City Council Packet - 12/06/1986 s
TIGARD CITY COUNCIL
HID-YEAR GOALS REVIEW WORKSHOP
DISCUSSION TOPICS
Progress Review and Discussion
o Goals Review
o Board and Committee Update (Liaisons and Work
Plans, Process, Recognition, etc.)
o Workloads and Staffing Plan Review
o Service Level Priorities
o 5-Year Financial Plan and Discretionary
Resources
o Annexation Policy Discussion
o LID Policy Discussion
o Other
T
Future Visioning and Follow-Up
o Future Visioning (Samek Model)
o Council-Administrator Team (Sumek Model,
Council Capital, Policy and Administration)
o Roles and Responsibil-ities: Council,
Councilor, Mayor, Council President, City
Administrator and Staff
o Accomplishments and Celebration (Gold Stars,
Event?)
maw
At'
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r
t.
Tali
* Council Working Relationships, Information Needs and
city .,
GpmAt3nlcatlOIIS (folic Lacisions vs. Playing to the Crowd "Safe
Votes"
o Discretionary Resources (Building Sinking Fund, Sturgis Land,
Staffing/Workloads, CIP ... OTO vs. Operations
o Downtown
o Goals Review
o Intergovernmental Relations (Tualatin, Fire, County )
o Annexation Policy (Metzger, Fonner, 3-Majority)
Joe* C .
o Service Levels/Staffing and Workloads
o GIP Special Projects? (Sturgis? Downtown?)
o Transportation Program and "Hot Spots" 4
f
Valerie
o Council Strategy and Work Session Schedule Cycle and Policy
Calendar
` o Futurizing/Visioning
o Joint Workshops with Committees/TACC
o Annexations and Strategy
vz
o Downtown
o Sign Codes Regarding Non-Conforming Signs Deadline
o RR
^. o 99W Viaduct Appearance?
o Underground Utilities
o Christmas Decorations
o Boards/Committees and Liaisons - Work Plans
o Discretionary Funds
o Workloads/Service Levels and Workload Priorities
� . o Transportation - PFP/CIP/Levy or Bond and Comp Plan
,.,
Policy in Existing Neighborhoods ...
o LID Initiation Procedure Y g
4 5. CARM N
{^� o Council Team Building
o Downtown -- Fish or Cut Bait . Policy? Roles?
o Update Financial Plan
Nv
CAMLYN, cont.
o Multi Year Goals/Visions
o Transportation
o Annexation (Metzger and Bull Mountain) - Policy/Policies
o LID Process and Policy (Sewers, Storms and Roads)
o Council Communications (Formal and Informal)
o Operating Budget and OTO Capital Projects?
o Council and Key Staff Time Use
o Policy/Administration
o Organizational Structure
o Building Sinking Fund
JRW
o City Council Goals FRI/SAT Done No Later Than by Sunday Noon
o LID Policy (City Initiation, Neighborhood Initiation, x ... )
o Boards and Committees (Orientation for Boards and Committees
Regarding $ and Oprs and PC Training ...
TACO Boardsmanship too ... Appointments
CCI Process? Active Nominating Committee ...
Attendance %)
' o Transporation and ED Committees merged . . . Pro-active . .. Big Picture
e
.. . Separate Task Forces for Major Projects
o City Banquet or Denner ... City Appreciation Night Awards
o Council Compensation -- Cafeteria Benefits Options . ..
o City Council/City Administrator Staff Time Regarding Inside/Outside
Time ... City Direct Business and Indirect Business ... Boards and
Committees and Intergovernmental Relations
DOB
r o Policy and Administration, Planning and Implementation, Image and
f Reality
o Council Information (Council as Whole vs. 1-on-0 ...
y- o Service Level Priorities
o Council Capital/What vs. How
o Organization Structure
o Records System/Court -- Office Hours and Support Services, Regular
„ P/T
o Space Needs
o Regular (P/T and F/T) and Temporary (Money Authorization)
P LID/Vacations -- Initiation Proposals and Cost (Don't ,start unless
prepared ,to finish)
JOHN 5
o Use City Council Study Session time on Discussion/Workshop items
o Roads/Trans 6 Finance _ Fund Accounting
o Budget/Finance Workshop -
o Planning Commission/Land Use Workshop
o Community Hix -- Mostly Residential/Livable
N/H Mix (Buffering and
Separation between Res and Commercial/Ind.
Tree Cutting and Preservation of old Wooded Areas
o Bond Park Conditions of Easement priori to Bond Pe lease? City Easement
Schwartz regarding Details. .. SP
row Now?
o :ia:+aged/Planned Growth and Annexation
o Decentr,%lized Commercial Areas (99W 6 Downtown Separate) • • •
o People will pay
higher taxes in T6 to keep N/H liveability ...
o Fonner -- Problem for City even though it's County road,.. .
Some sort of City-Co• funding to repair Fonner and then for City tO
Annex...
o Parks -- Not supporter of small N/H parks. ..more problem than resource
prefer major City-wide parks . ..
• 0 99W Sign Codes -- Sign Clutter yet need signs . . •
Sign Code review prior to enforcement .. .
pppyClS.GOALS !T 1984-67
t. . OBTAIN NEM TAX BAS£IADEWATE fitNOING--OC/CC)
o New-Tax Base and S--year Financial Plan
n financial Reporting and Auditiag
o Service level Priorities A Reports
2. INpLENENT TRANSPORTATION PROGRAM-..(TB)
o Transportation Public f4filities Plan
0 Streets ntt&Regional Issues
o Bikeways., Trasi
0 Dartmouth LID
0 US* LID
e
ltown/�AretPlan Plan
o Oow
3. COORDINATE EFFECTIVE COMIL-8OARD AND COiiiUTTEE RELATi0P. 1Eittee...(VJWoshops
a Council Comittee Liaisons and Annual Councti- oeas
a Guidelines. Training and Board=anship MorksWs .
o Work Plans and Progress Reports
a Mayar and T.A.C.C. Coordination
0 Volunteer•Ise Awards and RecognitionCOnsenws
o Periodic Council Workshops and long-Range =
1.. S1JPPORT METZGEUMAM'NGTON SQOARE "WA ATION... (JC/CC),
o Public Inf0n"ti0n ria CPO and Newsletter Ionia itin) .
o Municipal Services and Costs Tt rd IN'M
o Beaverton-Tigard APM. County- ga
o City Resolution re.'Offer'
o Alternate Scenarios (Square. Tr i-CrOw.'etc-
S. EXPAND COMMITY 1�Vt•7W andAnnualINCREASE
K II11INN0RKA&TION...{CE)
p Nelgtda Halls
o Broaden and Redefine NPO Role, Res.
0 Newsletter. CATV..Press. Questi0maire9 etc.
S. Oo£VELOP N�IW Plan..
PANSnda�y.iPAP
�(1W)
o Beautification Plan
o Assist Chaaber/Oowntown 10 rcull
o Parking Plan, Traffic i Circulation Plan
•0 Support 00"town-Eeommic Dove
i�eient
o CiP and Funding Patch
. 7. ADOPT IPAL ICES pOLICV...(JC/CC)
ANNEXATION i KWICSERV -
0 i-etN;er(s) to tOontY r e. Niuntcipal Services
o Municipall Servleas strdy
0 20-Year fiawnctal Pnolecttow
o Review sm. Plan Miaexatton Policy R IfPM/APM
8. EXPAND INTERMEAIMENTAL•RELATIONS...(JC/.CC)
o council Meetings with Beavertoot Tualatin. Sdmoi Otstritts. County and
Special Districts
0 PLle�trolaativ Area and Involveme
tan Canty Legislativeonsf Ombg" ites and S�-COontttees.
=tt 9. ADD" PAMM PLAN AND CIP...(CE)
o Mtp and Inventory Parks
o Adopt Parks Plan
o Develop and Adopt Parks CIP
0 Approve Parks Fundtag/Iap'WAMtatloa Plan
..
= 10. DETERMINE CITU RE CREATIOPI ROLE...(CF) Assasst
0 COW" ty SMrney and,te►terests/Neads
ege of Altuvattres
a y��Existingngg R+ecreatton Progress• Director!►
o Role of 1 Qistricts
o Task Force?
o Funding Options
T I G A R D C I T —YC 0 U N C I L
WORKSHOP MEETING MINUTE NOTES — DECEMBER 6, 1986 — 9:20 A.M.
1, ROLL CALL: Present: Council President: Tom Brian; Councilors:
Carolyn Eadon, Jerry Edwards, and Valerie Johnson; City
Staff: Bob Jean, City Administrator.
2. AGENDA REVIEW (Handout Materials) and Other Issues:
a. Lyster Letters (12/3 and 10/16)
b. Claims Made
C. Fonner Street CIP
d. Board and Committee Vacancies
e. Beaverton Annexations
Agenda discussion followed with Mary Himmel
4. Council Team
a. Discussion followed concerning working relationships and
roles/communication.
b. Topics discussed included the following:
o More lead time is needed to facilitate discussion on
information; more study session time/discussion time would
be desirable.
o Agenda update is discussed by the City Administrator and
Ic Mayor first, then presented to Council at the start of the
meeting.
a Agenda workloads are generally too heavy. Items must be
reviewed to ascertain if they are the best use of Council
time. It was recommended that there should be a study of
ways to divide lip the workload.
o Determine workloads to be handled at Council Bench,
Conference Room or individually; i.e. at which level must
the item be reviewed and/or considered?
o Candor and honesty between Councilors is essential.
Conflict should be avoided if possible; differing opinions
among Councilors does not mean there is personal dislike
for one another; and making the same decision is not as
important as moving in the same direction. Thorough
knowledge and timely discussion on "Short List" is _
desirable.
5. Goals Review
a. City Administrator Jean updated the goals; discussion followed on
the following topics:
_ o Tax Base/Funding — 5 Year Financial Plan — Service Level
Priorities to be reviewed by Council in January.
3 s Page 1 - CITY COUNCIL WORKSHOP MINUTE NOTES — DECEMBER 6, 1986
o Transportation Program - Little progress to date; need
expressed for Civil Engineer requested in September. The
Transportation Goals will be updated into an 18-month work
plan.
o Board and Committee Relations - Update rules and
attendance reporting; restart T.A.C.C. meetings; develop
Volunteerism Awards and Recognition Program; expand NPO`s
and their role. A Community Services Director is now hired.
o Metzger/Washington Square - Update APAA & UPAA. Alternate
scenarios considered.
o Community Involvement and Public Information - Expand
Newsletter into Bull Mountain.
o Downtown Plan - This has been started. Question on staff
resources.
o Annexation and Municipal Services Policy - To be updated
by the Community Services Director.
o Intergovernmental Relations - Goal is for Expansion.
o Parks Plan - This has been started.
o Recreation Role - No progress has been made on this item.
6. Roles, Responsibilities and Communications were topics that were
discussed including Council-to-Council and Council-to-Administrator
one--on-one issues.
7. Council-Community Relations discussion included the handling of
complaints, awards and recognition.
S. Celebration and Recognition discussion followed with consensus that the
December/January Newsletter should report the 1986 accomplishments and
Town Hall; i.e., Year in Review.
9. The City Council Calendar and Town Hall Meetings were reviewed.
a. The January 12 Regular meeting will include:
o Installation of Officers and Election of Council President
o Annual Report
rt b. The February 16 Regular meeting was set as the time for:
o State of the City
o Community Meeting
o City Council Goals
= 10. The meeting was adjourned at 3:45 p.m.
cw/4476A
Page 2 - CITY COUNCIL WORKSHOP MINUTE NOTES DECEMBER 6, 1986
CITY OF TIGARD, OREGON
AFFIDAVIT OF POSTING
In the Matter of the Proposed
Notice of Council Workshop
STATE OF OREGON )
County of'Washington) ss
City of Tigard )
1, Cathy Wheatley being first duly sworn, on oath depose
and say:
That I posted in the following public and conspicuous places, a copy of
Notice.of Special Meeting for the Council Meeting dated December 6, 1986
(Council Workshop) a copy of said notice being hereto attached and
by reference made a part hereof, on the 2nd day of December 1986.
1. Tigard Civic Center, 13125 S.W. Hall Boulevard, Tigard, Oregon.
3 _
L/
Subscribed and sworn to before awe this day of � �•.6�- 1986.
. . f! Notary Public or Oregon
MARCHA K. HUNT My Commission Expires:
.` NOTARY PUBLIC — OREGON
. ..
MY tJam mssion Expires I/►'�/� '
J.94
- 4 'S
December 2, 1986
NOTICE OF COUNCIL WORKSHOP
Notice is hereby given that a Council Workshop, called by the
Mayor, with the common consent of the Council , will be held on
Saturday, December 6, 1986, from 9 a.m. to 5 p.m. in the Town
Hall Conference Room, 13125 S.W. Hall Boulevard, Tigard, Oregon.
The meeting is called for the purpose of giving the Council an
opportunity to discuss various issues.
.T6hn E. Cook, Mayor
City of Tigard, Oregon
cw
Gold Star Example e1 67
record is our municipal Golf Worksp �
jN
"GOLD STARS" Complex participation. Over and directories inttheKentCi�,
T 120'000 people participated in * The City of Kent employees
THE CITY OF KENT Aactivities at the Golf Complex continued to demonstrate their
WORK FOR YOU IN T
in 1985. commitment to public service
* A great deal of work was done to number of ind including a
The City of Kent is proud to cele- improve and expedite the permitinitiatedprogram
bmte a number of achievements process through the Planning new record in United Way contri-
in the 1985 year that make 1985 a and Engineering Departments butions through payroll deduction,
gold star year for all of us * 1985 was a reword year for adoption of ten needy families
*"he City of Kent received a building permit activity in the during the holiday season.
National Award from the City of Kent.Permits for projects Employees have demonstrated a
Government Finance Officers with a valuation of$164 million sincere,caring attitude toward
Association of the U.S and were processed Included are many finding solutions to increasing
Canada for our City's Budget docu- diverse and unique buildings. 11 demands on municipal services
ment.The document has been multifamily projects including * The City of Kent has imple-
identified as being a policy docu- 1,200 units,20 single family mented a number of employee
ment and operations guide,a residences,and two eight story recognition programs designed
financial plan and forecast.and an high-rise buildings to improve morale and productivity.
effective communication tool in * Kent Engineering Department *The City of Kent has initiated a
explaining our municipal govern- is working on 42 projects valued self-funded employee medical
ment budget. at$22 million including these program for improved reliance,
*The City of Kent has received completed projects: the new West considerable cost savings and stabil.
several awards:Tip state award Hill pump station;overall improve- ization,much more flexible toward
for Crime Prevention Practitioner ments of W.Meeker St.;James St. individual employee needs
ofthe Year,Second Honors for pedestrian crossing at the Kent Thank you for helping us celebrate
Crime Prevention p and Commons playfreld;crosswalk at em.of excellence with the City of
the Washington Staaic Com- 42nd Avenue South;and speed {ent.
mission Award for Excellence in humps in residential areas on the r
TIraf£c Safety for the Drinking west hill.Additionally the North
Driver Task Force. Central Avenue improvement project "
* A Master Drainage Plan and is on schedule and within its budget.
Utility was implemented by our *The City of Kent adopted a
Public Works Department to Comprehensive Capital Improve- :
address our storm water problems, anent Program including project
This will ensure that the City of riontization and a framework for
1 �. ...._..
Kent will avoid adverse deve nding
op• fuThe City of Kent acquired an
ment consequences and property
damage due to flooding innovative of an engine-aid car
*The City entered into a vehicle in service with the Kent ~� '~— 3 ••,
Comprehensive Green River Fire Dept. AOOPT'A�PRK
Management Agreement with * A new facility was open for the • • •:�•. A U-I .,
interiwisdictional cooperation Valley Communications Center In coordination vrith the Ns it
promising to find solutions to our and the 911 services were Parks and Recreation Adopt a-
Aooding problems.This is the implemented. Park Program,citizens will be
second agreement ever to be formed * we have achieved improved public- doing some ti up dKeats-
in the State of Washington. private partnership through partici- neighborhood on Cleanup
* Construction began on the new pation in the First Annual Day.For information on Park
Kent Senior Activity Center. Business and Industry Show in Cleanup and to volunteer,call
Ground breaking was held in April of 1985. Industrial revenue Karen Michel at Parks Department,
September of 1985.The facility is bond funding through the Kent Maintenance Division,872-3345.
scheduled to open in fall of 1986. Economic Development Cor-
The new Kaibara Park was poration$12 million in projects DOWNTOWN CLEAN-UP
reconstructed and opened.This second only to Seattle in the State
park reaVizes our sister city in of Washington.
Kaibam,Japan and focused a great * The City of Kent developed tar A Springg Cleanup Activity Day
deal of community participation. get issues for review of priorities is for the downtown area being
*The Parks Department began established by the City Council. coordinated by the Kent Develop.
development on the Van Doren's *The Cit of Kent initiated a ment Association.Cleanup activities
Landing Parkon the east shore number of new communication will include sw�eepirr�landscaping
of the Green River.This park is tools for citizen access to the some painting,eta The Cleanup
being developed with State funds City including the 872-KENT Day is scheduled for Saturday,
and offers a valuable link to the Feedback hotline,improved eom- April 26.For snore information
m river resourr:e munication through fliers,"Pardon contact Sarah Stiteler,Planning
*The City of Kens,set a new our Progress"signs on our Public Department,872-3390.
MEMORANDUM
CITY OF TIGARD, OREGON
TO; Bob Jean, City Administrator November 20, 1986
FROM:" Donna Corbet, Executive Secretary
SUBJECT: Current/Potential Board Committee Vacancies
Board/Committee Name Date
Budget: Nancy Campbell 7/1/86
Budget Dale Evans 711186
Economic Development John Savory (Mayor's Designee) 12/31/66
Juanita Caday 1/16/87
Jim Corliss 1/16/87
Susan Clark 1/16/87
Richard Cochran 1/16/87
Kathryn Budny 1/16/67
Transportation NayoW-s Designee 7/16/86
At Large 12/31/88
Tom Sullivan (C of C) 12/31/86
Bonnie Owens (P.C.) 12/31/86
Joe Schweitz (NW of Pac Hwy) 12/31/86
Parks i Rec Dr. Graham (w/like re-appointment) 12/31/86
Pat 161a s 12/31/86
Elisabeth Golden 12/31/86
�? Sandra Helfrich 12/31/86
f
12/31/86
Utilities & Franchises Marcia Geiser (resigned in Sept.) 12/31!86
Don Jacoba
Phil Edin (Ex Officio) 12/31/86
LaValle Allen (resigned in Sept.) 12/31/87
Gty of Beaverton
Lorry D. Cole LETS TALK ABOUT YOUR FUTURE
Mayor
Dear Neighbor:
It's no news to anyone who lives in the Beaverton area that growth is rapidly
changing the character of your neighborhood. provideContinuing
development
t hof
strained the ability of County goverment
services such as neighborhood police patrols and road maintenance.
Over the last few months the City of Beaverton has been studying ways to deal
with these problems. After much discussion, weighing the cost, benefits and
quality of services available and after numerous meetings with residents
outside the City, the City has concluded that it can effectively provide the
urban services that are needed in the area adjoining the City.
Beaverton has a strong commitment to provide quality municipal services,
including first-class police protection, a strong road maintenance system,
act:ve neighborhood rro library services variety
of cultural activities.
ctiies We'd like provide these quality services in you
neighborhood.
Please take a few minutes to consider the enclosed information. Consider the
services you can geit if d to fillur join the out Cands If mail the enclosed thatou agree annexing
Xto the
is
desirable, you are Invited
City Council.
Our Urban
staff
will be in fnehehduringthe next month to
aanwrouquestions Also, plaseeelfret Contact them at 526-2419
Sincerely,
�j
Larry D. Cole
Mayor
LC:ca
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4755 S W Griffith'Drive, P.O. Box 4755, Beaverton, OR 97076, General Information: (503) 526-2222
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City of Beaverton
BEAVERTON: A FULL-SERVICE CITY
The City of Beaverton offers a full range of basic services directly related
to the needs of the residents of eastern Washington County.
Police: Beaverton provides progressive full-service law enforcement to the
community.
This includes neighborhood patrols within the five police districts on a
24-hour basis. The department also provides investigative, traffic safety,
crime prevention, canine and support services.
The Beaverton Police Department strives to maintain a 3- to 5-minute response
time to calls for police service. It is committed to excellence in law
enforcement, emphasizing the importance of interaction and cooperation with
our citizens.
The department has 48 sworn officers and 15 civilian employees. This
translates into a ratio of 1.8 police personnel for each 1,000 City
residents. This is more than double the county sheriff's ratio of law
enforcement officers to res den s served.
Beaverton's police budget represents approximately 30 percent of the City's
general fund, reflecting a strong commitment to a safe community.
Fire: The Fire Department provides fire fighting and emergency medical
services from two fire stations. The department is prepared to meet the
demands of a growing city by providing fire suppression, fire prevention, code
enforcement, community education, fire and life safety instruction, building
plan checks, and emergency medical services.
The department strives to maintain a 5-minute response time to fire alarms.
Emergency medical service is provided at an average response time of 4 minutes.
The Beaverton Fire Department has 37 fire fighters, 7 emergency medical
technicians, and 12 other fire personnel. The department is committed to
providing optimal levels of fire and emergency services to the residents of
the City.
As a percentage of the City's general fund, the Fire Department represents 30
percent of the total. Fire suppression services are augmented in Beaverton
through a contract with Washington County Fire District No. 1.
Sewer: The City provides sewer services in conjunction with the Unified
Sewerage Agency. The City is served by the Rock Creek and Durham sewerage
treatment plants.
- l
° 4755 S.W. Griffith Drive, P.O. Bax 4755, Beaverton, OR 97076, General Information: (503) 526-2222
�.:_ An Equal Oppc tunny Employer
The cost of sewer service is the same inside the City as outside the City.
Sewer bills are sent out monthly.
Water: Areas that are newly annexed to the City will continue to receive
their water from the existing water districts (Wolf Creek, West Slope, Raleigh
Hills and Metzger).
The source of this water is Portland's Bull Run Reservoir. The City has an
Intergovernmental agreement with Wolf Creek and is negotiating similar
agreements with other districts for water service.
In most cases, the cost of water inside the City is nearly identical to the
cost outside the City.
Streets: Beaverton provides a comprehensive street maintenance program that
includes repair and up keep of neighborhood streets. By contrast, local
street maintenance is not provided in the unincorporated areas under the
jurisdiction of Washington County.
Neighorhoods: The City has a strong neighborhood association program which
is aimed at encouraging active citizen involvement in all aspects of City
government. Staff assistance is provided by the City to help neighborhoods
with special projects and activities.
Planning and Building: The City Planning Department has a longstanding
tradition of citizen involvement in land use planning activities. Citizen
volunteers serve on both the Planning Commission and Design Review Board and
receive technical support from the Planning Department staff.
Beaverton' has an intergovernmental
errnment will be zoned ned upon annexant with tion.Cton ounty that
specifies how land outside
Code Enforcement: The City has an active code enforcement program which
helps residents take care of nuisances that occur from time to time in any
neighborhood.
Parks: Parks and recreation services are provided in Beaverton through the
Tualatin Hills Parks and Recreation District. In addition, the City maintains
an extensive network of bicycle and jogging paths.
Culture and the Arts: The Beaverton Arts Commission arovides a year-round
service of art exhibits and performances. The City operates a full-service
library, including video cassette and ,compact disc collections.
LC:ca
0331T
'- - of Beaverton
WHAT IT COSTS TO JOIN THE CITY
Out of City THESE DON'T CHANGE Inside City
(Tax Rate) (Metzger Water District) _ (Tax Rate)
13.40 . . . . School District #48 . . . . . . . 13.40
0.25 . . . . . . Eduction Service District . . . . . . . 0.25
0.85 . . . . . . Portland Community College . 0.85
0.43 . . . . . . Port of Portland 0.43
0.16 . . . . . . METRO 0.16
2.82 . . . . . . Washington County 2.82
0.25 . . . . . Unified Sewerage Agency Bonds . . . . 0.25
1.36 . . . . . . Tualatin Hills Parks and Recreation District 1.36
0.59 . . . . . . Metzger Water District Bonds . . . . . . 0.59
20.11 Subtotal 20.11
THESE DO CHANGE
2.61 . . . . . . . . Fire District #1 . . . . . . . . 0.00
0.00 . . . . . . . . City of Beaverton . . . . . . . . 4.19
22.72 Subtotal 24.30
NET CHANGE: + $1.58
OTHER CHANGES
Sewer Rates -- See reverse
Water Rates -- See reverse
Street Lights --Stop Paying County Street Lighting Levy
Garbage -- No change
Cable T.V. -- No change
TOTAL NET CHANGE
Example: $75,000 House pays $55 per year in street lights
$7500,00- x $1.58 = $118.50 - $55 = $63.50 per year
,000
Figure your change:
x $1.58 = $ _ - $ _ $ per year
,000 property street Net
taxes Lights Change
(TURN PAGE OVER)
4755 S.W. Griffith Drive, P.O. Box 4755, Beaverton, OR 97076, General Information: (503) 526-2222
A4Q8S 1 An_Equal Opportunity Employer
f{
SEWER SERVICE The cost for sewer service would remain the same. however,
rather than paying $129 once a year with your property taxes, you would pay
$10.75 per month. Again, there would be N0 CHANGE since 12 months x $10.75
per month = $129.
NATER BILLING -- Annexation would not affect water rates or water
service. You would continue to be billed by Metzger Nater District at the
rate shown below:
Metzger Nater District
BJ-Monthly Fixed Charge (includes 400 cu. ft. of water) $ 6.50
Charge per 100 cu. ft. of water used (after 1st 400 cu. ft.) .95
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City of Beaverton
PROPOSED COUNTY SPECIAL SEVIICE DISTRICT
LOCAL POLICE PATROL
LOCAL ROAD MAINTENANCE
Washington County presented a 5-year Financial Plan called Washington County
2000 to the public in October 1986. This plan was a proposal for Tax equity
in the financing and delivery of police patrol and road maintenance services.
The plan calls for County-wide services to be paid for by a County-wide tax
(the new tax base passed this November) and local service to be paid for by
the people who receive the services.
To accomplish this goal Washington County has proposed the establishment of
two County Special Service Districts: Local Police Patrol District and Local
Road Maintenance District.
You can expect to vote on the formation and fundJnQ of the Police Districts b
late Spr ng or early Sumner o 987.
The timing of the Road Maintenance District is still uncertain.
WHAT WILL THEY DO?
HOW MUCH WILL THEY COST?
LOCAL POLICE PATROL DISTRICT
It will shift the responsibility for 4yJnQ for Sheriff's patrol from the
County General Fund new tax base o the Local Police Patrol Special
District. If the District is estaTished, the most probable funding
source is aproperty tax levy.
The minimum level of police patrol under the District (1.00 officers per
1,000 population) is higher than the current total sheriff service
provision (.7 personnel per T,000 population) but lower than the City of
Beaverton (1.87 personnel per 1,000 population).
The Patrol District is expected to assume an increased share of the cost
for patrol service in the next 5 years. General Fund support will
decrease from 58 positions this year to 25 positions in 5 years.
4755 S.W. Griffith Drive, P.O. Box 4755, Beaverton, OR 97076, General information: (503) 526-2222
An Equal unity Employer 7
n ..
r
The pro ected cost of the tax levy for 1 officer per 1,000 population is:
$0.60 per $1,000 of assessed value FY 86-87
0.80 „ „ of n n FY 87-88
.
is FY 88-89
1.1111 �� n �� „ FY 89-90
1 r n „ FY 90-91
1.26
Cost for City Police service is included in the net $1.58 increase in
taxes to join Beaverton.
LOCAL ROAD MAINTENANCE DISTRICT
This District would provide funding for the maintenance of local roads
(subdivision roads) that Washington County does not have the fading to
maintain.
The Road Maintenance District is currently being reviewed in light of the
recent defeat of the County's 3 cents per gallon fuel tax and is expected
to be brought forward in the Summer or Fall of 1987.
Road Maintenance is not the reconstruction of existing substandard roads.
The projected cost and financing method to be used to fund this District
are not in final form. However, there are two protections of cost
available.
58 cents per $1,000 of assessed value for the
Urban Unincorporated Area only
or
$1.00 per $1,000 of assessed value for the
Entire Unincorporated Area
BASED ON THE FIGURES StiPPU.,IED BY THE COUNTY, IT IS PROJECTED THAT THE TOTAL
C05T OF URBAN SERVICES OUTSIDE BEAVERTON WILL EQUAL_ OR EXCEED THE COST I
NV I OI TRICT ARE STABLISUED AND 0.
If you have any questions, please call the City of Beaverton Urban Services
staff at ,526-2419.
LC:ca
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O4225
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Gtr of Beaverton
To the Beaverton City Council:
We/I } '
request that the City Council approve the proposed annexation of our/my
neighborhood and send the annexation proposal to the Boundary Commission for a
final hearing.
We/I have received information on the effect and cost of annexation from the
city and consider this when making our/my decision.
We/I would like to add the following comments:
A. We/I support this annexation to the City of Beaverton.
Inert#—aT
B. Additional Comments:
Thank you for your consideration of this matter.
Signature Street Address
Signature Street Address
5gnature Street Address
0323V
Y 4755 S.W. Griffith Drive, P.O. Box 4755, Beaverton, OR 97076, General Information: (503) 526-2222
M Egwi Opportunity Emplavw
NO POSTAGE
NECESSARY
IF MAILED
IN THE
UNITED STATES
BUSINESS REPLY MAIL
FIRST CLASS PERMIT NO. 446 gEAVERTON, OR r
POSTAGE WILL BE PAID BY ADDRESSEE F
Urban Services Staff
Beaverton Planning Department
P.O. Box 4755
Beaverton, OR 97076
i
��r�s�s���s���s�����sa�a�����r�:������•��a���•����•��e���•�����ws�osa�..•���i���0*000*00 0•00000**0***r****00*1.
FOLD AND SEAL BEFORE MAILING ��EE
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Gty of Beaverton
PUBLIC HEARING NOTICE
Dear Beaverton Neighbor:
As you probably already know, there is an annexation effort under way in your
neighborhood. If this annexation effort is successful, you and/or your
property will be within the jurisdiction of the City of Beaverton and will
begin receiving City services following annexation.
This annexation is proceeding by resolution of the Beaverton City Council is
provided by State Law, ORS 199.490(1)(a). The City is currently providing
Information on the effects of annexation and is working to personally contact
all residents and property owners in the proposed annexation area (see
attached map). A report on the proposed annexation will be submitted to the
City Council at a public hearing (listed below) along with all letters of
support, upon Council approval the annexation proposal will be sent to the
Boundary Commission for a public hearing and final action (listed below). If
the Boundary Commission approves the annexation you have two possible courses
of action during a 45 day period before the annexation is final:
1. If you are satisfied with the annexation, you do not need to do anything
but wait.
2. If you are not satisfied with the annexation, you may collect the
signatures of 100 registered voters or 10% of the registered voters,
whichever is less, and turn them in to the Boundary Commission. This
action would result in an election being held on the question of
annexation.
If an election is called for, we urge you to exercise your right to vote.
Public hearing on this annexation will be held at the following times and
places:
Beaverton City Council Metropolitan Boundary Commission
12500 SW Allen Blvd. at the Multnomah Courthouse
Beaverton 1040 SW 5th, Portland
January 12, 1987 March 12, 1987
7:45 p.m. 7:30 p.m.
If you have any questions, please contact the City at 526-2419.
0328V
4755 S.W. Griffith Drive, P.O. Box 4755, Beaverton, OR 97076, General liAbrautwn: (503) 526-2222
r M Equal OppoKtxfity Pnooyff
Bulk Rate
U.S.Postage
PAID
�7.. Beaverton.OR
tky of Be a,mems Permit No.97
PINY te+t DGIA.
475S S.W.GriW#th Drive
P.O.Box 47SS
g"veMn.OR 97076
Rev ident
Apartment #1110
= 7550 SW Scholl* Ferry Road
Beaverton, OR 97005
" �
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CITY OF TIGARD
sb MEMORANDUM
TO: William A. Monahan, Community Development Director
FROM: Randy R. Wooley, City Engineer
SUBJECT: Fonner Street
DATE: December 5, 1986
'z
As requested, I have made a brief review of Fonner Street and made some rough estimates
of the costs of improving the street.
Currently, Fonner Street is designated as a minor collector on the City's Comprehensive
Plan Transportation Map, but the existing street falls far short of minor collector standards.
The existing pavement appears to be a very thin section designed for very light traffic
loads; it is narrow, poorly drained and in poor repair. The only acceptable pavement
improvement appears to be total reconstruction. Where half-street widening has occured, it
has been to local street standards. The existing right-of-way is 40 feet to 50 feet wide.
Most of the abutting property is fully developed with low-density residential uses.
Most of Fonner Street is not currently served by sanitary sewer. Sewer construction should
be considered prior to major street reconstruction. I estimate a cost of $150,000 to
$250,000 to provide sewer along Fonner Street. Sewer costs are not included in the
street improvement estimates below.
Three possible alternatives for street improvements were considered:
Alternate I--Replace existing pavement. If we were to simply replace the existing pavement
with no widening and no other improvements, the estimated cost is $250,000. This
alternate is not recommended. This alternate provides no shoulders or sidewalks needed
for pedestrian safety. This alternate does not provide the storm drainage improvements
needed to assure a long pavement life.
Alternate II--Minor Collector Standard. To construct the street to full minor collector
standards would cost an estimated $1,000,000 to $1,500,000. This includes a 40-foot street,
curbs, sidewalks, drainage and street lighting. Substantial right-of-way acquisition
would be necessary. Such widening would require the removal of trees, fences and other
improvements in many locations.
Alternate III--Modified Standard. Because of the existing narrow right-of-way and existing
development of abutting property, it might be approl.ate to use a street section with a
reduced width of approximately 30 feet, and a sidewalk on only one side. While not ideal,
the reduced section would probably operate satisfactorily in this particular location.
It would provide a cost savings of about 252 compared to Alternate II.
It would also be desirable to improve the intersection of Fonner/Walnut/Tiedeman.
Intersection improvements would be in addition to the improvement costs discussed above.
p4 , ,
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Council Manager Relations
LEADERS®IP QUOTES
1 . "power: The basic energy to initiate and sustain action
translating intention into realit ,
the quality without
which leaders cannot lead." warren Bennis
2. "All men dream; but not equally.
Those who dream by night
in the dusty recesses of their minds, awaken to find that it
was vanity;theymayuacththeir dream with open dangerous
9se��
eyestomakeit
that they
possible." T.E. Lawrence
3. "Fail to honor people, they fail to honor you;
but of a good
leader who talks well, when
ehis
work thus done,
his,"aim
fulfilled, they will say. w
Lao Tzu .
4. "The leader must have infectious optimism."
Montgomery
�. 5. "Leaders uererra�chdraoretand theyle are
actronoboths" but they feel
that they
Chet Newland
6. "Leaders in the future need to know the questions and need
to understand peoples' needs to engage."
John Naisbitt
7. "Ask your horse. You can lead your horse to water but you
can' t manage him to drink. r - United Tech. Corp.
S. "People don' t want to be managed. They want to be led."
United Tech. Corp.
9. "The new leader. . .is one who commits people to action, who
converts followers into leaders, and may convert leaders
into agents of change." warren Bennis
10. "Leobsession.p.Consisten�ionCreatinglheroes. . .Co aching. . ."
Peters
SUMEK ASSOCIATES
3935 Orchard Court
Boulder, Colorado a 80302
2
Leadershi uotes Continued
11. "To lead is to choose, and
tochoose rightly as a leader you
must see the enterprise w
James Callaghan
Prime Minister
12. "Transformative leadership is the capacity to translate
intention into reality and sustain it."
James MacGregor Burns
13. "I feel sorry Bilks. ce�andhgiveat eordersis e8butnnot a,damn ing
to sit in the
thing's going to happen." Harry Truman
14. "of what use .is pain if not to teach hoetfiearsstto obligation."
avoid it?
The leader not only has the rig
Harry Levinson
r 15. Managers do things rights leaders do the right things.'"
warren Dennis
16. "Alice: 'would you please tell me which way. I ought
to go from herendd on where you want to get.' "
Cheshire Cat: 'That depe
Lewis Carroll
17. "But
hard is .to learn i�hchiefmind
authority�- powerrthe
shows the
heart, till he be tried
man." Unknown
1 g. "if you can dream it, you can do it." wait Disney
19. "If you want to manage somebody, manage yourself. Do that
well and you
ll be ready to stop managing. And start
leading," United Tech. Corp-
Zp. "Z have a dream." Martin Luther Ming
21. "To dead, one must follow." Lao Tau
LeadershipQ_ uotes Continued
22. "individual"leaders - not organizations - create
excellence. Hickman and Silva
23. "The 'western System—in its present state .of spiritual
exhaustion does not look attractive• • •until the west
overcomes its loss of will P'� r• Alexander Solzhenitsyn
24. "Even if you are on the right track, you' ll get run over if
you just sit there. Will Rogers
25. "Leaders have failed to instill vision, meaning', and trust
in their followers. They have failed to empower them."
Warren Bennis
26. "Nothing worthwhile can be accomplished without
,. determination." Admiral Richover
27. "Leaders must conceive and articulate goals in ways that
will lift people out of their petty preoccupations and unite
thew toward higher goals." John Gardner
Z g. "I know '.why there are so many people who love chopping
ted, In this activity one immediately sees the results."
Albert Einstein
29. "These are the hard times is forcgrea�tenius leadersud wish to
"
_ live. Great necessity cal
Abigail Adams
t u walk down the middle of the road long enough,
3�. "If you u your back."
someone will paint a yellow stripe p Yo
K.f Anonymous
31 . "Leadership is action not position." Donald H. KcGannon
32.' '"The real leader CV, has no need to lead - he is content to
mint the way. Henry Miller
z
4
Leadership Quotes Continued
33. - "Anyone can hold the helm when the sea is calm."
Publilius Syrus
34. "Nothing will ever be attempted, if all possible objections
must first be .overcame."
Dr. Johnson
35. "The final test of a leader is that he leaves behind in
other men the conviction and the will to carry on."
Walter Lippman
36. "Leadership appears to be the art of getting others to want
to do something you are convinced should be done,,"
Vance Packard
37. "The leader is a stinulus, but he is also a response."
Edward C. Lindeman
3S. "It is hard to look up to a leader who keeps his ear to the
ground."
James H. Boren
39. "If the blind lead the blind, both shall fall into the
ditch."
(Matthew 15: 14)
48. "In accomplishing anything definite, a man renounces
everything else."
Santayana
41. "Reason and judgment are the qualities of a leader.'
Tacitus
42. "Never tell people how to do things. Tell theca what to do
and they will surprise you with their ingenuity."
George
ngenuity.George S. Patton
43. "A leader is the one who keep the guys who don't like
3 you away from the ones who are undecided."
X Casey Stengel
44. "If life hands you a lemon, make lemonade.".
Ann Landers'
42
My GOVERNANCE CHALLENGE: LEADERSHIP FITNESS TEST
Please circle the
QUESTIONS appropriate response
1 . Is there a common vision of the Yes Some No
future direction of our city of 1595
and beyond?
2. If the Mayor and Council are asked to Yes Some No
identify major issues* would
d five
iveues bto
seven common top priority
identified?
3. Have the Mayor n�hCeity Council,d fined Yes Some No
conjunction with
specific .action plans for achieving
goals?
4. Do the Mayor and City Council period- Yes Some No
ically .meet to review and adjust the
goals?
5. Is there joint problem solving among Yes Some No
the Mayor, maCityCOnciandity aff
in addressing j policy cY issues?
* - 6. Is there a sense of partnership between Yes Some No
the Mayor and City Council and other
'policy leaders, including boards and
commissions?
7. Does each member of the City Council Yes Some No
assume . responsibilities for public
Eor
education and mobilizing support
the City?
S. Is there a sense of teamwork and unity Yes Some No
among the Mayor, City Council and
city staff?
9. Are there effective means for gaining Yes Some No
citizen feedback and input on policy
issues?
10. Does the Mayor and City Council take Yes Some' No
time to evaluate their own performance?
TOTAL:
Leadership Insights:
46
a; LEADER: REFLECTIONS
Name:
Reasons for selecting the leader:
s
a- Leadership characteristics:
Y
Barriers to effective leadership
w
29
Figure 1
(4M t) E L
C I T Y W E L L N E S S O
R �
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I"Itocess
Direction: what Slioutc: !la tone
educate
Influence
Inspire
Vision
Targets
policies
T e
Expect tions
PROCESS E
' How to Accomplish E
Plcocess Design= U
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Org. P ilosophy
prones Designs
Org. S ructure
Tra'n ing
• pr ram
7
ERYIcc DELI ERY P ESS
Action to Deliver Service
Actions
Police Service C
Fire Service
Public Works Service T r
Finance Service
planning. Service
�e4
Etc_
.Y
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CITY OF TIGARD, OREGON
ME140RANDUM
TO: Don Moen, Planning Commission Chairman
July 14, 1986
FROM; Bob Jean, City Administrator
SUBJECT: PLANNING COMMISSION WORK PLANS
TJ
Attached is the work plan list identified by taff and eed to meetninon to ommis iit on 3t the
Workshop. We w
work plan order. Thanks.
o Transportation Program Support (TR)
. Transportation Public Facilities Plan (CE)
. Transportation Element Com . Plan Update (PC)
Street Classifications (PC�
o CC/B&C Workshops (CC)
o Long-Range Development Impact Analysis
o Downtown Improvement Plan & CIP Support (ED)
o Commission Education & Information
o Annexation & Municipal Services Policy Support (CC)
o Periodic Project Reports
o Hearings Officer/PC Coordination & Roles Discussion (PC)
o NPO Expansion and Comp. Pian/CIP Update (CC)
o Public Hearings and P.C. Business (PC)
o Public Facilities Plans and CIP (CE)
o Comp. Plan/Development Code Updates (PC) Areas
Landscape Buffering Established & Developing
Density Calculations
P.D. Chapter .
Sign Code & Exception Criteria (Task Force?)
Wetlands/Sensitive Lands
NPO Fee Waivers?
Half Streets, SDC & Non-Remonstrance Agreements
Local Streets Policy
Home Occupations
Housekeeping
Development Conditions and Standards
Parking Code
o Area Plans Support (CD)
Downtown Area Plan (EO)
Scholls Ferry Road Area Plan (PC)
Parks Plan b CIP Support (PR)
Tigard Triangle Area Plan (PCj
S
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- - CITY OF TIGRRD OREGON RY .
,r- AGENDA OF: Seatember 15, 1986. DATE SUBMITTED: Seatember S. 1986
ISSUE/AGENDA TITLE: Workload/
le PREVIOUS ACTION:
(
Staff iPlan FREpARED BY: Staf�Admin�istra�tOr
DEPT HEAD OK CYTY ADMIN OK REQUESTED BY: Cit
POLICY ISSUE
Should the larger Beginning Fund Balance funds from last year's higher
revenues and love expenditures
sbe serviceSed for leveis benvice-adjustedeland downward staffing
under
increases year,
current staff levels as workloads increase.
INFORMATION SUMMARY
Workloads are higher in every department and have been largely underestimated,
by as must as 20 to 30 percent. Our community's comparatively strong local
growth, and increased citizen expectations following the
economy, population
Civic Center dedication and Tax Base approval has increased workload demands
in all departments. The"following has been used to keep up with
higheworcooaads time
maintain service and
levels under existing staff: overtime,cation accrual), consultants,
accruals, delayed vacatians ( highs increased volunteerism.
temporary staff (both full and part time),
and ALTERNATIVES CONSIDERED
1. StatusQuo with resulting service level cuts beginning this fall to get
back within Budget authorizations and desired accrual levels, assuming
workloads will decrease and balance out within the year.
2. Authorize additional funds for more and continued
tbacklogs hand, workload
assuming
workloads will decline but recognizingcurrent
levels.
3. Review the'Workloads and Staffing Plan. Assume workloads will
increase
authorize
shown in the plan. Approve plan as a planning guideline
C2vised staffJKS this year per the Staffing Plan.
FISCAL IMPACT
1. Nominal cost but service level cuts in fall.
2. $343,200 EST. (it FTE x 2,090 hours x $12.50 per hour total average cost,
not added Pole + 20 percent MS).
3. $397,500 EST. (13.25 FTE including added Police at $25,000 average total
Police
cost + 20 percent MS).
SU(�GESTEO {IC'TION
N3 — Approve the Workload/Staffing Plan as a financial planning guideline,
( direct staff to prepare Budget revision estimates for Contingency
appropriation in October, and authorize staff to begin recruitments with new
hires to start after specific October Budget authorization.
dc79
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CITY OF TIGARD, OREGON Ln
M
MEMORANDUM
Tn: City Administrator October 25, 1984
FtcaM; Chief of Police # '/
SUBJECT: FY 84/85 Service 1 Priorities
84/85 FY SERVICE LEVEL PRIORITIES SLH4ARY
+� Service Level Functions Positions F.T.E.
IV (Full Service) Provides for all police service Sworn (1:600) 32
Priorities and complete range of Civilian (1:2000) 10
crime prevention and comunity Totals (1:450) 42
education programs.
Total Staffing Requirements: 1:450
III (Basic) provides for all police service Sworn (1:700) 28
Priorities and a limited range Mals(1(525)00) 37
of crime prevention and comumity
education programs.
Total Staffing Requirements: 1:525
v II (limited) provides for all police service Sworn (1:8QQ) 28
i priorities, except priority III Civilian (1:2500)
traffic and discretionary Totals (1:600) 33
services and limited staff support
to the Crime Watch and community
$ education programs.
Total Staffing Requirements:
1:60U
4 Provides for all police service Sworn (1:900) 22
(core)I
priorities, except priority III Civilian (1:2800) 7
traffic and discretionary Totals (1:675) 29
services. Requires strict
management of high priority calls
and stacking law priority calls.
Limited staff support to the Crime
Watch program.
Total Staffing Requirements: 1:675
>` MrE: See attached police service priorities as per City Resolution 82-74
x4 .
and priorities
adopting a police mission and goal statements
r
��H'�hwnry.i�'Va!-+ho Jrx K,..v A.�•M's a k - f '',��y>-- _ ,.m,w. •F�, "7#",'r-'a.�'„k- `di
POLICE
M
DATA BASE S MY
RE: Staffing Needs Ratios for the Following Levels
1 warn Personnel: bevel FTE Ratio
IV (Full Service) 32 1:600
III (Basic) 28 1:700
II (Limited) 25 1:800
{{ I (Core) 22 1:900
1
Civilian Personnel: IV (Full Service) 10 1:2000
III (Basic) 9 1:2200
II (Limited) , 8 1:2500
I (Core) 7 1:2800
'ib)tal Police Department Staffing Requireffents:
IV (Full Service) 42 1:450
III (Basic) 36 1:525
II (Limited) 33 1:600
I (Core) 29 1:675
population Used: 19,500 FY 84/84
r
ruL.it.t
r�
ch
j EXHIBIT
CALLS FOR SERVICE MANAGEMENT
RESPONSE PRIORITIES
CRIMINAL PRIORITY
PRIORITY
DISCRETIONARY PRIORITY
TRAFFIC PR
Priority (01) Priority (gl) Priority (fl)
Potential for violence or injury
All Violent Crimes Life Threatening *Alarms (Fire or Police)
in Progress *Accident:Injury/ *Disturbances
j *Homicide Fatal
*Hit 6 Run:Injury *Family Fight::
*Rubbery *Prowlers
,*Rape _. • *D.O.I.I.
i *Reckless *Suicides or attempts
*Assault
*Burglary *Extreme 'Hazards *Fires
*Warrants Felony
(occupied bldg.) *Elude
. *Unwanted Persons
iArsoa
*Wire down (Power) -
*Assist Agency (Criminal)
*Hazards (injury threatening)
Priority (i2) Priority (#2) Priority (f2)
Non-violent s
Non-violent Crimes Harards to Public *Assist Agency (non-criminal)
Jim Progress Safety
*Hurglary *Non-Injury . *Dag Bites
i (unoccupied bldg.) accidents on a • Matters
deck Buildings
*!heft public street
*Forgery *Directed Traffic *Hazards
*Fraud Enforcement • *Suspicious Auto/Person
itdoa Traffic *Hazards
*Vice/Narcotics *Ra (no immediate threat)
y; *ulsacted' Crime Enforcement *Narcotics information
•Subpoena/Summons Service
Patrol
*Persons: Drunk/sick/confused
z - *Juvenile Problems
*Check Occupant
n ' Priority (d3) Priorit (i�3) Priority (13)
►Reported crimes of General Tra Lc General
all index crises *Traffic Nuisance *Traffic Problem
' which are cold *Parking *Wire Down (non-power)
*Abandoned Vehicles *Found Property
$, *Non-injury -accidents *Lost Property
with damage under *Prowl Checks
$400.00 value *Animal Problem
*Assist Citizens
oDeliver Messages
*Noise Abatement
*Private request for towiag
.:- auto
*Vacation Checks
*Unlisted Sitvatiors
" . *Non-Injury accidents on
€ private property-(civil
matter)
L:¢w
1984
SERVICE LEVELS
m
M
m j
1 (1:900) II (1:800) III (1:700) IV (1:600)
FTEs 29 33 37 42
Sworn FTE 22 25 28 32
Civilian FTE 7 8 9 10
Personnel Distribution:
Administration 2.5 3 2 2
patrol 20 22
Investigations 13.5 14 6 (5 - 1) 7 (6 - 1)
Support Services 7 8 9 (8 - 1 Crime 11 (9 - 1 ME
Analyst 1 CA
29 33. 38 42 T "
patrol PerfonTarce ExE2Ctatiors: (Calls for Service)
crime I (16 FTE) � � 114(18 FTE) III (20 FTE) IV (22 FTE)
1part I 1,075 - 1,075 1,075 '1,075
part, II 877 877 877 877
Non-Criminal 7,282 7;282 7,282 -7,282 s
ffic Accidents 3+46 W 346 346
lffic —1 F.K.ee M 4,951 5,455 5,959 6,463
e Load/Officer 937 835 t 102) 777 (- 160) 729 t- 208)
BnergenW itty��
Time i 4.5 min. 4.16 min. 3.85 min. 3.59 min.
anargency Aasponse
Time (Full Service) A.3 min. 8.5 min. 6.26 min. 4.4• min.
]Obligated Time 828 728 658 598 (80/81)
Non--0bligated Time 188 288 358 418 (80/81)
Crime Cleared
z part I/Per Officer 22 22 22 22
Part II/Per Officer 35 35 35 35
Total Crimes Cleared 895 1,009 1,123 1,237
. % Cleared
Part I 31.7% 35.88 39.98 44.0%
part 11 63.2% 71.18 79.18 87.18
Perfxwwice
_
f 1984 Data Base
CSE
.—. CSF: ------------ - - -- - ------.
i
CBUGftW TIM
Tue
sc�ivaTla c
PATEM TIME
,
P I� I LEVEL II LEVEL III
LvVm IV
LEVEL
Dore Limited Basic Full Service
16 FTE 18 FIE 20 FTE 22 FTE
I 14
14
� � N
4 N
1
Go
4.4
V N
g q q q q H
.J
.,4
� n
v
INVESTIGATIVE PERFORMANCE E)a WTATIONS
1984 Data Base
I (3.5 FTE) II (4 FTE) III (5+1 FTE) N (6+1 FTE)
i
Oases Received 1,573
1,573 1,573 1,573
776 671 566 461
Cases Suspended 483
Cases Assigned to Patrol
483 � 483 483
Cases Investigated
314 419 . 524 629
{ 105 105 - 105 105
1 oneI,oWInvestigator
part I Crimes Cleared
105 135 165 195
30 30 30
"r-bored/Investigator .�
II crines Cl---- 45 58 70.6
83.4
ear
Investigator
12.8 12.8 12.8 12.8
8 part I and II Cleared
478 468 458 448
150 193 236 278
# Part I and II Cleared
% of g0tal Cases Investigated
208 26.6$ 33.3% 408
x- 1
V
1
41
in
.. dry-. '.Rl� tti+rr`�<;.`:•:� iU;�'Y�,bstit•b M W
N Ni N N N
s ml u to D air, <...:.;.,.., .
i Support Services Division provides just what.4hts title inplies, and that
! is-support, not only in dispatching and rec&dskeeping, but in other areas as
well. It stands to reason, therefore, that there mould be a ripple effect in
the workload if the performance expectations of other divisions increased;
additional support would be needed.
Additional support would assist Administration Division, shifting crime
analysis to support Services. ICRP data entry would be done on a routine and
timely basis, thereby creating time for the crime analyst to perform the
f analysis functions. A Ccmnniity services Officer could be hired to provide
i support to the citizens of Tigard, such as crime pmvention. M* witi.ne
j
administrative typing now done by the Services Marmger would be done, thus
giving her time to provide more support and supervision to her division.
Patrol Division would be writing more citations, creating more radio
traffic and teletype^transactions. Carding and filing duties would increase
....
as well. With increased non--obligated time, case clearances would rise, again
creating additicru l v=kload. An increase in property/evidence functions will
occur.
In Investigation Division, more cases would be investigated, and the
rnzAms of taped interviews would increase aeoordingly. With additional.
clerical support, detectives would be able to dictate their reports; at core
level they either hand write or type their own. As in the Patrol Division,
more case clearances would occur. The increased workload in this Division
alone would necessitate a clerical person to spend their entire shift just
assisting than.
Additional support would greatly enhance the Support Services Division,
providing the necessary relief for vacations, sicknesses and maternity leaves.
4 At oar+e level, shortages of personnel creates a backlog of investigative
typing, property duties, and other functions. As stated before, if
iia;
performance expectations in other divisions increase, we Could nat afford to
let this backlog occur.
Automation of records would certainly assist the efficiency of our
division, and help give the clerical support necessary. However, it must be
rered that all the records stored manually must be entered into the
fir; this will be a long and time consuming process.
As stated above, our division gives support to all other divisions. As
I they increase their workload, we increase our workload.
i
i
1 �
3 Y
II ARTICLE,
.1 TIGARD POLICE
DEPARTMENT
Ln
AL EFFECTIVE$
GEnER May 24, 1984
REVIEW=
ORDER 1985, 1988, 1990
4 { SUBJECT= TERMINATION OF SPECIFIED TRAFFIC AND
n I DISCRETIONARY SERVICES
PURPOSE: To provide emergency services in a timely manner, and to focus
on specific criminal activity within the Tigard community.
Effective this date the following priority three (3) activities as
i esolution 82-74, adopting a police Mission .
identified in City of Tigard R
and goal statements, and priorities, will be terminated.
Traffic Priority (#3) Discretionary Priority (#3)
General Traffic General
Traffic nuisance Traffic problem
(non-power)
Parking
} Abandoned vehicles Found property
Non-injury accidents with damageC. Lost property -
• Prowl checks
under $400 value Animal problem
(Note: no investigative time Assist citizens
will be devoted to . Deliver messages
non-injury accidents with Noise abatement
damage estimated to be Private request for towing auto
under $1,000 per vehicle, Vacation checks
and flit and Run accidents Unlisted situations
Non-injury accidents on private
without suspects and
4 suspect vehicle information. property (civil matter)
Requires a daily log entry
only).
In addition to the above, the department will no longer be able to provide
community education and crime prevention programs, with the exception of staff
support to the Community Crime Watch Steering Committee.
R.B. Adams
Chief of Police
;}
t
1983 ANNUAL PERFORMANCE OBJECTIVES
Goal Actual
I. Patrol Division _
A. Crime:
I1. Part I Crimes Cleared 28%
2. Part II Crimes Cleared 58%
B. Crime Control:
1. Part I Victimization Rate (per 1000) 70
2. Part II Victimization Rate (per 1000) 50
I 3. Total Part I Crimes 1,295
4. Total Part II Crimes 925
C. Crimes Cleared per Officer:
1. Part I Crimes 18.5
24.5
2. Part II Crimes 43.1
3. Total Crimes Cleared
D. Recovered Stolen Property: 32%
95%
E. Crime Conviction Ratio:
F. Traffic Activity:
1. Traffic-Accident Control 346 18
2. Accident Rate,(per 1000) 18'7
26
3. Traffic Enforcement. Index 95%
4. Conviction Ratio
5. Traffic Activity per"officer
a. Traffic Enforcement (UTC) 246
l b. Traffic Enforcement (Written Warnings) 150
100
�I c. Traffic Enforcement (Verbal Warnings)
d. Motor Officer Program
(1) Traffic Enforcement (UTC) 1,800
(2) Traffic Enforcement (Written Warnings) 300
(3) Traffic Enforcement (Verbal Warnings) 200
G. Crime Specific Targets: (Patrol & Invest. Division)
1. Burglary Clearance 2
2. Theft Clearance 25%
3. Field Interviews per Officer 130
H. Cost Containment/Time Management
} 1. Reduce Overtime 5%
2. Vehicle Operations Cost (Per Month) .17 cents
I
Goal Actual
3,000 +
3. Obligated Time (hours) 25,000 -
4. Non-Obligated Time (hours)
I. Community Crime Watch
1. Neighborhoods Organized S
(Requires participation of the majority -
patrol division personnel)
J. Training
Training hours of all sources per member annually 50
IK. Response Time to Calls for Service
1. Priority Code I (routine)
a. Goal: As resources are available
b. Average Response Time:
2. Priority Code II (prompt) Non-emergency
a. Goal: Response time 15 minutes or as soon as resouceS are available
,e b. Average Res nse Time:
3. Priority Code III (immediate). Persen M be in danger. or
�• crime may be in progress, and rapid response may result in.
• apprehension.
a. Goals 6 minute response standard
b. Average Response Time:
4. Priority Code IV (emergency). Life is in immediate danger, or
in circumstance of similar magnitude when time is critical
a: Goal: 5.5 minute or less response standard
b. Average Response Time:
5. Priority Code V (delayed). Assigned at citizen request
a. Goal: Respond when citizen available
b. Average Response Time:
Response time is measured from the time call is received at the
Dispatch Center and when the dispatched unit arrives at the
designated location.
All calls for service require the initiation of a dispatch- cardion el.
regardless of the priority, by Support
L. Watch Commanders: (includes Assistant Watch Commanders)
i'
1983 ANNUAL PERFORMANCE OBJECTIVES
Goal Actual v
II. Investigative Division
A. Crime:
1. Part I Crimes Cleared 57%
2. Part II Crimes Cleared 57%
3. Combined Total Cleared 42%
B. Crimes Investigated:
p 1. Total Crimes Investigated 256
2. Case Load .per Investigator (3) 85.3
3. Part I Crimes Cleared 62
4. Part I Crimes Cleared per Investigator 20.6
5. Part II Crimes Cleared 45
6. Part II Crimes Cleared per Investigator 15
i C. Crime Specific Targets:
t 1. Burglary Clearance ' 020%
2. Theft Clearance 25%
3. Robbery Clearance 30%
D. Cost Containment/Time Management:
1. Reduce Overtime .15
2. Vehicle Operation Cost (per mile)
1 70
E. Training:
Training hours of all sources per member annually 50
F. Divi6ion Commander:
i1. Division Management
¢ a. Plan, organize, lead and control the — 100%
j activity of the Investigative Division
consistent with department policy, goals
and division objectives
b. Reviews Division, Watch and individual 100% '
performance
c. Plan and organize watch resources consistent 180%
with division objectives
2. Leadership
a. Maintains a reasonable investigation 100%
activity, field support, and supervision
�� to achieve division objectives
1 1983 ANNUAL PERFORMANCE OBJECTIVES o,
v
Completion
ti Time Goal Actual
III. Support Services Division
i A. Report Processing ... 45 minutes
1. Report from Officer
2. Complaint Log Entry
3. Case Jacket Data Entry
4. Type and Pile Master Cards
B. Final Case Distribution and Piling
8 hours
Co Computer Entry 1 hour ,
1. Stolen, Lost Property
' 2. Stolen, Impounded Vehicles
3. Warrants, Person of Interest
4. Clearances (Arrests and Recovered Property)
1 D. Citation Processing 30 minutes
1. Citation from Officer
2. Type and File Master Cards
3.. Citation Log Data;.Entry
E. Case L098 24 hours
F. Transcribing Tapes 24 %ours
1. Supplemental Reports
2: Interviews
G. Property and Evidence 24 hours .
1. Take from Officer, put in Temporary
Holding
2. Receive Property/Evidence Receipt
3. Determine Final Location for Storage of
Property
4. Mark Property/Evidence Receipt accordingly
5. Distribute copies of Property/Evidence Receipt
6. Transport property to Evidence Locker
H. Release of Property 1 week
1. Receive Release Notice from Proper Authority
2. Locate Property, Transport back to Temporary Holding
3. Obtain Property/Evidence Receipt for Owner's Signature
LL 4. Notify Proper Owner
5. Owner come to Police Dept. to pick up Property ,
F
j
� J
i
Goal Actual c
un
. 5% Limit
I. Error Factor
1. Filing
2. Typing
J. Response Times to calls for Service
1. Priority Code I (routine)
a. Goal: As resources are available
b. Average Response Time:
2. Priority Code II (prompt) Non-emergency
a. Goal: Response time 15 minutes or as soon as resources are available
lb. Average Response Time: be
erson
3. Priority Code III (immediiaate)$ndPrapid e�sponseimayanger
or .crime M be in prog .0
result in apprehension.
a. Goal: 6 minute response standard
b. Average Response Time:
in
ediate
4. Fri&or, or in IVIemergenccircumstanceyof similarsmagnitumagnitude gewhen
dar�
time is critical
a�• G6al3 5.'5. m3 niite or less response standard
b. Average Response Time:
15, Priority Code V (delayed). Assigned at citizen request
a. 'Goal: Respond when citizen available
b. Average Response Time:
t Response. the time
lis rs
at
the Dispatch Center and whethe dispatchedunit received
at
'the designated location.
All calls for service require the initiation of a dises patch
sion
card regardless of the priority, by Suppo
personnel.
K. Training
1. ICAP data entry 100
2. Word Processing 100X
100%
3. Performance by Objectives
l-
K. Division Commander
-• 1. Division Management
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
1 FY 1984-65
DEPARTMENT: Finance and Services
.-+
Ln
/'�RVICE LEVELS FUNCTIONS POSITION FTE
Accounting �
:
IV '" Finance Director
AVERAGE o Payroll and benefits reports Accountant
o Accounts Payable Acctg Clerk
o Fixed Assets OA III
o General Ledger II
o Accounts Receivable: Utilities, OA
Bancrofts and processing
o Other: Investments, cash receipts, bank
deposits, petty cash, check signing (AP/PR),
customer service, reports (financial, city,
state. fed - required reports and forms)
8.6
Support Services:
o Reception: telephone. customer service. Finance Director
I - cashier, mail distribution, etc. City Recorder
o Municipal Court: cashier (night). WP Manager
recording of cites, docket preparation, Records Mgr.
f; court follow-up, bail refunds. OA III/Court Clk.
attorney/juries/witness, customer
OA-111
A IIVReceptionist
service, monthly reports
o P.O. processing and office supplies OA II
o Business- Tax Receipts and cult. service OA I
o Misc. :' accruals report, calendar. DOIs OA Part Time
o Recordings/Annexation follow-up
o Council Support: Packet preparation,
minutes, follow-up
o Elections
o Records Management
o Street Vacations
o CustomeY, Service. general
1 o Word processing: system mgmt., special
1 ,projects, misc. reports, document
preparation, etc.
o Management
2.e
Manaement
o Personnel: reports, contracts, employee Finance Director
advising, new hires, etc. Asst, Fin. Dir.
o Purchasing
o Risk Management, claims, etc.
o Audit Preparation/schedules, etc.
o Banking and reconciliations
o Bond Sales
o Financial Reporting analysis
o Budget Preparation, minutes and meetings
9 Department management
o Special Reports: Annual, revenue, etc.
o Misc. : Meetings, customer contacts, etc. 18.0
TOTAL
r-
s. 2k ..[r .•s 3..R u;ta'.i ..t'>sM r•P4-Q"'�.� . 4 -... .- ... �'
!!' SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
1' FY 1994-85
DEPARTMENT: Finance and Services
N
�ERVICE LEVELS FUNCTYONS
POSITION FTE
III Accounting: 6.3
Basic o Payroll and benefits reports Finance Director
Accountant
Service o Accounts Payable
o Fixed Assets Acctg Clerk
o General Ledger OA III
o Accounts Receivable: Utilities, OA II
Bancrofts and processing
o Other: Investments, cash receipts, bank
deposits, petty cash. check signing (AP/PR).
. customer service. reports (financial, city,
state, fed - required reports and forms)
i
Support Services: 8.4
o Reception: telephone. customer service, Finance Director
i cashier. maildistribution, etc. City Recorder
o Municipal Court: cashier (night), WP Manager
recording of cites, docket preparation,- Records M9r. Clk.
court follow-up. bail refunds, OA
attorney/juries/witness, customer OS
III
-service, monthly reports A II/RdCeptionist
a P.O. processing and office supplies OA II
o Business Tax Receipts and cost. service OA I
o Misc.% accruals report, calendar, DOIs OA Part Time
o Recordings/Annexation follow-up
i o Council Support: Packet preparation,
minutes, follow-up
o Elections
o Records Management
o Street Vacations
o Customer Service, general
o Word processing: system "gat., special
projects, misc. reports. document
preparation, etc.
o Management
} 2.30
(�nacLgment
o Personnel: reports, contracts, employee Finance Director
i advising. new hires, etc. Asst. Fin. Dir.
o Purchasing
o Risk Management, claims, etc.
o Audit Preparation/schedules, etc.
o Banking and reconciliations
o Bond Sales
o Financial Reporting analysis
o Budget Preparation. minutes and meetings
o Department management
o Special Reports: Annual, revenue, etc.
o Misc.: Meetings, customer contacts, etc.
TOTAL 17.0
.y
rz
Y ._
SERVICE LEVEL PRIORITIES CUT BACK OPTIONS .
FY 1984-85
DEPARTMENT: Finance and Services
M
17RVICE LEVELS FUNCTIONS POSITION FTE
.Accounting: Finance Director
5.5
II
Limited o Payroll and benefits
Accountant
o Accounts Payable
o Fixed Assets Clerk
OA III
o General Ledger OA
Utilities, OA II
a Accounts Receivable:
i Bancrofts and processing
o Other: Investments, cash receipts, bank
deposits, petty cash, check signing (AP/PR),
customer service, reports (financial, city,
Istate, fed — required reports and forms)
Support Services: 6.0
o Reception: telephone, customer service, Finance Director
cashier, mail distribution, etc. City Recorder
o Municipal Court:' cashier (night), WP Manager
recording of cites, docket preparation, Records Mgr.
court follow-up, bail refunds, OA III/Court Clk.
—attorney/juries/witness. customer OA
AA II/Raceptionist
service. monthly reports
o P.O. processing and office supplies OA II
o Business Tax Receipts and cust. service OA I
o Misc.: accruals report, calendar, DOIs OA Part Time
o Recordings/Annexation follow-up
o Council Support: Packet preparation.
.. minutes, follow-up
o Elections
a Records Management
o Street Vacations
o Customer Service, general
o Word processing: system mgmt., special
u ,projects, misc. reports, document
preparation, etc.
o Management
Ma� t 2,30
o Personnel: reports. contracts, employee Finance Director
advising, new hires, etc. Asst. Fin. Dir.
o Purchasing -
o -Risk Management, claims, etc.
o Audit Preparation/schedules, etc.
o Banking and reconciliations
o Bond Sales
o Financial Reporting analysis
j o Budget Preparation, minutes and meetings
o Department management
' o Special Reports: Annual, revenue, etc.
o Misc.: Meetings, customer contacts, etc. 13.8
{ TOTAL.
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS
FY 1984-85
DEPARTMENT: Finance and Services
v
Ln
RVICE LEVELS FUNCTIONS POSITION FTE
I Accounting:_ 4.75
CORE o Payroll benefits reports Finance Director
o Accounts Payable Accountant
I o Fixed Assets Clerk
OA I
o General Ledger OA II
o Accounts Receivable: Utilities, OA II
Bancrofts and processing
o Other: Investments, cash receipts, bank
deposits, petty cash, check signing (AP/PR),
customer service, reports (financial, city.
Istate, fed - required reports and forms)
Su000rt Services: 5.3
o Reception: telephone, customer service, Finance Director
} cashier, mail distribution, etc. City Recorder
o Municipal Court: cashier (night), WP Manager
recording of cites, docket preparation.. Records Mgr.
court follow-up, bail refunds, OA III/Court Clk.
attorney/juries/witness, customer OA III
service, monthly reports ,...-..OA II/Receptionist
C,
P.O. processing.Vd office supplies OA II
o Business Tax Race is and cust. service- OA I }
o Misc. : accruals report, calendar,_QQIs OA Part Time
o Recordings/Annexation follow-up
o Council Support: Packet preparation,
minutes, follow-up
o Elections
o Records Management ,
o Street Vacations
o Customer Service, general
o Word processing: system mgmt. , special
. projects. misc. reports. document
preparation, etc.
i o Management
Management 2.20
o Personnel: reports, contracts, employee Finance Director
advising, new hires, etc. Asst. Fin. Dir.
o Purchasing
o Risk Management, claims, etc.
o Audit Preparation/schedules, etc.
o Banking and reconciliations
o Bond Sales
o Financial Reporting analysis
o Budget Preparation, minutes and meetings
o Department management
o Special Reports: Annual, revenue, etc.
z-� o Misc. : Meetings, customer contacts, etc.
TOTAL 13 00
s' with Court Volume
n,
} MEMORANDUM L
CITY OF TIGARD. OREGON
x � -
February 28. 1985
TO: Mayor and City Council
FROM: Jerri L. Widner, Finance Director
SUBJECT: WORKSHOP - SERVICE LEVEL PRIORITIES - FINANCE AND SERVICES
FINANCE AND SERVICES DEPARTMENT
DISa=ION OF SERVICE LEVEL PRIORITIES
The function of the Finance and Services
support t all
tment is twofold-.l other departments. to .seat
statutory requirements and Provide
To determine the levels of services to be provided by the department, we first
of all need to outline what is statutorially required. There are federal,
nts that the city s
state and city stwtutes, as 11 as whenweperformTecprta►in responsibilities.
entered into that regulate
how and These requirements must be performed at any level of service. 'tramples of
statutory requirements are listed below:
STATUTORY REQUIREMENTS
Municipal Court: Record of citations, trial dockets. follow-up
to
the State for court decision. court appointed
attorneys, subpoena of witnesses, selection of
fine and bail schedules,
juries, bail refunds,
assessing and payment of Court police Training.
Victim's Assistance and Indigent Defense.
City Recorder Legal and public notices. City Council minutes,
follow-up actions of City Council. Elections
candidate petitions, verification of signatures,
follow-up of reporting requirements by candidates
1 and committees. filings within time constraints.
Recordirws -- any land use actions that require
County recordings, annexations, street vacations,
dedications, plats etc. Rec_ orris retention and
} maintenance of public records.
Accounting Payroll tax reports, utility bills and tax
turnovers of delinquent utility bills, state
reports for building surcharge and court
collections, payments to vendors, bondholders and
v others, W-2's for employees and 1099's for city
council and vendors.
s
� r
• Personnel - OSHA reports, affirmative action and �
Administration
training/education reports. retirement reports.
order .n
personnel files. pug si^g - Pv
preparation and follow-up. Elections - drafting
it filing with
of tax and other financial measures. _
County. Bancroft - sale of bonds. setting up
installment accounts, foreclosures. it
j preparation and report. Bonds sale of general
levying of tax. Sewer
obligation and agr'eents
collection of fees and payment to contract -low
holder. Budget preparation, notices, minutes.
filing with County Assessor. Investments.
Federal revenue shttLM and reports for other
government agencies.
of
Each of the areas listed have deadlines,
some are ic. The hro_,% days.
. some ithtakos to
the following month and some date Pe
meet these deadlines is determined by the volume of transactions that must be
summarized- and reviewed.
ory
A question that .might be asked is how do service levels affect
to gotthe
requirements? At Level fit. the department
auditing land do
review ojust f data would be
reports in. At Le
_ - accomplished. . __ •
requirements, the department offers support to
In addition to the statutory �
of support given are as (allows:
other.deswnts. Examples
reception, Personnel hiring, advertising.
copying
word processing, purchasing rules -interpretations. budget and
terminations, negotiations,
actual information. payroll processing and information, accounts payable
information,
business tax, liquor license. alarm permits. recordings.
or
notices, annexation follow with the ienatus. /wp miscellaneous s b&nagesent.
services, ordering of office supplies. dP/�+Psystem
e manual. 5-y
distribution of mail, special projects such as revenuplan,
office eq
and maintenance of contracts for janitorial and equipment
maintenance.
Service level priorities for the department are based on being able to meet
the statutory requirements first.
is
ty _�
I
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Cta,
' TtGARD �' /
PUUICLf Q 511
i 12568 SW Main•Tigard.Or.97223
IA STATEMENT OF POLICY
4 1. Goals:
(TPL) has been established to provide free
The Tigard Public Library
viewpoints and
access to information reflecting all opinions.n inq inquiry will and
1 provide books and other media which will suPp3. TPL will strive to
recreational reading needs of all people of all age
nt and guidance to users in
offer opportunity, eneouragemautilizing its
resources to the optimum- TPL supports universal education as a
continuing process throughout life. TPL seeks to identify
community
needs, to provide programs of service to meet such needs and which cc cooperate
with other organizations, agencies and institutions an provide
programs or services to meet community needs.
TPL will provide the best service possible by a continuous process of
l upgrading resources and facilities'
i TPL will utilize all resources as economically, efficiently and
effectively as possible.
• STATE LIBRARYC. :
(Policy)
ORS 357.001 Legislative findings. The State of Oregon recognizes that:
(1) Libraries constitute informational and educational resource
essential to the people of this state-
0
1
services should be available widely throughwut the state to bring(2) Library eu le appropriate opportunities for
within convenient reach of the p P
reading. study and free inquiry.
(3) Providing
and supporting adequate library services is a proper and
necessary function of government at all levels. [1975 c.476 S23
ORS 357.003 Policy. It is the policy of the people of the State of Oregon:
(1) To promote the establishment, development and support of library services
for all of the people of this state.
(2) To provide library services suitable to support informed decisions by the
personnel of government.
and among
(3) To encourage cooperation between units of government and beiwee where
libraries and to encourage the joint exercise of powers
(� such
cooperation or joint exerciserwi[Ftent of library services
ormerly 357.705]
` in a fair and equitable
i •
.s+
Ql
� r
�s
w -C-
t` T
ti
c� J
_7N�ssf F-,Frh
5
VAa ,
1 .
SERVICE LEVEL PRIORITIES/CUT BACK OPTIONS c
FY 1984-85
�} DEPARTMENT: Library
'SERVICE LEVELS FUNCTIONS POSITION FTE
Circulation: 4
Core o Open 20-25 hours per week
o Limit circulation to 5 items per person
o No reserves on any materials
o No renewals
o Selective overdue* (Non-fiction and
2 wooks)
o Patron registration - verify through
mail - two weeks lag time for user
to receive. delaying access to Library
x collection
Reference:
t o Irregular full reference service
j (due to staffing). No telephone
reference
o One interlibrary loan per parson
per visit
Accu+sitians and Processings:
o Library materials = 15% budget
74 ; o Purchase books to maintain
basic reference and periodicals;
remainder for adult fiction and
children's fiction
o No weeding
pM9rammin4/Community Service:
o Ope pre-school story time
(Rely on Volunteers only)
o Maximum two school age programs per year
zx (Rely on Volunteers only)
3
o No summer reading program
Adeministration:
o No travel; no training
1 '
3
SERVICE LEVEL PRIORITIES/ry�T oWCK OPTIC o
FY 1984-85
DEPARTMENT: Librair�►
'4 POSITION FTE
I
SERVI LEVELS F
II Circulation: 6
0 open 36-40 hours per
wank
Limited
o Unlimited circulation per parson
o Reserve only new z--wank books - limit
I per parson
o Renew all materials except 2-wank
No renewals by phos
o Selective overdues (fewer categories
than III) through nail
o Patron registration - verify
lag time to days for user to receive
o Irregular full reference seadycrefat•�nca
(due to staffing).
over telephone. person
per visit
o Two interlibrary loans per pe
ns ae+d Pracessin9:
o Library Mater.ia)y. w-10% budget
a Purchases to include only books and
periodicals, i.e. . no cassettes, records
o Limited weeding in non-'fiction
errA••_inn/G,t nit y Servic&:
o`er one�pre-school story time per week
(Use of Volunteers also)
o Maximum of four school-•69a special programs
per year
o Onlimited-registration for summer reading
(Use of Volunteers also)
o Maximum 5 summer reading activities
(Use of Volunteers also)
o Senior Outraach/LP book deposits
(Use of Volunteers also)
Adm......i^istralion'
i o area workshopsone for etariff membeto OLA rs selected
�h. ,5�'a• Y '+".Sive Rp.A.f'F,..�E...L y`<ai+,l Y ,t�}r;?d,A T'* ..�,. -
SACK QPTIONS N
SERVICE LEVEL PRIORITIES/ T �o
FY 1994-55
DEPARTMENT: _ Library
x. FiINCTI POSITION FTE
SERVICE LEVELS
- 8
„. III Circulation:
Basic o open 48-50 hours per week
County AV@rag@ a Unlimited circulation per person
o Reserve all materials - limit 2 per person
o Renew all materials except I week materials
no renewals by phone
o Selective overdues
v
o Patron registration - verify through nail -
IMS time .1 week for user to receive
Reference'
o full reference service during all open
hours
o Three interlibrary loans per persons per visit
E
y Accsuisitions and Processing:
o . Library Materials = 257G budget
=' o Purchas,as to include books, periodicals, and
A-V. r
o Weeding of entire .colljction - irregular
�? ..1 proarawwine�/Citi Service: ,
o Two pre-school story times per week
I (Use of Volunteers also)
o MR: wAM of $ix school-age special pro9rams per year
o Unlimited registration for susmes" reading
o ftnimum to summer reading activities
o. Senior Outreach/LP book deposits
(Use of Volunteers primarily)
o 'School Liaison
Administration:
oTravel for managerial staff to OLA conference and
selected out-of-town-workshops only
o Training opportunities for staff as available
in area
l
SERV_ ICE LEVEL PRIORITIES/CUT BACK OPTIONS
( FY 1984-85
t OEPARTO'IENT: Library
This level reflects a desired adequate seryice level based on Oregon Standards for
i Public Library Servicer April 1980
'FUNCTIONS POSITION FTE
SERVICE LEVELS 15
IV circulation: r week
iO.L.A. Standard o Open 50-55 hours per arson
o Unlimited circulation per P
o Reserve all materials - no limit
2
o Renew allmaterials except
o Overduesonllcategoriesofmaterials
through mail-
0. Patron registration - verify
lag time 3-4 days for user to receive card
o Reduction of backlog
Reference:
o Full reference service during all r
open hours. including telephone
o Five interlibrary loans Per Person
pr visft
uisitions and Praces j :
o Library materials = 25% budget
o Full spectrum of purchasing
basad on anal�rsis of collection
o A regular, continuous weeding
and collection drvlopment program
o A scheduled Pro9 .
and rebinding
o Reduction of backlog
Prograwmirw/Co inity 8ervica's
o Three pre-school story times per
week -- one evening (Use Volunteers for
community involvement) tial
o ftnimup of nine school-age spa
programs per year
o unlimited registration for summer
readingactivities
O Maxim= 12 summer reading
rs for community involvement)
(Use Voluntee
o Senior Outreach/LP book deposits - -
one staff person assigned Plus
volunteers
1 o School liaison and joint activities
Administration: managerial staff
o OLA conference for all
o Travel for at least One ewOrksh PP
(out-of-town) per maw
supervisory staff
o Training opportunities for all
managerial staff and supervisory staff _
as available in area
i •
DEVELOPMENT SERVICES
i
R
E
Planning
i Service levels in planning a directly affected by the amoont of
development actively underway in the e. ty. During the strong growth period*.
such. as we began to -experience last year, the amount of time devoted to public
I assistance and developm*nt application reviews increases greatly. As a
result, the time available for special projects decrees:
The Analysis of service levels is based on today',p activity level. which
is strong, but not at peak. If peak development activity began. staffing
projected at Level III would be needed to provide Level II service. This
distinction should be kept in mind throughout the review of each entity of
development services. Similarly, should the amount of development decrease to
the low.level which was present in Tigard in 1991 and 1992. Level II staffing
can perform Level III work.
}
r
1
: _�
� is
L
I PLANNING DIVISION PLANNERS w
1, Development Application Reviews - Fee Related
A
2 FTE
2 FTE 3 FTE
WORK 1500 .1615 At Level III - Additional
Time devoted to applications
NOgRS .1235
1 1000 1235
,
500
0
I II III t IV
2. Public Assistance - Fee Related
At Level II G III - More
1500 Counter and Phone Assistance
-- .1045
1000
500 .370 .665
} 0
3. Special Projects - Ex: Park Plan, Econ. Dev. Plan, Annexation Plan,
Intcagovermmntal Coordination
.1900 At Level I - Need to Cross-
1500 Train to Assist Building and
Engineering
1000 1140 Level III --Ability to Devote
More Time to Special Projects
5(30 .760 and Assist Administration with
CTP, Economic Development
0
4. Department/tion-Department Support - Planning Commission, NPO's, etc.
1S00
At Level I - Limited Support
1000 to NPO's, employee groups
.513 .513
S00
285
0
IQS. Comprehensive Planning - Long Range Planning
} At Level I - Less Time Available
1500 for Long Range Planning
1000
.627 .627
s
va
�l
BUILDING
Overall. if the level of building activity increases while staff level
remains constant. the following occurs:
— Plan checks take longer to be completed.
— Field inspections are only those that are required.
— Less technical assistance is given in the field and in the office.
— Codes enforcement is limited to emergency situations.
— Building Division input to development reviews at the early stages is
limited.
Assistance to other departments is lest available.
Level III service assumes the sang.
level of development activity as
existed last summer. Since that time. activity has greatly increased.
particularly in terms of large scale residential, commercial, and commercial
alterations. Due to this, if a third inspector weavailable. the amount of
time committed to plans checks and field reviews would increase.
FTE 3 FTE 3 FTE 4
..'LD I NG
1. Building Permit Processing
i
1500
1000 -
500
0 _285 .285 .380
I II III & TV
2. Plan Checks
1500 At Level IiI - Additional Time
.1045 will be devoted to Plan Checks
1000 and they will be processed
500
.760 .760 faster when not complicated
0
3. Field Inspections - Building
.2090
1500 .1520 .1520 At Level III - Additional
Field checks of COMMOrcial and-%,
10(x0 large residential projects
S00
i
0
4. Public Assistance
1500
1000
.665
500
.475 .475
0
S. Codes Enforcement
1500 At Level III - !lore City
.1330 Initiated Enforcement
1000
500
.285 -475
0
= � 6. Department/tion-Department Support, Including Development Application paviaw
At Level I - Staff will
1500
u+ resume some engineering
1000 inspections
.475
O .I9Q, .190
ENGINEERING
00
ap
FTE 3 FTE 4 FTE 5
1 '
Development Application Reviews
1500 Level I - less time available
to assist in initial review
1000
of development plans
i
500 .500 Level III - More input prior .
.400 to application approval
0 .300 _
�2_ Public improvement Projects
_3000
.2500
Leve1T - Less Review Time
2000 .2000
1500
1000 LevelIIl - More thorough Input
S00
0
3. public Assistance ]
1500
1000 .1000
.700
S00 .500
0
.2800
r y 2000 .1600 .1900
1500 Level III - Ability to Input
the system to make the GIS
1000 Productive Earlier
Soo
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3 0
�S. Depactment./Hon-Department Support
.2100 .2200
2000
1500 Level I - Reduced ability to
" 1300 cross-train personnel to assist
1000 the Building Division
RI 500 .
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36 I .
is
of wellness can b d within each of the '
The quality M"
three primary processes. In th overnancengrocceesposRe slness" is
characterized by all or many of } ;
A vision of the future
Z.
Direction and goals - targets for short term
Anticipation of issues
Tone setting on management and services
Policy framework for action
i
Team building - partnership with each other,
the community, manAger, and employees
Performance monitoring and evaluation
• Mechanisms for community involvement - input and
participation
Mobilization of support
Inspires community - community leadership
' . .
process operating in a behavioral mode o
T<sjijEj�cerized
P nents:
wellnesby the following COMPO
Organization philosophy and management values
Process design - consistent with values
Power -- exerted and shared
Empathy - caring about others' needs and feelings
Planning - strategic and work
Self knowledge
Help and assistance - Ask for and provide
Learning and change - becoming
sInvolvement policy leaders and employees
}� Tolerance of ambiguity.
• Evaluation of performance
tion
Team orienta
7
t
37
And finally, the components illustrative of wellness within
t ervice delivery process are:
Department philosophy and service value
Public service through partnership
Sense of team
Quality services - consistent with values
Goal-oriented actions and plans
Technical competence - evolving
Anticipation and handling of operational problems
Discretion and responsibility
Innovation and change
Participation and involvement
r Feedback and evaluation
Rites and rituals
A "well" city is one in which the three processes of
governance, management, and _ Service delivery are linked
together. It is impossible to have only one or two "healthy"
processes and have a "healthy" city.
r.
l
33
F ig ure 2
REMEDY / PREVENTION MODEL
ILLNESS - REMEDY WELLNESS - PREVENTION
Situational Value Driven
. Problem - Symptom Remedy Anticipation - Patterns
Prevention
Segmented Holistic
Mechanistic - Dynamic System -
Quantitative Qualitative
Cure In Expert Authority . Partner In Mutual Learning
Manipulation Of Techniques . Development Of Processes
Emotional. Neutrality . Caring - Commitment
Dependence - Independence . Interdependence
(Time Based) (Ongoing)
Avoidance - Projection . Individual Responsibility
Quantitative
Production - .Efficiency . Goal Achievement -
Ef fectiveness
Copyright: Sumek Associates, Inc., 1984
ass
gN
r ri�
FORMS. Of CITY GOVERNMENT
t
THE MAYOR--COUNCIL FORM
VOTERS
COUNCIL
MAYOR
DEPARTMENT 11EAQS
Legislation and Policy: Elected Council
Executive and Administration: Elected Mayor
THE COMMISSION FORM
VOTERS
COMMISSION
COMMISSIONER: COMMISSIONER COMMISSIONER
a.DEPT. Oe'ri. DEPT.
Legislation, Policy Making:
Executive and Adifinistratior': Elected Commissioners
THE COUNCIL-MANAGER FORM
VOTE
COUNCIL
��''�
DEPARTMENT HEADS
Elected Mayor and Council
Legislation and Policy:
Executive and Administration, Appointed Mayor or Administrator
5� x 1 .ck°i� 4�y' •�:� � Yku_. 'r+... f'yGavE.. hw.a:n.'b..x -w'N, .,YnYiYr akT.:# r.��°'4r _
( CITY ORGANIZATION
l
Which is more important: a particular form of government or the persons
who serve in it? The question has been argued for centuries. In 1733
Alexander Pope penned this couplet:
For forms of government let fools contest;
Whate'er is best administer'd is best.
Certainly good people ARE essential, and good people can make "bad" forms
of government work or vice versa. But form of government IS important, too.
Better forms of government organization make it possible for good people to
provide even better public service.
A quick Zook at your Charter or a meeting with your City Attorney will
reveal the form, structure, authority and responsibility within your City's
FORMAL organization structure. Equally important and less obvious are the
INFORMAL,, more complex, interpersonal relationships necessary to ani
organization wherever there's more than just one person involved.
Clear separations between policy and administration make good theory and
look clean on paper, but rarely work as neatly as the theory might st,ggest.
In their best—seller on management, In Search of Excellence, Thomas Paters and
Robert Waterman refer to this formal—informal balance inherent in all
organizations as the "simultaneous loose—tight" principle.
Understanding the formal form of your government, respect for the views and
roles of those in your government, and a little bit of the informal
"loos8—tight" philosophy will go a long way to making your term of office
productive for the community and personally rewarding to you. Respect for the
form of government and each individual's role within that form will go a long
way in building the understanding and teamwork so necessary in today's City
government.
i 4
FORMS OF CITY GOVERNMENT
t So, having said that good people can do better work in the "right" form of
government, now let me say that there is no "right" form other than that which
your community finds works well for it. As the architect might put it, "form
follows function." Depending up-in the needs and goals of your community, the
functions of City govemriont are determined and a form selected. In the
United States there are three basic forms of local government are most
common: Mayor-Council, Commission and Council-Manager.
Although every town and county in America seems to have a slightly
different way of doing things, the three forms do have some things in common.
Every form of local government provides for someone (or for a group) to decide
on what the laws should be and someone else to carry out the laws. Making
laws is a policy making function, and carrying them out is an executive or
( administrative function.
The essential differences among the three forms are in the degrees of
gislative and executive responsibilities. The
separation among of the le `
Mayor-Council form has an ELECTED COUNCIL responsible for policy and
legislation, and then an ELECTED MAYOR who is both a policy advocate and the
chief executive officer. The commission form combines both executive and
legislative powers and gives them to an ELECTED BOARD of COMMISSIONERS. The
Council-Manager plan has an ELECTED COUNCIL as the governing or legislative
body, and they hire a professional Manager to handle administrative matters,
ensuring some degree of separation between policy and administration. But
remember, in any of these forms of government the council or commission member
is the policy maker and legislative body. The differences are in how the
administrative or executive actions are taken.
In Oregon: only Beaverton has the Strong Mayor-Council and a lot of small
cities have a Weak Mayor-Council form; Portland has a Commission form; and
�..
most cities operate under the Council-Manager plan with a City Manager or City
F� Administrator carrying out the Council's policies.
MAYOR-COUNCIL FORM
` r-Council form is the oldest form of local government, and, as the
The Mayo
name implies, tends to focus on the Mayor as the leader. It features the
Mayor as the City's Chief Executive and an elected Council as the legislative
body, much like the President and Congress of the United States.
Unlike Congress, the Council is almost always unicameral, one body. The
usually elected At-Large or
Council regularly has five, seven or nine members,
At-Large by Position; Wards or District council seats are declining in use,
except in the largest of cities.
The Mayor is usually elected directly by the voters though some provide
for election from among the Council. The Mayor is not a member of Council ---
although in some cities with the Mayor-Council form the Mayor presides at
Council and votes to break ties --- but usually the Payor is separate and acts
by veto as the only legislative role.
are often described as
Mayor-Council governments either of the
depending upon the powers lodged in the
Strong-Mayor or the Weak-Mayor type
upon the Mayor's personality, but is
major. And no, it does not depend
determined by the form of government in your Charter and Code. This
Strong-Mayor/Weak-Mayor classification is useful for formal descriptive and
analytical purposes. But, notice it tends to ignore or blur the importance of
informal power in a city's governmental structure.
In the Strong-Mayor type the mayor heads the city's administration,
hire and fire employees, and prepares the budget.
usually has the power to
e able to exercise strong leadership and
And, typically, the mayor is otherwis
policy making. A skillfuyl Strong Mayor can often accomplish much of his or
her legislative agenda through the Council even without formal legislative
authority.
In the Weak-Mayor type the mayor has much less formal power. Executive
duties are often shared with such other officials as the city administrator,
ff city recorder, treasurer, city engineer, and police chief, and with the
t
council. The powers of appointment, removal, and budget are shared with the
council or exercised by that body alone, and the Mayor seldom possesses a veto
power. The Mayor is often reduced to just a figure-head and all real power
still with the Council
The success of the Mayor-Council form depends in very large measure on the
power, ability, and influence of the Mayor. Especially in Weak-Mayor cities,
responsibility for action or inaction is hard to fix.
The Strong-Mayor plan helps to solve the problems of leadership and
responsibility. It must relay very heavily on the capacities of the mayor.
political AND administrative talents are not often combined in the same
person, let alone a series of persons. Any major dispute between the mayor
and the council can easily stall the workings of city government.
CONMNISSION FORM
Fewer than 10% of the nation's cities have the Commission form. Use of
the Commission form of government in municipalities has been steadily
decreasing over the last several decades; only 3 percent of the cities 5,000
and over in population operate under this form. However, the commission is
the single most common form of government in use in American counties today.
Although a number of large counties have changed to other forms of government,
77 percent of all U.S. counties are still governed by the traditional board of
county commissioners.
The commission form of government is characterized by an elected governing
board that holds BOTH legislative AND executive powers. A descendent of the
old English shire-moot, or county governing board, the board is usually
' composed of three to five members, although the number varies.
The commission form is rather simple and on the surface, uncomplicated.
TOGETHER the Commission forms the legislative body. INDIVIDUALLY, each
commissioner heads up the various departments they are assigned by the
commission or Mayor, however the charter determines. Unlike their
counterparts in both mayor-Council and Council-Manager cities, they regularly
serve as full-time officers. The Mayor here seldom has any more power than
any other commissioner.
The simplicity of the commission form attracted the support of municipal
reformers in the first two decades or so of this century. However, experience
with it disclosed some defects and the popularity of this form declined rather
rapidly — from a peak use in some 500 cities in 1920 to little more than 100
today.
�« Its chief potential defects: (1) The lack of single chief executive (or,
the presence of several chiefs-among-equals) — which makes it difficult to
fix responsibility. This also means that the city usually suffers from a lack
of effective political leadership. (2) A built-in tendency toward
"empire-building" — or usually, several separate empires, as each
commissioner attempts to draw as much of the city's money and power as he or
she can to his or her own department. And (3) a lack of overall coordination
at the top-oast levels of policy-making and administration. Each commissioner
tends to equate the public good with the peculiar interests and functions of
his or her department. Each tends to become jealous and protective of that
department's turf. In short, the commission form tends to bear out the wisdom
of the notion that "experts should be on tap, not on top."
P
r COUNCIL-MANAGER FORM
The Council-Manager Plan also arose out of the Reform Era in the early
part of this century in response to "Boss Politics" and abuses under the
Mayor-Council forms of the time. Unlike the Commission form which borrowed
from the English shires, the Council-Manager Plan looked to American business
as its model. As the stockholders of a company select a Board of Directors
who hire the President or Chief Executive Officer, so the Voters elect the
Council who hire the City Manager. Here the focus is on the Council with the
Mayor's duties as presiding officer of the Council and political leader of the
City.
The Council and Mayor TOGETHER are the city's policy-making body. The
Manager executes the policies the Council makes and is directly responsible to
4
that body for the efficient administration of the city. The Manager serves at
i
the Council's pleasure, literally, and may be dismissed at any time and for
e
whatever reason the council deems appropriate.
As Chief Executive Officer, the Manager or Administrator directs the work
of all city departments and has the power to hire and fire all city 6
P
employees. The Manager also prepares the budget for Council consideration, 4
f.
and then controls the expenditure of the funds the council has appropriated.
The Council-Manager plan has the near-unanimous backing of students of
municipal affairs, and its use has increased steadily throughout the country.
It is now found in the majority of our nations cities.
The first of the leading advantages of the form is its simplicity. The
second is the fairly distinct clarification of responsibility for policy on
the one hand and its administration on the other. And the third is the use of
trained. experts who can adapt and employ modern techniques of budgeting,
planning, computerization, and other administrative tools.
r
The theory of the form has it that the nonpolitical manager carries into
practice the policies enacted by the council. And, in theory, the council
will not bypass the manager to interfere in the details and routine of city
administration. In fact, the sharp distinction between policy-making and its
application seldom exists in practice. The manager is frequently the chief
source for new ideas and fresh approaches to coping with municipal problems.
And, too, a city council often finds it politically useful to share
responsibility for controversial decisions with the "expert" city manager.
The Council-ffanager Plan plays to the community knowledge and political
instinct of the Council, and the technical knowledge and impartial
administration of the Manager.
BJ:bs209
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