Performance Audit Review - Technical Appenices PERFORMANCE AUDIT REVIEW —
TECHNICAL APPENICES
TIGARD , OREGON
matrix at
consulting group
Table of Contents
1 . Profile 1
2. Best Management Practices Assessment 49
.........................
3. Employee Survey Summary 96
......................................
4. Community Survey Summary 106
Performance Audit—Technical Appendices TIGARD, OREGON
1 Profile
This document provides a summary profile of the City of Tigard. The purpose of this
profile is to document the project team's understanding of the current organization,
staffing allocation, technology, a workload (where data is available) within the
organization.
The data contained in this profile was developed based on the work conducted by the
project team, including:
• Interviews conducted with department staff.
• Collection and review of documentation regarding the organization including
budgets, job descriptions, and workload data.
The document is not intended to include every organizational and operational facet of the
department, but rather to provide an overview and to serve as the "base line" or "status
quo". This will serve as a starting point for the master planning against which any
recommendations made at the conclusion of the study can be compared to demonstrate
the change in roles, staffing, technology, or operational practice.
The document includes a summary of the department's operating budget and capital
improvement plan, organizational structure, staff roles and responsibilities, technology
utilization, workload, and operational processes.
The following organizational chart shows the reporting structure for the City of Tigard
overall.
The following chapters provide greater detail on each department.
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1 CITY MANAGEMENT
1. INTRODUCTION
The City Management function consists of three major functions: City Manager's Office,
Human Resources and Central Services. Central Services is covered in the next chapter.
The City Manager's Office is responsible for overall management of the City of Tigard
including Council support, organizational leadership and operational support and general
policy and procedure development and administration governing all City operations. This
office is responsible for implementation of the City's Strategic Plan, coordination of the
City's legislative agenda, and communicates City Council's direction to the executive staff
and employees.
The Human Resources function is responsible for the administration and oversight of all
City human resources programs to the City organization. Programs and services
provided include: recruitment, selection and testing, benefits administration, risk
management, safety programs, labor negotiations, personnel policy administration,
employee relations, job classification and salary administration, employee recognition,
investigations, training, organization development and performance management,
workforce planning, equal opportunity, and wellness,
2. OPERATING BUDGET
The table below summarizes the operating budget for each unit of City Management for
the past three years:
Division FY 17 Actual FY 18 Revised FY 19 Adopted
City Manager's Office $800,079 $1,139,382 $743,974
Human Resources $614,513 $677,408 $683,573
Risk Management $699,369 $818,961 $812,896
Total $2,113,961 $2,635,751 $2,240,443
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3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows an overview of the organizational chart for the
City Management function:
City .._
Human
..-
'� •
Partner- Manager Analyst irector
Assistant City Sr. Bu siness Sr. Manager
ManagementExecutive Asst to Risk/
— City Manager —
Analyst
HR - Risk
Analyst" Assistant
4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
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Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
City Manager's Office
City Manager 1.0 1.0 Responsible for overall City
Assistant City Manager 1.0 1.0 leadership and operations.
Executive Assistant 1.0 1.0 Communicate City Council
Sr. Management Analyst 1.0 0.0 direction on policies, laws and
directives to executive staff.
• Represents City to the public.
• Coordinates the City's legislative
agenda.
• Oversees implementation of
Tigard's strategic plan.
Human Resources
HR Director 1.0 1.0 Responsible for handling all
Sr. HR Analyst 2.0 2.0 recruitment and selection functions
HR Technician 1.0 1.0 for the City.
• Oversees all employee relations
functions including performance
evaluation program, discipline,
grievances, and investigations.
• Participates in labor negotiations
and contract administration.
• Interprets and applies relevant
rules, statutes, ordinances, and
case law when presiding over a
court action
• Responsible for imposing a
sentence commensurate to an
offense
Risk/Benefits Manager 1.0 1.0 Oversee all risk management and
Management Analyst 1.0 1.0 safety programs for the City.
• Develops and administers program
designed to minimize liability losses
for the City.
• Oversees workers'compensation
program.
• Manages City's overall safety
programs.
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Central Services Department. The name of each tool is listed along with a summary
description of its functionality and utilization by staff.
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Name Description
NeoGov Software system for processing recruitment applications/process.
Springbrook City Enterprise Resource Planning (ERP) system—used for basic HRIS
functions as well as all City financial functions.
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics reported in the budget
by the Human Resources Department with details of the last three years performance.
FY16-17 FY17-18 FY18-19
Metric Actual Revised Target
Retain employees to improve efficiency
and performance.
Percent of retention of new employees:
After one year 85% 86% 90%
After three years 74% 57% 60%
After five years 37% 53% 55%
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2 CENTRAL SERVICES DEPARTMENT
1. INTRODUCTION
The Central Services Department consists of four primary divisions: Communications,
City Recorder/Records, Municipal Court, and Fleet & Facilities Operations. Within Fleet
& Facilities, there are both property management and fleet maintenance divisions.
The Communications Division provides support for the City's branding and
communications efforts to achieve effective communication with the public. The Division
provides support with communications planning, website design, editing, graphic design,
copywriting, video production, and news releases.
The Municipal Court handles primarily traffic, parking, and limited ordinance infractions.
The Recorder & Records Division is not being assessed.
The Property Management Division is responsible for environmental health, safety, and
security of city facilities. These services include providing security, janitorial services, fire
safety, maintenance, and repair of city buildings.
Fleet services provides oversight of vehicle maintenance and repair of city vehicles and
equipment. Staff works to help determine appropriate vehicle and equipment replacement
schedules as well as ensure proper preventative maintenance occurs on vehicles and
equipment.
2. OPERATING BUDGET
The table below summarizes the operating budget for each Division of the Central
Services for the past three years:
Division FY 17 FY 18 FY 19
Actual Revised Adopted
Design & Communications $563,930 $614,925 $590,187
Municipal Court $463,992 $560,880 $603,845
City Recorder/Records $464,811 $526,129 $533,494
Fleet Maintenance $222,732 $322,503 $307,589
Property Management $1,736,512 $1,888,409 $1,900,539
Total $3,451,977 $3,912,846 $3,935,654
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The table below summarizes the operating budget for Communications:
Division FY 17 FY 18 FY 19
Actual Revised Approved
Personnel - Salaries $315,336 $368,234 $355,873
Personnel - Benefits $111,042 $135,507 $115,802
Supplies $39,943 $19,950 $19,600
Services $94,666 $82,609 $91,612
Capital Improvements $2,945 $8,625 $7,300
Total $563,930 $614,925 $590,187
The table below summarizes the operating budget for Court Services:
Division FY 17 FY 18 FY 19
Actual _ Revised Approved
Personnel - Salaries $211,348 $243,181 $242,971
Personnel - Benefits $86,741 $109,377 $101,736
Supplies $1,957 $1,500 $2,700
Services $53,611 $90,752 $85,142
Internal Services $110,336 $116,070 $171,296
Total $463,992 $560,880 $603,845
The table below summarizes the operating budget for Fleet Maintenance:
Division FY 17 FY 18 FY 19
Actual Revised Approved
Personnel - Salaries $126,982 $197,175 $183,921
Personnel - Benefits $66,363 $94,228 $92,568
Supplies $12,227 $10,700 $10,700
Services $17,161 $20,400 $20,400
Total $222,732 $322,503 $307,589
The table below summarizes the operating budget for Property Management:
Division FY 17 FY 18 FY 19
Actual Revised Approved
Personnel - Salaries $305,466 $390,650 $417,378
Personnel - Benefits $153,138 $206,679 $221,081
Supplies $5,240 $7,300 $7,300
Services $1,140,978 $1,126,780 $1,092,780
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Capital Improvements $131,690 $157,000 $162,000
Total $1,736,512 $1,888,409 $1,900,539
3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows an overview of the organizational chart of the
Central Services Department.
ecords
• IL City Recorder Property.Digital I
Deputy
(1 A Management Maintenance
•. . .
RecordsCommunications — Recorder Admin S ec 11
Coordinator (1.0)
Senior L
Building
Web Services anagement CourtClerkll Maintenance L Maintenance
.. . h Tech
Building
Maintenance
Tech 11
grounds
Regrog�aphics maintenance
.- i
1.
4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
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Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Administration
Central Services Director 1.0 1.0 Responsible for department
budget development and
management
• Responsible for supervision of
department personnel
• City's liaison for the city's Senior
Center
• City's American's with Disabilities
Act (ADA) coordinator
Communications
Communications Manager 1.0 1.0 City public information officer
(PIO)
• Leads the city's
communications team
• Prepares city monthly
newsletters
• Prepares all city press
releases (including Twitter,
Facebook, and other
platforms)
• Assists elected and appointed
officials with public information
releases
• Writes articles for publication
• Responsible for the day-to-day
operations of the Division
including marketing and
communication purposes to
employees and the general
public
Digital Communications 0.75 0.0 Manages the city's social
Coordinator media platforms
• Develops messages and
themes to promote city
programs
• Writes, edits, and produces
communications for internal
and external audiences and
platforms
• Provides analytics for website
and social media network sites
• Creates content for and
produces the city's monthly e-
newsletter, Cityscape
• Assists with maintaining and
growing the city's website
• Develops and edits digital
content
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Communications
Web Services Coordinator 1.0 1.0 Member of the city's
communication's team
• Responsible for internal and
external website content
development and maintenance
• Writing and designing web
pages to keep it up-to-date,
interesting, and interactive
• Regularly attends meetings to
develop an understanding of
their web services needs
Graphic Designer 1.75 1.75 Creates brochures, posters,
flyers, and other marketing-
related material for city
departments
• Responsible for digital design
work (online, business cards,
letterhead, stationary, etc.)
• Plans, develops, and
implements a variety of
information for programs or
materials for use by employees
and the general public
• Develops the overall layout
and design for various city
documents
• Regularly meets with internal
customers to understand their
graphic design needs
Municipal Court
Municipal Court Judge 1.0 1.0 Responsible for presiding
over court cases within
the jurisdiction of the
Municipal Court
• Interprets and applies
relevant rules, statutes,
ordinances, and case law
when presiding over a
court action
• Responsible for imposing
a sentence
commensurate to an
offense
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Municipal Court
Court Operations Supervisor 1.0 1.0 Assists customers on the
phone and in the office
• Schedules court
proceedings
• Accepts customer
payments
• Notifies Motor Vehicle
Division as necessary for
court client MVD action
• Prepares reports for
internal and external
customers
• Supervises Court Clerk
employees
• Assists with budget
development for the
Municipal Court
Court Clerk II 4.0 4.0 Assists at the court front
counter
• Answers phones
• Performs clerical and
paraprofessional tasks to
support court operations
• Sets up diversion
programs
• Processes paperwork for
pleas
• Schedules court
proceedings
• Accepts customer
payments
• Notifies Motor Vehicle
Division as necessary for
court client MVD action
• Handles/processes
failure to appears (FTAs)
guilty by default
• Responsible for court
collections processing
Fleet & Facilities
Fleet & Facilities Operations 1.0 1.0 Supervises division
Manager personnel
• Prepares and manages
the division's budget
• Plans and directs the
effective and efficient
maintenance, repair,
purchase, and disposal of
city vehicles, equipment,
and buildings
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Fleet & Facilities
Property Management Facility 1.0 1.0 Responsible for city
Services Supervisor building space planning
• Building floor plan
management
• CIP project manager
• Directs the operations of
the property management
division
• Supervises assigned
personnel
• Prepares a recommended
division budget and
manages the approved
budget for the division
Senior Building Maintenance 1.0 1.0 Lead worker position for
Tech Building Maintenance
Technicians
• Coordinates with the
facility services supervisor
• Performs repairs,
maintenance, remodels,
painting, and other first
level preventative
maintenance on City
buildings.
Building Maintenance Tech II 3.0 3.0 Performs repairs,
maintenance, remodels,
painting, and other first
level preventative
maintenance on City
buildings
Grounds Maintenance 1.0 0.0 Maintains the exterior of
I/Green Team all administration buildings
including the senior
center, public works
building, city hall, and
library
• Performs mowing, snow
blowing, weeding, and
landscaping
Fleet Admin Specialist II 1.0 1.0 Office manager
• Creates fleet work orders
• Schedules fleet-related
preventative maintenance
• Answers phones
• Performs clerical and
paraprofessional tasks to
support fleet operations
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Fleet & Facilities
Fleet Maintenance Tech 1.0 1.0 Oversees and performs
preventative maintenance
on all assigned equipment
• Performs routine
maintenance and minor
repairs on City vehicles
• Responsible for the
efficient and effective
maintenance of City
vehicles and equipment
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Central Services Department. The name of each tool is listed, along with a
summary description of its functionality and utilization by staff.
Name Description
Q Alert Software system for processing of resident service requests.
FullCourt Case management system for the court for scheduling, fee management,
document creation, etc.
MaintStar Fleet and facilities maintenance system to track hours, costs, builds, and
reporting. Work orders are created and managed with this system.
Springbrook Financial management system, utility billing, and payroll processing
LEDS Law Enforcement Data Systems—provides access to State driving records
Adobe Creative Graphic designers use InDesign, Photoshop, Illustrator, and Acrobat to
Suite design various documents (both online and hardcopy)
AgendaQuick Meeting agenda and minutes management software
Springbrook City Enterprise Resource Planning (ERP) system—not used for budgeting
or CIP development
Laserfiche Used to manage documents, videos, photos, and other content—reduces
reliance on paper copies by providing electronic records storage
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics utilized by the Central
Services Department with details of the last three years performance.
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FY16-17 FY17-18 FY18-19
Metric Actual Revised Target
All building and fleet work orders are
completed within 72 hours of the target 10 days 8 days 8 days
date of the work.
The number of people attending City 192 212 212
meetings is increasing
The number of people is increasing for 200 220 220
Council outreach
The number of people is increasing for 1,082,689 1,136,823 1,136,823
accessing the City website
The number of people is increasing for 2,264 2,500 2,500
accessing information on Cityscape
The number of people is increasing for 5,625 7,315 7,315
accessing the City's social media
accounts
The number of people applying for
positions on city boards, commissions, 1,957 2,300 2,300
and volunteers participating in city
sponsored events
%of defendants who successfully comply 86.8% 87.5% 87.5%
with court orders prior to suspension
sanctions
7. DEPARTMENT WORKLOAD
The following table provides additional metric information for Central Services:
Fleet Maintenance FY17 FY18 FY19
Fleet Preventative Maintenance Work Orders 191 257 141
Fleet Scheduled Maintenance Work Orders 866 805 466
Court FY17 FY18
Court Caseload 4,927 6.015
Total Violations Processed 3,015 4,141
Traffic Safety Diversions Processed 1,156 1,094
Traffic Safety Diversion Compliance Rate 91.5% 90.3%
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Property Management Square Footage of Maintenance
City Hall 4,634
Permit Center 5,513
Police Department 11,811
Library 48,001
City Hall Modular 1,980
Niche 3,240
Police Department Annex 2,652
Police Storage 2,820
Senior Center 7,718
Ash/Burnham Street 6,887
Public Works 10.064
Canterbury 4,321
3 COMMUNITY DEVELOPMENT
1. INTRODUCTION
The Department consists of three divisions: Planning, Building, and Economic
Development. These divisions are responsible for conducting the development review
process for proposed projects within City limits, land use and building permitting, building
inspections, code enforcement, long range land use, transportation planning, and
planning for economic development and downtown urban renewal. The department's
goals related to permitting and current planning include efficient processing of plans and
applications, thorough communication with customers, and a focus on customer service.
Long range planning and development goals include walkability, affordability, and
investment in key places such as Downtown and the Tigard Triangle.
2. OPERATING BUDGET.
The table below summarizes the operating budget for the Community Development
Department over the last three years.
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Actual Revised Budget
PersonnelLine Item FY 16-17 FY 17-18 FY 18-19
•1 •4 $3,568,681 ••
Materials & Services $882,562 $829,156 $788,858
CapitalInterdepartmental Costs $1,644,729 $1,768,031 $1,050,109
• $:• • $43,550 $43,550
• 1 1 1
TOTAL $6,209,418
3. ORGANIZATIONAL
CommunityThe following organizational chart shows the departmental organizational chart of the
Development Depa
Community
Development
Director
(1)
Confidential
Executive
Assistant
(1)
Sr.Administrative
Specialist
(1)
Building Official Redevelopment A Deve opmentty
(� Project Manager Director
(1) (t)
Sr.Plans Plans Examiner/ Program Sr.Planner Project Planner
Examiner Inspector I Coordinator (1) (1)
(1) (1) (1)
Inspections Building Services Associate Planner Assistant Planner
Supervisor Supervisor (3) (2)
(1) (1)
Program
Permit Permit Tech
Inspectors Technicians Development Assistant
(4.5) (3) Spe(ij list (1)
Code Compliance Code Compliance
Officer Officer
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4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
ADMINISTRATION
Director 1.0 1.0 Oversee staff in each of the
Confidential Executive 1.0 1.0 Department's three divisions and handle
Assistant personnel issues.
Sr. Administrative Specialist 1.0 1.0 Develop Department's annual budget
and represent the department to the
City Manager/Council.
• Establish strategic direction and
priorities for the Department.
• Liaison to engineering and other City
departments.
BUILDING
Building Official 1.0 1.0 Provide service to customers at the
Building Services Supervisor 1.0 1.0 counter.
Sr. Permit Tech. 1.0 1.0 Intake plans, check for completeness,
Permit Tech. 1.0 1.0 and route them for examination.
Permit Tech. Assistant 1.0 1.0 Review building plans and make
Sr. Plans Examiner 1.0 1.0 determination on compliance with
Plans Examiner/Inspector I 1.0 1.0 applicable codes.
Inspections Supervisor 1.0 1.0 Conduct commercial and residential
Sr. Electrical Inspector 1.0 1.0 building inspections.
Sr. Plumbing Inspector 1.0 1.0 Respond to complaints regarding
Building Inspector 1 2.0 2.0 property code violations and make
Code Enforcement Officer 0.5 0.5 determinations on compliance.
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Authorized Filled
Position Title Positions Positions Roles and Responsibilities
PLANNING
Asst. Community 1.0 1.0 Provide service to customers at the
Development Director counter.
Sr. Planner 1.0 1.0 Review land use applications for
Project Planner 1.0 1.0 compliance with zoning code.
Associate Planner 3.0 3.0 Partner with developers to ensure
Assistant Planner 2.0 2.0 compliance of projects throughout their
Program Development 1.0 1.0 lifecycle.
Specialist Suggest updates to the City's zoning
Permit Tech Assistant 1.0 1.0 code and general plan.
Code Enforcement Officer 0.5 0.5 Liaison to the City's planning
commission.
REDEVELOPMENT
Redevelopment Project 1.0 1.0 Manage the Downtown and Tigard
Manager Triangle urban renewal districts: work
Program Coordinator 1.0 1.0 with advisory committees, update the
specific plan, and ensure proper budget
expenditures and implementation of
provisions.
• Manage the City's property acquisition
and affordable housing programs.
• Write program grants, represent
programs to City Council, and otherwise
serve as point of contact for these
programs.
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Community Development Department. The name of each tool is listed, along with
a summary description of its functionality and utilization by staff.
Name Description
Accela Permitting software used by Community Development staff to create
records of building and land use permit applications, record actions,
reviews, and notes, coordinate plans examination, and update status. Also
used to receive and review certain types of applications electronically,
Springbook City-wide financial management system. Used by Community Development
staff to record cash balances, enter building and planning application
payments, and develop the department budget.
Selectron IVR system used by community development staff to schedule building
inspections.
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Laserfiche Document management system used by community development staff to
scan and organize planning and building case documents for records
retention purposes.
GeoCortex GIS system used throughout the City. Utilized by community development
staff to determine location of building and land use applications and the
applicable codes for each.
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics utilized by the
Community Development Department, with details of the last three years performance.
Metric FY 15-16 FY 16-17 FY 17-18
Performance Metrics
Construction valuation per Building FTE $9,020,503 $13,604,730 $19,230,769
(9 FTE) (13 FTE) (19 FTE)
Permit fees collected per Building FTE $186,747 $246,734 $284,615
(9 FTE) (13 FTE) (13 FTE)
Count of public land use hearings 25 31 NA
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4 FINANCE DEPARTMENT
1. INTRODUCTION
The Finance Department contains five divisions: Information Services, Finance
Administration, Financial Operations, Utility Billing, and Contracts & Purchasing.
Information Technology is responsible for all central computer operations for city
departments, helpdesk functions of PC management, planning and developing new
systems, troubleshooting, installation, and maintenance of the city's network
infrastructure — including switches, cables, and servers, supporting system design and
programming services, maintaining the city's phone and voicemail systems, managing
the City's GIS system including data integration from various city departments for use by
employees and the public, and supplying necessary employee training for software
applications.
Finance Administration is responsible for preparing/coordinating the City's annual budget
process, long range financial planning, financial analysis, completing an annual 6-year
Capital Improvement Plan (CIP), issuance of business licenses, managing the city's
investments, management of the issuance of debt, and development of financial policies.
Financial Operations is responsible for all day-to-day financial and budgetary
requirements for the city. This includes preparation of monthly financial reports, pension
fund assets, debt management, recording of cash receipts, accounts payable and
accounts receivable functions, capital assets, inventory recording and reporting, project
cost tracking, preparing the City's Comprehensive Annual Financial Report (CAFR), grant
accounting, payroll services, maintaining the General Ledger, and monitoring all city
funds. This division also oversees the annual external financial statement audit.
Utility Billing conducts meter reads and meter maintenance, handles customer service
requests, bill generation and payment collection, and customer account maintenance.
This division also is the central answering point for general questions from the public
about city resources and city events.
Contracts & Purchasing is responsible for processing purchase orders, creating,
processing, and compliance with bids and requests for proposals (RFP), informal
requests for proposals (IRFP), invitation to bid (ITB), requests for qualifications (RFQ),
and for writing the associated bid or RFP contracts.
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2. OPERATING BUDGET
The table below summarizes the operating budget for each Division of the Finance
Department for the past three years:
Division FY 17 FY 18 FY 19
Actual Revised Adopted
Finance Administration $398,079 $561,441 $488,493
Financial Operations $603,711 $757,014 $772,116
Utility Billing 1,094,993 1,258,484 1,205,191
Information Technology $2,505,621 $2,173,801 $2,286,373
Contracts and Purchasing $213,707 $221,778 $229,751
Total $4,816,111 $4,972,518 $4,981,924
The table below summarizes the operating budget for Finance Administration:
FY 17 FY 18 FY 19
Division Actual Revised Adopted
Personnel - Salaries $234,786 $320,615 $260,692
Personnel - Benefits $90,225 $128,141 $116,181
Supplies $6,081 $1,930 $1,930
Services $66,987 $105,755 $107,690
Capital Improvements $0 $5,000 $2,000
Total $398,079 $561,444 $488,493
The table below summarizes the operating budget for Financial Operations:
Division FY 17 FY 18 FY 19
Actual Revised Adopted
Personnel - Salaries $336,120 $404,567 $407,106
Personnel - Benefits $103,084 $146,747 $166,610
Supplies $3,156 $4,300 $4,300
Services $160,026 $201,400 $194,100
Capital Improvements $1,325 $0 $0
Total $603,711 $757,014 $772,116
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The table below summarizes the operating budget for Information Services:
Division FY 17 FY 18 FY 19
Actual Revised Adopted
Personnel - Salaries $740,968 $825,634 $883,737
Personnel - Benefits $281,475 $322,911 $324,380
Supplies $47,636 $71,170 $71,170
Services $781,679 $813,806 $872,806
Capital Improvements $653,863 $140,280 $134,280
Total $2,505,621 $2,173,801 $2,286,373
The table below summarizes the operating budget for Contracting & Purchasing:
FY 17 FY 18 FY 19
Division Actual Revised Adopted
Personnel - Salaries $147,728 $149,880 $153,945
Personnel - Benefits $62,050 $64,998 $66,455
Supplies $373 $2,000 $2,000
Services $3,555 $4,900 $7,351
Total $213,707 $221,778 $229,751
3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows an overview of the Finance and Information
Services Department:
Matrix Consulting Group Page 22
Finance&Information
Services Director
(1.0)
Confidential
Executive Assistant
(1.0)
In ormation Financeial
Services Finance Operations
Administration Assistant Finance
IT Manager Director
Senior Network Accounting
Administrator Budget/CIP Contracts& Supervisor Utility Billing
(1 0) Purchasing (1 0)
Network Sr Management Principal
Administrator Analyst Management Analyst Accounting Payroll
Database Purchasing Assistant Accountant Payroll Administrator
Administrator (1.0) (1.0) (1.0)
(1.0-vacant)
GIS Program Sr Accounting
Administrator Assistant
SR GIS P rommer
Anaf st
GIS Tech II
(2.0)
Microcomputer
Support Tech
(1.0)
Matrix Consulting Group -•-
Performance Audit—Technical Appendices TIGARD, OREGON
4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
Finance Administration
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Finance & Information 1.0 1.0 Personnel and financial
Services Director management of the Finance
Department
• Communicates with the public,
employees, auditors, vendors, and
customers to ensure accurate City
financial data and reports
• Responsible for preparation of the
Comprehensive Annual Financial
Report (CAFR)
• Responsible for implementation of
all new Governmental Accounting
Standards Board (GASB) reporting
requirements
• Responsible for managing debt
service and investments
Confidential Executive 1.0 1.0 Performs complex administrative
Assistant work in support of the Finance &
Information Services Director
• Conducts research and analysis
• Prepares reports and
correspondence
• Assists the Director with various
department initiatives
• Communicates with the public and
other employees to explain and
interpret department rules,
practices, and policies
• Attends meetings, prepares
schedules, and operates a variety
of common office equipment
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Performance Audit—Technical Appendices TIGARD, OREGON
Finance Administration
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Senior Management Analyst 1.0 1.0 Coordinates the Capital
Improvement Plan process
• Works with department heads and
coordinates the completion of the
city budget
• Assists with various grant
application processes
• Assists with budget information for
collective bargaining negotiations
• Submits the city's budget to
appropriate agencies (state,
county, GFOA)
Information Services
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
IT Manager 1.0 1.0 Management, strategy, and
execution of information
technology and information
systems for the City
• Personnel and budget
management for the division
• Coordinates with vendors to
troubleshoot software issues
• Manages all phases of IT projects
• Prioritizes short- and long-term IT
needs
• Ensures IT issues are resolved in
a timely manner
• Ensures all certificates and
computer-related service
agreements remain up-to-date
• Develops computer
standardization across
departments
• Guides continuous service efforts
for IT and meets with staff to
discuss the impact of new
technologies and the architecture
roadmap.
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Performance Audit—Technical Appendices TIGARD, OREGON
Finance Administration
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Senior Network Administrator 1.0 1.0 Responsible for city information
technology security
• IT project management
• Supervises personnel
• Assists with IT helpdesk tickets
(troubleshooting, resolving issues,
etc.)
• Responsible for troubleshooting
and maintaining major city
hardware systems
• Manages the city's virtual desktop
system
Network Administrator 2.0 2.0 Responsible for city information
technology security
• IT project management
• Assists with IT helpdesk tickets
(troubleshooting, resolving issues,
etc.)
• Responsible for troubleshooting
and maintaining major city
hardware systems
• Manages the city's virtual desktop
system
Database Administrator 1.0 0.0 Creates reports
• Responsible for data maintenance
on multiple software systems
(financial and asset management)
GIS Program Administrator 1.0 1.0 Manages the GIS program
• Selects GIS projects for
completion
• Supervises GIS personnel and
responsible for day-to-day
administration of GIS operations
• Responsible for GIS data analysis
for mapping requests
Senior GIS Programmer 1.0 1.0 Responsible for GIS system
Analyst maintenance
• Programs GIS software
• Responsible for GIS automation
• Manages GIS staff
• Represents GIS at executive
committee meetings
GIS Tech II 2.0 2.0 Responsible for GIS data changes,
data maintenance, data editing,
data configuration, etc.
• Processes GIS mapping requests
• Handles the technical side of the
city's GIS architecture
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Performance Audit—Technical Appendices TIGARD, OREGON
Finance Administration
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Microcomputer Support Tech 1.0 1.0 Troubleshoots reported issues with
hardware and software
• Coordinates with vendors to
resolve computer-related issues
• Installs computer hardware and
software for all Town departments
Contracts & Purchasing
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Purchasing Assistant 1.0 1.0 Processes purchase orders
• Creates and issues bids/Requests
for Proposals (RFPs)
• Assists with city contract
management
• Issues P-Cards
• Processes requisitions
• Audits travel to ensure compliance
with city policy
Principal Management 1.0 0.0 Open position - in the process of
Analyst moving to another division
Accounting Assistant II 1.0 0.0 Responsible for financial analytics
to improve overall financial
performance
• Backup to payroll
Financial Operations
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Assistant Finance Director 1.0 1.0 Acts on behalf of the Director in
that person's absence
• Personnel and financial
management of the Finance
Department
• Communicates with the public,
employees, auditors, vendors, and
customers to ensure accurate
financial data and reports
• Responsible for payroll, accounts
payable, and accounts receivable.
• Assists with preparation of the
City's annual budget
• Maintains the City's General
Ledger
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Performance Audit—Technical Appendices TIGARD, OREGON
Financial Operations
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Accounting Supervisor 1.0 1.0 Assists with the preparation of
financial statements
• Generates invoices
• Backup for all financial operations
except payroll
• Reviews bank reconciliations
• Completes General
Ledger/Journal entries
• Manages investments
• Tracks capital projects/responsible
for capital asset inventory
• Fixed assets management
• Assists with grants management
• Audit prep, audit, and CAFR
development
Accountant 1.0 1.0 Enters and processes accounts
receivables
• Prepares daily bank reconciliations
• Completes journal entries
• Books year end capital assets
including amortization and
depreciation
• Reviews, audits, approves, and
maintains customer AR accounts
• Posts data to the City's financial
system
• Enters, validates, and approves
invoicing data
Senior Accounting Assistant 1.0 1.0 Enters and processes accounts
payable data
• Maintains vendor files and
completes regulatory income
reports.
• Ensures compliance with city
expenditure policies.
Payroll Administrator 1.0 1.0 Processes City payroll
• Processes employee
garnishments and merit increases
• Prepares quarterly tax reports
• Handles W2 production, Affordable
Care Act (ACA) reporting, and
payroll reconciliation
• Performs benefits invoicing
• Produces payroll for police
department special assignments
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Performance Audit—Technical Appendices TIGARD, OREGON
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Finance & Information Technology Department. The name of each tool is listed,
along with a summary description of its functionality and utilization by staff.
Name Description
Springbrook Financial management system, utility billing, and payroll processing
Laserfiche Used to manage documents, videos, photos, and other content—reduces
reliance on paper copies by providing electronic records storage
InTime Public safety scheduling software used for City police operations
Office 365 Suite Used for budget preparation, contract database, and other daily functions
Bank of System to manage P-card transactions
America Works
MS Publisher Used to publish the city's annual budget book
Accela Permit processing software
Enterprise GIS Architecture used to integrate geospatial data and services to share them
across the organization.
ARC GIS Mapping software for GIS operations
CVS Used to make software changes and check them in/out in order to revert to
an older version if necessary
GEO Cortex Used as a web mapping application framework to display and visualize GIS
data
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics utilized by the Finance
Department with details of the last three years performance.
FY16-17 FY17-18 FY18-19
Metric Actual Revised Target
The bond rating from Moody's and Aa2/AA Aa1/AA+ Aa1/AA+
Standard and Poor's is a positive rating
Overall customer satisfaction from annual NA 90% Positive 90% Positive
survey
Network system capacity utilized during NA 60% 60%
peak data use
Level of GIS integration with other 78% level 1 and 78% level 1 and
business systems as a percentage NA 21% level 2 21% level 2
Number of days between solicitation issue 98 90 80
date and contract execution
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Performance Audit—Technical Appendices TIGARD, OREGON
7. DEPARTMENT WORKLOAD
The following table provides additional metric information for limited divisions within
Finance & Information Services:
Information Services FY16 FY17 FY18
IT Help Desk Tickets Closed 4,490 4,092 4,477
Contracts & Purchasing FY18 FY19 through Feb 2019
#of Purchase Orders Processed 144
Dollar Value of Purchase Orders $7,690,725
# RFP/RFP/ITB/RFQ's issued 37 31
Financial Operations Calendar 2018 FY18
# Unique Invoices Processed 6,614 -
# Unique A/R Transactions - 1,322
Franchise Fees -#of Entities 49 -
Payroll Payments Issued (Checks &
8,234
ACH combined)
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Performance Audit—Technical Appendices TIGARD, OREGON
5 LIBRARY
1. INTRODUCTION
The Tigard Public Library provides a wide variety of patron services including, the various
collections in the Library; reader advisory services for adults and youth; various programs
for adults and youth; references services; as well as all of the internal services associated
with keeping a public library open and serving patrons and visitors.
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.
2. OPERATING BUDGET
The table below summarizes operating budget trends for the Public Library over the last
three years.
Actual Budget Budget
Line Item FY 16-17 FY 17-18 FY 18-19
Personnel Services $3,042,097 $3,474,162 $3,423,160
Materials and Services $636,532 $696,029 $567,037
Interdepartmental Costs $1,906,670 $1,914,726 $2,234,923
Capital Outlay $65,068 $12,300 $12,300
TOTAL $5,650,367 $6,097,217 $6,237,420
3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows the departmental organizational chart of the
Tigard Public Library.
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Performance Audit—Technical Appendices TIGARD, OREGON
Executive
Assistant
.. . :
Ac
S u pqeu,s,t.'0rn(s1 Sr Librarian(1) Circulation Circulation
Supervisor(1) Supervisor(1)
Librarian(1)
Sr Library Asst
4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
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Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
ADMINISTRATION
Director 1.0 0.0 Position currently on leave with
Division managers acting in a
collective management capacity.
• Directs and manages the Tigard Public
Library system.
• Works with the Library Board.
• Supervises staff Library managers.
• Plans future library programs, services
and collections.
• Works with community groups to
monitor community needs as they
relate to library services.
• Coordinates programs and services
with other City departments.
• Coordinates programs and planning
with other libraries in the WCCLS.
• Overall responsibility for the Library
operating and capital budgets
(development, monitoring, etc.).
Executive Assistant 1.0 1.0 Supports the Director and managers in
the administrative functioning of the
Library.
• Generates Library reports.
• Assists with processing the payroll.
Communications 0.8 0.8 Promotes the Library through print and
Coordinator other media.
• Develops media guide and policies.
• Leads development for the monthly
newsletter.
• Coordinates marketing needs with
Division managers as well as with
other Departments in the City.
• Has recently implemented promotion
of the law library.
• Note that this position is not
responsible for social media which is
handled by a library staff team.
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Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Volunteer Coordinator 0.8 0.8 Recruits, backgrounds/selects, orients
and trains, and provides oversight and
supervision.
• Promotes volunteer program;
recognizes superior performance.
• There are to up to 300 Library
volunteers (approx. 235 active),
contributing about 9 FTEs of service.
• Assists in scheduling of volunteers.
• Coordinates the volunteer program
with other City departments.
• Tracks library service trends.
• Fills some time in circulation and
readers' services.
READERS' SERVICES DIVISION
Readers' Services Division 1.0 0.0 In the absence of the Director, is part
Manager of the collective leadership in
managing Library operations.
• Mentors staff.
• Handles personnel issues in the
Division.
• Coordinates programs at Tigard
Library and planning with other
libraries in the WCCLS.
Library Services Supervisor 2.0 2.0 Working supervisor.
• Schedule staff for coverage.
• Handle personnel issues in the
section and conduct performance
evaluations.
• Mentor staff.
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Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Sr Librarian 1.0 1.0 Provide a wide range of programs and
Librarian 9 @ 7.7 4 @ 7.1 services to patrons—story times for
Sr Library Assistant 2.0 2.0 various age groups, movies also
directed to various age groups,
performances.
• All staff are responsible for reference.
• All senior staff are responsible for
collection development of materials,
including researching, weeding, etc.
• Staff work with parent and school
groups to publicize and improve the
collection, programs and services.
• Staff also are involved in outreach to
promote and improve the services.
• Volunteers assist with materials and
administrative support.
TECHNICAL SERVICES DIVISION
Technical Services Division 1.0 1.0 In the absence of the Director, is part
Manager of the collective leadership in
managing Library operations.
• Handles personnel issues in the
Division and conducts performance
evaluations.
• Mentors and manages staff.
• Coordinates programs and planning
with other libraries in the WCCLS.
Acquisitions Supervisor 1.0 1.0 This unit is responsible for bringing
and processing new materials into the
Library.
• Handles personnel issues in the
Division, conducts performance
evaluations and supervises staff.
• Also responsible for collection
development.
• Mentors staff.
Library Assistant 2 @ 1.0 2 @ 1.0 Order new materials into the Library.
Library Aide 0.5 0.5 Pre and post processing of new
materials in the Library, including
covers, labeling, RFIDs.
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Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Sr Librarian 1.0 1.0 Catalogs and provides technical
guidance about cataloging to other
staff.
• PIC during assigned shifts twice a
week.
Librarian 1.0 1.0 Staff responsible for cataloging of new
Sr Library Assistant 0.5 0.5 materials, newspapers and
magazines.
• Volunteers assist with some
processing (e.g., DVDs), materials
withdrawn from circulation, replacing
or mending book covers, etc.
CIRCULATION DIVISION
Circulation Division Manager 1.0 1.0 In the absence of the Director, is part
of the collective leadership in
managing Library operations.
• Supervises staff assigned to
circulation.
• Handles personnel issues in the
Division.
• Schedules staff for coverage.
• Division lead staff are also
responsible for collection
development.
• Coordinates programs and planning
with other libraries in the WCCLS.
Circulation Supervisor 2.0 2.0 Provide lead oversight for Library
operations—one covers Sunday-
Tuesday, the other Tuesday-
Saturday.
• Also work the circulation desk.
• Schedules and work with volunteers
and the Volunteer Coordinator.
• Handle personnel issues in the
Division, conducts performance
evaluations and supervises staff.
• Mentors staff.
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Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Sr Library Assistant 2 @ 1.8 2 @ 1.8 Provides library/patron service
Library Assistant 14@ 8.6 14 @ 8.0 coverage a total of 69 hours per week,
Library Aide 4 @ 2.0 492.0 including 5 evenings and both
weekend days.
• Check in/out materials borrowed by
patrons.
• Assist patron with questions about
location of materials as well as with
use of the online catalog.
• Assist patrons in securing materials
from regional services.
• Shelve materials and ensure the
effective upkeep of the collections.
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Public Library. The name of each tool is listed, along with a summary description
of its functionality and utilization by staff.
Name Description
Library System Polaris Integrated Library system for cataloging and circulation of materials.
Subscriptions The Public Library maintains a number of reference and data subscriptions
(e.g., genealogical).
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics utilized by the Public
Library with details of the last three years performance.
Metric Year 1 Year 2 Year 3
Performance Metrics
%of collection borrowed at least once per 82% 83% 83%
year.
Volunteer hours/FTE equivalent 18,800/9.0 19,750/9.5 19,750/9.5
Total program/school visit attendance 29,000 29,500 29,500
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Performance Audit—Technical Appendices TIGARD, OREGON
7. DEPARTMENT WORKLOAD
The following table provides selected performance and workload statistics for services in
the Tigard Public Library. These measures are maintained for and by the Oregon State
Library
Workload Measure 2017-18 Value
Registered Borrowers 30,961
Versus Population 58%
Total Authorized FTE Staff 40.9
%staff with MLS/ALA 43%
Total Revenue $5.75m
Revenue/Capita $108
Total Items in the Catalog 229,774
Print Items/Capita 4.32
Total Circulation 1.22m
Circulation/Patron 23.1
Matrix Consulting Group Page 38
Performance Audit—Technical Appendices TIGARD, OREGON
6 POLICE DEPARTMENT
1. INTRODUCTION
The Police Department is responsible for providing Police Services for the City. The
Police Department consists of three divisions: Administration, Operations, and Support
Services.
2. OPERATING BUDGET
The table below summarizes the operating budget for the Police Department over the last
three years.
Line Item FY 2016 FY 2017 FY 2018
Administration $ 1,522,254 $ 1,160,416 $ 1,057,666
Police Operations $ 8,479,182 $ 9,343,870 $ 9,422,433
Support Services $ 4,940,136 $ 5,331,047 $ 5,954,126
Total $ 14,941,572 $ 15,835,333 $ 16,434,225
3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows the departmental organizational chart of the
Police Department.
Matrix Consulting Group Page 39
Performance Audit—Technical Appendices TIGARD, OREGON
TIGARD POLICE DEPARTMENT as of 5/28/2019
Kathy McAlpine
Chief of Police
L.Shaw I]Pwett
1"inm Manager CrnfiAni7,nl F-C nli rr AsQ
, wolf
1,1i, fur—bun Officer
S.Roaremetls
Lam ril9age Praq Loard
Robert Rogers James McDonald
Commander Commander
G.Christopher
Crimr MAIM
8.Sittan M.Esli N.LhaTltom
Lieutenant lJtubenaFlt Ll eutena nt
5.Wert
Police Sias Film Spee
J.Prater M.Fox A.Farrier T_0o%hpF L lldarrs G_5nedecm ).Urn M.[lartam T.Oumem Sot Phillips LErirkwn
Cult SgL flet SergEant Records Sup. Day Sergeant flay Sergeant Grave Sergeanl Grave Sergeant Sxidg SerFeaM 5minp Sergeke! hYiet sergeant Traffic Sergeant
' I
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OLUoeteMYE detective Rvatdl specie.. Pollce ONlcer Fal'ke Girlcer Aollcl oHlnr Palit.Offieor Police OHirer pales Uhtrer Telil.l Mein, Tr#HIc Dmctr
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OLUOetectire Detective Records Specla... PDlice Wicer Police officer Fallce meer K90n1mer Pplicr OFsrer 0CMDer Trslfic 0rficer
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0EACekrsvve Orlcmis'c Retards Spada... Puhpr plop, Pulke Olfrmr Polior Officer Police Gffrmei Fence GlaW Policy ofrns C50
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awi"t Reeardr Spada.., PalkeMer ge[ILf[OFGcrr PnIKV Olfirmr Police Gnkn Police Otaep Polito Ilfrrerr
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ogte{t" S.Garin ,Pafrcx Wirer Rrttrvrmceir Pal+ee other pdtite Gfseer
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FTE 85.5
Matrix Consulting Group Page 40
Performance Audit—Technical Appendices TIGARD, OREGON
4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job title, as
well as a summary of their key roles and responsibilities, for each division/functional area of
the Department. This table is not intended to provide a "job description" level of detail, but to
outline the core functions for which each unit is responsible for performing.
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Police Administration
Chief 1.0 1.0 Chief- Provides the overall leadership,
Executive Assistant 1.0 1.0 management, and administration of the
Business Manager 1.0 1.0 Department.
Public Information Officer 1.0 1.0 Chief-Approves policies and procedures.
(PIO) Chief- Sets budget priorities, department goals
Community Engagement 1.0 1.0 and maintains budget.
Program Coordinator Chief-Responds to major incidents.
• Executive Assistant—Manages paper flow for
Chief and maintains files.
• Executive Assistant—Manages Chief's schedule
and performs various assigned tasks.
• PIO- Responds to major incidents to provide
public information.
• PIO—Coordinates department social media and
responds to media requests for information.
• Business Manager—Develops budget, advises
Chief and completes financial reporting.
• Business Manager—Completes reports, overall
responsibility for Accounts payable and
receivable, Grants, Asset Forfeiture. Coordinates
with City Budget office.
• Community Engagement Program Coordinator-
Manages department community engagement
activities and conducts outreach.
• Community Engagement Program Coordinator—
Attends community meetings and assists with
coordinating department representation at
community events.
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Performance Audit—Technical Appendices TIGARD, OREGON
Operations Division
Commander 1.0 1.0 Commander- provides the overall leadership,
Lieutenant 2.0 2.0 management, and administration of the division.
Sergeants 8.0 8.0 Lieutenants—provide day to day supervision of
Patrol Officers 42.0 38.0 patrol related functions.
CSO 2.0 2.0 Lieutenants—are assigned individual
Reserve Ofcs (Vol.) n/a 1.0 responsibilities, supervise sergeants and are
assigned collateral duties.
• Sergeants - provide field supervision, review
officer reports, perform officer evaluation, and
perform administrative tasks. Sergeants also
have ancillary duties.
• Sergeants—are assigned to each shift (2 per
shift), Sergeants work a 4-10 schedule with
overlap.
• Officers-respond to calls for service and working
proactively in the community as workload levels
permit.
• Officers - have ancillary duties such as SWAT,
CIT or skills instructors.
• Officers-work 4-10s.
• Traffic Officers- respond to accidents, provide
proactive traffic enforcement and address traffic
complaints.
• Traffic Officers—work 4-10s, one (6am—4pm),
one (7am—5pm) and one (8am—6pm).
• Community Service Officer- (CSO) - Responds
to non-suspect, cold calls for service and parking
issues.
• Community Service Officer- (CSO) - Delivers
evidence and paperwork to court and performs
other assigned tasks.
• Reserve Officers (Non-paid Volunteers)-Assist
patrol and help with community events.
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Performance Audit—Technical Appendices TIGARD, OREGON
Support Services Division
Commander 1.0 1.0 The Commander provides the overall leadership,
Lieutenant 1.0 1.0 management, and administration of the division.
Sergeants 2.0 2.0 The Lieutenant provides day to day operational
Records Supervisor 1.0 1.0 leadership.
Detectives 9.0 9.0 The Lieutenant has ancillary duties and performs
School Resource Officer 2.0 2.0 additional assigned tasks.
Records Specialist 5.0 5.0 The sergeants are in charge of their respective
Property/Evidence 2.0 1.0 units.
Specialist Detectives area assigned cases, conduct follow
Crime Analyst 1.0 1.0 up, write warrants/subpoenas.
Police Services Admin. 1.0 1.0 The School Resource Officers conduct school
Specialist related investigations and conducts school
Chaplains (Non-paid— N/A N/A related community outreach.
Volunteer) The Crime Analyst produces statistical reports,
Peer Court Coord. 0.5 .05 assists with investigative cases and helps put
case folders together.
• The Police Services Administrative Specialists -
maintains records and performs assigned tasks.
• The Records Supervisor—Supervises records
specialists, schedules and assigns work,
processes BWC requests.
• The Records Specialists—Transcribe reports,
take incoming phone calls and walk-ins, release
reports, process subpoenas, process tow
releases, enter LEDS information and produce
reports.
• The Property/Evidence Specialists—Enter
property and evidence into database and
properly store and manage property and
evidence inventory.
• The Chaplains (Volunteer—Non- paid)— Provide
support to staff and community.
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use by the
Police Department. The name of each tool is listed, along with a summary description of its
functionality and utilization by staff.
Name Description
Mark 43 Mark 43 is an RMS for police report writing, report storage and retrieval.
The department also uses the Detective Case Management Module.
Evidence on Q Commercial off-the-shelf (COTS) software system designed specifically for
property and evidence management.
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Performance Audit—Technical Appendices TIGARD, OREGON
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics reported by the Police
Department with details of the last three years performance.
Metric FY15-16 Actual FY 16-17 Actual FY 17-18 Actual
Performance Metrics
Dispatches (911) Calls for Service 19,948 21,352 21.106
Self-Initiated Calls for Service 23,351 20,522 19.710
Community Engagement Event n/a 80 69
Average Response Time in Minutes:
Emergency Response Calls 10.12 10.43 10.72
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Performance Audit—Technical Appendices TIGARD, OREGON
7 PUBLIC WORKS
1. INTRODUCTION
The Public Works Department is led by a Director who reports to the City Manager.
Several positions with administrative and specialized roles report to the Director, as well
as two Assistant Director positions. One of these oversees parks and recreation and the
maintenance of infrastructure, and the other is the City Engineer who oversees the City's
engineering staff. The functions under review in the course of this audit include
administration, engineering, and parks and recreation. These functions are responsible
for budgeting and asset management, capital improvement program (CIP) planning and
implementation, emergency preparedness, maintenance of the City's parks and trails,
recreation programs, construction project management, engineering development
review, and public relations and community engagement around the Department's
activities. The Department's goals include designing, building and maintaining high quality
infrastructure, preparing for future growth and financial sustainability, and prioritizing
resources to optimize the quality of life in Tigard.
2. OPERATING BUDGET
The table below summarizes the operating budget (excluding capital improvement
program) for the Public Works Department over the last three years.
Actual Revised Budget
Line Item FY 16-17 FY 17-18 FY 18-19
Personnel Services $7,027,072 $8,009,609 $8,116,499
Materials & Services $6,261,495 $7,369,617 $8,725,834
Interdepartmental Costs $4,542,877 $4,823,788 $7,842,975
Capital Outlay $216,485 $1,482,974 $1,582,400
Other $0 $0 $0
TOTAL $18,047,929 $21,685,988 $26,267,708
3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows the departmental organizational chart of the
Public Works Department functions under review by the project team as part of this
engagement.
Matrix Consulting Group Page 45
Public Works
Director
(1)
Assistant Emergency Business Community
Director Services Coord Manager Engagement City Engineer
(1) (1) (1) Program Coord. (1)
(1)
Administrative Sr. CMMS Software Management Admin.
Specialist II Administrative Specialist Analyst Specialist II
Division Division GIS Tech Sr.Project project Manager
Maj)ger Mai jger (1) Eng3jeer (1)
Environmental Assistant City Pro'ect
Water Prog Streets Engi jeer Coor(�ij ator
1 3
Recreation Parks Sr.Project
Sewer Coord ij ator Sup�rj isor Engi jeer
1 1 1
Recreation Staff Sr.Utility Engineering
Stormwater (2 5) Worker Tech II/GIS
(2) (1)
Utilit Worker II Principal
(4,2 Vacant) Engi jeer
1
Development
Engineering
Staff
Performance Audit-Technical Appendices TIGARD, OREGON
(5,1 Vacant)
STAFF4. • AND •
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
Performance Audit-Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
ADMINISTRATION
Director 1.0 1.0 Overall department administration and
Assistant Director 1.0 1.0 coordination efforts.
Sr. Administrative Specialist 1.0 1.0 Establish strategic direction and
Administrative Specialist II 1.0 1.0 priorities for the Department.
Emergency Services 1.0 1.0 Conduct department budget
Coordinator development and resource needs
Community Engagement 1.0 1.0 forecasting.
Program Coordinator Ensure that the City's assets are
Business Manger 1.0 1.0 properly accounted for and tracked.
CMMS Software Specialist 1.0 1.0 Prepare for emergency scenarios and
GIS Tech 1.0 1.0 conduct earthquake and fire drills.
ENGINEERING
City Engineer 1.0 1.0 Manage the development and
Management Analyst 1.0 1.0 coordination of the City's CIP.
Admin. Specialist II 1.0 1.0 Oversee the funding, design, and
Sr. Project Engineer 4.0 4.0 construction of capital projects.
Project Manager 1.0 1.0 Manages grants for capital project
Project Coordinator 3.0 2.0 construction.
Assistant City Engineer 1.0 1.0 Conduct engineering review and
Principal Engineer 1.0 1.0 permitting of development projects
Sr. Engineering Tech 4.0 3.0 within the City's right-of-way.
Engineering Tech II 2.0 2.0 Develop and update standard
engineering conditions of approval.
PARKS AND RECREATION
Division Manager 1.0 1.0 Maintain the City's parks in accordance
Parks Supervisor 1.0 1.0 with the established parks plan.
Sr. Utility Worker 2.0 2.0 Oversee hiring and assignment of
Utility Worker II 6.0 4.0 seasonal parks staff.
Recreation Coordinator 1.0 1.0 Liaison to local athletics leagues for use
Admin Specialist II 1.35 0.0 of parks fields and facilities.
• Develop and manage recreation
programming for City residents.
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Public Works Department. The name of each tool is listed, along with a summary
description of its functionality and utilization by staff.
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Performance Audit—Technical Appendices TIGARD, OREGON
Name Description
Accela Permitting software used to create and update records of building and land
use permit applications. Used by engineering staff to intake engineering
permit applications, record payments, make updates, issue permits, and
record inspections.
Springbrook City-wide financial management system. Used by Public Works Department
to create and track the expenditures of capital improvement projects, track
the department's budget, and record the time spent by staff.
Maintstar Work order management system used by the Public Works Department to
generate work orders, assign them to specific public assets and staff, and
record the time and expense of completing them.
GeoCortex GIS system used throughout the City. Utilized by Public Works Department
to track the location of assets for system planning, creating system maps,
and permitting.
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics utilized by the Public
Works Department with details of the last three years performance.
Metric FY 15-16 FY 16-17 FY 17-18
Performance Metrics
Overall pavement condition index to meet 70.3 70.3 79.0
or exceed 67.0
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Performance Audit—Technical Appendices TIGARD, OREGON
2 Best Management Practices Assessment
As part of the performance audit of the City of Tigard, the Matrix Consulting Group
conducted a wide variety of data collection and analytical techniques to compare the
City's current operations with measures of effective municipal organizations. This best
management practices assessment provides an overview assessment for all major
departments and services within the City of Tigard. The best-practices are representative
of the following ways to identify improvement opportunities:
• Statements of "effective practices" based on the study team's experience in
evaluating operations in other utilities or"standards"of the services from other peer
organizations.
• Other statements of "effective practices" or "performance targets" based upon
consensus standards or performance goals derived from national or international
professional service organizations.
• Identification of whether and how the City meets these performance targets.
The purpose of this assessment is to develop an initial overall assessment of the City's
operation and to identify any opportunities for efficiency and cost savings. The
assessment is presented in a matrix format with the performance target in the left-hand
column, whether the department meets the target in the second column (thus
representing a `strength'), and potential improvement opportunities in the far-right column.
Based on review of this document the project team will analyze the issues identified
leading to the development of the draft report.
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Performance Audit—Technical Appendices TIGARD, OREGON
1 CITY MANAGEMENT
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
City Manager's Office
The City has an adopted strategic ✓ The City regularly updates the
plan to identify Council priorities and strategic plan in conjunction
organizational alignment and this plan with the City Council.
in regularly updated.
The City's Strategic Plan is used to ✓
assist policy makers and
management in guiding decisions.
The strategic plan is utilized
The City's Strategic Plan is used as ✓ ✓ and considered during budget
the basis of an Annual Work Plan. development. The goals and
strategic priorities are not
always easily convertible to
finite action steps in the annual
work plan, but guide them
whenever possible.
The City uses appropriate ✓ The City is in the process of
performance measures and development of a more
interpretive benchmarks to evaluate formalized and enhanced
its major programs and uses these in performance measurement
management decision-making program. Current data
limitations (data collected and
ability to analyze the data) limit
the ability of the City to fully
implement this effort.
The City Manager's Office conducts ✓
regular group meetings with all
department heads to discuss major
issues and areas which may require
cooperation among departments.
Annual in-depth review of each ✓
department by the City Manager
conducted as part of performance
evaluations.
There is an annual review of the City ✓
Manager by the City Council.
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Best Practice/Operational Target Target Meet Target Comment
Customer service satisfaction ✓ The City conducts periodic
(internally and externally) is routinely employee surveys to monitor
monitored. issues related to employee
satisfaction and identify
potential workplace issues.
The City just recently
completed an employee
survey and is reviewing
results.
An annual report summarizing major ✓ ✓ The City has developed and
activities of the City is developed and distributed an annual report in
distributed to all citizens. past years. The City is
currently working to develop a
performance report
(scorecard) to be issued to all
residents as an insert in the
utility bill for distribution this
Fall.
The City effectively monitors ✓ This is a primary role of the
legislation and governmental activities City Manager to perform.
that may affect its interests.
The City's interests are effectively ✓
promoted at the County and State
level.
Human Resources/Risk Management
The number of organizational layers ✓
does not exceed three (the number of
layers that one employee would have
to report to reach the Human
Resources Director).
This is conducted as part of
Customer satisfaction with Human ✓ periodic employee surveys.
Resources is routinely monitored and
satisfaction with those services is
high.
Staff within the Human Resources ✓ Critical functions have more
Department are cross-trained to than one individual trained to
enable sharing of resources based perform the duty to ensure
upon changing work activities and back-up resources exist.
needs of the organization.
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A long-term information technology ✓ ✓ The Department has
plan has been prepared for Human implemented new technologies
Resources. as needed to improve
efficiency of service delivery
(i.e.- online application
process). With the
development of the new city-
wide IT plan, more focus is
being placed on addressing
individual department needs.
Human Resource policies and ✓ The City's personnel policies
procedures are well documented. are well documented.
Human Resources maintains ✓ No issues have been raised
personnel records in an efficient and regarding the maintenance of
readily accessible manner utilizing an employee records.
integrated human resource
information system (HRIS).
Personnel records are updated in a ✓
timely manner.
The City utilizes an electronic system ✓
to track training needs and utilization
by employees.
Human Resources uses a workforce ✓ Limited workforce planning is
planning system to project retirement conducted though recent
rates by division and/or by"critical efforts have included a focus
skills" positions and has prepared for on evaluating retention based
replacement of lost competencies and upon concerns raised. A
skills. This system has been formal workforce planning
automated. The plan is updated document has not been
annually. developed.
The Human Resources Department ✓ Implementation of NeoGov
has efficient and effective processes has enabled the streamlining
for recruiting and hiring qualified of the recruitment process
personnel. The process is both internally and with
standardized among all employees applicants.
and clearly documented.
Human Resources has standard city- ✓
wide procedures to announce
vacancies and to receive and process
applications.
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Best Practice/Operational Target Target Meet Target Comment
The Department, by policy, conducts ✓
employment procedures in a manner
that assures equal opportunity
regardless of age, race, color, religion,
sex, sexual orientation and national
origin
Human Resources job vacancy ✓
announcements provide information
on positions to be filled, education,
experience, knowledge, skills, and
abilities required, and compensation
range.
Human Resources utilizes technology ✓ As previously noted, the
to make the recruitment process more implementation of NeoGov has
efficient and timely. enabled the City to increase
efficiency in this area.
City website is used to highlight the ✓ Additionally, the City has
benefit and retirement packages and information on the website
other benefits of working for the city. regarding the benefits of
working for the City of Tigard.
Human Resources can demonstrate ✓ ✓ The department evaluates
that the employees hired within recent data regarding applicants and
years generally reflect the population hires and continues to work to
of the City's service area, and, if attract, recruit and select
certain races or ethnicities are qualified individuals that match
underrepresented, the City has the community's
developed and implemented a plan to demographics.
remedy that situation.
To the extent possible given factors ✓ ✓ Given the smaller size of the
outside the City's control, Human organization, turnover rates
Resources works to maintain a can vary greatly from year to
reasonably stable work force and a year and is generally due to
satisfying work environment by factors beyond the direct
addressing factors that contribute to control of HR. Many
increased turnover or low employee employees leave due to
morale. The annual rate of turnover is promotional opportunities and
less than 10% overall. career development.
The City conducts climate surveys ✓ A recent employee survey was
that measure employee satisfaction just completed and included
on such factors as work questions addressing many of
environment, quality of supervision, these issues.
safety, City-wide support, and
opportunities for professional
development
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Best Practice/Operational Target Target Meet Target Comment
The City conducts exit interviews with ✓
employees who terminate
employment and compile the results
of these interviews.
The department provides copies of ✓
the employee handbook, information
on City personnel policies, and
benefit packages to all employees
upon hire.
Human Resources provides a
comprehensive staff development
program to achieve and maintain high
levels of productivity and employee
performance.
Human Resources conducts
orientation programs for all new
employees, and includes information
on City procedures, performance
expectations and evaluations, training
and career opportunities, and
personnel policies regarding such
issues as absences, leave approval
and tardiness;
Human Resources has a City-wide
training program and maintains
training records on each staff
member.
Human Resources provides ongoing
City-wide training to the City's
employees regarding the City's
policies and procedures that prohibit
discrimination, sexual harassment,
and workplace violence.
Human Resources has established a ✓
progressive discipline system.
Human Resources has established ✓
and implemented policies regarding
the drug testing of employees who are
impaired by alcohol or drug abuse.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Human Resources provides an ✓
employee assistance program for
staff to receive assistance with any
admitted substance abuse issues or
any impairment resulting from alcohol
or drug abuse.
Human Resources reviews its ✓ In conjunction with third-party
Workers' Compensation Program to administrators.
evaluate workers' compensation
claims and expenses.
Human Resources uses the results of ✓
these evaluations to be proactive in
attempts to cost effectively reduce
frequency and cost of Workers'
Compensation claims.
Human Resources has procedures ✓
that are distributed to all employees
concerning prompt reporting of all on-
the-job injuries.
Human Resources has a safety ✓
inspection program that determines
the corrective actions necessary
based upon past workers'
compensation claims and proactive
inspection of high-risk areas and
professions.
Human Resources does routine, cost- ✓
efficient monitoring and follow-up of
claims (by a third-party administrator)
to ensure that workers are returned to
work as soon as possible.
Human Resources has a claims ✓
review function to identify and
address situations, unsafe conditions,
or training deficiencies that may have
contributed to worker injuries or
accidents.
The Department has a written policy ✓
and procedure outlining FMLA Leave
guidelines and documentation.
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Best Practice/Operational Target Target Meet Target Comment
Progressive discipline is applied ✓ All attempts are made to
consistently across departments. ensure discipline imposed is
consistent across departments
based upon the unique factors
associated with each case.
Human Resources has developed a ✓
formal written compensation policy.
This policy has been clearly
communicated to the City's
employees.
Human Resources periodically ✓
compares its salaries for"benchmark"
classifications with other public and
private agencies and adjusts salaries
as necessary to enable the City to
compete for qualified applicants.
Human Resources has developed ✓ ✓ The City has an adopted
and implemented a variable compensation system,
compensation system, such as pay however, some concerns have
for performance, to establish linkages been expressed regarding how
between performance and well it establishes a direct tie
compensation. to individual performance.
Human Resources maintains up-to- ✓ All job descriptions are
date, clear, concise, and readily available on the City's website
accessible position descriptions that and provide the detailed
accurately identify the duties of each information listed including
position and the background and compensation. Classifications
competency levels required. The are reviewed on an as-needed
position descriptions are proactively basis to ensure they remain
reviewed for currency and accuracy current and up to date.
every three to four years.
Classification decisions made by ✓
Human Resources are based upon
objective and documented data (job
descriptions, questionnaires, interview
notes, and organization charts).
Internal equity is addressed at
Human Resources reviews the ✓ time of each new hire with
internal equity of classifications every adjustments made as needed.
three to four years.
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2 CENTRAL SERVICES
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Communications
The city has a webmaster to maintain V/ The City employs a web
the website with up-to-date services coordinator to handle
information across all departments all departments
The city uses customer surveys to ✓ The City does not utilize
determine effectiveness of web internal customer surveys for
content, including satisfaction with web services. An annual
timeliness of adding information to the survey would be beneficial for
site learning about customer
satisfaction with service levels
and web content/design (do
this internal—but nothing
external).
The city's website is user friendly and V/ The City's website is user
easy to navigate friendly and it is simple to
navigate
The city uses centralized ✓ The City has centralized
communications including a graphic communications including two
design for written communication. employees working in graphic
design to assist with internal
and external written
communications
The City has a written ✓ The City does not currently
communication's strategic plan have a written
communication's strategic plan
to guide communications'
integration with programs
across multiple departments
and to guide all
communications efforts
(including public education and
advocacy) over the next
several years
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Best Practice/Operational Target Target Meet Target Comment
The Communications team is involved ✓ While this might happen on
in projects from the start to reduce occasion, this does not occur
risk of misunderstanding of project regularly. By involving
scope/design/effectiveness communications/design on
initial project planning, they
are better situated to provide
effective services/results to the
client (department head)
The city's communications team is ✓ All departments receive
available to serve all city departments services from the City's
communications team (with
some using their services
more than others)
The city's communication team ✓ V/ For web services functions,
prioritizes requests and regularly this is currently done manually
reviews the status of requests to without an official means to
ensure timely delivery to customers track work orders (which don't
exist—services are done on a
first come-first served basis
from emailed requests). For
graphic design there is a work
ticketing system to prioritize
and monitor service response.
Recommend workload
metrics/performance indicators
that are reviewed annually to
determine if service delivery of
web services is meeting
expectations
Municipal Court
The court has a written strategic plan This does not currently exist.
with measurable goals and metrics to
evaluate performance
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Best Practice/Operational Target Target Meet Target Comment
Courts are adequately staffed to ✓ Staffing is adequate for the
handle anticipated workload demand time; however, there is to be
implementation of red light and
speed cameras which could
significantly increase
workload. The Court recently
increased staffing in
anticipation of the added
workload and once a full year
of citations are processed, a
workload/time analysis should
be completed to determine
future staffing needs. Currently
one Court Clerk II is in the
courtroom during all
arraignments and trials. Time
and workload analysis reveals
very little time available after
handling all tasks related to
citation processing (1,125
hours annually for each of the
four court employees, leaving
only 25%of non-citation
related time to handle all other
court functions).
Court staff are cross-trained to ✓ V/ While there is some cross
perform multiple functions if training, a couple of
necessary employees are new and have
not received full training to be
able to independently handle
every function within court
operations (juvenile, civil
traffic, ordinance violations,
misdemeanor cases, etc.).
This is currently being
implemented
The court has written policies and The Court has Department
workflow mapping to assist staff in Operating Instructions (DOI)
completing their responsibilities that assist staff with knowing
what to do and how to
complete various work tasks
Fleet & Facilities
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Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Maintenance, replacement, and ✓ The City has a centralized fleet
management of fleet and equipment and equipment maintenance
are centralized division. An internal system
tracks projects by work order.
The City is averaging 1,064
fleet services (repairs,
preventative maintenance, and
scheduled maintenance)
annually for each of the past
two years
A replacement reserve or other ✓ The City maintains a fleet fund
funding mechanism is utilized to reserve. This reserve is
ensure timely replacement of fleet currently at$272,648, which
assets represents 88.6%of annual
expenditures.
Charge back rates are in place and ✓ The City uses its own
evaluated annually internally developed system
A preventative maintenance schedule ✓ This system is monitored by
has been adopted fleet services to ensure
compliance. There were 191
PMs completed in FY17 and
257 in FY18
Customers receive prior notification of ✓ Fleet services provides
upcoming preventative maintenance notification to each department
services of upcoming PM requirements
so they can coordinate
scheduling of those services
Work orders are electronic and ✓ The city's work order system
maintained for all maintenance tracks all fleet services work
activities
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Best Practice/Operational Target Target Meet Target Comment
The fleet division is adequately ✓ While there is only one FTE
staffed with an appropriate level of handling fleet and equipment
services handled in-house v. maintenance services (PM,
outsourced repairs, and SM), that
employee is performing at a
high level—allowing the City to
minimize contracted services
and thus save money. In-
house staff currently perform
oil changes only on equipment
due to staffing limitations;
however, the rate received
from an outside vendor for
vehicle oil changes is cost
effective
Using a weighted metric of 70%cost ✓ The weighted metric result at
and 30% number of projects, CIP $1 M total project cost, 12
project management generally does projects, and 1 PM is 0.48.
not exceed 8 projects per PM or
$25M per PM.
Facilities maintenance has policies in ✓ Currently this is based on the
place to guide decision making on skill/experience level of
when to utilize outside vendors and to existing employees. Without a
guide employees on proper means to hold employees
performance accountable for not being
adequately trained, it could
lead to excessive contracted
expenses in the future if
employees do not hold the
minimum skill set to perform
expected workload. This
division does not currently
have written division-specific
policies in place
Facilities maintenance has There aren't any current
established performance measures in performance metrics or an
place and conducts an annual annual survey to gauge
customer survey to help determine performance results or
achievement of those measures workload activity
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Fleet and facilities ✓ While all departments should
inventory/equipment is regularly complete an annual inventory
inventoried by someone not with the inventory completed
responsible for the by someone outside of the
inventory/equipment department (not responsible
for the items being
inventoried), both fleet and
facilities have numerous tools
and other easily misplaced
items. For that reason, it is
important that someone not
responsible for the items being
inventoried regularly account
for all equipment and items in
inventory
The ratio of facilities to maintenance Excluding the supervisor, there
staff is generally around 45,000— are four staff to maintain 13
50,000 building square footage to 1 buildings, with a cumulative
maintenance employee (does not square footage of 129,184.
account for contracted repairs for Additional maintenance occurs
technical expertise) at other buildings (Fanno
Creek House, Summer Lake
Shop, skate park, etc.) This
comes to 32,296 per
maintenance employee plus
those other facilities. This ratio
is slightly lower than the ratio
normally recommended;
however, some of the city's
facilities are older and thus
require more time and effort to
maintain them. Additionally,
facilities that are not
reasonably co-located are
justification for a lower ratio.
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3 COMMUNITY DEVELOPMENT
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Administration & Customer Service
The Building Division utilizes the most ✓ The state building code in
current version of the State Building Oregon is uniform, and all
Code. local municipalities follow this
code.
A monthly report is generated for the ✓ No regular reports are
City Manager reporting actual vs. generated to gauge
planned performance against cycle compliance or performance
time objectives. relative to cycle time goals.
A formal cost recovery policy has ✓ The Division operates as an
been developed and adopted by the enterprise fund, and revenues
City for the Building Division. are sufficient to cover
expenditures.
The fees associated with building ✓ ✓ Fees are not directly evaluated
permits are evaluated annually and for cost recovery levels, but all
adjusted as necessary to maintain fees are based on the ICC
compliance with the adopted cost building valuation table, which
recovery policy. gets updated annually.
The City has conducted a formal ✓ ✓ The City has not conducted a
building permit fee study within the formal fee study, but all fees
last 5 years to ensure individual fees are based on the ICC building
charged are (1) appropriate and in valuation table, which gets
proportion to the staff time required updated annually.
for review and processing; and (2) at
a level sufficient to cover full cost of
services provided (or level of cost
recovery adopted by policy).
A Policy and Procedures Guide has ✓ The Building Division has a
been developed for employees comprehensive operating plan
covering major processes and which covers administrative,
procedures relative to building permit plan review, inspections,
plan review and inspection processes. permitting, and compliance
standards.
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Customer service is a priority for the ✓ ✓ Building permit application
Division. guides are readily available for
• Easy-to-understand application customers. Online permit
guides for the building permit and applications are accepted, but
inspection process are available to only for permit types which do
customers in the lobby. not require plan submittal
• Customer satisfaction surveys are (further digital automation is
used periodically. being implemented). Customer
• On-line applications are used for surveys are not used.
building permits.
A"one-stop" shop is utilized for ✓ All community development
building permit plan checking and all functions are co-located and
of the key departments/divisions are there is a single plan intake
co-located. location; customers have only
one stop to make.
The filing system is easy to use for ✓ Staff can review documents in
employees and records are easy to Accela, and they also make
retrieve. use of Laserfiche. The
Department also has a
physical filing room for hard
copies.
Building code interpretations are ✓ The State of Oregon issues
memorialized in an up-to-date, easy- interpretations and gives
to-use document. informal rulings on cases if a
Building Official asks for them.
Records of these rulings are
available to staff.
The departments and divisions that ✓ The City's GIS system,
participate in the building permit GeoCortex, is available to all
process have access to GIS including plan review staff and includes
the assessor parcels, general plan the necessary layers for
categories, zoning districts, aerials, making determinations.
flood and drainage data, utilities, etc.
A formal ongoing employee training ✓ ✓ Ongoing training is a major
program is provided based upon an part of employees'work. This
employee needs assessment. training is primarily focused on
maintaining certifications
rather than enrichment and
addressing identified needs.
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A formal appeal process is in place ✓ A process is in place which
that a contractor/builder or takes appeals through the
architect/design professional may Oregon Building Codes
utilize when disagreements occur Division.
regarding the building official's
interpretation of the adopted building
code/zoning regulations.
The Building, Permitting and ✓ The City's website includes
Inspections Division makes effective application forms, information
utilization of the internet and the City's about submittal requirements,
website to disseminate information to citizen access to Accela, fee
applicants regarding submittal schedules, and the
requirements, provide applications development code.
and application guides, and enable
on-line submittal of selected
documents.
The City has adopted a formal ✓ The City does not have an
"expedited" permitting process that established process for
fast-tracks the review process for expediting plan review.
those projects meeting established
criteria (such as economic
development potential,job creation,
etc.).
Building Permit/Plan Review
Accela is utilized to (1) accept and ✓ ✓ 1,2,4,5,6: Yes. Accela is used
issue building permits; (2)assure the for application intake, issuing
status of each plan submittal is visible of permits, viewing the status
during the plan check process; (3) of each application and
manage the processing time for making it available to
building permit plan checking; (4) customers, recording
provide a database of inspection and applications, comments, and
plan checking service; (5)enable all review activities in an
of the departments/divisions involved accessible database, and
in the building permit plan check accepting some online
process to enter and retrieve data and
comments regarding permit applications.
applications; and (6)facilitate
customer service through access to 3: No. Accela is not currently
the internet to enable customers to used to manage processing
submit building permit and inspection times.
requests.
Over-the-counter plan check service ✓ The counter is open four days
is provided every business day for per week, and over-the-
minor permits and those that do not counter plan check is offered
require structural calculations. four days per week.
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Best Practice/Operational Target Target Meet Target Comment
ICC certified Permit Technicians are ✓ ✓ Permit technicians perform the
utilized to provide customer service at majority of counter duties.
the counter and over-the-counter plan
checking. One technician is ICC certified,
but the others are not.
Building permit plan checking is ✓ Building permit plan review is
accomplished concurrently by all of accomplished concurrently.
the departments/divisions involved in Building permit technicians
the process, rather than sequentially. route plans to all involved
divisions at once.
The Building, Permitting and ✓ ✓ 1: Yes. Cycle times are
Inspections Division utilizes a case established in the planning
management system to manage the division and in the Building
length of calendar time required for Division operating plan.
building permit plan checks. The
system includes (1) cycle time 2,3: No. Processing times are
objectives have been set for the not tracked and reported upon,
length of time for completion of plan and delays are only addressed
checking; (2)collection of actual on an informal, as-needed
processing time using the automated basis.
permitting system to enable a
comparison to these targets, and (3)
the exercise of authority by someone
in the Department with the other
departments/divisions to resolve
delays in completion of plan checks.
The City makes use of ✓ ✓ The City does not have this
digital/electronic plan review for capability yet, but is in the
accepting electronic plans and routing process of soliciting a vendor
them without physical copies. to help implement a system.
Building permit plan applications are ✓ Counter staff check all
checked at the counter upon submittal submittals for completeness,
for initial completeness and rejected if with the exception of those
missing basic items. that are submitted in mass
numbers as part of a large
development.
A periodic quality assurance review of ✓ Plan reviewer's work is
plan reviewers'work efforts, checked when inspectors do
comments, and listed conditions of their work in the field, but not
approval is conducted by a supervisor through an established QA
at least annually and incorporated into program.
the employee's performance review.
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Cycle time objectives for completion ✓ The City aims for 2-3 weeks at
of the first plan check meet the maximum but does not
established targets. have a formally established
target or policy.
External/contracted plan reviewers ✓ Consultants are used for
are utilized, as necessary, to ensure engineering review when
the department meets adopted plan particular complexity is
review targets. involved.
Plan reviewers receive at least 40 ✓ Plan reviewers have state
hours of training annually that cover a required continuing education
variety of topics including: credits, as well as ICC courses
administrative and legal aspects of required to maintain their
code enforcement, and the technical certifications.
requirements of the code.
Staff have the state required
Plan checking staff holds appropriate ✓ certifications, which are
ICC certification. required for work in Oregon
and include significant overlap
with the ICC requirements.
Building Inspections
Inspection requests are accepted until ✓ Anything before 7am on the
6:00 a.m. on the day inspections are same day is accepted.
to be completed.
Inspection requests are handled ✓ An IVR system is used to
through an automated voice-activated schedule inspections.
inspection request system (IVR)or
online inspection request system that
is linked to the permit information
system.
Inspection requests are responded to ✓ The goal is to conduct
by a Building Inspector within one inspections within one day,
workday of the request for inspection. and fewer than 1%of
inspections take longer than
the next day.
Evening and weekend inspections are ✓ Early morning or after-hours
available (in emergency situations)to inspections are offered by
customers for an additional fee. request, for an additional fee.
Inspectors allocate 85%to 90% of ✓ Inspectors spend about 75-
their available work hours to field 80% of their working time in
work conducting building inspections. the field.
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The inspection workload is ✓ ✓ Most inspectors average 10-15
reasonable; the workload on average address stops per day. The
is not excessive compromising busiest inspector averages 16
inspection quality, nor too little per day. Three inspectors
resulting in unproductive use of have more than 15 stops on at
inspectors. On average, building least 30%of their days, and
inspectors approximate 12 to 15 23%of all days have more
inspection stops per inspector per than 15 stops.
day.
Building Inspectors use automated ✓ Inspectors use tablets in the
input devices to record inspection field with Accela access.
results and to access/display
inspection history while in the field.
Building Inspectors receive at least 40 ✓ Inspectors get the continuing
hours of training annually that cover a education hours required to
variety of topics including: maintain certification with the
administrative and legal aspects of Oregon Building Code
code enforcement, and the technical Division.
requirements of the code.
The Building, Permitting and ✓ The quality control program
Inspections Division has implemented includes some ride-along
an inspection quality control program observations and
that includes such aspects as conversations with contractors
supervisory"ride-along"with who are the Division's
inspectors to observe their inspection customers.
procedures, periodic supervisory
visits to major jobs to review the
results of inspections and visit with
contractors to discuss inspectors'
customer service demeanor, etc.
The Building, Permitting and ✓ The City uses "investigation
Inspections Division has adopted and fees" rather than re-inspection
utilizes re-inspection fees for fees, and these are based on
"inspection not ready" including a fee an hourly rate.
for each time obvious corrections
previously noticed in writing have not
been corrected upon re-inspection.
Entitlement Applications
The Building &Safety Division ✓ All zoning applications are
provides zoning clearance for simple processed through the building
building permit plan checks. division.
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Best Practice/Operational Target Target Meet Target Comment
Planning staff has written procedures ✓ ✓ The Division has some SOP's
or procedures manual for application in their shared drive, but no
acceptance, processing, report formally compiled manual
writing, conditions, resolutions, which comprehensively
minutes and filing. outlines the process.
Authority for staff approval of minor ✓ Applications are classified into
land entitlement permits is delegated Type 1, Type 2, and Type 3,
in the Zoning Ordinance to a clearly and these each have their own
identified authority, such as a Zoning decision-making authority
Administrator. levels.
An up-to-date zoning ordinance is ✓ The zoning ordinance is
available that is easy for staff to available online, and it is a
interpret and understand, includes an useful tool for planners. They
index to make sections of the are able to use it consistently
ordinance easy to locate, and is and search for what they need.
consistent with the general plan.
Zoning ordinance interpretations are ✓ Zoning ordinance
memorialized in an up-to-date, easy interpretations are saved and
to use document. searchable in Laserfiche.
The Department notifies the applicant ✓ Applicants are introduced to
of the name of the case manager their case manager either at
assigned to the processing of their the counter when they submit
land entitlement permit application their application (Type 1), or at
including the telephone number, fax the pre-application conference
number, and e-mail address of the (Type 2/3).
project planner within five (5)
workdays after the application has
been assigned to the case manager.
The cycle time for the processing of ✓ Processing cycle times are not
current planning permits meets routinely measured or reported
metrics. upon.
The Department has a formal written ✓ ✓ The division will prioritize
process in place to close cases when cases which are nearing the
no activity has occurred with the case State's 120-day deadline but
for 90 calendar days. does not have a formal
process in place to close old
cases.
The current planning costs of the ✓ ✓ The Department does collect
Planning Department are recovered application fees, but do not
through fees. charge their time to specific
projects and do not attempt full
cost recovery.
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Permit applications are processed ✓ ✓ Land use applications are
using a concurrent process. Permit processed concurrently but
applications are distributed building permit applications
simultaneously to all of the follow a more sequential
departments/divisions for plan review. process.
Applicants for permit applications, or ✓ The Division maintains contact
their representatives, are invited to with applicants. If an
meet with the case manager and application remains
other necessary staff to discuss their incomplete, the applicant
application if it will be deemed receives a letter outlining
incomplete at 30-days. The case reasons for incompleteness.
manager informs the applicant face- Staff may also call them, if
to-face about basic problems, if any, they are an inexperienced
with the application, preliminary applicant.
environmental findings, basic
conditions that might be imposed, and
timing for processing of the
application.
Design review guidelines are ✓ Design review guidelines are
maintained to assure the quality of the in place, and they are
development product and to provide maintained and kept up-to-
guidance to the applicant and to staff. date.
These include design guidelines for
single family homes, multi-family
homes, and commercial.
The standard conditions of approval ✓ ✓ The standard conditions are
used in the review of planning permits included in a template that
are documented in an online library of staff use to develop written
conditions. opinion/decision documents.
They are not contained in an
online library, however.
Staff reports are clear and concise ✓ Staff reports are clear and
and recommendations are based focused, and they discuss
upon goals of the General Plan, findings under each of the
requirements and guidelines in the applicable review criteria,
Zoning Ordinance, and/or adopted which include relevant policies
City policy. and code sections.
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Performance Audit—Technical Appendices TIGARD, OREGON
4 FINANCE & INFORMATION SERVICES
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Information Services
The City uses a firewall and antivirus ✓ The City employs a firewall
software to protect servers from and antivirus software to
malicious intrusion protect its servers
Security standards are in place to ✓ Interviews reveal that there
monitor the system for unauthorized isn't appropriate software
intrusion monitoring IT logs and thus a
hacker could penetrate the
system and the City might not
know about it.
GIS staff provide proactive assistance ✓ V/ GIS staff perform this function,
to all departments to help them but there could be a more
benefit from spatial analysis of GIS proactive system in place to
data ensure department heads are
knowledgeable about, and
take advantage of, GIS
technology for spatial analysis
of data. This ensures better
decision-making abilities within
department operations.
An information technology steering ✓ The City has a GIS steering
committee is in place to provide input committee, but not an IT
on IT policies, standards, application steering committee in place.
development priorities, etc.
There is sufficient on-site support staff ✓ V/ Staff respond to approximately
to support the City's IT needs 4,700 IT service tickets
annually. Depending on the
time requirements to service
and complete a ticket, the
City's current IT staffing levels
are questionable as to their
adequacy. Current time frames
for responses to tickets are 4
hours for urgent matters, 8
hours for priority matters, and
4 days for regular matters.
Staff burnout is a concern.
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Performance Audit—Technical Appendices TIGARD, OREGON
The IT department conducts annual ✓ IT does not have a steering
assessments to identify technology committee directly, but rather
needs there is an informal process
with staff to discuss IT needs.
The IT division uses appropriate ✓ V/ Some performance measures
performance measures and are in place and the Steering
benchmarks to evaluate major Committee regularly meets to
programs and service delivery discuss IT goals; however,
more specific measures could
be implemented to better
gauge and monitor success
The IT division conducts annual ✓ These surveys are sent out
customer surveys to identify service daily, which is excellent as it
level and technology satisfaction of provides for timely feedback.
users
The ratio of IT division staff as a ✓ FY19 staffing in IT is 5, which
percentage of citywide staff is 2%to is 1.74%of total FTE levels
3% (286.3 FTEs). These numbers
exclude GIS staff.
IT division expenditures as a ✓ FY19 IT operating budget
percentage of the overall city budget (excluding GIS expenses) is
is 2%to 3% $1,856,888, which is 2.78%of
total operating budget of
$66,757,897.
IT actively employs an internal ✓ V/ The city uses an internal
phishing campaign with clickthrough phishing campaign (excellent),
rates of less than 5% but the clickthrough rate is
reported to be at 50%. A
clickthrough rate at this high
percentage indicates that
employees either do not take
seriously the threat of
malicious software infecting
the city's servers or they are
unaware of those
dangers/risks. Cybersecurity
awareness in general is a vital
area for municipal
governments considering the
many recent threats of server
hijacking against local
governments.
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Performance Audit—Technical Appendices TIGARD, OREGON
There is an IT master plan, including ✓ V/ The City just completed their
disaster recovery, in place first IT strategic plan; however,
specific steps for IT disaster
recovery are not included in
the plan.
City employees receive ongoing ✓ Interviews reveal regular
training in online security procedures training for City employees
with online security
The IT division uses IT helpdesk ✓ IT utilizes a helpdesk tracking
tracking software to ensure timely system to help them manage
response to needs and to identify service requests and ensure
areas in which overall improvements timely response to calls for
can be made service
The City has an integrated ERP ✓ V/ The city has an integrated
system to reduce risk that separate system for finance and HR;
computer systems won't effectively however, asset management
communicate with each other and work order tracking are
separate
IT staff training costs are ✓ IT training expenses of
approximately 2% of total IT payroll $20,712 represent 2.6%of
total IT salaries & benefits
IT enforces password security ✓ IT has a password security
including periodic changes to policy and requires periodic
password changes to passwords
Budget/CIP
A budget calendar is established and V/ The 2020 budget calendar is
communicated with all necessary thorough and includes
employees information on lead person to
handle certain functions, start
dates, due dates, and
appropriate notes
There are detailed procedures in ✓ Detailed procedures are in
place for preparing, adopting, place for all phases of budget
monitoring, and amending the budget development
The City has a multi-year capital ✓ The CIP includes six years of
improvement plan that includes data including project name,
annual capital expenses by year project description, project
through estimated construction location, funding source, and
completion and includes projected budgeted amounts for each
operating costs for future budgets year of a project
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Performance Audit—Technical Appendices TIGARD, OREGON
Contracting & Purchasing
Purchasing thresholds and policies V/ Purchasing policies and
are established thresholds are established,
identifying specific processes
to follow if a purchase ranges
from $1 - $10,000; $10,001 to
$100,000; or is more than
$100,000. Ranges up to
$20,000, $20,001 -$100,000
and $100,000 and up are in
place for personal and
professional services.
The City uses electronic purchase ✓ The city's practices include
requisitions and purchase orders to electronic purchase
streamline the procurement process requisitions and electronic
and ensure compliance with policies purchase orders enabling
effective determination of
policy compliance
The City uses a P-card/credit card ✓ The City has a P-card program
program that provides financial and policy. P-cards are
incentives to the city and there is a audited quarterly as time
policy in place for the cards' use. permits.
The organization proactively ✓ V/ Time does not permit this
researches and seeks buying function to be done thoroughly.
discounts The City is able to take
advantage of State buying
discounts and will research
buying discounts when time
permits. Additional staffing to
perform this function could
save the city money.
Financial Operations
Finance staff are cross trained for While staff are cross trained,
critical processes there aren't any mandated job
rotations that occur (internal
control) and with limited
staffing, there is added risk
that a backup won't be
available in an emergency.
Finance Department funding
cuts could be critical to the
effectiveness of operations
Financial staff receive annual training Money is budgeted for annual
and professional development training and professional
development
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Performance Audit—Technical Appendices TIGARD, OREGON
Written policies and procedures, V/ Policies and procedures are
including workflow mapping, are in generally adequate.
place for critical financial processes
The budget receives the GFOA ✓ The city regularly receives this
Distinguished Budget Presentation award
award.
Monthly budget-to-actual reports are ✓ The City provides monthly
prepared and provided to budget-to-actual reports on the
departments and elected officials City's drive for everyone to
access
The City uses long-term financial ✓ The City averages 4.2%
forecasting including annual contingency funding across
contingency funding general fund departments. The
City employs long-term
financial forecasting (10 years)
that includes estimates for
various reserves (emergency,
cash, and service level),
revenues, and expenditures.
The City provides this data in
numeric format and with visual
displays with trendlines.
The City has general fund reserves ✓ The City's financial policies
that are at least 16.67%of annual require a 2 month reserve—or
expenditures 16.67%of annual
expenditures. Current GF
reserves are at$13,390,375,
or 20%of total operating
budgeted expenditures.
All disbursements are supported by ✓ Risk factor of further budget
adequate documentation reductions since only one
employee performs this
function
Invoices are reviewed and approved ✓ All invoices are reviewed and
prior to payment approved prior to payment;
however, the City only has one
person performing the AP
function so any funding cuts to
finance could be critical toward
their ability to safeguard public
funds
Accounts payables are processed in Risk factor of further budget
sufficient time to take advantage of reductions since only one
discounts/not pay penalties employee performs this
function
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Performance Audit—Technical Appendices TIGARD, OREGON
All changes to payroll require prior ✓ This process exists; however,
written authorization, can only be there is only one employee
completed by limited personnel handling payroll functions so
(software restrictions), and all for internal control purposes,
changes are reviewed by someone any cuts to funding would be
else to ensure accuracy critical and put the city at
significant risk for fraud, waste,
or abuse
The Finance Department performs ✓ The City has been unable to
regular analytics on spending to perform regular analytics due
ensure compliance with policies and to manpower shortages
for internal control purposes
The City's finance department ✓ The City does not currently
handles centralized grant centralize its grant
management management system, relying
on individual departments to
manage their own grants
without external review or
monitoring to ensure
compliance. Additional staffing
resources could help the City
establish centralized grants
management.
Deposits are made daily ✓ The organization makes daily
bank deposits
The organization conducts annual The City does not currently
fraud risk assessments and at least conduct an annual
once every three years conducts a occupational fraud risk
complete internal control assessment assessment, which could
from an independent expert leave the City vulnerable to
outdated or possibly ineffective
internal controls (which could
cost the City significant money
if fraud, waste, or abuse were
to occur in the future)
The City centralizes its contract While ultimately the City has
management processes decentralized management of
contracts, the City has a
centralized contract monitoring
system in place allowing for
better oversight of City
contracts to help ensure
compliance with legal
requirements.
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Performance Audit—Technical Appendices TIGARD, OREGON
Budgets and CAFR reports are ✓ Several years of CAFR and
provided online for public review budget documents are
available on the City's website
for public review and
inspection
The City has an established fund ✓ The City's fund reserves
reserve policy identifying minimum practices are thorough and the
GF reserve levels and steps to take if City uses long-range financial
those reserves are not met planning to estimate fund
reserves and fund reserve
percentages for up to 10 years
in the future
Bank reconciliations occur monthly ✓ Bank reconciliations occur
monthly. Reductions in staffing
could hinder the city's ability to
accomplish this task timely,
which would affect the city's
ability to comply with UCC §4-
406
The City accepts online payments for ✓ The City accepts online
services payments including utility
billing, court, permitting, and
others. Business licensing
cannot currently be renewed
online due to software
restrictions (should ensure all
payments can be made
online). On-line payments
reduce the risk of cash/check
mishandling and provide an
easy way for customers to
complete transactions
The City regularly conducts Regular management audits or
management audits of purchases to purchases provides a
verify the item purchased is/was used significant deterrent toward
only for official city purposes fraud, waste, or abuse. This is
an important internal control
that the City does not currently
have the staffing capacity to
complete
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Performance Audit—Technical Appendices TIGARD, OREGON
5 LIBRARY
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Administration
The Library has a multi-year strategic V The Library developed a 5
plan. year plan in 2015—
`Tomorrowland: The Future
Belongs to Dreamers and
Doers'.
The Library has developed There are 3 goals and 9
measurable goals and objectives to objectives, only some of which
track their performance against the are measurable.
strategic plan.
The Library has a set of performance V The Library extensively
measures to track their progress monitors performance
toward established goals. consistent with the measures
tracked by the Oregon State
Library.
Cardholders as a percent of At 48%Tigard falls moderately
population exceed 65%. below the target.
Annual circulation per cardholder At over 36 items per
exceeds 12 per year cardholder, Tigard patrons
actively use library resources.
These counts do not include
electronically circulated items.
Proportion of collection replaced per New physical items were 12%
year exceeds 5%. of the collection last year.
Again, this does not include e-
resources.
There are no more than 3 While there are various titles
organizational levels under the reflecting experience and
director of the library. compensation at the line level,
Senior/Librarian/Assistant/
Library Assistant have many
common roles.
Services coordinated with other V Some coordination with
service providers in the City (e.g., recreation and with local non-
recreation services). profits with opportunities to
increase these efforts.
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Best Practice/Operational Target Target Meet Target Comment
Historical resources are coordinated The Library has a `historical
with local groups. room'.
The Library participates in regional The Tigard Library is a
consortia for materials and programs. member of the Washington
County Cooperative Library
Services (WCCLS) which
shares collections and
program successes.
Collections of non-book materials, Extensive non-book physical
including archival/cultural materials, and virtual collections.
audio-visual materials, games
(computer and board games), Braille
materials, etc.
Grants are sought and secured for No major grants at this time.
new technology and programs or to
assist with the delivery of existing
programs and services.
The Library leverages community The Library is supported by a
resources (private, not-for-profit, Foundation and Friends
Friends of the Library, etc.) to organization. There are,
supplement City funds? however, opportunities to
increase this support.
Staff receive annual training on new
developments in library services
Service Delivery
The Library is open at least 60 hours At 69 hours per week, the
per week. Tigard Library is accessible to
patrons.
The Library is open and available to The Library is open 7 days
the public during non-business hours each week and until 9pm on
and days. weeknights. However, the
Library should evaluate how
useful some later evening
hours are for patrons (visits
drop off significantly after
about 8pm).
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Performance Audit—Technical Appendices TIGARD, OREGON
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Reference questions are offered Reference questions can be
online or on the phone. asked via the phone, email or
chat online (Answerland).
The Library conducts a regular The Library develops quarterly
survey of users' satisfaction with the surveys of patrons which focus
services provided. on specific topics (e.g.,
summer reading interests).
The library tracks the usage of All professional Library staff
materials (including renewals and have collection development
wait lists) by volume, time, content responsibilities and measure
type, and media type. interest and patron usage,
The Library processes and catalogs Target generally met;for new
materials within 3 days of receipt. materials having a master
contract with Ingram's
facilitates for this.
Periodic inspections of materials are Daily shelf reading by most
made to ensure that shelving is staff, including more senior
accurate. staff.
Programs designed to reach The Library offers programs
numerous target audiences (children, for children, young adults and
adults, seniors, etc.). Program adults on a near daily basis.
performance, quality and community
feedback is tracked.
New programs are developed Staff meetings on a weekly
annually to prevent declines in and other frequency basis to
interest and/or quality. evaluate the success of
programs, how to modify or
eliminate other programs.
Outreach efforts exist to get to Outreach efforts are targeted
audiences who cannot get to the toward schools as well as the
library (e.g., homebound services)? homebound. However, there
may be opportunities to
support specific segments of
the community (e.g., seniors).
A centralized volunteer program is in A volunteer coordinator
place to augment and support staff recruits, trains and provides
efforts. oversight to volunteer support
in the Library. She works with
the City's general volunteer
efforts.
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Performance Audit—Technical Appendices TIGARD, OREGON
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Volunteers are utilized widely in the Approximately 170 volunteers
Library including readers'and support the Library each
technical services. month, totaling over 15,000
hours in the last fiscal year).
The roles are varied in
circulation, readers'and
technical services.
Technology
The Library has extensive V The Library is substantially
investments in electronic media. invested in electronic media
(e.g., a-books and e-
databases). Three (3)
automated circulation
checkouts are also available
for patron use.
Patron computer workstations exist The State Library Report for
for internet use and for other uses 2017-18 lists 79.
(e.g., word processing).
Computer workstations have wait Two hours of continuous use,
times managed. per policy.
The library has a long-term The Library is part of the City's
technology plan. technology planning.
A refreshment program is in place to No formal replacement plan.
replace computer systems.
Information system support is Support to staff; patron
provided to users and staff. classes.
A central webmaster is designated to The Library shares social
manage the content of the Library's media content among several
website staff with risks to consistency
and quality.
The Library's information systems are The Library is part of the City's
coordinated within the City's IT technology planning with
planning efforts. impacts on workstation
refreshing targets.
Marketing
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The Library has developed a V Marketing materials (both print
consistent brand for its and online—web and social
communications and marketing media) are not branded with a
efforts. consistent look. Multiple
people are involved in social
media and web presence,
The Library utilizes social media Yes, but issues relating to
extensively for outreach. content contributions.
The Library's web page and use of But limited to the web style
social media is coordinated with the and social media policies on
City's efforts. content.
Web and social media content is Loosely coordinated among
developed with a consistent look and several staff.
feel throughout the Library's website
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6 POLICE
Meets Does Not
Best Practice/Operational Target Target Meet Target Improvement Opportunity
Administration
The Department's command structure ✓ The department has an
has a clear chain of command for effective command structure.
effective decision making and There is a clear separation of
separation of roles. roles. Major tasks are
assigned to different command
staff members. There is no
overlap of tasks. An
administrative Lieutenant
position was not replaced and
those tasks were absorbed by
other command staff.
The department uses cost reduction N/A This is still under review. The
strategies. department hires minimum
overtime needed to maintain
appropriate staffing. Training is
planned to avoid the need for
overtime. Minimum staffing is
lower during periods of
normally low call loads. All
expenses are approved by
more than one level of
authority.
There is appropriate span of control ✓ There are no one over one
for command supervision. spans of control. Where there
are limited spans of control
there are other tasks assigned.
Sworn members are not assigned to There are no major tasks that
complete major tasks that could be are being completed by sworn
done less expensively with non-sworn members that should be done
personnel. by non-sworn.
The department appropriately N/A This is still under review.
manages its overtime budget. Police departments typically
expend 5%to 10%of their
total employee budget on
overtime.
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Patrol
Patrol Staffing Levels ✓ CAD data has been reviewed
and though overall proactive
time is 54%, between 10am
and 2pm the department
appears to be understaffed to
meet community generated
calls for service. There were
19,364 community generated
calls for service in 2018.
There is an appropriate level of ✓ There is a patrol supervision
supervision. ratio of approximately 1
Sergeant to every 5 officers.
A sergeant responds to every use of Sergeants respond to every
force or arrest. use of force incidents and all
events are reviewed.
Patrol zones/beats are designed to N/A This still under review. Patrol
provide quick response and zones (districts) are designed
incorporate call load and geographic along geographic boundaries
boundaries. and historic call load.
The department uses electronic field ✓ Allowing officers to complete
reporting software. routine reports in the field and
avoid returning to the
department decreases call
response times and increases
officer time in the field.
The department is involved in ✓ The department is involved in
community engagement/community several community policing
policing activities. activities such as Coffee with a
Cop, Open Houses,
Community Events and School
events.
Officers are involved in collateral ✓ Officers have collateral duties
duties that are not covered by full time such as the Washington
positions. County Tac team and training.
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Detectives
The caseload for detectives is ✓ Detective caseloads are low,
appropriate. there were 99 cases assigned
in the Commercial Crimes Unit
2017 between 3 detectives
(There are 4 detectives, but
one is assigned full time to the
DEA). This represents about
33 cases per detective per
year or 3 a month. It should be
noted that detectives have
other duties as well. This is
low case load.
The Criminal Investigations
Unit detectives were assigned
140 cases in 2017 between 5
detectives. This represents
about 28 cases per detective
per year or 2 a month. It
should be noted that
detectives have other duties
as well. This is low case load.
The detective unit uses case ✓ This is the current practice of
solvability factors to assign or the detective unit.
suspend cases.
The detectives use case management ✓ Case statuses are updated
software to update case status. verbally and the supervisor is
made aware of updates and
they are tracked in case
management software.
There is restricted and limited access ✓ Only a limited number of
to the property room. personnel should have access
to the property room and
evidence.
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The property room is organized and ✓ Evidence is stored
high value items (drugs, cash and appropriately and to best
guns) are stored in separate double practice. Some large items are
secured area within the property stored in secondary storage,
room. this is due to facilities issues
and limited size of the property
room(s). All items are
documented, barcoded and
entered into the property
management software.
Administrative Staff
Administrative staff is cross trained so ✓ Some of the administrative
that critical functions can be covered assistant's tasks could be
during vacations and unexpected handled on a limited basis by
absences. other staff.
Account Payable functions are ✓ These functions are handled
effective. centrally, but the department
supplies appropriate
documentation.
Tasks assigned to administrative staff ✓ The staff is able to meet all
are completed within required required deadlines, record
deadlines. requests, permits, and case
discovery.
Dispatch/RMS
The dispatch center is staffed ✓ The Tigard Police Department
appropriately for call volume. is part of County Regional
dispatch system. There are no
reported concerns.
RMS ✓ The department was part of a
region wide RMS that was
hosted by the Portland Police
Bureau. That system had
several issues and Tigard PD
switched to a new RMS
(Mark43). The system has
improved functionality.
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Equipment
The department uses body worn The department uses
cameras and/or in car cameras. Panasonic in car camera
systems in about 75%of their
vehicles. Traffic, SROs and K9
utilize body worn cameras.
The department has
researched using body worn
cameras but has not moved to
purchase or use them. Body
worn cameras are quickly
becoming best practice as
they help in prosecution of
cases and exoneration of
officers. They can also reduce
police liability.
Patrol officers are issued patrol riffles Officers are currently carrying
patrol riffles. Though shotguns
were the standard years ago,
they have three limitations that
patrol rifles don't have- Limited
accuracy at distance, buckshot
rounds are effective at close
range but spread over
distance increasing chances of
stray pellets hitting something
other than the intended target.
Slug rounds are more accurate
but can over penetrate. Riffles
are more accurate and specific
police rounds can eliminate
over penetration issues.
The department patrol fleet is sized N/A This is still under review.
appropriate for the normal operations. Recommended average age of
2 to 4 years. When a fleet is
aged it lacks updated safety
equipment and maintenance
costs increase. Vehicle
warranties generally end at 5
years and 120,000 miles.
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The detective fleet is appropriate for N/A This is still under review.
normal operations. Detective and administrative
vehicles are normally kept for
longer periods of time because
they are not driven significant
miles per year. Recommended
average age of 3 to 4 years.
When a fleet is aged it lacks
updated safety equipment and
maintenance costs increase.
Administrative fleet is appropriate for N/A This is still under review.
normal operations. Administrative vehicles are
normally kept for longer
periods of time because they
are not driven significant miles
per year. Recommended
average age of 3 to 4 years.
When a fleet is aged it lacks
updated safety equipment and
maintenance costs increase.
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7 PUBLIC WORKS
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Administration
The department maintains and ✓ ✓ Individual master plans for
publishes a clearly written, multi-year each of the infrastructure
(five years at a minimum) strategic systems streets, water, sewer,
plan to provide vision and direction for wastewater, and parks—are in
the department's effort. The plan place. These plans should be
clearly delineates the department's updated every 5 years. Their
goals, and objectives and strategies purpose is primarily technical
for achieving them. rather than strategic, and their
focus is at the system level,
rather than the department
level.
The Public Works Department ✓ The budget contains some
generates goals, objectives, and metrics, but not with a level of
performance measures monitoring detail or relevance that is
reports on a quarterly basis to convey sufficient to drive decision-
the department's performance to the making based on strategic
City Manager. goals. There is room for
improvement in the availability
of data and the use of
performance standards.
An effective asset management ✓ ✓ Maintstar has been installed
system has been installed that as the City's work order
includes an inventory of the assets to system, but its asset
be maintained and details on management capabilities are
components and maintenance. limited.
Geographic based information on the ✓ The GIS system has not yet
infrastructure is accessible and linked been effectively linked to
to the asset management system. MaintStar.
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The organizational structure is ✓ ✓ The organization is "flat"
efficient. enough to be efficient—
excessive hierarchy is not an
issue and spans of control are
mostly reasonable. The City
Engineer's span of control is
wide; the position oversees a
wide range of administrative,
project management, and
development review
engineering functions.
A comprehensive multi-hazard ✓ The City meets FEMA and ICS
emergency plan has been adopted, standards for emergency
tested, and maintained. management, maintains inter-
governmental agreements,
and performs regular safety
drills.
Park Maintenance
Managerial responsibility for the ✓ A designated division is
maintenance of parks and landscaped responsible for parks and
areas has been clearly designated. landscaping maintenance.
Park Maintenance has an asset ✓ The parks group is able to
inventory of the parks that it maintains provide a detailed report on
such as square footage of turf by park parks including the type and
type, etc. classification of park and the
acreage.
Park Maintenance maintains and ✓ The City is developing a parks
updates a system-wide park master master plan which will be
plan that is supported by asset based on condition
condition assessments and assessments and quantitative
quantitative and measurable criteria.
performance measures or criteria.
Park Maintenance tracks progress in ✓ The master plan is not
achieving the system-wide master currently used as a progress
plan and communicates this progress. measure, and the parks
division does not report on
progress or performance
against the plan.
A capital improvement program is in ✓ The parks system is included
place for the park system. in the City's CIP.
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Levels of service have been ✓ Maintenance standards and
developed that defines the frequency frequencies are established for
with which maintenance tasks are to each classification of parks.
be performed that vary by the
demands placed on the park.
An annual maintenance calendar has ✓ ✓ The Division's master
been developed that identifies when spreadsheet is designed to
seasonal tasks will be performed show the hours to be spent on
(e.g., turf will be fertilized in March each task for each park, by
and September, month. It is not completed yet.
A work reporting system is utilized to ✓ ✓ Work orders for parks
report actual time by task, by day, by maintenance activities are
park, and by employee on a weekly tracked and show the park
basis. asset and employee, but do
not capture data needed for
activity costing such as
time/materials/equipment.
The CMMS is utilized to track ✓ ✓ Most requests are tracked in
customer service requests and Maintstar, but some are not
document response time. recorded because they come
in via email.
Seasonal staff are used effectively to ✓ Seasonal staff work a limited
supplement personnel needs. season rather than the full
busy season (April-Nov). They
also all report directly to the
Parks Supervisor.
ENGINEERING (CAPITAL IMPROVEMENT PROGRAM)
A five-year capital improvement ✓ A six-year capital plan has
program has been developed and been developed.
adopted by the City Council.
The capital improvement program ✓ Goals, priorities, and expected
clearly identifies the goals, priorities, impacts are established for
and expected outcomes of the each of the systems included
program. in the CIP.
Capital project proposal packages are ✓ The CIP is developed based
developed according to established on existing system master
criteria. plans, as well as a quantitative
scoring system from staff and
citizen advisory committees.
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Staffing requirements for at least the ✓ ✓ The CIP includes a system
first year of the five-year capital infrastructure budget which
improvement program have been accounts for staff related to
identified based upon the use of cost new capital projects. Specific
of construction guidelines. personnel figures are not
shown, however, and it is
unclear what basis is used to
determine these costs.
Capital projects are scoped and cost ✓ Project background and
estimates developed before the descriptions, as well as cost
commencement of design. estimates, have been
developed even for projects
which are not yet funded.
A project manager is assigned and ✓ Project managers oversee the
given authority over the budget and full life cycle of capital projects.
schedule of the project from design,
construction, inspection, and
completion.
An automated project management ✓ No project management
system has been acquired, and all of system is in place. The
the engineering staff have been Springbrook FMIS is used to
trained in and utilize the system. manage projects along with
several spreadsheets and
custom report templates.
The hours that engineering staff ✓ ✓ Engineer bill hours to capital
charge to design and inspection of improvement projects, but the
capital improvement projects are City is still in the process of
tracked. developing an empirical basis
for the rates charged.
When engineering design is provided ✓ Hours are tracked for each
for special revenue funds, internal project and charged to the
service funds, or enterprise funds, the appropriate project budget or
costs of design are charged to those fund.
funds.
The customers receive quarterly ✓ Regular updates are
project updates that contain status, generated for each capital
schedule, budget update, and any project including updates on
potential issues. their budget, schedule, scope,
and any issues or holdups.
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A project cost accounting system is ✓ Staff enter their time in
utilized to enable comparisons of Springbrook but reporting and
planned versus actual staff hours for updating by project cannot be
the design and inspection of capital done through the system, so
projects. separate spreadsheets are
used to generate reports and
updates on project budgets.
No PCA system is in place.
Project managers have access to the ✓ ✓ Springbrook is used as the
automated financial management primary management tool for
system to monitor the actual versus capital projects and project
planned design, inspection, and managers have access.
construction costs for capital projects. Springbrook is limited for
project management functions,
however, and project
managers rely on separate
reports created by the
Management Analyst for
project budget updates.
Quality control and evaluation ✓ The Division does not formally
mechanisms (e.g., final report) have conduct lessons-learned
been developed at the completion of assessments or rate
capital improvement projects to contractors/vendors after
enhance learning and correction of projects.
problems.
The Division has developed ✓ The division does not currently
measures or benchmarks to establish track or report on formal
goals for project quality, time, costs, performance measures for the
and customer satisfaction. Specific execution of capital projects.
metrics have been developed to
measure performance against project
goals such as percent of projects on
budget and schedule, size and
number of change orders, and other
key industry metrics.
A change order contingency is set ✓ The CIP document shows
aside at the start of each capital contingencies set aside before
project. construction.
A formal written change order process ✓ The City's contracts follow a
is in place that defines all forms and standard format with language
methods necessary to finalize change outlining the change order
orders. process and appropriate levels
of authority.
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Change order authority has been ✓ This authority is delegated to
appropriately delegated for change project managers, subject to
orders up to the change order established limits on dollar
contingency. amounts.
A pre-construction conference is ✓ Each capital project
conducted at the beginning of each construction begins with a pre-
capital project construction contract. construction conference
The prime contractor, pertinent including the contractor,
subcontractors, the project manager, project manager and
and inspector attend this conference. inspector.
ENGINEERING (DEVELOPMENT REVIEW)
An automated permit information ✓ The engineering development
system is utilized for engineering review group uses Accela to
development review. record intake, actions,
comments, and decisions on
engineering permit
applications.
Engineering permit processing ✓ Design standards have been
checklists have been developed for developed and posted on the
the various types of submittals. These website. Permit processing
checklists are available on the checklists are not.
Section's web site.
Engineering development review ✓ Counter staff check
applications are checked at the applications upon submittal
counter upon submittal for initial and reject those deemed
completeness and rejected if missing incomplete.
basic items.
Cycle time objectives for the ✓ While most staff and
processing of the development review customers believe engineering
applications by the Division have permit processing turnaround
been established for the various types times are good, cycle time
of permits processed by the Section. objectives are not tracked and
reported upon.
A monthly report is generated ✓ The City does not formally
reporting actual vs. planned track or generate routine
performance against these cycle time reports on cycle time
objectives objectives.
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Decision-making authority has been ✓ The principal engineer is the
appropriately delegated to the staff of only P.E. in this section—all
the Division for the approval of low other staff are Engineering
exposure/low impact engineering Technicians, so very little
applications and permits. authority can be delegated.
The Division fully recovers the costs ✓ ✓ Engineering time spent in
of its development review including permitting review is tracked
direct and indirect costs. and charged to projects, but a
full analysis of cost recovery
has not been conducted.
GIS is readily available to engineering ✓ The City's GIS system is
development review staff to facilitate accessible to engineering staff
the analysis permit applications. in their development review
functions.
An inter-departmental development ✓ Lead staff from planning and
review committee is utilized to engineering meet regularly to
coordinate the review and discuss land use applications
consideration by staff of the and the permitting process.
development review permits
applications.
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3 Employee Survey Summary
As part of the Matrix Consulting Group's study for the City of Tigard, the project team
distributed an anonymous survey to employees of the City in order to gauge their opinions
on a variety of topics relevant to the study. The employee survey was publicized by the
City in May of 2019. The analysis focuses on presenting key findings that assess
employee impressions, thoughts, and opinions of the City of Tigard.
This survey generally asked three types of questions:
Respondent Demographic Questions Respondents were asked to respond to
general demographic questions related to the current Department and duration of
their employment with the City.
Multiple Choice Questions: Respondents were presented with a number of
multiple-choice questions, or statements where respondents indicated their level
of agreement or disagreement with the statement, or provided an answer based
on the choices provided.
• Open-Ended Response Questions'. At the end of the survey, respondents were
given space to provide additional thoughts and opinions about any of the topics
covered within the survey relating to the City.
There was a total of 195 responses from City employees. Given the size of Tigard, the
project team considers this to be a good rate of return.
1. Summary of Key Findings
While a more detailed analysis can be found in the sections below, the following points
summarize the key findings from the responses received to this survey:
• There is a general satisfaction with teamwork and empowerment to make
decisions using professional judgement, and respondents feel they are
contributing to a common goal.
• Departments provide a high-level cost-effective service with satisfactory
supervision and distribution of responsibilities.
• Departmental organizational structure promotes efficiency; however, staffing
levels are not adequate.
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Performance Audit—Technical Appendices TIGARD, OREGON
• There are high performance expectations; however, performance issues may not
be being dealt with sufficiently.
• Additional staffing, technology and communications are identified as areas of
potential improvement by staff.
• Respondents identified staff, the community, and law enforcement as the City of
Tigard's greatest strengths.
City employees are generally satisfied with their employment with the City of Tigard and
feel they offer cost-effective and high-quality services because of efficient Department
structures. However, responses indicated staffing levels, lack of attention to performance
issues, technology and communications as areas in need of improvement.
2. Survey Respondent Demographics
Respondents were asked to indicate the department of their current position within the
City. There was a total of 186 respondents from 8 different departments.
Department of Current Position
Department Count Percent
Central Services 19 10%
City Management 10 5%
Community Development 18 9%
Finance and Information Services 13 7%
Human Resources 1 1%
Library 39 21%
Police 60 32%
Public Works 26 14%
Total 186 100.0%
The Police Department had the most (32%) responses to the survey. The Library (21%)
and Public Works Department (14%) provided the second and third most responses to
the survey. The table below shows the number of years respondents have worked for the
Tigard.
Number of Years
Working for Tigard
Respondent Answer Count Percent
0 to 4 Years 63 34%
5 to 10 Years 34 18%
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Performance Audit—Technical Appendices TIGARD, OREGON
Respondent Answer Count Percent
11 to 20 Years 66 36%
More than 20 Years 22 12%
Total 185 100.0%
Most respondents (36%) have worked for the City of Tigard between 10 to 20 years, with
many (34%) having only worked for the city between 0 to 4 years. Some respondents
(18%) have worked for between 5 to 10 years, while the remaining respondents (12%)
have worked for 20 or more years. The table below shows the number of Full-Time (FT),
Part-Time (PT), and Seasonal/On Call (SO) employees. There was a total of 182
responses with 13 choosing to not provide an answer.
Employment Category
Respondent Answer Count Percent
Full-Time 161 89%
Part-Time 17 9%
Seasonal /On - Call 4 2%
Total 185 100.0%
An overwhelming majority (89%) of respondents to the survey are Full-Time Employees
with the City. Only some (11%) of the respondents are either Part-Time, Seasonal, or On-
Call.
3. Multiple Choice Questions
The survey consisted of sections where respondents were asked to indicate their level of
agreement or disagreement with statements about the Department's services. The
response options were "Strongly Agree" (SA), "Somewhat Agree" (A), "Somewhat
Disagree" (D), and "Strongly Disagree" (SD), and "No Answer" (N/A). Respondents were
also given the option to select "N/A" indicating that they wish to not provide a response to
the statement. The table below summarizes employee responses to statements on their
experience with the organization:
3.1 There is A General Satisfaction with Teamwork and Empowerment to Make
Decisions Using Professional Judgement, and Respondents Feel and
Understand They are Contributing to A Common Goal.
The first section of multiple-choice questions asked respondents to indicate their level of
satisfaction with several statements pertaining to satisfaction with the organization and
their employment. The table below shows the number of respondents who selected each
level of agreement or disagreement:
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Performance Audit—Technical Appendices TIGARD, OREGON
Employee Organizational Rating
# Statement SA A D SD N/A Count
1 There is good teamwork among the various 11% 52% 21% 15% 5% 185
Departments within the overall City organization.
2 1 have the technology I need to do my job efficiently and 34% 42% 16% 7% 5% 184
effectively.
3 1 am empowered to make decisions within my 45% 43% 8% 4% 0% 185
professional judgment.
4 1 am kept informed of what is happening in the City. 36% 48% 10% 5% 0% 182
5 My Department and the other City departments work 13% 45% 25% 13% 5% 183
towards the same strategic goal(s).
6 1 understand how my job aligns with the City of Tigard's 28% 46% 11% 3% 3% 184
overall goals.
7 The City of Tigard is a good place to work. 42% 40% 14% 3% 1% 183
8 1 feel that I can make a career with 80 the City of Tigard. 43% 36% 11% 5% 4% 184
• Respondents Are Generally Satisfied With the Organization's Teamwork and
Feel They Have the Means to Perform Their Duties and Feel Empowered to
Make Decisions Using Professional Judgement: A majority (63%) agreed with
Statement #1, that there is good teamwork among the various Departments within
the City, with some (36%) having some level of disagreement. A large majority
(76%) also agreed with Statement#2, that respondents have access to technology
to do their job efficiently. A strong majority (88%) had some level of agreement
with Statement#3, that respondents feel empowered to make decisions within their
professional judgement.
• Respondents Indicate an Understanding of their Contribution to the City's
Goals and Feel They Are Well Informed: A strong majority (84%) agree with
Statement#4 and feel that they are kept informed of what is happening in the City.
A majority (58%) also agree with Statement #5, that City departments work
towards the same strategic goals, however some (38%) disagree and feel that
Departments do not work towards the same strategic goal. A majority (74%) agree
with Statement#6, that respondents understand how their job aligns with the City's
overall goals.
• Tigard is A Good Place to Work and Make A Career: A strong majority (82%)
agree with Statement#7, that Tigard is a good place to work and a majority (79%)
of respondent's feel they can make a career with the City.
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Respondents agree that the City of Tigard is a good place to work and make a career and
are generally satisfied with the Organization's teamwork, generally feeling they
understand that they are contributing to the City's overall goals.
3.2 A Large Majority of Respondents Feel They Are Busy, While Some Can Keep
Up and Others Feel They Can Never Catch Up.
The second section of multiple-choice questions asked respondents to select the best
answer that most accurately reflect their workload. The options presented were "I am
always busy and can never catch up," "I am often busy but can usually keep up," "I have
about the right balance of work and available time," "I could take on more work given my
available time." The table below shows respondents answer to the statement:
Employee Workload
Response Option Count Percentage
I am always busy and can never catch up 69 37%
1 am often busy but can usually keep up 93 51%
1 have about the right balance of work and available time 17 9%
1 could take on more work given my available time 5 3%
Total 184 100%
A majority (51%) of respondents indicated that they are often busy and can usually keep
up, while many (37%) feel they are always busy and can never keep up. Some (9%)
respondents have the right balance of work and available time, while few (3%) feel they
can take on more work given their available time.
3.3 Respondents Indicate Their Departments Provide A High-Level Cost-
Effective Service with Satisfactory Supervision and Distribution of
Responsibilities.
The third section of multiple-choice questions asked respondents to indicate their level of
satisfaction with several statements pertaining to satisfaction with the organization and
their employment. The table below shows the number of respondents who selected each
level of agreement or disagreement:
Employee Organizational Rating
# Statement SA A D SD N/A Count
1 My Department provides a high level of service to the 71% 23% 4% 1% 1% 190
residents of Tigard.
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# Statement SA A D SD WA Count
2 My Department places a high priority on high-quality 60% 33% 4% 2% 0% 177
work.
3 My Department places a high priority on cost-effective 48% 40% 8% 2% 2% 180
methods of providing services.
4 My immediate supervisor does an effective job of 48% 32% 8% 7% 4% 179
coaching and mentoring me.
5 We do a good job in my Department of coordinating the 38% 46% 10% 4% 2% 179
work to be done between employees.
6 In my Department, we do a good job of planning ahead 33% 45% 15% 5% 2% 177
and scheduling our work.
• Respondents Feel Their Department Provides A High Level of Service and
Places Priority on Quality: An overwhelming majority (94%) of respondents
indicated they agree with Statement#1, that their Department provides a high level
of service to the residents of Tigard. A strong majority (93%) of respondents
agreed with Statement #2, that their Department places a high priority on high-
quality work.
• Respondents Place A High Priority on Cost-Effectiveness and Their
Supervisor Does an Effective Job of Coaching and Mentoring: A strong
majority (88%) of respondents agree with Statement #3, that their Department
places a high priority on cost-effective methods of providing services. A majority
(80%) agree with Statement #4, that their immediate supervisor does an effective
job of coaching and mentoring.
• Departments Do A Good Job Coordinating Work and Distributing It Ahead of
Time: A strong majority (84%) have some level of agreement with Statement #5,
that their Department does a good job of coordinating work to be done between
employees. Most (78%) have some level of agreement with Statement #6, that
their Department does a good job of planning ahead and scheduling work, however
some (20%) have some level of disagreement, indicating they feel their
Department does not do a good job of planning ahead.
3.4 Departmental Structure, Policies, Procedures and Strategic Goals Are Clear,
Efficient and Effective, However, Staffing Levels Need Improvement.
Employee Organizational Rating
# Statement SA A D SD WA Count
7 The organizational structure of my Department 36% 46% 15% 3% 1% 177
promotes the efficient delivery of services.
8 Staffing levels in my Department are adequate for the 12% 28% 31% 27% 2% 178
work to be performed.
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# Statement SA A D SD WA Count
9 Our internal policies and procedures are effective at 24% 56% 12% 5% 3% 178
helping me perform my job.
10 1 am encouraged by my managers and supervisors to 42% 38% 12% 5% 2% 178
identify better ways to provide services.
11 Managers and supervisors in my Department have a 34% 44% 12% 6% 4% 177
clearly-defined strategic direction.
• Departmental Organizational Structure Promotes Efficiency, However,
Staffing Levels Are Not Adequate: A strong majority (82%) have some level of
agreement with Statement#7, that the organizational structure of their Department
promotes the efficient delivery of services, while a few (18%) have some level of
disagreement. Most (58%) respondents indicated having some level of
disagreement with Statement#8, indicating that staffing levels in their Department
are not adequate for the work to be performed, however, some (40%) feel staffing
levels are adequate.
• Internal Policies, Procedures and Strategic Direction Are Clear and Help
Respondents Perform Their Job: A strong majority (80%) have some level of
agreement with Statement #9, that internal policies and procedures are effective
at helping respondents perform their job. A strong majority also have some level
of agreement with Statement #10, that they feel encouraged by management to
identify better ways to provide service. Most (78%) respondents agree with
Statement #11, that management in their Department has a clearly defined
strategic direction, with few (18%) disagreeing.
3.5 There Are High Performance Expectations and Staff Does A Good Job of
Communicating, However, Performance Issues Are Not Dealt with
Appropriately.
Employee Organizational Rating
# Statement SA A D SD WA Count
12 We have high performance expectations in my area. 54% 33% 8% 4% 1% 178
13 Performance issues in my Department are dealt with 28% 30% 24% 10% 8% 175
appropriately.
14 Managers and supervisors in my Department do a 38% 44% 13% 3% 1% 178
good job of communicating important information to
me in a timely manner.
15 My Department effectively manages workload so that 23% 50% 18% 7% 2% 175
all individuals are highly utilized.
16 My Department explores new and innovative ways to 29% 51% 14% 2% 4% 178
reduce costs.
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• There Is High Performance Expectations, However, Performance Issues Are
Not Dealt with Appropriately: An overwhelming majority (87%) have some level
of agreement with Statement #12, that respondents have high performance
expectations in their area. Most respondents showed some level of agreement with
Statement #13, while some (34%) disagreed, indicating performance issues are
not dealt with appropriately.
• Departments Do A Good Job of Communicating Important Information and
Workloads Are Distributed So That Staff Are Highly Supervised: A strong
majority (82%) had some level of agreement with Statement #14, that
management does a good job of communicating important information in a timely
manner. A majority (73%) of respondents agreed with Statement #15, that their
Department effectively manages workloads so that all individuals are highly
supervised, however, a quarter (25%) of respondents disagree, indicating they feel
workloads are not distributed and individuals are not highly utilized.
• Departments Do A Good Job of Exploring New and Innovative Ways to
Reduce Costs: A strong majority (80%) have some level of agreement with
Statement#16, that their Department explores new and innovative ways to reduce
cost, with very few (16%) disagreeing, feeling Departments do not explore
innovative ways to reduce costs.
4. Open Response Questions
The final section of the survey asked respondents to identify strengths and possible areas
of improvements in a written open-ended response format. The following points outline
the most common responses and themes identified and an analysis of the responses
provided by participants.
4.1 Additional Staffing, Technology and Communications Are Identified As
Areas of Operation Where Improvements May Increase Efficiency.
The first portion asked respondents what they felt are the are operational improvements
that would increase efficiency or effectiveness of service delivery. A total of 113
responses were received. Responses were categorized based on topic categories; those
which were brought up multiple times are shown below:
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Number of Survey Responses by Category
(sorted from most to fewest responses)
Operational Improvement Areas Count Percent
Additional Staffing 21 25%
Technology 18 21%
Communications 16 19%
Training 14 17%
Policies and Procedures 8 10%
Facilities & Infrastructure 7 8%
The most common response themes among these answers indicate an increase in staff
(21 responses), Technology (18 responses), and Communications (16 responses) as the
areas of operations where respondents identified improvements may lead to increased
efficiency. This aligns with the earlier answers where respondents indicated a need for
more staffing.
4.2 Respondents Identified Staff, the Community, and Law Enforcement as the
City of Tigard's Greatest Strengths.
The second portion asked respondents what they felt are the are the greatest strengths
of the City of Tigard. A total of 125 responses were received. Responses were
categorized based on topic categories; those which were brought up multiple times are
shown below:
Number of Survey Responses by Category
(sorted from most to fewest responses)
Areas of Strength Count Percent
Staff 46 41%
Community 38 34%
Law Enforcement 12 11%
Diversity 8 7%
Culture 5 4%
The most common response themes among these answers indicate that respondents
believe City Staff (46 responses), Community (38 responses), and Law Enforcement (12
responses) are the greatest strength of the City of Tigard.
4.3 Respondents Identified Communication, Staffing and Budgeting as Areas of
Improvement.
The third portion asked respondents what they felt are the are the greatest opportunities
for improvement in the City of Tigard. A total of 113 responses were received. Responses
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were categorized based on topic categories; those which were brought up multiple times
are shown below:
Number of Survey Responses by Category
(sorted from most to fewest responses)
Areas of Improvement Count Percent
Communication 24 23%
Staffing 19 18%
Budgeting 18 17%
Facilities 17 17%
Training 16 16%
Technology 9 9%
The most common response themes among these answers indicate that respondents
believe Communication (24 responses), Staffing (19 responses), and Budgeting (18
responses) are areas of improvement for the City of Tigard. This aligns with earlier
answers indicating a need for staffing and better communication.
4.4 Additional Comments
Respondents were given the opportunity to provide additional comments at the end of the
survey in the form of free responses. A total of 36 responses were received in the
additional comments section.
Some of the additional comments provided indicate a general satisfaction with
employment by the City of Tigard. Some concerns raised are consistent with the survey
where respondents indicated a need for better interdepartmental communication and a
need for increased staffing.
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4 Community Survey Summary
As part of the Matrix Consulting Group's study for the City of Tigard, the project team
distributed an anonymous survey to members of the community in order to gauge their
opinions on a variety of topics relevant to the study. The community survey was publicized
by the City in May of 2019. The analysis focuses on presenting key findings that assess
community impressions, thoughts, and opinions of the City of Tigard's services.
This survey generally asked three types of questions:
Respondent Demographic Questions Respondents were asked to respond to
general demographic questions including length of residency and age.
multiple Choice Questions: Respondents were presented with a number of
multiple-choice questions, or statements where respondents indicated their level
of agreement or disagreement with the statement, or provided an answer based
on the choices provided.
• Onan_FnrIarl Paennnca rNiactinne At the end of the survey, respondents were
given space to provide additional thoughts and opinions about any of the topics
covered within the survey relating to the City of Tigard.
There was a total of 124 responses from members of the community.
1. Summary of Key Findings
While a more detailed analysis can be found in the sections below, the following points
summarize the key findings from the responses received to this survey:
• Respondents are generally satisfied with Tigard's services, identifying Library and
Parks as the areas they are most satisfied with.
• Services provided by the City are a good value.
• Service levels for the City are generally appropriate with some areas identified for
expanded services.
• Geography, quality of life and community are the three greatest strengths of the
City from the respondent's perspective.
These survey results indicate that respondents are generally satisfied with the services
that are provided by the City of Tigard, however, there are some areas that are in need
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of improvement. Survey respondents generally find their interactions with the City to be
satisfactory and feel that the services being provided are at a good or excellent level and
are good value for tax dollars.
2. Survey Respondent Demographics
This section of the analysis provides information regarding survey demographics, such
as; number of respondents living in Tigard, number of years lived in Tigard, and the age
group of the respondents. There was a total of 124 respondents.
Table 1: Respondents Living in Tigard
Respondent Answer Count Percent
Yes 117 94%
No 7 6%
Total 124 100.0%
Table 2: Number of Years Lived in Tigard
Respondent Answer Count Percent
Less than 5 Years 24 20%
5 Years to 10 Years 17 14%
More than 10 Years 77 66%
Total 118 100.0%
Table 3:Age Groups
Respondent Age Range Count Percent
Under 21 Years 1 1%
21 to 35 Years 21 17%
36 to 50 Years 44 36%
51 to 65 Years 32 26%
66 to 75 Years 23 19%
76+ Years 2 2%
Total 123 100.0%
An overwhelming majority (94%) of respondents to the survey indicated that they live in
Tigard, with most (66%) of those respondents having lived in the City for over 10 years.
The average age of survey respondents is between the ages of 36 and 65 with less than
3% of respondents under 21 or over 76 years of age.
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3. Multiple Choice Questions
The bulk of the survey consisted of sections where respondents were asked to indicate
their opinions on City services. Each question provided the respondents with a number
of answer options. Respondents were also given the option to select "N/A," indicating
either No Opinion, Not Applicable, or No Answer.
3.1 Most Respondents Have Reported Interactions with Library, Parks and
Police in the Past Two Years.
The first section of multiple-choice questions asked respondents to indicate the City
services with which they have had contact with or utilized in the last two years.
Respondents were allowed to select multiple responses as they may have had
interactions with several departments in the last two years. The table below shows the
number of respondents which interacted with or utilized each service type within the last
two years:
Table 4: City Services Utilized
Services Count Percent
Building (Permits and Inspections) 25 22%
City Manager's Office 24 21%
Design & Communications 15 13%
Engineering 12 10%
Finance 10 9%
Fleet Management 1 1%
Human Resources 9 8%
Information Technology 3 3%
Library 88 76%
Municipal Court 2 2%
Planning and Zoning 17 15%
Parks and Grounds 69 59%
Police 42 36%
Property Management 2 2%
Public Works 44 39%
Recreation 49 42%
Other (Passport) 1 1%
Other (Schools) 5 4%
Other (Tax Collector) 3 3%
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Approximately 76% of respondents reported having some interaction with the Library in
the past 2 years. The next highest department with greatest amount of interaction was
Parks and Grounds at 59%.
3.2 Respondents are Generally Satisfied with Tigard's Services, Identifying
Library and Parks as the Most Satisfactory.
The second section of multiple-choice questions asked respondents to indicate their level
of satisfaction with the overall quality of services. The response options included
"Excellent" (E), "Good" (G), "Fair" (F), "Poor" (P), and "No Answer" (N/A). The following
table shows the results by service type and level of satisfaction with service:
Table 5:Satisfaction of Service Provided
Services E G F P N/A Count
Building (Permitting and Inspections) 5% 14% 9% 8% 64% 93
City Manager's Office 8% 9% 7% 9% 67% 87
Design & Communications 5% 8% 6% 6% 75% 88
Engineering 2% 6% 8% 7% 77% 88
Finance 5% 6% 5% 10% 74% 88
Human Resources 3% 3% 3% 6% 84% 86
Library 50% 28% 3% 6% 12% 94
Municipal Court 3% 1% 2% 6% 87% 87
Planning &Zoning 10% 8% 3% 7% 71% 87
Parks and Grounds 25% 38% 6% 12% 18% 94
Police 26% 16% 8% 13% 37% 92
Public Works 12% 23% 8% 11% 46% 91
Recreation 21% 27% 4% 10% 38% 92
As a majority of responses in this table were "No Answer," the project team excluded the
"No Answer" responses and recalculated the percentages to show a more accurate
distribution of service ratings. The following table shows the updated calculation:
Table 6:Satisfaction of Service Provided Excluding No Answer
Services E G F P Count
Building (Permitting and Inspections) 15% 39% 24% 21% 33
City Manager's Office 24% 28% 21% 28% 29
Design & Communications 18% 36% 23% 23% 22
Engineering 10% 25% 35% 30% 20
Finance 18% 23% 18% 41% 22
Human Resources 21% 21% 21% 36% 14
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Services E G F P Count
Library 57% 33% 4% 7% 83
Municipal Court 27% 9% 18% 45% 11
Planning &Zoning 36% 28% 12% 24% 25
Parks and Grounds 31% 47% 8% 14% 77
Police 41% 26% 12% 21% 58
Public Works 22% 43% 14% 20% 49
Recreation 33% 44% 7% 16% 57
• Library, Recreation, and Parks and Grounds Services Have the Highest Level
of Satisfaction: A strong majority feel the overall quality of services for the Library
(89%), Parks and Grounds (78%) and Recreation (77%) are Good or Excellent.
• Municipal Court and Finance Have the Lowest Level of Satisfaction: Most
respondents feel the Municipal Court (45%) and Finance (41%) provides poor
overall quality of services.
• Opinion on the Satisfaction of Services for Building, City Manager and
Design & Communications are Split: A majority (52%) feel services provided by
City Manager are Excellent or Good, while many (48%) feel the services are Fair
or Poor. Most feel services by Building (55%) and Design & Communications
(55%) are Excellent or Good, while many (45%) feel the services are Fair or Poor.
Respondents generally feel the services provided by the City are satisfactory with many
respondents indicating services are "Excellent" or "Good," while opinions on few services
differ.
3.3 Respondents Generally Feel That Services Are Good Value For Tax Dollars.
The third section of multiple-choice questions asked respondents to rate the value of
services representing good value for tax dollars. The response options included "Good
Value" (GV), "Poor Value" (PV), and "No Opinion" (N/O). The table below shows the
responses to the value for tax dollars of City service:
Table 7: Value of Services
Services GV PV N/O Count
Building 31% 13% 56% 94
City Manager's Office 23% 18% 59% 93
Design & Communications 19% 23% 56% 92
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Services GV PV WO Count
Engineering 19% 14% 67% 94
Finance 17% 18% 65% 94
Human Resources 14% 13% 73% 93
Library 72% 18% 10% 98
Municipal Court 21% 10% 69% 93
Planning &Zoning 22% 16% 62% 93
Parks and Grounds 62% 26% 12% 95
Police 57% 20% 23% 96
Public Works 44% 21% 35% 94
Recreation 41% 26% 33% 96
As a majority of responses in this table were "No Opinion," the project team excluded the
"No Opinion" responses and recalculated the percentages to show a more accurate
distribution of service ratings. The following table shows the updated calculation:
Table 8: Value of Services Excluding No Opinion
Services GV PV Count
Building 71% 29% 41
City Manager's Office 55% 45% 38
Design & Communications 46% 54% 39
Engineering 58% 42% 31
Finance 48% 52% 33
Human Resources 52% 48% 25
Library 81% 19% 88
Municipal Court 68% 32% 28
Planning &Zoning 57% 43% 35
Parks and Grounds 70% 30% 84
Police 74% 26% 74
Public Works 67% 33% 61
Recreation 61% 39% 64
• Library, Police and Building Represent the Best Value for Tax Dollars: A
majority of respondents feel the Library (81%), Police (74%) and Building (71%)
represent good value for money.
• Parks and Grounds, Municipal Court and Public Works are Good Value for
Tax Dollar: A majority of respondents indicated Parks and Grounds (70%),
Municipal Court (68%) and Public Works (67%) represent good value for tax dollar.
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• Opinion on the Value for Tax Dollar for City Manager and Human Resources
is Split: Most (55%) respondents feel services by the City Manager represent
good value for tax dollar, however 45% feel it is poor value. Opinion on Human
Resources is split with 52% feeling the services represent good value while 48%
feel services are poor value for tax dollar.
• Finance and Design & Communication Represent Poor Value for Money:
Most (52%) of respondents feel services provided by Finance represents poor
value for tax dollar. Most (54%) of respondents feel Design & Communications
represents poor value for money, however, 46% disagree.
Respondents generally feel that the services provided by the City of Tigard are a good
value for tax dollars, such as Library and Parks and Grounds; whereas, other services
such as Finance and Design & Communication ranked much lower in terms of value.
3.4 Service Levels For The City Are Generally Appropriate.
The fourth section of multiple-choice questions asked respondents to determine whether
the amount of services being provided by the City is at an appropriate level. The
Response options included "Too Many Services Are Provided — Services Should Be
Reduced" (TM), "Too Few Services — Additional Services Should Be Provided" (TF), and
"Current Services Are Appropriate" (CSA). The following table shows the survey
responses to the amount of services being provided:
Table 9: Level of Services Provided
Services TM TF CSA Count
Building 4% 21% 75% 76
City Manager's Office 4% 17% 79% 69
Design & Communications 9% 20% 71% 69
Engineering 1% 23% 76% 69
Finance 9% 16% 75% 67
Human Resources 6% 14% 80% 67
Library 16% 21% 63% 86
Municipal Court 0% 15% 85% 68
Planning and Zoning 3% 21% 76% 68
Parks and Grounds 20% 38% 42% 80
Police 7% 44% 49% 83
Property Management 2% 15% 83% 65
Public Works 6% 29% 65% 72
Recreation 23% 26% 51% 78
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• A Majority of Services Provided are at an Appropriate Level of Service:
Twelve out of the fourteen services (86% of all services) receive a 50% or higher
under the category of current service levels being appropriate.
• Opinion on Police Services Are Split: 49% of respondents feel that the current
service levels for police are appropriate. To obtain a deeper understanding of this
percentage, the project team evaluated the satisfaction with service level based
only on the subset of respondents whom actually interacted with Police in the last
2 years. Of the 42 respondents, whom interacted with Police, the majority (55%)
indicated that too few services were provided.
• Opinion On Parks and Grounds Service Levels Are Split: The plurality of
respondents at 42% indicated that current service levels are appropriate. Similar
to Police services, the project team evaluated these results in the context of those
respondents who have had interactions with Parks and Grounds services. Of the
69 respondents whom interacted with Parks and Grounds, only 39% indicated that
current service levels are appropriate.
Respondents identified several service areas they feel could provide additional services;
including, Police and Parks; however, the overall consensus shows that service levels for
the majority of City service areas are appropriate at the current service levels.
3.5 Respondent Are Generally Satisfied With The City's Transparency and
Responsiveness, However, Feel Improvements Can Be Made in
Infrastructure.
The fifth section of multiple-choice questions asked respondents to indicate their level of
agreement with a number of statements about City services. The responses included
"Strongly Agree" (SA), "Agree" (A), "Disagree" (D), and "Strongly Disagree" (SD), and "No
Opinion" (N/O). The following table shows the percentage of responses for each
statement:
Table 10: Community Ratings
# Statement SA A D SD WO Count
1 In general, I think the City effectively spends the
revenues allocated to the City to provide municipal 13% 40% 12% 27% 7% 89
services.
2 1 believe that the municipal services I receive are a 13% 40% 18% 19% 10% 89
good value.
3 The City is responsive in addressing concerns about 16% 35% 23% 9% 14% 87
municipal services.
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# Statement SA A D SD WO Count
4 The City does a good job in welcoming resident 19% 28% 17% 12% 14% 88
involvement.
...............................
5 The City does a good job maintaining public 16% 35% 23% 9% 14% 88
infrastructure.
.............................
g 1 am satisfied with the level of transparency regarding 16% 35% 23% 9% 14% 89
how the City spends funds.
.....................
7 1 am satisfied with the City's compliance with public 19% 28% 17% 12% 14% 88
records accessibility requirements.
.............................
8 1 believe that there is a good overall quality of life in 15% 31% 15% 12% 27% 89
Tigard.
9 The City does a good job planning for the future. 19% 28% 17% 12% 14% 88
10 The City does a good job keeping residents informed 15% 31% 15% 12% 27% 88
of what is happening with local government.
11 The City has developed a strong mission for the future 15% 31% 15% 12% 27% 88
of Tigard.
• Respondents Feel the City Effectively Spends Revenue to Provide Services
and Service Received are of A Good Value: Most respondents agree (53%) with
Statement #1 and #2 and feel that the City effectively spends its revenues to
provide services and that services received are a good value.
• Respondents Generally Agree that the City is Responsive in Addressing
Concerns and Maintaining Public Infrastructure: The same majority of
respondents (51%) agree with Statement #3 and Statement #5, in feeling that the
City is able to respond to any concerns regarding municipal services including
updating and maintaining public infrastructure.
• Opinion is Split on the City Doing A Good Job Welcoming Residents with
Involvement: Some (47%) respondents agree with Statement#4, and feel the City
does a good job in welcoming resident involvement, however, 29% disagree.
• The City is Transparent and Residents Feel Informed: Most (51%) respondents
agree with Statement #6 and feel the level of transparency regarding how the City
spends funds is satisfactory. Many (46%) agree with Statement #10 and feel
informed with what is happening in local government. Many (47%) agree with
Statement #7, and are satisfied with the City's public records accessibility, but
some (29%) disagree and feel improvements can be made.
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• The Overall Quality of Life in Tigard is Good: Respondents agree (46%) with
Statement #8, indicating they feel the quality of life in Tigard is good, while few
(27%) disagree and (27%) have no opinion.
• Opinion on Whether the City Does A Good Job Planning and Developing A
Strong Mission for the Future is Split: Some (47%) agree with Statement #9,
and feel the City does a good job planning for the future. Similarly, some (46%)
agree with Statement #11 , and feel the City has developed a strong mission for
the future.
Respondents indicated a level of general satisfaction with transparency and
responsiveness of the City of Tigard. The survey responses indicated that the City can
improve by maintaining infrastructure and welcoming resident involvement in the public
process.
Respondents were then asked to provide any additional thoughts on the statements in
the previous sections. Some of the additional comments provided by respondents are in
line with previous answers received throughout the survey. Respondents indicated a need
for more infrastructure improvements because of increases in traffic, including sidewalks
and roads. Some respondents indicated satisfaction from services provided by the Police
and a need for more clarity in communicating the City's financial position.
3.6 Opinion On The Perception Of Service Levels Provided Is Split.
This section of multiple-choice questions asked respondents to indicate their perception
of the levels of service provided by the City. The table below shows the number of
responses:
Table 11: Levels of Services
Response Count Percent
Getting Much Better 5 6%
Getting Somewhat Better 18 20%
Staying About the Same 34 38%
Getting Somewhat Worse 11 12%
Getting Much Worse 16 18%
No Opinion 5 6%
Total 89 100.0%
The most common response (38%) indicates respondents feel the service levels of the
City are staying about the same. Some (26%) respondents indicated that services are
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getting somewhat or much better, while 30% of respondents feel that services are getting
worse or somewhat worse.
4. Open Response Questions
The final section of the survey asked respondents about their opinion on City services in
a written open-ended response format. The following points outline the most common
responses and themes identified and an analysis of the responses provided by
participants.
4.1 Respondents Identify Infrastructure and Housing Subsides as Services or
Service Levels That Should be Reduced.
The first open ended response portion asked respondents if they feel any services or
service levels should be reduced. A total of 27 responses were received. Responses were
categorized based on topic categories; those which were brought up multiple times are
shown below:
Table 12: Number of Survey Responses by Category
(sorted from most to fewest responses)
Service/Service Levels Count Percent
Infrastructure 8 30%
Housing Subsidies 6 22%
Employee Benefits 5 19%
Sanctuary City 4 15%
Programs 2 7%
Staffing 1 4%
Police 1 4%
Total 27 100.0%
The most common response themes among these answers indicate respondents feel
areas involving Infrastructure (8 responses), including, urban renewal and public art
pieces, have services or service levels that should be reduced. The second most common
answer indicates respondents feel that Housing Subsidies (6 responses) should be
reduced.
4.2 Respondents Indicated Public Works and Parks and Recreation as Areas of
Existing Services That Should be Provided or Improved.
The second portion asked respondents what services they feel should be provided, and
if the service is already provided, should it be at a higher level. A total of 49 responses
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were received. Responses were categorized based on topic categories; those which were
brought up multiple times are shown below:
Table 13: Number of Survey Responses by Category
(sorted from most to fewest responses)
Areas of Improvement Count Percent
Public Works 12 24%
Parks and Recreation 10 20%
Transportation 9 18%
Police 8 16%
Homeless 6 12%
Education 3 6%
Development 1 2%
Total 49 100.0%
The most common response themes among these answers indicate that respondents
believe that Public Works (12 responses) services, including street and road
improvements, is the service area in need of the most improvement. The second most
common response shows that respondents believe Parks and Recreation (10 responses)
services can be improved upon.
4.3 Geography, Quality of Life and Community are the Three Greatest Strengths
of the City.
The third portion asked respondents what they felt are the City of Tigard's three greatest
strengths. A total of 55 responses were received. Responses were categorized based on
topic categories; those which were brought up multiple times are shown below:
Table 14: Number of Survey Responses by Category
(sorted from most to fewest responses)
Areas of Strength Count Percent
Geography 17 31%
Quality of Life 14 25%
Community 12 22%
Public Safety 5 9%
Transparency 4 7%
Main Street 3 5%
Total 55 100.0%
Respondents indicated Geography (17 responses) as the greatest strength of the City of
Tigard, including the natural landscape, parks and freeway accessibility. Quality of Life
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(14 responses), including affordability and educated, was indicated to be the second
greatest strength of the City. The Community (12 responses) as it relates to residents and
interactions with other residents is ranked as the third greatest strength of Tigard.
4.4 Respondents Identified Parks, Traffic and Taxes as the Three Greatest Areas
of Improvement.
The fourth portion of the open response section asked respondents to identify the three
greatest improvement opportunities for the City of Tigard. A total of 57 responses were
received. Responses were categorized based on topic categories:
Table 15: Number of Survey Responses by Category
(sorted from most to fewest responses)
Improvement Opportunities Count Percent
Parks 13 23%
Traffic 11 19%
Tax Cuts 10 18%
Development 7 12%
Sanctuary 6 11%
Public Safety 6 11%
Transportation 4 7%
Total 57 100.0%
Community survey respondents indicated Parks (13 responses) as the largest area of
improvement. Respondents pointed to a need for additional programming services and
maintenance of park facilities. Respondents indicated Traffic (11 responses) as another
area of improvement, including infrastructure improvements and reduction of light rail
usage. Survey respondents identified Tax Cuts (10 responses) as another area of
improvement for the City, such as a reduction of taxes.
4.5 Additional Comments
Respondents were given the opportunity to provide additional comments at the end of the
survey in the form of free responses to provide any additional information or context to
survey responses. A total of 33 responses were received in the additional comments
section. The additional comments provided by respondents included discussion regarding
the sanctuary city status of Tigard and the desire for lower taxes.
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