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C3 ANNUAL PERFORMANCE REPORT:
A FIVE-YEAR REVIEW FROM FY 81/82-85/86
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25 YEARS OF SERVICE 1961-1986
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ANNUAL PERFORMANCE REPORT
and SERVICE LEVEL PRIORITIES
CITY OF TIGARD, OREGON
FOR FISCAL YEAR 1984/85 and
PROJECTED FOR FISCAL YEAR 1985/86
CITY COUNCIL:
John E. Cook, Mayor
Gerald Edwards, Councilor Tom Brian, Councilor
CITY STAFF:
R. W. Jean, City Administrator
Bob Adams, Police Chief Irene Ertell, Librarian
Jerri Widner, Finance Dir. Bill Monahan, Dir. of
Community Development
q. -t4a � � JANUARY, 1986
s,
,-. i-.--- t- - a.---
STATE OF THE CITY
The year 1986 marks the Silver Anniversary of the City of Tigard, our 25th year as a City . To start, I have just
appointed a committee of citizens to work with the City Council to plan for the dedication of the Civic Center and to
help plan an appropriate celebration in Tigard' s 25th birthday year. Plans will be announced soon for other historic
and community events to take place this year. It is appropriate to review the year just past as we look forward to
the year ahead.
As in 1984, the year 1985 again brought changes to the City of Tigard. In the last several months two councilors
submitted resignations . In November, Phil Edin resigned and has moved to Newberg. In December, Ima Scott submitted
her resignation effective January 15, 1986, when she will be moving to Houston, Texas. Councilor Edin has served 18
months on the Council while Councilor Scott has served 3 years. Both of these vacancies will be filled at the March
25, election.
Two executive Staff changes also occured in 1985. Frank Currie, City Engineer/Deputy Community Development Director,
left the City to take the Public Works Director position in Auburn, Washington. Frank had been with the City of
Tigard for 6 years. In December, Robert Adams, Chief of Police, announced his retirement effective in January, 1986.
Bob has been with the City for over 16 years. Recruitment for these two key staff positions is underway.
In June, groundbreaking took place for the new Civic Center. This is an event that many citizens and the Staff have
been looking forward to for some time. I have been looking forward to the new Civic Center for about 15 years. One
of several sites looked at 15 years ago was very close to the present site on Hall Boulevard that was finally
selected. The finished product will be something all citizens of Tigard can be proud of. We look forward to a spring
dedication and I invite all citizens of Tigard to participate in those festivities.
1985 has been another year for increased citizen participation in Tigard. volunteerism has again shown an increase.
I thank all of you who helped your City in any way during the past year. Without volunteers many things would not
have happened this year. I would like to single out one group of volunteers who have put in long hours during the
past year. This is the Civic Center Committee who have helped select the architect and contractor as well as helped
develop the plans for the Civic Center. We appreciate your dedication. I would also like to commend an individual
community volunteer. In September, Howard Williams, owner of Howards on Scholls, was given the Volunteer of the Year
Award. Howard' s volunteerism extends beyond the City of Tigard and has touched numerous people and orginizations.
Looking ahead, 1986 will not be a quiet year for Tigard. The City Council will continue meeting with the Beaverton
Council to resolve our mutal concerns. I would like to extend these meetings to include our neighbor to the
southeast, Tualatin. We will conclude our study of the Metzger/Washington Square area and work with that community on
annexation. The Transportation Committee and the City Council will bring forth programs for road improvements. The
Park Board will recommend a proposed recreation program for the City as well as improvement of park lands and
increased maintenance. The new Utilities and Franchise Committee has been given the task of studying utility and
franchise programs and rates for the City . The Library Board, along with the entire City Staff, will be preparing for
the move into the new Library and City offices. The Planning Commission will be administering and reviewing the newly
approved Comprehensive Plan. The Economic Development Committee will continue to bring forth plans to improve the
economic condition of the City focusing this year on the Downtown in particular. The Neighborhood Crime Watch
ii
Committee will continue to try to expand and encourage more active neighborhood participation in their program. The
Budget Committee has perhaps the major task ahead. That is to recommend to the voters of Tigard either a reasonable
new tax base or a series of levies to obtain adequate funding to maintain City services.
I would also like to see increased activity of the current Neighborhood Planning Orgainizations and the reactivation
of those N.P.O. 's. that have become inactive. I realize that we now have an adopted Comprehensive Plan that has been
the major thrust of the N.P.O. ' s over the past years, but citizen involvement in the neighborhoods beyond just
planning issues is an ongoing important part of our government. The above list is just a brief summary of tasks that
can be completed with the continued cooperation of the citizens of the community acting as advisors to the City
Council. The dedication of these volunteers is deeply appreciated.
The City recently conducted a community survey which produced an above average rate of return. The major concerns of
those returning the survey seemed to focus on the condition of roads and traffic. Other concerns mentioned often were
lack of park maintenance and understaffed police. The results of this survey will be used by our Staff, Committees,
and the Council to adjust services and plan ahead. We appreciate the answers given to us by those who took time to
return the survey. The most frequently asked question was "If the population has increased, why have tax revenues not
increased proportionately?" Under Oregon Tax law increased assessed valuation and population only reduce the tax rate
individual citizens pay. The voter approves a tax base total dollar amount to be collected, not a tax rate to be
multiplied against assessed values. For example, if the voters approve a $1 million tax base and the assessed
valuation of the City is $1 billion, then the tax rate is $1 per thousand of assessed valuation. If the assessed
value doubles to $2 billion, the tax payer then pays only 50¢ per thousand of assessed value. Most people think the
City taxes collected double. Not so. Still confused -- so are most tax payers — it is one of the most difficult
issues of taxation to understand. It just simply means you, the voter, are an important part of the local government
process in Oregon. Informed votes are essential or our government systems will fall apart, there are no automatic
safety valves, just the voter.
Despite an increase in the past five years of 33% in population and about 20% increase in inflation, the city tax
payer has continued to pay the lowest tax rate for cities over 5,000 in the state. Contrary to common belief,
increased population and increased assessed valuation does not increase the City's tax base dollars, it only lowers
everyone' s tax rate. Increased productivity has been the key to the City providing services at current levels without
new taxes for six years! Most City services have been prioritized and in that way we have been able to maintain
essential, although reduced services. If the citizens of Tigard want to maintain current City services near the level
of services provided just a few years ago, the voters of Tigard must approve some new taxes. We must realize that the
City cannot provide services on a tax base passed 6 years ago that was only to provide sufficient funds for three
years. The Council now must now be given a reasonable tax base or special levy to work for the community's future.
We cannot continue to expect any more for less. We must provide reasonable funds to produce expected results.
In conclusion, I urge the citizens of Tigard to continue to volunteer their time and talents to study the issues, then
express their ideas to the Council. I would like to see all of us work together to keep Tigard Terrific!
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 S
Finance and Services 13
Library 17
Community Development 19
Policy and Administration 29
City Attorney 33
SERVICE LEVEL PRIORITIES
Police 35
Finance and Services 51
Library 58
Community Development 64
Policy and Administration 73
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
CITY OF TIGARD
ANNUAL PERFORMANCE REPORT
JANUARY, 1986
EXECUTIVE REPORT
The entire City Staff and I are pleased and proud to present this Annual Report for Fiscal Year 1984-85, and a
progress review for the current Fiscal Year 1985-86. The report covers the City' s considerable efforts and
accomplishments over the last five very difficult years from Fiscal Year 1981-82 to now. The Annual Performance
Report is a part of the City' s three-part audit system: Fiscal Audit, Performance Audit, and the Annual Performance
Report. From these we can cross check on ourselves and objectively evaluate our progress on key issues. This report
is also particularly significant to me, since it happens to cover the last five Fiscal Years that I have served as
your City Administrator.
If 1979 and 1980 can be viewed as peak years for Tigard' s economy and community in general, then the recession years
that followed from 1981-1984 were deep valleys. It is typical of the character of the Tigard community and City staff
that not even deep economic recession could stop our progress. It can be said that, in fact, the recession may have
been good for our community in the long run. The adjustments in community expectations of City services have made us
more self-reliant as a community and more efficient as a City government. We can be proud of our accomplishments
these last several years and can look forward to the future with confidence in ourselves and our community . As we
enter the City's 25th year of service to the Tigard Community, we are building on a solid base.
FIVE YEAR REVIEW
Over the last five years, the City's population has grown from about 15,000 to over 20,000 — UP 33%. Inflation,
slowed in recent years, is still UP 23% in the report period. The cumulative effect of a 33% population increase and
a 23% inflation in basic costs could have easily driven up proportional increases in the City's budget of 56%! In
fact, the City' s operating budget increased only at a THIRD that rate, up just 18%! During a period of population and
inflation growth averaging over 11% per year, the City's operating budget grew at less than 4% a year!
Ironically, while Tigard continued to grow even during the worst of the recession, the number of jobs in the area
declined and unemployment rose. The City's Assessed Value grew 76%, from $562 million in 1980-81 to $926 million this
year. But increased Assessed Value doesn't increase City revenues, instead it decreases individual taxes paid per
household, which is what taxpayers wanted. While the average individual household income remained constant, for many
it actually declined. So while population and inflation drove up the demand and costs for City services, the City
could not respond in the traditional manner through increases taxes. Instead, the Council directed the City to
respond by focusing on three areas: Economic Development, Community Involvement, and improved Efficiency in City
Services.
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1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
ECONOMIC DEVELOPMENT
Jobs and area employment became the City' s top priority. Developing the City' s first City-wide Comprehensive Land Use
Plan was a major accomplishment by staff and the community together — culminating in acknowledgment this year by the
State Land Conservation and Development Commission. Voters, leery of anything even remotely sounding of taxes,
rejected the City' s efforts at Downtown Revitalization through the Tigard Urban Renewal Agency and tax increment
finance. Yet community surveys showed that there was continued support for other economic development efforts. The
Tigard Economic Development Committee was started, and has now adopted an Overall Economic Development Framework Plan
targeted on four areas:
o Northwest Tigard along Cascade Way is planned as a light industrial area with commercial uses at each end.
The Koll Company is now expanding in this area and Levitz Furniture will soon operate from the former
Portland Chain Building relocated to a more appropriate heavy industry zone in the area.
o 72nd Avenue was opened up to new industrial park uses following the City' s road Local Improvement District
and State Highway improvements in the area. Pac Trust's Oregon Business Parks I-III are booming. Southern
Pacific and neighboring properties between I-5 and 72nd are now planning similar light industry business
parks.
o Tigard Triangle, some of the most prime commercial/office/professional land in the Portland area, has until
recently been landlocked between I-5, Highway 217 and Pacific Highway. Since annexation to the City in 1980,
the 72nd/217 interchange has been improved, bids are now out to connect 68th Parkway to Pacific, the Haines
Road full interchange to I-5 is almost complete, and the Dartmouth Avenue extension to Pacific should be
underway this year. These transportation access problems solved, the Tigard Triangle should move easily
towards its economic development potential.
o Downtown Tigard is currently the focus of the City' s Economic Development Committee. A small but determined
group of Main Street merchants are working closely with City Staff to coordinate their private efforts with
the City' s capital improvements program. Anchored on the south by Downtown Fanno Creek Park, the southeast
by the new Civic Center and future Water District Offices and Main street on the west, the plan is to
eventually fill in with businesses and offices to the northeast towards Hall Boulevard.
These economic development strategies are working, and should continue to be effective in the years ahead.
Commercial/Industrial construction investments have grown by almost $29 million these last five years. This year' s
commercial/industrial construction should be back to almost 90% of our all time high in 1980. Meanwhile, with more
jobs available throughout the area and with high quality residential neighborhoods available, over 5,000 people chose
to move into the City of Tigard since 1981. Residential construction has totaled over $74 million these last five
years, and this year's construction should reach 70% of the 1979 peak. Tigard is and continues to be a good place for
business to invest and for people to live. As we enter our 25th year as a City, our community's assessed value should
top the $1 Billion mark —. a stable economic base for a very liveable community!
2
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COMMUNITY INVOLVEMENT
The community responded to the Councils' call for increased citizen involvement and help. Volunteerism and service on
City Boards and Committees increased from 4,800 to almost 14,000 hours annually these last five years. Major
committees increased from 11 to 15 and numerous special task force committees were used. Direct service volunteerism
also increased in Parks, Library and Police Reserves programs. This last year alone, significant progress has
occurred:
o The Transportation Committee has reviewed regional and local plans, is now preparing our first Transportation
Public Facilities Plan and will then update our Streets Capital Improvements Plan. As mentioned earlier,
Transportation and Street improvements are essential to our continued economic health and community
liveability .
o The newly created Utilities and Franchises Committee as begun to review trash recycling opportunities,
garbage collection rates, and will next look at our own City sewer and storm drainage utility programs.
o Last year the City Parks and Recreation Board, with Council support, began to take a serious look at
community recreation programs and to survey community opinion about the City' s role in this area. Parks
maintenance and basic City Recreation programs were one of the few areas where voters said they would support
new taxes. The Board is now finishing its proposal for a real Parks AND Recreation program for Tigard.
These volunteer hours, in direct service and on City committees, have saved the City thousands of dollars in
consultant fees and, in many areas, often given us a better product. More than anything, it is the blending of staff
support, limited use of outside consultants when needed, City Council, and alot of citizen involvement that has
allowed us to weather the economic hard times and still advance.
Perhaps nothing can better symbolize this blending of citizen, City Council, professional consultants, and Staff
efforts than our new Civic Center. After a series of four separate citizen committee efforts, each building upon the
accomplishment of the other, with help from architects, staff, and Council — the Civic Center was approved by more
than a 6O% Yes vote, the largest margin of approval ever for any Tigard measure! It is appropriate that we will
celebrate our 25th year as a City with the dedication of our new Civic Center for Police, Library, City Hall and, of
course, the Town Hall community meeting room.
3
I I I I I I I I I I I I I I I I I I
In doing for more citizens with proportionately less budget, it was essential that City staff get the most out of
every dollar and every hour. Reorganization reduced us from six to four departments, resulting in efficiencies from
better internal communications and reduced departmental overhead. City-wide overhead from Council and Administration
was cut in half, reduced from about 8% to less than 4% of the Operating Budget. Reduced Federal Grants and the loss
next year of Federal Revenue Sharing, were met by better use of existing resources through better management,
appropriate technology and equipment, and, mostly, through employee involvement. City-wide this Report shows our
improved City operations:
o The 1981-82 Adopted Operating Budget was $3 .7 million. If adjusted for equivalent population and inflation,
that same Budget would be $5.5 million today. Our current Operating Budget is $4.4 million, over $1.1
million less!
o In 1981-82, there were 80 City employees for 15,500 residents, by 1984-85, after layoffs and rehires, 80
employees were then serving 19,500 citizens — a 25% improvement in citizens served per staff.
Improved productivity alone has not, however, been enough to keep up with population and inflation. City services in
each department have been prioritized and selective service level cut-backs have been implemented in all departments.
In 1981-82, the County-wide average service level for every City program was studied by Portland State University.
P.S.U. found Tigard to be significantly lower in cost in all categories than the County-wide averages, yet similar in
service delivery. This County-wide average we benchmarked as Service Level IV. Our basic 1981-82 services we labeled
Level III. Since then we have cut back to Limited Services Level II and these last two years have operated at the
minimum service or Core Level I in many areas specifically:
o Police: The case load per Police Officer has increased 41% from 642 to 1,007 cases. Discretionary
neighborhood patrol time has been reduced three fold, from 42% of the shift to just 14%! Yet emergency
response times and apprehension rate have held relatively high!
o Library: Hours have been cut by as much as 54%, from a high in 1981-82 of 48 hours per week to a low in 1984
of 22 hours per week. Meanwhile, more and more citizens have continued to check out more books, despite
limited hours, up 10% in circulation from 109,000 in 1981-82 to 120,000 this year.
o Finance and Services: The number of daily citizen calls and walk-ins per day has doubled. Utility billings
are up 16%. Court citations are up 67%. Yet department staffing is up only 12%!
o Community Development: Public Works, because of its dedicated street fund and sewer utility revenues, has
been the most stable area of City operations. Building, Planning, and Engineering programs rise and fall
with permit revenues from development activities. Overall the entire department has sustained 20-25%
productivity improvements.
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CONCLUSION
In Conclusion, City programs are far more efficient than just a few years ago, and we will continue to find new ways
to do what we do even better. Citizen involvement has had and will continue to have a major impact on controlling
cost and improving community quality of life. Our economy is showing renewed vitality in both new and old areas of
town. Of all of this we can be very proud.
But, we must also face reality. There are limits on how much more productivity can be found, on how much time
citizens are willing to give, and on how much even a strong economy can overcome. Unless we are prepared to whittle
down our essential City services even further, we must determine and get voter approval for an adequate Tax Base to
maintain needed City services.
When I took the job as Tigard's City Administrator in 1981, I was told to try and make the 1980 Tax Base approved for
14,000 citizens make do for a few years, say to 17,000 or even 18,000 citizens . It will have been over six years and
21,000 citizens before our next tax base adjustment can occur in 1986-87. Tigard has done for more with less, but
from here on out, we run the risk of jeopardizing our economy and community liveability. If we don't get an adequate
Tax Base for the years ahead we' ll simply be doing less with less.
So, while we are proud of the City' s and the community' s progress these last few years, we remain concerned about the
fiscal uncertainty ahead. I am confident that the voters will recognize our improvements at City Hall and will see to
it that we have adequate resources to maintain City services. "Twenty-Five Years of Service" is not just this year's
slogan, its a promise, one fulfilled these last years and another for the years ahead.
Bob Jean, City Administrator
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TOTAL CITY EMPLOYEES 15,500 - 20,500
POPULATION HIGH STAFF: POP. SERVICE LEVEL RATIO
100. 22000. - : 200 I V • • T
80. _ . ' ; .r-.--1--------.---. - - . 20600. _ . ' + 33% • ; 210 - - ; ;
60. ; , 19200. 220 - : ; ;
. . : . ; : : : . II : : :
40. _ _ ; ; 12800. 230 -
CD, o' o; o o: o:
• o - o o; o o, I
20. ._ . ' . 16400. _ ,,: �; Lr)' `.'
`�._ . . . a 240 - tip ; ;
tn. n. n. OD• p,. O• cv
.-•f N1 ch C. tet. �.
cv
o' LB uc)' al; o, rn FY MID-YEAR ESTIMATES..: r+ -: •, cm :.
0. ao' 15000. .,
81/82A 81/82 82/83 83/84 84/85 85/86 80/81 81/82 82/83 83/84 84/85 85/86 LOW 81/82A 81/82 82/83 83/84 84/85 85/86
COMPARATIVE OPERATING BUDGETS 10. POLICY & ADMINISTRATION OVERHEAD % SERVICE LEVELS OF MAJOR PROGRAMS
10. .
• : ; : : : ' ' : ' : : : : :
in O. - -: , , , , III _ • ,��
$aseline Budget (Inflation op} z :Cormnunity beve;loproent:
CD CU
Actual;Operatjng Budget' 0 2ae : : ; El
o1t— S�
81/82A 81/82 82/83 83/84 84/85 85/86 80/81 81/82 82/83 83/84 84/85 85/86 81/82A 81/82 82/83 83/84 84/85 85/86
6
1 i 1 1 1 i i 1 1 1 1 1 1 1 1 1 1 1 1
15,500 - 20,500 OPERATING BUDGET
INFLATION s. — — — r - —
POPULATION no. -
22000. ; + 18%
: : + 23% : :
• ; • 314. 4.
20600. - * 33x �
- t , �4
------',/
---- -'
19200. _ _ , 298. ,
4% ' o
: +2%z 282. ; , ; ; . . i2. -. ; ; ; ; ;
12800. , a +3% :cc
. a •268. _ . ; ,
16400. _ . _: , , . .
+9% • O.
15000.
FV MID-YEAR ..ESTIMATES..: zso. 81/82A 81/82 82/83 83/84 84/85 85/86
80/81 81/82 82/83 83/84 84/85 85/86 80/81 81/82 82/83 83/84 84/85 85/86
zo. COMMERCIAL CONSTRUCTION so RESIDENTIAL CONSTRUCTION ASSESSED VALUE
1000. � __ r_---__T_---
* • ---- 24.t_ _ : 860. _ . ' ; ; ; . • - -
/ _1 18. _ _ ; ; . ..i, '- 720. _ _ .: '/,� ; ;
4..4 ./ . + 76%: ,
4. _ . ; . - . /_ . . . 6. _ . , _- 440. ; .
300. '
O.
80/81 81/82 82/83 83/84 84/85 85/86 O.
80/81 81/82 82/83 83/84 84/85 85/86 80/81 81/82 82/83 83/84 84/85 85/86
* FY 79/80 Record High * FY 78/79 Record High JULY 1 AT START OF FY...
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CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: POLICE (1.1)
1985 PERFORMANCE REPORT UNIT: ALL
Police operations are designed to ensure public safety within the City . This requires 24-hour patrols, traffic
enforcement, investigations, dispatching, and support services. These services have been maintained over the past 4 years
at a professional level, despite steadily increasing case loads per officer (+41%) and dispatcher (+26%); increasing
service population (+20%) . During this same time the work force has remained static with ever increasing service demands.
COUNCIL GOALS:
o Target Burglary and Theft o Coordinate new police building development with Civic Center Committee
o Reduce Emergency Response Times o Institute and coordinate Neighborhood Watch Steering Committee Volunteers
o Place more emphasis on Part II Crimes
The department has maintained cutbacks in service delivery on discretionary priority 2 and 3 as well as traffic
priority 3 calls, however as time allows these are responded to. As a result, emergency response time is being maintained
at 4 to 4 1/2 minutes and the Part II case clearances per officer increased by 14.7.
With the anticipated growth expected in the city, both residentially and commercially, in order to maintain the City
Council goals and current service delivery to the citizens of the City the present work force will need to increase also.
ROBERT ADAMS, POLICE CHIEF
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of department employees (FTE) (29) (29) (29) (29) (31)
No. of police officers per population 1: 772 1:806 1:841 1:886 1:812
Population served (Jan. FY) 17,000 17,750 18,500 19,500 20,500
Department budget $955,789 $1,034,428 $1,130,715 $1,128,102 $1,363,032
% of department budget from General Fund 96% 97% 99% 99% 94%
% of total General Fund 45% 46% 48% 48% 53%
% of total City budget 21% 21% 19% 19% 11%
Per capita budget expenditures $56.22 $58.20 $67. 12 $63 ,49 $69.90
State average per capita costs $72.08 $75.43 $79.84 $78.23 $80.07
(Cities with pop. 10,000-24,999)
Case Load per sworn officer (patrol) 642 716 844 906 1007
Cases received (investigations) 1567 1682 1669 1799 1850
Card load per dispatcher 4871 5309 5933 6135 6666
Average calls per day 200 250 225 250 260
Emergency response time 4 min. 6 min. 4.5 min. 4.5 min. 4.5 min.
Part I offenses clearance/officer 18.02 22.5 21 .3 21.8 23 .5
Part II offenses clearance/officer 26.23 20.96 28.0 42.7 43 .0
% discretionary patrol time 42. 1% 32. 1% 22.6% 14.4% 14%
% obligated patrol time 57.9% 67.9% 77.4% 85.6% 86%
Size of City in square miles 8. 1 8.4 8.5 8.5 8.7
Police Reserves annual hours worked 3095 3083 2345.5 2528 2400
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I
1 1 1 ! 1 1 1 1 1 _ 1 1 i 1 1 1 1 i 1 1
i000. EMPLOYEE/POP. 100. % DISCRETIONARY TIME
:
800. _ 80. ; : - . .
a00. _ 80. — . 4 ; - - .
40. '
400. _ - - , - - , - .
'
20.
200. _ , - , _ - .
O. O.
1981 1982 1983 1984 1985 1981 1982 1983 1984 1985
100. _ % OF G TOTAL NERAL LUND BUDGET EXPENDITURES PER CAPITA
ioo. .
80. _ . ; ; ; - - 80. _ State Average .
. _,r" . .
City of-T;-gard
40. _ _ . • - - •
1 40. , _ . .
20. ; ; • - 20. _ _
0. : ;
0.
1981 1982 1983 1984 1985 1981 1982 1983 1984 1985
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CITY OF TIGARD, OREGON DETAIL DEPARTMENT: POLICE
1985 PERFORMANCE REPORT UNIT: PATROL (1. 1.2)
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
Part I Offenses 1,223 1,212 1,122 1,198 1,148
Par II Offenses 775 781 803 859 873
Non-Criminal Complaints 5,555 6,195 7,133 7,210 7,999
Traffic Accidents 365 405 410 344 367
Traffic Enforcement 2,377 2,870 4,041 4,889 5,721
Case Load Per Officer 643 716 844 906 1,007
Number of Sworn 16 16 16 16 17.5
Officers to population ratio 1: 1093 1: 1147 1:1219 1: 1219 1:1142
Part I Clearance/officer 17.9 23 . 1 21.3 21.8 23 .5
Part II Clearance/officer 27.4 21 .7 28.0 42.7 43.0
Service Calls/Day 28.2 31.4 37.0 39.7 44.1
Population served 17,500 18,364 19,500 19,500 20,000
% discretionary patrol time 42.1% 32.1% 22.6 14.4 14.0%
% obligated patrol time 57.9% 67.9% 77.4 85.6 86.0%
With continued community growth the service demands have increased, thereby
increasing the obligated patrol time and decreasing the discretionary patrol
time. The increased service demands have caused the patrol division to
become more efficient in that more calls have to be answered, yet we are
CASELOAD PER OFFICER still exceeding our goals for part I and part II crime clearances. The 1984
1000. annual performance objective was 18.5 part I crimes cleared per officer, as
906 compared to 21.8 that was actually cleared per officer; while the 1984
844 annual performance objective for part II crime clearance was 24.6 crimes
800. _ cleared, we actually cleared 42.7 part II crimes per officer, as you can see
716 it far exceeds our expected goals.
631 643
800. The calls for service increased from 13,500 calls in FY 83/84 to 14,500
calls for service in FY 84/85, as is reflected above. The patrol division
is currently providing threshold level II services, as our PATROL DIVISION
400. _ staffing level is 1 police officer per every 1142 citizens, and to maintain
a service level II would require 1 police officer per every 1083 citizens.
200. _ 1 The patrol division traffic enforcement efforts are also reflective in the
1 reduction of traffic accidents, which are down 16. 1% from last year, as is
shown above. Not to mention the fact that we are starting into our 4th year
0, without a traffic fatality on a city street.
80/81 81/82 82/83 83/84 84/85
The police department still does not have the personnel to reinstate the
community education programs ie. crime prevention, safety town, school
programs and narcotics education, however with the additional 1.5 personnel
added in 85/86 FY, we will be able to maintain threshold level II service.
10
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: POLICE
1985 PERFORMANCE REPORT UNIT: INVESTIGATION (1. 1.3)
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
Cases Received 1,567 1,682 1,669 1,799 1,850
Cases Suspended 872 897 919 808 831
Cases Investigated 253 320 321 353 504
Case Load/Investigator 84.3 106.6 107 101 112
Part I Cleared 56 58 146 97 142
Part II Cleared 60 51 50 49 44
Total Part I & Part II Cleared 116 109 196 146 186
Percentage Cleared 45.8% 34.06% 62.0% 48% 56%
Investigators/1,000 Population 1:5833 1:6121 1:6500 1:5571 1:4445
Rape 5 1 4 2 2
Robbery 16 21 21 22 24
Larceny 39 48 68 66 80
Burglary 134 128 154 211 221
Homicide 1 1 1 1
INVESTIGATOR CASE LOAD
120. _ • ., - • • DIVISIONAL GOALS:•
-_____: o Target Burglary and Theft
90. _ _ ; o Maintain current case clearance level
o Maintain current case management level
60. ;
The Investigation Division consists of 3 .5 investigators, including the
supervisor, in fiscal year 84/85. The half time (1/2) position was the
30. _ . first staffing increase in this division since 1973. With regard to a
: : ; static work force within this division over the past several years and a
o. : growing community, attention is given only to high priority cases. This
81/82 82/83 83/84 84/85 division cleared 48% of the investigated cases, 6% above the division goal
INVESTIGATORS/1000 POP, of 42%. The part I crime clearance goal per investigator is 20.6; of this
0.3 class crime 27.7 were cleared per investigator, and of the part II crimes,
the clearance goal was 15 per investigator, actual cases cleared was 14 per
0.24 _ investigator one (1) under the stated performance objective.
198 This might at first indicate the department is doing a better job witt
o. 1s .. 171 163 150 179 j
less. However, as the number of cases increase, low priority cases receive
little attention. Regardless of the number of cases received only a certair
0. 12 - number of cases can be cleared with he given manpower.
0.06 _
0. _ 11
81/82 82/83 83/84 84/85 85/86
i i i 1 i i i i i 1 i i 1 i i 1 1 1 i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: POLICE
1985 PERFORMANCE REPORT UNIT: SUPPORT SERVICES (1. 1.4)
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
Part I & II Offenses 1,998 1,993 1,925 2,057 2,110
Non-Criminal Complaints 5,555 6,195 7,133 7,210 7,999
Traffic Contacts 2,742 3,275 4,451 5,233 6,087
Card Load per Dispatcher 4,871 5,309 5,933 6,135 6,666
Average Calls per Day 200 250 225 250 260
# of Dispatchers Per Total Population 1 :2533 1:2958 1:3083 1:3250 1:3525
# of Dispatchers Per 1000 Population .395 .338 .324 .308 .273
Due to increase in population since 1981, service demands have increased
greatly, as shown above. Dispatcher card load has increased 20.6%. Service
Os # OF DISPATCHERS PER 1000 POP. population increased 22. 1%. The aside graphs show number of dispatchers per
1000 population, and also the increase in number of master cards typed per
404 .395 dispatcher. There has been no increase in number of personnel in this
0.4 _ division for 10 years, yet with this static work force, the workload
.338 324 indicators per dispatcher keeps increasing dramatically.
0.3 _ .308
DIVISIONAL GOALS:
0.2 _ o Continue work on computer master plan to automate police records.
o Continue work with Central Dispatch committee.
o Continue tracking of Communications Center installation, and training on
0. 1 - new system.
o Update recruitment/training procedures for dispatch personnel.
0.
80/81 81/82 82/83 83/84 84/85 This Division manages the records system, report distribution, transcribing
of taped interviews and reports, dispatching, evidence and property, and
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
i0000. CARD LOAD PER DISPATCHER usually the first document in a police investigation. An average of 250
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
8000. _ 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
600o. _ non-criminal calls require an average of 3 cards. Traffic accidents need 6
cards per report, and finally, each traffic citation requires 1 master card
to be typed.
4000. _
* Average number of cards typed and filed.
2000. _
0.
12
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
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. The department includes accounting, City Recorder, records, word processing, office management,
personnel, purchasing, risk management, budget and municipal court.
The department continues to accommodate increasing work loads with an increase of only 1.5 FTE since fiscal year 82-83 .
JERRI WIDNER, FINANCE DIRECTOR
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
Estimate
No. of department employees (FTE) (8.5) (10.5) (11) (12.5) (13 .5)
Department budget allocation $230,669 $327,035 $408,905 $425,500 $461,023
% of department budget from General Fund N/A N/A 57% 51.7% 63.7%
% of total General Fund N/A N/A 10.4% 16.3% 10.2%
% of total City budget 4.6% 6.3% 7.6% 4.9% 3 .8%
No. of incoming telephone calls per day (Records Man. ) 124 156 230 304 308
No. of walk-in citizen contacts per day (Records Man. ) 68 73 78 101 102
Average hours per Council meetings (City Recorder) 3 .87 4.0 4.1 3. 1 3.5
L.I.D. Assessment billings (Accounting) 310 496 752 709 800
Average No. of work orders per month (Support Services) 50 64 104 94.75 104
CALLS PER DAY WALK-INS PER DAY WORK ORDERS PER MONTH
500. 150. 150.
400. _ 120. _ 120. _
300. _ 90. _ 90. _ -
200. _ 60. _ 80. _
100. _ 30. _
30. _
0. 0. 0.
81/82 82/83 83/84 84/85 85/86 81/82 82/83 83/84 84/85 85/86 81/82 82/83 83/84 84/85 85/86
13
i 1 i 1 1 I 1 1 i i 1 1 1 i 1 1 i i i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: FINANCE & SERVICES
1984 PERFORMANCE REPORT UNIT: ACCOUNTING (1.2.2)
The Accounting section of the Department has experienced a complete turnover of personnel in the last year. In spite of
this change, the section has continued its productivity and streamlining of systems.
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of Unit Employees (FTE) (2.75) (3 .5) (3.25) (3) (3)
Unit budget allocation $75,771 $110,065 $130,297 $162,500 $124,006
% of department budget 33% 33% 31% 36% 26.9%
% of total City budget 1 .5% 2. 1% 2.3% 1.7% 1%
Accounts Payable Checks • 3, 156 2,675 2,893 2,831 3,000
Payroll Checks 1,848 2, 190 2,740 2,496 2,750
Receipts 2,156 2,831 5,234 7,267 7,500
SewerStorm Drainage Billings 17,429 18,373 19,745 21,631 20,291
Assessment Billings 310 496 752 709 800
LID Projects $979,917 $2,205,450 $961,598 $492,000 $4,200,000
ACCOUNTS PAYABLE ASSESSMENT BILLINGS 5000000. LID PROJECTS
5000. 1000. _
4000. _ 800. _ 4000000. _
3000. _ 800. _ 3000000. _
2000. _ 400. - 2000000. _
1000. _
200. _ 1000000. _ ,
0. l I I
M - - _ - 0. 81/82 82/83 83/84 84/85 85/86
81/82 82/83 83/84 84/85 85/86 81/82 82/83 83/84 84/85 85/86
14
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: FINANCE & SERVICES
1984 PERFORMANCE REPORT UNIT: SUPPORT SERVICES (1.2.3)
Actual Projected
FY FY FY FY FY
WORK MEASUREMENT INDICATORS SECTION 81-82 82-83 83-84 84-85 85-86
No. of unit employees (FTE) 0 (6.5) (5.5) (6.5) (4) (6)
% of Department Budget D 24.9% 34 .6% 38 .3% 32.1% 31 .7%
No. of Ordinances R 105 115 72 63 45
No. of Resolutions R 113 120 100 80 100
No. of Council Meetings R 39 50 45 42 50
Average Hours Per Council Meeting R 3 .87 4.0 4. 1 3 . 1 3 .5
No. of incoming calls 0 31,000 39,000 60,000 79,008 80,000
No. of incoming calls per day 0 124 156 230 304 308
No. of walk-in citizen inquiries 0 16,930 18,200 19,500 26,016 26,500
No. of walk-in citizen inquiries per day 0 68 73 78 101 102
Average contacts per hour 0 24 29 34 63 65
Turnaround Time for work orders S N/A N/A 9.25 hrs. 5 hrs. 5.5 hrs.
Average No. of work orders per month S 50 64 104 94.75 120
Average No. of pages printed S N/A 5,690 7, 120 10,896 11,700
*Sections combined for first time this year: Work measurement indicators continue to reveal a significant increase in the
D - Division Totals volume of public contact that are referred to the suitable department or
R - Recorder/Council Support staff person. Since the "open" hours have been reduced for public contact
O - Office Mngmt./Records it would indicate there should be a decrease in the amount of contact,
S - Word Processing/Support however the reverse is true. The open hours have been reduced from 9 hours/
day to 6.4 hours/day starting in fiscal year 84-85 and an increase of 154.9%
CONTACTS PER HOUR in total public contact has been experienced since 1981-82. These figures
loo. indicate continual growth in communication between the city and the
community .
80. _
This division continues to support all city-wide services. Records
management has been placed high on the priority list and is taking 1.1 FTE
60. - at this time. A Records Management Committee, with representatives from
each department, will spend the majority of FY 85-86 developing a detailed
40. _ classification and retention schedule for all city records. The Word
Processing function continues to be cost effective as additional clerical
staff is not required for other departments with this support.
20. -
0.
81/82 82/83 83/84 84/85 85/86
1 15
1 1 1 1 1 i i 1 i i i 1 1 1 1 1 1 1 i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: FINANCE & SERVICES
1984 PERFORMANCE REPORT UNIT: MUNICIPAL COURT (1 .3)
Actual Projected
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of unit employees (FTE) (0.5) (0.5) (1.1) (1) (1.5)
No. of employees per population 1 :34,000 1:35,000 1:16,819 1:18,489 1:12,752
Unit budget allocation $23,694 $29,004 $38,899 $65,000 $78,173
% of Department Budget 10% 9% 9% 14% 17%
No. of traffic citations issued 1,833 2,034 2,172 4,119 4,200
No. of misdemeanor citations issued 168 115 84 192 250
Hours spent in court per year 125 121 130 267 280
TRAFFIC CITATIONS Workload indicators reveal increased volumes of court—related business.
5000. Traffic citations issued continue to show a significant increase with the
Motorcycle Unit operation. The misdemanor caseload has increased
dramatically due in part to increased activity by private "store"
4000. _ detectives. Caseload for traffic has increased 89.6% and misdemeanors have
increased 128.6% since 1983-84.
3000. _
FTE figures for FY 81-82 and 82-83 are misleading. Two employees actually
2000. _ worked the court desk, though not budgeted from this section. With the
workload increase, there are 1 .5 employees working FY 85-86.
1000. = The revenue generated by the court has dramatically increased since FY
84-85. This is due to revised bail and fine schedules, streamlined court
0process, and a new schedule of court filing fees. The FY 85-86 revenue
81/82 82/83 83/84 84/85 85/86 estimate is based on the police patrol service levels as of October, 1985.
MISDEMEANOR CITATIONS An inadequacy of suitable space conditions for court sessions continues to
500.
create efficiency and safety concerns for court personnel. The new civic
center will solve these problems. Court is scheduled to change to day
400. _ sessions after the relocation.
300. _
200. _
100. _
0. I 16
81/82 82/83 83/84 84/85 85/86
1 1 1 1 1 1 i i 1 i i 1 1 i 1 1 i 1 1
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: LIBRARY (1.4)
1985 PERFORMANCE REPORT UNIT: ALL
The Tigard Public Library is the community' s shared resource for free access to information, for continued education,
for recreational reading and for enrichment of the quality of life in Tigard. In spite of insufficient space and uncertain
funding, the Library has managed to maintain a reasonably adequate level of service. This has been due to a dedicated
library staff, strong community volunteer support and a willingness of the City to shoulder an increasing share of the
Library' s budget when county level resources were threatened. The City's % of support has dropped with an increased
Washington County Cooperative Library Services (WCCLS) levy which will run from July, 1985 through June, 1987.
Nevertheless, the $ amount has increased 70% - $91,364 for FY 83-84, $156,117 in FY 1985-86.
Increased funding has resulted in increased hours and more books. The collection increased by 12% in FY 84-85.
Particular attention has been given to developing the children' s fiction and non-fiction, reference materials and adult
fiction.
Following a last minute WCCLS levy passage in June 1984, library hours were increased from 22 to 29 in July and then to
40 in November when the FTE was restored to 6. Nevertheless the period of decreased open hours affected overall
circulation by a 12% decline for FY 84-85 though gains began after 40 hours were restored.
The very strong volunteer support has enabled the library to maintain a higher level of service than would be possible
with only the FTE staff. The number of hours contributed averaged 9 hours (FTE) per day. That extra quality of citizen
involvement in running the library and serving on the library board is especialy important even though not quantifiable.
Greatly increased circulation of materials and use of the library is expected after the move into the new facility in
1986.
IRENE ERTELL, LIBRARIAN
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
Tigard City population 17,000 17,500 18,500 19,500 20,000
Population of service area 25,000 26,000 27,000 28,000 29,000
Hours open to public per week 48 48 40/22 29/40 40/50
No. of department employees (FTE) (5.50) (5. 75) (6.0) (7.75)
Library Registration 9,264 N/A N/A 9,745 13,050
% of City population registered (@ 1.5 persons/card) 55% N/A N/A 50% 65%
Library facility space 5300 sq.ft. 5300 sq.ft. 5300 sq. ft. 5300 sq.ft. 5300/11,700
Size of collection per sq. ft. of facility space 4.56 vol. 4.91 vol. 5.15 vol. 6.25 vol. 6.25/3
Size of collection 24,168 26,000 27,300 33, 154 35,000
Library circulation 109,641 122,867 119,290 104,593 120,000
Circulation per employee 1: 18,935 1 :21,368 1:20,022 1: 17,432 1: 15,500
Circulation per service area population 4.39 4.73 4.82 3.74 4. 14
I
l i i i i i i 1 i i i i i i i i i i i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: LIBRARY
1985 PERFORMANCE REPORT UNIT: LIBRARY SERVICES (1.4)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
Library budget: $136,000 $149,434 $171,082 $288,824 $441,551
WCCLS revenue 74,510 79,302 78,058 182,277 259,559
City support 58,899 68,132 91,364 104,593 156,117
State aid 2,591 2,000 1,660 1,454 1,800
Donations 500 20,000
Fines/Service Chgs. 1,000
WCCLS revenue as % of total budget 55% 51% 46% 63% 59%
City support as % of Library budget 43% 47% 51% 36% 36%
State aid as % of total Library budget 2% 2% 1% .05% .04%
Donations as % of total Library budget .01% 4%
City support as % of total City budget 1.2% 1.4% 1.5% 1 .4% 1%
% of total General Fund 2.7% 2.9% 3.8% 4.3% 3 .5%
Budget $ per service population $5.44 $5.75 $6.34 $10.32 $15.23
Budget $ per circulation $1.24 $1.22 $1.43 $2.40 3. 70
Volunteer Hours (Monthly Avg.) 236.6 255
$ worth @ 4.00 per hr. (Anual) $11,357 $12,240
Library Board (Monthly Avg. ) 20 20
Community Service (Monthly Avg. ) 43 .3 43.3
$ worth @ 3.35 per hr. (Annual) $1,740 $1,740
*During FY 84-85 some of the WCCLS funds ($182,277) were allocated to the new facility: $35,000 for built-in cabinetry;
$65,000 toward furnishings. The $65,000 was carried into FY 85-86, still marked for furnishings.
BUDGET PER SERVICE POPULATION % FUNDING BUDGET PER CIRCULATION
25. 100. .
5.
20. _ 80. _ . ' 4. _
W.C.C..L.S. .
15. _ 80. _ . 3. _
; ;
10. _ 40. _ . : - • 2. _
CITY :
5. _ 20. _ . ; 1. _
O. 0. • 0.
81/82 82/83 83/84 84/85 85/86 81/82 82/83 83/84 84/85 85/86 81/82 82/83 83/84 84/85 85/86
18
1 1 i $ t $ I 1 I 1 f i 1 ! 1 1 P ! !
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: COMMUNITY DEVELOPMENT (2.0)
1985 PERFORMANCE REPORT UNIT: ALL
The Community Development Department has primary responsibility for current land use planning, comprehensive long-range
planning, building and codes enforcement, engineering services, economic development, public works operations, and staff
support to local community planning and neighborhood 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 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 Code Enforcement, as well as the Engineering
Division, are closely tied to the economy and pace of development activity. The number of building permits has increased
of the past three 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 increased over the past three years. Land use actions have shown a slight increase in the past two 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 continues as a strong indicator of the department's workload.
Operations activities have increased as responsibility for more streets, park land, sewer lines, and equipment has
grown.
WILLIAM MONAHAN, COMMUNITY DEVELOPMENT DIRECTOR
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of department employees (FTE) (7.0) (7.0) (6.25) (11) (32.5)
% of total City budget 3.6% 4.5% 3 .8% 8% 11%
% of department budget derived from General Fund N/A N/A 98%
% of total General Fund N/A N/A 8.6%
Department budget allocation $181,776 $240,975 $209,937 $573,000 $1,360,937*
Development Services revenues generated $162,008 $218,246 $198,800 $435,605
$428,875
General Fund surplus (subsidy) ($19,768) ($22,729) ($11,137) ($137,395) ($932,062)
Dev. Services revenues as % of budget expenditures 89% 91% 95% 76% 32%
Assessed valuation of property in City $628.8M $741.6M $767.5M 838. 1M 906.3M
Budget expenditures per $1,000 assessed valuation $0.29 $0.32 $0.27 $0.68 $1 .50
Total residential permits issued 254 254 252 638 536
Total commercial permits issued 133 89 63153 140
Total building permits issued 387 343 315 847 676
Total building permits issued per unit employee 91. 1 114.3 140.0 260.0 169.0
Estimated construction value $19,725,140 $17,914,830 $21,823,334
$42,413,000 $40,000,000
Total land-use actions 130 68 72 92 87
Total public meeting hours 228 375 293 249.5 300
% of time in office (non-meeting) 95. 1% 91.0% 93.0% 94.0% 98.0%
*First year including operations. 19
1 1 1 1 1 1 I 1 1 1 1 1 1 1 1 1 1 1 1
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: COMMUNITY DEVELOPMENT
1985 PERFORMANCE REPORT UNIT: OPERATIONS/SERVICES (2.1)
The Operations Division holds primary responsibility for the maintenance and operations of the City' s physical
infrastructure, facilities, and equipment. Units within this department include: Wastewater (sewers and storm drains);
Streets (maintenance); Parks; Shops and Services (equipment, vehicles, and building maintenance) .
The City currently maintains 87 miles of streets; 71 miles of sewer lines; 46 miles of storm lines; 145.08 acres of
parks; 37.92 acres of greenway; and 101 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 MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of department employees (FTE) (23.5) (19) (25) (17.5) (17.5)
Department budget allocation $1,433,801 $1,476,756 $1,996,127 $1,192,108
% of department budget from General Fund N/A N/A 13 .2% 6.4%
% of total City budget 29% 28% 36% 27%
Size of City in square miles 7.6 8.1 8.4 8.6 8.6
Sewer lines cleaned per year - feet/hours 132,000'/ 95,0001/ 52,800'/ 31,000'/ 132,0001/
570 hrs. 460 hrs. 228 hrs. 190 hrs. 623 hrs.
% of total sewer lines cleaned per year 42% 29% 15% 15% 30%
Miles of street maintained 48.72 59.29 73 .0 81.0 75.0
No. of street employees per mile of street 1: 14.9 1:21.6 1:17.2 1:18.5 1:18.5
Miles of bicycle paths 6.7 6.7 7.5 8.0 9.0
Acres of park 97.5 130 130 145.08 147
Acres of park and greenway per employee 26 58 47 31.92 58
Hours of preventative maintenance servicing 180 200 800 301 400
*Green Thumb office help for Wastewater, Streets, Support Services - 180 hours.
20
PUBLIC WORKS: 2.1
100. DEPT. BUDGET AS % OF TOTAL CITY BUDGET # OF EMPLOYEES: MILES OF STREET
25.
80. _ 20. _
60. _ 15. _
40. - 10. _
20. _ 5.
I �
0. - I - 1-- - y
81/82 82/83 83/84 84/85 85/86 0.
81/82 82/83 83/84 84/85 85/86
ACRES OF PARK & GREENWAY PER EMPLOYEE 1985 BUDGET ALLOCATION BY UNIT
75.
ENGR. SHOPS
60. _ PLAN 8.1% 6%
.8%
45. _ 66
:UILDINR% WASTE
WATER
PARKS 4.8': 18.3%
30. _
STREETS
52.2%
15. _
0.
81/82 82/83 83/84 84/85 85/86
21
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
1985 PERFORMANCE REPORT UNIT: OPERATIONS-SHOPS & SERVICES (2.1 .1)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of unit employees (FTE) (3 .75) (2.25) (2.75) (4) (4)
Unit budget allocation $59,861 $66,395 $90,221 $111,600 $130,695
% of department budget 4.2% 4.5% 4.5% 4.5%
% of unit budget derived from General Fund N/A N/A 67% 67%
% of total City budget 1.2% 1 .2% 1 .6% 1.6%
No. of vehicles/equipment maintained N/A 92 96 101 101
Hours of preventative maintenance servicing 180 200 800 300 400
Hours of scheduled equipment repair 468 450 1,000 400 650
Hours of unscheduled equipment repair (downtime) 312 300 300 160 350
Hours of building repair 700 750 600 70 130
Hours of training N/A 110 200 80 200
The Shops & Services Division has initiated more efficient management
systems, and record keeping procedures that should provide for better
accountability and enhanced productivity. A more attentive schedule of
preventive maintenance of Public Works vehicles and equipment is reflected.
Likewise, major increases in work hours for scheduled equipment repair has
HOURS OF P.M. & SCHEDULED EQUIP. REPAIR brought all equipment up to safety and cost-effective standards. This
1000. preventive maintenance of Public Works equipment is done by a check-off list
. . i .\� . : and is workingsatisfactorily.
:Schedul:ed I ' ‘
800. - - - - r�- ' - � . . . . . .
Repa i.r -/ . \ .
. I \ .
800. — . , ; -r • • . - a - , • - - i • - .
:_---- \ . �i .
400. 14,. . . .
Preventativ .
Maintenanc-
200. _ . ,
0.
81/82 82/83 83/84 84/85 85/86
22
1 1 i i 1 1 1 1 1 i 1 1 1 1 I 1 1 i 1
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: COMMUNITY DEVELOPMENT
1985 PERFORMANCE REPORT UNIT: OPERATIONS/SERVICES-WASTEWATER (2. 1.2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of unit employees (FTE) (6.25) (3 .25) (5.25) (5) (5)
No. of employees per mile of sewer line 1:9.45 1: 19.44 1:12.38 1:12.38
No. of employees per population 1:2.720 1:5,385 1:3.524 1:3,524
Unit budget allocation $156,061 $146,829 $337,250 $337,250
% of Department budget 11% 10% 17% 17%
% of Unit budget derived from General Fund 0% 0% 0% 0%
% of total City budget 3 . 1% 2.7% 6% 6%
Hours of training N/A 20 80 45 65
Miles of sewer line accepted by City 59.08 63. 18 65.0 68 71
Miles of storm line N/A 41.0 44.0 44.0 46.0
Sewer lines inspected per year—feet/hours N/A 52,800/554 52,800/554 ' 8,700/120 63,360/581
Sewer lines cleaned per year—feet/hours 132,000/570 95,000/460 52,800/228 31,700/190 68,640/252
Storm lines inspected per year—feet/hours N/A 10,560/20 15,840/290 1,000/40 15,840/490
Storm lines cleaned per year—feet/hours —0— 26,400/490 26,400/490 5,000/112 30,360/520
% of total sewer lines inspected N/A 16% 15% 5% 20%
% of total sewer lines cleaned 42% 29% 15% 15% 30%
% of total storm lines cleaned N/A 12% 11% 2% 15%
The Wastewater Division widened its schedule of work assignments during FY
82-83 and 83-84 to assume cleaning and inspection of storm sewer lines. The
SEWER LINES CLEANED sanitary sewer lines inspected and cleaned has declined as a result. Fiscal
]s0000. year 84-85 has shown a large increase in the amount of sanitary sewer and
: storm sewer lines that have been mapped. Our records are more thorough as a
, ,, , result.
120000. _ _ ' ,
W 90000. _
J —
60000.
Lu . .
Z
J . .
30000. _ . ;
/moi �\v�i ,
O. '�
81/82 82/83 83/84 84/85 85/86
23
1 1 I I 1 1 1 1 1 1 1 1 1 I 1 1 1 I I
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: COMMUNITY DEVELOPMENT
1985 PERFORMANCE REPORT UNIT: OPERATIONS/SERVICES-STREETS (2. 1.3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of unit employees (FTE) (3.25) (2.75) (4.25) (4.75) (6)
No. of employees per mile of streets 1: 14.9 1:21.6 1:17.2 1:17.2 1: 18.5
No. of employees per population 1 :5,231 1 :6,364 1 :435 1 :435 1 :435
Unit budget allocation $706,618 $776,740 $963,610 $963,610
% of Department budget 49% 53% 48% 485
% of unit budget derived from General Fund N/A N/A 5.8% 5.8%
% of total City budget 14% 15% 17% 17%
Miles of street maintained 48.72 59.29 73 .0 81 .0 87.0
Miles of major collector streets in City N/A N/A 17.43 17.43 17.43
Miles of minor collector streets in City N/A N/A 12.92 12.92 12.92
Total miles of collector streets in City N/A N/A 30.35 30.35 30.35
Miles of street swept 41.66 56.33 69.35 75.0 85.0
% of total streets 85% 95% 95% 95% 98%
No. of times streets swept per year 0.9 3 .6 5.0 4.0 6.0
Hours of street sweeping 120 480 660 400 680
Hours of street maintenance (patching, marking,
painting) N/A 910 1,300 900 1,300
Street signs installed or replaced N/A 100 130 50 210
No. of street lights 1317 1,393 1,470 1,470 1,490
Hours of grading N/A 31 41 0 40
Miles of bicycle paths 6.7 6.7 7.5 7.5 9
Asphalt overlays
miles 4.84 - 3 .0 3 .0
tons of asphalt 7,564 - 5,932 5,932
cost per ton $24 .90 - $25.70 $25.70
cost $188,344 - $152,419 $152,419
Hours of training N/A 150 280 75 180
A more 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
24
1 1 1 i 1 1 i i i 1 i 1 i i 1 1 i 1 i
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: COMMUNITY DEVELOPMENT
1985 PERFORMANCE REPORT UNIT: OPERATIONS/SERVICES—PARKS (2.1.4)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of unit employees (FTE) (3 .75) (2.25) (2.75) (1.25) (2.5)
Acres of park and greenway per employee 26 58 47 37.90 58
Unit budget allocation $104,290 $74,058 $122,136 $89,500 $85,000
% of department budget 7% 5% 6% 6%
% of unit budget derived from General Fund N/A N/A 48% 48%
% of total City budget 2. 1% 1.4% 2.2% 2.2%
Acres of park 97.50 130 130 130 145
Acres of greenway 37.9 37.9 37.9 37.9 37.9
No. of parks 8 9 9 9 9
Acres maintained N/A 29 49 27 60
Miles of bicycle paths N/A 2.5 2.7 2.7 9
Cook Park reservation use 12,275 26,713 30,819 $30,819
Cook Park reservation fees $3,111 $4,035
$3,995 $3,995
Hours of park mowing N/A N/A 900 400 400
Hours mowing per park/greenway acre N/A N/A 5.4 1 2. 18
Hours of park irrigation N/A N/A 300 200 280
ACRES OF PARK & GREENWAY/EMPLOYEE
100.
80. _
80. _
40. _ ,
20. _
0.
81/82 82/83 83/84 84/85 85/86
*Green Thumb — 588 hours
25
CIT OF TIGARD, REGON l 1 I I tETAIL DU A TMENt :1 COMMAJITY O VELOPM NT
1985 PERFORMANCE REPORT UNIT: BUILDING & CODES ENFORCEMENT (2.2.2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of unit employees (FTE) (4 .25) (3) (2.25) (3 .25) (4)
Unit budget allocation $113,026 $109,665 $76,627 $125,000 124,188
Business tax $20,000 $20,000 $20,000 N/A N/A.- ..,
Building revenues generated:
Plumbing and heating 23,739 30,865 28,800 $85,845 57,000
Building permits 100,710 137,989 120,000 229,703 220,000
Total building revenues $124,449 $168,854 $148,800 $315,549 $277,000
Building revenues as % of budget expenditures 128% 172% 220% 252% 223%
% unit budget of department budget 62% 46% 37% 22% 9%
% of total City budget 2.3% 2.1% 1.4% 2% 1%
Residential Permits — New 198 183 202 638 481
Single Family Units 226 275
Permits/Multi—Family Units 408 200 2 '
Duplex Units 4 6.
Residential Permits — Remodel 56 71 50 5655 '
Total Residential permits 254 254 252 694 536
Commercial Permits — New 14 15 17 35 45
Commercial Permits — Remodel 119 74 46 118 95
Total Commercial Permits 133 89 63 153 140
Total building permits issued 387 343 315 847 676
Total building permits issued per employee 91.1 114.3 140.0 260.0 169.0
Estimated construction value $19,725, 140 $17,614,830 $21,823,334 $42,413,000 $40,000,000
Sewer inspections 465 227 202 282 250
Sign permits 94 67 46 52 60
Business tax certificates 1,425 1,363 1,500 N/A N/A
1000. RESIDENTIAL PERMITS 250. COMMERCIAL PERMITS ESTIMATED CONSTRUCTION VALUE
50000000.
800. _ 200. _ 40000000. -
800. _ 150. _ 30000000. -
400. _ 100. _ 20000000. -
i
200. - 50. _ 10000000. -
0. 0. 0.
81/82 82/83 83/84 84/85 85/86 81/82 82/83 83/84 84/85 85/86 81/82 82/83 83/84 84/85 885/86
26
( _. 10F IARC. 1tEG( 1 1 1 1 1 'ETA__ 1 1 DE. ..JTMEL. .1 CO._._ IT1 _. /ELC. ANT 1 I 1
1985 PERFORMANCE REPORT UNIT: PLANNING (2.2.3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of unit employees (FTE) (2.25) (2.0) (2.0) (2.0) (4.0)
Unit budget allocation $56,290 $72,436 $67,509 $70,000 $116,197
Planning revenues generated:
440 2,970 $14,084 $10,000 $12,675 $30,100
437 $14,589 $15,488 $20,000 $16,350 $6,975
435 $1,925 $4,800
451 $6,637
Total planning revenues $17,559 $29,572 $30,000 $37,587 $41,875
Planning revenues as % of budget expenditures 31% 41% 44% 53% 36%
% unit budget of department budget 31% 30% 32% 5.3% 9%
% of total City budget 1 . 1% 1.4% 1.2% .098% 1%
Land Use Actions:
Variance 9 6 6 20 16
Subdivision 10 11 10 15 12
Annexation 23 6 7 5 6
Zone Changes 16 8 14 12 12
Conditional Use 27 5 5 4 4
Minor Land Partition 15 7 10 14 15
Site Design Review 30 25 20 22 22
Total Land Use Actions 130 68 72 92 87
Public Meetings:
City Council 15 17 17 8 8
Planning Commission 18 20 24 16 14
CCI N/A 20 19 2 6
NPO 48 81 45 17 12
Park Board 10 12 12 11 11
CDBG 9 9
Civic Center 1 0
Hearings Officer _ _ 5 10
Total public meetings staffed 91 150 117 69 70
Total public meeting staff hours 228 375 293 249.5 250
Total staff hours per year 4,680 4,160 4,160 4,160 9,320
% time in office (non-meeting) 95. 1% 91.0% 93 .0% 94.0 98.0%
FY 1985-86 REVENUE ESTIMATE: Variance (16) $4,000 CPA (10 @ 650) $6,500
Subdivision (12 @ $300) 3,600 TU (12 @ $75) 900
Zone Change (12 @ $400) 4,800 SL (6 @ $500) 3,000
Cond-Use (4 @ $300) 1,200 HOP (36 @ $75) 2,700
MLP (15 @ 225) 3,375 M (15 @ $100) 1,500
PD (5 @ $500) 2,500 HOP Renewal 60 @ $20 1,200
SDR (22 @ $300) 6,600 TOTAL $41,875 27
SUB-TOTAL $26,075
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: COMMUNITY DEVELOPMENT
1985 PERFORMANCE REPORT UNIT: ENGINEERING (2.2.4)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
No. of unit employees (FTE) (7) (6) (7) (3 .5) (5.5)
Unit budget allocation $337,455 $347,799 $409,692 * $149,000 $200,195
Engineering service revenues (Fees & Charges) $22,520 $19,873 $47,096 $82,470 $110,000
Engineering revenues as a % of budget
expenditures (Fees & Charges-General Fund) 7% 6% 11% 55% 55%
Capital budget revenue N/A N/A N/A $10,000 $35,000
Capital budget revenue as a % of
budget expenditures N/A N/A N/A 7% 17%
Caital budget revenue as a % of Capital budget N/A N/A N/A 3% 4%
% of department budget 24% 24% 21% 26% 15%
% of total City budget 6. 7% 6.5% 7.3% 2% 1 .6%
Land Use Applications reviewed/Hours worked 22/N.A. 20/N.A. 33/250 80/450 75/420
Hours worked on Private Dev. Improvement projects 4,000 3,600 3,600 2,500 3,500
A. No. of Proiects/Size
$0 - $25,000 (Ex: Street Opening Pemits) 20 27 19 36 30
$25,000 - $100,000 (Ex: 10-20 Lot Subud' s) 0 1 4 5 8
over $100,000 (Ex: over 20 Lot Subud' s) 1 2 6 7 6
TOTAL PROJECTS 21 30 29 48 44
Hours of public assistance/correspondence 1,000 1,240 1,000 600 1,200
Hours of Surveying & Mapping 5,200 5,200 6,240 1,450 2,600
Hours of departmental/non-departmental
support (Eg. street vacations; C.I.P. ,
maintenance projects, 1,220 1,120 1,300 750 1,400
*Beginning in FY 84-85 Streetlight maintenance was shifted from Engineering to Operations (approx. $160,000) .
PRIVATE DEVELOPMENT PROJECTS TOTAL PROJECTS
5000. 100.
4000. _ @0, _
3000. - 80. -
N N
a' W
2000. _ 40. _
1000. -. I
� � � I 20. _
0. 0,
I
81/82 82/83 83/84 84/85 85/86 81/82 82/83 83/84 84/85 85/86 28
1 1 I 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: POLICY & ADMINISTRATION
1985 PERFORMANCE REPORT UNIT: ALL
The Policy and Administration program (Council and City Administration) is responsible for policy development and loca
legislation, as well as the overall administration of City departments and the implementation of Council policy. Thi
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. Significar
improvements were achieved in the current fiscal year in the administration of City-wide operations: completion of tf
Five—Year Financial Plan, Capital Improvements Plan, and Annual Report; contract purchasing policies, fees and chargc
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 departmer
staffing (3 FIE in FY 84/85) and a declining % of the total City operating budget (from 7.8% in Fy 81/82 to 4.3% in F
84/85) . These figures are significant in light of a 21% increase in population since FY 81/82; 29% increase in area; and
47% in assessed valuation. Coordination of staff support for public meetings and committees continue at a steady rate.
The City has weathered hard times financially over the past few years, as the state of the economy has diminish€
revenues. Through efficient management, cost containment measures, slowed staffing growth, increased workloads, ar
improvement in productivity, the City has maintained an overall quality of service delivery to the community, and mac
efficient use of scarce resources .
ROBERT JEAN, CITY ADMINISTRATC
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
Actuals
No. of employees (FTE) (4 .0) (4.0) (3 .25) (3) (3)
Program budget $118,090 $154,184 $237,028 $163,609 $155,500
% of total City operating budget 7.8% 4.5% 3.4% 4.31% 3.5,
% of total City budget 2.4% 2.9% 2.4% 2.3% 1.2,
No. of City Council meetings 39 50 44 35 40
Average hours per Council meeting 3 .37 4.0 4 3 .18 3 .2
No. of Ordinances 105 115 68 63 110
No. of Resolutions 113 120 100 80 110
No. of Budget Committee meetings 11 11 12 12 10
No. of public meetings coordinated 127 195 177 185 190
Assessed valuation of property in City $628 .8M $741 .6M $767.5M $838M $925M
Council, Board, and Committee members 103 112 114 122 133
Volunteer hours:
Library & City Hall (Inc. B & C) 1,610 1,961 8,418.5 8,786
Police Reserves 3,200 3,095 2,344.5 2,530
Parks N/A N/A 968 1,300
Total volunteer hours 4,810 5,056 11,731.0 12,586 14,000
Total Operating Budget 3,365,000 4,435,676(#:
Total City Budget 5,139,000 12,787,783(#:
29
i i i i 1 1 1 1 1 i 1 1 1 1 i i i 1 i
15000. # OF VOLUNTEER HOURS 150, # OF COUNCIL, BOARD & COMMITTEE MEMBERS
12000. : 120. _
, , ,
.
9000. -- ! 90. _ _ .: , .
6000. _ , + , , a 60. — . ,
3000. __ 30.
0. 80/81 81/82 82/83 83/84 84/85 85/86O. 80/81 81/82 82/83 83/84 84/85 85/86
200. #.0F PUBLIC MEETINGS COORDINATED 10, poi ICy $ An. INiSTRA] 1QN A$ yo OF BUDGET
::: i : :
' % GeNned ?
80. _ , , ! 4.
I % Total Budget : . .
o. o
79/80 80/81 81/82 82/83 83/84 84/85 85/86 79/80 80/81 81/82 82/83 83/84 84/85 85/86
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: POLICY & ADMINISTRATION
1985 PERFORMANCE REPORT UNIT: CITY COUNCIL (3. 1)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
Actuals
Unit budget allocation $15,072 $24,069 $21,317 $18,612 $18,876
% of department budget 13% 16% 14% 9% 8.3%
% of total City budget 0.3% 0.5% 0.3% 0.3% 0.2%
No. of City Council meetings 39 50 44 51 40
Average hours per Council meetings 3 .87 4.0 4 3 .18 3 .2
No. of pages codified 167 210 490
No. of Ordinances 105 115 68 110 110
No. of Resolutions 113 120 100 110 110
No. of Budget Committee meetings 11 11 12 12 12
TIGARD CITY COUNCIL MEETING ATTENDANCE -. 1985 BUDGET COMMITTEE MEETING ATTENDANCE - FY 1984-85
# Meetings # Attended % Attended # Meetings # Attended % Attended
Cook 35 31 89% Cook 12 8 67%
Brian 35 30 85% Brian 12 10 83%
Edwards 35 33 94% Edwards 12 9 75%
Scott 35 23 65% Scott 12 8 67%
Edin 35 31 89% Edin 12 10 83%
Duffy 12 9 75%
Evans 12 10 83%
Hoffman 11 11 100%
Frezza 12 10 83%
Christensen 10 10 100%
31
l 1 t i r ! a a i ! 1 I a i a r a 1 !
CITY OF TIGARD, OREGON DETAIL DEPARTMENT: POLICY & ADMINISTRATION
1985 PERFORMANCE REPORT UNIT: CITY ADMINISTRATION (3.2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 81-82 82-83 83-84 84-85 85-86
Actuals .
No. of employees (FTE) (4.0) (4.0) (3.25) (3) (3)
% of total City staff 5. 1% 5.3% 4.0% 3.7% 3%
Total City staff (FTE) (78.5) (75) (81.5) 80 (86)
No. of unit employees per population 1:4,375 1:4,591 1:6,000 1:6,666 1:6,833
Department budget $103,018 $130, 115 $133,953 $144,997 $136,624
% of total City budget 2. 1% 2.4% .01'
Assessed valuation of property within City $628.8M $741.6M $767.5M $838M $920M
Size of City in square miles 7.6 8. 1 8.4 8.5 9
Population of City 17,000 17,500 18,500 20,000 21,000
No. of City Council meetings 39 50 44 35 40
No. of Budget Committee meetings 11 11 12 12 12
Average hours per Council meeting 3 .87 4.0 4 3.18 3.2
No. of public meetings coordinated 127 195 177 185 190
No. of community newsletter issues per year 6 11 10 10 10
Council, Board, and Committee Members 103 112 114 122 133
Volunteer hours:
Library 1,610 1,961 8,418.5 8,786 9,000
Police Reserves 3,200 3,095 2,344.5 2,530 2,600
Parks N/A N/A 968 1,300 1,841
Total volunteer hours 4,810 5,056 11,731.0 12,586 13,441
No. of MACC Board meetings 12 14 18 18 14
No. of Area Managers meetings 6 6 12 12 12
No. of Urban Services Study meetings 4 10 12 8 10
Meetings Attended 22 30 42 34 36
Hours systems reviews & special studies 5,000 5,000 3,500 2,500 2,250
Civic Center hours 1,800 1,041
32
1 I 1 1 1 1 1 1 1 t 1 1 1 I 1 1 i i
NEGOTIATION 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 & Litigation
$ City Attorney
$ LID Projects
$ Other Projects
$ Legal Services
Total Budget
City Attorney % Budget
33
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: GENERAL GOVERNMENT
1985 PERFORMANCE REPORT 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 be 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 changes made by the Legislature and educational programs. Proper procedures reduce the need for legal review,
create a more efficient level 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 councilors assists the key persons in the operation of the city to identify legal issues and avoid legal
problems:
Procedures Educational Programs
Purchasing Ordinance 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 Vacation 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
Muni Court Codifiations, Order, Fines & Fees District and Justice Court Options
Charter: Elections and Officers Update Codes Enforcement
Merit/Incentives System LID Policy and Ordinance
Computer Master Plan Acceptance of Public Improvements & Dedications
34
SERVICE LEVEL PRIORITIES
•
r.
CITY OF TIGARD, OREGON
MEMORANDUM
so TO: City Administrator October 25, 1984
FROM: Chief of Police */
SUBJECT: FY 84/85 Service Level Priorities
um
84/85 FY SERVICE LEVEL PRIORITIES SUMMARY
..r
Service Level Functions Positions F.T.E.
IV (Full Service) Provides for all police service Sworn (1:600) 32
priorities and complete range of Civilian (1:2000) 10
crime prevention and community Totals (1:450) 42
education programs.
Total Staffing Requirements: 1:450
III (Basic) Provides for all police service Sworn (1:700) 28
"' priorities and a limited range Civilian (1:2200) 9
of crime prevention and community Totals (1:525) 37
education programs.
,r.
Total Staffing Requirements: 1:525
II (limited) Provides for all police service Sworn (1:800) 25
priorities, except priority III Civilian (1:2500) 8
traffic and discretionary Totals (1:600) 33
me services and limited staff support
to the Crime Watch and community
education programs.
40,
Total Staffing Requirements: 1:600
W. I (core) Provides for all police service Sworn (1:900) 22
priorities, except priority III Civilian (1:2800) 7
traffic and discretionary Totals (1:675) 29
'm services. Requires strict
management of high priority calls
and stacking low priority calls.
,,e Limited staff support to the Crime •
Watch program.
Total Staffing Requirements: 1:675
m.
NOTE: See attached police service priorities as per City Resolution 82-74
.0 adopting a police mission and goal statements and priorities
0.
POLICE
upwM
DATA BASE STUDY
RE: Staffing Needs Ratios for the Following Levels
ow
.,o Sworn Personnel: Level F•I'E Ratio
IV (Full Service) 32 1:600
III (Basic) 28 1:700
w. II (Limited) 25 1:800
I (Core) 22 1:900
Civilian Personnel: IV (Full Service) 10 1:2000
01. III (Basic) 9 1:2200
II (Limited) 8 1:2500
I (Core) 7 1:2800
ow
Total Police Department Staffing Requirements:
•IV (Full Service) 42 1:450
III (Basic) 36 1:525
410II (Limited) 33 1:600
I (Core) 29 1:675
sw
Population Used: 19,500 FY 84/84
mu
s.
ow
t ULIUL
AIM
cI
EXHIBIT "A"
CALLS FOR SERVICE MANAGEMENT
RESPONSE PRIORITIES
IMP
CRIMINAL PRIORITY TRAFFIC PRIORITY DISCRETIONARY PRIORITY
Priority (1/1) Priority (#1) Priority (1/1)
All Violent Crimes Life Threatening Potential for violence or injury
in Progress •Accident:Injury/ *Alarms (Fire or Police)
•Homicide Fatal *Disturbances
•Robbery •Hit & Run:Injury *Family Fight;
• •Rape •D.U.I.I. •Prowlers
*Assault *Reckless *Suicides or attempts
•Burglary *Extreme Hazards •Fires
(occupied bldg.) •Elude *Warrants Felony
*Arson *Unwanted Persons
,,., *Wire down (Power)
*Assist Agency (Criminal)
•Hazards (injury threatening)
o• Priority (1/2) Priority (#2) Priority (#2) •
Non-violent Crimes Hazards to Public Non-violent
in Progress Safety *Assist Agency (non-criminal)
t• •Burglary *Non-Injury •Dog Bites
(unoccupied bldg.) accidents on a •Civil Matters •
•Theft public street *Check Buildings
WI •Forgery *Directed Traffic *Hazards
•Fraud Enforcement • *Suspicious Auto/Person
•Vice/Narcotics •Random Traffic *Hazards (no immediate threat) •
*Di.2cted Crime Enforcement *Narcotics information
way
Patrol
•Subpoena/Summons Service
•Persons: Drunk/sick/confused
•Juvenile Problems
•` •Check Occupant
Priority (#3) Priority (#3) Priority (!f3)
.�. •Reported crimes of General Traffic General
all index crimes *Traffic Nuisance *Traffic Problem
which are cold •Parking *Wire Down (non-power)
Orr •Abandoned Vehicles •Found Property
•Non-injury accidents *Lost Property
with damage under *Prowl Checks
• •. $400.00 value *Animal Problem
•Assist Citizens
*Deliver Messages
*Noise Abatement
r" •Private request for towing
auto
• •Vacation Checks
onw •Unlisted Situations
•Non-Injury accidents on
private property. (civil
matter)
ugy
ow, 1984
SERVICE LEVELS
co
co
"" I (1:900) II (1:800) III (1:700) IV (1:600)
PTEs 29 33 37 42
... Sworn PTE. 22 25 28 32
Civilian PIE 7 8 9 10
"" Personnel Distribution:
Administration 2.5 3 2 2
... Patrol 16.0 18 20 22
Investigations 3.5 4 6 (5 - 1) 7 (6 - 1)
Support Services 7 8 9 (8 - 1 Crime 11 (9 - 1 CS(
Analyst 1 CA
w 29 33 38 42
Patrol Performance Expectations: (Calls for Service)
elop
Crime I (16 I'm) 11 (18 E'rE) III (20 PTE) IV (22 FTE)
Part I 1,075 1,075 1,075 1,075
umPart II 877 877 877 877
Non-Criminal 7,282 7,282 7,282 7,282
Traffic Accidents 346 346 346 346
.,,Traffic Enforcement 4,951 5,455 5,959 6,463
Case Load/Officer 937 835 (- 102) 777 (- 160) 729 (- 208)
ulEmergency Response
Time (Priority) 4.5 min. 4.16 min. 3.85 min. 3.59 min.
r..Emergency Response
Time (Full Service) 11.3 min. 8.5 min. 6.26 min. 4.4. min.
Obligated Time 82% 72% 65% 59% (80/81)
or
Non-Obligated Time 18% 28% 35% 41% (80/81)
rr.Crime Cleared
Part I/Per Officer 22 22 22 22
«..Part II/Per Officer 35 35 35 35
Total Crimes Cleared 895 1,009 1,123 1,237
0•.% Cleared
Part I 31.7% 35.8% 39.9% 44.0%
Part II 63.2% 71.1% 79.1% 87.1%
410
um
.r,. - Performance Expections
i
. , . 1984 Data Base
r 1
IMO
SSE B"CES `
""" - • CASE LOAD
- _
mg
—
r
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OBLIGATED TIME
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•
..• i
i
I,jON-0gLIGA'I`ID TIME l CRIME PREVENTION PROGRAMS
- 111
rr. D SCREI'IONARY PATROL TIME
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_ EMERG Y
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•
- - - tKAVSE TI i
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sit I
LEVEL I LEVEL II LEVEL, III LEVEL IV
Core Limited Basic Full Service
SIP
16 FIE 18 FTE 20 F'rE 22 FTS,
i i ( $ f f I i I IIGAL r'OLIt DEPAL.ENTI I t i E 1 1
Patrol Division/Call Management
Service Level Analysis/Performance Expectations
Note: 1984 Data Base
A = Case Load/Officer .
B = Obligated Time
C = Non-obligated/Discretionary
D = Crimes Cleared
. __ E = Emergency Response.Time .
f_ . _B -- B
i .
C
t C C
i C .7 1
LEVEL I LEVEL II LEVEL III LEVEL IV I
Core Limited Basic Full Service i
16 FTE 18 FIE 20 FTE 22 FTE
40
o
INVESTIGATIVE PERFORMANCE FECTATIONS
1984 Data Base
I (3.5 Pry.) II (4 r'rk,) III (5+1 F'n ) IV (6+1 i i i )
r.r
Cases Received 1,573 1,573 1,573 1,573
ow
Cases Suspended 776 671 566 461
Cases Assigned to Patrol 483 • 483 483 483
Cases Investigated 314 419 524 629
+r Case Load/Investigator 105 105 105 105
Part I Crimes Cleared 105 135 165 195
wm. Cleared/Investigator 30 30 30 30
Part II Crimes Cleared 45 58 70.6 83.4
Cleared/Investigator 12.8 12.8 12.8 12.8
mo % Part I and II Cleared 47% 46% , 45% 44%
# Part I and II Cleared 150 193 236 278
% of Total Cases Investigated 20% 26.6% 33.3% 40%
mo
sw
410
au
min
t t t t t t I t TiL_..J Pd...E DE___awl - t t 1 t i f t. _
. Investigation Division/Case Management
Service Level Analysis/Performance Expectations
A = Cases Received
B = cases Assigned to Patrol Division for Continued Investigation • _
C = Cases Suspended
D = Cases Investigated
E = Cases Cleared
•
y�- i o {
t
C i
BC
L :,:,.,;,...„_,
B - B B
rye' I
• , ,
....... •.„. ,
. .„. .
. ,
. ,
, ,
c.„ 1 ,0,,, . -.. Ai
Level I Level II Level III Level IV
Core Limited Basic Full Service
• 3.5 FTE 4 Fri 5 FTE 6 Fri:
-- • 42
"r" Support Services Division provides just what its title inplies, and that
is--Support, not only in dispatching and recordskeeping, but in other areas as
sir �
well. It stands to reason, therefore, that there would be a ripple effect in
�,. the workload if the performance expectations of other divisions increased;
additional support would be needed.
` Additional support would assist Administration Division, shifting crime
analysis to Support Services. ICRP data entry would be done on a routine and
mw
timely basis, thereby creating time for the crime analyst to perform the
.up analysis functions. A Community Services Officer could be hired to provide
support to the citizens of Tigard, such as crime prevention. The routine
.w administrative typing now done by the Services Manager would be done, thus
giving her time to provide more support and supervision to her division.
Patrol Division would be writing more citations, creating more radio
�• traffic and teletype transactions. Carding and filing duties would increase
as well. With increased non-obligated time, case clearances would rise, again
creating additional workload. An increase in property/evidence functions will
occur.
W.
In Investigation Division, more cases would be investigated, and the
.00 numbers of taped interviews would increase accordingly. With additional .
clerical support, detectives would be able to dictate their reports; at core
ime
level they either hand write or type their awn. As in the Patrol Division,
more case clearances would occur. The increased workload in this Division
m.
alone would necessitate a clerical person to spend their entire shift just
6i assisting then.
Additional support would greatly enhance the Support Services Division,
providing the necessary relief for vacations, sicknesses and maternity leaves.
w.
At core level, shortages of personnel creates a backlog of investigative
typing, property duties, and other functions. As stated before, if
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m.
performance expectations in other divisions increase, we could not afford to
yap .4-
let this backlog occur.
Ime Autanation of records would certainly assist the efficiency of our
division, and help give the clerical support necessary. However, it must be
remembered that all the records stored manually must be entered into the
computer; this will be a long and time consuming process.
As stated above, our division gives support to all other divisions. As
.. they increase their workload, we increase our workload.
WO
•
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WM
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TIGARD POLICE ARTICLE:
DEPARTMENT `! �
r, GEflERAL '�0' -z ~'' EFFECTIVE _ •
`jr "'"1i7 r� May 24, 1984
(. Js. �rI
ORDER
REVIEW=
1986, 1988, 1990
SUBJECTS TERMINATION OF SPECIFIED TRAFFIC AND
Nor
DISCRETIONARY SERVICES
tor
PURPOSE: To provide emergency services in a timely manner, and to focus
imp on specific criminal activity within the Tigard community.
Effective this date the following priority three (3) activities as
identified in City of Tigard Resolution 82-74, adopting a police mission
and goal statements, and priorities, will be terminated.
`MO Traffic Priority (#3) Discretionary Priority (#3)
General Traffic General
`, ▪ Traffic nuisance Traffic problem
. Parking . Wire down (non-power)
. Abandoned vehicles . Found property
Non-injury accidents with damage . Lost property
under $400 value . Prowl checks
. Animal problem
(Note: no investigative time Assist citizens
will be devoted to . Deliver messages
non-injury accidents with Noise abatement
damage estimated to be Private request for towing auto
under $1 ,000 per vehicle, . Vacation checks
and Hit and Run accidents Unlisted situations
without suspects and . Non-injury accidents on private
suspect vehicle information. property (civil matter)
Requires a daily log entry
only) .
wr
In addition to the above, the department will no longer be able to provide
community education and crime prevention programs, with the exception of staff
support to the Community Crime Watch Steering Committee.
err
R.B. Adams
Chief of Police
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Witte
saw
1983 ANNUAL PERFORMANCE OBJECTIVES
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Goal Actual
I. Patrol Division
o w
A. Crime:
1. Part I Crimes Cleared 28%
UP
2. Part II Crimes Cleared 58% •
B. Crime Control:
1. Part I Victimization Rate (per 1000) 70
2. Part II Victimization Rate (per 1000) 50
010 3. Total Part I Crimes 1,295
4. Total Part II Crimes 925
C. Crimes Cleared per Officer:
1. Part I Crimes 18.5
2. Part II Crimes 24.6
s" 3. Total Crimes Cleared 43.1
D. Recovered Stolen Property: 32%
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E. Crime Conviction Ratio: 95%
✓ F. Traffic Activity:
•
1. Traffic Accident Control 346
2. Accident Rate, (per 1000) 18.7
sir
3. Traffic Enforcement Index 26
4. Conviction Ratio 95%
5. Traffic Activity per'Officer
o
a. Traffic Enforcement (UTC) 246
• b. Traffic Enforcement (Written Warnings) 150
r• c. Traffic Enforcement (Verbal Warnings) 100
d. Motor Officer Program
ow (1) Traffic Enforcement (UTC) 1,800
(2) Traffic Enforcement (Written Warnings) 300
(3) Traffic Enforcement (Verbal Warnings) 200
ow
G. Crime Specific Targets: (Patrol & Invest. Division)
1. Burglary Clearance 20%
�. 2. Theft Clearance •
25%
3. Field Interviews per Officer 130
o w H. Cost Containment/Time Management
1. Reduce Overtime 5%
2. Vehicle Operations Cost (Per Month) .17 cents
ow
.r
Goal Actual
3. Obligated Time (hours) 23,000 +
4. Non-Obligated Time (hours) 5,000 -
I. Community Crime Watch
i ..
1. Neighborhoods Organized 5
(Requires participation of the majority
patrol division personnel)
J. Training
Training hours of all sources per member annually 50
K. Response Time to Calls for Service
1. Priority Code I (routine)
a. Goal: As resources are available
b. Average Response Time:
w., 2. Priority Code II (prompt) Non-emergency
a. Goal: Response time 15 minutes or as soon as resouces are available
b. Average Response Time:
us
3. Priority Code III (immediate) . Person may be in danger or
crime may be in progress, and rapid response may result in.
apprehension.
a. Goal: 6 minute response standard
.. b. Average Response Time:
4. Priority Code IV (emergency) . Life is in immediate danger, or
.in circumstance of similar magnitude when time is critical
a. Goal: 5.5 minute or less response standard
b. Average Response Time:
5. Priority Code V (delayed). Assigned at citizen request
ms a. Goal: Respond when citizen available
b. Average Response Time:
Response time is measured from the time call is received at the
Dispatch Center and when the dispatched unit arrives at the
designated location.
so
All calls for service require the initiation of a dispatch card
regardless of the priority, by Support Services Division personnel.
'L. Watch Commanders: (includes Assistant Watch Commanders)
1983 ANNUAL PERFORMANCE OBJECTIVES
"' CO
Goal Actual
II. Investigative Division
MIN
A. Crime:
1. Part I Crimes Cleared 28%
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2. Part II Crimes Cleared 57%
3. Combined Total Cleared 42%
B. Crimes Investigated:
1. Total Crimes Investigated 256
2. Case Load per Investigator (3) 85.3
3. Part I Crimes Cleared 62
4. Part I Crimes Cleared per Investigator 20.6
5. Part II Crimes Cleared 45
6. Part II Crimes Cleared per Investigator 15
C. Crime Specific Targets:
M
1. Burglary Clearance 20%
2. Theft Clearance 25%
.. 3. Robbery Clearance 30%o
D. Cost Containment/Time Management:
imp
1. Reduce Overtime 5%
2. Vehicle Operation Cost (per mile) .17¢
E. Training:
Training hours of all sources per member annually 50
m
F. Division Commander:
,i, 1. Division Management
a. Plan, organize, lead and control the
activity of the Investigative Division 100%
O" consistent with department policy, goals
and division objectives
+� b. Reviews Division, Watch and individual 100% •
performance
viec. Plan and organize watch resources consistent 100%
with division objectives
2. Leadership
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a. Maintains a reasonable investigation 100%
activity, field support, and supervision
to achieve division objectives
1983 ANNUAL PERFORMANCE OBJECTIVES
rn
Completion
III. Support Services Division Time Goal Actual
A. Report Processing 45 minutes
1. Report from Officer
"'• 2. Complaint Log Entry
3. Case Jacket Data Entry
4. Type and File Master Cards
B. Final Case Distribution and Filing 8 hours
C. Computer Entry 1 hour
OP
1. Stolen, Lost Property
2. Stolen, Impounded Vehicles
3. Warrants, Person of Interest
4. Clearances (Arrests and Recovered Property)
w D. Citation Processing 30 minutes
1. Citation from Officer
2. Type and File Master Cards
3. Citation Log Data; Entry
E. Case Logs 24 hours
F. Transcribing Tapes 24 hours
fie+ 1. Supplemental Reports
2. Interviews
�., G. Property and Evidence 24 hours
1. Take from Officer, put in Temporary
Holding
.. • 2. Receive Property/Evidence Receipt
3. Determine Final Location for Storage of
Property
4. Mark Property/Evidence Receipt accordingly
5. Distribute copies of Property/Evidence Receipt
6. Transport property to Evidence Locker
H. Release of Property 1 week
1. Receive Release Notice from Proper Authority
2. Locate Property, Transport back to Temporary Holding
3. Obtain Property/Evidence Receipt for Owner's Signature
4. Notify Proper Owner
5. Owner come to Police Dept. to pick up Property
Goal Actual
rs
I. Error Factor 5% Limit
1. Filing
2. Typing
.r.
J. Response Times to Calls for Service
1. Priority Code I (routine)
"' a. Goal: As resources are available
b. Average Response Time:
.. 2. Priority Code II (prompt) Non-emergency
a. Goal: Response time 15 minutes or as soon as resources are available
b. Average Response Time:
vie
3. Priority Code III (immediate) . Person may be in danger
or crime may be in progress, and rapid response may
result in apprehension.
a. Goal: 6 minute response standard
+•r b. Average Response Time:
4. Priority Code IV (emergency) . Life is in immediate
danger, or in circumstance of similar magnitude when
time is critical
a. • GOal: 5.5 minute or .less response standard
` b. Average Response Time:
5. Priority Code V (delayed) . Assigned at citizen request
..
a. Goal: Respond when citizen available
• b. Average Response Time:
Response time is measured from the time call is received at
the Dispatch Center and when the dispatched unit arrives at
the designated location.
All calls for service require the initiation of a dispatch
card regardless of the priority, by Support Services Division
personnel.
K. Training
■. •
1. ICAP data entry 100%
2. Word Processing 100%
•
3. Performance by Objectives 100%
K. Division Commander
'�" 1. Division Management
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1984-85
DEPARTMENT: Finance and Services
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SERVICE LEVELS FUNCTIONS POSITION FTE
IV Accounting: 7
aw
AVERAGE o Payroll and benefits reports Finance Director
o Accounts Payable Accountant
o Fixed Assets Acctg Clerk
o General Ledger OA III
o Accounts Receivable: Utilities, OA II
Bancrofts and processing
+� o Other: Investments, cash receipts, bank
deposits, petty cash, check signing (AP/PR),
customer service, reports (financial, city,
010state, fed — required reports and forms)
Support Services: 8.6
o Reception: telephone, customer service, Finance Director
cashier, mail distribution, etc. City Recorder
o Municipal Court: cashier (night), WP Manager
recording of cites, docket preparation, Records Mgr.
.,, court follow—up, bail refunds, OA III/Court Clk.
attorney/juries/witness, customer OA III
service, monthly reports OA II/Receptionist
o P.O. processing and office supplies OA II
o Business Tax Receipts and cust. service OA I
o Misc. : accruals report, calendar, DOIs OA Part Time
o Recordings/Annexation follow—up
o Council Support: Packet preparation,
minutes, follow—up
o Elections
�,. o Records Management
o Street Vacations
o Customer Service, general
o Word processing: system mgmt. , special
projects, misc. reports, document
preparation, etc.
o Management
Management 2.4
o Personnel: reports, contracts, employee Finance Director
debadvising, new hires, etc. Asst. Fin. Dir.
o Purchasing
o Risk Management, claims, etc.
o Audit Preparation/schedules, etc.
o Banking and reconciliations
o Bond Sales
o Financial Reporting analysis
o Budget Preparation, minutes and meetings
o Department management
o Special Reports: Annual, revenue, etc.
o Misc. : Meetings, customer contacts, etc.
m•
TOTAL 18.0
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1984-85
DEPARTMENT: Finance and Services
N
— LC)
SERVICE LEVELS FUNCTIONS POSITION FTE
III Accounting: 6.3
Basic o Payroll and benefits reports Finance Director
Service o Accounts Payable Accountant
o Fixed Assets Acctg Clerk
o General Ledger OA III
o Accounts Receivable: Utilities, OA II
Bancrofts and processing
o Other: Investments, cash receipts, bank
deposits, petty cash, check signing (AP/PR),
customer service, reports (financial, city,
state, fed — required reports and forms)
IMO
Support Services: 8.4
o Reception: telephone, customer service, Finance Director
ge+ cashier, mail distribution, etc. City Recorder
o Municipal Court: cashier (night), WP Manager
recording of cites, docket preparation, Records Mgr.
court follow—up, bail refunds, OA III/Court Clk.
attorney/juries/witness, customer OA III
service, monthly reports OA II/Receptionist
o P.O. processing and office supplies OA II
o Business Tax Receipts and cust. service OA I
o Misc. : accruals report, calendar, DOIs OA Part Time
o Recordings/Annexation follow—up
wr o Council Support: Packet preparation,
minutes, follow—up
o Elections
o Records Management
o Street Vacations
o Customer Service, general
o Word processing: system mgmt. , special
projects, misc. reports, document
preparation, etc.
o Management
Management 2.30
o Personnel: reports, contracts, employee Finance Director
rrr
advising, new hires, etc. Asst. Fin. Dir.
o Purchasing
o Risk Management, claims, etc.
o Audit Preparation/schedules, etc.
o Banking and reconciliations
o Bond Sales
o Financial Reporting analysis
,,,,, o Budget Preparation, minutes and meetings
o Department management
o Special Reports: Annual, revenue, etc.
o Misc. : Meetings, customer contacts, etc.
` TOTAL 17.0
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1984-85
DEPARTMENT: Finance and Services
M
err �
SERVICE LEVELS FUNCTIONS POSITION FTE
II Accounting: 5.5
••• Limited o Payroll and benefits Finance Director
o Accounts Payable Accountant
o Fixed Assets Acctg Clerk
o General Ledger OA III
o Accounts Receivable: Utilities, OA II
Bancrofts and processing
o Other: Investments, cash receipts, bank
deposits, petty cash, check signing (AP/PR),
customer service, reports (financial, city,
state, fed - required reports and forms)
{ Support Services: 6.0
o Reception: telephone, customer service, Finance Director
cashier, mail distribution, etc. City Recorder
o Municipal Court: cashier (night), WP Manager
recording of cites, docket preparation, Records Mgr.
court follow-up, bail refunds, OA III/Court Clk.
attorney/juries/witness, customer OA III
service, monthly reports OA II/Receptionist
o P.O. processing and office supplies OA II
o Business Tax Receipts and cust. service OA I
o Misc. : accruals report, calendar, DOIs OA Part Time
o Recordings/Annexation follow-up
+w' o Council Support: Packet preparation,
minutes, follow-up
o Elections
o Records Management
o Street Vacations
o Customer Service, general
o Word processing: system mgmt. , special
"'r projects, misc. reports, document
preparation, etc.
o Management
rr.
Management 2.30
o Personnel: reports, contracts, employee Finance Director
advising, new hires, etc. Asst. Fin. Dir.
o Purchasing
o Risk Management, claims, etc.
o Audit Preparation/schedules, etc.
o Banking and reconciliations
o Bond Sales
o Financial Reporting analysis
,r,,, o Budget Preparation, minutes and meetings
o Department management
o Special Reports: Annual, revenue, etc.
o Misc. : Meetings, customer contacts, etc.
TOTAL 13.8
rr
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SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1984-85
DEPARTMENT: Finance and Services
U)
SERVICE LEVELS FUNCTIONS POSITION FTE
Accounting: 4.75
CORE o Payroll and benefits reports Finance Director
o Accounts Payable Accountant
o Fixed Assets Acctg Clerk
'r"' o General Ledger OA III
o Accounts Receivable: Utilities, OA II
Bancrofts and processing
o Other: Investments, cash receipts, bank
deposits, petty cash, check signing (AP/PR),
customer service, reports (financial, city,
state, fed - required reports and forms)
Support Services: 5.3
o Reception: telephone, customer service, Finance Director
.rr cashier, mail distribution, etc. City Recorder
o Municipal Court: cashier (night), WP Manager
recording of cites, docket preparation, Records Mgr.
— court follow-up, bail refunds, OA III/Court Clk.
attorney/juries/witness, customer OA III
service, monthly reports OA II/Receptionist
o P.O. processing and office supplies OA II
o Business Tax Receipts and cust. service OA I
o Misc. : accruals report, calendar, DOIs OA Part Time
o Recordings/Annexation follow-up
.,, o Council Support: Packet preparation,
minutes, follow-up
o Elections
o Records Management
o Street Vacations
o Customer Service, general
o Word processing: system mgmt. , special
4.11 projects, misc. reports, document
preparation, etc.
o Management
Management 2.20
o Personnel: reports, contracts, employee Finance Director
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advising, new hires, etc . Asst. Fin. Dir.
o Purchasing
o Risk Management, claims, etc.
o Audit Preparation/schedules, etc.
o Banking and reconciliations
o Bond Sales
o Financial Reporting analysis
o Budget Preparation, minutes and meetings
o Department management
o Special Reports: Annual, revenue, etc.
o Misc. : Meetings, customer contacts, etc.
TOTAL 13 00
with Court Volume
MEMORANDUM
OM
CITY OF TIGARD, OREGON
.rr
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TO: Mayor and City Council February 28, 1985
�•+ FROM: Jerri L. Widner, Finance Director
SUBJECT: WORKSHOP - SERVICE LEVEL PRIORITIES - FINANCE AND SERVICES
FINANCE AND SERVICES DEPARTMENT
DISCUSSION OF SERVICE LEVEL PRIORITIES
"g'' The function of the Finance and Services Department is twofold: to .meet
statutory requirements and to provide support to all other departments.
,., To determine the levels of services to be provided by the department, we first
of all need to outline what is statutorially required. There are federal,
state and city statutes, as well as contractual agreements that the City has
wmp entered into that regulate how and when we perform certain responsibilities.
These requirements must be performed at any level of service. Examples of
statutory requirements are listed below:
r STATUTORY REQUIREMENTS
Municipal Court: Record of citations, trial dockets, follow-up to
the State for court decision, court appointed
attorneys, subpoena' of witnesses, selection of
juries, bail refunds, fine and bail schedules,
assessing and payment of Court Police Training,
Victim's Assistance and Indigent Defense.
City Recorder Legal and public notices, City Council minutes,
+s follow-up actions of City Council. Elections —
candidate petitions, verification of signatures,
follow-up of reporting requirements by candidates
and committees, filings within time constraints.
Recordings -- any land use actions that require
County recordings, annexations, street vacations,
dedications, plats etc. Records retention and
"' maintenance of public records .
Accounting Payroll tax reports, utility bills and tax
N• turnovers of delinquent utility bills, state
reports for building surcharge and court
collections, payments to vendors, bondholders and
others, W-2' s for employees and 1099's for city
council and vendors.
r
WIN
Administration Personnel - OSHA reports, affirmative action and
Wig training/education reports, retirement reports,
personnel files. Purchasing - purchase order
preparation and follow-up. Elections - drafting
„- of tax and other financial measures, filing with
County. Bancroft - sale of bonds, setting up
installment accounts, foreclosures. Audit -
preparation and report. Bonds sale of general
obligation and levying of tax. Sewer agreements
- collection of fees and payment to contract
holder. Budget - preparation, notices, minutes,
w. filing with County Assessor. Investments.
Federal revenue sharing and reports for other
government agencies.
Each of the areas listed have deadlines, some are three days, some the end of
the following month and some date specific. The amount of time it takes to
meet these deadlines is determined by the volume of transactions that must be
OUP summarized and reviewed.
A question that might be asked is how do service levels affect statutory
.. requirements? At Level 1, the department would do just enough to get the
reports in. At Level 4, analysis, auditing and review of data would be
accomplished.
"ow In addition to the statutory requirements, the department offers support to
other departments. Examples of support given are as follows:
word processing, copying, reception, personnel hiring, advertising,
terminations, negotiations, purchasing rules interpretations, budget and
actual information, payroll processing and information, accounts payable
information, business tax, liquor license, alarm permits, recordings,
notices, annexation follow-up with the census, miscellaneous billing for
services, ordering of office supplies, dp/wp system management,
distribution of mail, special projects such as revenue manual, 5-yr. plan,
and maintenance of contracts for janitorial and office equipment
maintenance.
Service level priorities for the department are based on being able to meet
the statutory requirements first.
.r
1 1 1 I I 1 I I 1 1 t 1 1 1 1 1 1 1 1 . .
FINANCE AND SERVICES SERVICE LEVEL PRIORITIES
FUNCTION (Maiorl SERVICE LEVEL 1—CORE SERVICE LEVEL 2—LIMITED SERVICE LEVEL 3—BASIC SERVICE LEVEL 4—AVERAGE
Business Hours 9-5 M — 9-3 T-Th 9-5 M — 9-3 T-Th 9-5 M-Th — 9-3 F 9-5 M-F
Municipal Court Office Hours Closed 12:30 - 1:30 Closed 12:30 - 1:30 Closed 12:30 - 1:30 Closed 12:30 - 1:30
SUPPORT SERVICES DIVISION:
Reception—Telephone Forwards calls Forwards and/or message Forwards and messages Forwards and messages
Customer service Directs to dept. Directs and/or helps Directs and helps Directs and helps
Cashier Writes receipts Writes receipts Writes rec/balances cash Writes rec/balances cash
Municipal Court Processes cites Processes cites Processes cites/reviews Process/review/analyze
Records—Maintenance Central files quarterly Central files monthly Central files monthly Central files weekly
Recordings As needed As needed As needed As needed
Annexation As needed - Census As needed - Census As needed - Census As needed - Census
Street Vacations Monitor process/notices Monitor process/notices Monitor process/notices Monitor process/notices
Business Tax Bill, receipt Bill, receipt Bill, receipt some chkg. Bill, rec., follow-up
Council Support Ntcs/Min/Packets Ntcs/Min/Pkts/Follow-up Ntcs/Min/Pkts/Follow-up Ntcs/Min/Pkts/Follow-up
Elections Monitor system Monitor/advise candidates Mon/advise/review Mon/advise/review •
Word Processing Manage system Manage system •• Manage system/update Manage/update/monitor
Processing-normal 48hr turnaround 48hr turnaround 24hr turnaround 24hr 6 same day service
Special Projects As time allows As time allows As required As needed/requested
Customer Service By appointment By appt./free-up By appt./free-up On demand & by appt.
ACCOUNTING SECTION:
Payroll processing Semi-monthly Semi-monthly Semi-monthly Semi-monthly
Payroll taxes/benefits By contract/law By contract/law By contract/law By contract/law
Analyze accuracy Not able As necessary Sporadic Work into program
Accounts payable weekly weekly weekly weekly
Analyze transactions Not able As necessary Sporadic Work into program
Fixed Assets Annual update Semi-annual update Quarterly update Monthly update
General ledger monthly mbnthly monthly monthly
Financial reports quarterly quarterly monthly monthly
Journal entries monthly monthly weekly daily
Utility billings 1/4 monthly 1/4 monthly 1/4 monthly 1/4 monthly
Customer Service By appointment By appt./free-up By appt./free-up On demand & by appt.
Daily work-bk dep etc. daily daily daily/some analysis daily with analysis
Audit preparation little work some schedules more schedules 90% of schedules
ADMINISTRATION:
Bancroft billings semi-annual when due semi-annual when due semi-annual when due semi-annual when due
foreclosures annual annual annual semi-annual
Investments whatever is easiest whatever is easiest shop around shop around
Audit preparation little work some schedules more schedules 901 of schedules
Personnel-filing monthly monthly weekly daily
fed/state reports as required as required as required as required
employee counseling by appointment by appointment by appointment on demand
analysis of benefits little work sporadic as needed routine basis
Purchasing process requests process requests process/some follow-up process & follow-up
Risk management process claims process claims process/some follo-up process 6 follow-up
Bank reconciliations semi-annual quarterly quarterly monthly
Financial reports to CC annual—per audit annual—per audit send-annual quarterly
Budget state required state required state req/some analysis state req & analysis 57
Bond sales as needed as needed as needed as needed
Special reports little work little work some work on demand
VIMO
• ):t
IMF co
a�Ir RY
ane 639-9511
12569 SW Main•Tigard, Or. 97223
A STATEMENT OF POLICY
1 . Goals:
�.r.
The Tigard Public Library (TPL) has been established to provide free
access to information reflecting all viewpoints and opinions. TPL will
provide books and other media which will support the inquiry and
recreational reading needs of all people of all ages. TPL will strive to
offer opportunity, encouragement and guidance to users in utilizing its
resources to the optimum. TPL supports universal education as a
continuing process throughout life. TPL seeks to identify community
needs, to provide programs of service to meet such needs and to cooperate
with other organizations, agencies and institutions which can provide
programs or services to meet community needs.
TPL will provide the best service possible by a continuous process of
upgrading resources and facilities.
isso
TPL will utilize all resources as economically, efficiently and
effectively as possible.
STATE LIBRARY
(Policy)
w'' ORS 357.001 Legislative findings. The State of Oregon recognizes that:
(1) Libraries constitute a cultural, informational and educational resource
+1. essential to the people of this state.
(2) Library services should be available widely throughout the state to bring
re within convenient reach of the people appropriate opportunities for
reading, study and free inquiry.
(3) Providing and supporting adequate library services is a proper and
necessary function of government at all levels. [1975 c.476 g2]
ORS 357.003 Policy . It is the policy of the people of the State of Oregon:
(1) To promote the establishment, development and support of library services
for all of the people of this state.
(2) To provide library services suitable to support informed decisions by the
personnel of government.
.r. (3) To encourage cooperation between units of government and between and among
libraries and to encourage the joint exercise of powers where such
cooperation or joint exercise will increase the extent of library services
egoin a fair and equitable manner. [Formerly 357. 705]
I I I I . I I I I I' I t I I I I I 1 I
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g ! a rte - _--' - -vi
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SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
air FY 1984-85 CD
DEPARTMENT: Library
rr
SERVICE LEVELS FUNCTIONS POSITION FTE
Circulation: 4
"" Core o Open 20-25 hours per week
o Limit circulation to 5 items per person
o No reserves on any materials
rr o No renewals
o Selective overdues (Non-fiction and
2 weeks)
o Patron registration - verify through
mit
mail - two weeks lag time for user
to receive, delaying access to Library
collection
rr
Reference:
o Irregular full reference service
(due to staffing). No telephone
reference
o One interlibrary loan per person
rr
per visit
Acquisitions and Processinqs:
o Library materials = 15% budget
OM o Purchase books to maintain
basic reference and periodicals;
remainder for adult fiction and
aschildren's fiction
o No weeding
Programming/Community Service:
o One pre-school story time
(Rely on Volunteers only)
o Maximum two school age programs per year
wr (Rely on Volunteers only)
o No summer reading program
Administration:
o No travel; no training
rr
rrr
rr
WO
SERVICE LEVEL PRIORITIES/CUT ; Kcoma
FY 1954-85
DEPARTMENT: Library
SERVICE LEVELS FI, TIONS POSITION FTE
II Circulation:
.wr Limited o Open 38-40 hours per week 6
o Unlimited circulation per person
o Reserve only new 2-week books - limit
rrr 2 per person
o Renew all materials except 2--week
No renewals by phone
o Selective overdues (fewer categories
than III)
o Patron registration - verify through mail
lag time 10 days for user to receive
Reference:
o Irregular full reference service
(due to staffing) . Only ready reference
over telephone.
o Two interlibrary loans per person per visit
Acquisitions and Processing:
o Library Materials = 207E budget
o Purchases to include only books and
periodicals, i.e. , no cassettes, records
o Limited weeding in non-fiction
Programminq/Community Service:
o One pre-school story time per week
(Use of Volunteers also)
o Maximum of four school-age special programs
per year
o Unlimited registration for summer reading
(Use of Volunteers also)
o Maximum 5 summer reading activities
(Use of Volunteers also)
o Senior Outreach/LP book deposits
OW (Use of Volunteers also)
Administration:
o Travel for one manager to OLA and selected
area workshops for staff members
Ow
imp
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS C•,
++� FY 1984-85 `o
DEPARTMENT: Library
SERVICE LEVELS FUNCTIONS POSITION FTE
III Circulation: 8
Basic o Open 48-50 hours per week
County Average o Unlimited circulation per person
o Reserve all materials - limit 2 per person
o Renew all materials except 2 week materials -
No renewals by phone
o Selective overdues
o Patron registration - verify through mail -
sip
lag time 1 week for user to receive
Reference:
o Full reference service during all open
hours
o Three interlibrary loans per persons per visit
Acquisitions and Processing:
o Library Materials = 25% budget
o Purchases to include books, periodicals, and
A-V.
o Weeding of entire collection - irregular
Programming/Community Service:
o Two pre-school story times per week
(Use of Volunteers also)
ei• o Maximum of six school-age special programs per year
o Unlimited registration for summer reading
o Maximum 10 summer reading activities
o Senior Outreach/LP book deposits
ism (Use of Volunteers primarily)
o School Liaison •
�. Administration:
o Travel for managerial staff to OLA conference and
selected out-of-town workshops only
s• o Training opportunities for staff as available
in area
•
w.
INN
DEVELOPMENT SERVICES
orr
Planning
Service levels in planning are directly affected by the amount of
development actively underway in the City . During the strong growth periods,
such as we began to experience last year, the amount of time devoted to public
assistance and development application reviews increases greatly. As a
result, the time available for special projects decreases.
The analysis of service levels is based on today' s activity level, which
is strong, but not at peak. If peak development activity began, staffing
projected at Level III would be needed to provide Level II service. This
distinction should be kept in mind throughout the review of each entity of
development services. Similarly, should the amount of development decrease to
the low level which was present in Tigard in 1981 and 1982, Level II staffing
can perform Level III work.
ww
•
VIVO
IWO
VOW
.i.
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
,,,,, FY 1984-85 1O
DEPARTMENT: Library
.. This level reflects a desired adequate service level based on Oregon Standards for
Public Library Service - April 1980
SERVICE LEVELS FUNCTIONS POSITION FTE
IV Circulation: 15
O.L.A. Standard o Open 50-55 hours per week
,r. o Unlimited circulation per person
o Reserve all materials - no limit
o Renew all materials - except 2-week
o Overdues on all categories of materials
o Patron registration - verify through mail-
lag time 3-4 days for user to receive card
o Reduction of backlog
is
Reference:
o Full reference service during all
- open hours, including telephone
o Five interlibrary loans per person
pr visit
""" Acquisitions and Processing :
o Library materials = 25% budget
o Full spectrum of purchasing
✓w based on analysis of collection
o A regular, continuous weeding
and collection development program
o A scheduled program for mending
•
and rebinding
o Reduction of backlog
Programming/Community Services:
o Three pre-school story times per
week - one evening (Use Volunteers for
community involvement)
o Maximum of nine school-age special
programs per year
o Unlimited registration for summer
reading
o Maximum 12 summer reading activities
(Use Volunteers for community involvement)
o Senior Outreach/LP book deposits --
one staff person assigned plus
volunteers
„r, o School liaison and joint activities
Administration:
o OLA conference for all managerial staff
"" o Travel for at least one workshop
(out-of-town) per managerial and
supervisory staff
a•• o Training opportunities for all
managerial staff and supervisory staff
as available in area
ow
PLANNING DIVISION PLANNERS
LCD
wr
,,.,, 1. Development Application Reviews - Fee Related
2 FTE 2 FTE 3 FTE
WORK 1500 .1615 At Level III - Additional
HOURS Time devoted to applications
1000 .1235 .1235
+r
500
,w 0
I II III & IV
err
2. Public Assistance - Fee Related
sr 1500 At Level II & III - More
Counter and Phone Assistance
1000 .1045
r
500 .370 .665
0
ay
3. Special Projects - Ex: Park Plan, Econ. Dev. Plan, Annexation Plan,
Intragovernmental Coordination
1500 .1900 At Level I - Need to Cross-
Train to Assist Building and
tre
Engineering
1000 .1140 Level III - Ability to Devote
More Time to Special Projects
500 .760 and Assist Administration with
CIP, Economic Development
0
ow
4. Department/Non-Department Support - Planning Commission, NPO's, etc.
ow
1500
1000 At Level I - Limited Support
to NPO's, employee groups
500 .513 .513
.285
r 0
5. Comprehensive Planning - Long Range Planning
•+ 1500 At Level I - Less Time Available
for Long Range Planning
1000
500 .570 .627 .627
n '
.r
BUILDING
MOM
IMP
Overall, if the level of building activity increases while staff level
remains constant, the following occurs :
IMP
- Plan checks take longer to be completed.
+r - Field inspections are only those that are required.
- Less technical assistance is given in the field and in the office.
- Codes enforcement is limited to emergency situations.
- Building Division input to development reviews at the early stages is
ow limited.
- Assistance to other departments is less available.
Level III service assumes the same level of development activity as
existed last summer. Since that time, activity has greatly increased,
particularly in terms of large scale residential, commercial, and commercial
.• alterations. Due to this, if a third inspector were available, the amount of
time committed to plans checks and field reviews would increase.
.r.
Ur.
WM
r..
R ^
FTE 3 FTE 3 FTE 4
BUILDING
•
1. Building Permit Processing
1500
1000
500
0 . 285 .285 . 380
or I II III & IV
2. Plan Checks
1500 At Level III - Additional Time
ow will be devoted to Plan Checks
1000 .1045
and they will be processed
500 760 .760 faster when not complicated
err 0
3. Field Inspections - Building
«r .2090
{ 1500 .1520 .1520 At Level III - Additional
Field checks of commercial and
.r
1000 large residential projects
500
ow 0
4. Public Assistance
r
1500
err
1000
500 .665
.475 .475
WO 0
5. Codes Enforcement
r
1500 At Level III - More City
.1330 Initiated Enforcement
ri
1000
500
ow 0
.285 .475
6. Department/Non-Department Support, Including Development Application Review
or
1500 At Level I - Staff will
resume some engineering
tow
inspections
. 4 7`)
ow 0 . 190 . 190
r.
ENGINEERING
co
to
FTE 3 FTE 4 FTE 5
1. Development Application Reviews
1500 Level I - less time available
to assist in initial review
1000 of development plans
ww
500 .500 Level III - More input prior
300 .400 to application approval
wr 0
2. Public Improvement Projects
. 3000
.2500
2000 .2000 Levell - Less Review Time
trr 1500
1000 LevelIll - More thorough Input
rrr
500
0
w
3. Public Assistance
1500
1000 .1000
w .700
500 .500
0
ww
4. . 2800
2000 ,1600 . 1900
"'"' 1500 Level III - Ability to Input
the system to make the GIS
1000 Productive Earlier
SNP
500
tr
0
5. Department/Non-Department Support
.2100 .2200
'r' 2000
1500 Level I - Reduced ability to
.r .1300 cross-train personnel to assist
1000 the Building Division
r
500
0
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CITY ADMINISTRATOR
COUNCIL AND COMMUNITY RELATIONS (25% of time) GENERAL ADMINISTRATION (25%) SPECIAL PROJECTS(25%)
o Board and Committee Liaison o Policy Dev. and Local Legis. o Civic Center
o Community Recreation o Grievances/U.L.P. o 5—year Plan
o Newsletter o Labor Relations o Retirement Study
o W.C.C.L.S. o T.E.A.M: o Salary & Classification Study
o Goals and Priorities o Safety Committee o Wellness Proposal
o Tentative Agendas and Packets o Codes Enforcement o Parks Plan & C.I.P.
o M.A.C.C. o Merit System o Service Level Priorities
o Council Policy Calendar and Workshops o Personnel Rules o Dartmouth L.I.D.
o Community Relations Programs o Management Training o Street C.I.P.
o Strategic Planning o Computer Master Plan
o Greenburg Road Study
BUDGET AND FINANCE (25%) o 135th Street L. I.O.
o Tax Levy o Wastewater Audit
o Work Programs
o C.I.P. Finance
o Annual Budget
o Cut/Backs and Organizational Changes
EXECUTIVE SECRETARY
VOLUNTEERISM (20% of time) PERSONNEL (25% of time) ADMINISTRATIVE SUPPORT (25% of time)
o Board & Committee Coordination o Review Schedule o Mayor Clerical Support
o Keys to City o Affirmative Action Report o Coordination of meetings
o Monthly Reports o Salary & Classification Study o Annual Performance Report
o Employee Awards and Recognition o Labor Relations, Confidential o Administrative clerical support
Support o Budget Coordination
COMMUNITY RELATIONS (15% of time) INTERDEPARTMENTAL (15% of time)
o CATV Reader Board o PBO/Employee Involvement
o Civic Center o Employee Notes
o Complaints Management o Employee buffets
o Newsletter
73
. 1 _ 1 1 1 1 1 I 1 1 1 1 1 1 1 1 1 1 1 1
ADMINISTRATIVE ASSISTANT
(Projected)
FY FY FY FY FY
WORKLOAD HOURS: 81-82 82-83 83-84 84-85 85-86
Fiscal & Data Processing Implementation & Control
Computer Plan & Implementation Management 400 200 150 200 500
Contracts: Sr. Center, Interiors, Computer, Copiers, Civic Center
Urban Services I & II, 50 40 60 80 40
Purchasing RFP's: Computer, Copiers 80 80 60 40 30
Budget Preparation (assume automation in 85-86) 80 60 40 30 20
Liaison to City Departments
PB0/Staff Training 20 200 100 200
Computer User Committee 10 20 40 40 40
Staff Meetings 100 200 200 200 200
Labor Relations/Personnel 20 20 50 50 15
Civic Center Furnishing, Move 150 150
Employee Notes 25 40 40
Project Management & City—Wide Annual Reports
5—year Financial Plan & Cut—Back Strategies (assumes auto in 85-86) 120 100 10 10 10
Revenue Manual—Fees & Charges 20 100 20 50 20
Annual Performance Report — — 20 10 10
L.I.D. Policy — 80 120 60 40
Civic Center — — 100 1500 750
Performance Audit — — — — 80
C.I.P. — — — — 120
Intergovernmental Coordination/Community Relations
Citizen Advisory Groups — Budget Comm, Bus. Tax, T.U.R.A. Civic Center 50 100 150 200 100
Chamber, Community Groups 10 20 20 40 20
M.A.C.C./Cable Taping Productions 10 10 20 40 20
Urban Services Study—Double Taxation 10 80 100 20 —
74