City of Tigard Budget - FY 2003-2004
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Budget Cover Description/Narrative
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On the Front Cover:
The featured gazebo is located in the Tupling Memorial Butterfly Garden, which is one ofthe many new
features at Cook Park. Cook Park is one of the City's twelve parks and is the City's largest park at 79
acres. Other new features added during the Cook Park Expansion include sports fields, expanded ,A
parking, additional restrooms, concession stand, 4 acre wetland area, picnic shelter, playground, new
maintenance building, trails, and pathways. l
The Cook Park Expansion, which cost over $2,000,000, was completed in Spring 2003. This Project
was funded by a loan from the Oregon Economic Community Development Department (OECDD), a
State grant, and a generous donation from Christine Tupling. The obtainment of the OECDD loan at a
favorable rate allowed the City to complete the expansion in one phase. By completing the project in `
one phase, the City saved over $471,000 in projected construction costs as well as minimizing interest
costs.
Cover photo courtesy of Sheryl Qualls, City of Tigard, Financial Operations.
Cover design courtesy ofNancy Lof, City of Tigard, Office Services.
CITY OF TIGARD, OREGON
FY 2003-04
ADOPTED BUDGET
BUDGET COMMITTEE
Mike Benner Mayor Jim Griffith
George Burgess Councilor Craig Dirksen
Irene M. Moszer Councilor Brian Moore
Tom Woodruff Councilor Sydney Sherwood
Forrest Nabors CouncilorNick Wilson
Mark Mahon, alternate
CITY DEPARTMENT DIRECTORS
City Manager William A. Monahan
Chief of Police WilliamDickinson
City Engineer Gus Duenas
City Recorder Cathy Wheatley
Community Development Director James N.P. Hendryx
Director of Finance Craig Prosser
Director of Network Services Paul deBruyn
Human Resources Director Sandy Zodrow
Library Director Margaret Barnes
Public Works Director Ed Wegner
Risk Manager/Management Analyst Loreen Mills
City Attorney Ramis, Crew, Corrigan
& Bachrach
www.ci.tigard.or.us
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presen ta tion
A ward
PRESENTED TO
City of Tigard
Oregon
For the Fiscal Year Beginning
July 1, 2002
0,1 J59;05~-'
President Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA) presented
an award of Distinguished Budget Presentation to the City of Tigard for its annual budget for the
fiscal year beginning July 1, 2002.
In order to receive the award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a financial plan, and as a communi-
cation device.
The award is valid for a period of one year only. We believe our current budget continues to con-
form to program requirements, and we are submitting it to GFOA to determine its eligibility for
another award.
User's Guide 1
Table of BUDGET SUMMARY
Budget Transmittal 4
Contents Vision Task Force Goals 10
Council Goals 14
Citywide Organization Chart 16
Summary of All Funds 17
Budget Summary 19
Where the Money Comes From 20
Where the Money Goes 21
StaffingLevels 24
FundBalance 26
Comprehensive Long Term Financial Forecast 28
REVENUE ANALYSIS
Current Revenue Summary - By Fund 35
Property Tax Summary 36
Assessed Valuation 37
Property Tax Revenue 38
State Revenue Sharing 39
Enterprise Funds - User Fees 40
Connection Fees 41
Permit Revenue 42
County Funds 43
Franchise Fee Revenue 44
Fine and Forfeiture Revenue 46
Interest Earnings 47
Interfund Transfers 48
PROGRAM SUMMARIES
Program Budget Organization 57
Expenditure Summary - By Program 59
Operating Budget History 60
Community Services Program
Organization Chart 61
Expenditure/FTE Summary 62
Police
Organizational Chart/FTE Summary 63
Police Administration 64
Operations 67
Support Services 72
Library
Organization Chart/FTE Summary 77
Table of Library Administration 78
Readers' Services 81
Contents Technical Services 85
Circulation 88
Social Services and Community Events
Social Services/Community Events 92
Public Works Program
Organization Chart 94
Expenditure/FTE Summary 95
Public Works
Public Works Administration 96
Parks and Grounds 99
Sanitary Sewer 103
Storm Sewer 107
Street Maintenance 112
Fleet Maintenance 115
Property Management 118
Water 122
Development Services Program
Organization Chart 127
Expenditure/FTE Summary 128
Community Development
Organization Chart/FTE Summary 129
CD Administration 130
Building Inspection 133
CurrentPlanning 137
Long Range Planning 140
Engineering
Organization Chart/FTE Summary 143
144
Engineering
Street Lights & Signals 150
Policy and Administration Program
Organization Chart 153
Expenditure/FTE Summary 154
City Administration
Organization Chart/FTE Summary 155
Mayor & City Council 156
CityManagement 161
HumanResources 166
Network Services 170
Risk Management 173
Finance
Organization Chart/FTE Summary 178
Table of Finance Administration 179
Financial Operations 184
Contents Office Services 188
Records 192
Municipal Court 196
General Government
Organization Chart 199
FTE Summary 200
City Attorney 201
Technology ........................................................................203.
Capital Improvements
Capital Improvement Program Summary 204
Summary of Capital Projects 207
Five Year Capital Improvement Plan 208
Debt Service
Explanatory Narrative/Expenditure Summary 242
Debt Service Summary 243
General Obligation Bonds 244
Bancroft Improvement Bonds 245
Loans 247
Outsanding and Planned Debt Issues 248,
FUND SUMMARIES
Introduction ........................................................................250
General Funds
General Fund 252
Enterprise Funds
Sanitary Sewer Fund 257
Storm Sewer Fund 260
Water Fund 262
Water CIP Fund 265
Water Quality/Quantity Fund 267
Water SDC Fund 269
Special Revenue Funds
Building Fund 271
Criminal Forfeiture Fund 274
Electrical Inspection Fund 276
Gas Tax Fund 278
Insurance Fund 281
Parks Capital Fund 283
Traffic Impact Fee Fund 286
Tree Replacement Fund 289
Underground Utility Fund 291
Table of Urban Services Fund 293
Urban Services Traffic Impact Fee Fund 296
Contents Capital Projects Funds
Dartmouth LID/CIP Fund 298
FacilityFund 299
Wall Street LID Fund 301
Internal Services Funds
Central Services Fund 303
Fleet/Property Management Fund 305
Debt Service Funds
Bancroft Debt Service Fund 307
General Obligation Debt Service Fund 309
Historical Funds .
69th Ave. LID Fund 311
County Gas Tax Fund 313
Metro Greenspaces Fund 315
Park Levy Improvement Fund 317
GENERAL INFORMATION
Basis ofAccounting 319
Budget Process 320
City Information 322
Fiscal Policies .........................................................................326
APPENDIX
Schedule ofAppropriations 333
Summary of Contingency 340
Budget Message 341
Glossary ofBudget Related Terms 347
Advisory Committees 351
Staffing Summary 354
Management/Professional Group Salary Schedule 356
TPOA Salary Schedule 359
OPEU Salary Schedule 360
City of Tigard Map Back Page
User's Guide to the Budget Document
The budget document describes how the City of Tigard plans to meet the needs of the community. It is also a
resource for citizens interested in learning more about the operation of their City government.
The City budget fulfills several functions:
• At its most basic level, the budget is an accounting document. It establishes the basic guidelines that the
City uses to measure and control expenditures and to track its revenues.
• The budget also serves as an operational guide. It identifies work programs and goals to be achieved for
each department or unit in the coming fiscal year.
• At the highest level, the budget is an important policy document. The annual budget process is the one
time during the year when all of the City operations and processes are reviewed in a comprehensive manner.
The City reviews the needs of the community, priorities, and goals and then matches resources against those
needs, priorities, and goals. Resources are limited, so choices must be made. The annual budget reflects
those choices.
• Finally, throughout all levels, the budget is a communication tool. It is one means that the City uses to
explain the various demands, needs, constraints, resources, and opportunities it faces. It communicates the
choices made and the direction in which the City is headed.
As the reader reviews the information in this document, theywill see elements of each of these aspects of a
budget.
The City of Tigard's budget document is divided into eight primary sections as presented below:
Budget Summary
The Budget Summary is designed to give the reader an overall view of the entire City budget. It contains the
Budget Transmittal Letter from the City Manager. The Transmittal Letter summarizes the major provisions of
the FY 2003-04 Adopted Budget.
The Budget Summary also contains the Vision Task Force Goals and Council Goals. These two documents
define what the City hopes to achieve both in the long term and in the current fiscal year. These goals provide
the foundation for many of the choices made in constructing this budget.
This section also contains summary charts and information to provide a concise picture of the entire City budget.
These high-level summaries provide an easy reference for overall City trends and conditions.
Finally, this section presents the Comprehensive Long Term Financial Forecast. The Financial Forecast projects
City revenue and expenses for major operational areas of the City over the next five years, based on current
conditions and expectations for the future. The City uses the Forecast to identify future trends, to identify
needed corrective action, and to forecast the success of current financial efforts.
1
User's Guide to the Budget Document
Revenue Analysis
The Revenue Analysis section contains information about the City's primary sources of revenue across all funds.
This section provides a basic explanation about Oregon's property tax system and a summary of the City of
Tigard's property tax revenues and assessed valuation. This section also provides historical trend information
for each of the City's major revenue categories.
Program Summaries
The City's Operating Budget is organized by major program areas: Community Services, Public Works, Devel-
opment Services, Policy and Administration, and General Government. Each program area contains one or
more operating departments or divisions. The Program Summaries section provides detailed information for
each program area by department and division. The information in this section includes a program-level narra-
tive, summary expenditures, and authorized position count.
The following subsections within the Program Summaries include a narrative for each division presenting the long
term results the division is working to achieve, a description of the division's services and activities, FY 2003-04
goals and objectives, accomplishments for the prior fiscal year, and major highlights of the division's budget.
This section also includes workload indicators for each division showing how much work the division has
accomplished in the past and how that workload is expected to change in FY 2003-04. This section also
includes effectiveness measures for each division. The City of Tigard has embarked on a program to measure
how well it is doing its job. Effectiveness measures are indicators to show the progress of each division in
achieving its long term results.
Community Services Program
This section includes budget appropriations and explanatory material for the Community Services
Program. The Community Service Program includes Police, Library, and Social Services and Commu-
nity Events.
Public Works Program
This section includes budget appropriations and explanatory material for the Public Works Program.
The Public Works Program includes Public Works Administration, Parks and Grounds, Sanitary Sewer,
Storm Sewer, Street Maintenance, Fleet Maintenance, Property Management, and Water.
Development Services Program
This section includes budget appropriations and explanatory material for the Development Services
Program. The Development Services Program includes Community Development Administration,
Building Inspection, Current Planning, Long Range Planning, Engineering, and Street Lights and Signals.
2
User's Guide to the Budget Document
Policy and Administration Program
This section includes budget appropriations and explanatory material for the Policy and Administration
Program. The Policy and Administration Program includes Mayor and City Council, City Management,
Human Resources, Risk Management, Network Services, Finance Administration, Financial Opera-
tions, Office Services, Records, and Municipal Court.
General Government Program
This section includes budget appropriations and explanatory material for the General Government
Program. This program includes the City Attorney and Citywide Technology.
Capital Improvements
The Capital Improvements section provides information about the City's Five-Year Capital Improvement Plan
(CIP). The Five-Year Capital Improvement Program contains information about maj or construction and capital
acquisition projects that will be implemented in FY 2003-04 plus projections of capital needs over the following
four years.
Debt Service
The Debt Service section presents information on the City of Tigard's outstanding long term debt. This section
shows current and future debt service requirements, calculations of debt ratios, and the comparison to statutory
debt limitations.
Fund Summaries
The Fund Summaries section shows detailed fund reconciliations for each fund managed by the City. A fund is
a self-balancing set of accounts and is used to track revenues and expenditures for specific operations. Under
Oregon law and Generally Accepted Accounting Principles, revenues and expenditures of individual funds may
not be co-mingled. This section shows current and historical information on the resources and requirements of
each of the City's funds.
General Information
The General Information section includes a description of the process the City uses to build its annual budget, a
description of the basis of accounting used by the City, general statistical information about the City, and a
summary of the major fiscal policies the City follows to manage its financial affairs.
Appendix
The Appendix section contains a variety of other budget-related information to assist the reader's understand-
ing, such as salary schedules, staffing summary and a glossary of terms used in the budget. This section also
includes a listing of Advisory Board and Committee members. A map of the City is also included in this section.
The Budget Message from the City Manager that was included in the Proposed Budget explaining the City
Manager's basic approach to the budget process, maj or policy issues that were considered, and maj or fiscal
changes from last year is also included in this section.
3
City of Tigard, Oregon
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BUDGET SUMMARY
Budget Transmittal 4
Vision Task Force Goals 10
Council Goals 14
Citywide Organization Chart 16
Summary of All Funds 17
Budget Summary 19
Where The Money Comes From 20
Where The Money Goes 21
Staffing Levels 24
Fund Balance 26
Comprehensive Long Term Financial Forecast 28
City of Tigard, Oregon
2003-2004 Budget Transmittal
July 1, 2003
To the Citizens of the City of Tigard,
This document presents the City of Tigard's Adopted Budget for FY 2003-04. The budget represents the
efforts of all City departments, the Citizen's Budget Committee, and the Tigard City Council to prepare a budget
which is responsive to our economic condition, the downturn in the national and state economies, and the
increasing demand for City services. The budget does not allow the City to continue "business as usual," rather
it represents a significant shift of management priorities toward extending the useful life of equipment and ve-
hicles, reduced spending in many areas, and making do with less.
At the initiation of the budget process, all departments were asked to reduce budgets. This followed earlier
direction to curb spending whenever possible to preserve funds allocated within the FY 2002-03 budget. Each
department was provided with projections prepared by the Finance Department showing anticipated cost
increases brought on by existing labor agreements, anticipated cost increases related to health insurance as well
as liability coverage, PERS costs, and gasoline costs. With these projections in hand, departments were asked
to develop cost cutting packages striving for an overall ten percent reduction. Each department did an excellent
job addressing the City need. Each cutback option demonstrated understanding of the present conditions and
commitment to helping take us through the difficult times.
Meetings were held with each department where the cut packages were discussed. In most cases, I incorpo-
rated the cuts into my proposed budget. In some cases the cuts would have severely reduced or eliminated a
service. Most of those cuts were not taken.
The Budget Committee, made up of the City Council and five citizen volunteers held four public meetings to
review my proposed budget, hear presentations from each department director, and make changes that they felt
were appropriate. Most of the changes made by the Budget Committee were technical in nature: updating the
budget based on more recent information. The Budget Committee did, however, restore some of the cuts that I
had initially proposed. These restorations were primarily intended to maintain services at levels that the Com-
mittee felt were appropriate.
Following the approval of the Budget Committee, the budget went to the City Council, which held an additional
public hearing and made three small additions before adopting the Budget on June 10, 2003.
The Adopted Budget eliminates 4.45 positions; however, no layoffs are necessary. The City, like all employers,
experiences employee loss due to retirement, resignations, and other reasons. Since last fall, any vacancy
requires department analysis and City Manager approval before recruitment is initiated. In several cases, a
decision was made to freeze a vacancy or reassign work rather than initiate recruitment. Over the past several
months City service has continued at an acceptable level without filling several positions saving substantial hinds
and improving the City's financial position.
Cost cutting measures, review of fees and charges with an eye toward increases to recover the cost of delivering
service, and continued management of financial resources are part of our normal course of business. The
challenge for city management, department heads, and the Budget Committee is to determine the level of service
which can be afforded in the coming year and where we want to be at the end of the year in terms of our
financial plan position.
4
2003-2004 Budget Transmittal
July 1, 2003
Following is a summary of the FY 2003-2004 Budget adopted by the City Council.
FY 2003-04 Budget
The operating budget of $27,129,170 represents an increase of 0.56% from the FY 2002-03 Adopted Oper-
ating Budget. This very limited increase was possible despite contractual increases for salaries, increased costs
of employee health insurance, and rising energy prices.
The Adopted FY 2002-03 Budget cuts 4.45 positions. The total number of authorized positions (256) includes
4 positions which are frozen, however: they will remain vacant throughout the fiscal year. Staffing increases and
decreases in the budget are as follows: City Administration - a decrease of 2.8; Community Development - an
increase of 1; Engineering - a decrease of 1.5; Finance - an increase of 0.3; Library - a decrease of 1.75; and
Public Works -an increase of.3. These position changes are discussed more fully below.
For several years, the City has centralized all purchases of computer hardware and software in the Network
Services budget. Centralization of these purchases allows greater coordination of this technology and consis-
tency between departments. The City will continue this practice, but in FY 2003-04, these purchases will be
placed in a separate appropriation for greater control and visibility. In addition, the City is creating a computer
software and hardware advisory group to review all computer-related requests to ensure coordination and
compatibility between all City systems.
The FY 2003-04 Budget continues a computer system reserve first created in FY 2000-01. The Cityfollows a
replacement schedule for smaller computer equipment, but major computer system replacements have been
funded on an as-needed, as-available basis. The City has made major investments in computer systems for
finance, land use and permit issuance, and public works. All of these systems are several years old and will
eventually require replacement or major upgrades. The reserve currently holds $375,000. The FY 2003-04
Budget adds another $375,000 to this reserve.
Following is a description of the budget proposal for each department. These proposals are designed to
continue quality services while addressing the City's significant financial issues.
City Administration
Information dissemination and improved communication with Tigard citizens continues to be a high priority for
the Department. Besides the Cityscape newsletter, the Department is using the Community Connectors pro-
gram, City web page, and cable television broadcasts. The City will review each of these methods for continu-
ance, enhancement or elimination, and will focus efforts on those that provide information to the public in a
complete, concise, and understandable manner. As the citizens change how it receives information, we adapt.
The budget of the Department will decrease 13%, though a portion of this reduction represents the transfer of
citywide technology purchases to a separate appropriation. Staffing is down 2.8 FTE, 0.8 FTE of which is
being transferred to the Finance Department.
5
2003-2004 Budget Transmittal
July 1, 2003
City Attorney
The City obtains general legal and labor attorney services from outside law firms. Costs are tracked by issue
and by department, though they are all charged to a central appropriation. The City works hard to manage legal
issues to reduce costs. In FY 2003-04, the City Attorney budget is down 3.7% from the FY 2002-03 amount.
However, demand for legal services often requires expenditures without total regard to the budget. Litigation
filed against the City as well as complex employee issues often require investment of significant legal resources.
Community Development
The Community Development Department is key to managing growth in the City of Tigard and making sure that
as we grow we are developing the type of community we want. This Department must also respond quickly to
changes in building trends and development activity. The workload of the department has been affected by the
recent recession, but is anticipated to pick up with the recovery of the local economy. The budget for this
department is up 5 % from last year. This increase is entirely attributable to the Building Inspection program
which is adding 1.8 FTE, including.5 FTE transferred from the Finance Department. An increase of 1.0 FTE in
Building is proposed to better position the division to focus on communication and customer service functions.
Engineering
The Engineering Department continues to design and contract for improvements to streets, bridges, sanitary
sewers, storm drainage, and parks. A major issue for the City of Tigard continues to be the limited funding for
transportation-related capital improvement projects. This limited funding, particularly in the Gas Tax Fund, is
forcing the department to shift its focus away from general street improvements to those areas where funding
exists -major arterials. The Department has developed a proposal for a street maintenance fee, which has
been presented to the City Council. This budget does not anticipate any funds from this proposed fee. The FY
2003-04 Budget for the Engineering Department is down 10% from the FY 2002-03 level. Staffing is also
down, with the reduction of 1.5 FTE.
Finance
The FY 2003-04 Budget for the Department is down by 3% though staffing is up by 0.3 FTE. This increase in
staffing reflects the net effect of the transfer of .5 FTE to Community Development and .8 FTE from City
Administration.
The Finance Department provides support to other City departments and is responsible for collecting City
revenues and overseeing City finances. The FY 2003-04 Budget assumes Tigard's continued participation in a
joint effort by 70 Oregon cities to audit franchise fees paid by Qwest and Verizon. This audit follows a success-
ful effort led by Tigard in FY 2001-02 and FY 2002-03 to audit franchise fees paid by Portland General
Electric. In addition, if City Council approves a Water Revenue Bond, the Finance Department will work hard
to structure that bond sale to get the best interest rate for the City.
Library
The FY 2003-04 Budget for the Library is down 0.7%. Staffing is down 1.75 FTE. Tigard voters approved a $13
million General Obligation bond to build a new Library in May 2002. This new Library is projected to open its
doors late in the summer of 2004. However, Washington County voters turned down a measure to provide
t „
6
2003-2004 Budget Transmittal
July 1, 2003
operating funds to all libraries in the County, including Tigard, in November of 2002. The reduced funding will
cause a reduction in library open hours in FY 2003-04. Tigard is working closely with Washington County to
obtain additional funding for library operations, with the prospect that voters will be asked to approve a mea-
sure for operating funds in 2004.
Police
The FY 2003-04 Budget for the Department is up I % from the FY 2002-03 Budget. Staffing levels are
constant, though the FTE count includes 3 positions which are frozen due to lack of funding and will not be filled
in FY 2003-04. This is the smallest increase in funding for this department in many years. The Department
continues to experience significant cost increases for important services such as the Washington County Con-
solidated Communications Agency (WCCCA), the Portland Police Data System, and personnel services.
Police personnel are the only Tigard City employees covered by PERS. The FY 2003-04 PERS rate is ex-
pected to double. As a member of WCCCA, the Department needs to update mobile data terminals (MDT)
and radios to maintain appropriate communication. Funds for replacement of one third of the department's
MDTs are included in the citywide Technology budget.
Public Works
The FY 2003-04 Budget for the Department is up 4% from the FY 2002-03 Budget. Staffing levels are up 0.3
FTE, though the FTE count includes 1 position which is frozen due to lack of funding and which will not be filled
in FY 2003-04. Most of the budget for this Department comes from non-General Fund sources (Water,
Sanitary Sewer, and Storm Sewer), and those areas of the budget are increasing. The General Fund portion of
this Department is decreasing. Two major issues for the Department include the cost ofwater and parks
maintenance. Most of Tigard's water is purchased from the City of Portland. Portland has informed its custom-
ers that its wholesale rates will increase by 17.6%. This equates to a$223,000 increase to Tigard. The second
major issue for the Department is parks maintenance. The City has brought on several new park facilities in the
past year, particularly with the upgrade and improvement of Cook Park. However, because the Parks and
Grounds Division is entirely funded by the General Fund, the City cannot now afford to add staff to maintain
these new facilities at the level they require.
Capital Improvements
The FY 2003-04 Budget also includes $20,201,674 for Capital Improvement Projects (CIP), most attributed
to the new Library. The CIP includes projects designed to improve, expand, or perform major maintenance of
the City's infrastructure: roads, water and sewer facilities, buildings, and parks and grounds. This represents a
16.8% increase over the FY 2002-03 CIP. This increase is attributable to four major projects: the voter-
approved new Library project which will be moving into the construction phase, the Alberta Rider reservoir
project in the Water System, Phase H of the Gaarde Street improvements, and the construction of a new
intersection at Hall Blvd. and Wall Street.
Debt Service
The FY 2003-04 Budget includes debt service for the General Obligation bond to build anew Library. This
bond measure was approved by Tigard citizens in May 2002. The bonds were sold to the Oregon Economic
and Community Development Department at a substantial savings to the community.
7
2003-2004 Budget Transmittal
July 1, 2003
The FY 2003-04 Budget also includes estimated revenue and debt service for a new Water Revenue Bond.
The City has not issued debt to finance any water system facilities in many years. With the planned construction
of a new water reservoir at the Alberta Rider school site and related improvements, and the possible buy-in to
the Joint Water Commission, it will be necessary to issue Water Revenue Bonds. The exact amount of the
bonds will be determined in the summer of 2003. The budgeted amount is an estimate only. These bonds will
be repaid through water revenues and Water SDCs.
The balance of debt service is related to local improvement districts and will be repaid by assessments from
participating property owners.
.Funds
Governments account for their activities in discrete financial units called funds. In our continuing effort to.
improve financial management practices, the City of Tigard has been reviewing its fund structure. In FY 2002-
03, the City phased out several unneeded funds. The State Gas Tax Fund and the County Gas Tax Fund were
merged into a Gas Tax Fund. The Park Levy Improvement Fund, the Tree Replacement Fund, the Metro
Greenspaces Fund, and the Parks SDC Fund were merged into the Parks Capital Fund. These changes not
only simplified and improved the City's financial structure and accounting, but it also improved management of
the City's Capital Improvement Program. These old funds are included in the FY 2003-04 Budget for historical
purposes only.
Performance Measures
The City has been working hard to clearly identify goals and results desired and to measure our progress
towards achieving those goals. To that end, the City developed a performance measurement system over the
past several years. Performance measurement has two aspects: workload and effectiveness. The City has
included workload measures in its budget for several years. These measures report on historical and projected
changes in our workload. They tell the reader how much we are doing. They do not tell how well we are doing
it. In FY 2001-02, we added effectiveness measures to our budget. These measures are designed to tell
Tigard citizens how well we are doing our job. FY 2003-04 marks the third year that Tigard has included
effectiveness measures in its budget. These measures help us to gauge our progress in meeting the goals set for
us by the City Council and the citizens of Tigard.
Awards
The City continues to participate in the Government Finance Officers Association Awards Programs for Finan-
cial Reports and Budgets. The City has applied for the Certificate of Achievement for Excellence in Financial
Reporting for the year ending June 30, 2002. The City also received the Distinguished Budget Presentation
award for the FY 2002-03 Budget. The City will continue to produce quality financial documents that meet the
requirements ofboth ofthese programs.
In addition, the City received the 2002 League of Oregon Cities Good Governance Award for large cities. The
award recognizes Tigard's improved efforts to communicate with the public and stimulate community involve-
ment.
8
2003-2004 Budget 'T'ransmittal
July 1, 2003
Conclusion
The City of Tigard Adopted Budget has been thoughtfully prepared to address the areas of growth and to fall
within the guidelines of the Financial Forecast. While conservative, the budget reflects the concerns brought in
by our economy, local conditions, and the demands for service resulting from our continued growth.
I would like to thank the City Council for their continued support and the citizen members of the Budget Com-
mittee for taking the time to be involved in this important civic endeavor. I also want to thank all department
heads and their staff for their sincere efforts at producing a budget that will provide the best value to the citizens
ofTigard.
Respectfully submitted,
William A. Monahan
City Manager
9
Vision Task Force Goals
The City of Tigard engages in two goal-settingivisioning processes, which help to set the direction for City
government and help to determine departmental work plans.
Vision Task Force
In the fall of 1996 and throughout 1997, Tigard residents, government professionals, business people, and
community group leaders volunteered to work together to determine what should be the community's future.
Adopting the name "Figard Beyond Tomorrow," they established a process that would define a vision for the
Tigard community. Then they identified the resources for implementing that vision through a partnership of
individuals and organizations.
The Tigard Beyond Tomorrow process has completed its fourth year of working toward the community's long
term goals. The City, School District, and Fire District have taken the lead in carrying out some of the action
plans. Other plans have required the involvement of local businesses, non-profit agencies, volunteer groups,
churches, and the community at large. Every person and organization that takes part is malting the community's
vision a reality.
For the first time since its inception, the goals for Tigard Beyond Tomorrow were updated during 2000. The
citizen-based Vision Task Force accomplished the goal update with input received from a community-wide
survey.
Prevailing themes and modifications to the goals centered on during this review were:
■ Enhancing communication
■ Preserving and protecting open space and natural areas
■ Developing alternative modes of transportation
■ Effectively managing storm water runoff
Tigard Beyond Tomorrow goals include:
Community Character & Quality of Life
Direction Statement - Tigard citizens are involved in their community. Involvement is citizen driven and
citizens have the tools to communicate effectively with community-wide decision-makers. Volunteer spirit has
been maximized through community-wide coordination ofvolunteers. Our community supports its volunteers
with appropriate training and volunteer recognition. Tigard encourages local, regional, and community events.
City funding priorities go to events which move toward financial self-sufficiency, and new community-wide
events. Business owners, property owners, and residents of the Main Street area display strong leadership,
ownership, and commitment to downtown development. The Main Street area is seen as a focal point for the
community. A clear direction has been established for a pedestrian-friendly downtown and is being imple-
mented. The Tigard community has a defined, proactive vision for community aesthetics. Open space is a
priority and new development is required to dedicate open areas for community use.
10
Vision Task Force Goals
Communication Goals
#1) Citizen involvement opportunities will be maximized by providing educational programs on process,
assuring accessibility to information in a variety of formats, providing opportunities for input on community
issues, and establishing and maintaining a program of effective two-way communication.
Volunteerism Goals
#1) City will maximize the effectiveness of the volunteer spirit to accomplish the greatest good for our .
community.
Central Business District'(CBD) Goals
#1) Provide opportunities to work proactively with Tigard Central Business District Association (TCBDA)
businesses and property owners and citizens of Tigard to set the course for the future of the Central Busi-
ness District.
Community Events Goals
#1) Develop overall approach for sponsoring community events that establishes balance among popular or
traditional standing events, requests for support of new events, and limited City resources.
#2) On-going community events are financially self-sufficient long term.
Community Aesthetics Goals
#1) Develop strategies to balance needs ofnew and infill development with the need to provide preservation
and protection of open space, natural areas, and other defined aesthetic qualities valued by those who
already live and work in Tigard.
Growth & Growth Management
Direction Statement - Tigard continues to grow. Growth is accommodated while protecting the character and
livability in new and established neighborhoods. The City encourages and supports private sector programs to
maintain diverse and affordable housing. Urban services are provided to all citizens within Tigard's Urban
Growth Boundary. Recipients of services pay their share. Local and small businesses are encouraged as an
important part of our community and our economy. The City of Tigard is an active participant in regional issues.
Its citizens are educated about issues in our region and take advantage of opportunities to participate in deci-
sion-making processes.
Goal #1) Growth while protecting the character and livability ofnew and established areas while providing
for natural environment and open space throughout the community.
Goal #2) Urban services are provided to all citizens within Tigard's Urban Growth Boundary and recipients
of services pay their share.
Goal #3) Partnerships for advocacy for development of additional units and preservation of affordable
housing are encouraged and supported by the City and the community.
Goal #4) Local and small businesses are encouraged as an important part of our community and economy.
Goal #5) The community is able to effectively participate in decision-making processes because they
understand the land use system.
11
Vision Task Force Goals
Public Safety
Direction Statement - Tigard is a safe place to live, play, and do business, with efficient public safety services
coordinated by police, fire, and emergency management providers. Citizens and businesses are well educated
about public safety services; Tigard's citizens understand their role and responsibilities for the safety of them-
selves and their community; and businesses take a proactive role for their responsibility in protecting their
investment in the community. Public safety service providers plan for their service delivery in such a way as to
minimize the negative impacts of the regional populations that travel to and through our community each day.
Stable funding provides uninterrupted public safety services at desired levels.
Goal #1) The community residents, business owners, and service providers understand their roles through
effective communication to successfully enhance public safety and emergency services.
Goal #2) Develop long term, stable funding sources to ensure efficient, uninterrupted public safety and
emergency services.
Goal #3) The community is trained and prepared for emergencies.
Schools & Education
Direction Statement - Tigard area residents have access to good quality public and private schools. Residents
of our community, whether or not they have children in the school system, understand the importance of educa-
tion and how they can help promote education of our community. The public schools have stable funding
through state and local funding options. Curriculum and extra-curricular programs are important and are well
supported through volunteers, local funding, and increased partnerships with business and government. New
development assists in paying for new education infrastructure required by growth in the community. Public
schools and governmental entities in our community actively partner in day-to-day operations and other costs to
facilitate the most efficient delivery of services.
Goal #1) Schools, City government, and other service providers successfully work together to provide a
community-based recreation activity program for young people.
Goal #2) Educational opportunities for students in Tigard-Tualatin Schools will be maximized.
Goal #3) Schools and City government effectively work together to maximize efficiencies and develop
alternative support options.
Goal #4) Government policies will permit the Tigard -Tualatin School District to prepare for growth and
maximize the quality of services it provides students.
Goal #5) School districts ensure effective two-way communication to the entire community by regularly
providing information about school-related issues.
Traffic and Transportation
Direction Statement - Tigard takes a proactive role in regional transportation planning. Funding sources are
diverse, include regional resources, and are adequate to build and maintain our transportation system. Each
type of street safely handles the traffic it is designed to serve. Local traffic is served by a well-connected street
12
Vision Task Force Goals
network that minimizes traffic impacts on neighborhoods. Tigard's arterials and major collector streets accom-
modate through-traffic reducing the impact ofregional traffic on local neighborhoods. Alternative transportation
methods are affordable and available. Use of alternative transportation is encouraged.
Goal #1) Improve traffic safety.
Goal #2) Improve traffic flow.
Goal #3) Alternative modes of transportation are available and use is maximized.
Goal #4) Identify and develop funding resources.
Urban and Public Services
Direction Statement - Basic urban services (such as access to parks, recreational opportunities, and libraries)
are provided to Tigard citizens through property taxes and fees for service. Citizens are charged for enhanced
services on a cost-for-service basis. Expansion of the infrastructure necessary to serve growth is paid for by
growth. In an effort to facilitate the most efficient delivery of basic urban services, partnerships with businesses,
special interest groups, and other communities are encouraged. Citizens are educated about basic urban
services, and how to access and preserve the services.
Library Goals
#1) Library will have a stable funding base for the provision ofbasic services.
#2) A wide array of opportunities for life-long learning are available in a variety of formats and used by the
community.
#3) Adequate facilities are available for efficient delivery of life-long learning programs and services for all
ages.
Parks & Greenways Goals
#1) The City educates and supports citizen efforts to understand the importance of flood plains and how the
areas are managed and protected.
#2) Open space and greenway areas are preserved and protected.
Recreation Goals
#1) Create a special parks and recreation district with the City of Tigard spearheading the process and
providing opportunities for the Tigard community.
#2) A wide range of leisure and recreation opportunities are available for the Tigard community.
Water & Stormwater Goals
#1) Actively participate in regional development of drinking water sources and adequate, innovative funding
mechanisms to develop those sources for Tigard users, while exploring local options for water reuse and
groundwater source.
#2) Stormwater runoffis effectively managed.
13
Council Goals
The Tigard City Council meets at the beginning of each calendar year to establish goals. Council goals comprise
high-priority tasks or programs that the City Council intends to complete or initiate during the year, though
attainment of these goals may take several years. The goals are based on Vision Task Force Goals, departmen-
tal needs, and City Council priorities. In the goal setting meeting, the City Council reviews information and
develops a short list of goals. Council goals set the priorities for City government and are incorporated into
departmental work plans.
The Council established the following goals for 2003:
GOAL 1: FINANCIAL STRATEGY
A. Develop a sustainable long term financial plan or strategy for issues such as:
1. General Fund needs
2. Library
3. Transportation
4. Parks and open space
5. Washington Square Regional Center
6. Central Business District
7. Water System
B. Explore the creation of an economic development program.
GOAL 2: TIGARD CENTRAL BUSINESS DISTRICT
A. Create a common vision for the Central Business District and build the energy to implement that vision
through the Downtown Task Force.
B. Support the activities of the Downtown Task Force as they provide input to the design of the Tigard
commuter rail station and the zoning and development plan standards for the Central Business District.
Cy f• • '
Fr
14
Council Goals
GOAL 3: TRANSPORTATION
A. Aggressively pursue solutions to congestion of state, county, and city facilities that cross through Tigard.
1. Re-forming the Transportation Financing Task Force.
2. Identify project priorities and funding needs for state and city facilities.
B. Continue working with Tri-Met to identify and fund additional intra-city bus routes.
C. Right-of-way management.
GOAL 4: PARKS AND RECREATION
A. Continue the efforts of the Youth Forum.
B. Complete or update parks master plans for city facilities.
C.. Explore the creation of a Parks and Recreation Advisory Board.
GOAL 5: WATER
A. Continue to evaluate options for a long term water supply.
GOAL 6: . GROWTH MANAGEMENT
A. Continue to evaluate Tigard's role in the provision of urban services outside the city limits.
GOAL 7: COMMUNICATION
A. Increase Tigard's communication with other elected bodies through active participation of City Council
members and staff.
B. Improve and expand communication with citizens, particularly communicating successes and future
concerns.
15
Citywide Organization Chart -
By Program
1
Citizens
Mayor & City
City Council Attorney
City Manager
Police Administration Operations Support
1 Services
Library Readers' Technical
Administration Circulation
Services Services
~ Administration Sanitary Storm Water
Sewer Sewer
Public Works
Street Fleet Property Parks &
Maintenance Maintenance Management Grounds
Community Building Current Long Range
Development Administration Inspection Planning Planning
Engineering Engineering Street Lights
Departrnent & Signals
City
City Hunan Risk Network
Administration Management Resources Management Services
Finance Finance Financial A&-ist=ve
f Administration Operations Services
l
1
16
Summary of All Funds
Water Traffic
Sanitary Storm Water Quality/ Water County Criminal Electrical Parks Impact
General Sewer Sewer Water CIP Quantity SDC Building Gas Tax Forfeiture Inspection Gas Tax, Insurance Capital Fee
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund
Description
RESOURCES
Beginning Fund Balance $7,065,185 $8,388,092 $782,000 $6,202,622 $4,514,523 $1,905,983 $1,433,393 $942,281 $0 $61,000 $159,180 $627,593 $528,184 $1,504,435 $2,750,000
Revenues
Total Property Taxes $9,115,977 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Other Agencies 2,202,154 15,000 15,000 0 0 0 0 0 0 0 0 2,019,927 0 194,078 660,000
Total Fees & Charges 693,000 1,530,310 1,159,423 5,528,593 225,000 40,000 300,000 1,057,202 0 0 217,260 6,000 0 360,000 527,250
Total Fines 434,127 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Franchise Fees 2,508,866 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Interest & Rentals 156,304 167,762 15,640 145,052 82,206 38,120 28,668 18,846 0 1,220 3,184 12,552 10,564 30,089 55,000
Total Bond and Note Proceeds 0 0 0 0 23,847,312 0 0 0 0 0 0 0 0 278,075 0
Total Other Revenue 33,500 (5,000) (2,000) 34,000 0 0 0 0 0 0 0 0 31,500 390,000 118,446
Total Revenues $15,143,928 $1,708,072 $1,188,063 $5,707,645 $24,154,518 $78,120 $328,668 $1,076,048 $0 $1,220 $220,444 $2,038,479 $42,064 $1,252,242 $1,360,696
Transfers in from other funds $2,227,982 $0 $0 $0 $1,929,032 $0 $0 $451,954 $0 $0 $0 $0 $0 $55,000 $568,000
TOTAL RESOURCES $24,437,094 $10,096,164 $1,970,063 $11,910,267 $30,598,073 $1,984,103 $1,762,061 $2,470,283 $0 $62,220 $379,624 $2,666,072 $570,248 $2,811,677 $4,678,696
-t REQUIREMENTS
Expenditures by Program:
Community Services $9,459,862 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Public Works 2,470,000 627,883 593,025 4,879,819 0 0 0 0 0 0 0 0 0 0 0
Development Services 2,362,828 0 0 0 0 0 0 1,201,220 0 0 0 418,000 0 0 0
Policy and Administration 310,775 0 0 0 0 0 0 0 0 0 0 0 0 0 0
General Government 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Expenditures $14,603,465 $627,883 $593,025 $4,879,819 $0 $0 $0 $1,201,220 $0 $0 $0 $418,000 $0 $0 $0
Debt Service $0 $0 $0 $0 $1,929,032 $0 $0 $0 $0 $0 $0 $0 $0 $278,075 $0
Capital Improvements 0 922,300 278,500 779,372 4,490,857 10,000 225,000 0 0 0 0 757,894 0 826,886 3,309,166
Transfer out to other funds 3,931,116 290,353 457,325 2,772,832 0 1,079 392,578 485,146 0 62,220 190,695 1,359,753 0 0 240,890
Contingency 1,000,000 282,000 200,000 1,086,000 902,000 1,660 203,500 250,000 0 0 28,000 124,000 0 162,000 495,000
Total Budget $19,534,581 $2,122,536 $1,528,850 $9,518,023 $7,321,889 $12,739 $821,078 $1,936,366 $0 $62,220 $218,695 $2,659,647 $0 $1,266,961 $4,045,056
Ending Fund Balance/Reserves $4,902,514 $7,973,628 $441,213 $2,392,244 $23,276,184 $1,971,364 $940,983 $533,917 $0 $0 $160,929 $6,425 $570,248 $1,544,716 $633,640
TOTAL REQUIREMENTS $24,437,094 $10,096,164 $1,970,063 $11,910,267 $30,598,073 $1,984,103 $1,762,061 $2,470,283 $0 $62,220 $379,624 $2,666,072 $570,248 $2,811,677 $4,678,696
I .
Summary of All Funds
Traffic SW Park Wall Fleet/ Bancroft
Tree Underground Urban Impact Fee 69th Ave. Dartmouth Metro Levy Street Central Property Bond Debt GO Debt
Replacement Utility Services Urban Serv. LID LID/CIP Facility Greenspace Improv LID Services Mgmt Service Service
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
Description
RESOURCES
Beginning Fund Balance $30,000 $387,954 $633,433 $1,274,575 $0 $9,136 $11,703,778 $0 $0 $0 $523,050 $60,000 $1,012,697 $1,145,382 $53,644,476
Revenues
Total Property Taxes $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $594,648 $ 9,710,625
Total Other Agencies 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5,106,159
Total Fees & Charges 0 47,530 439,226 100,000 0 0 0 0 0 0 0 0 0 0 12,230,794
Total Fines 0 0 0 0 0 0 0 0 0 0 0 0 0 0 434,127
Total Franchise Fees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,508,866
Total Interest & Rentals 0 7,759 12,669 25,492 0 183 234,076 0 0 0 10,461 1,200 177,973 22,908 1,257,924
Total Bond and Note Proceeds 0 0 0 0 0 0 0 0 0 0 0 0 2,518,017 0 26,643,404
Total Other Revenue 0 0 0 0 0 0 0 0 0 0 0 0 0 0 600,446
Total Revenues $0 $55,289 $451,895 $125,492 $0 $183 $234,076 $0 $0 $0 $10,461 $1,200 $2,695,990 $617,556 $58,492,345
Transfers in from other funds $0 $0 $0 $0 $0 $0 $775,485 $0 $0 $150,000 $4,445,018 $880,630 $0 $0 $11,483,100
TOTAL RESOURCES $30,000 $443,243 $1,085,328 $1,400,067 $0 $9,319 $12,713,339 $0 $0 $150,000 $4,978,529 $941,830 $3,708,687 $1,762,938 $123,819,921
CO REQUIREMENTS
Expenditures by Program:
Community Services $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,459,862
Public Works 0 0 0 0 0 0 0 0 0 0 0 806,368 0 0 9,377,095
Development Services 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,982,048
Policy and Administration 0 0 0 0 0 0 0 0 0 0 3,604,470 0 0 0 3,915,245
General Government 0 0 0 0 0 0 0 0 0 0 394,920 0 0 0 394,920
Total Expenditures $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,999,390 $806,368 $0 $0 $27,129,170
Debt Service $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,052,820 $1,014,395 $6,274,322
Capital Improvements 0 105,000 0 950,000 0 9,319 7,387,380 0 0 150,000 0 0 0 0 20,201,674
Transfer out to other funds 30,000 0 512,810 40,049 0 0 568,000 0 0 0 73,614 74,641 0 0 11,483,100
Contingency 0 15,000 111,000 148,000 0 0 1,190,000 0 0 0 249,000 60,000 0 0 6,507,160
Total Budget $30,000 $120,000 $623,810 $1,138,049 $0 $9,319 $9,145,380 $0 $0 $150,000 $4,322,004 $941,009 $3,052,820 $1,014,395 $71,595,426
Ending Fund Balance/Reserves $0 $323,243 $461,518 $262,017 $0 ($0) $3,567,959 $0 $0 $0 $656,525 $821 $655,867 $748,543 $52,024,495
TOTAL REQUIREMENTS $30,000 $443,243 $1,085,328 $1,400,067 $0 $9,319 $12,713,339 $0 $0 $150,000 $4,978,529 $941,830 $3,708,687 $1,762,938 $123,619,921
Budget Summary
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001102 2002103 2003104 2003104 2003104
Operating Budget
Budget by Program
Community Services $7,924,561 $8,372,816 $9,400,166 $9,217,266 $9,438,012 $9,459,862
Public Works 7,529,438 7,749,759 9,015,326 9,365,768 9,377,095 9,377,095
Development Services 3,425,507 3,729,690 4,040,902 3,970,625 3,971,091 3,982,048
Policy and Administration 3,410,521 3,921,289 4,291,649 3,863,856 3,911,232 3,915,245
General Government 22,247 36,736 192,100 394,920 394,920 394,920
Total by Program $22,312,274 $23,810,290 $26,940,143 $26,812,435 $27,092,350 $27,129,170
Operating Budget
Budget by Classification
Personal Services $14,196,668 $15,672,010 $17,702,142 $17,903,771 $18,097,917 $18,108,874
Materials and Services 7,365,576 7,860,138 8,740,001 8,476,664 8,562,433 8,588,296
Capital Outlay 750,031 278,142 498,000 432,000 432,000 432,000
Total by Classification $22,312,275 $23,810,290 $26,940,143 $26,812,435 $27,092,350 $27,129,170
Operating Budget
-Budget by Department
Police $6,161,933 $6,383,455 $7,200,155 $7,075,195 $7,278,308 $7,278,308
Library 1,648,568 1,861,458 2,050,811 1,996,399 2,014,032 2,035,882
Social Services & Community Events 114,060 127,903 149,200 145,672 145,672 145,672
Public Works 7,529,438 7,749,759 9,015,326 9,365,768 9,377,095 9,377,095
Community Development 2,033,859 2,225,459 2,308,696 2,413,864 2,413,864 2,424,821
Engineering/Street Lighting 1,391,648 1,504,231 1,732,206 1,556,761 1,557,227 1,557,227
Finance 1,447,588 1,559,520 1,812,966 1,739,990 1,756,623 1,756,623
City Administration 1,962,933 2,361,769 2,478,683 2,123,866 2,154,609 2,158,622
General Government 22,247 36,736 192,100 394,920 394,920 394,920
Total by Department $22,312,274 $23,810,290 $26,940,143 $26,812,435 $27,092,350 $27,129,170
Full-Time Equivalent Positions 254.88 261.30 260.45 256.00 256.00 256.00
Where the money comes from...
Resources to meet the City of Tigard's obligations and Transfers
service needs are derived from three primary sources: 9%
beginning fund balance, current revenues, and fund Beginning
transfers. Beginning filndbalance consists ofrevenues
ilk Fund
Balances
carried forward from previous fiscal years, including 43%
Current
reserves for specific purposes (e.g., debt reserves and Revenues
capital improvements) and monies used for cash flow. 48%
Current revenues are those earned from City operations Total Resources $123,619,921
or taxes levied during the fiscal year. The principal
sources of current revenues are utility fees and charges, property taxes, and development fees and charges. The
third primary source is a transfer between funds. Transfers are used to pay for either direct or indirect costs
between funds.
Current Revenues $58,492,345
Property Taxes
Other Revenues 17% Grants
1 % 2% Interagency
Revenues
7%
Bond
Proceeds/Principal Development Fees and
45 % Fees &
Charges
6%
Interest Eamings_--~~
2% Utility Fees &
Fines & Forfeitures Charges
I%
Franchise & 14%
Business Tax Misc. Fees &
5% Charges
0%
Resources
Beginning Fund Balance $53,644,476
Current Revenues
Property Taxes 9,710,625
Grants 1,057,036
Interagency Revenues 4,049,123
Building and Development Fees & Charges 3,666,138
Utility Fees & Charges 8,149,156
Misc. Fees & Charges 165,500
Franchise & Business Tax 2,748,866
Fines & Forfeitures 434,127
Interest Earnings 1,257,924
Bond Proceeds/Principal 26,643,404
Other Revenues 610,446
Subtotal Current Revenues 58,492,345
Fund Transfers 11,483,100
Total Resources $123,619,921
1
20
Where the money goes...
City budgetary requirements fall into three primary categories: total requirements, total appropriations, and
program expenditures (or operating expenditures). Total requirements consist of all funds appropriated for use
during the fiscal year plus ending fund balances, which are not appropriated and cannot be used. Ending fund
balances are reserved for use in a future fiscal year. Total appropriations consist of funds available for use
during the fiscal year and include program expenditures, debt service, capital improvements, transfers, and
contingencies. Program expenditures reflect the ongoing operating budget for the delivery of services. The
following charts provide information about each of these major categories.
Total Requirements $123,619,921
Ending Fund
Balance
42%
i
L Total
Appropriations
58%
The total requirements of the FY 2003-04 City budget total $123.6 million. Of that amount, 58% is actually
appropriated for use during the fiscal year. The remaining 42% is ending fund balances. These balances cannot
be used during the fiscal year and are reserved for future requirements and cash flow.
Total Appropriations $71,595,426
Transfers Frog1°
16 % Expa~dilut$
Contingency 38
9% j
Capital DdA Service
inpmvfenfs 9%
28
Requirements
Current Expenditures
Operating Budget $27,129,170
Debt Service 6,274,322
Capital Improvements 20,201,674
Contingency 6,507,160
Subtotal Current Expenditures 60,112,326
Transfers 11,483,100
Ending Fund Balance 52,024,495
Total Requirements $123,619,921
21
1 Where the money goes...
1 Total appropriations of $71,595,426 consist of several subcategories of use. Just over a third of this amount
(38%) is used for Program Expenditures. Program Expenditures makeup the City's operating budget. The
appropriations are also established for debt service, capital improvements, transfers between funds, and contin-
gencies. Debt service accounts for 9% of total City appropriations and pays principal and interest on outstand-
ing assessment bonds, loans, and voter-approved General Obligation bonds. Capital improvements account for
28% of total appropriations. Capital improvements consist of major construction or acquisition projects that
add to or extend the life of major City facilities and assets. Transfers between funds total 16% of appropria-
tions. Money is transferred between funds to share resources or to pay expenses incurred in one fund that also
benefit the program in one or more additional funds. Contingencies account for 9% of total appropriations and
are used to pay for unexpected expenses. No money may be spent directly out of a contingency account; if
needed, money must be transferred from contingency to another expenditure category by resolution of the City
Council.
Program expenditures are the operating budget of the City. Program expenditures pay for the day-to-day costs
of running the City and providing services to citizens. This is the heart of the City budget. Program expendi-
tures may be looked at from several different perspectives. Each perspective provides a different view of the
use of these dollars. The following charts show three different perspectives of program expenditures.
Program Expenditures
Total Operating Budget by Program
$27,129,170
Policy and General Govt.
Admin. 1%
Admin. Community
Services
35%
Development
Services
15%
Public Works
35%
Program expenditures by program shows the major functional areas that make up the total City operating
budget. The largest functional areas within the operating budget are the Public Works Program and Community
Services, both with 35%. The Public Works Program area consists of services that operate and maintain the
City's infrastructure (roads, water system, parks and grounds, sanitary and storm sewers, and City facilities).
The Community Services Program consists of Police and Library services. The Development Services Program
accounts for 15% of the total operating budget. This program area includes building permits and inspections,
land use planning, and engineering services. The Policy and Administration Program accounts for 14% of the
J total operating budget. This program area includes the Mayor and City Council and central City administrative
functions. The General Government Program is 1 % of the total operating budget. This program area consists
of City Attorney and Technology costs for all City Departments.
22
Where the money goes...
Another way of looking at the City's program expenditures is by department. This view reflects the administra-
tive structure of the City. The largest City department is Public Works with 34% of the budget. Public Works
is followed by Police with 27%, Community Development with 9% both City Administration and the Library
with 8%, and both Finance and Engineering with 6%. General Government and Social Services and Commu-
nity Events each account for less than 1 % of the operating budget.
Program Expenditures
Total Operating Budget by Department
$27,129,170
General Govt
City Administration 1%
Finance 8% Police
6% 27%
Engineering_
6% Library
Community
Development
9%
Social Svcs &
Public Works Community Events
34% 1%
Finally, the third way to view the Program Expenditures is by major object category. Approximately 66% of the
operating budget is spent for Personal Services - the salaries and benefits for staff who are actually operating
the programs and providing services to the public. Materials and Services (supplies, professional services, small
equipment and tools, etc.) account for 32% of the operating budget. Finally, Capital Outlay (purchases of
equipment) necessary to running programs and providing services accounts for 2% of the operating budget.
Program Expenditures
Total Operating Budget by Category
$27,129,170
Capital Outlay
2%
J
Materials &
Services
32%
Personal Services
66%
23
Staffing Levels
1
Full-Time Equivalent Positions Number of City Personnel Per 1,000 Population
FY 1999/00
Actual 6.90
FY 2000/01 - 6.60
Actual III _ _ J'
6.30
FY 2001ro2
Actual 6.00
FY 2002ro3 5.70
Budget
` - 5.40
FY 2003104 --1 5 10
Proposed.,
FY 1999-00 FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04
240.00 245.00 2501.00 25S i .00 260.00 265.00 Actual Actual Actual Budget Adopted
Between FY 2002-03 and FY 2003-04, City staff levels have decreased approximately 1.7%, or a net de-
crease of 4.45 FTE. Several key factors have contributed to this decrease. A summary of the changes by
Department is included below:
Police Department
Although the budget does not show a reduction from the 75 FTE in FY 2002-03, there are three positions
which are frozen and no funding to support hiring during the year has been budgeted. Those positions are one
Captain, and two Police Officers.
Library
Overall, the department is down 1.75 FTE. Readers' Services Division has a net decrease of 1.6 FTE. A 1.0
FTE Senior Librarian, and a.25 FTE Library Assistant were eliminated. A.6 FTE Librarian was reduced to.5
FTE. Also,.25 FTE was transferred to Library Administration to support funding for a Senior Management
Analyst at a.5 FTE level. In Technical Services, two .6 FTE Library Assistant were reduced to .5 FTE. In
Circulation, a net reduction of .20 FTE occurred as a result of the reallocation of stafftime between Senior
Library Assistants and Library Assistants and a reduction in staff hours.
Public Works
Staffing for the Department has increased by.3 FTE. In addition to the reallocation of certain positions among
divisions for funding source purposes, there were additional positions added and eliminated. In Parks and
Grounds, 1.0 FTE Utility Worker H was authorized, but funding for the position was not budgeted due to
financial constraints. This position is frozen and will not be filled in FY 2003-04. A.5 FTE Wastewater
Operations Supervisor was added to Sanitary Sewer to create one full-time supervisor and.5 FTE Wastewater
24
Staffing Levels
Operations Supervisor was added in Storm Sewer to also create a full time Supervisor for that Division. A 1.0
FTE Senior Utility Worker position was eliminated in Streets. In Water, there was an elimination of 1.2 FTE
Utility Worker II positions and a 1.0 FTE Engineering Manager was added to work on a major capital im-
provement project for a limited time.
Community Development
The Community Development Department has an overall increase of 1.0 FTE. In Building Inspection, a 1.0
FTE Management Analyst was added and a. 5 FTE Administrative Specialist I was transferred from Records in
the Finance Department. Also, the .5 FTE Permit Specialist was increased to .8 FTE by transferring .3 FTE
from Current Planning. A.5 FTE Administrative Specialist I was eliminated from Current Planning. There was
no change in FTE in Long Range Planning or Community Development Administration.
Engineering
In Engineering, a.5 FTE Administrative Specialist I and a 1.0 Senior Technician were eliminated.
City Administration
A. 8 FTE Confidential Admin. Specialist H was transferred to the Administrative Services Division ofthe
Finance Department. In addition 1.0 FTE Administrative Specialist H was eliminated. In Network Services, a
1.0 FTE Network Technician was eliminated.
Finance
A. 8 FTE Confidential Admin. Specialist H was transferred from City Administration into Office Services. A. 5
FTE Administrative Specialist I was transferred to Building Inspection from Records.
Full-Time Equivalent Positions by Department
Total FTE: 256.00
Finance City Admin.
24.10 17.00 Police
75.00
Engineering
14.50
Community Library
Development 28.90
31.50
Public Works
65.00
25
Fund Balance
Beginning Fund Balances
$53,644,476
Traffic
Improvement Fee Other Funds
Gas Tax Funds Funds 6%
1% 8%
General Fund
Debt Funds 13%
4%
Development
Funds Enterprise Funds
0
3% Capital Project °
Funds.
22%
Approximately 43 % of the City's FY 2003-04 total resources come from beginning fund balances -money
carried over from previous fiscal years.
In the City's General Fund, the beginning fund balance is projected to be $7,065,185. Fund revenues are
primarily from property taxes, fees and charges for services, franchise fees, and revenue from other agencies.
These revenues fund a variety of services provided to the community such as Police protection, Library, Parks
and Grounds, Planning, and City Administration. A beginning fund balance is maintained to provide cash flow
for specific operations until current year revenues are received. In addition, the fundbalance provides funding
stability to meet the City's needs projected in the Five Year Financial Forecast.
The largest portion of the beginning fund balance is made up of $23.2 million in the enterprise funds. These
funds are dedicated to the operation, maintenance, and capital improvement programs of the City's sanitary,
storm, drinking water systems, and future water supply.
In the three capital project funds of Dartmouth LID/CIP Fund, Wall Street LID/CIP, and Facility Fund begin-
ning fund balances are projected to be almost $11.7 million. This fund balance represents the carryover of bond
funds and the balances of two bequests received in FY 1999-00 for the improvement and construction of the
new Library.
The two Traffic Impact Fee (TIF) Funds are projected to have a combined beginning fund balance of $4.0
million. The TIF is a charge on new development assessed by Washington County, but is collected by cities.
The revenues may only be used for highway and transit capital improvements which provide additional capacity
to major transportation systems and to pay the costs of administering the program.
26
Fund Balance
Included in the Development Funds of Building, Electrical Inspection, and Urban Services are revenues from
pen-nit and other building fees. The combined estimated beginning fund balance is $1.7 million, which is dedi-
cated primarily to the activities in the Building and Electrical Inspection Division in the Community Development
Department. The City's goal is to build a six month operating reserve in these funds to protect against fluctua-
tions in building activity. The fund balances hold that reserve.
The City of Tigard has two debt funds, General Obligation Debt Service Fund and Bancroft Bond Debt Service
Fund. The beginning fund balances of $2.1 million are specifically dedicated to the retirement of both types of
debt outstanding.
It is-projected that the Gas Tax Fund will have a beginning fund balance of $627,593. The primary revenue is
from a tax on motor vehicle fuel imposed by Washington County and the State of Oregon. These revenues are
then shared with local governments for the operation, maintenance, and construction of public roads and streets.
In the other remaining funds, the beginning fund balance is projected to be $3.0 million. This includes a variety
of types of funds which have specific requirements associated with the use of the revenues received. These
include the Criminal Forfeiture Fund, Parks Capital Fund, Underground Utility Fund, and Insurance Fund.
27
Comprehensive Long Term
Financial Forecast
The City of Tigard has developed a comprehensive long term financial forecast every year since the 1980s. This
forecast allows the City to project expected revenues and expenditures for each of its funds to help anticipate
financial requirements.
The Comprehensive Long Term Financial Forecast continues to be central to Tigard's financial management
strategy. By forecasting and anticipating financial trends, Tigard can develop strategies to respond to emerging
financial trends.
The City forecasts operating fund revenues and expenditures over a five year period. The forecast is adjusted
as each year's final results are known and as new years are budgeted.
General Fund
City of Tigard
FY 2003-08 Financial Plan
General Fund
Projected Ending Fund Balances
$8,000,000
$7,000,000
$6,000,000
$5,000,000
_ , s
* = i
$4,000,000
$3,000,000 ~ ~ ~ ~ „$2,000,000a
$1,000,000
yw
$0
($1,000,000)
($2,000,000)
FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
■ Ending Fund Balance
General Fund revenues are projected to grow over the five year period from $15.1 million in FY 2003-04 to
$18.0 million in FY 2007-08, or about 19%. Last year's forecast projected the five-year growth rate to be
about 25%. During the same period, operating expenditures are projected to grow from $14.0 million to $18.4
million, or about 31 Last year's forecast projected the five-year growth rate to be 33%. These dual revenue
and expenditure growth trends contribute to a draw-down of General Fund balance from $6.5 million to a
negative $1.4 million. Last year's forecast projected that the General Fund ending balance would end the
forecast period with a negative balance of $7.7 million. The change in the forecast reflects expenditure reduc-
tions included in the FY 2003-04 Budget.
28
Comprehensive Long Term
Financial Forecast
The major factors affecting the growth of General Fund revenues are the economy and Measure 50, passed in
1997, which limited the growth in property tax revenues to no more than 3% per year plus the value of new
construction. Many of the City's General Fund revenues are dependent upon economic activity. These rev-
enues have been affected by the recent recession, which has contributed to the projected negative fund balance.
The forecast assumes that four positions frozen in the FY 2003-04 Budget will be funded in future years and
that 10 positions will be added in FY 2004-05 to staff the new Tigard library. Other than the opening of the
new Tigard Library, the five year forecast assumes no major new programs over the next five years. City
services are expected to keep pace with the growth in Tigard's population growth and service demands. How-
ever, the City is projected to experience sharply increased energy costs, and the cost of employee benefits
(particularly health and dental insurance costs and Police retirement costs) are expected to increase significantly.
The City has traditionally limited the growth of General Fund expenditures and will continue these efforts. Rising
energy and employee costs will make this more of a challenge in the future. The City is aggressively pursuing
energy-saving options and is exploring ways to offset projected double-digit increases in employee health
insurance costs.
During FY 2003-04, the City will continue efforts begun in FY 2000-01 to more actively manage its revenues.
The City regularly reviews fees and charges to ensure that those charges continue to recover City costs. In
addition, the City will more actively manage its franchise revenues and will actively review all franchise fees paid
to ensure that all money due to the City for use of the public rights-of-way are collected. The first project in this
effort concluded in April 2002 with the recovery of $310,746 in electrical franchise fee revenues due to the
City. The City is currently partnered with 70 other Oregon cities in a joint audit of franchise fees paid by Qwest
and Verizon. Finally, the City will more aggressively seek grant revenues to help pay for needed City projects
and services.
In April 2003, the City Council adopted a Strategic Finance Plan. This plan identifies major financial issues
expected over the next several years and several new revenue options. Council organized the issues into
"Major" and "Other" categories and then set top priorities within each category. The top priorities are:
Major Other
Local Option Property Tax Fee Increases
Bull Mountain Annexation Urban Renewal
New Revenue Sources Water Revenue Bond
Staffwill be working through the remainder of the year to develop more information on high priority items
identified by the Council for further Council review and consideration.
29
Comprehensive Long Term
Financial Forecast
Development Funds
City of Tigard
FY 2003-08 Financial Plan
Development Funds
Projected Ending Fund Balances
$1,500,000 -
$1,250,000
$1,000,000
$750,000
$500,000 : .
$250,000
$0
FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
■Electrical Inspection 0Building 0Urban Services
The projections forthe City's Development funds (Building, Electrical Inspection, and Urban Services Funds)
continue to show strong balances.
The Building Fund shows the strongest performance. The Building Fund balance is projected to grow from
$843,000 in FY 2003-04 to $1,036,000 in FY 2007-08. In FY 1999-00, this fund required a transfer of
$150,000 from the General Fund to prevent a year-end deficit. In FY 2000-01, the expenses of this fund were
reduced and fees were increased. Those efforts paid off, and the future outlook for this fund remains positive.
Building activity has remained strong through the current recession. As with all ofthe Development Funds,
however, future performance is heavily dependent upon the condition of the local economy, so fund perfor-
mance will continue to be closely monitored.
The Electrical Inspection Fund is prof ected to remain relatively constant from a proj ected FY 2003-04 ending
fund balance of $189,000 to $164,000 in FY 2007-08. Expenses of all of the building inspection services are
split between the Building and Electrical Inspection Funds on one hand and the Urban Services Fund on the
other. The City reviews the basis of splitting those expenses each year to ensure that they are accurately
assigned to the proper fund.
The Urban Services Fund was created to account for services provided in the urban services area outside of the
current City boundary. The fund's primary resources are planning and building fees charged in the area plus a
contractual payment from Washington County. This fund was designed to operate on a break-even basis. It is
projected to maintain positive balances throughout the forecast period.
30
Comprehensive Long Term
Financial Forecast
Water Funds
City of Tigard
FY 2003-08 Financial Plan
Water Funds
Projected Ending Fund Balances
$27.000,000
$25.000.000 -
$23,000,000
$21,000,000
$19,000,000
$17,000,000
$15,000,000
$13,000,000 '
$11,000,000
$9,000,000 '
$7,000,000
$5,000,000
$3,000,000
$1,000,000 -
($1,000.000)
($3,000,000) _ i
($5,000,000)
FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-08 FY 06-07 FY 07-08
■ Water D Water SDC A Water CIP
The Water funds include the Water Fund, the Water Systems Development Charge (SDC) Fund, and the Water
CIP Fund. For financial forecasting purposes, the Water Fund and the Water SDC Fund are treated as a single
unit. The Water CIP Fund is reserved for a new, long-term water source, and is projected separately from the
other two Water Funds.
The financial condition of the Water funds is almost entirely dependent upon the size of the projected capital
program and the size of future water rate and SDC increases. The capital program was developed pursuant a
20-year projection of capital needs.
During FY 2000-01, the City improved management of its water resources to reduce peak-day demand.
These efforts resulted in a significant decrease in the cost of water purchased from the City of Portland. How-
ever in 2003, Portland will increase the cost of water sold to Tigard by 24%. The ending balances of the Water
Fund are projected to drop from $3.7 million to a negative $4.9 million. Balances in the Water SDC Fund are
projected to drop from $1.1 million to a negative $2.7 million. The City is currently examining possible rate and
SDC increases, which are not reflected in this forecast. Once information on those increases is available, this
forecast will be updated.
The Water CIP Fund balance varies with fluctuations in the capital program. These fluids are reserved to help
pay for a future long-term water supply and projects that contribute to that supply or which store and deliver
additional water. The forecast shows a major ending fund balance in FY 2003-04. The budget includes
projected revenues from a proposed Water Revenue Bond sale in FY 2003-04. Proceeds from this bond will
be paid out over a two year period. In future years, the ending fund balance in this fund is expected to fluctuate
between a high of $13.7 million and a low of $7.3 million, again, based on the projected Capital Improvement
Plan.
Given the fluctuations in fund balances between these three funds, the City will also be re-examining future CIP
projects to make sure that they are paid out of the appropriate fund.
31
Comprehensive Long Term
Financial Forecast
Sanitary and Storm Sewer Funds
City of Tigard
FY 2003-08 Financial Plan
Sewer Funds
Projected Ending Fund Balances
$9,000,000 -
$8,000,000
$7,000,000
$6,000,000
$5,000,000
rte
$4,000,000
a
$3,000,000 k iiS
fry"
$2,000,000
= w1
$1,000,000 -
$0
($1,000,000)
FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
®Sanitary 0Storm 0WaE.,duality/Quantity
The FY 2003-04 projection shows the condition of the Sanitary Sewer and the Water Quality/Quantity Funds
to be relatively constant. Ending balances in the Storm Sewer Fund are expected to decline from a high of
$782,000 to a low of negative $374,000. The condition of this fund is closely related to activity in the City's
CIP. Projects may be balanced between this fund and the Water Quality/Quantity Fund. The sanitary and
storm sewer systems will experience additional capital needs over the next several years as the region addresses
water quality issues. These needs are not yet reflected in the City's Capital Improvement Plan (CIP). If signifi-
cant CIP projects are added in future years, the projected fund balance would be affected.
32
Comprehensive Long Term
Financial Forecast
Road Funds
City of Tigard
FY 2003-08 Financial Plan
Road Funds
Projected Ending Fund Balances
$3,000,000
$2,500,000
l
$2,000,000
$1,500,000
$1,000,000
a
$500,000 -
$0 I
($500,000) I'
I
($1,000,000)
($1,500,000)
($2,000,000)
($2,500,000) -
FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
11 Gas Tax ® County Gas Tax ®Traffic Improvement Fee OTraffic Improvement Fee US l
The City's Road funds include the Gas Tax Fund, the Traffic Impact Fee (TIF) Fund, and the Traffic Impact Fee
- Urban Services Fund. Like the Water Funds and the Sanitary and Storm Sewer Funds, the financial condition
of the Road funds is heavily dependent upon the projected capital needs of the City.
The City receives a share of the state gas tax and the county gas tax. These taxes have not kept pace with
capital needs, with the result that the Gas Tax Fund is projected to be in a deficit situation by FY 2004-05. In
FY 2003-04, the Capital Improvement Program of the Gas Tax Fund has once again been reduced as a result
of limited funding. If the full capital needs of the road system were included in these projects, the size of the
projected deficit would be much greater and would occur much sooner than is currently shown.
The fund balance in the Traffic Impact Fee Fund is projected to go negative in FY 2006-07. This means that
the future year capital program identified for this fund cannot be supported. By contrast, the Traffic Impact Fee
- Urban Services Fund appears strong. This is the portion of the TIF collected by the City in areas outside the
city limits for those areas expected to be served by the City in the future. These revenues can only be used for
projects within the urban services area or which address traffic concerns in that area. The traffic impact fee is
imposed by Washington County and can only be used to pay for needed improvements to major roads.
33
Comprehensive Long Term
Financial Forecast
The City has been actively working to identify and develop new revenue sources to address the condition of
these funds. Most recently, the City has been developing a proposed Street Maintenance Fee, but the City
Council has not yet acted on that proposal, so no funds from this fee are included in the FY 2003-04 Budget or
the financial forecast.
Summary
The City's Five Year Financial Forecast shows that, overall, the City's current financial condition is good. The
FY 2003-04 forecast, however, identifies three problem areas that require attention: the General Fund, the
Roads Fund, and the Water Fund.
The FY 2003-04 Budget continues to actively manage the expenditures of the General Fund. The financial
forecast suggests, however, that strong financial management alone may not be sufficient to avoid future deficits.
The demand for City services is simply greater than the resources available to pay for them. The financial
forecast suggests the need to go to voters in the near future to request additional General Fund resources.
Funding for roads in Tigard continues to be an area ofmajor concern, as it does for most other cities in Oregon.
Traditional funding sources such as the gas tax are simply not adequate to meet projected needs and to build
and maintain roads that can handle current and expected traffic loads. Maintenance of roads is being deferred,
which creates larger capital needs in the future as deferred maintenance leads to break-down of the infrastruc-
ture. The City is actively searching for new revenue sources as it continues to limit expenditures and defer
proj ects.
The City is currently reviewing water rate increases and will rebalance the Water CIP between funds, which is
expected to address the projected deficits in the Water Funds.
34
i
City ®f Tigard., Oregon
REVENUE ANALYSIS
i
Current Revenue Summary - By Fund 35
Property Tax
c
Property Tax Summary 36
Assessed Valuation 37
Property Tax Revenue 38
State Revenue Sharing ...................................................................................39
Enterprise Funds - User Fees .........................................................................40
Connection Fees .............................................................................................41
Permit Revenue 42
County Funds 43
Franchise Fee Revenue 44
Fine and Forfeiture Revenue 46
Interest Earnings 47
Interfund Transfers 48
1.
It
city of Tigard, Oregon
Current Revenue Summary -
By Fund
Current Revenue
(Excludes Beginning Balances and Transfers)
Actual Actual Adopted Proposed Approved Adopted
Funds 2000/01 2001/02 2002103 2003/04 2003/04 2003/04
General Fund $14,076,326 $15,071,022 $14,737,204 $15,134,770 $15,143,928 $15,143,928
Sanitary Sewer Fund $2,156,955 $1,592,459 $2,039,526 $1,708,072 $1,708,072 $1,708,072
Storm Sewer Fund 1,109,141 1,062,641 1,601,436 1,188,063 1,188,063 1,188,063
Water Fund Fund 5,806,917 5,337,915 6,760,847 5,702,593 5,707,645 5,707,645
Water SDC Fund 645,795 435,145 472,500 328,668 328,668 328,668
Water CIP Fund 327,674 436,932 142,200 24,154,518 24,154,518 24,154,518
Water Quality/Quantity Fund 197,757 98,627 112,135 78,120 78,120 78,120
Total Enterprise $10,244,239 $8,963,719 $11,128,644 $33,160,033 $33,165,085 $33,165,085
Criminal Forfeiture Fund $22,923 $1,681 $2,400 $1,220 $1,220 $1,220
Gas Tax Fund 1,868,680 1,795,962 1,806,961 2,037,679 2,038,479 2,038,479
County Gas Tax 171,278 162,538 0 0 0 0
Parks Capital Fund 398,970 1,422,499 1,764,621 1,251,842 1,252,242 1,252,242
Traffic Impact Fee Fund 1,282,130 918,705 1,966,905 1,360,696 1,360,696 1,360,696
Urban Services Traffic Impact Fee Fund 563,795 263,897 370,490 125,492 125,492 125,492
Building Inspection Fund 1,394,164 1,018,168 866,200 1,076,048 1,076,048 1,076,048
Electrical Inspection Fund 233,770 175,551 157,600 220,444 220,444 220,444
Underground Utility Fund 102,527 74,535 59,700 55,289 55,289 55,289
Insurance Fund 80,000 43,170 57,486 42,064 42,064 42,064
Urban Services Fund 961,343 682,841 607,700 690,658 451,895 451,895
Tree Replacement Fund 25,263 52,401 0 0 0 0
Total Special Revenue $7,104,843 $6,611,948 $7,660,063 $6,861,430 $6,623,867 $6,623,867
Central Services Fund $0 $17,099 $0 $10,461 $10,461 $10,461
Fleet/Property Management Fund 0 4,222 0 1,200 1,200 1,200
Total Internal Services $0 $21,321 $0 $11,661 $11,661 $11,661
General Obligation Debt Service Fund $302,970 $241,221 $1,339,138 $617,556 $617,556 $617,556
Bancroft Debt Service Fund 2,465,503 3,816,656 4,035,289 2,695,990 2,695,990 2,695,990
Total Debt Service $2,768,473 $4,057,877 $5,374,427 $3,313,546 $3,313,546 $3,313,546
69th Ave. LID Fund $2,756 $55,545 $0 $0 $0 $0
Dartmouth LID Fund 15,051 298 314 183 183 183
Wall Street LID Construction Fund 0 0 1,800,000 0 0 0
Metro Greenspaces Fund 161,816 126,229 0 0 0 0
Park Levy Improvement Fund 20,466 14,158 0 0 0 0
Facility Fund 82,541 68,145 13,421,247 234,076 234,076 234,076
Total Capital Projects $282,630 $264,375 $15,221,561 $234,258 $234,258 $234,258
Total Current Revenue $34,476,511 $34,990,262 $54,121,899 $58,715,697 $58,492,345 $58,492,345
35
Property Tax Summary
Tigard's permanent property tax rate of $2.5131 per thousand is applied to assessed value ofproperty in the
City each year. This permanent rate produces revenues for General Fund operating costs. Under the Oregon
Constitution (as amended by Measure 50 in 1997), assessed values may increase 3% per year. This increase,
plus a pro-rated share of the value of new construction and annexations, is used to calculate property tax
revenues.
The City has a General Obligation Bond property tax levy for $13 million of general obligation bonds authorized
by voters in May 2002 and issued later that year.
Actual Actual Est. Actual Adopted
Tax Information 2000/01 2001/02 2002/03 2003/04
Property Taxes
General Fund $8,179,126 $8,756,622 $9,101,720 $9,511,299
GO Debt Service 286,407 228,365 1,403,415 619,727
Total Tax Levied $8,465,533 $8,984,987 $10,505,135 $10,131,026
Assessed Values
Prior Year Assessed Value $3,621,710,974
Allowable 3% Increase . 108,651,329
Est. Annexations & New Const. 54,325,665
Total Assessed Value $3,254,596,701 $3,470,578,863 $3,621,710,974 $3,784,687,968
Tax Rates/$1,000 A/V
General Fund Permanent Rate $2.51310 $2.51310 $2.51310 $2.51310
GO Debt Service $0.08800 $0.06580 $0.38750 $0.16375
Tax Rate $2.60110 $2.57890 $2.90060 $2.67685
Assessed Value of
Average Home $148,071 $148,071 $152,650 $157,230
General Fund $372.12. $372.12 $372.12 $395.13
GO Debt Service $13.03 $9.74 $59.15 $25.75
Total Estimated
Tax per Household $385.15 $381.86 $431.27 $420.88
36
Assessed Valuation
At the beginning of each fiscal year, the Washington County Assessor determines assessed values of properties
in the City. Prior to Measure 50, Oregon's property tax system was based on dollars levied and not tax rates,
therefore increased values had the effect of lowering property tax rates, not changing the amount of taxes that
could be collected.
With the approval of Measure 50 in 1997, assessed values on individual properties were rolled back to FY
1995-96 levels and then reduced by 10%. Assessed values are limited to an increase of 3 % per year. The
difference between market value and assessed value is expected to widen in future years due to the 3% cap on
assessed value growth. Assessed value is used for spreading the operating levies, while market values are used
to meet the Measure 5 cap requirements and to spread debt service levies, which are exempt from Measure 50.
Value added through new construction will increase assessed value over the 3% Measure 50 growth rate.
Assessed Valuations are presented below. Prior to FY 1997-98, Assessed Value equaled Market Value.
City of Tigard
Assessed Values
$4,000,000,000
$3,500,000,000
$3,000,000,000
$2,500,000,000 '
$2,000,000,000 - -
$1,500,000,000
$1,000,000,000
$500,000,000
$0
95-96 96-97 97-98 98-99 99-00 00-01 01-02 02-03 03-04
Fiscal Year
Fiscal Assessed
Year Value
95-96 $2,735,213,090
96-97 $3,111,388,324
97-98 $2,711,669,298
98-99 $2,883,019,377
99-00 $3,047,750,658
00-01 $3,254,596,056
01-02 $3,470,578,863
02-03 $3,621,710,974
03-04 $3,784,687,968 (estimated)
37
Property Tax Revenue
Property Tax Revenue
t
$10,000,000 - $9,115,977
$9,000,000 - - - - - - -$8,523,967 - - -$8,743,869 - - - -
$8,000,000 $7,382,284_ _ $7,979,880
IWAM
$7,000,000 - - - - - - - - - - - - - - - - - -
m $6,000,000 - - - - - - - - - - - - - - - - - -
CO $5,000,000 - - - - - - - - - - - - - - - - - -
~ $4.000,000 - - - - - - - - - - - - - - - - - -
$3,000,000 - - - - - - - - - - - - - - -
$2,000,000 - - - - - - - $1-3341f36 - - -
$1,000,000 $594,648
$2,766 $282,325 $235,841
$0
1999/00 2000/01 2001/02 2002/03 2003104
Fiscal Year
® Property Tax Revenue 19 Debt Service Revenue
Property Taxes
Tigard's permanent property tax rate of $2.5131 per thousand is applied to assessed value of property in the
City each year. This permanent rate produces revenues for General Fund operating costs. Under the Oregon
Constitution (as amended by Measure 50 in 1997), assessed values may increase 3% per year. This increase,
plus a pro-rated share of the value of new construction and annexations, is used to calculate property tax
revenues.
The City has a General Obligation Bond property tax levy. On May 21, 2002, Tigard voters approved a $13
million General Obligation Bond to build a new Library. FY 2003-04 property tax revenues include debt
service for these bonds.
38
State Revenue Sharing
State Revenue Sharing
$3,000,000
$2,
$2,500,000 _ _ - - 428,077 - - - - - -
$2,256,310 $2,275,953 $2,279,305
$2,000,000
c
m
d '
$1,500,000
$1,000,000
$500,000
1999100 2000101 2601102 2002103 2003104
Fiscal Year
® State Revenue Sharing
State Revenues include gas tax, cigarette tax, liquor tax, and State revenue sharing. State revenues are distrib-
uted to cities by statute-based formulas incorporating population and per capita incomes. These revenues have
been remarkably even over the past several years. Budgetary revenue estimates are based on information
provided by the League of Oregon Cities following consultation with the State.
Due to the State funding crisis, the State has chosen to withhold cigarette tax revenue for FY 2003-04. Tigard's
share of the cigarette tax was projected to be approximately $80,000.
39
Enterprise Funds - User Fees
Enterprise Funds - User Fees
$10,000,000
$9,000,000 - - - - - - - - - - - -
$7,955,740
$8,000,000 -$7-304,935 $7,297,129
$7,218,865
$7,000,000 - - - - - - - - - - - - - -
$6,000,000 - - - - - - - - - - - - - -
m J
$5,000,000
am'
$4,000,000 - - - - - - - - - - - - - - -
$3,000,000 - - - - - - - - - - - - - -
$2,000,000 - - - - - - - - - -
$1,000,000 - - - - - - - - - - -
$0
1999100 2000/01 2001102 2002/03 2003/04
Fiscal Year
®User Fees
User fees include Water, Sanitary Sewer, and Storm Drainage fees charged to all users of such services. The
Sanitary and Storm fees are established by the Clean Water Services (CWS) and are set by the Agency each
year. The City Council, through an intergovernmental agreement with the other water system participants, sets
the water rates. Revenue continues to grow with the growth in customers. Water rates were increased by an
average of 10% in October of 2002. The budget assumes a 6% water rate increase in Fall 2003. The Board
of Directors of CWS has approved a 3.51/o increase in the sanitary rate that will go into effect on July 1, 2003.
40
Connection Fees
Connection Fees
$2,400,000
$2,100,000 - _ - _ - _ - _ - - _ - _ - - _
co
ti
$1,800,000 - - - - - - - - iO - - - - - - - - - - - - - - - - - -
w
O N
$1,500,000 - - _ - _ - M _ _ - _ - - _ - a,- _ - _ - _ - _
ap N
M $1,200,000 - - - - - - - - - - - - - - +n- - - - - - - -
co - r-
~ co m O
o °
$900,000 - - - - - - - - - ai - - - - - -n- -
N 01 M 03 O W) r, 69. m m f c OW N O
$800,000
M = M tD of _ 77 O
m m N N La
fA M C'1 UT O M N ^ n{i'. ~
$300,000 _ - - ^
~ I
$O Y' ,rose!
1999/00 2000/01 2001/02 2002103 2003/04
Fiscal Year
® Water @ Sewer E3 Roads ®Parks
Connection fees include Traffic Impact Fees, storm and sanitary sewer connections, water connections and
systems development charges, and parks system development charges. This revenue category has shown
mixed results historically because it relates directly to the level of development activity occurring within Tigard.
Overall, fund revenues are anticipated to decrease substantially from FY 2002-03 Adopted Budget given
current trends and activity. However, FY 2003-04 projections are showing an increase over projected actual
revenue levels in FY 2002-03.
41
Permit Revenue
Permit Revenue
$3,000,000
$2,724,873
$2,500,000 - - - - - - - - - - - - - - - - - - - - - - -
$2,187,901
$1,998,621 $1,983,848
$2,000,000 - - _ _ - _ -
m - -
$1,726,600
c
m
$1,500,000
$1,000,000
$500,000
1998/00 2000101 2001/02 2002103 2003104
Fiscal Year
® Permit Revenue
Permit fees are recorded in the Building Fund, the Electrical Inspection Fund, the General Fund, and the Urban
Services Fund. Nearly all, fees are related to development activity and, therefore, reflect the level of that activity.
Tigard has experienced a strong economic climate over the past few years and very strong residential and
commercial development activity. The, projections for FY 2003-04 are based on current trends and activity.
The City began providing development services to an area of Washington County outside the City limits (Urban
Services area) in June 1998 and collects fees from this area to pay for"the associated inspection and plan review
services. Permit activity in this area is projected to decrease in FY 2003-04.
42
County Funds
County Funds
$1,300,000 - - $1 29,98 $T223,M - - - - - - - $1,22-4,590- - -
$1,199,259
$1,100,000 - _ - - $1,066,455
$900,000 - - - - - - - - - - - - - - - - - - - - - -
a
a
m $700,000 - - - - - - - - - - - - - - - - - - - -
$500,000 - - - - - $411,20 - - - - - - - - - - - -
$304,085 $296,224 $311,000 $311,000
$300,000 181,560
$166,727 $160,369 $166,068 $170,110
$100,000
1999100 2000/01 2001/02 2002103 2003104
Fiscal Year
® County Gas Tax ® Hotel/Motel Tax ® WCCLS
County Shared Revenues include the Washington County Gas Tax, the Washington County Cooperative Library
System (WCCLS) levy, and a countywide Hotel/Motel Tax.
Washington County collects a one-cent per gallon tax on gasoline, which is distributed to cities in the County.
These revenues may be used for road maintenance activities.
WCCLS funds come from County property taxes generated from the County's permanent property tax rate.
The WCCLS funds were originally authorized by voters as a series of three-year levies, but the most recent levy
was converted to a permanent property tax rate by Measure 50 in 1997. WCCLS funds are distributed to
cities with public libraries based upon a formula heavily weighted to increases in circulation. Due to the failure of
the WCCLS operating levy in 2002, WCCLS funding for cities will decrease in FY 2003-04.
The Hotel/Motel tax is collected by Washington County and is distributed to all participating jurisdictions. The
County rate is 7%. The City receives about one third of the amount collected in the City limits. The number of
hotel and motel rooms in the City has increased in the past, but hotel/motel tax distributions to the City have
declined slightly over the past two years. Tax collections are directly related to room rental rates.
l
43
Franchise Fee Revenue
Franchise Fee Revenue
$3,000,000
$2,674,388 $2,508,866
$2,500,000 - - - - - - - - - - - - - - - - - - - -
$2,284,167
$1,960,768 $2,063,980
$2,000,000 - - - - - - - - - - -
m
d
$1,500,000 - - - - - - - - - - - - - -
$1,000,000 - - - - - - - - - - - - - -
$500,000
1999100 2000101 2001/02 2002/03 2003/04
Fiscal Year
® Franchise Fees
Franchise fees are charged to public utilities for the use ofthe public rights-of-way. Franchised activities paying
the fee include electricity, natural gas, telecommunications, cable television, and solid waste haulers.
All franchise fees are computed as a percentage of gross proceeds within Tigard's city limits. All franchises,
with the exception of cable television, are directly between the City and the franchise holder. The Metropolitan
Area Communication Commission, a consortium of cities in the Metro area, administers the cable television
franchise. City franchise fee rates have not changed since 1992.
The FY 2003-04 Budget assumes varying increases and decreases from actual FY 2002-03 collections,
depending on the franchised service. Electric franchise revenues have increased significantly due to a recent
audit of Portland General Electric and changes in the electrical supply market. Telecommunications franchise
fees tend to fluctuate from year to year, and smaller providers have been hard hit by the economy. (Several of
the City's telecommunications franchisees are in bankruptcy.)
44
Franchise Fee Revenue
Current franchisees and franchise rates are:
Service Provider Rate
Cable Television Comcast (formerly AT&T) 5.00%
Electricity Portland General Electric 3.50%
Garbage All haulers 3.00%
Natural Gas Northwest Natural Gas 3.00%
Telecommunications All Phase Utility Corp. 5.00%
Electric Lightwave 5.00%
Fast Point Communications
(Enron Broadband) 5.00%
Level 3 5.00%
MCI Worldcom 5.00%
McLeod 5.00%
Metro Media Fiber Network 5.00%
Metropolitan Fiber Systems (MFS) 5.00%
NextLink 5.00%
Portland General Distribution 5.00%
Qwest 5.00%
Time-Warner Communication
Of Oregon LLC 5.00%
Veiimn 5.00%
45
Fine and Forfeiture Revenue
Fine and Forfeiture
Revenue
$500,000
000
$400,000 - - - - - - - _ _ _ - $380,- -
$336,225 $358,262 $355,000
$318,948
m $300,000 - - - - - - - - - - - - - -
c
m
$200,000 - - - - - - - - - - - - -
$100,000 - - - - - - - - - - - - -
$35,369 $48,784 $57,498 $52,530 $54,127
$0
1999100 2000/01 2001/02 2002103 2003/04
Fiscal Year
0Traffic/Civil Infraction 9LibraryFines
This source of revenue includes traffic tickets issued by the Police and processed by the Municipal Court and
fines for late and lost materials at the Library. Fine collections are directly related to the number of citations
issued. The bail schedule is updated annually by the Municipal Court Judge. Revenue projections are based on
actual fine revenues received so far in FY 2002-03.
46
Interest Earnings
Interest Earnings
$2,400,000
$2,100,000 - - - - - - - - - - - - - - - - - - - - - - - - - -
$1,918,942
$1,757,282 $1,814,476
$1,800,000 - - - - - - - - - -
$1,500,000 - - - - - - - - - - - - - - - -
$1,340,016
m $1,200,000 - - - - - - - - - - - -
$~057,7i~
o:
$900,000 - - - - - - - - - - - - - -
$600,000 - - - - - - - - - - - - - -
$300,000 - - - -
$0
1999/00 2000/01 2001/02 2002/03 2003/04
Fiscal Year
o Interest Earnings
Interest earnings are generated from the investment of cash on hand in the various funds of the City. Interest
earnings are directly attributable to the amount of cash available for investment and current interest rates. The
City is assuming an interest rate of 2.0% for its investments.
47
Interfund Transfers
Interfund Transfers
Interfund transfers became a significant part of the annual budget beginning in FY 2001-02. Generally, transfers
are made between funds when the revenue is received in one fund for an expense that occurs in another fund or
when City functions have more than one funding source. Another primary reason for transfers is for a fund to
pay for services provided by another fund (for example, Financial Operations providing utility billing services for
the Water Fund).
A transfer is an expense to the fund that is transferring the money out or buying services. A transfer is a re-
source to the fund that is receiving the money or selling the service. For every expense transfer there is a
corresponding resource transfer. The corresponding transfers must show the same dollar amount. The various
types ofinterfund transfers are defined below:
Transfer of Resources
Transfer of resources from one fund to another which are not based upon a cost allocation plan or any expecta-
tion of a payment for services provided; rather this transfer represents the transfer of a resource for another use.
For FY 2003-04 there are also transfers of resources in the form of fund balances to close out funds that are no
longer needed for financial reporting.
Transfer of Indirect Costs
Transfers received for services provided, which have been allocated based upon a cost allocation plan. For the
City, the following bases of allocation are used for those functions or programs listed below:
City Management - size of budget
Finance - size of budget
Financial Operations - size ofbudget/services provided
Human Resources - number of FTE
Network Services -number of personal computers assigned to budget unit
Office Services - percent of hours spent working on projects
Records - number of new files processed/number of fi les pulled (number by budget unit)
Risk Management - FTE/auto assignment/bond premiums/property
Property Management - square footage of office space or buildings
Fleet Maintenance - vehicle assignments (number by budget unit)
Transfer of Direct Costs
A receipt of services provided to another fiscal entity (fund), the services of which can be specifically identified
and billed to the benefiting entity or fund.
Since the internal transfers are complex and can be difficult to follow and trace through the budget document,
the following explanation is provided for each transfer, by fund:
48
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
General Fund Building Fund Direct $39,052 Transfer of resources to partially fund a position
to conduct housing code inspections.
Central Services Fund Indirect $2,503,584 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
Resource $375,000 Computer system replacement reserve.
cc
Fleet/Property Management Fund Indirect $563,479 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Facility Fund Resource $450,000 Reserve for making improvements or repairs
to City facilities.
Sanitary Sewer Fund General Fund Direct $113,414 Transfer of resources to fund a portion of
Public Works Administration, Community
Development Administration, Current
Planning, and Engineering.
Central Services Fund Indirect $130,171 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Sanitary Sewer (Cont.)
Fleet/Property Management Fund Indirect $30,721 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Facility Fund Direct $16,048 Partial funding of capital improvement projects.
Storm Sewer Fund General Fund Direct $257,988 Transfer of resources to fund a portion of
Public Works Administration, Community
Development Administration, Current
Planning, and Engineering.
01
0
Central Services Fund Indirect $143,188 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
Fleet/Property Management Fund Indirect $40,139 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Facility Fund Direct $16,010 Partial funding of capital improvement projects.
Water Fund General Fund Direct $325,189 Transfer of resources to fund portion of
Public Works Administration.
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Water Fund (Cont.)
Central Services Fund Indirect $742,235 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
Fleet/Property Management Fund Indirect $81,014 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Facility Fund Direct $87,942 Partial funding of capital improvement projects.
Water CIP Fund Direct $1,536,454 Water Fund portion of debt service for Alberta Rider
Capital Project.
Water SDC Fund Water CIP Fund Direct $392,578 Water Fund portion of debt service for Alberta Rider
Capital Project.
Water Quality/ General Fund Direct $859 Transfer of resources to fund portion of
Quantity Fund Community Development Administration.
Central Services Fund Indirect $196 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
I
i
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Water Quality/
Quantity Fund (Cont.) Fleet/Property Management Fund Indirect $25 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Criminal Forfeiture Fund General Fund Direct $62,220 Transfer of resources dedicated to be used for
police related programs.
Gas Tax Fund General Fund Direct $1,155,255 Transfer of resources to fund a portion of the
Street Maintenace program. Also includes second
year repayment of General Fund loan for the
69th Ave LID project.
N
Central Services Fund Indirect $144,383 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
Fleet/Property Management Fund Indirect $35,115 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Parks Capital Fund Direct $25,000 Partial funding of embbeded crosswalks at Bonita
Park.
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Traffic Impact Fee Fund General Fund Direct $74,163 Transfer of resources to fund a portion of
Community Development Administration and
Engineering.
Central Services Fund Indirect $13,954 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
cn
w
Fleet/Property Management Fund Indirect $2,773 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Wall Street LID Construction Fund Resource $150,000 Transfer of resources for funding of City's
portion of the Wall Street LID project.
Traffic Impact Fee - General Fund Direct $32,679 Transfer of resources to fund a portion of
Urban Services Fund Community Development Administration and
Engineering.
Central Services Fund Indirect $6,148 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Traffic Impact Fee-Urban
Services Fund (Cont.) Fleet/Property Management Fund Indirect $1,222 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Facility Fund Traffic Impact Fee Fund Direct $568,000 New Library's poriton of the Hall/Wall Intersection.
Building Fund General Fund Direct $64,754 Transfer of resources to fund a portion of
Community Development Administration.
Central Services Fund Indirect $183,981 Charges for services provided by citywide
01 support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
Fleet/Property Management Fund Indirect $30,925 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Facility Fund Direct $205,485 Building Inspection's projected portion of the
cost to remodel the old library building.
Electrical Inspection General Fund Direct $16,891 Transfer of resources to fund a portion of
Fund Community Development Administration.
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Electrical Inspection Fund (Cont.)
Building Fund Direct $133,548 Transfer of resources to fund a portion of the
Building Inspection Division.
Central Services Fund Indirect $34,356 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
Fleet/Property Management Fund Indirect $5,900 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Urban Services Fund General Fund Direct $124,570 Transfer of resources to fund a portion of
Current Planning, Engineering, Community
Development Administration, and Public
Works Administration.
Building Fund Direct $279,355 Transfer of resources to fund a portion of the
Building Inspection Division.
Central Services Fund Indirect $93,181 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Urban Services Fund (Cont.)
Fleet/Property Management Fund Indirect $15,705 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Tree Replacement Fund Parks Capital Fund Resource $30,000 Transfer of resources (fund balance) to close out
the Tree Replacement Fund. Future revenues will
be deposited directly into the Parks Capital Fund.
Central Services Fund Fleet/Property Management Fund Indirect $73,614 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
ca
Fleet/Property Central Services Fund Indirect $74,641 Charges for services provided by citywide
Management Fund support programs such as City Management,
Human Resources, Risk Management, Network
Services, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
Total $11,483,100
PROGRAM SUMMARIES
Program Budget Organization 57
Expenditure Summary - By Program 59
Operating Budget History 60
b
0
y
1.0
i
~l ,ard' forego"
Clty
Program Budget Organization
The City of Tigard adopts and manages its budget by program. Each program is an aggregation of budget units
that are similar in nature or function. The City has established the following program structure:
Program Department/Function Budget Unit
Community Services Police Administration
Operations
Support Services
Library Administration .
Readers' Services
Technical Services
Circulation
Social Services/ Social Services/
CommunityEvents CommunityEvents
Public Works Public Works Administration
Parks and Grounds
Sanitary Sewer
Storm Sewer
Street Maintenace
Fleet Maintenance
Property Management
Water
Development Services Community Development Administration
Building Inspection
Current Planning
Long Range Planning
Engineering Engineering
Street Lights & Signals
Policy & Administration City Administration Mayor and Council
CityManagement
Human Resources
Network Services
Risk Management
Finance Administration
Financial Operations
Office Services
Records
Municipal Court
General Government Non-Departmental City Attorney
Technology
57
Program Budget Organization
In addition to the five operating programs, Debt Service, Capital Improvements, Contingency, and Transfers are
also considered separate programs providing the following functions:
• Debt Service includes appropriations for interest and principal on all types of debt, i.e., general obligation,
special assessment, and short term debt for construction projects.
• Capital Improvements includes appropriations for all major construction project expenditures. Capital
improvement projects are included in the long range plan for City facilities and infrastructure.
• Contingency includes allowance for unforeseen needs that have not been planned for in the current budget
and some reserves.
• Transfers will be made between funds when the revenue is received in one fund for an expense that occurs
in another fund or when City functions have more than one funding source. Another primary reason for
transfers is for a fund to pay for services provided by another fund.
The program budget organization detail, including identification of each related budget unit arid an'explanation of
the functions, activities, and performance measures are described on the following pages.
58
Expenditure Summary
by Program
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Community Services $7,924,561 $8,372,816 .$9,400,166 $9,217,266 $9,438,012 $9,459,862
FTE Positions 107.33 106.20 105.65 103.90 103.90 103.90
Public Works 7,529,438 7,749,759 9,015,326 9,365,768 9,377,095 9,377,095
FTE Positions 64.00 64.00 64.70 65.00 65.00 65.00
Development Services 3,425,507 3,729,690 4,040,902 3,970,625 3,971,091 3,982,048
FTE Positions 44.00 46.50 46.50 46.00 46.00 46.00
Policy and Administration 3,410,521 3,921,289 4,291,649 3,863,856 3,911,232 3,915,245
FTE Positions 39.55 44.60 43.60 41.10 41.10 41.10
General Government 22,247 36,736 192,100 394,920 394,920 394,920
FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00
Total Operating Budget $22,312,274 $23,810,290 $26,940,143 $26,812,435 $27,092,350 $27,129,170
FTE Positions 254.88 261.30 260.45 256.00 256.00 256.00
Debt Service $2,620,834 $2,785,404 $6,616,972 $6,274,322 6,274,322 $6,274,322
Capital Improvements 5,445,595 4,234,616 17,281,631 19,693,575 20,201,674 20,201,674
Transfers 701,500 7,603,694 10,952,353 11,445,711 11,483,100 11,483,100
Contingency 0 0 5,120,693 6,537,160 6,507,160 6,507,160
Total Expenditures - by Program $31,080,203 $38,434,004 $66,911,792 $70,763,203 $71,558,606 $71,595,426
EXPENDITURE SUMMARY - BY PROGRAM FY 2003-04
ADOPTED BUDGET
Community
Contingency Services
7.33% 13% Public Works
13%
Transfers
16%
Development
Services
6%
Capital
Improvements \ Policy and
28% \l Administration
Debt Service General 5%
9% Government
1%
59
Operating Budget
History
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003104 2003/04
Personal Services
Positions 254.88 261.30 260.45 256.00 256.00 256.00
Wages $10,543,298 $11,525,429 $12,611,213 $12,551,321 $12,683,113 $12,693,113
Overtime 329,588 362,503 403,582 269,889 269,889 269,889
Benefits 3,323,781 3,784,078 4,687,347 5,082,561 5,144,915 5,145,872
Total Personal Services $14,196,667 $15,672,010 $17,702,142 $17,903,771 $18,097,917 $18,108,874
Materials & Services
Water Costs $2,376,466 $2,623,570 $2,960,469 $3,250,593 $3,250,593 $3,250,593
Prof. & Contract Services 1,796,271 11874,332 2,020,688 1,915,573 1,923,280 1,923,280
Repair & Maintenance 820,846 762,496 764,234 689,382 689,382 689,382
Miscellaneous Expense 252,341 258,174 287,257 243,154 243,153 243,153
Small Tools & Equipment 75,349 87,637 111,305 137,505 137,505 137,505
Office Supplies 499,929. 593,392 565,574 346,463 355,463 355,463
Advertising & Publicity 106,276 88,104 139,022 83,949 90,090 94,103
Fees/Dues/Subscriptions 101,526 77,130 99,459 73,723 76,983 76,983
Travel & Training 125,948 145,401 253,626 87,531 147,193 147,193
Fuel Expenses 140,419 123,143 133,585 179,250 179,250 179,250
Computer Software 58,463 79,304 35,922 126,687 126,687 126,687
Rents & Leases 50,644. 59,938 65;754 71,257 71,257 71;257
Utilities 517,914 591,316 694,855 693,438 693,438 693,438
Insurance 228,283 263,594 361,377 357,135 357,135 357,135
Library Materials 214,901 232,607 246,874 221,024 221,024 242,874
Total Materials & Services $7,365,576 $7,860,138 $8,740;001 $8,476,664 $8,562,433 $8,588,296
Capital Outlay
Land & Improvements $50,741 $23,356 $29,000 $0 $0 $0
Building & Improvements 17,660 0 20,000 0 0 0
Vehicles 431,719 174,376 283,000 298,000 298,000 298,000
Office Furniture & Equipment 7,359 8,390 15,000 0 0 0
Computer Equipment 2,868 0 0 0 0 0
Operation Equipment 239,684 72,020 151,000 134,000 134,000 134,000
Total Capital Outlay $750,031 $278,142 $498,000 $432,000 $432,000 $432,000
Total Operating Budget $22,312,274 $23,810,290 $26,940,143 $26;812,435 $27,092,350 $27,129,170
60
Community Services Program
Organizational Chart 61
Expenditure/FTE Summary 62
Police
Organization Chart/FTE Summary 63
Police Administration 64
Operations 67
Support Services 72
Library
Organization Chart/FTE Summa 77
Library Administration 78
A
Readers' Services 81
C
n
A
Technical Services 85
.
Circulation 88
Social Services/Community Events
Social Services & Community Events 92
c ®f ~ggar~9 oreg®O
'y
COMMUNITY
SERVICES
Police
Library
Social Services/
Community
Events
4
` 61
Community Services Program
The Community Services program consists ofprograms provided by the Police Department and the Library,
and several Social Services and Community Event grants made by the City. Police programs include traditional
public safety efforts (patrol, enforcement, traffic safety, etc.), but also include work with community groups to
increase public safety awareness. Library programs include circulation of a. wide variety of print and other
media materials and the offering of programs designed to increase reading, computer skills, and lifelong learning.
Social Service and Community Event grants provide funding to a variety of community organizations and groups
that provide services to those in need in the community or which offer events that promote a greater sense of
community.
The budget for this program area is up only 0.64% from the FY 2002-03 Adopted Budget. The number of
authorized positions is down 1.75 FTE due to reductions in the Library though 3 positions in the Police Depart-
ment are also frozen and will not be filled in FY 2003-04. The primary source of funding for this program area
is the General Fund.
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003/04 2003/04
# Positions 107.33 106.20 105.65 103.90 103.90 103.90
Personal Services $6,264,545 $6,721,381 $7,575,157 $7,610,299 $7,804,445 $7,804,445
Materials & Services 1,414,980 1,536,620 1,712,009 1,606,967 1,633,567 1,655,417
Capital Outlay 245,036 114,815 113,000 0 0 0
Total Comm. Services - by Category $7,924,561 $8,372,816 $9,400,166 $9,217,266 $9,438,012 $9,459,862
Budget by Department
Police $6,161,933 $6,383,455 $7,200,155 $7,075,195 $7,278,308 $7,278,308
Library 1,648,568 1,861,458 2,050,811 1,996,399 2,014,032 2,035,882
Social Services/Community Events 114,060 127,903 149,200 145,672 145,672 145,672
Total Comm. Service - by Department $7,924,561 $8,372,816 $9,400,166 $9,217,266 $9,438,012 $9,459,862
Budget by Fund
General Fund $7,924,561 $8,372,816 $9,400,166 $9,217,266 $9,438,012 $9,459,862
Total Comm. Services - by Fund $7,924,561 $8,372,816 $9,400,166 $9,217,266 $9,438,012 $9,459,862
62
POLICE
Administration
Operations
Support
Services
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
# Positions 76.33 75.50 75.00 75.00 75.00 75.00
Personal Services $4,931,459 $5,220,842 $5,914,939 $5,938,808 $6,132,954 $6,132,954
Materials & Services 985,438 1,056,188 1,172,216 1,136,387 1,145,354 1,145,354
Capital Outlay 245,036 106,425 113,000 0 0 0
Total Police - by Category $6,161,933 $6,383,455 $7,200,155 $7,075,195 $7,278,308 $7,278,308
Budget by Division
Police Administration $294,943 $294,808 $300,592 $314,025 $322,992 $322,992
Operations 3,629,842 3,565,504 4,239,462 4,199,443 4,349,231 4,349,231
Support Services 2,237,148 2,523,143 2,660,101 2,561,727 2,606,085 2,606,085
Total Police - by Division $6,161,933 $6,383,455 $7,200,155 $7,075,195 $7,278,308 $7,278,308
Budget by Fund
General Fund $6,161,933 $6,383,455 $7,200,155 $7,075,195 $7,278,308 $7,278,308
Total Police - by Fund $6,161,933 $6,383,455 $7,200,155 $7,075,195 $7,278,308 $7,278,308
63
Police Administration
Budget Unit: 1110
Program Results FY 2002-03 Accomplishments
• The Administration Division prevents and suppresses . The Neighborhood Watch groups increased from
crime by providing crime prevention material/pro- 84 to 87.
grams to multi-family dwellings and businesses.
• False alarms decreased.
• The Administration Division decreases false alarms
through alarm ordinance administration. • The Department became the second Police Depart-
ment in Oregon to achieve accreditation.
• The Administration Division increases police visibil-
ity with operational and equipment changes. • The Crime Prevention Officer presented over 70
special programs in the community and graduated
Program Description 24 persons from the Citizens Academy.
The Police Administration Division is responsible for the • Closer working relationships were established with
overall administration and management of the Police De- the Housing Code Enforcement and Code Enforce-
partment. In addition, the Division also provides public ment Officers.
information, offers crime prevention programs, adminis-
ters the City's alarm ordinance, and the Tigard High • The Department has increased visibility by marking
School parking permit zone. With a stricter enforce- previously unmarked vehicles and also having
ment and permit administration, the City saw a decrease marked take home vehicles for two officers that live
in the number of false alarms, even though alarm sys- in the City.
tems are increasing in numbers.
FY 2003-04 Goals and Objectives
The Neighborhood Watch Program, which increased
significantly last year, not only unites neighborhoods, but • Re-emphasize customer service and community po-
provides them with crime prevention material. The En- living.
hanced Safety Properties Program is a 3-phase crime
prevention program that does the same thing for multi- • Increase Neighborhood Watch participation by five
family units. In the past year, the Division also provided locations.
several hundred hours of crime prevention programming
to a wide variety of citizens, businesses, and groups. • Expand crime prevention programming into cable
programming. Prepare two programs.
In the past year, the Department completed the Oregon
Accreditation process and was recognized for its efforts • Develop a five-year strategic plan for the Depart-
at the annual Oregon Chiefs of Police Conference in ment
April. The Tigard Police Department is only the second
Department in Oregon to achieve accreditation. Being
accredited means that the Department has reviewed all
orders, directives and procedures and ensured they com-
ply with professional standards and current practices.
64
Police Administration
Budget Unit: 1110
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of false alarms 1,424 1,893 1,500 1,400
Number of neighborhood 75 84 90 95
watch groups
Community policing agreements 21 58 65 77
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Increase in neighborhood watch
locations N/A 12% 7% 5%
Increase in community policing
agreements N/A 176% 21% 18%
Increase in crime prevention
programming N/A N/A 5% 5%
Decrease in false alarms N/A N/A N/A 6%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Chief of Police 1.00 1.00 1.00 1.00
Confidential Executive Assistant 1.00 1.00 1.00 1.00
Community Services Officer 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00
65
Police Administration
Budget Unit: 1110
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 3.00 3.00 3.00 3.00 3.00 3.00
Wages $169,072 $174,158 $175,912 $181,382 $181,382 $181,382
Overtime 11,701 11,750 11,399 11,399 11,399 11,399
Benefits 60,227 66,803 75,181 85,250 85,250 85,250
Total Personal Services $241,000 $252,711 $262,492 $278,031 $278,031 $278,031
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 15,063 7,031 5,000 5,000 5,000 5,000
Repair & Maintenance 3,404 3,872 3,750 2,750 2,750 2,750
Miscellaneous Expense 15,470 13,534 9,580 8,110 8,110 8,110
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 3,866 6,864 7,500 3,500 3,500 3,500
Advertising & Publicity 0 0 0 5,900 5,900 5,900
Fees/Dues/Subscriptions 997 862 920 800 800 800
Travel & Training 5,797 7,575 7,350 4,834 13,801 13,801
Fuel Expenses 2,040 1,660 2,500 4,000 4,000 4,000
Computer Software 0 0 0 0 0 0
Rents & Leases 0 67 500 500 500 500
Utilities 373 632 1,000 600 600 600
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $47,010 $42,097 $38,100 $35,994 $44,961 $44,961
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 2,755 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 4,178 0 0 0 0 0
Total Capital Outlay $6,933 $0 $0 $0 $0 $0
Total Budget Unit $294,943 $294,808 $300,592 $314,025 $322,992 $322,992
66
Police Operations
Budget Unit: 1120
Program Results
• The Operations Division of the Police Department strategy can be accommodated in FY 2003-04. In the
solves community problems and forms community future, however, all authorized positions will need to be
partnerships. filled. If the economy does not improve, the City will
need to look for additional revenues. The FY 2003-04
• The Operations Division provides rapid response Budget does include, continued training for Emergency
to serious calls for service, (Priority I calls), and non- Vehicle Operations which will help reduce the City's li-
emergency response to routine citizen calls for ser- ability resulting from emergency response driving. The
vice (less serious calls). budget also has continued implementation of the Mobile
Response Team as well as other multi-agency units work- .
• The Operations Division prevents, deters, and sup- ing in the Tigard metropolitan area.
presses crime.
FY 2002-03 Accomplishments
Program Description
• Maintained a 3.87-minute response time to Priority
The Operations Division consists of three shifts operat- I calls.
ing 24 hours a day. The Division is the first responder to
calls for service and emergencies. In addition, the Divi- • Continued forming partnerships with the community
sion is responsible for follow-up investigation of misde- to solve problems through 70 Community Partner-
meanor and class C felony crimes. Each shift is man- ships and mediations.
aged by a lieutenant who is assisted by two sergeants.
The day shift also has a sergeant assigned to identify, • Targeted crime an d traffic-specifi c Pro blems an d sup-
address, and coordinate response to traffic problems pressed collisions and criminal activity.
and collisions. This sergeant is in charge of the motor-
cycle officers and night shift traffic car. The lieutenants • Targeted gang specific problems with tactical de-
are responsible to the Assistant Chief, who is respon- ployment at Washington Square and other gang ar-
sible to the Chief of Police for overall operation of the eas.
Division. The Operations Division also assigns one of-
ficer to the interagency gang enforcement team. • Maintained a quick response to Crime Watch groups
as a high priority.
Regional development has caused significant growth in
daytime populations within the City of Tigard. The aver- • Referred 92 juvenile offenders to Tigard Peer Court.
age daytime population at Washington Square is over
50,000, thus creating a service daytime population for FY 2003-04 Goals and Objectives
the Police Department of over 90,000, plus all the other
regional retail growth (Tigard Triangle). This growth also • Maintain responses to emergency calls of less than
causes significant traffic volume increases for the De- 4 minutes.
partment to deal with.
• Continue implementing Problem Solving/Community
The FY 2003-04 Budget includes authorization for a Policing.
full complement of officers, but two positions are not
funded These positions are frozen and will not be filled • Target crime and traffic-specific problems in the com-
in FY 2003-04 due to limited General Fund resources. munity and deploy resources to solve the targeted
This will reduce the Department's Officers-per-Thou- problems, taking into consideration all community
sand staffmg ratio. The crime rate has dropped, so this resources.
67
Police Operations
Budget Unit: 1120
• Target and suppress gang activity/crime through en-
forcement, education, and community involvement.
• Continue to give requests from crime/utility watch
groups a high priority response.
• Refer juvenile offenders to the Tigard Peer Court.
• Remain a participant in the Community Assessment
Program.
68
Police Operations
Budget Unit: 1120 A^A
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of community issues 29 58 61 66
Number ofcommunity policing
projects 12 24 30 33
Number of partnership agreements 21 42 44 49
Number ofcallsforservice 37,679 37,229 40,950 36,324
Response time to priority I calls
(minutes) 3.91 3.87 <4.00 <4.00
Number ofpriority Icalls 2,814 2,914 3,045 2,806
Number of officers per 1,000 population 1.52 1.52 1.52 1.29
Reported part I and 11 crimes 5,442 5,484 5,484 4,840
Number of directed patrols 21 42 46 52
Number of Community Assessment
Grid Surveys N/A N/A N/A 40
Number of investigated accidents N/A N/A N/A 280
Number oftraffic citations issued N/A N/A 7,000 7,706
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Increase in reported community
issues mediated 5% 5% 5% 5%
Increase in community policing projects (1/o) 5% 5% 5% 10%
Increase of partnership agreements 5% 100% 5% 11%
Response time to priority I calls
(minutes) 3.91 3.87 <4.00 <4.00
69
1
Police Operations
Budget Unit: 1120
EFFECTIVENESS MEASURES (CONT.)
2000/01 2001/02 2002/03 2003/04
Change in part I and II reported
crime 4.01% 3.60% 3.70% 11.00%
Increase in number of directed patrols N/A 100% 10% 13%
Reduction in number of investigated
accidents N/A N/A 2% 5%.
Increase in number of traffic citations N/A N/A 5% 10%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Assistant Chief 0.00 0.00 0.00 1.00
Captain 1.00 1.00 1.00 0.00
Community Service Officer 2.00 2.00 2.00 2.00
Lieutenant 3.00 3.00 3.00 3.00
Police Officer 33.50 34.50 34.00 34.00
Sergeant 7.00 7.00 7.00 7.00
Total 46.50 47.50 47.00 47.00
70
Police Operations
Budget Unit: 1120
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 46.50 47.50 47.00 47.00 47.00 47.00
Wages $2,282,871 $2,221,006 $2,507,478 $2,489,890 $2,590,019 $2,590,019
Overtime 150,484 166,598 215,967 150,410 150,410 150,410
Benefits 691,469 758,407 1,027,627 1,219,889 1,269,548 1,269,548
Total Personal Services $3,124,824 $3,146,011 $3,751,072 $3,860,189 $4,009,977 $4,009,977
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 15,681 12,546 30,325 21,075 21,075 21,075
Repair & Maintenance 105,894 115,925 109,790 99,460 99,460 99,460
Miscellaneous Expense 97,922 83,765 100,319 103,624 103,624 103,624
Small Tools & Equipment 11,151 13,545 16,073 0 0 0
Office Supplies 8,508 8,675 8,100 8,215 8,215 8,215
Advertising & Publicity 720 1,566 3,441 0 0 0
Fees/Dues/Subscriptions 814 1,949 2,120 1,325 1,325 1,325
Travel & Training 13,910 16,326 40,300 16,555 16,555 16,555
Fuel Expenses 63,363 53,267 54,250 74,000 74,000 74,000
Computer Software 0 0 0 0 0 0
Rents & Leases 0 901 0 0 0 0
Utilities 12,956 13,626 10,672 15,000 15,000 15,000
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $330,919 $322,091 $375,390 $339,254 $339,254 $339,254
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 119,494 97,402 113,000 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 54,605 0 0 0 0 0
Total Capital Outlay $174,099 $97,402 $113,000 $0 $0 $0
Total Budget Unit $3,629,842 $3,565,504 $4,239,462 $4,199,443 $4,349,231 $4,349,231
71
Police Support Services
Budget Unit: 1130
Program Results
• Detectives successfully investigate serious A and B and Juvenile Courts as well as teaches DARE and
felony crimes resulting in a high clearance rate. GREAT programs in the schools.
• School Resource Officers and Youth Services pro- The Records Unit maintains Department records and is
vide a high level of service to Tigard Schools teach- responsible for processing all records requests from Be-
ing DARE and GREAT programs as well as investi- partment personnel, outside agencies, other j urisdictions,
gate juvenile crimes to a successful conclusion. and the public. The records include the case files, digital
mug photos, subpoenas, traffic citations and warnings,
field interrogation cards, handgun sales records and alarm
• Department training is coordinated in a timely and slips. Records is also responsible for the data entry in
relevant manner, and also supports the Accredita- ppDS. Property/Evidence storage and processing is
tion process. also a responsibility of the Records Unit. Chain of evi-
dence must be maintained for criminal processing.
• Records management enhances prosecution, pro-
vides timely information, supports public records re- The Training Coordinator is responsible for the coordi-
quests, and provides data entry into the Portland nation of all training in the Police Department. Training is
Police Data System (PPDS). coordinated with outside sources as well as the in-ser-
vice training for Police personnel. The Training Coordi-
• Property/Evidence management ensures security and nator is also responsible for managing the grants received
proper handling of evidence and safe keeping of by the Department and is the Accreditation Manager.
property. The FY 2003-04 Budget includes authorization for a
Program Description full complement of staff, but the position of Captain is
not funded. This position is frozen and will not be filled
in FY 2003-04 due to limited General Fund resources.
The Support Services Division consists of the Records This will affect the workload of remaining staff. The
Unit (Records and Property/Evidence), Criminal Inves- crime rate has dropped, so this strategy can be accom-
tigations Unit (Detectives, Narcotics Officer, School modated in FY 2003-04. In the future, however, all
Resource Officer, Youth Services Officer), and the Train- authorized positions will need to be filled. If the economy
ing Unit. A Captain is the Support Services Commander. does not improve, the City will need to look for addi-
This position is currently vacant and will remain so tional revenues.
throughout the fiscal year. In the meantime, this Division
reports directly to the Chief of Police. Sixty-five percent (651/o) of the materials and services
budget in this Division is dedicated to the provision of
The Criminal Investigations Unit is managed by a Lieu- dispatch services through the Washington County Con-
tenant and is supervised by a Sergeant. It is responsible solidated Communications Agency (WCCCA). These
for the follow-up investigation of all serious felonies, as funds include the pass through of State 9-1-1 tax funds,'
well as other high profile cases. It is also responsible for as well as the additional costs for dispatch services pro-
coordinating narcotics investigations in the Citywith the vided by WCCCA. WCCCA costs are slated to in-
County Narcotics Team. School Resource Officers pro- crease this fiscal year by 17%.
vide investigative assistance to Operations on matters
involving school age children, and provide the schools
with DARE training. The Youth Services Officer co-
ordinates the Tigard Peer Court and all referrals to Youth
72
Police Support Services
Budget Unit: 1130
} FY 2002-03 Accomplishments
• Cleared numerous highly publicized burglary cases The Department received Accreditation. As a re-
with the arrest of two men identified as the Cat Bur- sult of this process, the entire operations manual has
glars from March 2001. been re-written and implemented on-line for easy
' access to all personnel.
• Successful investigation, arrest, and conviction of
three gang members in a kidnapping/attempted mur- Department training has been facilitating the process
der case that occurred last spring. (This investiga- of bringing trailing to Tigard to make it more avail-
tion allowed for an even more successful conclusion able to Tigard Officers at a reduced cost. Training
to the community policing project initiated on SW has been developed to meet accreditation standards
Walnut to close a known gang hang out as well as as well as to prepare for the new State of Oregon
problems at the Bonita Villa Apts.) The unit also m-servicetrainingregwrements,whichbeganmJanu-
made numerous arrests in the areas of manslaugh- ary 2003. The Department's large training video
ter, sexual assault, robbery, burglary, fraud, and em- collection has been logged into a database and can
bezzlement.
now be tracked for proof of training.
• Successful investigation of a homicide in January Continued high level of case entry into the Portland
2003. The suspect has been indicted and is incar- •
cerated and awaiting trial. Police Data System (PPDS). This ensures that in-
formation available to police officers and command
• Actively worked on several Washington County staff is timely and accurate. Several other Washing-
Major Crimes Team cases, including homicides and ton County agencies have started entering into
police officer involved shootings. All of the homi- PPDS, making the information entered valuable to
cide cases were cleared by arrest. several other police agencies as well as Tigard Po-
lice Department. Tigard trained a clerk from
• School Resource Officers made numerous arrests Scappoose Police Department in PPDS data entry
for drug and alcohol related violations and on two early in 2002. The addition of one property clerk
occasions dealt with children in school possessing made it possible for the disposal of very old prop-
weapons. erty/evidence cases per. State statutes. This is an
on-going task in an attempt to clear storage areas
• Developed a new in-house case management sys- and reduce the storage space required.
tem to better document case assignment and clear-
ance, as well as allowing for more evenly distributed Obtained new drying cabinet for major crime cloth-
workload, and improved clearance rate. ing. Purchased a second refrigerator for evidence
storage. The Division processed over 37,800 pieces
• Assisted in the implementation of the new Tigard of evidence from 1996 thru 2002.
Youth Court cases.
• The Youth Services Officer taught GREAT to 680
children and DARE to 675 children. The summer
youth camp was attended by 250 children, and the
City had 92 Peer Court cases.
73
Police Support Services
Budget Unit: 1130
FY 2003-04 Goals and Objectives
Criminal Investigations Unit: • Provide updated training for personnel on the
Law Enforcement Data System. J
• Develop a program for assessing solvability fac-
tors for detective case assignments to ensure • Audit records files for compliance with State
more efficient work load assignment. archive laws and record purging guidelines.
• Develop the skills of two of the newly assigned • Ensure integrity of chain of custody for all evi-
detectives to the unit through training. dence required for criminal proceedings.
• Work with new technology that will assist in- • Properly dispose of/or destroy property/evi-
vestigators in networking with other agencies in dence when no longer needed or as required by
developing cases that cross jurisdictional bound- State statute.
aries.
• Maintain accountability of lost, abandoned, and
• Maintain high clearance rates for crimes and re- seized property.
covered property.
Training:
• Add a fifth week to summer camps.
• Conduct training satisfaction survey to determine
• Obtain new certification so the new DARE class quality of training coordination.
can be taught.
• Analyze use of force reports and high risk ac-
• Find grants to offset youth programs. tivities to ensure department training is relevant.
• Develop a senior mentor program for Peer • Program and coordinate the in-service manda-
Court, using the older students to train younger tory training program.
students.
• Draft bi-weekly briefing training bulletins.
Records:
• Conduct career development training to prepare
Maintain the Portland Police Data System Department personnel for the future.
• (PPDS) entry timelines with reduced staff.
• Design specialized training for specific work
Ensure State records retention schedule rules groups-
are followed.
• Conduct training needs assessment for the De-
Provide best customer service to the public and partment to reduce liability and improve officer
• safety-
other agencies.
Maintain confidentiality of sensitive reports that • Maintain Accreditation standards.
• cannot be released under the Oregon Public
• Manage grants, including research, application,
Records Law. monitoring, and reporting.
• Manage the Department's directive system.
74
Police Support Services
Budget Unit: 1130
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of cases assigned for follow-up 500 440 445 550
Number of cases cleared 238 264 300 350
Number ofreports processed 9,000 9,200 9,300 8,000
Number of training requests processed 100 105 120 60
Number of classes sponsored 1 3 3 5
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Assigned cases cleared >60% >60% 85% >64%
Department staff rating training support
as good or excellent >80% >85% >85% >85%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Captain 1.00 1.00 1.00 1.00
Community Service Officer 1.00 1.00 1.00 1.00
Detective Secretary 1.00 1.00 1.00 1.00
Lieutenant 1.00 1.00 1.00 1.00
Microcomputer Support Technician 1.00 0.00 0.00 0.00
Police Officer 11.83 10.00 11.00 11.00
Police Records Supervisor 1.00 1.00 1.00 1.00
Program Manager 0.00 1.00 0.00 0.00
Property/Evidence Clerk 1.00 2.00 2.00 2.00
Records Specialist 6.00 6.00 6.00 6.00
Sergeant 1.00 1.00 1.00 1.00
Training Coordinator 1.00 0.00 0.00 0.00
Total 26.83 25.00 25.00 25.00
75
}
Police Support Services
Budget Unit: 1130
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 26.83 25.00 25.00 25.00 25.00 25.00
Wages $1,126,729 $1,278,203 $1,308,292 $1,192,525 $1,224,188 $1,224,188
Overtime 89,842 105,620 89,890 57,890 57,890 57,890
Benefits 349,064 438,297 503,193 550,173 562,868 562,868
Total Personal Services $1,565,635 $1,822,120 $1,901,375 $1,800,588 $1,844,946 $1,844,946
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 421,064 497,760 536,812 589,399 589,399 589,399
Repair & Maintenance 20,370 18,981 21,395 18,820 18,820 18,820
Miscellaneous Expense 47,204 50,959 48,426 46,861 46,861 46,861
Small Tools & Equipment 4,909 8,992 27,027 5,125 5,125 5,125
Office Supplies 42,426 43,421 38,669 37,054 37,054 37,054
Advertising & Publicity 1,247 2,254 3,540 1,081 1,081 1,081
Fees/Dues/Subscriptions 932 804 1,115 700 700 700
Travel & Training 21,267 25,786 35,380 10,775 10,775 10,775
Fuel Expenses 7,086 7,090 7,350 9,334 9,334 9,334
Computer Software 0 40 0 0 0 0
Rents & Leases 33,243 31,918 34,512 37,770 37,770 37,770
Utilities 7,761 3,995 4,500 4,220 4,220 4,220
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $607,509 $692,000 $758,726 $761,139 $761,139 $761,139
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 46,109 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 17,895 9,023 0 0 0 0
Total Capital Outlay $64,004 $9,023 $0 $0 $0 $0
Total Budget Unit $2,237,148 $2,523,143 $2,660,101 $2,561,727 $2,606,085 $2,606,085
76
LIBRARY
Administration Technical
Services
Readers'
Circulation
Services
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
# Positions 31.00 30.70 30.65 28.90 28.90 28.90
Personal Services $1,333,086 $1,500,539 $1,660,218 $1,671,491 $1,671,491 $1,671,491
Materials & Services 315,482 352,529 390,593 324,908 342,541 364,391
Capital Outlay 0 8,390 0 0 0 0
Total Library - by Category $1,648,568 $1,861,458 $2,050,811 $1,996,399 $2,014,032 $2,035,882
Budget by Division
Library Administration $212,676 $253,953 $263,995 $289,861 $299,787 $299,787
Reader's Services 734,256 820,836 917,028 799,347 807,054 828,904
Technical Services 254,372 272,821 292,626 291,781 291,781 291,781
Circulation 447,264 513,848 577,162 615,410 615,410 615,410
Total Library - by Division $1,648,568 $1,861,458 $2,050,811 $1,996,399 $2,014,032 $2,035,882
Budget by Fund
General Fund $1,648,568 $1,861,458 $2,050,811 $1,996,399 $2,014,032 $2,035,882
Total Library - by Fund $1,648,568 $1,861,458 $2,050,811 $1,996,399 $2,014,032 $2,035,882
77
Library Administration
Budget Unit: 1410
Program Results
• The Library meets the information, educa- A comprehensive public information and participa-
tion, and cultural needs of the community. tion campaign continued after the passage of the bond
measure to involve the community in the design and
• The Library has adequate space for pro- construction of the new Library.
grams and services.
• The Library hosted two meetings to solicit public
• Adequate funding is available for Library comments on the design of the new Library.
programs and services.
• Design of the new Library was completed.
• The Tigard community has a high degree of
awareness ofLibrary programs and services. • The New Tigard Library Arts Committee was cre-
ated to acquire funding for public art for the new
• Internal and external customers receive ac- Library.
curate and timely service.
• The Library Foundation initiated several fundraising
Program Description projects to raise funds for the new Library.
The Tigard Public Library acquires, organizes, and pro- • The Library and the Foundation applied for grants
vides customer assistance in accessing materials, data, for the new Library.
and services to meet the informational, educational, cul-
tural, and recreational needs of the community. Construction of the new Library began.
FY 2002-03 Accomplishments • The Library continues to develop new jobs for vol-
unteers. Currently volunteers now perform over 50
The successful passage of a $13 million bond measure different tasks ranging from shelving to teaching ba-
for the construction of a new Library set in motion sev- sic computer skills.
eral activities:
FY 2003-04 Goals and Objectives
• The City chose a project team for the new Library including an architectural firm, a project manager, Continue to work with the New Library Resource
and a general contractor. Team on promoting public involvement in the new
Library.
• The City sold general obligation bonds to the State
to finance construction of the new Library. Continue to work with the Library Foundation to
raise needed funds for the new Library.
• The City purchased a 14.7-acre site for the new
Library. Continue to enhance the partnership with the Tigard-
Tualatin School District.
78
Library Administration
Budget Unit: 1410
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Population served (includes non-City
residents) 53,519 54,589 55,681 61,500
Annualvisits 250,175 255,178 260,282 270,693
Number of volunteer hours per year 11,370 11,711 12,062 12,544
Value ofvolunteer hours $175,098 $180,649 $185,754 $190,001
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Patrons who rate overall Library
service as good or excellent N/A 80% 82% 84%
Volunteers rating their experience at
the Library as satisfying N/A 85% 87% 89%
Staffrating volunteers as critical to
the success of the Library N/A 90% 92% 94%
Increase in annual circulation N/A N/A 2% 7%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Library Director 1.00 1.00 1.00 1.00
Senior Administrative Specialist 1.00 1.00 1.00 1.00
Senior Management Analyst 0.00 0.50 0.25 0.50
Volunteer Coordinator 0.70 0.70 0.70 0.70
Total 2.70 3.20 2.95 3.20
79
Library Administration
Budget Unit: 1410
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003104
Personal Services
Positions 2.70 3.20 2.95 3.20 3.20 3.20
Wages $130,305 $159,778 $162,418 $189,137 $189,137 $189,137
Overtime 0 0 0 0 0 0
Benefits 38,220 49,480 53,150 61,876 61,876 61,876
Total Personal Services $168,525 $209,258 $215,568 $251,013 $251,013 $251,013
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 999 2,815 750 568 568 568
Repair & Maintenance 6,405 2,975 4,207 3,710 3,710 3,710
Miscellaneous Expense 2,386 2,707 4,386 2,905 2,905 2,905
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 28,820 31,301 31,490 25,458 25,458 25,458
:Advertising & Publicity 1,393 370 1,870 1,175 1,175 1,175
Fees/Dues/Subscriptions 851 1,653 1,245 980 980 980
Travel & Training 2,083 691 2,259 1,650 11,576 11,576
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 150 0 167 167 167
Rents & Leases 1,214 2,033 2,220 2,235 2,235 2,235
Utilities 0 0 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $44,151 $44,695 $48,427 $38,848 $48,774 $48,774
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $212,676 $253,953 $263,995 $289,861 $299,787 $299,787
80
Library Readers' Services
Budget Unit: 1420
Program Results FY 2003-04 Goals and Objectives
• Patrons will receive accurate, timely, and courteous Develop a staffing plan for the new Tigard Library,
reference service. acknowledging the reduction in Readers' Services
stating hours.
• Patrons will be assisted in the basic use of library
materials in all formats, including electronic re- Plan for cost effective and functional space utiliza-
sources. tion and furnishings for the new Library building.
• Through conscientious and responsive selection, . Assess Adult, Children, and Young Adult non-fic-
patrons will be provided with materials that reflect tion and Reference collections in preparation for
their needs and interests. occupation of the new Library.
• Adult and j uvenile patrons will be provided Library . Begin planning for enlarged collections for the new
programs that address their interests. Library.
Program Description Develop a five-year collection development plan.
Readers' Services is responsible for selecting and man-
aging all Library materials, providing professional assis-
tance using the Library collection and electronic re-
sources, accessing additional resources through interli-
brary loan and providing children's, young adult, adult
and intergenerational programming to enhance lifelong
learning and recreational experiences.
FY 2002-03 Accomplishments
• Continued providing opportunity and incentive for
adults to read and discuss through book discussion
groups, author nights, and book talks.
• Provided special programs with guest presenters for
children and young adults to foster the love of read-
ing.
• Provided a record number of reference desk trans-
actions for the Tigard community.
• Began staffing and collection planning for the new
Library.
J
81
1
Library Readers' Services
Budget Unit: 1420
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003.04
Service interactions 43,017 43,100 43,200 61,159
Interlibrary loan transactions 875 950 1,000 1,000
Children's programs . 204 205 210 205
Children's programs attendance 8,200 8,300 8,500 8,300
Participants in summer reading 2,500 976 1,146 1,261
J
Young Adult programs 75 39 45 46 j
Young Adult programs attendance 1,446 945 800 825
Contacts with children in school and 7.'
childcare 7,003 4,731 5,225 5,486
Adultprograms 35 39 38 40
Adult.programs attendance 850 1,000 1,050 1,275 ti}
,rte
Computer classes 150 200 200 66
Computer class attendance, - 375 600 600 195
Internet use 39,500 42,000 44,000 59,307
1
82
Library Readers' Services
Budget Unit: 1420
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Decrease in service interactions 5% .2% 2% 3%
Increase in internet usage 107% 6% 5% 0%
Increase in people taking computer
classes at the Library 11% 60% 0% 30%
Increase in Youth program
attendance (23%) 2% 5% 0%
Increase in Adult program
attendance (19%) 18% 5% 1%
Increase in Summer Reading
program participation 16% 10% 2% 13%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Librarian 3.60 3.60 4.30 3.20
Library Assistant 0.50 0.00 0.50 0.00
Library Division Manager 1.00 1.00 1.00 1.00
Library Services Supervisor 0.00 0.00 0.00 1.00
Readers' Services Specialist 3.00 3.00 3.00 1.00
Senior Librarian 0.00 0.00 0.00 1.00
Senior Library Assistant 2.50 2.50 1.50 1.50
Total 10.60 10.10 10.30 8.70
1
83
Library Readers' Services
Budget Unit: 1420
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003104 2003104
1
Personal Services
Positions 10.60 10.10 10.30 8.70 8.70 8.70
Wages $383,283 $421,822 $470,377 $414,606 $414,606 $414,606
Overtime 6 0 0 0 0 0
Benefits 104,380 122,989 146,235 137,634 137,634 137,634
Total Personal Services $487,669 $544,811 $616,612 $552,240 $552,240 $552,240
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 4,592 7,117 24,125 7,600 15,307 15,307
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 12,541 12,337 14,082 7,389 7,389 7,389
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 5,399 17,177 4,649 5,259 5,259 5,259
Advertising & Publicity 3,581 2,119 3,820 3,600 3,600 3,600
Fees/Dues/Subscriptions 1,834 1,978 2,570 2,235 2,235 2,235
Travel & Training 3,742 2,690 4,296 0 0 0
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 0 0 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 214,898 232,607 246,874 221,024 221,024 242,874
Total Materials & Services $246,587 $276,025 $300,416 $247,107 $254,814 $276,664
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $734,256 $820,836 $917,028 $799,347 $807,054 $828,904
84
Library Technical Services
Budget Unit: 1430
Program Results FY 2003-04 Goals and Objectives
• Library materials are made available quickly and • Plan for cost effective and functional space utiliza-
efficiently. tion and fumishings for new Library.
• Library materials are easily accessible through use- • Develop a plan for the move to the new Library to
ful and accurate cataloging and processing. provide for minimal disruption to service.
Program Description • Develop aplan for re-cataloging materials as needed
for move to the new Library.
The Technical Services Division orders, receives, cata-
logs, and processes library materials, maintains the • Implement move to new Library with minimal dis-
Library's holdings information in the county-wide shared ruption to service.
catalog, and mends damaged materials.
• Maintain average cataloging/processmg time for new
FY 2002-03 Accomplishments materials at 4 weeks or less.
• Met and surpassed the Division's goals for average • Maintain average time for placement of orders at 2
ordering and processing time. days or less.
• Developed a new procedure for handling withdrawn
materials that resulted in a significantly reduced back-
log ofmaterials waiting to be withdrawn.
• Repackaged the adult multimedia materials (kits) to
make these items more attractive, easier to shelve
and easier to handle at circulation.
• Created a procedures manual for volunteers who
do materials processing.
1
85
Library Technical Services
Budget Unit: 1430
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Orders placed 11,029 11,200 11,200 9,900
Orders received 12,779 12,800 12,800 11,000
New titles added to catalog 5,829 6,900 6,900 6,900
New items added 181473 19,000 18,500 18,300
(includes periodicals and donations)
Materials withdrawn 13,195 13,000 13,000 18,400
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Average number of days between orders
being submitted and being placed 11 2 2 2
Average number of days between order
being received and item being
ready for circulation 50 30 21 30
Staffrating services provided by
Technical Services as good or
excellent 82% 85% 95% 100%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Librarian 1.00 0.00 0.00 0.00
Library Assistant 0.00 1.20 1.20 1.00
Library Division Manager 1.00 0.00 0.00 0.00
MicroComputer Support Assistant 0.60 0.00 0.00 0.00
Senior Library Assistant 3.00 2.00 2.00 2.00
Technical Services Coordinator 1.00 1.00 1.00 1.00
Technical Services Specialist 0.00 1.00 1.00 1.00
Total 6.60 5.20 5.20 5.00
86
Library Technical Services
Budget Unit: 1430
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 6.60 5.20 5.20 5.00 5.00 5.00
Wages $186,452 $197,436 $205,864 $205,323 $205,323 $205,323
Overtime 0 0 0 0 0 0
Benefits 50,876 55,795 63,071 66,104 66,104 66,104
Total Personal Services $237,328 $253,231 $268,935 $271,427 $271,427 $271,427
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 4,199 5,331 7,725 8,019 8,019 8,019
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 0 0 66 48 48 48
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 9,768 12,850 14,469 11,912 11,912 11,912
Advertising & Publicity 0 0 300 300 300 300
Fees/Dues/Subscriptions 247 404 325 75 75 75
Travel & Training 2,154 457 806 0 0 0
Fuel Expenses 0 0 0 0 0 0
Computer Software 625 500 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 48 48 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 3 0 0 0 0 0
Total Materials & Services $17,044 $19,590 $23,691 $20,354 $20,354 $20,354
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $254,372 $272,821 $292,626 $291,781 $291,781 $291,781
87
Library Circulation
Budget Unit: 1440
Program Results FY 2002-03 Accomplishments
• Patrons receive library materials. • Circulation staffwas actively involved in library-wide
efforts to implement and promote library programs.
• Patrons are self-sufficient in skills necessary to find,
evaluate, and use all types of information. • Expanded an on-going training program for check-
in and shelving, staff and volunteers taught by Cir-
• Patrons receive accurate information about using the culation staff.
Library.
• Managed a record number of checkouts, check-
• Patrons will be able to access library materials eas- ins, and intra-library materials.
ily through accurate and timely checking and shelv-
ing. FY 2003-04 Goals and Objectives
Program Description • Maintain pace with technological advances, replac-
ing existing equipment as necessary.
The Circulation Division of the Library is responsible for
checking materials in and out, answering users' ques- • Continue to evaluate efficient use of available staff
tions about library facilities and programs, renewing and and space, acknowledging the reduction in overall
shelving all Library materials, collecting fines, issuing new circulation staffing hours.
Library cards, reconciling patron records, and answer-
ing general questions. Circulation stafftrack down and • Provide excellent customer service by adapting best
retrieve lost and missing items and maintain accurate practices in library circulation service.
patron records on WILInet, the Library countywide da-
tabase. Circulation staff is also responsible for the pro- • Use on-going evaluation of operations to determine
cessing of patron's reserves. staffing and equipment needs in anticipation of new
building:
The Circulation Desk is often the patron's first and last
contact with Library staff. Strong customer service is a • Develop staffing plan for new Library.
vital aspect of Circulation operations. Circulation staff
promotes Library programs verbally and by distributing • Plan for move to new Library with minimum disnip-
written materials. Circulation staff is often involved in tion of service.
helping patrons learn how to use the WILInet comput-
ers to place holds and use the self-checkout machine.
88
Library Circulation
Budget Unit: 1440
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Materials checked out per year 595,935 655,000 684,475 721,715
Materials checked in per year 786,634 864,600 903,507 577,372
Materials renewed per week 1,948 2,140 21238 2,922
Materials checked out per week
on self-checkout 343 1,260 .1,974 1,461
Materials shelved per week 15,128 16,627 17,375 11,688
Library cards issued per week 80 88 92 96
Intralibrary loans per week (crates) N/A 90 100 110
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Materials checked out on
self-checkout machine 3% 10% 15% 10%
Materials returned to shelf in
24 hours 51% 55% 60% 50%
New library cards entered into
computer error free 38% 48% 70% 53%
Library patrons who rated service
received as "good" or "excellent"
at the Check Out Counter 88% 90% 91% 91%
89
Library Circulation
Budget Unit: 1440'
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Circulation Supervisor 1.80 2.00 2.00 2.00
Library Assistant 6.92 7.80 7.80 7.60
Library Division Manager 1.60 1.00 1.00 1.00
Senior Library Assistant 1.38 1.40 1.40 1.40
Total 11.10 12.20 12.20 12.00
90
Library Circulation
Budget Unit: 1440
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003/04 2003/04
Personal Services
Positions 11.10 12.20 12.20 12.00 12.00 12.00
Wages $338,872 $382,141 $424,837 $442,525 $442,525 $442,525
Overtime 581 872 952 984 984 984
Benefits 100,111 110,226 133,314 153,302 153,302, 153,302
Total Personal Services $439,564 $493,239 $559,103 $596,811 $596,811 $596,811
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 693 249 1,000 5,400 5,400 5,400
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 0 0 304 252 252 252
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 2,813 1,490 2,405 1,260 1,260 1,260
Advertising & Publicity 1,501 0 1,000 1,040 1,040 1,040
Fees/Dues/Subscriptions 65 165 225 75 75 75
Travel & Training 2,628 1,739 2,553 0 0 0
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 0 8,576 10,572 10,572 10,572 10,572
Utilities 0 0 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $7,700 $12,219 $18,059 $18,599 $18,599 $18,599
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 8,390 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $8,390 $0 $0 $0 $0
Total Budget Unit $447,264 $513,848 $577,162 $615,410 $615,410 $615,410
91
Social Services and Community Events
Budget Unit: 1500
Each year, the City appropriates funds to support Social Service and Community Event activities that assist or
benefit Tigard Citizens. Community organizations are invited to submit requests in February of each year. A
subcommittee of the Budget Committee meets to review Social Service requests and to recommend funding in
the Proposed Budget. Community Event requests are reviewed informally by the Council. The Proposed
Budget presents the results of both reviews.
Actual Actual Adopted Proposed Approved Adopted
2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Affordable Housing Set-aside $0 $0 $10,000 $10,000 $10,000 $10,000
American Red Cross (Transportation) 1,100 1,100 1,100 1,100 1,100 1,100
Christmas in April 2,500 3,000 3,000 3,000 3,000 3,000
Community Partners for Affordable Housing 0 8,000 0 0 0 0
Domestic Violence Center 3,000 4,000 5,000 5,000 5,000 5,000
Good Neighbor Center 15,000 10,000 10,000 10,000 10,000 10,000
Housing Program "Emergency Fund" 0 0 10,000 10,000 10,000 10,000
Learning Adventures 0 0 250 0 0 0
Loaves & Fishes - Senior Center 18,000 20,000 20,000 20,000 20,000 20,000
Luke Dorf Inc. 7,500 7,500 15,000 15,000 15,000 15,000
Neighborshare (CAO) 11,000 15,000 15,000 15,000 15,000 15,000
Sexual Assault Resource Center 2,000 3,000 4,000 4,000 4,000 4,000
Tualatin Valley Centers 18,000 18,000 15,000 7,822 7,822 7,822
Vision Action Network 0 0 0 2,000 2,000 2,000
Total Social Services $241,300 $89,600 $108,350 $102,922 $102,922 $102,922
Art Resources of Tigard $0 $0 $3,750 $0 $0 $0
Atfalati Recreation Dist./Tigard Recreation Assoc. 0 0 0 5,000 5,000 5,000
Broadway Rose Theatre 10,000 10,000 10,000 10,000 10,000 10,000
City of Tigard Dog Paris 0 0 0 400 400 400
Festival of Balloons 10,000 10,000 10,000 10,000 10,000 10,000
Fourth of July 7,500 7,500 7,500 7,500 7,500 7,500
Tigard Blast 0 5,000 5,000 5,000 5,000 5,000
Tigard High Graduation Ceremony 500 500 750 1,000 1,000 1,000
Tigard 40th Birthday 0 2,000 0 0 0 0
Train Days 4,000 0 0 0 0 0
Tualatin River Keepers 1,710 2,000 2,000 2,000 2,000 2,000
Tualatin Valley Community Band 1,250 1,850 1,850 1,850 1,850 1,850
Total Arts/Events $34,960 $38,850 $40,850 $42,750 $42,750 $42,750
Total Requests Granted $276,260 $128,450 $149,200 $145,672 $145,672 $145,672
The Budget Committee policy is to set total events and social service appropriations at.5% ofthe prior year's
operating budget. The policy limit for FY 2003-04 was $134,700. In addition, the City budgets two set asides
within this appropriation in addition to the target amount for grants: the Housing Program "emergency fund" to
assist occupants of housing declared to be unsafe and the Affordable Housing Set-Aside to assist providers of
low-income housing.
92
Social Services and Community Events
Budget Unit: 1500
The City received over $236,000 in grant requests for community events and social services for FY 2003-04.
The Proposed Budget includes a total of $125,672 for these grants, plus $20,000 for the two set-asides. The
grant funding is less than targeted, in recognition of the limited General Fund revenues for all City programs.
In addition to direct grants, some of the grant recipients also receive in-kind services from the City. These
services range from provision of a building and its operating costs for the Loaves and Fishes/Tigard Senior
Center to Tigard Public Works and Police overtime to support events. These in-kind services are budgeted in
departmental budgets and are estimated to cost about $62,000 per year.
93
City of Tigard, Oregon
Public Works Program
Organization Chart 94
Expenditure/FTE Summary 95
Public Works Administration 96
Parks & Grounds 99
Sanitary Sewer 103
Storm Sewer 107
Street Maintenance 112
Fleet Maintenance 115
Property Management 118
Water 122
b
~d c
City of Tigard, Oregon
PUBLIC
WORDS
Administration Fleet
Maintenance
Sanitary Sewer Property
Management
Storm Sewer Parks and
Grounds
Street Water
Maintenance
94
Public Works Program
The Public Works program encompasses the Public Works Department. This program area includes the
maintenance of the City's infrastructure (roads, parks, grounds, and City buildings) as well as provision of water,
sanitary sewer, and storm water services.
The FY 2003-04 Budget for the department is up 3.9% from the FY 2002-03 Budget. Staffing levels are up
0.3 FTE, though the FTE count includes 1 position which is frozen due to lack of funding and which will not be
filled in FY 2003-04. Most of the budget for this department comes from non-General Fund sources (Water,
Sanitary Sewer, and Storm Sewer), and those areas of the budget are increasing. The General Fund portion of
this Department is decreasing. Two major issues for the Department include the cost of water and parks
maintenance. Most of Tigard's water is purchased from the City of Portland. Portland has informed its custom-
ers that its wholesale rates will increase by 24%. This equates to a $305,000 increase to Tigard. The second
major issue for the department is parks maintenance. The City has brought on several new park facilities in the
past year, particularly with the upgrade and improvement of Cook Park. However, the Parks and Grounds
Division is entirely funded by the General Fund. The City cannot afford to add staffto maintain these new
facilities at the level they require.
This program is funded from a variety of City funds related to each of the service areas within the program.
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
# Positions 64.00 64.00 64.70 65.00 65.00 65.00
Personal Services $3,084,403 $3,482,849 $4,021,559 $4,144,882 $4,144,882 $4,144,882
Materials & Services 3,947,512 4,103,583 4,623,767 4,823,886 4,835,213 4,835,213
Capital Outlay 497,523 163,327 370,000 397,000 397,000 397,000
Total Public Works - by Category $7,529,438 $7,749,759 $9,015,326 $9,365,768 $9,377,095 $9,377,095
Budget by Division
Public Works Administration $379,483 $434,399 $522,209 $547,716 $548,657 $548,657
Parks and Grounds 768,829 850,387 981,872 843,263 844,806 844,806
Sanitary Sewer 498,659 377,249 487,658 626,388 627,883 627,883
Storm Sewer 572,200 450,743 506,733 592,077 593,025 593,025
Street Maintenance 970,945 913,049 1,007,356 1,074,781 1,076,537 1,076,537
Fleet Maintenance 192,185 202,947 213,337 231,167 231,435 231,435
Property Management 556,519 495,083 652,110 574,933 574,933 574,933
Water 3,590,618 4,025,902 4,644,051 4,875,443 4,879,819 4,879,819
Total Public Works - by Division $7,529,438 $7,749,759 $9,015,326 $9,365,768 $9,377,095 $9,377,095
Budget by Fund
General Fund $2,119,257 $2,197,835 $2,511,437 $2,465,760 $2,470,000 $2,470,000
Sanitary Sewer Fund 498,659 377,249 487,658 626,388 627,883 627,883
Storm Sewer Fund 572,200 450,743 506,733 592,077 593,025 593,025
Water Fund 3,590,618 4,025,902 4,644,051 4,875,443 4,879,819 4,879,819
Fleet/Property Management Fund 748,704 698,030 865,447 806,100 806,368 806,368
Total Public Works - by Fund $7,529,438 $7,749,759 $9,015,326 $9,365,768 $9,377,095 $9,377,095
95
Public Works Administration
Budget Unit: 2110
Program Results FY 2002-03 Accomplishments
• Leadership and management are provided to the Provided staff support and resources to enable each
Public Works Department in support of the City's Division to meet its objectives.
strategic plans/objectives.
• Oversaw the preparation and implementation of Di-
0 The Public Works Department also serves as the, visions' budgets.
City's Emergency Manager and training is incorpo-
rated into the City's Emergency Management Plan • Trained City staff to effectively operate the Emer-
that provides the ability for citizen groups to be self gency Operations Center, and trained citizen groups
sufficient for 72 hours following an emergency and to be self sufficient for 72-hour emergency prepared-
City staff is trained to support the City's Emergency ness.
Operations Center.
• Represented Tigard in regional water provider meet-
Program Description ings in an attempt to obtain a long term source of
water for Tigard.
The Public Works Department maintains and operates
all of the City's major infrastructure system: streets, sari- FY 2003-04 Goals and Objectives
tary sewers, storm sewers, water system, facilities, and
fleet. The Public Works Director reports to the City Provide staff support and resources to enable each
Manager- Division to meet its objectives, although budget re-
ductionswill have an impact since all overtime will
• Maintenance operations of sanitary sewer and storm be flex scheduled which will result in less staff time
drainage systems are funded by the collection of available.
sewer and storm drainage charges.
• Oversee the preparation and implementation of Di-
visions' Street maintenance is funded by gas taxes. visions' budgets.
• Park maintenance is primarily funded by property The City's Emergency Management Plan will include
taxes. training of staffto effectively operate the Emergency
Operations Center, as well as train citizen groups to
• Fleet and Building maintenance activities are funded be self sufficient for 72-hour emergency prepared-
ness.
of revenue i t
96
Public Works Administration
Budget Unit: 2110
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of City employees trained in
Emergency Management annually 20 25 25 20
Training sessions provided to
citizens in 72-hour preparedness N/A 1 2 1
Volunteers utilized for major
projects/events 4 4 4 4
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Number of employees certified in
Emergency Management 20 25 25 20
Number of citizens trained in 72-hour
preparedness N/A 20 30 50
Number of volunteer hours utilized
by the Public Works Department 2,328 2,000 2,500 2,500
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Administrative Specialist I 1.00 1.00 1.00 1.00
Administrative Specialist II 1.00 1.00 1.00 1.00
Assistant Public Works Director 0.00 0.50 1.00 1.00
Confidential Executive Assistant 1.00 1.00 1.00 1.00
MicroComputer Support Technician 1.00 1.00 1.00 1.00
Program Assistant 1.00 1.00 1.00 1.00
Public Works Director 1.00 1.00 1.00 1.00
Total 6.00 6.50 7.00 7.00
97
Public Works Administration
Budget Unit: 2110
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 6.00 6.50 7.00 7.00 7.00 7.00
Wages $237,569 $276,596 $325,942 $360,082 $360,082 $360,082
Overtime 3,545 2,185 1,998 0 0 0
Benefits 81,931 97,270 120,926 130,902 130,902 130,902
Total Personal Services $323,045 $376,051 $448,866 $490,984 $490,984 $490,984
Materials & Services -
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 31,303 26,825 27,470 24,360 24,360 24,360
Repair & Maintenance 239 928 1,800 1,100 1,100 1,100
Miscellaneous Expense 8,384 3,415 14,773 6,262 6,262 6,262
Small Tools & Equipment 400 232 200 150 150 150
Office Supplies 12,460 14,870 13,300 14,000 14,000 14,000
Advertising & Publicity 297 0 350 0 0 0
Fees/Dues/Subscriptions 1,031 1,150 1,100 1,472 1,472 1,472
Travel & Training 1,058 9,777 12,850 7,800 8,741 8,741
Fuel Expenses 771 566 1,000 1,088 1,088 1,088
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 495 585 500 500 500 500
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $56,438 $58,348 $73,343 $56,732 $57,673 $57,673
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0, 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $379,483 $434,399 $522,209 $547,716 $548,657 $548,657
98
N,st;
Parks and Grounds
Budget Unit. 1600
Program Results FY 2002-03 Accomplishments
• Park and greenway system is safe, clean, and well • Finished Cook Park expansion in 2002.
maintained.
• Started construction of Bonita Park in 2003.
• City of Tigard parks are aesthetically pleasing and
hospitable to the users of the parks, greenways, and • Continued implementation of Woodard Park Mas-
facilities. ter Plan with playground and shelter installations.
• The Tigard Park system continues to improve and • Implemented Summerlake Master Plan with an off-
grow with more opportunities for outdoor use. leash dog park, and continued additions to Sorg
Rhododendron Garden.
Program Description
FY 2003-04 Goals and Objectives
The Parks Division maintains parks and greenways to
safe and clean standards. The Parks Division continues • Complete construction of Bonita Park.
to provide a variety of outdoor recreation opportunities
to the increasing population of Tigard. It is the City's • Complete Grant Street to Main Street portion of
intent to maintain new and upgraded park facilities to Fanno Creek Trail.
standards that continue to improve those recreation op-
portunities, though limited funding will make this more of • Finish temporary repairs on Englewood Trail.
a challenge in FY 2003-04.
• Implementation of the Tigard Park Master Plan is
The FY 2003-04 Budget includes one position which is on hold.
not funded. This position is frozen and will not be filled
m FY 2003-04. It was originally added in FY 2002-03
to handle maintenance of the additional park facilities
brought on line that year, but the position was not filled
due to funding concerns. As the City adds and upgrades
parks facilities, it increases its maintenance responsibili-
ties. The City has postponed some park projects pend;
ing improved funding for maintenance of existing parks
and facilities. In addition, some restroom facilities in
Cook Park will be closed on a rotating basis throughout
FY 2003-04.
99
Parks and Grounds
Budget Unit: 1600
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of pieces of playground equipment
inspected/repaired weekly 8 9 11 6
Number of soccer fields renovated three
times per year 3 3 5 5
Number of shelters that are cleaned daily
and available for use 3 5 7 10
Miles ofpedestrian paths inspected
and maintained weekly 8.0 8.5 8.5 5
Miles of soft trails renovated yearly 2 3 3 2
Number of restrooms cleaned daily
during season of use 14 16 36 20
Acres of park land 161 161 165 170
Acres of greenway under stewardship
of Tigard Parks 126 136 136 131
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Playgrounds that meet ASTM
standards 50% 67% 75% 75%
Playable/available soccer fields
(190 days = 100%) 75% 85% 85% 85%
Playable/available baseball/softball
fields 75% 85% 90% 95%
Park picnic shelters used daily
during peak season 75% 75% 75% 80%
Paths requiring replacement 15% 13% 12% 15%
Soft trails renovated yearly 95% 100% 100% 50%
Number of complaints regarding facilities 10 8 6 12
100
Parks and Grounds
Budget Unit: 1600
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Grounds Supervisor 1.00 1.00 1.00 1.00
Park Manager 0.00 0.75 0.75 1.00
Property Division Manager 0.50 0.00 0.00 0.00
Senior Utility Worker 3.00 3.00 3.00 3.00
Urban Forester 1.00 1.00 1.00 1.00
Utility Worker H 4.00 4.00 4.50 5.00
Total 9.50 9.75 10.25 11.00
.i
101
Parks and Grounds
Budget Unit: 1600
Actual Actual Adopted Proposed Approved, Adopted
Description 2000/01 2001/02 2002/03. 2003/04 2003/04 2003/04
Personal Services
Positions 9.50 9.75 10.25 11.00 11.00 11.00
Wages $351,948 $436,604 $494,891 $473,651 $473,651 $473,651
Overtime 366 246 6,991 1,000 . 1,000 1,000
Benefits 113,064 143,135 . 185,042 193,513 193,513 193,513
Total Personal Services $465,378 $579,985 $686,924 $668,164 $668,164 $668,164
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 41,755 23,416 40,585 50,670 50,670 50,670
Repair & Maintenance 93,992 90,564 99,600 90,450 90,450 90,450
Miscellaneous Expense 5,521 8,926 5,360 4,521 4,521 4,521
Small Tools & Equipment 8,267 11,743 7,390 3,500 3,500 3,500
Office Supplies 3,163 2,288, 1,000 1,000 1,000 1,000
Advertising & Publicity 1,296 2,870 1,600 800 800 800
Fees/Dues/Subscriptions 1,109 1,498 1,965 1,055 1,055 1,055
Travel & Training 4,208 5,614 .6,328 2,779 4,322 4,322
Fuel Expenses 9,631 8,738 10,000 13,604 13,604 13,604
Computer Software 0 0 0 0 0 0
Rents & Leases 1,624 911 2,000 1,500 1,500 1,500
Utilities 119 734 15,120 5,220 5,220 5,220
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $170,685 $157,302 $190,948 $175,099 .$176,642 $176,642
Capital Outlay
Land & Improvements $50,741 $16,901 $24,000 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 37,730 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 82,025 58,469 80,000 0 0 0
Total Capital Outlay $132,766 $113,100 $104,000 $0 $0 $0
Total Budget Unit $768,829 $850,387 $981,872 $843,263 $844,806 $844,806
1ri -
n7?sr' 1 02
Sanitary Sewer
Budget Unit. 2120
Program Results FY 2002-03 Accomplishments
Tigard provides a safe and reliable wastewater system Maintenance programs for FY 2002-03 performed in
that meets or exceeds all regulatory standards. accordance to CWS standards:
Program Description Tigard
Proa CWS Goals /Accomplishments
The Wastewater Division manages and operates the Sanitary line cleaning 47.3 mi 47.3 mi
wastewater collection system within the city limits of Sanitary line video inspection 20.3m' 20.3 mi
Tigard. City programs provide a wide range of services Sanitary manhole sealing 20 MHs 20 MHs
such as utility locates, line cleaning, video inspection,
line repair, and other programs under the direction of . Maintained accurate mapping and database man-
best management practices prepared by Clean Water agement system.
Services (CWS). • Provided outstanding customer service to internal
and external customers.
The City and CWS signed an updated agreement re- ° Developed and implemented Best Management
garding sanitary and storm maintenance responsibilities Practices for sanitary service laterals in the rights-
in the Spring of 2003. This agreement includes an ex- of-way.
pansion of the Tigard sanitary and storm sewer mainte- ' Completed analysis and successfully negotiated a
nance boundaries by 70% in July 2004 to include Bull new Tigard/CWS service area maintenance agree-
Mountain unincorporated area, Metzger unincorporated ment
area, King City, and Durham. FY 2003-04 Goals and Objectives
Personal Services represents 69% of the entire Waste- Maintenance programs to be performed in FY 2003-
water Division budget. The FY 2003-04 Budget adds 04 in accordance to CWS standards:
an additional 0.5 FTE Wastewater Supervisor. The
Wastewater and Storm Water Divisions have been su- Tigard
pervised by one person. Starting in FY 2003-04, each Prows CWS Goals/Projected
division will have its own supervisor. This will allow the
Wastewater Division to implement a work program to Sanitary line cleaning 47.8 mi 47.8 mi
provide additional sanitary services to the expanded ser- Sanitary line video inspection 20.5 mi 20.5 mi
vice area in FY 2004-05. In addition, in FY 2002-03 a Sanitary manhole sealing 20 MHs 20 MHs
new on-call system was implemented which resulted in provide outstanding customer service to internal and
a projected increase in overtime in the Wastewater Di- external customers.
vision; however, the overall Public Works Department . Perform a vulnerability and security assessment of
overtime budget has been reduced. City facilities and implement final recommendations.
• Finalize Tigard/CWS expanded service area agree-
The FY 2003-04 Budget includes $22,500 for repairs ment.
ofthe sanitary sewer service lines serving individual prop- • Standardize and update sanitary utility maps and
erties which lie in the public rights-of-way. This is a database with CWS to include expanded service
continuation ofthe sanitary sewer service line repairpro- area.
gram which was implemented in FY 2002-03 at the rec- • Prepare work plan for Tigard's expanded service
ommendation of CWS. area.
103
Sanitary Sewer
Budget Unit: 2120
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Total miles of sanitary sewer lines 137.0 140.9 142.0 143.0
Miles of sanitary sewer lines cleaned 19.6 45.7 47.3 47.8
Miles of sewer line video inspected N/A 19.6 20.3 20.5
Manholes sealed annually 10 10 20 20
Total number of customer service
requests (estimate) N/A 100 100 125
Total structural repairs of sanitary
services in public streets N/A N/A 3 3
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Percent of sewer line cleaning goal
met 104% 100% 100% 100%
Percent of sewer line video inspection
goal met 111% 1000/0 100% 100%
Percentage of manhole sealing goal
met 200% 100% 100% 100%
Total number of customer service
requests ranked,as good or
outstanding N/A 80% 90% 90%
Percentage of sanitary service lateral
repair goal met N/A N/A 100% 100%
104
Sanitary Sewer
Budget Unit: 2120
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Public Works Manager 0.00 0.05 0.20 0.00
SeniorUtility Worker 2.00 2.00 2.00 2.00
Utility Division Manager - 0.25 0.13 0.00 0.00
Utility Worker I 1.00 1.00 0.00 0.00
UtilityWorker II 3.25 3.25 4.25 4.25
Wastewater Operations Supervisor 0.50 0.50 0.50 1.00
Total 7.00 6.93 6.95 7.25
4
105
Sanitary Sewer
Budget Unit: 2120
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 7.00 6.93 6.95 7.25 7.25 7.25
Wages $194,774 $217,288 $272,538 $294,570 $294,570 $294,570
Overtime 2,624 2,332 3,541 7,285 7,285 7,285
Benefits 75,995 73,826 108,610 127,952 127,952 127,952
Total Personal Services $273,393 $293,446 $384,689 $429,807 $429,807 $429,807
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 5;788 9,561 36,975 50,952 50,952 50,952
Repair & Maintenance 34,902 43,724 29,950 30,950 30,950, 30,950
Miscellaneous Expense 2,715 7,821 7,380 8,395 8,395 8,395
Small Tools & Equipment 4,580 10,205 11,870 9,690 9,690 9,690
Office Supplies 1,472 1,044 1,300 2,475 2,475 2,475
Advertising & Publicity 118 0 450 600 600 600
Fees/Dues/Subscriptions 308 461 760 1,050 1,050 1,050
Travel& Training 2,546 2,345 3,300 700 2,195 2,195
Fuel Expenses 6,783 8,581 9,090 11,875 11,875 11,875
Computer Software 0 0 0 0 0 0
Rents & Leases 348 61 750 750 750 750
Utilities 0 0 144 144 144 144
Insurance 475 0 1,000 1,000 1,000 1,000
Library Materials 0 0 0 0 0 0
Total Materials & Services $60,035 $83,803 $102,969 $118,581 $120,076 $120,076
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 163,058 0 0 78,000 78,000 78,000
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 2,173 0 0 0 0 0
Total Capital Outlay $165,231 $0 $0 $78,000 $78,000 $78,000
Total Budget Unit $498,659 $377,249 $487,658 $626,388 $627,883 $627,883
it: 106
Storm Sewer
Budget Unit. 2,130
Program Results
Tigard provides a safe and reliable storm water system pansion of the Tigard sanitary and storm sewer mainte-
that meets or exceeds all regulatory, environmental, and nance boundaries by 70% in July 2004 to include Bull
water quality standards. Mountain unincorporated area, Metzger unincorporated
area, King City, and Durham.
Program Description
Personal Services represents 80% of the entire Storm
The Storm Water Division manages the storm water Water Division budget. The FY 2003-04 Budget adds
collection and treatment systems within the city limits of an additional 0.5 FTE Wastewater Operations Supervi-
Tigard. This program perfomis the following services to sor. The Wastewater and Storm Water Divisions have
the community: been supervised by one person. Starting in FY 2003-
04, each division will have its own supervisor. This will
• Storm line cleaning allow the Storm Water Division to implement a work
• Video inspection of storm lines program to provide additional storm water services to
Utility locates the expanded service area in FY 2004-05. The budget
• Storm system repairs also transfers half of one Water Quality Program Coor-
• Storm Water Quality Facility operation and mainte- dinator to this Division from the Water Division.
nance
• Small storm system extensions or enhancements FY 2002-03 Accomplishments
• Leaf collection and pickup
Ditching Maintenance programs performed in accordance with
CWS standards during FY 2002-03:
All of these programs are in accordance with best man-
agement practices and programs that are established by Tigard
Clean Water Services (CWS), the Washington County Programs CWS Goals/Accomplishments
Storm line cleaning 27.8 mi 28 mi
sanitary sewer and storm water authority. Storm line video inspection 13.9 mi 13.9 mi
Catch basin cleaning 3,760 CBs 3,760 CBs
Other programs and services provided by the Storm Water quality manhole
Water Division include: cleaning (2x per year) 27 27
• Stream maintenance, repair, and enhancements • Maintained accurate mapping and database man-
• Adopt a-stream program coordination agement system.
• Volunteer program support
• Provided outstanding customer service to internal
These programs are also in accordance with Clean Water and external customers.
Services programs, response to community based ini-
tiatives and Council goals, and are based on sound en- Completed the analysis and successfully negotiated
vironmental policies. the Tigard/CWS Service Area Maintenance Agree-
ment.
The City and CWS signed an updated agreement re-
garding sanitary and storm maintenance responsibilities Maintained 40 water quality facilities and performed
two enhancements at Tiedeman at Swan Farm and
in the spring of 2003. This agreement includes an ex- the dry pond at Walnut and 135' Ave.
107
Storm Sewer
Budget Unit: 2130
• Expanded the leaf collection program to include two • Evaluate storm water quality facility maintenance pro-
Saturday collection events, 170 participants, 150 gram and make a final recommendation.
yards of leaves recycled, and 680 pounds of food
.collected for Oregon Food Bank. • Finalize Tigard/CWS Service Area Maintenance
Agreement.
FY 2003-04 Goals and Objectives
• Partner with CWS to secure a site and facility to
Maintenance programs to be performed in accordance handle storm line cleaning debris.
with CWS standards during FY 2003-04:
• Standardize and update storm utility maps and da-
Tigard tabase with CWS to include expanded service area.
Proun CWS Goals/ Projected
Storm line cleaning 28 mi 28 mi • Prepare work plan for the expanded Tigard service
Storm line video inspection 14 mi 14 mi area.
Catch basin cleaning 3,86CBs 3,860 CBs
Water quality manhole
cleaning (2x per year) 27 27
• Provide outstanding customer service to internal and
external customers.
• Perform a vulnerability and security assessment of
City facilities and implement final recommendations.
108
41 -
Storm Sewer
Budget Unit: 2130
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Total miles of storm sewer line 102.9 110.1 111.0 112.0
Miles of storm sewer line cleaned 25.7 27.5 27.8 28.0
Miles of storm line video inspected 12.9 13.8 13.9 14.0
Catch basins cleaned 3,396 3,660 3,760 3,860
Total number of Water Quality
Facilities 31 45 45 54
Number of Water Quality Facilities
rehabilitated and enhanced N/A 2 2 2
Total number of customer service
requests (estimate) N/A N/A 200 225
Fall leafcollection depots N/A N/A 2 2
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Percent of storm line cleaning
goal met 90% 100% 100% 100%
Percent of video inspection goal met 121% 100% 100% 100%
Percentage of catch basins cleaning
goal met 88% 100% 100% 100%
Percent of Water Quality Facility
rehabilitation and enhancement
goal met N/A 100% 100% 85%
Percentage of customers rating service
as good or outstanding 80% 80% 80% 85%
Yards of leaves collected N/A. N/A 200 200
109
Storm Sewer
Budget Unit: 2130
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Public Works Manager 0.00 0.05 0.20 0.00
Senior Utility Worker 1.00 1.00 1.00 1.00
Utility Division Manager 0.25 0.12 0.00 0.00
Utility Worker H 5.25 5.25 5.25 5.25
Water Quality Coordinator 0.00 0.00. 0.00 0.50
Wastewater Operations Supervisor 0.50 0.50 0.50 1.00
Total 7.00 6.92 6.95 7.75
,r~r 110
Storm Sewer
Budget Unit: 2130
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003/04 2003/04
Personal Services
Positions 7.00 6.92 6.95 7.75 7.75 7.75
Wages $277,539 $272,839 $288,459 $335,774 $335,774 $335,774
Overtime 6,529 6,820 7,173 5,275 5,275 5,275
Benefits 91,990 97,478 111,711 135,283 135,283 135,283
Total Personal Services $376,058 $377,137 $407,343 $476,332 $476,332 $476,332
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 8,136 2,080 14,495 26,505 26,505 26,505
Repair & Maintenance 56,808 50,548 56,425 62,300 62,300 62,300
Miscellaneous Expense 3,362 4,148 4,485 5,140 5,140 5,140
Small Tools & Equipment 7,982 6,583 9,270 6,940 6,940 6,940
Office Supplies 266 989 950 900 900 900
Advertising & Publicity 15 226 450 300 300 300
Fees/Dues/Subscriptions 2,275 109 290 160 160 160
Travel & Training 2,440 1,761 4,000 2,050 2,998 2,998
Fuel Expenses 7,938 5,831 6,450 8,875 8,875 8,875 i
Computer Software 0 0 0 0 0 0
Rents & Leases 1,509 1,107 1,500 1,500 1;500 1,500
Utilities 0 0 75 75 75 75
Insurance 180 224 1,000 1,000 1,000 1,000
Library Materials 0 0 0 0 0 0
Total Materials & Services $90,911 $73,606 $99,390 $115,745 $116,693 $116,693
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 103,058 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 2,173 0 0 0 0 0
Total Capital Outlay $105,231 $0 $0 $0 $0 $0
Total Budget Unit $572,200 $450,743 $506,733. $592,077 $593,025 $593,025
111
Street Maintenance
Budget Unit: 2140
Program Results
Tigard transportation system is safe for pedestrians, bi- • Performed roadside mowing and vegetation main-
cyclists, and the motoring public. tenance of all water and storm water quality sites.
Program Description • Continued to install hot plastic on the five-year cycle
of street marking.
The Street Maintenance Division's primary functions in-
clude: • Continued to install speed humps on streets in ac-
cordance with City Council goals.
• Installation and maintenance of street and traffic signs.
• Replaced all school crossing signs to the new high
• Installation and maintenance of guardrails and barn- intensity lime green called for in the new Manual on
cades. Uniform Traffic Control Devices.
Crack sealing and street patching. • Painted 14,412 feet of yellow curb.
• Grading and maintenance of rock roads and road FY 2003-04 Goals and Objectives
shoulders.
• Complete one cycle of street light clearance prun-
e Maintenance of off-street bicycle paths. ing.
• Installation and maintenance of street markings. • Complete refreshing street marking in four sections
of the City.
• Installation and maintenance of speed humps.
• Complete an average of two dig-out repairs per day.
• Tree trimming and streetlight clearance.
• Complete all Water, Storm, and Wastewater repairs
The Street Maintenance Division also administers the within two weeks of receiving the work orders.
contract for street sweeping services.
• Install or replace an average of 84 signs per month.
FY 2002-03 Accomplishments
• Completed 60 dig out repairs.
• Crack sealed 163,805 linear feet of cracks on 21
City streets.
• Completed one complete cycle of street light clear-
ance pruning citywide.
112
Street Maintenance
Budget Unit: 2140
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Crack sealing completed annually 213,638 143,543 150,000 100,000
(linear feet)
Freshen street markings,in sections N/A N/A 5 5
Dig out repairs and potholes 60 60 60 60
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Percentage completion of yearly
crack sealing program 143% 96% 100% 75%
Percentage of street markings
completed N/A N/A 100% 100%
Number of citzen complaints
regarding potholes N/A N/A 20 15
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Property Division Manager 0.50 0.25 0.00 0.00
Public Works Manager 0.00 0.10 0.20 0.50
Streets Supervisor 1.00 1.00 1.00 1.00
SeniorUtility Worker 4.00 3.00 3.00 2.00
Utility Worker H 6.00 5.00 5.00 5.00
Total 11.50 9.35 9.20 8.50
113
Street Maintenance
Budget Unit: 2140
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 11.50 9.35 9.20 8.50 8.50 8.50
Wages $426,469 $425,500 $446,828 $402,531 $402,531 $402,531
Overtime 6,092 6,977 5,993 4,332 4,332 4,332
Benefits 154,500 144,938 157,354 162,677 162,677 162,677
Total Personal Services $587,061 $577,415 $610,175 $569,540 $569,540 $569,540
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 133,571 171,036 168,462 221,106 221,106 221,106
Repair & Maintenance 134,494 131,230 127,399 120,296 120,296 120,296
Miscellaneous Expense 5,579 3,715 3,420 2,855 2,855 2,855
Small Tools & Equipment 7,925 4,741 4,000 4,000 4,000 4,000
Office Supplies 3,042 2,777 500 500 500 500
Advertising & Publicity 182 350 900 450 450 450
Fees/Dues/Subscriptions 247. 497 326 213 213 213
Travel & Training 3,799 3,880 4,874 1,912 3,668 3,668
Fuel Expenses 13,376 11,374 13,800 17,409 17,409 17,409
Computer Software 0 0 0 0 0 0
Rents & Leases 3,945 1,506 1,500 1,500 1,500 1,500
Utilities 0 0 0 0 0 0
Insurance 4,384 0 1,000 1,000 1,000 1,000
Library Materials 0 0 0 0 0 0
Total Materials & Services $310,544 $331,106 $326,181 $371,241 $372,997 $372,997
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 73,340 4,528 71,000 134,000 134,000 134,000
Total Capital Outlay $73,340 $4,528 $71,000 $134,000 $134,000 $134,000
Total Budget Unit $970,945 $913,049 $1,007,356 $1,074,781 $1,076,537 $1,076,537
1
114
Fleet Maintenance
Budget Unit: 2150
Program Results
The City of Tigard's vehicles and equipment are Used the Hansen Maintenance Management
maintained and repaired in a safe, cost effective System to generate scheduled work orders for
manner. Police and Public Works vehicles.
Program Description FY 2003-04 Goals and Objectives
The Fleet Maintenance Division repairs and maintains Revise the vehicle rotation and replacement
all City vehicles and equipment to industry standards. schedule for FY 2003-04 and implement a vehicle
replacement schedule.
The Fleet Maintenance Division's current service level
involves the following services: Continue to refine and develop Hansen database
for tracking maintenance costs.
• Staffpool vehicles are in service and available
within 24 hours of request for use. Have all vehicles DEQ certified by December 20,
2003.
• Patrol vehicles are serviced every 30 days.
• Look into feasibility of alternative fueled vehicles.
• Public Work vehicles are serviced every 90 days.
• Compliance with all applicable environmental
regulations.
FY 2002-03 Accomplishments
• Continued to refine and develop Hansen database
for tracking maintenance costs.
• Revised the vehicle rotation and replacement
schedule for FY 2002-03.
• Provided timely service to customers to minimize
impact on operators or crews.
• All vehicles DEQ certified by December 20,
2002.
115
Fleet Maintenance
Budget Unit: 2150
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of vehicles maintained to
industry standard 135 137 140 140
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Number of state or local government
contracts utilized for purchasing 3 4 5 5
Number of vehicles rotated within
the fleet 4 5 6 6
Percentage of downtime on City
pool vehicles N/A 0% 5% 5%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Fleet Serv./Facilities Coord. 1.00 1.00 1.00 1.00
Mechanic 2.00 2.00 2.00 2.00
Property Division Manager 0.00 0.12 0.00 0.00
Public Works Manager 0.00 0.10 0.10 0.25
Total 3.00 3.22 3.10 3.25
116
Fleet Maintenance
Budget Unit: 2150
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003/04 2003/04
Personal Services
Positions 3.00 3.22 3.10 3.25 3.25 3.25
Wages $126,466 $137,239 $143,887 $158,754 $158,754 $158,754
Overtime 235 1,001 999 799 799 799
Benefits 41,968 44,900 49,985 57,535 57,535 57,535
Total Personal Services $168,669 $183,140 $194,871 $217,088 $217,088 $217,088
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 3,269 2,899 6,157 5,000 5,000 5,000 x
Repair & Maintenance 9,451 11,212 9,400 7,200 7,200 7,200
Miscellaneous Expense 859 804 (2,491) (3,376) (3,376) (3,376) 1
Small Tools & Equipment 2,838 2,072 2,000 1,500 1,500 1,500
Office Supplies 2,400 111 100 25 25 25
Advertising & Publicity 0 0 0 0 0 0
Fees/Dues/Subscriptions 31 816 0 0 0 0
Travel & Training 572 90 1,000 600 868 868
Fuel Expenses 793 1,803 2,300 3,130 3,130 3,130
Computer Software 0 0 0 0 0 0
Rents & Leases 8 0 0 0 0 0
Utilities 0 0 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $20,221 $19,807 $18,466 $14,079 $14,347 $14,347
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0 )
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 3,295 0 0 0 0 0
Total Capital Outlay $3,295 $0 $0 $0 $0 $0
Total Budget Unit $192,185 $202,947 $213,337 $231,167 $231,435 $231,435
117
Property Management
Budget Unit. 2160
Program Results
• Provide clean, safe well-maintained facilities to cre- All services necessary (e.g. janitorial services, con-
axe an efficient environment for City employees while tinuously functional card lock security system, door/
preserving the citizens' investment. lock repair services, etc.) to maintain a clean, safe
and environmentally efficient facilities for City em-
• Adequate facility space is available for citizens and ployees and the public.
staff to support present and future needs.
FY 2002-03 Accomplishments
Program Description
• Continued implementation of Energy Conservation
The Property Management Division is responsible for Program (lighting retrofit/improvements for all City
the cleaning, maintenance, and repair of all City facili- facilities) to lower energy consumption by 3%1 FY
ties. The Division administers the j anitorial contract for 2002-03.
cleaning of City facilities. There are two Building Main-
tenance employees and one Building Maintenance Co- • Continued implementation ofthe equipment change-
ordinator who report to the Public Works Manager who out program at City Hall, Library, Police, Niche,
reports directly to the Public Works Director. Water Building, Public Works, and Senior Center,
as needed, to preclude any office downtime or in-
This Division provides the following services: terruption of staff operations and City activities due
to major equipment breakdown.
• On-going implementation of the Energy Conserva-
tion Program (lighting retrofit/improvements for all • Responded to 80% of approximately 200 monthly
City facilities) to reduce energy consumption. RFAs, within 48 hours of receipt.
• On-going implementation of the equipment change- . Accomplished 100% of Town Hall and Water Au-
out program. ditorium setups within one hour before all scheduled
• Response to Requests for Action (RFAs - work meetings, etc.
requests from departments). • Closely monitored contractor and vendor contracts
• Room setup for Town Hall and the Water Audito- for the following services: ServiceMaster Janitorial
rium for meetings, as required. Services, Oregon Electric Group, Reitmeier Me-
chanical and Tigard-Tualatin School District: HVAC
• Quarterly maintenance/servicing ofHVAC and elec- Maintenance/Services, Metro Safety and Fire.
trical systems.
• Continued implementation of HVAC replacement
• Monthly inspection and quarterly servicing of first- program at City Hall.
aid cabinets.
• Continued ductwork-cleaning program at City Hall
• Annual testing/servicing of fire sprinklers, semi-an- and the Water Building.
nual testing/servicing of fire/security alarm systems,
and monthly inspection and annual servicing ofpor- • Renovated Bumham/Ash building for use as Public
table fire extinguishers. Works office space.
118
Property Management
Budget Unit: 2160
FY 2003-04 Goals and Objectives,
Continue implementation of Energy Conservation
Program (lighting retrofit/improvements for all City
facilities) to lower energy consumption by 2% in FY
2003-04.
i
• Respond to 801/o of approximately 200 monthly
RFAs, within 48 hours of receipt.
• Accomplish 100% of Town Hall and Water Audi-
torium setups within one hour before all scheduled )ti'
meetings, etc.
• Closely monitor contractor and vendor contracts for
the following services: ServiceMaster Janitorial Ser-
vices, Oregon Electric Group, Tigard-Tualatin
School District for HVAC Maintenance/Services,
Metro Safety and Fire.
• Continue implementation of HVAC replacement
program at City Hall.
• Continue ductwork-cleaning program at the Water
Building. }
119
Property Management
Budget Unit: 2160
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Facilities participating in an energy
efficient lighting program 18 18 18 19
Number ofHVAC system
replacements 1 2 1 1
Number ofADA building facility
upgrades 1 1 1 1
Number of RFAs completed
per month 200 200 200 220
Number of facilities to receive
seismic upgrades N/A N/A N/A 2
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Facilities meeting ADA standards 60% 60% 70% 80%
Reduction in energy consumption
yearly 3% 3% 3% 2%
Requests For Action responded to
within 48 hours 70% 70% 80% 80%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Building Maintenance Tech. H 2.00 2.00 2.00 2.00
Facilities Services Coordinator 1.00 1.00 1.00 1.00
Parks Manager 0.00 0.25 0.25 0.00
Property Division Manager 0.00 0.13 0.00 0.00
Public Works Manager 0.00 0.00 0.00 0.25
Total 3.00 3.38 3.25 3.25
120
Property Management
Budget Unit: 2160
Actual- Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003/04 2003/04
Personal Services
Positions 3.00 3.38 3.25 3.25 3.25 3.25
Wages $103,767 $117,922 $139,347 $148,365 $148,365 $148,365
Overtime 2,005 1,981 2,497 0 0 0
Benefits 38,587 45,033 55,411 54,729 54,729 54,729 }
Total Personal Services $144,359 $164,936 $197,255 $203,094 $203,094 $203,094
lMaterials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 140,999 133,684 182,764 133,273 133,273 133,273
Repair & Maintenance 40,965 40,747 50,800 45,800 45,800 45,800
Miscellaneous Expense 643 1,709 900, 900 900 900
Small Tools & Equipment 1,754 5,885 1,500 1,500 19500 1,500
Office Supplies .12,255 442 1,200 0 0 0
Advertising & Publicity 772 88 1,500 1,500 1,500 1,500
Fees/Dues/Subscriptions 582 86 900 600 600 600
Travel & Training 240 372 1,200 500 500 500
Fuel Expenses 917 1,165 1,000 1,360 1,360 1,360
Computer Software 0 0 0 0 0 0
Rents & Leases 354 704 700 700 700 700
Utilities 195,019 145,265 192,391 185,706 185,706 185,706
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $394,500 $330,147 $434,855 $371,839 $371,839 $371,839
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 17,660 0 20,060 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $17,660 $0 $20,000 $0 $0 $0
Total Budget Unit $556,519 $495,083 $652,110 $574,933 $574,933 $574,933
121
Water
Budget Unit: 2170
Program Results Several other items of interest in this budget include:
• Safe and reliable water that meets or exceeds all This budget includes continued membership and par-
EPA standards for water quality provided under nor- ticipation in several regional efforts and continuation
mal, peak, and emergency situations. of the ASR program. This is consistent with the goals
stated in "Tigard Beyond Tomorrow."
• Tigard water service area has an adequate and in-
novative funding mechanism to develop regional/sub Funding security upgrades.
regional water sources.
Services to be provided at this budgetary level will pro-
• Efficient water use will reduce water consumption vide for and/or maintain the following:
per customer by 1 % per year for the next ten years.
• Continue active participation in long term water sup-
Program Description ply development.
The WaterDivision has the primaryresponsibility to main- • Improve site security and reliability mandated by
tain, repair, and expand the water system, while at the EPA or federal programs.
same time providing a dependable water supply of the
highest quality to its customers. The Tigard Water Ser- • Perform the collection and reporting of mandated
vice Area is comprised of the cities of Durham, King water samples to ensure water potability.
City, two thirds of Tigard, and the unincorporated areas
of Washington County surrounding these cities, mostly • Prompt response to customer concerns regarding
in the Bull Mountain area. water quality and supply.
The FY 2003-04 Budget is impacted by a few big-ticket • Expand and, promote water conservation through
items which makes the budget increase: youth education and rebate programs.
1) Wholesale water costs are expected to rise 24%. • Maintain and operate the Aquifer Storage and Re-
2) The Aquifer Storage and Recovery project (ASR) covery (ASR) program.
has on-going impacts on materials and services cat-
egories in two areas: purchasing additional water to • Coordinate and administer the annual testing of
inject into the aquifer and energy costs for pumping. backflow devices in the service area.
While ASR will save money in the long term, in the
short term it increases operating expenses. • Operate and maintain water infrastructure.
3) Installation of security enhancements at water facili-
ties. FY 2002-03 Accomplishment
4) Ability to provide additional water quality data within
the distribution system. • Implemented Best Management Practices (BMPs)
5) Increased costs of repair and maintenance of regu- in the Division.
lators.
6) Increase in mandated water sampling requirements. . Enhanced Water Conservation Program through
7 Imposed water connection fee (Oregon Health Di-
rebate programs and voluntary odd/even watering
vision). schedules during summer months.
122
Water
Budget Unit. 2170
• Reduced water loss from the water distribution sys- Evaluate the methods to build more efficiency into
tem through better water accountmg/metenng. the meter reading program (touch read, radio,
etc.).
• Implemented additional security measures at reser-
voir sites. Begin construction of the Alberta Rider site
reservoir.
• Reduced the number of taste and odor concerns by
customer base through implementation of BMPs. Provide outstanding customer service.
• Reduced the percentage of customers with inter- Implement intermediate water source projects
rupted water service through implementation of (ASR).
BMPs.
• Complete SCADA upgrade (started in FY 2002-
• Completed the pilot testing of Aquifer Storage and 03).
Retrieval (ASR). Continued with Phase III - full
scale implementation. • Complete vulnerability assessment (security).
• Continued the fire hydrant replacement/upgrade • Implement program for monitoring water quality
program. within the distribution system.
• Upgraded existing telemetry (SCADA) system. • Update fire hydrants which do not currently meet
accessibility and installation of storz adapters.
• Expanded the 2" service replacement program.
• Participated in long term water supply studies in
both Bull Run and Tualatin/Trask watersheds.
• Participated in one Joint Water Commission
Capital Improvement Project.
FY 2003-04 Goals and Objectives
• Maintain the water distribution system utilizing
Best Management Practices.
• Long term water supply evaluation, participation in
regional water supply projects.
• Complete database management system (Hansen).
123
Water
Budget Unit. 2170
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of main breaks-repaired N/A N/A 12 15
Miles of distribution piping maintained
(w/BMP's) - total number of miles of
pipe 200 - year 2001 N/A N/A 50 75
Percentage of meters read by staff
(manually) N/A N/A 100% 95%
Percentage of meters read by staff
(automation) N/A N/A 0% 5%
Total meters in system 15,764 16,012 16,232 16,599
Number of conservation workshops 2 4 8 0
Average daily demand (mgd) 5.80 6.00 6.00 6.00
Peak day demand (mgd) 13.11 13.00 13.00 12.30
Replacement of old 2" galvanized
water services; total 200 in system N/A 20 40 38
Replacement of old, two-port fire
hydrants; total 170 in system N/A 20 40 38
EFFECTIVENESS MEASURES
2000/01 200102 2002/03 2003/04
Summer peak water supplied in-house
(support ASR development - mgd) N/A N/A 2.0 1.4
Number of taste and odor concerns on
an annual basis (excluding construction
activities, 2001 pop. of 47,000) N/A N/A 150 30
Reduction of water use due to
conservation efforts N/A N/A 1% 1%
J 124
Water
Budget Unit. 2170
EFFECTIVENESS MEASURES (CONTINUED)
2000/01 2001/02 2002/03 2003/04
Percentage of water customers with
uninterrupted water service (excluding
construction activities) N/A N/A 98% 99%
Percentage of water samples absent
of coliform bacteria N/A N/A 100% 100%
Ratio of main breaks per mile of
pipe (base of 200 miles pipe + five
miles pipe per year) N/A N/A 0.06 0.07
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Engineering Manager 0.00 0.00 0.00 1.00
Engineering TechnicianH 1.00 1.00 1.00 1.00
Public Works Manager 0.00 0.00 0.30 0.00
Senior Utility Worker 3.00 3.00 3.00 3.00
Utility Divison Manager 0.50 0.25 0.00 0.00
Utility Worker H 7.50 8.50 8.70 7.50
Water Operations Supervisor 2.00 2.00 2.00 2.00
Water Quality Program Coord. 3.00 3.00 3.00 2.50
Water Resource Specialist 0.00 0.20 0.00 0.00
Total 17.00 17.95 18.00 17.00
125
Water
Budget Unit: 2170
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001102 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 17.00 17.95 18.00 17.00 17.00 17.00
Wages $519,999 $654,991 $750,046 $770,247 $770,247 $770,247
Overtime 36,573 36,221 32,015 6,475 6,475 6,475
Benefits 189,868 239,527 309,375 313,151 313,151 313,151
Total Personal Services $746,440 $930,739 $1,091,436 $1,089,873 $1,089,873 $1,089,873
Materials & Services
Water Costs $2,376,466 $2,623,570 $2,960,469 $3,250,593 $3,250,593 $3,250,593
Prof. & Contract Services 139,079 121,583 117,043 112,843 112,843 112,843
Repair & Maintenance 197,263 192,357 150,445 133,765 133,765 133,765
Miscellaneous Expense 8,246 12,683 12,694 9,505 9,505 9,505
Small Tools & Equipment 23,519 18,847 13,355 9,850 9,850 9,850
Office Supplies 2,356 2,435 15,500 5,500 5,500 5,500
Advertising & Publicity 51,401 32,737 66,870 36,470 36,470 36,470
Fees/Dues/Subscriptions 7,245 4,738 8,070 7,930 7,930 7,930
Travel & Training 8,356 9,927 8,739 1,039 5,415 5,415
Fuel Expenses 19,320 16,442 17,010 23,375 23,375 23,375
Computer Software 0 1,358 0 0 0 0
Rents & Leases 1,720 2,701 3,000 3,000 3,000 3,000
Utilities 7,262 9,977 3,420 5,700 5,700 5,700
Insurance 1,945 109 1,000 1,000 1,000 1,000
Library Materials 0 0 0 0 0 0
Total Materials & Services $2,844,178 $3,049,464 $3,377,615 $3,600,570 $3,604,946 $3,604,946
Capital Outlay
Land & Improvements $0 $6,455 $5,000 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 39,244 170,000 185,000 185,000 185,000
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $45,699 $175,000 $185,000 $185,000 $185,000
Total Budget Unit $3,590,618 $4,025,902 $4,644,051 $4,875,443 $4,879,819 $4,879,819
1
126
,J
i
City of Tigard, Oregon
Development Services Program
Organizational Chart ..........................................................................127
Expenditure/FTE Summary ...............................................................128
Community Development Department
Organization Chart/FTE Summary ...............................................129
CD Administration ........................................................................130
Building Inspection .......................................................................133
Current Planning ...........................................................................137
Long Range Planning ...................................................................140
Engineering Department
Organization Chart/FTE Summary ...............................................143
Engineering ...................................................................................144
Street Lights & Signals .................................................................150
d
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h
C
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• n
City of Tigard, Oregon
DEVELOPMENT
SERVICES
Community
Development
Engineering
127
Development Services Program
The Development Services program includes the Community Development and Engineering Departments. The
major functions of the program are community planning; parks planning and development; building plan review
and inspections; general economic development activities; design and construction of capital improvement
prof ects; and review of proposed private development and inspection to ensure compliance with City standards.
The budget for this program is down about 1.7% from. the FY 2002-03 Adopted Budget. This decrease is due
primarily to staff and contractual services reductions. The net reduction in FTE in this program area is. 5 FTE.
This program area is funded from a variety of City funds related to each of the service areas within the program.
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003/04 2003104
# Positions 44.00 46.50 46.50 46.00 46.00 46.00
Personal Services $2,598,502 $2,905,877 $3,202,817 $3,289,799 $3,289,799 $3,300,756
Materials & Services 827,006 823,813 838,085 645,826 646,292 646,292
Capital Outlay 0 0 0 35,000 35,000 35,000
Total Development Services - by Category $3,425,508 $3,729,690 $4,040,902 $3,970,625 $3,971,091 $3,982,048
Budget by Division
Community Development Administration $292,672 $287,886 $268,848 $260,266 $260,266 $260,266
Building Inspection 908,517 1,076,542 992,792 1,190,263 1,190,263 1,201,220
Current Planning 435,866 505,669 576,839 552,187 552,187 552,187
Long Range Planning 396,804 355,362 470,217 411,148 411,148 411,148
Total Community Dev. - by Division $2,033,859 $2,225,459 $2,308,696 $2,413,864 $2,413,864 $2,424,821
Engineering $1,048,547 $1,111,290 $1,257,206 $1,138,761 $1,139,227 $1,139,227
Street Lights & Signals 343,101 392,941 475,000 418,000 418,000 418,000
Total Engineering - by Division $1,391,648 $1,504,231 $1,732,206 $1,556,761 $1,557,227 $1,557,227
Total Development Serv. - by Division $3,425,507 $3,729,690 $4,040,902 $3,970,625 $3,971,091 $3,982,048
Budget by Fund
General Fund $2,173,889 $2,260,207 $2,573,110 $2,362,362 $2,362,828 $2,362,828
Gas Tax Fund 343,101 392,941 475,000 418,000 418,000 418,000
Building Fund 908,517 1,076,542 992,792 1,190,263 1,190,263 1,201,220
Total Development Serv. - by Fund $3,425,507 $3,729,690 $4,040,902 $3,970,625 $3,971,091 $3,982,048
128
COMMUNITY
DEVELOPMENT
Administration Current
Planning
Building Long Range
Inspection Planning
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001102 2002/03 2003/04 2003/04 2003/04
# Positions 28.50 30.50 30.50 31.50 31.50 31.50
Personal Services $1,659,469 $1,883,550 $2,055,299 $2,211,810 $2,211,810 $2,222,767
Materials & Services 374,390 341,909 253,397 167,054 167,054 167,054
Capital Outlay 0 0 0 35,000 35,000 35,000
Total Community Dev. - by Category $2,033,859 $2,225,459 $2,308,696 $2,413,864 $2,413,864 $2,424,821
Budget by Division
Community Development Administration $292,672 $287,886 $268,848 $260,266 $260,266 $260,266
Building inspection 908,517 1,076,542 992,792 1,190,263 1,190,263 1,201,220
Current Planning 435,866 505,669 576,839 552,187 552,187 552,187
Long Range Planning 396,804 355,362 470,217 411,148 411,148 411,148
Total Community Dev. - Division $2,033,859 $2,225,459 $2,308,696 $2,413,864 $2,413,864 $2,424,821
Budget by Fund
General Fund $1,125,342 $1,148,917 $1,315,904 $1,223,601 $1,223,601 $1,223,601
Building Fund 908,517 1,076,542 992,792 1,190,263 1,190,263 1,201,220
Total Community Dev. - by Fund $2,033,859 $2,225,459 $2,308,696 $2,413,864 $2,413,864 $2,424,821
129
Community Development Administration
Budget Unit: 2210
Program Results FY 2003-04 Goals and Objectives
• Leadership and management are provided for the . Maintain liaison to the City Council, Tigard Central
growth and development of Tigard consisteht with Business District Association, and other civic or-
community goals. ganizations.
• Accurate and timely information and assistance is . Meet goals established by Council that are the re-
provided regarding development, development regu- sponsibility of Community Development.
lations, permit processing, and issuance.
Program Description
The Community Development Department includes the
Long Range Planning, Current Planning, and Building
Divisions.
The Community Development Director is responsible
for the overall management of the functions of the De-
partment, which includes community planning; adminis-
tration ofthe Development Code; building plan review
and inspections; and customer service at the front counter.
FY 2002-03 Accomplishments
• Provided general policy and management oversight.
Accomplishments. for the Department included final
action on the Washington Square Regional Center
Funding Strategy Implementation Plan, adoption of
the Transportation System Plan, Affordable Hous-
ing Program, renewal of the Washington County
Urban Services Intergovernmental Agreement,
adoption of Senate Bill 122 agreement, and many
other policy decisions.
• Accurate and timely information provided to the
public and decision makers on development trends,
regulations, and special studies.
130
Community Development Administration
Budget Unit: 2210
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Provide resources for community
development to public and civic
organization (Y/l) Yes Yes Yes Yes
Present special studies for City
Council consideration (Y/1) Yes Yes Yes Yes
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Tigard's building inspection program
meets all state statutes and rules (Y/1) Yes Yes Yes Yes
Tigard's current planning program
complies with all state and regional
programs, statutes, and rules
of decisions within 120 days) 100% 100% 100% 100%
Tigard's long range planning program
complies with all state and regional
goals and rules (Y/N) Yes Yes Yes Yes
Tigard complies with Metro and
Department of Land Conservation
and Development regulations (Y/l) Yes Yes Yes Yes
The Community Development Depart-
ment meets Council's goals (Y/1) Yes Yes Yes Yes
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Community Development Director 1.00 1.00 1.00 1.00
Confidential Executive Assistant 1.00 1.00 1.00 1.00
Permit Coordinator 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00
131
Community Development Administration
Budget Unit: 2210
Actual Actual Adopted, Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003104
Personal Services
Positions 3.00 3.00 3.00 3.00 3.00 3.00
Wages $166,008 $169,296 $175,221 $178,014 $178,014 $178,014
Overtime 0 0 0 0 0 0
Benefits 49,605 53,816 58,968 58,028 58,028 58,028
Total Personal Services $215,613 $223,112 $234,189, $236,042 $236,042 $236,042
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 45,606 34,171 0 0 0 0
Repair & Maintenance 827 33 235 235 235 235
Miscellaneous Expense 542 163 255 113 113 113
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 23,741 22,749 23,170 18,630 18,630 18,630
Advertising & Publicity 157 0 275 135 135 135
Fees/Dues/Subscriptions 3,442 6,764 4,509 3,736 3,736 3,736
Travel & Training 2,214 668 5,982 1,375 1,375 1,375
Fuel Expenses 451 83 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 79 143 233 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $77,059 $64,774 $34,659 $24,224 $24,224 $24,224
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $292,672 $287,886 $268,848 $260,266 $260,266 $260,266
132
Building Inspection
Budget Unit: 2220
Program Results
• Buildings are constructed and built to the State of Continued to implement new Oregon Administra-
Oregon specialty codes and are safe for all occu- tive Rules as promulgated by Senate Bills 512 and
pants and users. 587. Among these were the Master Builder Pro-
gram, phased permitting, deferred submittal pro-
Existing housing is safe, habitable, and in good re- cesses, and associated fees.
pair.
• Completed a Building Division Contract Feasibility
• The Building Inspection Division is supported by a Study with the Finance Department.
dedicated fund, which is generated by permit rev-
enues.
Program Description FY 2003-04 Goals and Objectives
• Monitor budget on an on-going basis to ensure ex-
The Building Inspection Division, part of the Commu- penditures are within budgetary restraints in order
pity Development Department, is responsible for review- to accumulate additional reserve funding.
ing plans, issuing permits, and inspection of construction
to ascertain compliance with the State of Oregon spe- Work with homeowners, landlords, and property
cialty codes (Title 14 of the Tigard Municipal Code managers in resolving housing deficiencies as related
adopts these in more detail). The specialty codes in- to the Housing Code Program.
clude building, plumbing, mechanical, and electrical
codes, and other rules and statutes. The Division also
enforces other requirements of the Tigard Municipal Provide building, plumbing, mechanical, and electri-
Code and Community Development Codes and ordi- cal plan review services for new construction with
nances, including the Housing Code. The Building In- service level standards during peak times.
spection Division is managed by the Building Official and
is comprised of Plans Examiners, Inspectors, and sup- Provide building, plumbing, mechanical, and electri-
port staff. cal inspection services for new construction with
service level standards during peak times.
FY 2002-03 Accomplishments
• Continued to build the dedicated reserve fund to
supplement the Building Division during periods of
decreased construction activity.
• Continued to analyze current processes and modify
as necessary to improve customer service and effi-
ciency.
133
Building Inspection
Budget Unit: 2220
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Single familypemrits (Tigard) 170 220 207 255
Single family permits
(Urban services area) 160 200 177 123
Multi family units (Tigard) 0 27 30 30
Multi-family units
(Urban services area) N/A 0 0 0 i
Commercial Buildings(Tigard)
new buildings 0 0 0 1
Commercial Buildings (Tigard)
alterations 600 450 500 490
Commercial Buildings
(Urban services area) N/A 0 0 1
Number ofinspections(Tigard) 19,672 14,134 13,000 13,500
Number of inspections
(Urban services area) 10,973 7,155 6,370 6,800 lr
Totalnumber ofpermits (Tigard)
(All types) 4,117 3,126 2,760 2,900
Total number of permits
(Urban services area) 1,307 4,296 3,780 3,850
Number ofhousing complaints
investigated (accepted cases) 162 185 196 207
i;
JI
134
Building Inspection
Budget Unit: 2220
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Percent ofinspections
requiring remspections due to
code deficiencies N/A 31% 28% 30%
Percentage of housing complaints
investigated obtaining compliance 99% 98% 98% 98%0
Requested building inspections
performed the following business
day of receipt of request N/A 99% 99% 96%
Plan review turnaround time
(Single family) (weeks) N/A 2 2 2
Plan review turnaround time
(Commercial tenant improvement)
(weeks) N/A 3 3 3.5
Plan review turnaround time
(Commercial - new buildings)
(weeks) N/A 4-6 4-6 5-7
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Administrative Specialist I 0.00 0.00 0.00 0.50
Administrative Specialist H 1.00 1.00 1.00 1.00
Building Official 1.00 1.00 1.00 1.00
Inspection Supervisor 1.00 1.00 1.00 1.00
Inspector I 2.00 2.00 2.00 1.00
Inspector H 2.00 2.00 2.00 2.00
Management Analyst 0.00 0.00 0.00 1.00
Permit Specialist 0.50 0.50 0.50 0.80
Permit Technician 1.00 2.00 2.00 2.00
Plans Examiner 1.00 1.00 1.00 1.00
Senior Inspector 2.00 2.00 2.00 3.00
Senior Plans Examiner 1.00 1.00 1.00 1.00
Total 12.50 13.50 13.50 15.30
135.
Building Inspection
Budget Unit: 2220
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003/04 2003/04
Personal Services
Positions 12.50 13.50 13.50 15.30 15.30 15.30
Wages $602,565 $698,319 $689,263 $807,829 $807,829 $817,829
Overtime 6,861 5,705 9,315 4,100 4,100 4,100
Benefits 176,722 193,308 218,028 264,524 264,524 265,481
Total Personal Services $786,148 $897,332 $916,606 $1,076,453 $1,076,453 $1,087,410
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 89,833 142,929 30,070 40,570 40,570 40,570
Repair & Maintenance 8,117 4,261 7,000 5,000 5,000 5,000
Miscellaneous Expense 8,979 8,099 6,551 4,661 4,661 4,661
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 1,059 4,223 4,800 4,800 4,800 4,800
Advertising & Publicity 946 2,409 500 500 500 500
Fees/Dues/Subscriptions 401 1,116 1,050 690 690 690
Travel & Training 3,576 6,838 15,415 9,989 9,989 9,989
Fuel Expenses 4,267 3,877 5,200 7,000 7,000 7,000
Computer Software 0 0 0 0 0 0
Rents & Leases 1,942 2,684 2,400 2,400 2,400 2,400
Utilities 3,249 2,774 3,200 3,200 3,200 3,200
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $122,369 $179,210 $76,186 $78,810 $78,810 $78,810
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 35,000 35,000 35,000
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $35,000 $35,000 $35,000
Total Budget Unit $908,517 $1,076,542 $992,792 $1,190,263 $1,190,263 $1,201,220
136
Current Planning
Budget Unit: 2230
A
Program Results FY 2002-03 Accomplishments
• All development will meet Comprehensive Plan and • Continued improvement of service standard perfor-
Development Code standards. mance.
• All development will be compatible with environ- . Maintenance of customer service in light of staffing
mental conditions including steep slopes, wetlands, vacancies.
hazards, and flood plains.
All land use development will be served with water, . Completion of Planned Development revisions and
• sanitary sewer, storm sewer, streets, and public fa- analysis of bed and breakfast provisions.
cilities meeting City standards and requirements.
FY 2003-04 Goals and Objectives
Program Description
• Continue to train new staff so they will effectively
The Current Planning Division provides zoning and de- process development plans and code amendments.
velopment information, conducts pre-application con-
ferences, and reviews land use applications. Applica- • Continue implementation of the Washington Square
lions include zone changes, sensitive lands, subdivisions, Regional Center development code changes.
variances, planned developments, land partitions, site
design reviews, conditional uses, temporary uses, signs, . Prepare at least three code amendments from back-
sign code exceptions, and land use decision appeals to log, including hillside development, mobile home
the Hearings Officer, Planning Commission, and City garages, water quality standards, and home occu-
Council. The Current Planning Division works with the
Long Range Planning Division to coordinate and review pations, if developed workload allows.
comprehensive plan amendments and annexations.
• Continue to monitor effectiveness of 1998 Devel-
The Division applies and updates the Community De- opment Code.
velopment Code and updates the Comprehensive Plan.
Staff support is provided to the Planning Commission, . Continue investigationofland use violations and bring
Hearings Officer/Referee, Citizen Involvement Teams, into compliance.
two Citizen Participation Organizations, and miscella-
neous working groups. The Division is also responsible • Process all development applications within service
for general code enforcement activities. standards.
• Work with Long Range Planning Division on Metro
requirements, urban growth boundary expansion, and
Bull Mountain.
137
r
Current Planning
Budget Unit: 2230
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number ofdevelopment applications 334 304 330 340
Number of land use decisions made by:
Director 325 282 300 323
Planning Commission/
Hearings Officer 20 15 20 22
City Council 10 8 8 5
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Land use decisions made within 120
days 100% 100% 100% 100%
Land use decisions made within
service standards 85% 94% 97% 90-94%
Developments that meet ordinance
standards and process 10% 100% 100% 100%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Administrative SpecialistI 0.50 0.50 0.50 0.00
Administrative Specialist H 1.00 0.00 0.00 0.00
Assistant Planner 1.00 1.00 1.00 0.00 '
Associate Planner 2.00 1.00 2.00 3.00
Code Compliance Specialist 1.00 1.00 1.00 1.00
Permit Specialist 0.50 0.50 0.50 0.20
Penn it Technician 2.00 2.00 2.00 2.00
Planning Manager 1.00 1.00 1.00 1.00
Senior Administrative Specialist 0.00 1.00 1.00 1.00
SeniorPlanner 0.00 1.00 0.00 0.00
Total 9.00 9.00 9.00 8.20
138
Current Planning
Budget Unit: 2230
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 9.00 9.00 9.00 8.20 8.20 8.20
Wages $309,379 $352,735 $386,707 $386,227 $386,227 $386,227
Overtime 47 91 772 765 765 765
Benefits 95,899 115,670 149,140 139,869 139,869 139,869
Total Personal Services $405,325 $468,496 $536,619 $526,861 $526,861 $526,861
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 20,172 21,576 13,408 7,856 7,856 7,856
Repair & Maintenance 658 828 2,420 1,345 1,345 1,345
Miscellaneous Expense 1,562 1,438 1,559 1,996 1,996 1,996
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 0 4,394 4,700 3,950 3,950 3,950
Advertising & Publicity 4,220 2,655 3,300 3,300 3,300 3,300
Fees/Dues/Subscriptions 2,054 1,616 5,305 2,415 2,415 2,415
Travel & Training 1,060 4,106 7,793 2,284 2,284 2,284
Fuel Expenses 595 261 1,235 1,680 1,680 1,680
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 220 299 500 500 500 500
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $30,541 $37,173 $40,220 $25,326 $25,326 $25,326
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $435,866 $505,669 $576,839 $552,187 $552,187 $552,187
139
Long Range Planning
Budget Unit: 2240
Program Results
Accommodate growth while protecting the character and Continued participation in policy discussions on Ur-
livability ofthe community through long range planning ban Growth Boundary issues.
and through implementation of the City's Vision.
FY 2003-04 Goals and Objectives
Program Description
Long Range Planning is responsible for monitoring and • Continue participation in regional discussions on the
analyzing present and future physical, demographic, eco- Urban Growth Boundary.
nomic, and development conditions and trends; clarify- Continue participation in regional funding programs,
ing and recommending ways to implement shared City such as MTIP (Metropolitan Transportation Inter-
goals; developing and implementing growth management governmental Program), CDBG (Community De-
and annexation programs; maintaining, updating, and
ent Block Grants, Economic Development
implementing Tigard's Comprehensive Plan; conducting Grants')
Grants
technical studies and special planning projects such as
park and natural area planning, urban design and special
studies; transportation planning; coordination of plan- Continue participating in Metro Goal program
ning issues with other jurisdictions; developing and main-
taining citywide geographic information mapping
systems(GIS). Continue developing Downtown Revitalization Strat-
egy-Long Range Planning provides support to the City Coun-
cil, Planning Commission, City Manager, and neighbor- Finalize Bull Mountain facilities plan.
hood and community planning organizations.
FY 2002-03 Accomplishments
• Adoption of the Tigard Transit Action Plan.
• Adoption of Washington Square Regional Center
Plan Funding Strategy.
• Continued development of the Bull Mountain An-
nexation Strategy.
• Continued special planning projects, including sup-
port for natural areas and park planning.
• Adoption of the Affordable Housing Plan.
• Continual grant research and management of
awarded grants. 1
140
Long Range Planning
Budget Unit. 2240
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Develop infrastructure funding
program, for Washington Square
Regional Center (WSRC) Y/N N/A N/A Yes Yes
Develop transportation demand
management program for WSRC N/A N/A Yes No
Develop Bull Mountainpublic facility
plan (Y/1) N/A N/A Yes Yes
Develop and update dynamic web
map for Tigard themes (Y/1) N/A N/A N/A Yes
Develop regional wildlife resource
protection program (Y/N) N/A N/A N/A Yes
Implement Affordable Housing
Program (Y/N) N/A N/A N/A No
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Council adoption of Washington
Square Regional Center
Implementation Program (Y/1) N/A N/A Yes N/A
Council adoption of Transportation
Demand Management Program (Y/N) N/A Yes Yes No
Council adoption of Downtown
Revitalization Program (Y/N) N/A N/A N/A N/A
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Assistant Planner 0.00 1.00 1.00 1.00
Associate Planner 3.00 3.00 3.00 3.00
Planning Manager 1.00 1.00 1.00 1.00
Total 4.00 5.00 5.00 5.00
141
Long Range Planning
Budget Unit: 2240
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003/04 2003/04
Personal Services
Positions 4.00 5.00 5.00 5.00 5.00 5.00
Wages $197,900 $228,684 $270,630 $269,183 $269,183 $269,183
Overtime 26 0 0 0 0 0
Benefits 54,457 65,926 97,255 103,271 103,271 103,271
Total Personal Services $252,383 $294,610 $367,885 $372,454 $372,454 $372,454
Materials & Services
Water Costs $0. $0 $0 $0 $0 $0
Prof. & Contract Services 132,996 46,629 79,000 25,000 25,000 25,000
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 4,675 6,497 5,150 5,209 5,209 5,209
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 0 3,748 4,100 4,100 4,100 4,100
Advertising & Publicity 2,191 898 400 400 400 400
Fees/Dues/Subscriptions 663 1,069 2,045 990 990 990
Travel & Training 3,896 1,659 11,637 2,995 2,995 2,995
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 0 252 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $144,421 $60,752 $102,332 $38,694 $38,694 $38,694
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0. 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $396,804 $355,362 $470,217 $411,148 $411,148 $411,148
142
ENGINEERING
Engineering
Street Lights
& Signals
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003104
# Positions 15.50 16.00 16.00 14.50 14.50 14.50
Personal Services $939,033 $1,022,327 $1,147,518 $1,077,989 $1,077,989 $1,077,989
Materials & Services 452,616 481,904 584,688 478,772 479,238 479,238
Capital Outlay 0 0 0 0 0 0
Total Engineering - by Category $1,391,649 $1,504,231 $1,732,206 $1,556,761 $1,557,227 $1,557,227
Budget by Division
Engineering $1,048,547 $1,111,290. $1,257,206 $1,138,761 $1,139,227 $1,139,227
Street Lights and Signals 343,101 392,941 475,000 418,000 418,000 418,000
Total Engineering - Division $1,391,648 $1,504,231 $1,732,206 $1,556,761 $1,557,227 $1,557,227
Budget by Fund
General Fund $1,048,547 $1,111,290 $1,257,206 $1,138,761 $1,139,227 $1,139,227
State Gas Tax Fund 343,101 392,941 475,000 418,000 418,000 418,000
Total Engineering - by Fund $1,391,648. $1,504,231 $1,732,206 $1,556,761 $1,557,227 $1,557,227
143
Engineering Department
Budget Unit: 2250
Program Results Program Description
• The Engineering Department supports the City's The Engineering Department is directed by the City En-
goals and objectives. gineer. It designs and constructs capital improvement
projects and provides review of proposed private de-
• Private developments are designed and constructed velopment and inspection to insure compliance with City
in accordance with the City's standards and require- standards.
ments.
The Development Review Division provides technical
I . Public improvements by developers are con- review and issues permits for proposed private devel-
structed to meet City design standards and de- opment projects, provides inspections to assure com-
velopment code provisions. pliance with City standards, and maintains records re-
2. Hillside development is constructed in accor- lating to public facilities.
dance with City and State regulations.
3. As built information system is space efficient and The Capital Improvement Program Division manages
provides up-to-date, accurate information for the capital improvement program for public streets and
the City's customers. utilities and prepares facilities plans for future improve-
4. Public improvements perform in accordance ment needs.
with design life.
FY 2002-03 Accomplishments
• The City's transportation system is safe and efficient
for all modes of travel. Capital Improvement Projects:
1. The City's street infrastructure is properly main- . Initiated and completed the processes to select an
tained and upgraded as needed to meet future Architectural/Engineering firm, a Project Manager,
traffic demands. and a Construction Manager/General Contractor for
2. Capital improvement projects are designed and the Tigard New Library Project.
constructed properly to enhance traffic flow and Oversaw the design phase of the new Library and
traffic safetywhile minimizing maintenance costs. the initiation of construction in May 2003.
3. The City's neighborhood streets are safe for
pedestrians, bicyclists, and motorists and carry . Designed improvements for Wall Street and Hall
traffic volumes appropriate for residential neigh- Boulevard intersection and approaches to provide
borhoods. access to the new Tigard Library and the develop-
ment south of the new Library site.
• The Engineering Department enhances environmental
quality in the City by providing adequate storm drain Completed land acquisition, design, and started con-
and sanitary sewer services to citizens of Tigard. struction of Gaarde Street Improvements Phase 2
reconstructing Gaarde St from Highway 99W to
• The Engineering Department keeps abreast of and 121st Avenue.
addresses regional and national issues that may af-
fect the City. Placed approximately 12,500 square yards ofpave-
ment overlay on various City streets including North
Dakota Street, Rose Vista Drive, Johnson Street,
School Street, and Bonita Road.
144
Engineering Department
Budget Unit: 2250
• Installed ten traffic calming devices on four City New Revenue Sources:
streets.
Worked with the Transportation Financing Strategies
• Completed four sanitary sewer reimbursement dis- Task Force to evaluate potential sources of new rev-
Completed four
102 residences. enue for both street system maintenance and major street
improvements. The Task Force proposed a Street Main-
tenance Fee to provide new revenue for street system
• Improved approaches to the railroad track on 72"d maintenance. Staff produced a report that established
Avenue north of Kable Street. the methodology and rates to be charged for the various
land uses in the City. An extensive public process was
• Constructed traffic signal on Durham Road at 981 conducted to provide information on the fee and to re-
Avenue. ceive input from citizens and businesses.
• Completed design for reconstruction and widening FY 2003-04 Goals and Objectives
of 121st Avenue and Walnut Street.
• . Continue Private Development review and inspec-
• Implemented a proj ect to upgrade Walnut Terrace tion•
from a gravel road to a 2-lane roadway with proper
drainage • Develop and implement the annual Capital Improve-
ment Program.
• Added storm drain capacity to eliminate risks of
flooding below Aspen Ridge. Develop alternative funding sources for major street
improvements.
• Rehabilitated approximately 1,200 lineal feet of ex- . Establish and implement a Street Maintenance Fee
isting pipe at six locations. for street system maintenance citywide.
• Prepared the Preliminary Engineer's Report for the • Continue implementation of the Citywide Sewer
proposed Wall Street LID. Extension Program.
Private Development: • Oversee the new Library project and complete the
construction to allow the new Library to open in late
• Processed 134 new permits for minor and major Summer2004.
projects totaling $4.2 million in public improvements
within the City and $1.3 million in the Urban Ser- Provide assistance to other departments as needed
in support of Council goals and City programs.
vices Area.
Reviewed and inspected public improvements in Incorporate citizen involvement processes in the
•
such major development projects as Tuscany, Engineering Department programs.
Thornwood, Cascadian Place, and Whistlers Walk Upgrade equipment and software in support of En-
subdivisions. gineering Department activities and program changes.
145
Engineering Department
Budget Unit: 2250
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Preparation of Comprehensive Public
FacilityPlans
Percent of plans completed N/A N/A 100% 100%
Private Development Review Activities:
Number of subdivisions requiring
additional geotechnical review by City 3 1 3 2
Number of Public Facility Improvement
Permits issued (prior to FY 03/04,
counted only CAP projects, not all
PFI projects.) 10 18 11 130
Capital Improvement Program Actual
expenditure vs allocated CIP funding:
Street Projects
Gas Tax 94% 96% 100% 100%
Traffic Impact Fees (City and urban serv_) 73% 31% 100% 100%
Sanitary Sewer Projects 42% 20% 100% 100%
Storm Drainage Projects 44% 27% 100% 100%
Traffic Calming
Number of traffic calming devices installed
yearly 8 18 8 6
Sanitary Sewer
Major maintenance
Number of identified repairs completed 3 2 2 2
Citywide Sewer Extension Program
Number of sewer service laterals provided 60 39 65 130
Storm Drainage
Major maintenance
Number of identified repairs completed 3 2 2 2
146
Engineering Department
Budget Unit: 2250
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Private Development Review Activities:
Projects that require major repairs
of public improvements during the
1-year maintenance period 0% 3% .3% 1%
Subdivisions that exhibit grading
problems after City acceptance of
project 1% 3% 3% 1%
Capital Improvement Program Implementation
Streets:
CIP street projects designed 80% 90% 80% 80%
CIP street projects constructed 80% 75% 80% 80%
TrafficCalming:
Reduction of 85th percentile speeds 90% 90% 90% 90%
Sanitary Sewer and Storm Drain Services
Sanitary Sewer:
Major maintenance:
Percent of repairs completed N/A 65% 100% 100%
Maintenance problem eliminated Yes Yes Yes Yes
Citywide Sewer Extension Program:
Percent of scheduled reimbursement
districts completed N/A 90% 90% 90%
Lineal footage of sewer installed as
a percentage of the total master plan
layout N/A 10% 25% 40%
New sewer connections as a percentage
of total laterals in preceding years N/A 5% 20% 20%
Storm Drainage:
Major maintenace: percent of repairs
completed 75% 75% 85% 85%
Maintenance problems eliminated Yes Yes Yes Yes
Percentage of storm drainage pipe
upgraded N/A 100% 100% 100%
Projects in supporting City programs
are completed in a timely manner N/A Yes Yes Yes
147
Engineering Department
Budget Unit: 2250
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Administrative SpecialistI 0.50 0.50 0.50 0.00
Administrative SpecialistlI 0.00 0.50 0.50 0.50
City Engineer 1.00 1.00 1.00 1.00
Engineering Manager 2.00 2.00 2.00 2.00
Engineering/Survey Specialist 1.00 1.00 1.00 1.00
Engineering Technician I 1.00 1.00 1.00 1.00
Engineering Technician 11 5.00 3.00 3.00 3.00
Project Engineer 2.00 2.00 2.00 2.00
Senior Administrative Specialist 1.00 1.00 1.00 1.00
Senior Engineer Technician 2.00 4.00 4.00 3.00
Total 15.50 16.00 16.00 14.50
1
148
Engineering Department
Budget Unit: 2250
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 15.50 16.00 16.00 14.50 14.50 14.50
Wages $712,418 $772,905 $839,864 $777,494 $777,494 $777,494
Overtime 2,693 117 2,070 3,075 3,075 3,075
Benefits 223,921 249,305 305,584 297,420 297,420 297,420
Total Personal Services $939,032 $1,022,327 $1,147,518 $1,077,989 $1,077,989 $1,077,989
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 65,444 46,010 46,224 13,224 13,224 13,224
Repair & Maintenance 1,890 2,665 5,950 4,450 4,450 4,450
Miscellaneous Expense 7,179 5,258 11,563 9,405 9,405 9,405
Small Tools & Equipment 2,024 4,324 4,500 7,700 7,700 7,700
Office Supplies 15,736 11,828 10,900 10,000 10,000 10,000
Advertising & Publicity 1,385 0 1,000 500 500 500
Fees/Dues/Subscriptions 2,057 1;848 2,881 1,493 1,493 1,493
Travel & Training 7,927 9,062 19,170 7,000 7,466 7,466
Fuel Expenses 1,739 1,480 1,500 1,500 1,500 1,500
Computer Software 0 0 0 0 0 0
Rents & Leases 2,997 4,186 3,500 3,500 3,500 3,500
Utilities 1,137 2,302 2,500 2,000 2,000 2,000
Insurance 0 0 0. 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $109,515 $88,963 $109,688 $60,772 $61,238 $61,238
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $1,048,547 $1,111,290 $1,257,206 $1,138,761 $1,139,227 $1,139,227
149
Street Lights & Signals
Budget Unit: 2260
Program Results
• Collector streets are adequately lit for vehicular and • Completed the design and installation of the signal-
pedestrian safety. ization of the 981 Avenue and Durham Road inter-
section.
• Major intersections are upgraded with traffic signal
systems for safe and efficient movement of all modes • Completed the maintenance phase on several new
of transportation. subdivisions in the City and accepted the streets and
streetlight systems within these subdivisions. Among
• Neighborhood streets are provided adequate light- the new subdivisions are Applewood (Phases 1-3),
ing in accordance with City policies. Rose Meadows, Durham School Park, and others.
Program Description Completed the Gaarde Street Phase 2 Project de-
sign, which includes the signalization of the 121St
This budget unit addresses energy and maintenance costs Avenue/Gaarde Street intersection. The project also
for all of the City's existing streetlights and signal sys- includes new street lights throughout the entire project
tems. It includes funding for maintenance and minor up- length from Highway 99W to 121 st Avenue. The
grading of the existing traffic signal systems by contract project construction will begin in Spring 2003 and is
with Washington County. On a limitedbasis, it provides expected to be completed by late Fall of 2004.
for addition of new streetlights on collector streets to
eliminate dark spots and enhance safety. The responsi- FY 2003-04 Goals and Objectives
bility for monitoring the street light system, as well as the
administrative responsibility to pay for the energy costs, • Continue to keep the City's street light and traffic
has been transferred to the Public Works Department. signal systems operating satisfactorily throughout the
The installation of new lights and the coordination for fiscal year.
adjustment oftraffic signal timings and upgrades will re-
main with the Engineering Department. Funding for • Enhance street lighting through installation ofup to 5
Streetlights and Signals comes from Gas Tax Funds. new street lights in key locations throughout the City.
FY 2002-03 Accomplishments • Incorporate energy saving LED technology in all new
traffic signal system installations.
• Replaced 62 traditionalincandescent green light bulbs
on the City-owned traffic signal systems (at a cost • Integrate new street light and traffic signal systems
of $112.75 per light) with energy efficient and long installed through private development public im-
lasting green LED's (light-emitting diodes). The LED provements or City projects into the City's systems.
signals typically last at least five times longer than
the traditional bulbs and cost much less in energy • Continue to retrofit existing systems with energy sav-
costs. This conversion to the LED's is expected to ing LED fixtures to the extent possible with funding .
save the City approximately $2,200 annually in en- available.
ergy costs alone. The City applied for and received
a rebate of $60 per fixture through an incentive pro- • Transfer of the maintenance and administrative re-
gram from the Energy Trust of Oregon. The City sponsibilities for the existing street lights and traffic
has 75 green lights remaining for replacement in the signal systems to the Public Works Department.
next 2 to 3 years.
150
Street Lights & Signals
Budget Unit: 2260
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
New signal systems added 2 4 2 1
New street lights added 60 60 30 5
Public Facility Plan for streetlights
completed N/A 50% 100% 50%
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Level of service improvement
in new signalized intersections Yes Yes Yes Yes
Mileage of collector streets with
streetlights N/A 20% 25% 30%
Public Facility Plan for streetlights
adopted by City Council N/A N/A Yes N/A
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
None
151
Street ]Lights & Signals
Budget Unit: 2260
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 0.00 0.00 0.00 0.00 0.00 0.00
Wages $0 $0 $0 $0 $0 $0
Overtime 0 0 0 0 0 0
Benefits 0 0 0 0 0 0
Total Personal Services $0 $0 $0 $0 $0 $0
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 0 0 5,000 0 0 0
Repair & Maintenance 56,563 30,056 70,000 43,000 43,000 43,000
Miscellaneous Expense 0 0 0 0 0 0
Small Tools.& Equipment 0 0 0 0 0 0
Office Supplies 0 0 0 0 0 0
Advertising & Publicity 0 0 0 0 0 0
Fees/Dues/Subscriptions 0 0 0 0 0 0 1
Travel & Training 0 0 0 0 0 0
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 286,538 362,885 400,000 375,000 375,000 375,000
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $343,101 $392,941 $475,000 $418,000 $418,000 $418,000
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0 i
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0 ,
F
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $343,101 $392,941 $475,000 $418,000 $418,000 $418,000
,i
i.
152'
b
0
b R°
Policy and Administration Program
s•
Organizational Chart 153
Expenditure/FTE Summary 154
City Admininistration Department
Organization Chart/FTE Summary 155
Mayor & City Council 156
City Management 161
Human Resources 166
Network Services 170
Risk Management 173
Finance Department
Organizational Chart/FTE Summary 178
Finance Administration 179
Financial Operations 184
Office Services 188
Records .........................................................................................192
Municipal Court 196
City of Tigard, Oregon
POLICY
and
ADMINISTRATION.
city
Administration
Finance
153
Policy and Administration Program
The Policy and Administration Program consists of City Administration and the Finance Department. This
program includes a wide variety of functions that encompass the areas of administrative support, strategic
planning, city management, computer services, financial management, accounting, purchasing, utility billing,
municipal court, human resource management, records management, and risk management.
The budget has a decrease of 8.77% over the FY 2002-03 Adopted Budget. The number of authorized
positions has decreased by 2.5 FTE. The Mayor and Council and Municipal Court are funded completely out
of the General Fund with the other functions being funded by charge backs to other City programs that use
these common services.
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
# Positions 39.55 44.60 43.60 41.10 41.10 41.10
Personal Services $2,249,218 $2,561,903 $2,902,609 $2,858,791 $2,858,791 $2,858,791
Materials & Services 1,153,831 1,359,386 1,374,040 1,005,065 1,052,441 1,056,454
Capital Outlay 7,472 0 15,000 0 0 0
Total Policy & Admin. - by Category $3,410,521 $3,921,289 $4,291,649 $3,863,856 $3,911,232 $3,915,245
Budget by Division
Mayor & Council $98,570 $107,052 $88,347 $86,980 $93,860 $93,860
City Management 528,372 557,579 536,054 426,196 434,759 438,772
Human Resources 338,139 415,226 378,092 369,373 384,673 384,673
Network Services 630,791 864,828 963,101 730,938 730,938 730,938
Risk Management 367,061 417,084 513,089 510,379 510,379 510,379
Finance Administration 176,911 222,946 292,104 253,262 255,507 255,507
Financial Operations 699,379 733,753 830,891 821,769 824,347 824,347
Office Services 250,382 256,588 294,044 309,846 319,146 319,146
Records 124,849 143,725 185,867 140,708 140,708 140,708
Municipal Court 196,067 202,508 210,060 214,405 216,915 216,915
Total Policy & Admin. - by Division $3,410,521 $3,921,289 $4,291,649 $3,863,856 $3,911,232 $3,915,245
Budget by Fund
General Fund $294,637 $309,560 $298,407 $301,385 $310,775 $310,775
Central Services Fund 3,115,884 3,611,729 3,993,242 3,562,471 3,600,457 3,604,470
Total City Admin. - by Fund $3,410,521 $3,921,289 $4,291,649 $3,863,856 $3,911,232 $3,915,245
154
CITY
ADMINISTRATION
Mayor & Human
Council Resources
City Risk
Management Management
Network
Services
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
# Positions 15.80 19.80 19.80 17.00 17.00 17.00
Personal Services $1,128,251 $1,372,470 $1,538,804 $1,432,896. $1,432,896 $1,432,896
Materials & Services 831,814 989,299 939,879 690,970 721,713 725,726
Capital Outlay 2,868 0 0 0 0 0
Total City Admin. - by Category $1,962,933 $2,361,769 $2,478,683 $2,123,866 $2,154,609 $2,158,622
Budget By Division
Mayor & Council $98,570 $107,052 $88,347 $86,980 $93,860 $93,860
City Management 528,372 557,579 536,054 426,196 434,759 438,772
Human Resources 338,139 415,226 378,092 369,373 384,673 384,673
Network Services 630,791 864,828 963,101 730,938 730,938 730,938
Risk Management 367,061 417;084 513,089 510,379 510,379 510,379
Total City Admin. - by Division $1,962,933 $2,361,769 $2,478,683 $2,123,866 $2,154,609 $2,158,622
Budget By Fund
General Fund $98,570 $107,052 $88,347 $86,980 $93,860 $93,860
Central Services Fund $1,864,363 $2,254,717 $2,390,336 $2,036,886 $2,060,749 $2,064,762
Total City Admin. - by Fund $1,962,933 $2,361,769 $2,478,683 $2,123,866 $2,154,609 $2,158,622
155
Mayor & City Council
Budget Unit: 3110
Program Results
• Basic City services provided to citizens are cost ef- Bus service - Council adopted an action plan to work
fective and delivered without interruption. with Tri-Met to increase bus service in the Tigard
area.
• Tigard's interest in regional and statewide activities
is coordinated with appropriate agencies and juris- • Parks and Recreation
dictions. Complete Parks Master Plan - Work has been accom-
plished in Summerlake Park (off-leash dog area,
• Tigard citizens are involved in the community and children's playgrounds, and renovation of existing
participate effectively. playgrounds). Bonita Park construction began and
Phase II of the Cook Park master plan was com-
• Programs and activities are available in the commu- pleted in December. New recreation features at
nity to meet the needs of a diverse population. Woodward Park included a tot-lot playground, el-
ementary-age playground and a picnic shelter. Potso
• External and internal City assets are well managed Dog Park was dedicated and opened on July 20,
and utilized. 2002. Murase Associates has been retained to de-
velop the Fanno Creek Park Master Plan in con-
Program Description junction with the improvements planned at the new
Library site.
The Mayor and City Council represent the legislative Youth - The Youth Forum met continually throughout
and policy leadership for City government. The Mayor the year and was successful in getting an extended-
and Councilors are elected by citizens for four-year terms after-hours program in place. The Forum is focused
on a non-partisan basis. The Mayor and Councilors on youth involvement in community issues and get-
serve part-time. ting adults more connected with youth.
Skateboard Park Task Force - Council reviewed a pro-
The Council hires the City Manager to run day-to-day posed design in November. Potential sites are be-
operations. The City Council reviews, revises, and ingidentified.
adopts City laws and policies and sets the overall direc-
tion of the City. • Downtown
Traffic Impact Study - This study was completed and
FY 2002-03 Accomplishments concluded that the impacts of the Commuter Rail
Station/Park and Ride on downtown vehicle and pe-
• Transportation destrian circulation will not be significant.
Roads - Discussed potential for a street maintenance Tas k Force - In November 2002, Council appointed a
fee as proposed by the Transportation Financing 13-member Task Force to examine the Commuter
Strategies Task Force. Rail Station design and develop a work plan to ad-
Trails, Bicycles and Pedestrian Safety- Trail projects dress the Downtown's revitalization and economic
for the Washington Square area and pedestrian im- development needs.
provements in the downtown area were submitted
to Metro for funding consideration. • Water
Bull Run Regional Water Agency - Phase H of the imple-
mentation plan for the formation of this proposed
156
Mayor & City Council
Budget Unit: 3110
agency was distributed to participating agencies in Bonds - Council approved the sale of new Library con-
late September 2002. Since then, member agen- struction bonds to the Oregon Economic and Com-
cies have been reviewing the plan and will decide in munity Development Department.
2003. whether or not to proceed to Phase III. Schematic Designs - Council reviewed and approved
Joint Water Commission - The City continued to work these designs as presented by the architects.
closely with the Joint Water Commission (JWC) to
work toward Tigard becoming a JWC partner. The . Communication
Tualatin Basin Water Feasibility has moved at a slow, Met with local, county, regional, and state partners -
but steady pace. Met throughout the year with Senator Gmny Burdick
and Representative Max Williams. The Council held
• Growth Management regular meetings during the year with the Budget
Bull Mountain Study - Staff evaluated Bull Mountain Committee, Planning Commission, Library Board,
facilities and the long and short-term provision of School District, and the Tualatin Valley Fire and Res-
services to the area. cue staffand Board. The Council met with the Bud-
Durham Quarry- The City continued to coordinate with get Committee to review social service funding, the
the County on development of the site. The prop- Senior Center Board to discuss programs, and the
erty was sold to Opus Northwest, which is finalizing Intergovernmental Water Agency to discuss long-
development plans. term water supply options. Tigard High School Stu-
Affordable Housing- Council adopted guidelines for a dent Envoy Paul Brems attended the first Council
new Social Services set-aside designed to reduce meeting of each month to present information about
fees and charges imposed on affordable housing ac- school activities and programs.
quisition, development, and rehabilitation within the Citzen Involvement Team (CITs) - The focus changed
community. in February 2003 to produce programs to inform
Washington Square Regional Plan - Council adopted a and educate the cable television audience. This
funding strategy in November and staffwill begin change was made in response to low CIT atten-
implementation ofthe strategy steps. dance; however, recent survey data indicated that
Tigard Post Office - Contacts were made with the US about 660 people get information by watching the
Post Office and Congressman Wu asking for assis- CIT meetings on cable.
tance in identifying the criteria to establish an inde- Cityscape - Cityscape format was updated to include
pendent post office; modifying data bases to accept two colors.
Tigard as a location tied to zip codes 97223, 97224, Website - New features included vendor registration
and 97281; enhancing bulk mail services; and pick- and press releases being posted. A website
ing up outgoing mail later in the day on weekdays. redesign accommodated new and enhanced
features.
Libra Cable - Examples of programs produced include
Site Purchase- Council approved the purchase of the library community meetings, the proposed street
14.7-acre site on Hall Boulevard. maintenance fee open house, and a story time
Progress Reports - Council receives a monthly presen- video.
tation on the progress of the new Library. Media - Press releases are issued weekly with about
Community Meetings - These meetings were held to 85% printed for the year.
elicit citizen feedback and participation on the de-
sign of the new Library.
157
Mayor & City Council
Budget Unit: 3110
FY 2003-04 Goals and Objectives
GOAL 1: FINANCIAL STRATEGY GOAL 4: PARKS AND RECREATION
A. Develop a sustainable long term financial plan or A. Continue the efforts of the Youth Forum.
strategy for issues such as: B. Complete or update parks master plans for City fa-
1. General Fund needs cilities.
2. Library C. Explore the creation of a Parks and Recreation Ad-
3. Transportation visory Board.
4. Parks and open space
5. Washington Square Regional Center GOAL 5: WATER
6. Central Business District
7. Water System A. Continue to evaluate options for a long-term water
supply.
B. Explore the creation of an economic development
program. GOAL 6: GROWTH MANAGEMENT
GOAL 2: TIGARD CENTRAL BUSINESS A. Continue to evaluate Tigard's role in the provision
DISTRICT of urban services outside the city limits.
A. Create a common vision for the Central Business GOAL 7: COMMUNICATION
District and build the energy to implement that vi-
sion through the Downtown Task Force. A. Increase Tigard's communication with other elected
B. Support the activities of the Downtown Task Force bodies through active participation of City Council
as they provide input to the design of the Tigard com- members and staff.
muter rail station and the zoning and development B. Improve and expand communication with citizens,
plan standards for the Central Business District. particularly communicating successes and future
concerns.
GOAL 3: TRANSPORTATION
A. Aggressively pursue solutions to congestion of state,
county, and city facilities that cross through Tigard
1. Re-form the Transportation Financing Task
Force.
2. Identify project priorities and funding needs for
state and city facilities.
B. Continue working with Tri-Met to identify and fund
additional intra-city bus routes.
C. Right-of-way management.
158
Mayor & City Council
Budget Unit: 3110
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Population served 39,672 43,040 43,900 44,951
Number of Council meetings 36- 36 36 36
Average hours of Council meetings 3.50 3 3 3
Number of ordinances adopted 30 26 30 35
Number ofresolutions adopted 75 79 75 75
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Goals for the City of Tigard are
reviewed and updated by
January 31 of each year 100% 100% 100% 100%
Council takes final action on agenda
items requesting Council action 95% 95% 95% 95%
A budget for the City of Tigard is
adopted by June 30 of each year 100% 100% 100% 100%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Mayor and City Council are paid
$475 and $350, respectively, per
month, to compensate for time and
expenses of service. They are not
full time equivalent positions.
159
Mayor & City Council
Budget Unit: 3110
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003/04 2003/04
Personal Services
Positions 0.00 0.00 0.00 0.00 0.00 0.00
Wages $22,500 $22,500 $22,500 $22,500 $22,500 $22,500
Overtime 0 0 0 0 0 0
Benefits 14,483 3,020 22,519 31,943 31,943 31,943
Total Personal Services $36,983 $25,520 $45,019 $54,443 $54,443 $54,443
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 26,305 25,719 4,000 750 750 750
Repair & Maintenance 0 266 500 500 500 500
Miscellaneous Expense 3,429 13,395 1,355 542 542 542
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 5,279 4,047 4,200 3,100 3,100 3,100
Advertising & Publicity 1,556 2,264 2,000 1,000 1,000 1,000
Fees/Dues/Subscriptions 19,166 24,614 24,480 23,317 26,577 26,577
Travel & Training 4,246 10,898 6,793 3,328 6,948 6,948
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 1,606 329 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $61,587 $81,532 $43,328 $32,537 $39,417 $39,417
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $98,570 $107,052 $88,347 $86,980 $93,860 $93,860
160
City Management
Budget Unit: 3120
Program Results
• Tigard citizens have access to accurate information • Review and refine the information presented to the
on current issues in a variety of formats. CityCouncil.
• Plans and programs are in place for coordinated • Seek other financing options through grant oppor-
management of the City's assets. tunities for programs already identified.
• Tigard citizens participate in programs and activities FY 2002-03 Accomplishments
that connect them with decision-makers and com-
munitymembers. Implemented anew program, Focus on Tigard, as a
successor to the Citizen Involvement Team format.
• City goals are met and progress is communicated The program is designed to educate, inform, and
to citizens. involve viewers in issues and programs that impact
the community. Announcements on current and up-
• Volunteer spirit is maximized through community- coming activities and events are also included. The
wide coordination of volunteers. program airs on TVTV Cable Channel 28.
Program Description Enhanced the format and appearance of Cityscape
newsletter by adding a masthead that contains de-
The City Management Division consists of the City tailed information on how to contact City Council
Manager and staff supporting the activities of the City and staff, adding photographs, and printing the news-
Council and assisting in the overall management of City letter in two colors.
programs.
• Conducted City Council packet training to help staff
The City Manager is hired by the City Council to run the coordinate information for electronic packets and
daily affairs of the City and to implement policies adopted work toward consistency in how information is pre-
by the Council. A major focus of this Division is on sented.
communications among the City, citizens, and employ-
ees. Specific activities of this Division include: • Department Communicator meetings regularly
scheduled to facilitate communication efforts in de-
Communicate the direction from City Council on partments.
policies, laws, and directives to the Executive Staff
and employees. • Press releases were published every month with an
average of more than 85% picked up by at least
• Facilitate the Visioning Program, Tigard Beyond one media source.
Tomorrow.
• City was awarded the League of Oregon Cities
• Encourage the use of a variety of communication Good Governance Award for Large Cities in rec-
tools, including the Cityscape, the City's web page, ognition of its "Connecting Citizens to their Com-
cable television programming, and use other means munity Program."
to make information available to citizens and em-
ployees.
161
a
City Management
Budget Unit: 3120
• Held regular meetings for each department, all-em-
ployee meetings, brown bag lunch meetings with the
City Manager, and implemented a Council Action
Letter published after each Council meeting.
• Launched the Community Assessment Program.
FY 2003-04 Goals and Objectives
• Implement the Community Assessment Program.
• Review communication tools, including the
Cityscape citizen newsletter, to provide easy access
to information about City services, programs, and
accomplishments, through effective, cost-efficient
means.
• Implement the Focus on Tigard cable television pro-
gram designed to educate, inform, and involve view-
ers in issues that impact the community.
• Emphasize the importance of press releases so that
information is available to the media about the
progress on the City's goals and objectives.
• Maintain the level of support from volunteers in all
City departments.
162 -
City Management
Budget Unit: 3120
WORKLOAD MEASURES
l
2000/01 2001/02 2002/03 2003/04
Cityscape issues published each year 12 12 12 9
Tentative agendas maintained and
distributed for review:
to staff 52 52 52 52
to Council 12 12 12 12
Council goals are monitored and a
report is issued four times a year 4 4 4 4
Number of special cable broadcasts 1 3 3 20
Number of Community Connectors 50 38 30 50
Volunteer hours contributed 10,428 10,000 12,000 12,000
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Percentage of Cityscape articles
describing programs or services
that contain information or to give
input 90% 100% 100% 100%
Percentage of Cityscape issues that
are delivered to residents on or before
the last Saturday of the delivery month 80% 100% 100% 100%
Percentage of neighborhoods represented
by Community Connectors N/A N/A N/A 100%
Percentage in number ofpress releases
that are submitted and then printed
by at least one media source N/A 80% 85% 95%
Percentage of volunteers satisfactorily
performing specific tasks as requested N/A 100% 90% 90%
163
City Management
Budget Unit: 3120
EFFECTIVENESS MEASURES (CONT.)
2000/01 2001/02 2002/03. 2003/04
Volunteers perform requested activities
in all departments N/A 100% 90% 95%
Percentage of cable broadcasts produced
that air on schedule N/A N/A 95% 95%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Administrative Specialist H 1.80 1.80 1.00 0.00
Assistant to City Manager 1.00 1.00 1.00 1.00
CityManager 1.00 1.00 1.00 1.00
City Recorder 1.00 1.00 1.00 1.00
Confidential Admin. Specialist H 0.00 0.00 0.80 0.00
Volunteer Coordinator 1.00 1.00 1.00 1.00
Total 5.80 5.80 5.80 4.00
164
City Management
Budget Unit: 3120
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 5.80 5.80 5.80 4.00 4.00 4.00
Wages $327,713 $338,701 $347,416 $291,814 $291,814 $291,814
Overtime 20 0 0 0 0 0
Benefits 100,591 104,235 115,735 97,865 97,865 97,865
Total Personal Services $428,324 $442,936 $463,151 $389,679 $389,679 $389,679
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 35,484 57,410 10,430 6,910 6,910 6,910
Repair & Maintenance 570 0 0 0 0 0.
Miscellaneous Expense 6,791 5,498 5,178 5,137 5,137 5,137
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 14,759 9,377 8,950 5,625 5,625 5,625
Advertising & Publicity 22,267 28,790 33,531 13,623 19,764 23,777
Fees/Dues/Subscriptions 10,136 6,902 6,995 2,327 2,327 2,327
Travel & Training 9,757 6,321 7,520 2,645 5,067 5,067
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 150 149 100 100 100
Rents & Leases 0 0 0 0 0 0
Utilities 284 195 150 150 150 150
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $100,048 $114,643 $72,903 $36,517 $45,080 $49,093
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $528,372 $557,579 $536,054 $426,196 $434,759 $438,772
1
i
165
Human Resources
Budget Unit: 3130
Program Results
• The City attracts, develops, motivates, and retains • Initiated and staffed Health Plan Committee review
high quality employees, with consideration to finan- of insurance plan options for workforce.
cial resources and effectiveness.
• Completed negotiations with Service Employees
• The City complies with local, state, and federal em- International Union/OregonPublic Employees Union
ployment laws. (SEIU/OPEU) bargaining unit regarding health in-
surance reopener.
• Human Resources' support and assistance is pro-
vided to internal customers to enhance the efficiency • Conducted negotiations with TPOA regarding health
and effectiveness of operating departments. insurance reopener.
Program Description • Developed and provided monthly reporting on Per-
formance Management System.
This Division provides effective human resource man-
agement to the City by developing and implementing • Assisted departments and City Attorney with per-
policies, programs, and services which contribute to the sonnel grievances and litigation.
attainment of City and employee goals. Human Re-
sources is responsible for maintaining compliance with • Reviewed and incorporated service improvements
employment laws and government regulations, and pro- in contracts for Employee Assistance Program, Flex-
viding supervisory personnel with the training, support, ible Spending program, and deferred compensation.
and assistance to effectively lead.
• Completed request for proposals process for La-
Program services provided by this Division include re- bor Attorney contract.
cruitment and selection, new employee orientation, la-
bor relations, employee training, personnel policy de- • Enhanced use of the web page and availability of
velopment and administration, employee benefit pro- information for job applicants.
grams, and employee recognition.
• Presented annual Employee Wellness and Benefit
FY 2002-03 Accomplishments Fair (150 employees attending).
• Completed new on-line health insurance enrollment • Presented annual Employee Recognition Program
and health benefits program registration. and distributed annual Employee Benefit Statements.
• Prepared and completed successful Employee Re-
lations Board (ERB) collective bargaining arbitra-
tion with Tigard Police Officer's Association (TPOA)
regarding employee contributions towards health in-
surance.
166
Human Resources
Budget Unit: 3130
FY 2003-04 Goals and Objectives
• Complete negotiations for new labor contracts with • Continue to recruit for authorized openings and as-
OPEU and TPOA. sist in the screening process.
• Complete implementation of the Organizational De- • Monitor the performance management system and
velopment Plan as funding permits including: a) quar- assist supervisors with appraisal issues and perfor-
terly supervisory meetings, b)citywide succession mance problems in order to become a high perfor-
plan, c) leadership development core, d) citywide mance organization.
general employee training, e) citywide department
self assessments. • Continue to explore ways to bring increased effi-
ciencies and cost effectiveness to the human resource
• Present citywide employee recognition program and program-
wellness/benefit fair.
• Provide timely, accurate access to Human Resources
• Continue to monitor health insurance and PERS leg- information so as to operate more efficiently and ef-
islation, usage, costs, options and trends, and imple- fectively and to better measure results of changes
ment/negotiate changes where appropriate. within the City organization.
• Update, revise and implement personnel policies/
procedures to respond to changes in workplace is=
sues and organizational objectives.
• Support supervisors and managers with assistance
and advice regarding human resource issues in their
departments.
J
167
Human Resources
Budget Unit: 3130
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of recruitments 50 80 30 25
Total number of job applications
received 1,000 2,500 1,000 1,500
Total number of employees attending
City training classes 150 150 135 80
Total number of training classes offered 10 8 6 6
Total number of City FTE 253.88 261.30 260.45 256.00
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 .2003/04
Employees successfully
completing probation 75% 80% 80% 85%
Employees participating in City
events 35% 50% 50% 60%
Employees still employed after
five years 65% 61% 65% 70%
FULL-TIME EQUIVALENT POSITIONS
2000/01 200102 2002/03 2003/04
Human Resources Assistant 1.00 1.00 1.00 1.00
Human Resources Director 1.00 1.00 1.00 1.00
S emor MiTelecomm. Analyst 0.50 0.00 0.00 0.00
Senior Human Resources Analyst 1.00 2.00 2.00 2.00
Total 3.50 4.00 4.00 4.00
168
1
Duman Resources
Budget Unit: 3130
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003/04 2003/04
Personal Services
Positions 3.50 4.00 4.00 4.00 4.00 4.00
Wages $191,549 $229,737 $236,554 $242,464 $242,_464 $242,464
Overtime 0 0 0 0 0 0
Benefits 54,714 70,165 75,463 79,964 79,964 79,964
Total Personal Services $246,263 $299,902 $312,017 $322,428 $322,428 $322,428
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 69,037 91,949 28,570 22,860 22,860 22,860
Repair & Maintenance 0 65 0 0 0 0
Miscellaneous Expense 6,624 9,208 8,900 9,300 9,300 9,300
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 8,686 8,939 13,150 10,935 10,935 10,935
Advertising & Publicity 0 0 0 0 0 0
Fees/Dues/Subscriptions 2,671 3,715 3,855 2,030 2,030 2,030
Travel & Training 4,858 1,448 11,600 1,820 17,120 17,120
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 0 0 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $91,876 $115,324 $66,075 $46,945 $62,245 $62,245
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $338,139 $415,226 $378,092 $369,373 $384,673 $384,673
169
Network Services
Budget Unit: 3140
Program Results
• The Division continues to expand the databases used
• Staffprovides the most comprehensive, timely in- by the Police Department. These databases pro-
formation to the citizens of Tigard. vide up to the minute crime information so the patrol
officers have the latest possible information when
• Staffprovides rapid, dependable communication to they go out on patrol.
the citizens of Tigard.
• Network Services televised two City Council meet-
• Network Services provides support and assistance ings per month, plus the Focus on Tigard, Citizens
to internal customers. Police Academy, and other ad hoc meetings in Town
Hall.
Program Description
• A new telephone system which offers direct inward
The Network Services Division is responsible for all the dialing and fax capability from a desktop computer
technological areas of the City. It provides computer was purchased and installed.
systems installation and maintenance; telephone inven-
tory, management and usage; and television facilities to FY 2003-04 Goals and Objectives
all City departments.
• Install new applications for the new telephone sys-
FY 2002-03 Accomplishments tern, expanding itscapabilities toafulltelecommuni-
cations system.
• Network Services surpassed its projected goal of
99% uptime for the City network. The only signifi- • Continue to develop and formalize a software pur-
cant downtimes were for Internet access and email. chasing approval process. Part of this process is
The result was that the citizens and staffhad a more the establishment of a Software Oversight Commit-
reliable, dependable network. tee whose charge will be to review proposals for
new or upgraded software.
• Under City Council's direction, Network Services
redesigned the `look and feel' of the City website. Along with the formation of the Software Oversight
Committee, all new or significant software upgrades
• The City's web site was rebuilt on a Tigard server are being budgeted separately and will no longer be
rather than sharing services with the City ofHillsboro. included in the Network Services operating budget.
This move allowed the City to present information
to the citizens more quickly. Expand the use of gigabit data transmission speeds.
This will increase the speed at which staff and citi-
• The Division made several major software installa- zens will be able to acquire information.
tions and conversions throughout the year, as new
versions of software were released by the vendors. • Continue to expand the use of the City's website.
Changes and additions to the website will be driven
• Network Services increased the internal network by City Council directives as well as citizen requests.
backbone speed from 100 to 1000 megabits per
second. This made accessing data much faster, en- • Continue to respond rapidly to customer requests.
abling staff and citizens to acquire the information .
they need more effectively and efficiently.
170
Network Services
Budget Unit: 3140
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of computers 225 260 275 325
Number of servers 10 11 12 19
Volume of data used by City
departments (gigabytes) 50 60 80 500
Number of service calls N/A 1,700 1,800 1,900
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Network up-time 98% 99% 99% 99%
Service calls fixed on first call 80% 80% 85% 90%
City staff rating service good or
excellent N/A 85% 87% 90%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Network Assistant 1.00 1.00 1.00 1.00
Network Services Director 1.00 1.00 1.00 1.00
Network Technician 1.00 3.00 2.00 1.00
Police Systems Specialist 0.00 1.00 1.00 1.00
SeniorHR/Telecomm. Analyst 0.50 0.00 0.00 0.00
Senior Network Technician 1.00 1.00 2.00 2.00
Web Administrator 0.00 1.00 1.00 1.00
Total 4.50 8.00 8.00 7.00
171
Network Services
Budget Unit: 3140
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001/02 2002/03 2003104 2003104 2003/04
Personal Services
Positions 4.50 8.00 8.00 7.00 7.00 7.00
Wages $211,367 $347,188 $417,391 $374,706 $374,706 $374,706
Overtime 5,427 10,559 7,452 1.0,250 10,250 10,250
Benefits 66,144 107,809 148,143 130,366 130,366 130,366
Total Personal Services $282,938 $465,556 $572,986 $515,322 $515,322 $515,322
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 35,673 29,871 51,147 40,320 40,320 40,320
Repair & Maintenance 44,191 17,284 10,000 15,000 15,000 15,000
Miscellaneous Expense 17 87 502 288 288 288
Small Tools & Equipment 0 120 0 0 0 0
Office Supplies 168,406 221,614 210,240 33,880 33,880 33,880
Advertising & Publicity 1,366 1,181 800 800 800 800
Fees/Dues/Subscriptions 35,453 5,089 16,650 8,600 8,600 8,600
Travel & Training 1,452 820 4,850 1,300 1,300 1,300
Fuel Expenses 0 0 0 0 0 0
Computer Software 57,838 77,106 35,773 20,220 20,220 20,220
Rents & Leases 0 0 0 0 0 0
Utilities 589 46,100 60,153 95,208 95,208 95,208
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $344,985 $399,272 $390,115 $215,616 $215,616• $215,616
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 2,868 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $2,868 $0 $0 $0 $0 $0
Total Budget Unit $630,791 $864,828 $963,101 $730,938 $730,938 $730,938
1
172
Risk Management
Budget Unit: 3150
Program Results • Managed City's ergonomic program following up
reviews to assure changes were made to make the
• The City's employees and assets are protected from work area ergonomically correct for the individual
harm and adverse financial impact. employee (reducing employee injury exposures and
providing individual training to employees about pre -
• Prompt, effective, and efficient services are provided ventive measures to take at work stations to remain
to internal and external customers. healthy).
Program Description Updated Incident Command System (ICS) Safety
Officer information for the Emergency Operations
This Division provides risk management services to the Center (EOC) and trained local ICS-trained Safety
City Council and all departments in the City. The Senior Officers to create "seamless" coverage by all Safety
AnalystlRisk Manager reports directly to the City Man- Officers in the EOC.
ager. Risk Management provides a comprehensive pro-
gram which strives to achieve the following citywide re- Targeted intervention assistance and safety audits
salts:
provided to departments with liability, safety, and
• Protect against the financial consequences of acci- employee training concerns.
dental losses that are catastrophic in nature.
• Developed and implemented the use of updated
• Preserve assets and service capabilities from loss, boilerplate contracts and in-house assistance given
destruction, or depletion. to departments in an attempt to reduce the need to
use attorney services (reducing liability exposures
• Minimize the total long term cost of all activities re- and cost containment).
lated to the identification, prevention, and control of
accidental losses and their consequences. FY 2003-04 Goals and Objectives
• Create and maintain a system of internal procedures • Reduce liability exposures from noise exposures in
providing a constant reassessment of fluctuating ex- the work place.
posure to loss, loss bearing capacity, and available
financial resources including insurance. - Maintain emphasis in new noise monitoring fo-
cus with all departments.
• Establish, to the extent possible, an exposure-free
work and service environment in which personnel • Maintain relationships with other organizations to
as well as members of the public, can enjoy safety keep services effective and efficient.
and security in the course of their daily pursuits.
- Aging services in the Tigard area - Senior Cen-
FY 2002-03 Accomplishments ter, Loaves & Fishes, and Washington County
Department of Aging & Veteran Services.
• Received strong safety record recognition from
League of Oregon Cities with a Gold Certificate and - Insurance availability for City exposures - City/
Outstanding Risk Management Program awarrdfiom County Insurance Pool, Insurance Agent of
SAIF for the second year in a row (evidence that Record, SAIR
employees are working to stay safe while at work -
Good Job to ALL employees! !
173
Risk Management
Budget Unit: 3150
• Complete job analysis review of more hazardous
jobs to reduce injury liability.
Public Works - Personal Protective Equipment,
Lead, Silicosis, and Respirator programs
• Review and coordinate citywide office space use to
create better service for customers and efficient work
environments.
- Space planning (DUST - Divy Up Space and
Technology) Committee Phase II-develop con-
struction plans for remodel of City Hall and old
Library.
• Facilitate a major 3-year Citywide Vision Update.
J
• Maintain effective communication with citizens and
set City goals based on citizen's expectations.
174
Risk Management
Budget Unit: 3150
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Customer Service
Number of risk staff dedicated
to risk work 1.08 1.08 1.08 1.45
Number of City FTE 254.88 261-30 260.45 256.00
Administration
Number of documents reviewed
for risk transfer or assessment 10 35 50 40
Number of risk assessment
consultations conducted 50 56 60 80
Property/Casualty Liability Claims
Number of claims 36 36 40 40
Number of claims closed 34 16 30, 30
Number of liability claims closed with
no payment 21 10 20 20
Fleet
Number of vehicle accidents 15 22 26 26
Number of vehicles totaled 0 0 0 0
Number of preventable auto accidents 9 14 10 18
Real Property
Total insured value of City real
property (millions) $29.0 $30.8 $32.0 $40.1
Safety Committee
Number of safety hazards identified 50 40 70 80
Worker's Compensation
Number of claims processed 14 20 25 20
Number ofemployees with multiple
claims within 12 months 1 0 0 0
Number of claims resulting in appeal 1 0 0 0
175
Risk Management
Budget Unit: 3150
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Customer Service
Direct customers surveyed who
rate risk management services as
good or better N/A 75% 75% 75%
Administration
Contracts reviewed and returned
to departments for approval within
24 working hours of request N/A 83% 90% 90%
Assessments conducted within
24 working hours ofrequest 50% 55% 65% 68%
Citywide Safety Committee
hazards and deficiencies
corrected within sixty days of
inspection 54% 95% 96% 100%
Worker's Compensation
Worker's Compensation experience
modification factor 1.02 0.88 0.85 0.77
(1.0 = industry average)
Vehicle accidents which were
preventable by employee 60% 68% 60% 70%
FULL TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Risk Management Technician 1.00 1.00 1.00 1.00
Senior Management Analyst/Risk 1.00 1.00 1.00 1.00
Total 2.00 2.00 2.00 2.00
176
Risk Management
Budget Unit: 3150
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 2.00 2.00 2.00 2.00 2.00 2.00
Wages $100,761 $104,148 $107,793 $110,488 $110,488 $110,488
Overtime 58 0 0 0 0 0
Benefits 32,924 34,408 37,838 40,536 40,536 40,536
Total Personal Services $133,743 $138,556 $145,631 $151,024 $151,024 $151,024
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 2,974 6,680 1,015 110 110 110
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 333 0 144 90 90 90
Small'Tools & Equipment 0 0 0 0 0 0
Office Supplies 3,225 6,978 3,550 3,900 3,900 3,900
Advertising & Publicity 0 0 0 0 0 0
Fees/Dues/Subscriptions 1,485 951 1,105 620, 620 620
Travel & Training 3,842 528 4,120 1,360 1,360 1,360
Fuel Expenses 0 0 0 0 0 0
Computer Software - 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 160 130 147 140 140 140
Insurance 221,299 263,261 357,377 353,135 353,135 353,135.
Library Materials 0 0 0 0 0 0
Total Materials & Services $233,318 $278,528 $367,458 $359,355 $359,355 $3591355
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
i
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $367,061 $417,084 $513,089 $510,379 $510,379 $510,379
177
FINANCE
Finance Administrative
Administration Services
Financial Office
Operations Services
Records
Management
Municipal Court
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
# Positions 23.75 24.80 23.80 24.10 24.10 24.10
Personal Services $1,120,967 $1,189,433 $1,363,805 $1,425,895 $1,425,895 $1,425,895
Materials & Services 322,017 370,087 434,161 314,095 330,728 330,728
Capital Outlay 4,604 0 15,000 0 0 0
Total Finance - by Category $1,447,588 $1,559,520 $1,812,966 $1,739,990 $1,756,623 $1,756,623
Budget By Division
Finance $176,911 $222,946 $292,104 $253,262 $255,507 $255,507
Financial Operations 699,379 733,753 830,891 821,769 824,347 824,347
Administrative Services 571,298 602,821 689,971 664,959 676,769 676,769
Total Finance - by Division $1,447,588 $1,559,520 $1,812,966 $1,739,990 $1,756,623 $1,756,623
Budget By Fund
General Fund 196,067 202,508 210,060 214,405 216,915 216,915
Central Services Fund $1,251,521 $1,357,012 $1,602,906 $1,525,585 $1,539,708 $1,539,708
Total Finance - by Fund $1,447,588 $1,559,520 $1,812,966 $1,739,990 $1,756,623 $1,756,623
178
Finance Administration
Budget Unit. 3210
Program Results
• The City builds and maintains a strong financial franchise fees. Finally, the Division has begun an on-
position. going review of City services for possible privatization.
• The Finance Department contributes to the attain- The Director of Finance reports directly to the City Man-
ment ofthe Tigard Vision and supports Council and ager and is responsible for all financial transactions of
departmental operational goals. the City. This budget unit supports the activities of the
Director. The Finance Department includes Finance,
Program Description Financial Operations, and Administrative Services.
Activities oftheFinance Administration budget unitin- FY 2002-03 Accomplishments
clude the annual budget process; long range financial
planning; review and processing of all requests for new Continued a cooperative effort with other Oregon
utility franchises from the City; financial advice to the cities to audit fees paid by local franchise holders.
City Council, boards and committees, and departments; Initiated a j oint audit of franchise fees paid by Qwest
the management and issuance of debt for general and and Verizon.
enterprise activities; and the investment ofpublic funds.
• Initiated a study of City right-of-way management
Finance Administration is actively working to anticipate policies and fees to ensure consistency, compliance
issues and to develop policies and procedures to allow with law, and appropriate cost recovery.
the City to deal with these issues as they occur. The
Division has, therefore, been more active in addressing • Reviewed and updated financial planning and bud-
policy and process. Prime among the issues dealt with get processes to further streamline and improve them.
in FY 2002-03 and continuing into FY 2003-04 is the
projected financial condition of the General Fund. The • Provided financial and policy support to other City
City Council has recently adopted development of a Fi- departments as needed on special projects.
nancial Strategy to deal with funding concerns as its pri-
mary goal for calendar year 2003. • Reviewed Building Inspection services to identify
costs and benefits of privatizing those services.
Finance Administration has taken the lead in reviewing
all City fees and charges to make sure they are set to • Issued Library General Obligation bonds to the Or-
appropriately recover city costs. In addition, franchise egon Economic and Community Development De-
management issues continue to be of concern, with partment.
Qwest's recent refusal to pay City franchise fees to any
Oregon City. Although Qwest is now paying those fees • Provided financial analysis support in study of the
pending its appeal of a US District Court opinion up- possible annexation of Bull Mountain.
holding the validity of the fees, this continues to be an
area of concern. Finance Administration led a coop- • Provided financial analysis support for implementa-
erative effort of24 cities to audit franchise revenues from tion ofthe Washington Square Regional Plan.
Portland General Electric and is now serving on the
Steering Committee for a joint audit of Qwest and Verizon
179
Finance Administration
Budget Unit: 3210
• Reviewed and implemented changes in City travel . Issue water Revenue Bonds to finance needed wa-
and employee reimbursement policies to ensure full ter system improvements.
compliance with federal IRS regulations.
• Provide financial analysis support in study of the City
• Supported the City's partnership with the City of Council's urban services goal.
Samarinda, Indonesia through the USAID-funded
International City Manager Association's Resource • Provide financial analysis for implementation of the
Cities program. Washington Square Regional Plan including possible
referral to voters of a measure to create an urban
FY 2003-04 Goals and Objectives renewal district.
• Implement a long term strategic finance plan. Re- Support the City's partnership with the City of
search new revenue sources to supplement existing Samarinda, Indonesia through the USAID-funded
revenues and develop one or more proposals for International City Manager Association's Resource
acceptance by the City Council. Cities program.
• Continue a cooperative effort with other Oregon cit-
ies to audit fees paid by local franchise holders.
Conduct a j oint audit of franchise fees paid by Qwest
and Verizon.
• Review and update financial planning and budget
processes to further streamline and improve them.
• Provide financial and policy support to other City
departments as needed on special projects.
180
Finance Administration
Budget Unit. 3210
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of franchise audits 1 1 1 1
(audits are multi-year projects)
Number of funds managed 26 30 30 24
Number ofbudgetary units (divisions) 35 33 33 33
Number of City franchises 14 16 15 15
Number ofBusiness Tax accounts 3,184 3,205 3,296 3,250
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
The City's general obligation bond
rating is Al or higher Al Al Al Al
Percent of departments rating
Finance Department services as
good or excellent 43% 100%0 100% 100%
Tigard receives the GFOA Distinguished
Budget Presentation Award Yes Yes Yes Yes
Change in franchise fee collections:
Electric 2.86% 42.36% 2.50% 0.00%
Telephone (0.74%) 4.68% 8.80% (24.20%)
Natural Gas 13.98% 19.68% 2.00% 3.00%
Solid Waste 6.45% 6.20% (12.00%) 5.20%
Cable TV 15.05 71.00% (45.50)% 16.2%
Ratio ofnonpayment ofBusiness
Tax to total accounts 4.0% 1.0% 1.5% 1.5%
181
Finance Administration
Budget Unit. 3210
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Budget and Financial Reporting
Analyst 0.00 1.00 1.00 1.00
Director ofFinance 1.00 1.00 1.00 1.00
Senior Administrative Specialist 1.00 1.00 1.00 1.00
Total 2.00 3.00 3.00 3.00
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Finance Administration
Budget Unit: 3210
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 2.00- 3.00 100 3.00 3.00 3.00
Wages $108,656 $147,255 $162,441, $170,571 $170,571 $170,571
Overtime 55 589 311 750 750 750
Benefits 28,370 45,072 46,729 55,597 55,597 55,597
Total Personal Services $137,081 $192,916 $209,481 $226,918 $226,918 $226,918
Materials 8 Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 28,087 8,580 59,000 8,725 8,725 8,725
Repair & Maintenance 0 0 0 100 100 100
Miscellaneous Expense 62 885 926 459 459 459
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 2,886 10,764 4,845 6,750 6,750 6,750
Advertising & Publicity 7,466 5,008 8,825 9,275 9,275 9,275
Fees/Dues/Subscriptions 75 1,037 1,525 435 435 435
Travel & Training 1,254 3,253 7,502 600 2,845 2,845
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 0 503 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials Services $39,830 $30,030 $82,623 $26,344 $28,589 $28,589
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $176,911 $222,946 $292,104 $253,262 $255,507 $255,507
183
Financial Operations
Budget Unit: 3230
Program Results
• The Division contributes to the Finance Department's . Two employees participated in the International City
overall desired result of building and maintaining a Manager's Association (ICMA) Resource City Pro-
strong financial position for the City. gram by training representatives from Samarinda,
Indonesia in double entry accounting.
• Financial and management reporting being provided
to City departments meet both local budget law and • Began developing a Purchasing and Contracts
general governmental accounting standards as well Manual for use on a citywide basis.
as meeting informational needs of City programs.
• Adoption of FY 2002-03 Budget.
• Support of City programs and departments in mini-
mizing or reducing the cost of doing business through • Implemented a new citywide deskside recycling pro-
effective purchasing and contracting initiatives. gram-
• Maximize revenue sources to the City. • Implemented citywide task force to implement
GASB 34.
Program Description
• Developed and implemented an online vendor reg-
This Division includes utility billing, accounts receivable, istration program.
accounts payable, payroll, fixed assets, inventory record-
ing and reporting, general ledger, centralized purchas- FY 2003-04 Goals and Objectives
ing, contract development and management, solid waste
management, preparation ofthe annual Comprehensive Complete annual audit and issue Comprehensive
Annual Financial Report (CAFR), budget preparation Annual Financial Report (CAFR) by November 15,
and analysis, cost accounting, grant accounting, and the 2003.
preparation of financial and special reports as requested.
• Implement GASB 34 requirements in the FY 2002-
The major factors affecting the budget for FY 2003-04 03 CAFR.
will be the need to implement Governmental Accounting
Standards Board (GASB) 34, costs associated with the . Participate in the City's annual budget process with
annual rate review of solid waste rates, implementation adoption by the Council before July 1, 2004.
of new revenue sources being considered, and billing
for any new water associated fees being considered by . Complete annual review of solid waste hauler's fi-
King City. nancial reports and provide results to City Manage-
FY 2002-03 Accomplishments ment and Council by May 1, 2004.
• Complete a business process review to improve
• Completed the annual audit and issued the Com- customer service and identify needed process im-
prehensive Annual Financial Report for FY 2001- provements.
02.
• Received the Government Finance Officer's Asso- . Review rates and penalties and make appropriate
ciation (GFOA) Award for Excellence in Financial recommendations for change to City Management
Reporting for FY 2000-01. and Council.
• Implemented the contracting ofutility bill receipting • Complete and implement a Purchasing and Con-
with Clark County, Washington. tracts Manual to be used on a citywide basis.
184
Financial Operations
Budget Unit: 3230
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Payroll checks processed 6,928 6,800 6,800 6,656
Accounts payable checks issued 6,924 7,956 7,200 6,900
Check requests/invoices processed 19,080 20,808 20,000 19,100'
Number ofwater accounts 15,764 15;872 16,253 17,500
Number ofutility bills sent . 100,166 102,528 104,628 112,000
Number ofwater meters sold 660 350 358 200
Number of purchase orders processed 763 1,071 1,092 1,000
Size of investment pool
(LGIP and 3rd Party)
(millions) $35.9 $35.0 $45.0 $45.0
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Average return on City investment
pool 6.0% 5.5% 4.4% 2.0%,
Financial Reports accurate and
released on time 100% 100% 100% 100%
Council and departmental requests
for information/analysis responded
to within one week 90% 90% 95% 98%
185
Financial Operations
Budget Unit: 3230
EFFECTIVENESS MEASURES (CONT.)
2000/01 2001/02 2002/03 2003/04
Ratio of current water bills 60 days
past due to total billed 2.56% 2.00% 1.50% 2.00%
Payroll processing, distribution, and
reporting is accurate, and prepared,
and released on time 98% 100% 100% 100%
Number ofdepartments rating
Financial Operations Division
service as good or excellent 7 7 7 7
Receive GFOA Award - Consolidated
Annual Financial Report Yes Yes Yes Yes
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Accountant 0.00 0.00 0.00 1.00
Accounting Assistant 11 3.00 2.00 2.00 2.00
Budget and Fin. Operations Mgr. 1.00 1.00 1.00 1.00
Budget/Finance Analyst 1.00 1.00 1.00 0.00
Buyer 1.00 2.00 2.00 2.00
Payroll Specialist 0.00 0.00 0.00 1.00
Senior Accountant 1.00 1.00 1.00 1.00
Senior Accounting Assistant 3.00 3.00 3.00 2.00
Utility Worker H 0.75 0.80 0.80 0.80
Total 10.75 10.80 10.80 10.80
186
1
Financial Operations
Budget Unit: 3230
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 10.75 10.80 10.80 10.80 10.80 10.80
Wages $425,786 $419,073 $472,205 $481,137 $481,137 $481,137
Overtime 3,672 2,082 4,140 5,000 5,000 5,000
Benefits 137,359 142,274 174,252 178,959 178,959 178,959
Total Personal Services $566,817 $563,429 $650,597 $665,096 $665,096 $665,096
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 91,317 111,301 112,186 116,106 116,106 116,106
Repair & Maintenance 2,142 2,372 2,133 1,961 1,961 4,961
Miscellaneous Expense 1,311 1,123 876 1,466 1,465 1,465
Small Tools & Equipment 0 348 14,120 0 0 0
Office Supplies 28,341 43,330 34,912 30,945 30,945 30,945
Advertising & Publicity 1,467 1,707 2,300 1,200 1,200 1,200
Fees/Dues/Subscriptions 3,254 3,194 4,378 3,550 3,550 3,550
Travel & Training 3,646 5,554 8,439 375 2,954 2,954
Fuel Expenses 1,067 865 900 1,020 1,020 1,020
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 17 530 50 50 50 50
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $132,562 $170,324 $180,294 $156,673 $159,251 $159,251
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $699,379 $733,753 $830,891 $821,769 $824,347 $824,347
187
Office Services
Budget Unit: 3320
Program Results FY 2002-03 Accomplishments
• Centralized and efficient customer support is pro- . Contributed to the successful conversion of the
vided. switchboard to a NEC phone system.
• The City's website provides the public with com- Added scanning services to expedite projects for
prehensive information about the City and its ser- council packets.
vices.
• The third annual Finance customer service survey
Program Description was completed. 100% of those responding to the
survey rated Office Services' service as good to
Office Services is part of a three-section division man- excellent
aged by the Administrative Services Manager. The
Administrative Services Manager reports to the Finance . The third annual room use customer service survey
Director. was completed.
Office Services is a general clerical unit that provides. The room use policy was reviewed and updated,
support to all City departments. This support includes
mail services, switchboard coverage, coordination of FY 2003-04 Goals and Objectives
copier maintenance, and purchasing ofpaper products.
Departments also request help with copy projects, data . Coordinate the annual Finance Department customer
entry, filing, and desktop publishing projects. service survey.
Additionally, staff provides assistance to the public . Conduct a customer service survey related to room
through coordination of room reservations, direction of reservations.
phone calls, and inquiries received through the City's
website. Consolidate support services for Finance and City
Administration.
The Information Processing Technician is an integral part
of the City's web team and is responsible for content . Continue to work with the Web Administrator to
management which includes maintaining, updating, and improve the information and services provided
expanding current content. through the website.
In FY 2003-04, 0.8 FTE will be transferred to this
section from the City Administration Department. This
section will then be responsible for providing adminis-
trative support to the City Manager and City Re-
corder. This reorganization takes advantage of
efficiencies and allows the elimination of one position
in City Administration (in addition to the transferred
position).
188
Office Services
Budget Unit: 3320
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Average number of switchboard
calls per day 504 520 535 450
Average number of work projects
per month 60 77 79 80
Average number ofpieces of mail
sent per month 5,628 6,245 6,430 6,200
Average number of hours spent on
room reservations per month 30 30 30 30
Average hours per month spent .
developing and maintain the City's
website 23 40 25 75
EFFECTIVNESS MEASURES
2000/01 2001/02 2002/03 2003/04
Staff rating Office Services
response and accuracy as good
or excellent 100% 90% 100% 100%
Outside users of City rooms
rating customer service as good
or excellent 90% 90% 95% 95%
Users that return to the City's
website for information 30% 40% 30% 30%
189
i
Office Services
Budget Unit: 3320
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Administrative Specialist I 1.00 1.00 1.00 1.00
Administrative Specialist H 1.00 1.00 1.00 1.00
Confidential Administrative Specialist R 0.00 0.00 0.00 0.80
Information Processing Tech. 1.00 1.00 1.00 1.00
PBX Operator 1.00 1.00 1.00 1.00
Total 4.00 4.00 4.00 4.80
190
Office Services
Budget Unit: 3320
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003104 2003/04
Personal Services
Positions 4.00 4.00 4.00 4.80 4.80 4.80
Wages $120,918; $118,155 $135,330 $166,209 $166,209 $166,209
Overtime 67 230 107 100 100 100
Benefits 38,767 39,148 53,535 66,996 66,996 66,996
Total Personal Services $159,752 $157,533 $188,972 $233,305 $233,305 $233,305
Materials & Services
Water Costs $0' $0 $0 $0 $0 $0
Prof. & Contract Services 3,364 7,655 9,600 0 0 0
Repair & Maintenance 912 1,405 1,000 690 690 690
Miscellaneous Expense 5 0 197 281 281 281
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 79,251 87,256 91,425 74,020 83,020 83,020
Advertising & Publicity 448 0 0 0 0 0
Fees/Dues/Subscriptions 0 0 0 0 0 0
Travel & Training 627 1,074 1,050 0 300 300
Fuel Expenses 282 60 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 1,135 1,593 1,700 1,550 1,550 1,550
Utilities 2 12 100 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $86,026 $99,055 $105,072 $76,541 $85,841 $85,841
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 4,604 0 0 0 0 0
Computer Equipment 0 0 0 0 0 '0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $4,604 $0 $0 $0 $0 $0
Total Budget Unit $250,382 $256,588 $294,044 $309,846 $319,146 $319,146
191
Records
Budget Unit. 3330
Program Results FY 2002-03 Accomplishments
• Records are provided to the public as required un- 100% of employees who responded to the Finance
der Oregon's public records law. Department survey rated Records staffresponse as
good to excellent.
• Management of inactive departmental records is pro-
vided. Annual records destruction completed.
• City records are protected through use of current . A file level inventory of all records in storage was
records management practices and use of technol- begun.
ogy.
• Archival security microfilm was stored with the State
• Litigation support is provided through a centralized Archivist's office. The records of the microfilm be-
system. ing stored at the State Archives was reviewed and
confirmed with the Archives.
Program Description
• The outdated microfilm reader printer was replaced.
Records Management is part of a three-section division
managed by the Administrative Services Manager. The • Options for storage of departmental inactive records
Records Management team provides support to all City were explored.
departments. This support includes file management,
records retrieval, coordination of litigation records, and • A policy related to charging and waiving the fees for
training on records management issues. public record requests was developed.
The Records Management Division develops and up- FY 2003-04 Goals and Objectives
dates policies supporting the retention and disposition
of City records. Public records may only be destroyed . Provide timely response to record requests.
according to schedules developed by the State of Or-
egon Division of Archives and adopted by City Council. • Explore options for using the City's web site to edu-
cate citizens on public records laws and to respond
Additionally, the Records Management Division re- to record requests electronically.
sponds to public requests for records.
• Complete the annual records destruction.
The FY 2003-04 budget transfers 0.5 FTE to the
Building Division of the Community Development
Division. This position has been responsible for
microfilming citywide records. This position will
microfilm Building records following the transfer, but
no other city records will be microfilmed. This transfer
is necessary because of the lack of funding for micro-
filming ofcitywide records.
192
Records
Budget Unit: 3330
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of incoming records entered
in to the file system per month 102 200 150 175
Average length of time required to
provide records (minutes) 46 60 55 90
Average number of records requests
per month 64 75 60 80
Hours per month spent preparing
records for microfilming and
checldng film 51 29 40 0
Cubic feet ofrecords destroyed in
annual destruction 300 275 300 300
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Requests responded to within
one hour 95% 75% 95% 95%
Microfilmed records to archives
for storage 75% 100% 100% 0%
Records meeting minimum retention
requirements destroyed 98% 70% 80% 80%
In-house users rating customer
service as good or excellent 100% 95% 100% 100%
193
Records
Budget Unit: 3330 1A
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Administrative Services Manager 0.50 0.50 0.50 0.50
Administrative Specialist I 1.50 1.50 1.50 1.00
Senior Administrative Specialist 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 2.50
194
Records
Budget Unit: 3330
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 3.00 3.00 3.00 2.50 2.50 2.50
Wages $85,974 $95,759 $114,753 $93,711 $93,711 $93,711
Overtime 70 438 0 0 0 0
Benefits 27,854 32,295 36,397 36,022 36,022 36,022
Total Personal Services $113,898 $128,492 $151,150 $129,733 $129,733 $129,733
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 1,524 8,674 11,650 1,550 1,550 1,550
Repair & Maintenance 780 165 0 500 500 500
Miscellaneous Expense 0 0 347 550 550 550
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 4,545 1,951 2,000 1,780 1,780 1,780
Advertising & Publicity 284 252 0 0 0 0
Fees/Dues/Subscriptions 1,829 1,667 2,390 2,150 2,150 2,150
Travel & Training 1,384 1,534 2,430 640 640 640
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 605 990 900 3,780 3,780 3,780
Utilities 0 0 0 25 25 25
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $10,951 $15,233 $19,717 $10,975 $10,975 $10,975
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 .0 0 0 0 0
Office Furniture & Equipment 0 0 15,000 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $15,000 $0 $0 $0
Total Budget Unit $124,849 $143,725 $185,867 $140,708 $140,708 $140,708
i
195
Municipal Court
Budget Unit: 3340
Program Results FY 2002-03 Accomplishments
• Court services are provided locally. In cooperation with the Washington County Circuit Court
and Juvenile Department, the Court implemented the plan
Program Description to expand its jurisdiction to include certain juvenile mis-
demeanor cases.
Municipal Court is part of a three-section division man-
aged by the Administrative Services Manager. The FY 2003-04 Goals and Objectives
Administrative Services Manager reports to the Finance
Director. • Evaluate Youth Court program and present report
to Council and the Washington County Juvenile
Tigard Municipal Court provides a local forum for the Department
resolution ofparking, minor traffic citations, and limited
misdemeanors. Provisions ofthe Tigard Municipal Code . Identify options for a paperless office.
relating to nuisance, building code, licensing, and other
violations are also enforced through Tigard's Municipal . Coordinate efforts with other FullCourt users to
Court. The majority of cases heard in Municipal Court upgrade software to allow conviction and suspen-
are traffic violations. sion information to be sent to ODOT Motor Ve-
hicles electronically.
The City's new Youth Court is one component of the
Municipal Court. The Youth Court accepts misde-
meanor cases for first-time juvenile offenders who are
14 and older.
196
Municipal Court
Budget Unit: 3340
WORKLOAD MEASURES
2000/01 2001/02 2002/03 2003/04
Number of traffic citations processed 5,958 6,700. 7,000 7,200
Number of cases in which license was
suspended for failure to pay fine 909 1,005 1,050 1,225
Number of trials per year docketed 606 670 700 720
Average fine amount collected $53 $50 $50 $52
EFFECTIVENESS MEASURES
2000/01 2001/02 2002/03 2003/04
Cases disposed of within 90
days of issuance of citation 93% 85% 90% 90%
Assessed fines collected within
30 days of imposition 71% 75% 75% 75%
Cases suspended for failure to
pay 15% 14% 17% 17%
FULL-TIME EQUIVALENT POSITIONS
2000/01 2001/02 2002/03 2003/04
Administrative Services Manager 0.50 0.50 0.50 0.50
Administrative SpecialistI 0.50 0.50 0.50 0.50
Administrative Specialist H 3.00 3:00 2.00 2.00
Total 4.00 4.00 3.00 3.00
197
Municipal Court
Budget Unit: 3340
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 4.00 4.00 3.00 3.00 3.00 3.00
Wages $103,689 $107,451 $116,029 $119,612 $119,612 $119,612
Overtime 9 89 0 0 0 0
Benefits 39,721 39,523 47,576 51,231 51,231 51,231
Total Personal Services $143,419 $147,063 $163,605 $170,843 $170,843 $170,843
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 45,957 48,559 38,400 39,150 39,150 39,150
Repair & Maintenance 9 33 35 0 0 0
Miscellaneous Expense 0 0 70 266 266 266
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 5,001 3,507 3,500 3,220 3,220 3,220
Advertising & Publicity 0 360 0 0 0 0
Fees/Dues/Subscriptions 272 378 360 300 300 300
Travel & Training 1,409 2,608 4,090 626 3,136 3,136
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 -0 0 0
Utilities 0 0 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $52,648 $55,445 $46,455 $43,562 $46,072 $46,072
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $196,067 $202,508 $210,060 $214,405 $216,915 $216,915
198
General Government
Organization Chart .............................................................................199
~ i
FTE Summary 200 i
o
City Attorney 201
Technology 203 'j
City ®f Tigard, ®regon
GENERAL
GOVERNMENT
Technology
City
Attorney
c5f =r»
199
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General Government
This program includes cost for City Attorney and Technology. In FY 2002-03, all attorney costs were budgeted
in the City Attorney. In prior years, the majority of attorney costs were budgeted in individual Divisions'
budgets and the remaining costs were budgeted in City Attorney for costs that were not directly tied to a
specific program or Department. However, the various funding sources for this budget will remain as in FY
2001-02.
Beginning in FY 2003-04, funds for the acquisition of new and replacement computer hardware and software
on a citywide basis is being budgeted in this program. These costs were formerly budgeted in Network Ser-
vices.
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
# Positions 0.00 0.00 0.00 0.00 0.00 0.00
Personal Services $0 $0 $0 $0 $0 $0
Materials & Services 22,247 36,736 192,100 394,920 394,920 394,920
Capital Outlay 0 0 0 0 0 0
Total Non-Departmental - by Category $22,247 $36,736 $192,100 $394,920 $394,920 $394,920
Budget By Division
Technology $0 $0 $0 $209,920 $209,920 $209,920
City Attorney 22,247 36,736 192,100 185,000 185,000 185,000
Total Non-Departmental - by Division $22,247 $36,736 $192,100 $394,920 $394,920 $394,920
Budget By Fund
;F
Central Services Fund $22,247 $36,736 $192,100 $394,920 $394,920 $394,920
Total Non-Departmental - by Fund $22,247 $36,736 $192,100 $394,920 $394,920 $394,920
200 f
City Attorney
Budget Unit: 4200
Program Results FY 2003-04 Goals and Objectives
• The City Council receives appropriate legal advice • Budget adequate attorney services' hours to handle
and support. day-to-day activities and advise on changes in poli-
cies; procedures, and codes.
• The City's legal exposure is reduced through ongo-
ing monitoring ofactivity. • There are no City Council meeting delays caused
by City Attorney lack of preparedness for the
• Legal services are adequate to handle changes in agendaitems.
policies, procedures, and codes and provide, daily
necessary support to departments. • Evaluate the provision of attorney services in-house
and through contractual services.
Program Description
• Provide special services to individual departments
The City contracts with private firms to provide legal as budgeted.
services including legal advice, support, and policy re-
view. These services are provided to all City depart- • Conduct training sessions for City Council a mini-
ments and the City Council. mum of three times during the year.
201
City Attorney
Budget Unit: 4200
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 0.00 0.00 0.00 0.00 0.00 0.00
Wages $0 $0 $0 $0 $0 $0
Overtime 0 0 0 0 0 0
Benefits 0 0 0 0 0 0
:i
Total Personal Services $0 $0 $0 $0 $0 $0
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 22,247 36,736 192,100 185,000 185,000 185,000
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 0 0 0 0 0 0 uY
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 0 0 0 0 0 0
Advertising & Publicity 0 0 0 0 0 0
Fees/Dues/Subscriptions 0 0 0 0 0 0 'i
Travel & Training 0 0 0 0 0 0 '
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 0 0 0
zRents & Leases 0 0 0 0 0 0'
Utilities 0 0 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $22,247 $36,736 $192,100 $185,000 $185,000 $185,000
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $22,247 $36,736 $192,100 $185,000 $185,000 $185,000
J.
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202
Technology
Budget Unit: 4300
Beginning in FY 2003-04, all City technology expenditures will be budgeted in Technology. These costs were
previously budgeted in the Network Services division. The Technology budget unit was created to provide a
consolidated depiction of the City's technology needs and expenditures.
The FY 2003-04 Technology budget includes replacement of MDT's in police vehicles, computer and laptop
replacements, additional software licenses, new software and software upgrades.
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Personal Services
Positions 0.00 0.00 0.00 0.00 0.00 0.00
Wages $0 $0 $0 $0 $0 $0
Overtime 0 0 0 0 0 0
Benefits 0 0 0 0 0 0
Total Personal Services $0 $0 $0 $0 $0 $0
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 0 0 0 0 0 0
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 0 0 0 0 0 0
Small Tools & Equipment 0 0 0 87,550 87,550 87,550
Office Supplies 0 0 0 13,770 13,770 13,770
Advertising & Publicity 0 0 0 0 0 0
Fees/Dues/Subscriptions 0 0 0 2,400 2,400 2,400
Travel & Training 0 0 0 0 0 0
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 106,200 106,200 106,200
Rents & Leases 0 0 0 0 0 0
Utilities 0 0 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $0 $0 $0 $209,920 $209,920 $209,920
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0,
Computer Equipment 0 0 01 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $0 $0 $0 $209,920 $209,920 $209,920
203
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Capital Improvement Program Summary 204
Summary of Capital Projects 207
Five Year Capital Improvement Plan 208
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City of Tigard, Oregon
Capital Improvement
Program Summary
CIP PROCESS
The Capital Improvement Program (CIP) is managed and directed by the City Engineer who reports directly to
the City Manager.
The CIP is developed through a process separate from, but parallel to the Budget process. The CIP process
begins in November each year with estimates of available capital resources in each fund prepared by the
Finance Department.
The City Engineer prepares a list of potential projects for each project category and presents the information
along with the estimates of available funding to the Citizen Involvement Team (CIT). This process gives citizens
the opportunity to discuss the CIP proposal, add projects, and prioritize projects.
After input is gathered from the CI T, the City Engineer develops the CIP showing the list of proj ects to be
completed in each future year for each project category. The draft CIP is then presented to the City Planning
Commission, which conducts a public hearing to solicit further public comment on the program. The draft CIP
is also presented to the Budget Committee in an informational briefing. Once approved by the Planning Com-
mission, the CIP is presented to the Tigard City Council at another public hearing. After this final hearing and
the consideration of any amendments, the CIP is approved by the City Council. Approval by the City Council
designates the specific projects that will be completed in the coming year.
While the CIP process is progressing, the Budget process is also underway. The budget includes the total
appropriations for capital improvements in each fund for the first year of the CIP. The CIP specifies which
projects will be completed with those appropriations within each fund. The hearings before the City Council are
generally held on the same night because of the close link between the two.
The Capital Improvement Program includes projects related to City Facilities, the Streets System, the Parks
System, the Sanitary Sewer System, the Storm Drainage System, and the Water System.
OPERATING COSTS
Capital improvements require future expenditures for operations and maintenance. In some instances (such as a
new facility) operating costs will increase. In other instances (such as replacing outmoded equipment) operating
costs may decrease. The CEP process includes discussions about the future operating costs of improvements
and such costs are reflected in the operating budget each year. The following discussion summarizes anticipated
operating costs impacts within each capital improvement system:
City Facilities System Program
The major impact on operating costs in the City Facilities System Program is the Senior Center HVAC replace-
ment project. The current HVAC system is old and requires a high level of maintenance. Replacing the system
with a new, more efficient HVAC unit should reduce operating costs. The CIP also includes funds to prepare
construction drawings for the remodeling of the existing Library and City Hall. The old Library will be used for
204
Capital Improvement
Program Summary
office space in the future. This will allow Engineering and Building Inspection staffto move from modulars
buildings near City Hall. This will reduce operating costs because of the inefficient HVAC systems that are
currently used. Other projects in this program should have minimal operating cost impacts.
The new Library proj ect will have significant operating cost impacts in the future. The new, larger library
building, which will require ongoing utility, operations and maintenance costs. This project is still in the design
phase, so no estimates for future operating cost impacts are presently available.
Parks System Program
Park projects tend to have the most direct effect on the operating budget because most park improvements
require ongoing maintenance, especially those involving grass and landscape areas. Each of the trail projects as
well as the construction of new facilities will impact the operating budget of the Parks Maintenance Division. In
future years, the challenge will be balancing the needs between adding new facilities and at the same time funding
the Division at a level which supports the ongoing operation and maintenance of all City parks and trails. Ongo-
ing parks maintenance activities are funded primarily from the City's General Fund.
Sanitary Sewer System Program
The impact of the Sanitary Sewer System Program on operating costs is also mixed. Many of the projects in
this program (such as the 110' Avenue project at Derry Dell Creek) are designed to address long-standing
maintenance problems, and will reduce operating maintenance costs. At the same time, projects such as the
Neighborhood and Commercial Area Sewer Extensions will install new sewer lines. The increase in the number
of sewer lines will increase operating costs, but these costs will be offset by fees paid by the newly served
customers.
Street System Program
The operating cost impact of the projects in the Street System Program is mixed. Projects which expand the
City's inventory of streets generally will increase operating costs for sweeping and road maintenance. Many
projects, however, address existing deficiencies in the street system, improve drainage, and install curbs and
sidewalks. Fully improved street with curbs and sidewalks are generally easier to maintain than less developed
streets.
Storm Drainage System Program
Projects within this system are generally designed to address erosion and storm drainage problems. Projects
will therefore have a generally positive impact on operating costs. Some of these projects will carry increased
operating costs, but will offset problems downstream. Other projects, such as wetlands mitigation, will address
problems with minimal ongoing cost.
205
Capital Improvement
Program Summary
Water System Program
Like the Street and Sanitary Sewer Systems, the impact of the Water System Program CIP on operating costs
is mixed. A large, multi-year reservoir project is being planned. The Tigard-Tualatin School District and the
City have agreed to locate a reservoir on a new school site, Alberta Rider, located near the intersection of SW
Bull Mountain Road and 131 n Avenue. This reservoir will impact future operating costs.
In addition to the reservoir, several projects call for the replacement of old, high maintenance water lines, which
tend to reduce operating costs. Other projects are designed to install technology improvements or new tech-
niques to address system needs at lower costs, such as the Aquifer Storage and Recovery (ASR). Finally,
some projects will assist the City in securing a long term water supply source.
Unfunded Street System Projects
The failure of a proposed Transportation Bond (Ballot Measure 34-20) in the November 2000 election has
meant that there is no funding available to construct greatly needed street reconstruction and expansion projects
during the next few years. In addition, the State Gas Tax has not been increased during the past decade. The
amount available from these revenues for corrective and preventative maintenance is highly inadequate to
address the $4 million dollar backlog of maintenance needs. As operating and materials costs increase, the
amount available from the Gas Tax Fund is expected to decrease each year.
At the back of this section, there is a listing of some of the preventative/corrective maintenance funding require-
ments and some of the major street projects that will not have adequate funding over the next few years. The
list provided is no all inclusive but provides an indication of the level of funding needed to address some of the
projects needed over the next few years.
Capital Spending Per Capita
$500
$400
$300
$200
$100
$0
FY 1999-00 FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04
Actual Actual Actual Budget Adopted
i
206
3
Summary of Capital Projects
CIP System Summary
FY 2000/01 FY 2001/02 FY 2002/03 FY 2003/04 FY 2003/04 FY 2003/04
Actual Actual Adopted Proposed Approved Adopted
City Facilities System $292,924 $169,537 $4,086,250 $7,387,380 $7,387,380 $7,387,380
Parks System 970,236 1,348,071 1,576,100 806,886 826,886 826,886
Sanitary Sewer System 543,866 456,194 2,300,000 922,300 922,300 922,300
Street System 2,615,773 1,182,465 6,644,281 5,450,142 5,281,379 5,281,379
Storm Drainage System 297,761 123,427 232,000 288,500 288,500 288,500
Water System 725,035 954,921 2,443,000 4,838,367 5,495,229 5,495,229
Total CIP Systems $5,445,595 $4,234,615 $17,281,631 $19,693,575 $20,201,674 $20,201,674
CIP Fund Summary
FY 2000/01 FY 2001/02 FY 2002/03 FY 2003/04 FY 2003/04 FY 2003/04
Fund Name Actual Actual Adopted Proposed Approved Adopted
General $245,409 $55,942 $326,250 $0 $0 $0
Gas Tax 481,418 198,630 510,000 687,894 757,894 757,894
Traffic Impact Fee 1,854,233 912,873 3,125,000 3,309,166 3,309,166 3,309,166
Tree Replacement 37,000 11,916 0 0 0 0
Parks CIP 771,420 1,258,885 1,576,100 806,886 826,886 826,886
Underground Utility 164,465 22,867 100,000 105,000 105,000 105,000
Traffic Impact Fee-Urban Services 0 0 850,000 950,000 950,000 950,000
Urban Services 73,241 7,054 50,000 238,763 0 0
Facility Fund 47,515 113,595 3,760,000 7,387,380 7,387,380 7,387,380
Metro Greenspaces 161,816 69,765 0 0 0 0
Park Levy Improvement 0 7,505 0 0 0 0
69th Ave. LID 41,028 41,041 0 0 0 0
Dartmouth LID 1,388 0 9,281 9,319 9,319 9,319
Wall St. LID 0 0 2,000,000 150,000 150,000 150,000
Sanitary Sewer 543,866 456,194 2,300,000 922,300 922,300 922,300
Storm Sewer 183,942 91,219 200,000 278,500 278,500 278,500
Water Quality/Quantity 113,819 32,208 32,000 10,000 10,000 10,000
Water 335,958 478,319 1,373,000 526,750 779,372 779,372
Water SDC 298,549 26,828 400,000 225,000 225,000 225,000
Water CIP 90,528 449,774 670,000 4,086,617 4,490,857 4,490,857
Total CIP Funds $5,445,595 $4,234,615 $17,281,631 $19,693,575 $20,201,674 $20,201,674
207
Five Year Capital
Improvement Plan
City Facilities System
The City Facilities System Program contains projects to maintain, improve or expand general purpose City
facilities (such as City Hall) or facilities which do not fit into any of the other CIP Programs (such as the Li-
brary). Funding for these projects come from the Facility Fund.
Facility Fund
The Facility Fund provides funding for major capital projects supporting General Fund programs. The primary
sources of revenues for this fund are a General Obligation Bond approved by voters on May 21, 2002, trans-
fers from the General Fund, Water Fund, Sanitary Sewer Fund, Storm Sewer Fund, or donations for specific
projects.
FY 2003-04 Projects
Adopted Map
Project Fund Amount Location
New Library Design and Construction Facility $7,038,000 CFPJ
On May 21, 2002, voters approved a $13,000,000 General Obligation bond to build a new Library. This
project will pay for the architectural design, preliminary engineering, and site preparation.
Access Controls at Water Building,
Canterbury Gates, and Public Works
Administration Doors Facility $90,000
This project will install new access control devices at the Water Building, Canterbury Gates, and at the Public
Works Building.
Senior Center - HVAC Replacements Facility $50,000 CFP2
This project will replace the HVAC equipment at the Tigard Senior Center. The equipment is old, requires a
high level of maintenance, and no longer adequately heats or cools the building.
Police Department Seismic Upgrade Facility $40,000 CFP3
This proj ect will upgrade the Police Department side of the City Hall Building to meet current seismic codes.
Space Planning for Water Building Facility $30,000 CFP4
This project will complete the space planning required when Public Works moves into theWater Building after
Finance has moved into City Hall.
i
208
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
Construction Drawings & Administration
For Library/City Hall Remodel Facility $139,380 CFP3
This sets aside funding for the preparation of construction drawings and for administration of the old Library/
City Hall remodel project.
Total FY 2003-04 City Facilities System $7,387,380
FY 2004-05 Projects
New Library Construction Facility $2,932,000
Old Library/City Hall Remodel Facility $580,760
Total FY 2004-05 City Facilities System $3,512,760
FY 2005-06 Projects
Old Library/City Hall Remodel Facility $413,586
Total FY 2005-06 City Facilities System $413,586
FY 2006-07 Projects
Senior Center Seismic Upgrade Facility $45,000
Miscellaneous City Facility Projects Facility $200,000
Total FY 2006-07 City Facilities System $245,000
FY 2007-08 Projects
Miscellaneous City Facility Projects Facility $200,000
Total FY 2007-08 City Facilities System $200,000
209
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Parks System
The Parks System Program contains land acquisition for new or expanded parks and open spaces and im-
provements to existing parks. The primary source of funding for these projects is the Parks Capital Fund.
Parks Capital Fund
In FY 2002-03, the Parks Capital Fund was created by combining the former Parks SDC Fund, Metro
Greenspaces Fund, Park Levy Improvement Fund, and Tree Replacement Fund. The Metro Greenspaces
Fund and the Parks Levy Improvement Fund had been created for specific purposes, which have been
achieved. These funds will be closed out. The remaining funds were consolidated into the Parks Capital Fund
to improve management of Parks CIP projects.
The Parks SDC is the City's primary and most consistent funding source for park improvements. The current
fee schedule was adopted in 2003 and applies to new development within the incorporated area. In order to
charge a Parks SDC in the Urban Services area, the City must obtain specific legal authority from the County.
The City has had discussions with the County on obtaining this legal authorization, but to date has not yet
obtained it. In combination with development activity, Council's decisions regarding fee levels and the County's
attitude toward an Urban Services SDC will determine how much in SDC funding will be available for future
park improvements.
FY 2003-04 Projects
Adopted Map
Project Fund Amount Location
Fanno Creek TraitlGrant to Main
Street Trail Segment Parks Capital $100,000 PSPI
This is part of the Fanno Creek Trail System. This segment connects Main Street to Grant Avenue. Partial
funding for this project will be from an Oregon Recreation Parks Department (ORPD) grant in the amount of
$52,192.
Bonita Park at Milton Parks Capital $105,400 PSP2
This project will construct a neighborhood park, which includes a basketball court, playground equipment, trails,
and open space. Partial funding for this project will be from a Community Development Block Grant (CDBG)
in the amount of $55,400.
Embedded Crosswalk - Bonita Park at Milton Parks Capital $60,000 PSP2
Bonita Park will include a basketball court, playground, and sidewalks with greenspace. To enhance safe
crossing of Bonita Road for those wishing to access the park, an embedded crosswalk lighting system will be
constructed at the Milton Court intersection. Partial funding for this project will be from $35,000 in CDBG
funds and Gas Tax funds in the amount of $25,000.
211
Five Year Capital
Improvement Plan
l Adopted Map
Project Fund Amount Location
1 Skateboard Development Parks Capital $390,000
This project will construct anew skate park, parking, and landscaping. Funding for this project will come solely
from private donations.
Fanno Creek Trail Extension - Library Site Parks Capital $101,486 PSP3
This continues the Fanno Creek Trail System through the new Library site. Partial funding for this project will
be coming from a Recreational Trail Program (RTP) grant in the amount of $51,486.
Tree ReplacemenllPlanting Parks Capital $50,000
This continues the yearly program to plant new trees, remove old and hazardous trees, and maintain and protect
existing trees. Funding for this is from the fee developers pay when it is not possible to protect existing trees on
property that is being developed.
Summerlake Park Development Parks Capital $20,000 PSP4
This project is being carried over from FY 2002-03 for completion. Improvements are being made in the dog
park and parking areas.
1
Total FY 2003-04 Parks System $826,886
FY 2004-05 Projects
Summerlake Park Development Parks Capital $200,000
Tree Replacement/Planting Parks Capital $50,000
Jack Park Development Parks Capital $31,000
Total FY 2004-05 Parks System $281,000
l
212
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Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
FY 2005-06 Projects
Fanno Creek Park Development Phase I Parks Capital $100,000
Washington Square Regional Center
Loop Trail Parks Capital $40,000
Fanno Creek Park Expansion- J
Land Acquisition Parks Capital $100,000
Northview Park Development Parks Capital $45,000
Tree Replacement/Planting Parks Capital $50,000
Total FY 2005-06 Parks System $335,000
FY 2006-07 Projects
Ash Creek Trail Acquisition Parks Capital $100,000
Tree Replacement/Planting Parks Capital $50,000
Northview Park
(Picnic Shelter and Hard Pathway) Parks Capital $45,000
Total FY 2006-07 Parks System $195,000
FY 2007-08 Projects
Jack Park Development Parks Capital $100,000
Tree Replacement/Planting Parks Capital $50,000
Total FY 2007-08 Parks System $150,000
213
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Sanitary Sewer System
The Sanitary Sewer System Program contains projects to construct, maintain, and improve the sanitary sewer
system in Tigard. The Clean Water Services Agency of Washington County (CWS) and the City of Tigard have
entered into an agreement for cooperative operation of the Sanitary Sewer System. The City owns, maintains,
and operates the system within certain limits in a defined service area under that agreement with CWS.
Projects are accounted for in the Sanitary Sewer Fund.
Sanitary Sewer Fund
The Sanitary Sewer Fund resources are reserved for maintenance repairs on currently unknown projects, for
capacity upgrades as recommended by the Clean Water Services Master Plan, and for the Neighborhood and
Commercial Area Sewer Extension Programs. The unrestricted portion of the Sanitary Sewer Fund can be used
for repair and maintenance projects citywide and for extension of the existing system to unsewered areas. The
establishment of the 5-year citywide Sewer Extension Program by City Council provides for the installation of
sewer service to all developed, but unsewered areas citywide. The funding for these projects will be recouped
through the formation of reimbursement districts for the installation of the sewer lines.
FY 2003-04 Projects
Adopted Map
Project Fund Amount Location
1101' Avenue (at Derry Dell Creek) Sanitary
Sewer $70,000 SSPI
This project will relocate an existing pipe that runs in the back of two private properties on 1101' Avenue. The
grade of the existing pipe is extremely poor and there is evidence of severe bellying. The existing pipe will be
abandoned and the new pipe will be installed under the creek. Construction of this project will need to be from
July 1 to September 30 to meet the in-water work window required by environmental permits.
Citywide Sewer Extension Program Sanitary
Sewer $750,000
The Citywide Sewer Extension Program is a long term program to extend sewers to all developed, but un-
served areas citywide. The City uses the formation of reimbursement districts to construct the sewers. On the
average, the City constructs five reimbursement districts a year to provide approximately 120 to 130 connec-
tions to existing homes. The Commercial Area Sewer Extension Program is also funded from the Sanitary
Sewer Fund and offers the same opportunity to commercial entities that may wish to participate in a reimburse-
ment district for extension of sewer service to a commercial area.
1
215
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
Sanitary Sewer Major Maintenance Sanitary
Sewer $40,000
These funds will be used to contract out sewer repair projects that are beyond the repair capabilities of the
Public Works Department. This program is expected to be a continuing program in future years. The Sanitary
Sewer Major Maintenance Program in FY 2003-04 will include projects at various locations in the City.
Gaarde Phase II Sanitary
Sewer $62,300
Please see project description in Street System Program.
Total FY 2003-04 Sanitary Sewer System $922,300
1
FY 2004-05 Projects
Sanitary Sewer Major Maintenance Sanitary
Sewer $40,000
Citywide Sewer Extension Sanitary
Sewer $750,000
Gaarde Phase II Sanitary
Sewer $40,000
Total FY 2004-05 Sanitary Sewer System $830,000
FY 2005-06 Projects
Sanitary Sewer Major Maintenance Sanitary
Sewer $40,000
Citywide Sewer Extension Sanitary
Sewer $750,000
Total FY 2005-06 Sanitary Sewer System $790,000
216
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
FY 2006-07 Projects
Sanitary Sewer Major Maintenance Sanitary
Sewer $40,000
Citywide Sewer Extension Sanitary
Sewer $750,000
Total FY 2006-07 Sanitary Sewer System $790,000
FY 2007-08 Projects
Sanitary Sewer Major Maintenance Sanitary
Sewer $40,000
Citywide Sewer Extension Sanitary
Sewer $750,000
Total FY 2007-08 Sanitary Sewer System $790,000
1
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Street System
The Street System Program contains projects to construct, maintain, and improve Tigard's street system.
Projects are accounted for in the Gas Tax Fund, the Traffic Improvement Fee Funds, the Urban Services Fund,
the Underground Utility Fund, the Dartmouth LID Fund, and the Wall Street LID.
Gas Tax Fund
State and County gas tax revenue can be used for upgrading the collector and local streets within Tigard,
without restriction. This revenue is limited, however, and is not sufficient to fund all the street improvement needs
of the City. In addition, the state gas tax has not increased in a decade. As expenses increase and operational
costs rise, the amount available for projects will continue to decrease in the coming years. The GasTax Fund
will soon cease to be a viable source of funding for street-related maintenance projects.
Traffic Impact Fee Fund
Traffic Impact Fee (TIF) funding can be used only for highway and transit capital improvements that provide )
additional capacity to major transportation systems. This funding is limited to major collector and arterial streets,
and 50% must be spent on arterial streets. The transportation planning effort for the City was recently com-
pleted with the adoption of the Tigard Transportation System Plan. There will not be sufficient funding in the
TIF Fund, however, to complete all the projects that are envisioned over the next 5 to 10 years.
Traffic Impact Fee Fund - Urban Services
These are Traffic Impact Fees collected within the Urban Services area. At the time Walnut Island and ancillary
islands were annexed into the City, County officials authorized the use of County TIF funds collected within the
Urban Services area for TIF eligible improvements to the major roads within the annexed areas. Those major
roads were not transferred to the City as part of the annexation. The jurisdictional transfer occurred later
through City Council request by resolution and County Board of Commissioners action to approve the transfer.
Dartmouth LID Fund
The Dartmouth LID Fund was established to account for the construction of a local improvement district (LID)
on Dartmouth St. the source of funding is assessments against benefiting properties within the LID.
Wall St. LID Fund
The design and construction of Wall Street from Hall Boulevard to Hunziker Street is proposed for funding
through formation of a local improvement district (LID) supplemented by Traffic Impact Fee funding for engi-
neering, design, and construction management. The entire project is anticipated to span several fiscal years.
The Preliminary Evaluation Report for the proposed LID has been presented to City Council. Council has
authorized the preparation of the Preliminary Engineer's Report, as the next step in the process to determine if
the LID should be formed.
219
Five Year Capital
Improvement Plan
Urban Services Fund
The Urban Services Fund was established to track revenues and expenses associated with the provision of
services in the areas outside the City limits, but within Tigard's urban services area. Tigard provides road
maintenance and other services in this area under contract with Washington County. The City collects building
1 and planning related fees to pay for these services, and in addition, the County pays the City to provide major
road maintenance.
Underground Utility Fund
This field receives payments from developers in lieu of installing utilities underground. Funds are then used to
place utilities underground in conjunction with major roadway projects.
FY 2003-04 Projects
Adopted Map
Project Fund Amount Location
Gaarde Street (Phase 2) Traffic
Impact Fee $977,700 SPP7
Traffic Impact
Fee US $600,000
Underground
utility $105,000
The extension of Gaarde Street from the Quail Hollow-West subdivision north to Walnut Street (Gaarde Street
Improvements-Phase I) was completed in August 2001. The second phase of the project is the widening of
Gaarde Street between 12151 Avenue and Highway 99W and the improvement of approximately 1,000 feet of
1215 Avenue north of the Gaarde Street/ 121 sl Avenue intersection. Funding for this proj ect includes a payment
of $264,317 made by Venture Properties, Inc. This payment is in lieu of constructing the road improvements as
required for the development of the Whistler's Walk subdivision located west of 1215` Avenue. Construction of
this project began in early 2003 and will be completed by the end of calendar year 2004.
The Gaarde Street Phase 2 improvements impact the existing water infrastructure. Funding for the water-
related improvements had been budgeted for FY 2002-03 with the project anticipated to begin in the fall of
2002. Because the project actually began in early 2003 and spans two fiscal years with the completion in
calendar year 2004, funding is also allocated for FY 2003-04. Approximately 1,500 lineal feet of waterline
will be relocated.
220
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
1211Avenue (Right-of-Way) Traffic
Impact Fee $100,000 SPP8
Traffic Impact
Fee US $100,000
121 st Avenue between Gaarde Street and Walnut Street is proposed for widening to the ultimate width of a
collector street. Although the project design is still in progress, the required rights-of-way have been identified for i
the improvements. The City TIF Fund and the TIF-Urban Services Fund will be utilized to purchase a portion of
the land acquisition needed for the project. Construction and the remaining rights-of-way acquisition will be pro-
grammed in future budgets.
Walnut St. (Right of Way) Traffic
Impact Fee $200,000 SPP9
Traffic Impact
Fee US $100,000
Walnut Street between 116th Avenue and the Tiedeman Avenue/Fonner Street intersection is proposed for widen-
ing to its ultimate width using collector standards. Although the project design is still in progress, the required rights-
of-way have been identified for the improvements. The City T1F Fund and the TIF-Urban Services Fund will-be
utilized to purchase a portion of the land acquisition needed for the project. Construction and the remaining rights-
of-way acquisition will be programmed in future budgets.
Pavement Major Maintenance Program (PUMP) Gas Tax $120,000
Pavement Major Maintenance Program (PUMP) - This is a program of corrective and preventative maintenance
on all paved streets in Tigard. The program is designed to provide additional service life to the streets and to keep
them safe and serviceable. Streets included in this year's program are: Errol Street (between 112th Avenue and
Fonner Street), Walnut Street (from Grant Avenue to Hwy 99W), Greenburg Road (between Center Street and
Hwy 99W), and Summerfield Drive (200 feet north of Durham Road to 200 feet west of 1161 Ct.)
Traffic Calming Program Gas Tax $10,000
This program provides funding for traffic calming measures citywide. In the last few years, much of the funding was
used to place speed humps on streets that clearly demonstrated the need for installation of these traffic-calming
devices. A portion of this fund is used on a 50-50 cost sharing basis with residents for placement of speed humps
on streets that do not make the year's list. This year's program includes installation of 3 speed humps on Park
Street (between 110th Avenue and Watkins Avenue), 2 speed humps on 95th Avenue (between Shady Lane and
North Dakota Street) and 1 speed hump on 130th Avenue (south of Hawksbeard Street). Other streets may be
added depending upon neighborhood interest and the street ranking in the speed hump criteria rating system.
221
Five Year Capital
Improvement Plan
Adopted Map
Project Flund Amount Location
Street Striping Program Gas Tax $18,000
This is an annual program that provides funding for installation of new striping on streets that demonstrate the
need for replacement of existing stripes, pavement markings, and pavement markers. This year's program
includes new striping at the 72nd Avenue/Dartmouth Street intersection, Greenburg Road (from 100 feet north
of Shady Lane to 100 feet south of Cascade Avenue), Pfaflle Street (from Hall Boulevard to Hwy 99W), and
Durham Road (from Upper Boones Ferry Road to 72nd Avenue).
Bonita Road (Hall Blvd to Fanno Creek Bridge) Gas Tax $260,000 SPPI
This segment of Bonita Road underwent major reconstruction in 1991. However, due to loss of subgrade
support, the pavement surface has failed prematurely.. Since correction of the failure requires more than normal
maintenance effort, reconstruction of the street, including removal and replacement of the existing aggregate
base and aggregate concrete surfacing, is required. Construction of the project will begin in June and will be
completed in the summer of 2003.
Walnut Terrace (691 Ave to City Limits) Gas Tax $80,000
This completes the project initiated in FY 2002-03 by installing aggregate concrete pavement on the existing
unpaved street and constructing new curbs and driveway aprons. This proj ect also upgrades the existing pipes and
catch basins to divert the storm runoff into a proper drainage system. The scope of drainage work includes
installation of approximately 750 feet of drainage pipe and construction of new manholes and basins.
Embedded Crosswalk Lights
(Walnut Street/Grant Ave Intersection-
Flashing Beacons) Gas Tax $10,000 SPP3
A pilot program began in FY 1999-2000 to install four crosswalk lighting systems at existing marked cross-
walks in the City. This year's program provides funding to install a pole-mounted flashing light in each direction
of travel for the crosswalk lights that were previously installed at the Walnut Street/Grant Avenue intersection.
This safety enhancement to the lighted crosswalk is necessary because of the slight hump in the center of the
intersection that may interfere with visibility of the embedded flashing lights.
Tiedeman Avenue Railroad Crossings
(south of North Dakota Street) Gas Tax $28,000 SPP4
This is another joint project between the City and Portland & Western Railroad, Inc. to repair deteriorated
railroad crossings at various locations citywide. The crossings at Main Street, 72"d Avenue and North Dakota
have been previously repaired through joint efforts with the railroad company. This project addresses the
deteriorated crossings at Tiedeman Avenue. The project will reconstruct approximately 200 feet of existing
aggregate base and aggregate concrete pavement and adjust the railroad tracks to match the new pavement.
The City will pay for the construction of the roadway approaches. Portland & Western will manage the project
and will pay for all the work related to the adjustment of the tracks.
222
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
Hall Blvd Sidewalks at Highway 217 Gas Tax $83,994 SPP6
This will alleviate unsafe pedestrian conditions along Hall Boulevard by installing sidewalks within three gaps in
the existing sidewalk system. Partial funding for this project will come from a Community Development Block
Grant (CDBG) in the amount of $71,958.
Greenburg Road (Washington Square Traffic
Drive to Tiedeman Avenue) Impact Fee $745,000 SPPIO
This project improves Greenburg Road from Washington Square Drive to Tiedeman Avenue. The bulk of the
work will be to widen Greenburg Road between the Highway 217 overcrossing and Tiedeman Avenue to a 5-
lane facility. The completed improvements will enhance movement into and out of the Washington Square
Regional Center. The project design and land acquisition are funded through the Priorities 2000 & 2002 MTIP
funds of $660,000 with Tigard providing $85,000 in matching funds. The total amount of $745,000 reflects the
entire amount needed for the project (both federal funding and the local matching funds). The project agreement
for the project design and rights-of-way acquisition has been executed. The federal funds for the preliminary
engineering work have been obligated and the design of the project is ready to begin. This project has been
submitted and is still in contention for construction funding under the MTIP Priorities 2004-07 project selection
process.
Bull Mountain/Roshak Road Intersection Traffic Impact
Fee US $150,000 SPPII
This project widens Bull Mountain Road to add turning lanes at the intersection with Roshak Road. The project
should enhance safety by providing safer turning movements. The project includes minor drainage work and
requires some land acquisition to accommodate the widened road. The preliminary design concept has been
proposed to and approved by Washington County.
Wall Street Local Improvement District Wall
Street LID $150,000 SPP12
This project was initiated in FY 2002-03. The TIF Fund provides a total of $250,000 for engineering design
costs leading to completion of the Preliminary Engineer's Report. $100,000 has been allocated for FY 2002-03
and $150,000 for FY 2003-04. Any funding for work beyond the Preliminary Engineer's Report will be
provided primarily through the Local Improvement District, if it is formed.
223
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
Hall Blvd/Wall St Intersection and Approaches Traffic
Impact Fee $1,286,466 SPP12
This project is the design and construction of the Hall Boulevard/Wall Street intersection and approaches. It
includes widening of Hall Boulevard to provide a 3-lane facility, construction of 425 feet of Wall Street, and
signalization of the intersection. Funding for this project includes payments made by the Library Project
($568,000) and Polygon Northwest Company, the Fanno Pointe Condominiums developer ($118,466). The
payments are in lieu of constructing half-street improvements as required for the development of their respective
properties.
Commercial Street Sidewalk Gas Tax $117,900 SPPS
This project involves pedestrian improvements in the Tigard Town Center to support the commuter rail project.
Sidewalks have been previously installed on 951' Avenue and Lincoln Avenue. This project closes a portion of
the gap by connecting Lincoln Avenue to Main Street. This project has been submitted for funding under the
MTIP Priorities 2004-07 project solicitation process. If the grant is not approved, the project will not be
implemented. The project scope includes widening of Commercial Street on the north side to provide a side-
walk connecting Lincoln Avenue to Main Street at the planned commuter rail station. It includes the realignment
of Commercial Street underneath the Highway 99W overcrossing to provide space for the sidewalk. The gap
between 951 Avenue and Lincoln Avenue will be programmed in a future year.
Dartmouth LID Dartmouth LID $9,319
The funding allocated in FY 2003-04 is intended to pay for any further expenses arising from the LID formed to
construct improvements on Dartmouth Street.
SW Nimbus Ave. Extension (Land Acquisition) Gas Tax $30,000 SPP2
The Washington Square Regional Center Plan identifies the extension of SW Nimbus Avenue to connect with
Greenburg Road as a high priority project for future implementation. This provides funding for the land acquisi-
tion of approximately 8 acres ofproperty within the corridor established for the road extension. This property is
currently being marketed for sale. Purchase by the City at this time would ensure that the property does not
become a future obstacle to the proposed road extension.
Total FY 2003-04 Streets System $5,281,379
FY 2004-05 Projects
Pavement Major Maintenance Program (PMMP) Gas Tax $100,000
Traffic Calming Program Gas Tax $10,000
Street Striping Program Gas Tax $15,000
Embedded Crosswalk Lights Gas Tax $55,000
224
Five Year Capital
Improvement Plan
Adopted Map
Project Ftimd Amount Location
Pedestrian Improvements Gas Tax $50,000
Gaarde Street (Phase 2) Traffic
Impact Fee $400,000
Traffic Impact
Fee US $300,000
Underground
Utility Fee $50,000
121st Avenue Traffic Impact
Fee. $800,000
Traffic Impact
Fee US $100,000
Walnut Street Traffic Impact
Fee $100,000
Traffic Impact
Fee US $100,000
Hall Blvd/McDonald Intersection Traffic Impact
Fee $20,000
Pavement Major Maintenance Urban Services $50,000
Wall Street LID Wall Street LID $100,000
Total FY 2004-05 Street System $2,250,000
FY 2005-06 Projects
Pavement Major Maintenance Program (PMMP) Gas Tax $100,000
Traffic Calming Program Gas Tax $10,000
Street Striping Program Gas Tax $15,000
225
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
Pedestrian Improvements Gas Tax $30,000
Walnut Street Construction Traffic
Impact Fee $1,000,000
Underground
Utility Fee $100,000
Hall Blvd/McDonald St. Intersection
(Right of Way) Traffic
Impact Fee $50,000
Pavement Major Maintenance Urban Services $50,000
Total FY 2005-06 Street System $1,355,000
FY 2006-07 Projects
Pavement Major Maintenance Program (PMMP) Gas Tax $100,000
Traffic Calming Program Gas Tax $10,000
Street Striping Program Gas Tax $15,000
Embedded Crosswalk Lights Gas Tax $55,000
Pedestrian Improvements Gas Tax $30,000
Wall Street Construction Tr affil c
Impact Fee $500,000
Scofns/Hall/Hunziker Intersection Traff c
Impact Fee $125,000
Locust Street - Hall to Greenburg (Design) Traff c
Impact Fee $125,000
Hall Blvd/McDonald St. Intersection
(Construction) Traffic
Impact Fee $130,000
226
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
Hall Blvd Half Street Improvements
From Bridge to City Hall Entrance Traffic
Impact Fee $80,000
Pavement Major Maintenance Urban Services $50,000
Total FY 2006-07 Street System $1,220,000
FY 2007-08 Projects
Pavement Major Maintenance Program (PMMP) Gas Tax $70,000
Pedestrian Improvements Gas Tax $30,000
Traffic Calming Program Gas Tax $10,000
Street Striping Program Gas Tax $15,000
Greenburg Road Construction Traff c
Impact Fee $1,989,000
1213' Avenue Construction Traff c
Impact Fee $800,000
Underground
Utility Fee $100,000
Scoffins/Hall/Hunziker Intersection Traff c
Impact Fee $125,000
Locust Street - Hall to Greenburg (Design) Traff c
Impact Fee $125,000
Pavement Major Maintenance Program Urban Services $50,000
Total FY 2007-08 Street System $3,314,000
227
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Storm Drainage System
The Storm Drainage System Program contains projects to construct, maintain, and improve the storm drainage
system in Tigard. The Clean Water Services Agency of Washington County (CWS) regulates the storm drainage
system, but Tigard owns, maintains, and operates the system within the City limits. Projects are funded from the
Storm Water Sewer Fund and the Water Quality/Quantity Fund.
Storm Sewer Fund
The Storm Sewer Fund CIP is supported from storm drainage charges and System Development Charges
(SDCs). SDC funds must be used for projects designated in the Clean Water Services master plan.
Water Quality/Quantity Fund
Water Quality/Quantity fees are collected by the City on certain development activities in the City. These
charges, which were instituted by Clean Water Services, are used to fund offsite surface water system improve-
ments, water quality enhancement projects, and capacity improvements to the storm drainage system.
FY 2003-04 Projects
Adopted Map
Project Fund Amount Location
Storm Drainage Major Maintenance
Program Storm Sewer $80,000 SDPI
This program addresses minor storm drainage problems requiring more than normal maintenance effort. One of
the projects of this year's program includes erosion control along Fanno Creek at DeAnn Court.
Storm Drain Pipe Rehabilitation Storm Sewer $100,000
The Storm Drain Pipe Rehabilitation Program was initiated in FY 2001-02. Since then, approximately 1,500
feet of existing pipes have been rehabilitated using a trenchless construction method that prevents damage to the
existing pavement. The City's television inspection reports identify 4,500 feet of storm drain pipes that are
seriously damaged and need to be repaired or replaced. This prof ect continues the program by rehabilitating
1,000 feet of pipes through installation of cured-in-place pipes inside the existing pipes utilizing the trenchless
construction method.
Fanno Creek Trail Wetland Mitigation
Monitoring Storm Sewer $10,000
For construction of the Fanno Creek trails, the permit issued by the DSL and the Corps of Engineers requires
that the mitigation area be monitored for a period of three years. An environmental consultant has monitored the
success of the wetland enhancement and prepared an annual report to be submitted to the agencies. The first
and second monitoring reports were submitted in 2001 and 2002 respectively. The final monitoring report is due
by December 1, 2003.
229
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
Gaarde Street Phase 2 Wetland Mitigation Storm Sewer $6,000
This project provides mitigation measures that were required by the DSL, the Corps of Engineers, and,CWS to
offset the loss of 0.009 acres of wetland associated with the widening of Gaarde Street. The offsite mitigation
area is along the Fanno Creek Greenway immediately north of Tigard Street. The vegetated enhancement area
is located along the Fanno Creek trail south of the Burnham Business Park. The project will provide initial
vegetation management and plant installation during the summer and fall of 2003.
Storm Debris Processing Center Storm Water $37,500
This project is for the establishment of a storm debris processing center.
Walnut Terrace Storm Drainage Storm Water $45,000
This completes the project initiated in FY 2002-03 by installing aggregate concrete pavement on the existing
unpaved street and constructing new curbs and driveway aprons. This project also upgrades the existing pipes and
catch basins to divert the storm runoff into a proper drainage system. The scope of drainage work includes
installation of approximately 750 feet of drainage pipe and construction of new manholes and basins.
Summer Lake Improvements Water Quality/
Quantity $10,000
This continues the flow monitoring of Summer Lake. The City has a contract with the County Watermaster to
perform the flow-monitoring work.
Total FY 2003-04 Storm Drainage System $288,500
FY 2004-05 Projects
Clean Water Services Master Plan Projects Water Quality/ $150,000
Quantity
Summer Lake Improvements Water Quality/
Quantity $10,000
Storm Drain Pipe Rehabilitation Storm Sewer $100,000
Storm Drainage Major Maintenance Storm Sewer $60,000
230
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
Fanno Creek Trail Wetland Mitigation
Monitoring Storm Sewer $6,000
Gaarde Street Phase 2 Wetland Mitigation Storm Sewer $5,000
Storm Drainage Improvements Storm Sewer $100,000
Total FY 2004-05 Storm Drainage System $431,000
FY 2005-06 Projects
Clean Water Services Master Plan Projects Water Quality/ $150,000
Quantity
Storm Drain Pipe Rehabilitation Storm Sewer $100,000
Storm Drainage Major Maintenance Storm Sewer $60,000
Fanno Creek Trail Wetland Mitigation
Monitoring Storm Sewer $6,000
Gaarde Street Phase 2 Wetland Mitigation Storm Sewer $5,000
Storm Drainage Improvements Storm Sewer $100,000
Total FY 2005-06 Storm Drainage System $421,000
FY 2006-07 Projects
Storm Drain Pipe Rehabilitation Storm Sewer $100,000
Storm Drainage Major Maintenance Storm Sewer $60,000
Gaarde Street Phase 2 Wetland Mitigation Storm Sewer $5,000
Walnut Street Wetland Mitigation Storm Sewer $10,000
231
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Storm Drainage Improvements Storm Sewer $100,000
Total FY 2006-07 Storm Drainage System $275,000
FY 2007-08 Projects
Storm Drain Pipe Rehabilitation Storm Sewer $100,000
Storm Drainage Major Maintenance Storm Sewer $40,000
Gaarde Street Phase 2 Wetland Mitigation Storm Sewer $5,000
Walnut Street Wetland Mitigation Storm Sewer $5,000
Storm Drainage Improvements Storm Sewer $100,000
Total FY 2007-08 Storm Drainage System $250,000
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Water System
The Water System Program contains projects to construct, improve, maintain, and replace Tigard's water
system. The Tigard water service area provides water to two-thirds of Tigard, the City of King City, the City
of Durham and an unincorporated area under the j urisdiction of the Tigard Water District. In May of 2000 a
20-year CIP schedule was completed. This document was updated in September of 2002. This document
serves as the backbone for the CIP projects. Projects are funded by three main funds: the Water Fund, the
Water SDC Fund and Water CIP Fund.
Water Fund
The Water Fund is the primary operating and maintenance fund of the water system. Revenues come from
water sales and connection fees. This fund supports operation, major capital maintenance, and some system
improvements not eligible for funding from System Development Charges (SDCs).
Water SDC Fund
The Water SDC Fund accounts for the improvement portion of System Development Charges (SDCs) charged
to new development. Money in this fund can only be used for improvements to or expansion of the current
water system needed to support new customers.
Water CIP Fund
The Water CIP Fund is presently reserved for projects to develop anew longterm water supply for the system.
An example of a project previously paid for by this fund is the Aquifer Storage and Recovery (ASR) well.
FY 2003-04 Projects
Adopted Map
Project Fund Amount Location
Meter Replacements Water $40,000
The large meter replacement program is for the systematic testing, repair, and/or replacement of all l %z-inch
and larger water meters. Testing and/or replacement of this size water meters have been shown to make
financial sense in that the investment is recouped by the additional revenues received by accurate meters.
Replacement of defective or malfunctioning
518"x 3/4" and I " meters. Water $15,000
Eighty percent of the existing water meters fall into this category. Demographics of this group include predomi-
nately residential meters, irrigation meters, small businesses, and restaurants. This will be the program's sixth year.
These size meters do not warrant testing and defective meters are replaced.
234
Five Year Capital
Improvement Plan
Adopted Map
Project Nand Amount Location
New Meter Installations Water $60,000
Meter installation represents the cost to insgall new water meters in subdivisions, minor land partitions, and
commercial properties. Water connection fees recover these costs.
New Water Service Installations Water $30,000
Funding covers direct taps into existing water main lines. A typical use would be minor land partitions, infill
developments, etc. Water connection fees recover these costs.
Master Pressure Reducing Value Installations Water $8,000
Master PRV installations, location, and frequency are dependent on the location of new developments. Most
installations are made in the service area on and around Bull Mountain. The City installs master regulator stations
to control high pressures.
Fire Hydrant InstallationMeplacement Water $50,000
This project replaces older fire hydrants in the service area. The focus is to update all 2-port 2'/2-inch fire
hydrants to 3-port 5'/a-inch fire hydrants. This is expected to be the last year needed to complete this project.
2-Inch Line Replacements Water $60,000
This program replaces existing 2-inch galvanized service lines with new copper service lines. There has been an
observed increase in leaks on galvanized service lines. This program upgrades existing service lines and mini-
mizes water loss due to leaks.
Security Vulnerability Evaluation and Upgrades Water $100,000
This is an EPA-mandated program to evaluate and mitigate security vulnerabilities.
Water Main Replacements Water $78,750
This program is based on the needs identified in the "Water Distribution System Hydraulic Study." As an
example, piping replacements would coincide with Street Improvement Projects, looping ofpipe, etc.
Gaarde St. Phase 2 Waterline Relocation Water $162,622
Water Main Oversizing Water SDC $50,000
During the course of the year, the City may find the need to upsize a planned pipeline through a new develop-
ment, thus accomplishing an identified capital improvement as listed in the "Water Distribution Hydraulic Study."
235
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
Secure 550 feet reservoir Site Water SDC $175,000
Aquifer Storage and Recovery (ASR) Water CIP $670,000
Last year, Tigard completed the pilot phase, of the ASR program. With the positive results of the pilot, an
additional ASR well is scheduled for this year. ASR provides the ability to inject water during the winter months
in the aquifer (when water is plentiful), store the water in the aquifer for a few months, and then withdraw that
same water in the summer months to help manage higher water demands.
Feasibility Report, Phase II - Scoggins Dam Raise Water CIP $230,929
As part of obtaining a long term water source for the Tigard service area, the City is partnering with other Joint
Water Commission owners (JWC) on the Scoggins Dam Raise feasibility report.
Bull Run Regional Phase III-Report Water CIP $50,000
Phase III gives each agency the cost for the formation of the Proposed Bull Run Regional Drinking Water
Agency.
Hillsboro Raw Water Pipeline Pre-Design Water CIP $134,240
This project will connect the JWC treatment plant to headworks at Scoggins dam via pipeline. The purpose of
the pipeline is to reduce evaporation and hence water loss from the existing waterway. It is estimated that 20%
of the water from Scoggins dam is lost prior to the treatment plant.
Alberta Rider School Improvements Water CIP $3,405,688 WSPI
The School District and the City have agreed to locate a new reservoir on a school site located near the inter-
section of SW Bull Mountain Road and 131`Ave. This project will plan, design, and construct reservoir, piping
and pump station improvements in the 5 50-foot service zone concurrent with the construction of the school.
The initial funding for this proj ect will be through the issuing of revenue bonds and the debt service will be paid
using system development charges.
Scada System Water $175,000
Total FY 2003-04 Water System $5,495,229
236
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
FY 2004-05 Projects
Program I Y2 Meter Replacements Water $40,000
Replacement of Defective Meters Water $15,000
Meter Installations Water $60,000
Water Service Installations Water $10,000
Fire Hydrant Installations Water $50,000
2-Inch Service Line Replacements Water $60,000
Gaarde St. Phase 2 Water Relocate Water $50,000
Water Main Replacements Water $78,750
Security Vulnerability Evaluations and Upgrades Water $50,000
Water Line Replacement - SW Walnut Water $359,100
Water SDC $359,100
Replace Well House #2 (Gaarde Site) Water $35,000
Water Main Oversizing Water SDC $50,000
Secure 550' Reservoir Water SDC $175,000
Aquifer Storage and Recovery Water CIP $404,000
Feasibility Report, Phase II - Scoggins Dam Raise Water CIP $160,000
Bull Run Regional Phase III-Report Water CIP $25,000
Alberta Rider School Improvements Water CIP $4,866,029
Total FY 2004-05 Water System $6,846,979
237
Five Year Capital
Improvement Plan
Adopted Map
Project Fund Amount Location
FY 2005-06 Projects
Program I % Meter Replacements Water $40,000
Replacement of Defective Meters Water $15,000
Meter Installations Water $60,000
Water Service Installations Water. $$10,000
Fire Hydrant Installations Water $50,000
2" Service Line Replacements Water $40,000
Water Main Replacements Water $78,750
Water Line Replacement - SW Walnut Water $359,100
Water SDC $359,100
Menlor Pump Station Water $280,125
Water SDC $394,875
Water Main Oversizing Water SDC $50,000
Total FY 2005-06 Water System $1,736,950
FY 2006-07 Projects
Program I % Meter Replacements Water $40,000
Replacement of Defective Meters Water $15,000
Meter Installations Water $60,000
Water Service Installations Water $10,000
Fire Hydrant Installations Water $50,000
Water Main Replacements Water $78,750
550 #1 Reservoir Design Water $612,125
238
Five Year Capital
Improvement Plan
Adopted Map
Project Fbnd Amount Location
550 #1 Reservoir Design Water SDC $862,850
Abandonment of #1 Pump Station Water $52,500
Water Main Oversizing Water SDC $50,000
Aquifer Storage and Recovery Water CIP $701,000
Total FY 2006-07 Water System $2,532,225
FY 2007-08 Projects
Program 1 % Meter Replacements Water $40,000
Replacement of Defective Meters Water $15,000
Meter Installations Water $60,000
Water Service Installations Water $10,000
Fire Hydrant Installations Water $50,000
Water Main Replacements Water $78,750
550 #1 Reservoir Design Water $612,125
Water SDC $862,850
150`' Avenue 12" Improvements Water $132,354
Water SDC $38,646
Water Main Oversizing Water SDC $50,000
Total FY 2007-08 Water System $1,949,725
239
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Unfunded Street System Program Projects
Preventative and Corrective Maintenance Projects
The following are brief descriptions of some of the unfunded Street System projects considered for Gas Tax
Funding in FY 2003-04.
A large number of streets are in need ofpreventative and corrective maintenance, but were not included
in FY 2003-04 because of funding limitations. Segments of 7211d Avenue, Durham Road, Ross Street,
671 Avenue, 691 Avenue (north of Dartmouth St), Thorn Street, 121 st Avenue, North Dakota Street
(north of Greenburg Road), Greenburg Road, and others are currently in need of reconstruction, repair
or pavement overlay to improve pavement condition and rideability. Estimated cost is $750,000.
981h Avenue (Greenburg Road to Pihas Court) - This proj ect will acquire right-of-way and widen
approximately 750 feet of 98'b Avenue on the west side of the street, construct curb and sidewalk, and
connect to an existing sidewalk on 98d' Avenue at Pihas Court. Minor drainage improvements are also
included in the project. Estimated cost is $220,000.
Mapleleaf Street - This proj ect will widen the existing pavement on the north side of Mapleleaf Street
(east of 72n1 Avenue) to the standard width of a typical local street and extend the existing curb and
sidewalk to 721 Avenue. Estimated cost is $65,000.
Street Major Reconstruction and Expansion Projects
The following unfunded projects are some of the major reconstruction and widening projects that are needed to
accommodate the existing and future traffic on the City's arterials, collectors, and neighborhood routes:
Collectors and Arterials:
Unfunded Amount
1215 Avenue - Walnut St. to North Dakota St. $2,030,000
Walnut Street - Tiedeman St. to 1211 St. $4,990,000
121s' Avenue - Gaarde St. to WalnutSt. $3,760,000
Burnham Street - Main St. to Hall St. $1,570,000
Tiedeman Avenue - Greenburg Rd. to Tigard St. $860,000
Greenburg Road Construction (Shady Lane to Tiedeman Ave.) $2,000,000
72"d Avenue - Hampton St. to Dartmouth St. $1,500,000
721 Avenue - Dartmouth St. to Highway 99W $2,200,000
Neighborhood Routes:
Fonner Street - Walnut St. to 1151 Avenue $1,570,000
Tigard Street - Main St. to Tiedeman St. (south side) $990,000
Commercial Street (North side, Main St. to Lincoln St.) $460,000
Total Unfunded Projects $2199309000
241
Debt Service
Explanatory Narrative/ Expenditure Summary 242
Debt Service Summary 243
General Obligation Bonds 244
Bancroft Improvement Bonds 245
Loans 247
Oustanding and Planned Debt Issues 248
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City of Tigard, Oregon
Debt Service
The City has four types of debt currently outstanding. They include general obligation bonds secured by the
City's authority to levy property taxes and assessment bonds secured by installment payment contracts with
property owners. Also included are short term bond anticipation notes secured by the City's full faith and credit
and the ability to assess property owners when the related proj ect is complete. The fourth is a loan through the
Oregon Economic Community Development Department (OECDD). This loan was secured by current and
future park system development charges collected by the City.
The City's current outstanding debt is as follows:
General
Obligation Assessments Notes Loans Total
FY 03/04 $ 463,552 $ 186,578 $ 2,058,003 $ 199,527 $ 2,907,660
FY 04/05 475,908 195,799 210,563 882,270
FY 05/06 488,335 285,522 216,630 990,487
FY 06/07 505,836 215,861 222,820 944,517
FY 07/08 518,411 226,631 229,201 974,243
FY 08/09 536,063 141,436 235,690 913,189
FY 09/10 - 21/22 10,011,895 1,042,069 777,296 11,831,260
$ 13,000,000 $ 2,293,896 $ 2,058,003 $ 2,091,727 $ 19,443,626
The assessment maturity in FY 2005-06 includes term bonds that can be called prior to maturity. As assess-
ment payments are made, term bonds will be called as funds allow.
Existing debt levels have no direct impact on current or future City operations.
The most recent bond rating occurred in 1993 and the rating given by Moody's was Al.
Legal Debt Limit
Oregon statutes limit local government debt to 3% of true cash value. The debt limit calculation excludes debt
related to assessments, therefore only outstanding general obligation debt is subject to the limitation. The limit
for FY 2003-04 will be $100,540,639 based upon the estimated assessed value of $3,784,687,968.
Future Debt Limit
The City will receive contracts from property owners to pay assessments on local improvements in installments.
The City plans to issue assessment bonds during FY 2003-04 to be repaid by the benefited property owners
for the Dartmouth LID.
The City will also issue $23.8 million in revenue bonds for construction of the Alberta Rider reservoir and long
term water supply acquisition.
The following tables and graphs depict future debt service requirements in total and by debt service type. These
figures also present schedules detailing required debt service expenditures for FY 2003-04.
242
a
Debt Service Summary
FY 2003-04
Debt Service
GENERAL OBLIGATION BONDS-
Paid from property taxes Library Bond $1,014,395
$1,014,395
BANCROFT IMPROVEMENT BONDS-
Paid primarily from special assessments 1993-B Refunding $9,000
1998 Dartmouth Street LID 193,018
2002 69th Ave LID 125,096
Additonal Bond Calls 500,000
$827,114
BOND ANTICIPATION NOTES-
Dartmouth Street LID $2,225,706
$2,225,706
OREGON ECONOMIC COMMUNITY
DEVELOPMENT DEPARTMENT (OECDD) LOAN-
Paid from system development charges Cook Park $278,075
$278,075
TOTAL 2003-04 DEBT SERVICE $4,345,290
Debt Service by Type
Debt Per Capita
Bond
Anticipation $200
Notes
61.93% $150 I~
V $100 i
$50
$0
FY 1999-00 FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04
Bancroft OECDD Loan Actual Actual Actual Budget Adopted
Improvement 6%
17.18% Gen. Obligation
20.89%
243
General Obligation Bonds 2 h.4
Projected Annual Debt Service
General Obligation Bonds
1,200,000
i
i
1,000,000
3
800,000
aU
U ~
CIO
600,000-
400,000,
200,000-
0-
2004 2006 2008 2010 2012 2014 2016 2018 2020 2022
Fiscal Year
® Interest El Principal
FY 2003-04 debt service on the outstanding General Obligation Bonds is as follows:
General Obligation Bonds Date Interest Principal Total
2002 Issue
Library Building 12/1/03 $550,843 $463,552 $1,014,395
Total General Obligation Bond Debt Service $550,843 $463,552 $1,014,395
244
Bancroft Improvement Bonds
and Bond Anticipation Notes
Projected Annual Debt Service
Bancroft Improvement Bonds
3,000,000
2,500,000
2,000,000
Y
A 1,500,000
Cd
i-1
1,000,000
500,000
MEE
0
2004 2006 2008 2010 2012 2014 2016 2018 2020 2022
Fiscal Year
Principal ® Interest
245
f
Bancroft Improvement Bonds
and Bond Anticipation Notes
Portions of the Term Bond maturing in 2006 will be called each year as revenues become
available. It is expected the full amount will be called, and paid, prior to 2006.
FY 2003-04 debt service on outstanding Bancroft Bonds is scheduled as follows:
Bancroft Bonds Interest Date Principal Total
1993B - Current Refunding $9,000 12/01/03 $0 $9,000
1998 - Dartmouth Street 20,504 09/01/03 76,005 96,509
18,836 03/01/04 77,673 96,509
2002 - 69th Ave LID 46,392 01/01/04 16,200 62,592
45,804 07/01/04 16,700 62,504
Additional Bond Calls as Needed 500,000 500,000
Total Bonds $140,536 $686,578 $827,114
Bond Anticipation Notes -
Dartmouth Street LID 167,703 05/01/04 2,058,003 2,225,706
Total Notes $167,703 $2,058,003 $2,225,706
Total Bancroft Debt Service $308,239 $2,744,581 $3,052,820
246
Loans
Projected Annual Debt Service
Oregon Economic Community Development Department
(OECDD) Loan - Cook Park
300,000
250,000
200,000
.J
e
A 150,000
100,000
50,000
0 - '
2004 2005 2006 2007 2008 2009 2010 2011 2012
Fiscal Year
■ Interest ® Principal
FY 2003-04 debt service on the outstanding OECDD Loan is as follows:
OECDD Loan Date Interest Principal Total
Cook Park 01/01/04 $78,548 $199,527 $278,075
Total OECDD Loan Debt Service $78,548 $199,527 $278,075
247
Oustanding & Planned Debt Issues
Original Interest Original Principal Final Source of
Issue Amount Rate Issue Date Outstanding Maturity Payment
GENERAL OBLIGATON BONDS
Library Bond $13,000,000 4.21% 12/04/02 $13,000,000 12/01/22 Property Taxes
TOTAL GENERAL OBLIGATION BONDS OUTSTANDING $13,000,000
REVENUE BONDS
Planned
Alberta Rider/Water Supply Revenue Bond $23,847,312 TBD TBD $0 TBD Water System Revenues
TOTAL REVENUE BONDS OUTSTANDING $0
SPECIAL ASSESSMENT BONDS
Series 1993 B $660,000 4.10% 05/01/93 $80,000 12/01/05 Special Assessments
Dartmouth Street Local Improvement District
Series 1998 $1,565,576 4.39% 11/30/98 $934,127 09/01/08 Special Assessments
N 69th Avenue Local Improvement District
co Series 2002 $1,307,969 7.25% 06/27/02 $1,279,769 07/01/22 Special Assessments
Total Special Assessment Bonds Outstanding $2,293,896
TOTAL SPECIAL ASSESSMENT BONDS $2,293,896
OTHER DEBT
Special Assessment Bond Anticipation Notes
Dartmouth Street Local Improvement District
Series 2002 A $2,100,000 4.06% 05/01/02 $2,015,097 05101104 Refinance-Bond/Note
Series 2002 B 4.75% 05/01/02 $42,906 05/01/04 Refinance-Bond/Note
Loans
Oregon Economic Development Department
Cook Park $2,290,248 3.0%-4.35% 01/23/02 $2,091,727 01/01/12 Parks System Development Charges
TOTAL OTHER DEBTS OUTSTANDING $4,149,730
GRAND TOTAL - CITY OF TIGARD DEBT OUTSTANDING $19,443,626
r:.
city of Tigard, Oregon
FUND SUMMARIES
Introduction 250
General Funds
General Fund 252
Enterprise Funds
Sanitary Sewer Fund 257
Storm Sewer Fund 260
Water Fund 262
Water CIP Fund 265
Water Quality/Quantity Fund 267
Water SDC Fund 269
Special Revenue Funds ,
Building Fund 271
Criminal Forfeiture Fund 274
Electrical Inspection Fund 276
Gas Tax Fund 278
Insurance Fund 281
Parks Capital Fund 283
Traffic Impact Fee Fund 286
Tree Replacement Fund 289
Underground Utility Fund 291
Urban Services Fund 293
Urban Services Traffic Impact Fee Fund 296
saiaeuiiuns pun3
Capital Projects Funds
Dartmouth LID/CIP Fund 298
Facility Fund 299
Wall Street LID Fund 301
Internal Service Funds
Central Services Fund 303
Fleet/Property Management Fund 305
Debt Service Funds
Bancroft Debt Service Fund 307
General Obligation Debt Service Fund 309
Historical Funds
69th Ave. LID Fund 311
County Gas Tax Fund 313
Metro Greenspaces Fund 315
Park Levy Improvement Fund 317
Fund Summaries Introduction
The following section presents summaries of all fiords that comprise the City of Tigard budget. A fund is a self-balancing set of accounts.
Most funds are established to track the revenues and expenses of a specific activity or operation. (For example, the Water Fund accounts for all water
rate revenues and related charges and for the expenses of obtaining and providing water to the customers of the water utility.) The General Fund is the
primary exception to this rule. The General Fund is used to account for general-purpose revenues and operations of the City. Most of the traditional,
core operations ofthe City (i.e. Police, Library, Planning, Engineering, Mayor and Council) are budgeted in this fund.
In FY 2001-02, the City of Tigard adopted a major change to its financial management practices. In the past, almost all expenditures of the City were
accumulated in the General Fund, and then those expenditures were allocated back to the other funds based on a series of indicators of use or benefit.
This system became increasingly difficult to manage as the City grew in size and complexity. It also created extra accounting work as each expenditure,
in essence, had to be processed twice.
In FY 2001-02, the City transitioned to a "direct charge" system. Each operation was assigned to a home fund. Expenditures of that operation are
now charged directly to that fund without having to go through a two-step allocation process. This process has given City managers greater ability to
`O ensure that expenditures of the City are correctly paid by the appropriate fund.
In some cases, some operational costs may be properly paid out of more than one fund. In these instances, the City charges the expenditure to the
home fund, but will then transfer resources from the other funds that can properly pay a portion of those expenses to the home fund.
The operations most directly affected by the need to transfer resources are the central administrative functions (City Administration, Finance, City
Attorney, and Technology) and internal services (Fleet Maintenance and Property Management). Accordingly, in FY 2001-02, two new funds were
established: the Central Services Fund and the Fleet/Property Management Fund.
The Central Services Fund accounts for the expenses of the central administrative services of the City: City Administration (City Management, Human
Resources, Network Services, and Risk Management), Finance (Finance Administration, Financial Operations, Office Services, and Records Manage-
ment) the City Attorney, and Technology. The primary resources of this fund are transfers from other funds, based on indicators of use or benefit, and
(in the future) a fund balance for cash-flow purposes and a reserve for future major capital acquisitions.
The Fleet/Property Management Fund accounts for the expenses of the Fleet Maintenance Division and the Property Management Division. These two
Divisions of the Public Works Department provide services maintaining and repairing all City vehicles and buildings. The resources of this fund are
transfers from other funds, based on use or benefit, and a fund balance for cash-flow purposes.
Fund Summaries Introduction
Under the City's previous system, the accumulation of expenses in the General Fund and their subsequent re-allocation to other funds did not appear in
the budget or in the financial reports. Under the new direct charge system, the transfers between funds appear in the budget and in the financial reports.
This results in an increase in the bottom-line size of the budget equal to the amount of the transfers. These transfers do not increase the overall size of
the operating budget, however.
In FY 2003-04, the City will use the following funds:
Fund Type Fund Name
General General Fund
Enterprise Sanitary Sewer Fund Water SDC Fund
Storm Sewer Fund Water Quality/Quantity Fund
Water Fund Water CIP Fund
Special Revenue BuildingFund Traffic Impact Fee Fund
N Criminal Forfeiture Fund Tree Replacement Fund
Electrical Inspection Fund Underground Utility Fund
0
Gas Tax Fund Urban Services Fund
Insurance Fund Urban Services/Traffic Impact Fee Fund
Parks Capital Fund
Debt Service Bancroft Bond Fund
General Obligation Debt Service Fund
Capital Projects Dartmouth LID/CIP Fund
Facility Fund
Wall Street LID Fund
Internal Service Central Services Fund
Fleet/Property Management Fund
Historical 69th Ave. LID Fund Metro Greenspaces Fund
.County Gas Tax Fund Park Levy Improvements Fund
,~L
Fund Summaries Introduction
Three funds carried different names in prior fiscal years. The Insurance Fund was formerly the Workers' Compensation Fund; the Parks Capital Fund
was formerly the Parks SDC Fund; and the Gas Tax Fund was formerly the State Gas Tax Fund. These names were changed to more accurately
reflect the types of activities that are associated with these funds.
In FY 2002-03, the beginning fund balances in the Park Levy Improvement Fund, and Metro Greenspaces Fund were transferred to the Parks Capital
Fund to close out these funds and consolidate park capital improvement activities in one field. The beginning fund balance in the County Gas Tax Fund
was transferred to the Gas Tax Fund to consolidate all gas tax related funding. Also, the beginning fund balances in the 691, Ave LID Fund was trans-
ferred to the Bancroft Bond Fund because this LID was completed and the final assessments were made. These funds will be shown for historical
purposes only in FY 2003-04.
In FY 2003-04, the beginning fund balance in the Tree Replacement Fund will be transferred to the Parks Capital Fund to close out this fund and
finalize consolidation ofpark capital improvement activities.
N
General Fund #100
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $7,043,094 $7,317,984 $6,643,662 $7,057,278 $7,065,185 $7,065,185
Revenue
400000 Current Property Taxes $7,794,213 $8,349,390 $8,608,869 $8,940,977 $8,940,977 $8,940,977
401000 Prior Year Taxes 185,767 174,577 135,000 175,000 175,000 175,000
Total Property Taxes $7,979,980 $8,523,967 $8,743,869 $9,115,977 $9,115,977 $9,115,977
404000 Federal Grants $47,802 $106,151 $20,000 $25,000 $34,000 $34,000
404002 Federal Local Law Block Grant 0 265 0 0 0 0
414000 State Grants 15,089 27,150 20,900 5,700 5,700 5,700
410000 Cigarette tax 82,403 83,374 85,800 0 0 0
411000 Liquor tax 331,320 361,553 371,065 381,386 381,386 381,386
412000 State revenue sharing 220,841 231,506 208,887 211,360 211,360 211,360
n> 415000 911 emergency tax 165,341 185,370 187,522 190,253 190,253 190,253
420000 Hotel/motel tax 411,203 296,224 311,000 311,000 311,000 311,000
422000 County - WCCLS 1,223,992 1,199,259 1,224,590 1,068,455 1,068,455 1,068,455
Total Other Agencies $2,497,991 $2,490,852 $2,429,764 $2,193,154 $2,202,154 $2,202,154
430000 Business Tax $231,945 $258,550 $240,000 $240,000 $240,000 $240,000
433010 Eroison Control Plan Check Fees 0 0 500 500 500 500
433060 CDC Review Fees 11,211 6,376 7,000 8,790 8,790 8,790
433070 Address Fees 3,720 8,340 4,600 7,760 7,760 7,760
434000 Alarm Permits 38,245 39,502 36,064 35,000 35,000 35,000
435000 Liquor Permit Fees 3,910 2,435 2,350 2,500 2,500 2,500
436000 Engr. Public Improvements 50,381 69,890 55,000 77,600 77,600 77,600
437000 Sign Permit Fees 8,860 9,110 8,100 7,850 7,850 7,850
438000 Land Use Planning Application 144,155 84,329 75,000 150,000 150,000 150,000
439000 Reimbursement Application Fee (20,506) 1,000 5,000 0 0 0
440000 Lien Search Fees 24,910 96,730 90,000 90,000 90,000 90,000
451000 Misc. Fees & Charges 21,399 36,760 40,000 40,000 40,000 40,000
451004 Library Copier Receipts 1,897 3,276 2,500 2,500 2,500 2,500
452000 Park Reservations 29,136 28,749 24,000 24,000 24,000 24,000
457050 Library Miscellaneous Income 1,426 3,945 2,760 6,500 6,500 6,500
Total Fees & Charges $550,689 $648,992 $592,874 $693,000 $693,000 $693,000
General Fund #100
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001102 2002/03 2003/04 2003/04 2003/04
RESOURCES
455000 Forfeiture Revenues $0 $0 $0 $0 $0 $0
455010 Fines & Forfeitures - Traffic 317,123 350,192 350,000 375,000 375,000 375,000
457000 Library Fines 48,784 57,498 52,530 54,127 54,127 54,127
458000 Civic Infractions 1,825 8,070 5,000 5,000 5,000 5,000
Total Fines $367,732 $415,760 $407,530 $434,127 $434,127 $434,127
460000 Franchise Fees--Electric $931,816 $1,326,512 $1,085,300 $1,360,000 $1,360,000 $1,360,000
461000 Franchise Fees--Gas 313,055 374,676 382,169 393,634 393,634 393,634
462000 Franchise Fees--Telephone 376,321 393,953 428,645 325,000 325,000 325,000
463000 Franchise Fees--Garbage 230,378 216,001 190,000 200,000 200,000 200,000
465000 Franchise Fees--Cable TV 212,410 363,246 198,053 230,232 230,232 230,232
Total Franchise Fees $2,063,980 $2,674,388 $2,284,167 $2,508,866 $2,508,866 $2,508,866
w
470000 Interest Earnings $484,061 $259,174 $221,650 $141,146 $141,304 $141,304
471000 Interest Earned from Others 19,509 10,833 12,500 10,000 10,000 10,000
472000 Rental Income 27,244 5,211 4,880 5,000 5,000 5,000
Total Interest & Rentals $530,814 $275,218 $239,030 $156,146 $156,304 $156,304
477000 Donations/Gifts $2,339 ($1,906) $500 $7,000 $7,000 $7,000
478000 Other Revenue 968 14,714 14,470 1,500 1,500 1,500
479000 Recovered expenditures 81,833 29,037 25,000 25,000 25,000 25,000
Total Other Revenue $85,140 $41,845 $39,970 $33,500 $33,500 $33,500
Total Revenue $14,076,326 $15,071,022 $14,737,204 $15,134,770 $15,143,928 $15,143,928
General Fund #100
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
Transfer in from other funds
Building Fund $0 $220,971 $66,889 $64,754 $64,754 $64,754
Criminal Forfeiture Fund 0 2,000 10,000 62,220 62,220 62,220
County Gas Tax Fund 0 146,645 0 0 0 0
Electrical Inspection Fund 0 18,513 17,448 16,891 16,891 16,891
Gas Tax Fund 0 715,882 1,087,510 1,153,634 1,155,255 1,155,255
General Obligation Debt Fund 31,500 0 0 0 0 0
Sanitary Sewer Fund 0 103,645 117,582 113,318 113,414 113,414
Storm Sewer Fund 0 275,546 271,637 257,652 257,988 257,988
Traffic Impact Fee Fund 0 73,042 81,715 74,133 74,163 74,163
Traffic Impact Fee U.S. Fund 0 3,988 36,008 32,666 32,679 32,679
N Tree Replacement Fund 0 2,300 0 0 0 0
Urban Services Fund 0 125,240 131,888 124,554 124,570 124,570
Water Fund 0 257,607 309,513 324,631 325,189 325,189
Water Quality/Quantity Fund 0 941 887 859 859 859
Total transfer in from other funds $31,500 $1,946,320 $2,131,077 $2,225,312 $2,227,982 $2,227,982
TOTAL RESOURCES $21,150,920 $24,335,326 $23,511,943 $24,417,360 $24,437,094 $24,437,094
REQUIREMENTS
Program Expenditures
Community Services $8,666,182 $8,372,801 $9,400,166 $9,217,266 $9,438,012 $9,459,862
Public Works 557,608 2,197,835 2,511,437 2,465,760 2,470,000 2,470,000
Development Services 1,714,458 2,260,205 2,573,110 2,362,362 2,362,828 2,362,828
Policy and Administration 2,086,889 309,559 298,407 301,385 310,775 310,775
General Government 12,390 0 0 0 0 0
Total Expenditures $13,037,527 $13,140,400 $14,783,120 $14,346,773 $14,581,615 $14,603,465
Debt Service $0 $0 $0 $0 $0 $0
General Fund #100
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003/04 2003104
REQUIREMENTS
Capital Improvements $245,409 $55,942 $326,250 $0 $0 $0
Transfer out to other funds
Building Fund $0 $54,750 $50,533 $39,052 $39,052 $39,052
Central Services Fund 0 2,120,858 2,620,958 2,474,131 2,503,584 2,503,584
Central Services Reserve for Fin.System 0 250,000 125,000 375,000 375,000 375,000
Facilities Fund 550,000 404,997 715,746 450,000 450,000 450,000
Fleet/Property Management Fund 0 513,307 656,683 563,324 563,479 563,479
Gas Tax Fund 0 0 397,861 0 0 0
Total transfer out to other funds $550,000 $3,343,912 $4,566,781 $3,901,507 $3,931,116 $3,931,116
Contingency
General Contingency $0 $0 $997,000 $1,000,000 $1,000,000 $1,000,000
Total Contingency $0 $0 $997,000 $1,000,000 $1,000,000 $1,000,000
Total Budget $13,832,936 $16,540,254 $20,673,151 $19,248,280 $19,512,731 $19,534,581
Ending Fund Balance
Undesignated Fund Balance $7,317,984 $7,795,072 $2,838,792 $5,169,080 $4,924,364 $4,902,514
Total Ending Fund Balance $7,317,984 $7,795,072 $2,838,792 $5,169,080 $4,924,364 $4,902,514
TOTAL REQUIREMENTS $21,150,920 $24,335,326 $23,511,943 $24,417,360 $24,437,094 $24,437,094
General Fund #100
The General Fund is used to account for all revenues and expenditures of a general nature not required to be recorded in another fund. Revenue is
received from property taxes, fees and charges for services, franchise fees, and revenue from other agencies. The General Fund supports a variety of
services provided to the community. It is the City's primary discretionary fund and can be used for any purpose approved by the City Council.
Property taxes make up the largest single source of General Fund revenue. Other agency revenues include such revenues as Hotel/Motel Tax, and the
WCCLS Library levy distribution, and state revenue sharing monies, e.g.: liquor and 911 telephone taxes. The Oregon State Legislature voted to no
longer share cigarette taxes with cities. Franchise fees include fees for the use of public rights-of-way paid by public utilities as a percentage of the
utility's gross proceeds collected in the City.
Fund revenues are expected to increase by only 2.7% in FY 2003-04. This is primarily due to the loss of the cigarette tax shared revenue, reduction in
the WCCLS Library levy distribution, telephone franchise fees, and interest earnings. Property tax revenues are expected to increase by over
$332,108 in FY 2003-04 due to the allowable 3% increase in assessed valuation and new construction.
Total program expenditures show a reduction of over $436,000 from FY 2002-03. These program reductions were made in response to the City's
financial forecast and reduction in fund balance over the next couple of years.
o~
Sanitary Sewer Fund # 500
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $6,751,951 $7,603,905 $7,906,080 $8,388,092 $8,388,092 $8,388,092
Revenue
418000 Interagency Revenue $0 $0 $0 $15,000 $15,000 $15,000
Total Other Agencies $0 $0 $0 $15,000 $15,000 $15,000
443000 Sewer Connection Fees $225,560 $172,184 $243,763 $137,586 $137,586 $137,586
446020 Sewer Service Charges 1,284,088 1,260,985 1,507,050 1,382,724 1,382,724 1,382,724
479010 Reimbursement District Revenue 180,654 18,851 12,000 10,000 10,000 10,000
Total Fees & Charges $1,690,302 $1,452,020 $1,762,813 $1,530,310 $1,530,310 $1,530,310
470000 Interest Earnings $466,210 $273,324 $276,713 $167,762 $167,762 $167,762
Total Interest & Rentals $466,210 $273,324 $276,713 $167,762 $167,762 $167,762
446015 Bad Debt Expense $0 ($133,823) $0 ($5,000) ($5,000) ($5,000)
479000 Recovered expenditures (1,823) . 88 0 0 0 0
479005 Bad Debt Recovered Expenditures 2,266 850 0 0 0 0
Total Other Revenue $443 ($132,885) $0 ($5,000) ($5,000) ($5,000)
Total Revenue $2,156,955 $1,592,459 $2,039,526 $1,708,072 $1,708,072 $1,708,072
TOTAL RESOURCES $8,908,906 $9,196,364 $9,945,606 $10,096,164 $10,096,164 $10,096,164
REQUIREMENTS
Program Expenditures
Public Works $570,911 $377,247 $487,658 $626,388 $627,883 $627,883
Development Services 65,290 0 0 0 0 0
Policy and Administration 122,859 0 0 0 0 0
General Government 2,075 0 0 0 0 0
Total Expenditures $761,135 $377,247 $487,658 $626,388 $627,883 $627,883
Capital Improvements $543,866 $456,194 $2,300,000 $922,300 $922,300 $922,300
Sanitary Sewer Fund #500
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003104
REQUIREMENTS
Transfer out to other funds
Central Services Fund $0 $116,481 $120,772 $129,534 $130,171 $130,171
Facilities Fund 0 0 0 16,048 16,048 16,048
Fleet/Property Management Fund 0 19,444 29,646 30,708 30,721 30,721
General Fund 0 103,645 117,582 113,318 113,414 113,414
Total transfer out to other funds $0 $239,570 $268,000 $289,608 $290,353 $290,353
Contingency
General Contingency $0 $0 $450,000 $232,000 $232,000 $232,000
Designated Contingency 0 0 25,000 50,000 50,000 50,000
N Total Contingency $0 $0 $475,000 $282,000 $282,000 $282,000 .
co
Total Budget $1,305,001 $1,073,011 $3,530,658 $2,120,296 $2,122,536 $2,122,536
Ending Fund Balance
Undesignated Fund Balance $7,603,905 $8,123,353 $6,414,948 $7,975,868 $7,973,628 $7,973,628
Total Ending Fund Balance $7,603,905 $8,123,353 $6,414,948 $7,975,868 $7,973,628 $7,973,628
TOTAL REQUIREMENTS $8,908,906 $9,196,364 $9,945,606 $10,096,164 $10,096,164 $10,096,164
Sanitary Sewer Fund #500
Clean Water Services (CWS) is a special district within Washington County that provides sewer treatment. Clean Water Services contracts with the
City to bill and collect CWS sewer charges within a defined service area. In addition, the City maintains sanitary sewer lines within this service area on
behalf of Clean Water Services.
Sewer connection fees are charged to developers upon connection to the sewer system. Clean Water Services sets the amount of the connection fee
each year. The City keeps 20% of each fee and sends the remaining 80% to Clean Water Services each month.
Clean Water Services also sets sewer service charges. The City will keep 19.6% of the non-revenue bond portion of the total monthly per unit charge
beginning in FY 2003-04. Clean Water Services sewer service charge is based upon water consumption during the previous winter average period.
Fund revenues are down from the FY 2002-03 Adopted Budget to more accurately reflect current growth projections in the area. The Board of
Directors of Clean Water Services has approved a 3.5% increase in the sewer service charge that will go into effect July 1, 2003. The City will not
share in this increased revenue, however. It will be used by Clean Water Services to meet debt service requirements.
N
Total program expenditures show a $138,730 increase from FY 2002-03. This increase is primarily due to increasing the .5 FTE Wastewater Opera-
tions Supervisor to full time, anticipated cost increases in fuel, and the cost associated with converting data that would be transferred from Clean Water
Services into the City's maintenance software.
Storm Sewer Fund #510
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001/02 2002/03 2003104 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $777,978 $725,760 $694,580 $782,000 $782,000 $782,000
Revenue
418000 Interagency Revenue 0 $0 $0 $15,000 $15,000 $15,000
Total Other Agencies $0 $0 $0 $15,000 $15,000 $15,000
447000 Storm Service Charge 1,062,730 $1,064,863 $1,577,126 $1,159,423 $1,159,423 $1,159,423
Total Fees & Charges $1,062,730 $1,064,863 $1,577,126 $1,159,423 $1,159,423 $1,159,423
470000 Interest Earnings $44,461 $22,182 $24,310 $15,640 $15,640 $15,640
Total Interest & Rentals $44,461 $22,182 $24,310 $15,640 $15,640 $15,640
0
0
446015 Bad Debt Expense $0 ($24,216) $0 ($2,000) ($2,000) ($2,000)
479000 Recovered expenditures 1,950 105 0 0 0 0
479005 Bad Debt Recovered Expenditures 0 (293) 0 0 0 0
Total Other Revenue $1,950 ($24,404) $0 ($2,000) ($2,000) ($2,000)
Total Revenue $1,109,141 $1,062,641 $1,601,436 $1,188,063 $1,188,063 $1,188,063
TOTAL RESOURCES $1,887,119 $1,788,401 $2,296,016 $1,970,063 $1,970,063 $1,970,063
REQUIREMENTS
Program Expenditures
Public Works $775,802 $450,741 $506,733 $592,077 $593,025 $593,025
Development Services 62,361 0 0 0 0 0
Policy and Administration 137,179 0 0 0 0 0
General Government 2,075 0 0 0 0 0
Total Expenditures $977,417 $450,741 $506,733 $592,077 $593,025 $593,025
Capital Improvements $183,942 $91,219 $200,000 $278,500 $278,500 $278,500
Storm Sewer Fund #510
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Transfer out to other funds
Central Services Fund $0 $136,586 $213,466 $142,524 $143,188 $143,188
Facilities Fund 0 0 0 16,010 16,010 16,010
Fleet/Property Management Fund 0 37,686 70,710 40,118 40,139 40,139
General Fund 0 275,543 271,637 257,652 257,988 257,988
Total transfer out to other funds $0 $449,815 $555,813 $456,304 $457,325 $457,325
Contingency
General Contingency $0 $0 $188,000 $150,000 $150,000 $150,000
Designated Contingency 0 0 25,000 50,000 50,000 50,000
Total Contingency $0 $0 $213,000 $200,000 $200,000 $200,000
Total Budget $1,161,359 $991,775 $1,475,546 $1,526,881 $1,528,850 $1,528,850
Ending Fund Balance
Undesignated Fund Balance $725,760 $796,626 $820,470 $443,182 $441,213 $441,213
Total Ending Fund Balance $725,760 $796,626 - $820,470 $443,182 $441,213 $441,213
TOTAL REQUIREMENTS $1,887,119 $1,788,401 $2,296,016 $1,970,063 $1,970,063 $1,970,063
Clean Water Services (CWS) is a special district within Washington County that provides sanitary and storm sewer treatment. Clean Water Services
contracts with the City to bill and collect the storm water charge within a defined service area and to provide storm water system maintenance within this
area. Funds are used for the operation, maintenance, and repair of storm sewer facilities. In return for services provided by the City to Clean Water
Services, the City shares in the revenue collected for the monthly charges. The City keeps $3.00 of the $4.00 monthly storm water charge and sends
the balance to Clean Water Services.
Fund revenues are down from the FY 2002-03 Adopted Budget because an anticipated rate increase was not implemented by the Board of Directors
of Clean Water Services as expected last fiscal year.
Total program expenditures show an increase of $85,344 from FY 2002-03 and is due to increasing the Supervisor position from.5 FTE to a full-time
position, anticipated cost increase in fuel, and the cost associated with converting data that will be transferred from Clean Water Services into the City's
maintenance software.
Water Fund #530
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $4,721,073 $5,796,960 $6,291,423 $5,950,000 $6,202,622 $6,202,622
Revenue
400000 Current Property Taxes $0 ($18) $0 $0 $0 $0
Total Property Taxes ($51) ($18) $0 $0 $0 $0
446010 Metered Water Sales $4,611,798 $4,798,877 $6,063,342 $5,340,893 $5,340,893 $5,340,893
446011 Other Water Sales 10,336 6,537 10,000. 5,000 5,000 5,000
446013 Meter Installation Fees 250,147 105,849 142,725 50,000 50,000 50,000
446014 Credit Leaks/Misreads PY (11,687) (15,115) (15,000) (20,000) (20,000) (20,000)
447001 Developer's Fees 66,473 35,241 40,000 30,000 30,000 30,000
447002 Engineering Fees 13,295 7,048 8,000 6,000 6,000 6,000
N 447005 Fire Service Reimbursement 10,000 5,450 5,400 4,200 4,200 4,200
N 448000 SDC Reimbursement 514,571 185,863 230,000 110,000 110,000 110,000
451000 Misc. Fees & Charges 3,550 9,857 4,000 2,500 2,500 2,500
Total Fees & Charges $5,468,483 $5,139,607 $6,488,467 $5,528,593 $5,528,593 $5,528,593
470000 Interest Earnings $313,206 $192,268 $225,000 $119,000 $124,052 $124,052
471000 Interest Earned from Others 175 0 0 0 0 0
472000 Rental Income 1 21,726 20,880 21,000 21,000 21,000
Total Interest & Rentals $313,382 $213,994 $245,880 $140,000 $145,052 $145,052
474000 Bond Proceeds $0 $0 $0 $0 $0 $0
Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
446015 Bad Debt Expense $0 ($50,870) $0 ($2,500) ($2,500) ($2,500)
478000 Other Revenue 7,550 7,704 5,000 .3,000 3,000 3,000
478001 Penalties for Non-Payment 11,430 21,250 15,000 30,000. 30,000 30,000
478002 Returned Check Fee 825 2,125 1,500 1,000 1,000 1,000
479000 Recovered expenditures 5,105 3,384 5,000 2,500 2,500 2,500
479005 Bad Debt Recovered Expenditures 193 739 0 0 0 0
Total Other Revenue $25,103 ($15,668) $26,500 $34,000 $34,000 $34,000
Total Revenue $5,806,917 $5,337,915 $6,760,847 $5,702,593 $5,707,645 $5,707,645
Water Fund #530
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003104 2003104
RESOURCES
Water SDC Fund 0 0 394,875 0 0 0
Total transfer In from other funds $0 $0 $394,875 $0 $0 $0
TOTAL RESOURCES $10,527,990 $11,134,875 $13,447,145 $11,652,593 $11,910,267 $11,910,267
REQUIREMENTS
Program Expenditures
Public Works $3,837,315 $3,943,232 $4,644,051 $4,875,443 $4,879,819 $4,879,819
Policy and Administration 555,682 0 0 0 0 0
General Government 2,075 0 0 0 0 0
Total Expenditures $4,395,072 $3,943,232 $4,644,051 $4,875,443 $4,879,819 $4,879,819
N
w Capital Improvements $335,958 $478,319 $1,373,000 $526,750 $779,372 $779,372
Transfer out to other funds
Bancroft Bond Fund $0 $0 $0 $0 $0 $0
Building Fund 0 0 0 0 0 0
Central Services Fund 0 761,204 781,007 740,801 742,235 742,235
Central Services Reserve for Fin.System 0 0 0 0 0 0
Facilities Fund 0 0 0 87,942 87,942 87,942
Fleet/Property Management Fund 0 56,775 67,222 80,971 81,014 81,014
General Fund 0 257,607 309,513 324,631 325,189 325,189
Loan Repayment to General Fund 0 0 0 0 0 0
Gas Tax Fund 0 0 0 0 0 0
Parks Capital Fund 0 0 0 0 0 0
Water CIP Fund 0 0 0 1,536,454 1,536,454 1,536,454
Wall Street LID Fund 0 0 0 0 0 0
Total transfer out to other funds $0 $1,075,586 $1,157,742 $2,770,799 $2,772,832 $2,772,832
Contingency
General Contingency $0 $0 $1,000,000 $1,036,000 $1,036,000 $1,036,000
Designated Contingency 0 0 25,000 50,000 50,000 50,000
Total Contingency $0 $0 $1,025,000 $1,086,000 $1,086,000 $1,086,000
Water Fund 4530 Aii
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003104 2003104
REQUIREMENTS
Total Budget $4,731,030 $5,497,137 $8,199,793 $9,258,992 $9,518,023 $9,518,023
Ending Fund Balance
Undesignated Fund Balance $5,796,960 $5,637,734 $5,247,352 $2,393,601 $2,392,244 $2,392,244
Total Ending Fund Balance $5,796,960 $5,637,734 $5,247,352 $2,393,601 $2,392,244 $2,392,244
TOTAL REQUIREMENTS $10,527,990 $11,134,871 $13,447,145 $11,652,593 $11,910,267 $11,910,267
The City of Tigard manages the operation of the Tigard water system through an intergovernmental agreement with the cities of King City, Durham, and
the Tigard Water District. This fund is the primary operating fund of the water system and accounts for all costs related to the water operation. The
N fund also accounts for ongoing maintenance projects and routine capital improvement projects.
Water sales income is based on water supply projections and estimated growth in the customer base of the system. A review of rates and forecasting of
future needs is expected to be completed during the Spring of 2003. The budget is assuming a rate increase of approximately 6% that would be imple-
mented in October 2003.
Developer revenues are charges assessed to developers of property and cover engineering expenses connected with the development and overall cost
of the system.
Miscellaneous revenues consist of a variety of smaller revenue sources. The largest single item in this category is interest earned on fund balances.
Overall, fund revenues are anticipated to decrease substantially from FY 2002-03 budget due to taking a more conservative approach in projecting
consumption levels as well as customer growth rate. The proj ection is still showing an increase over FY 2001-02 and over prof ected actual revenue
levels in FY 2002-03.
Total program expenditures show a 5% increase from FY 2002-03. This increase is primarily due to changes in the cost of the City's water supply
program and increased costs associated with maintenance of the system.
The Capital Improvement Program (CIP) includes funds for the SCADA System, a vulnerability assessment ofwater facilities, and Gaarde Street Phase
2 line replacements.
Water CIP Fund #550
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $3,895,979 $4,133,125 $4,062,226 $4,110,283 $4,514,523 $4,514,523
Revenue
450000 System Development Charge $80,080 $291,544 $0 $225,000 $225,000 $225,000
Total Fees & Charges $80,080 $291,544 $0 $225,000. $225,000 $225,000
470000 Interest Earnings $246,277 $145,388 $142,200 $82,206 $82,206 $82,206
Total Interest & Rentals $246,277 $145,388 $142,200 $82,206 $82,206 $82,206
474000 Bond Proceeds $0 $0 $0 $23,847,312 $23,847,312 $23,847,312
Total Bond and Note Proceeds $0 $0 $0 $23,847,312 $23,847,312 $23,847,312
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c°'n 479000 Recovered expenditures $1,317 $0 $0 $0 $0 $0
Total Other Revenue $1,317 $0 $0 $0 $0 $0
Total Revenue $327,674 $436,932 $142,200 $24,154,518 $24,154,518 $24,154,518
Transfer in from other funds
Water Fund $0 $0 $0 $1,536,454 $1,536,454 $1,536,454
Water SDC Fund 0 0 0 392,578 392,578 392,578
Water Quality/Quantity Fund 0. 0 0 0 0 0
Total transfer in from other funds $0 $0 $0 $1,929;032 $1,929,032 $1,929,032
TOTAL RESOURCES $4,223,653 $4,570,057 $4,204,426 $30,193,833 $30,598,073 $30,598,073
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Water CIP Fund #550
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Debt Service $0 $0 $0 $1,929,032 $1,929,032 $1,929,032
Capital Improvements $90,528 $449,774 $670,000 $4,086,617 $4,490,857 $4,490,857
Contingency
General Contingency $0 $0 $100,500 $902,000 $902,000 $902,000
Total Contingency $0 $0 $100,500 $902,000 $902,000 $902;000
Total Budget $90,528 $449,774 $770,500 $6,917,649 $7,321,889 $7,321,889
Ending Fund Balance
N Undesignated Fund Balance $4,133,125 $4,120,283 $3,433,926 $21,347,152 $21,347,152 $21,347,152
Reserves for Future Requirements 0 0 0 1,929,032 1,929,032 1,929,032
Total Ending Fund Balance $4,133,125 $4,120,283 $3,433,926 $23,276,184 $23,276,184 $23,276,184
TOTAL REQUIREMENTS $4,223,653 $4,570,057 $4,204,426 $30,193,833 $30,598,073 $30,598,073
The Water CIP Fund accounts for major capital projects of the Water System. Fund resources consist ofperiodic transfers from the Water Fund and
interest earnings on any fund balances.
In FY 1998-99, the Water Fund transferred $4 million to the Water CIP Fund in anticipation of a new water supply project. That project was delayed,
and funds are held in this fund in anticipation of a maj or water supply proj ect at some time in the future.
In addition, in FY 2003-04, it is anticipated that a revenue bond will be sold for the financing of the Alberta Rider School Reservoir and related im-
provements as well as any new water supply project. Funds are being transferred from the Water Fund and Water SDC Fund to pay the first year of
debt service.
The Capital Improvement Program (CIP) includes funds for an aquifer storage project, feasibility report for raising Scoggins Dam, the first year costs for
the Alberta Rider School Improvements, and other water feasibility studies.
Water Quality/Quantity Fund #520
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
30000,0 Beginning Fund Balance $1,656,602 $1,739,536 $1,775,280 $1,905,983 $1,905,983 $1,905,983
Revenue
445000 Water Quality/Quantity Service Charge $91,315 $38,181 $50,000 $40,000 $40,000 $40,000
Total Fees & Charges $91,315 $38,181 $50,000 $40,000 $40,000 $40,000
470000 Interest Earnings $106,442 $60,446 $62,135 $38,120 $38,120 $38,120
Total Interest & Rentals $106,442 $60,446 $62,135 $38,120 $38,120 $38,120
479000 Recovered expenditures $0 $0 $0 $0 $0 $0
Total Other Revenue $0 $0 $0 $0 $0 $0
Total Revenue $197,757 $98,627 $112,135 $78,120 $78,120 $78,120
TOTAL RESOURCES $1,854,359 $1,838,163 $1,887,415 $1,984,103 $1,984,103 $1,984,103
REQUIREMENTS
Program Expenditures
Development Services $967 $0 $0 $0 $0 $0
Policy and Administration 37 0 0 0 0 0
Total Expenditures $1,004 $0 $0 $0 $0 $0
Capital Improvements $113,819 $32,208 $32,000 $10,000 $10,000 $10,000
Transfer out to other funds
Central Services Fund $0 $162 $353 $195 $196 $196
Fleet/Property Management Fund 0 4 30 25 25 25
General Fund 0 941 887 859 859 859
Total transfer out to other funds $0 $1,107 $1,270 $1,079 $1,079 $1,079
Water Quality/Quantity Fund #520
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Contingency
General Contingency $0 $0 $4,900 $1,660 $1,660 $1,660
Total Contingency $0 $0 $4,900 $1,660 $1,660 $1,660
Total Budget $114,823 $33,315 $38,170 $12,739 $12,739 $12,739
Ending Fund Balance
Undesignated Fund Balance $1,739,536 $1,804,848 $1,849,245 $1,971,364 $1,971,364 $1,971,364
Total Ending Fund Balance $1,739,536 $1,804,848 $1,849,245 $1,971,364 $1,971,364 $1,971,364
TOTAL REQUIREMENTS $1,854,359 $1,838,163 $1,887,415 $1,984,103 $1,984,103 $1,984,103
N
co
This is a subsidiary fund of the Storm Sewer Fund. The City charges Water Quality/Quantity fees established by Clean Water Services, on certain
development activities in the City. Revenues collected are used to fund offsite storm water system improvements and capacity improvements to the
storm sewer system.
Fund revenues are projected to be slightly lower in FY 2003-04. This trend is the result of a slight decrease in development activity and a correspond-
ing decrease in the number of properties subj ect to this charge that will be providing on-site stormwater detention facilities.
Funds are included for continued water monitoring at Summer Lake.
Water SDC Fund #540
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $377,830 $725,076 $794,075 $1,433,393 $1,433,393 $1,433,393
Revenue
450000 System Development Charge 601,748 401,301 445,000 300,000 300,000 300,000
Total Fees & Charges $601,748 $401,301 $445,000 $300,000 $300,000 $300,000
470000 Interest Earnings $44,047 $33,116 $27,500 $28,668 $28,668 $28,668
Total Interest 4 Rentals $44,047 $33,116 $27,500 $28,668 $28,668 $28,668
474000 Bond Proceeds $0 $0 $0 $0 $0 $0
Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
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479000 Recovered expenditures 0 728 0 0 0 0
Total Other Revenue $0 $728 $0 $0 $0 $0
Total Revenue $645,795 $435,145 $472,500 $328,668 $328,668 $328,668
TOTAL RESOURCES $1,023,625 $1,160,221 $1,266,575 $1,762,061 $1,762,061 $1,762,061
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $298,549 $26,828 $400,000 $225,000 $225,000 $225,000
Transfer out to other funds
Water CIP Fund $0 $0 $0 $392,578 $392,578 $392,578
Water Fund 0 0 394,875 0 0 0
Total transfer out to other funds $0 $0 $394,875 $392,578 $392,578 $392,578
Water SDC Fund #540 Aii
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001102 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Contingency
General Contingency $0 $0 $119,231 $203,500 $203,500 $203,500
Total Contingency $0 $0 $119,231 $203,500 $203,500 $203,500
Total Budget $298,549 $26,828 $914,106 $821,078 $821,078 $821,078
Ending Fund Balance
Undesignated Fund Balance $725,076 $1,133,393 $352,469 $940,983 $940,983 $940,983
Total Ending Fund Balance $725,076 $1,133,393 $352,469 $940,983 $940,983 $940,983
y TOTAL REQUIREMENTS $1,023,625 $1,160,221 $1,266,575 $1,762,061 $1,762,061 $1,762,061
0
The Water SDC Fund is a subsidiary fund of the Water Fund. Water system development charges (SDCs) are charged when new water meters are
sold and installed. The total amount charged for each meter includes a portion for future capacity-increasing projects, a portion for the cost of the
meter, and a portion charged as an SDC reimbursement in the Water Fund. This fund accounts for capacity-related funds and may only be spent on
capacity-related projects.
Water SDCs were last updated in July 2000 based upon a water rate study. The improvement portion of the charge is recorded in this fund to be used
to fund capacity-increasing improvements to the water system.
Fund revenues are projected using the anticipated building activity and related growth in water meter sales. Expenditures are dependent upon the City's
capital improvement plan (CIP) and will vary from year to year according to the specific projects budgeted.
For FY 2003-04, C1P projects include acquisition of reservoir sites and funds for water main oversizing in those areas where a need has been identified.
There are also funds budgeted as a transfer to the Water CIP Fund for partial payment of the debt service associated with the Alberta Rider School
Reservoir and related improvements.
Building Fund #245
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001102 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $220,086 $793,612 $799,928 $942,281 $942,281 $942,281
Revenue
431000 Plumbing Permits $170,913 $149,071 $120,000 $163,200 $163,200 $163,200
431010 Mechanical Permits 72,354 61,885 50,000 80,000 80,000 80,000
432000 Building Permits 606,131 431,901 375,000 480,216 480,216 480,216
433000 Building Plan Check Fees 377,777 266,336 225,000 255,000 255,000 255,000
433010 Eroison Control Plan Check Fees 11,598 7,416 6,200 8,160 8,160 8,160
433020 Fire Life Safety Plan Check Fees 83,573 49,476 47,000 45,900 45,900 45,900
433030 Plumbing Plan Check Fees 6,346 7,555 6,900 5,916 5,916 5,916
433050 Mechanical Plan Check Fees 4,706 3,350 3,600 3,000 3,000 3,000
N 433060 CDC Review Fees 11,391 6,383 5,400 6,630 6,630 6,630
441001 Sewer Inspection Fees 13,085 8,360 7,100 9,180 9,180 9,180
Total Fees & Charges $1,357,874 $991,733 $846,200 $1,057,202 $1,057,202 $1,057,202
470000 Interest Earnings $35,775 $25,707 $20,000 $18,846 $18,846 $18,846
Total Interest & Rentals $35,775 $25,707 $20,000 $18,846 $18,846 $18,846
479000 Recovered expenditures $515 $728 $0 $0 $0 $0
Total Other Revenue $515 $728 $0 $0 $0 $0
Total Revenue $1,394,164 $1,018,168 $866,200 $1,076,048 $1,076,048 $1,076,048
Transfer in from other funds
Electrical Inspection Fund 0 155,968 106,526 133,548 133,548 133,548
General Fund 0 54,750 50,533 39,052 39,052 39,052
Urban Services Fund 0 217,173 299,228 279,355 279,355 279,355
Total transfer in from other funds $0 $427,891 $456,287 $451,954 • $451,954 $451,954
TOTAL RESOURCES $1,614,250 $2,239,671 $2,122,415 $2,470,283 $2,470,283 $2,470,283
L
II
Building Fund #245
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Program Expenditures
Public Works $23,222 $0 $0 $0 $0 $0
Development Services 608,332 1,076,542 992,792 1,190,263 1,190,263 1,201,220
Policy and Administration 188,155 0 0 0 0 0
General Government 929 0 0 0 0 0
Total Expenditures $820,638 $1,076,542 $992,792 $1,190,263 $1,190,263 $1,201,220
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $0 $0 $0 $0
Transfer out to other funds
Central. Services Fund $0 $231,981 $190,746 $183,268 $183,981 $183,981
v
Central Services Reserve for Fin.System 0 0 0 0 0 0
Facilities Fund 0 0 0 205,485 205,485 205,485
Fleet/Property Management Fund 0 27,682 29,607 30,918 30,925 30,925
General Fund 0 220,971 66,889 64,754 64,754 64,754
Total transfer out to other funds $0 $480,634 $287,242 $484,426 $485,146 $485,146
Contingency
General Contingency $0 $0 $190,000 $250,000 $250,000 $250,000
Total Contingency $0 $0 $190,000 $250,000 $250,000 $250,000
Total Budget $820,638 $1,557,176 $1,470,034 $1,924,689 $1,925,409 $1,936,366
Ending Fund Balance
Undesignated Fund Balance $793,612 $682,495 $652,381 $545,594 $544,874 $533,917
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $793,612 $682,495 $652,381 $545,594 $544,874 $533,917
TOTAL REQUIREMENTS $1,614,250 $2,239,671 $2,122,415 $2,470,283 $2,470,283 $2,470,283
Building Fund #245
The Building Fund was created in July 1996 to track building permit revenues and expenditures separately from the General Fund. Revenue estimates
are based on the projections of construction activity in both the commercial and residential sectors and projected fee increases. Estimates include 255
single-family units, 30 multi-family units and 12 commercial projects for FY 2003-04. The building fees in this fund were increased in September 2000.
The resources in this fund are dedicated to supporting the Building Inspection Division and related administrative expenses.
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V
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Criminal Forfeiture Fund #235
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $65,583 $68,857 $69,220 $61,000 $61,000 $61,000
Revenue
455000 Forfeiture Revenues $192006 $43 $0 $0 $0 $0
Total Fines $19,006 $43 $0 $0 $0 $0
470000 Interest Earnings $3,917 $1,638 $2,400 $1,220 $1,220 $1,220
Total Interest & Rentals $3,917 $1,638 $2,400 $1,220 $1,220 $1,220
479000 Recovered expenditures 0 0 0 0 0 0
N Total Other Revenue $0 $0 $0 $0 $0 $0
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Total Revenue $22,923 $1,681 $2,400 $1,220 $1,220 $1,220
TOTAL RESOURCES $88,506 $70,538 $71,620 $62;220 $62,220 $62,220
REQUIREMENTS
Program Expenditures
Community Services $19,649 $0 $0 $0 $0 $0
Total Expenditures $19,649 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital improvements $0 $0 $0 $0 $0 $0
Transfer out to other funds
General Fund $0 $2,000 $10,000 $62,220 $62,220 $62,220
Total transfer out to other funds $0 $2,000 $10,000 $62,220 $62,220 $62,220
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Criminal Forfeiture Fund #235
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Contingency
General Contingency $0 $0 $1,500 $0 $0 $0
Total Contingency $0 $0 $1,500 $0 $0 $0
Total Budget $19,649 $2,000 $11,500 $62,220 $62,220 $62,220
Ending Fund Balance
Undesignated Fund Balance $68,857 $68,538 $60,120 $0 $0 .$0
Total Ending Fund Balance $68,857 $68,538 $60,120 $0 $0 $0
TOTAL REQUIREMENTS $88,506 $70,538 $71,620 $62,220 $62,220 $62,220
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Historically, revenues in the Criminal Forfeiture Fund were received from the seizure of assets used in criminal activity. The passage of Ballot Measure 3
by voters in November 2000 severely limited the ability of police agencies to seize assets; therefore no new revenue is projected for this fund. Funds on
hand prior to the passage of Ballot Measure 3, however, may continue to be used for drug and organized crime enforcement activities. 'The budget
allows transfer of these funds to the General Fund on an as needed basis so these funds may be used for allowable activities.
In FY 2003-04, it is anticipated that the remaining balance will be transferred to the General Fund.
Electrical Inspection Fund #220
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001/02 2002/03 2003/04 2003104 2003/04
RESOURCES
300000 Beginning Fund Balance $120,896 $159,434 $135,296 $159,180 $159,180 $159,180
Revenue
431510 Electrical Permits $213,688 $163,722 $146,000 $214,200 $214,200 $214,200
433040 Electrical Plan Check Fees 10,135 6,541 6,600 3,060 3,060 3,060
Total Fees & Charges $223,823 $170,263 $152,600 $217,260 $217,260 $217,260
470000 Interest Earnings $9,947 $5,288 $5,000 $3,184 $3,184 $3,184
Total Interest & Rentals $9,947 $5,288 $5,000 $3,184 $3,184 $3,184
w Total Revenue $233,770 $175,551 $157,600 $220,444 $220,444 $220,444
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TOTAL RESOURCES $354,666 $334,985 $292,896 $379,624 $379,624 $379,624
REQUIREMENTS
Program Expenditures
Public Works $1,018 $0 $0 $0 $0 $0
Development Services 150,574. 0 0 0 0 0
Policy and Administration 43,329 0 0 0 0 0
General Government 311 0 0 0 0 0
Total Expenditures $195,232 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $0 $0 $0 $0
Electrical Inspection Fund #220
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Transfer out to other funds
Building Fund $0 $155,968 $106,527 $133,548 $133,548 $133,548
Central Services Fund 0 40,239 39,601 34,216 34,356 34,356
Fleet/Property Management Fund "0 4,473 6,036 5,898 5,900 5,900
General Fund 0 18,513 17,448 16,891 16,891 16,891
Total transfer out to other funds $0 $219,193 $169,612 $190,553 $190,695 $190,695
Contingency
General Contingency $0 $0 $25,000 $28,000 $28;000 $28,000
Total Contingency $0 $0 $25,000 $28,000 $28,000 $28,000
Total Budget $195,232 $219,193 $194,612 $218,553 $218,695 $218,695
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Ending Fund Balance
Undesignated Fund Balance $159,434 $115,792 $98,284. $161,070 $160,929 $160,929
Total Ending Fund Balance $159,434 $115,792 $98,284 $161,070 $1601929 $160,929
TOTAL REQUIREMENTS .$354,666 $334,985 $292,896 $379,624 $379,624 $379,624
The Electrical Inspection program began at the end of FY 1994-95. The revenues in this fund are from the issuance of electrical permits and plan
check fees. Funds are used to support electrical inspection activity and associated costs in the Building Inspection Division of the Community Develop-
ment Department.
Gas Tax Fund #200
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $414,838 $438,441 $577,500 $587,593 $627,593 $627,593
Revenue
404000 Federal Grants $120,000 $0 $0 $163,258 $163,258 $163,258
413000 State Gas Tax Share 1,698,361 1,752,644 1,610,201 1,686,559 1,686,559 1,686,559
423000 County Gas Tax 0 0 166,068 170,110 170,110 170,110
Total Other Agencies $1,818,361 $1,752,644 $1,776,269 $2,019,927 $2,019,927 $2,019,927
442000 Street Lighting Fees $3,815 $10,042 $8,480 $6,000 $6,000 $6,000
Total Fees & Charges $3,815 $10,042 $8,480 $6,000 $6,000 $6,000
470000 Interest Earnings $46,113 $26,831 $20,212 $11,752 $12,552 $12,552
Total Interest & Rentals $46,113 $26,831 $20,212 $11,752 $12,552 $12,552
478000 Other Revenue $0 $0 $2,000 $0 $0 $0
479000 Recovered expenditures 391 6,445 0 0 0 0
Total Other Revenue $391 $6,445 $2,000 $0 $0 $0
Total Revenue $1,868,680 $1,795,962 $1,806,961 $2,037,679 $2,038,479 $2,038,479
Transfer in from other funds
County Gas Tax Fund $0 $0 $80,000 $0 $0 $0
General Fund 0 0 397,861 0 0 0
Total transfer in from other funds $0 $0 $477,861 $0 $0 $0
TOTAL RESOURCES $2,283,518 $2,234,403 $2,862,322 $2,625,272. $2,666,072 $2,666,072
Gas Tax Fund #200
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Program Expenditures
Development Services $422,842 $392,941 $475,000 $418,000 $418,000 $418,000
Policy and Administration 178,450 0 0 0 0 0
General Government 1,660 0 0 0 0 0
Total Expenditures $1,363,659 $392,941 $475,000 $418,000 $418,000 $418,000
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $481,418 $198,630 $510,000 $687,894 $757,894 $757,894
Transfer out to other funds
Bancroft Bond Fund $0 $0 $397,861 $0 $0 $0
tO Central Services Fund 0 206,205 85,698 143,772 144,383 144,383
Fleet/Property Management Fund 0 52,933 10,514 35,089 35,115 35,115
General Fund 0 715,882 993,509 1,059,633 1,061,254 1,061,254
Loan Repayment to General Fund 0 0 94,001 94,001 94,001 94,001
Parks Capital Fund 0 0 0 25,000 25,000 25,000
Total transfer out to other funds $0 $975,020 $1,581,583 $1,357,495 $1,359,753 $1,359,753
Contingency
General Contingency $0 $0 $293,000 $154,000 $124,000 $124,000
Total Contingency $0 $0 $293,000 $154,000 $124,000 $124,000
Total Budget $1,845,077 $1,566,591 $2,859,583 $2,617,389 $2,659,647 $2,659,647
Ending Fund Balance
Undesignated Fund Balance $438,441 $667,812 $2,739 $7,883 $6,425 $6,425
Total Ending Fund Balance $438,441 $667,812 $2,739 $7,883 $6,425 $6,425
TOTAL REQUIREMENTS $2,283,518 $2,234,403 $2,862,322 $2,625,272 $2,666,072 $2,666,072
Gas Tax Fund #200
This fund records shared revenues from a State and County tax on sale and use of motor vehicle fuel. Funds are used for construction, reconstruction,
improvement, repair, maintenance, operation and use of public highways, roads, streets, and roadside rest areas. Monies may also be used for street
lighting and cleaning, storm drainage, traffic control devices, and cost of administration.
State gasoline tax and vehicle registration fees are shared with cities and counties throughout the State using a formula set by the legislature. State gas
tax rates have not increased for several years. Revenues are not keeping pace with need.
Washington County collects one cent per gallon of gas sold within the County as a County gas tax. Taxes are distributed to cities within the County
according to a formula set by the County. This revenue was formerly deposited in the County Gas Tax Fund. In FY 2002-03, the fund balance in the
County Gas Tax Fund was transferred to the Gas Tax Fund and future county revenues will be deposited in this fund.
A five-year interfund loan between the General Fund and Gas Tax Fund was established in FY 2002-03 to be used for the financing of the City's share
of the 691, Avenue LID project. The loan will be paid back over the five year period with interest.
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Total budget is down a little over 8% from the FY 2002-03 budget. Funds are budgeted for the Street Lights and Signals program, the street mainte-
nance program operated by Public Works, and a transfer to the Parks Capital Fund for partial funding of the embedded crosswalk to be installed at
Bonita Park.
The Capital Improvements Program includes the Pavement Major Maintenance Program (PMMP) and various other street capital projects.
The City anticipates receiving Community Development Block Grant (CDBG) dollars for partial funding ofthe Commercial street sidewalk (951 to
Main street) proj ect and a proj ect for sidewalk improvements on Hall Boulevard near Hwy 217.
Insurance Fund #240
Actual Actual' Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $364,101 $444,101 $499,600 $528,184 $528,184 $528,184
Revenue
470000 Interest Earnings $25,261 $16,346 $17,486 $10,564 $10,564 $10,564
Total Interest & Rentals $25,261 $16,346 $17,486 $10,564 $10,564 $10,564
479000 Recovered expenditures $54,739 $26,824 $40,000 $31,500 $31,500 $31,500
Total Other Revenue $54,739 $26,824 $40,000 $31,500 $31,500 $31,500
Total Revenue $80,000 $43,170 $57,486 $42,064 $42,064 $42,064
TOTAL RESOURCES $444,101 $487,271 $557,086 $570,248 $570,248 $570,248
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $0 $0 $0 $0
Transfer out to other funds
Central Services Fund $0 $0 $100,000 $0 $0 $0
Total transfer out "to other funds $0 $0 $100,000 $0 $0 $0
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total, Budget $0 $0 $100,000 $0 $0 $0
Insurance Fund #240
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
.REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $444,101 $487,271 $457,086 $570,248 $570,248 $570,248
Total Ending Fund Balance $444,101 $487,271 $457,086 $570,248 $570,248 $570,248
TOTAL REQUIREMENTS $444,101 $487,271 $557,086 $570,248 $570,248 $570,248
This fund was established to record the refund of workers' compensation costs and other insurance related revenues from prior years. Funds will
eventually be used to self-insure portions of the City's liabilities.
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Parks Capital Fund #225
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $917,117 $662,631 $994,434 $1,484,435 $1,504,435 $1,504,435
Revenue
404000 Federal Grants $0 $0 $161,400 $141,886 $141,886 $141,886
414000 State Grants 0 250,000 50,000 52,192 52,192 52,192
Total Other Agencies $0 $250,000 $211,400 $194,078 $194,078 $194,078
417000 Tree Replacement Revenue $0 $0 $12,000 $10,000 $10,000 $10,000
450000 System Development Charge 358,939 330,947 442,043 350,000 350,000 350,000
Total Fees & Charges $358,939 $330,947 $454,043 $360,000 $360,000 $360,000
470000 Interest Earnings $40,031 $20,479 $33,930 $29,689 $30,089 $30,089
co Total Interest & Rentals $40,031 $20,479 $33,930 $29,689 $30,089 $30,089
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474000 Bond Proceeds $0 $781,073 $840,248 $278,075 $278,075 $278,075
Total Bond and Note Proceeds $0 $781,073 $840,248 $278,075 $278,075 $278,075
477000 Donations/Gifts $0 $0 $200,000 $390,000 $390,000 $390,000
479000 Recovered expenditures 0 40,000 25,000 0 0 0
Total Other Revenue $0 $40,000 $225,000 $390,000 $390,000 $390,000
Total Revenue $398,970 $1,422,499 $1,764,621 $1,251,842 $1,252,242 $1,252,242
Transfer in from other funds
Gas Tax Fund $0 $0 $0 $25,000 $25,000 $25,000
Metro Greenspaces Fund 0 0 75,000 0 0 0
Park Levylmprovement Fund 120,000 0 135,000 0 0 0
Tree Replacement Fund 0 0 200,000 30,000 30,000 30,000
Total transfer in from other funds $120,000 $0 $410,000 $55,000 $55,000 $55,000
TOTAL RESOURCES $1,436,087 $2,085,130 $3,169,055 $2,791,277 $2,811,677 $2,811,677
Parks Capital Fund #225
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001102 2002/03 2003/04 2003/04 2003104
REQUIREMENTS
Program Expenditures
Development Services $1,962 $0 $0 $0 $0 $0
Policy and Administration 74 0 0 0 0 0
Total Expenditures $2,036 $0 $0 $0 $0 $0
Debt Service $0 $0 $277,861 $278,075 $278,075 $278,075
Capital Improvements $771,420 $1,258,885 $1,576,100 $806,886 $826,886 $826,886
Contingency
General Contingency $0 $0 $273,000 $162,000 $162,000 $162,000
N Total Contingency $0 $0 $273,000 $162,000 $162,000 $162,000
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Total Budget $773,456 $1,258,885 $2,126,961 $1,246,961 $1,266,961 $1,266,961
Ending Fund Balance
Undesignated Fund Balance $662,631 $826,245 $1,042,094 $1,544,316 $1,544,716 $1,544,716
Total Ending Fund Balance $662,631 $826,245 $1,042,094 $1,544,316 $1,544,716 $1,544,716
TOTAL REQUIREMENTS $1,436,087 $2,085,130 $3,169,055 $2,791,277 $2,811,677 $2,811,677
Parks Capital Fund #225
Expenditures from this fund are dependent upon the City's five-year Capital Improvement Plan (CIP). CIP expenditures vary from year to year
depending upon the projects budgeted. For FY 2003-04, funds are budgeted for projects at Bonita Park; extension and improvements of the Fanno
Creek Trail; development of a Skateboard Park if donations become available; and improvements at Summerlake Park. Funds are also budgeted for
tree replacement activities using funds from that revenue source.
Fund revenues include grants for the Fanno Creek Park Trail extension, Bonita Park, and the Fanno Creek trail from Main to Grant Street. In addi-
tion, donation revenue of $390,000 has been budgeted to cover any costs associated with the development of a Skateboard Park. The remaining
funds available from the Cook Park OECDD loan are also anticipated in the amount of $278,075. This remaining amount will be used to pay debt
service.
Park System Development Charges (SDC) are charged when a building permit is issued for any new, residential, multi-family or commercial construc-
tion, additions, alterations or change in use. Funds collected are used to fund the acquisition, development, and expansion of additional recreation
spaces and facilities. The Parks SDC fee was increased in January 2003 and are adjusted annually using both a construction and land cost index.
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Traffic Impact Fee Fund #210
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001102 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $2,944,234 $2,287,132 $1,605,059 $2,750,000 $2,750,000 $2,750,000
Revenue
404000 Federal Grants $0 $0 $660,000 $660,000 $660,000 $660,000
416000 Intergovernmental Revenue 0 0 435,013 0 0 0
Total Other Agencies $0 $0 $1,095,013 $660,000 $660,000 $660,000
448000 SDC Reimbursement $1,116,651 $718,727 $815,015 $527,250 $527,250 $527,250
Total Fees & Charges $1,116,651 $718,727. $815,015 $527,250 $527,250 $527,250
470000 Interest Earnings $165,479 $93,911 $56,877 $55,000 .$55,000 $55,000
Total Interest & Rentals $165,479 $93,911 $56,877 $55,000 $55,000 $55,000
478000 Other Revenue $0 $0 $0 $118,446 $118,446 $118,446
479000 Recovered expenditures 0 106,067 0 0 0 0
Total Other Revenue $0 $106,067 $0 $118,446 $118,446 $118,446.
Total Revenue $1,282,130 $918,705 $1,966,905 $1,360,696 $1,360,696 $1,360,696
Transfer in from other funds
Facility Fund 0 $0 $0 $568,000 $568,000 $568,000
Total transfer in from other funds $0 $0 $0 $568,000 $568,000 $568,000
TOTAL RESOURCES $4,226,364 $3,205,837 $3,571,964 $4,678,696 $4,678,696 $4,678,696
REQUIREMENTS
Program Expenditures
Development Services $68,633 $0 $0 $0 $0 $0
Policy and Administration 16,366 0 0 0 0 0
Total Expenditures $84,999 $0 $0 $0 $0 $0
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Traffic Impact Fee Fund #210
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003104 2003/04
REQUIREMENTS
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $1,854,233 $912,873 $3,125,000 $3,309,166 $3,309,166 $3,309,166
Transfer out to other funds
Central Services Fund $0 $24,493 $20,485 $13,902 $13,954 $13,954
Fleet/Property Management Fund 0 474 3,586 2,772 2,773 2,773
General Fund 0 73,042 81,715 74,133 74,163 74,163
Wall Street LID Fund 0 0 300,000 150,000 150,000 150,000
Total transfer out to other funds $0 $98,009 $405,786 $240,808 $240,890 $240,890
Contingency
General Contingency $0 $0 $41,013 $495,000 $495,000 $495,000
Total Contingency $0 $0 $41,013 $495,000 $495,000 $495,000
Total Budget $1,939,232 $1,010,882 $3,571,799 $4,044,974 $4,045,056 $4,045,056
Ending Fund Balance
Undesignated Fund Balance $2,287,132 $2,194,955 $166 $633,722 $633,640 $633,640
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $2,287,132 $2,194,955 $166 $633,722 $633,640 $633,640
TOTAL REQUIREMENTS $4,226,364 $3,205,837 $3,571,965 $4,678,696 $4,678,696 $4,678,696
Traffic Impact Fee Fund #210
The Traffic Impact Fee (TIF) is a charge on new development assessed by Washington County, but collected by cities. It is based upon the number of
trips per day that each type of development is estimated to generate. The County maintains a table of standards for all possible uses. The standard trips
per day for each development is multiplied by the rate per trip to determine the amount of the TER Fund revenues may only be used for highway and
transit capital improvements, which provide additional capacity to major transportation systems and to pay the costs of administering the program.
Fund revenues are dependent upon development projects, and therefore vary from year to year based on the level of economic activity. TIF revenues .
in FY 2003-04 are anticipated to be down substantially from FY 2002-03 levels based on current trends and activities. In FY 2003-04, a federal grant
in the amount of $660,000 is anticipated for the Greenburg Road Capital Project. Other revenue in the amount of $118,446 is also anticipated repre-
senting aproperty owner's share ofthe Fanno Pointe Hall/Wall Intersection approach.
Expenditures from this fund are dependent upon the City's five-year Capital Improvement Plan (CIP). The FY 2003-04 CIP includes funding for
Gaarde Street Phase 11 improvements; design and right-of-way for 121 -It Avenue and Walnut Street; Greenburg Road design and right-of-way, and the
Hall Blvd/Wall Street intersection and approaches.
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Tree Replacement Fund #215 AEAZZINAMW
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund. Balance $206,594 $184,478 $200,000 $30,000 $30,000 $30,000
Revenue
417000 Tree Replacement Revenue $14,420 $44,839 $0 $0 $0 $0
Total Fees & Charges $14,420 $44,839 $0 $0 $0 $0
470000 Interest Earnings $10,843 $7,562 $0 $0 $0 $0
471000 Interest Earned from Others 0 0 0 0 0 0
472000 Rental Income 0 0 0 0 0 0
Total Interest & Rentals $10,843 $7,562 $0 $0 $0 $0
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Total Revenue $25,263 $52,401 $0 $0 $0 $0
TOTAL RESOURCES $231,857 $236,879 $200,000 $30,000 $30,000 $30,000
REQUIREMENTS
Program Expenditures
Total Expenditures $10,379 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $37,000 $11,916 $0 $0 $0 $0
Transfer out to other funds
General Fund $0 $2,300 $0 $0 $0 $0
Parks Capital Fund 0 0 200,000 30,000 30,000 30,000
Total transfer out to other funds $0 $2,300 $200,000 $30,000 $30,000 $30,000
Total Budget $47,379 $14,216 $200,000 $30,000 $30,000 $30,000
Tree Replacement Fund #215
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003/04 2003/04
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $184,478 $222,663 $0 $0 $0 $0
Total Ending Fund Balance $184,478 $222,663 .$0 $0 $0 $0
TOTAL REQUIREMENTS $231,857 $236,879 $200,000 $30,000 $30,000 $30,000
This fund was established in FY 1996-97 to account for funds collected from developers in lieu of saving trees. Funds are to be used by the City to
plant trees in the public rights-of-way and other public properties.
In FY 2003-04, the fund balance in the Tree Replacement Fund will be transferred to the Parks Capital Fund and future revenues will be deposited in
co this fund.
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Underground Utility Fund #230
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $387,224 $325,286 $305,760 $387,954 $387,954 $387,954
Revenue
445003 Fee in Lieu of Undergrounding $77,512 $61,822 $49,000 $47,530 $47,530 $47,530
Total Fees & Charges $77,512 $61,822 $49,000 $47,530 $47,530 $47,530
470000 Interest Earnings $25,015 $12,713 $10,700 $7,759 $7,759 $7,759
Total Interest & Rentals $25,015 $12,713 $10,700 $7,759 $7,759 $7,759
Total Revenue $102,527 $74,535 $59,700 $55,289 $55,289 $55,289
TOTAL RESOURCES $489,751 $399,821 $365,460 $443,243 $443,243 $443,243
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $164,465 $22,867 $100,000 $105,000 $105,000 $105,000
Transfer out to other funds
Total transfer out to other funds $0 $0 $0 $0 $0 $0
Contingency
General Contingency $0 $0 $15,000 $15,000 $15,000 $15,000
Designated Contingency 0 0 0 0 0 0
Total Contingency $0 $0 $15,000 $15,000 $15,000 $15,000
Total Budget $164,465 $22,867 $115,000 $120,000 $120,000 $120,000
Underground Utility Fund #230
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $325,286 $376,954 $250,460 $323,243 $323,243 $323,243
Total Ending Fund Balance $325,286 $376,954 $250,460 $323,243 $323,243 $323,243
TOTAL REQUIREMENTS $489,751 $399,821 $365,460 $443,243 $443,243 $443,243
This fund was established to record funds received in lieu of undergrounding utilities. In FY 2003-04, funds are included for the underground utility
portion of Gaarde Street Phase H capital project.
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Urban Services Fund #255
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001102 2002/03 2003/04 2003/04 2003104
RESOURCES
300000 Beginning Fund Balance $3,925 $485,396 $662,346 $633,433 $633,433 $633,433
Revenue
418000 Interagency Revenue $112,000 $0 $50,000 $238,763 $0 $0
Total Other Agencies $112,000 $0 $50,000 $238,763 $0 $0
431000 Plumbing Permits $98,639 $88,814 $78,000 $57,750 $57,750 $57,750
431010 Mechanical Permits 24,271 20,204 16,000 15,750 15,750 15,750
431510 Electrical Permits 79,440 64,006 56,000 42,000 42,000 42,000
432000 Building Permits 290,022 236,790 195,000 149,888 149,888 149,888
433000 Building Plan Check Fees 185,718 134,670 105,600 98,963 98,963 98,963
433010 Eroison Control Plan Check Fees 0 8 0 0 0 0
G' 433020 Fire Life Safety Plan Check Fees 225 600 0 300 300 300
433030 Plumbing Plan Check Fees 0 32 0 0 0 0
433050 Mechanical Plan Check Fees 0 6 0 0 0 0
433060 CDC Review Fees 51,876 36,720 31,000 6,500 6,500 6,500
433070 Address Fees 4,290 5,010 4,500 2,550 2,550 2,550
436000 Engr. Public Improvements 54,896 30,114 25,000 25,000 25,000 25,000
437000 Sign Permit Fees 0 100 0 0 0 0
438000 Land Use Planning Application 29,891 22,187 25,000 37,375 37,375 37,375
441001 Sewer Inspection Fees 6,580 4,130 3,600 3,150 3,150 3,150
445003 Fee in Lieu of Undergrounding 7,700 5,088 0 0 0 0
451000 Misc. Fees & Charges (6,183) 9,416 0 0 0 0
Total Fees & Charges $827,365 $657,895 $539,700 $439,226 $439,226 $439,226
470000 Interest Earnings $21,978 $24,946 $18,000 $12,669 $12,669 $12,669
Total Interest & Rentals $21,978 $24,946 $18,000 $12,669 $12,669 $12,669
Total Revenue $961,343 $682,841 $607,700 $690,658 $451,895 $451,895
TOTAL RESOURCES $965,268 $1,168,237 $1,270,046 $1,324,091 $1,085,328 $1,085,328
Urban Services Fund #255
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Program Expenditures
Public Works $33,358 $0 $0 $0 $0 $0
Development Services 301,848 0 0 0 0 0
Policy and Administration 70,694 0 0 0 0 0
General Government 731 0 0 0 0 0
Total Expenditures $406,631 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $73,241 $7,054 $50,000 $238,763 $0 $0
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A Transfer out to other funds
Building Fund $0 $217,173 $299,228 $279,355 $279,355 $279,355
Central Services Fund 0 80,532 132,282 92,781 93,181 93,181
Fleet/Property Management Fund 0 7,627 20,878 15,702 15,705 15,705
General Fund 0 125,240 131,888 124,554 124,570 124,570
Total transfer out to other funds $0 $430,572 $584,276 $512,391 $512,810 $512,810
Contingency
General Contingency $0 $0 $93,000 $111,000 $111,000 $111,000
Total Contingency $0 $0 $93,000 $111,000 $111,000 $111,000
Total Budget $479,872 $437,626 $727,276 $862,154 $623,810 $623,810
Ending Fund Balance
Undesignated Fund Balance $485,396 $730,611 $542,770 $461,936 $461,518 $461,518
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $485,396 $730,611 $542,770 $461,936 $461,518 $461,518
TOTAL REQUIREMENTS $965,268 $1,168,237 $1,270,046 $1,324,091 $1,085,328 $1,085,328
Urban Services Fund #255
This fund was established in June 1997 to account for all revenues and expenditures associated with the services provided to the Urban Services Area
of Washington County. The City, under an intergovernmental agreement with (IGA) Washington County, provides specific services in these areas. The
City began collecting fees and charges on June 1, 1997, and the County paid the City $215,000 on June 1, 1997 to cover start up costs and permits in
process. For FY 2003-04, Washington County has decided to perform the Capital Improvements and Pavement Management services that were
previously provided for under the Urban Services IGA.
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Urban Services Traffic Impact Fee Fund #250
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $636,624 $1,162,928 $1,502,558 $1,274,575 $1,274,575 $1,274,575
Revenue
448000 SDC Reimbursement $510,430 $218,613 $317,900 $100,000 $100,000 $100,000
Total Fees & Charges $510,430 $218,613 $317,900 $100,000 $100,000 $100,000
470000 Interest Earnings $53,365 $45,284 $52,590 $25,492 $25,492 $25,492
Total Interest & Rentals $53,365 $45,284 $52,590 $25,492 $25,492 $25,492
Total Revenue $563,795 $263,897 $370,490 $125,492 $125,492 $125,492
TOTAL RESOURCES $1,200,419 $1,426,825 $1,873,048 $1,400,067 $1,400,067 $1,400,067
CD
REQUIREMENTS
Program Expenditures
Development Services $30,238 $0 $0 $0 $0 $0
Policy and Administration 7,253 0 0 0 0 0
Total Expenditures $37,491 $0 $0 $0 _ $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $850,000 $950,000 $950,000 $950,000
Transfer out to other funds
Central Services Fund $0 $10,646 $9,229 $6,125 $6,148 $6,148
Fleet/Property Management Fund 0 206 1,576 1,222 1,222 1,222
General Fund 0 3,988 36,008 32,666 32,679 32,679
Total transfer out to other funds $0 $14,840 $46,813 $40,013 $40,049 $40,049
Urban Services Traffic Impact Fee Fund #250
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Contingency
General Contingency $0 $0 $134,000 $148,000 $148,000 $148,000
Total Contingency $0 $0 $134,000 $148,000 $148,000 $148,000
Total Budget $37,491 $14,840 $1,030,813 $1,138,013 $1,138,049 $1,138,049
Ending Fund Balance
Undesignated Fund Balance $1,162,928 $1,411,985 $842,235 $262,054 $262,017 $262,017
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $1,162,928 $1,411,985 $842,235 $262,054 $262,017 $262,017
y TOTAL REQUIREMENTS $1,200,419 $1,426,825 $1,873,048 $1,400,067 $1,400,067 $1,400,067
The Traffic Impact Fee (TIF) is a charge on new development assessed by Washington County, but collected by cities. It is based upon the number of
trips per day that each type of development is estimated to generate. The County maintains a table of standards for all possible uses. The standard trips
per day for each development is multiplied by the rate per trip to determine the amount of the TIF. Fund revenues may only be used for highway and
transit capital improvements, which provide additional capacity to major transportation systems and to pay the costs of administering the program.
The City collects County TIF funds for roads within the boundaries of the City of Tigard. These revenues are recorded in the Traffic Improvement Fee
Fund. In addition, the City also collects TIF fees for roads outside the City boundaries, but within the City's urban services area. The urban services
area is an unincorporated area outside the City boundary, which is anticipated to eventually be annexed to the City of Tigard. The City manages
County-approved road improvements in this area with these funds.
Fund revenues are dependent upon development projects, and therefore vary from year to year based on the level of economic activity. TIF revenues
in FY 2003-04 are anticipated to be down substantially given current trends and activity.
Total budget includes capital funds for Gaarde Street Improvements; design and right-of-way for 1211t Avenue and Walnut Street; and the Bull Moun-
tain and Roshak Road intersection.
Dartmouth LID/CIP Fund #320
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance ($5,145) $8,518 $8,967 $9,136 $9,136 $9,136
Revenue
470000 Interest Earnings $51 $298 $314 $183 $183 $183
Total Interest & Rentals $51 $298 $314 $183 $183 $183
474000 Bond Proceeds $15,000 $0 $0 $0 $0 $0
Total Bond and Note Proceeds $15,000 $0 $0 $0 $0 $0
Total Revenue $15,051 $298 $314 $183 $183 $183
TOTAL RESOURCES $9,906 $8,816 $9,281 $9,319 $9,319 $9,319
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REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $1,388 $0 $9,281 $9,319 $9,319 $9,319
Total Budget $1,388 $0 $9,281 $9,319 $9,319 $9,319
Ending Fund Balance
Undesignated Fund Balance $8,518 $8,816 $0 $0 $0 $0
Total Ending Fund Balance $8,518 $8,816 $0 $0 $0 $0
TOTAL REQUIREMENTS $9,906 $8,816 $9,281 $9,319 $9,319 $9,319
The Dartmouth Street proj ect is completed. The final assessment was assigned in June 1998. There is a lawsuit pending on behalf of one property
owner regarding his portion of the assessment. Long term financing has not yet been finalized on this portion of the Dartmouth project. Any additional
costs associated with this lawsuit will be reallocated to property owners.
Facility Fund #300
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001102 2002103 2003/04 2003104 2003104
RESOURCES
300000 Beginning Fund Balance $871,159 $1,456,185 $2,795,619 $11,703,778 $11,703,778 $11,703,778
Revenue
470000 Interest Earnings $79,223 $64,335 $421,247 $234,076 $234,076 $234,076
471000 Interest Earned from Others 3,318 1,704 0 0 0 0
Total Interest & Rentals $82,541 $66,039 $421,247 $234,076 $234,076 $234,076
474000 Bond Proceeds $0 $0 $13,000,000 $0 $0 $0
Total Bond and Note Proceeds $0 $0 $13,000,000 $0 $0 $0
477000 Donations/Gifts $0 $2,106 $0 $0 $0 $0
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N Total Other Revenue $0 $2,106 $0 $0 $0 $0
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Total Revenue $82,541 $68,145 $13,421,247 $234,076 $234,076 $234,076
Transfer in from other funds
Building Fund $0 $0 $0 $205,485 $205,485 $205,485
General Fund $550,000 $404,997 $715,746 $450,000 $450,000 $450,000
Sanitary Sewer Fund 0 0 0 16,048 16,048 16,048
Storm Sewer Fund 0 0 0 16,010 16,010 16,010
Water Fund 0 0 0 87,942 87,942 87,942
Total transfer in from other funds $550,000 $404,997 $715,746 $775,485 $775,485 $775,485
TOTAL RESOURCES $1,503,700 $1,929,327 $16,932,612 $12,713,339 $12,713,339 $12,713,339
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0. $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Facility Fund #300
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003/04 2003/04
REQUIREMENTS
Capital Improvements $47,515 $113,595 $3,760,000 $7,387,380 $7,387,380 $7,387,380
Transfer out to other funds
Traffic Impact Fee Fund $0 $0 $0 $568,000 $568,000 $568,000
Total transfer out to other funds $0 $0 $0 $568,000 $568,000 $568,000
Contingency
General Contingency $0 $0 $562,500 $1,190,000 $1,190,000 $1,190,000
Total Contingency $0 $0 $562,500 $1,190,000 $1,190,000 $1,190,000
Total Budget $47,515 $113,595 $4,322,500 $9,145,380 $9,145,380 _$9,145,380
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°c Ending Fund Balance
Undesignated Fund Balance $1,456,185 $1,815,732 $11,334,335 $3,567,959 $3,567,959 $3,567,959
Reserves for Future Requirements 0 0 1,275,777 0 0 0
Total Ending Fund Balance $1,456,185 $1,815,732 $12,610,112 $3,567,959 $3,567,959 $3,567,959
TOTAL REQUIREMENTS $1,503,700 $1,929,327 $16,932,612 $12,713,339 $12,713,339 $12,713,339
This fund was established during the FY 1995-96 budget process to set aside funds for the future expansion of City facilities. In FY 1999-00, this fund
was focused on the construction of a new Library and remodeling the existing Library for other uses. Two bequests were received in FY 1999-00,
which are reserved for the new Library. Transfers from the General Fund are made each year to pay up-front costs of the new Library project and to
reserve funds for future construction/remodeling.
Ground breaking for the new Library occurred in May 2003. The bond proceeds used to finance the new Library will be drawn down during the
construction phase of the project.
In addition, in FY 2003-04 resources are being transferred from three enterprise funds (Water, Sanitary Sewer, and Storm Sewer) to support two
projects that specifically relate to the enterprise activities. Funds are also being transferred from the Building Fund to pay for the Building Inspection
Division's portion of the planned remodeling of the current Library building. The Building Inspection staffwill have office space there along with other
City programs.
Wall Street LID Fund #325
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001102 2002103 2003104 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $0 $0 $0 $0 $0 $0
Revenue
474010 Note Proceeds $0 $0 $1,800,000 $0 $0 $0
Total Bond and Note Proceeds $0 $0 $1,800,000 $0 $0 $0
Total Revenue $0 $0 $1,800,000 $0 $0 $0
Transfer in from other funds
Traffic Impact Fee Fund $0 $0 $300,000 $150,000 $150,000 $150,000
Total transfer in from other funds $0 $0 $300,000 $150,000 $150,000 $150,000
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0
TOTAL RESOURCES $0 $0 $2,100,000 $150,000 $150,000 $150,000
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $2,000,000 $150,000 $150,000 $150,000
Contingency
General Contingency $0 $0 $100,000 $0 $0 $0
Total Contingency $0 $0 $100,000 $0 $0 $0
Total Budget $0 $0 $2,100,000 $150,000 $150,000 $150,000
Wall Street LID Fund #325
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003/04 2003/04
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $0 $0 $0 $0 $0 $0
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $0 $0 $0 $0 $0 $0
TOTAL REQUIREMENTS $0 $0 $2,100,000 $150,000 $150,000 $150,000
This fund was established for the potential creation of a new local improvement district (LID) that would extend Wall Street from Hunziker Street to Hall
Boulevard. The City's portion of the project would be funded by a transfer of resources from the Traffic Impact Fee Fund. A sale of Bond Anticipa-
c tion Notes planned for FY 2002-03 and included in the budget that year did not occur because the project did not proceed as quickly as anticipated.
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Central Services Fund #600
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003104 2003/04
RESOURCES
300000 Beginning Fund Balance $0 $0 $400,000 $523,050 $523,050 $523,050
Revenue
470000 Interest Earnings $0 $14,085 $0 $10,461 $10,461 $10,461
Total Interest & Rentals $0 $14,085 $0 $10,461 $10,461 $10,461
479000 Recovered expenditures 0 3,014 0 0 0 0
Total Other Revenue $0 $3,014 $0 $0 $0 $0
Total Revenue $0 $17,099 $0 $10,461 $10,461 $10,461
Transfer in from other funds
w Building Fund $0 $231,981 $190,746 $183,268 $183,981 $183,981
County Gas Tax Fund 0 17,419 0 0 0 0
Electrical Inspection Fund 0 40,239 39,601 34,216 34,356 34,356
Fleet/Property Mgmt Fund 0 108,223 81,972 74,319 74,641 74,641
Gas Tax Fund 0 206,205 85,698 143,772 144,383 144,383
General Fund 0 2,120,856 2,620,958 2,474,131 2,503,584 2,503,584
Insurance Fund 0 0 100,000 0 0 0
Reserve for Financial System - GF 0 250,000 125,000 375,000 375,000 375,000
Sanitary Sewer Fund 0 116,481 120,772 129,534 130,171 130,171
Storm Sewer Fund 0 136,586 213,466 142,524 143,188 143,188
Traffic Impact Fee Fund 0 24,493 20,485 13,902 13,954 13,954
Traffic Impact Fee U.S. Fund 0 10,646 9,229 6,125 6,148 6,148
Urban Services Fund 0 80,532 132,282 92,781 93,181 93,181
Water Fund 0 761,204 781,007 740,801 742,235 742,235
Water Quality/Quantity Fund 0 162 353 195 196 196
Total transfer in from other funds $0 $4,105,027 $4,521,569 $4,410,568 $4,445,018 $4,445,018
TOTAL RESOURCES $0 $4,122,126 $4,921,569 $4,944,079 $4,978,529 $4,978,529
Central Services Fund #600
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001102 2002/03 2003/04 2003/04 2003104
REQUIREMENTS
Program Expenditures
Policy and Administration $0 $3,611,727 $3,993,243 $3,562,471 $3,600,457 $3,604,470
General Government 0 36,736 192,100 394,920 394,920 394,920
Total Expenditures $0 $3,648,463 $4,185,343 $3,957,391 $3,995,377 $3,999,390
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $0 $0 $0 $0
Transfer out to other funds
Fleet/Property Management Fund $0 $77,610 $113,177 $73,612 $73,614 $73,614
Total transfer out to other funds $0 $77,610 $113,177 $73,612 $73,614 $73,614
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°A Contingency
General Contingency $0 $0 $248,049 $249,000 $249,000 $249,000
Designated Contingency 0 0 150,000 0 0 0
Total Contingency $0 $0 $398,049 $249,000 $249,000 $249,000
Total Budget $0 $3,726,073 $4,696,569 $4,280,003 $4,317,991 $4,322,004
Ending Fund Balance
Undesignated Fund Balance $0 $396,053 $0 $39,077 $35,538 $31,525
Reserves for Future Requirements 0 0 225,000 625,000 625,000 625,000
Total Ending Fund Balance $0 $396,053 $225,000 $664,077 $660,538 $656,525
TOTAL REQUIREMENTS $0 $4,122,126 $4,921,569 $4,944,079 $4,978,529 $4,978,529
This fund, created in FY 2001-02 as an internal services fund, was established to track the revenues and expenditures of the central administrative
functions in the City. The resources for this fund are transfers from other City funds. These transfers are based on a cost allocation plan that will be
revised each year based on anticipated use or benefits that would be provided to other City departments or divisions.
The central administrative functions include:
City Attorney, City Management, Finance Administration, Financial Operations, Human Resources, Network Services, Office Services, Records, Risk
Management, and Technology.
Fleet/Property Management Fund #650
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $0 $0 $0 $60,000 $60,000 $60,000
Revenue
451000 Misc. Fees & Charges 0 990 0 0 0 0
Total Fees & Charges $0 $990 $0 $0 $0 $0
470000 Interest Earnings $0 $3,232 $0 $1,200 $1,200 $1,200
Total Interest & Rentals $0 $3,232 $0 $1,200 $1,200 $1,200
Total Revenue $0 $4,222 $0 $1,200 $1,200 $1,200
Transfer in from other funds
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N Building Fund $0 $27,682 $29,607 $30,918 $30,925 $30,925
Central Services Fund 0 77,610 113,177 73,612 73,614 73,614
County Gas Tax Fund 0 3,905 0 0 0 0
Electrical Inspection Fund 0 4,473 6,036 5,898 5,900 5,900
Gas Tax Fund 0 52,933 10,514 35,089 35,115 35,115
General Fund 0 513,308 656,683 563,324 563,479 563,479
Sanitary Sewer Fund 0, 19,444 29,646 30,708 30,721 30,721
Storm Sewer Fund 0 37,686 70,710 40,118 40,139 40,139
Traffic Impact Fee Fund 0 474 3,586 2,772 2,773 2,773
Traffic Impact Fee U.S. Fund 0 206 1,576 1,222 1,222 1,222
Urban Services Fund 0 7,627 20,878 15,702 15,705 15,705
Water Fund 0 56,775 67,221 80,971 81,014 81,014
.Water Quality/Quantity Fund 0 4 30 25 25 25
Total transfer in from other funds $0 $802,127 $1,009,664 $880,360 $880,630 $880,630
TOTAL RESOURCES $0 $806,349 $1,009,664 $941,560 $941,830 $941,830
Fleet/Property Management Fund #650
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001102 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Program Expenditures
Public Works $0 $698,031 $865,447 $806,100 $806,368 $806,368
Total Expenditures $0 $698,031 $865,447 $806,100 $806,368 $806,368
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $0 $0 $0 $0
Transfer out to other funds
Central Services Fund $0 $108,223 $81,972 $74,319 $74,641 $74,641
Total transfer out to other funds $0 $108,223 $81,972 $74,319 $74,641 $74,641
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Contingency
General Contingency $0 $0 $60,000 $60,000 $60,000 $60,000
Total Contingency $0 $0 $60,000 $60,000 $60,000 $60,000
Total Budget $0 $806,254 $1,007,419 $940,419 $941,009 $941,009
Ending Fund Balance
Undesignated Fund Balance $0 $95 $2,245 $1,141 $821 $821
Total Ending Fund Balance $0 $95 $2,245 $1,141 $821 $821
TOTAL REQUIREMENTS $0 $806,349 $1,009,664 $941,560 $941,830 $941,830
This fund, created in FY 2001-02 as an internal services fund, was established to track the revenues and expenditures of the Fleet Maintenance Division
and Property Management Division. The resources for this fund are transfers from other City funds. These transfers are based on a cost allocation plan
that will be revised each year based on anticipated use or benefits provided to other City departments or divisions.
Bancroft Debt Service Fund #400
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $1,450,350 $825,274 $495,914 $1,012,697 $1,012,697 $1,012,697
470000 Interest Earnings $40,757 $23,096 $10,000 $20,254 $20,254 $20,254
471000 Interest Earned from Others 134,381 83,946 148,712 157,719 157,719 157,719
Total Interest & Rentals $175,138 $107,042 $158,712 $177,973 $177,973 $177,973
474000 Bond Proceeds $2,000,097 $3,365,972 $3,586,800 $2,225,706 $2,225,706 $2,225,706
474010 Note Proceeds 0 0 0 0 0 0
475000 Bancroft Collections 290,268 343,642 289,777 292,311 292,311 292,311
Total Bond and Note Proceeds $2,290,365 $3,709,614 $3,876,577 $2,518,017 $2,518,017 $2,518,017
c Total Revenue $2,465,503 $3,816,656 $4,035,289 $2,695,990 $2,695,990 $2,695,990
V
Transfer in from other funds
69th Ave. LID Fund $0 $0 $137,412 $0 $0 $0
Gas Tax Fund 0 0 397,861 0 0 0
Total transfer in from other funds $0 $0 $535,273 $0 $0 $0
TOTAL RESOURCES $3,915,853 $4,641,930 $5,066,476 $3,708,687 $3,708,687 $3,708,687
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $2,363,834 $2,538,416 $5,01.4,973 $3,052,820 $3,052,820 $3,052,820
Capital Improvements $0 $0 $0 $0 $0 $0
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Bancroft Debt Service Fund #400
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Total Budget $2,363,834 $2,538,416 $5,014,973 $3,052,820 $3,052,820 $3,052,820
Ending Fund Balance
Undesignated Fund Balance $1,552,019 $2,103,514 $51,503 $655,867 $655,867 $655,867
Total Ending Fund Balance $1,552,019 $2,103,514 $51,503 $655,867 $655,867 $655,867
TOTAL REQUIREMENTS $3,915,853 $4,641,930 $5,066,476 $3,708,687 $3,708,687 $3,708,687
Revenue in this fund is derived from assessments on properties that participate in local improvement districts and from proceeds of Bancroft Bonds to
retire short-term debt issued to fund the local improvements. On May 3, 1993, the City issued $660,000 in Improvement Refunding Bonds for a
refunding of a portion of the outstanding 1982, 1989, and 1990 Series bonds.
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In July, 2002, the City sold bonds for the long-term financing of the 69t' Avenue LID project. The City anticipates "rolling over" the Bond Anticipation
Notes (BANS) for the Dartmouth LID.
General Obligation Debt Service Fund #450
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001102' 2002103 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $42,541 $57,011 $40,000 $1,145,382 $1,145,382 $1,145,382
Revenue
400000 Current Property Taxes $274,626 $223,105 $1,324,138 $584,648 $584,648 $584,648
401000 Prior Year Taxes 17,699 12,736 10,000 10,000 10,000 10,000
Total Property Taxes $292,325 $235,841 $1,334,138 $594,648 $594,648 $594,648
470000 Interest Earnings $10,645 $5,380 $5,000 $22,908 $22,908 $22,908
Total Interest & Rentals $10,645 $5,380 $5,000 $22,908 $22,908 $22,908
Total Revenue $302,970 $241,221 $1,339,138 $617,556 $617,556 $617,556
w
o -
'O Transfer in from other funds
General Fund $0 $0 $0 $0 $0 $0
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $345,511 $298,232 $1,379,138 $1,762,938 $1,762,938 $1,762,938
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $257,000 $246,988 $1,324,138 $1,014,395 $1,014,395 $1,014,395
Capital Improvements $0 $0 $0 $0 $0 $0
Transfer out to other funds
General Fund 31,500 0 0 0 0 0
Total transfer out to other funds $31,500 $0 $0 $0 $0 $0
General Obligation Debt Service Fund #450
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $288,500 $246,988 $1,324,138 $1,014,395 $1,014,395 $1,014,395
Ending Fund Balance
Undesignated Fund Balance $57,011 $51,244 $55,000 $748,543 $748,543 $748,543
Total Ending Fund Balance $57,011 $51,244 $55,000 $748,543 $748,543 $748,543
TOTAL REQUIREMENTS $345,511 $298,232 $1,379,138 $1,762,938 $1,762,938 $1,762,938
w
0
On May 21, 2002 voters approved a bond measure in the amount of $13.0 million for a new Library. The City sold the bonds to the Oregon Economic
and Community Development Department, and thereby was able to obtain a more favorable interest rate at lower cost than if the bonds had been sold
independently. Taxes collected through the tax levy will repay this bonded debt.
69th Ave. LID Fund #315
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003104 2003104
'RESOURCES
300000 Beginning Fund Balance $71,229. $32,957 $137,412 $0 $0 $0.
Revenue
470000 Interest Earnings $2,756 $1,216 $0 $0 $0 $0
Total Interest & Rentals $2,756 $1,216 $0 $0 $0 $0
474000 Bond Proceeds $0 $0 $0 $0 $0 $0
Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
478000 Other Revenue $0 $42,349 $0 $0 $0 $0
479000 Recovered expenditures 0 11,980 0 0 0 0
i
Total Other Revenue $0 $54,329 $0 $0 $0 $0
Total Revenue $2,756 $55,545 $0 $0 $0 $0
TOTAL RESOURCES $73,985 $88,502 $137,412 $0 $0 $0
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $41,028 $41,041 $0 $0 $0 $0
Transfer out to other funds
Bancroft Bond Fund $0 $0 $137,412 $0 $0 $0
Total transfer out to other funds $0 $0 $137,412 $0 $0 $0
69th Ave. LID Fund #315
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003/04 2003/04
REQUIREMENTS
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $41,028 $41,041 $137,412 $0 $0 $0
Ending Fund Balance
Undesignated Fund Balance $32,957 $47,461 $0 $0 $0 $0
Total Ending Fund Balance $32,957 $47,461 $0 $0 $0 $0
TOTAL REQUIREMENTS $73,985 $88,502 $137,412 $0 $0 $0
N
This fund was established to account for the construction costs for the 69th Avenue Local Improvement District. This project has been completed and
final assessments have been approved by the City Council. The fund balance was transferred to the Bancroft Bond Fund to offset any amount needed
for the long term financing of the project.
This fund shows for historical reasons only.
County Gas Tax Fund #205
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $60,006 $70,841 $80,000 $0 $0 $0
Revenue
470000 Interest Earnings $4,551 $2,169 $0 $0 $0 $0
Total Interest & Rentals $4,551 $2,169 $0 $0 $0 $0
Total Revenue $171,278 $162,538 $0 $0 $0 $0
TOTAL RESOURCES $231,284. $233,379 $80,000 $0 $0 $0
w
w REQUIREMENTS
Program Expenditures
Public Works $157,837 $0 $0 $0 $0 $0
Policy and Administration 2,606 0 0 0 0 0
Total Expenditures $160,443 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $0 $0 $0 $0
Transfer out to other funds
Central Services Fund $0 $17,419 $0 $0 $0 $0
Fleet/Property Management Fund 0 31905 0 0 0 0
General Fund 0 146,645 0 0 0 0
Gas Tax Fund 0 0 80,000 0 0 0
Total transfer out to other funds $0 $167,969 $80,000 $0 $0 $0
Total Budget $160,443 $167,969 $80,000 $0 $0 $0
County Gas Tax Fund #205
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $70,841 $65,410 $0 $0 $0 $0
Total Ending Fund Balance $70,841 $65,410 $0 $0 $0 $0
TOTAL REQUIREMENTS $231,284 $233,379 $80,000 $0 $0 $0
Washington County collects one cent per gallon of gas sold within the County as a County gas tax. Taxes are distributed to cities within the County
according to a formula set by the County. Funds are used for construction, reconstruction, improvement, repair maintenance, operation and use of
A public highways, roads, and streets.
In FY 2002-03, the fund balance in the County Gas Tax Fund was transferred to the Gas Tax Fund and future County revenues will be deposited in this
fund. The County Gas Tax Fund is shown for historical purposes only.
Metro Greenspaces Fund #305
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003104 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $0 $0 $75,000 $0 $0 $0
Revenue
404000 Federal Grants $0 $50,000 $0 $0 $0 $0
416000 Intergovernmental Revenue 161,816 74,586 0 0 0 0
Total Other Agencies $161,816 $124,586 $0 $0 $0 $0
470000 Interest Earnings $0 $893 $0 $0 $0 $0
Total Interest & Rentals $0 $893 $0 $0 $0 $0
479000 Recovered expenditures $0 $750 $0 $0 $0 $0
Total Other Revenue $0 $750 $0 $0 $0 $0
Total Revenue $161,816 $126,229 $0 $0 $0 $0
TOTAL RESOURCES $161,816 $126,229 $75,000 $0 $0 $0
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $161,816 $69,765 $0 $0 $0 $0
Transfer out to other funds
Parks Capital Fund 0 0 75,000 0 0 0
Total transfer out to other funds $0 $0 $75,000 $0 $0 $0
Total Budget $161,816 $69,765 $75,000 $0 $0 $0
Metro Greenspaces Fund #305
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002103 2003/04 2003/04 2003/04
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $0 $56,464 $0 $0 $0 $0
Total Ending Fund Balance $0 $56,464 $0 $0 $0 $0
TOTAL REQUIREMENTS $161,816 $126,229 $75,000 $0 $0 $0
Expenditures on certain greenspace land acquisition and improvements were reimbursed by Metro up to a total of $758,000 from the Metro Open
Spaces, Parks & Streams General Obligation Bond. The City has completed application and has received full reimbursement for all past expenses for
the qualified projects. The remaining fund balance was transferred to the Parks Capital Fund in FY 2002-03 to be used for the Parks Capital Improve-
ment Program.
This fund shows for historical reasons only.
f
Park Levy Improvement Fund #310
Actual Actual Adopted Proposed Approved Adopted
Description 2000101 2001102 2002/03 2003/04 2003/04 2003/04
RESOURCES
300000 Beginning Fund Balance $215,686 $116,152 $135,000 $0 $0 $0
Revenue
470000 Interest Earnings $12,123 $4,156 $0 $0 $0 $0
Total Interest & Rentals $12,123 $4,156 $0 $0 $0 $0
477000 Donations/Gifts $8,322 $0 $0 $0 $0 $0
478000 Other Revenue 0 10,000 0 0 0 0
Total Other Revenue $8,322 $10,000 $0 $0 $0 $0
Total Revenue $20,466 $14,158 $0 $0 $0 $0
TOTAL RESOURCES $236,152 $130,310 $135,000 $0 $0 $0
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $7,505 $0 $0 $0 $0
Transfer out to other funds
Parks Capital Fund $120,000 $0 $135,000 $0 $0 $0
Total transfer out to other funds $120,000 $0 $135,000 $0 $0 $0
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $120,000 $7,505 $135,000 $0 $0 $0
Park Levy Improvement Fund #310
Actual Actual Adopted Proposed Approved Adopted
Description 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $116,152 $122,805 $0 $0 $0 $0
Total Ending Fund Balance $116,152 $122,805 $0 $0 $0 $0
TOTAL REQUIREMENTS $236,152 $130,310 $135,000 $0 $0 $0
Funds were provided by the sale of Certificates of Participation in 1990 and were used to fund park improvements. Annual interest and principal
payments were funded by a five year Parks Serial Levy, which began in July 1991. The serial levy ended in FY 1994-95. In FY 2002-03, the remain-
w ing fund balance was transferred to the Parks Capital Fund and used for funding of the parks capital improvement program.
J
This fund shows for historical reasons only.
General Information
Basis of Accounting 319
Budget Process 320
City Information 322
Fiscal Policies 326
0
ti
o.
City of Tigard, Oregon
Basis of Accounting
The City is required by state law to budget all funds. The basis of budgeting used for all Governmental Fund
Types (all funds except those associated with Water, Sanitary Sewer, Storm Sewer, and Trust Funds) is the
same as that used for accounting purposes, the modified accrual basis except as noted. Under this basis
revenues are estimated when they are both measurable and available. "Measurable" means the amount of the
transaction can be determined and "available" means collectible within the current period or soon enough
thereafter to be used, to pay liabilities of the current period. Expenditures are budgeted when the related fund
liability is incurred. Principal and interest on long term debt is budgeted when due or when amounts have been
accumulated in the debt service fund for payments to be made early in the following year. One exception to the
modified accrual basis is for interfund which state law requires be budgeted by both the lending and receiving
fund.
Proprietary Fund Types (Water, Sanitary Sewer, and Storm Sewer) and Fiduciary Fund Types (Trust Funds)
are budgeted under the accrual basis of accounting except as noted. Under this method, revenues are estimated
when earned and expenditures budgeted at the time liabilities are incurred. Exceptions from the accrual basis
are collections on notes receivable and they are recorded as revenue in the year received; payment of debt
principal and interest is budgeted as an expenditure when paid; capitalizable assets are budgeted when incurred;
and depreciation is not budgeted.
Oregon Budget Law allows public input and participation throughout the process. All Budget Committee
meetings are open to the public and are advertised as such. An advertisement of the public hearing prior to City
Council adoption includes a summary of the budget as approved by the Budget Committee.
319
1
Budget Process
The process the City follows to prepare its annual budget complies with Local Budget Law established by the
State of Oregon. The process and calendar of events leading up to adoption of this budget are as follows:
Sept/Oct. Executive staffidentify program priorities and major issues for the coming fiscal year.
Oct./Nov. Finance Department prepares first draft of the Five Year Financial Forecast, identifying fund
conditions, financial trends, and first-year budget parameters.
December Finance Department prepares budget instructions and distributes budget parameters to
departments.
January Department Managers begin assembling budget requests for review by the Finance
Department.
February Departments submit budget requests and supporting documentation to the Finance
Department.
March/
April Requested budgets are submitted to the City Manager. Budget discussions between Depart-
ment Managers, City Manager, and Finance Department take place.
April/May The City Manager's Proposed Budget is submitted to the Budget Committee for
deliberation. Several public meetings are held to present the Proposed Budget to the Budget
Committee and to allow citizen comment. The Budget Committee makes changes as appropri-
ate, approves the budget, and forwards it to the City Council for adoption.
June A public hearing before City Council is held to allow citizens to comment on the
Approved Budget. After the public hearing, the Approved Budget is adopted by City
Council Resolution.
July Adopted Budget takes effect.
Oregon Local Budget Law requires public input and participation throughout the process. All Budget Commit-
tee meetings are open to the public and are advertised as such. Advertisement of the public hearing prior to
City Council adoption includes a summary of the budget as approved by the Budget Committee.
320
Budget Process
Budget Revision Procedures
Oregon Local Budget Law establishes procedures to revise the budget as events occur after budget adoption.
The type of event determines the procedures to be followed.
Budget Amendment
The Adopted Budget appropriates contingencies in each fund. Contingencies cannot be used unless transferred
to a specific appropriation by Council Resolution amending the budget.
Budget amendments during a fiscal year cannot exceed 15% of fund appropriations without approval of a
Supplemental Budget.
Supplemental Budgets
Under Oregon Local Budget Law a Supplemental Budget is required to appropriate increased resources within
a fund (except for gifts, grants, and donations), or if total budget amendments in a fund exceed 15% of the
existing appropriations. Supplemental Budgets which include changes greater than 10% in any fund must be
advertised and must be approved by the Budget Committee prior to adoption by the City Council. Supplemen-
tal Budgets of less than 10% of a fund may be adopted by the Council without Budget Committee action, but
must be advertised in advance of approval. If at least ten taxpayers make a written request within ten days of
the notice, the Council must refer the Supplemental Budget to the Budget Committee prior to consideration and
action.
i
321
City Information
Form of Government
The City of Tigard was incorporated in 1961.
An elected Mayor and four Council members who comprise the City Council govern the City of Tigard. The
City's Charter establishes a Council/Manager form of government.
Members of the City Council are elected at large to serve a four-year term. The Mayor presides at Council
meetings and is elected at-large for a four-year term. The Mayor and Council provide community leadership,
develop policies to guide the City in delivering services and achieving community goals, and encourage citizen
awareness and involvement.
The City Council appoints the City Manager, administrative head of the City government. The City Manager is
responsible for ensuring Council policies are implemented using resources appropriated by the Council to
achieve desired service results in the community. The Mayor and Council are responsible for establishing City
policies.
Services Provided
The City provides the following services:
Policy & Administration Public Works Development Services
City Administration PW Administration Community Development
Mayor & Council Parks & Grounds CD Administration
CityManagement Sanitary Sewer Building Inspection
HumanResources Storm Sewer CurrentPlanning
Network Services Street Maintenance Long Range Planning
Risk Management Fleet Maintenance Engineering
Finance Property Management Engineering
Finance Administration Water Street Lights & Signals
Financial Operations
Administrative Services
Community Services General Government
Police CityAttorney
Library Technology (FY 03/04 only)
Social Services/Commumly Events
Annual Cost of Services Per Capita
Actual Actual Actual Budget Adopted
Services FY 1999-00 FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04
Community Services $197.71 $199.73 $194.55 $213.30 $210.45
Development Services 90.55 86.35 86.66 91.69 88.59
General Government 7.46 0.56 0.85 4.36 8.79
Policy & Administration 84.94 85.97 91.11 97.38 87.10
Public Works 233.85 210.78 200.06 228.33 230.04
Total $614.52 $583.38 $573.23 $635.06 $624.96
322
City Information
Population Facts
Population by year: Population
2003 44,951 (Projected) Estimated Population (2002) 44,070
2002 44,070 Median Age (2000) 34.5 years old
2001 42,260 Number of Households (2000) 16,507
2000 37,,672760
1999 37 Average Household Size (2000) 2.48 persons per unit
1999
1990 27,050 Median Household Income, (1999) $51,581
1980 14,286 Number of Housing Units (2000 17,369
1970 6,499 Number of Occupied Units . 16,507
1960 347 Owner Occupancy Rate (2000) 58.30%
Age of Tigard Residents, 2000
10,000
8,276
8,000 7,307
6,730 5,864
C 6,000 =
0
CL 3189 3,574
4,000 2,955
2,000 - 94 -
563
5 5 e 5 5 5 e b
0 0 0 0 0 0 0
J `1, R. 'S b h 6 0`~
Diversity, 2000 Census Data
Hispanic or Latino (of any race) 3,686 8.90%
One race 39,986 97%
White 35,195 85.40%
Black or African American 468 1.10%
American Indian/Alaskan Indian 253 0.60%
Asian 2,298 5.60%
Native Hawaiian + Other Pacific Islander 220 0.50%
Some other race 1,552 3.80%
Two or more races 1,237, 3.00%
*Note: Hispanic or Latino is considered separately by the Census
because an individual can be Hispanic or Latino and of any race
323
City Information
PhysicaUGeographic Facts
The incorporated area of the City is 11.5 square miles or 7,360 acres. The City maintains 12 parks totaling
over 317 acres and an additional 136 acres of areas considered greenways where development cannot occur.
Tigard Land Uses, 2003 Tigard Facts
Square Miles 11.5
Land Use Acres Percentage County Washington
Residential 5,027 69% School District Tigard-Tualatin*
Commercial 1,787 25% Annual Average Rainfall 37.57"
Industrial 452 6% Average Daily Temperature - Jan. 38.9
Total 7,266 100%
- July 65.8
Highest Elevation - Bull Mtn. 713 ft.
Summit
Lowest Elevation - Cook Park 104 ft.
Riverfront
Economic Facts (*Scholls Ferry area served by Beaverton district)
Tigard's location in the Portland metropolitan areaprovides citizens with many diverse employment opportuni-
ties. However, the State of Oregon is experiencing higher unemployment rates than the national average. The
unemployment rate in Oregon averaged 7.5% during the year 2002, representing an increase of 19% from the
previous year.
Value added through new construction continues to increase assessed value. Due to the decline in the economy,
the increase is not as large as last year. The results of the first half of Fiscal Year 2002-03 are showing building
activity lower than the same time period in FY 2001-02.
The top ten employers in the Portland Metropolitan area, as of December 31, 2002, are:
Employer # of Employ
Intel 15,000
Fred Meyer 13,325
Providence Health System 12,800
Oregon Health & Science University 10,100
Legacy Health Systems 7,158
Kaiser Foundation Health Plan of the NW 7,093
Safeway, Inc. 6,000
Multnomah County 5,500
City ofPortland 5,000
State of Oregon 4,475
324
City Information
The top ten taxpayers in the City of Tigard are:
Type of Business Percent of Total Assessed Valuation
Oregon Business Park 3.59%
Washington Square Shopping Mall 2.22%
Lincoln Center Office Park 1.84%
Verizon Northwest Inc. 1.49%
Park 217 & Nelson Business Park 0.81%
Portland General Electric 0.66%
Sprint Spectrum 0.65%
AT&T Communications 0.62%
Embassy Suites 0.59%
Northwest Natural Gas 0.57%
Economic Data
Number of Businesses, 2003 2,838
(488 home-based)
Jobs (1997 Economic Census 28,233
estimate)
Primary Economic Sector Wholesale Trade
(receipts/sales)
Tax Rate 2:51310 per $1000
of assessed value
Total Assessed Value (estimated) $3,784,687,968
325
Fiscal Policies
The City of Tigard has an important responsibility to its citizens to carefully account for public funds, manage
municipal finances wisely, and plan adequate funding for services and facilities desired and needed by the public.
The City has established a formal set of fiscal policies to ensure that the public's trust is upheld. With these fiscal
policies, the City has established the framework under which it conducts its fiscal affairs, ensuring that it is, and
will continue to be, capable of funding and providing outstanding local government services.
The goals of Tigard's fiscal policies are as follows:
• Enhance City Council's policy-making ability by providing accurate information on program and operating
costs.
• Assist sound management of the City government by providing accurate and timely information on current
and anticipated financial conditions.
• Provide sound principles to guide important decisions of the Council and management that have significant
fiscal impact.
• Set forth operational principles which minimize the cost and financial risk of local government consistent with
services desired by the public.
• Employ revenue policies that prevent undue or unbalanced reliance on any one source, distribute the cost of
municipal services fairly, and provide adequate funds to operate desired programs.
• Provide and maintain essential public facilities, utilities, infrastructure, and capital equipment.
• Protect and enhance the City's credit rating.
• Ensure that all surplus cash is prudently invested in accordance with the investment policy adopted by the
Council to protect City funds and realize a reasonable rate of return.
The City uses the following fiscal policies to guide its financial affairs:
Revenue Policy
• Maintain a diversified and stable revenue system to shelter the government from short-term fluctuations in
any one-revenue source.
• One-time revenues will be used only for one-time expenditures. The City will avoid using temporary
revenues to fund mainstream services.
• All revenue forecasts shall be conservative.
• Regular reports comparing actual to budgeted revenues will be prepared by the Finance Department and
presented to the City Manager.
• All City funds shall be safely invested to provide a sufficient level of liquidity to meet cash flow needs and to
provide the maximum yield possible in that order. One hundred percent of all idle cash will be continuously
invested.
326
Fiscal Policies
Reserve Policy
• The City will maintain an unallocated fund balance or retained earnings equal to or greater than two months
of general operating expenditures or expenses. This reserve will be calculated based on the adopted annual
operating budget of the City. These funds will be used to avoid cash-flow interruptions, generate interest
income, reduce need for short-term borrowing, and assist in maintaining an investment grade bond rating
capacity.
Operating Budget Policy
• Regular reports comparing actual to budgeted expenditures will be prepared by the Finance Department
and distributed to the City Manager.
• Departmental objectives will be integrated into the City's annual budget and monthly departmental reports.
• Before the City undertakes any agreements that create fixed costs, both operating and capital, the
implications of such agreements will be fully determined for current and future years.
• All non-salary benefits, such as social security, pension, and insurance, will be estimated and their impact on
future budgets assessed annually.
• Cost analysis of salary increases will include the effect of such increases on the City's share of related fringe
benefits.
• The City will annually submit documentation to obtain the Award for Distinguished Budget Presentation from
the Government Finance Officers Association (GFOA).
Capital Improvement Policy
• Systems Development Charges (SDCs) will be used for infrastructure capacity expansion and
improvements, including in-house engineering and design.
• Future operating costs associated with new capital improvements will be projected and included in the
operating budget forecast.
• The City will determine and use the most effective and efficient method for financing all new capital projects.
• Special funds dedicated for capital improvements will be segregated in the accounting system and used only
for the intended capital purposes.
Fixed Asset Policy
• The City will control capital assets by assigning accountability and responsibility to specific departments.
• The City will provide documentation of equipment loss to the insurance companies in the event of losses due
to fire or theft.
• The City will maintain and provide information such as depreciation and obsolescence needed for City's
enterprise funds (Water, Sanitary Sewer, and Storm Sewer).
J
327
Fiscal Policies
• The City will provide budget information for capital replacements and additions.
• The City will maintain inventories of all City equipment to avoid duplication of equipment.
• The City will maintain a list of all assets and their values to ensure the capital assets are properly insured.
Accounting Policy
• The City will maintain high standards of accounting. Generally accepted accounting principles (GAAP) will
be used in accordance with the standards developed by the Governmental Accounting Standards Board
and endorsed by the Government Finance Officers' Association (GFOA).
• An independent annual audit will be performed by a public accounting fine, which will issue an official
opinion on the annual financial statements and management letter detailing areas that need improvement.
• Full disclosure will be provided in the financial statements and bond representations.
• Financial systems will be maintained to monitor expenditures and revenues on a monthly basis, with
thorough analysis.
• The accounting system will provide monthly information about cash position and investment performance.
• The City will annually submit documentation to obtain the Certificate of Achievement for Excellence in
Financial Reporting from GFOA.
Debt Policy
• Capital projects financed through bond proceeds shall be financed for aperiod not to exceed the useful life
of the project.
• Long term borrowing will be confined to capital improvements too large to be financed from current
revenues.
• Issuance of Assessment Bonds will be pursued to finance local improvement districts approved by City
Council.
Bond Anticipation Notes will be used as needed to finance construction of local improvements.
328
Fiscal Policies
INVESTMENT POLICY
The following Investment Policies are intended to meet the requirements of ORS 294.03 5 and to provide the
framework within which City of Tigard funds may be invested.
Authority
The Finance Director shall serve as the Investment Officer of the City. The Investment Officer is responsible for
ensuring that funds are invested so as to make necessary cash available to meet current obligations and to invest
excess cash in accordance with ORS 294.035 through ORS 294.047 and these Investment Policies.
TheFinance Director may assign the delegation of authority to persons responsible for investment transaction.
This person would then act as Investment Officer with prior approval of the City Manager.
Scope
These Investment Policies apply to all excess cash related to all activities and funds under the direction ofthe Tigard
City Council including water funds on behalf of Durham, King City, and Tigard Water District. Cash accumulations
related to bond proceeds or short-term borrowing is included unless more restrictive state or federal regulations
are applicable.
Excess cash shall be defined as all liquid assets not necessary to meet current obligations.
Deferred Compensation
Deferred compensation funds are placed with a third party for investment and are therefore excluded from the
restrictions set forth in these guidelines.
Objectives
The objectives of these policies are to provide for the preservation of City assets, the availability of such assets
to meet obligations as they come due, and to provide for a reasonable rate ofreturn on those assets, in that
order.
Prudent Investor
Investments shall be made under the prudent investors rule, which states, "Investments shall be made with
judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence
exercise in the management of their own affairs, not for speculation but for investment, considering the probable
safety of their capital as well as the probable income to be derived."
Internal Controls
The Investment Officer shall maintain a system of written internal controls, which will be reviewed annually by
the independent auditor.
329
Fiscal Policies
Cash Flow Analysis
The Investment Officer shall maintain a historical cash flow record and a cash flow projection, which extends
twelve months into the future. The projection shall be reviewed and updated on a regular basis. No fixed maturity
securities shall be purchased unless the cash flow projection indicates that the funds invested will not be required
until the maturity date ofthe investment.
Bond Proceeds
Surplus funds resulting from debt issuance shall be considered as a separate portfolio and shall not be restricted by
the maturity and instrument diversification section of these policies. Such funds may be invested for periods
exceeding 18 months and up to 60 months. Such maturities shall coincide with the projected cash flow needs
resulting from the projected construction schedule.
Diversification
The Investment Officer will diversify the general portfolio to avoid unreasonable risks within the following
parameters:
• Maturity Diversification
Investment maturities shall be scheduled to coincide with projected cash flow needs. Thirty percent of the
portfolio will mature in less than 90 days. No investments will be made for a period to exceed 18 months
unless:
This investment policy has been submitted to the Oregon Short Term Fund Board (OSTF) for comment
prior to being approved by Council and complies with the requirements of ORS 294.135. In this case, the
maximum maturity shall be defined in policy.
The funds are being accumulated for a specific purpose, including future construction projects, and upon
approval of the Council, the maximum maturity date matches the anticipated use of the funds (ORS
294.135(1)(b)).
If this investment policy has been submitted for review by the OSTF Board as specified above and in
accordance with ORS 294.13 5(1)(a), debt service reserves may be invested to mature not longer than
five years. Otherwise, debt service reserves shall not be invested to a maturity date exceeding one year
as specified under ORS 294.135(3).
The Investment Officer may make investments having maturity longer than 18 months, but not more than
36 months, with the exception of Bond Proceeds. The City's investment portfolio shall not contain more
than 20% of the total dollar value of its investments with maturities between 18 months and 36 months.
330
Fiscal Policies
• Instrument Diversification
Certificates of Deposit 25%maximum
Corporate Indebtedness 35%maximum
Bankers Acceptance 50%maximum
Treasury/Agency Securities 90%maxirnum
Local Government
Investment Pool 100% maximum
Demand Deposits 10%maximum
Lawfully issued Debt
Obligations of the
States of Oregon,
Washington, Idaho
and California and political
subdivisions ofthose states 250/omaximum
• Institution Diversification
Bank liabilities with any one qualified financial institution shall not exceed 20 percent of the portfolio. Bank
liabilities of any one qualified financial institution shall not exceed one percent of the institution's total assets.
Investment in Corporate Indebtedness shall not exceed 5 percent of the portfolio in any one Oregon
corporate entity meeting the rating requirements of P-2/A-2 or better, or 5 percent of the portfolio in any
one corporate entity outside the State of Oregon (ORS 294.035 section C).
For purposes of these guidelines, the state local government investment pool (LGIP) shall be consid-
ered to have a one-day liquidity.
Selection of Investment Instruments
Investments shall be made by the Investment Officer through the exercise of his/her judgment after requesting
quotes from financial institutions. Selections will be made so as to provide the highest rate of return within the
parameters of these policies.
Qualified Institutions
The Investment Officer shall maintain a list of all authorized institutions, which are approved for investment
purposes. The Investment Officer will request, analyze, and keep on file, periodic financial statements and
related information to satisfy himself/herself as to the creditworthiness of each institution on the approved list.
s
331
Fiscal Policies
Reporting
The Investment Officer shall prepare an investment activity report at the end of each month for review by the
City Manager.
Amendments
These investment policies may be amended at the request of the Investment Officer, the City Manager, or members
of City Council. Such amendments shall be approved by the City Council in the same manner as the investment
policies.
-Authorized Investment Instruments
The Investment Officer shall invest the money of the City only in qualifying investments according to guidelines in
ORS 204.035. These investments include:
• Demand deposits with approved institutions.
• Deposits in the Oregon Local Government Investment Pool.
• Certificates of Deposit with Oregon banks.
• Banker's acceptances.
• Qualifying corporate indebtedness not to exceed 5% of the portfolio on any one corporation.
• Lawfully issued debt obligations of the United States and obligation guaranteed by the United States, the
agencies of the United States or enterprises sponsored by the United States government, not to exceed 40%
of the portfolio on any one government sponsored enterprise.
• Lawfully issued debt obligations ofthe States of Oregon, Washington, Idaho, and California and political
subdivisions ofthose states.
Safekeeping
A third-party custodian, as evidenced by safekeeping receipts, will hold securities (excluding bank deposits and
CDs).
Other Policy Considerations
Any investment currently held that does not meet the guidelines of this policy shall be exempted from the re-
quirements of this policy. At maturity or liquidation, such monies shall be reinvested only as provided by this
policy.
332
Y
b
APPENDIX
Schedule of Appropriations 333
Summary of Contingency 340
Budget Message 341
Glossary of Budget Related Terms 347
Advisory Committee 351
Staffing Summary 354
Management/Professional Group .
Salary Schedule ............................................................................................356
Tigard Police Officers Association
Salary Schedule ............................................................................................359
Oregon Public Employees Union
Salary Schedule ............................................................................................360
City of Tigard Main Roads Map Back Page
City of Tigard, Oregon
Schedule of Appropriations
Exhibit A
Schedule of Appropriations
Fiscal Year 2003-04
Resolution No. 03-20
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
General Fund
Community Services $9,217,266 $220,746 $9,438,012 $21,850 $9,459,862
Public Works 2,465,760 4,240 2,470,000 0 2,470,000
Development Services 2,362,362 466 2,362,828 0 2,362,828
Policy and Administration 301,385 9,390 310,775 0 310,775
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 3,901,507 29,609 3,931,116 0 3,931,116
Capital Improvements 0 0 0 0 0
Contingency 1,000,000 0 1,000,000 0 1,000,000
Total Fund $19,248,280 $264,451 $19,512,731 $21,850 $19,534,581
Sanitary Sewer Fund
Community Services $0 $0 $0 $0 $0
Public Works 626,388 1,495 627,883 0 627,883
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0,
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 289,608 745 290,353 0 290,353
Capital Improvements 922,300 0 922,300 0 922,300
Contingency 282,000 0 282,000 0 282,000
Total Fund $2,120,296 $2,240 $2,122,536 $0 $2,122,536
Storm Sewer Fund
Community Services $0 $0 $0 $0 $0
Public Works 592,077 948 593,025 0 593,025
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 456,304 1,021 457,325 0 457,325
Capital Improvements 278,500 0 278,500 0 278,500
Contingency 200,000 0 200,000 0 200,000
Total Fund $1,526,881 $1,969 $1,528,850 $0 $1,528,850
333
Schedule of Appropriations
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Water Fund
Community Services $0 $0 $0 $0 $0
Public Works 4,875,443 4,376 4,879,819 0 4,879,819
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 2,770,799 2,033 2,772,832 0 2,772,832
Capital Improvements 526,750 252,622 779,372 0 779,372
Contingency 1,086,000 0 1,086,000 0 1,086,000
Total Fund $9,258,992 $259,031 $9,518,023 $0 $9,518,023
Water SDC Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 392,578 0 392,578 0 392,578
Capital Improvements 225,000 0 225,000 0 225,000
Contingency 203,500 0 203,500 0 203,500
Total Fund $821,078 $0 $821,078 $0 $821,078
Water CIP Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 1,929,032 0 1,929,032 0 1,929,032
Transfer 0 0 0 0 0
Capital Improvements 4,086,617 404,240 4,490,857 0 4,490,857
Contingency 902,000 0 902,000 0 902,000
Total Fund $6,917,649 $404,240 $7,321,889 $0 $7,321,889
Water Quality/Quantity Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 1,079 0 1,079 0 1,079
Capital Improvements 10,000 0 10,000 0 10,000
Contingency 1,660 0 1,660 0 1,660
Total Fund $12,739 $0 $12,739 $0 $12,739
334
Schedule of Appropriations
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Criminal Forfeiture Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 62,220 0 62,220 0 62,220
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
Total Fund $62,220 $0 $62,220 $0 $62,220
Gas Tax Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 418,000 0 418,000 0 418,000
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 1,357,495 2,258 1,359,753 0 1,359,753
Capital Improvements 687,894 70,000 757,894 0 757,894
Contingency 154,000 (30,000) 124,000 0 124,000
Total Fund $2,617,389 $42,258 $2,659,647 $0 $2,659,647
Parks Capital Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 278,075 0 278,075 0 278,075
Transfer 0 0 0 0 0
Capital Improvements 806,886 20,000 826,886 0 826,886
Contingency 162,000 0 162,000 0 162,000
Total Fund $1,246,961 $20,000 $1,266,961 $0 $1,266,961
Traffic Impact Fee Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 240,808 82 240,890 0 240,890
Capital Improvements 3,309,166 0 3,309,166 0 3,309,166
Contingency 495,000 0 495,000 0 495,000
Total Fund $4,044,974 $82 $4,045,056 $0 $4,045,056
335
Schedule of Appropriations
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Traffic Impact Fee Urban Services Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 40,013 36 40,049 0 40,049 ;
Capital Improvements 950,000 0 950,000 0 950,000
Contingency 148,000 0 148,000 0 148,000
Total Fund $1,138,013 $36 $1,138,049 $0 $1,138,049
Building Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 1,190,263 0 1,190,263 10,957 1,201,220
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 484,426 720 485,146 0 485,146
Capital Improvements 0 0 0 0 0
Contingency 250,000 0 250,000 0 250,000
Total Fund $1,924,689 $720 $1,925,409 $10,957 $1,936,366
Electrical Inspection Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 190,553 141 190,695 0 190,695
Capital Improvements 0 0 0 0 0
Contingency 28,000 0 28,000 0 28,000
Total Fund $218,553 $141 $218,695 $0 $218,695
Underground Utility Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 105,000 0 105,000 0 105,000
Contingency 15,000 0 15,000 0 15,000
Total Fund $120,000 $0 $120,000 $0 $120,000
336
Schedule of Appropriations
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Insurance Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
Total Fund $0 $0 $0 $0 $0
Urban Services Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 512,391 419 512,810 0 512,810
Capital Improvements 238,763 (238,763) 0 0 0
Contingency 111,000 0 111,000 0 111,000
Total Fund $862,154 ($238,344) $623,810 $0 $623,810
Tree Replacement Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 30,000 0 30,000 0 30,000
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
Total Fund $30,000 $0 $30,000 $0 $30,000
SW Dartmouth LID/CIP Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 9,319 0 9,319 0 9,319
Contingency 0 0 0 0 0
Total Fund $9,319 $0 $9,319 $0 $9,319
337
Schedule of Appropriations
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Facility Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 568,000 0 568,000 0 568,000
Capital Improvements 7,387,380 0 7,387,380 0 7,387,380
Contingency 1,190,000 0 1,190,000 0 1,190,000
Total Fund $9,145,380 $0 $9,145,380 $0 $9,145,380
Wall Street LID Fund
,Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 . 0
Debt Service 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 150,000 0 150,000 0 150,000
Contingency 0 0 0 0 0
Total Fund $150,000 $0 $150,000 $0 $150,000
Central Services Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 3,562,471 37,986 3,600,457 4,013 3,604,470
General Government 394,920 0 394,920 0 394,920
Debt Service 0 0 0 0 0
Transfer 73,612 2 73,614 0 73,614
Capital Improvements 0 0 0 0 0
Contingency 249,000 0 249,000 0 249,000
Total Fund $4,280,003 $37,988 $4,317,991 $4,013 $4,322,004
Fleet/Property Management Fund
Community Services $0 $0 $t7 $0 $0
Public Works 806,100 268 806,368 0 806,368
Development Services 0 0 0 0 0
Policy and Administration 0 0 0. 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 74,319 322 74,641 0 74,641
Capital Improvements 0 0 0 0 0
Contingency 60,000 0 60,000 0 60,000
Total Fund $940,419 $590 $941,009 $0 $941,009
338
Schedule of Appropriations
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
G/O Bond Debt Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 1,014,395 0 1,014,395 0 1,014,395
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
Total Fund $1,014,395 $0 $1,014,395 $0 $1,014,395
Bancroft Bond Debt Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 0 0 0 0 0
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 3,052,820 0 3,052,820 0 3,052,820
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
Total Fund $3,052,820 $0 $3,052,820 $0 $3,052,820
Total Appropriations $70,763,203 $795,403 $71,558,606 $36,820 $71,595,426
339
J
Summary of Contingency
The FY 2003-04 budget includes contingency appropriations for most operating funds. Contingencies are built
into the budget to ensure that hinds are available for unforeseen events and to build a cushion into revenue
estimates.
Beginning in FY 2000-01, contingencies were sized according to the maximum amount allowed by Oregon
Local Budget Law (15% of total fund appropriations) or a prudent amount based on the size of the fund.
Adopted Adopted
Fund Summary 2002/03 2003/04
General Fund $997,000 $1,000,000
Sanitary Sewer Fund 475,000 282,000
Storm Sewer Fund 213,000 200,000
Water Fund 1,025,000 1,086,000
Water SDC Fund 119,231 203,500
Water CIP Fund 100,500 902,000
Water Quality/Quantity Fund 4,900 1,660
Criminal Forfeiture Fund 1,500 0
Gas Tax Fund 293,000 124,000
County Gas Tax Fund 0 0
Parks Capital Fund 273,000 162,000
Traffic Impact Fee Fund 41,013 495,000
i
Traffic Impact Fee Urban Services Fund 134,000 148,000
Building Fund 190,000 250,000
Electrical Inspection Fund 25,000 28,000
Underground Utility Fund 15,000 15,000
Urban Services Fund 93,000 111,000
Wall Street LID Fund 100,000 0
Tree Replacement Fund 0 0
Metro Greenspaces Fund 0 0
Facility Fund 562,500 1,190,000
Central Services Fund 398,049 249,000
Fleet/Property Management Fund 60,000 60,000
Total Contingency $5,120,693 $6,507,160
Contingencies may not be spent directly; if needed, they must first be transferred to a program expenditure by
resolution of the City Council. Ifnot transferred to a program expenditure during a fiscal year, the. contingency
amount becomes part of the ending fund balance.
l
340
2003-2004 Budget Message
Honorable Mayor Griffith, Members of the City Council, and citizen members of the Budget Committee,
I am submitting for your consideration my proposed budget for FY 2003-04. The budget represents the efforts
of all city departments to prepare a budget which is responsive to our economic condition, the downturn in the
national and state economies, and the increasing demand for city services. The proposed budget does not allow
the city to continue "business as usual," rather it represents a significant shift of management priorities toward
extending the useful life of equipment and vehicles, reduced spending in many areas, and making do with less.
At the initiation of the budget process, all departments were asked to reduce budgets. This followed earlier
direction to curb spending whenever possible to preserve funds allocated within the FY 2002-03 budget. Each
department was provided with projections prepared by the Finance Department showing anticipated cost
increases brought on by existing labor agreements, anticipated cost revenues related to health insurance as well
as liability coverage, PERS costs, and gasoline costs. With these projections in hand, departments were asked
to develop cost cutting packages striving for an overall ten percent reduction. Each department did an excellent
job addressing the city need. Each proposed cut back option demonstrated understanding of the present
conditions and commitment to helping take us through the difficult times.
Meetings were held with each department where the cut packages were discussed. In most cases, I have
incorporated the cuts into my proposed budget. In some cases the cuts would have severely reduced or
eliminated a service. Most of those cuts were not taken.
The proposed budget would eliminate several positions, however, no layoffs are necessary. The City, like all
employers, experiences employee loss due to retirement, resignations, and other reasons. Since last fall, any
vacancy requires department analysis and City Manager approval before recruitment is initiated. In several
cases, a decision was made to freeze a vacancy or reassign work rather than initiate recruitment. Over the past
several months City service has continued at an acceptable level without filling several positions saving substan-
tial funds and improving the City's financial position.
As the Budget Committee reviews the proposed budget, staffwill explain the pros and cons of cut packages.
Initial review of the cumulative effort shows that our cutting actions and proposals will allow us to stretch dollars
longer, possibly delaying the need for actions such as a local operating levy to supplement present funding.
Cost cutting measures, review of fees and charges with an eye toward increases to recover the cost of delivering
service, and continued management of financial resources are part of our normal course of business. The
challenge for City Management, department heads, and the Budget Committee is to determine the level of
service which can be afforded in the coming year and where we want to be at the end of the year in terms of our
financial plan position. During the budget review process, the Finance Department and I will regularly update
the Committee so informed decisions can be made.
Following is the FY 2003-2004 Budget Proposal submitted for your consideration and discussion.
341
2003-2004 Budget Message
2003-04 Budget Proposal
The proposed operating budget of $26,812,435 represents a decrease of 0.5% from the FY 2002-03 Adopted
Operating Budget. This reduction occurred despite contractual increases for salaries, increased costs of em-
ployee health insurance, and rising energy prices.
The proposed FY 2003-04 Budget calls for a net decrease of 4.45 positions. The total number of authorized
positions (256) includes 7 positions which are frozen, however, and it is proposed that they will remain vacant
throughout the fiscal year. Staffing increases and decreases proposed in the budget are as follows: City Admin-
istration - a decrease of 2.8; Community Development - an increase of 1; Engineering - a decrease of 1.5;
Finance -an increase of 0.3; Library- a decrease of 1.75; and Public Works -an increase of.3. These
position changes are discussed more fully below.
For several years, the City has centralized all purchases of computer hardware and software in the Network
Services budget. Centralization of these purchases allows greater coordination of this technology and consis-
tency between departments. The City will continue this practice, but in FY 2003-04, these purchases will be
placed in a separate appropriation for greater control and visibility. In addition, the City is creating a computer
software and hardware advisory group to review all computer-related requests to ensure coordination and
compatibility between all City systems.
The FY 2003-04 Budget continues a computer system reserve first created in FY 2000-01. The City follows a
replacement schedule for smaller computer equipment, but major computer system replacements have been
funded on an as-needed, as-available basis. The City has made major investments in computer systems for
finance, land use and permit issuance, and public works. All of these systems are several years old and will
eventually require replacement or major upgrades. The reserve currently holds $375,000. The FY 2003-04
Budget adds another $375,000 to this reserve.
Following is a description of the budget proposal for each department. These proposals are designed to
continue quality services while addressing the City's significant financial issues.
City Administration
Information dissemination and improved communication with Tigard citizens continues to be a high priority for
the Department. Besides the Cityscape newsletter, the Department is using the Community Connectors pro-
gram, City web page, and cable television broadcasts. The City will review each of these methods for continu-
ance, enhancement or elimination and will focus efforts on those that provide information to the public in a
complete, concise, and understandable manner. As the citizens change how they receives information, we
adapt.
The budget of the Department is proposed to decrease 8%. Staffing is down 2.8 FTE, 0.8 FTE of which is
being transferred to the Finance Department.
342
2003-2004 Budget Message
City Attorney
The City obtains general legal and labor attorney services from outside law firms. Costs are tracked by issue
and by department, though they are all charged to a central appropriation. The City works hard to manage legal
issues to reduce costs. In FY 2003-04, the City Attorney budget is down 3.7% from the FY 2002-03 amount.
However, demand for legal services often requires expenditures without total regard to the budget. Litigation
filed against the City as well as complex employee issues often require investment of significant legal resources.
Community Development
The Community Development Department is key to managing growth in the City of Tigard and making sure that
as we grow we are developing the type of community we want. This Department must also respond quickly to
changes in building trends and development activity. The workload of the Department has been affected by the
recent recession, but is anticipated to pick up with the recovery of the local economy. The budget for this
Department is up 4.6% from last year. This increase is entirely attributable to the Building Inspection program
which is adding 1.8 FTE, including .5 FTE transferred from the Finance Department. An increase of 1.0 FTE in
the Building Division is proposed to better position the Division to focus on communication and customer
service functions.
Engineering
The Engineering Department continues to design and contract for improvements to streets, bridges, sanitary
sewers, storm drainage, and parks. A major issue for the City of Tigard continues to be the limited funding for
transportation-related capital improvement projects. This limited funding, particularly in the Gas Tax Fund, is
forcing the department to shift its focus away from general street improvements to those areas where funding
exists -major arterials. The department has developed a proposal for a street maintenance fee, which has been
presented to the City Council. This budget does not anticipate any funds from this proposed fee. The FY
2003-04 Budget for the Engineering Department is down 10% from the FY 2002-03 level. Staffing is also
down, with the reduction of 1.5 FTE.
Finance
The FY 2003-04 budget for the department is down by 4% though staffing is up by 0.3 FTE. This increase in
staffing reflects the net effect of the transfer of .5 FTE to Community Development and.8 FTE from City
Administration.
The Finance Department provides support to other City departments and is responsible for collecting City
revenues and overseeing City finances. The FY 2003-04 Budget assumes Tigard's continued participation in a
joint effort by 71 Oregon cities to audit franchise fees paid by Qwest and Verizon. This audit follows a success-
ful effort led by Tigard in FY 2001-02 and FY 2002-03 to audit franchise fees paid by Portland General
Electric. In addition, if City Council approves a Water Revenue bond, the Finance Department will work hard
to structure that bond sale to get the best interest rate for the City.
343
2003-2004 Budget Message
Library
The FY 2003-04 Budget for the Library is down 2.7%. Staffing is down 1.75 FTE. Tigard voters approved a
$13 million General Obligation bond to build a new library in May 2002. This new library is projected to open
its doors late in the summer of 2004. However, Washington County voters turned down a measure to provide
operating funds to all libraries in the County, including Tigard, in November of 2002. The reduced funding will
cause a reduction in library open hours in FY 2003-04. Tigard is working closely with Washington County to
obtain additional funding for library operations, with the prospect that voters will be asked to approve a mea-
sure for operating funds in 2004.
Police
The FY 2003-04 Budget for the department is down 1.75% from the FY 2002-03 Budget. Staffing levels are
constant, though the FTE count includes 6 positions which are frozen due to lack of funding and will not be filled
in FY 2003-04. This is the first reduction in funding for this department in many years. The department contin-
ues to experience significant cost increases for important services such as the Washington County Consolidated
Communications Agency (WCCCA), the Portland Police Data System, and personnel services. Police person-
nel are the only Tigard City employees covered by PERS. The FY 2003-04 PERS rate is expected to double.
As a member of WCCCA, the Department needs to update mobile data terminals (MDT) and radios to main-
tain appropriate communication. Funds for replacement MDTs included in this budget and will be proposed in
future years until MDTs and radios are replace for all vehicles and personnel.
Public Works
The FY 2003-04 Budget for the department is up 3.9% from the FY 2002-03 Budget. Staffing levels are up
0.3 FTE, though the FTE count includes 1 position which is frozen due to lack of funding and which will not be
filled in FY 2003-04. Most of the budget for this Department comes from non-General Fund sources (Water,
Sanitary Sewer, and Storm Sewer), and those areas of the budget are increasing. The General Fund portion of
this Department is decreasing. Two major issues for the department include the cost of water and parks mainte-
nance. Most of Tigard's water is purchased from the City of Portland. Portland has informed its customers that
its wholesale rates will increase by 24%. This equates to a $305,000 increase to Tigard. The second major
issue for the Department is parks maintenance. The City has brought on several new park facilities in the past
year, particularly with the upgrade and improvement of Cook Park. However, because the Parks and Grounds
Division is entirely funded by the General Fund, the City cannot now afford to add staffto maintain these new
facilities at the level they require.
344
2003-2004 Budget Message
Capital Improvements
The FY 2003-04 Budget also includes $19,693,575 for Capital Improvement Projects (CIP), most attributed
to the new library. The CIP includes projects designed to improve, expand, or perform major maintenance of
the City's infrastructure' roads, water and sewer facilities, buildings, and parks and grounds. This represents a
15.4% increase over the FY 2002-03 CIP. This increase is-attributable to four major projects: the voter-
approved New Library proj ect which will be moving into the construction phase, the Alberta Rider reservoir
project in the Water System, Phase H of the Gaarde Street improvements, and the construction of a new
intersection at Hall Blvd. and Wall Street.
Debt Service
The FY 2003-04 Budget includes debt service for the General Obligation bond to build anew library. This
bond measure was approved by Tigard citizens in May 2002. The bonds were sold to the Oregon Economic
and Community Development Department at a substantial savings to the community.
The FY 2003-04 Budget also includes estimated revenue and debt service for a new Water Revenue Bond.
The City has not issued debt to finance any water system facilities in many years. With the planned construction
of a new water reservoir at the Alberta Rider school site and related improvements, and the possible buy-in to
the Joint Water Commission, it will be necessary to issue Water Revenue Bonds. The exact amount of the
bonds will be determined in the summer of 2003. The budgeted amount is an estimate only. These bonds will
be repaid through water revenues and Water SDCs.
The balance of debt service is related to local improvement districts and will be repaid by assessments from
participating property owners.
Funds
Governments account for their activities in discrete financial units called funds. In our continuing effort to
improve financial management practices, the City of Tigard has been reviewing its fund structure. In FY 2002-
03, the City phased out several unneeded funds. The State Gas Tax Fund and the County Gas Tax Fund were
merged into a Gas Tax Fund. The Park Levy Improvement Fund, the Tree Replacement Fund, the Metro
Greenspaces Fund, and the Parks SDC Fund were merged into the Parks Capital Fund. These changes not
only simplified and improved the City's financial structure and accounting, but it also improved management of
the City's Capital Improvement Program. These old funds are included in the FY 2003-04 Budget for historical
purposes only.
345
2003-2004 Budget Message
Performance Measures
The City has been working hard to clearly identify goals and results desired and to measure our progress
towards achieving those goals- To that end, the City developed a performance measurement system over the
past several years. Performance measurement has two aspects: workload and effectiveness. The City has
included workload measures in its budget for several years. These measures report on historical and projected
changes in our workload. They tell the reader how much we are doing. They do not tell how well we are doing
it. In FY 2001-02, we added effectiveness measures to our budget. These measures are designed to tell
Tigard citizens how well we are doing our job. FY 2003-04 marks the third year that Tigard has included
effectiveness measures in its budget. These measures help us to gauge our progress in meeting the goals set for
us by the City Council and the citizens of Tigard.
Awards
The City continues to participate in the Government Finance Officers Association Awards Programs for Finan-
cial Reports and Budgets. The City has applied for the Certificate of Achievement for Excellence in Financial
Reporting for the year ending June 30, 2002. The City also received the Distinguished Budget Presentation
award for the FY 2002-03 Budget. The City will continue to produce quality financial documents that meet the
requirements ofboth ofthese programs.
In addition, the City received the 2002 League of Oregon Cities Good Governance Award for large cities. The
award recognizes Tigard's improved efforts to communicate with the public and stimulate community involve-
ment.
Conclusion
The City of Tigard Proposed Budget has been thoughtfully prepared to address areas of growth and to fall
within the guidelines of the Financial Plan. Approval of the budget as proposed ensures the continued provision
of quality services to the public. While conservative, the budget reflects the concern brought in by our economy,
local conditions, and the demands for service resulting from our continued growth.
I would like to thank the City Council for continued support throughout this budget process and the citizen
members of the Budget Committee for taking their time to be involved in this important'civic endeavor. I also
want to thank all department heads and their staff for their sincere efforts at producing a budget that will provide
the best value to the citizens of Tigard.
Respectfully submitted,
William A. Monahan
CityManager
346
Glossary of Budget Related Terms
Adopted Budget: The budget amended and approved by the Budget Committee becomes the adopted budget
after City Council takes action on it. The adopted budget becomes effective July 1.
Ad Valorem Tax: A tax based on value such as a property tax.
Appropriations: Legal authorization granted by the City Council to spend public funds. Appropriations within
each program may not be exceeded.
Approved Budget: The proposed budget as amended and approved by the Budget Committee recommended to
the City Council for adoption is referred to as the Approved Budget.
Assets: Property owned by the City which has monetary value.
BAN: Abbreviation for Bond Anticipation Note. BANs are a form of short term borrowing in anticipation of a
future sale of long term bonds. BANS are frequently used to finance construction of local improvement district
improvements and are retired by eventual sale of Bancroft bonds or collection of special assessments from
benefited property owners.
Bancroft: Section of Oregon Law that allows benefited property owners within an LID to pay their assessments
in installments. This is made possible by the sale of long-term "Bancroft" bonds, proceeds of which are used to
pay LID costs. Principal and interest on Bancroft Bonds are paid by assessments received from property owners
within an LID, though these bonds also carry the full faith and credit guarantee of the City.
Bond: A written promise to pay a specified sum of money (called the face value or principal amount) at a
specified date or dates in the future (called the maturity date(s)) together with periodic interest at a specified rate.
Budget: A plan of financial operation embodying an estimate of adopted revenue and expenditures for a given
year.. The budget contains the legal spending limit for City activities.
Budget Calendar: Schedule of key dates or milestones followed by City departments in the preparation, review,
and administration of the budget.
Budget Message: Opening section of the budget which provides the City Council and public with a general
summary of the most important aspects of the budget, changes from current and previous fiscal years, and views
and recommendations of the City Manager.
Capital Improvement Projects (CIP): Expenditures which result in the acquisition of land, improvements to
existing facilities, and construction of streets, sewers, storm drains, park facilities, and other public facilities.
Capital Improvements Program: Long range plan for City facilities and infrastructure.
Capital Outlays: Expenditures equal to or greater than $5,000 for equipment, vehicles, or machinery that results in
the acquisition or addition to fixed assets.
Clean Water Services (CWS): A county-wide agency formerly named the Unified Sewerage Agency (USA).
Clean Water Services owns and operates all sewage treatment plants within Washington County. The agency
establishes sewer rates and contracts with most cities to collect monthly charges from residents and perform most
sewer maintenance and repair facilities within city limits.
Citizen Involvement Team (CIT): A committee of citizens who debate and discuss neighborhood issues and
other citywide topics to provide citizen input to the City Council. Citizen facilitators are trained by the City. CITs
set their own agendas and are supported by City staff.
347
Glossary of Budget Related Terms
Contingency: Appropriation established in certain funds for the funding of unforeseen events. Contingency may
be appropriated for a specific purpose by the City Council by approval of a resolution.
Debt Service: Interest and principal on outstanding bonds due and payable during the fiscal year.
Due from other Funds: An asset account used to indicate amounts owed to a particular fund by another fund for
goods sold or services rendered. This account includes only short-term obligations on open accounts, not interfund
loans.
Employee Benefits: Benefits include social security, retirement, group health, dental and life insurance, workers'
compensation, and disability insurance.
Enterprise Funds: Governmental activities that can be operated most like a commercial business are referred to
as enterprise activities and are accounted for in enterprise funds. Tigard's enterprise activities include sewer,
storm drainage, and water utilities. Expenditures are matched with revenue from service charges to ensure the
program is self-supporting.
Expenditure: Actual payment made by City check or wire transfer for services or goods received or obligations
extinguished.
Fees: General term used for any charge levied by local government in connection with providing a service,
permitting an activity, or imposing a fine or penalty. Major types of fees include building permits, business and non-
business taxes, fines, and user charges.
Fiscal Year: Period used for accounting year. The City of Tigard has a fiscal year of July 1 through the following
June 30.
FTE: Abbreviation for Full Time Equivalent. Staffing levels are measured in FTEs to give a consistent comparison
from year to year. In most cases, an FTE is one full time position filled for the entire year, however, in some.
instances, an FTE may consist of several part time positions.
Franchise: A special privilege granted by a government, permitting the continued use of public property, such as
city streets, and usually involving the elements of monopoly and regulation.
Fund: A fiscal and accounting unit with a self-balancing set of accounts in which cash and other financial
resources, liabilities, equities, and changes therein are recorded to carry on specific activities and/or objectives.
Fund Balance: Amount left over after expenditures are subtracted from resources. Each fund begins and ends
each fiscal year with a fund balance.
General Fund: The primary discretionary fund of the City, which accounts for general-purpose revenues (such as
property tax) and general purpose operations.
Generally Accepted Accounting Principles (GAAP): Uniform minimum standards and guidelines for financial
accounting and reporting. They govern the form and content of the financial statements of an entity.
Intergovernmental Revenues: Revenue from other governments, primarily Federal and State grants and State
shared revenues, but also payments from other local governments.
Local Improvement District (LID): An LID is an entity formed by a group of property owners or the City to
construct public improvements (such as streets, sewers, storm drains, streetlights, etc.) to benefit properties. Costs
of such improvements are then assessed to benefited properties.
348
Glossary of Budget Related Terms
Measure 5: A constitutional limit on property tax rates passed by voters in the State of Oregon in November
1990. This provision sets a maximum $10 tax rate on individual properties for the aggregate of all non-school
taxing jurisdictions. Schools' maximum rate is limited to $5.
Measure 47: A constitutional limit on individual property tax collections approved by voters in November 1996.
This measure was repealed and replaced by Measure 50 before it took effect.
Measure 50: Passed by voters in May 1997, this legislatively referred measure repealed Measure 47 and
significantly reduced future property taxes. The measure rolled back assessed value on individual property to
1995-96 value, less 10%. It reduced 1997-98 City levy authority by an average of 17% and then converted it to- a
rate to be applied to assessed value in all future years. Assessed value growth was limited to 3% per year. The
measure reinstated Measure 47 limits on fees and charges and on majority turnout election requirements.
Metro: The only directly elected regional government in the nation. Metro is responsible for regional
transportation and land use planning. It also manages the Oregon Zoo, the Oregon Convention Center, the
Portland Center for the Performing Arts, and the Exposition Center. Metro is also responsible for regional solid
waste disposal.
Modified Accrual Basis: The accrual basis of accounting adapted to the governmental fund-type measurement
focus. Under it, revenues and other financial resource increments (e.g., bond issue proceeds, property taxes, and/
or special assessments) are recognized when they become both measureable and available to finance expenditures
of the current period.
Niche: A name given to a renovated City facility that houses Human Resources, Network Services and Risk
Management. Niche stands for "New Improved City Hall Environment".
Object Classification: Indicates type of expenditure being made, i.e., personal services, materials and services,
capital outlay, etc.
Operating Budget: That portion of the budget that includes appropriations for direct services to the public,
including wages and benefits, materials and services, and capital equipment. Excluded from the operating budget
are capital improvement projects, debt service requirements, transfers, contingency, and reserves.
ODOT: Oregon Department of Transportation.
Permanent Tax Rate: The dollar-per-thousand figure used to calculate property tax revenues. Under Measure
50, all tax bases in Oregon were converted to a permanent tax rate. This rate, when applied to assessed value of
property within a jurisdiction, produces the property tax revenues used to support general city operations. Tigard's
Permanent Tax Rate is $2.5131 per $1,000.
Personal Services: Compensation to City employees in the form of salaries, wages, and employee benefits.
Program Budget: A budget wherein expenditures are based primarily on programs of work and secondarily on
character, classification, and performance. Programs within the City of Tigard's adopted budget include
Community Services, Public Works, Community Development, Policy & Administration, and General Government.
Proposed Budget: City budget developed by the City Manager and submitted to the Budget Committee for their
deliberation.
Reserved Fund Balance: Those portions of fund balance that are not appropriable for expenditure or that are
legally segregated for a specific future use.
349
Glossary of Budget Related Terms
SDC: Abbreviation for Systems Development Charges paid by developers and builders to fund expansion of
infrastructure necessary to support construction and expansion of residences, offices, and commercial and
industrial properties. Such charges are collected for sewers, storm drains, streets, and parks.
SWM: Abbreviation for Storm & Surface Water Management. The program is closely affiliated with Clean
Water Services (formerly USA) and performs the same functions for the storm sewer system throughout the
County.
Special Assessment: A charge made against certain properties to defray all or part of the cost of a specific
capital improvement or service deemed to benefit primarily those properties.
Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally
restricted to expenditure for specified purposes.
Tax Base: Oregon law used to allow cities within the State, with voter approval, to establish a dollar amount of
property tax that could be levied on property within the City. Once established, a tax base was allowed to increase
by 6% each year without further voter approval. All tax bases in the State were eliminated by Measure 50 and
replaced with permanent tax rates.
T1F: Abbreviation for Traffic Impact Fee. These are revenues from a County-instituted fee on development. It
was approved by voters in 1989. Funds are used for highway and transit capital improvements, which provide
additional capacity to major transportation systems and recovery of costs of administering the program. The City
collects this fee inside its boundaries and outside the City limits under the Urban Services program.
Urban Service Area: The area of unincorporated Washington County within the City of Tigard's area of interest,
but outside Tigard City limits. The City and the County entered into an agreement in which the City will provide
development services to the area. Tigard collects all fees and charges from such development and uses the funds
to pay for the related costs of that service. The Urban Service area is shown on the map at the end of the budget
document.
WCCLS: Abbreviation for Washington County Cooperative Library Association. All libraries within Washington
County are partially funded through a County-wide serial levy. Funds are distributed twice each fiscal year in
accordance with a formula that takes into account circulation, open hours, and collection development.
99W: Major state highway running through Tigard and connecting the City with Interstate 5 and Highway 217.
Also referred to as Pacific Highway West.
350
Advisory Committee
Budget Committee
The Budget Committee is established by Oregon Local Budget Law. The Committee consists of the four
elected Council members, the Mayor, and five members from the community appointed by the City Council for
three year terms. The Committee is responsible for deliberating on the Proposed Budget submitted by the City
Manager and for sending the Approved Budget to the City Council for adoption. The Committee must also
approve tax levies.
Original Tema
Members Appointment EEniires
Benner, Mike Citizen Jan-99 Jun-05
Burgess, George Citizen Oct-87 Jun-04
Dirksen, Craig Councilor Jan-01 Dec-04
Griffith, Tim Mayor Apr-01 Dec-06
Mahon, Mark (alternate) Citizen Apr-03 Mar-05
Moore, Brian Councilor Jan-96 Dec-04
Moszer, Irene Citizen Feb-01 Jun-03
Nabors, Forrest Citizen Apr-03 Jun-03
Sherwood, Sydney Councilor Feb-01- Dec-06
Wilson, Nick Councilor Jan-03 Dec-06
Woodnaf~ Tom Citizen Jan-03 Jun-04
Intergovernmental Water Board
The Intergovernmental Water Board consists of five members and was established through an intergovernmental
agreement between the cities of Tigard, Durham, and King City, and the Tigard Water District. Each jurisdiction
is represented by one member and one member is appointed at large.
The purpose of the Board is to make recommendations to the Tigard City Council on water issues and to carry
out other responsibilities set forth in the agreement.
Original Tema
Members Avnointment Ex_2ires
Carroll, Patrick Durham Jan-97 Dec-03
Drangsholt, Jan King City Jan-95 Dec-03
Moore, Brian Tigard Sep-02 Dec-03
Penner, Norman Tigard Water Dist. Aug-00 Dec-03
Scheiderich, Bill At-Large Jan-94 Dec-03
351
Advisory Committee
Library Board
The Library Board consists of seven citizen members appointed by the City Council to serve four year terms.
The Board advises the City Manager and City Council on matters related to Library operations.
Original Term
Members Appointment Ex
Braun, Ann Jul-99 Jun-03
Chapman, David Jun-98 Jun-04
Diamond, Marvin Jul-00 Jun-03
Kasson, Sue May-97 Jun-05
Lawton, Jeffrey Jan-02 Jun-03
Smith, Jane Apr-00 Jun-06
Thenell, Jan Jul-01 Jun-05
Turley, Suzan (alternate) June-02 July-04
Planning Commission
The Planning Commission consists of nine citizen members, appointed by the City Council to serve four year
terms. The Commission's responsibilities include assisting the City Council to develop, maintain, update, and
implement the City Comprehensive Plan; to formulate the City Capital Improvements Program; and to review
and take action on development projects and Development Code provisions delegated to the Commission.
Original Term
Members Appointment Ex Tres
Anderson, Judith Sep-95 Dec-03
Bienerth, Jodie Dec-01 Dec-05
Buehner, Gretchen Dec-01 Dec-05
Caffall, Rex (alternate) Dec-02 Dec-04
Haack, Bill Dec-02 Dec-06
Mores, Darrel Glenn Dec-98 Dec-04
Munro, Judy Jan-01 Dec-04
Padgett, Mark Sep-95 Dec-03
Sutton, Scot Dec-02 Dec-06
Webb, Eileen Dec-01 Dec-05
352
Advisory Committee
Tree Board
The Tree Board was established by City Council resolution. The Board consists of up to seven members, who
are appointed by the City Council for two or four year terms. The role of the Board is to act as a voice for
Tigard citizens regarding urban forestry issues. The Tree Board is active in participating in numerous aspects of
the Urban Forestry program such as reviewing tree planting, maintenance, and removal requirements, assisting in
developing and updating a street tree inventory, creating an Urban Forestry Management Plan, and working
with the City Forester in selecting tree species for plantings on public property.
Original Tenn
Members Appointment E2q)ires
Anderson, Judith Apr-01 Dec-03
Bu11,Tricia Nov-02 Apr-05
Callan, Rob (alternate) Apr-03 Apr-05
Gaston, Brooks Feb-02 Apr-05
Gillis, Janet (alternate) Apr-03 Apr-05
Tinnin, Bob Apr-01 Apr-05
Varga, Steve Apr-03 Apr-07 '
353
Staffing Summary
Budget Actual Actual Adopted Proposed Approved Adopted
Unit Program 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04
Community Services
Police
1110 Police Administration 3.00 3.00 3.00 3.00 3.00 3.00
1120 Police Operations 46.50 47.50 47.00 47.00 47.00 47.00
1130 Police Support Services 26.83 25.00 25.00 25.00 25.00 25.00
Total Police 76.33 75.50 75.00 75.00 75.00 75.00
Library
1410 Library Administration 2.70 3.20 2.95 3.20 3.20 3.20
1420 Library Readers' Services 10.60 10.60 10.30 8.70 8.70 8.70
1430 Library Technical Services 6.60 5.20 5.20 5.00 5.00 5.00
1440 Library Circulation 11.10 12.20 12.20 12.00 12.00 12.00
Total Library 31.00 31.20 30.65 28.90 28.90 28.90
Total Community Services 107.33 106.70 105.65 103.90 103.90 103.90
Public Works
.2110 Public Works Administration 6.00 6.50 7.00 7.00 7.00 7.00
2120 Sanitary Sewer 7.00 6.93 6.95 7.25 7.25 7.25
2130 Storm Sewer 7.00 6.92 6.95 7.75 7.75 7.75
2140 Streets Maintenance 11.50 9.35 9.20 8.50 8.50 8.50
2150 Fleet Maintenance 3.00 3.22 3.10 3.25 3.25 3.25
2160 Property Management 3.00 3.38 3.25 3.25 3.25 3.25
2170 Water 17.00 17.95 18.00 17.00 17.00 17.00
1600 Parks and Grounds 9.50 9.75 10.25 11.00 11.00 11.00
Total Public Works 64.00 64.00 64.70 65.00 65.00 65.00
Development Services
2210 Community Dev. Administration 3.00 3.00 3.00 3.00 3.00 3.00
2220 Building Inspection 12.50 13.50 13.50 15.30 15.30 15.30
2230 Current Planning 9.00 9.00 9.00 8.20 8.20 8.20
2240 Long Range Planning 4.00 5.00 5.00 5.00 5.00 5.00
2250 Engineering 15.50 16.00 16.00 14.50 14.50 14.50
Total Development Services 44.00 . 46.50 46.50 46.00 46.00 46.00
354
I
Staffing Summary
Budget Actual Actual Adopted Proposed Approved Adopted
Unit Program 2000/01 2001/02 2002/03 2003/04 2003/04 2003/04 -1
r,
Policy & Administration
3120 City Management 5.80 5.80 5.80 4.00 4.00 4.00
3130 Human Resources 3.50 4.00 4.00 4.00 4.00 4.00
3140 Network Services 4.50 8.00 8.00 7.00 7.00 7.00
-3150 Risk Management 2.00 2.00 2.00 2.00 2.00 2.00
3210 Finance 2.00 3.00 3.00 3.00 3.00 3.00
3230 Financial Operations 10.75 10.80 10.80 10.80 10.80 10.80
3320 Office Services 4.00 4.00 4.00 4.80 4.80 4.80
3330 Records 3.00 3.00 3.00 2.50 2.50 2.50
3340 Municipal Court 4.00 4.00 3.00 3.00 3.00 3.00
Total Policy & Administration 39.55 44.60 43.60 41.10 41.10 41.10
Total All Programs 254.88 261.80 260.45 256.00 256.00 256.00
355
Management/Professional
Group Salary Schedule
Range Category Classification Title Pay Range
32 M3 Confidential Administrative Spec. I Hourly 11.65 - 15.61
(City Administration) Monthly 2,019 - 2,706
Annually 24,228 - 32,472
38 M3 Confidential Administrative Spec. If Hourly 13.51 - 18.11
(City Administration) Monthly 2,342 - 3,139
Annually 28,104 - 37,668
41 M3 Human Resources Assistant Hourly 14.56 - 19.50
Monthly 2,523 - 3,380
Annually 30,276 - 40,560
44 M3 Confidential Executive Assistant Hourly 15.70 - 21.03
M3 Library Technical Services Coordinator Monthly 2,721 - 3,646
M3 Micro Computer Support Tech Annually 32,652 - 43,752
M3 Volunteer Coordinator
45 M2 Circulation Supervisor Hourly 16.10 - 21.58
M3 Executive Assistant to City Administration Monthly 2,791 - 3,740
M3 Payroll Specialist Annually 33,492 - 44,880
M3 Risk Technician
46 M3 Assistant Planner Hourly 16.52 - 22.14
M3 Police Records Supervisor Monthly 2,863 - 3,837
M3 Program Assistant Annually 34,356 - 46,044
47 M3 Buyer Hourly 16.95 - 22.71
Monthly 2,938 - 3,936
Annually 35,256 - 47,232
50 M2 Readers Services Specialist Hourly 18.27 - 24.48
Monthly 3,166 - 4,244
Annually 37,992 - 50,928
51 M3 Budget & Financial Reporting Analyst Hourly 18.74 - 25.11
Monthly 3,248 - 4,353
Annually 38,976 - 52,236
52 M3 Accountant Hourly 19.22 - 25.75
M3 Associate Planner Monthly 3,331 - 4,464
M3 Facilities Services Coordinator Annually 39,972 - 53,568
M3 Fleet Services Coordinator
M3 Library Technical Services Specialist
53 M3 Human Resources Analyst Hourly 19.71 - 26.42
Monthly 3,416 - 4,579
Annually 40,992 - . 54,948
356
Management/Professional
Group Salary Schedule
Range Category Classification Title Pay Range
54 M3 Grounds Supervisor Hourly 20.24 - 27.12
M3 Library Services Supervisor Monthly 3,508 - 4,701
M3 Police Systems Specialist Annually 42,096 - 56,412
M3 Streets Supervisor
M3 Wastewater Operations Supervisor
M3 Water Operations Supervisor
55 M2 City Recorder Hourly 20.74 - 27.80.
M3 Senior Budget & Financial Reporting Analyst Monthly 3,595 - 4,819
Annually 43,140 - 57,828
56 M3 Management Analyst Hourly 21.27 - 28.51
M3 Senior Accountant Monthly 3,687 - 4,942
M3 Senior Planner Annually 44,244 - 59,304
57 M2 Senior Human Resources Analyst Hourly 21.81 - 29.23
Monthly 3,780 - 5,066
Annually 45,360 - 60,792
58 M2 Administrative Services Manager Hourly 22.38 - 30.00
M2 Library Division Manager Monthly 3,880 - 5,200
M2 Project Engineer Annually 46,560 - 62,400
59 M2 Plans Examination Supervisor Hourly 22.94 - 30.75
Monthly 3,977 - 5,330
Annually 47,724 - 63,960
60 M2 Inspection Supervisor Hourly 23.54 - 31.53
M2 Senior Management Analyst/Risk Monthly 4,080 - 5,466
M3 Web Administrator Annually 48,960 - 65,592
61 M2 Financial Operations Manager Hourly 24.14 - 32.35
M2 Parks & Facilities Division Manager Monthly 4,184 - 5,607
M2 Planning Manager Annually 50,208 - 67,284
M2 Public Works Manager
M2 Utility Division Manager
100 M3 Police Sergeant Hourly 24.84 - 33.28
Monthly 4,305 - 5,769
Annually 51,660 - 69,228
64 M2 Engineering Manager Hourly 26.05 - 34.92
Monthly 4,516 - 6,052
Annually 54,192 - 72,624
357
I
Management/Professional
Group Salary Schedule
Range Category Classification Title Pay Range
66 M2 Assistant to the City Manager Hourly 27.40 - 36.72
M2 Building Official Monthly 4,750 - 6,365
Annually 57,000 - 76,380
68 M2 Assistant Public Works Director Hourly 28.82 - 38.62
M2 Human Resources Director Monthly 4,996 - 6,694
M2 Network Services Director Annually 59,952 - 80,328
105 M2 Police Lieutenant Hourly 28.60 - 38.34
Monthly 4,958 - 6,646
Annually 59,496 - 79,752
70 M1 City Engineer Hourly 30.32- - 40.62
M1 Director of Finance Monthly 5,255 - 7,041
M1 Library Director Annually 63,060 - 84,492
.108 M2 Police Captain Hourly 30.59 - 41.00
Monthly 5,302 - 7,106
Annually 63,624 - 85,272
72 M1 Community Development Director Hourly 31.89 - 42.73
M1 Public Works Director Monthly 5,528 - 7,407
Annually 66,336 - 88,884
110 M2 Assistant Police Chief Hourly 33.14 - 43.05
Monthly 5,745 - 7,462
Annually 68,940 - 89,544
112 M1 Police Chief Hourly 33.64 - 45.10
Monthly 5,831 - 7,817
Annually 69,972 - 93,804
358
Tigard Police Officers Assoc.
Salary Schedule
Classification Title Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
450 Detective Secretary Monthly 2,516 2,642 2,775 2,914 3,058 3,210
Police Records Specialist Hourly 14.52 15.24 16.01 16.81 17.64 18.52
Annually 30,192 31,704 33,300 34,968 36,696 38,520
454 Community Service Officer Monthly 2,785 2,923 3,070 3,225 3,386 3,555
Property/Evidence Clerk Hourly 16.07 16.86 17.71 18.61 19.53 20.51
Senior Records Clerk Annually 33,420 35,076 36,840 38,700 40,632 42,660
350 Police Officer Monthly 3,478 3,569 3,756 3,952 4,162 4,370
Hourly 20.07 20.59. 21.67 22.80 24.01 25.21
Annually 41,736 42,828 45,072 47,424 49,944 52,440
359
Oregon Public Employees
Union Salary Schedule
Range _ Classification Title Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
200 Administrative Specialist I Monthly 1,978 2,077 2,181 2,291 2,406 2,523 2,648
Hourly 11.41 11.98 12.58 13.22 13.88 14.56 15.28
Annually 23,736 24,924 26,172 27,492 28,872 30,276 31,776
201 Accounting Assistant I Monthly 2,028 2,128 2,236 2,346 2,464 2,587 2,718
Building Maint. Tech I Hourly 11.70 12.28 12.90 13.53 14.22 14.93 15.68
Annually 24,336 25,536 26,832 28,152 29,568 31,044 32,616
202 Utility Worker I Monthly 2,079 2,183 2,293 2,408 2,528 2,655 2,787
Hourly 11.99 12.59 13.23 13.89 14.58 15.32 16.08
Annually 24,948 26,196 27,516 28,896 30,336 31,860 33,444
204 Library Assistant Monthly 2,182 2,292 2,406 2,526 2,653 2,785 2,923
Hourly 12.59 13.22 13.88 14.57 15.31 16.07 16.86
Annually 26,184 27,504 28,872 30,312 31,836 33,420 35,076
206 Administrative Specialist II Monthly 2,300 2,416 2,538 2,664 2,797 2,938 3,083
Microcomputer Support Asst. Hourly 13.27 13.94 14.64 15.37 16.14 16.95 17.79
PBX Operator Annually 27,600 28,992 30,456 31,968 33,564 35,256 36,996
207 Accounting Assistant II Monthly 2,360 2,477 2,600 2,731 2,867 3,010 3,161
Hourly 13.62 14.29 15.00 15.76 16.54 17.37 18.24
Annually 28,320 29,724 31,200 32,772 34,404 36,120 37,932
208 Senior Library Assistant Monthly 2,415 2,536 2,663 2,796 2,937 3,083 3,237
Hourly 13.93 14.63 15.36 16.13 16.94 17.79 18.68
Annually 28,980 30,432 31,956 33,552 35,244 36,996 38,844
209 Building Maintenance Tech II Monthly 2,484 2,608 2,737 2,875 3,019 3,169 3,328
Engineering Technician I Hourly 14.33 15.05 15.79 16.59 17.42 18.28 19.20
Maintenance Services Tech. Annually 29,808 31,296 32,844 34,500 36,228 38,028 39,936
210 Code Compliance Specialist Monthly 2,547 2,674 2,810 2,949 3,098 3,249 3,413
Information Processing Tech. Hourly 14.69 15.43 16.21 17.01 17.87 18.74 19.69
Sr. Admin Specialist Annually 30,564 32,088 33,720 35,388 37,176 38,988 40,956
Utility Worker II
211 Senior Accounting Assistant Monthly 2,613 2,742 2,880 3,024 3,175 3,333 3,501
Hourly 15.08 15.82 16.62 17.45 18.32 19.23 20.20
Annually 31,356 32,904 34,560 36,288 38,100 39,996 42,012
360
Oregon Public Employees
Union Salary Schedule
Range Classification Title Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
213 Mechanic Monthly 2,747 2,885 3,030 3,181 3,338 3,508 3,682
Network Assistant Hourly 15.85 16.64 17.48 18.35 19.26 20.24 21.24
Permits Coordinator Annually 32,964 34,620 36,360 38,172 40,056 42,096 44,184
Permit Specialist
Permit Technician - Building
Permit Technician - Planning/Engineering
Urban Forester
Water Qual Prog Coordinator
Water Works Inspector
214 Senior Utility Worker Monthly 2,816 2,957 3,104 3,260 3,422 3,594 3,772
Hourly 16.25 17.06 17.91 18.81 19.74 20.73 21.76
Annually 33,792 35,484 37,248 39,120 41,064 43,128 45,264
215 Engineering Technician II Monthly 2,892 3,036 3,189 3,347 3,514 3,691 3,873
Inspector I Hourly 16.68 17.52 18.40 19.31 20.27 21.29 22.34
Librarian Annually 34,704 36,432 38,268 40,164 42,168 44,292 46,476
219 Network Technician Monthly 3,198 3,359 3,525 3,702 3,888 4,083 4,287
Senior Engineering Technician Hourly 18.45 19.38 20.34 21.36 22.43 23.56 24.73
Senior Librarian Annually 38,376 40,308 42,300 44,424 46,656 48,996 51,444
220 Plans Examiner Monthly 3,283 3,448 3,618 3,799 3,988 4,189 4,396
Hourly 18.94 19.89 20.87 21.92 23.01 24.17 25.36
Annually 39,396 41,376 43,416 45,588 47,856 50,268 52,752
221 Inspector II Monthly 3,366 3,536 3,711 3,896 4,091 4,296 4,511
Hourly 19.42 20.40 21.41 22.48 23.60 24.78 26.03
Annually 40,392 42,432 44,532 46,752 49,092 51,552 54,132
223 Engin./Survey Specialist Monthly 3,540 3,716 3,901 4,098 4,302 4,517 4,742
Senior Network Technician Hourly 20.42 21.44 22.51 23.64 24.82 26.06 27.36
Annually 42,480 44,592 46,812 49,176 51,624 54,204 56,904
224 Senior Plans Examiner Monthly 3,631 3,811 4,003 4,203 4,414 4,633 4,864
Hourly 20.95 21.99 23.09 24.25 25.47 26.73 28.06
Annually 43,572 45,732 48,036 50,436 52,968 55,596 58,368
225 Senior Inspector Monthly 3,723 3,909 4,104 4,308 4,524 4,752 4,990
Hourly 21.48 22.55 23.68 24.85 26.10 27.42 28.79
Annually 44,676 46,908 49,248 51,696 54,288 57,024 59,880
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CITY OF TIGARD
SETTING THE STANDARD FOR SERVICE
EXCELLENCE
We are committed to:
PARTICIPATION
Citizens and employees working together
INNOVATION
Consider and respect ideas
RESPONSIVENESS
Accurate and timely
COMMUNICATION
Open and clear
COURTESY
To all