COT Annual Performance - 1987 CITYOF TIQARD
ANNUAL PERFORMANCE REPORT:
A FIVE YEAR REVIEW FROM FY 82/83 - 86/87
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26 YEARS OF SERVICE 1961 - 198]
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ANNUAL PERFORMANCE REPORT
and SERVICE LEVEL PRIORITIES
CITY OF TIGARD, OREGON
FOR FISCAL YEAR 1985/86 and
PROJECTED FOR FISCAL YEAR 1986/87
CITY COUNCIL:
Tom Brian, Mayor
Gerald Edwards, Councilor Carolyn Eadon, Councilor
Valerie Johnson, Councilor John Schwartz, Councilor
CITY STAFF:
R. W. Jean, City Administrator
David C. Lehr, Police Chief Irene Ertell, Library Director
Jill Mnnley, Community Services Bill Monahan, Community Development
� /
1)
TABLE OF CONTENTS
GENERAL INFORMATION PAGE
Title Page
Mayor' s State of City Address ii
Table of Contents iv
DEPARTMENT REPORTS
Executive Report 1
Police 8
Community Services 13
Library 20
Community Development 23
Policy and Administration 35
City Attorney 39
SERVICE LEVEL PRIORITIES
Police 42
Community Services 57
Library 61
Community Development 67
CITY OF TIGARD, OREG0N
1986 PERFORMANCE REPORT
EXECUTIVE REPORT
The City' s Silver Anniversary Year, 1986, marked our 25 years as a City . This Annual Performance Report and Service Level
Priorities Review marks our considerable progress towards achieving major City goals while sustaining or improving upon the
delivery of Departmental services .
The Performance Report and Service Level Review is a summary of the City' s own internal audit and reporting systems. While
the Annual Fiscal Audit reports on how much the City spends and where,, the Annual Performance report looks at how well
these resources are used and to what result. The Service Level Priorities Review provides meaning and reference when
making cut-backs or applying discretionary resources . By comparing City costs and services over time to our own prior
years efforts, we establish real standards and measures for decision making and by which to judge our future efforts.
We have seen more change in the last five years than in any other period of the City' s history. From all appearances, the
next five years will bring even more change and challenge. Carefully monitoring our performance and service levels will be
essential if we are to stay within the Tax Base' s 5-Year Plan while improving the community' s quality of life. •
COMPARATIVE ANALYSIS
In Fiscal Year 1981-82 the City of Tigard received a voter approved Tax Base. That Tax Base was designed to last through
two years of moderate growth. Six years of rapid growth later, the City was finally authorized a new Tax Base for Fiscal
Year 1986-87 which must last tht e next five years . A review of these last Fiscal Years seems an appropriate guide to what
we might expect in those ahead .
The population of Tigard has grown from 15,200 in 1981-82 to 22,000 in 1986-87 -- up 31% in five years. In that same time,
inflation has increased the cost of City purchases 20%. A proportional increase in the City' s Operating Budget would have
been over 50%. The City ' s actual 5-Year Operating. Budget increase was up only 35% (1), a full 1/3 lower than equivalent
population and inflation cost increases ..
The City ' s assessed value has increased in five years from $720 million to $957 million -- up 33%. .If assessed value is
used as an index of ability to pay for City services, when compared to the City' s 35% increased Operating Budget then the
real relative cost of City services has been essenti.ailt unchanged these last five years.
Total City staff has increased from 80 in Adopted 1981-82 to 112 in revised 1986-87 -- essentially level over five years on
a staff-to--population ratio basis (2) . While staffing ratios are proportionately constant, the Operating Budget totals are
still 25-33% less than population/inflation factors . The lower cost is due to improved individual productivity .
(1) Adopted 1981-82 at $3 .75 million to Adopted 1986-87 at $5.05 million.
(2) 15, 200 80 = 190 and 22,000 113 = 192
' , 1
CITY OF TIGARD, OREGON
1986 PERFORMANCE REPORT
Yes, the City ' s staff has increased. Yes, the Operating Budget has grown. But population, inflation and assessed value
increases have grown proportionately faster. Administrative overhead has been cut in half from 8% of the General Fund to
under 4%. By any comparative measure population/inflation, assessed value, staffing ratio, overhead, -- the City' s
Operating Budget has attained and sustained improved service--to-cost ratios averaging 25-33% --•-- a real savings to Tigard
taxpayers of about $3 million over the last five years .
As we look ahead to the 5-Year Plan under the new Tax Base, we will continue to have population, inflation, and assessed
value increases . We can proportionately add needed now staff and make moderate Budget increases off of this efficient
Operating Budget foundation. It is in fact the considerable effort and improved productivity of the last five years that
will allow us to maintain current service levels while: sustaining the comparatively lower Operating Budget cost curve.
MAJOR CIT GOALS
While City Operating Budgets have been squeezed and productivity improvements developed over the last five years,
considerable progress has also been achieved on major City goals . These City goals have been piggy-backed on and around
the Operating Budget, mostly without separate appropriations .
Departmental managers and staff are generally given little recognition for their abilities to achieve these City goals
while still maintaining or improving Department operating services . It would have been enough to expect to have just
maintained basic services within the tight Budget levels . Council goals have been achieved as a bonus . As we now review
the progress on City goals in this year' s Report, remember that it comes on top of that already considerable service level
and productivity improvement efforts .
Just as this year' s major goal accomplishments come after several year' s effort, so many of the goals begun this last year
will not be completed immediately .
o Tax Base and 5•--Year Financial Plan - More than any other goal, the approval of an adequate Operating Budget Tax Base
results in improved City services. Department managers can now focus on the delivery of efficient operating services
rather than worrying about balancing next year' s budget.
o Civic Center - Just as the Tax Base allows us to provide basis City services for the near term, the completion of the
Civic Center within Budget and dedication last Spring is a long--term community commitment to efficient City services .
Expansion plans need to start now for construction starting in 1988 .
o Employee Involvement -•- Improved productivity has kept down operating costs and increased City services . The commitment
of time and resources in employee training, team-building, employee assistance and overall employee involvement has
increased innovation and commitment throughout City Departments .
2
't
CITY OF TIGARD, OREGON
1986 PERFORMANCE REPORT
o Community Information and Involvement - Community volunteerism has been a large part of our success these last few
years . Average volunteerism hours were 6,000/year in 1981 and have averaged at twice that level these past few years
at 11,000 - 12,000/year. Expanding the role of City NPO' s, continuing the Neighborhood Town Hall meetings, and
generally increasing community information and involvement will be even more critical in these years ahead. The recent
Community Services reorganization gives us the means towards this goal.
o Economic Development While 1981-84 brought Oregon the worst economic downturn since the Great Depression, Tigard
sought to encourage and streamline its development programs . Commercial and industrial construction these last two
years is double the 1983 levels . Total commercial/industrial to residential assessed values remain strong and
favorable to lower than average residential property taxes . Continued development along 72nd Avenue, the Scholls Ferry
Road Area Plan, Dartmouth Avenue and Tigard Triangle Development, Downtown Development and ultimately annexation of
Washington Square are the keys to economic health, low cost and high quality services in the years ahead .
o Intergovernmental Relations -- Tigard' s role in intergovernmental relations has dramatically expanded these past years
and achieved significant results: the County 2000 Policy, the Major Streets Transportation Improvement. Program, the
City-County Gas Tax and hopefully its reenactment, the State-County-City Roads Study, and the League of Oregon Cities
Mandates Study . Intergovernmental agreements have} also strengthened and improved Cable TV, Library, Police and
Emergency Communications services .
o Annexation and Municipal Services - The opportunity for a community-wide vote by the Metzger area fulfilled a major
City commitment to Metzger for that vote. Neighborhood annexations can now occur as individual areas desire City
services .
o Transportation and_Ca.p.ital- Improvements -• The completion of the Public Facilities Plan this year and updating our
Capital Improvements Plan next year will serve as the base for continued quality growth, community liveability and
affordability in the future . ''
DEPARTMENTAL HIGHLIGHTS
While individuals may question particular expenditures or differences in management style, the overall accomplishment of
City goals and the basic trend in improved operating services is unmistakable to any objective observer. These
accomplishments are not achieved so much from the top down, but more at the team level on a .Department by Department basis .
o Polio - No Department is more directly impacted by the City' s rapid population growth than Police. Amid a 35%
population increase and only 24% staffing increase, the Police Department has not only improved clearance rates,
reduced emergency response times, but added new programs and expanded services such as the School Resource Officers,
Neighborhood Crime Prevention, Durham Police Services contracts, Tualatin and King City dispatch contracts .
3
City OF TIGARD, OREGON
1986 PERFORMANCE REPORT
o Community Services - The improved direct services in Police, Library and Community Development are largely possible by
thesupport services provided in records, word processing, accounting, purchasing and personnel in Community Services.
Upcoming issues may prove equally significant over time as the Records Management Study, Court Study and expanded
community information and involvement.
o Library -- Although not as affected by City population growth, the opening of the new Library has generated a 35%
circulation increase in just the last year. With only marginal increases in staff, volunteers have been the key to
maintaining high quality services . The Summer Reading Program and increased Library hours are particularly
noteworthy . Volunteer hours have more than doubled from 2,500 to 5,400 per year. While significant, to maintain or
improve Library services in the future will require added staff for reference, children' s programs and just basic
circulation of materials .
o Community Development -• Planning, Engineering and Building receive the first direct impacts of the City' s rapid
growth. New construction these last few years is up three—fold from $17 million in 1982 to $42--48 million the last
three years . Codes Enforcement and updating the Comprehensive Plan will be major efforts for the next few years.
Public Works Operations receives a compounded increase in Streets, Sewer/Storm Drainage, Parks and Shops services.
Here too a 35% community growth has been handled by only a 25% staff increase over 5 years. Completion of Summer Lake
Park, Downtown Fanno Creek Park and determining the City' s role, if any, in recreation programs are the tasks ahead.
COMMUNITY REPORT
What we can confidently report to the community is that City services are up and comparative operating costs are down.
With the new Tax Base, City Services have been restored and even expanded in several. cases. Operating costs are 25-33%
lower over the last 5-6 years than equivalent population and inflation cost increases would have otherwise dictated. City
productivity remains high and staff is continually seeking new ways to do things cheaper and better. Our local economy is
strong, and our ability to manage growth and change is solid.
Continuing many of the programs of the last five years should maintain and sustain our progress:
o Community involvement and volunteerism;
o Improved productivity through improved management, better uses of equipment and technology, and increased employee
involvement and team•--building;
o Quality growth—management and economic development, whether by new development or annexation, and the provision of
quality municipal services to our growing community.
•
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4
CI l"Y OF TIGA RD, OREGON
1986 PERFORMANCE REPORT
A renewed commitment and expanded emphasis in several other areas will become more important in the coming years:
o Capital. Improvement.__Proj"ecis for sewer, storm drainage and parks, along with the needed financing programs;
o Traffic and Transportation system improvement from planning to construction;
o
intergovernmental Relations and agreement about and between cities; special district, county, regional and
statewide issues and projects .
Our progress these last few years of growth and restricted budgets has been considerable. The City' s Silver Anniversary
Year 1986 saw the Civic Center dedication and with the new Tax Base assured basic operating services for the next five
years . We can look ahead, proud of our past and confident of our future ability to provide needed municipal services and
to meet the community ' s goals .
Robert W. Jean
City Administrator
January, 1987
5
TOTAL CITY EMPLOYEES STAFF:POPULATION SERVICE LEVEL RATIO
High
150 200
• • IV•
120 210 •
• III .
E
1 220
` /J II.
• 230 '. •'4; earI 240
0 Low
81/82A 81/82 82/83 83/84 84/85 85/86 86/87
8I/82A 81/82 82/83 83/84 84/85 85/86 86/87 —-
14,500 - 22,000
POPULATION COMPARATIVE OPERATING BUDGETS
6
z 5 Baseline Budget (Inflatipn & Pop.)
22,000
. o . . �
• . .
20,600 4
...<::::: '''''''''T •o
19,200 z 3
+52Z o-r Acty�al Operating Budget J
a
17,800 a'7.% year. H 2 �<•
z +34%.or .
. 5.6%/year .
14,500 1
80/81 81/82 82/83 83/84 84/85 85/86 86/87 81/82A 81/82 82/83 83/84 84/85 85/86 86/87
POLICY & ADMINISTRATION OVERHEAD % SERVICE LEVELS OF MAJOR PROGRAMS
10
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6 III Community Development
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80/81 81/82 82/83 83/84 84/85 85/86 86/87 8I/82A 81/82 82/83 83/84 84/85 85/86 86/87 6
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) ) OPERATING BUDGET t
. INFLATION �
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80/81 81/82 82/83 83/84 84/85 85/86 oo/or __� o/��A 81/82 82/83 83/84 84/85 85/86 86/87
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COMMERCIAL CONSTRUCTION RESIDENTIAL CONSTRUCTION
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80/81 81/82 82/83 83/84 84/85 85/86 86/87 80/81 81/82 82/83 83/84 84/85 85/86 86/87
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ASSESSED VALUE
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80/81 81/82 82m3 83/84 84/85 85/86 86/87
7
CITY OF TIGARD, OREGON DEPARTMENT: POLICE (1 . 1)
1986 PERFORMANCE: REPORT f UNIT: SUMMARY
The Tigard Police Department is charged with the responsibility of: facilitating the safe and efficient movement of
pedestrian and vehicular traffic through the community; apprehending criminal law violators; preventing criminal
opportunity; and maintaining peace and order throughout the community . To accomplish this responsibility the Department
utilizes patrol, investigative, traffic enforcement and support services resources on a 24 hour basis . With continued
growth in the community the Department has experienced a concomitant increase in workload. The department has again
demonstrated its ability to provide professional police services to the community at priority level 2. The department has
experienced some easing of workload stresses with the employment of additional personnel. The Department will continue to
provide a professional police service to the community .
DAVID C. LEHR, CHIEF OF POLICE
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 . 85-86 86-87
. ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of department employees (FTE) i, (29) (29) (29) (29) (36)
No. of police officers per population 1 :806 1 :841 1:886 1:812 1:775
Population served (Jan. FY) 17,750 18,500 19,500 . 20,500 _ 22,000
Department budget $1,034,428 $1, 130,715 $1, 178,708 $1,382,869 $1,718,500
% of department budget from General Fund 97% 99% 99% 94% 97%
% of total General Fund 46% 48% 48% 53% 38%
% of total City budget 15.4% 21 .5% 22.7% 18 .5% 14.5%
Per capita budget expenditures $58 .2.0 $67. 12 $63 .49 $69.90 $75.50
State average per capita costs $75.43 $79.84 $78.23 $80.07 $71 .09
(Cities with pop. 10,000-24, 999)
Case Load per sworn officer (patrol) 643 745 937 1007 1059
Cases received (investigations) 1567 1688 1780 1850 1850
Card load per dispatcher 4871 52.88 6114 6666 7500
Average calls per day 175 200 225 260 300
Emergency response time 4 min. 6 min 4.5 min. 4. 5 min. 4.9 min.
Part I offenses clearance/officer 17.9 23 .5 22.0 2.3 .5 22.0
Part II offenses clearance/officer 2.7.4 21 .5 35.7 43 .0 29.0
Size of City in square miles 8 .4 8 .5 8.5 8.7 9.0
Police Reserves annual hours worked 3083 2.345.5 2528 2400 2400
8
EMPLOYEE/POPULATION ) Z OF TOTAL GENERAL FUND )
1000 100
800 - 80
600 - 60
400 40 • •
200 - 20A
0 0
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87
BUDGET EXPENDITURES PER CAPITA TOTAL CALLS FOR SERVICE
100 18000
80State Average
.--------- . 16000 -
60 ✓/. City of,Tigard 14000 -
'- 40 12000 -
20 • t 10000 -
0 0
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87
INVESTIGATOR/POPULATION DISPATCHER/POPULATION
10000 6000
8000 - 5000 -
6000 - 4000 -
4000 - 3000 - ---___
2000 - 2000 -
1 +
1 0
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87 9
CITY OF TIGARD, OREGON DEPARTMENT: POLICE
1986 PERFORMANCE REPORT UNIT: PATROL (1 . 1.2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
Part I & II Offenses 1998 1,953 1,952 2,319 2,296
Calls for Service 10,295 11,473 14,531 17,2.51 19,067
Caseload per officer 643 745 937 1, 118 1,059
Part I Clearance/Officer 17.9 23 .5 22.0 20.2 22.0
Part :LI Clearance/Officer 27.4 21 .5 35.7 35. 1 2.9.0
Services Calls/Day 28.2 31 .4 39.8 42.9 52.2
Population Used 17,750 18,500 19,500 20,500 22,000
The increase in community growth has placed an increase on service demands
as is graphically displayed. The calls for service increased from 14,531 in
FY 84/85 to 17,251 in 85/86 with a FY 85/86 projected population of 20,000.
However, at the end of the 85/86 FY the actual population was 20,500, which
is 500 above projection.
Even with the increased workload the Patrol Division has continued to clear
nearly as many cases per officer as in years past, with an emphasis on Part
CASE LOAD PER UNIFORM OFFICER II crime as Council directed. The goal established for calendar year 1985
1500 was 18 .5 Part I crimes cleared per officer, and 24.6 Part II crimes cleared
per officer. The actual clearance rate per officer was 20.23 Part I and
1200 - 35. 14 Part II, thereby exceeding the 1985 annual goals .
900 The Patrol Division' s selective traffic enforcement efforts are reflective
with a reported accident control rate of 384 reported accidents, which is 60
accidents below the 1985 goal rate of 444. During the calendar year of 1985
600 the entire division wrote 4,921 citations and issued 3,914 warnings; of the
4,92.1 the two motorcycle (traffic) officers wrote 2,317 (or 47.08%) of the
300 - citations and they issued 489 of the 3,914 warnings, while maintaining at
98.6% conviction rate.
0
82/83 83/84 84/85 85/86 86/87 The Patrol Division has recently become more community oriented through
community programs . The Walk and Talk program has the officers out of their
cars meeting and talking with the residents of their respective districts,
learning their concerns and problems as they relate to the partnership and
policing of the city . A School Lunch program has also been implemented
whereby once a week a uniformed patrol officer will eat lunch with the =
school children at the schools. The children have responded very positively
to this contact. ;The goal is to form a strong partnership between the
police department a64 the citizens of the community with a common goal of a
total crime fighting effort. 10
CITY OF TIGA.. , OREGON ) DEPARTMENT: POLICE
1985 PERFORMANCE REPORT UNIT: INVESTIGATION (1 . 1 .3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
_ ACTUAL ACTUAL ACTUAL • ACTUAL PROJECTED
___
Cases Received 1,567 1,688 1,780 1,850 2,042
Cases Suspended 872 906 1 1,015 831 936
Cases Investigated 253 346 439 504 551
Case Load/Investigator 84.3 107 101 112 146.9
Part I Cleared 56 57 97 142 241
Part II Cleared 6028 49 44 80
Total. Part I & Part II Cleared 116 85 146 186 321
Percentage Cleared 34.06% 62.0% 48% 56% 58 .2%
Investigators/1,000 Populat.{on 1 :6121 1 :6500 1:5571 1 :4445 1 :6000
Person crimes : Rape/Assault/Robbery 23 49 25 26 85
Property crimes : Burglary/Theft 176 222 277 291 388
Population served 17,750 18,500 19,500 20,500 22,500
DIVISIONAL GOALS: .
o Target Burglary and Theft
o Maintain current case clearance level
o Maintain current case management level
The Investigation Division consists of 3 .5 investigators and 1 supervisor,
INVESTIGATOR CASE LOAD totaling 4.5 investigative personnel . The 1/2 time position added in 1984
180 was the first staffing increase since 1973. This increased the Division to
• 2.5 investigators and 1 supervisor) An additional 1/2 time position was
• added in August of 1985 providing 3 investigators and 1 supervisor, totaling
iso . 4 investigative personnel. An additional 1/2 time position was again added
• in October through December of 1985, and then deleted until March of 1986
120 bringing the Division to its current staffing of 3.5 investigators and 1
/- supervisor.
90 �/
. It should be noted that the supervisor' s responsibilities preclude him from
60 . carrying the same case load level as an investigator, which actually reduces
the staffing of investigators to 3 .75. Investigations conducted by the
. supervisor only involve major cases, and close involvement with assigned
82/83 83/84 84/85 85/86 86/87 major cases .
Despite the Division' s staffing problems the investigators have been able to
increase the level of case clearances from 33 .9% in 1985 to 58 .2% in 1986,
an increase of 24.3%. The Division is meeting its goals to target Burglary
and Theft by clearing 22.8 Burglary & Thefts in 1986 over 92 Burglary &
Thefts in 1985, an inct'ease of 59.6%.
r
Statistical data shows investigator case load is increasing, and
investigator per 1000 population is decreasing. 11
CITY OF TIGArl, OREGON ) DEPARTMENT: POLICE
1986 PERFORMANCE REPORT UNIT: SUPPORT SERVICES (1 . 1.4)
FY FY ____ FY _.___.. _ ..� _..,Y FY _
_ WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
Total Calls for Service 10,295 11,473 14,531 15,656 16,500
Card Load Per Dispatcher 4,871 5,288 6, 114 6,766 6,428
Av . Teletype Transact./Mo. 12,000 14,000 16,500 14,508 15,732
Au , Phone Calls Per Day 175 200 22.5 200 300
Av . Walkins Per Month 1,055 1,173 1,380 1,450 1,693
Av. Clerical Hrs. Per Mo. 348 387 455 526 540
# of Dispatchers Per 1000 Population .338 .324 .308 .300 .273
Due to increase in population since 1982, service demands have increased
CARD LOAD PER DISPATCHER greatly, as shown above. Dispatcher card load has increased 31 .9%. Service
10000 population increased 19.2%. The aside graphs show number of dispatchers per
1000 population and also the increase in number of master cards typed per
dispatcher. There has been no increase in number of personnel in this
8000 • division for 13 years, yet with this static work force the workload
indicators per dispatcher keep increasing dramatically .
6000 -
DIVISIONAL. GOALS:
4000 - o Develop and implement computerized recordskeeping; i .e. alpha file and
other reports, consistent with .city--wide computer plan.
2000 - o Implement word processing.
o Develop proposal and implement outside agency dispatch contracts.
0 • o Develop costs and feasibility of microfilming; purge old records.
82/83 8384 84/85 85/86 86/87
This Division manages the records system, report distribution, transcribing
of taped interviews and reports, dispatching, evidence and property, and
NO. OF DISPATCHERS PER 1000 POPULATION 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
o.s 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
0.4 -- emergencies. Every contact made with a person is carded in a 3x5 master
.338 .324 308 ,300 card index file. Part I crimes require an average of 4 cards each report;
0.3 - .273 Part II crimes require an average of 4 cards per case; non-criminal calls
require an average of 3 cards . Traffic accidents need 6 cards per report,
0.2 - and finally, each traffic citation requires 1 master card to be typed.
Computerizing the alpha file will eliminate the need to manually type these
cards .
0.0 .x. Average number of cards typed and filed.
82/83 83/84 84/85 85/86 86/87 I +
f
12
) ) )
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: COMMUNITY SERVICES
1986 PERFORMANCE REPORT UNIT: ' ALL
i
The Department of Community Services provides a variety of support; and administrative services both internally and
externally to City Hall . These are: finance and accounting; City Recorder; word processing and office management;
municipal court; records; personnel and labor relations; purchasing; insurance and risk management and community
involvement.
In FY 85/86 many of these functions were handled by different departments . As a result of reorganization in late 1986,
these functions are now grouped within the one department: Community Services .
JILL. MONLEY, COMMUNITY SERVICES DIRECTOR
FY FY FY FY FY
WORI< MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of department employees (F"I"F ) (10.5) (11) (12.5) (13 .75) (17.5)
Department budget allocation $327,035 $408,905 $439,500 $396,810 $581,300
% of department budget from General Fund N/A 57% 51 .7% 63 .7% 60%
% of total General Fund 10.7% 12.3% 13 . 1% 9.0% 11 .0%
% of total City budget 5.2% 4.6% 4.2% 3 .5% 4.9%
No. of Purchase Orders processed 694 1, 185
No. of Hires processed 39 " ' 60
No. of Terminations processed 15'x'* 29
No. of incoming telephone calls per day 156 230 304 335 530
Average hours per Council meetings (City Recorder) 4.0 4. 1 3 . 1 3 . 5 4.0
L.I.D. Assessment billings (Accounting) 496 752 709 800 850
Average No. of work orders per month (Support Services) 64 104 94.75 152 304
Sewer/Storm Drainage billings 18,373 19,745 21,631 21,425 62,000
**Incomplete information
13
1
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: COMMUNITY SERVICES
1986 PERFORMANCE REPORT UNIT: DEPARTMENT ADMINISTRATION 1 . 2
The function of CSD administration is to plan and coordinate the activities of the component divisions, provide Personnel
and Purchasing services to all departments of the City, to encourage, support, and monitor community involvement activities
of the City, and to conduct such studies or special projects as needed.
In the area of personnel, purchasing and insurarice, our goal is to provide technical and professional level support to the
entire City . Due to reorganization in late 1986, historical data is not easily available. From the data available,
workload indicators reflect an increase volume of activity in all areas .
FY . FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL. ACTUAL ACTUAL PROJECTED
No. of Purchase Orders 694 1,185
No. hires processed - 39 60
No. terminations** 15 29
Boards & Committee hours 2,552.75 3, 108 .75, 2,641
Volunteer Staffing 4, 173 .75 5, 171 .25 7, 198
Federal Assistance 2,660 1,614.50 200
Community Service 1,676 562 750
Other Volunteers 1,300 283 350
S
**Incomplete information
i1
14
)
)
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY SERVICES
1986 PERFORMANCE REPORTUNIT: FINANCE 1 .2. 1 . , ACCOUNTING 1 .2.2.
The Finance Division has primary responsibility for the accounting and reporting of financial transactions in accordance with
various Federal and State and local regulations . Specific responsibilities of the accounting section include City employees
payroll, disbursements for City obligations, inventory of City owned assets, sewer and storm drain billing and collection,
and cash and investments . The majority of tasks performed by the Accounting section are required and cannot be decreased by
service level adjustments .
In addition to accounting and reporting, the Finance Division is also responsible for the finance of local improvements,
assistance in the budget cycle, revenue management, financial planning, and assistance in the annual audit.
Although the work load has increased dramati+ail.y over the past several years, the Finance Division has only grown by 0.5 FTE
since FY 82-83 . This has been possible through increased efficiency and productivity on the part of all Division employees.
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 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
FTE _____.._._____ _._._.-....�...__._.____ (6) (5.5) (5).._. . ... (4.25) (5)
Section Budget $197,408 $22.4, 197 $182,004 $200,745 $203,216
% of Department Budget 60. 4% 54. 8% 41.4% 50, 6% 35.6%
% of Total City Budget 3 . 2% 2.5% 1 .7% 1 .8% 1 .7%
Accounts Payable Checks 2,675 2,893 2,831 3,2.10 4,080
Payroll Checks 2, 190 2,740 2,496 2,930 3,384
Cash Receipts 2,831 5,234 7,2.67 8,966 9,568
Sewer Storm Drainage Billings 18,373 19,745 21,631 2.1,425 62,000
Name and/or Address Changes -__......._. __ _. ___......._ 2.,2.80 3,200
LID Assessment Billings 496 752 709 800 850
LID Projects $2,2.05,450 $961,598 $492,000 $100,000 $4,000,049
15
4)
PERCENT OF TOTAL CITY BUDGET ACCOUNTS PAYABLE CHECKS
10 10000
•
•
8 8000
6 6000
•
•
4 4000
•
•
•
2 2000
•
0 0
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87
CASH RECEIPTS SEWER STORM DRAINAGE BILLINGS
10000 . 100000
8000 80000
•
6000 60000
•
•
•
4000 40000
•
•
•
2000 • 20000
•
•
•
•
•
0 0 . --
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87
16
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY SERVICES
1986 PERFORMANCE REPORT UNIT: SUPPORT SERVICES (1 .2.3),
OFFICE. SERVICES (1 .2.4)
The Support Services division provides a variety of functions supporting the general aspects of the city in addition to
certain city wide functions needed by all departments . Some of these functions are: City Recorder, word processing,
telephone reception, central records, copying and errands . Records management has been a high priority in 85-86. The
Records Management committee has not charted out a five year plan to bring the city into compliance and update our system
in order to preserve and conserve records and space in the future.
Work measurement indicators continue to reveal a significant volume of public contact. Even though the open hours to the
public were reduced from 9 hours/day to 6.4 hours/day starting in fiscal year 84-85, there continued to be an increase in
total public contact. Since the relocation in April, 1986, walk-in citizen contacts are not available, however, the number
of incoming calls has dramatically increased . You will note that in the projected FY 86-87 figures incoming calls are
estimated to increase over 63%. This is based on the first 4 months actual figures . These figures indicated continual
growth in communication between the city and the community .
FY FY FY FY • . FY
WORK MEASUREMENT IND:ICA'1"ORS SECTION 82-83 83-84 84-85 85-86 86-87
_ __ ACTUAL ACTUAL ACTUAL ACTUAL. PROJECTED
No. of unit employees (FTE) ___..__.._.. --- (7.0) (4.5) (6) (6) (9)
Unit Budget Allocation $174,558 $146,642 $121, 104 $139,076 $176,660
No. of Ordinances RI 115 72 63 45 60
No. of Resolutions R 120 100 80 100 120
No. of Council Meetings R 50 45 42 50 55
Average Hours Per Council Meeting R 4.0 4. 1 3 . 1 3 .5 4.0
No. of incoming calls 0 39,000 60,000 79,008 83,900 136,900
No. of incoming calls per day 0 156 230 304 335 530
Turnaround Time for work orders S N/A 9.25 hrs . 5 hrs. 6. 1 hrs . 15.0 hrs.
Average No, of work orders per month S 64 104 94.75 152 304
Average No. of pages processed S 5,690 7, 120 10,896 11,700 16,340
*Sections combined for first time this year:
D -• Division Totals
R - Recorder/Council Support
0 -- Office Mngmt./Records
S - Word Processing/Support ._
ii
17
)
10
NUMBER OF INCOMING CALLS , TURNAROUND TIME FOR WORK ORDERS
EHHH
.012.0 9.0
60000 6.0
•
•
30000 3.0
0 0
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87
AVERAGE NUMBER WORK ORDERS PER MONTH AVERAGE NUMBER PAGES PROCESSED
450 20000
350 16000
25012000 •
150 ////'///4': 8000
50 4000 •
0 0 .
82/83 83/84 84/85 85/86 86/87 82/8383/84 84/85 85/86 86/87
MUNICIPAL COURT REVENUES/EXPENDITURES
250000
200000
REVENUE '
150000
:// ''' •. :
100000
•
50000
. EXPENDITURES .
O 82/83 83/84 84/85 85/86 86/87
19
CITY. OF TIGARD, OREGON f DEPARTMENT: LIBRARY (1 .4)
1986 PERFORMANCE REPORT UNIT: SUMMARY
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.
One of the problems hindering the delivery of library service in Tigard was eliminated when the Civic Center was built
and the Library moved into its new quarters in May 1986. Immediately, usage of the Library increased at a pace that has
held throughout the calendar year of 1986. Circulatipn increased 35%; patron registration increased 40%; usage of
materials in the library has more than doubled . Increased circulation has been most dramatic in the children' s collection
at 50%. Demand for reference and information service has not only increased in numbers of inquiries but reflects a user
who is asking for a more sophisticated level of service as well as timely delivery . Inability to provide that level of
service has pointed up some major deficiencies, i .e. , lack of adequate and trained staff to cover open hours and an
incomplete collection. An upgrading of reference back--up through Washington County Cooperative Library Services (WCCLS)
and the Oregon State Library has helped somewhat. However, the need for desk coverage is especially acute, more and better
trained staff is required, and there are numerous basic reference tools still needed. In essence, the new facility has
confirmed that library service is important to this community; resources allocated to the Library touch a large segment of
the population. The decision must be made as to how satisfactorily these demands will be met and this will involve a
careful assessment of priorities in budgeting available resources. •
Since the beginning of FY 1986-87 the Library staff was increased from 9 to 10.25 FIE. Open hours have increased from
46 .5 to 50. 5 per week, providing service on Monday afternoons for the first time in five years . Programming for children
includes 3 pre--school story times, 3 toddler times and 1 to 2 programs each month for grades 1 through 6. The summer
reading program for 1986 was the largest ever, with 500 participants in various programs and over 200 attending the final
activity in August. The Tigard Rotary gift of $10,000 furnished the young adult area which has begun to attract the
junior--senior high school group. More funds have been allocated for materials in this age group as well.
On October 11 the Library presented Discovery Day . This program involved members of the community who displayed and
demonstrated various interests, e.g. , mushroom gathering, fly-tying, community social agencies, computers, making the
connection between library resources which provide information on these topics. Over 500 persons attended during the 4
hour presentation. The program was successful in showcasing the new Library to a new group of users .
A book detection system has been installed in an effort to reduce book loss . No system is 100% but studies show that
losses can be cut dramatically using these systems .
Through participation in WCCLS the Library is automating its circulation and catalog systems. It is expected to be
fully on line the first part of 1987. Besides better delivery of service there is the expectation of better utilization of
personnel .
The volunteer support has almost doubled since the move in May . Not only have the number of persons increased but the
skill level has also risen, strengthening that support. A vital factor in this development has been the acquisition of a
volunteer who coordinates the volunteer program.
The staff has been reorganized to cope with the increased demands as well as to facilitate the change-over to the
computerized systems . Areas of responsibility have been clearly structured and identified. Job assignments have been made
to utilize exper•ti.se and interests of staff members as well as to provide career opportunities .
IRENE ERTEI..L., LIBRARY DIRECTOR
20
.
CITY. OF TIGARD, OREGON DEPARTMENT: LIBRARY (1 .4)
1986 PERFORMANCE REPORT UNIT: SUMMARY
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84--85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
Library Budget: $149,435 $171,082 $288,824 $438,552* $303,630
WCCLS revenue 79,302 78,058 182,277 259,559* 169,000
City Support t 68, 132 91,364 104,593 156, 193 128,530
State aid j• 2,000 1,660 1,454 1,800 2, 100
Donations 500 2.0,000 3,000
Fines/Service Chgs . 1,000 1,000
WCCLS revenue as % of total budget 51% 46% 63% 55% 56%
City support as % of Library budget 47% 51% 36% 37% 42%
State aid as % of total Library budget 2% 1% .05% .04% .06%
Donations as % of total Library budget .01% 5% .09%
City support as % of total City budget 1 .4% 1 .5% 1 .4% 3% 3%
% of total General Fund 2.9% 3 .8% 4. 3% 4% 4%
Budget $ per service population $5.75 $6.34 $10.32 $14.61 $10. 12
Budget $ per circulation $1 .22 $1 . 43 $2.40 $3 .96 $2.09
Volunteer Hours (Monthly Avg . ) 236.6 263 450
$ worth @ 4. 70 per hr. (Annual) $11,357 $12,624 $25,380
Library Board (Monthly Avg. ) 20 14 14
Community Service (Monthly Avg. ) 43 .3 27 30
$ worth @ 3 . 35 per hr. (Annual) $1,740 $1,080 $1,206
*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 .
PERCENT FUNDING BUDGET PER CIRCULATION BUDGET PER SERVICE POPULATION
100 5 0 25
80 4. _._i 20 •
. W.C.C.L.S. . . . .
603. 15 .
40 2. 10 ,
• • CITY .
. . . . . :•....,, --: : :
•
20 • 1. 5
0 0 i� 0 • .
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87
82/83 83/84 84/85 85/86 86/8721
CITY OF TIGARD, OREGON DEPARTMENT: LIBRARY (1 .4)
1986 PERFORMANCE REPORT UNIT: SUMMARY
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
Tigard City population 17,750 18,500 19,500 20,500 22,000
Population of service area 26,000 27,000 28,000 30,000 30,000
Hours open to public per week 48 40/22 29/40 46 .5/50.5 50.5
No. of department employees (FTE) (5. 75) (6.0) (6.0) (7. 75) (10.25)
Library Registration N/A N/A 9,745 13,050 15,000
% of City population registered (@ 1 .5 persons/card) N/A N/A 50% 65% 65%
Library facility space 5300 sq.ft. 5300 sq.ft. 5300 sq.ft. 5300/11,700 11,700
Size of collection per sq. ft. of facility space 4.91 vol. 5. 15 vol. 6.25 vol. 6.25/3 3 .2
Size of collection 26,000 27,300 33, 154 35,000 38,000
Library circulation 122,867 119,290 104,593 110,738 . 145,500
Circulation per employee 1 :21,368 1:20,022 1 : 17,432 1 : 14,2.88 1 : 14, 195
Circulation per service area population 4.73 4.82 3 .74 3 .7 4.8
i .. CIRCULATION OF MATERIALS
16000
15000 `FY 86-87
X .1
14 000
` I
13000
X I
12000 X I •
1,` , •
.\ I
11000 'N/. . I •
\ •
` I ,
10000 FY 85-86 ��� ; _.
�,` •
fl
9000 FY 84-8 \ 1
•
8000 N
0
7000
I;
6000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 22
CITY- OF 'i:I.GARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT (2.0)
1986 PERFORMANCE REPORT UNIT: SUMMARY
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, building
maintenance, 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, and the Engineering Section, 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 four years.
Operations activities have increased as responsibility for more streets, park land, sewer lines, buildings and equipment
has grown. .
WILLIAM MONAHAN, COMMUNITY DEVELOPMENT DIRECTOR
FY FY FY FY FY
WORK MEASUREMENT INDICATORS '32-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of department employees (FTE) (26) (29.75) (2.9.2.5) (35. 25) (44.25)
Development Services Expenditures $516,255 $531,411 $452,690 $414,558 $753,945
Development Services Revenues $218,246 $198,800 $435,605 $428,875 $516,000
Dev. Services revenues as % of budget expenditures 42% 37% 96% 103 .5% 68 .4%
Assessed valuation of property in City $741 .6M $767.5M $838. 1M $906.3M $957. 1M
Total residential permits issued 2.50 258 638 519 532
Total commercial permits issued _89 63 153 154 132
Total building permits issued 339 321 847 673 664
Total building permits issued per unit employee 113 117 2.60.0 168 132.8
Estimated construction value $17,914,830 $21,823,334 $42,413,000 $48,347,555 $48,000,000
Total land—use actions 68 72 92 87
Total public meeting hours 375 293 249.5 300
i
23
) ) )
NUMBER OF DEPARTMENT EMPLOYEES (FTE) ASSESSED VALUATION OF PROPERTY IN CITY
50 15
40 • 12
30 c 9 •
20 .�"� Z 6 .
10 3 •
0 0
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87
TOTAL LAND-USE ACTIONS DEVELOPMENT SERVICES REVENUE/EXPENDITURES
100 - x1000 •
800
80r-1 .
Expenditures
.b 600
a
° 400 ,
40 • H•
H
v .
' o Revenue
.n 200 '
20a
0 0 ,
•
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85, 85/86 86/87
i {
24
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT
1986 PERFORMANCE REPORT UNIT: BUILDING & CODES ENFORCEMENT
(2.2.2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL. PROJECTED
No. of department employees (FTE) (3) (2.75) (3 .75) (4) (5.5)
Unit Budget allocation $104,360 $84, 138 $99,017 $125,479 $198,430
Building revenues generated :
Plumbing and heating $30,865 $28,800 $85,845 $57,000 $80,000
Building permits $137 989 $120 000 $229,703 $220,000 $310,000
Total building revenues $168,854 $148,800 $315,548 $277,000 $390,000
Building revenues as % of budget expenditures 161 . 8% 176.9% 318.7% 180.9% 196 .5%
% of total City budget 1 .7% 0.9% 0.9% 1 .7% 1 .7%
Residential Permits -- New 183 2.16 638 476 450
Single Family Units 178 213 226 366 350
Permits/Multi—Family Units and Duplexes 5 3 412 110 • 100
Residential Permits — Remodel 67 _42 56 _43 27
Total Residential permits 250 258 694 519 532
Commercial. Permits -- New 15 17 35 23 36
Commercial Permits — Remodel $ 74 46 118 131 96
Total Commercial Permits 89 63 153 154 132
Total building permits issued 339 321 847 673 664
Total building permits issued per employee 113 117 260.0 168 148
Estimated construction value $17,614,830 $21,823,334 $42,413,000 $48,347,355 $48,000,000
i
ii
25
SINGLE FAMILY UNITS TOTAL BUILDING PERMITS ISSUED PER EMPLOYEE
750 300 •
•
600 250'
450
i • 200 ,
300 150
150 100
0 • #, 0
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87
TOTAL COMMERCIAL PERMITS ESTIMATED CONSTRUCTION VALUE
250 ,
55
200 45
150 y
0 35 '
100L**---"---, /// �'
= 25
50 15
0 82/83 83/84 84/85 85/86 86/87 0
82/83 83/84 84/85 85/86 86/87
{
26
.
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT
186 PERFORMANCE REPORT UNIT: PLANNING (2.2.3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL. PROJECTED
No. of unit employees (FTE) (2.0) (2.0) (2.0) (4.0) (6.75)
Unit budget allocation $64,097 $65,507 $65,724 $110,537 $240,710
Planning revenues generated:
440 $14,084 $10,000 $12,675 $30,100 $12,000
437 $15,488 $20,000 $16,350 $6,975 $10,000
435 $1,925 $4,800 $7,000
451 $6,637 $10,000
Total planning revenues $2.9,572 $30,000 $37,587 $41,875 $39,000
Planning revenues as % of budget expenditures 46. 1% 45.8% 57.2% 37.9% 16.2%
% unit budget of department budget 6.3% 5.8% 6.0% 8.5% 12.6%
% of total City budget 1 .0% 0.7% 0.6% 1 .5% 2.%
Land Use Actions:
Administrative cases (HOP, HOP renewal, signs, VAR,
MLP, LLA, SDR, TV) N/A N/A 102 165 2.80
Applications requiring hearing (CU, PD, S, SL, SCE) N/A N/A 40 46 25
Plan/Zone Changes (CPA, 7..C:, ZOA) N/A N/A 40 27 40
Total Land Use Actions N/A N/A 182 238 345
Public Meetings:
Total Public Meetings Staffed 150 117 69 101 74
Total Public Meeting Staff Hours 375 293 249.5 253 190
Total staff hours per year 4, 160 4, 160 4,160 9,32.0
% time in office (non-meeting) 91.0% 93 .0% 94.0% 98.0%
Planning Projects :
Park Plans (hours spent) N/A N/A N/A N/A 1,820
Downtown Area Plan (hours spent) N/A N/A N/A N/A 1,200
Annexations (hours spent) N/A N/A N/A N/A 200
Annexations (number processed) 3 1 3 3 9
Business Tax (hours spent) N/A N/A N/A N/A 1,560
Business Tax (number processed) N/A N/A N/A 1,050 1,500
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 __ 1200
SDR (22 @ $300) 6,600 , TOTAL $41,875
SUB--TOTAL $26,075 ';
27
CITY OF • ARD, OREGON 1 DEPARTMENT: COMMUNITY DEVELOPMF
•1986 PEREv MANCE REPORT 1 UNIT: ENGINEERING (2 .2.4)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
___ _ ACTUAL ACTUAL ACTUAL ACTUAL _ PROJECTED
No. of department employees (FTE) _ W (6) (7) -�-� (4) (6 .0) (7.0)
Unit Budget allocation $347,798 $381,766 $287,949* $178,542 $314,805
Engineering service revenues (Fees & Charges) ' $19,873 $47,096 $82,470 $97,706 $110,000
Engineering revenues as a % of budget
expenditures (Fees & Charges-General Fund) 6% 11% 55% 48% 37%
CIP/LID services allocation N/A N/A $10,000 $20,000 $60,000
CIP/LID service as a % of budget expenditures N/A N/A 3 .5% 11 .2% 19. 1%
CTP/LID services as a % of CIP/LID budget N/A N/A 3% 12% 7%
% of total City budget 5.6% 4.3% 2.8% 2.4% 2.6%
Land Use Applications reviewed/Hours worked 20/N.A. 33/250 80/450 79/600 85/700
Hours worked on Private dev. Improvement projects 3,600 3,600 2,500 2,200 3,200
A. No. of New Projects/Size
$0 -• $25,000 (Ex: Street Opening Permits) 27 19 36 26 22
$25,000 •- $100,000 Value (Ex: 10-20 lot Subud' s) 1 4 . 5 7 10
over $100,000 Value (Ex: over 20 Lot Subud' s) 2 6 7 9 12
TOTAL PROJECTS 30 29 48 42 44
Hours of public assistance/correspondence 1,240 1,000 600 1,400 1,600
Hours of Surveying & Mapping 5,200 6,240 4,450 3,067 4,000
Hours of departmental/non-departmental
support (Eg. street vacations; C.I.P. ,
maintenance projects . 1, 12.0 1,300 750 1,400 1,500
*Beginning in FY 84-85 streetlight maintenance was shifted from Engineering to Public Works Operations (Approx . $160,000)
. rr
28
CITY OF TT ARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMEI'
'1966 PERI ;MANCE REPORT ) UNIT: PUBLIC WORKS OPERA) AS (2. 1)
Thie 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 85 miles of streets; 90 miles 'of sewer lines; 46 miles of storm lines; 195.61 acres of parks;
93 .2 acres of greenway; and 120 pieces of equipment and vehicles.
Increases in the volume of workloads over the past six years are evident in such indicators as number of employees per mile
of street. The number of acres of park and greenway per employee has been reduced due to staffing increases resulting from
service level improvements . 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.
...._................. _._.._-..._..__-___. F Y _._..-...__.._F Y -....._.� F Y _.._..FY
. FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL. PROJECTED
No. of department employees (ITE) ' (13) (16) (15.5) (17.25) (20.5)
Department budget allocation $384,396 $458,713 $496,875 $764,012 $992,000
% of total City budget 6. 1% 5. 1% 4.8% 10. 2% 8 .3%
Size of City in square miles 8 . 1 8 .4 8.6 8.6 8.6
Sewer lines cleaned per year -- feet/hours 95,000'/ 52,800'/ 31,700'/ 66,986'/ 81,600'/
460 hrs . 228 hrs. 190 hrs. 1,356 hrs . 1,859 hrs.
% of total sewer lines cleaned per year 29% 15% 15% 30%
Miles of street maintained 59.29 73 .0 75.0 83 85
No. of street employees per mile of street 1:21 .6 1: 17.2 1: 18.5 1: 18.5 1:14.2
Acres of park 130 130 130 195.61 195.61
Acres of greenway 37.9 37.9 37.9 37.9 93 .2
Hours of preventative maintenance servicing 200 800 301 400 1,010
*Green Thumb office help for Wastewater, Streets, Support Services -- 180 hours .
ii
f 29
S
) ) )
NUMBER OF DEPARTMENT EMPLOYEES (FTE) NUMBER OF STREET EMPLOYEES/MILE OF STREET
50 e 1:25
' I•
40 I:20
•
II
30 1: 15
•
•III
201: 10
•
•
IV
10 1:5
•0 1:0
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87 _
4
wi
HOURS OF PREVENTATIVE MAINTENANCE SERVICING PERCENTAGE OF TOTAL CITY BUDGET
1500 . I00
1200 80 •
900 60 •
•
600 . . . . . . . . . . . . • • • • 40
300 • 20 •
• • •
•
0 0
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87
r
I ;
30
,
CITY •0F ARD, OREGONDEPARTMENT: COMMUNITY DEVELOPMF"I
1986 PERI MANCE REPORT Y UNIT : SHOPS & SERVICES G. . 1)
_.____ ___________ _.____. F Y _____.____._ F Y F Y _._._F Y_ .._.__ F Y .._
WORK MEASUREMENT :INDICATORS 82-83 83-84 84-85 85--86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of unit employees (FTE) •
(2.75) (3 .25) (3 .25) (4.25) (4.0)
No. of vehicles/equipment maintenance 92 96 101 101 120
Hours of preventative maintenance servicing 200 800 300 400 1,010
Hours of scheduled equipment repairs 450 1,000 400 650 700
Hours of unscheduled equipment repairs 300 300 160 350 600
Hours of tire service N/A N/A N/A N/A 230
Hours of fabrication N/A N/A N/A N/A 650
Hours of road service N/A N/A N/A N/A 100
Hours of general support N/A N/A N/A N/A 464
Hours of building maintenance 750 600 70 130 1,028
Hours of custodian work N/A N/A N/A N/A 464
Hours of training and schooling 110 200 80 200 300
•
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1
f 31
CITY446F T'" ARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMF—ii
1986 PERS 'MANCE REPORT ) UNIT: WASTEWATER (2. 1 .2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of unit employees (3 .25) (5.25) (5.75) (5) (5)
No. of employees per mile of sanitary sewer line 1: 12.38 1 : 14.2 1: 17
No. of employees per population (1985 = 19, 111) 1:3,524 1 :3,822 1 :3,822
Unit Budget Allocation $121,571 $124,829 $147,889 $189,665 $215,000
% of department budget 11. .9% 11 .0% 13 .4% 14.5 11 .3%
% of Total City Budget 1 .9% 1 .4% 1.4% 2.5% 1 .8%
Miles of sanitary sewer lines accepted by City 65 67 81 90
Miles of storm sewer lines accepted by City 44 45 49 50
Sanitary sewer lines inspected per year — feet/hours 8,700/120 11,984/412.5 20,000/998*
Sanitary sewer lines cleaned per year — feet/hours 95,000/460 52,800/228 31,700/190 66,986/1,356 81,600/1,859
Storm sewer lines inspected per year — feet/hours 1,000/40 0 1,500/145
Storm sewer lines cleaned per year — feet/hours 5,000/112 3,555/172 3,456/284 -*
Open ditches cleaned — hours 0 327.5 716
Catch basin cleaning -- hours 164 335.5 194
Catch basin construction — hours 0 0 • 129
Manhole rehabilitation — hours 56 1, 133 .25 187
Storm sewer repairs — hours 394.5 268 388
Sanitary sewer repairs — hours 72.5 349 646
Special projects 150 648
CIP projects 58 256
Explanation: Manhours are up and footages are down because we are working on roadways with traffic problems and off—road
lines that are difficult to get to or set up.
.x. Lift station checking
** Manhole locate and posting
i ;
32
CITY OF T' ARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMEI"
.1986 PERI 9ANCE REPORT ) UNIT: STREETS (2. 1 .3)
•
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of unit employees (2.75) (4.25) (4.75) (6) (6)
No. of employees per mile of maintained streets 1 : 17.2 1 : 13 .8 1: 14.2
No. of employees per population (1985 = 19, 111) 1:435 1 :3, 185 1 :3, 185
Unit budget allocation $128,502 $199, 100 $178,032 $374,040 $445,000
% of department budget 12.6% 17.6% 16.2% 28. 6% 23.4%
% of total city budget 1.9% 3 .8% 3 .4% 5.0% 3 .7%
Miles of streets maintained 59 .2.9 73 .0 75 83 85
Miles of major collector streets maintained 17.43 12.8 14.7
Miles of minor collector streets maintained 12.42 11 .6 12,6
Total miles of collector streets maintained 30.35 24.4 27,3
Miles of streets swept 69.35 73 80 82.5
No. of times streets swept per year 5 6 6 6
Hours of scheduled street sweeping 400 640 672
Hours of unscheduled street cleaning (leaves, sand, glass, etc. ) N/A 116 120
Hours of asphalt patching 859 • 1,200
Hours of pavement crack sealing 900 N/A 750
Hours of street markings 140 790
Hours of sign maintenance 50 1,828 2,000
Hours of brushing and limbing N/A 866 1,200
Hours of grading and rocking 0 154 500
Hours of street sanding N/A 226 270
Hours of bridge maintenance N/A 176 400
Hours of bike/pedestrian path maintenance N/A N/A 200
Total work program hours N/A 5,005 8, 102
i ,
1
33
CITY 'OF 7"" ARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMF`
,1986 PERS 'MANCE REPORT UNIT: PARKS (2.. 1 .4)
FY = FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. unit employees (FTE) (2,2.5) (1 .25) (1 .75) (2.0) (5.5)
Acres of park & greenway per employee 74.62 134.32 95.94 91 .45 34.90
Unit budget allocation $67,927 $53,030 $82,435 $79, 143 $170,000
% of department budget 6.7% 4.7% 7.5% 6 . 1% 8.9%
% of unit budget derived from General Fund 48% 100% 90%
% of tota]. City budget 1% 1% 1 .6% 1 . 1% 1 .4%
Acres of park 130 130 130 145 151
Acres of greenway 37.9 37.9 37.9 37.9 41
Miles of bike path ; 2.7 N/A
Acres mowed is N/A 27(approx. ) 35(approx. )
Hours of park mowing 4,000 1,003 .25 1,924
Hours of irrigation maintenance 2,000 2,990 4,620
Hours of restroom maintenance N/A 4,095 2,570
Hours of ballfield maintenance N/A 425 710
Hours of building maintenance N/A 680 • 1,280
Hours of rec. equip. maintenance N/A 1,495 1,920
Hours of landscape maintenance N/A 7,475 11,760
Hours of trails maintenance N/A 1,460 2,570
Hours of litter patrol N/A 23, 125 5, 130
x
t
ii
34
•
CITY-OF TIGARD, OREGON DEPARTMENT: POLICY & ADMINISTRATION (3 .0)
1986 PERFORMANCE REPORT UNIT: SUMMARY
The Policy and Administration program provides the central governing and directing structure for the City . The Mayor and
City Council legislate as to City Codes, set guidelines via City policy and determine priorities with Council Goals. The
City Administration Department is responsible for the implementation and administration of those policies and goals in all
City Departments Community, i.ntergovernmental and press relations are a part of the Policy and Administration program
responsibilities, now partially transferred in FY 86-87 to Community Services . ,
Policy and Administration has declined from 8% of the operating budget in FY 81-82 to 3-4% in recent years . While citizen
volunteers and various board or committee members have helped with special projects and allowed a reduction in related
staff costs, this probably needs to stay at about 4-5% of the operating budget to allow for adequate internal systems
analysis in the coming years .
ROBERT JEAN, CITY ADMINISTRATOR
_.____.. ____._.._._.__.__ _____.. �.....__..________ - FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL AOTUAL ACTUAL ACTUAL PROJECTED
No. of employees (FTE) (4.0) (3 .5) (3) (3 .5) . (3 .0)
Program budget $154, 184 $155,270 $163,609 $165,877 $187,000
% of total City operating budget 5.0% 4.7% 4.9% 3 .8% 3 .5%
% of total City budget 2.5% 1.7% 1.6% 2.2% 1.6%
No. of City Council meetings 39 50 45 53 50
Average hours per Council meeting 3 .87 4.0 4. 1 3 .3 3 .5
No. of Ordinances 105 115 101 45 40
No. of Resolutions 113 120 106 100 100
No. of Budget Committee meetings 11 11 12 8 6
No. of public meetings coordinated 195 177 185 190 195
Assessed valuation of property in City $741 .6M $767.5M $838M $920M $957. 1M
Council, Board, and Committee members 112 114 122 133 125
Volunteer hours :
Library & City Hall (Inc . B & C) 1,961 8,418. 5 8,786 8,280 9,839
Police Reserves 3,083 2,345.5 2,528 2,400 2,400
Parks N/A 968 5,880 24,220 4,818
Total volunteer hours 5,044 11,731 .0 17, 194 34,900 17,057
Total Operating Budget 3,055,317 3,325,792 3,358,489 4,42.0, 183 5,283,375
Total City Budget 6,264,754 8,963,869 10,455,646 7,468,075 11, 885,500
1
35
1/ ) 1/
POLICY & ADMINISTRATION OVERHEAD % NUMBER OF COUNCIL, BOARD & COMMITTEE MEMBERS
10 150
E+ 8 . . . . . . . . . . . . . • • - 120
w
i 90
4 60
w .
0 2 ; 30 •
0 0
80/81 81/82 82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/8* 86/87
NUMBER OF VOLUNTEER HOURS NUMBER OF PUBLIC MEETINGS COORDINATED
15000 . 250
12000200 .
9000150 •
,
6000 100
3000 • 50
0 0
82/83 83/84 84/85 85/86 86/87 82/83 83/84 84/85 85/86 86/87
36
CITY .OF r" ARD, OREGON DEPARTMENT: POLICY & ADMINISTRATION
19£36 PER[ ANCE REPORT ) UNIT: CITY COUNCIL (3 . 1)
_________ ._...-_w._._ __.-__.._.._ F Y.__._.___, F Y ..___ F Y F Y F Y __._. _
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
Unit budget allocation $22,781 $21,318 $18,612 $13,912 30,000
% of program budget 14.8% 13 .7% 11 .4% 8.4% 16%
% of total City budget 0.4% 0.2% 0.2% 0.3% 0.3%
No. of City Council meetings 39 50 45 53 50
Average hours per Council meetings 3 .87 4.0 4. 1 3 .3 3 .5
No, of pages codified 210 467
No. of Ordinances 105 115 101 45 40
No. of Resolutions 113 120 106 100 100
No. of Budget Committee meetings 11 11 12 12 6
TIGARD CITY COUNCIL MEETING ATTENDANCE -- 1986 BUDGET COMMITTEE MEETING ATTENDANCE — FY 1985-86
#._Meetin_.._Lcs /t Attended % Attended # Meetings # Attended % Attended
Cook 53 44 83% Cook 8 5 • • 63%
Brian 53 53 100% Brian 8 6 75%
Edwards 53 45 85% Edwards 8 5 63%
Johnson 39 36 92% Scott 8 5 63%
Eadon 39 36 92% Edin 8 6 75%
Duffy 8 7 88%
Evans 8 7 88%
Hoffman 8 8 100%
Frezza 8 7 88%
Christensen 8 - 8 100%
i ;
37
) ) )
CITY OF T:I:GARD, OREGON DEPARTMENT: POLICY & ADMINISTRATION
1986 PERFORMANCE REPORT UNIT: CITY ADMINISTRATION (3 .2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 82-83 83-84 84-85 85-86 86-87
ACTUAL ACTUAL ACTUAL ACTUAL_ PROJECTED
No. of employees (FTE) (4.0) (3 .5) (3) (3 .5) (3)
% of total City staff 5% 4.4% 3 .8% 3 . 5% 2.9%
Total City staff (FTE) (75.25) (79.25) (79.75) (91 .5) (111 .75)
No. of unit employees per populartion 1 :4,438 1 :5,286 1:6,500 1 :5,857 1 :7,333
Department budget i $131,403 $133,953 $144,997 $151,965 $157,000
% of total City budget 2.0% 1 .5% 1 .6% 2.0% 1 .3%
Assessed valuation of property within City $741 .6M $767.5M $838M $920M $957. 1M
Size of City in square miles 8 . 1 8 .4 8.5 9 9
Population of City 17,750 18,500 19,500 2.0,500 22,000
No. of City Council meetings 39 50 45 53 50
No. of Budget Committee meetings 11 11 12 8 6
Average hours per Council meeting 3 .87 4.0 4. 1 3 .5 . 3 .5
No. of public meetings coordinated 195 177 185 190 195
No. of community newsletter issues per year 11 10 10 10 10
Council, Board, and Committee Members 112 114 122 133 133
Volunteer hours :
Library and City Hall (Inc, B & C) 1,961 8,418 .5 8,786 8,280 9,839
Police Reserves 3,083 2,345.5 2,528 2, 400 2,400
Parks N/A _ 968 580 24120 _4,818
Total volunteer hours 5,044 11,731 .0 17, 194 34,900 17,057
No. of MACC Board meetings 14 18 18 21 14
No. of Area Managers meetings 6 12 12 11 12
No. of Urban Services Study meetings _ 10 12 _ 8 9 _ 10
Meetings Attended 30 42 34 41 36
Hours systems reviews & special studies 5,000 3,500 2,500 2,2.50 1,000
Civic Center hours1,800 1,041 500
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38
CITY OF TIGARD, OREGON DEPARTMENT: GENERAL GOVERNMENT
1986 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 ad-
dition, 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 assist the key persons in the operation of the city to identify legal issues
and avoid legal problems :
Procedures Educational Programs
Purchasing Ordinance and Rules Condemnation
Personal Services Contract Form Sale of Municipal Property
Public Works Project Bid -- Contract Packet Contract Enforcement
Street Vacation Procedures -- Ordinance & Forms Ordinance Updates
Deed -- Dedication Forms and Procedures Civil Infractions Ordinances
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 Relations (Preparation for Possible Litigation)
Criminal Code Update Personnel Rules
Muni Court Codifications, Order, Fines & Fees Dartmouth LID
Charter: Elections and Officers Update Crow Lease -- Extensions
Metzger Annexation District and Justice Court Options
Codes Enforcement Acceptance of Public Improvements & Dedications
Insurance Claims by City
39
SERVICE LEVEL PRIORITIES
IV
County-wide Average
III
Basic
II
Limited
I
Core
1,
b
, TABLE 1 .2 STAFF:. ) & SERVICE LEVEL. SUMMARY )
DEPARTMENT & BUDGETED ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED
DIVISION 1981--82. 1982-83 1983-84 1984-85 1985--86 1986-87
POLICE:
Sworn (1 :Pop) 22(1 :723) 22(1 : 82.3) 2.2(1 :866) 22(1 :904) 24(1 :891) 27.5(1 :800)
Non sworn_W_,___-.__ 7 7 7 7 „� 7 7 ..,_._.__
PD TOTAL 2.9(221) $, 29(11) 29(11) 29(I) 31(I) 34.5(11)
COMMUNITY SERVICES:
Administration -•-- -•--• --• - -•••- 3
Support Services 3 .75 6 6 7 7 6
Finance & Acct. 3 4 4 4.5 5 5 __
MUNICIPAL COURT: 1 .25(11) .5(I) 1(II) 1(I) 2(II) 2(II)
LIBRARY: 7(II) 5.75(2) 6(I) 6(I) 7.75(I) 9(II)
COMMUNITY SERV. 44 45.25 46 47.5 52.75 59.5 .
COMMUNITY DEVELOPMENT:
Administration 2.75 4 4 4 4 3
Devmt. Services --- --- .___ --- .....-... _
Building 4.25 3 2.75 3 .75 4 ' 5
Planning 3 .5 2 2 2.5 4 5
Engineering 8 .5 6 7 3 .5 6 7
Public Works O p n s . --- - - •--•--- •-•--- 2
Support Serv . 2.5 2.75 3 .25 3 .25 4.25 3*
Wastewater 6 .25 3 .25 5.25 5.75 5 5
Streets 2 2.75 4.2.5 4.75 6 6
Parks & Bldg. 4 2.25 1 .25 1 .75 2 4.5*
COMMUNI-C'Y_DEV. 33 .75(IV) 26i2I___ 29.75[ 29.25(2) _ 35.25(11) 40.5(11)
CITY ADMIN. 2.5(11) 4(III) 3 .5(111) 3(III) 3 .5(1II) 3(II)
TOTAL STAFF FTE 80.2.5 75.25 79.2.5 79.75 91 .5 103
POPULATION (7/1) 15200 17300 18200 19000 20500 22000
STAFF:POP.RATIO 1 : 190 1 :230 1 :230 1 :238 1 :225 1 :213
SERVICE LEVEL III I I I I II
V = Full Service II:I. = Basic Service I = Essential Core Level
IV = City (W.C. ) Average Ai = Limited Service
41
.
CITY OF TIGARD, OREGON
ook
MEMORANDUM
TO: City Administrator October 25, 1984
FROM: Chief of Police '-f/'',7/
/ c..
SUBJECT: FY 84/85 Service Level Priorities
84/85 FY SERVICE LEVEL PRIORITIES SUMMARY
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.
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
services and limited staff support _.
to the Crime Watch and community
education programs.
Total Staffing Requirements: 1:600
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
services. Requires strict
management of high priority calls
and stacking low priority calls.
Limited staff support to the Crime
Watch program.
Total Staffing Requirements: 1:675
NOTE: See attached police service priorities as per City Resolution 82-74
#0.,, adopting a police mission and goal statements and priorities
POLICE
orok
DATA BASE STUDY
RE: Staffing Needs Ratios for the Following Levels
Sworn Personnel: Level 1rE Ratio
IV (Full Service) 32 1:600
III (Basic) 28 1:700
II (Limited) 25 1:800
I (Core) 22 1:900
Civilian Personnel: IV (Full Service) 10 1:2000 ==
III (Basic) 9 1:2200
II (Limited) 8 1:2500
,— I (Core) 7 1:2800
Total Police Department Staffing Requirements:
IV (Full Service) 42 1:450
III (Basic) 36 1:525
II (Limited) 33 1:600
I (Core) 29 1:675
Population Used: 19,500 FY 84/84
POLICE
how
EXHIBIT "A"
CALLS FOR SERVICE MANAGEMENT
RESPONSE PRIORITIES
CRIMINAL PRIORITY TRAFFIC PRIORITY DISCRETIONARY PRIORITY
Priority (!/1) Priority (ill) Priority (f/1)
All Violent Crimes Life Threatening Potential for violence or injury
in Progress eAccident:Injury/ *Alarms (Fire or Police) '
*Homicide Fatal *Disturbances
*Robbery . .Hit & Run:Injury *Family Fights
.•Rape _ •D.U.I.I. •Prowlers
•
. *Assault •Reckless *Suicides or attempts
•Burglary •Extreme Hazards •Fires
(occupied bldg. ) *Elude •Warrants Felony
• .Arson •Unwanted Persons -c
*Wire down (Power)
•Assist Agency (Criminal)
*Hazards (injury threatening)
Priority (#/2) Priority (#2) Priority (T2) •
Non-violent Crimes Hazards to Public Non-violent
*' in Progress Safety •Assist Agency (non-criminal)
•Burglary •Non-Injury •Dog Bites • •
(unoccupied bldg.) accidents on a •Civil Matters •
*Theft . public street •Check Buildings
•Forgery •Directed Traffic •Hazards •
•Fraud Enforcement • •S'uspicious Auto-/Person
•Vice/Narcotics •Random Traffic *Hazards (no immediate threat) •
•lilLacted Crime Enforcement •Narcotics information
Patrol •Subpoena/Summons Service
*Persons: Drunk/sick/confused
• • •Juvenile Problems
• •Check Occupant
Priority (#3) Priority (//3) Priority (//3)
*Reported crimes of General Traffic General
all index crimes *Traffic Nuisance •Traffic Problem
' which are cold •Parking *Wire Down (non-power)
•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
•Private request for towing
auto
•Vacation Checks
• •Unlisted Situations
•Non-Injury accidents on
private property• (civil
• matter)
YNTKIJL-U1 V 1Jlvw
- Performance Expectionsin
11984 Data Base •
• •
I
CASE CLEAR "ES
CASE LOAD
J
joilk
1
OBLIGATED TIME -
-
- .-_.
- - --- -—
._
•
•
_OBLIGATED TIME
CRIME PRE.VE�� rION PROGRAMS
•
I ,j3tNI.S
DISCRETIONARY PATROL TIME
•
SSE T
itiE
•
•
- - - - --- —PRI9RI. � � --
4 -RESPONSE TIME f— --- �- .`
•
1
• LEVEL I LEVEL II LEVEL III LEVEL, IV
• Core Limited Basic Full Service
16 PPE 18 F'rE 20 F'rE 22 Fn.
f
TIGARD POLICE DEPARTMENT •
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
I.
n ,
li. G __
..1,!:-!;:,.. .. B .' ... ..
U'''' 4
LEVEL I I LEVEL II I LEVEL III LEVEL IV I
Core Limited •Basic Full Service
16 1 TE 18 l'i'E .20' I.TE 22 FTE
• 46
N.
INVESTIGATIVE PERFORMANCE EXPECTATIONS
1984 Data Base
I (3.5 FEE) II (4 Fib) III (5+1 r-ri) IV (6+1 k ri)
Cases Received 1,573 1,573 1,573 1,573
Cases Suspended 776 671 566 461
Cases Assigned to Patrol 483 483 483 483
Cases Investigated _ 314 419 524 629
Case Load/Investigator 105 105 105 105
Part I Crimes Cleared 105 135 165 195
Cleared/Investigator 30 30 30 30
II Crimes Cleared 45 58 70.6 83.4
Cleared/Investigator 12.8 12.8 12.8 12.8
% 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%
. . .
. TIGARD POLIGE DERARIIKENT
) Investigation Di )ion/Case Management
I)
. . . . . . .
Service Level Analysis/Performance Expectations
•
. .
I
A = Cases Received •
, .
B = cases Assigned to Patrol Division for Continued Investigation
C = Cases Suspended
D = Cases Investigated • .
E = C6ses Cleared •
' .
. .
1 . ......—,...- .
. •••'•*;:0 i . • i:X!t•.1 . • . ..f-.,..; - • • . ..._._
XIV i A . A
. .. ...z.',.
.....-,t.t .. , .
'' . . .. ._ ... .___
. .
..!--, ..
.. :4,..
, ..
...,y: _ ,
.J.1. ig..;
...'W.:,
,.. ., C
C .'•: ,11 (..:::, . 1 . .
. 2.... .lia.
' C i
.,- .,. -.........-.....
", .1/2. , :., t4 .ItB B B - i4.4 B
..,q,..v.4,.
'' ' C
, ...,„ . :•,.:-... . :i•:i.-
• . 1.*A- :-L' :' -
. ___ __ '-:.''' • .
---
7.,;,,-1
. ,,....,, . . ..
: 1 ; :..: .k,;,,,, .. : , I :.:.,:::40 • 4. 1' ..':'iz , .. •,,:i.•:,
r----------T-----
1 .
. • 1 .
•
Level I Level II Level :III Level IV
Core Limited Basic ! Full Service
• 3.5 10TE 4 PTE . .
5 1,TE . 6 PrE
. .
. . . .
.. , ..; ...
. .
• 48
•
Support Services Division provides just what its title implies, and that
is support, not only in dispatching and recorrdskeeping, but in other areas as
00*
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. ICAP data entry would be done on a routine and
timely basis, thereby creating time for the crime analyst to perform the
analysis functions. A Community Services Officer could be hired to provide
support to the citizens of Tigard, such as crime prevention. The routine
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
ow as well. With increased non-obligated time, case clearances would rise, again
creating additional workload. An increase in property/evidence functions will
occur.
In Investigation Division, more cases would be investigated, and the
.r.
numbers of taped interviews would increase accordingly. With additional .
clerical support, detectives would be able to dictate their reports; at core-
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
alone would necessitate a clerical person to spend their entire shift just
assisting them.
Additional support would greatly enhance the Support Services Division,
providing the necessary relief for vacations, sicknesses and maternity leaves.
At core level, shortages of personnel creates a backlog of investigative
sem*
typing, property duties, and other functions. As stated before, if
O
ul
performance expectations in other divisions increase, we could not afford to
let this backlog occur.
Automation 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.
TIGARD POLICE ARTICLE=
DEPARTMENTto
.!�
GEflERAL �,-� =�"
EFFECTIVE
C� d May 24, 1984
CD R E R
v ~' REVIEW=
\ / 1986, 1988, 1990
SUBJECT: TERMINATION OF SPECIFIED TRAFFIC AND
DISCRETIONARY SERVICES
PURPOSE: To provide emergency services in a timely manner, and to 'focus
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.
Traffic Priority (#3) Discretionary Priority (#3)
General Traffic General
. Traffic nuisance . Traffic problem
. Parking . Wire down (non-power)
Om* • 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) .
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.
R.B. Adams
Chief of Police
•
■
�* 1983 ANNUAL PERFORMANCE OBJECTIVES
Coal Actual
I. Patrol Division
A. Crime:
1. Part I Crimes Cleared 28%
2. Part II Crimes Cleared 58%
B. Crime Control:
1. Part I Victimization Rate (per 1000) 70 J
2. Part II Victimization Rate (per 1000) 50
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
3. Total Crimes Cleared 43.1
D. Recovered Stolen Property: 32%
E. Crime Conviction Ratio: • 95%
. F. Traffic Activity:
•
1. Traffic-Accident Control 346
2. Accident Raten (per 1000) 18.7
3. Traffic Enforcement Index 26
4. Conviction Ratio 95%
5. Traffic Activity per"Officer
a. Traffic Enforcement (UTC) 246
b. Traffic Enforcement (Written Warnings) - 150
c. Traffic Enforcement (Verbal Warnings) 100
d. Motor Officer Program
(1) Traffic Enforcement (UTC) 1,800
(2) Traffic Enforcement (Written Warnings) 300
(3) Traffic Enforcement (Verbal Warnings) 200
G. Crime Specific Targets: (Patrol & Invest. Division)
1. Burglary Clearance 20%
2. Theft Clearance • 25%
3. Field Interviews per Officer 130
H. Cost Containment/Time Management
1. Reduce Overtime 5%
2. Vehicle Operations Cost (Per Month) .17 cents
t
Goal Actual
Amk 3. Obligated Time (hours) 23,000 +
4. Non-Obligated Time (hours) 5,000 -
I. Community Crime Watch
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:
2. Priority Code II (prompt) Non-emergency
a. Goal: Response time 15 minutes or as soon as resouces are available
b. Average Response Time:
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
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.
•L. Watch Commanders: (includes Assistant Watch Commanders)
in
1983 ANNUAL PERFORMANCE OBJECTIVES
000.4
Goal Actual
II. Investigative Division
A. Crime:
1. Part I Crimes Cleared 28%
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:
1. Burglary Clearance 20%
2. Theft Clearance 25%
3. Robbery Clearance 30%
10111, D. Cost Containment/Time Management:
1. Reduce Overtime 5%
2. Vehicle Operation Cost (per mile) .17¢
E. Training:
Training hours of all sources per member annually 50
F. Division Commander:
1. Division Management
a. Plan, organize, lead and control the
activity of the Investigative Division 100%
consistent with department policy, goals
and division objectives
b. Reviews Division, Watch and individual 100%
performance
c. Plan and organize watch resources consistent 100%
with division objectives
2. Leadership
olook
a. Maintains a reasonable investigation 100%
activity, field support, and supervision
to achieve division objectives
1983 ANNUAL PERFORMANCE OBJECTIVES
' Completion
Time Goal Actual
III. Support Services Division
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
1. Stolen, Lost Property
2. Stolen, Impounded Vehicles
3. Warrants, Person of Interest
4. Clearances (Arrests and Recovered Property)
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
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
I. Error Factor 5% Limit
1. Filing
2. Typing
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:
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:
,,s►- 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 1985/86
DEPARTMENT: Finance and Services
FUNCTION LEVEL I CORE LEVEL II LIMITED LEVEL III BASIC LEVEL IV AVERAGE
Payroll Semi—monthly Semi—monthly Bi—weekly Bi—weekly
Payroll & Benefits Basic requirements Basic requirements Basic requirements with Basic requirements with
limited analysis consistent analysis
Accounts Payable Weekly Weekly Weekly with limited analysis Weekly with consistent analysis
Fixed Assets Annual analysis Semi—annual analysis Quarterly analysis with Monthly analysis with inclusion
inclusion of controlled of controlled equipment & tools
equipment & tools
General Ledger Monthly Monthly with limited analysis Weekly with limited analysis Daily with on—line inquiry and
• consistent analysis
Journal Entries Monthly • Monthly Weekly Daily
Financial Reports Monthly Monthly Weekly Daily
Utility Billing Quarterly Monthly Monthly Monthly
Utility Collection Effort None Limited collection efforts Late notices — Annually Late notices — Quarterly
Bancroft Assessments Semi—annual when due (manual) Semi—annual when due (manual) Semi—annual when due Semi—annual when due
(computerized) (computerized)
Investments and Cash Management LGIP — Basic Return LGIP — Basic Return Standard investments — Active investment strategy
moderate return maximum return
Customer Service By appointment Call back On demand On demand
Banking and Reconciliations Semi—annual Quarterly Monthly Monthly
Audit Preparation None Some Audit Schedules Basic audit schedules and Needed audit schedules,
adjusting journal entries adjusting entries, accruals,
as needed and financial statement
footnotes & disclosures as
•
needed
Bond Sales As needed with consultant As needed As needed As needed
Project Cost Accounting None Basic manual system Automatic system Variety of cost reports
Bancroft Foreclosures Annual Annual Semi—annual Semi—annual
Budget State required State required Some analysis, computerized Computerized budget system
budget system , with full analysis
Special Projects Little work Some work On demand On demand
Revenue Management None Prepare Revenue Manual Revenue/cost studies annually Aggressive cost recovery
on selected fees & charges through constant update of
fees and charges
FTE Requirements:
Finance Director 1 1 1 1
Accounting Manager 1 1 1 1
Accounting Clerk 1 1 2 3
Office Asst. II 1 1 1 1
Office Asst. I _ 1 1 1
Total FTE Required 4 5 6 7
1248p
1
57
•
oo
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1986-87
DEPARTMENT: Support Services
SERVICE
LEVELS FUNCTIONS POSITION FTE
Support Services:
CORE o Reception: telephone, customer service, City Recorder* 12
cashier, lxday mail distribution, etc. OA III Div. Sec.
o Municipal Court: cashier (night), OA III/Court Clerk
recording of cites, docket preparation, OA I/Court—Info—Cashier
bailiff, court follow—up, bail refunds, OA III/Records Clerk
attorney/juries/witness, customer service WP/Office Manager
monthly reports, little collect. effort, OA III/WP Specialist
limited misd. caseload, arraignment OA I/Phone Operator &
1 day/week with 1 Judge WP Backup (2 FTE)
o P.O. processing and office supplies OA Part Time (3)
o Misc. : accruals report, calendars, DOIs
o Recordings accomplished by individual depts/
o Annexation follow—up
o Council Support: Packet y
pp preparation,
minutes, follow—up & ordinance/resolution
accomplished by originating department
o Elections
o ,,Records Management — file maintenance (no
classification—retention—micrographics
,00 development in—house)
o Street Vacations — 2 times per year
o Customer Service, 48 hour request response
o Word processing: system mgmt. , special
projects, misc. reports,-document prep. ,
out—of—house training
o Division & Section Management
o Special Reports (annual, monthly, charge back)
o Boardsmanship workshops (2x/yr)
o Out—of—house codification
o Civic Center room reservations (10 day notice)
o Business Hours: 9-5 M & 9-4 Tues—Fri
Municipal Court Office Hours: Closed 12:30 — 1:30 (lunch)
* — City Recorder serves as Court and Records Section Manager
olow
4407A
•
foo
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1986-87
DEPARTMENT: Support Services
SERVICE
LEVELS FUNCTIONS POSITION FTE
II Support Services:
LIMITED o Reception: telephone, customer service, City Recorder 15
cashier, lxday mail distribution, etc. OA III Div. Sec.
o Municipal Court: cashier (night), Court/Records Manager
recording of cites, docket preparation, OA III/Court Clerk
bailiff, court follow—up, bail refunds, OA II/Court Clerk
attorney/juries/witness, customer service OA I/Cashi4r—Info.
monthly reports, limited collections, OA II/Records Clerk
modified misd. caseload, arraignment OA I/File Clerk
1 day/week with 1 Judge WP/Office Manager
o P.O. processing and office supplies OA III/WP Specialist
o Misc. : accruals report, calendars, DOIs OA II/WP Operator
o Recordings/Annexation follow—up OA I/Phone Operator &
o Council Support: Packet preparation, WP 9ackup (2 FTE)
minutes, follow—up, ordinance/resolution OA Part Time (2 FTE)
review by department
o Elections
o Records Management — paced -�
o Street Vacations — as required
o Customer Service, 24 hour request response
o Word processing: system mgmt. , special
projects, misc. reports, document prep. ,
in—house system training (basic only)
o Division & Section Management
o Special Reports (annual, cost acctg. , monthly,
o Boardsmanship workshops (2x/yr), annual reports
o Out—of—house codification
o Civic Center room reservations (7 day notice)
,.. o Business Hours: 9-5 M—F
•
o'
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
toolk FY 1986-87
DEPARTMENT: Support Services
SERVICE
LEVELS FUNCTIONS POSITION FTE
III Support Services:
BASIC o Reception: telephone, customer service, City Recorder 15
SERVICE cashier, lxday mail distribution, etc. OA III Div. Sec.
o Municipal Court: cashier (night), Court/Records Manager
recording of cites, docket preparation, OA III/Court Clerk
bailiff, court follow—up, bail refunds, OA II/Court Clerk
attorney/juries/witness, customer service OA I/Cashier—Info.
monthly reports, collections, 2 Judges OA II/Records Clerk
full misd. caseload, arraignment OA I/File Clerk
2 days & 1 night per week WP/Office Manager
o P.O. processing and office supplies OA III/WP Specialist -
o Misc. : accruals report, calendars, DOIs OA II/WP Operator
o Recordings/Annexation follow—up OA I/Phone Operator &
o Council Support: Packet preparation, WP Backup (2 FTE)
minutes, follow—up, ord./res. review OA Part Time (2 FTE)
o Elections
o Records Management — fairly aggressive
o Street Vacations — as required
o Customer Service, 24 hour request response
o Word processing: system mgmt. , special
projects, misc. reports, document prep. ,
in—house system training (basic & advanced)
o Division & Section Management
o Special Reports (annual, cost acctg. , monthly,
special analysis)
o Boardsmanship workshops (2x/yr), monthly reports
o Out—of—house codification
o Civic Center room reservations (5 day notice)
o Business Hours: 9-5 M—F
,�rrw►
0
e� SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1986-87
DEPARTMENT: Support Services
SERVICE
LEVELS FUNCTIONS POSITION FTE
IV Support Services:
AVERAGE o Reception: telephone, customer service, City Recorder 17
cashier, 2xday mail distribution, etc. OA III Div. Sec.
o Municipal Court: cashier (night), Court Manager
recording of cites, docket preparation, OA III/Court Clerk
bailiff, court follow—up, bail refunds, t3A II/Courts Clerk
attorney/juries/witness, customer service Records Manager
monthly reports, aggressive collections OA II/Records Clerk
2 Judges, full misd. caseload, arraignment OA I/File Clerk
2 days & 1 night per week WP/Office Manager
o P.O. processing and office supplies OA III/WP Specialist
o Misc. : accruals report, calendars, DOIs OA II/WP Operator
o Recordings/Annexation follow—up OA I/Phone Operator &
o Council Support: Packet preparation, WP 9ackup (2 FTE)
minutes, follow—up, ord./res. create/review OA Part Time (3 FTE)
o Elections OA I/Cashier—Info.
o Records Management — aggressive
o Street Vacations — 'cleanup' projects & as required
o Customer Service, 4 hour request response
o Word processing: system mgmt. , special
projects, misc. reports, document prep. ,
in—house system training (basic & advanced)
o Division & Section Management
o Special Reports (annual, cost acctg. , monthly,
special analysis)
o Boardsmanship workshops (2+/yr), monthly reports
o In—house codification
o Civic Center room reservations (24 hr. notice)
o Business Hours: 9-5 M—F
•
•
IGA Rn
ENJE
VI it‘. LIBRARY
639-9511
12568 SW Main •Tigard, Or. 97223
A STATEMENT OF POLICY
1. Goals:
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.
TPL will utilize all resources as economically, efficiently and
401"* ,,,effectively as possible.
STATE LIBRARY
(Policy)
ORS 357.001 Legislative findings. The State of Oregon recognizes that:
(1) Libraries constitute a cultural, informational and educational resource
essential to the people of this state.
(2) Library services should be available widely throughout the state to bring
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 S2]
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.
043) 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
in a fair and equitable manner. [Formerly 357. 705]
e
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1 1
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
opik
FY 1984-85
DEPARTMENT: Library
SERVICE LEVELS FUNCTIONS POSITION FTE
Circulation: .* 6
Core o Open 20-25 hours per week
o Limit circulation to 5 items per person
o No reserves on any materials
o No renewals
o Selective overdues (Non—fiction and
2 weeks)
o Patron registration — verify through
mail — two weeks lag time for user
to receive, delaying access to Library
collection
Reference:
o Irregular full reference service
(due to staffing) . No telephone
reference
o One interlibrary loan per person
per visit
41
Acquisitions and Processinqs:
io
o Library materials = 15% budget
o Purchase books to maintain
basic reference and periodicals;
remainder for adult fictsion and
children' s fiction
o No weeding
Programming/Community Service:
o One pre—school story ti.w
(Rely on Volunteers only)
o Maximum two school age programs per year
(Rely on Volunteers only)
o No summer reading program
Administration:
o No travel; no training
•
w
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1984-85
DEPARTMENT: Library
SERVICE LEVELS FUNCTIONS POSITION FTE
II Circulation:
Limited o Open 38-40 hours per week 9
o Unlimited circulation per person
o Reserve only new 2-week books - limit
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 = 20% budget
o Purchases to include only books and
periodicals, i.e. , no cassettes, records
o Limited weeding in non-fiction
Programming/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
(Use of Volunteers also)
Administration:
o Travel for one manager to OLA and selected
area workshops for staff members
I
Aorn,, SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1984-85
DEPARTMENT: Library
SERVICE LEVELS FUNCTIONS POSITION FTE
III Circulation: - 13
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 -
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)
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
(Use of Volunteers primarily)
o School Liaison
Administration:
o Travel for managerialstaff to OLA conference and
selected out-of-town workshops only
o Training opportunities for staff as available
in area
VD
VD
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
olok FY 1984-85
DEPARTMENT: Library
This levelreflects 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
o Unlimited circulation per person
o Reserve all materials - no limit
o Renew all materials - except 2-week
o Overdues an all categories of materials
o Patron registration - verify through mail-
lag time 3-4 days for user to receive card
o Reduction of backlog
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
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
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
o Training opportunities for all
•
managerial staff and supervisory staff
as available in area
DEVELOPMENT SERVICES
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.
p
co
PLANNING
4004" Level I Level II Level III
FUNCTION FTE FTE FTE
Long Range Planning/ •
Special Projects .3 1 .7 4.5
Dept./Non—Dept. Support .2 .55 1.1
Application Review 2 2. 1 2. 1
Public Assistance .5 .65 1.3
FTE 3 .0 5.0 9.0
NOTES:
1. Level I assumes low development activity minimal involvement in special
projects and public assistance only as necessary related to application
review.
2. Level. II assumes moderate development activity, adds staff to participate
in special projects and increases public assistance to respond to walk in
traffic.
3 . Level III assumes high development activity, splits division into Land
010* Development with staff and Planning Projects with staff and increases
public assistance to include Community Education.
EAN:bs0451W
rn
• BUILDING
Overall, if the level of building activity increases while staff level
remains constant, the following occurs:
— Plan checks take longer to be completed.
— 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
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.
0
MEMORANDUM
CITY OF TIGARD, OREGON
TO: William A. Monahan, Director,
Community Development January J4, 1987
FROM: Brad Roast, Building Official -
SUBJECT: Service Level Priorities
Per your request, below are the proposed service level priorities for 1987/88:
Service Level I
3 FTE (Building Official, Inspector III, OAII)
PERCENTAGE/MAN HOURS AVAILABLE:
wow
Building Official Inspector III Total/Hours
Administration 15%/312 0 312
Plan Check 45%/936 30%/624 1,560
Field Inspections 35%/728 60%/1248 1,976
Codes Enforcement 5%/104 1O%/208 312
At present building activity level:
o Less time allowable for department administration.
o Turn around time for plan review would be greatly increased,
backlog would be created.
o Code enforcement would be minimal .
o Time allowed for field inspection reduced.
o Quality of work in order to keep up with demands of public
suffers dangerously.
N.
Service Level II
wow
4 FTE (Building Official, (2) Inspector III, OAII)
PERCENTAGE/MAN HOURS AVAILABLE:
Building Official (2) Inspector III Total/Hours
Administration 25%/520 0 520
Plan Check 50%/1040 30%11248 2,288
Field Inspections 20%/416 60%/2496 2912
Codes Enforcement 5%/104 10%/416 520
Present building activity:
o Turn around time for plan reviews improves, but backlog evident.
o Additional time allowed for field inspection.
o Code enforcement suffers.
Quality of work suffers.
Service Level III
5 FIE (Building Official, (2) Inspector III, Code Enforcement Assistant,
OAII)
.10006.
PERCENTAGE/MAN HOURS AVAILABLE:
(2 Inspector Codes Enforcement
Building Official III Assistant Total Hours
Administration 30%/624 0 0 624
Plan Check 6O%/1248 40%/1664 0 2,912
Field Inspections 10%/208 60%/2496 0 2,704
Codes Enforcement 0 0 2,080 2,080
At current staffing and building activity:
o Plan check turn around keeps within desirable limits.
o Field inspection has better time allotment.
o Code enforcement is increased dramatically.
o Clerical support suffers with additional load created by Codes
Enforcement needs. (Part—time clerical support needed) .
At Service Level III, employee' s time is at maximum. Any increase in building
activity and/or responsibilities would cause reductions in service quality.
/2892P
ENGINEERING
Level I Level II Level III
Primary Function FTE FTE FTE
1. Land-Use Application Review .2 .3 .5
2. Public Improvement Permits 1 .0 1.5 - 2.0
3 . Mapping and Records 1 .0 1 .2 1 .2
4. Surveying 1.0 1.5 2.0
5. Capital Imp. Program &
Local Improvement Dist. .5 1 .0 1.5
6. Traffic and Streetlights .5 1.0 1.5
7. Public Facility Planning .2 .5 1.3
TOTALS 4.4 7.0 10.0
NOTES:
1. Level I assumes low development activity and very minimal participation
with CIP/LID and Traffic/Streetlight activity.
Ow 2. Level II assumes moderate increase in development activity, increased
"task" participation in CIP/LID and increased corrective maintenance
within Traffic/Streetlights work.
3 . _ Level III assumes high development activity, project development (smaller
projects) within CIP/LID work and program development within
Traffic/Streetlights and Public Facility Planning.
PROBABLE PERSONNEL WITH LEVEL III SERVICE
1. Engineering Services Manager
2. Project Engineer (Transportation)
3 . Project Engineer (Utilities)
4. Tech III (Construction Supervisor)
5. Tech II (Construction Inspector)
6. Tech II (Construction Inspector)
7. Tech III (Land Surveyor)
8. Tech I (Survey Tech)
9. Tech I (Mapping)
10. OAI
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