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On the Front Cover: a
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Children playing at the new Elizabeth Price Park on Bull Mountain Road. This park includes a
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playground, picnic tables, and open spaces. A winding interpretive trail atop the reservoir will lead •
visitors past a viewpoint to a compass inlaid in concrete.
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Picture taken with children's permission parents, by Rob Murchison, Senior Project Engineer, Pub- •
lic Works Department for the City of Tigard. •
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• CITY OF TIGARD OREGON
• FY 2009 -10
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• ADOPTED BUDGET
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• BUDGET COMMITTEE
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• Jason Snider Mayor Craig Dirksen
John Bailey Councilor Gretchen Buehner
• Cameron James Councilor Marland Henderson
• Dan Goodrich Councilor Sydney Webb
Rick Parker Councilor Nick Wilson
• Dena Struck
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• CITYEXECUTIVE STAFF
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• City Manager Craig Prosser
• Chief of Police William Dickinson
City Recorder Cathy Wheatley
• Community Development Director Ron Bunch
• Financial and Information Services Director Toby LaFrance
Human Resources Director Sandy Zodrow
• Library Director Margaret Barnes
• Public Works Director Dennis Koellermeier
• Assistant City Manager /Risk Manager Loreen Mills
City Attorney Jordan Schrader
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• Prepared by Financial and Information Services Department Staff:
MI • ® Toby LaFrance, Financial and Information Services Director
Amy Lawson, Accounting Supervisor
Joe Barrett, Management Analyst
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• Liz Lutz, Confidential Executive Assistant
• TIGARD www.tigard- or.gov
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
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Budget Presentation • •
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PRESENTED TO •
City of Tigard •
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For the Fiscal Year Beginning •
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President Executive Director . •
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The Government Finance Officers Association of the United States and Canada (GFOA) pre- •
sented an award of Distinguished Budget Presentation to the City of Tigard for its annual budget •
for the fiscal year beginning July 1, 2008. •
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 commu- •
nication 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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• TABLE OF CONTENTS
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• INTRODUCTION
• 2009 -2010 Budget Transmittal 1
Council Goals 7
• Citywide Organization Chart - By Program 9
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• READER'S GUIDE
User Guide to the Budget Document 11
1 • Budget Process 15
• Basis of Budgeting 18
• Fund Structure 19
Program Budget Structure 20
• Budget Unit Funding 22
• City Information 24
• City of Tigard Map 28
• BUDGET SUMMARY
• Where the money comes from 29
• Where the money goes 30
Fund Balance 34
• Summary of All Funds 35
• Summary of Contingency 40
• Operating Budget Summary 41
• Comprehensive Long Term Financial Forecast 42
• REVENUE ANALYSIS
• Current Revenue Summary By Fund 51
• Property Tax Summary 52
Assessed Valuation 53
• Property Tax Revenue 54
• State Revenue Sharing 55
• Enterprise Funds - User Fees 56
Connection Fees 57
• Permit Revenue 58
• County Shared Revenue 59
• Fine and Forfeiture Revenue 60
Interest Earnings 61
• Franchise Fee Revenue 62
• Interfund Transfers 64
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PROGRAM SUMMARIES •
Program Summaries 67 •
Expenditure Summary by Program 68
Operating Budget History 69
Staffing Levels 71 •
COMMUNITY SERVICES PROGRAM •
Community Services Organization Chart 73 •
Expenditure /FTE Summary 75 •
Police •
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Organization Chart/FTE Summary 76 •
Police Mission Statement 77 •
Police Administration 78 •
Police Operations 83
Police Support Services 88
Library •
Organization Chart/FTE Summary 94 •
Library Administration 95 •
Library Reader Services 100 •
Library Technical Services 107
Library Circulation 110 •
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Social Services and Community Events 115 •
PUBLIC WORKS PROGRAM •
Public Works Organization Chart 117
Expenditure /FTE Summary 118 •
Public Works •
Public Works Administration 119 •
Parks and Grounds 123
Street Maintenance 127
Fleet Maintenance 130 •
Property Management 133 •
Water 137 •
Sanitary Sewer 142
Stormwater 145 •
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• COMMUNITY DEVELOPMENT PROGRAM
• Community Development Organization Chart 149
• Expenditure /FTE Summary 151
• Community Development
• Community Development Administration 152
• Building 157
• Current Planning 161
• Long Range Planning 164
Capital Construction & Transportation 168
Development Engineering 174
Street Lights & Signals 177
• Downtown Redevelopment 180
• POLICY AND ADMINISTRATION PROGRAM
Policy and Administration Organization Chart 185
• Expenditure /FTE Summary 186
City Administration
• Organization Chart/FTE Summary 187
• Mayor & City Council 188
City Management 192
• Human Resources 196
• Risk Management 200
• Office Services 204
Municipal Court 207
City Recorder /Records 210
• • Financial and Information Services
• Organization Chart /FTE Summary 214
• Financial and Information Services Administration 215
• Financial Operations 219
Utility Billing 223
• Information Technology 226
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• GENERAL GOVERNMENT
General Government Organization Chart 229
• Urban Services 230
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CAPITAL IMPROVEMENT PLAN •
Capital Improvement Plan Summary 231 •
Streets 239
Downtown 244 •
Parks 246 •
Water 252 •
Sanitary Sewer 257
Storm Water 260 •
Facilities 265 •
DEBT SERVICE •
Debt Service 267 •
Debt Service Summary 268 •
General Obligation Bonds 269
Bancroft Improvement Bonds and Bond Anticipation Notes 270 •
Loans 271 •
Outstanding Debt Issues 272 •
Debt Service Schedules
General Obligation Bond - Library 273 0
69th Avenue Local Improvement District 274 •
Dartmouth Local Improvement District - 2003 275 •
OECDD /Cook Park Expansion 276 •
FUND SUMMARIES
Fund Summaries Introduction 277 ID
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General Funds •
General Fund 278 •
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Enterprise Funds •
Stormwater Fund 281 0
Sanitary Sewer Fund 282 •
Water Fund 284 •
Water CIP Fund 286 •
Water Quality /Quantity Fund 287
Water SDC Fund 288 •
Special Revenue Fund •
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Building Fund 290 S
City Gas Tax Fund 292 •
Criminal Forfeiture Fund 293 •
Gas Tax Fund 294
Electrical Inspection Fund 296 •
Tree Replacement Fund 297 •
Library Fund 298 •
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• Debt Service Fund
• Bancroft Debt Services Fund 299
• General Obligation Debt Service Fund 300
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• Capital Projects Fund
Facilities Fund 301
• Parks Capital Fund 302
• Parks SDC Fund 303
• Tigard Triangle LID #1 304
Underground Utility Fund 305
• Transportation Development Tax Fund 306
• Street Maintenance Fund 308
• Traffic Impact Fee Fund 310
• Internal Services Funds
Central Services Fund 312
• Fleet /Property Management Fund 314
• Insurance Fund 316
• APPENDIX
• Schedule of Appropriations 317
Financial Policies 327
Glossary of Budget Related Terms 334
• Advisory Committees 339
Staffing Summary 343
Management /Professional Group Salary Schedule 344
Tigard Police Officers Assoc. Salary Schedule 350
• Oregon Public Employees Union Salary Schedule 351
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• INTRODUCTION
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• 2009 -2010 Budget Transmittal 1
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• Council Goals 7
• Citywide Organization Chart - By Program 9
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TIGARD
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• FY 2009 -2010 BUDGET TRAANNSMITTAL
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• To the Citizens of the City of Tigard:
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• I submitted my proposal for the City of Tigard FY 2009 -10 Budget April 27, 2009. The City Budget
• Committee reviewed my proposal, made some changes and passed the Budget on to the City Council
• for final adoption. The City Council adopted this Budget on June 9, 2009. This was a very challenging
proposal to develop. Clearly the current economy is creating major challenges for all of us, and the
• City of Tigard is no exception. Fortunately, because of the nature of our primary revenue streams, the
• impacts are not as great as those being experienced by many sectors of our economy, but our chal-
• lenges are no less real for that. In addition, some long -term capital plans that the City has been work-
ing towards over the past several years are now coming to implementation. This is creating additional
challenges. The City has been forecasting anticipated financial needs over a five year window for many
• years. Those forecasts have consistently shown short term financial strength and long term challenges.
• With the double impact of the economy and major capital projects, those long term challenges are now
within the window of immediate concern.
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• Local governments operate under a different environment than most (if not all) sectors of private en-
terprise. In the private sector during hard economic times, the demand for goods and services drop.
As a result, revenues drop and businesses must cut expenses to match both their revenues and the de-
• mand for their goods. In the public sector during hard economic times, the demand for services fre-
• quently increases. Typically, crime rates go up, requiring better policing. Tigard crime rates are on an
• upward trend. Libraries typically see increased customer traffic and the public choose to borrow
books, CDs, DVDs and other materials rather than purchase them, and we see increased attendance at
• Library programs. This trend is happening in Tigard and the Library continues to break circulation and
• attendance records. Local governments also tend to see increased park usage during hard economic
• times, and that is certainly occurring in Tigard. In addition, over the past several years, Tigard has been
adding parks in response to citizen demands, and now we have a larger inventory to maintain. Other
• City services are also experiencing increased or steady customer demand.
• This budget is mindful of the need to respond to citizen demands for increased service levels while rec-
ognizing that our opportunities to increase revenues during the current conditions are extremely lim-
• ited. Tigard adopted a status quo budget that maintains current service levels within our existing re-
• sources. This budget works for FY 2009 -10, but it also sets up some challenges for future years. A
• major focus for the Budget Committee and City Council this year was how to position Tigard to meet
these future challenges.
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• A central factor to be considered as we reviewed this Budget was how long to expect our current eco-
• nomic conditions to continue. If I believed that the current economy were a short blip that would turn
around in the next several months, or if I believed that the current economy was the start of a major,
long -term disruption or realignment of the financial structure of our country, I would have proposed a
• very different budget. Instead, what we are hearing is that we are in the current hard times most likely
• through the end of 2010. After that time, the recovery should be picking up steam. This is the reason
that Tigard adopted a status quo budget rather than attempting to make major changes at this time.
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• The Adopted Budget also contains two major capital projects that merit more discussion and consid-
• eration. The first of these is the Burnham St. project and the second is the Long Term Water Supply
• project.
• INTRODUCTION - PAGE 1
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FY 2009 -2010 BUDGET TRANSMITTAL
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The Burnham St. Project encompasses the total rebuild of Burnham St. in the downtown Urban Re- •
newal District. It is a key catalyst to the eventual redevelopment of downtown. The project was de- •
signed with the help of a citizen advisory committee and includes widening of the roadway, wide side-
walks, planted medians in portions of the road, and on- street parking. The City has been working to •
purchase needed right of way and is ready to call for bids in August. The project will be funded by a •
combination of State Gas Tax and Traffic Improvement Fees. We need to issue revenue bonds to •
fund the cost of this project over time. The size and cost of the project, however, meant that debt ser-
vice on the bonds would use all available funding over the next 10 years and would jeopardize our abil-
ity to support street, street light, and traffic signal operations. Staff and I took alternatives to the cur- •
rent Burnham plan to the Budget Committee. The Budget Committee approved an alternative to split •
the project into phases to be bid separately. This will help the City to determine if there is a more eco-
nomical approach to the project that will reduce the long -term financial impact on Tigard's transporta- •
tion funds. •
Tigard has been working to secure a long term source of water over the last 15 years (at least.) Tigard •
has never had its own source of water and has had to purchase water from the City of Portland and the •
Joint Water Commission. Last year, Tigard entered into a water partnership with the City of Lake •
Oswego, which for the first time in our history provides us with ownership interest in a source of wa- •
ter. This was the least expensive option of all those that we studied, but the cost is still substantial. We
have always assumed that we will pay for the cost of a long term source of water by issuing bonds to •
spread those costs over the long term. This budget anticipates the first borrowing for this project. •
Impact of the Economy
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The revenue outlook for Tigard is guarded. Overall, our revenues are still increasing, but the rate of •
increase has dropped, leading to a flattening of our revenue streams. The City's largest single revenue •
is property tax. Due to Property Tax Measure 50, property tax is no longer based on market value.
Rather, the assessed value used for property tax is allowed to increase by three percent per year until •
such time as it meets market value. Over time, the market value has grown faster than the assessed •
value. Assessed value is now about 60% of market value. This means that the annual 3% growth in •
assessed values (and therefore property tax revenues) can continue for several years. This also means
that the City's property tax collection is 60% of what it would have been if it were based on market •
value. What has changed due to the economy is a lack of new construction to add to the base assessed •
value.
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At the same time that demand for services is increasing and revenues are flat, the cost of providing ser- S
vices continues to increase. Departments have trimmed the budget down to a status quo level, remov- •
ing almost all increases or changes to programs. Outside of Community Development where 11.6 •
FTE positions were cut due to the reduction in Building activity, the City is adding only 0.3 FTE. Staff •
remains Tigard's most valuable resource. The Budget includes contractually obligated cost of living
adjustments (COLAs) and increased contributions for medical and dental benefits. Management and •
professional staff have volunteered to forego their COLA this year. SEIU employees chose to keep •
their COLA, and as a result, SEIU employees will be furloughed 10 days during the year to offset •
COLA costs. TPOA agreed to defer their COLA to January 1, 2010, and one police position will be
held vacant all year to offset TPOA COLA costs. These actions build savings of $580,000 into the FY •
2009 -2010 Budget. •
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PAGE 2 - CITY OF TIGARD •
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• FY 2009 -2010 BUDGET TRANSMITTAL
• The same economic factors that create challenges to provide services are also impacting Tigard's ability
• to afford capital improvements for roads, parks, water, and facilities. Many capital projects are funded
with charges and fees that are collected when development occurs. With the downturn in develop -
• ment, the revenue for these improvements has slowed drastically. Another major source of revenue
• comes from taxes on the sale of gas. Recent high gas prices have decreased sales of gasoline and the
• resulting gas tax revenues. The last major source of revenue is from water sales. This revenue source
is the most robust, but also have some of the greatest demands placed upon it with the need to fund
• long -term water supply.
• • Budget Document
• The Budget document contains the details of the City's finances. The budget complies with the City's
• financial policies found in the Appendix. As stated earlier, this is a largely status quo budget for Tigard
• operations. Below are the few exceptions:
• The Building Division cut 11.6 FTE during the 2008 -09 fiscal year due to the economy. The
• Adopted Budget maintains this cut.
• • In Office Services there is a 0.1 FTE increase. The increase is a result of two Administrative
Assistant positions being reduced from 1.0 FTE to 0.8 FTE and a 0.5 FTE Graphic Designer
converting from temporary part time to permanent part time.
• • In City Administration, there is a swap of positions. Volunteer coordination is being decentral-
• ized to the departments and the 0.8 FTE position is being cut. At the same time, the division
will add a 0.8 FTE Community Event Coordinator to meet the growing demand for events that
bring citizens together.
• • In 2008 -09 Public Works Administration took over the work of room reservations. This is in
• addition to the parks reservations they already administered and was done without additional
• staff. The Budget adds 0.2 FTE Administrative Specialist bringing the total of the two posi-
tions to 1.8 FTE.
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• For the City's operations, those are the only changes. The rest of Community Development, Public
• Works and City Administration; and all of Police, Library, and Finance and Information Services are
unchanged.
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• The Capital Improvement Plan follows current priorities of Tigard. While we have managed to fund
many projects, there are $65 million in projects over the next 5 years that have not been funded.
Some of the highlights include:
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• • Burnham St. reconstruction and Ash St. Extension: by the end of 2008 -09, property acquisition
and design should be complete and construction should begin in 2009 -10. The total project
will cost $9.5 million, use most of the remaining Traffic Impact Fee funds, and require up to
$6.35 million in borrowing to be paid back by the Gas Tax Fund.
• • Main St. /Green St. retrofit is included. Design will continue in 2009 -10 with construction in
• 2010 -11. Most of the $3 million in expense is being funded directly through ODOT. This
Budget includes the $700,000 in required City matching funds and to perform water utility
• work.
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• INTRODUCTION - PAGE 3
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FY 2009 -2010 BUDGET TRANSMITTAL •
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• The Greenburg Rd /Hwy 99 /Main St. improvements being funded by the City Gas Tax of •
$0.03/ gallon is slated to complete land acquisitions in 2009 -10 with construction in 2010 -11. •
• Tigard continues to add Parks land and develop existing parks such as an extension of Jack •
Park to include a trail to access Walnut St by the new Fire Station. Most of the Parks projects •
are funded by General Fund, parks system development charges, or intergovernmental reve- •
nues such as Metro Greenspace funds.
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• The water system continues to be a high priority for Tigard. There is over $7.5 million to be •
invested in the system in 2009 -10. Tigard has entered into a partnership with Lake Oswego to •
provide both cities with a secure long -term water source. This is a long and expensive project,
but is less expensive than the other available alternatives. Combining 2008 -09 and 2009 -10, •
Tigard will have to borrow $5.5 million on a line of credit to be paid off by issuing water bonds •
in a subsequent year. •
• Sanitary Sewer and Storm Water collection systems continue to be extended and improved. •
The Adopted Budget has $2.4 million in system improvements. •
• In Facilities, Tigard is starting to look at city facility needs long -term. The Budget includes
$250,000 in seed funds to start saving for this future need. •
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Budget Issues •
The primary challenges for Tigard in 2009 -10 reside in four funding areas: General Fund, Building S
Fund, Transportation funding, and Water funding. •
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• General Fund pays for all of Police and Library; and portions of Community Development,
Policy and Administration, and Public Works. The ending fund balance for the Adopted •
2009 -10 Budget is $600,000 less than the adopted ending fund balance for 2008 -09. There are •
a number of factors that come in to play. General Fund is starting with $2.3 million less than •
it did in 2008 -09. Outside of transfers in, revenues are flat. Transfers in from other City funds •
are up due to revamping the allocation of Public Works Administration and Community De-
velopment Administration to supported funds. Personnel expenses are increasing. The •
budget assumes that all positions are filled for the entire year, as required by Local Budget
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Law, even though we can reasonably expect that vacancies will occur throughout the year. •
With Management Staff electing to forego their COLA, furloughs to offset the COLA in
SEIU, and TPOA negotiating to postpone their COLA for 6 months, Tigard will see savings •
of $460,000. This savings will help offset the $600,000 decrease in ending fund balance. All •
staff that are eligible to receive step increases have a 5% step budgeted. All staff have a 10% •
increase in medical and dental expenses budgeted. Lastly, the Budget contains a $300,000 re-
source transfer to the Building Fund. •
• The Building Fund has seen drastic changes since the 2008 -09 Budget was adopted. Revenues •
slowed and are expected to be only one -third of what was budgeted. In October, Tigard cut 10 •
positions from the Division and the remaining positions were reduced by 0.2 FTE for a total •
cut of 11.6 FTE. •
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PAGE 4 - CITY OF TIGARD •
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• FY 2009 -2010 BUDGET TRANSMITTAL
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• The program expenses in the 2009 -10 Budget are forty percent of the Adopted 2008 -09 pro-
• gram expenses. The Building Division has been reduced to two staff to keep the front counter
open during business hours, three staff to perform inspections, one staff to perform plans ex-
• amination, one permit system staff, and one manager. As stated above, these staff are all
• working a 32 hour work week to save money. Any further reductions in staffing will impact
• the ability to provide building services. Even with these reductions, fee revenues will not be
enough to cover the expenses of the division. To bridge the gap in funding, the Adopted
• 2009 -10 Budget includes a $300,000 resource transfer from the General Fund and staff is in-
• strutted to bring Council a proposal that will increase fee revenue by $250,000.
• • As stated earlier, in the area of transportation funding, the capital projects that are in the 2009 -
• 1 0 Budget will impact the City's ability to fund future operations. Burnham Street reconstruc-
• tion will require borrowing to be repaid by Gas Tax and Traffic Impact Fees. However, Gas
Tax revenues also support operations of the roads and the electrical bill for traffic and street
lights. There is only enough Gas Tax to support the existing operations. By borrowing this
• year, Tigard will have debt repayment in for the next 10 years. There are not enough resources
• to pay the debt and fund existing operations. To help minimize the potential shortfall, Tigard
• will seek two alternatives to the full Burnham project that will maintain the purpose of the pro-
ject, but decrease the cost.
• • Long -term water supply for Tigard is requiring a substantial investment. In 2008 -09 and 2009-
• 10, Tigard will pay Lake Oswego and Sherwood $5.1 million for facility improvements that will
benefit Tigard. Eventually, Tigard will issue revenue bonds backed by water rates, but until
• then the City's payments will be made by doing short-term borrowing on a line -of- credit.
• In addition to the primary challenges, there are some other areas of fiscal note.
• In the last budget, there was a discussion of starting a Criminal Court in Tigard. Council asked
• staff to look into the Court and assess the benefits and interest in the community. The interest
• in the community is low. In light of the economy and tight revenues, we have not included this
in 2009 -10.
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• • Tigard has started a process to assess our long -term City facility needs. Public Works and Po-
ll lice facilities have been identified as top concerns. This will require future resources.
• • During 2009 -10, Tigard will start exploring the possibility of going out for a voter approved
• Parks Bond to help the city acquire and develop additional Parks. In 2009 -10, the City will
• spend the last of the Metro Greenspaces funds and will not have sufficient revenues to con-
tinue to expand parks to serve Tigard residents. The forecast does not yet include this potential
• revenue and expense.
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• INTRODUCTION - PAGE 5
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FY 2009 -2010 BUDGET TRANSMITTAL •
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Summary •
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The primary challenge in the 2009 -10 Budget is sustainability over the long term. Many of our funds •
are budgeted to end 2009 -2010 with less money in the bank than they start with. This is not uncom-
mon. Often Tigard budgets more expenses than revenues because it is rare to spend all budgeted S
funds. Positions go vacant and efficiencies are found. The challenge is that the 2009 -10 Adopted •
Budget has ending fund balances that are lower than they have been in prior years and this is concern- •
ing. Tigard has adopted a budget that maintains the status quo, and which implements some long -
planned capital improvements based on the assumption that economic conditions should start to im- •
prove by the end of 2010. If conditions do not improve as quickly as anticipated, the FY 2010 -11 •
Budget will require major restructuring. •
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Sincerely, •
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Craig Prosser •
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City Manager •
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PAGE 6 - CITY OF TIGARD •
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• COUNCIL GOALS
• The City Council meets annually to set out its goals for the coming year. For our 2009 Goals, Council
• has focused on tasks that they feel must be done in 2009 to lay the foundation for progress five, ten, and
• fifteen years in the future.
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• Council would also like to acknowledge on -going tasks, programs, and projects that serve and protect
• Tigard citizens. These work items are in process and do not require specific Council action. Examples
1111 include obtaining a permanent and secure water source for the City, greenspace acquisition, fiscal viabil-
ity, public safety, and library services.
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• Council Goals for 2009
• 1. Implement Comprehensive Plan
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• a. Update Tigard zoning maps based on Comprehensive Plan Update
• b. Update Tree Code to meet Comprehensive Plan
c. Continue to lobby for light rail in 99W Corridor
d. Develop a 50 -year aspirational goal in support of Urban /Rural Reserves Program
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• 2. Implement Downtown Urban Renewal
a. Move forward with Burnham Street Project
• b. Complete land use regulations and design standards for the downtown
• 3. Prepare for 2010 Bond Measure for Parks, Open Spaces and Trails
• a. Complete Parks Master Plan
• b. Pursue Fanno Park and downtown plaza property acquisition
4. Continue to support the legislature in addressing the financial needs of state and local
• governments in Oregon
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• 5 -Year Goals
• • Implement Comprehensive Plan
• Develop a long -term financial strategy
• • Obtain 99W designation as the next Light Rail Corridor
• • Prepare 2010 Bond Measure for Parks, Open Spaces and Trails
• • Begin 99W access management implementation
• Support WCCLS and Public Safety levy renewals in 2010
• Begin City Facility Needs Plan implementation
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• INTRODUCTION - PAGE 7
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COUNCIL GOALS •
Long Term Goals •
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• Pursue opportunities to reduce traffic congestion in Tigard •
• Seek to improve Hwy 99 Corridor (land use, alternative routes, traffic, etc.)
• Implement Downtown Urban Renewal Plan •
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• CITYWIDE ORGANIZATION CHART — BY PROGRAM
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• CITIZENS OF TIGARD
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• MAYOR &
• CITY COUNCIL
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• A.
• TTY
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• COMM UNITY PUBLIC COMMUNITY POLICY &
• SERVICES WORKS DEVELOPMENT ADMINISTRATION
• I I
• PUBLIC COMMUNITY CITY FINANCIAL AND
• POLICE LIBRARY WORKS DEVELOPMENT ADMINISTRATION INFORMATION
SERVICES
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• Administration :1dnutistration Administration .Administration Mat or and Council :Adnunistrauon
• I
• Reader: Parks & Building Financial
• Operations City 11ena};rmrm
Services Grounds lit >peeuun Operations
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• Support Technical Sanitary Current Human Resources L'ulny Billing
Services Services Sewer Planning
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• 1 J ma Range Infi „rotation
Circulation Stormwater Risk Management
• Planning '1'echnolcokn
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Street Capital Construction
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Alainterunce & Transportation ()Rice S + Je ts
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• Fleet Dee el 'pm etit (_m Recorder/Records
Maintenance Engineering
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• Propert+ Street Lights
• Management & Signals ltunucipal(„un
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• Du ntin n
Water
Redevelopment
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• INTRODUCTION - PAGE 9
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• READER'S GUIDE
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• User Guide to the Budget Document 11
• Budget Process 15
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• Basis of Budgeting 18
• Fund Structure 19
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• Program Budget Structure 20
• Budget Unit Funding 22
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• City Information 24
• City of Tigard Map 28
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• USER'S GUIDE TO THE BUDGET DOCUMENT
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• The budget document describes how the City of Tigard plans to meet the needs of the community. It
• is also a resource for citizens interested in learning more about the operation of their City government.
• The City budget fulfills several functions:
•
• • At its most basic level, the budget is an accounting document. It establishes the basic guidelines
• that the City uses to measure and control expenditures and to track its revenues.
• • The budget also serves as an operational guide. It identifies work programs and goals to be
S achieved for each department or unit in the coming fiscal year.
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• • 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 compre-
hensive manner. The City reviews the needs of the community, priorities, and goals and then
matches resources against those needs, priorities, and goals. Resources are limited, so choices must
be made. The annual budget reflects those choices.
•
• • Finally, throughout all levels, the budget is a 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 choices made and the direction in which the City is headed.
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• The budget document has been organized to assist the reader in understanding how and why the City
• budgets as it does and to provide more summary level information at the beginning of the budget
document with more detailed information at the end. Not only is the document arranged from a high
• level summary to more detailed, each section is also arranged in this manner.
•
• As the reader reviews the information in this document, he or she will see this arrangement as well as
• the functions listed above that a budget should fulfill.
S The City of Tigard '-s budget document is divided into nine primary sections as presented below:
•
• Introduction
•
This section contains the Budget Transmittal from the City Manager. This letter summarizes the major
provisions that have been included in the FY 2009 -10 Adopted Budget. It includes a discussion of the
• major policy issues that were considered and major changes from last year. This section also contains
• Council Goals which provide the foundation and direction for many of the choices made in construct-
• ing this budget.
• A Citywide organization chart orienting the reader as to the programs and services provided by the City
is included in this section.
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USER'S GUIDE TO THE BUDGET DOCUMENT •
•
Reader's Guide •
This section provides an overview of the budget process, the basis of budgeting, the budget structure, •
and general City information including a map. This section is designed to help familiarize the reader •
with the City and its budget. •
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Budget Summary •
• The Budget Summary is designed to give the reader an overall view of the entire City budget.
This section contains summary charts and information to provide a one -stop picture of the budget. •
These high -level summaries provide an easy reference for overall City trends and conditions. •
This section also presents the Comprehensive Long Term Financial Forecast. The Financial Forecast •
projects City revenues 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 fu- •
ture trends, needed corrective action, and to forecast the success of current financial efforts. •
Revenue Analysis •
•
The Revenue Analysis section contains information about the City's primary sources of revenue across •
all funds. This section provides a basic explanation of 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, •
Community Development, Policy and Administration and General Government. Each program area •
contains one or more operating departments or budget units. The Program Summaries section pro-
vides detailed information for each program area by department and budget unit. The information in •
this section includes a program -level narrative and summary expenditures and authorized position •
counts. •
The following subsections within the Program Summaries section include a narrative for each budget •
unit presenting the long term results the unit is working to achieve, a description of the unit's services •
and activities, FY 2009 -10 goals and objectives, accomplishments for the prior fiscal year, and major
highlights of the unit's budget. This section also includes workload indicators for each unit showing •
how much work it has accomplished in the past and how that workload is expected to change in FY •
2009 -10.
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• USER'S GUIDE TO THE BUDGET DOCUMENT
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• This section also includes effectiveness measure for each unit. The City of Tigard has em-
• barked on a program to measure how well it is doing its job. Effectiveness measures are indi-
• cators to show the progress of each unit in achieving its long term results.
• Community Services Program
•
• This section includes budget appropriations and explanatory material for the Community Ser-
• vices Program. The Community Service Program includes Police, Library, and Social Services
• and Community Events.
• Public Works Program
•
• This section includes budget appropriations and explanatory material for the Public Works Pro-
gram. The Public Works Program includes Public Works Administration, Parks and Grounds,
• Sanitary Sewer, Stormwater, Street Maintenance, Fleet Maintenance, Property Management,
• and Water.
•
• Community Development Program
• This section includes budget appropriations and explanatory material for the Community De-
• velopment Program. The Community Development Program was formerly known as the De-
• velopment Services Program. The Program name was changed during the FY 2006 -07 budget
• process due to the reorganization of several departments. The Development Services Program
• used to be comprised of the Community Development and Engineering Departments. As part
of the reorganization, the Engineering Department was merged into the Community Develop -
• ment Department and the Engineering duties were split between two new divisions, Capital
• Construction and Transportation and Development Engineering.
• The Community Development Program includes Community Development Administration,
• Building, Current Planning, Long Range Planning, Capital Construction and Transportation,
• Development Engineering, Street Lights and Signals and Downtown Redevelopment.
•
• Policy and Administration Program
• This section includes budget appropriations and explanatory material for City Administration
• and Financial and Information Services. The City Administration Program includes Mayor and
• Council, City Management, Human Resources, Risk Management, Office Services, City Re-
• corder /Records and Municipal Court. Financial and Information Services includes Informa-
• tion Technology, Financial and Information Services Administration, Financial Operations, and
• Utility Billing.
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• READER'S GUIDE - PAGE 13
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USER'S GUIDE TO THE BUDGET DOCUMENT •
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General Government Program •
This section includes appropriations to close out and remit any remaining fund balances in the Urban •
Services Fund and the Urban Services TIF Fund to Washington County. •
Capital Improvements •
•
The Capital Improvements section, formerly called the Capital Improvements section, provides infor- •
mason about the City's five -year capital improvement program. The program contains information •
about major construction and capital acquisition projects. It includes information about major con- •
struction and capital acquisition projects that are planned during FY 2009 -10 as well as projections of
capital needs over the following four years. S
•
Debt Service •
The Debt Service section presents information on the City of Tigard's outstanding long term debt. •
This section shows current and future debt service requirements, calculations of debt ratios, the corn- •
parison to statutory debt limitations, and debt service schedules. •
Fund Summaries •
•
The Fund Summaries section shows the City's fund structure and detailed fund reconciliations for each •
fund managed by the City. A fund is a self - balancing set of accounts and is used to track revenues and •
expenditures for specific operations. Under Oregon law and Generally Accepted Accounting Princi-
pies, revenues and expenditures of individual funds may not be co- mingled. This section shows cur- •
rent and historical information on the resources and requirements of each of the City's funds. •
Appendix •
•
The Appendix section contains a variety of other budget - related information to assist the reader's un- •
derstanding, such as the Budget Message from the City Manager (written for the Proposed Budget), •
salary schedules, staffing summary, the City's financial policies, and a glossary of terms used in the
budget. This section also includes a listing of Advisory Board and Committee members. •
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• BUDGET PROCESS
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• Budget Process
•
• Staff begins preparing the annual budget several months prior to adoption. In November and Decem-
• ber staff completes a five year forecast of all revenues, expenditures and fund balances. The forecast
typically anticipates future fee increases or new fees, changes in technology or laws, additional staffing,
• equipment replacement, and impact of capital construction on operating costs. These forecasts pro-
• vide a basis for department staff to later use during the budget process.
• The City Manager reviews the forecasts for all funds and directs which future expenditures must be
• postponed or eliminated to ensure a stable, financial future, but still provide the necessary resources to
• continue to provide current services at the same level of service in the future and accomplish City
• goals.
• Budget parameters and guidelines for the coming fiscal year are set in relation to the finalized five year
• forecast. Guidelines can include the number of additional staffing allowed in the budget requests,
• changes in programs, equipment replacement, etc. In January, department staff prepares their re-
quested budgets while at the same time the City Council sets its goals for the coming year. These goals
• and the necessary resources to accomplish them are included in the budget requests and may require
• adjustments to the forecast and budget guidelines.
• After departments submit their requested budgets, Finance staff reviews the requests and meets with
• the departments to discuss the requests and obtain additional information to assist with their analysis.
• In March, Finance staff finalizes their budget analyses and meets with the City Manager and Depart-
• ment Directors to review the requests. The City Manager makes decisions on the requested budgets,
which are then incorporated into the Proposed budget.
•
• In April and May, the City Manager presents the Proposed Budget to the Budget Committee. The
• Budget Committee, in accordance with Oregon Budget Law, is made up of the City Council and an
equal number of citizen members. In Tigard's case, the Budget Committee is comprised of the Mayor,
• four Council Members, and five citizens. All budget meetings are open to the public and are required
• to be advertised as such. At each budget meeting, time for public comment and input is provided.
• After all input has been received, the Budget Committee approves the budget with any changes and
forwards it to the City Council for adoption.
•
• In June, the City Council holds another public hearing to allow for additional public comment. After
• the public hearing, the Approved Budget is adopted by City Council resolution. The Adopted Budget
takes effect on July 1. According to Oregon Budget Law, a budget must be adopted prior to July 1.
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• READER'S GUIDE - PAGE 15
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BUDGET PROCESS
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Budget Calendar •
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November /December Finance staff updates the five year revenue and expenditure forecasts •
and sets growth trends and baselines. •
City Manager reviews forecasts and sets guidelines and policy for next •
year's budget. •
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January Finance staff prepares budget instructions, provides training as required,
and distributes budget guidelines to department staff. •
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City Council establishes goals for the year. •
February Departments prepare budget requests for review by Finance staff. •
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Department staff submits revenue and expenditure projections for the •
current fiscal year.
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Finance staff reviews requests and prepares budget analysis. The five •
year forecast is updated based on requested budget amounts and projec- •
tions for the current fiscal year. •
March /April Requested budgets and budget analyses are submitted to the City Man- •
ager. Budget discussions between the City Manager, Department Direc- •
tors, and Finance staff take place. •
Finance staff updates five year forecast based on proposed budget. •
The Proposed Budget document is produced by Finance staff. •
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Budget Committee meetings are advertised. •
April /May The City Manager's Proposed Budget is submitted to the Budget Com- •
mittee for deliberation. Several public meetings are held to present the •
Proposed Budget to the Budget Committee to discuss and to allow citi- •
zen comment. The Budget Committee makes changes as appropriate •
and then approves the Budget before forwarding it to the City Council •
for adoption.
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• BUDGET PROCESS
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• Finance staff updates five year forecast based on approved budget and
• revised projections for current fiscal year revenues and expenditures.
Public Hearing Notice for Budget Adoption is advertised.
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• une A public hearing before City Council is held to allow citizens to com-
ment on the Approved Budget. After the public hearing, the Approved
• Budget is adopted by City Council resolution.
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• Finance staff updates five year forecast based on adopted budget.
• The Adopted Budget document is produced by Finance staff.
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• j ulv The Adopted Budget takes effect.
• Budget Revision Procedures
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• 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
•
• In accordance with Oregon Budget Local Budget Law, a Supplemental Budget is required to appropri-
ate increased resources within a fund (except for gifts, grants, and donations), or if total budget amend-
• ments 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 Com-
• mittee prior to adoption by the City Council. Supplemental 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 ap-
proval. 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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BASIS OF BUDGETING •
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The basis of budgeting is largely the same as the basis of accounting with a few exceptions. Budgets •
are prepared in accordance with the modified accrual basis of accounting for Governmental Fund •
Types. Proprietary Fund Type budgets follow the accrual basis of accounting, with the exception that
depreciation is not shown as a budgetary expense. Proprietary funds also accrue compensated ab-
sences when incurred and become a fund liability. In the Governmental Funds, compensated absences •
are paid from current resources and are reported as an expenditure in the year they are paid. •
Activities of the general fund, special revenue funds, debt service funds, capital improvement funds,
enterprise funds, and internal service funds are included in the annual appropriated budget. Annual ap- •
propriations lapse at the end of each fiscal year (June 30). The level of budgetary control (that is, the •
level at which expenditures cannot legally exceed the appropriated amount), is established at the pro- •
gram level within each individual fund. The City maintains an encumbrance accounting system as one
technique of accomplishing budgetary control. •
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• FUND STRUCTURE
• The City of Tigard uses various funds to account for its revenues and expenditures. A fund is defined
• as a fiscal and accounting entity with a self - balancing set of accounts. Also, funds are categorized by
• fund type as defined by generally accepted accounting principles (GAAP) and Oregon Budget Law.
• The revenues in each fund may be spent only for the purpose specified by the fund. For example, the
• revenues in the Water Fund may be used only for purposes related to water operations. However, 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, Parks, Planning, and Mayor and Council) are budgeted in this fund. In FY 2009 -10,
• the City will use the following funds:
• General
• General Fund
• Enterprise
• Sanitary Sewer Fund Water CIP Fund
• Stormwater Fund Water Quality /Quantity Fund
Water Fund Water SDC
Special Revenue
• Building Fund Tree Replacement Fund
• City Gas Tax Library Fund
Criminal Forfeiture Fund Gas Tax Fund
Electrical Inspection
• Debt Service
• Bancroft Debt Services Fund
General Obligation Debt Service Fund
Capital Funds
• Facilities Fund Street Maintenance Fund
• Parks Capital Fund Parks SDC Fund
Traffic Impact Fee Fund Tigard Triangle LID #1
Underground Utility Fund Transportation Development Tax Fund
• Internal Service
• Central Services Fund Insurance Fund
Fleet /Property Management Fund
Trust and Agency
• Deferred Compensation
• General Employees Pension
• A Summary of All Funds is provided in the Budget Summary Section to show a summary of each of
• the funds resources and requirements as budgeted and more detailed breakdown is shown in the Fund
• Summaries Section. Resources include beginning fund balances, current revenues, and transfers in
• from other funds. Requirements include operating expenditures, debt service, loans, capital improve-
ments, transfers out to other funds, contingencies, and ending fund balances or reserves. The FY
2009 -10 Adopted Budget is considered a balanced budget as total resources are equal to total require-
• ments in each fund.
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• READER'S GUIDE - PAGE 19
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PROGRAM BUDGET STRUCTURE •
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Program Budget Structure •
The City adopts and manages its budget by program. Each fund shows the budgeted amount for the •
programs within that fund. Each program is an aggregation of budget units that are similar in nature •
or function. The City has established the following program structure. •
•
Program Program •
Department /Function Department /Function •
Division /Budget Unit Division /Budget Unit •
Community Services Community Development
Police Community Development •
Administration Administration •
Operations Building •
Support Services Current Planning
Library Long Range Planning •
Administration Capital Construction •
Readers' Services Transportation •
Technical Services Development Engineering
Circulation Street Lights & Signals •
Social Services/ Community Events Downtown Redevelopment •
Social Services •
Community Events
•
Public Works Policy & Administration •
Public Works City Administration •
Administration Mayor and Council
Parks and Grounds City Management •
Sanitary Sewer Human Resources •
Stormwater Risk Management •
Street Maintenance Office Services •
Fleet Maintenance Municipal Court
Property Management City Recorder /Records •
Water •
Financial and Information Services •
Administration
Financial Operations •
Utility Billing •
Information Technology •
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• PROGRAM BUDGET STRUCTURE
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• A break down of each of these programs, departments, and budget units' expenditures can be found in
• the individual program sections.
• In addition to the six operating programs, Debt Service, Loans to the City Center Development
• Agency, Capital Improvement, Transfers, and Contingency provide the following functions:
• Debt Service includes appropriations for interest and principal on all types for debt, i.e. general
obligation, Bancroft, loans, and short term debt for construction projects.
• • Loans to the City Center Development Agency (CCDA), the City's urban renewal district, are for
• catalyst projects in the downtown plan. As the urban renewal district generates more tax incre-
• ment financing revenues in the future, it will be able to finance its own projects. Until then, the
• City may loan monies to the CCDA, which will be repaid as outlined in the intergovernmental
• agreement between the two entities.
• • Capital Improvement includes appropriations for all major construction project expenditures.
• Capital improvement projects are included in the long range plan for City facilities and infrastruc-
• ture.
• 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.
• Contingency includes allowance for unforeseen needs that have not been planned for in the cur-
• rent budget and some reserves. Contingency can only be accessed by City Council resolution.
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BUDGET UNIT FUNDING •
{ 8 d III
M H
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C • u
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Budget Unit �. . c
(D ivision) = C X . c f H ,3 0 •
Police •
Administration ✓ •
Police Operations ✓ •
Police Support •
Services ✓ ✓ •
Library •
Administration ✓ •
Readers' Services ✓ •
•
Technical Services ✓ •
•
Circulation ✓ •
Social Services & •
Community Events ✓
•
Public Works
Administration ✓ ✓ ✓ ✓ ✓ •
•
Parks & Grounds ✓ •
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Sanitary Sewer ✓ •
Stormwater ✓ •
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Street Maintenance ✓ •
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Fleet Maintenance ✓ ✓ ✓ ✓ ✓ ✓ •
Property •
Management ✓ ✓ ✓ ✓ ✓ ✓
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Water V •
Community •
Development •
Administration ✓ ✓ ✓
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Building Inspection ✓ ✓ ✓ •
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PAGE 22 - CITY OF TIGARD •
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• BUDGET UNIT FUNDING
• a
o y 8
u
LI
• 9 6
a, o
b w
• Budget Unit z H ' � ,�,
•
(Division) w C w o H d v
•
• Current Planning ✓ ✓ ✓ ✓ ✓ ✓
• Long Range
• Planning ✓
• Capital
• Construction &
• Transportation ✓ ✓ ✓ ✓ ✓ ✓
• Development
Engineering ✓
• Downtown
• Redevelopment ✓
• Street Lights &
• Signals ✓
•
• Mayor & Council ✓
• City Management ✓ ✓ ✓ ✓ ✓ ✓
•
• Human Resources ✓ ✓ ✓ ✓ ✓ ✓
•
• Risk Management ✓ ✓ ✓ ✓ ✓ ✓
•
• Office Services ✓ ✓ ✓ ✓ ✓ ✓
• City
• Recorder /Records ✓ ✓ ✓ ✓ ✓ ✓
• Municipal Court ✓
• Finance
• Administration ✓ ✓ ✓ ✓ ✓ ✓
• Financial
• Operations ✓ ✓ ✓ ✓ ✓ ✓
•
• Utility Billing ✓ ✓ ✓ ✓ ✓
• Information
Technology ✓ ✓ ✓ ✓ ✓ ✓
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• READER'S GUIDE - PAGE 23
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CITY INFORMATION •
Form of Government '
•
The City of Tigard was incorporated in 1961. •
•
An elected Mayor and four Council members who comprise the City Council govern the City of Ti- •
gard. 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 commu- •
nity 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 who in turn serves as the administrative head of the City •
government. The City Manager is responsible for ensuring Council policies are implemented using re- •
sources 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 budgeting units: •
Policy & Administration Public Works Community Development •
City Administration PW Administration CD Administration •
Mayor and Council Parks & Grounds Building •
City Management Sanitary Sewer Current Planning
Municipal Court Parks & Grounds Long Range Planning •
Human Resources Stormwater Transportation •
Risk Management Street Maintenance Development Engineering •
Office Services Fleet Maintenance Street Lights & Signals
City Recorder /Records Property Management Downtown Redevelopment •
Water •
Financial and Information Services Community Services General Government •
Administration Police Urban Services
Financial Operations Library
Information Technology Social Services /Community Events •
Utility Billing /Passports
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PAGE 24 - CITY OF TIGARD •
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• CITY INFORMATION
ID
• Population Facts
•
• Population
Estimated Population (2008) 47,150
• Median Age (2008) 37 years old
• Average Household Size (2008) 2.42 persons per unit
• Median Household Income
(2008) $77,227
Number of Housing Units
• (2008) 17,386
• Number of Occupied Units 16,511
• Owner Occupancy Rate (2008) 59.0%
i
• Age of Tigard Residents, 2000
• Population by year:
2008 47,150 10000 g,276
• 2007 46,400 8000 7,307
• 2006 46,300 g 6000 6 0 5,864
0
• 2005 45,500 a. 3189 3,574
2004 44,650 ° 4000 2,955
• 2003 44,070 2000 563
• 1990 27,050 0 N
• 1980 14,286
1970 6,499 h� q iS o.� ;S 1,,, o,� o„� o.� o.�t� oyCC tt, • �fiV' h . ti ti c tip �hK. c0 �h hh� ohs. �;
• �h
•
•
• Diversity, City- Data.com
• Hispanic or Latino (of any race) 4,196 8.9%
White 38,097 80.8%
• Black or African American 519 1.1%
• American Indian /Alaskan Indian 613 1.3%
• Asian 1,933 4.1%
• Native Hawaiian + Other Pacific 236 0.5%
Islander
•
Some other race 1,792 3.8%
• Two or more races 1,414 3.0%
•
• *Note: Hispanic or Latino is considered separately by the
• Census because an individual can be Hispanic or Latino
and of any race
•
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• READER'S GUIDE - PAGE 25
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CITY INFORMATION •
Physical /Geographic Facts •
•
The incorporated area of the City is 11.81 square miles or 7,556 acres. The City maintains 14 parks •
totaling over 181.25 acres and an additional 202.4 acres of areas considered greenways where develop- •
ment cannot occur.
Tigard Land Uses - 2009 Tigard Facts •
Square Miles 11.81 •
County Washington 0
Land Use Acres Percentage Tigard - Tualatin •
Commercial 799 9.0% School District * •
Annual Average Rainfall 37.4 inches
Industrial 863.2 9.7% Average Daily Temperature - Jan 38.9 •
Mixed -Use 704.2 7.9% Average Daily Temperature - July 65.8 •
Residential 6,503 73.3%
Total 8,869 869 Highest Elevation - Bull Moutain Summit 713 ft •
Land use area is based on current zoning districts. •
Lowest Elevation - Cook Park Riverfront 104 ft
Source: Tigard GIS Department, March 2009 *Scholls Ferry area served by Beaverton District •
0
Economic Facts •
Tigard's location in the Portland metropolitan area provides citizens with many diverse employment •
opportunities. The unemployment rate in the Portland metropolitan area averaged 6.3% during the •
year 2008, representing an increase of 1.4% from the previous year. The Portland metropolitan area's •
January 2009 unemployment rate of 9.8% is indicative of the national trend, but the Portland metro- •
politan area still has unemployment rates greater than the national average, which was 8.1% at the end •
of February 2009.
0
Almost 70 percent of land within the City is planned to accommodate residential use, ranging from low •
density single family homes to high density multi - family dwellings. The City tracks buildable lands •
through a yearly inventory process. At the end of 2008, less than 10 percent of land within the City •
was considered buildable. Single family home construction, which includes free standing and attached,
hit a high of 335 units in 1995 and dipped to a low of 120 in 2008. •
The top ten employers in Tigard, as of March 2009, are: •
•
Employer # of Employees •
HSBC Card Services, Inc. 948
Tigard - Tualatin School District 779 •
Macy's 704 •
Nordstrom 579 •
Oregon Public Employees Retirement 396
Providence Health System 377 •
Costco Wholesale Corporation 300 •
City of Tigard 266 •
The Cheesecake Factory 250
Home Depot 241 •
S
PAGE 26 - CITY OF TIGARD •
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• CITY INFORMATION
•
• The top ten taxpayers in the City of Tigard are:
•
• Type of Business Percent of Total Assessed Valuation
• Pacific Realty Associates 3.73%
• Washington Square Shopping Mall 2.76%
• Lincoln Center Office Park 1.71%
Verizon Northwest Inc. 1.22%
•
Sprint Spectrum LP 0.93%
• Park 217 & Nelson Business Park 0.78%
• Portland General Electric 0.63%
Northwest Natural Gas 0.57%
• Macy's Department Stores 0.56%
• Holland Holdings 1 Arbor Heights, LLC 0.52%
•
•
• Economic Data
• Number of Businesses, 2009 3,355
•
8U l home -based
• Jobs (1997 Economic Census estimate) 28,233
•
• Primary Economic Sector (receipts /sales) Wholesale Trade
• Permanent Tax Rate $2.51310 per $1,000
• of assessed value
• Total Assessed Value (2008 -09) $4,741,943,700
•
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S
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S
•
• READER'S GUIDE - PAGE 27
•
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•
•
• BUDGET SUMMARY
•
•
• Where the money comes from... ?9
•
• Where the money goes 30
• Fund Balance 34
•
• Summary of All Funds 35
• Summary of Contingency 40
•
• Operating Budget Summary 41
• Comprehensive Long Term Financial Forecast 42
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W :
Mr *..4
Uk
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• WHERE THE MONEY COMES FROM...
•
•
• Resources to meet the City of Tigard's obligations and service needs are derived from three primary
• sources: beginning fund balance, current revenues, and fund transfers. Beginning fund balance con-
sists of revenues carried forward from previous fiscal years, including reserves for specific purposes
• (e.g., debt reserves and capital improvements) and monies used for cash flow. Current revenues are
• those earned from City operations or taxes collected during the fiscal year. The principal sources of
• current revenues are utility fees and charges, property taxes and building and development fees and
charges. The third source is a transfer between funds to pay for either direct or indirect costs.
•
• Transfers Beginning Fund
• 10% ~� 1133% alance
•
•
•
•
•
1 • Current
• Revenues
• 57% Total Resources $107,813,064
•
•
• Current Revenues $60,941,538
Resources
• Intexdepntm pxopexty Beginning Fund Balance $ 35,826,852
• ental Ch.xges taxes Current Revenues
12% zl i Property Taxes $ 12,632,173
• Grants $ 987,848
• other Interagency Revenues $ 7,513,402
• Revenue Cry Fees & Charges $ 16,450,579
• 2% Franchise Fees $ 4,192,242
Inure st
E s Fines & Forfeitures $ 880,876
• 1°1 Interest Earnings $ 508,109
• Fines & Intexagexncy Other Revenues $ 10,166,042
• F° Revenues 12% Interdepartmental Charges $ 7,610,267
Iasi.
• Franchise Subtotal Current Revenues $ 60,941,538
Fees
si Fees & Fund Transfers $ 11,044,674
• Charges Total Resources $ 107,813,064
• 27°!
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• BUDGET SUMMARY — PAGE 29
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WHERE THE MONEY GOES... •
•
City budgetary requirements fall into three primary categories: total requirements, total appropria- •
tions, 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 future fiscal years. Total appropria- •
tions 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 ongo- •
ing operating budget for the delivery of services. The following charts provide information about •
each of these major categories. •
•
•
rout •
Appropriations •
80% Requirements
Current Expenditures •
Operating Budget $ 49,697,987 •
Debt Service $ 1,450,225 •
Loan to CCDA $ 150,000 •
Capital Improvements $ 20,703,107
Contingency $ 2,748,415 •
Subtotal Current Expenditures $ 74,749,734 •
Fund Transfers $ 11,044,674 •
_ En ' Ending Fund Balance $ 22,018,656 •
Balance
Total Requirements $ 107,813,064
Total Requirements $107,813,064 •
•
•
The total requirements of the FY 2009 -10 City budget total $107,813,064. Of that amount, 80% is •
actually appropriated for use during the fiscal year. The remaining 20% is ending fund balances. •
These balances cannot be used during the fiscal year and are reserved for future requirements and •
cash flow. •
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PAGE 30 - CITY OF TIGARD •
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• WHERE THE MONEY GOES...
•
• Total Appropriations $85,880,408
• Fund Transfers
• 13!°
• Contingency
•
•
• Program
• Expe nditute s
Capital 53 ie
•
TYY1pa f fits
• 24%
•
• Lo an to C C DA
• 0%
•
• Debt Service
2%
•
• Total appropriations of $85,880,408 consist of several subcategories of use. Of this amount, Program
• Expenditures account for 58% of the total. Program Expenditures make up the City's operating
• budget. Appropriations are also established for debt service, loans to the City Center Development
• Agency, capital improvements, transfers between funds, and contingencies. Debt service accounts for
2% of total City appropriations and pays principal and interest on outstanding assessment bonds,
• loans, and voter- approved General Obligation bonds. Loans to the City Center Development Agency
• make up less than 1% of appropriations.
Capital improvements account for 24% of total appropriations and consist of major construction or
• acquisition projects that add to or extend the life of major City facilities and assets. Transfers between
• funds and indirect charges combine to total roughly 13% of appropriations. Money is transferred be-
• tween 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 3% 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.
•
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•
•
• BUDGET SUMMARY - PAGE 31
•
•
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•
WHERE THE MONEY GOES... •
•
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 expenditures may be looked at from several different perspectives. Each perspec- •
tive provides a different view of the use of these dollars. The following charts show three different •
perspectives of program expenditures.
•
•
Program 1~- xpenditures •
Total Operating Budget by Program •
$49,697,987
•
•1
Program Expenditures by program shows the major functional areas that make up the total City op- •
erating budget. The largest functional areas within the operating budget are the Community Services •
(40 %) and Public Works programs (31 %). The Community Services program consists of Police ser- •
vices, Library services, and City grants to social service agencies and community events. The Public
Works program consists of services that operate and maintain the City's infrastructure (streets, water •
system, parks and grounds, sanitary sewer, storm water, fleet maintenance, and City facilities). The •
Community Development program accounts for 14% of the total operating budget. This program •
area includes building permits and inspections, land use planning, and engineering services. The Pol-
icy and Administration program accounts for 15% of the total operating budget and includes the cen- •
tral City administrative functions, Finance, and Information Technology. •
•
•
Another way of looking at the City's program expenditures is by department. This view reflects the •
administrative structure of the City. The largest City department is Public Works with 31% of the •
budget. Public Works is followed by Police with 28 %, Community Development with 14 %, Library
with 12 %, City Administration with 8 %, Financial and Information Services 6 %, and the Mayor and •
City Council at 1%. •
•
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PAGE 32 - CITY OF TIGARD •
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• WHERE THE MONEY GOES...
• P rogram E xpcnditures
• ToLalOpera Budget by Department
• S49,697,98';
•
• 7 , Vt7„xh,
'S 7 °/ Cons-amity
Developnxn:
• 14%
• „ oo;d SVcn & Com
• Events
0% Financid & Info
SVCS
• 6'/0
• Libca y CityAdmnistutioa
12'!. 8
•
• LMa*os 3c Council
:%
• Poace -
•
• Finally, the third way to view the Program Expenditures is by major object category. Roughly 54%
of the operating budget is for Personal Services which are the salaries and benefits for staff who are
• operating the programs and providing services to the public. Materials and services, supplies, profes-
• sional services, small equipment, etc., account for 28% of the operating budget. Capital Outlay
• (purchases of equipment or vehicles) necessary to running programs and providing services accounts
for 3% of the operating budget. Interdepaiunental costs are for centralized services provided city
• wide, such as accounting functions, and are charged proportionately to City programs.
•
•
• Program Expenditures
Total Operating Budget by Category
• $49,697,987
•
• Materials &Services
•
•
•
•
• Persona: Serapes
5L % Intesdep astmental
• Costs
15°
•
•
• Capital Outlay
•
•
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• BUDGET SUMMARY - PAGE 33
•
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•
FUND BALANCE •
Beginning Fund Balances •
$35,826,852 •
Gc.lc..l F..sd •
_ EnRsparse Feuds •
45
•
•
Internal Services •
Funds
4/. •
Special Revenue Funds _ •
1 MA
Capital Project Fund, •
Debt Funds I4e/
3% •
The General Fund beginning fund balance is projected to be $8,545,876. 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, Li- •
brary, Parks, Planning, Municipal Court, and City Council. A beginning 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 Fore- •
cast.
•
The largest portion of the beginning fund balances is made up of $16.2 million in the Enterprise •
Funds. These funds are dedicated to the operation, maintenance, and capital investment of the City's •
sanitary sewer, storm water, and drinking water systems. •
The Capital Project Funds include $4.8 million for Traffic Impact Fee (TIF) funds, Parks development •
and street maintenance projects. 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 /road and transit capital •
improvements which provide additional capacity to major transportation systems and to pay the costs
of administering the program. •
•
Special Revenue Funds include $3.6 million for Gas Tax Funds and Building Funds primarily. The pri- •
mary revenue for the Gas Tax Fund 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 op- •
eration, maintenance, and construction of public roads and streets. The City Gas Tax Fund was cre- •
ated to account for a local fuel tax imposed by the City, which went into effect in April 2007. These •
revenues will be dedicated to a specific capital street project, the Greenburg Road /Highway 99W inter- •
section.
•
The City has two debt funds, General Obligation Debt Service Fund and Bancroft Bond Debt Service •
Fund. The beginning fund balances of just over $1 million are specifically dedicated to the retirement •
of both types of debt outstanding. However, the majority of this fund balance comes from assessment
payments made by property owners from local improvement districts (LID). •
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PAGE 34 - CITY OF TIGARD •
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•
• SUMMARY OF ALL FUNDS
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• Electrical Criminal
General Gas T ax I nspection Forfeiture Insurance Building
• RESOURCES
•
• Total Fund Balance & Reserves $8,545,876 $1,681,243 $52,331 $56,109 $874,095 $129,551
•
• Total Property Taxes $11,640,610 $0 $0 $0 $0 $0
• Total Grants $367,492 $510,356 $0 $0 $0 $0
• Total Interagency Revenues $5,299,942 $2,213,461 $0 $0 $0 $0
• Total Fees & Charges $1,358,518 $6,500 $123,000 $0 $0 $719,200
Total Fines & Forfeitures $880,876 $0 $0 $0 $0 $0
•
Total Franchise Fees $4,192,242 $0 $0 $0 $0 $0
• Total Interest and Rental Earnings $140,685 $37,071 $1,378 $5,534 $7,849 $8,168
• Total Bond and Note Proceeds $0 $6,350,000 $0 $0 $0 $0
• Total Other Revenues $30,000 $0 $0 $0 $60,000 $0
• Total Revenues $23,910,364 $9,117,388 $124,378 $5,534 $67,849 $727,368
•
• Total Fund Transfers $4,337,189 $0 $0 $0 $0 $478,935
• TOTAL RESOURCES $36,793,430 $10,798,631 $176,709 $61,643 $941,944 $1,335,855
•
• REQUIREMENTS
•
• Total Program Expenditures $30,781,087 $592,374 $0 $0 $0 $1,066,695
• Total Debt Service $0 $0 $0 $0 $0 $0
• Total Loans $150,000 $0 $0 $0 $0 $0
• Total Capital Improvement Program $768,667 $4,207,170 $0 $0 $0 $0
• Total Transfers to Other Funds $971,607 $1,944,921 $122,860 $10,000 $0 $141,405
• Total Contingency 8750,000 $87,750 $24,780 SO SO $120,000
• Total Budget $33,421,361 $6,832,214 $147,640 $10,000 $0 $1,328,100
• Ending Fund Balance $3,372,068 $3,966,416 $29,069 $51,643 $941,944 $7,755
•
• TOTAL REQUIREMENTS $36,793,430 310,798,631 $176,709 $61,643 $941,944 $1,335,855
•
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• BUDGET SUMMARY - PAGE 35
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•
•
SUMMARY OF ALL FUNDS •
Tigard •
Urban Urban Tree Bancroft Debt Triangle LID Central •
Services TIF Services Replacement Service #1 Services
RESOURCES •
•
Total Fund Balance & Reserves $0 $0 $500,000 $982,391 $0 $533,750 •
Total Property Taxes $0 $0 $0 $0 $0 $0 •
Total Grants $0 $0 $0 $0 $0 $0 •
Total Interagency Revenues $0 $0 $0 $0 $0 $0 .
Total Fees & Charges $0 $0 $100,000 $0 $0 $0 •
Total Fines & Forfeitures $0 $0 $0 $0 $0 $0 •
Total Franchise Fees $0 $0 $0 $0 $0 $0 •
Total Interest and Rental Earnings $0 $0 $0 $10,458 $0 $7,338
Total Bond and Note Proceeds $0 $0 $0 $124,726 $0 $0 •
Total Other Revenues $0 $0 $0 $0 $0 $0 5
Total Revenues $0 $0 $100,000 $135,184 $0 $7,338 •
•
Total Fund Transfers $0 $0 $268,000 $0 $0 $6,600,899 •
TOTAL RESOURCES $0 $0 $868,000 $1,117,575 $0 $7,141,987 •
REQUIREMENTS •
•
Total Program Expenditures $0 SO $0 $0 $0 $6,617,284 •
Total Debt Service $0 $0 $0 $193,409 $0 $0 •
Total Loans $0 $0 $0 $0 $0 $0
Total Capital Improvement Program $0 $0 $150,000 $0 $0 $0 •
Total Transfers to Other Funds $0 $0 $75,000 $0 $0 $265,426 •
Total Contingency $0 $0 SO $0 $0 $250,000 •
Total Budget $0 $0 $225,000 $193,409 $0 $7,132,710 •
Ending Fund Balance $0 $0 $643,000 $924,166 $0 $9,278 •
•
TOTAL REQUIREMENTS $0 $0 $868,000 $1,117,575 $0 $7,141,987 •
•
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PAGE 36 - CITY OF TIGARD •
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•
• SUMMARY OF ALL FUNDS
•
• Fleet /Prop Traffic Impact
Mgmt Sanitary Sewer Storm Water Water GO Debt Fee
• RESOURCES
•
• Total Fund Balance & Reserves $115,536 $9,255,084 $441,292 $4,771,186 $108,033 $1,167,220
• Total Property Taxes $0 $0 $0 $0 $991,563 $0
• Total Grants $0 $0 $0 $0 $0 $0
• Total Interagency Revenues $0 $0 $0 $0 $0 $0
• Total Fees & Charges $0 $1,654,877 $1,763,097 $8,570,541 $0 $137,724
• Total Fines & Forfeitures $0 $0 $0 $0 $0 $0
• Total Franchise Fees $0 $0 $0 $0 $0 $0
• Total Interest and Rental Earnings $1,228 $91,715 $6,861 $47,857 $1,478 $24,878
Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
• Total Other Revenues $0 $0 $0 $0 $0 $0
• Total Revenues $1,228 $1,746,592 $1,769,958 $8,618,398 $993,041 $162,602
•
• Total Fund Transfers $1,658,332 $0 $0 $0 $0 $0
• TOTAL RESOURCES $1,775,096 $11,001,676 $2,211,250 $13,389,584 $1,101,074 $1,329,822
•
• REQUIREMENTS
•
• Total Program Expenditures $1,658,331 $890,763 $1,409,117 $6,682,336 $0 $0
• Total Debt Service $0 $0 $0 $0 $976,563 $0
Total Loans $0 $0 $0 $0 $0 $0
•
Total Capital Improvement Program $0 $1,676,000 $345,000 $834,578 $0 $950,000
• Total Transfers to Other Funds $0 3411,698 $391,935 $5,735,646 $0 $294,570
I • Total Contingenc S100,000 8423,895 $40,000 $125,000 $0 $60,724
I • Total Budget $1,758,331 $3,402,357 $2,186,052 $13,377,560 $976,563 $1,305,294
• Ending Fund Balance $16,765 $7,599,319 $25,199 $12,024 $124,511 $24,528
• TOTAL REQUIREMENTS $1,775,096 $11,001,676 $2,211,250 $13,389,584 $1,101,074 $1,329,822
•
•
•
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•
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•
•
• BUDGET SUMMARY - PAGE 37
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•
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•
•
SUMMARY OF ALL FUNDS •
•
Underground Parks Capital Street •
Utility Fund Parks SDC City Gas Tax Facilities Maintenance
RESOURCES •
•
Total Fund Balance & Reserves $604,937 $203,738 $2,185,472 $777,185 $348,440 $304,125 •
Total Property Taxes $0 $0 $0 $0 $0 $0 •
Total Grants $0 $110,000 $0 $0 $0 $0 •
Total Interagency Revenues $0 $0 $0 $0 $0 $0 •
Total Fees & Charges $51,000 $0 $175,000 $650,000 $0 $860,000 •
Total Fines & Forfeitures $0 $0 $0 $0 $0 $0 •
Total Franchise Fees $0 $0 $0 $0 $0 $0 •
Total Interest and Rental Earnings $5,414 $13,954 $31,300 $7,217 $3,932 $0 •
Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
Total Other Revenues $0 $1,001,316 $0 $0 $0 $0 •
Total Revenues $56,414 $1,125,270 $206,300 $657,217 $3,932 $860,000 •
•
Total Fund Transfers $0 $0 $0 $0 $350,000 $0 •
TOTAL RESOURCES $661,351 $1,329,008 $2,391,772 $1,434,402 $702,372 $1,164,125 •
•
REQUIREMENTS •
•
Total Program Expenditures $0 $0 $0 $0 $0 $0 •
Total Debt Service $0 $0 $280,253 $0 $0 $0 •
Total Loans $0 $0 $0 $0 $0 $0 •
Total Capital Improvement Program $300,000 $1,121,316 $580,016 $620,000 $155,000 $776,000
Total Transfers to Other Funds $0 $0 $379,812 $0 $0 $84,000 •
Total Contingency $52,941 $150,000 $157,593 $109,412 $23,250 $151,765 •
Total Budget $352,941 $1,271,316 $1,397,674 $729,412 $178,250 $1,011,765 •
Ending Fund Balance $308,410 $57,692 $994,098 $704,990 $524,122 $152,360 •
•
TOTAL REQUIREMENTS $661,351 $1,329,008 $2,391,772 $1,434,402 $702,372 $1,164,125 •
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PAGE 38 - CITY OF TIGARD •
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•
• SUMMARY OF ALL FUNDS
•
Water Water CIP
• Qlty /Qnty Water SDC Fund Trust TDT All Funds Total
• RESOURCES
•
• Total Fund Balance & Reserves $1,559,034 $143,237 $38,486 $448,500 $0 I $35,826,852
• Total Property Taxes $0 $0 $0 $0 $0 $12,632,173
• Total Grants $0 $0 $0 $0 $0 $987,848
• Total Interagency Revenues $0 $0 $0 $0 $0 $7,513,403
• Total Fees & Charges $5,500 $85,000 $90,000 $0 $100,622 $16,450,579
• Total Fines & Forfeitures $0 $0 $0 $0 $0 $880,876
• Total Franchise Fees $0 $0 $0 $0 $0 $4,192,242
• Total Interest and Rental Earnings $19,868 $4,838 $24,564 $4,524 $u $508,109
Total Bond and Note Proceeds $0 $0 $2,600,000 $0 $U $9,074,726
• Total Other Revenues $0 $0 $0 $0 $( $1,091,316
• Total Revenues $25,368 $89,838 $2,714,564 $4,524 $100,622 $53,331,271
•
• Total Fund Transfers $0 $0 $4,961,585 $0 $0 $18,654,941
• TOTAL RESOURCES $1,584,402 $233,075 $7,714,635 $453,024 $100,622 $107,813,064
•
• REQUIREMENTS
•
• Total Program Expenditures $0 $0 $0 $0 $0 ' $49,697,987
• Total Debt Service $0 $0 $150,000 $0 $0 $1,600,225
Total Loans $0 $0 $0 $0 $0 $150,000
•
Total Capital Improvement Program $330,000 $230,749 $7,558,611 $0 $100,000 $20,703,107 ,
Total Transfers to Other Funds $115,793 $0 $0 $100,000 $0 $11,044,674 -
• Total Contingency $56,683 $0 $0 $0 $622 $2,684,415
Ash Total Budget $502,476 $230,749 $7,708,611 $100,000 $100,622 I $85,880,408
• Ending Fund Balance $1,081,926 $2,326 $6,024 $353,024 $0 I $21,932,656
• 4110 TOTAL REQUIREMENTS S1,584,402 $233,075 $7,714,635 $453,024 $100,622 $107,813,064 1
•
•
•
•
•
•
•
•
• BUDGET SUMMARY - PAGE 39
•
•
•
•
SUMMARY OF CONTINGENCY •
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The FY 2009 -10 budget includes contingency appropriations for most operating funds. Con- •
tingencies are built into the budget to ensure that funds are available for unforeseen events •
and to build a cushion into revenue estimates. •
Contingencies are sized according to the maximum amount allowed by Oregon Local Budget •
Law (155 of total fund appropriations) or a prudent amount based on the size of the fund. •
Revised FY Proposed FY Approved FY Adopted FY •
Fund 08 -09 09 -10 09 -10 09 -10 •
General $ 1,000,000 $ 750,000 $ 750,000 $ 750,000 •
Gas Tax $ 640,000 $ 87,750 $ 87,750 $ 87,750 •
Electrical Inspection $ 26,900 $ 24,780 $ 24,780 $ 24,780 •
Criminal Forfeiture $ 390,000 $ - $ - $ -
Insurance $ - $ - $ - •
Building $ 120,000 $ 120,000 $ 120,000 •
Urban Services TIF $ - $ - $ -
Urban Services $ - $ - $ - •
Tree Replacement $ - $ - $ - •
Bancroft Debt Service $ 29,000 $ - $ - $ -
•
Tigard Triangle LID #1 $ - $ - $ -
Central Services $ 250,000 $ 250,000 $ 250,000 •
Tree Replacement $ 100,000 $ - $ - •
Fleet /Prop Mgmt $ 370,000 $ 446,395 $ 100,000 $ 100,000 •
Sanitary Sewer $ 300,000 $ 50,000 $ 423,895 $ 423,895
Storm Water $ 275,000 $ 40,000 $ 40,000 •
Water $ 146,000 $ - $ 125,000 $ 125,000 •
GO Debt $ 100,000 $ - $ -
Traffic Impact Fee $ 45,000 $ 52,941 $ 60,724 $ 60,724 •
Underground Utility $ 150,000 $ 52,941 $ 52,941 •
Parks Capital Fund $ 157,593 $ 150,000 $ 150,000
Parks SDC $ 109,412 $ 157,593 $ 157,593 •
City Gas Tax $ 50,000 $ 23,250 $ 109,412 $ 109,412 •
Facilities $ 127,000 $ 151,765 $ 23,250 $ 23,250 •
Street Maintenance $ 100,000 $ 56,683 $ 151,765 $ 151,765
Water Qlty/Qnty $ - $ 56,683 $ 56,683 •
Water SDC $ 1,581,150 $ - $ - $ - •
Water CIP Fund $ - $ 64,000 $ -
Trust $ - $ - $ - •
TDT $ - $ 622 $ 622 •
Total Contingency $ 4,805,050 $ 2,905,569 $ 2,748,415 $ 2,684,415 •
Contingencies may not be spent directly; if needed, they must be transferred to a program •
expenditure by resolution of the City Council. If not transferred to a program expenditure •
during the fiscal year, the contingency amount becomes part of the ending fund balance. •
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• OPERATING BUDGET SUMMARY
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• FY 2006 -07 FY 2007 - -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
Description Actual Actual Revised Proposed Approved Adopted
• Budget by Category
•
• Personal Services $ 20,386,541 $ 22,927,841 $ 25,816,068 $ 26,639,094 $ 26,639,094 $ 26,639,094
Materials & Services $ 9,502,209 $ 9,928,104 $14,127,409 $13,678,743 $13,708,743 $13,802,344
• Interdepartmental Costs $ - $ - $ 7,769,354 $ 7,610,263 $ 7,610,265 $ 7,610,265
• Capital Outlay $ 931,898 $ 845,931 $ 2,891,409 $ 1,086,286 $ 1,186,286 $ 1,646,286
• Total by Category $30,902,694 $33,745,659 $50,604,240 $49,014,386 $49,144,387 $49,697,988
•
• Budget by Program
• Policy and Administration $ 4,458,629 $ 4,930,808 $ 7,101,877 $ 7,322,497 $ 7,422,497 $ 7,422,497
• Community Development $ 4,772,780 $ 5,189,286 $ 8,437,572 $ 6,936,246 $ 6,966,247 $ 6,984,847
• Community Services $11,918,361 $13,759,028 $19,123,074 $ 20,068,571 $ 20,068,571 $ 20,068,571
• Public Works $ 9,752,924 $ 9,866,537 $16,121,718 $14,687,072 $14,687,073 $15,222,073
• Total by Program $30,902,694 $33,745,659 $50,784,240 $49,014,386 $49,144,387 $49,697,987
Budget by Department
•
• Mayor and Council $ 123,051 $ 141,355 $ 232,381 $ 321,237 $ 321,237 $ 321,237
• City Administration $ 2,215,204 $ 2,625,298 $ 3,408,727 $ 3,921,120 $ 4,021,120 $ 4,021,120
Finanaal & Information Services $ 2,120,374 $ 2,164,155 $ 3,460,769 $ 3,080,140 $ 3,080,140 $ 3,080,140
• Community Development $ 4,772,780 $ 5,189,286 $ 8,437,572 $ 6,936,246 $ 6,966,247 $ 6,984,847
• Police $ 9,217,297 $10,416,851 $13,589,542 $14,009,973 $14,009,973 $14,009,973
Library $ 2,537,109 $ 3,172,017 $ 5,314,382 $ 5,846,498 $ 5,846,498 $ 5,846,498
• Soaal Service /Community Events $ 163,955 $ 170,161 $ 219,150 $ 212,100 $ 212,100 $ 212,100
• Public Works $ 9,752,924 $ 9,866,537 $16,121,718 $14,687,072 $ 14,687,073 $15,222,073
• Total by Department $30,902,694 $33,745,659 $50,784,240 $49,014,386 $49,144,387 $49,697,987
•
• Number of FTE 271.70 289.30 295.80 284.75 284.75 284.75
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• BUDGET SUMMARY - PAGE 41
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COMPREHENSIVE LONG TERM FINANCIAL FORECAST •
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The City of Tigard has developed a comprehensive long term financial forecast every year since the S
1980's. This forecast allows the City to project expected revenues and expenditures for each of its •
funds to help anticipate financial requirements. This tool continues to be central to Tigard's financial •
management strategy. By forecasting and anticipating financial trends, Tigard can develop strategies to
respond to emerging financial trends. •
•
The City forecasts operating and capital 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. As a result of •
these forecasting efforts and a projected decline in General Fund balances over the next few years, the
City has taken steps to reduce and /or maintain expenditures and seek alternative revenue sources. •
Staff also continues to revise current fees and charges based on cost recovery and construction cost •
indexes.
•
There are some significant financial issues facing the City over the next five years, particularly in rela- •
tion to the City's capital improvement needs. The City has identified about $133 million in needed •
capital projects, but does not have the resources to implement a majority of them. The following •
charts do not include the needed projects that do not have funding source. The reason for this is be-
cause almost all the funds would show large negative fund balances, which is not realistic or practical. •
City staff will continue to prioritize the needed capital projects, seek alternative revenue sources, and •
develop financing strategies to construct as many of the needed capital projects as possible.
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PAGE 42 - CITY OF TIGARD •
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• COMPREHENSIVE LONG TERM FINANCIAL FORECAST
• General Fund
•
• General Fund
• Financial Forecast through FY 13/14
• $43,000,000
a $35,000,000 ..
• 3 $30,000,000 — -
• c $25,000,000
a
:7
$20,000,000 r
•
LAJ
$15,000,000
• 13 $13,000,000
v • $5,000,000
•
-_1 i:U
• el' • ($5,000,000) 0 �� o .... . o : lk
O r m O
• ($10,000,000 0 - O O O LL LL LL LL
• r.ttual Unaudited Prcie.tu1
• Ending Fund Balance w/ CIP —Forecast Revenue/Trans In Forecast Exp w /CIP
di
• The General Fund is unique in that, unlike the City's other funds, it is unrestricted in nature and can
• therefore be used for any valid purpose to provide government services. Because these funds are unre-
• stricted there are also great demands for these resources to fund projects and programs for which
• other, restricted monies are insufficient or unavailable. It is therefore critical that these funds be used
judiciously and a sufficient reserve balance be maintained for unforeseen expenditures.
•
• For several years the City has been projecting a declining General Fund balance, yet fortunately this has
• not materialized. There are several reasons for this. Careful budgeting, cost controls, and prudent
management have played a key role in forestalling this decline. Also, the budget reflects expenditures
• in full when in fact the City never spends 100% of its appropriations because there are always savings
• due to personnel vacancies and related equipment and other costs.
• A third reason is that, starting FY 2011 -12, the forecasted expenditures include new positions and
• other costs deemed necessary by staff to maintain and possibly even increase the current level of ser-
• vices provided to Tigard's residents. Due to the slow economy, Tigard did not project any additional
• staff in the Proposed Budget and the following fiscal year. This is important to note because the City
has not yet committed to these new positions and expenditures and can therefore avoid them as neces-
• sary. In future periods it will be very important to carefully weigh the long -term effects of these op-
• tions before they are approved.
• The forecast expenses for 2009 -10 are different than the budgeted expenditures. In the forecast, we
• assume that the City spends 93% of the budget. Historically, Tigard has spent 91% of General Fund
• budget. Due to the economy, we anticipate fewer vacancies as staff will want to hold on to their jobs
• and there are fewer opportunities to leave.
• In prior forecasts, the fund balance for the General Fund did not go negative until the fourth year of
• the forecast. Due to the slow economy, revenue growth is restrained and creates a gap between ex-
• penses and revenues, driving the forecast to be nearly negative in only the third year of the forecast.
•
• BUDGET SUMMARY - PAGE 43
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COMPREHENSIVE LONG TERM FINANCIAL FORECAST •
Development Funds •
•
Development Funds •
Financial Forecast through FY 13/14 •
Ending Fund Balances •
$2,000,000 •
" • $1,500,000 •
-0 Z Z $1,000,000 II I •
$500,000 _.. ._._._ ..................._.._ -. _..........-..-..-......_.... ..._....._....__......__..-.... •
o, $0
C e W c Y lr •
> • {so0,000) e o
{$1,000,00)) Actual 1Unauditedi Projected •
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The projections for the City's Development funds (Building and Electrical Inspection Funds) show a •
substantial problem in the Building Fund. In the Proposed 2009 -10 Budget, Building will end the year •
with a fund balance near zero. This is after a one -time $300,000 resource transfer from General Fund •
and a fee increase designed to generate an additional $250,000 annually. The forecast in subsequent •
years does not include further resource transfers. Either services will have to be decreased, fee reve-
nues further increased, or the funding from General Fund will need to continue. •
The financial objective in the Development Funds has been to maintain a reserve of about twelve •
months of direct operating expenses for the Building Inspection Division. The objective of doing so is •
to minimize the impact of cyclical downward building construction trends which can happen over •
time. This reserve is now gone and allowed Tigard to transition from enough work for 17.8 FTE to •
6.2 1-TE. Tigard will seek to return to a reserve in the future. •
Expenses of all the building inspection services are charged to the Building Fund. The Electrical In- •
spection Fund transfers money into the Building Fund to pay for those costs associated with electrical •
inspection services. The transfer is evaluated and updated each year based upon the actual activity. •
The building activity trend has plummeted. The rate of decline has slowed of late and a flattening •
trend is being projected over the next two years with very modest increases in the out years as the City •
is nearing full build out. •
The Electrical Inspection Fund is more stable than the Building Fund. The revenues in this fund are •
more directly tied to remodeling activity which has not see the same level of decline as other develop- •
ment activities. Like the Building Fund, periodic fee adjustments have been projected during the fore-
cast period and included in the revenue projections. •
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• COMPREHENSIVE LONG TERM FINANCIAL FORECAST
• Park Funds
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• Parks Funds
• Financial Forecast through FY 13/14
• Ending Fund Balances
• $9,000,000
E $8,000,000
• M $7,000,000 -
° f, $6,000,000
• _ -
a $5,
x $4,000,000
•
$3,000,000
• m $2 -_
N $1,000,000 —
• or ($1,000,000) w r • g a: :.:: ..+ t^
N N n A O N N
• u V ,- 4 u w w n cc ri LL LL ri LL LL 1
• Actual ( Unaudited Prooctec
• -- Parks Capital _ Parks SDC Tree Replacement
• M
• The revenues in the Parks Funds include the system development charge (SDC), tree replacement reve-
• nues, grants, Metro greenspace levy, donations, and General Fund support. In FY 2005 -06, the City
established the Parks SDC Fund to collect the system development charge revenues. Prior to this,
• SDCs were accounted for in the Parks Capital Fund. Resources from the Park SDC Fund are trans-
• ferred to the Parks Capital Fund to pay the SDC portion of the proposed capital projects. These pro -
• jects have been identified in the City's Parks Master Plan. A new SDC methodology and fee was ap-
proved by the City Council in January 2005.
•
• In FY 2007 -08, tree replacement revenues were no longer being accounted for in the Parks Capital
• Fund, but instead in the General Fund. Then in FY 2008 -09 the Tree Replacement Fund was estab-
lished to account for the revenue. Also, over the next two fiscal years the City will receive about $1.0
• million in Metro greenspace levy. In FY 2006 -07, voters in the Portland metro region, which includes
• Tigard, approved a bond levy that would provide funds for purchase of park and greenspace property.
• This revenue is one time in nature and its use is limited to purchase of land.
• The Forecast is showing that by FY 2009 -10 the Parks Capital Fund will be near or below a zero fund
• balance. This is due to the Metro greenspace revenues being completely used and that the Parks Capi-
• tal Fund does not account for dedicated revenues. The Parks SDC Fund shows an ending fund bal-
ance of $0.7 million in FY 2013 -14.
•
• The Park SDC methodology requires that only a percentage of a capital project be funded with SDC
• revenues. The remaining portion of the project cost must be funded with a non -SDC revenue source.
• As the City does not have a stable non -SDC revenue source, the Park SDCs collected cannot be fully
used in developing an expanded parks program, so the fund balance will continue to increase until a
• non -SDC source is identified. The City will be working to identify other sources of revenues that can
• be used as the non -SDC portion for projects over the next few years.
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• BUDGET SUMMARY - PAGE 45
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COMPREHENSIVE LONG TERM FINANCIAL FORECAST •
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During 2009 -10, Tigard will start exploring the possibility of going out for a voter approved Parks •
Bond to help the city acquire and develop additional Parks. In 2009 -10, the City will spend the last of
the Metro Greenspaces funds and will not have sufficient revenues to continue to expand parks to •
serve Tigard residents. The forecast does not yet include this potential revenue and expense. •
•
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Road Funds •
ransportation Funds
Financial Forecast through FY 13/14 - ' _ ID
Ending Fund Balances
•
•
$4,000,000 "
v
• $3
X $2,000,000 __..__. _.._.
•
c $1,000,000 •
a 0 •
3
aao • ($1 - M •
y Y s
e e ' • ($2,000,000) LL LL LL LL LL LL •
($3,000,000) Actual , Unaudited Proje,ted •
' City Gas Tax Street Maintenance Fe , •
•
The City's Road Funds include the Gas Tax, the Traffic Impact Fee (TIF), Street Maintenance Fee, and •
City Gas Tax Funds. The Traffic Impact Fee — Urban Services Fund was closed out in FY 2008 -09. •
The City Gas Tax Fund was established in FY 0206 -07 to account for the City's local fuel tax.
•
The City's Road Funds do not have sufficient revenues to implement all the City's identified street pro-,
jects over the next five years. The amount of street projects needed in relation to the limited City reve- •
nues is a major issue for the City to address over the next few years. Projects will need to be priori-
tized and the City will need to seek alternative funding sources and develop financing strategies to con- •
struct as many road projects as possible. •
The Gas Tax Fund has been the traditional funding source for street improvements for most local ju-
risdictions in Oregon, and Tigard no exception. In addition, maintenance of roads and the electrical •
bill for traffic and street lights is paid out of Gas Tax. Gas Tax revenues have been flattening or de- •
creasing and this trend is projected to continue as a state gas tax increase would have to be approved •
by the voters. The projected fund balance in FY 2013 -14 is -$2.3 million. Gas Tax goes negative be-
cause of the Burnham Street project. In 2009 -10 Tigard will need to borrow for construction costs in •
2010 -11. There is not enough revenue in Gas Tax to pay for maintenance, traffic signals and street •
light electrical bills, and debt service. It should be noted that the Forecast includes only those street •
projects that the City has programmed to construct over the next five years. •
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PAGE 46 - CITY OF TIGARD •
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• COMPREHENSIVE LONG TERM FINANCIAL FORECAST
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• If all street projects that were to be paid for with Gas Tax revenues were included, the fund would
• show an even larger deficit.
• The Traffic Impact Fee (TIF) is a charge on new development established by Washington County, but
• collected by cities. The amount of revenue fluctuates with building activity and the City is beginning to
• experience a small decline in activity. The fee may only be used for highway and transit capital im-
provements, which provide additional capacity to major transportation systems and to pay the costs of
• administering the program. Like the Gas Tax Fund, the forecast includes only those street projects
• that the Fund can afford. In 2009 -10, the fund will be almost completely depleted for the Burnham
• Street project. The project originally called for an additional $1,050,000 of TIF funds in 2010 -11, but
those will not be available. Over the remaining four years of the forecast, there is only $400,000 of
• TIF funds programmed for projects, allowing the fund balance to grow to $1.5 million by 2013 -14.
• Tigard may want to use some of this to help the Gas Tax pay the debt service on Burnham Street, less-
• ening both the forecasted fund balance in the TIF Fund and the deficit in the Gas Tax Fund.
• The City took steps to address existing local street conditions by adopting a Street Maintenance Fee in
• November 2003, which is set to generate approximately $860,000 in revenues each year. The City be-
• gan collecting the fee in April 2004. This fee provides a stable source of revenue designated for use in
the maintenance of existing streets. The Tigard Municipal Code requires that the fee be evaluated
• every three years. The evaluation occurred at the end of 2008. The results of the evaluation showed
• that the cost of maintaining the roads at the City's standard has increased and the current Street Main-
• tenance Fee is inadequate to cover the costs. The City is currently evaluating if the fee will be in-
creased or maintenance levels decreased. It is probable that the fee will be adjusted; however, the
• Forecast does not reflect this as the new fee is not known. The projected fund balance for FY 2013 -14
• is $156,000.
• The City Gas Tax was established to account for revenues generated from Tigard's local gas tax. The
3 -cent tax was developed by a citizen task force who recommended it as a way to fund improvements
• to the Greenburg Rd. /99W /Main St. intersection. The tax was approved by the Tigard City Council in
• December 2006 and collections began April 1, 2007. All proceeds generated are dedicated to this one
project, and the tax will automatically cease once sufficient funds are raised to cover the project costs.
• The Traffic Impact Fee — Urban Services Fund was established to account for all revenues and expen-
• ditures for TIF fees collected outside the City boundaries, but within the City's urban services area.
The City managed County- approved road improvements in this area with these funds as outlined in the
intergovernmental agreement between the City and the County. In FY 2006 -07, the City and County
• terminated its agreement and the City will no longer collect TIF fees in the urban services area. In FY
• 2008 -09, the City will closed out this Fund and returned any unused fund balance to the County.
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• BUDGET SUMMARY - PAGE 47
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COMPREHENSIVE LONG TERM FINANCIAL FORECAST •
Sanitary and Stormwater Funds •
•
Sewer and Storm Funds •
Financial Forecast through FY 13/14 •
Ending Fund Balances •
^ $12,000,000 • •
L -- . .. - ..---__ .:._ ----
$10,000,000 __- ..._.__......._.
3 $8,000000 L
i $6,0EE , ' •
tLJ
-o _ ..... $ 2,0 •
. _ ._ _ 4—.7- M _ N ^ f ■ L O O Q O a M M N
•
Aral Ueauded Projected
•
Sanitary Sewer S-orm Water Water Quality /Quantitia •
These funds support all of the sanitary sewer and stormwater collection systems in the City. The City •
provides these services based upon an Intergovernmental Agreement (IGA) with Clean Water Services •
(CWS), which is a local service district in Washington County that provides both sanitary sewer treat- •
ment and stormwater management services. The Board of Directors of CWS sets all service charges •
and system development charges for both sanitary sewer and stormwater services throughout the ser-
vice district. •
Although the City's customer base continues to grow with development, the revenues retained from • III
sanitary sewer and stormwater fees are not growing and in some instances are declining. In accordance
with the intergovernmental agreement with CWS, the City retains only a portion of the sanitary and III
storm fees it collects. Each year, CWS revises the split for sanitary sewer fees. Because recent rate in- •
creases that have been implemented by CWS have been totally dedicated to pay down debt that CWS •
has incurred with the expansion and improvements at their sewer treatment plants, the City has not
been able to retain a greater share of the revenues collected. This has resulted in these funds showing a •
minimal increase over the forecast period. Because of this, the City will need to analyze what steps •
need to be implemented over time so that these funds can adequately support any future capital im- •
provement projects as well as continuing to adequately maintain the infrastructure. In 2009 -10, CWS is
implementing a new way to share system development charges. Currently, Tigard is responsible for S
any pipe smaller than 20" and receives twenty percent of SDC revenue. In 2009 -10, Tigard will only be
•
responsible for pipes under 12 ", but will only receive four percent of a larger SDC. This change in •
SDC revenue is reflected in the forecast.
•
The Stormwater Fund shows modest growth in the coming years. In effort to offset little or no in- •
creases from CWS over the past few years, the City has implemented a $1.00 per month charge to •
stormwater fees and plans on a second $1.00 monthly charge in FY 09 -10. These increases allow the •
City a sustainable cash flow position and to construct needed capital projects in future years.
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• COMPREHENSIVE LONG TERM FINANCIAL FORECAST
•
• The Water Quality/Quantity Fund is now showing a decline over the forecast period because the de-
• velopment and implementation of the Healthy Streams Program. This Program was developed on a
• CWS district -wide basis. The fees received by member cities of CWS will be used to finance the pro-
• jects outlined in the Healthy Steams Program. It is important to note that the City does not have ade-
quate funding to fully implement the Program as envisioned. Further analysis of alternatives will need
• to be conducted in the near future.
•
Water Funds
I •
• Water Funds
• Financial Forecast through FY 13/14
• Ending Fund Balances
•
$25,000,00:
• El • $20,000,000 -- - -
5 • S= s,oao,000 -
a
• , , $:0,000,000
• 0 $5,000,000
c, 9 1 PAL 1
V
■ • ;5,000,000)
--
• LL LL LL LL LL
• 4ctual Unaudited Protected
• ■water Water SDC Water a P
J
• The Water Funds include the Water, the Water Systems Development Charge (SDC), and the Water
• Capital Improvement Plan (CIP) funds. The Water CIP Fund is reserved for a long term water source
• and other water distribution system capital projects. The costs of the Water Division are funded solely
• by the revenues in the Water Fund.
• The financial condition of the Water Funds is driven by both the needs in the capital program as well
• as the cost of the day -to -day operation and maintenance of the water system in the City. The most im-
• portant factor in the City's capital program remains the need for a long term source of water. The City
is actively working on alternatives for the water source and is now taking steps to build a fund balance
• in the Water CIP Fund to support this objective.
•
• In the Proposed Budget for 2009 -10, the water funds are fully utilized. These funds are paying for Wa-
ter Operations and over $8.5 million in capital projects. This is made possible by borrowing $5.5 mil -
l) lion on a line -of- credit in 2008 -09 and 2009 -10. The forecast anticipates a $22 million water revenue
• bond in 2011 -12. This will require an increase in water fees, but since that is unknown at this time; the
• revenue forecast does not include the increase. With the increase in place, the Water Fund should not
go negative in the out years of the forecast. In addition, re- scoping of projects using Water SDC funds
III may need to occur in the out years of the forecast.
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• BUDGET SUMMARY - PAGE 49
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COMPREHENSIVE LONG TERM FINANCIAL FORECAST •
•
Synopsis •
The City's Five Year Financial Forecast shows that in the short term the City's has some serious chal- •
lenges. The General Fund is two years away from being unsustainable. The Building Fund is relying on •
General Fund loans. Burnham Street reconstruction is using all available transportation funding •
sources and creating a deficit in the Gas Tax to pay for the created debt service. Funding a long -term •
water source for Tigard is a necessary and expensive process. 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. •
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PAGE 50 - CITY OF TIGARD •
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REVENUE ANALYSIS
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• Current Revenue Summary By Fund 51
• Property Tax Summary 52
•
• Assessed Valuation 53
• Property Tax Revenue 54
•
• State Revenue Sharing 55
• Enterprise Funds - User Fees 56
•
• Connection Fees 57
• Permit Revenue 58
•
• County Shared Revenue 59
•
• Fine and Forfeiture Revenue 60
• Interest Earnings 61
•
• Franchise Fee Revenue 62
• Interfund Transfers 64
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••••••••••••••••••••••••••••••••••••••••••••
Est
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• CURRENT REVENUE SUMMARY BY FUND
• Current Revenue
• (Excludes Beginning Balances and Transfers)
• Actual Actual Revised Projected Adopted
• Funds 2006 -07 2007 -08 2008 -09 2008 -09 2009 -10
• General Fund $20,820,927 $23,692,024 $24,086,291 $23,423,973 $23,910,364 $23,910,364
•
. Total General Fund 20,820,927 23,692,024 24,086,291 23,423,973 23,910,364 23,910,364
• Sanitary Sewer Fund $2,279,008 $2,565,822 $1,827,813 $1,866,596 $1,746,592 $1,746,592
• Stormwater Fund 1,191,706 1,626,061 1,605,200 1,574,568 1,769,958 1,769,958
Water Quality/Quantity Fund 129,204 107,107 83,750 62,848 25,368 25,368
• Water Fund 7,655,151 7,604,890 8,334,844 7,543,439 8,618,398 8,618,398
Water SDC Fund 368,158 50,813 254,000 96,989 89,838 89,838
•
Water CIP Fund 691,020 435,444 18,470,000 3,143,028 2,714,564 2,714,564
• Total Enterprise Funds $33,135,174 $36,082,161 $54,661,898 $37,711,441 $14,964,718 $14,964,718
•
• Gas Tax Fund $2,779,797 $2,423,497 $3,928,796 $2,189,634 $9,117,388 $9,117,388
• City Gas Tax Fund 713,355 768,750 638,500 657,217 657,217
• Electrical Inspection Fund 249,305 203,682 211,023 118,500 124,378 124,378
Building Fund 1,546,971 1,081,858 1,483,969 494,450 727,368 727,368
• Criminal Forfeiture Fund 2,533 2,042 6,517 4,200 5,534 5,534 r
Tree Replacement Fund 0 0 0 0 100,000 100,000
•
Library Trust Fund 0 0 0 0 4,524 4,524
• Total Special Revenue Funds $4,578,606 $4,424,433 $6,399,055 $3,445,284 $10,736,409 $10,736,409
•
• Central Services Fund $76,212 $71,569 $45,000 $11,500 $7,338 $7,338
Fleet/Property Management Fund 4,091 3,997 1,450 2,000 1,228 1,228
• Insurance Fund 36,493 100,076 53,350 116,782 67,849 67,849
• Total Internal Services Funds $116,796 $175,642 $99,800 $130,282 $76,415 $76,415
• Bancroft Debt Service Fund $319,654 $265,474 $219,307 $162,800 $135,184 $135,184
• General Obligation Debt Service Fund 933,864 1,010,052 995,813 825,803 993,041 993,041
• Total Debt Service Funds $1,253,518 $1,275,526 $1,215,120 $988,603 $1,128,225 $1,128,225
•
• Facilities Project Fund $76,269 $52,013 $9,000 $9,979 $3,932 $3,932
Traffic Impact Fee Fund $1,107,158 $875,415 $745,000 $369,629 $162,602 $162,602
• Underground Utility Fund 163,282 $123,373 $70,000 $78,175 $56,414 $56,414
Street Maintenance Fund 862,892 $873,871 $798,000 $876,588 $860,000 $860,000
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Parks Capital Fund 272,633 $756,374 $1,273,538 $65,560 $1,125,270 $1,125,270
• Parks SDC Fund 1,101,196 596,524 857,586 281,641 206,300 206,300
Tigard Triangle LID #1 0 0 2,455,500 0 0 0
• Traffic Development Tax 0 0 0 0 100,622 100,622
• Total Capital Projects Funds $3,583,430 $3,277,569 $6,208,624 $1,681,572 $2,515,140 $2,515,140
•
• Total Revenue $63,488,451 $68,927,354 $92,670,788 $67,381,156 $53,331,271 $53,331,271
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• REVENUE ANALYSIS - PAGE 51
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PROPERTY TAX SUMMARY •
Tigard's permanent property tax rate of $2.5131 per thousand is applied to the assessed •
value (AV) of property in the City each year. This permanent tax rate produces revenues to •
support General Fund operating costs such as Police, Library, and Parks. Under the Oregon •
Constitution (as amended by Measure 50 in 1997), assessed values may increase 3% per year. •
The City's total property assessed value has grown at a rate greater than 3% due to new •
construction and annexations. New construction is added to the tax rolls, not a real market •
value, but at a calculated lower rate, which is on average about 60% of real market value in
Tigard. •
The City's total projected assessed value is multiplied by its permanent tax rate per $1,000 of •
assessed value to calculate the anticipated property taxes to be received. However, the City
assumes a 93% collection rate on property taxes, so budgeted property tax revenues are •
approximately 93% of estimated total property taxes for FY 2009 -10. •
Actual Actual Est. Actual Proposed •
Tax Information 2006 -07 2007 -08 2008 -09 2009 -10 •
Property Taxes •
General Fund $ 10,799,260 $ 11,025,296 $ 11,372,304 $ 11,640,610 •
GO Debt Service $ 924,991 $ 1,002,985 $ 821,518 $ 991,563 •
Total Tax Levied $ 11,724,251 $ 12,028,281 $ 12,193,822 $ 12,632,173
Assessed Values •
Prior Year Assessed Value $ 4,572,357,820 $ 4,732,621,073 •
Allowable 3% Increase $ 137,170,735 $ 141,978,632
Est. Annexations & New Const. $ 58,000,000 $ 29,000,000 •
Total Assessed Value $ 4,767,528,555 $ 4,903,599,705 •
Tax Rates /$1,000 A/V •
General Fund Permanent Rate $ 2.51310 $ 2.51310 $ 2.51310 $ 2.51310 •
GO Debt Service $ 0.21350 $ 0.22733 $ 0.17510 $ 0.22187
Tax Rate $ 2.72660 $ 2.74043 $ 2.68820 $ 2.73497 •
Assessed Value of Average Home $ 189,631 $ 195,042 $ 200,893 $ 206,920 •
General Fund $ 476.56 $ 490.16 $ 504.86 $ 520.01
GO Debt Service $ 40.49 $ 44.34 $ 35.18 $ 45.91 •
Total Estimated Tax per Household $ 517.05 $ 534.50 $ 540.04 $ 565.92 •
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PAGE 52 - CITY OF TIGARD •
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• ASSESSED VALUATION
• At the beginning of each fiscal year, the Washington County Assessor determines assessed
• values of properties in the City. Prior to Measure 50, Oregon's property tax system was
• based on dollars levied and not tax rates, therefore increased values had the effect of
• lowering property tax rates, not changing the amount of taxes that could be collected.
• With the approval of Measure 50 in 1997, assessed values on individual properties were
• rolled back to FY 1995 -96 levels and then reduced by 10 %. Assessed values are limited to
• an increase of 3% per year. The difference between market value and assessed value is
• expected to widen in future years due to the 3% cap on assessed value growth. For FY
2009 -10, Tigard's total assessed value was 58% of its real market value.
•
• 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.
•
• $5,000,000,000
•
• $4,000,000,000 -' Q �i v
• $3,000,000,000
•
• $2,000,000,000 I-
c
• $1,000,000,000 !r
• $0 3---
• FY 01 -02 FY 02 -03 FY 03 -04 FY 04 -05 FY 05 -06 FY 06 -07 FY 07 -08 FY 08 -09 FY 09 -10
• Fiscal Year Assessed Value
• FY 01 -02 $3,470,578,863
• FY 02 - $3,621,710,974
FY 03 - $3,754,359,399
• FY 04 -05 $3,908,208,975
• FY 05 -06 $4,087,904,786
• FY 06 -07 $4,344,958,735
FY 07 -08 $4,572,357,820
• FY 08 -09 $4,732,621,073
• FY 09 -10 $4,744,069,210 (estimated)
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• REVENUE ANALYSIS — PAGE 53
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PROPERTY TAX REVENUE •
•
Property Tax Revenues •
•
12000000 -/ •
1 !7 •
10500000 -•
9000000 r
7500000 •
6000000
4500000 r" •
•
3000000 r
1500000 r 1 -Air . fi r -- l - �" •
0 J •
FY2005 -06 FY2006 -07 FY2007 -08 FY2008- 09Est. FY2009 -10
Actual Actual Actual Actual Adopted •
p Property Tax Revenue • Debt Service Revenue •
•
The City has a General Obligation Bond property tax levy. In May 2002, Tigard voters approved a $13 •
million General Obligation Bond to construct a new library. FY 2009 -10 property tax revenues include
•
the debt service for this bond. •
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PAGE 54 - CITY OF TIGARD •
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• STATE REVENUE SHARING
•
• State Revenue Sharing
•
•
• $4,000,000 1
• $3,500,000 -'
• i
• $ 3,000,000 j
• $2,500,000 lr
•
• $2,000,000 -�—
• $1,500,000
•
• $1,000,000 -Y
• $500,000 r-
•
• FY2005 -06 FY2006 -07 FY2007 -08 FY2008 -09 Est. FY2009 -10
• Actual Actual Actual Actual Adopted
• State Revenues include gas tax, cigarette tax, liquor tax, and State revenue sharing. State revenues are
• distributed to cities by state -based formulas incorporating population and per capita incomes. These
• collective revenues have shown remarkable consistency over the past few years. It is anticipated that
• the City will see a slight increase in the State Gas Tax in FY 2009 -10 compared with the previous year.
• A drop in the State Gas Tax for 2008 -09 was a result of below average gas tax receipts compared to
State projections, which drove the overall per capita revenue rate down significantly.
•
• Budgetary revenue estimates are based on information provided by the League of Oregon Cities fol-
• lowing consultation with the State.
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• REVENUE ANALYSIS - PAGE 55
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•
ENTERPRISE FUNDS - USER FEES •
•
Enterprise Funds - User Fees •
•
$12,000 f f / •
•
•
$10,000,000 / f
•
$$,000,000 /~
•
•
•
$6,000,000 •
•
$4,000,000 •
$2,000,000 •
•
$ 0 �- r •
FY2005 -06 FY2006 -07 FY2007 -08 FY2008 -09 FY2009 -10
Actual Actual Actual Est. Actual Adopted •
•
User fees include Water, Sanitary Sewer, and Storm Drainage fees charged to all users of such services. •
The Sanitary and Storm fees are established by the Clean Water Services Agency (CWS) and updated •
by the Agency each year. The City Council, through an intergovernmental agreement with other sys- •
tem participants, sets the water rates.
•
The City does not own its own water source and is currently in the process of evaluating several op •
tions. Once a permanent water supply source is identified, the City will incur substantial capital invest- •
ment costs related to the expansion of the water supply system and will need to issue bonds to finance •
the capital expenses. This will require a stable revenue source for the debt service. Beginning in FY
2008 -09, a four year annual water rate increase of 7% was implemented. •
•
Per the intergovernmental agreement with CWS, the City retains only a portion of the sanitary and •
storm fees it collects. Each year, CWS revises the split for sanitary sewer fees. It is anticipated that the
sanitary sewer revenues will increase slightly in FY 2009 -10. •
•
In June 2007 the City Council approved a 5% franchise fee for Storm Water management that began •
Julyl, 2008 and is reflected in the budget.
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PAGE 56 - CITY OF TIGARD •
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• CONNECTION FEES
•
• Connection Fees
•
• $1,400,000 f
• $1,200,000
•
• $1,000,000 r
ge=111
• $ 800,000 •
•
• $ 600,000 — I
• $ 400 000
•
rJ.L, I
$200,000 l Fl
• • 1 • i III so
• FY2005 -06 FY2006 -07 FY2007 -08 FY 2008-09 Est. FY 2009-10
• Actual Actual Actual Actual Adopted
•
• u Water ■Sewer O OParks
•
• Connection fees include Traffic Impact Fees (TIF), storm and sanitary sewer connection charges, water
• connection and system development charges, and parks system development charges. This revenue
category has shown a marked decline in recent years which coincides with the decreased level of Bevel-
• opment activity occurring within Tigard.
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• REVENUE ANALYSIS - PAGE 57
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4110
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PERMIT REVENUE •
•
Permit Revenues •
•
•
$3,500,000 •
•
$3,000,000 - •
S
$2,50Q,000 - •
$2,000,000 •
•
•
$1,500,000 l- r
•
$1,000,000 -' •
$500,000 -"
4
71 I •
FY2005 -06 FY2006 -07 FY2007 -08 FY2008 -09 FY2009 -10 •
Actual Actual Actual Est. Actual Adopted •
•
Permit fees are recorded in the Building Fund, the Electrical Inspection Fund, the General Fund, and,
•
formerly, in the Urban Services Fund. Nearly all fees are related to development activity and, there- •
fore, reflect the level of that activity. Tigard is experiencing a decline in activity, as is much of the state
and the nation, and the revenue trend reflects this decline. It is projected that this decline will continue •
in FY 2009 -10 and the decrease in adopted revenues reflects this trend. •
The primary fees that are represented in the chart include: Engineering Public Improvement Fee, Sign •
Permits, Land Use Planning Application Fees, and all related Building Permit Fees. •
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PAGE 58 - CITY OF TIGARD •
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• COUNTY SHARED REVENUE
•
• County Shared Revenues
• $2,800,000
• $2,400,000 -'
•
• $2,000,000 -'
• $1,600,000
•
• $1,200,000 f
• $800,000
•
• $400,000
$0
• FY 2005 -06 FY 2006 -07 FY 2007 -08 FY 2008 -09 Est. FY 2009 -10
• Actual Actual Actual A ctual Adopted
• ® Coamty Gas Tax ■ Hotel - Motel Tax ❑ WCCLS
•
• County Shared Revenues include the Washington County Gas Tax, the Washington County Coopera-
• tive Library System (WCCLS) levy, and a countywide Hotel /Motel tax.
• Washington County collects a one -cent per gallon tax on gasoline, which is distributed to cities in the
• County to be used for road maintenance activities. Since the County has not increased the gas tax, as
• an increase has to be approved by voters, this revenue source has seen very minor growth. This trend
• is being projected to continue in FY 2009 -10.
• The Hotel /Motel tax is collected by Washington County at a 7% rate and is distributed to all participat-
ing jurisdictions. Tigard receives about one third of the amount collected in the city limits. Tax collec-
• tions are directly related to room rental rates, the number of hotel and motel rooms within the City,
and the economy. As the economy continues to rebound, it is projected that these revenues will con -
• tinue to increase.
•
• WCCLS funds come from the County property taxes generated from the County's permanent property
tax rate. WCCLS funds are distributed to cities with public libraries based upon a formula heavily
• weighted to increases in circulation. In November 2006, a new WCCLS levy was passed by the voters.
• This levy increased revenues by nearly $1 million annually
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• REVENUE ANALYSIS - PAGE 59
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411 •
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FINE AND FORFEITURE REVENUE •
•
Fine and Forfeiture Revenues •
$800,000 — •
•
$700,000 — •
$600,000 sr •
$500,000 •
$400,000 •
$300,000 41 •
•
$200,000 •
$100,000 •
J •
$0 r •
FY2005 -06 FY2006 -07 FY2007 -08 FY 2008-09 Est. FY2009 -10 •
Actual Actual Actual Actual Adopted •
p Traffic - Civil Infractions ■ Library Fines •
•
This source of revenue includes traffic and civil infraction citations, which are processed by the Mu- •
nicipal Court, and fines for late and lost materials at the Library. Fine collections are directly related to •
the number of citations issued. The bail schedule is updated annually by the Municipal Court Judge.
The FY 2009 -10 budget revenues include an additional Fines & Forfeitures- Traffic revenue of •
$125,000 associated with the additional Traffic Officer FTE in the Police Department. •
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PAGE 60 - CITY OF TIGARD •
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• INTEREST EARNINGS
• Interest E arnings
•
•
• $2,500,000 -'
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•
• $2,000,000 f
•
• $1,500,000
•
•
• $1,000,000 -� I
•
• $500,000 -
•
• $0 r / � - , , L .
• FY 2005 -06 FY 2006 -07 FY 2007 -08 FY 2008 -09 Est. FY 2009 -13
• !actual Actual Actual Actual Adopte
•
• Interest earnings are generated from the investment of cash on hand in various funds of the City. In-
• terest earnings are directly attributable to the amount of cash available for investment and current in-
terest rates. The City is assuming an interest rate of 1% for its investments due to the low rate of re-
• turns in the current market. It is anticipated that interest earnings will also be down in FY 2009 -10 as
• capital improvement project needs begin to take from the fund balances in many funds.
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• REVENUE ANALYSIS - PAGE 61
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FRANCHISE FEE REVENUE •
•
•
Franchise Fee Revenue •
•
$5,000,000 •
$4,500,000 / / S
$4,044,004 f_____. 0
/ 0
$3,500,000 •
$3,000,000 •
$2,500,000
•
$2,000,000 III
$1,500,000 1 ____ ~ � •
$1,000,000 '�� •
$500,000 j
$0— l __— •
II
FY2005 -06 FY2006 -07 FY2007 -08 FY2008 -09 FY2009 -10 •
Actual Actual Actual Est. Actual Adopted
•
•
Franchise fees are charged to private utilities for the use of the public rights -of -way. Private franchised •
activities paying the fee include electricity, natural gas, telecommunications, cable television, and solid •
waste haulers. In FY 2006 -07, the City began charging a 5% franchise fee to its public utilities, water
and sanitary sewer. •
All franchise fees are computed as percentage of gross proceeds generated within Tigard's city limits. •
All franchises, with exception of cable television, are directly between the City and the franchise holder. III
The Metropolitan Area Communications Commission (MACC), a consortium of cities in the metro •
area, administers the cable television franchise. •
The increase in franchise fee revenue in FY 2009 -10 is due to a continued growth in population. In 0
January 2006, the solid waste franchise fee was increased from 3% to 4 %. Also, there has been a con- •
siderable increase in the natural gas franchise fees received, which is partially due to an increase in the •
franchise fee in 2004. Telecommunication franchise fees tend to fluctuate from year to year. How- •
ever, the City has experienced a small upward trend over the last four years. Therefore, it is anticipated
that telecommunication franchise fees will continue to increase slightly in FY 2009 -10. •
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PAGE 62 - CITY OF TIGARD •
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• FRANCHISE FEE REVENUE
•
•
• Current franchisees and franchise rates are:
• Service Provider Rate
• Cable Television Comcast /Verizon 5.00%
• Electricity Portland General Electric 3.50%
• Garbage All haulers 4.00%
• Natural Gas Northwest Natural Gas 5.00%
Sanitary Sewer City of Tigard 5.00%
• Telecommunications All providers 5.00%
• Water City of Tigard 5.00%
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• REVENUE ANALYSIS - PAGE 63
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•
INTERFUND TRANSFERS •
•
Interfund transfers are the transfer of revenues between funds when the revenue is received in one •
fund for an expense that occurs in another fund or when City functions have more than one funding •
source. Another primary reason for transfers is for a fund to pay for services provided by another
fund (for example, Financial Operations Division providing utility billing services for the Water, Sani- •
tary Sewer, Stormwater, and Street Maintenance Funds). •
A transfer -out is an expense to the fund that is transferring the money out or buying services. A trans- •
fer -in is a resource to the fund that is receiving the money or selling the service. For every expense •
transfer -out, there is a corresponding resource transfer -in. The corresponding transfers must show the •
same dollar amount. The various types of interfund transfers are defined below: •
General Resource Transfer •
Transfer of resources from one fund to another which are not based upon a cost allocation plan, actual •
expenditure, or any expectation of a payment for services provided. This type of transfer is simply a •
transfer of resources from one fund to another.
•
Direct Resource Transfer •
Transfer of resources from one fund to another which are based upon a cost allocation plan and actual •
expenditures or an expectation of a payment for services provided. This type of transfer is typically
based upon actual expenditure needs by a certain fund and are "trued up" from the budget figure based •
upon actual expenditures. •
Debt /Loan Repayment Transfer •
Transfer of resources from one fund to another to pay either all or a portion of an interfund loan. •
This type of transfer is typically based upon a five -year repayment schedule for capital loans. •
Indirect Cost Transfer •
Transfers received for services provided, which have been allocated based upon a cost allocation plan. •
The Indirect Cost Transfers Out are typically budgeted along with a division's operating budget to •
show the true cost for that division to the City. For the City, the following bases of allocation are used •
for those functions or programs listed below:
•
City Management — size of budget •
Finance — size of budget •
Financial Operations — size of budget
Human Resources — FTE count
Risk Management — FTE /Auto Assignment /Bond Premium /Property Premiums •
Information Technology — number of personal computers assigned to budget unit and number of li- •
censes for specific software applications.
Office Services — percent of time spent working on projects
City Recorder /Records — percentage of Council items processed /percentage of records requests •
Property Management — square footage •
Fleet Maintenance — vehicle assignment
•
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. •
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PAGE 64 - CITY OF TIGARD •
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4110
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•
• INTERFUND TRANSFERS
• From To Amount Type Description
• Transfer of funds to support the Community
• Building Fund General Fund $ 141,405 Indirect Development Administration Division
• Total Building Transfers Out $ 141,405
• Central Services Debt /Loan Repayment of loan used for Capital Outlay -
• Fund General Fund $ 265,426 Repayment Technology
• Total Central Svcs Transfers Out $ 265,426
• Criminal Forfeiture Transfer of funds for allowed expenses on Police
• Fund General Fund $ 10,000 Direct related programs
Total Criminal Fft Transfers Out $ 10,000
• Electrical Tranfer of funds to support electrical inspections by the
• Inspection Fund Building Fund $ 122,860 Direct Building Division
• Total Electrical Inspection
Transfers Out $ 122,860
• Transfer of funds to support Street Maintenance
• Gas Tax Fund General Fund $ 1,118,399 Direct program
Transfer of funds to support the Public Works
•
Gas Tax Fund General Fund $ 237,704 Indirect Administration Division
• Transfer of funds to support the Captial Construction
• Gas Tax Fund General Fund $ 389,428 Indirect & Transportation Division
Transfer of funds to support Current Planning
• Gas Tax Fund General Fund $ 27,564 Direct Division
• Transfer of Roll -over funds to pudzase a Street
Gas Tax Fund General Fund $ 140,000 Direct Maintenance Division vehide
� • Gas Tax Fund Facilities Fund $ 31,825 General Transfer of funds for new PW facilities
• Total Gas Tax Transfers Out $ 1,944,921
• Transfer of funds to support the City's Housing Code
General Fund Building Fund $ 56,075 Direct Inspections program
• Operational Loan for FY 2009 -10 to stabalilze the
• General Fund Building Fund $ 300,000 Direct Building Fund
Central Services Transfer of funds to support the City's Passport
• General Fund Fund $ 51,331 Direct program
• Central Services Transfer of funds to support the City's HR /PY IFAS
General Fund Fund $ 100,000 Direct Project
• General Fund Facilities Fund $ 86,375 General Transfer to fund various fadities - related CIP projects
• Tree Replacement Transfer of tree replannent /mitigation revenues
• General Fund Fund $ 268,000 General remrded in the General Fund
Debt /Loan Repayment of Clute Property loan - 2nd year of four-
• General Fund Water CIP Fund 5 109,826 Repayment year repayment schedule
• Total General Transfers Out $ 971,607
• Debt /Loan Repayment of Cook Park Loan borrowed in FY 2008 -
Parks SDC Fund General Fund $ 278,053 Repayment 09
• Debt /Loan Repayment of Clute Property loan - 1st year of three-
• Parks SDC Fund Water CIP Fund $ 101,759 Repayment year repayment schedule
Total Parks SDC Transfers Out $ 379,812
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• REVENUE ANALYSIS - PAGE 65
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•
INTERFUND TRANSFERS •
•
Sanitary Sewer Central Services •
Fund Fund $ 19,358 Indirect Transfer of funds to support Utility Billing program •
Sanitary Sewer •
Fund Facilities Fund $ 22,725 General Transfer of funds for new PW facilities
Sanitary Sewer Transfer of funds to support the Public Works •
Fund General Fund $ 169,789 Indirect Administration Division •
Sanitary Sewer Transfer of funds to support the Captial Construction
Fund General Fund $ 181,532 Indirect & Transportation Division •
Sanitary Sewer Transfer of funds to support Current Planning •
Fund General Fund $ 18,295 Direct Division
Total Sanitary Transfers Out $ 411,698 •
Central Services
Stormwater Fund Fund $ 63,162 Indirect Transfer of funds to support Utility Billing program •
Stormwater Fund Facilities Fund $ 27,275 General Transfer of funds for new PW facilities •
Transfer of funds to support the Public Works
Stormwater Fund General Fund $ 203,746 Indirect Administration Division •
Transfer of funds to support the Captial Construction •
Stormwater Fund General Fund $ 79,456 Indirect & Transportation Division
Transfer of funds to support Current Planning •
Stormwater Fund General Fund $ 18,295 Direct Division •
Total Stormwater Transfers Out $ 391,935
Street Maintenance Central Services •
Fund Fund S 84,000 Direct Transfer of funds to support Utility Billing program
Total Street Maint Transfers Out $ 84,000 •
Traffic Impact Fee Transfer of funds to support the Captial Construction •
Fund General Fund $ 274,327 Indirect & Transportation Division
Traffic Impact Fee Transfer of funds to support Current Planning •
Fund General Fund $ 9,148 Direct Division •
Traffic Impact Fee Transfer of funds to support the Development
Fund General Fund $ 11,096 Direct Engineering Division •
Total TIF Transfers Out $ 294,570 •
Tree Replacement Debt /Loan
Fund General Fund $ 75,000 Repayment Repayment of loan used for tree planting projects •
Total Tree Rplc Transfers Out $ '75,000
Transfer of funds for miscellaneous Library facility •
Trust Fund Facilities Fund $ 100,000 Direct improvements •
Total Trust Transfers Out $ 100,000
Central Services •
Water Fund Fund $ 331,115 Indirect Transfer of funds to support Utility Billing program •
Water Fund Facilities Fund $ 77,250 General Transfer of funds for new PW facilities
Transfer of funds to support the Public Works •
Water Fund General Fund $ 577,281 Indirect Administration Division •
Water Fund Water CIP Fund $ 4,600,000 General Transfer to fund various water - related CIP projects
Debt /Loan Transfer of funds to line of credit payment for Long
Water Fund Water CIP Fund $ 150,000 Repayment Term Water borrowing
Total Water Transfers Out $ 5,735,646 ' •
Water Quality / •
Quantity Fund Facilities Fund $ 4,550 General Transfer of funds for new PW facilities
Water Quality / Transfer of funds to support the Public -Works •
Quantity Fund General Fund $ 33,958 Indirect Administration Division •
Water Quality / Transfer of funds to support the Captial Construction
Quantity Fund General Fund $ 74,237 Indirect & Transportation Division •
Water Quality / Transfer of funds to support Current Planning •
Quantity Fund General Fund $ 3,049 Direct Division
Total Water Q/Q Transfers Out $ 115,793 •
Total Transfers $ 11,044,674 I
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PAGE 66 - CITY OF TIGARD •
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PROGRAM SUMMARIES
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• Program Summaries 67
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• Expenditure Summary by Program 68
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• Operating Budget History 69
• Staffing Levels 71
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lb Program Summaries
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• The City adopts and manages its operating expenditures by program. The City has four operating pro-
grams: Policy & Administration, Community Development, Community Services, and Public Works.
Within each of these programs are one or more departments and budgets units, or divisions. A more
• detailed explanation of the City's program structure can be found in the Reader's Guide Section.
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• This year's budget reflects one change to the program structure from the previous fiscal year budget.
The City has combined the previous Policy & Legislation and City Administration programs into a
• combined Policy & Administration program. The following charts give a summary of the expenditures
• for the programs, budget classifications, and staffing levels.
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EXPENDITURE SUMMARY BY PROGRAM •
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FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Description Actual Actual Revised Projected Requested Proposed Approved Adopted •
Expenditure by Program •
Policy and Administration $4,458,629 $4,930,808 $7,101,877 $5,586,122 $5,795,052 $7,322,497 $7,422,497 $7,422,497 •
Community Development $4,772,780 $5,189,286 $8,437,572 $6,814,526 $7,306,981 $6,936,246 $6,966,247 $6,984,847 •
Community Services $11,918,361 $13,759,028 $19,123,074 $17,699,483 $19,593,406 $20,068,571 $20,068,571 $20,068,571 •
Public Works $9,752,924 $9,866,537 $16,121,718 $14,258,343 $15,051,966 $14,687,072 $14,687,073 $15,222,073 •
Total Expenditure by Program $30,902,694 $33,745,659 $50,784,240 $44,358,474 $47,747,404 $49,014,386 $49,144,387 $49,697,987 •
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Number of FTE by Program •
Policy and Administration 41.90 43.30 45.30 45.30 45.65 45.65 45.65 45.65 •
Community Development 53.50 54.50 54.50 53.50 43.50 41.90 41.90 41.90 •
Community Services 114.20 130.40 134.90 135.90 135.90 135.90 135.90 135.90
Public Works 62.10 61.10 61.10 61.10 61.30 61.30 61.30 61.30 •
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Total FTE by Program 271.70 289.30 295.80 295.80 286.35 284.75 284.75 284.75 •
Expenditure per FTE •
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Policy and Administration $106,411 $113,875 $156,774 $123,314 $126,945 $160,405 $162,596 $162,596 •
Community Development $89,211 $95,216 $154,818 $127,374 $167,977 $165,543 $166,259 $166,703 •
Community Services $104,364 $105,514 $141,757 $130,239 $144,175 $147,672 $147,672 $147,672
Public Works $157,052 $161,482 $263,858 $233,361 5245,546 $239,593 $239,593 $248,321 •
Total Expenditure by FTE $113,738 $116,646 $171,684 $149,961 $166,745 $172,131 $172,588 $174,532 •
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PAGE 68 - CITY OF TIGARD •
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• OPERATING BUDGET HISTORY
• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Description Actual Actual Revised Proposed Approved Adopted
• Number of FTE 271.70 289.30 295.80 284.75 284 75, 284.75
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• Personal Services
• Salaries - Management $ 5,887,951 $ 6,833,388 $ 7,447,870 $ 7,934,241 $ 7,934,241 $ 7,934,241
• Salaries - General $ 4,365,089 $ 4,705,321 $ 5,154,527 $ 4,296,973 $ 4,296,973 $ 4,296,973
Salaries - Polite $ 2,957,586 $ 3,158,555 $ 3,717,813 $ 3,769,016 $ 3,769,016 $ 3,769,016
• Salaries - Part Time $ 382,503 $ 477,727 $ 634,220 $ 1,287,685 $ 1,287,685 $ 1,287,685
• Salaries - Temporary $ 323,926 $ 345,593 $ 401,612 $ 463,063 $ 463,063 $ 463,063
Overtime $ 428,531 $ 573,297 $ 605,646 $ 601,384 $ 601,384 $ 601,384
• Incentive Pay $ 100,127 $ 98,654 $ 100,620 $ 264,558 $ 264,558 $ 264,558
• Longevity $ 39,290 $ 32,596 $ 35,568 $ - $ - $ -
Other Incentive $ 42,248 $ 51,208 $ 50,882 $ 2,000 $ 2,000 $ 2,000
• Unemployment $ 72,053 $ 32,169 $ 18,095 $ 17,674 $ 17,674 $ 17,674
• Worker's Comp $ 244,956 $ 326,993 $ 210,894 $ 328,470 $ 328,470 $ 328,470
FICA /Medicare $ 1,108,440 $ 1,238,170 $ 1,363,640 $ 1,345,647 $ 1,345,647 $ 1,345,647
• Tri-Met Tax $ 94,368 $ 107,032 $ 121,548 $ 116,898 $ 116,898 $ 116,898
• VEBA $ 127,107 $ 176,099 $ 199,269 $ 181,200 $ 181,200 $ 181,200
Life Insurance $ 22,847 $ 23,656 $ 46,783 $ 78,326 $ 78,326 $ 78,326
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Salary Continuation $ 32,811 $ 36,819 $ 54,247 $ $ $
• Medical /Insurance $ 1,970,444 $ 2,351,152 $ 2,809,582 $ 3,459,976 $ 3,459,976 $ 3,459,976
• Dental Insurance $ 245,846 $ 284,467 $ 310,099 $ - $ - $ -
Retirement $ 1,737,305 $ 1,923,723 $ 2,312,045 $ 2,256,099 $ 2,256,099 $ 2,256,099
• Deferred Comp Contributions $ 164,283 $ 194,527 $ 221,108 $ 235,884 $ 235,884 $ 235,884
• Total Personal Services $20,347,712 $22,971,147 $25,816,068 $26,639,094 $26,639,094 $26,639,094
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• Materials and Services
• Professional /Contractual Services $ 2,271,155 $ 2,752,297 $ 3,645,247 $ 3,413,654 $ 3,443,654 $ 3,537,253
• Legal Expenses $ $ $ 390,500 $ 347,850 $ 347,850 $ 347,850
Repairs & Maint $ 17,279 $ 13,649 $ 141,254 $ 162,279 $ 162,279 $ 162,279
• Repairs & Maint - Fadlities $ 381,746 $ 445,268 $ 325,070 $ 345,181 $ 345,181 $ 345,181
• Repairs & Maint - Valves $ 12,644 $ 10,845 $ 12,000 $ 15,000 $ 15,000 $ 15,000
Repairs & Maint - Reservoir $ 8,792 $ 4,218 $ 9,000 $ 6,000 $ 6,000 $ 6,000
• Repairs & Maint - Grounds $ 3,644 $ 6,877 $ 118,350 $ 120,200 $ 120,200 $ 120,200
• Repairs & Maint - Pump Station $ (3,449) $ 2,538 $ 9,000 $ 9,000 $ 9,000 $ 9,000
Repairs & Maint - SCADA $ 8,471 $ 1,625 $ 6,000 $ 7,000 $ 7,000 $ 7,000
• Repairs & Maint - Wells $ 7,346 $ 26,316 $ 17,450 $ 10,000 $ 10,000 $ 10,000
• Repairs & Maint - Meters $ 15,706 $ 10,016 $ 15,000 $ 15,000 $ 15,000 $ 15,000
Repairs & Maint - Service Lines $ 13,772 $ 8,082 $ 7,700 $ 7,700 $ 7,700 $ 7,700
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Repairs & Maint - Regulators $ 10,763 $ 8,546 $ 8,100 $ $ $
• Repairs & Maint - Fire Hydrant $ 14,908 $ 26,457 $ 12,000 $ 32,000 $ 32,000 $ 32,000
• Repairts & Maint - Marine Board $ - $ - $ - $ 9,000 $ 9,000 $ 9,000
Repairs & Maint - Vehides $ 298,726 $ 377,139 $ 282,300 $ 315,485 $ 315,485 $ 315,485
• Repairs & Maint - Water Lines $ 52,139 $ 89,500 $ 50,000 $ 100,000 $ 100,000 $ 100,000
• Small Tools & Equipment $ 254,987 $ 246,413 $ 297,763 $ 236,299 $ 236,299 $ 236,299
Office Supplies & Expense $ 445,664 $ 475,060 $ 497,920 $ 490,984 $ 490,984 $ 490,984
• Special Department Expenses $ 321,228 $ 267,971 $ 531,535 $ 477,786 $ 477,786 $ 477,786
• Advertising & Publicity $ 97,993 $ 95,676 $ 144,801 $ 165,167 $ 165,167 $ 165,167
• PROGRAM SUMMARIES - PAGE 69
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OPERATING BUDGET HISTORY •
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Description Actual Actual Revised _ Proposed Approved Adopted •
Dues & Subscriptions $ 115,458 $ 131,555 $ 155,209 $ 152,638 $ 152,638 $ 152,638
Fees and Charges $ 59,373 $ 33,551 $ 54,883 $ 61,470 $ 61,470 $ 61,470 •
Travel and Training $ 172,942 $ 229,659 $ 376,847 $ 361,043 $ 361,043 $ 361,043 •
Fuel $ 207,679 $ 266,805 $ 277,613 $ 276,900 $ 276,900 $ 276,900
Rents and Leases $ 51,511 $ 37,067 $ 77,967 $ 85,196 $ 85,196 $ 85,196 •
Utilities - Water /Sewer /Storm $ 92,939 $ 92,152 $ 106,000 $ 127,480 $ 127,480 $ 127,480 •
Utilities - Electricity $ 775,030 $ 858,716 $ 906,413 $ 972,825 $ 972,825 $ 972,825
Utilities - Natural Gas $ 73,894 $ 86,312 $ 99,039 $ 109,039 $ 109,039 $ 109,039 •
Utilities - Telecommunications $ 166,012 $ 131,421 $ 147,894 $ 194,134 $ 194,134 $ 194,134 •
Insurance $ 364,923 $ 381,397 $ - $ 371,610 $ 371,610 $ 371,610
Insurance - Auto $ - $ - $ 96,056 $ - $ - $ - •
Insurance - Liability $ - $ - $ 217,544 $ - $ - $ -
Insurance - Flood $ - $ - $ 8,320 $ - $ - $ - •
Insurance - Property $ - $ - $ 118,100 $ - $ - $ - •
Bad Debt Expense $ - $ 2,079 $ 4,200 $ 4,200 $ 4,200 $ 4,200 •
Computer Hardware and Software $ 289,730 $ 294,487 $ 859,534 $ 924,752 $ 924,752 $ 924,752
Water Purchases $ 2,450,295 $ 2,018,733 $ 3,507,410 $ 3,060,000 $ 3,060,000 $ 3,060,000 •
Water Sampling $ 50,983 $ 40,849 $ 71,600 $ 39,245 $ 39,245 $ 39,246 •
Books & Circulation Materials $ 375,674 $ 454,703 $ 514,040 $ 575,725 $ 575,725 $ 575,725
Ammunition & Range Supplies $ - $ - $ - $ 68,650 $ 68,650 $ 68,650 •
Property Damage S 7,490 $ 2,147 $ 7,750 $ 8,250 $ 8,250 $ 8,250
IL Total Materials & Services $ 9,487,447 $ 9,930,126 $14,127,409 $13,678,743 $13,708,743 $13, 4) 02,3 •
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Indirect Charges •
Indirect Charges $ - $ - $ - $ - $ - $ - •
City Management $ - $ - $ 614,308 $ 834,580 $ 834,580 $ 834,580 •
Finance $ - $ - $ 740,602 $ 940,174 $ 940,175 $ 940,175 •
Information Technology $ - $ - $ 1,443,373 $ 1,574,644 $ 1,574,644 $ 1,574,644
Human Resources $ - $ - $ 781,022 $ 744,877 $ 744,877 $ 744,877 •
Risk Management $ - $ - $ 252,299 $ 664,405 $ 664,405 $ 664,405 •
Office Services $ - $ - $ 522,694 $ 589,295 $ 589,295 $ 589,295
Property Management $ - $ - $ 1,259,504 $ 1,398,927 $ 1,398,927 $ 1,398,927 •
Fleet Management $ - $ - $ 194,067 $ 259,406 $ 259,406 $ 259,406 •
CD Administration $ - $ - $ 69,554 $ - $ - $ -
Utility Billing $ - $ - $ 506,991 $ - $ - $ - •
City Recorder/Records $ - $ - $ 552,820 $ 603,956 $ 603,956 $ 603,956 •
Public Works Administration $ - $ - $ 832,119 $ - $ - 5 -
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Total Indirect Charges i i ii , $ $ 7,769,354 $ 7,610,263 $ 7,610,265 $ 7,610,265 •
Capital Outlay •
Capital Improvement Program $ 82,045 $ 43,783 $ - $ - $ - $ - •
Capital Outlay - Bldgs & Improve $ - $ - $ 76,400 $ 97,900 $ 97,900 $ 97,900 •
Capital Outlay - Vehides $ 821,594 $ 707,170 $ 721,520 $ 373,665 $ 373,665 $ 833,665 •
Capital Outlay- Equipment $ 100,794 $ 138,761 $ 306,478 $ 198,371 $ 198,371 $ 198,371
Capital Outlay - Technology $ 9,511 $ - $ 1,967,011 $ 416,350 $ 516,350 $ 516,350 •
Tot ..it. •'m , CI; .': ;11/L.._ . g' .1LC lit +.
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W Total Operating Budget $30,849,103 $33,790,986 $50,784,240 $49,014,386 $49,144,387 $49,697,987 •
PAGE 70 - CITY OF TIGARD •
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• STAFFING LEVELS
• Between FY 2008 -09 and FY 2009 -10, City staff levels decreased just over 3.8 %, or a net decrease of
• 11.30 FTE. A summary of the changes by department is below.
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• Full-Time Equivalent Positions
300 —
• 250
• 200
150
• 100
• 50
• FY2006 -07 FY 2007-0S FY 2008-09 FY2009 -10
• Acutals Actuals Projected Adopted
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• Community Development
The Community Development Department is showing a decrease of 11.60 FTE in FY 2008 -09 from
• last year. This decrease is in the Building Division and is the result of the dramatic construction/
• housing market slowdown. In the late fall of 2008, the City laid off 7 FTE in the Building Division.
• All remaining employees in the division, 8 positions, had the work week reduced to 32 hours (0.80
• FTE) in order to further stabilize the Building Fund during this national economic slowdown. Addi-
tionally, 3 positions were eliminated due to attrition.
• Public Works
The Public Works Department has an FTE increase of 0.20 in FY 2009 -10 to bring the department's
• total to 61.30. This slight change is due to the City's room reservation program being transferred
• from the City Administration program to the Public Works program. This addition FTE is required
• to provide the same high level of service to the citizens reserving meeting space with the City.
• City Administration
• City Administration sees a net increase of 0.10 FTE in FY 2008 -09. This increase, in the City's Of-
• fice Services Division, is created by addition of a half -time (0.50 FTE) Graphic Designer and reduc-
ing both the Administrative Specialist I and Administrative Specialist II positions to 0.80 FTE. The
• addition of the Graphic Designer position serves to meet the needs the City has for high quality
• graphic design on publication materials. The reductions are the result, in large part, to the transfer of
• the City's room reservation program to the Public Works Department.
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• C ity FTE Per 1,000 Population
• 7
• 5
5
• 4
3
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• FY2006 -07 FY 2007-08 FY200S -09 FY2009 -10
Actual Actuals Projected Adopted
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• PROGRAM SUMMARIES - PAGE 71
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• Community Services Organization Chart 73
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• Organization Chart /FTE Summary 76
• Police Mission Statement 77
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• Police Administration 78
Police Operations 83
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• Police Support Services 88
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• Organization Chart /FTE Summary 94
• Library Administration 95
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Library Technical Services 107
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• COMMUNITY SERVICES ORGANIZATION CHART
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• COMMUNITY SERVICES - PAGE 73
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COMMUNITY SERVICES PROGRAM
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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 offer- •
ing 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 primary source of funding for this program area is the General Fund. •
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PAGE 74 - CITY OF TIGARD •
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• COMMUNITY SERVICES PROGRAM
• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
Description Actual Actual Revised Proposed Approved Adopted
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• Number of Positions 114.20 130.40 134.90 135.90 135.90 135.90
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• Budget By Category
• Personal Services $9,372,232 $10,915,951 $12,272,226 $13,061,749 $13,061,749 $13,061,749
• Materials & Services $2,289,664 $2,515,471 $3,275,885 $3,215,244 $3,215,244 $3,215,244
• Interdepartmental Costs $0 $0 $3,181,547 $3,489,777 $3,489,777 $3,489,777
• Capital Outlay $256,465 $327,607 $393,415 $301,800 $301,800 $301,800
• Total By Category $11,918,361 $13,759,028 $19,123,074 $20,068,571 $20,068,571 $20,1168,571
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• Budget by Division
• Police Administration $423,148 $383,503 $630,920 $773,514 $773,514 $773,514
• Police Operations $5,289,314 $5,588,986 $7,107,595 $7,249,084 $7,249,084 $7,249,084
• Police Support Services $3,504,835 $4,444,362 $5,851,028 $5,987,375 $5,987,375 $5,987,375
• library Administration $310,680 $345,922 $728,170 $1,039,023 $1,039,022 $1,039,022
• Library Reader Services $1,129,927 $1,459,623 $2,329,802 $2,489,708 $2,489,710 $2,489,710
Library Technical Services $378,761 $426,310 $778,792 $791,460 $791,460 $791,460
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Library Circulation $717,741 $940,162 $1,477,619 $1,526,307 $1,526,306 $1,526,306
• Social Services $163,955 $170,161 $219,150 $212,100 $212,100 $212,100
• Total By Division $11,918,361 $13,759,028 $19,123,074 $20,068,571 $20,068,571 $20,068,571
• Budget by Fund
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• General Fund - 100 $11,918,361 $13,759,028 $19,123,074 $20,068,571 $ $20,068,571
Total By Fund $11,9 '8,3.
$20,068,571 S20,068,5
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• COMMUNITY SERVICES - PAGE 75
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POLICE ORGANIZATION CHART •
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POLICE • •
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ADMINISTRATION OPERATIONS SUPPORT SERVICES •
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FY 2006 -07 FY 2007-08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Description Actual Actual Revised Proposed Approved Adopted •
Number of Positions 80.00 89.50 93.00 94.00 94.00 94.00 •
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Budget By Category •
Personal Services $7,364,612 $8,416,535 $9,365,968 $9,949,486 $9,949,486 $9,949,486 •
Materials & Services $1,606,943 $1,748,938 $2,213,820 $2,120,553 $2,120,553 $2,120,553 •
Interdepartmental Costs $0 $0 $1,726,484 $1,638,134 $1,638,134 $1,638,134 •
Capital Outlay $256,465 $278,005 $283,270 $301,800 $301,800 $301,800 •
Total By Category $9,228,020 $10,443,478 $13,589,542 $14,009,973 $14,009,973 $14,009,973 •
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Budget by Division •
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Police Administration $423,148 $384,979 $630,920 $773,514 $773,514 $773,514 •
Police Operations $5,289,316 $5,604,278 $7,107,595 $7,249,084 $7,249,084 $7,249,084 •
Police Support Services $3,504,835 $4,454,221 $5,851,028 $5,987,375 $5,987,375 $5,987,375
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Total By Division $9,217,299 $10,443,478 $13,589,542 $14,009,973 $14,009,973 $14,009,973
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Budget by Fund •
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General Fund -100 $9,217,299 $10,443,478 $13,589,542 $14,009,973 $14,009,973 $14,009,973 •
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Total By Fund $9,217,299 $10,443,478 $13,589,542 $14,009,973 $14,009,973 $14,009,973 •
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PAGE 76 - CITY OF TIGARD •
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• POLICE MISSION STATEMENT
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• MISSION
• The Mission of the 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.
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• 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
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• GOALS
• The goals of the Tigard Police Department are:
• • To reduce crime and the fear of crime
• • To assist the City of Tigard in the accomplishment of municipal goals and objectives
• • To enhance the safety and security of Tigard's residents, visitors, and businesses
• • To preserve constitutional and civil rights, and foster good citizenship in our youth
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• CORE VALUES
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• Attitude Leadership Integrity
• Service Teamwork
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POLICE ADMINISTRATION BUDGET UNIT: 400 •
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Program Results: •
• Provides leadership and management to the Department in support of the City's strategic plans •
and objectives.
• Increases police effectiveness by developing ethical, accountable, productive, and well- trained •
employees. •
• Oversees Department activities, evaluates policies, organizational structure, working conditions, •
and customer service levels; manages resources, develops partnerships and programs; directs •
strategic planning.
• The Public Information Officer (PIO) prevents and suppresses crime by providing crime pre- •
vention materials and programs to the media and coordinates and assists the Crime Prevention •
Specialist in providing crime prevention material to citizens. •
• The Executive Assistant to the Chief of Police /Alarm Coordinator supports the Office of the
Chief of Police and administers the City of Tigard Alarm Ordinance. •
• The Crime Prevention Specialist supports the City's efforts in the "Neighborhood Network" •
and works with rental property owners and community members in the prevention of crime. •
Program Description: •
• The Police Administration Division is responsible for the overall administration and manage- •
ment of the Police Department. The Administration Division is dedicated to fulfilling the mis- •
sion of the City and the Department, and dedicated to evaluating the structure, strategies, and
programs of the Police Department in light of crime trends and resource levels. •
• The Administration Division is involved in identifying, establishing, maintaining, and further-
ing strategic relationships with government agencies. These mutually beneficial relationships •
facilitate the sharing of intelligence and resources.
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• The Public Information Officer (PIO) coordinates the Neighborhood Watch Program which •
provides these community groups with valuable crime prevention material and promotes citi- •
zen involvement in community policing. The Enhanced Safety Properties Program is a three- •
phase crime prevention program that accomplishes the same objectives for multi - family units. •
• The Crime Prevention Specialist provides several hundred hours of crime prevention program- •
ming annually to a wide variety of citizens, businesses, and groups. The Specialist also coordi- •
nates the new "Neighborhood Network" program and works with the PIO in expanding the
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PD's efforts in crime prevention efforts, including residential, business and apartment com-
plexes. •
• •
The Executive Assistant to the Chief of Police /Alarm Coordinator provides support for the •
hiring process, assists the Chief of Police with day -to -day affairs of the Office of Chief of Po-
lice, and manages the Tigard High School parking permit zone. Administration of the City's •
Alarm Ordinance involves processing alarm permit applications, billing for recurring false •
alarms, and closely monitoring the incidence of false alarms. •
•
S
S
PAGE 78 - CITY OF TIGARD •
•
4110
•
•
•
• POLICE ADMINISTRATION BUDGET UNIT: 400
• FY2008 -09 Accomplishments:
•
• • Continued to oversee Department activities, evaluate policies, organizational structure, working
conditions, and customer service levels; manage resources, develop partnerships and programs;
• direct strategic planning and support accreditation through policy management.
• • Continued to provide leadership and management for the Department in support of the City's
• strategic plans and objectives.
• • Continued to implement the Mission, Vision, and Goals of the Department. All employee
evaluations were carefully reviewed to ensure that these topics were emphasized.
• Continued to develop ethical, accountable, productive, and well - trained employees.
• • Began process of replacing the current General Order system with Lexipol, an enhanced proto-
col manual.
• Established a satellite office for the Police Department at the new Tualatin Valley Fire & Res-
• cue station.
• • Held event for the shredding of documents to help reduce identity theft.
• • Coordinated and held a bicycle safety event.
• Participated in National Night Out.
• • Held an engraving event for catalytic converters.
• • Held a nine week Citizen's Police Academy.
• • Held training for landlords and rental property management.
• Increased the number of Neighborhood Watch groups by three, bringing the total to 108.
• • Provided 62 crime prevention presentations.
• • Processed 2,289 alarm permit applications.
• • Continued to reduce the number of false alarms through the implementation of fines.
• Continued to administer the Alarm Ordinance.
• Continued to provide the Chief of Police, Assistant Chief and Captain with confidential execu-
• tive administrative assistance.
• • Continued to aggressively recruit, process, and hire quality employees.
FY2009 -10 Goals and Objectives:
•
• • Prepare and present annual report to City Council (annually).
• Evaluate space needs and prepare long -term facility plan.
• Update strategic plan (annually).
• • Review and update Lexipol Policy Manual.
• • Assess initial effectiveness of Commercial Crimes Unit.
• • Review and evaluate staffing needs (annually).
• Review and manage quality assurance program (annually).
• • Review information technology plan (annually).
• • Assess training requirements /needs (annually).
• • Identify and implement career development training; build career paths for staff (annually).
• Participate in City's Neighborhood Network initiative.
• • Review compliance of 80 personnel with OSHA /ORSHA safety rules and requirements.
• • Review planned developments for Crime Prevention Through Environmental Design
• (CPTED) compliance.
•
•
• COMMUNITY SERVICES - PAGE 79
•
•
•
•
•
POLICE ADMINISTRATION BUDGET UNIT: 400 •
Economic Impact Statement •
•
Jurisdictions throughout the nation have historically seen an increase in crime rates during economic •
downturns and Tigard has seen a similar trend in certain types of crime. Nationally, statistics show that
when there has been a decline in the real gross domestic product (GDP) there has been an increase in •
violent crime rates. This was the case during the recessions of the early 1980's, early 1990's, and the •
again during the two year recession that began in 2001. •
Economic downturns foster desperation and with that an increase in criminal activity, especially in •
property crimes and crimes of violence. Over the last few months Tigard has seen an increase in do- •
mestic violence, financially related crimes such as fraud and embezzlement, identity theft; and in the •
category of property crimes Tigard has seen an increase in both robberies and larceny. This trend be-
gan after September of 2008. •
•
Not only will existing Police resources be stretched to respond to these types of calls for service, but •
historically Police Departments also see a rise in tort claims against their agency within six to eighteen
months after the beginning of an economic decline. During this time, it will be important that staff •
continue to be well trained so that they respond to incidents in a professional manner, and make the •
City better able to effectively defend against those frequently utilized "failure to adequately train" and/ •
or "deliberate indifference" tort claims. •
•
•
•
WORKLOAD MEASURES •
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Alarm permits processed 2,200 2,266 2,289 2,242 •
Number of Neighborhood 100 105 108 108 •
Watch Groups •
•
Crime Prevention presentations 56 60 62 62 •
Review planned developments 0 0 50 30
proposals for CD based on crime •
•
•
•
•
•
•
•
•
PAGE 80 - CITY OF TIGARD •
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•
•
•
•
• POLICE ADMINISTRATION BUDGET UNIT: 400
•
• EFFECTIVENESS MEASURES
• 2006 -07 2007 -08 2008 -09 2009 -10
I • All submitted development plans NA NA NA 100.00%
Reviewed within one week
0
• Change in number of alarm permits processed -4.35% 3.00% 1.10% -2.00%
ID Change in number of Neighborhood Watch 4.20% 5.00% 3.00% 0.00%
• Groups
• Change in number of Crime Prevention - 18.90% 7.20% 16.7% 0.00%
• presentations
•
• Percent of planned development proposals NA NA 50.00% 52.00%
• with no comments or recommendations
• Crime Prevention -% Change in Residential -8.80% - 11.00% - 10.90% -5.00%
• Burglary
• Crime Prevention -% Change in Larceny - 12.90% -6.50% - 10.40% -5.00%
ID
• Crime Prevention-% Change in Stolen - 34.60% 0.00% - 20.40% -2.00%
• VehicIes
• Residents feel safe - Rating of importance- NA 8.60 NA 8.60
• Average Rating (Scale of 1 to 10 with 10 being
• very important)
• Residents feel safe - actual rating of how well N A 7.40 NA 7.40
• Respondents describe Tigard (Scale of 1 to 10
• with 10 being very important)
Note: Next survey is scheduled for Fall, 2009
•
• FULL -TIME EQUIVALENT POSITIONS
• 2006 -07 2007 -08 2008 -09 2009 -10
0
• Chief of Police 1.00 1.00 1.00 1.00
• Confidential Executive Assistant 1.00 1.00 1.00 1.00
• Confidential Police Office Specialist 0.00 0.00 0.50 0.50
Community Services Officer 1.00 1.00 0.00 0.00
• Public Information Officer 0.00 0.00 1.00 1.00
•
• Total 3.00 3.00 3.50 3.50
0
• COMMUNITY SERVICES - PAGE 81
•
1 •
•
•
•
POLICE ADMINISTRATION BUDGET UNIT: 400 •
FY 2006 -07 FY 2007 -08 FY 2008 -09 I'Y 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
3.00 3.00 3.50 Total FTE 3.50 3.50 3.50 •
5180,048 5196,937 5227,988 Salaries - Management 5258,735 5258,735 5258,735 •
S27,022 SO 50 5003 Salaries - Police SO 0 0
512,089 514,149 50 5015 Salaries - Temporary $0 0 0 •
$9,931 510,227 518,000 5020 Overtime 513,000 13,000 13,000
51,964 50 SO 5040 Longevity 50 o O
5231,055 $221,313 5245,988 Subtotal Wages 5271,735 $271,735 $271,735
51,149 5441 5245 5050 Unemployment $259 259 259 •
57,499 57,718 84,151 5051 Worker's Comp 56,777 6,777 6,777 •
$17,396 516,561 $18,109 5052 F1CA /Medicare 518,555 18,555 18,555
51,507 $1,466 51,652 5053 Td -Met Tax 51,738 1,738 1,738
51,894 51,649 52,400 5054 VEBA 52,400 2,400 2,400 •
51,040 51,073 51,309 5055 Life Insurance 81,780 1,780 1,780
$566 5634 $888 5056 Salary Continuation $0 0 0 •
$27,902 529,660 544,407 5057 Medical /Vision Insurance 562,667 62,667 62,667
$3,294 $3,968 $4,882 5058 Dental Insurance $0 0 0 •
832,145 830,762 537,850 5060 Retirement 537,652 37,652 37,652
56,138 56,233 56,839 5061 Deferred Comp Contributions 57,762 7,762 7,762 •
8100,531 5100,165 5122,732 Subtotal Benefits 5139,590 $139,590 5139,590
5331,586 5321,478 $368,720 TOTAL PERSONAL SERVICES 5411,325 $411,325 $411,325 •
549,892 $18,108 $74,225 6000 Professional /Contractual Services 567,725 567,725 •
50 50 59,000 6020 legal Expenses 515,000 15,000 15,000
$49,892 518,108 583,225 Subtotal - Professional /Contractual /Legal Services $82,725 582,725 $82,725 •
549 $36 $1,950 6100 Repairs & Maintenance $450 $450 S-1
81,158 $2,724 53,000, 6113 Repairs &Maintenance - Vehides 53,000 3,000 3III 1 •
51,207 $2,760 $4,950 Subtotal - Repairs & Maintenance 83,450 $3,450 $3,450
5463 5114 5450 6150 Sm all Tools &Equipm en 5450 5450 5450 •
54,772 57,631 57,000 6200 Office Supplies & Expense 58,450 58,450 58,450 •
59,955 $10,378 $11,560 6210 Special Department Expenses 512,560 $12,560 512,560 •
510,205 , 57,841 510,000 6230 Advertising & Publicity 59,000 $9,000 59,000 •
$732 $789 $890 6240 Dues & Subscriptions 51,020 51,020 51,020 •
580 514 $0 6245 Fees and Charges 50 0 0
$812 , 5803 5890 Subtotal -Dues, Fees & Charres $1,020 $1,020 $1,020 •
56,573 58,203 57,775 6250 Travel and Training 58,510 58,510 58,510
53,572 52,745 84,950 6260 Fuel 54,500 54,500 54,500 •
5100 5200 5500 , 6280 Rents and Leases $500 $500 $500 •
51,743 51,468 51,900 6310 Utilities - Telecommunications 51,700 1,700 1,700 •
51,743 51,468 $1,900 Subtotal - Utilities 51,700 51,700 51,700 •
SO 50 51,334 6351 Insurance - Auto 5 11 0
511 SO 53,577 6352 Insurance - Liability 50 0 0 •
S0 50 $137 6353 Insurance - Flood 50 0 0
Su 50 5526 6354 Insurance - Property 50 0 0
Ill
$0 50 55,574 Subtotal - Insurance 80 50 50
$3,250 55,0151 6400 Computer Hardware and Software 530,000 $30,000 530,000 •
$91,562 $63,501 $144,574 TOTAL MATERIALS & SERVICES $162,865 5162,865 5162,865 •
50 SO 510,201 6801 City Management I S18,341 18,341 18,341 •
50 SO 512,298 6802 Finance 520,661 20,661 20,661
50 50 $31,161 6803 Information Technology $32,430 32,430 32,430 •
50 $0 $12,843 6804 Human Resources 511,019 11,019 11,019
50 50 $4,149 6805 Risk Management $9,371 9,371 9,371 •
SO $0 $8,519 6806 Office Services 866,177 66,177 66,177
50 $0 $7,390 6807 Property Management $9,089 9,089 9,089 •
$0 SO 52,695 6808 Fleet Management 53,554 3,554 3,554
50 50 528,369 6811 City Recorder/ Records 523,682 23,682 23,682 •
50 50 5117,625 TOTAL IIV7ERDEPARTMElVTAL COSTS 5194,324 5194,324 $194,324
50 00 50 8050 Capital Outlay - Technology 55,000 5,000 5,010 •
50 . $0 50 TOTAL CAPITAL OUTLA 55,000 55,000 55,000
$423,148 $384,979 5513,294 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) 8579,190 $579,190 $579,190 •
1 5423,148 1 5384,979 1 5630,920 1 TOTAL COSTS (V. TH INTERDEPARTMENTAL COSTS) I 5773,514 1 $773,514 1 5773,514 1 •
PAGE 82 - CITY OF TIGARD •
•
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•
•
• POLICE OPERATIONS BUDGET UNIT: 410
• Program Results:
•
• Carries out the directives of Police Department Administration in support of strategic plans and
• objectives.
• • Provides rapid response to serious calls for service (Priority 1 calls), and non - emergency re-
sponse to routine citizen calls for service (less serious calls).
• • Solves and prevents community problems and works in partnership with citizens, businesses,
• and neighboring agencies to create the highest level of livability possible.
• • Prevents, deters, and reduces crime and the fear of crime.
• Enhances the safety and security of Tigard's residents, visitors, and businesses.
• • Preserves constitutional and civil rights, and fosters good citizenship in our youth.
• • Earns the trust and confidence of the public.
• • Coordinates the Department's training to ensure compliance with the Department of Public
Safety and Standards Training requirements.
• Program Description:
• The Operations Division consists of three shifts operating 24 hours a day, 365 days a year. The Divi-
• Sion is the first responder to calls for service and emergencies. The Operations Division is also respon-
• sible for follow -up investigation of many misdemeanor and Class C felony crimes.
This Division is comprised of uniformed Patrol, Traffic Officers and Community Services Officers .
who are committed to enhancing the safety and security of Tigard's residents, visitors, and businesses.
• These officers specialize as first responders to calls for service. While not responding to calls for ser-
• vice, the officers are engaged in proactive community -based policing efforts. Our practice of perma-
nently assigning officers to districts enhances their knowledge of geographic specific problems related
to safety and security of Tigard's neighborhoods. Operations Division personnel receive specialized
• training in order to maintain certifications and the many varied skills that law enforcement requires.
The Training Coordinator is responsible for the development, administration, and documentation of
mandated and specialized training for Department personnel in support of certifications.
• FY 2008-09 Accomplishments:
•
• • Continued implementing Problem Solving /Community Policing by responding to high repeat-
• call locations and neighborhood complaints. Additionally we responded to chronic city nui-
sance sites such as problem businesses and liquor establishments.
• Continued to place emphasis on implementing the Graffiti Ordinance by tracking graffiti inci-
• dents and cleanup efforts.
• • Partnered with all the metro police agencies and ODOT for targeted DUII missions.
• Continued responding to requests from Neighborhood Watch Groups as a high priority work -
• ing with the Department's Public Information Officer.
• • Continued to refer juvenile offenders to Tigard Peer Court and continued referring juvenile
• misdemeanor cases in Tigard Municipal Court.
• • Participated in the TriMet's Transit Police Division with three full -time permanently allocated
positions and a full-time sergeant.
• • Utilized the Department's Crime Analyst to develop tools to measure performance and looked
• at software for tracking performance measurement.
• COMMUNITY SERVICES - PAGE 83
•
•
•
•
•
POLICE OPERATIONS BUDGET UNIT: 410
•
•
• Distributed automatic electric defibrillator devices to the Senior Center and Cook Park. •
• Continued to use electronic equipment to track suspects and was successful in apprehending •
two serial robbery suspects responsible for more than twenty armed robberies in the Wil- •
lamette Valley.
• Utilized technology to arrest more than eighty prostitution related criminals. •
• Fully deployed a canine patrol unit to assist officers in the apprehension of criminal suspects. •
• Obtained and deployed two ATV's for use in the City parks and the Westside Express rail •
alignment.
• Obtained and deployed an additional motorcycle for traffic enforcement. •
• City Council approved a citywide Trespass and Exclusion Ordinance. •
• Majority of first responder officers received crisis intervention training.
• Placed additional efforts on traffic safety and enforcement through the use of more dedicated •
positions, training and technology. •
FY2009 -10 Goals and Objectives: •
•
• Respond to Priority 1 calls for service within an average less than four minutes (annually). •
• Work with Neighborhood Crime Watch Groups (annually). •
• Refer juvenile offenders to Tigard Municipal Court (annually). •
• Participate in the Portland Police Bureau /Transit Police Division (annually).
• Form mutually beneficial community partnerships (annually). These include DUII and local •
traffic enforcement partnerships with adjoining agencies.
•
• Monitor traffic safety statistics and trends (annually). •
• Closely monitor crime statistics and trends and evaluate responses to determine the effective-
ness (annually). •
• Evaluate Problem Solving Projects and make changes as needed to maintain effectiveness •
(annually). •
• Implement intermediate and advanced training for response to Weapons of Mass Destruction
(WMD) events (annually). •
• Deploy ATV's and bicycles as staffing allows. •
• Emphasize traffic safety by dedicating additional resources. •
• Renew night DUII /traffic car position once staff has been trained.
• Going to pursue grant funding for automated traffic citations. •
• Pursue funding, acquisition, and implementation of performance measurement software. •
• Continue to pursue training opportunities for supervisory and management staff in the areas of •
crisis and tactical response, police liability and best practice management skills for developing •
internal management candidates.
•
•
•
•
•
•
•
•
PAGE 84 - CITY OF TIGARD •
•
•
•
•
•
• POLICE OPERATIONS BUDGET UNIT: 410
• WORKLOAD MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• Dispatched calls for service 27,892 27,466 25,565 26,500
• (911 and Sgt)
•
• Self - Initiated calls by Officer 23,270 22,650 24,550 25,500
• during uncommitted time
• Total calls for service 51,162 50,116 50,115 52,000
•
• Number of total citations 4,558 6,672 6,925 7,132
issued
•
• Number of problem solving projects NA NA NA 20
• Number of special events covered NA NA NA 9
•
• Number of special traffic enforcement NA NA NA 3
• events
• EFFECTIVENESS MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 -10
•
• Change in number of total citations - 24.11% 46.38% 2.50% 3.00%
issued
0
• Average Response time to Priority 1 calls 4.20% 4.25% 4.30% 4.30%
• (minutes)
• Percent change in Part I crimes - 14.10% - 7.20% 3.20% 4.30%
III
• Percent change in Part II crimes 0.60% - 3.00% - 6.70% 2.00%
• Percent clearance of problem solving NA NA NA 80.00%
• cases
• Percent of traffic complaints to which NA NA NA 100.00%
0 Officers responded
•
•
•
•
•
• COMMUNITY SERVICES - PAGE 85
•
•
•
•
•
POLICE OPERATIONS BUDGET UNIT: 410
•
FULL -TIME EQUIVALENT POSITIONS •
•
2006 -07 2007 -08 2008 -09 2009 -10
•
Captain 1.00 1.00 1.00 1.00 •
Community Service Officer 2.00 2.00 2.00 2.00 •
Lieutenant 3.00 3.00 3.00 3.00 •
Police Officer 3700 38.00 41.00 41.00 •
Sergeant 7.00 8.00 8.00 8.00
•
Total 50.00 52.00 55.00 55.00
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
PAGE 86 - CITY OF TIGARD •
•
•
•
I I •
•
• POLICE OPERATIONS BUDGET UNIT: 410
41) FY 2006-07 FY 2007 -08 FY 2008-09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 50.00 52.00 54.00 Total FTE 55.00 55.00 55.00
5901,022 5964,032 5986,368 5000 Salaries - Management 31,053,710 51,053,710 81,053,710
. 51,906,327 51,981,161 82,331,142 5003 Sa laries - Police -Part Salari
30 30 SO 501 52,40(1,615 2,400,615 2,400,615
(1 es Time 37,500 7,500 7,5(81
527,090 35,983 $0 5015 Salaries - Temporary 0
•
3233,518 8335,728 3303,055 5020 OvMime 3362,455 362,455 362,455
868,10 I $51,015 $45,370 5030 Incentive Pay $110,862 110,862 110,862
• $1 5,16.1 $12,563 $16,588 5040 I.or,,,,iry , 30 0 11
$3,151,220 $3,350,482 $3,682,523 Subtotal Wages 33935,142 53,935,142 33,935,142
• $10,724 314,297 310,062 5045 Other Incentive 50 30 $0
315,591 56,653 33,690 5050 Unemployment 53,658 3;658 3,658
• $95,978 $120,703 580,872 5051 Worker's Comp
$719,794 119,794 119,794
5241,135 5257,467 5270,009 5052 FICA /Medicuc
3279,841 279,841 279,841
820,422 322,114 524,804 5053 Tri -Met Tax 323,803 23,803 23,803
•
56,862 57,378 57,200 5054 VEBA $7,200 7,200 7,200
53,219 53,257 58,305 5055 Life Insurance 510,826 10,826 10,826
. 55,139 55,421 $7,488 5056 Salary Continuation
54 30 0
17,740 5491,870 $530,895 5057 Medical/Insurance $749,686 749,686 749,686
352,9(17 356,887 566,214 5058 Dental Insurance 3(1 0
•
5527,130 3559,941 $681,354 5060 Retirement 5658,902 658,902 658,902
528,572 528,296 $29,593 5061 Deferred Comp Contributions 831,611 31,611 31,611
• 51,414,694 51,574,284 31,720,486 , Subtotal Benefits $1,885,321 51,885,321 $1,885,321
• $4,565,914 $4,924,766 55,403,009 TOTAL PERSONAL SERVICES 35,820,463 , 55,820,463 $5,820,463
820,873 $11,372 320,6511 6000 Professional/Contractual Services 516,650 516,650 316,659
• 50 511 5510 602(1 Legal Expenses $(1 O t�
320,873 $11,372 $20,650 Subtotd - Professional /Contractual /Legal Services $16,650 $16,650 $16,650
• $6,677 $4,1102 $14,5(81 6100 Repairs & Maintenance $14,50(1 314,500 314,5(8)
$629 $5,931 370) 6101 Repairs &Maintenance - Facilities $700 70(0 700
• $133,978 $143,686 3121,200 6113 Repairs & Maintenance - Vehicles 8141,200 141,200 141,2(8r
3141,284 $153,619 3136,400 Subtotal - Repairs &Maintenance 3156,400 5156,400 $156,400
• 3146,118 3125,002 3167,449 6150 Sm all '1'ools & Equiprn en t 5106,529 5106,529 3106.529
• 524,066 314,477 311,43(1 62(81 Office Su pill us & Expense 812,730 512,730 312,730
361,072 $55,387 856,240 6210 Special Department Expenses 555,240 555,240 355,240
•
311 51,947 30 623(1 Advertising & Publicity 30 80 50
• 33,130 31,886 $11,930 6240 Dues & Subscriptions $11,970 511,970 811,970
• 5445 5328 , $O 6245 l=ees and C(,ar7g, 50 0 I)
$3,575 $2,214 , $11,930 Subtotal - Dues, Pees Br Charges 511,970 $11,470 311,970
411 317,782 324,846 333,968 6250 Travel and Training 537,532 337,532 537,532
$90,697 $118,962 $106,450 6260 Fuel 3115,0(X) $115,00(1 $115,1
• X81
$0 $136 50 6280 Rents and Leases 50 30 $0
• 321,409 813,838 315,5(X) 6310 Utilities - Telemmm unitations 333,200 33,20(1 33,200
• $21,409 313,838 315,500 Subtotal - Utilities 333,200 333,200 333,200
30 $0 527,349 6351 Insurance -Auto 30 0 0
• $0 30 $48,293 6352 Insurance - Liability $0 0 0
S0 511 $1,847 6353 Insu ranee - Flood 50 0 0
3(1 SO $7,102 6354 50 (1 0
•
$O 30 $84,592 Subtotal - Insurance $0 SO 50
• 534,099 $381 322,500 6400 Computer 1 lardwarc and Software 519,627 519,627 819,627
• 30 80 30 6500 Ammunition and Range Supplies 368,650 368,650 $68,650
• 5560,973 3522,181 3667,109 TOTAL MATERIALS & SERVICES 1 3633,528 3633,528 3633,528
50 30 3115,287 6801 City Man agent en 30 Il 0
• $0 50 3138,988 6802 Finance $0 0 (1
30
$(1 8124,643 6803 Information Technology
371,001 71,1101 71,001
411 30 80 5173,382 684)4 Human Resources 3166,858 166,858 166,858
50 30 856,009 6805 Risk Management
3132,848 132,848 132,848
3O 3(1 3107,716 6806 Office Semites $0 0 0
•
$O
50 399,676 6807 Property Managem en $137,633 137,633 137,633
30 $0 855,255 6808 Fleet Management 879,953 79,953 79,953
• $0 50 3870,957 TOTAL INTERDEPARTMENTAL COSTS $588,293 3588,293 3588,293
• y l '',50) 3157,331 $146,520 8020 Capital Outlay - Vehidcs 3141,0(81 141,000 141,99.1
30 32(1,000 8030 Capital Outlay - Equipment $5,0(10 5,000 5,019
30 30 50 8050 Capital Outlay- Technology $6(1,800 60,800 60,8(00
• $1(,2,426 $157,331 6166,520 TOTAL CAPITAL OUTLAY $206,800 3206,800 5206,800
• 35,289,311, 35,604,278 _ $6,236,638 _ TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $6.660,791 $6,660,791 $6,660,791
1 55,289,316 1 35.604,278 1 $7, 107,595 1 TOTAL COSTS (1PI7"XIIVTERI ARTJI2VTAL COASTS) . - i ..,‘ , ..411.11.Millt 37 ',
• COMMUNITY SERVICES - PAGE 87
•
•
•
•
•
POLICE SUPPORT SERVICES BUDGET UNIT: 420 •
Program Results: •
•
• Carries out the directives of Police Department Administration in support of strategic plans and •
objectives. •
• The Assistant Chief of Police provides leadership and management to the Support Services Di
vision which consists of the following functional units: •
• Criminal Investigations Unit •
• Property and Evidence
• Records •
• Business /Technical Services •
• School Resource Officers & Youth Services Manager •
• Inspections Officer
• Commercial Crimes Unit •
•
Program Description: •
The Detectives in the Criminal Investigations Unit are responsible for investigating serious crimes
against persons and property which include murder, assault, sex abuse, child abuse, rape, burglary, ma- •
jor theft, computer crimes, and cases requiring specialized training and experience. While all detectives •
handle a variety of these felony cases, certain cases require specialization. Therefore our Criminal In- •
vestigations Unit detectives have areas of expertise in areas such as:
• child sexual abuse •
• computer forensics •
• robbery
• homicide •
• rape /sex crimes •
• serious assaults •
The Criminal Investigations Unit partners with multi - disciplinary teams throughout the area to share •
information and combine prosecution efforts. •
The Property and Evidence Unit maintains the proper evidentiary chain of custody for found property •
or evidence, ensures the proper release of property to owners, manages the destruction of weapons and
drugs per statute of limitations and court orders, and supports all sworn personnel by releasing evi- •
dence as needed. •
•
The Records Unit fields thousands of contacts with the public every year, both in person and over the
phone. The Records Unit supports the sworn personnel by providing timely information used in the •
apprehension and prosecution of criminals. Records Specialists are responsible for processing •
records requests from Department personnel, outside agencies, the media and the public, while adher- •
ing to confidentiality laws. This Unit is also responsible for data entry into various law enforcement
records management systems, the processing of traffic citations, field interrogations cards, handgun
sales records, false alarm notifications, and apartment incident cards. •
•
•
•
•
PAGE 88 - CITY OF TIGARD •
•
•
•
•
•
• POLICE SUPPORT SERVICES BUDGET UNIT: 420
•
• The Business /Technical Services Unit conducts administrative crime analysis in support of the Chief
• of Police and Assistant Chief of Police, manages projects in support of Department initiatives, and
• oversees information technology planning and budgeting. This Unit also provides tactical and strategic
analysis to various members of the Department.
•
• The Police Crime Analyst provides critical information which assists officers in solving crimes and de-
• tecting crime patterns in the City of Tigard. This person also supports management's efforts in allocat-
ing resources appropriately and effectively.
•
• School Resource Officers provide service to Tigard schools by investigating juvenile crimes and child
abuse /neglect cases. The School Resource Officers also provide investigative assistance to the Patrol
• Division on matters involving schools, the investigation of reports of abuse and the neglect of children,
• conduct follow -up investigations on school -age missing persons and provide the schools with DARE
• and GREAT training. The School Resource Officers also work with the Interagency Gang Enforce-
• ment Team in identifying and addressing gangs and graffiti in and around our schools.
The Youth Services Manager administers the Tigard Peer Court Program, coordinates referrals to juve-
• nile courts, and develops and teaches DARE and GREAT curriculum in the schools. The School Re-
source Officers and the Youth Services Officer work as a team to provide four, week -long "DARE to
be GREAT" summer camps for area middle school -age children.
•
• The Commercial Crimes Unit is a team oriented policing partnership whose purpose is to reduce com-
• mercial and business crimes through education and working proactively with business owners on spe-
cific target hardening projects.
•
• FY2008 - 09 Accomplishments:
• • Fully implemented the Commercial Crimes Unit.
• Formation of the Police Department's first Explorer Post.
• • Revision of Tigard Municipal Code 7.70 Secondhand Dealers and Transient Merchants Code
• reflecting update, clarifying procedures, definitions and reporting requirements.
• Services Lieutenant attended and graduated from the eleven week FBI National Academy in
• Quantico, VA.
• • Continued to participate in Washington County Major Crimes Team, adding one additional
• member to the team.
• Continued to participate with Metro in the enforcement of their regional solid waste manage -
• ment ordinance.
• • Identified a member of the Police Department to participate with the Interagency Gang En-
110 forcement Team (IGET).
• School Resource Officer completed and graduated from National GREAT instructor training.
Will be responsible for training future GREAT officers.
• • School Resource Officer completed and graduated from National DARE instructor training.
• Will be responsible for training future DARE officers.
• Completed first GREAT FAMILY training in Tigard. Incorporates concepts for families af-
• fected by gang activity to improve communication and cope.
• • Completed major aggravated murder case.
•
• COMMUNITY SERVICES - PAGE 89
•
•
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POLICE SUPPORT SERVICES BUDGET UNIT: 420 •
• Concluded major attempted murder case. •
• Completed multiple robbery investigations resulting in eleven suspects arrested. •
• Conducted department wide training regarding new "Karly's" law. •
• Continued to maintain Peer Court.
• Provided support to the Tigard Youth Advisory Council. •
• Worked with Tigard - Tualatin School District on the implementation of the Safe Schools pro- •
gram and the Tigard Turns the Tide Grant. •
• Completed entry of all 2008 data for the Uniform Crime Reporting.
• Maintained Law Enforcement Data System (LEDS) compliance. •
• Maintained Criminal Justice Information System (CJIS) security compliance. •
• Implemented new property/evidence software including bar - coding system. •
• Generated crime maps and reports which aid Department initiatives.
• Provided Gang Resistance Awareness and Education (GREAT) to 950 students, DARE train- •
ing was provided to 850 students, and summer camp was attended by 450 students. •
• Officer was recommended for and received national DARE mentor training. •
• Implemented after school program at Fowler Middle School. •
FY2009 -10 Goals and Objectives: •
•
Commercial Crimes Unit •
• Review all non - Measure 11 crimes and assignment of cases with leads not investigated by Pa-
trol (annually). •
• Analyze crime trends in the target area and prepare quarterly reports (annually). •
• Address the top 10 priority crime trends identified and develop a response plan (annually). •
• Respond to individual business concerns /issues (annually).
• Partner with the Traffic Unit for identifying and planning directed patrols (annually). •
•
Criminal Investigations Unit •
• Evaluate effectiveness of Police Department's involvement with various regional task forces •
(annually).
• Participate in Washington County Major Crimes Team (annually). •
• Investigate all major crimes (annually). •
• Participate with Metro in the enforcement of their regional solid waste management ordinance. •
• Renew partnership with the Interagency Gang Enforcement Team (IGET).
•
Property and Evidence Unit •
• Continue to implement budget audit recommendations. •
• Complete full inventory/audit of property and evidence.
• Comply with property and evidence regulations and procedures. •
•
Records Unit •
• Research and implement scanning technology for Records Unit.
• Participate in the evaluation and selection of proposed new Records Management enterprise •
software. •
• Process reports into records management system within 48 hours of receipt. •
• Review and release /destroy documents as authorized. •
•
PAGE 90 - CITY OF TIGARD •
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• POLICE SUPPORT SERVICES BUDGET UNIT: 420
• Business /Technical Services Unit
• • Conduct assessment and recommend technology for possible additions, upgrades and /or re-
e l placements.
• Plan for future technology needs.
• • Write first drafts of reporting documents such as the strategic plan, annual reports, quarterly
• reports, prepare administrative crime analysis reports.
• • Manage department business systems.
II • Generate crime maps using GIS which aid Department initiatives (annually).
• Coordinate annual review and update of Lexipol policy manual (annually).
• • Develop and monitor the department's annual operating budget.
• • Research and develop grant funding opportunities
• • Maintain Mobile Data Computers (MDCs) and video equipment in vehicles.
• School Resource Officers & Youth Programs Manager
• • Conduct DARE and GREAT training (annually).
• • Process all DHS referrals (annually).
• Investigate school related crimes (annually).
• • Conduct Explorer program.
• • Conduct analysis of Citywide and police youth programs (annually).
• Inspections Officer
• • Review every use of force report.
• • Prepare annual report to Chief for Use of Force, Pursuits, Complaints and Awards; and inspect
• and report on holding facility usage (annually.)
• Conduct audit of property /evidence procedures (annually).
• • Conduct an audit of various Department functions (annually).
• WORKLOAD MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 -10
•
• Number of cases assigned for follow -up 755 855 657 700
• Number of cases cleared 345 470 633 674
•
• Number of reports processed
• (Records Unit) 8,199 9,000 6,736 8,000
• Number of training requests processed
• NA 675 700 725
• Commercial Crimes Unit
Number of Business contacts made NA NA 848 900
•
• Number of problem solving projects NA NA 15 12
• Number of cases investigated NA NA 146 150
•
•
• COMMUNITY SERVICES - PAGE 91
•
•
•
•
•
POLICE SUPPORT SERVICES BUDGET UNIT: 420 •
EFFECTIVENESS MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Assigned cases to SRO's and Detectives 46.00% 55.00% 96.00% 96.00% 0
cleared •
•
Portland Police Data System (PPDS) cases N/A 90.00% 70.00% 90.00% .
entered within 48 hours
•
Commercial Crimes Unit •
Businesses participating in target hardening NA NA 31.00% 25.00%
•
programs
•
Cases cleared NA NA 68.00% 70.00% •
Forgery /counterfeit crimes reported NA NA -7.00% -3.00% •
•
Embezzlement crimes reported NA NA -3.60% -3.00% •
Burglary crimes reported NA NA 47.50% 25.00% •
•
Larceny crimes reported NA NA - 10.40% -7.00% 0
NOTE: Change in burglaries can be directly •
related to current economy •
•
FULL -TIME EQUIVALENT POSITIONS •
2006 -07 2007 -08 2008 -09 2009 -10 •
Assistant Chief 1.00 1.00 1.00 1.00
Business Manager 0.00 1.00 1.00 1.00 •
Business Specialist 0.00 1.00 1.00 1.00 •
Detective Secretary 1.00 1.50 1.50 1.50
Lieutenant 1.00 1.00 1.00 1.00
Management Analyst 1.00 0.00 0.00 0.00 •
Police Officer 12.00 16.00 16.00 16.00 •
Crime Analyst 0.00 0.00 1.00 1.00
Police Records Supervisor 1.00 1.00 1.00 1.00 •
Property /Evidence Clerk 2.00 2.00 2.00 2.00 •
Records Specialist 6.00 6.00 6.00 6.00 •
Sergeant 1.00 3.00 3.00 3.00
Program Development Specialist 1.00 1.00 1.00 1.00 •
•
Total 27.00 34.50 35.50 35.50 •
•
•
PAGE 92 - CITY OF TIGARD •
•
•
•
•
•
• POLICE SUPPORT SERVICES BUDGET UNIT: 420
411 FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 27.00 34.50 35.50 Total FTE 35.50 35.50 35.50
• $410,841 5677,481 5765,980 501)0 Salaries - Management $827,957 S827,95 5827,957
51,024,237 81,177,394 51,386,671 5003 Salades - Police 51,368,401 1,368,401 1,368,401
• $I) 50 50 5010 Salaries - Pan Time 515,585 15,585 15,585
547,444 567,41(1 $73,930 5015 Salaries - Temporary
582,358 82,358 82,358
• 8130,441 5172,819 5171,700 5020 Overtime 5141,556 141,556 141,556
532,026 $47,639 555,250 5030 Incentive Pay
5145,775 145,775 145,775
822,163 520,033 518,980 5040 Longevity $0 0 0
• $1,667,152 52,162,767 52,472,511 Subtotal Wades 52,581,632 52,581,632 52,581,632
531,525 536,235 539,520 5045 Other 50 50 50
•
58,424 54,343 52,514 5050 Unemployment 52,394 2,394 2,394
537.366 458,683
537,673 5051 Worker's Comp
553,776 53,776 53,776
• 5128,773 5166,990 5187,760 5052 FICA/Medicare $182,311 182,311 182,311
811,1139 514,474 516,903 5053 Tri-Met Tax 515,070 15,070 15,070
• 53,402 55,052 56,069 5054 VEBA 56,000 6,000 6,0(5)
51,704 52,150 55,557 5055 Life Insurance 57,767 7,767 7,767
52,727 53,656 55,307 5056 Salary Continuation 50 0
• 5254,832 5328,293 5349,463 5057 Medica1/1nsurance 5466,271 466,271 466,271
$31,147 537,593 544,485 5058 Dental Insurance 30 0 0
• 5265,058 5329,245 3403,237 5060 Retirement 5377,637 377,637 377,637
513,238 52(1,807 523,240 5061 Deferred Comp Contributions $24,839 24,839 24,839
$789,236 51,007,524 51,121,728 Subtotal Benefits $1,136,065 51,136,065 51436,065
• 52,456,389 53,170,291 53594,239 TOTAL PERSONAL SERVICES 53,717,697 53,717,697 53,717,697
• 5667,988 58(0,319 3735, -36 6(00 Professional/Contractual Services $795,695 3795,695 5795,695
$667,988 5800,319 5735,736 Subtotal - Professional /Contractual/Leenl Services $795,695 5795,695 5795,695
• 549 $350 54,000 6100 Repairs & Maintenance 54,000 54,000 54,0(0
• 5106 5280
$39,286 52,645 6101 Repairs & Maintenance - Fadlitics
52,645 2,645 2,645
529,717 $34,0(X) 6113 Repairs &Maintenance - Vehicles
534,000 34,000 34,000
$29,872 539,916 $40,645 Subtotal - Repairs & Maintenance 540 ,645 540,645 $40,645
• 818,858 $32,059 538,295 6150 Small Tools & Equipment 534,615 , 534,615 534,615
• $69,162 $87,473 562,180 62(0 Office Supplies & Expense 567,680 567,680 567,680
• 586,996 $82,831 $295,265 6210 Special Department Expenses $199,879
$199;879 $199,879
• 50 5602 50 6230 Advertising & Publicity 50 50 50
51,288 8759 52,370 6240 Dues & Subscriptions 32,395 52,395 52,395
• 51,239
51.178 5870 6245 Fees and Charges
53 5870 870
53,265 870
53,
52,526
51,937 53,240 Subtotal -Dues, Pees Cbarpes 53,265 265 53,265
• 527,656 834,535 $68,253 6250 Travel and Training 567,528 567,528 567,528
• 510,443 316,771 519,250 6260 Fuel 519,250 519,250 319,250
• 525,400 526,550 527,900 6280 Rents and Leases 531,500 531,500 531,5(5)
50 50 50 63(5) Utilities - water /Sewer /Srormwater 50 50 50
• $10,716
$14,894 513,000 631(1 Utilities - Telecommunications $18,6110 18,600 18,600
510,716 514,894 513,000 Subtotal- Utilities 518,600
518,600 $18,600
• $0 50 515,342 6351 Insurance-Auto 30 0 n
50 50 527,277 6352 Insurance - Liability 50 0
• $0 50 $1,043 6353 Insurance -Flood $0 0 u
40 50 55,356 6354 Insurance - Property $0 0 0
• $0 50 $49,019 Subtotal - Insurance $0 50 50
54,791 $25,369 549,354 6400 Compu ter Hardware and Software 545,503 545,503 545,503
• $954,407 51,163,256 51,402,137 TOTAL MA TERFALS Be SERVICES 51374,160 51 ,324,160 51,324,160
• SO $11 589,594 6801 City Management I 5162,506 162,506 162,506
50 50 $108,013 6802 Finance $183,067 183,067 183,067
• $(1 50 $243,055 6803 Information Technology $170,252 170,252 170,252
$O 50 $97,929 6804 Human Resources $114,911 114,911 114.' I I
• 50 E0
30 $31,635 6805 Risk Management $87,433 87,433 87,433
50 569,093 6806 Office Services 50 0 0
$0 50 565,533 6807 Property Management 594,785 94,785 94,785
• $0 50 530,997 6808 Fleet Management 540,865 40,865 40,865
50 50
52,053 6811 City Recorder/Records $1,698 1,698 1,698
• 50 50 5737,902 TOTAL INTERDEPARTMENTAL COSTS $855,518 5855,518 5855,518
50 SO 50 8010 Capital Ou tlay - Buildings & Im proven) ents 510,000 510,000 510,000
• 594,039 5114,945 575,00(1 802(1 Capital Outlay - Vehicles 550,000 50,000 50,000
Sn $5,729
50 8030 Capita] Outlay - Equipment 50 0 0
• 5 30 541,750 8050 Capital Outlay- Technology 530,048) 30,000 30,000
594 5120,674 5116,750 TOTAL CAPITAL OUTLAY
590,000 $90,000
$90,000
• 53,504,835 $4,454,221 55,113,126 TOTAL OPERATING COSTS (LESS INTF,R7EPARTME.NT.IL COSTS) 55,131,857 55,131,857 55,131,857
• I 53,504,835 1 54,454,221 1 $5,851,028 I TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 $5,987,375 1 $5,987575 1 55,987,375 I
• COMMUNITY SERVICES - PAGE 93
•
•
•
•
•
LIBRARY ORGANIZATION CHART •
•
LIBRARY •
•
•
•
ADMINISTRATION I I TECHNICAL SERVICES I •
•
•
READERS' SERVICES CIRCULATION •
•
•
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 - FY 2009 - FY 2009 -10 •
Description Actual Actual Revised Proposed Approved Adopted •
•
Number of Positions 34.20 40.90 41.90 41.90 41.90 41.91 i •
Budget By Category •
•
Personal Services $2,018,343 $2,524,822 $2,906,258 $3,112,264 $3,112,264 $3,112,264 •
Materials & Services $518,767 $598,380 $842,915 $882,591 $882,591 $882,591 •
Interdepartmental Costs $0 $0 $1,455,064 $1,851,643 $1,851,643 $1,851,643 •
Capital Outlay $0 $49,602 $110,145 $0 $0 $0 •
Total By Category $2,537,109 $3,172,804 $5,314,382 $5,846,498 $5,846,498 $5,846,498 •
•
Budget by Division •
Administration $310,680 $346,097 $728,170 $1,039,023 $1,039,022 $1,039,022 •
Reader Services $1,129,927 $1,459,857 $2,329,802 $2,489,708 $2,489,710 $2,489,710 •
Tedlnical Services $378,761 $426,407 $778,792 $791,460 $791,460 $791,460 •
Circulation $717,741 $940,443 $1,477,619 $1,526,307 $1,526,306 $1,526,306
•
Total By Division $2,537,109 $3,172,804 $5,314,382 $5,846,498 $5,846,498 $5,846,498 •
•
Budget by Fund •
General Fund - 100 $2,537,109 $3,172,804 $5,314,382 $5,846,498 $5,846,498 $5,846,498 •
•
Total By Fund $2,537,109 $3,172,804 $5,314,382 $5,846,498 $5,846,498 $5,846,498 •
•
•
•
PAGE 94 - CITY OF TIGARD •
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• LIBRARY ADMINISTRATION BUDGET UNIT: 500
• Program Results:
•
• • The Library serves the Tigard community by promoting reading and providing materials in all
formats to meet residents' informational, cultural, educational, and recreational needs.
• • The Library has adequate space for programs and services.
• • Adequate funding is available for Library programs and services.
• • The Tigard community has a high degree of awareness of library programs and services.
• Internal and external customers receive accurate and timely service.
• The Library is open at times that are most convenient for the majority of users.
• The Library plays an important role in helping keep people current in a fast - paced, information
• driven society.
• • The Library possesses a wealth of practical information and useful technology, which is espe-
cially important to the community during an economic downturn.
•
Program Description:
•
• The Tigard Library acquires, organizes and provides customer assistance in accessing materials, data,
• and services to meet the informational, educational, cultural and recreational needs of the community.
The Library fosters life -long learning with an array of programs and services to encourage the develop -
• ment of well - rounded citizens.
• Library Administration oversees the operations of the library. It manages the volunteer and public in-
• formation activities of the library. Although the new library building is nearly four years old, circula-
• tion and library usage continue to rise. The passage of the countywide operational library levy in No-
• vember 2006 helped ease the impact of the growing number of users on library services and facilities
• by allowing the library to open more hours. Still, in calendar year 2007 the library continued to break
records for circulation, library use and use of the self - checkout machine.
•
• Both the volunteer and public information efforts were essential in helping the Library cope with the
• impacts of increased usage. Public information activities also helped inform the public about changes
in operations, programs and services. Library publications have helped introduce patrons to library
• services.
•
• The volunteer program relied on over 175 people to provide service to the Library to help enhance
service to the public during this record - breaking year. The volunteer corps is as diverse as our commu-
• nity, ranging in ages from pre -teens to seniors.
•
• Library Administration also operates as a liaison between the Friends of the Library, the Tigard Library
Foundation and Library staff. The Friends of the Library made several generous contributions this
• fiscal year that allowed the library to provide a variety of reading and entertainment programs, as well
• as interactive artwork for the Children's Room.
•
•
•
•
•
• COMMUNITY SERVICES - PAGE 95
•
•
•
•
•
LIBRARY ADMINISTRATION BUDGET UNIT: 500
•
2008 -2009 Accomplishments •
•
• Added hours on Saturdays and Sundays in 2009 in response to patrons' requests for longer •
weekend hours. •
• Surpassed the million mark in number of items checked out for the second year in a row. The
first time that target was reached was in December 2007. The second time it was achieved two •
months earlier in October 2008. •
• Conducted annual patron survey both in -house and in Cityscape to reach a broader audience. •
Offered patrons option of taking in -house survey on -line. Three computers in the library were
dedicated to the survey. It was also available to take on -line from the Internet computers in the •
library and at home through the library's website. Collected a record number of surveys in •
2009. •
• Implemented changes in policy and operation as a result of feedback from annual survey.
• Developed special media campaign to promote the Library's second check -out machine. •
• Implemented Library's first Food for Fines program to help people reduce fines owed while •
contributing to the local food pantry. •
• Responded to the economic downturn by providing programs and services aimed at job seek-
ers. •
• Instituted a feature on the website to allow patrons to comment and exchange views on books, •
programs etc. Feature was initiated in conjunction with the Oregon Reads in Tigard 2009 pro- •
gram,
• Expanded Library visibility in Portland area with feature articles in The Sunday Oregonian's •
Check It Out column. •
• Popularity of coffee shop continued to grow and efforts were made to coordinate hours with •
special library functions.
• Maintained successful relationship with the Friends of the Library, who continue to raise funds •
through successful used book sales. The Friends ongoing book sale in the lobby broke monthly •
sales records. Friends' contributions again sponsored the Prime Time Family Reading program, •
which provided the opportunity primarily for low- income families to bond around reading and
talking about books. The Friends also sponsored the Library's first outdoor music series fea- •
turing a variety of guitarists in September. •
• Created eye - catching annual report to communicate 2008 accomplishments and to highlight •
services to the public. The report was distributed to the City Council, the Library Board, the
media and also made available to library users. •
• Continued to develop group volunteer events, including community groups, church groups and •
student groups who devoted a day to make a difference in the library. •
• Continued to enhance outreach to non - native English- speaking community.
• Refined publications procedure to enhance the professional look of most publications and pro-
motional pieces. The Library creates more than 300 publications a year. •
• Expanded awareness of library using current technologies such as publicizing programs and •
services on non -city websites and blogs. •
• Implemented additional ways to track media mention of library in various formats.
•
•
•
•
•
PAGE 96 - CITY OF TIGARD •
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•
•
• LIBRARY ADMINISTRATION BUDGET UNIT: 500
• Economic Impact Statement
•
• The Library provided an outlet for education, training and entertainment for citizens impacted by
• the economic downturn. Computer classes and programs aimed at job seekers experienced in-
creased attendance. As a result, the Library developed more programs to assist people who are in
• the job or home - buying markets. Based on other feedback, Library services such as free Internet
• and wireless availability have provided needed technological access for those who can no longer
• afford to pay for such services. The Library's range of free programs has offered educational and
entertainment options for families and individuals.
•
• FY2009 -10 Goals and Objectives:
• • Assess overall operation of the Library.
•
• • Promote the facility, collections and services to the community.
• • Continue to enhance professional look of publications to communicate with public about fea-
• tures and services of library.
• • Implement changes in programs, policies or operations based on feedback received from the
annual patron survey.
•
• • Provide programs and services to assist people in finding jobs; maintaining contact with
• friends, family and business associates; and offering their families affordable entertainment dur-
ing the current economic downturn.
• • Continue to work with the Friends of the Library and the Tigard Library Foundation to gener-
• ate funds in order to further support the Library.
• Develop outreach program to identify under - served populations and to attract new users to the
• library.
• • Identify new volunteer opportunities to support Library programs and services.
•
• • Continue to implement activities identified in the Library Strategic Plan 2005 - 2010.
• • Keep pace with technological advances to enhance library operations and to offer relevant new
• technology to library users.
•
• • Implement technological innovations to allow patrons to become more self - sufficient in using
the library.
•
• • Develop joint partnerships with local agencies to maximize use of resources.
•
•
•
•
• COMMUNITY SERVICES - PAGE 97
•
•
•
•
•
LIBRARY ADMINISTRATION BUDGET UNIT: 500 •
WORKLOAD MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Population served (included non -City 65,310 66,610 67,500 68,000 •
residents •
Annual visits 400,000 432,000 485,000 500,000 •
•
Number of volunteer hours per year 15,000 16,000 17,500 18,500 •
Value of volunteer hours (19.51 /hr) $292,650 $312,160 $341,425 $360,935 •
•
•
Computer classes 1997 227 294 310 •
•
EFFECTIVENESS MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Patrons who rate overall service 90.00% 95.00% 95.00% 97.00% •
as good or excellent •
•
Volunteers rating their experience as 95.00% 95.00% 95.00% 95.00% •
satisfying
•
Increase in annual circulation 30.00% 20.00% 20.00% 25.00% •
Weekly hours open 55 66 69 69 •
•
•
FULL -TIME EQUIVALENT POSITIONS •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Confidential Executive Assistant 0.00 1.00 1.00 1.00 •
Library Director 1.00 1.00 1.00 1.00 •
Senior Administrative Specialist 1.00 0.00 0.00 0.00 •
Senior Management Analyst 0.50 0.50 0.50 0.50 •
Volunteer Coordinator 0.80 0.80 0.80 0.80 •
Total 3.30 3.30 3.30 3.30 •
•
•
•
PAGE 98 - CITY OF TIGARD •
•
•
•
0
'•
• LIBRARY ADMINISTRATION BUDGET UNIT: 500
• FY 2006 -07 FY 2007 - 08 FY 2008-09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 3.30 3.30 3.30 Total FTE 3.30 3.30 3.30
5182,671 9220,289 5225,141 5000 Salaries - Management $249,426 5249,426 $249,426
•
511,542 S0 50 5002 Salaries - General S0 (1 U
$194,213 $220,288 $225,141 Subtotal W Ogee 5249,426 5249,426 5249,426
• 5959 $435 5225 5050 Unemployment 5249 249 249
• $604
3846 5297 5051 Worker's Comp 5513 513 513
514,720
916,637 517,214 5052 F1CA /Medic4te 818,580 18,580 18,580
• S1,256 51,447 51,512 5053 Tri-Met Tax 51,6 1,676 1,676
52,132 52,429 S2,400 5054 VEBA 52,4(8) 2,400 2,400
• 3301
5380 5551 5055 Life Insurance 51,786 1,780 1,780
$521 3651 $923 5056 SalarvContinuation $I! 0 0
• 373,282 520,747 521,264 5057 Medical/Insurance 827,391 27,391 27,391
51,886 52,752 52,371 5058 Dental Insurance 0 0
• 519,681 523,718 524,766 5060 Retirement 527,431 27,437 27,437
55,044 56,067 $6,754 5061 Deferred Comp Contributions
57,483 7,483 7,483
• 360,387 876,109 $78,277 Subtotal Benefits $87,509 587,509 $87,509
• $254,600 5296,397 5303,418 TOTAL PERSONAL SERVICES 8336,935 $336,935 $336,935
S1,068 51 - 3 52,900 6000 Pro 56,352 56,352 56,352
•
50 50 53,000 6020 Legal Expenses 53,000 3,000 3,000
51,668 $173 55,900 Subtotal - Professional /Contractual /Legal Services $9,352 59,352 59,352
• S3,475 53,464 58,475 6100 Repairs &Maintenance 58,000 58,000 58,000
• 53,475 $3,464 58,475 Subtotal - Repairs &Maintenance $8,000 58,000 58,000
• $799, 5169, 51,000 6150 Sm all Tools & Equipm en t 5500 5 5500
• 526,640 524,910 534,200 6200 Office Supplies & Expense $37,070 537,070 337,070 ,
• 52,756 53,583 54,120 6210 Special Department Expenses 54,500 54,500 54,5011
• 53,594 51,888 5340 6230 Advertising & Publicity 54,500 $4,500 54,501)
• 5927 31,088 51,715 6240 Dues & Subsaiptions 51,530 51,530 $1,530
5905 51,073 50 6245 Fees and Charges 50 0
• 51,832 $2,161 51,715 Subtotal - Dues, Fees & Charges $1,530 $1,530 51,530
59,185 52,128 56,915 6250 Travel and Training 55,055 55,055 $5,055
• S3,843 53,497 55,000 6280 Rents and Leases 53,048 , 53,048 53,048
• $1,463 $1,095 51,600 6310 Utilities - Telecommunications S1,500 1,500 1,50))
• 51,463 51,095 $1,600 Subtotal - Utilities 51,500 $1,500 51,500
• SO $0 $2,951 63521nsu ran a- liability 5u 0 0
80 $0 5113 6353Insuranee -Flood ju 0 0
• $0 $0 33,893 6354 insurance - Property 50 0 0
$0 f0 $6957 Subtotal -Insuraam
50 $0 $0
• $824 51,074 54,400 6400 Computer Hardware and Sofrware 546,2110 546,200 546,200
• $56,079 $44,560 580,622 TOTAL MATERIALS & SERVICES $121,255 5121,255 5121,255
• 80 50 57,841 6801 City Management 314,509 14,509 14,509
50 $0 59,452 6802 Finance 516,345 16,344 16,344
•
50 50 $196,936 6803ln form arionTechnology 5271,868 271,868 271,868
50 $0 $10,596 6804 Human Resources 510,389 10,389 10,389
• 50 50 $3,423 6805 Risk Management 515,734 15,734 15,734
50 50
56,847 6806 Office Services
5193,280 193,280 193,280
• 50 $0 $48,655 6807 Property Management 554,423 54,423 54,423
$0 50 512,380 6811 CitvRecorder /Records 54,284 4,284 4,284
• 50 $0 5296,130 TOTAL INTERDEPARTMENTAL COSTS 5580,833 $580,832 3580,832
• 50 $5,140
50 30 8030 CapitalOutlay - Equipment S(.1 0
S0 848,000 8050 Capital Outlay - Technology
SA 0
• Su 58,140 548,000 TOTAL CAPITAL OUTLAY $O 80 $0
• 5310,640 8346, 097 $432040 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) 5408,190 $458,190 8458,190
• 1 $310,680 1 $346,097 1 $728,170 1 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 51,039,023 1 $1,039,022 1 $1,039,022
• COMMUNITY SERVICES - PAGE 99
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LIBRARY READER SERVICES BUDGET UNIT: 510 •
Program Results: •
•
• Patrons will receive accurate, timely, and courteous reference service. •
• Patrons will be assisted in the basic use of library materials in all formats, including electronic
resources. •
• Through conscientious and responsive selection, patrons will be provided with materials that
reflect their needs and interests. •
• Programs that meet the needs and interests of children, young adult, and adult and patrons will
be provided. •
•
Program Description: •
Readers Services is responsible for selecting and managing all Library materials, providing professional •
assistance using the Library's collections and electronic resources, accessing additional resources •
through interlibrary loan, and providing children's, young adult, adult, and intergenerational program- •
ming to enhance lifelong learning and recreational experiences. •
FY2008- 09Accomplishments:
• The Youth Services staff continued to draw families and young patrons to the library with ex- •
citing programs including three book clubs for kids and teens, Spring & Winter Break Crafts
and Movies, Dogs & Tales, Teen Game Fests, Teen Animanga Club, and nine or more busy •
story times each week. One of this year's most unique new activities is Weekend Adventures, •
which features crafts, author visits, and other activities on Saturday or Sunday afternoons four •
times each month. As of December, 2008, we've offered 47% more programs than we did in
the same period in FY 07 -08. We've reached over 11,000 kids, teens and caregivers so far this
fiscal year, a 29% increase over last year. •
• Outreach to schools continues to be an important focus and area of growth. While our visits to •
schools have been concentrated in the spring in years past, we were able to attend Back to
School Nights at almost every Tigard school this fall. We have conducted 19 school visits and •
reached 690 students and teachers so far this year, a 590% increase from this time last year. We •
look forward to many more visits this spring to promote the Summer Reading Program, in- •
struct students in the use of databases and other library resources, and represent the library at
activities such as Family Literacy Nights.
• The 2008 Summer Reading Program was a rousing success with 2,229 (a 28% increase from •
2007) kids registered for "Catch the Reading Bug" and 569 teens (a 14% increase from 2007) •
registered for "Metamorphosis @ Your Library." 215 people participated in the adult version
of the Summer Reading Program and submitted 1,129 reading logs, an increase over the 1115 •
submitted the previous year. The number of books read per participant increased from 4 to 5 •
when compared with the previous year. A sampling of registrants revealed that 71% were new •
participants. •
• Juvenile and Young Adult collections continued to reflect the public's desire for "Current Top-
ics and Titles ", with continued focus on areas such as Juvenile Graphic Novels, Young Adult •
Music, Early Readers, Juvenile DVDs, and the introduction of a new Young Adult DVD col- •
lection. Circulation records continue to be broken on a regular basis, and we often hear com- •
ments from the public about the quality and responsiveness of our collection.
•
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PAGE 100 - CITY OF TIGARD •
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• LIBRARY READERS' SERVICES BUDGET UNIT: 510
•
• • The state -wide Reading for Healthy Families initiative has allowed Youth Services to receive
additional early literacy training and to increase our efforts to share this information with par-
' • ents. We are currently conducting early literacy trainings during outreach visits to teen parents,
• the parents of children in Head Start and other preschool programs, and preschool educators.
• We will offer early literacy training for parents here in the library this spring and summer, and
expect to reach more than 100 families by the end of FY 08 -09.
• • A Programming Plan for Adult Services has been further developed to guide the selection of
adult programs and ensure that these program are fulfilling four areas of the Library's Strategic
• Plan: Current Topics and Titles; Cultural Awareness; Information Literacy; and, Serving as a
Commons meeting area.
• • Adult Services is currently offering three Book Discussion groups, one in the morning, one in
• the evening, and one concentrating on Mysteries. 199 people attended 37 sessions in FY 07 -08,
• and 98 people attended 17 sessions during the first half of FY 08/09.
• In FY 07 -08 Readers Services staff showed 35 movies, which were attended by 1,200 people.
• These included the Movie with Margaret series, Summer Movie Matinees, Movies from Great
• Books, Fall Festival movies, Winter Break movies and Insect Horror Film Night. In the first
• half of FY 08 -09, the library presented 18 movies attended by 584 people. These included
• movies as part of the Guitar Festival, a Vintage Monster Movie Film Festival, Holiday Week-
end Family Fun movies, and Winter Break Movies.
• • An average of ten computer - related classes are being offered each month, ranging from
• "Computer Skills for Beginners" and "Doing Research on the Web" to 'Word ", "Excel ", and
"PowerPoint ". 112 computer classes were offered in FY 07 -08 with 691 attendees. The curric-
ula and materials used for all of the computer classes were updated in 2008. A new class in Cre-
• ating Holiday Letters was offered in 2008 and a class in Skype is being developed. Basic classes
• are being translated in Spanish. In addition, the library provides an open computer lab on two
• days for four hours each week. 305 people took advantage of help offered in 115 sessions in
FY 07 -08. In the first half of FY 08 -09 we offered 81 computer classes, which were attended
• by 250 people, and 144 people attended 50 open computer labs. Staff are also offering assis-
• tance to the public in Skype during the open computer lab hours.
• • Programs targeting seniors and non - native English- speaking populations as well as those focus-
ing on our historical heritage were especially well- received, with audiences as large as over
• eighty people. Adult cultural and education programming increased from 50 events attended
• by 1,252 people in 2006 to 120 events attended by 2,349 people in 2007.
• • Music programming has been further developed at the library. In FY 07 -08 a wide range of
performances from Irish dance, Salsa and Flamenco to a big band and a pops choir to xylo-
• phone, harp, woodwind and ancient instruments. A multicultural line of performers included
• music from Latin America, the Middle East and China. One of the largest attendances was for
• the Starlight Symphony Orchestra, which drew an audience of 250 people. In the first half of
FY 08 -09 seven musical performances have taken place, including a popular Guitar Festival
• held outside in the gazebo and on the library grounds.
• • The library hosted a series of 4 seminars on key financial and life issues for seniors. 4 adult
• programs were offered that targeted Spanish speakers.
• The library has provided several intergenerational programs that bring together teens and
• adults, children and seniors.
•
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• COMMUNITY SERVICES - PAGE 101
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LIBRARY READERS' SERVICES BUDGET UNIT: 510 •
•
• Other educational /cultural programming for adults at the library in FY 07 -08 included 5 author •
visits, six outdoors /nature programs, and 10 historical programs. In the first half of FY08 -09 •
we presented a series of 4 health- related programs, as well as four "life transformation" pro- •
grams, craft programs and a series of debate watches on the big screen.
• In all, the Adult Services staff conducted 375 programs attended by 4757 people in FY 07 -08 as •
compared with 287 programs attended by 3229 people in FY 06 -07. Youth Services staff pro- •
vided 598 programs attended by 23,869 people in FY 07 -08 as compared with 433 programs •
attended by 20,797 people in FY 06 -07. Together, the Readers Services staff held 973 pro-
grams attended by 28,626 people in FY 07 -08, as compared with 720 programs attended by
24,026 people in FY 06 -07. From July to December 2008, there have been 191 programs for •
adults attended by 2553, and 359 programs for children and teens attended by 11, 042. That's a •
total of 550 programs attended by 13,595 people in the first half of FY 08/09.
• The number of computers increased from 83 to 87 that are provided and supported for public •
access to library databases, the Internet, and personal productivity software. These computers •
were accessed a total of 101,983 times for 131,129 hours of use in FY 07 -08, as compared with •
87,015 hours of use in FY 06 -07. During the first half of FY08 -09, the computers have been •
accessed 62,845 times for 49,663 hours, which compares with 61,629 uses for 47,228 hours in
the same period the previous year. •
• Wireless computer access was popular with patrons with 6669 user sessions and 14,503 hours •
of use in FY 07 -08. Between July and December 2008 there were 4878 uses and 11,055 hours
of use. This compares with 5,359 hours of use logged between July and December of 2007. •
• The Local History Room is open 4 hours per week, and a number of projects have been under- •
taken, including the development of indices for local obituaries and other print resources. •
There were 140 visitors to the room during FY 07 -08.
• The Library's 3 study rooms are a popular forum for small groups to meet or for individual
quiet study. These rooms were used 2176 times during FY 2007 -08. From July to December
2008 they were used 1144 times. •
• The Library further developed its partnerships with the Tigard Historical Association, Tualatin •
Family History Center, Council for Arts and Humanities, Centro Cultural, and the Tualatin
RiverKeepers. •
• The Library reached out to the homebound through its Friendly Visitor Program as well as •
through promotional visits to the Tigard Senior Center and two local assisted living facili- •
ties. In addition, program information packets were mailed to senior and community centers.
• Two Reference Assistant positions were implemented in Adult Services to more efficiently han- •
dle the growing number of technical and non in -depth information questions received at the •
adult reference desk. •
• The number of service transactions at the library's three reference desks (Children's , Young
Adult, and Adult) increased to 78,628 in FY 07 -08 from 71,526 in FY 06 -07. In the first half of •
FY 08 -09 the number of interactions at the desks was 36,760, up from 34,307 during the same
•
period a year ago.
• In partnership with AARP, tax assistance was provided to 242 individuals in 2008 as compared •
to 197 in 2007. •
• The library borrowed 1,071 items through inter -library loan for Tigard patrons from institu- •
tions outside of Washington County in FY 07 -08. In FY 06 -07 that number was 742. With •
introduction of the ability for patrons to place ILL requests from their home computer, the
number of items obtained for patrons in the first six months of FY 08/09 rose to 629. •
•
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PAGE 102 - CITY OF TIGARD •
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• LIBRARY READERS' SERVICES BUDGET UNIT: 510
•
• • The number of tests proctored rose from 26 in FY 06 -07 to 50 in FY 07 -08, and there have
already been 43 tests proctored at the library during the first half of FY 08/09.
• Displays were provided throughout the year ranging from exhibits on historic mercantile store
• collectibles to knitting and crocheting to oil paintings to civil rights awareness.
•
• FY2009 -10 Goals and Objectives:
•
• • Develop and implement a schedule for sufficient, appropriate, and stable staffing at all service
• desks (adult, young adult, children's).
• Continue the staged process toward the completion of a re- vitalized collection development
• plan and have it available to the public through a link on the Library's webpage
• • Through responsive and conscientious selection and collection maintenance, patrons will be
• provided with materials that reflect their needs and interests.
• • Maintain and adjust offerings based on patron evaluations to refine a program agenda that of-
fers computer applications offerings, advanced computer applications offerings, and additional
• content -based Internet workshops.
• • Maintain and adjust program offerings that focus on literacy, cultural and scientific topics, com-
munity -based information and resources, local and family history, and entertainment for chil-
• dren, teens, and adults. Special attention will be given to outreach.
• • Continue the development and implementation of a division staff training program and profes-
sional development opportunities.
• • Assist in completion of the Library Strategic Plan for 2005 -2010.
• • Assist in formulating a new Library Strategic Plan for 2010 -2015
•
•
•
•
•
•
•
•
•
•
•
•
•
• COMMUNITY SERVICES - PAGE 103
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•
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•
LIBRARY READERS' SERVICES BUDGET UNIT: 510 •
•
WORKLOAD MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Service interactions 71,526 78,628 79,500 82,000
•
Computer class attendance 965 993 1,000 1,050 •
Public computer user sessions 115,525 131,129 135,000 138,000 ID
•
Inter - library loan transactions 1,522 2,241 2,757 3,000 •
Youth Services programs 433 598 775 800 •
•
Youth Services programs attendance 20,797 23,869 25,250 26,000 •
Summer reading program registrants 1,745 2,405 2,700 3,000 •
•
Contacts with children in school and 5,673 5,736 5,800 6,000 •
childcare •
Adult programs 79 148 134 150 •
Adult programs attendance 2,264 3,764 5,100 5,500 •
•
Computer classes 1997 227 294 310 •
•
EFFECTIVENESS MEASURES •
•
2006 -07 2007 - 08 2008 - 09 2009 -10 •
Increase in service interactions -9.00% 9.00% 1.10% 3.00% •
•
Increase in Youth program attendance 73.00% 14.00% 5.80% 3.00% •
Increase Summer reading program -3.00% 37.00% 12.30% 11.00% •
participation •
Increase Adult Services program 124.00% 66.00% 35.50% 8.00% •
attendance •
•
Increase computer class attendance 44.00% 2.00% 0.00% 5.00% •
Increase public computer use 7.00% 13.00% 3.00% 2.00% •
•
Library patrons who rate reference 96.50% 96.80% 97.00% 98.00% •
service good /excellent •
PAGE 104 - CITY OF TIGARD •
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• LIBRARY READERS' SERVICES BUDGET UNIT: 510
• FULL -TIME EQUIVALENT POSITIONS
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• Librarian 6.70 9.20 9.20 9.20
• Library Division Manager 1.00 1.00 1.00 1.00
• Library Services Supervisor 2.00 2.00 2.00 0.00
• Senior Librarian 1.00 1.00 1.00 1.00
Senior Library Assistant 1.50 2.00 2.50 2.50
•
• Total 12.20 15.20 15.70 15.70
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• COMMUNITY SERVICES - PAGE 105
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LIBRARY READERS' SERVICES BUDGET UNIT: 510 •
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted •
12.20 1520 15.70 Total FTE 15.70 15.70 15.70 •
$134,795 $189,603 $205,633 5000 Salaries - Management $222,695 $222,695 $222,695 •
5313,899 8384,076 8348,054 5002 Salaries - General 8383,289 383,289 383,289
$88,684 $119,836 $259,185 5010 Salaries - Part Time $259,746 259,746 259,746 •
$29,611 $29,475 $39,888 5015 Salaries - Temporary $52,419 52,419 52,419
$27 $0 $0 5020 Overtime $0 0 0 •
8567,017 $722,990 $852,760 Subtotal Wages $918,149 $918,149 $918,149
$2,803 $1,427 $852 5050 Unemployment $866 866 866 •
$933 $1,669 $852 5051 Worker's Comp $1,394 1,394 1,394
$42,852 $55,084 $65,235 5052 FICA /Medicare $66,228 66,228 66,228 •
$3,669 $4,752 $5,728 5053 Tri -Met Tax $5,816 5,816 5,816
$8,164 $13,794 $16,200 5054 VEBA $15,750 15,750 15,750 •
$645 $921 $1,993 5055 Life Insurance $4,116 4,116 4,116
$1,121 $1,771 $2,898 5056 Salary Continuation $0 0 0 •
849,142 888,733 8120,572 5057 Mcdical /Insurance 8147,321 147,321 147,321
$6,335 $10,584 $11,521 5058 Dental Insurance $0 0 0 •
843,295 861,105 583,345 5060 Retirement 588,800 88,800 88,800
52,779 55,397 $6,169 5061 Deferred Comp Contributions 56,681 6,681 6,681 •
$161,738 5245,237 5315,365 Subtotal Benefits 5336,972 5336,972 5036,972
$728,756 $968,227 81,168,125 TOTAL PERSONAL SERVICES 51,255,121 $1,255,121 $1,255,121 •
$10,292 $15,106 $30,127 6000 Professional /Contractual Services $33,920 $33,920 $33,920 •
510,292 $15,106 $30,127 Subtotal - Professional /Contractual /Leal Services $33,920 $33,920 533,920
$0 $0 $0 6100 Repairs &Maintenance $80 $80 $80 •
50 80 80 Subtotal - Repairs & Maintenance $80 $80 580 •
$0 $293 $590 6150 Small Tools & Equipm ent 51,000 $1,000 51,000 •
$1,990 $6,656 $5,424 6200 Office Supplies & Expense $3,540 $3,540 $3,540 •
$9,232 $9,762 $17,726 6210 Spedal Department Expenses $20,515 $20,515 $20,515 •
$2,117 $1,232 $3,950 6230 Advertising & Publaty $4,782 $4,782 $4,782 •
$1,868 $1,887 $2,725 6240 Dues &Subscriptions $2,825 52,825 $2,825 •
$1,868 $1,887 $2,725 Subtotal - Dues, Fees & Charges 82,825 52,825 $2,825
$0 $2,100 $5,703 6250 Travel and Training $8,669 $8,669 $8,669 •
$0 $0 $0 6260 Fuel $200 $200 $200 •
$0 $309 $0 6310 Utilities - Telemmm unications $0 0 0 11 $0 $309 $0 Subtotal - Utilities $0 $0 $0
$0 $0 $14,488 6352 Insurance - liability So 0 0 •
$0 $0 $554 6353 Insurance -Flood so 0 0 •
$0 $0 $19,445 6354 Insurance - Property 50 0 0
50 80 $34,487 Subtotal - Insurance $0 $0 $0
$0 $0 $9,105 6400 Computer Hardware and Software $2,950 $2,950 $2,950 •
$375,674 $454,285 $514,040 6460 Books & Circulation Materials $575,725 $575,725 $575,725 •
$401,172 $491,630 $623,877 TOTAL MATERIALS SERVICES $654,206 $654,206 5654,206 •
IA I.4
$0 $0 $33,925 6801 City Management 1 $60,461 60,461 60,461 •
$0 $0 $40,899 6802 Finance $68,111 68,112 68,112 •
50 $0 $68,554 6803 Information Technology $102,988 102,988 102,988
$0 $0 $52,015 6804 Human Resources $49,428 49,428 49,428 •
$0 $0 $16,803 6805 Risk Management $40,472 40,472 40,472
$0 $0 $32,038 6806 Office Services $0 0 0 •
$0 $0 $253,566 6807 PropertyManagement $258,922 258,922 258,922
50 , $0 $497,799 TOTAL INTERDEPARTMENTAL COSTS $580,381 $580,383 $580,383 •
$0 $0 540,000 8050 CapitalOutlay - Technology $0 0 0 •
$0 $0 $40,000 TOTAL CAPITAL OUTLAY 80 $0 80
I
51,129,927 $1,459,857 _ $2,329,802 TOTAL OPERATLVG COSTS (LESS INTERDEPARTMENTAL) $1,909,327 $1,909,327 $1,909,327 •
$1,129,927 1 $1,459,857 1 $ 2329,002 1 T OTAL COSTS (WffHJN EREPART MENTAL COSTS) I. 32,489,708 1 . $ 2,409.710 1. $2,4090111 •
PAGE 106 - CITY OF TIGARD •
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• LIBRARY TECHNICAL SERVICES BUDGET UNIT: 520
• Program Results:
•
• • Materials are made quickly available to the public.
• Bibliographic and item records are an accurate representation of the materials allowing the
• public to find items they require through the catalog.
• • Materials are processed consistently and accurately to allow longevity and easy searching on the
• shelf.
• Program Description:
•
• The Technical Services Division orders, receives, catalogs, processes, maintains Tigard Public Library
• holdings in the countywide catalog, and mends all books for the library collection.
• FY 2008-09 Accomplishments:
•
• • Between July and December 2008, Technical Services staff placed orders for 19,510 materials,
added 18,745 new items, mended 1,116 items, withdrew 9,106 items and added 3,242 biblio-
• graphic records manually to the Washington County Cooperative Library System (WCCLS)
• shared catalog. The average number of days to place an order was 2.65 and the average number
of days to process and catalog new materials was 34.40. Placing orders met the goal of less than
• 5 days and we are close to meeting the goal for processing and cataloging of 30 days.
•
• • Technical Services broke two records during this time, as well. The new record for the number
of items ordered in one month was set in August 2008 and was 3,839 items. The new record
• for the number of items added in one month was set in December 2008 and was 3,583 items.
•
• • Technical Services has been committed to improving efficiencies this year. We implemented
• the use of Promptcat in April 2008 and have been receiving bibliographic records that are not
in the WCCLS catalog via OCLC as our items are shipped to us from our primary vendor. This
has caused the number of new bibliographic records that we need to search for in OCLC to
• decrease. Proof of improved efficiencies is that the average number of items cataloged per
• month during the first six months of FY09 has increased 13.9% from FY08 and we are 6%
faster with an average turnaround of 34.4 days from last year's 36.58 days.
•
• FY2009 -10 Goals and Objectives:
• • Maintain average cataloging time for new materials at 30 days or less.
•
• • Maintain average time for placement of orders at 5 days or less.
• Maintain staff rating services provided by Technical Services as good or excellent at 100 %.
•
• • Assist with completion of the Library's Strategic Plan 2005 -2010.
• • Assist in formulating a new Library Strategic Plan for 2010 -2015.
•
• • Assist with maintaining collection vitality.
• • Maintain use of volunteers for processing of new library materials and special projects.
• COMMUNITY SERVICES - PAGE 107
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LIBRARY TECHNICAL SERVICES BUDGET UNIT: 520 •
WORKLOAD MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Orders placed 24,324 31,000 38,000 43,000 •
•
Orders received 24,016 29,000 35,000 40,000 •
New titles added to catalog 10,444 10,500 6,600 7,200 •
•
New items added 29,681 30,000 37,600 41,000 •
Materials withdrawn 13,870 17,000 22,500 23,500
•
•
EFFECTIVENESS MEASURES •
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Average number of days between orders 2.93 3.00 3.00 5.00 •
being submitted and being placed •
Average number of days between order 42.83 35.00 34.00 32.00 •
being received and item being •
ready for circulation •
Staff rating services provided by 100.00% 100.00% 100.00% 100.00% •
Technical Services as good or •
excellent •
FULL -TIME EQUIVALENT POSITIONS •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Librarian 0.50 0.50 1.00 1.00 •
Library Aide 0.50 1.00 0.50 0.50 •
Library Assistant 1.20 1.40 1.90 1.90 •
Library Services Manager 1.00 1.00 1.00 1.00 •
Senior Library Assistant 2.00 2.50 2.00 2.00 •
Technical Services Coordinator 1.00 1.00 1.00 1.00 •
Total 6.20 7.40 7.40 7.40 •
•
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PAGE 108 - CITY OF TIGARD •
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• LIBRARY TECHNICAL SERVICES BUDGET UNIT: 520
• FY 2006 -07 FY 2007-08 FY 2008-09 FY 2009 -10 FY 2009 -10 FY 2009-10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 6.20 7.40 7.40 Total FTE 7.40 7.40 7.40
• 5107,427 599,968 5110,856 5000 Salaries - Management S128,164 5128,164 S128,164
• 883,186 8111,879 S135,410 5002 Salaries - General $141,330 141,330 141,330
568,009 574,981 578,291 5010 Salaries - Part Time 584,445 84,445 84,445
0 50 50 50 5030 Incentive Par 560539 0 600 600
$258,621 $286,828 $324,557 Subtotal {Paces $354 $354 ,539 5354,539
• SO 561 50 5045 Other Incentive 50 50 SO
• 51278
5566 8325 5050 Unemployment $355 355 355
5482 8667 5325 5051 Worker's Comp 5570 570 570
• 819,221 521,178 524,828 5052 FICA /Medicare 527,122 27,122 27,122
$1,673 $1,886 52,182 5053 Tri-Met Tax 52,378 2,378 2,378
• 54,104 58,510 57,500 5054 VEBA $7,500 7,500 7,500
$353 5341 $793 5055 Life 52,146 2,146 2,146
•
8649 5614 $1,220 5056 Salary Continuation 50 0 0
$15,757 $28,458 547,679 5057 Medical /Insurance 547,213 47,213 47,213
•
$2,860 53,928 $4,298 5058 Dental Insurance $0 0 0
• $25,966 826,777 $33,565 5060 Retirement 536,736 36,736 36,736
53,223 $2,763 $3,325 5061 Deferred Comp Contributions $3,845 3,845 3,845
• $75,565 $95,749 $126,040 Subtotal Benefits $127,865 $127,865 $127,865
• $334,188 $382,577 $450,597 TOTAL PERSONAL SERVICES $482,404 5482,404 $482,404
515,618 $22,984 535,650 6000 Professional /Contraaual Services $44,155 $44,155 844,155
$15,618 $22,984 $35,650 Subtotal - Professional /Contractual /Legal Services $44,155
544,155
• $44,155
• 528,880 $19,612 526,772 6200 Office Supplies & Expense 522,910 522,910 $22,910
• $0 50 59 6210 Special Department Expenses 5140 5140 $140
• 50 ;_i , 5630 6230 Advertising & Publicity 5900 _ 5900 5900
• S75 S80 585 6240 Dues & Subsaiptions SI �; S105 $105
• $75 $80 $85 Subtotal - Dues, Fees & Charges 5105 5105 $105
• SO 5629 53,280 6250 Travel and Training S4,058 S4,058 S4,058
• SO SO SO 6260 Fuel 8100 5100 5100
• SO SO $6,618 6352 Insurance - Liability $0 0 (1
S(1 SO 8253 6353 Insurance - Flood
$O 0 0
• 50 $0 58,729 6354 Insurance - Property 80 (I 0
$0 50 515,600 Subtotal - Insurance $0 $0 $0
• SO $0 $2,850 6400 Computer Hardware and Software 53,220 $3,220 51,22
•
• $44 ,574 $43,830 584,876 TOTAL MATERIALS & SERVICES 575,588 575,588 $75,588
• SO 50 $9,763 6801 City Management $17,669 17,669 17,669
50 $0 511,770 6802 Finance $19,905 19,905 19,905
• $0 $0 568,554 6803 Inform ationTedtnology 826,790 26,790 26,790
50 $0 523,760 6804 Human Resources $23,297 23,297 23,297
• $0 $0 57,675 6805 Risk Management $23,767 23,767 23,767
50 $0
812,700 6806 Of9ce Services $0 (1 0
• 50 $0 5109,097 6807 PropertyManagement $122,040 122,040 122,040
$0 50 $243,319 TOTAL !INTERDEPARTMENTAL COSTS $233,468 $233,468 $233,468
• $0 $0 $0 TOTAL CAPITAL OUTLAY $0 $0 $0
• $378,761 _ 5426,407 $535,473 TOTA OPER.4TING COSTS (LESS INTERDEPARTMENTAL COSTS) $557,992 $557,992 $557,992
•
• I $378,761 1 $426,407 1 $778,792 1 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 5791,460 1 5791,460 1 $791,460 1
• COMMUNITY SERVICES - PAGE 109
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LIBRARY CIRCULATION BUDGET UNIT: 530 •
Program Results: •
• •
Patrons will receive library materials in a timely and accurate manner. •
• Patrons will receive courteous, respectful, and helpful service from Circulation staff.
• Patrons will be able to access library materials easily through accurate and timely check -in and •
shelving. •
• Patrons are afforded the ability to be self - sufficient in checking out their own materials and ac- •
cessing their account online in order to renew items and place requests for items to be held for •
them.
• Patrons are self - sufficient in skills necessary to find, evaluate and use all types of information. •
• Patrons receive accurate information about using the library. •
Program Description: •
•
The Circulation Division of the Library is responsible for checking materials in and out; answering us- •
ers' questions about library facilities and programs; shelving all Library materials; renewing materials; •
collecting fines; issuing new library cards; reconciling patron records; answering the phone at the Entry
Point and routing calls to their appropriate destination; and answering general questions. Circulation •
staff tracks down and retrieves lost and missing items and maintains accurate patron records on WI- •
Llnet, the countywide library database. Circulation staff is also responsible for the processing of pa- •
trons' holds requests. In addition, Circulation staff handles materials donated to the Library.
•
The Circulation Desk is often the patron's first and last contact with Library staff. Strong customer •
service is a vital aspect of Circulation operations. Circulation staff promotes Library programs verbally •
and by distributing written materials. Circulation staff is often involved in helping patrons learn how
to use the WILInet computers to search the catalog and place hold requests. Circulation staff also •
shows patrons how to use the self - checkout machines. •
FY2008 -09 Accomplishments: •
•
• Circulation staff was actively involved in library -wide efforts to implement and promote library •
programs. •
• Further expanded an on -going training program for check -in and shelving staff and volunteers •
taught by Circulation staff. •
• Handled a record number of checkouts, check -ins, and intra - library materials. •
•
• Interacted with a record number of library visitors. •
• Improved workflow and procedures for taking Friends of the Library monies. •
Implemented new re- shelving plan and streamlined existing procedures to reach the goal of re- •
shelving returned items within 24 hours. •
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PAGE 110 - CITY OF TIGARD •
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• LIBRARY CIRCULATION BUDGET UNIT: 530
• FY2009 -10 Goals and Objectives:
•
• • Continue to provide excellent customer service by adapting best practices in library Circulation
service.
•
• • Implement the Library Departmental Plan in Circulation, by increasing patron self - sufficiency
• while maintaining customer satisfaction. This will include increasing self -check machine usage,
increase patron online renewals of materials, and increase patron overall usage of the Library
and WCCLS websites.
• • Maintain pace with technological advances; replacing existing equipment as necessary.
•
• • Continue to evaluate efficient utilization of available staff and space, acknowledging changing
• staffing needs due to annual increase in library usage and the restoration of open hours made
possible by passage of the WCCLS Operating Levy in November 2006.
• • Anticipate and research future technological advances such as RFID which may require present
• planning and necessitate phasing out some current technologies.
• • Assist in the implementation Library Strategic Plan activities targeted for FY 2009 -2010.
• • Assist in the development of the new 5 year Library Strategic Plan for FY 2011 -2015.
• • Continue to increase use of volunteers for shelving, working at the Library's entry point, and
• performing a variety of other tasks.
• • Increase annual circulation by 5 %.
• • Circulation staff will be actively involved in library -wide efforts to implement and promote li-
• brary programs.
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• COMMUNITY SERVICES - PAGE 111
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LIBRARY CIRCULATION BUDGET UNIT: 530
•
•
WORKLOAD MEASURES •
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Materials checked out per year 925,002 1,131,071 1,249,462 1,311,935 •
Yearly check out per staff member 69,200 75,405 80,610 84,641 •
•
Materials checked in per year 734,832 833,165 964,591 1,012,821 •
Library visitors per year 383,281 446,889 480,909 504,954 •
•
Cultural passes checked out per year 798 1,119 1,401 1,471 •
Materials renewed per year 219,251 274,494 304,497 331,916 •
•
Library cards issued per year 5,737 6,292, 6,448 6,760 •
Materials checked out /year on self- 69,997 148,207 154,908 162,656 •
check -out machine •
•
Materials shelved per year 734,832 833,165 892,673 964,591
•
Intra - library loans per year (crates) 7,104 9,048 10,296 10,816 •
•
EFFECTIVENESS MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Materials checked out on •
self - checkout machine 10.00% 13.00% 12.00% 5.00% •
•
Materials returned to shelf within •
48 hours 85.00% 90.00% 95.00% 96.00% •
Library patrons who rated service •
received as "good" or "excellent" •
at the Check Out Counter 91.00% 97.00% 97.00% 98.00% •
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PAGE 112 - CITY OF TIGARD •
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• LIBRARY CIRCULATION BUDGET UNIT: 530
•
FULL -TIME EQUIVALENT POSITIONS
• 2006 -07 2007 -08 2008 -09 2009 -10
•
• Circulation Supervisor 2.00 2.00 2.00 2.00
• Library Aide 0.00 0.00 1.50 1.50
• Library Assistant 8.10 10.60 9.60 9.60
• Library Division Manager 1.00 1.00 1.00 1.00
Senior Library Assistant 1.40 1.40 1.40 1.40
•
• Total 12.50 15.00 15.50 15.50
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• COMMUNITY SERVICES - PAGE 113
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LIBRARY CIRCULATION BUDGET UNIT: 530 •
•
FY 2006 -07 FY 2007 -08 FY 2008-09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted •
12.50 15.00 15.50 Total FTE 15.50 15.50 15.50
4110
5143,909 $169,441 5179,179 5000 Salaries - Management 5209,735 5209,735 5209,735 •
5167,324 5187,232 5179,399 5002 Salaries - General $36,484 36,484 36,484
5149,665 $210,057 5271,242 5010 Salaries - Part Time 5426,753 426,753 426,753 •
585,397 5101,415 5108,314 5015 Salaries - Temporary• 5117,425 117,425 117,425
5798 5974 51,100 5020 Overtime 51,133 1,133 1,133 •
50 SO SO 5030 Incentive Pay 5600 600 600
$547,093 $669,119 $739,234 Subtotal Wages 5792,130 5792,130 5792,130 •
$0 5615 51,300 5045 Other Incentive $0 50 50 •
52,701 $1,322 5738 5050 Unemployment $674 674 674
51,019 51,773 $738 5051 Worker's Comp 51,083 1,083 1,083
•
$41,969 550,705 $56,257 5052 FICA/Medicare $51,528 51,528 51,528
$3,541 $4,401 $4,973 5053 Tri-Met Tax 54,521 4,521 4,521 •
$10,096 $18,721 521,600 5054 VEBA 521,150 21,150 21,150
$708 $842 $1,548 5055 Life Insurance $5,192 5,192 5,192
•
51,152 51,410 52,570 5056 Salary Continuation 50 0 0
541,005 561,661 576,607 5057 Medical /Insurance 585,778 85,778 85,778 •
$4,892 $8,193 58,061 5058 Dental Insurance 50 0 0
542,356 $53,776 565,117 5060 Retirement 569,455 69,455 69,455 •
54,267 55,083 55,375 5061 Deferred Comp Contubutions 56,292 6,292 6,292
5153,706 5208,502 5244,884 Subtotal Benefits 5245,673 5245,673 $245,673 •
5700,799 5877,621 5984,118 TOTAL PERSONAL SERVICES 51,037,803 51,037,803 51,037,803 •
55,075 $6,485 56,100 6000 Professional/ Contractual Services 512,611 512,611 512,611 •
55,075 $6,485 $6100 Subtotal - Protesaianal /Contractual /Lc, al Services 512,611 512,611 512,611
50 58,487 54,505 6150 Sm all Tools & Equipment 54,600 $4,600 54,600 •
$1,479 $1,757 , 52,895 , 6200 Office Supplies & Expense $8,650 88,650 58,650 •
5129 583 5150 6210 Special Department Expenses 5350 5350 5350 •
SO 50 50 6230 Advertising & Publidty 5500 5500 5500 •
50 $60 560 6240 Dues & Subsmptions 560 560 560 •
50 560 860 Subtotal -Dues, Fees & Charges 560 560 560 •
$86 $655 53,000 6250 Travel and Training 52,842 52,842 52,842 •
$0 50 50 6260 Fuel 5100 5100 5100 •
510,174 5833 50 6280 Rents and Leases 50 50 50 •
50 50 514,309 6352 Insurance - Liability SO 0 0 •
SO SO 5547 6353 Insurance - Flood SO 0 0
50 So 518,874 6354 Insurance - Properry SO 0 0 •
$0 50 533,730 Subtotal - Insurance 50 $0 50
SO Sv o 53,100 6400 Computer Handware and Software 51,830 51,830 $1,830 •
$16,942 $18,360 $53,540 TOTAL MATERIALS & SERVICES 531,543 $31,543 $31,543 •
'
50 50 519,669 6801 City Managem en t $33,862 33,862 33,862 •
SO 50 $23,713 6802 Finance 838,147 38,146 38,146 •
50 50 543,625 6803 Information Technology 540,460 40,460 40,460
50 $0 551,372 6804 Human Resources $48,798 48,798 48,798 •
50 50 516,595 6805 Risk Management 540,069 40,069 40,069
50 50 526,968 6806 Office Services 50 0 0
SO SO 5235,873 6807 Property Management 5255,624 255,624 255,624 •
50 50 5417,816 TOTAL INTERDEPARTMENTAL COSTS 5456,961 5456,960 5456,960 •
50 544,462 522,145 8030 Capital Outlay - Equipment 50 0 0 •
SO 544,462 522,145 TOTAL CAPITAL OUTLAY 50 $0 $0
I
5717,741 5940,443 $1,059,803 TOTAL OPER. 4TLVC COSTS (LESS 1,\TE RUE P4Ry:%fENTAL S1069,346 $1,069346 51,069,346 •
$717,741 1 5940,443 1 51,477,619 I TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) immumengli,526,307 1 51,526,306 1 51,526,306 •
PAGE 114 - CIm OF TIGRD •
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SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 590
• • 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 January of
• each year. A subcommittee of the Budget Committee meets to review Social Service requests and to
• recommend funding in the Proposed Budget. Community Event requests are reviewed informally by
• the Council. The Proposed Budget presents the results of both reviews.
•
• Program Description:
•
• Each year, the City appropriates funds to support Social Service and Community Event activities that
assist or benefit Tigard Citizens. Community organizations are invited to submit requests in January of
• each year. A subcommittee of the Budget Committee meets to review Social Service requests and to
• recommend funding in the Proposed Budget. Community Event requests are reviewed informally by
• the Council. The Adopted Budget presents the results of both reviews.
• The Budget Committee policy is to set total events and social service appropriations at 0.005% of the
• prior year's operating budget. The policy limit for FY 2009 -10 is $212,260. Also, the City budgets
• three set asides within this appropriation in addition to the target amount for grants: the Housing Pro-
gram "emergency fund" to assist occupants of housing declared to be unsafe; the Affordable Housing
• Set -Aside to assist providers of low- income housing; and the Residential Services Agency Emergency
• Set -Aside to assist agencies that provide emergency food and housing to those in need.
• The City received $274,150 in grant requests for community events and social services for FY 2009 -10.
• The Adopted Budget includes a total of $185,900 for these grants, plus $26,000 for the three set - asides.
•
• 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.
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• COMMUNITY SERVICES - PAGE 115
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SOCIAL SERVICES /COMMUNITY EVENTS BUDGET UNIT: 590
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•
FY 2006-07 FY 2007-08 FY 2008-09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
0.00 0.00 0.00 Total FTE 0.00 0.00 0.00 •
•
$0 50 $0 TOTAL PERSONAL SERVICES $0 $0 $0 •
5163,955 5170,062 5 219,150 6000 Professiona1/Contraaua1 Senios 5212,100 5212,100 5212,100
•
$163,955 $170,062 $219,150 Subtotal - Professional /Contractual /Legal Services $212,100 $212,100 $212,100
•
$163,955 $170,161 $219,150 TOTAL MATERIALS & SERVICES $212,100 $212,100 $212,100 •
$0 $0 $0 TOTAL INTERDEPARTMENTAL COSTS $0 $0 $0 •
$0 $0 $0 TOTAL BOND RELATED COSTS $0 50 $0 •
$0 $0 $0 TOTAL CAPITAL OUTLAY $0 $0 $0 •
•
$163,955 $170,161 $219,150 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $212,100 $212,100 $212,100 •
5163,955 1 $170,161 1 $219,150 1 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 $212,100 I $212,100 1 5212,100 •
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PAGE 116 - CITY OF TIGARD •
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• PUBLIC WORKS PROGRAM
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• Public Works Organization Chart 1I7
• Expenditure /FTE Summary 118
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• Public Works
•
• Public Works Administration 119
• Parks and Grounds 123
•
• Street Maintenance 127
•
• Fleet Maintenance 130
• Property Management 133
•
• Water 13 7
• Sanitary Sewer 142
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• Storm Water 145
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11' dat r: 4
F��
unam E-1
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• PUBLIC WORKS ORGANIZATION CHART
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• PUBLIC WORKS
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• ADMINISTRATION FLEET MAINTENANCE
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• SANITARY SEWER PROPERTY MANAGEMENT
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• STORMWATER PARKS AND GROUNDS
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• STREET MAINTENANCE WATER
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• PUBLIC WORKS - PAGE 117
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PUBLIC WORKS PROGRAM •
•
The Public Works Program encompasses the Public Works Department, and includes the maintenance •
of the City's infrastructure (roads, parks, grounds, and City buildings) as well as provision of water, •
sanitary sewer, and stormwater services. •
FY 2006 -07 FY 2007-08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Description Actual Actual Revised Proposed Approved Adopted •
Number of Positions 62.10 61.10 61.10 61.30 61.30 61.30 •
•
Budget By Category •
•
Personal Services $4,078,989 $4,413,909 $4,827,098 $5,218,594 $5,218,594 $5,218,594 •
Materials & Services $5,002,524 $4,952,444 $7,097,969 $6,844,704 $6,844,704 $6,919,705
•
Interdepartmental Costs $0 $0 $2,846,558 $2,145,387 $2,145,388 $2,145,388 •
Capital Improvement Program $82,045 $43,783 $0 $0 $0 $0
Capital Outlay $587,698 $470,354 $1,350,093 $478,387 $478,387 $938,387 •
•
Total By Category $9,751,257 $9,880,489 $16,121,718 $14,687,072 $14,687,073 $15,222,074 •
•
Budget by Division •
Administration $733,444 $824,460 $1,580,961 $1,584,025 $1,584,027 $1,584,027 •
Parks and Grounds $1,026,236 $1,211,810 $1,597,931 81,699,676 81,699,675 81,699,675
Street Maintenance $623,329 $723,726 $1,275,826 $1,157,824 $1,157,823 $1,297,823 •
Fleet Maintenance $182,763 $131,306 $194,067 $259,404 $259,404 $259,404 •
Property Man agement $903,558 $1,124,837 $1,259,504 $1,398,928 $1,398,928 $1,398,928 •
Water $4,521,476 $4,313,089 $7,538,915 $6,607,336 $6,607,336 $6,682,336 •
Sanitary Sewer $835,000 8709,916 $1,068,533 $710,763 $710,763 $890,763 •
Stormwater $925,686 8841,346 $1,605,982 $1,269,116 $1,269,117 $1,409,117
•
Total By Division S9,751,493 $9,880,490 $16,121,719 $14,687,072 $14,687,073 $15,222,073 •
•
Budget by Fund •
General Fund -100 $2,383,010 $2,759,996 $4,454,718 $4,441,525 $4,441,525 $4,581,525 •
Fleet/Property Management Fund -450 $1,086,321 $1,256,143 $1,453,571 $1,658,331 $1,658,331 $1,658,331 •
Sanitary Sewer Fund - 500 $835,000 $709,916 $1,068,533 $710,763 $710,763 $890,763 •
Storm Water Fund - 510 $925,686 8841,346 $1,605,982 $1,269,116 $1,269,117 $1,409,117 •
Water Fund - 530 $4,521,476 $4,313,089 $7,538,915 $6,607,336 $6,607,336 $6,682,336 •
Total By Fund $9,751,493 $9,880,490 $16,121,719 $14,687,072 $14,687,073 815,222,073 •
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PAGE 118 - CITY OF TIGARD •
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• PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 600
• Program Results:
•
• The PW Administration Division:
• • Provides leadership and management in support of the city's strategic plans /objectives and the
• Public Works Department's mission and values.
•
• • Is responsible for the city's Emergency Management Program. This program trains staff to op-
erate the city's Emergency Operations Center, and coordinates and conducts Community
• Emergency Response Team (CERT) training and 72 -hour emergency preparedness training for
• citizen volunteers.
• • Administers communication, such as Cityscape articles, press releases, communication plans,
• etc., for the various Divisions within the Depaitinent.
•
• • Director involvement in regional water management organizations.
• • Administers department -wide service contracts.
•
• • Manages overall department budgets, including utility rate structure development and research
• into alternate funding sources.
• Program Description:
• The Public Works Department maintains and operates all of the city's major infrastructure systems:
• parks, streets, sanitary sewers, storm drainage, water, facilities, and fleet. These systems are funded as
• follows:
• • Maintenance operations of sanitary sewer and storm drainage systems are funded by the collec-
• tion of sewer and storm drainage charges.
• • Street maintenance is funded through a combination of the General Fund and the Street Main -
• tenance fund.
• • Park maintenance is primarily funded by property taxes.
•
• • Fleet and facilities activities are funded through charges to city operations.
• • Water system maintenance and operations are funded primarily by water customers.
• • The Public Works Department proudly provides stewardship over the city's water, sanitary
sewer, storm drainage, streets, fleet, buildings, and park services in a safe, efficient, courteous,
• and professional manner.
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• PUBLIC WORKS - PAGE 119
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PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 600 •
•
FY 2008-09 Accomplishments: •
• Secured a long -term water source with the Tigard -Lake Oswego water partnership. •
• Conducted first city -wide test of CodeRed, the City's emergency notification system. •
• Facilitated the hiring of a laid -off city staff member to fill a vacancy within the Fleet Mainte- •
nance Division. •
• Provided staff support and resources to enable each Division within the Public Works Depart- •
ment to meet its objectives.
• Oversaw the preparation and implementation of each Division's budget. •
• Developed and conducted initial and refresher training for 81 city staff to effectively operate •
the Emergency Operations Center and participated in the first full- scale, multi - jurisdictional •
emergency exercise.
• Continued to improve the Community Emergency Response Team (CERT) Program. Trained •
and equipped 25 city staff as well as citizen volunteers in CERT operations and 72 -hour emer- •
gency preparedness. This training enables participants to help themselves, their neighbors, and •
their community in the event of an emergency.
• Partnered with the Office of Consolidated Emergency Management for Washington County. •
• Continued to conduct training and completed federally mandated compliance measures of Na- •
tional Incident Management System for select "first responder" staff. •
• Completed the city's Natural Hazard Mitigation Plan Addendum. This document contains re-
sources and information for residents, public and private sector organizations, and others inter- •
ested in planning for natural hazards. •
• Was awarded state grant funding for a water reuse study. •
• Successfully completed the water system GIS layer in conjunction with the City's implementa-
tion of the Enterprise GIS. •
• Was awarded the 2008 Excellence in Communication and Conservation Awards from the Pa- •
cific Northwest Section of the American Water Works Association for the water conservation •
calendar and Water for Tomorrow video.
FY2009 - 10 Goals and Objectives: •
• Work to implement the Tigard -Lake Oswego water partnership. •
• Acquire and develop additional parks and greenspaces. •
• Provide staff support and resources to enable each Division to meet its objectives. •
• Oversee the preparation and implementation of each Division's budget.
• Continue support and implementation of the citywide enterprise GIS. •
• Continue to improve the use of the asset management /work order system, and explore other •
potential software solutions for these needs. •
• Continue implementation and participation in the city's Emergency Management Training Plan •
and participate in county -level exercises.
• Continue to recruit citizen volunteers and city staff to participate in the city's CERT program •
and coordinate the enhancement training plan. •
• Continue to implement a 72 -hour emergency preparedness training program for citizen volun- •
teers.
• Continue membership and participation in the Office of Consolidated Emergency Management •
for Washington County. •
• Conduct a pilot project with department staff and the City's consultant to establish competen- •
cies and behaviors that support the city's core values.
•
PAGE 120 - CITY OF TIGARD •
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• PUBLIC WORKS ADMINISTRATION
• BUDGET UNIT: 600
• WORKLOAD MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 - 10
• Training sessions provided to 10 4 4 4
• citizens in 72 -hour preparedness
• Total number of citizens trained in Citizen 66 230 160 240
0 Emergency Response Team (CERT)
• program
• Customer service satisfaction surveys 460 500 500 500
mailed
•
• EFFECTIVENESS MEASURES
• 2006 - 2007 -08 2008 -09 2009 -10
•
• Number of CERT's maintained 4 6 6 5
• through enhanced training and exercises
• Total number of citizens trained by 72 -hour 250 650 800 200
• preparedness presentations
• 95.00 /0 95.00% 95.00 /o
• Annual average customer service rating 94.00% 0 0
(based on survey for all PW services)
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• FULL -TIME EQUIVALENT POSITIONS
2006 -07 2007 -08 2008 -09 2009 -10
•
• Administrative Specialist II 1.60 1.60 1.60 1.80
• Assistant Public Works Director 1.00 1.00 1.00 1.00
Confidential Executive Assistant 1.00 1.00 1.00 1.00
• Emergency Services Coordinator 1.00 1.00 1.00 1.00
• Hansen Coordinator 0.00 1.00 1.00 1.00
• Management Analyst 1.00 1.00 1.00 1.00
Public Works Director 1.00 1.00 1.00 1.00
•
Senior Administrative Specialist 1.00 1.00 1.00 1.00
• Volunteer Coordinator 0.25 0.25 0..25 0.25
• Total 7.85 8.85 8.85 9.05
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• PUBLIC WORKS - PAGE 121
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PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 600 •
FY 2006-07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted •
7.85 8.85 8.85 Total FTE 9.05 9.05 9.05
$330,225 5360,939 5367,245 5000 Salaries - Management 5402,168 $402,168 5402,168 •
$78,833 5102,248 5146,020 5002 Salaries - General $136,350 136,350 136,350 •
$29,372 542,656 525,502 5010 Salaries - Part Time 552,433 52,433 52,433
$1,652 50 52,000 5015 Salaries- Temporary 80 0 0 •
5 5301 $2,500 5020 Overtime $0 0 0
5440,083 5506,144 $543,267 Subtotal Wages 5590,951 5590,951 5590,951 •
$0 50 50 5045 Other Incentive 52,000 52,000 82,000
52,171 $999 $543 5050 Unemployment $591 591 591 •
52,427 $3,983 $3,317 5051 Worker's Comp 54,949 4,949 4,949
533,468 $38,285 541,551 5052 FICA /Medicare 544,707 44,707 44,707 •
52,847 53,328 83,648 5053 Tri-Mct Tax 53,970 3,970 3,970
54,848 56,437 58,400 5054 VEBA 57,725 7,725 7,725 •
5940 594-6 52,069 5055 life Insurance $3,167 3,167 3,167
51,353 $1,451 52,122 5056 Salary Continuation 50 0 0
558,458 561,876 $75,241 5057 Medial /Insurance 596,309 96,309 96,309 •
$6,720 56,968 57,424 5058 Dental Insurance $0 0 0
547,153 $52,082 558,029 5060 Retirement 563,117 63,117 63,117 •
58,547 $9,223 511,017 5061 Deferred Comp Contributions 512,065 12,065 12,065
5168,933 $185,578 5213,361 Subtotal Benefits 5238,600 5238,600 5238,600 •
5609,016 5691,722 $756,628 TOTAL PERSONAL SERVICES 5829,551 $829,551 5829,551
$8,333 59,717 520,600 6000 Pmfessional /Contractual Services 5171,300 5171,300 5171,300 •
$0 50 55,000 6020 Legal Expenses 52,000 2,000 2,000 •
$8,333 59,717 525,600 Subtotal - Professional/Contractual/Legal Services 5173,300 5173,300 5173,300
50 90 50 6100 Repairs & Maintenance $1,500 51,500 51,500 •
51,848 51,470 $1,200 6113 Repairs & Maintenance - Vehicles 51,200 1,200 1,200
51,848 51,470 51,200 Subtotal - Repairs & Maintenance 52,700 52,700 52,700 •
523,181 $0 5804 6150 Small Tools & Equipment $500 5500 5500 •
511,262 525,224 513,000 6200 Office Su polies &Expense 513,000 513,000 513,000 •
55,641 517,232 516,075 6210 Special Department Expenses 513,775 513,775 513,775
50 51,735 $750 6230 Advertising & Publicity 5600 5600 5600 •
536,353 537,430 547,700 6240 Dues & Subscriptions 549,925 $49,925 549,925 •
51,636 5320 $360 6245 Fees and Charges $360 360 360
537,989 537,750 548,060 Subtotal - Dues, Fees & Charges $50,285 550,285 $50,285 •
58,422 510,804 $14,300 6250 Travel and Training 517,150 517,150 $17,150, •
$1,706 $2,153 53,000 6260 Fuel 53,000 $3,000 53,000
41
54,653 $4,914 57,500 6310 Utilities - Telecommunications 88,640 8,640 8,640 •
54,653 $4,914 $7,500 Subtotal - Utilities 58,640 58,640 58,640
50 50 $1,334 6351 Insurance - Auto $0 0 0 •
50 50 $7,915 6352 Insurance - Liability 50 0 0
$0 $0 5303 6353 Insurance - Flood $0 0 •
$0 50 51,016 6354 Insurance - Property 50 0 0
50 $0 $10,568 Subtotal - Insurance 50 $0 50
821.393 521,739 538,725 6400 Computer Hardware and Software 530,000 530,00() 530,000 •
5124,428 5132,738 $179,582 TOTAL MATERIALS & SERVICES 5312,950 5312,950 5312,950 •
$0 50 523,450 6801 City Management I $36,593 36,593 36,593 •
50 5 528,271 6802 Finance $41,222 41,224 41,224
50 50 574,786 6803 Information Technology 587,051 87,051 87,051 •
50 $0 $28,415 6804 Human Resources 528,492 28,492 28,492
$0 50 59,179 6805 Risk Management. 525,673 25,673 25,673 •
$0 50 519,233 6806 Office Services 5108,194 108,194 108,194
$0 $0 539,167 6807 Property M anagem ent 550,847 50,847 50,847 •
50 $0 $2,695 6808 Fleet Management 53,554 3,554 3,554
$0 $0 $69,554 6809 Community Development Administration $0 0 0
$0 50 $0 6811 City Recorder/ Records 546,798 46,798 46,798 •
50 $0 $294,751 TOTAL INTERDEPARTMENTAL COSTS 5428,424 $428,426 $428,426
$0 50 $350,000 8050ICapital Outlay - Tedtnology 513,100 13,100 13,100 •
50 $0 5350,000 TOTAL CAPITAL OUTLAY $13,100 513,100 513,100
I •
5733,444 $824,460 51,286,210 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $1,155,601 $1,155,601 51,155,601 •
1 $733,444 1 $824,460 I $1,580,961 1 TOTAL COSTS (WITHINTERDEPARTMENTAL COSTS) I 51,584,025 I 51,584,027 1 51.584,027 1 •
PAGE 122 - CITY OF TIGARD •
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• PARKS AND GROUNDS BUDGET UNIT: 610
• Program Results:
• The Parks & Grounds Division ensures the city's park and greenway system:
• Is safe, clean, and well maintained.
• • Is aesthetically pleasing and hospitable to users.
• • Expands through the purchase of additional park /greenway properties.
• • Provides increased outdoor recreational opportunities for the community.
4 1 Program Description:
•
• The Parks & Grounds Division maintains safe, clean parks and greenways and continues to provide a
variety of outdoor recreational opportunities to the growing Tigard community. Park facilities are
maintained to a standard that fosters and encourages their use. As park facilities are added and up-
• graded, the Division's maintenance responsibilities are increased.
• FY 2008-09 Accomplishments:
• Adoption of an Updated Park System Master Plan.
• • Completed two entryway monuments.
•
• • Provided the necessary resources to serve customers and maintain facilities, seven days a week,
• from April through October.
• • Installed and renovated playgrounds meeting National Playground Safety Institute and ASTM
standards at Cook Park and Englewood Park.
• • Constructed and replaced trails to offer more outdoor opportunities /access.
• Processed shelter /sports field reservations.
• • Accomplished City Council and Park and Recreation Advisory Board goals.
• Acquired active park and greenway properties.
• • Finished construction of Price Park, and opened for public use.
• Started planning for park construction on multiple parks.
• • Added interpretive signage in parks citywide.
•
• • Removed non - native vegetation and installed native plants at Jack, Woodard, and Englewood
• Parks.
• • Implemented additional Americans with Disabilities Act (ADA) upgrades.
• • Worked cooperatively with TVF &R to jointly develop enhanced community room facilities and
• expand Jack Park through the construction of the Walnut Street Fire Station.
• PUBLIC WORKS - PAGE 123
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PARKS AND GROUNDS BUDGET UNIT: 610
ID
FY2009 -10 Goals and Objectives: •
• Park Development •
• Continue implementation of Park System Master Plan including acquisition and devel- •
opment. •
• Improve Cook Park entrance and facilities. •
• Continue development of City parks. •
• Jack Park expansion
• New park at Canterbury property •
• Schaltz house development
•
• Fanno Creek park re- development •
• Continue playground upgrades to replace old structures.
• Develop maintenance standards for new acquisitions including greenspaces and trails. •
• Continue ADA upgrades to parks and trails. •
• Identify needs and collect information that will help the Park and Recreation Advisory •
Board and the City Council meet their respective goals, such as 2010 land acquisition
bond measure. ID
•
• Open Space •
• Identify new methods to improve open spaces.
• Continue acquisition of greenways. •
•
• Trails •
• Continue trail upgrades and additions including Washington Square, Bonneville
Power Administration, and Fanno Creek projects. •
• Expected park usage for the coming fiscal year.
•
Economy Impact Statement •
Studies have shown that usage of local parks generally increases during times of economic •
downturn due to less travel and spending on other forms of recreation. The City of Tigard •
Parks division has, and is prepared to meet the demands of increased usage through the use •
of seasonal workers and recent upgrades of equipment made during the past stronger eco-
nomic times. •
WORKLOAD MEASURES •
•
2006 -07 2007 -08 2008 - 2009 - •
•
Number of playground areas meeting ASTM 14 16 17 19 •
standards and are inspected /repaired weekly
•
Number of sports fields renovated three 8 8 8 8 •
times per year •
Miles of pedestrian paths inspected/ 10 11 11 11 •
maintained weekly •
PAGE 124 - CITY OF TIGARD •
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• SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 590
•
• 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 January of
each year. A subcommittee of the Budget Committee meets to review Social Service requests and to
• recommend funding in the Proposed Budget. Community Event requests are reviewed informally by
• the Council. The Proposed Budget presents the results of both reviews.
•
Program Description:
•
• Each year, the City appropriates funds to support Social Service and Community Event activities that
• assist or benefit Tigard Citizens. Community organizations are invited to submit requests in January of
each year. A subcommittee of the Budget Committee meets to review Social Service requests and to
recommend funding in the Proposed Budget. Community Event requests are reviewed informally by
• the Council. The Adopted Budget presents the results of both reviews.
The Budget Committee policy is to set total events and social service appropriations at 0.005% of the
prior year's operating budget. The policy limit for FY 2009 -10 is $212,260. Also, the City budgets
• three set asides within this appropriation in addition to the target amount for grants: the Housing Pro-
• gram "emergency fund" to assist occupants of housing declared to be unsafe; the Affordable Housing
Set -Aside to assist providers of low- income housing; and the Residential Services Agency Emergency
• Set -Aside to assist agencies that provide emergency food and housing to those in need.
• The City received $274,150 in grant requests for community events and social services for FY 2009 -10.
The Adopted Budget includes a total of $185,900 for these grants, plus $26,000 for the three set - asides.
• 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.
•
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IP COMMUNITY SERVICES - PAGE 115
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SOCIAL SERVICES /COMMUNITY EVENTS BUDGET UNIT: 590 •
•
FY 2006-07 FY 2007.08 FY 2008.09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
0.00 0.00 0.00 Total FTE 0.00 0.00 0.00 •
•
$0 $0 $0 TOTAL PERSONAL SERVICES $0 $0 SO •
$163,955 $170,1162 $219,150 6000 professional /ContraaualSenices $212,100 $212,100 0212,100
•
$163,955 $170,062 $219,150 Subtotal - Professional /Contractual /Legal Services $212,100 $212,100 $212,100 •
$163,955 $170,161 $219,150 TOTALMATERIALS &SERVICES $212,100 $212,100 $212,100 •
$0 $0 $0 TOTAL INTERDEPARTMENTAL COSTS $0 $0 $0 •
$0 $0 $0 TOTAL BOND RELATED COSTS 00 $0 00 •
$0 $0 00 TOTAL CAPITAL OUTLAY $0 $0 SO •
•
S163,955 S170,161 $ 219,1 50 TOTAL OPERATIN G COSTS (LESS L \TERDEP.ARTME\TALCOSTS) $212,100 5212,100 $212,100 •
$163,955 1 $170,161 $219,150 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) $212,100 1 $212,100 1 $212,100 •
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PAGE 116 - CITY OF TIGARD •
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• PUBLIC WORKS ORGANIZATION CHART
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• PUBLIC WORKS
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1 ADMINISTRATION 1 FLEET MAINTENANCE
•
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• SANITARY SEWER PROPERTY MANAGEMENT
•
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• STORMWATER PARKS AND GROUNDS
•
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• STREET MAINTENANCE WATER
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• PUBLIC WORKS - PAGE 117
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PUBLIC WORKS PROGRAM •
The Public Works Program encompasses the Public Works Department, and includes the maintenance •
of the City's infrastructure (roads, parks, grounds, and City buildings) as well as provision of water, •
sanitary sewer, and stormwater services. •
FY 2006 -07 FY 2007 - -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Description Actual Actual Revised Proposed Approved Adopted •
•
Number of Positions 62.10 61.10 61.10 61.30 61.30 61.30
•
Budget By Category •
•
Personal Services $4,078,989 $4,413,909 $4,827,098 $5,218,594 $5,218,594 $5,218,594 •
Materials & Services $5,002,524 $4,952,444 $7,097,969 $6,844,704 $6,844,704 $6,919,705 •
Interdepartmental Costs $0 $0 $2,846,558 $2,145,387 $2,145,388 $2,145,388
•
Capital Improvement Program $82,045 $43,783 $0 $0 $0 $0 •
Capital Outlay $587,698 $470,354 $1,350,093 $478,387 5478,387 $938,387
•
Total By Category $9,751,257 $9,880,489 $16,121,718 $14,687,072 514,687,073 $15,222,074 •
•
Budget by Division •
Administration $733,444 $824,460 $1,580,961 $1,584,025 $1,584,027 $1,584,027 •
Parks and Grounds $1,026,236 $1,211,810 $1,597,931 $1,699,676 $1,699,675 $1,699,675 •
Street Maintenance $623,329 5723,726 $1,275,826 51,157,824 51,157,823 51,297,823
Fleet Maintenance $182,763 $131,306 $194,067 $259,404 $259,404 $259,404 •
Property Management $903,558 $1,124,837 $1,259,504 $1,398,928 $1,398,928 $1,398,928 •
Water $4,521,476 $4,313,089 $7,538,915 $6,607,336 $6,607,336 $6,682,336 •
Sanitary Sewer $835,000 $709,916 $1,068,533 $710,763 $710,763 $890,763 •
Stormwater $925,686 $841,346 $1,605,982 $1,269,116 $1,269,117 $1,409,117 •
Total By Division $9,751,493 $9,880,490 $16,121,719 $14,687,072 $14,687,073 $15,222,073 •
•
Budget by Fund •
•
General Fund -100 $2,383,010 $2,759,996 $4,454,718 $4,441,525 $4,441,525 $4,581,525 •
Fleet /Property Management Fund - 450 $1,086,321 $1,256,143 $1,453,571 $1,658,331 $1,658,331 $1,658,331 •
Sanitary Sewer Fund - 500 $835,000 $709,916 $1,068,533 $710,763 $710,763 $890,763
Storm Water Fund - 510 $925,686 $841,346 $1,605,982 $1,269,116 $1,269,117 $1,409,117 •
Water Fund - 530 $4,521,476 $4,313,089 $7,538,915 $6,607,336 $6,607,336 $6,682,336 •
•
Total By Fund $9,751,493 $9,880,490 $16,121,719 $14,687,072 $14,687,073 $15,222,073 •
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PA GE 118 - CIT\ OF TIGARD •
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• PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 600
• Program Results:
•
• The PW Administration Division:
• • Provides leadership and management in support of the city's strategic plans /objectives and the
• Public Works Department's mission and values.
•
• • Is responsible for the city's Emergency Management Program. This program trains staff to op-
erate the city's Emergency Operations Center, and coordinates and conducts Community
• Emergency Response Team (CERT) training and 72 -hour emergency preparedness training for
• citizen volunteers.
• • Administers communication, such as Cityscape articles, press releases, communication plans,
• etc., for the various Divisions within the Department.
•
• • Director involvement in regional water management organizations.
• • Administers department -wide service contracts.
•
• • Manages overall department budgets, including utility rate structure development and research
• into alternate funding sources.
• Program Description:
• The Public Works Department maintains and operates all of the city's major infrastructure systems:
• parks, streets, sanitary sewers, storm drainage, water, facilities, and fleet. These systems are funded as
• follows:
• • Maintenance operations of sanitary sewer and storm drainage systems are funded by the collec-
• tion of sewer and storm drainage charges.
• • Street maintenance is funded through a combination of the General Fund and the Street Main -
• tenance fund.
•
• • Park maintenance is primarily funded by property taxes.
• • Fleet and facilities activities are funded through charges to city operations.
•
• • Water system maintenance and operations are funded primarily by water customers.
• • The Public Works Department proudly provides stewardship over the city's water, sanitary
• sewer, storm drainage, streets, fleet, buildings, and park services in a safe, efficient, courteous,
• and professional manner.
•
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• PUBLIC WORKS - PAGE 119
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PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 600 •
FY2008 -09 Accomplishments: •
• •
Secured a long -term water source with the Tigard -Lake Oswego water partnership. •
• Conducted first city -wide test of CodeRed, the City's emergency notification system.
• Facilitated the hiring of a laid -off city staff member to fill a vacancy within the Fleet Mainte- •
nance Division. •
• Provided staff support and resources to enable each Division within the Public Works Depart- •
ment to meet its objectives. •
• Oversaw the preparation and implementation of each Division's budget.
• Developed and conducted initial and refresher training for 81 city staff to effectively operate
the Emergency Operations Center and participated in the first full-scale, multi - jurisdictional •
emergency exercise.
• Continued to improve the Community Emergency Response Team (CERT) Program. Trained •
and equipped 25 city staff as well as citizen volunteers in CERT operations and 72 -hour emer- •
gency preparedness. This training enables participants to help themselves, their neighbors, and •
their community in the event of an emergency. •
• Partnered with the Office of Consolidated Emergency Management for Washington County.
• Continued to conduct training and completed federally mandated compliance measures of Na- •
tional Incident Management System for select "first responder" staff. •
• Completed the city's Natural Hazard Mitigation Plan Addendum. This document contains re- •
sources and information for residents, public and private sector organizations, and others inter-
ested in planning for natural hazards. •
• Was awarded state grant funding for a water reuse study. •
• Successfully completed the water system GIS layer in conjunction with the City's implementa-
tion of the Enterprise GIS. •
• Was awarded the 2008 Excellence in Communication and Conservation Awards from the Pa- •
cific Northwest Section of the American Water Works Association for the water conservation •
calendar and Water for Tomorrow video. •
FY2009 - 10 Goals and Objectives: •
• Work to implement the Tigard -Lake Oswego water partnership. •
• Acquire and develop additional parks and greenspaces. •
• Provide staff support and resources to enable each Division to meet its objectives. •
• Oversee the preparation and implementation of each Division's budget. •
• Continue support and implementation of the citywide enterprise GIS.
• Continue to improve the use of the asset management /work order system, and explore other •
potential software solutions for these needs. •
• Continue implementation and participation in the city's Emergency Management Training Plan •
and participate in county -level exercises.
• Continue to recruit citizen volunteers and city staff to participate in the city's CERT program •
and coordinate the enhancement training plan. •
• Continue to implement a 72 -hour emergency preparedness training program for citizen volun- •
teers.
• Continue membership and participation in the Office of Consolidated Emergency Management •
for Washington County. •
• Conduct a pilot project with department staff and the City's consultant to establish competen- •
cies and behaviors that support the city's core values.
•
PAGE 120 - CITY OF TIGARD •
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• PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 600
• WORKLOAD MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• Training sessions provided to 10 4 4 4
• citizens in 72 -hour preparedness
•
• Total number of citizens trained in Citizen 66 230 160 240
• Emergency Response Team (CERT)
program
•
• Customer service satisfaction surveys 460 500 500 500
• mailed
• EFFECTIVENESS MEASURES
• 2006 - 07 2007 -08 2008 -09 2009 -10
IV
• Number of CERT's maintained 4 6 6 5
• through enhanced training and exercises
• Total number of citizens trained by 72 -hour 250 650 800 200
• preparedness presentations
•
• Annual average customer service rating 94.00% 95.00% 95.00% 95.00%
• (based on survey for all PW services)
•
• FULL EQUIVALENT POSITIONS
• 2006 -07 2007 -08 2008 -09 2009 - 10
•
• Administrative Specialist II 1.60 1.60 1.60 1.80
• Assistant Public Works Director 1.00 1.00 1.00 1.00
• Confidential Executive Assistant 1.00 1.00 1.00 1.00
Emergency Services Coordinator 1.00 1.00 1.00 1.00
• Hansen Coordinator 0.00 1.00 1.00 1.00
• Management Analyst 1.00 1.00 1.00 1.00
• Public Works Director 1.00 1.00 1.00 1.00
Senior Administrative Specialist 1.00 1.00 1.00 1.00
• Volunteer Coordinator 0.25 0.25 0..25 0.25
•
• Total 7.85 8.85 8.85 9.05
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• PUBLIC WORKS - PAGE 121
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PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 600 •
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 1 10 /
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted •
7.85 8.85 8.85 Total FTE 9.05 9.05 9.05
•
$330,225 $360,939 5367,245 5000 Salaries - Management $402,168 5402,168 5402,168
$78,833 $102,248 5146,020 5002 Salaries - General $136,350 136,350 136,350 •
529,372 542,656 525,502 5010 Salaries - Part Time $52,433 52,433 52,433
$1,652 50 52,000 5015 Salaries - Temporary $0 0 0 •
50 $301 52,500 5020 Overtime 50 0 0
$440,083 5506,144 5543,267 Subtotal Wages 5590,951 5590,951 $590,951 •
$0 $0 50 5045 Other Incentive 52,000 52,000 52,007
52,171 8999 $543 5050 Unemployment $591 591 591 •
52,427 53,983 53,317 5051 Worker's Comp 54,949 4,949 4,949
$33,468 $38,285 541,551 5052 FICA /Medic -are 844,707 44,707 44,707 •
52,847 53,328 53,648 5053 Tri -Met Tax 53,970 3,970 3,970
54,848 86,437 58,400 5054 VEBA 57,725 7,725 7,725
5940 5946 52,069 5055 life Insurance 53,167 3,167 3,167 •
$1,353 51,451 52,122 5056 Salary Continuation 50 0 0
558,458 861,876 575,241 5057 Medical /Insurance 596,309 96,309 96,309 •
$6,720 56,968 $7,424 5058 Dental Insurance $0 0 0
$47,153 $52,082 558,029 5060 Retirement $63,117 63,117 63,117 •
$8,547 $9,223 $11,017 5061 Deferred Comp Contributions 512,065 12,065 12,065
5168,933 5185,578 5213,361 Subtotal Benefits 5238,600 5238,600 $238,600 •
$609,016 5691,722 5756,628 TOTAL PERSONAL SERVICES 5829,551 5829,551 $829,551
58,333 $9,717 520,600 6000 Professional /Contractual Services 5171,300 5171,300 5171,300 •
50 50 55,000 6020 Legal Expenses 52,000 2,000 2,000 •
58,333 59,717 525,600 Subtotal - Professional /Contractual /Legal Services 5173 300 5173 300 5173 300
SO $0 $0 6100 Repairs & Maintenance $1,500 51,500 $1,500 •
$1,848 51,470 $1,200 6113 Repairs & Maintenance - Vchides 51,200 1,200 1,200
51,848 $1,470 51,200 Subtotal - Repairs& Maintenance 52,700 52,700 52,700 •
523,181 $0 $804 6150 Sm all Tools & Equipm en t $500 •
5500 5500
511,262 525,224 $13,000 6200 Office Supplies & Expense 513,000 513,000 513,000
55,641 517,232 516,075 6210 Special Department Expenses $13,775 $13,775 513,775 •
$0 $1,735 5750 6230 Advertising & Publicity 5600 5600 5600 •
$36,353 537,430 $47,700 6240 Dues & Subscriptions 549,925 $49,925 549,925 •
$1,636 $320 $360 6245 Fees and Charges $360 360 360
537,989 537,750 $48,060 Subtotal - Dues, Pees & Charges $50,285 550,285 $50,285 •
$8,422 $10,804 514,300 6250 Travel and Training $17,150 517,150 $17,150 •
$1,706 82,153 53,000 6260 Fuel 53,000 83,000 53,000 •
54,653 54,914 $7,500 6310 Utilities - Telecommunications 58,640 8,640 8,640 •
54,653 54,914 $7,500 Subtotal - Utilities 58,640 58,640 58,640
50 $0 51,334 6351 Insu ran ce -Auto $0 0 0 •
50 $0 $7,915 6352 Insu ranee - liability $0 0 0
50 $0 5303 6353 Insu ranee - Flood $0 0 0 •
50 50 $1,016 6354 Insurance - Property 50 0 0
50 50 $10,568 Subtotal- Insurance 50 50 50
•
521,393 $21,739 $38,725 6407 Computer Hardware and Software 530,000
$30,000 $30,(xxi •
5124,428 5132,738 5179,582 TOTAL MATER 4L S & SERVICES 5312,950 5312,950 5312,950
SO 50 $23,450 6801 City Management I 836,593 36,593 36,593 •
SO $0 528,271 6802 Finance 841,222 41,224 41,224
SO $0 $74,786 6803 Information Technology 587,051 87,051 87,051 •
50 $0 528,415 6804 Human Resources $28,492 28,492 28,492
50 50 $9,179 6805 Risk Management $25,673 25,673 25,673 •
50 50 519,233 6806 Office Services $108,194 108,194 108,194
50 50 $39,167 6807 Property Management $50,847 50,847 50,847 .
5 50 52,695 6808 Fleet Management 53,554 3,554 3,554
$0 $0 $69,554 6809 Community Development Administration 50 0 0 •
SO 50 50 6811 City Recorder/Records 846,798 46,798 46,798
$0 $0 5294,751 TOTAL INTERDEPARTMENTALCOSTS $428,424 $428,426 5428,426
SO $0 5350,000 8050ICapital Out lay - Technology $13,100 13,100 13,100 •
50 50 $350,000 TOTAL CAPITAL OUTLAY 513,100 $13,100 513,100 •
5733,444 _ 5824,460 _ 51,286,210 TOTAL OPERATING COSTS(LESSINTERDEPARTMENTAL COSTS) $1,155,601 $1,155,601 $1,155,601 •
5733,444 1 5824,460 1 $1,580,961 1 TOTAL COSTS (WITFIINTERDEPARTMENTAL COSTS) I 51,584,025 1 51,584,027 1 $1,584,027 1 •
PAGE 122 - CITY OF TIGARD •
•
•
•
•
• PARKS AND GROUNDS BUDGET UNIT: 610
• Program Results:
•
• The Parks & Grounds Division ensures the city's park and greenway system:
• Is safe, clean, and well maintained.
• • Is aesthetically pleasing and hospitable to users.
• • Expands through the purchase of additional park /greenway properties.
• • Provides increased outdoor recreational opportunities for the community.
• Program Description:
•
• The Parks & Grounds Division maintains safe, clean parks and greenways and continues to provide a
• variety of outdoor recreational opportunities to the growing Tigard community. Park facilities are
maintained to a standard that fosters and encourages their use. As park facilities are added and up-
• graded, the Division's maintenance responsibilities are increased.
•
FY 2008-09 Accomplishments:
• • Adoption of an Updated Park System Master Plan.
• • Completed two entryway monuments.
• • • Provided the necessary resources to serve customers and maintain facilities, seven days a week,
• from April through October.
• • Installed and renovated playgrounds meeting National Playground Safety Institute and ASTM
• standards at Cook Park and Englewood Park.
• •
• • Constructed and replaced trails to offer more outdoor opportunities /access.
• • Processed shelter /sports field reservations.
• • Accomplished City Council and Park and Recreation Advisory Board goals.
• • Acquired active park and greenway properties.
• • Finished construction of Price Park, and opened for public use.
• Started planning for park construction on multiple parks.
• •
• • Added interpretive signage in parks citywide.
• • Removed non - native vegetation and installed native plants at Jack, Woodard, and Englewood
• Parks.
• • Implemented additional Americans with Disabilities Act (ADA) upgrades.
•
• • Worked cooperatively with TVF &R to jointly develop enhanced community room facilities and
• expand Jack Park through the construction of the Walnut Street Fire Station.
• PUBLIC WORKS - PAGE 123
•
•
•
•
•
PARKS AND GROUNDS BUDGET UNIT: 610 •
FY2009 -10 Goals and Objectives: •
•
• Park Development •
• Continue implementation of Park System Master Plan including acquisition and devel-
opment. •
• Improve Cook Park entrance and facilities. •
• Continue development of City parks. •
• Jack Park expansion
• New park at Canterbury property •
• Schaltz house development •
• Fanno Creek park re- development
•
• Continue playground upgrades to replace old structures. •
• Develop maintenance standards for new acquisitions including greenspaces and trails.
• Continue ADA upgrades to parks and trails. •
• Identify needs and collect information that will help the Park and Recreation Advisory •
Board and the City Council meet their respective goals, such as 2010 land acquisition
bond measure. •
•
• Open Space •
• Identify new methods to improve open spaces.
• Continue acquisition of greenways. •
•
• Trails •
• Continue trail upgrades and additions including Washington Square, Bonneville •
Power Administration, and Fanno Creek projects.
•
• Expected park usage for the coming fiscal year. •
Economy Impact Statement •
Studies have shown that usage of local parks generally increases during times of economic •
downturn due to less travel and spending on other forms of recreation. The City of Tigard •
Parks division has, and is prepared to meet the demands of increased usage through the use •
of seasonal workers and recent upgrades of equipment made during the past stronger eco-
nomic times. •
•
WORKLOAD MEASURES •
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Number of playground areas meeting ASTM 14 16 17 19 •
standards and are inspected /repaired weekly •
Number of sports fields renovated three 8 8 8 8 •
times per year •
Miles of pedestrian paths inspected/ 10 11 11 11 •
maintained weekly
•
PAGE 124 - CITY OF TIGARD •
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• PARKS AND GROUNDS BUDGET UNIT: 610
•
• Number of shelters cleaned and available 9 9 9 9
• for use
• Miles of soft trails renovated yearly 3 3 3 3
•
• Number of restrooms cleaned daily 30 36 37 37
during season of use
•
• Acres of park land maintained 180 184 189 231
• Acres of greenway under stewardship 182 201 207 207
• of Tigard Parks
•
• EFFECTIVENESS MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• Playgrounds that meet ASTM 95.00% 95.00% 95.00% 100.00%
• standards
•
• Playable /available soccer fields 85.00% 85.00% 85.00% 85.00%
(190 days = 100 %)
•
• Playable /available baseball/softball 95.00% 95.00% 95.00% 95.00%
• fields
• Park picnic shelters used daily 80.00% 80.00% 80.00% 85.00%
• during peak season
• Number of complaints regarding facilities 5 5 5 5
0
• Acres of parks and greenspaces per 1, 000 Tigard 7.99 8.50 8.50 9.30
• population (National goal is 11 acres /1, 000
• population)
• FULL -TIME EQUIVALENT POSITIONS
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• Grounds Supervisor 1.00 1.00 1.00 1.00
Park Manager .075 0.75 0.75 0.75
• Senior Utility Worker 3.00 3.00 3.00 3.00
• Urban Forester 1.00 0.00 0.00 0.00
• Utility Worker II 5.00 5.00 5.00 5.00
• Teti] 10.75 9.75 9.75 9.75
•
• PUBLIC WORKS - PAGE 125
•
•
•
•
PARKS AND GROUNDS BUDGET UNIT: 610 •
•
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted •
10.75 9.75 935 To Ial FTE 9.75 9.75 9.75
3114,444 3123,179 311',401 5000 Salaries- NIan agcm en 5110,970 3110,970 3110,970 •
5365,941 5374,382 5384,760 5002 Salaries - General 3404,375 404,375 404,375 •
333,780 865,530 379,000 5015 Salaries - Temporary 380,000 80,000 80,000
e; $4,335 310,000 5020 Overtime 512,000 12,000 12,000 •
5519,737 3567,426 3591,221 Subtotal Wages $607,345 $607,345 $607,345
$2,567 51,119 $592 5050 Unemployment $515 515 515 •
514,283 519,087 510,683 5051 Worker's Comp 516,960 16,960 16,960
539,782 543,444 545,228 5052 F1CA /Medicare 339,424 39,424 39,424
111 53,364 53,730 33,970 5053 Td -Met Tax 33,462 3,462 3,462
56,125 58,348 39,000 5054 VEBA 58,250 8,250 8,250
$649 3640 51,229 5055 life Insurance 32,214 2,214 2,214 •
31,393 31,409 51,665 5056 Salary Continuation 30 0 0
391,774 398,710 $106,556 5057 Medica1/1nsurance 3138,383 138,383 138,383
$11,238 312,680 $12,117 5058 Dental Insurance SO 0 0
•
349,788 S51,439 $53,317 5060 Retirement 552,644 52,644 52,644
•
52,921 33,101 33,525 5061 Dcfared Comp Contributions 53,329 3 ,329 3,329
5223,882 3243,707 $247,882 Subtotal Benefits 3265,181 3265,181 5265,181
8743,619 $811,133 3839,103 TOTAL PERSONAL SERV%CES $872,526 , $872,526 $872,826 •
$56,422 360,218 387,695 6000 Professional /Contraeual Services $129,385 5129,385 5129,385 •
$56,422 560,218 $87,695 Subtotal - Professional /Contractual /legal Services 5129,385 3129,385 3129,385
887,528 3109,040 SO 6101 Repairs & Maintenance - Facilities SO 0 0 •
SO 30 5110,350 6104 Repairs & Maintenance - Grounds 3110,200 110,200 110,200 •
SO SO 30 6112 Repairs & Maintenance - State Marine Board 39,000 9,000 9,000
321,938 $27,851 325,000 6113 Repairs & Maintenance - Vehicles 330,000 30,000 30,000
5109,466 , $136,891 , $135 ,350 Subtotal - Repairs & Maintenance $149,200 3149,200 $149,200 •
58,637 514,192 513,200 6150 Small Tools & Equipment 312,75(1 512,750 512,750
51,795 3603 31,800 6200 Office Supplies & Expense $1,800 31,800 $1,8(X1 •
$3,181 34,621 54,100 _ 6210 Special Department Expenses $4,100 84,100 54,100 •
3784 31,326 51,000 6230 Advertising & Publicity 51,00)) Sl,180 $1,000 •
51,080 5992 52,200 6240 Dues &Subsmptions 51,2(8) 51,2(0 51,200 •
S612 5536 30 6245 Fees and Changes 51,030 1,030 1,030
31,692 31,528 52,200 Subtotal - Dues, Fees Be Charges 52,230 32,230 52,230 •
S3,473 53,338 35,280 6250 Travel and Training $6,225 $6,225 36,225 •
317,308 320,698 523,000 6260 Fuel 523,650 323,650 523,650
$315 S1,938 51,500 6280 Rents and leases 55,700 55,700 35,700 •
31,160 32,532 33.(01) 6300 Utilities - Water/Sewer /Stomnwarer 53,000 33,000 $3,000 •
52,374 $2,591 52,540 6310 Utilities - Telecommunications 57,800 7,800 7,800
$3,534 , 95,123 $5,540 Subtotal - Utilities 810,800 $10,800 510,800 •
SO 50 58,672 6351 Insurance - Auto SO 0 0
•
30 30 58,720 6352 Insurance - Liability SO n o
30 50 5333 6353 Insurance - Flood 30 r 0
SO 40 58,875 6354 Insurance - Property 30 II 0 .
50 50 $26,600 Subtotal - Insturance 30 $0 $0
$1,222 52,893 36,000 6400 Computer Hardware and Software 54,0(0 54,000 34,000 •
3207,830 3253,369 3313,265 TOTAL MATERIALS & SERVICES $350,840 5350,840 3350,840 •
1
SO S0 524,552 6801 City Managan enr 544,503 44,503 44,503 •
30 SO S29,600 6802 Finance 550,133 50,133 50,133
$0 $O $43,625 6803 Information Technology $40,895 40,895 40,895
30 50 331,305 6804 Human Resources 530,695 30,695 30,695 •
SO S0 510,113 6805 Risk Management 543,098 43,098 43,098
SO 5(i 520,644 6806 Office Services 5(1 0 0 •
SO 50 350,767 6807 Property Management 354,780 54,780 54,780
50 SO 317,520 6808 Fleet Management 530,205 30,205 30,205 •
$0 30 316,362 6811 CityRecorder/Records $0 0 0
$0 SO 3244,488 , TOTAL /INTERDEPARTMENTAL COSTS $294,309 8294 709 5294 .309
522,275 543,783 SO 8000 Capital Improvement Program SO $0 $ 0 •
50 SO 570,200 8010 Capital Outlay - Buildings & Improvements 575,000 $75,000 $75,000 •
$0 $62,527 340,000 8020 Capital Outlay - Vehicles 370,000 70,000 70,000
552,512 540,998 570,000 8030 Capital Outlay - Equipment 537,000 37,000 37,000
$O 50 320,875 8050 Capital Outlay - Technology S0 0 0 •
$52,512 $103,525 5201,075 TOTAL CAPITAL OUTLA 3' 3182,000 5182,000 3182,000
31,026,236 51,211,810 _ 51,353,443 _ TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) 51,405,366 _ 31,405,366 31,405,366 •
51,026,236 1 $1,211,810 1 51,597,931 1 TOTAL COSTS (WITFIINTERDEPARTMENTAL COSTS) 1 $1,699,676 1 51,699,675 1 $1,699,675 4 •
PAGE 126 - CITY OF TIGARD
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• STREET MAINTENANCE BUDGET UNIT: 620
• Program Results:
•
• The Streets Maintenance Division provides a transportation system that is safe for pedestrians, bicy-
• clists and the motoring public.
Program Description:
• The Street Maintenance Division's primary functions include:
• • Installation and maintenance of street and traffic signs.
• • Installation and maintenance of guardrails and barricades.
• • Crack sealing and street patching.
• Grading and maintenance of rock roads and road shoulders.
• • Maintenance of off - street bicycle paths.
• • Installation and maintenance of street markings.
• • Installation and maintenance speed humps.
• • Tree trimming and streetlight clearance.
• The Street Maintenance Division also administers the contract for street sweeping services, though this
• contract cost is budgeted in the Storm Water Division.
• The Street Maintenance Division is responsible for:
• • Overseeing a contract for repairing and sealing 160,000 linear feet of pavement cracks.
• • Maintaining street light clearance on a yearly cycle.
• • Inspecting and refreshing street markings throughout the city.
• Complete dig -out repairs on arterial, collector, and residential streets.
• • Completing all pavement repairs for the Water, Stormwater, and Sanitary Sewer Divisions' util-
• ity excavations.
• • Inspecting and maintaining 10,700 signs and posts in the city.
• Overseeing a contract for right of way mowing.
• The functions performed by the Street Maintenance Division are accomplished through a combination
• of in -house and contracted service.
• FY2008- 09Accomplishments:
•
• • Installed 6 speed humps for traffic calming.
• • Completed street light clearance citywide.
•
• • Repaired or refreshed street markings in all school areas citywide.
• • Repaired or refreshed street markings as needed citywide.
•
• • Managed the contract for 160,000 linear feet of crack sealing, right -of -way mowing, and street
• sweeping.
• Reviewed the crack sealing program.
•
• • Reviewed the roadside right -of -way mowing program.
• PUBLIC WORKS - PAGE 127
•
•
•
•
•
STREET MAINTENANCE BUDGET UNIT: 620
FY2009 -10 Goals and Objectives: •
• Work with the Engineering Division to refine how the Pavement Major Maintenance Program
•
0
drives the Division's functions.
• Manage the maintenance database. •
• In cooperation with the city's capital transportation, maintenance and improvement programs, •
operate a transportation system that is safe for pedestrians, bicyclists, and the motoring public. •
• Provide outstanding service to internal and external customers.
• Implement any changes needed to the roadside right -of -way mowing program. •
• Review the right -of -way vegetation maintenance. •
• Implement any changes needed to the crack sealing program.
•
•
•
WORKLOAD MEASURES •
•
2006 - 07 2007 -08 2008 -09 2009 -10 •
Crack sealing completed annually 160,000 160,000 160,000 160,000 •
(linear feet) •
•
Freshen street markings in sections 5 5 5 5 •
Dig out pothole repairs (square yards) 1 ,421 3,500 4,000 4,000 41
•
Right of way mowing that are the City's 6 6 6 6 ,
responsibility
•
EFFECTIVENESS MEASURES •
•
2006 - 07 2007 - 08 2008 - 09 2009 - 10 •
Number of complaints regarding street 6 10 10 9 •
conditions •
Number of complaints regarding visibility 5 5 5 5 •
•
from high grass /weeds
•
FULL -TIME EQUIVALENT POSITIONS •
2006 -07 2007 -08 2008 -09 2009 -10 •
Streets Supervisor 1.00 1.00 1.00 1.00 •
Senior Utility Worker 2.00 2.00 2.00 2.00 •
Utility Worker II 4.00 4.00 4.00 4.00 •
Total 7.00 7.00 7.00 7.00 •
•
PAGE 128 - CITY OF TIGARD •
•
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•
•
•
• STREET MAINTENANCE BUDGET UNIT: 620
• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 7.00 7.00 7.00 Total FTE 7,00 7.00 7.00
555,090 560,245 564,812 5000 Salaries - Management 568,305 568,305 568,305
•
5141,788 5241,489 5266,286 5002 Salaries - General 5283,095 283,095 283,095
50 50 56,490 5015 Salaries - Temporary
50 Il 0
• 52,467 52,531 56,500 5020 Overtime 50 0 0
$199,344 5304,265 8344,088 Subtotal Wages 5351,400 5351,400 5351,400
• 5982 5601 5345 51511 L'nemploym cot 5351 351 351
510,676 520,740 512,939 5051 Workers Comp 523,055 23,055 23,055
• 515,347
523,274 526,320 5052 F1CA/Me1icare 526,682 26,882 26,882
51,291 52,002 $2,311 5053 Tri-Met Tax 52,361 2,361 2,361
• 52,710
55,830 86,00 5054 VEBA 56,000 6,000 6,010
$274
5354 5811 5055 Life Insurance $1,521 1,521 1,521
$495 $746 $1,154 5056 Salary Continuation 50 0 0
•
535,040 $58,014 878,785 5057 Medica1/1nsurance 580,189 80,189 80,189
$4,452 $7,148 $7,965 5058 Dental Insurance 50 1) 0
• 518,512 526,042 535,005 5060 Retirement 535,823 35,823 35,823
-
51.653
51,819 51,944 5061 Deferred Comp Contributions
52,049 2,049 2,049
• $91,430 5146,570 5173,579 Subtotal Benefits 5178,231 5178,231 5178,231
5290,775 $450,835 5517,667 TOTAL PERSONAL SERVICES $529,631 5529,631 5529,631
•
, s .136 5131,907 5185,872 6)88) Professional /Contractual Services $160,895 5160,895 5160,895
• S0 $0 50 6020 Icgal Expense,. 51,000 1,0(0 1,000
5133,2.'86 5131,907
5185,872 Subtotal - Ptolessional /Contractual /Legal Services
5161,895 5161,895 5161,895
• 570,166 577,613 5129,690 6101 Repairs &Maintenance - Facilities 5148,036 148,036 148,036
516,642 530,603 530,000 6113 Repairs & Maintenance - Vehicles 530,500 30,500 30,500
• $86,808 $108,216 5159,690 Subtotal - Repairs 8r Maintenance 5178,536 $178,536 5178,536
• 52,585 56,552 55,400 6150 Small Tools & Equipment 55,960 553)60 55,960
5123 577 5250 6200 Office Supplies &Expense 5250 8250 5250
•
54,194 52,278 52,00) 6210 Special Departm en t Expem, 8 52,00 $2,100
• 8829 $869 5301) 6230 Advertising &Publidry 5300 5300 5300
• 5185 $207 56)X) 6240 Dues 5600 5600 5600
5301 5308 541.143 6245 Fees and Charges 5400 4011 400
•
8485 5515 51,000 Subtotal - Duca, Fees & Charges $1,000 51,000 51,000
•
51,034 $51 $3,470 6250 Travel and Training 53,670 53,670 53,671)
511,282 519,274 522.5(x) 6260 Fuel 824,500 524,500 524,50
• ))
30 51,200 510,000 6280 Rents and Lewes 511,000 511,000 511,010
• 5926 $1,952 51,510 6310 Utilities - Telecom m unicuions $5,280 5,280 5,280
• 5926 51,952 51,500 Subtotal - Utilities 55,280 55,280 $5,280
SO 5)) $7,338 6351 Insurance - Auto 50 0 II
• E0 86,260 6352 Insurance - Liability 50 0 n
50 5� 5239 6353 Insurance -Flood 50 0 n
• 80 50 52,468
516,306 6354 Insurance - Property 50 11 11
50 50 Subtotal - Insurance SO SO SO
• 50 50 510,275 644111 Computer Hardware and Software 50 50 , 50
• 50 50 31,001) 6700 Property Dam age
1 51,000 1X) 51,000 51,0 81,0
• 5241,504 5272,891 5419 563 TOTAL MATERIALS & SERVICES
I 5395,391 5395,391 5395,391
5O $O 520,239 6801 City Management 529,770 29,771) 29,770
•
50 50 524,410 6802 Finance $33,537 33,536 33,536
50 50 $24,929 6803 Information Technology $52,439 52,439 52,439
• 8))
50 $22,475 6804 Human Resourrss 522,038 22,038 22,038
511
50 57,26)) 6805 Risk Management 21,044 21,044
• $O
5)) 50 815,732 6806 Office ServiServices SO
$39,3 0 U
50 533,849 6807 Property Management 29 39,329 39,329
50 50 514,825 6808 Fleet Management $19,544 19,544 19,544 •
•
$0 50 $2,053 6811 City Recorder /Records
50 0 0
5217,70
50
50 5165,761 TOTAL INTERDEPARTMENTAL COSTS 5217,701 5217,700 5217,700
• 581,5441 50 5140,0011 8020 Capital Outlay - Vehicles SO 0 140,000
• 50 $O 57,3[X) 8030 Capital Outlay - Equipment 512,000 12,000 12,000
59,511 SO 525,335 8050 Capital Oudav - Technology 83,105
3,100 3,10
$91,051 50 5172,835 TOTAL CAPITAL OUTLAY 515,100 515,100 5155,100
•
$623,329 5723,726 _ 51,110,065 T OTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $940,122 5940,122 51,080,122
• 1 $623. 1 sT23.n6 1 $1.275,826 L7YYr 'L COSTS (WITH 7NTERDEPAR7MENTALCOSTS) 1 51.157.824 1 51,157,823 1 51.297.823
• PUBLIC WORKS - PAGE 129
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•
•
•
FLEET MAINTENANCE BUDGET UNIT: 630 •
Program Results: •
•
The Fleet Maintenance Division maintains and repairs city vehicles and equipment with an emphasis
• on safety, cost effectiveness, and dependability.
•
Program Description: •
The Fleet Maintenance Division repairs and maintains all city vehicles and equipment to industry stan- •
dards. •
•
The Fleet Maintenance Division is responsible for the maintenance of 157 pieces of rolling stock that •
are serviced by the following categories and intervals:
•
• 3 motor pool vehicles are serviced every 90 days. Service can be completed and the vehicle re- •
turned to the pool within 24 hours if needed. •
• 35 Police Patrol Division vehicles are serviced every 30 days. •
• 25 investigative, administrative, and special use vehicles are serviced every 60 days.
• 87 Public Works Department, Engineering Division, and Building Division vehicles are ser- •
viced every 120 days.
•
FY 2008-09 Accomplishments: •
•
• Purchased and outfitted 10 new replacement vehicles with specialized equipment. •
• Sold 10 surplus vehicles and 20 pieces of small equipment including lawn mowers, weed eaters
and backpack blowers through the State of Oregon surplus division. •
Continued replacement of City fleet vehicles with more energy efficient hybrid vehicles. •
FY2009 -10 Goals and Objectives: •
•
• Continue using bio- diesel fuel in fleet vehicles. •
• Implement vehicle replacement /ownership policy. •
• Attend 2010 Vehicle Maintenance Management Conference. •
•
• Verify 70 vehicles comply with DEQ standards. •
• Purchase and outfit three Honda ST1300P Police Division motorcycles. •
•
• Keep the total citywide repair and maintenance costs at or below the FY 2008 -2009 levels. •
• Acquire the American Public Works Association's certificate for Certified Public Fleet Profes- •
sional. •
•
•
•
•
PAGE 130 - CITY OF TIGARD •
•
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•
•
•
• FLEET MAINTENANCE BUDGET UNIT: 630
• WORKLOAD MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009-10
• Number of vehicles maintained to 150 153 158 158
industry standards
•
• FULL -TIME EQUIVALENT POSITIONS
• 2006 -07 2007 -08 2008 -09 2009 -10
•
• Administrative Specialist II 0.50 0.50 0.50 0.50
Fleet Services Coordinator 1.00 1.00 1.00 1.00
• Mechanic 1.00 1.00 0.00 0.00
• Utility Worker 1 0.00 0.00 1.00 1.00
• Total 2.50 2.50 2.50 2.50
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
• PUBLIC WORKS - PAGE 131
•
•
•
•
•
FLEET MAINTENANCE BUDGET UNIT: 630
•
FY 2006-07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted •
2.50 2.50 2.50 Total FTE 2.50 2.50 2.50 •
$52,850 $34,690 $58,639 5000 Salaries - Management $67,583 $67,583 $67,583 •
$47,782 $41,116 $62,022 5002 Salaries - General $63,966 63,966 63,966 •
514,707 $4,048 $0 5010 Salaries - Part Time $0 0 0
•
$337 $273 $400 5020 Overtime $1,400 1,400 1,400
$115,676 $80,127 $121,061 Subtotal Wages $132,949 $132,949 5132,949 •
$574 $159 $121 5050 Unemployment $132 132 132 •
$2,329 $1,440 $1,936 5051 Worker's Comp $3,383 3,383 3,383
•
$8,703 $6,056 $9,262 5052 FICA /Medicare $10,063 10,063 10,063
$748 $526 $814 5053 Tri -Met Tax 5884 884 884 .
$1,690 $1,531 $2,400 5054 VEBA $2,400 2,400 2,400
$177 $134 $296 5055 Life Insurance $804 804 804 •
$317 $253 $471 5056 Salary Continuation $0 0 0
•
$17,706 $13,053 $24,482 5057 Medical /Insurance $32,841 32,841 32,841
$2,136 $1,356 $2,045 5058 Dental Insurance $0 0 0 •
$11,365 $7,959 $12,730 5060 Retirement $13,831 13,831 13,831
$1,585 $832 $1,759 5061 Deferred Comp Contributions $2,027 2,027 2,027 •
$47,331 $33,299 $56,316 Subtotal Benefits $66,365 $66,365 $66,365 •
$163,006 5113,426 $177,377 TOTAL PERSONAL SERVICES $199,314 $199,314 $199,314 •
$6,647 $2,879 $2,500 6000 Professional/Contractual Services 51! ii in 51,(im $1000 •
SO 50 $0 6020 Legal Expenses S1,uuu 1Unni 1,000
•
$6,647 $2,879 52,500 Subtotal - Professional /Contractual /LegalServices $2,000 $2,000 $2,000
•
$4,728 $4,369 $4,000 6101 Repairs & Maintenance - Facilities 511,000 11,000 11,000
$3,978 $4,024 $2,000 6113 Repairs & Maintenance - Vehides 53,500 3,500 3,500 •
$8,706 $8,393 56,000 Subtotal - Repairs &Maintenance $14,500 $14,500 $14,500 •
53,245 550 $4,100 6150 Small Tools & Equipment 53,500 $3,500 53,500 •
$533 51,012 5425 6200 Office Supplies & Expense $1,400 51,400 51,400 •
•
(521152) (S2,4110 50 6210 Special Department Expenses 5200 $200 $200
•
$O $65 $0 6240 Dues & Subsaiptions $250 5250 $250 •
59 $0 $125 6245 Fees and Charges $0 0 0
$9 $65 $125 Subtotal - Dues, Fees & Charges $250 $250 $250 •
S25 51,440 51,940 6250 Travel and Training 52,600 $2,600 52,600 •
$2,044 $5,603 $1,500 6260 Fuel $4,000 54,000 $4,000 •
$599 $856 5100 6310 Utilities - Telecommunications $3,240 3,240 3,240 •
$599 $856 5100 Subtotal - Utilities $3,240 $3,240 53,240 •
519,757 $17,880 516,690 TOTAL MATERIALS & SERVICES $32,090 $32,090 $32,090 •
50 0 $0 8020 Capital Outlay - Vehides 528,000 28,000 , 28,000 •
$0 $0 $0 TOTAL CAPITAL OUTLAY $28,000 $28,000 $28,000 •
5182,763 _ 5131,306 5194,067 TOTAL I OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) 5259,404 8259,404 $259,404 •
$182,763 1 $131,306 1 $194,067 1 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) $259,404 I , •
•
PAGE 132 - CITY OF TIGARD •
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• PROPERTY MANAGEMENT BUDGET UNIT: 640
•
• Program Results:
• The Property Management Division:
• • Provides clean, safe, well - maintained facilities to create environmentally - efficient city facilities
• for employees and the public.
• Implements maintenance practices which preserve the citizens' investment in city facilities.
• • Ensures adequate facility space is available to meet the current and future needs of citizens and
• city staff.
• Program Description:
• The Property Management Division is responsible for the environmental health, safety and security
• (access control), operations, maintenance, and repair of all city facilities. The Division administers the
• city's janitorial contract. There are three Property Maintenance Division employees and one Facilities
Services Coordinator who reports to the Parks and Facility Manager who reports directly to the Public
• Works Director.
• This Division provides the following services:
• • Responds to work order requests from city staff and Senior Center staff.
• • Provides room setup for meetings, seminars, training sessions, and classes in city facilities.
• • Performs bi- monthly maintenance and participates in yearly state inspection and licensing of
building elevators.
• • Monitors HVAC systems at city facilities.
• • Quarterly maintenance and service of HVAC and electrical systems.
• • Performs monthly inspection and quarterly servicing of medical /first -aid cabinets.
• Conducts or oversees:
• • Annual testing and servicing of fire sprinkler.
• • Semi - annual testing and servicing of fire and security alarm systems.
• • Annual testing and maintenance of emergency lights and exit lights.
• • Semi -annual testing and maintenance of kitchen fire suppression (annual wet chemical) sys-
tems.
• 24 hours a day, seven days a week monitoring services for phone line based systems such as
• the fire alarm, security /burglar /intrusion alarm, and CCTV cameras.
• • Monthly inspection and annual servicing of portable fire extinguishers located in vehicles,
heavy equipment, and facilities.
• • Manage all services necessary to maintain clean, safe, and environmentally- efficient facilities
• for city employees and the public. Such services include: janitorial services, electrical and
• mechanical services, plumbing systems, card lock /access control system, intrusion and se-
curity systems, and door /lock repair services, etc.
•
•
•
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•
•
•
• PUBLIC WORKS - PAGE 133
•
•
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•
PROPERTY MANAGEMENT BUDGET UNIT: 640 •
FY 2008-09 Accomplishments: •
• Completed Phase 1 and 2 of Senior Center Renovations.
•
•
• Accomplished 100 percent of city facility room setups within one hour before the scheduled •
meeting, seminar, training session or class. •
• Closely monitored contractor and vendor contracts for maintenance services. •
•
• Continued implementation of HVAC replacement program. Continued ductwork cleaning •
program. •
• Upgraded security at city facilities. •
•
• Cleaned ductwork at the Police Department, Water Building, and Niche.
•
• Painted exterior of 3 Public Works Department buildings. •
•
• Upgraded HVAC computer system for the Niche. •
• Demolished Clute House and Locks - Burton House Installed new gutters and HVAC unit —at •
the Fanno Creek House •
• Carpeted Police Department •
•
• Upgraded panic door hardware for Permit Center /Public Works •
•
FY2009 -10 Goals and Objectives: •
•
• Facility inspections (Monitor contractors, janitorial service, and building maintenance). •
• Continue to provide clean, safe, and well- maintained facilities (including ductwork cleaning in
5 -year cycles). •
• Update three HVAC units for Police Department. •
•
• Update security card locks. •
• Upgrade HVAC computer control system for entire city.
•
• Clean ductwork at the library •
•
•
•
•
•
PAGE 134 - CITY OF TIGARD •
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• PROPERTY MANAGEMENT BUDGET UNIT: 640
•
• WORKLOAD MEASURES
• 2006-07 2007-08 2008-09 2009-10
•
• Number of work orders accomplished/month 250 260 260 345
• Number of online Request for Actions 80 80 85 290
4 0 processed monthly
• 1
• EFFECTIVENESS MEASURES
• 2006-07 2007-08 2008-09 2009-10
•
• Work orders to be completed within 24 80.00% 90.00% 90.00% 94.00%
• hours
•
• FULL-TIME EQUIVALENT POSITIONS
•
Building Maintenance Tech. II 1.00 1.00 2.00 2.00
• Facilities Services Coordinator 1.00 1.00 1.00 1.00
• Parks Manager 0.25 0.25 0.25 0.25
• Senior Building Maintenance Tech 1.00 , 1.00 1.00 1.00
• Total 3.25 3.25 4.25 4.25
•
•
•
•
•
•
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•
•
•
•
•
•
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•
•
• PUBLIC WORKS - PAGE 135
•
•
•
•
•
PROPERTY MANAGEMENT BUDGET UNIT: 640 •
FY 2006-07 FY 2007 -08 FY 2008-09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted •
3.25 3.25 4.25 Total FTE 4.25 4.25 4.25 •
$64,366 $68,823 $73,697 5000 Salaries - Management 583,660 $83,660 583,660 •
590,040 $108,485 5132,608 5002 Salaries - General 5143,844 143,844 143,844
511,940 $11,311 $5,000 5015 Salaries - Temporary $24,961 24,961 24,961 •
50 50 51,000 5020 Overtime $4,000 4,000 4,000
$166,347 5188,619 $212,305 Subtotal Wages $256,465 $256,465 5256,465 •
$821 $372 5213 5050 Unemployment 5228 228 228 •
53,487 $4,793 $3,628 5051 Worker's Comp 55,865 5,865 5,865 •
512,629 514,349 516,242 5052 FICA /Medicare 517,404 17,404 17,404
$1,076 51,240 51,427 5053 Tri-Met Tax $1,528 1,528 1,528
•
51,975 $3,079 $3,900 5054 VEBA $3,450 3,450 3,450
5241 $270 5505 5055 life Insurance 51,095 1,095 1,095 •
$307 $316 5745 5056 Salary Continuation 50 0 0
$22,711 $27,687 535,416 5057 Medical /Insurance 540,476 40,476 40,476
•
82,461 52,894 $3,367 5058 Dental Insurance $0 0 0
514,112 $16,679 521,561 5060 Retirement $23,587 23,587 23,587 1111
51,815 51,775 $2,211 5061 Deferred Comp Contributions 52,510 2,510 2,510 •
561,635 573,454 589,215 Subtotal Benefits 596,143 596,143 596,143
5227,981 5262,073 5301,520 TOTAL PERSONAL SERVICES 5352,608 5352,608 5352,608 •
5245,309 $330,402 5322,270 6000 Professional/Contractual Services 5380,404 5380,404 5380,404 •
$0 $0 50 6020 Legal Expenses 51,000 1,000 1,000
•
5245,309 $330,402 $322,270 Subtotal - Professional /Contractual /Legal Services 5381,404 5381,404 5381,404
$73,011 5112,137 5112,500 6101 Repairs & Maintenance - Facilities 5114,500 114,500 114,500 •
5835 52,951 52,400 6113 Repairs & Maintenance - Vehides 53,700 3,700 3,700 •
573,845 5115,088 $114,900 Subtotal - Repairs & Maintenance $118,200 5118,200 5118,200
$2,443 53,782 53,500 6150 Small Tools & Equipment 53,200 53,200 $3,200 •
•
$813 51,201 53,200 6200 Office Supplies & Expense 53,200 53,200 $3,200
•
$1,970 51,500 51,700 6210 Special Department Expenses 52,000 52,000 52,000 - •
51,219 $105 53,500 6230 Advertising & Publicity 53,500 53,500 $3,500 •
50 5182 $225 6240 Dues &Subscriptions 5350 5350 5350
•
5598 51,000 51,500 6245 Fees and Charges 51,550 1,550 1,550
5598 $1,182 $1,725 Subtotal - Dues, Fees & Charges $1,900 51,900 51,900
$1,502 51,543 54,600 6250 Travel and Training $3,800 $3,800 53,800 •
53,750 52,732 52,500 6260 Fuel 52,700 52,700 52,700 •
$0 50 5150 6280 Rents and Teases 5150 5150 $150 •
$88,715 $87,667 599,000 6300 Utilities - Water /Sewer /Stotmwater $117,000 $117,000 8117,000 •
$179,179 $211,017 $210,343 6302 Utilities - Elearidty 5221,225 221,225 221,225
$73,894 $86,312 $99,039 6304 Utilities - Natural Gas 5109,039 109,039 109,039 •
$2,339 52,045 $2,424 6310 Utilities - Telecnmmunirations $3,480 3,480 3,480 •
5344,127 8387,041 $410,806 Subtotal - Utilities 8450,744 5450,744 5450,744
$675,577 5844,576 $869,851 TOTAL MATERIALS & SERVICES $970,798 5970,798 5970,798 •
50 50 56,200 8010 Capital Outlay - Buildings & Improvements 512,900 $12,900 512,900 •
$0 518,188 $81,933 8030 Capital Outlay - Equipment 562,622 62,622 62,622 •
$0 518,188 $88,133 TOTAL CAPITAL OUTLAY 575,522 575,522 $75,522
•
5903,558 51,124,837 51,259,504 _ TOT_4I OPERATING COSTS (LESS IN ERDEP_AR7MENTAL COSTS) $1,398,928 $1,398,928 $1,398,928
1 $903,558 I 51,124,837 1 51,259,504 1 TOTAL COSTS (WITH INTERi ARTMENT.AL COSTS) 1 $1,398,928 1 51,398,928 1 $1 ,398,928 •
•
PAGE 136 - CITY OF TIGARD •
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• WATER BUDGET UNIT: 650
Program Results:
•
• The Water Division:
• Provides safe and reliable water that meets or exceeds all Environmental Protection Agency
• standards for water quality. The Division holds to these standards under normal, peak, and
• emergency situations.
• • Ensures the Tigard Water Service Area has adequate and innovative funding mechanisms to
develop regional and sub - regional water sources.
• • Encourages efficient water use with a goal of reducing water consumption per customer by 1
• percent a year for the next ten years.
• Program Description:
•
• The Water Division has the primary responsibility to maintain, repair, and expand the water system
• while at the same time providing a high - quality, dependable water supply to its customers. The Tigard
• Water Service Area is comprised of the cities of Durham, King City, two thirds of Tigard, and unincor-
porated areas to the south and west of Tigard. The service area has 17,427 service connections supply -
• ing approximately 57,000 residents, making it the tenth largest water utility in the State of Oregon.
• The FY 09/10 Budget represents an increase from last year's adopted budget. These increases are due
• to rising costs for wholesale water supply, operating costs for materials and services, and professional
• service studies. More specifically :
• • Wholesale water costs were increased by Portland Water Bureau by 11.7 percent. Declining
sales are offsetting any increase in the line item from the previous year. This will also indicate
• decreasing revenue.
• • The cost to repair and maintain water lines, water valves and fire hydrants have increased.
• • Additional professional services for the next budget year include developing or updating the
following documents: Water Distribution System Hydraulic Study (Master Plan), Wellhead
• Source Water Protection Plan (water quality assurance), Water Rate Study, and System Devel-
• opment Charges (SDC) Rate Methodology Study.
• FY 2008-09 Accomplishments:
•
• • Completed construction on the 3 million gallon, 550 - Foot Zone Reservoir No. 2. This project
• was completed on time and on budget. The project included a children's park.
• Completed approximately 1,500 linear feet of 8 -inch pipeline replacement on 79th Avenue.
• • Enhanced the accuracy of marking City owned underground utility locations by purchasing and
• using a new Ground Penetrating Radar (GPR) unit.
• • Added 8,228 feet (over 1-1/2 miles) of water distribution pipeline through private development
• Replaced approximately 400 linear feet of old steel pipe with ductile iron pipe in King City.
• • Replaced 71 blow off assemblies (end of water line) to enhance water quality maintenance.
• • Completed partnership agreement with the City of Lake Oswego for a long term water supply.
• • Installed water mixer device at Menlor Reservoir to reduce stratification and enhance water
quality.
• • Installed three cathodic protection systems at Baylor and 119th Reservoirs.
• • Installed two chlorine analyzers to track disinfection process and enhance water quality.
• • Completed water rights transfer and claims of beneficial use on three ASR production wells.
•
• PUBLIC WORKS - PAGE 137
•
•
•
•
WATER BUDGET UNIT: 650 •
•
• Completed a review of Best Management Practices through a business plan development pro- •
ject. •
• Continued public outreach efforts and evaluated the city's various conservation efforts and •
programs for youth and adults.
• Continued to utilize the Aquifer Storage Recovery (ASR) system to store low cost interruptible
water supply (at 80 percent below wholesale cost) to supplement peak season water customer •
demand. •
• Completed efforts to establish city ownership of a water supply to meet drinking water sustain -
ability within the service area by partnering with the City of Lake Oswego. •
• Monitored and improved the Cross Connection Program by identifying new private owner de- •
vices, providing educational brochures and letters, and updating databases.
•
• Provided customers with information on fluoride, water quality issues, and water conservation.
•
FY2009 - 10 Goals and Objectives: •
• Maintain the water distribution system utilizing Best Management Practices. •
• Continue efforts to establish city ownership of a water supply to meet drinking water sustain- •
ability within the service area. •
• Review, plan, and organize final completion of Independent Distribution System Evaluation & •
Unregulated Contaminants Monitoring Regulations Phase 2 Water Quality Sampling projects. •
• Continue with efforts to implement and install vulnerability assessment upgrades.
• Continue implementation and participation in the citywide Geographic Information Systems •
(GIS) project. •
• Review, organize, and implement upgraded mapping of the water distribution system.
• Continue to improve asset data information and track work order performance through the •
Hansen Computerized Maintenance Management System (CMMS). •
• Provide outstanding customer service. •
• Provide better communication with customers through supplemental newsletters with pertinent
information regarding rates, billing, water quality, water conservation, backflow and cross con-
nection prevention, contact information, etc. •
• Complete and implement Water Distribution Hydraulic Study upgrade. •
• Implement the Water Rate Study and SDC Rate Methodology Study. •
• Complete a source water protection plan for groundwater (Wellhead Source Water Protection
Plan and groundwater hydraulic model). •
• Collect data, plan, organize, and publish the Water Audit Report, Water Conservation Report, •
Water Energy Report and Water Demand Forecast Report. •
• Complete State mandated WCMP (Water Conservation Management Plan) \
Maintain and participate in Lake Oswego /Tigard joint water program •
•
•
•
•
•
•
•
•
PAGE 138 - CITY OF TIGARD •
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I
•
• WATER BUDGET UNIT: 650
• Summary Conclusions from the Calendar 2008 Water Reports:
•
• • Water use gallons per capita per day (gpcd) have decreased 8.5 percent since year 2000.
• Population within the water service area has increased by 8.3 percent since year 2000, but
• slowed significantly in 2008.
• • Unaccounted water has a 5 -year average of approximately 5 percent. In 1996, the 5 -year aver-
• age was 7 percent.
• 2008 water use averaged 104 gallons per capita per day; in 2004 the average was 120 gpcd.
• • Single unit and multi -unit residential water usage has decreased 9.1 percent since peak year
• 2002.
• • Metered water sales were down approximately 7% from the previous year, indicating a dramatic
• decline in water purchases by customers. It remains to be seen if this is a result of the current
economic downturn and if this trend will continue into future years. If the down economic
times continue, the City's water division would expect some increase in delinquent payments
• and decrease in usage due to reduced spending on landscape watering and vacated housing.
• WORKLOAD MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• Number of main breaks - repaired 10 20 10 10
ID
• Miles of distribution piping maintained 215 217 225 235
• (w /BMP's)
• Time spent by staff managing 4 12 12 12
• water samplings (work weeks)
• Water conservation presentations given 20 24 24 24
•
• Backflow customers contacted and 50.00% 50.00% 50.00% 75.00%
• complying with testing requirements
• Number of Bac -T water samples taken 732 732 732 732
• during the year
• EFFECTIVENESS MEASURES
•
• 2006 - 07 2007 -08 2008 -09 2009 -10
•
• Water samples taken that meet EPA 100.00% 100.00% 100.00% 100.00%
• Standards ( %)
to Number of citizens reached by conservation 700 850 850 850
• education
• Residential backflow customers who comply 50.00% 50.00% 75.00% 75.00%
• with annual testing requirements
PUBLIC WORKS - PAGE 139
•
•
•
•
•
WATER BUDGET UNIT: 650 •
FULL -TIME EQUIVALENT POSITIONS •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Engineering Technician II 1.00 1.00 1.00 1.00 •
Senior Project Engineer 0.00 1.00 1.00 1.00
GIS Technician 0.80 0.80 0.80 0.80 •
Project Engineer 1.00 0.00 0.00 0.00 •
Senior Utility Worker 2.00 2.00 1.00 1.00 •
Utility Division Manager 0.00 1.00 1.00 1.00 •
Utility Worker II 6.50 5.50 5.50 5.50
Water Operations Supervisor 2.00 1.00 1.00 1.00 •
Environmental Program Coordinator 4.00 4.00 2.00 2.00 •
Senior Water Utility Technician 0.00 0.00 1.00 1.00 •
Backflow Cross Connections Specialist 0.00 0.00 1.00 1.00
Water Utility Technician 0.00 0.00 1.00 1.00 •
•
Total 17.30 16.30 16.30 16.30 •
•
•
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PAGE 140 - CITY OF TIGARD •
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•
•
•
•
• WATER BUDGET UNIT: 650
• FY 2006 -07 FY 2007 -08 FY 2008-09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct 58 Account Description Proposed Approved Adopted
1730 16.30 16.30 Total PTE 16.30 1630 16.30
• $182,356 8200,564 5251, 309 5(x)0 Salaries Management 5232,539 5232,539 8232,539
$631,957 $629.547 $651,181 5002 Salaries General $711,765 711,765 711,765
• 517.771
516,663 525,0 0)) 5020 Overtime 525,000 25,(x)0 25,0(x)
$832,084 $848,988 5877,490 Subtotal Ware* 00
5969,304 9969.304
• 54,115
51,677 5878 5050 Unemployment 5944 944 944
523.737 527,629 576,232 5051 Worker's Comp
531,502
31.582 31,582
$63,363 565,135 567,128 5052 F1CA /Meditate 572,239 72,239 72,239
. 55,388 85,582 55,892 5053 Td -Mee Tax 96,344 6,344 6,344
$10,194
513,623 $14,400 5054 VEDA
513,7711 13,770 13,770
51,087 51,051 52,087 5055 life Insurance 53,721 3,721 3,721
• 52,286
52.230 52,846 5056 Salary Continuation $0 0 0
5142,593
5757,566
5181,624 5057 Medical/Insurance
5219,070
219,078 219,078
517,716 520,080 520,004 5058 Dental Insurance 50 0 0
• 586,060 585,103 592,033 5060 Retirement 596,756 96,756 96,756
$5,203 $6,144 $6,039 5061 Deferred Comp Contributions
56,976 6,976 6,976
• 5361,737 5385,820 9409,193 , Subtotal Rersetin $451,410 , $451,410 9451,410
51,193,822 51,234,808 91.286.683 TOTAL PERSONAL SERVICES S1,420,714 51.420.714 51,420,714
• 5197,667 5336,594 5538,020 6000 Professional /Contractual Services 5469,590 $469,590 $544,590
50 50 $10,0(X) 6020 legal Expenses 830,01X1 30,000 30,001
5197,887 5336,594 $548,020 Subtotal - •rofessiond /Contracted /IsQ,✓ Services 9499,590 5499,590 9574,590
• 56,548 53,015 55,000 6101 Repairs .Sc Maintenance Facilities 57,0(1) 7,000 7,000
$12,644 510,845 512,000 6102 Repairs Bc Maintenance Valves 515,000 15,000 15,000
• 58,792
54,218 59,(x)0 6103 Repairs 8c Maintenance - Reservoir $6,000 6,000 6,000
53,644
56,877 58,000 61()4 Repairs & Maintenance Grounds 510,0IX1
10,000
10,000
(53,44" (x
52,538 59,)17 6105 Repairs 8 01
c Maintenance - Pump Station 59,01 9,000 9,000
•
58,471
51,625 16,000 611)6 Repairs lk Maintenance - SCADA $7,01.x1 7,000 7,000
57,346 826,316 877,450 6707 Repairs & Maintenance - Wells 510,000 70,000 10,000
• 515,706 810,016
515,000 6108 Repairs dc Maintenance Meters $15,000 15,000 15,000
513,772 58,082 $7, Repairs 6109 Repairs 8c Maintenance Service lino 57,700 7,700 7,700
510,763 58,546
57,5(9) 6) 1 O Repairs 8c Maintenance - Regulators 1() 0 0
• 114,9118 526,457 512,000 6111 Repairs 8c Maintenance - Fire Hydrant 532,000 32,000 32,000
$20,3116 $54,530 525,000 6113 Repairs & Maintenance Vehicles 525,000 25,000 25,0(10
$52,139 $89,500 $50,000 6714 Repairs & Maintenance - Water Imes 5700,000 100,000 100,000
• 5179,590 $252,565 9183,650 Subtotal - R ire Se Maintenance 5243,700 $243,700 9243,700
520,45')
520.115 57 5.300 6150 5m all "Tools ec EquiPm en, 810,000 518,01)0 518,000
• $5,101 56,081 85,50) 6200 Office Supplies Sc Expense 57.0(5) 57,000 57.000
• 830,738 $35,919 56,700 6210 Special Department Expenses 57,400 57,400 97,400
510.563 $12,791 547,100 6230 . \dvenisinv 8c Publidry 567,500 567,500 567,500
• 54.388 58,529 $5,820 6240 Dues Bc Subscriptions 56,000 56,000 56,000
51,712 51.097 51,430 6245 Fees and Charpcv 91,500 1,500 1,500
• 96.100 59,626 97,250 Subtotal - Dues, Fs Br Chataee 57,500 97.500 97 .500
57,836 $8,148 $8,175 6250 Travel and Training 58.510 58,510 $8,510
• 525,560 527,692 533,000 6260 Fuel 5 27,000 527,0)X) 527,000
• 83.38 5471 $3110() 6280, Rents and (rases 53,000 $3,000 _ 53,(8)0
53,064 51,953 54,0(8) 63(0 Utilities - Water /Scare: /Stotmwatcr 54,00) 54,000 54,000
• 8776,057
5184,340 1231,050 6302 Utilities Electricity 5257,6(x) 251,600 251,600
55,628
55,531
58,440 1310 Utilities Telecommunications 00
8,440 8,44()
5184,743 9191,824 5243,490 Subtotal - Utilities 5264.040 5264,040 5264,040
• 511 50 512,(07 6351 Insurance Auto 50 0 0
500 50 514,577 6352 Insurance liability 50 0 0
• 5)) 80 5558 6353 Insurance - Flood 50 0 0
50 532.593 6354 Insurance - Property $U
0 0
III 50 90 559.735 Subtotal - I attrance 90 90 90
5796 52,000 6390 Bad 12eb, Expense 52,000 52,000 52,000
• 512,263 5708 52,0(x) 6400 Computes Hardware and Software 53,500 13,500 53,500
52.45(1,2')5 52,018,733 53,507,410 6450 Water Purchases 53,060,000 53,060,000 53,060,000
•
$50,983 540,849 571,61 0 6451 Water Sampling $39,245 39,245 39,245
j 2 .301,278 $2,059$82 53,579,010 Subtotal - C 93,099.245 _ 93,099,245 • 93,099,245
• 86 50 5500 67(0 Pn +Party Damavc §1,01)1 51,000 51,00))
• 53,183,050 92,962,912 94,744,430 TOTAL MATERIALS Bt SERVICES $4,258,985 $1,258,985 x}33,985
50 $O $111,120 6801 l:icyManagement ' $184,287 184,287 184,287
411 50 50 5133,965 6802 Finance 5207,605 207,605 207,605
$0 $O
562,322 6803 I'n&,8,. anion Technology 5131,747 131,747 131,747
80
50 $52,336 6804 Human Resources 551,317 51,317 51,317
• 50 50 576,'X16 6805 Risk Management 573,275 73,275 73,275
$O $O $58,(76! 6806 Office Services 0 0
YO SO
578,816 6807 Property Managem eat 591,580 91,580 91,580
• 80
SO 524,250 6808 Fleet Management $28,428 28,428 28,429
50 50 $389,(x11 6810 Utility Billing SO 0
50 $O
514,620 6811 City Recorder/Records 5(9,396 19,398 19,398
• 50 5U 5478,243 6812 Public Works Administration 50 0
$O 50 91,419.652 TOTAL IN71cRDEPARTMEN7AL COSTS
5787,636 5787,637 5787.637
• $134,084
595.789 80 8020 Capital Outlay Vchides 56)1,000 66,0<X) 60)X)0
811,056 519,580 513,IXX7
8030 080081 Outlay - EquiPm car 58)1 )8)0 80,0(X) 8011X1
50 50 575,150 8050 Capital Outlay - Technology 50 0
. 9145,140 5115,369 988,150 TOTAL CAPITAL OUTLAY
' 5140,000 5140,000 5140,000
E4 ,521,476 _ 94,313,089 r 96,119,263 TOTAL OPERA TING COSTS (,LESS IN7'E'RDEPARTMEMAL COSTS) $5,819,699 $5,819,699 95,894,699
• I 94,521,476 1 94,313,089 1 97,538,915 1 TOTAL COSTS (WITH IIV7'ERDEPARTME1VTAL COSTS) 1 56,607 ,336 1 $6,607,336 1 96,682,336 1
• PUBLIC WORKS - PAGE 141
•
•
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•
SANITARY SEWER •
BUDGET UNIT: 660 •
Program Results: •
•
The Sanitary Sewer Division provides a safe and reliable wastewater system that meets or exceeds all •
regulatory standards.
•
• This year's budget reflects a consistent level of service with no expected major additions to the •
sanitary system. The economic downturn has slowed construction and thus the expansion of •
the City's infrastructure. There will be an increased focus on maintenance of the existing Sani-
tary Sewer system. •
•
Program Description: •
The Sanitary Sewer Division manages and operates 161 miles of pipe in the wastewater collection sys-
tem within the city limits of Tigard. This Division provides a wide range of services to the community •
such as: •
• Sanitary Service Line Repairs /Replacements — repairs or replaces damaged sanitary sewer lines •
in the public right of -way. •
• Customer Service & Emergency Response 24 Hours a Day, Seven Days a Week — provides •
outstanding customer service on wastewater related issues and round -the -clock emergency re- •
sponse to overflows, blocked main and service lines, etc.
• Sanitary Sewer Line Cleaning — cleans over 40 miles of pipe per year, or about one - quarter of •
the city's wastewater lines, to prevent blockages and overflows. •
• Video Inspection of Sanitary Lines — inspects 23 miles of pipe per year, or about one - seventh •
of the city's wastewater lines, for structural integrity, location of service connections, root
blockages, etc. •
• Utility Locates — assures public sanitary sewer lines are marked with green paint prior to exca- •
vation. •
• Sanitary System Repairs — repair damaged sanitary sewer lines once they have been identified by
video inspection. •
FY2008- 09Accomplishments: •
•
• Performed 16 sanitary service repairs in public right of way.
• Exceeded annual maintenance goals in accordance with Clean Water Services' (CWS) recom-
mendations.
For example, the Division cleaned over 60 miles of pipe and video inspected over •
24 miles of sanitary sewer main. In accordance with CWS's IGA, as of this year we are pushing •
out our routine line cleaning from a three year to a four year cleaning cycle.
•
•
• Responded to approximately 50 customer service requests.
•
• Maintained an accurate mapping and database management system.
•
•
•
•
•
PAGE 142 - CITY OF TIGARD •
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• SANITARY SEWER BUDGET UNIT: 660
• FY2009 -10 Goals and Objectives:
•
• • Continue maintenance programs in accordance with Clean Water Services (CWS) recom-
• mended standards.
• • Provide outstanding customer service to our internal and external customers.
• • Maintain an accurate mapping and database management system.
•
• WORKLOAD MEASURES
•
• 2006 -07 2007 - 08 2008 -09 2009 - 10
• Miles of sanitary sewer system 155.00 158.00 162.10 162.30
•
• Miles of sanitary sewer lines cleaned annually 63.70 61.40 46.63 40.60
• Miles of sewer lines video inspected annually 22.64 24.51 23.16 23.19
• •
• EFFECTIVENESS MEASURES
• 2006 -07 2007 -08 2008 -09 2009 - 10
•
• Sewer line cleaning goal met (1/4 of sys) 100.00% 100.00% 100.00% 100.00%
• Sewer line video inspection goal met 100.00% 100.00% 100.00% 100.00%
(1/7 of sys)
•
•
• FULL -TIME EQUIVALENT POSITIONS
• 2006 -07 2007 -08 2008 -09 2009 -10
•
• GIS Technician 0.10 0.10 0.10 0.10
• Senior Utility Worker 2.00 2.00 1.00 1.00
Utility Worker II 4.25 4.25 3.25 3.25
• Wastewater Operations Supervisor 1.00 1.00 1.00 1.00
•
• Total 7.35 7.35 5.35 5.35
•
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• PUBLIC WORKS - PAGE 143
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•
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SANITARY SEWER BUDGET UNIT: 660 •
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Projected Acct.) Account Description Proposed Approved Adopted
•
7.35 7.35 5.35 535 Total FTE 5.35 5.35 5.35
S57,429 $62,377 566,251 566,251 5000 Salaries - Management 568,305 568,305 009_;u5 •
5241,005 $188,234 $193,854 5193,854 5002 Salaries - General 5202,813 202,813 0 !3,9) •
54,161 52,645 54,000 54,000 5020 Overtime 53,000 3,000 ln
8302,595 5253,257 5264,105 5264,105 Subtotal Wages 5274,118 5274118 $274,118
81,499 5501 5265 $265 5050 Unemployment 5271 271 271 •
58,164 58,072 $4,286 54,286 5051 Worker's Comp 58,600 8,600 8,600
4110
$23,454 $19,741 520,203 $20,203 5052 FICA/ Medicare 520,740 20,740 20,740
51,959 51,664 51,774 51,774 5053 Td -Met Tax $1,821 1,821 1,821 •
$4,141 54,744 56,000 56,000 5054 VEBA 54,515 4,515 4,515
5415 5335 5637 5637 5055 life Insurance 51,225 1,225 1,225
5829 S627 5935 $935 5056 Salary Continuation 50 0 0 •
863,631 554,207 565,836 565,836 5057 Medica1/1nsurance 570,792 70,792 70,792
58,092 57,575 $7,745 57,745 5058 Dental Insurance 50 0 0
529,246 822,235 527,441 $27,441 5060 Retirement $27,795 27,795 27,795 •
51,723 $1,872 51,988 51,988 5061 Deferred Comp Contributions $2,049 2,049 2,049
5143,154 5121,573 5137,110 5137,110 Subtotal Benefits 5137,808 5137,808 5137,808
•
5445, 749 $374,830 $401,215 5360,425 TOTAL PERSONAL SERVICES 5411,926 5411,926 8411,926
516,399 $7,508 54,5111 $4,500 6000 Professional /Contractual Services 56,260 56,260 $6,26(1 •
SO $0 55,000 55,000 6020 Legal Expenses 01,000 1,0011 1,1 XX)
•
516,399 57,508 59,500 59,500 Subtotal - Professional /Contractual /Lena/ Services 57,260 57,260 57,260
$14,404 $11,218 $9,250 512,000 6101 Repairs & Maintenance - Facilities $10,650 10,650 10,650 •
$26,242 542,993 817,0(X) 520,000 6113 Repairs & Maintenance - Vehicles $14,500 14,500 14,500
540,646 554,231 $26,250 532,000 , Subtotal - Repairs & Maintenance 525,150 525,150 525,150 •
510,382 57,534 57,025 57,025 6150 Sm all Tools & Equipment 58,160 58,160 88,160
52,021 5650 , 5650 5350 6200 Office Supplies & Expense 8400 5400 5400 •
51,502 51,745 51,550 51,550 6210 Special Deparrmett Expenses $1,550 $1,550 $1,550 •
51,082 5664 $300 $350 6230 Advertising & Publicity 5350 $350 5350 •
5264 5107 8120 5350 6240 Dues &Subscriptions 5120 5120 5120 •
51,373 $1,516 5450 5150 6245 Fees and Charges 5300 300 300
51,637 51,623 5570 5500 , Subtotal - Dues, Fees & Charges 5420 5420 5420
$4,397 $2,306 $4,145 54,145 6250 Travd and Training $4,080 54,080 54,080 •
514,006 521,888 523,000 $23,000 6260 Fuel 517,500 517,500 517,500 •
11,723 , 5955 51,(00 52,(00 6280 Rents and Leases 53,000 53,000 53,000 •
50 50 SO 50 6300 Utilities - Water /Sewer /Stormwater 53,480 $3,480 $3,480 •
$1,815 $1,739 51,900 51,900 _ 6310 Utilities - Telecommunications $3,480 3,480 3,480
11,815 51,739 51,900 51,900 Subtotal - Utilities 56,960 $6,960 56,960
SO SO $6,004 80 6351 1nsu ranee -Auto SO 0 0 •
SO S0 S5,679 80 6352 Insurance - Liability SO 0 0 •
50 80 5217 50 6353 Insu ranee - Hood SO 0 0
50 50 5614 50 6354 Insu ranee - Property 50 0 0
50 SO $12,514 50 Subtotal - Insurance $0 50 $0 •
50 , $1,070 , $1,200 $0 6390 Bad Debt Expense $1,200 51,200 51,200 •
$O S86 SO S0, 6400 Computer Hardware and Software 522,600 522,600 522,600
$5,701 S2,147 85,000 51,000 6700 Property Damage 55,01)1) 55,000 55,0(X) •
5102,206 5104,146 594,604 583,320 TOTAL MATERIALS & SERVICES 5103,630 5103,630 5103,630 •
50 $0 $13,482 $10,836 6801 City Management $16,326 16,326 16,326
•
50 SO 516,254 $20,514 6802 Finance 518,391 18,391 18,391
50 SO $6,232 $4,688 6803 1n forth ation Technology 578,573 78,573 78,573
SO 50 520,388 813,196 6804 Human Resource 516,843 16,843 16,843 •
SO 50 $6,586 53,825 6805 Risk Management 517,249 17,249 17,249
$0 50 $12,648 512,505 6806 Office Serviees 50 0 0 •
$0 SO 525,871 821,293 6807 Property Management 530,058 30,058 30,058
SO $0 512,129 $8,290 6808 Fleet Management $17,768 17,768 17,768
$0 50 544,023 $30,346 6810 Utility Billing 50 0 0 •
50 S0 $10,265 $4,692 6811 Ciry Recorder/Records 50 0 0
50 $0 $136,685 5175,312 6812 Public Works Administration $0 0 0
$0 50 5304,564 $305,497 TOTAL INTERDEPARTMENTAL COSTS 1195,207 5195,207 5195,207 •
5276,884 $228,608 5180,000 $0 8020 Capital Outlay - Vehides SO 0 180,000
5
•
11,056 52,332 113,000 58,150 8030 Capital Outlay- Equipment $0 11
$0 511 $75,150 575,150 8050 Capital Outlay - Technology $0 )i 0 •
5287,940 5230,940 5268,150 583,300 TOTAL CAPITAL OUTLAY 50 50 5180,000
5835,0001 5709,9161 5763,9691 5527,045 rorm. OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) 5515,556 5515,556 5695,556 •
1 5835,000 1 $709,916 1 51,068,533 1 5832,542 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 8 57/4763 1 5710,763 1 5890,763 1 •
PAGE 144 - CITY OF TIGARD •
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• STORMWATER BUDGET UNIT: 670
• Program Results:
•
• The Stormwater Division provides a safe and reliable stormwater system and implements watershed
protection and restoration actions that consistently promote surface water quality and stream health.
•
• Program Description:
• The Stormwater Division manages the stormwater collection and treatment systems within the city lim-
• its of Tigard. This encompasses: 131 miles of pipe, 4,437 catch basins, 79 water quality facilities and 8.5
• miles of ditch. This Division provides a wide range of services to the community such as:
•
• Customer Service and Emergency Response 24 Hours a Day, Seven Days a Week — provides
• outstanding customer service on all stormwater related issues and round - the -clock emergency
• response.
• • Healthy Streams Plan and Volunteer Coordination - takes the lead in coordinating the city's
• responsibilities in the implementation of Clean Water Services (CWS) Healthy Streams Plan,
which includes the use of volunteers for tree planting and stream restoration projects.
• Leaf Collection /Food Drive Events— sponsors four free leaf collection events held each fall.
• • West Nile Virus (WNV) Program — participates in a partnership with Washington County to
• monitor, test, treat catch basins and identified ponds and wetland areas to prevent the spread
of WNV.
• • Storm Line Cleaning — cleans the entire storm system once every 4 years, approximately 33
• miles of pipe per year.
• • Video Inspection of Storm Lines — inspects the entire storm system once every 7 years, ap-
proximately 19 miles of pipe per year.
• • Utility Locates — assures public storm lines are marked prior to excavation.
• • Storm System Repairs and Improvements — repairs damaged storm lines and installs pipes,
• catch basins, and manholes to improve stormwater drainage.
• Stormwater Quality Facility Maintenance — collects trash, and cleans grates at detention ponds
• and swales.
• Clean Water Services (CWS) is the sanitary sewer and stormwater authority for Washington County.
• As such, all programs and responsibilities of the Stormwater Division are:
• • Implemented in accordance with CWS standards and recommended programs.
• • In response to community based initiatives and Council goals.
• • Based on sound environmental policies.
• Significant changes in this year's Stormwater Division budget are:
•
• • West Nile Virus Program — larvacide treatment of catch basins with will be decreased from
twice per season to once per season. Washington County is going to start treating private fa-
• cilities (apartment complexes, store parking lots, etc.), to do this without greatly increasing their
• budget they are asking that cities treat only once. Washington County feels that if the cities
• treat a little later in the season that we can still achieve the desired effects and be able to reach a
greater number of potential mosquito breeding areas.
•
•
•
• PUBLIC WORKS - PAGE 145
•
•
•
•
•
STORMWATER BUDGET UNIT: 670 •
• This year's budget reflects a consistent level of service with no expected major additions to the •
Stormwater system. The economic downturn has slowed construction and thus the expansion •
of the City's infrastructure. There will be an increased focus on maintenance of the existing •
storm drainage system and water quality facilities. •
FY2008 - 09 Accomplishments:: •
• Maintained an accurate mapping and database management system. Storm utility maps and the •
corresponding data base are updated bi- annually. •
• Held four Leaf Collection /Food Drive Events in the fall of 2008. •
• As recommended by Washington County Health Department, treated 2,300 (per AIS) sumped •
catch basins with larvacide to combat West Nile Virus. •
• Implemented CWS's Healthy Streams Plan, community tree planting goals by hosting two
"Tree for Alls ", one ivy pull, and sponsoring a stream restoration project with the Cascade •
Education Corp. These events attracted over 360 volunteers who planted 4900 native plants, •
donated over 1500 hours of labor, and restored 1,315 linear feet of stream corridor on Derry •
Dell and Hiteon Creeks.
• Implemented CWS's Healthy Streams Plan, culvert and outfall retrofitting goals, by diverting •
an outfall from Scholls Ferry road into a bio- filtration swale before discharging stormwater •
into Hiteon Creek; by removing 2 culverts on Hiteon Creek; and by working with the Engi- •
neering Division to complete the permitting and design of a fish friendly culvert removal at the
mouth of Derry Dell Creek. •
• Restored 810 linear feet of stream channel and planted 4,880 native trees and shrubs on •
Hiteon Creek by partnering with a developer who needed stream and wetland mitigation sites. •
• Implemented maintenance programs in accordance with CWS's recommended standards.
•
FY2009 - 10 Goals and Objectives: •
• Resolve long -term funding issues in stormwater program. •
•
• Maintenance programs performed in accordance to Clean Water Services standards. •
•
• Maintain an accurate mapping and database management system.
•
• Provide outstanding customer service to our internal and external customers. •
• As funding allows, implement CWS's Healthy Streams Plan recommendations for Tigard by •
restoring new sections of stream corridor along Summer Creek and Ascension Creek; con- •
structing a culvert removal project at the mouth of Derry Dell Creek (working with the Engi- •
neering Division); supporting the Engineering Division's completion of the Commercial Street •
Regional Detention Facility; completing permitting to remove a culvert on the Derry Dell •
Creek upstream of Eden Court; and construction the Hiteon Creek 2 restoration project.
• •
Continue to support and promote the Canines for Clean Water campaign to raise public •
awareness of the effects of dog waste on our city's water quality.
•
•
•
PAGE 146 - CITY OF TIGARD •
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• STORMWATER BUDGET UNIT: 670
•
• WORKLOAD MEASURES
• 2006 -07 2007 -08 2008 -09 2009 - 10
•
• Total miles of stormwater system 119.30 119.80 120.80 121.80
• Miles of system cleaned 30.45 40.98 30.20 30.50
•
• Miles of stormwater line video inspected 14.80 19.00 17.20 17.40
• annually
• Sumped catch basins cleaned NA 2,157 2,303 2,452
•
• Number of public Water Quality Facilities 76 78 88 90
• (WQF)
• Number of WQF's rehabilitated /enhanced 1 0 1 3
• Fall leaf collection depots 3 3 4 4
• • Yard of leaves collected 300 720 840 900
• Native trees /shrubs planted for Healthy 4,148 7,979 6,878 20,309
Streams Plan
•
• EFFECTIVENESS MEASURES
• 2006 -07 2007 -08 2008 -09 2009 -10
•
• Storm line cleaning goal met 100% 100% 100% 100%
• Video inspection goal met 100% 100% 100% 100%
•
• Catch basins cleaning goal met 100% 100% 100% 100%
• FULL -TIME EQUIVALENT POSITIONS
•
• 2006 - 07 2007 -08 2008 -09 2009 -10
•
• Environmental Program Coordinator 0.75 0.75 1.75 1.75
GIS Technician 0.10 0.10 0.10 0.10
• Senior Utility Worker 1.00 1.00 1.00 1.00
• Utility Worker II 3.25 3.25 3.25 3.25
• Wastewater Operations Supervisor 1.00 1.00 1.00 1.00
• Total 6.10 .6.10 7.10 7.10
•
• PUBLIC WORKS - PAGE 147
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•
•
•
•
STORMWATER BUDGET UNIT: 670 •
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 411
Actual Actual Revised Projected Acct. # Account Description Proposed Approved Adopted •
6.10 6.10 7.10 7.10 Total FTE 7.10 7.10 7.10
561,243 558,006 563,082 563,082 5000 Salaries - Management 569.826 569,826 569,826
8203,997 5247,254 5293,284 293,284 5002 Saladre - General $327,959 327,959 327,959 •
57,471 56,565 510,072 10,072 5020 Overtime 510,191 10,191 10,191
5 272,711 5311,825 5366,438 5366,438 , Subtotal Wanes $407,976 $407,976 9407,976
$1,351 9616 5367 367 5050 Unemployment 5398 398 398 •
58,824 511,820 56,398 6,398 5051 Worker's Comp 513,505 13,505 13,505 •
920,799 924,006 828,031 28,031 5052 FICA /Medicare 530,431 30,431 30,431
91,766 $2,051 $2,461 2,461 5053 Td -34et Tax 52,672 2,672 2,672
83,656 85,699 57,800 7,800 5054 VEBA 56,090 6,090 6,090 •
9376 8423 $873 873 5055 life Insurance 81,539 1,539 1,539
9924 8874 $1,218 1,218 5056 Cal-. -g Continuation 90 0 0 •
556,846 873,692 882,091 82,091 5057 Mcdiol /Insurance 597,140 97,140 97,140
87,577 810,836 111,134 11,134 5058 Dental Insurance SO 0 0
528,531 831,801 538,202 38,202 5060 Retirement 540,477 40,477 40,477
411
51,660 51,439 51,892 1,892 5061 Deferred Comp Contributions 52,095 2,095 2,095
5132,310 9163,257 $180,467 1180,467 Subtotal Benefits 5194,347 9194,347 9194,347
5405, 021 9475, 082 5546, 905 5506,712 TOTAL PERSONAL SERVICES $602,323 9602 ,323 $602,323 •
5 31 $265,233 $308,205 $308,205 6000 Professional/Contractual Sc i m $300,115 $300,115 8300,115 •
50 90 50 0 6020 Legal Expenses 51,000 1,000 1,000 •
5302,193 $265,233 9308,205 9308,205 Subtotal - Professional /Contractual /Legal Services $301,115 9301,115 $301,113
575,175 553,981 561,285 50,000 6101 Repairs & Maintenance - Facilities 5j' 7 50,650 50,650 •
526,532 $7,065 $20,5(0) 20,500 6113 Repairs &Maintenance - Vehidec 571,'' ' 21,000 21,000
5101,706 561,046 581,785 $70,500 Subtotal - Repairs & Maintenance 571,650 571,650 971,650
•
$9,967 $9,642 810,700 59,000 6150 Small Tools & Equipment 57,660 57,660 87,660 •
51,932 , 5923 5800 5500 6200 Office Supplies & Expense 5600 9600 8600
$1,898 52,679 54,300 84,300 6210 Special Department Expenses 52,600 92,600 S2,600 •
$1,041 9322 $1,(0)0 81,000 6230 Advertising & Publicity 5700 5700 8700 •
5294 5897 $1,915 51,915 6240 Do. &Subscriptions 9990 8990 5990
5478 $745 $483 483 6245 Fees and Charges 5650 650 650 •
$772 51,642 $2.398 92,398 Subtotal -Dues, Fees & Cberzes 91,640 51,640 31,640
94.693 $4,083 $5.925 52,500 6250 Tavel and Training 55,000 $5,000 55,0(1(1 •
416,916 $15,823 821,613 921,613 6260 Fuel 917,625 $17,625 $17,625 •
15,236 8687 54,500 $4,500 6280 Rents and Leases 94,500 84,500 84,5001
411
$1,520 81,639 51,740 1,740 6310 Utilities - Telecommunications 94,680 4,680 4,680 •
51,520 51,639 51,740 91,740 Subtotal - Utilltlea 94
54,680 $4,680 ,680
SO $0 $4,669 0 6351 Insuan¢ -Auto 50 0 0 •
80 SO 85,455 0 6352 Insuance - liability S0 n
50 SO 9209 0 6353 Insurance - Flood 50 11 0
SO 50 9815 0 6354 Insurance - Property $p 0 0
•
$0 50 911,149 50 Subtotal - Insurance 50 $0 80
50 8213 91,000 9500 6390 Bad Debt Expense 51,000 51,000 51,000 411
$0 50 $3,620 SO 6400 Computer Hardware and Software $0 SO SO •
51,729 50 81,250 5200 6700 Property Damage $1,250 •
$1,250 81,250
5449,839 5363, 932 5459,985 5426,956 TOTAL MA TFAI4IS & SERVICES 5420,020 5420,020 3,420,020
90 SO $8,386 6,740 6801 City Management I $33,155 33,155 33,155 •
$0 SO 810,111 12,761 6802 Finance 837,350 37,350 37,350 •
$0 $0 818,697 14,066 6803 Information Tcdinology $55,424 55,424 55,424
90 80 $19,586 12,676 6804 Human Rccourac 822,353 22,353 22,353 •
$0 90 $6,327 3,675 6805 Risk Management $19,722 19,722 19,722
$0 SO 115,000 14,830 6806 Office Services $0 0 0
90 50 935,533 29,244 6807 Property Management 539,891 39,891 39,891 •
80 80 99,434 6,448 6808 Fleet Management 914,214 14,214 14,214
80 50 873,968 50,988 6810 Utility Billing $0 0 0 •
$0 $0 53,111 1,422 6811 City Recorder/ Accords $0 0 0
SO 80 5217,191 278,568 6812 Public Works Administration $0 0 0
s0 $0 , $417,342 $431,4I8 TOTAL INTERDEPARTMENTAL COSTS 5222,108 5222,108 5222,108 •
959,770 $0 S0 80 8000 Capital Improvcn ant Program 50 Su 50 •
$0 SO $140,000 0 8020 Capital Outlay- Vehides $24,665 24,665 I64 61,5
911,056 $2,332 $0 0 8030 Capital Outlay - Equipment 50 n n
SO 5O 541,7511 41,750 8050 Capital Oudav - Ttsfinology 50 .
811,056 92 ,332 9181,750 541,750 TOTAL CAPITAL OUTLAY $24,665 $24,665 9164,665
5925,686 $841,346 91,188,640 _ 8975,418 TOTAL I OPERATING COSTS (LE IY
SSVTERDEPARTMENTAL COSTS) $1,047,008 _ 51,047,008 $1,187,008 •
5925,451 1 5841,346 1 91,605,982 1 51,406,836 I TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 81,269416 1 $1,269,117 1 $1,409,117 I •
PAGE 148 - CITY OF TIGARD •
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• COMMUNITY DEVELOPMENT PROGRAM
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•
• Community Development Organization Chart 149
• Expenditure /FTE Summary 151
•
•
• Community Development
• Community Development Administration 152
•
• Building 157
• Current Planning 161
•
• Long Range Planning 164
• Capital Construction & Transportation 168
•
• Development Engineering 174
• Street Lights & Signals 177
•
• Downtown Redevelopment 180
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1 • COMMUNITY DEVELOPMENT ORGANIZATION CHART
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• COMMUNITY DEVELOPMENT
•
• 1 1 •
CAPITAL CONSTRUCTION &
ADMINISTRATION T RANSPORTATION
•
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DEVELOPMENT
BUILDING ENGINEERING
•
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• C URRENT STREET LIGHTS & SIGNALS
• PLANNING
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• LONG RANGE
• PLANNING DOWNTOWN REDEVELOPMENT
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• COMMUNITY DEVELOPMENT - PAGE 149
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COMMUNITY DEVELOPMENT PROGRAM •
•
This section includes budget appropriations and explanatory materials for the Community Develop- •
ment Program. The Community Development Department budget includes eight activity areas: Com- •
munity Development Administration; Long Range Planning; Current Planning and Code Enforcement;
Building Inspection; Capital Construction and Transportation; Development Engineering; Signals and •
Streetlights and Downtown Redevelopment. •
The Community Development Department has been significantly affected by the economic recession; •
particularly through the downturn in development related revenues. In FY 2008 -09 the City re-
sponded by reducing the Building Department from 17.8 to 7.8 FTEs. Furthermore, Community De- •
velopment and the Finance Department have developed a Business Plan for Council consideration to •
make the Building Fund more stable. •
Other Department responses to economic conditions include; 1) a proposal to eliminate a vacant sen- •
for engineering technician position in the Private Development Division; 2) not filling a vacant Rede- •
velopment Manager's Position and instead using existing staff to manage the Downtown Redevelop-
ment Program 3) utilizing Private Development Division staff to manage major engineering capital •
projects; 4) assigning development review staff to do major needed updates to the Tigard Community •
Code; 5) aggressively pursuing grants and federal stimulus funding, 6) developing systems to ensure •
maximum efficiency in the design and implementation of the City's Capital Projects and 7) integrating •
department functions to maximize use of use of financial and human resources.
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PAGE 150 - CITY OF TIGARD •
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• COMMUNITY DEVELOPMENT PROGRAM
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• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
Description Actual Actual Revised Proposed Approved Adopted
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• Number of Positions 53.50 54.50 54.50 41.90 41.90 41.90
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• Budget By Category
• Personal Services $3,779,884 $4,189,556 $4,739,992 $4,054,393 $4,054,393 $4,054,393
• Materials & Services $853,003 $954,275 $1,456,391 $1,130,447 $1,160,447 $1,179,047
• Interdepartmental Costs $0 $0 $1,629,654 $1,751,406 $1,751,407 $1,751,407
• Capital Outlay $77,246 $47,970 $611,534 $0 $0 $0
• Total By Category $4,710,132 $5,191,801 $8,437,572 $6,936,246 $6,966,247 $6,984,847
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• Budget by Division
• Administration $220,670 $222,157 $566,679 $727,560 $727,560 $727,560
• Building $1,594,083 $1,532,817 $2,620,933 $1,054,695 $1,054,695 $1,066,695
Current Planning $646,338 $803,719 $1,211,133 $1,274,302 $1,274,302 $1,274,302
• Long -Range Planning $528,489 $733,404 $1,047,361 $1,065,159 $1,095,159 $1,095,159
• Capital Construction and Transportation $817,278 $1,015,189 $1,471,475 $1,512,896 $1,512,896 $1,519,496
• Development Engineering $418,626 $354,042 $639,052 $588,252 $588,252 $588,252
• Street Lights & Signals $470,605 $530,473 $587,979 $592,373 $592,374 $592,374
• Downtown Redevelopment $0 $0 $292,961 $121,009 $121,009 $121,009
• Total By Division $4,696,089 $5,191,801 $8,437,572 $6,936,246 $6,966,247 $6,984,847
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• Budget by Fund
• General Fund -100 $2,631,402 $3,128,511 $5,228,660 $5,289,178 $5,319,178 $5,325,778
• Gas Tax Fund - 200 $470,605 $530,473 $587,979 $592,373 $592,374 $592,374
• Building Fund - 245 $1,594,083 $1,532,817 $2,620,933 $1,054,695 $1,054,695 $1,066,695
• Total By Fund $4,696,089 $5,191,801 $8,437,572 $6,936,246 $6,966,247 $6,984,847
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• COMMUNITY DEVELOPMENT - PAGE 151
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COMMUNITY DEVELOPMENT ADMINISTRATION BUDGET UNIT: 300 •
Program Results: •
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Employees in Community Development are highly motivated, well - trained, and service- oriented to en- •
sure that the City Council, Boards and Commissions, and citizens are provided:
• Effective and innovative Long Range Planning services. •
• Timely implementation of the Downtown Redevelopment Plan. •
• Development review and enforcement actions that achieve compliance with the Development •
Code and implementation of the Comprehensive Plan.
• Building plan review and inspections that result in a safe community. •
• Construction of capital projects that protect and expand the City's investment in its infrastruc- •
ture. •
• Review and inspection of public capital projects associated with private development to ensure
compliance with City standards. •
• Protection of natural resources consistent with state and federal requirements. •
• Innovative and effective citizen outreach efforts. •
• Effective representation at intergovernmental venues. •
• Sound and innovative transportation planning.
• Efficient and knowledgeable permit services. •
• Grant writing and management services to augment the City's fiscal resources. •
• Affordable housing opportunities as may occur through advocacy and coordination. •
Program Description: •
The Community Development Director is responsible for the overall management of the Department •
through preparation of the annual budget and the City's capital improvement program, monitoring an- •
nual expenditures, ensuring compliance with personnel systems, developing and implementing training •
plans, and coordinating departmental work programs with Council goals and meeting agendas. The •
Community Development Director also represents the City at important intergovernmental venues. •
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FY 2008 Accomplishments: •
• Adoption of the Fanno Creek and Public Plaza Master Plan. •
• Coordinated the preparation of 151 Council agenda items.
• Completed over 400 code enforcement cases in addition to ongoing mediation and education •
efforts. •
• Developed Urban Design Vision for Tigard Downtown.
• Initiated Urban Forestry Master Plan. •
• Completed update of the Comprehensive Plan. •
• Administered the City's share of Washington County CDBG Funds. •
• Initiated Tigard 99W transit supportive urban design vision.
• Updated Tigard Community Profile, Buildable Lands Inventory and Development Trends •
Analysis. •
• Completed upgrade of a permit tracking system. •
• Worked closely with homeowners, landlords and property managers in resolving housing defi-
ciencies as related to the Housing Code. •
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PAGE 152 - CITY OF TIGARD •
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• COMMUNITY DEVELOPMENT ADMINISTRATION BUDGET UNIT: 300
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• • Undertook 22 major public improvement projects, including approximately 8 miles of major
• pavement maintenance, 3.7 miles of re- striping, numerous traffic management and safety pro-
• jects, pathways, sanitary sewer and storm water projects.
• Completed construction within 3 sewer reimbursement districts.
• • Reviewed and inspected public improvements associated with approximately 40 private devel-
• opment projects
• • Issued and inspected approximately 350 private communication and utility projects that re-
quired public right -of -way to ensure conformance with City standards.
• Completed engineering design for 11 major public facility and major maintenance projects
• which are scheduled for construction in 2009.
• • Presented a revised street maintenance program for Council direction.
• • Expanded the City's citizen involvement efforts.
• FY2009 -10 Goals and Objectives:
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• • Implement the goals and policies of the Tigard Comprehensive Plan..
• • Complete Tigard Transportation System Plan update.
• Deliver Capital projects in a timely way with a minimum number of errors.
• • Actively promote /foster Downtown redevelopment.
• • Complete Highway 99W transit - supportive land use vision.
• • Complete Tigard Periodic Review.
• • Lay the groundwork for Tigard Comprehensive Plan and zoning map amendments.
• Adopt Downtown Circulation Plan.
• • Maintain an effective Building and Code Enforcement Division consistent with demand, need,
• and available resources.
• • Make substantial progress on Development Code updates /reform.
• Provide effective land use development services and permit services consistent with need, de-
• mand, and available resources.
• • Provide major street maintenance services as effectively as possible, consistent with available
• resources.
• Effectively represent the City at county, state, and Metro venues.
• • Complete an Urban Forestry Plan.
• • Maintain an updated and relevant Tigard Community Development Code.
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• COMMUNITY DEVELOPMENT - PAGE 153
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COMMUNITY DEVELOPMENT ADMINISTRATION BUDGET UNIT: 300 •
WORKLOAD MEASURES •
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2006 -07 2007 - 08 2008 -09 2009 -10 •
Council Agenda items originating from NA NA 150 150 •
Community Development •
Major projects and initiatives NA NA NA --() •
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Intergovernmental meetings and events NA NA 100 12(i •
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Staff citizen boards, Commissions and NA NA 7 9 •
Committees Standing and Ad -Hoc
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City boards, Commission and Committee NA NA 80 100 •
meetings •
Department and Program Budget Realign- NA NA 1 3 •
ment, effectiveness and efficiency initiatives •
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Support to City Council and City Manager NA NA ) 3 •
Initiatives
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Issues /Topics considered by CD staffed NA NA NA 100 •
Boards, Commissions and Ad -Hoc committees •
Capital Improvement Plan projects to be NA NA NA 18 •
completed •
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EFFECTIVENESS MEASURES •
2006 -07 2007 -08 2008 - 2009 -10 •
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Council satisfaction with Agenda issues NA NA High High •
presented by CD •
Funds acquired through grants /federal NA NA NA $2,000,000 •
stimulus efforts •
Success of City intergovernmental NA NA NA High •
Coordination efforts in raising the status •
of City issues leveraging resources to •
address infrastructure needs •
Rating by Board, Commission, Committees NA NA NA High •
standing of services provided by CD •
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PAGE 154 - CITY OF TIGARD •
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• COMMUNITY DEVELOPMENT ADMINISTRATION BUDGET UNIT: 300
• 2006 - 2007 -08 2008 -09 2009 -10
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• Use of budgeted Capital Improvement NA NA NA 90.00%
• Funds to complete projects
• Number of issues /topics considered by NA NA NA 100
• CD staffed Boards, Commissions and
• Ad -Hoc committees
Success of Community Development Division's NA N A NA 100.00%
in achieving Effectiveness Measures
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• FULL EQUIVALENT POSITIONS
• 2006 -07 2007 -08 2008 -09 2009 -10
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• Community Development Director 1.00 1.00 1.00 1.00
• Confidential Executive Assistant 1.00 1.00 1.00 1.00
Management Analyst 0.00 0.00 1.00 0.00
• Senior Management Analyst 0.00 0.00 0.00 1.00
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• Total 2.00 2.00 3.00 3.00
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• COMMUNITY DEVELOPMENT - PAGE 155
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COMMUNITY DEVELOPMENT ADMINISTRATION BUDGET UNIT: 300 •
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 411
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted •
2.00 2.00 3.00 Total FTE 3.00 3.00 3.00 •
$142,047 $148,651 S220,953 5000 Salaries - Management 3231,104 5231,104 5231,104 •
$2,436 30 $0 5015 Salaries - Temporay $0 0 0
$0 $0 $0 5020 Overtime $2,000 2,000 2,000
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$144,483 3148,651 3220,953 Subtotal Wages 5233,104 5233,104 $233,104
$718 3294 $220 5050 Unemployment $231 231 231 •
$346 3394 $292 5051 Worker's Comp 3444 444 444
511,322 $11,392 $16,866 5052 FICA/Medicare $17,679 17,679 17,679 •
$939 $977 $1,482 5053 Tri-Met Tax $1,553 1,553 1,553
51,200 $1,214 31,800 5054 VEBA $1,800 1,800 1,800 •
$857 $109 $1,540 5055 Life Insurance $1,335 1,335 1,335
$156 $167 $903 5056 Salary Continuation $0 0 0 •
38,578 $9,628 516,271 5057 Medical /Insurance 536,131 36,131 36,131
8883 $903 $1,410 5058 Dental Insurance 50 0 0 •
515,625 $16,352 824,266 5060 Retirement 525,421 25,421 25,421
34,261 34,459 36,617 5061 Deferred Comp Contributions 56,933 6,933 6,933 •
$44,886 345,889 571,667 Subtotal Benefits $91,527 591,527 391,527
$189,369 5194,540 3292,620 TOTAL PERSONAL SERVICES $324,631 $324,631 3324,631 •
$213 3348 $0 6000 Professional/Contractual Services 50 50 50 •
30 30 590,000 6020 Legal Expenses 5115,000 115,000 115,000 •
3213 5348 390,000 Subtotal - Professional /Contractual /Legal Services 3115,000 3115,000 5115,000
$133 $0 5200 6100 Repairs &Maintenance 8250 $250 5250 •
3133 $0 5200 Subtotal - Repairs &Maintenance 3250 $250 $250 •
$0 $0 $0 6150 Small Tools &Equipment 50 50 $0
520,139 516,205 $23,000 6200 Office Supplies & Expense 522,260 322,260 _ S22,260 •
532 $767 , $100 6210 Special Department Expenses $105 $105 $105 •
$0 $0 $0 6230 Advertising &Publicity $500 $500 $500 •
58,943 88,901 89,000 6240 Dues &Subsaiptions $6,770 56,770 36,770 •
$40 $4 $0 6245 Fees and Charges $0 0 0 •
$8,983 58,905 39,000 Subtotal - Dues, Fees Be Charges $6,770 36,770 $6,770
51,525 5703 $5,360 6250 Travel and Training 55,000 55,000 55,000 •
$276 5689 $400 6310 Utilities - Telemmm unications $1,224 1,224 1,224 •
$276 5689 $400 Subtotal - Utilities
31,224 $1,224 51,224 •
50 5■ $2,683 6352 Insurance-Liability 50 0 0
50 $0 5103 6353 Insurance - Flood 50 0 0 •
30 $0 5395 6354 Insurance - Property 50 0 0 •
$0 $0 $3,180 Subtotal - Insurance 80 30 $0
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50 50 $1,700 6400 Computer Hanlware and Software 55,366 83.300 53,300 •
_ 331,300 $27,617 3132,940 TOTAL MATERL4LS & SERVICES $154,409 $154,409 $154,409 •
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50 SO $7,777 6801 City Management $15,169 15,169 15,169 •
50 $0 $9,376 6802 Finance $17,088 17,088 17,088
50 50 $18,697 6803 Information Technology 512,634 12,634 12,634 •
$0 $0 $9,632 6804 Human Resources 59,445 9,445 9,445
80 $0 $3,112 6805 Risk Management 811,065 11,065 11,065 •
50 50 36,481 6806 Office Serviees S132,355 132,355 132,355
50 $0 $8,272 6807 Property Management $9,948 9,948 9,948
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$0 30 ($133,356) 6809 Community Development Administration 5(1 0 0
56 $0 3207,728 6811 City Recorder /Records 340,816 40,816 40,816 •
$0 30 $137,719 TOTAL INTERDEPARTMENTAL COSTS 3248,520 $248,520 $248 ,520
5� $0 53,400 8030 Capital Outlay - Equipment 50 0 •
$0 $0 53,400 TOTAL CAPITAL OUTLA $0 $0 50 •
$220,670 $222,157
1 5428,900 TOTAL OPERATING 5479,040 $479,040 $479,040 •
5220,670 1 5222,157 1 $566,679 1 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 3727,560 1 3727,560 1 5727,560 1 •
PAGE 156 - CITY OF TIGARD •
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• BUILDING BUDGET UNIT: 310
Program Results:
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• • Timely and responsive Building Permit and Code services.
• Coordination with Planning, Engineering, Public Works and other Departments to ensure that
• the full range of Codes and City Standards are complied with.
• • Buildings are constructed and built to the State of Oregon specialty codes and are safe for all
• occupants and users.
• Existing housing is safe, habitable, and in good repair.
• • The Building Inspection Division is accounted for in a dedicated fund, which is supported by
• permit revenues pursuant to State requirements.
• Program Description:
• The Building Inspection Division, part of the Community Development Department, is responsible
• for reviewing plans, issuing permits, and inspecting construction to ascertain compliance with the State
• of Oregon specialty codes. The specialty codes include building, fire, plumbing, mechanical, electrical
codes and other State of Oregon rules and statutes. The Division enforces requirements of the Tigard
Municipal Code and Community Development Codes and ordinances, including the Housing Code.
• The Building Division is managed by the Building Official and is comprised of Plans Examiners, In-
• spectors and support staff.
• FY 2008-09 Accomplishments:
• • The Building Division's response to the 50% decrease in construction activity included a reduc-
• tion in staff as well as reduced hours for remaining staff in order to control operating costs.
• • The Division implemented an upgrade to the permit tracking system. The upgrade provides
• web access to permit activity and history for all users of the system including the citizens of
Tigard. The system will also provide detailed reports that will assist management in making bet -
• ter business decisions.
• The Division implemented wireless computers for the field inspection staff. The wireless com-
• puters provide real time updates to the permit tracking system database. The results can be re-
• viewed by citizens, contractors and other users to expedite the permit process.
• Continued to analyze current processes and modify as necessary to improve customer service
• and efficiency.
• • Staff conducted a detailed analysis of Building fees in order to assess current fees with actual
• costs to provide a full service Building Division.
• FY2009 -10 Goals and Objectives:
• • Continue to provide timely, effective Building Inspection and Permit Services pursuant to need
• and demand.
• • Create user guides for City website to equip Citizens with tools to take full advantage of web
• based permit tracking system implemented in FY 2008 -09.
• Provide Building Division staff with the necessary technical training so they are well versed in
• educating the contractors on the specialty codes.
• • Work closely with homeowners, landlords and property managers in resolving housing defi-
ciencies as related to the Housing Code.
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• COMMUNITY DEVELOPMENT - PAGE 157
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BUILDING BUDGET UNIT: 310
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WORKLOAD MEASURES •
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2006 -07 2007 -08 2008 - 2009 -10
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Single family permits 224 224 18 36 •
Number of Housing complaints referred 34 34 23 23 •
to other cities or departments •
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Total number of declined Housing complaints 17 17 47 47 •
(after investigation) •
Multi - family Permits 60 100 0 0 •
Residential Alterations Permits 50 50 26 30 •
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Commercial Buildings Permits 10 10 6 5 •
Commercial Buildings Alterations Permits 600 600 162 130 •
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Number of inspections 0 23,500 7,778 9,064 •
Total number of permits 4,500 4,850 2,278 2,113 •
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Number of housing complaints 182 162 96 96 •
investigated (accepted cases) •
Total number of Housing complaints 213 172 NA NA •
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EFFECTIVENESS MEASURES •
2006 - 2007 -08 2008 -09 2009 -10 •
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Housing complaints investigated 98.00% 98.00% 100.00% 100.00% •
obtaining compliance •
Building inspections performed the 99.00% 99.00% 100.00% 97.00% •
following business day of request •
Plan review turnaround time 2.50 3.00 2.00 2.00 •
(Single family) (weeks) •
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Plan review turnaround time 3.00 3.00 2.00 3.00 •
(Commercial tenant improvement) •
(weeks)
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PAGE 158 - CITY OF TIGARD •
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• BUILDING BUDGET UNIT: 310
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• 2006 - 07 2007 -08 2008 -09 2009 -10
• Plan review turnaround time 5.00 4.00 4.00 4.00
(Commercial - new buildings)
• (weeks)
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• FULL -TIME EQUIVALENT POSITIONS
• 2006 -07 2007 -08 2008 - 09 2009 -10
• Administrative Specialist I 1.00 1.00 1.00 0.00
• Administrative Specialist II 1.00 1.00 1.00 0.00
• Building Official 1.00 1.00 1.00 0.80
Inspection Supervisor 1.00 1.00 1.00 0.00
• Inspector I 1.00 1.00 1.00 0.00
• Inspector II 3.00 3.00 3.00 0.80
• Management Analyst 1.00 1.00 0.00 0.00
Permit Coordinator 1.00 0.00 0.00 0.00
• Permit Specialist 0.80 0.00 0.00 0.00
• Permit Systems Supervisor 0.00 0.80 0.80 0.60
• Permit Technician 3.00 3.00 3.00 0.80
Plans Examination Supervisor 1.00 1.00 1.00 0.00
• Senior Inspector 3.00 3.00 3.00 1.60
• Senior Plans Examiner 2.00 2.00 2.00 0.80
• Senior Permit Technician 0.00 0.00 0.00 0.80
• Total 19.80 18.80 17.80 6.20
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• COMMUNITY DEVELOPMENT - PAGE 159
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BUILDING BUDGET UNIT: 310 •
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FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
19.80 18.80 17.80 Total FTE 6.20 6.20 6.20 •
5262,134 $290,631 5278,7 -8 5000 Salaries - Management 5116,516 5116,516 5116,516 40
$744,770 $726,771 5775,613 5002 Salaries - General 50 0 0
50 50 50 5003 Salaries - Police 50 0 0 •
50 50 50 5010 Salaries - Part Time $311,774 311,774 311,774
538,041 $27,397 525,000 5015 Salaries - Temporary 525,000 25,000 25,000 •
$5,885 51,256 55,000 5020 Overtime 50 0 0
$0 50 SO 5030 Incentive Pay 86,721 6,721 6,721 •
$1,050,830 51,046,055 51,084,391 Subtotal Wares 8460,011 5460,011 5460,011
55,200 52,068 51,091 5050 Unemployment 5435 435 435 •
$6,968 58,120 55,759 5051 Worker's Comp 54,181 4,181 4,181
579,889 579,190 S83,337 5052 FICA /Medicare 533,278 33,278 33,278
411
56,805 56,882 57,317 5053 Tri-Met Tax 52,877 2,877 2,877
$11,096 514,402 515,000 5054 VEBA $6,450 6,450 6,450
$1,154 $1,196 52,583 5055 Life Insurance 51,855 1,855 1,855 •
52,460 82,484 53,215 5056 Salary Continuation $0 0 0
$116,863 5125,189 5145,106 5057 Medical /Insutancr 598,180 98,180 98,180
411
$13,910 $13,973 $13,681 5058 Dental Insurance 50 0 0
599,878 5101,669 8110,150 5060 Retirement 544,666 44,666 44,666
56,256 58,769 58,363 5061 Deferred Comp Contributions 53,495 3,495 3,495 •
5350,481 5363,942 5395,602 Subtotal Benefits 5195,417 5195,417 5195,417 •
51,401,310 51,409,997 51,479,993 TOTAL PE RSONAL SERVICES 5655 ,428 $655,428 $655,428
588,440 540,956 $110,903 6000 Professional/Contractual Services $34,093 $34,093 546,093 •
$88,440 540,956 5110,903 Subtotal - Professional/Contractual /Legal Services $34,093 534,093 $46,093 •
528 5200 $3,500 6100 Repairs & Maintenance 5700 $ 1,, 5700
53,043 54,184 50 6113 Repairs & Maintenance - Vehicles 52,700 2, -■ g 2,700 •
$3,,072. 54,384 53,500 Subtotal - Repairs& Maintenance $3,400 53,400 53,400
50 50 5420 6150 Small Tools & Equipment 5500 5500 8500 •
517,068 $14,897 $17,325 6200 Office Supplies & Expense •
$6,000 56,000 56,000
56,274 53,896 56,255 6210 Special Department Expenses $3,680 53,680 53,680 •
511,772 $7,882 $7,875 6230 Advertising & Publicity 51,500 51,500 51,500 •
$2,412 5835 $1,575 6240 Dues & Subscriptions $893 5893 $893
$64 564 5210 6245 Fees and Charges 50 0 0 •
$2,476 5899 51,785 Subtotal - Dues, Pees at Charges 5893 5893 5893
$14,676 514,023 $17,700 6250 Travel and Training $2,212 $2,212 $2,212 •
55,408 S6,512 56,250 , 6260 Fuel 54,700 54,700 54,700 •
$8,712 $3,976 $7,200 6310 Utilities - Telecommunications 56,001) 6,000 6,000 •
58,712 53,976 $7,200 Subtotal - Utilities 56,000 $6,000 56,000
50 $0 58,005 6351 Insurance - Auto $0 0 0 •
$0 50 515,919 6352 Insurance - liability 50 0 0
50 50 5609 6353 Insurance - Flood 50 0 0 •
$0 SO 52,341 , 6354 Insurance - Property 50 0 0
50 $0 526,874 Subtotal - Insurance 50 50 50 •
58,546 50 $0 6400 Computer Hardware and Software 5 50 50
5166,442 597,425 5206,087 TOTAL MATERIALS At SERVICES $62,978 $62,978 574.978 •
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SO 50 535,875 6801 City Management J 522,749 22,749 22,749 •
50 50 $43,250 6802 Finance $25,627 25,627 25,627
$0 50 $174,501 6803 Information Technology $98,997 98,997 98,997 •
50 50 $57,152 6804 Human Resources 522,667 22,667 22,667
SO 50 518,462 6805 Risk Management 518,111 18,111 18,111 •
50 50 $18,972 6806 Office Services 53,152 3,152 3,152
50 $0 549,083 6807 Property Management $23,876 23,876 23,876 •
50 SO $16,172 6808 Fleet Man agem en $10,661 10,661 10,661
50 50 8133,356 6809 Comm unity Development Adm inisaation 50 0 0 •
$0 SO 590,084 6811 City Recorder /Records 5110,447 110,447 110,447
SO $0 $636,906 TOTAL INTERDEPARTMENTAL COSTS 5336,289 5336,289 5336,289
50 50 SO TOTAL BOND RELATED COSTS $0 _ 50 50 •
$26,330 $25,395 50 8020 Capiral Outlay - Vehicles 50 0 0 •
$0 50 5 297,947 8050 Capital Outlay - Tecrnology 50 0
526,330 525 ,395 5297,947 TOTAL CAPITAL OUTLAY 50 $0 50 •
$1 594,083 51,532,8171 51,984,027 TOTAL OPERATLNG COSTS -4.i IV7EKDLPA KTIIL'.VT.4L COS Tc) $ 5718,407 5730,407 •
51,594,083 I 51,532,817 1 52,620,933 I TOTAL COSTS (WITHJNTERDEPARTMEIVTAL COSTS) 1 51,054,695 . 1 51,054,695 1 51,066,695 1 •
PAGE 160 - CITY OF TIGARD •
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• CURRENT PLANNING BUDGET UNIT: 320
• Program Results:
• • Tree protection / preservation of City tree program, and mitigation of lost trees.
• All development will meet Comprehensive Plan and Development Code standards.
• • All development will be compatible with environmental conditions, including steep slopes, wet-
• lands, hazards, and floodplains.
• • All land use development will be served with water, sanitary, storm sewer, streets, and public
• facilities meeting City standards and requirements.
• Program Description:
• The activities within the Current Planning program include providing zoning and development infor-
• mation, as well as conducting pre - application conferences and reviewing applications. Applications
include zone changes, sensitive lands, subdivisions, variances, planned developments, land partitions,
• site design reviews, conditional uses, temporary uses, signs, sign code exceptions, land use decision ap-
• peals to the Hearings Officer, Planning Commission, and City Council. The Current Planning Division
works with the Long Range Division to coordinate and review comprehensive plan amendments and
• annexations. Individual annexation applications are processed by Current Planning.
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• The Division applies and updates the Community Development Code and updates some provisions of
• the Comprehensive Plan. Staff support is provided to the Planning Commission, Hearings Officer/
Referee, Tree Board and ad -hoc working groups as needed. The Division is also responsible for general
• code enforcement activities.
• FY2009 -10 Accomplishments:
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• • Initiated Urban Forestry Plan in conjunction with Long Range Planning.
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• Began tree planting program utilizing mitigation funds.
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• • Drafted Code Revisions for tree plan submittal requirements.
• Developed a list of potential code amendments and code studies.
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• • Completed over 470 code enforcement cases in addition to increased mediation and education
• efforts.
• • Assisted in development of downtown urban design standards and land use regulations.
• FY2010 - 11 Goals and Objectives:
• • Process 90% of all development applications within service standards.
• • Complete at least three scheduled Development Code amendments from draft list.
• •
• • Review tree code; prepare amendment based on council goals.
• • Provide staff training and begin implementation of new Downtown Development regulations.
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• COMMUNITY DEVELOPMENT - PAGE 161
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CURRENT PLANNING BUDGET UNIT: 320 •
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WORKLOAD MEASURES •
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2006 -07 2007 -08 2008 -09 2009 -10 •
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Number of development applications 507 450 508 450 •
Number of land use decisions made by Director 468 432 467 420 •
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Number of land use decisions made by 21 12 23 14 •
Planning Commission /Hearings Officer •
Number of land use decisions made by 28 28 14 14 •
City Council •
EFFECTIVENESS MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Land use decisions made within 99.00% 100.00% 100.00% 100.00% •
120 days or extensions •
•
Land use decisions made within 89.00% 90.00% 86.20% 90.00% •
service standards
•
Developments that meet ordinance 100.00% 100.00% 100.00% 100.00% •
standards
•
•
FULL -TIME EQUIVALENT POSITIONS •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Administrative Specialist 0.00 1.00 0.00 0.00 •
Associate Planner 3.00 3.00 3.00 3.00 •
Associate Planner /Arborist 0.00 1.00 1.00 1.00 •
Code Compliance Specialist 1.00 1.00 1.00 1.00 •
Permit Coordinator 0.00 1.00 1.00 1.00
Permit Systems Supervisor 0.20 0.20 0.20 0.20 •
Permit Technician 2.00 2.00 2.00 2.00 •
Planning Assistant 0.00 0.00 1.00 1.00 •
Planning Manager 1.00 1.00 1.00 1.00
Senior Administrative Specialist 1.00 0.00 0.00 0.00 •
•
Total 8.20 10.20 10.20 10.20 •
•
PAGE 162 - CITY OF TIGARD •
•
•
•
•
•
• CURRENT PLANNING BUDGET UNIT: 320
• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 8.20 10.20 10.20 Total FTE 10.20 10.20 10.20
$213,753 1281,053 1316,705 5000 Salaries Management $347,300 1347,300 $347,300
•
229,797 256,988 255,216 5002 Salaries - General 282,178 282,178 282,178
805 0 600 5015 Salaries - Temporary 610 (.II1 610
• 349 0 500 5020 Cherrime 0 n
$444,704 5538,041 5573,021 Subtotal Wages 5030,088 5630,088 5630,088
• 2,198 1,064 573 5050 Unemployment 629 629 629
• 2,657 4,225 2,327 5051 Workers Comp 5,038 5,038 5,038
34,002
41,288 43,834 5052 FICA/Medicare 48,155 48,155 48,155
2,879 3,536 3,849 5053 Tri-Met Tax 4,229 4,229 4,229
•
5,507 7,658 8,100 5054 VEBA 7,650 7,650 7,650
704 819 1,400 5055 life Insurance 3,234 3,234 3,234
• 1,250 1,528 2,039 5056 Salary Continuation 0 0 (1
118,80
59,642 78,397 92,555 5057 Medical /Insurance 118,506 178,806
118,806
• 6,966 8,954 9,209 5058 Dental insurance 0 0 0
43,939
54,104 60,457 5060 Retirement 66,421 66,421 66,421
• 5,036 7,894 9,502 5061 Deferred Comp Contributions 10,419 10,419 10,419
$164,779 5209,467 5233,845 Subtotal Benefits 5264,581 5264,581 $264,581
• 5609 , 5747,508 $806 TOTAL PERSONAL SERVICES 5894,669 5894,669 5894,669
• 514.227 512,699 533,942 6000 Professional/Contractual Services $19,700 519,700 519,700
$14,227 512,699 $33,942 Subtotal - Prolesslonal /Contractual /Legal Services $19,700 519,700 $19,700
• 577 536 5740 6100 Repairs &Maintenance 50 $0 $0
• 0 451 0 6113 Repairs & Maintenance - Vehides 8013 800 800
$77 $ 487 $740 Subtotal - Repairs & Maintenance
5800
5800 $800
• 512,076 $10,159 S9,000 6200 Office Supplies &Expense 59,388 $9,388 $9,388
• 5677 5984 51,400 6210 Special Department Expenses 51,525 $1,525 $1,525
• $6,297 $3,607 58,000 6230 Advertising & Publicity 56,000 56,000 56,000
• $1,632
300 $1,072 $1,145
1,000 6240 Dues & Subscriptions $7,265 $1,265 $1,265
564 6245 Fees and Charges 1,000 1,00(1 1,000
• 51,932 51,576 52,145 Subtotal - Dues, Fees & Charges $2,265 52,265 $2,265
• 51,246 53,367 56,265 6250 Travel and Training 55,635 55,635 $5,635
5119 8335 5800 6260 Fuel 5625 8625 $625
• 204 422 300 6310 Utilities - Telecommunications 1,200 1.200 I
• 5204 $422 5300 Subtotal - Utilities 51,200 51,200 $1,200
• 0 0 667 6351 Insurance - Auto 0 0 11
O 0 9,122 6352 Insurance - I3abiliry 0 0 0
O 0 349 6353 Insurance - Flood 0 0 0
• 0 0 1,342 6354 Insurance-Property 0 0 0
50 50 511,480 Subtotal - Insurance 50 50 $0
• SO SO $1,200 6400 Computer Hardware and Software $O $0 $0
• $36,855 $33,636 575,272 TOTAL MATERIALS & SERVICES 547,138 $47,138 547,138
• 0 0 17,690 6801 City Management I 29,823 29,823 29,823
0 0 21,327 6802 Finance 33,597 33,597 33,597
• 0 0 56,090 6803 Information Technology 83,270 83,270 83,270
O 0 32,750 6804 Human Resources 32,11 32,112 32,112
• 0 0 10,579 6805 Risk Managemrnt 21,474 21,474 21,474
O 0
13,850 6806 Office Services U 0 0
• 0 0 28,129 6807 Property Management 33,824 33,824 33,824
1) 0 1,348 6808 Fleet Management 1,776 1,776 1,776
• 11 0 42,989 6811 City Recorder /Remrds 96,618 96,618 96,618
$0 $0 5224,752 TOTAL INTERDEPARTMENTAL COSTS 5332,495 5332,495 $332,495
• $0 50 50 TOTAL BOND RELATED COSTS $0 50 $0
O 22,575 0 8020 Capital Outlay- Vehicles 0 0
• 0 0 104,243 8050 Capital Outlay - Technology it 0 0
$0 $22,575 $704,243 TOTAL CAPITAL OUTLA $0 $0 50
• 5646,338 1 5803,719 I 5986,381 TOTAL OPERATING COSTTTT�LESS INTERDEPARTMENTAL COSTS) 5941,807 5941,807 5941,81)7
•
• I 5646,338 1 5803,719 1 51;211,133 I TOTAL COSTS (111TH INTERDEPARTMENTAL COSTS) 1 $1,274,302 1 51,274,302 1 $1,274,302 i
• COMMUNITY DEVELOPMENT - PAGE 163
•
•
•
•
LONG RANGE PLANNING BUDGET UNIT: 330 •
•
Program Results: •
• Providing Citizen Involvement opportunities for Community Development related projects •
•
and programs.
• Maintaining and updating the City's Comprehensive Plan. •
• Preparing legislative actions for Planning Commission and Council consideration, such as De- •
velopment Code amendments; specific area plans; and Plan and Zoning Map amendments. •
• Representing the City's interests at intergovernmental and regional venues.
• Supporting the activities of citizen boards, commissions, Council appointed ad hoc committees •
and, occasionally, the City Council. •
• Providing support, when needed, to other departments to accomplish citywide goals. •
• Monitoring and maintaining relevant socioeconomic and demographic information.
• Monitoring and coordinating land use related natural resource protection and updating City •
regulations as needed. •
• Applying for, and administering, grants and participating in work force and special needs hous- •
ing programs. •
• Maintaining /updating planning related GIS files and creating cartographic products /reports.
•
Program Description: •
The mission of the Long Range Planning program is to engage Tigard's citizens and other community •
stakeholders in Long Range Planning to manage growth and enhance the community's quality of life. •
The activities undertaken by the Division to implement the mission include citizen outreach and in- •
volvement, legislative amendments to the Comprehensive Plan and Community Development Code,
intergovernmental coordination, developing /updating specific area plans, maintaining compliance with •
state and regional land use regulations, land use visioning, natural resource protection, securing grants, •
and maintaining land use trend information. •
The Long Range Planning Division also works closely with other divisions in the Community Devel- •
opment Department, and collaborates with all City departments to help enhance the community's qual •
ity of life. •
FY2008- 09Accomplishments: •
•
Completed: •
• Tigard Comprehensive Plan Update. •
• Downtown Tigard Urban Design Vision. •
• Downtown Tigard Urban Design and Land Use Regulations.
• Amendment of Transportation System Plan to include recommendations from the Tigard 99W
Improvement and Management Plan •
• Grant funds and IGA's to execute Tigard Transportation System and Neighborhood Pathway •
Plans.
• Periodic Review work program submittal. •
• Tigard Transit Center Redevelopment Study IGA with Metro and TriMet. •
• Numerous Citizen Information Plans. •
• Miscellaneous Code Amendments.
•
•
PAGE 164 - CITY OF TIGARD •
•
•
•
• LONG RANGE PLANNING BUDGET UNIT: 330
• Initiated and Made Progress Towards:
• Update of Tigard Transportation System Plan.
• Development of Tigard Pathways Plan.
• • Urban Forestry Master Plan, in coordination with City Arborist.
• • Omnibus update of the Tigard Development Code.
• Downtown Circulation Plan.
Provided ongoing support to:
• • Planning Commission
• City Council
• • City Center Advisory Commission (CCAC)
• • Committee for Citizen Involvement (CCI)
• • Tree Board
• • Other City Departments and Divisions
• FY2009 - 10 Goals and Objectives:
• • Complete Tigard Pathways Plan.
• • Complete Tigard Transportation System Plan update.
• Develop Downtown Circulation Plan.
• • Develop Transportation Area Plan for Tigard Triangle.
• Make substantial progress towards completing Tigard's Periodic Review Requirements, includ-
ing the update of the Public Facility Plan and Economic Opportunity Analysis.
• • Amend Tigard's Tree Protection Standards.
• • Prioritize implementation of the Comprehensive Plan (identify specific actions to implement
• Plan goals and policies).
• Assess the potential to amend Tigard's Natural Resources Program to protect additional
• (upland) resources.
• • Undertake Updates to the Tigard Development Code (3 year program).
• • Undertake legislative and policy oriented quasi - judicial land use actions as needed, i.e. transfer
of density and planned development standards.
• • Provide staff support to elected and appointed decision- makers.
• • Write and apply for grants as opportunities arise.
• • Administer the City's share of Washington County, CDBG Funds.
• Represent the City's housing interests at the Washington County Consortium.
• • Represent the City's interests at Metro, Washington County, and state as needed.
• • Develop Hwy 99W transit supportive land use concept.
• • Enterprise GIS — Provide file maintenance support and participate in upgrade planning.
• Update Tigard Community Profile, Buildable Lands Inventory, and Development Trends
Analysis.
• • Establish the basis to consider Zoning Map Amendments for Tigard Triangle, Hwy 99W, and
• employment areas.
• In coordination with the City's Arborist, complete the Tigard Urban Forestry Plan.
• Provide Citizen Involvement assistance to Community Development.
• • Develop a strategic plan to provide a land inventory to meet Tigard's long -term mitigation
• needs.
•
• COMMUNITY DEVELOPMENT - PAGE 165
•
•
•
•
•
LONG RANGE PLANNING BUDGET UNIT: 330 •
WORKLOAD MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Number of legislative amendment decisions 4 23 10 10 •
made by City Council •
Number of major land use reports /studies/ 4 6 5 6 •
plans completed •
•
Number of commission /board meetings 35 148 80 90 •
attended
•
Number of grants applied for and awarded 4 5 6 6 •
Number of intergovernmental meetings 12 25 35 60 •
attended •
•
EFFECTIVENESS MEASURES •
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Legislative amendments remanded by LUBA NA NA 0.00% 0.00% •
Reports /studies /plans adopted /accepted NA NA 100.00% 100.00% •
by City Council •
•
Accuracy of planning related GIS data NA NA 100.00% 100.00% •
distributed to public
•
Highway 99W designated as High Capacity NA NA NA Yes •
Transit Corridor •
FULL -TIME EQUIVALENT POSITIONS •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Administrative Specialist II 1.00 1.00 1.00 0.00 •
Assistant Community Development Director 0.00 1.00 1.00 1.00
Associate Planner 4.00 4.00 2.00 2.00 •
Planning Manager 1.00 0.00 0.00 0.00 •
Project Planner 0.00 0.00 1.00 1.00 •
Senior Planner 1.00 1.00 2.00 2.00 •
Senior Administrative Specialist 0.00 0.00 0.00 1.00 •
Total 7.00 7.00 7.00 7.00 •
•
•
PAGE 166 - CITY OF TIGARD •
•
•
•
•
• LONG RANGE PLANNING BUDGET UNIT: 330
• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 7.00 7.00 - 7.00 Total FTE 7.00 7.00 7.00
• $290,500 5399,150 5406,335 5000 Salaries - Management
5375,352 5375,352 5375,352
528,503 533,764 $34,984 5002 Salaries - General 543,141 43,141 43,141
• 526,409 513,654
518,720 5015 Salaries - Temporary 518, 7 20 18,720 18,720
51'14 50 50 5020 Overtime S4,50u 1,500 4,500
• $345,606 5446,568 $460,039 Subtotal Wages $441,713 $441,713 $441,713
• $1,951 $882 5461 5050 Unemployment S416 418 418
53263
54,360 $3,129 5051 Worker's Comp
54,036 4,036 4,036
• $30,250 834,385 535,191 5052 F1CA /Medicare 532,015 32015 32,015
82,556 $2 934 53,090 5053 Tri :Met Tax $2 811 2 811 2,811
• 84,537
55,161 55,100 5054 VEBA 54,500 4,500 4,500
$608 $708 $1,082 5055 Life Insurance
52,850 2,850 2,850
• $925 $1,357 51,809 5056 Salary Continuation 50 0 0
556,672
564,400
580.944 5057 Medical / Insurarce $87,337 87,337 87,337
• $7,387 $8,069 $8,587 5058 Dental Insurance 50 0 0
832,789
544,498
548,196 5060 Retirement
545,603 45,603 45,603
• 59,188 510,183 $12,191 5061 Deferred Comp Contributions $11,261 11,261 11,261
$ 136,082 5176,937 $199,780 Subtotal Benefits $190,831 $190,831 8190,831
• $481,688 8623,505 $659,819 TOTAL PERSONAL SERVICES $632,544 $632,544 $632,544
• 51.'.'(14 571,790 565,000 6000 Professional /ConttactualServices $86,000 . 5116,000 $116,000
• 512,934 $71,790 $65,000 Subtotal - Profession l /Coaaactual /Legal Services $86,000 $116,000 5116,000
• 528 50 $0 6100 Repairs & Maintenance 50 50 80
$28 50 $0 Subtotal - Repairs & Maintenance $0 $0 $0
• 5210 50 50 6150 Small Tools & Equipment 5 50 50
• 517,861 521,424 , 522,512 6200, Office Supplies & Expense 521,700 $21,700 521,700
• $1,825 51,072 $220 6210 Special Department Expenses 51,577 $1,577 $1,577
• 5200 53,058 52,000 6230 Advertising & Publicity 82,000 52,000 $2,000
• 5927 53,381 $2,755 6240 Dues & Subscriptions 52,205 52,205 52,205
$927 $3,381 $2,755 Subtotal - Dues, Fees & Charges 82,205 82,205 $2,205
• $5,411 58,784 812,725 6250 Travel and Training $11,675 $11,675 $11,675
• 5 5246 5650 6310 Utilities - Telecommunications $650 650 650
• $0 $246 $650 Subtotal - Utilities $650 8650 $650
• 50 $0 $6,260 6352 Insurance - liability $0 0 U
$U $0 5239
6353 Insurance - Flood $0 0 0
• 80
51,052 6354 Insurance - Property SO 0 0
$0 $0 $7 Subtotal - Insurance $0 $0 $0
• 57,405 5144 51,000 64001 Com plater I Iurdware and Software 51,000 51,000 51,000
• $46,801 8109,899 $114,414 TOTAL MATERIALS & SERVICES $126,807 $156,807 $156,807
• 50 50 514,503 6801 City Management I
524,046 24,046 24,046
• 50 50 $17,485 6802 Finance 527,088 27,088 27,088
$U
50
568,554 6803 Information Technology
572,863 72,863 72,863
• 50 50 $22,475 6804 Human Resources
522,038 22,038 22,038
50 $0 57,260 6805 Risk Management $14,498 14,498 14,498
• 5U
50 521,062 6806 Office Services $0 0 0
$U 50 522,063
6807 Pmperty Manat{ement $23,212 23,212 23,212
• $0 50 $62,150 6811 City Recorder /Records 5122,062 122,062 122,062
$0 $0 $235,553 TOTAL INTERDEPARTMENTAL COSTS $305,808 $305,808 $305,808
• 50 50 0 537,575 8050 Capital Outlay - Technology $0 0
• $0 $0 $37,575 TOTAL CAPITAL OUTLAY 80 $0 $0
• 5528,489 5733,404 5811,808 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) 5759 351 5789,351 5789,351
• 1 $528,489 1 5733,404 1 51,047,361 I TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 81,065,159 I 51,095,159 1 51,095,159 1
• COMMUNITY DEVELOPMENT - PAGE 167
•
•
•
•
CAPITAL CONSTRUCTION & TRANSPORTATION BUDGET UNIT: 340 •
•
Program Results: •
• •
The Division supports the City's goals and objectives. •
• The City's transportation system is safe and efficient for all modes of travel.
• The City's street infrastructure is properly maintained and upgraded as needed to protect or •
extend its useful life before it deteriorates to the point that expensive rehabilitation or replace- •
ment is required. •
• Street improvement projects are designed and constructed properly to enhance traffic flow and
traffic safety while minimizing maintenance costs. •
• The City's neighborhood streets are safe for pedestrians, bicyclists and motorists and carry traf- •
fic volumes appropriate for residential neighborhoods. •
• Key improvements are made to streets and highways within the City, regardless of jurisdiction,
to provide smooth and efficient intra -city traffic circulation. •
• Alternate routes to State highways and County major roadways are developed and constructed •
to provide better intra -city traffic circulation and reduce congestion on the major transporta- •
tion facilities.
• The Division enhances environmental quality and addresses potential health and safety issues •
for the citizens of Tigard by providing adequate storm drain and sanitary sewer services and by •
ensuring that sanitary sewer and storm water systems are constructed, reconstructed, and ade- •
quately maintained. •
• The Division stays abreast of and addresses regional, state and national issues that may affect
the City. •
• The Division promotes alternative modes of transportation such as bike, ped and transit. •
• The Division fosters the creation of partnerships with other jurisdictions to fund and construct •
improvements to key state and county transportation facilities within the City.
•
Program Description: •
The Capital Construction & Transportation Division is directed by the City Engineer. It designs and •
constructs Capital Improvement Program (CIP) projects in accordance with City standards. •
The CIP includes projects to maintain and improve the City's infrastructure. The program includes •
maintenance and improvement of public streets, City- maintained utilities, construction of new facilities, •
expansion of existing facilities, as well as rehabilitation, renovation or reconstruction of existing facili- •
ties to improve efficiency and extend useful service life. •
The Division provides engineering and construction management expertise to other City departments. •
It coordinates, collaborates and cooperates with other departments to address the needs of the City. •
•
•
•
•
•
•
•
•
PAGE 168 - CITY OF TIGARD •
•
•
•
•
•
• CAPITAL CONSTRUCTION & TRANSPORTATION BUDGET UNIT: 340
• FY2008 -09 Accomplishments:
• Highlights of the CIP (Capital Improvement Program) implementation in FY 2008 -09 include the fol
• lowing:
• • Placed approximately 4.3 lane miles of pavement overlay on the following streets as part of the
• PMMP (Pavement Major Maintenance Program) - Phase I Overlay project:
•
• • 87th Ave (north of Pine brook St)
• • 88th Ave (north Pine brook St)
• 89th Ave (north & south of Pine brook St)
• • 92nd Ave (View Terrace to Inez St)
• • 93rd Ave (Inez to McDonald St)
• • 94th Court (View Terrace to end)
• Ashford St (east of 79th to end)
• • Melrose Court (93rd Ave to end)
• • Mountain View Lane (400' west and 550' east of 93rd Ave)
• • Pine brook St (89th Ave to Hall Blvd)
• Pine brook Court (west of 89th Ave)
• • View Terrace (110' west of 94th Court to 92nd Ave)
• • Walnut St (Barrows Rd to Banish St)
• • Fairhaven St (115th Ave to cul -de -sac) and
• Fairhaven Court
•
• • Reconstructed a 1000 -foot segment of 79th Ave between Churchill Way and Ashford Street as part
• of the PMMP - Phase II project.
• • Installed approximately 3.5 miles of slurry seal application on the following streets to complete the
• FY 2008 -09 PMMP:
• • 86th Ave
• • 87th Ct
• • 88th Ave
• • 90th Ave
• 91st Ave
• • 92nd Ave
• • 93rd Ave (Inez St to View Terrace)
• • Pine brook St (92nd to 89th Ave)
• View Terrace (94th Ave to Mountain View Lane)
• • Inez St
• • Greensward Lane
• • Heidi Ct
• • Re- striped approximately 19,000 lineal feet of existing stripes and replaced numerous pavement
• markings and markers to enhance visibility and traffic safety.
• • Stabilized a stream bank, re- aligned a creek and rebuilt a portion of a retaining wall near the inter-
• section of 108th Ave and Durham Road.
•
• COMMUNITY DEVELOPMENT - PAGE 169
•
•
•
•
CAPITAL CONSTRUCTION & TRANSPORTATION BUDGET UNIT: 340 •
•
• Completed the repair for a collapsed storm drain outfall on Waverly Drive. •
•
• Stabilized a creek bank by Derry Dell Creek /118th Court.
•
• Upgraded the traffic signal connection at the intersection of Upper Boones ferry Road and Sequoia •
Parkway to improve rail crossing safety. •
• Installed a total of 11 school zone flashing lights to set the school zone speed limit of 20 mph at 4 •
schools: Fowler Middle School, Gaarde Christian Academy, Alberta Rider Elementary, and
Metzger Elementary. •
• Installed 12 electronic speed signs at 6 schools: Fowler Middle School, Gaarde Christian Academy, •
Durham Elementary, Alberta Rider Elementary, and Metzger Elementary. •
• Modified the concrete traffic median on Dartmouth Street at Hwy 99W to enhance left -turn traffic •
movements from Dartmouth Street onto westbound Hwy 99W. •
• Repaired the Tigard Street Pedestrian Bridge, which involved replacement of the superstructure •
and repair of some substructure elements to resolve pedestrian safety concerns. •
• Completed the construction of three Sanitary Sewer Reimbursement Districts on: •
• Fairhaven Street, Fairhaven Court, 115th and 114th Ave to provide sewer service to 22 lots. •
• 97th Ave and Inez Street to provide sewer service to 14 lots. •
• Hoodview Drive and Kable Street to serve 25 lots.
• Completed the design for the 72nd Ave /Dartmouth Street Intersection to provide design guidelines •
for future developments abutting the intersection. •
• •
Replaced approximately 1,000 lineal feet of storm drain pipes on Greens Way and Highland Drive •
and installed new manholes to eliminate the corrosion problem and resolve the water quality issue •
in that storm drainage system.
•
• Repaired a deep sanitary sewer pipe on 72nd Ave by Tech Center Drive that was beyond the repair •
capabilities of the City's Public Works Department.
•
• Replaced approximately 200 feet of a sanitary sewer main that crosses Hwy 217 using the pipe •
bursting method to eliminate impacts to traffic on the highway. •
• Installed a metal beam guardrail along the sharp curve at the intersection of 115th Ave and Fonner •
Street to keep vehicles within the roadway limits. •
• Substantially completed the installation of crosswalk lights on Durham Road at the Tigard High •
School. •
•
• Constructed approximately 150 lineal feet of boardwalk between Hall Blvd and Fanno Creek and
installed a timber bridge over the creek to connect to the existing trail behind the Library. •
• Began the installation of the lighted crosswalk on Hall Blvd at the existing Fanno Creek Trail. •
•
• Temporarily repaired the bank failure on Fanno Creek at Arthur Court pending a more permanent •
repair to be designed and constructed later. •
•
PAGE 170 - CITY" OF TIGARD •
•
•
•
•
•
• CAPITAL CONSTRUCTION & TRANSPORTATION BUDGET UNIT: 340
• • Completed the designs for the following projects for construction scheduled for the summer and
• fall of 2009:
• Greenfield Ave Storm Drainage
• • FY 2009 -10 PMMP
• • FY 2009 -10 Striping
• • Hall Blvd Sidewalk (Bonita Road to 600 feet north)
• Steve Street Storm Drainage
• Bonita Road Pipe Removal
• • 72nd Ave /Baylor Street Sanitary Sewer Extension
• • Hunziker Street at Hall Blvd Sanitary Sewer
• Deny Dell Creek Slope Stabilization near 13800 118th Ave
• • Barrows Road Sidewalk
• • Walnut Street Sanitary Sewer east of 112th Ave
• FY2009 -10 Goals and Objectives:
•
• • Implement the annual Capital Improvement Program. Help formulate the CIP for FY 2010 -11.
• Consider input from neighborhood groups, government entities, citizens, and incorporate that
input into the development of the program.
• • Form partnerships with other jurisdictions to fund and construct improvements to key regional
• transportation facilities within the City.
• • Develop and jointly implement solutions with ODOT and Washington County to improve
traffic circulation across and within the Highway 99W corridor.
• • Continue to work closely with Washington County and ODOT in the completion of the Hall
• Boulevard /Highway 99W Intersection Improvements.
• • Implement high priority projects identified and recommended by the Highway 99W Corridor
Improvement and Management Plan.
• • Complete the Greenburg Road /Highway 99W /Main Street Intersection Improvement Project
• design, begin right -of -way acquisition, and coordinate joint construction with the County's
• Hall /99W Intersection Project.
• Continue to implement projects in accordance with the Tigard Downtown Improvement Plan.
• • Continue the Citywide Sewer Extension Program.
• • Continue to implement sanitary sewer projects in accordance with the Sanitary Sewer Master
• Plan.
• Continue efforts to develop new funding sources for major transportation projects.
• • Coordinate closely with and provide assistance to other divisions and departments as needed in
• support of Council goals and City programs.
• • Incorporate citizen involvement processes in the Division programs.
• Implement the updated long -term Street Maintenance Plan to conform to whatever increases
are made, if any, on the current fee rates
• • Continue to seek and implement ways to improve the efficiency and effectiveness of Divisional
• operations.
• Participate in the development of Public Facility Plans for City infrastructure.
•
•
•
•
• COMMUNITY DEVELOPMENT - PAGE 171
•
•
•
•
•
CAPITAL CONSTRUCTION & TRANSPORTATION BUDGET UNIT: 340
•
WORKLOAD MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Sanitary Sewer - Number of identified 2 1 2 2 •
repairs /upgrades •
Storm drainage- Number of identified 5 1 4 4 •
• repairs /upgrades
•
Number of traffic calming devices 0 2 4 4 •
installed yearly •
Number of sewer service laterals provided 54 28 44 63 •
by the Sanitary Sewer Extension Program •
Number of low -cost, high- impact projects 1 5 7 6 •
to improve traffic flow and enhance •
traffic safety. •
•
EFFECTIVENESS MEASURES
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Pavement overlay miles completed NA 2.00 2.30 2.50 •
•
Pavement slurry seal miles completed 0.00 0.00 1.40 2.50 •
•
FULL -TIME EQUIVALENT POSITIONS •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Administrative Specialist II 0.50 0.50 0.50 0.50 •
City Engineer 1.00 1.00 1.00 1.00 •
City Surveyor 0.00 0.00 1.00 1.00 •
Engineering Assistant 0.00 1.00 1.00 1.00
Engineering Manager 1.00 1.00 1.00 1.00 •
Engineering /Survey Specialist 1.00 1.00 0.00 0.00 •
Lead Engineering Construction Inspector 0.00 0.00 1.00 1.00 •
Project Engineer 2.00 2.00 2.00 2.00
Rights of Way Administrator 1.00 1.00 1.00 0.00 •
Senior Administrative Specialist 1.00 0.00 0.00 0.00 •
Senior Engineer Technician 3.00 3.00 2.00 2.00 •
Sr. Project Engineer /Right of Way Admin 0.00 0.00 0.00 1.00 •
Total 10.50 10.50 10.50 10.50 •
•
PAGE 172 - CITY OF TIGARD •
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• CAPITAL CONSTRUCTION & TRANSPORTATION BUDGET UNIT: 340
• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 10.50 10.50 10.50 Total FTE 10.50 1030 1030
5325,835 5383,094 $382,582 5000 Salaries - Management 5489,356 5489,356 $489,356
• $181,317 $245,705 $317,917 5002 Salaries - General 5234,194 234,194 234,194
$18,997 $8,888 SO 5010 Salaries -Part Time
519,781 19,781 19,781
• $0 $0 50 5015 Salaries - Temporary 520,000 20,000 20,000
$3,445 $9,9(11 510,500 5020 Overtime 510,500
10,500 10,500
5529,594 $647,588 5710,999 Subtotal Wages 8773,831 5773,831 5773,831
• $2,623 $1,280 5709 5050 Unemployment $743 743 743
• $3,897 $6,955 54,728 5(151 VG'orkce's Comp 58,102 8,102 8,102
540,293 549,506 $54,393 5052 FICA /Medicare 556,865 56,865 56,865
$3,427 $4,263 84,776 5053 Tri -Met Tax 54,994 4,994 4,994
•
55,228 57,910 $8,400 5054 VEBA 58,100 8,100 8,100
51,014 $1,509 52,466 5055 Life Insurance S3,567 3,567 3,567
• 51,355 $1,518 52,384 5056 Salary Continuation 50 0 0
,
$63,949 891,212 5122,060 5057 Medical/Insurance
5139,100 139,100
139,100
411 58,114 $11,725 512,902 5058 Dental Insurance 50 0 (I
,
554,914 555,919 575,894
5060 Retirement 579,227 79,227 79227
5)11 $8,678 511,478 5061 Deferred Comp Cn n tributions 514,681 14,681 14,681
• 5190,413 5240,475 5300,190 Subtotal Benefits 5315,379 531.5,379 5315,379
• $720,007 $888,063 51,011,189 TOTAL PERSONAL SERVICES 51,089,210 $1,089,210 51,089,210
;+ ;+ ii 1 567,276 $88,000 6000 Professional /Contractual Servios 561,700 561,700 568,300
•
$43,430 567,276 588,000 Subtotal - Pro&ssional/ Contractual /Legal Services $61,700 561.700 568,300
• 5 4 o' 5752 61(1(1 Repairs &Maintenance 52,000 52,000 52,000
yu 571 $(1 6101 Repairs & Main tenan¢- Facilities $0 0 0
• 52,251 $4,947 S0 6113 Repairs & Maintenance - Vehicles 31,50(1 1,500 1,5(1(1
52,658 55,770 53,900
Subtotal - Repalra & Maintenance 53,500 53,500 53,500
• 51,031 $3,754 $2,500 6150 Small Tools & Equipment 510,000 510,000 $10,000
• 510,540 $13,417 51(1,600 6200 Office Supplies & Expense 59,150 59,15(1 $9,15(1
52,92(1 $2,534 , 53,60(1 621(1 Special Department Expenses 54,385 54,385 $4,385
•
56,363 51,623 51,500 6230 Advertising & Publicity 51,615, $1,615 $1,615
• 15) $836 51,800 6240 Dues & Subscriptions 52,134 52,134 52,134
• 5224 5366 5400 6245 Fees and Charges $710 710 710
51,184
51,202 52,200 Subtotal -Dues, Feea & Charges
$2,844 52,644 52,844
• 55,588 515,718 514,000 6250 Travel and Training S15,217 515,217 515,217
• 52,262 $2,229 $4,000 6260 Fuel $4,050 $4,050 $4,050
$278 $0 SO 6280 Rents and Ia95es 5( 50 50
• 5 1,765 52,922 53,500 6310 Utilities - Telecommunications 53,480 3,480 3,480
• 51,765 $2,922 $3,500 Subtotal - Utilities $3,480 53,480 53,480
SO 50 51,334 6351 Insurance -Auto 50 0 0
•
54 SO 59,390 6352 Insurance - Liability $0 0 O
S4 SO $359 6353 Insurance - Flood 50 0 0
• 51 5o 51,381 6354 Insurance - Property
50 (1 (1
50 50 , $72,465 Subtotal - - Insurance 50
80 50
• 54,188 81(1,681 518,000 6400, Com pater Hardware and Software 514,300 514,300 514,300
• 582,206 5127,126 5164,265 TOTAL MATERIALS d(t SERVICES 5130,241 5130,241 5136,841
1 • SO SO $22,615
$27,265 6801 City Management $38,615 38,615
43,501 38,615
SU $0 6802 Finance 543,501 43,501
50 SO $56,090 6803 Information Technology $45,309 45,309 45,309
•
50 5(1 533,713 6804 Human Resources 533,057 33,057 33,057
50 SO 51(1,891 6805 Risk Management 528,469 28,469 28,469
• 50 50 59,512 6806 Office Services 56,303 6,303 6,303
54
$O 528,958 6807 Property Management 534,819 34,819 34,819
• 50 50 52,695 6808 Fleet Management 55,330 5,330 5,330
$0 50 533,781 6811 City Recorder /Records 558,040 58,040 58,040
50 50 5225,521 TOTAL INTERDEPARTMENTAL COSTS 5293,444 5293,444 5293,444
• 50 $0 50 TOTAL BOND RELATED COSTS 50 50 50
• 515,065 51 $0 8020 Capital Outlay- Vchides 50 0 0
50 5u 570,500 8030_Capital Outlay - Equipment SO 1) u
•
$15,065 $0 570,500 TOTAL CAPITAL OUTLAY 50 50 50
• $817 $1 01 189 I 51,245,954 TOTAL OPERATI.AG COSTS (LESS IVTERDEP.4 RTbfENTAL COSTS) 51,219,451 51.219,451 51,226,051
• I 5817,278 1 51,015,189 1 51,471,475 I TOTAL COSTS (WITIYINTERDEPARTMENTAL COSTS) 1 51,512,896 1 $1,512,896 1 51,519,496
• COMMUNITY DEVELOPMENT - PAGE 173
•
•
•
•
DEVELOPMENT ENGINEERING BUDGET UNIT: 350 •
•
Program Results: •
•
• Private developments are designed and constructed in accordance with the City's standards and •
requirements. •
• Public improvements by developers are constructed to meet City design standards and develop-
ment code provisions. •
• Hillside development is constructed in accordance with City and State regulations. •
• As -built information is stored efficiently, is easily retrievable, and provides up -to -date, accurate •
information for the City's customers.
• Public improvements perform in accordance with design life. •
Program Description: •
The Development Engineering Division provides technical review and issues permits for proposed •
private development projects, provides inspections to assure compliance with City standards, and •
maintains records relating to public facilities. •
FY2008 - 09 Accomplishments: •
• •
Processed new permits for minor and major projects totaling $1 -2M in public improvements •
within the City.
•
• Reviewed and inspected public improvements in such major development projects Fanno •
Creek offices; Dartmouth Square; Paul Schatz Furniture; Gertz Homes at Edgewood; Village at •
Summer Creek; Commuter Rail Station and Main Street improvements; and 550 Zone Reser-
voir. •
FY 200940 Goals and Objectives: •
•
• Continue Private Development review and inspection in accordance with City standards. •
• Work with ODOT and Washington County to require adequate public improvements on State •
•
and County facilities with private development applications.
•
•
•
•
•
•
•
•
•
•
•
•
PAGE 174 - CITY OF TIGARD •
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•
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•
•
• DEVELOPMENT ENGINEERING BUDGET UNIT: 350
• WORKLOAD MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• Number of land use applications reviewed NA NA NA 450
• for public engineering
•
• Number of Public Facility Improvement 110 110 110 35
permits issued for private development
•
• Number of Public Facility Improvement NA NA NA 100
• permits issued for right -of -way and utilities
•
• EFFECTIVENESS MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• Inspections conducted within 24 hours NA NA NA 100.00%
•
• Projects reviewed within a specific timeframe NA NA NA 100.00%
• Number of subdivisions requiring geotech 1 1 1 1
• review by City
• Number of inspections conducted for utility NA N A NA 1,000
0 Line replacements, services and upgrades
•
• FULL -TIME EQUIVALENT POSITIONS
• 2006 -07 2007 -08 2008 -09 2009 -10
•
• Engineering Manager 1.00 1.00 1.00 1.00
• Engineering Technician I 1.00 1.00 1.00 1.00
• Engineering Technician II 1.00 0.00 0.00 0.00
Senior Engineer Technician 2.00 3.00 2.00 2.00
•
• Total 5.00 5.00 4.00 4.00
•
•
•
•
•
•
•
• COMMUNITY DEVELOPMENT - PAGE 175
•
•
•
•
•
DEVELOPMENT ENGINEERING BUDGET UNIT: 350
•
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted •
5.00 5.00 5.00 Total FTE 4.00 4.00 4.00 •
577,767 581,373 583,437 5(85) Salaries - Management 591,925 591,925 $91,925
5190,803 5156,055 3212,713 5002 Salari es - General $175,314 175,314 175,314 •
5268,570 $237,428 3296450 Subtotal Wages $267,239 $267,239 5267,239
$1,328 5469 5296 5050 Unemployment 5268 268 268 •
$2,249 52,645 52,014 5051 Worker's Comp 53,183 3,183 3,183 •
520,373 517,821 522,655 5052 F1CA /Medicare 520,444 20,444 20,444
51,740 51,560 $1,990 5053 Tri-Met Tax $1,796 1,796 1,796
52,874 53,350 54,200 5054 VEBA 33,300 3,300 3,300 •
5316 $280 5725 5055 life Insurance $983 983 983
5706 $654 $934 5056 Salary Continuation 50 0 0 •
531,723 530,916 540,777 5057 Medical/Insurance 540,253 40,253 40,253
54,096 53,815 54,139 5058 Dental Insurance 50 0 0
527,675 524,564 530,448 5060 Retirement •
52,333 52,441 522,643 27,643 27,643
52,503 5061 Deferred Comp Contributions .. _.'58 2,758 2,758 •
595,413 588,515 5110,681 Subtotal Benefits 5100,628 $100,628 5100,628
5363,983 5325,943 5406,831 TOTAL PERSONAL SERVICES $367,867 5367,867 8367,867 •
65,628 52,889 512,361 6000 Professional/Contractual Services 523,2(1(1 52 3,2()1 $23,200
•
55,628 52,889 512,361 Subtotal - Professional /Contractual /Leal Services $23,200 523,200 523,200
$28 $0 50 6100 Repairs & Maintenance $0 $0 •
$927 54,161 $1,000 6113 Repairs & Maintenance - Vehicles 51,600 1,600 1,600
$955 54,161 51,000 Subtotal - Repairs & Maintenance 51,600 51,600 51,600 •
5315 50 50 6150 Small Tools & Equipment 50 , 50 50 , •
51,613 52,718 $1,000 6200 Office Supplies &Expense 51,100 51,10(1
31,100 •
51,283 52,728 53,700 6210 Special Department Expenses $4,540 54,54(1
54,540 •
51,490 $627 $300 6230 Advertising & Publicity $0 50 50
$184 5107 5110 6240 Dues &Subscriptions 5140 5140 3140 •
5127 $0 5100 6245 Fees and Charges 3180 180 180
5311 $107 $210 Subtotal - Dues, Fees & Charges 5320 5320 $320 •
52,176 $6,646 57,285 6250 Travel and Training 54,509 54,509 54,509 •
$658 50 51,600 6260 Fuel 52,700 52,700 32,700 •
51,572 50 50 6280 Rents and leases $0 $0 50 •
52,388 51,503 32,400 6310 Utilities - Telemmmunimtions
52,388 51$03 52,400 Subtotal - Utilities $2 2,280 2,280
•
52, 280 52,280 52,280
160 30 52,001 6351 Insurance - Auto $0 0 0 •
30 30 54,472 6352 Insurance - liability $0 0 0
50 50 $171 6353 Insurance - Flood 50 0 0
50 30 $658 6354 Insurance - Property $0 0 0 •
50 50 57301 Subtotal - Insurance 50 §0 S0
5404 $6,720 $950 6400 Computer Hardware and Software $ 1,300 $1,300 • $1,300 •
518,792 $28,099 538,107 TOTAL MATERIALS &SERVICES 541,549 541,549 541,549 •
50 50 $9,335 6801 City Management 512,965 12,965 12,965 •
50 50 511,254 6802 Finance 314,606 14,606 14,606
50 50 531,161 6803 Information Technology 554,297 54,297 54,297 •
50 $0 316,054 6804 Human Resoumes 515,741 15,741 15,741
50 30 $5,186 6805 Risk Management 511,543 11,543 11,543 •
$0 30 53,188 6806 Office Services 50 0 0
$0 50 $13,791 6807 Property Management 516,581 16,581 16,581 •
50 50 54,043 6808 Fleet Management $3,554 3,554 3,554
$0 50 $19,473 6811 City Recorder /Records 349,550 49,550 49,550
$0 , 50 5113,484 TOTAL INTERDEPARTMENTAL COSTS 5178,836 5178,836 $178,836 •
50 50 50 TOTAL BOND RELATED COSTS 50 . 50 30 •
..9 5n $0 8020 Capital Outlay - Vehides 50 0 0
5o 50 580,629 8050 Capital Outlay - Technology 50 0 0 •
535,851 $0 380,629 TOTAL CAPITAL OUTLAY $0 50 50 •
$418,626 $354,042 $525,567 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) 5409,416 _ $409,416 $409,416 •
5418,626) 5354,042 I $639,052 1 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 5588,252 ( 5588,252 1 3588,252 I •
PAGE 176 - CITY OF TIGARD •
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•
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•
•
• STREET LIGHTS & SIGNALS BUDGET UNIT: 360
•
• Program Results:
• • Arterial and collector streets are adequately lit for vehicular and pedestrian safety.
• • Major intersections have traffic signal systems for safe and efficient movement of all modes of
• transportation.
• • Neighborhood streets are provided adequate lighting in accordance with City policies.
• Program Description:
•
• This budget unit provides for the maintenance and energy costs for street lighting and traffic signals on
• public streets. Funding for streetlights and signals comes solely from the City's share of state and
county gas taxes collected. All maintenance work is done by contract and no City personnel are
• funded by this budget. The Capital Construction and Transportation Division and the Public Works
• Department jointly manage this unit. The Capital Construction and Transportation Division handles
• traffic signal and street light energy and maintenance. The City contracts with Washington County sig-
nal technicians to perform signal maintenance.
•
• FY2008 -09 Accomplishments:
• • Ensured that existing systems were energized and maintained properly for optimum operation.
•
• FY2009 - 10 Goals and Objectives:
• • Keep the lights on in the City.
•
• • Assume energy and maintenance costs for traffic signal systems installed through the Capital
• Improvement Program.
• Install essential street lights as needed on collector and arterial streets.
• • Continue payment for energy and maintenance costs on installed systems.
•
• • Ensure that existing systems are maintained properly for optimum operation.
•
•
•
•
•
•
•
•
•
•
•
• COMMUNITY DEVELOPMENT - PAGE 177
•
•
•
•
•
STREET LIGHTS & SIGNALS BUDGET UNIT: 360
•
WORKLOAD MEASURE'S •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
New signal systems added 2 1 2 1 •
New street lights added on collectors 10 6 20 6 •
and arterials •
Total number of street lights NA NA NA 4,100 •
•
Annual cost per light NA NA NA $1.25 •
•
EFFECTIVENESS MEASURES •
•
2006 -07 2007 -08 2008 - 09 2009 -10 •
Existing system energized and adequately NA NA Yes Yes •
maintained. •
Level of service improved Yes Yes NA NA •
in new signalized intersections •
•
Miles of collector streets with 42.00% 42.00% NA NA •
street lights
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
PAGE 178 - CITY OF TIGARD •
•
•
•
•
•
• STREET LIGHTS & SIGNALS BUDGET UNIT: 360
• FY 2006-07 FY 2007 -08 FY 2008-09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 0.00 0.00 0.00 Total FTE 0.00 0.00 0.00
• •
• 10 50 50 TOTAL PERSONAL SERVICES $0 10 50
$1,354 $0 $0 6000 Professional /Contractual Services $0 $0 $0
• $1,354 $0 $0 Subtotal - Professional /Contractual /Legal Services $0 $0 $0
• $0 $0 $50,000 6100 Repairs &Maintenance $55,000 $55,000 $55,000
549,451 567,114 $0 6101 Repairs & ylaintenance - Facilities 10 0 0
• $49,451 $67,114 $50,000 Subtotal - Repairs &Maintenance $55,000 $55,000 $55,000
• $419,800 $463,359 $465,020 6302 Utilities- Electricity $500,000 500,000 500,000
• $419,800 $463,359 $465,020 Subtotal - Utilities $500,000 $500,000 $500,000
• $470,605 $530,473 5515,020 TOTAL MATERIALS & SERVICES $555,000 $555,000 $555,000
• 50 $0 $9,481 6801 Cin Management I S1 17,575 17,575
• 10 50 $11,430 6802 Finance 519,798 19,799 19,799
• $0 $0 $34,808 6806 Office Services 50 0 0
$0 $0 $55,719 TOTAL INTERDEPARTMENTAL COSTS $37,373 $37,374 $37,374
• 50 50 $5,000 8030 Capital Outlay - Equipment Su 0 0
• 50 50 $12,240 8050 Capital Outlay - Tedinology 50 0 0
• $0 $0 $17,240 TOTAL CAPITAL OUTLAY 10 $0 10
• I $470,605, $530,473 I $532,260 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $555,000 $555,000 $555,000
•
• $470,605 1 $530,473 1 $587,979 1 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1592,373 1 $592,374 1 $592,374
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
• • COMMUNITY DEVELOPMENT - PAGE 179
•
•
•
•
•
DOWNTOWN REDEVELOPMENT BUDGET UNIT: 370 •
Program Results: •
•
• Implement Downtown Urban Renewal. •
Program Description: •
•
Downtown Redevelopment is responsible for: •
• Developing and updating strategies, work programs, and action plans to implement revitaliza- •
tion of the Downtown. •
• Developing and executing key projects to stimulate redevelopment in the Downtown. •
• Preparing financial strategies to maximize use of tax increment funds and other funding •
sources for projects in Downtown.
• Developing operating and capital budgets for the Division. •
• Inter - departmental actions for Downtown related projects. •
• Coordinating with business and property owners; outside agencies to develop Downtown pro- •
jects.
• Providing staff liaison services to the City Center Advisory Commission (CCAC) and City Cen- •
ter Development Agency (CCDA). •
FY 2008-09 Accomplishments:
•
Completed: •
• Construction plans and permitting for Fanno Creek Park. •
• Intergovernmental agreement with Metro and TriMet for study of Transit Center redevelop-
ment. •
• Tigard Downtown Future Vision project in collaboration with University of Oregon. •
• 2.59 acre acquisition for expansion of Fanno Creek Park. •
• Land use planning support for affordable housing development in Downtown (Community
Partners for Affordable Housing project). •
• CCAC preliminary recommendations for development of organizational leadership in Down- •
town. •
• Downtown Land Use Regulation and Design Standards.
•
Initiated and made substantial progress on: •
• Main Street redesign & reconstruction. •
• Burnham Street final design, permits and right -of -way acquisitions. •
• Transit Center redevelopment feasibility study with TriMet and Metro.
• Identifying and resolving barriers to completion of the Fanno Creek Trail west of Downtown •
to Grant St. •
• Fanno Creek Enhancement project by Clean Water Services. •
Provided ongoing support to: •
• City Center Development Agency (CCDA).
•
• City Center Advisory Commission (CCAC) •
• Monthly Updates to Tigard Central Business District Association as requested.
•
•
PAGE 180 - CITY OF TIGARD •
•
•
•
•
•
• DOWNTOWN REDEVELOPMENT BUDGET UNIT: 370
FY2009 -10 Goals and Objectives:
• • Conduct feasibility studies for redevelopment of downtown properties
• • Conduct development feasibility of the Public Works annex
•
• • Make progress on "Rail-to-Trail" corridor through Downtown
• • Develop final design for Main Street reconstruction (railroad to southwest entrance at 99W)
•
• • Engage in discussions concerning railroad at -grade crossing at Ash Avenue
• • Develop final recommendations for improving organizational leadership in Downtown
•
• • Develop plan to relocate bus stops to Main Street
• • Complete Downtown Circulation Plan
•
• • Redesign the Downtown website
• • Engage Downtown property and business owners in discussion of future redevelopment po-
tential of the Downtown
• • Establish the foundation for a storefront improvement program
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
• COMMUNITY DEVELOPMENT - PAGE 181
•
•
•
•
•
DOWNTOWN REDEVELOPMENT BUDGET UNIT: 370 •
WORKLOAD MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Major Urban Renewal Planning projects NA NA 4 6 •
undertaken •
Properties engaged in active redevelopment NA NA 0 5 •
•
Active major public infrastructure projects NA NA 1 3 •
Storefront improvement demonstration NA NA 0 2 •
projects •
•
Properties considering redevelopment options NA NA 0 10 •
Stakeholder outreach and support efforts- NA NA 0 12 •
meetings /events /forums discussion •
Number of City Council agenda items NA NA NA 30 •
• originating from Urban Renewal
•
EFFECTIVENESS MEASURES •
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Number of property owner contacts made NA NA 0 20 •
regarding redevelopment opportunities •
Number of properties engaged in active NA NA 3 5 •
redevelopment •
Number of active major public infrastructure NA NA 1 3 • •
projects
•
Number of storefront improvement NA NA 0 2 •
demonstration grants •
Number of properties considering NA NA 0 10 •
redevelopment options •
Number of stakeholder outreach and support NA NA 0 12 •
efforts - meetings /events /forums •
Number of new housing units proposed for NA NA 0 100 •
d
•
owntown
•
Increase in downtown overall assessed value NA NA 0.00% 4.00% •
PAGE 182 - CITY OF TIGARD •
•
•
•
•
•
• DOWNTOWN REDEVELOPMENT BUDGET UNIT: 370
0
• FULL -TIME EQUIVALENT POSITIONS
2006 -07 2007 -08 2008 -09 2009 -10
0
• Principal Planner- Downtown 1.00 1.00 1.00 1.00
• Total 1.00 1.00 1.00 1.00
11
0
• FY 2006-07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009-10
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 1.00 1.00 1.00 Total FTE 1.00 1.00 1.00
•
■ 5i' 561,845 5000 Salaries - Management 567,387 567,387 567,387
• $0 50 $61,845 Subtotal Wages $67,387 $67,387 $67,387
• $0 50 862 5050 Unemployment 567 67 67
$0 50 $421 5051 Worker's Comp 5803 803 803
•
50 $0 $4,731 5052 FICA /Medicare $5,155 5,155 5,155
• 80 $0 5415 5053 Tri-Met Tax $453
$600 453 453
$0
50 5600 5054 VEBA 600 600
• $0 $0 $152 5055 Life Insurance 5445 445 445
$0 50 5254 5056 Salary Continuation $0 0 0
• $0 50 $5,019 5057 Medical /Insurance $5,698 5,698 5,698
$0 50 $517 5058 Dental Insurance
50 0 0
• $0 $0 $6,803 5060 Retirement 57,413 7,413 7,413
$0 50 $1,855 5061 Deferred Comp Contributions
$2,022 2 022 2,022
• 50 $0 $20,829 Subtotal Benefits $22,656 $22,656 $22,656
• $0 $0 $82,674 TOTAL PERSONAL SERVICES $90,043 $90,043 $90,043
• $0 Sii $195,500 6000 Professional /Contraaual Services SO SO 50
• $0 $0 $195,500 Subtotal - Professional /Contractual /LegalServices $0 $0 , $0
• $0 SO 5600 6110 Repairs &Maintenance - Regulators 50 0 0
80
80 $600 Subtotal - Repairs &Maintenance $0 $0 $0
• 50 , 5O S4,462 6200 Office Supplies & Expense 54,400 54,400 54,400
• $0 $0 5500 6230 Advertising & Publicity 52,000 52,000 52,000 I
• 50 50 51,125 6240 Dues & Subsaiptions 51,125 51,125 51,125
• $0 $0 $1,125 Subtotal - Dues, Fees & Charges $1,125 $1,125 $1,125
• $0 50 $8,100 6250 Travel and Training $4,600 54,600 $4,600
• $0 $0 8210,287 TOTAL MATERIALS & SERVICES 512,325 $12325 512375
50 $0 $0 6801 City Management I $3,242 3,242 3,242
• SO 50 $0 6802 Finance 53,651 3,651 3,651
• $0 $O 50 6803 Information Technology 52,862
$3,148 2,862 2,862
$0 $0 $0 6804 Human Resources 3,148 3,148
• 50 50 50 6805 Risk Management $2,422 2,422 2,422
$0 50 50 6807 Property Management $3,316 3,316 3,316
• $0 50 $0 TOTAL INTERDEPARTMENTAL COSTS $18,647 $18,641 $18,641
• $0 50 $0 TOTAL CAPITAL OUTLAY $0 $0 $0
• I $0 L $0 8292,961 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $102,368 $102,368 $102,368
•
• I 50 1 SO 5292,961 1 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 $121,009 1 $121,009 1 $121,009
• COMMUNITY DEVELOPMENT - PAGE 183
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• POLICY AND ADMINISTRATION PROGRAM
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• Policy and Administration Organization Chart 185
• Expenditure /FTE Summary 186
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• City Administration
• Organization Chart /FTE Summary 187
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• Mayor & City Council 188
• City Management 192
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• Human Resources 196
• Risk Management 200
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Office Services 204
• Municipal Court 207
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• Financial and Information Services
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• Organization Chart /FTE Summary 214
• Financial and Information Services Administration 215
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• Financial Operations 219
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• Utility Billing 223
• Information Technology 226
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• POLICY AND ADMINISTRATION ORGANIZATION CHART
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• POLICY AND ADMINISTRATION
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• CITY ADMINISTRATION FINANCIAL AND
• INFORMATION SERVICES
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• POLICY AND ADMINISTRATION- PAGE 185
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POLICY AND LEGISLATION PROGRAM •
•
The Policy and Administration Program consists of City Administration and the Financial and Infor- •
mation Services Departments. This program includes a wide variety of functions that encompass the •
areas of administrative support, strategic planning, city management, computer and information ser- •
vices, financial management, accounting, purchasing, utility billing, municipal court, human resource •
management, records management, and risk management.
•
The Mayor and Council and the Municipal Court budgets are funded completely out of the General •
Fund. The other budget units are funded by charge backs to other City programs that use these com- •
mon services.
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Description Actual Actual Revised Proposed Approved Adopted •
•
Number of Postions 41.90 43 - = 45.30 - - 5 •
Budget By Category •
•
Personal Services $3,105,884 $3,426,325 $3,976,752 $4,304,357 $4,304,357 $4,304,357 •
Materials & Services $1,342,256 $1,505,929 $2,297,164 $2,488,347 $2,488,347 $2,488,347 •
Interdepartmental Costs $0 $0 $111,594 $223,693 $223,693 $223,693
Capital Outlay $10,489 $0 $716,367 $306,099 $406,099 $406,099 •
•
,422,497 •
Budget by Division •
•
CityManagement $618,157 $739,217 $973,351 $1,162,534 $1,162,534 •
$1,162,534
Human Resources $387,365 $556,502 $781,022 $744,877 •
$844,877 $844,877
Risk Mangement $538,605 $577,084 $242,010 $657,720 $657,720 $657,720
Office Services $565,284 $638,140 $522,694 $589,293 $589,293 $589,293 •
Municipal Court $228,845 $256,140 $499,657 $483,976 •
$483,976 $483,976
City Recorder /Records $0 $0 $622,374 $603,957 •
$603,957 $603,957
Financial & Information Services Administration $300,209 $354,285 $669,478 $422,375 $422,375 $422,375 •
Financial Operations 8883,729 $987,065 $523,827 $525,370 $525,370 $525,370
Utility Billing $0 $0 $558,668 $557,751 $557,751 $557,751 •
Information Tedznology $936,437 $823,821 $1,443,370 $1,574,644 $1,574,644 $1,574,644 •
FIS Interim Plan $0 $0 $265,426 $0 $0 $0 •
•
•
Budget by Fund •
General Fund -100 $351,896 $397,495 $997,464 $805,213 $805,213 $805,213 •
Central Servaes Fund - 400 $4,106,733 $4,534,759 $6,104,413 $6,517,284 $6,617,284 $6,617,284 •
•
22
- $7,422,4' $7,422, ,497 •
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PAGE 186 - CITY OF TIGARD •
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• CITY ADMINISTRATION ORGANIZATION CHART
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• 1 CITY ADMINISTRATION
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• MAYOR AND COUNCIL CITY MANAGEMENT
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• HUMAN RESOURCES RISK MANAGEMENT
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• OFFICE SERVICES MUNICIPAL COURT
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• CITY RECORDER /RECORDS
•
• FY 2006 -07 FY 2007 - -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Description Actual Actual Revised Proposed Approved Adopted
• Number of Positions 20.10 21.30 23.30 23.65 23.65 23.65
•
• Budget By Category
• Personal Services $1,566,837 $1,792,679 $2,047,779 $2,302,290 $2,302,290 $2,302,290
• Materials & Services $637,879 $833,049 $914,354 $1,251,724 $1,251,724 $1,251,724
• Interdepartmental Costs $0 $0 $111,594 $158,357 $158,357 $158,357
• Capital Outlay $10,489 $0 $335,000 $208,749 $308,749 $308,749
• Total By Category $2,215,204 $2,625,728 $3,408,727 $3,921,120 $4,021,120 $4,021,120
•
• Budget by Division
City Management $495,106 $597,862 $740,970 $841,297 $841,297 $841,297
III
Human Resources $387,365 $556,502 $781,022 $744,877 $844,877 $844,877
• Risk Management $538,605 $577,084 $242,010 $657,720 $657,720 $657,720
• Office Services $565,284 8638,140 $522,694 8589,293 $589,293 8589,293
• Municipal Court $228,845 8256,140 8499,657 8483,976 $483,976 $483,976
City Recorder /Records $0 $0 $622,374 $603,957 $603,957 $603,957
•
• Total By Division $2,215,204 $2,625,728 $3,408,727 $3,921,120 $4,021,120 $4,021,120
• Budget by Fund
•
• General Fund - 100 $228,845 $256,140 $499,657 $483,976 $483,976 $483,976
• Central Servaes Fund - 400 81,986,359 $2,369,588 $2,909,070 $3,437,144 $3,537,144 $3,537,144
• Total By Fund $2,215,204 $2,625,728 $3,408,727 $3,921,120 $4,021,120 $4,021,120
•
• POLICY AND ADMINISTRATION- PAGE 187
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MAYOR & CITY COUNCIL BUDGET UNIT: 50 •
Program Results: •
• •
Basic city services provided to citizens are cost - effective and are delivered without interruption. •
• Tigard's interest in regional and statewide activities is coordinated with appropriate agencies
and jurisdictions. •
• Tigard citizens are involved in the community and participate effectively. •
• Programs and activities are available in the community to meet the needs of a diverse popula- •
tion.
• External and internal City assets are well managed and utilized. •
Program Description: •
•
The Mayor and Council represent the legislative and policy leadership for City government. The •
Mayor and Councilors are elected by citizens for four -year terms on a non - partisan basis and serve •
part -time. •
The Council hires the City Manager to run day -to -day operations. The City Council reviews, revises, •
and adopts City laws and policies and sets the overall direction of the City. •
FY 2008-09 Accomplishments: •
•
• The City's Comprehensive Plan was updated through an extensive public process •
• Progress was made on the Implementation of the Downtown Plan •
The Fanno Creek Park and Plaza Master Plan was adopted by City Council which included a
location for Public Square including a Farmer's Market on a "Festival Street" adjacent to the •
Plaza. •
• Funding to correct traffic congestion within the City was actively pursued •
The City received a Transportation and Growth Management (TGM) grant to update to the •
City's Transportation System Plan; develop a Neighborhood Pedestrian Connections Plan, and •
conduct a Transportation /Land Use Study of the Tigard Triangle. The 99W Corridor Im- •
provement and Management Plan was completed. A 3 -cent Fuel Tax was implemented to fund
Greenburg Road /Highway 99W /Main Street Intersection Improvements. The City re- •
ceived a grant to fund bike and pedestrian safety improvements in and around the inter •
section of Bonita Road & Hall Boulevard. •
• Council/Citizen communications were improved •
The city's Neighborhood Network program was implemented citywide with all neighborhood •
areas launching neighborhood web pages. A citizen comment card was developed and is avail- •
able to the public at public meetings and in city buildings. Training was held for Board and
Committee members and staff liaisons. •
•
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PAGE 188 - CITY OF TIGARD •
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• MAYOR & CITY COUNCIL BUDGET UNIT: 50
• • Tigard's involvement with Washington County, Metro, State, ODOT, Tri-Met, and
• Federal government was increased through participation at all levels
• Tigard staff coordinated with State, County, and Metro regarding Transportation issues;
City staff met with Federal Emergency Management Association representatives to address
•
changes in the program and potential impacts on Tigard. City representatives met with the Leg-
• islative delegation, City Manager Groups, County representatives, Metro, ODOT and Tri-Met
• officials on a regular basis to discuss projects and issues of mutual interest.
• FY2009 - 10 Goals and Objectives:
• On January 6, 2009 the City Council met to set its goals for the coming year. These goals represent
• those items that the Council feels deserve special attention in the months ahead. The City will accom-
• plish much more than what is listed here, but we identify these to be of particular importance to our
• residents.
2009 Council Goals
•
• • Implement Comprehensive Plan
• Update Tigard zoning maps based on Comprehensive Plan Update
• • Update Tree Code to meet Comprehensive Plan
• • Continue to lobby for light rail in 99W Corridor
• • Develop a 50 -year aspiration goal in support of Urban /Rural Reserves Program
• • Implement Downtown Urban Renewal
• Move forward with Burnham Street Project
• • Complete land use regulations and design standards for the downtown
• • Prepare for 2010 Bond Measure for Parks, Open Spaces and Trails
• • Complete Parks Master Plan
• • Pursue Fanno Park and downtown plaza property acquisition
• • Continue supporting the Legislature in addressing the financial needs of Oregon state
and local governments
•
• Five - Year Council Goals
• • Implement Comprehensive Plan
• Develop a long -term financial strategy
• • Obtain 99W designation as the next Light Rail Corridor
• • Prepare 2010 Bond Measure for Parks, Open Spaces and Trails
• Begin 99W access management implementation
• • Support WCCLS and Public Safety levy renewals in 2010
• • Begin City Facility Needs Plan implementation
• Long -Term Council Goals
• • Pursue opportunities to reduce Tigard traffic congestion
• • Seek to improve Hwy 99 Corridor (land use, alternative routes, traffic, etc.)
• • Implement Downtown Urban Renewal Plan
•
• POLICY AND ADMINISTRATION- PAGE 189
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MAYOR & CITY COUNCIL BUDGET UNIT: 50 •
WORKLOAD MEASURES •
•
2006 -07 2007 - 08 2008 -09 2009 -10 •
Population served 45,501 46,400 46,715 47,315 •
•
Number of Council meetings 48 44 47 48 •
(plus Joint Meetings & 5th Tuesday) •
Average hours of Council meetings 3.00 4.00 2.50 3.50 •
Number of ordinances adopted 30 10 17 24 •
•
Number of resolutions adopted 85 75 67 78 •
Number of Regional Committees requiring NA NA 0 13 •
elected officials attendance •
•
EFFECTIVENESS MEASURES •
•
2006 -07 2007 -08 2008 - 2009 - •
•
Average rating on citizens highest NA NA 7.00 7.50 •
service priorities •
•
Citizens rating of city services as good/ 85.00% 57.00% 65.00% 75.00% •
better on biennial survey
Citizens who feel Tigard will be better 70.00% NA NA 80.00% •
in the future •
FULL -TIME EQUIVALENT POSITIONS •
•
City Councilors receive $350.00 per month. •
Mayor receives compensation equivalent to approximately one -half of a City Director's salary and is •
specified in the salary section. •
•
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PAGE 190 - CITY OF TIGARD •
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• MAYOR & CITY COUNCIL BUDGET UNIT: 50
• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
0
• 0.00 0.00 0.00 Total FTE 0.00 0.00 0.00
O 522.2 522,500 564,500 5000 Salaries - Management 558,800 558,800 558,800
• 822,272 $22,500 $64,500 Subtotal Wages $58,800 $58,800 $58,800
• 111 45 24 5050 Unemployment 59 59 59
• 74 100 41 5051 Worker's Comp 136 136 136
• 1,704 1,721 1,871 5052 FICA /Medicare 4,498 4,498 4,498
144 148 163 5053 Tri-Met Tax 395 395 395
• 27,154 32,509 35,210 5057 Medial /Insurance 54,373 54,373 54,373
• 3,377 3,197 2,914 5058 Dental Insurance 0 0 0
• $32,564 $37,720 $40,223 Subtotal Benefits $59,461 $59,461 $59,461
• $54,836 $60,220 $104,723 TOTAL PERSONAL SERVICES $118,261 $118,261 $118,261
• $7,925 $3,950 $42,900 6000 Professional /Contractual Services $41,500 $41,500 $41,500
• 0 0 12,000 6020 Legal Expenses 20,000 20,000 20,000
• $7,925 $3,950 $54,900 Subtotal - Professional /Contractual /Legal Services $61,500 $61,500 861,500
• $5,982 $5,655 $1,200 6200 Office Supplies &Expense $1,400 $1,400 $1,400
•
• $4,843 $2,754 $2,795 6210 Special Department Expenses $3,000 $3,000 $3,000
• $368 $1,903 52,000 6230 Advertising &Publidty $0 50 50
0
• $36,552 $51,180 $43,150 6240 Dues & Subscriptions $44,040 $44,040 544,040
$36,552 $51,180 $43,150 Subtotal -Dues, Fees & Charges 844,040 $44,040 $44,040
. .
• $12,546 $15,693 $23,613 6250 Travel and Training 527,700 527,700 527,700
• $68,216 $81,135 $127,658 TOTAL MATERIALS & SERVICES $137,640 $137,640 $137,640
• 0 0 0 6801 City Management I 8,103 8,103 8,103
• 0 0 0 6802 Finance 9,129 9,129 9,129
• 0 0 0 6803 InformationTedmology 26,031 26,031 26,031
• 0 0 0 6811 City Recorder/ Rapids 22,0'3 22,073 22,073
$0 $0 $0 TOTALINTERDEPARTMENTALCOSTS $65,336 $65,336 $65,336
•
• $0 $0 $0 TOTAL CAPITAL OUTLAY $0 $0 $0
• $123,051 $141,355 $232,381 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $255,901 $255,901 $255,901
• $123,051 $141,355 I $232,381 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) $321,237 $321,237 $321,237
•
41
•
• POLICY AND ADMINISTRATION- PAGE 191
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•
•
•
CITY MANAGEMENT BUDGET UNIT: 100 •
Program Results: •
• Tigard citizens have access to accurate information on current issues in a variety of formats. • •
• Plans and programs are in place for coordinated management of the City's assets.
• Tigard citizens participate in programs and activities that connect them with decision - makers •
and community members. •
• Volunteer spirit is maximized through community-wide coordination of volunteers. •
• City departments proactively manage issues and achieve stated goals.
•
Program Description: •
The City Management Division consists of the City Manager and staff supporting the activities of the •
City Council and assisting in the overall management of City programs. •
•
The City Manager is hired by the City Council to run the daily affairs of the City and to implement •
policies adopted by the Council. A major focus of this Division is on communications among the City, •
citizens, and employees. Specific activities of this Division include:
• •
Communicate the direction from City Council on policies, laws, and directives to the Execu- •
tive Staff and employees.
• Encourage the use of a variety of communication tools, including the Cityscape, the City's web •
page, cable television programming, and use other means to make information available to citi- •
zens and employees. •
• Review and refine the information presented to the City Council.
• Seek other financing options through grant opportunities for programs already identified. •
•
FY2008 - 09 Accomplishments: •
• Department Communicators met bi- monthly to review communication tools designed to pro-
vide timely, easily accessed information about City services, programs and accomplishments. •
More staff resources are dedicated to ensure that the information on the web site is current •
and that written communication tools are designed to ensure clear, accurate and timely infor- •
mation.
•
• Work programs and project timelines were developed for all major projects and programs. •
The City Manager and Department Directors met bi- weekly to review project status to ensure •
timelines were met.
•
• Progress on Council Goals was monitored and updates were issued quarterly. •
• Almost 30,000 hours were contributed by volunteers in all City departments. •
•
• Web pages for all 13 of the Neighborhood Network areas were either launched or under de- •
velopment by the end of the year. •
•
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PAGE 192 - CITY OF TIGARD •
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• CITY MANAGEMENT BUDGET UNIT: 100
• FY2009 -10 Goals and Objectives:
• • Continuously improve communications through review (utilizing the department communica-
• tors) of communication tools used to provide timely, easily accessed information about City
• services, programs and accomplishments. Ensure the information on the web site is current
• and written communication tools are designed and reviewed to ensure information is clear,
• accurate and timely.
• Continuously improve the city's operational efficiency through regular review of depaitiuental
• goals and operations.
• • Anticipate actions and decisions needed from the Council by administering and encouraging
• the establishment of work programs and project timelines. The City Manager and Department
• Directors will continue to meet bi- weekly to review the status of projects to ensure timelines
are met.
• • Monitor progress on Council Goals. Issue updates quarterly.
• • Continue implementation of the Neighborhood Network Program citywide, focusing on the
• activation of Steering Committees.
•
• WORKLOAD MEASURES
• 2006 -07 2007 -08 2008 -09 2009 -10
•
• Cityscape issues published each year 12 12 12 12
• Council goals report issued during
• the year 4 4 4 4
•
• Number of Community Connectors 40 47 0 0
• Number of volunteer hours contributed NA NA NA 300
• to community events
• Number of active Neighborhood Steering NA NA NA 7
• committees
•
• EFFECTIVENESS MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• People naming the City's website as NA 17.00% 17.00% 20.00%
• a source of information
•
• Number of volunteer hours contributed 11.00 11.00 0.00 0.00
• Award for quality City programs 5 6 0 0
•
•
• POLICY AND ADMINISTRATION- PAGE 193
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•
•
CITY MANAGEMENT BUDGET UNIT: 100 •
•
2006 -07 2007 -08 2008 -09 2009 - 10 •
People that name Cityscape as a good NA 69.00% 69.00% 72.00% 0
source of information about the City •
•
Award received based on application NA NA NA 60.00% •
Neighborhoods with active web pages NA NA NA 100.00% •
•
Survey- Citizens ranking the quality of city NA NA NA 75.00% •
services as good or better
•
Survey - Citizens ranking responsiveness of NA NA NA 80.00% •
City staff to inquiries as good or better •
FULL -TIME EQUIVALENT POSITIONS •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Assistant City Manager 1.00 1.00 1.00 1.00 •
Assistant to the City Manager 0.00 0.50 0.50 0.50 •
City Manager 1.00 1.00 1.00 1.00 •
Community Events Coordinator 0.00 0.00 0.00 0.80
Communications /Graphic Designer 0.00 1.00 1.00 1.00 •
Executive Assistant to City Administration 1.00 1.00 1.00 1.00 •
Program Development Specialist 0.80 0.80 0.80 0.00 •
Total 3.80 76 5.30 5.30 •
•
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PAGE 194 - CITY OF TIGARD •
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• CITY MANAGEMENT BUDGET UNIT: 100
• FY 2006 -07 FY 2007 -08 FY 2008-09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
•
• 3.80 4.80 530 Total FTE 5.30 530 530
• 5331,954 5384,861 5433,768 5000 Salaries - Management 5475,567 5475,567 5475,567
• $331,954 $384,861 $433,768 Subtotal Wages $475,567 $475,567 $475,567
• $1,647 5763 $434 5050 Unemployment 54'6 476 476
• 5700 51,187 51,186 5051 Worker's Comp 51,0E 1,017 1,017
523,825 527,421 530,881 5052 FICA /Median 533,188 33,188 33,188
• $2,159 $2,539 $2,914 5053 Tri-Met Tax 53,195 3,195 3,195
• 52,675 $3,027 $3,600 5054 VEBA $3,300 3,300 3,300
$2,171 $2,324 52,062 5055 Life Insurance 52,448 2,448 2,448
• 5982 $1,143 $1,625 5056 Salary Continuation 50 0 0
• 516,141 513,958 529,085 5057 Medial /1nsurance 533,510 33,510 33,510
51,938 $2,621 52,863 5058 Dental Insurance 50 0 0
O $36,515 $42,514 547,714 5060 Retirement 552,312 52,312 52,312
• 59,707 514,146 513,012 5061 Deferred Comp Contributions 517,149 17,149 17,149
• $98,460 $111,643 $135,376 Subtotal Benefits $146,595 $146,595 $146,595
• $430,415 $496,504 $569,144 TOTAL PERSONAL SERVICES $622,162 $622,162 $622,162
• $10,296 $36,672 $22,116 6000 Professional/Contracual Servics $49,500 549,500 549,500
• SO 50 510,000 6020 Legal Expenses 55,000 5,000 5,000
• 510,296 $36,672 $32,116 Subtotal - Professional/Contractual/Legal Services $54,500 $54,500 $54,500
• 58,606 511,515 $10,660 6200 Office Supplies & Expense 55,400 55,400 55,400
O 51,748 5617 569,940 6210 Special Department Expenses 597,650 597,650 597,650
•
• $31,460 $36,592 540,556 6230 Advertising & Publicity 547,000 547,000 547,000
• 52,433 $2,134 $2,300 6240 Dues & Subsaiptions $2,250 52250 52,250
• 520 50 50 6245 Fees and Charges S2,520 2,520 2,520
• $2,453 $2,134 $2,300 Subtotal -Dues, Fees &Charges $4,770 $4,770 $4,770
• 5715 15 512,266 514,874 6250 Travel and Training 5 57,535 57,535
• 51,504 51,439 51,380 6310 Utilities - Teleoummuniations 52,280 2,280 2,280
• $1,504 $1,439 $1,380 Subtotal - Utilities $2,280 $2,280 $2,280
• 5230 5123 50 6400 Computer Hardware and Software 50 50 50
•
• $64,691 $101,358 $171,826 TOTAL MATERIALS & SERVICES $219,135 5219,135 $219,135
• 50 $0 $0 TOTAL CAPITAL OUTLAY $0 $0 $0
•
• $495,106 $597,862 5740,970 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $841,297 $841,297 $841,297
• $495,106 I $597,862 $740,970 I TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS2 1 $841,297 $841,297 $841,297
0
• POLICY AND ADMINISTRATION- PAGE 195
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•
•
•
•
HUMAN RESOURCES BUDGET UNIT: 110
Program Results: •
• •
The City attracts, develops, motivates and retains the best employees who reflect the organiza- •
tion's reputational values and meet its organizational goals
•
• The City complies with local, state and federal employment laws. •
• Human Resources support and assistance is provided to internal customers to enhance the effi- •
ciency and effectiveness of operating departments. •
Program Description: •
•
The Human Resources Division provides human resource management to the City by developing and •
implementing policies, programs and services which contribute to the attainment of organizational •
goals and values. Human Resources is responsible for maintaining compliance with employment laws •
and government regulations, and providing supervisory staff with the training, support and assistance •
to effectively lead their work units and model the organization's reputational values. Program services
include recruitment and selection, testing, benefit administration, new employment orientation, labor •
relations, employee and supervisory training, personnel policy development and administration, job •
classification and salary administration, personnel record management, equal employment opportunity •
administration, dispute resolution, and employee relations and recognition.
•
FY 2008-09 Accomplishments: •
• Conversion of personnel records to digital format integrated into the City's Document Man- •
agement Program
• Began development of the new HR /PR system due for initial phase implementation on January •
2010 •
•
• Launched 2nd phase of Organization wide Strategic Development Program focusing on aligning
•
the workforce with organizational goals through a pilot program in Public Works Department •
• Implemented new Applicant On -Line System for city job applicants and internal selection effi- •
ciency •
FY 2009-10 Goals and Objectives: •
•
• Complete Organizational Development initiatives for all city departments regarding workforce •
and leadership training relative to changes with performance management tools, retention •
methods and hiring decisions
•
• Evaluate health insurance cost effectiveness with Health Plan Committee •
• Negotiate new collective bargaining agreement with SEIU /OPEU •
• Select and negotiate City labor attorney services agreement •
•
•
PAGE 196 - CITY OF TIGARD •
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•
•
•
•
• HUMAN RESOURCES BUDGET UNIT: 110
•
• • Complete design, implementation and staff training for new IFAS Human Resources /Payroll
integrated system
•
• • Complete design, implementation and operation of new on -line job application service for City
• jobs
• • Enhance city wide wellness program to improve employees' quality of life and help reduce
• health care costs
• • Enhance city wide wellness program to improve employees' quality of life and help reduce
• health care costs
• • Develop city wide Succession Plan
•
• • Provide resources and assistance to support a strong executive management team by imple-
• menting City Wide Leadership and Employee Transition Initiatives
• • Broaden recruitment efforts and market the City of Tigard as an employer of choice in order to
• provide a highly qualified, diverse applicant pool to serve the citizens of Tigard
• • Continue to explore and implement health plan cost effective strategies, educational efforts,
• and administrative efficiencies with the assistance of the City Wide Health Plan Committee.
• Continue to achieve compliance with employment laws, regulations and administrative policies
•
• • Provide information and assistance to management personnel and employees
• • Respond to the need for a well developed, highly skilled workforce by developing and imple-
• menting strong supervisory/management and general employee training program
• • Continue to reinforce successful performance standards so that time and talent are used effec-
• tively, and expectations are linked to organizational goals and measures.
•
•
•
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•
•
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•
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• POLICY AND ADMINISTRATION- PAGE 197
•
•
•
•
HUMAN RESOURCES BUDGET UNIT: 110 •
•
WORKLOAD MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Number of recruitments 50 70 50 50 •
Total number of job applications 2,000 2,300 2,215 2,500 •
received •
Total number of attendees at HR sponsored 400 850 575 800 •
• employee events
•
Total number of HR sponsored employee 12 45 30 40 •
events /education /information programs •
Total number of City FTE 272 283 295 295 •
•
EFFECTIVENESS MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Employees successfully •
completing probation 95.00% 100.00% 100.00% 100.00% •
Employees still employed after 60.00% 65.00% 60.00% 65.00% •
five years •
FULL -TIME EQUIVALENT POSITIONS •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Human Resources Assistant 1.00 1.00 1.00 1.00 •
Human Resources Director 1.00 1.00 1.00 1.00
Human Resources Technician 0.00 0.00 1.00 1.00 •
Senior Human Resources Analyst 2.00 2.00 2.00 2.00 •
Total 4.00 4.00 5.00 5.00 •
•
•
•
•
•
•
•
•
PAGE 198 - CITY OF TIGARD •
•
•
•
•
•
• HUMAN RESOURCES BUDGET UNIT: 110
• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 4.00 4.00 5.00 Total FTE 5.00 5.00 5.00
•
• $264,111 $276,368 $321,736 5000 Salaries - Management $363,991 $363,991 $363,991
$2,063 $4,907 $19,600 5015 Salaries - Temporan. 518,500 18,500 18,500
• $266,175 $281,275 $341,336 Subtotal Wages $382,491 $382,491 $382,491
• $1,315 $556 $342 5050 Unemployment $364 364 364
• $556 $628 $410 5051 Worker's Comp $663 663 663
• $20,702 $21,517 526,113 5052 FICA /Medicare $27,687 27,687 27,687
$1,722 $1,848 $2,293 5053 Tri-Met Tax $2,445 2,445 2,445
•
$2,400 $2,429 $3,000 5054 VEBA 53,000 3,000 3,000
• $430 5435 $788 5055 Life Insurance $1,780 1,780 1,780
$866 $929 $1,318 5056 Salary Continuation $0 0 0
• $23,943 $28,286 $43,262 5057 Medical /Insurance $54,373 54,373 54,373
• $2,679 $2,853 $3,713 5058 Dental Insurance $0 0 0
$29,052 $30,400 $35,390 5060 Retirement $40,039 40,039 40,039
•
$7,923 $8,291 $9,652 5061 Deferred Comp Contributions $10,920 10,920 10,920
• $91,588 $98,172 $126,281 Subtotal Benefits $141,271 $141,271 $141,271
• $357,763 $379,447 $467,617 TOTAL PERSONAL SERVICES $523,762 $523,762 $523,762
• 56,049 $147,200 $86,745 6000 Professional/Contractual Services $49,100 $49,100 $49,100
• 50 $0 5162,500 6020 Legal Expenses $110,600 110,600 110,600
• $6,049 $147,200 $249,245 Subtotal - Professional/Contractual/Legal Services $159,700 $159,700 $159,700
• $11,770 $12,325 513,830 6200 Office Supplies & Expense 511,645 511,645 $11,645
• 55,938 56,221 $11,300 6210 Special Department Expenses $13,500 513,500 $13,500
•
• $1,511 51,328 53,100 6240 Dues &Subs iptions $2,940 52,940 $2,940
$1,511 $1,328 $3,100 Subtotal -Does, Fees & Charges $2,940 $2,940 $2,940
•
• 52,678 $8,520 $31,900 6250 Travel and Training 532,250 532,250 $32,250
• $582 5564 51,080 6310 Utilities - Telecommuniations 51,080 1,080 1,080
• $582 $564 $1,080 Subtotal - Utilities $1,080 $1,080 $1,080
• 5774 5774 52,950 6400 Computer Hardware and Software 50 50 $0
•
• $29,602 $177,055 $313,405 TOTAL MATERIALS & SERVICES $221,115 $221,115 $221,115
• $0 $0 $0 TOTAL CAPITAL OUTLAY $0 $100,000 $100,000
•
• $387,365 $556,502 $781,022 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $744,877 $844,877 $844,877
•
1 $387,3651 $556,502 1 1781,022 I TOTALCOSTS(WITHJN7E DEPARTMENTAL COSTS) 1 $74077 1 $844',8771 1844,sn l
•
•
•
• POLICY AND ADMINISTRATION- PAGE 199
•
•
•
•
•
RISK MANAGEMENT BUDGET UNIT: 120 •
Program Results: •
• •
The City's employees and assets are protected from harm and adverse financial impact. •
• Prompt, effective & efficient services are provided to internal & external customers. •
Program Description:
The division provides risk management services to the City Council and all departments in the City. •
The Assistant to the City Manager reports directly to the City Manager. Risk Management pro- •
vides a comprehensive program which strives to achieve the following citywide results: •
• Establish, to the extent possible, an exposure -free work and service environment in which per- •
sonnel as well as members of the public can enjoy safety and security in the course of their •
daily pursuits. •
• Preserve assets and service capabilities from loss, destruction, or depletion. •
• Protect against the financial consequences of accidental losses that are catastrophic in nature.
• Minimize the total long -term cost of all activities related to the identification, prevention and
control of accidental losses and their consequences. •
• Create and maintain a system of internal procedures providing a constant reassessment of fluc- •
tuating exposure to loss and available financial resources, including insurance. •
• Advise and otherwise provide assistance to the City Manager, other City staff and the public on •
workers' compensation, liability, training, safety issues. •
FY2008 - 09 Accomplishments:
• Preserved City's ability to purchase property/casualty insurance at reasonable rates through •
claims management and liability reduction practices. •
• Reviewed & updated City policies and procedures to reflect best practices - included citywide •
policy and procedure reviews including property acquisition procedures, property lease prac-
tices, early return to work, physical requirements, background reviews, computer services prac-
tices and procedures, ergonomic work reviews, etc. •
• Provided special project support for City Manager to provide effective and efficient services •
citywide — included internal reviews of various City services and business management prac- •
tices, liaison with Loaves & Fishes in providing Tigard's senior services. •
• Provided financial and policy support to other City departments as needed on special projects. •
• Provided citywide support and oversight to the preparation of five - year financial forecast
and annual budget. •
• Completed a comprehensive review of building permit fees in Oregon. •
• Coordinated the City's federal and state stimulus funding requests. •
• Analyzed City's risk management practices and compared to other Oregon cities. •
•
•
IP
PAGE 200 - CITY OF TIGARD •
•
•
•
•
• RISK MANAGEMENT BUDGET UNIT: 3150
•
• • Evaluated driver license monitoring program and auto exposure investigations review / report-
• ing procedures citywide; reviewed departmental protocols for auto exposure investigations.
• • Received League of Oregon Cities Silver Safety Award for maintaining an injury frequency rate
of 3.09.
•
• Provided Defensive Driving Training to more than 120 employees.
•
• FY2009 - 10 Goals and Objectives:
• • Preserve City's ability to purchase property /casualty insurance at reasonable rates.
• • Review & update City policies and procedures to reflect best practices — special emphasis on
• physical /mental requirement updates to classification descriptions.
•
• • Provided special project support for City Manager to ensure effective and efficient services
• citywide.
IP • Evaluate auto exposure investigations review reporting procedures citywide; review departmen-
tal protocols for auto exposure investigations to reduce occurrences.
•
• • Collaborate with Information Technology in developing specialized software for risk manage-
• ment function.
• • Meet with Department Directors to develop and make recommendations on risk management
• practices with a goal of incident reduction.
•
• • Begin creation of a Citywide Business Continuity Plan to identify essential duties necessary for
• the City to function during an emergency situation such as a snow storm or earthquake.
• • Examine the impact of legislation related to Clarke vs. OHSU on insurance rates.
•
• WORKLOAD MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• Number of preventable auto accidents 5 8 10 7
•
• Number of general liability claims 44 42 35 45
• (property & casualty)
• Number of vehicle collisions 9 14 21 15
• Number of Workers' Compensation claims 11 14 18 14
• processed
•
•
• POLICY AND ADMINISTRATION- PAGE 201
•
•
•
•
•
RISK MANAGEMENT BUDGET UNIT: 120 •
EFFECTIVENESS MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
General liability claims that 4.50% 4.80% 5.70% 5.00% 0
move to litigation •
•
Traffic collision incidents involving law 1.06 1.86 1.86 1.90 •
enforcement (per 100K miles)
•
Average cost of traffic collision -law $775.00 $6,374.00 $1,926.00 $3,025.00 •
enforcement (per 100K miles) •
Traffic collision incident rate -all other 0.21 1.04 1.46 1.00 •
light vehicles (per 100K miles) •
Average cost of traffic collisions -all other $60.00 $226.00 $523.00 $270.00 •
light vehicles •
•
Average number of worker days lost per 11.3 1.77 <1.5 3.0 •
Worker's Compensation claim
•
Worker's Compensation modification 0.88 0.93 0.95 0.75 •
factor (1.0= industry average) •
•
FULL TIME EQUIVALENT POSITIONS •
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Assistant to the City Manager 1.00 1.00 0.50 0.50 •
Risk Management Technician 1.00 1.00 1.00 1.00
•
Management Analyst 0.00 0.00 1.00 1.00 •
Total 2.00 2.00 2.50 2.50 •
•
•
•
•
•
•
•
•
•
•
PAGE 202 - CITY OF TIGARD •
•
•
•
•
•
• RISK MANAGEMENT BUDGET UNIT: 120
•
• FY 2006 -07 FY 2007 -08 FY 2008-09 FY 2009 -10 FY 2009 -10 FY 2009 -10
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
•
• 2.00 2.00 2.50 Total FTE 2.50 2.50 2.50
• 5II n,2001 $123,698 5150,522 5000 Salaries - Management 5162,319 5162,319 5162,319
Su 50 52,000 5020 Overtime SO 0 0
• 5118,299 $123,698 5152,522 Subtotal Wages $162,319 $162,319 $162,319
• $585 5246 $152 5050 Unemployment 5162 162 162
• $253 5266 $181 5051 Worker's Comp 5292 292 292
$9,092 $9,403 $11,564 5052 FICA /Medicare $12,417 12,417 12,417
•
$765 $813 51,015 5053 Tri-Met Tax 51,090 1,090 1,090
• 51200 $1,182 51,800 5054 VEBA 51,500 1,500 1,500
$215 $212
5365 5055 Life Insurance $1,113 1,113 1,113
• 5390 5406 5611 5056 Salary Continuation $0 0 0
$15,584 517,248 528,425 5057 Medical /Insurance $32,841 32,841 32,841
• $2,040 $2,061 52,700 5058 Dental Insurance $0 0 0
• $13,013 513,607 $16,791 5060 Retirement $17,855 17,855 17,855
$2107 $2,150 54,474 5061 Deferred Comp Contributions $4,870 4,870 4,870
• $45,244 $47,594 $68,078 Subtotal Benefits $72,140 572,140 572,140
• $163,543 $171,292 $220,600 , TOTAL PERSONAL SERVICES 5234,459 $234,459 $234,459
• $2,352 $826 $1,055 6000 Professional/Contractual Services S33,h55 $33,855 $33,855
• 50 $0 $54,500 6020 Legal Expenses 84.3 4,500 4,500
$2 352 $826 $5,555 Subtotal - Professional /Contractual /Legal Services $38,355 538,355 538,355
•
S 15 SO $0 6150 Small Tools & Equipment S4'5 S475 5475
III • $4,711 59,251 56,915 6200 Office Supplies & Expense 57,076 57,076 $7,076
• 5191 $9,423 $670 6210 Spedal Department Expenses $150 $150 $150
• SO 50 5370 6230 Advertising &Publidty $120 5120 5120
• 51,030 $650 $835 6240 Dues & Subsaiptions $855 5855 5855
• $1,030 5650 $835 Subtotal - Dues, Fees & Charges $855 $855 $855
• $943 53,243 53,515 6250 Travel and Training 53,200 53,200 83,200
• 50 50 575 6260 Fuel 50 $0 $0
•
520' $312 5825 6310 Utilities - Telecommunications 5720 "20 -20
• $207 $312 $825 Subtotal - Utilities $720 $720 $720
• 5364,923 5381,397 50 6350 Insurance 5371,610 5371,610 5371,610
• $364,923 $381,397 $0 Subtotal - Insurance $371,610 $371,610 $371,610
• 5690 5690 52,650 6400 Computer Hardware and Software 5 S -00 5700
• $375,062 $405,792 $21,410 TOTAL MATERIALS & SERVICES $423,261 $423,261 $423,261
• $0 $0 $0 TOTAL CAPITAL OUTLAY I $0 $0 $0
•
• $538,605 5577,084 $242,010 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $657,720 $657,720 _ $657,720
• 1
• 1 $538,605 1 5577,084 1 $242,010 1 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) $657,720 1 5657,720 1 $657,720
• POLICY AND ADMINISTRATION- PAGE 203
•
•
•
•
•
OFFICE SERVICES BUDGET UNIT: 130 •
Program Results: •
• •
Centralized and efficient customer service is provided to internal and external customers. •
• The City's website provides the public with comprehensive information about the City and its
services. •
• "Branding" of city materials /publications for a consistent, professional appearance. •
•
Program Description:
•
The Office Services section is supervised by the Administrative Support Supervisor and is managed by •
the Administrative Services Manager. The Administrative Services Manager reports to the Assistant •
City Manager.
•
Office Services is a general clerical unit that provides support to all City departments. This support •
includes reception, switchboard coverage, mail services, web support, coordination of copier mainte- •
nance, and purchasing of paper and office supply products. Departments also request help with copy •
projects, data entry, filing, and desktop publishing and graphic design projects.
•
Direct services provided by Office Services as a part of normal business are those that can be accom- •
plished with current staffing levels, within reasonable time frames. Office Services also coordinates •
with vendors for services such as specialized or non - standard printing, imprinting of a variety promo-
tional materials; folding and bindery; laminating /mounting of presentation materials; and postage/ •
mailing costs for large packages or mass mailings (over 50 pieces of the same material being mailed; i.e. •
newsletters, postcards, other informational pieces to groups of citizens, etc.). However, Departments •
are responsible for the cost of the service.
•
Additionally, staff provides assistance to the public through direction of phone calls, notary services, •
passport acceptance backup and inquiries received through the City's website. •
FY2008- 09 Accomplisbments: •
• •
The annual division survey was completed. Office Services continues to receive positive com- •
ments about the service provided.
• The annual room user survey was completed with customer service rated as good or excellent •
by 99% of respondents. (This program was moved to Public Works in September of 2008) •
FY2009 -10 Goals and Objectives: •
•
• Explore solutions to improve response times to design requests and meet City branding /design •
expectations for promotional and other public materials. •
• Explore solutions to improve response times to administrative requests.
• Evaluate current programs to determine if the services being provided meet the current needs of •
the City and whether staffing levels coincide with current and anticipated requests. •
• Establish a set of standards for the work Office Services provides and the level of support that can •
be provided based on current staffing levels. •
• Create a filing system of project requests by department.
• Create a system of archiving projects from the City's server. •
•
PAGE 204 - CITY OF TIGARD •
•
•
•
•
•
• OFFICE SERVICES BUDGET UNIT: 130
• WORKLOAD MEASURES
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• Switchboard calls per day 320 300 290 290 1
•
• Number of work projects annually 600 696 696 NA
• (administrative)
• Number of pieces of mail sent annually 67,958 79,896 80,678 84,000
• Hours spent on copy /binding /folding/ NA NA 228 360
II stuffing projects
•
• Hours spent on administrative projects NA NA 396 396
• Hours spent on design projects NA NA 828 828
•
• EFFECTIVENESS MEASURES
• 2006 -07 2007 -08 2008 -09 2009 -10
•
• Rated good /excellent on response /accuracy 100.00% 96.00% 96.00% 96.00%
• Administrative projects delivered by NA NA 95.00% 95.00%
• committed date
•
• Design projects delivered by committed date NA NA 95.00% 95.00%
• Switchboard /zero -out provided by NA NA 100.00% 100.00%
• 8:OOam- 5:OOpm on days City Hall is open
• FULL -TIME EQUIVALENT POSITIONS
•
• 2006 - 07 2007 -08 2008 -09 2009 -10
• Administrative Services Manager 0.50 0.50 0.50 0.50
Administrative Specialist I 1.00 1.00 1.00 0.80
• Administrative Specialist II 1.00 1.00 1.00 0.80
• City Recorder 0.80 1.00 0.00 0.00
• Confidential Administrative Specialist II 1.00 1.00 0.00 0.00
• Customer Service Specialist 1.00 1.00 1.00 1.00
Information Processing Tech. 1.00 0.00 0.00 0.00
• Graphic Designer 0.00 0.00 0.00 0.50
• Office Services Supervisor 0.00 1.00 1.00 1.00
• Senior Administrative Specialist 1.00 1.00 0.00 0.00
• Total 7.30 7.50 4.50 4.60
• POLICY AND ADMINISTRATION- PAGE 205
•
•
•
•
•
OFFICE SERVICES BUDGET UNIT: 130
•
FY 2006-07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted •
730 7.50 450 Total FTE 4.60 4.60 4.60
•
$133,555 $199,726 $98,537 5000 Salaries - Management $113,347 $113,347 $113,347 •
$160,363 $139,905 5114,011 5002 Salaries - General $44,901 44,901 44,901
$0 $0 50 5010 Salaries - Part Timc $91,774 91,774 91,774 •
$0 51,200 50 5015 Salaries - Temporary $0 0 0 •
$127 $0 $0 5020 Overtime $1,000 1,000 1,000
$294,045 $340,831 $212,548 Subtotal Wages $251,022 $251,022 $251,022
•
51,451 $673 5214 5050 Unemplolxnent 5250 250 250 •
$641 $868 $746 5051 Worker's Comp $389 389 389
$21,960 525,803 516,260 5052 FICA /Medicare $19,127 19,127 19,127 •
$1,902 52,239 $1,428 5053 Tri-Met Tax $1,680 1,680 1,680
$4,508 $5,526 $3,900 5054 VEBA 54,500 4,500 4,500 •
$543 $584 $521 5055 Life Insurance 51,385 1,385 1,385
$881 $1,076 $843 5056 Salary Continuation 50 0 0 •
$70,569 $77,866 $51,510 5057 Medical /Insurance $71,705 71,705 71,705
$8,796 $9,564 $5,962 5058 Dental Insurance 50 0 0 •
527,599 $34,616 322,240 5060 Retirement $26,136 26,136 26,136 •
$3,796 $6,332 $2,956 5061 Deferred Comp Contributions $3,400 3,400 3,400
$142,644 $165,147 $106,580 Subtotal Benefits $128,572 $128,572 $128,572 •
$436,690 $505,978 $319,128 TOTAL PERSONAL SERVICES $379,594 $379,594 $379,594 •
$7,116 516,185 $0 6000 Professional/Contractual Services $0 $0 $0 •
$7,116 $16,185 $0 Subtotal - Professional /Contractual /Legal Services 50 $0 $0 •
5429 $1,161 $28,853 6100 Repairs & Maintenance $31,449 $31,449 $31,449
$0 $0 50 6113 Repairs & Maintenance - Vehides $1,285 1,285 1,285 •
$429 $1,661 $28,853 Subtotal - Repairs & Maintenance $32,734 $32,734 $32,734 •
5140 $0 $3,275 6150 Small Tools & Equipment $400 5400 $400 •
$103,366 5102,211 $128,015 6200 Office Supplies & Expense $138,535 $138,535 $138,535 •
5664 8676 $0 6210 Special Department Expenses $175 $175 $175 •
5648 $828 $300 6230 Advertising & Publicity 85,650 $5,650 $5,650 •
$325 $550 $839 6240 Dues & Subscriptions 5591 $591 $591 •
5946 51,044 $0 6245 Fees and Charges $0 0 0
$1,271 $1,594 $839 Subtotal - Dues, Fees & Charges $591 $591 $591 •
51,380 57,845 52,093 6250 Travel and Training $2,069 $2,069 52,069 •
50 50 $325 6260 Fuel 5600 5600 5600 •
$2,534 $600 $24,417 6280 Rents and Leases $22,798 $22,798 $22,798, •
$79 $82 $0 6310 Utilities - Telecommunications 50 0 0 •
$79 $82 50 Subtotal - Utilities $0 $0 $0 •
8480 $480 515,449 6400 Computer Hardware and Software 54,398 $4,398 $4,398 •
$118,105 $132,162 $203,566 TOTAL MATERIALS & SERVICES $207,950 $207,950 $207,950 •
510,489 $0 50 8030 Capital Outlay - Equipment 51,749 1,749 1,749 •
$10,489 $0 $0 TOTAL CAPITAL OUTLA $1,749 $1,749 $1,749 •
$565 284 8638,140 I $522,694 _T OTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $589,293 $589,293 $589,293 •
1 3565,284 1 $638,140 1 8522,694 ( TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 5589,293 1 $589,293 1 8589,293 1 •
•
PAGE 206 - CITY OF TIGARD •
•
•
•
•
•
• MUNICIPAL COURT BUDGET UNIT: 140
• Program Results:
•
• • Court services are provided locally.
• Public education provided about Oregon law and traffic safety concerns in Tigard.
• Program Description:
• Municipal Court is part of a three - section division managed by the Administrative Services Manager.
• The Administrative Services Manager reports to the Assistant City Manager.
•
• Tigard Municipal Court provides a local forum for the resolution of parking, minor traffic citations,
• and limited misdemeanors. Provisions of the Tigard Municipal Code relating to nuisance, building
code, licensing, and other violations are also enforced through Tigard's Municipal Court. The majority
of cases heard in Municipal Court are traffic violations.
• The City's Youth Court is an additional component of the Municipal Court. Under a general order of
• the Washington County Circuit Court, the Tigard Youth Court adjudicates misdemeanor and status
• offenses for first -time juvenile offenders who are fourteen and older.
•
FY2008 -09 Accomplishments:
•
• • Court rules were reviewed, updated and posted on the Court's web page.
• • Monthly "Rules of the Road" column provided in the Cityscape and distributed to the public in
handouts.
•
• • An on -line payment option for paying citations was implemented.
• FY2009 -10 Goals and Objectives:
•
• • Review effectiveness of FullCourt software and begin providing customized reports through
• Crystal report writing.
• • Monitor and implement legislative changes.
•
• • Review the court information and materials provided on the website and update as needed.
• Impacts of the current economy
•
• • Increase in the number of people attending court wanting to get their base fine reduced the
maximum amount.
•
• • Increase in the number of people requesting community service hours in lieu of paying a fine.
• • Increase in the number of people deferring payment by entering into a payment plan.
•
• • Increase in the number of cases going to suspension for non - payment of the citation.
•
• POLICY AND ADMINISTRATION- PAGE 207
•
•
•
•
•
MUNICIPAL COURT BUDGET UNIT: 140
•
WORKLOAD MEASURES •
•
2006 - 07 2007 -08 2008 - 09 2009 -10 •
•
Number of traffic citations processed 6,979 6,383 5,650 7,200 •
Number of cases in which license was 1,220 981 1,160 1,440 •
suspended for failure to pay fine •
Number of trials per year docketed 753 771 620 790 •
•
Average fine amount collected $94.00 $103.00 $90.00 $95.00 •
•
EFFECTIVENESS MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Cases disposed of within 90 95.00% 96.00% 95.00% 95.00% •
days of issuance of citation
•
Assessed fines collected during 85.00% 80.00% 75.00% 75.00% •
the year •
Cases resulting in license suspension 17.00% 15.00% 21.00% 20.00% •
for failure to pay fine •
FULL -TIME EQUIVALENT POSITIONS •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Administrative Services Manager 0.50 0.50 0.50 0.50 •
Court Clerk 1 0.50 0.50 0.50 0.50
Court Clerk II 2.00 2.00 2.00 2.00 •
Municipal Court Judge 0.00 0.00 0.25 0.25 •
Total 3.00 3.00 3.25 3.25 •
•
•
•
•
•
•
•
•
PAGE 208 - CITY OF TIGARD •
•
•
•
•
•
• MUNICIPAL COURT BUDGET UNIT: 140
• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 3.00 3.00 , 3.25 Total FTE 3.25 3.25 3.25
• 535,167 $39,148 $58,662 5000 Salaries - Management 591,900 591,900 $91,900
$79,982 $128,280 $100,815 5002 Salaries - General 591,625 91,625 91,625
•
$13,068 $14,899 $0 5010 Salaies - Part Time 517,894 17,894 17,894
$0 $0 $0 5020 Overtime 51,649 1,649 1,649
•
$128,217 5182,327 $159,477 Subtotal Wages $203,068 $203,068 $203,068
• $632 $360 $161 5050 Unemployment 5201 201 201
5249 5442 $207 5051 Worker's Comp $264 264 264
•
59,675 $13,952 $12,200 5052 FICA /Medicare $15,409 15,409 15,409
$830 $1,198 $1,072 5053 Tri -Met Tax $1,353 1,353 1,353
•
$2,124 53,036 53,300 5054 VEBA $3,000 3,000 3,000
• 5165 $167 5342 5055 Life I nsu ranee 5761 761 761
$359 $377 $602 5056 Salary Continuation $0 0 0
520,280 $19,772 $22,551 5057 Medical /Insurance $26,050 26,050 26,050
•
$2,359 $2,644 $2,632 5058 Dental Insurance 50 0
• $12,483 814,008 514,335 5060 Retirement $15,769 15,769 15, - 61
$1,055 $1,175 $1,160 5061 Deferred Comp Contributions 51,314 1,314 1,314
• 550,210 557,131 $58,562 Subtotal Benefits 564,121 $64,121 $64,121
• 5178,427 $239,458 $218,039 TOTAL PERSONAL SERVICES $267,189 5267,189 $267,189
• $39,466 $4,681 $53,000 6000 Professional /Contractual Services $6,000 56,000 56,0011
$0 50 $75,000 6020 Legal Expenses $34,250 34,250 34,2511
• $39,466 $4,681 $128,000 , Subtotal - Professional /Contractual /Lc al Services 540,250 $40,250 540,250
• 50 50 5150 6100 Repairs &Maintenance 5150 $150 515(1
50 50 5150 Subtotal - Repairs & Maintenance $150
$150 5150
• 52,192 53,092 $7,575 6200 Office Supplies & Expense 53,375 $3,375 53, Y - 5
• $219 $272 53,050 6210 Special Department Expenses 5420 $420 Sat 1
• 5455 50 $330 6230 Advertising & Publicity $0 $0 till
• 5285 $135 5505 6240 Dues &Subscriptions 5425 $425 $425 I
• 55 $125 $0 6245 Fees and Charges 50 0
$285 $260 5505
Subtotal -Dues Fees & CharQes $425 $425 $425
• S $3,222 $7,335 6250 Tavel and Training $ $7,210 5 .2I
• $0 50 53,577 6352 Insurance - Liability 50 0
• $0 $0
5137 6353 Insurance - Flood 50 0
$0 $0 $625 6354 Insurance - Property 50 0
• $0 $0 $4,339 Subtotal - Insurance $0 $0 $0
• $4,475 55,155 $18,750 6400 Computer Hardware and Software Sr,,r,i l5 86,600 56, u 0
• $50,418 516,682 $170,024 TOTAL MATERIALS &SERVICES $58,430 $58,430 $58,430
• $0 50 59,523 6801 City Management 51(1,311 10,311 111,311 1
$11 $0 511,481 6802 Finance $11,616 11,616 11,616
• $0 $0 531,161 6803 Inform anon Technology 516,461 16,461 16,461
$0 50 $12,843 6804 Human Resources $10,232 10,232 10,232
• $0 50 $4,149 6805 Risk Management $7,067 7,067 7,067
50 50 59,617 6806 Office Services $79,833 79,833 79,833
i • $0 50 $25,417 6807 Property Management $14,347 14,347 14,347
50 $0 $7,403 6811 City Recorder /Records $8,490 8,490 8,490
$0 $0 5111,594 TOTAL IIVTERDEPARTMENTALCOSTS $158,357 $158,357 $158357
• $0 $0 $0 TOTAL CAPITAL OUTLAY $0 $0 50
$228,845 1 $256,140 $388,063 1 TOTAL OPERATING COSTS (LESS I, TERDEPART.4IENT_IL COSTS) $325,619 $325,619 $325,619
• 5228,845 1 5256,140 I $499,657 1 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS* I 5483,976 1 5483,976 j $483,976
•
• POLICY AND ADMINISTRATION- PAGE 209
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•
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•
•
CITY RECORDER /RECORDS BUDGET UNIT: 150 •
Program Results: •
• •
Centralized and efficient customer service is provided to internal and external customers. •
• City Recorder support is provided to City Council.
• Records are provided to the public as required under Oregon's public records law. •
• Management of inactive departmental records is provided. •
• City records are protected through use of current records management practices and use of •
technology.
•
Program Description: •
The City Recorder /Records section is supervised by the City Recorder and managed by the Adminis- •
trative Services Manager. The Administrative Services Manager reports to the Assistant City Manager. •
•
The City Recorder Section provides legislative, electoral, and record - keeping services to the City Coun- •
cil, the public, and staff and facilitates public access to the legislative process to ensure compliance with •
legislative requirements and openness of the decision- making process.
•
Citywide support also includes file management, records retrieval, coordination of litigation records, •
and training on records management issues. The section develops and updates policies supporting the •
retention and disposition of City records in accordance with schedules developed by the State of Ore-
gon Division of Archives and adopted by City Council. This section creates the destruction lists for •
departmental approval and coordinates the destruction of the approved records. •
Additionally, staff provides assistance to the public by responding to their requests for public records •
and responding to Notary Public requests. •
•
FY2008 - 09 Accomplishments: •
• Acquired the electronic information management system. •
•
• Began implementation of the electronic information management system. Division staff at- •
tended training to maximize the benefits of the electronic records management program. •
• Researched workflow procedures to integrate Council meeting documentation (staff reports, •
agenda scheduling, follow up, meeting record). Developed options to either acquire auxiliary •
software or work with in -house workflows to automate the Council meeting documentation •
process. •
• Updated the Disaster Recovery Plan. •
• Participated in the State Archivist's review of the Local Government Retention Schedule, •
which was released in 2009. •
• •
Refined the Council packet process and offered staff training. •
•
•
PAGE 210 - CITY OF TIGARD •
•
•
•
•
•
• CITY RECORDER /RECORDS BUDGET UNIT: 150
•
• • Successfully conducted the election for two City Council positions in November.
• • Set up programs to comply with the Federal "red flags" and the State of Oregon identity theft
• legislation.
• • Monitored legislative activity in the following areas: elections, public records, public meeting
• law.
•
• FY2009 - 10 Goals and Objectives:
• • Acquire or develop an in -house electronic agenda /council packet management process includ-
• ing developing the optimum workflow procedure to prepare meeting materials and then have
• meeting results and documentation available the next day for the public and staff to view or
• retrieve.
• • Formalize and document the employee training program for records management, which will
• also demonstrate the City's compliance with consumer protection from identity theft as re-
• quired by state and federal laws.
• • Continue the systematic organization -wide implementation of the electronic information man-
• agement software.
•
• WORKLOAD MEASURES
• 2006 - 2007 -08 2008 -09 2009 -10
•
• Number of records entered into the system NA NA 75 100
Average length of time required to provide NA NA 30 30
• records (minutes)
•
• Average number of record request per month NA NA 40 40
• Cubic feet of records destroyed- annually NA NA 175 150
• stuffing projects
• Number of City Council meetings where NA NA 40 40
• minutes were taken (yearly)
•
•
•
•
•
•
•
• POLICY AND ADMINISTRATION- PAGE 211
•
•
•
•
•
CITY RECORDER /RECORDS BUDGET UNIT: 150
•
EFFECTIVENESS MEASURES •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
Microfilmed records to archives for storage NA NA 80.00% 80.00% •
•
Records meeting the minimum retention NA NA 80.00% 80.00% •
requirements destroyed
•
City Council meeting minutes completed NA NA 60.00% 80.00% •
within 2 business meetings •
Municipal Code updates are posted online NA NA 100.00% 100.00% •
by effective date •
FULL -TIME EQUIVALENT POSITIONS •
•
2006 -07 2007 -08 2008 -09 2009 -10 •
•
City Recorder 0.00 0.00 1.00 1.00 •
Deputy City Recorder 0.00 0.00 1.00 1.00
Records Management Specialist 0.00 0.00 1.00 1.00 •
•
Total 0.00 0.00 3.00 3.00 •
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
PAGE 212 - CITY OF TIGARD •
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•
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•
•
• CITY RECORDER /RECORDS BUDGET UNIT: 150
• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 0.00 0.00 3.00 Total FTE 3.00 3.00 3.00
• 50 50 5109,097 5000 Salaries - Management 5122,576 5122,576 5122,576
• 50 $0 $44,857 5002 Salaries - General 549,947 49,947 49,947
• 50 50 $23,070 5015 Salaries - Temporary 523,070 23,070 23,070
$0 $0 5177,024 Subtotal Wages $195,593 $195,593 $195,593
•
• $0 50 5177 5050 Unemployment $173 173 173
$0 50 5254 5051 Worker's Comp 5364 364 364
$0 $0 $13,542 5052 FICA /Median $13,198 13,198 13,198
50
50 $1,189 5053 Tri-Met Tax
51,159 1,159 1,159
• 50 $0 52,100 5054 VEBA 52,100 2,100 2,100
• $0 50 $377 5055 Life Insurance $1,070 1,070 1,070
$0 50
5595 5056 Salary Continuation $0 0 0
• $0 50 534,900 5057 Medical/Insurance $39,312 39,312 39,312
50
50 53,334 5058 Dental Insurance $0 0 0
• 50 50 516,486 5060 Retirement $18,478 18,478 18,478
• 50
50 53,273 5061 Deferred Comp Contributions 53,677 3,677 3,677
$0 $0 $76,227 Subtotal Benefits 579,531 $79,531 $79,531
• 50 $0 $253,251 TOTAL PERSONAL SERVICES $275,124 $275,124 $275,124
•
• '' 50 516,300 6000 Professional /Contractual Services $16,300 516,300 516,300
�! $0 51,000 6020 Legal Expenses 51,500 1,500 1,500
• $0 $0 $17,300 Subtotal - Professional /Contractual /Legal Services $17,800 $17,800 $17,800
• :0n 50 $350 6100 Repairs &Maintenance 5650 $650 $650
• $0 $0 $350 Subtotal - Repairs &Maintenance $650 $650 $650
• > ■' 50 54,450 6200 Office Supplies &Expense 53,280 53,280 53,280
• "i 50 50 6210 Special Department Expenses 5 -0 $70 570
• *i $0 $600 6230 Advertising & Publicity $300 5300 $300
• 6 50 5810 6240 Dues & Subscriptions 5760 $760 $760
• >, $0 $2,350 6245 Fees and Charges 51,500 1,500 1,500
• $0 $0 $3,160 Subtotal - Dues, Fees & Charges $2,260 $2,260 52,260
• $0 $0 $7,483 6250 Travel and Training 57,973 $7,973 $7,973
• 50 $0 $300 6260 Fuel $0 50 $0
• 5 50 5480 6400 Computer Hardware and Software 589,500 589,500 $89,500
• $0 $0 $34,123 TOTAL MATERIALS & SERVICES $121,833 $121,833 , $121,833
•
• $0 $0 5335,000 8050 Capital Outlay - Tedmolo 5207,000 207,000 207,000
$0 $0 $335,000 TOTAL CAPITAL OUTLAY $207,000 , $207,000 $207,000
• $0 $0 5622,374 TOTAL I OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) 5603,957 5603,957 $603,957
•
• I $0 I $0 1 $622,374 1 TOTAL COSTS (WITHINTERDEPARTME1VTAL COSTS) 1 $601957 1 $603,957 1 $603,957
•
•
• POLICY AND ADMINISTRATION- PAGE 213
•
•
•
•
FINANCIAL AND INFORMATION SERVICES ORGANIZATION CHART •
•
•
•
FINANCIAL AND INFORMATION SERVICES I •
•
•
ADMINISTRATION UTILITY BILLING •
•
•
FINANCIAL OPERATIONS INFORMATION TECHNOLOGY •
•
•
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Description Actual Actual Revised Proposed Approved Adopted •
•
Number of Positions 21.80 22.00 22.00 22.00 22.00 22.00 •
Budget By Category •
•
Personal Services $1,484,212 $1,573,426 $1,824,250 $1,883,807 $1,883,807 $1,883,807 •
Materials & Services $636,162 $591,745 $1,255,152 $1,098,983 $1,098,983 $1,098,983 •
Capital Outlay $0 $0 $381,367 $97,350 $97,350 $97,350 •
Total By Category $2,120,374 $2,165,171 $3,460,769 $3,080,140 $3,080,140 $3,080,140 •
•
Budget by Division •
Administration $300,209 $354,285 $669,478 $422,375 $422,375 $422,375 •
Financial Operations $883,729 $987,065 $523,827 $525,370 $525,370 $525,370 •
Utility Billing $0 $0 $558,668 $557,751 $557,751 $557,751 •
Information Tedlnology $936,437 $823,821 $1,443,370 $1,574,644 $1,574,644 $1,574,644 •
FIS Interim Plan $0 $0 $265,426 $0 $0 $0
•
Total By Division $2,120,374 $2,165,171 $3,460,769 $3,080,140 $3,080,140 $3,080,140 •
•
Budget by Fund
•
•
General Fund -100 $0 $0 $265,426 $0 $0 $0 •
Central Servdes Fund - 400 $2,120,374 $2,165,171 $3,195,343 $3,080,140 $3,080,140 $3,080,140
•
Total By Fund $2,120,374 $2,165,171 $3,460,769 $3,080,140 $3,080,140 $3,080,140 •
•
•
PAGE 214 - CITY OF TIGARD •
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•
•
•
•
• FINANCIAL & INFORMATION SERVICES ADMIN BUDGET UNIT: 200
• Program Results:
• • The City builds and maintains a strong financial position.
• The Financial and Information Services Department contributes to the attainment of the Ti-
• gard Council Goals.
• • The Financial and Information Services Department supports departmental, operational, and
• programmatic goals.
• The Financial and Information Services Department provides expert financial advice and assis-
• tance and policy analysis to City departments.
• • The Financial and Information Services Department provides expert technical leadership and
• support of the City's information technology infrastructure.
• Program Description:
•
• Activities of staff in Financial and Information Services Administration include the annual budget
• process, long range financial planning, financial analysis, contract management, project management,
procurement rules oversight, and advice to the City Council, the various boards and committees, and
• departments, the management and issuance of debt as required for general and enterprise activities, and
• oversight of the Financial Operations, Utility Billings and Information Technology divisions.
• Financial and Information Services Administration continues to actively work to anticipate issues and
• to develop policies and procedures to allow the City to deal with issues as they occur.
• The Director of Financial and Information Services reports directly to the City Manager and is respon-
sible for all financial transactions and information technology of the City. This budget unit supports
• the activities of the Director. The Financial and Information Services Department includes Financial
• and Information Services Administration, Financial Operations, Utility Billing and Information Tech-
• nology.
• FY 2008-09 Accomplishments:
• • Received Government Finance Officers Association's Distinguished Budget Presentation
• Award for Fiscal Year 2008 -09.
•
• • Implemented a comprehensive budget development system and streamlined the annual operat-
• ing and 5 -year capital improvement program budget processes.
• • Provided financial and policy support to other City departments as needed on special projects.
• • Completed and published the Fiscal Year 2008 -09 Annual Budget document.
•
• • Successfully guided the City through a lengthy and detailed financial, budgeting, human re-
source and risk information management system procurement process and successfully exe-
• cuted the resulting contract.
•
• Began the first stages of the financial, budgeting, human resource and risk information manage-
ment system implementation.
•
•
• POLICY AND ADMINISTRATION- PAGE 215
•
•
•
•
FINANCIAL & INFORMATION SERVICES ADMIN BUDGET UNIT: 200 •
•
•
FY2009 -10 Goals and Objectives: •
• Complete the implementation of the financial, budgeting, human resource and risk information •
management system. •
• Complete the development and implementation of the city -wide geographical information sys- •
tems initiative. Participate in the GIS Steering Committee and provide leadership and financial •
direction to assure project success. •
• • Provide technical and process expertise to the document management system initiative as out-
lined in the Strategic Technology Plan. •
• Provide assistance and expertise in securing necessary financing for the development of a long- •
• term water source.
• Provide ongoing support and leadership for the staff training program outlined in the Strategic
•
•
Technology Plan. •
• Complete functionality enhancements to the Business License billing and payment process, as •
outlined in the Strategic Technology Plan. •
• Provide contractual and project management oversight to the departments on an array of capi- •
tal improvement and smaller projects, including the development of City -wide project manage- •
ment guidelines. •
• Submit the FY 2008 -09 budget to the Government Finance Officers Association and earn the •
Distinguished Budget Presentation Award. •
• Complete the 2009 -10 budget by June 30, 2009. •
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
PAGE 216 - CITY OF TIGARD •
•
•
•
•
•
• FINANCIAL & INFORMATION SERVICES ADMIN BUDGET UNIT: 200
• WORKLOAD MEASURES
0
• 2006 -07 2007 -08 2008 -09 2009 -10
• Amount of Debt Outstanding (in millions) $14.0 $13.7 $14.2 $21.0
•
• Number of funds managed 27 28 28 26
• Number of budgetary units (divisions) 35 35 36 36
•
• Number of Special Assessment accounts 17 18 21 21
• Number of Business License accounts 3,450 3,500 3,324 3,200
•
• EFFECTIVENESS MEASURES
• 2006 - 07 2007 -08 2008 -09 2009 -10
0
• The City's GO bond rating is Al or higher Yes Yes Yes Yes
•
• Earned the GFOA Distinguished Yes Yes Yes Yes
• Budget Presentation Award
• Change in Franchise Fee collections:
• Electric 0.90% 1.00% 0.00% NA
Telephone 2.40% 4.30% 2.00% NA
• Natural Gas 3.50% 10.70% 0.00% NA
• Solid Waste 30.40% 17.80% 5.00% NA
• Cable TV 7.40% 3.20% 3.00% NA
Water N/A N/A 3.00% NA
• Sanitary Sewer N/A 8.30% 6.00% NA
•
• Nonpayment of Business Licenses to 1.50% 1.50% 1.50% NA
• total accounts
• Scheduled debt payments made on time 100.00% 100.00% 100.00% 100.00%
•
• FULL -TIME EQUIVALENT POSITIONS
•
• 2006 -07 2007 -08 2008 -09 2009 -10
• Confidential Executive Assistant 1.00 1.00 1.00 1.00
• Financial and Information Services Director 1.00 1.00 1.00 1.00
• Management Analyst 1.00 1.00 1.00 1.00
• Total 3.00 3.00 3.00 3.00
•
• POLICY AND ADMINISTRATION- PAGE 217
•
•
•
•
•
FINANCIAL & INFORMATION SERVICES ADMIN BUDGET UNIT: 200 •
•
FY 2006-07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
3.00 3.00 3.00 Total FTE 3.00 3.00 3.00 •
•
5190,911 $231,090 5220,723 5000 Salaries - Management 5218,708 $218,708 $218,708 •
$1,655 50 $0 5015 Salaries - Temporary 50 0 0
5470 $4,669 $2,000 5020 Overtime 50 0 0 •
5193,035 $235,759 5222,723 Subtotal Wages 5218,708 $218,708 5218,708 •
$958 5466 $222 5050 Unemployment 5219 219 219 •
$430 5552 5294 5051 Worker's Comp 5416 416 416
515,156 518,209 517,030 5052 FICA /Medicare 516,731 16,731 16,731 •
51,250 51,551 51,496 5053 Tri-Met Tax 51,469 1,469 1,469
51,632 51,619 $1,800 5054 VEBA 51,800 1,800 1,800 •
51,289 $979 51,290 5055 life Insurance 51,335 1,335 1,335 •
$471 5620 5905 5056 Salary Continuation 50 0 0
522,191 527,571 534,060 5057 Medical /Insurance 540,593 40,593 40,593 •
52,974 53,362 53,613 5058 Dental Insurance $0 0 0
517,805 524,741 $24,664 5060 Retirement 524,058 24,058 24,058 •
$5,491 56,084 56,621 5061 Deferred Comp Contributions $6,561 6,561 6,561 •
569,647 $85,754 591,995 Subtotal Benefits 593,182 $93,182 $93,182
•
$262,682 5321,513 5314,718 TOTAL PERSONAL SERVICES 5311,890 $311,890 5311,890 •
$1 - ,803 517,910 $24,000 6000 Professional /ContractualServics S42,300 $42,300 $42,300 •
$0 50 $2,000 6020 Legal Expenses 52,000 2,000 2,000
517,803 $17,910 826,000 Subtotal - Professional/Contractual/Legal Services $44,300 544,300 $44,300 •
SO $0 $100 6100 Repairs &Maintenance 50
50 Su II
$0 $0 8100 Subtotal - Repairs &Maintenance $0 $0 $0 •
54,944 55,890 54,000 6200 Office Supplies &Expense 51,945 $1,945 51,945 •
5408 5509 5800 6210 Special Department Expenses 53,500 $3,500 53,500 •
53,521 $1,085 $9,400 6230 Advertising & Publicity $3,000 $3,000 $3,000 •
•
$5, 53,470 56,060 6240 Dues & Subsaiptions 54,200 54,200 $4,200 •
S30 $385 50 6245 Fees and Charges 50 0 0
$5,810 83,855 $6,060 , Subtotal - Dues, Fees & Charges 54,200 54,200 $4,200 •
54,050 $977 54,500 6250 Travel and Training 57,100 57,100 $7,100 •
50 50 5900 6310 Utilities - Telemmunications $240 240 240 •
co
50 50 5900 Subtotal - Utilities 5240 $240 5240 •
5991 52,546 53,000 6400 Computer Hardware and Software 53,000 $3,000 $3,000 •
$37,526 $32,772 $54,760 TOTAL MATERIALS &SERVICES $67,285 567,285 $67,285 •
•
5(1 50 5300,000 8050 Capital Outlay - Technology 543,200 43,200 43,200 •
$0 50 _ 5300,000 TOTAL CAPITAL OUTLA $43,200 843,200 $43,200
•
$300,209 $354,285 I $669,478 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COSTS) $422,375 5422,375 $422,375 •
$300,2091 8354,285 1 $669,478 1 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) 1 $422,375 1 $422,375 1 $422,375
•
PAGE 218 - CITY OF TIGARD •
•
•
•
ID
•
• FINANCIAL OPERATIONS BUDGET UNIT: 210
•
• Program Results:
• • The Division contributes to the Financial and Information Services Department's overall de-
• sired result of building and maintaining a strong financial position for the City.
• • Financial and management reporting being provided to City departments meets local budget
• law and generally accepted governmental accounting standards as well as meeting the informa-
tional needs of City programs.
• • Support of City programs and departments in minimizing or reducing the cost of doing busi-
• ness through effective purchasing and contracting initiatives.
• • Maximize revenue sources to the City.
• Program Description:
•
• This Division includes accounts receivable, accounts payable, payroll, fixed assets, inventory recording
and reporting, general ledger, centralized purchasing, preparation of the annual Comprehensive Annual
• Financial Report (CAFR), budget preparation and analysis, cost accounting, grant accounting, surplus
• property, the preparation of financial and special reports, as requested, and investment of City funds.
• FY 2008-09 Accomplishments:
•
• • Received Government Finance Officers Association's Certificate of Achievement for Excel-
• lence in Financial Reporting (CAFR) for Fiscal Year 2006 -07.
• • Completed FY 2007 -08 audit and Comprehensive Annual Financial Report (CAFR) and sub-
• mitted to Government Finance Officers Association for evaluation.
• • Finalize the upgrade the City's financial software system.
•
• FY2009 -10 Goals and Objectives:
• • Complete annual audit and issue Comprehensive Annual Financial Report (CAFR) by Novem-
• ber 15, 2008.
• • Receive Government Finance Officers Association's Certificate of Achievement for Excellence
• in Financial Reporting (CAFR) in FY 2007 -08.
•
• • Participate in the City's annual budget process with adoption by the Council before June 30,
• 2008.
• • Participate in updating the City's Five -Year Financial Forecast.
• • Review rates and charges and make appropriate recommendations for change to City manage -
• ment and Council.
• Begin payment of vendors electronically to improve customer service and increase efficiency.
•
• • Complete the implementation of the financial, budgeting, human resource and risk information
• management system.
• POLICY AND ADMINISTRATION- PAGE 219
•
41110
•
•
•
FINANCIAL OPERATIONS BUDGET UNIT: 210 •
WORKLOAD MEASURES •
•
2006 -07 2007 - 08 2008 -09 2009 -10 •
Payroll checks processed 7,777 8,392 8,500 8,400 •
•
Size of investment pool —LGIP and 3rd $51.50 $52.00 $42.00 $35.00 •
party (avg. millions)
•
Accounts payable checks issued 5,031 5,937 5,800 5,800 •
•
Check requests /invoices processed 11,430 11,288 11,000 11,000
•
Purchase orders processed 243 243 260 260 •
•
Purchasing card transactions processed 4,088 5,199 5,400 5,500 •
Passports processed 2,146 3,497 2,481 1,770 •
•
EFFECTIVENESS MEASURES •
2006 -07 2007 -08 2008 -09 2009 -10 •
•
Average return on City investment pool 5.00% 4.00% 3.00% 1.75% •
Financial Reports accurate and 100.00% 100.00% 100.00% 100.00% •
released on time •
•
Council and departmental requests 99.00% 99.00% 99.00% 99.00% •
responded to within one week •
Payroll processing, distribution, and 100.00% 100.00% 100.00% 100.00% •
reporting is accurate
•
Number of departments rating 6 6 6 6 0
Financial Operations Division •
service as good or excellent •
Receive GFOA Award - Comprehensive Yes Yes Yes Yes •
Annual Financial Report •
•
•
•
•
•
•
PAGE 220 - CITY OF TIGARD •
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e
•
•
• FINANCIAL OPERATIONS BUDGET UNIT: 210
• FULL -TIME EQUIVALENT POSITIONS
• 2006 -07 2007 -08 2008 -09 2009 -10
•
• Accountant 1.00 1.00 1.00 1.00
• Accounting Assistant II 2.00 2.00 0.00 0.00
Accounting Supervisor 1.00 1.00 1.00 1.00
• Assistant Finance Director 0.00 0.00 0.00 0.50
• Buyer 1.00 0.00 0.00 0.00
• Contracts /Purchasing Coordinator 0.00 1.00 0.00 0.00
Financial Operations Manager 1.00 1.00 0.50 0.00
• Payroll Specialist 1.00 1.00 1.00 1.00
• Purchasing Assistant 0.00 0.00 0.00 1.00
• Senior Accounting Assistant 2.00 2.00 1.00 1.00
Senior Administrative Specialist 1.00 1.00 1.00 0.00
• Utility Worker II 0.80 2.00 0.00 0.00
• Total 10.80 12.00 5.50 5.50
• 1
•
•
•
•
•
ID
•
•
•
•
ID
•
•
ID
•
•
•
•
•
•
•
• POLICY AND ADMINISTRATION- PAGE 221
•
•
•
•
•
FINANCIAL OPERATIONS BUDGET UNIT: 210 •
FY 2006-07 FY 2007 -08 FY 2008-09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Wised Approved Adopted •
10.80 12.00 580 Total FTE 5.50 5.50 5.50 •
5277,874 5271,288 5215,791 5000 Salaries - Management 5216,553 5216,553 5216,553 •
5225,294 5294,824 593,133 5002 Salaries - General 5103,724 103,724 103,724 •
53,032 $1,796 52,500 5020 Overtime $0 0 0 •
5507,855 $570,270 $311,424 Subtotal Wages 5320,277 5320,277 5320,277
•
52,507 51,128 5312 5050 unemployment $320 320 320
52,669 54,373 5312 5051 Worker's Comp $516 516 516 •
$38,173 542,770 523,823 5052 FICA /Medicare 524,501 24,501 24,501 •
53,284 53,748 $2,092 5053 Tri-Met Tax $2,152 2,152 2,152
56,499 59,024 54,200 5054 VEBA 54,200 4,200 4,200 •
5809 5836 $757 5055 Life Insurance 51,651 1,651 1,651
$1,479 $1,639 51,181 5056 Salary Continuation $0 0 0 •
585,281 597,167 557,204 5057 Medical /Insurance $67,188 67,188 67,188 •
510,999 512,163 55,957 5058 Dental Insurance $0 0 0
550,364 557,444 $33,532 5060 Retirement $33,587 33,587 33,587 •
$8,073 $7,773 56,473 5061 Deferred Comp Contributions $4,678 4,678 4,678 •
$210,137 $238,065 $135,843 Subtotal Benefits $138,793 $138,793 $138,793
$717,992 $808,335 $447,267 TOTAL PERSONAL SERVICES $459,070 $459,070 $459,070 •
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584,009 597,618 531,635 6000 Professional/ Contractual Services $33,250 533,250 533,250 •
50 $0 $1,000 6020 Legal Expenses $0 0 0
$84,009 $97,618 $32,635 Subtotal- Professional /Contractual /Legal Services $33,250 $33,250 $33,250 •
$1,521 54,124 $250 6150 Small Tools & Equipment 50 50 50 •
$24,687 $14,907 58,450 6200 Office Supplies &Expense 510,000 510,000 510,000 •
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51,394 58,324 51,280 6210 Special Department Expenses 51,000 51,000 51,000 •
51,844 $1,890 5850 6230 Advertising & Publicity $500 5500 $500 •
51,575 51,1u? 5840 6240 Dues &Subsaiptions 51,400 51,400 51,400 •
52,515 52,515 5805 6245 Fees and Charges 51,000 1,000 1,000
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$4,090 $3,918 $1,645 Subtotal -Dues; Fees & Charges $2,400 $2,400 $2,400
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510,607 55,077 57,800 6250 Travel and Training 57,650 57,650 57,650
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$0 $0 $0 6390 Bad Debt Expense $0 $0 50 •
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533,447 534,283 $23,650 6400 Computer Hardware and Software 510,000 510,000 510,000 •
$165,737 5178,730 576,560 TOTAL MATERIALS & SERVICES $64,800 $64,800 $64,800 •
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SO 50 50 8050 Capital Outlay - Technology 51,500 1,500 1,500
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$0 $0 $0 TOTAL CAPITAL OUTLAY $1,500 $1,500 51,500
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5883,729 I $987,065 $523,82 TOTAL OPERATING COSTS (LESS INTERDEPARTMENTAL COST 5525,370 $525,370 $525,370
$883,729 I $987,065 1 $523,827 TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS) I 5525,370 1 $525,370 1 5525,31 •
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PAGE 222 - CITY OF TIGARD •
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• Program Results:
• • The Division contributes to the Financial and Information Services Department's overall de-
• sired result of building and maintaining a strong financial position for the City.
• • Provides support to various City departments to maximize enterprise revenues.
• • Provides outstanding customer service to the public on utility billing and passport issues.
• Program Description:
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• The Division includes utility billing and passport issuance. The utility billing team is responsible for all
• water, sanitary sewer, street maintenance fee and various other utility billings and collections for the
City. The passport team handles passport requests, including taking and processing the passport pho-
• tos, from the general public. Utility billing is one of the City's divisions that have the most direct inter-
• action with the general public.
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• FY2008 -2009 Accomplishments:
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• • Changed Utility Billing Payment Lock Box provider to US Bank, which increased the efficiency
• of the staff as well as saved the City money in reduced fees.
• • Successfully processed a 150% increase in the number of passports compared to FY 2006 -07.
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• FY2009 -2010 Goals and Objectives:
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• • Upgrade mailing service for the Utility Billing statements to include data stream format of state-
• ment printing (no longer will be required to send hard copies of statements to mailing service).
• • Successfully notify all utility customers of any increase to rates based upon any increases corn-
• ing from the Public Works Department or Clean Water Services.
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• • Look for ways to maximize Passport revenues, including cost savings to the City, through a
• streamlined process.
• • Successfully implement new version of Springbrook Utility Billing Software.
• • Explore the possibility of automatic withdrawal from debit /credit cards from customers.
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• POLICY AND ADMINISTRATION- PAGE 223
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ULITITY BILLING BUDGET UNIT: 220 •
WORKLOAD MEASURES •
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2006 -07 2007 -08 2008 -09 2009 -10 •
Registered online users 4,619 5,802 6,900 7,000 •
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Number of online transactions 6,805 9,048 9,600 10,000 •
Total revenue collected through online $620,855 $946,865 $1,029,000 $1,100,000 •
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system
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Number of water accounts 17,225 17,775 17,900 18,000 •
Number of utility billing accounts 19,535 19,653 19,700 20,000 •
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Number of utility bills sent annually 113,502 114,116 114,500 115,000 •
Number of water meters sold 293 136 65 40 •
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EFFECTIVENESS MEASURES •
2006 -07 2007 -08 2008 -09 2009 -10 •
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Ratio of water bills 60 days past due 2.83% 3.14% 3.71% 4.21% •
to total billed •
Increase in online users from previous year 1,030 1,183 1,098 1,300 •
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Increase in online users from previous year 23.00% 25.61% 18.92% 20.00% •
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FULL - TIME EQUIVALENT POSITIONS •
2006 -07 2007 -08 2008 -09 2009 -10 •
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Accounting Assistant I 0.00 0.00 0.00 1.00 •
Accounting Assistant II 0.00 0.00 2.00 2.00 •
Administrative Specialist I 0.00 0.00 1.00 0.00 •
Assistant Finance Director 0.00 0.00 0.00 0.50
Customer Services Field Worker 0.00 0.00 0.00 2.00 •
Financial Operations Manager 0.00 0.00 0.50 0.00 •
Senior Accounting Assistant 0.00 0.00 1.00 1.00
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Utility Worker II 0.00 0.00 2.00 0.00 •
Total 0.00 0.00 6.50 6.50 •
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PAGE 224 - CITY OF TIGARD •
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• UTILITY BILLING BUDGET UNIT: 220
• FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10
• Actual Actual Revised Acct. # Account Description Proposed Approved Adopted
• 0.00 0.00 6.50 Total FTE 6.50 6.50 6.50
• 50 80 538,663 5000 Salaries - Management 547,570 547,570 $47,570
• $0 $0 5253,486 5002 Salaries - General $253,514 253,514 253,514
$0 $0 $0 5010 Salaries - Part Time $0 0 0
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50 5(1 81,000 5020 Overtime 50 0 0
• $0 50 5293,149 Subtotal Wages $301,084 5301,084 $301,084
• 80 80 $294 5050 Unemployment $301 301 301
80 $0 52,204 5051 Worker's Comp $3,596 3,596 3,596
• 50 50 $22,426 5052 FICA /Medicare 523,033 23,033 23,033
• $0 50 $1,970 5053 Tri-Met Tax $2,023 2,023 2,023
80 50 $6,000 5054 VEBA 85,700 5,700 5,700
• 80
8716 5055 life Insurance 81,299 1,299 1,299
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51,022 5056 Salary Continuation 50 0 0
• $0 50 553,130 5057 Medical /Insurance $78,504 78,504 78,504
$0 $0 55,148 5058 Dental Insurance $0 0 0
• 50 50 $29,794 5060 Retirement $30,584 30,584 30,584
SO 50 $1,160 5061 Deferred Comp Contributions $1,427 1,427 1,427
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50 $0 $123,864 Subtotal Benefits $146,467 $146,467 $146,467
• 50 $0 $417,013 TOTAL PERSONAL SERVICES $447,551 , $447,551 $447,551
• SI I SO 572,350 6000 Professional/Contractual Services $74,000 $74,000 $74,000
• 50 $0 5500 6020 Legal Expenses 50 0 0
• $0 $0 572,850 Subtotal - Professional /Contractual /Legal Services $74,000 574,000 574,000
• SO $0 $2,000 6100 Repairs & Maintenance $3,500 $3,500 83,500
$0 $0 $2,000 Subtotal - Repairs &Maintenance $3,500 $3,500 $3,500 .
• SO $0 52,000 6150 Small Tools & Equipment $500 $500 $500
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• 50 50 510,350 6200 Office Supplies &Expense $6,000 56,000 56,000
• $0 50 $1,430 6210 Special Department Expenses 51,000 $1,000 $1,000
• 80 SO 8100 6240 Dues & Subsmptions 5500 $500 5500
50 50 $0 6245 Fees and Charges 51,000 1,000 1,000
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50 $0 $100 Subtotal -Dues, Fees & Charges $1,500 $1,500 $1,500 ,
• 5 50 52,050 6250 Travel and Training 51,450 51,450 $1,450
• 50 $0 $3,500 6260 Fuel 53,600 , 53,600 $3,600
• 5,, 50 51,315 6310 Utilities - Telecommunications 51,000 1,000 1,000
• 50 $0 $1,315 Subtotal - Utilities $1,000 $1,000 $1,000
• 5i SO 546,060 6400 Computer Hardware and Software $0 50 50
• 50 $0 $141,655 TOTAL MATERIALS & SERVICES $92,550 $92,550 $92,550
• 5 SO SO 8050 Capital Outlay - Tedmology I 517,650 17,650 17,650
• 50 $0 $0 TOTAL CAPITAL OUTLAY $17,650 $17,650 $17,650
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• 50 $0 $ 558,668 , TOTAL OPERATING COSTS (LESS INTERDEPARTMENTALS) - $557,751 $557,751 $557,751
• $0 I $0 1 $558,668 I TOTAL COSTS (WITH INTERDEPARTMENTAL COSTS);,� $557,751 1 5557,751 1 $557,751,
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• POLICY AND ADMINISTRATION- PAGE 225
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INFORMATION TECHNOLOGY BUDGET UNIT: 230 •
Program Results: •
• IT fully supports and properly maintains the city technology infrastructure that is both
•
•
highly reliable and secure. •
• IT maintains a user - friendly computing environment at the Tigard Public Library for citizens.
• IT provides information technology support and assistance to all City departments and staff. •
•
Program Description:
•
The Information Technology Division is responsible for all computing, networking and telecommuni- •
cations technology used within the City organization. IT performs the traditional helpdesk functions •
of PC management, troubleshooting and installation as well as maintaining the City's network infra-
structure (switches, cables and servers) and software that City departments require that run on both •
servers and staff PC's. Telecommunications responsibilities include maintaining the City's phone sys- •
tem and voice mail system, cellular phones, pagers and PDA's. IT is also responsible for the City's en- •
terprise GIS system. •
FY2008 - 09 Accomplishments: •
• Completion of the GIS initiative, phase 5, to a deployed enterprise GIS system •
• Replacement of the core switch that supports 10gb connections. •
• Library public internet and OPAC PC's have been replaced with new PC's. •
• Microsoft Office 2007 upgrade completed. •
• WWW.Tigardmaps.com went live for public access. •
• Public wireless installed for in the City Hall complex area.
• Consolidation of four NAS devices into one NAS device. •
• Replaced backup server and deployed new 24 tape backup device. •
• Telephone audit and removal of unused lines. •
• Consolidated 3 servers on public side onto one server.
• Replacement and data migration of over 30 Blackberry phones.
• Installed two more card readers on IDF rooms. •
FY2009 - 10 Goals and Objectives: •
•
• Upgrade library camera system. •
• Upgrade servers from Windows 2003 operating system to Windows 2008 operating system •
where needed.
• Replace outdated network equipment with state of the art equipment. •
• Evaluate card locks and camera system to determine if new locations are needed. •
• Continue to provide computer support with a 90% problem resolution on first visit. •
• Integrate GIS with Document Management System.
• Integrate GIS with new hosted permitting system. •
• Virtualize three more servers into one server. •
• Evaluate a move from Windows XP desktop system to the new Windows 7 desktop system. •
• Deploy Crystal Enterprise server for distributing and creating web based crystal reports.
• Replace current firewall with a firewall that does IPS and application based rules. •
• Replace library public monitors. •
• Deploy a two- factor authentication logon for enhanced network security. •
PAGE 226 - CITY OF TIGARD •
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• INFORMATION TECHNOLOGY BUDGET UNIT: 230
• WORKLOAD MEASURES
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• 2006 -07 2007 -08 2008 -09 2009 -10
Number of laptops and computers 540 435 451 485
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• Number of servers 32 34 32 38
• Number of cell phones and pagers 225 225 162 187
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• Number of service calls 5,200 6,500 6,400 6,000
• Number of phone lines maintained 525 279 288 252
• Spam Email messages NA 549,057 840,000 900,000
III Non -spam Email messages NA 277,288 345,000 375,000
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• EFFECTIVENESS MEASURES
• 2006 -07 2007 -08 2008 -09 2009 -10
•
• Network up -time 100.00 99.00% 99.00% 99.00%
• Service calls fixed on first call 85.00% 87.00% 87.00% 85.00%
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• Backups performed as required 95.00% 98.00% 98.00% 98.00%
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• FULL -TIME EQUIVALENT POSITIONS
•
• 2006 -07 2007 -08 2008 -09 2009 -10
Computer Support Coordinator 0.00 1.00 0.00 1.00
III GIS Coordinator 1.00 1.00 1.00 1.00
• GIS Programmer /Analyst 0.00 0.00 1.00 1.00
• Information Technology Director 1.00 0.00 0.00 0.00
Information Technology Manager 0.00 1.00 1.00 1.00
0 Microcomputer Support Technician 0.00 1.00 1.00 0.00
• Network Administrator 1.00 1.00 1.00 1.00
• Network Technician 2.00 2.00 2.00 2.00
Senior Network Technician 2.00 0.00 0.00 0.00
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Web Administrator 1.00 0.00 0.00 0.00
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• Total 8.00 7.00 7.00 7.00
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• POLICY AND ADMINISTRATION- PAGE 227 I
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INFORMATION TECHNOLOGY
BUDGET UNIT: 230 0
FY 2006 -07 FY 2007 -08 FY 2008 -09 FY 2009 -10 FY 2009 -10 FY 2009 -10 •
Actual Actual Revised Acct. # Account Description Proposed Approved Adopted •
8.00 7.00 7.00 Total FTE 7.00 7.00 7.00 •
5223,055 5214,184 5271,595 5000 Salaries - Management $290,192 $290,192 5290,192 •
$146,966 $107,093 5158,904 5002 Salaries - General 5183,165 183,165 183,165 •
51,859 53,171 $0 5015 Salaries - Temporary $0 0 0
$2,536 $394 $8,000 5020 Overtime $8,000 8,000 8,000
411
$374,416 $324,842 $438,499 Subtotal Wages 5481,357 $481,357 $481,357
$1,851 $641 $438 5050 Unemployment $473 473 473 •
52,196 $2,255 $2,062 5051 Worker's Comp $3,224 3,224 3,224 •
$28,412 $24,879 $33,546 5052 FICA /Medicare 836,212 36,212 36,212
52,420 $2,133 52,946 5053 Tri-Met Tax 53,180 3,180 3,180 •
53,634 $3,737 $5,100 5054 VEBA $5,100 5,100 5,100
$444 $381 51,054 5055 Life Insurance 52,319 2,319 2,319 •
$751 $858 $1,557 5056 Salary Continuation 80 0 0 •
543,454 542,806 576,595 5057 Medical /Insurance 574,487 74,487 74,487
55,620 $5,122 $7,185 5058 Dental Insurance $0 0 0 •
$35,254 $30,623 $47,303 5060 Retirement $50,238 50,238 50,238
55,085 85,301 58,148 5061 Deferred Comp Contributions 58,706 8,706 8,706 •
$129,122 $118,736 $185,934 Subtotal Benefits $183,939 $183,939 $183,939 •
$503,538 $443,578 $624,433 TOTAL PERSONAL SERVICES 5665,296 $665,296 $665,296
528,126 $42,230 532,000 6000 Professional /Contractual Services 535,000 535,000 $35,000 •
•
$28,126 $42,230 $32,000 Subtotal - Professional/Contractual/Legal Services $35,000 $35,000 $35,000 •
55,322 83,592 $22,536 6100 Repairs & Maintenance 540,050 540,050 540,050 •
50 $1,423 $0 6113 Repairs &Maintenance - Vehides $0 0 0
$5,322 $5,015 $22,536 Subtotal - Repairs & Maintenance $40,050 $40,050 $40,050 •
$3,639 510,544 517,000 6150 Sm all Tools & Equipment 517,000 $17,000 517,000
411
$19,542 $33,107 $39,050 6200 Office Supplies & Expense $39,650 $39,650 $39,650 •
575,600 $1,515 $3,500 6210 Special Department Expenses 514,500 514,500 514,500 •
$2,143 54,611 $1,350 6230 Advertising & Publicity $1,350 $1,350 $1,350 •
8325 $973 $805 6240 Dues & Subscriptions $805 $805 5805 •
545,724 520,071 544,400 6245 Fees and Charges 846,900 46,900 46,900
411
$46,049 $21,044 $45,205 Subtotal - Dues, Fees & Charges $47,705 $47,705 $47,705
$6,410 $18,766 $23,530 6250 Travel and Training $22,829 $22,829 822,829 •
•
50 50 $0 6260 Fuel 51,500 51,500 51,500 •
$94,825 $66,020 $69,800 6310 Utilities - Telecommunications 573,940 73,940 73,940 •
$94,825 $66,020 569,800 Subtotal - Utilities $73,940 $73,940 $73,940
5151,243 $177,391 $564,966 6400 Computer Hardware and Software $580,824 $580,824 $580,824 •
$432,899 $380,243 $818,937 TOTAL MATERIALS & SERVICES $874,348 $874,348 $874,348 •
•
50 $0 50 8050 Capital Outlay - Technology 535,000 35,000 35,000 •
$0 $0 $0 TOTAL CAPITAL OUTLA Y 535,000 535,000 $35,000 •
$936,437 _ $823,821 $1,443,370 TOTAL OPERATING COSTS $1,574,644 $1,574,644 $1,574,644 •
$936,437 1 8823,821 1 $1,443,370 1 TOTAL COSTS (WITHINTERDEPAR I •
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• GENERAL GOVERNMENT
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• GENERAL GOVERNMENT ORGANIZATION CHART
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• URBAN SERVICES
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• GENERAL GOVERNMENT- PAGE 229
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GENERAL GOVERMENT •
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This is a historical program. The financials for this program are being closed in FY 2008 -09. Since •
there are no division budgets to consider, they are not included in this section of the document. The •
history of this program is reflected in the higher level fund summary and city-wide statements. •
Effective with the FY 2008 -09 Budget, costs that were previously budgeted in this program have been •
distributed to the other programs in order to more accurately reflect the true costs of the various city •
functions. The Urban Services budget for FY 2009 -10 reflects the final costs for closing out the Urban •
Services and Urban Services Traffic Impact Fee Funds.
•
This program historically included the cost for City Attorney, Citywide Support, Urban Services, and •
Technology. The City Attorney budget included all attorney costs for the City. The City of Tigard •
does not have an in -house attorney, but instead contracts for both general and labor council. Attorney •
costs are allocated among the various funding sources depending upon each Division's usage.
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PAGE 230 - CIT\ OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN
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• Capital Improvement Plan Summary 231
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• Capital Improvement Plan Projects
• Streets 239
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• Downtown 244
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• Parks 246
• Water 252
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• Sanitary Sewer 257
• Stormwater 260
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• Facilities 265
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TIGARD
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• CAPITAL IMPROVEMENT PLAN SUMMARY
• Background
• The Capital Improvement Plan (CIP) is developed through a process separate from, but parallel to the
• Budget process. During FY 2006 -07, the City revamped its CIP process. A CIP Management Team
was established in September 2006 that includes key City personnel from each of the departments that
• manage CIP projects and finance staff. The Team is responsible for identifying all capital needs of the
• City for the next five years. In the past, only projects that the City could afford to fund were included
• in the CIP.
• Project Purpose
• Each year, the CIP Team works with all departments in addition to Planning Commission, City Coun-
cil, and the Tigard citizens to determine the City's facility and capital needs for the next five years. All
41 projects are then combined into a CIP Plan document. Project funding is prioritized by the Team
• based on City Manager input and City Council goals. The limited City funds are allocated to those pro-
jects that are considered a high priority or maximized grant funding. All projects are listed in the Plan
• and it is noted whether or not there is funding available for the project. The consolidation of all pro-
• posed capital improvement projects gives Tigard citizens and staff a working document that communi-
cates future capital needs in addition to funding requirements for those needs.
• Communication Plan Components
•
• The Tigard Comprehensive Plan Citizen Involvement section is divided between two goals:
• Goal 1.1 Provide Citizens, affected agencies, and other jurisdictions the opportunity to partici-
• pate in all phases if the planning process.
• Goal 1.2 Ensure all citizens have access to:
• a. opportunities to communicate directly to the City; and
b. information_on issues in an understandable form.
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• Thus, the Communication Plan breaks down each phase of the process and speaks to the ways in
• which citizens and stakeholders can participate, communicate, and receive information about the Ti-
• gard Capital Improvement Plan.
• Key Players
• Budget Committee
• The Budget Committee provides a public forum to obtain public views in the preparation of fiscal pol-
• icy. The Committee is responsible for deliberating on the Proposed Budget submitted by the City Man-
ager and for sending the Approved Budget to the City Council for adoption. There are approximately
• six meetings throughout the year, with the majority of those being in late April /May. The Committee
• schedules meetings for 3 -4 consecutive Monday evenings to review and hear discussion on the pro-
• posed budget for the next fiscal year.
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• CAPITAL IMPROVEMENT PLAN- PAGE 231
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CAPITAL IMPROVEMENT PLAN SUMMARY •
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City Council •
Tigard City Council will be responsible for adoption of the FY 2009 -2014 Capital Improvement Plan. •
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City Center Advisory Commission
The Advisory Commission's role is to provide comments and suggestions on the development and im- •
plementation of an Urban Renewal Plan for improving the downtown area. There is a section of the •
CIP which is dedicated solely to projects within the urban renewal area. The Commission will review •
and comment on these projects.
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Committee for Citizen Involvement •
The role of the Committee for Citizen Involvement is to review the form and process of City commu- •
nications with its residents. This Committee will have the opportunity to review the Communication •
Plan at the outset of the project, and will monitor citizen involvement throughout the process.
Staff •
The role of staff will be to identify capital improvement needs as well as determining the funding •
source associated with those needs. Staff will also solicit additional input on the Plan through the Inter -
net, at an open house, and through the Cityscape newsletter. •
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II. Project Phases •
Phase 1: Data Collection •
All Departments Submit list of Capital Projects •
Phase 2: Plan Preparation •
Current and five -year revenue projections •
Final list of staff nominated projects due to CD •
Draft Plan •
Budget Committee Meeting •
Phase 3: Adoption Process •
City Manager Review
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Workshop Meetings: Planning Commission, City Council •
Budget Committee Recommendation
Adoption Hearings: City Council •
Phase 4: Implementation •
• Projects may start after July 1, 2009
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Phase 5: Evaluation •
Report on progress of projects and funding status •
Phase 6: Revision •
Budget kickoff •
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PAGE 232 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN SUMMARY
III. Project Description
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• Capital Improvement Program
• The Capital Improvement Plan (CIP) consists of prioritized public facility projects beginning with the
• current year and projected for four additional years. The CIP is updated every year through a process
• that is separate but parallel to the development of the City budget.
The annual CIP is updated and coordinated by the City CIP Management Team that engages all City
• departments to identify needed public projects. Not all capital projects within the CIP can be funded
• due to limited budgets. Instead, money is allocated to projects that are considered high priority or have
• available grant funding.
• What is a Capital Improvement Project?
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• A capital improvement project is defined as any public facility project that improves or adds value to
• Tigard's infrastructure; costs $50,000 or more; and has a useful life or extends the useful life of a facility
for 5 years or more. Examples of capital improvement projects include land /right -of -way purchases,
• building renovations, park development or improvement of parks facilities; construction of streets and
• sidewalks; rehabilitation and construction of sanitary sewer, storm, and water systems.
•
• IV. Public Involvement Tools
• Phase 1: Data Collection
• Involvement Tools Comprehensive Plan Policy
• CIP Online Survey Participation
• Build Interested Parties List Communication
• Create Website Information
• CCI Meeting Participation
• CCAC Meeting Participation
Cityscape Article (March) Information
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• Phase 2: Plan Preparation
• Involvement Tools Comprehensive Plan Policy
• Comment Period Participation
• Message to Interested Parties Communication
Update Website Information
• Open House Participation
• Budget Committee Meeting Participation
• Press Release Information
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• CAPITAL IMPROVEMENT PLAN- PAGE 233
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CAPITAL IMPROVEMENT PLAN SUMMARY •
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Phase 3: Adoption Process •
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Involvement Tools Comprehensive Plan Policy •
Budget Committee Meeting Participation •
Planning Commission Meeting Participation
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City Council Hearing Participation •
Update Website Information •
Cityscape Article (April /May) Information •
Message to Interested Parties Communication •
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Phase 4: Implementation
Involvement Tools Comprehensive Plan Policy •
Message to Interested Parties Communication •
Update Website Information •
Cityscape Article (March) Information •
Press Release Information •
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Phase 5: Evaluation •
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Involvement Tools Comprehensive Plan Policy •
Comments Accepted Participation •
Message to Interested Parties Communication •
Maintain Website Information •
Develop FAQ Information •
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Phase 6: Revision •
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Involvement Tools Comprehensive Plan Policy •
Kickoff Budget Cycle Information •
Message to Interested Parties Communication •
Update Website Information •
CCI Meeting Participation •
Cityscape Article Information •
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PAGE 234 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN SUMMARY
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• V. Project Schedule
• August Capital Improvement Plan Process Kickoff
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• November Projects are submitted to the Community Development Department
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• December Projects are evaluated and prioritized based on funding availability
• January 1St Draft of the Capital Improvement Plan is developed
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• February 2nd Draft of the Capital Improvement Plan is completed
• February June Public comment period via Planning Commission, Budget Committee, &
• City Council
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• April Final Review Draft of Capital Improvement Plan is completed
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• April /May Capital Improvement Plan presented to Budget Committee as part of
• Proposed Annual Budget. Budget Committee approves and forwards to
City Council with any changes.
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• June City Council adoption of Capital Improvement Plan
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• CAPITAL IMPROVEMENT PLAN- PAGE 235
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CAPITAL IMPROVEMENT PLAN SUMMARY •
Impact of CIP on Operating Costs
•
Capital projects can impact the future operating and maintenance costs of the City. In some in- •
stances, such as the construction of a new facility, operating costs will increase. In other instances, •
such as replacement of old and defective water meters, operating costs may decrease. As the City
makes decisions about which capital projects to implement, it must also evaluate the impact these •
projects will have on future operating costs and determine if the City will be able to afford those •
costs in the future. By approving the CIP projects, the City is making a commitment to adequately •
fund those future operating costs. The following discussion summarizes the anticipated major oper-
ating cost within each capital improvement system: •
City Facilities System Program •
The City Facilities System Program's FY 2009 -10 CIP includes funds for a new roof at the City's Per-
mit Center, continued grounds mitigation at the Library, and various possible facility enhancements •
also at the Library. These projects will have very minimal impact on future operating costs as none •
will require additional staffing or materials. The new Permit Center roof will result in lower operat-
ing costs because it will provide an estimated 13 percent in energy savings and will require fewer re- •
pairs and less maintenance. The roof is also expected to provide an estimated 13 percent energy sav- •
ings. The projects at the Library, the grounds monitoring and the facility enhancements, will have no
significant impact on future operating costs at the facility.
Parks System Program •
The Parks System Program FY 2009 -10 CIP projects include various projects that will have a direct •
impact on the City's operating costs. The very nature of a park system requires ongoing maintenance •
costs both for new additions to a system as well as maturing parks or trails. New additions to the •
parks systems listed in the FY 2009 -10 CIP include: new segments to Fanno Creek Trail (Hall Blvd •
and Main St to Grant St), East Butte Heritage Park, the extension of Jack Park, the Fanno Creek
House, and the Brown Property Trail. These projects, when completed, will add an additional 3,500 •
feet of trails and 15 acres of land to the parks system and will need to be maintained. There are
•
funds in the FY 2009 -10 CIP dedicated to the acquisition of additional parkland and greenspaces. •
Parkland and greenspaces have minimal impact on operating costs until the land is developed. While •
these additions to the City's park system will not require additional staff during the 2009 -10 Fiscal •
Year, additional staff will likely be required in the future. The City will be looking to add a Green- •
spaces Coordinator in the coming years to manage the amount of greenspaces owned by the City. In
addition to this position, additional park utility workers will be needed over the next five years (at •
roughly $70,000 annually per FTE) to maintain the City's parks. Additional temporary staffing may •
also be needed due to the seasonal nature of parks. •
Other projects in the park system, such as the update to the Parks System Development Charge, are •
projects that are completed by contracted consultants and are typical one -time expense projects. •
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PAGE 236 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN SUMMARY
• Sanitary Sewer Program
•
• Many of the projects in the Sanitary Sewer Program, such as the Major Maintenance and Line Re-
placement programs, address existing and potential maintenance problems and thereby serve to re-
• duce and prevent future operating cost impacts. The Sewer Extension program expands the existing
• sewer system to areas currently lacking sewer service. The additional sewer lines increase operating
• costs somewhat; however, these costs are offset by the additional revenues received by new sewer
• customers. No new positions related to the Sanitary Sewer program are anticipated in the coming
years.
•
• Street System Program
The operating cost impact of the Streets Program is minimal and no new positions are forecast in the
• next few years. The City's Pavement Major Maintenance Program provides corrective and preventa-
• tive maintenance on the City's streets. The program restores the wearing course of the streets and
• thereby improves the pavements integrity, improves ride ability, and enhances traffic safety. By per-
forming these upgrades and improvements to the City's streets on a regular schedule, the City is able
• to reduce future operating costs.
• The FY 2009 -10 CIP budget does contain a few street and crosswalk light /signal installation projects.
As the streets and crosswalk lights /signals cost the City a little more than $500,000 annually to light,
the impact to operating costs will be minimal when rolled into the overall program. The City's use of
• LCD lights in signals helps to minimize these ongoing costs.
• Stormwater Program
•
• The projects within the Stormwater Program are typically designed to address erosion and storm
• drainage problems and to return wetland areas to a more natural, native state. These projects have a
tendency to show a positive impact on future operating costs by postponing the need for additional
• staff. As a result, no new positions are forecast in the coming years related to this program.
• Water System Program
• In the FY 2009 -10 CIP, the Water System Program has a variety of projects planned. A number of
• these projects, the Water Main Line Oversizing, Water Meter Replacements, High Tor Electrical
• Panel Replacement, and the ASR 1 Rehabilitation, are for the maintenance or replacement of existing
infrastructure. By maintaining the existing system, the City avoids future higher costs than if the sys-
• tem were allowed to deteriorate. While difficult to calculate, it is safe to say that these projects create
• savings in future operating costs.
• There are water system projects that will have a direct impact on operating costs in the coming years.
The new 10 MG Transfer Pump Station will increase utility costs by roughly $35,000 annually. AI-
• though this project does have an impact on operating costs, the new station will provide a higher
• pumping capacity. The Water Site Security Upgrades, a requirement to better meet the regulatory
• requirements of the Department of Homeland Security regarding public drinking water systems, is
anticipated to cost an additional $55,000 annually in utility and material costs.
• CAPITAL IMPROVEMENT PLAN- PAGE 237
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CAPITAL IMPROVEMENT PLAN - SUMMARY •
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•
The FY 2009 -10 CIP also sees the continuation of the Joint Water Supply Partnership with Lake •
Oswego. This project, still in the initial stages, will provide Tigard with a long term water supply with
delivery scheduled for 2016. The project will include a raw water intake facility on the Clackamas •
River, increased piping size, increased water treatment plant capacity, and other capacity increases. •
The full impact of this project on future operating cost is extremely difficult to forecast this early in •
the project but it is certain there will be a significant effect on materials, utilities, and likely personnel
costs. •
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PAGE 238 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN STREETS
• Fully Funded
• Projected
• Project No. Project Name 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
95001 Pavement Major Maintenance Program 868,511 776,000 776,000 776,000 - 6,01s 776,000 4,748,511
•
95005 Greenburg Rd. /Hwy 99W /Main St. Intersection Improvements 1,165,300 500,000 971,450 3,843,000 6,479,750
• 95002 Crosswalk (Hall Blvd. /Fanno Creek) 2000 98,000 - 100,000
95006 Tigard Triangle Local Improvement District 119,800 4000 2156503 2,280,303
• 95003 Sidewalk (Hall Blvd. /Bonita Rd to 600'N) 20,000 306,566 - - - 326,566
95004 Crosswalk & Lighting System- Durham Rd. at Tigard High School 63,000 5,000 - - - 68,000
• r 95007 Barrows Rd. Sidewalk Installation - 71,814 - - - 71,814
r 95008 Garrett 5t Sidewalk 141,790 - - 141,790
• 95009 Barrows Rd. Bridge Repair 70,000 - 70,000
• 95010 Walnut St. Signal & Westbound Right -Turn Lane - - 50,000 350,000 - - 400,000
Total Funded 2,238,611 1,973,170 3,953,953 4,969,000 776,000 776,000 14,686,734
•
• Unfunded
• Project No. Project Name Projected 2009 -10 2010 -11 2011 -12 2012 -13 2013 - Total
Hall Blvd. Half - Street Improvements 225,000 25,000 250,000
• 100th Ave. Improvements (Sattler to Lady Marion) - - - 40,000 225,000 - 265,000
72nd Improvements (Dartmouth St to Hwy 99W) - - - 400,000 800,000 1,200,000
• 121st Improvements (Walnut St to North Dakota) - - - 75,000 300,000 375,000
• 121st Improvements (Whistler to Tippitt) 400,000 1,000,000 1,000,000 2,400,000 72nd Improvements (Bonita Rd. to Hunziker) 300,000 300,000
• 72nd Improvements (Hunziker to Dartmouth) 400,000 400,000 -
92nd Sidewalk (Durham Rd. to Cook Park) 75,000 400,000 475,000
• Dartmouth St. Improvements (72nd to 68th Ave.) - - - 300,000 500,000 800,000
Hall Blvd. Right -Turn Lane 75,000 75,000 250,000 - - 400,000
•
N. Dakota Pedestrian Bridge 75,000 200,000 275,000
• N. Dakota Street Improvements (Greenburg Rd. to 95th Ave.) 100,000 125,000 - - -
Walnut Si. Improvements (116th to Tiedeman) 1,000,000 1,500,000 2,500,000
• Commercial St. Intersection (Lincoln to Main) - - - - 800,000 - 800,000
Main St. Traffic Signal - - 25,000 150,000 - - 175,000
• Greenburg Rd. Improvements (North Dakota to Shady Lane) - - - - 400,000 1,000,000 1,400,000
• Citywide Pedestrian/Sidewalk Improvements - 50,000 50,000 50,000 50,000 50,000 250,000
Tiedeman Ave. Traffic Signal & Northbound Left-Turn Lane 110,000 300,000 410,000
• Total Unfunded 425,000 1,375,000 2,575,000 3,975,000 4,450,000 12,800,000
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• CAPITAL IMPROVEMENT PLAN- PAGE 239
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CAPITAL IMPROVEMENT PLAN - STREETS •
•
Fully Funded •
95001- Pavement Major Maintenance Program (PMMP) •
The City has been active in implementing the yearly Pavement Major Maintenance Program of corrective and preventative maintenance on streets in Tigard. The program, which •
indudes rehabilitation alternatives, performs the following: 1) restores the wearing coutse and thereby proteas the pavement's structural integrity, 2) reconstructs the structural section
on those streets that require total replacement of structural section, 3) improves ride ability, and 4) enhances traffic safety. Through this program, the City is able to perfomr timely •
maintenance on City streets to avoid the muds more cosily reconstruction costs that result when streets are allowed to significantly deteriorate. Streets stheduled to be included in this •
year's program are at various locations throughout the City. The number of streets proposed to be rehabilitated is subject to Mange depending upon the amounts of actual bids
received. Streets that need rehabilitation but =not be performed in the arnent fiscal year will be moved to the next fiscal year. •
•
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008 -09 2009 - 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category
Construction 809,444 935,511 868,511 776,000 776,000 776,000 776,000 776,000 • 4,748,511 •
Project Total 809,444 935,511 868,511 776 000 776 000 776 000 776 000 776,000 4,748 511 •
Project Funding Source
Gas Tax 16,070 125,000 95,000 95,000 •
Street Maintenance Fee 793 810 773,511 776,000 776,000 776,000 776 776 4,653,511 •
Project Total 809,444 935,511 868 511 776 000 776 000 776 000 776 000 776 000 4,748,511 •
95005 - Greenburg Rd. /Hwy 99W /Main St. Intersection Improvements •
The existing intersection of Highway 99W with Greenburg Road and Main Street and the Highway 99W intersection with Hall Boulevard are the most highly congested intersections •
in the City. Capacity improvements to the Highway 99W /Hall Boulevard intersection are funded through Washington County's MSTIP 3 program and the project is in the design •
stage for construction sometime in 2010. The improvements to the Hall Boulevard /99W intersection will not be fully effective in improving drarlation and relieving traffic •
congestion as long as the bottleneck at the Greenburg Road intersection remains. A corresponding improvement to the Greenburg Road intersection is needed to complement the
Hall /99W project and improve trafficdrarlation across and along Highway 99W north of the viadua to the Highway 217 interchange The spedfic capacity improvement will include: •
•
Separating the through and left -tum movements by adding dediated left-turn lanes on Greenburg Road and Main Street, •
• Providing dedicated through movements across the intersection from both side streets and retain the dedicated right -rum lanes on both streets, and
• Constructing an additional eastbound through lane on Highway 99W from the viaduct east through the intersection to connect to the new eastbound through lane planned for the •
Highway 99W /Hall Boulevard intersection. •
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category •
Land /Right of Way Acquistion 1,000,000 620,000 r 620,000
Design and Engineering 185,074 15,000 500,000 ' 500,000 •
Construction 150,000 351,450 3,843,000 4,194,450
Environmental 300 •
Project Total 185,074 l 165,300 500,000 971,450 3,843,000 5 •
Project Funding Source
City Gas Tax 185,074 1,150,000 500,000 r 620,000 3,843,000 4,963,000 •
Water Fund 15,300 351,450 351,450
Project Total 185,074 1,165,300 500,000 971,450 3,843,000 5,314,450 •
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PAGE 240 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN - STREETS
• 95002 - Crosswalk (Hall Blvd. /Fanno Creek)
• This project provides funding for the crosswalk light on Hall Boulevard that may not be completed due to the amount of time required to order and install the lighting equipment
• beginning in spring or late spring of 2009. This project is funded through Washington County's MSTIP 3 Bike /Pedestrian fund.
• Actual Revised
• Through Budget Projected
• 2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Construction 80 2,000 98 100,000
• Project Total 80,000 2,000 98,000 100
Project Funding Source
• Gas Tax 80 2 98 100,000
• Project Total 80,000 2,000 98,000 100000
• 95006 - Tigard Triangle Local Improvement District
• On February 26, 2008, City Council established Tigard Triangle LID No. 1 to improve streets within the Tigard Triangle. SW 69th Avenue between SW Dartmouth Street and about
100 feet south of Baylor and SW Clinton Street between SW 68th Parkway and SW 70th Avenue will be fully improved with nubs, sidewalks, street trees and street lighting. The
•
north side of Dartmouth Street from 68th Parkway to SW 70th Avenue will also be improved with curbs, sidewalks, street trees and street lighting. The west side of SW 68th
• Parkway from SW Dartmouth Street to approximately 350 feet north of Clinton Street will be improved with sidewalk, street trees and street lighting. In addition, sidewalks, ramps,
• curbs, signing and striping will be installed for a proposed traffic signal at SW 68th Avenue and Dartmouth Street. A sanitary sewer in SW 69th Avenue will be extended to provide
sewer service to all properties within the District.
•
• Actual Revised
• Through Budget Projected
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
• Design and EnOneering 90,904 X),800 4,000 4,000 127,800
Construction 2,200,000 2,152 503 2,152,503
411 Project Total 90,904 2,200,000 119,800 4,000 2,156,503 2,280303
Project Funding Source
• Gas Tax 90,904 119,800 4,000 123,800
• Tigard Triangle LID #1 2,200,000 2,156,503 2,156,503
Project Total 90,904 2 200,000 119 800 4 000 2,156,503 2,280,30 3
•
• 95003 - Sidewalk (Hall Blvd. /Bonita Rd to 600'N)
• This project is carried over from FY 2008 - 09. New sidewalks are proposed on the east side of Hall Boulevard, north of Bonita Road. There are gaps in the sidewalks at this location
where a new bus stop is proposed to be installed. One of the gaps indudes a narrow shoulder and steep slope, which creates safety concerns for pedestrians and bicydists. Traffic
• turning right onto Hall Boulevard from Bonita Road also put pedestrians waiting for stop lights at the comer at tisk.
• In addition to installing a new sidewalk at this location, a retaining wall will be constructed to support the infill placed for the sidewalk. Completion of the sidewalk improvements is
expected to significantly improve pedestrian safety and enhance transit accessibility.
• This projea is funded in the amount of $270,566 by the State Pedestrian /Bicyde Improvement grant. The City provides a local share of $66,000 funded through the Gas Tax Fund.
• Engineering and construction management will be performed by the City as additional local match.
• Actual Revised
• Through Budget Projected
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
• Design and Engineering 20,000 20,000
Construction 336,566 306,566 306,566
• Pro Total 336,566 20,000 306,566 326,566
P roject Funding Source
Pro.
Tax 336,566 20,000 306,566 326,566
Project Total 336,566 20,000 306,566 326,566
• CAPITAL IMPROVEMENT PLAN- PAGE 241
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• CAPITAL IMPROVEMENT PLAN — STREETS
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• 95009 - Barrows Rd. Bridge Repair
Repair of the Barrows Rd. Bridge by replacement of the bridge superstructure with a glulam deck with new timber footings on each side of the bridge Total repair costs are estimated
•
at 8210,000 with the dries of Tigard and Beaverton, and Washington County dividing the costs three ways. The City of Tigard's obligation would be 870,000 maximum. This
• project and the partidpation by the cities is based on an anticipated life span of 20 years or more of full traffic loads. The most recent County investigation of the existing soil
• conditions at the bridge is that the antidpated life span is onit 5 years. This project is still under discussion and maybe postponed if a joint agreement is not readied based on the
latest information.
•
• Actual Revised
• Through Budget Projected
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Construction 70 000 70,000
Project Total 70,000 70,000
• Project Funding Source
• Gas Tax 70,000 70,000
Project Total 70,000 70,000
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• 95010- Walnut St. Signal & Westbound Right -Turn Lane
• Drivers currently experience congested conditions at the all -way -stop intersection of Walnut Street with 135th Avenue. Congestion is particularly prevalent for westbound traffic in the
•
afternoon peak hours. This project would alleviate this congestion by installing a traffic signal at this intersection and by constructing a complete right-turn lane and bike lane for
estbound traffic at this intersection.
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• Actual Revised
Through Budget Projected
•
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
• Design and Engineering 50,000 50,000
Construction 350,000 350,000
• Project Total 50,000 350,000 400,000
Project Funding Source
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Traffic Impact Fee 50,000 350,000 400,000
• Project Total 50,000 350,000 400,000
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• CAPITAL IMPROVEMENT PLAN— PAGE 243
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CAPITAL IMPROVEMENT PLAN - DOWNTOWN •
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Fully Funded •
Projected 2008- •
Project No. Project Name 09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
97001 Ash Ave. Extension (Burnham to RR) 500,000 390,749 - - - - 890,749 •
97002 Burnham St Reconstruction 1,640,000 5,106,463 3,000,000 - - - 9,746,463 •
97003 Main St. / Green St Retrofit 60,000 60,000 580,000 - - - 700,000 •
Total Funded 2,200,000 5,557,212 3,580,000 - - - 11,337,212 •
Unfunded
Projected 2008- •
PtnjectNo. O ProjeetName 09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Hall Blvd. at Hwy 99W Gateway - - 260,000 75,000 100,000 - 435,000 •
Fanno Creek Plaza - - 2,420,000 2,457,000 - - 4,877,000 •
Scoffins /Hall /Hunziker Realignment - - - - - 75,000 75,000 •
Total Unfunded - - 2,680,000 2,532,000 100,000 75,000 5,387,000 •
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97001 -Ash Ave. Extension (Burnham to RR) •
This project indudes construction of a 24 -foot wide paved section to provide two travel lanes and a 5 -foot wide sidewalk on the west side. Streetlights, storm drain and sanitary sewer pipes are •
also induded in the projea. The new street connects the future Burnham /Ash Avenue intersection to the new Park and Ride parking lot constructed by the Commuter Rail project.
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Actual Revised •
Through Budget Projected •
2007 -08 2008-09 2008 -09 2009 -10 2010 -11 2011.12 2012 -13 2013 -14 Total
Project by Category •
Land /ROW 378,920 400,000 400,000 400,000 •
Design and Engineering 100,000 100,000
Construction 390,749 390,749 •
Project Total 378,920 400,000 500,000 390,749 890,749 •
Project Funding Source
Gas Tax 378,920 400,000 500,000 250,000 750,000 •
WaterSDC 100,749 100,749 •
Water CIP 40,000 40,000
Project Total 400,000 500,000 390,749 890,749 •
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• CAPITAL IMPROVEMENT PLAN - DOWNTOWN
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• 97002 - Burnham St Reconstruction
The construction of Burnham Street improvements incorporates design concepts recommended by the Tigard Downtown Comprehensive Streetscape Plan. These concepts indude widening
• Burnham Street between Main Street and Ash Avenue Thirty-eight feet of width will be paved on Ash Avenue and fifty feet on Hall Boulevard. Sidewalks, landscaped medians, pedestrian
• crossings and on -street parking will be provided as part of the widening. In addition, a traditional four -way intersection will be installed at the intersection of Burnham Street and Ash Avenue
• Green street stomtwater management concepts will be applied forwater quality enhancement. Construction is scheduled to begin in the Summer of 2009.
• Actual Revised
• Through Budget Projected
2007 -08 2008-09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013-14 Total
• Project by Category
• Land /Right of WayAaluistion 421,736 1,300,000 1,540,000 1,540,000
Design and Engineering 95,000 100,000 100,000
1111 Construction 3,855,000 5,106,463 3,000,000 ' 8,106,463
• Project Total 421,736 5,250,000 1,640,000 5,106,463 3,000,000 9,746,463
Project Funding Source
• Gas Tax 1,800,000 3,200,000 2,650,000 ' 5,850,000
•
Traffic Impact Fee 421,736 2,350,000 1,400,000 950,000 2,350,000
Transportation Development Tax 100,000 100,000
• Underground Utility 300,000 300,000 300,000
Water CIP 450,000 556,463 556,463
• Urban Renewal Fund 350,000 240,000 350,000 590,000
• Project Total 421,736 5,250,000 1,640,000 5,106,463 3,000,000 9,746,463
• 97003 -Main St. / Green St Retrofit
• The Main Street project is a multi-year project induding comprehensive redesign and construction of the full length of Main Street. The project is divided into 2 phases: Phase 1 starts at the
• railroad tracks south to Highway 99W and Phase 2 from the railroad tracks north to Greenburg Road. Phase 1(MTIP Grant proposal) is to reconstrua the street in accordance with Green Street
Standards for 1400 lineal feet of Main Street, from the Commuter Rail entrance to the south entrance at Highway 99W. It encompasses the entire public right -of -way (ROW) and indudes
•
streets, curbs, sidewalks, landscape and drainage improvements. Design will be based on concept plans as approved in the Downtown Streetscape Plan.
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• Actual Revised
Through Budget Projected
• 2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Design and Engineering 284,999 60,000 60,000 120,000
• Construaion 580,000 580,000
• Project Total 284,999 60,000 60,000 580,000 700,000
Project Funding Source
• Gas Tax 29,269 60,000 60,000 380,000 500,000
Water CIP 200,000 200,000
• Urban Renewal Fund 255,730
• Project Total 284,999 60,000 60,000 580,000 700,000
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• CAPITAL IMPROVEMENT PLAN- PAGE 245
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CAPITAL IMPROVEMENT PLAN -PARKS •
Projected •
Project No. Project Name 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
92012 Parks SDC Update 4,000 16,000 - - - - 20,000 •
92001 Fanno Creek Trail (Hall /Fanno Cr.) 10,000 110,000 - - - - 120,000 •
92019 Cach Park Development - - - - - 40,000 40,000 •
92003 Canterbury Acquisition & Development 26,730 130,000 178,060 - - - 334,790 •
92018 Entryway Monuments 95,000 60,000 60,000 60,000 - - 275,000
92004 Cook Park Restroom - 90,000 - - - - 90,000 •
92002 Jack Park Extension 25,000 481,000 - 213,575 - - 719,575 •
92024 Fanno Creek Trail (Main St. to Grant St.) 115,000 70,000 - - - - 185,000 •
92020 Parking Lot Expansion - - - - 150,000 - 150,000 •
92011 Skate Park Restroom and Drinking Fountain 25,000 50,000 - - - - 75,000
92021 Fanno Creek Trail (Bonita & 74th to Cook Park) - - - - 80,000 650,000 730,000 •
92005 Senn Park Trailhead 25,000 - - 110,000 - - 135,000 •
92006 Fanno Creek House (Schaltz) 115,000 158,000 136,000 - - - 409,000 •
92017 Tree Canopy Replacement Program 75,000 150,000 150,000 75,000 75,000 75,000 600,000 •
92022 BPA Trail Feasibility Study - - - - - 71,500 71,500
92016 Community Park Acquisition & Development - 1,000,000 220,000 - - - 1,220,000 •
92023 Fanno Creek Trail (Railroad ROW Loop) - - - 22,000 22,000 550,000 594,000 •
Total Funded 515,730 2,315,000 744,060 480,575 327,000 1,386,500 5,768,865 •
Partially Funded •
Projected •
Project No. Project Name 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Brown Property Trail Construction 25,000 159,999 370,781 - - - 555,780 •
Fanno Creek Park 260,000 125,000 200,000 951,050 414,000 276,300 2,226,350 •
Total Partially Funded 285,000 284,999 570,781 951,050 414,000 276,300 2,782,130
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• CAPITAL IMPROVEMENT PLAN -PARKS
• Fully Funded
• 92012 -Parks SDC Update
• The Parks System Development Charges (SDC) methodology will be updated in Winter /Spring of 2009. The update will be conduaed by a consultant, and will determine how SDC's
are applied and new rates are established.
•
• Actual Revised
• Through Budget Projected
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
• Design and Engineering 20,000 4,000 6,000 20,000
Project Total 20,000 4,000 16,000 20,000
• Project Funding Source
• Park System Development Charge 20,000 6,000 20,000
Project Total 20,000 d J u 16,000 20,000
•
• 92001 - Fanno Creek Trail (Hall /Fanno Cr.)
The new trail will begin on the east side of Hall Boulevard, then southward to just north of Fanno Creek. A wood pedestrian bridge will be installed in conjunction with this projea
• to connect this trail and the existing trail behind the library. The fetal alignment of the new trail is contingent upon the level of impaa to the sensitive lands located in the trail's
vicinity. Bridge materials have been purchased by the City and installation of the new bridge awaits final determination of the trail alignment. Funding provided for this projea is for
• construction of the trail and the bridge abutments. This project is funded through Washington County's MSTIP 3 Bike /Pedestrian fund.
• Actual Revised
• Through Budget Projected
2007 -08 2008 - 09 2008 - 09 2009 - 10 2010 - 11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Construction 275,350 10,000 110,000 120,000
• Project Total
27; ,350 10,000 110,000 120,000
Project Funding Source
• General Fund 1 19,35))
Park System Development Charge 35,880
• Parks Capital Fund 120,120 10,000 110,000 120,000
Project Total 275,350 10,000 110,000 120,000
• 92019 - Cach Park Development
• This project consists of planning, design, and construction of Community Park features on the Cadet Park property. This development will occur after a new water reservoir is
• construaed.
Actual Revised
• Through Budget Projected
2007 - 08 2008 - 09 2008 - 09 2009 - 10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Design and Engineering 40,000 40,000
•
Project Total 40,000 40,000
Project Funding Source
•
Park System Development Charge 16,000 16,000
Parks Capital Fund 24,000 24,000
• Project Total 40,000 40,000
• 92003 - Canterbury Acquisition & Development
• The City will purchase a portion of the Tigard Water District reservoir property to develop a neighborhood park. Park development will indude a playground structure, pimic shelter,
basketball court, portable restmom, picnic tables, benches, garbage cams, and soft and hard surface trails.
• Actual Revised
• Through Budget Projected
2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013-14 Total
• Project by Category
Design and Engineering 26,930 140,000 26,730 26,730
• Construction 400,000 130,000 178,060 308,060
Project Total
26,930 540,100 26,730
130,000
178,060 334,790
• Project Funding Source
Parks Capital Fund 26,930
• Park System Development Charge 217,400 10,692 53,000 71,224 134,916
General Fund 322,600 16,038 77,000 106,836 199,874
• Project Total 26,930 540,000 26,730 130,000 178,060 334,790
• CAPITAL IMPROVEMENT PLAN- PAGE 247
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CAPITAL IMPROVEMENT PLAN -PARKS •
The City will build monument signs for Tigard entryway portals. The City will add two monument signs in FY 09 -10, and one monument sign and the landscaping of the large area •
around an existing sign in FY 10-11. •
Actual Revised •
Through Budget Projected
2007 -08 2008-09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category
Design and Engineering 8,400 8,400 8,400 25,200 •
Construction 27,884 95,000 95,000 51,600 51,600 51,600 249,800 •
Project Total 27,884 95,000 95,000 60,000 60,000 60,000 rain
Project Funding Source
Parks Capital Fund 27,884 95,000 •
General Fund 95,000 60,000 60,000 60,000 275,000 •
Project Total 27,884 95,000 95,000 60,000 60,000 60,000 275,000
•
92001 -Cook Park Restroom •
This projea requires the replacement of the bathroom and shelter #1 at Cook Park that recently bumed. A portion of the funding for the restrooms and shelter will be provided by •
insurance. Both fadlities previously shared the same building structure. This project will separate the two facilities.
Actual Revised •
Through Budget Projected •
2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category •
Construction 90,000 90,000
Project Total - 90,000 90,000 •
Project Funding Source
General Fund 80,000 80,000
•
Parks Capital Fund 10,000 10,000 •
Project Total 90,000 90,000
92002 Jack Park Extension •
Purchase and develop approximately 2 -acres on Walnut Street adjacent to Jade Park per agreement with Tualatin Valley Fire & Rescue. This park will continue to serve the residents •
living in the vidnity of Jade Park. The development to oonr on the site consists of turf areas, parking, playground structure, trail, and bridge to cross the creek. •
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category •
Land /Right of Way Aoluistion 481,000 481,000
Design and Engineering 25,000 25,000 37,275 62,275 •
Construction 176,300 176,300 •
Project Total 25,000 25,000 481,000 213,575 719,575
Project Funding Source
Park System Development Charge 10,000 10,000 160,333 170,333 •
General Fund 15,000 15,000 320,667 213,575 549,242 •
Project Total 25,000 25,000 481,000 213,575 719,575
st •
92024 -Fanno Creek Trail (Main St. to Grant St)
This project indudes the installation of a trail from Main St. to Grant St. This trail is a key part of the larger Fanno Creek Regional Trail System from Portland to Tualatin. •
•
Actual Revised •
Through Budget Projected •
2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category •
Land /Right of Way Acquistion 115,000 115,000
Construction 70,000 70,000
•
Project Total 115,000 70,000 185,000
Project Funding Source •
Park System Development Charge 26,105 17,000 43,105 •
General Fund 88,895 53,000 141,895
Project Total 115,000 70,000 185,000 •
PAGE 248 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN -PARKS
• 92020 - Parking Lot Expansion
• Addition of 20 to 25 spans to the City Hall /Permit Center parking lot to allow for additional skate park parking.
Actual Revised
Through Budget Projected
• 2007 -08 2008 -09 2008 -09 2009 -10 2010 - 2011 -12 2012 -13 2013 - Total
• Project by Category
Construction 150,000 150,000
• Project Total 150,000 _ 150,000
Project Funding Source
• Park System Development Charge 100,000 100,000
General Fund 50,000 50,000
•
_ Project Total 150,000 150,000
•
• 92011 Park Restroom and Drinldng Fountain
A drinking fountain and an accessible, unisex restroom will be constructed at the City's existing Skate Park.
• Actual Revised
• Through Budget Projected
• 2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 - Total
Project by Category
•
Design and Engineering 25,000 25,000 25,000
• Construction 50,000 50,000 50,000
Project Total 75,000 25,000 50,000 75,000
• Project Funding Source
Park System Development Charge 75,000 25,000 50,000 75,000
• Project Total 75,000 25,000 50,000 75,000
• 92021 -Fanno Creek Trail (Bonita & 74th to Cook Park)
• Acquisition of trail easements along with planning, design, and construction of the Fanno Creek Trail between Bonita Road and Cook Park on the 74th Avenue right -of -way.
•
• Actual Revised
Through Budget Projected
• 2007 -08 2008 -09 2008 -09 2009 -10 2010 - 2011 - 2012 - 2013 -14 Total
• Project by Category
Land /Right of Way Aoluistion 40,000 40,000
• Design and Engineering 40,000 40,000
Construction 650,000 650,000
• Project Total 80,000 650,000 730,000
-1
• Project Funding Source
Park System Development Charge 20,000 162,500 182,500
• General Fund 60,000 487,500 547,500
Project Total 80,000 650,000 730,000
•
• 92005 - Senn Park Trailhead
• Design, planning, and construction of a small shelter, playground, and other park features on the trailhead properties to the Senn green space.
• Actual Revised
• Through Budget Projected
2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 - 2012 - 2013 - Total
•
Project by Category
• Design and Engineering 149,500 25,000 110,000 135,000
Project Total 149,500 25,000 110,000 135,000
• Project Funding Source
Park System Development Charge 34,500 25,000 27,500 52,500
• General Fund 115,000 82,500 82,500
• Project Total 149,500 25,000 110,000 135,000
• CAPITAL IMPROVEMENT PLAN- PAGE 249
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CAPITAL IMPROVEMENT PLAN -PARKS •
•
92006 -Fanno Creek House (Schaltz) •
Design, engineering, and construction of the Fanno Creek House induding repairs, landscaping, parking lot, and riparian enhancements. •
•
Actual Revised •
Through Budget Projected
2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category •
Design and Engineering 10,000 36,000 46,000 •
Construction 135,000 115,000 148,000 100,000 ' 363,000
Project Total 135,000 115,000 158,000 136,000 409,000 •
Project Funding Source
General Fund 135,000 115,000 158,000 136,000 409,000 •
Project Total 135,000 115,000 158,000 136,000 409,000
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92017 - Tree Canopy Replacement Program •
The City of Tigard collects funds from developers who remove trees and are unable to meet replacement requirements. This program utilizes the tree replacement fund for planting •
trees, thereby replacing lost tree Canopy. Annually, the City will deliver and plant free street trees in the Fall /Winter for eligible Tigard residents requesting trees. After the free street tree •
program is completed in the Spring, the City will then pursue a large sale planting opportunity in stream corridors, on school grounds, along highways, or where canopy replacement •
is needed. Funds will also be used to maintain prior planting during an establishment period.
•
Actual Revised •
Through Budget Projected
2007 - 08 2008 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category •
Design and Engineering 45,000 45,000 25,000 25,000 25,000 165,000 •
Construction 75,000 75,000 105,000 105,000 50,000 50,000 50,000 435,000
Project Total 75,000 75,000 150,000 150,000 75,000 75,000 75,000 600,000
•
Project Funding Source
Tree Replacement Fund 75,000 75,000 150,000 150,000 75,000 75,000 75,000 600,000 •
Project Total 75,000 75,000 150,000 150,000 75,000 75,000 75,000 600,000 •
92022 -BPA Trail Feasibility Study •
Acquire right -of -way, and pre-plan for the Powerline Trail that extends from Barrows Road to Beef Bend Road. •
•
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category •
Land/Right of Way Acquistion 45,000 45,000 •
Design and Engineering 26,500 26,500
Project Total 71,500 71,500 •
Project Funding Source •
Parks Capital Fund 53,625 53,625
Park System Development Charge 17,875 17,875 •
Project Total 71,500 71,500 •
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• CAPITAL IMPROVEMENT PLAN -PARKS
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• 92016 - Community Park Acquisition & Development
Acquire land for a Comm unity Park in north central Tigard induding the development of fields and play areas. Part of the funding for this project will be obtained from Metro
• Greenspan Revenues.
. Actual Revised
• Through Budget Projected
• 2007 - 08 2008-09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
P roject by Category
• Land/Right of WayAaluistion 1,000,000 1,000,000
• Design and Engineering 30,000 30,000
Construction 190,000 190,000
• Project Total 1,000,000 220,000 1,220,000
• Project Funding Source
Park System Development Charge 126,683 220,000 346,683
• Parks Capital Fund 873,317 873,317
Project Total 1,000,000 220,000 1,220,000
•
• 92023 - Fanno Creek Trail (Railroad ROW Loop)
• This project provides for planning, design, lease negotiations, and trail construction on the railroad right -of -way from downtown to the Fanno Creek Trail at Tigard Street. In
• addition, it also indudes the development of a loop for the Fanno Creek Trail in the downtown area.
• Actual Revised
• Through Budget Projected
2007 -08 2008-09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 - Total
• Project by Category
• Design and Engineering 22,000 22,000 44,000
Construction 550,000 550,000
• Project Total 22,000 22,000 550,000 594,000
• Project Funding Source
Park System Development Charge 5,500 5,500 137,500 148,500
• General Fund 16,500 16,500 412,500 445,500
Project Total 22,000 22,000 550,000 594,000
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• CAPITAL IMPROVEMENT PLAN- PAGE 251
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CAPITAL IMPROVEMENT PLAN -WATER •
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Fully Funded •
Projected •
Project No. Project Name 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
96004 Water Meter Installations 50,000 82,005 87,335 93,012 99.58 105,497 516,907
96013 550' Zone Improvements: 10 MG Transfer Pump Station 400,000 4,686,000 623,825 - - - 5,709,825 •
96019 ASR 1 Rehabilitation - - - 664,371 - - 664,371
•
96011 ASR Expansion Studies 50,000 - - - 141,512 1,959,226 2,150,738 •
96016 Public Works Building Conservation Demonstration Garden 8,000 - - - - 363,165 371,165
96008 Water Main Line Oversizing - 80,000 155,956 166,093 176,889 188,387 767,325 •
96005 Water Service Installations 10,400 12,184 12,976 13,819 14,717 15,674 79,770 •
96007 Water Site Security Upgrades 52,000 60,918 64,878 69,095 73,586 78,369 398,846 •
96010 Aquifer Storage & Recovery Well #3 - - 265,749 2,830,226 - - 3,095,975 •
96020 High Tor Pump Station Rebuild - - - - - 1,575,600 1,575,600 •
96003 Water Meter Replacements 154,000 117,150 124,765 132,874 141,511 150,710 821,010 •
96018 Lake Oswego /Tigard Joint Water Supply Partnership 2,900,000 1,200,000 2,000,000 5,000,000 8,000,000 8,000,000 27,100,000 •
High Tor Pump Station - Electrical Pump Control Panel
96021 - 76,148 - - - - 76,148 •
Replacement
96022 SDC Methodology Update - 50,000 - - - - 50,000 •
96023 Sherwood Partnership - 1,000,000 - - - - 1,000,000 •
96024 Water Line Replacement Program 107,604 210,870 224,577 239,174 254,720 271,278 1,308,223
Total Funded 3,732,004 7,575,275 3,560,061 9,208,664 8,901,993 12,707,906 45,685,903
•
Unfunded •
Projected •
Project No. Project Name 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Commercial St Improvement - - - 120,000 - 120,000 •
Walnut St. Water Line Relocate Project - - 218,679 79,549 - - 298,228 •
_Water Main Replacement Program - 100,000 55,000 60,000 65,000 70,000 350,000 •
Total Unfunded - 100,000 273,679 139,549 185,000 70,000 768,228
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PAGE 252 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN -WATER
• Fully Funded
• 96004 -Water Meter Installations
• Installation of water meters for new services through new construction /private development.
Actual Revised
• Through Budget Projected
• 2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category
• Construction 72,427 50,000 50,000 82,005 87,335 93,012 99,058 1[15,49 516,907
Project Total 72,427 50,000 50,000 82,005 87,335 93,012 99,058 105,497 516,907
• Project Funding Source
Water Fund 72,427 50,000 50,000 82,005 87,335 93,012 99,058 105,497 516,907
• Project Total 72,427 50,000 50,000 82,005 87,335 93,012 99,058 105,497 516,907
• 96013 -550' Zone Improvements: 10 MG Transfer Pump Station
• The existing transfer pump station located on the 10 MG reservoir site at Bull Mountain Road/ 125th 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 zones. Construction of this
improvement increases pumping capacity from 2000 gpm to 3300 gpm for the 713 -foot service zone. The pump station will also provide 3900 gpm to the 550 -Foot Zone Reservoir No.
• 2. Along with the pump station improvements, a seismicevaluation of the existing 10 MG reservoir will be completed to determine what upgrades shall be incorporated during
• construction as a part of the overall project.
• Actual Revised
Through Budget Projected
•
2007 -08 2008 -09 2008 -09 2009 -10 2010 - 2011 - 2012 - 201344 Total
• Project by Category
Design and Engineering 300,000 400,000 400,000
• Construction 2,750,000 4,686,000 623,825 5,309,825
Project Total 2,750 000 400,000 4,686,000 623,825 5,709,825
• Project Funding Source
Water CIP 3,050,000 400,000 4,686,000 623,825 5,709,825
• Project Total 3,050,000 400,000 4,686,000 623,825 5,709,825
• 96019 -ASR 1 Rehabilitation
• Rehabilitation of ASR wells is recommended every six years. Typical work involved may indude removal of the pump and reconditioning of the well.
• Actual Revised
Through Budget Projected
• 2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Design and Engineering 60,397 60,397
• Construction 603,974 603,974
Project Total 664,371 664,371
• Project Funding Source
Water Fund 664,371 664,371
• Project Total 664,371 664,371
• %019 -ASR Expansion Studies
• The City's hydrogeologist of record will assist Staff in locating potential sites for additional aquifer storage and recovery (ASR) wells. In addition, test wells must be drilled by a qualified
• well driller in order for the hydrogeologist to determine suitability of the well for ASR purposes. Therefore, these studies will indude both consultant services and drilling services.
• Actual Revised
• Through Budget Projected
• 2007 - 08 2008 - 09 2008 - 09 2009 - 10 2010 - 11 2011 - 12 2012 - 13 2013 - 14 Total
Project by Category
• Design and Engineering 287,066 50,000 50,000 141,512 191,512
Construction 1,959,226 1,959,226
• Project Total 287,066 50,000 50,000 141,512 1,959,226 2,150,738
Project Funding Source
•
Water CIP 287,066 50,000 50,000 141,512 1,959,226 2,150,738
• Project Total 287,066 50,000 50,000 141,512 1,959,226 2,150,738
• CAPITAL IMPROVEMENT PLAN- PAGE 253
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CAPITAL IMPROVEMENT PLAN -WATER •
96016 - Public Works Building Conservation Demonstration Garden •
Initially designed for Public Works Building grounds, this project an be moved to a different location. As Tigard continues to support regional water conservation efforts, one way of •
providing publiceduation is in the area of landscaping. Tigard currently provides incentives to customers who demonstrate they have installed water saving elements into their irrigation
design. Another excellent way of providing education to customers is by establishing a demonstration garden that would incorporate a variety of water saving irrigation features, aeative
•
plant selection and layout. •
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008 -09 2009 -10 2010 - 2011 - 2012 - 2013 - Total
Project by Category •
Design and Engineering 10,650 10,650 •
Construction 24,989 125,000 8,000 352,515 ' 360,515
Project Total 24,989 125,000 8,000 363,165 371,165 II Project Funding Source
WaterCIP 24,989 125,000 8,000 363,165 371,165
Project Total 24,989 125,000 8,000 363,165 371,165 •
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•
96008 -Water Main Line Oversizing •
During the course of the year, the City may find the need and opportunity to upsize a proposed water main line through a new development in order to meet overall system needs •
identified in the Water Distribution Hydraulic Study, dated May 2000. This program will generally cover any costs to upsize main water lines above 12 inches in diameter.
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008 -09 2009 -10 2010 - 2011 - 2012 - 2013 - Total •
Project by Category •
Construction 125,000 80,000 155,956 166,093 176,889 188,387 767,325
Project Total 125,000 80,000 155,956 166,093 176,889 188,387 767,325
Project Funding Source •
Water SDC 125,000 80,000 155,956 166,093 176,889 188,387 767,325 •
Project Total 125,000 80,000 155,956 166,093 176,889 188,387 767,325
•
96005 - Water Service Installations •
Installation of new service water lines for new construction /private development. •
Actual Revised
Through Budget Projected •
2007 - 08 2008 - 09 2008 - 09 2009 - 10 2010 - 11 2011 - 12 2012 - 13 2013 - 14 Total •
Project by Category
Construction 11,692 10,400 10,400 12,184 12,976 13,819 14,717 15,674 -9, -- 0 •
Project Total 11,692 10,400 10,400 12,184 12,976 13,819 14,717 15,674 79,
Project Funding Source •
Water Fund 11,692 10,400 10,400 12,184 12,976 13,819 14,717 15,674 79,770 •
Project Total 11,692 10,400 10,400 12,184 12,976 13,819 14,717 15,674 79,770
•
96007 - Water Site Security Upgrades •
Installation of new upgrades to water site security systems within the Tigard Water Service Area in order to meet regulatory requirements of the Department of Homeland Senility
regarding public drinking water systems. •
•
Actual Revised
•
Through Budget Projected
2007 - 08 2008 - 09 2008 - 09 2009 -10 2010 -11 2011 -12 2012 -13 2013-14 Total •
Project by Category .
Construction 39,295 52,000 52,000 60,918 64,878 69,095 73,586 78,369 398,846
Project Total 39,295 52,000 52,000 60,918 64,878 69,095 73,586 78,369 398,846 •
Project Funding Source
Water Fund 39,295 52,000 52,000 60,918 64,878 69,095 73,586 78,369 398,846 •
Project Total 39,295 52,000 52,000 60,918 64,878 69,095 73,586 78,369 398,846 •
PAGE 254 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN -WATER
• 96010 - Aquifer Storage & Recovery Well #3
• The Water Distribution System Hydraulic Study identified a need for the expansion of the City's Aquifer Storage and Recovery program. In fiscal year 2007 -08, a 1000 ft deep well was
successfully drilled. Well head improvements which indude the installation of apump, motor and aavmpanying pipe and dtlotination system are scheduled for year 2010. The pump
• station will supplement 2.5 mgd of water to the 550 -Foot Zone Reservoir No. 2 during dry sum months.
• Actual Revised
• Through Budget Projected
2007 - 08 2008 - 09 2008 - 09 2009 - 10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Design and Engineering 300,000 265,749 r 265,749
•
Construction 2,830,226 2,830,226
• Project Total 300,000 265,749 2,830,226 3,095,975
Project Funding Source
• Water CIP 300,000 265,749 2,830,226 3,095,9
Project Total 300,000 265,749 2,830,226 3,095,9 -s
•
• 96020 -High Tor Pump Station Rebuild
The fadlity is 30 years old and is underground. It has flooded twice in the past 5 years due to mechanical failure. This project will replace the underground fadlity with a modern, above
• ground fadlity to provide a constant flow source to the surrounding neighborhood. Because it will be above ground, it will be protected from future flooding.
•
Actual Revised
•
Through Budget Projected
• 2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 - 2012 - 2013 - Total
Project by Category
• Design and Engineering 205,513 205,513
Construction 1,370,087 1,370,087
•
Project Total 1,575,600 1,575,600
• Project Funding Source
Water CIP 1,575,600 1,575,600
• Project Total 1,575,600 1,575,600
• 96003 -Water Meter Replacements
• Replacement of large and small water meters that are deemed defective or at the end of their useful service life (over 20 years).
• Actual Revised
Through Budget Projected
• 2007 -08 2008-09 2008 -09 2009 -10 2010 -11 2011 -12 2012-13 2013 -14 Total
• Project by Category
Construction 154,000 154,000 117,150 124,765 132,874 141,511 150,710 821,01u
• Project Total 154,000 154,000 117,150 124,765 132,874 141,511 150,710 821,010
Project Funding Source
• Water Fund 154,000 154,000 117,150 124,765 132,874 141,511 150,710 821,010
Project Total 154,000 154,000 117,150 124,765 132,874 141,511 150,710 821,010
•
• %018 -Lake Oswego /Tigard Joint Water Supply Partnership
The Tigard Water Service Area (TWSA) has signed an agreement to develop a long term water supply with the City of Lake Oswego, with delivery scheduled in 2016. Capital construction
•
will be required of various elements of both City of Tigard and City of lake Oswego infrastruaure improvements. These projects indude the expansion of the raw water intake structure
• on the Clackamas River. In addition, this agreement includes increases in piping size for raw water transmission; increased water treatment plant rapacity at the lake Oswego Water
Treatment Plant; incased treated water transmission pipe sizing; inaeased treated water storage capacity; increased pumping capacity for Tigard's water distribution system; and increased
• water transmission capacity to Tigard storage fadlities.
• Actual Revised
• Through Budget Projected
2007 -08 2008 -09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Construction 5,011 3,031,579 2,900,000 1,200,000 2,000,000 5,000,000 8,000,000 8,000,000 27,100,000
• Project Total 5,011 3,031,579 2,900,000 1,200,000 2,000,000 5,000,000 8,000,000 8,000,000 27,100,000
Project Funding Source
•
Water CIP 5,011 3,031,579 2,900,000 1,200,000 2,000,000 5,000,000 8,000,000 8,000,000 27,100,000
• Project Total 5,011 3,031,579 2,900,000 1,200,000 2,000,000 5,000,000 8,000,000 8,000,000 27,100,000
• CAPITAL IMPROVEMENT PLAN- PAGE 255
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CAPITAL IMPROVEMENT PLAN -WATER •
%021 -High Tor Pump Station - Electrical Pump Control Panel Replacement •
This project provides design, engineering, and construction to replace underground elearital panel motor control system to above ground elearial pump control panel. The project •
would eliminate the risk of flooding and damage to the electrical system. The existing electrical control panel is more than 30 years old and is at the end of its service life.
•
Actual Revised •
Through Budget Projected
2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category •
Design and Engineering 11,422 11,422 •
Construction 64,726 64,726
ProjectTotal . 76,148 76,148 •
Project Funding Source
Water CIP 76,148 76,148
•
ProjectTotal 76,148 6,148 •
96022 - SDC Methodology Update •
Periodic review of System Development rate methodology regarding developer fees and charges for water utility service infrastructure. •
Actual Revised •
Through Budget Projected •
2007 -08 2008-09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category •
Design and Engineering 50,000 50,000
•
Project Total 50,000 50,000
Project Funding Source •
Water SDC 50,000 50,000
Project Total 50,000 50,1000 •
•
96023 Sherwood Partnership •
The City has agreed to invest in upsizing a water pipeline through Tualatin into Sherwood for future water needs.
•
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category •
Construction 1,000,000 1,000,000 •
Project Total 1,000,000 1,000,000
Project Funding Source
•
Water CIP 1,000,000 1,000,000
Project Total 1,000,000 1,000,000 •
•
96024 - Water Line Replacement Program •
This program indudes replacement of water lines that are not serviceable, or have reached the end of their 50 }ter life cycle.
•
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category •
Design and Engineering 23,430 24,953 26,575 28,302 30,142 133,402 •
Construction 22,555 107,604 187,440 199,624 212,599 226,418 241,136 1,174,821
ProjectTotal 22,555 107,604 210,870 224,577 239,174 254,720 271,278 1,308,223 •
Project Funding Source
Water Fund 22,555 107,604 210,870 224,577 239,174 254,720 271,278 1,308,223 •
Project Total 22,555 107,604 210,8'0 224,577 239,174 254,720 271,278 1,308,223
III
PAGE 256 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN - SANITARY SEWER
•
• Fully Funded
• Projected
• Project No. Project Name 2008 09 2009-10 2010-11 2011-12 2012-13 2013-14 Tonal
93001 Salutary Sewer Master Plan 70,000 81,000 - - - - 151,000
•
93004 Bonita Rd. at Milton Ct Pipe Removal 15,000 35,000 50,000
• 93002 Citywide Sanitary Sewer Extension Program 294,000 1,300,000 1,000,000 800,000 - - 3,394,000
• 93007 Hunziker St Sanitary Sewer Replacement - 60,000 - - - - 60,000
• 93003 Sanitary Sewer Major Maintenance Program 67,000 50,000 50,000 50,000 50,000 50,000 317,000
• 93008 Commercial St. Sanitary Sewer - - - - - 25,000 25,000
• , 93009 Fanno Creek Slope Stabilization - 50,000 200,000 - - - 250,000
93010 Sanitary Sewer Line Replacement Program - 100,000 100,000 100,000 100,000 100,000 500,000
• Total Funded 446,000 1,676,000 1,350,000 950,000 150,000 175,000 4,747,000
•
• Fully Funded
• 93001 - Sanitary Sewer Master Plan
This project is carried over from FY 2008 -09. The master plan will recommend rehabilitation, expansion and replacement projects over the next 20 years that will guide the
• preparation of the 5 -year Capital Improvement Program and identify projects for the subsequent 15 years. It will be a separate plan prepared by a consultant hired by Clean Water
• Services (CWS) to update the 2000 Sewer Master Plan, which is the current basin -wide plan. The agreement with CWS to prepare the plan has a total contract amount of 8151,000.
• The 2000 Sewer Master Plan Update identified nine City sewers with suspeaed sewer capacity defidendes. In addition, City staff has identified three other areas that may also have
inadequate capacity. CWS has installed flow monitoring stations at all of these locations and has recorded sewer flows to determine the extent of the capacity defidendes. The
• remaining portion of the emntraa is induded in FY 2009 -10 for the consultant to use the results of the flow monitoring to prepare a final master plan with recommendations to
• correct the defidendes.
• Actual Revised
• Through Budget Projected
2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
• Design and Engineering 70,000 81,000 151,000
Project Total 70,000 81,000 151,000
• Project Funding Source
• Sanitary Sewer 70,000 81,000 151,000
Project Total 70,000 81,000 151,000
•
• 93004 - Bonita Rd. at Milton CL Pipe Removal
• This project is tarried over from FY 2008 -09. A portion of the abandoned sanitary sewer pipe crossing Fanno Creek near the interseaion of Bonita Road and Milton Court needs
to be removed from the seek. The pipe has obstruaed high flow and debris has been aught between the pipe and the water surface when the high flow recedes. The removal has
•
to be during the in -water work period between July 1 and September 30 to meet environmental permit requirements.
• Actual Revised
• Through Budget Projected
• 2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Construction 358 35,000 15,000 35,000 50,000
• Project Total 358 35,000 15,000 35,000 50,000
• Project Funding Source
Sanitary Sewer 358 35,000 15,000 35,000 50,000
• Project Total 358 35,000 15,000 35,000 50,000
•
• CAPITAL IMPROVEMENT PLAN- PAGE 257
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CAPITAL IMPROVEMENT PLAN- SANITARY SEWER •
93002 - Citywide Sanitary Sewer Extension Program •
The Sanitary Sewer Extension Program began in FY 2001 -02 in order to extend sewers to all developed but un- served residential areas Citywide. The City uses the formation of •
reimbursement districts to construct the sewers. The program has been extended due to the number of districts that can be constructed each fiscal year. The Commercial Area •
Sewer Extension Program is also funded from the Sanitary Sewer Fund and offers commerdal entities the opportunity to participate in reimbursement districts for extension of
sewer service to commercial areas. •
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008 -09 2009 -10 2010 - 2011 - 2012 - 2013 - Total •
Project by Category
•
Design and Engineering 150,000
Construction 743,451 1,050,000 294,000 1,300,000 1,000,000 800,000 3,394,000 •
Project Total 743,451 1,200,000 294,000 1,300,000 1,000,000 800,000 3,394,000 •
Project Funding Source
Sanitary Sewer 743,451 1,200,000 294,000 1,300,000 1,000,000 800,000 3,394,000 •
Project Total 743,451 1,200,000 294,000 1,300,000 1,000,000 800,000 3,394,000
•
93007- Hunziker St. Sanitary Sewer Replacement •
A section of the sanitary sewer pipe on Hunziker Street immediately east of Hall Boulevard was broken by the excavation for a duct bank. A temporary repair was made by Public •
Works in the summer of 2008. However, the repair material has been deteriorated which causes blockage to the sewer flow. This project will replace 320 feet of the pipe, install one •
new manhole at the intersection with Hall Boulevard and reconnect three service laterals. The existing pipe will be abandoned in place. An ODOT permit will be required as the •
construction will also take place on Hall Boulevard which is under State jurisdiction. The pipe replacement schedule will be in conjunction with the overlay planned for Hunziker
Street at this location. •
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008 -09 2009 -10 2010 - 2011 - 2012 -13 2013 -14 Total •
Project by Category •
Design and Engineering 10,000 10,000
Construction 50,000 50,000 •
Project Total 60,000 60,000
Project Funding Source •
Sanitary Sewer 60,000 60,000 •
Project Total 60,000 60,000
•
93003 - Sanitary Sewer Major Maintenance Program •
The Sanitary Sewer Fund will be used to contract out sewer repair projeas that are beyond the repair capabilities of the City's PublicWorks Department. This program is intended •
to be a continuing program of preventative maintenance. This program will avoid restoration costs that could be several times higher. The Sanitary Sewer Major Maintenance •
Program will indude sewer repair projects located at various locations in the City.
•
Actual Revised •
Through Budget Projected
2007 -08 2008 -09 2008 -09 2009 -10 2010 - 2011 - 2012 - 2013 - Total •
Project by Category •
Construction 15,182 50,000 67,000 50,000 50,000 50,000 50,000 50,000 317,000 •
Project Total 15,182 50,000 67,000 50,000 50,000 50,000 50,000 50,000 317,000
Project Funding Source - •
Sanitary Sewer 15,182 50,000 67,000 50,000 50,000 50,000 50,000 50,000 317,000 •
Project Total 15,182 50,000 67,000 50,000 50,000 50,000 50,000 50,000 317,000
•
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PAGE 258 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN - SANITARY SEWER
• 93008- Commercial St. Sanitary Sewer
• This project replaces approximately 50 feet of a damaged pipe on Commenal Street between Lincoln and Main Street that has used frequent infiltration. The design has been
• completed. Construaion will be in coordination with the Commerdal Street Sidewalk Improvements proposed for FY 2013 -14,
•
• Actual Revised
Through Budget Projected
• 2007 -08 2008 -09 2008 -09 2009 - 2010 - 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Construction 25,000 25,000
•
Project Total 25,000 25,000
• Project Funding Source
Sanitary Sewer 25,000 25,000
• Project Total 25,000 25,000
•
• 93009 -Fanno Creek Slope Stabilization
• The Fanno Creek bank near Arthur Court has been eroded since the winter of 2009 due to high water levels of the creek. The erosion has damaged the outfall of a storm line and
is threatening a sewer main near the creek bank. A portion of the Fanno Creek trail that runs along the top of the bank may also be undermined if the erosion is not addressed
• properly. This projea provides funding to perfomm emergency repair work induding design and stabilization of approximately 250 feet of bank to protea the sanitary sewer main
• in place.
• Actual Revised
• Through Budget Projected
2007 -08 2008-09 2008 -09 2009 -10 2010 -11 2011 -12 2012 - 13 2013 - 14 Total
•
Project by Category
• Construction 50,000 200,000 250,000
• Project Total 50,000 200,000 250,000
Project Funding Source
• Sanitary Sewer 50,000 200,000 250,000
Project Total 50,000 200,000 250,000
•
.
• 93010 - Sanitary Sewer Line Replacement Program
• This on -going program consists of the replacement of leaking, damaged, and older sewer lines throughout the sanitary sewer system. These line sections are identified via the
• City's annual T.V. inspection and deaning programs. The goal of this investment program is to prevent failure of the sewer system due to structural failure or loss of adequate
capacity due to groundwater intrusion.
•
• Actual Revised
• Through Budget Projected
• 2007 -08 2008-09 2008 -09 2009 -10 2010 -11 2011 -12 2012-13 2013 -14 Total
• Project by Category
Construction 100,000 100,000 100,000 100,000 100,000 500,000
• Project Total 100,000 100,000 100,000 100,000 100,000 500,000
• Project Funding Source
Sanitary Sewer 100,000 100,000 100,000 100,000 100,000 500,000
• Project Total 100,000 100,000 100,000 100,000 100,000 500,000
•
•
•
• CAPITAL IMPROVEMENT PLAN- PAGE 259
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CAPITAL IMPROVEMENT PLAN- STORMWATER •
Fully Funded •
Projected Project
•
No. Project Name 2008 -09 2009 -10 2010-11 2011 -12 2012 -13 2013 -14 Total •
I 94001 Storm Drainage Major Maintenance 50,000 25,000 50,000 50,000 50,000 50,000 275,000 •
94009 Water Quality Facility Enhancement 25,000 130,000 30,000 30,000 30,000 30,000 275,000 •
94012 Culvert Replacement (72nd /Dartmouth) 25,000 - - - - 75,000 100,000 •
94017 Regional Stormwater Treatment Facility (Commercial St) - - - - - 375,000 375,000 •
94013 Community Tree Planting 40,000 - - - 35,000 35,000 110,000 •
94010 Riparian Restoration & Enhancement 10,000 10,000 10,000 10,000 10,000 10,000 60,000
94003 Slope Stabilization (Deny Dell Cr. @ 1 18th) 75,000 10,000 - - - - 85,000 •
94007 Greenburg Rd. Stone Drainage Improvements 2,000 130,000 - - - - 132,000 •
94016 Culvert & Outfall Improvements (In House Construction) 40,000 70,000 40,000 65,000 40,000 40,000 295,000 •
94011 Culvert Improvements - Walnut St (Derry Dell Cr. /Fanno Cr.) 10,000 75,000 200,000 - - - 285,000 •
t 94018 Japanese Baptist Church Area Outfall Retrofit - 5,000 10,000 35,000 - - 50,000
94019 Tree Planting Summer Creek (116th to 113th) - - 60,000 - - - 60,000 •
94020 Tree Planting Summer Creek (121st to Mary Woodward Elementary) - - 60,000 - - - 60,000 •
Tree Planting Summer Creek (Mary Woodward Elementary to •
94021
-
- 50,000 - - 50,000 •
Summerlake Park)
r 94022 Copper Creek Bank Stabilization - 30,000 75,000 - - - 105,000 •
94023 Greenfield Storm Drain Pipe Replacement - 150,000 - - - - 150,000 •
Total Funded 277,000 635,000 535,000 240,000 165,000 615,000 2,467,000
Fully Funded •
94001 -Storm Drainage Major Maintenance •
This yearly program addrcsses minor storm drainage problems requiring more than the normal maintenance efforts provided by the City's PublicWorks department. The Storm •
Drainage Major Maintenance Program indudes projects located at various locations in the City.
Actual Revised •
Through Budget Projected •
2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category •
Design and Engineering 10,000
Construction 7,960 40,000 50,000 25,000 50,000 50,000 50,000 50,000 275,000
Project Total 7,960 50,000 50,000 25,000 50,00H 50,000 50,000 50,000 275,000 •
Project Funding Source
Storm Water 7,960 50,000 50,000 25,000 50,00ii 50,000 50,000 50,000 275,000 •
Project Total 7,960 50,000 50,000 25,000 50,000 ■ 50,000 50,000 50,000 275,000
94009 -Water Quality Facility Enhancement •
The projects under this program are focused on systematically upgrading existing water quality facilities that have deteriorated over the years. The funding will be from the non- •
SDC portion of the Water Quality /Quantity Fund. The amount allocated for each fiscal year should be able to address one or more projects annually. Some of the projects that
have been identified for implementation during the 5 -year plan period are as follows: Water Quality Facility #12 (8865 SW Greensward).- Rebuild the out flow structure with a
•
smaller sumped slant grate. The current struaure is severely tacked in four places and in danger of coming apart. Water Quality Facility #31 (Cole In. ).- Reinforce the west bank •
with gabion rode and turf mat to stop erosion problems. 1 ,t. • • u. ' ' - 1 n ,. .17 it.k:.e u - of i n .' .. A _ 1 Sth . v - Installation of irrigation, native
plants, and fendng in order to enhance aecthetie of water quality facility and improve storm water treatment. Water Ouality Facility # 6 (Walnut ( .. Wilton).- Install fencing and •
replant area with native plants that were repaired during the summer of 2008. Water Oualiry Facility #8 (Walnut & 135th).- Replace dead trees, extend existing irrigation and
install fencing, trash cans, and dog waste containers at this location. • '.• • .• • • - I nstall fencing, remove silt from pond and replant trees and •
shrubs at this location.
Actual Revised •
Through Budget Projected
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category
Construction 3,476 180,000 25,000 130,000 30,000 30,000 30,000 30,000 -; uuu •
Project Total 3,476 180,000 25,000 130,000 30,000 30,000 30,000 30,000 2- 5.on11
Project Funding Source •
Water Quality/Quantity 3,476 180,000 25,000 130,000 30,000 30,000 30,000 30,000 ' 275,000
Project Total 3,476 180,000 25,000 130,000 30,000 30,000 30,000 30,000 275,000 •
PAGE 260 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN- STORMWATER
•
• 94012- Culvert Replacement (72nd /Dartmouth)
The projea upgrades an existing mlvert Located at the 72nd Avenue and Dartmouth Street intersection to provide additional culvert capacity to relieve flooding and stop seek
• incision. Implementation of the project addresses culvert replacement goals identified in the Healthy Streams Plan. The design of the upgrade will be combined with the 72nd
Avenue /Dartmouth intersection design. The City intends to work with private developers to com plete improvements to the intersection and upgrade the culvert.
•
• Actual Revised
Through Budget Projected
• 2007 -08 2008-09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Design and Engineering 1,720 25,000 25,000 75,000 100,000
• Project Total 1,720 25,000 25,000 75,000 100,000
Project Funding Source
• Water Quality/Quantity 1,720 25,000 25,000 75,000 ' 100,000
Project Total 1,720 25,000 25,000 75,000 100,000
•
• 94017- Regional Stormwater Treatment Facility (Commercial St.)
This projea constructs a regional storm water detention fadlity that would treat approximately 40 aaes of storm water in and around the downtown Tigard area Projea design
• has been completed as part of the Commercial St. Improvements. The project will accomplish the outfall retrofit goal of the Healthy Streams Plan authored by Clean Water
• Services and will be mnstruaed with Commercial Street Improvements.
• Actual Revised
Through Budget Projected
• 2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Construction 27,069 375,000 402,069
• Project Total 27,069 375,000 402,069
Project Funding Source
• Water Quality/Quantity 27,069 375,000 402,069
Project Total 27,069 375,000 402,069
•
• 94013- Community Tree Planting
The City of Tigard will plant native trees and shrubs along weeks and streams in the city to meet the Community Tree Planting goals identified in the Healthy
• Streams Plan.
• Actual Revised
• Through Budget Projected
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 - 12 2012 - 13 2013 - 14 Total
• Project by Category
• Construction 40,000 40,000 35,000 35,000 11u,uuu
Project Total 40,000 40,000 35,000 35,000 110,0Uo
•
Project Funding Source
• WaterQuality/Quantity 40,000 40,000 40,000
• Tree Replacement Fund 35,000 35,000 70,000
• Project Total 40,000 40,000 35,000 35,000 110,000
• 94010- Riparian Restoration & Enhancement
• This fund will be available for urban forestry projects within riparian corridors. The fund will also pay for any necessary replanting in the event past riparian restoration projeas
experience high mortality rates.
• Actual Revised
• Through Budget Projected
2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Construction 6,049 10,000 10,000 10,000 10,000 10,000 10,000 10,000 60,000
•
Project Total 6,049 10,000 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Project Funding Source
• Water Quality/Quantity 6,049 10,000 10,000 10,000 10,000 10,000 10,000 10,000 60,000
• Project Total 6,049 10,000 10,000 10,000 10,000 10,000 10,000 10,000 60,000
• CAPITAL IMPROVEMENT PLAN- PAGE 261
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CAPITAL IMPROVEMENT PLAN- STORMWATER •
94003-Slope Stabilization (Derry Dell Creek at 118th) •
In September 2006, the City discovered slope erosion and bank stability- related issues oavrring at two locations in the vicinity of Derry Dell Creek and 118th Avenue. A •
geotechnical study was conducted to determine reasons for the erosion and recommend slope stabilization tedmniques that would prevent the slope from continuing to erode.
The first location near 13890 SW 118th Ave has been stabilized using a technique that indudes rodt buttress, planting, and re- directing stormwater. Repair of the second location •
further downstream of Derry Dell Creek is planned for the summer of 2009.
Actual Revised •
Through Budget Projected •
2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 - 14 Total •
Project by Category
Construction 150,000 75,000 10,000 85,000 •
Project Total 150,000 75,000 10,000 85,000
Project Funding Source •
Storm Water 150,000 75,000 10,000 85,000
Project Total 150,000 75,000 10,000 85,000
•
94007- Greenburg Rd. Storm Drainage Improvements •
The existing storm drainage system in the vicinity of Greenburg Road and Cascade Avenue is sub - standard in size and slope creating water backup in catch basins and ditches. I n
addition, there are at least two pipes that have reversed slopes or do not have an outlet for water to escape. This project re -routes the existing system by installing new pipes and •
abandoning existing pipes that do not properly function. The project is carried over from FY 2008 -09 when the design and wetland permitting were completed. Traffic on •
Greenburg Road is anticipated to be slightly impaaed during the construction.
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category
Constmaion 150,000 2,000 130,000 132,000 •
Project Total 150,000 2,000 13i� nnn 132,000
Project Funding Source
Storm Water 1 i i,, u u i 2,000 130,000 132,000 •
Project Total I D0,0o0 2,000 130,000 132,000 •
94016 - Culvert & Outfall Improvements (In House Construction) •
This project provides funding to complete culvert and outfall retrofitting using on -tall consultants to assist with design and permitting and using our stormwater crews to •
complete constmction of the projects. Projects to be completed in FY 2009 -10 indude removal of a culvert on Deny Dell Creek upstream of Eden Court and repair of an outfall
to Derry Dell Creek upstream of 118th. Projects for subsequent years will be identified and completed as crew time allows and based on prioritization discussed in the Healthy •
Streams Plan. This project meets the goals of the Healthy Streams Plan culvert replacements and outfall retrofitting.
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category
Design and Engineering 25,000 25,000 50,000
Construction 40,000 40,000 45,000 40,001 40,000 40,000 40,000 245,000 •
Project Total 40,000 40,000 70,000 40,o,n 65,000 40,000 40,000 295,000
Project Funding Source
•
Water Quality/Quantity 40,000 40,000 70,000 40,000 65,000 40,000 40,000 295,000 •
Project Total 40,000 40,000 70,000 40,000 65,000 40,000 40,000 295,000
94011 - Culvert Improvements- Walnut St. (Derry Dell/Fanno Cr.) •
This project increases capadty, provides fish passage, and enhances water quality for the existing culvert on Walnut Street at Derry Dell Creek and for another culvert near the
•
conjunction of Derry Dell and Fanno Creek. The funding will be used for hydrologic analysis, hydraulic study and preliminary design. In order to minimize impacts to adjacent •
private properties, the Walnut Street culvert will not be designed to accommodate the ultimate width of the sum,. The culvert extension will be addressed in the design for
Walnut Street Improvements between Tiedeman Ave. and Hwy 99W in the future. This project also addresses the Healthy Stream Plan proposed by Clean Water Services. •
Actual Revised •
Through Budget Projected
2007 -08 2008-09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category
Design and Engineering 31,414 75,000 10,000 75,000 85,000 •
Construction 200,000 200,000 •
Project Total 31,414 75,000 10,000 75,000 200,000 2H5,o(o
Project Fending Source •
Water Quality/Quantity 31,414 75,000 10,000 75,000 200,000 285,000
Project Total 31,414 75,000 10,000 75,000 200,000 285,000 •
PAGE 262 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN- STORMWATER
• 94018 Japanese Baptist Church Area Outfall Retrofit
• This project constructs a stormwater treatment fadlity at the end of Steve Street on Church property. The project was identified by Clean Water Services (CWS) and is a 36 -inch
pipe draining approximately 24 acres of untreated stormwater. The project shows up under CWS prioritization as number 4 in the region to be retrofitted.
•
Actual Revised
• Through Budget Projected
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
•
Project by Category
• Land /Right of Way Aaluistion 2,500 2,500
Design and Engineering 2,500 10,000 12,500
• Construction 35,000 35,000
Project Total 5,000 10,000 35,000 50,000
• Project Funding Source
Water Quality/Quantity 5,000 10,000 35,000 50,000
• Project Total 5,000 10,000 35,000 50,000
• 94019 -Tree Planting Summer Creek (116th to 113th)
Projects tentatively slated for stream corridor restoration in FY 2009 -10 indude Summer Creek (between 116th Avenue and 113th Place) and an un -named tributary to Summer
• Creek (located in a dty owned greenbelt between Tippett Drive and Walnut Street). The projects will remove non -native vegetation and install 8,000 native trees and shrubs
• restoring 5.34 acres of riparian corridor. The proposed projects will meet a Community Tree Planting goal identified in the Healthy Streams Plan and will provide a potential
stream buffer mitigation area on the parcel near Tippett Drive. The locations for planting sites listed above are subject to change pending new restoration opportunities or
• partnerships that would warrant a more accelerated schedule.
• Actual Revised
• Through Budget Projected
2007 -08 2008 -09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Project by Category
Constriction 40,000 40,000
• Project Total 40,000 40,000
Project Funding Source
• Water Quality/Quantity 40,000 40,000
Project Total 40,000 40,000
•
• 94020 -Tree Planting Summer Creek (121st to Mary Woodward Elementary)
Projects tentatively slated for stream corridor restoration in FY 2010 -11 indude Summer Creek from 121st Avenue to Mary Woodward Elementary; a tributary to Summer Creek
• located next to the entry drive to the school and a Summer Creek tributary which crosses under Gaarde Street. These projects will remove non -native vegetation and install
15,000 native trees and shrubs. These tree plantings which will restore 16.03 acres of riparian corridor that will meet a Community Tree Planting goal identified in the Healthy
• Streams Plan and will provide a potential stream buffer mitigation area on the parcels which front Gaarde Street. The locations for planting sites listed above are subject to
change pending new restoration opportunities or partnerships that would warrant a more accelerated schedule.
•
Actual Revised
•
Through Budget Projected
• 2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category
• Construction 60,000 60,000
Project Total
60,000 60,000
• Project Funding Source
Water Quality/Quantity 60,000 60,000
• Project Total 60,000 60,000
• 94021 -Tree Planting Summer Creek (Mary Woodward Elementary to Summerlake Park)
• Projects tentatively slated for stream corridor restoration in FY 2011 -12 indude Summer Creek between Mary Woodward Elementary and Summerlake Park. The projects will
remove non -native vegetation and install 10,000 native trees and shrubs restoring 7.29 aces of riparian corridor. The proposed projects will meet a Community Tree Planting
• goal identified in the Healthy Streams Plan. The locations for planting sites listed above are subjea to change pending new restoration opportunities or partnerships that would
warrant a more accelerated schedule.
• Actual Revised
• Through Budget Projected
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
•
Project by Category
• Construction 50,000 50,000
Project Total 50,000 50,000
• Project Funding Source
Water Quality/Quantity 50,000 50,000
• Project Total 50,000 50,000
• CAPITAL IMPROVEMENT PLAN- PAGE 263
•
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•
CAPITAL IMPROVEMENT PLAN- STORWATER •
M
•
94022- Copper Creek Bank Stabilization •
The banks of Copper Creek at the southwest comer of Durham Road and Copper Creek Drive has been eroded due to heavy rain and high stream flow from a 36 -inch culvert •
under the streets. This project provides funding to perform preliminary design and wetland permitting in FY 2009 -10; and final design and construction in FY 2010 -11. The •
work will indude bank stabilization, culvert repair, energy dissipation, and planting which will be required by wetland permits. •
Actual Revised •
Through Budget Projected
2007 -08 2008-09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category •
Design and Engineering 30,000 30,000
Construction 5,000 75,000 •
Project Total 30,000 5 105,000
Project Funding Source •
Storm Water 30,000 75,000 105,000
Project Total 30,000 75,000 105,000 •
•
94023 - Greenfield Storm Drain Pipe Replacement •
An existing orrrugated plasticpipe crossing Greefield Drive at 600 ft south of Momingstar Dr. has longitudinal marls on the upper portion of th epipe. It is proposed to
abandon the existing pipe and install a new pipe at a shollower depth using the directional boring method to minimized environmental imparts to the area during construction. •
•
Actual Revised •
Through Budget Projected •
2007 -08 2008 -09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category •
Construction 150,000 150,000
Project Total 150,000 150,000 •
Project Funding Source
Storm Water 150,000 150,000 •
Project Total 150,000 150,000 •
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PAGE 264 - CITY OF TIGARD •
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• CAPITAL IMPROVEMENT PLAN- FACILITIES
• Fully Funded
• Projected
• Project No. Project Name 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• Library Grounds Arsenic
91 002 30,000 20,000 5,000 5,000 6opoo
• Contamination Mitigation
• 91013 Permit Center, Police Department 1,171,500 623,824 1,795,324
• and City Hall Exterior Walls
91014 Library Facility Enhancements 100,000 100,000
• 91015 Permit Center Roof - 55,000 - - - - 55,000
• Total Funded 30,000 175,000 1,176,500 628,824 - - 2,010,324
•
•
• Unfunded
• Projected
• Project No. Project Name 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
• New Public Works Facility - - 5,974,650 4,393,125 4,393,125 - 14,760,900
New Police Facilities - 50,000 1,171,500 11,715,000 - - 12,936,500
•
Total Unfunded 50,000 7,146,150 16,108,125 4,393,125 27,697,400
• Fully Funded
•
• 91002- Library Grounds Arsenic Contamination Mitigation
• The on -going evaluation, monitoring, and temediation of contamination to the surrounding property.
Actual Revised
• Through Budget 2008- Projected
• 2007 -08 09 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total
Project by Category
• Environmental 30,000 30,000 20,000 5,000 5,000 ' 60,000
Project Total 30,000 30,000 20,000 5,000 5,000 60,000
• Project Funding Source
Fadlities Fund 30,000 30,000 ' 30,000
•
General Fund 20,000 5,000 5,000 30,000
• Project Total 30,000 30,000 20,000 5,000 5,000 60,000
• 91013- Permit Center, Police Department, and City Hall Exterior Walls
• This project requires the removal, repair and repaint of the EIFS (Exterior Insulation Finishing System) stucco at City Hall, the Police Department, and the Permit Center. After reviewing all
data from testing, it is apparent that these buildings have numerous water infiltration points resulting in framing and drywall damage. The Permit Center will be completed in FY 2010 - 11,
• and the Police Department and City Hall in FY 2011 - 12.
• Actual Revised
• Through Budget 2008 Projected
2007 - 08 09 2008 - 09 2009 - 10 2010 - 11 2011 2012 - 13 2013 - 14 Total
• Project by Category
• Design and Engineering 106,500 106,500
Construction 1,065,000 623,824 1,688,824
• Project Total 1,171,500 623,824 1,795,324
Project Funding Source
• Facilities Fund 1,171,500 623,824 1,795,324
Project Total 1,171,500 623,824 1,795,324
•
•
• CAPITAL IMPROVEMENT PLAN- PAGE 265
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CAPITAL IMPROVEMENT PLAN— FACILITIES •
•
91014- Library Facility Enhancements •
This project consists of funding for library enhancements induding equipment and artwork that contribute to the enhancement of the library facility. These library projects are funded primarily •
through patron donations. •
Actual Revised •
Through Budget 2008- Projected •
2007 -08 09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Total •
Project by Category
Constriction 100,000 100,000 •
Project Total 100,000 100,000
Project Funding Source •
Facilities Fund 100,000 100,000
•
Project Total 100,000 100,000
91015 Permit Center Roof •
Replace membrane roof, metal roof cap, insulation and any dry rot. The roof has had to be repaired over twenty - three times in the past three years. •
Actual Revised •
Through Budget 2008- Projected •
2007 -08 09 2008-09 2009 -10 2010 -11 2011 -12 2012 -13 2013-14 Total
Project by Category •
Construction 55,000 55,000 •
Project Total 55,000 55,000
Project Funding Source •
Facilities Fund 55,000 55,000 •
Project Total 55,000 55,000
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PAGE 266 - CITY OF TIGARD •
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• DEBT SERVICE
•
•
• Debt Service 267
• Debt Service Summary 268
•
• General Obligation Bonds 269
• Bancroft Improvement Bonds and Bond Anticipation Notes 270
•
• Loans 271
• Outstanding & Planned Debt Issues 272
•
• Debt Service Schedules
• General Obligation Bond - Library 273
•
• 69th Avenue Local Improvement District 274
• Dartmouth Local Improvement District - 2003 275
•
• OECDD /Cook Park Expansion 276
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11
Mr. 0-4
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• DEBT SERVICE
•
• The City has three types of debt currently outstanding. The first is a general obligation bond secured
by the City's authority to levy property taxes. The second are assessment bonds secured by installment
•
payment contracts with property owners. The third is a loan through the Oregon Economic and Com-
• munity Development Department (OECDD), 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 re-
• lated project is complete.
•
• The City's current outstanding debt is as follows:
•
• General Obli-
gation Assessments Loans Total
• FY 09 -10 553,795 126,885 247,318 927,998
• FY 10 -11 571,890 133,593 259,053 964,536
• FY 11 -12 590,821 140,720 270,925 1,002,466
• FY 12 -13 613,891 148,271 0 762,162
• FY 13 -14 632,787 111,243 0 744,030
FY 14 -15 - 22 -23 7,049,251 557,066 0 7,495,074
• $10,011,895 $1,106,535 $777,296 $11,151,696
•
• 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 calculations ex-
cludes debt related to assessments, therefore only outstanding general obligation debt is subject to the
• limitation. The limit for FY 2009 -10 will be $231,795,110 based upon the estimated market value of
• $7,726,503,667.
• Bond Anticipation Notes
• In the Water CIP Fund, the City borrowed just over $2.8 million in FY 2008 -09 for the onset of the
• joint long term water solution project with Lake Oswego. The City will make an interest only payment
• of $150,000 in FY 2009 -10 towards that borrowing. The City has budgeted $2,600,000 in additional
• borrowing of this type for FY 2009 -10 to pay for the continuation of this project as well, including a
related piping improvement project with Sherwood. The long term water project will involve the issu-
• ante of revenue bonds, likely in 2010 -11 or 2011 -12, totaling approximately $27,000,000. When these
• revenue bonds are issued, the bond anticipation note will be paid in full.
• Future Debt Limit
• In FY 2009 -10, the City plans on borrowing a total of $8,950,000 for two funds. Tigard has the afore-
• mentioned debt for the long term water joint solution project. In the Gas Tax Fund, the City has
budgeted $6,350,000 in bond revenues for the completion of the Burnham Street project. The City will
• also look to issue borrowing revenues, most likely in FY 2010 -11, for both the Greenburg /Hwy 99 and
• Tigard Triangle LID #1 projects.
•
• DEBT SERVICE- PAGE 267
•
•
•
•
DEBT SERVICE SUMMARY •
•
FY 2009 -10 •
Debt Service •
GENERAL OBLIGATION BONDS- •
Paid from property taxes Library Bond $976,563
$976,563 •
•
BANCROFT IMPROVEMENT BONDS- •
Paid primarily from special assessments 2002 69th Avenue LID 103,401 •
2003 Dartmouth Street LID 90,008 •
Additional Bond Calls 0 •
$193,409 •
BOND ANTICIPATION NOTE- •
Paid by water revenue Long Term Water $150,000 •
150,000 •
OREGON ECONOMIC COMMUNITY •
DEVELOPMENT DEPARTMENT (OECDD) LOAN -
Paid from system development charges Cook Park $280,253 •
$280,253 •
•
TOTAL 2009 -10 DEBT SERVICE $1,600,225 •
•
Bancroft Improvement Debt Service by Type •
12% 18%
Loan
18%
•
Bond Anticipation •
9% •
•
•
General Obligation •
61% •
•
Per Capita Debit Service Cost •
$50.00 •
$40.00 •
$30.00
$20.00 •
$10.00 •
5-
FY 2006 -07 Actual FY 2007 -08 Actual FY 2008 -09 Revised FY 2009 -10 Adopted •
•
•
PAGE 268 - CITY OF TIGARD •
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• GENERAL OBLIGATION BONDS
•
•
Projected Annual Debt Service
• sl,000,000 _
•
•
• $800,000
$ 700,000
• $600,000
•
• Vf $500,000
•
C $400,000 -
Te
• 7
C $300,000
• a
• $200,000
• $100,000 , 1111111160
• $-
• 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Fiscal Year
• 0 Principal • Interest
•
•
FY 2009 -10 debt service on the outstanding General Obligation Bonds is as follows:
•
•
• General Obligation Bonds Date Interest Principal Total
•
• 2002 Issue - Library Building 12/01/09 $422,768 $553,795 $976,563
• Total General Obligation Bond Debt Service $422,768 $553,795 $976,563
•
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• DEBT SERVICE- PAGE 269
•
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•
BACROFT IMPROVEMENT BONDS •
N
•
•
•
•
Projected Annual Debt Service
•
$200,000 •
$160,000 •
$140,000 •
GJ
•
$120,000
d • _
$100,000
•+ • • al
0 $80,000 -
f0 •
$60,000 I 1 y •
$40,000
I I I I •
$2000 1 1 1 1 1 1 •
$ _ •
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 •
Fiscal Year •
❑ Principal • Interest •
FY 2009 -10 debt service on outstanding Bancroft Bonds is scheduled as follows: •
Bancroft •
Bonds Interest Date Principal Total •
2003 - Dart- •
mouth Street $7,180 11/15/09 $37,824 $45,004
6,443 05/15/10 38,561 45,004 •
2002 - 69th Ave •
LID $26,900 01/01/10 $24,800 $51,700 •
26,001 07/01/10 25,700 51,701 •
•
Additional •
Bond Calls as $0 $0 $0 •
Total Bonds $66,524 $126,885 $193,409 •
•
Total Ban- •
croft Debt Ser- $66,524 $126,885 $193,409 •
•
•
PAGE 270 - CITY OF TIGARD •
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LOAIvS
•
•
Projected Annual Debt Service
•
• $300,000 -
•
• $250,000
•
•
• u $200,000 �
•
H
4'' $150,000
• $100,000
•
• $50,000
•
•
• 2010 2011 2012
Fiscal Year
• U Principal O Interest
•
•
•
• FY 2009 -10 debt service on the outstanding OECDD Loan is as follows:
•
•
•
• OECDD Loan Date Interest Principal Total
•
• Cook Park 01/01/2010 $32,935 $247,318 $280,253
•
• Total OECDD Loan Debt Service $32,935 $247,318 $280,253
•
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•
• DEBT SERVICE- PAGE 271
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•
OUTSTANDING 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 $10,011,895 12/01/22 Property Taxes •
•
TOTAL GENERAL OBLIGATION •
BONDS OUTSTANDING $10,011,895 •
SPECIAL ASSESSMENT BONDS •
69th Avenue •
Local Improvement District Special
Series 2002 $1,307,969 7.25% 06/27/02 $738,323 01/01/20 Assessments •
•
Dartmouth Street •
Local Improvement District Special •
Series 2003 $1,947,678 3.90% 12/04/03 $368,212 11/15/13 Assessments
•
TOTAL SPECIAL ASSESSMENT •
BONDS $1,106,535 •
OTHER DEBT •
Loans •
Outstanding •
Oregon Economic Community Parks System •
Development Dept. Development •
Cook Park $2,290,248 3.0% - 4.35% 01/23/02 $777,296 01/01/12 Charges
•
•
•
•
•
TOTAL OTHER DEBTS OUT-
STANDING $777,296 •
•
GRAND TOTAL - CITY OF TIGARD •
DEBT OUTSTANDING $11,895,726 •
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PAGE 272 - CITY OF TIGARD •
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• DEBT SERVICE SCHEDULE
• GENERAL OBLIGATION BOND - LIBRARY
II
• 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 and construct a
• two -story 47,500 square foot library. The new Library opened in August 2004.
• Amount Issued: $13,000,000
• Issue Date: 12/4/2002
• Original Issue True
Interest Rate (TIC): 4.208%
• Principal Out-
• standing as of July 1,
• 2009: $10,011,895
• Interest Total Debt Ser-
• Payment Due Rate Principal Due Interest Due vice
•
• 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 1
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 $10,011,895 $3,630,179 $13,642,074
•
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•
• DEBT SERVICE- PAGE 273 1
•
• J
•
DEBT SERVICE SCHEDULE •
69TH AVENUE LOCAL IMPROVEMENT DISTRICT •
•
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 re- •
payment 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, 2009: $738,323 •
•
Interest Total Debt Ser- •
Payment Due Rate Principal Due Interest Due vice •
1/1/2010 7.25% 24,800 26,900 51,700 •
7/1/2010 7.25% 25,700 26,001 51,701 •
1/1/2011 7.25% 26,600 25,069 51,669 •
7/1/2011 7.25% 27,600 24,105 51,705 •
1/1/2012 7.25% 28,600 23,105 51,705 •
7/1/2012 7.25% 29,600 22,068 51,668 •
1/1/2013 7.25% 30,700 20,995 51,695 •
7/1/2013 7.25% 31,800 19,882 51,682 •
1/1/2014 7.25% 33,000 18,729 51,729 •
7/1/2014 7.25% 34,100 17,533 51,633
1/1/2015 7.25% 35,400 16,297 51,697 •
7/1/2015 7.25% 36,700 15,014 51,714 •
1/1/2016 7.25% 38,000 13,683 51,683 •
7/1/2016 7.25% 39,400 12,306 51,706 •
1/1/2017 7.25% 40,800 10,878 51,678 •
7/1/2017 7.25% 42,300 9,399 51,699 •
1/1/2018 7.25% 43,800 7,865 51,665 •
7/1/2018 7.25% 45,400 6,277 51,677
1/1/2019 7.25% 47,100 4,632 51,732 •
7/1/2019 7.25% 48,700 2,924 51,624 •
1/1/2020 7.25% 28,223 1,159 29,382 •
Total $738,323 $324,820 $1,063,143 •
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PAGE 274 - CITY OF TIGARD •
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• DEBT SERVICE SCHEDULE
• DARTMOUTH LOCAL IMPROVEMENT DISTRICT - 2003
•
• The Dartmouth Local Improvement District was finalized in 1998; however, two property owners had
• contested the assessment amounts. 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 in-
III stallment 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, 2009: $368,212
• Total Debt Ser-
• Pc, mcnt Due Interest Rate Principal Due Interest Due vice
•
• 11/15/2009 3.90% 37,824 7,180 45,004
• 05/15/2010 3.90% 38,561 6,443 45,004
• 11/15/2010 3.90% 39,313 5,691 45,004
05/15/2011 3.90% 40,080 4,924 45,004
•
11/15/2011 3.90% 40,862 4,142 45,004
• 05/15/2012 3.90% 41,658 3,346 45,004
• 11/15/2012 3.90% 42,471 2,533 45,004
• 05/15/2013 3.90% 43,300 1,705 45,005
• 11/15/2013 3.90% 44,143 861 45,004
• Total $368,212 $36,825 $405,037
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• DEBT SERVICE- PAGE 275
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• i
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DEBT SERVICE SCHEDULE •
OECDD /COOK PARK EXPANSION •
•
This loan through the Oregon Economic and Community Development Department (OECDD) was •
obtained in January 2002 and used to complete a major capital project to expand and improve park fa-
cilities at Cook Park. Improvements included a butterfly garden, two picnic shelters, a new playground, •
four sports fields, and wetland viewing gazebo. The loan was secured by current and future park sys- •
tem 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, 2009: $777,296 •
•
Interest Total Debt Ser-
Payment Due Rate Principal Due Interest Due vice •
•
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 $777,296 $67,515 $844,811
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PAGE 276 - CITY OF TIGARD •
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• •
• FUND SUMMARIES
•
• Fund Summary Introduction 277
•
• General Funds
•
• General Fund 278
•
• Enterprise Funds
•
• Stormwater 281
• Sanitary Sewer 282
•
• Water 284
• Water CIP 286
•
• Water Quality /Quantity 287
• Water SDC 288
•
•
• Special Revenue Funds
• Building 290
•
• City Gas Tax 292
• Criminal Forfeiture 293
•
• Gas Tax 294
• Electrical Inspection 296
•
• Tree Replacement 297
• Library 298
•
•
• Debt Service Funds
• Bancroft Debt Services 299
•
• General Obligation Debt Service Fund 300
•
•
•
•
•
•
•
FUND SUMMARIES (CONT.) •
•
•
Capital Projects Funds •
•
Facilities 301 •
Parks Capital 302 •
•
Parks SDC 303 •
Tigard Triangle LID #1 304 •
•
Underground Utility 305 •
Transportation Development Tax 306 •
•
Street Maintenance 308 •
Traffic Impact Fee 310 •
•
•
Internal Service Funds •
Central Services 312 •
•
Fleet /Property Management 314 •
Insurance 316 •
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• FUND SUMMARIES INTRODUCTION
•
• The following section shows a detailed listing of the resources and requirements for each fund used by
• the City. Explanatory narratives are provided for each of the funds.
In addition to active funds, the City also shows inactive funds for historical purposes.
•
• In FY 2009 -10, the City will use the following funds:
•
• Fund Type Fund Name
• General General Fund
Enterprise Sanitary Sewer Fund Water CIP Fund
• Stormwater Fund Water Quality /Quantity Fund
• Water Fund Water SDC
•
• Special Revenue Building Fund Tree Replacement
• City Gas Tax Fund Library Fund
Criminal Forfeiture Fund Gas Tax Fund
• Electrical Inspection
•
• Debt Service Bancroft Debt Services Fund
• General Obligation Debt Service Fund
•
• Capital Projects Facilities Fund Street Maintenance Fund
• Parks Capital Fund Traffic Impact Fee Fund
Tigard Triangle LID #1 Underground Utility Fund
• Parks SDC Fund Transportation Development Tax Fund
•
• Internal Service Central Services Fund
• Fleet /Property Management Fund
• Insurance Fund
•
• Trust and Agency Deferred Compensation Fund
j • General Employees Pension
•
•
•
•
•
• FUND SUMMARIES- PAGE 277
•
•
•
•
GENERAL FUND •
•
The General Fund is used to account for all revenues and expenditures of a general nature not required •
to be recorded in another fund. Revenues received from property taxes, fees and charges for services, •
franchise fees, fines, interest, revenue from other agencies, and transfers from other funds. •
•
Property taxes make up the largest single source of General Fund revenue. Other agency revenues in- •
clude Hotel /Motel Tax, Washington County Cooperative Library Services (WCCLS) distribution, state
revenue sharing monies such as liquor and cigarette taxes, 911 taxes, and other state shared revenues. •
Franchise fees include fees for use of the public right -of -ways paid by private utilities as a percentage of •
the utility's gross proceeds collected in the City. •
In FY 2008 -09, the City's General Fund will be loaning $150,000 to the City Center Development
Agency (CCDA) that will be used to begin implementing task identified in the development strategy •
for downtown. The General Fund will also contribute just over $690,000 toward the various capital •
improvement projects such as Canterbury Park development, the construction of a third City Entryway
Monument Sign, and other parks and facilities improvements and development. •
•
Current fund resources are projected in decrease by just over 3% in FY 2009 -10 when compared to the •
FY 2008 -09 projected resources. The major factor for this decrease in resources is a drop in the Begin- •
ning Fund Balance between the two years. The City, largely due to the prolong economic downturn
felt throughout the nation has seen revenues, particularly though tied to construction and develop- •
ment, hold fairly steady or drop when compared to historical trends. The City anticipates this will con- •
tinue through the next fiscal year and then begin to slowly show some gains. The General Fund also •
sees a reduction of roughly $100,000 a year in revenue as the Tree Replacement Fund, created last fis-
cal year, will now be the home fund for all Tree Replacement monies. The creation of this fund also •
contributes to the General Fund's Beginning Fund Balance decline as $843,000 in Tree Replacement •
Funds will be transfered in total between FY 2008 -09 and FY 2009 -10 from the General Fund to the •
Tree Replacement Fund. These funds are for specific use only and this move will make the accounting
and use of these funds much easier to track. •
Total program expenditures show an increase of just over 13.3% from FY 2008 -09 projections. The •
main contributing factors for this increase are the City being largely fully staffed for the first time in •
quite a while and due to the wrapping up of a number of technology capital expenses. •
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PAGE 278 - CITY OF TIGARD •
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•
• GENERAL FUND SUMMARY
• Actuals Revised Proposed Approved Adopted
• Descri . tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
Resources
•
3000 Beginning Fund Balance $8,390,366 $10,146,715 $10,308,127 $8,336,126 $8,539,276 $8,545,876
• Total Fund Balance & Reserves $8,390,366 $10,146,715 $10,308,127 $8,336,126 $8,539,276 88,545,876
• Property Taxes
4000 Current Property Taxes $10,435,114 $10,930,023 $11,471,766 $11,460,610 $11,460,610 $11,460,610
•
4010 Prior Year Taxes $192,939 $166,500 $155,000 $180,000 180,000 180,000
• Total Property Taxes $10,628,054 $11,096,523 $11,626,766 $11,640,610 $11,640,610 $11,640,610
Grants
•
4100 Federal Grants $265,635 $532,441 $250,000 $329,602 $329,602 $329,602
• 4150 State Grants $11,161 $56,730 $43,286 $37,890 37,890 37,890
• Total Grants $276,796 $589,170 $293,286 $367,492 $367,492 $367,492
Interagency Revenues
• 4200 Cigarette Tax $83,449 $78,054 $74,980 $68,172 $68,172 $68,172
• 4210 liquor Tax $481,496 $544,968 $535,000 $501,783 501,783 501,783
4230 State Revenue Sharing $354,403 $403,140 $371,075 $411,575 411,575 411,575
• 4240 911 Emergency Tax $237,734 $362,193 $244,000 $253,320 253,320 253,320
• 4250 Intergovernmental Revenue $251,533 $509,215 $710,794 $1,008,149 1,008,149 1,008,149
• 4260 Hotel /Motel Tax $427,676 $465,540 $385,000 $503,955 503,955 503,955
4270 WCCLS Revenues $1,260,919 $2,196,844 $2,507,837 $2,552,989 2,552,989 2,552,989
• Total Interagency Revenues $3,097,209 $4,559,954 $4,828,686 $5,299,942 $5,299,942 $5,299,942
• Fees & Charges
4300 Business License $256,675 $628,152 $575,000 $628,026 $628,026 $628,026
•
4310 Tree Replacement Revenue $0 $101,805 $70,000 $0 0 0
• 4315 Vehide Release Fee $28,413 $35,080 $30,000 $42,892 42,892 42,892
• 4320 Alarm Permit Fees $39,605 $43,160 $40,000 $44,000 44,000 44,000
4325 liquor Permit Fees $3,235 $3,110 $3,150 $2,700 2,700 2,700
• 4335 Lien Seardi Fee $67,015 $42,175 $65,000 $40,000 40,000 40,000
• 4350 Passport Processing Fee $67,116 $113,586 $131,000 $80,000 80,000 80,000
4351 Passport Photograph Fees $0 $0 $14,540 $11,400 11,400 11,400
• 4380 Copier Receipts $2,299 $2,289 $2,300 $2,100 2,100 2,100
• 4390 Facility Reservation Fees $42,570 $47,396 $0 $45,000 45,000 45,000
• 4399 Miscellaneous Fees & Charges $120,488 $64,875 $151,000 $53,600 53,600 53,600
4415 Erosion Control Plan Cheri Fees $885 $560 $500 $400 400 400
• 4435 CDC Review Fees $15,082 $12,494 $15,000 $9,000 9,000 9,000
• 4438 Address Fee 825,530 816,250 815,000 83,000 3,000 3,000
4440 EngineedngPublic Impro vements $424,946 8215,400 $275,000 $120,000 120,000 120,000
• 4450 Sign Permit Fees $6,448 $6,495 $7,000 $5,000 5,000 5,000
• 4453 Land Use Application Fee $387,631 $161,389 $250,000 $225,000 225,000 225,000
4455 Long Range Planning Surcharge $54,265 $24,901 $32,000 $31,500 31,500 31,500
•
4480 Fee In - lieu Undergrounding $0 $0 $90,000 $0 0 0
• 4482 Fee In -Lieu Bicyde Striping $0 $0 $6,700 $0 0 0
• 4550 Library Miscellaneous Income $11,550 $13,364 $14,000 $14,900 14,900 14,900
4599 Bad Debt Expense (8131) S55) $0 $0 0 0
• Total Fees & Charges $1,553,621 $1,532,425 $1,787,190 $1,358,518 $1,358,518 $1,358,518
• Fines & Forfeitures
4601 Fines & Forfeitures -- Traffic $720,816 $732,883 $794,000 $747,541 $747,541 $747,541
• 4605 Civil Infractions $33,397 $7,856 $35,000 $3,000 3,000 3,000
• 4620 library Fines 894,840 8106,329 $109,030 $130,335 130,335 130,335
• Total Fines & Forfeitures $849,054 $847,069 $938,030 $880,876 $880,876 8880,876
• FUND SUMMARIES- PAGE 279
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GENERAL FUND SUMMARY •
Actuals Revised Proposed Approved Adopted •
Description 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10 •
Franchise Fees •
4651 Franchise Fees -- Electric $1,371,065 51,533,455 $1,533,455 $1,530,062 1,530,062 1,530,062
4652 Franchise Fees -- Gas $965,974 $995,996 $1,197,196 $1,020,000 1,020,000 1,020,000
41
4653 Franchise Fees -- Telephone $431,425 $738,715 $368,400 $359,548 359,548 359,548 •
4654 Franchise Fees -- Garbage $368,984 $469,312 $383,300 $390,000 390,000 390,000
4655 Franchise Fees -- Cable TV $365,519 $372,820 $374,042 $397,260 397,260 397,260 •
4656 Franchise Fees -- Water $279,939 $367,827 $360,125 $423,127 423,127 423,127 •
4657 Franchise Fees -- Sanitary Sewer $52,101 $73,043 $69,665 $72,244 72,244 72,244
Total Franchise Fees $3, 835, 008 $4,551,169 $4,286,183 $4,192,242 $4,192,242 $4,192,242 •
Interest and Rental Earnings •
4700 Interest Earnings 8496,955 8505,110 $268,435 $118,185 5118,185 5118,185
4705 Interest Earned from Others $23,787 $25,282 50 50 0 0 •
4710 Rental Income $29,115 $19,816 $37,715 $22,500 22,500 22,500 •
Total Interest and Rental Earnings $549,857 $550,208 $306,150 $140,685 $140,685 $140,685
Bond and Note Proceeds •
Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
Other Revenues •
4790 Recovered Expenditures $30,854 $35,203 $20,000 530,000 30,000 30,000 •
4793 Cash Over and Short $350 $332 $0 $0 0 0 •
4795 Donations/ Gifts $125 $0 50 $0 0 0
4799 Other Revenue $0 $5 $0 $0 0 0 •
Total Other Revenues $31,329 $35,540 $20,000 $30,000 $30,000 $30,000 •
Transfers In
4900 Interdepartmental Charges $2,125,619 52,349,984 50 $4,197,187 $4,197,187 $4,197,189 •
4920 Transfer In - Gas Tax Fund $0 50 $1,235,685 $0 0 140,000 •
4921 Transfer In - Electrical Inspections $0 50 $5,984 $0 0 0
4930 Transfer In - Facilities Fund $0 $0 $0 $0 0 0 •
4935 Transfer In - Criminal Forfeit $0 $0 $10,000 $0 0 0 •
4941 Transfer In - Tigard Tri. #1 50 50 $0 50 0 0
Total Fund Transfers $2,125,619 $2,349,984 $1,251,669 $4,197,187 $4,197,187 $4,337,189 •
TOTAL RESOURCES $31 36 913 $36 58 755 $35 646 087 $36 443 678 $36 646 828 $36 793 430
Requirements •
Program Expenditures •
Policy and Legislation $123,051 5141,355 $232,381 $321,237 $321,237 $321,237 •
City Administration $251,845 5256,139 $499,657 5483,976 483,976 483,976
Community Development $2,708,094 $3,128,507 $5,228,660 $5,289,178 5,319,178 5,325,778 •
Co m m unitiy Services $11,918,361 $13,786,441 $19,123,074 $20,068,571 20,068,571 20,068,571 •
PublicWorks 52,383,008 52,759,993 84,454,718 54,441,525 4,441,525 4,581,525
Total Program Expenditures $17,384,359 $20,072,435 $29,538,489 $30,604,487 $30,634,487 $30,781,087 •
Loans
Loan to CCDA Su 50 5380,000 5150,000 5150,000 $150,000 •
Total Loans $0 $0 $380,000 $150,000 $150,000 $150,000 •
Capital Improvement Program 50 50 $910,845 5691,667 5768,667 5768,667 •
Total Capital Improvement Program $0 $0 $910,845 $691,667 $768,667 $768,667
Transfers Out $4,026,533 $5,392,264 5975,000 51,121,607 5971,607 $971,607 •
Total Transfers to Other Funds $4,026,533 $5,392,264 $975,000 $1,121,607 $971,607 $971,607 •
Contingency
Contingency 50 50 5734,574 5750,000 $750,000 5750,000 •
Total Contingency $0 $0 $734,574 $750,000 $750,000 $750,000 •
Total Bud_ et 521,410,892 825,464,698 532,538,908 533,317,761 $33,274,761 $33,421,361
Ending Fund Balance $10,146,715 $10,794,057 $3,771,651 $3,125,916 $3,372,066 $3,372,068 •
Total Requirements $31,557,607 $36,258,755 $36,310,559 $36,443,678 $36,646,828 $36,793,430 •
PAGE 280 - CITY OF TIGARD •
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• ENTERPRISE FUND- STORMWATER
• Clean Water Services (CWS) is a special district within Washington County that provides sanitary sewer
• and stormwater treatment and sets all fees related to these services. CWS contracts with the City to bill
• and collect the stormwater charge within the city limits of Tigard and to provide stormwater system
• maintenance within this area. Funds collected are used for the operation, maintenance, repair, and up-
grade of the stormwater facilities.
•
• The City imposed a $1.00 per month fee in FY 2008 -09 for stormwater service to help generate the
• revenue necessary to operate and maintain the system as well as construct capital projects. This is
partly necessary due to CWS not increasing the stormwater fee in over the last few years. The City
• plans to impose another $1.00 per month fee in FY 2009 -10 to further help with revenue generation.
• Actuals Revised Proposed Approved Adopted
• Descri • tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
• 3000 Beginning Fund Balance $1,729,365 $592,672 $1,669,368 $276,292 $301,292 $441,292
• Total Fund Balance Se Reserves $1,729,365 5592,672 $1,669,368 $276,292 5301,292 $441,292
Property Taxes
• Total Property Taxes 50 50 50 50 $0 50
Grants
• Total Grants 50 $0 $0 $0 50 $O
• Interagency Revenues
• Total Interagency Revenues 50 $0 $0 $O $0 $0
Fees Bc Charges
• 4530 Stormwater Service Chrge $1,163,140 $1,231,541 $1,589,700 $1,763,097 1,763,097 1,763,097
• 4540 Reimbursement District Revenues $O
x,2 $358,128 $O $O 0 0
4599 Bad Debt Expense 48) (55,348) $O $0 O I I
• Total Fees <g Charge.. $1,157,892 51,584,322 51,589,700 $1,763,097 $1,763,097 $1,763,097
Fines .5, Forfeitures
• 4630 Miscellaneous Charges $5,718 $9,506 $0 $0 0 n
Total Fines Bc Forfeitures $5,718 $9,506 $0 $0 50 50
• Franchise Fees
• Total Franchise Fees 50 50 50 $0 50 $0
Interest and Rental E'arnins
• 4700 Interest Earnings 5 2:I,u9(, $28,313 $15,500 S6,861 56,861 S6,861
• Total Interest and Rental Earnings $28,096 $28,313 515,500 $6,861 56,861 $6,861
Bond and Note Proceeds
• Total Bond and Note Proceeds $0 $0 50 50 50 50
• Other Revenues
4790 Recovered Expenditures $0 56,220 $0 $0 0 II
• Total Other Revenues 50 56,220 50 $O 50 50
Fund Transfers
• Total Fund Transfers 50
• 0
• Pro,gram .Expenditures
Public Works $925,451 $841,346 $1,605,982 $1,269,116 $1,269,117 $1,409,11-
• Total Program Expenditures $925,451 $841,346 $1,605,982 51,269,116 $1,269,117 $1,409,117
Loans
• Loan to CCDA
Tonal Loans $0 50 50 $0 SO $0
• Capital Improvement Program $229,580 $95,573 $685,000 $310,000 $345,000 $345,000
Total Capita! Improvement Program $229,580 $95,573
$685,000 $310,000 $345,000 $345,000
• Transfers Out $267,470 5343,309 $0 $391,935 $391,935 $391,935
Total Transfers to Other Funds $267,470 5343,309
$0 5391,935 5391,935 $391,935
Contingency
•
Contingency $O $O 5300,000 550,000 540,000 540,001)
Total Contingency $0 $0 5300,000 $50,000 $40,000 $40,000
• Total Budget $1,422,501 51,280,228 $2,590,982 $2,021,051 $2,046,052 $2,186,052
Ending Fund Balance $592,672 $940,804 $683,586 $25,199 $25,199 $25,199
• Total Regdsements 52,015,173 52,221,032 53,274,568 52,046,250 82,071,250 52,211,250
• FUND SUMMARIES- PAGE 281
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ENTERPRISE FUND - SANITARY SEWER •
•
Clean Water Services (CWS) is a special district within Washington County that provides sanitary sewer •
and stormwater treatment. CWS contracts with the City to bill and collect CWS sewer charges within
the city limits of Tigard. In addition, the City maintains sanitary sewer lines within its jurisdiction on •
behalf of CWS. •
Sewer connection fees are charged to developers and property owners upon connection to the sewer •
system. CWS sets the amount of the connection fee each year. The City keeps approximately 16% of •
the connection fee and sends the remaining 84% to CWS each month. •
CWS also sets the monthly sewer service charges. Sewer charges paid by customers are comprised of a •
base charge plus a consumption charge, which is based on the customer's water consumption from the •
previous winter average period. The City retains only a percentage of these revenues and the remain- •
der goes to CWS. Each year, CWS readjusts the percentage that the City retains. •
Although, CWS has increased sewer rates 3.5% each year over the last few years, the City has not •
shared in these increased revenues. The rate increases have been implemented to assist CWS in paying •
its debt service on construction bonds. Also, as CWS has readjusted the percentage split, the City has •
begun to experience a decline in the amount of revenues it retains even though its customer base has •
grown. The City has been working with CWS on the rates charged into local and regional components,
which should help the City to generate the necessary revenues to maintain, upgrade, and expand the •
sewer system within its service area. •
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PAGE 282 - CITY OF TIGARD •
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• ENTERPRISE FUND - SANITARY SEWER
• Actuals Revised Proposed Approved Adopted
• Descri.tion 2006 -07 2007 08 2008 -09 2009 -10 2009 -10 2009 -10
Resorirces'
• 3000 Beginning Fund Balance $10,153,172 $8,326,159 $9,241,212 $9,380,581 $9,075,084 $9,255,084
• Total Fund Balance & Reserves $10,153,172 $8,326,159 $9,241,212 $9,380,581 $9,075,084 $9,255,084
• Property Taxes
• Total Property Taxes $0 $0 $0 $0 $0 $0
Grants
•
• Total Grants $0 $0 $0 $0 $0 $0
Interagency Revenues
• Total Interagency Revenues $0 $0 $0 $0 $0 $0
• Fees & Charges
• 4399 Miscellaneous Fees & Charges $44,998 $8,669 $0 $0 0 0
• 4470 Sewer Connexion Fees $190,970 $136,331 $135,000 $50,000 50,000 50,000
4520 Sewer Service Charges $1,259,411 $1,638,111 $1,323,635 $1,444,877 1,444,877 1,444,877
• 4540 Reimbursement District Revenues $414,561 $323,738 $150,000 $160,000 160,000 160,000
4599 Bad Debt Expense (833,167) ($21,435) $0 $0 0 0
• Total Fees & Charges $1,876,772 $2,085,415 $1,608,635 $1,654,877 $1,654,877 $1,654,877
• Fines & Forfeitures
• Total Fines & Forfeitures $0 $0 $0 $0 $0 $0
Franchise Fees
•
• Total Franchise Fees $0 $0 $0 $0 $0 $0
Interest and Rental Earnings
• 4700 Interest Earnings $402,195 $424,081 $219,178 $91,715 $91,715 $91,715
• Total Interest and Rental Earnings $402,195 $424,081 $219,178 $91,715 $91,715 $91,715
• Bond and Note Proceeds
• Total Bond and Note Proceeds 50 $0 $0 $0 50 $0
Other Revenues
• 4790 Recovered Expenditures $40 $373,379 $0 $0 0 0
• Total Other Revenues $40 $373,379 $0 50 $0 $0
• Fund Transfers
• Total Fund Transfers $0 $0 $0 $0 $0 $0
T O T A L R E S O U R C E S $ 432 $11 1' 034 $11 - ; _ , , ,, _ ,, , 676
• Requirements
• Program Expenditures
Public Works $835,000 $709,916 $763,969 $710,763 $710,763 $890,763
• Total Program Expenditures $835,000 $709,916 $763,969 $710,763 $710,763 $890,763
Loans
• Loan to CCDA
• Total Loans $0 $0 $0 $0 $0 $0
CapitallmprovementProgram $898,720 $777,660 $1,565,000 $1,826,000 $1,676,000 $1,676,000
• Total Capital Improvement Program $898,720 $777,660 $1,565,000 $1,826,000 $1,676,000 $1,676,000
Transfers Out $388,342 $619,248 $0 $411,698 $411,698 $411,698
• Total Transfers to Other Funds $388,342 $619,248 $0 $411,698 $411,698 $411,698
• Contingency
Contingency $446,395 $423,895 $423,895
• Total Contingency 50 $0 $0 $446,395 $423,895 $423,895
Total Budget $2,122,062 $2,106,824 $2,328,969 $3,394,857 $3,222,357 $3,402,357
• Ending Fund Balance $8,326,159 $9,102,210 $8,740,056 $7,732,316 $7,599,319 $7,599,319
• Total Requirements $10,448,221 $11,209,034 $11,069,025 $11,127,173 $10,821,676 $11,001,676
• FUND SUMMARIES- PAGE 283
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ENTERPRISE FUND -WATER •
The City of Tigard manages the operation of the Tigard water system through intergovernmental •
agreements 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.
•
In FY 2005 -06, the City began to transfer the Water Fund's excess fund balance to the Water CIP •
Fund. This was done in preparation of the City obtaining a permanent water source. The City contin- •
ues to transfer excess fund balance from the Water Fund to the Water CIP Fund.
•
In FY 2006 -07, the City began charging a 5% franchise fee to the Water Fund for use of the City's •
rights -of -way. This franchise fee reduces the amount of water sales revenues retained in the Water •
Fund.
•
The primary projects in Capital Improvements are meter installations and replacements, service line •
replacements, telemetry upgrade, and various other water supply and distribution projects. •
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PAGE 284 - CITY OF TIGARD •
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• ENTERPRISE FUND -WATER
• Actuals Revised Proposed Approved Adopted
Descri • tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
• Resources
• 3000 Beginning Fund Balance $1,374,887 $3,346,712 $2,812,606 $4,696,186 $4,696,186 $4,771,186
• Total Fund Balance & Reserves $1,374,887 $3,346,712 $2,812,606 $4,696,186 $4,696,186 $4,771,186
Property Tares
• Total Property Taxes $0 50 $0 $0 $0 $0
• Grants
• Total Grants $0 $0 $0 $0 $0 $0
Interagency Revenues
• Total Interagency Revenues $0 $0 $0 $0 $0 $0
• Fees & Charges
• 4330 Returned Check Fees $2,160 $2,080 $0 $0 0 0
4371 SDC Reimbursement $223,874 $117,156 $200,000 $60,000 60,000 60,000
• 4372 Developer Overhead $71,152 $171,391 $75,000 $25,000 25,000 25,000
4375 Engineering Overhead $14,230 $32,147 $15,000 $0 0 0
• 4378 Fire Service Reimbursement
55,600 $4,200 $4,500 $0 0 0
4399 Miscellaneous Fees &Charges $17,279 $20,277 $8,500 $7,500 7,500 7,500
• 4500 Water Sales - Metered
57,007,986 $6,910,551 $7,857,494 $8,462,541 8,462,541 8,462,541
4505 Water Sales -Other $32,041 $11,985 $38,250 $7,500 7,500 7,500
• 4506 Leaks /Misreads Credits S ' ?89) x,900) (515,000) ($15,000) (15,000) (15,000) Meter Sales 8110,906 S61,787 $75,000 $23,000 23,000 23,000
• 4599 Bad Debt Expense !ti 5,695 $0 $0 U 0
Total Fees & Charges $7,442,547 $7,301,980 $8,258,744 $8,570,541 $8,570,5541 $8,570,541
• Fines & Forfeitures
• 4645 Late Penalties /Charges S37?41 S4N, i I u SU ti U 0
Total Fines Bc Forfeitures $37,241 $48,310 $0 $0 $0 $o
•
Franchise Fees
• Total Franchise Fees 80 $0 $0 $0 $0 $0
• Interest and Rental Earnings
4700 Interest Earnings 5133,290 $188,897 $41,100 $47,857 $47,857 $47,857
•
4710 Rental Income S42,073 $55,824 $35,000 $0 0 0
Total Interest and Rental Earnings $175,364 $244,721 876,100 $47,857 $47,857 547,857
•
Bond and Note Proceeds
• Total Bond and Note Proceeds $0 50 50 $0 50 $0
• Other Revenues
• 4790 Recovered Expenditures $0 $9,859 $0 $0 0 0
4799 Other Revenue
50 $20 $0
50 0 0
• Total Other Revenues $0 $9,879 $0 $0 $O $0
Fund Transfers
• Total Fund Transfers 80 50 $0 $0 $0 $0
• . TOTAL RESOURCES $9 030 038 $10 951 602 $11 147 450 $13 14 84 $13 14 84 $13 89 584'
Requirements
• Program Expenditures
Public Works $4,521,476 $4,313,089 $7,538,915 $6,607,336 $6,607,336 $6,682,336
• Total Program Expenditures $4,521,476 $4,313,089 $7,538,915 $6,607,336 $6,607,336 $6,682,336
Loans
• Loan to CCDA
Tot,d Loans $0 $0 $0 $0 $0 $0
• Capital Improvement Program $583,727 $272,849 5476,700 $834,578 $834,578 $834,578
Total Capital Improvement Program $583,727 $272,849 $476,700 $834,578 $834,578 $834,578
•
Transfers Out $1,269,663 $1,474,392 50 $5,585,646 $5,735,646 $5,735,646
Total Transfers to Other Funds 51,269,663 $1,474,392 50 $5,585,646 $5,735,646 $5,735,646
• Contingency
Contingency $0 $0 $0 $275,000 $125,000 5125,000
•
Total Contingency $0 $0 $0 $275,000 $125,000 $125,000
Total Budget $6,374,866 $6,060,330 $8,015,615 $13,302,560 $13,302,560 $13,377,560
•
Ending Fund Balance $3,346,712 $4,891,272 $3,131,835 $12,024 $12,024 $12,024
• Tots/ Requirements 89,721,578 $10,951,602 811,147,450 813,314,584 813,314,584 813,389,584
• FUND SUMMARIES- PAGE 285
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ENTERPRISE FUND -WATER CIP •
•
•
The Water CIP Fund accounts for major capital projects of the Water System. Fund resources consist •
of periodic transfers from the Water fund and interest earnings on fund balance. In FY 2008 -09, the
City began the process of securing a long term water supply by forming a partnership with Lake •
Oswego and Sherwood. The implementation of this long term water supply will require revenue bond •
issuance by the City in the near future. •
Actuals Revised Proposed Approved Adopted •
Descri tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
•
3000 Beginning Fund Balance $9,586,685 $6,201,037 $2,511,910 $38,486 $38,486 $38,486 •
Total Fund Balance & Reserves $9,586,685 $6,201,037 $2,511,910 $38,486 $38,486 $38,486 •
Property Taxes
Total Property Taxes $0 $0 $0 $0 $0 $0 •
Grants
Total Grants $0 $0 $0 $0 $0 $0 •
Interagency Revenues
Total Interagency Revenues $0 $0 $0 $0 $0 $0 •
Fees & Charges •
4370 System Development Fees $351,120 $183,744 $250,000 $90,000 90,000 90,000
Total Fees & Charges $351,120 $183,744 $250,000 $90,000 $90,000 $90,000 •
Fines & Forfeitures
Total Fines &Forfeitures $0 $0 $0 50 $0 $0 •
Franchise Fees
•
Total Franchise Fees $0 $0 $0 $0 $0 $0 •
Interest and Rental Earnings
4700 Interest Earnings $339,900 $249,157 $220,000 $24,564 $24,564 $24,564 •
Total Interest and Rental Earnings $339,900 $249,157 $220,000 $24,564 $24,564 $24,564 •
Bond and Note Proceeds •
4775 Note Proceeds 50 $0 $0 $2,600,000 2,600,(iO( 2,600,000
II
Total Bond and Note Proceeds $0 $0 $0 $2,600,000 $2,600,000 $2,600,000
Other Revenues •
4790 Recovered Expenditures $0 $9,270 $0 4u u U •
4799 Other Revenue $0 $0 $18,000,000 S0 0 0
Total Other Revenues $0 $9,270 $18,000,000 $0 $0 $0 •
Fund Transfers •
4900 Interdepartmental Charges $780,000 $950,000 $0 $4,811,585 $4,961,585 $4,961,585 •
Total Fund Transfers $780,000 $950,000 $0 $4,811,585 $4,961,585 $4,961,585 •
TOTAL RESOURCE 1 057 705 $7 93 08 .a 981910 $7 64 635 ., 4 14 635
Program Expenditures •
Total Program Expenditures $0 $0 $0 $0 $0 $0 •
Loans $150,000 $150,000
Loan to CCDA •
Total Loans $0 $0 $0 50 $0 $150,000 •
Capital Improvement Program $4,308,565 55,630,750 $10,541,579 $7,558,611 $7,558,611 $7,558,611
Total Capital Improvement Program $4,308,565 $5,630,750 $10,541,579 $7,558,611 $7,558,611 $7,558,611 •
Transfers Out $0 $0 $0 $0 0 0
Total Transfers to Other Funds $0 $0 $0 $0 $0 $0 •
Contingency
Contingency $0 $0 $1,581,150 50 50 $0 •
Total Contingency $0 $0 $1,581,150 $0 $0 $0
•
Total Budget $4,308,565 $5,630,750 $12,122,729 $7,558,611 $7,558,611 $7,708,611
Ending Fund Balance $6,201,037 51,962,458 $8,859,181 $6,024 $156,024 $6,024 •
__. _ Totaliiits 510,509,601 57,593,208 $20,981,910 $7,564,635 $7,714,635 $7,714,635 •
PAGE 286 - CITY OF TIGARD •
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• ENTERPRISE FUND -WATER QUALITY /QUANTITY
• This is a subsidiary fund of the Stormwater Fund. The City charges Water Quality /Quantity fees,
• which are established by Clean Water Services (CWS), on certain development activities in the City.
• Revenues collected are used to fund offsite stormwater system improvements and capacity improve-
ments to the stormwater system. Fund revenues fluctuate as they are directly related to development.
• Some developers are choosing to build their own on -site stormwater detention facilities instead of pay-
• ing the fees.
• Actuals Revised Proposed Approved Adopted
Descri • tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
• Resources
• 3000 Beginning Fund Balance $2,100,829 $2,187,587 51,972,842 $1,559,034 51,559,034 $1,559,034
• Total Fund Balance & Reserves $2,100,829 $2,187,587 51,972,842 $1,559,034 $1,559,034 $1,559,034
Property Taxes
• Total Property Taxes $0 $0 $0 $0 $0 $0
• Grants
• Total Grants 50 50 $0 $0 $0 50
• Interagency Revenues
• Total Interagency Revenues $0 $0 $0 50 50 50
Fees & Charges
• 4473 Charges in Lieu of Assessments 52,312 50 50 $0
• 4475 Fee In -Lieu Water Quantity
526,706 $7,425 $29,000 $4,500 4,51n1 1, i
4478 Fee In-Lieu Water Quality $3,375 $1,350 $3,500
51,000 1,000 1,000
• Total Fees & Charges $32,393 $8,775 $32,500 $5,500 $5,500 $5,500
Fines & Forfeitures
• Total Fines & Forfeitures $0 $0 $0 $0 $0 $0
• Franchise Fees
• Total Franchise Fees $0 $0 $0 $0 $0 $0
• Interest and Rental Earnings
• 4700 Interest Earnings
596,811 $98,332 $51,250 519,868 $19,868 $19,868
Tots! Interest and Rents/ Earnings $96,811 $98,332 $51,250
519,868 $19,868 $19,868
• Bond and Note Proceeds
• Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
Other Revenues
• Total Other Revenues $0 $0 $0 $0 50 $O
• Fund Transfers
• Total Fund Transfers $0 $0 $0 50 50 $0
• TOTAL RESOURCES $2 033 $2 94 694 $2 056 92 $1 84 402 51 84 402 $1 84 402
• Program Expenditures
Total Program Expenditures $0 50 $0 $0 $0 $0
•
Louts
Loan to CCDA
•
Total Loans $0 $0 $0 $0 $0 $0
• Capital Improvement Program $16,798 $116,307 $640,000 $330,000 $330,000 $330,000
Total CapitallmprovemenrFrogram $16,798 $116,307 $640,000 $330,000 $330,000 5330,000
• Transfers Out $25,647 537,262 50 $115,793 $115,793 $115,793
Total Transfers to Other Funds $25,647 $37,262 $0 $115,793 $115,793 $115,793
• Contingency
Contingency SO 50 $100,000 $56,683 S56,683 $56,683
• Total Contingency 50 $0 $100,000 $56,683 $56,683 $56,683
Total Budget 542,445 $153,569 $740,000 $502,476 $502,476 $502,476
• Ending FLmd Balance $2,187,587 52,024,137 $1,316,592 $1,081,926 $1,081,926 $1,081,926
• Total Requirements $2,230,032 $2,177,706 $2,056,592 $1,584,402 51,584,402 51,584,402
• FUND SUMMARIES- PAGE 287
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ENTERPRISE FUND -WATER SDC •
The Water SDC Fund is a subsidiary 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 of future capacity - increasing projects, a portion for the cost of the meter, and a por- •
tion charges as an SDC reimbursement in the Water Fund. This fund accounts for the 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. It is anticipated the water •
rate study and SDC will be updated once the City secures a long term water supply and the corre-
sponding capital project costs are known. •
•
The projected fund SDC revenues are signification down when compared to historical figures as they •
are directly related to development and the purchase of new water meters. With development down, •
not only in Tigard, but throughout the state and the country, these revenues are in decline. The City
anticipates these lower revenues will continue through FY 2009 -10. Expenditures vary from year to •
year based on projects planned. •
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PAGE 288 - CITA OF TIGARD •
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• ENTERPRISE FUND -WATER SDC
•
• Actuals Revised Proposed Approved Adopted
Descri . tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
• Re c ..
• 3000 Beginning Fund Balance $1,070,299 5791,573 51,618 5143,237 5143,237 5143,237
• Total Fund Balance & Reserves $1,070,299 $791,573 $1,618 $143,237 $143,237 $143,237
• Property Taxes
• Total Property Taxes $0 $0 $0 $0 $0 $0
• Grants
• Total Grants $0 $0 $0 $0 $0 $0
• Interagency Revenues
• Total Interagency Revenues $0 $0 $0 $0 $0 $0
• Fees & Charges
• 4370 System Development Fees S318,098 5180,874 5250,000 585,000 85,000 85,000
• Total Fees & Charges $318,098 $180,874 $250,000 $85,000 $85,000 $85,000
Fines & Forfeitures
• Total Fines & Forfeitures $0 $0 $0 $0 $0 $0
• Franchise Fees
• Total Franchise Fees $0 $0 $0 $0 $0 $0
• Interest and Rental Earnings
• 4700 Interest Earnings 550,060 550,813 54,000 $4,838 54,838 $4,838
• Total Interest and Rental Earnings $50,060 $50,813 $4,000 $4,838 $4,838 $4,838
• Bond and Note Proceeds
• Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
• Other Revenues
• Total Other Revenues $0 $0 $0 $0 $0 $0
• Fund Transfers
• Total Fund Transfers $0 $0 $0 $0 $0 $0
• TOTAL RESOURCES $1438 457 $1023 60 5255 618 5233 075 $233 075 $233 075
Requirements
• Pro,,ram Expenditures
• Total Program Expenditures $0 $0 $0 $0 $0 $0
Loans
• Loan to CCDA
• Total Loans $0 $0 $0 $0 $0 $0
Capital Improvement Program
5171,839 527,012 5165,000 5230,749 $230,749 5230,749
• Total Capital Improvement Program $171,839 $27,012 $165,000 $230,749 $230,749 $230,749
• Transfers Out 5780,000 5950,000 50 50 50 $0
Total Transfers to Other Funds $780,000 $950,000 $0 $0 $0 $0
• Contingency
Total Contingency $0 $0 $0 $0 $0 $0
•
Total Budget $951,839 $977,012 $165,000 $230,749 $230,749 $230,749
• Ending Fund Balance $791,573 $46,248 $90,618 $2,326 $2,326 $2,326
I A i • Total Requirements $1,743,412 $1,023,260 $255,618 $233,075 $233,075 $233,075
• FUND SUMMARIES- PAGE 289
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SPECIAL REVENUE FUND - BUILDING •
•
The Building Fund is used to track building permit revenues and expenditures. All expenditures re- •
lated to the City's Building Inspection Division are budgeted in this fund. This division is responsible •
for reviewing plans, issuing permits, and inspection of construction to ascertain compliance with the •
State of Oregon specialty codes. The specialty code includes building, plumbing, mechanical, and elec-
trical codes and other rules and statutes. The Building Inspection Division also enforces other require- •
ments of the Tigard Municipal Code, Community Development Codes, and ordinances, including the •
Housing Code. •
The building fees in this fund are dedicated to supporting the Building Inspection Division and related •
administrative expenses. The amount of a building related fee is set following the guidelines in ORS •
455.210 and OAR 918- 020 -0220. Revenue estimates are based on the projections of construction ac-
tivity in both the commercial and residential sectors. •
Since all the expenditures for the Building Inspection Division are budgeted in this fund, transfers are •
made from the Electrical Inspection Fund and the General Fund to support those activities. Transfers .
are made based upon the projected level of activity in those areas. •
Due to the current economic climate, building activity experience an extremely sharp decline. Permit •
revenues for FY 2009 -10 are down significantly from historical levels and the City, assuming no in- •
crease to the fees, projects this to continue at least through FY 2009 -10. In the late fall of FY 2008 -09, •
the City took action relating to this decline by cutting 10.00 FTE and miscellaneous materials & ser-
vices from the Building Division's budget. Even after these reductions, the Building Fund is not able •
to sustain the City's building inspection program in FY 2008 -09 without an operating loan from the •
General Fund.
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PAGE 290 - CITY OF TIGARD •
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• SPECIAL REVENUE FUND - BUILDING
• Actuals Revised Proposed Approved Adopted
Dcscri . tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
• Resources
• 3000 Beginning Fund Balance $1,739,248 51,514,590 51,499,751 5117,551 $117,551 $129,551
Total Fund Balance &c Reserves $1,739,248 $1,514,590 $1,499,751 $117,551 $117,551 $129,551
• Property Taxes
• Total Property Taxes $0 $0 $0 $0 $0 $0
Grants
• Total Grants $0 $0 $0 $0 50 50
• Interagency Revenues
• Total Interagency Revenues $0 50 $0 $0 50 $0
Fees &c Charges
• 4399 Miscellaneous Fees 8c Charges 517,905 52,084 52,400 52,200 52,200 $2,200
• 4400 Plumbing Permits $177,292 5111,954 $117,865 $53,000 073,000 $73,000
4403 Mechanical Permits $141,001 $112,716
5119,688
575,000 5105,000 $105,000
• 4408 Building Permits
0613,468 5402,698 5652,000 5165,000 5290,000 5290,000
4410 Metro Construction Excise Tax $4,559 $3,566
52,000 $1,500 51,500 51,500
• 4411 Beaverton School CET 1%
50 $4
$433 $O $O $O 50
4412 Tigard- Tualatin School CET 1%
50 $O $O $O 50
• 4413 Building Plan Check Fees $375,587 $281,932 5423,800 $107,250 5182,250 $182,250
4415 Erosion Control Plan Check Fees $10,319 $5,974 $6,100 $3,300 53,300 53,300
• 4418 Fire/Life /Safey Plan Check Fee $92,814 $67,494 $90,000 $50,000 550,000 $50,000
4420 Plumbing Plan Chedt Fees $6,487 $1,243 $5,131 $0 00 $0
4433 Mechanical Plan Check Fees $13,470 $12,967 016,000 $8,250 $8,250 $8,250
•
4435 CDC Review Fees 51,448 $2,856 $2,800 52,000 $2,000 52,000
4460 Sewer Inspection Fee $9,845 05,411 $5,685 51,700 $1,7(X) 51,700
•
Total Fees Sc. Charges $1,464,193 $1,011,331 $1,443,469 5469,200 5719,200 5719,200
• Fines &c Forfeitures
Total Fines &c Forfeitures $0 50 00 00 $0 $0
•
Franchise Fees
• Total Franchise Fees 00 00 00 $0 00 $O
Interest and Rental Earnings
• 4700 Interest Earnings $82,276 $74,327 $40,000 08,168 $8,168 $8,168
• Total Interest and Rental Earnings $82,276 $74,327 $40,000 $8,168 $8,168 $8,168
• Bond and Note Proceeds
• Total Bond and Note Proceeds 50 50 50 50 50 $0
Other Revcnucs
• 4790 Recovered Expenditures 0500 0190 5500 SO 0 0
• Total Other Revcnucs $500 $190 $500 $0 50 50
Fund Transfers
• 4900 Interdepartmental Charges 5386,546 $258,441 $O 50 00 50
• 4910 Transfer In - General Fund 50 50 50 $606,075
$173,5 5356,075 0356,075
4921 Transfer In - Electrical inspections 00
00 42 $122,860 0122,860 0122,860
• Tonal Fund Transfers $386,546 $258,441 $173,542 $728,935 $478,935 $478,935
RESOURCES $3 672 763 $2 858 880' $3 51 23 854 51 23 855 • 35 85
• Program Expenditures
• Community Development $1,594,083 $1,532,817 $2,620,933 $1,054,695 01,054,695 $1,066,695
Total Program Expenditures 51,594,083 51,532,817 52,620,933 01,054,695 $1,054,695 $1,066,695
• Loans
Loan to CCDA
• Total Loans 50 $0 50 $0 50 50
Capita! Improvement Program $O 00 50 50 00 00
• Total Capital Improvement Program 00 $0 50 50 50 50
Transfers Our $380,014 $277,780 50 5141,405 $141,405 $141,405
• Total Transfers to Other Funds 5380,014 $277,780 00 $141,405 $141,405 $141,405
Contingency
• Contingent} $O $0 $390,000 $120,000 5120,000 5120,000
7 i r.,I C. nrinti cncr
00 $0 $390,000 $120,000 5120,000 5120,000
Tors! Budgcr $1,974,097 $1,810,597 53,010,933 $1,316,100 $1,316,100 $1,328,100
•
Ending Fund Balance $1,514,590 $1,048,283 $146,329 $7,755 $7,755 57,755
• Total Requirements $3,488,686 $2,858,880 $3,157,262 01,323,854 01,323,855 51,335,855
• FUND SUMMARIES- PAGE 291
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SPECIAL REVENUE FUND -CITY GAS TAX •
•
•
This fund is used to account for revenues generated from Tigard's local gas tax. The tax was devel- •
oped by a citizen task force who recommended it as a way to fund improvements to the Greenburg
Rd. /99W /Main St. intersection and was approved by the Tigard City Council in December 2006. All •
proceeds generated are dedicated to this one project, and the tax will expire once the cost of the pro- •
ject, projected at $5 million, is raised. •
Actuals Revised Proposed Approved Adopted •
Descri . tion 2006 - 07 2007 - 08 2008 - 09 2009 - 10 2009 - 10 2009 - 10 •
3000 Beginning Fund Balance $0 $0 $381,250 $777,185 $777,185 • $777, 1 •
Total Fund Balance & Reserves $0 $0 $381,250 5777,185 $777,185 $777,185 •
Property Taxes
Total Property Tames $0 $0 $0 $0 $0 50 •
Grants •
Total Grants $0 $0 $0 $0 $0 $0 •
Interagency Revenues •
Total Interagency Revenues $0 $0 $0 $0 $0 $0 •
Fees & Charges
4302 City Gas Tax $0 $696,783 $710,000 $650,000 650,000 650,000 •
Total Fees & Charges $0 $696,783 $ 710,000 $650,000 $650,000 $650,000 •
Fines & Forfeitures
Tonal Fines & Forfeitures $0 $0 $0 $0 $0 $0 •
Franchise Fees •
Total Franchise Fees $0 $0 $0 $0 $0 $0 •
Interest and Rental Earnings •
4700 Interest Earnings $0 $16,572 $58,750 $ -,21- $ -,21- $ -,21-
•
Total Interest and Rental Earnings $0 $16,572 $58,750 $7,217 $7,217 $7,217
Bond and Note Proceeds •
Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0 •
Other Revenues
Total Other Revenues $0 $0 $0 $0 $0 $0 •
Fund Transfers •
4900 Interdepartmental Charges $0 $110,404 $0 $0 $0 $0 •
Total Fund Transfers $0 $110,404 $0 $0 $0 $0
r. RESOURCES $0 $823 7 34 402 ' a 402 •
Requirements •
Program Expenditures
Total Program Expenditures $0 $0 $0 $0 $0 $0 •
Loans
Loan to CCDA •
Total Loans $0 $0 $0 $0 $0 $0
Capital Improvement Program $0 5185,074 $1,150,000 $620,000 $620,000 $620,000 •
Total Capital Improvement Program 50 $185,074 $1,150,000 $620,000 $620,000 $620,000 •
Transfers Out
Total Transfers to Other Funds $0 $0 $0 $0 $0 $0 •
Contingency
Contingency $0 $638,685 50 $109,412 $109,412 $109,412 •
Total Contingency $0 $638,685 $0 $109,412 $109,412 $109,412
Total Budget $0 $823,759 $1,150,000 $729,412 $729,412 $729,412 •
Ending Fund Balance $638,685 $0 $704,990 $704,990 $704,990 •
Total Requirements $0 $1,462,444 $1,150,000 $1,434,402 $1,434,402 $1,434,402
•
PAGE 292 - CITY OF TIGARD •
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• SPECIAL REVENUE FUND- CRIMINAL FORFEITURE
• Revenues in the Criminal Forfeiture Fund are received from seizure of assets used in criminal activity.
• The passage of Ballot Measure 3 by voters in November, 2000, which limited the ability of police agen-
• cies to seize assets, was ruled unconstitutional. Therefore, in Fiscal Year 2004 -05, the City began estab-
lishing appropriations in this fund again and allowing transfers to the General Fund on an as needed
• basis and used in the Police Department for allowable police and drug enforcement activities.
• Actuals Revised Proposed Approved Adopted
• Des cr'.tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
• Re. NII1((
• 3000 Beginning Fund Balance $64,228 551,756 $8,435 $56,109 $56,109 $56,109
Total Fund Balance & Reserves $64,228 $51,756 $8,435 $56,109 $56,109 $56,109
• Property Taxes
• Total Property Taxes $ $0 $0 $ 0 $0 $0
• Grants
• Total Grants $0 $0 $0 80 10 $0
Interagency Revenues
• Total Interagency Revenues $ $0 $0 $0 $0 $0
• Fees & Charges
• Total Fees & Charges $0 $0 $0 $0 $0 $0
• Fines & Forfeitures
• Total Fines & Forfeitures 10 $0 $0 $0 $0 $0
Franchise Fees
• Total Franchise Fees $0 $0 10 $0 $0 $0
• Interest and Rental Earnings
• 4700 Interest Earnings $2,533 52,436 $1,517 $534 $534 $534
• 4720 Criminal Forfeiture Revenue 5( 5239)
$2,5 $5,000 $5,000 5,000 5,000
Total Interest and Rental Earnings 33 $2,197 $6,517 $5,534 $5,534 $5,534
• Bond and Note Proceeds
• Total Bond and Note Proceeds $0 10 $0 $0 $0 $0
Other Revenues
• Total Other Revenues $0 $0 $0 $0 $0 $0
• Fund Transfers
• 4900 Interdepartmental Charge, $0 ($1,000) $0 $o $0 $0
• TotalFund Transfers $0 ($1,000) $0 $ 0 10 $0
T OTAL RESOURCES $66,761 x $ 52,953 $ i4 $61,643 $61,643 $61,643
• Requireme 17 IS
• Progra m Expenditures
Total Program Expenditures $0 $0 $0 $0 $0 $0
• Loans
Loan to CCDA
• Total Loans $ $0 $0 $0 10 $0
Capital Improvement Program $0 $0 $0 50 5O $0
• Total Capital Improvement Program $0 $0 $0 $0 $0 $0
Transfers Out 515,004 $1,044 $10,000 $10,000 $10,000 $10,000
•
Total Transfers to Other Funds $15,004 $1,044 $10,000 $10,000 $10,000 $10,000
• Contingency
Contingency $0 $0 $0 $0 $0 $0
• Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $15,004 $ 1,044 $ 10,000 $10,000 $10,000 $10,000
• Ending Fund Balance $51,756 15 1,9 09 $4,952 $51,643 151,643 151,643
• Total Rcquirements $66,760 $52,953 $14,952 $61,643 $61,643 $61,643
• FUND SUMMARIES- PAGE 293
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SPECIAL REVENUE FUND- GAS TAX •
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 in some time and budget •
for FY 2009 -10 does have a slight increase from the current fiscal year's projection. This increase is
largely due to the significant cost per gallon that the nation has experienced. This reduction has led to •
a greater consumption of gasoline from the public and therefore slightly higher revenues. •
• 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 budgeted for the Street Lights and Signals program and the street maintenance program op- •
erated by Public Works. In addition, the Capital Improvement Program includes various street im-
provement projects that are outlined in the City's Five Year Capital Improvement Plan. Some of these •
projects are part of the downtown revitalization effort currently underway. •
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PAGE 294 - CITY OF TIGARD •
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• SPECIAL REVENUE FUND- GAS TAX
• Actuals Revised Proposed Approved Adopted
Dcscri tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
• Rc :s, nurccw
• 3000 Beginning Fund Balance 52,719,998 $2,349,403 51,884,139 51,541,243 51,541,243 51,681,243
• Total Fund Balance BcReserves $2,719,998 $2,349,403 $1, 884,139 $1,541,243 $1,541,243 $1,681,243
Property Taxes
• Total Property Taxes $0 50 $0 50 50 50
• Granrs
• 4100 Federal Grants 5136,725 $0 $255,730 $0 $0 $0
4150 State Grants 50 $0 $270,566 5510,356 510,356 510,356
• Total Granrs $136,725 $0 $526,296 5510,356 $510,356 $510,356
Interagency Revenues
• 4220 State Gas Tax Share $2,149,401 52,196,640 $2,213,500 $2,014,047 2,014,048 2,014,048
• 4221 County Gas Tax 5199,693 $213,098 50 5199,412 199,413 199,413
Total 52,349,094 $2,409,738 52,213,500 $2,213,459 52,213,461 $2,213,461
•
Fees & Charges
• 4302 City Gas Tax 5110,404 50 $0 $0 0 0
• 4399 Miscellaneous Fees 8c Charges
53,000 526,150 50
$13 $0 0 0
4465 Street Lighting Fees
513,526 $4,922 ,000 $4,000 4;000 4,000
• 4480 Fee In -Lieu Undergrounding
50 50 510,000 $0 0 0
4482 Fee In -Lieu Bicyde Striping
514,796
53,776 $0
52,500 2,500 2,500
• Total Fees & Charges $141,726 534,848 523,000 $6,500 $6,500 $6,500
Fines & Forfeitures
• Total Fines Bc Forfeitures 50 50 $0 50 50 50
• Franchise Fees
• Total Franchise Fees 50 $0 50 50 $0 $0
• Interest and Rental Earnings
4700 Interest Earnings $152,252 $153,754 $36,000 537,071 537,071 $37,071
•
Total Interest and Rental Earnings 5152,252 $153,754 536,000 537,071 537,071 537,071
• Bond and Note Proceeds
• 4770 Bond Proceeds 50
$0 50 50 56,350,000 56,350,000 56,350,000
Total Bond and Note Proceeds $0 50 $6,350,000 $6,350,000 $6,350,000
• Other Revenues
• 4790 Recovered Expenditures
50 5609 50 ° U 0 0
4799 Other Revenue 50 $0 $1,130,000 0 )
• Total Other Revenues $0 $609 51,130,000 $0 50 $0
Fund Transfers
•
4941 Transfer 1 n - Tigard Tn. #1 Si) $0 $155,50(1 $0 I I ) )
• Total Fund Transfers 50 $0 5155,500 50 $0 $0
TOTAL RESOURCES 55 499 795 $4 948 52 55 968 435 $10 88 624 510 658 631 510 798 631
•
• Program Expenditures
Community Development 5470,605 $530,473 5532,260 5592,373 5592,374 $592,374
• Total Program Expenditures 5470,605 5530,473 $532,260 $592,373 5592,374 5592,374
I,u :ui.,
• Loan to CCDA
Total Loans 50 $0 $0 50 50 50
• Capital Improvement Program $1,389,782 5378,186 53,357,296 $4,207,170 $4,207,170 $4,207,170
Total Capital Improvement Program 51,389,782 $378,186 53,357,296 $4,207,170 $4,207,170 54,207,170
• Transfers Out 51,086,782 $1,234,008 51,235,685 51,804,921 51,804,921 $1,944,921
Total Transfers to Other Funds $1,086,782 51,234,008 $1,235,685 $1,804,921 $1,804,921 $1,944,921
• Contingency
Contingency 50 $0 50 587,750 587,750 587,750
•
Total Contingency 50 $0 $0 $87,750 $87,750 $87,750
Total Budget $2,947,169 52,142,667 $5,125,241 $6,692,213 56,692,214 56,832,214
•
Ending Fund Balance $2,349,403 $2,805,685 $843,194 53,966,416 53,966,416 53,966,416
• Total Requirements $5,296,573 $4,948,352 55,968,435 510,658,629 510,658,631 510,798,631
• FUND SUMMARIES- PAGE 295
•
•
•
•
SPECIAL REVENUE FUND- ELECTRICAL INSPECTION •
•
The Electrical Inspection program is funded from revenues from electrical permits and plan check •
fees. The fees are established by single or multi- family dwelling unit or by type of service and are es- •
tablished following the guidelines in ORS 455.210 and OAR 918- 020 -0220. These guidelines specify •
that the fees charged are necessary and set at a level to reasonably recover costs.
•
Actuals Revised Proposed Approved Adopted •
Descri .tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
Resources •
3000 Beginning Fund Balance $278,806 $165,614 888,187 S52,331 $52,331 152,331
Total Fund Balance &Reserves $278,806 $165,614 $88,187 $52,331 $52,331 $52,331 •
Property Taxes
Total Property Taxes $0 $0 $0 $0 $0 $0 •
Grants •
Total Grants $0 $0 50 $0 $0 50 •
Interagency Revenues •
Total Interagency Revenues $0 $0 $0 $0 $0 $0 •
Fees & Charges
4405 Electrical Permits 8231,570 $188,138 $201,055 $120,000 120,000 120,000 •
4430 Electrical Plan Check Fees $5,456 $5,443 $6,218 $3,000 3,000 3,000 •
Total Fees & Charges $237,025 $193,582 $207,273 $123,000 $123,000 $123,000 •
Fines & Forfeitures
Total Fines & Forfeitures $0 $0 $0 $0 $0 $0 •
Franchise Fees •
Total Franchise Fees $0 $0 $0 $0 $0 $0 •
Interest and Rental Earnings •
4700 Interest Earnings $12,279 $10,634 $3,750 $1,378 $1,378 $1,378 •
Total Interest and Rental Earnings $12,279 $10,634 $3,750 $1,378 81,378 $1,378
Bond and Note Proceeds •
Total Bond and Note Proceeds $0 $0 $0 $0 $0 50 •
Other Revenues •
Total Other Revenues $0 $0 $0 $0 $0 $0 •
Fund Trrrn.fcr,,
Total Fund Tran.,fcrs $0 $0 $0 $0 $0 50 •
TOTAL RESOURCES $528 111 $369 829 $299 10 $176 709 $176 709 $176 709 •
Requirements •
Program Expenditures
Total Program Expenditures $0 80 $0 $0 $0 $0 •
Loans
than to CCDA •
Total Loans $0 $0 $0 $0 $0 $0 •
Capital Improvement Program ti() $0 $0 50 $0 10
Total Capita! Improvement Program $0 80 $0 $0 $0 $0 •
Transfers Out $289,441 1256,472 $179,526 $122,860 $122,860 5122,860 •
Total Transfers to Other Funds $289,441 $256,472 $179,526 $122,860 $122,860 $122,860
Contingency •
Contingency $0 $0 $26,900 824,780 $24,780 $24,780
Total Contingency $0 $0 $26,900 $24,780 $24,780 $24,780 •
Total Budget 5289,441 5256,472 $206,426 $147,640 5147,640 $147,640
Ending Fund Balance $165,614 $113,357 $92,784 $29,069 $29,069 $29,069 •
Total Requirements $455,054 $369,829 $299,210 $176,709 $176,709 $176,709 •
PAGE 296 - CITY OF TIGARD •
•
•
•
• SPECIAL REVENUE FUND- TREE REPLACEMENT
• The Tree Replacement Fund has been reestablished 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.
• In FY 2008 -09, $575,000 in tree replacement monies was transferred from the General Fund, where
• these fees have been collected over the past couple of years, to the Tree Replacement Fund. FY 2009-
• 10 sees an additional $268,000 in tree replacement funds being transferred from the General Fund into
• the Tree Replacement Fund.
Actuals Revised Proposed Approved Adopted
•
Descri.tion 2006 - 07 2007 - 08 2008 - 09 2009 - 10 2009 - 10 2009 - 10
• Resource,,
• 3000 Beginning Fund Balance 5 $0 $0 $500,000 $500,000 $500,000
Total Fund Balance &Reserves $0 $0 $0 $500,000 $500,000 $500,000
• Property Taxes
• Total Property Tares $0 $0 $0 $0 $0 $0
Grants
• Total Grants $0 $0 80 $0 $0 $0
• Interagency Revenues
• Total Interagency Revenues $0 $0 $0 $0 $0 $0
Fees & Charges
• 4310 Tree Replacement Revenue $0 $0 $0 $100,000 100,000 100,000
• Total Fees & Charges $0 $0 $0 $100,000 $100,000 $100,000
• Fines & Forfeitures
• Total Fines &Forfeitures $0 80 $0 $0 $0 $0
Franchise Fees
• Total Franchise Fees $0 50 $0 $0 $0 80
• Interest and Rental Earnings
• Total Interest and Rental Earnings $0 80 $0 $0 $0 80
Bond and Note Proceeds
• Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
• Other Revenues
• 4790 Recovered Expenditures $0 $0 $0 $0 0 0
Total Other Revenues $0 $0 $0 $0 $0 $0
• Fund Transfers
• 4910 Transfer In - General Fund 50 $0 $575,000 $268,000 268,000 268,000
Total Fund Transfers $0 $0 $575 000 $ • : 000 $268 000 $268 000
• t• : s i
• Rc•q uircrncnLs
Program Expenditures
• Total Program Expenditures $0 $0 80 $0 $0 $0
Loans
• Loan to CCDA
Total Loans $0 80 $0 50 $0 $0
• Capital Improvement Program $0 $0 $45,000 $150,000 5150,0(0 $150,000
Total Capital Improvement Program $0 80 $45,000 $150,000 $150,000 $150,000
• Transfers Out $0 50 $0 575,000 $ 75,000 $75,000
Total Transfers to Other Funds $0 $0 $0 $75,000 $75,000 $75,000
• Contingency
Contingency
•
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $0 $0 $45,000 $225,000 $225,000 $225,000
•
Ending Fund Balance $0 $0 $530,000 $643,000 $643,000 $643,000
• Total Requirements $0 $0 5575,000 $868,000 5868,000 $868,004
• FUND SUMMARIES- PAGE 297
•
•
•
•
SPECIAL REVENUE FUND- LIBRARY •
This Fund was created in FY 2008 -09 to account for the remaining amounts from several bequests that •
were made in prior years to be used for projects at the Library. •
Actuals Revised Proposed Approved Adopted •
Descri • tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10 •
Resources
•
3000 Beginning Fund Balance 30 30 $0 3448,500 3448,500 3448,500 •
Total Fund Balance & Reserves $0 $0 $0 $448,500 $448,500 $448,500
Property Taxes •
Total Property Taxes $0 $0 $0 $0 $0 30 •
Grants •
Total Grants $0 $0 $0 $0 $0 $0 •
Interagency Revenues •
Total Interagency Revenues $0 $0 $0 $0 $0 $0 •
Fees & Charges
•
Total Fees & Charges $0 $0 $0 $0 $0 $0 •
Fines & Forfeitures
Total Fines & Forfeitures $0 $0 $0 $0 $0 $0 •
Franchise Fees •
Total Franchise Fees $0 $0 $0 $0 $0 $0 •
Interest and Rental Earnings •
4700 Interest Eamings 30 30 $0 34,524 34,524 34,524 •
Total Interest and Rental Earnings $0 $0 $0 $4,524 $4,524 $4,524 •
Bond and Note Proceeds
•
Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0 •
Other Revenues •
Total Other Revenues $0 $0 $0 $0 $0 $0 •
Fund Transfers •
4930 Transfer In - Facilities Fund So 30 3448,500 30 0 O •
Total Fund Transfers $0 $0 $448,500 $0 $0 $0 •
TOTAL RESOURCES $0 $0 $448 500 $453 024 $453 024 $453 024
Requirements •
Program Expenditures •
Total Program Expenditures $0 $0 $0 $0 $0 $0
Loans •
Total Loans $0 $0 $0 $0 $0 $0
Capital Improvement Program 30 $0 $448,500 30 $0 30 •
Total Capital Improvement Program $0 $0 $448,500 $0 $0 $0 •
Transfers Out 30 30 30 3100,000 3100,000 3100,000
Indirect Charges •
Total Transfers to Other Funds $0 $0 $0 $100,000 $100,000 $100,000
Contingency
•
Total Contingency $0 $0 $0 $0 $0 $0 •
Total Budget $0 $0 $448,500 $100,000 $100,000 $100,000
Ending Fund Balance $353,024 $353,024 $353,024 •
Total Requirements 30 $0 $ 448,500 $453,024 $453,024 $453,024 •
PAGE 298 - CITY OF TIGARD •
•
•
•
•
•
• DEBT SERVICE FUND- BANCROFT DEBT SERVICES
• 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 im-
• provements. The City currently has two bonds outstanding related to local improvement districts
(LID). In July 2002, the City sold bonds for the 69th 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.
Actuals Revised Proposed Approved Adopted
• Descri•non 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
• Resources
• 3000 Beginning Fund Balance $1,589,017
Totes! Fund Balance Reserves 81,589,017 $871,720 $675,211 $982,391 $982,391 $982,391
$871,720 $675,211 $982,391 $982,391 $982,391
• Property Taxes
• Total Property Taxes $O $0 $0 $0 $O $0
Grants
• Total Grants $0 $0 $0 $0 $0 $0
• Interagency Revenues
• Total Interagency Revenues $0 $0 $0 $0 $0 $0
Fees & Charges
• Total Fees Bc Charges 50 $0 $0 $0 $0 $0
• Fines & Forfeitures
• Total Fines & Forfeitures $0 $0 $0 $0 $0 $0
Franchise Fees
• Total Franchise Fees $0 $0 $0 $0 $0 $0
• Interest and Rental Earnings
• 4700 Interest Earnings $50,798 $42,026 $95,689 $10,458 $10,458 $10,458
4705 Interest Earned from Others $105,477 $100,108 $0 SO 0 0
• Total Interest and Rental Earnings $156,276 $142,134 $95,689 $10,458 $10,458 $10,458
Bond and Note Proceeds
4755 Bancroft Collections $0 $0 $123,618 $124,726 124,726 124,726
•
Total Bond and Note Proceeds 50 $0 $123,618 $124,726 $124,726 $124,726
• Other Revenues
4750 Miscellanco,,s Income 5163,379 5120,67H $O So SO 50
•
4790 Recovered Expenditures $0 82,662 $0 SO 0 0
• Total Other Revenues $163,379 $123,340 $0 $0 $0 $0
Fund Transfers
• Total Fund Transfers 50 $0 $0 $0 $0 $0
• TOTAL RESOURCES $1 908 671 $1 137 193 $894 518 $1 117 575 $1 117 575 $1 117 75
Requirements ntc nts
• Program Expenditures
Total Pro ram Expenditures $0 $0 $0 $0 $0 50
• Loans Debt Service $1,040,048 $124,224 $193,378 $193,409 $193,409 $193,409
• Total Loans $1,040,048 $124,224 $193,378 $193,409 $193,409 $193,409
Capital Improvement Program SO $0 $0 SO SO SO
• Total Capital Improvement Program $0 $0 $0 $0 $0 $0
Transfers Out
• Total Transfers to Other Funds $0 $0 $0 $0 $0 $0
Contingency
•
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget $1,040,048 $124,224 $193,378 $193,409 $193,409 $193,409
•
Ending Fund Balance $871,720 $1,012,969 $701,140 $924,166 $924,166 $924,166
• Total Requirements $1,911,768 $1,137,193 $894,518 $1,117,575 $1,117,575 $1,117,575
• FUND SUMMARIES- PAGE 299
•
•
•
•
DEBT SERVICE FUND- GENERAL OBLIGATION DEBT SERVICE •
•
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 a 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. •
Actuals Revised Proposed Approved Adopted
•
Descri • tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10 •
Resources
3000 Beginning Fund Balance $260,752 $219,905 $317,889 $108,033 $108,033 $108,033 •
Total Fund Balance & Reserves $260,752 $219,905 $317,889 $108,033 $108,033 $108,033
•
Property Taxes
4000 Current Property Taxes $916,203 $909,628 $976,563 $976,563 $976,563 $976,563 •
4010 Prior Year Taxes $8,788 $93,357 $13,000 S 15,000 15,000 15,000 •
Total Property Taxes $924,991 $1,002,985 $989,563 $991,563 $991,563 $991,563 •
Grants
Total Grants 80 $0 $0 $0 $0 $0 •
Interagency Revenues
•
Total Interagency Revenues $0 $0 $0 $0 $0 50 •
Fees & Charges
•
Total Fees &c Charges $0 $0 $0 $0 $0 50 •
Fines & Forfeitures
Total Fines & Forfeitures 50 $0 $0 $0 $0 50 •
Franchise Fees •
Total Franchise Fees $0 $0 $0 $0 $0 $0 •
Interest and Rental Earnings •
4700 Interest Earnings $8,873 $7,067 $6,250 $1,478 $1,4 "8 $1,1 -8 •
Total Interest and Rental Earnings $8,873 $7,067 $6,250 $1,478 51,478 $1,478
Bond and Note Proceeds •
Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0 •
Other Revenues
•
Total Other Revenues $0 $0 $0 $0 $0 50 •
Fund Transfers
Total Fund Transfers SO 50 $0 SO $0 50 •
TOTAL RESOURCES $1 194 616 $1 229 957 1 13 702 $1 101074 $1 1 $1 101 074 •
Program Expenditures •
Total Program Expenditures $0 $0 $0 $0 $0 $0 •
Loans Debt Service $975,414 $972,814 $974,913 5976,563 $976,563 5976,563
Total Loans $975,414 $972,814 $974,913 $976,563 $976,563 $976,563 •
Capital Improvement Program $0 $0 $0 50 $0 50
Total Capital Improvement Program $0 $0 50 $0 $0 $0 •
Transfers Out •
Total Transfers to Other Funds $0 $0 $0 $0 $0 50
Contingency •
Contingency $O SO $146,000 50 50 50
Total Contingency $0 $0 $146,000 $0 $0 $0 •
Total Budget $975,414 5972,814 $1,120,913 $976,563 $976,563 5976,563
Ending Fund Balance $219,905 5257,143 5192,789 $124,511 $124,511 $124,511 •
Total Requirements $1,195,318 $1,229,957 $1,313,702 $1,101,074 $1,101,074 $1,101,074 •
PAGE 300 - CITY OF TIGARD •
•
•
•
•
•
• CAPTIAL PROJECTS FUND- FACILITIES
• This fund is used to set aside funds for the future renewal, replacement, and expansion of City
• facilities. Transfers into this fund this year come from the General, Water, Sanitary Sewer,
• Stormwater, and others.
• Actuals Requested Proposed Approved Adopted
Descri • tion 2006 -07 2007 -08 2009 -10 2009 -10 2009 -10 2009 -10
• Resources
• 3000 Beginning Fund Balance $1,357,642 $1,479,214 $348,440 $348,440 $348,440 $348,440
• Total Fund Balance & Reserves $1,357,642 $1,479,214 $348,440 $348,440 $348,440 $348,440
• Property Taxes
• Total Property Taxes $0 $0 $0 $0 $0 $0
Grants
• Total Grants $0 $0 $0 $0 $0 $0
• Interagency Revenues
• Total Interagency Revenues $0 $0 $0 $0 $0 $0
• Fees & Charges
• Total Fees & Charges $0 $0 $0 $0 $0 80
Fines & Forfeitures
• Total Fines & Forfeitures $0 80 $0 $0 $0 $0
• Franchise Fees
• Total Franchise Fees $0 $0 $0 $0 $0 $0
• Interest and Rental Earnings
• 4700 Interest Earnings $76,269 $52,643 $3,932 $3,932 $3,932 $3,932
Total Interest and Rental Earnings $76,269 $52,643 $3,932 $3,932 $3,932 $3,932
• Bond and Note Proceeds
•
• Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
Other Revenues
• 4790 Recovered Expenditures $0 8652 $0 $0 0 0
• Total Other Revenues $0 $100,652 $0 $0 $0 $0
• Fund Transfers
• 4900 Interdepartmental Charges
4910 Transfer In - General Fund $384,221 $51,000 $0 $263,625 $263,625 $263,625
$0 $0 $0 886,375 86,375 86,375
• Total Fund Transfers $384 9 21 $51 000 $0 $350 000 $350,000 $350 000
OTAL RESOURCES $1 818 132 $1683 10 $352 72 $702 72 $702 72 $702 72
•
• Program Expenditures
Total Program Expenditures $0 $0 80 $0 $0 $0
• Loans
Loan to CCDA
• Total Loans $0 $0 $0 $0 $0 $0
Capital Improvement Program $338,918 $1,225,728 $55,000 $155,000 $155,000 $155,000
• Total Capital Improvement Program $338,918 $1,225,728 $55,000 $155,000 $155,000 $155,000
Transfers Out
• Total Transfers to Other Funds $0 $0 $0 $0 $0 $0
• Contingency
Contingency 50 $0 $0 823,250 $23,250 $23,250
• Total Contingency $0 $0 $0 $23,250 $23,250 $23,250
Total Budget 8338,918 81,225,728 $55,000 $178,250 $178,250 $178,250
• Ending Fund Balance $1,479,214 $457,782 $297,372 $524,122 $524,122 $524,122
• Total Requirements $1,818,133 $1,683,510 $352,372 $702,372 $702,372 $702,372
• FUND SUMMARIES- PAGE 301
•
•
•
•
•
CAPTIAL PROJECTS FUND- PARKS CAPITAL
•
This fund was established to track various parks and greenspaces projects. Revenues include the City's •
remaining portion of the Metro Greenspace levy of just over $1 million to support the acquisition of •
park land and greenspace and just over $100,000 in state grant monies for the Fanno Creek Trail pro- •
ject.
Actuals Revised Proposed Approved Adopted •
Descri • tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10 •
/lcvinrc etc
3000 Beginning Fund Balance 5454,218 $548,418 $1,057,535 $193,738 5193,738 $203,738 •
Total Fund Balance & Reserves $454,218 $548,418 $1,057,535 $193,738 $193,738 $203,738 •
Property Taxes
•
Total Property Taxes 50 $0 50 50 $0 $0 •
Grants
4100 Federal Grants 50 $0 $179,349 $0 5 Sn •
4150 State Grants SO 5150,000 $230,671 5110,000 1 1 0, u ) 1 I 0,( m n i
•
Total Grants 50 $150,000 5410,020 5110,000 5110,000 5110,000
Interagency Revenues •
Total Interagency Revenues 50 $0 $0 $0 $0 50
•
Fees & Charges
4310 Tree Replacement Revenue $199,409 50 5O 50 11 •
4399 Miscellaneous Fees &c Charges 50 5750 50 () 1) i
T
•
otal Fees 8c Charges $199,409 5750 50 $0 50 $0 •
Fines Sc Forfeitures
Total Fines & Forfeitures 50 50 $0 $0 $0 $0 •
Franchise Fees
•
Total Franchise Fees $0 $0 50 $0 $0 50 •
Interest and Rental Earnings
4700 Interest Earnings $73,224 $81,228 520,000 $13,954 S13,954 S 13,9; -1 •
Total Interest and Rental Earnings 573,224 $81,228 $20,000 513,954 513,954 513,954 •
Bond and Notc Proceeds
Total Bond and Note Proceeds 50 $0 $o $0 $0 $0 •
Other Revenues •
4790 Recovered Expenditures $0 $54,116 534,702 $0 0 0 •
4795 Donations /Gifts $0 565,879 50 $0 0 0
4799 Other Revenue $0 $404,400 5808,816 $1,001,316 1,001,316 1,001,316 •
Total Other Revenues $0 5524,396 $843,518 51,001,316 51,001,316 $1,001,316
Fund Transfers •
4900 Interdepartmental Charges $526,936 51,858,420 50 $0 50i ■ •
4910 Transfer In - General Fund $0 SO 50 S1∎ 0
Total Fund Transfers $526,936 51,858,420 $0 50 $0 $0 •
TOTAL RESOURCES $1 53 788 $3 163 12 $2 31 073 $1 19 008 $1 19 008 $1 29 008
•
Program Expenditures •
Total Program Expenditures $0 $0 $0 $0 50 $0
Loans Debt Service $282,025 $280,273 $278,053 50 $0 $0 •
Total Loans 5282,025 5280,273 5278,053 $0 50 50
Capital Improvement Program $423,344 $2,235,141 $1,493,956 $1,111,316 $1,111,316 $1,121,316 •
Total Capital Improvement Program $423,344 $2,235,141 51,493,956 51,111,316 51,111,316 51,121 ,316
Transfers Out 5 0 $422,620 50 50 •
Total Transfers to Other Funds $0 $422,620 50 50 50 50
Contingency •
Contingencv 5! 50 50 $150,000 $150,000 $150,000
Total Contingency 50 $0 $0 $150,000 $150,000 $150,000 •
Total Budget $705,369 $2,938,034 $1,772,009 $1,261,316 $1,261,316 $1,271,316 •
Ending Fund Balance $548,418 5225,178 $559,064 557,692 $57,692 557,692
Total Requirements 51,253,788 53,163,212 52,331,073 $1,319,008 51,319,008 51,329,008 r •
PAGE 302 - CITY OF TIGARD •
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•
•
•
• CAPTIAL PROJECTS FUND- PARKS SDC
• This fund was established to track the revenues associated with the collection of Parks System Devel-
• opment Charges (SDCs). Parks SDCs are charged when a building permit is issued for any new resi-
• dential, multi - family, or commercial construction, additions, alterations, or change in use. Funds col-
• lected are used to fund the acquisition, development, and expansion of additional recreational spaces
and facilities that are included in the City's Park Master Plan.
• Actuals Revised Proposed Approved Adopted
• Descri . tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
• Resources
• 3000 Beginning Fund Balance $2,792,703 $3,407,337 $1,802,715 $2,169,472 $2,169,472 $2,185,472
Total Fund Balance & Reserves $2,792,703 $3,407,337 $1,802,715 $2,169,472 $2,169,472 $2,185,472
• Property Taxes
• Total Property Tares 50 $0 $0 $0 $0 $0
• Gra
• Total Grants $0 $0 $0 $0 $0 $0
Interagency Revenues
•
• Total Interagency Revenues $0 $0 $0 $0 $0 50
Fees & Charges
• 4370 System Development Fees 5950,666 5451,560 5800,000 $175,000 175,000 175,000
• Total Fees & Charges $950,666 $451,560 $800,000 $175,000 $175,000 $175,000
• Fines & Forfeitures
• Total Fines & Forfeitures $0 $0 $0 $0 $0 $0
Franchise Fees
• Total Franchise Fees $0 $0 $0 $0 $0 $0
• Interest and Rental Earnings
4700 Interest Earnings 5150,530 5154,039 557,586 531,300 531,300 $31,300
• Total Interest and Rental Earning s $150,530 $154,039 $57,586 $31 00 $31,300 $31,300
• Bond and Note Proceeds
• Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
• Other Revenues
• Total Other Revenues $0 $0 $0 $0 $0 $0
Fund Transfers
• Total Fund Transfers $0 50 50 50 $0 50
• TOTAL RESOURCES $3 893 899 $4 012 936 $ 660 01 $2 75 772 $2 75 772 $ 9 772
• Requirements
Program Expenditures
• Total Program Expenditures $0 $0 $0 $0 $0 $0
Loans Debt Service $0 50 $0 $280,253 $280,253 $280,253
•
Loan to CCDA
• Total Loans 50 $0 $0 $280,253 $280,253 $280,253
Capita1ImprovementProgram $0 50 $1,704,885 $511,016 $564,016 $580,016
• Total Capital Improvement Program $0 $0 $1,704,885 $511,016 $564,016 $580,016
Transfers Out $486,562 5926,000 $0 5379,812 $379,812 $379,812
• Total Transfers to Other Funds $486,562 $926,000 $0 $379,812 $379,812 $379,812
• Contingency
Contingency 50 50 $0 $157,593 $157,593 5157,593
• Total Contingency $0 $0 $0 $157,593 $157,593 $157,593
Total Budget $486,562 $926,000 $1,704,885 $1,328,674 $1,381,674 $1,397,674
• Ending Fund Balance $3,407,337 $3,086,936 5955,416 $1,047,098 $994,098 $994,098
Total Requirements $3,893,899 $4,012,936 $2,660,301 $2,375,772 $2,375,772 $2,391,772
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• FUND SUMMARIES- PAGE 303
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CAPTIAL PROJECTS FUND- TIGARD TRIANGLE LID #1 •
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This fund was established in FY 2008 -09 for the potential creation of a new local improvement district •
(LID) to improve streets, which includes 68 Avenue, 69th Avenue, 70th Avenue, Dartmouth Street, •
and Clinton Street, in the Tigard Triangle. The Preliminary Engineer's Report for the district was com- •
pleted in FY 2006 -07. It is anticipated that activity in the district will now start in FY 2010 -11.
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Actuals Revised Proposed Approved Adopted •
Descri • tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
Resourt c . •
SO 80 SO SO •
Total Fund Balance & Reserves $0 $0 $0 $0 $0 $0
Property Taxes •
Total Property Taxes $0 $0 $0 $0 $0 $0 •
Grants
•
Total Grants $0 $0 $0 $0 $0 $0 •
Interagency Revenues
Total Interagency Revenues $0 $0 $0 $0 $0 $0 •
Fees & Charges •
Total Fees & Charges $0 $0 $0 $0 $0 $0 •
Fines & Forfeitures •
Total Fines & Forfeitures $0 $0 $0 $0 $0 $0 •
Franchise Fees •
Total Franchise Fees $0 $0 $0 $0 $0 $0 •
Interest and Rental Earnings
•
Total Interest and Rental Earnings $0 $0 $0 $0 $0 $0 •
Bond and Note Proceeds •
4770 Bond Proceeds SO $0 82,455,500 $0 $0 SO •
Total Bond and Note Proceeds $0 $0 $2,455,500 $0 50 80 •
Other Revenues
Total Other Revenues $0 $0 50 $0 $0 $0 •
Fund Transfers •
Total Fund Transfers $0 $0 $0 $0 50 $0 •
TOTAL RESOURCES $0 $0 $2 455 500 $0 50 •
Requirements •
Program Expenditures
Total Program Expenditures $0 $0 $0 $0 $0 $0 •
Loans
Loan to CCDA •
Total Loans $0 $0 50 50 50 $0 •
Capital Improvement Program SO 80 $2,200,000 $0 80 SO
Total Capital Improvement Program $0 $0 52,200,000 $0 50 $0
•
Transfers Out
Total Transfers to Other Funds $0 50 50 $0 $0 $0 •
Contingency
Contingency •
Total Contingency $0 $0 $0 $0 $0 $0 •
Total Budget $0 $0 82,200,000 $0 $0 $0
Ending Fund Balance $0 $0 $255,500 $0 $0 $0 •
Total Requirements $0 $0 $2,455,500 $0 $0 $0 •
PAGE 304 - CITY OF TIGARD •
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• CAPTIAL PROJECTS FUND- UNDERGROUND UTILITY
• This fund was established to record funds received in lieu of under - grounding utilities. The monies in
• this fund primarily go to support various capital improvement projects requiring underground utility
• work.
• Actuals Revised Proposed Approved Adopted
• Descri•tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
• Resources
• 3000 Beginning Fund Balance $238,567 $401,848 8488,848 8604,937 8604,937 5604,937
Total Fund Balance & Reserves $238,567 5401,848 $488,848 $604,937 $604,937 $604,937
• Property Taxes
• Total Property Taxes $0 $0 $0 $0 $0 $0
• Grants
• Total Grants $0 50 $0 $0 $0 $0
Interagency Revenues
• Total Interagency Revenues $0 50 $0 $0 50 $0
• Fees & Charges
• 4480 Fee In -Lieu Undergrounding $148,324 8103,096 $70,000 $51,000 51,000 51,0()n
• Total Fees & Charges $148,324 $103,096 $70,000 551,000 $51,000 $51,000
Fines & Forfeitures
•
Total Fines & Forfeitures $0 $0 $0 $0 $0 $0
•
Franchise Fees
• Total Franchise Fees $0 50 $0 $0 $0 $0
• Interest and Rental Earnings
• 4700 Interest Earnings 814,958 $21,818 $14,580 55,414 85,414 $5,414
• Total Interest and Rental Earnings $14,958 $21,818 $14,580 $5,414 $5,414 $5,414
• Bond and Note Proceeds
• Total Bond and Note Proceeds 50 $0 $0 $0 $0 $0
• Other Revenues
• Total Other Revenues $0 $0 $0 $0 $0 $0
Fund Transfers
• Total Fund Transfers $0 $0 50 $0 $0 50
• TOTAL RESOURCES $401 848 $526 762 $573 428 $66 51 $661 51 $661 51
• Requirements
Program Expenditures
• Total Program Expenditures $0 $0 $0 $0 $0 $0
Loans
• Loan to CCDA
• Total Loans $0 $0 $0 $0 $0 50
Capita! Improvement Program 5! $O 8300,000 5300,000 $300,000 8300,000
• Total Capital Improvement Program $0 $0 $300,000 $300,000 $300,000 $300,000
Transfers Out
•
Total Transfers to Other Funds $0 $0 $0 $0 $0 $0
• Contingency
Contingency So 80 $45,000 $52,941 $52,941 $52,941
• Total Contingency $0 $0 $45,000 $52,941 $52,941 $52,941
Total Budget $0 $0 8345,000 $352,941 $352,941 $352,941
• Ending Fund Balance $401,848 $526,762 $228,428 5308,410 $308,410 $308,410
• Total Requirements $401,848 $526,762 $573,428 $661,351 $661,351 $661,351
• FUND SUMMARIES- PAGE 305
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CAPTIAL PROJECTS FUND- TRANSPORTATION DEVELOPMENT TAX FUND •
•
The Countywide Transportation Development Tax ('I' is a Washington County Tax approved by
•
the voters in November 2008, that is administered and collected by the City of Tigard. The tax went •
into effect on July 1, 2009, replacing the Traffic Impact Fee (TIF) program.
•
Like TIF, TDT is assessed on new development to help provide funds for the increased capacity trans- •
portation improvements needed to accommodate the additional vehicle traffic and demand for transit •
facilities generated by that development. It provides funds for these capacity improvements to county •
and city arterials, certain collectors, and certain state and transit facilities as listed in the County's Capi-
tal Improvements Project List. The TDT is categorized as an Improvement Fee: revenue must be •
dedicated to capital improvements that expand capacity and may not be used for maintenance, repair, •
or other non - capital improvements. •
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PAGE 306 - CITY OF TIGARD •
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• CAPTIAL PROJECTS FUND— TRANSPORTATION DEVELOPMENT TAX FUND
• Actuals Revised Proposed Approved Adopted
• Descri . tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
• Resources
• Total Fund Balance & Reserves $0 $0 $0 $0 $0 $0
• Property Taxes
• Total Property Taxes $0 $0 $0 $0 $0 $0
• Grants
• Total Grants $0 $0 $0 $0 $0 $0
• Interagency Revenues
•
Total Interagency Revenues $0 $0 $0 $0 $0 $0
• Fees &Changes
• TDT Fees $0 $0 50 $0 $100,622 $100,622
• Total Fees & Charges $0 $0 $0 $0 $100,622 $100,622
Fines & Forfeitures
•
• Total Fines & Forfeitures $0 $0 $0 $0 $0 $0
Franchise Fees
•
• Total Franchise Fees $0 $0 $0 $0 $0 $0
Interest and Rental Earnings
•
• Total Interest and Rental Earnings $0 $0 $0 $0 $0 $0
• Bond and Note Proceeds
• Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
• Other Revenues
• Total Other Revenues $0 $0 $0 $0 $0 $0
• Fund Transfers
• Total Fund Transfers SO SO SO SO SO SO
• TOTAL RESOURCES $0 $0 $0 50 $100 622 $100 622
• Requirements
• Program Expenditures
Total Program Expenditures $0 $0 $0 $0 $0 $0
• Loans
• Total Loans $0 $0 $0 $0 $0 $0
Capital Improvement Program 50 $0 $0 $0 $100,000 5100,000
• Total Capital Improvement Program $0 $0 $0 $0 $100,000 $100,000
• Transfers Out
Indirect Charges
• Total Transfers to Other Funds $0 $0 $0 $0 $0 $0
• Contingency
Total Contingency $0 $0 $0 $0 $622 $622
• Total Budget $0 $0 $0 $0 $100,622 $100,622
• Ending Fund Balance $0 $0 $0 50 $0 $0
• Total Requirements $0 $0 $0 $0 $100,622 $100,622
• FUND SUMMARIES- PAGE 307
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CAPTIAL PROJECTS FUND- STREET MAINTENANCE •
•
The Street Maintenance Fee Fund was established 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. The rates are established using the City's 5 -year maintenance and •
reconstruction plan for corrective and preventative maintenance of the City's street infrastructure. •
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 dete- •
riorating streets. •
Under the Tigard Municipal Code, the program was reviewed after three years and the rates re- •
established based on the annual average cost of an updated 5 -year plan. While it is probable that rates •
will be adjusted during FY 2009 -10, the budgeted revenues do not include any rate changes as they
were not known at the time the budget was created. •
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PAGE 308 - CITY OF TIGARD •
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• CAPTIAL PROJECTS FUND- STREET MAINTENANCE
• Actuals Revised Proposed Approved Adopted
Descri . tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
•
Resources
• 3000 Beginning Fund Balance $439,421 $232,388 $ 179,394 $304,125 $304,125 $304,125
• Total Fund Balance & Reserves $439,421 $232,388 $179,394 $304,125 $304,125 $304,125
• Property Taxes
• Total Property Taxes $0 $0 $0 $0 $0 $0
• Grants
• Total Grants $0 $0 50 50 50 50
Interagency R evenues
•
• Total Interagency Revenues 50 50 $0 $0 $0 $0
Fees & Charges
• 4305 Street Maintenance Fee $859,360 $873,977 $800,000 $860,000 860,000 860,000 1
• 4506 Leaks /Misreads Credits $0 $0 ($2,000) $0 0 0
• 4599 Bad Debt Expense ($3,674) ($4,665) SO SO 0 0
Total Fees & Charges $855,686 5869,312 $798,000 $860,000 $860,000 $860,000
• Fines & Forfeitures
• Total Fines & Forfeitures $0 $0 $0 $0 $0 50
• Franchise Fees
• Total Franchise Fees $0 $0 $0 $0 $0 $0
• Interest and Rental Earnings
• 4700 Interest Earnings
56,767 $4,919 $0 $0 til! till
Total Interest and Rental Earnings $6,767 $4,919 $0 $0 $0 SO
• Bond and Note Proceeds
• Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
• Other Revenues
• 4790 Recovered Expenditures $'loo $U tiu $u o u
Total Other Revenues $500 $0 $0 $0 $0 $0
•
Fund Transfers
• Total Fund Transfers $0 $0 $0 $0 $0 $0
• TOTAL RESOURCES $1 02 74 $1 106 620 $977 94 $1 164 125 $1 164 125 $1 164 125
• Requirements
Program Expenditures
• Total Program Expenditures $0 $0 $0 $0 $0 $0
I • Loans
Loan to CCDA
• Total Loans 50 50 $0 $0 $0 $0
Capital Improvement Program $928,223 $793,374 $810,511 $776,000 $776,000 $776,000
• Total Capital Improvement Program $928,223 $793,374 $810,511 $776,000 $776,000 $776,000
• Transfers Out $124,647 $112,198 $0 $84,000 $84,000 $84,000
Total Transfers to Other Funds $124,647 $112,198 $0 $84,000 $84,000 584,000
• Contingency
Contingency 50 $0 $127,000 $151,765 $151,765 $151,765
• Total Contingency $0 $0 $127,000 $151,765 5151,765 $151,765
41111 Total Budget 51,052,870 5905,572 8937,511 81,011,765 81,011,765 51,011,765
Ending Fund Balance $232,388 $201,048 $39,883 $152,360 5152,360 $152,360
• Total Requirements 51,285,258 $1 $977,394 $1,164,125 $1,164,125 $1,164,125
•
• FUND SUMMARIES- PAGE 309
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CAPTIAL PROJECTS FUND- TRAFFIC IMPACT FEE •
•
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 esti-
mated to generate. The County maintains a table of standards for all possible uses. The standard trips •
per day for each development are 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 that 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 2008 -09 are projected to be much lower than •
was budgeted due to the significant slowdown in construction within the City limits and staff antici-
pates this trend to continue into FY 2009 -10. •
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PAGE 310 - CITY OF TIGARD •
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• CAPTIAL PROJECTS FUND- TRAFFIC IMPACT FEE
• Actuals Revised Proposed Approved Adopted
Descri.tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
•
Rcvrutt'c'c.
• 3000 Beginning Fund Balance $2,705,611 $3,181,841 $1,955,970 $1,167,220 $1,167,220 $1,167,220 _
• Total Fund Balance & Reserves $2,705,611 $3,181,841 $1,955,970 $1,167,220 $1,167,220 $1,167,220
• Property Taxes
• Total Property Taxes $0 $0 $0 $0 $0 $0
Grants
• Total Grants $0 $0 $0 $0 $0 $0
• Interagency Revenues
• Total Interagency Revenues $0 $0 $0 $0 $0 $0
• Fees & Charges
• 4360 TIF Fees - Residential $679,170 $287,245 $0 5120,000 60,000 60,000
4361 TIF Fees - Commercial $61,729 $100,417 $0 565,000 32,000 32,000
• 4362 TIF Fees - Office $94,214 $119,731 $0 $40,000 18,724 18,724 1
4363 TIF Fees - Industrial $4,425 50 $0 $0 0 0
•
4364 TIF Fees - Mass Transit $93,408 564,245 $0 $45,000 23,000 23,000
• 4365 TIF Fees - Institutional
517,776 $7,830 $0 57,000 4,000 4,000
4370 System Development Fees $0
50 5620,000
50 0 0
• Total Fees & Charges $950,722 $579,468 $620,000 $277,000 $137,724 $137,724
Fines & Forfeitures
• Total Fines & Forfeitures $0 $0 $0 $0 $0 $0
• Franchise Fees
• Total Franchise Fees $0 $0 $0 $0 $0 $0
• Interest and Rental Earnings
• 4700 Interest Earnings 5155,936 $142,940 $125,000 $24,878 $24,878 $24,878
Total Interest and Rental Earnings 5155,936 $142,940 $125,000 524,878 $24,878 $24,878
•
• Bond and Note Proceeds
• Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
Other Revenues
• 4790 Recovered Expenditures 5500 50 50 50 0 0
• Total Other Revenues $500 $0 $0 $0 $0 $0
• Fund Transfers
• Total Fund Transfers $0 $0 $0 $0 $0 $0
TOTAL RESOURCES $3 812 769 $3 904 9 $2 700 970 $ 469 098 $1 29 822 $1 29 822
•
• Program Expenditures
Total Program Expenditures $0 $0 $0 $0 $0 $0
• Loans
Loan to CCDA
• Total Loans $0 $0 $0 $0 $0 $0
Capital Improvement Program $460,540 $1,283,017 $2,365,000 $1,050,000 $950,000 $950,000
• Total Capital Improvement Program $460,540 $1,283,017 $2,365,000 $1,050,000 $950,000 $950,000
Transfers Out $116,345 $127,195 50 5294,570 294,570 294,570
• Total Transfers to Other Funds $116,345 $127,195 $0 5294,570 $294,570 $294,570
• Contingency
Contingency $0 $0 50 $100,000 $60,724 $60,724
• Total Contingency $0 $0 $0 $100,000 $60,724 $60,724
Total Budget $576,885 $1,410,212 52,365,000 $1,444,570 $1,305,294 $1,305,294
• Ending Fund B al ance 53,181,841 $2,494,037 $335,970 $24,528 $24,528 $24,528
• Total Requirements $3,758,727 $3,904,249 $2,700,970 $1,469,098 $1,329,822 51,329,822
• FUND SUMMARIES- PAGE 311
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INTERNAL SERVICE FUND- CENTRAL SERVICES •
•
This is an internal service fund established to track the revenues and expenditures of the central admin- •
istrative functions in the City. The resources for this fund are interdepartmental charges to City funds. •
The basis for these allocated costs reviewed each year based on anticipated use or benefits that are pro- •
vided to other City departments or divisions. •
•
The following bases of allocation are used for those functions budgeted in the Central Services Fund:
•
•
•
DIVISION BASIS OF ALLOCATION •
City Management Size of Budget •
Human Resources Number of FTE •
Risk Management FTE / Auto Assignment / Property / Bond •
Premium •
Office Services Percentage of Hours Spent on Projects •
City Recorder /Records Percentage of Council Items Processed / Per- •
centage of Records Requests •
Financial & Information Srvcs Size of Budget •
Admin
Financial Operations Size of Budget •
Utility Billing Revenue generated by Water, Sanitary Sewer, •
and Stormwater Divisions •
Information Technology Computer Assignment /Number of Software •
Licenses •
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PAGE 312 - CITY OF TIGARD •
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• INTERNAL SERVICE FUND- CENTRAL SERVICES
• Actuals RCN ised Proposed Approved Adopted
Descri . tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
•
Resources
0
• 3000 Beginning Fund Balance (546 5452,081) 51,162,098 5533,750 $533,750 $533,750
Total Fund Balance &Reserves $958,708 ($452,081) $1,162,098 $533,750 $533,750 $533,750
• Property Taxes
• Total Property Taxes $0 $0 $0 50 $0 50
• Grants
• Total Grants $0 $0 $0 $0 $0 $0
• Interagency Revenues
• Total Interagency Revenues $0 $0 $0 $0 $0 $0
Fees & Charges
•
• 4399 Miscellaneous Fees & Charges $23,582 $40,218 $10,000 50 0 0
Total Fees &Charges $23,582 $40,218 $10,000 $0 $0 $0
• Fines & Forfeitures
• Total Fines & Forfeitures $0 $0 $0 $0 $0 $0
• Franchise Fees
• Total Franchise Fees $0 $0 $0 $0 $0 $0
• Interest and Rental Earnings
• 4700 Interest Earnings 551,851 524,998 $535,000 $7,338 $7,338 $7,338
Total Interest and Rental Earnings $51,851 $24,998 535,000 $7,338 $7,338 $7,338
• Bond and Note Proceeds
• Total Bond and Note Proceeds 50 $0 $0 $0 $0 $0
• Other Revenues
• 4790 Recovered Expenditures $779 $6,221 $ll $0 0 0
• Total Other Revenues $779 $6,221 $0 $0 $0 $0
Fund Transfers
•
4900 I nterdepartmental Charges $4,588,737 $7,078,278 55,814,973 $6,500,899 $6,500,899 $6,500,899
• Total Fund Transfers $4,588,737 $7,078,278 $5,814,973 $6,500,899 $6,600,899 $6,600,899
• TOTAL RESOURCES $5 623 656 $6 697 633 $7 022 071 $7 041987 $7 141 987 $7 141 987
• Program Expenditures 5401,272 $1,630,783
• City Administration $4,106,733 54,534,599 56,104,413 56,517,284 $6,617,284 $6,617,284
Total Program Expenditures $4,508,005 $6,165,382 $6,104,413 56,517,284 56,617,284 56,617,284
• Loans
• Loan to CCDA
Total Loans $0 $0 $0 $0 $0 $0
• Capital Improvement Program $0 50 50 $0 $0 $0
Total Capital Improvement Program $0 $0 $0 $0 $0 $0
•
Transfers Out $148,314 $0 50 5265,426 5265,426 $265,426
• Total Transfers to Other Funds $148,314 $0 50 5265,426 $265,426 $265,426
Contingency
• Contingency 5250,000 5250,000 5250,000
• Total Contingency $0 $0 $0 $250,000 $250,000 $250,000
Total Budget 54,656,319 56,165,382 56,104,413 57,032,710 $7,132,710 $7,132,710
• Ending Fund Balance ($452,O81) 5532,251 $917,658 $9,278 $9,278 59,278
• Total Requirements $4,204,238 $6,697,633 $7,022,071 $7,041,987 57,141,987 $7,141,987
• FUND SUMMARIES- PAGE 31.3
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INTERNAL SERVICE FUND— FLEET /PROPERTY MANAGEMENT •
•
•
This fund tracks the revenues and expenditures of the Fleet Maintenance Division and Property Man- •
agement Division. The resources for this fund are interdepartmental charges to other City funds based •
on a cost allocation plan that is revised each year based on anticipated use of benefits that are provided
to other City departments or divisions. •
•
The following bases of allocation are used for those functions budgeted in the Fleet and Property Man- •
agement Fund: •
•
DIVISION BASIS OF ALLOCATION •
Fleet Maintenance Vehicle Assignment •
Property Management Square Footage of Office /Building Space •
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PAGE 314 - CITY OF TIGARD •
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• INTERNAL SERVICE FUND- FLEET /PROPERTY MANAGEMENT
• Actuals Revised Proposed Approved Adopted
Descri.tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10
•
Resources
• 3000 Beginning Fund Balance $75,068 $110,282 $117,273 $115,536 $115,536 $115,536
• Total Fund Balance & Reserves $75,068 $110,282 $117,273 $115,536 $115,536 $115,536
• Property Taxes
• Total Property Taxes $0 $0 $0 $0 $0 $0
• Grants
• Total Grants $0 $0 $0 $0 $0 $0
• Interagency Revenues
• Total Interagency Revenues $0 $0 $0 $0 $0 $0
Fees & Charges
•
• 4399 Miscellaneous Fees & Charges $382 50 $0 $0 0 0
Total Fees & Charges $382 $0 $0 $0 $0 80
• Fines & Forfeitures
• Total Fines & Forfeitures $0 $0 $0 $0 $0 $0
• Franchise Fees
• Total Franchise Fees $0 $0 $0 $0 $0 $0
• Interest and Rental Earnings
• 4700 Interest Earnings $3,709 $2,813 $1,450 $1,228 $1,228 $1,228
Total Interest and Rental Earnings $3,709 $2,813 $1,450 $1,228 $1,228 $1,228
• Bond and Note Proceeds
• Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0
• Other Revenues
• 4790 Recovered Expenditures $0 $1,426 $0 $0 0 0
• Total Other Revenues $0 $1,426 $0 $0 $0 $0
Fund Transfers
•
4900 Interdepartmental Charges $1,200,391 $1,255,157 $1,453,571 $1,658,332 $1,658,332 51,658,332
• Total Fund Transfers $1,200,391 $1,255,157 $1,453,571 $1,658,332 $1,658,332 $1,658,332
• TOTAL RESOURCES $1 79 49 $1 .9 679 $1572 94 $1775 096 $1775 096 $1775 096
Requirements
•
Program Expenditures
• Public Works $1,086,321 $1,256,143 $1,453,571 $1,658,331 $1,658,331 $1,658,331
Total Program Expenditures $1,086,321 $1,256,143 $1,453,571 $1,658,331 $1,658,331 $1,658,331
• Loans
• Loan to CCDA
Total Loans $0 $0 $0 $0 $0 $0
• Capital Improvement Program $0 SO $0 $0 $0 $0
Total Capital Improvement Program $0 $0 $0 $0 $0 $0
• Transfers Out $79,793
• Total Transfers to Other Funds $79,793 $0 $0 $0 $0 $0
Contingency
• Contingen 5100,000 5100,000 5100,000
• Total Contingency $0 $0 $0 $100,000 $100,000 $100,000
Total Budget $1,166,114 $1,256,143 $1,453,571 $1,758,331 $1,758,331 $1,758,331
• Ending Fund Balance $110,282 $113,536 $118,723 $16,765 $16,765 $16,765
• Total Requirements $1,276,396 $1,369,679 $1,572,294 $1,775,096 $1,775,096 $1,775,096
• FUND SUMMARIES- PAGE 315
•
•
•
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INTERNAL SERVICE FUND- INSURANCE •
•
•
This fund is used to record the refund of worker's compensation costs and other insurance related •
revenues from prior years. Funds will eventually be used to self - insure portions of the City's liabilities. •
Actuals Revised Proposed Approved Adopted •
Descri . tion 2006 -07 2007 -08 2008 -09 2009 -10 2009 -10 2009 -10 •
Re.:aurces •
3000 Beginning Fund Balance 5618,504 5657,237 5749,997 5874,095 5874,095 5874,095 •
Total Fund Balance & Reserves $618,504 $657,237 $749,997 $874,095 $874,095 $874,095
Property Taxes •
Total Property Taxes $0 $0 $0 $0 $0 $0 •
Grants
•
Total Grants $0 $0 $0 $0 $0 $0 •
Interagency Revenues
•
Total Interagency Revenues $0 $0 $0 $0 $0 $0 •
Fees & Charges
4399 Miscellaneous Fees & Charges 50 5942 50 50 0 0 •
Total Fees c& Charges $0 $942 $0 $0 $0 $0 •
Fines & Forfeitures •
Total Fines & Forfeitures $0 $0 $0 $0 $0 $0 •
Franchise Fees
•
Total Franchise Fees $0 $0 $0 $0 $0 50 •
Interest and Rental Earnings
4700 Interest Earnings 531,082 534,117 523,350 57,849 57,849 57,849 •
Total Interest and Rental Earnings $31,082 $34,117 $23,350 $7,849 $7,849 $7,849 •
Bond and Note Proceeds •
Total Bond and Note Proceeds $0 $0 $0 $0 $0 $0 •
Other Revenues
4790 Recovered Expenditures 55,411 569,137 530,000 560,000 60,000 60,00(1 •
Total Other Revenues $5,411 $69,137 $30,000 $60,000 $60,000 $60,000 •
Fund Transfers •
Total Fund Transfers $0 $0 $0 $0 $0 $0 •
TOTAL RESOURCES $654 997 $761 433 $803 ' 7 $94 944 $941 944 $941 944 •
Requirements
Program Expenditures •
Total Program Expenditures $0 $0 $0 $0 $0 $0
Loans •
Loan to CCDA •
Total Loans $0 50 $0 $0 $0 $0
Capital Improvement Program SO j() 5 i SI I 5(1 s(i
Total Capital Improvement Program $0 $0 $0 $0 $0 $0 •
Transfers Out •
Total Transfers to Other Funds $0 $0 $0 $0 $0 $0
Contingency •
Contingence •
Total Contingency $0 $0 $0 $0 $0 $0
Total Budget 50 50 $0 $0 $0 $0 •
Ending Fund Balance 5657,237 5757,313 5803,347 5941,944 $941,944 $941,944
Total Requirements $657,237 $757,313 $803,347 $941,944 $941,944 $941,944 •
PAGE 316 - CITY OF TIGARD •
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• APPENDIX
•
•
• Schedule of Appropriations 317
• Financial Policies 327
•
• Glossary of Budget Related Terms 334
• Advisory Committees 339
•
• Staffing Summary 343
• Management /Professional Group Salary Schedule 344
•
• Tigard Police Officers Assoc. Salary Schedule 350
• Oregon Public Employees Union Salary Schedule 351
•
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•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
••••••••••••••••••••••••••••••••••••••••••••
s Q
n Q
i ffr ir 0-4
I
•
•
•
• SCHEDULE OF APPROPRIATIONS
• Budget
• Committee Council
• Fund Program Proposed Changes Approved Changes Adopted
• General Fund
• Policy and Administration $805,213 $0 $805,213 $0 $805,213
• Community Development 5,289,178 30,000 5,319,178 6,600 5,325,778
• Community Services 20,068,571 0 20,068,571 0 20,068,571
• Public Works 4,441,525 0 4,441,525 140,000 4,581,525
• Debt Service 0 0 0 0 0
• Loan to CCDA 150,000 0 150,000 0 150,000
• Transfer 1,121,607 (150,000) 971,607 0 971,607
Capital Improvements 691,667 77,000 768,667 0 768,667
• Contingency 750,000 0 750,000 0 750,000
• Total Fund $33,317,761 ($43,000) $33,274,761 $146,600 $33,421,361
•
• Sanitary Sewer Fund
• Policy and Administration $0 $0 $0 $0 $0
• Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
• Public Works 710,763 0 710,763 180,000 890,763
• Debt Service 0 0 0 0 0
• Loan to CCDA 0 0 0 0 0
• Transfer 411,698 0 411,698 0 411,698
• Capital Improvements 1,826,000 (150,000) 1,676,000 0 1,676,000
Contingency 446,395 (22,500) 423,895 0 423,895
• Total Fund . ($172,500) $3,222,357 $180,000 $3,402,357
•
• Stormwater Fund
• Policy and Administration $0 $0 $0 $0 $0
• Community Development 0 0 0 0 0
• Community Services 0 0 0 0 0
Public Works 1,269,116 0 1,269,116 140,000 1,409,116
• Debt Service 0 0 0 0 0
• Loan to CCDA 0 0 0 0 0
• Transfer 391,935 0 391,935 0 391,935
• Capital Improvements 310,000 35,000 345,000 0 345,000
• Contingency 50,000 (10,000) 40,000 0 40,000
• Total Fund $2,021,051 $25,000 $2,046,051 $140,000 $2,186,051
•
•
•
• APPENDIX- PAGE 317
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•
•
•
SCHEDULE OF APPROPRIATIONS •
•
Budget •
Committee Council •
Fund Program Proposed Changes Approved Changes Adopted
Water Fund •
Policy and Administration $0 $0 $0 $0 $0 •
Community Development 0 0 0 0 0 •
Community Services 0 0 0 0 0 •
Public Works 6,607,336 0 6,607,336 75,000 6,682,336 •
Debt Service 0 0 0 0 0 •
Loan to CCDA 0 0 0 0 0 •
Transfer 5,585,646 150,000 5,735,646 0 5,735,646
Capital Improvements 834,578 0 834,578 0 834,578 •
Contingency 275,000 (150,000) 125,000 0 125,000 •
Total Fund $13,302,560 $0 $13,302,560 $75,000 $13,377,560 •
Water CIP Fund •
Policy and Administration $0 $0 $0 $0 $0 •
Community Development 0 0 0 0 0 •
Community Services 0 0 0 0 0 •
Public Works 0 0 0 0 0 •
Debt Service 0 150,000 150,000 0 150,000 •
Loan to CCDA 0 0 0 0 0 •
Transfer 0 0 0 0 0 •
Capital Improvements 7,558,611 0 7,558,611 0 7,558,611
Contingency 0 0 0 0 0 •
Total Fund $7,558,611 $ 150,000 $7,708,611 $0 $7,708,611 •
Water Quality /Quantity Fund •
Policy and Administration $0 $0 $0 $0 $0 •
Community Development 0 0 0 0 0 •
Community Services 0 0 0 0 0 •
Public Works 0 0 0 0 0 •
Debt Service 0 0 0 0 0 •
Loan to CCDA 0 0 0 0 0 •
Transfer 115,793 0 115,793 0 115,793 •
Capital Improvements 330,000 0 330,000 0 330,000
Contingency 56,683 0 56,683 0 56,683 •
Total Fund $502,476 $0 $502,476 $0 $502,476 •
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PAGE 318 - CITY OF TIGARD •
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• 1
•
• SCHEDULE OF APPROPRIATIONS
• Budget
• Committee Council
• Fund Program Proposed Changes Approved Changes Adopted
Water SDC Fund
•
Policy and Administration $0 $0 $0 $0 $0
• Community Development 0 0 0 0 0
• Community Services 0 0 0 0 0
• Public Works 0 0 0 0 0
• Debt Service 0 0 0 0 0
• Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
•
Capital Improvements 230,749 0 230,749 0 230,749
• Contingency 0 0 0 0 0
• Total Fund $230,749 $0 $230,749 $0 $230,749
•
• Building Fund
• Policy and Administration $0 $0 $0 $0 $0
Community Development 1,054,695 0 1,054,695 12,000 1,066,695
• Community Services 0 0 0 0 0
• Public Works 0 0 0 0 0
• Debt Service 0 0 0 0 0
• Loan to CCDA 0 0 0 0 0
• Transfer 141,405 0 141,405 0 141,405
Capital Improvements 0 0 0 0 0
• Contingency 120,000 0 120,000 0 120,000
• Total Fund $1,316,100 $0 $1,316,100 $12,000 $1,328,100
•
• City Gas Tax Fund
•
Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0
• Community Services 0 0 0 0 0
• Public Works 0 0 0 0 0
• Debt Service 0 0 0 0 0
• Loan to CCDA 0 0 0 0 0
• Transfer 0 0 0 0 0
Capital Improvements 620,000 0 620,000 0 620,000
•
Contingency 109,412 0 109,412 0 109,412
• Total Fund $729,412 $0 $729,412 $0 $729,412
•
•
•
•
•
• APPENDIX- PAGE 319
•
•
•
•
SCHEDULE OF APPROPRIATIONS •
•
Budget •
Committee Council •
Fund Program Proposed Changes Approved Changes Adopted •
Criminal Forfeiture Fund •
Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0 •
Community Services 0 0 0 0 0 •
Public Works 0 0 0 0 0 •
Debt Service 0 0 0 0 0 •
Loan to CCDA 0 0 0 0 0 •
Transfer 10,000 0 10,000 0 10,000
Capital Improvements 0 0 0 0 0 •
Contingency 0 0 0 0 0 •
Total Fund $10,000 $0 $10,000 $0 $10,000 •
Electrical Inspection Fund •
Policy and Administration $0 $0 $0 $0 $0 •
Community Development 0 0 0 0 0 •
Community Services 0 0 0 0 0 •
Public Works 0 0 0 0 0 •
Debt Service 0 0 0 0 0 •
Loan to CCDA 0 0 0 0 0 •
Transfer 122,860 0 122,860 0 122,860 •
Capital Improvements 0 0 0 0 0
Contingency 24,780 0 24,780 0 24,780 •
Total Fund $147,640 $0 $147,640 $0 $147,640 •
•
Gas Tax Fund •
Policy and Administration $0 $0 $0 $0 $0 •
Community Development 592,373 0 592,373 0 592,373
Community Services 0 0 0 0 0 •
Public Works 0 0 0 0 0 •
Debt Service 0 0 0 0 0 •
Loan to CCDA 0 0 0 0 0 •
Transfer 1,804,921 0 1,804,921 140,000 1,944,921 •
Capital Improvements 4,207,170 0 4,207,170 0 4,207,170
Contingency 87,750 0 87,750 0 87,750 •
Total Fund $6,692,213 $0 $6,692,213 $140,000 $6,832,213 •
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PAGE 320 - CITY OF TIGARD •
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• SCHEDULE OF APPROPRIATIONS
• Budget
• Committee Council
• Fund Program Proposed Changes Approved Changes Adopted
• Insurance Fund
• Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0
• Community Services 0 0 0 0 0
• Public Works 0 0 0 0 0
• Debt Service 0 0 0 0 0
• Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0 I
•
Capital Improvements 0 0 0 0 0
• Contingency 0 0 0 0 0
• Total Fund $0 $0 $0 $0 $0
•
• Parks SDC Fund
• Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0
• Community Services 0 0 0 0 0
• Public Works 0 0 0 0 0
• Debt Service 280,253 0 280,253 0 280,253
• Loan to CCDA 0 0 0 0 0
• Transfer 379,812 0 379,812 0 379,812
Capital Improvements 511,016 53,000 564,016 16,000 580,016
• Contingency 157,593 0 157,593 0 157,593
• Total Fund $1,328,674 $53,000 $1,381,674 $16,000 $1,397,674
•
• Street Maintenance Fee Fund
• Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0
• Communit Services 0 0 0 0 0
• Public Works 0 0 0 0 0
• Debt Service 0 0 0 0 0
• Loan to CCDA 0 0 0 0 0
• Transfer 84,000 0 84,000 0 84,000
• Capital Improvements 776,000 0 776,000 0 776,000
Contingency 151,765 0 151,765 0 151,765
• Total Fund $1,011,765 $0 $1,011,765 $0 $1,011,765
•
•
•
•
•
• APPENDIX- PAGE 321
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•
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•
•
SCHEDULE OF APPROPRIATIONS •
Budget •
Committee Council •
Fund Program Proposed Changes Approved Changes Adopted •
Traffic Impact Fee Fund •
Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0 •
Community Services 0 0 0 0 0 •
Public Works 0 0 0 0 0 •
Debt Service 0 0 0 0 0 •
Loan to CCDA 0 0 0 0 0 •
Transfer 294,570 0 294,570 0 294,570 •
Capital Improvements 1,050,000 (100,000) 950,000 0 950,000
Contingency 100,000 (39,276) 60,724 0 60,724 •
Total Fund $1,444,570 ($139,276) $1,305,294 $0 $1,305,294 •
Tree Replacement Fund •
Policy and Administration $0 $0 $0 $0 $0 •
Community Development 0 0 0 0 0 •
Community Services 0 0 0 0 0 •
Public Works 0 0 0 0 0 •
Debt Service 0 0 0 0 0 •
Loan to CCDA 0 0 0 0 0 •
Transfer 75,000 0 75,000 0 75,000 •
Capital Improvements 150,000 0 150,000 0 150,000
Contingency 0 0 0 0 0 •
Total Fund $225,000 $0 $225,000 $0 $225,000 •
•
Underground Utility Fund •
Policy and Administration $0 $0 $0 $0 $0 •
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0 •
Public Works 0 0 0 0 0 •
Debt Service 0 0 0 0 0 •
Loan to CCDA 0 0 0 0 0 •
Transfer 0 0 0 0 0 •
Capital Improvements 300,000 0 300,000 0 300,000 •
Contingency 52,941 0 52,941 0 52,941
Total Fund $352,941 $0 $352,941 $0 $352,941 •
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PAGE 322 - CITY" OF TIGARD •
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• SCHEDULE OF APPROPRIATIONS
• Budget
• Committee Council
• Fund Program Proposed Changes Approved Changes Adopted
• Bancroft Bond Debt Fund
• Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0
• Community Services 0 0 0 0 0
• Public Works 0 0 0 0 0
• Debt Service 193,409 0 193,409 0 193,409
• Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
•
Capital Improvements 0 0 0 0 0
• Contingency 0 0 0 0 0
• Total Fund $193,409 $0 $193,409 $0 $193,409
•
• General Obligation Bond Debt Fund
• Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0
• Community Services 0 0 0 0 0
• Public Works 0 0 0 0 0
• Debt Service 976,563 0 976,563 0 976,563
• Loan to CCDA 0 0 0 0 0
• Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
• Contingency 0 0 0 0 0
• Total Fund $976,563 $0 $976,563 $0 $976,563
•
• Tigard Triangle LID #1 Fund
• Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0
1• Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
• Debt Service 0 0 0 0 0
• Loan to CCDA 0 0 0 0 0
• Transfer 0 0 0 0 0
• Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
• Total Fund $0 $0 $0 $0 $0
•
•
•
•
•
• APPENDIX- PAGE 323
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•
•
•
SCHEDULE OF APPROPRIATIONS •
•
Budget •
Committee Council •
Fund Program Proposed Changes Approved Changes Adopted •
Facility Fund
Policy and Administration $0 $0 $0 $0 $0 •
Community Development 0 0 0 0 0 •
Community Services 0 0 0 0 0 •
Public Works 0 0 0 0 0 •
Debt Service 0 0 0 0 0 •
Loan to CCDA 0 0 0 0 0 •
Transfer 0 0 0 0 0 •
Capital Improvements 155,000 0 155,000 0 155,000
Contingency 23,250 0 23,250 0 23,250 •
Total Fund $178,250 $0 $178,250 $0 $178,250 •
Parks Capital Fund •
Policy and Administration $0 $0 $0 $0 $0 •
Community Development 0 0 0 0 0 •
Community Services 0 0 0 0 0 •
Public Works 0 0 0 0 0 •
Debt Service 0 0 0 0 0 •
Loan to CCDA 0 0 0 0 0 •
Transfer 0 0 0 0 0
Capital Improvements 1,111,316 0 1,111,316 10,000 1,121,316 •
Contingency 150,000 0 150,000 0 150,000 •
Total Fund $1,261,316 $0 $1,261,316 $10,000 $1,271,316 •
Central Services Fund •
Policy and Administration $6,517,284 $100,000 $6,617,284 $0 $6,617,284 •
Community Development 0 0 0 0 0 •
Community Services 0 0 0 0 0 •
Public Works 0 0 0 0 0 •
Debt Service 0 0 0 0 0 •
Loan to CCDA 0 0 0 0 0 •
Transfer 265,426 0 265,426 0 265,426 •
Capital Improvements 0 0 0 0 0
Contingency 250,000 0 250,000 0 250,000 •
Total Fund $7,032,710 $100,000 $7,132,710 $0 $7,132,710 •
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PAGE 324 - CITY OF TIGARD •
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• SCHEDULE OF APPROPRIATIONS
• Budget
• Committee Council
• Fund Program Proposed Changes Approved Changes Adopted
• Fleet /Property Management Fund
• Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0
• Community Services 0 0 0 0 0
• Public Works 1,658,331 0 1,658,331 0 1,658,331
• Debt Service 0 0 0 0 0
• Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
•
Capital Improvements 0 0 0 0 0
ID Contingency 100,000 0 100,000 0 100,000
• Total Fund $1,758,331 $0 $1,758,331 $0 $1,758,331
•
• Library Trust Fund
• Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0
• Community Services 0 0 0 0 0
• Public Works 0 0 0 0 0
• Debt Service 0 0 0 0 0
• Loan to CCDA 0 0 0 0 0
. Transfer 100,000 0 100,000 0 100,000
Capital Improvements 0 0 0 0 0
• Contingency 0 0 0 0 0
• Total Fund $100,000 $0 $100,000 $0 $100,000
III
• Transportation Development Tax Fund
• Policy and Administration $0 $0 $0 $0 $0
Community Development 0 0 0 0 0
•
Community Services 0 0 0 0 0
• Public Works 0 0 0 0 0
• Debt Service 0 0 0 0 0
• Loan to CCDA 0 0 0 0 0
• Transfer 0 0 0 0 0
• Capital Improvements 0 100,000 100,000 0 100,000
Contingency 0 622 622 0 622
• Total Fund $0 $100,622 $100,622 $0 $100,622
•
•
•
•
•
• APPENDIX- PAGE 325
•
•
•
•
SCHEDULE OF APPROPRIATIONS •
•
Budget •
Committee Council •
Fund Program Proposed Changes Approved Changes Adopted •
All Funds •
Policy and Administration $7,322,497 $100,000 • $7,422,497 $0 $7,422,497
Community Development 6,936,246 30,000 • 6,966,246 18,600 6,984,846 •
Community Services 20,068,571 0 • 20,068,571 0 20,068,571 •
Public Works 14,687,072 0 • 14,687,072 535,000 • 15,222,070 •
Debt Service 1,450,225 150,000 ' 1,600,225 0 1,600,225 •
Loan to CCDA 150,000 0 150,000 0 150,000
•
Transfer 10,904,674 0
• 10,904,674 140,000 11,044,674 •
Capital Improvements 20,662,107 15,000
• 20,677,107 26,000 20,703,107
Contingency 2,905,569 (221,154) r 2,684,415 0 2,684,415 •
Total Fund $85,086,961 $73,846 $85,160,807 $719,600 $85,880,405 •
85 086 961 •
Total Appropriations $ $73,846 $85,160,807 $719,600 $85,880,405 •
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PAGE 326 - CITY OF TIGARD •
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• FINANCIAL POLICIES
•
• The City of Tigard has an important responsibility to its citizens to carefully account for public funds,
• manage municipal finances wisely, and plan adequate funding for services and facilities desired and
needed by the public. The City has established a formal set of financial policies to ensure that the pub -
• lic's trust is upheld. With these financial policies, the City has established the framework under which
• it conducts its financial affairs, ensuring that it is, and will continue to be, capable of funding and pro-
• viding outstanding local government services to Tigard residents.
•
• The goals of Tigard's financial policies are as follows:
•
• • Enhance City Council's policy- making ability by providing accurate information on program and
• operating costs.
• Assist sound management of the City government by providing accurate and timely information on
• current and anticipated financial conditions.
• • Provide sound principles to guide important decisions of the Council and management that have
• significant financial impact.
• • Set forth operational principles which minimize the cost and financial risk of local government
consistent with services desired by the public.
• Employ revenue policies that prevent undue or unbalanced reliance on any one source, distribute
• the cost of municipal services fairly, and provide adequate funds to operate desired programs.
• • Provide and maintain essential public facilities, utilities, infrastructure, and capital equipment.
• • Protect and enhance the City's credit rating.
• Ensure that all surplus cash is prudently invested in accordance with the investment policy adopted
• by the Council to protect City funds and realize a reasonable rate of return.
•
•
• The City uses the following financial policies to guide its financial affairs:
• Revenue Policy
•
• • Maintain a diversified and stable revenue system to shelter the government from short-term fluc-
• tuations in any one - revenue source.
• One -time revenues will be used only for one -time expenditures. The City will avoid using tempo -
rary revenues to fund mainstream services.
• • All revenue forecasts shall be conservative.
• • Regular reports comparing actual to budgeted revenues will be prepared by the Financial and Infor-
• mation Services 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.
•
•
•
•
• APPENDIX- PAGE 327
•
•
•
•
FINANCIAL 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 main- •
taining an investment grade bond rating capacity. •
•
Operating Budget Policy
•
• Regular reports comparing actual to budgeted expenditures will be prepared by the Financial and •
Information Services 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 re-
lated fringe benefits. •
• The City will annually submit documentation to obtain the Award for Distinguished Budget Pres- ,
entation from the Government Finance Officers Association (GFOA). •
Capital Improvement Policy •
• •
Systems Development Charges (SDCs) will be used for infrastructure capacity expansion and im- •
provements, 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 capi- •
tal 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 depart- •
ments. •
• The City will provide documentation of equipment loss to the insurance companies in the event of •
losses due to fire or theft. •
• The City will maintain and provide information such as depreciation and obsolescence needed for
City's enterprise funds (Water, Sanitary Sewer, and Stormwater). •
• The City will provide budget information for capital replacements and additions. •
• The City will maintain inventories of all City equipment to avoid duplication of equipment. •
• The City will maintain a list of all assets and their values to ensure the capital assets are properly •
insured.
•
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1
•
•
•
• FINANCIAL POLICIES
• Accounting Policy
• • The City will maintain high standards of financial reporting. Generally Accepted Accounting Prin-
• ciples (GAAP) will be used as established by the Governmental Accounting Standards Board and
• endorsed by the Government Finance Officers' Association (GFOA).
• • An independent annual audit will be performed by a qualified 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 per -
• formance.
• • The City will annually submit documentation to obtain the Certificate of Achievement for Excel-
• lence in Financial Reporting from GFOA.
• Debt Policy
•
• • Capital projects financed through bond proceeds shall be financed for a period not to exceed the
• useful life of the project.
• Long term borrowing will be confined to capital improvements too large to be financed from cur -
• rent revenues.
• Issuance of Assessment Bonds will be pursued to finance local improvement districts approved by
• City Council.
• Bond Anticipation Notes will be used as needed to finance construction of local improvements.
•
• Single Owner Local Improvement District Policy
•
• Local Improvement Districts (LIDs) are usually initiated either by the City Council or by written re-
quest of the property owners owning at least fifty percent of the property benefited by the local im-
• provement. 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.
• • 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 mini -
mized. 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.
• APPENDIX- PAGE 329
•
•
•
•
FINANCIAL POLICIES •
•
INVESTMENT POLICY •
•
The following Investment Policies are intended to meet the requirements of ORS 294.035 and to pro - •
vide the framework within which City of Tigard funds may be invested. •
Authority •
•
The Financial and Information Services Director shall serve as the Investment Officer of the City. The •
Investment Officer is responsible for ensuring that funds are invested so as to make necessary cash •
available to meet current obligations and to invest excess cash in accordance with ORS 294.035 •
through ORS 294.047 and these Investment Policies. •
The Financial and Information Services Director may assign the delegation of authority to persons re- •
sponsible for investment transactions. 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. 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.
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 invest-
ment, considering the probable safety of their capital as well as the probable income to be derived." •
•
•
•
•
PAGE 330 - CITY OF TIGARD •
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• FINANCIAL POLICIES
•
• 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 ba-
• sis. 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 may be
invested for periods exceeding 18 months and up to 60 months. Such maturities shall coincide with
• the projected cash flow needs resulting from the projected construction schedule.
• Diversification
• The Investment Officer will diversify the general portfolio to avoid unreasonable risks within the
following parameters:
• • Maturity Diversification
•
• Investment maturities shall be scheduled to coincide with projected cash flow needs. Thirty percent
• of the portfolio will mature in less than 90 days. No investments will be made for a period to ex-
• ceed 18 months unless:
• This investment policy has been submitted to the Oregon Short Term Fund Board (OSTF) for
• comment prior to being approved by Council and complies with the requirements of ORS 294.135.
• In this case, the maximum maturity shall be defined in policy.
• The funds are being accumulated for a specific purpose, including future construction projects, and
• upon approval of the Council, the maximum maturity date matches the anticipated use of the funds
• (ORS 294.135(1)(b)).
• If this investment policy has been submitted for review by the OSTF Board as specified above and
• in accordance with ORS 294.135(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).
•
•
•
• APPENDIX- PAGE 331
•
•
•
•
FINANCIAL POLICIES •
•
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 con- •
tain more than 20% of the total dollar value of its investments with maturities between 18 months and •
36 months. •
• Instrument Diversification •
•
Certificates of Deposit 25% maximum •
Corporate Indebtedness 35% maximum •
Bankers Acceptance 50% maximum
Treasury /Agency Securities 90% maximum •
Local Government •
Investment Pool 100% maximum •
Demand Deposits 10% maximum •
Lawfully issued Debt •
Obligations of the
States of Oregon, •
Washington, Idaho, •
and California and political •
subdivisions of those states 25% maximum
•
• Institution Diversification •
Bank liabilities with any one qualified financial institution shall not exceed 20 percent of the portfolio. •
Bank liabilities of any one qualified financial institution shall not exceed one percent of the institution's •
total assets. Investment in Corporate Indebtedness shall not exceed 5 percent of the portfolio in any •
one Oregon corporate entity meeting the rating requirements of P -2/A -2 or better, or 5 percent of the •
portfolio in any one corporate entity outside the State of Oregon (ORS 294.035 section C). •
For purposes of these guidelines, the state local government investment pool (LGIP) shall be •
considered to have a one -day liquidity. •
Selection of Investment Instruments •
•
Investments shall be made by the Investment Officer through the exercise of his /her judgment after •
requesting quotes from financial institutions. Selections will be made so as to provide the highest rate •
of return within the parameters of these policies. •
Qualified Institutions •
•
The Investment Officer shall maintain a list of all authorized institutions which are approved for in- •
vestment purposes. The Investment Officer will request, analyze, and keep on file, periodic financial •
statements and related information to satisfy himself /herself as to the creditworthiness of each institu-
tion on the approved list. •
•
•
PAGE 332 - CITY OF TIGARD •
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• FINANCIAL POLICIES
•
• Reporting
The Investment Officer shall prepare an investment activity report at the end of each month for review
• by the City Manager.
• Amendments
• These investment policies may be amended at the request of the Investment Officer, the City Manager,
• or members of City Council. Such amendments shall be approved by the City Council in the same
• manner as the investment policies.
Authorized Investment Instruments
•
• The Investment Officer shall invest the money of the City only in qualifying investments according to
• guidelines in ORS 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 funds in-
• vested in the state local government investment pool (LGIP), bank deposits, and Certificates of De-
• posits).
• Other Policy Considerations
•
• Any investment currently held that does not meet the guidelines of this policy shall be exempted from
• the requirements of this policy. At maturity or liquidation, such monies shall be reinvested only as pro-
• vided by this policy.
•
•
•
•
•
•
• APPENDIX- PAGE 333
•
•
•
•
GLOSSARY OF BUDGET RELATED TERMS •
•
•
Adopted Budget: The budget amended and approved by the Budget Committee becomes the adopted •
budget after City Council takes action on it. The adopted budget becomes effective July 1. •
Ad Valorem Tax: A tax based on value, such as a property tax. •
III
Appropriations: Legal authorization granted by the City Council to spend public funds. Appropria- •
tions within each program may not be exceeded.
•
Approved Budget: The proposed budget as amended and approved by the Budget Committee and •
recommended to the City Council for adoption is referred to as the Approved Budget. •
Assets: Property owned by the City, which has monetary value. •
•
Balanced Budget: A budget is "balanced" when total revenues (beginning fund balance plus current •
revenues plus transfers -in) equals total requirements (expenditures plus contingency plus transfers -out •
plus ending fund balance) for each fund. •
Bancroft: Section of Oregon Law that allows benefited property owners within an LID to pay their •
assessments in installments. This is made possible by the sale of long term "Bancroft" bonds, pro- •
ceeds of which are used to pay LID costs. Principal and interest on Bancroft Bonds are paid by assess- •
ments received from property owners within an LID, though these bonds also carry the full faith and •
credit guarantee of the City.
•
Bond: A written promise to pay a specified sum of money, called the face value or principal amount, at •
a specified date or dates in the future, called the maturity date(s), together with periodic interest at a •
specified rate. •
Bond Anticipation Note (BAN): BANs are a form of short term borrowing in anticipation of a fu •
ture sale of long term bonds. BANs are used frequently to finance construction of local improvement •
district improvements and are retired by eventual sale of Bancroft bonds or collection of special assess- •
ments from benefited property owners. •
Budget: A plan of financial operation embodying an estimate of adopted revenue and expenditures for •
a given year. The budget is the legal spending limit for City activities. •
•
Budget Calendar: Schedule of key dates or milestones followed by City departments in the prepara- •
tion, review, and administration of the budget.
•
Budget Message: Opening section of the budget which provides the City Council and public with a •
general summary of the most important aspects of the budget, changes from current and previous fis- •
cal years, and views and recommendations of the City Manager.
•
•
•
•
PAGE 334 - CITY OF TIGARD •
•
•
•
•
•
• GLOSSARY OF BUDGET RELATED TERMS
•
• Capital Improvement Projects (CIP): Expenditures which result in the acquisition of land, improve-
• ments to existing facilities, and construction of streets, sewers, storm drains, park facilities, and other
public facilities.
•
• Capital Improvements Program: Long -range plan for City facilities and infrastructure.
•
Capital Outlays: Expenditures equal to or greater than $5,000, for equipment, vehicles or machinery
Y P q � rY
•
that results in the acquisition or addition to fixed assets.
•
• City Center Development Agency (CCDA): The Urban Renewal Agency approved by the voters in
• May, 2006. The CCDA is comprised of members of the City Council as it's governing body.
• Clean Water Services (CWS): A county -wide agency formerly named the Unified Sewerage Agency
• (USA). Clean Water Services owns and operates all major sewage treatment plants within Washington
• County. CWS establishes sewer rates and contracts with most cities to collect monthly charges from
• residents and perform most sewer maintenance and repair within city limits.
• Community Investment Program: Long -range plan for City facilities and infrastructure.
•
• Contingency: Appropriation established in certain funds for the funding of unforeseen events. Con-
• tingency may be appropriated for a specific purpose by the City Council by approval of a resolution.
• Debt Service: Interest and principal on outstanding bonds due and payable during the fiscal year.
•
• Employee Benefits: Benefits include social security, retirement, group health, dental and life insur-
• ance, workers' compensation, and disability insurance.
• Enterprise Funds: Governmental activities that can be operated most like a commercial business are
• referred to as enterprise activities and are accounted for in enterprise funds. Tigard's enterprise activi-
• ties include sewer, stormwater and water utilities. Expenditures are matched with revenue from service
• charges to ensure the program is self - supporting.
• Expenditure: Actual payment made by City check or wire transfer for services or goods received or
• obligations extinguished.
•
• Fees: General term used for any charge levied by local government in connection with providing a ser-
• vice, permitting an activity, or imposing a fine or penalty. Major types of fees include building permits,
• business and non - business taxes, fines, and user charges.
• Fiscal Year: Period used for accounting year. The City of Tigard has a fiscal year of July 1 through
• the following June 30.
•
•
•
• APPENDIX - PAGE 335
•
•
1
GLOSSARY OF BUDGET RELATED TERMS •
•
•
Franchise: A special privilege granted by a government, permitting the continued use of public prop-
erty, such as city streets, and usually involving the elements of monopoly and regulation. •
FTE: Abbreviation for Full Time Equivalent. Staffing levels are measured in FTE's to give a consis-
tent comparison from year to year. In most cases, an FTE is one full time position filled for the entire •
year, however, in some instances an FTE may consist of several part time positions. •
Fund: A fiscal and accounting unit with a self - balancing set of accounts in which cash and other finan- •
cial resources, liabilities, equities, and changes therein are recorded to carry on specific activities and /or •
objectives. •
Fund Balance: Amount left over after expenditures are subtracted from resources. Each fund begins •
and ends each fiscal year with a positive or negative fund balance. •
•
General Fund: The primary discretionary fund of the City, which accounts for general - purpose reve- •
nues (such as property tax) and general- purpose operations. •
•
Generally Accepted Accounting Principles (GAAP): Uniform minimum standards and guidelines
for financial accounting and reporting. They govern the form and content of the financial statements •
of an entity. •
Intergovernmental Revenues: Revenue from other governments, primarily Federal and State grants •
and State shared revenues, but also payments from other local governments.
•
Local Improvement District (LID): An LID is an entity formed by a group of property owners or •
the City to construct public improvements (such as streets, sewers, storm drains, streetlights, etc.) to •
benefit properties. Costs of such improvements are then assessed among benefited properties. •
Measure 5: A constitutional limit on property tax rates passed by voters in the State of Oregon in No- •
vember 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 No- •
vember 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 values on individual •
property to the 1995 -96 value, less 10 %. It reduced 1997 -98 City levy authority by an average of 17% •
and then converted it to a rate to be applied to assessed value in all future years. Assessed value
growth was limited to 3% per year. The measure reinstated Measure 47 limits on fees and charges and •
on majority turnout election requirements.
•
•
•
•
PAGE 336 - CITY OF TIGARD •
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•
•
•
•
• GLOSSARY OF BUDGET RELATED TERMS
•
• Metro: The only directly elected regional government in the nation. Metro is responsible for regional
• transportation and land use planning. It also manages the Oregon Zoo, the Oregon Convention Cen-
ter, 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 pro-
ceeds, property taxes, and /or special assessments) are recognized when they become both measurable
• and available to finance expenditures of the current period.
•
• Object Classification: Indicates type of expenditure being made, i.e., personal services, materials and
• services, capital outlay, etc.
• Operating Budget: The portion of the budget that includes appropriations for direct services to the
• public including wages and benefits, materials and services, and capital outlay. Excluded from the op-
• erating budget are capital improvement projects, debt service requirements, transfers, contingency, and
• reserves.
• ODOT: Oregon Department of Transportation.
• Permanent Tax Rate: The dollar - per - thousand figure used to calculate property tax revenues. Under
• Measure 50, all tax bases in Oregon were converted to a permanent tax rate. This rate, when applied to
• assessed value of property within a jurisdiction, produces the property tax revenues used to support
general city operations. Tigard's Permanent Tax Rate is $2.5131 per $1,000.
•
• Personal Services: Compensation to City employees in the form of salaries, wages, and employee
• benefits.
Program Budget: A budget wherein expenditures are based primarily on programs of work and sec -
• ondarily on character, classification, and performance. Programs within the City of Tigard's adopted
• budget include Community Services, Public Works, Community Development, Policy & Administra-
tion, and General Government.
• Proposed Budget: City budget developed by the City Manager and submitted to the Budget Commit -
• tee 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 sew-
• ers, storm drains, streets, and parks.
•
•
• APPENDIX- PAGE 337
•
•
•
•
GLOSSARY OF BUDGET RELATED TERMS •
•
•
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 stormwater 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. •
•
Tax Increment Financing: Financing secured by the anticipated incremental increase in tax revenues, •
resulting from the redevelopment of an area. •
TIF: Abbreviation for Traffic Impact Fee. These are revenues from a County- instituted fee on devel- •
opment. It was approved by voters in 1989. Funds are used for highway and transit capital improve- •
ments, which provide additional capacity to major transportation systems and recovery of costs of ad- •
ministering the program. The City collects this fee inside its boundaries. •
Urban Renewal District: In May of 2006, Tigard voters approved the formation of an Urban Re- •
newal District encompassing the downtown and surrounding areas. With the formation of this district, •
future increases in property tax revenues from property within the district, called tax increment, will •
provide an important source of funding for a number of needed capital projects. •
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 provided development services to the area.. Tigard collected all fees and charges from such •
development and used the funds to pay for the related costs of that service. In FY 2006 -07, the City •
and County terminated the contract and the City no longer provides services to this area. •
WCCLS: Abbreviation for Washington County Cooperative Library Services. 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 col- •
lection development. •
•
•
•
•
•
PAGE 338 - CITY OF TIGARD •
•
•
•
•
•
• 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 Expires
• Bailey, John Citizen Jan -08 Dec -11
Buehner, Gretchen Councilor Dec -06 Dec -10
• Dirksen, Craig Mayor Jan -01 Dec -10
• Goodrich, Dan Citizen Jan -09 Dec -09
• James, Cameron Citizen Jan -07 Dec -11
Parker, Rick Citizen Jul -05 Dec -11
• Sherwood, Sydney Councilor Feb -01 Dec -10
• Snider, Jason Citizen May -05 Dec -09
• Struck, Dena Citizen Jan -07 Dec -09
• Wilson, Nick Councilor Jan -09 Dec -12
• Committee for Citizen Involvement
• The Tigard Committee for Citizen Involvement reviews the form and process of two -way communica-
• tion between the City and its residents to improve those communications and to encourage City resi-
• dents to be more involved with City affairs.
•
• Members
• Adrian, Anastasia Youth
• Anda, Patricia Citizen
• Caffall, Rex Citizen
Carver, Sue Citizen
• Christopher, Basil Citizen
• Froude, Bev Citizen
• Harris, John Citizen
Jelinek, Gary Citizen
• Ramaekers, Connie Citizen
•
•
•
•
•
•
•
• APPENDIX- PAGE 339
•
• 1
•
•
ADVISORY COMMITTEES •
•
Intergovernmental Water Board •
The Intergovernmental Water Board consists of five members and was established through an inter- •
governmental 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 Term •
Members Jurisdiction Appointment Expires
Buehner, Gretchen Tigard Jan-07 Dec -10 •
Carroll, Patrick Durham Jan-97 Dec -09 •
Russell, Julie Unincorporated Area Jul -08 Jun -09 •
Scheiderich, Bill Member -at -Large Dec -03 Dec -09
Sherwood, Sydney Tigard - Alternate Jul -03 •
Winn, Dick King City Jun -03 Dec -10 •
Library Board •
The Library Board consists of seven citizen members appointed by the City Council to serve four year •
•
Original Term •
Members Appointment Expires
Burke, David Citizen May -04 Jun -09 •
Heath, Richard Citizen Jul -07 Jun -11 •
Levear, Karen Citizen Jul -06 Jun -11 •
Monahan, Linda Citizen Jul -08 Jun -10
Nguyen, Cecilia Citizen Jul -05 Jun -09 •
Thenell, Jan Citizen Jul -01 Jun -09 •
Vasicek, Jennifer Citizen Jul -07 Jun -12
•
•
City Center Advisory Commission
The City Center Advisory Commission's role is to assist the Urban Renewal Commission in developing •
and carrying out an Urban Renewal Plan. •
Original Term •
Members Appointment Expires •
Barkely, Carolyn May -05 Dec -11
Craghead, Alexander Aug -06 Dec -09 •
Ellis Gaut, Alice Aug -05 Dec -11 •
Hughes, Ralph Aug -05 Dec -09 •
Kutcher, Kevin Jun -08 Dec -10
Lilly, Lily Aug -05 Dec -09 •
Louw, Peter Jun -08 Dec -09 •
Murphy, Thomas Dec -07 Dec -11 •
Pao, Linli Jun -08 Dec -09
Shearer, Elise Dec -07 Dec -10 •
Wong, Martha Jun -08 Dec -10 •
•
•
PAGE 340 - CITY OF TIGARD •
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•
•
•
•
• ADVISORY COMMITTEES
• Park and Recreation Advisory Board
• The Park and Recreation Advisory Board consists of seven voting members, two ex- officio members,
• and one Youth Advisory Council representative. One ex- officio member represents the Tigard Plan-
• ning Commission and one represents the Tigard - Tualatin School District 23-J. The Board advises Ti-
• gard City Council on matters pertaining to the creation, operation, and maintenance of recreation facili-
ties under the jurisdiction of the City.
•
• Original Term
• Members Appointment Expires
• Albertson, Barry (ex- officio) Citizen Oct -03 Dec -09
Ashley, Jason Citizen Sep -03 Dec -10
• Bernhard, Scott Citizen Jul -03 Jun -10
• Davies, Brian Citizen Mar -05 Dec -07
• Freudenthal, Michael Citizen Jul -03 Dec -09
• Leinberger, Kim Citizen Mar -07 Jun -11
Rogers, Jason Citizen Mar -07 Dec -10
• Swanson, Trish Citizen Mar -05 Dec -09
•
•
•
• 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, main-
• tain, update, and implement the City Comprehensive Plan; to formulate the City Community Invest-
III ment Program; and to review and take action on development projects and Development Code provi-
sions delegated to the Commission.
•
•
• Original Term
• Members Appointment Expires
Anderson, Tom Citizen Jan -07 Dec -09
• Caffall, Rex Citizen Dec -03 Dec -11
• Doherty, Margaret Citizen Jan-07 Dec -10
• Fishel, Karen Citizen Apr 07 Dec 12
Gaschke, Timothy -Alt Citizen Jan -09 Dec -09
• Hasman, Stuart Citizen Apr -07 Dec -11
• Inman, Jodie Citizen Dec -01 Dec -09
• Muldoon, Matthew Citizen Mar -07 Dec -12
Vermilyea, Jeremy Citizen Apr -06 Dec -10
• Walsh, David Citizen Aug -04 Dec -09
0
•
•
•
• APPENDIX- PAGE 341
l •
1 •
•
•
ADVISORY COMMITTEES •
•
Transportation Financial Strategies Task Force •
This task force was created by Tigard's City Council to explore feasible funding strategies for imple- •
menting transportation improvements, sidewalk improvements and rights of way maintenance on col- •
lectors and arterials, and to assist in the development and implementation of those strategies. •
•
Members •
Bailey, John Parker, Rick •
Buehner, Gretchen (Council Liaison) Rivano, Anthony, (Chair)
Caffall, Rex (Planning Commission) Schweitz, Joe •
Froude, Bev Stanfield, Jennifer •
Gilmour, Cam Warren, Christopher
Mitchell, Dennis, (Vice- Chair) •
•
Tree Board •
The Tree Board was established by City Council resolution. The Board consists of up to seven mem- •
bers, who are appointed by the City Council for two or four year terms. The role of the Board is to act
•
as a voice for Tigard citizens regarding urban forestry issues. The Tree Board is active in participating •
in numerous aspects of the Urban Forestry program such as reviewing tree planting, maintenance, and •
removal requirements; assisting in developing and updating a street tree inventory; creating an Urban
Forestry Management Plan; and working with the City Forester in selecting tree species for plantings. •
on public property.
Original •
Members Appointment •
Clemo, Matt Citizen Apr -07 •
Gillis, Janet Citizen Apr -07 •
Richards, Dale Citizen Apr -07 •
Sizemore, Dennis Citizen May -06
Tycer, Tony Citizen Mar -06 •
•
Hwy 99 Citizen Advisory Committee
This committee reviews and comments on draft plans prepared by City staff and project consultant to •
insure they meet community needs and promote public understanding of the plan. •
Members •
•
Barnes, Daniel McGilvrey, Tim •
Black, Jesse Moss, William •
Boughton, Steve Owen, Paul
Caffall, Rex Potthoff, Roger •
Carver, Sue Weeks, Cherree •
Fergus son, Tom •
•
PAGE 342 - CITY OF TIGARD •
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• STAFFING SUMMARY
• Actuals Revised Proposed Approved Adopted
• 2006 -07 2007 -08 2008 -09 2009 -2010 2009 -2010 2009 -2010
City Administration
• City Management
1 • City Management 3.80 4.80 5.30 5.30 5.30 5.30
Human Resources 4.00 4.00 5.00 5.00 5.00 5.00
•
Risk Management 2.00 2.00 2.50 2.50 2.50 2.50
• Offim Services 7.30 7.50 4.50 4.60 4.60 4.60
City Recorder /Records 0.00 0.00 3.00 3.00 3.00 3.00
•
Munidpal Court 3.00 3.00 3.25 3.25 3.25 3.25
• Total City Management 20.10 21.30 23.55 23.65 23.65 23.65
• Financial & Information Services
FIS Administration 3.00 3.00 3.00 3.00 3.00 3.00
• Finandal Operations 10.80 12.00 5.50 5.50 5.50 5.50
• Utility Billing 0.00 0.00 6.50 6.50 6.50 6.50
Information Technology 8.00 7.00 7.00 7.00 7.00 7.00
• Total Financial dam' Information Services 21.80 22.00 22.00 22.00 22.00 22.00
• Total City Administration 41.90 43.30 45.55 45.65 45.65 45.65
Community Development
• Community Development
• CD Administration 2.00 2.00 3.00 3.00 3.00 3.00
Building 19.80 18.80 17.80 6.20 6.20 6.20
• Current Planning 8.20 10.20 10.20 10.20 10.20 10.20
• Long Range Planning 7.00 7.00 7.00 7.00 7.00 7.00
Capital Const & Transportation 10.50 10.50 10.50 10.50 10.50 10.50
• Development Engineering 5.00 5.00 5.00 4.00 4.00 4.00
• Downtown Redevelopment 1.00 1.00 1.00 1.00 1.00 1.00
Total Community Development 5350 54.50 54.50 41.90 41.90 41.90
•
Community Services
• Police
Police Administration 3.00 3.00 3.50 3.50 3.50 3.50
•
Police Operations 50.00 52.00 54.00 55.00 55.00 55.00
• Police Support Services 27.00 34.50 35.50 35.50 35.50 35.50
Total Police 80.00 89.50 93.00 94.00 94.00 94.00
•
Library
• Library Administration 3.30 3.30 3.30 3.30 3.30 3.30
• Reader Services 12.20 15.20 15.70 15.70 15.70 15.70
Technical Services 6.20 7.40 7.40 7.40 7.40 7.40
• Circulation 12.50 15.00 15.50 15.50 15.50 15.50
• Total ibrary 34.20 40.90 41.90 41.90 41.90 41.90
Total Community Services 114.20 130.40 134.90 135.90 135.90 135.90
• Public Works
• Public Works
Public Works Administration 7.85 8.85 8.85 9.05 9.05 9.05
• Parks & Grounds 10.75 9.75 9.75 9.75 9.75 9.75
• Street Maintenance 7.00 7.00 7.00 7.00 7.00 7.00
Fleet Maintenance 2.50 2.50 2.50 2.50 2.50 2.50
• Property Man agement 3.25 3.25 4.25 4.25 4.25 4.25
• Water 17.30 16.30 16.30 16.30 16.30 16.30
Sanitary Sewer 7.35 7.35 5.35 5.35 5.35 5.35
•
Stormwater 6.10 6.10 7.10 7.10 7.10 7.10
• Total Public Works 62.10 61.10 61.10 61.30 61.30 61.30
• Total All Programs 271.70 289.30 296.05 284.75 284.75 284.75
• APPENDIX- PAGE 343
1 •
•
MANAGEMENT /PROFESSIONAL •
GROUP SALARY SCHEDULE •
•
Effective July 1, 2008 •
Range # Monthly Salary Range •
•
M18 A Monthly $3,052 $4,091 •
Human Resources Assistant Hourly $17.61 $23.60
•
Annually $36,630 $49,090 •
M19 Monthly $3,199 $4,288 •
Confidential Executive Assistant Hourly $18.46 $24.74 •
Annually $38,388 $51,456 •
M20 Monthly $3,280 $4,395 •
Payroll Specialist Hourly $18.92 $25.36 •
Annually $39,360 $52,740 •
•
M20 A Monthly $3,027 $4,056 •
Deputy City Recorder Hourly $17.46 $23.40 •
Annually $36,322 $48,670 •
M21 Monthly $3,362 $4,505 •
Assistant Planner Hourly $19.40 $25.99 •
Annually ,.. $40,344 $54,060 •
M21 A Monthly $3,292 $4,411 •
Acquisitions Coordinator Hourly $18.99 $25.45 •
Library Volunteer Coordinator Annually $39,500 $52,929 •
•
M22 Monthly $3,446 $4,618 •
Human Resources Technician Hourly $19.88 $26.64
•
Annually $41,352 $55,416 •
M22 A Monthly $3,374 $4,521 •
Risk Management Technician Hourly $19.47 $26.08 •
Annually $40,486 $54,256 •
M23 Monthly $3,532 $4,733 •
Confidential Office Manager Hourly $20.38 $27.31 •
Annually $42,384 $56,796 •
•
M23 A Monthly $3,418 $4,580 •
Executive Assistant to the City Manager Hourly $19.72 $26.42 •
Annually $41,017 $54,965 •
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PAGE 344 - CITY OF TIGARD •
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• MANAGEMENT /PROFESSIONAL
• GROUP SALARY SCHEDULE
• M29 B Monthly $3,921 $5,255
• Police Records Supervisor Hourly $22..62 $30.32
• Public Information Officer - Police Annually $47,057 $63,060
•
• M29 C Monthly $4,019 $5,386
• Administrative Support Supervisor Hourly . $23 ... $31.07
• Facilities Services Supervisor Annually 48,233 $64,637
Fleet Services Coordinator
•
Project Planner
•
• M30 Monthly $4,198 $5,626
• City Recorder Hourly$ 24. 22 ............._............... ....$32.46....................
• Management Analyst Annually 50,376 $67,512
• Crime Analyst
• M30 A Monthly $4,121 $5,523
• Human Resources Analyst Hourly $23.78 $31.86
• Annually 49,457 $66,280
• M31 Monthly $4,303 $5,766
• Senior Planner Hourly $24.83 $33.27
• Annually $51,636 $69,192
• M31 A Monthly $4,284 $5,741
• City Surveyor Hourly $24.72 $33.12
• Annually $51,412 $68,892
•
• M33 Monthly $4,521 $6,059
• Project Engineer Hourly $26.08 $34.96
• Annually $54,252 $72,708
• M33 A Monthly $4,336 $5,811
• GIS Coordinator Hourly $25.02 $33.53
• Annually $52,028 $69,727
• M34 Monthly $4,634 $6,210
• Senior Management Analyst Hourly $26.73 $35.83
• Annually $55,608 $74,520
•
•
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•
•
• APPENDIX- PAGE 345
•
•
•
MANAGEMENT /PROFESSIONAL
•
GROUP SALARY SCHEDULE •
•
M29 B Monthly $3,921 $5,255 •
Police Records Supervisor Hourly $22.62 $30.32 •
Public Information Officer - Police Annually $47,057 $63,060 •
•
M29 C Monthly $4,019 $5,386 •
Administrative Support Supervisor Hourly $23.19 $31.07 •
Facilities Services Supervisor Annually $48,233 $64,637 • •
Fleet Services Coordinator
Project Planner •
•
M30 Monthly $4,198 $5,626 •
City Recorder Hourly $24.22 $32.46 •
Management Analyst Annually $50,376 $67,512 •
Crime Analyst •
M30 A Monthly $4,121 $5,523 •
Human Resources Analyst Hourly $23.78 $31.86 •
Annually $49,457 $66,280 • •
M31 Monthly $4,303 $5,766 •
Senior Planner Hourly $24.83 $33.27 •
Annually $51,636 $69,192 •
•
M31 A Monthly $4,284 $5,741 •
City Surveyor Hourly $24.72 $33.12 •
Annually $51,412 $68,892 •
M33 Monthly $4,521 $6,059 •
Project Engineer Hourly $26.08 $34.96 •
Annually $54,252 $72,708 •
•
M33 A Monthly $4,336 $5,811 •
GIS Coordinator Hourly $25.02 $33.53 •
Annually $52,028 $69,727 •
•
M34 Monthly $4,634 $6,210 •
Senior Management Analyst Hourly $26.73 $35.83
•
Annually ...........$ 608 ,,._ ......... .......$74,520................. •
•
PAGE 346 - CITY OF TIGARD •
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• MANAGEMENT /PROFESSIONAL
• GROUP SALARY SCHEDULE
• M34 A Monthly $4,554 $6,102
• Senior Human Resources Analyst Hourly $26.27 $35.20
• Annually $54,644 $73,228
• M35 Monthly $4,750 $6,365
• Library Communications Coordinator Hourly $27.40 $36.72
• Network Administrator Annually $57,000 $76,380
• Police Technology Specialist
• M35 A Monthly $4,672 $6,260
• Accounting Supervisor Hourly $26.95 $36.12
• Annually $56,063 $75,125
•
• M35 B Monthly $4,729 $6,337
Plans Examination Supervisor Hourly $27.28 $36.56
• Annually $56,753 $76,049
• M36 A Monthly $4,847 $6,496
• Inspection Supervisor Hourly $27.96 $37.48
• Annually $58,163 $77,949
• M36 B Monthly 54,822 $6,462
• Principal Human Resources Analyst Hourly $27.82 $37.28
• Annually $57,864 $77,544
• M37 Monthly $4,990 $6,688
• Senior Project Engineer Hourly $28.79 $38.58
• Annually $59,880 $80,256
•
• M37 A Monthly $4,848 $6,498
Redevelopment Project Manager Hourly $27.97 $37.49
• Annually $58,180 $77,978
•
• M38 A Monthly $4,972 $6,663
• Police Business Manager Hourly $28.68 $38.44
.. .........
Annually $59,664 $79,960
•
• M38 B Monthly $5,105 $6,842
• Police Sergeant Hourly $29.45 $39.47
• Annually $61,261 $82,101
•
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• APPENDIX- PAGE 347
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MANAGEMENT /PROFESSIONAL
•
GROUP SALARY SCHEDULE •
M39 A Monthly $5,034 56,747 •
Assistant to the City Manager Hourly $29.04 $38.93 •
Annually $60,414 $80,959
•
M39 B Monthly $5,099 $6,833 •
Administrative Services Manager Hourly $29.42 $39.42 •
Financial Operations Manager Annually $61,184 $81,991 •
Library Division Manager •
Parks and Facilities Manager
Utility Division Manager •
•
M40 A Monthly $5,163 $6,919 •
Planning Manager Hourly $29.79 $39.92 •
Annually . $6 . 1,962 $83,023
•
M41 A Monthly $5,426 $7,271 •
Engineering Manager Hourly $31.30 $41.95 •
Annually $65,112 $87,249 •
M42 A Monthly $5,635 $7,552 •
Building Official Hourly $32.51 $43.57 •
Annually $67,621 $90,628 •
M44 A Monthly $5,901 $7,907 •
Police Lieutenant Hourly $34.04 $45.62 •
Annually $70,808 $94,884 •
•
M46 A Monthly $6,071 $8,137 •
Assistant Community Development Director Hourly $35.03 $46.94 •
Assistant Public Works Director Annually $72,856 $97,640
Capital Construction & Transportation Engineer •
•
M46 B Monthly $6,226 $8,344
•
Information Technology Manager Hourly $35.92 $48.14
•
Annually $74,712 $100,127 •
M47 A Monthly $6,333 $8,486 •
Police Captain Hourly $36.54 $48.96 •
Annually $75,998 $101,838 •
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•
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PAGE 348 - CITY OF TIGARD •
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• MANAGEMENT /PROFESSIONAL
• GROUP SALARY SCHEDULE
• M48 A Monthly $6,385 $8,556
• Human Resources Director Hourly $36.84 $49.36
• Annually $76,619 $102,677
• M50 A Monthly $6,712 $8,993
• Community Development Director Hourly $38.72 $51.88
• Director of Library Services Annually $80,540 $107,921
• Financial and Information Services Director
• Public Works Director
• M52 A Monthly $6,884 $9,225
• Assistant City Manager Hourly $39.72 $53.22
• Annually $82,609 $110,705
• M52 B Monthly $7,073 $9,478
• Assistant Police Chief Hourly $40.81 $54.68
• Annually $84,870 $113,736
•
• M54 A Monthly $7,431 $9,958
• Police Chief Hourly $42.87 $57.45
Annually $89,168 $119,502
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
• APPENDIX- PAGE 349
•
•
L_
•
•
TIGARD POLICE OFFICERS Assoc. •
SALARY SCHEDULE •
Effective July 1, 2008 •
P6 Detective Secretary iy 2897 3,042 3,194 3,353 3,521 3,697 •
Police Records Specialist Hi4y 1671 17.55 18.43 1934 20.31 21.33 •
Amoy 34,7(4 36,504 38,328 40,236 42,252 44,364 •
•
P10 Property Evidence Specialist 11bndy 3,198 3,357 3,525 3,702 3,887 4081 •
Hilly 1845 19.37 20.34 21.36 22.43 23.54 •
Amoy 38,376 40,284 42,300 44,424 46, 644 48,972 •
P11 Gmnuiity Service Officer MiiIvv 3,277 3,441 3,613 3,794 3,984 4183 40
Huly 18 91 19.85 20.84 21.89 22.98 24.13 •
Amery 39,324 41,292 43,356 45,525 47,808 59,196 0
•
P19 Police Officer 11 4,091 4,193 4,403 4623 4,854 5,097 .
Huly 23 GO 2419 25.40 26. 67 25.00 29.41 •
Andy 49,092 50,316 52,836 55,476 58,248 61,164
•
•
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PAGE 350 - CITY OF TIGARD •
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• OREGON PUBLIC EMPLOYEES
• UNION SALARY SCHEDULE
• Effective July 1, 2008
• Monthly Salary Range
• Range # Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
• S9 Monthly $1,718 $1,804 $1,894 $1,989 $2,088 $2,192 $2,302
• Hourly $9.91 $10.41 $10.93 $11.48 $12.05 $12.65 $13.28
• Annually . $20,616 $21,648 $22,728 $23,868 $25,056 $26,304 $27,624
• S9 A Monthly $1,681 $1,765 $1,853 $1,946 $2,043 $2,145 $2,252
• Library Aide Hourly $9.70 $10.18 $10.69 $11.23 $11.79 $12.38 $12.99
• Annually $20, 172 $21,180 $22,236 $23,352 $24,516 $25,740 $27,024
• S22 Monthly $2,367 $2,485 $2,609 $2,739 $2,876 $3,020 $3,171
Accounting Assistant I Hourly $13.66 $14.34 $15.05 $15.80 $16.59 $17.42 $18.29
• Annually $28,404 $29,820 $31,308 $32,868 $34,512 $36,240 $38,052
• S22 A Monthly $2,352 $2,470 $2,593 $2,722 $2,858 $3,001 $3,151
• Administrative Specialist I Hourly $13.57 $14.25 $14.96 $15.70 $16.49 $17.31 $18.18
• Court Clerk I Annually $28,224 $29,640 $31,116 $32,664 $34,296 $36,012 $37,812
S25 Monthly $2,550 $2,678 $2,812 $2,953 $3,101 $3,256 $3,419
• Library Assistant Hourly $14.71 $15.45 $16.22 $17.04 $17.89 $18.78 $19.73
• Annually $30,600 ^ $32,136 $33,744 $35,436 $37,212 $39,072 $41,028
• S25 A Monthly $2,475 $2,599 $2,729 $2,865 $3,008 $3,158 $3,316
• Building Maint Tech I Hourly $14,28 $14.99 $15.74 $16.53 $17.35 $18.22 $19.13
• Annually $29,700 $31,188 $32,748 $34,380 $36,096 $37,896 $39,792
• S25 B Monthly $2,506 $2,632 $2,763 $2,902 $3,047 $3,200 $3,360
• Utility Worker I Hourly $14.46 $15.18 $15.94 $16.74 $17.58 $18.46 $19.38
• Annually $30,072 $31,584 $33,156 $34,824 $36,564 $38,400 $40,320
• S28 Monthly $2,746 $2,883 $3,027 $3,178 $3,337 $3,504 $3,679
• Accounting Assistant II Hourly $15.84 $16.63 $17.46 $18.33 $19.25 $20.22 $21.23
• Annually $32,952 $34,596 $36,324 $38,136 $40,044 $42,048 $44,148
• S28 A Monthly $2,734 $2,871 $3,015 $3,166 $3,324 $3,490 $3,665
• Administrative Specialist II Hourly $15.77 $16.56 $17.39 $18.27 $20.13 $21.14
Court Clerk II Annually $32, 808 $34, 452 $36,180 $37, 992 $39,888 $41,880 $43,980
• Customer Service Specialist
• S29 Monthly $2,815 $2,956 $3,104 $3,259 $3,422 $3,593 $3,773
• Customer Service Field Worker Hourly $16.24 $17.05 $17.91 $18.80 $19.74 $20.73 $21.77
• Senior Library Assistant Annually $33,780 $35,472 $37,248 $39,108 $41,064 $43,116 $45,276
• S31 Monthly $2,957 $3,105 $3,260 $3,423 $3,594 $3,774 $3,963
• Utility Worker II Hourly $17.06 $17.91 $18.81 $19.75 $20.73 $21.77 $22.86
• Annually $35,484 $37,260 $39,120 $41,076 $43,128 $45,288 $47,556
•
• APPENDIX- PAGE 351
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•
OREGON PUBLIC EMPLOYEES •
UNION SALARY SCHEDULE •
•
S31 A Monthly $2,948 $3,095 $3,250 $3,413 $3,584 $3,763 $3,951 •
Building Maintenance Tech II Hourly $17.01 $17.86 $18.75 $19.69 $20.68 $21.71 $22.79
Engineering Tech I Annually $35,376 $37,140 $39,000 $40,956 $43,008 $45,156 $47,412 •
S32 Monthly $3,031 $3,183 $3,342 $3,509 $3,684 $3,868 $4,061 •
Sr Accounting Assistant Hourly $17.49 $18.36 $19.28 $20.24 $21.25 $22.32 $23.43 •
A n n u a l l y . $36,372 . $38,196 „ $40,104 $42,108 $44,208 $46,416 $48,732 •
S32 A Monthly $3,024 $3,175 $3,334 $3,501 $3,675 $3,859 $4,051 •
Records Management Specialist Hourly $17.45 $18.32 $19.23 $20.20 $21.20 $22.26 $23.37 •
Sr Administrative Specialist Annually $36,288 $38,100 $40,008 $42,012 $44,100 $46,308 $48,612 •
S34 Monthly $3,184 $3,343 $3,510 $3,686 $3,870 $4,064 $4,267 •
Hourly $18.37 $19.29 $20.25 $21.27 $22.33 $23.45 $24.62
Annually $38,208 $40,116 $42,120 $44,232 $46,440 $48,768 $51,204 •
S34 A Monthly $3,099 $3,254 $3,416 $3,588 $3,767 $3,956 $4,153 •
Purchasing Assistant Hourly $17.88 $18.77 $19.71 $20.70 $21.73 $22.82 $23.96 •
Annually $37,188 $39,048 $40,992 $43,056 $45,204 $47,472 $49,836 •
S34 B Monthly $3,176 $3,335 $3,502 $3,677 $3,861 $4,054 $4,257 •
Engineering Assistant Hourly $18.32 $19.24 $20.20 $21.21 $22.28 $23.39 $24.56 •
Planning Assistant Annually $38,112 $40,020 $42,024 $44,124 $46,332 $48,648 $51,084 •
S35 Monthly $3,264 $3,427 $3,598 $3,778 $3,967 $4,165 $4,373 •
Backflow -Cross Connection Spe Hourly $18.83 $19.77 $20.76 $21.80 $22.89 $24.03 $25.23 •
Sr Utility Worker Annually $39,168 $41,124 $43,176 $45,336 $47,604 $49,980 $52,476
Water Utility Tech •
S35 A Monthly $3,258 $3,421 $3,592 $3,772 $3,961 $4,159 $4,367
CMMS Software Specialist Hourly $18.80 $19.74 $20.72 $21.76 $22.85 $23.99 $25.19 •
Mechanic Annually $39,096 $41,052 $43,104 $45,264 $47,532 $49,908 $52,404 •
Permit Technician
Sr Building Maintenance Tech •
S36 Monthly $3,346 $3,513 $3,689 $3,873 $4,067 $4,270 $4,484 •
GIS Technician Hourly $19.30 $20.27 $21.28 $22.34 $23.46 $24.63 $25.87 •
Annually $40,152 $42,156 $44,268 $46,476 $48,804 $51,240 $53,808 •
S37 Monthly $3,429 $3,600 $3,780 $3,969 $4,167 $4,375 $4,594 •
Hourly $19.78 $20.77 $21.81 $22.90 $24.04 $25.24 $26.50 •
Annually $41,148 $43,200 $45,360 $47,628 $50,004 $52,500 $55,128
S37 A Monthly $3,341 $3,507 $3,683 $3,867 $4,060 $4,262 $4,476 •
Permits Coordinator Hourly $19.28 $20.23 $21.25 $22.31 $23.42 $24.59 $25.82 •
Annually $40,092 $42,084 $44,196 $46,404 $48,720 $51,144 $53,712 •
S37 B Monthly $3,426 $3,597 $3,776 $3,965 $4,163 $4,371 $4,590 •
Building Inspector I Hourly $19.77 $20.75 $21.78 $22.88 $24.02 $25.22 $26.48 •
Code Compliance Officer Annually $41,112 $43,164 $45,312 $47,580 $49,956 $52,452 $55,080
Engineering Technician II •
Librarian •
•
PAGE 352 - CITY OF TIGARD •
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• OREGON PUBLIC EMPLOYEES
UNION SALARY SCHEDULE
•
•
S39 Monthly $3,602 $3,782 $3,971 $4,170 $4,379 $4,598 $4,828
Hourly $20.78 $21.82 $22.91 $24.06 $25.26 $26.53 $27.85
• Annually $43,224 $45,384 $47,652 $50,040 $52,548 $55,176 $57,936
• •
S39 A Monthly $3,466 $3,639 $3,821 $4,013 $4,214 $4,425 $4,646
Sr Water Utility Tech Hourly $2o.00 $20.99 $22.04 $23.15 $24.31 $25.53 $26.80
• Annually 541,592 $43,668 $45,852 $48,156 $50,568 $53,100 $55,752
• S39 B Monthly $3,487 $3,661 $3,844 $4,036 $4,238 $4,450 $4,673
• Sr Permit Tech Hourly $2�12 $22.18 $23.28 $24.45 $25.67 $26.96
• Annually $41,844 $43,932 $46,128 $48,432 $50,856 $53,400 $56,076
• S40 Monthly $3,693 $3,878 $4,072 $4,276 $4,490 $4,715 $4,951
• Information Technology Spec Hourly $21.31 $22.37 $23.49 $24.67 $25.90 $27.20 $28.56
• Annually 544,316 $46,536 $48,864 $51,312 $53,880 $56,580 $59,412
• S41 Monthly $3,785 $3,974 $4,173 $4,382 $4,601 $4,831 $5,073
• Sr Engineering Tech Hourly $21.84 $22.93 $24.08 $25.28 $26.54 $27.87 $29.27
Sr Librarian Annually $45,420 $47,688 $50,076 $52,584 $55,212 $57,972 $60,876
• S42 Monthly $3,880 $4,074 $4,278 $4,492 $4,717 $4,953 $5,201
Plans Examiner Hourly $22.38 $23.50 $24.68 $25.92 $27.21 $28.58 $30.01
• Annually $46,560 $48,888 551,336 $53,904 $56,604 $59,436 $62,412
•
• S43
Building Inspector II Monthly $3,977 $4,176 $4,385 $4,604 $4,834 $5,076 $5,330
Hourly $22.94 $24.09 $25.30 $26.56 $27.89 $29.28 $30.75
• Bldg Code Comp Offic Annually $47,724 $50,112 $52,620 $55,248 $58,008 $60,912 $63,960
•
S44 Monthly $4,076 $4,280 $4,494 $4,719 $4,955 $5,203 $5,463
GIS Programmer Analyst Hourly $23.52 $24.69 $25.93 $27.23 $28.59 $30.02 $31.52
• Annually $48,912 $51,360 $53,928 $56,628 $59,460 $62,436 $65,556
• S44 A Monthly $3,704 $3,889 $4,083 $4,287 $4,501 $4,726 $4,962
• Environmental Program Coord How* $21.37 $22.44 $23.56 $24.73 $25.97 $27.27 $28.63
• Annually $44,448 $46,668 $48,996 $51,444 $54,012 $56,712 $59,544
• S45 Monthly $4,178 $4,387 $4,606 $4,836 $5,078 $5,332 $5,599
• Engineering Construction Insp Hourly $24.10 $25.31 $26.57 $27.90 $29.30 $30.76 $32.30
Annually $50,136 $52,644 $55,272 $58,032 $60,936 $63,984 $67,188
411
• S46 Monthly $4,283 $4,497 $4,722 $4,958 $5,206 $5,466 $5,739
• Senior Plans Examiner Hourly $24.71 $25.94 $27.24 $28.60 $30.03 $31.53 $33.11
Annually $51,396 $53,964 556,664 $59,496 562,472 $65,592 568,868
•
• S47 Monthly $4,389 $4,608 $4,838 $5,080 $5,334 $5,601 $5,881
Senior Building Inspector Hourly $25.32 $26.58 $27.91 $29.31 $30.77 $32.31 $33.93
• Annually $52,668 $55,296 $58,056 $60,960 $64,008 $67,212 $70,572
•
S48 Monthly $4,499 $4,724 $4,960 $5,208 $5,468 $5,741 $6,028
• Sr Environmental Prog Coord Hourly $25.96 $27.25 $28.62 $30.05 $31.55 $33.12 $34.78
• Annually $53,988 $56,688 $59,520 $62,496 565,616 $68,892 $72,336
• APPENDIX- PAGE 353
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