 95%
Assessed valuation of property in City $466. 1M $628 . 8M $741 .6M $767. 5M
Budget expenditures per $1,000 assessed valuation $0.39
$0.29 $0,32 $0.27
Total residential permits issued 288 254 254 252 250
Total commercial permits issued 128133 89 63 90
Total building permits issued 416 387 343 315 340
Total building permits issued per unit employee 97.9 91 . 1 114 .3 140.0 170.0
Estimated construction value $29,310,997 $19, 725, 140 $17,914,830 $21,823,334 $30,000,000
Total land-use actions 121 130 68 72 70
Total public meeting hours 93 228 375 293 250
% of time in office (non-meeting) 98 . 2% 95. 1% 91 .0% 93 .0% 98.9%
•
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1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
C1'-Y OF 1IGARD 01RE, ON SUMMARY DEPARTIMENT: COMMUNITY DEVELOPMENT
1984 PERFOR,',A%CL P1LPORI UNIT: OPERATIONS/SERVICES (2. 1)
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 professional engineering services for public improvements
projects . :'nits within this department include: Wastewater (sewers and storm drains); Streets (maintenance); Parks; Shops
and Services (equipment, vehicles, and building maintenance) ; Professional Engineering.
The City currently maintains 75 miles of streets; 67 miles of sewer lines; 45 miles of storm lines; 145.08 acres of
parks; 31 . 92 acres of greenway; and 99 pieces of equipment and vehicles . To maintain and improve upon this infrastructure,
under continually increasing demands for service over the past 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 27%.
Also, insofar as most Public Works projects are funded from user fees and SDC' s, the department utilizes only 4 .4% of
General Fund monies in its budget.
Increases in the volume of workloads 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 .
FY FY FY FY FY
WORK MEASUREME T INDICATORS 80-81 81-82 82-83 83-84 84-85
No. of department employees (FTE) (16) (23 .5) (19) (25) (17.5)
Department budget allocation $1,067,328 $1,433,801 $1,476, 756 $1,996, 127 $1, 192, 108
% of department budget from General Fund N/A N/A N/A 13 .2% 6.4%
% of total City budget 24% 29% 28% 36% 21%
Size of City in square miles 6.6 7.6 8 . 1 8 .4 8.6
Sewer lines cleaned per year - feet/hours N/A 132,000'/ 95,000'/ 52,800'/ 116,000'/
570 hrs . 460 hrs. 228 hrs.
% of total sewer lines cleaned per year N/A 42% 29% 15% 38%
Miles of street maintained 44 .85 48 .72 59 . 29 73 .0 75.0
No. of street employees per mile of street 1: 13 .8 1: 14 .9 1:21 .6 1: 17.2 1: 18.5
Miles of bicycle paths 4 .0 6.7 6.7 7.5 8.0
Acres of park 97.5 97.5 130 130 145.08
Acres of park and greenway per employee 43 26 58 47 31 .92
Hours of preventative maintenance servicing N/A 180 200 800 400
*Green Thune office help for Wastewater, Streets, Support Services - 180 hours.
- 19 -
1 1 1 ! 1 1 I I Il I I 1 I I I 1 I
PUBLIC WORKS'. 2. t
DEPT. BuDr.ET AS L. of TOTAL CITY au Co6E.T #{ of EIv\PLoYEES : MtLE of STREET
I o —
crf'o- 1.24 -
1110 -
c v.I8 -
I:t b .
`� 1.• ty •
T
la
N180 90411 Bi181 a2133 83184 19180 80181 81 i gZ 82183 8 318 4
FISCAL YEAR F15C AL `(EAR
ACRES o F PARK a GREEN WAY\EMPtef E6 1983 DEPT. BUD6ET AU.0CAZ1oN Q( J N kT
59
E5
53
49 ' STREETS
ACRES 45 ' `ta°IO
y1 .
37
SNGI NEER\N6 iN '
33 21°10 SNu.561
Z°I - Ptd
Z5 - b°to
0
7
• TEa
3180 east eilsz. 2483 83194
FISCAL YEAR
- 20 -
I I I I I I I i I I I I I I I I I I I
( 1 ,
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: PUBLIC WORKS
1984 PERFORMANCE REPORT UNIT : OPERATIONS-SHOPS & SERVICES (2 . 1 . 1)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83-84 84-85
No. of unit employees (FTE) (2. 25) (3 . 75) (2.25) (2. 75) (3 . 25
Unit budget allocation $30,213 $59,861 $66,395 $90,221 $111,600
% of department budget 2. 8% 4 . 2% 4.5% 4 .5% 4 . 5%
% of unit budget derived from General Fund N/A N/A N/A 67% 67%
% of total City budget 0. 7% 1 . 2% 1 . 2% 1 .6% 1 .6%
No. of vehicles/equipment maintained N/A N/A 92 96 98
Hours of preventative maintenance servicing N/A 180 200 800 400
Hours of scheduled equipment repair N/A 468 450 1,000 600
Hours of unscheduled equipment repair (downtime) N/A 312 300 300 300
Hours of building repair N/A 700 750 600 200
Hours of training N/A N/A 110 200 350
The Shops & Services Division has initiated more efficient managemen'
HOURS pF P IE systems, and record keeping procedures that should provide for bette'
N-. MA INT. accountability and enhanced productivity . A more attentive schedule o'
DVITA) EQUIft RE.?AtR preventive maintenance of Public Works vehicles and equipment is reflected
(C 00' w Likewise, major increases in work hours for scheduled equipment repair ha
100 ' / ♦ brought all equipment up to safety and cost-effective standards . Thi
SCNEDV�D (2E!'AIR--�i preventive maintenance of Public Works equipment is done by a check-off lis'
1�0• and is working satisfactorily .
700- I
i
POURS 140• /
i
i
00
Mei!Et4 TATI vE
. 3 • NatNTEN
200 •
lop -
-191i8.0X81 81%82. e483 83/844g5/ 4S .
FISCAL (EAR
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I I 1 1 1 I I I 1 1 1 1 1 1 i I 1 1 1
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: COMMUNITY DEVELOPMENT
1984 PERFORMANCE REPORT UNIT: OPERATIONS/SERVICES-WASTEWATER (2 . 1 . 2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83-84 84-85
No. of unit employees 0- 1E) (3 . 25) (6. 25) (3 . 25) (5. 25) (5. 75;
No . of employees per mile of sewer line 1 : 16 . 87 1 :9 .45 1 : 19 .44 1 : 12. 38 1 : 12 . 38
No. of employees per population 1 : 4, 769 1 : 2. 720 1 :5,385 1: 3 .524 1 :3,524
Unit budget allocation $137, 148 $156,061 $146, 829 $337, 250 $337,250
% of Department budget 13% 11% 10% 17% 17%
% of Unit budget derived from General Fund 0% 0% 0% 0% 0%
% of total City budget 3 .0% 3 . 1% 2. 7% 6% 6%
Hours of training N/A N/A 20 80 80
Miles of sewer line accepted by City 54 . 83 59 .08 63 . 18 65.0 65.0
Miles of storm line N/A N/A 41 .0 44 .0 44 .0
Sewer lines inspected per year-feet/hours N/A N/A 52,800/554 52, 800/554 52, 800/554
Sewer lines cleaned per year-feet/hours N/A 132,000/570 95,000/460 52,800/228 52, 800/228
Storm lines inspected per year-feet/hours N/A N/A 10,560/20 15,840/290 15,840/290
Storm lines cleaned per year-feet/hours -0-- -0- 26,400/490 26,400/490 26,400/490
% of total sewer lines inspected N/A N/A 16% 15% 15%
% of total sewer lines cleaned N/A 42% 29% 15% 15%
% of total storm lines cleaned N/A N/A 12% 11% 11%
The Wastewater Division widened its schedule of work assignments during Ft
S WSR CJ-WV4. a =.3SpEc,T. 82-83 tand 83-84 to assume cleaning and inspection of storm sewer lines
The sanitary sewer lines inspected and cleaned has declined as a result
115(000- Fiscal year 84-85 has shown a large increase in the amount of sanitary sewer
13gppp. and storm sewer lines that have been mapped. Our records are more thorough
1i5poo5,44 ARW
`{ SEsQS as a result
UN. 8sitco.
p .
7y0�000' S TOR M Sfs J4R5 ,. N
•
f NO
IO1eO0' ,'
14i I$0 Wei.
81 f82. rile 83184 $��5
FISCAL YEAR - 22 -
i i i 1 i 1 1 i i 1 i i i i i i i i i
I ;
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: COMMUNITY DEVELOPMENT
1984 PERFORMANCE REPORT UNIT: OPERATIONS/SERVICES-STREETS (2 . 1 . 3)
FY FY FY FY FY
WORK MEASUREMENT IND[CATORS 80-81 81-82 82-83 83-84 84-85
No . of unit employees (FEE) (3 .25) (3 . 25) (2. 75) (4 . 25) (4. 75)
No of employees per mile of streets 1 : 13 .8 1 : 14 .9 1: 21 .6 1 : 17.2 1 : 17. 2
No , of employees per population 1 :4, 769 1 :5,231 1 :6,364 1 :435 1 : 435
Unit budget allocation $524,962 $706,618 $776,740 $963,610 $963,610
% of Department budget 49% 49% 53% 48% 485
% of unit budget derived from General Fund N/A N/A N/A 5.8% 5.8%
% of total City budget 12% 14% 15% 17% 11%
Miles of street maintained 44 .85 48 . 72 59.29 73 .0 75.0
Miles of major collector streets in City N/A N/A N/A 17. 43 17. 43
Miles of minor collector streets in City N/A N/A N/A 12.92 12.92
Total miles of collector streets in City N/A N/A N/A 30.35 30. 35
Miles of street swept N/A 41 . 66 56.33 69.35 73 .0
% of total streets N/A 85% 95% 95% 95%
No . of times streets swept per year N/A 0.9 3 .6 5.0 6.0
Hours of street sweeping N/A 120 480 660 660
Hours of street maintenance (patching, marking,
painting) N/A N/A 910 1,300 1,300
Street signs installed or replaced N/A N/A 100 130 150
No. of street lights 1126 1317 1,393 1,470 1,470
Hours of grading N/A N/A 31 41 40
Miles of bicycle paths 4 .0 6 . 7 6.7 7.5 7.5
Asphalt overlays
miles 2.32 4 . 84 - 3 .0 3 .0
tons of asphalt 4, 178 7,564 - 5,932 5,932
cost per ton $27. 24 $24 .90 -
$25.70 $25.70
cost $113,809 $188,344 - $152,419 $152,419
Hours of training N/A N/A 150 280 200
Amore efficient street sweeping schedule that was initiated in FY 83/84,
has provided 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 . The program is
successful .
*Green Thumb - 210 hours
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I I I 1 I I I I I I I I I I I I 1 1 1
CITY OF f IGARD, )di- ON DETAIL DEPARTMENT: COMMUNITY DEVELOPMENT
1984 PERFOP .=_ REPORT UNIT: OPERATIONS/SERVICES-PARKS (2. 1 .4)
FY FY FY FY FY
WORK MESURE""E"dT INDICATORS 80-81 81-82 82-83 83-84 84-85
- No. of unit Lmpioyees (FTE) (2. 25) (3 . 75) (2. 25) (2. 75) (1 . 25)
Acres of park and greenway per employee 43 36 75 61 105
Unit budget allocation $120,839 $104, 290 $74,058 $122, 136 $89,500
' % of department budget 11% 7% 5% 6% 6%
% of unit budget derived from General Fund N/A N/A N/A 48% 48%
% of total C? ty budget 2 . 7% 2. 1% 1 .4% 2.2% 2. 2%
- Acres of park 97.50 97.50 130 130 130
Acres of greenway N/A 37 .90 37.90 37.90 37.90
No. of parks 8 8 9 9 9
Acres maintained N/A N/A 29 49 53
Miles of bicycle paths N/A N/A 2.5 2. 7 2. 7
Cook Park reservation use N/A 12,275 26,713 30,819 $30,819
Cook Park reservation fees N/A $3,111 $4,035 $3,995 $3,995
Hours of park mowing N/A N/A N/A 900 600
Hours mowing per park/greenway acre N/A N/A N/A 5. 4 4 .6
Hours of park irrigation N/A N/A N/A 300 300
ACRES OF PARK AND GREENWAY PER EMPLOYEE
/00 -
7S -
S0
as
8o-gr 9/-g,..4 83h33 83t1r Sit4s•
*Green Thumb - 588 hours
-- 24 -
I I I I I I 1 1 1 I I I I I I I I I I
PLANNING & DEVELOPMENT: 2.2_
e_A;,L_" .�: = F-_cc,N^.,, 1SSJEs.) t' M,r�'fcG `TOTAL. FO L1C- ME.E.nr-lb HoL.) ,
I4C - 3`10
t 3,-i - 360 .
i2 . - -
/ ?2,0
i 1 i- - 2.7o •
1V• - 2140-
lCti - i 2_10 -
`c - / 180 -
R` /- t50 -
.76‘Ni
71,120 F•n1P1 =:11P:. R219?) ezic�c, 191 Fn181 .1182 218-3 831PL4
FI:X:AL `(EAR FISCAL `(EAR
blic- f. .--; -_xvc-SIL, / $ I;c cC) AS;SSs D VALUE TDTAL- RE.`1Ei L fir DIRECT Ex P.pNDtTuRi.3
$ C, 1{: _ $25o,cro
yi - 24010M • j
'). tit • -00,n,;,0• / `\
• 22.0 DOC\ •. / \
or ' • EX PEN c\;)RES
21clOOO- , REVENU _
33 '.10,000.. i
lam' ,% ` -.
It: =: 1 8 (FTL X2.(8? z:?;`.1P'. -79(�-y7. r ',''i ' 11,(16-e.. ''-14E33 804
F5cA'L, 'f F._AR F=If.CAL. 1FAQ.
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1 i 1 i 1 1 1 1 1 i i i 1 i i i 1 i 1
r
CITY OF rIGARD, OREGON DETAIL DEPARTMENT: PLANNING & DEVELOPMENT
1984 PERFORMANCE REPORT UNIT: BUILDING C. CODES ENFORCEMENT (2. 2 . 2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83-84 84-85
No. of unit employees (EYE) (4. 25) (4 . 25) (3) (2.25) (4)
Unit budget allocation $104,265 $113,026 $109,665 $76,627
Business tax $20,000 $20,000 $20,000 $20,000 $20,000
Building revenues generated :
Plumbing and heating 27,271 23,739 30,865 28,800 $40,000
Building permits 130,363 100,710 137,989 120,000 170,000
Total building revenues $157,634 $124,449 $168,854 $148,800 $210,000
Building revenues as % of budget expenditures 170% 128% 172% 220%
% unit budget of department budget 57% 62% 46% 37%
% of total City budget 2. 3% 2. 3% 2 , 1% 1 . 4%
Residential Permits - New 228 198 183 202
Single Family Units 190
Permits/Multi-Family Units 30/500
Duplex Units 2
Residential Permits - Remodel 60 56 71 50 55
Total Residential permits 288 254 254 252 277
Commercial Permits - New 36 14 15 17 50
Commercial Permits - Remodel 92 119 74 46 95
Total Commercial Permits 128 133 89 63 145
Total building permits issued 416 387 343 315 422
Total building permits issued per employee 97.9 91 . 1 114 .3 140.0 105.0
Estimated construction value $29,310,997 $19,725, 140 $17,614,830 $21, 823,334 $37,000,000
Sewer inspections 485 465 227 202 230
Sign permits 108 94 67 46 65
Business tax certificates 1,218 1,425 1,363 1,500 1,500
Code Enforcement
TOTAL RESIDENTIAL PERMITS TOTAL COMMERCIAL PERMITS TOTAL BUILDING PERMITS ISSUED PER EMPLOYEE
300. 150. 150. 140.0
184 �6 8 136
254 254 252 I i 128 . 133
240. i I I 120. 1 120. .. 114.3
97.9
90. . 90. .. 89 90. . 88.4 9 1 . 1
I
120. .. 1 80 . .. NI 3 80. _
a0. _ � 30. .. 30. _
0. ! 0. 0.
79-80 80-81 81-82 82-83 83-84 79-80 80-81 81-82 82-83 83-84 79-80 80-81 81-82 82-83 83-84 - 26 -
I I I I 1 1 I 1 1 1 1 I 1 1 1 1 1 1 1
r i
O1TY OF TIGARD, OREGON DETAIL DEPARTMENT: COMMUNITY DEVELOPMENT
1994 PERFORMANCE REPOR', UNIT: PLANNING (2, 2.3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 80--81 81-82 82-83 83-84 84-85
No. of unit employees (FTE) (2. 5) (2.25) (2.0) (2.0)
Unit budget allocation $45,252 $56,290 $72,436 $67,509
Planning revenues generated :
Subdivision Application Fee $5,245 2,970 $14,084 $10,000
Zoning Adjustments $23 , 278 $14,589 $15,488 $20,000
Total planning revenues $28,523 $17,559 $29,572 $30,000
Planning revenues as % of budget expenditures 63% 31% 41% 44%
% unit budget of department budget 25% 31% 30% 32%
% of total City budget 1 .0% 1 . 1% 1 . 4% 1 . 2%
Land Use Actions •
Variance 11 9 6 6 14
Subdivision 17 10 11 10 12
Annexation 13 . 23 6 7 10
Zone Changes 10 16 8 14 10
Conditional Use 17 27 5 5 5
Minor Land Partition 21 15 7 10 12
Site Design Review 32 30 25 20 24
Total Land Use Actions 121 130 68 72 87
Public Meetings '
City Council 14 15 17 17 1
Planning Commission 14 18 20 24 16
CCI N/A N/A 20 19 9
NPO N/A 48 81 45 45
Park Board 9 10 12 12 12
Total public meetings staffed 37 91 150 117 83
Total public meeting hours 93 22.8 375 293 250
Total staff hours per year 5,200 4,680 4,160 4, 160 4, 160
% time in office (non-meeting) 98 . 2% 95. 1% 91 .0% 93 .0% 94 .0
FY 1984-85 REVENUE ESTIMATE
Variance (14) $2,800 CPA (5 @ 650) $3,250
Subdivision (23 @ $300) 3 ,600 TU (12 @ $75) 900
Zone Change ( 10 @1 $400) 4 ,000 SL (6 @ $500) 3,000
Gond-Use (5 @ $300) 1, 500 HOP (16 @ $75) 1, 200
MLP (12 @ 225) 2,700 M (4 @ $100) 400
PD (6 @ $500) 3 ,000 'TOTAL $33,550
SDR (24 @ $300) 7,200
SUB-TOTAL $24, 800
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C17-Y 0= IIGORD, ORLGON DETAIL DEPARTMENT: COMMUNITY DEVELOPMENT
196" PEn OP",L)NCE REPOR1 UNIT: ENGINEERING (2 .2.4)
FY FY FY FY FY
WORK "+E.;SUREMENr INDICATORS 80-81 81-82 82-83 83-84 84-85
•
No. of unit employees (ETE) (4) (7) (6) (7) . (3 .5)
Unit budget allocation $199,665 $337,455 $347,799 $409,692 $308,000
% of department budget 19% 24% 24% 21%
% of unit budget derived from General Fund N/A N/A N/A 10. 8%
% of total City budget 4 . 4% 6. 7% 6.5% 7.3%
Land Use Applications reviewed/Hours worked N.A. 22/N. A. 20/N.A. 33/250 48/3000
Hours worked on Public Improvement projects N.A. 4,000 3,600 3,600 3,000
A . No. of Projects/Size
$0 - $25,000 (Ex : Street Opening Pemits) N.A. 20 27 19 40
$25,000 - $100,000 (Ex: 10-20 Lot Subud' s) N.A. 0 1 4 5
over $100,000 (Ex : over 20 Lot Subud' s) N.A. 12 6 8
TOTAL PROJECTS N.A. 21 30 29 53
Hours of public assistance/correspondence N.A. 1,000 1,240 1 ,000 700
Hours of Surveying 6 Mapping - G.I.S
development (Beg . late 83-84) N.A, 5,200 5,200 6,240 1,250
Hours of departmental/non-departmental
support (Eg street vacations; G. I P . ,
maintenance projects, Building Division Support) N.A. 1,220 1,120 1 ,300 1,500
Total miles of collector streets
center-line monumented 3 .5 4 .29 8.42 11 .38 17. 5
% of total collector streets center-line
monumented 12% 14% 28% 37% 58%
A continuing commitment over the past few years estalishing a field control network of survey coordinates and
subsequent computer aided base mapping, is expected to return major dividends in the future. As three key areas come
together, namely : the field control network, computer aided base mapping and development of the computerized Geographic
Information System. Cost and time savings for processing geographically located information (Eg. C.I.P. ' s, Comp. Plan
elements, maintenance activities and development projects) will become evident, greatly enhancing the attractiveness of the
Tigard area for future development. Currently 85% of the field control network is complete and work on the computer aided
base mapping has begun. Future progress on base mapping and G. I.S. development is heavily dependent on the outcome of the
Computer Master Plan.
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C QTY OF 1IGARD, OR :ON SUMMARY DEPARTMENT: POLICY & ADMINISTRATION
1984 PERFORMANCE REPORT UNIT: ALL
The Policy a- d 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 FIE in FY 84/85) and a declining % of the total City operating budget (from 8 .5% in Fy 79/80 to 3% in FY
84/85) . These figures are significant in light of a 33% 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 workloads, 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 MEASUREMEti1 INDICATORS 80-81 81-82 82-83 83-84 84-85
No . of employees (FIE) (2.5) (4 .0) (4 .0) (3 . 25) (3)
Department budget $79,205 $118,090 $154, 184 $237,028 $162,500
% of total City operating budget 6.5% 7.8% 4 .5% 3 .4% 3%
% of total City budget 1. 7% 2, 4% 2.9% 2. 4% 2.3%
No. of City Council meetings 50 39 50 44 51
Average hours per Council meeting 3 . 17 3 .37 4.0 4 3 .5
No . of Ordinances 114 105 115 68
No. of Resolutions 120 113 120 100
No . of Budget Committee meetings 10 11 11 12 12
No. of pages codified 100 167 210 490
No , of public meetings coordinated 83 12.7 195 177 185
Assessed valuation of property in City $466. 1M $628 . 8M $741 .6M $767. 5M $838M
Council , Board , and Committee members 73 103 112 114 122
Volunteer hours
Library & rl .y Hall (Inc . B & C) 2,085 1 ,610 1,961 8,418 .5 8,786
Police Rese-v;es •
3,231 3, 200 3,095 2,344 .5 2,530
Parks _N/A N/A N/A 968 1,300
Total volunteer hours 5,316 4,810 5,056 11, 731 .0 12,586
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1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
' t POLICY a ADMINISTRA7 )N• 3.0
c I ry- wig VoLuvrEEc Hou yes _
C:OtaN;rlt_ , BOP,RD, C-0tAN\Cr-EMEMBaERL
, :�i I .
13,000
2,000
tcf;•
;l,uGO MEMBERS �� •
1-�OU� IC,COO .15,
9,000 s
b0-
H,000
-
7,000
6,000
t5 -
B4O00
4,000 71 lEkO �lE\ S'ic2. F2J8 (F44 Pit2S
79/80 80/81 81182 82/83 83/84 84/85 FISCAL YEAR
# OF PUL\C. MEE:TtNGS C1b•ORUtwk-FED BUDGET AS 0fo OF -TOTAL
C,1T( GPt<RAMr-1 - BvD6ET
Zan _ too` -- r^f
ice' - 9010-
ttnc • &'`q
t4G • k
791Ed eollkl ;11g2. 8218? P> -91+ 81/g‘ '1180 8481 S:182- Sit25 bz 4 a479Q
Kl`- AL. Y EAR r tSCA L. YEAR.
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CITY OF TIGARD, OREGON DETAIL DEPARTMENT: POLICY 6, ADMINISTRATION
1984 PERFORMANCE REPORT UNIT: CITY COUNCIL (3 . 1)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 80-81 81-82 82-83 83-84 84-85
Unit budget allocation $9,683 $15,072 $24,069 $21, 317 $21,600
% of department budget 12% 13% 16% 14% 13%
% of total City budget 0. 2% 0. 3% 0.5% 0. 3% 0. 3%
No . of City Council meetings 50 39 50 44 51
Average hours per Council meetings 3 . 17 3 . 87 4 .0 4 3 . 5
No of pages codified 100 167 210 490
No. of Ordinances 114 105 115 68
No . of Resolutions 120 113 120 100
No. of Budget Committee meetings 10 11 11 12 . 12
TIGARD CITY COUNCIL MEETING ATTENDANCE - 1984 BUDGET COMMITTEE MEETING ATTENDANCE - FY 83-84
# Attended # Meetings % Attended . # Attended # Meetings % Attended
Cook 39 43 90% Cook 8 12 b7%
Brian 40 43 93% Brian 12 12 100%
Scheckla 40 43 93% Scheckla 5 12 41%
Scott 37 43 86% Scott 4 12 33%
Edin 18 25 72% Edin 4 4 100%
Duffy 6+2 Excused 12 67%
Edwards 11 12 91%
Evans 11 12 91%
Hoffman 9 12 /5%
Frezza 3 3 100%
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';rrY OF hIOARD, OREGON DETAIL DEPARTMENT: POLICY & ADMINISTRATION
1394 PERFORMANCE REP:'-w- UNIT: CITY ADMINISTRATION (3 . 2)
FY FY FY FY FY
..ORk MEASUREMENT IND C `ORS 80-81 81-82 82-83 83 -84 84-85
No . of employees (FIE) (2 .5) (4 .0) (4 ,0) (3 . 25) (3)
% of total City staff3 .8% 5. 1% 5.3% 4 .0% 3%
Total City staff (FIE) (66) (78.5) (75) (81 .5) 78
No. of unit employees per population 1 :6,040 1 :4,375 1 :4,591 1:6,000 1:6,666
Department budget $69,522 $103,018 $130,115 $133 ,953 $140,900
% of department budget 88% 87% 84%
% of total City budget 1 . 5% 2. 1% 2,4%
Assessed valuation of property within City $466 . 1M $628 .8M $741 .6M $767.5M $838M
Size of City in square miles 6 .6 7.6 8. 1 8.4 8 .5
Population of City 15,500 17,000 17,500 18,500 19,500
No. of City Council meetings 50 39 50 44 51
No . of Budget Committee meetings 10 11 11 12 12
Average hours per Council meeting 3 . 17 • 3 .87 4.0 4 3 .5
No. of pages codified 100 167 210 490
No . of public meetings coordinated 83 127 195 1/7 185
No . of community newsletter issues per year 0 6 11 10 6
Council , Board, and Crjimittee Members 73 103 112 114 122
Volunteer hours :
Library 2,085 1,610 1,961 8,418 .5 8,786
Police Reserves 3 ,231 3,200 3,095 2,344 .5 2,530
Parks N/A N/A N/A 968 1,300
Total volunteer hours 5,316 4,810 5,056 11,731 .0 12,586
No. of MACC Board meetings 12 12 14 18 14
No. of Area Managers meetings 4 6 6 12 12
No . of Urban Services Study meetings -0- 4 10 12 8
Meetings Attended 16 22 30 42 34
Hours systems reviews & special studies 1,000 5,000 5,000 3,500 2,500
Civic Center hours 1, 800
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CI-iY OF FIGARD, OR'-1; 1% SUMMARY DEPARTMENT: GENERAL GOVERNMENT
1984 PERFORMANCE PEORT UNIT: CITY ATTORNEY
NARRATIVE:
The City Attorney ' s office provides legal services in four functional areas : Administration, Council, Municipal Court
and litigation. The services to the Administration program range from the preparation of contracts and agreements to the
preparation of ordinances . The services to the Council involve reviewing all agenda items, attending council meetings and
providing legal advice . The City Attorney ' s office acts as the City prosecutor at Municipal Court . In addition, the
office litigates and defends matters which are not handled by the City' s insurance carrier.
The work can 'oe classified into three major areas : preventative law activities, negotiation and litigation and
projects .
PREVENTATIVE LAW ACTIVITIES:
These activities involve the drafting and adoption of procedures ordinances, updating of ordinances to reflect court
decision and chances made by the Legislature and educational programs . Proper procedures reduce the need for legal review,
create a more efficientJlevel of services, and reduce the opportunities for legal challenges . Updating the ordinances to
reflect court decisions and legislative changes is necessary to preventative law. Educational programs for staff, planning
commissioners and _ .uncilors assists the key persons in the operation of the city to identify legal issues and avoid legal
problems :
Procedures Educational Programs
Purchasing 0-d:^an,e and Rules Council Workshops: Tort, Civil Rights and
Personal Services Contract Form Anti-Trust Liability and Defamation Cases
Public Works project Bid - Contract Packet Planning Commission Workshops
Street Vacat.or Procedures - Ordinance & Forms Role of the Planning Commissioner in the
Deed - Dedication Forms and Procedures Hearings Process
LID Ordinance Findings of Fact
Ordinance Updates Staff Workshops
Revisions to Tigard Criminal Code to reflect Tort Liability
court decisions and legislative changes Civil Rights Liability
Anti-Trust Liability
PROJECTS.
These activities involve the drafting and review of legal documents such as contracts, leases, dedication agreements
and easements . It also includes the preparation and review of election materials such as ballot titles, and it includes
legal research on current city issues such as personnel problems:
Tax Levy Ballot Measures Construction Contract - Civic Center
Labor Relationst Personnel Rules
Foreclosure Ordinance Dartmouth LID
Benefits Study Implementation Durham Road - No Trucks Issue
Criminal Code Update Crow Lease - Extensions
MJni Court C:difcations, Order, Fines & Fees District and Justice Court Options
Charter, E1_e__:ons and Officers Update Codes Enforcement
Merit/Incent:c.cs System LID Policy and Ordinance
Computer Master plan Acceptance of Public Improvements & Dedications
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NELO)TIATION AND LITIGATION:
Negotiation transcends many areas ranging from Municipal Court diversion agreements to condemnation cases . Litigation
is viewed as a last resort. The City Attorney' s office is presently handling a number of litigation cases:
Planning Matters Litigation
LCDC Acknowledgment - Hearing Martin v . City of Tigard: Dartmouth LID
Smith v . City of Tigard City of Tigard v . Gage: 72nd LID
Municipal Court City of Tigard v. Killian: 72nd LID
Prosecution of Code Violations City of Tigard v . Whitlatch: 72nd LID
Misdemeanors
Traffic Code Violations Unfair Labor Practices Complaint
Zoning Code Violations TPOA v. City of Tigard
Tigard Municipal Court
Advises Court Clerk Enforcement of Improvement Bonds
Conducts Pretrial Negotiations City of Tigard v. Northwest Underground
Plea Bargaining City of Tigard v . James W. Brayson, Builder
Diversion Agreements
District Court Trials
Standard Trials
Sentencing Trials
Bail hearings
80-81 81-82 82-83 83-84 84-85
$ Council
$ Administration
$ Municipal Court
$ Negotiation 6 Litigation
$ City Attorney
$ LID Projects
$ Other Projects `s
$ Legal Services
Total Budget
•
City Attorney % Budget
- 34 -