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City of Tigard Budget - FY 2021-2022 ON THE COVER The pictures on the cover depict this unprecedented time in the Tigard community. In the span of a few months,the community rallied to limit the impacts of COVID-19 by supporting local businesses, donating to the Essential Needs Hub, and wearing face coverings.Voters approved a Police Services Levy in May to provide additional police officers and advanced crisis intervention and conflict de-escalation training for officers. In the aftermath of the killing of George Floyd, community members, including Tigard High School student leaders, raised awareness about Black Lives Matter and the institutional racism present throughout our community. The City Council and staff are here to serve you and make the community a better place. In this fiscal year,we will continue to support local businesses and community members impacted by COVID-19. Our attention to racial justice will only grow stronger as the Mayor launches a Transformation Commission and city staff implement an Anti-Racism Plan. CITY OF TIGARD, OREGON FY 2021 -22 ADOPTED BUDGET BUDGET COMMITTEE Chris Bence Mayor Jason Snider Tim Cadman Councilor John Goodhouse Siobhan Chandler Councilor Heidi Lueb Jim Knowlton Councilor Liz Newton Kris Mitchell, Alternate Councilor Jeanette Shaw Leah Voit CITY LEADERSHIP TEAM City Manager Steve Rymer Assistant City Manager Kathy Nyland Central Services Director Nadine Robinson Chief of Police Kathy McAlpine Community Development Director Kenny Asher Finance and Information Services Director Toby LaFrance* Human Resources Director Dana Bennett Library Director Halsted Bernard Public Works Director Brian Rager City Attorney Shelby Rihala Communications Manager Kent Wyatt 1UI • TIGARD ® Prepared by the following City of Tigard Staff: Steve Rymer,City Manager Kathy Nyland,Assistant City Manager Toby LaFrance,Finance&Information Services Director Corey Johnson,Senior Management Analyst Steve Kang,Senior Management Analyst Liz Lutz,Confidential Executive Assistant A special thank you to departments and staff for their contributions to the Budget Document www.tigard-or.gov *former Table of Contents - Page 1 GOVERNMENT FINANCE OFFICERS ASSOCIATION D stin guishe d Budget Presentation Award PRESENTED TO City of Tigard Oregon For the Fiscal Year Beginning July 01, 2020 P 1? Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) present- ed an award of Distinguished Budget Presentation to the City of Tigard for its annual budget for the fiscal year beginning July 1, 2018. In order to receive the award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. Table of Contents - Page 2 TABLE OF CONTENTS INTRODUCTION 2021-2022 Budget Transmittal 9 Budget In Brief 12 Strategic Plan Summary 24 Council Goals 25 Citywide Organizational Chart 26 READER'S GUIDE User's Guide to the Budget Document 27 Budget Process 30 Basis of Budgeting 33 Fund Structure 34 Program Budget Structure 36 BUDGET SUMMARY Beginning Fund Balances 37 Fund Balance Summary by Fund 39 Ending Fund Reserves Summary by Fund 40 Summary of All Funds 42 Summary of Contingency 48 Comprehensive Long Term Financial Forecast 49 REVENUE ANALYSIS Current Revenue Summary by Fund 63 General Fund 64 Assessed Value 65 Property Tax Summary 66 State Revenue Sharing 68 Franchise Fee 70 User Fees 72 Connection Fees 73 Permit Fee Revenue 74 County Shared Revenue 75 Fine and Forfeiture Revenue 76 Interest Earnings 77 Interfund Transfers 78 PROGRAM SUMMARIES Expenditure Summary by Program 87 Operating Budget History - Summary 88 Operating Budget History 89 Staffing Levels 95 Table of Contents - Page 3 COMMUNITY SERVICES PROGRAM Community Services Organization Chart 99 Program Description/Expenditure/FTE Summary 100 Police Organization Chart/Expenditure/FTE Summary 102 Department Description and Performance Measures 103 Administration 105 Operations 110 Support Services 117 Library Organization Chart/Expenditure/FTE Summary 123 Department Description and Performance Measures 124 Administration 126 Readers Services 129 Technical Services 132 Circulation 134 Social Services and Community Events 136 PUBLIC WORKS PROGRAM Organization Chart 139 Expenditure/FTE Summary 140 Department Description and Performance Measures 141 Public Works Administration 143 Parks Maintenance 146 Recreation 153 Street Maintenance 156 PW Engineering 160 Water 165 Sanitary Sewer 171 Stormwater 175 Green Team 179 Street Lights and Signals 183 COMMUNITY DEVELOPMENT PROGRAM Organization Chart 185 Expenditure/FTE Summary 186 Department Description and Performance Measures 187 Community Development Planning 188 Building 192 Economic Development 195 Table of Contents - Page 4 POLICY AND ADMINISTRATION PROGRAM Organization Chart 199 Program Description/Expenditure/FTE Summary 200 Mayor&Council Organization Chart 201 Department Description and Performance Measures 202 Mayor and Council 203 City Attorney Organization Chart/Expenditure Summary 205 City Attorney 206 City Management Organization Chart/Expenditure/FTE Summary 207 Department Description and Performance Measures 208 City Manager's Office 209 Human Resources 211 Risk Management 213 Central Services Organization Chart/Expenditure/FTE Summary 217 Department Description and Performance Measures 218 Communications 220 Municipal Court 223 City Recorder/Records 225 Fleet Maintenance 229 Property Management 232 Finance and Information Services Organization Chart/Expenditure/FTE Summary 234 Department Description and Performance Measures 235 Administration 236 Financial Operations 239 Utility Billing 241 Information Technology 243 Contracts and Purchasing 246 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Executive Summary 249 Prioritization and Development of the CIP 251 Impact of the Capital Improvement Plan on Operating Costs 259 Streets 262 Parks 287 Water 312 Sanitary Sewer 338 Stormwater 341 Facilities 353 Table of Contents - Page 5 DEBT SERVICE Debt Service Summary 357 Outstanding Debt Issues 359 Debt Service Schedules General Obligation Bond-Library 360 General Obligation Bond-Parks 361 2020 General Obligation Restructure 362 General Obligation Bonds Summary 363 Water Revenue Debt-Water Revenue Bond 2012A 364 Water Revenue Debt-Water Revenue Bond 2015A 365 Water Revenue Bond 2020 Restructure 366 Water Revenue Debt-Water ARRA Loan 367 Water Revenue Debt Summary 368 FUND SUMMARIES Fund Summaries Introduction 369 General Fund General Fund 370 Enterprise Funds Sanitary Sewer Fund 373 Stormwater Fund 375 Water Fund 376 Water CIP Fund 379 Water Debt Service Fund 381 Water Quality/Quantity Fund 382 Water SDC Fund 383 Special Revenue Fund Building Fund 384 City Gas Tax 387 Construction Excise Tax 389 Criminal Forfeiture Fund 390 Electrical Inspection Fund 391 Gas Tax Fund 392 Library Donations & Bequests Fund 394 Parks Bond 395 Parks SDC Fund 396 Parks Utility Fund 397 Police Levy Fund 399 Street Maintenance Fund 400 Transient Lodging Tax 402 Transportation Development Tax 403 Transportation SDC Fund 404 Underground Utility Fund 405 Urban Forestry Fund 406 Table of Contents - Page 6 Debt Service Fund Bancroft Debt Services Fund 407 General Obligation Debt Service Fund 408 Capital Projects Fund Facilities Capital Projects Fund 409 Parks Capital Fund 410 Transportation CIP Fund 411 Internal Services Funds Central Services Fund 413 Fleet/Property Management Fund 415 Insurance Fund 416 Public Works Admin Fund 417 Public Works Engineering 418 APPENDIX Schedule of Appropriations 421 Financial Policies 433 Glossary of Budget Related Terms 440 Advisory Committees 444 Staffing Summary 448 Management/Professional Group Salary Schedule 450 Tigard Police Officers Assn. Salary Schedule 455 Oregon Public Employees Union Salary Schedule 456 Table of Contents - Page 7 Pilit . • • •..: .trillikt1 V.. rt l 4 • , - - ti•, • 1', , ' • • r - r. rte^. ti+. �.� • ..- 1• •`I.•41Wif . -. L l. �1 - .i- ... ._ .'• ''' .4. . :I I • •Allik' 1 1 Ike 111 10 • • ' 10t7 I Ohl T _ l Tigard Skate Park, located near Tigard City Hall. Photo by SkateOregon Table of Contents - Page 8 FY 2021-2022 BUDGET TRANSMITTAL Honorable Mayor, Councilors, Budget Committee Members, and the Tigard Community, On behalf of the entireTigardteam,it is myprivilegeto presenttheAdopted FiscalYear2021-22(FY22)operat- ing budget and FY22-FY27 Capital Improvement Plan(CIP).The adopted budget is a result of many teammates working collaboratively to advance the City Council's priorities contained in our guiding documents. Tigard's vision to become,"An equitable community that is walkable,healthy and accessible for everyone"has been woven into ouradopted budgetand alignswith four key imperatives.Those key imperatives--imple- menting our Strategic Plan,improving our systems,responding to COVID-19,and building on our anti-racism efforts--have been instrumental in making informed,deliberate decisions.This intentional alignment ensures that City Council goals and community priorities are the guiding principles for developing this budgetpro- posal. Discovering and understanding Tigard's story through the budget process was a positive introduction to our community and finances.Upon joining Team Tigard in the middle ofthebudget preparation cycle,I quickly learned that prudent decisions previously made have ensured theCityofTigardisfinanciallystable inthe near term.Atthesametime,we need to focus on and emphasize long-term sustainability so we can meet and exceed our community's expectations into the future.As a growing community,thiswill requirewe investthe necessary timeand resourcesto ensurethetriple bottomlineofequity,ourenvironment,andoureconomyareatthefore- frontofall decisions. Intotal,theFY22adoptedbudgetis$392.5million,withGeneralFundexpendituresaccountingfor$37.9mil- Iion.The six-year Capital Improvement Plan totals$363.8 million of which$78.5 million is in FY22.The four themes represented throughoutthe adopted budgetallowusto build upon previous commitments which position ourcommunityfor continual success.From improving efficiencies through our enterprise-wide soft- ware conversion and saving valuable public resources with our City Facilities Consolidation,to increasing in- vestment into park maintenance and supporting the newly formed Public Safety Advisory Board,the adopted budget responsibly invests in the areas of highest need to achieve the following outcomes. 4‘ -,\ 4-2,,SZt t Y:4.1 1 etA tt1/4„. i .....,9,lit., ii i ; ,..... ' A. _ ,1 - „ : iiii... _ ...4_,_ _ __,,-: t , ,,..,.,_ ,,_ /.;,: )11,. - utconre to r ea x Downtt1 Tigard F own r: .a ' t. `�-- -. , -,..,, ..,,,,4, ,, .t li, INTRODUCTION - PAGE 9 FY 2021 -2022 BUDGET TRANSMITTAL Eliminate Racism and Enhance Equity • Increased funding for the Public Safety Advisory Board a • Install an inclusive and accessible Cook Park play structure ' , • Reinstate Community Service grant funding equivalent to Ail levels before the 2016 budget reductions • Commence design for a new,wheelchair accessible boat dock • Complete construction of Universal Plaza as a vibrant public space for all Increase Efficiency and Save Money • Continue the multi-year implementation of Total Tyler enterprise-wide software al. ` • Advance the City Facilities Consolidation project I� Improve Connectivity • Begin construction on four segments of the regional Fanno Creek Trail • Fill in sidewalk gaps on Frewing Street and begin design AMSal/ for improvements on Murdock Street Replace Aged Systems of t3 • Replace storage area networks which have outlived their 9 0 useful lives • Address vulnerabilities by replacing our intranet ► I'- it • Complete the purchase of latest technology body-worn .$ Itrj cameras for all Officers and replace vehicle-dash cameras Upgrade Infrastructure • Complete construction of Main Street Phase II improvements • Finish upgrades to the aquifer storage and recovery system,which provides emergency water supply • Commence a pipeline renewal and replacement program 11,11 to proactively upgrade aging waterlines • Start construction of a significant creek restoration and stabilization on Kruger Creek PAGE 10 - CITY OF TIGARD FY 2021-2022 BUDGET TRANSMITTAL Duringthistime,wearestillnavigatingunchartedwatersduetothesignificantimpactsofCOVID-19onourcom- munity and ourorganization.Aswedevelopedthisbudget,we recognized manyofoursmall businessesand community memberscontinuetobeaffectedbythepandemicandourlocaleconomicrecoverymaylastinto 2023and beyond.We are proceeding forward with cautious optimism because of the uncertainty caused by the pandemic. Wealsowanttothankourfederal legislativedelegationforsupportingtheAmerican RescuePlanActof 2021, which willprovidemuchneededfundingtoourcommunity.Thecitywill receive $7.5 million.Thesefundsand associated expenses have not been included in the adopted budget dueto timing ofthe new lawand our budget schedule.Wearediligentlyworkingonastrategytoinvestthesefundsforthebenefitofourcommu- nityandwill be providing a recommendation soon.This will include ensuring we are transparent in where the funds have been spent. Accompanying the adopted budgetthisyearisournew Budget in Brief.Along with a newuser-friendlyelectronic version of the budget,itwas developed to improve transparencyand provide a high-level overview of the adopt- ed budget.Thisisalsoasteptowardreducingpaperaswetransitiontoelectronicversionsofthebudget.Thankyou to our Communications Team for making this a reality. Movingforward,wewillcollectivelyembraceoursuccessesandacknowledgewherewemustimprove.Thank youto ourentireFinanceTeam,LeadershipTeam,andthemanyteammateswhoplayedanimportantroleinde- velopingthe adopted budget. I am continually impressed with everyone's commitment to improve our entire community's quality of life and ensure we are a diverse,equitable,and inclusive organization. Sincerely, , )—C (L-- Steve Rymer City Manager INTRODUCTION - PAGE 11 BUDGET IN BRIEF City of Tigard • BUDGET • IN BRIEF FY 2021-2022 tip , ; -eft i 111111r . * * o -r . or , k IP iii, Y k IV if 4-, ' ,,[i .saltN t 1. / # , ir //° N• --o!� diel" �'0°. I _..r 1:/ TIGARD 6 ;moo.. IP PAGE 12 - CITY OF TIGARD BUDGET IN BRIEF BUDGET IN BRIEF BUDGET PROCESS The City Council and teammates are committed to a budget process that is transparent, accessible,and easy to understand.Our first-ever Budget-in-Brief is a result of that commitment. 6-1-4. In this document,you will learn about the budget process including who makes the decisions EQUITY and what decisions were made for the proposed budget. You will also learn about 'where our money comes from'and'where our money goes.' `A ��N. After reading this document,we hope you have a better understanding of how the proposed budget will advance four key city initiatives—the strategic plan, ECONOMY ENVIRONMENT COVID-19 response,anti-racist actions,and system improvements for technology and financial systems. City of Tigard Mayor and City Council Members . 0. vigpf III i yy , r� i 1 f * '\_, Jason Snider Heidi Lueb John Goodhouse Liz Newton Jeanette Shaw Mayor Council President Councilor Councilor Councilor Budget Committee Members Oregon law calls for the creation of a Budget Committee,with an equal number of city councilors and citizens.In public hearing, the Budget Committee reviews the proposed budget,listens to comments from residents,revises if necessary,and approves the budget with ad valorem taxes for City Council adoption. Leah Voit, Chair Chris Bence Jim Knowlton Siobhan Chandler Timothy Cadman Kristine Mitchell (Alternate) INTRODUCTION - PAGE 13 BUDGET IN BRIEF Framework for Proposed Budget 3 PRIORITIES STRATEGIC THAT SUPPORT OUR VISION VISIONSet the standard for excellence 1 in public service and customer Tigard: An equitable experience. community that is 2 Create a well-connected, attractive, and accessible pedestrian network. walkable, healthy, and accessible for everyone. 3 Ensure development and growth support the vision. City Initiatives 0 Improving Systems Ei Implementing the Strategic Plan • Communicating well/constituent relations 4, 0• Equitable,Accessible • • City Services Buildings y , '� • Health/Climate Action % (facility planning) O * '(0 • Walkable • Replace asset management and •n• 0 financial systems • • •® J © COVID-19 4 Anti-Racism Plan & • Continuing to respond to the impact of COVID-19 Public Safety Advisory Board ifii REOPENING • Implement the anti-racism plan Au OREGON and assist with the Public t E IN TIGARD Safety Advisory Board PUBLIC SAFETY tigard-or.govlcorona ADVISORY BOARD PAGE 14 - CITY OF TIGARD BUDGET IN BRIEF Budget Highlights y 6 6.6, • Our finances are stable in the near term. aaaaaaa aaaaaaa • We are navigating uncharted waters due to COVID-19 and Key Budget Dates proceeding with cautious optimism. April 9th • The adopted budget is guided by our values and vision while Distribute Proposed Budget Document to aligning our goals and priorities. Budget Committee • The FY2022 adopted budget is$392.5 million,with General Fund Expenditures accounting for$37.9 million. April 9th-23rd • The six-year Capital Improvement Program totals Solicit community feedback on the proposed budget $363.8 million. • The adopted budget will: April 24th Budget Committee Meeting#1 . Advance equity through increased funding for the Public Safety Advisory Board and installing an inclusive and May 3th accessible Cook Park play structure. Budget Committee Meeting#2 . Increase efficiency and save money by continuing the multi-year implementation of Total Tyler software and June 8th planning for the possible consolidation of City facilities. Council adopted the budget . Replace aged equipment by completing the purchase of latest technology body-worn cameras for all Police Officers and replace vehicle-dash cameras. . Improve connectivity by constructing four segments of the regional Fanno Creek Trail and filling in sidewalk gaps on Frewing Street. . Upgrade infmJi,,,,E r by constructing Main Street Phase II improvements and starting construction of a significant cre.k,,n,,,a,.i,,,,and stabilization on Kruger Creek. i IV it •.,......v. A°Ili- .3.4‘ . ROAD 1 41C11 alailallIll r 1 1,...)0\0.‘ . 11111 (Iv lir • 7 INTRODUCTION - PAGE 15 BUDGET IN BRIEF BUDGET IN BRIEF WHERE THE MONEY COMES FROM Resources to meet the City of Tigard's obligations and service needs are derived from Transfers three primary sources:beginning fund balance, annual revenues and fund transfers. $56,556,287 Beginning Fund Balance consists of revenues 15% Beginning carried forward from previous fiscal years, Fund Balance including reserves for specific purposes $185,496,761 (e.g.,debt reserves and capital improvements) Annual Total Resources47%and monies used for cash flow. Revenues $392,515,287 Annual Revenues are those earned from city $150,462,239 operations or taxes collected during the fiscal year.The principle sources of annual revenues 38% are property taxes,utility fees and charges,and building and development fees and charges. Fund Transfers are made when individual costs are shared and supported by multiple funds. These funds pay for direct or indirect costs. Annual Revenues Breakdown Interest Earnings ANNUAL REVENUES 1.271/4 Other Property Taxes 23,265,605 Financing Sources Property Taxes Fines& 15.46% Franchise Fee Franchise Fees 6,701,356 16.81% License&Permits 17,881,070 Forfeitures 4.45% 1.48% Intergovernmental 15,735,184 Total Annual Charges for Services 56,719,220 Revenue License &Permits Fines&Forfeitures 2,229,590 $150,462,239 11.80°/o Interest Earnings 1,911,000 Charges for Special Services Other Financing Sources 25,298,270 Assessments 31.10% Special Assessments 50,000 <1% Miscellaneous 670,944 Intergovernmental TOTAL $150,462,239 Miscellaneous <10/0 10.46% PAGE 16 - CITY OF TIGARD BUDGET IN BRIEF BUDGET IN BRIEF WHERE DOES THE MONEY GO? Where do your tax dollars go? 440 160 120 40 30 _ 30 - Tigard Tualatin Washington Tualatin Valley Portland Metro Other School District County Fire& Rescue Community College + r i + —1 r ;: i .".• dwISInri;;, R. p►tr21 as.2cIaud1 . ,, Ihidll'Iliit ' '4 , 1 � - `, T1115 ROTE IS LEGAL TEBDEAi ! FOR ALL VESTS,PUBLIC ARD PRIVATE01: f B 0354275 4 F '7.1 _ ., a vd , , '.i• _ WAsmiNGTOx.I LC. B3 2 si 14' B 03542754 F $s ::-.„ . „... €1, ',.':": V-1- , ' soims • 2 (7.4.) A. .4._—.A.....4• -....,,,.... ,?,-,), ...,,, --_, . /..—;-.....,..,-- ... 4Y--.... 1 1 - 180 City of Tigard • Police • Parks & Recreations • Library • Infrastructure Your property tax bill consists of various taxing agencies all with different permanent tax rates.The City of Tigard has a permanent tax rate of$2.5131 per thousand.Compared to other municipalities in Washington County,Tigard has one of the lowest rates. INTRODUCTION — PAGE 17 BUDGET IN BRIEF BUDGET IN BRIEF • WHERE DOES THE MONEY GO? City budgetary requirements fall into three primary categories:requirements,appropriations,and operations. Requirements consist of all funds appropriated for use during the fiscal year plus reserve for future expenditures(ending fund balances),which are not appropriated and are not intended to be used.Reserve for future expenditures is the city's savings and is generally set aside for large capital projects.Money reserved for future expenditures is intended to be used in future years.If necessary,however,these reserves can be drawn upon for this fiscal year. Total Requirements Appropriations consist of funds available for use during $392,515,287 the fiscal year and include operations,debt service,capital improvements,transfers and contingencies. Reserve for Future Operations reflect the ongoing operating budget for the Expenditures delivery of services. Tota Appropriations $155,825,402 The following charts provide information about each of these $236,689,885 40% major categories. 60% REQUIREMENTS Current Expenditures Operations 89,145,119 Debt Service 9,672,764 Loan to TCDA 1,000 Capital Improvements 78,517,215 Contingency 4,200,000 Subtotal Current Expenditures $181,536,098 Fund Transfers 55,153,787 Total Appropriations $236,689,885 Reserve for Future Expenditure- $155,825,402 TOTAL $392,515,287 i PAGE 18 - CITY OF TIGARD BUDGET IN BRIEF BUDGET IN BRIEF • WHERE DOES THE MONEY GO? Appropriations Fiscal Year 2021-2022 total appropriations are$236,689,885 and consist of several subcategories of use.Of this amount, Operations,the city's operating budget,account for 38%of the total.Appropriations are also established for debt service,capital improvements,transfers between funds,and contingencies.Debt service accounts for 4%of total city appropriations and pays principal and interest on outstanding voter-approved general obligation bonds and revenue bonds. Fund Transfers 23% Contingency Total Operations 2% Appropriations 38% C $236,689,885 Capital Improvements Loan 33% to TCDA Debt <l ok Service 4% Capital improvements account for 33%of total appropriations program in one or more additional funds.Contingencies and consist of major construction or acquisition projects that account for 2%of total appropriations and are used to pay for add to or extend the life of major city facilities and assets. unexpected expenses.No money may be spent directly out of Transfers between funds total roughly 23%of appropriations. a contingency account;if needed,money must be transferred Money is transferred between funds to share resources or from contingency to another expense category by resolution of to pay expenses incurred in one fund that also benefit the the City Council. INTRODUCTION - PAGE 19 BUDGET IN BRIEF BUDGET IN BRIEF • WHERE DOES THE MONEY GO? Operations Operations are the operating budget of the city and the heart grants to social service agencies and community events.The of the city's budget.Operations pay for the day-to-day costs Public Works program consists of services that operate and of running the city and providing services to community maintain the city's infrastructure(streets,water,parks,sanitary members.Operations may be looked at from several different sewer,and stormwater).The Policy and Administration program perspectives.Each perspective provides a different view of accounts for 21%of the total operating budget and includes the use of these dollars.The following charts and descriptions the central city management,administrative functions,fleet provide three different analytical views of the city's Operations. maintenance,city facilities maintenance,finance,and computer services.The Community Development program accounts for Operations by program shows the major functional areas that 8%of the total operating budget.This program area includes make up the city's total operating budget.The largest areas building permits and inspections,and land use planning, within the operating budget are the Community Services(33%) and Public Works(36%)programs.The Community Services program consists of Police services,Library services,and city Community Development 111 8.6% Policy& Community Administration Services Total Program 33.5% 21.6% Expenditures $89,145,119 Public Works 36.3% PAGE 20 - CITY OF TIGARD BUDGET IN BRIEF BUDGET IN BRIEF • WHERE DOES THE MONEY GO? Another way of looking at the city's City operations is by department.This view Management reflects the administrative structure of the city.The largest city department is 4.2% Central Services Public Works with 36%of the budget. 6.2% Police follows with 25%of the budget, Finance and Information Services 10%, Community Development with 8%, 1/11illith ry Library with 8%,Central Services with Community 6%,City Management with 4%,the Public Works Development Mayor and City Council along with City ��'jj Attorney,Social Services and Community 36.3% �~ 8.6% Events at less than 1%each. Total Operating Budget by Department Finance & Info Services Mayor& Council 10.3% < 1% Police 25.2% City Attorney < 1% Capital Outlay Total Operations Expenditures Social Services& Community Events 2.4% $89,145,119 < 1% Finally,the third way to view the city's operations is Interdepartmental by category.Roughly,49%of the operating budget Personnel 21.4% is for Personnel Services,which are the salaries and Services Total benefits for teammates who are providing programs Operating and services to the public.Materials and Services, 49 1% Budget by supplies,professional services,small equipment, Category etc.,account for 27%of the operating budget.Capital Materials & Outlay(purchase of equipment and vehicles necessary Services to provide programs and services)accounts for about 2%of the operating budget.Finally,Interdepartmental 27 l .��ID expenses pay for services provided within the city and make up 21%of operating expenses. INTRODUCTION - PAGE 21 BUDGET IN BRIEF BUDGET IN BRIEF TIGARD AT A GLANCE �54,520 YOUR CITY ATINORK I1 Maintained , Population 169 MILES of sewer pipe. 38 810 396 4k1) / The number of combined calls Businesses VP for police assistance and officer supported with$3.5M / Maintained initiated calls in 2020. in Tigard CARES funding. / A ,687 i - Manholes. Provided $45K in Tigard AID funding ‘ 111110" to more than 230 utility customers. • MW, / eFactsFigures ° • Swept ` 346 MILES ! Partnered with 8 community RAFT of street each month. organizations to provide 0 0 I( Resident Aid Fund of Tigard ,/,.=;:::::: I in aid to Tigard residents through ' 10 o% the Resident Aid Fund of Tigard. a■ I COMPLIANCE �_ VO1 CP ■■s with drinking water standards. Saved -rte S TI(.R1) , $1 FYIILLION hH Inspected ` Filled each of the 11 and cleaned tie annually by refinancing ps ad byositionvoters inpprovethe Police 21 MILES • our water bond. Services Levy. of stormwater pipe. PAGE 22 - CITY OF TIGARD BUDGET IN BRIEF BUDGET IN BRIEF AWARDS American Public Works Association Project of the Year: , Greenfield Drive Emergency Reconstruction �0EC In November 2019,a water main ruptured on Greenfield Drive,causing flooding and damage to the roadway.The City balanced the needs of the public against safety puBo0w0R ,s considerations and project costs to come up with an optimal solution. Using a value 2020 • engineering solution during construction,the project was completed at a total cost of $323,480.Original assessments of the damage were valued at$1 million. Governmental Finance Officers Association Award for Outstanding Achievement for the Popular Annual Financial Report(PAFR) The Governmental Finance Officers Association • recognized the quality of our PAFR with the award for AWARD for OUTSTANDING outstanding achievement.We are honored to be one ACHIEVEMENT of only ten public agencies in Oregon to receive this designation.We have refined this year's PAFR to reflect Popular Annual Financial Report feedback from GFOA and our community. Government Finance Officers Association Distinguished Budget Presentation Award We received this award for publishing a budget document DISTINGUISHED BUDGET that meets program criteria as a policy document,as an operations guide,as a financial plan,and as a communication PRESENTATION device.We have met this standard since fiscal year beginning AWARD July 1,1987. INTRODUCTION - PAGE 23 STRATEGIC PLAN SUMMARY SIR - E C PRIORITIES These are the three priorities that support our vision: 1 Set the standard for excellence in public service and customer experience. 2 Create a well-connected, attractive, and accessible pedestrian network. 3 Ensure development and growth support the vision. STRATEGIC PLAN SUMMARY The purpose of the strategic plan is to provide guidance and direction for the city's priorities for the next five years,through the end of 2025. Our vision highlights where we want to go and what we want to be,while our strategic priorities point to how we are going to achieve our vision. Proactively planning provides an opportunity to grow the city in a way that is thoughtful and unique. This plan accomplishes this by leveraging and building on Tigard's existing strengths and aiming to continue to grow Tigard as a thriving, desirable place to live,work and play. This strategic plan also informs the allocation of limited city resources to both long- and short-term goals. To stay informed on the progress of the strategic plan,visit www.tigard-or.gov/strategicplan PAGE 24 - CITY OF TIGARD COUNCIL GOALS City of Tigard =ft-- 1111 Li4:021 ' [; 11**/ COACILIE 414AQ® ( oALGOMolkUN l OA URthEV t? C2 01441_5rEg 1=t E�„ o �Qv y Ty o gN�A�(aew\ENT 0 ,s rfou�+� o X��L�N�� wokw6e,rrRura O IgN\I liZO EN A-Ltr,bi P OU P- Oftrlh o gCQN Day • ' ,PaR!TM n-. A, • L 1124C r. V,OU kir WO PI 110 F- U l ONS a0 PolOgi ro Gou1 D a� H006140060 40- Pot'$E OtegY5 4 swa _ � { VLD ' L r .4i M?L,0nn r A- re F-14. GoMM I Tot gplasiaillamy NA,k5CPSR �iolV PEvE r IN U 146N1-4(771( rbpAN F-uNpir\JI: D�uvf✓R- 1 MooEl_ INTRODUCTION - PAGE 25 CITYWIDE ORGANIZATION CHART - BY PROGRAM City of Tigard :ii[l CitizensofTigard ll Mayor& City City Council Attorney I City Manager 11 I I I l Central City i [ Community I [ Finance& I Library I Police Public Works 11 Services Management Development Information Svcs. Il Il Design& Human Community Administration Administration Administration Administration Communications Resources Planning Green Team Financial Circulation Support City Recorder Risk Building Operations Services Public Works Management Reader Engineering Municipal Economic Information Services Police Court City Manager's Development Services Operations Parks Office Technical Maintenance Fleet Utility Billing Services Maintenance Recreation Contracts Property &Purchasing Storm Water Management Sanitary Sewer Street Maintenance Street Lights &Signals City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 26 - CITY OF TIGARD USERS GUIDE TO THE BUDGET DOCUMENT The budget document describes how the City of Tigard plans to meet the needs of the community. It is also a resource for residents interested in learning more about the operation of their city gov- ernment. The city budget fulfills several functions: • The budget is a communication tool. It explains the various demands, needs, con- straints, resources and opportunities it faces. It communicates the choices made and the direction in which the city is headed. • The budget is an important policy document. Through the annual budget process, city operations and processes are reviewed in a comprehensive manner. The city reviews the needs of the community, priorities and goals, and then matches resources against those needs, priorities, and goals. Resources are limited, so choices must be made. The annual budget reflects those choices. • The budget also serves as an operational guide. It identifies work programs and goals to be achieved for each city department or division in the coming fiscal year. • The budget is an accounting document. It establishes guidelines that the city uses to measure and control expenditures and to track its revenues. The budget document has been organized to assist the reader in understanding how and why the city budgets and to provide summary level information at the beginning of the budget document with more detailed information at the end. The document provides high level summary in further detail, each section of the document is also arranged in this manner. The City of Tigard's budget document is divided into the following sections: Introduction The Introduction contains the Budget Transmittal from the City Manager. This letter summarizes the major provisions that have been included in the FY 2021-22 Adopted Budget. It includes a dis- cussion of the major policy issues that were considered and major changes from last year. This section also contains what the council plans to focus on through 2021-22, providing the founda- tion and direction for many of the choices made in constructing this budget. Also included is gen- eral city information about Tigard, including a map that shows the city's boundaries. Reader's Guide Reader's Guide provides an overview of the budget process, the basis of budgeting, and the budg- et structure. This section is designed to help familiarize the reader with the city and the budget. READER'S GUIDE - PAGE 27 USERS GUIDE TO THE BUDGET DOCUMENT Budget Summary The Budget Summary is designed to give the reader an overall view of the entire city budget. This section contains summary charts and information to provide a one-stop picture of the budg- et. These high-level summaries provide an easy reference for overall city trends and conditions. This section also presents the Comprehensive Long Term Financial Forecast. The Financial Fore- cast projects city revenues and expenses for major operational areas of the city over the next six years, based on current conditions. The city uses the forecast to identify future trends, needed corrective action, and to forecast the success of current financial efforts. Revenue Analysis The Revenue Analysis section contains information about the city's primary sources of revenue across all funds. This section explains Oregon's property tax system and summarizes the City of Tigard's property tax revenues and assessed valuation. This section also provides historical trend information for each of the city's major revenue categories. Program Summaries The city's operating budget is organized by major functional program areas: Community Services, Public Works, Community Development and Policy and Administration. Each functional area con- tains one or more operating departments or budget units. The Program Summaries section pro- vides detailed information for each program area by department and budget unit. The infor- mation in this section includes a program-level narrative and summary expenditures and author- ized position counts. The Program sections include a narrative for each budget division presenting the long term results the unit is working to achieve, a description of the unit's services and activities, FY 2021-22 goals, and major highlights of the unit's budget. Community Services Program Community Services includes budget appropriations and explanatory material for the Community Services Program. The Community Services Program includes Police, Library and Social Services and Community Events. Public Works Program Public Works section includes budget appropriations and explanatory material for the Public Works Program. The Public Works Program includes Public Works Administration, Engineering, Parks Maintenance, Recreation, Sanitary Sewer, Stormwater, Street Maintenance, Street Lights and Signals, and Water. PAGE 28 - CITY OF TIGARD USERS GUIDE TO THE BUDGET DOCUMENT Community Development Program Community Development section includes budget appropriations and explanatory material for the Community Development Program which includes Community Development Planning, Building and Economic Development. Policy and Administration Program Policy and Administration section includes budget appropriations and explanatory material for the Mayor and Council, City Attorney, City Management, Central Services and Finance and Information Services. Capital Improvement Plan This section provides information about the city's six-year capital improvement program. It in- cludes information about major construction and capital acquisition projects that are planned dur- ing FY 2021-22 as well as projections of capital needs over the following four years. Debt Service The Debt Service section presents information on the City of Tigard's outstanding long term debt. This section shows current and future debt service requirements, calculations of debt ratios, the comparison to statutory debt limitations, and debt service schedules. Fund Summaries The Fund Summaries section shows the city's fund structure and detailed fund reconciliations for each fund managed by the city. A fund is a self-balancing set of accounts and is used to track rev- enues and expenditures for specific operations. Under Oregon law and "accounting principles generally accepted in the United States of America," revenues and expenditures of individual funds may not be co-mingled. This section shows current and historical information on the resources and requirements of each of the city's funds. Appendix The Appendix section contains a variety of other budget-related information to assist the reader, such as salary schedules, staffing summary, the city's financial policies, and a glossary of terms used in the budget. This section also includes a listing of advisory board and committee members. READER'S GUIDE - PAGE 29 BUDGET PROCESS The annual budget begins several months prior to adoption. In November staff completes a six year forecast of all revenues, expenditures and fund balances. The forecast takes the budget and known future changes in fees, technology, laws and impact of capital construction on operating costs. The forecast does not assume future decisions in staffing levels or proposed programs. By producing a forecast on known items, it allows the city to see the size of decisions that need to be made. As the city works through the budget process in the following months, the forecast is con- tinually updated. The City Manager reviews the forecasts for all funds and directs which future expenditures must be postponed or eliminated to ensure a stable financial future, but still provide the necessary re- sources to continue to provide current services at the same level of service in the future and ac- complish city goals that are set by council in December. Budget parameters and guidelines for the coming fiscal year are set in relation to the finalized six year forecast. Guidelines can include the number of additional or reduced staffing allowed in the budget requests, changes in programs, equipment replacement, etc. In January, department staff prepares their requested budgets to fulfill City Council goals set for the coming year. These goals and the necessary resources to accomplish them are included in the budget requests and may re- quire adjustments to the forecast and budget guidelines. After departments submit their requested budgets, Finance staff, and the City Manager reviews the requests and meets with the departments to discuss the requests and obtain additional infor- mation to assist with their analysis. In March and April, Finance staff finalizes their budget analyses and meets with the City Manager and department directors to review the requests. The City Man- ager makes decisions on the requested budgets, which are then incorporated into the proposed budget. In April, the City Manager presents the proposed budget to the Budget Committee. The Budget Committee, in accordance with Oregon Budget Law, is made up of the City Council and an equal number of Tigard resident members. In Tigard's case, the Budget Committee is comprised of the Mayor, four council members, and five residents. All budget meetings are open to the public and are required to be advertised. At each budget meeting, time for public comment and input is pro- vided. After all input has been received, the Budget Committee approves the budget with any changes and forwards it to the City Council for adoption. In June, the City Council holds another public hearing to allow for additional public comment. Af- ter the public hearing, the approved budget is adopted by City Council resolution. The adopted budget takes effect on July 1. According to Oregon Budget Law, a budget must be adopted prior to July 1. PAGE 30 - CITY OF TIGARD BUDGET PROCESS Budget Timeline • Finance staff updates the six year revenue and expenditure forecasts and sets growth trends and baselines. • City Manager reviews forecasts and sets guidelines and policy. November • City Council establishes goals for the year. • Finance staff prepares budget instructions, provides training as required, and dis- tributes budget guidelines to department staff. • Departments prepare budget requests for review by Finance staff. December- • Finance staff reviews requests and prepares budget analysis. January • Departments and Finance staff review budget requests • The six year forecast is updated based on requested budget amounts and projec- tions for the current fiscal year. February • Requested budgets and budget analyses are submitted to the City Manager. Budg- et discussions between the City Manager, department directors, and Finance staff take place. • Finance staff updates six year forecast based on proposed budget. March April • The proposed budget document is produced by Finance staff. • Budget Committee meetings are advertised. • The City Manager's proposed budget is submitted to the Budget Committee. Pub- lic meetings are held to present the proposed budget to the Budget Committee to discuss and to allow community comment. The Budget Committee makes changes and then approves the budget before forwarding it to the City Council for adop- April-May tion. • Finance staff updates six year forecast based on approved budget and revised pro- jections for current fiscal year revenues and expenditures. • Public Hearing Notice for Budget Adoption is advertised. • A public hearing before City Council is held to allow the community to comment on the approved budget. After the public hearing, the Approved Budget is adopted by June City Council resolution. • Finance staff updates six year forecast based on adopted budget. July • The adopted budget document is produced by Finance staff. • The adopted budget takes effect. READER'S GUIDE - PAGE 31 BUDGET PROCESS Budget Revision Procedures Oregon Local Budget Law establishes procedures to revise the budget as events occur after budget adoption. The type of event determines the procedures to be followed. Budget Amendment The adopted budget appropriates contingencies in several funds. As allowed by Oregon Local Budget Law, contingencies cannot be used unless transferred to a specific appropriation by Council Resolution amending the budget. Budget amendments during a fiscal year cannot exceed 10% of fund appropriations without ap- proval of a supplemental budget. However, the City of Tigard elects to have a council hearing for all changes in fund appropriations, regardless of size. Supplemental Budgets In accordance with Oregon Local Budget Law, a supplemental budget is required to appropriate increased resources within a fund (except for gifts, grants, and donations), or if total budget amendments in a fund exceed 10% of the original adopted appropriations. If at least ten taxpayers make a written request within ten days of the notice, the council must refer the supplemental budget to the Budget Committee prior to consideration and action. PAGE 32 - CITY OF TIGARD BASIS OF BUDGETING The basis of budgeting is largely the same as the basis of accounting with a few exceptions. Budgets are prepared in accordance with the modified accrual basis of accounting for Governmen- tal Fund Types. Proprietary Fund Type budgets follow the accrual basis of accounting, with the exception that depreciation is not shown as a budgetary expense. Proprietary funds also accrue compensated absences when incurred and become a fund liability. In the governmental funds, compensated absences are paid from current resources and are reported as an expenditure in the year they are paid. And finally, both governmental and proprietary funds show debt service pro- ceeds as a resource and debt service payments as an expense under the budgetary basis of ac- counting. Activities of the general fund, special revenue funds, debt service funds, capital project funds, en- terprise funds, and internal service funds are included in the annual appropriated budget. Annual appropriations lapse at the end of each fiscal year (June 30). The level of budgetary control (that is, the level at which expenditures cannot legally exceed the appropriated amount), is established at the program level within each individual fund. The city maintains an encumbrance accounting system as one technique of accomplishing budgetary control. 4 iCI1+, 4-14,6;41 , walk ti `�' t F b' .1:,:s l°yVal ! ti. , r _` here ,,4,. r 46 I begins f ' 71. r4 4• . + F . T9 ♦ 1zV-*' `,-1`. '.7::;,./t-t,-.1T 0"'4...\<tk k 4.` ..:',I'Ski...V-4Z'. 7h,-..:. ;IZ!!•,..A,4,‘,. Y r Tigard City Council adopted a Strategic Plan to make Tigard the most walkable city in the Pacific NW where people of all ages and abilities enjoy healthy and interconnected lives. In honor and celebration of this goal, the city hosts walking events that feature different parts of the city and share new and interesting places to walk that residents might not know about. READER'S GUIDE - PAGE 33 FUND STRUCTURE The City of Tigard uses various funds to account for its revenues and expenditures. A fund is de- fined as a fiscal and accounting entity with a self-balancing set of accounts. Also, funds are cate- gorized by fund type as defined by generally accepted accounting principles (GAAP) and Oregon Budget Law. The revenues in each fund may be spent only for the purpose specified by the fund. For example, the revenues in the Water Fund may be used only for purposes related to water operations. How- ever, the General Fund is the primary exception to this rule. The General Fund is used to account for general-purpose revenues and operations of the city. City operations budgeted in the General Fund include, Police, Library , Parks, Planning and Mayor and Council. In FY 2021-22, the city will use the following fund types: • General: account for resources not accounted for in other funds. These resources sup- port most central business services, public safety services, cultural/leisure services and some public development services. • Enterprise: account for goods or services which are provided on a continuing basis to the general public and are financed primarily through user charges. Enterprise funds in Tigard include: Sanitary Sewer, Stormwater, Water, Water CIP, Water Debt Service, Wa- ter Quality/Water Quantity, and Water SDC. • Special Revenue: account for restricted resources designated for specific uses. In Tigard, these funds are Building, City Gas Tax, Criminal Forfeiture, Electrical Inspection, Gas Tax, Library Donation and Bequests, Parks Bond, Parks SDC, Park Utility, Police Levy, Street Maintenance, Transient Lodging Tax, Transportation Development Tax, Transpor- tation SDC, Underground Utility and Urban Forestry. • Debt Service: account for the accumulation of resources for the payment of debt prin- cipal and interest. Bancroft debt service and general obligation debt service fall into this category. • Capital Funds: account for financial resources for the acquisition, construction and maintenance of capital facilities. These funds include Facilities Capital Projects, Parks Capital and Transportation CIP. • Internal Service: Account for goods or services provided internally from one depart- ment to another. The Central Services Fund, Fleet and Property Management Fund, Public Works Admin Fund, Public Works Engineering Fund, and Insurance Fund are the five internal service funds in Tigard. A Summary of All Funds is provided in the Budget Summary section to show a summary of each of the funds resources and requirements as budgeted and more detailed breakdown is shown in the Fund Summaries section. Resources include beginning fund balances, current revenues and trans- fers in from other funds. Requirements include operating expenditures, debt service, loans, capital improvements, transfers out to other funds contingencies and ending fund balances or reserves. The FY 2021-22 budget is a balanced budget where total resources equal total requirements in each fund. Program Budget Structure The city adopts and manages its budget by program. Each program is an aggregation of depart- ments and their divisions that are similar in nature or function. PAGE 34 - CITY OF TIGARD FUND STRUCTURE Program Department Division Administration Police Operations Support Services Community Ser- Administration Readers' Services vices Library Technical Services Circulation Social Services Social Services/Community Events Community Events Administration Engineering Parks Maintenance Recreation Public Works Public Works Sanitary Sewer Streets Stormwater Water Street Lights & Signals Community Planning Community Devel- Building opment Community Development Economic Development City Attorney City Attorney City Manager's Office City Management Human Resources Risk Mana ement Mayor and Council Mayor ancrouncil Policy and Admin- Design/Communications istration City Recorder/Records Municipal Court Central Services Property Management Fleet Maintenance Administration Financial Operations Finance and Information Services UtiioBechg Informationy n TTechnology Contracts and Purchasing READER'S GUIDE - PAGE 35 PROGRAM BUDGET STRUCTURE A breakdown of each of these programs, departments, and budget units' expenditures can be found in the individual program sections. In addition to the operating programs, the budget includes the following functions: • Debt Service includes appropriations for interest and principal on all types for debt, i.e. general obligation, local improvement districts, loans and both short term and long- term debt for construction projects. • Loans to the Town Center Development Agency (TCDA), the city's urban renewal dis- trict, are for catalyst projects in the downtown and Tigard Triangle plans. As the Urban Renewal District generates more tax increment financing revenues in the future, it will be able to finance its own projects. Until then, the city may loan monies to the TCDA, which will be repaid as outlined in the intergovernmental agreement between the two entities. • Capital Improvement includes appropriations for all major construction project expend- itures. Capital improvement projects are included in the long range plan for city facili- ties and infrastructure. • Transfers will be made between funds when the revenue received in one fund for an expense that occurs in another fund or when city functions have more than one funding source. Another primary reason for transfers is for a fund to pay for services provided by another fund. • Contingency includes allowance for unforeseen needs that have not been planned for in the current budget and some reserves. Contingency can only be accessed by City Council resolution. City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 36 - CITY OF TIGARD BEGINNING FUND BALANCES Beginning Fund Balances $185,496,761 ■ Internal Services Funds 4% ■ O - Funds • Debt Service Funds! • Capital Project Funds 4% 2% For the 2021-2022 Fiscal Year, the total beginning fund balance of all city funds is projected to be $185,496,761. The above chart breaks this total out into the following funds: General Fund, Enterprise Funds, Capital Project Funds, Special Revenue Funds, Debt Funds, and Internal Service Funds. The General Fund beginning fund balance is projected to be $29.0 million for fiscal year 2021-2022. A beginning fund balance is maintained to provide cash flow for specific operations until current year revenues are received. In the General Fund, enough beginning fund balance needs to be held in order to make payroll and pay bills until property tax collections arrive in November. The amount needed is roughly 25% of the operating budget. In addition, the fund balance provides funding sta- bility to meet the city's needs projected in the Six Year Financial Forecast. The largest portion of the beginning fund balances is made up of $76.8 million in the Enterprise Funds. These funds are dedicated to the operation, maintenance, and capital investment of the city's sanitary sewer, storm water, and drinking water systems. The overall fund balance of the En- terprise Funds will decrease for next few years as the city works on the Aquifer Storage and Recov- ery Wells, Bull Mountain Road Water Pipeline Project and Cach Reservoir and Pump Station Design as well as the Kruger Creek & Red Rock Creek Stabilization projects. The fund balance will continue to decline as those projects near completion and payments are made. BUDGET SUMMARY - PAGE 37 BEGINNING FUND BALANCES The Capital Project Funds have a budget FY 2021-2022 combined beginning fund balance of $4.0 million for parks development, transportation, and facilities capital improvement projects. The purpose of the capital project funds is to provide a single fund in effort to better track the expend- itures related to the projects. The Capital Funds receive transfers from various funds to cover the cost of projects, and, as such, the fund balance of these capital project funds should stay low. Special Revenue Funds combine for a beginning fund balance of $60.0 million in 2021-2022. Spe- cial Revenue Funds include the Gas Tax Funds, Transient Lodging Tax Fund, Parks Utility Fund, Ur- ban Forestry Fund, Building Fund, Electrical Inspection Fund, and Criminal Forfeiture Fund. In FY 2020-2021, the city created the Police Levy Fund. We are projecting overall combined fund bal- ance of the Special Revenue Funds to be steady. While expansions in Tigard, such as River Terrace, will continue to occur, the funds projected to be expended to build needed infrastructures for the next few years will be significantly similar to the funds developers will be contributing toward the Special Revenue Fund. The city has two debt funds, General Obligation Debt Service Fund and the Bancroft Bond Debt Service Fund. With a combined beginning fund balance of $7.9 million, these funds are specifically dedicated to the retirement of both General Obligation and Bancroft debt outstanding. The city's Internal Service Funds provide services to other city departments on a reimbursable ba- sis. They have a combined beginning fund balance of $7.8 million for the FY 2021-2022. A signifi- cant portion of this fund balance is in the Insurance Fund. This fund provides coverage for losses unfunded by traditional insurance policies, management of insurance/claim activity, and reduction of significant liability exposures. PAGE 38 - CITY OF TIGARD FUND BALANCE SUMMARY BY FUND The schedule below outlines the budgeted reserves of the city anticipated at the end of FY 2020- 2021, as well as information on the prior three years of history. General Fund Reserves shows a modest increase and overall reserves for the city are steady. %Change FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 from Funds Actual Actual Revised Proposed Approved Adopted Revised General Fund 23,347,314 27,101,374 25,486,587 28,069,445 28,069,445 28,037,055 10_01% Total General Fund $23,347,314 $27,101,374 $25,486,587 $28,069,445 $28,069,445 $28,037,055 10_01% Sanitary Sewer Fund 6,295,016 7,524,669 5,742,556 6,877,490 6,864,490 6,804,490 18A9°/ Stormwater Fund 7,783,542 8,083,534 5,595,480 5,739,177 5,626,177 5,566,177 -0.52% Water Quality/Quantity Fund 1,288,839 1,321,763 1,033,439 765,913 765,913 765,913 -25.89% Water Fund 35,251,281 41,086,413 28,289,772 32,446,757 31,095,757 31,095,757 9.92% Water SDC Fund 12,903,512 15,756,218 10,784,514 7,813,132 7,788,132 7,788,132 -27.78% Water CIP Fund 1,478,024 1,361,065 1,671,726 1,850,125 1,850,125 1,850,125 10.67% Water Debt Service Fund 7,140,649 7,296,943 6,974,649 7,208,579 7,208,579 7,208,579 335% Total Enterprise Funds $72,140,862 $82,430,604 $60,092,136 $62,701,172 $61,199,172 $61,079,172 1.64°/ Gas Tax Fund 4,149,375 4,884,815 3,105,693 4,560,533 4,560,533 4,560,533 46.84% City Gas Tax Fund 2,178,405 2,674,996 2,324,546 1,814,908 1,814,908 1,814,908 -21.92% Transient Lodging Tax Fund 519,802 825,169 806,525 841,353 841,353 841,353 432% Construction Excise Tax Fund 0 114,948 74,000 223,427 223,427 223,427 201.93% Electrical Inspection Fund 377,496 413,065 501,968 531,170 531,170 531,170 5.82% Building Fund 8,490,519 9,659,116 11,909,584 12,512,918 12,512,918 12,512,918 5.07% Criminal Forfeiture Fund 327,965 517,761 9,266 309,394 309,394 309,394 3239.02% Urban Forestry Fund 1,037,487 1,095,751 837,040 883,316 883,316 883,316 5.53% Parks Utility Fund 1,458,736 2,315,638 3,826,445 2,011,851 1,981,851 1,981,851 -4821°/ Police Levy Fund 0 0 44,371 262,545 262,545 257,495 48032% Transportation Development Tax 11,607,601 13,706,330 13,709,909 15,039,486 15,004,236 15,004,236 9.44% Underground Utility Fund 449,550 555,529 693,520 786,269 786,269 786,269 13.37% Sheet Maintenance Fund 2,287,746 2,523,429 2,257,779 2,848,397 2,848,397 2,848,397 2616% Transportation SDC Fund 7,588,683 9,072,056 5,595,031 2,720,214 1,919,964 1,919,964 -65.68% Parks Bond Fund 807,401 827,185 236 2,315 2,315 2,315 880.93% Parks SDC Fund 10,798,917 12,137,558 5,367,349 5,573,915 4,122,915 4,122,915 -23.19°/ Library Donations and Bequests Fund 590,078 604,156 416,078 366,906 366,906 366,906 -11.82% Total Special Revenue Funds $52,669,761 $61,927,502 $51,479,340 551,288,917 $48,972,417 $48,967,367 -4.88% Central Services Fund 2,080,411 2,455,676 2,024,886 1,328,740 1,328,740 1,328,740 -34.38% Public Works Admin Fund 452,522 515,591 339,585 372,972 372,972 372,972 9.83°/ Public Works Engineering Fund 1,364,070 1,761,203 1,983,685 2,536,447 2,536,447 2,536,447 27.87% Fleet/Property Management Fund 633,955 811,238 872,037 807,013 807,013 807,013 -7.46% Insurance Fund 1,540,036 1,549,050 1,093,250 1,174,247 1,174,247 1,174,247 7.41°/ Total Internal Services Funds $6,071,027 $7,092,758 $6,313,443 $6,219,419 $6,219,419 $6,219,419 -L49% Bancroft Debt Service Fund 67,981 100,811 149,881 264,136 264,136 264,136 7623% General Obligation Debt Service Fund 1,510,970 7,719,550 1,715,736 8,086,348 8,086,348 8,033,948 368.25% Total Debt Service Funds $1,578,951 $7,820,362 $1,865,617 $8,350,484 $8,350,484 $8,298,084 344.79% Facilities Capital Projects Fund 929,921 901,557 404,929 1,489,280 1,489,280 1,489,280 267.79% Parks Capital Fund 356,492 -653,181 432,919 12,500 12,500 12,500 -97.11°/ Transportation CIP Fund 833,989 1,538,879 923,402 1,722,526 1,722,526 1,722,526 86.54% Total Capital Project Funds $2,120,402 $1,787,256 $1,761,250 $3,224,306 $3,224,306 $3,224,306 83.07% Total Revenue $157,928,318 $188,159,856 $146,998,373 $159,853,742 $156,035,242 $155,825,402 6.00% BUDGET SUMMARY - PAGE 39 ENDING FUND RESERVES SUMMARY BY FUND The schedule below outlines the budgeted reserves of the city anticipated at the end of FY 2020- 2021, as well as information on the prior three years of history. General Fund Reserves shows a modest increase and overall reserves for the city are steady. %Change FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 from Funds Actual Actual Revised Proposed Approved Adopted Revised General Fund 23,347,314 27,101,374 25,486,587 28,069,445 28,069,445 28,037,055 10.01% Total General Fund $23,347,314 $27,101,374 $25,486,587 $28,069,445 $28,069,445 $28,037,055 10.01% Sanitary Sewer Fund 6,295,016 7,524,669 5,742,556 6,877,490 6,864,490 6,804,490 18.49% Stormwater Fund 7,783,542 8,083,534 5,595,480 5,739,177 5,626,177 5,566,177 -0.52% Water Quality/Quantity Fund 1,288,839 1,321,763 1,033,439 765,913 765,913 765,913 -25.89% Water Fund 35,251,281 41,086,413 28,289,772 32,446,757 31,095,757 31,095,757 9.92% Water SDC Fund 12,903,512 15,756,218 10,784,514 7,813,132 7,788,132 7,788,132 -27.78% Water CIP Fund 1,478,024 1,361,065 1,671,726 1,850,125 1,850,125 1,850,125 10.67% Water Debt Service Fund 7,140,649 7,296,943 6,974,649 7,208,579 7,208,579 7,208,579 3.35% Total Enterprise Funds $72,140,862 $82,430,604 $60,092,136 $62,701,172 $61,199,172 $61,079,172 1.64% Gas Tax Fund 4,149,375 4,884,815 3,105,693 4,560,533 4,560,533 4,560,533 46.84% City Gas Tax Fund 2,178,405 2,674,996 2,324,546 1,814,908 1,814,908 1,814,908 -21.92% Transient Lodging Tax Fund 519,802 825,169 806,525 841,353 841,353 841,353 4.32% Construction Excise Tax Fund 0 114,948 74,000 223,427 223,427 223,427 201.93% Electrical Inspection Fund 377,496 413,065 501,968 531,170 531,170 531,170 5.82% Building Fund 8,490,519 9,659,116 11,909,584 12,512,918 12,512,918 12,512,918 5.07% Criminal Forfeiture Fund 327,965 517,761 9,266 309,394 309,394 309,394 3239.02% Urban Forestry Fund 1,037,487 1,095,751 837,040 883,316 883,316 883,316 5.53% Parks Utility Fund 1,458,736 2,315,638 3,826,445 2,011,851 1,981,851 1,981,851 -48.21% Police Levy Fund 0 0 44,371 262,545 262,545 257,495 480.32% Transportation Development Tax 11,607,601 13,706,330 13,709,909 15,039,486 15,004,236 15,004,236 9.44% Underground Utility Fund 449,550 555,529 693,520 786,269 786,269 786,269 13.37% Street Maintenance Fund 2,287,746 2,523,429 2,257,779 2,848,397 2,848,397 2,848,397 26.16% Transportation SDC Fund 7,588,683 9,072,056 5,595,031 2,720,214 1,919,964 1,919,964 -65.68% Parks Bond Fund 807,401 827,185 236 2,315 2,315 2,315 880.93% Parks SDC Fund 10,798,917 12,137,558 5,367,349 5,573,915 4,122,915 4,122,915 -23.19% Library Donations and Bequests Fund 590,078 604,156 416,078 366,906 366,906 366,906 -11.82% Total Special Revenue Funds $52,669,761 $61,927,502 $51,479,340 $51,288,917 $48,972,417 $48,967,367 -4.88% Central Services Fund 2,080,411 2,455,676 2,024,886 1,328,740 1,328,740 1,328,740 -34.38% Public Works Admin Fund 452,522 515,591 339,585 372,972 372,972 372,972 9.83% Public Works Engineering Fund 1,364,070 1,761,203 1,983,685 2,536,447 2,536,447 2,536,447 27.87% Fleet/Property Management Fund 633,955 811,238 872,037 807,013 807,013 807,013 -7.46% Insurance Fund 1,540,036 1,549,050 1,093,250 1,174,247 1,174,247 1,174,247 7.41% Total Internal Services Funds $6,071,027 $7,092,758 $6,313,443 $6,219,419 $6,219,419 $6,219,419 -1.49% PAGE 40 - CITY OF TIGARD ENDING FUND RESERVES SUMMARY BY FUND %Change FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 from Funds Actual Actual Revised Proposed Approved Adopted Revised Bancroft Debt Service Fund 67,981 100,811 149,881 264,136 264,136 264,136 76.23% General Obligation Debt Service Fund 1,510,970 7,719,550 1,715,736 8,086,348 8,086,348 8,033,948 36825% Total Debt Service Funds $1,578,951 $7,820,362 $1,865,617 $8,350,484 $8,350,484 $8,298,084 344.79% Facilities Capital Projects Fund 929,921 901,557 404,929 1,489,280 1,489,280 1,489,280 267.79% Parks Capital Fund 356,492 -653,181 432,919 12,500 12,500 12,500 -97.11% Transportation CIP Fund 833,989 1,538,879 923,402 1,722,526 1,722,526 1,722,526 86.54% Total Capital Project Funds $2,120,402 $1,787,256 $1,761,250 $3,224,306 $3,224,306 $3,224,306 83.07% Total Revenue $157,928,318 $188,159,856 $146,998,373 $159,853,742 $156,035,242 $155,825,402 6.00% BUDGET SUMMARY - PAGE 41 SUMMARY OF ALL FUNDS General Fund Gas Tax Fund City Gas Tax Transient Electrical Building Fund Fund Lodging Tax Inspection Fund Fund RESOURCES Beginning Fund Balance 29,041,365 5,649,379 3,022,220 714,638 473,312 11,404,350 Taxes 18,452,556 0 0 0 0 0 Franchise fees 6,701,356 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 1,132,119 65,965 0 0 305,825 3,533,704 Intergovernmental 7,316,572 4,613,760 806,000 370,978 0 8,281 Charges for Services 242,743 0 0 0 0 7,000 Fines&Forfeitures 2,128,301 0 0 0 0 0 Interest Earnings 300,675 61,800 29,025 3,600 6,300 112,875 Miscellaneous 356,432 62,818 0 0 0 500 Other Financing Sources 0 0 0 0 0 0 Total Revenues 36,630,754 4,804,343 835,025 374,578 312,125 3,662,360 Transfers In 244,000 283,500 0 0 0 250,000 TOTAL RESOURCES 65,916,119 10,737,222 3,857,245 1,089,216 785,437 15,316,710 REQUIREMENTS Program Expenditures 33,504,350 3,509,585 0 0 0 2,653,792 Debt Service 0 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 1,000 0 0 0 0 0 Capital Improvement 0 0 0 0 0 0 Transfers Out 2,773,714 2,467,104 2,042,337 247,863 254,267 0 Contingency 1,600,000 200,000 0 0 0 150,000 Total Budget 37,879,064 6,176,689 2,042,337 247,863 254,267 2,803,792 Reserve for Future Exp 28,037,055 4,560,533 1,814,908 841,353 531,170 12,512,918 TOTAL REQUIREMENTS 65,916,119 10,737,222 3,857,245 1,089,216 785,437 15,316,710 PAGE 42 - CITY OF TIGARD SUMMARY OF ALL FUNDS Criminal Urban Forestry Parks Utility Bancroft Debt General Facilities Forfeiture Fund Fund Fund Service Fund Obligation Capital Projects Debt Service Fund RESOURCES Beginning Fund Balance 570,840 994,004 2,079,743 182,711 7,724,691 1,375,150 Taxes 0 0 0 0 2,749,907 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 50,000 0 0 Licenses and Permits 0 0 2,406,398 0 0 0 Intergovernmental 0 0 0 0 0 0 Charges for Services 0 0 90,750 0 0 0 Fines&Forfeitures 101,289 0 0 0 0 0 Interest Earnings 0 26,400 2,475 31,425 27,750 14,175 Miscellaneous 0 15,000 0 0 0 0 Other Financing Sources 0 0 0 0 0 25,298,270 Total Revenues 101,289 41,400 2,499,623 81,425 2,777,657 25,312,445 Transfers In 0 0 2,437,500 0 0 7,450,000 TOTAL RESOURCES 672,129 1,035,404 7,016,866 264,136 10,502,348 34,137,595 REQUIREMENTS Program Expenditures 362,719 0 4,604,613 0 0 0 Debt Service 0 0 0 0 2,468,400 0 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 0 Capital Improvement 0 0 0 0 0 32,648,270 Transfers Out 16 152,088 105,402 0 0 45 Contingency 0 0 325,000 0 0 0 Total Budget 362,735 152,088 5,035,015 0 2,468,400 32,648,315 Reserve for Future Exp 309,394 883,316 1,981,851 264,136 8,033,948 1,489,280 TOTAL REQUIREMENTS 672,129 1,035,404 7,016,866 264,136 10,502,348 34,137,595 BUDGET SUMMARY - PAGE 43 SUMMARY OF ALL FUNDS Transportation Underground Street Transportation Parks Capital Parks Bond Development Utility Fund Maintenance SDC Fund Fund Fund Tax Fund RESOURCES Beginning Fund Balance 14,939,678 676,999 2,886,199 6,489,549 650,000 836,500 Taxes 0 0 0 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 2,047,119 124,000 3,233,984 701,855 0 0 Intergovernmental 0 0 0 0 151,945 0 Charges for Services 0 0 0 0 0 0 Fines&Forfeitures 0 0 0 0 0 0 Interest Earnings 190,425 6,375 22,575 108,000 0 0 Miscellaneous 0 0 0 0 0 0 Other Financing Sources 0 0 0 0 0 0 Total Revenues 2,237,544 130,375 3,256,559 809,855 151,945 0 Transfers In 0 0 0 104,700 8,977,500 0 TOTAL RESOURCES 17,177,222 807,374 6,142,758 7,404,104 9,779,445 836,500 REQUIREMENTS Program Expenditures 0 0 0 0 0 0 Debt Service 0 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 0 Capital Improvement 0 0 2,840,000 0 9,766,945 0 Transfers Out 2,172,986 21,105 454,361 5,484,140 0 834,185 Contingency 0 0 0 0 0 0 Total Budget 2,172,986 21,105 3,294,361 5,484,140 9,766,945 834,185 Reserve for Future Exp 15,004,236 786,269 2,848,397 1,919,964 12,500 2,315 TOTAL REQUIREMENTS 17,177,222 807,374 6,142,758 7,404,104 9,779,445 836,500 PAGE 44 - CITY OF TIGARD SUMMARY OF ALL FUNDS Parks SDC Transportation Sanitary Sewer Stormwater Water Water Fund Fund CIP Fund Fund Fund Quality/Quantity Fund RESOURCES Beginning Fund Balance 7,798,824 1,947,526 7,592,586 7,636,541 1,084,563 37,914,231 Taxes 0 0 0 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 1,495,466 0 92,200 0 2,000 0 Intergovernmental 0 1,864,279 0 0 0 0 Charges for Services 0 0 3,412,921 5,653,512 0 26,197,790 Fines&Forfeitures 0 0 0 0 0 0 Interest Earnings 158,325 0 82,725 104,925 19,350 375,525 Miscellaneous 0 0 42,100 5,000 0 50,000 Other Financing Sources 0 0 0 0 0 0 Total Revenues 1,653,791 1,864,279 3,629,946 5,763,437 21,350 26,623,315 Transfers In 180,000 11,180,221 0 1,395,000 0 25,000 TOTAL RESOURCES 9,632,615 14,992,026 11,222,532 14,794,978 1,105,913 64,562,546 REQUIREMENTS Program Expenditures 0 0 2,654,197 3,828,774 0 10,646,000 Debt Service 0 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 0 Capital Improvement 0 13,269,500 100,000 4,777,500 0 25,000 Transfers Out 5,509,700 0 1,463,846 347,528 340,000 22,320,789 Contingency 0 0 200,000 275,000 0 475,000 Total Budget 5,509,700 13,269,500 4,418,043 9,228,802 340,000 33,466,789 Reserve for Future Exp 4,122,915 1,722,526 6,804,490 5,566,177 765,913 31,095,757 TOTAL REQUIREMENTS 9,632,615 14,992,026 11,222,532 14,794,978 1,105,913 64,562,546 BUDGET SUMMARY - PAGE 45 SUMMARY OF ALL FUNDS Water SDC Water CIP Water Debt Central Public Works Public Works Fund Fund Service Fund Services Fund Admin Fund Engineering Fund RESOURCES Beginning Fund Balance 13,494,585 1,850,125 7,199,943 2,821,865 492,603 2,155,989 Taxes 0 0 0 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 1,870,435 0 0 0 0 870,000 Intergovernmental 0 0 0 0 0 153,369 Charges for Services 0 0 0 12,428,617 2,511,309 3,420,918 Fines&Forfeitures 0 0 0 0 0 0 Interest Earnings 193,650 0 0 0 0 0 Miscellaneous 0 0 0 90,000 0 5,094 Other Financing Sources 0 0 0 0 0 0 Total Revenues 2,064,085 0 0 12,518,617 2,511,309 4,449,381 Transfers In 0 15,090,000 7,213,000 1,025,710 32,446 667,710 TOTAL RESOURCES 15,558,670 16,940,125 14,412,943 16,366,192 3,036,358 7,273,080 REQUIREMENTS Program Expenditures 0 0 0 14,537,452 2,533,386 4,586,633 Debt Service 0 0 7,204,364 0 0 0 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 0 Capital Improvement 0 15,090,000 0 0 0 0 Transfers Out 7,770,538 0 0 0 5,000 0 Contingency 0 0 0 500,000 125,000 150,000 Total Budget 7,770,538 15,090,000 7,204,364 15,037,452 2,663,386 4,736,633 Reserve for Future Exp 7,788,132 1,850,125 7,208,579 1,328,740 372,972 2,536,447 TOTAL REQUIREMENTS 15,558,670 16,940,125 14,412,943 16,366,192 3,036,358 7,273,080 PAGE 46 - CITY OF TIGARD SUMMARY OF ALL FUNDS Fleet/Property Insurance Fund Library Construction Police Levy Total All Funds Management Donations and Excise Tax Fund Fund Bequests Fund Fund RESOURCES Beginning Fund Balance 965,011 1,384,933 457,156 666,000 322,952 185,496,761 Taxes 0 0 0 0 2,063,142 23,265,605 Franchise fees 0 0 0 0 0 6,701,356 Special Assessments 0 0 0 0 0 50,000 Licenses and Permits 0 0 0 0 0 17,881,070 Intergovernmental 0 0 0 450,000 0 15,735,184 Charges for Services 2,753,660 0 0 0 0 56,719,220 Fines&Forfeitures 0 0 0 0 0 2,229,590 Interest Earnings 0 19,875 9,750 3,000 0 1,911,000 Miscellaneous 5,000 39,000 0 0 0 670,944 Other Financing Sources 0 0 0 0 0 25,298,270 Total Revenues 2,758,660 58,875 9,750 453,000 2,063,142 150,462,239 Transfers In 0 0 0 0 0 56,556,287 TOTAL RESOURCES 3,723,671 1,443,808 466,906 1,119,000 2,386,094 392,515,287 REQUIREMENTS Program Expenditures 2,790,658 244,561 0 559,800 2,128,599 89,145,119 Debt Service 0 0 0 0 0 9,672,764 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 1,000 Capital Improvement 0 0 0 0 0 78,517,215 Transfers Out 1,000 0 100,000 285,773 0 55,153,787 Contingency 125,000 25,000 0 50,000 0 4,200,000 Total Budget 2,916,658 269,561 100,000 895,573 2,128,599 236,689,885 Reserve for Future Exp 807,013 1,174,247 366,906 223,427 257,495 155,825,402 TOTAL REQUIREMENTS 3,723,671 1,443,808 466,906 1,119,000 2,386,094 392,515,287 BUDGET SUMMARY - PAGE 47 SUMMARY OF CONTINGENCY The FY 2021-22 budget includes contingency appropriations for most operating funds. Contingen- cies are built into the budget to ensure that funds are available for unforeseen events and to build a cushion into revenue estimates. Contingencies may not be spent directly; if needed, they must be transferred to a program ex- penditure by resolution of the City Council. If not transferred to a program expenditure during the fiscal year, the contingency amount becomes part of the ending fund balance. FY 2022 Contingency FY 2022 Fund Fund as % of I Budget Contingency Budget 100-General Fund $ 36,279,064 $ 1,600,000 4.4% 200-Gas Tax Fund $ 5,976,689 $ 200,000 3.3% 205-City Gas Tax Fund $ 2,042,337 $ - 0.0% 210-Transient Lodging Tax $ 247,863 $ - 0.0% 212-Construction Excise Tax $ 845,573 $ 50,000 5.9% 220-Electrical Inspection Fund $ 254,267 $ - 0.0% 230-Building Fund $ 2,653,792 $ 150,000 5.7% 240-Criminal Forfeiture Fund $ 362,735 $ - 0.0% 260-Urban Forestry Fund $ 152,088 $ - 0.0% 270-Parks Utility Fund $ 4,710,015 $ 325,000 6.9% 280-Police Levy Fund $ 2,128,599 $ - 0.0% 300-Bancroft Debt Service Fund $ - $ - 0.0% 350-General Obligation Debt Service Ft $ 2,468,400 $ - 0.0% 400-Facilities Capital Fund $ 32,648,315 $ - 0.0% 405-Transportation Development Tax $ 2,172,986 $ - 0.0% 411-Underground Utility Fund $ 21,105 $ - 0.0% 412-Street Maintenance Fund $ 3,294,361 $ - 0.0% 415-Transportation SDC $ 5,484,140 $ - 0.0% 420-Parks Capital Fund $ 9,766,945 $ - 0.0% 421-Parks Bond Fund $ 834,185 $ - 0.0% 425-Parks SDC Fund $ 5,509,700 $ - 0.0% 460-Transportation CIP $ 13,269,500 $ - 0.0% 500-Sanitary Sewer Fund $ 4,218,043 $ 200,000 4.7% 510-Stormwater Fund $ 8,953,802 $ 275,000 3.1% 511-Water Quality/Quantity Fund $ 340,000 $ - 0.0% 530-Water Fund $ 32,991,789 $ 475,000 1.4% 531-Water SDC Fund $ 7,770,538 $ - 0.0% 532-Water CIP Fund $ 15,090,000 $ - 0.0% 533-Water Debt Service Fund $ 7,204,364 $ - 0.0% 600-Central Services Fund $ 14,537,452 $ 500,000 3.4% 630-Public Works Admin Fund $ 2,538,386 $ 125,000 4.9% 640-Public Works Engineering Fund $ 4,586,633 $ 150,000 3.3% 650-Fleet/Property Management Fund $ 2,791,658 $ 125,000 4.5% 660-Insurance Fund $ 244,561 $ 25,000 10.2% 980-Library Donation & Bequests $ 100,000 $ - 0.0% Total $ 232,489,885 $ 4,200,000 I 1.8% PAGE 48 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Introduction The City of Tigard has developed a comprehensive long-term financial forecast every year since the 1980's. This forecast allows the city to project expected revenues and expenditures for each of its funds to help anticipate financial requirements. This tool continues to be central to Tigard's financial management strategy. By forecasting and anticipating financial trends, Tigard can devel- op strategies to respond to emerging issues. The city forecasts operating and capital fund revenues and expenditures over a six-year period. The forecast is adjusted as each year's results are known and as new years are budgeted. There are some key assumptions in the design of Tigard's standard forecasts: 1) Unless specifically stated, the forecasts only assume known decisions and do not pre- sume future decisions of the Budget Committee and Council. This means that the op- erating budgets only include those staff and related materials and services that are adopted in this document. 2) Revenues are forecast based on best information available for future annual rate of change and assumed growth with development and population growth. 3) Budgeted expenditures and forecasted expenditures are different. Budgeted expendi- tures represent the maximum expense allowed by council. Actual expenses are always less than budget because the budget cannot be legally exceeded. The forecast is based on an estimate of actual expenditures. Recent history shows that the city spends ap- proximately 93.5 percent of its overall operating budget (e.g. payroll, supplies, services, and equipment). Prior to this year, Tigard used 95.0 percent of budget for the forecast. More recent history has been consistently lower, and the decision was made to change this assumption. This now is the basis for forecasting operating expenditures. The intent of the forecast is to show the relative size and impact of current decisions and what de- cisions will be required in the future. It is not uncommon for a forecast to show a declining fund balance. That does not mean that the fund balance will be where we have forecasted it to be in six years; it means that the city will need to take actions of a proportionate size to ensure that the fund balance stays above minimum requirements. There are some significant financial issues facing the city over the next six years. One key issue is the inability to grow our day-to-day services to meet the growth of the city due to constraints on how our revenues grow. A second key issue relates to the city's capital improvement needs. The city has identified capital project needs but does not have the resources to implement all of them. The following charts include only projects that have a funding source. The reason for this is be- cause almost all the funds would show large negative fund balances if all needed projects were included, which is not realistic or practical. The city will continue to prioritize the needed services and capital projects, seek alternative revenue sources, and develop financing strategies to provide the best possible services and construct as many of the needed capital projects as the city can af- ford. BUDGET SUMMARY - PAGE 49 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Key Issues Impacting the Forecasts for Adopted FY 2022 Budget COVID-19 Since March 2020, the COVID 19 pandemic has caused financial difficulties for the Tigard commu- nity and continues to impact the local, regional, state, and national economy. While preparing the FY 2022 budget, key financial staff from across the city gathered to discuss the impact of COVID on our revenue forecast, including Police, Public Works, Community Development, City Manage- ment, and Finance. Together we have gathered the data available and have made forecast of the financial impact of the COVID Pandemic on City of Tigard finances. While several individual revenues have been impacted by restrictions that COVID has caused, the City of Tigard is fortunate that the primary revenue streams for the organization have not been heavily impacted by the pandemic and resulting impacts on the economy . Tigard is not depend- ent on revenue streams like income tax, gross receipts (sales tax), or event revenues . Organiza- tions like the City of Portland and Metro have understandably made budget corrections due to their dependence on these types of revenue streams for certain services. The primary General Fund revenue, property tax, is expected to be largely unaffected. Real market property values would need to drop by about 1/3rd to impact the anticipated 3% growth in assessed value. Con- struction, which adds to the 3% AV growth, remains an essential service through this pandemic. Further, Tigard spent fiscal years FY19 and FY20 implementing service level reductions already, bolstering Tigard's financial ability to be patient and use reserves, if needed. The key areas that have been impacted that the city will continue to monitor include: • Transient Lodging Tax (TLT) revenues in Tigard are down and are expected to continue to be below pre-pandemic levels for the next couple years. TLT shows up in two areas. First, Tigard's share of county-wide TLT revenues represent approximately 1.5 percent of the total General Fund revenues. This revenue source has not been dedicated to any particular service and the reduction is not enough to cause service cut at this time. Sec- ond, Tigard has its own 2.5 percent TLT within its own fund. This is a relatively new fund for the city and the revenues have not been fully committed. Tigard can afford to wait for tourism to rebound to help fund the tourism related projects these revenues support. • Gas Tax revenues are expected to plateau at 90 percent of pre-pandemic levels, in part as the economy transitions into a higher percentage of remote work employees. This is limiting the ability of the use of state and city gas tax revenues for use in capital project budgeting. • Traffic Fines. This is a key General Fund revenue that was expected to increase with the implementation of the photo enforcement traffic safety program. However, the pro- gram has been hampered by limited ability to adjudicate infractions and the expected revenues have not materialized. When the program is fully operational, the revenues are expected to pay for the cost of the program plus provide revenue that will help pay for a portion of future police facilities. PAGE 50 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Lona Term General Fund This is once again an emerging issue. In FY 19 and FY 20, Tigard made service level reductions to establish the service level reserve. This is discussed in more detail in the General Fund section of the forecast. The creation of the Service Level Reserve is meant to be a mid-term solution to a long-term problem. The long-term problem is that revenues do not grow fast enough to pay for inflation on existing costs let alone, inflation plus needed increases to those services to keep up with population growth. The Service Level Reserve will allow Tigard to add limited services to keep up with population growth for a couple more years. In FY 24, Tigard's General Fund expenses are forecasted to exceed revenues and the Service Level Reserve will be depleted after FY 27. In the interim, Tigard needs to seek a long-term solution to fund services for the community through the end of the decade and beyond. Without one, Tigard will return to a cycle of slowly degrading service levels and budget cuts. Tigard's leadership will start working on options to present to the Budget Committee during the next two years. This will provide the opportunity to be proactive in maintaining both fiscal and service level health. City Facilities Over the last couple of years, Tigard has taken a hard look at our aging facilities. From a financial standpoint, the facilities that the city occupies were paid for long ago. Tigard's operations pay for the maintenance of existing space; however, with a couple of exceptions where we have had to lease space, Tigard's operations have not had to pay for the cost of the space in the equivalent of rent or a mortgage. While the plan is not fully complete, Tigard will need to invest in more, and better, seismically resil- ient space for housing its community services, equipment, and materials soon. Accordingly, this forecast is including the estimated cost of that space starting in FY 2023. Currently, that is showing up as a share of debt service payments for new/improved buildings across many of our funds that house the operations of the city. In some funds, this forecasted cost has minimal near-term impact in the six-year forecast. There are three funds where decisions to address city facilities have nota- ble impact on the forecast. These funds are: • General Fund: As mentioned previously, the revenues in excess of program expendi- tures in the photo enforcement traffic safety program are being dedicated to pay for a portion of future police department space needs. If that revenue does not materialize, or is significantly lower, then Tigard will need to look to use other General Fund reve- nues to make up the difference, putting service levels at risk. • Parks Utility Fund: Tigard's Parks Maintenance and Recreation divisions are in the Parks Utility Fund. This fund has two primary funding sources that each pay for about half of the cost of service. This fund receives a transfer from the General Fund of $2.4 million and revenues from the Park and Recreation Fee (PARF) that is on the city's utility bill generates $2.4 million. Other utility rates (water, sewer, stormwater) are built to pay for the entirety of operations, maintenance, and capital. This means that the rates paid for other utilities likely will not need to be adjusted in the near term to pay for new facili- ties. The existing PARF is sufficient to only pay for half of operations and maintenance, meaning the PARF will need to increase to pay its share of new facilities. The forecast adds this cost and assumes that the decision to pay for facilities includes the decision to increase the PARF to pay for park's share. In addition to the prior demands being placed on PARF, Tigard will adopt a new Parks Master Plan. The plan includes priorities for the operations of the parks system, recreation opportunities, and organization changes. All of these priorities will require additional resources and put more pressure on the PARF. BUDGET SUMMARY - PAGE 51 COMPREHENSIVE LONG TERM FINANCIAL FORECAST • Gas Tax Fund: The Gas Tax Fund receives the city's share of state gas tax revenues. As previously mentioned, this revenue is expected to plateau at about 90 percent of pre- pandemic forecast amounts. In addition, there is revenues from a county gas tax and registration fee revenues. These revenues pay for the Street Maintenance Division which maintains the city's streets and assets in the right of way, and the Street Lights and Signals Division which pays for the electrical bill and maintenance of the city's street lights and intersection signals. Combined, these services use about 75 percent of the fund's revenues. The remaining 25 percent have been used to help pay for trans- portation projects in the city's Capital Improvement Plan (CIP). Most of the other trans- portation related funds of the city are limited, or dedicated, to specific transportation needs. The Gas Tax Fund can be used for any transportation need within the city's right of way and has acted as a backstop to help fund complete transportation projects. The Gas Tax's expected share of city facility costs is expected to use the remaining 25 per- cent, effectively taking Gas Tax Fund out of the CIP. The following pages will provide an overview of the key funds of the city. The General Fund will provide more detail, as it is the most scrutinized fund in the city. For other funds, they are grouped by service area and are presented with graphs that show the ending fund balance in each fund. Generally speaking, funds that house operations will ideally show steady fund balances. Funds that are primarily capital, or have a combination of operations and capital, will have varying fund balances due to the variable nature of capital expenditures. As mentioned in the Introduc- tion, the forecasted decline in fund balance does not mean that the fund will end up there in a few years, what it enumerates is the size of the issues that the Budget Committee, Council, and the city team will need to address in the coming years. PAGE 52 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST General Fund Recent History The General Fund is unique in that, unlike the city's other funds, it is unrestricted in nature and can therefore be used for any valid purpose to provide government services. Because these funds are unrestricted there are also great demands for these resources to fund projects and programs for which other restricted monies are insufficient or unavailable. It is therefore critical that these funds be used judiciously and a targeted reserve balance be maintained for unforeseen expenditures. The General Fund needs a minimum of 25 percent of the annual budget in beginning fund balance in a cash requirement reserve. Nearly half of the general fund's revenue comes from property tax which is mostly received in late November and December. From the beginning of the fiscal year in July until the property tax collection in late November, the general fund expends more than it re- ceives. The fund balance is used in order to make payroll and other regular expenses. This re- serve is more a matter of timing. If the fiscal year began in December when the property tax was being received, there would be no need for this reserve. The General Fund has two portions of its reserve designated. The first is the Emergency Reserve that the Budget Committee historically set at $1.0 million when it was established with the FY 2018 budget. The purpose of the Emergency Reserve is to have funds set aside in the event of a reces- sion or other unforeseen event that negatively impacts revenues. During FY 2020, the city experi- enced one such unforeseen event in the form of the COVID 19 pandemic. The city used $200,000 of this reserve, leaving $800,000 in the reserve at the beginning of FY 2021. The second reserve designation was created with the FY 2019 budget, the Service Level Reserve. The FY 2020 budget implemented the second of two years of budget cuts and changes made with the goal of resetting service delivery to a new level that can be maintained over the next decade. The cuts and changes result in expenditures being lower than revenues through FY 2023. These savings are placed in the Service Level Reserve. Starting FY 2024, when expenses exceed revenues, the Service Level Re- serve will fund the gap between expenses and revenues and allow the city to maintain service lev- els for our growing city. The graph on the following page shows the fund balance of the General Fund broken into its com- ponents. The dashed blue line at the bottom is the required cash reserve and this needs to meet or exceed the 25 percent requirement. The thin green bar is the Emergency Reserve. The light blue bar is the Service Level Reserve. Finally, the dark blue bar represents remaining reserve that is not designated for any specific purpose. While the undesignated reserve does not fill a specific purpose, it is important that this reserve exceed zero. A positive Undesignated Reserve only exists when the requirements for the various designated reserves are met and the total General Fund reserve exceeds the policy requirements. This is a sign of a healthy reserve. BUDGET SUMMARY - PAGE 53 COMPREHENSIVE LONG TERM FINANCIAL FORECAST By performing the forecast, Tigard has been able to navigate through some important decisions. Some of the key financial decisions that Tigard has implemented include: • Toward the end of Fiscal Year 2010, the city implemented significant cuts in services, reducing the General Fund budget by $2.6 million and 17.20 FTE citywide. • Entering FY 2013, it was apparent that the recession would not have a robust recovery and revenue growth would remain muted. The adopted budget for FY 2013 instituted the second round of financial and service level cuts including: a. Significant reductions of $1.9 million in General Fund and central service funds and 18.0 FTE citywide. b. One of the key components to making the forecast sustainable is changing the growth in medical / dental benefits for the non-represented employees paid by the city from ten to five percent annually. Non-represented employees picked up the difference by contributing more toward these benefits. c. The Electrical Franchise Fee is increased from 3.5% to 5.0%. In addition, the Budget Committee recommended increasing the Solid Waste Franchise Fee to 5%. • During FY 2014, the city and the SEIU Union agreed to a medical/dental benefit cost sharing structure similar to the one implemented with non-represented employees the year before. • In FY 2016, Tigard implemented the Park and Recreation Fee (PARF). The PARF funds a portion of existing parks maintenance and recreation. This service had been funded entirely by General Fund. With the implementation of the PARF, $1.0 million of General Fund became available for reallocation . This, along with approval of a countywide li- brary operating levy, allowed the city to reopen the Library on Thursdays and left $900K that was reallocated in the FY 2017 & FY 2018 budget processes. • During the FY 2017 process, the Budget Committee chose to invest the $900K of avail- able appropriations from the PARF in a combination of Police staff and some one-time maintenance expenditures. • The FY2018 budget included investments that maintain existing services and advanced a proposed local option levy that was scheduled for May 2018. • In response to the failed local option levy, the FY2019 budget had significant service reductions with the loss of 13.4 FTE and budget cuts of over $2.5 million. • As part of the FY2019 reductions, Public Works Administration and Engineering divi- sions were financially restructured and placed in their own central service funds. With the removal of these divisions, some of the existing General Fund revenues also went to the new funds. This is seen in the declining revenue from FY2018 to FY2019 in the following table and graph. This financial restructuring resulted in an overall net savings to the General Fund. PAGE 54 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST General Fund based on FY 2022 Adopted Budget ($Millions) 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Annual Expenditures 29.6 30.2 33.2 35.6 37.5 39.5 41.5 43.6 45.9 48.4 51.1 54.0 57.0 60.2 Annual Revenues 33.5 33.9 36.4 36.9 37.9 39.1 40.4 41.7 43.1 44.6 46.1 47.7 49.4 51.1 Undesignated Reserve 15.1 12.1 12.0 11.5 11.0 10.5 10.0 9.5 8.8 7.5 1.8 0.0 0.0 0.0 Service Level Reserve 4.0 6.3 8.8 8.9 9.2 8.9 7.8 5.9 3.1 0.0 0.0 0.0 0.0 0.0 Emergency Reserve 1.0 0.8 0.9 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0 0.0 0.0 Cash Requirement Reserve 7.2 8.0 8.5 9.0 9.4 9.9 10.4 11.0 11.6 12.2 12.9 9.4 1.8 C.3; Total Ending Fund Balance 23.4 27.1 30.2 30.3 30.7 30.3 29.2 27.3 24.5 20.7 15.7 9.4 1.8 General Fund Forecast Based on FY22 Proposed Budget:Remaining Services Grow w/Projected Annual Population Growth of 1.7% 60.0 50 0 40.0 30.0 20 0 ___IJ _ ao 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 .2032 (10 0) (20.0) Emergency Reserve -Service Level Reserve Undesignated Reserve -Annual Expenditures Annual Revenues - - Cash Requirement Reserve This forecast deviates from Tigard's standard forecast. As stated in the Introduction, standard forecasts do not presume future decisions of council. Since the FY 2022 Adopted Budget is cen- tered around creating service levels that can grow with Tigard, this forecast assumes services growth with the population. The current forecast for population growth in Washington County from 2016-2025 is 1.7%. Prior forecast only considered the inflationary costs of the existing set of staff and supplies/services when forecasting expenditures. In addition to those inflationary in- creases, this forecast allows the number of staff and the supplies and services they use to provide public services to grow with Tigard's population. The result of the forecast show that the service reductions and other budgetary changes that have been made in FY 2019 and FY 2020 are appropriately sized to meet the financial goals set forth in the Budget Message. For a limited time, the reductions permit the remaining services to grow as the community continues to grow. Both the Adopted FY2021 and this Adopted FY2022 budget contain project costs that are one time in nature and do not put ongoing pressure on the forecast. The result is that this Adopted FY2022 Budget has an extra year of sustainability when compared to the same forecast based on the Adopted FY 2021 budget. With the Adopted FY 2021 Budget, all undesignated, service level, and emergency reserves were exhausted after FY 2028. With the forecast based on the Adopted FY 2022 Budget that point is pushed out one full year. Now, all undesignated, service level, and emergency reserves are exhausted after FY 2029. As discussed earlier, the Service Level Reserve is a mid-term solution to a long-term problem. Ex- penditures exceed revenues in FY 2024 and the Service Level Reserve is forecasted to be exhausted after FY 2027. In the interim, Tigard needs to seek a long-term solution to fund services for the community through the end of the decade and beyond. Without one, Tigard will return to a cycle of slowly degrading service levels and budget cuts. Tigard's leadership will start working on op- tions to present to the Budget Committee during the next two years. This will provide the oppor- tunity to be proactive in maintaining both fiscal and service level health. BUDGET SUMMARY - PAGE 55 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Development Funds Development Funds Financial Forecast Based on FY 2022 Proposed Budget $16,000,000 $14,000,000 $12,000,000 $10000000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 So 2019 2020 2021 2022 2023 2024 2025 2026 2027 •Electrical Inspection Fund •Building Fund The projections for the city's development funds (building and electrical inspection funds) show these funds are growing. In 2008-09, building ended the year with a fund balance near zero even after laying off seven staff and reducing hours for the remaining staff in this fund. Since then, ac- tivity in the Building Division has seen some steady increases. On top of the more robust infill ac- tivity already occurring, River Terrace development is in full swing. In Building activity, based on recent discussions with developers we anticipate approximately 150-200 single-detached residen- tial units in River Terrace annually. Other factors include smaller subdivisions and missing middle housing occurring in Tigard. The Hunziker Core project is adding 200 attached residential units. We anticipate adding 400 attached residential units in the Tigard Triangle. By early FY25, South River Terrace is in permitting, taking the place of the work in River Terrace. Expenses of all the building inspection services are charged to the building fund. The electrical in- spection fund transfers money into the building fund to pay for those costs associated with electri- cal inspection services. The transfer is evaluated and updated each year based upon the actual ac- tivity. Park Funds Parks Funds Financial Forecast Based on FY 2022 Proposed Budget $14,000,000 $12000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 I $z,000,0$00 ■ ■ 1J1IN _I In IIn — — — 2019 2020 2021 2022 2023 2024 2025 2026 2027 -$2,000,000 •Parks Capital •Parks SDC Parks Bond Park Utility •Urban Forestry PAGE 56 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST The revenues in the parks funds include the system development charge (SDC), the Park and Rec- reation Fee in the Parks Utility Fund, urban forestry revenues, grants, and the Parks Bond that was approved by voters in November 2010. Resources from the Park SDC Fund are transferred to the Parks Capital Fund to pay the SDC portion of the capital projects. These projects have been identi- fied in the city's Parks Master Plan. In FY 2015-16, the city established the Park Utility Fund. The fund collects the revenue from the Park and Recreation Fee (PARF) that was established in April 2016. For FY 2020, the fee was in- creased to support recreation services that were cut in FY 2019 and fund maintenance of park land that has been added and developed since issuing park bonds in 2011. Additional parks came online in FY 2021. Due to COVID, the fee was not increased and the budget committee decided to fund additional staff using fund balance. During FY 2021, Council considered this issue and in- creased the PARF to provide long-term funding for the additional services these staff provide. The remaining resources for parks maintenance and recreation comes from a transfer from the General Fund. For FY 2022, this transfer is being increased by $200,000 to approximately $2.4 million. This additional $200,000 in support is being placed in the fund Contingency and will be programmed during the year to help support Council's goal around long-term funding for city parks. As dis- cussed in the issues impacting the forecast, the Parks Utility Fund is under pressure. The fund will need to pay for its share of the city's facilities project and priorities identified by the new Parks Master Plan. These additional costs will result in needed increases to the PARF. The existing fore- cast includes the cost of facilities starting in FY 2023 with a commiserate increase in PARF revenue. Without the increase in the fee, the fund would have a negative fund balance by FY 2024. The costs of implementing the Parks Master Plan is not yet known. In FY 2008-09 the Urban Forestry Fund (formerly known as the Tree Replacement Fund) was estab- lished to account for revenue collected from developers in lieu of planting trees. The fund is then used to plant trees in Tigard. In FY 2010-11, a significant number of commitments from develop- ers who failed to plant were called, increasing the fund balance over $1 million. Since then, the resource has been used in various urban forestry projects. In November 2010 Tigard voters approved a $17 million Parks Bond to help the city acquire and develop additional parks, with at least 80 percent to be used to acquire land and the remaining amount to develop parks. Of the total, ten percent can be used in downtown. By the end of FY 2022, most of the parks bond will be spent on development and land acquisition. It is worth noting that the Parks Capital Fund shows a negative fund balance starting FY 2023. This is caused by parks projects where we have identified grants from regional partners; however, the grants have yet to be awarded. In these cases, the projects do not have full funding and is causing the Parks Capital Fund to show a negative fund balance. If the grants are not awarded and other funding sources are not found, the projects will not be completed in the timeframe shown in the CI P. BUDGET SUMMARY - PAGE 57 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Transportation Funds Transportation Funds Financial Forecast Based on FY 2022 Proposed Budget $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 ::::::: 1FILA — $o 2019 2020 2021 2022 2023 2024 2025 2026 2027 ■Gas Tax City Gas Tax •TDT ■TSDC •Utility Undergrounding Street Mist Fee Transportation Cit The city's transportation funds include the Gas Tax, Transportation Development Tax (TDT), Tigard Transportation System Development Charge (TSDC), Street Maintenance Fee, City Gas Tax, and the Transportation CIP Fund. There are some funding challenges. COVID 19 pandemic has resulted in less driving and, there- fore, less gas being purchased, dampening the forecasted revenues in the Gas Tax Fund and the City Gas Tax Fund. Additionally, the city's facilities project has placed additional pressure on the Gas Tax Fund. Due to the reduction in available revenues the city had to alter the funding for a number of transportation projects to keep these funds from going negative. The Gas Tax Fund was helped with a new Washington County vehicle registration fee that went into effect in FY 2019 that added $800K to fund resources. With steadily increasing maintenance operations, street light and signal energy bills, and costs related to the city's facilities project, pay- ing for capital projects are difficult. Second, while there is significant development in Tigard, it is difficult to know exactly how much revenue will be received in the TDT and Tigard TSDC due to credits that will be earned by developers who build needed transportation infrastructure. The City Gas Tax Fund was established to account for revenues generated from Tigard's local gas tax. The 3-cent tax was developed by a community task force who recommended it as a way to fund improvements to the Greenburg Rd./Pacific Hwy./Main St. intersection. Repaying the debt service for this project ended in FY 2020. This fund has also helped to pay for improvements at the 72nd/Dartmouth intersection and Pacific Hwy/McDonald/Gaarde intersection. The Adopted Budget seeks funding from the City Gas Tax for a number of projects including Phase 2 of the Main Street / Green Street project, Murdoch Street Sidewalk, 79 Avenue, and the Greenburg Road /Tiedeman Avenue/ North Dakota Street Study. PAGE 58 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST The fees collected from the TDT and Tigard TSDC may only be used for roadway and transit capital improvements that provide additional capacity to major transportation systems, and to pay the costs of administering the program. The forecast includes only those street projects that the fund can afford. Much of the transportation infrastructure in the River Terrace area will be built by de- velopers. The developers will receive credits for this work instead of paying the fee. Since it is dif- ficult to project the amount of credits that will be awarded versus revenue received, these funds are not being fully utilized and a high fund balance is forecasted. As development occurs, the forecast will be revised. At the same time, Tigard is partnering with Washington County to expand Roy Rogers Road at a cost of $900,000 annually for ten years. Additionally, Tigard's conservative approach of wait and see how much of the fees are paid versus awarded in credits has resulted in a higher fund balance than anticipated. The Adopted CIP includes a major enhancement to McDonald Street between Hall Boulevard and Pacific Highway that will be largely paid for by these reserves. This is the reason that the fund balances in these two funds is much lower by FY 2026. The city took steps to address existing local street conditions by adopting a Street Maintenance Fee in November 2003 with updates approved in January 2010 and March 2016. This fee provides a stable source of revenue designated for use in the maintenance of existing streets. The Tigard Municipal Code requires that the fee be evaluated every five years. In January 2017, the fee was increased to address the backlog of streets that are in poor condition and increase the city's pave- ment condition from a measurement of about 70 to 80+ where it is most cost effective to main- tain streets. The fund balance is needed, since most of the program's expenditures happen in the beginning of the fiscal year when the weather is good for construction. BUDGET SUMMARY - PAGE 59 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Sanitary and Stormwater Funds Sanitary Sewer& Stormwater Funds Financial Forecast Based on FY 2022 Proposed Budget $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1.000.O$ 00 . .. I .1hiihiii 2019 2020 2021 2022 2023 2024 2025 2026 2027 •Sanitary Sewer Storrnwater •Water Quality Quantity These funds support the sanitary sewer and stormwater collection and detention systems in the city. The city provides these services based upon an Intergovernmental Agreement (IGA) with Clean Water Services (CWS), which is a local service district in Washington County that provides both sanitary sewer treatment and stormwater management services. The Board of Directors of CWS sets most service charges and system development charges for both sanitary sewer and stormwater services throughout the service district. Tigard is responsible for maintaining local sewer lines; however, sewer revenues have not kept up with increasing costs of maintaining this vital infrastructure. During FY 2017, Tigard implemented a Sewer Surcharge. Tigard was the last city in the CWS service area to implement an additional revenue. In addition, CWS and the cities revised their IGA so that sewer franchise fees will be pro- portionately shared; this will lead to more sewer revenue staying in the sewer fund. With an up- dated sewer master plan, the additional revenues being programmed for capital needs. The stormwater fund has been stabilized. In an effort to offset little or no increases from CWS over the past few years, the city had implemented a $2.00 per month charge to stormwater fees. This surcharge had been sufficient in the past to allow the city to maintain a sustainable cash flow position and to construct needed capital projects in future years. However, Tigard undertook a Stormwater Master Plan that updated our infrastructure needs. In January 2020, Council approved an updated monthly surcharge of $5.50 per month that went into effect in January 2021. PAGE 60 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Water Funds Water Funds Financial Forecast Based on FY 2022 Proposed Budget $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000• $10,000,000 $5,000,000• 2019 2020 2021 2022 2023 2024 2025 2026 2027 •Water Water SDC •Water CIP ■Water Debt Service The water funds include the Water, the Water System Development Charge (SDC), the Water Capi- tal Improvement Plan (CIP), and Water Debt Service funds. The Water CIP Fund is reserved for a long-term water source and other water distribution system capital projects. The costs of the Wa- ter Division are funded solely by the revenues in the water fund. The financial condition of the water funds is driven by both the needs in the capital program as well as the cost of the day-to-day operation and maintenance of the water system in the city. Over the last several years, Tigard has been implementing capital projects that secured its own water source. In August 2008 the city entered into an agreement with the city of Lake Oswego for a long -term water source. The project to upgrade Lake Oswego's water treatment plant was complete in FY17, giving Tigard 18 mgd of water capacity from the treatment plant. During FY 2021, Tigard adopted an updated Water Master Plan and is undergoing a cost of service rate study that will be adopted for FY 2022. It is not anticipated that total rate revenue will increase by more than 2-3% annually due to the updated rates. Overall, Tigard's water funds are healthy and able to fund an aggressive next set of infrastructure projects needed to supply water to a growing community. If the cost of these projects grow, Tigard may need to issue additional debt since resources are lower in the middle years of the fore- cast. BUDGET SUMMARY - PAGE 61 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Synopsis Overall, Tigard's financial forecast is positive. Tigard has used the forecast as a way to stay ahead of financial shortfalls. While we are resource constrained, our finances are well managed. In the interest of continuing to manage the finances of the city, the city's Six Year Financial Forecast shows that the city has some targeted service level and capital challenges. • COVID 19 has placed pressure on several revenues and key services. Due to good fi- nancial planning, Tigard did not need to make service reductions due to the reduction in revenues. Tigard will continue to monitor the impact of COVID on the organization's finances. • The General Fund's Service Level Reserve is providing a mid-term solution to a long- term funding problem and is able to support service level growth over the next couple years. However, without a significant increase in revenue, the service levels Tigard can afford will not be adequate to meet the demands of the community and reserves will be exhausted by FY 2029. Without major long-term change, the services that General Fund supports will significantly decline due to the inability of revenue to keep up with the cost of meeting the demand for services. • The City Facilities Consolidation project is putting pressure on some city funds. This is primarily in the city's General Fund, Parks Utility Fund, and Gas Tax Fund. Implementa- tion of this important priority may come with the opportunity cost that Tigard may not be able to afford other priorities in these funds. X P A N DE D T ALI AU UTILsIISTTAl. TIGARD AID 4 The Tigard AID Program provides financial assistance for city fees and charges during the COVID-19 Pandemic. Our goal is to ensure every member of the community continues to have the basic services they need. We have expanded the program to include tenants of multi-family and commercial complexes within our service area. Extended aid is available until funding runs out. City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 62 - CITY OF TIGARD CURRENT REVENUE SUMMARY BY FUND FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 Funds Actual Actual Revised Proposed Approved Adopted General Fund $33,269,342 $33,644,232 $39,504,352 $36,630,754 $36,630,754 $36,630,754 Total General Fund $33,269,342 $33,644,232 $39,504,352 $36,630,754 $36,630,754 $36,630,754 Sanitary Sewer Fund $3,823,544 $3,984,532 $3,577,805 $3,629,946 $3,629,946 $3,629,946 Stormwater Fund 4,012,214 4,264,303 4,189,197 5,763,437 5,763,437 5,763,437 Water Quality/Quantity Fund 34,230 32,924 27,800 21,350 21,350 21,350 Water Fund 24,995,543 23,421,433 23,459,111 26,623,315 26,623,315 26,623,315 Water SDC Fund 2,213,504 3,171,228 2,128,635 2,064,085 2,064,085 2,064,085 Water CIP Fund -31,771 654 0 0 0 0 Water Debt Service Fund 185,269 156,294 0 0 0 0 Total Enterprise Funds $35,232,533 $35,031,367 $33,382,548 $38,102,133 $38,102,133 $38,102,133 Gas Tax Fund $5,081,086 $4,814,119 $5,126,183 $4,804,343 $4,804,343 $4,804,343 City Gas Tax Fund 959,841 884,856 923,700 835,025 835,025 835,025 Transient Lodging Tax Fund 759,372 563,548 569,800 374,578 374,578 374,578 Construction Excise Tax Fund 0 114,948 454,000 453,000 453,000 453,000 Electrical Inspection Fund 316,950 285,570 314,225 312,125 312,125 312,125 Building Fund 3,801,774 2,864,032 3,699,985 3,662,360 3,662,360 3,662,360 Criminal Forfeiture Fund 161,341 302,801 0 101,289 101,289 101,289 Urban Forestry Fund 49,981 96,822 50,200 41,400 41,400 41,400 Parks Utility Fund 1,405,886 1,84-8,574 4,460,922 2,499,623 2,499,623 2,499,623 Police Levy Fund 0 0 2,193,790 2,063,142 2,063,142 2,063,142 Transportation Development Tax 2,382,911 3,088,374 2,297,489 2,237,544 2,237,544 2,237,544 Underground Utility Fund 88,703 105,980 132,500 130,375 130,375 130,375 Street Maintenance Fund 2,979,787 3,101,663 3,139,700 3,256,559 3,256,559 3,256,559 Transportation SDC Fund 916,611 1,610,169 845,855 809,855 809,855 809,855 Parks Bond Fund 30,936 19,784 0 0 0 0 Parks SDC Fund 1,787,025 1,679,995 1,706,566 1,653,791 1,653,791 1,653,791 Library Donations and Bequests Fund 15,379 14,078 13,000 9,750 9,750 9,750 Total Special Revenue Funds $20,737,584 $21,395,313 $25,927,915 $23,244,759 $23,244,759 $23,244,759 Central Services Fund $7,974,252 $9,196,755 $11,602,129 $12,518,617 $12,518,617 $12,518,617 Public Works Admin Fund 2,003,446 1,942,645 2,247,499 2,511,309 2,511,309 2,511,309 Public Works Engineering Fund 4,217,920 3,476,044 4,107,155 4,449,381 4,449,381 4,449,381 Fleet/Property Management Fund 2,410,803 2,404,260 3,201,366 2,758,660 2,758,660 2,758,660 Insurance Fund 288,756 95,100 65,500 58,875 58,875 58,875 Total Internal Services Funds $16,895,177 $17,114,804 $21,223,649 $22,296,842 $22,296,842 $22,296,842 Bancroft Debt Service Fund $89,267 $62,000 $81,900 $81,425 $81,425 $81,425 General Obligation Debt Service Fund 2,445,464 8,333,202 2,721,141 2,777,657 2,777,657 2,777,657 Total Debt Service Funds $2,534,732 $8,395,202 $2,803,041 $2,859,082 $2,859,082 $2,859,082 Facilities Capital Projects Fund $20,441 $20,323 $18,900 $25,312,445 $25,312,445 $25,312,445 Parks Capital Fund 1,217,481 631,982 360,500 116,000 151,945 151,945 Transportation CIP Fund 2,011,657 1,259,243 4,421,337 1,829,279 1,864,279 1,864,279 Total Capital Project Funds $3,249,579 $1,911,547 $4,800,737 $27,257,724 $27,328,669 $27,328,669 Total Revenue $111,918,947 $117,492,466 $127,642,242 $150,391,294 S150,462,239 $150,462,239 REVENUE ANALYSIS - PAGE 63 GENERAL FUND REVENUE The purpose of this section is to describe the city's major revenue sources, explain the underlying assumptions for the revenue estimates, and discuss significant revenue trends. Throughout this budget document there are revenue trend graphs for the city in total as well as for each of the ma- jor fund types. The revenue sources and assumptions used in the budget are summarized on the following pages. With no sales or income tax revenues, city general funds in Oregon are funded primarily by prop- erty taxes, franchise fees, state-shared revenues (e.g., cigarette tax and liquor tax revenues), and some charges/fees for services. Our property tax system has changed significantly over the last few decades. Limitations on prop- erty taxes were put in place twice during the 90's. These two major changes were: Ballot Measure 5 - Taxes from fiscal year 1991-92 to 1995-96 were increasingly limited until the limit of $5 per $1,000 Real Market Value for school taxes and $10 per $1,000 Real Mar- ket Value for general government taxes was reached. Ballot Measure 50 - This is a property tax limitation measure which was approved by Oregon's voters in May 1997. The provisions in this measure rolled 1997 assessed values back to 90 percent of the 1995 value, established permanent rate limits for each tax district, allowed voters to approve local option levies outside these rates, established a method for taxing new property at a ratio of market value to the Maximum Assessed Value (giving similar tax savings to the new property), and limited the growth of Maximum Assessed Value for exist- ing property to a maximum of 3% each year. These limitations have reduced the city's main source of revenue for core services such as police, library and parks. General Fund - Revenue Sources 0% ■Property Tax 0 2% 1% ■Franchise Fees 3% 20% _Licenses and Permits ■Intergovernmental Or% 50% ■Fee for Service ■Fines&Forfeitures Interest& Misc Transfers In PAGE 64 - CITY OF TIGARD ASSESSED VALUE REVENUE Assessed Value Property taxes are assessed by Washington County and are based on a propertys assessed value not the property's real market value. Assessed values were established under Measure 50 and are based on the 1995-96 tax roll value less 10%. These values generally can't increase more than 3% per year unless major improvements are made to the property or voters have authorized a new levy. The City of Tigard's total assessed value is roughly 62% of its real market value based on the Washington County Department of Assessment & Taxation's Summary of Assessment and Tax Roll publication for FY 2020-21. For the average home in Tigard, the assessed value of the home is roughly $288,000 with the real market value of $442,000. In FY 2021-22, the average assessed home value is projected to be $296,700 with the real market value projection of $455,000. However, the median assessed home value projection is slightly less at $278,800 with the real market value projection of $440,600. The median home value represents the middle of home values where half of the homes in Tigard will have a value below this value and the other half will be above. City of Tigard's median home value is lower when compared to the average home value due in part by high home values in certain parts of the city driving up the av- erage home values for the whole city. Assessed Value UiiiiiiIIf o O0 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 The city's permanent operating tax rate is $2.5131 per $1,000 of assessed value. For FY 2021-22, it is assumed that the city's overall assessed property values will increase by 4%. This is slightly less than projections from previous years driven by the new construction in the River Terrace develop- ment with their focus shifting to more attached units, which tends to hold lower Average Assessed Value. The projection is still considering nominal infill development. REVENUE ANALYSIS - PAGE 65 PROPERTY TAX SUMMARY The property tax system in Oregon has been heavily influenced by Measures 5 and 50, passed in 1990 and 1997 respectively. Because both rates and growth in assessed value are constrained, the economy has a limited effect on property tax revenue. However, there has been recent interest by local governments in developing a more flexible tax system within the State of Oregon. The property tax levy continues to be the General Fund's single largest revenue source, estimated at $18.5 million for FY 2021-22. Property taxes, including prior years' taxes, account for 50% of all revenue for the General Fund estimated for FY 2021-22. Property taxes pay for police, parks, li- brary, planning, municipal court, and several other services. In May 2020, voters approved a local option levy of $0.29/$1,000 assessed value to support police services, which will raise a little over $2.2 million for FY 2021-22. Actual Actual Revised Adopted Tax I nfo nnatio n 2018-2019 2019-2020 2020-2021 2021-2022 Property Taxes General Fund $ 16,716,747 $ 17,121,146 $ 17,753,872 $ 18,452,556 Police Local Option Levy $ 2,193,790 $ 2,063,142 GO Debt Service 2,366,605 2,385,042 2,439,654 2,622,000 Total T ax Levied $ 19,083,352 $ 19,506,188 $ 22,387,316 $ 23,137,698 Assessed Values Prior Year Assessed Value $ 6,451,869,864 $6,765,594,369 $7,045,913,150 $7,379,472,203 Increase(up to 3%) 193,556,096 202,967,831 211,377,395 221,384,166 Est.Annexations&New Const. 120,168,409 77,350,950 122,181,659 73,794,722 Total Assessed Value Estimate $ 6,765,594,369 $7,045,913,150 $7,379,472,203 $7,674,651,091 Tax Rates/$1,000 AV General Fund Permanent Rate $ 251310 $ 251310 $ 251310 $ 2.51310 Police Local Option Levy $ 0.29000 $ 029000 GO Debt Service 03498 0.3385 0.3306 03380 Tax Rate $ 286290 $ 285160 $ 3.13370 $ 3.14113 Assessed Value of Average Home $ 271,553 $ 280,585 $ 288,100 $ 296,700 General Fund 68244 70514 724.02 745.64 8355 86.04 GO Debt Service 94.99 94.98 9525 100.29 Total Estimated Tax per Household $ 777.43 $ 80012 $ 90282 $ 931.97 The city has two voter-approved GO Bond property tax levies. In May 2002, Tigard voters ap- proved a $13 million General Obligation Bond to construct a new library. In November 2010, Tigard voters approved a parks bond measure allowing the city to issue up to $17 million in Gen- eral Obligation Bonds for parks land acquisition. To date, the city has spent over $16 million of the parks bond. The remaining money will be used to fund additional acquisitions in the city. PAGE 66 - CITY OF TIGARD PROPERTY TAX SUMMARY Property Tax Revenue 25 ' 0 20 al= 15 10 liii 5 liii 0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 GO Debt Service ■Local Option Levy ■General Fund The City of Tigard has a permanent tax rate of $2.5131 per thousand. Compared to other munici- palities in the state, Tigard has one of the lowest rates, making it difficult to pay for day-to-day services. The average tax rate for comparable cities in Washington County is $3.6369 and statewide is $4.6263. This is a difference between Tigard's tax rate and county average of $1.1238 and the state's average of $2.1132 per thousand. Another way to look at this is that the City of Tigard receives $748 from each household in Tigard from the permanent property tax rate. Households with a same assessed value home will pay roughly $1,082 annually in property tax for city services in Washington County or $1,377 annually for city services statewide. On May 2020, the City of Tigard voters approved the local option levy rate of $0.2900/$1,000. The levy will be enhancing the Police Department services including increasing the patrol staffing and adding one additional school resource officer. Typical Tigard homes with a real market value of $449,700, which would carry an assessed value of $278,800, will pay approximately $81 per year. REVENUE ANALYSIS - PAGE 67 STATE REVENUE SHARING REVENUE State revenue sharing monies, which include gas, liquor and cigarette taxes, are allocated to cities based on population with an adjustment for local taxing efforts. Using state projections, the League of Oregon Cities has produced the per capita estimates of State Shared Revenues for cities for the coming years. State Revenue Sharing by Type $7.0 56.0 . . . $5.0 $4.0 • • • • • $3.0 . . . . . . . . . $2.0 • • • • • • • 51.0 • $0.0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 •Gas Tax State Revenue Sharing •Liquor&Marijuana Tax •Cigarette Tax Cigarette tax is generated by two cents of the state-imposed $1.33 per pack cigarette tax. Reve- nue from the tax is allocated as follows: $0.19 to the state's general fund; $0.89 to the Oregon Health Plan; $0.15 is dedicated to mental health services; $0.02 to cities; $0.02 to counties; $0.02 to the Oregon Department of Transportation for transportation services to the elderly and disabled; and $0.04 to the state's tobacco use reduction account. Cities may use their share for general gov- ernment purposes without program restrictions on their use. Liquor& Marijuana tax revenues may be used by cities for general government purposes. Liquor tax revenue is distributed by the Oregon Liquor Control Commission in two different man- ners: • 20% of the state's liquor receipts are allocated as revenues to cities on a per capita ba- sis and distributed monthly; and • 14% of state liquor receipts are allocated to cities on a formula basis, as outlined in ORS 221.770. These estimates for FY 2021-2022 assume no increase in the tax rates for beer, wine or distilled spirits, and no changes in the proportional allocation of revenues. Revenue will closely track the upward and downward trends in Tigard's 20% per capita liquor tax distribution. PAGE 68 - CITY OF TIGARD STATE REVENUE SHARING REVENUE The marijuana tax was approved by voters in November 2016. Originally, ten percent of the state tax rate of seventeen percent is allocated to its cities based on population and number of licen- sees within the city's jurisdiction. Tigard received marijuana tax distribution for the first time in FY 2017-2018. In November 2020, Oregon voters passed Measure 110, diverting the bulk of marijua- na tax receipts and cutting the share that goes to cities by about 3/4ths. The result is that Tigard can expect a loss of approximately $165,000. Tigard, also, imposes an additional three percent marijuana tax to its licensed operators within the city limit. The city's marijuana tax is not accounted for separately from the state distribution. This results in a slight overstatement of the state revenue sharing figure when it comes to marijuana. Gas tax is allocated to cities from vehicle title and registration fee and the gas tax. In 2016, the Oregon legislature passed HB 2017. This bill included a four cent gas tax hike, increase in vehicle registration fee and other charges. After the initial increase, the gas tax will increase an additional two cents per gallon every two years until 2024 for a total increase of ten cents per gallon. This legislation accounts for the increase in tax revenues starting in FY18. During second half of the FY 19-20, the federal, state, county and city governments imposed travel restrictions due to the worldwide pandemic, COVID-19. Restrictions have been relaxed since then, however, it is still projected to negatively impact the gas consumption projections, thus the city is anticipating slight reduction in the gas tax projection for the FY 21-22. Moving forward, Tigard is expecting a 10 percent decrease in gas tax revenues compared to pre-pandemic projections. State Revenue Sharing is allocated to cities based on population with an adjustment for local taxing effort. It is anticipated that receipts from state revenue sharing will be up slightly from the FY 2020-21. ` L - • onKrwaw -marA.CAFE � .- _C` a-3rar� DEPOT {K, • r • • r 'r • Historical Tigard Tigard Today Picture courtesy of the Tigard Historical Association REVENUE ANALYSIS - PAGE 69 FRANCHISE FEE REVENUE Franchise fees are charged as part of an agreement between local governments and utilities that use public rights-of-way. These agreements ensure that companies receiving special use of rights- of-way are paying fees to reimburse local governments for use of public services, and to prevent general taxpayers from subsidizing extraordinary use. Franchise agreements outline the terms un- der which utility companies use city right-of-ways, including compensation requirements. Fran- chise fees are typically calculated on a percentage of the revenues derived from sales of the utility company to customers in that service areas or territories. Current franchisees and franchise rates are: Service Provider Rate Cable Television Comcast 5% Electric Portland General Electric 5% Garbage All Haulers 5% Natural Gas Northwest Natural Gas 5% Sanitary Sewer City of Tigard with Clean 5% Water Services Stormwater City of Tigard with Clean 5% Water Services Telecommunications All providers 5% Water City of Tigard & Tualatin 5% Valley Water District Franchise Fee Revenue by Type $7.0 $6.0 "" $5.0 pp P $4.0 . $3.0 $2.0 . . . . EINE FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 •Stormwater •Sanitary Sewer Water •Cable TV •Garbage Telecomm •Gas •Electric PAGE 70 - CITY OF TIGARD FRANCHISE FEE REVENUE • Cable TV — The Metropolitan Area Communications Commission (MACC), a consortium of cit- ies in the metro area, administers the cable television franchise. While revenues from telecom franchise fees have been decreasing in recent years, cable franchises have increased. • Electricity - Portland General Electric (PGE) pays a franchise fee representing 5 percent of their gross revenues to Tigard. • Garbage — Pride Disposal and Waste Management are responsible for solid waste and recy- cling in Tigard. Each pays a 5% franchise fee. During FY 14 the City Council increased the solid waste franchise from 4% to 5%. • Natural Gas - Northwest Natural Gas pays 5% of gross revenues as a franchise fee to Tigard. Revenue projections remain steady for the coming fiscal year. • Sanitary Sewer— Billed sewer revenues are shared between the City of Tigard for local services and Clean Water Services for regional services. Of the resulting revenues, 5% of gross revenues become a franchise fee to the General Fund. As the fee is based on gross revenue, the fee will grow in relation to sewer rate increases. • Stormwater — Billed stormwater revenues are shared between the City of Tigard for local ser- vices and Clean Water Services for regional services. Of the resulting revenues, 5% of gross revenues become a franchise fee to the General Fund. As the fee is based on gross revenue, the fee will grow in relation to stormwater rate increases. Since the City of Tigard does not have franchise fee agreement with CWS, the 5% of the gross revenues for the franchise fee comes out of the City of Tigard share of the gross revenues. • Telecommunications — The shift from land line telephones to wireless technologies continues to erode telecommunications franchise revenues in Tigard and throughout Oregon cities. Over the last few years, Tigard has seen a decrease in telecommunications franchise revenues. • Water—Tigard Water customers in the City of Tigard pay a 5% franchise fee through the water rates on the water portion of their utility bill. Tualatin Valley Water District (TVWD) customers in the City of Tigard pay a 5% franchise fee as an additional charge on their water bill from TVWD. As water rates increase or decrease franchise fee revenue proportionately does the same. After several years with significant water rate increase, the city's rate has somewhat sta- bilized as the LO/Tigard Partnership work concludes. REVENUE ANALYSIS - PAGE 71 USER FEES REVENUE User fees include water, sanitary sewer, and storm drainage fees charged to all users of such ser- vices. The sanitary and storm fees are established jointly by Tigard and the Clean Water Services Agency (CWS) and updated by the agency each year. The City Council, through an intergovern- mental agreement with other system participants, sets the water rates. Utility User Fees g $35AMIN — $30 $25 ' � I— $15 — $5 /�i FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 Sanitary ■Stormwater Water Per the intergovernmental agreement with CWS, the city retains only a portion of the sanitary and storm fees it collects. FY 2021-2022 forecast shows an increase compared to FY 2020-2021. This increase is composed of the implementation of an updated stormwater fee based on the city's Stormwater Master Plan and the implementation of rate increases that were delayed for six months during the COVID 19 pandemic. In 2008, Tigard entered into a water partnership with the City of Lake Oswego for a long-term wa- ter source. In order to pay for the debt that is necessary to complete the project, water rates in the Tigard Water Service Area increased significantly over a five-year period starting in FY 2010-11. Since that time, water rates have had modest rate increases. Sanitary Sewer saw an increase in user fees beginning in FY 2016-2017 as a surcharge of $2.11/ dwelling unit went into effect in late 2016 and FY 2017-2018 was the first full year of collection. In addition, during FY 2017-2018, CWS revised their IGA with the cities to allow the sewer franchise fee to be evenly distributed between the city and CWS. This results in a larger amount of the city's share staying in the sewer fund. These changes will help the city fund the growing infrastructure needs of the system. PAGE 72 - CITY OF TIGARD CONNECTION FEES REVENUE Connection fees include transportation development tax (TDT), Tigard Transportation System De- velopment Charge (TSDC), storm and sanitary sewer connection charges, water connection and system development charges, and parks system development charges. The TDT and TSDC is as- sessed on new development to help provide funds for the increased capacity transportation im- provements needed to accommodate the additional vehicle traffic and demand for transit facilities generated by that development. Connection Fees $20 o $18 2 $16 $14 $12 $10 $8 $6 ' $4 $2 $0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 •Water •Sanitary Sewer Roads •Parks This revenue category showed major increases since FY 2015-16 primarily due to the development of an estimated 150-200 homes annually in the River Terrace Subdivision. During FY 2016-2017 and FY 2017-2018, development exceeded planned expectations, leading to a large influx of Con- nection Fees. The city was anticipating that River Terrace development activity would level off starting in FY 2019-2020, however the development activity seems to be holding it at a higher threshold than anticipated initially. The forecast was adjusted accordingly. The TDT provides funds for capacity improvements to county and city arterials, certain collectors, and certain state and transit facilities as listed in the County's Capital Improvements Project List. The TDT is categorized as an Improvement Fee. Revenue must be dedicated to capital improve- ments that expand capacity and may not be used for maintenance, repair, or other non-capital improvements. The Transportation SDC was added in FY 2016 in Tigard. It has a similar purpose as the TDT and will add to Tigard's ability to fund roads. As part of the funding of the water project with Lake Oswego, water system development charges (SDC) increased. The increase fully implemented the reimbursement portion of the water SDC. REVENUE ANALYSIS - PAGE 73 PERMIT FEE REVENUE Permit fee revenues are recorded in the Building Fund, the Electrical Inspection Fund, Public Works Engineering Fund, and the General Fund. The primary fees that are represented in the chart in- clude: Engineering Public Improvement Fee, Sign Permits, Land Use Planning Application Fees and all related Building Permit Fees. Nearly all fees are related to development activity and, therefore, reflect the level of that activity. Permit Fees y $7 o ' $6 $5 $4 $3 ' ■ ■ ■ _ $2 /- EINEM ■ $1 MENEM $0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 ■Building Fund ■Electrical Inspection Fund —General Fund ■PW Engineering Fund In October 2010, building fees increased to bring them in line with area communities. The River Terrace Subdivision is anticipating more than 150 homes to be built in FY 2021-2022. This ac- counts for a large portion of the overall development related fees. However, this revenue is not sustainable nor reliable over the long term due to the nature of building related fees in which the fee is paid up front and the expenditures occur in later years. In FY 2018-2019, the PW Engineering Fund was created, which historically was a part of the Gen- eral Fund. Consequently, the Engineering Public Improvement Permit Fees moved from the Gen- eral Fund to PW Engineering fund. The historical records of engineering permit fees will remain in the General Fund. PAGE 74 - CITY OF TIGARD COUNTY SHARED REVENUE County Shared Revenues include the Washington County gas tax, the Washington County Cooper- ative Library System (WCCLS) levy, and a countywide hotel/motel tax. County Shared Revenues N $6.0 o ' E $5.0 $4.0 $3.0 $2.0 50.0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 ■County Gas Tax ■Hotel-Motel Tax WCCLS Washington County collects a one-cent per gallon tax on gasoline and distributes it to cities in the county to use for road maintenance activities. This revenue source has seen minor growth over the past few years because, under the current state law, the tax per gallon cannot be increased, and as aforementioned in the gas tax section, higher mileage vehicles and reduced driving are leading to less overall gas tax revenue. The hotel/motel tax is collected by Washington County at a 7% rate and is distributed to all partici- pating jurisdictions. Tigard receives about one-third of the amount collected in the city limits. Tax collections are directly related to room rental rates, the number of hotel and motel rooms within the city, and the economy. During the second half of the FY 2019-20, the worldwide pandemic, COVID-19, has ravaged the travel industry. With the pandemic still impacting the travel industry, the city is projecting significantly less FY 2021-22 hotel/motel tax revenue. In addition to the county hotel/motel tax, the city has its own hotel/motel tax of 2.5%. The city tax is not addressed in this discussion. WCCLS funds come from the county property taxes generated from the county's permanent prop- erty tax rate. On May 19, 2020, voters approved the renewal of the local option levy that main- tained and expanded countywide operating support of the libraries at a rate of $0.22 per $1,000 of assessed value for the next five years. This rate is unchanged from the previous rate. REVENUE ANALYSIS - PAGE 75 FINE AND FORFEITURE REVENUE This source of revenue includes traffic and civil infraction citations, which are processed by the Mu- nicipal Court, and fines for late and lost materials at the Library. Fine collections are directly relat- ed to the number of citations issued. The bail schedule is updated annually by the Municipal Court Judge. Fines and Forfeiture $2,500 ' $2,000 ' $1,500 ' $1,000 ' $500 $0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 •Library Fines ■Traffic-Civil Infractions In FY 2018-2019, the city started implementing the Photo Red Light Enforcement program, which is aimed to reduce the traffic accidents and injuries. Based on independent traffic surveys and ODOT crash data, the city has identified three intersections along 99W. Revenues related to Photo Red Light Enforcement Program is forecasted based on the data from other jurisdictions with similar program and will fund increase in expenditures in Police Department, Municipal Court and other program related expenditures. During FY 2020-2021, Photo Enforcement Program has expanded to include the speed enforcement. The revenues for FY 2021-2022 include anticipated revenues from both the Photo Red Light and Photo Speed Enforcement program. Due to the COVID 19 pandemic, Tigard has not been able to fully implement the program and aju- dicate photo enforcement cases. Due to this, Tigard does not expect to collect the full amount of budgeted revenues in FY 2020-21. For FY 2021-22, Tigard is assuming full implementation of the program and using revenue estimates developed pre-pandemic. Revenues from this program will pay for program expenses, future police facility needs, and, if revenues remain, traffic safety measures. PAGE 76 - CITY OF TIGARD INTEREST EARNINGS REVENUE Interest earnings are generated from the investment of cash on hand in various funds of the city. Interest earnings are directly attributable to the amount of cash available for investment and cur- rent interest rates. Interest Earnings $4,500 $4,000 o $3,500 $3,000 $2,500 ' $2,000 $1,500 $1,000 ' $500 $0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 ■Interest Earned The city has been experiencing a higher level of interest earnings primarily driven by increasing fund balances. The fund balances are growing through a combination of sound financial decisions made by the city to live within its means in operating funds and revenues originating from prepaid fees and charges related to the River Terrace Development and funds available for future CIP ac- tivities. From FY 2017-2018, the interest market rebounded from a historically low interest envi- ronment, but this rebounding effort has been abruptly halted due to the worldwide pandemic. The city is anticipating a continuation of the historically low interest rate environment for a near future. As the fund balances are normalized and interest market becomes less volatile, we should see more modest and steady level of interest earnings. FY 2021-22 interest earnings forecast is assuming an interest rate of 0.75% for the city's investments. REVENUE ANALYSIS - PAGE 77 INTERFUND TRANSFERS Interfund transfers are the transfer of revenues between funds when the revenue is received in one fund for an expense that occurs in another fund or when city functions have more than one fund- ing source. Another primary reason for transfers is for a fund to pay for services provided by an- other fund (for example, Financial Operations Division providing utility billing services for the Wa- ter, Sanitary Sewer, Stormwater, and Street Maintenance Funds). A transfer-out is an expense to the fund that is transferring the money out or buying services. A transfer-in is a resource to the fund that is receiving the money or selling the service. For every expense transfer-out, there is a corresponding resource transfer-in. The corresponding transfers must show the same dollar amount. The various types of interfund transfers are defined below: General Resource Transfer Transfer of resources from one fund to another which are not based upon a cost allocation plan, actual expenditure, or any expectation of a payment for services provided. This type of transfer is simply a transfer of resources from one fund to another. Direct Resource Transfer/Capital Improvement Plan (CIP) Transfer Transfer of resources from one fund to another which are based upon a cost allocation plan and actual expenditures or an expectation of a payment for services provided. This type of transfer is typically based upon actual expenditure needs by a certain fund and are "trued up" from the budg- et figure based upon actual expenditures. Debt/Loan Repayment Transfer Transfer of resources from one fund to another to pay either all or a portion of an interfund loan. This type of transfer is typically based upon a five-year repayment schedule for capital loans. Indirect Cost Transfer The Indirect Cost Transfers Out is typically budgeted along with a division's operating budget to show the true cost for that division to the city. In turn, transfers received for services provided, are allocated based upon a cost allocation plan. PAGE 78 - CITY OF TIGARD INTERFUND TRANSFERS Division Indirect Cost Pool Allocation Factors City Management Mayor& Council, City Man- # of Positions,Actual Expenditures agement Finance Administration Budget/CIP Total Budget by Division,Business Li- cense (Commercial Crime Unit) Financial Operations Reporting,Accounting/ # of Invoices, # of Paychecks General Ledger,Accounts Payable, Payroll Human Resources Human Resources # of Positions, Recruitments Risk Management Insurance Premiums, Claims # of Positions, Insured Property Value, &Misc. 3 Yr Insurance Incidents, #Autos Information Technology IT-Support,IT-Geographic # of Servers, # of Help Desk Requests, Information Systems (GIS) # of Devices (weighted),IT Database Service Request, Software, GIS Data Layers Communications Mail, Graphics, Copiers, # of Positions, Copier Department Al- Web Services location,Mail Service Work Orders City Recorder/Records Records Management, Coun- # of Agenda Items, # of Positions cil Support, Records Re- quests Property Management Property Management Square Footage Fleet Maintenance Fleet Maintenance # of Autos Contracts &Purchasing Contracts &Purchasing # of Contracts (weighted) Utility Billing Utility Billing,Meter Reading Utility Revenues Since the internal transfers are complex and can be difficult to follow and trace through the budg- et document, the following explanation is provided for each transfer, by fund. The budget docu- ment reflects a decrease in the number of transfers that are related to the Capital Improvement Plan (CIP) due to the implementation of the federally approved indirect cost plan. REVENUE ANALYSIS - PAGE 79 INTERFUND TRANSFERS From To Amount Type Description City Gas Tax Fund Transportation CIP 1,374,000 CIP CIP-97017:Main Street Green Street Fund Retrofit(Phase 2) City Gas Tax Fund Central Services Fund 5,337 Fund Level Indirect Transfer to Central Service Fund City Gas Tax Fund Transportation CIP 110,000 CIP CIP-95070:Greenburg Road, Fund Tiedeman Avenue,and North Dakota Street Study City Gas Tax Fund Transportation CW 553,000 CIP CIP-95071 :Murdock Street Sidewalk Fund and Stormwater Improvements Total City Gas Tax Fund Transfer Out 2,042,3 Construction Excise Parks SDC Fund 81,800 Direct CET Developer Incentive SDC Backfill Tax Fund Construction Excise Transportation SDC 57,100 Direct CET Developer Incentive SDC Backfill Tax Fund Fund from FY20&FY21 Construction Excise Central Services Fund 1,073 Fund Level Indirect Transfer to Central Tax Fund Service Fund Construction Excise Transportation SDC 47,600 Direct CET Developer Incentive SDC Backfill Tax Fund Fund Construction Excise Parks SDC Fund 98,200 Direct CET Developer Incentive SDC Backfill Tax Fund from FY20&FY21 Total .- Criminal Forfeiture Central Services Fund 16 Fund Level Indirect Transfer to Central Fund Service Fund of t Tuninal Forfeiture Fund r=s er Out Electrical Inspection Central Services Fund 4,267 Fund Level Indirect Transfer to Central Fund Service Fund Electrical Inspection Building Fund 250,000 Direct Transfer of funds to support electrical Fund inspections by Building Division Facilities Capital Central Services Fund 45 Fund Level Indirect Transfer to Central Projects Fund Service Fund Total Facilities Capital Projects Fund Transfer Out 11 Fleet/Property Central Services Fund 1,000 Direct PW Support of AMS Implementation as Management Fund part of Total Tyler in IT Budget(Year 2 of 2) of eet Property Management Fun rans er 1,000 Out PAGE 80 - CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description Gas Tax Fund Transportation CIP 170,800 CIP CIP-95065:Pacific Highway Street Fund Lights Gas Tax Fund Transportation CIP 300,000 CIP CIP-95027:Pedestrian and Cyclist Fund Connections Program Gas Tax Fund Public Works 325,800 General System Infrastructure Projection based Engineering Fund on Eng Time YTD FY20. Sys Inf= 11%of billable time. Trans is 59%of total. Gas Tax Fund Transportation CIP 100,000 CIP CIP-95067:Traffic and Transportation Fund System Major Maintenance Program Gas Tax Fund Central Services Fund 24,504 Fund Level Indirect Transfer to Central Service Fund Gas Tax Fund Transportation CIP 1,506,000 CIP CIP-95060:Tigard Street(Fanno Fund Creek)Bridge Replacement Gas Tax Fund Central Services Fund 40,000 Direct PW Support of AMS Implementation as part of Total Tyler in IT Budget(Year 2 of 2) Total Gas Tax Fund Transfer Out 2,467,104 General Fund Parks Utility Fund 37,500 Direct Deferred Maintenance-Vehides:Year 4 of 4 General Fund Parks Utility Fund 200,000 Set Aside for Parks General Fund Public Works 115,510 Fund Level Indirect Transfer to PW Engineering Fund Engineering Fund General Fund Central Services Fund 135,000 Direct Transfer of additional ROW revenue generated by ROW Consultant. Consultant Contract is managed and paid by FIS Operations in Fund 600. Contract may be renewed after 2 years(FY23). General Fund Central Services Fund 53,258 Fund Level Indirect Transfer to Central Service Fund General Fund Public Works Admin 32,446 Fund Level Indirect Transfer to PW Fund Admin Fund General Fund Parks Utility Fund 2,200,000 Direct General Fund Support of Parks Maintenance and Recreation Library Donations Facilities Capital 100,000 General Transfer of funds for needed misc. and Bequests Fund Projects Fund Library Improvements Total Library Donations and Bequests Fund 100,000 Transfer Out Parks Bond Fund Parks Capital Fund 826,500 CIP CIP-97028:Tigard Triangle Parks Parks Bond Fund Central Services Fund 7,685 Fund Level Indirect Transfer to Central Service Fund T 834,185 REVENUE ANALYSIS - PAGE 81 INTERFUND TRANSFERS From To Amount Type Description Parks SDC Fund Parks Capital Fund 72,000 CIP CIP-92068:Cook Park Accessible Boat Ramp Parks SDC Fund Parks Capital Fund 55,000 CIP CIP-92016:Dirksen Nature Park- Overall Project Parks SDC Fund Parks Capital Fund 10,000 CIP CIP-92056:COMPLETE FY21 Park System Master Plan Update Parks SDC Fund Parks Capital Fund 165,000 CIP CIP-92065:Lasich Park Property Master Plan Parks SDC Fund Parks Capital Fund 75,000 CIP CIP-92016-07:Dirksen Nature Park- Community Trail Parks SDC Fund Parks Capital Fund 62,500 CIP CIP-92064:Steve Street Park and Trail Parks SDC Fund Parks Capital Fund 400,000 CIP CIP-92053:Parks Major Maintenance Program Parks SDC Fund Parks Capital Fund 25,000 CIP CIP-92058:City of Tigard/Tigard- Tualatin School District Park Development Program Parks SDC Fund Parks Capital Fund 20,000 GIP CIP-92061 :Red Rock Creek Trail Implementation Plan Parks SDC Fund Parks Capital Fund 355,000 CIP CIP-92016-13:Dirksen Nature Park- Wetland Boardwalk and Walkway Parks SDC Fund Parks Capital Fund 155,000 CIP CIP-92066:Trail System Master Plan Parks SDC Fund Parks Capital Fund 2,095,000 CIP CIP-92046:Fa.nno Creek Trail Connection(RFFA Grant) Parks SDC Fund Parks Capital Fund 405,000 CIP CIP-92016-08:Dirksen Nature Park- Off-Street Parking Lot Parks SDC Fund Public Works 44,200 General System Infrastructure Projection based Engineering Fund on Eng Time YTD FY20. Sys Inf= 11%of billable time. Parks is 8%of total. Parks SDC Fund City Center Capital 1,571,000 CIP CIP-92059:Universal Plaza Improvements Total Parks SDC Fund Transfer 0.1-W 5,509,700 Parks Utility Fund Facilities Capital 30,000 CIP CIP-91023:COMPLETE FY21 Public Projects Fund Works Field Staff Work Area and Breakroom Parks Utility Fund Central Services Fund 500 Direct PW Support of AMS Implementation as part of Total Tyler in IT Budget(Year 2 of 2) Parks Utility Fund Central Services Fund 74,902 Fund Level Indirect Transfer to Central Service Fund 11111 Public Works Admin Central Services Fund 5,000 Direct PW Support of AMS Implementation as Fund part of Total Tyler in IT Budget(Year 2 of 2) ota1111.r 11".111l PAGE 82 - CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description Sanitary Sewer Fund Stormwater Fund 1,188,000 CIP CIP-94046:Kruger Creek Stabilization Sanitary Sewer Fund Stormwater Fund 207,000 CIP CIP-94049:Red Rock Creek Stabilization and Enhancement Sanitary Sewer Fund Central Services Fund 30,000 Direct PW Support of AMS Implementation as part of Total Tyler in IT Budget(Year 2 of 2) Sanitary Sewer Fund Facilities Capital 13,000 CIP CIP-91023:COMPLETE FY21 Public Projects Fund Works Field Staff Work Area and Breakroom Sanitary Sewer Fund Public Works 16,600 General System Infrastructure Projection based Engineering Fund on Eng Time YTD FY20. Sys Inf= 11%of billable time. Sani is 3%of total. Sanitary Sewer Fund Central Services Fund 9,246 Fund Level Indirect Transfer to Central Service Fund Stormwater Fund Public Works 60,700 General System Infrastructure Projection based Engineering Fund on Eng Time YTD FY20. Sys Inf= 11%of billable time. Stormwater is 11% of total. Stormwater Fund Central Services Fund 6,828 Fund Level Indirect Transfer to Central Service Fund Stormwater Fund Transportation CIP 82,000 CIP CIP-95071 :Murdock Street Sidewalk Fund and Stormwater Improvements Stormwater Fund Central Services Fund 50,000 Direct PW Support of AMS Implementation as part of Total Tyler in IT Budget(Year 2 of 2) Stormwater Fund Transportation CIP 125,000 CIP CIP-95060:Tigard Street(Fano Fund Creek)Bridge Replacement Stormwater Fund Facilities Capital 23,000 CIP CIP-91023:COMPLETE FY21 Public Projects Fund Works Field Staff Work Area and Breakroom Street Maintenance Gas Tax Fund 75,000 Carryforward-Mini Excavator- Fund Replacement of Case 580 Excavator Street I4laintenance Gas Tax Fund 42,500 Direct Support for dig outs from Adam's street Fund maintenance crew before PMP begins Street Maintenance Gas Tax Fund 166,000 Direct Support right-of-way maintenance costs Fund Street Maintenance Central Services Fund 170,861 Fund Level Indirect Transfer to Central Fund Service Fund 454,361 REVENUE ANALYSIS - PAGE 83 INTERFUND TRANSFERS From To Amount Type Description Transient Lodging General Fund 44,000 Direct Support of Community Events Tax Fund Transient Lodging General Fund 200,000 Direct Allowable 30%use of TLT for general Tax Fund governmental services Transient Lodging Central Services Fund 3,863 Fund Level Indirect Transfer to Central Tax Fund Service Fund Total Transient Lodging Tax Fund Transfer Out 247,863 Transportation Transportation CIP 23,000 CIP CIP-95074:McDonald Street(Hall Development Tax Fund Boulevard to Pacific Highway) Transportation Transportation CIP 20,000 CIP CIP-95069:Bonita/Sequoia Development Tax Fund Intersection-Traffic Signal Transportation Transportation CIP 920,000 CIP CIP-95048:Roy Rogers Road Development Tax Fund Transportation Transportation CIP 35,250 CIP CIP-95041 :COMPLETE FY21 Upper Development Tax Fund Boones Ferry Road/Durham Road Adaptive Signal Coordination Transportation Transportation CIP 520,000 CIP CIP-95072:72nd Avenue Pre-Design Development Tax Fund Transportation Transportation CIP 57,000 CIP CIP-95050:121st Avenue(Whistlers Development Tax Fund Lane to Tippitt)Sidewalks and Bike Lanes Transportation Transportation CIP 580,000 CIP CIP-95070:Greenburg Road, Development Tax Fund Tiedeman Avenue,and North Dakota Street Study Transportation Central Services Fund 15,736 Fund Level Indirect Transfer to Central Development Tax Service Fund Total Transportation Development T Transportation SDC Central Services Fund 8,969 Fund Level Indirect Transfer to Central Fund Service Fund Transportation SDC Transportation CIP 358,421 CIP CIP-95064:Frewing Street Sidewalk Fund Fund Infill-CDBG Transportation SDC Parks Capital Fund 1,133,000 CIP CIP-92046:Fanno Creek Trail Fund Connection(RFFA Grant) Transportation SDC Transportation CIP 1,590,000 CIP CIP-95060:Tigard Street(Fanno Fund Fund Creek)Bridge Replacement Transportation SDC Transportation CIP 50,000 CIP CIP-95068:Fiber Communication Fund Fund Networks Program Transportation SDC Transportation CIP 57,500 CIP CIP-95063:Transportation System Fund Fund Plan Update Transportation SDC Transportation CIP 1,851,000 CIP CIP-95056:North Dakota Street Fund Fund (Fanno Creek)Bridge Replacement Transportation SDC Transportation CIP 400,000 CIP CIP-95066:Americans with Fund Fund Disabilities Act Right-of-Way Program Transportation SDC Transportation CIP 35,250 CIP CIP-95041 :COMPLEl'E FY21 Upper Fund Fund Boones Ferry Road/Durham Road Adaptive Signal Coordination otal Trans* :tion S S 1 PAGE 84 - CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description Underground Utility Transportation CIP 20,000 CIP CIP-95050:121st Avenue(Whistlers Fund Fund Lane to Tippitt)Sidewalks and Bike Lanes Underground Utility Central Services Fund 1,105 Fund Level Indirect Transfer to Central Fund Service Fund Total Underground Utility Fund Transfeliii Urban Forestry Fund Central Services Fund 2,088 Fund Level Indirect Transfer to Central Service Fund Urban Forestry Fund Parks Capital Fund 150,000 CIP CIP-92017:Tree Canopy Replacement Program Total Urban Forestry Fund Transfer Out Water Fund Water CIP Fund 393,000 CIP CIP-96050:Fonner Street/121st Avenue Valve and Piping Improvements Water Fund Water Debt Service 163,000 Debt/Loan ARRA Water Loan Debt Service Fund Repayments Water Fund Water Debt Service 5,380,000 Debt/Loan Water Revenue Bond 2012 Debt Service Fund Repayments Payment Water Fund Water Debt Service 1,670,000 Debt/Loan Water Revenue Bond 2015 Debt Service Fund Repayments Payment Water Fund Facilities Capital 7,250,000 CIP CIP-91021 :Public Works Facility and Projects Fund Yard Water Fund Facilities Capital 34,000 CIP CIP-91023:COMPT.F 1E FY21 Public Projects Fund Works Field Staff Work Area and Breakroom Water Fund Central Services Fund 160,000 Direct PW Support of AMS Implementation as part of Total Tyler in IT Budget(Year 2 of 2) Water Fund Water CIP Fund 3,383,000 CIP CIP-96040:Cacti Reservoir 18 and Pump Station 18 Design Water Fund Water CIP Fund 397,000 CIP CIP-96046:Red Rock Creek Waterline Relocation Water Fund Water CIP Fund 1,100,000 CIP CIP-96058:Pipeline Renewal and Replacement Program Water Fund Water CIP Fund 200,000 CIP CIP-96060:Generator Replacement at Canterbury Pump Station Water Fund Water CIP Fund 389,000 CIP CIP-96057:Abandon Baylor Reservoirs 9-1 and 9-2 and Hnnziker Pump Station 11 Water Fund Water CIP Fund 150,000 CIP CIP-96059:Water System Major Maintenance Program Water Fund Public Works 104,900 General System Infrastructure Projection based Engineering Fund on Eng Time YTD FY20. Sys Inf= 11%of billable time. Water is 19%of total Water Fund Water CIP Fund 1,366,000 CIP CIP-96053:Aquifer Storage and Recovery Well#2 and Well#3 Water Fund Central Services Fund 180,889 Fund Level Indirect Transfer to Central Service Fund Water Transportation CIP 340,000 CIP CIP-97017:Main Street Green Street Quality/Quantity Fund Retrofit(Phase 2) Fund Total Water Quality/Quantity Fund Transfer Out REVENUE ANALYSIS - PAGE 85 INTERFUND TRANSFERS From To Amount Type Description Water SDC Fund Central Services Fund 33,538 Fund Level Indirect Transfer to Central Service Fund Water SDC Fund Water CIP Fund 3,123,000 CIP CIP-96040:Cach Reservoir 18 and Pump Station 18 Design Water SDC Fund Water CIP Fund 809,000 CIP CIP-96049:Willamette Intake Facility Expansion Water SDC Fund Water CIP Fund 3,188,000 CIP CIP-96053:Aquifer Storage and Recovery Well#2 and Well#3 Water SDC Fund Water CIP Fund 170,000 CIP CIP-96052:Fifth Pump at the River Intake Pump Station(RIPS) Water SDC Fund Water CIP Fund 262,000 CIP CIP-96050:Fanner Street/121st Avenue Valve and Piping Improvements Water SDC Fund Water Fund 25,000 CIP CIP-96056:COMPLETE FY21 Water System Development Charge(SDC) Study Water SDC Fund Water CIP Fund 160,000 CIP CIP-96008:Water Main Line Oversizing Program d Transfer Ou ,770,E 38 55,153,787 City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 86 - CITY OF TIGARD EXPENDITURE SUMMARY BY PROGRAM The city adopts and manages its operating expenditures by program. The city has four operating programs: Policy & Administration, Community Development, Community Services and Public Works. Within each of these programs are one or more departments and budget units or divisions. A more detailed explanation of the city's program structures can be found in the Reader's Guide section. The following charts give a summary of the expenditures for the programs, budget classifications and staffing levels. FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 Actual 1 Actual 1 Revised 11 Proposed I Approved I Adopted Description Expenditure by Program Policy and Administration $11,331,705 $12,222,093 $17,692,913 $19,078,996 $19,248,996 $19,248,996 Community Development 4,948,319 5,315,762 7,618,279 7,623,926 7,623,926 7,623,926 Community Services 22,054,228 23,710,966 32,390,547 29,871,569 29,871,569 29,909,009 Public Works 23,611,872 24,623,889 31,472,563 32,113,187 32,243,187 32,363,187 Total Expenditures by Progam $61,946,124 $65,872,710 $89,174,302 $88,687,679 $88,987,679 $89,145,119 Number of N 1E by Program Policy and Administration 63.55 66.95 77.30 80.10 80.10 80.10 Community Development 31.75 33.75 35.00 37.00 37.00 37.00 Community Services 124.30 124.20 13120 133.20 13120 133.20 Public Works 78.35 83.35 86.35 86.35 86.35 86.35 Number of NTE by Program 297.95 308.25 331.85 336.65 336.65 336.65 Expenditure per NTE Policy and Administration $178,300 $182,556 $233,879 $238,190 $240,312 $240,312 Community Development 155,853 157,504 219,231 206,052 206,052 206,052 Community Services 177,427 190,910 237,816 224,261 224,261 224,542 Public Works 301,364 295,428 364,477 371,896 373,401 374,791 Debt Service 1 1 1 1 1 1 Total Expenditure per N 1'E $246,708 $250,700 $301,533 $292,019 $292,910 $293,533 PROGRAM SUMMARIES - PAGE 87 OPERATING BUDGET HISTORY-SUMMARY FY 2019 FY 2020 FY 2021 Proposed Approved Adopted Description Actual Actual Revised 2022 2022 2022 297.95 30825 331.85 336.65 336.65 336.65 Budget by Category Personnel Services 531,964,130 534,022,705 $42,212,940 $43,723,296 $43,723,296 $43,760,736 Materials&Supplies 14,561,019 15,857,692 26,591,620 23,913,112 24,113,112 24,113,112 Interdepartmental Services 13,656,948 14,813,148 17,961,457 19,099,870 19,099,870 19,099,870 Capital Outlay 1,764,028 1,179,165 2,408,285 1,951,401 2,051,401 2,171,401 Total by Category 561,946,124 $65,872,710 $89,174,302 $88,687,679 $88,987,679 $89,145,119 Budget by Program Policy and Administration 511,331,705 $12,222,093 $17,692,913 $19,078,996 $19,248,996 $19,248,996 Community Development 4,948,319 5,315,762 7,618,279 7,623,926 7,623,926 7,623,926 Community Services 22,054,228 23,710,966 32,390,547 29,871,569 29,871,569 29,909,009 Public Works 23,611,872 24,623,889 31,472,563 32,113,187 32,243,187 32,363,187 Total by Program 561,946,124 $65,872,710 $89,174,302 $88,687,679 $88,987,679 $89,145,1 Budget by Department Mayor and Council $335,494 $227,103 $272,287 $291,294 $291,294 $291,294 City Management 2,094,828 2,493,105 3,099,871 3,733,372 3,763,372 3,763,372 Finance&Information Services 4,904,110 5,196,628 7,888,525 9,054,743 9,194,743 9,194,743 Community Development 4,948,319 5,315,762 7,618,279 7,623,926 7,623,926 7,623,926 Police 16,060,552 17,119,866 22,119,224 22,384,635 22,384,635 22,422,075 Library 5,780,090 5,908,977 7,008,447 7,178,163 7,178,163 7,178,163 Social Service/Community Events 213,586 682,123 3,262,876 308,771 308,771 308,771 Public Works 23,611,872 24,623,889 31,472,563 32,113,187 32,243,187 32,363,187 Central Services 3,769,123 4,047,327 5,973,319 5,535,925 5,535,925 5,535,925 City Attorney 228,150 257,930 458,911 463,662 463,662 463,662 PAGE 88 - CITY OF TIGARD OPERATING BUDGET HISTORY FY 2019 FY 2020 FY 2021 Proposed Approved Adopted Description Actual Actual Revised 2022 2022 2022 Number of EFL 297.95 308.25 331.85 336.65 336.65 336.65 51001-Salaries-Management $9,965,031 $10,900,724 $13,061,749 $13,505,355 $13,505,355 $13,505,355 51002-Salaries-General 5,232,727 5,750,282 6,919,350 7,231,854 7,231,854 7,231,854 51003-Salaries-Police 4,251,121 4,386,343 5,498,040 5,607,261 5,607,261 5,633,832 51004-Part Time-Regular 968,003 981,753 986,760 1,040,536 1,040,536 1,040,536 51005-Part Time-Temporary 358,395 317,261 630,527 782,848 782,848 782,848 51006-Overtime 649,367 659,488 1,202,435 1,207,924 1,207,924 1,207,924 51007-Incentive Pay 458,666 478,882 568,844 617,497 617,497 617,497 52001-Unemployment 21,905 23,501 28,448 29,097 29,097 29,124 52002-Worker's Compensation 422,605 215,124 316,351 278,067 278,067 278,503 52003-Social Security/Medicare 1,650,764 1,769,880 2,173,993 2,223,784 2,223,784 2,225,817 52004-Tri-Met Tax 166,158 180,706 211,633 224,861 224,861 225,067 52005-Retirement 3,252,865 3,664,365 4,699,377 4,887,799 4,887,799 4,895,966 52007-VEBA-ER 227,339 234,245 281,210 281,580 281,580 281,580 52008-Life Ins/ADD/LTD 18,625 16,855 99,142 89,157 89,157 89,157 52009-Long Term Disability 44,693 47,751 0 0 0 0 52010-Medical/Dental/Vision 3,737,975 3,865,862 5,534,158 5,673,519 5,673,519 5,673,519 52011-Dental Benefits 428,299 428,037 0 0 0 0 52012-Accrued Vacation 109,592 101,645 923 42,158 42,158 42,158 of Personnel Services $31,964,130 34,022,7 2,940 $4-7,51 53001-Office Supplies 128,046 167,842 235,464 237,054 237,054 237,054 53002-Small Tools&Equipment 226,160 324,989 738,223 661,529 661,529 661,529 53003-Fuel 237,738 211,313 390,062 339,400 339,400 339,400 53004-Books&Circulation Materials 350,367 298,105 464,500 364,500 364,500 364,500 53005-Ammunition and Range Supplies 37,379 29,970 43,200 43,200 43,200 43,200 53006-Technology Equipment under 55,000 352,060 121,701 194,640 113,673 113,673 113,673 53007-Grant Expenditures 8,296 8,378 8,820 8,840 8,840 8,840 53008-Library Contribution Materials 3,840 18,846 0 0 0 0 53316-CCIS-Worksite Wellness Funds 400 513 2,500 2,500 2,500 2,500 53530-Water Costs:L.O.&Ptld 1,685,669 1,685,705 2,200,000 2,260,000 2,260,000 2,260,000 54001-Professional/Contractual Services 3,678,207 4,302,207 7,456,918 7,806,739 8,006,739 8,006,739 54002-Water Costs:Sampling 26,015 27,665 75,000 50,000 50,000 50,000 54003-Legal Fees 151,235 111,986 319,350 312,350 312,350 312,350 54004-Printing Services 3,276 3,099 6,200 6,400 6,400 6,400 54006-Software License and Maintenance 867,827 838,355 1,166,305 1,194,408 1,194,408 1,194,408 54007-Parks and Recreation 124,660 62,795 77,000 77,000 77,000 77,000 54101-R&M-Facilities 447,879 460,697 507,950 650,450 650,450 650,450 54102-R&M-Water Lines -27,653 48,393 40,000 40,000 40,000 40,000 54103-R&M-Control Valves 27,173 1,402 30,000 30,000 30,000 30,000 54104-R&M-Reservoir 688 14,152 15,000 15,000 15,000 15,000 54105-R&M-Grounds 121,137 130,574 164,300 164,300 164,300 164,300 54106-R&M-Pump Station 8,461 8,049 15,000 45,000 45,000 45,000 PROGRAM SUMMARIES - PAGE 89 OPERATING BUDGET HISTORY FY 2019 FY 2020 FY 2021 Proposed Approved Adopted Description Actual Actual Revised 2022 2022 2022 54107-R&M-SCADA 11,335 12,051 18,000 20,000 20,000 20,000 54108-R&M-Wells 29,102 3,274 15,000 15,000 15,000 15,000 54109-R&M-Meters 115,469 261,639 225,000 225,000 225,000 225,000 54110-R&M-Service Lines 32,158 26,252 40,000 40,000 40,000 40,000 54112-R&M-Fire Hydrant 14,961 19,275 80,000 80,000 80,000 80,000 54113-R&M-Vehicles 360,687 334,821 425,150 420,500 420,500 420,500 54114-R&M-Office Equipment 45,711 74,261 76,208 73,208 73,208 73,208 54115-Vehicle Usage 203 573 80 80 80 80 54201-Utilities-Electric 1,103,312 1,181,583 1,356,350 1,333,350 1,333,350 1,333,350 54202-Utilities-Water/Sewer/SWM 339,423 317,066 527,700 527,950 527,950 527,950 54203-Utilities-Natural Gas 37,375 51,193 70,300 60,300 60,300 60,300 54204-Utilities-Garbage 0 0 1,000 1,000 1,000 1,000 54205-Utilities-Phone/Pager/Cells 209,304 237,839 268,958 320,603 320,603 320,603 54300-Advertising&Publicity 70,481 59,588 142,325 142,325 142,325 142,325 54301-Fees and Charges 49,740 78,503 107,070 106,220 106,220 106,220 54302-Dues&Subscriptions 171,184 99,922 176,405 200,003 200,003 200,003 54303-Professional Development 268,611 290,214 572,812 558,778 558,778 558,778 54304-Election Expenses 75 0 0 0 0 0 54305-Conservation Expenses 4,463 1,000 10,000 10,000 10,000 10,000 54306-Credit Card Fees 440,449 417,222 507,600 526,600 526,600 526,600 54307-Insurance 509,072 690,944 940,008 1,047,766 1,047,766 1,047,766 54308-Property Damage 150 0 22,500 22,500 22,500 22,500 54309-Rents and Leases 156,664 145,235 472,051 192,003 192,003 192,003 54310-Bad Debt Expense -7 -617 6,500 6,500 6,500 6,500 54311-Special Department Expenses 1,785,109 1,881,562 2,924,646 3,111,183 3,111,183 3,111,183 54312-Bank Fees 128,057 102,657 129,900 129,900 129,900 129,900 54402-Contributions to Community Org 219,070 694,900 3,325,625 320,000 320,000 320,000 ot. Maten. s&Supp es 4,113,112 '.24,113,112 56002-Buildings&Improvements 171,663 112,690 309,310 211,000 211,000 211,000 56003-Vehicles 1,257,099 790,868 1,371,374 1,275,000 1,275,000 1,395,000 56004-Computer Hardware and Software 178,895 135,847 273,801 237,601 237,601 237,601 56006-Equipment 115,487 127,772 378,000 147,000 247,000 247,000 56007-GIS Hardware and Software 40,884 11,989 75,800 80,800 80,800 80,800 tal Capital Outlay 2,408,285 51,951,401 S2,051,401 s 58100-Indirect Charges-City Management 585,128 749,955 688,510 1,004,559 1,004,559 1,004,559 58110-Indirect Charges-Human Resources 1,025,534 977,142 1,384,349 1,543,661 1,543,661 1,543,661 58120-Indirect Charges-Risk Management 358,316 464,826 626,705 698,827 698,827 698,827 58130-Indirect Charges-Office Services 592,017 770,593 830,889 837,405 837,405 837,405 58150-Indirect Charges-Records 530,086 449,132 543,174 545,453 545,453 545,453 58160-Indirect Charges-City Attorney 255,310 295,842 452,515 457,201 457,201 457,201 58200-Indirect Charges-Finance Administrat 446,864 499,863 456,466 465,210 465,210 465,210 PAGE 90 - CITY OF TIGARD OPERATING BUDGET HISTORY FY 2019 FY 2020 FY 2021 Proposed Approved Adopted Description Actual Actual Revised 2022 2022 2022 58210-Indirect Charges-Financial Operation 807,911 694,125 850,354 999,196 999,196 999,196 58220-Indirect Charges-Utility Billing 1,172,694 1,417,936 1,595,112 1,632,833 1,632,833 1,632,833 58230-Indirect Charges-Technology 2,042,766 2,489,086 3,411,771 3,884,170 3,884,170 3,884,170 58250-Indirect Charges-Contracts and Pure 215,056 253,054 266,709 301,872 301,872 301,872 58600-Indirect Charges-PW Admin 2,017,775 1,927,912 2,247,499 2,511,309 2,511,309 2,511,309 58625-Indirect Charges-PW Engineering 1,380,304 1,477,705 1,471,463 1,441,351 1,441,351 1,441,351 58630-Indirect Charges-Fleet Maintenance 638,438 688,009 946,189 500,209 500,209 500,209 58640-Indirect Charges-Property Manageme 1,588,749 1,657,968 2,189,752 2,276,614 2,276,614 2,276,614 -tal Interdepartmental Services 7,961,4570 till ti_ err''„ '�1. miFs 1 r IN 0 ilk City staff gather for several events throughout the year-the Wellness Fair and the Opening Day staff-sponsored picnic are a couple of examples. PROGRAM SUMMARIES - PAGE 91 OPERATING BUDGET HISTORY Four Year Operating Budget Growth Lead: Toby LaFrance • Impacted Fund: All Operating Funds At the April 24, 2021 Budget Committee Meeting, the Budget Committee questioned the amount of growth in operations over the last four years as shown in the table of Operating Budget History Background: In the Program Summary section of the FY 2021-2022 Proposed Budget Document is the Operating Budget History on pages 84-87. During the Budget Committee meeting on April 24th, it was pointed out that the operating budget has grown significantly. Budget Committee members mentioned that they had been here for each of the four years and that each year the changes seemed reasonable. However,when seen over time,the changes seemed larger than expected. Analysis: This is a very high level analysis. Given that this paper attempts to describe four years of changes in operations, and has been prepared over a couple business days, it is limited in depth. First, it should be mentioned that the schedules on pages 84-87 of the Proposed Budget Document are comparing actual expenditures for FY 2019 and FY 2020 to the current Revised Budget for FY 2021 to the Proposed Budget for FY 2022. Since the starting point of FY 2019 is actual expenditures, these will be less than budged expenditures. Actual expenditures in FY 2019 averaged about 93.5% of budget. This makes the growth from FY 2019 to FY 2022 appear much larger. Table 1 below shows operating budgets for the Adopted Budget for FY 2019 thru FY Table 1 2021 and Proposed Budget for FY 2022. Adopted Operating Budget This provides an apples to apples Adopted Adopted Adopted Proposed comparison and shows that operating FY 2019 FY 2020 FY 2021 FY 2022 budgets have grown over the last four 65,250,000 73,145,000 82,285,000 86,736,000 years. For sake of simplicity, the budgets have been rounded. The growth in budgets can be attributed to two factors: normal inflation and intentional budget changes. Normal inflation takes in the cost of staff receiving COLAs and step increases and the growing costs of benefits as well as normal cost increases for materials and supplies. Intentional budget changes can be made by the Budget Committee or Council for service level changes or for exceptional cost increases beyond the city's control like the costs of property insurance of 911 dispatch services. For the sake of this analysis, it was assumed that inflation is 3.5% annually. As intentional budget changes are made through the four years, inflation is accrued on those PAGE 92 - CITY OF TIGARD OPERATING BUDGET HISTORY increases. This results in inflationary budget growth of 11% to 12.5% over the four years. Table 2 summarizes the total growth in operating budgets over the last four years and how much can be Table 2 attributed to inflation and Operating Budget Change- FY 2019 to FY 2022 how much is due to All Funds WAmount %Change intentional budget Total Budget Growth 21,486,000 32.9% changes. As can be seen 'Est. Inflationary Growth 3.5%Annually 7,724,000 11.8% in Table 2, operating 'Budgetary Changes 13,762,000 21.1% budgets have grown by 32.9% with about a third of that growth from inflation and the remaining two-thirds from budget changes. The next three tables attempt to find the major budgetary changes contributing to this growth. Since much of the work of the Budget Committee is around the General Fund, Table 3 Table 3 focuses on this important Operating Budget Change-FY 2019 to FY 2022 operational fund. As Table 3 General Fund Amount %Change shows, the bulk of the Total Budget Growth 4,946,000 17.5% growth in operations in the lEst. Inflationary Growth 3.5%Annually 3,180,000 11.3% General Fund is for inflation. IMajor Budget Changes: The primary budget change (Photo Enforcement Staffing and Contract 1,400,000 over the last four years was the implementation of the Other Chages 366,000 . Photo Enforcement program over FY 2019 and FY 2020. This program is being paid for with additional revenue generated by the program. An area of significant growth over the last four years has been in the central service departments of the city. These include areas like Finance and Information Service, City Recorder and Records, Fleet and Facilities, Communications, City Management, Human Resources, Risk Table 4 Management, Public Works Operating Budget Change- FY 2019 to FY 2022 Administration, and Central Service Funds Amount %Change Engineering. These are Total Budget Growth 7,607,000 46.7% operations that provide 'Est. Inflationary Growth 3.5%Annually 1,975,000 12.1% services internally to direct 'Major Budget Changes: service departments and CM CFC, PSAB, &DEI 500,000 delivery of the Capital Property and Liability Insurance 400,000 Improvement Program. All IT-Tyler, GIS, Data Informed 2,900,000 Engineering CIP Delivery 600,000 of these services are Citywide Communications 300,000 funded by allocating a (Other Changes 932,000 portion of their services to direct service divisions and capital funds. Table 4 show that over the last several years PROGRAM SUMMARIES - PAGE 93 OPERATING BUDGET HISTORY there has been an emphasis to centralize services in communications and city management. The area with the most growth has been in IT in support of the IT Strategic Plan and implementing changes recommended in the city's Performance Audit. This includes enhanced and centralized GIS services, data informed policing, and the Total Tyler project including software, implementation, and establishment of a Project Management Office to include project managers and business systems analysts. All the other operating funds of the city are in Table 5. These funds that generally generate sufficient revenues to pay for increased operational costs and include the city's Table 5 utilities, parks, streets, and Operating Budget Change-FY2019toFY2022 building. In addition, over Other Funds Amount %Change the four year period, the city Total Budget Growth 8,933,000 33.7% established the Construction lEst. Inflationary Growth 3.5%Annually 2,568,000 12.4% Excise Tax Fund which IMaj Budget Changes: includes a new Affordable Construction Excise Tax Afordable 550,000 Housing Program and the Housing Police Levy Fund which Police Levy 2,100,000 accounts for the revenues Building Services 600,000 and service expenditures Restore Recreation 140,000 Parks Maintenance Enhancements 500,000 related to the voter approved police levy. Stormwater Maintenance 700,000 Beyond establishing those Water Maintenance 1,600,000 two new operating funds, IOther Changes 175,000 growth has occurred in our building services to accommodate community growth. Parks and recreation has restored and added services in line with additional park land in Tigard. And liquid utilites have grown with our community. Conclusion City operations have grown significantly over the last four years. Most of the growth has occurred in funds that have revenue sources that can cover the costs of additional operations or in central services where the increased costs can be spread across the organization. In General Fund, the growth in operations has been much more modest and has only one major change that comes with additional revenue to pay for the Photo Enforcement Program. PAGE 94 - CITY OF TIGARD STAFFING LEVELS The City of Tigard made reductions to its budget in 2010, 2012, and 2019 that reduced the level of core services that were available to the public. Since FY 2009, Tigard's population has grown from 47,150 to 54,520 in FY 2020, representing a growth of 14.9 percent. The FY 2022 Proposed Budget represents a staffing level of 336.65; an increase of 13.7 percent compared to FY 2009's staffing level of 296.05 over a decade ago. While the FTE increase may seem comparable to population growth, a vast majority of FTE increases came from the passage of the local option levy that passed in FY 2021 to enhance police services. Despite these enhancements in police services, the FTE per 1,000 population will still be 0.27 lower than pre-recession levels (5.97 in FY 2021 vs 6.24 in FY 2009.) City FTE Per 1,000 Population MiJJJiIIJJI �11-Thill-[li- � 1P �P gP �P �e, O,' O, O, O, 01'J`5 J'L J'1' J'L 1 `5 F F F F F c' The Adopted FY 2021 Budgetincluded a total FTE count of 332.95. This figure was increased by 2.45 FTE in the 1st Quarter Supplemental Budget in early FY 2021. This revised the citywide FTE count to 335.40. A 1.00 FTE increase was in the City Management Division to assist in implementa- tion of several new and existing city initiatives, some of which were unanticipated when the FY 2020-2021 budget was prepared. The other 1.00 FTE increase was a payroll specialist in Finance Operations Division to appropriately fulfill the needs of payroll. In addition, the Municipal Court Judge's FTE was increased by 0.40 to timely process the increased caseload driven by the photo enforcement program. Lastly, 0.05 FTE increase was in Communications Division for the Digital Communications Coordinator to assist in expanding our digital presence and growing the citys connections in the Latino community. PROGRAM SUMMARIES - PAGE 95 STAFFING LEVELS A 2nd Quarter Supplemental Budget reduced the FTE count by 3.75 down to 331.65. The main re- duction in FTE came from the Police Department (PD). Reduction of 3.00 FTE was in the Tigard PD's participation in the Transit Police Program. As the current IGA with TriMet expired on 12/31/2020, Tigard PD reassessed its level of participation and is anticipating that the future Trans- it Police participation will be smaller than the previous one dedicating no more than two (2.0) offic- ers and one (1.0) sergeant position when the TPD rejoins the Transit Police program later in FY 2021-22. With the reduction of staff comes with reduction in reimbursement revenues from TriMet, which makes this reassessment of Transit Police Program a zero-net impact to the General Fund. There was an additional 1.00 FTE reduction in the Information Technology Division for Com- puter Support Technician. Tigard IT has moved in the direction of Managed Help Desk Services for tier I and II services instead of staffing this role with a City of Tigard employee. The recent contract with BridgeTech LLC has eliminated the need for the 1.0 FTE position within the IT division. All sala- ry and benefit funds associated with this position will be used in the current and subsequent fiscal years to fund the existing contract with BridgeTech LLC. Lastly, the Building Division added 0.25 FTE to a current 0.75 FTE Assistant Planner position to create 1.00 FTE position. The additional 0.25 FTE would help to assist building permit staff in processing and administering building permits for several new housing types approved in the City. The Adopted Budget for FY 2022 FTE count of 336.65 reflects an increase of 6.00 FTE or 1.8% from the FY 2021 Revised Budget count of 331.65 FTE. The majority of FTE increases are originating from the much-needed administrative support in divisions that currently have little to no adminis- trative support and the citywide technology upgrade initiative. The FTE increases for FY 2022 are detailed in the following chart and paragraphs. Full-Time Equivalent Positions 350 300 250 200 150 . 1 . 1 . 1 II 1 50 00 t t t t t t t t t t t t t 0 a\ 9\ a\ a\ a\ a\ a\ a\ a\ a\ b 6 P �P ,yP ,tiP P �P �P 0" „\ 'P gP OP �,e �a 4.) oti o� oti oti oti oti (O oti `� ti� 'L L L --k L 'L J1' Jti '1 1 � J1 ,O pL F F F F F F F <J`L PAGE 96 - CITY OF TIGARD STAFFING LEVELS Total Tyler Project Support Last fiscal year, the city's initiative to update the aging enterprise system started and the city has awarded Tyler Technology to replace current systems that is over ten years old and is difficult to maintain. As part of the continuation of this project, various departments are requesting addition- al support for the project. Community Development— CD is requesting 2.00 FTE to help plan and implement the tran- sition and to backfill the time existing team members devoting to the Tyler EAM transition work. The first is an Assistant Planner position in CD Planning for up to 3 years to provide cover for the planning division work. This is a General Fund position. The second position is a new limited duration Permit Technician position in Building Division for up to 3 years to provide cover for permit counter work. This position would be funded fully by the Building Fund and no General Fund resources would be required. Information Technology — IT Division is requesting 2.00 FTE. With the city's plan to imple- ment a more unified and integrated software solution, the Building Division wants to be prepared to ensure the most seamless transition possible for Building Division customers. As the division prepare for the transition, it became apparent that the division has many current and urgent needs to address in the technology field. The request of this additional FTE will be funded by the Building Fund but managed under the IT department to address these current and future needs. This position will not require General Fund resources. In addition, IT Division is requesting to hire a limited duration Corporate Trainer position for up to 3 years to provide technology trainings to city employees. Central Services— 1.00 FTE Since the inception/expansion of the Central Services Department, it has needed the administrative support to help with the ever-increasing administrative workload within the department. The ADA barrier removal work and City Facilities Consolidation work are some examples of projects that have elevated the need for administrative support within the Central Services Department. Public Works— 1.00 FTE The Public Works Department (PW) is hiring a Confidential Executive Assistant (CEA). The position will report directly to the PW Director and assist with a large variety of confidential personnel is- sues, day to day support, and special projects; specifically, those included in the citys Four Impera- tives. Tasks and projects that the CEA position will assist with, and at times lead, include: • Confidential Matters — The CEA will be assigned to assist supervisors, managers and di- rectors with all personnel-related documents including on-boarding and off-boarding processes. • Support for Director and Assistant Directors — Public Works is the largest city depart- ment in terms of overall divisions and budget and is one of the only departments with- out a CEA. The PW Director relies heavily on assistant directors and managers to over- see respective work within their assigned areas. However, there is a need to be able to "roll-up" all the work and share/discuss as a part of the department manager meetings. The CEA will manage the collection and display of work, and progress of work, in sum- mary view for these meetings and the Director's daily reference. PROGRAM SUMMARIES - PAGE 97 STAFFING LEVELS • Special Projects — This city is currently engaged in a significant number of key projects, communication and outreach programs, and special projects. Examples of special pro- jects that will be assigned to the CEA include: Strategic Plan Communication Tyler EAM Implementation Support Department Policies and Procedures Review City Report Card Constituent Tracking Department Files job ., . , . _ .4 agt N ' 7 ktii ,.: . . _ Opp "tun ies ' r. -, 4 , _ , _} . I A L � HUMAN . " ir-*.r f *44 . 4F IFIL. RESOURCE %,AAtov ., Jr: , 0 1 v : I'' N.N. 1 If illiPS;:11 4..Ir • .?1\ 1 114 . •:. I' . 1 A 1 VIC* , ' ' ' - , A ' -IA I re ■ r t 1 1 0i ,;.... w,,.._..._ k 6 A ,may € . { " ' 114111111.1r# -- .1..4.4,040_ & IP r Alk, , ..... City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 98 - CITY OF TIGARD COMMUNITY SERVICES Community Services I I Social Police Library Services/Community Grants COMMUNITY SERVICES - PAGE 99 COMMUNITY SERVICES The Community Services Program consists of programs provided by the Police Department and the Library, and several Social Services and Community Event grants made by the city. Police programs include traditional public safety efforts (patrol, enforcement, traffic safety, etc.), but also include work with community groups to increase public safety awareness. Library programs include circulation of a wide variety of print and other media materials and the offering of a few programs designed to promote reading, computer skills, and lifelong learning. Social Service and Community Event grants provide funding to a variety of community organiza- tions and groups that provide services to those in need in the community or which offer events that promote a greater sense of community. The primary source of funding for this program area is the General Fund. JA J S rlitim. J ;rI. R ler . - ...IV: ... - . I:t— " ;7- rte. ._ 7r. L. - t .a. -• rte— ■ r • . Z - J •-...- + ."r r _T •._ •'J 7 S L ti . Tigard Public Library Tigard's DUll Taxi serves to encourage #E =� - _ a1 _ _ , driver responsibility VT w, �A71t ! s ' POLICE ........w....•• ... •- 7µs MC[ rns arYrNrcw OM PDX 0 ... eHvoSF rnu-RWE PAGE 100 - CITY OF TIGARD COMMUNITY SERVICES FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 2022 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2021 Revised Description Number of Positions 124.30 124.20 13620 133.20 133.20 133.20 -2.2% Budget By Category Personnel Services 14,438,813 15,236,465 18,445,394 18,922,682 18,922,682 18,960,122 2.8% Materials&Services 2,645,495 3,080,543 7,279,709 4,069,785 4,069,785 4,069,785 -44.1% Interdepartmental Costs 4,709,154 4,985,473 6,258,620 6,585,152 6,585,152 6,585,152 5.2% Capital Outlay 260,766 408,485 406,824 293,950 293,950 293,950 -27.7% Total All Category 22,054,228 23,710,966 32,390,547 29,871,569 29,871,569 29,909,009 -7.7% Budget By Division Police Administration 1,547,774 1,524,598 1,963,911 1,782,363 1,782,363 1,782,363 -9.2% Forfeiture-Justice 13,387 86,169 236,000 301,053 301,053 301,053 27.6% Forfeiture-Treasury 0 19,125 15,000 15,089 15,089 15,089 0.6% Forfeiture-Local 86,083 7,710 53,396 46,577 46,577 46,577 -12.8% Police Operations 9,415,707 9,957,661 13,487,970 13,725,688 13,725,688 13,752,080 2.0% Support Services 4,997,601 5,524,602 6,362,947 6,513,865 6,513,865 6,524,913 2.5% Library Administration 753,278 770,611 854,891 786,267 786,267 786,267 -8.0% Reader Services 2,494,126 2,653,938 3,230,373 3,350,793 3,350,793 3,350,793 3.7% Technical Services 715,463 764,297 875,873 890,487 890,487 890,487 1.7% Circulation 1,817,223 1,720,132 2,047,310 2,150,616 2,150,616 2,150,616 5.0% Social Services 127,916 545,623 3,145,476 202,246 202,246 202,246 -93.6% Community Events 85,670 136,500 117,400 106,525 106,525 106,525 -9.3% Total All Division 22,054,228 23,710,966 32,390,547 29,871,569 29,871,569 29,909,009 -7.7% Budget by Fund General Fund-100 21,954,758 23,597,961 29,936,732 27,385,301 27,385,301 27,417,691 -8.4% Criminal Forfeiture Fund-240 99,470 113,005 304,396 362,719 362,719 362,719 19.2% Police Levy Fund-280 0 0 2,149,419 2,123,549 2,123,549 2,128,599 -1.0% Library Donations and Bequests F 0 0 0 0 0 0 0.0% Total All Fund 22,054,228 23,710,966 32,390,547 29,871,569 29,871,569 29,909,009 -7.7% COMMUNITY SERVICES - PAGE 101 POLICE ORGANIZATION Police 1 Administration Operations Support Services Description FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 2022 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2021 Revised Number of Positions 85.50 85.00 97.00 94.00 94.00 94.00 -3.1% Budget By Category Personnel Services 11,268,776 11,910,924 14,725,395 15,093,922 15,093,922 15,131,362 2.8% Materials&Services 1,912,319 1,899,404 3,212,097 3,082,921 3,082,921 3,082,921 -4.0% Interdepartmental Costs 2,626,159 2,912,971 3,786,358 3,922,792 3,922,792 3,922,792 3.6% Capital Outlay 253,298 396,567 395,374 285,000 285,000 285,000 -27.9% Total All Category 16,060,552 17,119,866 22,119,224 22,384,635 22,384,635 22,422,075 1.4% Budget By Division Police Administration 1,547,774 1,524,598 1,963,911 1,782,363 1,782,363 1,782,363 -9.2% Forfeiture-Justice 13,387 86,169 236,000 301,053 301,053 301,053 27.6% Forfeiture-Treasury 0 19,125 15,000 15,089 15,089 15,089 0.6% Forfeiture-Local 86,083 7,710 53,396 46,577 46,577 46,577 -12.8% Police Operations 9,415,707 9,957,661 13,487,970 13,725,688 13,725,688 13,752,080 2.0% Support Services 4,997,601 5,524,602 6,362,947 6,513,865 6,513,865 6,524,913 2.5% Total All Division 16,060,552 17,119,866 22,119,224 22,384,635 22,384,635 22,422,075 1.4% Budget by Fund General Fund-100 15,961,082 17,006,861 19,665,409 19,898,367 19,898,367 19,930,757 1.3% Criminal Forfeiture Fund-240 99,470 113,005 304,396 362,719 362,719 362,719 19.2% Police Levy Fund-280 0 0 2,149,419 2,123,549 2,123,549 2,128,599 -1.0% Total All Fund 16,060,552 17,119,866 22,119,224 22,384,635 22,384,635 22,422,075 1.4% PAGE 102 - CITY OF TIGARD DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES TIGARD POLICE DEPARTMENT The Tigard Police Department is a progressive and professional police organization committed to a community policing philosophy. The men and women of the Tigard Police Department are profes- sionals dedicated to the community and sensitive to the needs of our residents while holding our- selves accountable to the highest standards of excellence and achievement. The department is governed by its mission, vision, core values and strategic priorities: Mission: To protect and serve all who live, play and work in Tigard. Vision: Tigard Police are the guardians of the community. We are an engaged, resilient and pro- gressive department working to make Tigard safer and more livable. Core Values: Attitude— Leadership— Integrity— Service - Teamwork Strategic Priorities: As a result of the department's 2018-2021 Strategic Plan, goals and accom- plishments are centered on these six strategic priorities: • Focus on effective use of data and technology. • Strengthen community and city relations and partnerships. • Enhance the professionalism of the department. • Strengthen our leadership system. • Build a high-engagement culture. • Build a responsive organization structure that assures efficient and effective deploy- ment of resources. The Police Department has three divisions: Administration — Includes the Chief's office, public information, crime prevention, community engagement and business functions. Operations— Includes the uniform patrol and traffic branch. Patrols are divided into three contig- uous shifts (days, swings and graveyard) and cover five police districts across the city. Services— Includes investigations (both person and property crimes), school resource officers, records management, property control, crime analysis and training. As a result of the passage of the Police Services Levy in May 2020, the Police Department is now fully staffed with nine levy-funded officers: eight in patrol and one school resource officer; and two nonsworn personnel, also funded by the levy: one property & evidence specialist and one po- lice records specialist. COMMUNITY SERVICES - PAGE 103 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES INITIATIVE MEASURE DESCRIPTION FY 18-19 FY 19-20 FY 20-21 FY 21-22 ACTUAL ACTUALS ACTUALS TARGET Number of Calls for Service Dispatched Public demand Perfor- calls for calls (911 or non- 22,454 23,193 21,008 23,000 mance Au- service emergency) dit, Levy, Self- Officer-initiated Council initiated actions 20,028 16,617 14,143 15,000 Dashboard calls Total calls Total of both 42,482 39,810 35,151 38,000 for service types of calls Reporting the % Online Re- of calls reported Dept Stra- ortin online and the 2%/ 299 5%/ 600 tegic Plan es g cas actual. # of lower priority calls with no suspect. Levy, Coun- Response time cil Dash- Average for emergency board, Au- Response calls for service 6:14 6:11 6:02 6:00 dit, Dept Times (minutes: sec- Strategic ond) Plan Criminal Number of cases Dept Stra- assigned to de- tegic Plan, cases as- tegic tectives and --- 164/ 80 150 / 63 165 / 83 Audit gned / number of cases cleared cleared ? OLIc TIGARD R PAGE 104 - CITY OF TIGARD ADMINISTRATION BUDGET UNIT: 4000 PROGRAM DESCRIPTION The Administration Division of the Tigard Police Department carries out the department's mission and vision through strategic management. The division is dedicated to continuously evaluating the structure, strategies, and programs of the Police Department in light of crime trends and re- source levels as well as maintaining and furthering critical relationships with other government agencies. The department is led by the Chief of Police, who is accountable for the overall success of the de- partment by providing guidance and overseeing all departmental functions and activities. The Chief officially represents the department to the City Manager, the council, partner jurisdictions and outside agencies. Within the department, the Chief manages two sworn commanders for the operational and investigations/services divisions, as well as four nonsworn positions, the Confi- dential Executive Assistant, the Business Manager, the Community Engagement Coordinator and the Public Information Officer. The Chief ensures that the department is making continual pro- gress on the department's six strategic priorities throughout the year (see the list of priorities on the preceding page), and that department members adhere to the core values of attitude, leader- ship, integrity, service and teamwork. Here are descriptions of the four nonsworn positions in the Police Department's Administration Division: • The Public Information Officer (PIO) works closely with both traditional and social me- dia to disseminate timely and accurate information regarding the actions and plans of the Tigard Police. The officer represents the department to news media via press re- leases, interviews and press conferences. • The Community Engagement Program Coordinator organizes community events such as Neighborhood Watch, National Night Out, Coffee with a Cop and "Chat with the Chief," and also represents the Police Department at other community outreach events sponsored by the city and partner agencies. The Community Engagement Program Co- ordinator also creates and publishes crime-prevention tips. • • The Business Manager provides financial and specialized administrative support to the Chief and division commanders. The Business Manager coordinates the preparation of the department's annual budget, facilitates the acquisition of equipment and profes- sional services, applies for and manages grant funds and monitors the department's financial health. • The Executive Assistant to the Chief provides administrative support to the office. This position administers and supports several departmentwide processes, including coordi- nation with Human Resources on the recruitment and hiring process for sworn and nonsworn personnel, and the city's intrusion-alarm permit program. COMMUNITY SERVICES - PAGE 105 ADMINISTRATION BUDGET UNIT: 4000 RESULTS FOR FISCAL YEAR 2021 • Levy update. The Police Department worked diligently during the previous fiscal year to fill all positions funded by the levy. Despite unexpected hurdles caused by COVID-19 (see below), 10 of 11 levy positions were filled: * Eight (8.0 FTE) Police Officers assigned to Patrol; * One (1.0 FTE) Police Officer assigned as a School Resource Officer; * One (1.0 FTE) Nonsworn Property & Evidence Specialist. One (1.0 FTE) Nonsworn Records Specialist recruitment is in progress. • Impact of COVID-19. Immediately after the passing of the levy, the department began actively recruiting for these new positions. Due to restrictions with the COVID-19 pan- demic, the state police academy was shut down for a time, in-person physical fitness tests were delayed and those recruitment and interview panels that could be held in person were accomplished with masks and physical distancing. • Department strategic plan updates: * Strengthen our Leadership System • Department executive staff attended several virtual trainings regarding police reform and current policing issues. • Chief McAlpine continued her participation as an Oregon Association of Chiefs of Police board member and an Oregon Department of Public Safety Standards and Training Police Policy Committee member. * Strengthen Community, City Relations and Partnerships • Hosted five virtual "Chats with the Chief" live on Facebook and the Po- lice Department's YouTube channel, including one en Espanol. • Launched the "Bedtime Stories with Tigard Police" video series on Face- book Live to connect with local children. • Expanded the Police Department's social media presence with the addi- tion of Instagram and the Neighbors by Ring App. PAGE 106 - CITY OF TIGARD ADMINISTRATION BUDGET UNIT: 4000 GOALS FOR FISCAL YEAR 2022 • Levy. The Chief and Division Commanders will monitor the department's progress ful- filling the following commitments made to Tigard residents as a result of the passage of the levy: Reduced emergency response times. Increased ability to respond to multiple emergencies at the same time. Increased patrol operations and follow-up. Additional resources to address school safety. Specialized training for all sworn officers in advanced crisis intervention and de- escalation to address increased occurrences of mental health crises. The plan is for a 40-hour in-person training for all sworn officers. Due to COVID-19 limita- tions, this training was started in FY 2020-21 in a virtual format. The remainder of the training requires in-person attendance and will be scheduled as COVID restrictions allow. • Police Department Strategic Plan. The Chief's Office will continue to identify and imple- ment ongoing leadership and professionalism opportunities as well as creating new and innovative ways to strengthen community connections. The Chief will continue in her roles as a board member for the Department of Public Safety Standards and Training Police Policy Committee, a board member for the Washington County Consolidated Communications Agency (911 dis- patch) CEO member and Board of Commissioners member, a board member of the Oregon Accreditation Alliance. The Chief will also oversee the implementation of the Police Safety Advisory Board recommendations, the de-escalation training, and the body-worn camera rollout. (Details are provided in the Operations and Services Divisions) COMMUNITY SERVICES - PAGE 107 ADMINISTRATION BUDGET UNIT: 4000 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 5.00 500 5 00 Total FTE 5.00 500 5 00 467,336 475,038 506,758 51001-Salaries-Management 518,697 518,697 518,697 24°/ O 7,591 0 51005-Part Time-Temporary 0 0 0 00 14,380 15,892 27,000 51006-Overtime 21,420 21,420 21,420 -207 481,716 498,521 533,758 Total Personnel Services-Salaries 540,117 540,117 540,117 1 2 483 500 525 52001-Unemployment 545 545 545 18% 9,756 4,632 5,733 52002-Worker's Compensation 5,645 5,645 5,645 -1 5 36,257 37,149 40,131 52003-Social Security/Medicare 41,670 41,670 41,670 3.8 3,666 3,843 3,901 52004-Tri-Met Tax 4,215 4,215 4,215 8.0 79,852 85,538 93,567 52005-Retirement 101,256 101,256 101,256 82 3,046 2942 3,000 52007-VESA-ER 3,000 3,000 3,000 00 319 286 2,695 52008-Life Ins/ADD/LTD 1,613 1,613 1,613 -401 1,447 1,256 0 52009-Long Term Disability 0 0 0 0.0 53,208 56,401 66,656 52010-Medical/Dental/Vision 76,342 76,342 76,342 14.5 5,972 6,085 0 52011-Dental Benefits 0 0 0 0.0 194,006 198,631 216,208 Total Personnel Services-Benefits 234,286 234,286 234,286 8.4% 2,879 1,865 6,000 53001-Office Supplies 3,000 3,000 3,000 -50.0 2,541 7,237 0 53002-Small Tools&Equipment 1,800 1,800 1,800 100.0 3,843 3,871 7,100 53003-Fuel 7,100 7,100 7,100 00% 9,263 12,972 13,100 Total Supplies 11,900 11,900 11,900 -92 11,966 12,222 41,200 54001-Professional/Contractual Services 32,000 32,000 32,000 -223% 7,727 2,505 10,935 54006-Software License and Maintenance 10,210 10,210 10,210 -6.6 O 0 2,000 54101-R&M-Facilities 1,000 1,000 1,000 -50.0 4,046 1,925 5,000 54113-R&M-Vehicles 3,500 3,500 3,500 -30.0 O 2,251 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0 4,961 5,284 5,000 54205-Utilities-Phone/Pager/Cells 5,500 5,500 5,500 10.0 525 1,694 2,500 54300-Advertising&Publicity 2,500 2,500 2,500 00 3,103 4,413 3,150 54301-Fees and Charges 4,100 4,100 4,100 302 841 2,487 1,845 54302-Dues Sr Subscriptions 1,825 1,825 1,825 -L1 5,439 3,119 21,000 54303-Professional Development 21,000 21,000 21,000 0.0 O 0 1,700 54309-Rents and Leases 0 0 0 -100 0°/ 10,720 16,247 17,100 54311-Special Department Expenses 17,650 17,650 17,650 3.2% 49,328 52348 112,430 Total Services 100,285 100,285 100,285 -108% 440 0 0 56003-Vehicles 0 0 0 00% 917 2,914 0 56004-Computer Hardware and Software 0 0 0 00% 1,357 2914 0 Total Capital Improvement 0 0 0 00% PAGE 108 - CITY OF TIGARD ADMINISTRATION BUDGET UNIT: 4000 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 5,691 15,389 12,385 58100-Indirect Charges-City Management 18,038 18,038 18,038 45.6 15,954 17,332 21,143 58110-Indirect Charges-Human Resources 23,576 23,576 23,576 115 4,173 7,694 9,266 58120-Indirect Charges-Risk Management 10,332 10,332 10,332 11.5% 7,464 14,645 13,519 58130-Indirect Charges-Office Services 13,625 13,625 13,625 0.8 18,227 4,633 5,070 58150-Indirect Charges-Records 5,091 5,091 5,091 0 4% 3,238 5,622 6,688 58160-Indirect Charges-City Attorney 6,757 6,757 6,757 1.0% 4,010 11,042 6,061 58200-Indirect Charges-Finance 6,177 6,177 6,177 1.9 Administration 19,464 18,897 22,962 58210-Indirect Charges-Financial Operations 27,005 27,005 27,005 17 5% 634,642 561,870 621,545 58230-Indrect Charges-Technology 684,855 684,855 684,855 10.2% 1,384 996 908 58250-Indirect Charges-Contracts and 1,028 1,028 1,028 13.2 Purchasing 14,461 16,125 17,649 58630-Indirect Charges-Fleet Maintenance 9,330 9,330 9,330 -47.1% 83,198 84,965 86,529 58640-Indirect Charges-Property Managemet 89,961 89,961 89,961 4.0% 812,106 759,211 823,745 Total Internal Services 895,775 895,775 895,775 8 7 "MI ir 11 1,547,776 1,524,598 1,699,241 Total Police Administration 1,782,363 1,782,363 1,782,363 I 1 K „ ,,, 05 61 ° TrGARc POLICE X21 120Die rklyie RA E CPANSJQM Olin COMMUNITY SERVICES - PAGE 109 OPERATIONS BUDGET UNIT: 4100 PROGRAM DESCRIPTION The Police Department's Operations Division is responsible for follow-up investigation of misde- meanor, traffic crimes, and certain felony crimes. This division is comprised of uniformed Patrol Officers, Traffic Safety Officers, and the K-9 Unit. The Operations Division is overseen by the Operations Commander. The primary duties of the Op- erations Commander include day-to-day management of the Operations Division, as well as the coordination of activities with other city departments and law enforcement agencies. The Com- mander fosters cooperative working relationships among city departments and external agencies, and provides professional assistance to the Chief, serving as second-in-command when designat- ed. Here is more information about the units in the Operations Division: • Patrol deploys first responders to calls for service and emergencies. As a result of the passage of the Police Services Levy and the addition of eight additional officers, the Patrol division now consists of 42 officers and six patrol sergeants. They work in three shifts, providing coverage 24 hours a day, 365 days a year. When not responding to calls for service, officers patrol the city to enforce traffic safety laws, deter and appre- hend people committing crimes, and to connect with citizens and business owners in community-based policing efforts. Tigard has five geographical police districts and the practice of assigning an officer to a dedicated district enhances their knowledge of neighborhood-specific problems related to safety and security. • The K-9 Unit is a specialty unit within Patrol. Each of the three teams of handlers and K -9s respond to calls throughout Tigard and assist neighboring law enforcement agen- cies. All three German shepherds are trained to track and locate suspects and missing persons. They may be sent into a building to check for suspects after an alarm activa- tion or other incident, and if a suspect were to physically harm an officer, the dogs are trained to intervene. The K-9 teams regularly attend community and school events. • The Traffic Safety Unit is comprised of one sergeant and three motorcycle officers who focus almost exclusively on making Tigard's roadways safe for drivers by enforcing state and local traffic laws and providing a visible deterrent to poor driving habits. Ad- ditionally, a fourth traffic officer, funded by photo enforcement revenues, was hired to support afternoon and evening traffic enforcement. The traffic officers are trained to investigate and determine factors for crashes, with specialized skills including recon- struction and analysis of roadway and driving conditions. Officers patrol the city's arte- rials, corridors, and highways, and also conduct focused enforcement campaigns throughout the year, including those targeting school zones, crosswalks, safety belt use, distracted driving, impaired driving and speeding. The unit is supported by two non- sworn community service officers who assist with parking enforcement, traffic control, abandoned vehicles, equipment procurement and special events logistics. Tigard's pho- to enforcement program is managed within the Traffic Safety Unit. PAGE 110 - CITY OF TIGARD OPERATIONS BUDGET UNIT: 4100 RESULTS FOR FISCAL YEAR 2021 • COVID-19 Update: * As essential workers, our officers continued working in the community as knowledge of the COVID-19 virus and how it spreads continued to evolve. Despite the confusion and, in some cases, fear for their families, they never backed down from the job. In respond- ing to police calls, officers and dispatchers asked COVID-19 screening questions so of- ficers could wear the necessary amount of personal protective equipment to limit ex- posure. Officers were also encouraged to have people meet them outdoors whenever possible to limit the number of homes they had to enter during each shift and took phone reports in lieu of responding in person for most nonemergency calls. Self- initiated contacts were limited to life-safety issues. * The pandemic also meant that contingency plans had to be developed in case patrol officers became sick with the virus and could not report to work. This included plans to: move officers from specialty units back to patrol, change schedules to 12-hour shifts so fewer people could cover more of the day and deny vacation requests due to minimum shift staffing requirements. * The Police Department also had representatives serving in the city's virtual Emergency Operations Center to coordinate health information from Washington County, distrib- ute personal protective equipment to our officers and essential workers, manage inter- nal and external communications, answer community questions and much more. • PD Strategic Plan Update * Focus on Effective Use of Data and Technology— Implementation of the Photo Traffic Enforcement program (details below). * Build A Responsive Organization Structure Assuming Efficient & Effective Resource De- ployment—Assigned one nonsworn Community Service Officer to focus on compas- sionate outreach with the houseless community, including connecting with community groups that provide resources and solutions for people in need. • Photo Enforcement: After years of research and Council discussion, Tigard implemented a photo traffic enforcement program at three intersections along Pacific Highway (99W) in 2020: 72nd Street, Hall Boulevard and Durham Road. The Oregon Department of Transportation ap- plication, submission, and approval process, as well as technical and administrative hurdles with the selected vendor, resulted in a delayed implementation from the city's originally esti- mated go-live date of early 2019. The decision to implement photo traffic enforcement was based upon several factors: * High traffic volumes. * The number of red light and speeding violations at these intersections. * Enforcement challenges in these areas, due to a lack of safe places for an officer and driver to pull over that wouldn't impede the flow of traffic. * Support for photo traffic enforcement by a majority of Tigard residents polled. • Numerical results: Fiscal Year 2020-21 was the city's first full year of photo red light and pho- to speed enforcement. By the end of June 2021, the Police Department had issued more than 21,000 photo enforcement citations. • Societal calls for service: The department continues to see increases in calls for service re- garding societal and quality-of-life issues. As of the end of 2020, societal calls made up just over 60% of the calls officers responded to, which include issues surrounding houselessness, mental illness and drug addiction. When an officer responds an incident and believes that the person is a potential threat to themselves or the community, that person may need to be transported to a mental health facility for emergency evaluation and intervention. Each one of these instances may take an officer off the road for up to three hours. COMMUNITY SERVICES - PAGE 1 1 1 OPERATIONS BUDGET UNIT: 4100 GOALS FOR FISCAL YEAR 2022 * Police Department strategic plan goals * Implement the body cameras/dash cam /Taser technology project: In support of the department's strategic priorities to Focus on Effective Use of Data and Technology and Strengthen Community, City Relations and Partnerships, the Police Depart- ment will complete implementation of the body worn cameras/ dash cams/Taser technol- ogy project. The project will outfit all sworn personnel with body cameras, replace all outdated and fail- ing vehicle dash cameras, update existing Taser technology, and link all audio and video evidence captured on these devices to cloud-based storage. Video and audio recordings of police interactions with the community during emergency calls for service create a safer environment for officers, suspects and others present. Staying current on less-lethal weapons options (upgrading Taser technology) will increase safety and effectiveness of each force response encounter. Moreover, the newest Taser technology is tied directly to the body-worn camera technology and will automatically acti- vate recording audio and video evidence with every Taser deployment. Implementation of this project will greatly enhance Tigard's ability to capture evidence for review in all emergency and high-risk encounters and would increase our transparency with the community. Implementation will reduce the city's overall risk exposure and potential liability. PAGE 112 - CITY OF TIGARD OPERATIONS BUDGET UNIT: 4100 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 55.00 55.00 53.00 Total FTE 53 00 53.00 53 00 1,114,018 1,247,306 1,281,153 51001-Salaries-Management 1,325,388 1,325,388 1,325,388 15% 2,957,922 3,048,712 3,429,431 51003-Salaries-Police 3,367,933 3,367,933 3,383,852 -1 3 356,767 331,543 590,245 51006-Overtime 591,904 591,904 591,904 03% 241,513 258,232 330,292 51007-Incentive Pay 337,141 337,141 337,141 21 4,670,220 4,885,793 5,631,121 Total Personnel Services-Salaries 5,622,366 5,622,366 5,638,285 01 4,675 4,894 5,651 52001-Unemployment 5,617 5,617 5,633 -03% 152,140 74,745 117,776 52002-Worker's Compensation 91,882 91,882 92,143 -179 353,541 370,492 430,446 52003-Social Security/Medicare 428,773 428,773 429,991 -01 35,478 37,628 41,986 52004-Tri-Met Tax 43,349 43,349 43,472 15% 1,045,612 1,246,577 1,494,680 52005-Retirement 1,543,138 1,541138 1,548,031 3.6 43,078 43,854 47,719 52007-VEBA-ER 48,600 48,600 48,600 L8% 2,432 2,922 11,261 52008-Life Ins/ADD/LTD 9,937 9,937 9,937 -11 8 6,195 5,891 0 52009-Long Term Disability 0 0 0 00 750,965 751,400 919,729 52010-Medical/Dental/Vision 927,778 927,778 927,778 0.9 85,556 83,681 0 52011-Dental Benefits 0 0 0 0.0 2,479,672 2,622,086 3,063,698 Total Personnel Services-Benefits 3,099,074 3,099,074 3,105,585 1 4% 13,679 24,985 14,200 53001-Office Supplies 26,000 26,000 26,000 831 39,219 62,491 164,325 53002-Small Tools&Equipment 89,750 89,750 89,750 -454% 90,779 79,185 122,500 53003-Fuel 122,500 122,500 122,500 0.0 37,379 29,970 43,200 53005-Ammunition and Range Supplies 43,200 43,200 43,200 00 292,034 37,088 73,865 53006-Technology Equipment under$5,000 15,000 15,000 15,000 -79.7 473,090 233,720 418,090 Total Supplies 296,450 296,450 296,450 -291 64,363 153,687 469,900 54001-Professional/Contractual Services 719,524 719,524 719,524 531 O 0 4,000 54003-Legal Fees 0 0 0 -100.0°% 33,296 61,494 57,405 54006-Software License and Maintenance 32,900 32,900 32,900 -42.7 O 12,154 1,000 54101-R&M-Facilities 1,000 1,000 1,000 00 95,352 67,489 95,000 54113-R&M-Vehicles 90,000 90,000 90,000 -5.3 O 3,461 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0 48,924 60,802 58,000 54205-Utilities-Phone/Pager/Cells 63,125 61125 63,125 8.8% 356 0 0 54300-Advertising&Publicity 0 0 0 0.0 10,638 18,617 18,100 54301-Fees and Charges 17,000 17,000 17,000 -61 1,040 880 2,325 54302-Dues&Subscriptions 2,525 2,525 2,525 8.6 27,418 28,416 49,600 54303-Professional Development 49,500 49,500 49,500 -02 1,286 1,395 2,100 54306-Credit Card Fees 2,100 2,100 2,100 0.0 32,717 63,909 70,700 54311-Special Department Expenses 68,000 68,000 68,000 -18% 315,390 472,303 829,130 Total Services 1,046,674 1,046,674 1,046,674 26.2 210,312 331,789 297,000 56003-Vehicles 285,000 285,000 285,000 -4.0 210,312 331,789 297,000 Total Capital Improvement 285,000 285,00 285,000 -4.0 COMMUNITY SERVICES - PAGE 113 OPERATIONS BUDGET UNIT: 4100 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 75,406 150,860 135,540 58100-Indirect Charges-City Management 197,411 197,411 197,411 45.6 159,793 179,229 217,466 58110-Indirect Charges-Human Resources 242,493 242,493 242,493 115 85,558 110,319 137,714 58120-Indirect Charges-Risk Management 153,563 153,563 153,563 115 98,898 158,169 148,708 58130-Indirect Charges-Office Services 149,873 149,873 149,873 Q8 6,770 50,035 55,768 58150-Indirect Charges-Records 56,002 56,002 56,002 0.4% 42,909 60,722 125,565 58160-Indirect Charges-City Attorney 126,865 126,865 126,865 1 0 171,103 72,859 71,176 58200-Indrect Charges-Finance 72,539 72,539 72,539 1.9 Administration 95,325 92,530 113,053 58210-Indirect Charges-Financial Operations 132,841 132,841 132,841 17.5 92,815 72,025 89,161 58230-Indirect Charges-Technology 98,243 98,243 98,243 102 5,074 3,653 7,870 58250-Indirect Charges-Contracts and 8,908 8,908 8,908 132 Purchasing 202,463 225,753 264,729 58630-Indirect Charges-Fleet Maintenance 139,951 139,951 139,951 -471 230,910 235,816 317,592 58640-Indirect Charges-Property Managemer 330,190 330,190 330,190 4.0 1,267,024 1,411,970 1,684,342 Total Internal Services 1,708,879 1,708,879 1,708,879 15% 9,415,708 9,957,661 11,923,381 Total Police Operations ,058,443 058,443 12,080,873 1.3% Police Levy Fund As a result of the passage of Measure 34-295 in May 2020, the City of Tigard property taxes have increased by $0.29/ $1,000 assessed value in order to fund additional staffing, support and training in the Police De- partment. In the Operations Division, the levy will fund eight (8.0) Police Officers assigned to Patrol, as well as the city -wide resources, supplies and equipment needed to support these functions. The fund will also capture expenditures related to the crisis intervention and de-escalation training for all sworn officers. The levy fund budget is on the following page. PAGE 114 - CITY OF TIGARD OPERATIONS BUDGET UNIT: 4100 Police Levy Fund FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 8.00 Total FTE 8.00 S 00 8.00 O 0 529,864 51003-Salaries-Police 617,617 617,617 620,429 171% O 0 92,820 51006-Overtime 103,707 103,707 103,707 11 7% O 0 33,117 51007-Incentive Pay 36,532 36,532 36,532 103% O 0 655,801 Total Personnel Services-Salaries 757,856 757,856 760,668 16_0% O 0 608 52001-Unemployment 693 693 696 143% O 0 20,400 52002-Worker's Compensation 11,350 11,350 11,396 -44 1% O 0 46,328 52003-Social Security/Medicare 53,176 53,176 53,391 15.2% O 0 4,568 52004-Tri-Met Tax 5,374 5,374 5,396 183% O 0 143,040 52005-Retirement 178,422 178,422 179,286 25.3% O 0 7,200 52007-VEBA-ER 8,000 8,000 8,000 111% O 0 992 52008-Life Ins/ADD/LTD 1,086 1,068 1,088 9_7% O 0 160,000 5201D-Medical/Dental/Vision 129,182 129,162 129,182 -19.3% O 0 383,136 Total Personnel Services-Benefits 387,285 387365 388,435 L4% O 0 0 53001-Office Supplies 4,600 4,600 4,600 100.0% O 0 69,388 53002-Small Tools&Equipment 5,600 5,800 5,800 -91_6% O 0 52,427 53003-Fuel 16,000 16,000 16,000 -69.5% O 0 41,800 53006-Technology Equipment under$5,000 0 0 0 -100.0% O 0 163,615 Total Supplies 26,400 26,400 26,400 -83.9% O 0 40,000 54001-Professional/Contractual Services 70,000 70,000 70,000 75_0% O 0 0 54113-R&M-Vehicles 3,000 3,000 3,000 100.0% O 0 9,196 54303-Professional Development 9,196 9,196 9,196 0.0% O 0 30,514 54311-Special Department Expenses 10,030 10,030 10,030 -673% O 0 79,710 Total Services 92,226 92,226 92,226 15.7% O 0 98,374 56003-Vehicles 0 0 0 -100 0°/ O 0 98,374 Total Capital Improvement 0 0 0 -100.0% O 0 13,563 58100-Indirect Charges-City Management 19,912 19,912 19,912 463% O 0 56,738 58110-Indirect Charges-Human Resources 63,267 63,267 63,267 11 5% O 0 9,918 58120-Indirect Charges-Risk Management 11,059 11,059 11,059 113% O 0 28,492 5813D-Indirect Charges-Office Services 28,715 28,715 28,715 0_8% O 0 4,499 58150-Indrect Charges-Records 4,518 4,518 4,518 04% O 0 5,459 58160-Indirect Charges-City Attorney 5,516 5,516 5,516 LO% O 0 6,551 58200-Indrect Charges-Finance 6,676 6,676 6,676 L9% Administration O 0 8,319 58210-Indirect Charges-Financial Operations 9,775 9,775 9,775 1L5% 0 0 6,476 58230-Indirect Charges-Technology 219,229 219,229 219,229 3285.3% O 0 329 58250-Indrect Charges-Contracts and 372 372 372 131% Purchasing O 0 21,330 58630-Indrect Charges-Fleet Maintenance 11,276 11,276 11,276 -471% O 0 22,279 58640-Indirect Charges-Property Managemel 23,163 23,163 23,163 4.0% O 0 183,953 Total Internal Services 403,478 403,478 403,478 119.3% 0 1,564,589 Total Police Operations COMMUNITY SERVICES - PAGE 115 OPERATIONS BUDGET UNIT: 4100 The three Police Divisions (Administration, Operations and Support Services) are supported, in part, by funds from asset forfeiture proceeds. These proceeds are primarily derived from the sei- zure of property used in criminal activity and are distributed by the federal government based on a cost sharing formula governed by the US Department of Justice and the US Department of Treas- ury. Each separate asset forfeiture revenue source (Federal Justice, Federal Treasury and Local) must be accounted for separately and has strict spending guidelines and is subject to federal audit standards. The following schedules comprise the Police use of the Asset Forfeiture Fund. FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 Total FTE 0 19,125 15,000 53002-Small Tools&Equipment 15,000 15,000 15,000 0.0% 0 19,125 15,000 Total Supplies 15,000 13,000 15,000 0.0% 0 0 0 58100-Indirect Charges-City Management 3 3 3 loam 0 0 0 58200-Indirect Charges-Finance 86 86 86 100.0% Administration 0 0 0 Total Internal Services 89 89 89 100.0% 0 19,125 15,000 Total Forfeiture-Treasury 15,089 15,0 15,089 0.6% FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 Total FTE 4,316 62,325 236,000 53002-Small Tools&Equipment 300,000 300,000 300,000 27A% O 23,844 0 53006-Technology Equipment under$5,000 0 0 0 0.0% 4,316 86,169 236,000 Total Supplies 300,000 300,000 300,000 27_1% 9,071 0 0 54303-Professional Development 0 0 0 00% 9,071 0 0 Total Services 0 0 0 00% O 0 0 58100-Hldirect Charges-City Management 118 118 118 100.0% O 0 0 58200-Indirect Charges-Finance 935 935 933 1000% Administration O 0 0 Total Internal Services 1,053 1,053 1,053 100.0% 13,387 86,169 236, Total Forfeiture-Justice 301,053 301,053 301,053 27.6% FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY21 Total FTE 35,390 3,475 51,150 53002-Small Tools 8z Equipment 45,000 45,000 45,000 -120% 12,943 0 0 53006-Technology Equipment under$5,000 0 0 0 O.O% 48,333 3,475 51,150 Total Supplies 45,000 45,000 45,000 -120% 31,857 3,268 0 54001-Professional/Contractual Services 0 0 0 00% 5,000 O 0 54006-Software license and Maintenance 0 0 0 O.O% 36,857 3,2613 0 Total Services 0 0 0 O.0% O O 859 58100-Indirect Charges-City Management 1,184 1,184 1,184 37_8% 893 967 1,387 58200-Indirect Charges-Finance 393 393 393 -71_7% Administration 593 967 2,246 Total Internal Services 1,5-- 1,577 1,577 -29.8% 86,083 7,710 53,396 Total Forfeiture-Local 46,577 -12.8% PAGE 116 - CITY OF TIGARD SUPPORT SERVICES BUDGET UNIT: 4200 PROGRAM DESCRIPTION • The Services Division is responsible for conducting investigations into felonies and oth- er serious crimes, collaborating with Tigard schools, providing crime analysis, property and evidence tracking and records management. • The Services Division Commander directs the planning, organizing, management and oversight for the investigative and strategic objectives of the division and the depart- ment as assigned by the Chief of Police. This position is supported by a mid-level man- ager in the administration of the Services division and provides oversight of profession- al standards, policy review and development, hiring, promotions and positional selec- tions, training, audit and inspection functions, and emergency management for the de- partment. The Commander fosters cooperative working relationships among city de- partments as well as external partner agencies and provides professional assistance to the Chief, serving as second in command when designated. • Criminal Investigations Unit (CIU). The five detectives and one sergeant in this unit primarily investigate serious crimes against persons including investigations of all man- ners of death, assault, arson in collaboration with fire investigators, sex abuse, child abuse, hate crime, elder abuse, rape, burglary cases that may be related, theft, fraud and computer crimes, as well as cases that require specialized training and experi- ence. In addition, the detectives are assigned other criminal investigations that are be- yond the abilities of the patrol officers due to their scope, duration or complexity. • Commercial Crimes Unit (CCU). The three detectives and one sergeant in this unit use a team-oriented policing partnership specifically to address commercial and business crimes, particularly in the expanding occurrences of organized retail crime, professional criminals who target retail stores for large-scale shoplifting. The unit meets this objec- tive by conducting focused, proactive investigations; providing training and educational opportunities to local businesses and working directly with business owners to reduce their security risks. In addition to the full-time detectives assigned to the Criminal Investigations Unit and the Commercial Crimes Unit, the department has one outsourced de- tective working as a federally commissioned officer with a regional interagency team, as part of the Drug Enforcement Administration's regional task force. The DEA task force targets large-scale operations and disrupts the drug trade in the region. • Crime Analysis. The Crime Analyst researches, collects and analyzes information to as- sist officers and detectives in identifying crime patterns and suspects and solving crimes within the city and throughout the region. The Crime Analyst supports management's efforts to allocate resources appropriately and effectively by providing tactical and stra- tegic analysis. The analyst collaborates with law enforcement partners to ensure re- gional anti-crime efforts are coordinated through information sharing. COMMUNITY SERVICES - PAGE 117 SUPPORT SERVICES BUDGET UNIT: 4200 • School Resource Officers (SROs). The School Resource Officers serve the Tigard stu- dents of the Tigard-Tualatin School District. With the passage of the Police Services Levy, the Police Department has added an additional School Resource Officer for three total; one is dedicated to Tigard High School and two are assigned to the middle schools and the elementary schools. They interact with staff and students in the high school and the middle schools, taking the lead on any criminal matters, developing re- lationships and providing a visible presence at certain after-school events. The School Resource Officers provide investigative assistance to the Operations Division on matters involving schools, investigate reports of child abuse and neglect, and conduct follow-up investigations relating to school-age missing persons. School Resource Officers teach child safety and informational classes as requested, participate in behavioral and early intervention meetings led by the school staff, and guide reunification after a critical in- cident at a school. These officers also manage the department's Cadet Program, which provides young people between the ages of 16 and 20 the opportunity to volunteer and explore a potential career in law enforcement. • Records Management Unit. The unit supervisor ensures the six Records Specialists support sworn personnel by providing timely information used in the apprehension and prosecution of criminals. Records specialists process internal and external records re- quests and also manage data with various law enforcement records management sys- tems, processing traffic citations, field interrogation cards, false alarm notifications, inci- dent cards and liquor license applications. The Records Management Unit also conducts records retention reviews, release of records, and destruction of public records in com- pliance with laws and policies. The unit supervisor ensures the department members meet all required training and credential changes for the various criminal and motor vehicle access points, and compliance with Criminal Justice Information System stand- ards. The Records Unit is the storefront of the Police Department and seeks to serve citizens in a professional and informative manner whether by phone, electronically or in person at the lobby counter. One Records Specialist is funded by the levy. • Property and Evidence Section. The three Property and Evidence Specialists record and preserve officers' work to ensure criminal cases can be prosecuted. The depart- ment's three specialists track and control access to evidence, which can include blood, DNA, drugs, property, digital evidence and other items. Each piece of evidence is stored under the proper conditions to maintain its integrity. The specialists safeguard found property as well as suspects' personal property confiscated during an arrest. They rec- ord and maintain the chain of custody for evidence and found property, ensuring the proper release of items to owners. The specialists also manage the destruction of prop- erty and evidence, in accordance with statutes of limitations and court orders; due to limited storage capacity, this is a critical function. One Property and Evidence Specialist is funded by the levy. PAGE 118 - CITY OF TIGARD SUPPORT SERVICES BUDGET UNIT: 4200 RESULTS FOR FISCAL YEAR 2021 • Police Department Strategic Plan Update Focus on Effective Use of Data &Technology— Launched online reporting in June, allowing Tigard residents to make a police report for certain nonemergen- cy crimes. This saved nearly 450 hours of direct police officer time that was dedi- cated to more urgent issues such as call response, self-initiated projects and neighborhood patrols. Focus on Effective Use of Data &Technology— Implemented an integrated software system to electronically manage the department's accreditation pro- cess, track and manage officer training and policy updates. Strengthen Community, City Relations & Partnerships—Assisted in the de- velopment of the Public Safety Advisory Board (PSAB), a group of residents and community stakeholders tasked with evaluating Tigard Police policies and prac- tices. Strengthen Community, City Relations and Partnerships—Collaborated with the Tigard-Tualatin School District, Tualatin Police, students and families in a series of community conversations about the future of the School Resource Of- ficers program. Enhance the Professionalism of the Department—Created a pilot position for a Professional Standards Sergeant who will be responsible for broad oversight of the internal affairs process, training management and force response. GOALS FOR FISCAL YEAR 2022 • PD Strategic Plan Goals Strengthen Community, City Relations & Partnerships—To deploy the third, levy-funded, School Resource Officer and to implement the reimagined and shared vision of the SRO program in the school district. Enhance the Professionalism of the Department— Fully implement the Pro- fessional Standards Sergeant position after a six-month pilot period. • Leveraging data and technology: The department continues to focus on leveraging data and technology to increase efficiency and effectiveness. Toward that end, Services staff has recommended key performance indicators that are being evaluated to allow the Chief an assessment of resource allocation to meet the needs of the growing com- munity and changes in regional crime patterns. COMMUNITY SERVICES - PAGE 119 SUPPORT SERVICES BUDGET UNIT: 4200 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary proposed Approved Adopted FY 21 25.50 2500 25 00 Total FTE 25_00 25 00 2500 608,355 651,841 675,976 51001-Salaries-Management 714,090 714,090 714,090 5.6% 1,293,199 1,337,631 1,417,359 51003-Salaries-Police 1,430,173 1,430,173 1,437,241 1.4 18,933 38,713 30,000 51005-Part Time-Temporary 55,000 55,000 55,000 83.3 164,225 199,435 277,602 51006-Overtime 265,235 265,235 265,235 -4.5 180,965 182,412 177,111 51007-Incentive Pay 207,197 207,197 207,197 17.0% 2,265,677 2,410,033 2,578,048 Total Personnel Services-Salaries 2,671,695 2,671,695 2,678,763 3.9 2,274 2,421 2,601 52001-Unemployment 2,652 2,652 2,659 22 56,830 29,332 45,040 52002-Worker's Compensation 34,371 34,371 34,487 -23 4 170,956 181,566 198,130 52003-Social Security/Medicare 203,316 203,316 203,857 2.9 17,255 18,616 19,329 52004-Tri-Met Tax 20,559 20,559 20,614 6.6 469,127 581,220 631,933 52005-Retirement 662,807 662,807 664,980 52 20,073 20,613 21,481 52007-VEBA-ER 22,600 22,600 22,600 52 1,111 1,360 5,590 52008-Life Ins/ADD/LTD 4,840 4,840 4,840 -13.4% 3,117 3,042 0 52009-Long Term Disability 0 0 0 0.0% 391,573 411,601 499,817 52010-Medical/Dental/Vision 505,283 505,283 505,263 11 45,171 46,068 0 52011-Dental Benefits 0 0 0 0.0% 1,177,487 1,295,860 1,423,921 Total Personnel Services-Benefits 1,456,428 1,456,428 1,459,320 2.5% 20,817 20,690 21,600 53001-Office Supplies 18,500 18,500 18,500 -14 4 22,018 26,919 33,500 53002-Small Tools&Equipment 31,000 31,000 31,000 -7.5 22,844 18,319 26,000 53003-Fuel 26,000 26,000 26,000 0.0 0 204 15,000 53006-Technology Equipment under$5,000 15,000 15,000 15,000 0.0 65,679 66,132 96,100 Total Supplies 90,500 90,500 90,500 -5.8 751,500 790,892 958,238 54001-Professional/Contractual Services 825,138 825,138 825,138 -13.9 3,292 0 0 54003-Legal Fees 0 0 0 0.0 40,166 45,515 64,730 54006-Software License and Maintenance 78,230 78,230 78,230 20.9% 367 0 0 54101-R&M-Facilities 0 0 0 0.0% 28,544 14,561 3,500 54113-R&M-Vehicles 10,000 10,000 10,000 185.7 0 0 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0 10,550 10,511 20,300 54205-Utilities-Phone/Pager/Cells 22,100 22,100 22,100 8.9% 145 423 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0.0% 1,462 1,542 1,500 54301-Fees and Charges 1,500 1,500 1,500 0.0% 1,611 1,368 2,575 54302-Dues&Subscriptions 2,400 2,400 2,400 -6.8% 12,620 21,762 42,000 54303-Professional Development 42,000 42,000 42,000 0.0 34,815 38,700 43,200 54309-Rents and Leases 44,000 44,000 44,000 19% 15,924 24,596 19,650 54311-Special Department Expenses 21,400 21,400 21,400 8.9% 900,996 949,892 1,157,693 Total Services 1,048,768 1,048,768 1,048,768 -94% 39,515 55,766 0 56003-Vehicles 0 0 0 0.0 2,113 6,096 0 56004-Computer Hardware and Software 0 0 0 0.0% 41,628 61,864 0 Total Capital Improvement 0 0 0 0.0 PAGE 120 - CITY OF TIGARD SUPPORT SERVICES BUDGET UNIT: 4200 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 49,797 65,168 73,210 58100-Indirect Charges-City Management 103,542 103,542 103,542 45.4 90,789 62,503 96,838 58110-Indirect Charges-Human Resources 107,982 107,982 107,982 11.5 29,095 36,529 42,964 58120-Indirect Charges-Risk Management 47,908 47,908 47,908 11.5 65,310 79,064 70,974 58130-Indirect Charges-Office Services 71,530 71,530 71,530 0.8% 4,470 25,018 26,616 58150-Indirect Charges-Records 26,728 26,728 26,728 0.4 28,337 30,362 35,110 58160-Indirect Charges-City Attorney 35,473 35,473 35,473 1.0 27,691 159,661 151,911 58200-Indirect Charges-Finance 154,821 154,821 154,821 1 4 Administration 51,590 51,408 62,325 58210-Indirect Charges-Financial Operations 73,234 73,234 73,234 17.5 88,183 67,441 83,476 58230-Indirect Charges-Technology 91,979 91,979 91,979 102 110,673 123,627 145,601 58630-Indirect Charges-Fleet Maintenance 76,973 76,973 76,973 -47.1 546,135 740,822 787,025 Total Internal Services 790,170 790,170 790,170 0.4% 4,997,602 5,524,602 6,042,787 Total Support Services 6,057,561 6,057,561 6,067,521 0.4% T y 11111 r iriti. 1 . • .4 40 . . .... ..., 1 .16 i'. . ii, all II ... ..4 .. • iia .•� • • .1 Newest member of the Police K-9 unit-Cooper COMMUNITY SERVICES - PAGE 121 SUPPORT SERVICES BUDGET UNIT: 4200 Police Levy Fund As a result of the passage of Measure 34-295 in May 2020, the City of Tigard property taxes have increased by $0.29 / $1,000 assessed value in order to fund additional staffing, support and train- ing in the Police Department. In the Services Division, the levy will fund one (1.0) Police Officer assigned as a School Resource Officer, one (1.0) Records Specialist and one (1.0) Property & Evidence Specialist, as well as the city-wide resources, supplies and equipment needed to support these functions. The fund will also capture expenditures related to the crisis intervention and de-escalation training for all sworn of- ficers. The levy budget is on the following page. FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 3.00 Total FTE 3.00 3.00 3.00 O 0 121,386 51003-Salaries-Police 191,538 191,538 192,310 58.4°/ O 0 6,745 51006-Overtime 10,988 10,988 10,988 62.9 O 0 4,104 51007-Incentive Pay 6,496 6,496 6,496 583% O 0 132,235 Total Personnel Services-Salaries 209,022 209,022 209,794 58.7 O 0 167 52001-Unemployment 210 210 211 26.3 O 0 2,660 52002-Worker's Compensation 1,767 1,767 1,780 -33.1 O 0 12,933 52003-Social Security/Medicare 16,234 16,234 16,293 26.0 O 0 1,265 52004-Tri-Met Tax 1,642 1,642 1,648 303% O 0 27,216 52005-Retirement 36,602 36,602 36,839 35.4% O 0 2,700 52007-VESA-ER 3,000 3,000 3,000 11.1 O 0 528 52008-Life Ins/ADD/LTD 838 838 838 58.7 O 0 60,000 52010-Medical/Dental/Vision 55,500 55,500 55,500 -75 O 0 107,469 Total Personnel Services-Benefits 115,793 115,793 116,109 8.0 O 0 0 53001-Office Supplies 2,045 2,045 2,045 100.0 O 0 15,153 53002-Small Tools&Equipment 1,600 1,600 1,600 -89A% O 0 3,135 53003-Fuel 2,000 2,000 2,000 -362 O 0 5,225 53006-Technology Equipment under$5,000 0 0 0 -100 0°/ O 0 23,513 Total Supplies 5,645 5,645 5,645 -76.0 O 0 1,673 54303-Professional Development 1,673 1,673 1,673 0.0 O 0 14,893 54311-Special Department Expenses 2,400 2,400 2,400 -839 O 0 16,566 Total Services 4,073 4,073 4,073 -75.4% O 0 3,230 58100-Indirect Charges-City Management 5,084 5,084 5,084 57.4°/ O 0 12,046 58110-Indirect Charges-Human Resources 13,432 13,432 13,432 11_5 O 0 1,385 58120-Indirect Charges-Risk Management 1,544 1,544 1,544 115 O 0 6,132 58130-Indirect Charges-Office Services 6,181 6,181 6,181 0.8 O 0 948 58150-Indirect Charges-Records 952 952 952 0.4°/ O 0 1,151 58160-Indirect Charges-City Attorney 1,163 1,163 1,163 1_0% O 0 6,053 58200-Indirect Charges-Finance 6,169 6,169 6,169 19 Administration O 0 1,949 58210-Indirect Charges-Financial Operations 2,290 2,290 2,290 17.5 O 0 2,557 58230-Indirect Charges-Technology 82,352 82,352 82,352 3120.6% O 0 4,926 58630-Indirect Charges-Fleet Maintenance 2,604 2,604 2,604 -47.1 O 0 40,377 Total Internal Services 121,771 121,771 121,771 20L6% 320,160 Total Support Services 456,304 456,304 457,392 42.9% PAGE 122 - CITY OF TIGARD LIBRARY ORGANIZATION Library I I I I Administration Circulation Readers Services Technical Services Description FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 2022 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2021 Revised Number of Positions 38.80 39.20 39.20 3920 39.20 39.20 0.0% Budget By Category Personnel Services 3,170,037 3,325,541 3,719,999 3,828,760 3,828,760 3,828,760 2.9% Materials&Services 524,106 506,240 811,987 686,864 686,864 686,864 -15.4% Interdepartmental Costs 2,078,478 2,065,279 2,465,011 2,653,589 2,653,589 2,653,589 7.7% Capital Outlay 7,468 11,917 11,450 8,950 8,950 8,950 -21.8% Total All Category 5,780,090 5,908,977 7,008,447 7,178,163 7,178,163 7,178,163 2.4% Budget By Division Library Administration 753,278 770,611 854,891 786,267 786,267 786,267 -8.0% Reader Services 2,494,126 2,653,938 3,230,373 3,350,793 3,350,793 3,350,793 3.7% Technical Services 715,463 764,297 875,873 890,487 890,487 890,487 1.7% Circulation 1,817,223 1,720,132 2,047,310 2,150,616 2,150,616 2,150,616 5.0% Total All Division 5,780,090 5,908,977 7,008,447 7,178,163 7,178,163 7,178,163 2.4% Budget by Fund General Fund-100 5,780,090 5,908,977 7,008,447 7,178,163 7,178,163 7,178,163 2.4% Criminal Forfeiture Fund-240 0 0 0 0 0 0 0.0% Library Donations and Bequests 0 0 0 0 0 0 0.0% Total All Fund 5,780,090 5,908,977 7,008,447 7,178,163 7,178,163 7,178,163 2.4% COMMUNITY SERVICES - PAGE 123 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES The mission of the Tigard Public Library is to serve the Tigard community by promoting reading, providing access to information, fostering lifelong learning, and encouraging the development of well-rounded and engaged citizens. We are dedicated library professionals who assist patrons in finding the information they seek through access to a diverse and vibrant selection of materials in both physical and digital formats. We offer programs for all ages on a broad array of topics and interests, and we provide free access to computers, the Internet, and quiet study spaces for all visitors. The four divisions within the Library Department are: • Administration, which includes the Director's office and volunteer coordination. • Readers Services, which provides professional assistance in using the Library's re- sources, selects and maintains library materials, plans programming to meet the com- munity's needs, and promotes library services through outreach and publicity. • Technical Services, which orders and processes all physical items in the library collec- tions, creates and maintains accurate catalog records for each item, and ensures that all materials are findable and usable by our patrons. • Circulation, which manages the movement of library materials within the building and throughout the cooperative, helps new patrons learn how to use our services, and pro- vides the first face of excellent customer service when patrons enter the building. PAGE 124 - CITY OF TIGARD DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES INITIATIVE MEASURE DESCRIPTION FY 18-19 FY 19-20 FY 20-21 FY 21-22 ACTUAL ACTUAL REVISED TARGET Support Stra- Value per Value of circulated tegic Plan Registered physical and electron- Cardholder is items and reference transactions to the library users. Illus- $347.28 $326.28 $308.07 $285.55 trates savings to the community.Youth Access Cards will be added FY22. Performance Collection Number of materials Audit, Good Turnover checked out relative stewards of Rate to the size of the col 5.30 4.03 1.92 3.64 city re- lection. Ensures the 1,205,286 891,768/ 418,000/ 800,000/ sources library is making the /227,200 221,548 218,000 220,000 best use of space available and meeting patrons need. Good stew- Total Circula- Provide public access ards of city tion (Physical to materials to en- 1,216,642 891,768 418,000 800,000 resources & E-Content) hance lives. Support Stra- Total Patron Provide public space tegic Plan Visits and services that are accessible to all mem- 322,730 214,818 60,000 200,000 bers of our communi- ty. Good stew- Volunteer Build authentic rela- ards of city Hours/ Full tionships with corn15,391/7. 10,963.50/ 7,893/ resources, Time Em- munity members 4 5 7 402/0.2 3.8 Support Stra- ployee Equiv- through city initia- tegic Plan alent tives. Support Stra- Program & Provide educational tegic Plan School Visit and cultural events to Attendance foster participation 24,814 18,799 9,000 18,000 from all members of our community. COMMUNITY SERVICES - PAGE 125 ADMINISTRATION BUDGET UNIT: 5000 PROGRAM DESCRIPTION The library's Administration Division oversees operations of the Library, including the develop- ment of policies, procedures, and guidelines. The division coordinates policy-level decisions with Washington County Cooperative Library Services and other WCCLS member libraries. The division also manages the library's volunteer program. In addition, the division liaises between the Library team and the Library Board, the Friends of the Library, and the Tigard Library Foundation. It also conducts strategic-level outreach with various community groups. RESULTS FOR FISCAL YEAR 2021 • Supported the shift to a remote-working environment in March 2020 when the COVID- 19 pandemic required us to close our buildings to staff, volunteers, and the public. We now have the infrastructure and workflow to serve our patrons with virtual services and new onsite services like Library Takeout. • Worked with Washington County Cooperative Library Services and other member li- braries to develop a reopening framework to safely support increased service levels throughout the COVID-19 pandemic. • Collaborated with other city departments to create an Anti-Racism Action Plan that will guide our journey in becoming an anti-racist library. • Developed remote volunteering opportunities for community members. GOALS FOR FISCAL YEAR 2022 • Restart our full volunteering program once the building is reopened. • Support the culture of becoming an anti-racist library by facilitating all-team training in the Oregon Library Association's Equity, Diversity and Inclusion Anti-Racism Toolkit. • Evaluate and adjust library policies and procedures to support equity, diversity, and inclusion. PAGE 126 - CITY OF TIGARD ADMINISTRATION BUDGET UNIT: 5000 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 3.60 3.60 3.60 Total FTE 2.80 2.80 2.80 317,544 300,267 320,257 51001-Salaries-Management 255,187 255,187 255,187 -203% 317,544 300,267 320,257 Total Personnel Services-Salaries 255,187 255,187 255,187 -20_3% 318 300 320 52001-Unemployment 255 255 255 -203% 681 375 307 52002-Worker's Compensation 253 253 253 -17.6% 24,123 22,977 24,469 52003-Social Security/Medicare 19,491 19,491 19,491 -203% 2,416 2,309 2,378 52004-Tri-Met Tax 1,972 1,972 1,972 -171% 39,862 38,696 44,780 52005-Retirement 35,670 35,670 35,670 -203% 2,333 2,242 2,400 52007-VEBA-ER 1,800 1,800 1,800 -25.0% 995 222 2,156 52008-Life Ins/ADD/LTD 906 906 906 -58.0% 928 822 0 52009-Long Term Disability 0 0 0 0_0% 27,234 35,137 43,373 52010-Medical/Dental/Vision 35,675 35,675 35,675 -17.7% 2,994 3,820 0 52011-Dental Benefits 0 0 0 0_0% 101,684 106,899 120,163 Total Personnel Services-Benefits 96,022 96,022 96,022 -201% 1,774 9,842 8,000 53001-Office Supplies 5,000 5,000 5,000 -37.5% 160 816 1,500 53002-Small Tools&Equipment 1,500 1,500 1,500 0_0% 208 138 300 53003-Fuel 300 300 300 0_0% 814 -63 0 53004-Books&Circulation Materials 0 0 0 0_0% 3,840 18,846 0 53008-Library Contribution Materials 0 0 0 0_0% 6,796 29,579 9,800 Total Supplies 6,800 6,800 6,800 -30_6% 44,594 1,698 6,000 54001-Professional/Contractual Services 9,000 9,000 9,000 50.0% 1,375 1,392 1,500 54113-R&M-Vehicles 3,500 1,500 1,500 0_0% 246 135 1,000 54114-R&M-Office Equipment 3,000 1,000 1,000 0_0% 1,588 1,658 2,800 54205-Utilities-Phone/Pager/Cells 2,800 2,800 2,800 0_0% 374 140 1,500 54300-Advertising&Publicity 1,500 1,500 1,500 0_0% 0 0 2,500 54301-Fees and Charges 2,500 2,500 2,500 0.0% 94 442 1,000 54302-Dues&Subscriptions 1,000 1,000 1,000 0.0% 3,916 4,742 11,700 54303-Professional Development 11,700 11,700 11,700 0.0% 1,743 1,518 3,500 54306-Credit Card Fees 3,500 3,500 3,500 0.0% 2,891 960 3,500 54309-Rents and Leases 3,500 3,500 3,500 0_0% 25,666 67,371 123,758 54311-Special Department Expenses 123,758 123,758 123,758 0_0% 82,487 80,056 158,758 Total Services 161,758 161,758 161,758 L9% 5,899 3,992 5,000 56004-Computer Hardware and Software 5,000 5,000 5,000 0.0% 5,899 3,992 5,000 Total Capital Improvement 5,000 5,000 5,000 0.0% COMMUNITY SERVICES - PAGE 127 ADMINISTRATION BUDGET UNIT: 5000 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY21 5,691 11,328 9,041 58100-Indirect Charges-City Management 13,106 13,106 13,106 45.0 10,376 14,435 17,670 58110-Indirect Charges-Human Resources 19,704 19,704 19,704 115 4,343 26,400 37,285 58120-Indirect Charges-Risk Management 41,576 41,576 41,576 115 7,464 11,716 10,815 58130-Indirect Charges-Office Services 10,900 10,900 10,900 0.8 2,905 3,706 4,056 58150-Indirect Charges-Records 4,073 4,073 4,073 0.4% 3,238 4,499 5,350 58160-Indirect Charges-City Attorney 5,405 5,405 5,405 1 0 2,716 5,230 4,093 58200-Indirect Charges-Finance 4,171 4,171 4,171 1 9 Administration 14,312 14,411 17,547 58210-Indirect Charges-Financial Operations 20,618 20,618 20,618 17.5 137,030 103,976 79,365 58230-Indirect Charges-Technology 87,449 87,449 87,449 10 2 4,820 5,374 6,618 58630-Indirect Charges-Fleet Maintenance 3,499 3,499 3,499 -471 45,771 46,743 49,053 58640-Indirect Charges-Property Managemer 50,999 50,999 50,999 4.0 238,666 249,817 240,893 Total Internal Services 260,500 261,500 261,500 8.6% 0,611 854,891 Total Library Administration 786,267 786,267 786,267 -8.0% AtamEm......._ BOOKS AND BITS NE s - F4i • • L!PW4TM 1! _l • -- ILLI.. ILLI t 'fit . • .lilt• . • -.. - - i Books And Bits is the name of Tigard Library's very popular e-newsletter PAGE 128 - CITY OF TIGARD READERS SERVICES BUDGET UNIT: 5100 PROGRAM DESCRIPTION The library's Readers Services division exists to meet the informational, recreational, educational, and cultural needs of Tigard residents through access to technology, reference and reading recom- mendations, events for all ages, outreach to underserved parts of the community, and developing and maintaining the collection of library materials. The services provided by the division include early literacy-focused story times, Library of Things (check out a hotspot, robot, or board game!), Tax Help, educational programs, arts & crafts materi- als and events, the Summer Reading Program for all ages and events such as weekly visits to sum- mer food sites. The library's work aligns well with the objectives in the city's Strategic Plan, with a focus on excel- lence in customer service. We have several bilingual staff available to provide services in Spanish. All staff are provided with professional development opportunities to increase their knowledge and skills in customer service best practices, interacting with challenging patrons, and focusing on eq- uity-related topics. Readers Services also aligns with the city's vision by planning and hosting programs to support the community's pursuits in walkability and health such as Story Walks along the Fanno Creek Trail. RESULTS FOR FISCAL YEAR 2021 • Continued to provide access to library services throughout building closure, with online resources, phone reference, and Library Takeout services. Your Personal Librarian and Book Stacks initiatives provided patrons with access to reading recommendations and librarian-assisted browsing. • During the COVID era, we have continued to provide services to patrons, through phone reference, reading recommendations and staff-assisted browsing, Take & Make craft bags, and contributing the librarywide effort of providing Library Takeout service. • Initiated the Library of Things, providing a range of nontraditional items for checkout, such as early learning tools, tech toys, games for all ages, musical instruments, and Wi- Fi hotspots. • Moved programming to virtual format, providing story times, craft workshops, read- ing groups, author lectures and more thorough online platforms. Provided take-home project supplies for all ages, and in-person programs through self-guided Story Walks on the Fanno Creek trail. • Provided all-ages summer reading program during building closure. Distributed books through Meals on Wheels and family food boxes (Packed with Pride), as well as prize books at end of summer on-site through walk-up reference desk service. • Developed an updated Library Strategic Plan that incorporates community needs and aligns with the City's Strategic Vision and Priorities, to be completed before July 1, 2021. COMMUNITY SERVICES - PAGE 129 READERS SERVICES BUDGET UNIT: 5100 GOALS FOR FISCAL YEAR 2022 • Increase technology access to Tigard's residents through Wi-Fi hotspots and com- puter checkouts. • Support students in the Tigard-Tualatin School District through increased access to library membership. Library card access for kids will be increased by working with the school district to issue library cards to every student in the school district (approximately 7,400 students), and Readers Services staff will communicate with fami- lies and classes so students understand the available resources. NINrc . •L'y r r . J�. ••-5.1-'1.:: r -z v i� r z y. -•6 5P4..rill0r. :Y:i'lti.• --1.41411111'7 .' '''Ir'945.,;. • : 1 r rlirir..40 - ..j1711..4_,Ibt..' -4,...NrAl•Vc. :-•• "trakz--•::, •-• •• • . % '" 9.2'.ele.f t PAGE 130 - CITY OF TIGARD READERS SERVICES BUDGET UNIT: 5100 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY21 13.80 1420 14-20 Total FTE 15.10 15.10 15 10 168,796 203,725 245,064 51001-Salaries-Management 331,888 331,888 331,888 354% 338,253 460,311 487,430 51002-Salaries-General 507,743 507,743 507,743 4.2% 310,290 266,459 281,455 51004-Part Time-Regular 248,948 248,948 248,948 -1L5% 31,336 18,339 31,465 51005-Part Time-Temporary 31,465 31,465 31,465 0.0% 2,697 2,654 3,141 51007-Incentive Pay 3,800 3,800 3,800 21 0% 851,372 951,688 1,048,555 Total Personnel Services-Salaries 1,123,844 1,123,844 1,123,844 72% 852 952 1,007 52001-Unemployment 1,092 1,092 1,092 8_4% 1,072 1,019 699 52002-Worker's Compensation 721 721 721 11% 63,449 70,752 77,095 52003-Social Security/Medicare 83,568 83,568 83,568 8.4% 6,463 7,320 7,497 52004-Tri-Met Tax 8,450 8,450 8,450 12.7% 84,773 90,684 117,758 52005-Retirement 127,582 127,582 127,582 8.3% 12,409 13,335 13,500 52007-VESA-ER 14,100 14,100 14,100 4A% 824 654 3,229 52008-Life Ins/ADD/LTD 3,927 3,927 3,927 21 6% 1,696 2,203 0 52009-Long Term Disability 0 0 0 0.0% 104,474 134,091 167,353 52010-Medical/Dental/Vision 210,004 210,004 210,004 25.5% 12,973 16,436 0 52011-Dental Benefits 0 0 0 0.0% 288,985 337,645 388,138 Total Personnel Services-Benefits 449,444 449,444 449,444 118% 980 703 1,000 53001-Office Supplies 500 500 500 -50.0% 160 112 2,000 53002-Small Tools&Equipment 1,000 1,000 1,000 -50.0% 0 0 100 53003-Fuel 100 100 100 0_0% 349,553 298,159 464,500 53004-Books&Circulation Materials 364,500 364,500 364,500 -2L5% 147 145 1,680 53006-Technology Equipment under$5,000 803 803 803 -522% 8,296 8,378 8,820 53007-Grant Expenditures 8,840 8,840 8,840 02% 359,136 307,496 478,100 Total Supplies 375,743 375,743 375,743 -2L4% 664 3,988 4,315 54001-Professional/Contractual Services 5,072 5,072 5,072 17.5% 0 0 4,080 54205-Utilities-Phone/Pager/Cells 3,960 3,960 3,960 -2.9% 911 2,322 250 54300-Advertising&Publicity 250 250 250 0.0% 1,230 1,884 1,775 54302-Dues Sr Subscriptions 1,775 1,775 1,775 0.0% 2,274 9,018 20,100 54303-Professional Development 15,600 15,600 15,600 -22A% 2,961 5,161 8,400 54311-Special Department Expenses 8,400 8,400 8,400 0.0% 8,040 22,374 38,920 Total Services 35,057 35,057 35,057 -99% 917 4,990 1,600 56004-Computer Hardware and Software 1,600 1,600 1,600 0.0% 917 4,990 1,600 Total Capital Improvement 1,600 1,600 1,600 0.0% 42,682 49,896 38,601 58100-Indirect Charges-City Management 56,199 56,399 56,199 45.6% 83,397 72,175 83,855 58110-Indirect Charges-Human Resources 93,505 93,505 93,505 11_5% 21,744 13,620 15,334 58120-Indirect Charges-Risk Management 17,099 17,099 17,099 11_5% 55,980 58,580 52,048 58130-Indirect Charges-Office Services 52,456 52,456 52,456 0.8% 3,833 18,531 19,519 58150-Indirect Charges-Records 39,601 19,601 19,601 OA% 24,288 22,491 25,748 58160-Indirect Charges-City Attorney 26,015 26,015 26,015 1 0% 9,480 17,998 12,731 58200-Indirect Charges-Finance 32,975 12,975 12,975 L9% Administration 94,335 95,009 115,708 58210-Indirect Charges-Financial Operations 135,961 135,961 135,961 17.5% 29,535 47,857 58,215 58230-Indirect Charges-Technology 64,145 64,145 64,145 102% 620,404 633,586 853,301 58640-Indirect Charges-Property Managemer 887,149 887,149 887,149 40% 985,678 1,029,744 1,275,060 Total Internal Services 1,365,105 1,365,105 1,365,1057.1% 2,494,128 2,653,938 3,230,373 Total Reader Services 3,350,793 3,350,793 3,350,793 3.7% COMMUNITY SERVICES - PAGE 131 TECHNICAL SERVICES BUDGET UNIT: 5200 PROGRAM DESCRIPTION The library's Technical Services Division processes payments, prepares items for use by the public, and catalogs physical items in collection. The division makes items findable and usable by the public and staff. The community gets access to more items than they can afford or would want to keep. The Technical Services Division updates digital records in the catalog and updates physical items when moved in the collection or in need of repair. The division provides Interlibrary Loans (ILL) for the public. The division also determines how to process and circulate unique items in the Library of Things collection, which enhances patrons' lives. RESULTS FOR FISCAL YEAR 2021 • On target to order and add 27,000 items to the collection in Fiscal Year 2021 for public use. • Maintains 21-day turnaround to get items to circulation. • Consistent and accurate processing to keep items findable by public and staff. • In Fiscal Year 2020 provided 982 Interlibrary Loans for items that are not available at Washington County Cooperative Library Services libraries but are available at another library in WorldCat. On target to provide over 1,000 items via ILL in Fiscal Year 2021. Made Best Seller collections holdable at the beginning of pandemic to get popular items to patrons as quickly as possible. • Enhanced catalog records to be more inclusive. * Added Spanish subject headings and descriptions to Spanish language materi- als. * Updated records to use people first language such as "enslavement" and "enslaved persons." * Washington County Cooperative Library Service catalogers added "First Na- tions" as a local subject heading in records with the Library of Congress subject heading "Indians of North America-Canada." People can now find books about indigenous peoples of Canada by searching for "First Nations." • Support other divisions in library by participating in Library Takeout, Collection Devel- opment in select areas, Person-In-Charge duties, social media, troubleshooting tech- nology, pulling holds, and shelving. GOALS FOR FISCAL YEAR 2022 • Implement 18-day turnaround to get items to the public. • Order and add 26,000 items for the public. This number is reduced from FY21 due to COVID-19 pushing material acquisition from the end of FY20 into FY21. • Request, receive, process and circulate 1,100 items via Interlibrary Loans. • Continue to enhance records in the catalog to be more inclusive. PAGE 132 - CITY OF TIGARD TECHNICAL SERVICES BUDGET UNIT: 5200 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 6.00 6.00 6.00 Total FTE 6.00 6.00 6.00 168,065 174,716 192,912 51001-Salaries-Management 185,683 185,683 185,683 -3 7% 118,873 132,659 141,334 51002-Salaries-General 149,463 149,463 149,463 5.8% 88,304 94,622 99,012 51004-Part Time-Regular 101,710 101,710 101,710 2.7% O 0 0 51006-Overtime 255 255 255 100 0% 750 770 793 51007-Incentive Pay 807 807 807 1 8% 375,992 402,768 434,051 Total Personnel Services-Salaries 437,918 437,918 437,918 0.9% 377 403 434 52001-Unemployment 437 437 437 0.7% 472 434 326 52002-Worker's Compensation 289 289 289 -113% 28,542 30,676 33,204 52003-Social Security/Medicare 33,480 33,480 33,480 0 8% 2,856 3,096 3,227 52004-Tri-Met Tax 3,387 3,387 3,387 5 0% 44,607 46,284 51,659 52005-Retirement 52,074 52,074 52,074 0.8% 6,642 6,605 6,600 52007-VEBA-ER 6,600 6,600 6,600 0.0% 381 355 1,822 52008-Life Ins/ADD/LTD 1,762 1,762 1,762 -3 3% 913 971 0 52009-Long Term Disability 0 0 0 0 0% 33,681 33,135 39,147 52010-Medical/Dental/Vision 44,412 44,412 44,412 13.4% 3,295 3,409 0 52011-Dental Benefits 0 0 0 0.0% 121,766 125,369 136,419 Total Personnel Services-Benefits 142,441 142,441 142,441 4 4% 5,898 6,312 13,000 53001-Office Supplies 9,540 9,540 9,540 -26.6% 0 0 500 53002-Small Tools Sr Equipment 550 550 550 10.0% 0 9 0 53004-Books&Circulation Materials 0 0 0 0.0% 5,898 6,321 13,500 Total Supplies 10,090 10,090 10,090 -25 3% 25,099 23,018 38,168 54001-Professional/Contractual Services 30,327 30,327 30,327 -205% O 94 0 54300-Advertising&Publicity 0 0 0 0 0% 125 74 125 54302-Dues&Subscriptions 125 125 125 0 0% 430 5,354 12,014 54303-Professional Development 8,675 8,675 8,675 -27.8% 1,075 310 1,650 54311-Special Department Expenses 1,740 1,740 1,740 5.5% 26,729 28,851 51,957 Total Services 40,867 40,867 40,867 -21 3% O 0 1,000 56004-Computer Hardware and Software 1,500 1,500 1,500 50 0% 0 0 1,000 Total Capital Improvement 1,500 1,500 1,500 50.0% 12,805 16,876 14,714 58100-Indirect Charges-City Management 21,404 21,404 21,404 45.5% 28,924 26,026 29,674 58110-Indirect Charges-Human Resources 33,089 33,089 33,089 11.5% 8,040 6,292 7,496 58120-Indirect Charges-Risk Management 8,359 8,359 8,359 115% 16,794 23,432 21,630 58130-Indirect Charges-Office Services 21,800 21,800 21,800 0 8% 1,149 7,413 8,112 58150-Indirect Charges-Records 8,146 8,146 8,146 0.4°/ 7,286 8,996 10,700 58160-Indirect Charges-City Attorney 10,811 10,811 10,811 1.0% 3,064 4,877 4,136 58200-Indirect Charges-Finance 4,215 4,213 4,215 1 9% Administration 7,815 7,700 9,288 58210-Indirect Charges-Financial Operations 10,914 10,914 10,914 17 5% 7,661 5,869 7,290 58230-Indirect Charges-Technology 8,033 8,033 8,033 10 2% 91,542 93,487 125,906 58640-Indirect Charges-Property Managemer 130,900 130,900 130,900 4.0% 185,080 200,988 238,946 Total Internal Services 257,671 257,671 257,671 7.8% 111111 715,465 764,297 875,873 Total Technical Services 890,487 890,487 890,487 COMMUNITY SERVICES - PAGE 133 CIRCULATION BUDGET UNIT: 5300 PROGRAM DESCRIPTION The library's Circulation Division manages the movement of materials through the library and co- operative. The division provides first-line customer service and account management for library patrons, including library card creation and maintenance, billing and general inquires. Primary services offered through the division are checking out library materials, retrieving and making reserved library materials available for patrons, and sorting and shelving returned library materials back to locations within the library cooperative locations. The division reviews and revises policies and procedures. It also offers staff training in the areas of anti-racism work and library access for underserved communities. RESULTS FOR FISCAL YEAR 2021 • The major part of the division's COVID-19 response included shifting to Library Takeout (with assistance from all library divisions), an entirely staff-assisted mode of retrieving, checking out, and delivering library materials outside for patron retrieval. * Although the building was closed most of the fiscal year, the division was able to provide access to physical collections for most of the year. * During the short period in which staff were not physically in the building, the division was able to set up live phone access where patrons were still able to call for assistance. • The division implemented additional strategies to improve ease of use of library cards for the community, including, issuing cards through the COVID-19 closure by mail and through Library Takeout services, incorporating a card association feature allowing shared access between family member cards, and continuing conversations to imple- ment youth access cards for students at the Tigard-Tualatin School District. • Additional COVID-19 responses included absorbing additional shelving duties formally done by volunteers and developing and revising quarantine procedures for incoming materials. GOALS FOR FISCAL YEAR 2022 • Begin implementing the library's next strategic plan (starting July 1, 2021), which will likely include a focus on excellence in customer service. • Support students in the Tigard-Tualatin School District through increased access to li- brary membership. Library card access for kids will be increased by working with the school district to issue library cards to every student in the school district (approximately 7,400 students. • Evaluate layout of public and staff work areas in the Circulation division. Develop three- to five-year plan to optimize customer service and access for patrons and staff. Consid- erations will include adjustments to service desks and self-checkout machines, more browsing options for patrons, and increased functionality for staff workstations. PAGE 134 - CITY OF TIGARD CIRCULATION BUDGET UNIT: 5300 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 15.40 15.40 15.40 Total FTE 1530 15.30 1530 229,731 205,686 245,714 51001-Salaries-Management 251,627 251,627 251,627 2.4% 50,777 27,009 58,408 51002-Salaries-General 51,368 51,368 51,368 -12.1% 482,439 543,620 556,005 51004-Part Time-Regular 579,882 579,882 579,882 4 3% 22,757 13,538 36,506 51005-Part Time-Temporary 36,506 36,506 36,506 0 0% 1,168 676 1,182 51006-Overtime 1,243 1,243 1,243 5.1% 751 769 794 51007-Incentive Pay 803 803 803 1.2% 787,623 791,299 898,609 Total Personnel Services-Salaries 921,429 921,429 921,429 2 5% 788 792 862 52001-Unemployment 882 882 882 2 3% 1,168 990 600 52002-'Worker's Compensation 585 585 585 -2 5% 58,930 59,147 65,892 52003-Social Security/Medicare 67,694 67,694 67,694 2 7% 5,982 6,085 6,406 52004-Tri-Met Tax 6,846 6,846 6,846 6.9% 84,995 80,858 98,978 52005-Retirement 102,690 102,690 102,690 3.8% 18,929 19,023 19,800 52007-VEBA-ER 18,900 18,900 18,900 -4 5% 1,015 940 4,097 52008-Life Ins/ADD/LTD 3,824 3,824 3,824 -6 7% 1,978 1,731 0 52009-Long Term Disability 0 0 0 0 0% 137,103 126,261 177,152 52010-Medical/Dental/Vision 201,054 201,054 201,054 13.5% 13,985 13,780 0 52011-Dental Benefits 0 0 0 0.0% 324,873 309,605 373,787 Total Personnel Services-Benefits 402,475 402,475 402,475 7 7% 2,309 2,319 5,480 53001-Office Supplies 5,460 5,480 5,480 0.0% O 2,209 2,465 53002-Small Tools&Equipment 5,475 5,475 5,475 122.1% 0 0 100 53003-Fuel 0 0 0 -100.0% 2,309 4,529 8,045 Total Supplies 10,955 10,955 10,955 36.2% 28,549 17,972 24,915 54001-Professional/Contractual Services 25,662 25,662 25,662 3 0% O 0 300 54205-Utilities-Phone/Pager/Cells 540 540 540 80.0% 510 0 0 54300-Advertising Sr Publicity 0 0 0 0.0% O 45 692 54302-Dues Sr Subscriptions 692 692 692 0.0% 1,000 6,897 24,000 54303-Professional Development 16,000 16,000 16,000 -33 3% 2,652 2,122 3,000 54311-Special Department Expenses 2,700 2,700 2,700 -10 0% 32,711 27,035 52,907 Total Services 45,594 45,594 45,594 -13.8% 652 2,935 3,650 56004-Computer Hardware and Software 850 850 850 -77.9% 652 2,935 3,650 Total Capital Improvement 850 850 850 -77.9% 69,715 51,050 47,478 58100-Indirect Charges-City Management 69,004 69,004 69,004 45 3% 149,417 92,459 117,719 58110-Indirect Charges-Human Resources 131,266 131,266 131,266 11.5% 31,002 19,231 24,224 58120-Indirect Charges-Risk Management 27,012 27,012 27,012 11.5% 91,434 79,084 78,410 58130-Indirect Charges-Office Services 79,025 79,025 79,025 0.8% 6,259 25,018 29,405 58150-Indrect Charges-Records 29,528 29,528 29,528 0 4% 39,671 30,362 38,789 58160-Indrect Charges-City Attorney 39,191 39,191 39,191 1 0% 6,659 12,447 8,996 58200-Indirect Charges-Finance 9,168 9,168 9,168 1.9% Administration 27,783 27,353 32,987 58210-Indirect Charges-Financial Operations 38,761 38,761 38,761 17.5% 18,283 14,030 17,367 58230-Indirect Charges-Technology 19,136 19,136 19,136 10 2% 228,834 233,696 314,737 58640-Indirect Charges-Property Managemer 327,222 327 777 327,222 4 0% 669,057 584,730 710,112 Total Internal Services 769,313 769,313 769,313 8.3% MMI 1,817,225 ,132 7,310 Total Circulation 2,1.5Q616 2,150,616W,616 COMMUNITY SERVICES - PAGE 135 SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 Program Description: Each year the city appropriates funds to support Social Service and Community Event activities that assist or benefit Tigard citizens. Community organizations are invited to submit requests in Febru- ary of each year. A subcommittee of the Budget Committee meets to review Social Service re- quests and to recommend funding for Social Services and Community Events in the Proposed Budget. The budget committee guideline is to set total social service and community event funding at about $300,000. This amount includes funding from the Transient Lodging Tax and the Marland Henderson Grant Program. In addition to direct grants, some of the grant recipients also receive in -kind services from the city. These services range from provision of a building and its operating costs for the Loaves and Fishes/Tigard Senior Center to Tigard Public Works and Police time to support community events. • rf i•:-.,7.77:':. -:�S•j14..• ::.1:..,...L.; :••••_ : - w'� + Tigard's Middle of Millen Drive parade is a — f f • '`r: • F #• favorite 4th of July activity k�+ r •••:'-- ,':-.. t- -4 -:,,4 ..1 r• t - ~; `A'4'4' ' L:-:•::...1,-.. �k . I !rte .. i 1-' _ - . � r f$F'• Tigard's 4th of July celebration culminates :4 - with a fireworks display at Tigard High .-. ;:6';. e. = . . I1• 11 .Jf F} PAGE 136 - CITY OF TIGARD SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 FY 2019 FY 2020 FY 2021 Budget Resource Summary 2022 2022 2022 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 21 Total FTE 123,400 538,400 3,138,225 54402-Contributions to Community Org 193,475 193,475 193,475 -93 8% 123,400 538,400 3,138,225 Total Services 193,475 193,475 193,475 -93.8% 0 2,955 1,422 58100-Indirect Charges-City Management 2,023 2,023 2,023 42 3% 338 31 655 58200-Indirect Charges-Finance 668 668 668 2.0% Administration 4,179 4,237 5,174 58210-Indirect Charges-Financial Operations 6,080 6,080 6,080 17 5% 4,517 7,223 7,251 Total Internal Services 8,-71 S,7?1 8,771 21 0% t t . 127,917 545,623 3,145,476 Total Social Services 202,246 202,246 202,246 -93.6% FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summar Proposed Approved Adopted FY 21 Total FTE 85,670 136,500 117,400 54402-Contributions to Community Org 116,525 106,525 106,525 -9 3% 85,670 136,500 117,400 Total Services 106,525 106,525 106,525 -9 3% 85,670 136,500 117,4 Total Community Events 106,525 106,525 106,525 -9.3% COMMUNITY SERVICES - PAGE 137 SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 City of Tigard City of Tigard FY 2021-22 FY 2021-22 Community Events Grant Requests Social Services Grant Requests By Resolution Aaencv Recommended Set Aside Aaencv Recommended Broadway Rose Direct $ 10,000 Affordable Housing Set-Aside Direct $ - Festival of the Balloons* Direct $ - Housing Prog Emergency Fund Direct $ - In-Kind $ - Tigard 4th of July Direct $ - Residential Services Agency Direct $ - In-Kind $ - Undesignated Set-Aside $ 8,825 Undesignated Direct $ - Set Aside Total Set Aside Total Direct $ 18,825 Direct $ - In-land $ - In-Kind $ - CITY SPONSORED GRANT RECOMMENDATIONS Downtown Tigard Events Direct $ 20,000 ASSIST Direct $ 3,875 John Tigard House(Tigard Hisorical) Direct $ 1,500 Catalyst Partnership Direct $ 4,000 Mask&Mirror Direct $ 1,500 Community Action Organization(Neighborshare) Direct $ 19,625 Nature Recreation(Tualatin Riverkeepers)Direct $ 2,500 Community Partners for Affordable Housing Direct $ 3,250 Tigard Area Farmer's Market Direct $ 4,000 Community Warehouse Direct $ 6,000 Tigard Area Chamber of Commerce Direct Family Justice Center of Washington Co Direct $ 4,000 Tigard High Grad Night Party Direct $ 3,000 Family Promise of Tualatin Valley Direct $ 5,000 Tigard Safety Town* Direct $ - Good Neighbor Center Direct $ 6,250 Tualatin Valley Community Band Direct $ 1,200 Just Compassion East Washington Co Direct $ 17,250 In-Kind $ 870 *Due to the pandemic,no program is scheduled. LifeWorks Direct $ 8,875 Love Inc Direct $ 1,250 Meals on Wheels Direct $ 29,000 In-Kind $ 105,000 New Narrative Direct $ 5,125 Oregon Human Development Corporation Direct $ 25,000 Rise Church Backpack School Supply Program Direct $ 6,150 St.Anthony Severe Weather Shelter Direct $ 3,875 St.Vincent de Paul-St.Anthony Tigard Direct $ 2,750 Templeton Elementary Backpack Program Direct $ 2,200 Tigard Tualatin Family Resource Center Direct $ 5,375 Tigard Turns the Tide Coalition Direct $ 8,125 Tualatin Riverkeepers Direct $ 10,000 In-Kind $ 1,500 Sub-total Direct $ 33,700 Sub-total Direct $ 176,975 In-Kind $ - In-Kind $ 107,370 Total(Combined) Total(Set asides and others) Direct $ 52,525 Direct $ 176,975 In-Kind $ - In-Kind $ 107,370 TRANSIENT LODGING TAX MARLAND HENDERSON GRANT PROGRAM RECOMMENDATION Festival of Balloons* Direct $ - ASSIST Direct $ 1,125 Tigard 4th of July Direct $ - Catalyst Partnership Direct $ 750 Downtown Tigard Events Direct $ 22,500 Community Action Organization Direct $ 375 Tigard Chamber of Commerce Direct $ 6,000 Community Partners for Affordable Housing Direct $ 750 Tigard Area Farmers Market Direct $ 6,015 Community Warehouse Direct $ 750 Family Promise Tualatin Valley Direct $ 1,125 Good Neighbor Center Direct $ 750 Just Compassion East Washington Co Direct $ 750 LifeWorks Direct $ 1,125 Love Inc Direct $ 750 New Narrative Direct $ 1,875 St.Anthony Severe Weather Shelter Direct $ 1,125 St.Vincent de Paul-St.Anthony Tigard Direct $ 750 Templeton Elementary Backpack Program Direct $ 1,500 Tigard Tualatin Family Resource Center Direct $ 1,125 Tigard Turns the Tide Direct $ 1,875 TRANSIENT LODGING TAX $ 34,515 MARLAND HENDERSON TOTAL $ 16,500 City of Tigard I Adopted BUDGET I FY 2021-2022 PAGE 138 - CITY OF TIGARD PUBLIC WORKS Ptibhc Works IAdnzinistiation aceet FligirteetjugPula MlintEnniDe StonunatE1 Saul s Sen e Witet I3 luutfuiurf I RerLeltiaui I CrLeell TEM jtreet right Se 5 PUBLIC WORKS - PAGE 139 PUBLIC WORKS FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 2022 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2021 Revised Description Number of Positions 78.35 83.35 86.35 86.35 86.35 86.35 0.0% Budget By Category Personnel Services 7,554,469 7,631,376 9,909,133 10,152,591 10,152,591 10,152,591 2.5% Materials&Services 7,077,578 7,679,079 9,843,600 9,971,414 10,001,414 10,001,414 1.6% Interdepartmental Costs 7,842,975 8,779,390 10,384,520 10,961,683 10,961,683 10,961,683 5.6% Capital Outlay 1,136,850 534,043 1,335,310 1,027,500 1,127,500 1,247,500 -6.6% Other 0 0 0 0 0 0 0.0% Total All Category 23,611,872 24,623,889 31,472,563 32,113,187 32,243,187 32,363,187 2.8% Budget By Division Public Works Administration 1,955,822 1,927,912 2,267,255 2,533,386 2,533,386 2,533,386 11.7% Parks and Grounds 0 0 0 0 0 0 0.0% Parks Maintenance 2,877,980 2,786,221 3,985,249 3,956,742 3,956,742 3,956,742 -0.7% Recreation 383,878 357,414 574,245 647,871 647,871 647,871 12.8% Street Maintenance 2,112,887 2,157,696 2,761,994 2,475,088 2,575,088 2,575,088 -6.8% PW Engineering 3,548,633 3,544,399 4,651,827 4,556,633 4,586,633 4,586,633 -1.4% Healthy Streams 0 0 0 0 0 0 0.0% Water 6,618,117 8,362,282 10,447,545 10,646,000 10,646,000 10,646,000 1.9% Sanitary Sewer 2,638,795 2,154,013 2,344,151 2,594,197 2,594,197 2,654,197 13.2% Stormwater 2,745,348 1,995,562 2,595,057 2,849,577 2,849,577 2,909,577 12.1% Green Team 0 486,140 920,850 919,197 919,197 919,197 -0.2% Street Lights and Signals 730,413 852,250 924,390 934,497 934,497 934,497 1.1% Total All Division 23,611,872 24,623,889 31,472,563 32,113,187 32,243,187 32,363,187 2.8% Budget by Fund General Fund-100 0 0 0 0 0 0 0.0% Gas Tax Fund-200 2,843,299 3,009,946 3,686,384 3,409,585 3,509,585 3,509,585 -4.8% Parks Utility Fund-270 3,261,858 3,143,635 4,559,494 4,604,613 4,604,613 4,604,613 1.0% Parks Capital Fund-420 0 0 0 0 0 0 0.0% Parks SDC Fund-425 0 0 0 0 0 0 0.0% Sanitary Sewer Fund-500 2,638,795 2,154,013 2,344,151 2,594,197 2,594,197 2,654,197 13.2% Stormwater Fund-510 2,745,348 2,481,702 3,515,907 3,768,774 3,768,774 3,828,774 8.9% Water Quality/Quantity Fund-51 0 0 0 0 0 0 0.0% Water Fund-530 6,618,117 8,362,282 10,447,545 10,646,000 10,646,000 10,646,000 1.9% Water CIP Fund-532 0 0 0 0 0 0 0.0% Public Works Admin Fund-630 1,955,822 1,927,912 2,267,255 2,533,386 2,533,386 2,533,386 11.7% Public Works Engineering Fund- 3,548,633 3,544,399 4,651,827 4,556,633 4,586,633 4,586,633 -1.4% Total All Fund 23,611,872 24,623,889 31,472,563 32,113,187 32,243,187 32,363,187 2.8% PAGE 140 - CITY OF TIGARD DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES The Public Works Department proudly builds and maintains the essential services and structures that support our daily life. When you drive on your neighborhood street, pour a glass of water, or visit a park or trail, you have interacted with our department. We plan and care for physical assets like pipes, parks and roads, but also for strong programs important to city residents. This depart- ment is responsible for the following areas: Utility Systems • We work hard to ensure that whenever you need it, reliable and high-quality drinking Water flows to your taps 365 days a year. Public Works delivers this service to you thanks to hundreds of miles of pipe, thousands of watts of electricity and a team of dedicated people working around the clock. • In partnership with Clean Water Services, our Sanitary Sewer system collects, pumps and treats wastewater so that it meets and exceeds the highest standards in the nation. Our work protects public health by ensuring a safe and reliable system. • Stormwater—from rain and snowmelt— is collected and treated by structures de- signed, built or permitted by our team before it is released into local waterways. Regular maintenance of these structures protects environmental quality. • Our Streets network is comprised of components like street and traffic signs, pavement markings, and right-of-way plantings, in addition to the roadway surface. Maintenance and repair of these features helps to ensure safety, usability, and efficiency for our com- munity. • Parks are a critical part of the City of Tigard's strategic plan to make the city an equita- ble community that is walkable, healthy, and accessible for everyone. The day-to-day maintenance, operation and inspection of park facilities is vitally important to establish- ing and maintaining our quality of life, ensuring the health of families and youth, and contributing to the economic and environmental well-being of Tigard. Programs • Emergency Management provides a framework for coordination, training and support to all city staff and our community with the aim of reducing vulnerability to hazards and coping/recovering from events. • Recreation brings people together for activities, events and classes in support of the healthy, equitable and accessible community envisioned in the strategic plan. • The Capital Improvement Plan and implementation coordinates the location, timing, and financing of capital improvements to the utility systems above plus citywide facili- ties. • Development Services ensures that private and public development comply with adopted plans and development standards to protect our quality of life. The Public Works department has a reputation of exceptional customer service and operating in a lean and efficient manner. As the city grows, it is important for the department to manage perfor- mance and know when it is prudent to add resources. The following metrics capture the more prominent parts of our mission. PUBLIC WORKS - PAGE 141 PUBLIC WORKS INITIATIVE MEASURE DESCRIPTION FY 18-19 FY 19-20 FY 20-21 FY 21-22 ACTUAL ACTUAL REVISED TARGET Safety, Per- Meet or ex- Represents the 78.0 81.0 79.0 80.0 formance ceed an over- health of this Audit, Stra- all Pavement network and is tegic Plan Condition In- measured annu- dex (PCI) of ally as a part of 81.0 for the the city's Pave- street system. ment Manage- ment Program (PMP). Safety Playgrounds All playgrounds 100% 100% 100% 100% that meet in- in Tigard parks ternational are inspected standards weekly and are (Goal is safe for use. 100%) Safety Water sam- Tigard's water 100% 100% 100% 100% pies taken will be clean, that meet or reliable and safe exceed water for the residents quality stand- in the Tigard ards as set by Water Service US EPA (Goal Area. is 100%) Safety Percentage of Tigard's sewer 32% 25% 25% 25% sewer system system will be cleaned each well-maintained, year (Goal is meeting or ex- 25%) ceeding clean water services performance standards. Safety Percentage of Tigard's storm 19% 17% 17% 17% storm line water system system will be well- cleaned each maintained, year (Goal is meeting or ex- 16.7%) ceeding CWS performance standards for cleaning. PAGE 142 - CITY OF TIGARD ADMINISTRATION BUDGET UNIT: 6000 PROGRAM DESCRIPTION The Public Works Administration Division provides oversight and support for the entire depart- ment. Key aspects of the division include: • Management— Policy and procedure development and direction • Business management—Asset management, budget and fiscal management • Community engagement—Communications and engagement on department and citywide efforts • Emergency management—Coordination, training and support to all city staff and the community • Customer Service—Administrative support to the Public Works Department and sup- port to the community in accessing our services. The Public Works Department aims to be a high-performing workplace with seamless service deliv- ery, as called for in the Strategic Plan. RESULTS FOR FISCAL YEAR 2021 • Response to COVID-19 has reshaped our work over the last year. Division staff: Led the city in establishing an Emergency Operations Center for COVID-19 re- sponse. Led weekly citywide coordination meetings. Served as Public Information Officer in the Emergency Operations Center and led COVID-19 related communications efforts. Monitored the situation at county, region, state, and federal level. Co-developed and conducted COVID safety officer training. • Anti-racism work: To help meet the Strategic Plan's goal to hire a workforce that reflects the racial and ethnic demographics of the community, recruitment and interviewing practices have been updated. Continue to support work of the citywide Diversity, Equity and Inclusion (DEI) team. • Integrating equity and inclusion into customer service, a goal of the city strategic plan. Emergency Management— Partnered with Washington County to provide lan- guage access for the Take 5 Program, presented a workshop in partnership with Unite Oregon, delivered training to the Muslim Educational Trust staff and com- munity, added translation feature to Code Red, developed and promoted a COVID-19 resource guide in five languages. Community Engagement - Partnered with the Tigard Tualatin School District Eq- uity Program, assisted with implementation of the Unite Oregon work, contin- ued to improve on outreach to BIPOC community members, increased language access to department initiatives. PUBLIC WORKS - PAGE 143 ADMINISTRATION BUDGET UNIT: 6000 • Developing the tools to be a high performing workplace with seamless service delivery has been a focus over the last year. Established an asset management plan for the department. This work shapes our policies and practices around how we plan, track, and make decisions about our work and the systems we care for. Tyler EAM (Enterprise Asset Management) is a software project to update our maintenance management software. Public Works pursuit of updated software and selection of Tyler as a vendor offered the ability for the city to join in our efforts of seeking modern software tools. The Public Works business management team is leading the charge on imple- mentation of EAM. Our current Public Works facility is undersized and does meet recommended seismic standards. This impacts our ability to deliver efficient services. We need a modern Public Works facility to deliver on our commitment to the public for efficient service delivery. Our current location does not meet our emergency operation needs. • NOTE: Public Works Operations work cannot be done remotely. While office-type work, by way of our COVID-19 experience, can be done part- ly remotely, Public Works operations cannot. GOALS FOR FISCAL YEAR 2022 • Facilities Acquire a site to develop a modern Public Works facility Begin design on the new facility • Successful implementation of the Tyler EAM project • Continued work to implement the antiracism action plan. Consider division specific au- dits and implementation. PAGE 144 - CITY OF TIGARD ADMINISTRATION BUDGET UNIT: 6000 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 8.00 9 95 8 95 Total FTE 10.00 10.00 1000 475,992 551,333 586,905 51001-Salaries-Management 692,100 692,100 692,100 17.9% 180,268 179,297 184,876 51002-Salaries-General 190,985 190,985 190,985 3.3% 15,774 0 0 51005-Part Time-Temporary 0 0 0 0.0% 3,251 14,622 0 51006-Overtime 10,180 10,180 10,180 100.0% 675,285 745,252 771,781 Total Personnel Services-Salaries 893,265 893,265 893,265 15.7% 676 745 772 52001-Unemployment 894 894 894 15 8% 6,209 2,831 3,017 52002-Worker's Compensation 4,087 4,087 4,087 35.5% 50,534 56,041 59,039 52003-Social Security/Medicare 68,463 68,463 68,463 16.0% 5,125 5,733 5,739 52004-Tri-Met Tax 6,926 6,926 6,926 20.7% 81,810 93,783 101,333 52005-Retirement 118,341 118,341 118,341 16.8% 5,823 6,057 6,270 52007-VEBA-ER 6,900 6,900 6,900 10.0% 514 509 3,579 52008-Life Ins/ADD/LTD 3,307 3,307 3,307 -7 6% 1,788 1,953 0 52009-Long Term Disability 0 0 0 0 0% 126,458 109,141 144,657 52010-Medical/Dental/Vision 149,396 149,396 149,396 3 3% 16,140 13,592 0 52011-Dental Benefits 0 0 0 0 0% 58,706 -2,724 0 52012-Accrued Vacation 11,735 11,735 11,735 100 0% 353,783 287,662 324,406 Total Personnel Services-Benefits 370,049 370,049 370,049 141% 5,431 2,810 19,500 53001-Office Supplies 19,500 19,500 19,500 0.0% 0 0 7,500 53002-Small Tools&Equipment 7,500 7,500 7,500 0.0% 687 671 2,500 53003-Fuel 2,500 2,500 2,500 0.0% 6,118 3,481 29,500 Total Supplies 29,500 29,500 29,500 0 0% 71,206 66,296 159,300 54001-Professional/Contractual Services 162,600 182,600 182,600 14 6% 5,238 5,345 5,250 54006-Software License and Maintenance 9,050 9,050 9,050 72 4% 411 212 1,500 54113-R&M-Vehicles 2,500 2,500 2,500 66.7% 0 0 1,500 54114-R&M-Office Equipment 0 0 0 -100.0% 7,952 9,262 9,964 54205-Utilities-Phone/Pager/Cells 10,268 10,268 10,268 3.1% 388 2,013 7,000 54300-Advertising&Publicity 6,800 6,800 6,800 -2.9% 143 0 220 54301-Fees and Charges 220 220 220 0.0% 20,955 20,111 29,741 54302-Dues&Subscriptions 25,666 25,666 25,666 -13.7% 7,610 8,129 17,325 54303-Professional Development 17,825 17,825 17,825 2 9% 41,904 82,209 40,000 54311-Special Department Expenses 40,000 40,000 40,000 0 0% 155,807 193,597 271,600 Total Services 294,929 294,929 294,929 85% 27,679 1,615 0 56004-Computer Hardware and Software 0 0 0 0.0% 27,679 1,615 0 Total Capital Improvement 0 0 0 0.0% 13,769 25,365 22,737 58100-Indirect Charges-City Management 33,091 33,091 33,091 45 5% 37,099 26,026 40,398 58110-Indirect Charges-Human Resources 45,047 45,047 45,047 115% 6,551 8,724 12,209 58120-Indirect Charges-Risk Management 13,614 13,614 13,614 115% 18,058 23,432 27,036 58130-Indirect Charges-Office Services 27,250 27,250 27,250 0.8% 77,267 21,611 26,694 58150-Indirect Charges-Records 26,806 26,806 26,806 0.4% 7,834 6,996 13,375 58160-Indirect Charges-City Attorney 13,513 13,513 13,513 1 0% 8,035 14,339 10,234 58200-Indirect Charges-Finance 10,430 10,430 10,430 1 9% Administration 28,615 27,414 33,832 58210-Indirect Charges-Financial Operations 39,754 39,754 39,754 17 5% 394,556 390,973 497,767 58230-Indirect Charges-Technology 548,490 548,490 548,490 10 2% 2,976 13,284 17,254 58250-Indirect Charges-Contracts and 19,529 19,529 19,529 13 2% Purchasing 10,367 10,751 13,236 58630-Indirect Charges-Fleet Maintenance 6,997 6,997 6,997 -47.1% 132,024 125,390 154,974 58640-Indirect Charges-Property Managemer 161,122 161,122 161,122 4 0% 737,151 696,305 869,768 Total Internal Services 945,643 945,643 945,643 8 7% 1,955,823 1,927,912 2,267, Total Public Works Administration 2,533,386 2,533,386 2,533,386 PUBLIC WORKS - PAGE 145 PARKS MAINTENANCE BUDGET UNIT: 6150 PROGRAM DESCRIPTION The Park Maintenance Division is a critical part of the City of Tigard's strategic plan to make the city an equitable community that is walkable, healthy, and accessible for everyone. Tigard is in a unique stage of development, transitioning to a modern city. New neighborhoods are being developed in River Terrace, while redevelopment districts in Downtown Tigard, The Tigard Triangle, and Washington Square are being transformed to higher density/mixed use neigh- borhoods. This brings challenges but great opportunities to provide equitable parks and recrea- tion services across the city. As new parks are built, new maintenance efforts are needed. As older parks age, updating and ad- ditional maintenance efforts are needed to keep pace. As underserved areas are identified, new parks need to be developed. And as new densely developed areas come on board, new plazas and parks are needed to provide a connected quality living experience. The Park Maintenance Division currently provides critical care and maintenance to over 550 acres of parks and open space and also works to preserve natural resources. (See the graphic at the end of the Parks Maintenance section in this document for a breakdown of the division's assets.) The division provides day-to-day maintenance, operation and inspection of park facilities. This has been a growing responsibility as the city has acquired and developed additional park land: Tigard has added over 100 acres of land since the completion of the 2009 Parks System Master Plan. A well-timed bond measure, supported by Tigard voters, and outside grant resources funded a large expansion of the system. This was further enhanced through planning for River Terrace, where three of seven planned parks already are built. Park Maintenance is one of only two divisions (as opposed to a full department) that is listed as the lead for actions in the Tigard Strategic Plan. The division is charged with eight actions, most of them falling under Strategic Priority 2: Create a well-connected, attractive, and accessible pedestri- an network. Ensuring adequate staffing for Park Maintenance is critical for achieving the city's goals in the short and long term. Preserving the positions added in Fiscal Year 2021 into Fiscal Year 2022 and beyond will enable the division to avoid deferring important maintenance. At the current funding level, Park Maintenance has sufficient funding capacity to maintain the 559 acres of parkland and natural areas at the existing maintenance levels including new park assets Steve Street, Bagen and Lasich (at Level 3) when brought online. Just as water, sewer, and public safety are considered essential public services, parks are vitally im- portant to establishing and maintaining the quality of life in a community, ensuring the health of families and youth, and contributing to the economic and environmental well-being of a commu- nity and a region. A robust, active system of parks and recreation programs for public use and en- joyment is an essential component of a community's quality of life. For more information, check out this resource from the National Recreation and Parks Association (NRPA): https:// www.nrpa.ora/uploadedFiles/nrpa.ora/Advocacv/Resources/Parks-Recreation-Essential-Public- Services-Januarv-2010.pdf PAGE 146 - CITY OF TIGARD PARKS MAINTENANCE BUDGET UNIT: 6150 RESULTS FOR FISCAL YEAR 2021 • COVID-19 response: The division successfully shut down public gatherings and shared guidance for safe use of outdoor facilities in response to the COVID-19 pandemic. Now, the city faces the complex challenge of when and under what conditions to modify the approach as the situation and best practices change. Two contrasting results from the pandemic: On one hand, all large community events and shelter rentals were canceled in 2020. On the other hand, general park and trail use is up over previous years. Significant effort over the past year has been dedicated to communicating COVID-19 protocols to park users. This included website updates, responding to community in- quiries, and many, many, many (0) signs. The Parks and Rec Division has adopted state protocols to meet COVID-19 compliance, part of the city's response to the coronavirus. • Key Performance Indicators 66% of the national average spent on park maintenance. 66% of Tigard within a 10-minute walk to a park. • Parks Maintenance has developed a recordkeeping system related to: Herbicide use (mandated by the state). Playground structure safety inspections (mandated by the state). Hazardous tree inspections (a city program). Restrooms (following guidelines from the Oregon Health Authority). • System growth: Tigard Street Heritage Trail • Most people see a 3/4-mile asphalt trail, but a closer look illustrates the issues the Park Maintenance Division deals with on a daily basis and demonstrates the challenges facing the division: We clean the restrooms daily and oversee the ar- ea's planting plan, which includes almost 1,800 shrubs and grasses, nearly 300 ground cover plantings, 42 red maple trees, an irrigation system with five zones and several art installations. The department also dealt with recent vandalism and extra cleanup work; this was anticipated, but not at the level experienced. Lasich property • A shared use agreement with Washington County will end and Park mainte- nance will take care of 21 additional acres. River Terrace parks: • Orchard Park, 1.95 acres (our responsibility as of February 2021). • Sabrina, 1.36 acres after punch list items are finished. • Emilia, 0.94 acres coming in summer. PUBLIC WORKS - PAGE 147 PARKS MAINTENANCE BUDGET UNIT: 6150 • Implementing the Anti-Racism Plan Recruitment and interviewing practices have been updated, in according with the Stra- tegic Plan objective of a workforce that reflects the racial and ethnic demographics of the community. To increase access and participation of community members who are historically un- derrepresented in city processes and committees, another Strategic Plan goal, the divi- sion: • Partnered with Unite Oregon to facilitate focus groups for the Parks & Recreation Master Plan. • Partnered with the Tigard-Tualatin School District Equity Program to promote engagement opportunities. • Provided Parks Master Plan survey in English and Spanish. The Parks & Recreation Master Plan team is building an equity lens to guide future in- vestment in parks, in response to another Strategic Plan objective. • Money-saving measures: Improved efficiency— Increased staffing this year means utility workers can focus on maintenance tasks like: • Troubleshooting and testing irrigation systems earlier in the spring to fix leaks and improve water efficiency. • Increased field maintenance, which means less herbicide is purchased and applied to formal sports fields. Healthy fields benefit from the labor and expertise it takes to adhere to a strong turfgrass maintenance schedule (regular soil testing, fertilization, over-seeding, aerification, mowing, irrigation, top dressing, etc.). • Tree care: New expertise on staff means the city can reduce the amount of work hired out to contractors. • Water Reuse at Cook Park—The use of reclaimed water for landscape irrigation will be expanded in Cook Park. Not only does reusing water save money, it saves fresh drinking water too! Even more, this project is currently being designed by an intern in the Engineering division. • The Strategic Plan calls for improving systems by communicating well and improving constitu- ent relations. Recent department actions along these lines include: Completing stakeholder interviews with a variety of park user groups, as part of the work on a new park master plan. Launching a storytelling effort focused on the work in Park Maintenance, including the "Talking Tigard" podcast and "Summerlake Story." • In response to recommendations in the Performance Audit, the department is working to ad- just its organizational structure to narrow the Park Supervisor's span of control and allow more effective oversight of seasonal staff. PAGE 148 - CITY OF TIGARD PARKS MAINTENANCE BUDGET UNIT: 6150 GOALS FOR FISCAL YEAR 2022 • Implement the Parks & Recreation Master Plan. Proposed goals in the draft plan include: A high-quality park within a 10-minute walk for everyone. Results will be measured against: • 10-Minute Walk Analysis. • Park Quality Analysis. • Maintenance schedules. Specific actions include: • Metzger Elementary School field — identified in the master plan as an under- served area with a higher equity score (indicating more need). This project will add irrigation at Metzger Park and increase maintenance to implement the community's vision for expanded access to soccer fields. Implements goals sur- rounding equity and antiracism. • Increased park quality— Increased maintenance staffing will lead to increased park quality. Community members will notice improvements in: * Trails, which will be maintained to ensure better repair and mitigation on both soft surface and hard surface trails. Vegetation will be cut back to ensure it is not interfering with trail use. * Formal planting beds like the Sorg Rhododendron Garden at Summer- lake Park and the Tupling Butterfly Garden at Cook Park * Sports fields, where specific maintenance tasks will be increased to pro- vide overall better-quality fields. • Replace asset management and financial systems. This project is expected to provide efficien- cies to the department in the long run, but the initial investment of time will be felt by this work group. Reviewing activity codes for the Tyler Enterprise Asset Management system to ensure data collection and reporting will help inform progress to meeting Strategic Plan goals. PUBLIC WORKS - PAGE 149 PARKS MAINTENANCE BUDGET UNIT: 6150 3 irt '°(1 16 FENCED MILES OF 4 OFF-LEASH SHELTERS AND TRAIL et DOG AREAS PICNIC AREAS I • n ..... 16 Neighborhood erving Parks 58 acres) /:..1\\4 Nal alof ainki Natural Area (multiple sites) 2 7 Community ACRES Serving Parks 1 -1.-q (159 acres) SKATE PA RK PLAYGROUNDS 5 Future 5 Linear 110 Parks Parks (53 acres) (53 acres) 41/16.1:.litre, :AT 4711... 3 • SPORTS FIELDS COMMUNITY GARDENS rt. . 2 5 TENNIS COURTS BASKETBALL COURTS PAGE 150 - CITY OF TIGARD PARKS MAINTENANCE BUDGET UNIT: 6150 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 1050 12.50 15.30 Total FTE 15.40 15.40 15.40 132,514 128,426 221,238 51001-Salaries-Management 221,568 221,568 221,568 0_1% 493,134 576,083 801,640 51002-Salaries-General 805,050 605,050 805,050 114% 182,267 179,670 261,630 51005-Part Time-Temporary 262,000 262,000 262,000 0_1% 17,914 10,608 16,416 51006-Overtime 20,360 20,360 20,360 24_0% 366 0 0 51007-Incentive Pay 0 0 0 0_0 826,195 894,786 1,300,924 Total Personnel Services-Salaries 1,308,978 1,308,978 1,308,978 0_6% 826 896 1,004 52001-Unemployment 1,030 1,030 1,030 2_6% 30,612 15,503 19,815 52002-Worker's Compensation 20,685 20,685 20,685 4A% 62,508 67,918 76,719 52003-Social Security/Medicare 78,836 78,836 78,836 2.8% 6,265 6,880 7,459 52004-Tri-Met Tax 7,974 7,974 7,974 6.9% 72,975 75,345 112,864 52005-Retirement 117,095 117,095 117,095 37% 8,460 9,408 13,080 52007-VEBA-ER 13,140 13,140 13,140 03% 620 630 3,018 52008-Life Ins/ADD/LTD 4,097 4,097 4,097 35_8% 1,390 1,665 0 52009-Long Term Disability 0 0 0 0_0% 135,672 125,196 234,969 52010-Medical/Dental/Vision 187,175 187,175 187,175 -20_3% 15,615 14,074 0 52011-Dental Benefits 0 0 0 0_0% O 0 0 52012-Accrued Vacation 3,846 3,846 3,846 100_0% 334,943 317,513 468,928 Total Personnel Services-Benefits 433,878 433,878 433,878 -7_5% 2,172 16 700 53001-Office Supplies 700 700 700 110% 9,415 13,463 14,280 53002-Small Tools Sr Equipment 8,500 8,500 8,500 -40.5% 22,221 27,375 35,000 53003-Fuel 35,000 35,000 35,000 0_0% O 0 0 53006-Technology Equipment under$5,000 6,000 6,000 6,000 100_0% 33,808 40,854 49,980 Total Supplies 50,200 50,200 50,200 0.4°/ 74,629 67,096 103,580 54001-Professional/Contractual Services 132,912 132,912 132,912 283% 2,587 1,210 0 54007-Parks and Recreation 0 0 0 0_0% 9,510 4,275 5,600 54101-R&M-Facilities 5,600 5,600 5,600 0_0% 118,979 124,083 141,800 54105-R&M-Grounds 141,800 141,800 141,800 0.0% 32,357 35,575 51,000 54113-R&M-Vehicles 51,000 51,000 51,000 0.0% 0 460 0 54115-Vehicle Usage 0 0 0 0.0% 15,200 20,274 38,350 54201-Utilities-Electric 38,350 38,350 38,350 0.0% 146,182 138,083 313,700 54202-Utilities-Water/Sewer/SWM 313,950 313,950 313,950 0_1% 12,485 12,608 8,660 54205-Utilities-Phone/Pager/Cells 15,900 15,900 15,900 83_6% 1,253 77 2,000 54300-Advertising&Publicity 2,000 2,000 2,000 0_0% 358 541 1,000 54301-Fees and Charges 1,100 1,100 1,100 10_0% 4,208 4,139 1,700 54302-Dues&Subscriptions 1,700 1,700 1,700 0_0% 7,707 2,947 9,000 54303-Professional Development 9,000 9,000 9,000 0_0% 1,732 1,893 6,250 54309-Rents and Leases 6,250 6,250 6,250 0_0% O -26 0 54310-Bad Debt Expense 0 0 0 0.0% 15,039 5,503 9,550 54311-Special Department Expenses 9,950 9,950 9,950 4.2% 442,226 438,735 692,190 Total Services 729,512 729,512 729,512 5.4°/ 37,088 57,766 170,000 56003-Vehicles 75,000 75,000 75,000 -55.9% 563 220 0 56004-Computer Hardware and Software 0 0 0 0.0% 87,604 126,844 88,000 56006-Equipment 90,000 90,000 90,000 2.3% 125,255 184,830 258,000 Total Capital Improvement 165,000 165,000 165,000 -369% PUBLIC WORKS - PAGE 151 PARKS MAINTENANCE BUDGET UNIT: 6150 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 26,593 31,359 36,588 58100-Indirect Charges-City Management 53,509 53,509 53,509 46.2% 57,469 71,640 123,400 58110-Indirect Charges-Human Resources 137,601 137,601 137,601 11-5% 23,156 29,047 42,104 58120-Indirect Charges-Risk Management 46,949 46,949 46,949 11 5% 37,501 29,291 44,613 58130-Indirect Charges-Office Services 44,963 44,963 44,963 0.8% 31,714 36,065 47,999 58150-Indirect Charges-Records 48,200 48,200 48,200 0_4% 16,272 11,245 22,069 58160-Indirect Charges-City Attorney 22,297 22,297 22,297 L0% 11,859 20,216 16,696 58200-Indirect Charges-Finance 17,016 17,016 17,016 1 9% Administration 61,028 65,606 79,405 58210-Indirect Charges-Financial Operations 93,304 93,304 93,304 17-5% 248,741 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0.0% 40,553 35,900 43,633 58230-Indirect Charges-Technology 48,077 48,077 48,077 102% 442 9,631 8,778 58250-Indirect Charges-Contracts and 9,935 9,935 9,935 112% Purchasing 303,513 279,614 421,335 58600-Indirect Charges-PW Admin 470,791 470,791 470,791 11-7% 180,834 204,247 220,399 58625-Indirect Charges-PW Engineering 215,889 215,889 215,889 -2.0% 69,199 80,626 101,480 58630-Indirect Charges-Fleet Maintenance 53,648 53,648 53,646 -47.1% 4,682 4,996 6,728 58640-Indirect Charges-Property Managemer 6,995 6,995 6,995 4-0% 1,115,556 909,503 1,215,227 Total Internal Services 1,269,174 1,269,174 1,269,174 4.4°/ 2,877,983 2,786,221 3,985,249 Total Parks Maintenance 3,956,742 3,956,742 3,956,742 -0.7% au - r rpt,,. ..... • t- �.. • ii, ., , - ' Summerlake Park at sunset. Photo taken by Jacob Guthrie, City of Tigard PAGE 152 - CITY OF TIGARD RECREATION BUDGET UNIT: 6160 PROGRAM DESCRIPTION Beloved community events like Concerts in the Park, the annual Egg Hunt and winter scavenger hunts are planned and implemented by the Recreation team. The fun activities, events and classes executed by Recreation support the healthy, equitable and accessible community envisioned in the city's Strategic Plan. Recreation is one of the city's newest services. In 2015, the Recreation Program Plan was devel- oped to implement a recommendation in Tigard's 2010 Parks Master Plan to establish a recreation program unique to the City of Tigard. This recommendation responded to community feedback during the 2010 planning process about the need for programming opportunities in Tigard. The city began offering Parks & Rec classes in Fiscal Year 2016. Since that time: • Parks & Rec event offerings increased significantly: Between FY 2015-16 and FY 2019- 20, the number of events and estimated participants increased by 360% and 575% re- spectively. • The average number of estimated participants per event also increased from 206 par- ticipants in FY 2015-16 to 302 participants in FY 2019-20. In addition to hosting community events, classes and activities, Recreation partners with organiza- tions to offer additional recreation events and activities in Tigard. The division emphasizes free events for area families. Division activities include: • Community events such as Movies in the Park, Movies on the Court, Concerts, Kids' Night Out, Egg Hunt, Family Sweetheart Dance, Senior Prom, and more. • Summer camps, community programs and recreation classes. • Publication of a quarterly activity guide listing classes and other activities for communi- ty members. The Parks & Recreation Master Plan is being updated now and will reflect the next phase of growth for the Recreation Program. Early drafts of the master plan look to increase equitable rec- reation services through outreach in schools and to the many diverse communities in Tigard. Im- plementation is envisioned to include: • Activating parks, by hosting activities and events, in underserved areas. • Increasing the diversity of registered participants. • Expanding programming to underserved age groups such as teens, adults, and seniors (with a goal of programs reaching 80% capacity). • Improving language access. • Increasing staff diversity. Funding must be commensurate to Council goals if Recreation is to be able to support and provide a high-quality Parks & Rec program within a 10-minute walk for all residents. The Recreation Divi- sion currently contains only two full-time positions, one of which was vacant for the past six months. For more information about the department, see this video: https://voutu.be/9kJYInaBFQE PUBLIC WORKS - PAGE 153 RECREATION BUDGET UNIT: 6160 RESULTS FOR FISCAL YEAR 2021 • COVID-19 response: The pandemic had an enormous impact on 2020 recreation pro- gramming —canceling several large in-person events such as the Annual Egg Hunt, Mini Duathlon, Movies in the Park, Pop Ups in the Park and concerts. The work over the last year to keep Recreation services available to our community is truly remarkable. For more information, see this video: https://www.enaaae.tiaard-or.aov/parksplan/ stories/reinvention-tiaards-recreation-proaram-durina-covid-19 • The pandemic forced the Recreation Division to shift to virtual programs and activities benefitting diverse age groups and user types. Among the division's responses: The Recreation Program developed protocols to ensure in-house and external partner program offerings are compliant with current COVD-19 guidelines from the Oregon Health Authority for outdoor recreation in consideration of reac- tivating parks on a limited basis. Protocols have been presented and discussed with the city's Risk Manager to minimize risk and liability. • Before the pandemic, we were tracking a 567% increase in participation in recreation activities. • We continued to make progress on creating a master plan for Parks & Recreation. • Recreation celebrated its five-year anniversary: https://voutu.be/9kJYInaBFQE • To meet the Strategic Plan objective to "Hire a workforce to reflect the racial and ethnic demographics of the community," recruitment and interviewing practices have been updated. In addition, the Parks & Recreation Master Plan team is building an equity lens to guide future investment in Recreation. • Total Tyler—This project is expected to provide efficiencies in the Recreation division in the long run, but the initial investment of time will be felt by this work group. GOALS FOR FISCAL YEAR 2022 • Provide equitable recreation services: Focus on park activation and events in parks located in underserved areas. Increase the diversity of registered participants. Expand the reach of the scholarship program to the Tigard community. • Expand recreation development and growth: Provide services to previously underserved groups (teens, adults and seniors). Work toward reaching 80% of capacity for every offered program. • Increase diversity among staff: Hire bilingual staff. Provide diversity training to staff. PAGE 154 - CITY OF TIGARD RECREATION BUDGET UNIT: 6160 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 2.35 2.35 2.45 Total FTE 2.65 2.65 2.65 43,184 76,495 86,089 51001-Salaries-Management 100,763 100,763 100,763 17.0% 34,236 55,105 57,576 51002-Salaries-General 61,542 61,542 61,542 6.9% O 9,578 19,326 51004-Part Time-Regular 20,354 20,354 20,354 5.3% 5,282 8,622 41,040 51005-Part Time-Temporary 41,000 41,000 41,000 -0.1% 419 761 2,563 51006-Overtime 2,545 2,343 2,545 -0_8% 83,121 150,561 206,596 Total Personnel Services-Salaries 226,204 226,204 226,204 9.5% 83 150 163 52001-Unemployment 183 183 183 12.3% 1,661 1,525 1,727 52002-Worker's Compensation 728 728 728 -57_8% 6,426 11,691 12,469 52003-Social Security/Medicare 14,089 14,089 14,089 13.0% 630 1,158 1,212 52004-Tri-Met Tax 1,424 1,424 1,424 17.5% 6,117 7,758 19,743 52005-Retirement 23,323 23,323 23,323 18.1% 1,017 2,063 2,460 52007-VEDA-ER 2,280 2,280 2,280 -7.3% 69 120 841 52008-Life Ins/ADD/LTD 874 874 874 3_9% 118 278 0 52009-Long Term Disability 0 0 0 0.0% 2,815 1,752 1,583 52010-Medical/Dental/Vision 32,924 32,924 32,924 1979.8% 247 175 0 52011-Dental.Benefits 0 0 0 0.0% O 0 0 52012-Accrued Vacation 1,484 1,484 1,484 100.0% 19,183 26,671 40,198 Total Personnel Services-Benefits 77,309 77,309 77,309 92.3% 189 83 600 53001-Office Supplies 600 600 600 0.0% 24-4 102 1,000 53003-Puel 1,000 1,000 1,000 0_0% 433 185 1,600 Total Supplies 1,600 1,600 1,600 0.0% 529 9,825 20,000 54001-Professional/Contractual Services 20,000 20,000 20,000 0.0% 122,073 61,585 77,000 54007-Parks and Recreation 77,000 77,000 77,000 0.0% O 0 0 54101-R&M-Facilities 0 0 0 0.0% O 916 1,500 54113-R&M-Vehicles 1,500 1,500 1,500 0.0% 254 1,883 2,275 54205-Utilities-Phone/Pager/Cells 1,775 1,773 1,775 -22_0% 6,000 10,364 30,000 54300-Advertising&Publicity 30,000 30,000 30,000 0.0% 260 0 250 54301-Fees and Charges 250 250 250 0.0% O 0 500 54302-Dues&Subscriptions 500 500 500 0.0% O 0 1,500 54303-Professional Development 1,500 1,500 1,500 0.0% O 0 2,250 54309-Rents and Leases 2,250 2,250 2,250 0_0% 711 587 2,500 54311-Special Department Expenses 2,500 2,500 2,500 0.0% 129,827 85,160 137,775 Total Services 137,275 137,275 137,275 -0.4°/ O 928 0 56006-Equipment 0 0 0 0_0% O 928 0 Total Capital Improvement 0 0 0 0.0% 3,535 5,256 9,332 58100-Indirect Charges-City Management 13,563 13,583 13,583 45_6% 7,104 22,860 52,941 58110-Indirect Charges-Human Resources 59,034 59,034 59,034 11.3 2,862 1,362 5,029 58120-Indirect Charges-Risk Management 5,608 5,608 5,608 11.5% 4,635 5,858 16,223 58130-Indirect Charges-Office Services 16,350 16,350 16,350 0.8% 3,920 1,853 6,084 58150-Indirect Charges-Records 6,110 6,110 6,110 0.4% 2,011 2,249 8,025 58160-Indirect Charges-City Attorney 8,108 8,108 8,108 1_0% 1,467 3,571 2,557 58200-Indirect Charges-Finance 2,606 2,606 2,606 1_9%. Administration 7,543 63 125 58210-Indrect Charges-Financial Operations 147 147 147 17_6% 30,744 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0.0% 5,012 501 630 58230-Indirect Charges-Technology 694 694 694 10.2% 55 331 605 58250-Indrect Charges-Contracts and 665 685 685 13.2% Purchasing 54,922 34,736 63,839 58600-Indirect Charges-PW Admin 71,332 71,332 71,332 17 7% 18,372 15,260 20,480 58625-Indrect Charges-PW Engineering 20,061 20,061 20,061 -2_0% 8,553 0 2,206 58630-Indrect Charges-Fleet Maintenance 1,166 1,166 1,166 -47_1% 579 0 0 58640-Indirect Charges-Property Managemer 0 0 0 0.0% 151,314 93,909 188,076 Total Internal Services 205,484 205,484 205,484 9.3% 383,878 357,414 647,871 PUBLIC WORKS - PAGE 155 STREET MAINTENANCE BUDGET UNIT: 6200 PROGRAM DESCRIPTION • The city has over 150 centerline miles (measures the length of a road regardless of how many lanes it has) of streets which it is responsible for maintaining or developing. The Engineering Division and the Street Maintenance Division work cooperatively related to important assets like traffic signals, streetlights, guardrails, barricades, pavement sur- faces, and rights of way (shoulders, islands, etc.). • The division works to ensure safe and clean streets for walkers, bicyclists and the mo- toring public. Streets are vital to the community and provide access to employment, schools, parks, and other aspects of our daily lives. • The Street Maintenance Division provides maintenance and repair services for the city's street network and its various components, including: Street and traffic signs. Pavement markings. Snow and ice management. Right-of-way vegetation maintenance on arterials and collectors to ensure visi- bility to streetlights and stop signs. Pothole repair and paving. Pavement management. • Major activities include: 24/7 emergency response, dig out and replace asphalt, pot- hole patching, sidewalk repair, sign maintenance and installation, tree removal, free street tree program, right of way maintenance, and more. • The program responds to comments and suggestions from community members, but has no jurisdiction over two streets that generate many comments: Hall Boulevard and Highway 99 West, two of the city's busiest streets, are maintained by the Oregon De- partment of Transportation — not the city of Tigard. RESULTS FOR FISCAL YEAR 2021 • COVID-19 response: During COVID-19, the members of the Streets Division, like all other divisions in Public Works, had to reassess how they work together while getting the job done. This has included wearing a face covering while doing physical labor during the hot summer months and during rainy weather. • To help implement the city's Strategic Plan goal of hiring a workforce that reflects the racial and ethnic demographics of the community, recruiting and interviewing practic- es have been updated. • The division partnered with Clean Water Services to relocate a portion of the Fanno Creek Trail north of Ironwood Loop in Englewood Park. The new asphalt trail segment avoids trail flooding and helps to implement the city's Strategic Plan goal that the pe- destrian network is attractive, accessible, safe, and well-maintained. PAGE 156 - CITY OF TIGARD STREET MAINTENANCE BUDGET UNIT: 6200 • Responded to a winter storm in February that included ice, snow and trees down in the roadway. The team worked around the clock for four days and used 30 loads of sanding rock (about 160 yards of rock). They also responded to about 25 reports of trees down in the roadway. • Supported safety and neighborhood livability with sign shop projects, for example: Supported the implementation of photo red light project, installing 10 signs in partnership with the Oregon Department of Transportation. Supported changes to the Tigard High School permit parking zone signage, in- stalling over 50 signs. • Adopt a Street Program — 12 GOALS FOR FISCAL YEAR 2022 • The division will continue to work with the Total Tyler transition, to replace the city's asset management and financial systems. Total Tyler will provide efficiencies in the long run, but the initial investment of time will be felt by this work group. • Updates will be made to the right-of-way maintenance program. • Maintenance to repair paved trail sections in partnership with the Parks Division will continue. • Complete important roadway repairs, known as "dig outs," in advance of the city's an- nual pavement management program. . 4404 . 11! s • ` 4 S -Ali W Ilia City workers install a crosswalk on a street with high foot traffic PUBLIC WORKS - PAGE 157 STREET MAINTENANCE BUDGET UNIT: 6200 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 8.50 8.25 730 Total FTE 7.00 7.00 7.00 140,303 187,332 117,095 51001-Salaries-Management 86,013 86,013 86,013 -26.5 305,625 323,039 339,641 51002-Salaries-General 349,569 349,569 349,569 29% 3,456 3,419 51,300 51005-Part Time-Temporary 52,000 52,000 52,000 L4% 8,003 2,358 15390 51006-Overtime 15,270 15,270 15,270 -0.8% 0 351 0 51007-Incentive Pay 0 0 0 0.0% 457,387 516,500 523,426 Total Personnel Services-Salaries 502,852 502,852 502,852 -3.9% 457 517 456 52001-Unemployment 438 438 438 -19% 28,783 14,702 16,487 52002-Worker's Compensation 16,549 16,549 16,549 OA% 34,508 38,500 34,939 52003-Social Security/Medicare 33,566 33,568 33,568 -3.9% 3,472 3,974 3,398 52004-Tri-Met Tax 3,395 3,395 3,395 -0.1% 48,233 55,984 52,196 52005-Retirement 48,386 48,386 48,386 -7.3% 5,942 6,504 6,180 52007-VEBA-ER 6,000 6,000 6,000 -2.9 433 466 1,445 52008-Life Ins/ADD/LTD 1,586 1,586 1,588 9.9% 932 1,212 0 52009-Long Term Disability 0 0 0 0.0% 103,570 116,021 118,585 52010-Medical/Dental/Vision 111,518 111,516 111,518 -6.0% 10,610 11,896 0 52011-Dental Benefits 0 0 0 0.0% O 0 0 52012-Accrued Vacation 3,159 3,159 3,159 100_0% 236,940 249,776 233,688 Total Personnel Services-Benefits 224,601 224,601 224,601 -19% 266 93 250 53001-Office Supplies 250 250 250 00% 6,294 5,100 9,212 53002-Small Tools&Equipment 6,900 6,900 6,900 -25.1 13,488 10,586 20,000 53003-Fuel 20,000 20,000 20,000 0.0% O 0 0 53006-Technology Equipment under$5,000 2,400 2,400 2,400 100_0% 20,048 15,779 29,462 Total Supplies 29,550 29,550 29,550 03% 223,219 160,172 335,760 54001-Professional/Contractual Services 311,260 311,260 311,260 -7.3% 94,224 120,778 118,500 54101-R&M-Facilities 118,500 118,500 118,500 0.0% 11,870 21,218 26,000 54113-R&M-Vehicles 26,000 26,000 26,000 0.0% 3,453 3,562 5,000 54202-Utilities-Water/Sewer/SWM 5,000 5,000 5,000 0.0% 3,840 3,861 3,848 54205-Utilities-Phone/Pager/Cells 8,648 8,648 8,648 124.7% 1,681 57 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0.0% 280 0 300 54302-Dues Sr Subscriptions 300 300 300 00% 2,899 2,418 5,000 54303-Professional Development 5,000 5,000 5,000 00% 150 0 1,000 54308-Property Damage 1,000 1,000 1,000 00% O 60 0 54309-Rents and Leases 0 0 0 00% 5,683 4,843 8,400 54311-Special Department Expenses 8,400 8,400 8,400 00% 347,299 316,968 504,806 Total Services 485,108 485,108 485,108 -3.9% 168,455 4,805 206,000 56003-Vehicles 65,000 65,000 65,000 -68.4% O 0 125,000 56006-Equipment 8,000 108,000 108,000 -13.6% 168,455 4,805 331,000 Total Capital Improvement 73,000 173,000 173,000 -47.7 PAGE 158 - CITY OF TIGARD STREET MAINTENANCE BUDGET UNIT: 6200 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 10,709 25,009 19,372 58100-Indirect Charges-City Management 28,161 28,161 28,161 45-4°/ 31,520 30,346 35,339 58110-Indirect Charges-Human Resources 39,406 39,406 39,406 11-5% 18,508 49,333 63,762 58120-Indirect Charges-Risk Management 71,100 71,100 71,100 11-5% 14,046 26,362 21,630 58130-Indirect Charges-Office Services 21,800 21,800 21,800 0.8% 12,520 17,805 19,146 58150-Indirect Charges-Records 19,228 19,228 19,228 0.4% 6,093 10,121 10,700 58160-Indirect Charges-City Attorney 10,811 10,811 10,811 1.0% 8,326 16,093 10,769 58200-Indirect Charges-Finance 10,975 10,975 10,975 1 9% Administration 23,508 23,038 28,206 58210-Indirect Charges-Financial Operations 33,143 33,143 33,143 17 5% 0 1,211 0 58220-Indirect Charges-Utility Billing 0 0 0 0 0% 26,349 99,079 150,577 58230-Indirect Charges-Technology 165,914 165,914 165,914 102% 0 5,313 6,660 58250-Indirect Charges-Contracts and 7,538 7,538 7,538 132% Purchasing 184,714 187,279 189,426 58600-Indirect Charges-PW Admin 211,661 211,661 211,661 11.7% 494,629 509,128 513,427 58625-Indirect Charges-PW Engineering 502,920 502,920 502,920 -2.0% 51,834 53,751 70,594 58630-Indirect Charges-Fleet Maintenance 37,320 37,320 37,320 -471 882,756 1,053,867 1,139,610 Total Internal Services 1,159,977 1,159,977 1,159,977 1 8% 112,885 2,157,696 2,761,994 Total Street Maintenance 2,475,088 2,575,088 2,575,088 -6.8% . ... . tr , f ' . , .. 1111M11119t/INTMEiragi .. • 4, . - :- _ ; .• _ __,_ .. . . -- Street - - _ • . ....... #= �_ -. . olk.„ • • _a.. •# _ .r PUBLIC WORKS - PAGE 159 PW ENGINEERING BUDGET UNIT: 6250 PROGRAM DESCRIPTION The Engineering Division works to develop and improve the services and facilities important to everyday life in Tigard. The division has an important role in the design, construction, and mainte- nance of public works systems: water, sewer, stormwater, streets, and parks. The division's staff works to manage projects to provide resilient, cost-effective public infrastruc- ture for our community. This includes work to create and implement the city's Capital Improvement Plan (CIP). This six- year plan is for projects that improve public infrastructure (water, sewer, stormwater, streets, parks, and facilities). Each Capital Improvement Plan project costs $50,000 or more and improves or adds value to Tigard's infrastructure. See the current projects by going to this link: https:// tiaard.maps.arcais.com/apps/View/index.html?appid=1904da4c75784619846ea6151 d 184201 The Engineering Division manages the annual update of the Capital Improvement Plan as part of the city's budgeting process and manages most individual plan projects and programs. In addition, the Engineering Division works with infrastructure master planning by leading and supporting the development of regularly updated master plans for all systems. The division also ensures that private and public developments comply with adopted plans and development standards to protect our quality of life. Development services include plan review, construction inspection and permitting of construction in the right of way. Staff members also is- sue permits for work including sewer and sidewalk repair, street cuts, and franchise utility work. RESULTS FOR FISCAL YEAR 2021 • COVID-19 response: During the pandemic, members of the Engineering Team, like all other divisions in Public Works, have had to reassess how they work together while getting the job done. Here are some of the ways the team did that: Engineering is adopting the use of Blue Beam, an engineering focused plan- review tool that allows for improved electronic plan review and design coordi- nation. Engineering has continued to deliver permitting, design and construction man- agement with a combination of remote, some in-office, and in-the-field time from staff, while keeping to all COVID safety protocols. Engineering, with assistance from communications and engagement staff, have had to spend extra time adjusting methods to ensure that all stakeholders for projects have opportunities to provide input. This includes increased use of so- cial media, website, video and virtual meeting tools. PAGE 160 - CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 • Completion of update to the City of Tigard Public Improvement Design Standards, im- plementation of which ensures that all public infrastructure built in the city is high- quality and meets current public health and safety requirements and guidelines. • Delivered Capital Improvement Plan projects according to FY 21-26 plan, providing quality infrastructure while adapting as needed to changes in areas such as grant re- quirements, stakeholder requests, field conditions, regulations, and inflation. The Capi- tal Improvement Plan is a community planning and fiscal management tool that coor- dinates the location, timing, and financing of capital improvements over a six-year peri- od. It is also a working document that is reviewed and updated annually to reflect changing needs, priorities, and funding opportunities. Key projects advanced in Fiscal Year 2021 include: • Water: Greenfield Drive Emergency Repair (won American Public Works Associ- ation Project of the Year award), Water Master Plan, Cach Reservoir alternative project delivery approved. • Sewer: Pacific Highway/Main Street sewer lining with trenchless technology; Exposed sewer siphon under Fanno Creek replaced. • Stormwater: Design started on Kruger Creek Stabilization, Oak Street property opportunistic purchase. • Streets: Pavement Management Program, Wall Street/Tech Center Drive (fully grant funded), and Americans with Disability Act-compliant curb ramps upgrad- ed. • Parks: Parks & Recreation Master Plan, Cook Park Ball Fields Upgrade, Fanno Creek Trail Alignment Study. • Pavement Condition Index score of 79. Goal is a score of at least 80 out of 100 to maintain streets at a level that is most cost-efficient. • Conducted plan reviews and issued public infrastructure permits in a timely fashion meeting land-use regulatory requirements. • Transportation Engineering involves design, maintenance, and study of traffic and transportation infrastructure-related projects and issues. Working with the planning and police departments, this aspect of engineering emphasizes safety; Strategic Plan- focused efforts to increase connectivity for all people and all transportation modes; and conformance to federal, state and local regulations. Adoption and early rollout of 20 mph speed zones in priority residential areas to encourage safer driver behavior with benefits to pedestrians and bicyclists. Implements the Strategic Plan goal to invest in infrastructure that increases public safety. Link to priority map for implementation: https://www.engage.tigard- or.gov/20mph • Updated recruitment and interviewing practices, in response to the Strategic Plan goal of hiring a workforce that reflects the racial and ethnic demographics of the community. • Engineering moved forward on implementing two of the recommendations in the Per- formance Audit: It provided development backup for the Principal Engineer, including the use of other staff in the division and on-call contracts. The division also adjusted its organization structure to narrow the City Engineer's span of control. PUBLIC WORKS - PAGE 161 PW ENGINEERING BUDGET UNIT: 6250 GOALS FOR FISCAL YEAR 2022 • Support timely Total Tyler implementation, including Asset Management, Permitting, and Finance Systems. • Capital Improvement Plan (CIP) projects delivered in an efficient and cost-effective manner. Key projects planned for Fiscal Year 2022 include: Water: Aquifer Storage and Recovery improvements, Cach Reservoir Design (Progressive Design Build), start Pipeline Renewal and Replacement Program. Sewer: Waiting for Tyler before updating Master Plan; funding support for creek stabilization projects. Stormwater: Kruger Creek Stabilization design, start Red Rock Creek Stabiliza- tion design. Streets: Main Street Green Street construction, bridge design for Tigard Street and North Dakota Street, Murdock Street sidewalk design, and plan for McDon- ald, 72nd, and Greenburg/Tiedeman. Parks: Dirksen improvements, Steve Street Park, Fanno Creek Trail and Universal Plaza construction, Lasich property and trails planning. • Manage the transportation system in a way that respects all modes of travel and strives to address public safety issues, manage traffic congestion, improve connectivity, and improve the accessibility and experience for pedestrians and bicyclists. 79th Avenue Study - Traffic and speed data show a trend of drivers traveling above the posted speed on this street. The city is conducting a corridor study of Southwest 79th Avenue between Southwest Bonita Road and Durham Road to better understand travel behavior and neighborhood needs. 20 mph — Implementation of 20 mph speed zones in priority residential areas to encourage safer driver behavior with benefits to pedestrians and bicyclists. At least 10% of the CIP transportation funds spent on bike and ped projects. • Permit and monitor private development projects to help ensure that new public infra- structure meets or exceeds city standards to ensure safety and resiliency. • Maintain an overall score of at least 80 out of 100 on the street system's Pavement Condition Index. PAGE 162 - CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 FY 2019 FY 2020 FY 2021 Budget Resource Summary 2022 2022 2022 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 21 19.00 21.00 2100 Total FTE 2100 22.00 22.00 804,128 635,429 1,298,344 51001-Salaries-Management 1,240,721 1,240,721 1,240,721 -4A% 595,134 553,439 717,621 51002-Salaries-General 746,375 746,375 746,375 4.0% 18,342 21,080 25,650 51005-Part Time-Temporary 25,650 25,650 25,650 0_0% 4,881 2,069 7,900 51006-Overtime 8,042 8,042 8,042 1_8% 1,422,485 1,412,016 2,049,515 Total Personnel Services-Salaries 2,020,788 2,020,788 2,020,788 -1_4% 1,423 1,412 2,050 52001-Unemployment 2,028 2,028 2,028 -1.1% 22,668 12,748 17,813 52002-Worker's Compensation 16,880 16,880 16,880 -5.2% 108,204 106,462 156,724 52003-Social Security/Medicare 152,403 152,403 152,403 -18% 10,793 00,859 15,236 52004-Tri-Met Tax 15,414 15,414 15,414 L2% 188,758 163,946 256,546 52005-Retirement 253,862 253,662 253,862 -LO% 12,880 12,395 16,800 52007-VERA-ER 16,200 16,200 16,200 -16% 1,081 1,004 8,257 52008-Life Ins/ADD/LTD 6,802 6,802 6,802 -17.6% 3,109 3,535 0 52009-Long Term Disability 0 0 0 0.0% 251,838 265,656 426,510 52010-Medical/Dental/Vision 430,478 430,478 430,478 0.9% 29,381 28,271 0 52011-Dental Benefits 0 0 0 0_0% 67,262 15,927 0 52012-Accrued Vacation 4,983 4,983 4,983 100.0% 697,397 622,216 899,936 Total Personnel Services-Benefits 899,050 899,050 899,050 -01% 1,231 1,682 5,300 53001-Office Supplies 5,300 3,300 5,300 0.0% 11,580 5,606 6,500 53002-Small Tools Sr.Equipment 6,500 6,500 6,500 0.0% 4,852 3,869 5,500 53003-Fuel 5,500 5,500 5,500 0.0% 17,663 11,156 17,300 Total Supplies 17,300 17,300 17,300 0.0% 172,390 196,441 368,450 54001-Professional/Contractual Services 230,800 260,600 260,800 -29.2% O 0 3,000 54003-Legal Fees 0 0 0 -100 0°/ 7,237 10,822 24,000 54006-Software License and Maintenance 23,175 23,175 23,175 -3.4% 3,000 7,110 8,000 54113-R&M-Vehicles 8,000 8,000 8,000 0_0% 6,818 11,007 9,600 54205-Utilities-Phone/Pager/Cells 13,000 15,000 15,000 563% 2,990 735 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0_0% O 0 0 54301-Fees and Charges 0 0 0 0.0% 6,275 5,785 7,400 54302-Dues&Subscriptions 7,400 7,400 7,400 0.0% 8,287 11,750 20,500 54303-Professional Development 15,000 15,000 15,000 -26.8% 7,724 3,006 4,550 54311-Special Department Expenses 4,550 4,550 4,550 0_0% 214,721 246,656 446,500 Total Services 304,925 334,925 334,925 -25.0% O 70,984 70,000 56003-Vehicles 35,000 35,000 35,000 -50_0% 2,543 0 9,500 56004-Computer Hardware and Software 10,500 10,500 10,500 10.5% 2,543 70,984 79,500 Total Capital Improvement 45,500 45,500 45,500 -418% PUBLIC WORKS - PAGE 163 PW ENGINEERING BUDGET UNIT: 6250 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY21 30,597 46,524 45,217 58100-Indirect Charges-City Management 66,043 66,043 66,043 46.1% 79,776 72,122 93,558 58110-Indirect Charges-Human Resources 104,325 104,325 104,325 11.5% 19,531 20,163 26,390 58120-Indirect Charges-Risk Management 29,427 29,427 29,427 11.5% 40,129 55,652 58,131 58130-Indirect Charges-Office Services 58,587 58,587 58,587 0 8% 70,008 38,114 45,711 58150-Indirect Charges-Records 45,903 45,903 45,903 0 4% 17,411 21,366 28,757 58160-Indirect Charges-City Attorney 29,055 29,055 29,055 1 0% 15,035 26,157 21,294 58200-Indirect Charges-Finance 21,702 21,702 21,702 1 9% Administration 150,936 54,157 58,298 58210-Indirect Charges-Financial Operations 68,502 68,502 68,502 17.5% 179,072 178,247 192,805 58230-Indirect Charges-Technology 212,443 212,443 212,443 10 2% 194,422 173,684 158,618 58250-Indirect Charges-Contracts and 179,530 179,530 179,530 13 2% Purchasing 321,366 420,726 340,741 58600-Indirect Charges-PW Admin 380,737 380,737 380,737 11.7% 31,100 32,250 39,709 58630-Indirect Charges-Fleet Maintenance 20,992 20,992 20,992 -47.1% 44,442 42,210 49,847 58640-Indirect Charges-Property Managemer 51,824 51,824 51,824 4.0% 1,193,825 1,181,370 1,159,076 Total Internal Services 1,269,070 1,269,070 1,269,070 9.5% 3,548,634 3,544,399 4,651,827 Total PW Engineering 4,556,633 4,586,633 4,586,633 P •• ,' '41, n r,.} 3, 2- 'a gyp. •tom ; ` �` y 1 • • • : .• . ti."Ot T _ kr y}t l • ' - 1 Y Y. - , . L +�/ JAL , iii, _ .140 _ illr Burnham Street in Tigard was one of Engineering's Capital Improvement Projects PAGE 164 - CITY OF TIGARD WATER BUDGET UNIT: 6500 PROGRAM DESCRIPTION Water is essential to human life and a shared resource for our community. Your Tigard Water Divi- sion works hard to ensure that whenever you need it, reliable and high-quality drinking water flows to your taps 365 days a year. The City of Tigard delivers this service to you thanks to hundreds of miles of pipe, thousands of watts of electricity and a team of dedicated people working around the clock. A key part of this service delivery involves proper operations, maintenance and renewal of the water system as needed. The division provides water that meets or exceeds all Environmental Protection Agency (EPA) and State of Oregon standards for water quality. The Water Division holds to these standards under normal, peak and emergency situations. For more information, see the city's annual water report online by following this link: httos://www.tiaard-or.aov/city hall/departments/PublicWorks/ Water/2019 Annual Water Quality Report.pdf The Tigard Water Service Area is comprised of the cities of Durham, King City, two-thirds of Tigard, and unincorporated areas to the south and west of Tigard. The service area has just over 20,000 service connections supplying approximately 62,500 customers. Division activities include: 24/7 emergency response; water line, hydrant, meter maintenance and installation; water treatment; water quality; backflow; and water conservation. The Water Division aims to meet goals set out in the city's Strategic Plan, including setting the standard for excellence in public service and offering exemplary customer experiences. The divi- sion seeks to resolve customer concerns in a timely, effective, efficient, and consistent manner. The Water Division works to provide news and information that is accurate, timely, authentic and professionally presented, as called for in the Strategic Plan. Recent examples include: • The "Know H20" newsletter is delivered quarterly to water customers with timely up- dates and information, including information about the work of team members in our division. • A video series focused on water reservoir infrastructure was produced as part of the Water System Master Plan. RESULTS FOR FISCAL YEAR 2021 • COVID-19 response The division has been able to keep all utility services going, but the pandemic has forced us to make adjustments. See this report for how we've been able to provide drinking water during COVID-19: httos://www.tiaard-or.aov/voices3/ index.php • Key performance indicators: 100% compliance with drinking water standards. Zero boil water notices. 365 days of adequate pressure for fire flow. PUBLIC WORKS - PAGE 165 WATER BUDGET UNIT: 6500 • Continued low risk of lead exposure: June 2020 results show Tigard water customers have extremely low risks associ- ated with lead and copper in drinking water. For more information, go to this link: Fall 2020 (tigard-or.gov) • Water Master Plan Recently adopted, the Water Master Plan ensures Tigard's ability to meet cus- tomer needs in a growing and diverse community. For more information, click on this link: Spring 2020 (tigard-or.gov) • Anti-racism work To meet the Strategic Plan goal of building a workforce to reflect the racial and ethnic demographics of the community, recruitment and interviewing practices have been updated. • The Water Division implemented several money-saving measures: Listening for Leaks—City crews are testing new technology that uses acoustic sensors to "listen" for water leaks. The devices are activated at night when roads are relatively quiet to help pinpoint the location of potential water leaks. This technology will help the division save time and money as potential leaks can be identified before a main break occurs and causes damage to the road- way or private property. Co-locating Water Projects —As a cost-saving measure, water construction pro- jects are coupled with other city construction projects. An example is the Main Street Green Street project, which will reconstruct the northern half of Main Street in 2021. The Water Division will save money by replacing the water main in this location while the road is already under construction. Drive-by Technology— New water meters are fitted with a radio device and transmit readings and data using drive-by technology. Data from each meter is downloaded as staff drive through the city. PAGE 166 - CITY OF TIGARD WATER BUDGET UNIT: 6500 GOALS FOR FISCAL YEAR 2022 • Financial analysis With the Water System Master Plan now adopted, we are currently in the analy- sis phase, doing a programmed review of rates. Our rates reflect the cost of de- livering service to our community. Routinely reviewing and adjusting rates en- sures that the city is collecting the revenue necessary to deliver high quality, reli- able water in a manner that values the environment, community and economic interests, and sustains the resources entrusted to our care. • Rates are based on complex analyses focused on equity/fairness, water conservation, and financial stability (our ability to cover the cost of deliv- ering service). • Learn more: Behind the Scenes with Your Water • System Development Charges Methodology Update to ensure that new and future growth pays its fair share towards water system costs. • Master Plan implementation —The Water System Master Plan Pipe Renewal and Replacement Program: The City does not currently have a ro- bust pipeline replacement and renewal program. Failure to proactively replace aging pipe can have catastrophic financial implications as pipes continue to age. The Master Plan recommends the first year of this program is a planning and design phase, and this work will kick off in Fiscal Year 2022. • City crews will work to implement a leak detection program. • The division will continue its implementation of Total Tyler. The project is expected to provide efficiencies to the workgroup in the long run, but the initial investment of time will be felt by the work group. This will enhance customer service and allow us to be proactive in providing reliable and safe drinking water in support of the Strategic Plan goal to offer exemplary customer experience. Water IMEIC Service 0 Rates Ot Charges '''m..,A 1--mii PUBLIC WORKS - PAGE 167 WATER BUDGET UNIT: 6500 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 1350 14.05 14.05 Total FTE 1180 13.00 13.80 238,213 287394 298,492 51001-Salaries-Management 282,363 282,363 282,363 -5 4% 439,304 507,978 692,137 51002-Salaries-General 699,270 699,270 699,270 1.0% 35,554 35,098 41,040 51006-Overtime 40,720 40,720 40,720 -0.8% 0 1,622 0 51007-Incentive Pay 0 0 0 0 0% 713,071 632,091 1,031,669 Total Personnel Services-Salaries 1,022,353 1,022,353 1,022,353 -0.9% 715 833 990 52001-Unemployment 988 988 988 -0 2% 25,165 11,520 16,393 52002-Worker's Compensation 18,924 18,924 18,924 15.4% 53,381 62,470 75,753 52003-Social Security/Medicare 75,414 75,414 75,414 -0.4% 5,422 6,405 7,364 52004-Tri-Met Tax 7,625 7,625 7,625 3.5% 76,016 95,663 113,597 52005-Retirement 112,789 112,769 112,789 -0 7% 8,921 6,941 11,730 52007-VEBA-ER 11,580 11,560 11,580 -13% 645 649 3,008 52008-Life Ins/ADD/LTD 3,370 3,370 3,370 12.0% 1,482 2,024 0 52009-Long Term Disability 0 0 0 0.0% 119,719 129,036 203,849 52010-Medical/Dental/Vision 223,735 223,735 223,735 9.8% 12,522 12,771 0 52011-Dental Benefits 0 0 0 0.0% 0 0 0 52012-Accrued Vacation 4,514 4,514 4,514 loam % 303,988 330,330 432,684 Total Personnel Services-Benefits 458,939 458,939 458,939 6.1% 538 5,345 2,500 53001-Office Supplies 2,500 2,500 2,500 0 0% 34,321 53,835 50,000 53002-Small Tools&Equipment 50,000 50,000 50,000 0.0% 19,682 17,703 35,000 53003-Fuel 30,000 30,000 30,000 -14.3% 0 0 0 53006-Technology Equipment under$5,000 8,000 8,000 8,000 100 0% 1,685,669 1,685,705 2,200,000 53530-Water Costs:L.O.&Ptld 2,260,000 2,260,000 2,260,000 2.7% 1,740,210 1,762,588 2,287,500 Total Supplies 2,350,500 2,350,500 2,350,500 2.8% 411i! PAGE 168 - CITY OF TIGARD WATER BUDGET UNIT: 6500 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 404,765 626,133 362,000 54001-Professional/Contractual Services 402,500 402,500 402,500 11.2% 26,015 27,665 75,000 54002-Water Costs:Sampling 50,000 50,000 50,000 -333% 23,192 50,247 30,000 54003-Legal Fees 30,000 30,000 30,000 0.0% 10,857 3,494 11,000 54006-Software License and Maintenance 13,000 13,000 13,000 18.2% 7,535 30,713 10,000 54101-R&M-Facilities 10,000 10,000 10,000 0.0% -27,653 48,393 40,000 54102-R&M-Water Lines 40,000 40,000 40,000 09% 27,173 1,402 30,000 54103-R&M-Control Valves 30,000 30,000 30,000 0 0% 688 14,152 13,000 54104-R&M-Reservoir 15,000 15,000 15,000 0 0% O 3,369 15,000 54105-R&M-Grounds 15,000 15,000 15,000 0 0% 8,461 8,049 15;000 54106-R&M-Pump Station 45,000 45,000 45,000 200 0% 11,335 12,051 11000 54107-R&M-SCADA 20,000 20,000 20,000 11.1% 29,102 3,274 15900 54108-R&M-Wells 15,000 15,000 15,000 0.0% 115,469 261,639 225,000 54109-R&M-Meters 225,000 225,000 225,000 0.0% 32,158 26,252 40,000 54110-R&M-Service Lines 40,000 40,000 40,000 0.0% 14,961 19,275 80,000 54112-R&M-Fire Hydrant 80,000 80,000 80,000 09% 31,489 56,526 80,000 54113-R&M-Vehicles 70,000 70,000 70,000 -12.5% 800 5 0 54114-R&M-Office Equipment 0 0 0 09% 324,876 299,241 370,000 54201-Utilities-Electric 360,000 360,000 360,000 -2 7% 17,072 15,156 25,000 54202-Utilities-Water/Sewer/SWM 25,000 25,000 25,000 0 0% 10,003 10,464 15,900 54205-Utilities-Phone/Pager/Cells 23,280 23,280 23,280 46 4% 41,640 29,093 55,000 54300-Advertising&Publicity 55,000 55,000 55,000 0 0% 1,647 5,830 12,000 54301-Fees and Charges 12,000 12,000 12,000 0.0% 435 1,653 5,000 54302-Dues&Subscriptions 5,000 5,000 5,000 0.0% 9,219 8,682 20,000 54303-Professional Development 20,000 20,000 20,000 09% 4,463 1,000 10,000 54305-Conservation Expenses 10,000 10,000 10,000 09 O 0 1,000 54306-Credit Card Fees 1,000 1,000 1,000 0 0% 0 0 15,000 54308-Property Damage 15,000 15,000 15,000 0.0% O 3,957 10,000 54309-Rents and Leases 10,000 10,000 10,000 0 0% -22 -210 5,000 54310-Sad Debt Expense 5,000 1000 5,000 0.0% 848,810 786,681 1,185,400 54311-Special Department Expenses 1,305,400 1,301400 1,305,400 10.1% 10,000 20,000 70,000 54402-Contributions to Canununity Org 20,000 20,000 20,000 -71.4% 1,984,490 2,374,188 2,860,300 Total Services 2,967,180 2,967,180 2,967,180 3.7% 0 0 68,310 56002-Buildings&Improvements 0 0 0 -100.0% 50,158 127,396 260,000 56003-Vehicles 160,000 160,000 160,000 -38.5% 5,040 1,070 3,000 56004-Computer Hardware and Software 0 0 0 -100 0°/ 27,472 0 40,000 56006-Equipment 27,000 27,000 27,000 -32 5% 82,670 128,466 373,310 Total Capital Improvement 187,000 187,000 187,000 -49 9% PUBLIC WORKS - PAGE 169 WATER BUDGET UNIT: 6500 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 19,888 73,412 55,624 58100-Indirect Charges-City Management 81,365 81,385 81,385 463% 48,255 47,731 61,541 58110-Indirect Charges-Human Resources 68,623 68,623 68,623 11_5% 51,436 60,512 78,968 58120-Indirect Charges-Risk Management 88,056 88,056 88,056 11_5% 26,084 43,935 40,557 58130-Indirect Charges-Office Services 40,875 40,875 40,875 08% 21,050 29,675 33,603 58150-Indirect Charges-Records 33,744 33,744 33,744 04°/ 11,318 16,867 20,063 58160-Indirect Charges-City Attorney 20,271 20,272 20,271 1 0% 76,136 55,839 48,736 58200-Indirect Charges-Finance 49,670 49,670 49,670 1 9% Administration 125,697 116,594 143,317 58210-Indirect Charges-Financial Operations 168,402 168,402 168,402 17.5% 354,909 1,083,606 1,220,048 58220-Indirect Charges-Utility Billing 1,248,900 1,248,900 1,248,900 14% 65,736 368,681 567,649 58230-Indirect Charges-Technology 625,689 625,689 625,689 10_2% 7,935 17,601 25,125 58250-Indirect Charges-Contracts and 28,437 28,437 28,437 112% Purchasing 620,730 558,595 686,778 58600-Indrect Charges-PW Admin 767,392 767,392 767,392 113% 307,497 348,858 328,286 58625-Indrect Charges-PW Engineering 321,568 321,568 321,568 -2.0% 57,017 59,126 79,419 58630-Indirect Charges-Fleet Maintenance 41,985 41,985 41,985 -471% 0 53,586 72,168 58640-Indirect Charges-Property Managemel 75,031 75,031 75,031 4.0% 1,793,688 2,934,617 3,462,082 Total Interval Services 3,660,028 3,660,028 3,660,028 53% 6,618,117 8,362,282 10,447,545 Total Water 1. 10,646,000 10,646,000 10,646,000 1.9 IIM PL Willirign I 11110011*. . Val ____ 4 /y®Q/Q� 11 BARO��t 1WYY Wk-LIC -�, LIBRARY ik RHtI MRIIRERIR RR PJMF RE$---.. MOBORAL�ffi -� iL�1110h :.,: TIGARD BO�IIM R - MID.MEP 4 'M klkMkR IAD 4H YX4.e.IIIIIL DURHAM RD ,,,-EF BEM RDell CP t. It 115CH1 KING CITYHIGH SCHGOL PARK Dcli IAM ft Tilt.. 5 c.act.,..1,- Aili Ilk-t, IDIONE Tigard Water Service Area Map PAGE 170 - CITY OF TIGARD SANITARY SEWER BUDGET UNIT: 6600 PROGRAM DESCRIPTION The Sanitary Sewer Division protects public health by ensuring a safe and reliable system that pre- vents backups and overflows within the city's sanitary sewer collection system. The division works to support the city's Strategic Plan by protecting and restoring the ecological functions of and maximizing the ecosystem services of streams, wetlands, and associated riparian corridors by preventing sewer system overflows or cross-connections. Our sewer system collects, pumps and treats wastewater so that it meets and exceeds the highest standards in the nation. This service is provided in partnership with Clean Water Services, the sew- er and stormwater agency that serves Washington County, under a shared service agreement. Clean Water Services maintains the large sewer mains, pumping stations and wastewater treatment plants (including the facility at Southwest Durham Road and 85th Avenue). The majority of the sani- tary sewer fee on your monthly bill is collected for Clean Water Services. The part of the system maintained by the city of Tigard includes: • 169 miles of pipe. • 4,687 manholes. • 194 pipe clean outs. The city operates and maintains its portion of the sanitary sewer system in accordance with an in- tergovernmental agreement with Clean Water Services, which acts as the overall permit holder with the Department of Environmental Quality and sets the performance standards for operation and maintenance best management practices. Tigard is expected to meet or exceed those perfor- mance standards and provides Clean Water Services with periodic reports to fulfill our obligation as a co-implementer of the permit. Tigard's Sanitary Sewer Division handles activities including 24/7 emergency response, service line repairs or replacements, video inspection of sewer main lines, cleaning of main lines, and utility locating services. RESULTS FOR FISCAL YEAR 2021 • COVID-19 response: We've been able to keep all utility services going, but with adjust- ments. For an example, see this website about providing drinking water during a pan- demic: httas://www.tiaard-or.aov/voices3/index.aho • Key Performance Indicators: Miles of pipe inspected annually - 25 Miles of pipe cleaned annually - 63 Sanitary Sewer Overflow - 1 (Goal = 0) PUBLIC WORKS - PAGE 171 SANITARY SEWER BUDGET UNIT: 6600 • Money-saving measures The division has worked to save money and gain efficiencies by cleaning sani- tary sewer pipes using latest technology equipment and practices; and by in- specting sanitary sewer pipe and manholes using camera technology with up- dated software and video sharing. • Systems improvements Total Tyler—This project is expected to provide efficiencies in the utility in workgroup in the long run, but the initial investment of time will be felt by this work group. Anti-racism —To meet the Strategic Plan action to hire a workforce to reflect the racial and ethnic demographics of the community, recruitment and interviewing practices have been updated. GOALS FOR FISCAL YEAR 2022 • Meet all maintenance requirements provided by Clean Water Services to ensure that Washington County continues to meet state and federal requirements. • Protect environmental quality and public health by preventing sewer overflows. KEY PERFORMANCE INDICATORS 169 MILES OF PIPE 25 MILES INSPECTED ANNUALLY 4,687 MANHOLES 63 MILES CLEANED ANNUALLY 194 PIPE CLEANOUTS 1 SANITARY SEWER OVERFLOW • • . �� . • PAGE 172 - CITY OF TIGARD SANITARY SEWER BUDGET UNIT: 6600 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 6.75 5.50 530 Total FTE 5.60 5.60 5.60 67,550 42659 44,207 51001-Salaries-Management 58,541 58,541 58,541 32.4% 294,377 272,158 307,816 51002-Salaries-General 325,410 325,410 325,410 5.7% 4,243 4,795 10,260 51006-Overtime 10,160 10,180 10,180 -0.8% 1,276 642 0 51007-Incentive Pay 793 793 793 100.0% 367,446 320,254 362,283 Total Personnel Services-Salaries 394,924 394,924 394,924 9.0% 368 321 354 52001-Unemployment 387 387 387 93% 12,115 3,917 5,230 52002-Worker's Compensation 5,333 5,333 5,333 2 0% 27,542 23,991 26,929 52003-Social Security/Medicare 29,548 29,548 29,548 9.7% 2,791 2,465 2,619 52004-Tri-Met Tax 2,989 2,989 2,989 141% 40,650 35,692 36,936 52005-Retirement 40,469 40,469 40,469 3.9% 5,442 4,402 4,800 52007-VESA-ER 4,860 4,860 4,860 1 3% 401 298 890 52008-Life Ins/ADD/LTD 1,429 1,429 1,429 60.6% 854 797 0 52009-Long Term Disability 0 0 0 0.0% 94,268 83,560 109,368 52010-Medical/Dental/Vision 109,512 109,512 109,512 01% 11,596 10,278 0 52011-Dental Benefits 0 0 0 0.0% O 0 0 52012-Accrued Vacation 2,257 2,257 2,257 100 0% 196,027 165,719 189,126 Total Personnel Services-Benefits 196,784 196,784 196,784 4.0% 77 180 400 53001-Office Supplies 400 400 400 0.0% 19,177 14,601 15,000 53002-Small Tools&Equipment 22,400 22,400 22,400 49 3% 18,471 11,524 30,000 53003-Fuel 25,000 25,000 25,000 -16.7% 0 0 0 53006-Technology Equipment under$5,000 5,000 5,000 5,000 100.0% 37,725 26,305 45,400 Total Supplies 52,800 52,800 52,800 16.3% 36,668 35,591 51,700 54001-Professional/Contractual Services 65,825 65,825 65,825 273% O 0 0 54006-Software License and Maintenance 2,000 2,000 2,000 100 0% 19,117 10,053 20,000 54101-R&M-Facilities 20,000 20,000 20,000 0.0% 88,945 47,677 50,000 54113-R&M-Vehicles 60,000 60,000 60,000 0 0% 644 0 0 54114-R&M-Office Equipment 0 0 0 0.0% O 0 0 54115-Vehicle Usage 0 0 0 0 0% O 2 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0 0% 298 319 300 54203-Utilities-Natural Gas 300 300 300 0.0% 4,539 7,170 5,000 54205-Utilities-Phone/Pager/Cells 8,000 8,000 8,000 60 0% 18 408 5,000 54300-Advertising&Publicity 5,000 5,000 5,000 0.0% 741 118 1,500 54301-Pees and Charges 1,500 1,500 1,500 0 0% 575 261 2,000 54302-Dues&Subscriptions 2,000 2,000 2,000 0.0% 4,097 5,882 7,500 54303-Professional Development 7,500 7,500 7,500 0 0% 17,650 5,286 20,000 54306-Credit Card Fees 20,000 20,000 20,000 0.0% O 0 5,000 54308-Property Damage 5,000 5,000 5,000 0 0% 331 60 4,500 54309-Rents and Leases 4,500 4,500 4,500 0.0% 9 -280 1,200 54310-Bad Debt Expense 1,200 1,200 1,200 0.0% 643,568 682,998 525,100 54311-Special Department Expenses 522,500 522,500 522,500 -0 5% 817,200 795,545 708,800 Total Services 725,325 725,325 725,325 2 3% PUBLIC WORKS - PAGE 173 SANITARY SEWER BUDGET UNIT: 6600 FY 2019 FY 2020 FY 2021 Budget Resource Summary 2022 2022 2022 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 21 375,599 90,118 75,000 56003-Vehicles 275,000 275,000 335,000 346.7 985 0 3,000 56004-Computer Hardware and Software 0 0 0 -100.0°% 411 0 50,000 56006-Equipment 3,500 3,500 3,500 -93-0 376,995 90,118 126,000 Total Capital Improvement 278,500 278,500 338,500 164.5 9,179 24,409 24,762 58100-Indirect Charges-City Management 36,098 36,098 36,098 45.7 34,729 21,599 42,286 58110-Indirect Charges-Human Resources 47,152 47,152 47,152 115 17,097 13,314 21,055 58120-Indirect Charges-Risk Management 23,478 23,478 23,478 115 12,039 14,645 27,038 58130-Indirect Charges-Office Services 27,250 27,250 27,250 08 12,383 14,098 21,176 58150-Indirect Charges-Records 21,265 21,265 21,265 04°/ 5,223 5,622 13,375 58160-Indirect Charges-City Attorney 13,513 13,513 13,513 19 23,635 14,582 11,258 58200-Indirect Charges-Finance 11,474 11,474 11,474 1 9 Administration 20,880 21,169 25,422 58210-Indirect Charges-Financial Operations 29,872 29,872 29,872 175 264,742 158,091 177,997 58220-Indirect Charges-Utility Billing 182,206 182,206 182,206 24°/ 25,601 79,748 119,150 58230-Indrect Charges-Technology 131,286 131,266 131,286 102 0 8,635 7,870 58250-Indirect Charges-Contracts and 8,908 8,908 8,908 13-2 Purchasing 200,346 156,867 178,705 58600-Indirect Charges-PW Admin 199,681 199,661 199,681 117 130,092 134,594 125,347 58625-Indirect Charges-PW Engineering 122,782 122,782 122,782 -2-0 41,467 43,001 56,255 58630-Indrect Charges-Fleet Maintenance 29,740 29,740 29,740 -471 45,989 43,678 58,826 58640-Indirect Charges-Property Managemer 65,159 61,159 61,159 4.0 843,402 '56,0'1 910,542 Total Internal Services 945,864 945,864 945,864 3.9% 2,638,795 2,154,013 2,344,1 Total Sanitary Sewer lir 2,594,197 2,594,197 2,654,197 13.2 5. -. 5 r1 1: � +ter x. f HHH{ ,, h y�r / _ _ -''''i‘'ti ., .„„-om ,y-y 4,...:,*,,,,,,-44,,,'3 7::.,<:"- f'? Acv tv-,,,,:zie„. . , e'''''•ft''' 4;' ii! / '\) VIAil , c.ot ''AS. ,itiv, .,..- ,-5,1 a� ' r #• J A,-. +� p '(' �t;,A4 4t l r 'l \ o .�--, (� •./4l1 .'cif ,,�,,y,. z_ DI) 40A , 'lit ''''' ''' I 0 , ','S•-• 14t.c.:,. ,t VI OAT , vii rip"i f4pif ,..,,,,,,,....- :,:4),',1,x... -7,--el? i‘v0 \ ,,,) , ,,ty 4.4* , /..], --...,,::--,4 4 ,A/ _ . _ 1 9l+l•FSS �1„ sire# \, \. ,*. ,1.1.41:44.: 4, . ...,......,,, , ``Y '.. J' �-4 ..,,,,,,&,;',. .4.g.:4;;,.,-,:.,074 -,,-, ,,�Y v, .41 14� / 04# c'4- % t ` , t x." '°„ gk t �� o,S Pr'" .. 7 Y' } - a r s 4,,,e'' .; 1-.`a�'sc..., t _ «�'' �, !:." fi A'R. ' r ..: 4 PAGE 174 - CITY OF TIGARD STORMWATER BUDGET UNIT: 6700 PROGRAM DESCRIPTION The city of Tigard's stormwater system collects, moves, and treats stormwater—from rain and snowmelt— before releasing it into local waterways. Stormwater runoff from streets, roofs, park- ing lots and landscape runs downhill in ditches and pipes to creeks that lead to Fanno Creek and the Tualatin River. The stormwater system also includes ponds, swales and rain gardens that cleanse and slow down stormwater runoff before it enters pipes and creeks. The program has three primary objectives: • Water quality: Provide adequate water quality detention and treatment of run- off to meet regulatory requirements. • Flow control: Reduce erosion and silting deposits within natural stream chan- nels. • Flooding: convey stormwater effectively to prevent localized flooding. The system includes: • 135 miles of pipe. • 4,801 catch basins. • 240 water quality facilities. Stormwater Division activities include: • 24/7 emergency response. • Video inspection of stormwater main lines. • Cleaning of main lines. • Catch basin cleaning. • Operation and maintenance of stormwater detention and treatment facilities. Stormwater Division activities help protect and restore the ecological functions of and maximize the ecosystem services of streams, wetlands, and associated riparian corridors, as called for in the city's strategic plan. RESULTS FOR FISCAL YEAR 2021 • COVID-19 response: Despite the pandemic, the division has been able to keep the stormwater system running, and hit all of its key performance measures. The pandem- ic did require some changes in work practices to meet COVID protocols. • Federal and state requirements are implemented through a permit held with Clean Water Services, the sewer and stormwater agency that serves Washington County. The city of Tigard's Stormwater Division works to meet or exceed Clean Water Services performance standards. This includes: Miles of pipe inspected each year: 21 Miles of pipe cleaned each year: 21 Street lane miles swept each month: 346 • Money-saving measures: Year-round maintenance - Staff work year-round maintaining stormwater catch basins and pipe capacity to reduce localized flooding and improve wa- ter quality in streams and creeks. Major maintenance–A regular program of proactive vs. reactive maintenance fixes things before they worsen, saving money and minimizing disruption that could result from deferred maintenance. PUBLIC WORKS - PAGE 175 STORMWATER BUDGET UNIT: 6700 • The division met all its Key Performance Indicators: 21 miles of pipe inspected annually. 21 miles of pipe cleaned annually. 346 street lane miles swept monthly. • Anti-racism work: To help meet the Strategic Plan's goal to hire a workforce that re- flects the racial and ethnic demographics of the community, recruitment and inter- viewing practices have been updated. GOALS FOR FISCAL YEAR 2022 • Continue to meet or exceed Clean Water Services performance standards for miles of pipe cleaned and inspected, catch basins cleaned and inspected, filters replaced, and street sweeping. This meets the Strategic Plan goal to routinely collect and report rel- evant data. • As we find problems in the system, we move quickly to fix critical issues. Replacement of assets can include stormwater pipes, catch basins, and outfalls. • The division will continue work to implement Total Tyler. This project is expected to provide efficiencies in the utility workgroup in the long run, but the initial investment of time will be felt by this workgroup. i,.,,, .:, _ ,..,/ 1,--7,,v,ii- ' , ,j t; ,1‘....104.3*- , ari t...„., t,....,„ 1,4 ' af ' �� o f i �` -A Sl + r �4.N! `i '-'44,411:-'4'Y 14a� ,t + Glro' ' "teYA � � + s � �` , ;�"� �R yd + 1 E� .41 j A di- 1,/,..c:'(.2?': 04`, ‹t `a . /�� .�,� roti; r / ,.0200.,,-'�j, � 0 ]�r , Jtt , r P "� " l<• - a a , V A , `` , of, y - 4'174,3 ' 4 ,� C -. .7.4,7.:,31----.2:1,--- ---;---,,z4,15. `' ..• t. t_.,- .-i",/ ' 4-- -,,,k,'-`-t,,-,,,,,d, --.i l'i\LIri, rih kt'""-'1,, '- TO4 gg,, ggyyp� �' keliie'- �} I— y t9al Tip Yi ;lap, ,I !p . ,''74:,,_-,,,,$.',..4:,L.,-- � '\ ` _ i J High water Winter of 2021 at the North Dakota Bridge, Tigard PAGE 176 - CITY OF TIGARD STORMWATER BUDGET UNIT: 6700 FY 2019 FY 2020 FY 2021 Budget Resource Summary 2022 2022 2022 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 21 9 75 5.75 5.50 Total FTE 5.60 5.60 60 152,051 62,318 44,207 51001-Salaries-Management 58,541 58,541 58,541 32 4% 378,313 269,569 307,816 51002-Salaries-General 325,409 325,409 325,409 5.7% 54,497 -857 0 51005-Part Time-Temporary 0 0 0 0.0% 5,008 4,794 15,390 51006-Overtime 15,270 15,270 15,270 -0 8% 1,276 644 0 51007-Incentive Pay 793 793 793 100.0% 591,145 336,468 367,413 Total Personnel Services-Salaries 400,013 400,013 400,013 8.9% 590 337 354 52001-Unemployment 387 387 387 93% 19,476 4,472 5,230 52002-Worker's Compensation 5,333 5,333 5,333 2 0% 45,136 25,247 26,929 52003-Social Security/Medicare 29,548 29,548 29,548 9.7% 4,417 2,590 2,619 52004-Tri-Met Tax 2,969 2,989 2,989 141% 57,404 38,288 38,936 52005-Retirement 40,469 40,469 40,469 3 9% 7,422 4,360 4,800 52007-VEBA-ER 4,860 4,860 4,860 13% 552 297 890 52008-Life Ins/ADD/LTD 1,429 1,429 1,429 60 6% 1,236 824 0 52009-Long Term Disability 0 0 0 0 0% 125,365 83,842 109,368 52010-Medical/Dental/Vision 109,512 109,512 109,512 0.1% 14,476 10,292 0 52011-Dental Benefits 0 0 0 0 0% 0 0 0 52012-Accrued Vacation 2,257 2,257 2,257 100.0% 276,074 170,550 189,126 Total Personnel Services-Benefits 196,784 196,784 196,784 4.0% 111 180 400 53001-Office Supplies 400 400 400 0.0% 25,769 14,986 16,100 53002-Small Tools&Equipment 25,900 25,900 25,900 60.9% 24,222 16,673 28,000 53003-Fuel 25,000 25,000 25,000 -10 7% O 0 0 53006-Technology Equipment under$5,000 5,000 5,000 5,000 100 0% 50,102 31,840 44,500 Total Supplies 56,300 56,300 56,300 26.5% 290,355 362,019 406,700 54001-Professional/Contractual Services 410,825 410,825 410,825 1 0% O 0 0 54006-Software License and Maintenance 2,000 2,000 2,000 100 0% 88,113 67,653 70,850 54101-R&M-Facilities 72,350 72,350 72,350 2.1% 33,369 51,140 60,000 54113-R&M-Vehicles 60,000 60,000 60,000 0 0% 16,362 11,833 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0 0% 298 319 0 54203-Utilities-Natural Gas 0 0 0 0.0% 7,089 11,059 5,000 54205-Utilities-Phone/Pager/Cells 8,000 8,000 8,000 60 0% 1,167 492 7,400 54300-Advertising&Publicity 7,400 7,400 7,400 0.0% 47 29 150 54301-Fees and Charges 150 150 150 0.0% 95 -60 210 54302-Dues&Subscriptions 210 210 210 0 0% 2,792 746 6,500 54303-Professional Development 6,500 6,500 6,500 0.0% O 0 1,500 54308-Property Damage 1,500 1,500 1,500 0.0% 1,199 1,259 4,500 54309-Rents and Leases 4,500 4,500 4,500 0 0% 7 -100 300 54310-Bad Debt Expense 300 300 300 0.0% 6,371 3,801 165,500 54311-Special Department Expenses 162,500 162,500 162,500 -1.8% 447,264 510,190 728,610 Total Services 736,235 736,235 736,235 1.0% 352,235 52,030 75,000 56003-Vehicles 275,000 275,000 335,000 346.7% 1,015 0 3,500 56004-Computer Hardware and Software 0 0 0 -100.0% O 0 50,000 56006-Equipment 3,500 3,500 3,500 -93 0% 353,250 52,030 128,500 Total Capital Improvement 278,500 278,500 338,500 163 4% PUBLIC WORKS - PAGE 177 STORMWATER BUDGET UNIT: 6700 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 9,179 30,195 26,456 58100-Indirect Charges-City Management 38,494 38,494 38,494 45 5% 28,731 33,029 70,156 58110-Indirect Charges-Human Resources 76,230 78,230 78,230 115% 12,076 20,564 32,791 58120-Indrect Charges-Risk Management 36,565 36,565 36,565 115% 12,039 17,574 31,094 58130-Indirect Charges-Office Services 31,338 31,338 31,338 0.8% 6,603 10,292 17,179 58150-Indrect Charges-Records 17,251 17,251 17,251 0.4% 5,223 6,747 15,382 58160-Indrect Charges-City Attorney 15,541 15,541 15,541 1.0% 47,138 14,123 11,155 58200-Indirect Charges-Finance 11,369 11,369 11,369 1.9% Administration 21,866 22,406 26,822 58210-Indrect Charges-Financial Operations 31,517 31,517 31,517 17 5% 273,558 175,029 197,067 58220-Indrect Charges-Utility Billing 201,727 201,727 201,727 2 4% 60,410 148,003 216,186 58230-Indrect Charges-Technology 238,206 238,206 238,206 10 2% 0 10,294 9,384 58250-Indirect Charges-Contracts and 10,621 10,621 10,621 13.2% Purchasing 261,986 142,407 180,375 58600-Indirect Charges-PW Admin 201,547 201,547 201,547 11.7% 226,187 201,281 204,228 58625-Indirect Charges-PW Engineering 200,049 200,049 200,049 -2.0% 36,284 37,626 65,079 58630-Indirect Charges-Fleet Maintenance 34,405 34,405 34,405 -47.1% 26,232 24,914 33,554 58640-Indrect Charges-Property Managemet 34,885 34,885 34,885 4 0% 1,027,512 894,485 1,136,901 Total Internal Services 1,181,745 1,181,745 1,181,745 3.9% IMF 2,745,347 1,995,562 2,595,057 Total Stormwater 2,849,577 2,909,577 •.. +•11 f rte ^, - - F . • - . '.'.' . ..' ,t ..aj � �' � • • • • .• • '..:"...V.-- ,_„ - • PAGE 178 - CITY OF TIGARD GREEN TEAM BUDGET UNIT: 6750 PROGRAM DESCRIPTION The Green Team maintains the city's green stormwater infrastructure, incorporating both the nat- ural environment and engineered systems that treat stormwater before it reaches the Tualatin River. Our stormwater system collects, moves, and treats stormwater— or rain and snowmelt—before releasing it into local waterways. Stormwater runoff from streets, roofs, parking lots and land- scape runs downhill in ditches and pipes to multiple creeks that lead to Fanno Creek and the Tualatin River. The Green Team cares for the "green" portion of the city's stormwater infrastructure (planted wa- ter quality facilities, for example) as opposed to the Wastewater/Stormwater Division, which cares for items such as pipes and catch basins. The Green Team also does the grounds maintenance for the city's water sites such as reservoirs throughout the city. The Green Team helps to improve Tigard water quality and prevent localized flooding: The city currently has 155 Water Quality Facilities, with more coming online all the time. The Green Team works to maintain these facilities by completing tasks like removing invasive plant species and replanting different types of native vegetation. This helps to ensure the facilities can function at their optimal level. The team also is active in scouting local ponds, natural areas, and streams for invasive species. Invasive plants can be harmful to streams and can be almost impossible to eradicate once they overtake native plants and get into waterways. Some invasive plants that the team is on the hunt for are poison hemlock, Himalayan blackberry, English ivy, tansy and Japanese knotweed, to mention only a few. Maintaining water quality is important, especially when you think of all the contaminants from vehicles, yards, pet waste, and more that would otherwise get washed into local waterways. The natural features developed and maintained by the Green Team offer a "green" way to treat water. The division works to support the city's Strategic Plan by protecting and restoring the ecological functions of and maximizing the ecosystem services of streams, wetlands, and associated riparian corridors. Many community members might not be aware of the water-quality facilities in their neighbor- hood. But they can be on the lookout for signs like these. PUBLIC WORKS - PAGE 179 GREEN TEAM BUDGET UNIT: 6750 RESULTS FOR FISCAL YEAR 2021 • COVID-19 response: During COVID-19 the Green Team, like all other divisions in Public Works, had to reassess how they work together while getting the job done. This has in- cluded wearing a mask while doing physical labor during the hot summer months and during rainy weather. • Because the past maintenance on many sites was not sufficient to maintain the facili- ties in good condition, the team has been doing a significant amount of deferred maintenance to restore sites to a "fair" or "good" rating that adequately treats runoff before it is released into area streams. As the sites with deferred maintenance are re- paired, those sites are added to the team's regular maintenance schedule, which keeps the facilities functioning properly. • A recent project completed by the Green Team was in response to beaver activity. The Team installed a pond leveler in the wetlands off Walnut Street between Johnson and 106th Avenue due to beavers that had taken up residence in the area. Beavers moved in a few years after the wetlands were restored and have built a lodge and multiple dams. The pond leveler helps to maintain the water level during normal flows, and the hope is that it will keep the water from flooding the yards of nearby homes. • The Green Team has also worked to install what are known as Beaver Dam Analogs, which mimic a beaver dam by installing 2-inch wooden posts across a section of creek where erosion is occurring upstream to capture the sediment and rebuild the bottom of the creek in this location. The idea is to prevent additional erosion. • To implement the Strategic Plan goal to enhance community awareness and engage- ment with city activities and services, the Green Team worked with Public Works Com- munity Engagement staff to develop a storytelling effort focused on this work. • The team reviewed and assessed 25 Water Quality Facilities to develop standards for facility maintenance and capital improvements, work inspired by the Strategic Plan goal for high-performance workplaces and seamless service delivery. • Recruitment and interviewing practices were updated as part of the city's anti-racism efforts. GOALS FOR FISCAL YEAR 2022 • The Green Team will be focusing on rehabilitating older water quality facilities with native plants. This will improve their function with the goal of improving water quality and the aesthetics. • Stream bank stabilization to stop erosion and restore the natural function and condi- tion of the habitat. This improves water quality in our streams and the Tualatin River. • Beaver dam mitigation to prevent flooding while retaining as much of the natural functions they provide in waterways. • Work to replace asset management and financial systems will provide efficiencies in the long run, but the initial investment of time will be felt by this work group. PAGE 180 - CITY OF TIGARD GREEN TEAM BUDGET UNIT: 6750 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 0.00 4CO 4 30 Total FTE 4.30 4.30 430 O 88,945 121,109 51001-Salaries-Management 125,374 125,374 125,374 3 5% O 83,065 156,155 51002-Salaries-General 154,918 054,918 154,918 -0 8% O 5,726 99,682 51005-Part Time-Temporary 97,156 97,156 97,156 -2 5% O 346 0 51006-Overtime 0 0 0 OA% O 0 0 51007-Incentive Pay 0 0 0 OA% 0 178,082 376,946 Total Personnel Services-Salaries 377,448 377,448 377,448 0.1% O 178 378 52001-Unemployment 382 382 382 1.1% O 2,799 4,357 52002-Worker's Compensation 5,284 5,284 5,284 213% O 14,203 28,636 52003-Social Security/Medicare 29,159 29,159 29,159 1.1% O 1,371 2,613 52004-Tri-Met Tax 2,927 2,927 2,927 4.1% O 16,934 32,571 52005-Retirement 35,482 35,482 35,482 89% O 2,396 3,480 52007-VEBA-ER 3,480 3,480 3,480 0.0% 0 161 1,073 52008-Life Ins/ADD/LTD 1,131 1,131 1,131 5.4% 0 369 0 52009-Long Term Disability 0 0 0 OA% 0 33,212 66,980 52010-Medical/Dental/Vision 68,605 68,605 68,605 2.4% 0 3,306 0 52011-Dental Benefits 0 0 0 OA% O 0 0 52012-Accrued Vacation 1,923 1,923 1,923 100 0% O 74,928 140,488 Total Personnel Services-Benefits 148,373 148,373 148,373 5.6% O 13 100 53001-Office Supplies 100 100 100 0 0% O 7,262 2,500 53002-Small Tools&Equipment 8,600 8,600 8,600 244.0% O 3,163 2,500 53003-Fuel 2,500 2,500 2,500 0.0% O 0 0 53006-Technology Equipment under$5,000 1,000 1,000 1,000 100 0% O 10,438 5,100 Total Supplies 12,200 12,200 12,200 139 2% O 39,472 40,300 54001-Professional/Contractual Services 50,800 50,800 50,800 26.1% O 4,912 30,000 54101-R&M-Facilities 30,000 30,000 30,000 OA% O 0,051 2,000 54113-R&M-Vehicles 2,350 2,350 2,350 17.5% O 0 1,500 54114-R&M-Office Equipment 0 0 0 -100.0% O 303 0 54201-Utilities-Electric 0 0 0 OA% 0 2,513 24,000 54202-Utilities-Water/Sewer/SWM 24,000 24,000 24,000 0.0% 0 1,913 4,200 54205-Utilities-Phone/Pager/Cells 6,000 6,000 6,000 42.9% 0 815 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 OA% O 315 350 54301-Fees and Charges 0 0 0 -100 0°/ O 0 75 54302-Dues&Subscriptions 75 75 75 0 0% O 1,004 3,000 54303-Professional Development 3,000 3,000 3,000 0 0% O 0 1,500 54309-Rents and Leases 1,500 1,500 1,500 0 0% O 822 54,550 54311-Special Department Expenses 52,250 52,250 52,250 -4 2% O 53,120 162,475 Total Services 170,975 170,975 170,975 5.2% O 0 35,000 56003-Vehicles 0 0 0 -100 0°/ O 268 2,000 56004-Computer Hardware and Software 0 0 0 -100 0°/ O 268 37,000 Total Capital Improvement 0 0 0 -100.0% PUBLIC WORKS - PAGE 181 GREEN TEAM BUDGET UNIT: 6750 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 O 5,695 4,049 58100-Indirect Charges-City Management 6,097 6,097 6,097 50 6% O 11,591 10,420 58110-Indirect Charges-Human Resources 11,619 11,619 11,619 115 O 2,723 3,635 58120-Indirect Charges-Risk Management 4,053 4,053 4,053 11.5% O 11,716 8,111 58130-Indirect Charges-Office Services 8,175 8,175 8,175 0.8% O 3,706 3,042 58150-Indirect Charges-Records 3,055 3,055 3,055 0.4% O 4,499 4,013 58160-Indirect Charges-City Attorney 4,055 4,055 4,055 1.0% O 3,392 2,984 58200-Indirect Charges-Finance 3,041 3,041 3,041 1 9% Administration O 87,100 114,766 58600-Indirect Charges-I W Admin 128,237 128,237 128,237 11 7 O 38,883 36,791 58625-Indirect Charges-PW Engineering 36,038 36,038 36,038 -2 0 O 0 11,030 58630-Indirect Charges-Fleet Maintenance 5,831 5,831 5,831 -47.1% O 169,304 198,841 Total Internal Services 210,201 210,201 210,201 5 7% 6,140 920,850 Total Green Team 919,197 919,197 919,197 -2% N'=. Nr. .- 1. F : C' . . - . PROTECTING YOUR NEIGHBORHOOD STREAM :: This water quality facility filters t :, • stormwater runoff from adjacent developments to protect yaur• 1 neighborhood stream, 1I ...9....11,144.17[111.,414 nPrid.1 • 9034394111. „� .1- NO DUMPING A� r'Y,y •WATER QUALITY p .: r... '.', FACILITY $OO9 • 1, C. f r f .I ATTENnOrr HUMANS .' '{. . rs-„ i ' 4 ', ' ,.�Y. a F� :5' --o:f =• -. '.. - '.Rry w�` ' - TjAll-PO-ION AHIAALE04,Ww•- rrS -% 'a - y7 .tt - :4 4 PAGE 182 - CITY OF TIGARD STREET LIGHTS & SIGNALS BUDGET UNIT: 6800 In addition to its core responsibilities, the Street Maintenance Division is also responsible for street lights and signals. This budget item provides for the maintenance, repair, and energy costs for street lighting and traffic signals on public streets. Street lights and signals are entirely funded by the city's share of state and county gas taxes. The city contracts with Washington County signal technicians to perform signal maintenance. FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 Total FTE 70,600 96,026 105,000 54001-Professional/Contractual Services 105,000 105,000 105,000 0 0% 562,042 666,265 715,000 54201-Utilities-Electric 715,000 715,000 715,000 0.0% 632,642 762,291 820,000 Total Services 820,000 820,000 820,000 0.0% 0 0 4,414 58100-Indirect Charges-City Management 6,471 6,471 6,471 46.6% 4,880 5,917 5,937 58200-Indirect Charges-Finance 6,051 6,051 6,051 1 9% Administration 70,198 58,588 71,534 58600-Indirect Charges-PW Admin 79,931 79,931 79,931 11.7% 22,693 25,454 22,505 58625-Indrect Charges-PW Engineering 22,044 22,044 22,044 -2 0% 97,171 89,959 104,390 Total Internal Services 114,497 114,497 114,497 9 7% 730,413 852,250 924,390Wal Street Lights and Signals 934,497 934,497 934,497 1.1% PUBLIC WORKS - PAGE 183 4 _Ajtdpp. 11.1111111mii I . . . ..". .0. „.1 . . • . . . r• 1 bE. 1 •..1 ; 710.,......7 . _ I 'WC Irc.-.51 1.• . _ , I.. m... . - • ,.. .. . ......- i - -'''''149-tw - "• ''' icor:. 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Orchard Park, Tigard City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 184 - CITY OF TIGARD COMMUNITY DEVELOPMENT Community Development PlanningBuilding Economic Development COMMUNITY DEVELOPMENT - PAGE 185 COMMUNITY DEVELOPMENT FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 2022 Adopted Actual 0 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2021 Revised Description Number of Positions 3L75 33.75 34.75 37.00 37.00 37.00 6.5% Budget By Category Personnel Services 3,493,140 3,812,683 4,136,401 4,503,205 4,503,205 4,503,205 8.9% Materials&Services 485,516 506,896 2,198,711 1,614,900 1,614,900 1,614,900 -26.6% Interdepartmental Costs 945,513 957,697 1,215,666 1,438,520 1,438,520 1,438,520 18.3% Capital Outlay 24,151 38,486 67,501 67,301 67,301 67,301 -0.3% Other 0 0 0 0 0 0 0.0% Total All Category 4,948,319 5,315,762 7,618,279 7,623,926 7,623,926 7,623,926 0.1% Budget By Division Community Development Plannin 2,870,534 2,750,354 4,593,258 4,279,220 4,279,220 4,279,220 -6.8% Building 1,630,514 1,945,434 2,279,405 2,653,792 2,653,792 2,653,792 16.4% Development Services 0 0 0 0 0 0 0.0% Community Planning 0 0 0 0 0 0 0.0% Capital Construction&Transporta 0 0 0 0 0 0 0.0% Development Services-Engineering 0 0 0 0 0 0 0.0% Street Lights&Signals 0 0 0 0 0 0 0.0% Economic Development 447,271 619,973 745,616 690,914 690,914 690,914 -7.3% Code Compliance 0 0 0 0 0 0 0.0% Total All Division 4,948,319 5,315,762 7,618,279 7,623,926 7,623,926 7,623,926 0.1% Budget by Fund General Fund-100 3,317,805 3,370,327 4,908,874 4,410,334 4,410,334 4,410,334 -10.2% Gas Tax Fund-200 0 0 0 0 0 0 0.0% Construction Excise Tax Fund-21 0 0 430,000 559,800 559,800 559,800 30.2% Electrical Inspection Fund-220 0 0 0 0 0 0 0.0% Building Fund-230 1,630,514 1,945,434 2,279,405 2,653,792 2,653,792 2,653,792 16.4% Total All Fund 4,948,319 5,315,762 7,618,279 7,623,926 7,623,926 7,623,926 0.1% PAGE 186 - CITY OF TIGARD DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES The Community Development Department is a full-service department with emphasis on develop- ing partnerships and operations that effectively engage citizens and stimulate new investment in key places. The department continues to update and improve its permitting, inspections, develop- ment review, and customer service operations. The department works closely with the Town Center Development Agency Board (TCDA), the Town Center Advisory Commission (TCAC), the Planning Commission (PC), and the Transportation Advi- sory Committee (TTAC) as well as other ad-hoc committees, and interacts closely with community groups such as the Tigard Chamber of Commerce and the Tigard Downtown Alliance. The department has three divisions: Planning, Building, Redevelopment/Economic Development. The Town Center Development Agency budget is also managed by this department. INITIAVE MEASURE DESCRIPTION FY 18-19 FY 19-20 FY 20-21 FY 21-22 ACTUAL ACTUAL REVISED TARGET Good stew- Valuation of Shows the workload $19,230,76 $24,000,00 $13,554,72 $15,500,00 ards of the construction being completed by 9 0 8 0 public's per building the valuation of (13 FTE) (14 FTE) (14.5 FTE) (15.35FTE) resources. FTE construction per building FTE. Good stew- Permit fees Track and monitor $316,250 $302,000 $252,700 $275,000 ards of the collected per the building activity (13 FTE) (14 FTE) (14.5 FTE) (15.35FTE) public's permit per level based on the resources. building FTE fees collected per building FTE. Perfor- Percent of Measures efficiency 100% 100% 100% 98% mance Au- inspections in providing timely dit, Cus- completed customer service tomer Ser- within 1 busi- and ensuring that vice ness day of building and code request compliance inspec- tions occur without delay. Strategic Response A key indicator of 48 hrs 48 hrs 48 hrs 48 hrs Plan, Cus- time to corn- responsiveness to tomer Ser- munity mem- the public.An area vice ber initiated where there needs code compli- to be quick and di- ance requests. rect response to community member issues. COMMUNITY DEVELOPMENT - PAGE 187 PLANNING BUDGET UNIT: 3000 PROGRAM DESCRIPTION The Planning Division handles development review and permit services including public improve- ments associated with development approvals. The division also has the responsibility for long- range land use planning. It also enforces the land use, nuisance, housing, and building codes. The Planning Division houses the Safe Routes to School program, which works with parents, teachers and school administrators to encourage active transportation to and from schools. The division creates affordable housing opportunities through advocacy and cooperation with housing agencies and providers. The division works on active transportation planning that addresses the multimodal transportation needs of the community and integrates land use, economic development, and infrastructure needs. RESULTS FOR FISCAL YEAR 2021 • Worked on the plan for the Washington Square Regional Center Plan; the last plan was done 20 years ago. • Worked to modernize Tigard's commercial and industrial zones. This work will continue in Fiscal Year 2021-2022. • Launched concept planning for a potential urban growth boundary expansion. • Continued work on the once-a-decade update to the Tigard Transportation System Plan. This work will continue in Fiscal Year 2021-2022. • Advanced key activities identified in Tigard's Complete Streets Policy (2019) implemen- tation plan. This included updates to Tigard's Transportation System Plan (TSP), street design standards, and the Tigard Transportation Advisory Committee (TTAC) bylaws. • Launched the Streets for People COVID-19 response open streets pilot program. The program used temporary "pop-up" traffic calming measures and signage to create safe walking and cycling routes on neighborhood streets connecting Tigard residents to the Fanno Creek trail system. The program provided safer routes for pedestrians, cyclists, and other non-motorized users to travel while still maintaining safe social distancing guidelines. • Southwest Corridor Light Rail Project— staff teams led and collaborated with agency partners on station design, station access, traffic studies, affordable housing, economic development, and transit-oriented development to support the Southwest Corridor project and to maximize project benefits to the Tigard community. • Finished the outdoor museum component of the Tigard Street Heritage Trail in August; the project was funded through a $75,000 grant from the National Endowment for the Arts. PAGE 188 - CITY OF TIGARD PLANNING BUDGET UNIT: 3000 • Continued work to develop affordable housing. • In calendar year 2020, the division: Handled 4,515 new cases Issued 3,254 permits Held 55 preapplication meetings Collected $12,064,925 in permit payments • In January 2021, the division: Handled 358 new cases Issued 231 permits Held five preapplication meetings Collected $376,000 in permit payments GOALS FOR FISCAL YEAR 2022 • Continue work on the Washington Square Regional Plan. • Move forward with planning efforts on River Terrace 2.0, an inclusive neighborhood west and south of the current River Terrace, that will feature a variety of housing op- tions, new roads, recreation, and employment areas. • Work with the Oregon Department of Transportation to transfer jurisdiction over Hall Boulevard to the city. • Continue to work on Tigard MADE (Maintain, Advance and Diversify Employment), a project to modernize commercial and industrial zones. COMMUNITY DEVELOPMENT - PAGE 189 PLANNING BUDGET UNIT: 3000 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 15 65 16.65 16.65 Total FTE 17.65 17.65 17.65 1,121,605 1,196,467 1,301,560 51001-Salaries-Management 1,390,355 1,390,355 1,390,355 6 8 88,676 101,869 105,247 51002-Salaries-General 109,852 109,852 109,852 4 4% 6,553 0 0 51004-Part Time-Regular 0 0 0 0.0 5,229 6,817 0 51005-Part Time-Temporary 0 0 0 0.0 9,156 4,948 9,234 51006-Overtime 0 0 0 -100.0% 266 312 317 51007-Incentive Pay 0 0 0 -100.0% 1,231,485 1,310,413 1,416,378 Total Personnel Services-Salaries 1,500,207 1,500,207 1,500,207 5 9 1,232 1,311 1,407 52001-Unemployment 1,501 1,501 1,501 6 7 10,323 6,472 6,916 52002-Worker's Compensation 7,564 7,564 7,564 94% 92,861 99,090 107,644 52003-Social Security/Medicare 114,767 114,767 114,767 6 6 9,348 10,080 10,464 52004-Tri-Met Tax 11,608 11,608 11,608 10 9 151,463 172,736 192,782 52005-Retirement 205,632 205,632 205,632 6.7 10,243 10,192 10,650 52007-VEBA-ER 11,100 11,100 11,100 42% 1,004 958 8,404 52008-Life Ins/ADD/LTD 5,791 5,791 5,791 -31.1 3,455 3,699 0 52009-Long Term Disability 0 0 0 0.0 226,532 239,392 292,035 52010-Medical/Dental/Vision 314,654 314,654 314,654 7 7 27,054 27,214 0 52011-Dental Benefits 0 0 0 0 0 533,515 571,143 630,302 Total Personnel Services-Benefits 672,617 672,617 672,617 6.7 9,435 2,766 26,865 53001-Office Supplies 26,865 26,865 26,865 0.0 2,639 325 0 53002-Small Tools&Equipment 0 0 0 0.0 12,074 3,091 26,865 Total Supplies 26,865 26,865 26,865 0 0 95,104 156,160 1,130,438 54001-Professional/Contractual Services 495,870 495,870 495,870 -56.1 417 0 934 54006-Software License and Maintenance 934 934 934 0 0 1,444 0 0 54105-R&M-Grounds 0 0 0 00% 0 0 250 54114-R&M-Office Equipment 250 250 250 0 0 370 301 3,200 54205-Utilities-Phone/Pager/Cells 3,200 3,200 3,200 0.0 2,661 1,962 8,100 54300-Advertising&Publicity 8,100 8,100 8,100 0.0 614 23 4,700 54301-Fees and Charges 3,900 3,900 3,900 -17.0 11,369 9,176 10,285 54302-Dues&Subscriptions 9,260 9,260 9,260 -10.0 15,015 13,619 33,489 54303-Professional Development 32,514 32,514 32,514 -2 9 11,031 3,304 11,000 54306-Credit Card Fees 5,000 5,000 5,000 -545 61,523 49,516 70,435 54311-Special Department Expenses 70,435 70,435 70,435 0 0 199,548 234,059 1,272,831 Total Services 629,463 629,463 629,463 -50.5 3,436 5,072 33,101 56004-Computer Hardware and Software 31,901 31,901 31,901 -3 6% 3,436 5,072 33,101 Total Capital Improvement 31,901 31,901 31,901 -3 6 PAGE 190 - CITY OF TIGARD PLANNING BUDGET UNIT: 3000 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 56,910 42,624 41,812 58100-Indirect Charges-City Management 61,091 61,091 61,091 461% 148,382 63,375 92,125 58110-Indirect Charges-Human Resources 102,727 102,727 102,727 115% 21,707 14,232 21,275 58120-Indirect Charges-Risk Management 23,723 23,723 23,723 115% 74,639 43,935 54,076 58130-Indirect Charges-Office Services 54,500 54,500 54,500 0.8% 236,164 118,019 141,675 58150-Indirect Charges-Records 142,269 142,269 142,269 OA% 32,385 16,867 26,751 58160-Indirect Charges-City Attorney 27,028 27,028 27,028 1 0% 11,739 20,061 17,936 58200-Indrect Charges-Finance 18,280 18,280 18,280 1 9% Administration 39,605 39,100 49,048 58210-Indirect Charges-Financial Operations 57,633 57,633 57,633 17.5% 232,786 228,812 279,509 58230-Indrect Charges-Technology 307,979 307,979 307,979 10.2% 2,306 4,982 13,016 58250-Indirect Charges-Contracts and 14,732 14,732 14,732 112% Purchasing 33,850 34,569 46,558 58640-Indirect Charges-Property Managemer 48,405 48,405 48,405 40% 890,473 626,576 783,781 Total Internal Services 858,367 658,367 858,367 95% 11 0,531 2,750,354 4,163,258 Total Community Development Planning 3,719,420 3,719,420 3,719,420 -10.7°/ The Construction Excise Tax (CET) fund supports affordable homeownership in Tigard through a variety of housing programs. These include down payment assistance and permanent afford- ability through community land trusts, support for purchase of low-cost market-rate units, land banking for affordable housing, and gap financing for affordable rental units. The CET fund al- so provides funding of developer incentives for housing and state down payment assistance programs as well as providing a way to backfill SDC funds from exemptions like the affordable housing exemption. The CET fund and associated programs represent a key implementation step for the City's Affordable Housing Plan. FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 Total FTE 0 0 430,000 54311-Special Department Expenses 559,800 559,800 559,800 30.2% 0 0 430,000 Total Services 559,800 559,800 559,800 30.2% 0 0 430,000 Total Community Development Planning COMMUNITY DEVELOPMENT - PAGE 191 BUILDING BUDGET UNIT: 3100 PROGRAM DESCRIPTION The Building Division provides services that assure private developments are designed and con- structed in accordance with applicable building standards and requirements and are properly doc- umented. The division's Permit Service branch reviews plans and issues permits. The division's Building Inspection area inspects construction to ascertain compliance with specialty codes including building, plumbing, mechanical, electrical codes and other rules and statutes. Building Inspection enforces requirements of the State of Oregon, the Tigard Municipal Code, Community Development Codes, and City of Tigard ordinances. RESULTS FOR FISCAL YEAR 2021 • The division offered timely and responsive building permits and code services. Here is the division's current timeline: 8-12 weeks for new commercial/apartment permits that require plan review. 4-8 weeks for all other permits that require plan review. 1-3 weeks for applications that do not require plan review. • Coordinated with Planning, Engineering, Public Works and other departments to ensure that the full range of codes and city standards are complied with. • Ensured that buildings are constructed and built to the state of Oregon specialty codes and are safe for occupants and users. • The Building Inspection Division is accounted for in a dedicated fund, which is support- ed by permit revenues pursuant to state requirements. • The division carries out about 15,000 inspections annually (FY 18-19 — 16,507; FY 19-20 — 14,799). • The division issues around 3,500 permits annually (FY18-19 -3,776; FY 19-20—3384). • For Fiscal Year 2020-2021 to date, the department has conducted 9,361 inspections and issued 1,812 permits. GOALS FOR FISCAL YEAR 21-22 • Begin planning and implementation of new permit tracking software. • Implement and train users in Electronic Document Review. • Work with HR to redefine job descriptions and classifications for Building Inspectors and Permit Technicians. • Continue standard of excellence in inspections performed in relation to date requested as reflected in the performance measures. • Establish and implement an electronic customer satisfaction survey as recommended by the recent performance audit. PAGE 192 - CITY OF TIGARD BUILDING BUDGET UNIT: 3100 FY 2019 FY 2020 FY 2021 Budget Resource Summary 2022 2022 2022 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 21 1410 14.10 15 35 Total FTE 16 35 1635 16 35 272,392 281,851 366,710 51001-Salaries-Management 378,586 378,5136 378,586 3.2 719,651 767,858 782,589 51002-Salaries-General 921,190 921,190 921,190 177 O 0 0 51005-Part Time-Temporary 0 0 0 0.0 15,654 24,174 22,572 51006-Overtime 23,414 23,414 23,414 17% 12,508 13,372 317 51007-Incentive Pay 0 0 0 -100 0°/ 1,020,205 1,087,255 1,172,1813 Total Personnel Services-Salaries 1,323,190 1,323,190 1,323,190 129 1,020 1,087 1,151 52001-Unemployment 1,297 1,297 1,297 12.7% 11,369 7,204 8,310 52002-Worker's Compensation 7,7313 7,738 7,738 -69 76,447 81,540 87,945 52003-Social Security/Medicare 99,434 99,434 99,434 131% 7,746 6,366 8,551 52004-Tri-Met Tax 10,055 10,055 10,055 17.6% 107,453 118,100 127,357 52005-Retirement 145,974 145,974 145,974 14.6% 11,783 11,575 11,910 52007-VEBA-ER 13,500 13,500 13,500 114% 884 820 3,385 52008-Life Ins/ADD/LTD 4,725 4,725 4,725 39.6% 2,081 2,647 0 52009-Long Term Disability 0 0 0 00% 211,713 208,069 2.52,645 52010-Medical/Dental/Vision 301,526 301,526 301,526 193 23,477 21,414 0 52011-Dental Benefits 0 0 0 00% 453,973 460,823 501,254 Total Personnel Services-Benefits 584,249 584,249 584,249 16.6 3,088 5,430 7,500 53001-Office Supplies 7,500 7,500 7,500 00% 145 20 1,500 53002-Small Tools&Equipment 1,500 1,500 1,500 00 4,060 3,728 4,500 53003-Fuel 4,500 4,500 4,500 0.0% 7,293 9,178 13,500 Total Supplies 13,500 13,500 13,500 0.0% 19,025 25,062 74,200 54001-Professional/Contractual Services 43,500 43,500 43,500 -4L4% 17,040 0 52,600 54006-Software License and Maintenance 57,857 57,857 57,857 100% 804 2,437 5,500 54113-R&M-Vehicles 6,500 6,500 6,500 18.2% O 0 7,500 54114-R&M-Office Equipment 7,500 7,500 7,500 00 5,032 6,098 6,600 54205-Utilities-Phone/Pager/Cells 7,500 7,500 7,500 13.6 O 0 1,500 54300-Advertising&Publicity 1,500 1,500 1,500 00 289 BO 1,000 54301-Fees and Charges 1,000 1,000 1,000 0.0 740 700 2,500 54302-Dues Sr Subscriptions 2,500 2,500 2,500 00 12,098 9,053 14,200 54303-Professional Development 13,600 13,600 13,600 -42 39,713 11,893 0 54306-Credit Card Fees 20,000 20,000 20,000 1000 12,704 3,057 12,450 54311-Special Department Expenses 13,550 13,550 13,550 8.8 107,445 58,380 178,050 Total Services 175,007 175,007 175,007 -1 7 O 0 25,000 56003-Vehicles 25,000 25,000 25,000 0.0 20,715 32,664 9,400 56004-Computer Hardware and Software 10,400 10,400 10,400 106 20,715 32,664 34,400 Total Capital Improvement 35,400 35,400 35,400 29 COMMUNITY DEVELOPMENT - PAGE 193 BUILDING BUDGET UNIT: 3100 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 O 39,875 32,201 58100-Indirect Charges-City Management 47,008 47,008 47,008 46.0% O 59,161 65,165 58110-Indirect Charges-Human Resources 72,664 72,664 72,664 115% O 15,961 24,316 58120-Indirect Charges-Risk Management 27,114 27,114 27,114 115% O 46,865 41,909 58130-Indirect Charges-Office Services 42,237 42,237 42,237 0.8% O 14,826 15,716 58150-Indirect Charges-Records 15,782 15,782 15,782 OA O 17,992 20,732 58160-Indirect Charges-City Attorney 20,947 20,947 20,947 1_0% 10,083 11,646 12,652 58200-Indirect Charges-Finance 12,894 12,894 12,894 1 9% Administration 10,802 9,963 12,272 58210-Indirect Charges-Financial Operations 14,420 14,420 14,420 17.5% O 60,180 108,903 58230-Indrect Charges-Technology 244,881 244,881 244,881 124.9% O 665 2,119 58250-Indirect Charges-Contracts and 2,398 2,398 2,398 112% Purchasing O 0 46,328 58630-Indirect Charges-Fleet Maintenance 24,492 24,492 24,492 -47.1% O 0 -2,300 58640-Indirect Charges-Property Managemer -2,391 -2,391 -2,391 4.0% 20,885 297,134 380,013 Total Internal Services 522,446 522,446 522,446 3L5% 1,630,516 1,945,434 2,279,405 Total Building 2,653,792 2,653,792 2,653,792 11 ,,,147144 pt/is T1 , \ \\,kl,k,ti'''sil'.•'''' 'se'. (1- S "� .. � -fit � otiour ..„ -: f� Mn, •r 1 Ai 7cia AL City Hall in Tigard, Oregon PAGE 194 - CITY OF TIGARD ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 PROGRAM DESCRIPTION The Economic Development/Redevelopment Division aligns economic development programs with the city's strategic vision for equitable economic development. Much of the division's work is driven by the city's Strategic Plan: The division reduces barriers to entry for Tigard-based entrepreneurs, one of the objectives in the plan. The division works to im- prove access to market opportunities for local businesses. It seeks to ensure that businesses can easily connect to resources. It builds relationships with partners to improve the local economy. It supports a well-rounded local economy that provides local goods and services as well as regionally relevant employment opportunities. And it supports economic mobility of residents to reduce in- tergenerational poverty, another Strategic Plan objective. The division also works to more closely connect residents and local businesses through land use and infrastructure investments, another objective in the Strategic Plan. RESULTS FOR FISCAL YEAR 2021 • Disbursed almost $3.5 million in financial aid to firms impacted by COVID-19 through five rounds of business assistance. Here are details about those grants: Total grant awards: 592 Estimated percentage of awards to minority-owned businesses: 44% Estimated percentage of awards to woman-owned businesses: 44% Percentage of awards to firms with fewer than six employees: more than 85% • Secured almost $2.5 million in county, state and federal funds for COVID-19 business assistance grants. • Created a COVID-19 response loan program with the Community Development Finan- cial Institutions partners Craft3 and the Micro Enterprises Services of Oregon, with al- most $1 million in lending capacity. Twelve businesses have been assisted to date. • Created a Spanish-language entrepreneur support group called Los Empresarios de Tigard which convenes quarterly. The group typically drew 20 people during live meet- ings; after switching to virtual sessions because of the pandemic, the meeting attracted 40 people. This effort is a partnership with community-based organizations. • Produced a four-part "Reopen Ready" webinar series in English and Spanish to help firms reopen safely during COVID-19. • Convened the cities of Wilsonville, Forest Grove and Sherwood to hold a bi-monthly Small Business Education Webinar series. Four webinars have been held to date attract- ing 20 attendees per webinar. COMMUNITY DEVELOPMENT - PAGE 195 ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 • Supported mixed-use residential and retail development through the Vertical Housing Development Zone to encourage new development that mixes commercial and resi- dential activity. 38 market-rate units with first story commercial completed 237 market-rate units with first-story commercial under development in two projects. 198 units of assisted living with first story commercial under development. • Supported business growth and employment with local manufacturers through the Tigard Enterprise Zone with five participating firms. • Launching in 2021, a business license fee waiver program for business owners engaged in a business advising program with one of eight business advising partners. • Made a successful application for Transportation and Growth Management grant to fund the Downtown Reimagined project. The project will integrate downtown Tigard's historic roots with contemporary development patterns and respond to community needs for more housing and multimodal travel options. GOALS FOR FISCAL YEAR 2022 • Increase the number of entrepreneurs of color operating in Tigard. • Follow through on work to create an entrepreneur-of-color business incubator using underutilized space at the public library with partner Micro Enterprise Services of Ore- gon. The program was delayed due to COVID but is scheduled to launch this summer. • Increase the number of entrepreneurs in Tigard working with a business-advising part- ner in part by waiving business-license fees for participants. • Provide access to market opportunities for local businesses through new programs and projects that reduce barriers to entry. • Explore a second business incubator program in Tigard. • Produce and host six business-focused webinars. • Consider one new economic development program that improves economic mobility and wealth-building for Tigard residents. • Develop one new local workforce program to support residents, firms and local educa- tion resources. • Investigate the use of a business-mentoring program for Tigard entrepreneurs. • Connect residents and businesses through changes to land use regulation and pedes- trian connections by exploring options such as neighborhood zones offering active transportation to downtown corridors and other business locations. PAGE 196 - CITY OF TIGARD ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY21 2.00 3.00 3.00 Total FTE 3.00 3.00 100 171,303 275,620 294,121 51001-Salaries-Management 299,414 299,414 299,414 1.8% 171,303 275,620 294,121 Total Personnel Services-Salaries 299,414 299,414 299,414 1.8% 171 276 294 52001-Unemployment 299 299 299 1.7% 1,578 1,157 1,197 52002-Worker's Compensation 1,162 1,162 1,162 -2 9% 13,085 21,210 22,500 52003-Social Security/Medicare 22,905 22,905 22,905 1.8% 1,301 2,121 2,187 52004-Tri-Met Tax 2,316 2,316 2,316 5.9% 23,995 32,333 41,176 52005-Retirement 41,918 41,918 41,918 1 8% 1,217 1,781 1,800 52007-VEBA-ER 1,800 1,800 1,800 0.0% 128 169 1,617 52008-Life Ins/ADD/LTD 1,100 1,100 1,100 -32.0% 529 659 0 52009-Long Term Disability 0 0 0 0 0% 35,844 42,314 51,387 52010-Medical/Dental/Vision 52,028 52,028 52,028 12% 4,810 5,409 0 52011-Dental Benefits 0 0 0 0.0% 82,658 107,428 122,158 Total Personnel Services-Benefits 123,528 123,528 123,528 1.1% 106 242 2,600 53001-Office Supplies 2,600 2,600 2,600 00% % 106 242 2,600 Total Supplies 2,600 2,600 2,600 (3 % 150,516 182,434 247,200 54001-Professional/Contractual Services 153,000 153,000 153,000 -38.1% O 0 1,980 54205-Utilities-Phone/Pager/Cells 1,980 1,980 1,980 0.0% 991 2,105 2,000 54300-Advertising&Publicity 2,000 2,000 2,000 00% % O 1,735 0 54301-Fees and Charges 0 0 0 0 0% 1,290 1,013 10,000 54302-Dues&Subscriptions 37,000 37,000 37,000 2700% 3,448 3,917 5,000 54303-Professional Development 5,000 5,000 5,000 0 0% 2,806 10,742 8,685 54311-Special Department Expenses 8,685 8,685 8,685 0 0% 159,051 201,946 274,865 Total Services 207,665 207,665 207,665 -244% O 750 0 56004-Computer Hardware and Software 0 0 0 0.0% O 750 0 Total Capital Improvement 0 0 0 0 0% 4,269 2,848 4,049 58100-Indirect Charges-City Management 6,039 6,039 6,039 49.1% 13,359 8,640 12,308 58110-Indirect Charges-Human Resources 13,724 13,724 13,724 115% 1,336 1,362 2,390 58120-Indirect Charges-Risk Management 2,665 2,665 2,665 115% 5,598 5,858 3,111 58130-Indirect Charges-Office Services 8,175 8,175 8,175 0.8% 383 1,653 3,042 58150-Indirect Charges-Records 3,055 3,055 3,055 0 4% 2,428 2,249 4,013 58160-Indirect Charges-City Attorney 4,055 4,055 4,055 1 0% 2,519 3,266 4,251 58200-Indirect Charges-Finance 4,332 4,332 4,332 1.9% Administration 2,499 2,908 4,275 58210-Indirect Charges-Financial Operations 5,023 5,023 5,023 17 5% 0,302 1,018 1,260 58230-Indrect Charges-Technology 0,388 1,388 1,388 10 2% 461 3,985 8,173 58250-Indirect Charges-Contracts and 9,251 9,251 9,251 132% Purchasing 34,154 33,987 51,872 Total Internal Services 57,707 57,707 57,707 11 2% 447,272 619,973 745,616 Total Economic Development 690,914 690,914 690,914 COMMUNITY DEVELOPMENT - PAGE 197 • 4 .. . liii � 1 f 11-4t 'i i . . 11111. 4 ,, iii! -- Jii DI:. IIV' 1Iii ii 1, , , *- .. . .1 p 111_,I1M11% •- • The Overland Building will feature 219 apartments, 6,000 square feet of office space for the tallest structure in the Tigard Triangle. City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 198 - CITY OF TIGARD POLICY & ADMINISTRATION Mayor and Council 1 I City City Attorney Municipal Court Management Judge Central Services Finance and Information Services POLICY AND ADMINISTRATION - PAGE 199 POLICY AND ADMINISTRATION The Policy and Administration branch of Tigard city government includes the Mayor and Council, City Management, Central Services, and the Finance and Information Service departments. The departments under Policy and Administration include a variety of functions that encompass the areas of administrative support, fleet and property management, strategic planning, city man- agement, computer and information services, financial management, accounting, utility billing, the Municipal Court, human resource management, records management, risk management and con- tracts & purchasing. The Mayor and Council and the Municipal Court budgets are funded completely by the General Fund. The other budget units are funded by chargebacks to other city programs that use these common services. Description Y FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY2022 1 I 2022 Adopted Actual Actual Revised Proposed Approved Adopted vs.2021 Revised Number of Positions 63.55 6695 75.65 80.10 80.10 80.10 5.9°% Budget By Category Personnel Services 6,477,709 7,342,180 9,722,012 10,144,818 10,144,818 10,144,818 4.3% Materials&Services 4,352,430 4,591,174 7,269,600 8,257,013 8,427,013 8,427,013 15.9% Interdepartmental Costs 159,305 90,588 102,651 114,515 114,515 114,515 11.6% Capital Outlay 342,262 198,151 598,650 562,650 562,650 562,650 -6.0% Total All Category 11,331,705 12,222,093 17,692,913 19,078,996 19,248,996 19,248,996 8.8% Budget By Division Mayor and Council 335,494 227,103 272,287 291,294 291,294 291,294 7.0% City Manager's Office 631,542 848,423 973,594 1,385,248 1,415,248 1,415,248 45.4% Human Resources 687,000 650,450 845,006 900,487 900,487 900,487 6.6% Risk Management 776,286 994,232 1,281,271 1,447,637 1,447,637 1,447,637 13.0% Communications 507,360 806,054 868,944 875,754 875,754 875,754 0.8% Municipal Court 655,156 613,074 1,603,491 1,385,031 1,385,031 1,385,031 -13.6% City Recorder/Records 483,056 401,222 482,459 484,482 484,482 484,482 0.4% City Attorney 228,150 257,930 458,911 463,662 463,662 463,662 1.0% Finance 8c Info.Services Admin. 493,174 502,593 650,965 663,434 663,434 663,434 1.9% Financial Operations 715,843 743,180 1,052,379 1,236,581 1,236,581 1,236,581 17.5% Utility Billing 1,234,956 1,309,676 1,529,681 1,565,855 1,565,855 1,565,855 2.4% Information Technology 2,264,822 2,397,705 4,349,494 5,242,523 5,382,523 5,382,523 23.8% FIS Interims Plan 0 0 0 0 0 0 O.0% Contracts and Purchasing 195,316 243,474 306,006 346,350 346,350 346,350 13.2% Fleet Maintenance 294,219 308,017 680,026 359,501 359,501 359,501 -47.1% Fleet Maintenance-Old 0 0 0 0 0 0 0.0% Property Management 1,829,332 1,918,961 2,338,399 2,431,157 2,431,157 2,431,157 4.0% Property Management-Old 0 0 0 0 0 0 0.0% Total All Division 11,331,705 12,222,093 17,692,913 19,078,996 19,248,996 19,248,996 8.8% Budget by Fund General Fund-100 990,650 840,177 1,875,778 1,676,325 1,676,325 1,676,325 -10.6% Water Debt Service Fund-533 0 0 0 0 0 0 0.0% Central Services Fund-600 8,184,173 9,068,854 12,558,896 14,367,452 14,537,452 14,537,452 15.8% Fleet/Property Management Fund 2,123,551 2,226,977 3,018,425 2,790,658 2,790,658 2,790,658 -7.5% Insurance Fund-660 33,332 86,086 239,814 244,561 244,561 244,561 2.0°/ Total All Fund 11,331,705 12,222,093 17,692,913 19,078,996 19,248,996 19,248,996 8.8% PAGE 200 - CITY OF TIGARD MAYOR AND CITY COUNCIL Mayor and Council Description FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 2022 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs2021 Revised Number of Positions 0.00 0.00 0.00 0.00 0.00 0.00 0.0% Budget By Category Personnel Services 164,944 145,307 136,821 154,023 154,023 154,023 12.6% Materials&Services 170,550 81,796 135,466 137,271 137,271 137,271 1.3% Interdepartmental Costs 0 0 0 0 0 0 0.0% Capital Outlay 0 0 0 0 0 0 0.0% Total All Category 335,494 227,103 272,287 291,294 291,294 291,294 7.0% Budget By Division Mayor and Council 335,494 227,103 272,287 291,294 291,294 291,294 7.0% Total All Division 335,494 227,103 272,287 291,294 291,294 291,294 7.0% Budget by Fund General Fund-100 335,494 227,103 272,287 291,294 291,294 291,294 7.0% Total All Fund 335,494 227,103 272,287 291,294 291,294 291,294 7.0% POLICY AND ADMINISTRATION - PAGE 201 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES In order to advance the goals of the Mayor and City Council, the city must proactively engage the community. These performance measures will help the city gauge how residents feel about ser- vices and whether the council's outreach events are meaningful for attendees. INITIATIVE MEASURE DESCRIPTION FY 18-19 FY 19-20 FY 20-21 FY 21-22 ACTUAL ACTUAL REVISED TARGET % of survey Maximize community Strategic Plan, respondents satisfaction with the Performance rating overall quality of city services. 950/0 98% 80% Audit city services Due to COVID-19, sur- as good or vey was not conducted better in FY21. % of commu- nity members Engage the community whose expec- in meaningful conver- tations were Customer Ser- met or ex- sations with elected 35% 40% 40% 40% vice ceeded at officials. council out- reach events ,..1,7,y0/ T:: 7 ! STRATEGIC PLAN 2020-2025 ter+ . Vill.. li ti F k• F 11 1 , ' - ' El '1 _, I r ''5 -, , _ r I.:1( • r ii. I - : ..,. . -4- .44 , -40:44. ttti , - . 0 PAGE 202 - CITY OF TIGARD MAYOR & CITY COUNCIL BUDGET UNIT: 0500 PROGRAM DESCRIPTION The City Council is elected to serve Tigard residents according to the Tigard City Charter. The elected Mayor and four City Councilors provide legislative and policy leader for city government. The council reviews, revises and adopts city laws and policies, provides oversight on city opera- tions and sets the overall direction of the city. The Mayor and Councilors are elected to serve four-year terms on a nonpartisan basis. The council hires the City Manager to run day-to-day operations and the City Attorney for city legal services. PROGRAM RESULTS AND GOALS FOR FISCAL YEAR 2021 • Basic city services provided to community members are cost-effective and are delivered without interruption, despite the COVID-19 pandemic. • Council meetings switched to a virtual platform via Microsoft Teams, and community members were still able to participate. • Tigard's interest in regional and statewide activities is coordinated with appropriate agencies and jurisdictions. • Tigard community members are involved in the community and participate effectively. • Programs and activities are available in the community to meet the needs of a diverse population. • External and internal city assets are well-managed and utilized. • Master plans, management and fiscal policies are adopted; resources are allocated to position Tigard for the future. • The community is engaged and connected to the city's strategic vision. POLICY AND ADMINISTRATION - PAGE 203 MAYOR & CITY COUNCIL BUDGET UNIT: 0500 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 0.00 0.00 0.00 Total FTE 0.00 0.00 0 o0 90,260 93,643 96,378 51001-Salaries-Management 96,816 96,816 96,816 0.5 90,260 93,643 96,378 Total Personnel Services-Salaries 96,816 96,816 96,816 0.5 90 94 96 52001-Unemployment 96 96 96 0.0 497 355 113 52002-Worker's Compensation 108 108 108 -4.4°/ 6,681 7,128 7,372 52003-Social Security/Medicare 7,407 7,407 7,407 0.5 685 720 718 52004-Tri-Met Tax 749 749 749 43% 58,667 39,292 32,144 52010-Medical/Dental/Vision 48,847 48,847 48,847 52.0 8,064 4,075 0 52011-Dental Benefits 0 0 0 0.0 74,684 51,664 40,443 Total Personnel Services-Benefits 57,207 57,207 57,207 41.5% 313 318 800 53001-Office Supplies 800 800 800 0.0 313 318 800 Total Supplies 800 800 800 0.0 23,651 20,543 8,800 54001-Professional/Contractual Services 8,800 8,800 8,800 0.0 144 79 25 54115-Vehicle Usage 25 25 25 0.0% 2,730 1,397 600 54205-Utilities-Pbone/Pager/Cells 1,500 1,500 1,500 150.0 13 0 0 54301-Fees and Charges 0 0 0 0.0 94,697 15,479 56,541 54302-Dues&Subscriptions 57,746 57,746 57,746 2.1 42,603 38,200 62,100 54303-Professional Development 61,800 61,800 61,800 -0.5 6,398 5,780 6,600 54311-Special Department Expenses 6,600 6,600 6,600 0.0 170,236 81,477 034,666 Total Services 136,471 136,470 136,471 1_3% 0 0 0 56006-Equipment 0 0 0 0.0 0 0 0 Total Capital Improvement 0 0 0 0.0 335,493 227,103 272,287 Total Mayor and Council 91,294 291,294 291,294 ■ PAGE 204 - CITY OF TIGARD CITY ATTORNEY BUDGET UNIT: 1600 City Attorney Description FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 2022 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2021 Revised Number of Positions 1.10 1.10 1.10 1.10 1.10 1.10 0.0% Budget By Category Personnel Services 188,307 207,468 203,657 207,608 207,608 207,608 1.9% Materials&Services 39,843 50,462 255,254 256,054 256,054 256,054 0.3% Capital Outlay 0 0 0 0 0 0 0.0% Total All Category 228,150 257,930 458,911 463,662 463,662 463,662 1.0% Budget By Division City Attorney 228,150 257,930 458,911 463,662 463,662 463,662 1.0% Total All Division 228,150 257,930 458,911 463,662 463,662 463,662 1.0% Budget by Fund Central Services Fund 600 228,150 257,930 458,911 463,662 463,662 463,662 1.0% Total All Fund 228,150 257,930 458,911 463,662 463,662 463,662 1.0% POLICY AND ADMINISTRATION - PAGE 205 CITY ATTORNEY BUDGET UNIT: 1600 PROGRAM DESCRIPTION The City Attorney provides general legal advice to the members of the City Council and the city's departments. Having an in-house City Attorney improves oversight for risk management, lowers the city's overall costs for legal counsel and gives the city more convenience for getting advice on issues such as development and land-use code interpretations, in addition to reviews of contracts and intergov- ernmental agreements. Having an in-house attorney also reduces conflicts of interest. The City Attorney also oversees administrative cases and civil litigation to which the city is a party and which are not covered by the city's insurance carrier. FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 1.10 1.10 L10 Total FTE 1.10 I.10 1.10 138,996 155,619 157,573 51001-Salaries-Management 160,406 160,406 160,406 L8% 138,996 155,619 157,573 Total Personnel Services-Salaries 160,406 160,406 160,406 1_8% 139 156 157 52001-Unemployment 160 160 160 1_9% 480 194 182 52002-Worker's Compensation 176 176 176 -3.3 10,882 11,533 12,053 52003-Social Security/Medicare 12,271 12,271 12,271 1_8% 1,055 1,197 1,172 52004-Tri-Met Tax 1,241 1,241 1,241 59 19,459 21,786 22,060 52005-Retirement 22,457 22,457 22,457 L8% 669 669 660 52007-VEBA-ER 660 660 660 0.0 70 66 593 52008-Life Ins/ADD/LTD 546 546 546 -7.9% 416 442 0 52009-Long Term Disability 0 0 0 0.0 7,500 7,990 9,207 52010-Medical/Dental/Vision 9,691 9,691 9,691 5.3 819 623 0 52011-Dental Benefits 0 0 0 03 7,822 6,994 0 52012-Accrued Vacation 0 0 0 03 49,311 51,849 46,084 Total Personnel Services-Benefits 47,202 47,202 47,202 2.4°/ 0 0 150 53001-Office Supplies 150 150 150 03 0 0 150 Total Supplies 250 150 150 0.0 36,844 47,767 251,000 54003-Legal Fees 251,000 251,000 251,000 0.0 33 23 25 54115-Vehicle Usage 25 25 25 0.0 461 816 600 54205-Utilities-Phone/Pager/Cells 1,400 1,400 1,400 133.3 1,367 1,787 1,479 54302-Dues&Subscriptions 2,479 1,479 1,479 0.0 1,139 70 2,000 54303-Professional Development 2,000 2,000 2,000 0.0 39,844 50,462 255,104 Total Services 255,904 255,904 255,904 0.3 228,151 257,930 458,911 Total City Attorney 463,662 463,662 463,662 1.0% PAGE 206 - CITY OF TIGARD CITY MANAGEMENT City Management 1 Human Resources _ Risk Management IDescription I FY 2019 II FY 2020 I I FY 2021 II FY 2022 II p2022 II FY 022 12022 Adopted I Actual Actual Revised Proposed Approved Ado ted vs.2021 Revised+II Number of Positions 10.10 10.50 11.00 12.00 12.00 12.00 9.1% Budget By Category Personnel Services 1,228,583 1,407,730 1,632,849 1,848,327 1,848,327 1,848,327 13.2% Materials&Services 853,940 1,077,770 1,453,722 1,866,045 1,896,045 1,896,045 30.4% Capital Outlay 12,305 7,605 13,300 19,000 19,000 19,000 42.9% Total All Category 2,094,828 2,493,105 3,099,871 3,733,372 3,763,372 3,763,372 21.4% Budget By Division City Manager's Office 631,542 848,423 973,594 1,385,248 1,415,248 1,415,248 45.4% Human Resources 687,000 650,450 845,006 900,487 900,487 900,487 6.6% Risk Management 776,286 994,232 1,281,271 1,447,637 1,447,637 1,447,637 13.0% Total All Division 2,094,828 2,493,105 3,099,871 3,733,372 3,763,372 3,763,372 21.4% Budget by Fund Central Services Fund-600 2,061,496 2,407,019 2,860,057 3,488,811 3,518,811 3,518,811 23.0% Insurance Fund-660 33,332 86,086 239,814 244,561 244,561 244,561 2.0% Total All Fund 2,094,828 2,493,105 3,099,871 3,733,372 3,763,372 3,763,372 21.4% POLICY AND ADMINISTRATION - PAGE 207 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES INITIATIVE MEASURE DESCRIPTION FY 18-19 FY 19-20 FY 20-21 FY 21-22 ACTUAL ACTUAL REVISED TARGET Of the Regional, State, and Fed- Indicates ability to Report Card eral grant dol- obtain funding 80% 80% 80% 80% lars requested, through grants. total %the city received % Retention of New Employees After one year Improving overall 87% 97% 93% 95% Strategic After three efficiency and per 55% 72% 75% 80% Plan years formance through After five years increased reten- 48% 64% 64% 65% tion. of recruit- To maintain fast Strategic ments complet moving recruit Plan, Perfor- ed within estab- ment processes to 69.0 87.3 76.0 55.0 mance Audit lished target attract and acquire timeline best quality candi- dates. of accidents Identify actions Safety which are pre- that will decrease 55% 65% 30% 30% ventable the percent of pre- ventable accidents. Implement strate- gies to reduce Workers' Comp number and sever- Performance Modification ity of work injuries, 0.78 0.78 0.73 0.85 Audit Factor under improving produc- 1.00 tivity (3 yr avg- compared to in- dustry). PAGE 208 - CITY OF TIGARD CITY MANAGER'S OFFICE BUDGET UNIT: 1000 PROGRAM DESCRIPTION The City Manager's Office is responsible for the overall management of city programs and facili- tates implementation of policies adopted by the City Council. A primary focus of this office is coordinating communication among community members, city staff, and the council. This includes coordination of Tigard government affairs as they relate to state and federal legislative activities. The City Manager's Office also coordinates the citywide vol- unteer program, Volunteer Tigard. This office leads citywide efforts in performance management, which is key to operational efficien- cy and making data-informed decisions. This effort includes implementation of the performance audit. This office oversees the implementation of Tigard's Strategic Plan; aligning the Strategic Plan with citywide initiatives is key to achieving the vision and prioritizing objectives. The City Council adopt- ed a refreshed Strategic Plan in September 2020 that is now in the beginning stage of implementa- tion. RESULTS FOR FISCAL YEAR 2021 • The Strategic Plan refresh process was completed, and the final plan adopted by the City Council, in September 2020. The Strategic Plan is a guiding document that will point to what the city prioritizes over the next five years. The refreshed plan emphasizes equity, access, health, and walkability for everyone in the Tigard community. • A citywide communications tracker and council dashboard was created to inform city councilors and staff of community interests and track response times so community members have access to relevant and timely information. • As of December 2020, 40% of the Performance Audit recommendations have been im- plemented, which is ahead of the timeline suggested in the audit report. Following through on these measures ensures city operations are efficient and that staff are mak- ing data-informed decisions. • City staff leadership have begun to create an Anti-Racism Action Plan, which includes efforts to create an equity framework and support the new Public Safety Advisory Board that will review public safety and policing practices and policies. • The 2019-21 Council Goals were accomplished, and goal setting for the next two years is scheduled. POLICY AND ADMINISTRATION - PAGE 209 CITY MANAGER'S OFFICE BUDGET UNIT: 1000 GOALS FOR FISCAL YEAR 22 • With a recently refreshed Strategic Plan, the City Manager's Office will focus on align- ing strategic plan values and objectives throughout city initiatives such as department and council planning, the budget process, and department work plans. • This office will focus on "big-picture" process improvements such as board and com- mittee selection processes, council agenda item internal review, and communications with the community and internally. • This office will continue to oversee the implementation of the Performance Audit rec- ommendations and measures. The goal is to put into action 65% of the recommenda- tions identified in the final report by the end of December 2021. • Facilitate the creation and implementation of the 2021-2023 City Council goals. FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 3.90 3.90 4.90 Total FTE 4.90 4.90 490 356,110 459,294 546,893 51001-Salaries-Management 611,174 611,174 611,174 1L8% 0 0 0 51002-Salaries-General 8,182 8,182 8,182 1000 356,110 459,294 546,893 Total Personnel Services-Salaries 619,356 619,356 619,356 112% 357 459 546 52001-Unemployment 619 619 619 13.4°/ 724 529 664 52002-Worker's Compensation 584 584 584 -12.0 24,622 32,297 41,815 52003-Social Security/Medicare 47,380 47,380 47,380 113% 2,706 3,533 4,064 52004-Tri-Met Tax 4,792 4,792 4,792 179 50,848 58,406 80,299 52005-Retirement 64,779 64,779 64,779 -19.3% 1,744 2,206 2,790 52007-VEBA-ER 3,240 3,240 3,240 16.1 929 218 2,514 52008-Life Ins/ADD/LTD 1,767 1,767 1,767 -29.7% 918 988 0 52009-Long Term Disability 0 0 0 00 33,120 34,889 53,999 52010-Medical/Dental/Vision 68,106 68,106 68,106 26.1% 3,420 3,431 0 52011-Dental Benefits 0 0 0 00 -4,910 11,341 0 52012-Accrued Vacation 0 0 0 00 114,478 148,298 186,691 Total Personnel Services-Benefits 191,267 191,267 191,267 25 513 535 500 53001-Office Supplies 500 500 500 0.0 513 535 500 Total Supplies 500 500 500 0.0 120,220 203,797 196,025 54001-Professional/Contractual Services 529,225 559,225 559,225 1813% 26 12 30 54115-Vehicle Usage 30 30 30 00 1,584 2,210 1,200 54205-Utilities-Phone/Pager/Cells 1,800 1,800 1,800 50.0% 1,887 175 5,000 54300-Advertising&Publicity 5,000 5,000 5,000 0.0 12,049 12,900 11,655 54302-Dues&Subscriptions 8,970 8,970 8,970 -210% 17,991 11,100 23,500 54303-Professional Development 26,000 26,000 26,000 10.6 75 0 0 54304-Election Expenses 0 0 0 00% 6,319 8,687 2,100 54311-Special Department Expenses 2,100 2,100 2,100 00 160,151 238,883 239,510 Total Services 573,125 603,125 603,125 151 8 290 1,414 0 56004-Computer Hardware and Software 1,000 1,000 1,000 1000 290 1,414 0 Total Capital Improvement 1,000 1,000 1,000 100.0% 631,542 848,423 973,594 Total City Manager's Office 1,385,248 1,415,248 1,415,248 45.4% PAGE 210 - CITY OF TIGARD HUMAN RESOURCES BUDGET UNIT: 1100 PROGRAM DESCRIPTION The Human Resources Division ensures compliance with federal and state labor and employment laws, engages with labor unions, and works to recruit a qualified and talented workforce. The Human Resources Division develops and implements policies, procedures, and best practices to comply with a variety of laws, including Equal Employment Opportunity, Family Medical Leave Act (federal and state), paid leave laws, Oregon's Equal Pay Act, Fair Labor Standards Act, etc. The division handles recruitment, compensation and classification analysis, labor relations, policy development, wellness, benefits administration, leave administration, employee relations and di- versity, equity and inclusion. The division actively works to reduce risk related to employment through compliance practices and creating a positive work experience for employees. The division plays a significant role in implementing the strategic plan through equity and inclu- sion efforts, problem-solving, and partnering with departments to find creative solutions related to organizational development and staffing needs. Human Relations has implemented new prac- tices and policies related to the city's anti-racism action plan, mostly regarding changes to the re- cruitment and selection process. The division consists of a team of dedicated human resources professionals managing the human capital of the city and actively looking out for the public's best interest related to the risk of em- ploying people. RESULTS FOR FISCAL YEAR 2021 • COVID-19 response: HR spent significant time this fiscal year working on the COVID-19 response— policy development, employee and labor relations, contact tracing for ex- posed employees, leave management, and creative problem-solving related to working from home. Other COVID-related work included tracking federal legislation, changing workplace rules, exposure exclusion and follow-up, and Americans with Disabilities Act accommodations. • Finalized new collective bargaining agreement with the Tigard Police Officers Associa- tion. This was a successful negotiation despite COVID-19; many other cities chose not to bargain this year and did contract extensions instead. This illustrates the importance of labor relations to Tigard city officials and provides financial security for the city and the union for three years. • Hired and onboarded 37 new employees (as of March 1). We quickly adapted to re- mote hiring practices to maintain essential city services during COVID-19, including cre- ation of electronic forms processing that allows for a completely virtual system. • Completed equal pay analysis for supervisory group. This ensures compliance with state compensation laws, ensures equity across classifications which perform comparable work, and maintains the city's ability to attract and retain qualified employees. • Implemented several new recruitment and selection practices intended to promote eq- uity and reduce bias. These efforts are related to the city's anti-racism action plan and strategic plan. POLICY AND ADMINISTRATION - PAGE 211 HUMAN RESOURCES BUDGET UNIT: 1100 GOALS FOR FISCAL YEAR 2022 • Implement Total Tyler HR module to improve reporting capabilities and create efficien- cy in processes through systematic collaboration with other departments. • Make measurable progress on increasing citywide staff diversity to more closely align with the diversity of our community through intentional recruitment and selection prac- tices. • Encourage and support continuous improvement and innovation across the city through regular employee surveys and reporting on new innovations. • Increase employee engagement through surveys, focus groups, participation in activi- ties, advancement of innovative ideas, and promotion of equity and inclusion. • Increase public accessibility to city employment through open house events and work- shops related to the application and selection process. FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource SummaryProposed Approved Adopted FY 21 4.14 4.50 5.00 Total FTE 5.00 5.00 5.00 389,946 382,742 459,770 51001-Salaries-Management 484,484 484,484 484,484 5.4% 219 6,214 5,130 51005-Part Time-Temporary 5,130 5,130 5,130 00% O 0 1,026 51006-Overtime 1,044 1,044 1,044 1 8 390,165 388,955 465,926 Total Personnel Services-Salaries 490,658 490,658 490,658 53% 390 389 460 52001-Unemployment 484 484 484 5.2% 626 414 456 52002-Worker's Compensation 389 389 389 -147 29,620 29,012 35,140 52003-Social Security/Medicare 37,064 37,064 37,064 5_5% 2,962 2,992 3,417 52004-Tri-Met Tax 3,749 3,749 3,749 9.7% 51,791 45,702 64,310 52005-Retirement 67,827 67,827 67,827 5_5% 2,847 2,640 3,420 52007-VEBA-ER 4,020 4,020 4,020 17_5% 511 448 2,656 52008-Life Ins/ADD/LTD 2,256 2,256 2,256 -15.1% 1,153 945 0 52009-Long Term Disability 0 0 0 0_0% 70,208 79,058 73,971 52010-Medical/Dental/Vision 116,190 116,190 116,190 57.1% 7,335 7,971 0 52011-Dental Benefits 0 0 0 00% 1,726 3,202 0 52012-Accrued Vacation 6,000 6,000 6,000 1000% 169,169 172,772 183,830 Total Personnel Services-Benefits 237,979 237,979 237,979 29_5% 985 2,509 2,200 53001-Office Supplies 2,200 2,200 2,200 00% O 88 1,500 53002-Small Tools&Equipment 1,000 1,000 1,000 -33_3% 400 513 2,500 53316-CCIS-Worksite Wellness Funds 2,500 2,500 2,500 00% 1,385 3,111 6,200 Total Supplies 5,700 5,700 5,700 -81% 30,738 32,863 59,100 54001-Professional/Contractual Services 56,100 56,100 56,100 -51 44,368 8,260 31,350 54003-Legal Fees 31,350 31,350 31,350 0.0% O 0 600 54205-Utilities-Phone/Pager/Cells 1,500 1,500 1,500 150 0% 1,325 2,146 3,000 54300-Advertising&Publicity 4,500 4,500 4,500 -10 0 1,172 1,003 2,500 54302-Dues&Subscriptions 2,500 2,500 2,500 00% 27,612 24,857 41,500 54303-Professional Development 41,500 41,500 41,500 00% 9,052 10,291 35,700 54311-Special Department Expenses 10,700 10,700 10,700 -70 0% 114,267 79,421 175,750 Total Services 148,150 148,150 148,1.50 -15.7% 12,015 6,191 13,300 56004-Computer Hardware and Software 18,000 18,000 18,000 353% 12,015 6,191 13,300 Total Capital Improvement 18,000 13,000 18,000 35_3% , 687,001 650,450 845,006 Total Human Resources 900487 900,487 900,487 6.6% PAGE 212 - CITY OF TIGARD RISK MANAGEMENT BUDGET UNIT: 1200 The Risk Management Division identifies and manages risk inherent to providing municipal ser- vices, mitigates losses to the city and keeps employees and infrastructure safe. The Risk Management Division offers services such as loss prevention, citywide safety programs and insurance/self-insurance programs to internal service partners. The division reduces harm and adverse financial impact to the city by providing legally mandated health and safety services, insurance programs, and other services. It preserves assets and service capabilities by minimizing the total long-term cost of unplanned losses and their physical and fi- nancial consequences. The work of the division allows the city to create a work and service environment in which the pub- lic and city staff can enjoy safety and security during their daily pursuits. The division works to less- en the inherent dangers and risks faced by many city employees daily to create and maintain a safe community. The city takes safety very seriously, both for the benefit of our employees and the public they serve. RESULTS FOR FISCAL YEAR 2021 • COVID Citywide Safety: COVID-19 resulted in a significant body of work in order to implement safety policies and protocols to create a safer environment for employees and the public related to the pandemic (Reopening Tigard). As part of that effort, the Risk Management Division: Developed and implemented citywide safety protocol, including an infection control plan; exposure risk assessments for all job categories; OSHA safety re- quirements for the workplace; reporting and monitoring structure through COVID Safety Officer Program; trained all employees on above in numerous training efforts. Applied for and received a $22,000 grant to fund COVID safety structural chang- es. Expanded respirator program to include N95 personal protective equipment for Police Department. Assisted with library ergonomic improvements related to library changes in work related to COVID, including a stretch program launched by Risk Management and continued by Library; Safety In Motion training is in process to reduce back and lifting injuries through body mechanic awareness. • The Safety Committee worked the with Police Department and the Facilities Division to improve the safety of Police Department parking lot through fencing. • Implemented workflow changes in auto physical damage claims to improve efficiency in conjunction with our Fleet partners. POLICY AND ADMINISTRATION - PAGE 213 RISK MANAGEMENT BUDGET UNIT: 1200 • Started driver safety training with three online units in the Police Department. • Driving and vehicle incidents have been low this year, in part due to fewer drivers on the road in 2020. Fiscal year-to-date vehicle incidents total eight, with 75% not prevent- able. On track for better results next year. • Work injuries have remained low. Our Workers Compensation modification factor has decreased to 0.73, which means that we're performing 27% better than the standard for employers with a similar classification of employees (a factor of 1.0 is the average). This rate is based on a three-year average of cost and frequency compared to the perfor- mance of similar employers. The city's goal is to remain under 0.90. We have seen sev- eral COVID-related claims for both the disease and required quarantine in our Police Department, where the risk of exposure is greatest; fortunately, we did not have any- body with a severe illness. GOALS FOR FISCAL YEAR 2022 • Our ongoing safety programs have been put on hold in FY 20-21 due to COVID. Our main goal is to prioritize that delayed training and implement postponed safety pro- gram training and development. • COVID Citywide Safety will include implementation of the new OSHA Infectious Disease Program which will replace OSHA's temporary COVID rules. • Total Tyler Risk Management modules will replace our current Risk Management sys- tem, with better integration with existing city data. This will result in a more streamlined and less labor-intensive process without the current level of redundancy. "We willstarrd up to hurtfulspeech and reinforce our efforts to attract workforcethat is representative of our community and our ndo ?' eatavorlawn Snider • 21 _. _( I 1�.! GlT]= r}: #'_S -.. — - : • WC1COM,C to l 1� '— , 1 t Us $114 I . TIGARD �r,4ur.� A Mau to Call Ho= mm.pmvpillglOIM -11110- 117, '' • '' t.'' PAGE 214 - CITY OF TIGARD RISK MANAGEMENT BUDGET UNIT: 1200 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 1.80 1.80 200 Total FTE 1.80 1.80 1.80 138,698 165,117 176,354 51001-Salaries-Management 197,274 197,274 197,274 11_9% 138,698 165,117 176,354 Total Personnel Services-Salaries 197,274 197,274 197,274 119 139 165 176 52001-Unemployment 197 197 197 11_9% 157 158 126 52002-Worker's Compensation 130 130 130 32 10,729 12,895 13,461 52003-Social Security/Medicare 15,092 15,092 15,092 121 1,053 1,269 1,309 52004-Tri-Met Tax 1,526 1,526 1,526 16.6% 19,426 23,116 24,633 52005-Retirement 27,618 27,618 27,618 1/1 1,209 1,324 1,200 52007-VESA-ER 1,380 1,380 1,380 15.0 108 131 1,078 52008-Life Ins/ADD/LTD 700 700 700 -35.1 373 483 0 52009-Long Term Disability 0 0 0 0.0 4,825 9,483 8,358 52010-Medical/Dental/Vision 37,589 37,589 37,589 349.7 734 972 0 52011-Dental Benefits 0 0 0 0.0 -433 2,236 0 52012-Accrued Vacation 0 0 0 0 o% 38,320 52,234 50,341 Total Personnel Services-Benefits 84,232 84,232 84,232 67.3 237 3,081 314 53001-Office Supplies 314 314 314 0.0 0 0 300 53002-Small Tools&Equipment 200 200 200 -333 237 3,081 614 Total Supplies 514 514 514 -16_33/4 49,661 32,459 40,250 54001-Professional/Contractual Services 40,250 40,250 40,250 0.0 4,659 3,959 4,500 54006-Software License and Maintenance 4,500 4,500 4,500 0.0 0 0 300 54205-Utilities-Phone/Pager/Cells 300 300 300 0.0 62 0 125 54.300-Advertising&Publicity 125 125 125 0.0 170 385 560 54302-Dues Sr Subscriptions 740 740 740 321 1,897 758 2,775 54303-Professional Development 1,975 1,975 1,975 -28_83/4 509,072 650,032 765,008 54307-Insurance 872,766 872,766 872,766 14.1% 178 121 630 54311-Special Department Expenses 400 400 400 -36.5 565,699 6S--14 814,148 Total Services 921,056 921,056 921,056 131 742,954 908,146 1,041,457 Total Risk Management 1,203,076 1,203,076 1,203,076 POLICY AND ADMINISTRATION - PAGE 21 5 RISK MANAGEMENT BUDGET UNIT: 1200 INSURANCE FUND The Insurance Fund is an internal service fund established to track workers compensation and other insurance-related revenues as well as limited expenditures. Expenditures in this fund are for self- insured retentions on losses unfunded by traditional insurance policies, management of insurance/ claim activities and reduction of significant liability exposures. FY 2019 FY 2020 FY 2021 Budget Resource Summary 2022 2022 2022 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 21 0.26 0.30 0.30 Total FTE 0.30 0.30 0.30 15,584 15,122 16,212 51001-Salaries-Management 17,907 17,907 17,907 103% 15,584 15,122 16,212 Total Personnel Services-Salaries 17,907 17,907 17,907 105% 16 15 16 52001-Unemployment 18 18 18 12_5% 21 19 11 52002-Worker's Compensation 12 12 12 9_1% 1,172 1,159 1,240 52003-Social Security/Medicare 1,370 1,370 1,370 l05% 118 117 121 52004-Tri-Met Tax 138 138 138 14.0% 1,715 1,268 2,270 52005-Retirement 2,507 2,507 2,507 104% 203 99 160 52007-VEBA-ER 160 180 180 0_0% 21 10 162 52008-Life Ins/ADD/LTD 58 58 58 -642 37 18 0 52009-Long Term Disability 0 0 0 0_0% 2,254 2,922 2,602 52010-Medical/Dental/Vision 5,371 5,371 5,371 106.4% 248 303 0 52011-Dental Benefits 0 0 0 0_0% 256 9 0 52012-Accrued Vacation 0 0 0 0_0% 6,061 5,938 6,602 Total Personnel Services-Benefits 9,654 9,654 9,654 462% 0 40,912 175,000 54307-Insurance 175,000 175,000 175,000 00% 11,688 24,114 42,000 54311-Special Department Expenses 42,000 42,000 42,000 00% 11,688 65,026 217,000 Total Services 217,000 217,000 217,000 0_0% r 33,333 86,086 239,81 Total Risk Management 244,561 244,561 244,561 2.0% PAGE 216 - CITY OF TIGARD CENTRAL SERVICES Central Services i I I I I I Communications MunicipalCoust City'Recorder/ FlManagement Records Description FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 2022 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2021 Revised Number of Positions 24.35 24.35 27.55 29.00 29.00 29.00 5.3% Budget By Category Personnel Services 2,065,205 2,370,606 3,213,597 3,135,203 3,135,203 3,135,203 -2.4% Materials&Services 1,342,734 1,461,959 2,260,671 1,971,507 1,971,507 1,971,507 -12.8% Interdepartmental Costs 159,305 90,588 102,651 114,515 114,515 114,515 11.6% Capital Outlay 201,879 124,175 396,400 314,700 314,700 314,700 -20.6% Total All Category 3,769,123 4,047,327 5,973,319 5,535,925 5,535,925 5,535,925 -7.3% Budget By Division Communications 507,360 806,054 868,944 875,754 875,754 875,754 0.8% Municipal Court 655,156 613,074 1,603,491 1,385,031 1,385,031 1,385,031 -13.6% City Recorder/Records 483,056 401,222 482,459 484,482 484,482 484,482 0.4% Fleet Maintenance 294,219 308,017 680,026 359,501 359,501 359,501 -47.1% Fleet Maintenance-Old 0 0 0 0 0 0 0.0% Property Management 1,829,332 1,918,961 2,338,399 2,431,157 2,431,157 2,431,157 4.0% Property Management-Old 0 0 0 0 0 0 0.0% Total All Division 3,769,123 4,047,327 5,973,319 5,535,925 5,535,925 5,535,925 -7.3% Budget by Fund General Fund-100 655,156 613,074 1,603,491 1,385,031 1,385,031 1,385,031 -13.6% Water Debt Service Fund-533 0 0 0 0 0 0 0.0% Central Services Fund-600 990,416 1,207,276 1,351,403 1,360,236 1,360,236 1,360,236 0.7% Fleet/Property Management Fun 2,123,551 2,226,977 3,018,425 2,790,658 2,790,658 2,790,658 -7.5% Total All Fund 3,769,123 4,047,327 5,973,319 5,535,925 5,535,925 5,535,925 -7.3% POLICY AND ADMINISTRATION - PAGE 217 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES The Central Services Department provides a variety of services to external and internal customers. The department includes the Property Management Division, the Communications Division, the Tigard Municipal Court, the City Recorder& City Records Division, and the Fleet Management Di- vision. The Property Management Division provides contractual oversight and in-house assistance for the environmental health, safety and security of city facilities. This includes building security, fire safe- ty,janitorial services, maintenance and repair. In 2016, the city contracted to have a Facilities Con- dition Assessment completed. The study determined the current condition of the city's main build- ings and identified maintenance and repair needs. While most buildings are in fair condition, the assessment identified a need for maintenance that is beyond the division's ability to remedy with current staffing and funding. Failure to complete the identified maintenance will result in a contin- ued decline in the buildings' overall conditions. The Communications Division is an in-house team that provides centralized resources in support of the city's branding and communications efforts and the City Council's desire for effective com- munication with the public. The team provides services to city staff in the following areas: commu- nications planning and strategy, graphic design, website design, copywriting, editing, news releas- es and video production. Tigard's Municipal Court is a limited jurisdiction court. The typical caseload is traffic- and parking- related; however, code violations and limited types of crimes that occur in the city can be cited into the court. The court strives to promote safety through the use of the court's traffic safety di- version program and monthly articles in the city's newsletter. The City Recorder& City Records division provides legislative, electoral and recordkeeping ser- vices to the City Council, the public and staff. Citizens may interact with the team when requesting public records, attending a council meeting or inquiring into upcoming elections. In-house repro- graphic services and mail processing are also completed within the division. In addition, the city's public portal, which allows citizens access to public documents, is maintained by this team. The Fleet Management Division provides contractual oversight and in-house assistance for routine vehicle maintenance and repair of all city vehicles and equipment. Staff also work with depart- ments to determine replacement schedules for vehicles and coordinate the surplus process for de- commissioned vehicles. PAGE 218 - CITY OF TIGARD DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES - FY 18-19 FY 19-20 FY 20-21 FY 21-22 INITIATIVE MEASURE DESCRIPTION ACTUAL ACTUAL REVISED TARGET Performance Complete Work The city's buildings Audit, Cus- Orders within 10 and fleet are main- tomer Service days of the re- tained and custom- 8 days 9 days 2.25 days 5 days quested target er's expectations are date of the work. met. Performance City communications State of State of State of State of Audit, Access, engage the commu- the City- the City- the City— the City— Customer nity and advance the 260 250 300 260 Service, vision, support and Council Council Council Council Increase in the Transparency number of individ enhance community outreach outreach- outreach outreach uals: gatherings. -22 250 — 1,100 —450 1) Accessing city Council Outreach: City (virtual City information via Fireside Chats, City meetings events). meetings website, social me- Council Spark, etc. meetings -212 City — 140 dia, Cityscape, City Meetings: City -212 Web Hits meetings- Web Hits print media, etc. Council Meetings, Web Hits - 139 — 2) Attending city Board/Committee - 1,250,000 Web Hits- 1,400,000 sponsored meet- Meetings 1,136,823 Cityscape 1,300,000 Cityscape ings and events Cityscape: City's Cityscape - 22,000 Cityscape —31,000 email newsletter -2,500 Social -29,000 Social Social media: #of Social media- Social media— followers across so- media- 13,000 media- 18,200 cial media platforms 7,315 16,300 Performance % of defendants Roadway and pedes- Audit successfully corn- trian safety are pro- pleting the court rooted through edu- ordered traffic cation. 88% 90% 84% 85% school diversion prior to suspension sanctions. Access, Promote transparen- Transparency cy by making public records available # of public records online. Number fluc- available on-line. tuates based on rec- 205,000 153,000 167, 373 150,000 ords added and re- moved- per state archiving require- ments. Access, Promote govern- Transparency # of public records ment transparency requests in a year. by responding to 409 489 459 400 requests for public records. Customer No more than 5% The city's building Service, Per- of Facilities and and fleet customers formance Fleet work orders receive a high stand- --- <1% <1% Audit are "re-work" re- and and quality of quiring more than work. one repair visit. POLICY AND ADMINISTRATION - PAGE 219 COMMUNICATIONS BUDGET UNIT: 1300 PROGRAM DESCRIPTION The Design and Communications Division provides external and internal communication to ad- vance the City Council goals and the city's strategic plan. • Examples of external communications: social media (Facebook, Instagram, Linkedln, Nextdoor, and Twitter), weekly city newsletter (29,000 digital subscribers), En Contacto podcast, Talking Tigard podcast, and the Reader Board outside City Hall. • Examples of internal communications: employee newsletter (twice a month) and quar- terly all-staff meetings. In addition, the division works to maintain and update the city website. It creates visually appealing flyers, identifiers, infographics, social media images, and reports for all city departments. The division leads the Community Roundtable, which is comprised on nonprofit and faith-based leaders. It also produces the annual State of the City presentation. The division coordinates the translation of city communications. RESULTS FOR FISCAL YEAR 2021 • Published the twice-yearly City Report that highlights the city's progress implementing the strategic plan. • Increased the city's social media audience by 3% Facebook, 6% Instagram, 8% Linkedln, and 4%Twitter. • Hosted 26 virtual community conversations with the Mayor and City Council to share the latest on COVID-19, Police Services Levy, and Public Safety Advisory Board. • Designed the Popular Annual Financial Report in English and Spanish, which was recog- nized with the "outstanding achievement" award by the Government Finance Officers Association. • Expanded the number of subscribers to the city's newsletter by 5%. • Launched and grew the audience for the city's two podcasts—Talking Tigard (English) and En Contacto (Spanish). More than 50 episodes were recorded and published; over 5,000 community members have downloaded the podcasts. Episodes featured busi- nesses and nonprofit organizations that received COVID-19 funding from the city, prominent scholars and experts who talked about their experience with race and how Tigard can foster a more equitable community, and staff who are leading the city's stra- tegic plan. PAGE 220 - CITY OF TIGARD COMMUNICATIONS BUDGET UNIT: 1300 GOALS FOR FISCAL YEAR 2022 • Increase awareness about the City Facilities Consolidation project. This will help com- munity members decide about a potential ballot measure in November 2021. • Launch a new city website focused on services instead of departments. • Continue to grow the audience for the Talking Tigard podcast and En Contacto podcast. • Increase the amount of city communications offered in English and Spanish. • Focus on timely, authentic communication that advances the city's strategic plan. Engage with ' YOUR i 7 TIGIVItD POLICY AND ADMINISTRATION - PAGE 221 COMMUNICATIONS BUDGET UNIT: 1300 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 4.75 5.35 5.60 Total FTE 5.60 5.60 5.60 207,337 269,354 266,856 51001-Salaries-Management 287,294 287,294 287,294 77% 66,299 73,334 136,719 51002-Salaries-General 81,920 81,920 81,920 -40_1% 41,587 67,474 30,962 51004-Part Time-Regular 89,642 89,642 89,642 1893% 195 27 0 51006-Overtime 0 0 0 00% 315,418 410,190 434,537 Total Personnel Services-Salaries 458,856 458,656 458,856 5.6% 316 410 433 52001-Unemployment 458 458 458 5.8% 363 436 327 52002-Worker's Compensation 305 305 305 -6.7% 23,946 31,097 33,212 52003-Social Security/Medicare 35,103 35,103 35,103 5.7% 2,395 3,155 3,228 52004-Tri-Met Tax 3,552 3,552 3,552 10_0% 37,546 46,953 54,507 52005-Retirement 57,378 57,378 57,378 5_3% 3,006 4,427 4,650 52007-VEBA-ER 4,650 4,650 4,650 00% 244 310 2,124 52008-Life Ins/ADD/LTD 1,686 1,686 1,686 -20_6% 723 935 0 52009-Long Term Disability 0 0 0 00% 43,479 61,943 78,958 52010-Medical/Dental/Vision 81,373 81,373 81,373 31% 4,755 6,206 0 52011-Dental Benefits 0 0 0 0_0% -17,543 23,124 0 52012-Accrued Vacation 0 0 0 00% 99,230 178,998 177,439 Total Personnel Services-Benefits 184,505 184,505 184,505 40% 6,837 62,386 68,525 53001-Office Supplies 64,600 64,600 64,600 -57% 0 0 400 53002-Small Tools&Equipment 400 400 400 00% 8,837 62,386 68,925 Total Supplies 65,000 65,000 65,000 -5.7% 5,164 61,437 26,150 54001-Professional/Contractual Services 24,400 24,400 24,400 -6_7% 99 0 2,500 54004-Printing Services 2,500 2,500 2,500 00% 137 300 0 54113-R&M-Vehicles 0 0 0 00% 30,712 27,726 44,958 54114-R&M-Office Equipment 44,958 44,958 44,958 0_0% 0 0 300 54205-Utilities-Phone/Pager/Cells 300 300 300 00% 1,504 100 100 54300-Advertising&Publicity 100 100 100 00% 57 0 0 54301-Fees and Charges 0 0 0 00% 2,047 8,936 2,600 54302-Dues&Subscriptions 2,600 2,800 2,800 00% 1,697 13,780 2,000 54303-Professional Development 2,000 2,000 2,000 0.0% 36,383 26,636 31,635 54309-Rents and Leases 31,635 31,635 31,635 00% 986 7,076 18,000 54311-Special Department Expenses 20,000 20,000 20,000 11.1% 80,786 145,993 128,443 Total Services 128,693 128,693 128,693 0.2% 3,088 6,486 39,600 56004-Computer Hardware and Software 38,700 38,700 38,700 -35_1% 3,088 8,488 59,600 Total Capital Improvement 38,'00 38,700 38,700 -351% 507,359 806,054 868,944 Total Communications 875,754 875,754 875,754 0.8% PAGE 222 - CITY OF TIGARD MUNICIPAL COURT BUDGET UNIT: 1400 PROGRAM DESCRIPTION The Tigard Municipal Court is the judicial branch of city government. The court has the authority to hear a wide range of cases arising under Oregon law and the Tigard Municipal Code. The court processes and resolves cases in a manner that is fair, impartial and respectful, providing services that are efficient, timely and accurate. The court also provides education about Oregon law and traffic safety concerns within Tigard with the goal of helping to make our community safer. Court rules are established by the presiding judge; these rules allow staff to reduce presumptive fine amounts for many drivers, set cases for new hearing dates, refer defendants to driver-safety programs, and establish payment plans. Regulatory requirements are mandated by the state gov- ernment. RESULTS FOR FISCAL YEAR 2021 • COVID-19 response: The court was unable to hold in-person appearances during the pandemic and quickly began to explore other options to serve the community. After having installed Imaging software, the previous year, the court was able to successfully assist the public virtually during this time of building closure, using technology and of- fering phone and virtual hearings. • The court, understanding how court fees can disproportionately affect people with low- er socioeconomic status, has alleviated almost all its fees. This responds to the city's efforts to combat racism. • Verification of electronic data which will allow for quicker physical file destruction (while still complying with all the applicable guidelines for storage of documents and evi- dence) and alleviate a shortage of physical storage space. GOALS FOR FISCAL YEAR 2022 • To continue fine-tuning all aspects of the city's Photo Enforcement Program as they re- late to the court and court processes. • To continue utilizing technology to reach more members of the community using alter- nate methods of communication; i.e., phone hearings, virtual court. • To eliminate any backlog caused by COVID-19 and the 434% increase in caseload be- tween FY20 and FY21 due to the city's implementation of the Photo Enforcement Pro- gram. POLICY AND ADMINISTRATION - PAGE 223 MUNICIPAL COURT BUDGET UNIT: 1400 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 650 6.50 990 Total FTE 990 990 9.90 157,142 166,589 341,301 51001-Salaries-Management 245,350 245,350 245,350 -28_1% 101,934 167,453 395,035 51002-Salaries-General 418,321 418,321 418,321 S_9% 12,150 0 0 51004-Part Time-Regular 0 0 0 0.0% 0 0 33,858 51006-Overtime 34,467 34,467 34,467 L8% 729 936 1,384 51007-Incentive Pay 5,345 5,345 5,345 286_2% 271,955 334,978 771,578 Total Personnel Services-Salaries 703,483 703,483 703,483 -8_8% 272 335 1,023 52001-Unemployment 662 662 662 -35.3% 411 402 1,103 52002-Worker's Compensation 486 486 486 -55.9% 20,381 25,144 78,663 52003-Social Security/Medicare 50,648 50,648 50,648 -35_6% 2,066 2,576 7,637 52004-Tri-Met Tax 5,123 5,123 5,123 -32_9% 23,902 30,805 116,385 52005-Retirement 75,956 75,956 75,956 -34.7% 3,207 4,073 14,400 52007-VESA-ER 8,550 8,550 8,550 -40.6% 234 284 4,272 52008-Life Ins/ADD/LTD 2,157 2,157 2,157 -49.5% 551 676 0 52009-Long Term Disability 0 0 0 0.0% 56,212 66,700 247,732 52010-Medical/Dental/Vision 169,431 169,431 169,431 -31 6% 5,878 6,524 0 52011-Dental Benefits 0 0 0 0.0% 113,114 137,519 471,215 Total Personnel Services-Benefits 313,013 313,013 313,013 -33.6% 3,742 1,096 3,570 53001-Office Supplies 5,000 5,000 5,000 401% 3,350 0 4,600 53006-Technology Equipment under$5,000 3,000 3,000 3,000 -34.8% 7,092 1,096 8,170 Total Supplies 8,000 8,000 8,000 -2.1% 25,884 27,018 168,320 54001-Professional/Contractual Services 166,200 166,200 166,200 -L3% 30,770 0 0 54003-Legal Fees 0 0 0 00% 31,765 14,611 34,424 54006-Software License and Maintenance 25,210 25,210 25,210 -26.8% 0 0 600 54205-Utilities-Phone/Pager/Cells 3,300 3,300 3,300 4500% 175 408 400 54300-Advertising&Publicity 1,000 1,000 1,000 1500% 982 1,092 1,427 54302-Dues&Subscriptions 2,800 2,800 2,800 96.2% 3,948 3,079 13,700 54303-Professional Development 17,000 17,000 17,000 241% 5,047 3,543 20,000 54306-Credit Card Fees 25,000 25,000 25,000 25.0% 288 314 1,706 54311-Special Department Expenses 2,010 2,010 2,010 17.8% 99,859 50,066 240,577 Total Services 242,520 242,520 242,520 08% 3,833 2,783 9,300 56004-Computer Hardware and Software 3,500 3,500 3,500 -62.4% 3,833 2,783 9,300 Total Capital Improvement 3,500 3,500 3,500 -62A% 136,714 13,641 13,834 58100-Indirect Charges-City Management 20,461 20,461 20,461 47.9'/ 460 24,550 31,563 58110-Indirect Charges-Human Resources 35,195 35,195 35,195 11 5% 101 5,386 7,195 58120-Indirect Charges-Risk Management 8,023 8,023 8,023 11.5% 3,905 20,504 21,630 58130-Indirect Charges-Office Services 21,800 21,800 21,800 0 8% 14,460 6,487 6,112 58150-Indirect Charges-Records 8,146 8,146 8,146 0.4% 144 7,871 10,700 58160-Indirect Charges-City Attorney 10,811 10,811 10,811 1 0% 58 5,479 6,257 58200-Indirect Charges-Finance 6,377 6,377 6,377 1.9'/ Administration 130 0 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0% 3,040 2,714 3,360 58230-Indrect Charges-Technology 3,702 3,702 3,702 10 2% 293 0 0 58640-Indirect Charges-Property Managemer 0 0 0 0.0% 159,305 86,632 102,651 Total Internal Services 114,515 114,515 114,515 11 6 655,158 613,074 1,603,491 Total Municipal Court 1,385,031 1,385,031 1,385,031 -13.6% PAGE 224 - CITY OF TIGARD CITY RECORDER/RECORDS BUDGET UNIT: 1500 PROGRAM DESCRIPTION The City Recorder is one of three positions noted in the Tigard City Charter that serve at the pleasure of the City Council. The City Manager and the Municipal Judge are the other two. The charter says the City Recorder "shall serve ex officio as clerk of the Council, attend all its meetings unless excused ... keep an accurate record of its proceedings ... and be the City's elections officer." The Charter also provides for a clerk of the council pro tern, who serves in the Recorder's absence (our Deputy Recorder). Our third team member is a Rec- ords Specialist who receives and processes public records requests, trains other staff on public records requirements and maintains our electronic records management system as well as paper records that do not require permanent retention. We are governed by and make sure the city follows Oregon public meeting, public records, ethics and elections laws. Duties of the City Recorder position regarding City Council meetings and related events include: • Providing notice when city officials will meet and preparing agendas. • Providing opportunities to comment in person, electronically or telephonically (during COVID there is no in-person testimony). • Providing multiple ways for the public to watch meetings from TV, computer or mobile device, including YouTube with closed captioning. • Providing an accurate record of the proceedings and decisions made. • Posting (online only during COVID) ordinances, resolutions and proclamations approved by council. • Ensuring that public access to the legislative process is maintained. Meeting notices, published agendas and availability of accurate meeting records ensure participation and transparency. • Making sure the public is informed about how they can comment or provide testimony at meetings or hearings. • Ensuring that the Mayor's Fireside Chat meeting is staffed and that questions from the public receive responses. Duties of the City Recorder position regarding public records include: • Providing public records within state-mandated deadlines. • Providing access to some permanent records online, free of charge. • Training staff and monitoring how public records are maintained as required and destroyed at the end of their legal retention period. • Maintaining the city's permanent records repositories. • Adding, verifying accuracy of, and updating records going into the Electronic Records Management System (Laserfiche). • Maintaining paper records which have shorter retention requirements offsite and retrieving them per staff needs. • Ensuring public records are protected and preserved in a manner and for a length of time per the State Archives requirements for municipal records. POLICY AND ADMINISTRATION - PAGE 225 CITY RECORDER/RECORDS BUDGET UNIT: 1500 Duties of the City Recorder position regarding city codes include: • Maintaining the Tigard Municipal Code and Community Development Code, keeping them current, listing alerts for amendments during the 30-day period until ordinances take effect. • Responding to questions on various topics such as nuisances, parking, or where to find specific building and planning information. Duties of the City Recorder position regarding city elections include: • Acting as elections official. • Coordinating council candidate or measure elections. • Responding to questions about elections in general from the public. • Meeting public notice requirements and all filing deadlines. • Assisting candidates or initiative petitioners with filings. RESULTS FOR FISCAL YEAR 2021 • Responded to COVID-19 in a variety of ways: Council meetings became virtual, ne- cessitating meeting in Microsoft Teams. Public comment needed to be accommodated since no in-person testimony was allowed. A portal was created on the website specif- ically for council meeting comments. These are consolidated and emailed to Council prior to each meeting. Ordinances were posted only the code webpage, as building lobbies were closed to the public. Meetings with potential council candidates were held by appointment only as offices were closed. Recorder staff working from home came into City Hall and followed sanitizing, physical distancing and masking protocols to give orientation, accept petition signatures to take to Washington County, accept additional signatures if they were short, take in filing documents and payments. We ended up with seven candidates and more than two dozen separate appointments. • Completed implementation of Smarsh archive project: This enables the city's emails, website, social media and texts to be archived. It started in FY 19-20 but the complexity of getting everyone into the system and adding city phone numbers to pri- vate devices extended into FY 20-21. It is a system improvement to have the various archiving done through one service and will help the city meet legal requirements in the case of a records request or other need for work-related texts. The community benefits by having improved access to records and enhanced trust that work-related text conversations will be captured. • Implemented online, searchable Municipal and Community Development Codes: Accompanied by a reformatting project, putting the codes online in a hosted program makes it much easier and faster for staff and the public to search and find the sections they need. The reformatting is easier to read and smoother for staff to update. It takes less staff time for adopted amendments to be posted during the 30-day period until their effective date. PAGE 226 - CITY OF TIGARD CITY RECORDER/RECORDS BUDGET UNIT: 1500 GOALS FOR FISCAL YEAR 2022 • Hybrid Council Meetings - The Recorders face the prospect of hybrid council meet- ings, in which some council, staff, outside presenters and the public will be meeting virtually while others will be in person at the same meeting. This will require coordina- tion with IT, some additional software and working with Risk/HR on COVID-19 proto- cols for Town Hall. Our council meets weekly and we have various meeting formats that must be accommodated such as business, workshops, study sessions and execu- tive sessions. We will need to increase access for public participation yet maintain safe- ty protocols for a variety of meeting types. • Bilingual Council Meetings—We have a starter amount of funding in our budget this year for translating a few council meetings if there is community interest. We would like to explore how to make sure diverse groups feel welcome at Council meetings and feel comfortable offering input. POLICY AND ADMINISTRATION - PAGE 227 CITY RECORDER/RECORDS BUDGET UNIT: 1500 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 3.85 3.25 3.25 Total FTE 3.25 3.25 125 182,063 149,278 188,127 51001-Salaries-Management 190,205 190,205 190,205 1.1% 54,723 80,535 66,793 51002-Salaries-General 68,947 68,947 68,947 3.2% 26,680 0 0 51004-Part Time-Regular 0 0 0 0.0% O 95 0 51006-Overtime 0 0 0 0.0% 263,466 229,908 254,920 Total Personnel Services-Salaries 259,152 259,152 259,152 L7% 263 230 254 52001-Unemployment 257 257 257 L2% 560 289 232 52002-Worker's Compensation 238 238 238 16% 19,748 17,192 19,501 52003-Social Security/Medicare 19,563 19,563 19,563 03% 2,000 1,768 1,896 52004-Tri-Met Tax 1,979 1,979 1,979 4_4% 33,629 26,737 33,018 52005-Retirement 33,046 33,046 33,046 0_1% 3,144 2,136 2,250 52007-VEBA-ER 2,250 2,250 2,250 0_0% 238 176 1,337 52008-Life Ins/ADD/LTD 938 938 938 -29_8% 729 559 0 52009-Long Term Disability 0 0 0 0_0% 61,153 51,370 62,561 52010-Medical/Dental/Vision 61,769 61,769 61,769 -13% 6,279 4,932 0 52011-Dental Benefits 0 0 0 0_0% -1,660 1,118 0 52012-Accrued Vacation 0 0 0 0_0% 126,083 106,506 121,049 Total Personnel Services-Benefits 120,040 120,040 120,040 -0.8% 36,474 401 1,510 53001-Office Supplies 1,510 1,510 1,510 0_0% 119 80 200 53003-Fuel 200 200 200 0_0% 0 0 2,500 53006-Technology Equipment under$5,000 1,500 1,500 1,500 -400% 36,593 480 4,210 Total Supplies 3,210 3,210 3,210 -218% 15,997 23,984 54,820 54001-Professional/Contractual Services 57,620 57,620 57,620 5.1% 24,365 28,856 34,600 54006-Software License and Maintenance 34,850 34,850 34,850 0.7% 0 0 650 54113-R&M-Vehicles 650 650 650 0_0% 4,845 0 600 54114-R&M-Office Equipment 600 600 600 0.0% 512 524 0 54205-Utilities-Phone/Pager/Cells 600 600 600 100.0% 78 938 1,200 54300-Advertising&Publicity 1,200 1,200 1,200 0.0% 0 0 200 54301-Fees and Charges 100 100 100 -50_0% 610 610 610 54302-Dues&Subscriptions 610 610 610 0.0% 4,838 4,082 8,600 54303-Professional Development 4,950 4,950 4,950 -42.4°/ 5,397 1,079 0 54309-Rents and Leases 0 0 0 0_0% 275 299 1,000 54311-Special Department Expenses 900 900 900 -100% 56,917 60,372 302,280 Total Services 102,080 102,080 102,080 -0.2% 0 201 0 58100-Indirect Charges-City Management 0 0 0 0_0% 0 313 0 58110-Indirect Charges-Human Resources 0 0 0 0_0% O 59 0 58120-Indirect Charges-Risk Management 0 0 0 0.0% O 254 0 58130-Indirect Charges-Office Services 0 0 0 0.0% O 354 0 58150-Indirect Charges-Records 0 0 0 0.0% O 98 0 58160-Indirect Charges-City Attorney 0 0 0 0.0% O 70 0 58200-Indirect Charges-Finance 0 0 0 0.0% Administration 0 143 0 58210-Indirect Charges-Financial Operations 0 0 0 0_0% 0 2,133 0 58230-Indirect Charges-Technology 0 0 0 0_0% 0 330 0 58640-Indirect Charges-Property Managemer 0 0 0 0_0% 0 3,955 0 Total Internal Services 0 0 0 0.0% 483,059 401,222 482,459 Total City Recorder/Records 484,482 484,482 484,482 PAGE 228 - CITY OF TIGARD FLEET MAINTENANCE BUDGET UNIT: 6300 PROGRAM DESCRIPTION The Facilities and Fleets Division provides maintenance, repair, and upgrades to city-owned prop- erty, including equipment and vehicles. The Facilities Division focuses on maintenance, repair, and upgrades to property. It manages criti- cal infrastructure and maintains city properties at the highest standards possible, working to ex- tend the lifespan of city buildings. It provides a high level of maintenance to reduce overall costs for taxpayers and to help ensure a pleasant experience in public-facing spaces. The division works to improve access to key local government buildings by providing proper physical access to all members of the public. The division works to ensure compliance with federal and state regulations, including conducting an independent review of the Americans with Disabilities act to prioritize compliance; contracting with a state-licensed elevator-service provider to ensure compliance; and managing internal re- views and reporting for state Department of Environmental Quality compliance. The division provides a high level of customer service, with work orders to be completed within five business days. The Fleet Division provides maintenance and repair for all city equipment and vehicles and man- ages the procurement and disposition of equipment and vehicles. The division ensures a high level of vehicle maintenance to reduce overall costs for taxpayers. It balances a high level of vehicle maintenance and vehicle replacement to ensure the highest value of vehicle life, thus reducing overall costs. The Fleet Division provides value to the city in both service and cost savings. The division offers nearly instantaneous service for emergency situations; "walk-in" customers get priority service if needed. Procurement of vehicles and equipment is done completely in-house. Service work is care- fully tracked to ensure best value in terms of doing the work in-house versus contracting it out. The division manages internal processes to ensure compliance with state fire marshal and Depart- ment of Environmental Quality regulations for card lock fuel dispensing. RESULTS FOR FISCAL YEAR 2021 • Improvements in building systems helped ensure the safest work environment possible, allowing staff to work on-site and maintain a high level of customer service for the community. • Performance Audit allowed the Facilities Division to review and focus on performance measures to help with efficiency and effectiveness. • COVID-19 taxed the Facilities team, resulting in some deferred maintenance. But COVID also allowed the Facilities team to display a high level of productivity and professional- ism in the face of challenging times. The creation of a replacement program for office chairs wasn't started, as staff members weren't working much (if at all) in the office. However, a robust tracking system for COVID personal protective equipment was devel- oped. The division worked closely with other city departments to create "best practices" for COVID protocol, including setting occupancy limits, engineering controls of transac- tion barriers, cubical rearrangements and sanitization policies. POLICY AND ADMINISTRATION - PAGE 229 FLEET MAINTENANCE BUDGET UNIT: 6300 GOALS FOR FISCAL YEAR 2022 Facilities • Work to provide satisfactory workspace in a potential temporary new site. • Work to provide subject matter expertise for CFC project; provide input for building components such as plumbing, HVAC, furniture specs, traffic flow and building materi- als. • Coordinate with staff for safe reopening of facilities after COVID restrictions ease. • Transition to Tyler system will help track work and gain efficiency. Fleet • Continue to work with each department to ensure timely maintenance and replace- ments of vehicles and equipment. • Transition to Tyler system will help track work and gain efficiency. INI. . _ _ ._± Stations • `T Electric vehicle charging _. I_ stations have been installed r,__-- ! in five locations in Tigard as T v _ . F : pant of Then' Project. k . •--0,5.V.,:15r4 , i 44, A - ..2.1....!--, 49 PAGE 230 - CITY OF TIGARD FLEET MAINTENANCE BUDGET UNIT: 6300 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 2.60 2.60 2.75 Total FTE 2.75 2.75 2.75 86,502 87,634 96,041 51001-Salaries-Management 114,060 114,060 114,060 188% 96,696 105,347 112,631 51002-Salaries-General 108,859 108,859 108,859 -33% 152 112 513 51006-Overtime 611 611 611 19.1% 185,350 193,092 209,185 Total Personnel Services-Salaries 223,530 223,530 223,530 6.9% 185 193 209 52001-Unemployment 223 223 223 6_7% 3,819 2,183 2,562 52002-Worker's Compensation 2,398 2,398 2,398 -6.4°/ 13,909 14,465 15,961 52003-Social Security/Medicare 17,054 17,054 17,054 6.8% 1,408 1,485 1,552 52004-Tri-Met Tax 1,726 1,726 1,726 11_2% 22,006 23,235 25,835 52005-Retirement 28,006 28,006 28,006 8.4°/ 2,115 2,137 2,220 52007-VESA-ER 2,190 2,190 2,190 -L4% 166 157 694 52008-Life Ins/ADD/LTD 648 848 848 22.2% 478 535 0 52009-Long Term Disability 0 0 0 0.0% 44,689 46,090 53,754 52010-Medical/Dental/Vision 55,472 55,472 55,472 32% 4,710 4,674 0 52011-Dental Benefits 0 0 0 0.0% 93,485 95,156 102,787 Total Personnel Services-Benefits 107,917 107,917 107,917 5.0% 1,577 2,720 2,000 53001-Office Supplies 1,000 1,000 1,000 -50.0% 2,673 651 6,000 53002-Small Tools&Equipment 6,904 6,904 6,904 151% 622 459 500 53003-Fuel 500 500 500 0.0% 0 0 0 53006-Technology Equipment under$5,000 1,000 1,000 1,000 1000% 4,872 3,830 8,500 Total Supplies 9,404 9,404 9,404 10.6% O 201 1,000 54001-Professional/Contractual Services 0 0 0 -100 0°/ 356 4,243 5,000 54101-R&M-Facilities 5,000 5,000 5,000 0.0% 6,151 6,771 5,000 54113-R&M-Vehicles 5,000 5,000 5,000 0_0% O 0 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0% 0 0 1,000 54204-Utilities-Garbage 1,000 1,000 1,000 00% 531 539 1,104 54205-Utilities-Phone/Pager/Cells 1,000 1,000 1,000 -9.4% 53 0 0 54300-Advertising&Publicity 0 0 0 0.0% 460 310 B00 54301-Fees and Charges 1,250 1,250 1,250 563% O 0 500 54302-Dues&Subscriptions 500 500 500 0.0% 0 0 2,000 54303-Professional Development 2,000 2,000 2,000 0.0% O 0 280,000 54309-Rents and Leases 0 0 0 -100.0% 963 1,873 1,150 54311-Special Department Expenses 900 900 900 -2L7% 10,514 15,939 298,554 Total Services 17,650 17,650 17,650 -94_1% 0 0 60,000 56003-Vehicles 0 0 0 -100.0% O 0 1,000 56004-Computer Hardware and Software 1,000 1,000 1,000 0.0% O 0 61,000 Total Capital Improvement 1,000 1,000 1,000 -98.4°/ 294,221 308,017 680,026 Total Fleet Maintenance 359,501 359,501 359,501 47.1°6 POLICY AND ADMINISTRATION - PAGE 231 PROPERTY MANAGEMENT BUDGET UNIT: 6400 PROGRAM DESCRIPTION The Property Management Division provides services to achieve sustainability in the maintenance and operation of all city facilities. The division provides both contractual oversight and in-house assistance for the environmental health, safety and security of all city facilities. The division also provides building security,janitorial services, maintenance and repair, structural repairs, painting, HVAC maintenance, plumbing, electrical work and setup and cleanup for meet- ings. PROGRAM RESULTS FOR FISCAL YEAR 2021 • Effectively and efficiently maintained the City of Tigard's facilities and provide a safe and clean environment for staff and our customers. GOALS FOR FISCAL YEAR 2022 • Work to provide satisfactory workspace in a potential temporary new site. • Work to provide subject matter expertise for CFC project; provide input for building components such as plumbing, HVAC, furniture specs, traffic flow and building materi- als. • Coordinate with staff for safe reopening of facilities after COVID restrictions ease. • Transition to Tyler system will help track work and gain efficiency. 4.- , . . Tigard .._ tiiii I pi:it City Tian' .. . •; , „..„,,,,, . ,--___ "...:::,„:,,,,:,:;:. it... ,. , . .,-. .- q_.-.:4„,..„.. , • .. , -----_] ..(: . . - ' .,. . ,_ -\, ,,.,-,i..... . .. , IF - - . .,,., - .„.... iiip• _, . j; tom. , t _ r PAGE 232 - CITY OF TIGARD PROPERTY MANAGEMENT BUDGET UNIT: 6400 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 6.65 6.65 6_50 Total FTE 7.50 7.50 730 117,928 136,593 136,631 51001-Salaries-Management 126,469 126,469 126,469 -7 4% 281,205 315,968 314,216 51002-Salaries-General 384,753 384,753 384,753 22.4 4,062 2,157 5,130 51006-Overtime 5 772 5,222 5,222 1.8% 403,195 454,718 455,977 Total Personnel Services-Salaries 516,444 516,444 516,444 133% 404 455 449 52001-Unemployment 511 511 511 13.8% 11,162 7,300 7,906 52002-Worker's Compensation 7,985 7,985 7,985 1 0 30,380 35,169 34,490 52003-Social Security/Medicare 39,109 39,109 39,109 13.4% 3,063 3,499 3,354 52004-Tri-Met Tax 3,956 3,956 3,956 17 9 43,035 50,502 52,494 52005-Retirement 58,942 58,942 58,942 12 3 5,320 5,619 5,430 52007-VEBA-ER 6,360 6,360 6,360 17.1 393 400 1,387 52008-Life Ins/ADD/LTD 1,972 1,972 1,972 42 2 857 1,167 0 52009-Long Term Disability 0 0 0 0 0 76,584 93,919 109,400 52010-Medical/Dental/Vision 129,426 129,428 129,428 18.3 10,998 13,642 0 52011-Dental Benefits 0 0 0 0 0 11,718 16,858 0 52012-Accrued Vacation 0 0 0 0.0 193,914 229,540 214,910 Total Personnel Services-Benefits 248,263 248,263 248,263 15 5 415 1,121 1,800 53001-Office Supplies 1,500 1,500 1,500 -16.7 1,007 10,479 2,000 53002-Small Tools&Equipment 2,300 2,300 2,300 150 2,771 6,474 3,000 53003-Fuel 3,000 3,000 3,000 0.0 4,193 18,074 6,800 Total Supplies 6,800 6,800 6,800 00% 314,947 405,017 578,914 54001-Professional/Contractual Services 453,000 453,000 453,000 -21.8 228,655 205,915 245,000 54101-R&M-Facilities 387,000 387,000 387,000 58 0 713 3,122 7,300 54105-R&M-Grounds 7,500 7,500 7,500 0.0 13,292 5,049 4,000 54113-R&M-Vehicles 4,000 4,000 4,000 0.0 O 36 300 54114-R&M-Office Equipment 300 300 300 0 0 201,194 195,500 233,000 54201-Utilities-Electric 220,000 220,000 220,000 -5.6 156,354 145,916 160,000 54202-Utilities-Water/Sewer/SWM 160,000 160,000 160,000 0.0 36,779 50,555 70,000 54203-Utilities-Natural Gas 60,000 60,000 60,000 -14 3 4,691 5,227 4,032 54205-Utilities-Phone/Pager/Cells 4,032 4,032 4,032 0.0 966 301 500 54300-Advertising&Publicity 500 500 500 0 0 934 5,597 500 54301-Fees and Charges 500 500 500 0 0 111 0 450 54302-Dues&Subscriptions 450 450 450 0.0 585 4,089 2,500 54303-Professional Development 2,500 2,500 2,500 0 0 71,916 70,629 83,016 54309-Rents and Leases 83,868 83,868 83,868 1 0 1,936 6,771 4,500 54311-Special Department Expenses 4,500 4,500 4,500 00% 1,033,073 1,103,725 1,394,212 Total Services 1,386,150 1,386,150 1,388,150 -04% 171,663 112,690 241,000 56002-Buildings&Improvements 211,000 211,000 211,000 -12.4 23,295 215 0 56003-Vehicles 45,000 45,000 45,000 100 0 O 0 300 56004-Computer Hardware and Software 500 500 500 0.0 O 0 23,000 56006-Equipment 15,000 15,000 15,000 -40.0 194,958 112,904 266,500 Total Capital Improvement 2'1,500 2-1,500 271,500 1.9% 1,829,333 1,918,961 2,338,399 Total Property Management 2,431,157 2,431,157 2,431,157 4.0% POLICY AND ADMINISTRATION - PAGE 233 FINANCE AND INFORMATION SERVICES Finance & Information Services 1 1 1 1 1 1 Contracts/ Financial Information Administration Purchasing Operations Technology/ 1 Utility Billing Description FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 2022 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2021 Revised Number of Positions 28.00 31.00 36.00 38.00 38.00 38.00 5.6% Budget By Category Personnel Services 2,830,670 3,211,069 4,535,088 4,799,657 4,799,657 4,799,657 5.8% Materials&Services 1,945,363 1,919,187 3,164,487 4,026,136 4,166,136 4,166,136 31.7% Interdepartmental Costs 0 0 0 0 0 0 0.0% Capital Outlay 128,078 66,372 188,950 228,950 228,950 228,950 21.2% Total All Category 4,904,110 5,196,628 7,888,525 9,054,743 9,194,743 9,194,743 16.6% Budget By Division Finance&Info.Services Admin. 493,174 502,593 650,965 663,434 663,434 663,434 1.9% Financial Operations 715,843 743,180 1,052,379 1,236,581 1,236,581 1,236,581 17.5% Utility Billing 1,234,956 1,309,676 1,529,681 1,565,855 1,565,855 1,565,855 2.4% Information Technology 2,264,822 2,397,705 4,349,494 5,242,523 5,382,523 5,382,523 23.8% FIS Interim Plan 0 0 0 0 0 0 0.0% Contracts and Purchasing 195,316 243,474 306,006 346,350 346,350 346,350 13.2% Total All Division 4,904,110 5,196,628 7,888,525 9,054,743 9,194,743 9,194,743 16.6% Budget by Fund General Fund-100 0 0 0 0 0 0 0.0% Central Services Fund-600 4,904,110 5,196,628 7,888,525 9,054,743 9,194,743 9,194,743 16.6% Total All Fund 4,904,110 5,196,628 7,888,525 9,054,743 9,194,743 9,194,743 16.6% PAGE 234 - CITY OF TIGARD DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES The Finance and Information Services Department consists of five divisions: Finance and Infor- mation Services Administration, Financial Operations, Information Technology, Contracts & Pur- chasing, and Utility Billing. The department coordinates annual financial planning and budget pro- cesses, maintains all city accounts and financial records, bills for water and sewer services, manag- es central purchasing and collects Tigard's business license fees. Information Technology is re- sponsible for all the technical areas of the city including computer systems, telephone and video facilities for all city departments. The department strives to provide a high level of customer ser- vice to the citizens of Tigard and other city departments. INITIATIVE MEASURE DESCRIPTION FY 18-19 FY 19-20 FY 20-21 FY 21-22 ACTUAL ACTUAL REVISED TARGET Performance Maintain a posi- Audit, Fiscal Bond rating tive bond rating Responsibil- from s to keep the cost Aa1/AA+ Aa1/AA+ Aa1/AA+ Aa1/AA+ ity, Strategic and Stantandardar d of borrowing low. Plan and Poor's Overall satisfac- Finance is provid- Performance tion level from ing exceptional Audit, Cus- Annual Cus- service to our Over 90% Over 90% 90% posi- tomer Service tomer Survey internal custom- positive positive tive ers. Efficiency Amount of Provide excellent Network Sys technology ser- tem Capacity vice to our cus- utilized 60% 65% 65% utilized during tourers. Peak Data Use Efficiency Level of GIS Enable city staff integration with to be as efficient 78% Level 78% Level 78% Level 80% Level other business as possible within 1 1 1 1 systems (%) the scope of 21% Level 21% Level 21% Level 25% Level computer and 2 2 2 2 technology. Performance Total number Increase use of Audit of procurement procurement card transac- card to reduce 8,793 8,635 8,700 8,800 tions PO transaction costs and in- crease rebate. Fiscal Proactively The City is able to Responsibility seek buying take advantage discounts of pre-negotiated 20% 20% ° through coop- bulk 25/° erative con bulk buying dis- tracts. counts. POLICY AND ADMINISTRATION - PAGE 235 ADMINISTRATION BUDGET UNIT: 2000 PROGRAM DESCRIPTION The Finance and Information Services Administration Division coordinates alignment of Finance and IT functions with citywide goals and priorities. The division organizes and produces the city's annual budget and prepares long-range financial planning and indirect cost analysis. (Indirect cost analysis consists of designating costs not directly attributable to a cost object.) The division also prepares financial analysis. The division also administers the city's business-license program. It manages the city's invest- ments and portfolio operations and manages the issuance of debt. The division provides oversight of all Finance departments: Operations, Utility Billing, Contracts & Purchasing and Information Technology. It assists on finance planning of community annexations. The division coordinates planning, function, and implementation of the Tyler Enterprise Resource Planning System, specifically the Tyler Munis program. Tyler Munis is the financial platform that is part of the integrated Total Tyler system. The system includes finance, human capital manage- ment and payroll systems. This new software will be replacing our current legacy system and is one component of a citywide software conversion project. RESULTS FOR FISCAL YEAR 2021 • The city maintained its strong financial position, as measured by our strong Aa1/AA+ bond rating from the rating agencies Moody's and Standard and Poor's. • Monitored our financial situation during the COVID pandemic; our sound financial prac- tices and position helped to ensure that the city did not have to close any services. • Provided help to the city's COVID assistance programs like Resident Aid Fund of Tigard and Tigard Cares grant program. • Refinanced our water bond; saving water meter ratepayers over $1 million annually. • Obtained the Government Finance Officers of America Distinguished Budget Presenta- tion Award, which the city has received every year for over 20 years. • Worked through the first two phases of the Tyler Munis (financial system) Platform: Ini- tiate & Plan; Assess & Define. Will continue work in Munis platform and into Human Capital Management and Payroll systems. PAGE 236 - CITY OF TIGARD ADMINISTRATION BUDGET UNIT: 2000 • Contributed to the attainment of the Tigard Council Goals, COVID response, Anti- Racism Action Plan, and Strategic Plan . Examples include: Procurement and implementation of Total Tyler Enterprise Resource Planning System. Accounting for millions of federal relief CARES Act funding. Providing technology solutions for internal teams amid pandemic. Assisting the Tigard CARES small business grant program. Providing the business license application in multiple languages. • Supported departmental, operational, and programmatic goals. • Provided expert financial advice and assistance and policy analysis to city departments. • Provided expert technical leadership and support of the city's information technology infrastructure. • Provided excellent customer service to our city department staff as well as to the Tigard Community. • Worked on urban renewal funding: Urban renewal programs help finance projects that aid in the revitalization of Tigard's two urban renewal areas, the City Center (Downtown) Urban Renewal Area and the Tigard Triangle Urban Renewal Area. GOALS FOR FISCAL YEAR 2022 • Continue Tyler Enterprise Resource Planning System implementation —will move into phases three, four and five for Tyler Munis. Those phases are Build &Validate, Final User Acceptance Testing, and Production Cutover. • Guide the Tyler project to implementation by end of Fiscal Year 2022. • Continue supporting River Terrace 2.0 project team through analysis of funding strate- gy, • Improve online presence for business license program through Tyler Enterprise Re- source Planning Project. • Continuation of successful citywide budget for the upcoming fiscal year. • Continue work related to City Facilities Consolidation funding strategy. • Issue debt for urban renewal and Tigard Triangle to support projects. Each urban re- newal area is guided by an urban renewal plan and is administered by the Town Center Development Agency. • Obtain the Government Finance Officers of America Budget Award. POLICY AND ADMINISTRATION - PAGE 237 FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted va. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 3.00 400 4 00 Total FTE 4.00 400 4.00 293,951 307,974 400,374 51001-Salaries-Management 400,331 400,331 400,331 0.0 O 0 0 51005-Part Time-Temporary 10,000 10,000 10,000 locum 158 0 0 51006-Overtime 0 0 0 0.0 294,109 307,974 400,374 Total Personnel Services-Salaries 410,331 410,331 410,331 2.5 295 308 399 52001-Unemployment 400 400 400 0.3 514 339 365 52002-Worker's Compensation 350 350 350 -41 22,164 22,826 30,536 52003-Social Security/Medicare 30,563 30,563 30,563 01 2,238 2,368 2,969 52004-Tri-Met Tax 3,089 3,089 3,089 4.0 41,280 43,116 55,883 52005-Retirement 55,933 55,933 55,933 0.1 1,825 1,825 2,400 52007-VEBA-ER 2,400 2,400 2,400 0.0 941 181 2,156 52008-Life Ins/ADD/LTD 1,432 1,432 1,432 -33.6 911 879 0 52009-Long Term Disability 0 0 0 0.0 53,133 56,831 81,888 52010-Medical/Dental/Vision 68,4-61 68,461 68,461 -16A% 5,852 5,879 0 52011-Dental Benefits 0 0 0 00 3,053 3,573 0 52012-Accrued Vacation 0 0 0 0.0 132,206 138,125 176,596 Total Personnel Services-Benefits 162,628 162,628 162,628 -7.9 287 792 2,000 53001-Office Supplies 2,00 2,000 2,000 00 287 792 2,000 Total Supplies 2,00 2,000 2,000 00 26,457 35,488 45,000 54001-Professional/Contractual Services 60,000 60,000 60,000 33.3 11,769 797 0 54003-Legal Fees 0 0 0 00 3,177 3,099 3,700 54004-Printing Services 3,900 3,900 3,900 5.4% 72 751 900 54205-Utilities-Phone/Pager/Cells 1,800 1,800 1,800 100.0 2,136 1,587 2,250 54300-Advertising&Publicity 2,250 2,250 2,250 00 550 575 0 54301-Fees and Charges 0 0 0 0.0 1,175 972 1,250 54302-Dues&Subscriptions 1,500 1,500 1,500 200 4,605 1,038 6,320 54303-Professional Development 6,450 6,450 6,450 21 6,265 922 1,575 54311-Special Department Expenses 1,575 1,575 1,575 0.0 10,366 10,474 11,000 54312-Bank Fees 11,000 11,000 11,000 00 66,572 55,703 71,995 Total Services 88,475 88,475 88,475 229 O 0 0 56004-Computer Hardware and Software 0 0 0 00 O 0 0 Total Capital Improvement 0 0 0 0.0 493,174 502,593 650, Total Finance&Info.Services Admin. 663,434 663,434 663,434 1.9% PAGE 238 - CITY OF TIGARD FINANCIAL OPERATIONS BUDGET UNIT: 2100 PROGRAM DESCRIPTION Accurate financial reporting is the key component of the Financial Operations department. This allows the city to make educated decisions on how to improve city services given the available fi- nancial resources. The Financial Operations department provides accurate and complete financial compliance and reporting, including management of the annual audit and the Comprehensive Annual Financial Re- port (CAFR). Financial Operations is responsible for overseeing the tracking and reporting of all financial mat- ters related to payments and revenue receipts for the city. Financial Operations includes: • Accounts Payable • Accounts Receivable • Payroll • Capital Assets • Project Cost Accounting • Investments • Preparation of the annual Comprehensive Annual Financial Report (CAFR) • Grant Accounting • Preparation of monthly department financial reports • Special financial reports as requested. RESULTS FOR FISCAL YEAR 2021 • City annual audit resulted in a clean opinion even as the department transitioned to re- mote working during a pandemic in the middle of the fiscal year. • Produced first Popular Annual Financial Report; a 20-page document that gives a high- level view of the city's financial position. • Accounted for $3.6 million of federal COVID relief funds . • Organized citywide grant committee process for departments to submit grant pre- applications for approval by the city prior to grant submission to grantors. This internal review process requires potential grants to meet all funding and program requirements before the award and improves the implementation process upon grant approval. • Transitioned the entire department to remote work during the COVID-19 restrictions. This included keeping vendor payments on time, making sure payroll was done on time with very few errors and keeping the flow of information running smoothly for accurate financial reporting monthly and annually. GOALS FOR FISCAL YEAR 2022 • Financial Operations will focus primarily on the implementation of Tyler Munis, which includes the financial tracking and reporting modules as part of the Total Tyler imple- mentation and is due to go live in July 2022. Financial services will be greatly improved in efficiency with the transition to Total Tyler. Departments will be better able to track expenses and revenues with easier reporting and more advanced data input. • Produce a successful audit. • Publish the Comprehensive Annual Financial Report and the Popular Annual Financial Report financial statements. POLICY AND ADMINISTRATION - PAGE 239 FINANCIAL OPERATIONS BUDGET UNIT: 2100 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY21 4.80 4.80 5.80 Total FTE 5.80 5.60 580 317,670 340,017 391,326 51001-Salaries-Management 434,352 434,352 434,352 11 0% 56,020 62,496 64,429 51002-Salaries-General 65,612 65,612 65,612 L8% O 0 0 51005-Part Time-Temporary 18,564 18,564 18,564 100.0% O 57 0 51006-Overtime 0 0 0 0.0% 373,690 402,570 455,755 Total Personnel Services-Salaries 518,526 518,526 518,528 13.8% 374 403 455 52001-Unemployment 499 499 499 9.7% 429 393 404 52002-Worker's Compensation 332 332 332 -178% 28,702 30,950 34,848 52003-Social Security/Medicare 38,259 38,259 38,259 9.8% 2,836 3,096 3,388 52004-Tri-Met Tax 3,871 3,871 3,871 14.3% 50,076 53,858 61,199 52005-Retirement 67,392 67,392 67,392 10.1% 3,224 3,224 3,630 52007-VEBA-ER 3,780 3,780 3,780 4.1% 306 289 2,584 52008-Life Ins/ADD/LTD 1,879 1,879 1,879 -273% 1,102 1,117 0 52009-Long Term Disability 0 0 0 0.0% 53,697 55,024 76,016 52010-Medical/Dental/Vision 89,532 89,532 89,532 17.8% 6,730 6,601 0 52011-Dental Benefits 0 0 0 0.0% -5,269 3,220 0 52012-Accrued Vacation 0 0 0 0.0% 142,207 158,176 182,524 Total Personnel Services-Benefits 205,544 205,544 205,544 12.6% 1,658 3,377 4,300 53001-Office Supplies 4,300 4,300 4,300 0.0% 0 116 0 53002-Small Tools&Equipment 0 0 0 0_0% 1,658 3,493 4,300 Total Supplies 4,300 4,300 4,300 0.0% 67,938 78,363 263,900 54001-Professional/Contractual Services 361,229 361,229 361,229 36.9% 2,807 0 11,500 54006-Software License and Maintenance 11,500 11,500 11,500 00% O 0 0 54205-Utilities-Phone/Pager/Cells 1,080 1,080 1,080 100.0% 0 0 0 54300-Advertising&Publicity 0 0 0 00% 4,596 1,260 2,000 54301-Fees and Charges 2,000 2,000 2,000 0.0% 385 1,283 2,500 54302-Dues&Subscriptions 2,500 2,500 2,500 00% 3,490 5,137 10,700 54303-Professional Development 10,700 10,700 10,700 00% 1,380 715 300 54311-Special Department Expenses 300 300 300 0.0% 117,691 92,183 118,900 54312-Bank Fees 118,900 118,900 118,900 00% 198,287 178,942 409,800 Total Services 508,209 508,209 508,209 24.0% 715,842 743,180 1,052,379 Total Financial Operations 1,236,581 1,236,581 1,236,581 PAGE 240 - CITY OF TIGARD UTILITY BILLING BUDGET UNIT: 2200 PROGRAM DESCRIPTION The Utility Billing Division collects utility and other revenues for the city. The division also functions as the city's phone operator and provides customer assistance in Eng- lish and Spanish. It helps customers understand their utility bills, including charges and fees. The division provides services such as meter reading, minor assistance with leak detection, monthly customer billing, and utility assistance programs. The division ensures the city has funds to continue providing clean water, proper wastewater treat- ment, stormwater control systems, street maintenance, and its parks and recreation program. RESULTS FOR FISCAL YEAR 2021 • Implemented utility aid programs providing aid to Utility Billing customers affected by COVID. This included stopping shutoffs and providing waivers for late fees, providing aid to customers whose income was affected by COVID, providing aid to customers who qualified under low-income guidelines, and providing aid to renters who were af- fected by COVID. Customers in need were able to get help paying their utility bills. GOALS FOR FISCAL YEAR 2022 • Begin implementation of Total Tyler in Utility Billing, which should increase efficiencies in the division. • Continue to provide excellent customer service. • Assist in continuation of potential COVID-related relief-funding options. • Expansion of services means more meters to read and more customers to bill. POLICY AND ADMINISTRATION - PAGE 241 UTILITY BILLING BUDGET UNIT: 2200 FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 21 7.80 7.70 7.70 Total FTE 7.20 7.20 720 97,462 114,399 127,124 51001-Salaries-Management 102,167 102,167 102,167 -19.6% 306,300 351,219 380,460 51002-Salaries-General 362,182 362,182 362,182 -4_8% 0 0 9,747 51005-Part Time-Temporary 60,000 60,000 60,000 515.6% 4,174 3,294 10,757 51006-Overtime 10,180 10,180 10,180 02% 0 396 1,499 51007-Incentive Pay 1,527 1,527 1,527 1.9% 407,936 469,309 529,007 Total Personnel Services-Salaries 536,056 536,056 536,056 13% 408 470 508 52001-Unemployment 460 460 460 -94% 6,560 2,893 3,226 52002-Worker's Compensation 3,092 3,092 3,092 -42% 30,365 34,767 38,944 52003-Social Security/Medicare 35,449 35,449 35,449 -90% 3,097 3,609 3,785 52004-Tri-Met Tax 3,584 3,584 3,584 -53% 36,184 46,123 59,196 52005-Retirement 53,839 53,639 53,839 -91% 5,636 6,261 6,570 52007-VEBA-ER 6,120 6,120 6,120 -6.8% 401 432 1,453 52008-Life Ins/ADD/LTD 1,878 1,878 1,878 292% 761 1,188 0 52009-Long Term Disability 0 0 0 00% 102,360 116,022 149,997 52010-Medical/Dental/Vision 145,057 145,057 145,057 2.9% 12,145 13,358 0 52011-Dental Benefits 0 0 0 00% 3,377 3,442 923 52012-Accrued Vacation 0 0 0 -100.0°/ 203,294 230,585 255,604 Total Personnel Services-Benefits 249,479 249,479 249,479 -2.4% 969 1,162 2,800 53001-Office Supplies 2,800 2,800 2,800 00% 1,394 4,119 1,450 53002-Small Tools&Equipment 1,450 1,450 1,450 00% 6,422 7,275 10,000 53003-Fuel 10,000 10,000 10,000 00% 10,785 12,556 14,250 Total Supplies 14,250 14,250 14,250 00% 176,066 139,228 160,000 54001-Professional/Contractual Services 160,000 160,000 160,000 0.0% 54,469 57,624 86,850 54006-Software License and Maintenance 87,000 67,000 87,000 02% 7,527 6,207 15,000 54113-R&M-Vehicles 15,000 15,000 15,000 00% 0 0 200 54114-R&M-Office Equipment 200 200 200 00% 2,879 3,177 3,000 54205-Utilities-Phone/Pager/Cells 3,000 3,000 3,000 0.0% 77 63 0 54.300-Advertising&Publicity 100 100 100 1000% 0 0 120 54302-Dues&Subscriptions 120 120 120 00% 1,168 99 3,500 54303-Professional Development 3,500 3,500 3,500 00% 363,978 390,284 450,000 54306-Credit Card Fees 450,000 450,000 450,000 00% 277 544 2,000 54311-Special Department Expenses 2,000 2,000 2,000 0.0% 606,441 597,226 720,670 Total Services 720,920 720,920 720,920 00% 0 0 0 56003-Vehicles 35,000 35,000 35,000 loam 6,500 0 10,150 56004-Computer Hardware and Software 10,150 10,150 10,150 00% 6,500 0 10,150 Total Capital Improvement 45,150 45,150 45,150 344.8% 1,309,676 1,529,681 Total Utility Billing 1,565,855 1,565,855 1,565,855 PAGE 242 - CITY OF TIGARD INFORMATION TECHNOLOGY BUDGET UNIT: 2300 PROGRAM DESCRIPTION The Information Technologies Division delivers to all city departments highly available and secure technologies that support council and Leadership Team priorities. The division also provides effi- cient and effective use of technology to deliver core city services. The division maintains and administers, maintains and administers geospatial databases (GIS), applications, and analysis for decision support to departments and the community. The division adheres to stringent compliance standards for multiple and competing divisional regulatory requirements for public safety, finance, health, water system, environmental, and crimi- nal records. It leads, develops, and enhances core technology software systems that support the requirements and operations of city departments. It also supports and trains end users on the use of technolo- gy systems and equipment. The division organizes city priorities and initiatives through business analysis, project planning, and business system implementation. The division also streamlines community accessibility to city services through technology solu- tions. RESULTS FOR FISCAL YEAR 2021 • Implementation of a collaborative services platform (M365) to enhance inter- and cross - departmental efficiency. • Enhancement of virtualization environment and collaboration services to easily transi- tion to a telecommuting workforce during COVID-19. • Provided technology solutions for COVID-19 staff, in addition to aid and assistance pro- grams. • Developed and implemented a fully functioning IT Project Management Of- fice to organize city technology priorities and initiatives through business analysis, project planning, and business system implementations. • Modernization of GIS infrastructure to improve use of GIS web services. • Developed the Enterprise Resource Planning (ERP) system concept to enhance all cur- rent enterprise systems. This concept is to find one software solution package to meet the needs of city departmental requirements and operations. Data will be held in a cen- tralized platform and available to all modules, increasing data-informed abilities at the departmental and leadership levels of the organization. POLICY AND ADMINISTRATION - PAGE 243 INFORMATION TECHNOLOGY BUDGET UNIT: 2300 • Successfully led departments, city leadership and council through the Enterprise Re- source Planning decision-making process, ultimately leading to a contract with Tyler Technologies to replace financial, work order, asset management, document manage- ment, and Municipal Court enterprise systems. This project, code-named "Total Tyler," will (over the next four years) replace the defined enterprise systems and add 311, data analysis, digital civic portal for community access to core services, and data transpar- ency capabilities to city operations. • Created the Enterprise Applications Team to support the Total Tyler Enterprise Re- source Planning (ERP) platform implementation and administration. • Began phases of Information Technology Infrastructure Library (ITIL) framework imple- mentation, including a new service desk system. GOALS FOR FISCAL YEAR 2022 • Total Tyler implementation of five of the seven phases of the project, financial (Munis), enterprise asset management (EAM), human capital management (HR/Risk/Payroll), utility billing, and permitting (EnerGov). Each individual phase is an 18- to 24-month implementation timeline and will be completed and operational in FY 22-23 and FY 23- 24. • GIS support to enable integration of Total Tyler with geospatial data. • Technology and business analysis support for city Strategic Plan metric development and equity analysis. • Enhancements to systems and procedures to improve potential cybersecurity vulnera- bilities. • Implementation and support for a mixed environment where staff will be both onsite and telecommuting to provide core city services —the likely "new normal" in a post- COVID era. • Provide technology support and services to the constantly changing needs of city de- partments. PAGE 244 - CITY OF TIGARD INFORMATION TECHNOLOGY BUDGET UNIT: 2300 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 9.00 10.00 12.00 Total FTE 15.00 17.00 17.00 641,066 620,863 905,751 51001-Salaries-Management 1,135,532 1,285,094 1,314,618 45.1% 128,614 160,846 202,095 51002-Salaries-General 206,484 206,484 211,853 4.8% 1,662 302 38,713 51005-Part Time-Temporary 37,404 37,404 38,377 -0.9% 1,560 0 15,525 51006-Overtime 15,000 15,000 15,390 -0.9% 15,787 15,570 0 51007-Incentive Pay 15,570 15,570 15,975 100 0 788,689 797,581 1,162,084 Total Personnel Services-Salaries 1,409,990 1,559,552 1,596,213 37.4% 789 798 1,110 52001-Unemployment 1,340 1,489 1,524 37.3% 4,093 4,049 4,443 52002-Worker's Compensation 3,580 3,963 4,056 -8.7% 60,629 61,217 84,707 52003-Social Security/Medicare 102,663 114,104 116,774 37.9% 5,908 6,054 8,345 52004-Tri-Met Tax 9,982 11,094 11,353 36.0°/ 102,580 100,377 148,671 52005-Retirement 165,924 186,862 191,176 28.6% 6,014 6,108 9,300 52007-VEBA-ER 10,200 11,100 11,100 19.4% 600 545 5,310 52008-Life Ins/ADD/LTD 6,445 6,630 6,630 24.9°% 2,360 2,116 0 52009-Long Term Disability 0 0 0 00°/ 104,913 112,340 183,835 52010-Medical/Dental/Vision 281,641 308,641 308,641 67.9°% 10,781 11,508 0 52011-Dental Benefits 0 0 0 00°/ 3,307 -15,593 0 52012-Accrued Vacation 0 0 0 0.0°% 301,974 289,520 445,721 Total Personnel Services-Benefits 581,775 643,883 651,254 46.1% 3,405 846 7,500 53001-Office Supplies 7,500 7,500 7,500 0.0°% 6,774 7,943 13,000 53002-Small Tools&Equipment 13,000 13,000 13,000 00°% 262 206 700 53003-Fuel 700 700 700 0.0°,' 45,178 43,587 49,970 53006-Technology Equipment under$5,000 49,970 49,970 49,970 00°% 55,619 52,582 71,170 Total Supplies 71,170 71,170 71,170 00°/ 97,658 253,889 233,775 54001-Professional/Contractual Services 814,275 867,275 867,275 271.0% 402,978 622,786 768,582 54006-Software License and Maintenance 767,577 767,577 767,577 -01% 3,778 19 0 54113-R&M-Vehicles 0 0 0 0.0°,' 10,569 8,465 45,900 54114-R&M-Office Equipment 14,400 14,400 14,400 -68.6% 66,167 71,440 83,110 54205-Utilites-Phone/Pager/Cells 89,015 89,015 89,015 7.1% 0 609 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 00°,' 36,666 23,829 57,150 54301-Fees and Charges 57,150 57,150 57,150 0.0°% 217 279 1,440 54302-Dues&Subscriptions 720 720 720 -50.0% 24,733 21,701 55,920 54303-Professional Development 54,320 54,320 54,320 -2.9% 353 544 1,500 54311-Special Department Expenses 600 600 600 -60 0°/ 643,119 1,003,561 1,248,377 Total Services 1,799,057 1,852,057 1,852,057 48.4% 189,590 80,694 103,000 56004-Computer Hardware and Software 103,000 103,000 103,000 00°,' 54,053 40,884 51,280 56007-GIS Hardware and Software 75,800 75,800 75,800 47.8% 243,643 121,578 154,280 Total Capital Improvement 1'8,800 178,800 178,800 15.9°/ r 2,033,044 2,264,822 3,081,632 Total Information Technology 4,040,792 4,305,462 4,349,494 41.1% POLICY AND ADMINISTRATION - PAGE 245 CONTRACTS & PURCHASING BUDGET UNIT: 2500 PROGRAM DESCRIPTION The Contracts & Purchasing Division provides procurement and contracting expertise and innova- tive business solutions to meet current and emerging department business needs. The division ensures compliance with federal and state laws, city rules and requirements mandated by the City Council/Local Contract Review Board. The division procures supplies, materials, equipment, and services in a timely, efficient, and effec- tive manner consistent with the quality necessary for the proper operations of the various city de- partments, and in compliance with applicable laws, regulations, and city policies. It obtains the greatest value for each dollar spent in the procurement of commodities and services, while assur- ing a competitive process that is fair and equal to all qualified suppliers. The division administers the Procurement Card program, an effective method of purchasing low- dollar goods and services by eliminating the administrative overhead of traditional payment pro- cessing methods of issuing a purchase order followed by delivery of a check. The Procurement Card program and associated bank software routing system have streamlined the invoice approval process and further reduced administrative costs. RESULTS FOR FISCAL YEAR 2021 • Updated Tigard Municipal Code and Public Contracting Rules to current practices. • Brought city into compliance with Federal Uniform Guidance Procurement Standards for receiving federal grant funds. • Completed process-mapping documentation to better capture key stages in the pro- curement process and published the Kanban scheduling system online for better pro- ject visibility. • Began to track Minority, Women, Disadvantaged, Service-Disabled Veteran and Emerg- ing Small Businesses (M/W/D/DSV/ESB businesses) in order to establish a baseline of contract spending with certified businesses in comparison to overall contracting. • Developed partnerships with local organizations that focus on minority and women small businesses to communicate contracting opportunities. • Assisted with Tigard CARES small business grant program with an innovative efficient contract process. • Implemented Amazon for business citywide as an effective small purchase option. PAGE 246 - CITY OF TIGARD CONTRACTS & PURCHASING BUDGET UNIT: 2500 GOALS FOR FISCAL YEAR 2022 • Continue with paperless initiatives (electronic bidding solicitation system, contract rout- ing and signature authentication through DocuSign). • Continue with outreach efforts to minority, women, disadvantaged small businesses on contracting and economic development opportunities. • Achieve streamlined processes with greater compliance through the Tyler Munis imple- mentation. Efficiencies will be realized by addressing measures identified in the perfor- mance audit. • Develop processes and procedures of the Systems Development Charges (SDC) pro- gram. Implement the administration of the SDC program into the Contracts & Pur- chasing group with team members having different areas of responsibility. FY 2019 FY 2020 FY 2021 2022 2022 2022 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY21 2.40 2.50 2 50 Total FTE 3.00 300 3.00 61,441 64,770 98,240 51001-Salaries-Management 103,005 103,005 103,005 49% 70,084 94,537 96,908 51002-Salaries-General 119,020 119,020 119,020 22.8% 131,525 159,307 195,348 Total Personnel Services-Salaries 222,025 222,025 222,025 13 8% 132 159 195 52001-Unemployment 222 222 222 13 8% 155 166 135 52002-Worker's Compensation 146 146 146 8.1% 9,817 11,728 14,929 52003-Social Security/Medicare 16,985 16,965 16,985 13 8% 997 1,227 1,452 52004-Tri-Met Tax 1,711 1,718 1,718 18.3% 15,889 12,240 24,460 52005-Retirement 27,217 27,217 27,217 113% 1,425 1,830 1,950 52007-VESA-ER 2,400 2,400 2,400 23.1% 111 129 725 52008-Life Ins/ADD/LTD 864 864 864 19 2% 321 302 0 52009-Long Term Disability 0 0 0 0 0% 25,722 36,491 48,767 52010-Medical/Dental/Vision 55,158 55,158 55,158 13.1% 2,953 4,017 0 52011-Dental Benefits 0 0 0 00% 1,080 5,690 0 52012-Accrued Vacation 0 0 0 00% 58,602 75,980 92,613 Total Personnel Services-Benefits 104,710 104,710 104,710 13.1% 214 405 1,500 53001-Office Supplies 1,500 1,500 1,500 00% 214 405 1,500 Total Supplies 1,500 1,500 1,500 0 0% 0 0 0 54205-Utilities-Phone/Pager/Cells 0 0 0 0.0% O 285 500 54300-Advertising&Publicity 500 500 500 0 0% 4,976 5,576 13,245 54302-Dues&Subscriptions 14,615 14,615 14,615 10 3% O 1,765 3,000 54303-Professional Development 3,000 3,000 3,000 0 0% O 156 0 54311-Special Department Expenses 0 0 0 00% 4,976 7,783 16,745 Total Services 18,115 18,115 18,115 8 2% 6,006 Total Contracts and Purchasing 346,350 346,350 346,350 POLICY AND ADMINISTRATION - PAGE 247 { 4 . . . . ______, -:-.-...„._.,..-- „,„ _. ,, ,,,,,,,„ , - i 1 ,..... .., „ . l t 41 r- _ a, A � . E qt., d+� -TSL Y - -, -''-'-':-.1 c ..,' tom\ � •'er S // "I: 4� .t Fes'.4 f j ..--,•-d C �r. ` � 1 / �L /17,---,44' ''..'.."7„„,' y V - p, ✓ -1'''' ,-:•".7r ,. "= _ ?1,P(N 1 , :ie`"-aa''' i _ k ter., t� One of Tigard's four-legged residents enjoying our park trails City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 248 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - EXECUTIVE SUMMARY The Capital Improvement Plan (CIP) presents Tigard's budget and planned schedule for improve- ments to city owned and operated public infrastructure over a six-year period. The city allocates funding for construction activities in six defined capital improvement categories: Streets, Parks, Water, Sanitary Sewer, Stormwater, and Facilities. A CIP project is any project that improves or adds value to the city's infrastructure, costs $50,000 or more, and has a useful life or extends the useful life of infrastructure for five years or more. Pro- jects are selected for funding based on priorities established in adopted system master plans and values from the city Strategic Plan as well as input from staff, residents, city committees, and city council. Priority projects are matched to available funding to identify those that can be budgeted over the six-year Capital Improvement Plan timeline. In addition, staff capacity is considered when building the CIP. Total cost for the FY 2022-27 CIP is estimated to be $364 million over the next six years. Spending for the city's CIP in fiscal year 2022 is projected at $82 million across all capital funds. Below are some key projects with work budgeted for fiscal year 2022: Streets • 1215t Avenue Sidewalks and Bike Lanes (County Major Streets Transportation Improve- ment Program (MSTIP) funding): Complete design, start construction. • Frewing Street Sidewalk Infill (Community Development Block Grant): Construction. • Transportation System Plan: Complete update. • Greenburg Road, Tiedeman Avenue, and North Dakota Street Study for future complete streets and improved connectivity. • North Dakota Street bridge over Fanno Creek (ODOT grant): Design. • Tigard Street bridge over Fanno Creek: Design. • Main Street Green Street Phase II: Construction. • Pavement Management Program: Annual paving, slurry seal, and curb ramps work. • Roy Rogers Road widening project (Washington County): County complete construc- tion, financial contribution of city share. • Americans with Disabilities Act Right-of-Way Program: Annual program to remove ADA barriers, primarily upgrading ramps in priority areas. • Murdock Street Sidewalk and Stormwater Improvements: Design. • 72nd Avenue: Preliminary design for improvements, Dartmouth to Pacific Highway. Parks • Universal Plaza: Start construction. • Parks Major Maintenance Program: Continue addressing backlog work needs including replacement or improvement of trails, playground equipment, irrigation systems, and signage. • Dirksen Nature Park Community Trail, Off-Street Parking Lot, and Wetland Boardwalk and Walkway: Design and construction. • Fanno Creek Trail Connection (Regional Flexible Funds grant): Start construction. • Park Land Acquisition: Two line items with funding for opportunistic purchases of park land in Tigard Triangle and River Terrace. • Steve Street Park and Trail: Design. • Cook Park Accessible Boat Ramp: Design. • Cook Park Inclusive Play Structure: Design and construct. • Complete plans for: Trails System (citywide), Red Rock Creek Trail alignment, Lasich Park property CAPITAL IMPROVEMENT PLAN - PAGE 249 CAPITAL IMPROVEMENT PLAN - EXECUTIVE SUMMARY Water • Fifth Pump at the River Intake Pump Station: Complete installation via the Lake Oswego/Tigard Water Partnership. • Aquifer Storage and Recovery Well #2 and Well #3: Construct rehabilitation and up- grades. • Cach Reservoir and Pump Station: Design and start construction. • Fonner Street/1215t Avenue Valve and Piping Improvements: Complete design. • Abandon Baylor Reservoirs 9-1 and 9-2 and Hunziker Pump Station 11. • Pipeline Renewal and Replacement Program: Initiate new program to upgrade aging system. Sanitary Sewer and Stormwater • Kruger Creek Stabilization: Design and start construction. • Washington Square Area Retrofit Plan: Prepare plan for stormwater management. • Red Rock Creek Stabilization and Enhancement: Start design. • Stormwater, Water Quality Facility, and Sanitary Sewer Major Maintenance Programs: Continue identifying and addressing critical system repair and upgrade needs. Below is a table summarizing the fiscal year 2022 Capital Improvement Plan (CIP). The table breaks down the CIP by system. The second column provides the capital project budgets for each system. The third column includes the system infrastructure budget. The system infrastructure budget ac- counts for engineering staff time related to new/unidentified capital projects and support to Pub- lic Works operations and Community Development Department planning efforts that influence public infrastructure. Capital System System Improvement Total Infrastructure Budget Streets $ 16,109,500 $ 325,800 $ 16,435,300 Parks $ 13,686,945 $ 44,200 $ 13,731,145 Water $ 15,115,000 $ 104,900 $ 15,219,900 Sanitary Sewer $ 100,000 $ 16,600 $ 116,600 Stormwater $ 4,777,500 $ 60,700 $ 4,838,200 Facilities $ 32,648,270 $ - $ 32,648,270 Total $ 82,437,215 $ 552,200 $ 82,989,415 PAGE 250 - CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CIP Development of the Capital Improvement Plan(CIP)occurs typically over the first two quarters of each fiscal year,as input to the annual city budgeting process.The sources for potential projects include lists of unfunded projects in the prior CIP document, master plans,staff-identified needs, and citizen and City Council suggestions during planning processes. Projects in the prior CIP that are currently underway but not yet complete are assumed to continue to move forward and do not need to be prioritized. Potential projects are identified from the sources identified above and confirmed through internal staff meetings,citizen advisory corn mittees,City Council,and the Budget Committee.Citizen input is also taken at Budget Committee hearings prior to the committee making its recommendations to City Council for final budget adoption. Priority projects are those that are already identified as such in adopted master plans whenever available and possible. Priority projects should match Strategic Plan goal(s), solve existing system operations and maintenance issues, create needed infrastructure to serve new or existing customer demand, and provide durable, sustainable systems. All projects shown in the six-year CIP represent high priorities, an expectation that funding is or likely will be available, and the expectation that staff project management and delivery capability exists. Funding sources include city fees,taxes and charges, as well as grants and other partner organization contributions. Funding availability assumptions are based on projected revenues and rates and the known or projected likelihood of acquiring outside grants and contributions. Projects listed for fiscal year 2022 have the most secure funding,with outer years having a somewhat lesser level of funding assurance.(Note: In the tables that follow,when the Total Project Cost is listed as"Program",this refers to projects that are ongoing programmatic capital outlays for which dollars are allocated annually.) Grants and partnership efforts are important.When combining the available resources of Tigard and our partners,the city is able to address high-priority infrastructure needs that it cannot fund on its own. The city maintains lists of unfunded and prioritized projects that can be selected as opportunities arise for new types or new rounds of grants in the future. The following pages show the CIP by system. Unfunded projects, shown in the tables at the end of each system,are listed in priority order; however,when the decision is made to move a project into the six-year CIP, it may not be the highest-priority project that is selected. Factors such as safety, opportunity, and funding availability(including potential grant cycles) factor into project selection. STREETS PROJECTS Potential street improvement projects and some larger trail development projects are first culled from existing adopted plans including the Transportation System Plan(TSP) and the Trail System Master Plan.A"qualified list"of such transportation-related projects was created and is updated generally every other year using city Strategic Plan goals, likelihood of funding availability and safety issues as filtering criteria. Safety projects were automatically given a high priority,as were projects and programs already underway.The Tigard Transportation Advisory Committee (TTAC) provides input on remaining filtered projects when the qualified list is updated. Note: The citywide Transportation System Plan update will be complete in early fiscal year 2022 and will provide key input to updating the Qualified List and project priorities for future years' CIP development. CAPITAL IMPROVEMENT PLAN - PAGE 251 PRIORITIZATION AND DEVELOPMENT OF THE CSP Key: 0 Current/Fully Funded 0 Current{Partially Funded 0 New 0 Closed FY 2020-21 0 Unfunded Total Project Project Number Project Name Funding Source Cost 18CIP-1 0 79th Avenue (Bonita Road to Durham Road) Gas Tax, City Gas Tax 2,900,000 95001 Pavement Management Program (PMP) Street Maintenance Fee Program 95027 Pedestrian and Cyclist Connections Program Gas Tax Program 95038 Tiedeman Avenue - Partial Street Transportation Development 835,000 Improvement(RRTracksto Greenburg) Tax Gas Tax,Transportation 95041 Upper Boone Ferry Road/Durham Road Development Ta . 1,050,000 Adaptive Signal Coordination Transportation SDC,FSTP Grant 95048 Roy Rogers Road Transportation Development 27 000,000 Tax, MSTIP 121st Avenue (Whistlers Lane to Tippitt) Transportation Development 95050 Sidewalks and Bike Lanes Tax Underground Utility, 4,500,000 Sanitary Sewer, MSTIP 95054 Hall Boulevard/Pfaffle Street New Traffic Transportation Development 1,330,000 Signal Ty,Transportation SDC 95056 North Dakota Street(Fanno Creek) Bridge City Gas Tax,Transportation 6,177,000 Replacement SDC,STIP Tigard Street(Fanno Creek)Bridge Gas Tai City Gas Tai 95060 Replacement Transportation SDC, 5415,000 Stormwater 95063 Transportation System Plan Update Gas Tax,Transportation SDC 328,000 95064 Frewing Street Sidewalk Infill - CDBG Gas Tai Transportation SDC, 799,000 CDBG Grant 95065 Pacific Highway Street Lights Gas Tai State Fund Local 1,142,000 Projects 95066 Americans with Disabilities Act Right-of Transportation SDC Program Way Program 95067 Traffic and Transportation System Major Gas Tax Program Maintenance Program 95068 Fiber Communication Networks Program Transportation SDC Program 95069 Bonita/Sequoia Intersection -Traffic Signal Transportation Development 670,000 Ty, MSTIP 95070 Greenburg Road,Tiedeman Avenue, and City Gas Tax,Transportation 680,000 North Dakota Street Study Development Tax 95071 Murdock St.Sidewalk and Stormwater City Gas Tax, Stormwater 2431,000 Improvements 95072 72nd Avenue Pre-Design Transportation Development 520,000 McDonald Street(Hall Boulevard to Pacific Transportation Development 95074 Highway) Tax, Underground Utility, 23,665,000 Transportation SDC,Water Gas Tax, City Gas Tax,Water 97017 Main Street Green Street Retrofit(Phase 2) Quality/Quantity,TriMet, 4,437,000 Urban Renewal PAGE 252 - CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CIP Total Project Project Number Project Name Funding Source Cost 95073 SRTS Locust Street Sidewalks SRTS-ODOT Grant,MSTIP 1,032,000 95042 Commercial Street Sidewalk(Main to Gas Tax,City Gas Tax, 2,000,000 Lincoln)-TriMet Stormwater,TriMet 95061 Wall Street/Tech Center Drive Connection State A..ro.riation,RFFA 2,169,033 Unfunded Projects Potential Outside Funding Source Greenburg Road/Tiedeman Avenue/North Dakota Sub-Area Transportation Improvements MSTIP,TDT,Grant Bull Mountain Complete Street(Pacific Highway to MSTIP,TDT Benchview Terrace) North Dakota Street Sidewalk(Gallo to 121st Avenue) TDT,Grant Hunziker Street(72nd Avenue to 77th Avenue)Sidewalk TDT,Grant Atlanta Street Extension(Tigard Triangle) Southwest Corridor,Urban Renewal Tigard Triangle 72nd Avenue Improvements Southwest Corridor,Urban Renewal, (Recommendations from 72nd Avenue/Tigard Triangle Development,Federal Appropriation Study) Walnut Street Improvements(Tiedeman to Pacific MSTIP Highway) Ped Crossing Improvement on Bull Mountain Road at Safe Routes to School Grant Elizabeth Price Park and Alberta Rider 121st Avenue Pedestrian Bridge at Summer Creek Hall Boulevard Improvements with jurisdictional transfer STIP,OR State Legislature,Federal Appropriation 121st Avenue(Walnut to North Dakota)Complete Street MSTIP Hall/Hunziker/Scoffins Intersection Realignment Southwest Corridor,MSTIP Scoffins(Hall to Ash)Sidewalk MSTIP,Urban Renewal 78th Avenue Sidewalk(Pfaffle to Spruce) 72nd Avenue Complete Street with Sidewalks and Bike MSTIP,Grant Lanes(Highway 217 Interchange to Durham) 68th Avenue/Atlanta/Haines Intersection and Traffic MSTIP Signal 103rd Avenue Sidewalk(McDonald to View Terrace) Sattler Sidewalk Gap Completion(96th to 100th) Safe Routes to School Grant 100th Avenue Sidewalks from McDonald to Kable Safe Routes to School Grant PARKS PROJECTS Potential parks and trails projects were compiled by staff from the current CIP, Parks Master Plan, Trail System Master Plan and newly identified needs from staff. Projects and programs already underway or with committed funding such as grants were automatically given a high priority.The Parks and Recreation Advisory Board (PRAB), the Tigard Transportation Advisory Committee (TTAC -as related to regional trails), and an interdepartmental team of city staff have typically ranked remaining compiled projects at least every other year. Note: The updated Parks Master Plan will be completed at the end of fiscal year 2021 and will going forward provide the primary input to project priorities and ranking in budget development for fiscal year 2023 and beyond. CAPITAL IMPROVEMENT PLAN - PAGE 253 PRIORITIZATION AND DEVELOPMENT OF THE CSP Total Project Project Number Project Name Funding Source Cost 21CIP-07 Copper Creek/Cook Park Stream Parks SDC,Stormwater 901,000 Stabilization 92016 Dirksen Nature Park—Overall Project Urban Forestry,Parks Bond, 4,648,000 Parks SDC,Stormwater 92016-07 Dirksen Nature Park-Community Trail Parks SDC 815,000 92016-08 Dirksen Nature Park-Off-Street Parking Lot Parks SDC 470,000 92016 09 Dirksen Nature Park- Small Nature Play Parks SDC 232,000 Area(Parking Area on Tigard St.) 92016 13 Dirksen Nature Park-Wetland Boardwalk Parks SDC 680,000 and Walkway 92017 Tree Canopy Replacement Program Urban Forestry Program Transportation SDC,Parks 92046 Fanno Creek Trail Connection(RFFA Grant) SDC,Stormwater,RFFA 8,675,000 Grant 92053 Parks Major Maintenance Program Parks Reimbursement SDC Program 92056 Park System Master Plan Update Parks SDC 302,000 92058 City of Tigard/Tigard-Tualatin School Parks SDC Program District Park Development Program 92059 Universal Plaza Parks SDC,Urban Renewal 4,976,000 92061 Red Rock Creek Trail Implementation Plan Parks SDC,Metro RFFA, 380,000 MSTIP 92063 River Terrace Community Parks Parks SDC 3,100,000 92064 Steve Street Park and Trail Parks SDC,Metro Local 935,000 Share 92065 Lasich Park Property Master Plan Parks SDC,OR State Marine 383,000 Board 92066 Trail System Master Plan Parks SDC 170,000 97027 Nick Wilson Memorial Plaza Urban Renewal 1,198,000 97028 Tigard Triangle Parks Parks Bond,Urban Renewal 3,800,000 92067 Bagan Park Parks SDC,Metro Local 1,025,000 Share 92068 Cook Park Accessible Boat Ramp Parks SDC,OR State Marine 372,000 Board 92069 Cook Park Inclusive Play Structure Metro Local Share 575,000 97029 Fanno Creek Trail Connection to Universal Urban Renewal 515,000 Plaza 92026 Park Land Acquisition and Development Parks Bond,Parks SDC 2,335,000 92057 Fanno Creek Trail Amenities Parks SDC 76,000 92062 Cook Park Softball and Baseball Infield Transient Lodging Tax 503,000 95057 Fanno Creek Trail Alignment Study(Bonita Transportation SDC,Metro 320,000 Rd.to Tualatin River) Grant PAGE 254 - CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CSP Project Name Potential Outside Funding Source Metro Grant,Connect OR,Federal Red Rock Creek Trail Bridge(Railroad) Appropriation,Other 17CIP-17- Fanno Creek Trail Construction (Bonita to RFFA, Metro, Federal Appropriation Tualatin River) 92057 Fanno Creek Trail Amenities 92016-10- Dirksen Nature Park-Multi Use Sports Field Clean Water Services, Metro 92016-11 - Dirksen Nature Park-Site Interpretive Metro Grant Elements 108th Trail Metro Grant Pathfinder Genesis Trail Westside Trail -(Barrows to Bull Mountain Road) Metro Grant Fanno Creek Trail Crossing at Scholls Ferry Road Metro Grant Construction Fields at Summerlake Park 116th Avenue(Tigard to Katherine)Trail and Bridge Tualatin River Trail- Kayak/Canoe Launch at Lasich Metro Grant Property Tualatin River Ped/Bike Bridge -108th/Jurgens Tigard Street Trail (From Fanno Creek/North Dakota RFFA,Other Street along Tiedeman to Tigard Street) WATER PROJECTS An updated Water Master Plan was completed and adopted in fiscal year 2021. The funded projects in the table represent master plan and staff priorities. Total Project Project Number Project Name Funding Source Cost 96008 Water Main Line Oversizing Program Water SDC Program 96030 Bull Mountain Road Water Pipeline Water,Water SDC 14,543,500 96040 Cach Reservoir 18 and Pump Station Water,Water SDC 23,487,000 96046 Red Rock Creek Waterline Relocation Water 854,500 96048 Water Master Plan Water,Water SDC 531,000 96049 Willamette Intake Facility Expansion Water SDC 3,003,400 96050 Fonner Street/121st Avenue Valve and Water,Water SDC 1,538,500 Piping Improvements 96052 Fifth Pump at the River Intake Pump Station Water SDC 850,000 (RIPS) 96053 Aquifer Storage&Recovery Well#2 and Water,Water SDC 6,490,000 Well#3 96056 Water System Development Charge(SDC) Water SDC 40,000 Study 22CIP 02 Fifty-Year Water Distribution System Seismic Water 155,000 Plan 22CIP-03 Abandon Gaarde Reservoir 2 Water 91,500 CAPITAL IMPROVEMENT PLAN - PAGE 255 PRIORITIZATION AND DEVELOPMENT OF THE CSP Total Project Project Number Project Name Funding Source Cost 22CIP 04 Pressure Zone Consolidation—Zones 560C Water 556,000 and D 22CIP 05 High Tor Reservoir 8-1 Structural Water 1,885,000 Improvements 22CIP-06 High Tor Pump Station 8 Rebuild Water 4,275,000 22CIP-07 ASR Expansion Feasibility Study Water 1,151,000 22CIP-08 Water Management and Conservation Plan Water 103,000 22CIP-09 Water Master Plan Water 285,000 22CIP 10 Abandon Canterbury Reservoirs 1-1 and 1-2 Water 454,000 and Pump Station 1 22CIP-11 Abandon Reservoir 4 Water 178,000 22CIP-12 Lake Oswego/Tigard Water Supply Water 6,770,000 Expansion 96057 Abandon Baylor Reservoirs 9-1 and 9-2 and Water 389,000 Hunziker Pump Station 11 96058 Pipeline Renewal and Replacement Program Water Program 96059 Water System Major Maintenance Program Water Program 96060 Generator Replacement at Canterbury Pump Water 200,000 Station 96024 Waterline Replacement Program Water Program 96031 Fire Flow Improvement Program Water Program 96054 Emergency Street and Water Project on Water 775,000 Greenfield Drive 96055 Risk and Resilience Assessment and Water 150,000 Emer.en Response Plan Project Name 550 Zone Price Reservoir Reservoir 19 Pressure Zone Consolidation—Zones 560D and E Pressure Zone Consolidation—Zones 560F and G Pressure Zone Consolidation—Zones 560F and 530 Pressure Zone Consolidation—Zones 560G and H Pressure Zone Consolidation—Zones 560H and A SANITARY SEWER PROJECTS Priorities for budgeted projects were based upon staff recommendations as well as those from the Sanitary Sewer Master Plan and the 2018 Stormwater Master Plan.In addition to the projects listed below, the list of Stormwater projects include several stream stabilization and restoration projects that will help protect exposed and vulnerable Sanitary Sewer lines and therefore,funding will come from both Sanitary Sewer and Stormwater funds. PAGE 256 - CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CSP Total Project Project Number Project Name Funding Source Cost 93003 Sanitary Sewer Major Maintenance Program Sanitary Sewer Program 93060 Sanitary Sewer Master Plan Update Sanitary Sewer 130,000 East Fork of Derry Dell Creek(Gaarde to 93057 Fairhaven Street) Sanitary Sewer,Stormwater 680,000 93058 Fanno Creek Sanitary Siphon Repair Sanitary Sewer,Stormwater 413,000 93059 Downtown Sanitar Sewer Line Project Sanitar Sewer 355,000 Sewer Rehabilitation Program Citywide Sanitary Sewer Extension Program STORMWATER PROJECTS The funded projects represent master plan and staff priorities. Total Project Project Number Project Name Funding Source Cost 19CIP-06 Gaarde Street Greenway Detention and Sanitary Sewer,Stormwater 300,000 Sewer Project(SMP 310) 21CIP-17 Detention Pipe Retrofit Study and Pilot Stormwater 815,000 Project 21CIP-19 Stormwater Master Plan Update Stormwater 300,000 94001 Storm Drainage Major Maintenance Stormwater Program Program 94042 Water Quality Facility Rehabilitation Stormwater Program Program 94046 Kruger Creek Stabilization(SMP 304&308) Sanitary Sewer,Stormwater 5,680,000 94047 Washington Square Area Retrofit Plan Stormwater 100,000 94048 Oak Street Property Acquisition Stormwater 445,000 94049 Red Rock Creek Stabilization and Sanitary Sewer,Stormwater, 5,000,000 Enhancement(SMP 501-504&506) Urban Renewal 22CIP-13 Red Rock Creek Stabilization and Sanitary Sewer,Stormwater 9,000,000 Enhancement—Future Locations 93009 Fanno Creek Slope Stabilization(Arthur Sanitary Sewer,Stormwater 1,188,000 Court) 94041 Frewinq Street Stormline Replacement Stormwater 638,000 94044 Tigard Triangle Stormwater Implementation Stormwater 180,000 Plan/Predesi.n Project Name Derry Dell West Stream Protection I SW 116th Avenue Property Acquisition and Floodplain Storage I Bagan Park Stream Restoration and Water Quality Enhancement I Hunter's Glen Pond Rehabilitation IOak Street Property Floodplain Restoration CAPITAL IMPROVEMENT PLAN - PAGE 257 PRIORITIZATION AND DEVELOPMENT OF THE CSP FACILITIES PROJECTS These projects represent staff-identified priority needs for city facilities. Total Project Project Number Project Name Funding Source Cost Facilities Capital Projects, 91021 Public Works Facility and Yard Water, Full Faith and Credit 53,653,930 Bonds,GO Bond 91023 Public Works Field Staff Work Area and Parks Utility,Sanitary Sewer, 125,000 Breakroom Stormwater,Water 22CIP-14 City Facilities Consolidation—Police/City Full Faith and Credit Bonds, 111,775,000 Hall Phase GO Bond 91022 City Hall Remodel General Fund 591,000 PAGE 258 - CITY OF TIGARD IMPACT OF CAPITAL IMPROVEMENT PROGRAM ON OPERATING COSTS The completion of capital projects may have an impact on future operating and maintenance costs in the various systems. In some instances, such as the construction of a new facility, operating costs may increase. In other instances, such as replacement of old and defective waterlines, operating and maintenance costs may decrease. As the city makes decisions about which capital projects to implement, it must also evaluate the impact these projects will have on future operating and maintenance costs and determine if the city will be able to afford those costs in future years. By approving the projects in the Capital Improvement Plan (CIP), the city is making a commitment to fund future operating costs associated with the completion of these projects. The following dis- cussion summarizes the anticipated operational impacts of the CIP projects within each capital im- provement system. However, it is also important to recognize that a significant portion of new public infrastructure enters the city inventory from new development projects. These separate and additional operational impacts are not reflected in the information below. STREETS SYSTEM The Streets System of the Capital Improvement Plan (CIP) includes projects that address needed repairs and upgrades to city streets and bridges. The streets program includes and prioritizes mul- tiple projects and studies addressing needs for sidewalks and bike lanes supporting the citys Stra- tegic Plan. Many of the Streets projects in the proposed six-year Capital Improvement Plan will have little to no impact to operation and maintenance costs. The projects that may require a small additional level of future operational impact include: 79th Avenue (Bonita to Durham), Tiedeman Avenue — Partial Street Improvement, 121st Avenue (Whistlers Lane to Tippitt) Sidewalks and Bike Lanes, North Dakota Street (Fanno Creek) Bridge Replacement, Tigard Street (Fanno Creek) Bridge Re- placement, Murdock Street Sidewalk and Stormwater Improvements, Safe Routes to School (SRTS) Locust St. Sidewalks, McDonald Street, and Main Street Green Street Phase 2. In addition, there are programs such as the Pedestrian and Cyclist Connections Program, the Fiber Communication Net- works Program and the Traffic and Transportation System Major Maintenance Program that may add new assets, occasionally increasing the impact to operations and maintenance. The Pavement Management Program (PMP) will provide corrective and preventative maintenance on existing city streets which should serve to optimize the operational cost of these streets. PARKS SYSTEM By their nature, Parks System projects will lead to an increased need for operations and mainte- nance — especially when new park assets are constructed. To address the impact of a number of these projects in recent years, the FY 2020-21 Adopted Budget added three additional Parks staff and related materials and equipment to the Park Maintenance division to maintain the assets cre- ated through the CIP. This increase was funded by an increase in the park and recreation fee. The Parks division has been proactive in addressing the growing demand for park maintenance by increasing volunteerism, cleaning less frequently, deferring preventative maintenance and defer- ring replacements. While these actions have been helpful from an economic standpoint, it is not enough to meet the increasing demand for park maintenance. The combination of aging assets and deferred maintenance in the park system will eventually lead to a lower quality of service. This problem will be exacerbated if additional personnel are not added to address the growing work- load and will be even more evident as the city becomes responsible for new assets in River Terrace, downtown, and in underserved and underdeveloped areas of the city. CAPITAL IMPROVEMENT PLAN - PAGE 259 IMPACT OF CAPITAL IMPROVEMENT PROGRAM ON OPERATING COSTS Many of the Parks projects in the proposed six-year Capital Improvement Plan will require addi- tional operation and maintenance costs. These projects include: Steve Street Park and Trail, Fanno Creek Overlook, Fanno Creek Trail Connection (RFFA Grant), City of Tigard / Tigard-Tualatin School District Park Development, Bagan Park, and Cook Park Accessible Boat Ramp and Inclusive Play Structure. Universal Plaza and Dirksen Nature Park (multiple projects) in particular will both have a significant impact on operations, maintenance, and also recreation programming. WATER SYSTEM The Water System in the Capital Improvement Plan (CIP) includes a variety of projects that con- tribute to the overall safety, capacity, and resilience of the city's water system. These projects also include major maintenance and the repair or replacement of waterlines that are aging in the city. In Fiscal Year 2020-21, the city completed an updated Water Master Plan. The Master Plan in- cludes a comprehensive study of the city's water source, storage, and delivery systems. It will be used to guide future water utility decisions, including capital projects, and the CIP reflects the master plan recommendations and priorities. Water projects in the six-year CIP that will have increased operations and maintenance efforts and costs include: Cach Reservoir and Pump Station and new and recently completed projects from the Lake Oswego/Tigard Water Partnership. The CIP also includes projects to abandon or up- grade some aging reservoirs, pump stations, and pipelines, which will result in a decrease in oper- ations and maintenance costs. SANITARY SEWER SYSTEM Sanity Sewer projects are responsible for maintaining the city's sewer lines in compliance with Clean Water Services and federally-mandated guidelines. The projects in the Sanitary Sewer Sys- tem CIP primarily address major maintenance and replacement needs, meaning there is normally a decreased impact on operations and maintenance. Increases occur when additional piping is do- nated to the city through the completion of a private project or when a city project adds addition- al infrastructure. There are only two Sanitary Sewer projects listed in the six-year CIP, Sanitary Sewer Major Mainte- nance Program and Sanitary Sewer Master Plan Update, neither of these projects will have a sig- nificant impact on operations and maintenance. However, sanitary sewer funds are also being uti- lized to help fund significant stream restoration projects that are listed in the Stormwater System CIP. Severe erosion problems in several creeks are impacting or threatening the integrity of sani- tary sewer infrastructure. The creek restoration projects will reduce the risk of sewer line breaks, ultimately reducing the system long-term operational costs. STORMWATER SYSTEM The projects within the Stormwater System are designed to address erosion, water quality, flood- ing and pipe system problems. Like Sanitary Sewer projects, Stormwater projects are responsible for meeting Clean Water Services and federally-mandated guidelines for cleaning, upgrading, and maintaining the stormwater and public stream system infrastructure. PAGE 260 - CITY OF TIGARD IMPACT OF CAPITAL IMPROVEMENT PROGRAM ON OPERATING COSTS Stormwater projects in the six-year CIP that will have a minimal impact on operations and mainte- nance include: Kruger Creek Stabilization and Red Rock Creek Stabilization and Enhancement. While these projects may add inspection and maintenance requirements, many will significantly reduce the risk of erosion and landslides that can impact culverts and sanitary sewer lines. FACILITIES SYSTEM The Facilities System six-year CIP includes design and construction of significant new city facility assets. These will replace existing facilities that have significant operational and long-term up- grade needs. The implications and costs of operating and maintaining new, larger facilities versus the costs of maintaining the existing aging infrastructure will be more fully determined as the de- sign process proceeds. • s' t -Akr -c t �. Cr F U i` rel r rim Cook Park Ball Field, Tigard CAPITAL IMPROVEMENT PLAN - PAGE 261 CAPITAL IMPROVEMENT PLAN - STREETS w / 7 eA4L, HART RD OMAH BLVD �p GARDEN NOME RD 4� Projects 95001,95027,95063,95066,95067 and 95068 are city wide. 94 46 I R e° 5 cia °j„....r---.7-.-----.--\"-T--.' w - • d - aaotKawaN r °� 1,.,..1-- o KENMER - _r w > •Q t J 95073 �I II�Z Q = _ Crescent yyEl(Z j1{L ? f GYeenwop ,rk Grove -� pi tl L �R w :41 �.f ,l .H- Cemetery - Q ® 'ir .` _ is 95065 a / = , 95054 Q OL��ERRA!^RG -' 95056 95070 tr a So 95060 1- / !"r- T— I 95038 .q. ` r O O a I . r, UTH ST- N 95048 { `1j. c WALNUT ST 97017 of 95072 ` 'l ter' If I hV - ;-••••"' .lpi 1 Fenno 00 �r �� T 95064 creexvn r • �LI 95050 �I-- , T •&r� I 95074 �rJ` - I v GAARDE ST_rJSSAAR.. T MCDONALD ST - 95069 14Ar RD Bu-_MOJ bFkl 0-'--1 `95065 a n cc 1 J j - NITA -D i a T \ n G 2 ii 1 -Ay - I •/ 18CIP-10 OC 01 _ 95071 f k 11! BEEF BEND RD • '1DRHAM -C L. J ti 4 95041 Pt`O ai w � a Cook Q Q s ONS F pork mLOD © a ELS a a rig 6 .g q TUALATIN RD 9G C NES F m NYBERG SO' lleilliMlrlirillW PO•Tr •II TIcAR°MCPs illiogrA.,,,se.,..: LA E 44 The City of Tigard N l D 'mil Project Locations how Ill9prog A r F E,N,.HW • (Tigard City Limits TIGARD 0 0.5 1 1 Miles City of Tigard Recommended Capital Improvement Plan FY 2022-27 PAGE 262 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS YTD Projected Projct No. Project N 2021 2022 2023 AK 2025 2026 2027 Total 18CIP-10 79th Avenue(Bonita Road to 0 0 20,000 380,000 2,500,000 0 0 2,900,000 Durham Road) 95001 Pavement Management Program 2,740,000 2,840,000 2,940,000 3,040,000 3,140,000 3,140,000 3,140,000 20,980,000 (PMP) 95027 Pedestrian and Cyclist 430,000 300,000 300,000 300,000 300,000 300,000 300,000 2,230,000 Connections Program 95038 Tiedeman Avenue-Partial Street 0 0 168,500 747,500 0 0 0 916,000 Improvement(RR Tracks to Greenburg) 95041 Upper Boones Ferry Road/ 25,000 70,500 0 0 0 0 0 95,500 Durham Road Adaptive Signal Coordination 95048 Roy Rogers Road 940,000 920,000 910,000 900,000 900,000 900,000 900,000 6,370,000 95050 121st Avenue(Whistlers Lane to 82,000 77,000 155,000 0 0 0 0 314,000 Tippitt)Sidewalks and Bike Lanes 95054 Hall Boulevard/Pfaffle Street 70,000 0 0 0 150,000 370,000 740,000 1,330,000 New Traffic Signal 95056 North Dakota Street(Fanno 582,000 2,076,000 40,000 20,000 0 0 0 2,718,000 Creek)Bridge Replacement 95060 Tigard Street(Fanno Creek) 405,000 3,221,000 1,785,000 0 0 0 0 5,411,000 Bridge Replacement 95063 Transportation System Plan 235,000 57,500 0 0 0 0 0 292,500 Update 95064 Frewing Street Sidewalk Infill- 153,500 607,500 0 0 0 0 0 761,000 CDBG 95065 Pacific Highway Street Lights 338,000 795,000 0 0 0 0 0 1,133,000 95066 Americans with Disabilities Act 400,000 400,000 400,000 400,000 400,000 400,000 400,000 2,800,000 Right-of-Way Program 95067 Traffic and Transportation System 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Major Maintenance Program 95068 Fiber Communication Networks 50,000 50,000 50,000 50,000 50,000 50,000 50,000 350,000 Program 95069 Bonita/Sequoia Intersection- 0 20,000 150,000 0 0 0 0 170,000 Traffic Signal 95070 Greenburg Road,Tiedeman 0 690,000 0 0 0 0 0 690,000 Avenue,and North Dakota Street Study 95071 Murdock Street Sidewalk and 0 635,000 1,796,000 0 0 0 0 2,431,000 Stormwater Improvements 95072 72nd Avenue Pre-Design 0 520,000 0 0 0 0 0 520,000 95073 SRTS Locust St.Sidewalks 0 5,000 355,000 672,000 0 0 0 1,032,000 95074 McDonald Street(Hall Boulevard 0 25,000 2,428,000 2,364,000 9,878,000 8,970,000 0 23,665,000 to Pacific Highway) 97017 Main Street Green Street Retrofit 365,000 2,700,000 1,145,000 0 0 0 0 4,210,000 (Phase 2) Total Funded 6,915,500 16,109,500 12,742,500 8,973,500 17,418,000 14,230,000 5,630,000 82,019,000 CAPITAL IMPROVEMENT PLAN - PAGE 263 CAPITAL IMPROVEMENT PLAN - STREETS 18CIP-10-79th Avenue(Bonita Road to Durham Road) Project Need:Portions of pavement are about 20-feet wide.Pedestrians,including school children,typically have to walk in the travel lane in these sections.This street connects to Durham Elementary School. Project Description:Context-sensitive design to fill in sidewalk gaps and facilitate bicycling along 79th Avenue from Bonita Road to Durham Road so pedestrians will no longer be forced to share the roadway in the vehicle travel lane.This supports the vision statement in the City of Tigard's Strategic Plan:"Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Operations and Maintenance Impact: Small impact for additional curbed street to sweep. Total Project Cost: $2,900,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 20,000 45,000 50,000 0 0 115,000 Total Internal 0 0 0 20,000 45,000 50,000 0 0 115,000 External Expenses Design and Engineering 0 0 0 0 280,000 100,000 0 0 380,000 Construction 0 0 0 0 0 1,950,000 0 0 1,950,000 Contingency 0 0 0 0 55,000 400,000 0 0 455,000 Total External 0 0 0 0 335,000 2,450,000 0 0 2,785,000 Total Project Expense 0 0 0 20,000 380,000 2,500,000 0 0 2,900,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 0 20,000 350,000 1,500,000 0 0 1,870,000 205-City Gas Tax Fund 0 0 0 0 30,000 1,000,000 0 0 1,030,000 Total Revenue Funding 0 0 0 20,000 380,000 2,500,000 0 0 2,900,000 Total Revenues 0 0 0 20,000 380,000 2,500,000 0 0 2,900,000 PAGE 264 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95001-Pavement Management Program(PMP) Project Need:This project is a continuation of the annual program to preserve or replace portions of one of the city's most valuable resources-its streets and roadways. Project Description:This project,funded by the Street Maintenance Fee,provides for the preservation or replacement of the asphaltic concrete by overlays,crack sealing,or slurry sealing.Streets maintenance treatments are determined based on traffic volume,pavement condition,opportunities to combine with other projects,and other factors in order to maximize the utilization of the funding available. This results in rehabilitation and preventive maintenance on about 15 miles of streets each year to extend the usable service life of the pavement.This program also annually upgrades some curb ramps to current Americans with Disabilities Act(ADA)standards when they are impacted by the overlay projects. Operations and Maintenance Impact: This program ultimately will reduce needed maintenance and repairs of streets by keeping them at an optimal condition. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total Internal 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 External Expenses Construction 0 2,640,000 2,740,000 2,840,000 2,940,000 3,040,000 3,040,000 3,040,000 20,280,000 Total External 0 2,640,000 2,740,000 2,840,000 2,940,000 3,040,000 3,040,000 3,040,000 20,280,000 Total Project Expense 0 2,740,000 2,840,000 2,940,000 3,040,000 3,140,000 3,140,000 3,140,000 20,980,000 REVENUES Revenue Funding Source 412-Street Maintenance 0 2,740,000 2,840,000 2,940,000 3,040,000 3,140,000 3,140,000 3,140,000 20,980,000 Fund Total Revenue Funding 0 2,740,000 2,840,000 2,940,000 3,040,000 3,140,000 3,140,000 3,140,000 20,980,000 Total Revenues 0 2,740,000 2,840,000 2,940,000 3,040,000 3,140,000 3,140,000 3,140,000 20,980,000 CAPITAL IMPROVEMENT PLAN - PAGE 265 CAPITAL IMPROVEMENT PLAN - STREETS 95027-Pedestrian and Cyclist Connections Program Project Need:Missing sections of sidewalks and bike lanes and difficult crossings are located citywide. Project Description:Projects may include sidewalk/bike lane/pathway construction,crosswalk treatments and minor intersection modifications.Projects will typically cost less than$50,000.Funds from this program can also be used to cover matching funds for eligible grant projects benefitting pedestrians and cyclists.This supports the vision statement in the City of Tigard's Strategic Plan: "Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Operations and Maintenance Impact: Minor increased maintenance for small increases in pavement,pedestrian crossings,and sidewalks. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000 Total Internal 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000 External Expenses Design and Engineering 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000 350,000 Construction 0 34-0,000 210,000 210,000 210,000 210,000 210,000 210,000 1,600,000 Total External 0 390,000 260,000 260,000 260,000 260,000 260,000 260,000 1,950,000 Total Project Expense 0 430,000 300,000 300,000 300,000 300,000 300,000 300,000 2,230,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 430,000 300,000 300,000 300,000 300,000 300,000 300,000 2,230,000 Total Revenue Funding 0 430,000 300,000 300,000 300,000 300,000 300,000 300,000 2,230,000 Total Revenues 0 430,000 300,000 300,000 300,000 300,000 300,000 300,000 2,230,000 PAGE 266 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95038-Tiedeman Avenue-Partial Street Improvement(RR Tracks to Greenburg) Project Need:There is currently a lack of sidewalks,bike lanes,and storm drainage facilities along Tiedeman Avenue from the railroad tracks north of Tigard Street to Greenburg Road. Project Description:Build a sidewalk,bike lane,and associated stormwater infrastructure to treat stormwater runoff.The project will connect to the Tigard Street Heritage multi-use pathway and complete pedestrian and bicycle improvements to Greenburg Road north of the rail crossing.Pedestrians and cyclists will no longer be forced to share the roadway in the vehicle travel lane.This supports the vision statement in the City of Tigard's Strategic Plan:"Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Operations and Maintenance Impact:Increased cost for maintenance of additional pavement,stormwater facility,sidewalks and striping,and additional curbed street to sweep. Total Project Cost: $935,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 7,500 0 0 29,500 57,500 0 0 0 94,500 Total Internal 7,500 0 0 29,500 57,500 0 0 0 94,500 External Expenses Land/Right of Way 0 0 0 20,000 200,000 0 0 0 220,000 Acquisition Design and Engineering 11,500 0 0 100,000 45,000 0 0 0 156,500 Construction 0 0 0 0 360,000 0 0 0 360,000 Contingency 0 0 0 19,000 85,000 0 0 0 104,000 Total External 11,500 0 0 139,000 690,000 0 0 0 840,500 Total Project Expense 19,000 0 0 168,500 747,500 0 0 0 935,000 REVENUES Revenue Funding Source 405-Transportation 19,000 0 0 168,500 747,500 0 0 0 935,000 Development Tax Total Revenue Funding 19,000 0 0 168,500 747,500 0 0 0 935,000 Total Revenues 19,000 0 0 168,500 747,500 0 0 0 935,000 CAPITAL IMPROVEMENT PLAN - PAGE 267 CAPITAL IMPROVEMENT PLAN - STREETS 95041-Upper Boones Ferry Road/Durham Road Adaptive Signal Coordination Project Need:Address morning,evening and weekend traffic congestion. Project Description:With thirteen traffic signals and two rail crossings,signal coordination could significantly increase vehicular flow and could possibly reduce crash rates.The various types of traffic users(residential,school,major city park,office and retail)make this corridor a particularly good candidate for adaptive signal coordination.This project will install traffic signal coordination that extends along Durham Road,from Boones Ferry Road to 92nd Avenue and connects the Durham/Summerfield signal to the Durham/Pacific Highway signal.Signals will operate based on specific vehicular demands rather than on fixed timing programs.If successful,other heavily congested corridors could be similarly equipped. Project Funding:The project is primarily funded by a Federal Surface Transportation Program Grant administered by the Oregon Department of Transportation and managed by Washington County. Operations and Maintenance Impact: Minimal to none. Total Project Cost: $1,050,000 City of Tigard Project Cost:$248,500(Tigard's match for construction was advanced to ODOT in FY 2015-16) Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 29,000 5,000 5,000 0 0 0 0 0 39,000 Total Internal 29,000 5,000 5,000 0 0 0 0 0 39,000 External Expenses Design and Engineering 0 20,000 0 0 0 0 0 0 20,000 Construction 124,000 0 65,500 0 0 0 0 0 189,500 Total External 124,000 20,000 65,500 0 0 0 0 0 209,500 Total Project Expense 153,000 25,000 70,500 0 0 0 0 0 248,500 REVENUES Revenue Funding Source 200-Gas Tax Fund 2,000 0 0 0 0 0 0 0 2,000 405-Transportation 151,000 12,500 35,250 0 0 0 0 0 198,750 Development Tax 415-Transportation SDC 0 12,500 35,250 0 0 0 0 0 47,750 Fund Total Revenue Funding 153,000 25,000 70,500 0 0 0 0 0 248,500 Total Revenues 153,000 25,000 70,500 0 0 0 0 0 248,500 PAGE 268 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95048-Roy Rogers Road Project Need:Increased traffic due to River Terrace,South Cooper Mountain,and other area development is driving the need for increased capacity on Roy Rogers Road. Project Description:The Roy Rogers Road improvement project includes four vehicle travel lanes from Bull Mountain Road to Scholls Ferry Road,turn lanes as appropriate,pedestrian and bicycle facilities,intersection improvements at the Bull Mountain Road and Scholls Ferry Road intersections and improvements to address connectivity at two additional intersections on Roy Rogers Road between Scholls Ferry Road and Bull Mountain Road,including the Lorenzo Lane/Jean Louise Road intersection. Project Finding:Washington County is managing the project and providing two-thirds of the total costs through Major Streets Transportation Improvement Program(MSTIP bonding cost-sharing)funding.The city will provide one-third of the total cost funding share over ten years. Operations and Maintenance Impact: Significant increase in right-of-way landscaping and stormwater facilities to maintain(county will maintain pavement). Total Project Cost: $27,000,000 City of Tigard Project Cost: $9,175,000(includes costs beyond FY 2026-27) Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 102,500 40,000 20,000 10,000 0 0 0 0 172,500 Total Internal 102,500 40,000 20,000 10,000 0 0 0 0 172,500 External Expenses Construction 901,500 900,000 900,000 900,000 900,000 900,000 900,000 900,000 7,201,500 Total External 901,500 900,000 900,000 900,000 900,000 900,000 900,000 900,000 7,201,500 Total Project Expense 1,004,000 940,000 920,000 910,000 900,000 900,000 900,000 900,000 7,374,000 REVENUES Revenue Funding Source 405-Transportation 1,004,000 940,000 920,000 910,000 900,000 900,000 900,000 900,000 7,374,000 Development Tax Total Revenue Funding 1,004,000 940,000 920,000 910,000 900,000 900,000 900,000 900,000 7,374,000 Total Revenues 1,004,000 940,000 920,000 910,000 900,000 900,000 900,000 900,000 7,374,000 CAPITAL IMPROVEMENT PLAN - PAGE 269 CAPITAL IMPROVEMENT PLAN - STREETS 95050-121st Avenue(Whistlers Lane to Tippitt)Sidewalks and Bike Lanes Project Need:121st Avenue is a busy,narrow roadway with no place to walk or bike outside the travel lane.This route would otherwise be used by many people to get to and from their neighborhoods.This project is the top priority project for the Tigard Transportation Advisory Committee(1'1AC). Project Description:Construct sidewalks,bike lanes,streetlights,and enhanced pedestrian crossings.This will complete the sidewalks and bike lanes from Walnut Street to Gaarde Street.Anticipated to be a context-sensitive design to minimize community impact,with two lanes(no center turn lane).This supports the vision statement in the City of Tigard's Strategic Plan:"Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Project Funding:Washington County is managing and providing the majority of the funding for this project under the County Major Streets Transportation Improvement Program(MSTIP). Operations and Maintenance Impact: Increased cost for maintenance of additional pavement,stormwater facilities,striping,and additional curbed street to sweep. Total Project Cost: $4,500,000 City of Tigard Project Cost: $404,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 87,000 50,000 50,000 50,000 0 0 0 0 237,000 Total Internal 87,000 50,000 50,000 50,000 0 0 0 0 237,000 External Expenses Design and Engineering 3,000 7,000 5,000 5,000 0 0 0 0 20,000 Construction 0 0 0 15,000 0 0 0 0 15,000 Contingency 0 25,000 22,000 85,000 0 0 0 0 132,000 Total External 3,000 32,000 27,000 105,000 0 0 0 0 167,000 Total Project Expense 90,000 82,000 77,000 155,000 0 0 0 0 404,000 REVENUES Revenue Funding Source 405-Transportation 90,000 65,000 57,000 119,000 0 0 0 0 331,000 Development Tax 411-Underground Utility 0 10,000 20,000 20,000 0 0 0 0 50,000 Fund 500-Sanitary Sewer Fund 0 7,000 0 16,000 0 0 0 0 23,000 Total Revenue Funding 90,000 82,000 77,000 155,000 0 0 0 0 404,000 Total Revenues 90,000 82,000 77,000 155,000 0 0 0 0 404,000 PAGE 270 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95054-Hall Boulevard/Pfaffie Street New Traffic Signal Project Need:Currently drivers can experience difficulty pulling out from Pfaffle Street onto Hall Boulevard especially during the morning and evening commute hours.Congestion has increased with recent development in the area and Hall Boulevard is difficult for pedestrians to cross. Project Description:This project will construct a new traffic signal with appropriate illumination,crosswalks,and lengthening and separation of the turn lanes on Pfaffle Street.The project will be complicated by the proximity to the Hall Boulevard/Highway 217 Bridge and the fact that Hall Boulevard is an ODOT-controlled facility necessitating agency approval and permits.Completion of these improvements will increase safety for vehicles,pedestrians,and cyclists using the intersection or traveling to and from the nearby school, Pacific Highway,and Washington Square Regional Center.In FY 2020-21,Tigard will pay ODOT to design and construct a traffic signal footing along with conduit for future fiber optic cable installation.This project is within the limits of the Hall Boulevard overpass replacement that is part of ODOTs OR 217(OR-10 to OR-99W)project. Operations and Maintenance Impact: Minor increase in funding to county for signal maintenance. Total Project Cost: $1,330,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 3,500 0 0 0 30,000 20,000 20,000 73,500 Total Internal 0 3,500 0 0 0 30,000 20,000 20,000 73,500 External Expenses Design and Engineering 0 21,500 0 0 0 100,000 30,000 30,000 181,500 Construction 0 40,000 0 0 0 0 290,000 600,000 930,000 Contingency 0 5,000 0 0 0 20,000 30,000 90,000 145,000 Total External 0 66,500 0 0 0 120,000 350,000 720,000 1,256,500 Total Project Expense 0 70,000 0 0 0 150,000 370,000 740,000 1,330,000 REVENUES Revenue Funding Source 405-Transportation 0 0 0 0 0 150,000 370,000 740,000 1,260,000 Development Tax 415-Transportation SDC 0 70,000 0 0 0 0 0 0 70,000 Fund Total Revenue Funding 0 70,000 0 0 0 150,000 370,000 740,000 1,330,000 Total Revenues 0 70,000 0 0 0 150,000 370,000 740,000 1,330,000 CAPITAL IMPROVEMENT PLAN - PAGE 271 CAPITAL IMPROVEMENT PLAN - STREETS 95056-North Dakota Street(Fanno Creek)Bridge Replacement Project Need:The bridge structure has deteriorated and needs to be replaced.There is a lack of bike lanes on the bridge and a wooden walkway on only one side. Project Description:This project will replace the existing budge with a new bridge wide enough to accommodate pedestrians and cyclists(on both sides)along with vehicles_Environmental regulations will require a new bridge to be significantly higher and longer than the current bridge.The project may also reduce flooding over the roadway. Project Funding:The project was selected as part of the Local Bridge Program and includes$3,514,679 of federal funds. The project will be delivered by the Oregon Department of Transportation. Operations and Maintenance Impact: Increased pavement area and striping maintenance,reduced bridge maintenance. Total Project Cost: $6,177,000 City of Tigard Project Cost: $2,662,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 58,000 40,000 80,000 40,000 20,000 0 0 0 238,000 Total Internal 58,000 40,000 80,000 40,000 20,000 0 0 0 238,000 External Expenses Land/Right of Way 0 0 270,000 0 0 0 0 0 270,000 Acquisition Design and Engineering 111,000 532,000 30,000 0 0 0 0 0 673,000 Construction 0 0 1,160,000 0 0 0 0 0 1,160,000 Environmental Permit 0 0 36,000 0 0 0 0 0 36,000 Compliance Contingency 0 10,000 500,000 0 0 0 0 0 510,000 Total External 111,000 542,000 1,996,000 0 0 0 0 0 2,649,000 Total Project Expense 169,000 582,000 2,076,000 40,000 20,000 0 0 0 2,887,000 REVENUES Revenue Funding Source 205-City Gas Tax Fund 169,000 0 0 0 0 0 0 0 169,000 415-Transportation SDC 0 582,000 1,851,000 40,000 20,000 0 0 0 2,493,000 Fund Total Revenue Funding 169,000 582,000 1,851,000 40,000 20,000 0 0 0 2,662,000 Other Revenue Source Local Bridge Program 0 0 225,000 0 0 0 0 0 225,000 Total Other Revenue 0 0 225,000 0 0 0 0 0 225,000 Total Revenues 169,000 582,000 2,076,000 40,000 20,000 0 0 0 2,887,000 PAGE 272 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95060-Tigard Street(Fanno Creek)Bridge Replacement Project Need:The structure has deteriorated and needs to be replaced.There is a lack of bike lanes on the bridge and a wooden walkway only on one side. Project Description:Replace existing Tigard Street Bridge over the Fanno Creek with a new structurally-sound bridge wide enough to accommodate pedestrians and cyclists(on both sides)along with motor vehicles.Environmental regulations will require the new bridge to be significantly higher and longer than the current bridge,which may necessitate some rework of the existing Fanno Creek Trail just west of the bridge.The creek greenway will be excavated to construct a large floodplain detention pond to mitigate the bridge project,which will store water during storms.This is part of project 403 in the Stormwater Master Plan.The schedule of this project was moved up to start in fiscal year 2020-21 so the city can be prepared to have construction occur in a time frame that best coordinates with ODOT's Highway 217 widening project that impacts Hall Boulevard. Operations and Maintenance Impact: Increased pavement area and striping maintenance,reduced bridge maintenance. Total Project Cost: $5,415,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 4,000 55,000 95,000 90,000 0 0 0 0 244,000 Total Internal 4,000 55,000 95,000 90,000 0 0 0 0 244,000 External Expenses Land/Right of Way 0 0 480,000 0 0 0 0 0 480,000 Acquisition Design and Engineering 0 350,000 785,000 20,000 0 0 0 0 1,155,000 Construction 0 0 1,575,000 1,475,000 0 0 0 0 3,050,000 Environmental Permit 0 0 36,000 0 0 0 0 0 36,000 Compliance Contingency 0 0 250,000 200,000 0 0 0 0 450,000 Total External 0 350,000 3,126,000 1,695,000 0 0 0 0 5,171,000 Total Project Expense 4,000 405,000 3,221,000 1,785,000 0 0 0 0 5,415,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 4,000 0 1,506,000 675,000 0 0 0 0 2,185,000 205-City Gas Tax Fund 0 0 0 500,000 0 0 0 0 500,000 415-Transportation SDC 0 405,000 1,590,000 485,000 0 0 0 0 2,480,000 Fund 510-Stormwater Fund 0 0 125,000 125,000 0 0 0 0 250,000 Total Revenue Funding 4,000 405,000 3,221,000 1,785,000 0 0 0 0 5,415,000 Total Revenues 4,000 405,000 3,221,000 1,785,000 0 0 0 0 5,415,000 CAPITAL IMPROVEMENT PLAN - PAGE 273 CAPITAL IMPROVEMENT PLAN - STREETS 95063-Transportation System Plan Update Project Need:Tigard is required by state administrative rule to have a current transportation plan,which is typically updated every five years.The most recent transportation plan update was prepared in 2008-09. Project Description:Conduct appropriate community,traffic,and multi-modal transportation analysis.Prepare a draft plan,hold public meetings and hearings,and obtain city council adoption of the final plan. Operations and Maintenance Impact: None. Total Project Cost: $328,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 4,500 35,000 10,000 0 0 0 0 0 49,500 Total Internal 4,500 35,000 10,000 0 0 0 0 0 49,500 External Expenses Design and Engineering 31,000 200,000 47,500 0 0 0 0 0 278,500 Total External 31,000 200,000 47,500 0 0 0 0 0 278,500 Total Project Expense 35,500 235,000 57,500 0 0 0 0 0 328,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 35,500 0 0 0 0 0 0 0 35,500 415-Transportation SDC 0 235,000 57,500 0 0 0 0 0 292,500 Fund Total Revenue Funding 35,500 235,000 57,500 0 0 0 0 0 328,000 Total Revenues 35,500 235,000 57,500 0 0 0 0 0 328,000 PAGE 274 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95064-Frewing Street Sidewalk Infill-CDBG Project Need:Currently,pedestrians living adjacent to Frewing Street are forced to walk in the roadway. Project Description:Construct sidewalks,curbs,Americans with Disabilities Act(ADA)curb ramps,and drainage improvements on Frewing Street between Pacific Highway and Ash Avenue.Storm drainage work includes providing inlets to collect street runoff.The project will result in improved northbound pedestrian access to shopping areas and bus stops on Pacific Highway and southbound access to the Tigard Civic Center and the Public Library.This supports the vision statement in the City of Tigard's Strategic Plan: "Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Project Funding:This project is partially funded by a$425,604 Community Development Block Grant. Operations and Maintenance Impact: None(or minor)for new sidewalk and additional curbed street to sweep. Total Project Cost: $799,000 City of Tigard Project Cost: $438,396 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 20,000 40,000 20,000 0 0 0 0 0 80,000 Total Internal 20,000 40,000 20,000 0 0 0 0 0 80,000 External Expenses Land/Right of Way 0 20,000 0 0 0 0 0 0 20,000 Acquisition Design and Engineering 18,000 93,500 20,000 0 0 0 0 0 131,500 Construction 0 0 485,500 0 0 0 0 0 485,500 Environmental Permit 0 0 5,000 0 0 0 0 0 5,000 Compliance Contingency 0 0 77,000 0 0 0 0 0 77,000 Total External 18,000 113,500 587,500 0 0 0 0 0 719,000 Total Project Expense 38,000 153,500 607,500 0 0 0 0 0 799,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 19,975 39,500 0 0 0 0 0 0 59,475 415-Transportation SDC 0 20,500 358,421 0 0 0 0 0 378,921 Fund Total Revenue Funding 19,975 60,000 358,421 0 0 0 0 0 438,396 Other Revenue Source Community Development 18,025 93,500 249,079 0 0 0 0 0 360,604 Block Grant Total Other Revenue 18,025 93,500 249,079 0 0 0 0 0 360,604 Total Revenues 38,000 153,500 607,500 0 0 0 0 0 799,000 CAPITAL IMPROVEMENT PLAN - PAGE 275 CAPITAL IMPROVEMENT PLAN - STREETS 95065-Pacific Highway Street Lights Project Need:Many intersections on Pacific Highway do not have sufficient lighting making it difficult to see for drivers,cyclists, pedestrians,and transit users.Pedestrians are particularly difficult to see and are vulnerable road users. Project Description:Install streetlights at unlit quadrants of intersections where they do not already exist along Pacific Highway through the City of Tigard.Intersections include 72nd Avenue,Main Street/Johnson Street,McKenzie Street,School Street,Walnut Street, Frewing Street,Garrett Street,Park Street,Royalty Parkway,and Durham Road.Some lights will be added to existing signals and power poles,some will require new poles. Project Funding:This project will be partially funded with a grant from ODOT using the State Fund Local Project(SFLP)program. Operations and Maintenance Impact:Minor. Total Project Cost:$1,142,000 City of Tigard Project Cost:$219,800 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 9,000 40,000 30,000 0 0 0 0 0 79,000 Total Internal 9,000 40,000 30,000 0 0 0 0 0 79,000 External Expenses Land/Right of Way 0 102,000 0 0 0 0 0 0 102,000 Acquisition Design and Engineering 0 196,000 52,000 0 0 0 0 0 248,000 Construction 0 0 672,000 0 0 0 0 0 672,000 Contingency 0 0 41,000 0 0 0 0 0 41,000 Total External 0 298,000 765,000 0 0 0 0 0 1,063,000 Total Project Expense 9,000 338,000 795,000 0 0 0 0 0 1,142,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 9,000 40,000 170,800 0 0 0 0 0 219,800 Total Revenue Funding 9,000 40,000 170,800 0 0 0 0 0 219,800 Other Revenue Source State Fund Local Projects 0 298,000 624,200 0 0 0 0 0 922,200 Total Other Revenue 0 298,000 624,200 0 0 0 0 0 922,200 Total Revenues 9,000 338,000 795,000 0 0 0 0 0 1,142,000 PAGE 276 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95066-Americans with Disabilities Act Right-of-Way Program Project Need:The city must implement projects from the Americans with Disabilities Act(ADA)Transition Plan. Project Description:Create a program to implement projects from the ADA Transition Plan to provide equal access to public facilities_ This program will focus on needs in the right-of-way including curb ramps and pedestrian crossing push buttons.Projects will be prioritized based on criteria in the city's 2019 ADA Transition Plan and construction may be coordinated with the annual Pavement Management Program.This supports the vision statement in the City of Tigard's Strategic Plan:"Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Operations and Maintenance Impact:Little to no impact. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000 Total Internal 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000 External Expenses Construction 0 360,000 360,000 360,000 360,000 360,000 360,000 360,000 2,520,000 Total External 0 360,000 360,000 360,000 360,000 360,000 360,000 360,000 2,520,000 Total Project Expense 0 400,000 400,000 400,000 400,000 400,000 400,000 400,000 2,800,000 REVENUES Revenue Funding Source 415-Transportation SDC 0 400,000 400,000 400,000 400,000 400,000 400,000 400,000 2,800,000 Fund Total Revenue Funding 0 400,000 400,000 400,000 400,000 400,000 400,000 400,000 2,800,000 Total Revenues 0 400,000 400,000 400,000 400,000 400,000 400,000 400,000 2,800,000 CAPITAL IMPROVEMENT PLAN - PAGE 277 CAPITAL IMPROVEMENT PLAN - STREETS 95067-Traffic and Transportation System Major Maintenance Program Project Need:The City has a large amount of deferred signal maintenance at the traffic signals it owns and operates.Many of our existing traffic signal components are outdated and replacement parts are not available.This fund will be used to upgrade deficient equipment and improve functionality of our traffic signal system. Project Description:This project provides funding to replace traffic signal equipment that is outdated,poorly operating,or near failure. Work will include items like signal head upgrades,controller cabinets and appurtenances,functionality upgrades such as new controllers and detection for vehicles,cyclists,and pedestrians.Project scope may also include sidewalk and pavement improvements to meet ADA requirements and improve safety. Operations and Maintenance Impact:The upgrades will reduce overall maintenance costs by increasing equipment efficiency. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 20,000 20,000 20,000 20,000 20,000 20,000 20,000 140,000 Total Internal 0 20,000 20,000 20,000 20,000 20,000 20,000 20,000 140,000 External Expenses Construction 0 80,000 80,000 80,000 80,000 80,000 80,000 80,000 560,000 Total External 0 80,000 80,000 80,000 80,000 80,000 80,000 80,000 560,000 Total Project Expense 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total Revenue Funding 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total Revenues 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 PAGE 278 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95068-Fiber Communication Networks Program Project Need:The project will allow the city to work towards having a fully connected traffic signal system to optimize traffic flow/efficiency.In addition,it will allow remote access for ease of trouble shooting and maintenance.Remote access will also improve response time to community member concerns.The fiber system will become an asset the city can use for collaboration with other partners to access regional systems and save Tigard from having to buy standalone software/infrastructure. Project Description: This project will add conduit and/or fiber as an opportunity response to other planned projects to help build out the city's signal fiber network. Operations and Maintenance Impact:Conduit and fiber network will require minimal maintenance.The city utilizes an on-call for needed repairs and maintenance. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 35,000 Total Internal 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 35,000 External Expenses Construction 0 45,000 45,000 45,000 45,000 45,000 45,000 45,000 315,000 Total External 0 45,000 45,000 45,000 45,000 45,000 45,000 45,000 315,000 Total Project Expense 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000 350,000 REVENUES Revenue Funding Source 415-Transportation SDC 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000 350,000 Fund Total Revenue Funding 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000 350,000 Total Revenues 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000 350,000 CAPITAL IMPROVEMENT PLAN - PAGE 279 CAPITAL IMPROVEMENT PLAN - STREETS 95069-Bonita/Sequoia Intersection-Traffic Signal Project Need:This is a high-priority safety project.There are traffic issues and a high crash rate at this intersection. Project Description:Construct a traffic signal at the intersection of Bonita Road and Sequoia Parkway and add a bike lane along Bonita Road. Project Funding:Washington County selected this project for Major or Streets Transportation Improvement Program(MSTIP)and will provide most of the funding and project implementation. Operations and Maintenance Impact:Will require increased payments to Washington County to maintain an additional signal and a slight cost increase for restriping. Total Project Cost: $670,000 City of Tigard Project Cost: $170,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 20,000 40,000 0 0 0 0 60,000 Total Internal 0 0 20,000 40,000 0 0 0 0 60,000 External Expenses Construction 0 0 0 100,000 0 0 0 0 100,000 Contingency 0 0 0 10,000 0 0 0 0 10,000 Total External 0 0 0 110,000 0 0 0 0 110,000 Total Project Expense 0 0 20,000 150,000 0 0 0 0 170,000 REVENUES Revenue Funding Source 405-Transportation 0 0 20,000 150,000 0 0 0 0 170,000 Development Tax Total Revenue Funding 0 0 20,000 150,000 0 0 0 0 170,000 Total Revenues 0 0 20,000 150,000 0 0 0 0 170,000 PAGE 280 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95070-Greenburg Road,Tiedeman Avenue,and North Dakota Street Study Project Need:There is a high crash rate along Greenburg Road from Tiedeman Avenue up to Highway 217.Significant traffic congestion occurs,particularly during the morning rush hour.Other known issues include the lack of bike lanes on Greenburg Road and North Dakota Street between Tiedeman Avenue and the Fanno Creek Trail;narrow curb-tight sidewalk along Greenburg Road;and the lack of walking space,bike lanes,and storm drainage along Tiedeman Avenue and North Dakota Street approaching Greenburg Road. Project Description:Study the area of Greenburg Road,Tiedeman Avenue,and North Dakota Street to increase safety and promote the complete street design concept.The study will review options for adding sidewalks,bike lanes,turn lanes,and complete storm drainage gaps.This project supports the vision statement in the City of Tigard's Strategic Plan:"Tigard:An equitable community that is walkable, healthy,and accessible for everyone." Project Funding:The study is shown as fully funded.Upon completion of the study,a future CIP will reflect funding for the construction phase. Operations and Maintenance Impact:The study phase will not have an increased cost for operations and maintenance.It is anticipated the study will confirm the need for additional pavement,sidewalks,and striping which will increase cost for maintenance after construction. Total Project Cost:$690,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 85,000 0 0 0 0 0 85,000 Total Internal 0 0 85,000 0 0 0 0 0 85,000 External Expenses Design and Engineering 0 0 550,000 0 0 0 0 0 550,000 Contingency 0 0 55,000 0 0 0 0 0 55,000 Total External 0 0 605,000 0 0 0 0 0 605,000 Total Project Expense 0 0 690,000 0 0 0 0 0 690,000 REVENUES Revenue Funding Source 205-City Gas Tax Fund 0 0 110,000 0 0 0 0 0 110,000 405-Transportation 0 0 580,000 0 0 0 0 0 580,000 Development Tax Total Revenue Funding 0 0 690,000 0 0 0 0 0 690,000 Total Revenues 0 0 690,000 0 0 0 0 0 690,000 CAPITAL IMPROVEMENT PLAN - PAGE 281 CAPITAL IMPROVEMENT PLAN - STREETS 95071-Murdock Street Sidewalk and Stormwater Improvements Project Need:Murdock Street from 103rd Avenue to James Templeton Elementary School is currently about 22-feet wide.Pedestrians, including school children,typically have to walk in the travel lane.In addition,there is insufficient stormwater infrastructure in the area, leading to regular maintenance issues. Project Description:This project will construct a sidewalk and minor roadway widening where required along one side of the street from 103rd Avenue to Templeton Elementary School.The project will also construct a new storm drainage system.Some additional right-of-way will be necessary and topographic and stormwater drainage issues will add complexity to the project.Upon completion,the project will provide a safer route to and from the school for this neighborhood.This supports the vision statement in the City of Tigard's Strategic Plan:"Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Operations and Maintenance Impact: Minor decrease in maintenance cost for stormwater facilities and minor increase in maintenance cost for additional curbed street to sweep. Total Project Cost: $2,431,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 60,000 60,000 0 0 0 0 120,000 Total Internal 0 0 60,000 60,000 0 0 0 0 120,000 External Expenses Land/Right of Way 0 0 185,000 0 0 0 0 0 185,000 Acquisition Design and Engineering 0 0 340,000 115,000 0 0 0 0 455,000 Construction 0 0 0 1,286,000 0 0 0 0 1,286,000 Contingency 0 0 50,000 335,000 0 0 0 0 385,000 Total External 0 0 575,000 1,736,000 0 0 0 0 2,311,000 Total Project Expense 0 0 635,000 1,796,000 0 0 0 0 2,431,000 REVENUES Revenue Funding Source 205-City Gas Tax Fund 0 0 553,000 1,577,000 0 0 0 0 2,130,000 510-Stormwater Fund 0 0 82,000 219,000 0 0 0 0 301,000 Total Revenue Funding 0 0 635,000 1,796,000 0 0 0 0 2,431,000 Total Revenues 0 0 635,000 1,796,000 0 0 0 0 2,431,000 PAGE 282 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95072-72nd Avenue Pre-Design Project Need:This project is needed to support cohesive design as development projects build half-street improvements along 72nd Avenue,and to plan for a future CIP project.As development occurs,it is imperative to have an ultimate cross section,alignment,and right-of-way requirement defined to assure as developments are approved/permitted they will support the city's vision for SW 72nd Avenue. Project Description:The 72nd Avenue pre-design project will develop up to a 30%engineered design based on the 72nd Avenue Plan. This project will focus on the section of 72nd Avenue between Pacific Highway and Dartmouth and will establish right-of-way needs, curb lines,pavement markings,and early design considerations for the Red Rock Creek Culvert upgrade. Operations and Maintenance Impact:None for pre-design. Total Project Cost:$520,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 50,000 0 0 0 0 0 50,000 Total Internal 0 0 50,000 0 0 0 0 0 50,000 External Expenses Design and Engineering 0 0 450,000 0 0 0 0 0 450,000 Contingency 0 0 20,000 0 0 0 0 0 20,000 Total External 0 0 470,000 0 0 0 0 0 470,000 Total Project Expense 0 0 520,000 0 0 0 0 0 520,000 REVENUES Revenue Funding Source 405-Transportation 0 0 520,000 0 0 0 0 0 520,000 Development Tax Total Revenue Funding 0 0 520,000 0 0 0 0 0 520,000 Total Revenues 0 0 520,000 0 0 0 0 0 520,000 CAPITAL IMPROVEMENT PLAN - PAGE 283 CAPITAL IMPROVEMENT PLAN - STREETS 95073-SRTS Locust St.Sidewalks Project Need:SW Locust Street,a collector roadway adjacent to Metzger Elementary School,has no sidewalk on the north side of the roadway limiting students'ability to travel along the street.There is also no marked crosswalk across SW Locust Street to SW Lincoln Street,which is the only point of access for vehicles. Project Description:A new crosswalk with a rapid rate flashing beacon will be constructed across SW Locust Street to SW Lincoln Street.A new sidewalk(1,465 linear feet)will be constructed from SW 92nd Avenue to Hall Boulevard on the north side of Locust Street to complete the pedestrian network adjacent to the school.This supports the vision statement in the City of Tigard's Strategic Plan: "Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Project Funding:Safe Routes to School(SRTS)grant for$792,000 and$240,000 from Washington County MSTIP. Operations and Maintenance Impact:Increased cost for maintenance of new sidewalk,pavement,striping,and rapid rate flashing beacon. Total Project Cost:$1,032,000 City of Tigard Project Cost:$0 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 5,000 35,000 30,000 0 0 0 70,000 Total Internal 0 0 5,000 35,000 30,000 0 0 0 70,000 External Expenses Land/Right of Way 0 0 0 10,000 0 0 0 0 10,000 Acquisition Design and Engineering 0 0 0 120,000 30,000 0 0 0 150,000 Construction 0 0 0 145,000 512,000 0 0 0 657,000 Contingency 0 0 0 45,000 100,000 0 0 0 145,000 Total External 0 0 0 320,000 642,000 0 0 0 962,000 Total Project Expense 0 0 5,000 355,000 672,000 0 0 0 1,032,000 REVENUES Other Revenue Source SRTS-ODOT Grant 0 0 5,000 265,000 522,000 0 0 0 792,000 Washington County MS I1P 0 0 0 90,000 150,000 0 0 0 240,000 Total Other Revenue 0 0 5,000 355,000 672,000 0 0 0 1,032,000 Total Revenues 0 0 5,000 355,000 672,000 0 0 0 1,032,000 PAGE 284 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95074-McDonald Street(Hall Boulevard to Pacific Highway) Project Need:There is a lack of pedestrian and bicycle infrastructure along this busy arterial that is a key link in the transportation network.Safe crosswalk locations are lacking.Drivers must wait in busy travel lanes to find gaps to make a left turn off of McDonald Street,and the intersection with Hall Boulevard needs optimization improvements.This project has been a priority to address multi- model and safety needs for many years.Water system transmission lines are also aging and not built to current standards. Project Description: Upgrade McDonald Street from Pacific Highway to Hall Boulevard to a complete street with full sidewalks,bike lanes,and center turn lane where appropriate for safety.The project will result in enhancements for pedestrians at crosswalks;increased safety for people walking and biking;reduced potential for crashes involving vehicles turning or waiting to turn;intersection and signal improvements at Hall Boulevard;replacement of deteriorating major waterlines in the right of way;and some undergrounding of overhead utilities.This project supports the vision statement in the City of Tigard's Strategic Plan:"Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Operations and Maintenance Impact:Increased cost for maintenance of additional pavement,sidewalks and striping,and additional curbed street to sweep. Total Project Cost: $23,665,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 25,000 200,000 200,000 200,000 125,000 0 750,000 Total Internal 0 0 25,000 200,000 200,000 200,000 125,000 0 750,000 External Expenses Land/Right of Way 0 0 0 0 1,147,000 0 0 0 1,147,000 Acquisition Design and Engineering 0 0 0 1,925,000 820,000 642,000 642,000 0 4,029,000 Construction 0 0 0 0 0 7,516,000 6,859,000 0 14,375,000 Environmental Permit 0 0 0 110,000 0 0 0 0 110,000 Compliance Contingency 0 0 0 193,000 197,000 1,520,000 1,344,000 0 3,254,000 Total External 0 0 0 2,228,000 2,164,000 9,678,000 8,845,000 0 22,915,000 Total Project Expense 0 0 25,000 2,428,000 2,364,000 9,878,000 8,970,000 0 23,665,000 REVENUES Revenue Funding Source 405-Transportation 0 0 25,000 1,707,000 2,267,000 6,202,000 6,385,000 0 16,586,000 Development Tax 411-Underground Utility 0 0 0 51,000 0 260,000 189,000 0 500,000 Fund 415-Transportation SDC 0 0 0 70,000 97,000 359,000 165,000 0 691,000 Fund 530-Water Fund 0 0 0 600,000 0 3,057,000 2,231,000 0 5,888,000 Total Revenue Funding 0 0 25,000 2,428,000 2,364,000 9,878,000 8,970,000 0 23,665,000 Total Revenues 0 0 25,000 2,428,000 2,364,000 9,878,000 8,970,000 0 23,665,000 CAPITAL IMPROVEMENT PLAN - PAGE 285 CAPITAL IMPROVEMENT PLAN - STREETS 97017-Main Street Green Street Retrofit(Phase 2) Project Need:Complete the last phase of Main Street Green Street improvements.This phase is from the railroad tracks north to Scoffins Street. Project Description:The project will extend the improvements completed during Phase 1 to the improvements completed with the Pacific Highway/Main Street/Greenburg Road project.Improvements include new sidewalks,new asphaltic concrete,new storm and water main lines,and the collection and treatment of stormwater runoff using low impact development approaches(LIDA).The project will result in the entire length of Main Street constructed with green street features.The project will also add underground treatment facilities to treat offsite stormwater that flows into the Main Street storm system. Project Funding:This project is partially funded by TriMet and Urban Renewal Funds.It includes scope and funding from CIP#94045 Commercial Street Stormwater Facility project,which is now closed. Operations and Maintenance Impact: Significant impact for maintenance of new green street stormwater facilities.Pavement upgrade may reduce pavement maintenance costs. Total Project Cost: $4,437,000 City of Tigard Project Cost: $2,701,500 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 116,000 65,000 90,000 45,000 0 0 0 0 316,000 Total Internal 116,000 65,000 90,000 45,000 0 0 0 0 316,000 External Expenses Design and Engineering 111,000 300,000 410,000 150,000 0 0 0 0 971,000 Construction 0 0 2,000,000 850,000 0 0 0 0 2,850,000 Contingency 0 0 200,000 100,000 0 0 0 0 300,000 Total External 111,000 300,000 2,610,000 1,100,000 0 0 0 0 4,121,000 Total Project Expense 227,000 365,000 2,700,000 1,145,000 0 0 0 0 4,437,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 139,300 33,000 0 0 0 0 0 0 172,300 205-City Gas Tax Fund 85,000 165,000 1,374,000 565,000 0 0 0 0 2,189,000 511-Water 0 0 340,000 0 0 0 0 0 340,000 Quality/Quantity Fund Total Revenue Funding 224,300 198,000 1,714,000 565,000 0 0 0 0 2,701,300 Other Revenue Source TriMet 0 0 533,000 0 0 0 0 0 533,000 Urban Renewal Capital 2,700 167,000 453,000 580,000 0 0 0 0 1,202,700 Improvement Total Other Revenue 2,700 167,000 986,000 580,000 0 0 0 0 1,735,700 Total Revenues 227,000 365,000 2,700,000 1,145,000 0 0 0 0 4,437,000 PAGE 286 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS rYBA.. 1--/-). 1.1.1121-‘12n ii �' OMAH BLVD' Projects 92017,92053,92056,92058 and 92066 are city wide. GARDEN HOME RD J�2 Projects 92046 covers 4 segments of the Fanno Creek Trail. _J/ O 4F 1 Q9 �p ‘,0 ,.../ I/I 1 k w v �J / BROCKMAN ST V� o • / aAim r 7i KEMMER R' a Ill IL t �.f WEIR RD tt N Greenway.,rA. Wwe F, 4.R 7 a . F R1®- ' _, r s-ay RRY - : f ` 5FEi c sGHOLLr fs 92016 x S eQ 2p a 92067 97028 �y I Q 894'47 ® I y/ / _ °YYOUTH sT- 92061 w a1 Wg4xu7s7 a•\. /I ii, .- HV Sl - I 97027 H�ArFR RD Fanno reek Park . 92059 97029 92063 - =. ' ' y ;��GTARDEST GAAR ST MCDONALD ST WAy 1 BUL MO.1NTAIN^o i.. �} Q MEA_OW.$RD h -- -I-- -1— BNITA RD o t _ 1 Jz 17 -�� 1 + .r w 92065 `. 1 4411, Op ra m i M // _.L (',at. E D-RD Y -7 DURNAMi27� F r L i � ]_ . :6689 1{-±, dI21CIP -07 J • Ild za O O 1 � pp ELSrc � w 7ONES fF n .1=1=1 TUALAT!N RD 5 5 y F r or --„,` ONES f.44' • m NYBERG-j erailM TIGA MA PD•TL.:la RD ps 441,',446, 7 , 7 1� , LA E 4 The City of Tigard N g L SA. „ ,�-�, ?jr� Project Locations A III i _, 1111 9 Mr Wil�N.H ' rts1• Tigard City Limits TIGARD TU. o 0.5 1 Miles City of Tigard Recommended Capital Improvement Plan FY 2022-27 CAPITAL IMPROVEMENT PLAN - PAGE 287 CAPITAL IMPROVEMENT PLAN - PARKS YTD Projected ilim Projct No. Project Name 2021 2022 2023 2024 2025 2026 2027 Total 21CIP-07 Copper Creek/Cook Park Stream 0 0 0 0 213,000 656,000 0 901,000 Stabilization 92016 Dirksen Nature Park-Overall 30,000 55,000 30,000 30,000 13,000 15,000 0 175,000 Project 92016-07 Dirksen Nature Park- 0 75,000 740,000 0 0 0 0 815,000 Community Trail 92016-08 Dirksen Nature Park-Off-Street 65,000 405,000 0 0 0 0 0 470,000 Parking Lot 92016-09 Dirksen Nature Park-Small 0 0 0 232,000 0 0 0 232,000 Nature Play Area(Parking Area on Tigard St.) 92016-13 Dirksen Nature Park-Wetland 315,000 355,000 0 0 0 0 0 670,000 Boardwalk and Walkway 92017 Tree Canopy Replacement 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 Program 92046 Farnro Creek Trail Connection 587,500 3,228,000 61,500 0 0 0 0 3,877,000 (RFFA Grant) 92053 Parks Major Maintenance Program 100,000 400,000 250,000 250,000 250,000 250,000 250,000 1,750,000 92056 Park System Master Plan Update 188,000 10,000 0 0 0 0 0 198,000 92058 City of Tigard/Tigard-Tualatin 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 School District Park Development Program 92059 Universal Plaza 875,000 3,405,000 0 0 0 0 0 4,280,000 92061 Red Rock Creek Trail 10,000 55,945 0 0 0 0 0 65,945 Implementation Plan 92063 River Terrace Community Parks 0 0 1,100,000 0 0 2,000,000 0 3,100,000 92064 Steve Street Park and Trail 0 125,000 810,000 0 0 0 0 935,000 92065 Lasich Park Property Master Plan 0 203,000 180,000 0 0 0 0 383,000 92066 Trail System Master Plan 0 155,000 15,000 0 0 0 0 170,000 92067 Bagan Park 0 0 260,000 765,000 0 0 0 1,025,000 92068 Cook Park Accessible Boat Ramp 0 150,000 777,000 0 0 0 0 372,000 92069 Cook Park Inclusive Play Structure 0 575,000 0 0 0 0 0 375,000 97027 Nick Wilson Memorial Plaza 0 0 875,000 0 0 0 0 875,000 97028 Tigard Triangle Parks 0 3,800,000 0 0 0 0 0 3,800,000 97029 Fanno Creek Trail Connection to 0 515,000 0 0 0 0 0 515,000 Universal Plaza Total Funded 2,345,500 13,686,945 4,718,500 1,452,000 655,000 3,126,000 425,000 26,408,945 PAGE 288 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 21CIP-07-Copper Creek/Cook Park Stream Stabilization Project Need: The outfall of Copper Creek at the Tualatin River in Cook Park has developed severe erosion and is threatening the 108th Trail,a pedestrian bridge,and sanitary infrastructure in the park. The creek has been placed in temporary piping to protect these resources. Project Description: The project will provide design,permitting,and construction of needed stream improvements to stop erosion and to protect existing park assets. Operations and Maintenance Impact:Will result in reduced maintenance. Total Project Cost: $901,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 25,000 55,000 0 80,000 Total Internal 0 0 0 0 0 25,000 55,000 0 80,000 External Expenses Design and Engineering 0 0 0 0 0 180,000 50,000 0 230,000 Construction 0 0 0 0 0 0 550,000 0 550,000 Environmental Permit 0 0 0 0 0 0 6,000 0 6,000 Compliance Contingency 0 0 0 0 0 10,000 25,000 0 35,000 Total External 0 0 0 0 0 190,000 631,000 0 821,000 Total Project Expense 0 0 0 0 0 215,000 686,000 0 901,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 0 0 108,000 343,000 0 451,000 510-Stormwater Fund 0 0 0 0 0 107,000 343,000 0 450,000 Total Revenue Funding 0 0 0 0 0 215,000 686,000 0 901,000 Total Revenues 0 0 0 0 0 215,000 686,000 0 901,000 CAPITAL IMPROVEMENT PLAN - PAGE 289 CAPITAL IMPROVEMENT PLAN - PARKS 92016-Dirksen Nature Park-Overall Project Project Need:Dirksen Nature Park is a 48-acre community park that is being developed over several years with an emphasis on environmental education and community social activities. Project Description:The majority of the property will remain a natural area,with approximately 35 acres protected under a conservation easement.This part of the project provides budget to apply for grants,oversee coordination between all site construction projects,and create interpretive and wayfinding elements for the park.The priority will be balancing the expanded use of the park for public benefit while restoring and maintaining the unique historic natural features of the site.This project supports the vision statement in Tigard's Strategic Plan:"Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Operations and Maintenance Impact: Overall,the park will have substantial cost impact and will require additional staff and equipment resources.See details in specific project descriptions. Total Project Cost: $4,648,000(Actual costs through FY 2019-20 include the purchase of the park) Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 300,000 15,000 15,000 15,000 15,000 15,000 15,000 0 390,000 Total Internal 300,000 15,000 15,000 15,000 15,000 15,000 15,000 0 390,000 External Expenses Land/Right of Way 3,638,000 0 0 0 0 0 0 0 3,638,000 Acquisition Design and Engineering 535,000 15,000 40,000 15,000 15,000 0 0 0 620,000 Total External 4,173,000 15,000 40,000 15,000 15,000 0 0 0 4,258,000 Total Project Expense 4,473,000 30,000 55,000 30,000 30,000 15,000 15,000 0 4,648,000 REVENUES Revenue Funding Source 260-Urban Forestry Fund 43,000 0 0 0 0 0 0 0 43,000 421-Parks Bond Fund 3,955,000 0 0 0 0 0 0 0 3,955,000 425-Parks SDC Fund 431,000 30,000 55,000 30,000 30,000 15,000 15,000 0 606,000 510-Stormwater Fund 44,000 0 0 0 0 0 0 0 44,000 Total Revenue Funding 4,473,000 30,000 55,000 30,000 30,000 15,000 15,000 0 4,648,000 Total Revenues 4,473,000 30,000 55,000 30,000 30,000 15,000 15,000 0 4,648,000 PAGE 290 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92016-07-Dirksen Nature Park-Community Trail Project Need:The meandering multi-use path will serve a dual purpose,providing pedestrian infrastructure that is currently missing on Tigard Street and also creating a portion of the planned Summer Creek Trail,a community recreation trail noted in the 2011 Tigard Greenway Trail System Master Plan that connects to the existing Fanno Creek Greenway Trail network. Project Description:This project will construct a 10-foot-wide,multi-use pathway that is part of the Summer Creek trail identified in the city's Trails Master Plan.Improvements will extend from the western end of the property and terminate just before the Tigard Street Bridge.This supports the vision statement in the City of Tigard's Strategic Plan:"Tigard:an equitable community that is walkable, healthy,and accessible for everyone." Operations and Maintenance Impact: Additional cost for pavement maintenance and vegetation control. Total Project Cost: $815,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 20,000 40,000 0 0 0 0 60,000 Total Internal 0 0 20,000 40,000 0 0 0 0 60,000 External Expenses Design and Engineering 0 0 50,000 20,000 0 0 0 0 70,000 Construction 0 0 0 605,000 0 0 0 0 605,000 Contingency 0 0 5,000 75,000 0 0 0 0 80,000 Total External 0 0 55,000 700,000 0 0 0 0 755,000 Total Project Expense 0 0 75,000 740,000 0 0 0 0 815,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 75,000 740,000 0 0 0 0 815,000 Total Revenue Funding 0 0 75,000 740,000 0 0 0 0 815,000 Total Revenues 0 0 75,000 740,000 0 0 0 0 815,000 CAPITAL IMPROVEMENT PLAN - PAGE 291 CAPITAL IMPROVEMENT PLAN - PARKS 92016-08-Dirksen Nature Park-Off-Street Parking Lot Project Need:Dirksen Nature Park is expected to rise in popularity and attract increasing numbers of users. This project will provide parking for visitors and those driving to enjoy the Fanno Creek Trail. Project Description:Construction of a parking lot adjacent to Tigard Street.Amenities include a 5-foot wide perimeter sidewalk, landscaping,irrigation,and lighting. Operations and Maintenance Impact: Additional cost for maintenance of parking lot and amenities. Total Project Cost: $470,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 15,000 40,000 0 0 0 0 0 55,000 Total Internal 0 15,000 40,000 0 0 0 0 0 55,000 External Expenses Design and Engineering 0 50,000 15,000 0 0 0 0 0 65,000 Construction 0 0 310,000 0 0 0 0 0 310,000 Contingency 0 0 40,000 0 0 0 0 0 40,000 Total External 0 50,000 365,000 0 0 0 0 0 415,000 Total Project Expense 0 65,000 405,000 0 0 0 0 0 470,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 65,000 405,000 0 0 0 0 0 470,000 Total Revenue Funding 0 65,000 405,000 0 0 0 0 0 470,000 Total Revenues 0 65,000 405,000 0 0 0 0 0 470,000 PAGE 292 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92016-09-Dirksen Nature Park-Small Nature Play Area(Parking Area on Tigard St.) Project Need:This project will protect Dirksen Nature Park's more sensitive lands by providing one of two active play areas that will allow intensive outdoor play outside of natural resource areas. Project Description:Construct a nature play area adjacent to the off-street parking area on Tigard Street.This small play area is intended to provide an area for younger children to freely play without disturbing the natural features of the park.Located near parking,it will not require a long walk.The play area will include Americans with Disabilities Act(ADA)accessible structures. Operations and Maintenance Impact: Additional cost for maintenance of play features and surfacing. Total Project Cost: $232,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 35,000 0 0 0 35,000 Total Internal 0 0 0 0 35,000 0 0 0 35,000 External Expenses Design and Engineering 0 0 0 0 40,000 0 0 0 40,000 Construction 0 0 0 0 140,000 0 0 0 140,000 Contingency 0 0 0 0 17,000 0 0 0 17,000 Total External 0 0 0 0 197,000 0 0 0 197,000 Total Project Expense 0 0 0 0 232,000 0 0 0 232,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 0 232,000 0 0 0 232,000 Total Revenue Funding 0 0 0 0 232,000 0 0 0 232,000 Total Revenues 0 0 0 0 232,000 0 0 0 232,000 CAPITAL IMPROVEMENT PLAN - PAGE 293 CAPITAL IMPROVEMENT PLAN - PARKS 92016-13-Dirksen Nature Park-Wetland Boardwalk and Walkway Project Need:As an educational resource,the elevated boardwalk will allow park users an up-dose and personal look at the Fanno Greenway floodplain.A paved pedestrian walkway is needed to connect the school to the park and the Fanno Creek Trail.Both the wetland boardwalk and walkway were previously removed from CIP#92016-01 and#92016-05 due to budget constraints. Project Description: The elevated wetland boardwalk will be centrally located in the park extending from the Fanno Creek Trail into the Fanno Greenway floodplain.The boardwalk surface will consist of galvanized steel grating.The walkway will be an 8-foot-wide hard surface pathway from Summer Creek Bridge at Fowler Middle School to the Fanno Creek Trail.The walkway and boardwalk will be Americans with Disabilities Act(ADA)accessible. Operations and Maintenance Impact: Additional costs for boardwalk and trail surfaces maintenance. Total Project Cost: $680,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 10,000 20,000 20,000 0 0 0 0 0 50,000 Total Internal 10,000 20,000 20,000 0 0 0 0 0 50,000 External Expenses Design and Engineering 0 270,000 5,000 0 0 0 0 0 275,000 Construction 0 0 310,000 0 0 0 0 0 310,000 Environmental Permit 0 25,000 0 0 0 0 0 0 25,000 Compliance Contingency 0 0 20,000 0 0 0 0 0 20,000 Total External 0 295,000 335,000 0 0 0 0 0 630,000 Total Project Expense 10,000 315,000 355,000 0 0 0 0 0 680,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 10,000 315,000 355,000 0 0 0 0 0 680,000 Total Revenue Funding 10,000 315,000 355,000 0 0 0 0 0 680,000 Total Revenues 10,000 315,000 355,000 0 0 0 0 0 680,000 PAGE 294 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92017-Tree Canopy Replacement Program Project Need:Replaces and adds tree canopy along stream corridors,school grounds,streets,or other locations. Project Description:The Tree Canopy Replacement Program is funded by developers who remove trees and pay a fee in lieu of planting required trees.This project plants replacement trees for large trees lost due to damage,disease,and other circumstances.Trees are planted citywide where additional tree canopy is needed.This also funds the Free Street Tree Program in which Tigard residents may request free tree(s).Throughout the fall and winter,the city will deliver and plant these trees.Funds can be used to maintain plantings during the establishment period when additional care is needed. Operations and Maintenance Impact: Little or no impact. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES External Expenses Construction 0 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 Total External 0 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 Total Project Expense 0 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 REVENUES Revenue Funding Source 260-Urban Forestry Fund 0 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 Total Revenue Funding 0 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 Total Revenues 0 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 CAPITAL IMPROVEMENT PLAN - PAGE 295 CAPITAL IMPROVEMENT PLAN - PARKS 92046-Fanno Creek Trail Connection(RFFA Grant) Project Need:Construct segments of the Fanno Creek Regional Trail. Project Description:This project constructs or improves four segments of the Fanno Creek Trail.Segment 1-Woodard Park to Grant Avenue;Segment 2-Ash Avenue to Hall Boulevard;Segment 3-Tigard Library to Milton Court;Segment 4-85th Avenue(south of Durham Road)to the Ki-A-Kuts Bridge.All segments of the Fanno Creek Trail within Tigard will be complete except for the segment from Bonita Road to the Tualatin River.This supports the vision statement in the City of Tigard's Strategic Plan:"Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Project Funding:Project delivery is being managed through the Oregon Department of Transportation,who is administering the $4,401,424 Regional Flexible Funds(RFFA)Grant.The city is obligated to cover all additional costs including budget increases and overages.Project cost increases have included ODOT staff expense,increased scope to widen the trail to meet federal requirements, extensive environmental permit requirements,and inflationary cost of delays. Operations and Maintenance Impact:Increased costs for new pavement,bridges,boardwalks,and trail-side vegetation maintenance. Total Project Cost:$8,675,000 City of Tigard Project Cost:$4,340,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 316,000 140,000 60,000 61,500 0 0 0 0 577,500 Total Internal 316,000 140,000 60,000 61,500 0 0 0 0 577,500 External Expenses Land/Right of Way 0 104,000 0 0 0 0 0 0 104,000 Acquisition Design and Engineering 147,000 291,000 0 0 0 0 0 0 438,000 Construction 0 0 3,002,000 0 0 0 0 0 3,002,000 Environmental Permit 0 52,500 91,000 0 0 0 0 0 143,500 Compliance Contingency 0 0 75,000 0 0 0 0 0 75,000 Total External 147,000 447,500 3,168,000 0 0 0 0 0 3,762,500 Total Project Expense 463,000 587,500 3,228,000 61,500 0 0 0 0 4,340,000 REVENUES Revenue Funding Source 415-Transportation SDC 98,000 205,500 1,133,000 22,500 0 0 0 0 1,459,000 Fund 425-Parks SDC Fund 349,000 382,000 2,095,000 39,000 0 0 0 0 2,865,000 510-Stormwater Fund 16,000 0 0 0 0 0 0 0 16,000 Total Revenue Funding 463,000 587,500 3,228,000 61,500 0 0 0 0 4,340,000 Total Revenues 463,000 587,500 3,228,000 61,500 0 0 0 0 4,340,000 PAGE 296 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92053-Parks Major Maintenance Program Project Need:Tigard has more acres of park land per capita than the national average;yet we spend significantly less per acre than average for maintenance.This means Tigard has a backlog of park facilities in need of improvement or replacement.Major items like trail, bridge,or playground replacements and improvements cannot be completed with existing funds. Project Description:This program funds limited parks major maintenance and improvement projects including large-scale technical work and repair.These include replacement or improvement of amenities like trails,bridges,irrigation systems,and buildings.Priority is on urgent repairs,life-safety concerns,and Americans with Disabilities Act(ADA)retrofits. Project Funding:This work is funded from revenue from the citywide Parks Reimbursement System Development Charge. Operations and Maintenance Impact: None.May slightly reduce some ongoing maintenance costs by repairing and replacing older park features. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 35,000 40,000 40,000 40,000 40,000 40,000 40,000 275,000 Total Internal 0 35,000 40,000 40,000 40,000 40,000 40,000 40,000 275,000 External Expenses Project Estimate 0 65,000 360,000 210,000 210,000 210,000 210,000 210,000 1,475,000 Total External 0 65,000 360,000 210,000 210,000 210,000 210,000 210,000 1,475,000 Total Project Expense 0 100,000 400,000 250,000 250,000 250,000 250,000 250,000 1,750,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 100,000 400,000 250,000 250,000 250,000 250,000 250,000 1,750,000 Total Revenue Funding 0 100,000 400,000 250,000 250,000 250,000 250,000 250,000 1,750,000 Total Revenues 0 100,000 400,000 250,000 250,000 250,000 250,000 250,000 1,750,000 CAPITAL IMPROVEMENT PLAN - PAGE 297 CAPITAL IMPROVEMENT PLAN - PARKS 92056-Park System Master Plan Update Project Need:The city's Park System Master Plan is due for an update.The current Park System Master Plan was completed in 2009 with an Addendum adopted in 2014 to include River Terrace.The plan is critical to identify,prioritize,and guide parks and trails development across the city through 2030.The plan will respond to the recreational needs of a growing community. Project Description:The Park System Master Plan Update will examine existing parks system facilities,programs,and services. Community involvement and public input will be a critical component of the process that will help determine the current and future parks and recreation service levels.The updated plan will include a conditions assessment and prioritize the needs and desires for upgrading and creating new facilities and services. Operations and Maintenance Impact: None from the plan.Future park improvements will have impacts. Total Project Cost: $302,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 27,000 45,000 3,000 0 0 0 0 0 75,000 Total Internal 27,000 45,000 3,000 0 0 0 0 0 75,000 External Expenses Design and Engineering 77,000 143,000 7,000 0 0 0 0 0 227,000 Total External 77,000 143,000 7,000 0 0 0 0 0 227,000 Total Project Expense 104,000 188,000 10,000 0 0 0 0 0 302,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 104,000 188,000 10,000 0 0 0 0 0 302,000 Total Revenue Funding 104,000 188,000 10,000 0 0 0 0 0 302,000 Total Revenues 104,000 188,000 10,000 0 0 0 0 0 302,000 PAGE 298 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92058-City of Tigard/Tigard-Tualatin School District Park Development Program Project Need:The project provides funding for a partnership between the City of Tigard and the Tigard-Tualatin School District (TTSD)in support of an Intergovernmental Agreement for public use of school property. The partnership allows development of school property with park-like facilities that benefit Tigard citizens. Project Description:The Tigard-Tualatin School District has land that could be developed for shared park uses and the Tigard Park System Master Plan recommends the city fund needed improvements on TTSD sites.The developments would benefit Tigard citizens and could include projects such as community gardens,improved playing fields,or accessible pathways connecting neighborhoods. Operations and Maintenance Impact: Increased park maintenance needs for field improvements,community gardens,play/exercise equipment,etc.,varying by site. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES External Expenses Design and Engineering 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 Total External 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 Total Project Expense 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 Total Revenue Funding 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 Total Revenues 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 CAPITAL IMPROVEMENT PLAN - PAGE 299 CAPITAL IMPROVEMENT PLAN - PARKS 92059-Universal Plaza Project Need:A Tigard City Council 2018-19 goal and a City Center Urban Renewal Plan goal is to provide more downtown public gathering places. Project Description:The Universal Plaza will provide an important public space amenity in downtown Tigard.It will be constructed on Town Center Development Agency-owned land and will provide a venue for large events like the Tigard Farmer's Market,Concerts in the Park,and Movies in the Park.The plaza may also feature a splash pad,interpretive artwork and installations,and a connection to the Fanno Creek Park. Project Funding:This project is partially funded by the Urban Renewal Fund. Operations and Maintenance Impact:The plaza will add significant cost increases for maintenance,staffing,and programming. Total Project Cost:$4,976,000 City of Tigard Project Cost:$2,275,400 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 10,000 10,000 0 0 0 0 0 20,000 Total Internal 0 10,000 10,000 0 0 0 0 0 20,000 External Expenses Land/Right of Way 455,000 0 0 0 0 0 0 0 455,000 Acquisition Design and Engineering 210,000 745,000 220,000 0 0 0 0 0 1,175,000 Construction 31,000 120,000 2,985,000 0 0 0 0 0 3,136,000 Contingency 0 0 190,000 0 0 0 0 0 190,000 Total External 696,000 865,000 3,395,000 0 0 0 0 0 4,956,000 Total Project Expense 696,000 875,000 3,405,000 0 0 0 0 0 4,976,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 154,000 550,400 1,571,000 0 0 0 0 0 2,275,400 Total Revenue Funding 154,000 550,400 1,571,000 0 0 0 0 0 2,275,400 Other Revenue Source Urban Renewal Capital 542,000 324,600 1,834,000 0 0 0 0 0 2,700,600 Improvement Total Other Revenue 542,000 324,600 1,834,000 0 0 0 0 0 2,700,600 Total Revenues 696,000 875,000 3,405,000 0 0 0 0 0 4,976,000 PAGE 300 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92061-Red Rock Creek Trail Implementation Plan Project Need: Prepare an implementation plan for development of the Red Rock Creek Trail through the Tigard Triangle.This effort is in support of planning and development activities currently underway as part of the Tigard Triangle Urban Renewal Equitable Development Plan,the Hunziker Core Industrial Area,and the Tigard Triangle Stormwater Implementation Plan. Project Description: The Red Rock Creek Trail will provide the primary non-motorized transportation and recreation route through the Tigard Triangle and will support redevelopment of the area. The plan will identify a preferred alignment and implementation strategy for the proposed two-mile trail that extends from the Fanno Creek Regional Trail to SW 64th Street at Pacific Highway. Project Funding:The city has been awarded a$314,055 Regional Flexible Funds Allocation(RFFA)grant and$35,945 from the MSTIP Opportunity Funds grant that will fund this project other than the cost of internal staff time.The RFFA grant is federal funding and as such will be administered by ODOT,so costs below only reflect Tigard funds and MSTIP funds. Operations and Maintenance Impact:None from the plan.Future trail development will have impacts as new infrastructure is added. Total Project Cost:$380,000 City of Tigard Project Cost:$30,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 10,000 20,000 0 0 0 0 0 30,000 Total Internal 0 10,000 20,000 0 0 0 0 0 30,000 External Expenses Design and Engineering 0 0 35,945 0 0 0 0 0 35,945 Total External 0 0 35,945 0 0 0 0 0 35,945 Total Project Expense 0 10,000 55,945 0 0 0 0 0 65,945 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 10,000 20,000 0 0 0 0 0 30,000 Total Revenue Funding 0 10,000 20,000 0 0 0 0 0 30,000 Other Revenue Source Washington County MSTIP 0 0 35,945 0 0 0 0 0 35,945 Total Other Revenue 0 0 35,945 0 0 0 0 0 35,945 Total Revenues 0 10,000 55,945 0 0 0 0 0 65,945 CAPITAL IMPROVEMENT PLAN - PAGE 301 CAPITAL IMPROVEMENT PLAN - PARKS 92063-River Terrace Community Parks Project Need:In order to meet the city's minimum community park standards,about 20 acres are needed to serve the new River Terrace area.The River Terrace Community Plan,adopted by city council in December 2014,recommends two community parks be developed, one in the north and one in the south. Project Description:This project is a placeholder for land acquisition,design and construction of community park facilities at two sites. The first site is currently planned to be just southwest of River Terrace on land purchased by the city in 2015.The location of the second site is yet to be finalized but will likely be located in the northern portion of River Terrace and will require some land acquisition as well as design and construction.The early funds are for acquisition and later year funds are a placeholder for parks development.This is anticipated to be coordinated with development of adjacent areas. Operations and Maintenance Impact:Minor impact for low-level maintenance of purchased,undeveloped lands.There will be significant impact if the park is developed. Total Project Cost:$3,100,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES External Expenses Land/Right of Way 0 0 0 1,100,000 0 0 2,000,000 0 3,100,000 Acquisition Total External 0 0 0 1,100,000 0 0 2,000,000 0 3,100,000 Total Project Expense 0 0 0 1,100,000 0 0 2,000,000 0 3,100,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 1,100,000 0 0 2,000,000 0 3,100,000 Total Revenue Funding 0 0 0 1,100,000 0 0 2,000,000 0 3,100,000 Total Revenues 0 0 0 1,100,000 0 0 2,000,000 0 3,100,000 PAGE 302 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92064-Steve Street Park and Trail Project Need:This project involves the design,construction,and installation of a neighborhood park in an area lacking in parks.The property was purchased with funding from the 2010 park bond.Until now,no funding was identified to develop the park.The trail through the park will connect small neighborhoods and improve pedestrian access. Project Descriptions:A concept plan was developed for the park in 2014.This project will construct a trail through the park connecting Steve Street and SW 84th Avenue.Development of the park includes a community garden,a play structure,and an open lawn area.The turnaround at the end of 84th Avenue will be improved providing better visibility into the park.The city will continue to pursue grant funding to complete construction of all new park elements. Project Funding:It is anticipated the Metro Parks Bond Local Share funds will be available to fund approximately half of this project. Operations and Maintenance Impact: Will add a new park and require additional staff and equipment resources. Total Project Cost: $935,000 City of Tigard Project Cost:$467,500 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 20,000 85,000 0 0 0 0 105,000 Total Internal 0 0 20,000 85,000 0 0 0 0 105,000 External Expenses Design and Engineering 0 0 85,000 25,000 0 0 0 0 110,000 Construction 0 0 0 625,000 0 0 0 0 625,000 Contingency 0 0 20,000 75,000 0 0 0 0 95,000 Total External 0 0 105,000 725,000 0 0 0 0 830,000 Total Project Expense 0 0 125,000 810,000 0 0 0 0 935,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 62,500 405,000 0 0 0 0 467,500 Total Revenue Funding 0 0 62,500 405,000 0 0 0 0 467,500 Other Revenue Source Proposed Metro Local 0 0 62,500 405,000 0 0 0 0 467,500 Share Total Other Revenue 0 0 62,500 405,000 0 0 0 0 467,500 Total Revenues 0 0 125,000 810,000 0 0 0 0 935,000 CAPITAL IMPROVEMENT PLAN - PAGE 303 CAPITAL IMPROVEMENT PLAN - PARKS 92065-Lasich Park Property Master Plan Project Need:Tigard is experiencing significant population growth and will need an additional community park in the future. To plan for this need,a 28-acre parcel,known as the Lasich Property,was purchased at the intersection of SW Beef Bend and SW Roy Rogers Roads. Project Description:This project will develop a master plan for a community park at the Lasich Property. The project includes public outreach to critical stakeholder groups to identify the recreational facilities needed at the park. Concurrently,the Lasich Property will also provide public access to the Tualatin River.This will be done in 3 phases:(1)planning;(2)design,engineering,and permitting;and,(3) construction with grant proposals to be submitted to the Oregon State Marine Board for funding support.The project as currently budgeted includes the master plan and river access design only,not construction. Project Funding:The project budget includes assumption of receipt of Marine Board grant for river access design. Operations and Maintenance Impact:Minor impact for low-level maintenance of purchased,undeveloped lands.There will be significant impact if the park is developed. Total Project Cost:$383,000 City of Tigard Project Cost:$255,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 40,000 20,000 0 0 0 0 60,000 Total Internal 0 0 40,000 20,000 0 0 0 0 60,000 External Expenses Design and Engineering 0 0 163,000 160,000 0 0 0 0 323,000 Total External 0 0 163,000 160,000 0 0 0 0 323,000 Total Project Expense 0 0 203,000 180,000 0 0 0 0 383,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 165,000 90,000 0 0 0 0 255,000 Total Revenue Funding 0 0 165,000 90,000 0 0 0 0 255,000 Other Revenue Source OR State Marine Board 0 0 38,000 90,000 0 0 0 0 128,000 Grant Total Other Revenue 0 0 38,000 90,000 0 0 0 0 128,000 Total Revenues 0 0 203,000 180,000 0 0 0 0 383,000 PAGE 304 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92066-Trail System Master Plan Project Need: The Tigard Trail System Master Plan was completed in 2011. The trails plan is due to be updated to identify a strategy for trail development within the current development and recreation climate in Tigard. Project Description: The plan update will identify strategies and opportunities for active transportation and recreation in Tigard. It will map improvements for connectivity of the trail system from regional greenway trails to sidewalk,bike lanes,and local trails. Operations and Maintenance Impact:None for plan development Total Project Cost: $170,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 35,000 5,000 0 0 0 0 40,000 Total Internal 0 0 35,000 5,000 0 0 0 0 40,000 External Expenses Design and Engineering 0 0 115,000 10,000 0 0 0 0 125,000 Contingency 0 0 5,000 0 0 0 0 0 5,000 Total External 0 0 120,000 10,000 0 0 0 0 130,000 Total Project Expense 0 0 155,000 15,000 0 0 0 0 170,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 155,000 15,000 0 0 0 0 170,000 Total Revenue Funding 0 0 155,000 15,000 0 0 0 0 170,000 Total Revenues 0 0 155,000 15,000 0 0 0 0 170,000 CAPITAL IMPROVEMENT PLAN - PAGE 305 CAPITAL IMPROVEMENT PLAN - PARKS 92067-Bagan Park Project Need:This project involves the design,construction,and installation of a neighborhood park off of Greenbuig Road in an underserved area that is lacking parks.The property was purchased in 2013 with funding from the 2010 Park Bond.A master plan update will be completed to incorporate a new property that was donated to the city adjacent to the current property. Project Description:Preliminary planning was done in 2015 and it identified that a detailed design and planning effort will be required to address wetland,Clean Water Services,and stormwater requirements prior to park development. Project Funding:It is anticipated that Metro Parks Bond Local Share funds will be available to fund approximately half of this project. Operations and Maintenance Impact:This new facility will require additional staffing for ongoing operations and maintenance. Total Project Cost:$1,025,000 City of Tigard Project Cost:$512,500 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 50,000 35,000 0 0 0 85,000 Total Internal 0 0 0 50,000 35,000 0 0 0 85,000 External Expenses Design and Engineering 0 0 0 190,000 30,000 0 0 0 220,000 Construction 0 0 0 0 600,000 0 0 0 600,000 Contingency 0 0 0 20,000 100,000 0 0 0 120,000 Total External 0 0 0 210,000 730,000 0 0 0 940,000 Total Project Expense 0 0 0 260,000 765,000 0 0 0 1,025,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 130,000 382,500 0 0 0 512,500 Total Revenue Funding 0 0 0 130,000 382,500 0 0 0 512,500 Other Revenue Source Proposed Metro Local 0 0 0 130,000 382,500 0 0 0 512,500 Share Total Other Revenue 0 0 0 130,000 382,500 0 0 0 512,500 Total Revenues 0 0 0 260,000 765,000 0 0 0 1,025,000 PAGE 306 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92068-Cook Park Accessible Boat Ramp Project Need:The existing boat ramp and boarding dock was rebuilt in 1997 following the 1996 floods.The boarding docks have aged well beyond useful life and are in need of replacement.There is also a demand for a handicap accessible small craft boat launch. Project Description:This project will replace the obsolete wooden boarding docks with new technology using recycled plastic materials. The new docks will also incorporate a handicap accessible boat launch.Design,engineering,and permitting will be required before construction and installation with some requirement for sediment removal. Project Funding:The project budget includes assumption of receipt of Marine Board grant. Operations and Maintenance Impact:Minimal impact to ongoing operations and maintenance. Total Project Cost:$372,000 City of Tigard Project Cost:$177,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 20,000 30,000 0 0 0 0 50,000 Total Internal 0 0 20,000 30,000 0 0 0 0 50,000 External Expenses Design and Engineering 0 0 120,000 20,000 0 0 0 0 140,000 Construction 0 0 0 140,000 0 0 0 0 140,000 Contingency 0 0 10,000 32,000 0 0 0 0 42,000 Total External 0 0 130,000 192,000 0 0 0 0 322,000 Total Project Expense 0 0 150,000 222,000 0 0 0 0 372,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 72,000 105,000 0 0 0 0 177,000 Total Revenue Funding 0 0 72,000 105,000 0 0 0 0 177,000 Other Revenue Source OR State Marine Board 0 0 78,000 117,000 0 0 0 0 195,000 Grant Total Other Revenue 0 0 78,000 117,000 0 0 0 0 195,000 Total Revenues 0 0 150,000 222,000 0 0 0 0 372,000 CAPITAL IMPROVEMENT PLAN - PAGE 307 CAPITAL IMPROVEMENT PLAN - PARKS 92069-Cook Park Inclusive Play Structure Project Need:The large community playground at Cook Park was installed in 1993.Of the 21 playgrounds on city property,it is the oldest by eight years.Its design is outdated and the finishes are wearing out.As a community,we need a new,large community playground designed to maximize inclusion and fun for community members of all abilities. Project Description:Remove the main playground at Cook Park and replace it with a more modern,inclusive,and accessible play structure. Project Funding:Project will be paid for with Metro Parks Bond Local Share. Operations and Maintenance Impact:A slight net reduction in O+M.Approximately$2,500 per year less for purchases of engineered wood fiber fall material.Labor costs for raking and adding wood fiber would be reduced.Popularity of the playground could increase which could lead to increased litter patrol and restroom cleaning. Total Project Cost:$575,000 City of Tigard Project Cost:$0 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 20,000 0 0 0 0 0 20,000 Total Internal 0 0 20,000 0 0 0 0 0 20,000 External Expenses Construction 0 0 535,000 0 0 0 0 0 535,000 Contingency 0 0 20,000 0 0 0 0 0 20,000 Total External 0 0 555,000 0 0 0 0 0 555,000 Total Project Expense 0 0 575,000 0 0 0 0 0 575,000 REVENUES Other Revenue Source Proposed Metro Local 0 0 575,000 0 0 0 0 0 575,000 Share Total Other Revenue 0 0 575,000 0 0 0 0 0 575,000 Total Revenues 0 0 575,000 0 0 0 0 0 575,000 PAGE 308 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 97027-Nick Wilson Memorial Plaza Project Need:An Overlook of the Fanno Creek on Main Street will provide access to the natural and recreational resources of the creek and trail. Project Description:Construct an overlook at the Fanno Creek at Main Street that will add additional public space and serve as an attractive amenity for downtown visitors and residents. Operations and Maintenance Impact:Will add a new public space that will require additional staff and equipment resources. Total Project Cost:$1,198,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES External Expenses Land/Right of Way 323,000 0 0 0 0 0 0 0 323,000 Acquisition Design and Engineering 0 0 0 175,000 0 0 0 0 175,000 Construction 0 0 0 650,000 0 0 0 0 650,000 Contingency 0 0 0 50,000 0 0 0 0 50,000 Total External 323,000 0 0 875,000 0 0 0 0 1,198,000 Total Project Expense 323,000 0 0 875,000 0 0 0 0 1,198,000 REVENUES Other Revenue Source Urban Renewal Capital 323,000 0 0 875,000 0 0 0 0 1,198,000 Improvement Total Other Revenue 323,000 0 0 875,000 0 0 0 0 1,198,000 Total Revenues 323,000 0 0 875,000 0 0 0 0 1,198,000 CAPITAL IMPROVEMENT PLAN - PAGE 309 CAPITAL IMPROVEMENT PLAN - PARKS 97028-Tigard Triangle Parks Project Need: The Tigard Triangle currently has no park land.As more residents move into the Triangle area,parks and open space will be essential. Project Description: Acquire park land in the Tigard Triangle.This was ranked as a near-term priority in A New Tigard Triangle: Planning for Equitable Development Implementation Strategy. Operations and Maintenance Impact:Minor impact for low-level maintenance of purchased,undeveloped lands.There will be significant impact if the park is developed. Total Project Cost:$3,800,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES External Expenses Land/Right of Way 0 0 3,800,000 0 0 0 0 0 3,800,000 Acquisition Total External 0 0 3,800,000 0 0 0 0 0 3,800,000 Total Project Expense 0 0 3,800,000 0 0 0 0 0 3,800,000 REVENUES Revenue Funding Source 421-Parks Bond Fund 0 0 826,500 0 0 0 0 0 826,500 Total Revenue Funding 0 0 826,500 0 0 0 0 0 826,500 Other Revenue Source Urban Renewal Capital 0 0 2,973,500 0 0 0 0 0 2,973,500 Improvement Total Other Revenue 0 0 2,973,500 0 0 0 0 0 2,973,500 Total Revenues 0 0 3,800,000 0 0 0 0 0 3,800,000 PAGE 310 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 97029-Fanno Creek Trail Connection to Universal Plaza Project Need: The city will be making a major investment in the Universal Plaza,a central gathering space for Tigard.This project will provide an important connection from the Fanno Creek Trail to the Universal Plaza. Project Description: Design,permitting,and construction of a trail and overlook connecting Fanno Creek Trail to the Universal Plaza. Project Funding: The project will be solely funded by City Center Urban Renewal funds. Operations and Maintenance Impact:Minimal impact for trail maintenance. Total Project Cost:$515,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES External Expenses Design and Engineering 0 0 75,000 0 0 0 0 0 75,000 Construction 0 0 409,000 0 0 0 0 0 409,000 Contingency 0 0 31,000 0 0 0 0 0 31,000 Total External 0 0 515,000 0 0 0 0 0 515,000 Total Project Expense 0 0 515,000 0 0 0 0 0 515,000 REVENUES Other Revenue Source Urban Renewal Capital 0 0 515,000 0 0 0 0 0 515,000 Improvement Total Other Revenue 0 0 515,000 0 0 0 0 0 515,000 Total Revenues 0 0 515,000 0 0 0 0 0 515,000 CAPITAL IMPROVEMENT PLAN - PAGE 311 CAPITAL IMPROVEMENT PLAN - WATER W a. '—./"Nu 1 �`r�". a v, AH BLVD Projects 22C[P-02,22CIP-07,22CIP-08,22CIP-09,96008,96056,96058 and 96059 are city wide. 09 GARDEN HOME RD Jv<O Project 96049 is the Willamette Intake Facility Expansion project. J� LF Projects 22CIP-12 and 96052 are part of the Lake Oswego/Tigard Water Partnership Project. *p w O� /7)2/1 - V :1\\-; 11.11 I gROGKMAN fi 13 I) KEMMER RD 1 W m ` j e�yIII s Llai—a o_� rc Crescenelin _ + - OI- WEIR1tD CeGreenway rk Grove R �/ f nW Cemetery off ( S RD I iM. 2 SGN°L �N W � L !-..1_1 , .„1 „„e, . , 1. II 7 , „, , 1.9 c'h N PSP BUR I ®Ago 44 96046 ( z 2 1 4. °urN w WA 6050 t1• 96057 '-" tv RD IA22CIP-05 tonna 22CIP-06 [reek Pork 7-1-7 22CIP-04 22CIP-03 1 LIM y 96040 GAA OE ST GAAR ST MCDONALD ST iRUSF Ypp / W MEADOWS RD �T,�� - BULL MOUNTAIN/to 96060 ¢ C 22CIP-10 BONITA RD °z s Grfeli 7_ m os 0 x 96053 1 96030 I—� 1-`� f A p,1 0'. r 22CIP-11 ,-,-'' 1' '.l1__, P i rl`-.1 BEEF SEND AD L iDURHAM R■ L. `'� l a 0/ ti . A� rn '''t✓ - - O E(i6°ONES E - _ - irk . ,O� ELS +I ® n r.rr a ...„4....". .r..._s_Litt,' n v2 TUALATIN RD .7 5, ONES F —� . m NYBERG,$T ti TIG R©MAps ,. � LA E � The City of Tigard N mi A 11 � Project Locations II . . , . r=„,,,..,,,,,,,iveli amissr; r �d H. ��'� ETigard City Limits TIGARD TU • .6------ 0 0.5 1 Miles City of Tigard Recommended Capital Improvement Plan FY 2022-27 PAGE 312 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER YTD Projected Projct No. Project Name' 2021 2022 2023 2024 2025 2026 2027 Total 22CIP-02 Fifty-Year Water Distribution 0 0 155,000 0 0 0 0 155,000 System Seismic Plan 22CIP-03 Abandon Gaarde Reservoir 2 0 0 0 0 91,500 0 0 91,500 22CIP-04 Pressure Zone Consolidation- 0 0 0 124,000 432,000 0 0 556,000 Zones 560C and D 22CIP-05 High Tor Reservoir 8-1 Structural 0 0 0 510,000 1,275,000 0 0 1,885,000 Improvements 22CIP-06 High Tor Pump Station 8 Rebuild 0 0 0 0 0 908,005 3,367,000 4,275,005 22CIP-07 ASR Expansion Feasibility Study 0 0 0 0 1,151,000 0 0 1,151,000 22CIP-08 Water Management and 0 0 0 0 0 103,000 0 103,000 Conservation Plan 22CIP-09 Water Master Plan 0 0 0 0 0 285,000 0 285,000 22CIP-10 Abandon Canterbury Reservoirs 1- 0 0 0 0 0 20 454,000 454,020 1 and 1-2 and Pump Station 1 22CIP-11 Abandon Reservoir 4 0 0 0 0 0 20 178,000 178,020 22CIP-12 Lake Oswego/Tigard Water 0 0 0 0 0 920,005 5,850,000 6,770,005 Supply Expansion 96008 Water Main Line Oversizing_ 260,000 160,000 160,000 160,000 160,000 160,000 160,000 1,220,000 Program 96030 Bull Mountain Road Water 0 0 0 2,272,000 12,271,500 0 0 14,543,500 Pipeline 96040 Cach Reservoir 18 and Pump 480,000 6,506,000 13,389,500 3,065,000 0 0 0 23,440,500 Station 96046 Red Rock Creek Waterline 188,000 397,000 0 0 0 0 0 585,000 Relocation 96049 Willamette Intake Facility 1,040,000 809,000 0 0 0 0 0 1,849,000 Expansion 96050 Fonner Street/121st Avenue 130,000 655,000 655,000 0 0 0 0 1,440,000 Valve and Piping Improvements 96052 Fifth Pump at the River Intake 250,000 170,000 0 0 0 0 0 420,000 Pump Station(RIPS) 96053 Aquifer Storage and Recovery 1,786,000 4,554,000 0 0 0 0 0 6,340,000 Well#2 and Well#3 96056 Water System Development 15,000 25,000 0 0 0 0 0 40,000 Charge(SDC)Study 96057 Abandon Baylor Reservoirs 9-1 0 389,000 0 0 0 0 0 389,000 and 9-2 and Hunziker Pump Station 11 96058 Pipeline Renewal and 0 1,100,000 1,194,000 3,677,000 2,688,000 3,798,000 6,328,000 18,785,000 Replacement Program 96059 Water System Major Maintenance 0 150,000 150,000 130,000 150,000 150,000 150,000 900,000 Program 96060 Generator Replacement at 0 200,000 0 0 0 0 0 200,000 Canterbury Pump Station Total Funded 4,149,000 15,115,000 15,703,500 10,058,000 18,219,000 6,324,050 16,487,000 86,055,550 CAPITAL IMPROVEMENT PLAN - PAGE 313 CAPITAL IMPROVEMENT PLAN - WATER 22CIP-02-Fifty-Year Water Distribution System Seismic Plan Project Need:The 2020 Water Master Plan identified a piping seismic backbone that would be used to move water throughout the city if a major seismic event were to occur.A Fifty-Year Water Distribution System Seismic Plan will develop a strategy for seismically hardening that backbone. Project Description:Develop a plan for seismically hardening the backbone identified in the 2020 Water Master Plan.The plan should also include further seismic analyses of Bonita Pump Station 5 and Menlor Reservoir 13 and develop a fifty-year capital improvement plan that addresses this seismic hardening plan. Operations and Maintenance Impact:None. Total Project Cost:$155,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 40,000 0 0 0 0 40,000 Total Internal 0 0 0 40,000 0 0 0 0 40,000 External Expenses Design and Engineering 0 0 0 103,000 0 0 0 0 103,000 Contingency 0 0 0 12,000 0 0 0 0 12,000 Total External 0 0 0 115,000 0 0 0 0 115,000 Total Project Expense 0 0 0 155,000 0 0 0 0 155,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 155,000 0 0 0 0 155,000 Total Revenue Funding 0 0 0 155,000 0 0 0 0 155,000 Total Revenues 0 0 0 155,000 0 0 0 0 155,000 PAGE 314 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 22CIP-03-Abandon Gaarde Reservoir 2 Project Need:Certain existing reservoirs and pump stations were identified in the 2020 Master Plan for abandonment due to either having reached the end of their life cycle or limitations that do not allow them to be operated optimally for maximum system efficiency. Due to both Gaarde Reservoir 2's age and limited storage capacity,it was recommended for abandonment. Project Description:Properly abandon Gaarde Reservoir 2.This project needs to be coordinated with the Bull Mountain Road Waterline Project. Operations and Maintenance Impact:None. Total Project Cost:$91,500 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 25,000 0 0 25,000 Total Internal 0 0 0 0 0 25,000 0 0 25,000 External Expenses Design and Engineering 0 0 0 0 0 15,000 0 0 15,000 Construction 0 0 0 0 0 45,000 0 0 45,000 Contingency 0 0 0 0 0 6,500 0 0 6,500 Total External 0 0 0 0 0 66,500 0 0 66,500 Total Project Expense 0 0 0 0 0 91,500 0 0 91,500 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 0 91,500 0 0 91,500 Total Revenue Funding 0 0 0 0 0 91,500 0 0 91,500 Total Revenues 0 0 0 0 0 91,500 0 0 91,500 CAPITAL IMPROVEMENT PLAN - PAGE 315 CAPITAL IMPROVEMENT PLAN - WATER 22CIP-04-Pressure Zone Consolidation-Zones 560C and D Project Need:Due to topographic limitations of Bull Mountain and varying times of past development,the 560-foot pressure zone(PZ) is comprised of eight independent subzones:560A-H.Water is supplied to these subzones from the upper pressure zone(713-foot PZ) via pressure reducing valves(PRVs).The PRVs require regular maintenance and specialized training in order to operate them.Therefore, the 2020 Water Master Plan recommended consolidating these subzones as much as possible. Project Description:In order to connect the 560C and D subzones,the following work must be performed:demolish the existing PRV at Greenfield Drive and SW 132nd Avenue and install a new PRV at Greenfield Drive and Benchview Terrace(to provide fire flow,if modeling indicates it is necessary),install necessary piping connections to connect the subzones,and demolish the historic pump station on SW 132nd Avenue. Operations and Maintenance Impact:Expect some reduction in time and cost of system operations and maintenance. Total Project Cost:$556,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 20,000 30,000 0 0 50,000 Total Internal 0 0 0 0 20,000 30,000 0 0 50,000 External Expenses Design and Engineering 0 0 0 0 94,000 27,000 0 0 121,000 Construction 0 0 0 0 0 335,000 0 0 335,000 Contingency 0 0 0 0 10,000 40,000 0 0 50,000 Total External 0 0 0 0 104,000 402,000 0 0 506,000 Total Project Expense 0 0 0 0 124,000 432,000 0 0 556,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 124,000 432,000 0 0 556,000 Total Revenue Funding 0 0 0 0 124,000 432,000 0 0 556,000 Total Revenues 0 0 0 0 124,000 432,000 0 0 556,000 PAGE 316 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 22CIP-05-High Tor Reservoir 8-1 Structural Improvements Project Need:In fall of 2020,exposed rebar was noted in multiple areas of the roof of High Tor Reservoir 8-1.A structural condition assessment of the roof was immediately completed.The assessment determined that while roof failure is not thought to be imminent,the roof itself is nearing the end of its usable life as cracks were noted along the reinforcing grid spacing(i.e.,structural rebar)on both the roof exterior as well as the roof interior.Cracks and efflorescence on the roof interior indicate that the intrusion of external water is occurring,which poses a potential contamination risk.Cracks were also noted along the interior roof beams,which may indicate potential overstresses in the beams.A waterproofing epoxy coating will be applied to the roof exterior in the near term to prevent further water seepage;however,further structural analysis and improvements must be considered to address the sagging of the roof and cracking in the beams. Project Description:A structural analysis will first be performed to determine the best course of action to address the sagging roof and cracked beams.Following the analysis and design,construction activities will occur.Construction can only be started once Cach Reservoir 18 is complete and must be completed within one fiscal year as High Tor Reservoir 8-1 cannot be offline during the peak summer season. Operations and Maintenance Impact:Slight impact during construction activities in FY 2025 as reservoir will be offline,but none once reservoir is back in service. Total Project Cost:$1,885,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 60,000 120,000 0 0 180,000 Total Internal 0 0 0 0 60,000 120,000 0 0 180,000 External Expenses Design and Engineering 0 0 0 0 495,000 75,000 0 0 570,000 Construction 0 0 0 0 0 964,500 0 0 964,500 Contingency 0 0 0 0 55,000 115,500 0 0 170,500 Total External 0 0 0 0 550,000 1,155,000 0 0 1,705,000 Total Project Expense 0 0 0 0 610,000 1,275,000 0 0 1,885,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 610,000 1,275,000 0 0 1,885,000 Total Revenue Funding 0 0 0 0 610,000 1,275,000 0 0 1,885,000 Total Revenues 0 Co 0 0 610,000 1,275,000 0 0 1,885,000 CAPITAL IMPROVEMENT PLAN - PAGE 317 CAPITAL IMPROVEMENT PLAN - WATER 22CIP-06-High Tor Pump Station 8 Rebuild Project Need:The 2020 Water Master Plan identified the High Tor Pump Station 8 as being near the end of its usable life and High Tor Reservoir 8-3 for abandonment due to its age and limited storage capacity.In addition,the High Tor Pump Station is currently split between two sites,which is abnormal:two pumps are on the north site with High Tor Reservoir 8-3 and three pumps are located on the south site with the remaining High Tar Reservoirs 8-1 and 8-2.It was also determined that rebuilding High Tor Pump Station 8 on the north site would be the best use of the property and advantageous for operations and maintenance staff as all pumps would be co-located in one pump station. Project Description:High Tor Reservoir 8-3 to be properly abandoned and a new High Tor Pump Station 8 to be built on the north site.The existing pump station vaults on the north and south sites will be properly abandoned as well.Cannot be completed until the High Tor Reservoir 8-1 roof structural issues(CIP#22CIP-05)have been addressed,which in turn cannot begin until Cach Reservoir 18 is fully online. Operations and Maintenance Impact:Slight decrease once High Tor Reservoir 8-3 is demolished.New pump station should not impact operations and maintenance as same pumping capacity will be replaced. Total Project Cost:$4,275,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 75,000 125,000 200,000 Total Internal 0 0 0 0 0 0 75,000 125,000 200,000 External Expenses Design and Engineering 0 0 0 0 0 0 750,000 150,000 900,000 Construction 0 0 0 0 0 0 5 2,775,000 2,775,005 Contingency 0 0 0 0 0 0 83,000 317,000 400,000 Total External 0 0 0 0 0 0 833,005 3,242,000 4,075,005 Total Project Expense 0 0 0 0 0 0 908,005 3,367,000 4,275,005 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 0 0 908,000 3,367,000 4,275,000 Total Revenue Funding 0 0 0 0 0 0 908,000 3,367,000 4,275,000 Total Revenues 0 0 0 0 0 0 908,000 3,367,000 4,275,000 PAGE 318 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 22CIP-07-ASR Expansion Feasibility Study Project Need:Under the city's aquifer storage and recovery(ASR)limited license,the city has the ability to drill and install up to five ASR wells.Three ASR wells have been drilled since the limited license was obtained in 2000 and serve as the city's back-up,resilient water source.With anticipated population growth and increasing water demand,the city will evaluate if the development of additional ASR wells is feasible. Project Description:The city's hydrogeologist of record will assist staff in locating potential sites for additional ASR wells.In addition, test wells must be drilled by a qualified driller in order for the hydrogeologist to determine suitability of the well for ASR purposes. Therefore,these studies will include both consultant and drilling services. Operations and Maintenance Impact:None. Total Project Cost:$1,151,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 60,000 0 0 60,000 Total Internal 0 0 0 0 0 60,000 0 0 60,000 External Expenses Design and Engineering 0 0 0 0 0 300,000 0 0 300,000 Construction 0 0 0 0 0 682,000 0 0 682,000 Contingency 0 0 0 0 0 109,000 0 0 109,000 Total External 0 0 0 0 0 1,091,000 0 0 1,091,000 Total Project Expense 0 0 0 0 0 1,151,000 0 0 1,151,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 0 1,151,000 0 0 1,151,000 Total Revenue Funding 0 0 0 0 0 1,151,000 0 0 1,151,000 Total Revenues 0 0 0 0 0 1,151,000 0 0 1,151,000 CAPITAL IMPROVEMENT PLAN - PAGE 319 CAPITAL IMPROVEMENT PLAN - WATER 22CIP-08-Water Management and Conservation Plan Project Need:The purpose of a Water Management and Conservation Plan(WI\ICP)is to serve as a guide for the development and implementation of programs and policies to ensure sustainable use of water resources in the city.The WMCP will provide a description of the water system,identify the water source(s)used,and explain how the city will manage and conserve supplies to meet future demands. Project Description:Prepare a WMCP that evaluates the management and conservation measures that the city can undertake.The WhICP must consider water that can be saved through conservation practices as a source of supply to meet growing demands if the water saved is less expensive than developing a new supply.The plan represents an integrated resource management approach to securing the city's long-term water supply. Operations and Maintenance Impact:None. Total Project Cost:$103,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 25,000 0 25,000 Total Internal 0 0 0 0 0 0 25,000 0 25,000 External Expenses Design and Engineering 0 0 0 0 0 0 70,000 0 70,000 Contingency 0 0 0 0 0 0 8,000 0 8,000 Total External 0 0 0 0 0 0 78,000 0 78,000 Total Project Expense 0 0 0 0 0 0 103,000 0 103,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 0 0 103,000 0 103,000 Total Revenue Funding 0 0 0 0 0 0 103,000 0 103,000 Total Revenues 0 0 0 0 0 0 103,000 0 103,000 PAGE 320 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 22CIP-04-Water Master Plan Project Need:The city conducts water master planning every five to ten years.The current Water Master Plan was adopted in December 2020. Project Description:The Water Master Plan is a comprehensive study of the city's water source as well as storage and delivery systems and will be used to guide future water utility discussions.The Water Master Plan has a 20-year planning horizon and is predicated on the city's projected population growth during that time. Operations and Maintenance Impact:None. Total Project Cost:$285,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 60,000 0 60,000 Total Internal 0 0 0 0 0 0 60,000 0 60,000 External Expenses Design and Engineering 0 0 0 0 0 0 200,000 0 200,000 Contingents- 0 0 0 0 0 0 25,000 0 25,000 Total External 0 0 0 0 0 0 225,000 0 225,000 Total Project Expense 0 0 0 0 0 0 285,000 0 285,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 0 0 285,000 0 285,000 Total Revenue Funding 0 0 0 0 0 0 285,000 0 285,000 Total Revenues 0 0 0 0 0 0 285,000 0 285,000 CAPITAL IMPROVEMENT PLAN - PAGE 321 CAPITAL IMPROVEMENT PLAN - WATER 22CIP-10-Abandon Canterbury Reservoirs 1-1 and 1-2 and Pump Station 1 Project Need:Certain existing reservoirs and pump stations were identified in the 2020 Master Plan for abandonment due to either having reached the end of their life cycle or limitations that do not allow them to be operated optimally for maximum system efficiency. Due to Canterbury Reservoirs 1-1 and 1-2's age and Pump Station l's limited flow capacity,all were recommended for abandonment. Project Description:Properly abandon Canterbury Reservoirs 1-1 and 1-2 and Pump Station 1. Operations and Maintenance Impact:None.If anything,it will decrease their workload slightly as there will be two fewer pumps to maintain. Total Project Cost:$454,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 5 60,000 60,005 Total Internal 0 0 0 0 0 0 5 60,000 60,005 External Expenses Design and Engineering 0 0 0 0 0 0 5 70,000 70,005 Construction 0 0 0 0 0 0 5 285,000 285,005 Contingency 0 0 0 0 0 0 5 39,000 39,005 Total External 0 0 0 0 0 0 15 394,000 394,015 Total Project Expense 0 0 0 0 0 0 20 454,000 454,020 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 0 0 20 454,000 454,020 Total Revenue Funding 0 0 0 0 0 0 20 454,000 454,020 Total Revenues 0 0 0 0 0 0 20 454,000 454,020 PAGE 322 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 22CIP-11-Abandon Reservoir 4 Project Need:Certain existing reservoirs and pump stations were identified in the 2020 Master Plan for abandonment due to either having reached the end of their life cycle or limitations that do not allow them to be operated optimally for maximum system efficiency. Due to both Reservoir 4's location and age,it was recommended for abandonment. Project Description:Properly abandon Reservoir 4. Operations and Maintenance Impact:None. Total Project Cost:$178,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 5 30,000 30,005 Total Internal 0 0 0 0 0 0 5 30,000 30,005 External Expenses Design and Engineering 0 0 0 0 0 0 5 40,000 40,005 Construction 0 0 0 0 0 0 5 93,000 93,005 Contingency 0 0 0 0 0 0 5 15,000 15,005 Total External 0 0 0 0 0 0 15 148,000 148,015 Total Project Expense 0 0 0 0 0 0 20 178,000 178,020 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 0 0 20 178,000 178,020 Total Revenue Funding 0 0 0 0 0 0 20 178,000 178,020 Total Revenues 0 0 0 0 0 0 20 178,000 178,020 CAPITAL IMPROVEMENT PLAN - PAGE 323 CAPITAL IMPROVEMENT PLAN - WATER 22CIP-12-Lake Oswego/Tigard Water Supply Expansion Project Need:The 2020 Water Master Plan projected that as population increases,Tigard's current supply allotment from the Lake Oswego/Tigard(LOT)water partnership of 14 million gallons per day(MGD)will not be adequate to continue to supply firm capacity to meet projected maximum daily demand(11IDD)by 2029.Therefore,system improvements must be complete and fully online by 2029 in order to continue to provide uninterrupted service to customers. Project Description:System improvements are needed to alleviate hydraulic restraints in the system in order to increase the LOT supply from 14 MGD to 18 MGD.Work will include adding a finished water pump at the LOT water treatment plant(50%cost share with Lake Oswego),installation of approximately 5,600 linear feet of 36-inch diameter pipe from Waluga Reservoir to SW Bangy Road,installation of the sixth pump at Bonita Pump Station 5,and installation of approximately 250 linear feet of 24-inch diameter pipe to cross under Fanno Creek. Operations and Maintenance Impact:Minor increase in operational costs to maintain new pump at Bonita Pump Station 5. Total Project Cost:$6,770,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 150,000 150,000 300,000 Total Internal 0 0 0 0 0 0 150,000 150,000 300,000 External Expenses Design and Engineering 0 0 0 0 0 0 693,000 380,000 1,073,000 Construction 0 0 0 0 0 0 5 4,750,000 4,750,005 Contingency 0 0 0 0 0 0 77,000 570,000 647,000 Total External 0 0 0 0 0 0 770,005 5,700 000 6,470,005 Total Project Expense 0 0 0 0 0 0 920,005 5,850,000 6,770,005 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 0 0 920,000 5,850,000 6,770,000 Total Revenue Funding 0 0 0 0 0 0 920,000 5,850,000 6,770,000 Total Revenues 0 0 0 0 0 0 920,000 5,850,000 6,770,000 PAGE 324 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96008-Water Main Line Oversizing Program Project Need:Upsize water distribution waterlines. Project Description:Waterlines that are in need of upsizing are identified in the city's Water System Master Plan or identified during private development review.The city may elect to require upsizing of water transmission lines that are greater than 12 inches in diameter in conjunction with new development.Upsized transmission lines can result in more efficient water flow,increased fire flow,and provide for potential future growth.This program provides funding to reimburse developers for the increased cost of larger pipes as well as city upsizing projects. Operations and Maintenance Impact:Minor impact for adding new water lines to inventory. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 20,000 20,000 20,000 20,000 20,000 20,000 20,000 140,000 Total Internal 0 20,000 20,000 20,000 20,000 20,000 20,000 20,000 140,000 External Expenses Construction 0 240,000 140,000 140,000 140,000 140,000 140,000 140,000 1,080,000 Total External 0 240,000 140,000 140,000 140,000 140,000 140,000 140,000 1,080,000 Total Project Expense 0 260,000 160,000 160,000 160,000 160,000 160,000 160,000 1,220,000 REVENUES Revenue Funding Source 531-Water SDC Fund 0 260,000 160,000 160,000 160,000 160,000 160,000 160,000 1,220,000 Total Revenue Funding 0 260,000 160,000 160,000 160,000 160,000 160,000 160,000 1,220,000 Total Revenues 0 260,000 160,000 160,000 160,000 160,000 160,000 160,000 1,220,000 CAPITAL IMPROVEMENT PLAN - PAGE 325 CAPITAL IMPROVEMENT PLAN - WATER 96030-Bull Mountain Road Water Pipeline Project Need:Alleviate a firefighting water deficiency in the city's distribution system.This project has been postponed and in the interim,project#96047 Canterbury Pump Station interim improvements were constructed to provide the necessary freflow. Project Description:The project,as identified in the Water Master Plan,connects the 530-foot and the 550-foot pressure zones. Operations and Maintenance Impact:Minor increase in operations costs for new water line. Total Project Cost: $14,543,500 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 145,000 200,000 0 0 345,000 Total Internal 0 0 0 0 145,000 200,000 0 0 345,000 External Expenses Design and Engineering 0 0 0 0 762,000 1,852,500 0 0 2,614,500 Construction 0 0 0 0 950,000 7,659,000 0 0 8,609,000 Contingency 0 0 0 0 415,000 2,560,000 0 0 2,975,000 Total External 0 0 0 0 2,127,000 12,071,500 0 0 14,198,500 Total Project Fxpense 0 0 0 0 2,272,000 12,271,500 0 0 14,543,500 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 1,477,000 7,977,000 0 0 9,454,000 531-Water SDC Fund 0 0 0 0 795,000 4,294,500 0 0 5,089,500 Total Revenue Funding 0 0 0 0 2,272,000 12,271,500 0 0 14,543,500 Total Revenues 0 0 0 0 2,272,000 12,271,300 0 0 14,543,500 PAGE 326 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96040-Cach Reservoir 18 and Pump Station Project Need:In conjunction with the development of the River Terrace Planning Area and to address storage and pumping deficiencies identified in the River Terrace Updated Water Master Plan,system improvements are required. Project Description:The project is for the design of a new water reservoir,associated new water lines,and replacement of a temporary pump station for the city's 550-foot service area.The reservoir will be constructed on city property located on the west side of Bull Mountain in the Sunrise Lane vicinity.A new permanent pump station will replace an existing temporary pump station on the Menlor Reservoir site to move water from the 410-foot to the 550-foot service areas.The project will provide additional storage and pumping facilities to address system deficiencies and development demand in River Terrace. Operations and Maintenance Impact:Significant increase in operation and maintenance for new reservoir and pump station. Total Project Cost: $23,487,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 44,850 50,000 150,000 200,000 100,000 0 0 0 544,850 Total Internal 44,850 50,000 150,000 200,000 100,000 0 0 0 544,850 External Expenses Design and Engineering 1,650 430,000 1,700,000 1,545,000 590,000 0 0 0 4,266,650 Construction 0 0 3,106,000 10,140,000 1,500,000 0 0 0 14,746,000 Environmental Permit 0 0 0 4,500 0 0 0 0 4,500 Compliance Contingency 0 0 1,550,000 1,500,000 875,000 0 0 0 3,925,000 Total External 1,650 430,000 6,356,000 13,189 500 2,965,000 0 0 0 22,942,150 Total Project Expense 46,500 480,000 6,506,000 13,389,500 3,065,000 0 0 0 23,487,000 REVENUES Revenue Funding Source 530-Water Fund 38,000 250,000 3,383,000 6,963,000 1,594,000 0 0 0 12,228,000 531-Water SDC Fund 8,500 230,000 3,123,000 6,426,500 1,471,000 0 0 0 11,259,000 Total Revenue Funding 46,500 480,000 6,506,000 13,389,500 3,065,000 0 0 0 23,487,000 Total Revenues 46,500 480,000 6,506,000 13,389,500 3,065,000 0 0 0 23,487,000 CAPITAL IMPROVEMENT PLAN - PAGE 327 CAPITAL IMPROVEMENT PLAN - WATER 96046-Red Rock Creek Waterline Relocation Project Need:This project will be constructed with the Wall Street/Tech Center Drive connection project and will provide domestic and fire services to properties served by the existing waterline currently located in Red Rock Creek. Project Description:Abandon the existing 12-inch waterline running parallel to Red Rock Creek in place and connect the dead-end waterlines in Wall Street and Tech Center Drive to create a system loop.In doing so,this will delete a waterline railroad crossing.Connect the existing 12-inch waterline to Alilton Court and to the existing 12-inch waterline in Tech Center Drive,which will add a waterline railroad crossing. Operations and Maintenance Impact:None. Total Project Cost: $854,500 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 134,500 25,000 25,000 0 0 0 0 0 184,500 Total Internal 134,500 25,000 25,000 0 0 0 0 0 184,500 External Expenses Design and Engineering 135,000 30,000 65,000 0 0 0 0 0 230,000 Construction 0 113,000 247,000 0 0 0 0 0 360,000 Contingency 0 20,000 60,000 0 0 0 0 0 80,000 Total External 135,000 163,000 372,000 0 0 0 0 0 670,000 Total Project Expense 269,500 188,000 397,000 0 0 0 0 0 854,500 REVENUES Revenue Funding Source 530-Water Fund 269,500 188,000 397,000 0 0 0 0 0 854,500 Total Revenue Funding 269,500 188,000 397,000 0 0 0 0 0 854,500 Total Revenues 269,500 188,000 397,000 0 0 0 0 0 854,500 PAGE 328 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96049-Willamette Intake Facility Expansion Project Need:Future access to regional water supply source water,the Willamette River,using water rights granted to the City of Tigard. This water source may be needed to serve the Tigard Water Service Area due to an increase in water demand by future customers or supplemental or emergency water supply for resiliency over a 50-year planning horizon. Project Description:Tigard's share of design,permitting and construction of a regional raw water intake structure is a critical component for future conveyance and treatment of Willamette River source water.Tigard is partnering with Tualatin Valley Water District,City of Hillsboro,City of Beaverton,City of Sherwood,and City of Wilsonville in this project package identified as the Willamette Intake Facility Project The managing authority for this project is Tualatin Valley Water District. Operations and Maintenance Impact: May require future funds contribution to partners for maintenance. Total Project Cost: $3,003,400 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 400 0 0 0 0 0 0 0 400 Total Internal 400 0 0 0 0 0 0 0 400 External Expenses Design and Engineering 1,154,000 910,000 724,000 0 0 0 0 0 2,788,000 Contingency 0 130,000 85,000 0 0 0 0 0 215,000 Total External 1,154,000 1,040,000 809,000 0 0 0 0 0 3,003,000 Total Project Expense 1,154,400 1,040,000 809,000 0 0 0 0 0 3,003,400 REVENUES Revenue Funding Source 531-Water SDC Fund 1,154,400 1,040,000 809,000 0 0 0 0 0 3,003,400 Total Revenue Funding 1,154,400 1,040,000 809,000 0 0 0 0 0 3,003,400 Total Revenues 1,154,400 1,040,000 809,000 0 0 0 0 0 3,003,400 CAPITAL IMPROVEMENT PLAN - PAGE 329 CAPITAL IMPROVEMENT PLAN - WATER 96050-Former Street/121st Avenue Valve and Piping Improvements Project Need:Based on current and future population growth on the western edge of the Tigard Water Service Area(River Terrace),the existing water distribution system will not be able to efficiently supply water to this area.This project was identified during the planning stage of the Lake Oswego/Tigard Water Partnership. Project Description:The project includes the design and construction of a pressure-reducing valve,approximately 900 feet of pipe,and associated appurtenances. This project will be constructed as part of the 121st Avenue Improvement project CIP#95050. Operations and Maintenance Impact: Minimal impact. Total Project Cost: $1,538,500 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 38,000 30,000 30,000 30,000 0 0 0 0 128,000 Total Internal 38,000 30,000 30,000 30,000 0 0 0 0 128,000 External Expenses Design and Engineering 60,300 100,000 30,000 30,000 0 0 0 0 220,300 Construction 0 0 520,000 520,000 0 0 0 0 1,040,000 Contingency 0 0 75,000 75,000 0 0 0 0 150,000 Total External 60,500 100,000 625,000 625,000 0 0 0 0 1,410,500 Total Project Expense 98,500 130,000 655,000 655,000 0 0 0 0 1,538,500 REVENUES Revenue Funding Source 530-Water Fund 67,000 78,000 393,000 393,000 0 0 0 0 931,000 531-Water SDC Fund 31,500 52,000 262,000 262,000 0 0 0 0 607,500 Total Revenue Funding 98,500 130,000 655,000 655,000 0 0 0 0 1,538,500 Total Revenues 98,500 130,000 655,000 655,000 0 0 0 0 1,538,500 PAGE 330 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96052-Fifth Pump at the River Intake Pump Station(RIPS) Project Need:Increase River Intake Pump Station efficiency pumping capacity. Project Description:Add a fifth 400-horsepower pump at the River Intake Pump Station. Project Funding:The City of Lake Oswego is managing the project.The City of Tigard will reimburse the City of Lake Oswego per the Lake Oswego/Tigard Intergovernmental Agreement. Operations and Maintenance Impact: Minor impact to operations cost of the water intake system which will be handled through the existing intergovernmental agreement with Lake Oswego. Total Project Cost: $850,000 City of Tigard Project Cost: $420,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 5,000 5,000 0 0 0 0 0 10,000 Total Internal 0 5,000 5,000 0 0 0 0 0 10,000 External Expenses Design and Engineering 0 25,000 0 0 0 0 0 0 25,000 Construction 0 200,000 155,000 0 0 0 0 0 355,000 Contingency 0 20,000 10,000 0 0 0 0 0 30,000 Total External 0 245,000 165,000 0 0 0 0 0 410,000 Total Project Expense 0 250,000 170,000 0 0 0 0 0 420,000 REVENUES Revenue Funding Source 531-Water SDC Fund 0 250,000 170,000 0 0 0 0 0 420,000 Total Revenue Funding 0 250,000 170,000 0 0 0 0 0 420,000 Total Revenues 0 250,000 170,000 0 0 0 0 0 420,000 CAPITAL IMPROVEMENT PLAN - PAGE 331 CAPITAL IMPROVEMENT PLAN - WATER 96053-Aquifer Storage and Recovery Well#2 and Well#3 Project Need:The Water System Master Plan has identified the need to expand the city's Aquifer Storage and Recovery program to meet its long-term water demands. Project Description:The city's Aquifer Storage and Recovery(ASR)program began in 2001 with the drilling of ASR 1.In 2006,the city completed the construction of the ASR 2 facility and in 2007 the city drilled and tested ASR 3.This project has three phases:(1) construction of new facilities to make ASR Well 3 operational;(2)replacement of electrical devices with easier-to-maintain components to existing ASR 2 facilities;and,(3)connection of two pressure zones to improve storage and distribution from ASR 3. Operations and Maintenance Impact: Operations staff will be able to manage summer peak demands more efficiently'in the future. Total Project Cost: $6,490,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 40,000 60,000 40,000 0 0 0 0 0 140,000 Total Internal 40,000 60,000 40,000 0 0 0 0 0 140,000 External Expenses Design and Engineering 110,000 526,000 689,000 0 0 0 0 0 1,325,000 Construction 0 1,100,000 3,400,000 0 0 0 0 0 4,500,000 Contingency 0 100,000 425,000 0 0 0 0 0 525,000 Total External 110,000 1,726,000 4,514,000 0 0 0 0 0 6,350,000 Total Project Expense 150,000 1,786,000 4,554,000 0 0 0 0 0 6,490,000 REVENUES Revenue Funding Source 530-Water Fund 45,000 536,000 1,366,000 0 0 0 0 0 1,947,000 531-Water SDC Fund 105,000 1,250,000 3,188,000 0 0 0 0 0 4,543,000 Total Revenue Funding 150,000 1,786,000 4,554,000 0 0 0 0 0 6,490,000 Total Revenues 150,000 1,786,000 4,554,000 0 0 0 0 0 6,490,000 PAGE 332 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96056-Water System Development Charge(SDC)Study Project Need: For accounting purposes,it is much easier to run an SDC study which supports the Capital Improvement Plan out of a system capital fund rather than an operations fund.As there is no division in water SDC,it would have to either go to the water division or to water capital. Project Description: The Water System Development Charges(SDCs)was last updated in 2010.The SDC methodology needs to be updated to include water master planning information provided in 2014,2018 and 2021.The study will review the capital improvement requirements to meet current and future growth development needs and review the current water SDC charges. Operations and Maintenance Impact:None. Total Project Cost:$40,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES External Expenses Design and Fngiueering 0 15,000 25,000 0 0 0 0 0 40,000 Total External 0 15,000 25,000 0 0 0 0 0 40,000 Total Project Expense 0 15,000 25,000 0 0 0 0 0 40,000 REVENUES Revenue Funding Source 531-Water SDC Fund 0 15,000 25,000 0 0 0 0 0 40,000 Total Revenue Funding 0 15,000 25,000 0 0 0 0 0 40,000 Total Revenues 0 15,000 25,000 0 0 0 0 0 40,000 CAPITAL IMPROVEMENT PLAN - PAGE 333 CAPITAL IMPROVEMENT PLAN - WATER 96057-Abandon Baylor Reservoirs 9-1 and 9-2 and Hunziker Pump Station 11 Project Need:Certain existing reservoirs and pump stations were identified in the 2020 Water Master Plan for abandonment due to either having reached the end of their life cycle or limitations that do not allow them to be operated optimally for maximum system efficiency.Due to Baylor Reservoirs 9-1 and 9-2's location,and Hunziker Pump Station li's limited use(only needed when draining Reservoirs 9-1 and 9-2),all were recommended for abandonment. Project Description:Properly abandon Baylor Reservoirs 9-1 and 9-2 and Hunziker Pump Station 11. Operations and Maintenance Impact:None.If anything,it will decrease workload slightly as there will be one fewer pump to maintain. Total Project Cost:$389,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 30,000 0 0 0 0 0 30,000 Total Internal 0 0 30,000 0 0 0 0 0 30,000 External Expenses Design and Engineering 0 0 73,000 0 0 0 0 0 73,000 Construction 0 0 250,000 0 0 0 0 0 250,000 Contingency 0 0 36,000 0 0 0 0 0 36,000 Total External 0 0 359,000 0 0 0 0 0 359,000 Total Project Expense 0 0 389,000 0 0 0 0 0 389,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 389,000 0 0 0 0 0 389,000 Total Revenue Funding 0 0 389,000 0 0 0 0 0 389,000 Total Revenues 0 0 389,000 0 0 0 0 0 389,000 PAGE 334 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96058-Pipeline Renewal and Replacement Program Project Need:The city's water distribution system is comprised of approximately 260 miles of pipe,of which approximately 25 percent is cast iron that can be at risk of leaks and breaks.The city does not currently have a robust pipeline renewal and replacement program, and failure to proactively replace aging pipe can have catastrophic financial implications.The 2020 Water Master Plan recommended that the city address all distribution system pipes within a 100-year timeframe.The first year of the program will be used as a planning and design phase,followed by two years of replacing one to two miles of pipe per year.By FY 2025,it is anticipated that the city will have built up the resources and efficiencies needed to replace three miles of pipe per year. Project Description:Establish a pipeline renewal and replacement program for the city where the end result is replacing three miles of pipe annually.At times,funds may be transferred from this program to individual capital projects to leverage opportunities to replace water lines within other projects such as major street improvements. Operations and Maintenance Impact:Increase in impact during annual construction activities,however the program will result in a net decrease in impact as older,leak-prone water lines are replaced. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Total Internal 0 0 100,000 100,000 100,000 100,000 100,000 100,000 600,000 External Expenses Design and Engineering 0 0 900,000 250,000 719,000 793,000 943,000 1,125,000 4,730,000 Construction 0 0 0 736,000 2,500,000 1,344,000 2,262,000 4,480,000 11,322,000 Contingency 0 0 100,000 108,000 358,000 451,000 493,000 623,000 2,133,000 Total External 0 0 1,000,000 1,094,000 3,577,000 2,588,000 3,698,000 6,228,000 18,185,000 Total Project Expense 0 0 1,100,000 1,194,000 3,677,000 2,688,000 3,798,000 6,328,000 18,785,000 REVENUES Revenue Funding Source 530-\Vater Fund 0 0 1,100,000 1,194,000 3,677,000 2,688,000 3,798,000 6,328,000 18,785,000 Total Revenue Funding 0 0 1,100,000 1,194,000 3,677,000 2,688,000 3,798,000 6,328,000 18,785,000 Total Revenues 0 0 1,100,000 1,194,000 3,677,000 2,688,000 3,798,000 6,328,000 18,785,000 CAPITAL IMPROVEMENT PLAN - PAGE 335 CAPITAL IMPROVEMENT PLAN - WATER 96059-Water System Major Maintenance Program Project Need:Provide major maintenance and rehabilitation of water system and firefighting capacity elements that are aging and in need of significant repair. Project Description:This program is used for urgent projects to renew,repair,or replace elements of the water system that have failed or are near failure. Operations and Maintenance Impact:None.Reduces risk of future water line breaks. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 30,000 30,000 30,000 30,000 30,000 30,000 180,000 Total Internal 0 0 30,000 30,000 30,000 30,000 30,000 30,000 180,000 External Expenses Construction 0 0 120,000 120,000 120,000 120,000 120,000 120,000 720,000 Total External 0 0 120,000 120,000 120,000 120,000 120,000 120,000 720,000 Total Project Expense 0 0 150,000 150,000 150,000 150,000 150,000 150,000 900,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 150,000 150,000 150,000 150,000 150,000 150,000 900,000 Total Revenue Funding 0 0 150,000 150,000 150,000 150,000 150,000 150,000 900,000 Total Revenues 0 0 150,000 150,000 150,000 150,000 150,000 150,000 900,000 PAGE 336 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96060-Generator Replacement at Canterbury Pump Station Project Need:The current generator is approximately 35 years old.Because of its age,replacement parts are hard to find and maintenance costs are increasing. Project Description:Replace the generator with a new model,which would enhance reliability and stability of reservoir's service to the public. Operations and Maintenance Impact:Enhanced reliability and stability should reduce maintenance cost over time. Total Project Cost:$200,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES External Expenses Construction 0 0 200,000 0 0 0 0 0 200,000 Total External 0 0 200,000 0 0 0 0 0 200,000 Total Project Expense 0 0 200,000 0 0 0 0 0 200,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 200,000 0 0 0 0 0 200,000 Total Revenue Funding 0 0 200,000 0 0 0 0 0 200,000 Total Revenues 0 0 200,000 0 0 0 0 0 200,000 CAPITAL IMPROVEMENT PLAN - PAGE 337 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER T e•4••- ..1T RD '��Ot},AH BLVD p GARDEN HOME RD Projects 93003 and 93060 are city aide. 9 J" III e2/,. /7) 0+19 --T r iit i i. .. BROCKMAN ST C' KEMMER RD a 1 J a c 1 a l 1 y i `� Bat z _ Crescent o e WEIR RD Greenway .rk Grove 1..� OR g r cemetery - � w +o w x J/ l I— —I a f OL\.9 F - Cf SGM w O /4_ / m ��a*' o N a ir v2,P `BURG RO ® w C -l rr� �O�ir$ 1O 7 I x += 3 uTH ST Ilk ..--..?(— m WALNUT Si 4,0a rnra H� Q' ey 1! 14ifir '..1. - P T Fanm RD / I -1� r 7 j- ■ y Creek Park r /r! GAARDE STI GAAR•.E ST MCDONALD ST, - .. eINAy __/ I! J - w ME'DWS RD II BULL MOUNTAIN Q ¢ oO - I - BONITA RD 0 , = Y 0 a itiliCrinimA-,-- I4 '''' 2 :ik CC )) ' —_-- L BEEF BEND 111) le .�7rrL--,.DURHAM RD j Ace x 17-1 { _u� u a B _�i g � to 4R' re Fr w 4 J I - bQ,' ,ak Q O Ep 800NES Xl"...'". VP _ o , CD a. ELSE'' u `��',`+'' TUALATIN RD .7 __. �(a ) 4. ,par 'NES FG ' �"" ✓ m NYBERG • a .V. FrErffil.M7M1078 lin, 116 P0'TL � fp Nil 0,4,...vrit, The Cit of Ti and NvLA1\�' Y 9 n H TI ARO r Project Locations - ad H_M'� , Tigard City Limits TIGARD E. TVAd lip 0 o.s 1A Miles City of Tigard Recommended Capital Improvement Plan FY 2022-27 PAGE 338 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER ID Projected Projct No. Project Name 2021 20221111.P.3 2024 2025 2026 2027 Total 93003 Sanitary Sewer Major 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 .Maintenance Program 93060 Sanitary Sewer Master Plan Update 0 0 130,000 0 0 0 0 130,000 Total Funded 100,000 100,000 230,000 100,000 100,000 100,000 100,000 830,000 93003-Sanitary Sewer Major Maintenance Program Project Need:Provide major maintenance of the sanitary sewer system. Project Description:This program is used for urgent projects to renew,repair,or replace sections of the sanitary sewer system that have failed or are near failure.Normal operations and maintenance includes work on the system to keep it functioning;however,this does not result in renewing or replacing the pipe or other appurtenances.Projects included in the Major Maintenance Program exceed normal maintenance and operations and typically replace pipe and add a renewed service life. Operations and Maintenance Impact: None. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 15,000 15,000 15,000 15,000 15,000 15,000 15,000 105,000 Total Internal 0 15,000 15,000 15,000 15,000 15,000 15,000 15,000 105,000 External Expenses Project Estimate 0 85,000 85,000 85,000 85,000 85,000 85,000 85,000 595,000 Total External 0 85,000 85,000 85,000 85,000 85,000 85,000 85,000 595,000 Total Project Expense 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total Revenue Funding 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total Revenues 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 CAPITAL IMPROVEMENT PLAN - PAGE 339 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93060-Sanitary Sewer Master Plan Update Project Need:The most recent Sanitary Sewer Master Plan was completed in 2010.The highest-priority capacity projects have been completed or are scheduled.The existing master plan did not address the structural deficiencies and replacement/upgrade needs of an aging system. Project Description:A Sanitary Sewer Master Plan Update will be prepared with a primary focus on existing system conditions.The plan will assess,prioritize,and provide budget-level cost estimates for existing and projected future pipe system capital repair and replacement needs.This project is now scheduled for implementation after the Public Works Department completes the purchase and installation of a new Asset Management System that can provide needed system conditions reporting. Operations and Maintenance Impact: None. Total Project Cost: $130,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 20,000 0 0 0 0 20,000 Total Internal 0 0 0 20,000 0 0 0 0 20,000 External Expenses Design and Engineering 0 0 0 100,000 0 0 0 0 100,000 Contingency 0 0 0 10,000 0 0 0 0 10,000 Total External 0 0 0 110,000 0 0 0 0 110,000 Total Project Expense 0 0 0 130,000 0 0 0 0 130,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 130,000 0 0 0 0 130,000 Total Revenue Funding 0 0 0 130,000 0 0 0 0 130,000 Total Revenues 0 0 0 130,000 0 0 0 0 130,000 PAGE 340 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER W e4.- HARr an OoqH BLVD t.Projects 21C[P-17,21CIP-19,94001 and 94042 are citywide. G GARDEN HOME RD JYt‘4 F ?..,; 0 . O4 w - 0 - ti, BROCKMAN ST Et t - _ :Mnuil1IrL CO 5 4 EFRY RD �. �� o Np LSF 4 m. G h z 04 -• y Y' m 94048 -i I. `.0 �o a.=' 4.Feu �P W / <`c ,P RGR7 w L:71 ILT: _ `47 ®n 94049 > / w 49 22CIP-13 illTSI 1i '�1. R WALNUT ST PS irr " OS .4,., 5j -...._ _-.r-- - gl 0 ,_ 44,1/4_4„ 4. -•• L. 2,-4 _ ' mi. 94046 19CIP-06 Creek Park 9? / GAARDE 5T GAAR IE ST MC DONALD$T- ASF 4,4yJI' - - 1 Jt Q>MEOlaOWS RD ,o 43'6.< G< MOUNTAIN�RD I I BONITA RD o K Iy . 2 YJ -- 4 i J w �ryy=. A m 00. .,..,r-C ASF BEND RD DURHAM RD A ��' - h c w t a .ak r-O f� a.NESE CO BD CLO'N �u 10 )---..-5*.'".' ELSN q �� 9j, TUALATIN RD 0. 5 ; ja 9,,, 12 ... A. ES F f'- 7 1 NY- RG ST t linglAMP - ARD ippr po.ri. •--o' 111'1 mAPs The City of Tigard N M NILIV4 Project Locations III Waif • 1� r�� A um i �i Tigard City Limits a ❑ TIGARD 7 0 2.5 5 Miles City of Tigard Recommended Capital Improvement Plan FY 2022-27 CAPITAL IMPROVEMENT PLAN - PAGE 341 CAPITAL IMPROVEMENT PLAN - STORMWATER YTD Projected Projct No. Project\lame 2021 2022 2023 2024 2025 2026 2027 Total 19CIP-06 Gaarde Street Greenway 0 0 100,000 200,000 0 0 0 300,000 Detention and Sewer Project 21CIP-17 Detention Pipe Retrofit Study and 0 0 0 0 115,000 140,000 140,000 395,000 Pilot Project 21CIP-19 Stormwater Piaster Plan Update 0 0 150,000 150,000 0 0 0 300,000 22CIP-13 Red Rock Creek Stabilization and 0 0 0 0 0 1,195,500 1,195,500 2,391,000 Enhancement-Future Locations 94001 Storm Drainage Major 350,000 350,000 400,000 400,000 400,000 400,000 400,000 2,700,000 Itlaintenance Program 94042 Water Quality Facility 62,500 62,500 68,000 68,000 68,000 68,000 68,000 465,000 Rehabilitation Program 94046 Kruger Creek Stahiliaation 280,000 3,600,000 1,800,000 0 0 0 0 5,680,000 94047 Washington Square Area Retrofit 0 100,000 0 0 0 0 0 100,000 Plan 94048 Oak Street Property Acquisition 355,000 90,000 0 0 0 0 0 445,000 94049 Red Rock Creek Stabilization and 0 575,000 850,000 1,875,000 1,575,000 125,000 0 5,000,000 Enhancement Total Funded 1,047,500 4,777,500 3,368,000 2,693,000 2,158,000 1,928,500 1,803,500 17,776,000 PAGE 342 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 19CIP-06-Gaarde Street Greenway Detention and Sewer Project Project Need:Eroded soils,undetained and untreated storm flows in the headwaters of the west fork of Kruger Creek on Bull Mountain are impacting a culvert,causing flooding of a trail,and threatening a sewer line. Project Description:The project adds a flow control manhole,larger culvert,retaining walls,and outfall scour protection resulting in protection of the trail and sanitary sewer line during peak flows.This is project 310 from the Stormwater Master Plan. Operations and Maintenance Impact: Minor increase in maintenance for new flow control manhole. Total Project Cost: $300,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 20,000 20,000 0 0 0 40,000 Total Internal 0 0 0 20,000 20,000 0 0 0 40,000 External Expenses Design and Engineering 0 0 0 50,000 40,000 0 0 0 90,000 Construction 0 0 0 0 100,000 0 0 0 100,000 Environmental Permit 0 0 0 15,000 0 0 0 0 15,000 Compliance Contingency 0 0 0 15,000 40,000 0 0 0 55,000 Total External 0 0 0 80,000 180,000 0 0 0 260,000 Total Project Expense 0 0 0 100,000 200,000 0 0 0 300,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 50,000 100,000 0 0 0 150,000 510-Stormwater Fund 0 0 0 50,000 100,000 0 0 0 150,000 Total Revenue Funding 0 0 0 100,000 200,000 0 0 0 300,000 Total Revenues 0 0 0 100,000 200,000 0 0 0 300,000 CAPITAL IMPROVEMENT PLAN - PAGE 343 CAPITAL IMPROVEMENT PLAN - STORMWATER 21CIP-17-Detention Pipe Retrofit Study and Pilot Project Project Need: The city owns multiple underground stormwater detention pipes that are aging and difficult or impossible to access and maintain. Clean Water Services has mandated that the city regularly inspect,clean,and maintain these facilities. Project Description: This project was identified in the 2018 Stormwater Master Plan and will extend over approximately six years. The fust element will be the assessment of eight critical detention pipes that cannot be maintained due to access issues and design and construct solutions that may include new water quality elements as well. The subsequent project work will indude assessment,design, and construction of retrofits to the remaining detention pipes to ease access and maintenance and if appropriate add water quality features. Operations and Maintenance Impact:None,and the project will increase the ability to access and maintain existing facilities. Total Project Cost:$815,000(includes costs beyond FY 2026-27) Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 15,000 20,000 20,000 55,000 Total Internal 0 0 0 0 0 15,000 20,000 20,000 55,000 External Expenses Design and Engineering 0 0 0 0 0 100,000 0 0 100,000 Construction 0 0 0 0 0 0 120,000 120,000 240,000 Total External 0 0 0 0 0 100,000 120,000 120,000 340,000 Total Project Expense 0 0 0 0 0 115,000 140,000 140,000 395,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 0 0 0 0 115,000 140,000 140,000 395,000 Total Revenue Funding 0 0 0 0 0 115,000 140,000 140,000 395,000 Total Revenues 0 0 0 0 0 115,000 140,000 140,000 395,000 PAGE 344 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 21CIP-19-Stormwater Master Plan Update Project Need: Utility master plans should be updated regularly,on an approximate five-year schedule. The last Stormwater Master Plan was completed and adopted in February 2018. Prior to the 2018 master plan,the city did not have a Stormwater Master Plan in place. The 2018 planning effort could not cover all stormwater systems and needs with the time and funding available. Also new requirements for stormwater detention were adopted by Clean Water Services in 2019 that should be accounted for in the city's plans. Project Description: This master plan update will focus on systems not included or fully analyzed in the 2018 master plan. The plan will focus on pipe and culvert systems conditions and needs,as well as system retrofit opportunities that may add water quality or detention capacity. The master plan update can also incorporate the stormwater results of concept and community planning for South and West River Terrace urban expansion areas. Operations and Maintenance Impact:None for the plan. Total Project Cost: $300,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 20,000 20,000 0 0 0 40,000 Total Internal 0 0 0 20,000 20,000 0 0 0 40,000 External Expenses Design and Engineering 0 0 0 100,000 100,000 0 0 0 200,000 Contingency 0 0 0 30,000 30,000 0 0 0 60,000 Total External 0 0 0 130,000 130,000 0 0 0 260,000 Total Project Expense 0 0 0 150,000 150,000 0 0 0 300,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 0 0 150,000 150,000 0 0 0 300,000 Total Revenue Funding 0 0 0 150,000 150,000 0 0 0 300,000 Total Revenues 0 0 0 150,000 150,000 0 0 0 300,000 CAPITAL IMPROVEMENT PLAN - PAGE 345 CAPITAL IMPROVEMENT PLAN - STORMWATER 22CIP-13-Red Rock Creek Stabilization and Enhancement-Future Locations Project Need: Red Rock Creek is experiencing severe erosion in the Tigard'Triangle area. This has exposed the sanitary sewer line and caused line breaks in the past,for which temporary repairs were made. Eroded sediments have also settled in areas from just upstream of SW Dartmouth,downstream to the confluence with Fanno Creek,causing degradation of wetlands and some localized flooding. Future development in the Tigard Triangle and Hunziker area will add to stormwater runoff and contribute to the creek's problems. Project Description: Based on recommendations from the 2018 Stormwater Master Plan,and results of the Tigard Triangle Stormwater Implementation Plan(CIP#94044),this project is a placeholder for design and construction of needed streambank,floodplain,and culvert improvements for Red Rock Creek upstream of SW 72nd Avenue and downstream of SW Dartmouth to the confluence with Fanno Creek. (The creek section between SW 72nd Avenue and SW Dartmouth will be stabilized and enhanced in the separately scheduled CIP project#94049.) This project represents multiple projects initially identified in the Stormwater Master Plan(projects 503, 504,505,and the remainder of project 501 not already addressed with CIP Project#94049). The projects will also be designed to accommodate as possible a future Red Rock Creek Trail. This work and budget may be divided out into two or three individual CIP projects in the future. Operations and Maintenance Impact: Will add significant vegetated green infrastructure for maintenance but will reduce sanitary sewer maintenance and repairs. Total Project Cost:$9,000,000(includes costs beyond FY 2026-27) Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 88,000 88,000 176,000 Total Internal 0 0 0 0 0 0 88,000 88,000 176,000 External Expenses Land/Right of Way 0 0 0 0 0 0 23,500 23,500 47,000 Acquisition Design and Engineering 0 0 0 0 0 0 163,000 163,000 326,000 Construction 0 0 0 0 0 0 498,000 498,000 996,000 Environmental Permit 0 0 0 0 0 0 90,000 90,000 180,000 Compliance Contingency 0 0 0 0 0 0 333,000 333,000 666,000 Total External 0 0 0 0 0 0 1,107,500 1,107,500 2,215,000 Total Project Expense 0 0 0 0 0 0 1,195,500 1,195,500 2,391,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 0 0 0 597,750 477,500 1,075,250 510-Stormwater Fund 0 0 0 0 0 0 597,750 718,000 1,315,750 Total Revenue Funding 0 0 0 0 0 0 1,195,500 1,195,500 2,391,000 Total Revenues 0 0 0 0 0 0 1,195,500 1,195,500 2,391,000 PAGE 346 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 94001-Storm Drainage Major Maintenance Program Project Need:Provide major maintenance and rehabilitation of stormwater system elements that are aging and in need of significant repair. Project Description:This program is used for urgent projects to renew,repair,or replace sections of the stormwater system that have failed or are near failure,including pipes,culverts,and stream sections.Normal operations and maintenance includes work on the system to keep it functioning;however,this does not result in renewing or replacing the pipe or other appurtenances.Projects included in the Storm Drainage Major Maintenance Program exceed normal maintenance and operations because they typically replace facilities and add a renewed service life.This program budget was increased starting in FY 2018-19 to provide for implementation of a culvert condition assessment and ongoing major maintenance culvert repairs as recommended in the Stormwater Master Plan. Operations and Maintenance Impact: None or may slightly reduce current maintenance costs of storm/stream system problem areas. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000 350,000 Total Internal 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000 350,000 External Expenses Construction 0 300,000 300,000 350,000 350,000 350,000 350,000 350,000 2,350,000 Total External 0 300,000 300,000 350,000 350,000 350,000 350,000 350,000 2,350,000 Total Project Expense 0 350,000 350,000 400,000 400,000 400,000 400,000 400,000 2,700,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 350,000 350,000 400,000 400,000 400,000 400,000 400,000 2,700,000 Total Revenue Funding 0 350,000 350,000 400,000 400,000 400,000 400,000 400,000 2,700,000 Total Revenues 0 350,000 350,000 400,000 400,000 400,000 400,000 400,000 2,700,000 CAPITAL IMPROVEMENT PLAN - PAGE 347 CAPITAL IMPROVEMENT PLAN - STORMWATER 94042-Water Quality Facility Rehabilitation Program Project Need:The City of Tigard currently maintains approximately 170 public water quality treatment facilities.Approximately 35%to 50%of them have reached an age where significant work is needed to re-establish effective stormwater treatment.Problems vary by facility but include:(1)significant silt build up;(2)overgrown vegetation;(3)facilities that need replanting;and,(4) facilities that have lost function from erosion,burrowing rodents,structural damage,and other factors. Project Description: Develop and implement a rehabilitation plan for aging City of Tigard stormwater quality facilities.In FY 2019-20, professional services produced a plan assessing the current state of public water quality facilities,identifying needed repairs,and prioritizing the list of repairs.Facilities requiring more than$50,000 for construction or repair may be transferred to the Capital Improvement Plan(CIP)for rating and ranking.Other repairs will be completed in future years under this program. Operations and Maintenance Impact: Ultimately this work will reduce the regular,ongoing maintenance needs at many water quality facilities;however,there is much work to do to get facilities in optimal condition. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 7,500 7,500 8,000 8,000 8,000 8,000 8,000 55,000 Total Internal 0 7,500 7,500 8,000 8,000 8,000 8,000 8,000 55,000 External Expenses Design and Engineering 0 0 0 0 0 0 0 0 0 Construction 0 55,000 55,000 60,000 60,000 60,000 60,000 60,000 410,000 Total External 0 55,000 55,000 60,000 60,000 60,000 60,000 60,000 410,000 Total Project Expense 0 62,500 62,500 68,000 68,000 68,000 68,000 68,000 465,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 62,500 62,500 68,000 68,000 68,000 68,000 68,000 465,000 Total Revenue Funding 0 62,500 62,500 68,000 68,000 68,000 68,000 68,000 465,000 Total Revenues 0 62,500 62,500 68,000 68,000 68,000 68,000 68,000 465,000 PAGE 348 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 94046-Kruger Creek Stabilization Project Need:Kruger Creek is experiencing severe erosion in the Bull Mountain area.This erosion is threatening slope stability and the safety of sanitary,storm,park,and private infrastructure located near the creek.The extreme quantities of silt and mud from erosion are also causing problems downstream,depositing in lower creek areas,covering trails,and impacting important infrastructure. Project Description:Based on recommendations from the Stormwater Master Plan and results of the Kruger Creek Pre-Design project, this will provide for design,permitting and construction of needed stream improvements.This project implements two high-priority projects in the Stormwater Master Plan(projects 304 and 308),addressing eroding stretches of Kruger Creek from the headwaters near Bull Mountain Park to Gaarde Street. Operations and Maintenance Impact: Will add large,long new pipe system requiring inspection and maintenance_ Will significantly reduce risk of erosion and landslides and impacts to culverts and sanitary sewer line. Total Project Cost: $5,680,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 55,000 125,000 100,000 0 0 0 0 280,000 Total Internal 0 55,000 125,000 100,000 0 0 0 0 280,000 External Expenses Design and Engineering 0 175,000 275,000 150,000 0 0 0 0 600,000 Construction 0 0 2,300,000 1,000,000 0 0 0 0 3,300,000 Environmental Permit 0 0 100,000 50,000 0 0 0 0 150,000 Compliance Contingency 0 50,000 800,000 500,000 0 0 0 0 1,350,000 Total External 0 225,000 3,475,000 1,700,000 0 0 0 0 5,400,000 Total Project Expense 0 280,000 3,600,000 1,800,000 0 0 0 0 5,680,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 92,400 1,188,000 595,000 0 0 0 0 1,875,400 510-Stormwater Fund 0 187,600 2,412,000 1,205,000 0 0 0 0 3,804,600 Total Revenue Funding 0 280,000 3,600,000 1,800,000 0 0 0 0 5,680,000 Total Revenues 0 280,000 3,600,000 1,800,000 0 0 0 0 5,680,000 CAPITAL IMPROVEMENT PLAN - PAGE 349 CAPITAL IMPROVEMENT PLAN - STORMWATER 94047-Washington Square Area Retrofit Plan Project Need: The Washington Square area has an extensive impervious area,contributing runoff and pollutants to Ash and Farina Creeks. This area was primarily constructed in the era before stormwater quality and quantity facilities were required. Ash Creek in this area exhibits issues including erosion,siltation,and flooding. Project Description: This project will develop a retrofit plan that could be implemented as upgrades and redevelopment occurs to Washington Square and adjacent areas. The planning effort will involve property owners,ODOT,and Clean Water Services. The planning effort will examine opportunities to reduce runoff volume,velocity and pollutants entering the creek,including concepts of detention,de-paving,stormwater re-use,and vegetated stormwater features. The plan would provide a mechanism to guide stormwater regulations in this area for projects applying to the city for development permits and define capital projects for city or public-private implementation.This plan will complement the Washington Square Regional Center planning efforts. Operations and Maintenance Impact:None for the plan. Total Project Cost:$100,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 15,000 0 0 0 0 0 15,000 Total Internal 0 0 15,000 0 0 0 0 0 15,000 External Expenses Design and Engineering 0 0 75,000 0 0 0 0 0 75,000 Contingency 0 0 10,000 0 0 0 0 0 10,000 Total External 0 0 85,000 0 0 0 0 0 85,000 Total Project Expense 0 0 100,000 0 0 0 0 0 100,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 0 100,000 0 0 0 0 0 100,000 Total Revenue Funding 0 0 100,000 0 0 0 0 0 100,000 Total Revenues 0 0 100,000 0 0 0 0 0 100,000 PAGE 350 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 94048-Oak Street Property Acquisition Project Need: The acquisition of this property is identified in the City's Stormwater Master Plan(Project ID:CIP 106). The home that sits on the property is dangerously dose to Ash Creek and the streambank adjacent to the house has been eroding. Additional floodplain storage is needed at this location to slow runoff from upstream development and help reduce downstream erosion. Project Description: The project will include the demolition of the existing house and provide native planting at the property. Future work(separate CIP)will include restoration and excavation within the floodplain to add more floodplain storage. Operations and Maintenance Impact:Native planting at the property will require minimal ongoing maintenance. Total Project Cost:$445,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 25,000 10,000 0 0 0 0 0 35,000 Total Internal 0 25,000 10,000 0 0 0 0 0 35,000 External Expenses Land/Right of Way 0 284,000 0 0 0 0 0 0 284,000 Acquisition Design and Engineering 0 46,000 0 0 0 0 0 0 46,000 Construction 0 0 70,000 0 0 0 0 0 70,000 Contingency 0 0 10,000 0 0 0 0 0 10,000 Total External 0 330,000 80,000 0 0 0 0 0 410,000 Total Project Expense 0 355,000 90,000 0 0 0 0 0 445,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 355,000 90,000 0 0 0 0 0 445,000 Total Revenue Funding 0 355,000 90,000 0 0 0 0 0 445,000 Total Revenues 0 355,000 90,000 0 0 0 0 0 445,000 CAPITAL IMPROVEMENT PLAN - PAGE 351 CAPITAL IMPROVEMENT PLAN - STORMWATER 94049-Red Rock Creek Stabilization and Enhancement Project Need: Red Rock Creek is experiencing severe erosion in the Tigard Triangle area. This has exposed the sanitary sewer line and caused line breaks in the past,for which temporary repairs were made. Eroded sediments have also settled in areas up and downstream of SW Dartmouth,causing degradation of wetlands and back-up of flows which at times contributes to creek overflow onto the sidewalk and street. Future development in the Tigard Triangle will add to stormwater runoff and contribute to the creek's problems. Project Description: Based on recommendations from the 2018 Stormwater Master Plan,and results of the Tigard Triangle Stormwater Implementation Plan(CIP#94044),this project is first priority to implement from a series of projects needed along the full length of Red Rock Creek in Tigard. The project will create a sustainable creek,floodplain,and vegetated corridor cross section that can withstand and contain current and future predicted storm flows while providing habitat and shading for native fish and other species. It will protect and re-bury exposed sanitary sewer lines. Excess sediment deposited in the vicinity of SW Dartmouth will be removed and the stream and wetlands restored to reduce flooding and improve stream function. Some piped creek sections will be day lighted. The new creek corridor cross section will be designed to also accommodate as possible a future Red Rock Creek Trail. The project will be designed to meet Clean Water Services standards such that new and re-development in the Tigard Triangle and Hunziker areas may be able to reduce onsite stormwater detention requirements and instead pay a fee to provide some future reimbursement toward this and other Red Rock Creek projects. This project represents multiple projects initially identified in the Stormwater Master Plan(projects 502,506,and part of project 501 adjacent to SW Dartmouth). Operations and Maintenance Impact: Will add significant vegetated green infrastructure for maintenance but will reduce sanitary sewer maintenance and repairs. Total Project Cost:$5,000,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 75,000 100,000 100,000 100,000 25,000 0 400,000 Total Internal 0 0 75,000 100,000 100,000 100,000 25,000 0 400,000 External Expenses Land/Right of Way 0 0 100,000 100,000 0 0 0 0 200,000 Acquisition Design and Engineering 0 0 250,000 250,000 125,000 125,000 0 0 750,000 Construction 0 0 0 250,000 1,500,000 1,250,000 0 0 3,000,000 Environmental Permit 0 0 50,000 50,000 0 0 50,000 0 150,000 Compliance Contingency 0 0 100,000 100,000 150,000 100,000 50,000 0 500,000 Total External 0 0 500,000 750,000 1,775,000 1,475,000 100,000 0 4,600,000 Total Project Expense 0 0 575,000 850,000 1,875,000 1,575,000 125,000 0 5,000,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 207,000 306,000 675,000 360,000 0 0 1,548,000 510-Stormwater Fund 0 0 368,000 544,000 1,200,000 640,000 0 0 2,752,000 Total Revenue Funding 0 0 575,000 850,000 1,875,000 1,000,000 0 0 4,300,000 Other Revenue Source Urban Renewal Capital 0 0 0 0 0 575,000 125,000 0 700,000 Improvement Total Other Revenue 0 0 0 0 0 575,000 125,000 0 700,000 Total Revenues 0 0 575,000 850,000 1,875,000 1,575,000 125,000 0 5,000,000 PAGE 352 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - FACILITIES w > eA, HART RD iJ z �ON,PH BLVD GARDEN HOME RD ' Project 91021 is city wide. f p s, 4J�C • m 0 IA I- ��° �, o w v . BR°CKMAN 0 KEMMER RD 1 J • , — w m a t e% 4 ¢ x - • aeseent \ _se _ - O WT..R D s in Greenvuy Pork GroveiiirGR „.r j �/ i cemetery ® RI _ l. �� > / a x a o x rF U co Lu _I, �Fam � SRO 1 N ; THST f-'." -I f ? IIT ST F wP x 91023 y 7r— 1 22CIP-14 �- rn ti4, j PRRD j;, ``��-III Fano° Creek Pork t- iiii-Jiiiiiin,—.411. - ' '‘ -1-' Ark GAARDE ST GAARDE ST MCDONALD ST I w MEAI2OWS RD mpg�PM Mai - BUL MOUNTAINRp 4 te rgigni � F _- E.-MITA R. z nat W, m re .00 jiiir , T fu .:, ra,:t - IlL , 4-iL;.j1,, , - , � Y'"�I 1P t . ... , 1 Air 10.16/ - Iia LY. - ok 2 10 NES I.. J/,® .,r� o �oJ w ELS. .>Y a rim TUALATIN RD 0 ,. S YL o °NES • —r m NYBER t ■ '1 Pa•r•efoitios III irW ` 4 � , LANG ; The City of Tigard N �� . „ Project LocationsIN„ A - NB L ❑.N”H41 0 Tigard City Limits T I GARD M1 0 0.5 1 Miles City of Tigard Recommended Capital Improvement Plan FY 2022-27 CAPITAL IMPROVEMENT PLAN - PAGE 353 CAPITAL IMPROVEMENT PLAN - FACILITIES YTD Projected Projct No. Project Name 2021 2022 2023 2024 2025 2026 2027 Total 22CIP-14 Citi-Facilities Consolidation- 0 2,375 000 13,500,000 29,850,000 59,875,000 6,175,000 0 111,775,000 Police/City Hall Phase 91021 Public Works Facility and Yard 250,000 30,173 270 23,209,160 0 0 0 0 53,632,430 91023 Public Works Field Staff Work 25,000 100,000 0 0 0 0 0 125,000 Area and Breakroom Total Funded 275,000 32,648,270 36,709,160 29,850,000 59,875,000 6,175,000 0 165,532,430 22CIP-14-City Facilities Consolidation-Police/City Hall Phase Tigard is growing and our city facilities are aging,undersized and need very expensive repairs and system replacements.The City Facilities Consolidation(CFC)project will build a seismically resilient complex on the existing site of the Public Works Operations building. When complete,the project will sell off the land where the existing City Hall and Police are located for development of housing units to help with the revitalization of Downtown Tigard. The proceeds will help pay for the project. Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 0 0 300,000 300,000 400,000 500,000 400,000 0 1,900,000 Total Internal 0 0 300,000 300,000 400,000 500,000 400,000 0 1,900,000 External Expenses Land/Right of Way 0 0 100,000 4,520,000 0 0 0 0 4,620,000 Acquisition Design and Engineering 0 0 1,660,000 7,150,000 1,150,000 900,000 75,000 0 10,935,000 Construction 0 0 0 170,000 23,600,000 44,375,000 3,850,000 0 71,995,000 Project Estimate 0 0 0 0 0 4,650,000 930,000 0 5,580,000 Contingency 0 0 315,000 1,360,000 4,700,000 9,450,000 920,000 0 16,745,000 Total External 0 0 2,075,000 13,200,000 29,450,000 59,375,000 5,775,000 0 109,875,000 Total Project Expense 0 0 2,375,000 13,500,000 29,850,000 59,875,000 6,175,000 0 111,775,000 REVENUES Other Revenue Source Full Faith and Credit 0 0 0 0 0 50,060,000 6,175,000 0 56,235,000 GO Bond 0 0 2,375,000 13,500,000 29,850,000 9,815,000 0 0 55,540,000 Total Other Revenue 0 0 2,375,000 13,500,000 29,850,000 59,875,000 6,175,000 0 111,775,000 Total Revenues 0 0 2,375,000 13,500,000 29,850,000 59,875,000 6,175,000 0 111,775,000 PAGE 354 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - FACILITIES 91021-Public Works Facility and Yard Project Need:The current City of Tigard Public Works building,which initially housed the Tigard Water District,is 30 years old.Over the last several years,the city repurposed the PW yard and administrative offices,requiring the consolidation of those functions to the current PW building site.Starting in 2006 and continuing in more recent studies,there is a clearly defined need for a new Public Works Facility and Yard.The current offices are poorly ventilated and inadequately sized for the staff,resulting in the need to house some staff in leased space off-site.More meeting space is needed so that operations and maintenance staff do not have to conduct meetings outside. A storage warehouse is required to protect expensive tools,equipment,and parts and materials from the weather.A new fleet maintenance facility is needed to serve the PW construction equipment and the Police Departments'vehicles.A yard with a dewatering facility,adequate bulk storage,and city and employee vehicles is needed. Project Description:This project will purchase the site,plan,permit,design,and ultimately construct a new Public Works Facility and Yard.It will house and serve as the operations and maintenance center for the water,sewer,storm,parks and recreation,streets,and fleet and facility functions.It will also function as the Incident Operation Center and host the field staff,equipment,and materials needed to respond to emergencies. Operations and Maintenance Impact:The new yard and facilities will assist PW in operating and maintaining the ever-growing city and its infrastructure,tackle the backlog of maintenance work,and enhance our ability to provide core services. Total Project Cost: $53,653,930 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES Internal Expenses Project Management 4,500 0 350,000 350,000 0 0 0 0 704,500 Total Internal 4,500 0 350,000 350,000 0 0 0 0 704,500 External Expenses Land/Right of Way 0 0 18,500,000 0 0 0 0 0 18,500,000 Acquisition Design and Engineering 17,000 250,000 3,750,000 1,037,360 0 0 0 0 5,054,360 Construction 0 0 2,000,000 21,821,800 0 0 0 0 23,821,800 Contingency 0 0 5,573,270 0 0 0 0 0 5,573,270 Total External 17,000 250,000 29,823,270 22,859,160 0 0 0 0 52,949,430 Total Project Expense 21,500 250,000 30,173,270 23,209,160 0 0 0 0 53,653,930 REVENUES Revenue Funding Source 400-Facilities Capital 21,500 0 0 0 0 0 0 0 21,500 Projects Fund 530-Water Fund 0 250,000 7,250,000 0 0 0 0 0 7,500,000 Total Revenue Funding 21,500 250,000 7,250,000 0 0 0 0 0 7,521,500 Other Revenue Source Full Faith and Credit 0 0 18,473,270 23,209,160 0 0 0 0 41,682,430 GO Bond 0 0 4,450,000 0 0 0 0 0 4,450,000 Total Other Revenue 0 0 22,923,270 23,209,160 0 0 0 0 46,132,430 Total Revenues 21,500 250,000 30,173,270 23,209,160 0 0 0 0 53,653,930 CAPITAL IMPROVEMENT PLAN - PAGE 355 CAPITAL IMPROVEMENT PLAN - FACILITIES 91023-Public Works Field Staff Work Area and Breakroom Project Need:With the Public Works yard and buildings and the Public Works annex's repurposing,the current Public Works building site continues to experience space limitations.Field crews regularly eat lunch and have offices in the vehicle bays during the dry summer months.When there is a need to shelter expensive equipment,there are not adequate facilities to relocate staff. Project Description:This project will plan,design,and construct internal improvements to the existing Public Works building.It will add field staff workstations to the crew lunchroom,add additional office space to the front area,and take advantage of unused front counter space. Operations and Maintenance Impact:Small increase to maintain the extra space. Total Project Cost:$125,000 Actual through Projected Project 2020 2021 2022 2023 2024 2025 2026 2027 Total EXPENSES External Expenses Design and Engineering 0 25,000 0 0 0 0 0 0 25,000 Construction 0 0 100,000 0 0 0 0 0 100,000 Total External 0 25,000 100,000 0 0 0 0 0 125,000 Total Project Expense 0 25,000 100,000 0 0 0 0 0 125,000 REVENUES Revenue Funding Source 270-Parks Utility Fund 0 7,500 30,000 0 0 0 0 0 37,500 500-Sanitary Sewer Fund 0 3,300 13,000 0 0 0 0 0 16,300 510-Stormwater Fund 0 5,700 23,000 0 0 0 0 0 28,700 530-Water Fund 0 8,500 34,000 0 0 0 0 0 42,500 Total Revenue Funding 0 25,000 100,000 0 0 0 0 0 125,000 Total Revenues 0 25,000 100,000 0 0 0 0 0 125,000 City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 356 - CITY OF TIGARD DEBT SERVICE SUMMARY The city has two types of debt currently outstanding. • Three general obligation bonds secured by the city's voter approved authority to levy property taxes; • Water revenue debt used to pay for the city's water agreement with the City of Lake Oswego. The water revenue debt is in four pieces: an original 2012 $97.7 million water revenue bond, the 2020 $86.6 million restructure of the 2012 bond, a 2015 $30.8 mil- lion water revenue bond and a 2012 $2.4 million ARRA loan. • Also, the city has the authority to issue short term bond anticipation notes secured by the city's full faith and credit and the ability to assess property owners when the related project is complete. The city's current outstanding debt payments (principal plus interest) are as follows: Water General Fiscal Year Obligation Revenue Total FY 21-22 2,451,653 7,204,247 9,655,899 FY 22-23 2,550,243 7,204,447 9,754,690 FY 23-24 2,652,187 7,209,947 9,862,133 FY 24-25 2,757,869 7,207,147 9,965,016 FY 25-26 2,434,708 7,207,647 9,642,354 FY 27-46 - 145,382,633 145,382,633 Total $12,846,660 $181,416,066 $194,262,726 The most recent general obligation bond rating occurred in May 2017 when MoodVs upgraded the city's general obligation unlimited tax (GOULT) bond rating to Aal. This rating from Moody's was reaffirmed in April 2020. The city's rating from Standard and Poor's was raised to AA+ in March 2014. Both of these ratings are the second highest rating a city can receive. In 2012, the city received its first revenue bond ratings for its water revenue bond. The city re- ceived ratings of Al by Moody's and AA- by Standard and Poor's. For the 2015 Water Revenue Bond, the city's AA-rating from Standard & Poor's was affirmed and in April 2017 Moody's up- graded Tigard to a Aa3 rating. This rating from Moody's was reaffirmed in April 2020. Legal Debt Limit Oregon statutes ORS 287A.050 limits general obligation debt to a maximum of 3% of the citVs total real market property value. The limit for FY 2021-22 will be $383,710,880 based upon the estimated market value of $12,790,362,675 as provided by the Washington County Assessor's Of- fice in the FY2020-21 assessment report. The current general obligation debt of $12,846,660 rep- resents 3.3% of the city's legal maximum. The following tables and graphs depict future debt service requirements in total and by debt ser- vice type. These figures also present schedules detailing required debt service expenditures for FY 2021-22. DEBT SERVICE- PAGE 357 DEBT SERVICE SUMMARY FY 2021-22 Debt Service GENERAL OBLIGATION BONDS- Paid from property taxes Parks Bond $ 1,032,650 Library Bond 902,400 2020 GO Restructure Bond 516,603 Total General Obligation Bonds $ 2,451,653 WATER REVENUE BONDS Paid primarily from Water Rates & SDCs 2012 Water Revenue Bond $ 2,415,100 2015 Water Revenue Bond 1,666,300 2020 Water Revenue Bond $ 2,961,663 ARRA Loan 161,184 Total Water Revenue Bonds $ 7,204,247 TOTAL FY 2021-22 DEBT SERVICE $ 9,655,899 Annual Debt Service by Type Water Revenue jjblijon General $250.00 $200.00 $150.00 $100.00 $50.00 $- FY 2013- FY 2014- FY 2015- FY 2016- FY 2017- FY 2018- FY 2019- FY 2020- FY 2021- 14 Actual 15 Actual 16 Actual 17 Actual 18 Actual 19 Actual 20 Actual 21 22 Adopted Adopted PAGE 358 - CITY OF TIGARD OUTSTANDING DEBT ISSUES Original Original Original Principal Final Source of Issue Amount Interest Rate Issue Date Outstanding Maturity Payment GENERAL OBLIGATION BONDS Library Bond $8,655,000 2.92% 02/03/11 $ 1,735,000 12/01/22 Property Taxes Parks Bond $17,000,000 4.15% 02/03/11 $ 4,570,000 06/01/26 Property Taxes 2020 GO Restructure Bond $5,981,000 1.34% 04/25/20 $ 5,642,000 06/01/26 Property Taxes TOTAL GENERAL OBLIGATION BONDS OUTSTANDING $ 11,947,000 WATER REVENUE DEBT Water User Fees& 2012 Water Revenue Bond $97,720,000 4.04% 05/01/12 $ 4,640,000 08/01/22 Water SDC's Water User Fees& 2015 Water Revenue Bond $30,810,000 4.09% 03/03/15 $ 29,955,000 08/01/45 Water SDC's Water User Fees& 2020 Water Revenue Bond $86,575,000 2.51% 10/20/20 $ 86,575,000 08/01/42 Water SDC's Water User Fees& ARRA Loan $2,398,000 3.00% 03/06/12 $ 1,472,030 12/01/31 Water SDC's TOTAL WATER REVENUE DEBT OUTSTANDING $ 122,642,030 GRAND TOTAL-CITY OF TIGARD DEBT OUTSTANDING $ 134,589,030 DEBT SERVICE- PAGE 359 DEBT SERVICE SCHEDULE GENERAL OBLIGATION BOND—LIBRARY The Tigard Public Library general obligation bond was authorized by voters on May 21, 2002. The initial bond was purchased in whole by the State of Oregon through the Oregon Economic and Community Development Department. In 2011, the initial bond was refunded at the same time that Tigard sold the Parks bond. The new issue saved Tigard property tax payers $863,289 over the remaining life of the bond. Bond proceeds were used to purchase a 14.7 acre parcel and construct a two-story 47,500 square foot library. The new library opened in August 2004. Amount Issued: $8,655,000 Issue Date: 2/3/2011 Original Issue True Interest Rate (TIC): 2.923% Principal Outstanding as of July 1,2021: $1,735,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 21-22 12/01/21 4.00% 850,000 34,700 884,700 06/01/22 17,700 17,700 FY 22-23 12/01/22 4.00% 885,000 17,700 902,700 Total $1,735,000 r $70,100 $1,805,100 PAGE 360 - CITY OF TIGARD DEBT SERVICE SCHEDULE GENERAL OBLIGATION BOND—PARKS The Tigard Parks general obligation bond was authorized by voters on November 2, 2010. Bond proceeds are being used to purchase and develop parks in Tigard. At least 80 percent of the pro- ceeds will be used to purchase land and the remainder can be used to develop parks. In addition, 10 percent can be used in Downtown Tigard. In April 2020, these bonds were restructured. The restructure lowered the interest rate in FY 21 through FY 26 and removed the payments from FY 27 through FY 31. The removed payments were restructured at a lower interest rate and will be made using the capacity in the FY2020-21 property tax rate of $0.3385/$1,000 Assessed Value and the capacity created by the Library Bond being paid off starting in FY 24. The restructure saved property tax payers $1.25 million in net present value. Amount Issued: $17,000,000 Issue Date: 2/3/2011 Original Issue True Interest Rate (TIC): 4.148% Principal Outstanding as of July 1,2021: $4,570,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 21-22 12/01/21 93,825 93,825 06/01/22 1.34% 845,000 93,825 938,825 FY 22-23 12/01/22 76,925 76,925 06/01/23 1.34% 875,000 76,925 951,925 FY 23-24 12/01/23 59,425 59,425 06/01/24 1.34% 910,000 59,425 969,425 FY 24-25 12/01/24 41,225 41,225 06/01/25 1.34% 950,000 41,225 991,225 FY 25-26 12/01/25 21,038 21,038 06/01/26 1.34% 990,000 21,038 1,011,038 Total $4,570,000 $584,875 $5,154,875 DEBT SERVICE- PAGE 361 2020 GENERAL OBLIGATION RESTRUCTURE In April 2020, the Parks Bonds were restructured. The restructure lowered the interest rate in FY 21 through FY 26 and removed the payments from FY 27 through FY 31. The removed payments were restructured at a lower interest rate and will be made using the capacity in of the FY2020-21 property tax rate of $0.3385/$1,000 Assessed Value and the capacity created by the Library Bond being paid off starting in FY 24. The restructure saved property tax payers $1.25 million in net present value. Amount Issued: $5,981,000 Issue Date: 4/25/2020 Original Issue True Interest Rate (TIC): 1.340% Principal Outstanding as of July 1,2021: $5,642,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 21-22 12/01/21 37,801 37,801 06/01/22 1.34% 441,000 37,801 478,801 FY 22-23 12/01/22 34,847 34,847 06/01/23 1.34% 549,000 34,847 583,847 FY 23-24 12/01/23 31,168 31,168 06/01/24 1.34% 1,561,000 31,168 1,592,168 FY 24-25 12/01/24 20,710 20,710 06/01/25 1.34% 1,684,000 20,710 1,704,710 FY 25-26 12/01/25 9,427 9,427 06/01/26 1.34% 1,407,000 9,427 1,416,427 Total $5,642,000 F $267,906 $5,909,906 PAGE 362 - CITY OF TIGARD GENERAL OBLIGATION BOND SUMMARY Projected Annual Debt Service Projected Annual Debt Service by Total Principal and Interest by Issuance $3,000,000 - $3,000,000 $2,500,000 - $2,500,000 - $2,000,000 $2,000,000 u u i N 0.3 H 61 i i y $1,500,000 y $1,500,000 0 0 TS To 3 3 C C C c a a $1,000,000 $1,000,000 - $500,000 - $500,000 - $- -W LI__, $- . 2022 2023 2024 2025 2026 2022 2023 2024 2025 2026 ❑Principal Fiscal Year Fiscal Year ■2020 Restructure •Interest ■Library 0 Parks FY 2021-22 debt service on the outstanding General Obligation Bonds is as follows: General Obligation Bonds Date Interest Principal Total 2011A Issue - Parks Bond 12/01/21 $ 93,825 $ - $ 93,825 06/01/22 $ 93,825 $ 845,000 $ 938,825 2011B Issue - Library Building 12/01/21 $ 34,700 $ 850,000 $ 884,700 06/01/22 $ 17,700 $ - $ 17,700 2020 GO Bond Restructure 12/01/21 $ 37,801 $ - $ 37,801 06/01/22 $ 37,801 $ 441,000 $ 478,801 Total General Obligation Bond Debt Service $ 315,653 $ 2,136,000 $ 2,451,653 DEBT SERVICE- PAGE 363 WATER REVENUE BOND 2012A The Water Revenue Bond was issued in May 2012. This is the first revenue bond issue that will pay for Tigard's water infrastructure and securing a water source for Tigard through the Lake Oswego / Tigard Water Partnership. The Partnership expanded the capacity of the Lake Oswego Water Treatment Plant, providing Tigard with 18 million gallons of water per day. The bonds will be re- paid by water usage rates and is eligible to be repaid using Water SDCs as well. Tigard began re- ceiving water from the plant in 2016, when water purchases from Portland ended. The debt service is set up to make interest only payments through 2015 with higher annual debt service payments that include principal starting in 2016 when Portland water is no longer being purchased. This Water Revenue Bond was restructured in October 2020 with an advance refunding leaving on- ly payments in FY 22 and FY23 remaining. All other future payments were restructured. This re- structure saved rate payers approximately $1.4M annually in interest costs on the LOTWP and oth- er bond funded projects. Amount Issued: $97,720,000 Issue Date: 5/1/2012 Original Issue True Interest Rate (TIC): 4.042% Principal Outstanding as of July 1,2021: $4,640,000 Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 21-22 08/01/21 4.00% 2,275,000 92,800 2,367,800 02/01/22 47,300 47,300 FY 22-23 08/01/22 4.00% 2,365,000 47,300 2,412,300 02/01/23 0 0 Total $4,640,000 F $187,400 $4,827,400 PAGE 364 - CITY OF TIGARD WATER REVENUE BOND 2015A The second Water Revenue Bond was issued in March 2015 to pay for Tigard's continuing water infrastructure needs and securing a water source for Tigard through the Lake Oswego / Tigard Water Partnership. The first Water Revenue Bond was issued in May 2012. The Partnership ex- panded the capacity of the Lake Oswego Water Treatment Plant, providing Tigard with 18 million gallons of water per day. The bonds will be repaid by water usage rates and is eligible to be re- paid using Water SDCs as well. Tigard began receiving water from the plant in 2016, when water purchases from Portland ended. The debt service was set up to make interest only payments through fiscal year 2016 with higher annual debt service payments that include principal starting in fiscal year 2017. Amount Issued: $30,810,000 Issue Date: 3/3/2015 Original Issue True Interest Rate(TIG): 4.090% Principal Outstanding as of Tule 1,2021: $29,955,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 21-22 08/01/21 4.00% 190,000 740,050 930,050 02/01/22 736,250 736,250 FY 22-23 08/01/22 4.00% 200,000 736,250 936,250 02/01/23 732,250 732,250 FY 23-24 08/01/23 4.00% 210,000 732,250 942,250 02/01/24 728,050 728,050 FY 24-25 08/01/24 4.00% 215,000 728,050 943,050 02/01/25 723,750 723,750 FY 25-26 08/01/25 4.00% 225,000 723,750 948,750 02/01/26 719,250 719,250 FY 26-27 08/01/26 4.00% 235,000 719,250 954,250 02/01/27 714,550 714,550 FY 27-28 08/01/27 5.00% 245,000 714,550 959,550 02/01/28 708,425 708,425 FY 28-29 08/01/28 5.00% 255,000 708,425 963,425 02/01/29 702,050 702,050 FY 29-30 08/01/29 5.00% 270,000 702,050 972,050 02/01/30 695,300 695,300 FY 30-31 08/01/30 3.25% 280,000 695,300 975,300 02/01/31 690,750 690,750 FY 31-32 08/01/31 5.00% 290,000 690,750 980,750 02/01/32 683,500 683,500 FY 32-33 08/01/32 5.00% 305,000 683,500 988,500 02/01/33 675,875 675,875 FY 33-34 08/01/33 5.00% 325,000 675,875 1,000,875 02/01/34 667,750 667,750 FY 34-35 08/01/34 5.00% 340,000 667,750 1,007,750 02/01/35 659,250 659,250 FY 35-36 08/01/35 5.00% 360,000 659,250 1,019,250 02/01/36 650,250 650,250 FY 36-37 08/01/36 5.00% 375,000 650,250 1,025,250 02/01/37 640,875 640,875 FY 37-38 08/01/37 5.00% 395,000 640,875 1,035,875 02/01/38 631,000 631,000 FY 38-39 08/01/38 5.00% 420,000 631,000 1,051,000 02/01/39 620,500 620,500 FY 39-40 08/01/39 5.00% 440,000 620,500 1,060,500 02/01/40 609,500 609,500 FY 40-41 08/01/40 5.00% 455,000 609,500 1,064,500 02/01/41 598,125 598,125 FY 41-42 08/01/41 5.00% 485,000 598,125 1,083,125 02/01/42 586,000 586,000 FY 42-43 08/01/42 5.00% 510,000 586,000 1,096,000 02/01/43 573,250 573,250 FY 43-44 08/01/43 5.00% 7,265,000 573,250 7,838,250 02/01/44 391,625 391,625 FY 44-45 08/01/44 5.00% 7,635,000 391,625 8,026,625 02/01/45 200,750 200,750 FY 45-46 08/01/45 5.00% 8,030,000 200,750 8,230,750 Total $29,955,000 $31,417,800 $61,372,800 DEBT SERVICE- PAGE 365 WATER REVENUE BOND 2020 RESTRUCTURE This Water Revenue Bond was issued in October 2020 as an advance refunding that restructured the bonds issued in 2012. This restructure saved rate payers approximately $1.4M annually in in- terest costs on the LOTWP and other bond funded projects. Amount Issued: $86,575,000 Issue Date: 10/20/2020 Original Issue True Interest Rate (TIC): 2.510% Principal Outstanding as of July 1,2021: $86,575,000 Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 21-22 08/01/21 2.00% 950,000 1,010,581 1,960,581 02/01/22 1,001,081 1,001,081 FY 22-23 08/01/22 2.00% 970,000 1,001,081 1,971,081 02/01/23 991,381 991,381 FY 23-24 08/01/23 2.00% 3,430,000 991,381 4,421,381 02/01/24 957,081 957,081 FY 24-25 08/01/24 2.00% 3,500,000 957,081 4,457,081 02/01/25 922,081 922,081 FY 25-26 08/01/25 2.00% 3,570,000 922,081 4,492,081 02/01/26 886,381 886,381 FY 26-27 08/01/26 2.00% 3,640,000 886,381 4,526,381 02/01/27 849,981 849,981 FY 27-28 08/01/27 2.00% 3,715,000 849,981 4,564,981 02/01/28 812,831 812,831 FY 28-29 08/01/28 2.00% 3,790,000 812,831 4,602,831 02/01/29 774,931 774,931 FY 29-30 08/01/29 2.00% 3,865,000 774,931 4,639,931 02/01/30 736,281 736,281 FY 30-31 08/01/30 2.00% 3,945,000 736,281 4,681,281 02/01/31 696,831 696,831 FY 31-32 08/01/31 2.00% 4,025,000 696,831 4,721,831 02/01/32 656,581 656,581 FY 32-33 08/01/32 2.10% 4,110,000 656,581 4,766,581 02/01/33 613,426 613,426 FY 33-34 08/01/33 2.20% 4,195,000 613,426 4,808,426 02/01/34 567,281 567,281 FY 34-35 08/01/34 2.30% 4,290,000 567,281 4,857,281 02/01/35 517,946 517,946 FY 35-36 08/01/35 2.40% 4,390,000 517,946 4,907,946 02/01/36 465,266 465,266 FY 36-37 08/01/36 2.50% 4,505,000 465,266 4,970,266 02/01/37 408,954 408,954 FY 37-38 08/01/37 2.60% 4,620,000 408,954 5,028,954 02/01/38 348,894 348,894 FY 38-39 08/01/38 2.65% 4,740,000 348,894 5,088,894 02/01/39 286,089 286,089 FY 39-40 08/01/39 2.70% 4,870,000 286,089 5,156,089 02/01/40 220,344 220,344 FY 40-41 08/01/40 2.75% 5,005,000 220,344 5,225,344 02/01/41 151,525 151,525 FY 41-42 08/01/41 2.90% 5,150,000 151,525 5,301,525 02/01/42 76,850 76,850 FY 42-43 08/01/42 2.90% 5,300,000 76,850 5,376,850 Total $86,575,000 $26,894,619 $113,469,619 PAGE 366 - CITY OF TIGARD WATER ARRA LOAN As part of the American Recovery and Reinvestment Act of 2009, Tigard received a grant and a loan to rehabilitate the water pump and seismic upgrades at our 10 mil water reservoir. The loan be- came set with the completion of the project in March 2012. The debt is being repaid with water user fees. Amount Issued: $2,398,000 Issue Date: 3/6/2012 Original Issue True Interest Rate (TIC): 3.000% Principal Outstanding as of July 1,2021: $1,472,030 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 21-22 12/01/21 3.00% 117,023 44,161 161,184 FY 22-23 12/01/22 3.00% 120,534 40,650 161,184 FY 23-24 12/01/23 3.00% 124,150 37,034 161,184 FY 24-25 12/01/24 3.00% 127,874 33,310 161,184 FY 25-26 12/01/25 3.00% 131,710 29,474 161,184 FY 26-27 12/01/26 3.00% 135,663 25,521 161,184 FY 27-28 12/01/27 3.00% 139,732 21,452 161,184 FY 28-29 12/01/28 3.00% 143,923 17,261 161,184 FY 29-30 12/01/29 3.00% 148,241 12,943 161,184 FY 30-31 12/01/30 3.00% 152,688 8,496 161,184 FY 31-32 12/01/31 3.00% 130,492 3,915 134,407 Total F $1,472,030 F $274,217 $1,746,247 DEBT SERVICE- PAGE 367 WATER REVENUE DEBT Projected Annual Debt Service Projected Annual Debt Service by Principal and Interest by Issuance $9,000,000 - 59,000,003 $8,000,000 - 58,00O3CC+] $7,000,000 --- - $7,00X000 $6,000,000 I I I 1 6p]]p]] u v $5,000,000 - 55,OCO,C0) H IX II z NCI * $4,000,000 - — `$4,OCO,CO3 3 C c c e Q $3,000,000 - $}• • $2,000,000 - $1,000,000 -1 0101111111111 $�. . 1_11!fli $ IIIIIIIIIIIILLj_L 2022 2027 2032 2037 2042 2022 2023 2030 2035 2040 2045 ❑ARRA ❑Principal Fiscal Year •2020 Rev Band Fiscal Year •Interest El2015 Rev Band •2012 Rev Band FY 2021-22 debt service on the outstanding Water Revenue Debt is as follows: Water Revenue Debt Date Interest Principal Total Water Revenue Bond 2012 08/01/21 $ 92,800 $ 2,275,000 $ 2,367,800 02/01/22 $ 47,300 $ - $ 47,300 Water Revenue Bond 2015 08/01/21 $ 740,050 $ 190,000 $ 930,050 02/01/22 $ 736,250 $ - $ 736,250 Water Revenue Bond 2020 08/01/21 $ 1,010,581 $ 950,000 $ 1,960,581 08/01/21 $ 1,001,081 $ - $ 1,001,081 ARRA Loan 12/01/21 $ 44,161 $ 117,023 $ 161,184 Total Water Revenue Debt Service $ 3,672,224 $ 3,532,023 $ 7,204,247 City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 368 - CITY OF TIGARD FUND SUMMARIES INTRODUCTION The following section shows a detailed listing of the resources and requirements for each fund used by the city. Explanatory narratives are provided for each of the funds. In FY 2021-22, the city will use the following funds: Fund Type Fund Name General General Fund Enterprise Sanitary Sewer, Stormwater, Water, Water CIP, Water Debt Service, Water Quality/Quantity, Water SDC Building, City Gas, Construction Excise Tax, Criminal Forfeiture, Electrical In- spection, Gas Tax, Library Donation and Bequests, Parks Bond, Parks SDC, Special Revenue Parks Utility, Police Levy, Street Maintenance, Transient Lodging Tax, Trans- portation Development Tax, Transportation SDC, Urban Forestry, Under- ground Utility Debt Service Bancroft, General Obligation Capital Projects Facilities, Parks, Transportation CIP Internal Service Central Services, Fleet/Property Maintenance, Insurance, Public Works Ad- min, Public Works Engineering FUND SUMMARIES- PAGE 369 GENERAL FUND The General Fund is used to account for the city's revenues and expenditures that are of a general nature and therefore not required to be recorded in another fund. General Fund revenues include property taxes, fees and charges for services, franchise fees, fines, interests, revenues from other agencies, and transfers from other funds. Expenditures out of the General Fund include program- matic expenses such as Police, Library, and Community Development, as well as transfers for Parks and capital improvements. Some revenue streams in the General Fund experience modest growth, such as property taxes, while others are expected to remain significantly flat, such as franchise fees. Property taxes consti- tute the largest single source of revenue for the General Fund. Revenues received from other agencies include Hotel/Motel Tax, Washington County Cooperative Library Services (WCCLS) distri- bution share, Liquor Tax, Cigarette Tax, State Revenue Sharing distribution, and miscellaneous oth- er Intergovernmental Revenue. Franchise Fees are paid by utility entities for their use of public right-of-ways and are based on a percentage of their gross revenues collected within the city. Property Tax, Intergovernmental, and Franchise Fees make up the three largest revenue categories. During FY 2020 & FY 2021, the COVID-19 worldwide pandemic forced the city to revisit and revise its revenue forecasts for the rest of forecast periods. The reforecast demonstrated that, while cer- tain types of revenues are down substantially, the city's General Fund reserves display, relatively, strong balances for next few years. As noted in the previous fiscal years, the General Fund reserves are growing in an intentional manner. The Budget Committee and Council have designated por- tions of the reserves for specific purposes. They are as follows: • Cash Requirement Reserve: This is the last reserve that could be depleted. This reserve is 25% of expenditures, or about $9.0 M, in FY 2022. In December, Tigard receives most of its property tax revenues. The intent of this reserve is to bridge from July through November when expenditures exceed revenues. This reserve ensures that Tigard does not need to borrow to pay for regular expenses such as payroll while await property taxes. • Emergency Reserve: This reserve is intended to help the city bridge a revenue slowdown caused by a recession or other unforeseen event and has historically been set at $1.0M since its creation with the FY 2018 budget. In FY 2020, this reserve was reduced to $0.8M after using $200,000 of the Emergency Reserve responding to COVID-19 pan- demic through Tigard CARES (small business assistance) and RAFT Program (houseless assistance). It is anticipated that this reserve will be back at $1.0M at the end of FY 2022. • Service Level Reserve: In FY 2019 and FY 2020, Tigard made significant service cuts and other budgetary changes to create a positive gap between expenditures and revenues. The annual savings created by spending less than our revenues is placed in the reserve. It is forecasted that this reserve will be approximately $8.9M by the end of FY 2022 and will grow to $9.2M by the end of FY 2023. This is down slightly from projections last year, primarily due to the COVID-19 pandemic event. Starting in FY 2024, the growth in the cost of expenditures will outpace the growth in revenues and the city will need to start utilizing this reserve to keep up with service level demands. It is forecasted that this reserve will be depleted by the end of FY 2028. • Undesianated Reserve: This is the remaining reserve left over after accounting for the three previous reserves. While this reserve does not have a specific purpose, a healthy level of undesignated reserve is the indicator of a good financial health and provides the city with the flexibility when making decisions that impact General Fund finances. PAGE 370 - CITY OF TIGARD GENERAL FUND FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actin Actual Revised Proposed Approved Adopted FY 21 Resources 40000-Beginning Fund Balance 19,407,186 23,347,314 26,154,623 29,041,365 29,041,365 29,041,365 11.0% Total Beginning Fund Balance 09,407,186 23,347,314 26,154,623 29,041,365 29,041,365 29,041,365 110% 40100-Current Property Taxes 16,251,268 16,839,993 17,502,458 18,202,556 18,202,556 18,202,556 4.0% 40101-Prior Year Property Taxes 465,478 109,649 251,414 250,000 250,000 250,000 -0.6 Total Taxes 16,716,747 16,949,642 17,753,872 18,452,556 18,452,556 18,452,556 3.9 41000-Franchise Application Fees 0 0 2,000 2,000 2,000 2,000 00% 41001-Franchise Fees-Electric 2,428,525 2,387,662 2,535,826 2,548,505 2,548,505 2,548,505 0.5 41002-Franchise Fees-Gas 667,255 694,208 650,507 650,507 650,507 650,507 0.0 41003-Franchise-Telecomm 309,247 330,548 247,145 259,502 259,502 259,502 5.0 41004-Franchise Fees-Garbage 673,603 710,006 680,880 701,306 701,306 701,306 3.0 41005-Franchise Fees-Cable TV 490,317 617,417 509,071 514,162 514,162 514,162 10 41006-Franchise Fees-Water 1,013,600 952,023 1,113,794 1,124,932 1,124,932 0,124,932 1.0% 41007-Franchise Fees-Sanitary Swr 635,806 673,724 676,756 700,442 700,442 700,442 3.5% 41008-Franchise Fees-Storm 0 0 200,000 200,000 200,000 200,000 0.0% Total Franchise Fees 6,218,353 6,365,589 6,615,979 6,701,356 6,701,356 6,701,356 1.3% 43001-Business License 798,781 821,603 743,706 751,143 751,143 751,143 10% 43112-CDC Review Fees 59,015 54,447 43,910 43,910 43,910 43,910 0.0 43113-Address Fee 0 0 1,323 1,323 1,323 1,323 0.0 43115-Sign Permit Fees 20,241 23,424 9,171 9,171 9,171 9,171 0.0 43116-Land Use Application Fee 321,770 258,161 253,657 253,657 253,657 253,657 00% 43139-VHD Pre-Certification Pee 1,600 1,676 0 0 0 0 0.0 43140-VHD Final Certification Fee 0 1,256 0 0 0 0 0.0% 43401-Alarm Permit Fees 66,100 61,920 67,493 68,843 68,843 68,843 2.0% 43402-Liquor Permit Fees 3,735 3,700 3,992 4,072 4,072 4,072 2.0 43403-Candidate Filing Fees 200 200 0 0 0 0 0.0 43405-Parking Permit Pees 0 45 0 0 0 0 0.0% Total Licenses and Perruits 1,271,441 1,226,432 1,123,252 1,132,119 1,132,119 1,132,119 0.8% 40201-Hotel/Motel Tax 747,242 558,862 560,432 383,600 383,600 383,600 -31.6 44100-Cigarette Tax 59,588 57,886 52,250 50,944 50,944 50,944 -2.5 44101-Liquor/Marijuana Tax 1,124,431 1,226,089 1,251,297 1,140,612 1,140,612 0,140,612 -8_8% 44102-State Revenue Sharing 591,166 641,214 623,462 654,635 654,635 654,635 50% 44501-Intergovernmental Revenue 720,970 781,535 805,764 1,085,490 0,085,490 1,085,490 34.7 44800-Federal Grants 165,488 212,038 1,677,675 0 0 0 -100.0% 44801-State Grants 20,545 9,616 337,511 1 1 1 -100.0% 44802-Grants-Other 85,411 3,500 1,532,470 87 87 87 -1000% 44803-WCCLS Grants 3,705,062 3,844,074 3,884,663 4,001,203 4,001,203 4,000,203 3.0 Total Intergovernmental 7,219,903 7,334,814 10,725,524 7,316,572 7,316,572 7,316,572 -31.8 45301-Lien Search Fees 53,235 62,595 52,015 52,535 52,535 52,535 1.0% 45303-Vehicle Release Fee 14,660 15,700 13,610 13,610 13,610 13,610 0.0 45305-Park Revenue 0 -1,100 0 0 0 0 0.0 FUND SUMMARIES- PAGE 371 GENERAL FUND FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 45310-Library Copier Receipts 2,298 2,261 836 836 636 836 0.0 45311-Library Miscellaneous Income 12,642 7,722 11,098 1,110 1,110 1,110 -90.0% 45319-Miscellaneous Fees&Charges 19,292 6,234 10,000 10,000 10,000 10,000 0.0% 45320-Rental Income 0 -500 0 0 0 0 0.0% 45322-Police Copies 19,766 23,636 10,000 10,000 10,000 10,000 0.0 45323-PD Distracted Driver 1,031 0 500 500 500 500 0.0 45330-Donations/Gifts 20,740 36,580 17,000 0 0 0 -100.0 45580-Interdepartmental Services Revenue 139,900 156,000 155,073 154,152 154,152 154,152 -0.6 Total Charges for Services 283,564 311,128 270,132 242,743 242,743 242,743 -10.1% 46001-Traffic Fines 630,951 503,241 2,166,000 2,036,040 2,036,040 2,036,040 -6.0 46002-Civil Infractions 0 50 1,000 1,000 1,000 1,000 0.0% 46010-Library Fines 51,696 31,180 91,261 91,261 91,261 91,261 0.0% Total Fines&Forfeitures 682,647 534,471 2,258,261 2,128,301 2,128,301 2,128,301 -5.8 47000-Interest Earnings 823,407 705,032 400,900 300,675 300,675 300,675 -25.0 Total Interest Earnings 823,407 705,032 400,900 300,675 300,675 300,675 -25.0% 48000-Other Revenue 441 64,129 0 0 0 0 0.0% 48001-Recovered Expenditures 52,840 152,994 356,432 356,432 356,432 356,432 0.0% Total Miscellaneous 53,281 217,123 356,432 356,432 356,432 356,432 0.0% 49210-Transfer In from TLT Fund 237,070 258,181 294,000 244,000 244,000 244,000 -170 49980-Transfer In from Library Don.&Req.Fund 0 0 60,000 0 0 0 -100.0 Total Transfers In 237,070 258,181 354,000 244,000 244,000 244,000 -31.1 Total Resources 52,913,5 ,916,119 65,916,119 Requirements Program Expenditures Community Development 3,317,805 3,370,327 4,908,874 4,410,334 4,410,334 4,410,334 -10-2 Community Services 21,954,758 23,597,961 29,936,732 27,385,301 27,385,301 27,417,691 -8.4% Policy and Administration 990,650 840,177 1,875,778 1,676,325 1,676,325 1,676,325 -10.6 Total Program Expenditures 26,263,213 27,806,466 36,721,384 33,471,960 33,471,960 33,504,350 -8.8 Total Loan to TCDA 183,273 0 1,000 1,000 1,000 1,000 0.0 Total Transfers Out 3,119,799 2,339,887 2,961,615 2,773,714 2,773,714 2,773,714 -6 3 Total Contingency 0 0 842,389 1,600,000 1,600,000 1,600,000 B9.9 Total Budget 1126,388 37,846,674 37,846, Reserve for Future Expense 23,347,314 27,101,374 25,486,587 28,069,445 28,069,445 28,037,055 100°/ Total Requirements PAGE 372 - CITY OF TIGARD ENTERPRISE FUND-SANITARY SEWER Funds collected in the Sanitary Sewer Fund are applied to the operation, maintenance, repair, and upgrade of the city's sanitary sewer infrastructure. Within Washington County, a special district, Clean Water Services (CWS), provides stormwater and sanitary sewer treatment and sets all fees related to these services. CWS contracts with the City of Tigard for billing and collection of sani- tary sewer charges within the city limits and for providing the stormwater system maintenance within the city. Sanitary Sewer Connection Fees are charged to developers and property owners upon connection to the city's sewer system. The amount of this fee is determined by CWS each year. CWS also sets the base monthly sewer service charges. A customer's monthly sewer charge is comprised of the base charge plus a consumption charge which is based on the customer's average water con- sumption during previous winter months. The city retains approximately 16% of these revenues and sends the remaining 80% to CWS each month. Additionally, the city imposes a sewer surcharge of $2.63/dwelling unit/month for sewer accounts. This additional charge will help the city fund the growing infrastructure needs of the system. FUND SUMMARIES- PAGE 373 ENTERPRISE FUND-SANITARY SEWER FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Resources 40000-Beginning Fund Balance 5,386,207 6,295,016 6,015,718 7,592,586 7,592,586 7,592,586 262 Total Beginning Fund Balance 5,386,207 6,295,016 6,015,718 7,592,586 7,592,586 7,592,586 262% 43120-Sewer Connection Fees 132,207 134,062 92,200 92,200 92,200 92,200 0.0% Total Licenses and Permits 132,207 134,062 92,200 92,200 92,200 92,200 0.0% 45100-Utility Sales 2,693,423 2,896,140 2,657,205 2,736,921 2,736,921 2,736,921 3.0% 45101-Other Utility Sales 756,630 808,539 676,000 676,000 676,000 676,000 0.0% 45110-Parks Utility Fee 0 -276 0 0 0 0 0.0% 45199-Bad Debt -60,772 -37,981 0 0 0 0 0.0% Total Charges for Services 3,389,281 3,666,422 3,333,205 3,412,921 3,412,921 3,412,921 2.4% 47000-Interest Earnings 163,890 161,918 110,300 82,725 82,725 82,725 -25.0% Total Interest Earnings 163,890 161,918 110,300 82,725 82,725 82,725 -25.0% 48001-Recovered Expenditures 138,165 22,130 42,100 42,100 42,100 42,100 0.0% TotalMiscellaneous 138,165 22,130 42,100 42,100 42,100 42,100 0.0% 49500-Transfer In from Sanitary Sewer Fund 0 0 0 0 0 0 0.0% 49510-Transfer In from Stormwater Fund 42,860 12,822 234,500 0 0 0 -10110% Total Transfers In 42,860 12,822 234,500 0 0 0 -100.0% Total Resources 9,252,610 10,292,369 9,828,023 11,222,532 11 797,532 11,222,532 ' Requirements Program Expenditures CIP 0 0 0 0 0 0 00% Public Works 2,638,795 2,154,013 2,344,151 2,594,197 2,594,197 2,654,197 132% Total Program Expenditures 2,638,795 2,154,013 2,344,151 2,594,197 2,594,197 2,654,197 132% Total Transfers Out 164,457 469,036 464,320 1,450,846 1,463,846 1,463,846 215.3% Total Work in Progress 154,342 144,651 1,079,000 100,000 100,000 100,000 -90.7% Total Contingency 0 0 197,996 200,000 200,000 200,000 1.0% Total Budget 2,957,595 2,767,700Miliffri 43 4,358,043 4,418,043f Reserve for Future Expense 6,293,016 7,524,669 5,742,336 6,877,490 6,864,490 6,804,490 18.5% Total Req i 9,252,610 10,292,369 9,828,023 It 977 532 11 777,532 11,222,532 14.2% PAGE 374 - CITY OF TIGARD ENTERPRISE FUND-STORMWATER Funds collected in the Stormwater Fund are applied to the operation, maintenance, repair, and up- grade of the city's stormwater facilities. Within Washington County, a special district, Clean Water Services (CWS), provides stormwater and sanitary sewer treatment and sets all fees related to these services. CWS contracts with the City of Tigard for billing and collection of stormwater charges within the city's limits and for providing stormwater system maintenance within the city. The city currently retains 75% of the stormwater fees collected by the city. The city has also assesses a $5.50 per month per equivalent service unit (ESU) surcharge for stormwater system maintenance and infrastructure. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Resources 40000-Beginning Fund Balance 7,138,714 7,783,542 7,671,046 7,636,541 7,636,541 7,636,541 -0.4% Total Beginning Fund Balance 7,138,714 7,783,542 7,671,046 7,636,541 7,636,541 7,636,541 -0.4% 43123-Fee in Lieu Water Quality 15,969 67,810 0 0 0 0 0.0% Total Licenses and Permits 15,969 67,810 0 0 0 0 0.0% 45100-Utility Sales 2,977,183 3,167,818 3,194,297 3,354,012 3,354,012 3,354,012 5.0% 45103-Tigard SWM Surcharge 847,015 860,298 850,000 2,299,500 2,299,500 2,299,500 17115% 45110-Parks Utility Fee 0 -250 0 0 0 0 0.0% 45199-Bad Debt -12,065 -10,002 0 0 0 0 0.0% Total Charges for Services 3,812,133 4,017,864 4,044,297 5,653,512 5,653,512 5,653,512 39.8 47000-Interest Earnings 175,203 159,102 139,900 104,925 104,925 104,925 -25.0% Total Interest Earnings 175,203 159,102 139,900 104,925 104,925 104,925 -25.0% 48000-Other Revenue 0 8,833 0 0 0 0 0.0% 48001-Recovered Expenditures 6,909 10,694 5,000 5,000 5,000 5,000 0.0% Total Miscellaneous 6,909 19,527 5,000 5,000 5,000 5,000 0.0% 49500-Transfer In from Sanitary Sewer Fund 84,544 465,979 336,000 1,395,000 1,395,000 1,395,000 3152% 49510-Transfer In from Stormwater Fund 0 0 0 0 0 0 0.0% 49511-Transfer In from Water Quality/Quantity Fund 0 0 265,000 0 0 0 -100.0% Total Transfers In 84,544 465,979 601,000 1,395,000 1,395,000 1,395,000 132.1% IIMPI Total Resources 11235,472 12,513,824 12,461,243 14,794,976 14,794,978 14,794,978 Requirements Program Expenditures CIP 00 0 0 0 0 0.0% Public Works 2,745,348 2,481,702 3,515,907 3,768,774 3,768,774 3,828,774 8.9% Total Program Expenditures 2,745,348 2,481,702 3,515,907 3,768,774 3,766,774 3,826,774 8.9% Total Transfers Out 212,623 53,176 442,866 324,528 347,528 347,528 -21.5% Total Work in Progress 493,958 1,895,412 2,688,000 4,687,500 4,777,500 4,777,500 77.7 Total Contingency 0 0 218,990 275,000 275,000 275,000 25.6 Total Budget 4,430,290 -milliilE29,228,80' Reserve for Future Expense 7,783,542 8,083,534 5,595,480 5,739,177 5,626,177 5,566,177 -0.5% Total Requirements 11,235,472 12,513,824 12,461,243 14,794,978 14,794,976 14,794,978 - 18.7% FUND SUMMARIES- PAGE 375 ENTERPRISE FUND-WATER The City of Tigard manages the operation of the water system through intergovernmental agree- ments with the cities of King City and Durham and with the Tigard Water District. The Water Fund is the primary operating fund for the water system and accounts for all costs associated to the wa- ter operation, including ongoing maintenance. The Water Fund also transfers to the Water CIP Fund for various capital improvement projects and to the Water Debt Service Fund to pay debt service on water revenue bonds. The Water Fund maintains a Rate Stabilization Account of $2.0 million. In 2008 Tigard entered into a water partnership with the City of Lake Oswego (The Lake Oswego/ Tigard Water Partnership) on a long-term water source. The two cities agreed to jointly: • Expand Lake Oswego's water treatment facility • Replace the existing river intake • Construct a reservoir • Upsize transmission lines • Develop existing water rights and permits on the Clackamas River The improvements allows Tigard and Lake Oswego to produce up to 38 million gallons of water (mgd) per day. In December 2013, the two cities agreed to transfer 4 million gallons of water per day from Lake Oswego to Tigard, bringing Tigard up to 18 mgd. Water began to flow from the new facility in 2016. During the 2018-2019 fiscal year, the IGA with the City of Durham, King City and the Tigard Water District was extended, ensuring Tigard will supply water to the customers in those cities and Tigard Water District for years to come. PAGE 376 - CITY OF TIGARD ENTERPRISE FUND-WATER FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Resources 40000-Beginning Fund Balance 2.5,963,968 35,251281 38,763,141 37,914,231 37,914,231 37,914,231 -21% Total Beginning Fund Balance 25,963,968 35,251,281 38,763,141 37,914,231 37,914,231 37,914,231 -2.2% 43126-Developer Overhead 161,726 0 160,000 0 0 0 -1000% 43128-Fire Service Reimbursement 3,024 0 10,000 0 0 0 -1000% Total Licenses and Permits 164,750 0 170,000 0 0 0 -100.0 4510D-Utility Sales 23,312,990 22,483,277 22,530,621 25,990,000 25,990,000 25,990,000 154% 45101-Other Utility Sales 89,608 33,000 50,000 50,000 50,000 50,000 0.0 45102-Leaks/Misreads Credits -54,560 -114,716 -50,000 -50,000 -50,000 -50,000 0.0% 45104-Meter Sales 93,302 120,723 50,000 50,000 50,000 50,000 0.0% 45105-Fire Hydrant Flow Testing Srvc 2,625 1,675 11,500 11,500 11,500 11,500 0.0% 45110-Parks Utility Fee 0 -1,780 0 0 0 0 0.0% 45150-Late Penalties/Charges 96,765 52,760 100,000 100,000 100,000 100,000 0.0% 45151-Returned Check Fees 1,783 1,300 1,290 1,290 1,290 1,290 0.0% 45199-Bad Debt -23,716 -37,565 0 0 0 0 0.0% 45319-Miscellaneous Fees&Charges 9,500 8,700 5,000 5,000 5,000 5,000 0.0 45320-Rental Income 58,028 60,258 40,000 40,000 40,000 40,000 0.0 Total Charges for Services 23,566,323 22,607,832 22,738,411 26,197,790 26,197,790 26,197,790 152% 47000-Interest Earnings 742,046 744,868 500,700 375,525 375,525 375,525 -25.0% Total Interest Earnings 742,046 744,868 500,700 375,525 375,525 375,525 -25.0% 48000-Other Revenue 8,274 22,288 0 0 0 0 0.0 48001-Recovered Expenditures 494,149 46,446 50,000 50,000 50,000 50,000 0.0 Total Miscellaneous 502,424 68,733 50,000 50,000 50,000 50,000 00% 49100-Transfer In from General Fund 27,460 0 0 0 0 0 0.0 49500-Transfer In from Sanitary Sewer Fund 13,413 0 0 0 0 0 0.0 49510-Transfer In from Stormwater Fund 17,878 0 0 0 0 0 0.0 49531-Transfer In from Water SDC Fund 0 0 0 0 25,000 25,000 100.0 Total Transfers In 58,751 0 0 0 25,000 25,000 1000% Total Resources 51,018, 111 i FUND SUMMARIES- PAGE 377 ENTERPRISE FUND-WATER FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Requirements Program Expenditures 0 0 0 0 0 0 0.0% Public Works 6,618,117 8,362,282 10,44-,545 10,646,000 10,646,000 10,646,000 1.9% Total Program Expenditures 6,618,117 8,362,282 10,447,545 10,646,000 10,646,000 00,646,000 1.9°o Total Transfers Out 9,148,864 9,224,019 23,067,947 20,969,789 22,320,789 22,320,789 -32% Total Work in Progress 0 0 0 0 25,000 25,000 100.05' Total Contingency 0 0 416,988 475,000 475,000 475,000 13 9% , , 33,466,78' Reserve for Future Expense 35,251,281 41,086,413 28,289,772 32,446,757 31,095,75' 31,095,757 9.9 '7 46 64,562,546 64,562, 1 . + r - T 54• . . f - + - r .w r •F �9 ,+ i - -.' : _ ... . ..., :: • - . • TT4' _ t_ .rl. 7�, 1 ir' 'iti 1 • 1` t ' it - '�. '` - -..,;"'.-M1t+.gr�=S74 -_�-'r:{�-rte..5:1-:.-. -•-•?,:;ci ri',�t•. - li.-. x-r •- •- -• - �' ter. . • • • .2 :1-•-, - - 2 l • �L... - F•:''' z ^4�yy..ti-•� PAGE 378 - CITY OF TIGARD ENTERPRISE FUND-WATER CIP The Water CIP Fund accounts for major capital improvement projects for the water system. Re- sources in this fund consist largely of transfers from the Water Fund and borrowing proceeds. The dollars in this fund also continue to fund the city's long-term water project. In 2008 Tigard entered into a water partnership with the City of Lake Oswego on a long-term water source... The Lake Oswego/Tigard Water Partnership. The two cities agreed to jointly: • Expand Lake Oswego's water treatment facility • Replace the existing river intake • Construct a reservoir • Upsize transmission lines • Develop existing water rights and permits on the Clackamas River The improvements would allow Tigard and Lake Oswego to produce up to 38 million gallons of water per day. Of this amount, Tigard will receive between 18 million gallons per day. Water be- gan flowing from the new facility in 2016. The Water CIP Fund has several significant and large projects in the coming fiscal years. The city ramps up the design and construction of the Cach Reservoir and Pump Station project. This is a large project, currently anticipated at a total of roughly $23 million with scheduled completion dur- ing the FY 2022-2023 fiscal year. Additionally, another large project, Bull Mountain Road Water Pipeline project is set to begin in FY 2023-2024. Total cost for this project will be over $14 million. In addition, the Water System Master Plan has identified the need to expand the citys Aquifer Storage and Recovery program to meet its long-term water demands. This project's total project- ed cost is just under $6.5 million. All of these projects will run through the Water CIP Fund with appropriate transfers in to fund the projects. FUND SUMMARIES- PAGE 379 ENTERPRISE FUND-WATER CIP FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 1,413,195 1,478,024 1,671,726 1,650,125 1,850,125 1,850,125 10.7% Total Beginning Fund Balance 2,413,195 1,478,024 1,671,726 1,650,125 1,850,125 1,850,125 10.7% 97000-Interest Earnings -34,693 0 0 0 0 0 0_0% Total Interest Earnings -34,693 0 0 0 0 0 0.0% 48001-Recovered Expenditures 2,922 654 0 0 0 0 0.0% Total Miscellaneous 2,922 654 0 0 0 0 0-0% 49530-Transfer In from Water Fund 469,331 754,756 6,509,000 6,611,000 7,378,000 7,378,000 114° 49531-Transfer In from Water SDC Fund 1,166,581 318,523 4,399,000 7,712,000 7,712,000 7,712,000 753% Total Transfers In 1,655,913 1,073,279 10,908,000 14,523,000 15,090,000 15,090,000 38.3% Total Resources 79,726 16,373,125 16,940,125 16,940,125 34.7°/ Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0_0% Total Debt Service 0 0 0 0 0 0 0 0°/ Total Work in Progress 1,559,313 1,190,892 10,906,000 14,523,000 15,090,000 15,090,000 38.3% Total Transfers Out 0 0 0 0 0 0 0.0% Total Contingency 0 0 0 0 0 0 0 0°/ Total Budget Mi 1,559,313 1,190,892 10,908,000 14,523,000 15,090,000 15,090,000 38.31 Reserve for Future Exp 1,478,024 1,361,065 1,671,726 1,850,125 1,850,125 1,850,125 10.7% TotalRequiremen- 3,037,337 2,551,957 12,579,726 16,373,125 16,940,125 16,940,125 PAGE 380 - CITY OF TIGARD ENTERPRISE FUND-WATER DEBT SERVICE The Water Debt Service Fund accounts for revenues and principal and interest payments related to the issuance of water revenue bonds. The fund also maintains a fund balance to provide an esti- mated Debt Service Reserve Fund. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 6,955,380 7,140,649 7,071,649 7,199,943 7,199,943 7,199,943 1.8' Tot al Beginning Fund Balance 6,955,380 7,140,649 7,071,649 7,199,943 7,199,943 7,199,943 1.8°/ 47000-Interest Earnings 185,269 156,294 0 0 0 0 0.0% Total Interest Earnings 185,269 156,294 0 0 0 0 00°/ 49001-Debt Proceeds 0 0 0 0 0 0 0.0% Total Other Financing Sources 0 0 0 0 0 0 0 0% 49530-Transfer In from Water Fund 8,390,133 8,390,933 8,408,000 7,213,000 7,213,000 7,213,000 -142% Total Transfers In 8,390,133 8,390,933 8,408,000 7,213,000 7,213,000 7,213,000 -142% Total Resources 15,530,782 15,687,876 15,479,649 14,412,943 14,412,943 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 8,390,133 8,390,933 8,505,000 7,204,364 7,204,364 7,204,364 -15.3% Total Work in Progress 0 0 0 0 0 0 0 0°/ Total Transfers Out 0 0 0 0 0 0 0.0% Total Contingency 0 0 0 0 0 0 0.0% Total Budget 8,390,133 8,390,933 8,505,000 " 14,364 7,204,364 7,204,364 _ Reserve for Future Exp ',140,649 -,296,943 6,974,649 7,206,579 7,208,579 7,208,579 3.4% Total Requirements 15,530,782 15,687,876 15,479,644 FUND SUMMARIES- PAGE 381 ENTERPRISE FUND-WATER QUALITY/QUANTITY The Water Quality/Quantity Fund is a subsidiary fund of the Stormwater Fund. The city charges Water Quality/Quantity fees, which are established by Clean Water Services, on certain develop- ment activities in the city. Revenues collected are used to fund offsite stormwater system im- provements and capacity improvements to the system. Revenues, as they are tied directly to de- velopment activities, fluctuate to a degree and as such have been down over the past few years. In addition to a slowdown in development activity, some developers are choosing to build their own on-site stormwater detention facilities rather than pay the fee. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 1,254,609 1,288,839 1,270,639 1,084,563 1,084,563 1,084,563 -14.6% Total Beginning Fund Balance 1,254,609 1,288,839 1,270,639 1,084,563 1,084,563 1,084,563 -14.6% 43122-Fee In-Lieu H2O Quantity 1,199 0 1,000 1,000 1,000 1,000 0.0% 43123-Fee in Lieu Water Quality 981 4,620 1,000 1,000 1,000 1,000 0.0% Total Licenses and Permits 2,180 4,620 2,000 2,000 2,000 2,000 00% 47000-Interest Earnings 32,050 28,304 25,800 19,350 19,350 19,350 -25_0% Total Interest Earnings 32,050 28,304 25,800 19,350 19,350 19,350 -25.0°,4 Total Resources 1,288,839 1,321,763 1,298,4E' Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0 0°/ Total Transfers Out 0 0 265,000 340,000 340,000 340,000 28.3% Total Contingency 0 0 0 0 0 0 0 0"% Total Budget 10 Reserve for Future Exp 1,288,839 2,321,763 1,033,439 765,913 765,913 765,913 -25.9% Total Requirements iL,913 1,105,913 IIIIM PAGE 382 - CITY OF TIGARD ENTERPRISE FUND-WATER SDC The Water System Development Charge (SDC) Fund is a subsidiary of the Water Fund. Water SDCs are charged when new water meters are sold and installed. The total purpose of the Water SDC is to fund future capacity-increasing projects and pay a reimbursement fee for existing assets. As SDCs are tied to development activities, they tend to fluctuate. The city experienced an upward trend in these revenues related to the development of the River Terrace subdivision, but the trend is starting to plateau. Several significant capital projects will be funded, in part, with Water SDC funds. As also mentioned in the Water CIP fund, the projects are Cach Reservoir and Pump Sta- tion Design and expansion of the city's Aquifer Storage and Recovery program to meet its long- term water demands. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 11,856,589 12,903,512 13,066,147 13,494,585 13,494,585 13,494,585 3_1% Total Beginning Fund Balance 11,856,589 12,903,512 13,086,147 13,494,585 13,494,585 13,494,585 3.1% 43300-System Development Charges 949,056 1,600,366 949,056 949,056 949,056 949,056 0.0% 43301-SDC Reimbursement 921,379 1,258,967 921,379 921,379 921,379 921,379 00% Total Licenses and Permits 1,870,435 2,859,333 1,870,435 1,870,435 1,870,435 1,870,435 0.0°/ 47000-Interest Earnings 343,069 311,895 258,200 193,650 193,650 193,650 -25 0% Total Interest Earnings 343,069 311,895 258,200 193,650 193,650 193,650 -25.0% Total Resources 14,070,093 16,074,741 15,214,782 15,558,670 15,558,670 15,558,670 2 3% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0 0"/ Total Transfers Out 1,166,581 318,523 4,430,268 7,745,538 7,770,538 7,770,538 75.4% Total Contingency 0 0 0 0 0 0 0 0°/ Total Budget Mil 66,581 .18,523 4,430,268 7,745,538 Reserve for Future Exp 12,903,512 15,756,218 10,764,314 7,813,132 7,788,132 7,788,132 -27.8% Total Requirements Mi170,093 16,074,741 15,214,782 1 FUND SUMMARIES- PAGE 383 SPECIAL REVENUE FUND-BUILDING The Building Fund is used to track building permit revenues and expenditures. All activities of the city's Building Division are appropriated in this fund. The Building Division, an operating unit of the Community Development Department, is responsible for reviewing plans, issuing permits, and inspecting constructions to ascertain compliance with the State of Oregon specialty codes. The specialty codes include building, fire, plumbing, mechanical, electrical codes and other State of Or- egon rules and statutes. The division enforces requirements of the Tigard Municipal Code and Community Development codes and ordinances. Revenues collected in the Building Fund are dedicated to supporting the divisional activities and related administrative expenses. The amount of the charge for a building-related fee is detailed in ORS 455.210 and OAR 918-020-0220. The city continues to experience a healthy level of activity in the Building Fund revenue, primarily driven by the new home development in the River Terrace subdivisions. While Building fees are paid up front, the work required expending those fees may continue for an extended period of time. This may lead to an initial increase in Fund Balance, but expenditures may need to increase in future fiscal years to meet the workload demand. ;y ' ,LI e.:•:•,N r-P....‘, ----A , \ - \- - V ' 6.) I \\___- - ti -i V 1 ' y 01C1. 141r_ i 1* �� ill4'. 51 IP 911:12\ L 01111111.. .r.-1. Ilhil)111' PAGE 384 - CITY OF TIGARD SPECIAL REVENUE FUND-BUILDING FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Resources 40000-Beginning Fund Balance 6,069,259 8,490,519 10,369,604 11,404,350 11,404,350 11,404,350 10.0% Total Beginning Fund Balance 6,069,259 8,490,519 10,369,604 11,404,350 11,404,350 11,404,350 10.0% 43101-Plumbing Permits 269,162 254,393 269,162 269,162 269,162 269,162 0.0% 43102-Mechanical Permits 599,232 413,622 599,232 599,232 599,232 599,232 0.0% 43104-Building Permits 1,514,770 842,557 1,514,770 1,514,770 1,514,770 1,514,770 0.0% 43105-Metro Construction Excise 5/ 10,314 2,970 10,314 10,314 10,314 10,314 0.0% 43106-Building Plan Check Fee 633,166 746,674 633,166 633,166 633,166 633,166 0.0% 43107-Erosion Control Plan Check Fee 0 773 0 0 0 0 0.0% 43108-Fire Life Safety Plan Ck Fee 317,773 154,235 317,773 317,773 317,773 317,773 0.0% 43109-Plumbing Plan Check Fee 25,069 28,294 25,069 25,069 25,069 25,069 0.0% 43111-Mechanical Plan Check Fee 113,741 80,288 113,741 113,741 113,741 113,741 0.0% 43112-CDC Review Fees 4,133 2,588 1,000 1,000 1,000 1,000 0.0% 43118-Sewer Inspection Fee 7,925 5,710 7,925 7,925 7,925 7,925 0.0% 43135-Info Processing&Archiving 41,552 27,987 41,552 41,552 41,552 41,552 0.0% Total Licenses and Permits 3,536,838 2,560,091 3,533,704 3,533,704 3,533,704 3,533,704 0.0% 44502-Beaverton School CET 4% 8,700 3,488 1,813 1,813 1,813 1,813 0.0% 44503-Tigard-Tualatin School CET 4% 25,978 7,678 6,468 6,468 6,468 6,468 0.0% 44506-Tigard CET-Admin Fee 0 5,112 0 0 0 0 0.0% Total Intergovernmental 34,678 16,278 8,281 8,281 8,281 8,281 0.0% 45151-Returned Check Fees 160 60 0 0 0 0 0.0% 45319-Miscellaneous Fees&Charges 5,094 82,862 7,000 7,000 7,000 7,000 0.0% Total Charges for Services 5,254 82,922 7,000 7,000 7,000 7,000 0.0% 47000-Interest Earnings 224,016 204,346 150,500 112,875 112,875 112,675 -25.0% Total Interest Earnings 224,016 204,346 150,500 112,875 112,875 112,875 -25.0% 48001-Recovered Expenditures 988 395 500 500 500 500 0.0% Total Miscellaneous 988 395 500 500 500 500 0.0% 49220-Transfer In from Electrical Inspection Fund 250,000 250,000 250,000 250,000 250,000 250,000 0.0% Total Transfers In 250,000 250,000 250,000 250,000 250,000 250,000 0.0% Total Resources 10,121,033 11,604,551 14,319,589 15,316 15,316,710 15,316,710 7.0% FUND SUMMARIES- PAGE 385 SPECIAL REVENUE FUND-BUILDING FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Requirements Program Expenditures Community Development 1,630,514 1,945,434 2,279,405 2,653,792 2,653,792 2,653,792 16 4% Total Program Expenditures 1,630,514 3,945,434 2,279,405 2,653,792 2,653,792 2,653,792 16 4% Total Contingency 0 0 130,600 150,000 150,000 150,000 14 9 Total Budget Reserve for Future Expense 8,490,519 9,659,116 11,909,584 12,512,918 12,512,918 12,512,918 51% l'otal Requirements 1, PAGE 386 - CITY OF TIGARD SPECIAL REVENUE FUND-CITY GAS TAX The City Gas Tax Fund is used to account for revenues generated from and projects funded by Tigard's local gas tax. The tax was developed by a citizen task force in 2006 as a means to fund improvements to the Greenburg Road/Pacific Highway/Main Street intersection. The plan was to sunset the tax after paying for the project. In 2009, a change in state law forbade cities from changing their local gas tax, resulting in an ina- bility to sunset the tax. The decision was made by the Tigard City Council to have the tax remain in effect permanently as a source to fund other future transportation project needs as recom- mended by a Tigard resident task force. The Greenburg Road/Pacific Highway/Main Street inter- section project was completed in December 2010. Revenue coming into the fund is currently be- ing used to pay debt service on that project. The Tigard Transportation Advisory Committee (TTAC) advises council of potential transportation projects that can be funded by the City Gas Tax. This fund is also helping cover the costs with the North Dakota Street Bridge Replacement, North Dakota Street Sidewalk and Bike Lane, Commer- cial Street Sidewalk, Main Street Green Street Retrofit-Phase 2, Tigard Street Bridge Replacement, 79th Avenue, and Murdock St. Sidewalk. The City Gas Tax Fund has seen its revenue significantly impacted by the COVID-19 pandemic. Based on data from Oregon Department of Transportation, the city expects that revenues will be at about 90% of what they would have been without a pandemic. FUND SUMMARIES- PAGE 387 SPECIAL REVENUE FUND-CITY GAS TAX FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY21 Revised Resources 40000-Beginning Fund Balance 1,674,381 2,178,405 1,967,322 3,022,220 3,022,220 3,022,220 53.6 Total Beginning Fund Balance 1,674,381 2,178,405 1,967,322 3,022,220 3,022,220 3,022,220 53.6% 44200-Gas Tax 886,913 831,411 875,000 806,000 806,000 806,000 -79 Total Intergovernmental 888,913 831,411 875,000 806,000 806,000 806,000 -7.99' 47000-Interest Earnings 59,136 53,444 38,700 29,025 29,025 29,025 -25.0 Total Interest Earnings 59,136 53,444 38,700 29,025 29,025 29,025 -25.0% 48001-Recovered Expenditures 11,792 0 10,000 0 0 0 -100.0% Total Miscellaneous 11,792 0 10,000 0 0 0 -100.0% Total Resources 2,634,222 3,063,261 2,891,022 3,857. Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0 Total Debt Service 300,237 296,858 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0 0°/ Total Transfers Out 155,580 91,407 566,476 2,042,337 2,042,337 2,042,337 260.5% Total Contingency 0 0 0 0 0 0 0.0°/ Total Budget 455,817 388,265 566,476 2,042,337 2,042,337 2,042,337 260.5% Reserve for Future Exp 2,1'•8,405 2,674,996 2,324,546 1,814,908 1,814,908 1,814,908 -21.9% Total Requirements 2,634,222 3,063,261 2,891,022 3,857,245 3,857,245 3,857,245 33.4% PAGE 388 - CITY OF TIGARD SPECIAL REVENUE FUND-CONSTRUCTION EXCISE TAX The Construction Excise Tax (CET) Fund was established in fiscal year 2019-2020 by Ordinance 19- 16 is set for the collection and distribution of Tigard's 1.0% CET, as outlined in Tigard Municipal Code 3.90. The CET benefits the city by providing a backfill for SDC exemptions for affordable housing, supporting affordable home ownership, and providing a flexible source of funds to allow the city to pursue the strategies in its adopted Affordable Housing Plan. A construction excise tax is levied on the permit value of all construction in a jurisdiction. The permit value is based on the construction cost and does not include the value of the land. The permit value is usually signifi- cantly lower than the sale price of the construction. As a result, the effective cost of the CET rela- tive to the sale price of a home, for example, is lower than one percent. Local construction excise taxes to fund affordable housing were authorized by the Oregon Legis- lative Assembly through Senate Bill 1533 (2016). Residential CETs are capped at 1 percent of the permit value and, after a 4% administrative fee is taken out, must be allocated to the following uses: • 50% to developer incentives for housing (e.g. SDC exemptions, tax abatements, etc.) • 35% for flexible affordable housing programs 15% to OHCS for homeownership programs in Tigard Commercial CETs have no upper limit, and 50% of the revenues must be devoted to affordable housing programs. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY21 Resources 40000-Beginning Fund Balance 0 0 50,000 666,000 666,000 666,000 12320 Total Beginning Fund Balance 0 0 50,000 666,000 666,000 666,000 1232.0 44504-Tigard CET-Residential 0 42,317 250,000 250,000 230,000 250,000 0.0% 44505-Tigard CET-Non-Residential 0 72,273 200,000 200,000 200,000 200,000 0.0% Total Intergovernmental 0 114,591 450,000 450,000 450,000 450,000 0.0% 47000-Interest Earnings 0 358 4,000 3,000 3,000 3,000 -25.0 Total Interest Earnings 0 358 4,000 3,000 3,000 3,000 -25.0% Total Resources t= 114,948 50'1,119,000 1,119,000 1,119,000 122.0 Requirements Program Expenditures Community Development 0 0 430,000 559,800 559,800 559,800 30.2% Total Program Expenditures 0 0 430,000 559,000 559,800 559,800 30.2% Total Transfers Out 0 0 0 285,773 285,773 285,773 100 0"/ Total Contingency 0 0 0 50,000 50,000 50,000 1000°/ Total Budget 430,00 Reserve for Future Expense 0 114,948 74,000 223,427 223,427 223,427 201.9% Total Requirements 0 114,948 504,000 122 0°/ FUND SUMMARIES- PAGE 389 SPECIAL REVENUE FUND- CRIMINAL FORFEITURE The Criminal Forfeiture Fund records revenues received from the seizure of assets used in criminal activities. Prior to FY 2013-14, a transfer out to the General Fund was established each fiscal year for the Tigard Police Department to have as-needed access to the fund-allowable police and drug enforcement activities. Beginning with FY 2013-14, the police related expenditures have been made directly out of the fund. In FY 2018-19, three new divisions were created based on the mandate from the Federal Depart- ment of Justice Equitable Sharing Program training on Asset Forfeiture Bookkeeping Procedures and Internal Controls. The procedure and internal control stated that the jurisdictions are not al- lowed to combine Department of Justice asset forfeiture funds with funds from any other source. Other forfeiture funds, including Treasury, state and local, must be maintained separately. The three forfeiture fund divisions are Federal-Justice, Federal-Treasury, and Local. FY 2019 FY 2020 2021 2022 2022 2022 Adopted v Description Actual Actual Revised Proposed Approved Adopted FY 21 Resources 40000-Beginning Fund Balance 266,093 327,965 313,6-- 5-0,840 5-0,040 570,640 82.0% Total Beginning Fund Balance 266,093 327,965 313,67- 570,840 5'0,840 570,840 82.094 44830-Federal Justice 116,868 268,492 0 0 0 0 0.0% 44840-Federal Treasury 6,214 -1,666 0 0 0 0 0.0% 44850-Local 37,371 27,147 0 0 0 0 0.0% Total Intergovernmental 160,453 293,973 0 0 0 0 0.0% 46001-Traffic Fines 0 0 0 1,289 1,289 1,289 100.0% 46003-Property Evidence Forfeitures 0 0 0 100,000 100,000 100,000 1000% Total Fines&Forfeitures 0 0 0 101,289 101,289 101,289 100.0% 47000-Interest Earnings 888 8,828 0 0 0 0 Total Interest Earnings 888 8,828 0 0 0 0 0.09, Total Resources 313,677 672,129 672,129 672,129 114.3% Requirements Program Expenditures Community Services 99,470 113,005 304,396 362,719 362,719 362,719 192% Total Program Expenditures 99,470 113,005 304,396 362,719 362,719 362,719 192% Total Transfers Out 0 0 15 16 16 16 6.79/, Total Budget 99,470 113,005 304,411 362,735 362,735 362,735 192% Reserve for Future Expense 327,965 317,761 9,266 309,394 309,394 309,394 3239.0% Total Requirements 427,434 630,766 313,677 672,129 672,129 672,129 1143% PAGE 390 - CITY OF TIGARD SPECIAL REVENUE FUND- ELECTRICAL INSPECTION The Electrical Inspection Fund records revenues related to electrical permits and plan check fees in the city. The fees are established based on single or multi-family dwelling units or by type of ser- vice, and are established following the guidelines detailed in ORS 455.210 and OAR 918-020-0220. These guidelines specify that the fees charged are necessary and are to be set at a level that rea- sonably recovers costs. The revenues are then transferred to the Building Fund to support the ex- penditures associated with these fees. Revenues in the Electrical Inspection Fund have been in- creasing for the past few years but have started to plateau and project to be steady over the next few years, with homes being built in the River Terrace Subdivisions. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 310,545 377,496 441,721 473,312 473,312 473,312 7.2% Total Beginning Fund Balance 310,545 377,496 441,721 473,312 473,312 473,312 7.2% 43103-Electrical Permit Fees 286,929 234,746 286,929 286,929 286,929 286,929 0.0% 43110-Electrical Plan Check Fee 18,896 15,402 18,896 18,896 18,896 18,896 00% Total Licenses and Permits 305,825 250,148 305,825 305,825 305,825 305,825 00% 47000-Interest Earnings 11,125 10,719 8,400 6,300 6,300 6,300 -25.0% Total Interest Earnings 11,125 10,719 8,400 6,300 6,300 6,300 -25.0% 48000-Other Revenue 0 24,702 0 0 0 0 0.0% Total Miscellaneous 0 24,702 0 0 0 0 0.0% Total Resources Mk 785,437 7851 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Transfers Out 250,000 250,000 253,978 254,267 254,267 254,267 0.1% Total Contingency 0 0 0 0 0 0 0 0°/ Total Budget Reserve for Future Exp 377,496 413,065 501,968 531,170 531,170 531,170 5.8% Total Requirements 627,496 663,065 3.9% FUND SUMMARIES- PAGE 391 SPECIAL REVENUE FUND- GAS TAX The Gas Tax Fund records shared revenues from the State of Oregon and Washington County taxes on the sale of motor vehicle fuel. The city utilizes these revenues to fund various construction, re- construction, improvements, repairs, maintenance, and operation of public highways, roads, and streets. These monies may also be used for street lighting and cleaning, storm drainage, traffic control devices, administrative costs and debt service. The city's Street Maintenance Division is largely funded by Gas Tax revenues. State of Oregon gas tax and vehicle registration fees are shared with cities and counties through- out the State using a formula set by the legislature. The expenditure of state gas tax revenue is restricted to the uses outlined in Article IX, section 3a of the Oregon Constitution. Washington County collects one cent per gallon for all motor vehicle fuel sold within the county. Portions of this collection are distributed to cities within the county according to a formula set by the county. In addition, starting in FY 2019, the county started assessing a vehicle registration fee. A portion of this fee is shared with the city and adds about $800K to revenues. The Gas Tax Fund has seen its revenue significantly impacted by the COVID-19 pandemic. Based on data from Oregon Department of Transportation, the city expects that revenues will be at about 90% of what they would have been without a pandemic. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY21 Resources 40000-Beginning Fund Balance 3,199,694 4,149,375 2,838,010 5,624,379 5,649,379 5,649,379 99.1% Total Beginning Fund Balance 3,199,694 4,149,375 2,838,010 5,624,379 5,649,379 5,649,379 99.1% 43119-Street Lighting Fees 44,660 5,663 65,965 65,965 65,965 65,965 0.0% Total Licenses and Permits 44,660 5,663 65,965 65,965 65,965 65,965 0.0% 44200-Gas Tax 3,802,505 3,645,295 3,930,000 3,624,320 3,624,320 3,624,320 -7.8% 44201-Other Gas Tax 188,789 175,458 185,000 189,440 189,440 189,440 2.4% 44202-Vehicle Registration Tax 868,818 791,708 800,000 800,000 800,000 800,000 0.0% Total Intergovernmental 4,860,112 4,612,461 4,915,000 4,613,'60 4,613,60 4,613,760 -61% 45319-Miscellaneous Fees Sr Charges 23,126 25,230 0 0 0 0 0.0% Total Charges for Services 23,126 25,230 0 0 0 0 00% 47000-Interest Earnings 106,169 113,038 82,400 61,800 61,800 61,800 -25.0°6 Total Interest Earnings 106,169 113,038 82,400 61,800 61,800 61,800 -25.0% 48001-Recovered Expenditures 47,018 57,727 62,818 62,818 62,818 62,818 0.0", Total Miscellaneous 47,018 57,727 62,818 62,818 62,818 62,818 49412-Transfer In from Street Maintenance Fund 150,000 158,000 301,000 208,500 283,500 283,500 -5.8% Total Transfers In 150,000 158,000 301,000 208,500 283,500 283,500 Total Resources 8,430,780 9,123,495 8,265,193 10,637,222 ' 10,737,222 10,737,7 29.9% PAGE 392 - CITY OF TIGARD SPECIAL REVENUE FUND— GAS TAX FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Requirements Program Expenditures Public Works 2,643,299 3,009,946 3,686,384 3,409,585 3,509,585 3,509,565 -48% Total Program Expenditures 2,643,299 3,009,946 3,686,384 3,409,585 3,509,585 3,509,585 -4.8% Total Debt Service 570,450 564,030 0 0 0 0 0.0 Total Transfers Out 867,655 662,704 1,326,946 2,467,104 2,467,104 2,467,104 85-9 Total Contingency 0 0 146,170 200,000 200,000 200,000 36-6 Total Budget 4,281,404 4,236,680 5,159,500 6,076,689 iMMIE. 6,176,689 Reserve for Future Expense 4,149,375 4,884,815 3,105,693 4,560,533 4,560,533 4,560,533 46-8% Total Requirements 8,430,780 9,121,495 8,265,193 10,637,222 10,737,222 10,737 799 . �'4s,' t -+y r -k ,/7.- • iA ;i4 _' l - /6 lR- _ / . .., a73 4 , FUND SUMMARIES- PAGE 393 SPECIAL REVENUE FUND- LIBRARY DONATION & BEQUESTS The Library Donations and Bequest Fund accounts for the amounts received from several donations and bequests for various special projects and artwork FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 574,699 590,078 503,078 457,156 457,156 457,156 -9.1% Total Beginning Fund Balance 574,699 590,078 503,078 457,156 457,156 457,156 -91% 47000-Interest Earnings 15,379 14,078 13,000 9,750 9,750 9,750 -25.0% Total Interest Earnings 15,379 14,078 13,000 9,750 9,750 9,750 -25.0% Total Resources 590,078 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Transfers Out 0 0 100,000 100,000 100,000 100,000 0.0% Reserve for Future Exp 590,078 604,156 416,078 366,906 366,906 366,906 -11.8% PAGE 394 - CITY OF TIGARD SPECIAL REVENUE FUND- PARKS BOND In November 2010, voters approved a $17 million parks bond for purchase of land and greenspac- es to be used for parks. A minimum of 80% of the proceeds is be used for land acquisitions with the remaining 20% to be utilized for park improvements. Funding for land acquisitions and im- provements will come from the Parks Bond Fund, with expenditures recorded in the Parks Capital Fund. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 1,597,531 807,401 807,401 836,500 836,500 836,500 3.6% Total Beginning Fund Balance 1,597,531 807,401 807,401 836,500 836,500 836,500 3.6% 47000-Interest Earnings 30,936 19,784 0 0 0 0 00% Total Interest Earnings 30,936 19,784 0 0 0 0 00°/ Total Resources 1,628,467 827,185 807,4011 836,500 836,500 1111 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 821,066 0 807,165 834,185 834,185 834,185 3.3% Total Contingency 0 0 0 0 0 0 0.0% Total Budget 834,185 Reserve for Future Exp 807,401 827,185 236 2,315 2,315 2,315 8809% Total Requirements 807,401 836,500 836,500 836,300 WM FUND SUMMARIES- PAGE 395 SPECIAL REVENUE FUND- PARKS SDC The Parks System Development Charge (SDC) Fund was established to track the revenues and ex- penditures associated with the collection of the Parks SDCs. Parks SDCs are charged when a building permit is issued for any new residential, multi-family, or commercial construction. Funds collected are used for the acquisition, development, and expansion of additional recreation spaces and facilities that are included in the city's Parks Master Plan. During FY 2015-16, the city implemented a new Parks SDC that incorporates the River Terrace subdivision. These rates are to be adjusted annually using an average of two indices, one reflect- ing changes in development/construction costs and one reflecting changes in land acquisition costs. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 10,130,569 10,798,917 9,731,083 7,798,824 7,798,824 7,798,824 -19.9% Total Beginning Fund Balance 10,130,569 10,798,917 9,731,083 7,798,824 7,798,824 7,798,824 -19.9% 43300-System Development Charges 1,159,752 1,077,239 1,159,752 1,159,752 1,159,752 1,159,752 00% 43301-SDC Reimbursement 269,435 232,930 269,435 269,435 269,435 269,435 00% 43302-SDC Improvement-RT 66,279 120,517 66,279 66,279 66,279 66,279 0_D% Total Licenses and Permits 1,495,466 1,430,686 1,495,466 1,495,466 1,495,466 1,495,466 0_0% 47000-Interest Earnings 291,559 249,309 211,100 158,325 158,325 158,325 -25.0% Total Interest Earnings 291,559 249,309 211,100 158,325 156,325 158,325 -25.0% 49212-Transfer In from CET Fund 0 0 0 180,000 180,000 180,000 1000% Total Transfers In 0 0 0 180,000 160,000 180,000 100.0% Total Resources 11,917,595 12,478,912 11,437,649 9,632,615 9,632,615 9,632,615 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0_D% Total Debt Service 0 0 0 0 0 0 0 0"/ Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 1,118,678 341,354 6,070,300 4,058,700 5,509,700 5,509,700 -92% Total Contingency 0 0 0 0 0 0 0 0°/ Total Budget Reserve for Future Exp 10,798,917 12,137,558 5,367,349 5,573,915 4,122,915 4,122,915 -23.2% Total Requirements 78,912 11,437,649 9,632,615 9,632,615 9,632,e PAGE 396 - CITY OF TIGARD SPECIAL REVENUE FUND- PARKS UTILITY The Parks Utility Fund is a special revenue fund that is used for maintenance and operation of city parks, trails, and green-spaces. The Tigard City Council recognized during the 2015-2016 fiscal year that the city's General Fund could not be sustained at current levels, given the growth of ex- penses and the city's population. The Parks and Recreation Fee helps fund the growth in parks maintenance and recreation and treats the services more like a utility. The Recreation Division was restored to the Parks Department in FY2019, by way of an increase of $0.52/EDU in the Parks and Recreation Fee. With this additional funding, the Recreation Division, which was part of the budget cut in FY 2019, is back to pre-budget-cut level. As of July 1, 2021, a typical single or multi-family residential customer who receives a utility statement from the City of Tigard sees a monthly charge of $7.94. Typical commercial customers will see a monthly charge of approximately $15.88 at the same time. All told, the fees are expected to generate about half of the cost of the operations and maintenance of city parks, trails, green-spaces, as well as right-of- ways thereafter. The remaining cost is covered by a transfer from the General Fund. FY 2019 FY 2020 2021 2022 2022 2022 Adopted v! Description Actual Actual Revised Proposed Approved Adopted FY21 Resources 40000-Beginning Fund Balance 824,256 1,458,736 1,819,310 2,079,743 2,079,743 2,079,743 143% Total Beginning Fund Balance 824,256 1,458,736 1,819,310 2,079,743 2,079,743 2,079,743 143% 43136-Park and Recreation Fee 1,290,838 1,759,595 1,866,872 2,406,398 2,406,398 2,406,398 28.9% Total Licenses and Permits 1,290,838 1,759,593 1,866,872 2,406,398 2,406,398 2,406,398 28.9% 45110-P arks Utility Fee 0 0 0 0 0 0 0.0% 45199-Bad Debt -2,507 -3,176 0 0 0 0 0.0% 45305-Park Revenue 98,239 32,809 89,250 89,250 89,250 89,250 0.0% 45321-Community Garden Rental Income 1,824 1,715 1,500 1,500 1,500 1,500 0.0% 45330-Donations/Gifts 515 0 0 0 0 0 0.0% 45331-Community Event Revenue 0 17,081 0 0 0 0 0.0% Total Charges for Services 98,071 48,429 90,750 90,750 90,750 90,750 0.0% 47000-Interest Earnings 8,777 9,558 3,300 2,475 2,475 2,475 -25.0% Total Interest Earnings 8,777 9,558 3,300 2,475 2,475 2,475 -25.0% 48001-Recovered Expenditures 8,201 30,993 0 0 0 0 0.0% Total Miscellaneous 8,201 30,993 0 0 0 0 0.0% 49001-Debt Proceeds 0 0 2,500,000 0 0 0 -100.0% Total Other Financing Sources 0 0 2,500,000 0 0 0 -100.0% 49100-Transfer In from General Fund 2,594,053 2,213,500 2,293,500 2,437,500 2,43', 00 2,43',500 6.3% Total Transfers In 2,394,053 2,213,500 2,293,500 2,437,300 2,437, 00 2,437,300 6.3% Total Resources 4,824,194 5,520,811 8,573,732 7,016,866 7,016,866 7,016,866 -18.2% FUND SUMMARIES- PAGE 397 SPECIAL REVENUE FUND— PARKS UTILITY FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Requirements Program Expenditures Public Works 3,261,858 3,143,635 4,559,494 4,604,613 4,604,613 4,604,613 10% Total Program Expenditures 3,261,858 3,143,635 4,559,494 4,604,613 4,604,613 4,604,613 1 0 Total Transfers Out 103,600 61,538 70,333 75,402 105,402 105,402 49.9 Total Contingency 0 0 117,460 325,000 325,000 325,000 176.7 Total Budget 1 3,365,458 5,035,015 Reserve for Future Expense 1,458,736 2,315,638 3,826,445 2,011,851 1981,851 1,981,851 -48.2% Total Requirements 8,573,732 7,016,866 7,016,866 7,016,866 _ #. •_.. .4;1 - � } tst. # .., - y4 ',40,-,,,--..1,. f ,+ 'ter' v4 .•,. �i i t •• e t ,:0 '' y �'_R, ::*•i 7t, � i-ti •. 6k „,• mit w. - s z ' w .a..h_ . �`,,�i tit' - 1' �� Butterfly Garden in Cook Park, Tigard. Photo taken by Doug Vorwaller PAGE 398 - CITY OF TIGARD SPECIAL REVENUE FUND— POLICE LEVY On May 19, 2020, Tigard voters approved a five-year Police Services Levy by a solid margin, near- ly 55% to 45%. The levy authorizes an additional $0.29/$1,000 assessed value property tax. For a homeowner with a house that has a real market value of $447,000 and an assessed value of $280,000, the tax increase would be approximately $81 per year. Under Oregon law, the levy is good for five years and will need to be renewed by voters to continue. With the passage of the levy, Tigard will: • Hire 8 additional patrol officers to respond to increased calls for service, multiple emergencies at the same time, and community patrols. • Add one school resource officer to enhance student safety. • Train all sworn officers in advanced crisis intervention and de-escalation to address increased mental health crises. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY21 Resources 40000-Beginning Fund Balance 0 0 0 322,932 322,952 322,952 100.0% Total Beginning Fund Balance 0 0 0 322,952 322,952 322,952 100.0% 40100-Current Property Taxes 0 0 2,193,790 2,063,142 2,063,142 2,063,142 -6.0°-0 Total Taxes 0 0 2,193,790 2,063,142 2,063,142 2,063,142 Total Resources 0 0 2,193,790 2,396,094 2,386,094 2,386,094 8.8% Requirements Program Expenditures Community Services 0 0 2,149,419 2,123,549 2,123,549 2,128,599 -1 0% Total Program Expenditures 0 0 2,149,419 2,123,549 2,123,549 2,128,599 -1.0% Total Transfers Out 0 0 0 0 0 0 100 0°/ Total Budget 0 0 Alliiiiilidl Reserve for Future Expense 0 0 44,371 262,545 262,545 257,495 480 3% Total Requirements 0 0 2,193,7 FUND SUMMARIES- PAGE 399 SPECIAL REVENUE FUND— STREET MAINTENANCE FEE The Street Maintenance Fee Fund was established to track the revenues and expenditures associat- ed with the Street Maintenance Fee that was approved through Ordinance No. 03-10 by the City Council in November 2003 and updated with revised fees in both January 2010 and March 2016. The Street Maintenance Fee is a monthly fee designed specifically for the maintenance of existing roads in Tigard. Monthly fees are billed to and collected from both residential and non-residential customers through the city's utility billing system. The fee provides a stable source of revenue designated for the use in the maintenance of existing streets and right-of-way maintenance within the city, a large project the city calls the Pavement Management Program. This includes applying new street surfaces such as slurry seals, pavement overlays, and repairing deteriorating streets. During the 2015-2016 fiscal year, the Tigard City Council approved revised fees that reflected work scheduled in the pavement plan that emphasize road use in commercial areas. The changes were meant to continue funding needed roadwork that supports one of the city's key pieces of infra- structure. An additional increase in the Street Maintenance Fee rates to both residents and businesses went into effect in January 2017. This increase generates an additional $500,000 annually for the pro- gram in order to address the backlog of streets over a roughly 20-year timeframe. During the 2021-2022 fiscal year, the city will explore alternative methods, most notably a trip- generation-based structure, for the Street Maintenance Fee. This is in line with the city's goal to regularly review all utility fees. PAGE 400 - CITY OF TIGARD SPECIAL REVENUE FUND— STREET MAINTENANCE FEE FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 2,178,277 2,287,746 2,318,376 2,811,199 2,886,199 2,886,199 24.5% Total Beginning Fund Balance 2,178,277 2,287,746 2,318,376 2,811,199 2,886,199 2,886,199 24.5% 43129-Street Maintenance Fee 2,888,434 3,070,813 3,109,600 3,233,984 3,233,984 3,233,984 4.0% Total Licenses and Permits 2,888,434 3,070,813 3,109,600 3,233,984 3,233,984 3,233,984 40°/ 45110-Parks Utility Fee 0 -3 0 0 0 0 0.0% 45199-Bad Debt -10,706 -6,051 0 0 0 0 0.0% Total Charges for Services -10,706 -6,054 0 0 0 0 0.0% 47000-Interest Earnings 40,182 36,728 30,100 22,575 22,575 22,575 -25.0% Total Interest Earnings 40,182 36,728 30,100 22,575 22,575 22,575 -25.0% 48001-Recovered Expenditures 61,878 175 0 0 0 0 OA% Total Miscellaneous 61,878 175 0 0 0 0 00°/ 49412-Transfer In from Street Maintenance Bund 0 0 0 0 0 0 0.0% Total Transfers In 0 0 0 0 0 0 0.0% Total Resources 5,158,064 5,389,408 5,458,076 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0 D% Total Work in Progress 2,381,391 2,559,594 2,740,000 2,840,000 2,840,000 2,840,000 3.6% Total Transfers Out 488,907 306,430 460,297 379,361 454,361 454,361 -1.3% Total Contingency 0 0 0 0 0 0 0 0°/ Total Budget ' 2,870,298 ,297 3,219,361 3,294,361 3,294,361 Reserve for Future Exp 2,287,766 2,523,384 2,257,779 2,848,397 2,848,397 2,848,397 26.2% Wr Total.Requirem w. :,076 6,067,758 FUND SUMMARIES- PAGE 401 SPECIAL REVENUE FUND- TRANSIENT LODGING TAX The Transient Lodging Tax Fund is used to account for revenues generated from and projects fund- ed by Tigard's Transient Lodging Tax (TLT). The tax adopted by council in August 2017 by Ordi- nance # 17-18. The tax is a 2.5% tax on overnight stays in lodging properties such as hotel., mo- tels, bed & breakfasts, and online vacation rentals such as Airbnb. Tigard's TLT is in addition to similar state and county taxes, bringing the total tax in the City of Tigard to 13.3%. In September 2017, council provided direction to implement a plan for the use of Tigard's 2.5% TLT. Under state law, Tigard can spend up to 30% of revenue on city services. The current plan is that Tigard will maximize its use of the 30 percent. The revenue eligible for city services will go to existing services. These existing city services include the Tigard Downtown Association, local events currently funded through the event grant program, overhead, and other existing city ser- vices that support tourism. City services that support tourism include public safety, parks and trails, and transportation. Under state law, Tigard must spend at least 70% of the 2.5% city TLT on tourism and tourism relat- ed activities. The primary emphasis in this category of the fiscal plan is two-fold. First is to support existing regional tourism events such as the Balloon Festival and Tigard's existing support of the Visitor's Center run by the Tigard Area Chamber of Commerce. Second is bonding the revenue for a facility that generates tourism. The plan has $400,000 annually for growing fund balance, and later debt service. This is enough to pay $3,000,000 in bonds over a 10-year period. As revenue grows, there could be a small amount that will become available for other tourism activities in the later years of this fiscal plan. While this is the city's overall plan, the Transient Lodging Tax revenue has been greatly impacted by the COVID-19 pandemic. The city will closely monitor this revenue and make alterations as necessary. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 0 519,802 939,827 '14,638 714,638 714,638 Total Beginning Fund Balance 0 319,802 939,827 714,638 714,638 714,638 -24.0°/ 40201-Hotel/Motel Tax 749,625 347,271 365,000 370,978 370,978 370,978 -34.3 Total Intergovernmental '49,625 547,271 565,000 370,978 370,978 370,978 -34.3% 47000-Interest Earnings 9,'4' 16,27.6 4,800 3,600 3,600 3,600 -25.0% Total Interest Earnings 9,747 16,276 4,500 3,600 3,600 3,600 -25.0% Total Resources 759,372 1,083,350 1,509,627 1,089,216 1,089,216 1,089,216 -27.8% Requirements Program Expenditures Program Expenditures 00 0 0 0 0 0.0°=6 Total Transfers Out 239,570 258,181 703,102 247,863 247,863 247,863 -64.7% Total Contingency 0 0 00 0 0.0% Total Budget 239,570 258,1811103,1021 247,863 247,863 247,863 -64.7% Reserve for Future Exp 519,802 825,169 806,525 841,353 841,333 841,333 4.3% Total Requirements 759,372 1,083,350 1,509,627 1 1,089,216 1,089,216 1,089,216 -27.8% PAGE 402 - CITY OF TIGARD SPECIAL REVENUE FUND— TRANSPORTATION DEVELOPMENT TAX The Transportation Development Tax (TDT) Fund accounts for a Washington County Tax approved by the voters in November 2008 that is administered and collected by the City of Tigard. The tax has been in effect since July 1, 2009, replacing the Traffic Impact Fee (TIF) program. Like TIF, TDT is assessed on new development to help provide funds for the increased capacity transportation improvements need to accommodate the additional vehicle traffic and demand for transit facilities generated by that development. It provides funds for these capacity improvements to county and city arterials, certain collectors, and certain state and transit facilities as listed in the County's Capital Improvements Project List. The TDT is categorized as an Improvement Fee. Reve- nue must be dedicated to capital improvements that expand capacity and may not be used for maintenance, repair, or other non-capital improvements. Since the TDT was approved by Washington County voters, the Washington County Board of Com- missioners has granted a discount to developers and slowed the phase-in of the TDT. However, the tax has been fully phased-in as of October 2014. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revise( Resources 40000-Beginning Fund Balance 11,571,498 11,607,601 12,480,091 14,939,678 14,939,678 14,939,678 193% Total Beginning Fund Balance 11,571,498 11,607,601 12,480,091 14,939,678 14,939,678 14,939,678 19.7% 43320-TDT Fees 2,043,589 2,746,422 2,043,589 2,043,589 2,043,589 2,043,589 0.0% 43325-TIF Fees-Mass Transit 0 3,530 0 3,530 3,530 3,530 100.0% Total Licenses and Permits Z043,589 2,749,952 2,043,589 2,047,119 2,047,119 2,047,119 0.23/4 47000-Interest Earnings 339,322 287,087 253,900 190,425 190,425 190,425 -25.0% Total Interest Earnings 339,322 287,087 253,900 190,425 190,425 190,425 -25.0% 48001-Recovered Expenditures 0 51,335 0 0 0 0 0.0% Total Miscellaneous 0 51,335 0 0 0 0 0.0"/ Total Resources 13,934,409 14,693,975 17,177777 17,177 777 17,177 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0 0°% Total Transfers Out 2,346,808 989,645 1,067,671 2,137,736 2,172,986 2,172,986 103.5% Total Contingency 0 0 0 0 0 0 0 0°% Total Budget 2,986 2,172,986 103, Reserve for Future Exp 11,607,601 13,706,330 13,709,909 15,039,486 15,004,236 15,004,236 9 4% Total Requirements 54,409 14,695,975 14,777,580 17,177,222 17,177,222 17,177, FUND SUMMARIES- PAGE 403 SPECIAL REVENUE FUND- TRANSPORTATION SDC The Transportation System Development Charge (SDC) Fund was established to track the revenues and expenditures associated with the collection of transportation SDCs. The charges are collected upon issue of a building permit for any new residential, multi-family, or commercial construction. The fees supporting the fund were adopted during the 2015-2016 fiscal year. To assist with infra- structure capacity needs in River Terrace, an additional SDC charge for that area was implemented. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY21 Revised Resources 40000-Beginning Fund Balance 6,781,917 7,588,683 8,637,959 6,489,549 6,489,549 6,489,549 -249% Total Beginning Fund Balance 6,781,917 7,588,683 8,637,959 6,489,549 6,489,549 6,489,549 -24.9% 43300-System Development Charges 606,482 1,281,875 606,482 606,482 606,482 606,482 0.0% 43301-SDC Reimbursement 58,876 88,158 58,876 58,876 58,876 58,876 0 0% 43302-SDC Improvement-RT 36,497 55,575 36,497 36,497 36,497 36,497 0.0% Total Licenses and Permits 701,855 1,425,608 701,855 701,855 701,855 701,855 00°/ 47000-Interest Earnings 214,756 184,562 144,000 108,000 108,000 108,000 -25.0% Total Interest Earnings 214,756 184,562 144,000 108,000 108,000 108,000 -25.0% 49212-Transfer In from CET Fund 0 0 0 104,700 104,700 104,700 1000% Total Transfers In 0 0 0 104,700 104,700 104,700 100.0% Total Resources 7,698,528 9,198,652 9,463,814 7,404,104 7,404,104 7,404,104 -21.9% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 109,845 126,796 3,888,783 4,683,890 5,484,140 5,484,140 41 0% Total Contingency 0 0 0 0 0 0 00°1 Total Budget 126,796 3,888,783 4,683,890 5,484,140 Wilr .11 Reserve for Future Exp 7,588,683 9,072,056 5,595,031 2,720,214 1,919,964 1,919,964 -65.7% Total Requirements 7,698,528 9,198,852 9,483,814 7,404,104 7,404,104 7,404,104 -219% PAGE 404 - CITY OF TIGARD SPECIAL REVENUE FUND- UNDERGROUND UTILITY The Underground Utility Fund was established to record funds that are received in lieu of under- grounding utilities. The resources in this fund are used primarily to support various capital im- provement projects that require underground utility components. A portion of the 121st Avenue (Whistlers Lane to Tippitt) Sidewalks and Bike Lanes project, and McDonald Street Enhancement Project, will be funded by the Underground Utility Fund. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 362,386 449,550 572,050 676,999 676,999 676,999 18.3% Total Beginning Fund Balance 362,386 449,550 572,050 676,999 676,999 676,999 183% 43124-Fee In-Lieu Undergrounding '8,010 94,870 124,000 124,000 124,000 124,000 0.0 Total Licenses and Permits 78,010 94,870 124,000 124,000 124,000 124,000 00% 47000-Interest Earnings 10,693 11,110 8,300 6,375 6,375 6,375 -25.0 Total Interest Earnings 10,693 11,110 8,500 6,375 6,375 6,375 -25.0% Total Resources 451,29011111807 - 4 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0 Total Work in Progress 0 0 0 0 0 0 0.0°% Total Transfers Out 1,'40 0 11,030 21,105 21,105 21,105 91.3% Total Contingency 0 0 0 0 0 0 0.0% Total Budget 1,105 21,105 Reserve for Future Exp 449,550 555,529 693,520 786,269 786,269 786,269 13.4% Total Requirements 451,2'L FUND SUMMARIES- PAGE 405 SPECIAL REVENUE FUND- URBAN FORESTRY The Urban Forestry Fund was established to account for funds collected from developers in lieu of preserving trees. Monies collected in this fund can be used by the city to plant trees in public rights-of-way and other public properties. These resources can also be used to provide care and maintenance to the trees planted by the city for three years after the planting. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 1,129,453 1,037,487 938,787 994,004 994,004 994,004 5.9 Total Beginning Fund Balance 1,129,453 1,037,487 938,787 994,004 994,004 994,004 5 9 47000-Interest Earnings 43,335 35,576 35,200 26,400 26,400 26,400 -25.0% Total Interest Earnings 43,335 35,576 35,200 26,400 26,400 26,400 -25.0 48101-Tree Replacement Revenue 6,646 61,247 15,000 15,000 15,000 15,000 0.0% Total Miscellaneous 6,646 61,247 15,000 15,000 15,000 15,000 00°/ Total Resources 1,179,434 1,134,310 988,987 1,035,404 1,035,404 1,035,404 JIM Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 141,946 38,559 151,947 152,088 152,088 152,088 0.1% Total Contingency 0 0 0 0 0 0 0 0°/ Total Budget ani 152,088 Reserve for Future Exp 1,037,487 1,095,751 837,040 883,316 883,316 883,316 5.5 Total Requirements PAGE 406 - CITY OF TIGARD DEBT SERVICE FUND- BANCROFT DEBT SERVICE The Bancroft Debt Service Fund accounts for revenues and debt service payments related to two local improvement districts (LID) within the city. In July of 2002, the city sold bonds for the 69th Avenue LID project. In December of 2003, the city sold bonds to finance the remaining portion for the Dartmouth LID project, which has since been paid off. Fund Revenues are derived from assess- ments on properties that participate within these districts. The reserve for future expense is to be used to protect against fluctuations and non-payment of assessments by property owners and to provide cash flow for debt service payments as scheduled. While the city is done paying on the debt, there are still outstanding collections. The city will determine the appropriate use of the funds when collections are complete. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 61,861 67,981 67,981 182,711 182,711 182,711 168.8% Total Beginning Fund Balance 81,861 67,981 67,981 182,711 182,711 182,711 168.8% 42002-Spec Assmt Principal 59,999 46,554 50,000 50,000 50,000 50,000 0.0 Total Special Assessments 59,999 46,554 50,000 50,000 50,000 50,000 0.0'/ 47000-Interest Earnings 1,955 1,692 1,900 1,425 1,425 1,425 -25_0% 47002-Hiterest-Assmts 69th Ave 27,314 13,754 30,000 30,000 30,000 30,000 0.0% Total Interest Earnings 29,269 15,446 31,900 31,425 31,425 31,425 -1.5% Total Resources IMMIIII 149,881 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0 Total Debt Service 103,147 29,170 0 0 0 0 0 0°/ Total Transfers Out 0 0 0 0 0 0 0 0"/ Total Contingency 0 0 0 0 0 0 0 0"/ Total Budget Reserve for Future Exp 67,981 100,811 149,881 264,136 264,136 264,136 76.2% Total Requirements FUND SUMMARIES- PAGE 407 DEBT SERVICE FUND— GENERAL OBLIGATION DEBT SERVICE The General Obligation Debt Service Fund accounts for revenues and debt service payments relat- ed to the 2002 voter-approved bond measure for a new library and the 2011 voter-approved bond measure for the purchase and development of parks. The remaining debt on these bonds was re- structured in 2020, saving property tax payers $1.25 million in net present value. Property taxes collected through the debt levies will be used to repay these bonds and ending fund balance is used to protect against fluctuations in property tax payments and provide cash flow to match col- lections and payments. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 1,263,130 1,510,970 1,710,595 7,724,691 7,724,691 7,724,691 351.6% Total Beginning Fund Balance 1,263,130 1,510,970 1,710,595 7,724,691 7,724,691 7,724,691 351.6% 40100-Current Property Taxes 2,327,828 2,294,931 2,644,141 2,749,907 2,749,907 2,749,907 4.0% 40101-Prior Year Property Taxes 73,110 16,548 40,000 0 0 0 -100.0°% Total Taxes 2,400,938 2,311,480 2,684,141 2,749,907 2,749,907 2,749,907 2.5% 47000-Interest Earnings 44,526 40,722 37,000 27,750 27,750 27,750 -250% Total Interest Earnings 44,526 40,722 37,000 27,750 27,750 27,750 -25.0% 48001-Recovered Expenditures 0 0 0 0 0 0 00% Total Miscellaneous 0 0 0 0 0 0 0.0°% 49001-Debt Proceeds 0 5,961,000 0 0 0 0 00% Total Other Financing Sources 0 5,981,000 0 0 0 0 0.0°% Total Resources 3,708,595 9,844,172 4,431,736 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 00% Total Debt Service 2,197,625 2,124,622 2,716,000 2,416,000 2,416,000 2,468,400 -9.1% Total Transfers Out 0 0 0 0 0 0 0 0% Total Contingency 0 0 0 0 0 0 0 0°% Total Budget ' 2,416,000 2,416,000 2,468,400 Reserve for Future Exp 1,510,970 7,719,550 1,715,736 8,066,348 8,086,348 8,033,948 368.3% Total Requirements ,72 4,431,736 10,502,348 10,502,348 10,502,3 PAGE 408 - CITY OF TIGARD CAPITAL PROJECTS FUND-FACILITIES CAPITAL The Facilities Capital Projects Fund is used largely for general construction, reconstruction, replace- ment, and expansion related to the city's facilities. Tigard is currently planning for city facilities consolidation. The project will be divided in two phases. The first phase would be to move the city's Public Works functions, (Streets, Water, Sewer, Stormwater, Parks plus Fleet/Facilities), out of downtown and to an appropriately zoned site that can house all services, equipment, and materi- als. The second phase would be to build a seismically resilient City Hall to house the Police De- partment, Community Development, and other community services. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 913,962 929,921 336,071 1,375,150 1,375,150 1,375,150 309.2% Total Beginning Fund Balance 913,962 929,921 336,071 1,375,150 1,375,150 1,375,150 309.2% 47000-Interest Earnings 20,239 20,194 18,900 14,175 14,175 14,175 -25.0% Total Interest Earnings 20,239 20,194 18,900 14,175 14,175 14,175 -25.0% 48001-Recovered Expenditures 202 129 0 0 0 0 0_0% Total Miscellaneous 202 129 0 0 0 0 0.0% 49001-Debt Proceeds 0 0 0 25,298,270 25,298,270 25,298,270 100_0% Total Other Financing Sources 0 0 0 25,298,270 25,298,270 25,298,270 100.0% 49100-Transfer In from General Fund 336,873 2,230 256,500 0 0 0 -100.0% 49270-Transfer In from Parks Utility Fund 0 0 30,000 0 30,000 30,000 0_0% 49500-Transfer In from Sanitary Sewer Fund 0 0 13,000 0 13,000 13,000 0_0% 49510-Transfer In from Stormwater Fund 0 0 23,000 0 23,000 23,000 0_0% 49530-Transfer In from Water Fund 0 0 7,634,000 6,500,000 7,284,000 7,284,000 -4.6% 49980-Transfer In from Library Don.&Beq. 0 0 100,000 100,000 100,000 100,000 0_0% Fund Total Transfers In 336,873 2,230 8,056,500 6,600,000 7,450,000 7,450,000 -7.5% Total Resources 1,271,276 952,474 tal=33,287,595 34,137,595 34,137,595 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0_0% Total Work in Progress 341,355 50,917 7,956,500 31,798,270 32,648,270 32,648,270 310.3% Total Transfers Out 0 0 42 45 45 45 7.1% Total Contingency 0 0 50,000 0 0 0 -100 0"/ Total Budget Reserve for Future Exp 929,921 901,557 404,929 1,489,280 1,489,280 1,489,280 267.8% Total Requirements 33,287,595 134,137,595 34,137,595lir 30511 FUND SUMMARIES- PAGE 409 CAPITAL PROJECTS FUND-PARKS CAPITAL The Parks Capital Fund tracks various parks and greenspaces projects. Revenues accounted for in the Parks Capital Fund include various federal and state grants, intergovernmental revenues, and transfers-in. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Resources 40000-Beginning Fund Balance 619,273 356,492 432,919 650,000 650,000 650,000 30.1% Total Beginning Fund Balance 619,273 356,492 432,919 650,000 650,000 650,000 50.1% 44501-Intergovernmental Revenue 722,075 28,612 0 0 0 0 0.0% 44800-Federal Grants 0 47,673 314,055 0 0 0 -100.0% 44801-State Grants 452,125 555,565 0 116,000 116,000 116,000 100_0% 44802-Grants-Other 0 0 46,445 0 35,945 35,945 -22_6% Total Intergovernmental 1,274,200 632,070 360,500 116,000 151,945 151,945 -57.9% 48001-Recovered Expenditures 43,281 -88 0 0 0 0 0_0% Total Miscellaneous 43,261 -88 0 0 0 0 Q0"/ 49100-Transfer In from General Fund 16,390 3,841 0 0 0 0 0.0% 49200-Transfer In from Gas Tax Fund 49,125 19,822 0 0 0 0 0.0% 49210-Transfer In from TLT Fund 2,500 0 405,500 0 0 0 -100.0% 49260-Transfer In from Tree Replacement Fund 141,946 38,559 150,000 150,000 150,000 150,000 0.0% 49415-Transfer In from Transportation SDC Fund 21,474 76,063 903,000 433,000 1,133,000 1,133,000 25.5% 49420-Transfer In from Parks Capital Fund 0 0 0 0 0 0 0 0% 49421-Transfer In from Parks Bond Fund 820,066 0 800,000 826,500 826,500 826,500 33% 49425-Transfer In from Parks SDC Fund 1,003,985 320,500 4,011,000 2,443,500 3,894,500 3,894,500 -2_9% 49510-Transfer In from Stormwater Fund 23,061 956 0 0 0 0 0_0% 49945-Transfer In from Tigard Triangle Cap Imp 0 0 0 2,973,500 2,973,500 2,973,500 100.0% Fund Total Transfers In 2,079,547 459,741 6,269,500 6,826,500 8,977,500 8,977,500 43 2"/ Total Resources 3,916,301 1,448,214 7,062,919 7,592,500 9,779,445 9,779,445 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 0 0 0 0 0 0 0.0% Total Work in Progress 3,559,809 2,101,395 6,630,000 7,580,000 9,766,945 9,766,945 47.3% Total Transfers Out 0 0 0 0 0 0 0 0"/ Total Contingency 0 0 0 0 0 0 0 0°/ Total Budget 3,559,809w 2,101,395 6,630,000 7,580,000 9,766,945 MIA 7.473% Reserve for Future Exp 336,492 -653,181 432,919 12,500 12,500 12,500 -97.1% Total Requirements 3,916,301 f,448,214 7,062,919 7,592,500 9,779,445 9,779,445 385% PAGE 410 - CITY OF TIGARD CAPITAL PROJECTS FUND-TRANSPORTATION CIP The Transportation CIP Fund tracks all capital improvement projects that are funded with transpor- tation revenues including Gas Tax and the Transportation Development Tax (TDT). Resources to the fund include state and federal grants and transfers-in. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY21 Revised Resources 40000-Beginning Fund Balance 596,880 833,989 923,402 1,947,526 1,947,526 1,947,526 1103% Total Beginning Fund Balance 596,660 833,989 923,402 1,947,526 1,947,526 1,947,526 110.9% 44501-Intergovernmental Revenue 332,695 269,268 1,100,000 453,000 453,000 453,000 -58_8% 44800-Federal Grants 722,685 970,634 64,579 0 0 0 -100 0°/ 44801-State Grants 0 0 943,143 629,200 629,200 629,200 -333% 44802-Grants-Other 0 0 2,31.3,615 747,079 762,079 782,079 -66_2% Total Intergovernmental 1,055,380 1,239,902 4,421,337 1,829,279 1,864,279 1,864,279 -57.8% 45107-Transportatn Utility Surcharge 32,831 38,196 0 0 0 0 0_0% Total Charges for Services 32,631 36,196 0 0 0 0 0 0% 47000-Interest Earnings 4,051 0 0 0 0 0 00% Total Interest Earnings 4,051 0 0 0 0 0 0.0% 48000-Other Revenue 838,270 -18,860 0 0 0 0 00% 48001-Recovered Expenditures 81,126 6 0 0 0 0 00% Total Miscellaneous 919,396 -18,854 0 0 0 0 0.0% 49200-Transfer In from Gas Tax Fund 403,343 355,764 809,000 2,076,800 2,076,800 2,076,800 156.7% 49205-Transfer In from City Gas Tax Fund 155,580 91,407 561,500 2,037,000 2,037,000 2,037,000 262.8% 49405-Transfer In from Trans.Dev.Tax Fund 2,325,863 989,645 1,053,000 2,122,000 2,157,250 2,157,250 104.9% 49411-Transfer In from Underground Utility Fund 105 0 1.0,000 20,000 20,000 20,000 100.0% 49415-Transfer In from Transportation SDC Fund 88,372 50,733 2,977,421 4,241,921 4,342,171 4,342,171 45.8% 49425-Transfer In from Parks SDC Fund 0 0 48,000 0 0 0 -100.0% 49460-Transfer In from Transportation CIP Fund 0 0 0 0 0 0 00% 49500-Transfer In from Sanitary Sewer Fund 0 0 7,000 0 0 0 -100.0% 49510-Transfer In from Stormwater Fund 9 0 0 207,000 207,000 207,000 100 0% 49511-Transfer In from Water Quality/Quantity 0 0 0 340,000 340,000 340,000 1000% Fund 49530-Transfer In from Water Fund 0 70 0 0 0 0 00% Total Transfers In 2,973,271 1,487,619 5,465,921 11,044,721 11,180,221 11,180,221 104.5% Total Resources 5,581,808 3,580,851 10,810,660 14,821,526 14,992,026 14392,026 38. FUND SUMMARIES- PAGE 41 1 CAPITAL PROJECTS FUND—TRANSPORTATION CIP FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Revised Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0 Total Work in Progress 4,747,819 2,041,972 9,887,258 13,099,000 13,269,500 13,269,500 34.2% Total Transfers Out 0 0 0 0 0 0 0 0°/ Total Contingency 0 0 0 0 0 0 0.0"/ Total Budget i . 9,867,258 13,099,000 13,269,500 1 Reserve for Future Exp 833,989 1,538,879 923,402 1,722,526 1,722,526 1,722,526 86.5% Total Requirements I •_ ' , as • ` , _. L • -__ 9' } ,. tw. - _ • fids,, 7. .� Burnham Street Improvements Burnham Street Improvements, Downtown Tigard PAGE 412 - CITY OF TIGARD INTERNAL SERVICES FUND- CENTRAL SERVICES The Central Service Fund has been established to track the revenues and expenditures of the cen- tral administrative functions in the city, including city administration, finance, communication rec- ords, property management, utility billing, and information services. The resources for this fund come largely from interdepartmental charges to other city funds. These charges are allocated to departments through an indirect cost allocation plan. The basis for these allocations is reviewed each year based on anticipated uses or benefits that are provided to other city departments or divisions. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY21 Resources 40000-Beginning Fund Balance 1,785,342 2,080,444 1,996,623 2,651,865 2,821,865 2,622,865 41.3° Total Beginning Fund Balance 1,785,342 2,080,444 1,996,623 2,651,865 2,821,865 2,821,865 41.3" 45319-Miscellaneous Fees&Charges 30,824 25,503 35,000 35,000 35,000 35,000 0.0% 45580-Interdepartmental Services Revenue 7,864,757 9,061,554 11,477,129 12,393,617 12,393,617 12,393,617 8.0% Total Charges for Services 7,895,582 9,087,057 11,512,129 12,428,617 12,428,617 12,428,617. 8.0 47000-Interest Earnings 39,967 77,435 0 0 0 0 0.0% Total Interest Earnings 39,967 77,435 0 0 0 0 0.0% 48000-Other Revenue 0 49 0 0 0 0 0.0 48001-Recovered Expenditures 38,703 32,213 90,000 90,000 90,000 90,000 0.0% Total Miscellaneous 38,703 32,262 90,000 90,000 90,000 90,000 0.0% 49100-Transfer In from General Fund 46,537 37,362 264,654 188,258 186,258 188,258 -28.9% o 49200-Transfer In from Gas Tax Fund 0 0 62,846 64,504 64,504 64,504 2.6 49205-Transfer In from City Gas Tax Fund 0 0 4,976 5,337 5,337 5,337 7.3 49210-Transfer In from TLT Fund 0 0 3,602 3,863 3,863 3,863 7.2 49212-Transfer In from CET Fund 0 0 1,000 1,073 1,073 1,073 7.3 49220-Transfer In from Electrical Inspection Fund 0 0 3,978 4,267 4,267 4,267 7.3% 49240-Transfer In from Criminal Forfeiture Fund 0 0 57 16 16 16 -71.9 49260-Transfer In from Tree Replacement Fund 0 0 1,947 2,088 2,088 2,088 72 49270-Transfer In from Parks Utility Fund 0 61,538 70,333 75,402 75,402 75,402 72% 49400-Transfer In from Capital Projects Fund 0 0 0 45 45 45 100.0 49405-Transfer In from Trans.Dev.Tax Fund 20,945 0 14,671 15,736 15,736 15,736 7.3 49411-Transfer In from Underground Utility Fund 1,635 0 1,030 1,105 1,103 1,105 7.3% 49412-Transfer In from Street Maintenance Fund 338,907 148,430 159,297 170,861 170,861 170,861 7.3 49415-Transfer In from Transportation SDC Fund 0 0 8,362 8,969 8,969 8,969 7.3 49421-Transfer In from Parks Bond Fund 0 0 7,165 7,685 7,665 7,685 7.3 49425-Transfer In from Parks SDC Fund 96,999 0 0 0 0 0 0.0 49500-Transfer In from Sanitary Sewer Fund 0 0 38,620 39,246 39,246 39,246 1.6 49510-Transfer In from Stormwater Fund 0 0 56,366 56,828 56,828 56,626 0.8 49530-Transfer In from Water Fund 0 0 328,647 340,889 340,889 340,889 37 49531-Transfer In from Water SDC Fund 0 0 31,268 33,538 33,538 33,538 7.3 49630-Transfer In from PW Admin Fund 0 0 5,000 5,000 5,000 5,000 0.0% 49650-Transfer In from Fleet/Property Mngmt Fund 0 0 1,000 1,000 1,000 1,000 0.0 Total Transfers In 505,023 247,330 1,064,819 1,025,710 1,025,710 1,025,710 -37% Total Resources 20,264,617 11,524,529 14,663,571 16,196,192 16,366,192 16,366,192 91111 FUND SUMMARIES- PAGE 413 INTERNAL SERVICES FUND— CENTRAL SERVICES FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Requirements Program Expenditures Policy and Administration 8,184,173 9,068,854 12,558,896 14,367,452 14,537,452 14,537,452 15.8 Total Program Expenditures 8,184,173 9,068,854 12,558,896 14,367,452 14,537,452 14,537,452 15 8 Total Contingency 0 0 79,789 500,000 500,000 500,000 526.7 Total Budget Reserve for Future Expense 2,060,444 2,455,676 2,024,886 1,328,740 1,328,740 1,328,740 -34.4% Total Requirements 6 63,571 16,196,192 16,366, COUNCIL CONNECTIONS . ._..," 1 If Il I y k . r.Fr 4 T[GA1ii Connect with the entire City Council at CouncilMail tigard-or.gov PAGE 414 - CITY OF TIGARD INTERNAL SERVICES FUND- FLEET/PROPERTY MANAGEMENT The Fleet/Property Management Fund tracks the revenues and expenditures of the Fleet Mainte- nance Division and Property Management Division as part of the Central Services Department. The resources for this fund are largely interdepartmental charges to other city funds that are based on a cost allocation plan that is revised each year. The cost allocation plan is based on anticipated use of benefits that are provided to other city departments or divisions. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Resources 40000-Beginning Fund Balance 346,703 633,955 811,214 965,011 965,0/1 965,0/1 19.0°', Total Beginning Fund Balance 346,703 633,955 811,214 965,011 965,01I 965,011 19.0 j, 45580-Interdepartmental Services Revenue 2,409,111 2,345,977 3,196,366 2,753,660 2,753,660 2,-33,660 -139% Total Charges for Services 2,409,111 2,345,977 3,196,366 2,753,660 2,753,660 2,753,660 -13.9% 47000-Interest Earnings 100 13,988 0 0 0 0 0.0% Total Interest Earnings 100 13,968 0 0 0 0 0.0% 48001-Recovered Expenditures 1,592 44,295 5,000 5,000 5,000 5,000 0.0% Total Miscellaneous 1,592 44,295 5,000 5,000 5,000 5,000 0.0 Total Resources 2,757,507 3,038,215 4,012,580 3,723,671 3,723,671 3,723,671 Requirements Program Expenditures Policy and Administration 2,123,551 2,226,977 3,018,425 2,790,658 2,790,658 2,790,658 -7_5 Total Program Expenditures 2,123,351 2,226,977 3,018,425 2,790,658 2,790,658 2,790,658 -7.5 Total Transfers Out 0 0 1,000 1,000 1,000 1,000 0.0% Total Contingency 0 0 121,118 125,000 125,000 125,000 3 2% Total Budget II= 16,658 2,916,656 2,916,658 Reserve for Future Expense 633,955 811,238 872,037 807,013 607,013 807,013 -7.5 Total Requirements 2,757,507 3,723,671 3,723,671 3,723,671 FUND SUMMARIES- PAGE 415 INTERNAL SERVICES FUND- INSURANCE The Insurance Fund is an internal service fund established to track worker's compensation and oth- er insurance related revenues as well as limited expenditures. Expenditures in this fund are for self- insured retentions on losses unfunded by traditional insurance policies, management of insurance/ claim activities and reduction of significant liability exposures. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Resources 40000-Beginning Fund Balance 1,284,611 1,540,036 1,292,564 1,384,933 1,384,933 1,384,933 7.1% Total Beginning Fund Balance 1,284,611 1,540,036 1,292,564 1,384,933 1,384,933 1,384,933 7.1% 45660-Risk WC Retro Plan 250,718 0 0 0 0 0 0.0% Total Charges for Services 250,718 0 0 0 0 0 0.0% 47000-Interest Earnings 26,565 30,315 26,500 19,875 19,875 19,875 -25.0 Total Interest Earnings 26,565 30,315 26,500 19,875 19,8'5 19,8'5 -25.0% 48001-Recovered Expenditures 11,472 64,786 39,000 39,000 39,000 39,000 0.0°'0 Total Miscellaneous 11,472 64,786 39,000 39,000 39,000 39,000 0.0% Total Resources 1,635,136 1,358,064 1,443,808 1,443,808 1,443,808 6.3% Requirements Program Expenditures Policy and Administration 33,332 86,086 239,914 244,561 244,561 244,561 20% Total Program Expenditures 33,332 86,086 239,814 244,561 244,561 244,561 2 o% Total Contingency 0 0 25,000 25,000 25,000 25,000 0_0% Total Budget = 33,332 86,086 264,814 269,561 i 269,561 1.8% Reserve for Future Expense 1,540,036 1,549,050 1,093,250 1,174,247 1,1'4,24' 1,174,247 7.4% Total Requirements 1,573,368 1,635,136 1,358,064 1,443,808 1,443,808 1,443,808 6.3% PAGE 416 - CITY OF TIGARD INTERNAL SERVICES FUND- PUBLIC WORKS ADMINISTRATION The Public Works Administration Fund was established during the FY 2018-19 budget to track the revenues and expenditures of the central administrative functions of the Public Works Department. The resources for this fund come from interdepartmental charges to other city funds such as Gas Tax, Park Utility, Water, Sewer, and Stormwater. These charges are allocated to departments through an indirect cost allocation plan. The basis for these allocations is reviewed each year based on anticipated uses or benefits that are provided to other Public Works divisions. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Resources 40000-Beginning Fund Balance 0 452,522 455,303 492,603 492,603 492,603 82°° Total Beginning Fund Balance 0 432,522 455,303 492,603 492,603 492,603 8.2% 43142-ROW License Fee 100 2,950 0 0 0 0 0.0°° Total Licenses and Permits 100 2,950 0 0 0 0 0.0°', 45580-Interdepartmental Services Revenue 2,002,775 1,927,912 2,247,499 2,511,309 2,521,309 2,511,309 11.7', Total Charges for Services 2,002,775 1,927,912 2,247,499 2,511,309 2,511,309 2,511,309 11.7°° 47000-Interest Earnings 0 10,8-1 0 0 0 0 0.0% Total Interest Earnings 0 10,8'1 0 0 0 0 00% 48001-Recovered Expenditures 571 912 0 0 0 0 0.0% Total Miscellaneous 571 912 0 0 0 0 0.0 49100-Transfer In from General Fund 66,698 48,336 29,038 32,446 32,446 32,446 11_7% 49200-Transfer In from Gas Tax Fund 85,300 0 0 0 0 0 0.0% 49270-Transfer In from Parks Utility Fund 61,200 0 0 0 0 0 0.0 49500-Transfer In from Sanitary Sewer Fund 36,100 0 0 0 0 0 0.0% 49510-Transfer In from Stormwater Fund 53,500 0 0 0 0 0 0.0 49530-Transfer In from Water Fund 102,100 0 0 0 0 0 0.0% Total Transfers In 404,898 48,336 29,038 32,446 32,4-46 32,446 1L7% Total Resources 114 2,443,503 2,731,840 3,036135 Requirements Program Expenditures Public Works 1,955,822 1,927,912 2,267,255 2,533,386 2,533,386 2,533,386 11.7/. Total Program Expenditures 1,955,822 1,927,912 2,267,255 2,533,386 2,533,386 2,533,386 117% Total Transfers Out 0 0 0 5,000 5,000 5,000 100 0°/ Total Contingency 0 0 125,000 125,000 125,000 125,00C) 0.0% Total Budget Reserve for Future Expense 452,522 515,591 339,585 372,972 372,972 372,972 9B° Total Requirements 11.36,35811111 3,03 3,036W 11.1% FUND SUMMARIES- PAGE 417 INTERNAL SERVICES FUND- PUBLIC WORKS ENGINEERING The Public Works Engineering Fund was established during the FY 2018-19 budget to track the revenues and expenditures of the Engineering Division of the Public Works Department. The re- sources for this fund come from three main sources: reimbursements from funds used for capital projects contained in the city's Capital Improvement Plan (CIP); reimbursements from the funds used for capital for system infrastructure work; and fees paid by developers to review development plans. These resources fund the work of the Engineering Division. FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Resources 40000-Beginning Fund Balance 0 1,364,070 1,659,034 2,125,989 2,155,989 2,155,989 30.0 Total Beginning Fund Balance 0 1,364,070 1,659,034 2,125,989 2,155,989 2,155,989 30.0 43113-Address Fee 13,325 16,475 0 0 0 0 0.0 43114-Engineering Public Improvement 1,611,763 536,250 300,000 870,000 670,000 870,000 190.0 43134-Erosion Ctrl Inspect-Engmg 113,886 70,116 0 0 0 0 0.0% 43404-Encroachment Permit Fee 0 100 0 0 0 0 0.0% Total Licenses and Permits 1,738,974 622,942 300,000 870,000 670,000 870,000 190.0% 44501-Int,._6...-_------..tat Revenue 0 0 149,192 153,369 153,369 153,369 28% Total Intergovernmental 0 0 149,192 153,369 153,369 153,369 2.8% 45319-Miscellaneous Fees&Charges 0 1,128 0 0 0 0 0.0% 45580-Interdepartmental Services Revenue 2,471,613 2,810,159 3,567,963 3,420,918 3,420,918 3,420,918 -4_] Total Charges for Services 2,471,613 2,811,287 3,367,963 3,420,918 3,420,918 3,420,918 -4.1% 47000-Interest Earnings 6,500 23,704 0 0 0 0 0.0% Total Interest Earnings 6,500 25,7.04 0 0 0 0 0.0% 48000-Other Revenue 585 11,018 0 0 0 0 0.0 48001-Recovered Expenditures 247 5,094 90,000 5,094 5,094 5,094 -94.3 Total Miscellaneous 832 16,112 90,000 5,094 5,094 5,094 -94.3 49100-Transfer In from General Fund 31,788 34,618 117,923 115,510 115,510 115,510 -20 49200-Transfer In from Gas Tax Fund 329,886 287,118 455,100 325,800 325,800 325,600 -28.4 49270-Transfer In front Parks Utility Fund 42,400 0 0 0 0 0 0.0 49425-Transfer In from Parks SDC Fund 17,694 20,855 59,300 44,200 44,200 44,200 -25.5 49500-Transfer In from Sanitary Sewer Fund 30,400 3,057 69,700 16,600 16,600 16,600 -76.2 49510-Transfer In from Stormwater Fund 75,316 41,581 129,000 60,700 60,700 60,700 -52.9 49530-Transfer In from Water Fund 167,299 78,260 188,300 104,900 104,900 104,900 -44.3% Total Transfers In 694,783 465,488 1,019,323 667,710 667,710 667,710 -34.5 Total Resources 4,912,703 5,305,602 6,785,512 7,243,080 7,273,080 PAGE 418 - CITY OF TIGARD INTERNAL SERVICES FUND— PUBLIC WORKS ENGINEERING FY 2019 FY 2020 2021 2022 2022 2022 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 21 Requirements Program Expenditures Public Works 3,546,633 3,544,399 4,651,827 4,556,633 4,586,633 4,566,633 -1 4% Total Program Expenditures 3,546,633 3,544,399 4,651,827 4,556,633 4,586,633 4,586,633 -1 4% Total Contingency 0 0 150,000 150,000 150,000 150,000 0.0 Total Bridget Reserve for Future Expense 1,364,070 1,761,203 1,983,685 2,536,447 2536,447 2,536,447 27.9% Total Requirements 2 6,785,512 rili tt.• 1 Ni..1.14.0 — 1 _ 1 _ . T R • - • i - rA L � 1. . 31,7 • • II ,; • • y + "tti.+ter y ,. . `[ ` / ii-' Yom- yam' � f _ f - x . te k 'yt' . 9.11E .-f A 4 •l +� r.4 } �`• s - ,. ';',it-',,T i .+ ..� ''., •* ; '�, �, *410 . . 141111101110,1 1 ad-M • • 4 „ Planned to open in 2022, Universal Plaza will be a place for everyone- a community gathering spot in the heart of downtown Tigard that celebrates our shared humanity and our one shared planet. Universal Plaza was designed with the community through interactive and engaging experiences both onsite and virtually. Together, the project team and the community, created a one-of-a-kind Plaza that will be a showpiece for our revitalizing Downtown. Careful attention and a lot of planning has led to the development of Universal Plaza in two phas- es. Phase 1 will feature the community's most requested amenity-- an interactive water feature and splash pad. Phase 2 will construct a show stopping overhead canopy for shade in the summer and shelter in the winter. Universal Plaza will be completely ADA friendly, walkable, healthy and accessible to everyone! City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 420 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted General Fund Policy and Administration 1,676,325 0 1,676,325 0 1,676,325 Community Development 4,410,334 0 4,410,334 0 4,410,334 Community Services 27,385,301 0 27,385,301 32,390 27,417,691 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to TCDA 1,000 0 1,000 0 1,000 Loan to CCDA 0 0 0 0 0 Transfer 2,773,714 0 2,773,714 0 2,773,714 Capital Improvements 0 0 0 0 0 Contingency 1,600,000 0 1,600,000 0 1,600,000 37,846,674 0 37,846,674 32,390 37,879,064 Gas Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 3,409,585 100,000 3,509,585 0 3,509,585 Debt Service 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 2,467,104 0 2,467,104 0 2,467,104 Capital Improvements 0 0 0 0 0 Contingency 200,000 0 200,000 0 200,000 6,076,689 100,000 6,176,689 0 6,176,689 City Gas Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 2,042,337 0 2,042,337 0 2,042,337 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 2,042,337 0 2,042,337 0 2,042,337 APPENDIX- PAGE 421 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Transient Lodging Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 247,863 0 247,863 0 247,863 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 247,863 0 247,863 0 247,863 Construction Excise Tax Fund Policy and Administration 0 0 0 0 0 Community Development 559,800 0 559,800 0 559,800 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 285,773 0 285,773 0 285,773 Capital Improvements 0 0 0 0 0 Contingency 50,000 0 50,000 0 50,000 895,573 0 895,573 0 895,573 Electrical Inspection Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 254,267 0 254,267 0 254,267 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 254,267 0 254,267 0 254,267 PAGE 422 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Building Fund Policy and Administration 0 0 0 0 0 Community Development 2,653,792 0 2,653,792 0 2,653,792 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 150,000 0 150,000 0 150,000 2,803,792 0 2,803,792 0 2,803,792 Criminal Forfeiture Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 362,719 0 362,719 0 362,719 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 16 0 16 0 16 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 362,735 0 362,735 0 362,735 Urban Forestry Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 152,088 0 152,088 0 152,088 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 152,088 0 152,088 0 152,088 APPENDIX- PAGE 423 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Parks Utility Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 4,604,613 0 4,604,613 0 4,604,613 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 75,402 30,000 105,402 0 105,402 Capital Improvements 0 0 0 0 0 Contingency 325,000 0 325,000 0 325,000 5,005,015 30,000 5,035,015 0 5,035,015 Police Levy Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 2,123,549 0 2,123,549 5,050 2,128,599 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 2,123,549 0 2,123,549 5,050 2,128,599 Bancroft Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 0 0 0 PAGE 424 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted General Obligation Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 2,416,000 0 2,416,000 52,400 2,468,400 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 2,416,000 0 2,416,000 52,400 2,468,400 Facilities Capital Projects Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 45 0 45 0 45 Capital Improvements 31,798,270 850,000 32,648,270 0 32,648,270 Contingency 0 0 0 0 0 31,798,315 850,000 32,648,315 0 32,648,315 Transportation Development Tax Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 2,137,736 35,250 2,172,986 0 2,172,986 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 2,137,736 35,250 2,172,986 0 2,172,986 APPENDIX- PAGE 425 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Underground Utility Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 21,105 0 21,105 0 21,105 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 21,105 0 21,105 0 21,105 Street Maintenance Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 379,361 75,000 454,361 0 454,361 Capital Improvements 2,840,000 0 2,840,000 0 2,840,000 Contingency 0 0 0 0 0 3,219,361 75,000 3,294,361 0 3,294,361 Transportation SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 4,683,890 800,250 5,484,140 0 5,484,140 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 4,683,890 800,250 5,484,140 0 5,484,140 PAGE 426 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Parks Capital Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 7,580,000 2,186,945 9,766,945 0 9,766,945 Contingency 0 0 0 0 0 7,580,000 2,186,945 9,766,945 0 9,766,945 Parks Bond Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 834,185 0 834,185 0 834,185 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 834,185 0 834,185 0 834,185 Parks SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 4,058,700 1,451,000 5,509,700 0 5,509,700 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 4,058,700 1,451,000 5,509,700 0 5,509,700 APPENDIX- PAGE 427 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Transportation CIP Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 13,099,000 170,500 13,269,500 0 13,269,500 Contingency 0 0 0 0 0 13,099,000 170,500 13,269,500 0 13,269,500 Sanitary Sewer Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 2,594,197 0 2,594,197 60,000 2,654,197 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 Transfer 1,450,846 13,000 1,463,846 0 1,463,846 Capital Improvements 100,000 0 100,000 0 100,000 Contingency 200,000 0 200,000 0 200,000 4,345,043 13,000 4,358,043 60,000 4,418,043 Stormwater Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 3,768,774 0 3,768,774 60,000 3,828,774 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 Transfer 324,528 23,000 347,528 0 347,528 Capital Improvements 4,687,500 90,000 4,777,500 0 4,777,500 Contingency 275,000 0 275,000 0 275,000 9,055,802 113,000 9,168,802 60,000 9,228,802 PAGE 428 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Water Quality/Quantity Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 340,000 0 340,000 0 340,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 340,000 0 340,000 0 340,000 Water Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 10,646,000 0 10,646,000 0 10,646,000 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 20,969,789 1,351,000 22,320,789 0 22,320,789 Capital Improvements 0 25,000 25,000 0 25,000 Contingency 475,000 0 475,000 0 475,000 32,090,789 1,376,000 33,466,789 0 33,466,789 Water SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 7,745,538 25,000 7,770,538 0 7,770,538 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 7,745,538 25,000 7,770,538 0 7,770,538 APPENDIX- PAGE 429 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Water CIP Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 14,523,000 567,000 15,090,000 0 15,090,000 Contingency 0 0 0 0 0 14,523,000 567,000 15,090,000 0 15,090,000 Water Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 7,204,364 0 7,204,364 0 7,204,364 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 7,204,364 0 7,204,364 0 7,204,364 Central Services Fund Policy and Administration 14,367,452 170,000 14,537,452 0 14,537,452 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 500,000 0 500,000 0 500,000 14,867,452 170,000 15,037,452 0 15,037,452 PAGE 430 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Public Works Admin Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 2,533,386 0 2,533,386 0 2,533,386 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 5,000 0 5,000 0 5,000 Capital Improvements 0 0 0 0 0 Contingency 125,000 0 125,000 0 125,000 2,663,386 0 2,663,386 0 2,663,386 Public Works Engineering Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 4,556,633 30,000 4,586,633 0 4,586,633 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 150,000 0 150,000 0 150,000 4,706,633 30,000 4,736,633 0 4,736,633 Fleet/Property Management Fund Policy and Administration 2,790,658 0 2,790,658 0 2,790,658 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 1,000 0 1,000 0 1,000 Capital Improvements 0 0 0 0 0 Contingency 125,000 0 125,000 0 125,000 2,916,658 0 2,916,658 0 2,916,658 APPENDIX- PAGE 431 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Insurance Fund Policy and Administration 244,561 0 244,561 0 244,561 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 25,000 0 25,000 0 25,000 269,561 0 269,561 0 269,561 Library Donations and Bequests Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 100,000 0 100,000 0 100,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 100,000 0 100,000 0 100,000 All Funds Policy and Administration 19,078,996 170,000 19,248,996 0 19,248,996 Community Development 7,623,926 0 7,623,926 0 7,623,926 Community Services 29,871,569 0 29,871,569 37,440 29,909,009 Public Works 32,113,187 130,000 32,243,187 120,000 32,363,187 Debt Service 9,620,364 0 9,620,364 52,400 9,672,764 Loan to TCDA 1,000 0 1,000 0 1,000 Loan to CCDA 0 0 0 0 0 Transfer 51,350,287 3,803,500 55,153,787 0 55,153,787 Capital Improvements 74,627,770 3,889,445 78,517,215 0 78,517,215 Contingency 4,200,000 0 4,200,000 0 4,200,000 228,487,100 7,992,945 236,480,045 209,840 236,689,885 PAGE 432 - CITY OF TIGARD FINANCIAL POLICIES The City of Tigard has an important responsibility to its citizens to carefully account for public funds, manage municipal finances wisely and plan adequate funding for services and facilities de- sired and needed by the public. The city has established a formal set of financial policies to en- sure that the public's trust is upheld. With these financial policies, the city has established the framework under which it conducts its financial affairs, ensuring that it is, and will continue to be, capable of funding and providing outstanding local government services. The goals of Tigard's financial policies are as follows: • Enhance City Council's policy-making ability by providing accurate information on program and operating costs. • Assist sound management of the city government by providing accurate and timely infor- mation on current and anticipated financial conditions. • Provide sound principles to guide important decisions of the council and management that have significant financial impact. • Set forth operational principles which minimize the cost and financial risk of local government consistent with services desired by the public. • Employ revenue policies that prevent undue or unbalanced reliance on any one source, dis- tribute the cost of municipal services fairly and provide adequate funds to operate desired programs. • Provide and maintain essential public facilities, utilities, infrastructure and capital equipment. • Protect and enhance the city's credit rating. • Ensure that all surplus cash is prudently invested in accordance with the investment policy adopted by the council to protect city funds and realize a reasonable rate of return. The city uses the following financial policies to guide its financial affairs: Revenue Policy • Maintain a diversified and stable revenue system to shelter the government from short-term fluctuations in any one-revenue source. • One-time revenues will be used only for one-time expenditures. The city will avoid using tem- porary revenues to fund mainstream services. • All revenue forecasts shall be conservative. • Reports comparing actual to budgeted revenues will be prepared by the Finance Department and presented to the City Manager. • All city funds shall be safely invested to provide a sufficient level of liquidity to meet cash flow needs and to provide the maximum yield possible in that order. All idle cash will be continu- ously invested • The city will maintain an unallocated fund balance or retained earnings equal to or greater than two months of general operating expenditures or expenses. This reserve will be calculat- ed based on the adopted annual operating budget of the city. These funds will be used to avoid cash-flow interruptions, generate interest income, reduce need for short-term borrow- ing and assist in maintaining an investment grade bond rating capacity. APPENDIX- PAGE 433 FINANCIAL POLICIES The city will also end each fiscal year with an adequate fund balance in the General Fund to provide resources necessary for cash flow from July 1 until property taxes are received in No- vember. Operating Budget Policy • Reports comparing actual to budgeted expenditures will be prepared by the Finance Depart- ment and distributed to the City Manager. • Departmental objectives will be integrated into the city's annual budget and monthly depart- mental reports. • Before the city undertakes any fixed costs agreements, both operating and capital, the implica- tions of such agreements will be fully determined for current and future years. • All non-salary benefits, such as social security, pension and insurance will be estimated and their impact on future budgets assessed annually. • Cost analysis of salary increases will include the effect of such increases on the city's share of related fringe benefits. • The city will annually submit documentation to obtain the Award for Distinguished Budget Presentation from the Government Finance Officers Association (GFOA). Capital Improvement Policy • The city will sustain Systems development charges (SDCs) for the cost of demand-created facil- ities, improvements or infrastructure, including in-house engineering and design for the fol- lowing systems: • Transportation —transportation systems • Parks— park and recreation systems • Water—water supply, treatment and distribution systems • Future operating costs associated with new capital improvements will be projected and includ- ed in the operating budget forecast. • The city will determine and use the most effective and efficient method for financing all new capital projects. • Capital Project funds dedicated for capital improvements will be segregated in the accounting system and used only for the intended capital purposes. Capital Asset Policy • The city will control capital assets by assigning accountability and responsibility to specific de- partments. • The city will provide documentation of equipment loss to the insurance companies in the event of losses due to fire or theft. • The city will maintain and provide information such as depreciation and obsolescence needed for city's enterprise funds (Water, Sanitary Sewer and Stormwater). • The city will provide budget information for capital replacements and additions. • The city will maintain inventories of all city equipment to avoid duplication of equipment. • The city will maintain a list of all assets and their values to ensure the capital assets are proper- ly insured. PAGE 434 - CITY OF TIGARD FINANCIAL POLICIES Accounting Policy • The city will maintain high standards of accounting. Accounting principles generally accepted in the United States of America (GAAP) will be used in accordance with the standards devel- oped by the Governmental Accounting Standards Board (GASB) and endorsed by the Govern- ment Finance Officers' Association (GFOA). • An independent annual audit will be performed by a public accounting firm, which will issue an official opinion on the annual financial statements and management letter detailing areas to consider for improvement. • Full disclosure will be provided in the financial statements and bond representations. • Financial systems that conform to GAAP and Local Budget Law will be maintained to monitor expenditures and revenues on a monthly basis. • The accounting system will provide monthly information about cash position and investment performance. • The city will annually submit documentation to obtain the Certificate of Achievement for Excel- lence in Financial Reporting from GFOA. Debt Policy • Capital projects financed through bond proceeds shall be financed for a period not to exceed the useful life of the project. • Long term borrowing will be confined to capital improvements too large to be financed from current revenues. • Issuance of assessment bonds will be pursued to finance local improvement districts approved by City Council. • Bond anticipation notes will be used as needed to finance construction of local improvements. Single Owner Local Improvement District Policy Local improvement districts (LIDs) are usually initiated either by the City Council or by written re- quest of the property owners owning at least fifty percent of the property benefited by the local improvement. On occasion, the city receives requests to form a LID in which there would be only one property owner involved. City Council has established a formal policy for single owner LIDs. Following conditions must be met before council will consider allowing the LID to be formed. • The property is zoned and proposed to be used for industrial, commercial or office develop- ment. • The applicant demonstrates the "Public Purpose" involved, which may include the creation of jobs in the community. • The applicant demonstrates that the risk to the city government or the general taxpayer is minimized. As a guideline, the City Council will request the following: APPENDIX- PAGE 435 FINANCIAL POLICIES a. That the applicant provide an appraisal of the property affected, such appraisal being done by an appraiser acceptable to the City Manager. b. That the amount to be assessed against the property not exceed 25% of the appraised value of the land only, excluding any improvements to the property. c. That financial documents be provided as required to the City Manager which can demonstrate that the property owner has the financial ability to pay the assessments levied on the property. INVESTMENT POLICY The following Investment Policies are intended to meet the requirements of ORS 294.035 and to provide the framework within which City of Tigard funds may be invested. Authority The Finance and Information Services Director shall serve as the investment officer of the city. The investment officer is responsible for ensuring that funds are invested so as to make necessary cash available to meet current obligations and to invest excess cash in accordance with ORS 294.035 through ORS 294.047 and these Investment Policies. The Finance and Information Services Director may assign the delegation of authority to persons responsible for investment transactions. This person would then act as investment officer with pri- or approval of the City Manager. Scope These Investment Policies apply to all excess cash related to all activities and funds under the di- rection of the Tigard City Council. Cash accumulations related to bond proceeds or short-term borrowing is included unless more restrictive state or federal regulations are applicable. Excess cash shall be defined as all liquid assets not necessary to meet current obligations. Deferred Compensation Deferred compensation funds are placed with a third party for investment and are therefore ex- cluded from the restrictions set forth in these guidelines. Objectives The objectives of these policies are to provide for the preservation of city assets, the availability of such assets to meet obligations as they come due, and to provide for a reasonable rate of return on those assets, in that order. PAGE 436 - CITY OF TIGARD FINANCIAL POLICIES Prudent Investor Investments shall be made under the prudent investor's rule, which states, "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation but for investment, considering the probable safety of their capital as well as the probable income to be derived." Internal Controls The investment officer shall maintain a system of written internal controls, which will be reviewed annually by the independent auditor. Cash Flow Analysis The investment officer shall maintain a historical cash flow record and a cash flow projection, which extends twelve months into the future. The projection shall be reviewed and updated on a regular basis. No fixed maturity securities shall be purchased unless the cash flow projection indi- cates that the funds invested will not be required until the maturity date of the investment. Bond Proceeds Surplus funds resulting from debt issuance shall be considered as a separate portfolio and shall not be restricted by the maturity and instrument diversification section of these policies. Such funds may be invested for periods exceeding 18 months and up to 60 months. Such maturities shall coincide with the projected cash flow needs resulting from the projected construction sched- u le. Diversification The investment officer will diversify the general portfolio to avoid unreasonable risks within the following parameters: • Maturity Diversification Investment maturities shall be scheduled to coincide with projected cash flow needs. Thirty percent of the portfolio will mature in less than 90 days. No investments will be made for a period to exceed 18 months unless: This investment policy has been submitted to the Oregon Short Term Fund Board (OSTF) for comment prior to being approved by council and complies with the requirements of ORS 294.135. In this case, the maximum maturity shall be defined in policy. If the funds are being accumulated for a specific purpose, including future construction pro- jects, and upon approval of the council, the maximum maturity date matches the anticipated use of the funds (ORS 294.135(1)(b)). APPENDIX- PAGE 437 FINANCIAL POLICIES If this investment policy has been submitted for review by the OSTF Board as specified above and in accordance with ORS 294.135(1)(a), debt service reserves may be invested to mature not longer than five years. Otherwise, debt service reserves shall not be invested to a maturity date exceeding one year as specified under ORS 294.135(3). The investment officer may make investments having maturity longer than 18 months, but not more than 36 months, with the exception of bond proceeds. The city's investment portfolio shall not contain more than 20% of the total dollar value of its investments with maturities between 18 months and 36 months. • Instrument Diversification Certificates of Deposit 25% maximum Corporate Indebtedness 35% maximum Bankers Acceptance 50% maximum Treasury/Agency Securities 90% maximum Local Government Investment Pool 100% maximum Demand Deposits 10% maximum Lawfully issued Debt Obligations of the States of Oregon, Washington, Idaho and California and political subdivisions of those states 25% maximum • Institution Diversification Bank liabilities with any one qualified financial institution shall not exceed 20 percent of the portfolio. Bank liabilities of any one qualified financial institution shall not exceed one percent of the institution's total assets. Investment in Corporate Indebtedness shall not exceed 5 per- cent of the portfolio in any one Oregon corporate entity meeting the rating requirements of P- 2/A-2 or better, or 5 percent of the portfolio in any one corporate entity outside the State of Oregon (ORS 294.035 section C). For purposes of these guidelines, the state local government investment pool (LGIP) shall be considered to have a one-day liquidity. Selection of Investment Instruments Investments shall be made by the investment officer through the exercise of his/her judgment after requesting quotes from financial institutions. Selections will be made so as to provide the highest rate of return within the parameters of these policies. PAGE 438 - CITY OF TIGARD FINANCIAL POLICIES Qualified Institutions The investment officer shall maintain a list of all authorized institutions that are approved for in- vestment purposes. The investment officer will request, analyze and keep on file periodic financial statements and related information to satisfy himself/herself as to the creditworthiness of each in- stitution on the approved list. Reporting The investment officer shall prepare an investment activity report at the end of each month for re- view by the City Manager. Amendments These investment policies may be amended at the request of the investment officer, the City Man- ager, or members of City Council. Such amendments shall be approved by the City Council in the same manner as the investment policies. Authorized Investment Instruments The investment officer shall invest the money of the city only in qualifying investments according to guidelines in ORS 294.035. These investments include: • Demand deposits with approved institutions. • Deposits in the Oregon Local Government Investment Pool. • Certificates of Deposit with Oregon banks. • Banker's acceptances. • Qualifying corporate indebtedness not to exceed 5% of the portfolio on any one corporation. • Lawfully issued debt obligations of the United States and obligation guaranteed by the United States, the agencies of the United States or enterprises sponsored by the United States govern- ment, not to exceed 40% of the portfolio on any one government sponsored enterprise. • Lawfully issued debt obligations of the States of Oregon, Washington, Idaho and California and political subdivisions of those states. Safekeeping A third-party custodian, as evidenced by safekeeping receipts, will hold securities (excluding funds invested in the state local government investment pool (LGIP), bank deposits, and Certificates of Deposits). Other Policy Considerations Any investment currently held that does not meet the guidelines of this policy shall be exempted from the requirements of this policy. At maturity or liquidation, such monies shall be reinvested only as provided by this policy. APPENDIX- PAGE 439 GLOSSARY OF BUDGET RELATED TERMS Accrual: Accumulation of something is, in Bond: A written promise to pay a specified finance, the adding together of interest or sum of money, called the face value or different investments ovr a period of time. principal amount, at a specified date or dates in the future, called the maturity date(s), Adopted Budget: The budget amended and together with periodic interest at a specified approved by the Budget Committee becomes rate. the adopted budget after City Council takes action on it. The adopted budget becomes Bond Anticipation Note (BAN): effective July 1. BANs are a form of short-term borrowing in anticipation of a future sale of long-term Ad Valorem Tax: A tax based on value, such bonds. BANs are used frequently to finance as a property tax. construction of local improvement district improvements and are retired by eventual sale Appropriations: Legal authorization granted of Bancroft bonds or collection of special by the City Council to spend public funds. assessments from benefited property owners. Appropriations within each program may not be exceeded. Budget: A plan of financial operation embodying an estimate of adopted resources Approved Budget: The proposed budget as and expenditures for a given year. The budget amended and approved by the Budget is the legal spending limit for city activities. Committee and recommended to the City Council for adoption is referred to as the Budget Message: Opening section of the Approved Budget. budget which provides the City Council and public with a general summary of the most Assets: Property owned by the city, which important aspects of the budget, changes has monetary value. from current and previous fiscal years and views and recommendations of the City Balanced Budget: A budget is "balanced" Manager. when total resources (beginning fund balance plus current revenues plus transfers-in) equals Capital Improvement Plan (CIP): total requirements (expenditures plus Expenditures which result in the acquisition contingency plus transfers-out plus ending of land, improvements to existing facilities fund balance) for each fund. and construction of streets, sewers, storm drains, park facilities and other public Bancroft: Section of Oregon Law that allows facilities. benefited property owners within an LID to pay their assessments in installments. This is Capital Outlays: Expenditures equal to or made possible by the sale of long term greater than $5,000, for equipment, vehicles "Bancroft"bonds, proceeds of which are used or machinery that results in the acquisition or to pay LID costs. Principal and interest on addition to fixed assets. Bancroft bonds are paid by assessments received from property owners within an LID, though these bonds also carry the full faith and credit guarantee of the city. PAGE 440 - CITY OF TIGARD GLOSSARY OF BUDGET RELATED TERMS Clean Water Services (CWS): Clean Water Fiscal Year: Period used for accounting year. Services owns and operates all major sewage The City of Tigard has a fiscal year of July 1 treatment plants within Washington County. through the following June 30. CWS establishes sewer rates and contracts with most cities to collect monthly charges Franchise: A special privilege granted by a from residents and perform most sewer government, permitting the continued use of maintenance and repair within city limits. public property, such as city streets, and usually involving the elements of monopoly Contingency: Appropriation established in and regulation. certain funds for the funding of unforeseen events. Contingency may be appropriated for FTE: Abbreviation for Full Time Equivalent. a specific purpose by the City Council by Staffing levels are measured in FTE's to give a approval of a resolution. consistent comparison from year to year. In most cases, an FTE is one full time position Debt Service: Interest and principal on filled for the entire year. However, in some outstanding bonds due and payable during the instances an FTE may consist of several part fiscal year. time positions. Employee Benefits: Benefits include social Fund: A fiscal and accounting unit with a security, retirement, group health, dental and self-balancing set of accounts in which cash life insurance, workers' compensation and and other financial resources, liabilities, disability insurance. equities and changes therein are recorded to carry on specific activities and/or objectives. Enterprise Funds: Governmental activities that can be operated most like a commercial Fund Balance: Amount left over after business are referred to as enterprise activities expenditures are subtracted from resources. and are accounted for in enterprise funds. Each fund begins and ends each fiscal year Tigard's enterprise activities include sewer, with a positive or negative fund balance. stormwater and water utilities. Expenditures are matched with revenue from service General Fund: The primary discretionary charges to ensure the program is self- fund of the city, which accounts for general- supporting. purpose revenues (such as property tax) and general-purpose operations. Expenditure: Actual payment made by city check or wire transfer for services or goods Generally Accepted Accounting Principles received or obligations extinguished. (GAAP): Uniform minimum standards and guidelines for financial accounting and Fees: General term used for any charge levied reporting. They govern the form and content by local government in connection with of the financial statements of an entity. providing a service, permitting an activity or imposing a fine or penalty. Major types of Intergovernmental Revenues: Revenue fees include building permits, business and from other governments, primarily Federal non-business taxes, fines and user charges. and State grants and State shared revenues, also payments from other local governments. APPENDIX- PAGE 441 GLOSSARY OF BUDGET RELATED TERMS Local Improvement District (LID): An Operating Budget: The portion of the LID is an entity formed by a group of budget that includes appropriations for direct property owners or the city to construct services to the public including wages and public improvements (such as streets, sewers, benefits, materials and services and capital storm drains, streetlights, etc.) to benefit outlay. Excluded from the operating budget properties. Costs of such improvements are are capital improvement projects, debt service then assessed among benefited properties. requirements, transfers, contingency and reserves. Measure 5: A constitutional limit on property tax rates passed by voters in the State of ODOT: the Oregon Department of Oregon in November 1990. Transportation. Measure 47: A Constitutional limit on Permanent Tax Rate: The dollar-per- individual property tax collections approved thousand figure used to calculate property tax by voters in November 1996. revenues. Under Measure 50, all tax bases in Oregon were converted to a permanent tax Measure 50: Passed by voters in May 1997, rate. This rate,when applied to assessed value this legislatively referred measure repealed of property within a jurisdiction, produces the Measure 47, and significantly reduced future property tax revenues used to support general property taxes. city operations. Tigard's Permanent Tax Rate is $2.5131 per $1,000. Metro: Metro is responsible for regional transportation and land use planning. It also Personal Services: Compensation to city manages the Oregon Zoo, the Oregon employees in the form of salaries, wages and Convention Center, the Portland Center for employee benefits. the Performing Arts, and the Exposition Center. Metro is also responsible for regional Program Budget: A budget wherein solid waste disposal. expenditures are based primarily on programs of work and secondarily on character, Modified Accrual Basis: The accrual basis classification, and performance. Programs of accounting adapted to the governmental within the City of Tigard's adopted budget fund-type measurement focus. Under it, include Community Services, Public Works, revenues and other financial resource Community Development, and Policy & increments (e.g., bond issue proceeds, Administration. property taxes and/or special assessments) are recognized when they become both Proposed Budget: City budget developed by measurable and available to finance the City Manager and submitted to the Budget expenditures of the current period. Committee for their deliberation. Object Classification: Indicates type of Proprietary Fund: In governmental expenditure being made, i.e., personal accounting, is a business-like fund of a state services, materials and services, capital outlay, or local government. etc. PAGE 442 - CITY OF TIGARD GLOSSARY OF BUDGET RELATED TERMS Reserved Fund Balance: Those portions of transportation systems and recovery of costs fund balance that are not appropriable for of administering the program. The city expenditure or that are legally segregated for a collects this fee inside its boundaries. specific future use. SDC: Abbreviation for systems development Town Center Development Agency: The charges. SDCs are paid by developers and Urban Renewal Agency approved by the builders to fund expansion of infrastructure voters in May, 2006. The TCDA is comprised necessary due to increased usage. Such of members of the City Council as its charges are collected for sewers, storm drains, governing body. streets,parks and schools. Urban Renewal District: In May of 2006, Special Assessment: A charge made against Tigard voters approved the formation of an certain properties to defray all or part of the Urban Renewal District encompassing the cost of a specific capital improvement or downtown and surrounding areas. With the service deemed to benefit primarily those formation of this district, future increases in properties. property tax revenues from property within the district, called tax increment, will provide Special Revenue Fund: A fund used to an important source of funding for a number account for the proceeds of specific revenue of needed capital projects. sources that are legally restricted to expenditure for specified purposes. Urban Service Area: The area of unincorporated Washington County within Tax Base: Oregon law used to allow cities the City of Tigard's area of interest, but within the State, with voter approval, to outside Tigard city limits. The city and the establish a dollar amount of property tax that county entered into an agreement in which may be levied on property within the city. the city provided development services to the Once established, a tax base was allowed to area.. Tigard collected all fees and charges increase by 6% each year without further from such development and used the funds to voter approval. All tax bases in the State were pay for the related costs of that service. In eliminated by Measure 50 and replaced with FY 2006-07, the city and county terminated permanent tax rates. the contract and the city no longer provides services to this area. Tax Increment Financing: Financing secured by the anticipated incremental WCCLS: Abbreviation for Washington increase in tax revenues, resulting from the County Cooperative Library Services. All redevelopment of an area. libraries within Washington County are partially funded through a county-wide serial TIF: Abbreviation for Traffic Impact Fee. levy. Funds are distributed twice each fiscal These are revenues from a County-instituted year in accordance with a formula that takes fee on development. It was approved by into account circulation, open hours, and voters in 1989. Funds are used for highway collection development. and transit capital improvements, which provide additional capacity to major APPENDIX- PAGE 443 ADVISORY COMMITTEES The committee is established by Oregon Local Budget Law. The committee consists of the four elected council members, the Mayor and five members from the community appointed by the City Council for three year terms. The committee is responsible for deliberating on the proposed budg- et submitted by the City Manager and for sending the approved budget to the City Council for adoption. The committee must also approve tax levies. They meet approximately six times throughout the year, with the majority of those in late April/May to review and approve the pro- posed budget. Budget Committee The committee is established by Oregon Local Budget Law. The committee consists of the four elected council members, the Mayor and five members from the community appointed by the City Council for three year terms. The committee is responsible for deliberating on the proposed budg- et submitted by the City Manager and for sending the approved budget to the City Council for adoption. The committee must also approve tax levies. They meet approximately six times throughout the year, with the majority of those in late April/May to review and approve the pro- posed budget. Members John Anderson, Councilor Heidi Lueb, Councilor Chris Bence Kris Mitchell, Alternate Timothy Cadman Liz Newton, Councilor Siobhan Chandler Jason Snider, Mayor John Goodhouse, Councilor Leah Voit, Chair Jim Knowlton Committee for Community Engagement The committee is charged with oversight of the program design for citywide community engage- ment activities.. This committee meets the 3rd Wednesday of every other month. Members Liz Aberg Christine Rehse Basil Christopher Connie Ramaekers Bhushan Gupta Lauren Rowles Dacia Grayber Taylor Sarmon David Hanna, Chair Dolly Specht Shoshona Pilip-Florea Norma Trujillo Marissa Rainey PAGE 444 - CITY OF TIGARD ADVISORY COMMITTEES Tigard Development Advisory Committee This is an all-volunteer committee of development-related professionals gathered to advise Tigard staff about policies, regulations, and procedures that impact development in Tigard. Our intention is to further foster our constructive relationship with the commercial, industrial, and institutional real estate development community. The TDAC will work with the Community Development De- partment and Engineering Division of Public Works. Members Isaac Barrow Brian Feeney Nina Carlson Ezra Hammer David DeHarpport Brenda Hartzog Mimi Doukas Melissa Rogers Library Board The board consists of seven citizen members appointed by the City Council to serve four year terms. The board advises the City Manager and City Council on matters related to library opera- tions. They meet the 2nd Thursday of the month. Members Christopher Allen Jim Ivler Helen Allen Kate Ristau Mary Bogert Suzanne Sikora Shirley Edwards Gail Stephens Katie Harris, Chair Park and Recreation Advisory Board The board consists of seven voting members, two ex-officio members, and one Youth Advisory Council representative. One ex-officio member represents the Tigard Planning Commission and one represents the Tigard-Tualatin School District 23-J. The board advises the City Council on matters pertaining to the creation, operation, and maintenance of recreation facilities under the jurisdiction of the city. The committee meets the 2nd Monday of the month. Members Claudia Ciobanu Tristin Irvin Darlene Dick Heidi Lueb, Councilor Sean Ernes Natalie Newgard Wayne Gross, Chair Ellen Seminara Ben Holmes Scott Winkels APPENDIX- PAGE 445 ADVISORY COMMITTEES Plannina Commission The commission consists of nine citizen members, appointed by the City Council to serve four year terms. The commission's responsibilities include assisting the City Council to develop, maintain, update and implement the City Comprehensive Plan; to formulate the City Community Investment Program; and to review and take action on development projects and Development Code provi- sions delegated to the commission. They meet the 1st and 3rd Monday of the month. Members Melanie Brook Alexandria Quinones Darlene Dick John Roberts Yi-Kang Hu, President Craig Shuck Nathan Jackson Keshavan (K7) Tiruvallur Ahsha Miranda Jamie Watson Cole Whitehurst Public Safety Advisory Board The City Council empaneled the Public Safety Advisory Board (PSAB) to review public safety prac- tices on 9/1/20. The heart of their work began in January 2021 and will take a similar approach to examining other city operations when the work of the PSAB concludes. The board will be one component of the city's Anti-Racism Action Plan. Council selected community reps at the 10/27/20 meeting for a 12-18 month term. Members Jimmy Brown, Chair Abdi Mohamoud Emilio Calderon Jeff Mott John Gerhard IV Danny Rauda Thurman Lee Landers Valarie Sasaki Patty Lofgren John Trinh Justin Low Tigard Transportation Advisory Committee (TTAC) Created in 2009, the TTAC is advisory to City Council and staff on transportation matters. The com- mittee provides a venue for citizen involvement in transportation decisions. This committee meets the 1st Wednesday of the month. Members Carine Arendes Michael Hendrickson George Brandt Richard Keast David Burke Serge Killingsworth Alan Eckert Holly Koontz Carl Fisher Lonnie Martinez Ruth Harsh field, Chair Sarah Serata Lindsey Wise PAGE 446 - CITY OF TIGARD ADVISORY COMMITTEES Tigard Youth Advisory Council This is a student volunteer group whose mission is to empower, improve and connect the Ivies of Tigard youth. They meet every other Monday of the month. Members Sarah Berg Caleb Gerhard Marquesa Calderon Natalia Jacquez Molly Fast Quindlan Kelleher Taelata Fusitua Aadil Mohamed London Gambill Neha Myneni Kalina Gee Ava Wittman Town Center Advisory Commission This committee's role is defined in the City Charter and is to assist the Urban Renewal Commission in developing and carrying out an Urban Renewal Plan. They meet the 2nd Wednesday of the month. Members Chris Cach Tim Myshak Scott Hancock Kate Roger Renette Hier Ryan Ruggiero, Chair Adrian Hinckley Elise Shearer Hemendra Mathur Chris Sjolin Tom Murphy Justin Watson Derrick Wright Water Advisory Board This board was established to continue working with Durham and Tigard Water District as good stewards of a fully integrated water supply system, so that all current and future water system users in the Tigard Water Service Area receive a high-quality, economical water supply. Members Ken Henschel Kate Mohr Keith Jehnke, Chair Neha Neelwarne Heidi Lueb, Councilor Marie Walkiewicz APPENDIX- PAGE 447 STAFFING SUMMARY 2019 2020 2021 -- -2022--- - Actual Actual Revised Proposed Approved Adopted Community Development Communi y Development Building 14.10 14.10 1535 1635 16.35 16.35 Community Development Planning 15.65 16.65 16.65 17.65 17.65 17.65 Economic Development 2.00 3.00 300 3.00 3.00 100 Dept Total-Community Development 31.75 33.75 35.00 37.00 37.00 37.00 Program Total-Community Development 3175 33.75 35.00 37.00 37.00 37.00 Community Services Libra!y Circulation 1540 15_40 15 40 15.30 1530 15.30 Library Administration 3.60 3.60 3.60 2130 2.80 2.80 Reader Services 13.80 1420 14.20 15.10 15.10 1510 Technical Services 600 6.00 6.00 6.00 6.00 6.00 Dept Total-Library 38.80 3920 39.20 39.20 39.20 3920 Police Police Administration 5.00 5.00 500 5.00 5.00 5.00 Police Operations 55.00 55.00 61.00 61.00 61.00 6L00 Support Services 25.50 25.00 28.00 28.00 28.00 28.00 Dept Total-Police 85.50 85.00 94.00 94.00 94.00 94.00 Program Total-Community Services 124.30 12420 133.20 133.20 133.20 13320 Policy and Administration Central Services City Recorder/Records 3.85 325 3.25 3_25 325 3.25 Communications 4.75 5.35 5.60 5.60 5.60 5.60 Fleet Maintenance 2.60 2.60 2.75 2.75 2.75 2.75 Municipal Court 6.50 650 9.90 990 990 9.90 Property Management 6.65 6.65 6_50 7.50 7.50 7.50 Dept Total-Central Services 2+35 24.35 2800 2900 29.00 29.00 City Attorney City Attomey 1.10 1.10 1.10 1.20 1.10 1.10 Dept Total-City Attorney 1.10 1.10 1.10 1.10 1.10 1.10 City Management City Manager's Office 390 390 4.90 490 4.90 4.90 Human Resources 414 450 5.00 5.00 5.00 5.00 Risk Management 2.06 2.10 2.30 2.10 2.10 210 Dept Total-City Management 10.10 10.50 12.20 12.00 12.00 12.00 PAGE 448 - CITY OF TIGARD STAFFING SUMMARY 2019 2020 2021 -2022 ActualActual Revised Proposed Approved Adopted Finance 66.Information Semites Contracts and Purchasing 2.40 2.50 250 3.00 3.00 300 Finance&Info.Services Admin. 3.00 4.00 4.00 4.00 4.00 4.00 Financial Operations 4.80 4.80 180 5.80 5.80 5.80 Information Technology 10.00 12.00 16.00 13.00 18.00 18.00 Utility Billing 7.80 7.70 7.70 7_20 720 720 Dept Total-Finance&Information Services 281;0 31.00 36 00 3300 38.00 38.00 Mayor and Council Mayor and Council 0.00 0.00 0.00 0.00 0.00 000 Dept Total-Mayor and Council 0.00 0.00 0.00 000 0.00 0.00 Program Total-Policy and Administration 63.55 6695 77.30 80.10 80.10 80.10 Public Works Public lVarkr Green Team 0.00 4.00 430 4.30 4.30 430 Parks and Grounds 0.00 0.00 0.00 0.00 0.00 0.00 Parks Maintenance 10.50 1250 15.30 1540 15.40 15.40 Public Works Administration 8.00 9.95 8.95 10.00 10.00 10.00 PW Engineering 19.00 21.00 23.00 22.00 22.00 22.00 Recreation 235 235 2.45 2.65 2.65 2.65 Sanitary Sewer 6.75 5.50 150 5.60 5.60 5.60 Storrnwater 9.75 5.75 5.50 5.60 5.60 5.60 Street Maintenance 8.50 6.25 730 7.00 7.00 7.00 Water 13.50 14.05 14.05 13.80 13.80 1180 Dept Total-Public Works 78.35 8335 86.35 86.35 86.35 8635 Program Total-Public Works 78.35 83.35 86.35 86.35 86.35 8635 Total All Programs 29795 308.25 331.85 336.65 336.65 336.65 APPENDIX- PAGE 449 MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE (FY 2021 -2022) 'Range# Minimum Maximum! MA Monthly $2,446.98727 $3,199.44761 M3 Recreation Aide Hourly $14.11723 $18.45835 Annually $29,363.84726 $38,393.37128 Pay Period $1,129.37874 $1,476.66813 MB l Monthly $2,570.86600 $3,361.41964 M3 Senior Recreation Aide Hourly $14.83192 $19.39281 Annually $30,850.39203 $40,337.03570 Pay Period $1,186.55354 $1,551.42445 M7 Monthly $3,210.65935 $4,197.95252 M3 Admininistrative Specialist I Hourly $18.52303 $24.21896 Annually $38,527.91221 $50,375.43020 Pay Period $1,481.84278 $1,937.51655 M8 Monthly $3,290.92583 $3,620.01842 M3 Seasonal Utility Worker Hourly $18.98611 $20.88472 Annually $39,491.11002 $43,440.22102 Pay Period $1,518.88885 $1,670.77773 M13 Monthly $3,723.38052 $4,868.33790 M3 Administrative Specialist II Hourly $21.48104 $28.08656 Annually $44,680.56621 $58,420.05485 Pay Period $1,718.48332 $2,246.92519 M18 l Monthly $4,212.66330 $5,508.07749 M3 Human Resources Assistant Hourly $24.30383 $31.77737 Annually $50,551.95957 $66,096.92985 Pay Period $1,944.30614 $2,542.18961 M19 Monthly $4,317.97988 $5,645.77942 M3 Confidential Executive Assistant Hourly $24.91142 $32.57180 Annually $51,815.75856 $67,749.35310 Pay Period $1,992.91379 $2,605.74435 PAGE 450 - CITY OF TIGARD MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE (FY 2021 -2022) 'Range# Minimum Maximum' M20 l Monthly $4,425.92938 $5,786.92391 M3 Deputy City Recorder Hourly $25.53421 $33.38610 M3 Payroll Specialist Annually $53,111.15252 $69,443.08692 Pay Period $2,042.73664 $2,670.88796 M21 l Monthly $4,536.57761 $5,931.59701 M3 Library Volunteer Coordinator Hourly $26.17256 $34.22075 Annually $54,438.93133 $71,179.16410 Pay Period $2,093.80505 $2,737.66016 M22 Monthly $4,649.99205 $6,079.88693 M3 Human Resources Specialist Hourly $26.82688 $35.07627 M3 Risk Management Technician* Annually $55,799.90462 $72,958.64320 M3 Assistant Planner Pay Period $2,146.15018 $2,806.10166 M23 Monthly $4,766.24185 $6,231.88411 M3 Confidential Office Manager Hourly $27.49755 $35.95318 M3 Digital Communications Coordinator Annually $57,194.90223 $74,782.60928 M3 Executive Assistant to the City Manager Pay Period $2,199.80393 $2,876.25420 M3 Payroll Administrator M.3 Program Coordinator M25 Monthly $5,007.53285 $6,547.37324 M3 Accountant Hourly $28.88961 $37.77331 M3 Computer Support Technician Annually $60,090.39416 $78,568.47887 M3 Emergency Services Coordinator Pay Period $2,311.16901 $3,021.86457 M3 Program Development Specialist M3 Recreation Coordinator M3 Web Services Coordinator M27 Monthly $5,261.03920 $6,878.83401 M3 Library Support Services Supervisor Hourly $30.35215 $39.68558 Annually $63,132.47036 $82,546.00812 Pay Period $2,428.17194 $3,174.84647 APPENDIX- PAGE 451 MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE (FY 2021-2022) 'Range# Minimum Maximum' M28 Monthly $5,392.56518 $7,050.80486 M3 Associate Planner Hourly $31.11095 $40.67772 Annually $64,710.78212 $84,609.65832 Pay Period $2,488.87624 $3,254.21763 M29 Monthly $5,527.37931 $7,227.07498 M3 Building Division Services Supervisor Hourly $31.88873 $41.69466 M2 Court Operations Supervisor Annually $66,328.55168 $86,724.89978 M3 Library Services Supervisor Pay Period $2,551.09814 $3,335.57307 M3 Police Records Supervisor M3 Public Information Officer-Police M3 Senior Accountant M2 Utility Billing Supervisor M30 Monthly $5,665.56379 $7,407.75186 M3 Crime Analyst Hourly $32.68594 $42.73703 M3 Human Resources Analyst* Annually $67,986.76547 $88,893.02227 M3 Management Analyst Pay Period $2,614.87559 $3,418.96240 M32 Monthly $5,952.38296 $7,782.76929 M2 City Recorder Hourly $34.34067 $44.90059 M2 Facilities Services Supervisor Annually $71,428.59547 $93,393.23153 M2 Public Works Supervisor Pay Period $2,747.25367 $3,592.04737 M33 Monthly $6,101.19253 $7,977.33853 M2 Project Manager Hourly $35.19919 $46.02311 Annually $73,214.31036 $95,728.06231 Pay Period $2,815.93501 $3,681.84855 M34 Monthly $6,253.72234 $8,176.77199 M2 Human Resources Business Partner Hourly $36.07917 $47.17368 M2 Senior Management Analyst Annually $75,044.66811 $98,121.26387 M3 Senior Planner Pay Period $2,886.33339 $3,773.89476 PAGE 452 - CITY OF TIGARD MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE (FY 2021 -2022) 'Range# Minimum Maximum' M35 I Monthly $6,410.06540 $8,381.19129 M3 Database Administrator Hourly $36.98115 $48.35303 M3 GIS Program Administrator I Annually $76,920.78482 $100,574.29547 M3 IT Project Manager-Business Analyst I Pay Period $2,958.49172 $3,868.24213 M3 Network Administrator M3 Senior Transportation Planner M3 Systems Administrator M36 Monthly $6,570.31704 $8,590.72107 M2 Inspection Supervisor Hourly $37.90568 $49.56185 M2 Principal Management Analyst ' Annually $78,843.80444 $103,088.65286 M2 Senior Human Resources Business Partner Pay Period $3,032.45402 $3,964.94819 M37 Monthly $6,734.57496 $8,805.48910 M.2 Principal Planner* Hourly $38.85332 $50.80090 M2 Senior Project Engineer Annually $80,814.89955 $105,665.86918 ' Pay Period $3,108.26537 $4,064.07189 M38 Monthly $6,902.93934 $9,025.62633 M2 Business Manager Hourly $39.82465 $52.07092 M2 Risk Manager Annually $82,835.27204 $108,307.51591 ' Pay Period $3,185.97200 $4,165.67369 M39 Monthly $7,075.51282 $9,251.26698 M2 Assistant to the City Manager Hourly $40.82027 $53.37269 M2 Communications Manager Annually $84,906.15384 $111,015.20380 M2 Fleet Facilities Operations Manager I Pay Period $3,265.62130 $4,269.81553 M2 Library Division Manager M2 Parks,Recreation,&Green Infrastructure Manager M3 Police Sergeant M2 Redevelopment Project Manager M2 Senior Database Administrator M2 Senior Network Administrator M2 Senior Systems Administrator APPENDIX- PAGE 453 MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE (FY 2021 -2022) Range# Minimum Maximum! M40 Monthly $7,252A0064 $9,48254866 M2 Economic Development Manager Hourly $41.84077 $54.70701 M2 Planning Manager Annually $87,028.80768 $113,790.58390 M2 Principal Engineer Pay Period $3,347.26183 $4,376.56092 M42 Monthly $7,619.55342 $9,96160268 M2 Assistant City Engineer Hourly $43.95896 $57.47655 M2 Building Official Annually $91,434.64107 $119,55123221 M2 PW Utility Operations Manager Pay Period $3,516.71696 $4,598.12432 M44 Monthly $8,005.29331 $10,466.95944 M2 Police Lieutenant Hourly $46.18438 $60.38630 Annually $96,063.51978 $125,603.51334 Pay Period $3,694.75076 $4,830.90436 M46 Monthly $8,410.56129 $10,996.84927 M2 Assistant Community Development Director Hourly $48.52247 $63.44336 M2 Assistant Finance Director Annually $100,926.73547 $131,962.19120 M2 Assistant Public Works Director Pay Period $3,881.79752 $5,075.46889 M2 City Engineer M2 Information Technology Manager M48 Monthly $8,836.34595 $11,553.56476 M2 Police Commander Hourly $50.97892 $66.65518 Annually $106,036.15145 $138,642.77713 Pay Period $4,078.31352 $5,332.41451 M50 Monthly $9,283.68597 $12,138A6398 M1 Central Services Director Hourly $53.55973 $70.02960 M1 Director of Community Development Annually $111,404.23162 $145,661.56772 M1 Director of Library Services Pay Period $4,284.77814 $5,602.36799 M1 Financial and Information Services Director M1 Human Resources Director M1 Public Works Director PAGE 454 - CITY OF TIGARD TIGARD POLICE OFFICERS Assoc. SALARY SCHEDULE (FY 2021-2022) Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 P6 I Monthly $3,820 $4,011 $4,210 $4,420 54,641 54,874 Police Records Specialist Hourly $22.04 $2114 $24.29 525.50 526.78 528.12 I Annually $45,836 548,136 $50,521 $53,045 555,696 $58,487 I Pay Period $1,762.92 51,851.39 51,943.10 52,040.20 $2,142.15 $2,249.50 P8 I Monthly $4,313 $4,421 $4,641 $4,873 55,118 55,374 Police Services Admin Spec Hourly $24.88 $25.50 $26.78 $28.12 529.52 531.00 I Annually 551,753 553,047 $55,697 $58,481 I $61,411 $64,482 I Pay Period $1,990.49 52,040.25 52,142.21 52,249.26 $2,361.98 $2,480.08 P10 I Monthly $4,216 $4,425 $4,646 $4,881 55,124 55,381 Property Evidence Specialist Hourly $24.32 $25.53 $26.80 $28.16 529.56 531.05 Youth Services Program Spec I Annually 550,591 553,101 555,752 $58,571 $61,489 $64,574 I Pay Period $1,945.79 52,042.36 52,144.31 $2,252.74 52,364.95 52,483.63 Pll I Monthly S4,320 $4,536 $4,763 $5,001 55,251 55,514 Community Service Officer Hourly 524.92 526.17 $27.48 $28.85 530.30 531.81 I Annually 551,839 554,434 S57,155 $60,016 563,017 566,173 I Pay Period $1,993.81 S2,093.60 S2,198.26 52,308.30 $2,423.75 $2,545.12 P19 I Monthly $5,663 $5,804 $6,094 $6,399 56,719 57,055 Police Officer I Hourly $32.67 $33.49 $35.16 $36.92 538.77 $40.70 I Annually 567,953 569,652 573,130 $76,791 $80,634 584,665 I Pay Period $2,613.57 52,678.91 52,812.69 $2,953.49 $3,101.30 $3,256.36 APPENDIX- PAGE 455 OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE (FY 2021-2022) Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 512 Monthly 52,429.00 $2,550.00 52,678.00 $2,812.00 52,95300 $3,101.00 53,256.00 Library Aide Hourly 51401 $14.71 $15.45 516.22 $17.04 $17.89 $18.78 I Annually 529,148.00 530,600.00 532,136.00 $33,744.00 $35,436.00 $37,212.00 539,072.00 I Pa71e50,d $1,121.08 01,176.92 51,236.00 $1,297.85 81,362.92 $1,431.23 51,502.77 S22 Monthly $3,109.00 $3,264.00 $3,427.00 $3,598.00 $3,778.00 $3,967.00 $4,165.00 Accenting Assistant I Hourly 517.94 51883 519.77 52076 52180 52289 524.03 Administrative Specialist I I Annually 537,308.00 539,168.00 541,124.00 543,176.00 $45,336.00 $47,604.00 549,980.00 Court Clerk I Pay Period 51,434.92 51,506.4 51,581.69 51,660.62 51,743.69 51,830.92 51,922.31 S24 Monthly 53267.00 $3,430.00 $3,602.08 33,782.00 $3,971.00 $4,170.00 54,379.00 Reprographics Specialist Hourly 518.83 519.79 $20.78 521.82 52291 524.06 $2526 I Annually 53920400 541,16000 $4322400 $45,38400 547,65200 050,04000 $52,54800 I Pay Period 51,507.85 51,583.08 $1,662.4 1 51,7453 1 81,83277 $1,924.62 $2,021.08 525 Monthly 53,34800 53,51500 $3,69100 33,87600 54,07000 $427400 54,48810 Library Assistant Hourly 51932 $2028 $2129 $2236 $2348 52466 525.89 I Annually 540,17600 542,18000 54429200 546,61200 548,84000 $5128800 553,85600 I Pay Period 51,54523 51,62231 51,7035 1 5178892 51,8784 1 $197262 52,07138 526 Monthly 53,43200 53,60400 53,78400 53,97300 54,17200 $4,381.00 54,60000 Records Technician Hourly 519.80 52079 521.83 52292 52407 52528 52654 I Annually 541,18400 54324800 545,49800 047,67600 550,06400 $52,57200 555,20000 I Pay Period 51,58400 51,66338 51,74646 5183169 51,925_54 $2,02200 52,123 08 527 Monthly 53,51800 $3,69400 53,87900 $4,07300 54,277.00 $4,49100 54,71600 Utility Worker I Hourly 52030 $21.31 52238 $23.50 $24.68 525.91 $27.21 I Annually 542,21600 544,32800 146,54800 34887600 551,32400 55389200 556,59200 I Par Period 51,623.69 51,704.92 51,790.31 51,879.85 $1,974.00 $2,072.77 52,176.62 520 Mthly 53,60900 53,78900 53,97800 $4,17700 54,386.00 $4,60500 54,83500 Administrative Specialist II Hourly 520.82 $21.86 522.95 524.10 525.30 526.57 527.89 Court Clerk II I Annually 543,308.00 $45,468.00 547,736.00 $50,124.00 $52,632.00 $55,260.00 $58,020.00 I Pay Period $1,665.69 51,748.77 $1,836.00 51,927.8�� $2,024.31 52,125.38 52,231.54 S29 Man 53,697.00 $3,882.00 54,076.00 $4 80.00 34,494.00 $4,719.00 $4,955_00 Monthly 2 Accosting Assistant II Hourly 52133 52240 52.3 52 52469 52593 $2723 $2859 Customer Service Field Worker I Annually 544,364. $46,584.00 548,912. 551,360.00 553,928.00 $56,628.00 $59,460.00 Pewit Technician Assistant I Pay Period 51,706.311 $1,791.69 51,881.2▪31 51,975381 52,074.15 $2,178.00 $2,286.92 Senior Library Assistant S30 Monthly $3,790.00 $3,980.00 54,179.00 54,388.00 54,607.00 $4,837.00 $5,079.00 Senior Court Clerk Hourly $2187 52296 524.11 $2532 126.58 $2791 529 30 I Annually 545,480. 1 547,760.000 530,148.▪ 1 $52,656.00 $55,284.00 $58,044.00 560,948.00 I Pay Period 51,749.23 51,836.92 51,928.77 $2,025.23 $2,12631 $2,232.46 $2,344.15 531 Monthly 53,884.00 $4,078.00 54,282.00 $4,496.00 $4,721.00 $4,957.00 55,20500 Engineering Technician I Hourly 522.41 523.53 524.70 525.94 527.24 $28.60 $30.03 Fleet Maintenance Technician I Annually 546,608_ S48,936 00 551,384 I 55395200 556,65200 $59,48400 562,46000 Utility Worker II I Py Period 51,79/621 51,88215 51,97631 52,075081 52,17892 $228785 52,40231 532 Monthly $3,98000 54,17900 $4,38800 54,60700 $4,837.00 55,07900 $5,333.00 Building Maintenance Technician II Hourly 522.96 $24.11 52532 $2658 $27.91 $2930 530.77 Program Specialist I Annually 547,760. $50,148.00 552,656. 555,284.00 558,044.00 $60,948.00 563,996.00 Senior Administrative Specialist I Py Period 51,836.921 $1,928.77 52,025.231 52,126.31 52,232.4 1 $2,344.1 1 $2,461.38 533 MmY 54,09000 54,28400 54,49300 $4,72300 54,959.00 55 0700 55,467.00 Senior Accounting Assistant Hourly523.54 $24.72 525.95 527.25 $28.61 $30.04 531.54 Senior Customer Service Field Worker 1 Annually 548,960.00 $51,408.00 553,976.00 $56,676.00 $59,508.00 $62,484.00 $65,604.00 Water Utility Tech I I Pay Pelican' 51,883.08 $1,97723 52,07600 $2,1798 1 52,26377 $240323 52,523.23 S34 Monthly $4,161.00 $4,390.00 $4,610.00 $4,841.00 55,083.00 $5,337.00 55,60400 Engineering Assistant* Hourly $2412 $2533 52660 $2793 $2933 $3079 $3233 I Annually 5 0,17200 $0,690-00 556,32000 $&09200 560,99600 $64,04400 567,24800 I Pay Period $1,929.69 52,026.15 $2,127.69 52,23431 52,346.00 $2,463.23 $2,586.46 535 Mthly 5428700 54,50100 54,72600 54,96200 55,21000 55,47100 55,745.00 CMMS Specialist Hourly 524.73 525.97 $27.27 $28.63 S30.06 53156 533.14 Mechanic* I Annually 551,444_ 554,01200 556,712 559,54400 562,52000 565,65100 568,94000 Pewit Technician 1 Pay Began' 51,978_621 52,077381 52,18123 32290.15 $2,404.62 57,525081 5265154 Records Management Specialist Purchasing Specialist 536 Monthly I 54,395.001 54,615.001 54,846.001 $5,088.001 55,342.001 55,609.00 55,889.00 PAGE 456 - CITY OF TIGARD OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE (FY 2021 -2022) Range# Step 1 Step 2 Step 3 Step 4 Step 5 Steps Step 7 GIS Technician II 1 Holy $2536 526_61 $27.96 $2935 $30821 $32 36 $33_98 1 Annually $52,740.00 555,380.0 $58,15200 $6105600 $64,104_00 $67,30800 $70,66800 1 Pay Period 52,028.46 52,130.0 52,236.62 $2,348.31 52,4655 1 $2,588.77 52718.00 537 Monthly $4,503.00 54,728.00 $4,964.00 $5,212.00 $5,47300 55,747.00 $6,034.00 Building Inspector I Hourly 525.98 527.28 528.64 $30.07 $31.58 $33.16 $3481 Cade Compliance Officer 1 Annually $54,03600 556,73600 $59,56600 $62,644.00 $65,67600 $68,96400 $72,408.00 Engineering Technician II 1 Pay Period $2,078.31 $2,182.1 $2,291.08 $2,405.5 1 $2,52600 $2,652.44 $2,784.92 Librarian Sr Building Maintenance Technician Senior Utility Worker Water Utility Tech 11 539 Monthly $4,730.00 $4,967.00 $5,215.00 $5,476.00 55,75000 $6,038.00 56,340.00 Senior Permit Technician Hourly 52729 $28.66 530.09 $31.59 $33.17 $34.83 536.58 Senior Water Utility Technician 1 Annually $56,760.00 $59,604.00 $62,580.00 $65,712.00 $69,000.00 $72,456.00 $76,080.00 1 Pay Period 52,183.08 $2,292.4 $2,406.92 $2,527.38 $2,653.83 $2,786.77 52,926.15 549 Monthly 54,850.00 $5,093.00 $5,348.00 $5,615.00 $5,89600 $6,191.00 56,501.00 Graphic Designer Hourly $27_98 $2958 530.85 53239 534_02 $3572 53751 Information Technology Specialist 1 Annually 558,200.00 $61,116.00 $64,176.00 $67,380.01 570,752.00 $74,292.00 578,012.00 1 Pay Period 52,238441 $2,35062 52,468.31 $2,5915 1 52,72123 $2,85738 53,000.46 541 Monthly 454,971.00 55,220.00 $5,481.00 55,755.00 56,04300 $6,345.00 56,662.00 Livability Compliance Specialist a Hourly $28_68 $30.12 $31_62 $3320 534.86 $36_61 538.43 Senior Engineering Technician 1 Annually $59,65200 $62640.00 $65,77200 $6906000 $72,51600 $76,14000 579,944.00 Senior Librarian 1 Pay Period $2,29431 $2,40923 $2,529.69 52656.15 52,789.08 $2,92846 53,074.77 542 Monthly $5,094.00 $5,349.00 $5,616.00 55,897.00 56,192 CO 56,502.00 56,827.00 Plans Examiner Hourly 52939 530_86 532.40 $3402 535 72 537.51 53939 Senior Graphic Designer 1 Annually $61,128.00 $64,18800 567,39200 $70,76400 $74,30400 58,02400 $81,92400 1 Py Period 52,35708 $2,46877 52,59200 $2,721.69 52,857 85 53,000.92 53,150 92 543 Monthly $5,22400 $5,42500 $5,75900 $6,047.00 56,34900 56,66600 56,999.00 Building Inspector IT Holy 530.14 $31.64 533.23 $34.89 $36.63 S38.46 540.35 1 Annually 562,688.00 565,820.00 569,10800 572,56400 $76,188.00 S79,99200 583,98800 1 Pay Period 52,41108 52,53154 52,63800 52,79092 52,93031 5307662 53,23031 544 Monthly $5,35300 $562100 55,902.00 $6,19700 56,50700 $6,83200 57,17400 Environmental Program Coordinator Holy $30.88 $32_43 534.05 $3575 $3754 $39_42 54139 GISPmgrammer Analyst 1 Annually 564,236.00 $67,452.00 57.0,824.00 $74,364.00 $78,084.00 $81,984.00 $86,088.00 Project Coordinator 1 Pay Period 52,470.62 $2,59431 52,72400 $2860.1 $3,003_23 $3,15323 $3,311.08 545 Monthly $5,48900 $5,76300 $6,05100 $635400 $6,67200 $7,00600 57,35600 Engineering Construction Inspector a Holy 531.67 533.25 534.91 $36.66 $38.49 540.42 542.44 1 Annually 565,868.00 569,156.01 572,612.00 576,248.00 $80,064.00 $84,072.00 $88,272.00 1 Pay Period 52,53338 52,6598'I 52,792.77 52,93262 53,07938 53,2335 1 $3,39508 546 Monthly $5,624.00 $5,905.00 56,200.00 $6,510.00 $6,836.00 $7,178.00 $7,537.00 Holy 532 45 534_07 535_77 53756 $39.44 $4141 S43_48 1 Annually 567,48800 570,860.00 574,400.01 $78,120.00 $82,032.06 $86,136.00 $90,44400 1 Py Period 52,595.69 52,72538 52,8615 1 $3,004.62 $3,155.08 $3,312.92 $3,478.62 547 Monthly $5,76400 $6,05200 $6,35500 $6,67300 $7,00700 $7,35700 $7,72500 Senior Building Inspector Hourly 533.23 $34.92 536.66 $38.50 $40.43 $42.44 544.57 Senior Plans Examiner 1 Annually 569,168.00 $7262400 $7636000 $8007600 $84,08400 $88,28400 592,70000 Senior GIS Programmer Analyst 1 Pay Period $2,660.31 $2,793.23 $2,93308 $3,079.85 $3,234.00 $3,395.54 $3,565.38 549 Monthly $5,907.00 $6,202.00 $6,512.00 $6,838.00 57,180.00 $7,539.00 $7,916.00 Sr Environmental Program Coordinator Hourly $3408 $35.78 537.57 $39.45 $41.42 543.49 545.67 1 Annually 970,88400 $74,42400 578,14400 $8205600 $86,160.00 $90,46801 $94,99200 1 Pay Period $2,726.31 $2,862.44 53,0055 1 $3,156.00 $3,313.85 $3,479.5 1 $3,653.54 APPENDIX- PAGE 457 .i • - . ..+ am:. i . -- - 5 - ,i, .. . effigit--- r . . . -, '... I i / I ...N..,w ,� . 4forrippic • • r.Y_�. , r • :f. r. r ,# 'y .• t a Dirksen Nature Park is 48 acres and is the second largest park in Tigard. It offers a mix of mature forest, wetlands, and open space. City of Tigard I ADOPTED BUDGET I FY 2021-2022 PAGE 458 - CITY OF TIGARD