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26 YEARS OF SERVICE 1961 -- 1987
a a , 1 • ! 1
ANNUAL PERFORMANCE REPORT
and SERVICE LEVEL PRIORITIES
CITY OF TIGARD, OREGON
FOR FISCAL YEAR 1986/87 and
PROJECTED FOR FISCAL YEAR 1987/88
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 Monley, Community Services Bill Monahan, Community Development
REFERENCE DEPT.
! I I 1 1 I I I I I I I 1 1 1 I 1 1 1
TABLE OF CONTENTS
GENERAL INFORMATION
PAGE
Title Page i
Table of Contents ii
Mayor's State of City Address iii
Executive Report
DEPARTMENT REPORTS
Police 1
Community Services 6
Library 15
Community Development 20
Policy and Administration 34
City Attorney 37
SERVICE LEVEL PRIORITIES
Police 39
Community Services 42
Library 74
Community Development 79
ii
CITY OF TIGARD
STATE OF OREGON
TOM BRIAN, MAYOR
JANUARY 11, 1988
Good evening. Once again, it is my pleasure to report that the "State of the City of Tigard" today is excellent and
tomorrow looks even better. Tigard is no longer a small town. At 25,000 population, we are fast becoming a major City in
Oregon. More importantly, Tigard is a strong community --- we are meeting the challenges of growth, change and community
livability .
Last: year, in my first State of the City address as Mayor, I said that 1986 would be a difficult year to match in 1987,
having had in 1986 the City' s 25th birthday, . . . the dedication of the Civic Center, . . . a new City Tax base, . . . and
significant community involvement. While 1986 was a difficult year to match, 1987 was uniquely different and very
significant in the history of Tigard' s development. We had high expectations for Tigard in 1987, and we were not
disappointed. With renewed community involvement, a strong local economy, major annexations including Washington Square,
Embassy Suites, the Lincoln Center complex and Metzger neighborhoods, 1987 will prove to be one of the City' s most
significant years since its incorporation.
COMMUNITY
As I have said in the past, the quality of life in our neighborhoods, the vitality of our local businesses and having a
strong sense of community is why we live in and enjoy Tigard . As we grow, we must strengthen our efforts to keep residents
informed and to encourage more communication and involvement in City affairs . These efforts are underway and include a
unique and exciting participation event we are calling the "Fanno Creek Conference. " It is scheduled for February 27 and
we will be providing more information on it very soon. Community involvement hours in 1987 exceeded those of 1986. Tigard
is fortunate to have citizens who give of their time and talent to help us build a better Tigard. We also reed to
strengthen our community traditions, like the Cruisin' Tigard summer celebration, and add new ones, like the 4th of July
Fireworks and the Community Christmas Tree Lighting at the Civic Center. I would like to thank the businesses on Main
Street and the Chamber of Commerce for an exceptional holiday effort to light up main street. Also, in case you missed it,
the residents on Avon Street decorated their homes so beautifully with lights it saved our family a trip to Portland' s
Peacock Lane this year.
Expanded City Intergovernmental Relations in 1987 allowed the City Council to better understand and work with other
regional, county, special district and neighboring cities' governments in addressing community and regional needs. The
completion of the City' s Park Plan and its close coordination with Tigard School District facilities, is an example of
cooperation, not competition among local governments serving the community. Longer range, but perhaps strategically more
important, has been the City' s involvement in county and regional matters such as transportation planning. These efforts
have put Tigard in a stronger position to compete for scarce dollars . 1987 saw the adoption of the Westerly bypass highway
into the regional transportation plan as a high priority project and preliminary engineering is underway .
•
ECONOMY
Tigard' s local economy in 1987 proved as strong as any in the State of Oregon. Light industry construction, like Avid
Footwear's new international headquarters, and new commercial and office facilities, like Lincoln Center Tower and Tigard
Towne Square, added over $50 million in now assessed value and about 1800 new jobs. The Stash Tea Company has moved its
headquarters and operations into downtown Tigard and is making a significant commitment to the community.
The annexation of the Washington Square and Metzger areas added over 2,000 new jobs and almost $200 million in assessed
value to the City' s long-term financial base. While many residents commute from Tigard to work, the reverse is also true.
Tigard has over 23,000 jobs within the community. Our rate of job growth is among the strongest of any city in the State.
A strong local economy provides opportunity to our citizens for jobs, convenient services and helps keep City taxes among
the State' s lowest.
CITY OPERATIONS AND FINANCE
In 1987, we initiated .a City Center Task Force and planning effort to determine realistic courses of action for the
improvement and redevelopment of our downtown area. We also initiated an effort to stimulate high quality development of
the Tigard Triangle area (bordered by I•-5, Highway 99W, and Highway 217) . Both of these project areas will have very
significant favorable impact on the Tigard of future years . Working on maintaining community livability, managing growth
and economic development, and providing affordable basic City services are what the City government itself is about. While
growth and annexation complicate things, they can also create opportunities and facilitate financial solutions that
eventually increase our community' s quality of life.
Tigard is now the State' s 12th largest city by population, the 8th largest in assessed valuation, and ranks first in
assessed value per capita. Tigard has the best fiscal capacity of any city in the state.
Making the most of this fiscal capacity means controlling our operating budget costs, and planning strategically for
expensive but needed capital improvements . We cannot ignore these. Our strong assessed value and continued future growth
means that at relatively low rates, long-term bonds can be authorized for needed roads, sewer and storm drainage projects .
Basic City services can be maintained around current costs per household while actually increasing service levels and
available programs City-wide.
FUTURE
So, while we look back at 1987 as a year which expanded our job base, assessed valuation and City population, it also was a
year that built the best fiscal capability for action of any city in the State. We will maintain base levels of city
services through 1990 on the existing tax base as we promised voters . What we do now comes back to that sense of community
involvement I spoke of earlier. We have the capacity to resolve our roads construction and street maintenance needs, if we
want to. We have the means to resolve sewer problems, storm drainage and flooding, if we want to.
i i i 1 i 1 i ! i i i i i i i i i i i
There are challenges ahead for Tigard transportation projects, the "Tigard Triangle" development, city center
redevelopment, sewer and storm drainage improvements, completion of park development, and continued basic City services ---
but all of these are within our capabilities as a community. The long-term planning for needed projects is almost
complete. Community review and consideration on a wide range of important quality of life issues will occupy much of
1988 . If we want to, we have the capability to design the final major building blocks to shape Tigard's future. We have
the means, thereby, to assure that Tigard remains the quality community we want it to be.
One final but important note. It has been a rare privilege and honor for me to serve as Tigard's Mayor in 1987 and I look
forward to a vigorous and productive 1988 for our community. It has been a pleasure to work with the other members of the
Tigard City Council - Council. President Jerry Edwards, Councilors Carolyn Eadon, Valerie Johnson, and John Schwartz. Each
contributed significantly to everything I have discussed tonight and I know they will serve with equal energy and
dedication in 1988.
My thanks also to our City Administrator, Bob Jean, and all of the men and women who work fur the community. They do the
day--to---day work and planning that results in a high quality of service and a livable community.
Please accept my best wishes to each of you for a happy and successful year.
ht/0035a
1 i ! # 1 ! ! 1 ! 1 !
EXECUTIVE SUMMARY
ANNUAL PERFORMANCE AND SERVICE LEVEL PRIORI'TTIES REPORT
OVERVIEW
1987 was a year of unprecedented success for the City of Tigard. In presenting this year' s Annual Performance and Service
Level Priorities Report through Fiscal Year 1986•-87, we see the results of planned growth and managed development, and we
begin to see the long-term significance of 1987 to the entire community . Growth and annexation, financial stability and
organizational development are this year' s major achievements, permanently setting in place a better future for Tigard for
years to come.
C0MMUNI.TY GROWTH AND ANNEXATION
Tigard remains one of the fastest growing cities in the state. From 14,000 some residents in 1981 to over 25,000
currently, our population growth has been exceeded only by real growth in assessed value from over $700 million in 1981 to
almost $1 . 2 billion in 1987. When assessed values grow faster than population growth, City tax rates stay down and the
cost per household of any future projects are less expensive. The annexation in 1987 of Washington Square, Lincoln Center,
Embassy Suites Hotel and the new Target department store will permanently keep City property tax rates 10 percent lower
than they would have been without the South Metzger annexation.
But annexations were only part of the development story in 1987. Basic commercial, industrial and residential development
hit all time highs in FY 1986-87, and are also continuing strong into FY 1987-88. While Washington Square, Target and
others added $100 million in land and building assessed value, new commercial and industrial construction added over $50
million to City assessed values . The South Metzger and Northeast Metzger annexations brought in 2,500 new residents, but
new housing in Tigard added almost 1,250 new residents just this year.
The City' s Comprehensive Plan, adopted five years ago, and the Urban Services studies completed in recent years, outline
the pattern and mix of all this growth and development while assuring our ability to provide affordable City services and
quality neighborhoods . Community involvement, affordable good information, flexible negotiations and affordable, quality
City services were the keys to Tigard' s achievements realized in 1987, but begun years ago.
FINANCIAL. STABILITY
In 1985, Tigard voters authorized a new Tax Base for City operations with the City's promise to make it last five full
years. The City' s 5--Year Financial Plan made the promise possible, and has been closely monitored and adjusted with
annexations and growth. Refinancing of the Civic Center bond debt will save taxpayers $237,463. Underspending by City
staff below authorized budget limits and continued strong revenues from growth and annexation have allowed us to actually
increase service levels while adding to the City' s 5--Year Plan reserve.
Because of the 5-Year Plan and tight financial management the City today has a health financial position. Add to this the
best ratio of assessed assessed value to population served in the state, and tigard today has the best financial capacity
of any City in Oregon.
a a
ORGANIZATION DEVELOPMENT
Commitment to customer service, teamwork and job knowledge meant continued high productivity levels, even after adjusting
City budget and staff levels to serve new residents and businesses . Staff professionalism and productivity have allowed
Tigard to serve our growing community with 25 percent fewer staff positions than comparable communities . Departments have
actually increased service levels while holding at those comparatively low staff to citizen served ratios.
Some bad news from growth and annexation is that, even at our most efficient, staff changes to serve our growing community
has seen us outgrow City Hall space sooner than planned . The good news, though, is that the growth and annexation revenues
can fully pay for the second floor City Hall expansion without tax dollars, while still providing promised services in
annexed areas and strengthening the City' s long--term financial position.
Major departmental achievements for FY 1986•-87, the result of a team effort of Council, department heads and staff are:
o
Library hours increased, book budget greatly expanded; children' s programs almost doubled; and, volunteer hours
increased. . .
o Police emergency response gime is under five minutes; school resource officer program; expanded neighborhood
watch/crime prevention program; and, bottom line, a real increase in the number of sworn police officers on the street
grater than growth rates. . .
o Community Services improved financial management, like the 5--Year Plan and bond refinance; increased productivity
ratios in accounting; expanded public records and information program; s and, sustained levels of community
involvement. . .
o Community Development management of 725 building permits and 515 land use planning permits; over $1 . 1 million in
capital improvements and other related projects; and, expanded public works operations to serve new development and
annexed areas . . .
o Council and City Administrator developed a long—range Action Plan; progressed on may key Council goals and greatly
expanded City intergovernment relations . . .
FUTURE CHALLENGES
So, with a great year of accomplishments behind us, what lies ahead for 1988?
Maintenance of neighborhood liveability and affordable City services is our primary mission. Information to the Bull
Mountain and Walnut areas about their annexation choices and the comparative benefits of joining the City will prove
important. Rapid underplanned growth outside the City will diminish neighborhood liveability both inside and outside City
limits . Staff training and development, regardless of City size, will be essential to maintaining high levels of
productivity and low taxes. Community involvement and customer service will remain our primary focus in 1988.
1 i l i l i � i ! . I 1 ! l 1 I f P I 1 ll
While we have quadrupled capital expenditures since the pre—Tax Base 1984 lows, stripping off marginal dollars from the
operating budget simply is not enough to meet our Capital Improvement needs. Even without any more growth, Tigard is
vastly undercapitalized as far as the condition of City streets, sewers, storm drains and parks . Downtown land areas
remain significantly below their market potentials, and obviously surrounding growth pressure is not sufficient alone to
stimulate redevelopment. Major new funding sources for capital improvements are needed to sustain a liveable and
economically sound community. But, due to Tigard' s strong fiscal capacity, capital improvements in streets, downtown
redevelopment and parks can be achieved without high taxes, but not without positive action.
CONCLUSION
Dog bites man. That' s not news. Man bites dog, that' s news .
Tigard' s growth and annexations are at record high. City productivity expand, unit costs down. Services high and taxes
low. That' s still not news for Tigard, but all of this and City finances are health? Tigard has best fiscal capacity of
any city in the state? That' s news .
But the best news is that, as good as 1987 was for Tigard, it set the base for many years ahead. Neighborhood liveability
and affordable City services are quality of life realities in Tigard. Thank you for the opportunity to have been a part of
this historically successful year. We can all look forward to great years ahead for the Tigard community.
Robert W. Jean,
City Administrator
January 11, 1988
14,500 - 25,000 POPULATION
25,000
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•22,900
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; 1 +58% or
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16,600 --• . ..__._..1
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14,500 81/82 82/83 83/84 84/85 85/86 86/87 87/88
TOTAL CITY EMPLOYEES COMPARATIVE OPERATING BUDGETS
150 10 •
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y Ba$eline 4udget (Inflation & Population)
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81/82 82/83 83/84 84/85 85/86 86/87 87/88 0
81/82 82/83 83/84 84/85 85/86 86/87 87/88
POLICY 6 ADMINISTRATION OVERHEAD PERCENTAGE SERVICE LEVELS OF MAJOR PROGRAMS
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0 81/82 82/833 83/84 84185 85186 86/87 87/88
81/82 82/83 83/84 84/85 85/86 86/87 87/88
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INFLATION OPERATING BUDGET
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250 81/82 82/83 83/84 84/85 85/86 86/87 87/88 ' 081/82 82/83 83/84 84/85 85/86 86/87 87/88
COMMERCIAL CONSTRUCTION RESIDENTIAL CONSTRUCTION
57 57
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ASSESSED VALUE
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300 81/82 82/83 83/84 84/85 85/86 86/87 87/88
i i 1 1 1 1 1 ! I 1 1 1 1 1 1 1 1 1
DEPARTMENT
ANNUAL
PERFORMANCE
REPORTS
CITY OF TIGARD, OREGON DEPARTMENT: POLICE (1 . 1)
1987 PERFORMANCE REPORT 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, police community services 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 continues to demonstrate its ability to provide professional police services to the community at priority level
2/3 . The department has experienced some easing of workload stresses with the employment of additional personnel . The
Department will continue to provide professional police service to the community.
DAVID C. l_EHR, CHIEF OF POLICE
FY FY F'Y FY F
Y._._____
WORK ME=ASUREMENT INDICATORS 83-84 84 -85 85-86 86-87 87-88
ACTUAL. ACTUAL ACTUAL.. ACTUAL PROJECTED
No. of department employees (FTE) (29) (29) (29) (36) (43)
No. of police officers per population 1 :628 1 :655 1 :707 1 :622 1 :714
Population served (Jan. FY) 18,200 19,000 20,500 22,400 25,000
Department budget $1, 130,715 $1, 178,708 $1,382,869 $1,737,360 $1,987,872
% of department budget from General Fund 99% 99% 94% 97% 95%
% of total. General Fund 48% 48% 53% 43 .9% 34%
% of total City budget 21 .5% 22.7% 18.5% 18.8% 13 . 7%
Per capita budget expenditures $67. 12 $63.49 $69.90 $75.50 $79.51
State average per capita costs $79.84 $78.23 $80.07 $71 .09 $72. 78
(Cities with pop. 10,000-24,999)
Case Load per sworn officer (patrol) 745 937 1007 1000 808
Cases received (investigations) 1688 1780 1850 2361 2369
Card load per dispatcher 5288 6114 6666 7500 7000
Average calls per day 200 225 260 300 450
Emergency response time 6 min 4.5 min. 4.5 min. 4.9 min. 4.9 min
Part :L offenses clearance/officer 2.3 .5 22.0 23 .5 22.0 2.5.6
Part II offenses clearance/officer 21 .5 35.7 43 .0 29.0 35. 1
Size of City in square miles 8 .5 8 .5 8 .7 9.0 10.0
Police Reserves annual hours worked 2345..5 2528 2400 2400 950
1
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
EMPLOYEE/POPULATION Z OF TOTAL GENERAL FUND
1000 100
800 }. .»..«. 80 .._»._.
II 600 .... 60 iiiI::::::: — .IIIEE:...%%HfIII
..»40 20
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
BUDGET EXPENDITURES PER CAPITA TOTAL CALLS FOR SERVICE
1001
22000 = ` •
�
1 State Avera;e _ 1
\
80 »_ . «..» 19000 ..---._ ' \
1
1 •
I
60 --_—�__—_«_•—..«._.... ..»_.�«.«�.«...- .•-•••-• ::::
+ t \ \\. .. \ _»
City of Tiga•d 1
.«. _ .._._«: -_ --- •-••\.r
40 1
20 _«_ •1.»»_».«.»•»•.».•.-..« ••.«... 10000
0 •
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
INVESTIGATOR/POPULATION DISPATCHERS/POPULATION
10000 6000
1 1
onnn ! ---_•-•- •--«'-- 5000 _____......._».._«_».-- »-.«__».......... ...•«--
1
6000 \ .« 4000 ».......... ....«»
4000 \-«.»\.».. �.«...\...._.\ 3000\ �-__\ \ � W\ \ «...
2000 \....\_ \ \. \_». 2 00 ...«\ \»...\ \
0 \\
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
! 1 i i i 1 1 i. I i i i i i 1 i
C:I:TY OF T:TGARD, OREGON DEPARTMENT: POLICE:
1987 PERFORMANCE REPORT UNIT: PATROL (1 . 1 .2)
FY FY FY FY FY
WORI< MEASUREMENT INDICATORS 83---84 84-85 85-86 86--87 87--88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
Part I & I:I: Offenses 1,953 1,952 2,319 2,361 4,057
Calls for Service 11,473 12,579 15,656 16,498 20, 196
Caseload per officer 745 937 979 1,000 808
Part I Clearance/Officer 23 .5 22.0 22. 1 23 .6 25.6
Part II Clearance/Officer 21 .5 35.7 38.4 32.4 35. 1
Services Calls/Day 31 .4 39 .8 42.9 45.2 55.3
Population Used 18,200 19,000 20,500 22,400 25,000
The increase in community growth has placed an increasing service demand on
the patrol division as shown above. With the addition in personnel, we are
managing to maintain a reasonable case load per officer as is graphically
displayed aside. The projected population has been behind the actuals, as
CASE LOAD PER UNIFORM OFFICER the 86/87 projection was 22,000 and our actuals were 2.2,400 ---- 400 over the
1500 projected population.
1200 ......._...F Y_._.___-.-.f
f Even with the increased workload, the patrol division was able to clear more
1 . 1 1 Part I crimes (serious crimes) than was projected. The projection was 22
1\ '� ! crimes per officer and our actual was 23 .6, thereby exceeding the goal by
900 ____-4 ------ �-- '
--- \ \ `--- � 1 .6 crimes cleared per officer. However, the Part II crimes cleared per
\ ��\ officer went down by 6 crimes per officer. This is due to the time being
�\
N
600 ._... shifted from working on the less serious crimes and spending more time
\ \ \ \ working the Part I (more serious) crimes.
300 \ ---- � trafficenforcement\ \ \ The patrol division' s enfefforts were increased; as in
\ \ \ \
o \\ \ \ \ \ calendar year 1985 there were 4,921 citations and 3,914 warnings issued, in
\ \ \ \ contrast with calendar year 1986 there were 5,212 citations and 5,040
83/84 84/85 85/86 86/87 87/88 warnings issued. This effort is reflective in the accident control rate.
In 1985, there were 384 accidents and in 1986 there was an increase of only
14, to total 398 accidents. With this increase of only 14 or 3 .6%, one must
consider the ever growing community, the growth is in population as well as
growth in geographical area.
The patrol division is strengthening its strong partnership between the police department and the citizens of the community
through the park and walk program, the school lunch program, the McGuff program, and the interagency actions with the
Washington Square Security personnel walk and talk program. This strong partnership is absolutely essential to effectively
enable the police patrol division to act in concert with the citizens of this community with an overall goal of a total
crime fighting effort.
3
a 1 i i i 11k 1 1 1 1 1 1 1 i1 1 11 it 1 1
CITY 01 l I:GARD, OREGON DEPARTMENT:: POL I:CE
1987 PERFORMANCE REPORT- UNIT: INVESTIGATION (1 . 1 , 3)
FY FY FY FY FY
WORK MEASURE::Mf:IN1. INDICATORS 83-84 84-85 85-86 86.•...87 87....88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
Cases Received 1,688 1,780 1,850 2,042 2,369
Cases Suspended 906 1,015 831 936 1,081
Cases Investigated 346 439 504 551 1,372
Case Load/Investigator 107 101 112 146.9 343
Part. I Cleared 57 97 142 2.41 167
Part II Cleared 2849 44 80 117
Total. Part I & Part 1:I Cleared 85 146 186 321 284
Percentage Cleared 62.0% 48% 56% 58. 2% 20.6%
Investigators/1,000 Population 1 :6500 1 :5571 1:4445 1. :6000 1 :5,482
Person cri.mes . Rape/Assault/Robbery 49 25 26 85 205
Property crimes : Burglary/Theft 222 277 291 388 1,499
Population served 18,2.00 19,000 2.0,500 22,400 25,000
DIVISIONAL GOALS:
o Attempt to maintain current case clearance level
o Maintain current case management level
o Continue to target Burglary Theft
The Investigation Division currently consists of 4 investigators and 1
INVESTIGATOR CASE LOAD supervisor, totaling 5 investigative personnel . The Division operated with
3503 .5 investigators and 1 supervisor from March 1986 to July 1987 total to 4
1 and 1 supervisor. It should be noted that the supervisor' s responsibilities
280 �...__..�__.F +
preclude him from carrying the same case load level as an investigator,
which actually, reduces staffingbyonly
= t.hE. of investigatorsIEi, as 25% of
1 = 1 the supervisor' s time can be spent g investigations . this actually
1 1 1 a >c_nL conductin �nve_�
210 t --4-- -+--------- brings the investigator total to 4.25. Investigations conducted by the
s I j supervisor is usually limited to major cases and their supervision.
140 _ i __J +
1 As indicated above, the case load per investigator has increased 58% from
f 1 �.. sincethevolumecaseshave
70 + �__�_____ _t the previous year. You will also notice of
_ increased, the clearance rate has declined which is to be expected. Each
•
0 1 iI investigator can only investigate so many cases, and as the volume of cases
83/84 84/85 85/86 86/87 87/88 increase without the personnel to handle the load, the clearance of those
additional cases will continue to decline.
1 1 1 i 1 i i 1 1 1 1 1 1 1 1 1 1 i 1
CITY OF T'IGARD, OREGON DEPARTMENT: POLICE:
1987 PERFORMANCE REPORT UNIT: SUPPORT SERVICES (1 . 1 .4)
_ _._ __ ____________ ----- — - FY ______ FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86-87 87--88
_ _ __ ACTUAL __ACTUAL ACTUAL ACTUAL PROJECTED
Total Calls for Service^� ^�_� 11,473��4T 14,531 15,656 16,498 27,200
Card Load Per Dispatcher 5,288 6, 144 6,766 6,428 7,000
Avg. Teletype Transact./Mo. 14,000 16,500 14,508 16,536 30,000
Avg. Phone Calls Per Day 200 225 200 250 450
Avg. Watkins Per Mo. 1, 173 1,380 1,450 1,693 1,750
Avg. Clerical. Hrs . Per Mo. 387 455 52.6 540 600
it of Dispatchers Per 1000 Population . 324 .308 .300 .268 . 195
Due to increase in Tigard' s population since 1984, as well as outside agency
TOTAL CALLS FOR SERVICE dispatching contracts, service demands have increased greatly, as shown
50000 1 above. Teletype transactions have increased from 14,000 to 30,000 or
i 114.29%. Service population increased 110.7%, as total population served by
40000 f F our dispatchers has increased to 41,086, which includes the cities of
iTualatin, King City, and Sherwood, as well as Tigard . Total calls for
30000 +----------' service has increased to 27,200, or 137.08%. The aside graphs show number
------------r------------t { o f dispatchers 1000 ,
perpopulation and also the increase in calls for
3 \ service. This division has increased by 3 personnel : 2 dispatchers and 1
20000 t } \ --- Records Clerk .
\ DIVISIUN GOALS:10000 - -- N --- - -\__--\_- _ - - o Implement
computerized recordskee in , i .e. alpha file, through CLASS
o N. \ \ s stem. Develop volunteer help for data entry.
o Continue coordination with other agencies to provide dispatch services .
83/84 84/85 85/86 86/87 87/88 o Continue coordination with other public safety agencies to develop
Enhanced 911 for citizens of Tigard and contract cities .
NO. OF DISPATCHERS PER 1000 POPULATION o Continue coordination with Records Committee for microfilming of records .
0.5 o Inventory old records for State Archivist approval to purge same.
= 1 o Implement word processing.
0.4 F o Continue developing plans to remodel dispatch/records area.
1
=
i '
__ _ i I This division manages the records system, report distribution, dispatching,
0.3 „�_
_- t evidence and property, and support to all other divisions .
ons . In many cases
\ - -\ \ � the first contact a citizen has with the department is through Support
\ Services, and the radio card is usually the first document in a police
\ investigation. Computerizing the alpha file will eliminate the need to
\ \ \ \ manuallytype master cards, which will help alleviate this increased
0.1 \ \ \ \---- y F p
\ \ \ \ workload.
0.0 \\
5
R /RG R' /RS RS/RA PA/R7 f27/oa
"i
I 1 1 i i t 1 i 1 1 i 1 1 1 1 I 1 ! I
CITY 01: 11 GARD, OREGON SUMMARY DEPARTMENT:: COMMUNITY SERVICES (1 .2)
1987 PERFORMANCE REPORT UNIT: AIL...
The Community and Administrative Services Department was a new Department in FY 1986-87 created by Council out of the
functional reorganization of existing areas . The Community and Administrative Services Director is responsible to the City
Administrator for major Council Goals as assigned, including the City' s community involvement and public information
programs personnel administration and labor relations, insurance and risk management, long range financial planning and
budget analysis, and general administration of two major Divisions, Finance/Accounting and City Recorder/Support Services.
The Director administers the Social Services and City—Wide General Government programs, as well as general administration
through the Finance Director of Debt Services and Special Assessments .
JILL.. MONL..E:Y, COMMUNITY SERVICES DIRECTOR
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84....85 85-86 86.....87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL_ PROJECTED
No. of department. employees (FIE) (11) (12 .5) (13 .75) (17.5) (21 .5)
Department budget allocation $408,905 $439,500 $396,810 $588,761 $740,489
% of department budget from General Fund 57% 51 .7% 63 .7% 59.43% 77.0%
% of total General Fund 12. 3% 13 . 1% 9,0% 15..9% 13 .4%
% of total. City budget 4,6% 4.2% 3 .5% 6.3% 5.4%
No. of Purchase Orders processed 694 1, 185 1, 1.02
No. of Hires processed 39xx 71 80
No. of Terminations processed 15xx 22 40
No. of incoming telephone calls per day 230 304 335 516 550
Average hours per Council meetings (City Recorder) 4 . 1 3 . 1 3 .5 3 .6 3 .6
I .I .D. Assessment billings (Accounting) 752 709 800 600 650
Average No. of work orders per month (Support Services) 104 94.75 152 444 594
Sewer/Storm Drainage billings 19,745 21,631 21,425 60,569 74,916
*Incomplet.e information
a a A aa 1 a ' a a a i 1 1 I i a i a a a
CITY OF TIGARD, OREGON SUMMARY DEPARTMENT: COMMUNITY SERVICES
1987 PERFORMANCE REPORT UNIT: DEPARTMENT ADMINISTRATION (1 .2 .0)
The function of CSD administration is to plan and coordinate the activities of the component divisions, provide Personnel
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 and insurance, 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 increased volume of activity in all areas .
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85--86 86-87 87-88
ACTUAL.. ACTUAL. ACTUAL ACTUAL. PROJECTED
No. hires processed** 39 71 80
No. to 15 22 40
Boards & Committee hours 2,552. 75 3, 108 . 75 2,601 3,000
Volunteer Staffing 4, 173 .75 5, 171 .25 7,272. 7,400
Federal Assistance 2,660 1,614.50 163 ...-0—
Communi.ty Service 1,676 562 2,387 2,400
Other Volunteers 1,300 283 264 300
NUMBER OF VOLUNTEER HOURS BOARD & COMMITTEE HOURS •
15000 ' 5000 =
' 1 11 '
[
1
x xIncomplete information 12000 T _ t 4 oen - -'_ '--'-' •"
I �-_-------
I {1{
9000 } . _.'.— 1 3000
I
6000 _— __•.— 1- —..— 1 2000 i---- L- ----•--
i 1 I
1 1 I .-
3000 i••__—......i- i j 1000 t 1 4 i
I j I i i
0
1 1 1 1 0 1
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
•
•
� . ' � � �� � .
1 i i N i i 0 i a N i 0 N N N i & i a
CITY OF TIGARD' OREGON DEPARTMENT: COMMUNITY SERVICES
1987 PERFORMANCE REPORT UNIT: FINANCE 1 .2 . 1
ACCOUNTING 1 . 2.2
___ __
The Finance Division includes Finance and the Accounting Section. The Finance area of responsibility includes the interim
and long term finance of local improvements, investment and cash management, financial planning and the 5-year plan,
revenue management' management of the annual audit, and assistance in the preparation of the City budget.
The Accounting Section is responsible for the accounting and reporting of financial transactions in accordance with various
federal, state, and local regulations . Specific responsibilities include semimonthly payroll and benefits, disbursements
for City obligations, inventory and control of City owned assets, sewer and storm drainage billing, delinquent collections,
and bancroft billing and collection.
In addition, the Accounting section took over the purchasing function in July 1987 previously performed as a part of
Personnel . We now provide centralized purchasing services to all departments and assist departments with specific purchase
in compliance with the purchasing manual .
The majority of Accounting and Finance activities have been automated. The recent upgrade of the computer hardware and
software has resulted in greater productivity and efficiency.
---- -------
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86-87 87-88
__ ACTUAL ACTUAL�____ ACTUAL _-A{��UAL ___PR{(7fCTED_
FTE (5.5) (5) (4.26) (5) (6)
Section Budget $224, 197 $182^004 $200,745 $106,888 $214,285
% of Department Budget 54.8% 41 .4% 50.6% 20.2% 28.0%
% of Total City Budget 2.5% 1 . 7% 1 .8% 2. 1% 1 .5%
Accounts Payable Checks 2,893 2'831 3,210 4,273 5,076
Payroll Checks 2,740 2,496 2,930 3, 157 3,400
Cash Receipts 5,234 7,267 8,966 9' 117 10,215
Sewer Storm Drainage Billings 19'745 21'031 21'425 60'560 74'916
Name and/or Address Changes - - 2^200 5' 117 4,600
LID Assessment Billings 752 709 800 600 650
LID Projects $901'598 $492'000 $100'000 $408,330 $4, 100,000
No. of Purchase Orders 694 1, 102 1, 125
i 1 1 1 1 1 i 1 1 1 i 1 1 1 1 1 1 1 1
PERCENT OF TOTAL CITY BUDGET ACCOUNTS PAYABLE CHECKS
10 � � 10000 ; i 1 1
a 8000 = 1
I
6 »---- ----------i :::: -T
-----------1
11 _ 1 i
I i
2 '......St' . .»_._ 2000 1
1.
1 I I I =
0 i : 0 ! i i
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
CASH RECEIPTS SEWER STORM DRAINAGE BILLINGS
12500t i i 100000
110004-------- --- -
0 --------- -- 80000 .__»._.. .»,»»---»._� .»--- ---•------•- ••-----
7500 ---------.».-- ------ --- ---------- -------- 60000 ____» .»__»i::-
2500
1/ ..»..
5000 40000 I -------- 4.
I €
_ _ 1 t =
r t--»------ .---- -»».»--•-_ --•---• 20000 ,.._..mg, i fi..»---
1
0 1 1 0 i
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
. � �� � ' '
0 i i i 0 i i i i 0 0 i 0 i i i i i i
CITY OF TICARD' OREGON DEPARTMENT: COMMUNITY SERVICES
1987 PERFORMANCE REPORT UNIT: SUPPORT SERVICES'
CITY RECORDER (1 . 2.3)
� �� ���___
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 City—Wide functions are: City Recorder, word
processing, telephone reception, copy center, errands, mail distribution, central supplies, records management, and
municipal court. The City Recorder is responsible for the Support Services Division management and for the City Recorder
functions of the City.
Work measurement indicators continue to reveal a significant volume of public contact. The open hours to the public were
reduced from 9 hours/day to 6.4 hours/day in fiscal years 84-85 and 85-80. Starting in fiscal year 86-87 the open hours
were increased to 8 hours/day . There is significant increase in the number of annexations and right—of—way vacations
processed . These are very labor and time intensive. As the City continues its fast growth the number of Council actions
(i .e. ordinances and resolutions) and documents recorded will also continue to increase. The figures indicate continual
commitment to communication between the city and community .
______ _
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL __PROJECT{]]
No. of unit employees (FTE) (1 .0) (1) (2) * (2.5) ** (2)
Unit Budget Allocation $37, 102 $39,587 $02,738 $80,815 $84,205
No. of Ordinances 69 63 55 68 70
No. of Resolutions 100 81 133 168 140
No. of Council Meetings 45 42 50 58 55
Average Hours Per Council Meeting 4. 1 3 . 1 3 .5 3 .6 3 .6
No. of Annexations Processed 6 4 5 6 12
Population Added Through Annexation 408 10 15 1,284 1,507
Assessed Value Added Through Annexation $12'090' 159 $367,800 $2'470'500 $149,030,542 $37, 259'000
Acres Added By Annexation 316 10 82 464 351
No. of Street Vacations Processed 5 1 9 10 11
No. of Documents Recorded _ N/A N/A 62 89 115
7otal Number of Pages Recorded N/A N/A 219 320 402
* 1 Records Clerk included
** 1 Records Clerk included & .5 Deputy Recorder
' • ^ ` •
� � � N � N 0 N ' � | � `
0 � �• N �^ i i I
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY SERVICES
1987 PERFORMANCE REPORT UNIT: SUPPORT SRVS/OFFICE SRVS (1 .2.4)
The Office Services Section provides a variety of functions supporting the general aspects of the City in addition to
certain City-wide functions needed by all departments . These functions include: word processing, switchboard and message
center operations, copying, special projects, mail distribution and posting, supply inventory and ordering, and errands.
The Word Processing Center is a work unit dedicated to providing centralized typing support for the City. In addition,
staff provides answers to technical, formatting, and grammatical questions in order to promote a highly professional image
for the City of Tigard.
The working unit which provides overall support for copying, errands, mail, supplies, and telephone duties is dedicated to
providing efficient services to assist City staff in a timely and professional manner and are determined to promote a high
quality of work which directly affects the City' s overall image.
Work measurement indicators continue to reveal a significant volume of support tasks performed through the Office Services
Section. Current trends indicate a steady increase in the performance of special projects and a moderate increase in
submittal of word processing projects .
__
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 80-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PR0JEC[EI}
No. of unit employees (FTE) (3 .5) (3 .5) (3 .5) (4.5) (7)
Unit budget allocation $109.540 $77,467 $73,954 $108,040 $145,707
No. of incoming calls 60,000 70,008 83,900 122, 146 125,000
No. of incoming calls per day 230 304 335 516 550
No. of messages taken -- — -- 5, 127* 14'430
Average No. of messages per day - - - 50* 60
Turnaround time for work orders (in hours) 9.25 5 6 . 1 5.5 4 .0
Average no. of work orders per month 104 95 152 444 594
Average no. of pages processed 7, 120 10'806 11,700 20,256 25' 169
Special projects** - -- - 791 1,374
_
* Statistics for February through June of 1987.
«» These projects include tasks performed by Office Aides excluding copy projects because these figures are included in the
overall pages processed.
' ' ' ' ' '' ` '
N i i i N N i N @ i i i i N 0 i N N i
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY SERVICES
1987 PERFORMANCE REPORT UNIT: SUPPORT SERVICES,
RECORDS (1 .2 .5)
__ ___ _ ___ _
The Records section provides a variety of functions supporting the City-wide Records Management Program needed by all
departments . The Records Management Program includes : central records, which houses inactive and historical records, and
the records room where semi-active files are kept. The goal of our RMP is to identify all City records, organize them in
records series, have a retention schedule approved by the State Archivist, develop a policy and procedures manual, and
eventually to study the option of implementing micrographics .
Though Records Management has been of high concern since 85-86, the existing staffing level has not allowed furtherance of
this goal to date. The Records Management Committee has charted out a five year plan to bring the City into compliance
with the State Archivist' s rules and update our system in order to preserve and conserve records and space in the future.
Early in 1988 another Clerk position will be added to the Records Section to facilitate accomplishment of our enhanced
Records Management Program.
Work measurement indicators reveal a decrease in the number of records requests over the last 3 months, and an increase in
retrieval time. With the addition of another clerk we hope to bring the response rate up to our previous level, and to
increase the time being spent converting and reorganizing files.
�_
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86-87 87-80
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of unit employees (FTE) (0) (0) (1 .0) (1 .25) 2.0
Unit Budget Allocation $-0- $- 0- $« $* $57,947
Average No. of file requests per month O- O- * * 30
Average spent per request .27
Average hours filing/retrieving per month 26
Average hours converting and reorganizing files per month 36
Note: )(This is the first year the Records Section has been treated separately. In the past, it has been budgeted in with
either the City Recorder (123) or Municipal Court (130) . Work measurement indicators will be more complete as the Section
continues to function.
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY SERVICES
1987 PERFORMANCE REPORT UNIT: SUPPORT SERVICES,
MUNICIPAL COURT (1 .3 .0)
The Municipal Court Section provides support to City and citizen initiated minor traffic and parking citations and
misdemeanor complaints. It is up to staff to carry out the decision of independent judges involving collections, setting
jury trials, preparing subpoenas and warrants, and for those that fail to appear issuing bench warrants and license
suspensions .
Workload indicators reveal increased volumes of court—related business . Traffic citations issued continue to show a
significant increase with the Motorcycle Unit operation and new equipment enhancements . The misdemeanor caseload has
increased due to an increased activity by private "store" detectives .
The revenue generated by the court has dramatically increased since FY 84-85. This is due to revision of fine schedules,
streamlined court process, and the implementation of court filing fees . Collections continue to be a concern. The
accounts are being monitored closely, with overdue notices being sent twice per month. With the increase in caseload,
collections will continue to be an area of focus . A Records/ Court Manager was hired in February, 1987 to, in part, assist
with the collections process .
A Major Court Study began in June of 1987. The Study focused on the collections concerns, a profile of the existing court
system, review of court policies, and determined the range of crimes to be cited into Municipal Court. Council will
determine in early 1988 what caseload Municipal Court should be handling. Court currently handles the following caseload:
all parking and minor traffic citations and a limited number of misdemeanor cases. Due to the significant increase in
minor traffic citations, night court or additional day—time court sessions will need to be scheduled starting in January,
1988.
The inadequacy of suitable space conditions for court sessions had been resolved by the move to the Civic Center, however,
with the new court caseload growth again, space usage in the Civic Center is of concern. The court decorum has become more
formal with defendants and attorneys appearing more respectful of the proceedings . The FY 87-88 is based on current police
patrol service levels and anticipates the current increase in traffic cases to continue through the end of the fiscal year.
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83--84 84--85 85- 86 86-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of unit employees (FTE) (1 .0) (1) (2.0) (2.25)N (2.5)
Unit budget allocation $38,066 $64, 132 $56,994 $82, 187 $119,640
Revenue Received $70,425 $134,040 $167,610 $142,000 $200,000
No. of traffic citations rec. 2, 172 4, 119 4,200 3,613 6,700
No. of misdemeanor citations rec. 84 192 250 152 150
Hours spent in court per year 130 267 280 244.5 416
N• .25 •- 1/2 time manager for five months
13
1 1 1 1 1 1 1 1 1 1 1 i i 1 1 1 1 1 1
NUMBER OF INCOMING CALLS TURNAROUND TIME FOR WORK ORDERS
15000025.0
! I ! I 1 I I i
! I 1 I '
•
120000 F /1........____.-1
t ► 20.0 t--------.-_ Fi 1 I 1ji :
! 11
90000 l'el
--7 = j 15.0I
_— _}-----__-__— _
� I 1
60000 ; I 10.0 ---f +
1 1 I
i ; { - I '
1
30000 t t--- ----- i 5.0 ------- 1 ----±.-- -----1__---_—.---4--------
1 1 I 1 1 1
1 1 1
0 1 ! I 0 I i
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
AVERAGE NUMBER WORK ORDERS PER MONTH AVERAGE NUMBER PAGES PROCESSED
750 30000
i I
! t
I I 1
600 i ---• F 24000 1 1
I '
_
1 I ; ' 1
450 __ .»» _»_.� 18000 1 1 1
1
I 1 I
300 ----- ------ } 12000 t
i ��1 +
�
I '
� 1
150 -------- ..._—.----t------- 6000
I
0 1 I 1 0 1 1 I
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
MUNICIPAL COURT REVENUES/EXPENDITURES
250000
t 1
200000 ' t
I I Revenue ! I
150000 ' '
100000 ---_ ------} �--- I
50000 ---___.w_—.C__ »__________r --»:-----_—.»�--.»_--
1 Expenditures
0 1 I
83/84 84/85 85/86 86/87 87/88
'
1 1 1 I 1 i 1 • 1 1 1 1 1 i 1 1 1 1 1 - 1
NUMBER OF INCOMING CALLS TURNAROUND TIME FOR WORK ORDERS
1500001 25.0
i j
12000020.0
i i
i
90000 '
-- ---------»---- 15.0 ....
60000
1......-"''''''l L 10.0 ». » ---».......�
30000 ------ ------- »_---_. .» 5.0 -------- --------^�
f 1
i •
0 ! 0 I
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
AVERAGE NUMBER WORK ORDERS PER MONTH AVERAGE NUMBER PAGES PROCESSED
750 30000 I
==
I
600 ..». 24000
.--»...... .._ _____1------.»... » /
/71
450 -------•----».».-»......----------.r» .- 18000 .�----I »_-------.». . »»»..».»_»
1
:
300 12000 i
/ 4.I
150 -------- - `w»._. �».» 6000
I
I1
0 1 0 i 1
I
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
MUNICIPAL COURT REVENUES/EXPENDITURES
250000
I 1 i
I
200000 r 4
_i "enue
150000 --»------»--- i... ---- -- -.. -illi#---.»..
i
100000 . ._.. _
�.»»_� ._.»..»».�»».»....._..»_-.
i Expenditures
0 ! i
83/84 84/85 85/86 86/87 87/88
•
CITY OF TIGARD, OREGON DEPARTMENT: LIBRARY (1 .4)
1987 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.
The demand for library service has continued to grow at a healthy rate (23% to 25% each year) since the move into the new
building in May 1986. The immediate heavy use was expected, but the continuing rate of growth is truly surprising. The
number of people using the Library for various services has greatly increased. The level of sophistication of their
requests for information has placed new demands on a collection of books, which, though improving, is not up to a
satisfactory standard. This particular development led the Library Board to adopt a single goal for this year: MORE BOOKS
FOR THE LIBRARY!
During the deliberations of the Budget Committee in the spring of 1987, the Committee added $15,000 to the Library' s
$55,000 request for books and other materials . Those funds were used to increase allocations in all areas of the book
budget and to add telephone books on microfiche and the Magazine Index on microfilm, a comprehensive index to magazines
that is updated monthly. The business reference section received a healthy input of these extra funds as well . It will
require continued support to raise the collection to the level it should have for the clientele we serve.
One of the emphases on service this year has been to the business community. Besides building up the collection and
reference resources, the Library has a monthly article in the Chamber of Commerce newsletter and an ad in the annual
business directory. Further contacts with the business community are planned so that the Library can serve this very
important segment of the community.
The computerized circulation system WILL (Washington County Integrated Library Information) has been the "big change" for
the Library this year. The Library went on the system on March 17. In all, the transition was fairly smooth. The ensuing
experiences have been mixed, but for the staff the positives have greatly outweighed the negatives. The operation of
checking out and checking in books had begun to overpower the staff because of increased usage. There was always a large
backlog of books waiting to be checked in and reshelved as well as a stack of books that had check—in "problems" . WILI
soon cleaned that up and now books come back to the library and are reshelved in less than eight hours. The check—in
problems have almost disappeared . The daily gathering and recording of statistics is done by WILI: accurately. WIL.I sends
out the overdue notices . WILI collects $600 to $700 a month compared to our previous annual total of $500. In short, WILI
has either taken over or greatly simplified the labor intensive, repetitive tasks that have always threatened to inundate
us as the Library usage increased.
There have been problems with WILT: where the public is concerned . WILI: also replaced the card catalog and many users have
been unwilling to learn the new system or terribly frustrated when WII...I does not yield the information as they expect. The
speed with which overdues are dispatched has also upset some who were accustomed to the overly liberal procedure we were
forced into by the old system. With an emphasis on helping people to learn the new system and also requesting
modifications to the system, WILI is improving in all areas and becoming more useful than the card catalog ever was . WILI
is definitely an important factor in helping us handle the sheer numbers but the system also is more accurate and gives us
good information for planning that we have never had before.
15
i i i i i i i i i i i i i i i i i i i
The children' s program continues to be an important part of the library' s service to the community . A Library Assistant
was hired to accommodate the increased usage. Three pre—school story times and three toddler (18 months to 3 years) times
are presented weekly. Two to three special programs are presented each month for school age children. The summer reading
program was limited to 400 so that the activities could be managed. The children's book circulation numbers continue to
grow, having increased almost 100% in the last two years .
Volunteer help continues to be an important factor in our being able to maintain the service level . The monthly average of
volunteer hours is 500. This translates to over $30,000 in straight wages if these same tasks were being done by paid
staff. The volunteers also provide that valuable link with the community .
In October, the Library conducted its first ever output measures survey. This was part of an overall study to assess
current levels of performance, to identify problem areas and to provide for a comparison of current and desired levels of
performance. In order for this to be useful it will be necessary to conduct this study annually so that we can tell
whether we are moving ahead, standing still or regressing. Much of the information will be useful immediately to help plan
for improvements and change. WII._I is also a great help in giving us accurate information for use in this study.
In comparing the 1987 report with the 1986 report, the message is similar. The growth in usage continues; the need
increases for more staff; the demand for more books, periodicals, cassettes, records, and videos is apparent; and the
community' s appreciation and support for the Library continues to be a vital factor. Resources are still limited and it
will become more necessary each year to make decisions as to how best to use those resources.
IRENE E:RTEL.I.., LIBRARY DIRECTOR
CIRCULATION OF MATERIALS
16000
FY 87-88
15000 ,\\
/
14000 \ \
\\ //��\\ , .
13000
FY 86-87 \\ \ �' ;
12000
/ i
•
11000 \ / \ /
,\ / \
1
10000 FY 85-86 • /
•9000 1 FY 84-8 `.. ,c• ' '
8000 1 bo '
Iwo
7000
6000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 16
' � ' ` . ' ' � . � .� ' ' .� �
� •
N N �
TIGARD PUBLIC LIBRARY
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 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 §2] .
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.
(3) To encourage cooperation between units of government and between and among libraries and to encourage the joint
exercise of powers where such cooperation or joint exercise will increase the extent of library services in a fair and
equitable manner. [Formerly 857. 705]
i I !i I i I I 1 ! I ' i 1 1I / i / 1
CITY OF TIGARD, OREGON DEPARTMENT: LIBRARY (1 .4)
1987 PERFORMANCE REPORT UNIT: SUMMARY
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
Tigard City population 18,500 19,500 20,500 22,400 25,000
Population of service area 27,000 28,000 30,000 30,000 33,000
Hours open to public per week 40/22 29/40 46.5/50.5 50.5 50.5
No. of department employees (FTE) (6.0) (6.0) (7.75) (11) (12)
Service population per employee 1 :4500 1 :4666 1 :3870 1 :2727 1:2750
*Library Registration (WILI System) N/A 9,745 13,050 6, 180 14,879
Percentage of WIL.I. users registered N/A N/A N/A N/A 10%
Library facility space 5300 sq.ft. 5300 sq. ft. 5300/11,700 sq ft. 11,700 sq. ft. 11,700 sq. ft
Size of collection per sq.ft. of facility space 5. 15 vol . 6.25 vol . 6.25/3 vol . 3 .8 vol . 4 vol .
xXSize of collection 27,300 33, 154 35,000 44,797 47,037
Collection circulation 119,290 104,593 110,738 147,288 166,000
Books Per Capita 1 1 . 18 1 . 16 1 .49 1 .43
Circulation per employee 1 :20,022 1: 17,432 1:14,288 1 : 13,390 1 : 13,833
Circulation per capita (service area) 4.82 3 .74 3.7 4.9 5
In-Library materials use (Annual) 71,292 78,420
Annual number of library visits 131,612 144,775
Annual number of reference transactions 12, 168 13,385
Reference completion rate 65% 75%
Reference transaction per capita .4 .5
Collection turnover rate 3 .7 4
Subject/Author request fill rate 68% 75%
Title request fill rate 65% 75%
Annual program attendance 4, 122 4,500
*Library registration varies markedly from 85-86 to 86-87 because with WILI: the number of patrons registered is accurate and
we no longer issue cards at each library . Many of our users are registered elsewhere. TPL has approx . 10% of WTI
registered borrowers on 10-1-87.
**Collection size does not include approx . 5,000 uncatalogued paperbacks which have been donated.
18
I 1 i i 1 I 1 I i ! I I i ! I / I ! 1
CITY OF TIGARD, OREGON DEPARTMENT: LIBRARY (1 .4)
1987 PERFORMANCE REPORT UNIT: SUMMARY
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
Library Budget: $171,082 $288,824 $438,552* $337,728 $415,900
WCCLS revenue $78,058 $182,277 $259,559* $154,473 $215,000
City Support $91,364 $104,593 $156, 193 $170,760 $188,973
State aid $1,660 $1,454 $1,800 $1,945 $2,927
Donations $500 $20,000 $7,804 $3,000
Fines/Service Chgs. $1,000 $2,746 $6,000
WCCLS revenue as % of total budget 46% 63% 55% 46% 52%
City support as % of Library budget 51% 36% 37% 51% 45%
State aid as % of total Library budget 1% .5% .4% .6% .7%
Donations as % of total Library budget .01% 5% 2% . 7%
City support as % of total City budget 1 .5% 1 .4% 3% 2% 3%
% of total General Fund 3 .8% 4.3% 4% 4% 4%
Budget $ per service population $6.34 $10. 32 $14.61 $11 .26 $12.60
Budget $ per circulation $1 .43 $2.40 $3 .96 $2.29 $2.50
Volunteer Hours (Monthly Avg. ) 236.6 263 505 600
$ worth j 4.70 per hr. (Annual) 05.00 per/hr (86-87) $11,357 $12,624 $30,300 $36,000
Library Board (Monthly Avg. ) 20 14 9 14
Community Service (Monthly Avg. ) 43 .3 27 45 80
$ worth @ 3 . 35 per hr. (Annual) $1,740 $1,080 $1,796 $3,216
*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
I I 25. 1 f = t
80 =--------- -� 4---------- 4 j 4 -_.._-._ _..-... ;.�_..... .�-- 20 i - -F
60
_ I
W. C. C L. S. i
I • . N ,,., ,,..,,,,,,, /'-'--ti
40 h'''''...;" .
0 I 1 I
I 1 0 4\' 1 I 1
0
�84 84/85 85/86 86/87 87/88
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
in
i i i i i i i i I I .1 i i i : i i i i i
CITY OF TI:GARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT (2.0)
1987 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 and
park maintenance. The adoption of the Comprehensive Plan, and Community Development Code in 1983, provided a strong
foundation and framework to plan the future growth of the City; facilitate economic development; and streamline the
development application process . In conjunction with the creation of an economic development 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. Efforts are under way to redevelop the core area of the City into a viable commercial center.
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 over the past
four years, both residential and commercial construction are expected to exceed prior year totals . The Planning section
has experienced variations in the volume of work as the economy and building activity has generally increased . Operations
activities have increased as responsibility for more streets, park land, sewer lines, buildings and equipment has grown.
The addition of newly annexed areas has added new facilities to the operations maintenance programs.
WILLIAM MONAHAN, COMMUNITY DEVELOPMENT DIRECTOR
FY FY FY FY FY
WORI< MEASUREMENT INDICATORS 83-84 84-85 85-86 86....87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of department employees (FTE)) (29.75) (29.25) (35.25) (44.25) (51)
Development Services Expenditures $531,411 $452,690 $414,558 $688,708 $769,169
Development Services Revenues $198,800 $435,605 $428,875 $664,632 $654,000
Dev. Services revenues as % of budget expenditures 37% 96% 103 .5% 96.5% 75%
Assessed valuation of property in City $767.5M $838M $920M $957. 1M $1, 117M
Total residential permits issued 258 638 519 519 600
Total commercial permits issued 63153 154 186 125.
Total building permits issued 321 847 673 705 725
Total building permits issued per unit employee 117 2.60.0 168 132.8 103
Estimated construction value $21,82.3,334 $42,413,000 $48,347,555 $43,526,806 $50,000,000
Total land—use actions 72 92 87 351 515
Total public meeting hours -- Administrator 293 249.5 300 370 300
i i i i i i i i i ; i i . i
NUMBER OF DEPARTMENT EMPLOYEES (FTE) ASSESSED VALUATION OF PROPERTY IN CITY
75 1300
t
60 __.»... -•-----»»_ ._».., __.-_j-.._._.. ..... 1 100
45 � �� 900 j I
+ ----
I 8
's
30
F i--...-1.-"------>.- ---------
»_..._ 700 I
04
1.
_» _ ». .r»....... ........
a 1
1 bio
15
1 i - 500 »......5. ...» ._.»...
i I
0 _ ! 300 I
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
TOTAL LAND-USE ACTIONS DEVELOPMENT SERVICES REVENUE/EXPENDITURES
550 i 1000 I.
800
8
300 -- i $ 600
Htz
Expenditures
Revenue
1 i
50
200 ...».._ ».». ..».....
mop
----------- ---»...
0 1
83/84 84/85 85/86 86/87 87/88 0
83/84 84/85 85/86 86/87 87/88
! 1 1 1 1 I I i I 1 ir i 1 1 1 1 1 1' 1
CITY OF T:LGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT (2.0)
1987 PERFORMANCE REPORT UNIT: DEVELOPMENT SERVICES (2.2)
The Development Services Division is made up of the Planning, Building, and Engineering services. Under the direction of
the Development Services Manager, the Division handles all aspects of development activity from: 1) dissemination of
preappli.cati.on information, 2) permit processing and review, 3) approval of plans with conditions, 4) permit issuance, 5)
construction review, and 6) codes enforcement. The staff is committed to providing clear and timely information to
developers so that projects meeting the City policies may proceed to construction. The staff also coordinates public input
so that the City' s citizen involvement program is administered properly. Efforts to streamline the process for permit
issuance are constantly underway .
Since January, 1905, the City has experienced an extremely high level of growth activity. Over the past year, commercial
construction helped to push permit revenues to new highs . Projected revenues for 1987-88 are based as the several large
commercial projects which had received approval but had riot applied for permits .
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86--87 87 -88
ACTUAL ACTUAL. ACTUAL ACTUAL. PROJECTED
Total building revenues $148,800 $315,548 $359,380 $411,201 $42.5.,000
Total residential permits 258 694 519 519 600
Total commercial permits 63 153 154 186 125
Total building permits issued 321 847 673 705 725
Estimated construction value $21,823,334 $42,413,000 $48,347,355 $43,526,806 $50,000,000
Total planning revenues $30,000 $37,587 $41,875 $152,286 $202,500
Total land use actions N/A 182 238 351 515
Total engineering service revenues $47,096 $82,470 $97,706 $97, 118 $120,000
l I i I - 1 i I- I 1 I i I I i I I I
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT
1987 PERFORMANCE REPORT UNIT: BUILDING & CODES ENFORCEMENT
(2.2.2)
FY FY FY FY FY
WORI< MEASUREMENT INDICATORS 83-84 84-85 85-86 86-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of department employees (FTE) (2.75) (3 .75) (4) (5.5) (7)
Unit Budget allocation $84, 138 $99,017 $125,479 $209,507 $250,000
Building revenues generated:
Plumbing and heating $28,800 $85,845 $67,162 $93,351 $95,000
Building permits $120,000 $229,703 $292,218 $317,850 $330,000
Total building revenues $148,800 $315,548 $359,380 $411 ,201 $425,000
Building revenues as % of budget expenditures 176.9% 318.7% 286.0% 207% 170%
% of total. City budget 0.9% 0.9% 1 .7% 2 .3% 1 .7%
Residential Permits - New 216 638 476 471 600
Single Family Units 213 226 366 405 400
Permits/Multi-Family Units and Duplexes 3 412 110 66 150
Residential Permits --• Remodel 4256 43 48 50
Total Residential permits 258 694 519 519 600
Commercial Permits - New 17 35 23 36 35
Commercial Permits ._ Remodel 46 118 131 150 90
Total Commercial Permits 63 153 154 186 12.5
Total building permits issued 321 847 673 705 725
Total building permits issued per employee 117 260.0 168 118 103
Estimated construction value $21,823,334 $42,413,000 $48,347,355 $43,526,806 $64,000,000
1 ! i 1 1 I 1 . 1 • a t . is i' 1 ' ! I / i ! i
SINGLE FAMILY UNITS - TOTAL BUILDING PERMITS ISSUED PER EMPLOYEE
750 300
i
600 --._.... .-.__ ---- ----»..»..»..... 250 ...----. ....».» ........... ...... .»»...
.
450 i 200 .... ..»... ....
I i
300 f------ -- --•----- 150
I
LSC :- I I 100 `t
1 1
I
0 I I I 0
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
TOTAL COMMERCIAL PERMITS ESTIMATED CONSTRUCTION VALUE
250 . 75 .
I
•
200 F ._ 6Ui ......................»_....�.»..._.»» .»--
150 il 1,./.. ......'\\\.\.» ... ......— 45 r�
100 = I
501 j-
1 I5
1 I
0I I 0
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
i i i 1 i I i i i S i i i i. i i i l i
C1:'iy OF TIGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT.
1987 PERFORMANCE REPORT UNIT: PLANNING (2.2.3)
FY FY FY FY FY
WORK MEASUREMENT :I.NDICATORS 83-84 84-85 85- 86 86-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of unit: employees (FTE) (2.0) (2.0) (4.0) (6.75) (8)
Unit budget allocation $65,507 $65,724 $110,537 $219, 158 $257,781
Planning revenues generated:
430 Business Tax $90,678 $140,000
440 Other Planning Fees $10,000 $12,675 $30, 100 $11,434 $11,000
437 Subdivision Fees $20,000 $16,350 $6,975 $7,698 $7,000
438 Zoning Fees $21,231 $20,000
435 Other Permit Fees $ $1,925 $4,800 $9,471 $11,000
451 Misc Fees and Charges $6,637 $1.1,774 $12,000
458 Civil. Infractions
1,500
Total planning revenues $30,000 $37,587 $41,875 $152,286 202,500
Planning revenues as % of budget expenditures 45.8% 57.2% 37.9% 63 .2% 78 .5%
% unit budget of department budget 5.8% 6.0% 8 .5% 13 . 7% 11 . 1%
% of total City budget 0.7% 0.6% 1 .5% 2.% 1 .7%
Land Use Actions :
Administrative cases code enforcement (HOP, HOP renewal,
signs, VAR,MLP, LLA, SDR, TV) N/A 102 165 291 450
Applications requiring hearing (CU, PD, S, SL.., SCE) N/A 40 46 33 25
Plan/Zone Changes (CPA, ZC, ZOA) N/A 40 27 427 40
Total Land Use Actions N/A 182 2.38 351 515
Public Meetings :
Total. Public Meetings Staffed 117 69 101 100 110
Total Public Meeting Staff Hours 293 249.5 253 267 190
Total staff hours per year 4, 160 4, 160 9,32.0 13,500 16,000
% time in office (non-meeting) 93 .0% 94.0% 98.0% 98. 1% 99 , 1%
Planning Projects :
Park Plans (hours spenL) N/A N/A N/A 1,848 2,000
Downtown Area Plan (hours spent) N/A N/A N/A 1, 100 2,000
Annexations (hours spent) N/A N/A N/A 400 200
Annexations (number processed) 1 3 3 2.0 10
Business Tax (hours spent) N/A N/A N/A 375 2.50
Business Tax (number processed) N/A N/A 1,050 1,500 2,500
FY 1987-88 REVENUE ESTIMATE: Variance (25 (d $110 avg) $2, 750 CPA (6 e $650) $3,900
Subdivision (10 RC1 $500) 5,000 TU (12 cit $100 avg) 1 ,200
Zone Change (6 �j $275 avg) 1,650 SL ( 6 e $2.75 avg) 1,650
C:ond--Use (6 e $350) 2, 100 HOP (36 e $75) 2,700
MLP (15 € 225) 3,375 M (15 @ $100) 1,500
PD (5 e $700) 3,500 HOP Renewal 60 @ $20 1,200
SDR (22 E $300) 6,600 Code Enforcement ._.1_LSOO
SUB- 101 AI $24,9Y5 .F.0.TAI $38 ,62F,
�� ' �� ' .� �� � .` .
i N N 0 @ N N N i 0 i 0 N N i a a Q i
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT
1987 PERFORMANCE REPORT UNIT: ENGINEERING (2.2.4)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 80-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of department employees (FTE) (7) (4) (6.0) (7.0)
Unit Budget allocation $381'049* $287,949* $178,542 $260,043 $240,000
Engineering service revenues (Fees & Charges) $47,090 $82,470 $97,706 $101, 145 $188'000
Engineering revenues as a % of budget
expenditures (Fees & Charges—General Fund) 11% 55% 48% 30% 42%
CIP/LID services allocation N/A $10,000 $20,000 $35,000 $45'000
C]P/LID service as a % of budget expenditures N/A 3 .5% 11 .2% 11% 19%
CIP/LID services as a % of CIP/L[D budget N/A 3% 12% 1%
% of total City budget 4 . 3% 2 .8% 2 .4% 2 . 8% 1 .6%
Land Use Applications reviewed/Hours worked 33/250 80/450 70/600 100/860 100/300
Hours worked on Private deo. Improvement projects 8,600 2'500 2'200 2'664 3.000
A. No. of New Projects/Size
$0 — $25'000 (Ex : Street Opening Permits) (4-10 lot Su6ud` s) 19 36 26 20 20
$25'000 — $100,000 Value (Ex : 10-20 lot Subud' s) 4 5 7 12 15
over $100,000 Value (Ex : over 20 Lot Su6ud'o) �� _7 _9 1.5 1.8.
PROJECTS 20 48 42 47 53
Hours of public assistance/correspondence 1,000 600 1,400 1,751 2,200
Hours of Surveying & Mapping 6,240 4,450 3,067 4,333 5,200
Hours of departmental/non—departmental
support (Eg. street vacations; C.I.P. '
maintenance projects . 1 ,300 750 1,400 2,941 3,000
---
*Beginning in FY 84-85 streetlight maintenance was shifted from Engineering to Public Works Operations (Approx. $160.000)
! i 1 1 1 l I i ` i 1 ' i i i i i . 1 1 1
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT
1987 PERFORMANCE REPORT UNIT: PUBLIC WORKS OPERATIONS (2. 1)
The Operations Division holds primary responsibility for the maintenance and operations of the City's physical
infrastructure, facilities, and equipment. Units within this department include: Wastewater (sewers and storm drains);
Streets (maintenance); Parks; Shops and Services (equipment, vehicles, and building maintenance) .
The City currently maintains 95 miles of streets; 98.4 miles of sewer lines; 46 miles of storm lines, 60 miles of open
ditch; 117. 11 acres of parks; 108.76 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 miles of streets per street
employee. 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 .
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85- 86 86-87 87-88
_ _ ACTUAL ACTUAL ACTUAL ACTUAL_ PROJECTED
No. of department employees (FTE) (16) (15.5) (17.25) (21 .5) - �(24)
Department budget allocation $458,713 $496,875 $764,012 $985,843 $1,309,547
% of total City budget 5. 1% 4.8% 10.2% 10.7% 8.7%
Size of City in square miles 8.4 8.6 8.6 9 10
Sewer lines cleaned per year -• feet/hours 52,800'/ 31,700'/ 66,986'/ 92,397'/ 80,385'/
228 hrs. 190 hrs. 1,356 hrs. 1,206 hrs. 1,050 hrs
% of total sewer lines cleaned per year 15% 15% 30% 46% 47%
Miles of street maintained 73 .0 75.0 83 89 95
Miles of streets per street employee 17.2 15.8 13 .8 14.8 13 .6
Acres of park 130 92. 1 92.4 98.6 117.42
Acres of greenway 37.9 37.9 52.5 89.5 108.76
Hours of preventative maintenance servicing 800 301 1,000 1,361 2,655
*Green Thumb office help for Wastewater, Streets, Support Services - 180 hours.
27
i i It i i 1 i ! i1 i 1 i i I i ! i
NUMBER OF DEPARTMENT EMPLOYEES (FTE) • NUMBER OF STREET EMPLOYEES/MILE OF STREET
50 1:25 .
i
1 I
-•»-- 1:20
_ �,� II
30 1: 15
i
•-__- III
1
IV
i =•
0 1:0
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
HOURS OF PREVENTATIVE MAINTENANCE SERVICING PERCENTAGE OF TOTAL CITY BUDGET
3000 100
L
2400 T 1 80
1
1800 60 .»
t
1200 L .» »..» .. .» ... 40 ..»..». ------------- --------- ------
= t i
i 1
600 1•- i-- 20 ........ ............ »..»
1
i
0 1 0
83/84 84/85 85/86 86/87 87/88 83/84 84/85 85/86 86/87 87/88
I I 1 1 1 1 i a 1 1 1 1 : 1 1 a a 1 i 1
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT
1987 PERFORMANCE REPORT UNIT: BUILDING MAINTENANCE (2. 1 . 1)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of unit employees (FTE) 1 1
Hours of custodial work 471.5 133
Hours of scheduled maintenance 481 654
Hours of unscheduled maintenance 127.5 16
Scheduled repairs 515 521 .5
Unscheduled repairs 165 120
Equip/Yard bldg maintenance (PW) 110.5 56
RFA investigation 135 160
Recordkeeping 4 11
Special projects 125 85
Schooling/training 94 60
1 1 I I 1 1 1 I I I 1 1 I 1 1 1 I I 1
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT
1987 PERFORMANCE REPORT UNIT: WASTEWATER (2. 1 .2)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of unit employees (FTE) (5.25) (5.75) (5) (7) (7)
No. of employees per mile of sanitary sewer line 1 : 12.38 1 : 14.2 1 : 13 .26 1: 14. 13
No. of employees per mile of storm sewer lines 1 :4.48 1 :4.71
No. of employees per population (1985 = 19, 111) 1:3,524 1 :3,822 1 :3, 185 1 :3, 332
Unit Budget Allocation $124,829 $147,889 $189,665 $173,950 $298,504
% of department budget% 11 .0% 13 .4% 14.5 17.6% 22.8%
% of Total City Budget% 1 .4% 1 .4% 4.7% 3 .5% 4.8%
Miles of sanitary sewer lines accepted by City 65 67 81 92,82 98.94
Miles of storm sewer lines accepted by City 44 45 49 31 .42. 33 .0
Miles of open ditch 56. 11 60
Miles of open ditch per employee 1 :7.48 1 :8.57
Sanitary sewer lines inspected per year - feet/hours 8,700/120 11,984/412.5 18, 196/529.5 20,000/976.5
Sanitary sewer lines cleaned per year --• feet/hours 52,800/228 31,700/190 66,986/1,356 92,397/1,206.75 95,000/1,050
Storm sewer lines inspected per year - feet/hours 1,000/40 0 804/34.50 1,500/100
Storm sewer lines cleaned per year -• feet/hours 5,000/112 3,555/172 16,460/417.75 3,500/530
Open ditches cleaned - feet/hours 0 327.5 6,393/831 .25 5,000/825
Catch basin cleaning -- hours 164 335.5 271 300
Catch basin construction - hours 0 0 126.5 247
Manhole rehabilitation -• hours 56 1, 133 .25 206 130
Manhole locating and posting 43 100
Lift station inspection 732.75 515
Storm sewer repairs •- hours 394.5 268 414,5 456.5
Storm sewer installed -- hours 219 497
Sanitary sewer repairs - hours 72.5 349 210.25 303
Special projects 150 556.75 730
CIP projects 58 -0- 150
Administration/supervision 766.75 710.0
Meetings 544 700
RFA investigations 330.5 515
Special reports 219 450
Equipment/yard/building maintenance 551 1, 150
Training 1208.25 1,650
Time off/sick/vacation 1 :4.48 1 :4.71
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.
* Lift station checking
X* Manhole locate and posting
-In
•
1 1 1 1 1 1 1 t 1 i I I 1. I i I I I i
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT
1987 PERFORMANCE REPORT UNIT: STREETS (2. 1 .3)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of unit employees (FTE) (4.25) (4.75) (6) (6) (7)
Miles of streets per employee : 17.2 : 15.8 : 13.8 : 14.8 : 13.6
Employee/population ratio 1 :4023 1 :3, 185 1:3,717 1 :3,429
Unit budget allocation $199, 100 $178,032 $374,040 $468,263 $598,003
% of department budget 17.6% 16.2% 28.6% 25.4% 25.9%
% of total city budget 3 .8% 4.7% 9.3% 9.3% 9.5%
Miles of streets maintained 73 .0 75 83 89 95
Miles of streets swept 69. 35 73 80 85 92
No. of times streets swept per year 5 6 6 6 6
Hours of scheduled street sweeping 400 640 647 767
Hours of unscheduled street cleaning (leaves, sand, glass, etc. ) N/A 116 38 120
Hours of asphalt patching 859 1,390 1, 498
Hours of pavement crack sealing 900 N/A 330 405
Hours of street markings 140 705 1, 140
Hours of sign maintenance 50 1,828 2,005 2, 105
Hours of brushing and limbing N/A 866 966.25 1,014
Hours of grading and rocking 0 154 305.5 320
Hours of street sanding N/A 226 68 283
Hours of bridge maintenance N/A 176 97 102
Hours of bike/pedestrian path maintenance N/A N/A 2 200
Total work program hours N/A 5,005 6,553 .75 7,954
31
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT
1987 PERFORMANCE REPORT UNIT: PARKS (2. 1 .4)
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83--84 84-85 85-86 86-87 87-88
ACTUAL ACTUAL _ ACTUAL. _ ACTUAL_ _ PROJECT_EE)�.
No. unit employees (FTE) (1 .25) (1 .75) (2.0) (4.5) (5.0)
Acres of park & greenway per employee 134. 32 95.94 91 ,45 41 .8 45.04
Unit budget allocation $53,030 $82,435 $79, 143 $199,045 $186, 385
% of department budget 4.7% 7.5% 6. 1% 20.2% 14.2%
% of unit budget derived from General Fund 48% 100% 90% 90%
% of total City budget 1% 1 .6% 1 . 1% 2.2% 1 .2%
Acres of park 130 92. 1 92.4 98.6 117 . 42
Acres of greenway 37.9 37.9 52.5 89. 5 108 .76
Acres maintained 150 165
Miles of bike path 2.7 N/A 5.0 6 .0
Acres mowed N/A 27(approx . ) 70(approx. ) 80(approx . )
Hours of park mowing 4,000 1,003 .25 1,946.5 2,205
Hours of irrigation maintenance 2,000 299 425 425
Hours of restroom maintenance N/A 409.5 298 270
Hours of ballfi.eld maintenance N/A 42.5 30 30
Hours of building maintenance N/A 68 102 220
Hours of rec. equip. maintenance N/A 149.5 210 430
Hours of landscape maintenance N/A 747.5 1,380.5 1,316
Hours of trails maintenance N/A 146 107.5 150
Hours of litter patrol N/A 231 .25 799 1,007
Hours of CIP N/A --- 300 350
Hours of Community Service Managed --'- 3,377 3,500
Hours of TCYS Managed - 3,472 2,800
Hour's of other managed 49 80
� ' � �� . � . ` � � / .� � . • ' �. � . � �
@ ' � i � @ � i 1 0 1 0 I 1 1 1 0 1 1 1
CITY OF TIGARD, OREGON DEPARTMENT: COMMUNITY DEVELOPMENT
1987 PERFORMANCE REPORT UNIT: SHOPS (2. 1 .5)
_ __ ____ __ __
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86-87 87-88
______ ____ ACTUAL ACTUAL ACTUAL .____ ACTUAL ___pR0JECTED__
No. of unit employees (FIT) (3 . 25) (3 . 25) (4.25) (4.0) (2)
No. of vehicles/equipment maintenance 96 101 101 140 150
Hours of preventative maintenance servicing 800 300 400 200 208
Hours of scheduled equipment repairs 1'000 400 650 974 1,480
Hours of unscheduled equipment repairs 300 100 350 487 376
Hours of tire service N/A N/A N/A N/A N/A
Hours of fabrication N/A N/A N/A 243 20
Hours of road service N/A N/A N/A * *
Hours of general support N/A N/A N/A K. X.
Hours of building maintenance 600 70 130 * *
Hours of custodian work N/A N/A N/A * *
Hours of training and schooling 200 80 200 178 108
Parts/vehicle pickup/delivery 170 254
Equip/Yard/Building maintenance 355 304
_ _ __ ___
*Shops and Services Sections separated FY 86-87 and each became its own section.
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, intergovernmental 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 83-84 84--85 85-86 86-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of employees (FTE) (3 .5) (3) (3 .5) (3 .0) (2.5)
Program budget $155,270 $163,609 $165,877 $177,391 .00 $172,000
% of total City operating budget 4.7% 4.9% 3 .8% 4.5% 2 .7%
% of total City budget 1 .7% 1 .6% 2.2% 1 .9% 1 . 1%
No. of City Council meetings 50 45 53 58 55
Average hours per Council meeting 4.0 4. 1 3 .3 3 .6 3 .6
No. of Ordinances 115 101 45 68 70
No. of Resolutions 12.0 106 100 168 140
No. of Budget Committee meetings 11 12 8 7 7
No. of public meetings coordinated 177 185 190 195 187
Assessed valuation of property in City $767.5M $838M $92OM $957. 1M $1, 177M
Total Operating Budget 3 ,325,792 3,358,489 4,420, 183 3,959,276 6,434,627
Total City Budget 8,963,869 10,455,646 7,468,075 9,233,590 15,098,068
i i i 1 i i 1 1 i i i 1 i i 1 i i i I
411Y OF TIGARD, OREGON DEPARTMENT: POLICY & ADMINISTRATION
1986 PERFORMANCE REPORT UNIT: CITY COUNCIL (3 . 1)
FY FY FY FY FY
WORI< MEASUREMENT INDICATORS 83--•84 84--85 85-86 86-•--87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
Unit budget allocation $21,318 $18,612 $13,912 $23,448 $43,281
% of program budget 13 .7% 11 .4% 8.4% 15.2% 25.2%
% of total City budget 0.2% 0.2% 0.3% 0.3% 0. 3%
No. of City Council meetings 50 45 53 58 55
Average hours per Council meetings 4 .0 4 . 1 3 .3 3 .6 3 .6
No. of Ordinances 115 101 45 68 70
No. of Resolutions 120 106 100 168 140
No. of Budget Committee meetings 11 12 12 7 7
TIGARD CITY COUNCIL MEETING ATTENDANCE --- 1987 BUDGET COMMITTEE MEETING ATTENDANCE - FY 1986-87
#-Meei.ns fi.. Attended. % _Attended #-.Meetings #_Attended. %_Attended
Cook 2.8 22 79% Brian 7 6 86%
Brian 58 58 100% Edwards 7 3 43%
Edwards 58 44 76% Johnson 7 7 100%
Johnson 58 54 93% Eadon 7 5 71%
Eadon 58 54 93% Schwartz 7 6 86%
Schwartz 30 26 87% Christensen 7 7 100%
Frezza 2 1 50%
Bergmann 7 4 57%
Funk 7 4 57%
Patton 7 7 100%
Mueller 7 7 100%
I I I I I I ! I I I i I I I I I I I I
CITY OF TI:GARD, OREGON DEPARTMENT: POLICY & ADMINISTRATION
1986 PERFORMANCE REPORT UNIT: CITY ADMINISTRATION (3 .2)
_. ________ -•----_
FY FY FY FY FY
WORK MEASUREMENT INDICATORS 83-84 84-85 85-86 86•••-87 87-88
ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED
No. of employees (FTE) (3 .5) (3) (3 .5) (3) (2.5)
% of total City staff 4.4% 3 .8% 3 .5% 2.6% 1 .9%
Total. City staff (FTE) (79.25) (79.75) (91 .5) (113 .25) (133)
No. of unit employees per population 1 :5,200 1 :6,333 1 :5,857 1 :7,467 1 : 10,000
Department budget $133,953 $144,997 $151,965 $153,943 .00 $128,719
% of total City budget 1 .5% 1 .6% 2.0% 1 .7% 0.9%
Assessed valuation of property within City $767.5M $838M $920M $957. 1M $1, 117M
Size of City in square miles 8.4 8 .5 9 9 10
Population of City 18,200 19,000 20,500 22,400 25,000
No. of City Council meetings 50 45 53 58 55
No. of Budget Committee meetings 11 12 8 7 7
Average hours per Council meeting 4.0 4. 1 3 .5 3 .6 3 .6
No. of public meetings coordinated 177 185 190 187 195
No. of community newsletter issues per year 10 10 10 10 10
No. of MACC Board meetings 18 18 21 18 20
No. of Area Managers meetings 12 12 11 47 25
Meetings Attended 30 30 32 65 45
Hours systems reviews & special studies 3,500 2,500 2,250 1,000 1,500
Civic_Ceni_er project management hours 1,800 1,041 500 100
CITY OF IGARD, OREGON DEPARTMENT: GENERAL GOVERNMENT (4.2)
1987 PERFORMANCE RE:POR.T. UNIT: CIT.Y ATTORNEY
NARRATIVE:
The City Attorney' s office provides legal services in four functional areas: Administration, Council, Municipal Court
and litigation. The services to the Administration program range from the preparation of contracts and agreements to the
preparation of ordinances . The services to the Council involve reviewing all agenda items, attending Council meetings and
providing legal advice. The City Attorney' s office acts as the City prosecutor at Municipal Court. In addition, the
office litigates and defends matters which are not handled by the City' s insurance carrier.
The work can be classified into three major areas : preventative law activities, negotiation and litigation and
projects .
PREVENTATIVE LAW ACTIVITIES:
These activities involve the drafting and adoption of procedures ordinances, updating of ordiriarnces to reflect court
decisions 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. Education programs for
staff, planning commissioners and councilors assist the key person in the operation of the city to identify legal issues
and avoid legal problems :
Procedures Educational Programs
Personal Services Contract Form Condemnation
Street Vacation Procedures -- Ordinance and Forms Sale of Municipal Property
Deed ------ Dedication Forms and Procedures Contract Enforcement
Barcroft Foreclosure & Sale Procedure and Forms Ordinance Updates
Intergovernmental Work Group on Subdivision Compliance Sign Code Revisions
Agreement Policies Noise Ordinance
Sale of Surplus Property Ordinance Green River Ordinance
Non.--Remonistrance Agreements
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 :
Criminal Code Update Construction Contract -- Civic Center: Litigation
Muni. Court Codifications, Order, Fines & Fees Arbitration and Settlement
Charter: Elections and Officers Update Personnel Rules
Metzger Annexation Dartmouth LIE)
Codes Enforcement Acceptance of Public improvements & Dedications and
Insurance Claims by City Enforcement of Performance Bonds
135th Ave. LID Franchise Agreements
Durham Road Closure and LUBA Appeal Civil Forfeiture Or•dinarnce
Acquisition of Sturgis Property and Hall---Burnham Defense of Employee Claims
LIE) Right-of-Way Municipal Court Study
9-1-1 Study Agreement Prosecution of Property Damage Claims
Iritergoverrurierntal Agreements for Police & Dispatch
Service
1 1 1 1 1 ! 1 1
SERVICE LEVEL PRIORITIES
IV
County-wide Average
III
Basic
II
Limited
I
Core
3,'3
mm
MEMORANDUM
WM CITY OF TIGARD' OREGON
NM TO: City Administrator December 30, 1987
FROM: Chief of Police
mom
SUBJECT: FY 87/88 Service Level Priorities
~p Service Level Functions Positions F.T.E.
IV (Full Service) Provides for all police service Sworn (1 :600) 42
priorities and complete range of Civilian (1 :2000) 13
crime prevention and community Totals (1 :450) 55
education programs .
- Total Staffing Requirements : 1 :450
III (Basic) Provides for all police service Sworn (1 :700) 36
priorities and a limited range Civilian (1 :2200) 11
of crime prevention and community Totals (1 : 525) 47
education programs .
~m Total Staffing Requirements : 1 : 525
II (Limited) Provides for all police service Sworn (1 :800) ll
mm priorities, except priority III Civilian (1 :2500) �}
traffic and discretionary Totals (1 :600) 41
services and limited staff support
~mo to the Crime Watch and community
education programs .
Total Staffing Requirements: 1 :000
•
I (Core) Provides for all police service Sworn (1 :900) 28
priorities, except priority III Civilian (1 : 2800) 9
m� traffic and discretionary Totals (1 :075) 37
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
adopting a police mission and goal statements and priorities .
Aim
•
mm
mm
POLICE
mm
DATA BASE STUDY
RE: Staffing Needs Ratios for the Following Levels
mm
Sworn Personnel: Level FTE Ratio
IV (Full Service) 42 1 :600
I.II (Basic) 36 1 : 700
""m II (Limited) 31 1 : 800
:I (Core) 28 1 :900
.w
Civilian Personnel: IV (Full Service) 13 1 :2000
III (Basic) 11 1 :2200
II (Limited) 10 1 :2500
I (Core) 9 1 :2800
am Total Police Department Staffing Requirements :
IV (Full Service) 56 1 :450
,w III (Basic) 48 1 : 525
II (Limited) 42 1 :600
I (Core) 37 1 :675
mm
Population Used: 25,000 FY 87/88
mm
mw
mm
mm
mm
mm
mm
POLICE
mm
EXHIBIT "A"
.w CALLS FOR SERVICE MANAGEMENT
RESPONSE PRIORITIESmm
CRIMINAL PRIORITY TRAFFIC PRIORITY DISCRETIONARY PRIORITY
Priority (#1) Priority Priority (#1)
"" All Violent Crimes Life Threatening Potential for violence or injury
in Progress o Accident:Injury/ o Alarms (Fire or Police)
o Homicide Fatal o Disturbances
.,, o Robbery o Hit & Run:Injury o Family Fights
o Rape o D.U.I.I. o Prowlers
o Assault o Reckless o Suicides or attempts
o Burglary o Extreme Hazards o Fires
(occupied bldg) o Elude o Warrants Felony
o Arson o Unwanted Persons
o Wire down (Power)
.,,. o Assist Agency (Criminal)
o Hazards (injury threatening)
Priority (#2) Priority (#11
'"m Non—violent Crimes Hazards to Public Non—violent
in progress Safety o Assist Agency (non—criminal)
o Burglary a Non—injury a Dog Bites
.. (unoccupied bldg) accidents on a o Civil Matters
a Theft public street o Check Buildings
o Forgery a Directed Traffic o Hazards
o Fraud Enforcement o Narcotics information
.. o Vice/Narcotics o Random Traffic o Hazards (no immediate threat)
o Directed Crime Enforcement o Subpoena/Summons Service
Patrol o Persons : Drunk/sick/confused
a. o Juvenile Problems
o Check Occupant
Priority (#3) Prior_ity_ (#3j, Priority (#3.)
o Reported crimes of General Traffic General
all index crimes o Traffic Nuisance o Traffic Problem
which are cold o Parking o Wire Down (non—power)
'"' a Abandoned Vehicles o Found Property
a Non—injury accidents o Lost Property
with damage under o Prowl Checks
$400.00 value o Animal Problem
o Assist Citizens
o Deliver Messages
o Noise Abatement
..
a Private request for towing
auto
o Vacation Checks
,.. o Unlisted Situations
o Non—Injury accidents on
private property (civil
matter)
mm
mm
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1907-88
SECTION: Personnel
mm
SERVICE
LEVELS FUNCTIONS POSITION FTE
mm
Z BENEFITS ADMINISTRATION Personnel Manager l
CORE o Handouts for training & education; Executive Secretary .5
w° No benefits orientation
o Referral to carriers to answer questions
to investigate & resolve problems
o Routine renewal of plans — as needed
mm review of options
COMPENSATION MANAGEMENT
o Salary survey every 5 years
WI • No assistance to other employees and
jurisdictions
' o Maintain City' s salary schedule
LABOR RELATIONS
-- o Contract labor negotiations & grievance
administration with outside consultant
o Supervisory assistance as needed
44N POLICY DEVELOPMENT & ADMINISTRATION
. o Compliance with state & federal laws
o Required policy review implementation
EMPLOYEE TRAINING & DEVELOPMENT
WI
o No organized training & development
RECRUITMENT & SELECTION
o As needed — recruit for open positions
°m o General job posting
o State required recruitment only
mm
'
mm
mm
mm
MN
OM
.
~=
.
,
.
.
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS�
FY 1987-88
SECTION: Personnel
.
SERVICE
LEVELS FUNCTIONS POSITION FTE
.
II BENEFITS ADMINISTRATION Personnel Manager l
LIMITED o Limited training, education, Executive Secretary . 5
benefits orientation
. o Referral to carriers to answer
questions & investigate problems
o Limited exploration of benefit
. alternatives
o Limited review' renewal of plans
COMPENSATION MANAGEMENT
. o Limited salary surveys
o Limited assistance to other employees
& jurisdictions
. o Maintain City' s salary schedule
=N LABOR RELATIONS
o Contract labor negotiations with outside
consultant
PM o Minimal research & analysis for
'
negotiations
o Limited contract grievance administration
o Some investigation & internal resolution
ma
for grievances
o Supervisory assistance as needed
POLICY DEVELOPMENT & ADMINISTRATION
MO o Delayed compliance with state & federal laws;
required policy review only; delayed
implementation of policy changes
EMPLOYEE TRAINING & DEVELOPMENT
w. o Limited training
RECRUITMENT & SELECTION
o As needed — recruit for open positions
. o General job posting
o Limited recruitment
.
=
.
OM
,
,
MO
=
mom
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS.
FY 1987-88
SECTION: P.erion[el
SERVICE
LEVELS FUNCTIONSPOSITIO@ FTE
_____
III
BENEFITS ADMINISTRATION Personnel Manager 1
BASIC o Group training, education, & Executive Secretary .5
,= benefits orientation; assistance
answering questions
o Personal representation and contact
with carriers to investigate &
resolve problems
o General exploration of benefit
alternatives
=m o Annual review & renewal of plans
COMPENSATION MANAGEMENT
o Salary surveys as needed
o Provide assistance to other employees
°N & jurisdictions
o Maintain City ' s salary schedule
LABOR RELATIONS
o General analysis & research preparation
for negotiations
o Negotiate labor contracts; coordinate
implementation of contractual changes
mo o Grievance investigation & review
o Some supervisory training
POLICY DEVELOPMENT & ADMINISTRATION
°a o Compliance with state & federal laws
o As needed policy review
o As needed implementation of policy changes
°a o Limited employee & supervisory training
EMPLOYEE TRAINING & DEVELOPMENT
o As needed training in contract administration;
annual training in one or two major topic areas
°= RECRUITMENT & SELECTION
o As needed — recruitment for open positions;
analysis of work needs & customized job
=m
posting
o Arrange for & administer selection process
o General recruitment
o Limited use of assessment centers &
outside consultants
am
OM
=
WW
=
mo,
. SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
_ FY 1987-88
SECTION: Personnel
mil
SERVICE
LEVELS FUNCTIONS POSITION FTE
: Am
IV BENEFITS ADMINISTRATION Personnel Manager 1
AVERAGE o One—on—one and group training, Personnel Assistant 1
°IPI education, & benefits orientation
o Immediate assistance answering
questions
o Personal representation & contact
WO with carriers to investigate
& resolve problems
o In—depth exploration of benefit
°w alternatives
o Annual review & renewal of plans
COMPENSATION MANAGEMENT
o Annual salary surveys; in—depth
mil,
compensation studies with recommended
changes
o Provide assistance to other employees
om & jurisdictions
o Maintain City' s salary schedule
o Distribute information to. other
jurisdictions
mm
LABOR RELATIONS
o In—depth analysis & research preparation
for negotiations
ow o Negotiate labor contracts
o Coordinate implementation of contractual
changes
o Ongoing contract maintenance
wm o Grievance investigation & resolution
o In—depth supervisory training
POLICY DEVELOPMENT & ADMINISTRATION
ma o Timely Compliance with state & federal laws
o In—depth policy review with recommended
changes
No o Implementation of changes
o In—depth employee & supervisory training
EMPLOYEE TRAINING & DEVELOPMENT
o Semi—annual training in contract
a~ administration & implementation
o Quarterly training in sick leave
administration, performance reviews,
we discipline & other training areas
o Research in employee training & development
trends
RECRUITMENT & SELECTION
=u o As needed — recruit for open positions
o In—depth analysis of work needs and
customized job posting
min o Arrange for & administer selection process
o In—depth recruitment
o Use of Assessment Centers & outside
consultants
..
mm
SERVICE: LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1987...-88
SECTION: Finance
mm
SERVICE
LEVELS FUNCTIONS POSITION E..I..E
PAYROLL/PAYROLL & BENEFITS
CORE o Semimonthly
o Basic Requiremenl:s
ACCOUNTS PAYABLE/FIXED ASSETS
o Monthly
o Annual Analysis
"" GENERAL LEDGER
o Updated monthly
JOURNAL ENTRIES/FINANCIAL REPORTS/
UTILITY BILLING/UTILITY COLLECTION EFFORT
om
o Monthly
o Monthly
o Quarterly
"'" o None
BANCROFT ASSESSMENTS/INVESTMENTS AND
CASH MANAGEMENT
mmo Semiannual _.. manual
o LGIP basic return
CUSTOMER SERVICE/BANKING AND
RECONCILIATION/AUDIT PREPARATION
a" o By appointment
o Semiannual
o None
.i. BOND SALES/INTERIM FINANCING OF PROJECTS/
PROJECT COST ACCOUNTING
o As needed with consultant
+�w
o As needed with consultant
o None
BANCROFT FORECLOSURES/BUDGET
o Biannually
O. o State required
REVENUE MANAGEMENT
o None
5 YEAR PLAN MAINTENANCE/UTILITY AND
OM
FRANCHISE COMMITTEE/COMPUTER MASTER
PLAN MAINTENANCE
o None
o None
o None
PURCHASING
m„ o Decentralized
IOW
SE::RVig: LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1987-88
SECTION: Finance
0.
SERVICE
LEVELS FUNCTIONS POSITION FTE:
II: PAYROLL/PAYROLL & BENEFITS
LIMITED o Semimonthly
o Basic Requirements
ACCOUNTS PAYABLE/FIXED ASSETS
o Semimonthly
o Semiannual analysis
ma GENERAL LEDGER
o Updated monthly with limited
analysis
JOURNAL ENTRIES/FINANCIAL REPORTS/
mm
UTILITY BILLING/UTILITY COLLECTION EFFORT
o Monthly
o Monthly
om o Monthly limited analysis
o Limited
BANCROFT ASSESSMENTS/INVESTMENTS AND
muCASH MANAGEMENT
o Semiannual -- manual
o Standard :Inv Moderate return
CUSTOMER SERVICE/BANKING AND
"' RECONCILIATION/AUDIT PREPARATION
o Call back ..... same day
o Quarterly
o Some audit schedules
BOND SALES/INTERIM FINANCING OF PROJECTS/
PROJECT COST ACCOUNTING
o As needed with consultant
am
o As needed with consultant
o Some audit schedules
BANCROFT FORECLOSURES/BUDGET
om o Annually
o State required
REVENUE MANAGEMENT
o Prepared revenue manual
5 YEAR PLAN MAINTENANCE/UTILITY AND
FRANCHISE COMMITTEE/COMPUTER MASTER
PLAN MAINTENANCE
.. o Annually
o Basic. support .-.. Response Mode
o Annual review
PURCHASING
o Centralized ..... basic purchasing
order and requisitions
0.
s.
,..
ow
m.
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
�.... FY 1987-88
SECTION: Finance
SERVICE
LEVELS FUNCTIONS POSITION FTE
mak
II:1: PAYROLL/PAYROLL & BENEFITS
BASIC o Biweekly
o Basic Requirements with limited
analysis
ACCOUNTS PAYABLE/FIXED ASSETS
o Weekly with limited analysis
*u o Monthly analysis
GENERAL LEDGER
o Updated weekly with consist
mmanalysis
JOURNAL ENTRIES/FINANCIAL REPORTS/
UTILITY BILLING/UTILITY COLLECTION EFFORT
o Weekly
'" o Weekly
o Monthly constant analysis
o Delinquent categories with regular contact
Aft BANCROFT ASSESSMENTS/INVESTMENTS AND
CASH MANAGEMENT
o Semiannual. -- automated
o Adherence to investment policy, good return
CUSTOMER SERVICE/BANKING AND
RECONCILIATION/AUDIT PREPARATION
o On demand immediate
mm o Monthly
o Basic schedules and adjusting journal entries
BOND SALES/INTERIM FINANCING OF PROJECTS/
PROJECT COST ACCOUNTING
o As needed
o As needed
o Semiautomated system
404 BANCROFT FORECLOSURES/BUDGET
o Semiannual review
o Semiautomated with some analysis
REVENUE MANAGEMENT
am
o COLA analysis of fees on selected
fees and charges
5 YEAR PLAN MAINTENANCE/UTILITY AND
mug FRANCHISE COMMITTEE/COMPUTER MASTER
PLAN MAINTENANCE
o Quarterly
o Active support.
41.1
o Semiannual review
PURCHASING
o Centralized -- active purchase
`* assistance
mu
SERVICE I...E:VE::L_ PRIORITIES/CUT BACK OPTI:C)NS
FY 1987--88
SECTION: Finance
SERVICE
LEVELS FUNCTIONS POSI:II:ON FTE
m.
IV PAYROLL/PAYROLL & BENEFITS
AVERAGE o Biweekly
o Basic requirements with consistent
analysis
ACCOUNTS PAYABLE/FIXED ASSETS
o Weekly with consistent analysis
.w o Monthly analysis including
controlled equipment and tools
GENERAL LEDGER
.� o Updated daily with full analysis
JOURNAL ENTRIES/FINANCIAL REPORTS/
UTILITY BILLING/UTILITY COLLECTION EFFORT
o Daily
o Weekly
o Monthly full analysis
o Aggressive collection
— BANCROFT ASSESSMENTS/INVESTMENTS AND
CASH MANAGEMENT
o Quarterly -- fully automated
o Active investment strategy maximized return
'" CUSTOMER SERVICE/BANKING AND
RECONCILIATION/AUDIT PREPARATION
o On demand --• invite inquiry
o Monthly
o Close books ..._ preparation of CAFR
BOND SALES/INTERIM FINANCING OF PROJECTS/
PROJECT COST ACCOUNTING
.. o Anticipate/plan
o Anticipate/plan
o Automated system - month reporting
Aft BANCROFT FORECLOSURES/BUDGET
o Quarterly review
o Automated with full analysis
REVENUE MANAGEMENT
.w
o Aggressive cost recovery through
constant update of fees and charges
5 YEAR PLAN MAINTENANCE/UTILITY AND
MM FRANCHISE COMMITTEE/COMPUTER MASTER
PLAN MAINTENANCE
o Currently
o Active - plan/anticipate
o Quarterly review/evaluation modification
PURCHASING
o Purchasing Agent
441.
MK
=~
0.
SERVICE LEVEL PRIORITIES/CUTBACK OPTIONS
. FY 1987/88 - City Recorder' s Office (1 .2. 3)
0. SERVICE
LEVELS FUNCTIONS_ POSITION FTE
I
°. CORE CITY COUNCIL SUPPORT City Recorder l
SERVICE Council Meeting Preparation - Deputy Recorder 1
o Legal notices prepared as prescribed
by state & local law.
MO
o Agendas:
Tentative agendas - updated monthly
individual meeting agendas - Friday before
.0 "packet Monday" (1 week prior to meeting) .
o Packets - Distributed on "packet Monday . "
0. Council Meeting Follow-Up
o Meeting synopsis - distributed Noon following day
o Action notification/followup - within 10 days of
meeting.
0. o Minute Preparation - created within three weeks
of meeting; no indexing of record.
-
�� RECORDS
' o Out-of-house codification; basic Ordinance review
o Contracts, agreements, easements, etc . filed
within three weeks of receipt.
0. o Record documents monthly
o Research - requests filed within 1 week
o Archives to be kept in accordance with State
0. archivist' s guidelines; annual transfer of files
to archives .
ELECTIONS
-ill
- o Keep current with State Election Laws and County
policies
o Assist candidates and citizens with filing and
0. reporting requirements - chuck only upon
complaint
o Supervise all areas of City elections as
ww required by law
o Review and/or create ballot measures as required
ANNEXATIONS
mem o Annexation Coordination - in-house and
Out-of-house - respond to inquiries as requested
. o Annexation Follow-Up - process immediately when
0. Final Order is received from BRC' paperwork
. completed four weeks after receipt of census
information.
o Coordination of implementation - educate staff
0. and citizens as to timing and services provided
=
0.
ma
Amo
DIVISION MANAGEMENT
o City Recorder responsible for coordination and
management of following Sections : Word
'w Processing/Office Services, Records, Municipal.
Court, & City Recorder/Deputy Recorder
' .. COMMUNITY INVOLVEMENT
o Community Information -- Customer service response
to citizen inquiry in 48 hours
o Boardsmanship Workshops -- 2 x/year; update manual
ma
1 x/year
OTHER ASSIGNMENTS
ma o Street & utility vacations •- 2 x/year
o Civic Center Keys - maintenance of keys &
issuance of same
o Special Reports -- as time allows
ma
o Meeting Calendars - City meetings/room usage
available by first day of each month
o Business hours: 9-5, Mon. -- Fri . (Recorder' s
office closed 12-1 PM)
o Process OLCC applications within 1 week
o Monitor Ethics Committee filings as required
,a o Process land use appeals as filed
o Local and state law interpretation/research
as requested
o Custodian of the City Charter -- updates as
required
ma
ma
u.
MO
OM
OM
Q.
imm
mill
SERVICE LEVEL PRIORITIES/CUTBACK OPTIONS
FY 1987/88 — City Recorder' s Office (1 . 2. 3)
°0 SERVICE
LEVELS FUNCTIONS POSITION i FTE
II City Recorder l
mil LIMITED CITY COUNCIL SUPPORT Deputy Recorder 1
SERVICE Council Meeting Preparation — Office Aide 1
o Legal notices prepared as prescribed
om by state & local law
o Agendas :
Tentative agendas — updated monthly
Individual meeting agendas — Friday before
=w "packet Monday" (1 week prior to meeting)
o Packets — Distributed on "packet Monday"
mml Council Meeting Follow—Up
o Meeting synopsis — distributed 10 AM next day
o Action notification/fullouup — within 8 days of
meeting.
~w o Minute Preparation — created within two weeks of
meeting; limited indexing of record.
m. RECORDS
o Out—of-house codification; basic Ordinance
review for intent and with existing code
o Contracts, agreements, easements, etc. filed
w it within two weeks of receipt
o Record documents weekly
o Research — requests filed within 3 days
*m o Archives to be kept in accordance with State
archivist' s guidelines; semi—annual transfer of
files to archives
ma ELECTIONS
o Keep current with State Election Laws and County
policies
40011 o Assist candidates and citizens with filing and
reporting requirements — check periodically
o Supervise all areas of City elections as
am required by law
o Review and/or create ballot measures as required
with fleshe test
m• ANNEXATIONS
o Annexation Coordination — in—house and
Out—of—house — respond to inquiries and limited
solicitation
ms
o Annexation Follow Up — process immediately when
Final Order is received from BRC (request &
fullowup to receive Final Order within 1 week of
°is action by BRC)' paperwork completed two weeks
after receipt of census information.
o Coordination of implementation — educate staff
.= and citizens as to timing and services provided
ma
=°
im
DIVISION MANAGEMENT
o City Recorder responsible For coordination and
` management of Following Sections : Word
.-- Processing/Office Services, Records, Municipal
Court, & City Recorder/Deputy Recorder
mmi COMMUNITY INVOLVEMENT
o Community Information — Customer service response
to citizen inquiry in 24 hours
o Boardsmanship Workshops — 2 x/year; update manual
..
1 x/year
OTHER ASSIGNMENTS
-m o Street & utility vacations — 4 x/year
o Civic Center Keys — maintenance of keys &
issuance of same
MM o Special Reports — as time allows
o Meeting Calendars — City meetings/room usage
available by first day of each month
o Business hours : 9-5' Mon. — Fri . (Recorder' s
im office closed 12-1 PM)
o Process OLCC applications within 1 week
o Monitor Ethics Committee filings as required
ma o Process land use appeals as filed
o Local and state law interpretation/research
as requested — limited research on changes as
they occur at state level
4101 o Custodian of the City Charter — updates as
required
.
OM
OM
OM
'
MM
OR
MO
'
OM
=
=
ow
om
SERVICE LEVEL PRIORITIES/CUTBACK OPTIONS
FY 1987/88 City Recorder' s Office (1 .2. 3)
-il
- SERVICE
LEVELS_ _ FUNCTIONS__ POSITION FTE
III City Recorder l
mil BASIC CITY COUNCIL SUPPORT Deputy Recorder 1
SERVICE Council Meeting Preparation - Office Asst. I 1
o Legal notices prepared as prescribed
. 0. by state & local law
o Agendas :
Tentative agendas - updated semi-monthly
Individual meeting agendas - Friday before
gm ''packet Monday" (1 week prior to meeting)
o Packets - Distributed on "packet Monday"
Council Meeting Follow Up
mo
o Meeting synopsis - distributed 9 AM next day
o Action noLification/follnwup - within 5 days of
meeting.
ow o Minute Preparation - created within one week of
meeting; limited indexing of record - detailed
indexing of minutes
wilt
RECORDS
o Out-of-house codification; basic Ordinance
review for intent, with existing code, & state
~110 law
o Contracts' agreements, easements, etc . filed
within five days of receipt
sm o Record documents weekly
o Research - requests filed within 2 days
o Archives to be kept in accordance with State
archivist' s guidelines; semi-annual transfer of
00
files to archives
ELECTIONS
om o Keep current with State Election Laws and County
policies
o Assist candidates and citizens with filing and
AM reporting requirements - check regularly through
election process
o Supervise all areas of City elections as
required by law
mom o Review and/or create ballot measures as required
with fleuhe test
mit ANNEXATIONS
o Annexation Coordination - in-house and
out-of-house - respond to inquiries and
additional solicitation
*a o Annexation Follow-Up - process immediately when
Final Order is received from BRC (request &
followup to receive Final Order day after action
aw by BRC) ' paperwork completed 10 days after
receipt of census information.
o Coordination of implementation - educate staff
and citizens as to timing and services provided
=
on
om
DIVISION MANAGEMENT
o City Recorder responsible for coordination and
management of following Sections : Word
ma
Processing/Office Services, Records, Municipal
Court, & City Recorder/Deputy Recorder
.. COMMUNITY INVOLVEMENT
o Community Information -•- Customer service response
to citizen inquiry in 24 hours
o Boardsmanship Workshops --• 2 x/year; update manual
•w
2 x/year
OTHER ASSIGNMENTS
ma o Street & utility vacations - 6 x/year
o Civic Center Keys - maintenance of keys &
issuance of same
o Special Reports ..... as time allows
ma
o Meeting Calendars •- City meetings/room usage
available by first; day of each month
o Business hours: 9-5, Mon. -- Fri . (Recorder' s
"` office open during lunch)
o Process OLCC applications within 2 days
o Monitor Ethics Committee filings as required
aao Process land use appeals as filed
o Local and skate law interpretation/research
as requested -- limited research on changes as
they occur at state level
"m o Custodian of the City Charter .- updates as
required --• recommend needed modification
am
,w
MO
OR
SERVICE LEVEL PRIORITIES/CUTBACK OPTIONS
FY 1987/88 -- City Recorder' s Office (1 .2. 3)
mo SERVICE
LEVELS FUNCTIONSPOSITION FTE
IVCity Recorder 1
w AVERAGE CITY COUNCIL SUPPORT Deputy Recorder 1.
SERVICE Council Meeting Preparation -- Office Asst. I 1
o Legal notices prepared as Office Aide .5
prescribed by state & local law
m.
o Agendas :
Tentative agendas -- updated weekly
Individual meeting agendas -- Friday before
'R "packet: Monday" (1 week prior to meeting)
o Packets --- Distributed on "packet Monday"
.r. Council Meeting Follow—Up
o Meeting synopsis -- distributed 9 AM next day
o Action notif.icat.ion/fullowup -- within 2 days of
meeting.
""' o Minute Preparation — created within two days of
meeting; complete indexing of record
maRECORDS
o In—house codification; total Ordinance review
o Contracts, agreements, easements, etc. filed
within two days of receipt
"'" o Record documents weekly
o Research -- requests filed within 4 -- 8 hours
o Archives to be kept in accordance with State
.w archivist' s guidelines; semi—annual transfer of
files to archives
ELECTIONS
MR o Keep currrerit with State Election Laws and County
policies
o Assist candidates and citizens with filing and
,w reporting requirements ._ check regularly through
election process
o Supervise all areas of City elections as
required by law
w
o Review and/or create ballot measures as required
with fleshe test
o Work with Sec. of State office to develop
"' clearer election laws/procedures
ANNEXATIONS
.. o Annexation Coordination --. in—house and
out--of--house -- respond to inquiries and
additional solicitation
o Annexation Follow—Up --- process immediately when
"' Final Order is received from BRC (request &
foilowup to receive Final Order day after action
by BRC) , paperwork completed 5 days after receipt
m. of census information.
o Coordination of implementation -.. educate staff
and citizens as to timing and services provided
00
00
DIVISION MANAGEMENT
o City Recorder responsible for coordination and
management of following Sections : Word
ma Records,
Processing/Office i.n:J/Offic:c:. Services, Municipal
Court, & City Recorder/Deputy Recorder
.. COMMUNITY INVOLVEMENT
o Community Information - Customer service response
to citizen inquiry same day
o Boardsmanship Workshops -- 2 x/year generally; 1
.a x/year with each Board individually; update
manual. 2 x/year
ma OTHER ASSIGNMENTS
o Street & utility vacations --- 6 x/year
o Civic Center Keys - maintenance of keys &
issuance of same
ma
o Special Reports •- as time allows
o Meeting Calendars -- City meetings/room usage
available by first day of each month
' o Business hours : 9-5, Mon. -• Fri . (Recorder' s
office open during lunch)
o Process OL.C:C applications within 2 days
mao Monitor Ethics Committee filings on-going
o Process land use appeals as filed
o Local and state law interpretation/research
as requested -- detailed research/reports on
ma state legislative changes
o Custodian of the City Charter •-• updates as
required •- recommend needed modification
w
+w
AO
AO
OW
NO
oo
00,
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS.
FY 1987-88
. SECTION: Office Services
oo
SERVICE
LEVELS FUNCTIONS POSITION FTE
loo
I OFFICE SERVICES
CORE o Sort Mail - lx per day Office Srv. Mgr. 1
o Post Mail - 1x per day OA III/WP Lead Op. 1
• °o o in-house Mail Distribution - OA II/WP .5
Place in departmental mail slots OA I/Switchboard 1
o Office Supply Inventory/Ordering - OA I/Message Center 1
opo 1x per month Office Aides 1 . 5
o Office Supply Distribution - None
o Council Packet Copying - 1 day
turnaround; no Lime to check for
or
errors in copying
o Office Aide Special Projects -
lx per day for errands; copy projects
or o Court Bailiff - Not available
' o Provide Clerical Relief Support to
departments to compensate during
' staff absences and backlog - Not
oo
available
COMMUNITY INVOLVEMENT
o Office Hours - 8-5
Mt o Switchboard - 9-12 & 1-5
o Phones Answered - Promptly
o Message Center/Back-up Switchboard -
.00k Peak hours
o Room Reservation - Forward to CR
o Room Calendar - Post on conference
room doors; 3 months posted at a time
om
WORD PROCESSING
o System Reinitialization - As time permits
o Archiving - When system reaches on-line
0. storage capacity
� u Proofreading - Spelling verification
o Transcription of Lengthy Tapes -
4-5 day turnaround
AID o Document Preparation - 3 day turnaround
o Centralized Dictation - Not available;
clerical staff transcribes within their
~° sections
o Desktop Publishing - Not available
SECTION MANAGEMENT
m� o Section Management
, o Council Monthly Reports
. o DOI - Update lx per year; create
�
new DOI' a as time allows
oo o Section Standards - None
o Performance Indicators - Minimal
=
goo
ws
414
o Familiarization of all job tasks -
Through job descriptions only
o Special Reports -- As time allows
' " for turnaround
o Training:
Phones - Basic Citywide
.e WP Operations -- Out...-of--house
for operators and other clerical
staff
Dictation -- F\iot; available
's, Copy Machine -- Basic Citywide
o Equipment Management/Maintenance --
As needed
, ** o Process Printing Requests -- For
CS department only
o Research new office equipment .--
Limited
.. o Associated Wang Users Participation -
As time allows
MN
MM
OM
011
OM
OW
OW
OM
OM
mm
em
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1987-88
SECTION: Office Services
ma
SERVICE
LEVELS FUNCTIONS POSITION FTE
` ,,,,,
II OFFICE SERVICES
LIMITED o Sort Mail - ix per day Office Srx . Mgr. 1
. o Post Mail - 1x per day 0A III/WP Lead Op. 1
~* o In-house Mail Distribution - OA III/WP Proofreader l
lx per day to clerical staff OA II/WP 1
, o Office Supply Inventory/Ordering - OA I/Switchboard 1
mt. 2x per month OA I/Message Center l
o Office Supply Distribution - None Office Aides 2
o Council Packet Copying - 1 day
turnaround; minimal scanning for
om errors in copying
. o Office Aide Special Projects -
lx per day for errands; copy projects
NW and other projects as time allows
• o Court Bailiff - When workload allows
o Provide Clerical Relief Support to
' WO departments to compensate during
staff absences and backlog - Not
available
COMMUNITY INVOLVEMENT
NM o Office Hours - 8-5
o Switchboard - 9-5
o Phones Answered - Promptly
, mno o Message Center/Back-up Switchboard -
8-5 with Call Forwarding
o Room Reservation - Assist CR
o Room Calendar - Post on conference
NM room doors by the 15th of each month
WORD PROCESSING
o System Reinitialization - As needed
am o Archiving - At least 1x per month;
when time permits
o Proofreading - Spelling verification
and scanning for format errors
om o Transcription of Lengthy Tapes -
3 day turnaround
o Document Preparation - 2 day turnaround
°w o Centralized Dictation - Not available;
clerical staff transcribes within their
sections
No o Desktop Publishing - Not available
SECTION MANAGEMENT
o Section Management
o Council Monthly Reports
me o DOI - Update 2x per year
o Section Standards - Not available
o Performance Indicators - Minimal
.1.
sap
OM
o Familiarization of all job tasks -
Through job descriptions only
'
o Special Reports - Per request with
is
lead time; limited
o Training:
Phones - Basic Citywide
mi, WP Operations - Basic in-house
for operators and other clerical
staff; more in-depth training for
operators through Wang
°m Dictation - Not available
Copy Machine - Basic Citywide
o Equipment Management/Maintenance -
.., As reported by staff
o Process Printing Requests - as
Requested by staff
o Research new office equipment -
um
Limited
o Associated Wang Users Participation -
Limited
mew�
wir
OM
On
.
011
NO
OW
Of
011
^
MO
OW
OM
......
WM
SERVICE EVEL P ES/CUT BACK OPTIONS
FY 1087-88
SECTION: Office Services
�
SERVICE
LEVELS FUNCTIONS ________ POSITION FTE_-
III OFFICE SERVICES
BASIC o Sort Mail - 2x per day Office Srv . Mgr. 1
.�� SERVICE o Post Mail - lx per day OA III/WP Load Op. l
o In-house Mail Distribution - OA III/WP Proofreader 1
lx per day to clerical staff OA II/WP 1
o Office Supply Inventory/Ordering - OA I/Swiichboard l
2x per month with specific OA I/Meosage Center 1
tracking of supplies used OA I/Supplies/Mail 1
o Office Supply Distribution - lx Office Aides 2
per day
gni
o Council Packet Copying - 1 day
turnaround; limited examination
for errors in copying
-° o Office Aide Special Projects -
Errands and projects per staff request
o Court Bailiff - As time allows
o Provide Clerical Relief Support to
departments to compensate during
staff absences and backlog - as
time allows
COMMUNITY INVOLVEMENT
o Office Hours - 8-5
o Switchboard - 0-5
o Phones Answered - 4th ring
o Message Center/Back-up Switchboard -
• 8-5 with Call Forwarding
o Room Reservation - Assist CR
o Room Calendar - Post on conference
room doors by the 15th of each month;
process daytime requests prior to 15th
=" WORD PROCESSING
o System Reinitialization - lx every
2 months
o Archiving - Weekly
o Proofreading - All aspects; content/
punctuation
o Transcription of Lengthy Tapes -
KW 2 day turnaround
o Document Preparation - 1 day turnaround
o Centralized Dictation - Dictation
processed primarily in WP with back-up
from other clerical staff
o Desktop Publishing - None
SECTION MANAGEMENT
�� o Section Management
o Council Monthly Reports
o DOI - Update 3x per year
o Section Standards - Devise and implement
o Performance Indicators
o Familiarization of all job tasks
o Special Reports - Per request
o Training:
Phones - Active Citywide
WP Operations - Advanced for WP
operators; basic for other
WFA clerical support
Dictation - Limited Citywide
Copy Machine - Limited Citywide
o Equipment Management/Maintenance -
.1•A
Ongoing; regularly scheduled
o Process Printing Requests for all
departments - As requested by staff
o Research new office equipment -
Per staff request
o Associated Wang Users Participation -
Active
om
ON
104/
Mk
4W
MIS
WM
=
...
.
.
0.
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
. FY l987-08
SECTION: Office Services
elt
SERVICE
LEVELS FUNCTIONS POSITION FTE
as
IV OFFICE SERVICES
AVERAGE o Sort Mail - 2x per day Office Srv. Mgr. 1
wir o Post Mail - lx per day OA III/WP Lead Op. 1
o In-house Mail Distribution - OA III/WP Proofreader l
2x per day to clerical staff OA II/WP 1
o Office Supply Inventory/Ordering - OA I/Switchboard 1
am 2x per month with specific OA I/Message Center 1
tracking of supplies used OA I/Suppliex/Mail 1
o Office Supply Distribution - 2x Office Aides 3
per day
MI o Council Packet Copying - 1 day
turnaround; examine for errors
` in copying
. °p o Office Aide Special Projects -
` Errands and projects per staff request
o Court Bailiff - As requested
Rpm • Provide Clerical Relief Support to
departments to compensate during
staff absences and backlog - as
requested
' gm COMMUNITY INVOLVEMENT
o Office Hours - 8-5
o Switchboard - 8-5
,a o Phones Answered - 3rd ring
o Message Center/Back-up Switchboard -
8-5
o Room Reservation - Assist CR
~M o Room Calendar - Post on conference
room doors by the 15th of each month;
process daytime requests prior to 15th
"m WORD PROCESSING
o System Reinitialization - 1x every
2 months
o Archiving - Weekly
ma
o Proofreading - All aspects; content/
punctuation
o Transcription of Lengthy Tapes -
°R 2 day turnaround
o Document Preparation - 1 day turnaround
o Centralized Dictation - Performed by WP
staff
��
o Desktop Publishing
SECTION MANAGEMENT
o Section Management
=- o Council Monthly Reports
o D0I - Update 4x per year
o Section Standards - Monitor and revise
m. on a regular basis
o Performance indicators
so
41.11.
AIM
o Familiarization of all job tasks in
order to fill--in during absences
o Special Reports -- Per request
mil
o -training. :
Phones --- Active Citywide
WP Operations -- Active Citywide
"6 Dictation -- Active Citywide
Copy Machine -- Active Citywide
o Equipment Management/Maintenance --
o. Ongoing; regularly scheduled
o Research and Process Printing
Requests for all departments -• As
requested by staff
"a o Research New Office Equipment --
Ongoing
o Associated Wang Users Participation -
NW Active
`a.
air
MR
1.w
WM
MN
NM
air
1.w
Mil
1.w
Mt
NM
Wil.
PRIORITIES/CUT BACK OPTIONS
FY 1987-88
' SECTION: Courti�
Am
SERVICE
LEVELS FUNCTIONS POSITION_ FTE
MO
I CASELOAD MANAGEMENT Manager .5
CORE o Cites & Dispositions Computerized OA II 1
lx per week OA I 1
,ow o Collections - Limited' as workload
allows
o Suspensions for:
mill Failing to Appear - As time allows
Failing to Pay Fine - As time allows
o Bail Refunds - Every 6 to 8 weeks
o Computerized Docket Preparation
an u Trials Scheduled within 90 days
o Work Schedules - None
o Performance Indicatory - None
.
°w o Accounts Payable Tracking - Minimal
. o Night Court - None
. SECTION MANAGEMENT
om o Section Meetings - Monthly
o Reports - Section and State - Monthly
Special - None
o Budget Preparation - Limited
=* o Employee Reviews - As Required
o Annual Performance Reports - Updated Yearly
COMMUNITY INVOLVEMENT
~w o Counter Service
o Phones Answered - As Workload Allows
. o Phone Calls Returned - within 48 hrs .
•
o Office Hours - 9-12' 1-5
nix
OTHER
o Cashier - Court only
o Bailiff - Office Aide borrowed from
ow Office Services as Needed
o Senior judge
o Pro-tem Judges - Used only when
Senior Judge unavailable
~em
o Administrative Rules - As time allows
o D0I Updated - As time allows
o State Organizations - No involvement
aw
* Service Levels based on caseload of: 150 Misdemeanors
4,800 Minor Traffic
mi
400 Parking
glix
am
00
aa
=
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
• FY 1987-88
'
SECTION: Court
aso
SERVICE
� LEVELS FUNCTIONS POSITION FTE
-__� _
aa
II CASELOAD MANAGEMENT Manager .5
LIMITED o Cites & Dispositions Computerized - 0A II 1
2x per week OA I l
aa o Collections - Semi-'monthly Office Aide .5
o Suspensions for:
Failing to Appear - Weekly
U. Failing to Pay Fine - Monthly
o Bail Refunds - Monthly
, o Computerized Docket Preparation
o Trials Scheduled within 60 days
app o Work Schedules - Limited
•
o Performance Indicators - Limited
o Accounts Payable Tracking - Limited
' MO o Night Court - 2x per month
SECTION MANAGEMENT
o Section Meetings - Monthly
aa o Reports - Section and State - Monthly
Special - Upon Request
o Budget Preparation - Limited
o Employee Reviews - As Required
. 00. o Annual Performance Reports - Updated Yearly
COMMUNITY INVOLVEMENT
o Counter Service
m� o Phones Answered - Promptly
o Phone Calls Returned - Within 24 Hours
o Office Hours - 9-5 & 2 evenings
•
per month
~m OTHER
o Cashier - Court & Citywide mail
o Bailiff - Office Aide
am o Senior Judge
o Pru-tem judges - As needed
o Section Management
o Special Reports upon request
~° o Administrative Rules - Limited
development
o DOI Updated - 2x per year
=" o State Organizations - Limited involvement
* Service Levels based on caseload of: 150 Misdemeanors
am4,800 Minor Traffic
400 Parking
'
aa
.
am
aii
mm
.
~=
SERVICE LEVEL PRIOR ACK OPTIONS
' FY l087-88
SECTION: Court
mm
SERVICE
LEVELS FUNCTIONS POSITION FTE
mm
III CASELOAD MANAGEMENT Manager .5
BASIC o Cites & Dispositions Computerized - OA II 1
� SERVICE Daily OA I 1 . 5
mm o Collections - Semi-monthly
o Suspensions for:
Failing to Appear - Weekly
mm Failing to Pay Fine - Weekly
o Bail Refunds - 2x per month
o Computerized Docket Preparation
ma o Trials Scheduled within 45 days
o Work Schedules - Updated Yearly
o Performance Indicators - Updated Yearly
o Accounts Payable Tracking - Active
. ~m o Night Court - 1x per week
` SECTION MANAGEMENT
o Section Meetings - Weekly
mm o Reports - Section and State
Special - Tracking Caseload By Officers
o Budget Preparation - Average
o Employee Reviews - As Required
'
mm o Annual Performance Reports - Updated Yearly
COMMUNITY INVOLVEMENT
o Counter Service
~w o Phones Answered - Promptly
o Phone Calls Returned - Daily
o Office Hours - 9-5 & 4 evenings
per month
°= OTHER
o Cashier - Court & Citywide mail
o Bailiff
=w o Senior Judge
o Pro-tem Judges ' Used for Jury Trials
o Administrative Rules - Paced
development
WS o D0I Updated - 3x per year
o State Organizations - Support
mme
* Service Levels based on caseload of: 150 Misdemeanors
4,800 Minor Traffic
mw 400 Parking
moo
mu
• MM
....
...
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1987-88
SECTION: Court
SERVICE
LEVELS FUNCTIONS POSITION FTE
-=
IV CASELOAD MANAGEMENT Manager . 5
AVERAGE o Cites & Dispositions Computerized - OA II 1
Daily OA I 2
MO o Collections - Semi-monthly
o Suspensions for:
Failing to Appear - Weekly
�. Failing to Pay Fine - Semi-monthly
o Bail Refunds - 2x per month
o Computerized Docket Preparation
o Trials Scheduled within 45 days
MR
o Work Schedules - Current
.
o Performance Indicatory - Current
o Accounts Payable Tracking - Aggressive
... o Night Court - ix per week
SECTION MANAGEMENT
o Section Meetings - Weekly
=~ o Reports - Section and State
Special - Tracking Caseload By Officers
Charge Location
o Budget Preparation - Intense
MM o Employee Reviews - As Required
o Annual Performance Reports - Updated Yearly
COMMUNITY INVOLVEMENT
�� o Counter Service
o Phones Answered - Promptly
o Phone Calls Returned - Promptly
o Office Hours - 8-5 & 4 evenings
Mm per month
OTHER
o Cashier - Court & Citywide mail
°. o Bailiff
o Senior Judge
o Pro-tem Judges - Used for jury trials
o Administrative Rules
...
o DOI Updated - 4x per year
o State Organizations - Active
participation
...
* Service Levels based on caseload of: 150 Misdemeanors
MI 4,800 Minor Traffic
400 Parking
OM
°=
.
Mo
'
m.
��
.SERVICE LEVEL PRIORITIES/CUTBACK OPTIONS
• FY 1087-88
SECTION: Records
m.
SERVICE
LEVELS FUNCTIONS POSITION FTE
_
mm
I RECORDS MANAGEMENT Manager . 5
CORE o File Maintenance - 2x per week OA II 1
o File Reorganization - Limited
°e o File Conversion to End Tab
Folders - Limited
o Retention Schedule Development -
~. Limited
. o State Archivist Approval of
Retention Schedule in ??? years
um o Records Destructions - 1x per year
o Records System "Introduction"
Manual - None
o Policy and Procedure Manual
"~ Development - None
o Micrographics Implementation -
Timing unknown
0. o Records Management Committee -
Limited involvement
SECTION MANAGEMENT
o Section Meetings - 1x per month
me o Internal Reports - Monthly
o Statistics Keeping - Minimal
o Budget Preparation - Yearly
.w o Performance Indicator Development -
Minimal
o Department Operating Instructions
for Each Position - None
m. o Employee Reviews - As required
OTHER
o Records Request Response -
MA 24-48 hours
o Training
Records Staff - Minimal
Citywide - Minimal
mm
o ARMA Participation - None
MI
.
MI
'
Mi
'
MS
MI
.
'
..
.
.."
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS.
• FY 1987-08
SECTION: Records
..
SERVICE
lVELS
J� FUNCTIONS _____ ______ POSITION FTE__
gm
II RECORDS MANAGEMENT Manager .5
LIMITED n File Maintenance - Daily OA II 1
. o File Reorganization - Paced OA I 1
°� o File Conversion Co End Tab
Folders - Paced
o Retention Schedule Development -
m. Paced
o State Archivist Approval of
Retention Schedule in 4-1/2 years
�� o Records Destructions - lx per year
o Records System "Introduction"
Manual - On Limited Subjects
` o Policy and Procedure Manual
m= Development - As needed
` o Micrographics Implementation -
Within 5 years
MM o Records Management Committee -
Active involvement
SECTION MANAGEMENT
�
o Section Meetings '' 2x per month
MIS o Internal Reports - Monthly
o Statistics Keeping - Limited
o Budget Preparation - Yearly
°w o Performance Indicator Development -
Limited
o Department Operating Instructions
for Each Position - Updated yearly
ma o Employee Reviews - As required
OTHER
o Records Request Response -
Mw 24 hours
o Training
Records Staff - Average
Citywide - Limited
I~ o ARMA Participation - Meetings
4x per year
MI
MI
MI
M!
Am
.R
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1987--88
SECTION: Records
..
SERVICE
LEVELS FUNCTIONS POSITION FTE
w
III RECORDS MANAGEMENT Manager .5
BASIC o File Maintenance - Daily OA I:I 1
100SERVICE o File Reorganization -- Active OA I 1 .5
o File Conversion to End Tab
Folders -• Active
o Retention Schedule Development --
** Paced
o State Archivist Approval of
• Retention Schedule in 2-1/2 years
O Mo Records Destructions - 2x per year
o Records System "Introduction"
Manual - Complete
o Policy and Procedure Manual
"• Development -- Paced
o Micrographics .Implementation --
Within 3 years
,,,, o Records Management Committee --
Active involvement:
SECTION MANAGEMENT
o Section Meetings .... Weekly
'" o Internal Reports -- Monthly
o Statistics Keeping -- Monthly
o Budget Preparation -- Yearly
mu o Performance Indicator Development -
Updated yearly
o Department Operating Instructions
for Each Position -- Updated 2x
up
per year
o Employee Reviews -- Current
OTHER
.n o Records Request Response --
Same day
o Training
Records Staff - Active
001
Citywide - Limited
o ARMA Participation .- Meetings
bi-monthly
ou
gm
OM
Au
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SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
• FY 1987-88
SECTION: Records
0114
SERVICE
LEVELS FUNCTIONS POSITION FTE
NM
IV RECORDS MANAGEMENT Manager .5
AVERAGE o File Maintenance — Daily OA II 1
o File Reorganization — Aggressive OA I 2
mig o File Conversion to End Tab
• Folders — Aggressive
o Retention Schedule Development —
.N Active
o State Archivist Approval of
Retention Schedule in 1-1/2 years
o Records Destructions — 2x per year
mg o Records System "Introduction"
Manual — Updated yearly
o Policy and Procedure Manual
am Development — Active
` o Micrographics Implementation —
Within 2 years
mil, o Records Management Committee —
Active involvement
SECTION MANAGEMENT
o Section Meetings — Weekly
' Am o Internal Reports — Monthly .
o Statistics Keeping — Weekly
o Budget Preparation — Yearly with
=w mid—year review
o Performance Indicator Development —
Updated 2x per year
o Department Operating instructions
MO for Each Position — Updated 3x
per year
o Employee Reviews — As required
es OTHER
o Records Request Response —
immediate/same day
o Training
~i,
Records Staff — Active
Citywide — Active
o ARMA Participation — Meetings
mil monthly
lime
ma
•
=
.
Service el Comparisons
for 1087-08
Level ___- I\/__-
Personnel 8 11 15 18
Personnel per capita 1 :4125 1 :2727 1 :2000 1 : 1000
Personnel per circ. 1 : 20750 1 : 15000 1 : 11060 1 :9222
Open hours 20-25 30-40 48-50 50-58
mm Book budget % of
operating budget 15% 20% 25% 25%
$ per capita $8 .00 $10.00 $14. 00 $17 . 50
Books per capita 1 1 .5 2 .5 3
The Tigard Public Library falls between Levels II and III' in that in some
#11.1 areas, especially children' s services, we are a strong III . In staffing, book
budget and therefore, books per capita we are a struggling LI. In some areas
such as open hours and personnel per circulation, we couldn' t manage without
our strong volunteer support. Numbers don't always give an accurate picture,
but should be used with care and common sense.
°M
• �MM
°M
AM
°w
°*
AO
or
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
411 FY 1987 88
DEPARTMENT: Library
oo
SERVICE LEVELS FUNCTIONS POSITION FTE
I
CIRCULATION 8
Core o Open 20-25 hours per week 1 :4125
o Limit circulation to 5 items per person
o No reserves on any materials
oo o No renewals
REFERENCE
o irregular full reference service
MO (due to staffing) . No telephone
reference
o One interlibrary loan per person
or per visit
ACQUISITIONS AND PROCESSINGS
o Library materials = 15% budget
o Purchase books to maintain
basic reference and periodicals;
remainder for adult fiction and
olio children' s fiction
o No weeding
PROGRAMMING/COMMUNITY SERVICE
o One pre—school story time
o No Loddler time
o Maximum two school age programs per year
oo (Rely on Volunteers only)
o No summer reading program
o LP book deposits at 2 sites
.��
ADMINISTRATION
o No travel; no training
oo
oro
or
oo
'w=
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
VMS FY 1987-88
DEPARTMENT: Library
SERVICE LEVELS FUNCTIONS POSITION FTE
II CIRCULATION 11
Limited o Open 38-40 hours per week 1 : 2727
o Unlimit circulation per person
o Reserve only new 2-week books - limit
we/ 2 per person
REFERENCE
o Irregular full reference service
ww
(due to staffing) . Only ready reference
over telephone.
o Two interlibrary loans per person per visit
est
ACQUISITIONS AND PR0CESSINq
o Library Materials = 20% budget
o Purchases to include only books and
periodicals, i .e. , no cassettes,
records, videos
o Limited weeding in non-fiction
PROGRAMMING/COMMUNITY SERVICE
o Two pre-school story times per week
o Two toddler times per week
o Maximum of four school-age special programs
per year
o Limited registration for summer reading
(Use of Volunteers also)
o Maximum 3 summer reading activities
(Use of Volunteers also)
ADMINISTRATION
o Travel for one manager to OLA and selected
area workshops for staff members
=
*0.
•
wee
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1087-08
DEPARTMENT: Library
MOP
SERVICE LEVELSFUNCTIONS POSITION FTE
III
CIRCULATION 15
Basic o Open 48-50 hours per week 1 :2000
County Average o Unlimited circulation per person
o Reserve all materials
o Renew all materials
No renewals by phone
REFERENCE
Ink
o Full reference service during all open
hours, including telephone
o Three interlibrary loans per person per visit
ism
ACQUISITIONS AND PROCESSING
o Library Materials = 25% budget
o Purchases to include books, periodicals,
cassettes, records, videos
o Weeding of entire collection - irregular
PROGRAMMING/COMMUNITY SERVICE
o Three pre-school story times per week
o Three toddler times per week
o Maximum of six school-age special programs per year
o Unlimited registration for summer reading
o Maximum 6 summer reading activities
o Senior Outreach/LP book deposits
OW (Use of Volunteers primarily)
o School Liaison and joint activities
ADMINISTRATION
o Travel for managerial staff to OLA conference and
selected out-of-town workshops only
o Training opportunities for staff as available
ais in area
=
Om
=
tot
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1987-88
DEPARTMENT: Library
■, This level reflects a desired adequate service level based on Oregon Standards
for Public Library Service -- April 1980
SERVICE LEVELS FUNCTIONS POSITION FTE
IV CIRCULATION 18
OLA Standard o Open 50--58 hours per week 1 : 1666
+r+ o Unlimited circulation per person
o Reserve all materials -- no limit
o Renew all. materials
REFERENCE
o Full reference service during all
open hours, including telephone
Or o Five interlibrary loans per person
per visit
ACQUISITIONS AND PROCESSING
o Library materials = 25% budget
o Full spectrum of purchasing
based on analysis of collection
11110 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
o Three toddler times per week
o, 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 --
aw .25 staff person assigned plus
volunteers
o School liaison and joint activities
wr
ADMINISTRATION
o OLA conference for all managerial staff
o Travel for at least one workshop
r (out--of--town) per managerial and
supervisory staff
o Training opportunities for all
+�w
managerial staff and supervisory staff
as available in area
r..
SIS
/411S
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
WO 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
tor projected at Level III would be needed to provide Level [I 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
m� the low level which was present in Tigard in 1981 and 1982, Level II staffing
can perform Level III work .
SW
=
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'�w
tom
=
I*
PLANNING
0.
LEVEL I LEVEL II LEVEL III
FUNCTION FTE FTEFTE
Long Range Planning/ .2 1 .7 4. 5
Special Projects
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
Development with staff and Planning Projects with staff and increases
public assistance to include Community Education.
0.1
INN
,1110
INN
WO BUILDING
NW
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.
umm
— Codes enforcement is limited to emergency situations.
les — 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.
ON
•
rw
MO
WO
MO
MN
Mn
ANO
MEMORANDUM
CITY OF TIGARD, OREGON
TO: William A. Monahan, Director,
Community Development January 14, 1987
..r FROM: Brad Roast, Building Official
SUBJECT: Service Level Priorities
r
Per your request, below are the proposed service level priorities for 1987/88 :
Service Level I
4N. 3 FTE (Building Official, Inspector III, OAII)
PERCENTAGE/MAN HOURS AVAILABLE:
Building Official Inspector III Total/Hours
Administration 15%/312 0 312
'm. Plan Check 45%/936 30%/624 1,560
Field Inspections 35%/728 60%/1248 1,976
Codes Enforcement 5%/104 10%/208 312
AMP
At present building activity level:
° Less time allowable for department administration.
Turn around time for plan review would be greatly increased,
backlog would be created.
° Code enforcement would be minimal .
Time allowed for field inspection reduced .
ow
Quality of work in order to keep up with demands of public
suffers dangerously .
Wig
r.r
Service Level II
4 FTE (Building Official, (2) Inspector III, OAII)
.. PERCENTAGE/MAN HOURS AVAILABLE:
Building Official (2) Inspector III Total/Hours
m" Administration 25%/520 0 520
Plan Check 50%/1040 30%/1248 2,288
Field 'Inspections 20%/416 601/4/2496 2.912
ma Codes Enforcement 5%/104 10%/416 520
Present building activity:
"" ° Turn around time for plan reviews improves, but backlog evident.
o Additional time allowed for field inspection.
o Code enforcement suffers .
o Quality of work suffers .
. mor
Service Level III
:.r 5 FTE (Building Official, (2) Inspector III, Code Enforcement Assistant,
OAII)
PERCENTAGE/MAN HOURS AVAILABLE:
ars
(2 Inspector Codes Enforcement
Building Official 'III Assistant Total Hours
ow
Administration 30%/624 0 0 62.4
Plan Check 60%/1248 40%/1664 0 2,912
ow
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.
,r.
o Field inspection has better time allotment.
o Code enforcement is increased dramatically .
ww
o Clerical support suffers with additional load created by Codes
Enforcement needs . (Part—time clerical support needed) .
rr
At Service Level III, employee' s time is at maximum. Any increase in building
activity and/or responsibilities would cause reductions in service quality.
ow
/2892P
mit
ENGINEERING SERVICES
Level I Level II Level III
Primary function r mary uno un FTE FTE FTE
1 . Land-Use Application
Review Assistance 0 . 1 .2
2. Public Improvement Permits
=w and Inspection 1 .4 1 .5 2.0
3 . Mapping and Records 1 . 5 1 . 7 2.0
-- 4. Surveying 1 .4 1 .5 2 .0
5. Capital Improvement Program and
os LID Assistance 1 .0 2 .0 2 .5
6. Assistance with Traffic
Related Studies .5 . 7 .7
7. Public Facility Planning
Assistance .2
.5 .6
_
ww 0.0 8.0 10.0
NOTES:
im
1 . Level I assumes low development activity and very minimal participation
with CIP/LID and Traffic/Streetlight activity.
2. Level II assumes a moderate increase in development activity and increased
participation in CIP/LID projects .
wig3 . Level III assumes more participation with CIP/LID projects and a greater
number of development projects which affects most task areas described
above. More emphasis is also placed on Public facility planning in which
Engineering Services supports the projects engineers within Community
wit Development Administration.
PROBABLE PERSONNEL WITH LEVEL III SERVICE
1 . Engineering Services Manager
2. Tech III (Construction Supervisor)
3 . Tech II (Construction Inspector)
OW 4. Tech II (Construction Inspector)
5. Tech III (Lan6• Surxeynr)
6. Tech I (Survey Tech)
7. Tech I (Draftsperson)
8. Tech I (Mapping)
9. Aide (Records and Inventory Support)
10. OAI
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