City of Tigard Budget - FY 2004-2005
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Budget Cover Description/Narrative
On the Front Cover:
The featured architectural drawings are of the site map and the front view of
Tigard's new Library. On May 21, 2002, Tigard citizens approved a $13 million
general obligation bond to construct a new library facility. The bond proceeds
were used to purchase a 14.7 acre parcel and construct a two-story, 47,500 square
foot library. Construction of the new Library is almost complete and the Library
will be opening in August 2004. The new Library will include a large children's
area, a local history room, computer training room, the Grace Tigard Houghton
reading room, and a community meeting room.
Cover architectural drawings courtesy of SRG Partnership, Architects for the new library
Cover design courtesy of Nancy Lof, City of Tigard, Office Services.
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CITY OF TIGARD, OREGON
FY 2004-05
ADOPTED BUDGET
BUDGET COMMITTEE
Mike Benner Mayor Craig Dirksen
George Burgess Councilor Brian Moore
Irene M. Moszer Councilor Sydney Sherwood
Forrest Nabors Councilor Nick Wilson
Mark Haldeman Councilor Tom Woodruff
Susan Yesilada - Alternate
CITY DEPARTMENT DIRECTORS
City Manager William A. Monahan
Chief of Police William Dickinson
City Engineer Gus Duenas
City Recorder Cathy Wheatley
Community Development Director James N.P. Hendryx
Director of Finance Craig Prosser
Director of Information Technology Gary Ehrenfeld
Human Resources Director Sandy Zodrow
Library Director Margaret Barnes
Public Works Director (Acting) Dennis Koellermeier
Risk Manager/Management Analyst Loreen Mills
J City Attorney Ramis, Crew, Corrigan
& Bachrach
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Tigard
Oregon
For the Fiscal Year Beginning
July 1, 2003
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, 2003.
In order to receive the award, a governmental unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as a communication device.
The award is valid for a period of one year only. We believe our current budget continues to con-
form to program requirements, and we are submitting it to GFOA to determine its eligibility for
another award.
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User's Guide 1
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Table of BUDGET SUMMARY
-a Budget Transmittal 4
Contents Vision Task Force Goals 9
Council Goals 13
Citywide Organization Chart 15
Budget Summary 16
Summary ofAll Funds 17
Where the Money Comes From 19
Where the Money Goes 20
Staffing Levels 23
Fund Balance 26
Comprehensive Long Term Financial Forecast 28
REVENUE ANALYSIS
Current Revenue Summary - By Fund 36
Property Tax Summary 37
Assessed Valuation 38
Property Tax Revenue
State Revenue Sharing
Enterprise Funds - User Fees
Connection Fees 42
Permit Revenue 43
County Shared Revnue 44
Franchise Fee Revenue 45
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Fine and Forfeiture Revenue
Interest Earnings 48
Interfund Transfers 49
PROGRAM SUMMARIES
Program Budget Organization 57
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Expenditure Summary - By Program
Operating Budget History 60
Community Services Program
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Organization Chart 61
Expenditure/FTE Summary
Police
Organizational Chart/FTE Summary 63
Police Administration 65
Operations 69
Support Services 74
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Library
Organization Chart/FTE Summary 80
Table of Library Administration 81
Readers' Services 85
Technical Services 89
Contents
Circulation 92
Social Services and Community Events
Social Services/Community Events 96
Public Works Program
Organization Chart 98
Expenditure/FIFE Summary 99
Public Works
Public Works Adrrihstration 101
Parks and Grounds 107
Sanitary Sewer 112
Storm Sewer 116
Street Maintenance 121
Fleet Maintenance 125
Property Management 128
Water 132
Development Services Program
Organization Chart 137
Expenditure/Fn Summary 138
Community Development
Organization Chart/FTE Summary 139
CDAdministration 140
Building Inspection 143
Current Planning 147
Long Range Planning 151
Engineering
Organization Chart/FTE Summary 155
Engineering 156
Street Lights & Signals 163
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Policy and Administration Program
Organization Chart 166
Expenditure/FTE Summary 167
City Administration
Organization Chart/FTE Summary 168
Mayor & City Council 169
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City Management
Human Resources 181
Table of Information Technology 185
Risk Management 188
Contents Finance
Organization Chart/FTE Summary 202
Finance Administration 203
1 Financial Operations 208
Office Services 213
Municipal Court 218
General Government
Organization Chart 221
FTE Summary 222
City Attorney ........................................................................223
Technology ........................................................................225
Capital Improvements
Capital Improvement Program Summary 227
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Summary of Capital Projects
Five Year Capital Improvement Plan 231
Debt Service
Explanatory Narrative/Expenditure Summary 268
Debt Service Summary 269
General Obligation Bonds
Bancroft Improvement Bonds 271
Loans 272
Outstanding and Planned Debt Issues 273
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Debt Service Schedules
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General Obligation Bond
69th Avenue Local Improvement District Bond 275
Dartmouth Local Improvement Bond -1998 277
Dartmouth Local Improvement Bond - 2003 278
OECDD Loan/Cook Park Expansion 279
' FUND SUMMARIES
Introduction
General Funds
General Fund 282
Enterprise Funds
Sanitary Sewer Fund 287
Storm Sewer Fund 290
Water Fund 293
Water CIP Fund 296
Water Quality/Quantity Fund 298
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Water SDC Fund 300 >
Special Revenue Funds 1
Table of Building Fund 302
Criminal Forfeiture Fund 305
Contents Electrical Inspection Fund 307
Gas Tax Fund 309
Insurance Fund 312
Parks Capital Fund 314 1
Street Maintenance Fee Fund 317
Traffic Impact Fee Fund 319
Underground Utility Fund 322
Urban Services Fund 324
Urban Services Traffic Impact Fee Fund 327
Capital Projects Funds
Dartmouth LID/CIP Fund 329
Facility Fund 331
Wall Street LID Fund 333
Internal Services Funds
Central Services Fund 335
Fleet/Property Management Fund 337
Debt Service Funds
Bancroft Debt Service Fund 339
General Obligation Debt Service Fund 341
Historical Funds
69th Ave. LID Fund 343
County Gas Tax Fund 345
Metro Greenspaces Fund 347
Park Levy Improvement Fund 349
Tree Replacement Fund 351
GENERAL INFORMATION
Basis ofAccounting 353
Budget Process 354
City Information 356
Fiscal Policies 360 )
APPENDIX )
Schedule ofA ro riations 367
Budget Message 374
Summary of Contingency 379 ?
Glossary of Budget Related Terms 380
Advisory Committees 385
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Staffing Summmary 390
Table of Management/Professional Group Salary Schedule 392
TPOA Salary Schedule 395
i OPEU Salary Schedule 396
Contents
City of Tigard Map Back Page
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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:
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• 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.
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• 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.
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• Finally, throughout all levels, the budget is a communications tool. It is one means that the City uses to
explain the various demands, needs, constraints, resources, and opportunities it faces. It communicates the 1
choices made and the direction in which the City is headed.
As the reader reviews the information in this document, he or she will 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 2004-05 Adopted Budget. The Transmittal letter is an update of the City Manger's Budget Message,
which was presented with the Proposed Budget. The Transmittal Letter reflects the changes made by the
Budget Committee in its consideration of the budget. The original Budget Message is included in the Appendix.
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 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 one-stop 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. )
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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 and summary expenditures and authorized position counts.
The following subsections within the Program Summaries section 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
' 2004-05 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 2004-05. 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.
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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.
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User's Guide to the Budget Document
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Policy and Administration Program )
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This section includes budget appropriations and explanatory material for the Policy andAdministration }
Program. The Policy and Administration Program includes Mayor and City Council, City Management,
Human Resources, Risk Management, Information Technology, Finance Administration, Financial
Operations, Office Services, and Municipal Court. )
General Government Program
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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 Adopted Five-Year Capital Improve-
ment Program (CIP). The Five-Year Capital Improvement Program contains information about major construc-
tion and capital acquisition projects that will be implemented in FY 2004-05 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 in managing its financial affairs. }
Appendix
The Appendix section contains a variety of other budget-related information to assist the reader's understanding, )
such as salary schedules, staffing summary, and a glossary of terms used in the budget. This section also
includes a listing ofAdvisory Board and Committee members. A map of the City is also included in this section. )
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1 B UDGET SUMMAR Y
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Budget Transmittal 4
Vision Task Force Goals 9
Council Goals 13
1 Citywide Organization Chart 15
Budget Summary 16
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Summary of All Funds 17
Where The Money Comes From 19
Where The Money Goes 20
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Staffing Levels 23
Fund Balance 26
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Comprehensive Long Term Financial Forecast 28
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City of Tigard, g ~
j 2004-2005 Budget Transmittal
July 1, 2004
1 Honorable Mayor Craig Dirksen, Members of the City Council, and Citizens of Tigard,
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On April 26, 2004, I submitted my Proposed FY 2004-05 Budget to the members of the Tigard Budget
Committee (the City Council and five citizen members). I included my Budget Message with that document.
That message identified the maj or issues which affected the development of my proposal and summarized the
major features of my proposal. My original budget message is included in the Appendix to this document.
The Budget Committee held five public meetings on the Proposed Budget. At those meetings, the Budget
1 Committee heard presentations from department directors and other City staff concerning the proposed budget
for each City department. The Committee provided the opportunity for and received public comment. The
Budget Committee approved several amendments to the Proposed Budget and then forwarded it to the City
Council for adoption.
The City Council convened a public hearing on the FY 2004-05 Budget on June 8, 2004. No comments were
received at this hearing. Following the hearing, the City Council adopted the FY 2004-05 Budget.
1 This transmittal letter summarizes the major provisions of the FY 2004-05 Adopted Budget.
The operating budget of $30,128,146 represents an increase of 9.8% from the FY 2003-04 Revised Operating
Budget. The increase occurs because of additions to the Library reflecting increased operating costs to run the
new facility, which is three times larger than the old library. It also reflects a 53% expansion of the sanitary
sewer and storm sewer service areas under agreement with Clean Water Services (CWS) the county-wide
sewerage service agency. This increase is offset by reimbursements from CWS. The FY 2004-05 Budget also
includes funds to fill four authorized positions left vacant in FY 2003-04. Finally, the increase also reflects
additions to the Building Inspections program, paid for by building permits and fees, to handle increased
} workload due to the increased level of building activity in Tigard. The operating budget increase does not reflect
possible cost of living increases for City employees. The City is in negotiations with the two unions representing
1 City employees and the cost of living adjustment factor has not been resolved.
The FY 2004-05 Budget calls for a net increase of 6.2 positions. The total number of authorized positions is
264.20. Staffing increases and decreases proposed in the budget are as follows: City Administration - a
decrease of 0.2; Community Development - an increase of 2; Engineering - no change; Finance - no change;
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Library - a increase of 4.3; and Public Works - an increase of 0.1. These position changes are discussed more
fully below.
The FY 2004-05 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 $625,000. The FY 2004-05
Budget adds another $300,000 to this reserve.
Following is a description of the budget for each department. These budgets are designed to continue quality
services while addressing the City's significant financial issues.
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2004-2005 Budget Transmittal
July 1, 2004
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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, Focus on Tigard, and cable television broadcasts. The City will review each of these
methods and will focus efforts on those that provide information to the public in a complete, concise, and
understandable manner.
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The budget of the Department is proposed to increase by 2.1 Staffing is down.02 FTE. The increase is due
mainly to increases in contracted services and citywide insurance costs. 1
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 2004-05, the City Attorney budget is up 21.6% from FY 2003-04. It is antici-
pated that attorney costs for FY 2003-04 will exceed original budget. The FY 2004-05 amount more accu-
rately reflects the City's needs. )
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. The Department includes Long Range Plan- }
ning, Current Planning, and Building Divisions. The functions and responsibilities ofthe Department include )
community planning; administration of the Development Code; building plan review and inspections; and cus-
tomer service at the City's permit counter. The workload of the Department is impacted by the local economy
and must be ready to quickly to respond to building trends and development activity. The City has seen an
increase in building activity this past year and the budget for FY 2004-05 has been prepared assuming this trend
will continue. The budget for this Department is up 15.5% from last year. The majority of this increase is in the
area of building inspection where 2.0 FTE and contract service funds have been added to be able to respond to
the increased activity. Funds have also been included to replace vehicles that are used in the field by the building
inspection staff. }
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 has been the limited funding for trans- }
portation-related capital improvement projects. This limited funding, particularly in the Gas Tax Fund, forced the )
Department to shift its focus away from general street improvements to those areas where funding exists - major
arterials. However, the City Council approved a Street Maintenance Fee in November 2003 that will generate )
approximately $800,000 per year for the repair and maintenance of City streets. This will impact the workload )
of the Department in FY 2004-05. In addition, the Department will also begin to play a greater role in the )
management of the right-of-way throughout the City in FY 2004-05. The Department budget also includes the
funds for energy and maintenance costs of the City's street lights and signals. The FY 2004-05 Budget for the )
Engineering Department is up 4.7% from the FY 2003-04 level in response to the greater expected workload. )
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2004-2005 Budget Transmittal
July 1, 2004
Finance
The FY 2004-05 Budget for the Department is up by 5.2% and staffing levels remain unchanged. The increase
is due mainly to increases in contracted services. In previous years, the Administrative Services Division was
broken into to three sections, Office Services, Records, and Municipal Court. In FY 2004-05, the Office
Services and Records sections will be combined into one section, Office Services, to more effectively manage
staff resources.
The Finance Department provides support to other City departments and is responsible for collecting City
revenues and overseeing City finances. The FY 2004-05 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
i Electric. The Budget Committee added funds to the Budget to allow Tigard to partner with the cities of Port-
land and Salem in a j oint audit of franchise fees paid by Northwest Natural Gas. 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.
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Library
The FY 2004-05 Budget for the Library is up 14.1 Staffing is up 4.30 FTE. The new Tigard Library will be
opening in late summer 2004. Open hours at the new Library will be reduced from current levels due to antici-
pated funding decreases from the Washington County Cooperative Library Services (WCCLS). In November
2002, Washington County voters approved a WCCLS measure to provide operating funds to all libraries in the
County, including Tigard, but the measure failed to pass because a majority of registered voters failed to cast
ballots. The WCCLS measure was returned to voters on May 18, 2004. Again, a majority of voters approved
this measure, but a majority of registered voters failed to cast ballots and so the measure failed a second time.
Tigard is working closely with Washington County to obtain additional funding for library operations.
Police
The FY 2004-05 Budget for the Department is up 4.7% from the FY 2003-04 Budget. Staffing levels are
constant. In FY 2003-04, three positions were frozen and not filled. The Department continues to experience
significant cost increases for important services such as the Washington County Consolidated Communications
Agency, the Portland Police Data System, and personnel services. Police personnel are the only Tigard City
employees covered by PERS.
Public Works
The FY 2004-05 Budget for the Department is up 15.7% from the FY 2003-04 Budget. Staffing levels are up
0.1 FTE. In FY 2003-04, one of the authorized positions was frozen and not filled. 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. The major issue
for the Department is expansion of the sanitary and storm sewer areas by about 53%. Under agreement with
Clean Water Services, the county-wide sewerage service agency, the City of Tigard will assume responsibility
for providing sanitary and storm sewer services to unincorporated areas adjacent to the City currently served by
CWS. This change will occur January 1, 2005. The cost of providing services to these areas will be offset by
the collection of user fees and charges. This change adds 1.5 FTE to the budget of the Department, and the
Sanitary and Storm Sewer Funds portion of the Departmental budget will increase by 5 5.3% and 99.5%.
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2004-2005 Budget Transmittal
July 1, 2004
Capital Improvements
The FY 2004-05 Budget also includes $27,540,656 for the Capital Improvement Program (CIP). 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 34.4% increase over the
FY 2003-04 CIP. This increase is attributable to several major projects that include: the Alberta Rider reser-
voir project in the Water System, construction of a new intersection at Hall Blvd. and Wall Street, expansion of
the Citywide Sanitary Sewer Extension Program, and water projects with the Joint Water Commission (JWC).
Debt Service
The FY 2004-05 Budget includes debt service for the General Obligation bond approved by Tigard citizens in
May 2002 to construct the new library. The bonds were sold to the Oregon Economic and Community Devel-
opment Department.
The FY 2004-05 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 detennined in the fall of 2004. 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. FY 2004-05 sees the addition of
a new fund, the Street Maintenance Fee Fund. The City Council adopted a new Street Maintenance Fee in
2003. This fee is dedicated to paying the costs of major maintenance of the City's streets and roadways. It is
budgeted in a separate fund to ensure that this new fee is used only for the intended purpose and to facilitate
reporting to citizens.
In its continuing effort to improve financial management practices, the City of Tigard has also 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 Re-
placement 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. The old funds are included in the FY 2004-
05 Budget for historical purposes only.
Also in FY 2004-05, the Dartmouth LID/CIP Fund will be closed out. Although this project was completed )
and the final assessments spread in 1998, the Fund has remained active due to litigation regarding the final )
assessment by two property owners. In September 2003, the Courts ruled in favor of the City. The remaining )
funds will be transferred to the Bancroft Debt Service Fund to help pay for debt service related to this project's )
bond.
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2004-2005 Budget Transmittal
July 1, 2004
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
i 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
1 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, the City added effectiveness measures to the budget. These measures are designed to tell
Tigard citizens how well we are doing our job. FY 2004-05 marks the fourth 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.
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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 ofAchievement for Excellence in Financial
1 Reporting for the year ending June 30, 2003. The City also received the Distinguished Budget Presentation
award for the FY 2003-04 Budget. The City will continue to produce quality financial documents that meet the
requirements of both of these programs.
Conclusion
As the uncertainty of our economy persists, we are challenged to continue to provide high quality services to our
citizens as our areas of responsibility grow. Added to the challenge are the cost implications of factors outside
our control (rising health costs, PERS changes, rising fuel costs) as well as those created by us (bringing on-line
a 47,500 square foot library, addressing long-term water, streets, and parks deficiencies) and those factors we
are bound to address, such as negotiating new labor agreements. We continue to address our needs head on,
identifying the costs, and the opportunities available to us to achieve our objectives.
The City Council has developed a strategic plan that calls for Tigard to address several pressing needs while
striving for a conservative budget without seeking additional funds through a local operating levy until later. We
have successfully achieved this for the past few years by reviewing fee structures and creating new fees so the
burden for services required by users is borne by those users, rather than the general public through the prop-
erty tax. Almost all available user fees opportunities have been put into place.
The City Council has looked to annexation as a possible means to more efficiently deliver municipal services
while continuing the philosophy of having those who use and expect services to share fairly in paying for them.
During the upcoming fiscal year, Council likely will decide whether to pursue a major annexation, and the voters
could decide whether that annexation happens, effective July 1, 2005. If the annexation goes forth, once the
final decision is known, staff anticipates that the budget adjustments will be necessary during the final coming
fiscal year to advance funds to gear up for the new responsibilities that will be around mid-2005. The present
budget does not reflect such costs.
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Respectfully submitted,
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WilliamA. Monahan
City Manager
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Vision Task Force Goals
The City of Tigard engages in two goal-setting/visioning 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 "Tigard 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 fifth 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 making the community's
vision a reality.
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. The Task Force has now
been re-formed to once again update the goals. The 2004 goal update is expected to be completed by the end )
of Fall 2004. `
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.
}
Communication Goals
41) 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 }
91) City will maximize the effectiveness of the volunteer spirit to accomplish the greatest good for our )
community. )
)
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1
1
Vision Task Force Goals
1
Central Business District (CBD) Goals
i #1) Provide opportunities to work proactively with Tigard Central Business District Association (TCBDA)
r 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 of new 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 of new 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.
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.
)
)
10
Vision Task Force Goals
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 0) 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 j
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. i
Goal #3) Schools and City government effectively work together to maximize efficiencies and develop
alternative support options.
Goal 44) 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
network that minimizes traffic impacts on neighborhoods. Tigard's arterials and major collector streets accom-
modate through-traffic reducing the impact of regional 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 44) Identify and develop funding resources. )
)
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7
Vision Task Force Goals
1 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 of basic 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 runoff is effectively managed.
J
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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 2004:
1
Goal 1: Financial Strategy
A. Develop and implement a sustainable long-term financial 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
8. Extension of urban services through annexation
}
Goal 2: Tigard Central Business District
A. Support the activities of the Downtown Task Force as it defines a vision for redevelopment.
B. Select a consultant to carry out the Transportation Growth Management (TGM) grant to create a
redevelopment plan based upon the recommendations of the Task Force and Council.
C. Choose a financing mechanism, such as tax increment financing, for carrying out the redevelopment plan
or vision.
D. Broaden the Task Force to include citywide representation.
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.
a. Explore outside funding sources
b. Recommend to the City Council expansion of the task force functions
2. Identify project priorities and funding needs for state and city facilities.
a. Prioritize all project needs- city, county, and state facilities in Tigard
b. For priority facilities which are controlled by another entity, }
1. Discuss the project with the entity which hasjurisdiction over the facility; and
2. Negotiate a funding solution which could include partial city funding; and
3. Offer to improve a related city transportation problem in exchange for the other entity
completing a needed transportation facility; and )
4. Offer to accept jurisdiction for the improved facility upon project completion.
13
}
}
Council Goals
B. Continue working with Tri-Met to carry out the Memorandum of Understanding and identify and fund
additional improvements with an emphasis on intra-city bus routes.
C. Council shall meet with ODOT representatives at least once in 2004 to discuss state road facilities in
Tigard and the related funding needs and priorities.
Goal 4: Parks and Recreation
A. Meet with the Park and RecreationAdvisory Committee to:
1. Discuss the vision of the Task Force and the Council related to the City need for parks and recre-
ation.
2. Discuss possible acquisition needs and financing for the City of Tigard as well as unincorporated
Bull Mountain.
3. Discuss options and interest in creating a park and recreation district.
B. Continue to participate in discussions with the Tigard-Tualatin School District and neighboring cities to
consider the school district's funding needs.
C. Meet with the Skate Park Committee and formulate a plan of action.
D. Continue to support the efforts of the Youth Forum.
Goal 5: Growth Management
A. Continue Bull Mountain annexation information preparation leading to a July 2004 Council action on the
Annexation Plan.
B. Form subcommittees and review their completed White Papers.
C. Designate a subcommittee which will review the Planned Development section of the Community
Development Code, led by the Planning Commission.
D. Develop a framework/timetable for a Comprehensive Plan update.
E. Negotiate with Washington County staff to determine who will prepare the plan and zoning for the
Urban Growth Boundry (UGB) Areas 63 and 64, and identify the source of funding for the plan.
Goal 6: Communication
1
A. Increase Tigard's communication with other local officials and elected bodies through active participa-
tion of City Council members and staff.
B. Improve and expand communication with citizens, particularly communicating successes and future
concerns.
C. Support the Tigard Beyond Tomorrow goal to maximize citizen involvement opportunities through
educational programs by implementing a citizen leadership series.
D. Investigate the possibility of supporting the mission of the Tigard Youth Advisory Council "to empower,
improve, and connect the lives of Tigard's youth" by adding a youth representative to all City boards
and committees.
E. Investigate the possibility of supporting the Tigard Beyond Tomorrow strategy to "encourage public
1 participation through accessibility and education with an annual citizens fair for community events and
businesses."
14
Citywide Organization Chart -
By Program
Citizens
Mayor & City
City Council Attorney
City Manager
Police Administration Operations Support
Services
Libra Readers' Technical
Administration Circulation
Services Services
i
Administration SSewer St on Water )
Public Works
Street Fleet L Property Parks &
Maintenance Maintenance Management Grounds
Community Building Current Long Range
Development Administration Inspection Planning Planning
1
Engineering Engineering Street Lights
Department & Signals
City City Human Risk Information r
Administration Management Resources Management Technology
1
Finance Finance Financial Administrative
Administrati on Operations Services
15
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Budget Summary
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Operating Budqet
Budget by Program
Community Services $8,372,816 $8,692,332 $9,629,511 $10,168,132 $10,269,845 $10,269,845
Public Works 7,749,759 8,001,433 9,380,095 10,849,647 10,849,647 10,849,647
Development Services 3,729,690 3,628,237 4,123,948 4,466,799 4,591,559 4,591,559
Policy and Administration 3,921,289 3,972,449 3,915,516 4,023,475 4,051,975 4,051,975
General Government 36,736 226,493 394,920 365,120 365,120 365,120
Total by Program $23,810,290 $24,520,944 $27,443,990 $29,873,173 $30,128,146 $30,128,146
Operating Budqet
Budget by Classification
Personal Services $15,672,010 $16,589,270 $18,163,706 $18,858,759 $19,036,796 $19,036,796
Materials and Services 7,860,138 7,740,677 8,776,747 10,266,214 10,312,150 10,312,150
Capital Outlay 278,142 190,997 503,537 748,200 779,200 779,200
Total by Classification $23,810,290 $24,520,944 $27,443,990 $29,873,173 $30,128,146 $30,128,146
Operating Budqet
Budget by Department
Police $6,383,455 $6,697,617 $7,445,849 $7,700,859 $7,801,014 $7,801,014
Library 1,861,458 1,872,623 2,035,882 2,320,723 2,322,281 2,322,281
Social Services & Community Events 127,903 122,092 147,780 146,550 146,550 146,550
Public Works 7,749,759 8,001,433 9,380,095 10,849,647 10,849,647 10,849,647
Community Development 2,225,459 2,094,346 2,541,889 2,810,008 2,934,768 2,934,768
Engineering/Street Lighting 1,504,231 1,533,891 1,582,059 1,656,791 1,656,791 1,656,791
Finance 1,559, 520 1,646,918 1,801,623 1,870,473 1,894,473 1,894,473
City Administration 2,361,769 2,325,531 2,113,893 2,153,002 2,157,502 2,157,502
General Government 36,736 226,493 394,920 365,120 365,120 365,120
Total by Department $23,810,290 $24,520,944 $27,443,990 $29,873,173 $30,128,146 $30,128,146
Full-Time Equivalent Positions 261.30 260.45 258.00 264.20 264.20 264.20
Summary of All Funds
Water Street
Sanitary Storrs Water Quality/ Water Criminal Electrical Parks Maintenance
General Sewer Sewer Water CIP Quantity SDC Building Forfeiture Inspection Gas Tax Insurance Capital Fee
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund
Description
RESOURCES
Beginning Fund Balance $7,751,279 $8,655,000 $804,195 $6,374,500 $3,168,000 $1,950,300 $2,020,000 $1,090,000 $6,875 $226,000 $837,478 $581,100 $2,134,000 $200,000
Revenues
Total Property Taxes $9,398,805 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Other Agencies 2,484,669 10,000 10,000 0 0 0 0 0 0 0 2,108,961 0 146,093 0
Total Fees & Charges 806,769 2,410,625 1,564,956 6,407,004 341,616 26,500 700,000 1,284,376 0 240,392 4,423 0 510,080 800,000
Total Fines 592,840 0 0 0 0 0 0 0 50,000 0 0 0 0 0
Total Franchise Fees 2,693,727 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Interest & Rentals 172,500 177,700 15,200 152,580 57,950 39,000 39,400 21,800 138 4,500 15,500 11,600 42,600 4,000
Total Bond and Note Proceeds 0 0 0 0 16,000,000 0 0 0 0 0 0 0 0 0
Total Other Revenue 68,200 (3,500) (3,000) 20,000 0 0 0 0 0 0 0 30,000 405,000 0
Total Revenues $16,217,510 $2,594,825 $1,587,156 $6,579,584 $16,399,566 $65,500 $739,400 $1,306,176 $50,138 $244,892 $2,128,884 $41,600 $1,103,773 $804,000
Transfers in from other funds $2,145,314 $0 $0 $0 $356,000 $0 $0 $746,075 $0 $0 $0 $0 525,000 $0
TOTAL RESOURCES $26,114,103 $11,249,825 $2,391,351 $12,954,084 $19,923,566 $2,015,800 $2,759,400 $3,142,251 $57,013 $470,892 $2,966,362 $622,700 $3,262,773 $1,004,000
.a
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REQUIREMENTS
Expenditures by Program: -
Community Services $10,269,845 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Public Works 2,407,459 975,066 1,183,088 5,241,831 0 0 0 0 0 0 0 0 0 0
Development Services 2,499,824 0 0 0 0 0 0 1,671,735 0 0 420,000 0 0 0
Policy and Administration 341,135 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
Total Expenditures $15,518,263 $975,066 $1,183,088 $5,241,831 $0 $0 $0 $1,671,735 $0 $0 $420,000 $0 $0 $0
Debt Service $0 $0 $0 $0 $356,000 $0 $0 $0 $0 $0 $0 $0 $283,126 $0
Capital Improvements 0 2,690,000 284,500 1,206,750 11,616,390 280,000 1,130,000 0 0 0 761,300 0 844,016 695,200
Transfer out to other funds 3,758,055 353,466 350,665 1,634,617 0 1,065 71,200 291,224 50,000 234,639 1,301,814 0 0 104,800
Contingency 950,000 599,900 264,500 1,300,000 1,755,359 42,000 175,750 272,500 0 38,000 250,000 0 167,571 104,280
Total Budget $20,226,318 $4,618,432 $2,082,753 $9,383,198 $13,727,749 $323,065 $1,376,950 $2,235,459 $50,000 $272,639 $2,733,114 $0 $1,294,713 $904,280
Ending Fund Balance/Reserves $5,887,784 $6,631,393 $308,598 $3,570,886 $6,195,817 $1,692,735 $1,382,450 $906,792 $7,013 $198,253 $233,248 $622,700 $1,968,060 $99,720
TOTAL REQUIREMENTS $26,114,103 $11,249,825 $2,391,351 $12,954,084 $19,923,566 $2,015,800 $2,759,400 $3,142,251 $57,013 $470,892 $2,966,362 $622,700 $3,262,773 $1,004,000
Summary of-All Funds
Traffic Traffic SW Wall Fleet/ Bancroft
Impact Underground Urban Impact Fee Dartmouth Street Central Property Bond Debt GO Debt
Fee Utility Services Urban Serv. LIDICIP Facility LID Services Mgmt Service Service
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
Description
RESOURCES
Beginning Fund Balance $981,273 $303,000 $848,900 $579,000 $9,500 $4160,600 $0 $905,500 $60,800 $838,818 $657,000 $45,143,118
Revenues
Total Property Taxes $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $682,089 $10,080,894
Total Other Agencies 660,000 0 0 0 0 0 0 0 0 0 0 5,419,723
Total Fees & Charges 731,328 32,400 619,397 254,100 0 0 0 0 0 0 0 16,733,966
Total Fines 0 0 0 0 0 0 0 0 0 0 0 642,840
Total Franchise Fees 0 0 0 0 0 0 0 0 0 0 0 2,693,727
Total Interest & Rentals 26,705 6,260 17,000 10,300 0' 82,300 0 18,100 1,200 251,487 13,100 1,180,920
Total Bond and Note Proceeds 0 0 0 0 0 0 2,000,000 0 6 449,917 0 18,449,917
Total Other Revenue 0 0 0 50,000 0 0 0 0 0 0 0 566,700
Total Revenues $1,418,033 $38,660 $636,397 $314,400 $0 $82,300 $2,000,000 $18,100 $1,200 $701,404 $695,189 $55,768,687
Transfers in from other funds $568,000 $0 $0 $0 $0 $419,350 $50,000 $4,488,355 $1,139,148 $9,500- $0 $9,946,742
TOTAL RESOURCES $2,967,306 $341 660 $1,485,297 $893,400 $9,500 $4,662,250 $2,050,000 $5,411,955 $1,201,148 $1,549,722 $1,352,189 $110,858,547
co
REQUIREMENTS
Expenditures by Program:
Community Services $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,269,845
Public Works 0 0 0 0 0 0 0 0 1,042,203 0 0 10,849,647
Development Services 0 0 0 0 0 0 0 0 0 0 0 4,591,559
Policy and Administration 0 0 0 0 0 0 0 3,710,840 0 0 0 4,051,975
General Government 0 0 0 0 0 0 0 365,120 0 0 0 365,120
Total Expenditures $0 $0 $0 $0 $0 $0 $0 $4,075,960 $1,042,203 $0 $0 $30,128,146
Debt Service $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,074,237 $974,413 $2,687,776
Capital Improvements 2,500,000 250,000 0 460,000 0 2,772,500 2,050,000 0 0 0 0 27,540,656
Transfer out to other funds 150,752 0 824,412 43,396 9,500 592,002 0 96,946 78,189 0 0 9,946,742
Contingency 315,000 37,500 115,500 75,500 0 545,500 0 691,768 70,000 0 0 7,770,628
Total Budget $2,965,752 $287,500 $939,912 $578,896 $9,500 $3,910,002 $2,050,000 -$4,864,674 - $1,190,392 $1,074,237 $974,413 $78,073,948
Ending Fund Balance/Reserves $1,554 $54,160 $545,385 $314,504 $0 $752,248 $0 $547,282 $10,756 $475,485 $377,776 $32,784,599
TOTAL REQUIREMENTS $2,967,306 $341,660 $1,485,297 $893,400 $9,500 $4,662,250 $2,050,000 $5,411,955 $1,201,148 $1,549,722 $1,352,189 $110,858,547
Where the money comes from...
i
Resources to meet the City ofTigard's obligations and Transfers
9%
service needs are derived from three primary sources: Beginning
beginning fund balance, current revenues, and fund Fund
transfers. Beginning fund balance consists of revenues Balances
41%
carried forward from previous fiscal years, including Current
reserves for specific purposes (e.g., debt reserves and Revenues
50i°
capital improvements) and monies used for cash flow.
Current revenues are those earned from City operations Total Resources $110,858,547
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 $55,768,687
Other Revenues Property Taxes
1%
18°/
Grants
Bond 2%
Proceeds/Principal-
34% 34 /o Interagency
~l Revenues
Interest Earnings 8%
2%
Building and
Fines & Forfeitures f
1% ~ Development Fees &
Charges
\ Utility Fees & I I%
Franchise & / Charges
/ Misc. Fees & 18%
Business Tax J Charges
5% 0%
Resources
Beginning Fund Balance $45,143,118
Current Revenues
Property Taxes 10,080,894
Grants 1,041,364
Interagency Revenues 4,378,359
Building and Development Fees & Charges 6,135,587
Utility Fees & Charges 10,126,904
Misc. Fees & Charges 196,160
Franchise & Business Tax 2,944,042
Fines & Forfeitures 642,840
Interest Earnings 1,180,920
Bond Proceeds/Principal 18,449,917
Other Revenues 591,700
Subtotal Current Revenues 55,768,687
Fund Transfers 9,946,742
Total Resources $110,858,547
19
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 $110,858,547
Ending Fund
Balance
30%
wj
n
Total
Appropriations
70%
The total requirements of the FY 2004-05 City budget total S 110.9 million. Of that amount, 70% is actually
appropriated for use during the fiscal year. The remaining 30% is ending fund balances. These balances cannot
be used during the fiscal year and are reserved for future requirements and cash flow.
Total Appropriations $78,073,948
Transfers Program
13% Expenditures
Contingency 39%
10%
F
~ l
Capital
Improvements Debt Service
35% 3 /o
Requirements
Current Expenditures
Operating Budget $30,128,146
Debt Service 2,687,776
Capital Improvements 27,540,656
Contingency 7,770,628
Subtotal Current Expenditures 68,127,206
Transfers 9,946,742
Ending Fund Balance 32,784,599
Total Requirements $110,858,547
20
Where the money goes...
Total appropriations of $78,073,9748 consist of several subcategories of use. Just over a third of this amount
(39%) is used for Program Expenditures. Program Expenditures makeup the City's operating budget. Appro-
priations are also established for debt service, capital improvements, transfers between funds, and contingen-
cies. Debt service accounts for 3% of total City appropriations and pays principal and interest on outstanding
assessment bonds, loans, and voter-approved General Obligation bonds. Capital improvements account for
35% 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 13% 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 10% 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
$30,128,146
Policy and General Govt.
Admin. I% Community
13% Services
34%
i"
Development
Services 7.,
15%
Public Works
37%
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 (37%) and
Community Services (34%). The Public Works Program area consists of services that operate and maintain the
City's infrastructure (roads, water system, parks and grounds, sanitary and stone sewers, and City facilities).
Much of this program area is paid for with non-General Funds. 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 ser-
vices. The Policy and Administration Program accounts for 13% of the total operating budget. This program
area includes the Mayor and City Council and central City administrative functions. The General Government
Program is less than 1 % of the total operating budget. This program area consists of City Attorney and technol-
ogy costs for all City departments.
21
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 37% of the budget. Public Works
is followed by Police with 26%, Community Development with 10%, Library with 8%, City Administration with
7%, Finance with 6%, and Engineering with 5%. General Government and Social Services and Community
Events each account for less than 1 % of the operating budget.
Program Expenditures
Total Operating Budget by Department
$30,128,146
General Govt.
City Administration 1
Finance 7% Police
6% 26%
Engineering---- 5% Library
Community
Development
10% Social Svcs &
Community Events
L 0%
Public Works
37
Finally, the third way to view the Program Expenditures is by major object category. Approximately 63% 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 34% of the operating budget. Finally, Capital Outlay (purchases of
equipment) necessary to running programs and providing services accounts for 3% of the operating budget.
Program Expenditures
Total Operating Budget by Category
$30,128,146
Capital Outlay
3%
Materials &
Services
34% irk£~
v R, r _t Personal Services
63%
22
Staffing Levels
Full-Time Equivalent Positions Number of City Personnel Per 1,000 Population
268.00 - 6.30
264.00
6.00
260.00
I 5.70
256.00
252.00 5.40
FY 2001-02 FY 2002-03 FY 2003-04 FY 2004-05 FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04 FY 2004-05
Actual Actual Revised Adopted Actual Actual Actual Revised Adopted
M
Between FY 2003-04 and FY 2004-05, City staff levels have increased approximately 2.4%, or a net increase
of 6.2 FTE. Several key factors have contributed to this increase. A summary of the changes by Department is
included below:
Police Department
Police staffing is constant at 76 FTE. In FY 2003-04, however, three positions were frozen and not filled. In
FY 2004-05, these three positions have been fully funded.
Library
Overall, the Department is up 4.3 FTE. The increase in FTE is due to the opening of the new, larger Library in
late summer 2004. Library Administration includes an additional. I FTE for an increase in existing staffhours.
Readers' Services Division has an increase of 1.5 FTE for three, new part-time Librarians. In Technical Ser-
vices, a.5 FTE LibraryAide is being added and current staff hours will be increased by.2 FTE. Circulation has
an increase of 2.0 FTE for new LibraryAides.
Public Works
Overall, staffing for the Department has increased by. I FTE. In addition to the reallocation of certain positions
among divisions for funding source purposes, there were additional positions added and eliminated.
23
Staffing Levels
The following table surninarizes the changes for Public Works by Division.
Division Change Redistribution/Reclassification New/Cut
Public Works 7 FTE Confidential Exec Assist. Reduce Admin. Specialist I
Administration to 7.85 FTE reclassified to Sr. Admin. Specialist by .4 FTE
1 FTE Mgt. Analyst (offset by
cut of Public Works Mgr. in
other divisions)
Add .25 FTE Water Quality
Coordinator
Parks and Grounds 11 FTE Transfer .25 FTE Parks Mgr. to
to 10.75 FTE Property Management
Sanitary Sewer 7.25 FTE Add .5 FTE Utility Worker II
to 7.75 FTE for expanded CWS service area
Storm Sewer 7.75 FTE Add .5 FTE Sr. Utility Worker
to 8.25 FTE for expanded CWS service area
Cut 1 FTE Utility Worker II
Add .5 FTE Utility Worker II for
expanded CWS service area
Increase .5 FTE Water Quality
Coordinator to.75 FTE
Add .25 Volunteer Coordinator
Street Maintenance 8.5 FTE Cut.5 FTE Public Works
to 8 FTE Manager to offset creation of 1
FTE Mgt. Analyst in PW.
Administration
Fleet Maintenance 3.25 FTE Cut.25 FTE Public Works
to 3 FTE Manager to offset creation of 1
FTE Mgt Analyst in PW
Administration
Property Management 3.25 FTE Transfer .25 FTE Parks Mgr. Cut.25 FTE Public Works
to 3.25 FTE from Parks Manager to offset creation of 1
FTE Mgt. Analyst in PW
Administration
Water 17 FTE Cut 1 FTE Sr.-Utility Worker
to 16.25 FTE Add .25 FTE Water Quality
Coordinator
1
24
1
Staffing Levels
Community Development
Staffing in the Community Development Department hasincreased by 2.0 FTE. In Building Inspection, a 1.0
FTE Plans Examination Supervisor and a 1.0 FTE Inspector I were added to assist in the additional workload
related to increased building and development activity.
Engineering
No additional FTE were added in FY 2004-05.
City Administration
The Department is down.2 FTE due to a reduction in the hours worked by the Volunteer Coordinator in City
Management.
Finance
There are no staffing changes.
Full-Time Equivalent Positions by Department
Total FTE: 264.20
Finance City Admin.
24.10 15.80 Police
Engineering 76.00
15.50
Community i ~Library
Developments
1 33.20
34.50
Public Works
65.10
25
i
1
1
Fund Balance
I
Beginning Fund Balances
1 $45,143,118
Traffic
Improvement Fee Other Funds
Gas Tax Funds Funds 9%
2% 3%
Debt Funds General Fund
3% 17%
1
Development
Funds
5%
Capital Project Enterprise Funds
Funds 52%
9%
1
Approximately 41 % of the City's FY 2004-05 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 $7,751,279. 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 CityAdministration. Abeginning fund balance is maintained to provide cash flow
for specific operations until current year revenues are received. In addition, the fund balance provides funding
stability to meet the City's needs projected in the Five Year Financial Forecast.
The largest portion of the beginning fund balances is made up of $22.9 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, the fund balance of almost $4.2 million is solely from the Facility Fund. This
fund balance primarily represents the carryover ofbond funds and the balances of two bequests received in FY
1999-00 for the improvement and construction of the new Library.
The two Traffic Improvement Fee (TIF) Funds are projected to have a combined beginning fund balance of
$1.6 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.
l
26
1
Fund Balance
Included in the Development Funds of Building, Electrical Inspection, and Urban Services are revenues from
permit and other building fees. The combined estimated beginning fund balance is $2.2 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 one year 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 $1.5 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 $837,478. 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 $4.2 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, Insurance Fund, Street
Maintenance Fee Fund, Central Services Fund, and Fleet/Property Managment Fund.
27
1
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.
1
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.
The financial forecast does not include any projected expenses or revenues from the possible annexation of the
Bull Mountain area. The City has been studying the possible annexation of the 1,400 acre area, which currently
includes 7,600 residents, but is projected to grow to almost 10,000 residents. The annexation study shows that
the area will produce more than enough revenues to cover on-going operating costs to provide services to this
area, but the area also will not produce sufficient revenues to cover capital improvement needs. Clearly, if the
area is annexed, it will have a major impact on the five year financial forecast. If the City Council decides to
pursue this annexation, it would most likely be referred to voters, but that decision has not yet been made. It is
therefore premature to include these financial projections in this forecast. This issue will most likely be resolved
one way or the other during FY 2004-05.
1
J
28
}
Comprehensive Long Term
Financial Forecast
General Fund
City of Tigard
FY 2004-09 Financial Forecast
General Fund
Projected Ending Fund Balances
$9,000,000 -
$7,500,000 -
$6.000.000
$4,500,000 -
i
$3,000,000
I
i
$1,500,000
$0
($1,500,000)
($3,000,000)
i
(~w"4.500,000?
FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
■ Ending Fund Balancel
General Fund revenues are projected to grow over the five year period from $16.3 million in FY 2004-05 to
$18.3 million in FY 2008-09, or about 12%. Last year's forecast projected the five-year growth rate to be
about 20%. During the same period, operating expenditures are projected to grow from $15.2 million to $21.1
million, or about 39%. Last year's forecast projected the five-year growth rate to be 34%. These dual revenue
and expenditure growth trends contribute to a draw-down of General Fund balance from $7.3 million to a
negative $4.4 million in FY 2008-09. Last year's forecast projected that the General Fund ending balance FY
2007-08 (the end of last year's forecast period) with a negative balance of $0.8 million.
The major factors affecting the growth of General Fund revenues are the sluggish 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
revenues have been affected by the recent recession, which has contributed to the projected negative fund
balance.
The five year forecast assumes no major new programs over the next five years, though it does assume a higher
staffing level for the new Tigard Library. City services are expected to keep pace with the growth in Tigard's
population growth and service demands. However, the City is projected to experience sharply increased
29
1
Comprehensive Long Term
Financial Forecast j
energy costs, and the cost of employee benefits (particularly health and dental insurance costs and Police
retirement costs) are expected to increase significantly.
1
The City has traditionally limited the growth of General Fund expenditures and will continue these efforts. Rising
energy and employee costs will continue to make this a challenge. The City is aggressively pursuing energy-
saving options and is exploring ways to offset projected double-digit increases in employee health insurance
costs. City employees are paying an increasing share of health insurance premiums out of pocket.
i
During FY 2004-05, 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 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. The City is also partnering with'the cities of Portland and Salem on a joint audit of natural gas franchise
fees paid. Finally, the City will more aggressively seek grant revenues to help pay for needed City projects and
services.
i
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
Mayor Other
■ Local Option Property Tax ■ Fee Increases
■ Bull Mountain Annexation ■ Urban Renewal
■ New Revenue Sources ■ Water Revenue Bond
J
The Council has received periodic briefings on the possibility of going to voters to approve a local option
property tax levy. The Council has expressed a willingness to consider this option, but has also instructed staff
to continue to budget expenses conservatively and to continue to explore other revenue options in an attempt to
delay or eliminate the need to ask for this additional authority.
The possible annexation of Bull Mountain continues to be actively studied. The Council is expected to make a
decision in July 2004 whether or not to refer this issue to the voters of the City and the Bull Mountain area in
November 2004. If approved, this annexation will change the five year forecast significantly.
Finally, staff has been reviewing other possible revenue options, and expects to return to the Council in the fall of
2004 with a recommended option for further development.
i
J
30
Comprehensive Long Term
Financial Forecast
Development Funds
City of Tigard
FY 2004-09 Financial Forecast
Development Funds
Projected Ending Fund Balances
$1,500,000 - - - - $1,250,000
$1,000,000
$750,000
$500,000
$250,000 - -
$0 -
FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
OElectrical Inspection ■Building ■Urban Services
The projections for the 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
$1.2 million in FY 2004-05 to $1.3 million in FY 2008-09. 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 of the 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 projected to remain relatively constant from a projected FY 2004-054 ending
fund balance of $236,000 to $252,000 in FY 2008-09. 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.
31
Comprehensive Long Term
Financial Forecast
Water Funds
City of Tigard
FY 2004-09 Financial Forecast
Water Funds
Projected Ending Fund Balances
$14,000,000 - - - -
$12,000,000
i
$10,000,000
$8,000,000
$6,000,000
i
$4,000,000
$2,000,000 -
$0 l~ la
FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
■ Water m Water SDC m 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 to 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. The ending
balances of the Water Fund are projected to drop from $5.2 million to $3.3 million over the forecast period.
Balances in the Water SDC Fund are projected to grow from $1.6 million to $2.6 million. The City is currently
reviewing the Water Rate Model study, which is reflected in this forecast.
The Water CIP Fund balance varies with fluctuations in the capital program. These funds 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 large ending fund balances in FY 2004-05 and FY 2007-08. The fore-
cast includes projected revenues from proposed Water Revenue Bond sales in FY 2004-05 and FY 2008-09.
In future years, the ending fund balance in this fund is expected to fluctuate between $1.7 million and of $12.2
million, again, based on the projected Capital Improvement Program.
32
Comprehensive Long Term
Financial Forecast
Sanitary and Storm Sewer Funds
City of Tigard
FY 2004-09 Financial Forecast
Sewer Funds
Projected Ending Fund Balances
$10,000,000 - - - - - - - -
$8,000,000
II
$6,000,000
$4,000,000
$2,000,000
I
$0
FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
®Sanitary OStorm ❑waterQuality/Quantity
The FY 2004-05 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 grow from $640,000 to
$824,000 over the forecast period. The condition of this fund is closely related to activity in the City's Capital
Improvement Program (CIP). Projects maybe balanced between this fund and the Water Quality/Quantity
Fund. The fund balances in the Sanitary Sewer Fund are expected to fluctuate over the forecast period from
$7.2 million to $6.0 million, ending in FY 2008-09 at $8.1 million. 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 CIP. If significant CIP projects are added in future years, the
projected fund balance would be affected.
33
Comprehensive Long Term
Financial Forecast
Road Funds
City of Tigard
FY 2004-09 Financial Forecast
Road Funds
Projected Ending Fund Balances
$2,750,000 -
$2,500,000
$2,250,000
$2,000,000
$1,750,000
$1,500,000
$1,250,000
i
$1,000,000
$750,000
$500,000
$250,000
$0
FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
I7 Gas Tax ■ County Gas Tax ® Traffic Improsement Fee ❑ Traffic Imprmement Fee US O Street Maintenance Fee
The City's Road funds include the Gas Tax Fund, the Traffic Impact Fee (TIF) Fund, the Traffic Impact Fee -
Urban Services Fund, and the Street Maintenance Fee 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 major change in this family of funds is the addition of the Street Maintenance Fee Fund mid-year in FY
2003-04. The City Council adopted anew street maintenance fee dedicated to maintenance of existing road-
ways. That fee is designed to produce $800,000 per year over the next five years. This new revenue has
allowed the City to rebalance its Road CIP, which has relieved pressure on the Gas Tax Fund. The City
receives a share of the state gas tax and the county gas tax. Historically, these taxes have not kept pace with
capital needs, with the result that the City was projecting deficits in this fund and capital construction was
limited.
The Gas Tax Fund balance is projected drop from a high of $504,000 in FY 2004-05 to a low of $93,000 in
FY 2008-09. This is the first forecast in a number of years that did not project deficits in this fund. This was
achieved by taking maintenance projects out of this fund and paying for them with the new street maintenance
fee.
34
Comprehensive Long Term
Financial Forecast
The fund balances in the Traffic Impact Fee Fund is projected to decline from $317,000 in FY 2004-05 to
$271,000 in FY 2008-09. 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.
Summary
The City's Five Year Financial Forecast shows that, overall, the City's current financial condition is good. The
FY 2004-05 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 greater than the resources available to pay for them. The financial forecast suggests
the need to go to voters in the forecast period to request additional General Fund resources. The City will
continue to monitor its revenues and expenditures and will develop plans and options to manage its resources to
continue to provide quality services to its citizens.
35
r
REVENUEANALYSIS
Current Revenue Summary - By Fund 36
Property Tax
Property Tax Summary Assessed Valuation 38
Property Tax Revenue 39
State Revenue Sharing 40
Enterprise Funds - User Fees 41
r Connection Fees 42
Permit Revenue 43
County Shared Revenue 44
Franchise Fee Revenue 45
Fine and Forfeiture Revenue 47
Interest Earnings 48
Interfund Transfers
w
City of Tigard, Oregon
Current Revenue Summary -
By Fund
Current Revenue
(Excludes Beginning Balances and Transfers)
Actual Actual Revised Proposed Approved Adopted
Funds 2001/02 2002/03 2003/04 2004/05 2004/05 2004105
General Fund $15,071,022 $15,919,359 $15,194,996 $16,261,785 $16,217,510 $16,217,510
Sanitary Sewer Fund $1,592,459 $2,288,596 $1,708,072 $2,594,825 $2,594,825 $2,594,825
Storm Sewer Fund 1,062,641 1,224,079 1,188,063 1,587,156 1,587,156 1,587,156
Water Fund 5,337,915 6,599,607 5,707,645 6,579,584 6,579,584 6,579,584
Water CIP Fund 436,932 416,115 24,154,518 16,399,566 16,399,566 16,399,566
Water Quality/Quantity Fund 98,627 90,477 78,120 65,500 65,500 65,500
Water SDC Fund 435,145 428,051 328,668 739,400 739,400 739,400
Total Enterprise $8,963,719 $11,046,925 $33,165,086 $27,966,031 $27,966,031 $27,966,031
Building Inspection Fund $1,018,168 $1,294,175 $1,076,048 $1,306,176 $1,306,176 $1,306,176
County Gas Tax 162,538 0 0 0 0 0
Criminal Forfeiture Fund 1,681 2,518 1,220 50,138 50,138 50,138
Electrical Inspection Fund 175,551 231,227 220,444 244,892 244,892 244,892
Gas Tax Fund 1,795,962 1,989,183 2,038,479 2,128,884 2,128,884 2,128,884
Insurance Fund 43,170 51,642 42,064 41,600 41,600 41,600
Parks Capital Fund 1,422,499 2,045,382 1,327,242 1,103,773 1,103,773 1,103,773
Street Maintenance Fee Fund 0 0 0 804,000 804,000 804,000
Traffic Impact Fee Fund 918,705 1,571,624 1,360,696 1,418,033 1,418,033 1,418,033
Tree Replacement Fund 52,401 0 0 0 0 0
Underground Utility Fund 74,535 65,073 55,289 38,660 38,660 38,660
Urban Services Fund 682,841 482,674 451,895 636,397 636,397 636,397
Urban Services Traffic Impact Fee Fund 263,897 231,452 125,492 314,400 314,400 314,400
Total Special Revenue $6,611,948 $7,964,950 $6,698,869 $8,086,953 $8,086,953 $8,086,953
Central Services Fund $17,099 $16,478 $10,461 $18,100 $18,100 $18,100
Fleet/Property Management Fund 4,222 2,154 1,200 1,200 1,200 1,200
Total Internal Services $21,321 $18,632 $11,661 $19,300 $19,300 $19,300
Bancroft Debt Service Fund $3,816,656 $749,777 $2,695,990 $701,404 $701,404 $701,404
General Obligation Debt Service Fund 241,221 1,290,436 617,556 695,189 695,189 695,189
Total Debt Service $4,057,877 $2,040,213 $3,313,546 $1,396,593 $1,396,593 $1,396,593
69th Ave. LID Fund $55,545 $0 $0 $0 $0 $0
Dartmouth LID Fund 298 234 183 0 0 0
Facility Fund 68,145 13,165,631 234,076 82,300 82,300 82,300
Metro Greenspaces Fund 126,229 0 0 0 0 0
Park Levy Improvement Fund 14,158 0 0 0 0 0
Wall Street LID Construction Fund 0 0 0 2,000,000 2,000,000 2,000,000
Total Capital Projects $264,375 $13,165,865 $234,259 $2,082,300 $2,082,300 $2,082,300
Total Current Revenue $34,990,262 $50,155,944 $58,618,417 $55,812,962 $55,768,687 $55,768,687
36
Property Tax Summary
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.
Measure 50 did not change the basis for calculating General Obligation (GO) debt service levies. GO debt
service levies are calculated to produce enough tax revenues that (when combined with other resources such as
interest earnings and fund balance) will be enough to pay debt service due on these voter-approved bonds. The
City has a $13 million General Obligation Bond that was authorized by voters in May 2002 for construction of
the new library.
Actual Actual Est. Actual Adopted
Tax Information 2001/02 2002/03 2003/04 2004/05
Property Taxes
General Fund $8,756,622 $8,925,371 $9,435,080 $9,815,384
GO Debt Service 228,365 1,275,852 619,471 721,642
Total Tax Levied $8,984,987 $10,201,223 $10,054,551 $10,537,026
Assessed Values
Prior Year Assessed Value $3,754,359,399
Allowable 3% Increase 112,630,782
Est. Annexations & New Const. 38,697,615
Total Assessed Value $3,470,578,863 $3,621,710,974 $3,754,359,399 $3,905,687,796
Tax Rates/$1,000 A/V
General Fund Permanent Rate $2.51310 $2.51310 $2.51310 $2.51310
GO Debt Service $0.06580 $0.35228 $0.16500 $0.18477
Tax Rate $2.57890 $2.86538 $2.67810 $2.69787
Assessed Value of
Average Home $153,312 $158,821 $163,586 $168,493
General Fund $385.29 $399.13 $411.11 $423.44
GO Debt Service $10.09 $55.95 $26.99 $31.13
Total Estimated
Tax per Household $395.38 $455.08 $438.10 $454.57
37
1
1
Assessed Valuation
1
1
At the beginning of each fiscal year, the Washington CountyAssessor 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 96-97 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05
Fiscal Year
Fiscal Assessed
Year Value
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 $3,754,359,399
04-05 $3,905,687,796 (estimated)
38
Property Tax Revenue
Property Tax Revenue
$10,500,000
$8,925,371 $9,115,977 $9,398,805
$9,000,000 - - - - - $8,523,967 . - - - - - - - - - - - - - - - -
$7,979,980
$7,500,000 - - - - - - - - - - - - - - - - - - -
'con $6,000,000 _ - _ _
m
m
X
F $4,500,000 - . - - - -
$3,000,000 - - - - - - - - - - - - - - - -
$1,275,852
$1,500,000 - - - - - - - - - - - - - - - - - - - - $594,648 $682,089
$292,325
$235,841
$0
2000101 2001102 2002/03 2003/04 2004/05
Fiscal Year
■ Property Tax Revenue ❑ Debt Service Revenue
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 assumes a 94% collection rate on property taxes, so budgeted property tax revenues are
94% of estimated total property taxes for FY 2004-05.
r
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 2004-05 property tax revenues include debt service
for these bonds.
39
State Revenue Sharing
State Revenue Sharing
$ 3,000,000
$2,429,077 $2,507,175 $2,513,276
$2,500,000 $2,332,925- - - - - - - - -
$2,279,305 - - - - - -
_ $2,000,000 - - - - - - - - - - - - - - -
e
e
d
}
d
M $ 1,500,000 - - -
$ 1,000,000 - - - - - - - -
$ 500,000
2000/01 2001/02 2002/03 2003/04 2004/05
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.
40
Enterprise Funds - User Fees w
Enterprise Funds - User Fees
$ 10,500,000 -
$9,921,981
$9,081,720
$9.000,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
I
$7,955,740
_
$7,500,000 -$-7,297,129 - _$7_218,847
$ 6,000,000 - - - - - - - - - - - - - - -
e
d
s
$4,500,000 - - - - -
$ 3,000.000 - - - - - - - - - - -
$1,500.000 - - - - - - - - - - -
$0
2000101 2001/02 2002103 2003/04 2004/05
Fiscal Year
❑User Fees
User fees include Water, Sewer, and Storm Drainage fees charged to all users of such services. The Sanitary
and Storm fees are established by the Clean Water Services, the county-wide sewerage agency, 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
2002. The budget assumes a 6% water rate increase in Fall 2004.
41
Connection Fees
Connection Fees
$2,100,000
0
ti
$1,800,000 - - -m- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
N N
$1,500,000 ---_.-_-.---__----___--a
~ O
O O N
N O ~
$1,200,000 M -
- - - - - - - M - - - - p - - - - - - M1
v~
N
X N C 407 N
$900,000 - - - - - N-.-._- Q.
N 00 O O N D
IL'/ M O rt 47 O O
_ f~ T N O M M M1 O- 01 O O O 60 1
$ 600,000 - to
N N N M N N
N
40
$300,000 - - N - - M
40
$0
2000/01 2001/02 2002/03 2003/04 2004/05
Fiscal Year
®Water []Sewer ■Roads []Parks
Connection fees include Traffic lmpact 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 increase substantially from FY 2003-2004 Adopted Budget given
current trends and activity.
42
Permit Revenue
Permit Revenues
$3,000,000
$ 2,724,973
$ 2,500,000 - - - - - - - - - - - - - 2,450,917 - - -
$2,348,029
$ 1,983,948 $ 1,949,138
$ 2,000,000 - - - - - - - - - - - - - - - - - -
d
0
e
s $ 1,500,000 - - - - - - - - - - - - - - - -
m
D:
$ 1,000,000 - - - - - - - - - - - - - - - - - - - -
$ 500,000 - - - - - - - . - - - - - - - -
$0
2000101 2001/02 2002103 2003/04 2004105
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 2004-05 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 increase in FY 2004-05.
43
County Shared Revenues
County Shared Revenues
$ 1,400,000
$ 1,238,816
$ 1,223,992 $ 1,199,259
$1,200,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
$1,068,455 $ 1,079,377
$1,000,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - . - - - -
$800,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
e
d
s
M $600,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
$#11,203
$400,000 - - - - - - - - - - - - - - - - - - - - - - - - - - -
-
$296.224 $293,070 $311,000 $301.395
166,727 5160,369 $ 176,244 $ 170,110 $ 165,000
$ 200,000 - - - - - - - - - -
I
$ 0 - - - -
2000/01 2001102 2002/03 2003/04 2004i05
Fiscal Year
❑County Gas Tax SHotelIM otel Tax ■WCCLS
County Shared Revenues include the Washington County Gas Tax, the Washington County Cooperative Library
Service (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 maybe 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. On May 18, 2004,
voters had the opportunity to vote on a supplemental WCCLS operating levy. Although the measure received a
majority of the votes in favor, the levy failed because a majority of voters did not participatein the election.
The Hotel/Motel Taxis 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 within 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 and occu-
pancy.
44
Franchise Fee Revenue
Franchise Fee Revenue
$ 3,000,000
$2,674,388 $2,693,727
$2,567,881 $2,508,866
$2,500,000 - - - - - - - - - - - - - - - - - - - - - - - - - -
$2,063,980
$2,000,000 - - - - - - - . - - - - - - - - - - - -
- -
m
e
c
s $ 1,500,000 - - - - - - - - - - - - - - - - - - -
m
X
$1,000,000 - - - - - - - - - - - - - - - - - - - - - -
- -
$500,000 L - - - - - - . - - - - - - - - - -
$0
2000/01 2001/02 2002/03 2003/04 2004/05
Fiscal Year
❑Franchise Fees
Franchise fees are charged to utilities for the use of the public rights-of-way. Franchised activities paying the fee
include electricity, natural gas, telecommunication, cable television, and solid waste haulers.
All franchise fees are computed as a percentage of revenues earned 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. Most City franchise fee rates have not changed since 1992.
The FY 2004-05 Budget assumes varying increases and decreases from actual FY 2003-04 collections,
depending on the franchised service. Electric franchise revenues increased significantly due to a 2002 audit of
Portland General Electric and changes in the electrical supply market. These revenues declined in FY 2003-04
and are projected to increase only slightly in FY 2004-05.
Franchise fees for natural gas are projected to increase significantly. The prior franchise with NW Natural Gas
expired in November 2003 and NW Natural Gas and the City have been negotiating a new franchise. The
franchise fee rate is expected to increase from 3% of gross revenues to 5%.
Telecommunications franchise fees tend to fluctuate from year to year, and the major providers are unable to
explain the function. Smaller providers have been hard hit by the economy. (Several of the City's telecommuni-
cations franchisees are in bankruptcy.) Franchise fees for Qwest and Verizon are based not on gross revenues
of the companies, but only those revenues from local exchange access. The City ofTigard has partnered with
70 other Oregon cities to conduct a j oint audit of franchise fees paid by Qwest and Verizon.
45
1
1
Franchise Fee Revenue
Current franchisees and franchise rates are:
Service Provider Rate
Cable Television Comcast (formerlyAT&T) 5.00%
Electricity Portland General Electric 3.50%
Garbage All haulers 3.00%
Natural Gas Northwest Natural Gas 5.00%
Telecommunications Electric Lightwave 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%
Qwest 5.00%
1 Tune-Warner Communication
Of Oregon LLC 5.00%
Verizon 5.00%
I
i
46
Fine and Forfeiture Revenue
Fine and Forfeiture
Revenues
$600,000
$ 530,840
$500,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - -
$423,179
$400,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 00- - . - -
$ 318,948 $ 358,262
d
'e
} $300,000 - - - - - - - - - - - - -
$200,000 - - - - - - - - - - - - - - - - -
$ 100,000 - - - - - - - - - - - - - - - - - - -
$48,784 $57,498 $57,784 $54,127 $62,000
$0
2000101 2001/02 2002/03 2003/04 2004/05
Fiscal Year
■Traffic/Civil Infraction ❑Library Fines
This source of revenue includes traffic and civil infraction citations, which are 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. FY2004-05 Adopted Budget
revenues are based on actual fine revenues received so far in FY2003-04.
47
i
Interest Earnings
Interest Earnings
$2,000,000 g~;918;54
$1,500,000 - - - - - - - - - - - - - - - - - -
$1,340,016 $1,325,165
=
$1.057,794
$1,000,000 - - - - - - - - - - - - - - - $901,433
$500,000 - - - - - - - - - - - - - - -
$0
2000/01 2001/02 2002103 2003/04 2004/05
Fiscal Year
m 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.
48
Interfund 'T'ransfers
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). )
Atransfer is an expense to the fund that is transferring the money out or buying services. Atransfer is a resource )
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 of
interf ind transfers are defined below:
Transfer of Resources
i
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. This type of transfer represents the transfer of a resource for another
use. An example is the transfer of funds from the General Fund to the Facility Fund for capital construction. )
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: )
1
City Management - size of budget )
Finance - size of budget
Financial Operations - size of budget/services provided
Human Resources - number of FTE )
Information Technology -number of personal computers assigned to budget unit
Office Services - percent of hours spent working on projects
Risk Management - FTE/auto assignment/bond premiums/properly
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:
j
)
)
49 )
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
General Fund Building Fund Direct $30,238 Transfer of resources to partially fund a position
to conduct housing code inspections.
Central Services Fund Indirect 2,390,795 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
Resource 300,000 Computer system replacement reserve.
N Fleet/Property Management Fund Indirect 777,022 Charges for office space and shared space;
° and Fleet Maintenance overhead and services.
Facility Fund Resource 260,000 Reserve for making improvements or repairs
to City facilities.
Sanitary Sewer Fund General Fund Direct 149,055 Transfer of resources to fund a portion of
Public Works Administration, Community
Development Administration, Current
Planning, and Engineering.
Central Services Fund Indirect 168,853 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
Fleet/Property Management Fund . Indirect 35,558 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Storm Sewer Fund General Fund Direct 122,593 Transfer of resources to fund a portion of
Public Works Administration, Community
Development Administration, Current
Planning, and Engineering.
Central Services Fund Indirect 188,802 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
Fleet/Property Management Fund Indirect 39,270 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Water Fund General Fund Direct 366,963 Transfer of resources to fund a portion of
Public Works Administration.
Central Services Fund Indirect 737,235 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
Fleet/Property Management Fund Indirect 90,619 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Facility Fund Direct 155,000 Partial funding of capital improvement projects.
Water CIP Fund Direct 284,800 Water Fund portion of debt service for Alberta Rider
Capital Project.
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Water SDC Fund Water CIP Fund Direct 71,200 Water SDC Fund portion of debt service for Alberta Rider
Capital Project.
Water Quality/ General Fund Direct 856 Transfer of resources to fund portion of
Quantity Fund Community Development Administration.
Central Services Fund Indirect 190 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
CA
N Fleet/Property Management Fund Indirect 19 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Criminal Forfeiture Fund General Fund Direct 50,000 Transfer of resources dedicated to be used for
police related programs.
Street Maintenance Fee Fund Central Services Fund Indirect 84,000 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
General Fund Direct 20,800 Transfer of resources to fund engineeering services
of projects.
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Gas Tax Fund General Fund Direct 1,083,085 Transfer of resources to fund the
Street Maintenace program. Also includes third
year repayment of General Fund loan for the
69th Ave LID project.
Central Services Fund Indirect 145,405 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, Records, City Attorney, and Technology
costs.
Fleet/Property Management Fund Indirect 48,324 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Parks Capital Fund Direct 25,000 Partial funding of Fanno Creek Trail (Hall Blvd. to
proposed Wall Street).
Traffic Impact Fee Fund General Fund Direct 82,206 Transfer of resources to fund a portion of
Community Development Administration and
Engineering.
Central Services Fund Indirect 16,218 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
Fleet/Property Management Fund Indirect 2,328 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Traffic Impact Fee Fund Wall Street LID Construction Fund Resource 50,000 Transfer of resources for funding of City's
(Cont.) portion of the Wall Street LID project.
Traffic Impact Fee - General Fund Direct 35,408 Transfer of resources to fund a portion of
Urban Services Fund Community Development Administration and
Engineering.
Central Services Fund Indirect 6,985 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
cn
Fleet/Property Management Fund Indirect 1,003 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.
I
General Fund Direct 24,002 Transfer of resources to fund enhanced library open
hours during the first three months of the grand
opening of the new library.
Building Fund General Fund Direct 64,503 Transfer of resources to fund a portion of
Community Development Administration.
i
Central Services Fund Indirect 196,737 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
Fleet/Property Management Fund Indirect 25,634 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Interfund Transfers
From (Requirement) To (Resource) Type S Amount Purpose
Building Fund Facility Fund Direct 4,350 Building Inspection's additional portion of the
(Cont.) cost to remodel the old library building.
Electrical Inspection General Fund Direct 16,826 Transfer of resources to fund a portion of
Fund Community Development Administration.
Building Fund Direct 175,867 Transfer of resources to fund a portion of the
Building Inspection Division.
Central Services Fund Indirect 37,002 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Cn Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
Fleet/Property Management Fund Indirect 4,944 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Urban Services Fund General Fund Direct 129,017 Transfer of resources to fund a portion of
Current Planning, Engineering, Community
Development Administration, and Public
Works Administration.
Building Fund Direct 539,970 Transfer of resources to fund a portion of the
Building Inspection Division.
Central Services Fund Indirect 137,944 Charges for services provided by citywide
support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
Interfund Transfers
From (Requirement) To (Resource) Type $ Amount Purpose
Urban Services Fund Fleet/Property Management Fund Indirect 17,481 Charges for office space and shared space;
(cont.) and Fleet Maintenance overhead and services.
Dartmouth LID Fund Bancroft Bond Fund Resource 9,500 Transfer of resources to close out fund.
Central Services Fund Fleet/Property Management Fund Indirect 96,946 Charges for office space and shared space;
and Fleet Maintenance overhead and services.
Fleet/Property Central Services Fund Indirect 78,189 Charges for services provided by citywide
Management Fund support programs such as City Management,
Human Resources, Risk Management, Information
Technology, Accounting and Finance, Office
Services, City Attorney, and Technology
costs.
Total $9,946,742
1
x
I
1
1
City of Tigard, Oregon
7
)
1
1
1
1
PROGRAMSUMMARIES
Program Budget Organization 57
Expenditure Summary - By Program 59
Operating Budget History 60
0
aro
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-s
1
i
j
A' M
City of Tigard, Oregon
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/
Community Events Community Events
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
City Management
Human Resources
Information Technology
Risk Management
Finance Administration
Financial Operations
Office Services
Municipal Court
General Government Non-Departmental City Attorney
Technology
67
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, and an explanation
of the functions, activities, and performance measures are described on the following pages.
58
Expenditure Summary
by Program
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Community Services $8,372,816 $8,692,332 $9,629,511 $10,168,132 $10,269,845 $10,269,845
FTE Positions 106.20 105.65 104.90 109.20 109.20 109.20
Public Works 7,749,759 8,001,433 9,380,095 10,849,647 10,849,647 10,849,647
FTE Positions 64.00 64.70 65.00 65.10 65.10 65.10
Development Services 3,729,690 3,628,237 4,123,948 4,466,799 4,591,559 4,591,559
FTE Positions 46.50 46.50 48.00 50.00 50.00 50.00
Policy and Administration 3,921,289 3,972,449 3,915,516 4,023,475 4,051,975 4,051,975
FTE Positions 44.60 43.60 40.10 39.90 39.90 39.90
General Government 36,736 226,493 394,920 365,120 365,120 365,120
FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00
Total Operating Budget $23,810,290 $24,520,944 $27,443,990 $29,873,173 $30,128,146 $30,128,146
FTE Positions 261.30 260.45 258.00 264.20 264.20 264.20
Debt Service $2,785,404 $2,647,170 $6,274,322 $2,825,458 2,687,776 $2,687,776
Capital Improvements 4,234,616 7,877,316 20,485,910 26,820,156 27,540,656 27,540,656
Transfers 7,603,694 9,462,492 9,269,583 9,848,346 9,946,742 9,946,742
Contingency 0 0 6,085,767 7,844,628 7,770,628 7,770,628
Total Expenditures - by Program $38,434,004 $44,507,922 $69,559,572 $77,211,761 $78,073,948 $78,073,948
EXPENDITURE SUMMARY - BY PROGRAM FY 2004-05
ADOPTED BUDGET
Community
Contingency Serv ices
10% ~ 13% Public Works
Transfers 14%
13%
Development
Services
6%
Capital
Improvements Policy and
36% Administration
General 5%
Debt Serv ice/ Government
3% 0%
59
Operating Budget
History
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004105
Personal Services
Positions 261.30 260.45 258.00 264.20 264.20 264.20
Wages $11,525,429 $11,834,811 $12,747,945 $13,111,345 $13,282,920 $13,282,920
Overtime 362,503 349,997 269,889 374,707 341,048 341,048
Benefits 3,784,078 4,404,462 5,145,872 5,372,707 5,412,828 5,412,828
Total Personal Services $15,672,010 $16,589,270 $18,163,706 $18,858,759 $19,036,796 $19,036,796
Materials & Services
Water Costs $2,623,570 $2,814,361 $3,250,593 $3,646,270 $3,646,270 $3,646,270
Prof. & Contract Services 1,874,332 1,798,101 2,062,818 2,842,254 2,868,654 2,868,654
Repair & Maintenance 762,496 581,491 698,882 736,043 737,043 737,043
Miscellaneous Expense 258,174 235,009 243,653 173,198 178,168 178,168
Small Tools & Equipment 87,637 99,504 137,505 206,640 208,040 208,040
Office Supplies 593,392 477,961 362,463 496,182 496,182 496,182
Advertising & Publicity 88,104 84,177 96,103 107,416 107,666 107,666
Fees/Dues/Subscriptions 77,130 93,099 81,983 130,175 134,755 134,755
Travel & Training 145,401 100,246 169,606 184,404 187,984 187,984
Fuel Expenses 123,143 132,920 179,250 157,288 158,788 158,788
Computer Software 79,304 31,769 126,687 46,481 46,481 46,481
Rents & Leases 59,938 61,955 73,757 102,824 103,680 103,680
Utilities 591,316 666,595 693,438 774,864 776,264 776,264
Insurance 263,594 316,572 357,135 370,725 370,725 370,725
Library Materials 232,607 246,917 242,874 291,450 291,450 291,450 -
Total Materials & Services $7,860,138 $7,740,677 $8,776,747 $10,266,214 $10,312,150 $10,312,150
Capital Outlay
Land & Improvements $23,356 $14,188 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 174,376 59,643 369,537 624,000 655,000 655,000
Office Furniture & Equipment 8,390 19,477 0 41,200 41,200 41,200
Operation Equipment 72,020 97,689 134,000 83,000 83,000 83,000
Total Capital Outlay $278,142 $190,997 $503,537 $748,200 $779,200 $779,200
Total Operating Budget $23,810,290 $24,520,944 $27,443,990 $29,873,173 $30,128,146 $30,128,146
60
i
COMHUNITYSER VICES PROGRAM
Organizational Chart 61
Expenditure/FTE Summary 62
Police
Organization Chart/FTE Summary 63
Police Administration 65
Operations 69
Support Services 74
Library
Organization Chart/FTE Summary 80 c
Library Administration ro
Readers' Services 85
Technical Services 89 y
Circulation 92
Social Services/Community Events
Social Services & Community Events 96
i
i
i
City of Tigard, Oregon
,V,
ICts
SE
Police
}
Library
Social serviceSl
Comraunity
Events
61%
Community Services Program
The Community Services program consists of programs provided by the Police Department and the Library,
and several Social Services and Community Event grants made by the City. Police programs include traditional
public safety efforts (patrol, enforcement, traffic safety, etc.), but also include work with community groups to
increase public safety awareness. Library programs include circulation of a wide variety of print and other
media materials and the offering of 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 6.7% from FY 2003-04 Revised Budget. The number of authorized
positions is up 4.3 FTE due to the increased staffing needs for the new Library when it opens in the summer of
2004. In FY 2004-05, funds have been authorized for the three police positions that were previously autho-
rized but not funded. The primary source of funding for this program area is the General Fund.
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
# Positions 106.20 105.65 104.90 109.20 109.20 109.20
Personal Services $6,721,381 $7,142,735 $7,849,174 $8,195,411 $8,289,418 $8,289,418
Materials & Services 1,536,620 1,537,248 1,716,800 1,899,721 1,907,427 1,907,427
Capital Outlay 114,815 12,349 63,537 73,000 73,000 73,000
Total Comm. Services - by Category $8,372,816 $8,692,332 $9,629,511 $10,168,132 $10,269,845 $10,269,845
Budget by Department
Police $6,383,455 $6,697,617 $7,445,849 $7,700,859 $7,801,014 $7,801,014
Library 1,861,458 1,872,623 2,035,882 2,320,723 2,322,281 2,322,281
Social Services/Community Events 127,903 122,092 147,780 146,550 146,550 146,550
Total Comm. Service - by Department $8,372,816 $8,692,332 $9,629,511 $10,168,132 $10,269,845 $10,269,845
Budget by Fund
General Fund $8,372,816 $8,692,332 $9,629,511 $10,168,132 $10,269,845 $10,269,845
Total Comm. Services - by Fund $8,372,816 $8,692,332 $9,629,511 $10,168,132 $10,269,845 $10,269,845
1
i
62
1
1
1
POLICE
Administration
Operations
Support
Services
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002103 2003/04 2004/05 2004/05 2004/05
# Positions 75.50 75.00 76.00 76.00 76.00 76.00
Personal Services $5,220,842 $5,619,466 $6,177,683 $6,299,120 $6,392,425 $6,392,425
Materials & Services 1,056,188 1,065,802 1,204,629 1,328,739 1,335,589 1,335,589
Capital Outlay 106,425 12,349 63,537 73,000 73,000 73,000
Total Police - by Category $6,383,455 $6,697,617 $7,445,849 $7,700,859 $7,801,014 $7,801,014
Budget by Division
Police Administration $294,808 $315,929 $325,524 $322,252 $322,252 $322,252
Operations 3,565,504 3,768,292 4,432,649 4,388,776 4,500,658 4,500,658
Support Services 2,523,143 2,613,396 2,687,676 2,989,831 2,978,104 2,978,104
Total Police - by Division $6,383,455 $6,697,617 $7,445,849 $7,700,859 $7,801,014 $7,801,014
Budget by Fund
} General Fund $6,383,455 $6,697,617 $7,445,849 $7,700,859 $7,801,014 $7,801,014
Total Police - by Fund $6,383,455 $6,697,617 $7,445,849 $7,700,859 $7,801,014 $7,801,014
1
63
TIGARD
MISSION
The Mission ofthe Tigard Police Department is to create the highest level of livability possible by working
with our citizens to preserve and protect life, liberty, and property.
VISION
The Tigard Police Department is committed to achieving our mission by:
Partnering with citizens and other departments
Developing well trained, ethical, and accountable employees
Earning public trust and confidence through our actions and values
GOALS
The goals of the Tigard Police Department are:
To reduce crime and the fear of crime
To assist the City ofTigard in the accomplishment of municipal goals and objectives
To enhance the safety and security ofTigard's residents, visitors, and businesses
To preserve constitutional and civil rights, and foster good citizenship in our youth
CORE VALUES
Attitude Leadership Integrity
Service Teamwork
- LAW
ENFORCEMENT
i
RECOGNmON
64
Police Administration
}
Budget Unit: 1110
}
7 Program Results FY 2003-04 Accomplishments
• The Administration Division prevents and suppresses • ATigard Police Department Mission, Vision, Goal,
crime by providing crime prevention material and and Core Value statement was created.
} programs to multi-family dwellings and businesses.
• Neighborhood Watch groups increased from 87 to
• The Administration Division decreases false alarms 92.
through alarm ordinance administration.
• False alarms remained the same while the number
• The Administration Division increases police effec- of alarm users increased.
1 tiveness by developing ethical, accountable, and well
trained employees. • Presented over 50 special crime prevention pro-
grams in the community and graduated 24 persons
Program Description from the Citizens' Academy.
The Police Administration Division is responsible for the • Hosted a fund raiser for injured Police Officer and
overall administration and management of the Police Tigard resident Jason Rehling.
Department. In addition, the Division also provides pub-
lic information, offers crime prevention programs, • Rescued two dogs that were severely injured and
administers the City's Alarm ordinance, and the Tigard raised private donations for veterinary costs.
High School parking permit zone. In an effort to reduce
the incidence of false alarms, the Police Department pro- • Participated in Tigard's first National Night Out.
posed a revised false alarm ordinance and fee schedule Hosted sixteen National Night Out events in Tigard.
to City Council. The City Council adopted these pro- Three Neighborhood Watch groups were formed
posals. due to the event.
The Neighborhood Watch Program, which increased • Attained State accreditation and National recogni-
significantly last year, not only unites neighborhoods, but tion.
provides them with crime prevention material. The
Enhanced Safety Properties Program is a 3-phase crime • Six intergovernmental agreements and three ordi-
prevention program that does the same thing for multi- nance revisions were presented to City Council.
family units. In the past year, the Division also provided
several hundred hours ofcrime prevention programming • Revised the testing and hiring process for Police
to a wide variety of citizens, businesses, and groups. Officers.
In the past year, the Department completed the Oregon • Reviewed and implemented new internal complaint
Accreditation process and was recognized for its efforts and reporting process.
at the annual Oregon Chiefs of Police Conference in
April 2003. The Tigard Police Department is only the • Conducted a department-wide vision and expecta-
second department in Oregon to achieve accreditation. tions meeting in concert with ethics training.
Being accredited means that the Department has
reviewed all orders, directives, and procedures and • Completed modification of 21 departmental poli-
ensured that they comply with professional standards cies/procedures.
and current practices. The national accreditation asso-
ciation (CALEA) officially recognized Oregon's accredi-
tation.
65
Police Administration
Budget Unit: 1110
• Hired six police officers, three records clerks, and Communication Elements
one community service officer.
The Tigard Police Department website includes media
• Patrol Staff meeting was changed to the Manage- releases. In addition, web pages help educate and
ment Team meeting and union officers are now inform Tigard residents on various elements ofpersonal
included. and home safety. The information page on the Citizens'
Police Academy offers an application on-line. Informa-
• Conducted audit of all narcotics evidence. tion is also presented on how to report requests for traf-
fic related problems in neighborhoods. The Department
FY 2004-05 Goals and Objectives also contributes articles to the Cityscape newsletter.
• Re-emphasize customer service and community Requests for public assistance, information regarding
policing. police activity, crimes, or wanted persons will appear in
local printed media, television, and radio spots. In
• Increase Neighborhood Watch participation by five addition, local cable access segments will also be used
locations. in educational formats.
• Expand crime prevention programming into cable
programming. Prepare two programs. '
1
• Refine the five-year strategic plan for the Depart-
ment.
• Replace Mobile Digital Computers (due to federal
security requirements making the current Mobile
Data Terminals obsolete) if grant funding obtained.
• Revise and implement new promotional process.
• Use ComputerAssisted Dispatch data to define new
district boundaries.
1
66
i
1
Police Administration
Budget Unit: 1110
1
1
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Number of neighborhood 84 87 92 97
watch groups
Crime prevention presentations 50 75 49 50
Alarm Permits processed N/A N/A 1,856 1,850
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
1
Increase in neighborhood watch
locations 12% 4% 6% 5%
Increase in crime prevention
presentations N/A 50% (36%) 2%
Alarm Permits issued to former
non-permit holders N/A N/A N/A 5
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
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
67
l
Police Administration
Budget Unit: 1110
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 3.00 3.00 3.00 3.00 3.00 3.00
Wages $174,158 $197,752 $181,382 $181,386 $181,386 $181,386
Overtime 11,750 12,291 11,399 13,000 13,000 13,000
Benefits 66,803 69,106 85,250 83,572 83,572 83,572
Total Personal Services $252,711 $279,149 $278,031 $277,958 $277,958 $277,958
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 7,031 3,559 5,000 6,000 6,000 6,000
Repair & Maintenance 3,872 638 2,750 4,700 4,700 4,700
Miscellaneous Expense 13,534 18,063 8,110 9,760 9,760 9,760
Small Tools & Equipment 0 0 0 3,150 3,150 3,150
Office Supplies 6,864 2,569 3,500 4,000 4,000 4,000
Advertising & Publicity 0 5,663 5,900 5,900 5,900 5,900
Fees/Dues/Subscriptions 862 800 800 810 810 810
Travel & Training 7,575 3,522 16,333 5,174 5,174 5,174
Fuel Expenses 1,660 1,459 4,000 3,500 3,500 3,500
Computer Software 0 0 0 0 0 0
Rents & Leases 67 41 500 500 500 500 r
Utilities 632 466 600 800 800 800
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $42,097 $36,780 $47,493 $44,294 $44,294 $44,294
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 $294,808 $315,929 $325,524 $322,252 $322,252 $322,252
68
Police Operations
Budget Unit: 1120
Program Results
• The Operations Division provides rapid response • Targeted crime and traffic-specific problems and sup-
.
to serious calls for service (Priority I calls), and non- pressed collisions and criminal activity.
emergency response to routine citizen calls for ser-
vice (less serious calls). • Targeted gang specific problems with tactical
deployment at Washington Square and other gang
• The Operations Division solves community prob- areas.
lems and works in partnership with citizens and busi-
nesses to create the highest level of livability pos- . Maintained a quick response to Crime Watch groups
sible. as a high priority.
• The Operations Division prevents, deters, and • Referred 92 juvenile offenders to Tigard Peer Court.
reduces the fear of crime.
• Selected and assigned one officer to a regular sea-
Program Description sonal bike officer position.
The Operations Division consists of three shifts operat- . Revised the Field Training and Evaluation Program.
ing 24 hours a day. The Division is the first responder to
calls for service and emergencies. In addition, the Divi- FY 2004-05 Goals and Objectives
sion is responsible for follow-up investigation of misde-
meanor and class C felony crimes. Each shift is man- Respond to emergency calls in less than 4 minutes.
aged by a lieutenant who is assisted by two sergeants.
The day shift also has a sergeant assigned to identify, Continue implementing Problem Solving/Community
address, and coordinate responses to traffic problems Policing.
and collisions. This sergeant is in charge of the motor-
cycle officers and the night shift traffic car. The lieuten- Target crime and traffic-specific problems in the com-
ants report directly to the Assistant Chief, who is munity and deploy resources to solve the targeted
responsible to the Chief of Police for overall operations problems, taking into consideration all community
ofthe Division. resources.
Regional development has caused significant growth in Target and suppress gang activity/crime through
daytime populations within the City of Tigard. The aver- enforcement, education, and community involve-
age daytime population at Washington Square is over ment.
30,000, thus creating a daytime service population for
. This Continue responding to requests from crime/utility
the Police Department of over 75,000 people
watch groups as a high priority.
growth causes significant traffic volume increases for the
Department to deal with. Refer juvenile offenders to the Tigard Peer Court
FY 2003-04 Accomplishments . Remain a participant in the Community Assessment
.
• Accomplished a 3.47-minute average response time Program.
to priority calls. • Create an Elderly Victim Callback Program in part-
) nership with the City of Tigard's Volunteer Program.
• Continued forming partnerships with the community
to solve problems through 20 Community Partner- . Reconfigure patrol districts to match workload with
ships and mediations. officer assignments.
69
1
1
Police Operations
Budget Unit: 1120
Communication Elements
The Tigard Police Department website includes media
releases. In addition, web pages help educate and in-
form Tigard residents on various elements of personal
and home safety. The information page on the Citizen's
Police Academy offers an application on-line. Informa-
tion is also presented on how to report requests for traf-
fic related problems in neighborhoods. The Department
also contributes articles to the Cityscape newsletter.
Requests for public assistance, information regarding
police activity, crimes, or wanted persons will appear in
local printed media, television, and radio spots. In ad-
dition, local cable access segments will also be used in
educational formats.
70
1
Police Operations
Budget Unit: 1120
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Number of dispatched calls for service 45,502 43,346 42,275 45,318
Number of investigated accidents 11,523 12,150 12,489 12,300
Number of reports written 7,864 7,474 7,621 8,200
Number of training events attended 894 946 826 600
Number of training events directed by
patrol staff 264 317 276 250
Number of outside agency assists 460 445 312 450
Number of citations issued N/A N/A 7,545 7,400
Number of citations issued by
Traffic Officers only N/A N/A 2,892 3,200
Number of accidents investigated by
Traffic Officers only N/A N/A 71 90
Number of CAP walks with Patrol
Officer N/A N/A 48 48
Number of policies and procedures
revised N/A N/A 30 10
Number of outside agency assists by
supervisors N/A 52 46 55
Number of use of force reviews
conducted by supervisors N/A N/A 32 35
Number of patrol car accidents
investigated by supervisors N/A N/A 9 8
Number of internal inquiries
supervisors conducted N/A N/A N/A 5
Number of complaints processed
by supervisors N/A N/A N/A 30
Number of regional committee meetings
(PPDS, WCCCA) attended N/A N/A 36 52
71
Police Operations
Budget Unit: 1120
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Change in number of directed patrols
achieving stated objectives N/A N/A N/A 6.15%
Change in number of self-initiated calls
for services N/A 5.16% 2.71% 8.51%
Change in number of subject stops N/A 18.75% (2.26%) 8.56%
Change in number of vehicle stops N/A 4.02% 3.39% 8.56%
Change in number of community meetings
attended by patrol officers or supervisors N/A N/A N/A 87.50%
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
Assistant Chief 0.00 0.00 1.00 1.00
Captain 1.00 1.00 0.00 0.00
Community Service Officer 2.00 2.00 2.00 2.00
Lieutenant 3.00 3.00 3.00 3.00
Police Officer 34.50 34.00 34.00 34.00
Sergeant 7.00 7.00 7.00 7.00
Total 47.50 47.00 47.00 47.00
72
Police Operations
Budget Unit: 1120
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 47.50 47.00 47.00 47.00 47.00 47.00
Wages $2,221,006 $2,318,192 $2,590,019 $2,562,240 $2,654,268 $2,654,268
Overtime 166,598 165,877 150,410 180,000 156,341 156,341
Benefits 758,407 959,945 1,269,548 1,158,996 1,195,659 1,195,659
Total Personal Services $3,146,011 $3,444,014 $4,009,977 $3,901,236 $4,006,268 $4,006,268
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 12,546 21,306 21,075 28,500 30,900 30,900
Repair & Maintenance 115,925 90,515 99,460 112,690 112,690 112,690
Miscellaneous Expense 83,765 79,003 103,624 36,285 39,255 39,255
Small Tools & Equipment 13,545 17,555 0 115,515 116,915 116,915
w Office Supplies 8,675 8,269 8,215 7,930 7,930 7,930
Advertising & Publicity 1,566 658 0 0 0 0
Fees/Dues/Subscriptions 1,949 2,783 1,325 3,150 3,230 3,230
Travel & Training 16,326 15,688 36,436 30,720 30,720 30,720
Fuel Expenses 53,267 58,983 74,000 64,750 64,750 64,750
Computer Software 0 0 0 0 0 0
Rents & Leases 901 101 0 0 0 0
Utilities 13,626 17,068 15,000 15,000 15,000 15,000
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $322,091 $311,929 $359,135 $414,540 $421,390 $421,390
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 97,402 12,349 63,537 68,000 68,000 68,000
Office Furniture & Equipment 0 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 5,000 5,000 5,000
Total Capital Outlay $97,402 $12,349 $63,537 $73,000 $73,000 $73,000
Total Budget Unit $3,565,504 $3,768,292 $4,432,649 $4,388,776 $4,500,658 $4,500,658
73
Police Support Services
Budget Unit: 1130
Program Results
Detectives successfully investigate serious A and B The Criminal Investigations Unit is managed by a Lieu-
• tenant, who supervises a Detective Sergeant, three
felony crimes resulting in a high clearance rate. School Resource Officers, Youth Services Officer, and
• School Resource Officers and the Youth Services the unit Secretary.
Officer provide a high level of service to Tigard
programs as The ment Detective Sergeant supervises five general assign-
Schools well as investigati teaching ng j DARE uvenile and crimes, GREAT child abuse, and Detectives, two Narcotics Detectives, and a Gang
Investigator.
neglect cases to a successful conclusion. Peer Court
also is administered by the Youth Services Officer. The Detective Unit is responsible for the follow-up in-
vestigation of all serious felony crimes, as well as other
• Department training is coordinated in a timely and ~gpl profile cases. It is also responsible for coordinating
relevant manner, and also supports the Accredita- narcotics investigations in the City with the County and
tion process. Regional Narcotics Teams. School Resource Officers
• Records management enhances prosecution, pro- Provide investigative assistance to uniformed Patrol
vides timely information, supports public records Operations on matters involving schools, the investiga-
requests, and provides data entry into the Portland tion of reports of abuse and the neglect of children, con-
Police Data System (PPDS). duct follow up investigations on school age missing per- w
sons, and provide the schools with DARE and GREAT
• Property/Evidence management ensures secure and training. The Youth Services Officer coordinates the
proper handling of evidence and safe keeping of Tigard Peer court and all referrals to Youth and Juvenile
Courts as well as teaching DARE and GREAT programs r
property. in the schools. The Youth Service Officer and School
Resource Officer group provide four, one week "DARE
• Crime analysis is conducted by the Police Systems to be GREAT" summer camps for area children, includ-
Specialist, and provides timely statistical data to all ing those who were specifically recommended by the
members of the department to enhance enforcement school district.
efforts and to the Chief of Police to ensure work
performance measures meet the Mission, Goals, and The Records Unit maintains and is responsible for pro-
Values ofthe Department. cessing all records requests from department personnel,
Program Description outside agencies, other jurisdictions, media, and the pub- r
lic. The records include the case files, digital mug pho-
The Support Services Division consists of the Records tos, subpoenas, traffic citations and warnings, field
interrogation cards, handgun sales records, and alarm
Unit (Records and Property/Evidence), Criminal Inves- slips. The Records Unit is also responsible for data en-
en-
tigationsUnit (Detectives, Narcotics Officers, School try in PPDS, storage and release of property, and the
Resource Officer, Gang Officer, Youth Services Officer), preservation of evidence.
Training/Accreditation Unit, and Crime Analyst. A Cap-
tain is the Support Services Commander. This position
is currently vacant and will be filled during this fiscal year.
74
Police Support Services
Budget Unit: 1130
The Training/Accreditation Coordinator is responsible The Detective Unit coordinated the installation of
for the coordination of all training in the Police Depart- new software and training for all detectives, super-
ment. Training is coordinated with outside sources as visors, and several patrol officers, which allows them
well as the in-service training for Police personnel. The access to the Oregon State Intelligence Network
accreditation process requires on-going maintenance and (OSI This network is administered by the Or-
periodic recertification. Additionally, the Training Co- egon Department of Justice. As a regional informa-
ordinator is responsible for writing and managing grants tion sharing network, it allows the Department to
received by the Department. access critical investigative information at worksta-
tions, which will increase investigative effectiveness.
Seventy-two percent of the materials and services bud-
get of this Division is dedicated to the provision of dis- Detectives have become an integral part in the col-
patch services through the Washington County Consoli- laborative effort with the District Attorney's Office
dated Communications Agency (WCCCA). These and the Tri-county Sexual Assault Taskforce (SARI)
A funds include the pass through of State 9-1-1 tax funds, to prepare protocol which will standardize the sys-
as well as the additional costs for dispatch services pro- tem-wide response to investigations of violent rapes
vided by WCCCA. WCCCA costs are slated to in- or abuses. This group will also provide training to
crease this fiscal year by approximately 10%. law enforcement officers as part of their charter.
FY 2003-04 Accomplishments The Detective and Youth Services Units have taken
on in the last calendar year 651 new felony or child
• Completion of a complex and lengthy homicide in- abuse related case assignments, made 144 arrests
vestigation which occurred in January 2003. This for crimes ranging from murder, sexual assault, and
case is pending trial. child abuse, down to curfew violations. In the pro-
cess they wrote 1,316 reports and cleared 340
• Successful narcotics investigation regarding Tar cases.
Heroin in the Metro area with ties to the City of
Tigard led investigators to numerous arrests and the Continued high level of accurate case entry into the
seizure of nearly $200,000. Portland Police Data System (PPDS). This is espe-
• Established the first Tigard Youth Academy taught cially important at this time due to Oregon Uniform
at the Tigard middle schools. Crime Statistics not being provided to police agen-
cies by the Law Enforcement Data System due to
• A successful curfew/minor in possession of alcohol budget cuts at the State level. Local police agencies
and tobacco project resulted in five arrests and over now need to compile their own statistics out of PPDS
60 contacts. School Resource Officers worked in for use in the budget process as well as for perfor-
conjunction with the school district resulting in a mance measures. There are now twelve Portland
major decrease in alcohol and tobacco possession area police agencies entering data into PPDS and
cases. As one school administrator put it "it's like sharing that valuable information.
the word got out because we aren't seeing it nearly
as much as last year." Property/Evidence has perfected a procedure for
• handling digital photographs as evidence. An audit
~ Two Homeland Security Grants were
awardedallowing the purchase and distribution of of the drug evidence resulted in destruction of hun-
equipment such as gas masks and protective cloth- dreds of property items per statute of limitations and
ing for all sworn personnel in the event of Weapons court orders. The unit is continuing to clear old cases
of Mass Destruction (WMD) events. Basic aware- as time permits and to reduce storage space required
ness training has been conducted for all department for property/evidence.
personnel who may respond to a WMD event.
4
75
Police Support Services
Budget Unit: 1130
• Analysis was performed regarding comparison of Add a fifth week to summer camps.
workload to overtime expended during the last fis-
cal year in order to confirm that resources are being Develop a senior mentor program for Peer Court,
deployed in the most effective and efficient way. using the older students to train younger students.
• The Crime Analyst successfully minimized database Expand the Peer Court program to accommodate a
management time by performing a much needed greater number of eligible clients.
consolidation of the comprehensive database
backend. Training:
• Completed research into the equipment and soft- Implement intermediate and advanced level training
ware needs for the complete replacement of Mobile for Mobile Response Teams and specialized units
Data Terminals in the patrol fleet. within the department to respond to WMD events.
Additionally, use grant funds to purchase new radio
• Created several different variations of crime maps and mobile data systems.
that will be essential in the process of analyzing and
configuring the redistricting of the City. Creation of training attendee evaluation farm and
process to evaluate the effectiveness and relevancy
• Assigned an investigator to the Regional Organized of training that is hosted by the Police Department.
Crime and Narcotics (ROCN) Task Force.
• Conduct training needs assessment for the Depart-
Assigned a liaison to the County Fraud and Identity ment to reduce liability and improve officer safety.
Theft Enforcement Task Force (FITE).
• Conduct training satisfaction survey to determine
• Training accommodated and mitigated the OSHA quality of training coordination within the Depart-
lead and noise exposure requirements. ment.
FY 2004-05 Goals and Objectives • Identify specialized training needs for specific work
groups.
Criminal Investigations Unit:
• Identify and implement career development training
• Coordinate information and case assignment flow to prepare Department personnel for the future.
with the WIN and ROCN task force groups to
ensure drug cases in Tigard are being properly . Host outside training at the Tigard Police Depart-
assigned for follow-up. ment to improve inter-agency relationships and ob-
fainfree training opportunities.
• Work with new technology that will assist investiga-
tors in networking with other agencies in developing . Draft monthly training topics to be taught at brief-
cases that cross jurisdictional boundaries. ings by Department personnel having specialized
training.
• Complete officer applicant background investiga-
tions without adversely affecting the Detective Unit Records:
effectiveness.
• Maintain the Portland Police Data System (PPDS)
• Maintain high clearance rates for crimes and recov- entry. Maintain a 48 hour data entry level.
ered property.
76
Police Support Services
Budget Unit: 1130
• Archive old case files per Oregon State Retention • Facilitate the replacement ofmobile data computers
Schedule. effectively and efficiently with minimal to no disrup-
tion in Patrol.
• Provide best customer service to the public and other
agencies. • Implement a patrol performance measurement sys-
tem for supervisors.
• Maintain confidentiality of sensitive reports per
Oregon Public Records Law. • Integrate a crime information/pc skills component
into the Field Training Officer program.
• Ensure that the Youth Services Officer receives cop-
ies of all juvenile cases, whether handled by Peer • Train supervisors to fully use the existing automated
Court, Municipal Court, or Washington County crime analysis skills.
Juvenile Court. Due to the State budget cuts, the
statistics for juvenile crimes are not available to • Provide remote report writing capabilities to Patrol.
local police agencies; therefore, Tigard needs to keep
its own statistics forjuveniles. Communication Elements
• Provide updated training for Portland Police Data The Tigard Police Department website includes media
System and the Law Enforcement Data System. releases. In addition, web pages help educate and
inform Tigard residents on various elements of personal
• Dispose of older property/evidence. and home safety. The information page on the Citizen's
Police Academy offers an application on-line. Informa-
• Maintain the chain of custody for all evidence. tion is also presented on how to report requests for traf-
fic related problems in neighborhoods. The Department
• Implement a new bar code system connected to a also contributes articles to the Cityscape newsletter.
new property/evidence data base. System to be
integrated with the new Mobile Data Computers in Requests for public assistance, information regarding
the patrol cars to allow Property Evidence Reports police activity, crimes, or wanted persons will appear in
to be generated by officer in the field. It is possible local printed media, television, and radio spots. In
that new report writing software may be needed. addition, local cable access segments will also be used
in educational formats.
• Create or redesign the evidence tracking system to
allow for accurate auditing of property/evidence.
• Purchase a new storage system for long guns.
Crime Analysis:
• Produce crime maps which will aid in directed
patrols, community policing assignments, and
administrative crime analysis.
1
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•
•
Police Support Services •
Budget Unit: 1130 -
•
WORKLOAD MEASURES •
2001/02 2002/03 2003/04 2004/05
Number of cases assigned for follow-up 440 445 655 725
Number of cases cleared 264 300 341 380
Number of reports processed 9,200 9,300 7,500 8,000
Number of training requests processed 105 120 190 200
Number of classes sponsored 3 3 3 5
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Assigned cases cleared >60% 67% 52% 52%
Department staff rating training support
as good or excellent >85% >85% 98% 98%
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
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
Police Officer 10.00 11.00 11.00 11.00
Police Records Supervisor 1.00 1.00 1.00 1.00
Police Systems Specialist 0.00 0.00 1.00 1.00
Program Manager 1.00 0.00 0.00 0.00
Property/Evidence Clerk 2.00 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
Total 25.00 25.00 26.00 26.00
78
)
Police Support Services
Budget Unit: 1130
}
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 25.00 25.00 26.00 26.00 26.00 26.00
Wages $1,278,203 $1,274,531 $1,268,917 $1,392,324 $1,392,324 $1,392,324
} Overtime 105,620 109,125 57,890 108,000 98,000 98,000
Benefits 438,297 512,647 562,868 619,602 617,875 617,875
Total Personal Services $1,822,120 $1,896,303 $1,889,675 $2,119,926 $2,108,199 $2,108,199
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 497,760 536,868 626,261 669,191 669,191 669,191
Repair & Maintenance 18,981 14,966 18,820 20,825 20,825 20,825
Miscellaneous Expense 50,959 51,900 46,861 45,495 45,495 45,495
Small Tools & Equipment 8,992 19,281 5,125 15,125 15,125 15,125
Office Supplies 43,421 32,131 37,054 41,318 41,318 41,318
Advertising & Publicity 2,254 748 1,081 1,081 1,081 1,081
Fees/Dues/Subscriptions 804 781 700 12,880 12,880 12,880
Travel & Training 25,786 17,667 10,775 26,440 26,440 26,440
Fuel Expenses 7,090 9,462 9,334 8,750 8,750 8,750
Computer Software 40 0 0 0 0 0
Rents & Leases 31,918 29,321 37,770 24,300 24,300 24,300
Utilities 3,995 3,968 4,220 4,500 4,500 4,500
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $692,000 $717,093 $798,001 $869,905 $869,905 $869,905
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 9,023 0 0 0 0 0
Total Capital Outlay $9,023 $0 $0 $0 $0 $0
Total Budget Unit $2,523,143 $2,613,396 $2,687,676 $2,989,831 $2,978,104 $2,978,104
1
1
79
i
•
•
•
•
•
•
•
LIBRARY
•
Technical
Administration Services
Readers' Circulation
Services
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002103 2003104 2004105 2004105 2004105
# Positions 30.70 30.65 28.90 33.20 33.20 33.20
Personal Services $1,500,539 $1,523,269 $1,671,491 $1,896,291 $1,896,993 $1,896,993
Materials & Services 352,529 349,354 364,391 424,432 425,288 425,288
8,390 0 0 0 0 0
Capital Outlay
Total Library - by Category $1,861,458 $1,872,623 $2,035,882 $2,320,723 $2,322,281 $2,322,281
Budget by Division
Library Administration $253,953 $272,831 $299,787 $314,269 $314,269 $314,269 1
Reader's Services 820,836 741,234 828,904 950,543 963,617 963,617
Technical Services 272,821 284,746 291,781 321,122 316,462 316,462
Circulation 513,848 573,812 615,410 734,789 727,933 727,933
Total Library - by Division $1,861,458 $1,872,623 $2,035,882 $2,320,723 $2,322,281 $2,322,281
Budget by Fund
General Fund $1,861,458 $1,872,623 $2,035,882 $2,320,723 $2,322,281 $2,322,281
Total Library - by Fund $1,861,458 $1,872,623 $2,035,882 $2,320,723 $2,322,281 $2,322,281
80
1
Library Administration
Budget Unit: 1410
Program Results the budget process, the Budget Committee approved
additional funding for the first three months of -
• The Library meets the information, education, and
operation of the new Library. The additional fund-
cultural needs ofthe community. ing will be used to hire temporary staff to maintain
• The Library has adequate space for programs and the 54 hours per week open hours.
services. In November, it will be known whether or not
WCCLS will be submitting an operational levy to
• Adequate funding is available for Library programs the voters or if the City has obtained a new revenue
and services. source. Depending on the outcome, Library hours
• The Tigard community has a high degree of aware- maybe reduced to 50 hours per week.
ness of library programs and services. . Minimal or no increase in the number of children's
• Internal and external customers receive accurate and story times currently.
timely service.
Offered minimal increase in the number of new
Program Description books, CDs, and movies purchased, resulting in
longer waits for patrons.
The Tigard Public Library acquires, organizes, and pro- •
Fewer number of new Internet stations than planned
vides customer assistance in accessing materials, data, for the new facility, resulting in longer waits for
and services to meet the informational, educational, cul- patrons.
tural, and recreational needs of the community.
As a result of the failure of the Washington County FY 2003-04 Accomplishments
Cooperative Library Service (WCCLS) levy in Novem- The successful construction of anew 47,500 square-
ber of 2002, the Library reduced open hours of opera- foot library for the community. The project remained on
tion by 8.5 hours per week for all of FY 2003-04. In schedule and within budget.
addition, the Library reduced programs offered to the
community and the staffing levels at the public service . Construction of the new Library began in July of
desks. In May of 2004, WCCLS placed before the 2003.
voters a countywide operational levy for library services.
Although the measure received a majority of votes in . A webcam was installed at the new Library site to
favor, the levy failed as the majority of voters did not provide online construction updates.
participate in the election. The budget for FY 2004-
2005 is conservative due to the reduction in revenues . A video highlighting the construction ofthe new
from WCCLS and the failure of the levy. Library was produced.
Due to the limited funding for Library operations, the . A comprehensive public information and participa-
following are the likely impacts to the service level at the
tion campaign continued throughout the construc-
Tigard Public Library: tion proj ect to provide the latest information about
the construction of the new Library to the commu-
• Open hours will be further reduced to approximately
54 hours per week until November 2004. During
i 81
•
Library Administration
Budget Unit: 1410
Communication Elements )
• The Library conducted a patron survey to deter-
mine the Library services most valued by the com- • Council meetings
munity. • Focus on Tigard
• Cityscape 7
• A vendor for the coffee bar for the new Library was • Webpage )
selected. • Monthly department staff meetings
• TVTV Bulletin Board
• The New Tigard Library Public Arts Committee • Webcam )
selected public art for the new Library. • E-mail to Citizens-regular updates regarding the new
Library construction project
• The Library Foundation initiated the "Bricks for • Citywide All Employee Meetings
Books" campaign. • Press releases and other communications with the me-
dia
• The Friends of the Library held three highly suc- • Public presentations to various civic organizations and
cessful book sales to benefit the new Library. community groups
• Annual Patron Survey
• The Library continues to develop new jobs for vol- . Posters, brochures, flyers
unteers. Currently volunteers now perform over 50 )
different tasks ranging from shelving to teaching )
basic computer skills.
FY 2004-05 Goals and Objectives
• Implement the staffing plan for the new Library to
insure the public receives adequate service delivery.
• Continue to work with the Library Foundation and
the Friends of the Library to generate revenue to
support programs in the new Library.
• With citizen participation, update the 5 year strate-
gic plan for Library services. )
1
82 1
1
1
Library Administration
Budget Unit: 1410
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Population served (includes non-City
residents) 54,589 55,681 64,898 68,143
Annual visits 255,178 260,282 309,731 340,704
Number of volunteer hours per year 11,711 12,062 13,455 14,128
Value of-volunteer hours $180,649 $185,754 $201,283 $205,309
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Patrons who rate overall Library
service as good or excellent 80% 82% 84% 86%
Volunteers rating their experience at
the Library as satisfying 85% 87% 89% 91%
Staff rating volunteers as critical to
the success of the Library 90% 92% 94% 95%
Increase in annual circulation N/A 2% 7% 20%
J
Weekly open hours 69 69 60.5 50.5
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
l
Library Director 1.00 1.00 1.00 1.00
Senior Administrative Specialist 1.00 1.00 1.00 1.00
Senior Management Analyst 0.50 0.25 0.50 0.50
Volunteer Coordinator 0.70 0.70 0.70 0.80
Total 3.20 2.95 3.20 3.30
83
i
•
Library Administration i.
Budget Unit: 1410
Actual Actual Revised Proposed Approved Adopted )
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004105 )
Personal Services
Positions 3.20 2.95 3.20 3.30 3.30 3.30
Wages $159,778 $180,521 $189,137 $193,233 $193,233 $193,233
Overtime 0 0 0 0 0 0 )
Benefits 49,480 57,850 61,876 64,728 64,728 64,728
Total Personal Services $209,258 $238,371 $251,013 $257,961 $257,961 $257,961
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0 )
Prof. & Contract Services 2,815 4,119 568 2,100 2,100 2,100
Repair & Maintenance 2,975 3,487 3,710 5,280 5,280 5,280
Miscellaneous Expense 2,707 3,888 2,905 2,386 2,386 2,386
Small Tools & Equipment 0 0 0 800 800 800 j
Office Supplies 31,301 17,014 25,458 29,950 29,950 29,950 )
Advertising & Publicity 370 1,418 1,175 1,485 1,485 1,485
Fees/Dues/Subscriptions 1,653 1,082 980 1,330 1,330 1,330 )
Travel & Training 691 1,184 11,576 6,710 6,710 6,710 )
Fuel Expenses 0 0 0 0 0 0
Computer Software 150 80 167 167 167 167
Rents & Leases 2,033 2,186 2,235 6,000 6,000 6,000
Utilities 0 2 0 100 100 100 )
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0 )
Total Materials & Services $44,695 $34,460 $48,774 $56,308 $56,308 $56,308
J
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0 j
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 0 0 0 0 0 1
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 $253,953 $272,831 $299,787 $314,269 $314,269 $314,269
)
1
84
1
Library Readers' Services
Budget Unit: 1420
Program Results
• Patrons will receive accurate, timely, and courteous • Provided an exciting reading incentive for adults with
reference service. a newAdult Reading Program format.
~ Patrons will be assisted in the basic use of library Reference staff provided answers for over 60,000
materials in all formats, including electronic questions.
resources.
• Developed an Opening Day collection to accom-
• Through conscientious and responsive selection, modate the increased space in the new Library.
patrons will be provided with materials that reflect
their needs and interests. FY 2004-05 Goals and Objectives
• Programs that meet the needs and interests of adult • Maintain service levels at the Reference Desk.
and juvenile library patrons will be provided.
• Maintain Youth Services programming in the form
} Program Description of lap-sit story hours for babies and parents, PJ Story
Hours for families, and Toddler craft times.
Readers' Services Division is responsible for selecting
and managing all Library materials, providing profes- • Continue work on the development of a 5-year col-
sional assistance using the Library's collections and elec- lection development plan while implementing
1 tronic resources, accessing additional resources through increased purchasing power for the new, larger
interlibrary loan and providing children's, young adult, Library.
adult, and intergenerational programming to enhance life-
longlearning and recreational experiences. Provide computer skills classes for adults such as
~ Elementary E-mail, Using the Library Online Cata-
Due to the failure of the WCCLS levy in May 2004, a log, and navigating Office Suite software.
conservative budget has been adopted for the Library
over-all. For the Readers' Services Division, this will • Investigate the introduction of online (e-mail) refer-
mean a reduction in service levels due to reduced ser- ence service.
vice hours, a longer wait for patrons for answers to ref-
erence questions due to inadequate staffing, and fewer Communication Elements
programs provided for both children and adults than
originally planned for the new Library. The overall goal • Press releases to the Oregonian and Tigard Times.
of the Readers' Service Division will be to maintain ser-
vice levels appropriate to the smaller Library while oc- • Focus on Tigard announcements.
cupying the larger facility.
• Articles and announcements through the Cityscape
FY 2003-04 Accomplishments Newsletter.
• Continued staffing, materials collections, and pro- • Flyers and posters in the Library.
gram planning for the move to the new Library.
• Packets sent home with children regarding regular
• Revitalized the Paj aura Story Hour for children and and special programming.
their families.
85
Library Readers' Services
Budget Unit: -1420
WORKLOAD MEASURES )
2001/02 2002/03 2003/04 2004/05 )
Service interactions 43,100 43,200 55,044 63,301 )
Interlibrary loan transactions 950 1,000 1,000 1,010
Children's programs 205 210 205 236 1
Children's programs attendance 8,300 8,500 8,300 9,545
}
Participants in summer reading 976 1,146 1,261 1,387
YoungAdult programs 39 45 35 39
Young Adult programs attendance 945 800 630 693 )
Contacts with children in school and
childcare 4,731 5,225 5,486 6,035
Adult programs 39 38 30 33
Adult programs attendance 1,000 1,050 960 1,008
Computer classes 200 200 50 75
)
Computer class attendance 600 600 150 225 )
1
Internet use 42,000 44,000 60,000 84,000 )
1
86
1
1
Library Readers' Services
Budget Unit: 1420
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Increase in service interactions .2% 2% 27% 15%
Increase in internet usage 6% 5% 36% 45%
Increase in people taking computer
classes at the Library 60% 0% 75% 50%
Increase in Youth program
attendance 2% 5% 2% 10%
Increase in Adult program
attendance 18% 5% 8% 2%
Increase in Summer Reading
program participation 10% 2% 10% 5%
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
Librarian 3.60 4.30 3.20 4.70
LibraryAssistant 0.00 0.50 0.00 0.00
Library Division Manager 1.00 1.00 1.00 1.00
Library Services Supervisor 0.00 0.00 1.00 1.00
Readers' Services Specialist 3.00 3.00 1.00 0.00
Senior Librarian 0.00 0.00 1.00 2.00
Senior Library Assistant 2.50 1.50 1.50 1.50
Total 10.10 10.30 8.70 10.20
1
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' 87
Library Readers' Services
Budget Unit: 1420 )
Actual Actual Revised Proposed Approved Adopted )
Description 2001/02 2002/03 2003/04 2004105 2004/05 2004/05 )
Personal Services
Positions 10.10 10.30 8.70 10.20 10.20 10.20
Wages $421,822 $352,734 $414,606 $465,989 $477,999 $477,999 )
Overtime 0 0 0 0 0 0
Benefits 122,989 105,308 137,634 166,869 167,933 167,933
Total Personal Services $544,811 $458,042 $552,240 $632,858 $645,932 $645,932
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 7,117 12,358 15,307 12,438 12,438 12,438
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 12,337 12,767 7,389 5,048 5,048 5,048
Small Tools & Equipment 0 0 0 0 0 0 )
Office Supplies 17,177 5,059 5,259 3,194 3,194 3,194
Advertising & Publicity 2,119 2,986 3,600 3,450 3,450 3,450
Fees/Dues/Subscriptions 1,978 2,566 2,235 2,105 2,105 2,105
Travel & Training 2,690 539 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 0 0 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 232,607 246,917 242,874 291,450 291,450 291,450
Total Materials & Services $276,025 $283,192 $276,664 $317,685 $317,685 $317,685
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
1
Total Capital Outlay $0 $0 $0 $0 $0 $0
Total Budget Unit $820,836 $741,234 $828,904 $950,543 $963,617 $963,617 )
1
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Library Technical Services
Budget Unit: 1430
Program Results FY 2004-05 Goals and Objectives
• Library materials are made available quickly and . Re-catalog materials to accurately reflect collection
efficiently. type and locations in new Library.
• Library materials are easily accessible through useful . Improve quality of bibliographic records added to
and accurate cataloging and processing. catalog.
a Program Description • Maintain average cataloging/processing time for new
~ materials at 30 days or less.
The Technical Services Division orders, receives, cata-
logs, and processes library materials, maintains the . Maintain average time for placement of orders at 5
Library's holdings information in the county-wide shared days or less.
a catalog, and mends damaged materials.
• Implement move to new Library with minimum
The Division's effectiveness in meeting its program disruption of service.
results is dependent on maintaining the ratio between
the amount ofnew library materials ordered and the num- Communication Elements
ber of Division staff available to process them. In FY
2004-2005, the library materials budget will increase . E-mail
> by 20%, while the Technical Services Division staffing . Monthly Division report to Director
level will increase only 14%. This increased workload . Monthly staffmeeting
per staff person may result in decreased effectiveness as
seen in the increased time it will take to order and pro-
cess new materials. While output will increase, it will not
increase enough to keep up with the input of materials.
FY 2003-04 Accomplishments
J In 2003, Technical Services Division staffplaced orders
for over 11,750 new library materials, including books,
} videocassettes and DVDs, compact discs, books on
tape, and books on CD. Approximately 16,000 new
items were added to the collection, including 960 dona-
tions and 4,000 magazines. Volunteers and staff deleted
and withdrew 16,900 items from the WILInet catalog
and mended 900 books. Division goals for time to place
new orders (5 days) and for cataloging and processing
time (30 days) were met and exceeded, with an average
annual ordering time of 1 day and an average cataloging
and processing time of 28 days.
89
Library Technical Services
Budget Unit: 1430 -
WORKLOAD MEASURES
.I
2001/02 2002/03 2003/04 2004/05
Orders placed 11,200 11,200 13,000 14,950
Orders received 12,800 12,800 14,500 16,675 )
New titles added to catalog 6,900 6,900 5,000 6,450 )
New items added 19,000 18,500 17,000 19,550
(includes periodicals and donations)
Materials withdrawn 13,000 13,000 1,600 9,000
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Average number of days between orders
being submitted and being placed 2 2 2 5
Average number of days between order
being received and item being
ready for circulation 30 21 30 33
'
Staff rating services provided by
Technical Services as good or
excellent 85% 95% 100% 100%
FULL-TIME EQUIVALENT POSITIONS >
2001/02 2002/03 2003/04 2004/05 )
LibraryAide 0.00 0.00 0.00 0.50
Library Assistant 1.20 1.20 1.00 1.20
Senior Library Assistant 2.00 2.00 2.00 2.00
Technical Services Coordinator 1.00 1.00 1.00 1.00
Technical Services Specialist 1.00 1.00 1.00 1.00
Total 5.20 5.20 5.00 5.70
90 )
1
Library Technical Services
Budget Unit: 1430
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
1
Personal Services
Positions 5.20 5.20 5.00 5.70 5.70 5.70
Wages $197,436 $204,630 $205,323 $226,276 $222,376 $222,376
Overtime 0 0 0 0 0 0
. Benefits 55,795 62,295 66,104 73,886 73,126 73,126
Total Personal Services $253,231 $266,925 $271,427 $300,162 $295,502 $295,502
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 5,331 8,375 8,019 10,448 10,448 10,448
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 0 25 48 37 37 37
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 12,850 9,094 11,912 10,100 10,100 10,100
Advertising & Publicity 0 0 300 300 300 300
Fees/Dues/Subscriptions 404 238 75 75 75 75
' Travel & Training 457 65 0 0 0 0
Fuel Expenses 0 0 0 0 0 0
Computer Software 500 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 48 24 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $19,590 $17,821 $20,354 $20,960 $20,960 $20,960
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? 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 $272,821 $284,746 $291,781 $321,122 $316,462 $316,462
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Library Circulation
Budget Unit: 1440 .
Program Results FY 2003-04 Accomplishments
• Patrons receive library materials in a timely and • Circulation staffwas actively involved in library-wide )
accurate manner. efforts to implement and promote library programs.
• Patrons are self-sufficient in skills necessary to find • Expanded an on-going training program for check-
and evaluate and use all types of information. in and shelving staff and volunteers taught by Circu-
lation staff.
• Patrons receive accurate information about using the
Library. Managed an increased number of checkouts, check-
ins, and intra-library materials.
• Patrons will be able to access library materials eas-
ily through accurate and timely checking and shelv- . Decreased open hours resulted in more frequent lines
at the checkout desk; however Circulation staff was
' able to provide library patrons with courteous,
Program Description accurate, and efficient customer service.
The Circulation Division ofthe Library is responsible for FY 2004-05 Goals and Objectives
checking materials in and out, answering users' ques- . Maintain pace with technological advances; replac- j
tions about library facilities and programs, renewing and ing existing equipment as necessary. J~
shelving all library materials, collecting fines, issuing new
library cards, reconciling patron records, and answering . Continue to evaluate efficient use of available
general questions. Circulation staff tracks down and staff and space, acknowledging the changing staff-
retrieves lost and missing items and maintains accurate ing needs in the new building.
patron records on WILInet, the countywide library da-
tabase. Circulation staff is also responsible for the pro- . Provide excellent customer service by adapting best 1
cessing of patrons' reserves. practices in library circulation service.
The Circulation Desk is often the patron's first and last Implement staffing plan for new Library.
contact with library staff. Strong customer service is a
vital aspect of Circulation operations. Circulation staff Plan for move to new Library with minimum disrup- 1
promotes library programs verbally and by distributing tion.
written materials. Circulation staff is often involved in
helping patrons learn how to use the WILInet comput- Communication Elements
ers to place holds and use the self-checkout machine.
• Direct person-to-person communication to Library
Due to the failure of the WCCLS levy in May 2004, a patrons.
conservative budget has been adopted for the Library over-all For the Circulation Division, this will mean a Fliers, bookmarks, brochures, signs, and other pro-
reduction in service levels due to reduced service hours, motional items regarding library activities.
a longer wait for patrons for checkout, renewal, new . Regular meetings, e-mail, and memos. ?
cards, and access to returned materials on the shelves.
The overall goal of the Circulation Division will be to . Cityscape articles. 1
maintain service levels appropriate to the smaller library
while occupying the larger facility. Website.
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Library Circulation
Budget Unit: 1440
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Materials checked out per year 655,000 684,475 685,000 890,500
Materials checked in per year 864,600 903,507 582,250 756,925
Materials renewed per week 2,140 2,238 2,400 3,886
Materials checked out per week
on self-checkout 1,260 1,974 1,975 3,425
Materials shelved per week 16,627 17,375 11,197 14,556
Library cards issued per week 68 72 72 100
Intralibrary loans per week (crates) 90 100 110 150
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
J
Materials checked out on
self-checkout machine 10% 15% 10% 20%
1 Materials returned to shelf in
24 hours 55% 60% 50% 30%
New library cards entered into
computer error free 48% 70% 53% 70%
Library patrons who rated service
received as "good" or "excellent"
at the Check Out Counter 90% 91% 91% 85%
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Library Circulation
Budget Unit: 1440
FULL-TIME EQUIVALENT POSITIONS j
2001/02 2002/03 2003/04 2004/05
Circulation Supervisor 2.00 2.00 2.00 2.00
LibraryAide 0.00 0.00 0.00 2.00
Library Assistant 7.80 7.80 7.60 7.60
Library Division Manager 1.00 1.00 1.00 1.00
Senior Library Assistant 1.40 1.40 1.40 1.40
Total 12.20 12.20 12.00 14.00
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Library Circulation
Budget Unit: 1440
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 12.20 12.20 12.00 14.00 14.00 14.00
Wages $382,141 $416,297 $442,525 $510,105 $504,542 $504,542
Overtime 872 814 984 1,195 1,195 1,195
Benefits 110,226 142,820 153,302 194,010 191,861 191,861
Total Personal Services $493,239 $559,931 $596,811 $705,310 $697,598 $697,598
Materials & Services
w Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 249 0 5,400 4,875 4,875 4,875
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 0 104 252 315 315 315
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 1,490 1,295 1,260 1,260 1,260 1,260
Advertising & Publicity 0 328 1,040 1,800 1,800 1,800
Fees/Dues/Subscriptions 165 80 75 85 85 85
Travel & Training 1,739 621 0 0 0 0
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 8,576 11,453 10,572 21,144 22,000 22,000
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 $12,219 $13,881 $18,599 $29,479 $30,335 $30,335
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 8,390 0 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
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Total Capital Outlay $8,390 $0 $0 $0 $0 $0
Total Budget Unit $513,848 $573,812 $615,410 $734,789 $727,933 $727,933
95
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 Budget. Community Event requests are reviewed informally by the Council. The Budget presents the
results ofboth reviews.
Actual Actual Revised Proposed Approved Adopted
2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
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
Community Partners for Affordable Housing 8,000 2,892 2,108 0 0 0
Domestic Violence Center 4,000 5,000 5,000 5,000 5,000 5,000
Good Neighbor Center 10,000 10,000 10,000 10,000 10,000 10,000
Housing Program "Emergency Fund" 0 0 10,000 10,000 10,000 10,000 w
Learning Adventures 0 250 0 0 0 0
Loaves & Fishes - Senior Center 20,000 20,000 20,000 20,000 20,000 20,000
Luke Dorf Inc. 7,500 15,000 15,000 15,000 15,000 15,000
Neighborshare (CAO) 15,000 15,000 15,000 15,000 15,000 15,000
Rebuilding Together Washington County 3,000 3,000 3,000 2,000 2,000 2,000
Sexual Assault Resource Center 3,000 4,000 4,000 4,000 4,000 4,000
Tualatin Valley Centers 18,000 15,000 7,822 8,000 8,000 8,000
Vision Action Network 0 0 2,000 2,000 2,000 2,000
Total Social Services $89,600 $91,242 $105,030 $102,100 $102,100 $102,100
Art Resources of Tigard $0 $3,750 $0 $0 $0 $0
Atfalati Recreation Dist./Tigard Recreation Assoc. 0 0 5,000 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 Park 0 0 400 450 450 450
Festival of Balloons 10,000 0 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 5,000 5,000 5,000 5,000 5,000 5,000
Tigard High Drug & Alcohol Free Grad. Celebration 0 750 1,000 2,000 2,000 2,000
Tigard 40th Birthday 1,953 0 0 0 0 0
Tualatin River Keepers 2,000 2,000 2,000 2,500 2,500 2,500
Tualatin Valley Community Band 1,850 1,850 1,850 2,000 2,000 2,000
Total Arts/Events $38,303 $30,850 $42,750 $44,450 $44,450 $44,450
Total Requests Granted $127,903 $122,092 $147,780 $146,550 $146,550 $146,550
The Budget Committee policy is to set total events and social service appropriations at. 5% of the prior year's
operating budget. The policy limit for FY 2004-05 was $135,645. 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.
96 )
Social Services and Community Events
Budget Unit: 1500
The City received over $150,000 in grant requests for community events and social services for FY 2004-05.
1 The Proposed Budget includes a total of $126,550 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 community events. These in-kind services are
budgeted in departmental budgets and are estimated to cost about $200,000 per year.
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city of Tigard, Oregon
PUBLIC WORKS PROGRAM
Organization Chart Expenditure/FTE Summary 99
® Public Works Administration 101
Parks & Grounds 107
Sanitary Sewer 112
Storm Sewer 116
Street Maintenance 121
r Fleet Maintenance 125
Property Management 128
r
Water .......................................................................................................132
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City of Tigard, Oregon
•
PUBLIC
WORKS
Administration Fleet
Maintenance
Sanitary Sewer Property
Management
Storm Sewer Parks and
Grounds
Street Water
Maintenance
A
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98
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 2004-05 Budget for the Department is up 15.7% from the FY 2003-04 Budget. Staffing levels are up
0.1 FTE overall, though there are additions and deletions in most divisions. Most of the budget for this Depart-
ment 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. Major issues for the De-
partment include the cost of water, parks maintenance, the expansion of the sanitary and storm sewer services
areas under agreement with Clean Water Services, and costs of maintaining the new Tigard Library.
Most of Tigard's water is purchased from the City of Portland. The contract with Portland contains a penalty
clause if Tigard does not purchase a minimum level of water. Tigard has been searching for new sources of
water and recently joined the Joint Water Commission (JWC). This budget balances water purchases from the
JWC and the City of Portland to minimize costs while ensuring a steady supply of water when needed.
A 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 has to carefully balance the increased
maintenance needs of its parks with the available funding.
The largest change in the Public Works Budget arises from the planned expansion of the sanitary and storm
sewer service areas under agreement with Clean Water Services. The budgets for these two divisions are
expected to increase 55% and 99% respectively. The service areas for these services will increase by 53%
effective January 1, 2005. The budget provides additional staffing, operating appropriations, and one-time
equipment purchases to provide these services. In addition, the cost of the annual street sweeping contract is
being switched from the Street Maintenance Division to the Storm Sewer Division. Street sweeping's primary
benefit is in keeping dirt and debris out of the storm sewers.
Finally, the Public Works budget also includes additional appropriations to pay for utility costs (electricity,
natural gas, water, and sewer services) for the new Tigard Library, projected to open in the summer of 2004.
This budget also includes the j anitorial contract for the new building.
This program is funded from a variety of City funds related to each of the service areas within the program.
e
99
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Public Works Program
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004105 2004/05 2004/05
# Positions 64.00 64.70 65.00 65.10 65.10 65.10
Personal Services $3,482,849 $3,725,689 $4,144,882 $4,229,594 $4,229,594 $4,229,594
Materials & Services 4,103,583 4,116,573 4,838,213 6,065,053 6,065,053 6,065,053
Capital Outlay 163,327 159,171 397,000 555,000 555,000 555,000
Total Public Works - by Category $7,749,759 $8,001,433 $9,380,095 $10,849,647 $10,849,647 $10,849,647
Budget by Division
Public Works Administration $434,399 $506,875 $548,657 $619,138 $619,138 $619,138
Parks and Grounds 850,387 837,411 847,806 943,446 943,446 943,446
Sanitary Sewer 377,249 404,924 627,883 975,066 975,066 975,066
Storm Sewer 450,743 492,494 593,025 1,183,088 1,183,088 1,183,088
Street Maintenance 913,049 892,466 1,076,537 844,875 844,875 844,875
Fleet Maintenance 202,947 218,270 231,435 224,672 224,672 224,672
Property Management 495,083 522,485 574,933 817,531 817,531 817,531
Water 4,025,902 4,126,508 4,879,819 5,241,831 5,241,831 5,241,831
Total Public Works - by Division $7,749,759 $8,001,433 $9,380,095 $10,849,647 $10,849,647 $10,849,647
Budget by Fund
General Fund $2,197,835 $2,236,752 $2,473,000 $2,407,459 $2,407,459 $2,407,459
Sanitary Sewer Fund 377,249 404,924 627,883 975,066 975,066 975,066
Storm Sewer Fund 450,743 492,494 593,025 1,183,088 1,183,088 1,183,088
Water Fund 4,025,902 4,126,508 4,879,819 5,241,831 5,241,831 5,241,831
Fleet/Property Management Fund 698,030 740,755 806,368 1,042,203 1,042,203 1,042,203
Total Public Works - by Fund $7,749,759 $8,001,433 $9,380,095 $10,849,647 $10,849,647 $10,849,647
100
Public Works Administration
Budget Unit: 2110
Program Results
• Leadership and management are provided to the Trained City staff to effectively operate the Emer-
Public Works Department in support of the City's gency Operations Center and trained citizen groups
strategic plans/objectives. to be self sufficient for 72-hour emergency prepared-
ness.
• The Public Works Department also serves as the
City's Emergency Manager and training is incorpo- Participated in the Quakex 2003 emergency re-
rated into the City's Emergency Management Plan sponse exercise.
that provides the ability for citizen groups to be self
sufficient for 72 hours following an emergency and • Filled the position of Program Assistant with an em-
City staff is trained to support the City's Emergency ployee that has a strong background in Emergency
Operations Center. Management.
Program Description • Represented Tigard in regional water provider meet-
ings in an attempt to obtain a long term source of
The Public Works Department maintains and operates water for Tigard.
all of the City's major infrastructure systems: parks,
streets, sanitary sewers, storm sewers, water system, • Conducted negotiations with the City of Portland
facilities, and fleet. The Public Works Director reports for a wholesale water rate.
to the City Manager.
• Gained membership in the Joint Water Commission.
• Maintenance operations of sanitary sewer and storm
drainage systems are funded by the collection of • Supported the City's partnership with the City of
sewer and storm drainage charges. Samarinda, Indonesia through the USAID-funded Q
International City Manager Association's Resource
• Street maintenance is funded by a combination of Cities program.
gas taxes and General Fund.
• Increased participation in citywide programs such
• Park maintenance is primarily funded by property as the volunteer program and Bull Mountain Task
taxes. Force.
• Fleet and Property Management activities are funded • Successfully re-organized the Administration divi- )
through charges to City operations. sion structure and staff assignments to create a more
effective team, including the addition of .25 FTE for
• Water system maintenance and operations are funded communications/public information duties.
primarily by water sales.
FY 2004-05 Goals and Objectives
FY 2003-04 Accomplishments
• Provide staff support and resources to enable each
• Provided staff support and resources to enable each Division to meet its objectives.
Public Works Division to meet its objectives.
• Oversee the preparation and implementation of Di-
• Oversaw the preparation and implementation of Di- visions' budgets.
visions' budgets.
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Public Works Administration
Budget Unit: 2110
1
• The City's Emergency Management Plan will include 2 Targeted Mailings (Spring/Summer and Fall/Wm-
training of staffto effectively operate the Emergency ter recommendations)
Operations Center, training citizen groups to be self
sufficient for 72-hour emergency preparedness, and Parks Division
training citizens in the Community Emergency • 2 Lobby Displays (i.e. CIP projects; on-line reser-
Response Team (CERT) program. vations)
• 4 Cable TV Bulletin Boards (i.e. park announce-
Support the City's partnership with the cities of ments)
Samarinda and Balikpapan, Indonesia through the • 6 Press Releases (i.e. awards; park announcements;
USAID-funded International City Manager on-line services)
Association's Resource Cities program. • 12* Cityscape Articles (i.e. awards; park announce-
ments; on-line services)
• Administer a customer service satisfaction survey • 12 Web Page Announcements (i.e. awards; CIP
for all Public Works divisions. projects; park announcements; on-line services)
• 12 Council Presentations (i.e. CIP; on-line services;
• Coordinate a more Public Works-specific volunteer contracts; equipment)
program. • 12* Focus on Tigard Announcements (i.e. awards;
CIP projects; park announcements; on-line services)
Communication Elements • 12 Community Connector Announcements (i.e.
park announcements; volunteer activities)
The Public Works Department has recently dedicated
staffto department communications and public informa- Storm/Wastewater Division
tion. In addition to each Division's communication ele- • 4 Cable TV Bulletin Boards (i.e. leaf collection
ment shown in their respective narratives, the following event)
is a comprehensive list of departmental communication • 5 Press Releases (i.e. catch basins; flooding)
elements. • 12 Cityscape Articles* (i.e. West Nile Virus; sand-
bagging)
Administration Division (Emergency Mgmt., Safety, • 9 Web Page Announcements (i.e. West Nile Virus;
Training) volunteer events)
• 2 Lobby Displays (Spring/Summer and Fall/Winter • 1 Council Presentation (i.e. contract; equipment
recommendations) purchase)
• 4 Cable TV Bulletin Boards (public education op- • 12 Focus on Tigard Announcements* (i.e. volun-
portunities) teer events; catch basins)
• 8 Press Releases (announcements and educational • 12 Community Connectors Announcements (i.e.
opportunities) events; flooding; sand-bagging)
• 6 Cityscape Articles (program background, an-
nouncements, and recommendations) Streets Division
• 12 Web Page Announcements (program back- 4 Press Releases (sanding; street sweeping)
ground, announcements, and recommendations) 12 Cityscape Articles* (i.e. volunteer events; pot-
0 4 Council Presentations (program background and holes)
status) 5 Web Page Announcements (i.e. street lights;
• 4 Presentations to the Community (program aware- street hazards)
ness and education) 1 Council Presentation (i.e. contract; equipment
• 4 Focus on Tigard Announcements (program sta- purchase)
tus) 12 Focus on Tigard Announcements (i.e. sanding;
• 4 Community Connector Announcements (program street sweeping)
awareness and education)
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Public Works Administration }
Budget Unit: 2110
Fleet Division
• Routine daily/weekly written and verbal communi- • 50 Presentations to Community Groups (i.e. water
cation with Police Department supervisors regard- education) '
ing repairs, cost, and completion times for vehicles • 12 Focus on Tigard Announcements* (i.e. CIP; con }
and equipment. servation; cross-connections; quality)
• Routine daily/weekly written communications with • 1 Open House (i.e. CIP projects)
Public Works supervisors regarding repairs, cost, • 12 Community Connector Announcements (i.e. con
and completion times for vehicles and equipment. servation; cross-connections; quality)
• Daily verbal communications with vendors tracking • 9 Targeted Mailings/Door Hangers (i.e. mailings
repair status and cost of outsourced repairs. = water education and information; door dangers
= approximately 3,300+ regarding customer
Property Management Division service)
• Three Motorola 2-way pager units are used to
continually communicate with a hearing-impaired *These items are a section of the Public Works Sum-
employee. manes presented in the Cityscape Newsletter and Fo-
• Generally communicates via e-mail, telephone (land cus on Tigard.
line and cell) to receive and respond to Request for
Actions (RFAs), concerns and feedback from City
employees, Senior Center staff, and contractors/
vendors.
• E-mail is consistently used to efficiently and effec-
tively disseminate information regarding current and
future construction projects, fire sprinklers/alarms )
testing, and any other activities that may affect
building facilities and their occupants.
Water Division
• 4 Lobby Displays (i.e. CIP; conservation; cross-
connections; quality)
• 3 Cable TV Bulletin Boards (i.e. conservation;
cross-connections; quality)
• 26 Press Releases (i.e. supply; CIP; conservation;
quality)
• 12 Cityscape Articles* (i.e. supply; conservation;
cross-connections; quality)
• 20 Web Page Announcements (supply; conserva-
tion; cross-connections; quality) }
• 12 Council Presentations (i.e. supply; contracts)
• 1 Public Notice (i.e. rate increases)
• 1 Legal Notice (i.e. ordinance revisions; bond levy)
103
Public Works Administration
Budget Unit: 2110
7
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Number of City employees trained in
Emergency Management annually 25 25 20 20
Training sessions provided to
citizens in 72-hour preparedness 1 2 1 4
Number of citizens trained in Citizen
Emergency Response Team (CERT)
program N/A N/A N/A 50
Volunteers utilized for major
projects/events 4 4 4 4
Communication elements utilized:
Customer service satisfaction surveys
mailed (percentage of total customer
service requests received) N/A N/A N/A 360
Focus on Tigard Announcements N/A N/A N/A 4
City Hall displays N/A N/A N/A 2
Cityscape articles on Emergency
Management N/A N/A N/A 6
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Public Works Administration
Budget Unit: 2110
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Number of employees certified in
Emergency Management 25 25 20 20
Number of citizens trained in 72-hour }
preparedness 20 30 50 50
Number of citizens that completed
CERT program N/A N/A N/A 40
Number of volunteer hours utilized }
by the Public Works Department 2,000 2,500 2,500 2,500
Percentage of completed customer
service satisfaction surveys received }
(mailed surveys to 15% of all customer
service requests) N/A N/A N/A 10%
Number of Focus On Tigard announcements N/A N/A N/A 4 )
Number of City Hall displays N/A N/A N/A 2
Number of Cityscape articles written N/A N/A N/A 6
)
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
}
Administrative Specialist I 1.00 1.00 1.00 0.60 }
Administrative Specialist H 1.00 1.00 1.00 1.00 )
Assistant Public Works Director 0.50 1.00 1.00 1.00
Communication/Info.Oficer 0.00 0.00 0.00 0.25 7
Confidential Executive Assistant 1.00 1.00 1.00 0.00
Management Analyst 0.00 0.00 0.00 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
SeniorAdministrative Specialist 0.00 0.00 0.00 1.00 1
)
Total 6.50 7.00 7.00 7.85
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105 1
Public Works Administration
Budget Unit: 2110
1
} Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
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Personal Services
Positions 6.50 7.00 7.00 7.85 7.85 7.85
Wages $276,596 $333,847 $360,082 $400,602 $400,602 $400,602
Overtime 2,185 3,497 0 500 500 500
Benefits 97,270 118,825 130,902 153,604 153,604 153,604
Total Personal Services $376,051 $456,169 $490,984 $554,706 $554,706 $554,706
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 26,825 29,376 24,360 25,259 25,259 25,259
Repair & Maintenance 928 165 1,100 1,100 1,100 1,100
Miscellaneous Expense 3,415 1,459 6,262 6,198 6,198 6,198
Small Tools & Equipment 232 0 150 300 300 300
Office Supplies 14,870 12,172 14,000 13,000 13,000 13,000
Advertising & Publicity 0 0 0 500 500 500
Fees/Dues/Subscriptions 1,150 1,092 1,472 1,575 1,575 1,575
Travel & Training 9,777 5,292 8,741 15,200 15,200 15,200
Fuel Expenses 566 375 1,088 700 700 700
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0'
Utilities 585 775 500 600 600 600
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $58,348 $50,706 $57,673 $64,432 $64,432 $64,432
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 $434,399 $506,875 $548,657 $619,138 $619,138 $619,138
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1
Parks and Grounds )
Budget Unit: 1600 j
Program Results
• Park and greenway system is safe, clean, and well- . New Park and Recreation Advisory Board created.
maintained. )
• Park reservation program was put on-line and a new )
• City of Tigard parks are aesthetically pleasing and fee schedule was adopted.
hospitable to the users of the parks, greenways, and )
facilities. Park Division made significant progress with Coun-
cil Goal #4 and the City's visioning process entitled
• The Tigard Park system continues to improve and "Tigard Beyond Tomorrow". (Bonita Park,
grow with more opportunities for outdoor use. Woodard Park playground and picnic shelter, 1
Summerlake Park off-leash dog area and shelter,
Program Description expansion of the Sorg Rhododendron Garden)
1
The Parks Division maintains parks and greenways to FY 2004-05 Goals and Objectives }
safe and clean standards. The Parks Division continues
to provide a variety of outdoor recreation opportunities • Tigard parks provide for picnic reservations, sports
to the increasing population of Tigard. It is the City's field complex, boating ramp, as well as unscheduled )
intent to maintain new and upgraded park facilities to access to the public on a daily basis. }
standards that continue to improve those recreation )
opportunities. • The Parks Division will maintain the necessary stag- )
ing on weekends. ~
The FY 2004-05 Budget includes one position which
was approved in FY 2003-04 but not filled due to fund- • Safety standards will be kept to present standards }
ing concerns. As the City adds and upgrades parks even with new areas and facilities brought into the
facilities, it increases its maintenance responsibilities. To system. 1
reduce the maintenance load, some facilities in Cook
Park will be closed during non-peak use times on a • The new facilities will be safe and aesthetically pleas-
rotating basis throughout FY 2004-05. ing and they will provide rewarding outdoor oppor-
tunities. )
FY 2003-04 Accomplishments
• Continue the additions to the Fanno Creek Trail
Finished construction and started to maintain Bonita System with grant aided funding on two segments
• Park in early 2004. Also started the wetlands and (Hall Blvd, to Wall St. and Grant Ave. to Main St). )
riparian area restoration along Fanno Creek. }
• Begin maintenance of the Fanno Creek Park exten-
• Continued implementation of Woodard Park Mas- sion adjacent to the new Library and the new
ter Plan with the installation of a new swing set and Library grounds.
removal of the old swing set from the floodplain.
• Strive to accomplish Park and Recreation Advisory
• Continued Summerlake Master Plan with an off- Board Goals and Objectives as well as the City )
leash dog park shelter and continued additions to Council's Goal #4.
Sorg Rhododendron Garden.
• Assist Skate Park Task Force in getting the skate )
• Installed reclaimed water lines for irrigation and ex- park built. }
tended the enhanced maintenance to cover all ex-
isting sports fields at Cook Park.
1
107
Parks and Grounds
Budget Unit: 1600
• Construct a shelter and small parking area at Fanno
1 Creek Park near the new Library.
1 Communication Elements
• 2 Lobby Displays (i.e. CIP projects; on-line reser-
vations)
• 4 Cable TV Bulletin Boards (i.e. park announce-
ments)
• 6 Press Releases (i.e. awards; park announce-
ments; on-line services)
• 12 Cityscape Articles* (i.e. awards; park an-
nouncements; on-line services)
• 12 Web Page Announcements (i.e. awards; CIP
projects; park announcements; on-line services)
• 12 Council Presentations (i.e. CIP; on-line services;
contracts; equipment)
a 12 Focus on Tigard Announcements* (i.e. awards;
CEP projects; park announcements; on-line services)
• 12 Community Connector Announcements (i.e.
park announcements; volunteer activities)
*These items are a section of the Public Works Sum-
maries presented in the Cityscape Newsletter
and Focus on Tigard.
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1
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108
}
Parks and Grounds }
Budget Unit: 1600 )
WORKLOAD MEASURES )
2001/02 2002/03 2003/04 2004/05 )
Number of pieces of playground equipment )
inspected/repaired weekly 9 11 6 7 )
Number of sports fields renovated three )
times per year 3 5 5 7 )
Number of shelters that are cleaned daily }
and available for use 5 7 10 10 )
Miles ofpedestrian paths inspected
and maintained weekly 8.5 8.5 5 5
Miles of soft trails renovated yearly 3 3 2 3 )
Number of restrooms cleaned daily
during season of use (36 total) 16 36 20 20 )
Acres ofpark land maintained 161 165 170 176
}
Acres of greenway under stewardship )
of Tigard Parks 136 136 131 171
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Playgrounds that meet ASTM
standards 67% 75% 75% 75%
Playable/available soccer fields )
(190 days = 100%) 85% 85% 85% 85% )
Playable/available baseball/softball
fields 85% 90% 95% 95% )
1
Park picnic shelters used daily )
during peak season 75% 75% 80% 80%
Paths requiring replacement 13% 12% 15% 15% )
Soft trails renovated yearly 100% 100% 50% 100%
Number of complaints regarding facilities 8 6 12 6 )
109 )
)
Parks and Grounds
Budget Unit: 1600
1
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
1 Grounds Supervisor 1.00 1.00 1.00 1.00
Park Manager 0.75 0.75 1.00 0.75
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 4.50 5.00 5.00
Total 9.75 10.25 11.00 10.75
1
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110
)
Parks and Grounds
Budget Unit: 1600
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004105 2004/05 2004/05
Personal Services }
Positions 9.75 10.25 11.00 10.75 10.75 10.75
Wages $436,604 $454,348 $473,651 $489,015 $489,015 $489,015
Overtime 246 586 1,000 2,000 2,000 2,000
Benefits 143,135 182,616 193,513 205,696 205,696 205,696
Total Personal Services $579,985 $637,550 $668,164 $696,711 $696,711 $696,711
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 23,416 26,350 50,670 47,686 47,686 47,686
Repair & Maintenance 90,564 66,926 93,450 99,280 99,280 99,280
Miscellaneous Expense 8,926 3,580 4,521 2,300 2,300 2,300 )
Small Tools & Equipment 11,743 8,620 3,500 10,515 10,515 10,515 I
Office Supplies 2,288 1,391 1,000 2,325 2,325 2,325
Advertising & Publicity 2,870 195 800 900 900 900
Fees/Dues/Subscriptions 1,498 1,750 1,055 1,830 1,830 1,830 )
Travel & Training 5,614 4,372 4,322 3,276 3,276 3,276 )
Fuel Expenses 8,738 9,704 13,604 11,903 11,903 11,903
Computer Software 0 0 0 0 0 0 )
Rents & Leases 911 901 1,500 1,500 1,500 1,500 )
Utilities 734 1,765 5,220 5,220 5,220 5,220
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $157,302 $125,554 $179,642 $186,735 $186,735 $186,735 )
Capital Outlay
Land & Improvements $16,901 $14,199 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 37,730 0 0 60,000 60,000 60,000 )
Office Furniture & Equipment 0 0 0 0 0 0 )
Computer Equipment 0 0 0 0 0 0
Operation Equipment 58,469 60,108 0 0 0 0 )
)
Total Capital Outlay $113,100 $74,307 $0 $60,000 $60,000 $60,000
Total Budget Unit $850,387 $837,411 $847,806 $943,446 $943,446 $943,446
)
)
111 )
Sanitary Sewer
Budget Unit: 2120
Program Results newTigard/CWS service area maintenance agree-
ment
Tigard provides a safe and reliable wastewater system
that meets or exceeds all regulatory standards. FY 2004-05 Goals and Objectives
} Program Description - Maintenance programs performed in accordance to
CWS recommended standards.
The Wastewater Division manages and operates the
wastewater collection system within the city limits of - Maintain an accurate mapping and database man-
Tigard. City programs provide a wide range of services agement system.
such as utility locates, line cleaning, video inspection,
line repair, and other programs under the directions of - Implement Tigard/CWS Service Area Maintenance
best management practices prepared by Clean Water Agreement and work plan.
Services (CWS).
Communication Elements
The City and CWS signed an updated agreement re-
garding sanitary and storm maintenance responsibilities - 4 Cable TV Bulletin Boards (i.e. leaf collection
in the spring of 2003. This agreement includes an ex- event)
pansion of the Tigard sanitary and storm sewer mainte-
nance boundaries by 53% in January 2005 to include - 5 Press Releases (i.e. catch basins; flooding)
the Bull Mountain unincorporated area, the Metzger
unincorporated area, King City, and Durham. The FY 12 Cityscape Articles* (i.e. West Nile Virus; sand-
2004-05 Budget adds an additional .5 FTE Utility bagging)
Worker II to provide additional sanitary services to the
expanded service area in January FY 2005. - 9 Web Page Announcements (i.e. West Nile Virus;
volunteer events)
j The FY 2004-05 budget includes $145,000 funded by
CWS for an additional video inspection truck to per- 1 Council Presentation (i.e. contract; equipment pur-
form pipe line video inspection in the expanded service chase)
area. The budget also includes $200,000 to develop a
Sanitary and Storm Sewer Master Plan. This project is - 12 Focus on Tigard Announcements* (i.e. volun-
shared with the Storm Sewer Division which is funding a teer events; catch basins)
~ portion of the project.
• 12 Community Connectors Announcements (i.e.
FY 2003-04 Accomplishments events; flooding; sand-bagging)
• Maintained accurate mapping and database man- *These items are a section of the Public Works Sum-
agement system. maries presented in the Cityscape Newsletter and Fo-
cus on Tigard.
• Provided outstanding customer service to internal
j and external customers.
- Developed and implemented Best Management
Practices for sanitary service laterals in the rights-
of-way.
- Completed analysis and successfully negotiated a
112
)
Sanitary Sewer
Budget Unit: 2120
)
WORKLOAD MEASURES )
2001/02 2002/03 2003/04 2004/05 )
Total miles of sanitary sewer lines 140.9 142.0 145.0 242.0 )
Miles of sanitary sewer lines cleaned
(annual goal) 45.7 47.3 48.0 72.8 )
Miles of sewer line video inspected )
(annual goal) 19.6 20.3 20.5 34.6
i
Manholes sealed annually (goal) 10 20 20 50 )
Total number of customer service
requests (estimate) 100 100 200 310
)
Perform structural repair of sanitary
services in public streets N/A 3 6 6 )
EFFECTIVENESS MEASURES )
2001/02 2002/03 2003/04 2004/05 )
Percent of sewer line cleaning goal
met 100% 100% 100% 100% )
Percent of sewer line video inspection
goal met 100% 100% 100% 100%
1
Percentage of manhole sealing goal )
met 100% 100% 100% 100% )
Percentage of customer service contacts )
made within 24 hours of request 80% 90% 90% 90% )
Percentage of sanitary service lateral )
repair goal met N/A 100% 100% 100% )
113 )
Sanitary Sewer
Budget Unit: 2120
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
Public Works Manager 0.05 0.20 0.00 0.00
Senior Utility Worker 2.00 2.00 2.00 2.00
Utility Division Manager 0.13 0.00 0.00 0.00
Utility Worker I 1.00 0.00 0.00 0.00
Utility Worker II 3.25 4.25 4.25 4.75
Wastewater Operations Supervisor 0.50 0.50 1.00 1.00
Total 6.93 6.95 7.25 7.75
1
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}
114
Sanitary Sewer
Budget Unit: 2120
Actual Actual Revised Proposed Approved Adopted )
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05 )
Personal Services
Positions 6.93 6.95 7.25 7.75 7.75 7.75 )
Wages $217,288 $216,752 $294,570 $327,283 $327,283 $327,283
Overtime 2,332 2,091 7,285 8,257 8,257 8,257
Benefits 73,826 91,873 127,952 157,741 157,741 157,741 j
Total Personal Services $293,446 $310,716 $429,807 $493,281 $493,281 $493,281 )
I
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0 )
Prof. & Contract Services 9,561 21,844 50,952 235,040 235,040 235,040
Repair & Maintenance 43,724 35,517 30,950 36,750 36,750 36,750
Miscellaneous Expense 7,821 16,159 8,395 6,400 6,400 6,400 )
Small Tools & Equipment 10,205 9,523 9,690 12,135 12,135 12,135 )
Office Supplies 1,044 1,115 2,475 2,050 2,050 2,050
Advertising & Publicity 0 0 600 750 750 750 )
Fees/Dues/Subscriptions 461 181 1,050 485 485 485 )
Travel & Training 2,345 781 2,195 1,905 1,905 1,905
Fuel Expenses 8,581 8,181 11,875 10,440 10,440 10,440
Computer Software 0 0 0 0 0 0
Rents & Leases 61 745 750 750 750 750 )
Utilities 0 162 144 1,080 1,080 1,080
Insurance 0 0 1,000 1,000 1,000 1,000 )
Library Materials 0 0 0 0 0 0
Total Materials & Services $83,803 $94,208 $120,076 $308,785 $308,785 $308,785 )
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0 )
Vehicles 0 0 78,000 173,000 173,000 173,000 )
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 $78,000 $173,000 $173,000 $173,000 )
Total Budget Unit $377,249 $404,924 $627,883 $975,066 $975,066 $975,066 )
)
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115 )
)
Storm Sewer
}
Budget Unit: 2130
Program Results
}
Tigard provides a safe and reliable storm water system Volunteer Opportunities -improve watershed health
that meets or exceeds all regulatory, environmental, and with various Adopt-A-Stream activities such as
water quality standards. storm drain stenciling, stream clean-ups, removing
invasive plants, and replanting native plants.
Program Description
Significant changes in this year's Storm budget are:
The Storm Water Division manages the storm water
collection and treatment systems within the city limits of The City will be expanding its service area by 53%
Tigard. This program performs the following services to in January 2005 to include the Bull Mountain unin-
the community: corporated area, the Metzger unincorporated area,
King City, and Durham. This expanded service area
• Storm line cleaning-removing debris and sediment is in accordance with an updated agreement with
from storm pipes. Clean Water Services (CWS), the county-wide sari-
) tary and storm sewerage agency regarding sanitary
• Video inspection of storm lines - the structural in- and storm maintenance responsibilities signed in the
tegrity of storm pipes are inspected from the inside spring of 2003. Two positions, a Senior Utility
by a self-propelled video camera. Worker and a Utility Worker II, and $114,965 in
maintenance funds will be added to perform the ad-
0 Utility locates - public storm lines are marked with ditional maintenance in these areas.
green paint prior to excavation.
Funding for the street sweeping program ($159,540)
• Storm system repairs - broken storm lines are dug is funded directly from the Storm Sewer Mainte-
up and repaired once they have been identified by nance budget rather than the Street Maintenance
video inspection. budget as in past years.
1
Storm Water Quality Facility operation and mainte- Expanded West Nile Virus Monitoring Program -
nance - mowing, trash pickup, and grate cleaning the City will again be partnering with Washington
} are performed on small detention ponds and swales County to monitor, test, and treat as needed to re-
throughout the City. duce the potential threat of the West Nile Virus.
1
j Small storm system extensions or enhancements - $150,000 is included to fund a portion of a Sanitary
storm lines, catch basins, and manholes are installed and Storm Master Plan. This project is shared with
to improve storm water drainage. the Sanitary Sewer Division, which is funding a por-
tion of the project.
• Leaf collection and pickup -two free leaf collection
events held each year (November and December) These programs are also in accordance with Clean Water
to help reduce flooding due to blocked catch basin Services (CWS), the Washington County sanitary sewer
grates. and storm water authority, and in response to commu-
nity based initiatives and Council goals, and are based
• Ditching - sediment and debris are removed from on sound environmental policies.
roadside ditches as needed.
• Stream maintenance, repair, and enhancements -
remove trash and debris from streams.
116
)
Storm Sewer )
Budget Unit: 2130
FY 2003-04 Accomplishments )
• Completed the analysis and successfully negotiated • Develop and implement "customer service quality )
theTigard/CWS Service Area Maintenance Agree- survey" program.
ment. ~
• Expand Adopt-a-Stream program to watershed
• Provided outstanding customer service to internal enhancement program.
and external customers. )
Communication Elements ~
• Expanded the leaf collection program which included )
two Saturday collection events, 179 participants, 205 . 4 Cable TV Bulletin Boards (i.e. leaf collection
yards of leaves recycled, 1,100 pounds of food col- event)
lected for the Oregon Food Bank.
• 5 Press Releases (i.e. catch basins; flooding) )
• Maintained 55 water quality facilities and performed
two enhancements at 129"' Ave & SW Gallin Ct., . 12 CityscapeArticles* (i.e. West Nile Virus; sand-
(WQF 018), and the SW Greensward Ln. (WQF bagging) )
012). )
• 9 Web Page Announcements (i.e. West Nile Virus; )
• Maintained accurate mapping and database man- volunteer events)
agement system.
• 1 Council Presentation (i.e. contract; equipment pur- )
FY 2004-05 Goals and Objectives chase) j
• Maintenance programs performed in accordance to . 12 Focus on Tigard Announcements* (i.e. volun- )
CWS recommended standards. teer events; catch basins) )
• Maintain an accurate mapping and database man- . 12 Community Connectors Announcements (i.e. )
agement system. events; flooding; sand-bagging)
• Implement final recommendations regarding Water *These items are a section of the Public Works Sum-
Quality Facility Maintenance Program evaluation. maries presented in the Cityscape Newsletter and )
Focus on Tigard. )
• Partner with the Engineering Department to investi-
gate opportunities for improving storm water quality )
in existing neighborhoods. )
• ImplementTigard/CWS Service Area Maintenance
Agreement. )
)
• Partner with other cities and CWS to secure )
regional site to handle storm debris. )
)
)
117
)
)
)
Storm Sewer
Budget Unit: 2130
WORKLOAD MEASURES
) opted
4/05
2001/02 2002/03 2003/04 2004/05
Total miles of storm sewer line 110.1 111.0 112.0 170.9
Miles of storm sewer line cleaned 27.5 27.8 28.3 42.7 8.25
Miles of storm line video inspected 13.8 13.9 14.1 21.4 7,454
6,955
Catch basins cleaned 3,660 3,760 3,960 5,950 8,526
Total number of Water-Quality 2,935
Facilities 45 45 55 139
Number of Water Quality Facilities $0
rehabilitated and enhanced 2 2 2 2 9,625
1 8,505
Total number of customer service 4,200
requests (estimate) N/A 200 250 425 7,795
750
Fall leaf collection depots N/A 2 2 2 700
816
2,390
8,292
0
EFFECTIVENESS MEASURES 4,500
1,080
2001/02 2002/03 2003/04 2004/05 1,500
0
Percent of storm line cleaning
goal met 100% 100% 100% 100% 0,153
Percent of video inspection goal met 100% 100% 100% 100%
$0
Percentage of catch basins cleaning 0
goal met 100% 100% 100% 100% 0,000
0
Percent of Water Quality Facility 0
rehabilitation and enhancement 0
goal met 100% 100% 100% 100%
Percentage of customers rating service 0,000
as good or outstanding 80% 80% 85% 90%
3,088
Yards of leaves collected N/A 200 200 250
118
)
Street Maintenance ( )
Budget Unit: 2140
Program Results ( )
• Rock the.75 miles of gravel roads twice yearly. )
Tigard transportation system is safe for pedestrians, t/0) l )
bicyclists, and the motoring public. Pole maintenance on 10% of the 10,700 signs and
posts in the city.
Program Description
• Maintain the right-of-way mowing to City standards. )
The Street Maintenance Division's primary functions )
include: FY 2003-04 Accomplishments
'S }
• Installation and maintenance ofstreetandtrafficsigns. • Completed 1,530 square yards of dig out repairs. )
• Installation and maintenance of guardrails and barri- Administered the contract to crack seal 98,000 lin-
cades. eal feet of cracks on 20 City streets.
• Crack sealing and street patching. • Completed one complete cycle of street light clear-
ance pruning citywide. ( )
• Grading and maintenance of rock roads and road
shoulders. • Completed refreshing the street markings in five of ( )
the fifteen sections in the City.
• Maintenance of off-street bicycle paths. ( )
• Completed five cycles of the 35,710 lineal feet of ( )
• Installation and maintenance of street markings. road side mowing and vegetation maintenance of
12 water sites and 55 storm water quality sites. ( }
• Installation and maintenance of speed humps. ( )
• Continued to install speed humps on streets in ac-
• Tree trimming and streetlight clearance. cordance with City Council goals.
The Street Maintenance Division also administers the • Refreshed the paint on 12,508 feet of yellow curb. ( )
contract for street sweeping services, though this con- ( )
tract is budgeted in the Storm Sewer Division. • Signs: repaired 234, replaced 591, installed 323 new, ( )
cleaned 214, cleared 358 for vision, and removed
The Street Maintenance Division is responsible for the 26, for a total of 1,746 signs, or 16% of the 10,700 ( )
following programs: signs and posts in the city.
• Crack seal 150,000 lineal feet of cracks. Graded and rocked the .75 miles of rock streets in
the City. ( )
• Maintain street light clearance on a yearly cycle.
FY 2004-05 Goals and Objectives ( )
• Continue the refreshing of the street markings in five ( )
ofthe fifteen sections in the City. Complete one cycle of street light clearance prun- ( ) ing.
• Complete 1,623 square yards of dig out repairs.
• Complete refreshing street marking in five of the ( )
• Complete all repair for the water, storm, and waste fifteen sections in the City.
water divisions utility cut repairs. )
121 ( )
Street Maintenance
Budget Unit: 2140
• Complete a minimum of 1,623 square yards of dig
7
out repairs.
• Complete all water, storm, and wastewater repairs
within two weeks of receiving the work orders.
)
• Complete the rocking of the .75 miles of gravel roads
twice in the budget year.
• Complete maintenance on 10% of the 10,700 signs
_0 and_posts_in the_City..
Communication Elements
t
• 4 Press Releases (sanding; street sweeping)
12 Cityscape Articles* (i.e. volunteer events; pot-
holes)
J
5 Web Page Announcements (i.e. street lights; street
hazards)
1 Council Presentation (i.e. contract; equipment pur-
chase)
12 Focus on Tigard Announcements (i.e. sanding;
street sweeping)
*These items are a section of the Public Works Sum-
maries presented in the Cityscape Newsletter and Fo-
cus on Tigard.
i
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)
)
)
Street Maintenance )
Budget Unit: 2140
)
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05 )
Crack sealing completed annually 143,543 150,000 98,000 150,000 )
(linear feet) )
t
Freshen street markings in sections N/A 5 5 5
i
Dig out repairs and potholes 60 60 60 60 )
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Percentage completion ofyearly
crack sealing program 96% 100% 75% 100% ~I
1
Percentage of street markings }
completed N/A 100% 100% 100% }
Number of citzen complaints
regarding potholes N/A 20 15 10
R
FULL-TIME EQUIVALENT POSITIONS }
2001/02 2002/03 2003/04 2004/05
Property Division Manager 0.25 0.00 0.00 0.00 )
Public Works Manager 0.10 0.20 0.50 0.00 )
Streets Supervisor 1.00 1.00 1.00 1.00
Senior Utility Worker 3.00 3.00 2.00 2.00
Utility Worker H 5.00 5.00 5.00 5.00
Total 9.35 9.20 8.50 8.00 )
123 )
1
Street Maintenance
1
1 Budget Unit: 2140
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
}
Personal Services
Positions 9.35 9.20 8.50 8.00 8.00 8.00
Wages $425,500 $408,861 $402,531 $347,902 $347,902 $347,902
Overtime 6,977 3,922 4,332 5,000 5,000 5,000
j Benefits 144,938 157,915 162,677 157,619 157,619 157,619
Total Personal Services $577,415 $570,698 $569,540 $510,521 $510,521 $510,521
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 171,036 173,325 221,106 106,210 106,210 106,210
Repair & Maintenance 131,230 87,261 120,296 116,628 116,628 116,628
Miscellaneous Expense 3,715 2,928 2,855 1,600 1,600 1,600
Small Tools & Equipment 4,741 6,323 4,000 5,605 5,605 5,605
Office Supplies 2,777 440 500 500 500 500
i Advertising & Publicity 350 166 450 450 450 450
Fees/Dues/Subscriptions 497 388 213 315 315 315
Travel & Training 3,880 1,510 3,668 2,868 2,868 2,868
Fuel Expenses 11,374 11,455 17,409 14,578 14,578 14,578
Computer Software 0 0 0 0 0 0
Rents & Leases 1,506 356 1,500 6,600 6,600 6,600
Utilities 0 0 0 0 0 0
l Insurance 0 35 1,000 1,000 1,000 1,000
Library Materials 0 0 0 0 0 0
Total Materials & Services $331,106 $284,187 $372,997 $256,354 $256,354 $256,354
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 4,528 37,581 134,000 78,000 78,000 78,000
Total Capital Outlay $4,528 $37,581 $134,000 $78,000 $78,000 $78,000
1 Total Budget Unit $913,049 $892,466 $1,076,537 $844,875 $844,875 $844,875
1
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124
Fleet Maintenance )
Budget Unit: 2150
Program Results )
The City's vehicles and equipment are maintained re- • Used the Hansen Maintenance Management Sys- )
paired with emphasis on safety, cost effectiveness, and tem to generate scheduled work orders for Police )
dependability and Public Works vehicles.
Program Description • Analyzed use of CNG (compressed natural gas) vs.
hybrid vehicles. The conclusion was reached that )
The Fleet Maintenance Division repairs and maintains the hybrid was the preferred choice due to the lim-
all City vehicles and equipment to industry standards. ited infrastructure of CNG filling stations.
The Fleet Maintenance Division is responsible for the FY 2004-05 Goals and Objectives
maintenance of 144 pieces of rolling stock that are ser-
viced by the following categories and intervals: The Fleet Maintenance budget is similar to the FY 2003-
04 adopted budget. Funding for the second Mechanic i
• 5 staff pool vehicles are serviced every 60 days and position is restored, due to the increased age of the fleet
are available within 24 hours of request for use. and the need to free the Fleet Coordinator from me-
chanic duties to be able to concentrate more on fleet
• 23 Patrol Division vehicles are serviced every 30 management. The Fleet Maintenance Division's current
days. service level involves the following services:
• 27 Investigative Division, administrative, and spe- • Staffpool vehicles are in service and available within 1
cial use vehicles are serviced every sixty days. 24 hours of request for use.
• 89 Public Works, Engineering, and Building Divi- • Patrol vehicles are serviced every 30 days. )
sion vehicles are serviced every 90 days.
• Public Works vehicles are serviced every 90 days.
FY 2003-04 Accomplishments
• Continue to analyze effectiveness of outsourcing
• Outsourced repairs and maintenance in lieu of filling repairs vs. in-house repairs. )
vacant Mechanic's position, resulting in a reduction )
of 12% in vehicle maintenance expenditures from • Procure and integrate hybrid vehicles into the motor
FY 2002-03. pool.
• Continued to refine and develop Hansen database Communication Elements )
for tracking maintenance costs. ~
• Routine daily/weekly wri tten and verbal communi-
• Revised the vehicle rotation and replacement sched- cation with Police Department supervisors regard-
ule for FY 2003-04. ing repairs, cost, and completion times for vehicles
and equipment. )
• Provided timely service for customers to minimize
impact on operators or crews by promptly outsourc- • Routine daily/weekly written communications with
ing repairs and facilitating use of alternative equip- Public Works supervisors regarding repairs, cost, )
ment. and completion times for vehicles and equipment.
• 100 vehicles were DEQ-certified by December 20, • Daily verbal communications with vendors track-
2003. ing repair status and cost of outsourced repairs.
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Fleet Maintenance
1 Budget Unit: 2150
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Number of vehicles maintained to
industry standard 137 140 140 144
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Number of state or local government
contracts utilized for purchasing 4 5 5 5
Number of vehicles rotated within
the fleet 5 6 4 3
a
Ratio of work orders completed in house
vs. out-sourced repairs N/A 7.5:1 4.4:1 3.8:1
1
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
Fleet Serv./Facilities Coord. 1.00 1.00 1.00 1.00
Mechanic 2.00 2.00 2.00 2.00
Property Division Manager 0.12 0.00 0.00 0.00
Public Works Manager 0.10 0.10 0.25 0.00
Total 3.22 3.10 3.25 3.00
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126
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Fleet Maintenance
Budget Unit: 2150
}
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Actual Actual Revised Proposed Approved Adopted )
Description 2001/02 2002103 2003/04 2004/05 2004/05 2004/05
1
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Personal Services )
Positions 3.22 3.10 3.25 3.00 3.00 3.00
Wages $137,239 $150,354 $158,754 $134,095 $134,095 $134,095
Overtime 1,001 1,281 799 500 500 500
Benefits 44,900 52,928 57,535 56,722 56,722 56,722
Total Personal Services $183,140 $204,563 $217,088 $191,317 $191,317 $191,317
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 2,899 3,343 5,000 3,940 3,940 3,940
Repair & Maintenance 11,212 7,231 7,200 6,400 6,400 6,400 '
Miscellaneous Expense 804 (2,131) (3,376) (2,315) (2,315) (2,315) ;
Small Tools & Equipment 2,072 1,700 1,500 1,530 1,530 1,530
Office Supplies 111 291 25 100 100 100
Advertising & Publicity 0 0 0 0 0 0
Fees/Dues/Subscriptions 816 37 0 0 0 0
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Travel & Training 90 1,276 868 600 600 600
Fuel Expenses 1,803 1,960 3,130 2,100 2,100 2,100
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 $19,807 $13,707 $14,347 $12,355 $12,355 $12,355
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0 }
Vehicles 0 0 0 21,000 21,000 21,000 )
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
1
Total Capital Outlay $0 $0 $0 $21,000 $21,000 $21,000
Total Budget Unit $202,947 $218,270 $231,435 $224,672 $224,672 $224,672 )
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127
Property Management
Budget Unit: 2160
Program Results FY 2003-04 Accomplishments
• Provide clean, safe, and well-maintained facilities to • Continued implementation of Energy Conservation
i create an efficient environment for City employees Program (lighting retrofit/improvements for all City
while preserving the citizens' investment. facilities) to lower energy consumption by 2% in
FY 2003-04.
Adequate facility space is available for citizens and
staff to support present and future needs. • Continued implementation of the equipment change-
out program at City Hall, Library, Police, Niche,
Program Description Water Building, Public Works, and Senior Center,
as needed, to preclude any office downtime or
The Property Management Division is responsible for interruption ofstaff operations and City activities due
the cleaning, maintenance, and repair of all City facili- to major equipment breakdown.
ties. The Division administers the janitorial contract for
clearing of City facilities. There are two Building Main- • Responded to 80% of approximately 220 monthly
tenance employees and one Facility Maintenance Co- RFA's, within 48 hours of receipt.
ordinator.
• Accomplished 100% of Town Hall and Water
This Division provides the following services: Auditorium setups within one hour before all sched-
} uled meetings, etc.
• On-going implementation of the Energy Conserva-
tion Program (lighting retrofit/improvements for all • Closely monitored contractor and vendor contracts
City facilities) to reduce energy consumption. for the following services: janitorial services, electri-
cal maintenance services, HVAC maintenance ser-
e Response to Requests for Action (RFAs - work vices, fire sprinklers, alarms, extinguishers and first-
requests from departments). aid cabinets.
• Room setup for Town Hall and the Water Audito- • Continued implementation of HVAC replacement
rium for meetings, as required. program at City Hall and Senior Center.
• Quarterly maintenance/servicing of HVAC and • Continued ductwork-cleaning program at City Hall.
electrical systems.
• Installed a gate card lock security system (Water
• Monthly inspection and quarterly servicing of first- Building and Canterbury Storage/Water Site).
~ aid cabinets.
• Contributed to the design and construction of the
• Annual testing/servicing of fire sprinklers, semi- new Library by reviewing drawings and specifica-
annual testing/servicing off re/security alarm sys- tions, and providing all needed input/assistance to
tems, and monthly inspection and annual servicing the designers and contractors to insure that all sys-
ofportable fire extinguishers. tems (architectural, mechanical, electrical, security,
and access controls) are all compatible and in
• All services necessary (e.g. janitorial services, con- compliance with City requirements.
tinuously functional card lock security system, door/
lock repair services, etc.) to maintain a clean, safe,
and environmentally efficient facilities for City
employees and the public.
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Property Management
Budget Unit: 2160
• Contributed to the design and renovation of City Communication Elements
Hall and the old Library, as part ofthe DUST (space
planning) Committee, by reviewing drawings and • Three Motorola 2-way pager units are used to con-
specifications, and providing all needed input and tinually communicate with a hearing-impaired em-
assistance to the designers and contractors to insure ployee.
that all systems (architectural, mechanical, elec-
trical, security, and access controls) are all compat- • Generally communicate via e-mail, telephone (land
ible and in compliance withCityrequirements. line and cell) to receive and respond to Request for
Actions (RFAs), concerns and feedback from City
FY 2004-05 Goals and Objectives employees, Senior Center staff, contractors, and
vendors.
• Continue implementation of Energy Conservation
Program (lighting retrofit/improvements for all City E-mail is consistently used to efficiently and effec-
facilities) to lower energy consumption by 1 % in tively disseminate information regarding current and
FY 2004-05. future construction projects, fire sprinklers and
alarms testing, and any other activities that may af-
• Respond to 80% of approximately 300 monthly fect building facilities and their occupants.
RFA's, within 48 hours of receipt.
• Accomplish 100% of Town Hall, Water Audito-
rium and new Library Meeting Rooms setups
within one hour before all scheduled meetings, etc.
• Closely monitor contractor and vendor contracts t
for the following services: janitorial services, elec-
trical maintenance services, HVAC maintenance
services, fire sprinklers, alarms, extinguishers, and
first-aid cabinets.
• Continue implementation of HVAC replacement
program at old Library.
• Continue ductwork-cleaning program at the Senior
Center.
• Continue Building Seismic Upgrade (City Hall and
old Library). a
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129
Property Management
Budget Unit: 2160
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Facilities participating in an energy
efficient lighting program 18 18 19 19
Number of YWAC system
replacements 2 1 1 1
Number ofADA building facility
upgrades 1 1 1 1
Number of RFAs completed
per month 200 200 220 300
Number of facilities to receive
seismic upgrades N/A N/A 1 2
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Facilities meeting ADA standards 60% 70% 80% 90%
Reduction in energy consumption
yearly 3% 3% 2% 1%
Requests For Action responded to
within 48 hours 70% 80% 80% 80%
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
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 0.25 0.25 0.00 0.25
Property Division Manager 0.13 0.00 0.00 0.00
Public Works Manager 0.00 0.00 0.25 0.00
Total 3.38 3.25 3.25 3.25
130
Property Management
Budget Unit: 2160
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 3.38 3.25 3.25 3.25 3.25 3.25
Wages $117,922 $138,475 $148,365 $147,269 $147,269 $147,269
Overtime 1,981 864 0 1,000 1,000 1,000
Benefits 45,033 51,074 54,729 56,999 56,999 56,999
Total Personal Services $164,936 $190,413 $203,094 $205,268 $205,268 $205,268
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 133,684 111,660 133,273 246,699 246,699 246,699
Repair & Maintenance 40,747 50,457 45,800 49,600 49,600 49,600
Miscellaneous Expense 1,709 1,162 900 600 600 600
Small Tools & Equipment 5,885 1,367 1,500 1,830 1,830 1,830
Office Supplies 442 789 0 500 500 500
Advertising & Publicity 88 432 1,500 1,500 1,500 1,500
Fees/Dues/Subscriptions 86 600 600 1,600 1,600 1,600
Travel & Training 372 259 500 200 200 200
Fuel Expenses 1,165 684 1,360 1,585 1,585 1,585 1
Computer Software 0 0 0 0 0 0
Rents & Leases 704 472 700 700 700 700 I
Utilities 145,265 164,190 185,706 265,449 265,449 265,449
Insurance 0 0 0 0 0 0 l
Library Materials 0 0 0 0 0 0
Total Materials & Services $330,147 $332,072 $371,839 $570,263 $570,263 $570,263
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 0 42,000 42,000 42,000
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 $42,000 $42,000 $42,000
Total Budget Unit $495,083 $522,485 $574,933 $817,531 $817,531 $817,531
131
Water
Budget Unit: 2170
Program Results FY 2003-04 Accomplishments
• Safe and reliable water that meets or exceeds all Maintained the water distribution system using Best
EPA standards for Water Quality provided under Management Practices.
normal, peak, and emergency situations.
• Evaluated long term water supply and participated
• Tigard water service area has an adequate and in regional water supply projects.
innovative funding mechanism to develop regional/
subregional water sources. Evaluated the methods to build more efficiency into
the meter reading program (touch read, radio, etc.).
• Efficient water use will reduce water consumption
per customer by 1 per year for the next ten years. Provided outstanding customer service.
Program Description Operated and expanded the Aquifer Storage and
Recovery (ASR) project.
The Water Division has the primary responsibility to main-
tain, repair, and expand the water system while at the • Began to implement SCADA upgrade.
same time providing a dependable water supply of the
highest quality to its customers. The Tigard Water ser- • Completed Vulnerability Assessment (VA) for
vice area is comprised of the cities of Durham, King security.
City, two thirds of Tigard, and the unincorporated areas
of Washington County surrounding these cities, mostly • Initiated an Emergency Response Plan (ERP).
in the Bull Mountain area.
• Evaluated conservation measures and programs.
The FY 2004-05 Budget represents an increase from
last year's adopted budget. The budget increase is • Updated fire hydrants which did not meet accessi-
caused by a few line items which makes the budget grow: bility standards and installed storz adapters (quick
disconnect device for easier accessibility from fire
• Penalty for not meeting water purchase contract hydrant to fire truck).
obligations with the City of Portland.
• Wholesale water costs increase. • Met the water supply needs of patron water supply
• Adding the Aquifer Storage and Recovery (ASR) needs without being assessed "peaking surcharges"
program to the budget. ASR will continue to save by the City of Portland.
money in the long term, in the short term it increases
operating expenses. • Implemented security measures as identified in the
• Increase of repair and maintenance of water lines to VulnerabilityAssessment.
support needed maintenance programs.
• Increase in mandated water sampling requirements. • Implemented new meter reading software and hard-
Purchase of a Water Quality Model to aid in main- ware.
taming optimal water quality within the distribution
system. • Completed site improvements at Gaarde Reservoir
site.
The Division's authorized staffing is being reduced from
FY 2003-04 by cutting a vacant position.
132
Water
Budget Unit: 2170
FY 2004-05 Goals and Objectives
• Complete Emergency Response Plan (ERP). • 20 Web Page Announcements (supply; conserva-
tion; cross-connections; quality)
• Continue to implement security measures as outlined
in the Vulnerability Assessment. • 12 Council Presentations (i.e. supply; contracts)
• Complete the 2-port Hydrant Replacement Pro- • 1 Public Notice (i.e. rate increases)
gram.
• 1 Legal Notice (i.e. ordinance revisions; bond levy)
• Enhance the Cross Connection Program.
• 50 Presentations to Community Groups (i.e. water
• Complete the 2 inch Service Line Replacement Pro- education)
gram.
• 12 Focus on Tigard Announcements* (i.e. CIP; con-
Continue to evaluate our various conservation servation; cross-connections; quality)
efforts and programs.
• 1 Open House (i.e. CIP projects)
• Provide outstanding customer service.
• 12 Community Connector Announcements (i.e.
• Continue to build and expand the ASR well field to conservation; cross-connections; quality)
meet high water demand periods.
• 9 Targeted Mailings/Door Hangers (i.e. mailings =
• Continue to keep customers informed of various water education and information; door hangers =
water related issues. approximately 3,3 00+ regarding customer service)
• Use the Water Quality Model for optimized perfor- *These items area section of the Public Works Sum-
mance as it relates to water quality (turning over water maries presented in the Cityscape Newsletter and Fo-
in reservoirs, flushing distribution system, etc.). cus on Tigard.
• Perform Water Audit of Water System.
Communication Elements
• 4 Lobby Displays (i.e. CIP; conservation; cross-
connections; quality)
• 3 Cable TV Bulletin Boards (i.e. conservation;
cross-connections; quality)
• 26 Press Releases (i.e. supply; CIP; conservation;
quality)
• 12 Cityscape Articles* (i.e. supply; conservation;
cross-connections; quality)
133
Water
Budget Unit: 2170
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Number of main breaks-repaired N/A 12 15 12
Miles of distribution piping maintained
(wBMP's) - total number of miles of
pipe 200 - year 2001 N/A 50 75 100
Percentage of meters read by staff
(manually) N/A 100% 95% 89%
Percentage of meters read by staff
(automation) N/A 0% 5% 11%
Total meters in system 16,012 16,232 16,850 17,150
Number of conservation workshops 4 8 0 5
Average daily demand with growth (mgd) 6.00 6.00 6.50 6.50
Peak day demand (mgd) 13.00 13.00 14.30 14.00
l
Replacement of old 2" galvanized
water services; total 200 in system 20 40 40 20
Replacement of old, two-port fire
hydrants; total 170 in system 20 40 40 20
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Summer peak water supplied in-house
(support ASR development - mgd) N/A 2.0 1.4 1.2
Number of taste and odor concerns on
an annual basis (Water Quality
Concerns) N/A 150 58 120
Reduction of water use due to
conservation efforts N/A 1 % 1 % 1 %
134
Water
Budget Unit: 2170
EFFECTIVENESS MEASURES (CONTINUED)
2001/02 2002/03 2003/04 2005/06
Percentage of water customers with
uninterrupted water service (excluding
construction activities) N/A 98% 99% 99%
Percentage of water samples absent
of coliform bacteria (based on routine
sampling) N/A 100% 100% 100%
Ratio of main breaks per mile of
pipe (base of 200 miles pipe + five
miles pipe per year) N/A 0.06 0.05 0.06
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
Engineering Manager 0.00 0.00 1.00 1.00
Engineering Technician H 1.00 1.00 1.00 1.00
Public Works Manager 0.00 0.30 0.00 0.00
Senior Utility Worker 3.00 3.00 3.00 2.00
Utility Divison Manager 0.25 0.00 0.00 0.00
Utility Worker 11 8.50 8.70 7.50 7.50
Water Operations Supervisor 2.00 2.00 2.00 2.00
Water Quality Program Coord. 3.00 3.00 2.50 2.75
Water Resource Specialist 0.20 0.00 0.00 0.00
Total 17.95 18.00 17.00 16.25
135
Water
Budget Unit: 2170
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004105
Personal Services
Positions 17.95 18.00 17.00 16.25 16.25 16.25
Wages $654,991 $664,545 $770,247 $741,632 $741,632 $741,632
Overtime 36,221 15,353 6,475 16,000 16,000 16,000
Benefits 239,527 265,235 313,151 317,223 317,223 317,223
Total Personal Services $930,739 $945,133 $1,089,873 $1,074,855 $1,074,855 $1,074,855
Materials & Services
Water Costs $2,623,570 $2,814,361 $3,250,593 $3,646,270 $3,646,270 $3,646,270
Prof. & Contract Services 121,583 101,917 112,843 214,338 214,338 214,338
Repair & Maintenance 192,357 127,037 133,765 128,530 128,530 128,530
Miscellaneous Expense 12,683 12,000 9,505 8,613 8,613 8,613
Small Tools & Equipment 18,847 11,115 9,850 15,740 15,740 15,740
Office Supplies 2,435 3,917 5,500 4,500 4,500 4,500
Advertising & Publicity 32,737 26,861 36,470 42,150 42,150 42,150
Fees/Dues/Subscriptions 4,738 6,795 7,930 8,370 8,370 8,370
Travel & Training 9,927 5,546 5,415 6,865 6,865 6,865
Fuel Expenses 16,442 16,862 23,375 21,000 21,000 21,000
Computer Software 1,358 0 0 0 0 0
Rents & Leases 2,701 2,976 3,000 3,000 3,000 3,000
Utilities 9,977 4,450 5,700 6,100 6,100 6,100
Insurance 109 255 1,000 500 500 500
Library Materials 0 0 0 0 0 0
Total Materials & Services $3,049,464 $3,134,092 $3,604,946 $4,105,976 $4,105,976 $4,105,976
Capital Outlay
Land & Improvements $6,455 ($11) $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0
Vehicles 39,244 47,294 185,000 61,000 61,000 61,000
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 $45,699 $47,283 $185,000 $61,000 $61,000 $61,000
Total Budget Unit $4,025,902 $4,126,508 $4,879,819 $5,241,831 $5,241,831 $5,241,831
136
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1
City of Tigard.) Oregon
1
DEVELOPMENT SER VICES PROGRAM
Organizational Chart ....................................................................................137
Expenditure/FTE Summary .........................................................................138
Community Development Department
Organization Chart/FTE Summary ....................................................139
CD Administration .............................................................................140
Building Inspection ............................................................................143
Current Planning ................................................................................147
Long Range Planning .........................................................................151
Engineering Department
Organization Chart/FTE Summary ....................................................155
Engineering ........................................................................................156
Street Lights & Signals ......................................................................163
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City of Tigard, Oregon
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1
DEVELOPMENT
SERVICES
Community
} Development
Engineering
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i 137
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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 )
projects; and review of proposed private development and inspection to ensure compliance with City standards. )
The budget for this program is up about 11.3% from the FY 2003-04 Revised Budget. This increase is due
primarily to increased staffing and support needs in the Building Inspection Division because of the increased
building activity in the Tigard area. This increase in the program is being funded primarily through the Building,
Electrical Inspection, and Urban Services Funds.
This program area is funded from a variety of City funds related to each of the service areas within the program.
,I
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
# Positions 46.50 46.50 48.00 50.00 50.00 50.00
Personal Services $2,905,878 $2,999,460 $3,355,588 $3,607,968 $3,691,998 $3,691,998
Materials & Services 823,813 628,777 725,360 738,631 748,361 748,361
Capital Outlay 0 0 43,000 120,200 151,200 151,200
Total Development Services - by Category $3,729,691 $3,628,237 $4,123,948 $4,466,799 $4,591,559 $4,591,559
Budget by Division }
Community Development Administration $287,886 $241,913 $270,834 $259,255 $259,255 $259,255
Building Inspection 1,076,542 980,156 1,307,720 1,546,975 1,671,735 1,671,735
Current Planning 505,669 502,691 552,187 569,821 569,821 569,821
Long Range Planning 355,362 369,586 411,148 433,957 433,957 433,957
Total Community Dev. - by Division $2,225,459 $2,094,346 $2,541,889 $2,810,008 $2,934,768 $2,934,768
Engineering $1,111,290 $1,132,268 $1,164,059 $1,236,791 $1,236,791 $1,236,791
Street Lights & Signals 392,941 401,623 418,000 420,000 420,000 420,000 )
Total Engineering - by Division $1,504,231 $1,533,891 $1,582,059 $1,656,791 $1,656,791 $1,656,791
Total Development Serv. - by Division $3,729,690 $3,628,237 $4,123,948 $4,466,799 $4,591,559 $4,591,559
Budget by Fund
General Fund $2,260,207 $2,246,458 $2,398,228 $2,479,024 $2,479,024 $2,479,024
Street Maintenance Fee Fund 0 0 0 20,800 20,800 20,800
Gas Tax Fund 392,941 401,623 418,000 420,000 420,000 420,000 )
Building Fund 1,076,542 980,156 1,307,720 1,546,975 1,671,735 1,671,735
Total Development Serv. - by Fund $3,729,690 $3,628,237 $4,123,948 $4,466,799 $4,591,559 $4,591,559
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138
COMMUNITY
DEVELOPMENT
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Administration Current
Planning
Building Long Range
Inspection Planning
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Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
# Positions 30.50 30.50 32.50 34.50 34.50 34.50
Personal Services $1,883,550 $1,924,211 $2,252,767 $2,441,663 $2,525,693 $2,525,693
Materials & Services 341,909 170,135 246,122 248,145 257,875 257,875
Capital Outlay 0 0 43,000 120,200 151,200 151,200
Total Community Dev. - by Category $2,225,459 $2,094,346 $2,541,889 $2,810,008 $2,934,768 $2,934,768
Budget by Division
Community Development Administration $287,886 $241,913 $270,834 $259,255 $259,255 $259,255
Building Inspection 1,076,542 980,156 1,307,720 1,546,975 1,671,735 1,671,735
Current Planning 505,669 502,691 552,187 569,821 569,821 569,821
Long Range Planning 355,362 369,586 411,148 433,957 433,957 433,957
Total Community Dev. - Division $2,225,459 $2,094,346 $2,541,889 $2,810,008 $2,934,768 $2,934,768
Budget by Fund
i
General Fund $1,148,917 $1,114,190 $1,234,169 $1,263,033 $1,263,033 $1,263,033
Building Fund 1,076,542 980,156 1,307,720 1,546,975 1,671,735 1,671,735
Total Community Dev. - by Fund $2,225,459 $2,094,346 $2,541,889 $2,810,008 $2,934,768 $2,934,768
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Community Development Administration )
Budget Unit: 2210 )
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Program Results FY 2004-05 Goals and Objectives
)
• Leadership and management are provided for the • Maintain liaison to the City Council, Tigard Central
growth and development of Tigard consistent with Business District Association, and other civic orga-
community goals. nizations.
• Accurate and timely information and assistance is • Meet goals established by Council that are the )
provided regarding development, development regu- responsibility of Community Development. )
lations, permit processing, and issuance.
Communication Elements
Program Description
• Council meetings (Land Use cases, code amend-
The Community Development Department includes the ments, policy issues, and program updates)
Long Range Planning, Current Planning, and Building )
Divisions. Cityscape articles (development activity, policy
issues)
The Community Development Director is responsible )
for the overall management of the functions of the De- Monthly Focus on Tigard segments (development
partment, which includes community planning; adminis- activity, policy issues, special programs, e.g., Plan-
tration of the Development Code; building plan review ning 101, Code Enforcement) )
and inspections; and customer service at the front counter. )
• Public hearings (Planning Commission, Hearings )
FY 2003-04 Accomplishments Officer, open houses, Coffee Talks)
• Building activities have remained strong over the Public hearing notices (Land Use cases)
)
past year. The Building Division has met plan
review and inspection workload measures. • Legal ads in the newspaper (Land Use cases, )
policy issues)
• Current Planning reviewed and met planning
workload measures throughout the year. Devel- Press releases (Code Enforcement, policy issues) )
opment activity has increased above the previous
year's. Brochures (Land Use Planning process, Code
Enforcement, Annexation Q & A sheets) ~
• Long Range Planning completed the Bull Mountain
Public Facilities and Assessment Report. The Bull • Display board in lobby (Code Enforcement, Bull
Mountain Annexation Plan was also completed and MountainAnnexation) )
presented to Council. )
• City website (Division information, Code Enforce-
Overall, department workload measures have been ment, Land Use cases, reports, maps, policy
met throughout the year., This has required effective issues, meeting dates)
management of department resources. )
• Phone (Bull MountainAnnexation "hot line") )
• E-mail (special Bull Mountain Annexation address)
)
140
1
1
Community Development Administration
Budget Unit: 2210
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
1
Provide resources for community
development to public and civic
organization (Y/1) Yes Yes Yes Yes
Present special studies for City
Council consideration (Y/l) Yes Yes Yes Yes
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Tigard's building inspection program
meets all state statutes and rules (Y/N) 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/N) Yes Yes Yes Yes
The Community Development Depart-
ment meets Council's goals (Y/N) Yes Yes Yes Yes
J FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
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
141
)
Community Development Administration
Budget Unit: 2210
1
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004105 )
Personal Services )
Positions 3.00 3.00 3.00 3.00 3.00 3.00
Wages $169,296 $167,480 $178,014 $170,805 $170,805 $170,805 )
Overtime 0 0 0 0 0 0 }
Benefits 53,816 54,469 58,028 58,063 58,063 58,063
Total Personal Services $223,112 $221,949 $236,042 $228,868 $228,868 $228,868
Materials & Services )
Water Costs $0 $0 $0 $0 $0 $0 )
Prof. & Contract Services 34,171 1,912 5,568 0 0 0
Repair & Maintenance 33 347 235 240 240 240
Miscellaneous Expense 163 94 113 86 86 86 )
Small Tools & Equipment 0 0 0 0 0 0 )
Office Supplies 22,749 13,375 18,630 19,557 19,557 19,557
Advertising & Publicity 0 0 135 300 300 300
Fees/Dues/Subscriptions 6,764 3,982 8,736 8,769 8,769 8,769 7
Travel & Training 668 125 1,375 1,375 1,375 1,375 )
Fuel Expenses 83 0 0 0 0 0
Computer Software 0 0 0 0 0 0 )
Rents & Leases 0 0 0 0 0 0 )
Utilities 143 129 0 60 60 60
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0 )
Total Materials & Services $64,774 $19,964 $34,792 $30,387 $30,387 $30,387 \
i
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 $287,886 $241,913 $270,834 $259,255 $259,255 $259,255
)
7
)
142 )
)
Building Inspection
Budget Unit: 2220
Program Results FY 2004-05 Goals and Objectives
• Buildings are constructed and built to the State of Monitor revenue funds on monthly basis and coor-
Oregon specialty codes and are safe for all occu- dinate with Finance Department on a quarterly meet-
pants and users. ing basis to ensure that revenues are adequate based
on expenditures.
7 • Existing housing is safe, habitable, and in good re-
pair. Provide Building Inspection Division staff with the
necessary technical training so they are well versed
• The Building Inspection Division is supported by a in educating the contractors on the specialty codes
dedicated fund, which is supported by permit in order to reduce callback inspections.
revenues.
• Work closer with homeowners, landlords, and prop-
Program Description erty managers in resolving housing deficiencies as
related to the Housing Code.
The Building Inspection Division, part of the Commu-
nity Development Department, is responsible for review- • Use the "Permits Protect" website to provide infor-
ing plans, issuing permits, and inspection of construction mation that will assist the public to legally and suc-
to ascertain compliance with the State of Oregon spe- cessfully complete their building and remodeling
cialty codes (Title 14 of the Tigard Municipal Code projects.
adopts these in more detail). The specialty codes in-
clude building, plumbing, mechanical, electrical codes, Communication Elements
and other rules and statutes. The Division also enforces
other requirements of the Tigard Municipal Code and • Submit regular articles to the Cityscape news
Community Development Codes and ordinances, includ- letter
} ing the Housing Code. The Building Division is managed
by the Building Official and is comprised of Plans • Tri-County Service Center and Metro Building Of
Examiners, Inspectors, and support staff. ficials"Public Outreach Program" which includes
radios spots with "Permits Protect" program.
FY 2003-04 Accomplishments
• Outreach programs such as Homebuilder's Asso-
• Continued to build the dedicated reserve fund to ciation meetings.
supplement the Building Inspection Division during
periods of decreased construction activity. • Pre-submittal meetings with potential applicants.
• Resolution passed by City Council for a commer- . Monthly contractor/developer newsletter.
cial mechanical fee increase to adequately cover the
` costs to operate the program. City website
• Continued to analyze current processes and modify
as necessary to improve customer service and effi-
ciency.
)
• New Management Analyst position was filled on
November 1, 2003 to assist the Division in improv-
ing customer service, efficiency, and effectiveness
of programs and activities of the Building Inspection
Division.
1 143
Building Inspection )
Budget Unit: 2220
WORKLOAD MEASURES )
2001/02 2002/03 2003/04 2004/05 )
Single family permits (Tigard) 220 207 260 270 )
Single family permits )
(Urban services area) 200 177 200 200 )
)
Multi-family units (Tigard) 27 30 30 30
Multi-family units
(Urban services area) 0 0 0 70 )
Commercial Buildings (Tigard) )
new buildings 0 0 13 10 )
Commercial Buildings (Tigard) )
alterations 450 500 500 550 )
Commercial Buildings )
(Urban services area) 0 0 0 0
Number of inspections (Tigard) 14,134 13,000 14,200 14,780
Number of inspections
(Urban services area) 7,155 6,370 7,000 7,280
Total number of permits (Tigard) )
(All types) 3,126 2,760 3,300 3,432 )
Total number of permits )
(Urban services area) 4,296 3,780 1,800 1,900
Number ofhousing complaints )
investigated (accepted cases) 185 196 172 175 )
1
144 )
)
Building Inspection
Budget Unit: 2220
EFFECTIVENESS MEASURES
1
2001/02 2002/03 2003/04 2004/05
Percent of inspections
1 requiring reinspections due to
code deficiencies 31% 28% 31% 30%
' Percentage ofhousing complaints
investigated obtaining compliance 98% 98% 98% 98%
Requested building inspections
performed the following business
day of receipt of request 99% 99% 98% 99%
Plan review turnaround time
(Single family) (weeks) 2 2 2.5 2
Plan review turnaround time
(Commercial tenant improvement)
(weeks) 3 3 3.5 3
} Plan review turnaround time
(Commercial - new buildings)
(weeks) 4-6 4-6 5-7 4-6
FULL-TIME EQUIVALENT POSITIONS
l 2001/02 2002/03 2003/04 2004/05
} Administrative Specialist I 0.00 0.00 0.50 0.50
Administrative Specialist 11 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 1 2.00 2.00 1.00 2.00
Inspector 11 2.00 2.00 2.00 2.00
Management Analyst 0.00 0.00 1.00 1.00
Permit Specialist 0.50 0.50 0.80 0.80
Permit Technician 2.00 2.00 3.00 3.00
Plans Examination Supervisor 0.00 0.00 0.00 1.00
Plans Examiner 1.00 1.00 1.00 1.00
Senior Inspector 2.00 2.00 3.00 3.00
Senior Plans Examiner 1.00 1.00 1.00 1.00
Total 13.50 13.50 16.30 18.30
?45
)
}
Building Inspection }
Budget Unit: 2220
i
Actual Actual Revised Proposed Approved Adopted )
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 13.50 13.50 16.30 18.30 18.30 18.30
Wages $698,319 $667,030 $847,829 $943,544 $1,020,544 $1,0201,544 )
Overtime 5,705 3,169 4,100 8,000 8,000 8,000 }
Benefits 193,308 202,353 265,481 334,205 341,235 341,235
Total Personal Services $897,332 $872,552 $1,117,410 $1,285,749 $1,369,779 $1,369,779
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 142,929 73,988 90,570 64,225 64,225 64,225 1
Repair & Maintenance 4,261 2,942 11,500 11,000 12,000 12,000
Miscellaneous Expense 8,099 6,851 5,161 8,225 10,225 10,225 )
Small Tools & Equipment 0 0 0 0 0 0 )
Office Supplies 4,223 5,401 11,800 22,440 22,440 22,440 }
Advertising & Publicity 2,409 1,485 2,500 750 1,000 1,000
Fees/Dues/Subscriptions 1,116 1,046 690 1,745 1,745 1,745 ;
Travel & Training 6,838 5,262 9,989 14,941 18,521 18,521 }
Fuel Expenses 3,877 3,866 7,000 6,000 7,500 7,500
Computer Software 0 0 0 0 0 0 )
Rents & Leases 2,684 3,880 4,900 3,500 3,500 3,500 )
Utilities 2,774 2,883 3,200 8,200 9,600 9,600
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $179,210 $107,604 $147,310 $141,026 $150,756 $150,756
i
Capital Outlay )
Land & Improvements $0 $0 $0 $0 $0 $0 }
Building & Improvements 0 0 0 0 0 0
Vehicles 0 0 43,000 79,000 110,000 110,000 )
Office Furniture & Equipment 0 0 0 41,200 41,200 41,200 )
Computer Equipment 0 0 0 0 0 0 }
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $0 $43,000 $120,200 $151,200 $151,200
Total Budget Unit $1,076,542 $980,156 $1,307,720 $1,546,975 $1,671,735 $1,671,735 )
}
}
146 }
Current Planning
Budget Unit: 2230
}
Program Results
) All development will meet Comprehensive Plan and Preparation of billboard and A-frame sign code
Development Code standards. amendments.
• All development will be compatible with environ- FY 2004-05 Goals and Objectives
1 mental conditions, including steep slopes, wetlands,
hazards, and floodplains. Work with Planning Commission and Council
regarding development of policies and code relat-
e All land use development will be served with water, ing to constrained lands.
sanitary, storm sewer, streets, and public facilities
~ meeting City standards and requirements. Prepare code amendments as time permits for
Home Occupation Permits, Planned Develop-
Program Description ments, hillside development, and mobile home
garages.
The Current Planning Division provides zoning and
development information, conducts pre-application con- Continue to monitor effectiveness of 1998 Devel-
ferences, and reviews land use applications. Applica- opment Code.
tions include zone changes, sensitive lands, subdivisions,
~ variances, planned developments, land partitions, site Continue investigation of land use violations and
design reviews, conditional uses, temporary uses, signs, bring into compliance.
sign code exceptions, and land use decision appeals to
the Hearings Officer, Planning Commission, and City Process all development applications within ser-
Council. The Current Planning Division works with the vice standards.
Long Range Planning Division to coordinate and review
comprehensive plan amendments and annexations. Work with Long Range Planning Division on Metro
requirements, urban growth boundary expansion,
The Division applies and updates the Community and Bull Mountain.
Development Code and updates the Comprehensive
Plan. Staff support is provided to the Planning Com-
mission, Hearings Officer/Referee, Citizen Involvement
Teams, two Citizen Participation Organizations, and mis- Council meetings (Land Use cases, code amend-
cellaneous working groups. The Division is also respon- ments)
sible for general code enforcement activities.
• Cityscape articles (development activity, Code
FY 2003-04 Accomplishments Enforcement)
1 0 Monthly Focus on Tigard segments (development
• Maintained service standards with 18 /o increase in
activity, Planning process, Code Enforcement)
permit activity.
}
• Development review team working effectively and Public hearings (Planning Commission, Hearings
} providing high quality customer service. Officer)
} • Effective removal of 2,000+ illegal signs in right-of- Public hearing notices (Land Use cases)
way.
147
)
)
Current Planning )
Budget Unit: 2230 )
• Legal ads in the newspaper (Land Use cases) )
)
• Press releases (Code Enforcement) )
• Brochures (Land Use Planning process, Code )
Enforcement)
)
• Display board in lobby (Code Enforcement) )
• City website (Division information, Code Enforce-
ment, Land Use cases, meeting dates)
)
J
)
)
148 )
)
Current Planning
Budget Unit: 2230
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Number of development applications 304 330 400 410
Number of land use decisions made by:
Director 282 300 371 380
Planning Commission/
Hearings Officer 15 20 19 20
City Council 8 8 10 10
J
} EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
1
Land use decisions made within 120
days 100% 100% 100% 100%
Land use decisions made within
service standards 94% 97% 93% 90%
} Developments that meet ordinance
standards and process 100% 100% 100% 100%
i FULL-TIME EQUIVALENT POSITIONS
} 2001/02 2002/03 2003/04 2004/05
Administrative SpecialistI 0.50 0.50 0.00 0.00
Assistant Planner 1.00 1.00 0.00 0.00
Associate Planner 1.00 2.00 3.00 3.00
J Code Compliance Specialist 1.00 1.00 1.00 1.00
Permit Specialist 0.50 0.50 0.20 0.20
Permit Technician 2.00 2.00 2.00 2.00
Planning Manager 1.00 1.00 1.00 1.00
Senior Administrative Specialist 1.00 1.00 1.00 1.00
Senior Planner 1.00 0.00 0.00 0.00
Total 9.00 9.00 8.20 8.20
149
Current Planning )
Budget Unit: 2230 )
Actual Actual Revised Proposed Approved Adopted )
Description 2001/02 2002/03 2003/04 2004105 2004105 2004/05
Personal Services
Positions 9.00 9.00 8.20 8.20 8.20 8.20
Wages $352,735 $356,959 $386,227 $392,551 $392,551 $392,551 )
Overtime 91 0 765 500 500 500 )
Benefits 115,670 122,352 139,869 143,893 143,893 143,893
Total Personal Services $468,496 $479,311 $526,861 $536,944 $536,944 $536,944
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0 )
Prof. & Contract Services 21,576 13,235 7,856 16,556 16,556 16,556
Repair & Maintenance 828 36 1,345 1,200 1,200 1,200
Miscellaneous Expense 1,438 1,065 1,996 1,917 1,917 1,917 )
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 4,394 2,574 3,950 4,000 4,000 4,000
Advertising & Publicity 2,655 3,184 3,300 3,600 3,600 3,600 )
Fees/Dues/Subscriptions 1,616 1,904 2,415 2,310 2,310 2,310
Travel & Training 4,106 1,091 2,284 2,204 2,204 2,204 )
Fuel Expenses 261 174 1,680 840 840 840
Computer Software 0 0 0 0 0 0 )
Rents & Leases 0 0 0 0 0 0 )
Utilities 299 117 500 250 250 250 }
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0 )
Total Materials & Services $37,173 $23,380 $25,326 $32,877 $32,877 $32,877
)
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 $505,669 $502,691 $552,187 $569,821 $569,821 $569,821 )
)
)
)
)
)
150 }
)
1
Long Range Planning
Budget Unit: 2240
Program Results WORKLOAD MEASURES
~ Continued implementation of Washington
Accommodate growth while protecting the character and Square Regional Center -received Metro 2001/02 2002/03 2003/04 2004/05
livability of the community through long range planning politan Transportation Improvement Program
and through implementation of the City's Vision. (MTIP) funds for Greenburg Road construc-
tion and greenbelt. ire
i Program Description 1 N/A Yes No Yes
FY 2004-05 Goals and Objectives
Long Range Planning is responsible for monitoring and
) analyzing present and future physical, demographic, eco- Participate in regional discussions on the Urban ~C NIA Yes No No
nomic, and development conditions and trends; clarify- Growth Boundary.
Icility
i ing and recommending ways to implement shared City • Participate in regional funding programs, such as N/A Yes No No
goals; developing and implementing growth management MTIP, CDBG (Community Development Block
} and annexation programs; maintaining, updating, and Grants), Economic Development Grants. eb
implementing Tigard's Comprehensive Plan; conducting N/A N/A No No
technical studies and special planning projects such as . Lead regional discussion on the Washington
park and natural area planning, urban design, and spe- Square funding strategy. 'ce
cial studies; transportation planning; coordination ofplan- N/A N/A Yes No
ning issues with otherjurisdictions; developing and main- . Implementation of Metro Affordable Housing
taining citywide geographic information mapping policies.
systems(GIS). NIA N/A No Yes
• Participate in Metro Goal 5 program development
Long Range Planning provides support to the City Coun- for significant natural resources; adoption of pro- EFFECTIVENESS MEASURES
cil, Planning Commission, City Manager, and neighbor- gram.
hoodand community planning organizations. 2001 /02 2002/03 2003/04 2004/05
• Development and approval of commuter rail
FY 2003-04 Accomplishments design package; finalization of Downtown 1
background report.
• Continued special planning projects, including N/A Yes No No
support for natural areas and park planning. • Initiate Downtown Redevelopment plan process.
Jon
• Continued grant research and management of • Continue implementation of Transit Memorandum n (Y/l) Yes Yes No No
awarded grants. Of Understanding for focused transit implementa-
} tion strategy in Tigard.
• Continued participation in policy discussions on N/A N/A No Yes
Urban Growth Boundary issues. • Support Council and community decision regard-
0 possible annexation of Bull Mountain.
• Adoption of TriMet Memorandum of Under- ILL-TIME EQUIVALENT POSITIONS
standing(MOU). Communication Elements
2001/02 2002/03 2003/04 2004/05
• Development of Bull Mountain Annexation Plan. • Council meetings (policy issues, program
} updates) 1.00 1.00 1.00 0.00
• Continued work on long term Downtown rede- 3.00 3.00 3.00 4.00
velopment strategy -Transportion Growth Man- • Cityscape articles (policy issues) 1.00 1.00 1.00 1.00
agement (TGM) grant work.
5.00 5.00 5.00 5.00
151 153
Long Range Planning (g ~ )
Budget Unit: 2240 ( )
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002103 2003104 2004105 2004/05 2004105 Commission, open )
Personal Services dIMountain Annex-
Positions 5.00 5.00 5.00 5.00 5.00 5.00
Wages $228,684 $255,660 $269,183 $277,066 $277,066 $277,066 pal sr(Bu1lMountain )
Overtime 0 0 0 0 0 0 `Ue
Benefits 65,926 94,739 103,271 113,036 113,036 113,036 )
Total Personal Services $294,610 $350,399 $372,454 $390,102 $390,102 $390,102 F' 1ainAnnexation, )
Materials & Services
)
Water Costs $0 $0 $0 $0 $0 $0 &Asheets)
Prof. & Contract Services 46,629 11,798 25,000 25,000 25,000 25,000
Repair & Maintenance 0 19 0 0 0 0 GM Grants, Bull )
Miscellaneous Expense 6,497 2,063 5,209 5,305 5,305 5,305 )
Small Tools & Equipment 0 0 0 0 0 0 ( )
Office Supplies 3,748 2,407 4,100 6,100 6,100 6,100 „ ormation,reports,
Advertising & Publicity 898 0 400 1,800 1,800 1,800 ( `mg dates) )
Fees/Dues/Subscriptions 1,069 964 990 1,100 1,100 1,100
Travel & Training 1,659 1,936 2,995 4,550 4,550 4,550 (Ar aexation "hot line")
Fuel Expenses 0 0 0 0 0 0 )
Computer Software 0 0 0 0 0 0 ( )
Rents & Leases 0 0 0 0 0 0 ItainAnnexation
Utilities 252 0 0 0 0 0 ( 1
Insurance 0 0 0 0 0 0 ( }
Library Materials 0 0 0 0 0 0
Total Materials & Services $60,752 $19,187 $38,694 $43,855 $43,855 $43,855
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 $355,362 $369,586 $411,148 $433,957 $433,957 $433,957 )
( )
( )
( )
164 152 )
)
j ENGINEERING
Engineering
1
Street Lights
& Signals
i
}
1
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004105 2004/05
# Positions 16.00 16.00 15.50 15.50 15.50 15.50
}
Personal Services $1,022,328 $1,075,249 $1,102,821 $1,166,305 $1,166,305 $1,166,305
Materials & Services 481,904 458,642 479,238 490,486 490,486 490,486
Capital Outlay 0 0 0 0 0 0
Total Engineering - by Category $1,504,232 $1,533,891 $1,582,059 $1,656,791 $1,656,791 $1,656,791
} Budget by Division
Engineering $1,111,290 $1,132,268 $1,164,059 $1,236,791 $1,236,791 $1,236,791
Street Lights and Signals 392,941 401,623 418,000 420,000 420,000 420,000
Total Engineering - Division $1,504,231 $1,533,891 $1,582,059 $1,656,791 $1,656,791 $1,656,791
Budget by Fund
General Fund $1,111,290 $1,132,268 $1,164,059 $1,215,991 $1,215,991 $1,215,991
Street Maintenance Fee Fund 0 0 0 20,800 20,800 20,800
State Gas Tax Fund 392,941 401,623 418,000 420,000 420,000 420,000
Total Engineering - by Fund $1,504,231 $1,533,891 $1,582,059 $1,656,791 $1,656,791 $1,656,791
) 155
)
)
)
Engineering Department
Budget Unit: 2250 )
Program Results
The Development Review Division provides technical )
• The Engineering Department supports the City's review and issues permits for proposed private devel-
goals and objectives. opment projects, provides inspections to assure com-
pliance with City standards, and maintains records re-
• Private developments are designed and constructed lating to public facilities. )
in accordance with the City's standards and require- )
ments. The Capital Improvement Program Division manages )
1. Public improvements by developers are con- the capital improvement program for public streets and
structed to meet City design standards and de- utilities and prepares facilities plans for future improve-
velopment code provisions. ment needs. )
2. Hillside development is constructed in accor-
dance with City and State regulations. FY 2003-04 Accomplishments
3. As-built information system is space efficient
and provides up-to-date, accurate information Capital Improvements Projects: )
for the City's customers. Completed relocation of existing utilities from over-
4. Public improvements perform in accordance head to underground and relocation of existing ti
with design life. water and gas line on the Gaarde Street Phase II
project from Hwy 99W to 1215 Avenue. Installed
• The City's transportation system is safe and efficient drainage and sanitary sewer systems and constructed )
for all modes of travel. retaining walls on Gaarde Street between 121 51
1. The City's street infrastructure is properly main- Avenue and Hwy 99 and 12151 Ave. north of the
tained and upgraded as needed to meet future Gaarde/1215` intersection.
1
traffic demands.
2. Capital improvement projects are designed and Designed Walnut Street from 1161, Avenue to
constructed properly to enhance traffic flow and Tiedeman/Fonner intersection. Acquired right- of-
traffic safety while minimizing maintenance costs. way.
3. The City's neighborhood streets are safe for
pedestrians, bicyclists, and motorists and carry • Acquired additional right-of-way and completed
traffic volumes appropriate for residential neigh- design work for 1215' Avenue between Quail Creek )
borhoods. Lane and Tippitt Place. )
• The Engineering Department enhances environmental
quality in the City by providing adequate storm drain • Placed approximately 9,800 square yards of pave-
and sanitary sewer services to citizens of Tigard. ment overlay on various city streets including Errol )
Street, Walnut Street, Summerfield Drive, and )
• The Engineering Department keeps abreast of and Greenburg Road.
addresses regional and national issues that may
affect the City. Re-striped portions of the following: 68" Ave., 715
Ave., 72nd Ave., Canterberry Lane, Dartmouth )
Program Description Street, Durham Road, Pfaffle Street, Greenburg )
Road, Oak Street, Upper Boones Ferry Road, and
The Engineering Department is directed by the City Walnut Street.
Engineer. It designs and constructs capital improvement
projects and provides review of proposed private • Installed six new traffic calming devices on three )
development and inspection to insure compliance with streets and replaced two on North Dakota Street.
City standards. • Widened Walnut Terrace to 28 feet. Project in )
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Engineering Department
} Budget Unit: 2250
• Widened Walnut Terrace to 28 feet. Project in Private Development:
cluded paving, curbs, and driveway approaches. In Processed 130 new permits for minor and major
addition, 540 feet of 15" storm mainline and 4 catch projects totaling $3.2 million in public improvements
basins were installed to eliminate flooding. within the City and $3,000 in the Urban Services
Area. Several major projects in the Urban Services
• Installed new lighted crosswalk with signs and ad- area are pending plan approval.
vanced flashing lights on Bonita Road at Milton
Court.
• Reviewed and inspected public improvements in
Reconstructed Bonita Road between Hall Blvd. and such major development projects as Whistler's Walls
~
Fanno Creek Bridge including replacement of ag- No. 2, Metzger Elementary, C.F. Tigard Elemen-
gregate base. tary, Tuscany Subdivision, Fanno Pointe, and Bailey
Wood. In addition, the CIP project for Hall Blvd
• Preliminary Engineer's Report for Wall Street LID was inspected by Private Development inspector.
completed and submitted to Council for review. New Revenue Sources:
} Half street improvements will eventually be com- Implemented Street Maintenance Fee.
pleted on Hall Boulevard at the Library and Fanno
Pointe Condominiums. FY 2004-05 Goals and Objectives
Realigned Derry Dell Sanitary Sewer at I00thAv-
• Continue Private Development review and inspec-
enue to cross Derry Dell Creek. Project also in- lion.
cluded installation of riprap (erosion control) and
reseeding of vegetation. • Develop and implement the annual Capital Improve-
)
• Design completed for repair of existing sanitary sewer ment Program.
at Greenburg Road and Oak Street. Construction
will begin inApri12004. Implement Street Maintenance Fee for street sys-
tem maintenance citywide.
• Three Sanitary Sewer Reimbursement Districts were
constructed serving 85 properties. Continue to implement the Citywide Sewer Exten-
sion Program.
Design was completed for Storm Drainage Major
Maintenance Projects. • Continue to oversee the new Library project and
} complete the construction to allow the new Library
• Fanno Creek Trail Wetland Mitigation final moni- to open in Summer 2004.
toring report was submitted.
• Work with DUST space planning committee on the
• Bonita Park was constructed. Project included a
picnic shelter, playground area, two play structures, remodel of the existing Library building and City Hall.
basketball court, concrete pathway, benches, drink-
ing fountains, and landscaping. • Provide assistance to other departments as needed
1 in support of Council goals and City programs.
• Incorporate citizen involvement processes in the
Engineering Department programs.
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Engineering Department
Budget Unit: 2250
• Upgrade equipment and software in support of En- )
gineering Department activities and program changes. )
J
Communication Elements )
• Press Releases
• Neighborhood meetings ?
• Neighborhood notices
• Focus on Tigard )
• Cityscape articles
• City website
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Engineering Department
Budget Unit: 2250
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WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Preparation of Comprehensive Public
l
Facility Plans
Percent of plans completed N/A 100% 100% 100%
Private Development Review Activities:
1 Number of subdivisions requiring
additional geotechnical review by City 1 3 2 1
Number of Public Facility Improvement
Permits issued (prior to FY 03/04,
counted only compliance agreement
projects, not all PFI projects.) 18 11 130 112
Capital Improvement Program Actual
expenditure vs allocated CIP funding:
Street Projects
Gas Tax 96% 44% 90% 90%
Traffic Impact Fees (City and urban serv.) 38% 38% 99% 100%
Sanitary Sewer Projects 20% 21% 100% 90%
Storm Drainage Projects 27% 37% 90% 95%
Traffic Calming
Number of traffic calming devices installed
a yearly 18 8 6 8
Sanitary Sewer
Major maintenance
Number of identified repairs completed 2 2 2 3
)
Citywide Sewer Extension Program
Number of sewer service laterals provided 39 65 130 193
Storm Drainage
Major-maintenance
Number of identified repairs completed 2 2 2 3
)
159
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Engineering Department )
Budget Unit: 2250
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05 )
Private Development Review Activities: )
Projects that require major repairs
of public improvements during the
1-year maintenance period 3% 3% 1 % 1 %
Subdivisions that exhibit grading )
problems after City acceptance of
project 3% 3% 1% 1%
1
Capital Improvement Program Implementation
Streets:
CIP street projects designed 90% 90% 80% 90%
CIP street projects constructed 75% 90% 80% 90% 1
Traffic Calming: r
Reduction of 85th percentile speeds 90% 90% 90% 90% `f
Sanitary Sewer and Storm Drain Services
Sanitary Sewer:
Major maintenance:
Percent of repairs completed 65% 100% 100% 100%
Maintenance problem eliminated Yes Yes Yes Yes
Citywide Sewer Extension Program:
Percent of scheduled reimbursement
districts completed 90% 90% 90% 100% )
Lineal footage of sewer installed as
a percentage of the total master plan
layout 10% 25% 40% 60%
New sewer connections as a percentage )
of total laterals in preceding years 5% 20% 20% 25% )
Storm Drainage: )
Major maintenace: percent of repairs
completed 75% 85% 85% 100% )
Maintenance problems eliminated Yes Yes Yes Yes
Percentage of storm drainage pipe
upgraded 100% 100% 100% 100%
1
Projects in supporting City programs )
are completed in a timely manner Yes Yes Yes Yes )
160 )
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Engineering Department
Budget Unit: 2250
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
i Administrative SpecialistI 0.50 0.50 0.00 0.00
Administrative SpecialistH 0.50 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
1 Engineering/Survey Specialist 1.00 1.00 1.00 1.00
Engineering Technician 1 1.00 1.00 1.00 1.00
Engineering Technician H 3.00 3.00 3.00 3.00
Project Engineer 2.00 2.00 2.00 2.00
Right-of-Way Manager 0.00 0.00 1.00 1.00
SeniorAdministrative Specialist 1.00 1.00 1.00 1.00
Senior Engineer Technician 4.00 4.00 3.00 3.00
Total 16.00 16.00 15.50 15.50
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Engineering Department
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Budget Unit: 2250
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services }
Positions 16.00 16.00 15.50 15.50 15.50 15.50
Wages $772,905 $781,511 $802,326 $832,005 $832,005 $832,005
Overtime 117 3,700 3,075 5,000 5,000 5,000
Benefits 249,305 290,038 297,420 329,300 329,300 329,300
Total Personal Services $1,022,327 $1,075,249 $1,102,821 $1,166,305 $1,166,305 $1,166,305
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 46,010 23,731 13,224 21,475 21,475 21,475
Repair & Maintenance 2,665 1,253 4,450 4,475 4,475 4,475
Miscellaneous Expense 5,258 4,480 9,405 9,905 9,905 9,905
Small Tools & Equipment 4,324 3,197 7,700 6,300 6,300 6,300
Office Supplies 11,828 6,937 10,000 10,838 10,838 10,838
Advertising & Publicity 0 577 500 500 500 500 )
Fees/Dues/Subscriptions 1,848 1,725 1,493 1,493 1,493 1,493
Travel & Training 9,062 7,484 7,466 6,500 6,500 6,500
Fuel Expenses 1,480 1,409 1,500 1,800 1,800 1,800
Computer Software 0 0 0 0 0 0
Rents & Leases 4,186 3,763 3,500 5,000 5,000 5,000
Utilities 2,302 2,463 2,000 2,200 2,200 2,200
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
}
Total Materials & Services $88,963 $57,019 $61,238 $70,486 $70,486 $70,486
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 $1,111,290 $1,132,268 $1,164,059 $1,236,791 $1,236,791 $1,236,791 )
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Street Lights & Signals
Budget Unit: 2260
Program Results
• Collector streets are adequately lit for vehicular and Completed the maintenance phase on several new sub-
pedestrian safety. divisions in the City and accepted the streets and street
j light systems within these subdivisions. Among the new
r • Major intersections are upgraded with traffic signal subdivisions are Davis Place Subdivision, Durham School
systems for safe and efficient movement of all modes Subdivision, Maple Ridge Estates, Sunridge Heights, and
of transportation. others.
• Neighborhood streets are provided adequate light- FY 2004-05 Goals and Objectives
ing in accordance with City policies.
• Assumption of energy and maintenance costs for traf-
Program Description fic signal systems installed through the Capital Im-
provement Program.
This budget unit addresses energy and maintenance costs Complete the Public Facility Plan for street lights.
for all of the City's existing street lights and signal sys-
tems. It includes funding for maintenance and minor up- Install essential street lights in accordance with pri-
grading ofthe existing traffic signal systems by contract ority determined by the Public Facility Plan.
with Washington County. On a limited basis, it provides
for addition of new street lights on collector streets to . Incorporate energy saving LED technology in all new
eliminate dark spots and enhance safety. The responsi- traffic signal system installations.
bility for monitoring the street light system, as well as the
administrative responsibility to pay for the energy costs, . Retrofit existing systems with energy saving LED fix-
falls under the Public Works Department. The installa- tures.
tion of new lights and the coordination for adjustment of
traffic signal timings and upgrades is the responsibility of . Continuation of energy and maintenance costs for
the Engineering Department. Funding for street lights and installed systems.
signals comes from Gas Tax Funds.
Communication Elements
FY 2003-04 Accomplishments
• Press Releases
Replaced 60 traditional incandescent green light bulbs
on the City-owned traffic signal systems with energy ef-
ficient and long lasting green LED's (light-emitting di-
odes). The LED signals typically last at least five times
longer than the traditional bulbs and cost much less in
energy costs. This conversion to the LED's is expected
to save the City approximately $2,200 annually in en-
ergy costs alone. The City applied for and received a
rebate of $60 per fixture through an incentive program
from the Energy Trust of Oregon. The City has approxi-
mately 6012-inch green light arrows remaining for re-
placement, which should be completed in FY 2004-05.
163
Street Lights & Signals
Budget Unit: 2260
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05 }
New signal systems added 4 2 1 2
New street lights added 60 30 35 20
Public Facility Plan for street lights
completed N/A N/A N/A 100%
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Level of service improvement
in new signalized intersections Yes Yes Yes Yes
Mileage of collector streets with
street lights 20% 25% 30% 35%
Public Facility Plan for street lights
adopted by City Council N/A N/A N/A Yes
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
None }
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Street Lights & Signals
Budget Unit: 2260
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
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 30,056 33,757 43,000 45,000 45,000 45,000
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
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 362,885 367,866 375,000 375,000 375,000 375,000
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $392,941 $401,623 $418,000 $420,000 $420,000 $420,000
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 $392,941 $401,623 $418,000 $420,000 $420,000 $420,000
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City of Tigard, Oregon
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POLICYAND ADMINISTRATION PROGRAM °
s•
a
Organizational Chart 166
Expenditure/FTE Summary 167
City Admininistration Department
Organization Chart/FTE Summary 168
Mayor & City Council 169
City Management 176
Human Resources 181
Information Technology 185
Risk Management 188
Finance Department
Organizational Chart/FTE Summary 202
Finance Administration 203
Financial Operations 208
Office Services 213
Municipal Court 218
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city of TiPrd9 Oregon
POLICY
and
ADMINISTRATION
city
Administration
Finance
166
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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 and information services, financial management, accounting, purchasing,
utility billing, municipal court, human resource management, records management, and risk management.
The budget has an increase of 3.5% over the FY 2003-04 Revised Adopted Budget. The number of authorized
positions has decreased by 0.2 FTE. The Mayor and Council and the 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 Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
# Positions 44.60 43.60 40.10 39.90 39.90 39.90
Personal Services $2,561,903 $2,721,386 $2,814,062 $2,825,786 $2,825,786 $2,825,786
Materials & Services 1,359,386 1,231,586 1,101,454 1,197,689 1,226,189 1,226,189
Capital Outlay 0 19,477 0 0 0 0
Total Policy & Admin. - by Category $3,921,289 $3,972,449 $3,915,516 $4,023,475 $4,051,975 $4,051,975
Budget by Division
Mayor & Council $107,052 $79,050 $93,860 $103,362 $107,862 $107,862
City Management 557,579 510,276 438,772 425,703 425,703 425,703
Human Resources 415,226 343,356 384,673 386,649 386,649 386,649
Information Technology 864,828 923,088 686,209 711,428 711,428 711,428
Risk Management 417,084 469,761 510,379 525,860 525,860 525,860
Finance Administration 222,946 275,943 300,507 322,068 346,068 346,068
Financial Operations 733,753 763,268 824,347 850,731 850,731 850,731
Office Services 400,313 407,003 459,854 464,401 464,401 464,401
Municipal Court 202,508 200,704 216,915 233,273 233,273 233,273
Total Policy & Admin. -by Division $3,921,289 $3,972,449 $3,915,516 $4,023,475 $4,051,975 $4,051,975
Budget by Fund
General Fund $309,560 $279,754 $310,775 $336,635 $341,135 $341,135
Central Services Fund 3,611,729 3,692,695 3,604,741 3,686,840 3,710,840 3,710,840
Total City Admin. - by Fund $3,921,289 $3,972,449 $3,915,516 $4,023,475 $4,051,975 $4,051,975
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CITY
ADMINISTRATION
Mayor & Human
Council Resources
City Risk
Management Management
Information
Technology
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004105 2004/05
# Positions 19.80 19.80 16.00 15.80 15.80 15.80
Personal Services $1,372,470 $1,458,636 $1,388,167 $1,376,019 $1,376,019 $1,376,019
Materials & Services 989,299 860,295 725,726 776,983 781,483 781,483
Capital Outlay 0 6,600 0 0 0 0
Total City Admin. - by Category $2,361,769 $2,325,531 $2,113,893 $2,153,002 $2,157,502 $2,157,502
Budget By Division
Mayor & Council $107,052 $79,050 $93,860 $103,362 $107,862 $107,862
City Management 557,579 510,276 438,772 425,703 425,703 425,703
Human Resources 415,226 343,356 384,673 386,649 386,649 386,649
Information Technology 864,828 923,088 686,209 711,428 711,428 711,428
Risk Management 417,084 469,761 510,379 525,860 525,860 525,860
Total City Admin. - by Division $2,361,769 $2,325,531 $2,113,893 $2,153,002 $2,157,502 $2,157,502
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Budget By Fund
General Fund $107,052 $79,050 $93,860 $103,362 $107,862 $107,862
Central Services Fund $2,254,717 $2,246,481 $2,020,033 $2,049,640 $2,049,640 $2,049,640
Total City Admin. - by Fund $2,361,769 $2,325,531 $2,113,893 $2,153,002 $2,157,502 $2,157,502
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168
Mayor & City Council
Budget Unit: 3110
Program Results
• Basic City services provided to citizens are cost • Joined the Regional Economic Development Part-
effective and are delivered without interruption. ners.
• Tigard's interest in regional and statewide activities • Adopted Strategic Finance Plan on April 8, 2003.
is coordinated with appropriate agencies and juris-
dictions. • Approved Citywide Master Fees and Charges
Schedule on June 24, 2003.
• Tigard citizens are involved in the community and
participate effectively.
GOAL 2: TIGARD CENTRAL
• Programs and activities are available in the commu- BUSINESS DISTRICT
nity to meet the needs of a diverse population. ~
• Met with the Downtown Task Force twice during
• External and internal City assets are well managed 2003 to discuss progress of the Downtown revital-
and utilized. ization planning effort. )
1
Program Description • Participated in an urban renewal work session to
learn more about funding mechanisms for Down-
The Mayor and Council represent the legislative and town improvements.
policy leadership for City government. The Mayor and )
Councilors are elected by citizens for four-year terms • Received a grant for Transportation Growth Man-
on a non-partisan basis. The Mayor and Councilors agement; scope of work is being finalized and work
serve part-time. will begin in the late spring of 2004.
The Council hires the City Manager to run day-to-day Approved the Downtown Task Force's recommen-
operations. The City Council reviews, revises, and dation for design elements for the Downtown Com-
adopts City laws and policies and sets the overall direc- muter Rail Station.
tion of the City.
GOAL 3: TRANSPORTATION
FY 2003-04 Accomplishments )
• Gaarde Street Improvements Phase 2 work progress
GOAL 1: FINANCIAL STRATEGY made and scheduled for completion in the fall of 2004.
• Implemented Right-of-Way Study, which resulted • Initiated land acquisition activities for Walnut Street
in fee adjustments and creation of a new staff posi- and 121St Street projects. Project design com-
tion for a Right-of-Way Program Coordinator. pleted for these two projects, which makes them
ready for construction when funding opportunities
• Continued to evaluate City fees. arise.
• Updated the City's Five-Year Financial Forecast. • Continued to make progress on Hall Boulevard
improvements.
• Developed a water rate model to be used to adjust
future rates, which might be needed depending on
future water capital improvement program projects.
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169
Mayor & City Council
Budget Unit: 3110
j
Participated in the Washington County MSTIP 3b Repaired the Fanno Creek Trail in Englewood Park.
•
1 project selection process. Of the $60 million
dollars allocated, $25 million has been allocated to • Completed Woodard Park development projects,
the Commuter Rail project. No Tigard-specific which included two playgrounds and a picnic shelter
road projects were selected for funding. (partially funded by a grant).
• Established a Street Maintenance Fee on Novem- Completed major construction on the Bonita Park
ber 18, 2003. development project. Formal dedication to take
place in April or May 2004.
• Developed a Memorandum of Understanding with
Tri-Met, which established a process through which ' Received $50,000 grant to develop additional Fanno
Tri-Met improvements and City-funded projects to Creek Trail property from Grant Street to Main
complement those improvements can be incorpo- Street.
A rated in TriMet's local area plan and the City's Capital
Improvement Program. • Received $50,000 grant to install an extension of
the Fanno Creek Trail at Fanno Creek Park, from
• Approved the Memorandum of Understanding with Hall Boulevard to the new Library building.
Tri-Met to improve local transit services.
• Completed the Summerlakenff--leash area.
• Submitted projects for consideration under the
Metro Priorities 2004-07 solicitation process. The ' Continued to work with the Skate Park Task Force
pedestrian trail through the greenbelt in the Wash- to raise funds for a skate park facility.
ington Square Regional Center was placed on the
final approval list. Created a Park and Recreation Advisory Board.
GOAL 4: PARKS AND RECREATION Youth Forum continued to meet monthly.
• Established a YouthAdvisory Council, which adopted GOAL 5: WATER
by-laws, elected officers, made progress toward
establishing its own web page, and conducted a blan- ' Continued wholesale rate negotiations with the City
ket drive between Thanksgiving and Christmas col- of Portland.
lecting over 350 blankets for area families in need.
• Joined the Joint Water Commission membership in
• The Police Activities League (PAL) started an after early 2004. Membership allows the City to lease
school program at Twality Middle School and con- four million gallons of water per day from an exist-
ducted four day long camps at Tigard middle ing partner. The City will continue to participate in
schools during the winter break. PAL is working on capacity-improvement projects such as the raw
raising funds through grants and donations to water pipeline and the Scoggins Dam raise feasibil-
expand the after-school program. ity study.
• Invited to participate in a grant application for funds GOAL 6: GROWTH MANAGEMENT
from the state to develop programs focusing on posi-
tiveyouth development. Reviewed the Bull Mountain Annexation Plan on
December 2 and 16; decided to postpone making a
• Cook Park Phase II completed. Formal park dedi- decision until summer/fall of 2004 to give additional
cation to take place during the Balloon Festival in time to work with Tigard and Bull Mountain citizens
June 2004. to answer questions about annexation to the City.
170
Mayor & City Council
Budget Unit: 3110
• Worked on several alternatives to address Urban GOAL 1: FINANCIAL STRATEGY
Growth Expansion issues, including preparation of
a concept plan and relationship to the overall Bull A. Develop and implement a sustainable long-term
Mountain planning effort. financial strategy for issues such as:
1. General Fund needs
GOAL 7: COMMUNICATION 2. Library
3. Transportation
• Continued to meet monthly with Senator Burdick 4. Parks and open space
and State Representative Williams to hear an 5. Washington Square regional center
update on the legislature's activities. 6. Central Business District )
7. Water system
• Met with the Intergovernmental Water Board, the 8. Extension of urban services through annexation
Washington County Board of Commissioners, a del-
egation from Samarinda, Indonesia, the Tigard- GOAL 2: TIGARD CENTRAL
Tualatin School District Board, Tualatin City Coun- BUSINESS DISTRICT i
cil, Tigard Student Envoy, Tigard Area Chamber of )
Commerce President, Tri-Met staff, Budget Com- A. Support the activities of the Downtown Task
mittee, Library Board, Planning Commission, Force as it defines a vision for redevelopment.
Municipal Court Judge, Metro Council President, B. Select a consultant to carry out the Transportation )
and representatives from Tualatin Valley Fire and Growth Management (TGM) grant to create a
Rescue. redevelopment plan based upon the recommenda-
tions ofthe Task Force and Council.
• Produced a monthly cable television informational C. Choose a financing mechanism, such as tax incre-
program: Focus on Tigard. ment financing, for carrying out the redevelopment
plan or vision.
• Added new features to the City web page; depart- D. Broaden the Task Force to include citywide repre-
ments did an extensive review of information posted sentation.
on the web to determine if more or different infor-
mation should be included and to keep posted GOAL 3: TRANSPORTATION )
information current.
A. Aggressively pursue solutions to congestion of state,
• Updated City's communication plan used as a guide- county, and city facilities that cross through Tigard.
line about available communication tools. 1. Reforming the Transportation Financing Task )
Force. )
FY 2004-05 Goals and Objectives a. Explore outside funding sources
b. Recommend to the City Council expansion
Goal-setting meeting was held on January 12, 2004. On of the task force functions
January 27, 2004, the Council adopted the following
goal list:
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171
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Mayor & City Council
Budget Unit: 3110
1
2. Identify project priorities and funding needs GOAL 5: GROWTH MANAGEMENT
for state and city facilities.
a. Prioritize all project needs - city, county, A. Continue Bull Mountain annexation informa-
and state facilities in Tigard tion preparation leading to a July 2004 Coun-
b. For priority facilities which are controlled cil action on the Annexation Plan.
by another entity: B. Form subcommittees and review their com-
l. Discuss the project with the entity pleted White Papers.
which hasjurisdiction over the facility; C. Designate a subcommittee which will review
and the Planned Development section of the
2. Negotiate a funding solution which Community Development Code, led by the
could include partial city funding; and Planning Commission.
3. Offer to improve a related city trans D. Develop a framework/timetable for a Com-
portation problem in exchange for the prehensive Plan update.
other entity completing a needed E. Negotiate with Washington County staff to
transportation facility; and determine who will prepare the plan and
4. Offer to accept jurisdiction for the zoning for the UGB Areas 63 and 64, and
improved facility upon project comple- identify the source of funding for the plan.
tion.
B. Continue working with Tri-Met to carry out the GOAL 6: COMMUNICATION
Memorandum of Understanding and identify and
fund additional improvements with an emphasis on A. Increase Tigard's communication with other
infra-city bus routes. local officials and elected bodies through
C. Council shall meet with ODOT representatives at active participation of City Council members
least once in 2004 to discuss state road facilities in and staff.
Tigard and the related funding needs and priorities. B. Improve and expand communication with
citizens, particularly communicating successes
GOAL 4: PARKS AND RECREATION and future concerns.
C. Support the Tigard Beyond Tomorrow goal to
A. Meet with the Park and Recreation Advisory maximize citizen involvement opportunities
Committee to: through educational programs by implementing
1. Discuss the vision of the Task Force and a citizen leadership series.
the Council related to the City need for D. Investigate the possibility of supporting the
parks and recreation. mission of the Tigard Youth Advisory Council
2. Discuss possible acquisition needs and "to empower, improve, and connect the lives
financing for the City of Tigard as well as of Tigard's youth" by adding a youth represen-
unincorporated Bull Mountain. tative to all City boards and committees.
3. Discuss options and interest in creating a E. Investigate the possibility of supporting the
park and recreation district. Tigard Beyond Tomorrow strategy to "en-
B. Continue to participate in discussions with the courage public participation through accessi-
Tigard-Tualatin School District and neighboring bility and education with an annual citizens fair
cities to consider the school district's funding for community events and businesses.
needs.
C. Meet with the Skate Park Committee and formu-
late a plan of action.
D. Continue to support the efforts ofthe Youth
Forum.
172
Mayor & City Council
Budget Unit: 3110
Communication Elements )
• Cityscape: issued nine times a year to inform
citizens of upcoming events, meetings, important
decisions to be made, opportunities for public
involvement, and accomplishments.
• Web Page: postings reviewed weekly. Web
posting expand upon information printed in the
Cityscape and present timely information of use to
Tigard residents and businesses.
• Press Releases: issued weekly to provide infor-
mation to media of upcoming Council items under
consideration as well as reporting on actions taken )
by the Council.
• Recaps: issued weekly to summarize Council
actions and list staff follow up needed for most
recent Council meeting; distributed in the Council
newsletter and posted on the Web Page. )
• Council Newsletter: produced every Friday to
summarize week's events and noteworthy activi-
ties within the City. ) .
• Staff Greeters: present before each Council
business meeting to assist public with hearing items
or to answer questions about the upcoming )
meeting. )
• Fact Sheets: faxed to media before each Council
meeting and available to the public at the beginning
of each Council meeting; document summarizes )
major agenda items summarizing key issues
coming before the City Council. )
• Council Packets: present Council a summary of )
the issues, background material, a staff recom-
mendation and request for direction or a decision; )
available to Council one week before each
Council meeting and a hard copy of the packet is )
placed in the library for public viewing. The
Council packet is also posted to the Web Page. )
173
1
Mayor & City Council
Budget Unit: 3110
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Population served 43,040 43,900 44,951 45,070
Number of Council meetings 36 36 36 36
Average hours of Council meetings 3 3 3 3
Number of ordinances adopted 26 30 35 25
Number of resolutions adopted 79 75 75 70
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
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
2001/02 2002/03 2003/04 2004/05
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.
174
)
Mayor & City Council )
Budget Unit: 3110 1
Actual Actual Revised Proposed Approved Adopted )
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05 i
Personal Services
Positions 0.00 0.00 0.00 0.00 0.00 0.00
Wages $22,500 $21,100 $22,500 $22,500 $22,500 $22,500 i
Overtime 0 0 0 0 0 0
Benefits 3,020 18,072 31,943 34,102 34,102 34,102
i
Total Personal Services $25,520 $39,172 $54,443 $56,602 $56,602 $56,602
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 25,719 2,693 750 250 250 250 }
Repair & Maintenance 266 0 500 150 150 150
Miscellaneous Expense 13,395 1,170 542 3,000 3,000 3,000 )
Small Tools & Equipment 0 0 0 0 0 0 )
Office Supplies 4,047 3,009 3,100 4,500 4,500 4,500 )
Advertising & Publicity 2,264 863 1,000 1,000 1,000 1,000
Fees/Dues/Subscriptions 24,614 24,515 26,577 28,347 32,847 32,847 )
Travel & Training 10,898 7,628 6,948 9,513 9,513 9,513 )
Fuel Expenses 0 0 0 0 0 0 i
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 329 0 0 0 0 0
Insurance 0 0 0 0 0 0 )
Library Materials 0 0 0 0 0 0
Total Materials & Services $81,532 $39,878 $39,417 $46,760 $51,260 $51,260 )
Capital Outlay i
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 $107,052 $79,050 $93,860 $103,362 $107,862 $107,862 )
175 )
1
1
1
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. City Council.
• 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 activi- FY 2003-04 Accomplishments
ties that connect them with decision-makers and
community members. • Implemented the Community Assessment Program.
• City goals are met and progress communicated • Reviewed communication tools, including the
through coordinated efforts of citizens and progress Cityscape citizen newsletter, to retain easy access
is communicated to citizens. to information about City services, programs, and
accomplishments through effective, cost-efficient
• Volunteer spirit is maximized through community- means.
wide coordination of volunteers.
• Implemented the Focus on Tigard cable television
Program Description program designed to educate, inform, and involve
viewers in issues that impact the community.
The City Management Division consists of the City
Manager and staff supporting the activities of the City • Emphasized the importance of press releases so that
Council and assisting in the overall management of City information is available to the media about the
programs. progress on the City's goals and objectives.
The City Manager is hired by the City Council to run the • Maintained the level of support from volunteers in
daily affairs ofthe City and to implement policies adopted all City departments.
by the Council. A major focus of this Division is on
communications among the City, citizens, and employ- FY 2004-05 Goals and Objectives
ees. Specific activities of this Division include:
Continue improving communications through con-
0 Communicate the direction from City Council on tinuous review (using staff from all departments)
policies, laws, and directives to the Executive Staff of communication tools used to provide timely, eas-
and employees. ily accessed information about City services, pro
grams, and accomplishments.
• Facilitate the Visioning Program, Tigard Beyond
Tomorrow. Anticipate actions and decisions needed from the
Council by administering and encouraging the
• Encourage the use of a variety of communication establishment of work programs and project
tools, including the Cityscape, the City's web page, timelines.
cable television programming, and other means
to make information available to citizens and Monitor progress on Council Goals.
employees.
I
176
City Management )
Budget Unit: 3120
• Administer the Mayor and Council elections and the Volunteer Program )
potential Bull Mountain Annexation Plan election )
in November 2004. Publish opportunities or convey recognition of }
volunteers in each Cityscape issue.
• Maintain the level of support from volunteers in all )
City departments. • Use press releases to recruit for all committee )
openings and large community events. )
Communication Elements )
• Place postings on various websites to recruit for
Citywide Communication environmental events.
• Issue one press release on a City project or • Place postings on City's website to announce
program each week. committee openings, large community events, and
recognition of volunteers after events.
• Coordinate Department Communicator meetings - )
bi-monthly. Recruit volunteers by announcing the need during )
the Focus on Tigard programs. )
• Maintain the citywide Communication Plan -
ongoing. Present information to community groups as
requested (usually 2-3 times a year). )
• Coordinate the Focus on Tigard programming -
monthly. Update City Council on the volunteer program - )
annually.
• Coordinate rotating lobby displays - monthly.
• Produce volunteer appreciation event -annually. )
• Update the City Council on citywide communica-
tion efforts -twice a year.
• Monitor the Community Assessment Program-
weekly.
Cityscape )
• Review Cityscape publication; determine whether )
timing is right to consider issuing an electronic news-
letter and reduce the number of Cityscape )
issues. )
)
1
)
177 )
)
City Management
Budget Unit: 3120
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Cityscape issues published each year 12 12 9 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
produced 3 3 20 20
Number of Community Connectors 38 30 50 50
Volunteer hours contributed 10,000 12,000 12,000 12,000
EFFECTIVENESS MEASURES
> 2001/02 2002/03 2003/04 2004/05
Percentage of Cityscape articles
describing programs or services
that contain information on how to
give input 100% 100% 100% 100%
Percentage of Cityscape issues that
are delivered to residents on or before
the last Saturday of the delivery month 100% 100% 80% 100%
Percentage of neighborhoods represented
by Community Connectors N/A N/A 20% 100%
Percentage in number of press releases
that are submitted and then printed
by at least one media source 80% 85% 85% 95%
Percentage of volunteers satisfactorily
performing specific tasks as requested 100% 90% 90% 90%
1 178
}
City Management )
Budget Unit: 3120
EFFECTIVENESS MEASURES (CONT.)
2001/02 2002/03 2003/04 2004/05
Volunteers perform requested activities )
in all departments 100% 90% 95% 95% )
Percentage of cable broadcasts produced )
that air on schedule N/A 95% 95% 95% )
)
FULL-TIME EQUIVALENT POSITIONS )
2001/02 2002/03 2003/04 2004/05 )
Administrative Specialist H 1.80 1.00 0.00 0.00 )
Assistant to City Manager 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00
City Recorder 1.00 1.00 1.00 1.00 )
Confidential Admin. Specialist 11 0.00 0.80 0.00 0.00 )
Volunteer Coordinator 1.00 1.00 1.00 0.80 )Total 5.80 5.80 4.00 3.80
)
}
1
1
)
)
179
)
}
1
City Management
Budget Unit: 3120
)
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 5.80 5.80 4.00 3.80 3.80 3.80
Wages $338,701 $335,317 $291,814 $283,058 $283,058 $283,058
Overtime 0 0 0 0 0 0
Benefits 104,235 114,578 97,865 98,098 98,098 98,098
Total Personal Services $442,936 $449,895 $389,679 $381,156 $381,156 $381,156
Materials & Services
i Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 57,410 4,165 6,910 4,610 4,610 4,610
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 5,498 4,000 5,137 4,602 4,602 4,602
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 9,377 7,082 5,625 5,600 5,600 5,600
Advertising & Publicity 28,790 32,968 23,777 24,225 24,225 24,225
Fees/Dues/Subscriptions 6,902 6,766 2,327 2,340 2,340 2,340
Travel & Training 6,321 5,201 5,067 3,070 3,070 3,070
Fuel Expenses 0 0 0 0 0 0
Computer Software 150 80 100 100 100 100
Rents & Leases 0 0 0 0 0 0
Utilities 195 119 150 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $114,643 $60,381 $49,093 $44,547 $44,547 $44,547
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 $557,579 $510,276 $438,772 $425,703 $425,703 $425,703
1
180
Human Resources
Budget Unit: 3130
Program Results )
• The City attracts, develops, motivates, and retains Established Citywide Quarterly Supervisor/Man- )
high quality employees, with consideration to finan- ager/Director meetings to train staff and build inter- )
cial resources and effectiveness. department cooperation and consistency as it )
relates to human resources administration. )
• The City complies with local, state, and federal )
employment laws. Worked with citywide Health Plan Committee to
review health benefit costs and options to improve )
• Human Resources support and assistance is pro- service delivery, costs to the employee and employer,
)
vided to internal customers so as to enhance the and better education for employees regarding health
efficiency and effectiveness ofoperating departments, costs and choices.
1
Program Description • Continued to conduct recruitment and selection ser-
vices for City departments including recruitment for )
This Division provides human resource management to two Director openings. )
the City by developing and implementing policies, pro- )
grams, and services which contribute to the attainment • Monitored and increased accountability with the per-
of City and employee goals. Human Resources is formance management system, assisting supervisors )
responsible for maintaining compliance with employment with appraisal and performance issues. )
laws and government regulations, and providing super-
visory personnel with the training, support, and assis- • Completed grievance arbitration with the TPOA and )
tance to effectively lead. Program services include Police Department.
recruitment and selection, testing, benefit administration, )
new employment orientation, labor relations, employee • Presented annual Employee Wellness and Benefit )
and supervisory training, personnel policy development Fair (160 employees attending) and Annual Recog- '
and administration, job classification and salary admin- nition Program.
istration, personnel record management, equal employ-
ment opportunity administration, dispute resolution, and )
employee relations and recognition. FY 2004-05 Goals and Objectives )
FY 2003-04 Accomplishments • Assist Library with recruitments and staffing plans }
for new Library. )
• Began development of a Citywide Succession Plan, )
for identifying current and future needs and resources • Recruit as needed for staffing to meet Bull Moun- )
to plan for leadership continuity and employee tain service needs if the annexation of this area is
advancement. approved.
l
• Conducted negotiations for both the Oregon Public • Implement Citywide Succession Plan. )
Employees Union (SEIU/OPEU) and Tigard Police )
Officers Association (TPOA) collective bargaining • Implement any necessary changes to health benefit )
units for new multi year labor contracts. costs and services resulting from the Health Plan
Committee activities, labor negotiations, and/or pro- )
vider directives. )
)
181 )
1
Human Resources
Budget Unit: 3130
Communication Elements
} Continue to monitor effectiveness of performance Human Resources employs a variety of communication
• management system; update related forms, pro- tools to provide services including:
cesses, guidelines as needed; provide assistance to
supervisors. • Employee meetings
1 • Brochures, announcements, pamphlets, and other
• Provide supervisory training targeted at enhancing printed materials
core leadership competencies identified by execu- • Council meetings
1 tive staff. City's intranet
• City's website
• Implement changes to and new PERS (Public Em- • Bulletin boards in departments
ployees Retirement System) programs, provide new Lobby displays
reporting information, participate in employers' corn- Cityscape
mittee. Tigard/Oregonian newspapers
Interagency meetings
• Assist in space planning/remodel committee (DUST)
and implement move to joint HR/Risk Management
space.
l
• Implement HWAA (Health Insurance Portability and
AccountabilityAct) requirements including staff train-
ing, records management, and employee informa-
tion.
1
• Provide annual employee recognition and education
programs including on-site retirement planning,
employee recognition program, wellness and ben-
efit fair, health insurance informational meetings,
employee of the month program, etc.
1
• Continue to provide highest quality human resource
services to employees, supervisors, Council, and citi-
zens.
}
l
)
182
Human Resources
Budget Unit: 3130
WORKLOAD MEASURES )
2001/02 2002/03 2003/04 2004/05 )
Number of recruitments 80 30 30 50 )
)
Total number of job applications )
received 2,500 1,000 1,800 2,300 )
Total number of employees attending
City training classes 150 135 400 550 )
Total number of training classes offered 8 6 14 16
Total number of City FTE 261.30 260.45 258.00 264.20 )
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05 )
Employees successfully )
completing probation 80% 80% 85% 100%
Employees participating in City
events 50% 50% 60% 65%
)
Employees still employed after )
five years 61% 65% 60% 65%
FULL-TIME EQUIVALENT POSITIONS l
)
2001/02 2002/03 2003/04 2004/05
Human Resources Assistant 1.00 1.00 1.00 1.00 )
Human Resources Director 1.00 1.00 1.00 1.00 )
Senior Human Resources Analyst 2.00 2.00 2.00 2.00 )
Total 4.00 4.00 4.00 4.00 )
183 )
)
Human Resources
Budget Unit: 3130
}
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
1
Personal Services
Positions 4.00 4.00 4.00 4.00 4.00 4.00
Wages $229,737 $236,551 $242,464 $242,468 $242,468 $242,468
Overtime 0 0 0 0 0 0
Benefits 70,165 77,383 79,964 77,496 77,496 77,496
Total Personal Services $299,902 $313,934 $322,428 $319,964 $319,964 $319,964
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 91,949 15,150 22,860 18,420 18,420 18,420
Repair & Maintenance 65 36 0 0 0 0
Miscellaneous Expense 9,208 5,300 9,300 9,700 9,700 9,700
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 8,939 4,878 10,935 11,910 11,910 11,910
Advertising & Publicity 0 53 0 0 0 0
Fees/Dues/Subscriptions 3,715 2,205 2,030 2,080 2,080 2,080
Travel & Training 1,448 1,800 17,120 24,575 24,575 24,575
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 $115,324 $29,422 $62,245 $66,685 $66,685 $66,685
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
j 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 $415,226 $343,356 $384,673 $386,649 $386,649 $386,649
1
184
)
Information Technology )
Budget Unit: 3140 )
}
Program Results )
• Direct Inward Dialing (DID) and the ability to both )
• Staff provides the most comprehensive, timely send and receive faxes from the user's desktop was
)
information to the citizens of Tigard. implemented this year.
• Staffprovides rapid, dependable communication to . Integration of telephone voice mail with Groupwise )
the citizens ofTigard. e-mail system was implemented this year. )
• Information Technology provides support and FY 2004-05 Goals and Objectives )
assistance to internal customers. )
• Complete conversion of Groupwise e-mail system )
Program Description to the most recent version.
The Information Technology Division (formerlyNetwork Convert our network operating system to the most
Services Division) is responsible for all the information recent version. )
technology for the City. It provides computer systems
installation and maintenance; telephone inventory, man- Communication Elements
agement, and usage; and television facilities to all City
departments. In previous years, this division was called r
Information Technology is in the electronic communica-
tions business. It uses all the features of the new tele- )
phone system, cell phones, pagers, Instant Messaging,
FY 2003-04 Accomplishments and e-mail in addition to weekly staff meetings.
• The City's website was rebuilt on a Tigard server
rather than sharing services with the City of Hillsboro. )
This move allowed the City to present information
to the citizens more quickly.
• Several older servers were retired and were replaced
with more state-of-the-art systems.
1
• The Division made several major software installa-
tions and conversions throughout the year, as new
versions of software were released by the vendors.
• A Software Oversight Committee was formed with )
representatives from each department. The goal of
the committee is to insure that there is no duplication
of data or tasks among separate departments.
• Information Technology televises two City Council )
meetings per month, plus the Focus on Tigard, Citi-
zens Police Academy, and other ad hoc meetings in
Town Hall. )
185 )
1
1
Information Technology
Budget Unit: 3140
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
1
Number of computers 260 275 325 371
Number of servers 11 12 19 20
Volume of data used by City
departments (gigabytes) 60 80 500 750
Number of service calls 1,700 1,800 1,900 2,200
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Network up-time 99% 99% 99% 99%
Service calls fixed on first call 80% 85% 90% 80%
City staff rating service good or
excellent 85% 87% 90% 80%
1
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
Network Assistant 1.00 1.00 1.00 1.00
Network Services Director 1.00 1.00 1.00 1.00
Network Technician 3.00 2.00 1.00 1.00
Police Systems Specialist 1.00 1.00 0.00 0.00
Senior Network Technician 1.00 2.00 2.00 2.00
Web Administrator 1.00 1.00 1.00 1.00
Total 8.00 8.00 6.00 6.00
186
Information Technology
Budget Unit: 3140
i
Actual Actual Revised Proposed Approved Adopted )
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05 )
Personal Services
Positions 8.00 8.00 6.00 6.00 6.00 6.00 )
Wages $347,188 $370,027 $329,977 $335,057 $335,057 $335,057 j
Overtime 10,559 12,998 10,250 12,000 12,000 12,000
Benefits 107,809 125,711 130,366 119,174 119,174 119,174
Total Personal Services $465,556 $508,736 $470,593 $466,231 $466,231 $466,231
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 29,871 42,593 40,320 40,585 40,585 40,585
Repair & Maintenance 17,284 4,907 15,000 10,250 10,250 10,250
Miscellaneous Expense 87 564 288 363 363 363
Small Tools & Equipment 120 337 0 300 300 300
Office Supplies 221,614 200,956 33,880 43,630 43,630 43,630 )
Advertising & Publicity 1,181 1,508 800 700 700 700
Fees/Dues/Subscriptions 5,089 22,784 8,600 31,500 31,500 31,500
Travel & Training 820 2,719 1,300 2,000 2,000 2,000 )
Fuel Expenses 0 0 0 0 0 0
Computer Software 77,106 31,609 20,220 26,869 26,869 26,869
Rents & Leases 0 0 0 0 0 0
Utilities 46,100 99,775 95,208 89,000 89,000 89,000 !
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $399,272 $407,752 $215,616 $245,197 $245,197 $245,197 j
Capital Outlay
Land & Improvements $0 $0 $0 $0 $0 $0
Building & Improvements 0 0 0 0 0 0 j
Vehicles 0 0 0 0 0 0
Office Furniture & Equipment 0 6,600 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $6,600 $0 $0 $0 $0
Total Budget Unit $864,828 $923,088 $686,209 $711,428 $711,428 $711,428
187 )
1
1
Risk Management
Budget Unit: 3150
Program Results
• The City's employees and assets are protected from Managed City's worker injury and ergonomic pro-
harm and adverse financial impact. grams following up reviews to assure changes were
made to make the work areas safe and ergonomi-
• Prompt, effective, and efficient services are provided cally correct for the individual employee (reducing
to internal and external customers. employee injury exposures, training supervisors in
safety review and incident investigation techniques,
Program Description and providing individual training to employees about
preventive measures to take at work areas to
This Division provides risk management services to the remain healthy).
City Council and all departments in the City. The Senior
AnalystlRisk Manager reports directly to the City Man- Targeted intervention assistance and safety audits
ager. Risk Management provides a comprehensive pro- provided to departments with liability, safety, and
gram which strives to achieve the following citywide employee training concerns.
results:
• Evaluated ways for the City to obtain insurance cov-
e Protect against the financial consequences of acci- erage in the future and keep the cost reasonable. In
dental losses that are catastrophic in nature. the hard insurance market, it has been more and
more difficult to find adequate markets and adequate
• Preserve assets and service capabilities from loss, service providers. This review created better
destruction, or depletion. involvement between state-wide insurance pools
and some discussions with other insurance markets.
• Minimize the total long-term cost of all activities
related to the identification, prevention, and control Implemented a program to reduce the frequency and
of accidental losses and their consequences. severity ofproperty claims by maintaining builders'
risk coverage for the new Library project. This
i Create and maintain a system of internal procedures reduced the cost of the project and guaranteed
providing a constant reassessment of fluctuating adequate coverage in a volatile insurance market.
exposure to loss, loss bearing capacity, and avail-
able financial resources, including insurance. FY 2004-05 Goals and Objectives
• Establish, to the extent possible, an exposure-free Maintain and enhance communication with citizens
work and service environment in which personnel Tigard Beyond Tomorrow -Major renewal/update
as well as members of the public can enjoy safety of the Citywide Vision. Maintain effective commu-
and security in the course of their daily pursuits. nication with citizens and set City goals based on
citizen's expectations
FY 2003-04 Accomplishments
Complete job analysis review of more hazardous jobs
• Received strong safety record recognition from to reduce injury liability
League of Oregon Cities with a Silver Certificate • Public Works - Personal Protective Equipment,
for the third year in a row (evidence that employees Lead, Silicosis, and respirator programs
are working to stay safe while at work - Good Job • Police - Respirator and Lead programs
to ALL employees!!!) • Citywide - Intensified monitoring, training, and
accountability with auto liability exposures and driver
qualification review and training
188
)
Risk Management
Budget Unit: 3150
Communication Elements
Review and coordinate citywide office space use to cre- Risk Management uses many communication tools
ate better service for customers and efficient work envi-
throughthe year to provide effective and efficient two-
ronments way information flow. This includes, on-site investiga-
• DUST Committee Phase II - manage remodel of tions and face-to-face communication; phone, fax, and
and staffrelocation into the old Library building and mail; along with the City's website, newspaper articles, j
City Hall to create functional, cost effective works and information shared through the Community Con-
areas for employees in the Administration, Commu- nector E-mail program and Focus On Tigard cable
nity Development, Engineering, Finance, Human broadcasting program.
Resources, and Risk Management work groups. )
Maintain relationships with other organizations to keep
services effective and efficient
• Aging services in the Tigard area - Senior Center, )
Loaves & Fishes, and Washington County Depart-
ment ofAging & Veteran Services
• Insurance availability for City exposures - City/
County Insurance Pool, JBL&K Insurance Agent
of Record, State Accident Insurance Fund
Enhance in-house service to staff
• Increased availability for supervisors by providing
specialized loss control visits to work sites 1
• Complete departmental safety protocols audit
Provide special project support for City Manager to
provide effective and efficient services citywide
• Internal reviews of various City services as assigned
Reduce contract law litigation exposure
• Based on new federal Health Insurance Portability
Accountability Act rules, renegotiate contracts with
medical service providers.
J
1
1
1
189 )
7
1
J
Risk Management
Budget Unit: 3150
WORKLOAD MEASURES
1
2001/02 2002/03 2003/04 2004/05
Customer Service
1
Number of risk staff dedicated
to risk work 1.08 1.08 1.08 1.08
Number of City FTE 261.30 260.45 258.00 264.20
Administration
Number of documents reviewed
for risk transfer or assessment 35 50 83 40
Number of risk assessment
consultations conducted 56 60 125 80
} Property/Casualty Liability Claims
Number of claims 36 40 38 45
Number of claims closed 16 30 37 35
Number of liability claims closed with
no payment 10 20 20 25
Fleet
Number of vehicle accidents 22 26 23 25
Number of vehicles totaled 0 0 0 0
Number of preventable auto accidents 14 10 12 13
Real Property
Total insured value of City real
property (millions) $30.8 $32.0 $40.1 $38.5
Safety Committee
Number of safety hazards identified 40 70 102 130
Worker's Compensation
Number of claims processed 20 25 17 15
Number of employees with multiple
claims within 12 months 0 0 2 1
Number of claims resulting in appeal 0 0 2 1
1
1
190
J
ti
Risk Management
Budget Unit: 3150
EFFECTIVENESS MEASURES
1
2001/02 2002/03 2003/04 2004/05
Customer Service
Direct customers surveyed who
rate risk management services as
good or better 75% 75% 85% 90%
Administration
Contracts reviewed and returned
to departments for approval within
24 working hours of request 83% 90% 96% 98%
Assessments conducted within
24 working hours of request 55% 65% 68% 90%
Citywide Safety Committee
hazards and deficiencies
corrected within sixty days of
inspection 95% 96% 65% 95%
Worker's Compensation
Worker's Compensation experience
modification factor 0.88 0.85 0.77 0.70
(1.0 = industry average)
Vehicle accidents which were
preventable by employee 68% 60% 52% 52%
FULL TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
Risk Management Technician 1.00 1.00 1.00 1.00 1
Senior ManagementAnalyst/Risk 1.00 1.00 1.00 1.00
Total 2.00 2.00 2.00 2.00
}
,
1
200
Risk Management
Budget Unit: 3150
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 2.00 2.00 2.00 2.00 2.00 2.00
Wages $104,148 $107,793 $110,488 $110,471 $110,471 $110,471
Overtime 0 0 0 0 0 0
Benefits 34,408 39,106 40,536 41,595 41,595 41,595
Total Personal Services $138,556 $146,899 $151,024 $152,066 $152,066 $152,066
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 6,680 167 110 110 110 110
Repair & Maintenance 0 0 0 0 0 0
Miscellaneous Expense 0 1,396 90 269 269 269
Small Tools & Equipment 0 20 0 0 0 0
Office Supplies 6,978 3,198 3,900 4,875 4,875 4,875
Advertising & Publicity 0 0 0 250 250 250
Fees/Dues/Subscriptions 951 823 620 620 620 620
Travel & Training 528 827 1,360 795 795 795
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 130 225 140 150 150 150
Insurance 263,261 316,206 353,135 366,725 366,725 366,725
Library Materials 0 0 0 0 0 0
Total Materials & Services $278,528 $322,862 $359,355 $373,794 $373,794 $373,794
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 $417,084 $469,761 $510,379 $525,860 $525,860 $525,860
201
1
1
FINANCE
Finance Administrative
Administration Services
1
Financial Office
Operations Services
Municipal Court
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004105
# Positions 24.80 23.80 24.10 24.10 24.10 24.10
Personal Services $1,189,433 $1,262,750 $1,425,895 $1,449,767 $1,449,767 $1,449,767
r
Materials & Services 370,087 371,291 375,728 420,706 444,706 444,706
Capital Outlay 0 12,877 0 0 0 0
Total Finance - by Category $1,559,520 $1,646,918 $1,801,623 $1,870,473 $1,894,473 $1,894,473
Budget By Division
Finance $222,946 $275,943 $300,507 $322,068 $346,068 $346,068
Financial Operations 733,753 763,268 824,347 850,731 850,731 850,731
Administrative Services 602,821 607,707 676,769 697,674 697,674 697,674
Total Finance - by Division $1,559,520 $1,646,918 $1,801,623 $1,870,473 $1,894,473 $1,894,473
Budget By Fund
General Fund 202,508 200,704 216,915 233,273 233,273 233,273
Central Services Fund $1,357,012 $1,446,214 $1,584,708 $1,637,200 $1,661,200 $1,661,200
Total Finance - by Fund $1,559,520 $1,646,918 $1,801,623 $1,870,473 $1,894,473 $1,894,473
202
,l
Finance Administration
Budget Unit: 3210
Program Results
• The City builds and maintains a strong financial The Director of Finance reports directly to the City Man-
position. ager and is responsible for all financial transactions of
the City. This budget unit supports the activities of the
• The Finance Department contributes to the attain- Director. The department of Finance includes Finance,
ment ofthe Tigard Vision and supports Council and Financial Operations, andAdministrative Services.
departmental operational goals.
FY 2003-04 Accomplishments
Program Description
• Developed and implemented a long term strategic
Activities of the Finance budget unit include the annual finance plan.
budget process; long range financial planning; review and
processing of all requests for new utility franchises from Continued a cooperative effort with other Oregon
the City; financial advice to the City Council, boards cities to audit fees paid by local franchise holders.
and committees, and departments; and the management Continued a joint audit of franchise fees paid by
and issuance of debt for general and enterprise activi-
ties.
• Reviewed and updated financial planning and bud-
Finance Administration is actively working to anticipate get processes to further streamline and improve them.
issues and to develop policies and procedures to allow
the City to deal with these issues as they occur. The ' Updated financial forecasting process, including
Division has, therefore, been more active in addressing adopting improved forecasting tools and methods.
policy and process. Prime among the issues dealt with
in FY 2003-04 and continuing into FY 2004-05 is the ' Provided financial and policy support to other City
projected financial condition of the General Fund. The departments as needed on special projects.
City Council adopted development of a Financial Strat-
egy to deal with funding concerns as its primary goal for ' Issued Bancroft Assessment Bonds to finance the
calendar year 2003. The development of this Strategy final portion of the Dartmouth Local Improvement
and the resulting work elements has been a major focus District. Collected interest owing on these assess-
of FY 2003-04, and it is expected to continue to be a ments since 1997.
high priority in FY 2004-05.
• Supported the City's partnership with the City of
Finance Administration has taken the lead in reviewing Samarinda, Indonesia through the USAID-funded
all City fees and charges to make sure they are set to International City Manager Association's Resource
appropriately recover City costs. In addition, franchise Cities program.
management issues continue to be of concern, with
Qwest's prior refusal to pay City franchise fees. Al- ' Completed a study of City Right-of-Way manage-
though Qwest is now paying those fees pending their ment policies and fees to ensure consistency, com-
appeal of a US District Court opinion upholding their pliance with law, and appropriate cost recovery.
validity, this continues to be an area of concern. Finance
Administration led a cooperative effort of 24 cities to ' Provided financial and policy support to other City
audit franchise revenues from Portland General Electric departments as needed on special projects.
and is now serving on the Steering Committee for a j oint
audit of Qwest and Verizon franchise fees. In FY 2004- ' Provided financial analysis support in study of the
05, Tigard will be participating with Portland and Salem possible annexation of Bull Mountain.
in a j oint audit of franchise fees paid by Northwest Natu-
ral Gas.
203
Finance Administration
Budget Unit: 3210
FY 2004-05 Goals and Objectives Communication Elements
• Implement the adopted long term strategic finance Budget Development and Management
plan. Research new revenue sources to supplement
existing revenues and develop one or more propos- • 2 Public Notices (legally required ads in newspa-
als for acceptance by the City Council. pers of general circulation)
• Continue a cooperative effort with other Oregon • 7 Public meetings of the Budget Committee
cities to audit fees paid by local franchise holders.
Continue the joint audit of franchise fees paid by • 2 Press releases
Qwest and Verizon.
• 2 Training sessions for City staff
• Conduct an audit of franchise fees paid by NW
Natural in cooperation with the cities of Portland • Publication of Proposed Budget
and Salem.
• Publication ofAdopted Budget
• Review and update financial planning and budget
processes to further streamline and improve them. Financial Forecast
• Provide financial and policy support to other City • 2 Training sessions for City staff
departments as needed on special projects.
• 1 Budget Committee Briefing
• Provide financial analysis support in study of the City
Council's urban services goal. • 2 All City staff meeting briefings
• Provide financial analysis for implementation of the Departmental Support/Other
Washington Square Regional Plan including possible
referral to voters of a measure to create an urban • Periodic televised presentations to the City Council,
renewal district. as needed based on issues
• Support the City's partnership with the Cities of • 2 Press releases
Samarinda and Balikpapan, Indonesia through the
USAID-funded International City Manager • Periodic presentations to City Department staff
Association's Resource Cities program. meetings, as needed based on issues
• E-Mails/telephone responses to citizens as needed
to respond to inquiries
204
Finance Administration
Budget Unit: 3210
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Number of franchise audits 1 1 1 2
(audits are multi-year projects)
Number of funds managed 30 30 24 25
Number of budgetary units (divisions) 33 33 33 32
Number of City franchises 16 15 15 17
Number of Business Tax accounts 3,205 3,296 3,350 3,400
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
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 100% 100% 100% 100%
Tigard receives the GFOA Distinguished
Budget Presentation Award Yes Yes Yes Yes
Change in franchise fee collections:
Electric 42.36% 2.50% (7.10%) 2.00%
Telephone 4.68% (18.70%) 3.85% (3.70%)
Natural Gas 19.68% 3.25% (10.85%) 70.00%
Solid Waste 6.20% 5.18% 0.16% (1.38%)
Cable TV 71.00% (26.56%) (4.66)% 7.05%
Ratio of nonpayment of Business
Tax to total accounts 1.0% 1.5% 1.5% 1.5%
205
Finance Administration
Budget Unit: 3210
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
Budget and Financial Reporting
Analyst 1.00 1.00 1.00 0.00 w
Director of Finance 1.00 1.00 1.00 1.00
Management Analyst 0.00 0.00 0.00 1.00
SeniorAdministrative Specialist 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00
206
Finance Administration
Budget Unit: 3210
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 3.00 3.00 3.00 3.00 3.00 3.00
Wages $147,255 $160,482 $170,571 $178,100 $178,100 $178,100
Overtime 589 360 750 750 750 750
Benefits 45,072 52,297 55,597 60,256 60,256 60,256
Total Personal Services $192,916 $213,139 $226,918 $239,106 $239,106 $239,106
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 8,580 52,850 53,725 63,250 87,250 87,250
Repair & Maintenance 0 87 100 100 100 100
Miscellaneous Expense 885 1,712 459 547 547 547
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 10,764 3,695 6,750 3,950 3,950 3,950
Advertising & Publicity 5,008 2,636 9,275 12,075 12,075 12,075
Fees/Dues/Subscriptions 1,037 651 435 435 435 435
Travel & Training 3,253 1,173 2,845 2,605 2,605 2,605
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 503 0 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $30,030 $62,804 $73,589 $82,962 $106,962 $106,962
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 $222,946 $275,943 $300,507 $322,068 $346,068 $346,068
207
Financial Operations
Budget Unit: 3230
Program Results
payroll accrual reports to users in a PDF format
• The Division contributes to the Finance Deparunent's rather than hard copies. Users can now access the
overall desired result of building and maintaining a reports using their personal computers as needed.
strong financial position for the City.
• Implemented banking software to permit account
• Financial and management reporting is being pro- reconciliation in a more efficient manner.
vided to City departments that meet both local bud-
get law and general governmental accounting stan- • Implemented a major new governmental accounting
dards as well as meeting informational needs of City and reporting standard, GASB 34.
programs.
• Developed and distributed annual benefit statement
• Support of City programs and departments in mini- to all employees.
mizing or reducing the cost of doing business through
effective purchasing and contract management. • Implemented online reporting for the City's pension
and deferred compensation plans.
• Maximize revenue sources to the City.
• Completed drafting and began training on the
Program Description citywide contracts and purchasing manual.
This Division includes utility billing, accounts receivable, FY 2004-05 Goals and Objectives
accounts payable, payroll, fixed assets, inventory record-
ing and reporting, general ledger, centralized purchas- • Complete annual audit and issue Comprehensive
ing, contract development and management, solid waste Annual Financial Report (CAFR) by November 30,
management, preparation ofthe annual Comprehensive 2004.
Annual Financial Report (CAFR), budget preparation
and analysis, cost accounting, grant accounting, and the • Participate in the City's annual budget process with
preparation of financial and special reports as requested, adoption by the City Council before July 1, 2005.
and investment of City funds.
• Participate in updating the City's Five-Year Finan-
The major factor affecting the budget for FY 2004-05 cial Forecast.
will be the implementation of billing for the Street Main-
tenance Fee adopted by the Council. • Complete annual review of solid waste haulers' fi-
nancial reports and report results to City manage-
FY 2003-04 Accomplishments ment and Council by May 1, 2005.
• Received Government Finance Officers Review and audit the results of the implementation
Association's Certificate ofAchievement for of the Street Maintenance Fee billing.
Excellence in Financial Reporting for Fiscal Year
2002. Review rates and charges and make appropriate rec-
ommendations for change to City management and
• Implemented a major upgrade to the financial, pay- Council.
roll, and utility billing financial software.
• Update Purchasing and Contracts manual based on
• Implemented monthly financial reports and bi-weekly changes by Oregon Legislature by March 2005.
208
;
Financial Operations
Budget Unit: 3230
;
Communication Elements
Solid Waste Management
• Two to three press releases per year.
• Up to two community connector articles.
• Prepare public notices for use on the City's website.
• At least one to two articles in Cityscape.
• E-mails/telephone responses to citizens as needed
to respond to inquiries.
Financial Reporting
• Prepare and publish annual audit.
• At least one press release regarding review of audit
by Government Finance Officers Association.
• Prepare and publish financial reports for use on the
City's website.
Utility Billing
• Prepare and publish various billing inserts as needed.
• Up to two press releases per year or as needed.
Other
• Periodic presentations to City Council, as needed
based on issues.
• E-mails/telephone responses to citizens as needed
to respond to inquiries.
209
Financial Operations
Budget Unit: 3230
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Payroll checks processed 6,800 6,800 6,746 7,050
Accounts payable checks issued 7,956 7,200 5,850 6,100
Check requests/invoices processed 20,808 20,000 18,000 18,500
Number of water accounts 15,872 16,253 16,700 17,150
Number ofutility bills sent 102,528 104,628 106,000 107,700
Number of water meters sold 350 358 350 200
Number of purchase orders processed 1,071 1,092 550 1,000 }
Size of investment pool
(LGIP and 3rd Party)
(millions) $35.0 $45.0 $55.0 $54.0
Number of utility billing online transactions N/A N/A 1,265 1,500
Number of utility billing online dollar
transactions N/A N/A 2,422 3,000
Number ofpurchasing card transactions N/A N/A 2,000 2,200
EFFECTIVENESS MEASURES 7
2001/02 2002/03 2003/04 2004/05
}
Average return on City investment
pool 5.5% 4.4% 1.3% 3.0%
Financial Reports accurate and
released on time 100% 100% 100% 100%
1
1
}
210
1
Financial Operations
Budget Unit: 3230
EFFECTIVENESS MEASURES (CONT.)
2001/02 2002/03 2003/04 2004/05
Council and departmental requests
for information/analysis responded
to within one week 90% 95% 98% 100%
Ratio of current water bills 60 days
past due to total billed 2.00% 1.50% 1.50% 2.00%
Payroll processing, distribution, and
reporting is accurate, and prepared,
and released on time 100% 100% 100% 100%
Number of departments rating
Financial Operations Division
service as good or excellent 7 7 7 7
Receive GFOAAward - Comprehensive
Annual Financial Report Yes Yes Yes Yes
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
Accountant 0.00 0.00 1.00 1.00
Accounting Assistant 11 2.00 2.00 2.00 2.00
Budget and Fin. Operations Mgr. 1.00 1.00 1.00 1.00
Budget/FinanceAnalyst 1.00 1.00 0.00 0.00
Buyer 2.00 2.00 2.00 1.00
Payroll Specialist 0.00 0.00 1.00 1.00
Senior Accountant 1.00 1.00 1.00 1.00
SeniorAccounting Assistant 3.00 3.00 2.00 2.00
Senior Administrative Specialist 0.00 0.00 0.00 1.00
Utility Worker H 0.80 0.80 0.80 0.80
Total 10.80 10.80 10.80 10.80
i
211
Financial Operations
Budget Unit: 3230
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 10.80 10.80 10.80 10.80 10.80 10.80
Wages $419,073 $440,073 $481,137 $471,978 $471,978 $471,978
Overtime 2,082 8,589 5,000 6,000 6,000 6,000
Benefits 142,274 153,744 178,959 182,232 182,232 182,232
Total Personal Services $563,429 $602,406 $665,096 $660,210 $660,210 $660,210
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 111,301 98,809 116,106 134,974 134,974 134,974
Repair & Maintenance 2,372 1,619 1,961 2,350 2,350 2,350
Miscellaneous Expense 1,123 1,027 1,465 1,494 1,494 1,494 )
Small Tools & Equipment 348 12,969 0 0 0 0
Office Supplies 43,330 37,253 30,945 40,190 40,190 40,190
Advertising & Publicity 1,707 1,071 1,200 1,250 1,250 1,250 )
Fees/Dues/Subscriptions 3,194 4,397 3,550 3,510 3,510 3,510
Travel & Training 5,554 2,900 2,954 5,653 5,653 5,653
Fuel Expenses 865 787 1,020 1,050 1,050 1,050
Computer Software 0 0 0 0 0 0
Rents & Leases 0 0 0 0 0 0
Utilities 530 30 50 50 50 50
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $170,324 $160,862 $159,251 $190,521 $190,521 $190,521
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 1
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 $733,753 $763,268 $824,347 $850,731 $850,731 $850,731
1
1
212 }
1
Office Services
Budget Unit: 3320
Program Results
• Centralized and efficient customer service is pro- The Information Processing Technician is an integral part
vided to customers. of the City's web team. She is responsible for content
management which includes maintaining, updating, and
• The City's website provides the public with com- expanding current content.
prehensive information about the City and its ser-
vices. FY 2003-04 Accomplishments
• Records are provided to the public as required • Coordinated the annual Finance Department cus-
under Oregon's public records law. tomer service survey.
• Management of inactive departmental records is pro- • Conducted a customer service survey related to room
vided. reservations.
• City records are protected through use of current • Consolidated support services for Finance and City
records management practices and use of technol- Administration.
ogy.
• Continued to work with the Web Administrator to
Program Description improve the information and services provided
through the website.
Office Services is part of a two-section division man-
aged by the Administrative Services Manager. The Ad- • Provided timely response to record requests.
ministrative Services Manager reports to the Finance
Director. • Explored options for using the City's website to edu-
cate citizens on public records laws and to respond
Office Services is a general clerical unit that provides to record requests electronically.
support to all City departments. This support includes
mail services, switchboard coverage, coordination of Completed the annual records destruction.
copier maintenance, and purchasing of paper products.
Departments also request help with copy projects, data FY 2004-05 Goals and Objectives
entry, filing, and desktop publishing projects.
• Review effectiveness of central support staffing.
Citywide support also includes file management, records
retrieval, coordination of litigation records, and training • Improve organization of the section by beginning a
on records management issues. The section develops regular cycle of inventory, storage, and destruction
and updates policies supporting the retention and dis- of all records at off-site storage facilities.
position of City records. Public records may only be
destroyed according to schedules developed by the • Increase security of sensitive and confidential records
State of Oregon Division ofArchives and adopted by by transferring them to a commercial records cen-
City Council. ter.
Additionally, staff provides assistance to the public by
responding to their requests for public records and
through coordination of room reservations, direction of
phone calls, and inquiries received through the City's
website.
213
Office Services j
Budget Unit: 3320
Communication Elements
Community
• Website
• Annual room use survey
Internal Communication
• E-mail regarding records issues
• Stafftraining on policies
• Annual customer service survey
1
i
)
)
1
i
1
214
1
Office Services
Budget Unit: 3320
1
WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Average number of switchboard
calls per day 520 535 460 460
Average number of work projects
per month 77 79 145 150
Average number of pieces of mail
sent per month 6,245 6,430 5,100 5,350
Average number of hours spent on
room reservations per month 30 30 21 25
Average hours per month spent
developing and maintaining the City's
website 40 25 79 80
Number of incoming records entered
in to the file system per month 200 150 70 70
Average length of time required to
provide records (minutes) 60 55 32 30
Average number of records requests
per month 75 60 122 60
Hours per month spent preparing
records for microfilming and
checking film 29 40 0 5
1
Cubic feet of records destroyed in
annual destruction 275 300 150 170
215
Office Services )
Budget Unit: 3320
1
1
EFFECTIVNESS MEASURES
2001/02 2002/03 2003/04 2004/05 )
Staff rating Office Services
response and accuracy as good )
or excellent 90% 100% 100% 100%
Outside users of City rooms
rating customer service as good
or excellent 90% 95% 98% 98%
a
Users that return to the City's )
website for information 40% 30% 30% 30%
Requests responded to within two
hours 94% 95% 98% 98%
Microfilmed records to Archives for )
storage 25% 100% 95% 95% )
Records meeting minimum retention
requirements destoryed 94% 80% 99% 99% )
In-house users rating customer service
as good or excellent 100% 100% 100% 100%
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05 )
Administrative Services Manager 0.50 0.50 0.50 0.50
Administrative SpecialistI 2.50 2.50 2.00 2.00 )
Administrative Specialist II 1.00 1.00 1.00 1.00
Confidential Administrative Specialist H 0.00 0.00 0.80 0.80
Information Processing Tech. 1.00 1.00 1.00 1.00 )
PBX Operator 1.00 1.00 1.00 1.00 )
Senior Administrative Specialist 1.00 1.00 1.00 1.00
Total 7.00 7.00 7.30 7.30
}
216
Office Services
Budget Unit: 3320
i
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 7.00 7.00 7.30 7.30 7.30 7.30
Wages $213,914 $218,145 $259,920 $263,200 $263,200 $263,200
Overtime 668 48 100 50 50 50
Benefits 71,443 71,485 103,018 111,360 111,360 111,360
Total Personal Services $286,025 $289,678 $363,038 $374,610 $374,610 $374,610
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 16,329 8,293 1,550 2,850 2,850 2,850
Repair & Maintenance 1,570 14 1,190 990 990 990
Miscellaneous Expense 0 582 831 556 556 556
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 89,207 86,873 84,800 76,025 76,025 76,025
Advertising & Publicity 252 377 0 0 0 0
Fees/Dues/Subscriptions 1,667 1,721 2,150 2,250 2,250 2,250
Travel & Training 2,608 1,579 940 1,765 1,765 1,765
Fuel Expenses 60 0 0 0 0 0
Computer Software 0 0 0 0 0 0
Rents & Leases 2,583 4,971 5,330 5,330 5,330 5,330
Utilities 12 38 25 25 25 25
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $114,288 $104,448 $96,816 $89,791 $89,791 $89,791
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 12,877 0 0 0 0
Computer Equipment 0 0 0 0 0 0
Operation Equipment 0 0 0 0 0 0
Total Capital Outlay $0 $12,877 $0 $0 $0 $0
Total Budget Unit $400,313 $407,003 $459,854 $464,401 $464,401 $464,401
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Municipal Court )
Budget Unit: 3340
Program Results FY 2004-05 Goals and Objectives
• Court services are provided locally. • Identify options for a paperless office. j
Program Description • Increase in-court automation of juvenile and civil- )
infraction cases.
Municipal Court is part of a two-section division man- )
aged by the Administrative Services Manager. The • Implement re-design of court space to increase effi-
Administrative Services Manager reports to the Finance ciency and provide more convenient customer
Director. access.
Tigard Municipal Court provides a local forum for the • Implement upgrade of the FullCourt software.
resolution of parking, minor traffic citations, and limited
misdemeanors. Provisions of the Tigard Municipal Code • Explore online payment of traffic fines.
relating to nuisance, building code, licensing, and other )
violations are also enforced through Tigard's Municipal Communication Elements
)
Court. The majority of cases heard in Municipal Court
are traffic violations. Council presentations
• Annual Report
The City's Youth Court is an additional component of
the Municipal Court. The Youth Court accepts misde- Community updates
meanor and status offenses for first-time juvenile offend- • Brochures
ers who are fourteen and older. • Focus on Tigard
• Court's web page
FY 2003-04 Accomplishments
• Annual report to Council.
• Evaluated Youth Court program and presented
report to Council with the Washington County Ju-
venile Department. )
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• Further streamlining of civil infraction process.
• Focus on civil infractions.
• Report to Council on civil infractions. )
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Municipal Court
Budget Unit: 3340
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WORKLOAD MEASURES
2001/02 2002/03 2003/04 2004/05
Number of traffic citations processed 6,700 7,000 7,500 8,100
Number of cases in which license was
suspended for failure to pay fine 1,005 1,050 975 1,055
Number of trials per year docketed 670 700 1,000 1,100
Average fine amount collected $50 $50 $63 $63
EFFECTIVENESS MEASURES
2001/02 2002/03 2003/04 2004/05
Cases disposed of within 90
days of issuance of citation 85% 90% 85% 85%
Assessed fines collected during
the year 75% 75% 75% 72%
Cases resulting in license suspension
for failure to pay fine 14% 17% 13% 15%
FULL-TIME EQUIVALENT POSITIONS
2001/02 2002/03 2003/04 2004/05
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 2.00 2.00 2.00
Total 4.00 3.00 3.00 3.00
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Municipal Court
Budget Unit: 3340
Actual Actual Revised Proposed Approved Adopted )
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 4.00 3.00 3.00 3.00 3.00 3.00
Wages $107,451 $110,312 $119,612 $121,737 $121,737 $121,737 )
Overtime 89 0 0 0 0 0
Benefits 39,523 47,215 51,231 54,104 54,104 54,104
Total Personal Services $147,063 $157,527 $170,843 $175,841 $175,841 $175,841
Materials & Services
Water Costs $0 $0 $0 $0 $0 $0
Prof. & Contract Services 48,559 38,269 39,150 46,050 46,050 46,050
Repair & Maintenance 33 36 0 0 0 0
Miscellaneous Expense 0 189 266 307 307 307 )
Small Tools & Equipment 0 0 0 0 0 0
Office Supplies 3,507 3,890 3,220 8,315 8,315 8,315
Advertising & Publicity 360 0 0 0 0 0 }
Fees/Dues/Subscriptions 378 190 300 250 250 250
Travel & Training 2,608 603 3,136 2,510 2,510 2,510
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
i
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0 }
Total Materials & Services $55,445 $43,177 $46,072 $57,432 $57,432 $57,432
i
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 $202,508 $200,704 $216,915 $233,273 $233,273 $233,273
220
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GENERAL GOVERNMENT
Organization Chart 221
222 n
FTE Summary
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City Attorney 223
Technology 225
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General Government
This program includes cost for City Attorney and Technology. In FY 2002-03, all attorney costs were bud-
geted in the City Attorney division. In prior years, the majority of attorney costs were budgeted in individual
division's budgets and the remaining costs were budgeted in City Attorney for costs that were not directly tied to
a specific program or department. Attorney costs are spread amongst various funding sources depending upon
individual divisions' usage.
In FY 2003-04, funds for the acquisition of new and replacement computer hardware and software on a
citywide basis were budgeted in this program. These costs were formerly budgeted in Information Technology.
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
# Positions 0.00 0.00 0.00 0.00 0.00 0.00
Personal Services $0 $0 $0 $0 $0 $0
Materials & Services 36,736 226,493 394,920 365,120 365,120 365,120
Capital Outlay 0 0 0 0 0 0
Total Non-Departmental - by Category $36,736 $226,493 $394,920 $365,120 $365,120 $365,120
Budget By Division
Technology $0 $0 $209,920 $140,120 $140,120 $140,120
City Attorney 36,736 226,493 185,000 225,000 225,000 225,000
Total Non-Departmental - by Division $36,736 $226,493 $394,920 $365,120 $365,120 $365,120
Budget By Fund
Central Services Fund $36,736 $226,493 $394,920 $365,120 $365,120 $365,120
Total Non-Departmental - by Fund $36,736 $226,493 $394,920 $365,120 $365,120 $365,120
222
City Attorney
Budget Unit: 4200
Program Results FY 2004 - 05 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 agenda items.
policies, procedures, and codes and provide daily
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
review. 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.
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City Attorney
Budget Unit: 4200
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002/03 2003/04 2004/05 2004/05 2004/05
Personal Services
Positions 0.00 0.00 0.00 0.00 0.00 0.00
Wages $0 $0 $0 $0 $0 $0 w
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 36,736 226,493 185,000 225,000 225,000 225,000
Repair & Maintenance 0 0 0 0 0 0
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
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 0 0 0 0 0 0
Insurance 0 0 0 0 0 0
Library Materials 0 0 0 0 0 0
Total Materials & Services $36,736 $226,493 $185,000 $225,000 $225,000 $225,000
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 $36,736 $226,493 $185,000 $225,000 $225,000 $225,000
224
Technology
Budget Unit: 4300
Program Results FY 2003-04 Accomplishments
• City personnel are involved in the review process . The Software Oversight Committee was established
for the acquisition of computer software. and reviewed several software requests.
• The acquistition process is facilitated by Informa- . The review process and criteria was formalized and
tion Technology staff. implemented by the committee.
• Acquisition of computer software is evaluated using
established criteria. FY 2004-05 Goals and Objectives
Program Description • Each department request for software is evaluated
Beginning in FY 2003-04, funds for the acquisition of by the committee and a recommendation prepared
new and replacement computer hardware and software Computer hardware is acquired and installed with a
on a citywide basis were budgeted in this unit. Also schedule established by Information Technology and
during this same time frame, the City established a Soft- the Department.
ware Oversight Committee whose responsibility it is to
evaluate software purchase requests. Specific criteria
was established that is used in the evaluation process.
Each City Department has a representative on the Soft-
ware Oversight Committee and staff from Information
Technology facilitates the review process. The Infor-
mation Technology Director manages this budget unit.
Department hardware acquisition is also managed
through this budget.
225
Technology
Budget Unit: 4300
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003104 2004/05 2004/05 2004105
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 87,550 0 0 0
Office Supplies 0 0 13,770 112,775 112,775 112,775
Advertising & Publicity 0 0 0 0 0 0
Fees/Dues/Subscriptions 0 0 2,400 8,000 8,000 8,000
Travel & Training 0 0 0 0 0 0
Fuel Expenses 0 0 0 0 0 0
Computer Software 0 0 106,200 19,345 19,345 19,345
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 $209,920 $140,120 $140,120 $140,120
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 $0 $0 $209,920 $140,120 $140,120 $140,120
226
CAPITAL IMPROVEMENTS
Capital Improvement Program Summary 227
Summary of Capital Projects 230
Five Year Capital Improvement Plan 231
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City of Tigard, Oregon }
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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 CIT, the City Engineer develops the CIP showing the list of projects 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 CEP
is also presented to the Budget Committee in an informational briefing. Once approved by the Planning Com-
mission, the CEP 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
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 CIP 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 CIP includes funds for the remodeling of the existing Library and City Hall. The old Library will be used for
office space in the future. This will allow Engineering and Building Inspection staff to move from modular
buildings near City Hall. This will reduce operating costs because of the inefficient HVAC systems that are
currently used. The HVAC system will also be replaced in the existing Library as part of the remodel which
should reduce maintenance costs because of the installation of a more efficient system.
227
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Capital Improvement
Program Summary }
The new Library project will have significant operating cost impacts in the future. The new, larger library
building, which will require ongoing utility, operations, and maintenance costs. The building has been designed )
and built to LEED Silver Certification levels, indicating a high level of energy efficiency in the buidling. The new j
Library is projected to open in the summer of 2004. Other projects in this program should have minimal
operating cost impacts.
1
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.
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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 Major Maintenance and sewer rehabilitation projects) 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.
1
Street System Program
The operating cost impact ofthe 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 I
streets. With the adoption of the Street Maintenance Fee, the City will embark on a program to address a
backlog of street repairs that need to be completed. )
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.
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
1
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 -11 Avenue. This reservoir will impact future operating costs.
228
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Capital Improvement
Program Summary
> 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 was no funding available to construct greatly needed street reconstruction and repair 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 was 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 has failed to keep pace.
The City Council approved a Street Maintenance Fee in November 2003. The City projects to receive ap-
proximately $800,000 per year from this new revenue source. The funds generated from this fee will be used
for the repair of roads, throughout the City. This includes applying new street surfaces such as slurry seals,
I pavement overlays, and repairing deteriorating streets. Timely maintenance on streets greatly extends pavement
life. Deferring maintenance on streets increases costs 4 to 5 times more in the long run.
r
At the back of this section, there is a listing of some of the major street projects that will not have adequate
funding over the next few years. The list provided is not all inclusive but provides an indication of the level of
funding that will still need to be addressed over the next few years.
Capital Spending Per Capita
$600
$500
$400
$300
$200
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$100
y
$0
FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04 FY 2004-05
Actual Actual Actual Revised Proposed
229
Summary of Capital Projects
CIP System Summary
)
FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 FY 2004/05 FY 2004/05 )
Actual Actual Revised Proposed Approved Adopted )
City Facilities System $113,595 $3,642,381 $7,387,380 $2,655,000 $2,772,500 $2,772,500 )
Parks System 1,348,071 1,047,418 897,122 844,016 844,016 844,016
Sanitary Sewer System 456,194 481,852 1,136,300 2,690,000 2,690,000 2,690,000 )
Street System 1,182,465 1,910,170 5,281,379 6,716,500 6,716,500 6,716,500
Storm Drainage System 123,427 37,928 288,500 527,000 564,500 564,500
Water System 954,921 743,711 5,495,229 13,387,640 13,953,140 13,953,140 )
Total CIP Systems $4,178,673 $7,863,460 $20,485,910 $26,820,156 $27,540,656 $27,540,656
)
CIP Fund Summary
FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 FY 2004/05 FY 2004/05 )
Fund Name Actual Actual Revised Proposed Approved Adopted
General $0 $0 $0 $0 $0 $0
Gas Tax 198,630 222,340 757,894 761,300 761,300 761,300 )
Traffic Impact Fee 912,873 967,223 3,309,166 2,500,000 2,500,000 2,500,000
Tree Replacement 11,916 0 0 0 0 0
Parks Capital 1,258,885 1,047,418 897,122 844,016 844,016 844,016 )
Underground Utility 22,867 100,000 105,000 250,000 250,000 250,000
Traffic Impact Fee-Urban Services 0 490,299 950,000 460,000 460,000 460,000
Urban Services 7,054 0 0 0 0 0
Facility Fund 113,595 3,642,381 7,387,380 2,655,000 2,772,500 2,772,500 )
Metro Greenspaces 69,765 0 0 0 0 0
Park Levy Improvement 7,505 0 0 0 0 0
69th Ave. LID 41,041 0 0 0 0 0
Dartmouth LID 0 0 9,319 0 0 0
Wall St. LID 0 130,308 150,000 2,050,000 2,050,000 2,050,000
Sanitary Sewer 456,194 481,852 1,136,300 2,690,000 2,690,000 2,690,000
Street Maintenace Fee 0 0 0 695,200 695,200 695,200
Storm Sewer 91,219 34,583 278,500 247,000 284,500 284,500 )
Water Quality/Quantity 32,208 3,345 10,000 280,000 280,000 280,000
Water 478,319 433,863 779,372 961,250 1,206,750 1,206,750
Water SDC 26,828 32,404 225,000 1,080,000 1,130,000 1,130,000 )
Water CIP 449,774 277,444 4,490,857 11,346,390 11,616,390 . 1 1,616,390 )
Total CIP Funds $4,178,673 $7,863,460 $20,485,910 $26,820,156 $27,540,656 $27,540,656
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230
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 and the Library). Funding for these projects come from the General Fund transfers to
l the Facility Fund, bond proceeds, and transfers from other funds for projects that relate to that specific funding
source.
General Fund
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The General Fund supports CIP projects of a general nature or which serve operations budgeted in the General
Fund. The primary source of revenue is property tax.
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 Fund, Storm Sewer Fund, or donations for specific projects.
FY 2004-05 Projects
Adopted
Project Fund Amount
New Library Design and Construction Facility $1,440,000
)
On May 21, 2002, voters approved a $13,000,000 General Obligation bond to build a new library. This
project will pay for the final construction costs. The library project is expected to be completed by August
2004.
Old Library Building (Permit Center) & City Hall
Building Remodel Facility $1,152,500
This project provides layout drawings, building remodel, HVAC replacement at the old library building, seismic
upgrades, and moving costs for renovation of City Hall and the old library building (which will be redesignated
as the Permit Center).
City Hall Driveway Repair Facility $15,000
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The existing pavement on the circular driveway in front of City Hall has deteriorated over time due to the impact
of traffic and surface water runoff. Water infiltration and traffic flow have weakened the pavement creating an
uneven surface that retains storm runoff. This project removes the existing AC pavement, regrades the driveway
to drain properly, and then provides a new pavement surface to complete the project.
Water Building Space Study Facility $130,000
This provides funding for a study to look into design details to remodel the office spaces for the Water Building
in the near future. Funding for this study and the remodeling project will come from transfers from the Water
J Fund to the Facility Fund because this building is owned by the water system.
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Five Year Capital }
Improvement Plan
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Adopted
Project Fund Amount
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Access Controls for City Facilities Facility $25,000 )
This provides funding for completion of the installation of new access control devices at certain City facilities.
Police Department Seismic Upgrade Facility $10,000 )
This project will upgrade the Police Department side of the City Hall Building to meet current seismic codes.
Total FY 2004-05 City Facilities System $2,772,500
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FY 2005-06 Projects i
Water Building Remodel and HVAC
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Replacement Facility $800,000
Total FY 2005-06 City Facilities System $800,000
FY 2006-07 Projects j
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Senior Center Seismic Upgrade Facility $50,000
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Miscellaneous City Facility Projects Facility $200,000
Total FY 2006-07 City Facilities System $250,000
FY 2007-08 Projects
Miscellaneous City Facility Projects Facility $200,000
Total FY 2007-08 City Facilities System $200,000 )
FY 2008-09 Projects
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Miscellaneous City Facility Projects Facility $200,000
Total FY 2008-09 City Facilities System $200,000
232.
Five Year Capital
Improvement Plan
Parks System
The Parks System Program contains land acquisition for new or expanded parks and open spaces and
improvements 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 had been achieved.
These funds were 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 2004 and applies to new development within
the incorporated area.
} A maj or issue for the CIP is collection of Parks SDC revenues from the unincorporated Bull Mountain area,
which is in the City's urban services area. This area has no parks. Rapid development of the area has created
the demand for parks, yet the City has no authority to collect Parks SDCs from development in this area and
the County does not have a Parks SDC. 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 2004-05 Projects
Adopted
Project Fund Amount
Fanno Creek Trail (Grant to Main Street) Parks Capital $70,000
This is part of the Fanno Creek Trail System. This segment connects Main Street to Grant Avenue.
Fanno Creek Trail (Hall Boulevard to
Proposed Wall Street) Parks Capital $111,486
This project constructs a Fanno Creek Trail segment east of Hall Boulevard crossing Fanno Creek to the new
Library and Wall Street. Apre-fabricated timber bridge will be installed to cross Fanno Creek. Partial funding
for this project will be from Regional Trail Program Grant in the amount $51,486 and Gas Tax funds in the
amount of $25,000.
Tree Replacement/Planting Parks Capital $50,000
This continues the yearly program to plant new trees in greenways and parks, remove old and hazardous trees,
and maintain and protect existing trees.
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Five Year Capital
Improvement Plan )
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Adopted
Project Fund Amount )
Fanno Creek Park Shelter Parks Capital $60,000 )
This project installs a shelter and a small parking lot at Fanno Creek Park north of the new Library building. )
)
Park System Master Plan & System )
Development Charges (SDC) Updates Parks Capital $40,000
This project updates the current Parks Master Plan and provides a feasibility study for future increase of system
development charges. The study will be performed by a consultant. )
Skate Park Development & Construction Parks Capital $405,000
)
This project constructs a 15,000 square foot, in-ground skateboard park in the area of City Hall parking lot )
approved by the City Council. Funding for this project will come from private donations, grants, and system
development charges.
Fanno Creek Trail Realignment Study )
(Tigard to TiedemanAvenue) Parks Capital $10,000 )
A section of the Fanno Creek Trail between Tigard and Tiedeman Avenue is under water for part of the year
and trail users walk though the adjacent wetland mitigation site in order to avoid the standing water. This
project provides an initial study to look into the design-related details and cost to possibly replace a segment of
the asphalt/concrete trail with a boardwalk. )
1
Tualatin River Trail Parks Capital $97,530
This project connects the existing Cook Park pathway to the proposed Tualatin River pedestrian bridge which is )
scheduled for construction in FY 2005-06. The work includes construction of approximately 10 feet wide by
1,350 feet asphaltic concrete pathway with gravel shoulders. This project fills a key gap in the existing riverside }
trail system and provides community access to the future pedestrian bridge. Partial funding for this project will
come from an Oregon Recreation Parks Department (ORPD) grant in the amount of $42,415. )
Total FY 2004-05 Parks System $844,016
FY 2005-06 Projects
)
Tree Replacement/Planting Parks Capital $50,000
)
Washington Square Regional Center Trail Parks Capital $40,000
Northview Park Install Playground & )
Soccer Facilities Parks Capital $45,000
1
234
)
a
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Tualatin River Pedestrian Bridge Parks Capital $230,000
1
Tualatin River Cook Park Trail from
Garden to Bridge Parks Capital $90,000
Jack Park Install Picnic Shelter and
Irrigation Parks Capital $31,000
Total FY 2005-06 Parks System $486,000
1
FY 2006-07 Projects
Tree Replacement/Planting Parks Capital $50,000
Ash Creek Trail Land Acquisition Parks Capital $100,000
i Northview Park Install Shelter & Path Parks Capital $45,000
Total FY 2006-07 Parks System $195,000
1
FY 2007-08 Projects
Tree Replacement/Planting Parks Capital $50,000
Jack Park Development Parks Capital $100, 000
Total FY 2007-08 Parks System $150,000
1
FY 2008-09 Projects
Tree Replacement/Planting Parks Capital $50,000
Summerlake Park Development Parks Capital $100,000
Total FY 2008-09 Parks System $150,000
1
235
Five Year Capital )
Improvement Plan
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 has )
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 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 a
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 unserved areas citywide. The funding for these projects will be recouped through the
formation of reimbursement districts for the installation ofthe sewer lines.
)
FY 2004-05 Projects
Adopted
Project Fund Amount
Citywide Sewer Extension Program Sanitary
Sewer $2,500,000
The Citywide Sewer Extension Program is a long-term program to extend sewers to all developed, but
unsewered residential 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 connections 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 )
reimbursement district for extension of sewer service to a commercial area. For FY 2004-05, the program
includes the following proposed districts:
- O'Mara/Edgewood Street
- 121 st Avenue (between Gaarde and Walnut Street)
- 1001i/Murdock/Sattler Street )
- 1171, Avenue (south of Gaarde Street)
- Walnut Street (between 1341h and 132nd Avenue)
- Fern Street (between 13811 and 13511 Avenue) }
Sanitary Sewer Major Maintenance Sanitary )
Sewer $75,000 )
J
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 2004-05 will include sewer repair projects at various locations in the )
City. )
)
236
1
Five Year Capital
Improvement Plan
1
Adopted
Project Fund Amount
1
Sanitary Sewer Pipe Rehabilitation Sanitary
Sewer $75,000
This yearly program rehabilitates sanitary sewer pipes through installation of new pipes by the bursting method
or installation of cured-in-place pipes inside the existing pipes using the trenchless construction method.
Benchview Terrace Sanitary Sewer
Access Road Sanitary
Sewer $40,000
There is an existing maintenance access road that was constructed as part of the Benchview Estates project.
The roadway is accessed from Greenfield Drive, just south of the intersection at Benchview Terrace. Approxi-
mately 250 feet of this access roadway has been severely eroded by winter rainfall over the last several years.
This project will include repair and/or reconstruction of the roadway.
Total FY 2004-05 Sanitary Sewer System $2,690,000
FY 2005-06 Projects
Citywide Sanitary Sewer Extension Program Sanitary
Sewer $2,000,000
Sanitary Sewer Major Maintenance Program Sanitary
Sewer $75,000
Sanitary Sewer Pipe Rehabilitation Sanitary
Sewer $50,000
Sanitary Sewer Upgrades Sanitary
Sewer $250,000
1
1
Bonita Road at Milton Ct. - Removal Sanitary
of sanitary pipe Sewer $25,000
Total FY 2005-06 Sanitary Sewer System $2,400,000
}
237
}
Five Year Capital )
Improvement Plan
}
Adopted )
Project Fund Amount
FY 2006-07 Projects )
}
Citywide Sanitary Sewer Extension Program Sanitary )
Sewer $2,000,000
Sanitary Sewer Major Maintenance Program Sanitary )
Sewer $75,000
Sanitary Sewer Pipe Rehabilitation Sanitary '
Sewer $50,000
)
Sanitary Sewer Upgrades Sanitary 1
Sewer $250,000
Total FY 2006-07 Sanitary Sewer System $2,375,000
)
FY 2007-08 Projects
1
Citywide Sanitary Sewer Extension Program Sanitary
Sewer $1,000,000
Sanitary Sewer Major Maintenance Program Sanitary
Sewer $75,000
j
Sanitary Sewer Pipe Rehabilitation Sanitary
Sewer $50,000
a~
Sanitary Sewer Upgrades Sanitary
Sewer $250,000
Total FY 2007-08 Sanitary Sewer System $1,375,000 )
FY 2008-09 Projects
Citywide Sanitary Sewer Extension Program Sanitary )
Sewer $500,000 ;
Sanitary Sewer Major Maintenance Program Sanitary
}
Sewer $75,000
238 )
Five Year Capital
Improvement Plan
Adopted
J Project Fund Amount
Sanitary Sewer Pipe Rehabilitation Sanitary
Sewer $50,000
} Sanitary Sewer Upgrades Sanitary
Sewer $250,000
Total FY 2008-09 Sanitary Sewer System $875,000
}
t
1
J
1
)
239
}
)
Five Year Capital )
Improvement Plan
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 Underground Utility )
Fund, the Street Maintenance Fee Fund, and the Wall Street LID Fund. }
Gas Tax Fund
State and County gas tax revenue can be used for upgrading the collector and local streets within Tigard. 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 does not keep pace with the need. The Gas Tax Fund has become a less viable source of
funding for street-related maintenance projects.
Street Maintenance Fee Fund )
This fund was established in FY 2003-04 to track revenues and expenditures for the Street Maintenance Fee
that was approved by the City Council in November, 2003. The fee provides a stable source of revenue `
designated for use in the maintenance of existing streets. This includes applying new street surfaces such as
slurry seals, pavement overlays, and repairing deteriorating streets. )
j
Traffic Impact Fee Fund
ti
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, p
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 Tragic 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 1
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.
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 funds included in FY 2004-05 are included to cover any expenses resulting from the hearing on the at- )
grade crossing application.
)
)
240 )
)
Five Year Capital
Improvement Plan
}
Underground Utility Fund
1
This fund 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 2004-05 Projects
Adopted
Project Fund Amount
Pavement Major Maintenance
Program (PMMP) Street
Maintenance
Fee $695,200
i
One of the City's missions is to properly maintain all streets in a perpetual good to excellent condition. Streets
in good to excellent condition are characterized as having good riding quality, drainage, and appearance. The
total.annual maintenance cost is four to five times less following a preventative maintenance strategy than if
streets were allowed to deteriorate to poor and failed conditions that would require major rehabilitation.
To accomplish this task, a variety of minor and major maintenance techniques including pothole repair, crack
sealing, slurry sealing, and resurfacing have been applied by the City to provide additional service life to the
streets and to keep them safe and serviceable. Each year, the City monitors the existing street conditions,
identifies streets with minor defects, and recommends maintenance techniques to correct the problems. Below
rI is the list of streets scheduled to be included in the program:
- 110"' Avenue (Fairhaven to Park Street)
- Park Street (1101 to Watkins Avenue)
- Derry Dell Court (Park Street to Watkins Avenue)
- James Court (Howard Drive to end)
- Ventura Court (Barbara Lane to Ventura Drive)
- 6611 Avenue (south of Oak Street)
- 671 Avenue (south of Oak Street)
- Mapleleaf Street (72nd to 71` Avenue)
- 121 S` Avenue (Ann Street to Springwood Drive)
- Burnham Street (Main Street to Hall Boulevard)
- Fern Street (13811 to 135th Avenue)
- 72°d Avenue (Fir to Hunziker Street)
The project list is subject to change due to actual bid proposals submitted at the time the project is advertised
for construction. The lowest submittal bid price could exceed the proposed budget that requires the City to
1 move some streets from FY 2004-05 to the FY 2005-06 list.
1
l
I
l)
241
}
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount )
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. The budgeted amount pays for the materials needed
for placement of the traffic calming devices. The City's street crews install the devices using the materials
purchased. For FY 2004-05, the program includes installation of: 1
- Two speed humps on Park Street (between 110"' Avenue and Watkins Avenue)
- One speed hump on Hawksbeard Street (between 1301 Avenue and Summer Lake Drive)
- One speed hump on Summerfield Drive (between Meadowbrook and 114th Court) }
- Three speed humps on 100' Avenue (between Kable and Murdock Street)
Other streets may be added to the program depending upon neighborhood interest and the street ranking in the -
speed hump criteria rating system.
Street Striping Program Gas Tax $20,000 }
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 permanent striping between the 72na Avenue/Dartmouth Street intersection and 681h Avenue, 681
Avenue between Hampton Street and Dartmouth Street, and short-term striping on various streets located
throughout the City.
Mapleleaf Street (721a to 71" Avenue) Gas Tax $70,000
This project converts an existing narrow gravel street to a paved street wide enough to accommodate two-way )
traffic. It is intended to eliminate future maintenance costs on this short connector. It is not a full street improve-
ment project but is intended to reconstruct the existing gravel roadway and widen the street to a width of 25 feet
to match with the existing width of the adjacent street segment. Curb and gutter will be installed on the south
side of the street to direct water runoff to an existing culvert at the southeast corner of the 72°d Avenue/
Mapleleaf Street intersection. No curb will be installed on the north side of the street as surface water runoff j
will run along the gravel shoulder to an existing ditch. Widening the street to the ultimate width and installing
sidewalks along the street in accordance with the Tigard Transportation System Plan standards will be done in )
the future when additional funding is available. Funding for widening local streets to the full width in existing
neighborhoods is typically performed through formation of a local improvement district. The total construction
cost for this project is $115,000, which includes $70,000 from the Gas Tax fund and $45,000 from the Street
Maintenance Fee. )
Crosswalk Lights (Hall Blvd at Fanno )
Creek Pathway) Gas Tax $65,000
This project is the installation of crossing improvements on Hall Blvd to provide a safe crossing for Fanno Creek
Trail users. The crossing improvements will provide a safe mid-block crossing on a heavily-traveled, two-lane
state route with a posted speed limit of 40 mph. The lights can be activated by pushing a button causing the
flashing lights to illuminate the walkway. )
242
1 Five Year Capital
Improvement Plan
} Adopted
Project Fund Amount
Tiedeman Avenue Railroad Crossings
(south of North Dakota Street) Gas Tax $60,000
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"a 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 275 feet of existing
aggregate base and asphalt pavement and adjust the railroad tracks to match the new pavement. The City will
pay for the reconstruction of the roadway approaches. Portland & Western Railroad will manage the project
and will pay for all the work related to the adjustment of the tracks.
Commercial Street (951 Avenue to Main Street) Gas Tax $166,300
} This project involves construction of a half-street improvement with sidewalk on the east side of the street to
provide a continuous sidewalk on the street from 95'' Avenue. It also widens and realigns the street underneath
the 99W over-crossing to provide space for installation of the sidewalk. The total paved width of Commercial
Street after improvement is 28 feet curb to curb with parking on one side of the street. A planter strip as re-
quired by the Tigard Transportation System Plan standards will be placed wherever feasible. The close proxim-
ity of an existing home and the bridge piers will preclude the placement of the planter strip along those segments.
On the south side of the street adjacent to the railroad tracks, the amount of right-of-way that can be acquired
from Portland & Western Railroad and Union Pacific Railroad is limited due to setback requirements by the
companies. A chain link fence will be constructed adj acent to the tracks to prevent pedestrians from crossing the
tracks. Completion of proj ect would provide a safe and convenient pedestrian route to downtown services and
the planned commuter rail station. This project has been approved for CDBG funding in the amount of $91,300
for FY 2004-05.
1
Sidewalk Improvements Gas Tax $75,000
This is a joint project between the City and Tri-Met to provide pedestrian connections between transit amenities
such as bus stops and key activity centers. It also includes extension of existing sidewalks at various locations in
the City to provide a safe path to school for children.
Main/Burnham Street Intersection Gas Tax $15,000
Improvements for southbound Main Street at the intersection with Burnham Street involves construction of a
bulb-out in front of the Main Street car wash, relocation of an advanced warning stop sign and placement of
new pavement markings. The improvements are necessary to draw the public's attention to traffic regulation at
the intersection.
i Main/Commercial Street Curb Return Gas Tax $15,000
The existing curb return radius at the northeast corner of the Main Street/Commercial Street intersection is too
small to accommodate the turning movement by Tri-Met buses from westbound Commercial Street to north-
bound Main Street. This project constructs new curb return with a radius of 30 feet together with a wheel chair
ramp and sidewalk at the comer. The sidewalk and ramp will be modified to match with the adjacent driveway
on Main Street and the existing planter strip on Commercial Street.
i
243
J
Five Year Capital
Improvement Plan
1
Adopted
Project Fund Amount r
School Zone Signing Gas Tax $15,000
This project installs approximately 50 sign assemblies that consist of two sign panels. The top panel is a speed
limit sign and the bottom panel is an end-of-school zone sign. Installation of these signs is necessary to clearly i
delineate the limits of the school zone at each school.
Hall Blvd Sidewalk (99W to Pfaffle Street) Gas Tax $105,000
This project would alleviate unsafe pedestrian conditions along Hall Blvd by installing sidewalks within three
gaps in the existing sidewalks. Some existing telephone and power poles will need to be relocated to provide
space for the new sidewalks. This project has been approved for Community Development Block Grant
funding that has an expiration date of June 30, 2004. An extension of the funding will need to be obtained to
perform the construction in FY 2004-05. j
North Dakota Street Gas Tax $55,000
To allow pedestrians to cross safely onNorth Dakota Street at the existing pathways, this project installs a
striped mid-block crosswalk with flashing beacons to alert drivers of the pedestrian crossing. The project will
also install a new pathway adjacent to the edge of the street to connect the existing pathways north and south of
North Dakota Street.
i
s- ,
McDonald Street (at Hwy 999) Traffic
Impact Fee $180,000 }
This project adds capacity and enhances traffic flow at the intersection of McDonald Street and Highway 99. It
re-stripes McDonald Street at the intersection with Highway 99 to provide a westbound right-turn lane into the
state highway and to lengthen the left-turn stacking capacity on McDonald Street. In addition, the project J
widens the street immediately east of the right-turn lane to provide a transition between the lane and the existing
edge of pavement. Improvements to the storm drainage system and modification of the existing signal at the
intersection will also be done to conform to ODOT design requirements. The street cross-section of McDonald
Street at the intersection after the improvement will have dedicated the left-turn, through, and right-turn lanes at
that intersection plus extension of the bike lanes. Sidewalk installation is not included in the project since the )
primary scope of work is to add a turn lane within the existing paved width of the street.
Hall Blvd (at McDonald Street) - Design &
Right-of-Way Acquisition Traffic
Impact Fee $90,000
The first phase of this project is the design and acquisition of right-of-way for construction of a southbound
right-turn lane on Hall Boulevard at McDonald Street. in addition to street widening, curb and sidewalk will be
installed along the new segment of roadway to improve pedestrian safety. An ODOT permit will be required for
the design and construction of the project. A traffic study will be conducted to identify required design elements
that need to be incorporated into the project. Construction ofthe project is tentatively scheduled for FY 2005- i
06.
244
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Z
Walnut Street/Ash Avenue/Scoffins
Street Feasibility Study Traffic
Impact Fee $50,000
Circulation and capacity deficiencies along Highway 99W require more than intersection improvements or
roadway widening. There are a few options identified in the Tigard Transportation System Plan to improve
intra-city circulation through construction of alternate routes to Highway 99W. The extension of Walnut Street
is one of several options recommended to help resolve the problem. This project provides funding for a corri-
dor study to determine a feasible alignment for the extension of Walnut Street over Fanno Creek to Ash Avenue
then north to intersect with Scoffms/Hunziker Street. The extension would allow traffic to proceed on Hunziker
Street east to the Tigard Triangle over the proposed future Highway 217 overcrossing to connect to Hampton
Street.
Gaarde Street - Phase 2 Traffic
Impact Fee $100,000
The second phase of the project is the widening of Gaarde Street between 12151 Avenue and Highway 99W
and the improvement of approximately 1,450 feet of 12151 Avenue north of the Gaarde Street/ 12151 Avenue
intersection. Construction of this project began in early 2003 and will be completed by late summer of 2004.
Work completed in FY 2003-04 includes relocating of existing utilities from overhead to underground, reloca-
tion of existing water lines and gas line, installation of drainage and sanitary sewer systems, construction of
retaining walls, installation of curbs and sidewalks, placement of aggregate base, AC pavement, and installation
of a traffic signal and street lights. Most of the major work on the project is expected to be completed in FY
2003-04. The amount budgeted for FY 2004-05 is to address miscellaneous punch list items and other minor
work that must be completed prior to acceptance of the street improvements.
1211 Avenue (Quail Creek Lane to Tippitt Place)
Right-of-Way Acquisition Traffic
Impact Fee $400,000
Traffic Impact
Fee US S170,000
12151 Avenue between Quail Creek Lane and Tippitt Place is proposed for widening to the ultimate width of 44
feet. The close proximity of the existing home, existing mature trees, and varying steep terrain on both sides
preclude adherence to the TSP standards through much of this project. The street improvements deviates from
the Transportation System Plan street standards in that landscaped strips have been approved by City Council
in Resolution 04-33. The complete design identifies additional rights-of-way required for the improvements.
The City TIF Fund and the TIF Urban Services Fund have been utilized to purchase a minor portion of the land
acquisition needed for the project. The additional funding is required to complete the right-of-way purchase.
Construction will be programmed in future budgets.
245
i
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount 1
Walnut Street (116" Avenue to Tiedemanl
Fonner Street) Right-of Way Acquisition Traffic
Impact Fee $300,000
1
Traffic Impact
Fee US $115,000
Walnut Street between 116' Avenue and Tiedeman Avenue/Fonner Street intersection is proposed for widening
to an ultimate width of 44 feet. The close proximity of existing homes, existing mature trees, and varying steep
terrain on both sides preclude adherence to the TSP standards through much of this project. The street im-
provements will be fitted into a 60-foot wide right-of-way and deviates from the Transportation System Plan
street standards in that landscaped strips will not be installed. Exceptions to the TSP standards have been
approved by City Council in Resolution 04-33. The complete project design identifies partial right-of-way
takings from 34 properties that need to be acquired for the project. The City TIF Fund and TIF-Urban Ser-
vices Fund have been utilized to purchase some rights-of-way required for the widening. Construction of the
project is proposed to begin in FY 2005-06.
Walnut Street (135" to 121s' Avenue) Traffic
Impact Fee $235,000
1
Gas Tax $90,000
Underground
utility $250,000
This MSTIP-3 project prepared by Washington County for Walnut Street between 1351' and 12151 Avenue is
the last phase of the three-phase street improvement project. The close proximity of existing homes, existing
mature trees, and varying steep terrain on both sides preclude adherence to the TSP standards through much of
this phase. Landscaped strips and medians will be placed wherever feasible. Exceptions to the TSP street
standards have been approved by City Council in Resolution No. 04-33 for this last phase. The first two
phases are the improvement of the Walnut/ 121 s' Avenue intersection and the construction of the Walnut/Gaarde
Street intersection. The City has agreed to reimburse Washington County for placing existing overhead utilities
underground, upgrading the water system, and extending the existing sanitary sewer main as these items are not
included in the scope of work for the County's MSTIP-3 projects. Also included in the project are the resurfac-
ing and widening of Fern Street between 1381h and 1351i Avenue to accommodate additional traffic volume
from the immediate neighborhood due to closure of Walnut Lane. The total design and construction cost for
Fern Street is $150,000 which includes $90,000 from the Gas Tax Fund, $30,000 from the Sanitary Sewer
Fund and $30,000 from the Street Maintenance Fee Fund. Construction of the project is scheduled to begin in '
late summer of 2004 and is expected to be completed by December 2005. Additional funds for the Water and
Sanitary Systems projects related to the Walnut Street project are included in the Sanitary Sewer Fund and
Water Fund.
i
1
246
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Greenburg Road (Washington Square
Drive to Tiedeman Avenue) Traffic
Impact Fee 5745,000
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 over-crossing and Tiedeman Avenue to a 5-
lane facility. The completed improvements would 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 federal funds for
the preliminary engineering work have been obligated. Selection of a consultant to perform the engineering
design and right-of-way acquisition for the project will be accomplished through a Request for Proposal process
using Federal guidelines for the selection. This project was submitted for construction funding under the MTIP
Priorities 2004-07 project selection process, but was not selected for construction implementation.
Hall Blvd/Wall Street
Intersection - Phase 2 Traffic
Impact Fee $400,000
The intersection project widens Hall Boulevard along the new library and the Fanno Pointe Condominiums
frontages and constructs the first 425 feet of Wall Street to provide a common access to Hall Boulevard for the
two developments. To ensure that the intersection project would be designed and constructed expeditiously, the
project was divided into two phases: Phase 1 is the half street improvement of Hall Boulevard and Phase 2 is
the construction of 425 feet of Wall Street at the intersection with Hall Boulevard. Construction of Phase 1 has
been completed. Construction of Phase 2 is scheduled to begin in the spring of 2005 after all environmental
permits have been obtained. Because the work to realign Pinebrook Creek must be performed during the
period between July and October, most of the work on this project is anticipated to be performed in FY 2005-
06 and will be budgeted appropriately for that fiscal year. The amount budgeted for FY 2004-05 is for those
elements of the project that can be performed before the stream realignment and street reconstruction can begin
in earnest.
Bull Mountain/Roshak
Road Intersection Traffic
Impact
Fee US $175,000
This project widens Bull Mountain Road at Roshak Road to provide safe turning movements for vehicular traffic
and to accommodate additional traffic volume generated by a new subdivision north of the intersection. Also
included in the project are minor drainage work and some land acquisition required for the widening. This
project is funded by Urban Services TIF fund in the amount of $125,000 with the subdivision providing
$50,000 for half-street improvement required for their development.
247
1
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Wall Street Local Improvement
District Traffic
Impact Fee S50,000
Wall Street LID S2,000,000
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 was allocated for FY 2002-03 and
$150,000 for FY 2003-04. The amount of $50,000 is included for FY 2004-05 to accommodate any ex-
penses resulting from the hearing on the at-grade crossing application. Any funding for work beyond the Prelimi-
nary Engineer's Report will be provided primarily through the Local Improvement District, if it is formed.
Total FY 2004-05 Streets System $6,716,500
FY 2005-06 Projects
Pavement Major Maintenance
Program (PMMP) Street
Maintenance
Fee $650,000
Traffic Calming Program Gas Tax $8,000
Street Striping Program Gas Tax $25,000
Sattler Road at 96" Ave Crosswalk Lights Gas Tax $65,000
Pedestrian Improvements Gas Tax $75,000
North Dakota (Greenberg to 95`") 1
Right-of-Way Gas Tax $100,000
Hall Blvd/McDonald St Intersection
Improvements Construction Traffic
Impact Fee $150,000
Walnut Street (1351" - 121st Ave)
Design & Construction Traffic
Impact Fee $170,000
Hall BlvdlWall Street Intersection Traffic
Impact Fee S300,000
248
1
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Burnham Street Design Traffic
Impact Fee $200,000
Burnham Street Right-of-Way Traffic
Impact Fee $250,000
Total FY 2005-06 Street Systems $1,993,000
FY 2006-07 Projects
Pavement Major Maintenance
Program (PMMP) Street
Maintenance
Fee $525,000
Traffic Calming Program Gas Tax $8,000
Street Striping Program Gas Tax $25,000
Pedestrian Improvements Gas Tax $100,000
North Dakota (Greenburg to 9511)
Right-Of-Way Gas Tax $175,000
Street
Maintenance
Fee $125,000
Hall Blvd Half-Street Improvements
From Bridge North to City Hall
Entrance Traffic
Impact Fee $100,000
Burnham Street Construction Traffic
Impact Fee $600,000
Underground
Utility $150,000
Total FY 2006-07 Street System $1,808,000
249
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
FY 2007-08 Projects
Pavement Major Maintenance
Program (PMMP) Street
Maintenance
Fee $650,000
Traffic Calming Program Gas Tax $8,000
Street Striping Program Gas Tax $25,000
Pedestrian Improvements Gas Tax $100,000
Crosswalk Lights Gas Tax $65,000
Walnut Street (116`" to Tiedeman) Traffic
Impact Fee $750,000
Burnham Street Construction Traffic
Impact Fee $200,000
,
Total FY 2007-08 Street System $1,798,000
FY 2008-09 Projects
Pavement Major Maintenance
Program (PMMP) Street
Maintenance
Fee $500,000
Traffic Calming Program Gas Tax $8,000
Street Striping Program Gas Tax $25,000
250
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Pedestrian Improvements Gas Tax $100,000
Walnut Street (116" to Tiedeman) Traffic
Construction Impact Fee $500,000
Street
Maintenance
Fee $150,000
Scoffin/Hall/Hunziker Intersection Traffic
Realignment - Design Impact Fee $125,000
Greenburg Road Traffic
Construction Impact Fee $1,000,000
Total FY 2008-09 Street System $2,408,000
251
Five Year Capital
Improvement Plan
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 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 2004-05 Projects
Adopted
Project Fund Amount
Storm Drainage Major Maintenance
Program Storm Sewer 51001000
This program addresses minor storm drainage problems requiring more than normal maintenance effort. The
Storm Drainage Major Maintenance Program in FY 2004-05 includes projects located at various locations in
the City.
Storm Drain Pipe Rehabilitation Storm Sewer SI00,000
The Storm Drain Pipe Rehabilitation Program was initiated in FY 2001-02. Since then, approximately 3,000
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 at least 6,000 feet of storm drain pipes that
are seriously damaged and need to be repaired or replaced. This project continues the program by rehabilitating
1,000 feet of pipes through installation of new pipes by bursting method or installation of cured-in-place pipes
inside the existing pipes using the trenchless construction method.
Gaarde Street Phase 2 Wetland Mitigation Storm Sewer $10,000
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 2004.
252
Five Year Capital
Improvement Plan Ate,
Adopted
Project Fund Amount
Derry Dell Creek Wetland & Vegetated
Corridor Enhancement Storm Sewer $7,000
This project enhances wetland areas and vegetated corridor approximately 750 feet along Derry Dell Creek at
110`h Avenue. The enhancement is required by the DSL, the Corps of Engineers, and CWS due to impacts
created by the installation of a Sanitary Sewer pipe across the creek. This project also includes first year
monitoring and reporting in addition to mitigation plantings and invasive species control.
Summer Lake Culvert Storm Sewer $20,000
Summer Lake Park is located along Winter Lake Drive, near Shore Drive. There is an existing pedestrian
pathway system that leads from the parking area into the park and also to a separate area of the park. A natural
stream crosses this area from Winter Lake Drive to Summer Lake. Where the pathways cross this stream,
either pedestrian bridges or culverts are used. The first set of culverts, east of Winter Lake Drive, consists of
three 12-inch culverts. However, these culverts are not sized large enough to handle the winter runoff. There-
fore, this project will include replacement of these culverts with larger diameter culverts.
Bonanza Way - Erosion Control Storm Sewer $10,000
There are storm drainage lines in Bonanza Way and Riverwood Lane that converge into one pipe and discharge
into the Tualatin River. The common pipe crosses a pedestrian pathway that follows the river greenway and
then outfalls at the river bank. The outfall has severely eroded and is in need of repair and/or reconstruction. It
is anticipated that this project will be started in FY 2004-05 and will be completed during FY 2005-06.
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.
Clean Water Services Master Plan Water Quality/
Quantity $150,000
As a result of the master plan, individual plans were prepared to restore the beneficial uses of streams in each
watershed within the Tualatin Basin. The Fanno Creek Watershed Plan provides the plan for the Tigard area.
The beneficial uses the plan is expected to protect include: the survival of resident fish and aquatic life, salmonid
spawning and rearing, water-contact recreation, aesthetics, fishing, and water supply. The plan accomplishes this
by identifying prioritized projects and other management actions that will improve water quality and flood
management.
253
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Water Quality Enhancement Water Quality/
Quantity $50,000
This project reconstructs the existing water quality pond to anew swale or extended dry pond on Steve Street
west of 81 st Avenue. Also included in the project is the enhancement of the water quality facility on Greensward
Lane between 88th Avenue and Hall Boulevard by planting the facility with native grasses, trees, and shrubs,
and installation of a temporary irrigations system.
Fanno Creek Streambank Restoration Water Quality/
Quantity $50,000
Streambank stabilization at three sites along Fanno Creek including non-native vegetation removal and native
vegetation plantings is proposed. Site areas include 8 acres at the new library site, 5 acres at Bonita Park, and
7 acres at Fanno Creek Park. These are degraded areas that will be restored to improve water quality in the
creek and reduce damage caused by flooding. The project will also include additional funding for natural area
restoration through grants from the Oregon Watershed Enhancement Board, Metro, and the U.S. Fish and
Wildlife Service.
WQF 012 (881h & Greensward Lane) Water Quality/
WQF 030 (811 & Steve Street) Quantity $20,000
Two Water Quality Facility Enhancement Projects - This is a continuation of the City's Water Quality Facility
enhancement program as identified in the City's five-year plan.
Storm Debris Processing Center Storm Sewer $37,500
This project is for the establishment of a storm debris processing center.
Total FY 2004-05 Storm Drainage System $564,500
FY 2005-06 Projects
Storm Drainage Major Maintenance Program Storm Sewer $60,000
Storm Drain Pipe Rehabilitation Storm Sewer $100,000
Gaarde Street Phase II Wetland Mitigation Storm Sewer $3,000
Bonaza Way - Erosion Control Storm Sewer $50,000
Highland Drive & Green Way Replacement Storm Sewer $20,000
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Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Clean Water Services Master Plan Projects Water Quality/
Quantity $150,000
Water Quality Enhancement Water Quality/
Quantity $25,000
Total FY 2005-06 Storm Drainage System $408,000
FY 2006-07 Projects
Storm Drainage Major Maintenance Storm Sewer $60,000
Storm Drain Pipe Rehabilitation Storm Sewer $100,000
Gaarde Street Phase II Wetland Mitigation Storm Sewer $3,000
Walnut Street Wetland Mitigation Storm Sewer $10,000
Tiedeman Avenue at Tigard Street
Installation Storm Sewer $50,000
Water Quality Enhancement WaterQuality/
Quantity $25,000
Total FY 2006-07 Storm Drainage System $248,000
FY 2007-08 Projects
Storm Drainage Major Maintenance Program Storm Sewer $60,000
Storm Drain Pipe Rehabilitation Storm Sewer $100,000
Gaarde Street Phase 2 Wetland Mitigation Storm Sewer $3,000
Walnut Street Wetland Mitigation Storm Sewer $3,000
Storm Drainage Improvements Storm Sewer $75,000
Water Quality Enhancements Water Quality/
Quantity $25,000
Total FY 2007-08 Storm Drainage System $266,000
a
255
Five Year Capital
Improvement Plan
a
Adopted
Project Fund Amount
FY 2008-09 Projects
Storm Drainage Major Maintenance Program Storm Sewer S60,000
)
Storm Drain Pipe Rehabilitation Storm Sewer $100,000
Gaarde Street Phase 2 Wetland Mitigation Storm Sewer $3,000
Walnut Street Wetland Mitigation Storm Sewer $3,000
Storm Drainage Improvements Storm Sewer $75,000
Water Quality Enhancements Water Quality/ }
1
Quantity $25,000
1
Total FY 2008-09 Storm Drainage System $266,000
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256 1
1
Five Year Capital
Improvement Plan
Water System
The Water System Programs contain 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 jurisdiction 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. Not included in this document, however are capital maintenance
projects or projects needed to coordinate with other City CIP projects such as street improvements and
possibly LID's. 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 a new long term water supply for the system.
An example of a project previously paid for by this fund is the Aquifer Storage and Recovery (ASR) well.
Adopted
Project Fund Amount
FY 2004-05 Projects
Water Service Installations Water $30,000
This is another long-term program for the department. Each year the City adds new customers to the system
through individual building permits or additional water services. Customers apply for a new water service, and
Public Works staff installs the service line and will set the meter (see Meter Installations).
Defective Meter Replacements
(1112 Inch & Larger) Water $40,000
This has been one of the long-term projects for the Public Works Department. The large meter replacement
program is for the systematic testing, repair, and/or replacement of all 1 '/2-inch and larger water meters. Meters
257
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Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
of this size have developed problems where actual water flows are inaccurately measured; most of the time, the )
volume of water is under-reported. The result is that water customers could be using more water than they are
being assessed. Testing and/or replacement of these water meters have proven to make financial sense in that )
the investment is recouped by the additional revenues received due to accurate meter reads.
Defective Meter Replacements
(Smaller Sizes) Water $15,000
This has been another one of the long-term projects for the Public Works Department and is similar to the
program for 1 '/2-inch meter replacements. But this program is for the smaller meters. Meters of this size have
also developed problems where actual water flows are inaccurately measured; most of the time, the volume of
water is under-reported. The result is that water customers could be using more water than they are being
assessed. Testing and/or replacement of these water meters have proven to make financial sense in that the
investment is recouped by the additional revenues received due to accurate meter reads. ?
}
Meter Installations Water $60,000
This on-going program ties in with the Water Service Installations program. When new water customers or
existing customers who need an additional water service, apply for a new service, Public Works staff install the 1
service line and will set the new meter. }
Fire Hydrant Installations
(ReplacementlUpgrade) Water $25,000
The City is in the process of replacing older, two-port fire hydrants because it has been shown that Tualatin ]
Valley Fire & Rescue (TVFR) can not pull adequate flows from them in emergency situations. TVFR equip-
ment works best with 5'/4-inch ports; the older hydrants have smaller ports. The newer, three-port models have
5 '/4-inch ports. FY 2004-05 will be the last year of hydrant replacements. After that, the City will budget
approximately $10,000 per year to pay for repair or replacement of any hydrants that are damaged in auto
accidents or to pay for new hydrants in infill situations.
2-Inch Service Line Replacements Water $25,000
This on-going 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, which results in an overall water loss to the )
City's system. This program is vital in order to reduce the amount of lost water, and therefore revenue, to the
City. It is anticipated that this will be the last year where this program will be needed.
Gaarde Street Phase 2 Water Relocate Water $50,000
This project is in coordination with the Gaarde Street Phase 2 roadway improvement project. Due to vertical
adjustments to the roadway, portions of existing water lines in the roadway had to be relocated. Much of this
work will be completed in FY 2003-04, but work will continue into FY 2004-05.
1
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258
1
1
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Water Main Installations Water $78,750
This on-going program is based on the needs identified in the "Water Distribution System Hydraulic Study - May
2000", and is for the routine replacement of leaking, damaged, and older water mains throughout the water system.
In most cases, the existing mains have adequate capacity and will be replaced with the same diameter water mains.
This program is also for the completion of loops in the system to maintain hydraulic efficiencies.
Security Vulnerability Evaluation and Upgrades Water $162,500
This is an EPA-mandated program to evaluate and mitigate security vulnerabilities in the City's water system.
Sensitive facilities include reservoirs, pump stations, wells, and other facilities where access is limited. The study
has evaluated the City's current security measures and has recommended certain improvements that should be
implemented over the next two years. It is anticipated that this project will be completed during FY 2005-06.
Telemetry Upgrade Water $262,500
The existing telemetry system is out of date and the software and hardware are no longer supported by the
manufacturer or local representatives. The City has also experienced failures of controllers at various sites due
to the aging of the overall system. Replacement of controllers can take up to three weeks, which is not adequate
for the City's need to have continuous monitoring ability of the water system. The upgrade process will enable
the City to have up to date technology that is more user friendly and to explore modes of communication other
than the phone line system currently used.
Master Pressure
Reducing Valve Installations Water $8,000
Master PRV installations, locations, 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.
Water Line Replacement - SW Walnut
(1351" to 121-Ave) Water $330,000
Water SDC $330,000
This project is in conjunction with the Walnut Street improvements to be jointly completed by Washington
County and the City over the next two fiscal years. The "Water Distribution Hydraulic Study - May 2000"
j recommended that a new 24-inch water line be completed between 1215f Avenue and Barrows Road. In
addition, a separate 16-inch water line is needed approximately between 132"d Avenue and Walnut Lane. The
roadway improvement project makes it timely for the installation of these transmission water lines. The funding
of the water improvements will be roughly 50% from the Water Fund and 50% from the Water SDC fund.
1
1
259
Five Year Capital
Improvement Plan
Adopted )
Project Fund Amount
Reservoir Structural Repairs Water $70,000 }
The City has identified that certain repairs should be made to the following reservoirs: 10 MG reservoir at Bull
Mountain Road/1251 Avenue; Reservoir No. 4 (1.0 MG), north of Beef Bend Road on 122"d Avenue; Reser-
voir No. 3 (2.5 MG), south of Walnut Street on 1351 Avenue; and the Hi-Tor reservoirs. ~
Hall Blv& Wall Street Intersection
New 12-Inch Water Line Water $50,000 )
This project is in conjunction with the roadway CIP and will include installation of a new 12-inch water line that
will eventually be extended with Wall Street.
Water Main Line Oversizing Water SDC $250,000
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 System Hydraulic
Study - May 2000."
1
}
Secure 550-Foot Reservoir No. 2 Site Water SDC $550,000
The City has been working with the Tigard-Tualatin School District (TTSD) to locate the 550-foot Reservoir
No. 2 on the Alberta Rider school site. Part of the proposed agreement with TTSD is to grant a credit against
permit costs up to $200,000. It is anticipated that TTSD will use up approximately $50,000 of the credit in FY )
03-04, with the remainder to be used in FY 04-05. }
}
550-Foot Service Zone Improvements
Reservoir No.2 (Construction) Water CIP $4,120,000
This reservoir is proposed to be located on the Tigard-Tualatin School District (TTSD) site for the Alberta Rider
Elementary School. Constructing this reservoir will eliminate some of the demand currently supplied by the 713- }
Foot pressure zone. Supply to the reservoir will be provided through the transfer pump station upgrade and
transmission piping projects separately listed. }
}
10 MG Transfer Pump Station Upgrade Water CIP $2,175,000
The existing transfer pump station, located on the 10 MG reservoir site at Bull Mountain Road/125`h Avenue,
serves both the 550-foot and 713-foot service zones. The Water Distribution System Hydraulic Study identified
a need to replace this pump station with one that would provide a higher pumping capacity to both service 1
zones. Construction of this improvement increases pumping capacity from 2,000 gpm to 3,300 gpm for the )
713-foot service zone. The pump station will also provide 3,900 gpm to the 550-Foot Zone Reservoir No. 2
listed previously. Along with the piping improvements listed below, the existing pump station at the Canterbury
site (Pump Station No. 1) will be abandoned.
1
1
260
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Canterbury Supply Lines Water CIP $1,047,300
Part of the overall improvements to the 550-foot service zone includes increased transmission capacity to the
1 Canterbury Hill area from the new reservoir and transfer pump station upgrade listed above. The transmission
line will be 18-inch diameter and is proposed to be extended from the transfer pump station site easterly in Bull
Mountain Road, north along Highway 99W, across Highway 99W, and easterly in Canterbury Lane. This
improvement will allow abandonment of Pump Station No. 1 at the City's Canterbury site.
Reservoir No. 2 Supply Lines Water CIP $608,400
This improvement is needed for existing and future needs in both transmission and distribution to serve the new
reservoir and pump station upgrade projects listed above. Anew line will be constructed between the new
transfer pump station and Reservoir No. 2, ranging in size from 18-inch to 24-inch. The line will extend in 125"'
Avenue, Bull Mountain Road, and Terraview Drive (Arlington Ridge subdivision). Coordination with existing
residents in Arlington Ridge will be important, as Terraview Drive is a fully-improved local residential street.
12-Inch Canterbury Loop Water CIP $688,200
The final component of the 550-foot service zone improvements is a looped system around the Canterbury Hill
area. This improvement will create better fire flow for the area, provide for future growth, and remove dead end
water quality problems. The 12-inch loop will be extended roughly as follows: from the intersection at Canter-
bury Lane/10911, easterly in Canterbury Lane to 103,4 Avenue; north in 103`d Avenue to Inez Street; east in Inez
Street to 1001' Avenue; south in 1001 Avenue to Murdock Street; west in Murdock Street to 1091 Avenue;
north in 109t' Avenue to Canterbury Lane.
Aquifer Storage and Recovery (ASR): COT-2R-
(Production Well) CT-3T (Test Well) Water CIP $720,000
Tigard has been using ASR Well No. 1 for the last full year and has had positive results. That well is capable of
a distribution capacity of 1.0 MGD during the summer months. The City also completed anASR expansion
study which indicated that the City could achieve a total of 5 to 6 MGD from ASR wells placed around the
City's aquifer. 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. ASR Well No. 2 is scheduled for this year and will be drilled at
the 10 MG reservoir site at Bull Mountain Road/1251h Avenue. It will also have a pumping capacity of 1.0
MGD. The scope of work for this project will also include the drilling of a test well for a proposed ASR Well
No. 3.
Aquifer Storage and Recovery (ASR): Well No. 3
Production Well Water CIP $900,000
Assuming the test well for ASR Well No. 3 is positive, the City will expand the test well into a full production
well during FY 2004-05. The location of this well is yet to be determined, but is generally targeted for the
vicinity of the Eagles View subdivision, north of Beef Bend Road, near 141` Avenue. It is anticipated that this
well will also have a pumping capacity of 1.0 MGD.
261
Five Year Capital }
Improvement Plan }
}
Adopted
Project Fund Amount )
Aquifer Storage and Recovery (ASR): Well No. 4
Test Well Water CIP $210,000
Each fiscal year, the ASR program will include the drilling of one production well and the drilling of one test well. }
It is planned that the contractor who drills the production well for ASR No. 3 will also drill the test well for ASR
No. 4. The goal for each ASR well is to achieve a minimum pumping capacity of 1.0 MGD.
Feasibility Report, Phase II - Scoggins Dam
Raise Water CIP $389,490 )
i
As part of obtaining a long-term water source for the Tigard service area, the City is partnering with other Joint
Water Commission (JWC) owners for the Scoggins Dam Raise feasibility report. Raising the dam would
increase the storage volume of Hagg Lake and would therefore provide more capacity for JWC member cities.
JWC Raw Water Pipeline Pre-Design Water CIP $578,000
This project will include a pipe connection between the JWC treatment plant and the headwork at Scoggins 1
Dam. At present, water from Hagg Lake makes its way to the treatment plant via an open channel waterway }
and the Tualatin River. There are two problems with the existing system. First, the JWC treatment plant must
submit a request to the Scoggins Dam control authority to release more water into the open channel system as
the demand rises. The treatment plant can only handle a certain volume of water at the intake, however; any )
extra water bypasses the plant and continues down the river. Therefore, there is a loss in efficiency. Second,
however, it is estimated that 20% of the water from Scoggins Dam is lost to evaporation prior to reaching the
treatment plant. This raw water pipeline will allow the JWC to control how much water is released from the dam
into the pipe so that only the flow rate needed by the treatment plant will be released. In addition, the pipeline )
will eliminate the water loss due to evaporation and will provide more capacity to the JWC system.
Sain Creek Tunnel Study: JWC Joint Project Water CIP $180,000
The Tualatin Basin Water Supply Feasibility Study (WSFS) outlined a number ofprojects that could be con-
structed to increase the water supply capacity for cities in Washington County. The Sain Creek Tunnel project is
one that could be constructed in conjunction with the proposed Scoggins Dam raise at Henry Hagg Lake. The )
tunnel would be constructed from the Tualatin River to the mouth of Sain Creek at Hagg Lake, covering a
distance of approximately three miles through the Coast Mountain range. The tunnel would take water from the
Tualatin River during the heavy winter rains and divert it to Hagg Lake. It is estimated that the tunnel will help fill
Hagg Lake if the dam were raised, and would effectively increase the watershed by approximately two-thirds. )
This will help to reduce the number of years that the lake may not fill, thereby increasing the reliability of this )
source.
Total FY 2004-05 Water System $13,953,140 w
)
262
Five Year Capital
Improvement Plan
7
Adopted
Project Fund Amount
FY 2005-06 Projects
Water Service Installations Water $10,000
Defective Meter Replacements
(1112 -Inch & Larger) Water $40,000
Defective Meter Replacements
(Smaller sizes) Water $15,000
Meter Installations Water $60,000
Fire Hydrant Installations Water $10,000
Water Main Replacements Water $78,750
Security Vulnerability Evaluations
and Upgrade Water $50,000
Replace Well House #2 (Gaarde Site) Water $35,000
Water Reservoir Seismic Upgrade Evaluation Water $70,000
550' Zone Beaverton Connector
Water $84,000
Water SDC $116,000
Walnut Street (121s' to Tiedeman)
Relocate 12-Inch Line w/Street Construction Water $116,000
Water Main Oversizing Water SDC $50,000
ASR: COT-4R (Production) Water CIP $1,090,000
ASR: COT-5T (Test) Water CIP $92,000
JWC Raw Water Pipeline Pre-design Water CIP $528,000
Sain Creek Tunnel Study: JWC Join Project Water CIP $264,000
Total FY 2005-06 Water System $2,708,750
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263
Five Year Capital )
Improvement Plan
Adopted
Project Fund Amount
FY 2006-07 Projects
i
Water Service Installations Water $10,000
Defective Meter Replacements )
(1112 -Inch & Larger) Water $40,000
Defective Meter Replacements
(Smaller sizes) Water $15,000
Meter Installations Water $60,000
Fire Hydrant Installations Water $10,000
Water Main Replacements Water $78,750
1
)
)
Abandonment of Pump Station No. I Water $52,500
550' Zone Beaverton Connection Water $84,000
l
Water SDC $116, 000 ~
Walnut Street (121s' to Tiedeman) ~
Relocate 12-Inch Line w/Street Construction Water $39,000
Water Main Oversizing Water SDC $50,000
ASR: COT-5R (Production) Water CIP $1,120,000
ASR: COT-6T(Test) Water CIP $95,000
JWC Raw Water Pipeline Pre-design Water CIP $495,000
Sain Creek Tunnel Study: JWC Joint Project Water CIP $210,500
Total FY 2006-07 Water System $2,475,750 7
l
FY 2007-08 Projects
Water Service Installations Water $10,000
Defective Meter Replacements )
(1112 -Inch & Larger) Water $40,000
Defective Meter Replacements
)
(Smaller sizes) Water $15,000
264 )
Five Year Capital
Improvement Plan
Adopted
Project Fund Amount
Meter Installations Water $60,000
Fire Hydrant Installations Water $10,000
Water Main Replacements Water $78,750
150" Avenue 12" Improvements Water $138,972
Water SDC S40,579
550' Zone Beaverton Connection Water $84,000
Water SDC $116,000
Burnham Street - 16" Line Installation Water $170,000
Water SDC $170,000
Water Main Oversizing Water SDC S50,000
ASR: COT-6R (Production) Water CIP $1,160,000
JWC Raw Water Pipeline Water CIP $2,970,000
Sain Creek Tunnel Study: JWC Joint Project Water CIP $4,610,000
Total FY 2007-08 Water System $9,723,301
FY 2008 09Prolects
Water Service Installations Water $10,000
Defective Meter Replacements
(1112 -Inch & Larger) Water $40,000
Defective Meter Replacements
(Smaller sizes) Water $15,000
Meter Installations Water $60,000
Fire Hydrant Installations Water $10,000
265
Adopted
Project Fund Amount
)
Water Main Replacements Water $78,750
1501" Avenue 12 Improvements Water $138,972
Water SDC $40,579
550' Zone Beaverton Connection Water $84,000
Water SDC $116,000
Burhham Street - 16" Line Installation Water $60,000
Water SDC $60,000
Water Main Oversizing Water SDC $50,000
JWC Raw Water Pipeline Water CIP $2,970,000
)
Total FY 2008-09 Water System $3,733,301
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266
Five Year Capital
Improvement Plan
Unfunded Street System Program Projects
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
12151 Avenue - Walnut Street to North Dakota Street $2,000,000
Walnut Street - Tiedeman Avenue to 12151 Avenue $1,600,000
12151 Avenue - Gaarde Street to Walnut Street $1,800,000
Burnham Street - Main Street to Hall Boulevard $2,000,000
Tiedeman Avenue - Greenburg Road to Tigard Street $860,000
Greenburg Road Construction (Shady Lane to Tiedeman Avenue)* $2,530,000
72nd Avenue - Hampton Street to Dartmouth Street $2,000,000
72nd Avenue - Dartmouth Street to Highway 99W $2,500,000
72nd Avenue/Dartmouth Signalization (Excluding Street Improvements) $300,000
6811, Avenue/Dartmouth Signalization (Excluding Street Improvements) $200,000
Neighborhood Routes:
Fonner Street - Walnut Street to 1151 Avenue $1,570,000
Tigard Street - Main Street to Tiedeman Avenue (south side) $990,000
Commercial Street (South side, Main Street to 951 Avenue) $460,000
North Dakota Street (Greenburg Road to to 9511, Avenue) $200,000
North Dakota Street (1051 Avenue to Tiedeman Avenue, not including the bridge) $400,000
Total Unfunded Projects $1994109000
*This represents the unfunded portion of the total $3.5 million project. The remaining portion of $1 million
would be grant funded.
1
267
1
}
1
1
}
Oregon
City of 11%
DEBT SER VICE 20
1
1
Explanatory Narrative/ Expenditure Summary 268
Debt Service Summary 269
General Obligation Bonds 270
Bancroft Improvement Bonds 271
Loans 272
Outstanding and Planned Debt Issues 273
Debt Service Schedules
1
General Obligation Bond
69th Avenue Local Improvement District 275 t7
CD
a
277
Dartmouth Local Improvement Bond - 1998
278
Dartmouth Local Improvement Bond - 2003
OECDD Loan/Cook Park Expansion 279
i
,
i
City of Tigard, Oregon
1
Debt Service
The City has three 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. The third 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.
Also, the City has the authority to issue short term bond anticipation notes secured by the City's full faith and credit
and the ability to assess property owners when the related project is complete.
The City's current outstanding debt is as follows:
General
Obligation Assessments Notes Loans Total
FY 04/05 $ 475,908 $ 343,569 $ - $ 210,563 $ 1,030,040
FY 05/06 488,335 366,523 216,630 1,071,488
FY 06/07 505,836 385,260 222,820 1,113,916
FY 07/08 518,411 227,378 229,201 974,990
FY 08/09 536,063 234,533 235,690 1,006,286
FY 09/10 553,795 247,815 247,318 1,048,928
FY 10/11 - 21/22 9,458,100 1,897,993 529,978 11,886,071
$ 12,536,448 $ 3,703,071 $ - $ 1,892,200 $ 18,131,719
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 2004-05 will be $142,020,268 based upon the estimated market value of $5,151,890,520.
Future Debt Limit
The City will issue $16.0 million in revenue bonds for construction of the Alberta Rider reservoir and long term
water supply acquisition.
The City also will issue $2.0 million in bond anticipation notes for construction of the Wall Street Local Improve-
ment District (LID), if the LID is formed.
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 2004-05.
i
268
Debt Service Summary
FY 2004-05
Debt Service
GENERAL OBLIGATION BONDS-
Paid from property taxes Library Bond $974,413
$974,413
BANCROFT IMPROVEMENT BONDS-
Paid primarily from special assessments 1998 Dartmouth Street LID 193,018
2002 69th Avenue LID 160,371
2003 Dartmouth Street LID 220,848
Additional Bond Calls 500,000
S 1,074.237
OREGON ECONOMIC COMMUNITY
DEVELOPMENT DEPARTMENT (OECDD) LOAN-
Paid from system development charges Cook Park 5283,126
5283,126
TOTAL 2004-05 DEBT SERVICE 52,331,776
Debt Per Capita
Debt Service by Type
Bancroft 5150 ~I
tmprovement-------
46.07 % $100
r `
- OECDO Loan
12.14% $0
FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04 FY 2004-05
Actual Actual Actual Revised Adopted
Gen.
Obligation
41.79%
269
General Obligation Bonds
Projected Annual Debt Service
General Obligation Bonds
1,000,000
i
900,000-
800,000-
700,000-
600,000-
500,000-
400,000 p ~
- 300.000 -
200,000
100,000-
t
0
0
2005 2007 2009 2011 2013 2015 2017 2019 2021 20231
I
Fiscal Year
i
I i
-i
❑ Interest ■ Principal
FY 2004-05 debt service on the outstanding General Obligation Bonds is as follows:
General Obligation Bonds Date Interest Principal Total
2002 Issue - Library Building 12/1/04 $498,505 $475,908 $974,413
Total General Obligation Bond Debt Service $498,505 $475,908 $974.413
270
Bancroft Improvement Bonds
and Bond Anticipation Notes
Projected Annual Debt Service
Bancroft Improvement Bonds
600.000 - - - - -
i
500.000 - -
U ill
400.000
N
300,000 - - -
I
200.000
100,000 - '
0 -
200 2007 2009 2011-u13 2015 2017 2019 2021
Fiscal Year
® Principal 0 Interest
FY 2004-05 debt service on outstanding Bancroft Bonds is scheduled as follows:
Bancroft Bonds Interest Date Principal Total
r
1998 - Dartmouth Street $ 17,131 09/01/04 $ 79.378 $ 96.509
15.388 03/01/05 81,121 96.509
2003 - Dartmouth Street $ 37.980 11/15/04 $ 147.770 $ 185.750
35.098 05115105 0 35.098
2002 - 69th Ave LID $ 62,499 01101105 $ 17,300 $ 79,799
62,572 07/01/05 18.000 80.572
Additional Bond Calls as Needed 0 $ 500.000 $ 500.000
Total Bonds $230,668 $843.569 $1,074.237
Total Bancroft Debt Service $230.668 $843.569 $1.07=1.237
271
Loans LA:k
Projected Annual Debt Service
Oregon Economic Community Development Department
(OECDD) Loan - Cook Park
300,000
j w
250,000-
1
200,0001
~ t
0 150,000-
100,000-
s
E d F
50,000-
B.,
0
2005 2006 2010 .u; -1012
Fiscal Year
■ Interest ❑ Principal
FY 2004-05 debt service on the outstanding OECDD Loan is as follows:
OECDD Loan Date Interest Principal Total
Cook Park 01101105 $72,563 $210,563 $283,126
Total OECDD Loan Debt Service $72,563 $210,563 $283,126
272
Outstanding & Planned Debt Issues
Original Interest Original Principal Final Source of
Issue Amount Rate Issue Date Outstanding Maturity Payment
GENERAL OBLIGATION BONDS
Library Bond $13,000,000 4.21% 12/04/02 $12,536,448 12/01/22 Property Taxes
TOTAL GENERAL OBLIGATION BONDS OUTSTANDING $12,536,448
REVENUE BONDS
Planned
Alberta Rider/Water Supply Revenue Bond $16,000,000 TBD TBD $0 TBD Water System Revenues
TOTAL REVENUE BONDS OUTSTANDING $0
SPECIAL ASSESSMENT BONDS
Dartmouth Street Local Improvement District
Series 1998 $1,565,576 4.39% 11/30/98 $508,524 09/01/08 Special Assessments
69th Avenue Local Improvement District
Series 2002 $1,307,969 7.25% 06/27/02 $1,246,869 07/01/22 Special Assessments
►v Dartmouth Street Local Improvement District
V
Series 2003 $1,947,678 3.90% 12/04103 $1,947,678 11/15/13 Special Assessments
TOTAL SPECIAL ASSESSMENT BONDS $3,703,071
OTHER DEBT
Loans
Oregon Economic Community Development Dept.
Cook Park $2,290,248 3.0%-4.35% 01/23/02 $1,892,200 01/01/12 Parks System Development Charges
Special Assessment Bond Anticipation Notes
Planned
Wall Street Local Improvement District $2,000,000 TBD TBD $0 TBD Refinance-Bond/Note
TOTAL OTHER DEBTS OUTSTANDING $1,892,200
GRAND TOTAL - CITY OF TIGARD DEBT OUTSTANDING $18,131,719
Debt Service Schedule
General Obligation Bond - Library
General ObligationBond
Tigard Public Library
2002
Annual Debt Service Schedule
The Tigard Public Library general obligation bond was authorized by voters on May 21, 2002.
The bond was purchased in whole by the State of Oregon through the Oregon Economic and
Community Development Department. Bond proceeds were used to purchase a 14.7 acre
parcel of land and construct a two-story 47,500 square foot library. Construction of the library
will be complete in summer 2004.
Amount Issued: $13,000,000
Issue Date: 12/4/2002
Original Issue True Interest Rate (TIC): 4.208%
Principal Outstanding as of July 1, 2004: $12,536,448
Interest Total Debt
Payment Due Rate Principal Due Interest Due Service
12/1/2004 3.00% $ 475,908 $ 498,505 $ 974,413
12/1/2005 3.00% 488,335 484,228 972,563
12/1/2006 3.00% 505,836 469,578 975,414
12/1/2007 3.00% 518,411 454,403 972,814
12/1/2008 3.00% 536,063 438,850 974,913
12/1/2009 3.30% 553,795 422,768 976,563
12/1/2010 3.50% 571,890 404,493 976,383
12/1/2011 3.60% 590,281 384,477 974,758
12/1/2012 3.75% 613,891 363,227 977,118
12/1/2013 3.90% 632,787 340,206 972,993
12/1/2014 4.00% 656,991 315,527 972,518
12/1/2015 4.10% 686,471 289,248 975,719
12/1/2016 4.25% 711,246 261,102 972,348
12/1/2017 4.38% 741,399 230,874 972,273
12/1/2018 4.50% 776,929 198,438 975,367
12/1/2019 4.60% 812,866 163,476 976,342
12/1/2020 4.70% 849,207 126,084 975,291
12/1/2021 4.75% 885,985 86,172 972,157
12/1/2022 4.75% 928,157 44,087 972,244
Total $12,536,448 $5,975,743 $18,512,191
274
Debt Service Schedule
69th Avenue Local Improvement District
Bancroft Bond
69th Avenue Local Improvement District
2002
Annual Debt Service Schedule
The 69th Avenue Local Improvement District (LID) was finalized in 2002. This Bancroft
Bond was issued to retire the interim financing used for construction of the LID. The source
of revenue for repayment of the bonds are payments on installment contracts executed by
benefited property owners. LID assessments are secured by liens on the benefited property.
Amount Issued: $1,307,969
Issue Date: 6/27/2002
Original Issue True Interest Rate (TIC): 7.250%
Principal Outstanding as of July 1, 2004: $1,246,869
Interest Total Debt
Payment Due Rate Principal Due Interest Due Service
1/1/2005 7.25% $ 17,300 $ 45,199 $ 62,499
7/1/2005 7.25% 18,000 44,572 62,572
1/1/2006 7.25% 18,500 43,919 62,419
7/l/2006 7.25% 19,400 43,249 62,649
l/l/2007 7.25% 20,000 42,546 62,546
7/l/2007 7.25% 20,800 41,821 62,621
1/1/2008 7.25% 21,500 41,067 62,567
7/l/2008 7.25% 22,300 40,287 62,587
l/l/2009 7.25% 23,100 39,479 62,579
7/1/2009 7.25% 23,900 38,641 62,541
1/1/2010 7.25% 24,800 37,775 62,575
7/1/2010 7.25% 25,700 36,876 62,576
1/1/2011 7.25% 26,600 35,944 62,544
7/1/2011 7.25% 27,600 34,980 62,580
1/1/2012 7.25% 28,600 33,980 62,580
7/1/2012 7.25% 29,600 32,943 62,543
1/1/2013 7.25% 30,700 31,870 62,570
7/1/2013 7.25% 31,800 30,757 62,557
1/1/2014 7.25% 33,000 29,604 62,604
7/1/2014 ' 7.25% 34,100 28,408 62,508
1
275
Debt Service Schedule
69th Avenue Local Improvement District
Interest Total Debt
Payment Due Rate Principal Due Interest Due Service
1/1/2015 7.25% 35,400 27,172 62,572
7/1/2015 7.25% 36,700 25,889 62,589
1/1/2016 7.25% 38,000 24,558 62,558
7/1/2016 7.25% 39,400 23,181 62,581
1/1/2017 7.25% 40,800 21,753 62,553
7/1/2017 7.25% 42,300 20,274 62,574
1/1/2018 7.25% 43,800 18,740 62,540
7/1/2018 7.25% 45,400 17,152 62,552
1/1/2019 7.25% 47,100 15,507 62,607
7/1/2019 7.25% 48,700 13,799 62,499
1/1/2020 7.25% 50,500 12,034 62,534
7/l/2020 7.25% 52,400 10,203 62,603
1/1/2021 7.25% 54,300 8,304 62,604
7/1/2021 7.25% 56,200 6,335 62,535
1/1/2022 7.25% 58,300 4,298 62,598
7/1/2022 7.25% 60,269 2,185 62,454
Total $1,246,869 $1,005,299 $2,252,168
276
Debt Service Schedule
Dartmouth Local Improvement District -1998
Bancroft Bond
Dartmouth Local Improvement District
1998
Annual Debt Service Schedule
The Dartmouth Local Improvement District (LID) was finalized in 1998. This Bancroft Bond
was issued to retire the majority of the interim financing used for construction of the LID. The
source of revenue for repayment of the bonds are payments on installment contracts executed
by benefited property owners. LID assessments are secured by liens on the benefited property.
A second bond dated in 2003 was issued to finance the balance of the LID costs challenged by
two property owners. That challenge was decided in the City's favor in 2003.
Amount Issued: $1,565,576
Issue Date: 11/30/1998
Original Issue True Interest Rate (TIC): 4.390%
Principal Outstanding as of July 1, 2004: $508,524
Interest Total Debt
Payment Due Rate Principal Due Interest Due Service
9/l/2004 4.39% $ 79,378 $ 17,131 $ 96,509
3/1/2005 4.39% 81,120 15,388 96,509
9/1/2005 4.39% 82,901 13,608 96,509
3/1/2006 4.39% 84,721 11,788 96,509
9/l/2006 4.39% 86,580 9,929 96,509
3/1/2007 4.39% 88,481 8,028 96,509
9/1/2007 4.39% 5,342 235 5,577
Total $508,524 $76,107 $584,630
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1
277
Debt Service Schedule
Dartmouth Local Improvement District - 2003
1
Bancroft Bond
Dartmouth Local Improvement District
2003
Annual Debt Service Schedule
The Dartmouth Local Improvement District was finalized in 1998; however, two property
owners had contested the assessment amounts in the courts. In September 2003, the court
ruled in favor of the City of Tigard and the assessments stood. The source of revenue for
repayment of the bonds are payments on installment contracts executed by benefited property
owners. LID assessments are secured by liens on the benefited property.
Amount Issued: $1,947,678
Issue Date: 12/3/2003
Original Issue True Interest Rate (TIC): 3.900%
Principal Outstanding as of July 1, 2004: $1,947,678
Interest Total Debt
Payment Due Rate Principal Due Interest Due Service
11/15/2004 3.90% $ 147,770 $ 37,980 $ 185,750
5/15/2005 3.90% 0 35,098 35,098
11/15/2005 3.90% 161,001 35,098 196,099
5/15/2006 3.90% 0 31,959 31,959
11/15/2006 3.90% 169,399 31,959 201,358
5/15/2007 3.90% 0 28,655 28,655
11/15/2007 3.90% 178,236 28,655 206,891
5/15/2008 3.90% 0 25,180 25,180
11/15/2008 3.90% 187,533 25,180 212,713
5/15/2009 3.90% 0 21,523 21,523
11/15/2009 3.90% 197,315 21,523 218,838
5/15/2010 3.90% 0 17,675 17,675
11/15/2010 3.90% 207,608 17,675 225,283
5/15/2011 3.90% 0 13,627 13,627
11/15/2011 3.90% 218,437 13,627 232,064
5/15/2012 3.90% 0 9,367 9,367
11/15/2012 3.90% 229,832 9,367 239,199
5/15/2013 3.90% 0 4,886 4,886
11/15/2013 3.90% 250,547 4,886 255,433
Total $1,947,678 $413,920 $2,361,598
278
i
Debt Service Schedule
OECDD/Cook Park Expansion
Oregon Economic Community Development Department Loan
Cook Park Expansion
2002
Annual Debt Service Schedule
This loan through the Oregon Economic Community Development Department (OECDD) was
obtained in January 2002 and used to complete a major capital project to expand and improve
park facilities at Cook Park. Improvements included a butterfly garden, two picnic shelters, a 1
new playground, four sports fields, and wetland viewing gazebo. The loan was secured by
current and future park system development charges collected by the City.
Amount Issued: $2,290,248
Issue Date: 1/23/2002
Original Issue True Interest Rate (TIC): 4.801%
Principal Outstanding as of July 1, 2004: $1,892,200
Interest Total Debt
Payment Due Rate Principal Due Interest Due Service )
1/1/2005 3.00% $ 210,563 $ 72,563 $ 283,126 )
1/1/2006 3.25% 216,630 66,246 282,876
1/1/2007 3.65% 222,820 59,205 282,025
l/l/2008 3.80% 229,201 51,072 280,273
1/1/2009 4.00% 235,690 42,363 278,053 )
1/1/2010 4.10% 247,318 32,935 280,253
1/1/2011 4.25% 259,053 22,795 281,848
1/1/2012 4.35% 270,925 11,785 282,710
Total $1,892,200 $358,964 $2,251,164
)
}
)
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i
279 )
FUND SUMMARIES
Introduction 280
General Funds
General Fund # 100 282
Enterprise Funds
Sanitary Sewer Fund #500 287
Storm Sewer Fund #510 290
Water Fund #530 293
Water CIP Fund #550 296
Water Quality/Quantity Fund #520 298
Water SDC Fund #540 300
Special Revenue Funds
Building Fund #245 302
Criminal Forfeiture Fund #235 305
Electrical Inspection Fund #220 307
Gas Tax Fund #200 309
Insurance Fund #240 312
Parks Capital Fund #225 314
Street Maintenance Fee Fund #265 317
Traffic Impact Fee Fund #210 319
Underground Utility Fund #230 322
Urban Services Fund #255 324
Urban Services Traffic Impact Fee Fund #250 327
imm sallEwwnS pun3
Capital Projects Funds
Dartmouth LID/CIP Fund #320 329
Facility Fund #300 331
Wall Street LID Fund #325 333
Internal Service Funds
Central Services Fund #600 335
Fleet/Property Management Fund #650 337
Debt Service Funds
Bancroft Debt Service Fund #400 339
General Obligation Debt Service Fund #450 341
Historical Funds
69th Ave. LID Fund #315 343
County Gas Tax Fund #205 345
Metro Greenspaces Fund #305 347
Park Levy Improvement Fund #310 349
Tree Replacement Fund #215 351
_s
Fund Summaries Introduction
The following section presents summaries ofall funds 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 of the City (i.e. Police, Library, Planning, Engineering, Mayor and Council) are budgeted in this fund.
In FY 2003-04, the Street Maintenance Fee Fund was established to track revenues and expenditures for the Street Maintenance Fee that was ap-
proved by the City Council in November 2003. The City began billing for the fee inApril 2004.
In FY 2004-05, the City will use the following funds:
Fund Type Fund Name
General General Fund
N
w
° Enterprise Sanitary Sewer Fund Water CIP Fund
Storm Sewer Fund Water Quality/Quantity Fund
Water Fund Water SDC Fund
Special Revenue Building Fund Traffic Impact Fee Fund
Criminal Forfeiture Fund Underground Utility Fund
Electrical Inspection Fund Urban Services Fund
Gas Tax Fund Urban Services/Traffic Impact Fee Fund
Insurance Fund
Parks Capital Fund
Street Maintenance Fee Fund
Debt Service Bancroft Bond Fund General Obligation Debt Service Fund
Capital Projects Dartmouth LID/CEP Fund Wall Street LID Fund
Facility Fund
Internal Service Central Services Fund
Fleet/Property Management Fund
Fund Summaries Introduction
Fund Tyne Fund Name
Historical 69`h Ave. LID Fund
County Gas Tax Fund
Metro Greenspaces Fund
Park Levy Improvements Fund
Tree Replacement Fund
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.
w 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 fund. 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 balance 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 are shown for historical pur-
poses only.
In FY 2003-04, the beginning fund balance in the Tree Replacement Fund was transferred to the Parks Capital Fund to close out this fund and finalize
consolidation of park capital improvement activities. This fund is now be shown for historical purposes only.
General Fund 9100
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $7,317,984 $7,795,072 $7,065,185 $7,751,279 $7,751,279 $7,751,279
Revenue
400000 Current Property Taxes $8,349,390 $8,748,447 $8,940,977 $9,268,080 $9,223,805 $9,223,805
401000 Prior Year Taxes 174,577 176,924 175,000 175,000 175,000 175,000
Total Property Taxes $8,523,967 $8,925,371 $9,115,977 $9,443,080 $9,398,805 $9,398,805
404000 Federal Grants $106,151 $104,451 $79,536 $49,060 $49,060 $49,060
404002 Federal Local Law Block Grant 265 0 0 0 0 0
414000 State Grants 27,150 28,802 8,700 12,250 12,250 12,250
410000 Cigarette tax 83,374 85,121 0 87,462 87,462 87,462
411000 Liquor tax 361,553 389,149 381,386 409,690 409,690 409,690
N 412000 State revenue sharing 231,506 260,645 211,360 246,124 246,124 246,124
415000 911 emergency tax 185,370 187,620 190,253 241,211 241,211 241,211
416000 Intergovernmental Revenue 0 0 0 58,100 58,100 58,100
420000 Hotel/motel tax 296,224 293,070 311,000 301,395 301,395 301,395
422000 County - WCCLS 1,199,259 1,238,816 1,068,455 1,079,377 1,079,377 1,079,377
Total Other Agencies $2,490,852 $2,587,674 $2,250,690 $2,484,669 $2,484,669 $2,484,669
430000 Business Tax $258,550 $252,768 $240,000 $250,315 $250,315 $250,315
433010 Eroison Control Plan Check Fees 0 0 500 500 500 500
433060 CDC Review Fees 6,376 8,475 8,790 9,000 9,000 9,000
433070 Address Fees 8,340 11,760 7,760 9,180 9,180 9,180
434000 Alarm Permits 39,502 41,122 35,000 44,362 44,362 44,362
435000 Liquor Permit Fees 2,435 2,750 2,500 2,500 2,500 2,500
436000 Engr. Public Improvements 69,890 132,983 77,600 79,152 79,152 79,152
437000 Sign Permit Fees 9,110 6,565 7,850 7,600 7,600 7,600
438000 Land Use Planning Application 84,329 249,221 150,000 220,000 220,000 220,000
439000 Reimbursement Application Fee 1,000 0 0 0 0 0
440000 Lien Search Fees 96,730 102,569 90,000 85,000 85,000 85,000
451000 Misc. Fees & Charges 36,760 255,062 40,000 42,850 42,850 42,850
451004 Library Copier Receipts 3,276 2,621 2,500 3,060 3,060 3,060
452000 Park Reservations 28,749 22,836 24,000 45,750 45,750 45,750
457050 Library Miscellaneous Income 3,945 5,255 6,500 7,500 7,500 7,500
Total Fees & Charges $648,992 $1,093,987 $693,000 $806,769 $806,769 $806,769
General Fund #100
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004105 2004/05 2004105
RESOURCES
455010 Fines & Forfeitures - Traffic $350,192 $410,634 $375,000 $510,840 $510,840 $510,840
457000 Library Fines 57,498 57,784 54,127 62,000 62,000 62,000
458000 Civic Infractions 8,070 12,545 5,000 20,000 20,000 20,000
Total Fines $415,760 $480,963 $434,127 $592,840 $592,840 $592,840
459000 Franchise Application Fees $0 $4,000 $0 $0 $0 $0
460000 Franchise Fees--Electric 1,326,512 1,360,266 1,360,000 1,287,924 1,287,924 1,287,924
461000 Franchise Fees--Gas 374,676 386,921 393,634 586,380 586,380 586,380
462000 Franchise Fees--Telephone 393,953 322,742 325,000 322,750 322,750 322,750
463000 Franchise Fees--Garbage 216,001 227,195 200,000 224,429 224,429 224,429
465000 Franchise Fees--Cable TV 363,246 266,757 230,232 272,244 272,244 272,244
Total Franchise Fees $2,674,388 $2,567,881 $2,508,866 $2,693,727 $2,693,727 $2,693,727
N
ao
w 470000 Interest Earnings $259,174 $218,321 $141,304 $155,000 $155,000 $155,000
471000 Interest Earned from Others 10,833 7,223 10,000 10,000 10,000 10,000
472000 Rental Income 5,211 7,466 5,000 7,500 7,500 7,500
Total Interest & Rentals $275,218 $233,010 $156,304 $172,500 $172,500 $172,500
446015 Bad Debt Expense $0 ($182) $0 $0 $0 $0
477000 Donations/Gifts (1,906) 0 9,532 10,000 10,000 10,000
478000 Other Revenue 14,714 5,236 1,500 33,200 33,200 33,200
479000 Recovered expenditures 29,037 25,419 25,000 25,000 25,000 25,000
Total Other Revenue $41,845 $30,473 $36,032 $68,200 $68,200 $68,200
Total Revenue $15,071,022 $15,919,359 $15,194,996 $16,261,785 $16,217,510 $16,217,510
General Fund 9100
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002103 2003/04 2004/05 2004105 2004/05
RESOURCES
Transfer in from other funds
Building Fund $220,971 $66,889 $64,754 $64,503 $64,503 $64,503
Criminal Forfeiture Fund 2,000 3,471 62,220 50,000 50,000 50,000
County Gas Tax Fund 146,645 0 0 0 0 0
Electrical Inspection Fund 18,513 17,448 16,891 16,826 16,826 16,826
Facility Fund 0 0 0 0 24,002 24,002
Gas Tax Fund 715,882 939,704 1,155,255 1,083,085 1,083,085 1,083,085
General Obligation Debt Fund 0 0 0 0 0 0
Sanitary Sewer Fund 103,645 117,581 113,414 149,055 149,055 149,055
Storm Sewer Fund 275,546 246,453 257,988 122,593 122,593 122,593
Street Maintenance Fee Fund 0 0 0 20,800 20,800 20,800
N Traffic Impact Fee Fund 73,042 81,715 74,163 82,206 82,206 82,206
co Traffic Impact Fee U.S. Fund 3,988 36,008 32,679 35,408 35,408 35,408
Tree Replacement Fund 2,300 0 0 0 0 0
Urban Services Fund 125,240 131,888 124,570 129,017 129,017 129,017
Water Fund 257,607 309,513 325,189 366,963 366,963 366,963
Water Quality/Quantity Fund 941 887 859 856 856 856
Total transfer in from other funds $1,946,320 $1,951,557 $2,227,982 $2,121,311 $2,145,314 $2,145,314
TOTAL RESOURCES $24,335,326 $25,665,989 $24,488,162 $26,134,376 $26,114,103 $26,114,103
REQUIREMENTS
Program Expenditures
Community Services $8,372,801 $8,692,327 $9,629,511 $10,168,132 $10,269,845 $10,269,845
Public Works 2,197,835 2,236,753 2,473,000 2,407,459 2,407,459 2,407,459
Development Services 2,260,205 2,246,459 2,398,228 2,499,824 2,499,824 2,499,824
Policy and Administration 309,559 279,754 310,775 336,635 341,135 341,135
Total Expenditures $13,140,400 $13,455,293 $14,811,514 $15,412,050 $15,518,263 $15,518,263
Debt Service $0 $0 $0 $0 $0 $0
General Fund #100
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002103. 2003/04 2004105 2004/05 2004/05
REQUIREMENTS
Capital Improvements $55,942 $13,858 $0 $0 $0 $0
Transfer out to other funds
Building Fund $54,750 $47,957 $39,052 $28,280 $30,238 $30,238
Central Services Fund 2,120,858 2,400,332 2,517,189 2,391,733 2,390,795 2,390,795
Central Services Reserve for Fin.System 250,000 125,000 375,000 350,000 300,000 300,000
Facilities Fund 404,997 715,746 450,000 250,000 260,000 260,000
Fleet/Property Management Fund 513,307 572,830 563,479 777,022 777,022 777,022
Gas Tax Fund 0 397,861 0 0 0 0
Total transfer out to other funds $3,343,912 $4,259,726 $3,944,720 $3,797,035 $3,758,055 $3,758,055
ro Contingency
cn General Contingency $0 $0 $829,414 $1,000,000 $950,000 $950,000
Designated Contingency 0 0 0 0 0 0
Total Contingency $0 $0 $829,414 $1,000,000 $950,000 $950,000
Total Budget $16,540,254 $17,728,876 $19,585,648 $20,209,084 $20,226,318 $20,226,318
Ending Fund Balance
Undesignated Fund Balance $7,795,072 $7,937,113 $4,902,514 $5,925,291 $5,887,785 $5,887,784
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $7,795,072 $7,937,113 $4,902,514 $5,925,291 $5,887,785 $5,887,784
TOTAL REQUIREMENTS $24,335,326 $25,665,989 $24,488,162 $26,134,376 $26,114,103 $26,114,103
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.
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 taxes, 911 telephone taxes, and other shared state revenues. 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 projected to increase by 7.0% in FY 2004-05. This is primarily due to projected increases in fi-anchise fees, fines and forfeitures,
and land use planning fees. Property tax revenues are expected to increase by over $282,000 in FY 2004-05 due to the allowable 3% increase in
assesed valuation and new construction.
Total program expenditures show an increase of slightly over $706,749 from FY 2003-04. This increase is primarily due to the additional staffing for
the new, larger library that will open in the summer of 2004 and the funding of three previously frozen police officer positions.
N
00
FY 2004-05 General Fund FY 200405 General Fund
Total Resources by Category Total Requirements by Category
$26,114,103 $26,114,103
Interest & Ending Fund
Other
Rentals Balance
r
Franchise 1% -Revenues Transfers-ins 23% Community
Fees 0% 8% Contingency
4% Services
j
10% 39%
Fines
2% Beginning
Fund Balance
30% Transfers-out
Fees & kl%
Charges
3%
Other Propert y Policy& i
Agencies Taxes Administration Development _Public Works
o
10% 36% 1% Services 9
10%
Sanitary Sewer Fund #500
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002103 2003104 2004105 2004105 2004/05
RESOURCES
300000 Beginning Fund Balance $7,603,905 $8,123,353 $8,388,092 $8,655,000 $8,655,000 $8,655,000
Revenue
418000 Interagency Revenue $0 $0 $15,000 $10,000 $10,000 $10,000
Total Other Agencies $0 $0 $15,000 $10,000 $10,000 $10,000
443000 Sewer Connection Fees $172,184 $200,516 $137,586 $195,800 $195,800 $195,800
446020 Sewer Service Charges 1,26 1,729,894 1,382,724 2,189,825 2,189,825 2,189,825
479010 Reimbursement District Revenue 18,851 141,586 10,000 25,000 25,000 25,000
Total Fees & Charges $1,452,020 $2,072,008 $1,530,310 $2,410,625 $2,410,625 $2,410,625
470000 Interest Earnings $273,324 $223,690 $167,762 $177,700 $177,700 $177,700
Total Interest & Rentals $273,324 $223,690 $167,762 $177,700 $177,700 $177,700
w
V
446015 Bad Debt Expense ($133,823) ($6,812) ($5,000) ($3,500) ($3,500) ($3,500)
479000 Recovered expenditures 88 (300) 0 0 0 0
479005 Bad Debt Recovered Expenditures 850 0 0 0 0 0
Total Other Revenue ($132,885) ($7,102) ($5,000) ($3,500) ($3,500) ($3,500)
Total Revenue $1,592,459 $2,288,596 $1,708,072 $2,594,825 $2,594,825 $2,594,825
Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $9,196,364 $10,411,949 $10,096,164 $11,249,825 $11,249,825 $11,249,825
REQUIREMENTS
Program Expenditures
Public Works $377,247 $404,923 $627,883 $975,066 $975,066 $975,066
Total. Expenditures $377,247 $404,923 $627,883 $975,066 $975,066 $975,066
Debt Service $0 $0 $0 $0 $0 $0
Sanitary Sewer Fund 4500
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002103 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Capital Improvements $456,194 $481,852 $1,136,300 $2,690,000 $2,690,000 $2,690,000
Transfer out to other funds
Central Services Fund $116,481 $118,914 $130,171 $169,421 $168,853 $168,853
Facilities Fund 0 0 16,048 0 0 0
Fleet/Property Management Fund 19,444 26,100 30,721 35,558 35,558 35,558
General Fund 103,645 117,581 113,414 149,055 149,055 149,055
Total transfer out to other funds $239,570 $262,595 $290,353 $354,034 $353,466 $353,466
Contingency
General Contingency $0 $0 $18,000 $499,900 $499,900 $499,900
N Designated Contingency 0 0 50,000 100,000 100,000 100,000
co Total Contingency $0 $0 $68,000 $599,900 $599,900 $599,900
Total Budget $1,073,011 $1,149,370 $2,122,536 $4,619,000 $4,618,432 $4,618,432
Ending Fund Balance
Undesignated Fund Balance $8,123,353 $9,262,579 $7,973,628 $6,630,825 $6,631,393 $6,631,393
Total Ending Fund Balance $8,123,353 $9,262,579 $7,973,628 $6,630,825 $6,631,393 $6,631,393
TOTAL REQUIREMENTS $9,196,364 $10,411,949 $10,096,164 $11,249,825 $11,249,825 $11,249,825
Sanitary Sewer Fund 9500 26 ik
Clean Water Services (CWS) is a special district within Washington County that provides sanitary and storm sewer. CWS 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 CWS. However, the City and CWS signed an updated agreement regarding sanitary and storm maintenance responsibilities in the spring of 2003.
This agreement includes an expansion of the Tigard sanitary and storm service maintenance boundaries by 53% in January 2005 to include the Bull
Mountain unincorporated area, the Metzger unincorporated area, King City, and Durham.
Sewer connection fees are charged to developers upon connection to the sewer system. CWS sets the amount of the connection fee each year. The
City keeps 20% of each fee and sends the remaining 80% to CWS each month. CWS also sets the monthly sewer service charges. The City retains
18.57% of the non-revenue bond portion of the total monthly per unit charge collected. CWS sewer service charge is based upon water consumption
during the previous winter average period. CWS has indicated that the sewer charge will increase by 3.5% effectively July 1, 2004, however, this
increase is dedicated to debt service and the City will not be retaining any portion of the increase.
Total program expenditures show a $347,183 increase over FY 2003-04 due to the addition of staff to provide the additional sanitary services to the
expanded service area in January 2005. The FY 2004-05 budget also includes $145,000 for the purchase of an additional video inspection truck to
perform pipe line video inspection in the expanded service area.
Storm Sewer Fund #510
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002/03 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $725,760 $796,626 $782,000 $766,695 $804,195 $804,195
Revenue
418000 Interagency Revenue $0 $0 $15,000 $10,000 $10,000 $10,000
Total Other Agencies $0 $0 $15,000 $10,000 $10,000 $10,000
447000 Storm Service Charge $1,064,863 $1,207,042 $1,159,423 $1,564,956 $1,564,956 $1,564,956
Total Fees & Charges $1,064,863 $1,207,042 $1,159,423 $1,564,956 $1,564,956 $1,564,956
470000 Interest Earnings $22,182 $19,151 $15,640 $15,200 $15,200 $15,200
Total Interest & Rentals $22,182 $19,151 $15,640 $15,200 $15,200 $15,200
0 446015 Bad Debt Expense ($24,216) ($2,150) ($2,000) ($3,000) ($3,000) ($3,000)
478000 Other Revenue 0 1 0 0 0 0
479000 Recovered expenditures 105 35 0 0 0 0
479005 Bad Debt Recovered Expenditures (293) 0 0 0 0 0
Total Other Revenue ($24,404) ($2,114) ($2,000) ($3,000) ($3,000) ($3,000)
Total Revenue $1,062,641 $1,224,079 $1,188,063 $1,587,156 $1,587,156 $1,587,156
Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $1,788,401 $2,020,705 $1,970,063 $2,353,851 $2,391,351 $2,391,351
REQUIREMENTS
Program Expenditures
Public Works $450,741 $492,493 $593,025 $1,183,088 $1,183,088 $1,183,088
Total Expenditures $450,741 $492,493 $593,025 $1,183,088 $1,183,088 $1,183,088
Debt Service $0 $0 $0 $0 $0 $0
Storm Sewer #510 24; k
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Capital Improvements $91,219 $34,583 $278,500 $247,000 $284,500 $284,500
Transfer out to other funds
Central Services Fund $136,586 $211,850 $143,188 $189,462 $188,802 $188,802
Facilities Fund 0 0 16,010 0 0 0
Fleet/Property Management Fund 37,686 60,748 40,139 39,270 39,270 39,270
General Fund 275,543 246,453 257,988 122,593 122,593 122,593
Total transfer out to other funds $449,815 $519,051 $457,325 $351,325 $350,665 $350,665
Contingency
General Contingency $0 $0 $150,000 $164,500 $164,500 $164,500
Designated Contingency 0 0 50,000 100,000 100,000 100,000
t° Total Contingency $0 $0 $200,000 $264,500 $264,500 $264,500
Total Budget $991,775 $1,046,127 $1,528,850 $2,045,913 $2,082,753 $2,082,753
Ending Fund Balance
Undesignated Fund Balance $796,626 $974,578 $441,213 $307,938 $308,598 $308,598
Total Ending Fund Balance $796,626 $974,578 $441,213 $307,938 $308,598 $308,598
TOTAL REQUIREMENTS $1,788,401 $2,020,705 $1,970,063 $2,353,851 $2,391,351 $2,391,351
Storm Sewer #510
Clean Water Services (CWS) is a special district within Washington County that provides sanitary and storm sewer treatment. CWS 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 CWS, 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 CWS. The City
will be expanding its service area by 53% in January 2005 to include the Bull Mountain unincorporated area, the Metzger unincorporated area, King
City, and Durham. This expanded service area is in accordance with an updated agreement with CWS.
CWS sets the level of the monthly storm service charge. No increase in the monthly fee is anticipated in FY 2004-05.
Total program expenditures shows a significant increase over FY 2003-04 due to the addition of staff to perform the maintenance in the expanded
service and the budgeting of the street sweeping program in the Storm Sewer Maintenance budget rather than the Street Maintenance budget.
Capital Improvements include funds for the annual major maintenance program, storm drain pipe rehabilitation, and other smaller erosion control and
storm drainage projects.
co
N
Water Fund 9530
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003104 2004105 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $5,796,960 $5,637,734 $6,202,622 $6,129,000 $6,374,500 $6,374,500
Revenue
401000 Prior Year Taxes ($18) $59 $0 $0 $0 $0
Total Property Taxes ($18) $59 $0 $0 $0 $0
446010 Metered Water Sales $4,798,877 $5,937,918 $5,340,893 $6,000,000 $6,000,000 $6,000,000
446011 Other Water Sales 6,537 18,877 5,000 15,000 15,000 15,000
446013 Meter Installation Fees 105,849 103,801 50,000 110,000 110,000 110,000
446014 Credit Leaks/Misreads PY (15,115) (34,698) (20,000) (12,000) (12,000) (12,000)
447000 Developer Deposits 0 697 0 0 0 0
447001 Developer's Fees 35,241 96,420 30,000 50,000 50,000 50,000
w 447002 Engineering Fees 7,048 20,534 6,000 10,000 10,000 10,000
447005 Fire Service Reimbursement 5,450 12,942 4,200 4,200 4,200 4,200
448000 SDC Reimbursement 185,863 193,845 110,000 217,804 217,804 217,804
451000 Misc. Fees & Charges 9,857 14,250 2,500 12,000 12,000 12,000
Total Fees & Charges $5,139,607 $6,364,586 $5,528,593 $6,407,004 $6,407,004 $6,407,004
470000 Interest Earnings $192,268 $154,131 $124,052 $122,580 $122,580 $122,580
472000 Rental Income 21,726 21,276 21,000 30,000 30,000 30,000
Total Interest & Rentals $213,994 $175,407 $145,052 $152,580 $152,580 $152,580
446015 Bad Debt Expense ($50,870) ($11,069) ($2,500) ($10,000) ($10,000) ($10,000)
478000 Other Revenue 7,704 4,670 3,000 2,000 2,000 2,000
478001 Penalties for Non-Payment 21,250 28,850 30,000 24,000 24,000 24,000
478002 Returned Check Fee 2,125 1,955 1,000 1,500 1,500 1,500
479000 Recovered expenditures 3,384 35,166 2,500 2,500 2,500 2,500
479005 Bad Debt Recovered Expenditures 739 (17) 0 0 0 0
Total Other Revenue ($15,668) $59,555 $34,000 $20,000 $20,000 $20,000
Total Revenue $5,337,915 $6,599,607 $5,707,645 $6,579,584 $6,579,584 $6,579,584
Water Fund #530
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004105 2004/05 2004105
RESOURCES
Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $11,134,875 $12,237,341 $11,910,267 $12,708,584 $12,954,084 $12,954,084
REQUIREMENTS
Program Expenditures
Public Works $3,943,232 $4,126,506 $4,879,819 $5,241,831 $5,241,831 $5,241,831
Total Expenditures $3,943,232 $4,126,506 $4,879,819 $5,241,831 $5,241,831 $5,241,831
Debt Service $0 $0 $0 $0 $0 $0
N
co
a Capital Improvements $478,319 $433,863 $779,372 $961,250 $1,206,750 $1,206,750
Transfer out to other funds
Central Services Fund $761,204 $778,043 $742,235 $740,066 737,235 737,235
Facilities Fund 0 0 87,942 100,000 155,000 155,000
Fleet/Property Management Fund 56,775 59,698 81,014 90,619 90,619 90,619
General Fund 257,607 309,513 325,189 366,963 366,963 366,963
Water CIP Fund 0 0 1,536,454 284,800 284,800 284,800
Total transfer out to other funds $1,075,586 $1,147,254 $2,772,832 $1,582,449 $1,634,617 $1,634,617
Contingency
General Contingency $0 $0 $1,036,000 $1,200,000 $1,200,000 $1,200,000
Designated Contingency 0 0 50,000 100,000 100,000 100,000
Total Contingency $0 $0 $1,086,000 $1,300,000 $1,300,000 $1,300,000
Water Fund #530
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Total Budget $5,497,137 $5,707,622 $9,518,023 $9,085,530 $9,383,198 $9,383,198
Ending Fund Balance
Undesignated Fund Balance $5,637,734 $6,529,719 $2,392,244 $3,623,054 $3,570,886 $3,570,886
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $5,637,734 $6,529,719 $2,392,244 $3,623,054 $3,570,886 $3,570,886
TOTAL REQUIREMENTS $11,134,871 $12,237,341 $11,910,267 $12,708,584 $12,954,084 $12,954,084
The City of Tigard manages the operation of the Tigard water system through an intergovernmental agreement with the cities of King City and 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
fund also accounts for ongoing maintenance projects and routine capital improvement projects.
Overall, fund revenues are anticipated to increase from the FY 2003-04 budget due to a planned rate increase and growth in the customer base. Water
sales income is based on water supply projections and estimated growth in the customer base of the system. The budget assumes a rate increase of
6% in October 2004. Developer revenues are charges assessed to developers of property and cover engineering expenses connected with the devel-
opment 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.
Total program expenditures show a 7.4% increase from FY 2003-04. 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 primary projects in the Capital Improvement Program (CIP) are for the vulnerability assessment of water facilities, Gaarde Street Phase 2 line
replacements, meter installations and replacements, service line replacements, and a water line replacement on SW Walnut (1351 to 1211)
Water CIP Fund #550
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002103 2003104 2004105 2004105 2004105
RESOURCES
300000 Beginning Fund Balance $4,133,125 $4,120,283 $4,514,523 $2,898,000 $3,168,000 $3,168,000
Revenue
450000 System Development Charge $291,544 $305,184 $225,000 $341,616 $341,616 $341,616
Total Fees & Charges $291,544 $305,184 $225,000 $341,616 $341,616 $341,616
470000 Interest Earnings $145,388 $110,931 $82,206 $57,950 $57,950 $57,950
Total Interest & Rentals $145,388 $110,931 $82,206 $57,950 $57,950 $57,950
474000 Bond Proceeds $0 $0 $23,847,312 $16,000,000 $16,000,000 $16,000,000
Total Bond and Note Proceeds $0 $0 $23,847,312 $16,000,000 $16,000,000 $16,000,000
N
Total Revenue $436,932 $416,115 $24,154,518 $16,399,566 $16,399,566 $16,399,566
Transfer in from other funds
Water Fund $0 $0 $1,536,454 $284,800 $284,800 $284,800
Water SDC Fund 0 0 392,578 71,200 71,200 71,200
Total transfer in from other funds $0 $0 $1,929,032 $356,000 $356,000 $356,000
TOTAL RESOURCES $4,570,057 $4,536,398 $30,598,073 $19,653,566 $19,923,566 $19,923,566
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $1,929,032 $356,000 $356,000 $356,000
Capital Improvements $449,774 $277,444 $4,490,857 $11,346,390 $11,616,390 $11,616,390
Transfer out to other funds
Total transfer out to other funds $0 $0 $0 $0 $0 $0
Water CIP Fund #550
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002/03 2003/04 2004/05 2004105 2004/05
REQUIREMENTS
Contingency
General Contingency $0 $0 $902,000 $1,755,359 $1,755,359 $1,755,359
Total Contingency $0 $0 $902,000 $1,755,359 $1,755,359 $1,755,359
Total Budget $449,774 $277,444 $7,321,889 $13,457,749 $13,727,749 $13,727,749
Ending Fund Balance
Undesignated Fund Balance $4,120,283 $4,258,954 $21,347,152 $4,860,129 $4,860,129 $4,860,129
Reserves for Future Requirements 0 0 1,929,032 1,335,688 1,335,688 1,335,688
Total Ending Fund Balance $4,120,283 $4,258,954 $23,276,184 $6,195,817 $6,195,817 $6,195,817
TOTAL REQUIREMENTS $4,570,057 $4,536,398 $30,598,073 $19,653,566 $19,923,566 $19,923,566
V
The Water CIP Fund accounts for major capital projects of the Water System. Fund resources consist of periodic transfers from the Water and Water
SDC Funds, bond proceeds, a portion of system development charges, and interest earnings on any fund balances. Funds are held in this fund in
anticipation of major water supply projects such as those planned in conjunction with the Joint Water Commission (JWC) that the City has now become
a member.
In addition, in FY 2004-05, it is anticipated that a revenue bond will be sold for the financing of the Alberta Rider School Improvements as well as other
new water supply projects. Funds are being transferred from the Water Fund and Water SDC Fund to pay the first year interest payment on the debt
service. This bond sale was originally anticipated in FY 2003-04, but the project was delayed and so the bond sale was also delayed.
The Capital Improvement Program (CIP) includes funds for aquifer storage projects, costs related to the Alberta Rider School Improvements, a portion
of the cost of a feasibility report for raising Scoggins Dam, and other joint projects with the JWC.
Water Quality/Quantity Fund #520
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $1,739,536 $1,894,848 $1,905,983 $1,950,300 $1,950,300 $1,950,300
Revenue
445000 Water Quality/Quantity Service Charge $38,181 $41,917 $40,000 $26,500 $26,500 $26,500
Total Fees & Charges $38,181 $41,917 $40,000 $26,500 $26,500 $26,500
470000 Interest Earnings $60,446 $48,560 $38,120 $39,000 $39,000 $39,000
Total Interest & Rentals $60,446 $48,560 $38,120 $39,000 $39,000 $39,000
Total Revenue $98,627 $90,477 $78,120 $65,500 $65,500 $65,500
N Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
00
TOTAL RESOURCES $1,838,163 $1,895,325 $1,984,103 $2,015,800 $2,015,800 $2,015,800
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $32,208 $3,345 $10,000 $280,000 $280,000 $280,000
Transfer out to other funds
Central Services Fund $162 $270 $196 $190 $190 $190
Fleet/Property Management Fund 4 25 25 19 19 19
General Fund 941 887 859 856 856 856
Total transfer out to other funds $1,107 $1,182 $1,079 $1,065 $1,065 $1,065
Water Quality/Quantity Fund 4520
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003104 2004/05 2004/05 2004/05
REQUIREMENTS
Contingency
General Contingency $0 $0 $1,660 $42,000 $42,000 $42,000
Designated Contingency 0 0 0 0 0 0
Total Contingency $0 $0 $1,660 $42,000 $42,000 $42,000
Total Budget $33,315 $4,527 $12,739 $323,065 $323,065 $323,065
Ending Fund Balance
Undesignated Fund Balance $1,804,848 $1,890,799 $1,971,364 $1,692,735 $1,692,735 $1,692,735
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $1,804,848 $1,890,799 $1,971,364 $1,692,735 $1,692,735 $1,692,735
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TOTAL REQUIREMENTS $1,838,163 $1,895,325 $1,984,103 $2,015,800 $2,015,800 $2,015,800
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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 2004-05. This trend is the result of a slight increase in the number of properties subject to this
charge that will be providing their own on-site stormwater detention facilities.
Funds are included for continued water monitoring at Summer Lake, Fanno Creek Stream Bank Restoration, two water quality facilities improvement
projects, and development of a master plan.
Water SDC Fund #540
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $725,076 $1,133,393 $1,433,393 $1,970,000 $2,020,000 $2,020,000
Revenue
450000 System Development Charge $401,301 $394,356 $300,000 $700,000 $700,000 $700,000
Total Fees & Charges $401,301 $394,356 $300,000 $700,000 $700,000 $700,000
470000 Interest Earnings $33,116 $33,695 $28,668 $39,400 $39,400 $39,400
Total Interest & Rentals $33,116 $33,695 $28,668 $39,400 $39,400 $39,400
479000 Recovered expenditures $728 $0 $0 $0 $0 $0
Total Other Revenue $728 $0 $0 $0 $0 $0
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°o Total Revenue $435,145 $428,051 $328,668 $739,400 $739,400 $739,400
Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $1,160,221 $1,561,444 $1,762,061 $2,709,400 $2,759,400 $2,759,400
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $26,828 $32,404 $225,000 $1,080,000 $1,130,000 $1,130,000
Transfer out to other funds
Water CIP Fund $0 $0 $392,578 $71,200 $71,200 $71,200
Total transfer out to other funds $0 $0 $392,578 $71,200 $71,200 $71,200
Water SDC Fund #540
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Contingency
General Contingency $0 $0 $203,500 $175,750 $175,750 $175,750
Total Contingency $0 $0 $203,500 $175,750 $175,750 $175,750
Total Budget $26,828 $32,404 $821,078 $1,326,950 $1,376,950 $1,376,950
Ending Fund Balance
Undesignated Fund Balance $1,133,393 $1,529,040 $940,983 $1,382,450 $1,382,450 $1,382,450
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $1,133,393 $1,529,040 $940,983 $1,382,450 $1,382,450 $1,382,450
TOTAL REQUIREMENTS $1,160,221 $1,561,444 $1,762,061 $2,709,400 $2,759,400 $2,759,400
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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 2004-05, CIP 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 anticipated debt service associated with the Alberta Rider
School Reservoir and related improvements.
Building Fund #245
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002103 2003/04 2004/05 2004105 2004/05
RESOURCES
300000 Beginning Fund Balance $793,612 $682,495 $942,281 $1,090,000 $1,090,000 $1,090,000
Revenue
431000 Plumbing Permits $149,071 $185,883 $163,200 $176,800 $176,800 $176,800
431010 Mechanical Permits 61,885 76,093 80,000 81,120 81,120 81,120
432000 Building Permits 431,901 574,867 480,216 551,200 551,200 551,200
433000 Building Plan Check Fees 266,336 329,447 255,000 368,209 368,209 368,209
433010 Erosion Control Plan Check Fees 7,416 9,356 8,160 9,037 9,037 9,037
433020 Fire Life Safety Plan Check Fees 49,476 63,131 45,900 67,600 67,600 67,600
433030 Plumbing Plan Check Fees 7,555 9,209 5,916 11,440 11,440 11,440
433050 Mechanical Plan Check Fees 3,350 2,225 3,000 2,508 2,508 2,508
w 433060 CDC Review Fees 6,383 8,575 6,630 6,894 6,894 6,894
N 441001 Sewer Inspection Fees 8,360 11,170 9,180 9,568 9,568 9,568
Total Fees & Charges $991,733 $1,269,956 $1,057,202 $1,284,376 $1,284,376 $1,284,376
470000 Interest Earnings $25,707 $23,429 $18,846 $21,800 $21,800 $21,800
Total Interest & Rentals $25,707 $23,429 $18,846 $21,800 $21,800 $21,800
479000 Recovered expenditures $728 $790 $0 $0 $0 $0
Total Other Revenue $728 $790 $0 $0 $0 $0
Total Revenue $1,018,168 $1,294,175 $1,076,048 $1,306,176 $1,306,176 $1,306,176
Transfer in from other funds
Electrical Inspection Fund $155,968 $106,527 $133,548 $162,742 $175,867 $175,867
General Fund 54,750 47,957 39,052 28,280 30,238 30,238
217,173 182,125 279,355 499,673 539,970 539,970
Urban Services Fund
Total transfer in from other funds $427,891 $336,609 $451,954 $690,695 $746,075 $746,075
TOTAL RESOURCES $2,239,671 $2,313,279 $2,470,283 $3,086,871 $3,142,251 $3,142,251
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Building Fund 4245 26 k
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002103 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Program Expenditures
Development Services $1,076,542 $980,156 $1,307,720 $1,546,975 $1,671,735 $1,671,735
Total Expenditures $1,076,542 $980,156 $1,307,720 $1,546,975 $1,671,735 $1,671,735
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $0 $0 $0 $0
Transfer out to other funds
Central Services Fund $231,981 $179,122 $183,981 $193,443 $196,737 $196,737
Facilities Fund 0 0 205,485 0 4,350 41350
we Fleet/Property Management Fund 27,682 26,077 30,925 25,634 25,634 25,634
w General Fund 220,971 $66,889 64,754 64,503 64,503 64,503
Total transfer out to other funds $480,634 $272,088 $485,146 $283,579 $291,224 $291,224
Contingency
General Contingency $0 $0 $143,500 $272,500 $272,500 $272,500
Total Contingency $0 $0 $143,500 $272,500 $272,500 $272,500
Total Budget $1,557,176 $1,252,244 $1,936,366 $2,103,054 $2,235,459 $2,235,459
Ending Fund Balance
Undesignated Fund Balance $682,495 $1,061,035 $533,917 $983,817 $906,792 $906,792
Total Ending Fund Balance $682,495 $1,061,035 $533,917 $983,817 $906,792 $906,792
TOTAL REQUIREMENTS $2,239,671 $2,313,279 $2,470,283 $3,086,871 $3,142,251 $3,142,251
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 270
new single-family units, 30 multi-family units, and 10 commercial projects for FY 2004-05. 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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Criminal Forfeiture Fund 4235 2i6 k
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002103 2003104 2004105 2004105 2004105
RESOURCES
300000 Beginning Fund Balance $68,857 $68,538 $61,000 $6,875 $6,875 $6,875
Revenue
455000 Forfeiture Revenues $43 $1,728 $0 $50,000 $50,000 $50,000
Total Fines $43 $1,728 $0 $50,000 $50,000 $50,000
470000 Interest Earnings $1,638 $1,707 $1,220 $138 $138 $138
Total Interest & Rentals $1,638 $1,707 $1,220 $138 $138 $138
479000 Recovered expenditures $0 ($917) $0 $0 $0 $0
Total Other Revenue $0 ($917) $0 $0 $0 $0
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° Total Revenue $1,681 $2,518 $1,220 $50,138 $50,138 50,138
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Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $70,538 $71,056 $62,220 $57,013 $57,013 $57,013
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
General Fund $2,000 $3,471 $62,220 $50,000 $50,000 $50,000
Total transfer out to other funds $2,000 $3,471 $62,220 $50,000 $50,000 $50,000
Criminal Forfeiture Fund #235
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002103 2003104 2004105 2004105 2004105
REQUIREMENTS
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $2,000 $3,471 $62,220 $50,000 $50,000 $50,000
Ending Fund Balance
Undesignated Fund Balance $68,538 $67,586 $0 $7,013 $7,013 $7,013
Total Ending Fund Balance $68,538 $67,586 $0 $7,013 $7,013 $7,013
TOTAL REQUIREMENTS $70,538 $71,056 $62,220 $57,013 $57,013 $57,013
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Revenues in the Criminal Forfeiture Fund are received from the seizure of assets used in criminal activity. The passage of Ballot Measure 3 by voters in
November 2000, which limited the ability of police agencies to seize assets, was ruled unconstitutional. Therefore, revenues are being projected in this
fund for FY 2004-05 and appropriations established to allow transfers to the General Fund on an as needed basis of these funds can be used for
allowable Police and drug enforcement activities.
Electrical Inspection Fund #220
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002103 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $159,434 $115,792 $159,180 $226,000 $226,000 $226,000
Revenue
431510 Electrical Permits $163,722 $219,490 $214,200 $232,290 $232,290 $232,290
433040 Electrical Plan Check Fees 6,541 7,919 3,060 8,102 8,102 8,102
Total Fees & Charges $170,263 $227,409 $217,260 $240,392 $240,392 $240,392
470000 Interest Earnings $5,288 $3,818 $3,184 $4,500 $4,500 $4,500
Total Interest & Rentals $5,288 $3,818 $3,184 $4,500 $4,500 $4,500
Total Revenue $175,551 $231,227 $220,444 $244,892 $244,892 $244,892
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° Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $334,985 $347,019 $379,624 $470,892 $470,892 $470,892
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
Building Fund $155,968 $106,527 $133,548 $162,742 $175,867 $175,867
Central Services Fund 40,239 36,905 34,356 36,403 37,002 37,002
Fleet/Property Management Fund 4,473 5,298 5,900 4,944 4,944 4,944
General Fund 18,513 17,448 16,891 16,826 16,826 16,826
Total transfer out to other funds $219,193 $166,178 $190,695 $220,914 $234,639 $234,639
Electrical Inspection Fund #220
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Contingency
General Contingency $0 $0 $28,000 $38,000 $38,000 $38,000
Total Contingency $0 $0 $28,000 $38,000 $38,000 $38,000
Total Budget $219,193 $166,178 $218,695 $258,914 $272,639 $272,639
Ending Fund Balance
Undesignated Fund Balance $115,792 $180,841 $160,929 $211,978 $198,253 $198,253
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $115,792 $180,841 $160,929 $211,978 $198,253 $198,253
TOTAL REQUIREMENTS $334,985 $347,019 $379,624 $470,892 $470,892 $470,892
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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 4200 24; k
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $438,441 $667,811 $627,593 $837,478 $837,478 $837,478
Revenue
404000 Federal Grants $0 $0 $163,258 $173,961 $173,961 $173,961
413000 State Gas Tax Share 1,752,644 1,772,260 1,686,559 1,770,000 1,770,000 1,770,000
423000 County Gas Tax 0 176,244 170,110 165,000 165,000 165,000
Total Other Agencies $1,752,644 $1,948,504 $2,019,927 $2,108,961 $2,108,961 $2,108,961
442000 Street Lighting Fees $10,042 $4,187 $6,000 $4,423 $4,423 $4,423
Total Fees & Charges $10,042 $4,187 $6,000 $4,423 $4,423 $4,423
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c°o 470000 Interest Earnings $26,831 $29,272 $12,552 $15,500 $15,500 $15,500
Total Interest & Rentals $26,831 $29,272 $12,552 $15,500 $15,500 $15,500
479000 Recovered expenditures $6,445 $7,220 $0 $0 $0 $0
Total Other Revenue $6,445 $7,220 $0 $0 $0 $0
Total Revenue $1,795,962 $1,989,183 $2,038,479 $2,128,884 $2,128,884 $2,128,884
Transfer in from other funds
County Gas Tax Fund $0 $65,410 $0 $0 $0 $0
General Fund 0 397,861 0 0 0 0
Total transfer in from other funds $0 $463,271 $0 $0 $0 $0
TOTAL RESOURCES $2,234,403 $3,120,265 $2,666,072 $2,966,362 $2,966,362 $2,966,362
Gas Tax Fund #200
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Program Expenditures
Development Services $392,941 $401,623 $418,000 $420,000 $420,000 $420,000
Total Expenditures $392,941 $401,623 $418,000 $420,000 $420,000 $420,000
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $198,630 $222,340 $757,894 $761,300 $761,300 $761,300
Transfer out to other funds
Bancroft Bond Fund $0 $397,861 $0 $0 $0 $0
Central Services Fund 206,205 84,132 144,383 146,092 145,405 145,405
G, Fleet/Property Management Fund 52,933 10,357 35,115 48,324 48,324 48,324
c General Fund 715,882 850,345 1,061,254 989,084 989,084 989,084
Loan Repayment to General Fund 0 89,359 94,001 94,001 94,001 94,001
Parks Capital Fund 0 0 25,000 25,000 25,000 25,000
Total transfer out to other funds $975,020 $1,432,054 $1,359,753 $1,302,501 $1,301,814 $1,301,814
Contingency
General Contingency $0 $0 $124,000 $250,000 $250,000 $250,000
Total Contingency $0 $0 $124,000 $250,000 $250,000 $250,000
Total Budget $1,566,591 $2,056,017 $2,659,647 $2,733,801 $2,733,114 $2,733,114
Ending Fund Balance
Undesignated Fund Balance $667,812 $1,064,248 $6,425 $232,561 $233,248 $233,248
Total Ending Fund Balance $667,812 $1,064,248 $6,425 $232,561 $233,248 $233,248
TOTAL REQUIREMENTS $2,234,403 $3,120,265 $2,666,072 $2,966,362 $2,966,362 $2,966,362
Gas Tax Fund 9200
This fund records shared revenues from State and County taxes 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 are deposited in this fund.
A five-year interfund loan between the General Fund and Gas Tax Fund was established in FY 2002-03 for the financing of the City's share of the 69'
Avenue LID project. The loan will be paid back with interest over a five year period.
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Funds are budgeted for the Street Lights and Signals program, the street maintenance program operated by Public Works, and a transfer is being made
to the Parks Capital Fund for partial funding of the Fanno Creek Trail project from Hall Blvd. to Wall Street.
The Capital Improvements Program (CIP) includes various street improvement projects that are outlined in the City's 5-Year CIP.
The City anticipates receiving federal grants to support planned improvements to the sidewalk on Commercial Street ($91,300) and for sidewalk
improvements on Hall Boulevard ($82,661).
Insurance Fund 9240
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002/03 2003/04 2004/05 2004/05 2004105
RESOURCES
300000 Beginning Fund Balance $444,101 $487,271 $528,184 $581,100 $581,100 $581,100
Revenue
470000 Interest Earnings $16,346 $13,513 $10,564 $11,600 $11,600 $11,600
Total Interest & Rentals $16,346 $13,513 $10,564 $11,600 $11,600 $11,600
479000 Recovered expenditures $26,824 $38,129 $31,500 $30,000 $30,000 $30,000
Total Other Revenue $26,824 $38,129 $31,500 $30,000 $30,000 $30,000
Total Revenue $43,170 $51,642 $42,064 $41,600 $41,600 $41,600
w Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $487,271 $538,913 $570,248 $622,700 $622,700 $622,700
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
Total transfer out to other funds $0 $0 $0 $0 $0 $0
Contingency
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $0 $0 $0 $0 $0 $0
Street Maintenance Fee Fund #265
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $0 $0 $0 $200,000 $200,000 $200,000
Revenue
449000 Street Maintenance Fee $0 $0 $0 $800,000 $800,000 $800,000
Total Fees & Charges $0 $0 $0 $800,000 $800,000 $800,000
470000 Interest Earnings $0 $0 $0 $4,000 $4,000 $4,000
Total Interest & Rentals $0 $0 $0 $4,000 $4,000 $4,000
Total Revenue $0 $0 $0 $804,000 $804,000 $804,000
Transfer in from other funds
w Total transfer in from other funds $0 $0 $0 $0 $0 $0
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TOTAL RESOURCES $0 $0 $0 $1,004,000 $1,004,000 $1,004,000
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $0 $695,200 $695,200 $695,200
Transfer out to other funds
Central Services Fund $0 $0 $0 $84,000 $84,000 $84,000
General Fund 0 0 0 20,800 20,800 20,800
Total transfer out to other funds $0 $0 $0 $104,800 $104,800 $104,800
Street Maintenance Fee Fund #265
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Contingency
General Contingency $0 $0 $0 $104,280 $104,280 $104,280
Total Contingency $0 $0 $0 $104,280 $104,280 $104,280
Total Budget $0 $0 $0 $904,280 $904,280 $904,280
Ending Fund Balance
Undesignated Fund Balance $0 $0 $0 $99,720 $99,720 $99,720
Total Ending Fund Balance $0 $0 $0 $99,720 $99,720 $99,720
TOTAL REQUIREMENTS $0 $0 $0 $1,004,000 $1,004,000 $1,004,000
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The Street Maintenance Fee Fund was established in FY 2003-04 to track the revenues and expenditures for the Street Maintenance Fee that was
approved through Ordinance No.03-10 by the City Council on November 18, 2003. Both businesses and residences pay this fee. For single and
multi- family units, the fee is $2.18 per unit per month. Non-residential customers pay $0.78 per parking space. Gasoline stations pay $0.78 per fueling
pump station.
This fee provides a stable source of revenue designated for use in the maintenance of existing streets. This includes applying new street surfaces such as
slurry seals, pavement overlays, and repairing deteriorating streets. The fee is expected to generate approximately $800,000 per year.
Traffic Impact Fee Fund #210
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003104 2004/05 2004/05 2004105
RESOURCES
300000 Beginning Fund Balance $2,287,132 $2,194,954 $2,750,000 $981,273 $981,273 $981,273
Revenue
404000 Federal Grants $0 $0 $660,000 $660,000 $660,000 $660,000
416000 Intergovernmental Revenue 0 301,804 0 0 0 0
Total Other Agencies $0 $301,804 $660,000 $660,000 $660,000 $660,000
448000 SDC Reimbursement $718,727 $917,347 $527,250 $731,328 $731,328 $731,328
Total Fees & Charges $718,727 $917,347 $527,250 $731,328 $731,328 $731,328
470000 Interest Earnings $93,911 $88,156 $55,000 $26,705 $26,705 $26,705
w Total Interest & Rentals $93,911 $88,156 $55,000 $26,705 $26,705 $26,705
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478000 Other Revenue $0 $264,317 $118,446 $0 $0 $0
479000 Recovered expenditures 106,067 0 0 0 0 0
Total Other Revenue $106,067 $264,317 $118,446 $0 $0 $0
Total Revenue $918,705 $1,571,624 $1,360,696 $1,418,033 $1,418,033 $1,418,033
Transfer in from other funds
Facility Fund $0 $0 $568,000 $568,000 $568,000 $568,000
Total transfer in from other funds $0 $0 $568,000 $568,000 $568,000 $568,000
TOTAL RESOURCES $3,205,837 $3,766,578 $4,678,696 $2,967,306 $2,967,306 $2,967,306
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Traffic Impact Fee Fund #210
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $912,873 $967,223 $3,309,166 $2,500,000 $2,500,000 $2,500,000
Transfer out to other funds
Central Services Fund $24,493 $19,357 $13,954 $16,258 $16,218 $16,218
Fleet/Property Management Fund 474 3,114 2,773 2,328 2,328 2,328
General Fund 73,042 81,715 74,163 82,206 82,206 82,206
Wall Street LID Fund 0 130,308 150,000 50,000 50,000 50,000
Total transfer out to other funds $98,009 $234,494 $240,890 $150,793 $150,752 $150,752
G, Contingency
CD General Contingency $0 $0 $495,000 $315,000 $315,000 $315,000
Total Contingency $0 $0 $495,000 $315,000 $315,000 $315,000
Total Budget $1,010,882 $1,201,717 $4,045,056 $2,965,793 $2,965,752 $2,965,752
Ending Fund Balance
Undesignated Fund Balance $2,194,955 $2,564,861 $633,640 $1,513 $1,554 $1,554
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $2,194,955 $2,564,861 $633,640 $1,513 $1,554 $1,554
TOTAL REQUIREMENTS $3,205,837 $3,766,578 $4,678,696 $2,967,306 $2,967,306 $2,967,306
Traffic Impact Fee Fund 4210
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.
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 2004-05 are anticipated to be higher than the FY 2003-04 levels based on current trends and activities. In FY 2004-05, a federal grant in the
amount of $660,000 is anticipated for the Greenburg Road Capital Project.
Expenditures from this fund are dependent upon the City's five-year Capital Improvement Plan (CIP). The FY 2004-05 CIP includes funding for
Gaarde Street Phase U improvements; right-of-way acquisition for 121 sl Avenue (Quail Creek Lane to Tippitt Place); improvements to Greenburg Road
(Washington Square Drive to Tiedeman Avenue); improvements to the intersection at Hall Blvd. and Wall Street; a feasibility study for Walnut/Ash/
Scoffms streets, design and right-of-way acquisition for Hall Blvd. at McDonald Street; improvements on Walnut Street (121 n to 1351'); improvements
to McDonald Street (at Hwy 99); and right-of-way acquisition for Walnut Street (1161 Avenue to Tiedeman/Fonner Street).
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Underground Utility Fund 4230
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003104 2004/05 2004/05 2004105
RESOURCES
300000 Beginning Fund Balance $325,286 $376,954 $387,954 $303,000 $303,000 $303,000
Revenue
445003 Fee in Lieu of Undergrounding $61,822 $54,480 $47,530 $32,400 $32,400 $32,400
Total Fees & Charges $61,822 $54,480 $47,530 $32,400 $32,400 $32,400
470000 Interest Earnings $12,713 $10,593 $7,759 $6,260 $6,260 $6,260
Total Interest & Rentals $12,713 $10,593 $7,759 $6,260 $6,260 $6,260
Total Revenue $74,535 $65,073 $55,289 $38,660 $38,660 $38,660
w Transfer in from other funds
N Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $399,821 $442,027 $443,243 $341,660 $341,660 $341,660
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $22,867 $100,000 $105,000 $250,000 $250,000 $250,000
Transfer out to other funds
Total transfer out to other funds $0 $0 $0 $0 $0 $0
Contingency
General Contingency $0 $0 $15,000 $37,500 $37,500 $37,500
Total Contingency $0 $0 $15,000 $37,500 $37,500 $37,500
Total Budget $22,867 $100,000 $120,000 $287,500 $287,500 $287,500
Underground Utility Fund #230
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002103 2003/04 2004105 2004/05 2004/05
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $376,954 $342,027 $323,243 $54,160 $54,160 $54,160
Total Ending Fund Balance $376,954 $342,027 $323,243 $54,160 $54,160 $54,160
TOTAL REQUIREMENTS $399,821 $442,027 $443,243 $341,660 $341,660 $341,660
This fund was established to record funds received in lieu of undergrounding utilities. In FY 2004-05, funds are included for the underground utility
portion of Walnut Street (1351 to 12151 Avenue) capital project.
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Urban Services Fund 4255
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002/03 2003/04 2004105 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $485,396 $730,610 $633,433 $848,900 $848,900 $848,900
Revenue
431000 Plumbing Permits $88,814 $48,394 $57,750 $75,190 $75,190 $75,190
431010 Mechanical Permits 20,204 17,598 15,750 25,887 25,887 25,887
431510 Electrical Permits 64,006 41,128 42,000 55,620 55,620 55,620
432000 Building Permits 236,790 157,114 149,888 226,600 226,600 226,600
433000 Building Plan Check Fees 134,670 116,438 98,963 144,200 144,200 144,200
433010 Erosion Control Plan Check Fees 8 8 0 0 0 0
433020 Fire Life Safety Plan Check Fees 600 613 300 3,000 3,000 3,000
433030 Plumbing Plan Check Fees 32 3 0 1,000 1,000 1,000
433050 Mechanical Plan Check Fees 6 0 0 700 700 700
N 433060 CDC Review Fees 36,720 6,036 6,500 8,200 8,200 8,200
A
433070 Address Fees 5,010 2,670 2,550 5,500 5,500 5,500
436000 Engr. Public Improvements 30,114 24,912 25,000 15,000 15,000 15,000
437000 Sign Permit Fees 100 240 0 0 0 0
438000 Land Use Planning Application 22,187 42,456 37,375 52,000 52,000 52,000
441001 Sewer Inspection Fees 4,130 3,395 3,150 5,500 5,500 5,500
445003 Fee in Lieu of Undergrounding 5,088 0 0 0 0 0
451000 Misc. Fees & Charges 9,416 100 0 0 0 0
Total Fees & Charges $657,895 $461,105 $439,226 $619,397 $619,397 $619,397
470000 Interest Earnings $24,946 $21,569 $12,669 $17,000 $17,000 $17,000
Total Interest & Rentals $24,946 $21,569 $12,669 $17,000 $17,000 $17,000
Total Revenue $682,841 $482,674 $451,895 $636,397 $636,397 $636,397
Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $1,168,237 $1,213,284 $1,085,328 $1,485,297 $1,485,297 $1,485,297
Urban Services Fund #255
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $7,054 $0 $0 $0 $0 $0
Transfer out to other funds
Building Fund $217,173 $182,125 $279,355 $499,673 $539,970 $539,970
Central Services Fund 80,532 119,343 93,181 136,080 137,944 137,944
Fleet/Property Management Fund 7,627 18,112 15,705 17,481 17,481 17,481
General Fund 125,240 131,888 124,570 129,017 129,017 129,017
Total transfer out to other funds $430,572 $451,468 $512,810 $782,251 $824,412 $824,412
Contingency
General Contingency $0 $0 $111,000 $115,500 $115,500 $115,500
Total Contingency $0 $0 $111,000 $115,500 $115,500 $115,500
Total Budget $437,626 $451,468 $623,810 $897,751 $939,912 $939,912
Ending Fund Balance
Undesignated Fund Balance $730,611 $761,815 $461,518 $587,546 $545,385 $545,385
Total Ending Fund Balance $730,611 $761,815 $461,518 $587,546 $545,385 $545,385
TOTAL REQUIREMENTS $1,168,237 $1,213,284 $1,085,328 $1,485,297 $1,485,297 $1,485,297
Urban Services Fund 9255
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 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. Beginning in FY 2003-04, Washington County decided to perform the Capital Improvements and Pavement Management services that were
previously provided for under the IGA. Revenues in this fund will fluctuate in direct correlation to building activity in the urban services area. New
construction activity estimates include 200 single-family units and 70 multi-family units.
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Urban Services Traffic Impact Fee Fund # 250 A; L
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $1,162,928 $1,411,985 $1,274,575 $579,000 $579,000 $579,000
Revenue
448000 SDC Reimbursement $218,613 $192,900 $100,000 $254,100 $254,100 $254,100
Total Fees & Charges $218,613 $192,900 $100,000 $254,100 $254,100 $254,100
470000 Interest Earnings $45,284 $38,552 $25,492 $10,300 $10,300 $10,300
Total Interest & Rentals $45,284 $38,552 $25,492 $10,300 $10,300 $10,300
Total Revenue $263,897 $231,452 $125,492 $314,400 $314,400 $314,400
Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $1,426,825 $1,643,437 $1,400,067 $893,400 $893,400 $893,400
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $490,299 $950,000 $460,000 $460,000 $460,000
Transfer out to other funds
Central Services Fund $10,646 $5,095 $6,148 $7,003 $6,985 $6,985
Fleet/Property Management Fund 206 56 1,222 1,003 1,003 1,003
General Fund 3,988 36,008 32,679 35,408 35,408 35,408
Total transfer out to other funds $14,840 $41,159 $40,049 $43,414 $43,396 $43,396
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Urban Services Traffic Impact Fee Fund 9250
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Contingency
General Contingency $0 $0 $148,000 $75,500 $75,500 $75,500
Total Contingency $0 $0 $148,000 $75,500 $75,500 $75,500
Total Budget $14,840 $531,458 $1,138,049 $578,914 $578,896 $578,896
Ending Fund Balance
Undesignated Fund Balance $1,411,985 $1,111,978 $262,017 $314,486 $314,504 $314,504
Total Ending Fund Balance $1,411,985 $1,111,978 $262,017 $314,486 $314,504 $314,504
TOTAL REQUIREMENTS $1,426,825 $1,643,437 $1,400,067 $893,400 $893,400 $893,400
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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 2004-05 are anticipated to be higher based on current trends and activity.
Total budget includes capital funds for right-of-way acquisition for 121 S' Avenue (Quail Creek Lane to Tippitt Place); right-of-way acquisition for Walnut
Street (116' Avenue to Tiedeman/Fonner); and work on the intersection at Bull Mountain/Roshak Road.
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Dartmouth LID/CIP Fund #320
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002103 2003104 2004/05 2004/05 2004105
RESOURCES
300000 Beginning Fund Balance $8,518 $8,816 $9,136 $9,500 $9,500 $9,500
Revenue
470000 Interest Earnings $298 $234 $183 $0 $0 $0
Total Interest & Rentals $298 $234 $183 $0 $0 $0
474000 Bond Proceeds $0 $0 $0 $0 $0 $0
Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
Total Revenue $298 $234 $183 $0 $0 $0
Transfer in from other funds
N Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $8,816 $9,050 $9,319 $9,500 $9,500 $9,500
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $9,319 $0 $0 $0
Transfer out to other funds
Bancroft Bond Fund $0 $0 $0 $9,500 $9,500 $9,500
Total transfer out to other funds $0 $0 $0 $9,500 $9,500 $9,500
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $0 $0 $9,319 $9,500 $9,500 $9,500
Dartmouth LID/CIP Fund #320
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004105 2004/05 2004/05
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $8,816 $9,050 $0 $0 $0 $0
Reserves for Future Requirements 0 0 0 0 0 0
Total Ending Fund Balance $8,816 $9,050 $0 $0 $0 $0
TOTAL REQUIREMENTS $8,816 $9,050 $9,319 $9,500 $9,500 $9,500
The Dartmouth Street project is completed. The final assessment was assigned in June 1998. A portion.of the final assessment had been in litigation
and was decided in favor of the City in September 2003. This fund will be closed and any remaining funds will be transferred to the Bancroft Debt
w Service Fund to help pay the debt service related to this project's bond.
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Facility Fund 4300
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002103 2003104 2004105 2004105 2004105
RESOURCES
300000 Beginning Fund Balance $1,456,185 $1,815,732 $11,703,778 $4,114,000 $4,160,600 $4,160,600
Revenue
470000 Interest Earnings $64,335 $165,631 $234,076 $82,300 $82,300 $82,300
471000 Interest Earned from Others 1,704 0 0 0 0 0
Total Interest & Rentals $66,039 $165,631 $234,076 $82,300 $82,300 $82,300
474000 Bond Proceeds $0 $13,000,000 $0 $0 $0 $0
Total Bond and Note Proceeds $0 $13,000,000 $0 $0 $0 $0
477000 Donations/Gifts $2,106 $0 $0 0 0 0
Total Other Revenue $2,106 $0 $0 $0 $0 $0
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Total Revenue $68,145 $13,165,631 $234,076 $82,300 $82,300 $82,300
Transfer in from other funds
Building Fund $0 $0 $205,485 $0 $4,350 $4,350
General Fund 404,997 715,746 450,000 250,000 260,000 260,000
Sanitary Sewer Fund 0 0 16,048 0 0 0
Storm Sewer Fund 0 0 16,010 0 0 0
Water Fund 0 0 87,942 100,000 155,000 155,000
Total transfer in from other funds $404,997 $715,746 $775,485 $350,000 $419,350 $419,350
TOTAL RESOURCES $1,929,327 $15,697,109 $12,713,339 $4,546,300 $4,662,250 $4,662,250
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Facility Fund 9300
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002103 2003104 2004105 2004105 2004105
REQUIREMENTS
Capital Improvements $113,595 $3,642,381 $7,387,380 $2,655,000 $2,772,500 $2,772,500
Transfer out to other funds
General Fund $0 $0 $0 $0 $24,002 $24,002
Traffic Impact Fee Fund 0 0 568,000 568,000 568,000 568,000
Total transfer out to other funds $0 $0 $568,000 $568,000 $592,002 $592,002
Contingency
General Contingency $0 $0 $1,190,000 $545,500 $545,500 $545,500
Total Contingency $0 $0 $1,190,000 $545,500 $545,500 $545,500
w Total Budget $113,595 $3,642,381 $9,145,380 $3,768,500 $3,910,002 $3,910,002
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Ending Fund Balance
Undesignated Fund Balance $1,815,732 $12,054,728 $3,567,959 $777,800 $752,248 $752,248
Total Ending Fund Balance $1,815,732 $12,054,728 $3,567,959 $777,800 $752,248 $752,248
TOTAL REQUIREMENTS $1,929,327 $15,697,109 $12,713,339 $4,546,300 $4,662,250 $4,662,250
This fund was established during the FY 1995-96 budget process to set aside funds for the future renewal, replacement, and 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 are being drawn down during the
construction phase of the project. It is anticipated that the new Library will open during the summer of 2004. Construction funds are included in the FY
2004-05 for the remodel of the old Library, City Hall, repairs to the driveway in front of City Hall, seismic upgrade of the Police Department side of
City Hall, and completion of the installation of access controls at certain City facilities.
In addition, in FY 2004-05 resources are being transferred from the Water Fund for a space study of the Water Building to develop recommended
usage and modifications.
Wall Street LID Fund 4325
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003104 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $0 $0 $0 $0 $0 $0
Revenue
474010 Note Proceeds $0 $0 $0 2,000,000 2,000,000 2,000,000
Total Bond and Note Proceeds $0 $0 $0 $2,000,000 $2,000,000 $2,000,000
Total Revenue $0 $0 $0 $2,000,000 $2,000,000 $2,000,000
Transfer in from other funds
Traffic Impact Fee Fund $0 $130,308 $150,000 $50,000 $50,000 $50,000
Total transfer in from other funds $0 $130,308 $150,000 $50,000 $50,000 $50,000
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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 $0 $130,308 $150,000 $2,050,000 $2,050,000 $2,050,000
Transfer out to other funds
Total transfer out to other funds $0 $0 $0 $0 $0 $0
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $0 $130,308 $150,000 $2,050,000 $2,050,000 $2,050,000
Wall Street LID Fund #325
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $0 $0 $0 $0 $0 $0
Total Ending Fund Balance $0 $0 $0 $0 $0 $0
TOTAL REQUIREMENTS $0 $130,308 $150,000 $2,050,000 $2,050,000 $2,050,000
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 project was initiated in FY 2002-03. The TIF Fund provided a total of $250,000 for engineering design costs leading to comple-
tion of the Preliminary Engineer's Report. The amount of $50,000 is included for FY 2004-05 to accomodate any expenses resulting from the hearing
on the at-grade railway crossing application. Any funding for work beyond the Preliminary Engineer's Report and the hearing will be provided primarily
A through the Local Improvement District, if it is formed.
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Central Services Fund 4600
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $0 $396,053 $523,050 $905,500 $905,500 $905,500
Revenue
470000 Interest Earnings $14,085 $11,148 $10,461 $18,100 $18,100 $18,100
Total Interest & Rentals $14,085 $11,148 $10,461 $18,100 $18,100 $18,100
479000 Recovered expenditures $3,014 $5,330 $0 $0 $0 $0
Total Other Revenue $3,014 $5,330 $0 $0 $0 $0
Total Revenue $17,099 $16,478 $10,461 $18,100 $18,100 $18,100
Transfer in from other funds
Building Fund $231,981 $179,122 $183,981 $193,443 $196,737 $196,737
County Gas Tax Fund 17,419 0 0 0 0 0
Electrical Inspection Fund 40,239 36,905 34,356 36,403 37,002 37,002
Fleet/Property Mgmt Fund 108,223 81,972 74,641 78,541 78,189 78,189
Gas Tax Fund 206,205 84,132 144,383 146,092 145,405 145,405
General Fund 2,120,856 2,400,332 2,517,189 2,391,733 2,390,795 2,390,795
Reserve for Financial System - GF 250,000 125,000 375,000 350,000 300,000 300,000
Sanitary Sewer Fund 116,481 118,914 130,171 169,421 168,853 168,853
Storm Sewer Fund 136,586 211,850 143,188 189,462 188,802 188,802
Street Maintenance Fund 0 0 0 84,000 84,000 84,000
Traffic Impact Fee Fund 24,493 19,357 13,954 16,258 16,218 16,218
Traffic Impact Fee U.S. Fund 10,646 5,095 6,148 7,003 6,985 6,985
Urban Services Fund 80,532 119,343 93,181 136,080 137,944 137,944
Water Fund 761,204 778,043 742,235 740,066 737,235 737,235
Water Quality/Quantity Fund 162 270 196 190 190 190
Total transfer in from other funds $4,105,027 $4,160,335 $4,458,623 $4,538,691 $4,488,355 $4,488,355
TOTAL RESOURCES $4,122,126 $4,572,866 $4,992,134 $5,462,291 $5,411,955 $5,411,955
Central Services Fund 4600
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Program Expenditures
Policy and Administration $3,611,727 $3,692,690 $3,604,741 $3,686,840 $3,710,840 $3,710,840
General Government 36,736 226,493 394,920 365,120 365,120 365,120
Total Expenditures $3,648,463 $3,919,183 $3,999,661 $4,051,960 $4,075,960 $4,075,960
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 $77,610 $97,658 $73,614 $96,946 $96,946 $96,946
Total transfer out to other funds $77,610 $97,658 $73,614 $96,946 $96,946 $96,946
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Contingency
General Contingency $0 $0 $262,334 $715,768 $691,768 $691,768
Total Contingency $0 $0 $262,334 $715,768 $691,768 $691,768
Total Budget $3,726,073 $4,016,841 $4,335,609 $4,864,674 $4,864,674 $4,864,674
Ending Fund Balance
Undesignated Fund Balance $396,053 $556,025 $31,525 $122,617 $72,282 $72,282
Reserves for Future Requirements 0 0 625,000 475,000 475,000 475,000
Total Ending Fund Balance $396,053 $556,025 $656,525 $597,617 $547,282 $547,282
TOTAL REQUIREMENTS $4,122,126 $4,572,866 $4,992,134 $5,462,291 $5,411,955 $5,411,955
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 Management, Finance Administration, Financial Operations, Human Resources, Information Technology, Office Services, Risk Management, City
Attorney, and Technology.
Fleet/Property Management Fund #650
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $0 $95 $60,000 $60,800 $60,800 $60,800
Revenue
451000 Misc. Fees & Charges $990 $0 $0 $0 $0 $0
Total Fees & Charges $990 $0 $0 $0 $0 $0
470000 Interest Earnings $3,232 $2,154 $1,200 $1,200 $1,200 $1,200
Total Interest & Rentals $3,232 $2,154 $1,200 $1,200 $1,200 $1,200
Total Revenue $4,222 $2,154 $1,200 $1,200 $1,200 $1,200
Transfer in from other funds
w Building Fund $27,682 $26,078 $30,925 $25,634 $25,634 $25,634
V Central Services Fund 77,610 97,658 73,614 96,946 96,946 96,946
County Gas Tax Fund 3,905 0 0 0 0 0
Electrical Inspection Fund 4,473 5,298 5,900 4,944 4,944 4,944
Gas Tax Fund 52,933 10,357 35,115 48,324 48,324 48,324
General Fund 513,308 572,830 563,479 777,022 777,022 777,022
Sanitary Sewer Fund 19,444 26,100 30,721 35,558 35,558 35,558
Storm Sewer Fund 37,686 60,748 40,139 39,270 39,270 39,270
Traffic Impact Fee Fund 474 3,114 2,773 2,328 2,328 2,328
Traffic Impact Fee U.S. Fund 206 56 1,222 1,003 1,003 1,003
Urban Services Fund 7,627 18,112 15,705 17,481 17,481 17,481
Water Fund 56,775 59,698 81,014 90,619 90,619 90,619
Water Quality/Quantity Fund 4 25 25 19 19 19
Total transfer in from other funds $802,127 $880,073 $880,630 $1,139,148 $1,139,148 $1,139,148
TOTAL RESOURCES $806,349 $882,322 $941,830 $1,201,148 $1,201,148 $1,201,148
Fleet/Property Management Fund #650
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Program Expenditures
Public Works $698,031 $740,754 $806,368 $1,042,203 $1,042,203 $1,042,203
Total Expenditures $698,031 $740,754 $806,368 $1,042,203 $1,042,203 $1,042,203
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $0 $0 $0 $0 $0 $0
Transfer out to other funds
Central Services Fund $108,223 $81,972 $74,641 $78,541 $78,189 $78,189
Total transfer out to other funds $108,223 $81,972 $74,641 $78,541 $78,189 $78,189
Contingency
00 General Contingency $0 $0 $60,000 $70,000 $70,000 $70,000
Total Contingency $0 $0 $60,000 $70,000 $70,000 $70,000
Total Budget $806,254 $822,726 $941,009 $1,190,744 $1,190,392 $1,190,392
Ending Fund Balance
Undesignated Fund Balance $95 $59,596 $821 $10,404 $10,756 $10,756
Total Ending Fund Balance $95 $59,596 $821 $10,404 $10,756 $10,756
TOTAL REQUIREMENTS $806,349 $882,322 $941,830 $1,201,148 $1,201,148 $1,201,148
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 that would be provided to other City departments or divisions.
Bancroft Debt Service Fund #400
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $825,274 $2,103,514 $1,012,697 $976,500 $838,818 $838,818
Revenue
470000 Interest Earnings $23,096 $26,617 $20,254 $19,500 $19,500 $19,500
471000 Interest Earned from Others 83,946 174,990 157,719 231,987 231,987 231,987
Total Interest & Rentals $107,042 $201,607 $177,973 $251,487 $251,487 $251,487
474000 Bond Proceeds $3,365,972 $0 $2,225,706 $0 $0 $0
475000 Bancroft Collections 343,642 542,816 292,311 449,917 449,917 449,917
Total Bond and Note Proceeds $3,709,614 $542,816 $2,518,017 $449,917 $449,917 $449,917
479000 Recovered expenditures $0 $5,354 $0 $0 $0 $0
Total Other Revenue $0 $5,354 $0 $0 $0 $0
Total Revenue $3,816,656 $749,777 $2,695,990 $701,404 $701,404 $701,404
Transfer in from other funds
69th Ave. LID Fund $0 $47,461 $0 $0 $0 $0
Dartmouth LID Fund 0 0 0 9,500 9,500 9,500
Gas Tax Fund 0 397,861 0 0 0 0
Total transfer in from other funds $0 $445,322 $0 $9,500 $9,500 $9,500
TOTAL RESOURCES $4,641,930 $3,298,613 $3,708,687 $1,687,404 $1,549,722 $1,549,722
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $2,538,416 $2,084,678 $3,052,820 $1,211,919 $1,074,237 $1,074,237
Capital Improvements $0 $0 $0 $0 $0 $0
Bancroft Debt Service Fund 4400
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Transfer out to other funds
Total transfer out to other funds $0 $0 $0 $0 $0 $0
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $2,538,416 $2,084,678 $3,052,820 $1,211,919 $1,074,237 $1,074,237
Ending Fund Balance
Undesignated Fund Balance $2,103,514 $1,213,935 $655,867 $475,485 $475,485 $475,485
Total Ending Fund Balance $2,103,514 $1,213,935 $655,867 $475,485 $475,485 $475,485
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TOTAL REQUIREMENTS $4,641,930 $3,298,613 $3,708,687 $1,687,404 $1,549,722 $1,549,722
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.
The City currently has three bonds outstanding related to local improvement districts (LID). In November 1998, the City sold bonds for the long-term
financing for the majority of the Dartmouth LID. In July 2002, the City sold bonds for the 691' Avenue LID project. In December 2003, the City sold
bonds to finance the remaining portion of the Dartmouth LID, which had been in litigation and was decided in favor of the City in September 2003.
The ending fund balance is used to protect against fluctuations and non-payment of assessments by property owners and to provide cash flow to pay
debt service as scheduled.
General Obligation Debt Service Fund #450
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004105 2004105 2004105
RESOURCES
300000 Beginning Fund Balance $57,011 $51,248 $1,145,382 $657,000 $657,000 $657,000
Revenue
400000 Current Property Taxes $223,105 $1,269,969 $584,648 $672,089 $672,089 $672,089
401000 Prior Year Taxes 12,736 5,883 10,000 10,000 10,000 10,000
Total Property Taxes $235,841 $1,275,852 $594,648 $682,089 $682,089 $682,089
470000 Interest Earnings $5,380 $14,584 $22,908 $13,100 $13,100 $13,100
Total Interest & Rentals $5,380 $14,584 $22,908 $13,100 $13,100 $13,100
Total Revenue $241,221 $1,290,436 $617,556 $695,189 $695,189 $695,189
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Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $298,232 $1,341,684 $1,762,938 $1,352,189 $1,352,189 $1,352,189
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $246,988 $284,631 $1,014,395 $974,413 $974,413 $974,413
Capital Improvements $0 $0 $0 $0 $0 $0
Transfer out to other funds
Total transfer out to other funds $0 $0 $0 $0 $0 $0
General Obligation Debt Service Fund #450
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002/03 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $246,988 $284,631 $1,014,395 $974,413 $974,413 $974,413
Ending Fund Balance
Undesignated Fund Balance $51,244 $1,057,053 $748,543 $377,776 $377,776 $377,776
Total Ending Fund Balance $51,244 $1,057,053 $748,543 $377,776 $377,776 $377,776
TOTAL REQUIREMENTS $298,232 $1,341,684 $1,762,938 $1,352,189 $1,352,189 $1,352,189
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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. The ending fund balance is used to protect against fluctuations in
property tax payments and to provide cash flow to match collections and payments.
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69th Ave. LID Fund 9315
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002/03 2003104 2004/05 2004105 2004/05
RESOURCES
300000 Beginning Fund Balance $32,957 $47,461 $0 $0 $0 $0
Revenue
470000 Interest Earnings $1,216 $0 $0 $0 $0 $0
Total Interest & Rentals $1,216 $0 $0 $0 $0 $0
478000 Other Revenue $42,349 $0 $0 $0 $0 $0
479000 Recovered expenditures 11,980 0 0 0 0 0
Total Other Revenue $54,329 $0 $0 $0 $0 $0
Total Revenue $55,545 $0 $0 $0 $0 $0
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A Transfer in from other funds
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Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $88,502 $47,461 $0 $0 $0 $0
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $41,041 $0 $0 $0 $0 $0
Transfer out to other funds
Bancroft Bond Fund $0 $47,461 $0 $0 $0 $0
Total transfer out to other funds $0 $47,461 $0 $0 $0 $0
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $41,041 $47,461 $0 $0 $0 $0
69th Ave. LID Fund #315
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002103 2003/04 2004/05 2004/05 2004/05
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $47,461 $0 $0 $0 $0 $0
Total Ending Fund Balance $47,461 $0 $0 $0 $0 $0
TOTAL REQUIREMENTS $88,502 $47,461 $0 $0 $0 $0
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
A for the long-term financing of the project.
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This fund shows for historical reasons only.
County Gas Tax Fund #205 A 6 0\,
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002103 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $70,841 $65,410 $0 $0 $0 $0
Revenue
423000 County Gas Tax 160,369 0 0 0 0 0
Total Other Agencies $160,369 $0 $0 $0 $0 $0
470000 Interest Earnings $2,169 $0 $0 $0 $0 $0
Total Interest & Rentals $2,169 $0 $0 $0 $0 $0
Total Revenue $162,538 $0 $0 $0 $0 $0
A TOTAL RESOURCES $233,379 $65,410 $0 $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 $0 $0 $0 $0 $0
Transfer out to other funds
Central Services Fund $17,419 $0 $0 $0 $0 $0
Fleet/Property Management Fund 3,905 0 0 0 0 0
General Fund 146,645 0 0 0 0 0
Gas Tax Fund 0 65,410 0 0 0 0
Total transfer out to other funds $167,969 $65,410 $0 $0 $0 $0
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $167,969 $65,410 $0 $0 $0 $0
County Tax Fund 4205
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003104 2004/05 2004/05 2004/05
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $65,410 $0 $0 $0 $0 $0
Total Ending Fund Balance $65,410 $0 $0 $0 $0 $0
TOTAL REQUIREMENTS $233,379 $65,410 $0 $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
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.
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Metro Greenspaces Fund 4305 26
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004105 2004105 2004/05
RESOURCES
300000 Beginning Fund Balance $0 $56,464 $0 $0 $0 $0
Revenue
404000 Federal Grants $50,000 $0 $0 $0 $0 $0
416000 Intergovernmental Revenue 74,586 0 0 0 0 0
Total Other Agencies $124,586 $0 $0 $0 $0 $0
470000 Interest Earnings $893 $0 $0 $0 $0 $0
Total Interest & Rentals $893 $0 $0 $0 $0 $0
479000 Recovered expenditures $750 $0 $0 0 0 0
Total Other Revenue $750 $0 $0 $0 $0 $0
A Total Revenue $126,229 $0 $0 $0 $0 $0
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Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $126,229 $56,464 $0 $0 $0 $0
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $69,765 $0 $0 $0 $0 $0
Transfer out to other funds
Parks Capital Fund $0 $56,464 $0 $0 $0 $0
Total transfer out to other funds $0 $56,464 $0 $0 $0 $0
Contingency
Total Contingency $0 $0 $0 $0 $0 $0
Metro Greenspaces Fund #305
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004105 2004/05
Total Budget $69,765 $56,464 $0 $0 $0 $0
Ending Fund Balance
Undesignated Fund Balance $56,464 $0 $0 $0 $0 $0
Total Ending Fund Balance $56,464 $0 $0 $0 $0 $0
TOTAL REQUIREMENTS $126,229 $56,464 $0 $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
A Spaces, Parks & Streams General Obligation Bond. The City received full reimbursement for any past expenses for the qualified projects. The remain-
°D ing fund balance was transferred to the Parks Capital Fund in FY 2002-03 to be used for the Parks Capital Improvement Program.
This fund shows for historical purposes only.
Park Levy Improvement Fund #310
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
RESOURCES
300000 Beginning Fund Balance $116,152 $122,806 $0 $0 $0 $0
Revenue
401000 Prior Year Taxes $2 $0 $0 $0 $0 $0
Total Property Taxes $2 $0 $0 $0 $0 $0
470000 Interest Earnings $4,156 $0 $0 $0 $0 $0
Total Interest & Rentals $4,156 $0 $0 $0 $0 $0
478000 Other Revenue $10,000 $0 $0 $0 $0 $0
Total Other Revenue $10,000 $0 $0 $0 $0 $0
Total Revenue $14,158 $0 $0 $0 $0 $0
Transfer in from other funds
Total transfer in from other funds $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $130,310 $122,806 $0 $0 $0 $0
REQUIREMENTS
Program Expenditures
Total Expenditures $0 $0 $0 $0 $0 $0
Debt Service $0 $0 $0 $0 $0 $0
Capital Improvements $7,505 $0 $0 $0 $0 $0
Transfer out to other funds
Parks Capital Fund $0 $122,806 $0 $0 $0 $0
Total transfer out to other funds $0 $122,806 $0 $0 $0 $0
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Park Levy Improvement Fund #310
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Ending Fund Balance
Undesignated Fund Balance $122,806 $0 $0 $0 $0 $0
Total Ending Fund Balance $122,806 $0 $0 $0 $0 $0
TOTAL REQUIREMENTS $130,310 $122,806 $0 $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-
ing fund balance was transferred to the Parks Capital Fund and used for funding of the parks capital improvement program.
c This fund shows for historical purposes only.
Tree Replacement Fund #215 .
Actual Actual Revised Proposed Approved Adopted
Description 2001/02 2002/03 2003/04 2004/05 2004105 2004/05
RESOURCES
300000 Beginning Fund Balance $184,478 $222,663 $30,000 $0 $0 $0
Revenue
417000 Tree Replacement Revenue $44,839 $0 $0 $0 $0 $0
Total Fees & Charges $44,839 $0 $0 $0 $0 $0
470000 Interest Earnings $7,562 $0 $0 $0 $0 $0
Total Interest & Rentals $7,562 $0 $0 $0 $0 $0
Total Revenue $52,401 $0 $0 $0 $0 $0
TOTAL RESOURCES $236,879 $222,663 $30,000 $0 $0 $0
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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 $11,916 $0 $0 $0 $0 $0
Transfer out to other funds
General Fund $2,300 $0 $0 $0 $0 $0
Parks Capital Fund 0 200,000 30,000 0 0 0
Total transfer out to other funds $2,300 $200,000 $30,000 $0 $0 $0
Contingency
General Contingency $0 $0 $0 $0 $0 $0
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $14,216 $200,000 $30,000 $0 $0 $0
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Tree Replacement Fund #215
Actual Actual Revised Proposed Approved Adopted
Description 2001102 2002103 2003104 2004/05 2004105 2004/05
REQUIREMENTS
Ending Fund Balance
Undesignated Fund Balance $222,663 $22,663 $0 $0 $0 $0
Total Ending Fund Balance $222,663 $22,663 $0 $0 $0 $0
TOTAL REQUIREMENTS $236,879 $222,663 $30,000 $0 $0 $0
This fund was established in FY 1996-97 to account for funds collected from developers in lieu of preserving trees. Funds are to be used by the City to
plant trees in the public rights-of-way and other public properties.
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N In FY 2003-04, the fund balance in the Tree Replacement Fund was transferred to the Parks Capital Fund and future revenues will be deposited in this
fund.
This fund shows for historical reasons-only.
City of Tigard, Oregon
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GENERAL INFORMATION
Basis of Accounting 353
Budget Process 354
City Information 356
Fiscal Policies 360
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City of Tigard, Oregon
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Basis of Accounting
Oregon Local Budget Law requires that a budget is prepared for each fund except for the Pension Trust Fund.
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 collect-
ible 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-teen 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. Interfund loans are required to be budgeted by both the lending and receiving funds.
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.
353
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 staff identify 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. )
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December Finance Department prepares budget instructions, provides training to staff, and distributes
budget parameters to departments.
January Department Directors and staff begin assembling budget requests for review by the Finance
Department.
February Departments submit budget requests and supporting documentation to the Finance )
Department.
March/ )
April Director of Finance revises revenue estimates for coming year.
1
Requested budgets are submitted to the City Manager. Budget discussions between Depart-
ment Directors, 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 to
discuss and to allow citizen comment. The Budget Committee makes changes as appropriate 1
and then 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.
7
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.
}
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354
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Budget Process
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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.
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355
City Information
Form of Government }
The City of Tigard was incorporated in 1961.
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An elected Mayor and four Council members who comprise the City Council govern the City of Tigard. The }
City's Charter establishes a Mayor/Council 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
City Management Sanitary Sewer Building Inspection
Human Resources Storm Sewer Current Planning
Information Technology Street Maintenance Long Range Planning
Risk Management Fleet Maintenance Engineering
Finance Property Management Engineering
Finance Administration Water Street Lights & Signals
Financial Operations
Administrative Services
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Community Services General Government
Police City Attorney
Library Technology
Social Services/Community Events
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Annual cost of services per capita
Actual Actual Actual Revised Adopted
Services FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04 FY 2004-05
Community Services $187.50 $194.55 $197.24 $214.22 $227.86
Development Services 81.06 86.66 82.33 91.74 101.88
General Government 0.53 0.85 5.14 8.79 8.10
Policy & Administration 80.70 91.11 90.14 87.11 89.90 )
Public Works 178.17 180.06 181.56 208.67 240.73 }
Total $527.95 $553.23 $556.41 $610.53 $668.47
}
356
City Information
Population Facts
Population
Population by year: Estimated Population (2003) 44,070
2004 45,070 (Projected) Median Age (2000) 34.5 ears old
2003 44,070 Number of Households (2000) 16,507
2002 43,040 Average Household Size (2000) 2.48 persons per unit
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) 58.3%
Age of Tigard Residents, 2000
10,000 - 8,276
8,000 7,307
6,730 5,864
0 6,000 -
3189 3,574 j
0 4,000 2,765 2,955
2,000 -
563 ;
fo cy 5 5 5 5 c5 e yc
Jcae P~~ ~~0 ~'0 ~t0 `~'0
' ti ' a h . ~h
Diversity, 2000 Census Data
Hispanic or Latino of an 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
357
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City Information
Physical/Geographic Facts
The incorporated area of the City is 11.5 square miles or 7,360 acres. The City maintains 13 parks totaling
over 179.63 acres and an additional 171.78 acres of areas considered greenways where development cannot
occur.
Tigard Land Uses, 2003 Tigard Facts
Land Use Acres Percentage Square Miles 11.5
Residential 5,027 69% County Washington
Commercial 1,787 25% School District Ti ard-Tualatin*
Industrial 452 6% Annual Avera e Rainfall 37.57"
Total 7,266 100% Average Daily Temperature - Jan. 38.9
Public Parks & Open Space 347*
- Jul 65.8
Numbers approximate (*parks acres already counted
totals) Highest Elevation -Bull Mtn. 713 ft.
in zoning ~
Summit
Source: Tigard MAGIC/GIS Department, March 2003
Lowest Elevation -Cook Park 104 ft.
Riverfront
*Scholls Ferry area served b Beaverton district
1
Economic Facts
Tigard's location in the Portland metropolitan area provides citizens with many diverse employment opportuni-
ties. The unemployment rate in the Portland metropolitan area averaged 8.06% during the year 2003, repre-
senting an increase of 3.3% from the previous year. February 2004 unemployment rates show a slight decline,
but the Portland metropolitan area continues to have unemployment rates greater than the national average. j
Value added through new construction continues to increase assessed value. Due to the state of the current
economy, the increase is not as large as in previous years. The results of the first half of Fiscal Year 2003-04
are showing building activity about the same or slightly higher than the same time period in FY 2002-03.
The top ten employers in the Portland Metropolitan area, as of December 31, 2003, are: }
Employer # of Employees
Intel 14,510
Providence Health System 13,475
Oregon Health & Science University 11,500
Fred Meyer 9,492
Kaiser Foundation Health Plan of the NW 8,051
Legacy Health System 7,816
Safeway, Inc. 6,000
Multnomah County 4,801
Nike Inc. 4,500
Tektronix 4,301
358
City Information
The top ten taxpayers in the City of Tigard are:
Type of Business Percent of Total Assessed Valuation
Oregon Business Park 3.82%
Washington Square Shopping Mall 2.52%
Lincoln Center Office Park 1.82%
Verizon Northwest Inc. 1.37%
Park 217 & Nelson Business Park 0.81%
Sprint Spectrum 0.72%
Portland General Electric 0.70%
Northwest Natural Gas 0.59%
Embassy Suites 0.58%
Nimbus Business Center 0.54%
Economic Data
Number of Businesses, 2004 2,759
502 home-based
Jobs (1997 Economic Census estimate) 28,233
Primary Economic Sector
(receipts/sales) Wholesale Trade
Tax Rate 2.51310 per $1000
of assessed value
Total Assessed Value (2003) $ 3,754,359,399
1
359
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. S
• 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.
}
360
1
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).
361
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 firm, 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 ofAchievement for Excellence in
Financial Reporting from GFOA.
Debt Policy
• Capital projects financed through bond proceeds shall be financed for a period not to exceed the useful life
of the project.
• Long term borrowing will be confined to capital improvements too large to be financed from current
revenues.
• Issuance ofAssessment Bonds will be pursued to finance local improvement districts approved by City
Council.
• Bond Anticipation Notes will be used as needed to finance construction of local improvements.
Single Owner Local Improvement District Policy
Local Improvement Districts (LIDs) are usually initiated either by the City Council or by written request of the
property owners owning at least fifty percent of the property benefited by the local improvement. On occasion,
the City receives requests to form a LID in which there would be only one property owner involved. City
Council has established a formal policy for single owner LIDs. The following are the conditions that must be
met before Council will consider allowing the LID to be formed.
• The property is zoned and proposed to be used for industrial, commercial or office development.
362
Fiscal Policies
• The applicant demonstrates the "Public Purpose" involved, which may include the creation of jobs in the
community.
• The applicant demonstrates that the risk to the City government or the general taxpayer is minimized. As a
guideline, the City Council will request the following:
a. That the applicant provide an appraisal of the property affected, such appraisal being done by an
appraiser acceptable to the City Manager.
b. That the amount to be assessed against the property not exceed 25% of the appraised value of the
land only, excluding any improvements to the property.
c. That financial documents be provided as required to the City Manager which can demonstrate that
the property owner has the financial ability to pay the assessments levied on the property.
INVESTMENT POLICY
The following Investment Policies are intended to meet the requirements of ORS 294.035 and to provide the
framework within which City of Tigard funds may be invested.
Authority
The Finance Director shall serve as the Investment Officer of the City. The Investment Officer is responsible for
ensuring that funds are invested so as to make necessary cash available to meet current obligations and to invest
excess cash in accordance with ORS 294.035 through ORS 294.047 and these Investment Policies.
The Finance 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 of the 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 of return on those assets, in that
order.
363
Fiscal Policies
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.
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 of the investment.
Bond Proceeds
Surplus funds resulting from debt issuance shall be considered as a separate portfolio and shall not be restricted by
the maturity and instrument diversification section of these policies. Such funds maybe 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
294.13 5 (1)(b)).
364
Fiscal Policies
If this investment policy has been submitted for review by the OSTF Board as specified above and in
accordance with ORS 294.135(1)(a), debt service reserves may be invested to mature not longer than
five years. Otherwise, debt service reserves shall not be invested to a maturity date exceeding one year
as specified under ORS 294.135(3).
The Investment Officer may make investments having maturity longer than 18 months, but not more than
36 months, with the exception of Bond Proceeds. The City's investment portfolio shall not contain more
than 20% of the total dollar value of its investments with maturities between 18 months and 36 months.
• Instrument Diversification
Certificates of Deposit 25% maximum
Corporate Indebtedness 35%maximum
Bankers Acceptance 50%maximum
Treasury/Agency Securities 90%maximum
Local Government
Investment Pool 100% maximum
Demand Deposits 10%maximum
Lawfully issued Debt
Obligations ofthe
States of Oregon,
Washington, Idaho
and California and political
subdivisions of those states 25%maximum
• Institution Diversification
Bank liabilities with any one qualified financial institution shall not exceed 20 percent of the portfolio. Bank
liabilities of any one qualified financial institution shall not exceed one percent of the institution's total assets.
Investment in Corporate Indebtedness shall not exceed 5 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 Q.
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.
365
1
Fiscal 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.
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 294.035. These investments include:
• Demand deposits with approved institutions.
• Deposits in the Oregon Local Government Investment Pool.
• Certificates of Deposit with Oregon banks.
• Banker's acceptances.
• Qualifying corporate indebtedness not to exceed 5% of the portfolio on any one corporation.
• Lawfully issued debt obligations of the United States and obligation guaranteed by the United States, the
agencies of the United States or enterprises sponsored by the United States government, not to exceed 40%
of the portfolio on any one government sponsored enterprise.
• Lawfully issued debt obligations of the States of Oregon, Washington, Idaho, and California and political
subdivisions of those states.
Safekeeping
A third-party custodian, as evidenced by safekeeping receipts, will hold securities (excluding 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.
366
APPENDIX
a
k'
Schedule of Appropriations 367
Budget Message 374
Summary of Contingency 379
Glossary of Budget Related Terms .............................................................380
Advisory Committee 385
Staffing Summary ........................................................................................390
Management/Professional Group
Salary Schedule 392
Tigard Police Officers Association
Salary Schedule ............................................................................................395
Oregon Public Employees Union
Salary Schedule ............................................................................................396
City of Tigard Main Roads Map Back Page
i
)
City of Tigard, Oregon
(At
)
1
1
1
1
Schedule of Appropriations
~
Exhibit A
Schedule of Appropriations
Fiscal Year 2004-05
Resolution No. 04-36
Budget
Committee Council
1
Fund Program Proposed Changes Approved Changes Adopted
General Fund
Community Services $10,168,132 $101,713 $10,269,845 $0 $10,269,845
Public Works 2,407,459 0 2,407,459 0 2,407,459
Development Services 2,499,824 0 2,499,824 0 2,499,824
Policy and Administration 336,635 4,500 341,135 0 341,135
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 3,797,035 (38,980) 3,758,055 0 3,758,055
Capital Improvements 0 0 0 0 0
Contingency 1,000,000 (50,000) 950,000 0 950,000
Total Fund $20,209,084 $17,233 $20,226,318 $0 $20,226,318
Sanitary Sewer Fund
Community Services $0 $0 $0 $0 $0
Public Works 975,066 0 975,066 0 975,066
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 354,034 (569) 353,466 0 353,466
Capital Improvements 2,690,000 0 2,690,000 0 2,690,000
Contingency 599,900 0 599,900 0 599,900
Total Fund $4,619,000 ($569) $4,618,432 $0 $4,618,432
Storm Sewer Fund
Community Services $0 $0 $0 $0 $0
Public Works 1,183,088 0 1,183,088 0 1,183,088
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 351,325 (660) 350,665 0 350,665
Capital Improvements 247,000 37,500 284,500 0 284,500
Contingency 264,500 0 264,500 0 264,500
l
Total Fund $2,045,913 $36,840 $2,082,753 $0 $2,082,753
Water Fund
Community Services $0 $0 $0 $0 $0
Public Works 5,241,831 0 5,241,831 0 5,241,831
Q 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 1,582,449 53,307 1,634,617 0 1,634,617
Capital Improvements 961,250 245,500 1,206,750 0 1,206,750
Contingency 1,300,000 0 1,300,000 0 1,300,000
Total Fund $9,085,530 $298,807 $9,383,198 $0 $9,383,198
i
367
)
i
Schedule of Appropriations
Exhibit A
Schedule of Appropriations I
Fiscal Year 2004-05 )
Resolution No. 04-36
1
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
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 71,200 0 71,200 0 71,200
Capital Improvements 1,080,000 50,000 1,130,000 0 1,130,000 }
Contingency 175,750 0 175,750 0 175,750
Total Fund $1,326,950 $50,000 $1,376,950 $0 $1,376,950 I
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 356,000 0 356,000 0 356,000 )
Transfer 0 0 0 0 0
Capital Improvements 11,346,390 270,000 11,616,390 0 11,616,390
Contingency 1,755,359 0 1,755,359 0 1,755,359
Total Fund $13,457,749 $270,000 $13,727,749 $0 $13,727,749
Water Quality/Quantity Fund i
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 i
Debt Service 0 0 0 0 0
Transfer 1,065 0 1,065 0 1,065
Capital Improvements 280,000 0 280,000 0 280,000 )
Contingency 42,000 0 42,000 0 42,000
Total Fund $323,065 $0 $323,065 $0 $323,065
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 50,000 0 50,000 0 50,000 }
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
Total Fund $50,000 $0 $50,000 $0 $50,000
}
368 )
)
Schedule of Appropriations
Exhibit A
Schedule of Appropriations
Fiscal Year 2004-05
Resolution No. 04-36
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Gas Tax Fund
Community Services $0 $0 $0 $0 $0
Public Works 0 0 0 0 0
Development Services 420,000 0 420,000 0 420,000
Policy and Administration 0 0 0 0 0
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 1,302,501 (687) 1,301,814 0 1,301,814
Capital Improvements 761,300 0 761,300 0 761,300
Contingency 250,000 0 250,000 0 250,000
Total Fund $2,733,801 ($687) $2,733,114 $0 $2,733,114
i
Parks Capital Fund
Community Services $0 $0 $0 $0 $0
l 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 283,126 0 283,126 0 283,126
Transfer 0 0 0 0 0
Capital Improvements 844,016 0 844,016 0 844,016
Contingency 167,571 0 167,571 0 167,571
Total Fund $1,294,713 $0 $1,294,713 $0 $1,294,713
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 150,793 (41) 150,752 0 150,752
Capital Improvements 2,500,000 0 2,500,000 0 2,500,000
Contingency 315,000 0 315,000 0 315,000
Total Fund $2,965,793 ($41) $2,965,752 $0 $2,965,752
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 43,414 (11) 43,396 0 43,396
Capital Improvements 460,000 0 460,000 0 460,000
Contingency 75,500 0 75,500 0 75,500
Total Fund $578,914 ($11) $578,896 $0 $578,896
369
Schedule of Appropriations
)
)
Exhibit A
Schedule of Appropriations
Fiscal Year 2004-05
Resolution No. 04-36
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Building Fund
Community Services $0 $0 $0 $0 $0 )
Public Works 0 0 0 0 0
Development Services 1,546,975 124,760 1,671,735 0 1,671,735
Policy and Administration 0 0 0 0 0 )
General Government 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 283,579 7,645 291,224 0 291,224
Capital Improvements 0 0 0 0 0
Contingency 272,500 0 272,500 0 272,500
Total Fund $2,103,054 $132,405 $2,235,459 $0 $2,235,459
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 220,914 13,725 234,639 0 234,639
Capital Improvements 0 0 0 0 0
Contingency 38,000 0 38,000 0 38,000 I'
Total Fund $258,914 $13,725 $272,639 $0 $272,639
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 250,000 0 250,000 0 250,000 )
Contingency 37,500 0 37,500 0 37,500 )
Total Fund $287,500 $0 $287,500 $0 $287,500
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 1
Debt Service 0 0 0 0 0 1
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0 1
Contingency 0 0 0 0 0
Total Fund $0 $0 $0 $0 $0
370
}
}
Schedule of Appropriations
Exhibit A
Schedule of Appropriations
Fiscal Year 2004-05
Resolution No. 04-36
1
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
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 782,251 42,162 824,412 0 824,412
Capital Improvements 0 0 0 0 0
Contingency 115,500 0 115,500 0 115,500
Total Fund $897,751 $42,162 $939,912 $0 $939,912
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 9,500 0 9,500 0 9,500
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
Total Fund $9,500 $0 $9,500 $0 $9,500
Street Maintenance 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 104,800 0 104,800 0 104,800
Capital Improvements 695,200 0 695,200 0 695,200
Contingency 104,280 0 104,280 0 104,280
1 Total Fund $904,280 $0 $904,280 $0 $904,280
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 24,002 592,002 0 592,002
Capital Improvements 2,655,000 117,500 2,772,500 0 2,772,500
Contingency 545,500 0 545,500 0 545,500
Total Fund $3,768,500 $141,502 $3,910,002 $0 $3,910,002
l
371
)
)
Schedule of Appropriations )
Exhibit A )
Schedule of Appropriations )
Fiscal Year 2004-05 )
Resolution No. 04-36
Budget )
Committee Council
Fund Program Proposed Changes Approved Changes Adopted )
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 2,050,000 0 2,050,000 0 2,050,000 )
Contingency 0 0 0 0 0 )
Total Fund $2,050,000 $0 $2,050,000 $0 $2,050,000
)
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 3,686,840 24,000 3,710,840 0 3,710,840
General Government 365,120 0 365,120 0 365,120
Debt Service 0 0 0 0 0
Transfer 96,946 0 96,946 0 96,946
Capital Improvements 0 0 0 0 0 )
Contingency 715,768 (24,000) 691,768 0 691,768 )
Total Fund $4,864,674 $0 $4,864,674 $0 $4,864,674
Fleet/Property Management Fund
Community Services $0 $0 $0 $0 $0
Public Works 1,042,203 0 1,042,203 0 1,042,203 )
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 78,541 (352) 78,189 0 78,189
Capital Improvements 0 0 0 0 0 7
Contingency 70,000 0 70,000 0 70,000
Total Fund $1,190,744 ($352) $1,190,392 $0 $1,190,392
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 974,413 0 974,413 0 974,413 l
Transfer 0 0 0 0 0 )
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0 )
Total Fund $974,413 $0 $974,413 $0 $974,413 )
372 )
Schedule of Appropriations
Exhibit A
Schedule of Appropriations
Fiscal Year 2004-05
Resolution No. 04-36
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
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 1,211,919 (137,682) 1,074,237 0 1,074,237
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
Total Fund $1,211,919 ($137,682) $1,074,237 $0 $1,074,237
Total Appropriations $77,211,761 $863,334 $78,073,948 $0 $78,073,948
1
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i
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373
a
2004-2005 Budget Message )
Honorable Mayor Craig Dirksen, Members of the City Council, and the citizen members of the Budget Com-
mittee,
This document presents my proposal for the City of Tigard's FY 2004-2005 Budget. The proposed operating }
budget of $29,873,173 represents an increase of 8.85% from the FY 2003-04 Revised Operating Budget. The )
increase occurs because of additions to the Library reflecting increased operating costs to run the new facility, )
which is three times larger than the old library. It also reflects a 53% expansion of the sanitary sewer and storm }
sewer service areas under agreement with Clean Water Services (CWS) the county-wide sewerage service }
agency. This increase is offset by increased sanitary and storm sewer revenues. Finally, the increase also }
reflects additions to the Building Inspections program, paid for by building permits and fees, to handle increased
workload due to the increased level of building activity in Tigard. The operating budget increase does not reflect }
possible cost of living increases for City employees. The City is in negotiations with the two unions representing
City employees and the cost of living adjustment factor has not been resolved. )
)
The proposed FY 2004-05 Budget calls for a net increase of 6.2 positions. The total number of authorized
positions (264.20) includes 2 positions which are frozen, however, and will remain vacant throughout the fiscal
year. Staffing increases and decreases proposed in the budget areas follows: City Administration -a decrease )
of 0.2; Community Development - an increase of 2; Engineering - no change; Finance - no change; Library - )
a increase of 4.3; and Public Works - an increase of 0.1. These position changes are discussed more fully )
below. )
The FY 2004-05 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 $750,000. The FY 2004-05
Proposed Budget adds another $350,000 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. }
1
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, Focus on Tigard, and cable television broadcasts. The City will review each of these }
methods and will focus efforts on those that provide information to the public in a complete, concise, and
understandable manner. )
The budget of the Department is proposed to increase by 1.9%. Staffing is down.02 FTE. The increase is due
mainly to increases in contracted services and citywide insurance costs.
374
}
2004-2005 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 2004-05, the City Attorney budget is up 21.6% from the FY 2003-04 amount.
It is anticipated that attorney costs for FY 2003-04 will exceed original budget amounts and that the FY 2004-
05 proposed amount more accurately reflects the City's needs.
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. The Department includes Long Range Plan-
ning, Current Planning, and Building Divisions. The functions and responsibilities ofthe Department include
community planning; administration of the Development Code; building plan review and inspections; and cus-
tomer service at the City's permit counter. The workload of the Department is impacted by the local economy
and must be ready to quickly to respond to building trends and development activity. The City has seen an
increase in building activity this past year and the budget for FY 2004-05 has been prepared assuming this trend
will continue. The budget for this Department is up 10.6% from last year. The majority of this increase is in the
area of building inspection where 2.0 FTE have been added to be able to respond to the increased activity.
Funds have also been included to replace vehicles that are used in the field by the building inspection staff.
1
1 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 has been the limited funding for trans-
portation-related capital improvement projects. This limited funding, particularly in the Gas Tax Fund, forced the
department to shift its focus away from general street improvements to those areas where funding exists - major
arterials. However, the City Council approved a Street Maintenance Fee in November 2003 that will generate
approximately $800,000 per year for the repair and maintenance of City streets. This will impact the workload
of the Department in FY 2004-05. In addition, the Department will also begin to play a greater role in the
management of the right-of-way throughout the City in FY 2004-05. The Department budget also includes the
funds for energy and maintenance costs of the City's street lights and signals. The FY 2004-05 budget for the
Engineering Department is up 4.7% from the FY 2003-04 level in response to the greater expected workload.
Finance
The FY 2004-05 budget for the Department is up by 3.8% and staffing levels remain unchanged. The increase
} is due mainly to increases in contracted services. In previous years, the Administrative Services Division was
broken into to three sections, Office Services, Records, and Municipal Court. In FY 2004-05, the Office
Services and Records sections will be combined into one section, Office Services, to more effectively manage
staff resources.
The Finance Department provides support to other City departments and is responsible for collecting City
revenues and overseeing City finances. The FY 2004-05 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.
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375
2004-2005 Budget Message
Library
The FY 2004-05 Budget for the Library is up 13.99%. Staffing is up 4.30 FTE. The new Tigard Library will
be opening in late summer 2004. The Proposed Budget includes only minimal increases due to anticipated
funding decreases from the Washington County Cooperative Library Services (WCCLS). In November 2002,
Washington County voters turned down a WCCLS measure to provide operating funds to all libraries in the
County, including Tigard. Voters will once again have the opportunity to vote on this operating levy measure on
May 18, 2004. Based on the current economy and voting climate, the increased revenues that would be ,
received if the operating levy passes were not built-in to the FY 2004-05 Proposed Budget. The reduced
funding will cause a reduction in library open hours in FY 2004-05, limited staff increases even though the new
library is three times the size of the current library, and no or minimal increases in library programs. Tigard is
working closely with Washington County to obtain additional funding for library operations.
1
This year, the Proposed Budget contains a different feature. The WCCLS has placed a local option levy on the
May 18 ballot. The Proposed Budget does not include funds from this levy. To help citizens and the Budget )
Committee understand the potential impact of this levy on Tigard, the Proposed Budget contains buff-colored
pages to show the Library budget if voters approve this measure. If approved, WCCLS funding for Tigard will )
increase by approximately $349,000, which will off-set the additional expenditures. 1
Police )
The FY 2004-05 Budget for the Department is up 3.4% from the FY 2003-04 Budget. Staffing levels are )
constant, though the FTE count includes two positions which are frozen due to lack of funding and will not be )
filled in FY 2004-05. In FY 2003-04, three positions were frozen and not filled. The Department continues to )
experience significant cost increases for important services such as the Washington County Consolidated )
Communications Agency, the Portland Police Data System, and personnel services. Police personnel are the
only Tigard City employees covered by PERS.
Public Works ,
The FY 2004-05 Budget for the Department is up 15.67% from the FY 2003-04 Budget. Staffing levels are up
0.1 FTE. In FY 2003-04, one of the authorized positions was frozen and not filled. 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 ofthis Department is decreasing, and is down )
2.7% in FY 2004-05. The major issue for the Department is expansion of the sanitary and storm sewer areas
by about 53%. Under agreement with Clean Water Services, the county-wide sewerage service agency, the
City of Tigard will assume responsibility for providing sanitary and storm sewer services to unincorporated areas
adjacent to the City currently served by CWS. This change will occur January 1, 2005. The cost of providing )
services to these areas will be offset by the collection of user fees and charges. This change adds 1.5 FTE to )
the budget ofthe Department, and the Sanitary and Storm Sewer Funds portion of the Departmental budget will
increase by 55.3% and 99.5%. )
Capital Improvements
The FY 2004-05 Budget also includes $26,820,156 for Capital Improvement Projects (CIP). 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 30.92% increase over the FY 2003- }
04 CIP. This increase is attributable to several major projects that include: the Alberta Rider reservoir project
in the Water System, construction of a new intersection at Hall Blvd. and Wall Street, expansion of the Citywide )
}
1
376
}
2004-2005 Budget Message
} Sanitary Sewer Extension Program, water projects with the Joint Water Commission (JWC), and the potential
of the creation of a new Local Improvement District (LID) for the construction of Wall Street from Hall Blvd. to
Hunziker Street.
Debt Service
The FY 2004-05 Budget includes debt service for the General Obligation bond approved by Tigard citizens in
May 2002 to construct the new library. The bonds were sold to the Oregon Economic and Community Devel-
opment Department.
The FY 2004-05 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 ofthe
bonds will be determined in the fall of 2004. 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.
1
i Funds
} Governments account for their activities in discrete financial units called funds. FY 2004-05 sees the addition of
a new fund, the Street Maintenance Fee Fund. The City Council adopted a new Street Maintenance Fee in
2003. This fee is dedicated to paying the costs of major maintenance of the City's streets and roadways. It is
budgeted in a separate fund to ensure that this new fee is used only for the intended purpose and to facilitate
reporting to citizens.
In its continuing effort to improve financial management practices, the City of Tigard has also 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. The old funds are included in the
FY 2004-05 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, the City added effectiveness measures to the budget. These measures are designed to tell
Tigard citizens how well we are doing our job. FY 2004-05 marks the fourth 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.
377
2004-2005 Budget Message
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 ofAchievement for Excellence in Financial )
Reporting for the year ending June 30, 2003. The City also received the Di stinguished Budget Presentation )
award for the FY 2003-04 Budget. The City will continue to produce quality financial documents that meet the )
requirements of both of these programs.
Conclusion
As the uncertainty of our economy persists, we are challenged to continue to provide high quality services to our )
citizens as our areas of responsibility grow. Added to the challenge are the cost implications of factors outside )
our control (rising health costs, PERS changes, rising fuel costs) as well as those created by us (bringing on-line
a 47,500 square foot library, addressing long-term water, streets, and parks deficiencies) and those factors we )
are bound to address, such as negotiating new labor agreements. We continue to address our needs head on,
identifying the costs, and the opportunities available to us to achieve our objectives. )
)
The City Council has developed a strategic plan that calls for Tigard to address several pressing needs while )
striving for a conservative budget without seeking additional funds through a local operating levy until later. We )
have successfully achieved this for the past few years by reviewing fee structures and creating new fees so the )
burden for services required by users is bome by those users, rather than the general public through the prop-
erty tax. Almost all available user fees opportunities have been put into place.
The City Council has looked to annexation as a possible means to more efficiently deliver municipal services
while continuing the philosophy of having those who use and expect services to share fairly in paying for them.
During the upcoming fiscal year, Council likely will decide whether to pursue a maj or annexation, and the voters
could decide whether that annexation happens, effective July 1, 2005. If the annexation goes forth, once the
final decision is known, staff anticipates that the budget adjustments will be necessary during the final coming
y fiscal year to advance funds to gear up for the new responsibilities that will be around mid-2005. The present )
budget does not reflect such costs. )
The budget process, which we are beginning, is quite different from past years as a result of the continuing
economic conditions, the uncertainty of the WCCLS library funding measure, and the potential for annexation. )
We will do our best to present the issues and alternatives to the Budget Committee so that the Committee can
make informed decisions on how the budget can help Tigard continue on its positive course.
)
Respectfully submitted, )
)
William A. Monahan
City Manager
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378
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1
~ Summary of Contingency
}
1 The FY 2004-05 budget includes contingency appropriations for most operating funds. Contingencies are built
into the budget to ensure that funds are available for unforeseen events and to build a cushion into revenue
estimates.
1
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.
Revised Adopted
I Fund Summary 2003/04 2004/05
j General Fund $829,414 $950,000
Sanitary Sewer Fund 68,000 599,900
Storm Sewer Fund 200,000 264,500
1 Water Fund 1,086,000 1,300,000
Water SDC Fund 203,500 175,750
Water CIP Fund 902,000 1,755,359
Water Quality/Quantity Fund 1,660 42,000
Criminal Forfeiture Fund 0 0
Gas Tax Fund 124,000 250,000
County Gas Tax Fund 0 0
Parks Capital Fund 166,764 167,571
Traffic Impact Fee Fund 495,000 315,000
Traffic Impact Fee Urban Services Fund 148,000 75,500
Building Fund 143,500 272,500
Electrical Inspection Fund 28,000 38,000
Underground Utility Fund 15,000 37,500
Urban Services Fund 111,000 115,500
Wall Street LID Fund 0 0
} Tree Replacement Fund 0 0
Street Maintenance Fee Fund 0 104,280
Metro Greenspaces Fund 0 0
Facility Fund 1,190,000 545,500
Central Services Fund 262,334 691,768
Fleet/Property Management Fund 60,000 70,000
GO Debt Service Fund 0 0
Bancroft Bond Debt Service Fund 0 0
Total Contingency $6,034,172 $7,770,628
Contingencies may not be spent directly; if needed, they must first be transferred to a program expenditure by
resolution of the City Council. If not transferred to a program expenditure during a fiscal year, the contingency
amount becomes part of the ending fund balance.
}
379
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Glossary of Budget Related Terms
Fund: A fiscal and accounting unit with a self-balancing set of accounts in which cash and other financial re-
sources, 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 positive or negative 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.
1
Genera fyAccepted 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 1
construct public improvements (such as streets, sewers, storm drains, streetlights, etc.) to benefit properties.
Costs of such improvements are then assessed among benefited properties.
)
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. School's maximum rate is limited to $5. )
Measure 47: A Constitutional limit on individual property tax collections approved by voters in November r'
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 converts 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 transpor-
tation. 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 measurable and available to finance expen-
ditures of the current period.
1
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". 1
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382
y
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Glossary of Budget Related Terms
1
Object Classification: Indicates type of expenditure being made, i.e., personal services, materials and services,
j capital outlay, etc.
Operating Budget: The portion of the budget that includes appropriations for direct services to the public includ-
ing 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.
1
ODOT: Oregon Department of Transportation.
Permanent Tax Rate: The dollar-per-thousand figure used to calculate property tax revenues. Under Measure
1 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 ofTigard's adopted budget include Commu-
nity 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.
} SDC: Abbreviation for Systems Development Charges. SDCs are paid by developers and builders to fund
expansion of infrastructure necessary due to increased usage. 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 may 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.
383
Glossary of Budget Related Terms
TIF: Abbreviation for Traffic Impact Fee. These are revenues from 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 Services area is shown on the map at the end of the budget
document.
WCCLS: Abbreviation for Washington County Cooperative Library System. 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. j
99W: Major state highway running through Tigard and connecting the City with Interstate 5 and Highway 217.
Also referred to as Pacific Highway West.
1
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384
Advisory Committees
)
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 Council also appoints a non-voting, alternate member who will fill any vacancies that may
occur during the year. 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 Term
Members Appointment Ex ires
Benner, Mike Citizen Jan-99 Jun-05
Burgess, George Citizen Oct-87 Jun-04
Dirksen, Craig Mayor Jan-01 Dec-04
Haldeman, Mark Citizen Apr-04 Jun-07
j Moore, Brian Councilor Jan-96 Dec-04
Moszer, Irene Citizen Feb-01 Jun-06
Nabors, Forrest Citizen Apr-03 Jun-06
Sherwood, Sydney Councilor Feb-O1 Dec-06
Wilson, Nick Councilor Jan-03 Dec-06
Woodruff, Tom Councilor Jan-03 Dec-04
Yesilada, Sue (alternate) Citizen Apr-04 Jun-06
Building Appeals Board
J
This seven-member board consists of one each of the following: the general public, Oregon Disability Commis-
sion representative, Fire Marshal, licensed general contractor, engineer, municipal building official, and an
attorney. The board hears and decides appeals of orders, decisions or determinations made by the Tigard
building official relative to the application of Title 14, the building and development code, except Chapter 14.16
(housing code) ofthe Tigard Municipal Code.
J
Original Term
Members Appointment Expires
Craghead, Alexander Citizen Apr-02 Dec-04
Jurrens, Jeff Citizen Sept-03 Apr-06
McKee, Gerald Citizen Apr-02 Apr-06
Mitchell,Alan Citizen Apr-02 Apr-06
Nibler, John Citizen Apr-02 Apr-06
Pike, Robert W. Citizen Sept-95 Apr-06
Watson, Eric R. Citizen Apr-02 Apr-06
385
Advisory Committees )
)
Downtown Task Force )
The Downtown Task Force is charged with three objectives: 1) work closely with Washington County and Tri- )
Met to influence the Main Street commuter rail train station's development and appearance; 2) examine down-
town Tigard infrastructure improvements, including pedestrian and vehicular circulation; 3) develop a work plan
to address other revitalization and economic development needs for the area. This task force has recently been
increased from 12 to 24 members by the City Council.
Original Term
Members Appointment Expires )
Barkley, Carolyn Citizen Nov-02
Bishop, Brian Citizen Nov-02 )
Bishop, Martha Citizen Nov-02 }
Craghead, Alexander Citizen Nov-02
Dirksen, Craig Mayor Nov-02
Dawson, Ken Citizen Oct-03
Henderson, Marland Citizen Nov-02
Lewis, Chris Citizen Nov-02
Marr, Mike Citizen Nov-02 )
Munro, Judy Citizen Nov-02
Torkko MD, David Citizen Nov-02
Stevenson, Mike Citizen Nov-02
}
Additional appointments are currently in process.
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 Tenn
Members Jurisdiction Appointment Expires )
Carroll, Patrick Durham Jan-97 Dec-05 )
Moore, Brian Tigard Sep-02 Dec-04
Penner, Norman Tigard Water Dist. Aug-00 Dec-05
Winn, Dick King City Jun-03 Dec-05 )
Vacant At Large )
386 )
)
)
Advisory Committees
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 Tenn
Members Appointment Expires
Butler, Barbara Citizen Jun-03 Jun-05
Chapman, David Citizen Jun-98 Jun-04
Diamond, Marvin Citizen Jul-00 Jun-07
Kasson, Sue Citizen May-97 Jun-05
Smith, Jane Citizen Apr-00 Jun-06
Thenell, Jan Citizen Jul-01 Jun-05
Turley, Suzan Citizen June-02 July-07
j Park and Recreation Advisory Board
' The Park and Recreation Advisory Board consists of seven voting members and two ex-officio members. One
ex-officio member represents the Tigard Planning Commission and one represents the Tigard-Tualatin School
District 23-J. The board advises Tigard City Council on matters pertaining to the creation, operation, and
maintenance of recreation facilities under the jurisdiction of the City.
Original Term
Members Appointment Expires
Albertson, Barry (ex-officio) Citizen Oct-03 Dec-04
Ashley, Jason Citizen Sept-03 Dec-06
Baumgarten, David Citizen Jul-03 Dec-05
Bernhard DC, Scott Citizen Jul-03 Dec-06
Freudenthal, Michael Citizen Jul-03 Dec-05
Marks, Darrin Citizen Jul-03 Dec-07
Richards, Shelley Citizen Jul-03 Dec-07
Switzer, Carl Citizen Jul-03 Dec-07
Webb, Eileen (P.C. Rep.) Citizen Mar-04 Dec-04
V
)
387
)
Advisory Committees )
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 Expires )
Bienerth, Jodie Citizen Dec-01 Dec-05
Buehner, Gretchen Citizen Dec-O1 Dec-07
Caffall, Rex Citizen Dec-02 Dec-04
Haack, William Citizen Dec-02 Dec-06
Meads, Katherine Citizen Dec-03 Dec-05 )
Munro, Judy Citizen Dec-00 Dec-04
Padgett, Mark Citizen Sep-95 Dec-07
Sutton, Scot Citizen Dec-02 Dec-06
Webb, Eileen Citizen Dec-01 Dec-05
1
Transportation Financial Strategies Task Force
This task force will be exploring feasible strategies for funding transportation system improvements to meet the \
current and future transportation demands. The task force recommendation of a street maintenance fee to
address street maintenance needs was adopted by Council in November 2003. The task force is now being j
reconstituted to evaluate and recommend to City Council feasible new funding sources for urgently needed
transportation system improvements. The projects to be implemented from these new funding sources would
meet the City's goals of improving traffic safety, improving traffic flow, and enhancing pedestrian and bike
transportation.
)
Original Term )
Members Appointment Expires
Christopher, Basil Citizen Feb-01
Clark, Steve Citizen Feb-01
Froude, Bev Citizen Feb-O1 )
Gilmour, Cam Citizen Feb-01 )
Owen, Paul Citizen Feb-01
Schweitz, Joe Citizen Feb-01
Wilson, Nick Councilor Apr-04
1
388
}
1 Advisory Committees
1
1
Tree Board
The Tree Board was established by City Council resolution. The Board consists of up to seven members, who
1 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 Term
Members Appointment Expires
Bray, Jim (I st alternate) Citizen Dec-03 Dec-05
Cancelosi III, Robert R Citizen Dec-03 Dec-07
Callan, Rob Citizen Apr-03 Apr-05
j Gillis, Janet Citizen Apr-03 Apr-05
Haack, William Citizen Jan-04 Dec-06
Tinnin, Bob Citizen Apr-O 1 Apr-05
Penna, Colin (2nd alternate) Citizen Dec-03 Dec-05
1
}
1
)
}
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}
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}
l
389
)
}
Staffing Summary
Budget Actual Actual Revised Proposed Approved Adopted )
Unit Program 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05 )
Community Services }
Police )
1110 Police Administration 3.00 3.00 3.00 3.00 3.00 3.00 )
1120 Police Operations 47.50 47.00 47.00 47.00 47.00 47.00 )
1130 Police Support Services 25.00 25.00 26.00 26.00 26.00 26.00 )
Total Police 75.50 75.00 76.00 76.00 76.00 76.00
Library
)
1410 Library Administration 3.20 2.95 3.20 3.30 3.30 3.30 )
1420 Readers' Services 10.10 10.30 8.70 10.20 10.20 10.20
1430 Technical Services 5.20 5.20 5.00 5.70 5.70 5.70 )
1440 Circulation 12.20 12.20 12.00 14.00 14.00 14.00
Total Library 30.70 30.65 28.90 33.20 33.20 33.20
Total Community Services 106.20 105.65 104.90 109.20 109.20 109.20
Public Works )
2110 Public Works Administration 6.50 7.00 7.00 7.85 7.85 7.85
2120 Sanitary Sewer 6.93 6.95 7.25 7.75 7.75 7.75
2130 Storm Sewer 6.92 6.95 7.75 8.25 8.25 8.25 j$
2140 Streets Maintenance 9.35 9.20 8.50 8.00 8.00 8.00
2150 Fleet Maintenance 3.22 3.10 3.25 3.00 3.00 3.00 1.
2160 Property Management 3.38 3.25 3.25 3.25 3.25 3.25
2170 Water 17.95 18.00 17.00 16.25 16.25 16.25 )
1600 Parks and Grounds 9.75 10.25 11.00 10.75 10.75 10.75 }
Total Public Works 64.00 64.70 65.00 65.10 65.10 65.10
Development Services )
Community Development
2210 Community Dev. Administration 3.00 3.00 3.00 3.00 3.00 3.00 )
2220 Building Inspection 13.50 13.50 16.30 18.30 18.30 18.30 )
2230 Current Planning 9.00 9.00 8.20 8.20 8.20 8.20 )
2240 Long Range Planning 5.00 5.00 5.00 5.00 5.00 5.00 )
Total Community Development 30.50 30.50 32.50 34.50 34.50 34.50 )
Engineering
2250 Engineering 16.00 16.00 15.50 15.50 15.50 15.50 )
Total Engineering 16.00 16.00 15.50 15.50 15.50 15.50 )
Total Development Services 46.50 46.50 48.00 50.00 50.00 50.00 }
390 )
3
)
Staffing Summary
1
Budget Actual Actual Revised Proposed Approved Adopted
Unit Program 2001/02 2002/03 2003/04 2004/05 2004/05 2004/05
Policy & Administration
City Administration
3120 City Management 5.80 5.80 4.00 3.80 3.80 3.80
3130 Human Resources 4.00 4.00 4.00 4.00 4.00 4.00
3140 Information Technology 8.00 8.00 6.00 6.00 6.00 6.00
3150 Risk Management 2.00 2.00 2.00 2.00 2.00 2.00
Total City Administration 19.80 19.80 16.00 15.80 15.80 15.80
Finance
3210 Finance 3.00 3.00 3.00 3.00 3.00 3.00
3230 Financial Operations 10.80 10.80 10.80 10.80 10.80 10.80
3320 Office Services 7.00 7.00 7.30 7.30 7.30 7.30
3340 Municipal Court 4.00 3.00 3.00 3.00 3.00 3.00
Total Finance 24.80 23.80 24.10 24.10 24.10 24.10
Total Policy & Administration 44.60 43.60 40.10 39.90 39.90 39.90
} Total All Programs 261.30 260.45 258.00 264.20 264.20 264.20
i
391
Management/Professional
Group Salary Schedule
As of the printing date of this document, the Management/Professional Group Salary Schedule had not been '
finalized for FY 2004-05. This listed schedule is for FY 2003-04.
Range Category Classification Title Pay Range
J
32 M3 Confidential Administrative Spec. I Hourly 11.65 - 15.61 ;i
(City Administration) Monthly 2,019 - 2,706
Annually 24,228 - 32,472
38 M3 Confidential Administrative Spec. II 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
r
M3 Micro Computer Support Tech Annually 32,652 - 43,752 1
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
1
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
M3 Right-of-Way Coordinator }
1
392
l
1
Management/Professional
Group Salary Schedule
Range Category Classification Title Pay Range
i
53 M3 Human Resources Analyst Hourly 19.71 - 26.42
Monthly 3,416 - 4,579
Annually 40,992 - 54,948
54 M3 Grounds Supervisor Hourly 20.24 - 27.12
M3 Library Services Supervisor Monthly 3,508 - 4,701
l 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
l
393
Management/Professional 1
Group Salary Schedule ,
Range Category Classification Title Pay Range
64 M2 Engineering Manager Hourly 26.05 - 34.92
Monthly 4,516 - 6,052
Annually 54,192 - 72,624
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
i
105 M2 Police Lieutenant Hourly 28.60 - 38.34
Monthly 4,958 - 6,b46
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 1
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
1
394
1
1
i
j Tigard Police Officers Assoc.
Salary Schedule o"JuAm
As of the printing date of this document, the Tigard Police Officers Association Salary Schedule had not been
finalized for FY 2004-05. This listed schedule is for FY 2003-04.
Range 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
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
1 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
1
1
i
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1
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395
}
7
Oregon Public Employees
Union Salary Schedule
EFFECTIVE OCTOBER 1, 2004
Range Classification Title Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
186 Library Aide Monthly 1,419 1,489 1,564 1,642 1,724 1,810 1,901
Hourly 8.18 8.59 9.02 9.48 9.95 10.44 10.97 1
Annually 17,022 17,869 18,764 19,708 20,689 21,720 22,811
200 Administrative Specialist I Monthly 2,022 2,123 2,229 2,341 2,459 2,579 2,706
Hourly 11.66 12.25 12.86 13.51 14.19 14.88 15.61
Annually 24,258 25,472 26,748 28,097 29,507 30,942 32,475
201 Accounting Assistant I Monthly 2,073 2,175 2,285 2,398 2,518 2,644 2,778
Building Maint. Tech I Hourly 11.96 12.55 13.18 13.83 14.53 15.25 16.03
Annually 24,871 26,098 27,422 28,771 30,218 31,727 33,334
202 Utility Worker I Monthly 2,125 2,231 2,343 2,461 2,584 2,713 2,848
Hourly 12.26 12.87 13.52 14.20 14.91 15.65 16.43
Annually 25,497 26,772 28,121 29,532 31,003 32,561 34,180
204 Library Assistant Monthly 2,230 2,342 2,459 2,582 2,711 2,846 2,987 \
Hourly 12.87 13.51 14.19 14.89 15.64 16.42 17.23
Annually 26,760 28,109 29,507 30,979 32,536 34,155 35,848
206 Administrative Specialist II Monthly 2,351 2,469 2,594 2,723 2,859 3,003 3,151
Microcomputer Support Asst. Hourly 13.56 14.25 14.96 15.71 16.49 17.32 18.18
PBX Operator Annually 28,207 29,630 31,126 32,671 34,302 36,032 37,810
}
207 Accounting Assistant II Monthly 2,412 2,531 2,657 2,791 2,930 3,076 3,231
Hourly 13.91 14.60 15.33 16.10 16.90 17.75 18.64
Annually 28,943 30,378 31,886 33,493 35,161 36,915 38,767
208 Senior Library Assistant Monthly 2,468 2,592 2,722 2,858 3,002 3,151 3,308
Hourly 14.24 14.95 15.70 16.49 17.32 18.18 19.09
Annually 29,618 31,102 32,659 34,290 36,019 37,810 39,699
1
209 Building Maintenance Tech II Monthly 2,539 2,665 2,797 2,938 3,085 3,239 3,401
Engineering Technician I Hourly 14.65 15.38 16.14 16.95 17.80 18.68 19.62
Maintenance Services Tech. Annually 30,464 31,985 33,567 35,259 37,025 38,865 40,815
210 Information Processing Tech. Monthly 2,603 2,733 2,872 3,014 3,166 3,320 3,488
Sr. Admin Specialist Hourly 15.02 15.77 16.57 17.39 18.27 19.16 20.12
Utility Worker II Annually 31,236 32,794 34,462 36,167 37,994 39,846 41,857
211 Senior Accounting Assistant Monthly 2,670 2,802 2,943 3,091 3,245 3,406 3,578
Hourly 15.41 16.17 16.98 17.83 18.72 19.65 20.64
Annually 32,046 33,628 35,320 37,086 38,938 40,876 42,936
396
J
1
1
1
Oregon Public Employees
Union Salary Schedule
EFFECTIVE OCTOBER 1, 2004
Range Classification Title Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
212 Code Compliance Specialist Monthly 2,737 2,872 3,017 3,168 3,326 3,491 3,667
Hourly 15.79 16.57 17.41 18.28 19.19 20.14 21.16
Annually 32,847 34,469 36,203 38,013 39,912 41,898 44,010
213 Mechanic Monthly 2,807 2,948 3,097 3,251 3,411 3,585 3,763
Network Assistant Hourly 16.20 17.01 17.87 18.76 19.68 20.68 21.71
Permit Coordinator Annually 33,689 35,382 37,160 39,012 40,937 43,022 45,156
Permit Specialist
Permit Technician - Building
Permit Technician - Planning/Engineering
Urban Forester
Water Qual Prog Coordinator
Water Works Inspector
214 Senior Utility Worker Monthly 2,878 3,022 3,172 3,332 3,497 3,673 3,855
Hourly 16.60 17.43 18.30 19.22 20.18 21.19 22.24
Annually 34,535 36,265 38,067 39,981 41,967 44,077 46,260
215 Engineering Technician II Monthly 2,956 3,103 3,259 3,421 3,591 3,772 3,958
Inspector I Hourly 17.05 17.90 18.80 19.73 20.72 21.76 22.84
Librarian Annually 35,467 37,234 39,110 41,048 43,096 45,266 47,498
219 Network Technician Monthly 3,268 3,433 3,603 3,783 3,974 4,173 4,381
Senior Engineering Technician Hourly 18.86 19.81 20.78 21.83 22.92 24.07 25.28
Senior Librarian Annually 39,220 41,195 43,231 45,401 47,682 50,074 52,576
220 Plans Examiner Monthly 3,355 3,524 3,698 3,883 4,076 4,281 4,493
Hourly 19.36 20.33 21.33 22.40 23.51 24.70 25.92
Annually 40,263 42,286 44,371 46,591 48,909 51,374 53,913
221 Inspector II Monthly 3,440 3,614 3,793 3,982 4,181 4,391 4,610
Hourly 19.85 20.85 21.88 22.97 24.12 25.33 26.60
Annually 41,281 43,366 45,512 47,781 50,172 52,686 55,323
223 Engin./Survey Specialist Monthly 3,618 3,798 3,987 4,188 4,397 4,616 4,846
Senior Network Technician Hourly 20.87 21.91 23.00 24.16 25.37 26.63 27.96
Annually 43,415 45,573 47,842 50,258 52,760 55,396 58,156
224 Senior Plans Examiner Monthly 3,711 3,895 4,091 4,295 4,511 4,735 4,971
Hourly 21.41 22.47 23.60 24.78 26.03 27.32 28.68
Annually 44,531 46,738 49,093 51,546 54,133 56,819 59,652
225 Senior Inspector Monthly 3,805 3,995 4,194 4,403 4,624 4,857 5,100
Hourly 21.95 23.05 24.20 25.40 26.67 28.02 29.42
Annually 45,659 47,940 50,331 52,833 55,482 58,279 61,197
397
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I
City of Tigard, Oregon ~r
1
City of Tigard, Oregon yq~ O~r TAYLOR'S! FERRY
13125 SW Hall Blvd Tigard, OR 97223 < el r
Washington Q tiQl
Cin of Ti 1rd PHONE: (503) 6394171 WEB: http://www,cl.Ugard,or,us Square
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Regional Location Map Legend -
ommunlty Development
I
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 a