City of Tigard Budget - FY 2018-2019 ADOPTED
FISCAL YEAR
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13125 SW Hall Blvd. Tigard,Oregon 97223
503.639.4171 I www.tigard-or.gov
CITY OF TIGARD, OREGON
FY 2018-19
ADOPTED BUDGET
BUDGET COMMITTEE
Timothy Cadman Mayor John L. Cook
Liz Newtton Councilor Tom Anderson
Clifford Rone Councilor John Goodhouse
Thomas Schweizer Councilor Jason Snider
Stephanie Veal Councilor Marc Woodard
Chris Bence,Alternate
CITY LEADERSHIP TEAM
City Manager Marty Wine
Assistant City Manager Eric Zimmerman
Central Services Director Nadine Robinson
Chief of Police Kathy McAlpine
Community Development Director Kenny Asher
Finance and Information Services Director Toby LaFrance
Human Resources Director Dana Bennett
Library Director Margaret Barnes
Public Works Director Brian Rager
City Attorney Shelby Rihala
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T I GARD
Prepared by the following City of Tigard Staff:
Marty Wine,City Manager
Eric Zimmerman,Assistant City Manager
Toby LaFrance,Finance&Information Services Director
Steve Kang,Senior Management Analyst
Liz Lutz,Confidential Executive Assistant
A special thank you to departments and staff for their contributions to the Budget Document
www.tigard-or.gov
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presen to tion
Award
TRESVat D TO
City of Tigard
Oregon
Far the Fiscal Year Beginning
July 1,2017
P
Fxecuttvt Dinxecir
The Government Finance Officers Association of the United States and Canada (GFOA) present-
ed an award of Distinguished Budget Presentation to the City of Tigard for its annual budget for
the fiscal year beginning July 1, 2017.
In order to receive the award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a financial plan, and as a commu-
nication device.
The award is valid for a period of one year only. We believe our current budget continues to con-
form to program requirements, and we are submitting it to GFOA to determine its eligibility for
another award.
INTRODUCTION
2018-2019 Budget Transmittal 1
Council Goals 5
Citywide Performance Measures 8
City Information 12
Citywide Organization Chart- By Program 14
City of Tigard Map 15
READER'S GUIDE
User's Guide to the Budget Document 17
Budget Process 21
Basis of Budgeting 24
Fund Structure 25
Program Budget Structure 26
BUDGET SUMMARY
Where the money comes from 29
Where the money goes 30
Fund Balance 34
Ending Fund Reserves Summary by Fund 36
Summary of All Funds 37
Summary of Contingency 43
Comprehensive Long Term Financial Forecast 44
REVENUEANALYSIS
Current Revenue Summary by Fund 55
General Fund 56
Assessed Value 57
Property Tax Summary 58
State Revenue Sharing 62
Franchise Fee 64
Enterprise Funds -User Fees 66
Connection Fees 67
Permit Fees 68
County Shared Revenue 69
Fine and Forfeiture 70
Interest Earnings 71
Interfund Transfers 72
PROGRAM SUMMARIES
Expenditure Summary by Program 81
Operating Budget History Summary 82
Operating Budget History 83
Staffing Levels 86
COMMUNITY SERVICES PROGRAM
Community Services Organization Chart 89
Expenditure/FTE Summary 91
Police
Organization Chart/Expenditure/FTE Summary 92
Department Description and Performance Measures 93
Police Administration 94
Police Operations 98
Police Support Services 102
Library
Organization Chart/Expenditure/FTE Summary 106
Department Description and Performance Measures 107
Library Administration 108
Library Reader Services 112
Library Technical Services 115
Library Circulation 117
Social Services and Community Events 120
PUBLIC WORKS PROGRAM
Organization Chart 123
Expenditure/FTE Summary 125
Department Description and Performance Measures 126
Public Works
Public Works Administration 129
Public Works Administration Historical 132
Parks Maintenance 134
Parks and Grounds-Historical 137
Recreation 138
Street Maintenance 140
PW Engineering 143
PW Engineering Historical 146
Water 148
Sanitary Sewer 152
Stormwater 155
Street Lights and Signals 158
COMMUNITY DEVELOPMENT PROGRAM
Organization Chart/Expenditure/FTE Summary 159
Department Description and Performance Measures 160
Community Development
Community Development Planning 162
Building 166
Economic Development 169
POLICYAND ADMINISTRATION PROGRAM
Organization Chart 173
Expenditure/FTE Summary 174
Mayor & Council
Organization Chart 175
Department Description and Performance Measures 176
Mayor and Council 177
City Attorney
City Attorney 179
City Management
Organization Chart/Expenditure/FTE Summary 180
Department Description and Performance Measures 181
City Manager's Office 182
Human Resources 184
Risk Management 186
Central Services
Organization Chart/Expenditure/FTE Summary 189
Department Description and Performance Measures 190
Communications 193
Municipal Court 196
City Recorder/Records 198
Fleet Maintenance 200
Property Management 202
Finance and Information Services
Organization Chart/Expenditure/FTE Summary 204
Department Description and Performance Measures 205
Finance and Information Services Administration 206
Financial Operations 208
Utility Billing 210
Information Technology 212
Contracts and Purchasing 214
CAPITAL IMPROVEMENT PLAN
Capital Improvement Plan Summary 217
Impact of the Capital Improvement Plan on Operating Costs 220
Prioritization and Development of the CIP 223
Streets 231
Parks 253
Water 278
Sanitary Sewer 291
Stormwater 297
Facilities 311
DEBT SERVICE
Debt Service Summary 313
Outstanding Debt Issues 315
Debt Service Schedules
General Obligation Bond-Library 316
General Obligation Bond-Parks 317
General Obligation Bonds Summary 318
Tigard Transportation Build America Bond 319
Tigard Transportation Build America Bond Summary 320
Assessment-69th Avenue Local Improvement District 321
Assessment-Bancroft Improvement Bonds Summary 322
Water Revenue Debt-Water Revenue Bond 2012 323
Water Revenue Debt-Water Revenue Bond 2015 324
Water Revenue Debt-ARRA Water Loan 325
Water Revenue Debt Summary 326
FUND SUMMARIES
Fund Summaries Introduction 327
General Fund
General Fund 328
Enterprise Funds
Sanitary Sewer Fund 332
Stormwater Fund 334
Water Fund 335
Water CIP Fund 337
Water Debt Service Fund 339
Water Quality/Quantity Fund 340
Water SDC Fund 341
Special Revenue Fund
Building Fund 342
City Gas Tax Fund 344
Transient Lodging Tax 346
Criminal Forfeiture Fund 347
Electrical Inspection Fund 348
Gas Tax Fund 349
Library Donations &Bequests Fund 351
Parks Bond 352
Parks SDC Fund 353
Parks Utility Fund 354
Street Maintenance Fund 355
Transportation Development Tax 357
Transportation SDC Fund 358
Urban Forestry Fund 359
Underground Utility Fund 360
Debt Service Fund
Bancroft Debt Services Fund 361
General Obligation Debt Service Fund 362
Capital Projects Fund
Facilities Capital Projects Fund 363
Parks Capital Fund 364
Transportation CIP Fund 365
Internal Services Funds
Central Services Fund 366
Public Works Admin 368
Public Works Engineering 369
Fleet/Property Management Fund 370
Insurance Fund 371
APPENDIX
Schedule of Appropriations 373
Financial Policies 385
Glossary of Budget Related Terms 392
Advisory Committees 396
Staffing Summary 400
Management/Professional Group Salary Schedule 402
Tigard Police Officers Assn. Salary Schedule 407
Oregon Public Employees Union Salary Schedule 408
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Photo by Skate Oregon
City of Tigard I ADOPTED BUDGET I FY 2018-2019
FY 2018-2019 BUDGET TRANSMITTAL
Tigard's 2018-19 Budget and Preview of 2019-20
To the Tigard community:
Tigard is a great community, and a 2017 city survey showed that 96% of residents are satisfied or very
satisfied overall with the quality of life and services that they have in Tigard. More than 80% are satis-
fied with the value they receive for their tax dollars.And Tigard's population is growing.
Over the last three years, our budget messages have highlighted that Tigard has a structural budget
problem in that our revenues grow more slowly than our spending to provide day-to-day city services.
Tigard has taken measures to both curb cost growth and increase available revenues in the General
Fund, but we are simply not able to maintain current service levels due to limits on revenue growth
and the population growth that Tigard is experiencing. This imbalance is unsustainable. Fixing the situ-
ation requires either increasing resources to a level that can be sustained over time, or adjusting city
spending to match available revenues.
Tigard voters did not approve a local option levy that would have addressed this situation long-term at
the May 15, 2018 election. Tigard proposed a local option levy to preserve and provide additional
funding for the day-to-day operations of our police department, library, parks maintenance, and gen-
eral city administration services such as planning and finance. The levy would have increased resources
to keep providing the police, parks, library and other city services we provide today, and would have
enhanced some services in police, parks and safer walking routes. This proposal was in line with 2016
recommendations from the Budget Committee and recommendations of the Levy and Bond Task
Force, a citizen panel created by City Council to advise whether and when to ask Tigard voters to pur-
sue a local option levy. Their suggestion was to focus on police and public safety, park maintenance,
and improving sidewalks and walking connections. The Task Force suggested that the city should
show accountability for how levy funds should be spent and show voters the other cost and revenue
options that have been considered.
With the defeat of the local option levy, the Adopted 2018-19 Budget takes the other approach:
matching our spending to the resources that we have. This budget implements over $2.5 million in re-
ductions in 2018-19, and anticipates a similar amount of reductions in the 2019-20 budget. In develop-
ing this budget, all General Fund services experience cuts to preserve the city's core functions. Below
is a summary of the reductions in 2018-19 and a preview of what a second year of reductions would
likely be in 2019-20. The Adopted Budget has two aims: first, to make city services financially sustaina-
ble for up to ten years; second, to match the level of services that the city provides with the growth in
Tigard's community. By significantly reducing now the services provided by the City of Tigard,we can
maintain city service levels that remain as the city continues to grow.
Overall: A Reactive City, Less Safe and Sound
Overall, the reductions in this budget are designed to ask the Tigard community what kind of a city it
wants over the next ten years. With reductions over the next two to three years, Tigard will be a more
reactive and emergency-driven city; one that only addresses problems as they arise. The adopted budg-
et reduces or eliminates services to bring spending into alignment with revenues. If we don't take
measures to make budget reductions now, Tigard's affordability and quality will decline (this is compa-
rable to neglecting one's home,in which repairs not made now could cost more to fix in the future).
INTRODUCTION-PAGE 1
FY 2018-2019 BUDGET TRANSMITTAL
In 2018-19, the budget includes reductions to all General Fund services, including not filling existing
vacant positions at the city. A second phase of reductions will occur in 2019-20. The goal is to preserve
core services including: responding to police calls, preserving as many library open hours as possible,
keeping parks open and maintaining them to minimize risks, and meeting state-required permit and
planning timelines. Directions to city departments to prepare this budget were to hold open or fill va-
cant positions only on a case-by-case basis, and to consider permanent general fund reductions in all
departments of up to $7M over two years. Below is more detail about the service reductions.
Longer Waits, Less Services, and Closures at Tigard Public Library (Year 1 Reductions:
$388,000, 2.1 FTE)
First-year reductions are in the library's children and adult programs and library collections. In the sec-
ond year, the library would close on Sunday and Monday and additional public services will be reduced,
causing greater wait times at all public service desks.
• The library collection and computer replacements are reduced; most of the funding for
programs is eliminated.
• A 75 percent reduction in the programming budget will reduce the number of library pro-
grams offered, resulting in fewer story times, book groups for children, computer classes
and other events for all ages.
• A 64 percent reduction in the on-call staff budget will mean that wait times will increase for
checkout, receiving new library cards, and picking up holds or help in resolving issues with
patron accounts.
• Reducing the library materials budget by 25 percent means the public will have less access
to new materials, and will wait longer on hold for popular titles.
• These reductions will increase the amount of time it will take to get new items to be cata-
logued and available to the public.
• Staff will need more hours to serve the public service desks, making wait times longer for
new materials to be available. Reductions in the on-call budget covering staff vacations will
drop the library below adequate staffing at the five public service desks, meaning longer
wait times for patrons and less individualized service.
Response Only for Tigard Police Department (Year 1 Reductions: $598,000, 4.0 FTE)
Most specialty assignments would be re-prioritized so the Police Department's time and public safety
resources would focus on handling highest-priority 911 calls by patrol, and maintaining an adequate
police response time for the community's priority calls. In year one, two school resource officers, nar-
cotics, some community engagement activities, and vacant police officer positions will be reduced to
focus primarily on patrol response. By 2020, further reductions and reassignments to sworn law en-
forcement positions are planned.
• Two school resource officers (of 4) in Tigard-Tualatin School District will come back to
patrol instead of covering student events and the high school and middle school incidents.
Current calls include investigations of child abuse and neglect, missing persons and gang
resistance education and training, internet safety, home classes, suicide prevention and self-
defense.
PAGE 2- CITY OF TIGARD
FY 2018-2019 BUDGET TRANSMITTAL
• In the second year, additional police department position cuts would occur, potentially af-
fecting patrol, the traffic safety unit, peer court, community outreach and neighborhood
safety—programs that today keep our residents connected with public safety resources.
• Due to the cost and investment in training, further cuts to sworn police positions will likely
come through attrition and not by laying off sworn officers.
Brown Parks,No Recreation (Year 1 Reductions: $924,000, 1.6 FTE)
Tigard's park maintenance and recreation programs are now supported 72.4% by the city general fund,
even including the financial support of a Park and Recreation Fee created in 2016. Future changes
would reduce park maintenance,including elimination of irrigating parks and sport fields in the second
year, and rolling back the city recreation program. Tigard's Public Works Department made accounting
changes to engineering, administration and the green team,which cares for streams,to significantly rea-
lign and reduce the impact to the General Fund over the next two years.
• Tigard is already unable to keep up with maintaining current parks and trails. Only basic
safety standards can be met in neighborhood parks, leaving trails and open spaces least-
maintained. This means more weeds in the parks and overgrowth of invasive species along
trails. Further, issues such as hazardous trees, vandalism and graffiti will only be addressed
on a reactive basis in parks, and there will be slower response to trash pickup and homeless
camps.
• In 2015, Tigard established the city's first recreation program with active classes for kids
and adults as well as popular events for families such as the Egg Hunt, Movies in the Park
and Concert in the Park. The city would eliminate the recreation program by 2020. Even
with reductions, the parks and recreation fee that is paid on the utility bill pays for less than
30 percent of the total cost of parks maintenance and recreation.
Less Community Development,Just Permits (Year 1 Reductions: $341,000, 2.0 FTE)
Planning and guiding growth in the community would move toward reactive services and mandated
services. Until now, the city has supported business development through citywide economic develop-
ment programs and general fund support of urban renewal programs. These economic development
services would diminish or cease, along with the regional grant-funded Safe Routes to Schools (SRTS)
program.All of these efforts would be reduced or eliminated by 2020.
• The department will no longer enforce the community development, housing or nuisance
codes. The public will no longer be ensured that code compliance questions or infractions
are met with a timely response, or any response at all.
• Land use permit coordination and processing will also slow down as responsibilities are
shifted to a smaller staff. Tigard's focus will be on issuing development permits at the front
counter and meeting state-mandated timelines, land use review services, and only the rede-
velopment actions authorized by voter-approved urban renewal plans.
• Applicants could see longer wait times at the permit counter due to staffing reductions.
• Tigard will reduce economic development efforts to be supported by one staff member for
basic business outreach and response. Other economic development activities like resource
development,regional partnering and data compilation will cease.
INTRODUCTION-PAGE 3
FY 2018-2019 BUDGET TRANSMITTAL
• Urban renewal district staffing will switch away from general fund to urban renewal fund-
ing,resulting in slightly less funding for urban renewal capital projects.
• By 2020, the city's visible cleanliness would degrade with the reduction of code compliance
services. We would only be reacting to the worst complaints, and by staff who are not fa-
miliar with the code,which will be inefficient and frustrating for the public.
Reduced General City Services (Year 1 Reductions: $652,000, 3.2 FTE)
All the things that make the business of the city run (Human Resources, Central Services, Facilities,
Information Technology, Finance, and City Administration) would all move more slowly and face re-
ductions over the next two years.
• Half of Social Service and Community Grant funding would be reduced in 2018-19, and
the grants would be eliminated completely in 2019-2020.
• Citywide, currently vacant positions would be permanently eliminated by 2020 (up to 13.4
in 2018-19 and over 18 in 2019-20) in all the service areas outlined above.
• Applicants would experience longer recruitment times for open city job postings.
• Passport services, Wi-Fi at public buildings (except Tigard Public Library), and online fi-
nancial analysis will be eliminated. More would be charged for e-transactions.
• Finance and Information Technology support would be reduced for current planning ap-
plicants (System Development Charges).
• The city's contract for federal lobbying services,which has resulted in up to $4M leveraged
in grant support,will be reduced.
• By 2020, further cuts to financial staff and services will result in a real risk of regulatory
violations such as budget violations, audit findings, and contract violations. Actual occur-
rence of these risks will impact the city's bond rating resulting in higher interest rates on
future borrowing that is repaid by property taxes and utility bills.
In summary, the Adopted Budget moves the city toward a future with no new major funding source
such as a local option levy. The budget incorporates cuts in 2018-19, signals further reductions in 2019
-20, and is designed to sustain a lower level of city services for up to ten years while accommodating
the growth in the Tigard community. As I said when I notified Tigard staff last year that the budget
would involve reductions over the next two years, I wish these reductions were not necessary. This
Adopted Budget represents the fiscally responsible approach to providing just the core level of city
services expected by the Tigard community, and accommodating growth,in the absence of any signifi-
cant new resources.
Respectfully submitted,
•
Marty Wine
City Manager
PAGE 4- CITY OF TIGARD
COUNCIL GOALS
1. Advance a Local Option Levy and Facilities Bond to Voters to Increase Resources and Space
for Day-to-Day City Services.
► Develop key messages to inform/educate the public about city services and funding challenges for outreach
effort
► Develop and administer a second community survey or focus groups to test key messages for levy support
► Launch a comprehensive outreach campaign to inform and educate the community about specific funding
challenges
► Develop and administer a third community survey or focus groups that tests support for a local option levy
► Quarterly briefings with City Council to plan for local option levy
► Using findings from completed outreach and research,draft local option levy alternatives for council
consideration
► Present local option levy possibilities for council review;decision about whether to pursue a local option
levy on the May 2018 ballot
► Launch education and information on levy proposal
► File ballot measure with Washington County for May election
2. Expand Recreation Opportunities for the People of Tigard.
► Continue to implement city recreation program in 2017-18 and 2018-19 adopted budget
» Continue to implement recommendations of the Recreation Program Study from 2013
» Pilot for after school programming at Metzger
» Add additional afterschool programs at other schools
» Expand programs and classes with outside providers
» Expand outdoor events(movies,concerts, pop-ups in the park)
» Offer indoor events and programming using Fanno Creek House, Dirksen modular facility and school
facilities
► Continue to pursue feasibility of partnership opportunities with other cities and organizations.
» Discuss partnerships with the Tigard-Tualatin School District including programming and facilities at
Templeton, Metzger,Alberta Rider,Tigard High School,and Art Rutkin sites
» Form a Recreation Task Force made up of PRAB members to evaluate recreation partnerships and make
recommendations to Council, including:
o Explore partnership opportunities with the cities of Sherwood,Tualatin and Wilsonville
o Prepare a white paper about recreation opportunities
o Suggest recreation-related questions for the 2017 Community Attitudes Survey
INTRODUCTION -PAGE 5
COUNCIL GOALS
3. Make Downtown Tigard a Place Where People Want to Be.
► Focus on identifying and acquiring property and developing the Downtown Plaza.
» Design and develop Tigard Street Heritage Trailhead plaza as a gathering place and event space
» Complete design and engineering for Main Street at Fanno Creek public space
» Evaluate locations for other plaza/public space, including as part of Civic Center visioning
► Make Downtown Tigard a livable community with something to offer residents 18 hours a day,7 days a
week; develop housing units within Downtown.
» Complete cleanup and redevelopment of the Main Street at Fanno Creek property into a mixed use
building and public space
» Complete Metro grant funded pre-development projects to attract new housing/mixed use
development,including affordable housing,and engage with developers
» Build the capacity of the Tigard Downtown Alliance to produce programs and projects that meet the
Council goal
» Work with a range of community groups to design and program the Tigard Street Heritage Trail
» Enable existing businesses to improve their properties and attract new businesses to vacant buildings
through the Urban Renewal Improvement Matching Grant Program
» Partner with the TDA to pursue Oregon Main Street grant funding for property improvements.
► Implement Downtown Projects.
» Main Street Green Street Phase II
» Tigard Street Trail
» Fanno and Main
4. Pursue Development of Light Rail Along the Southwest Corridor.
► Advocate for Light Rail to come to Downtown Tigard
» Support request to the State Legislature for$150M in state lottery funding for the Southwest Corridor
Project.
» Support legislation to grant the Metro Council authority to consolidate multijurisdictional land use
actions involving the SW Corridor into a single decision and expedited land use appeal process.
► Adopt a Locally Preferred Alternative(LPA)in 2018 that advances Tigard's land use and transportation
priorities:
» Direct service to downtown Tigard
» Vehicle and pedestrian crossing at Ash Avenue
► Development of three light rail stations including one Downtown and two in the Tigard Triangle
» Structured parking facilities in downtown,the Triangle,or both districts,to be made available for short-
term public parking(non-commuters)
» Implementation of Shared Investment Strategy projects that enhance the walkability and connectivity of
the community near transit stations
» Construction of affordable housing in the Triangle and downtown near transit stations,including
replacement housing for"at risk" units due to SWC light rail construction concurrent with,or prior to,
light rail construction
» Mitigation and enhancement of sensitive lands,congested intersections,and other community assets
due to light rail construction and operation.
PAGE 6 - CITY OF TIGARD
COUNCIL GOALS
» Adoption of design standards and guidelines in TMC Title 18 to ensure that the quality of light rail
components meet a high standard of urban design.
» Effective outreach and communication with impacted neighborhoods. Environmental justice for low-
income or non-English speaking residents for whom impacts are most disruptive.
» Effective outreach and communication with impacted businesses. Economic development support for
displaced or impacted Tigard businesses.
» Execution of an intergovernmental agreement with TriMet for Services Related to Design Review,
Permitting,Shared Parking and Facilitation of Affordable Housing
» Participation on a Sustainable City Year Program multi-jurisdictional team to support City of Tigard goals
in the SWC.
5. Implement Tigard Triangle Strategic Plan.
► Consider Lean Code and Plan Amendments
» Lean Code(Describes development)
» Zoning Map(Designates zoning on specific property)
» Transportation System Plan/TPR Analysis(street network map,streets with bike facilities,alley map)
» TTSP(Describes the vision for the Triangle)
► Infrastructure Planning
» Triangle Stormwater Implementation Plan (Area-wide stormwater management)
» 72nd Avenue Study(capacity and ultimate street section design)
► Development of Funding Tools
» Establish Urban Renewal Agency—public vote on UR plan
6. Annex Territory into the City.
► Prioritize annexation of islands including a strategy and incentives.
» Review overall project approach,draft letter to island residents,outreach plan, potential incentives and
legal process with council—1st week in March,2017
» Schedule and conduct small group meetings/conversations,identify incentives—March—April,2017.
» Follow-up on incentives,develop schedule for hearings and final action—May—July 2017.
» Develop a strategy for communication and outreach to residents,with the Council in the lead for
outreach.
» Develop a strategy for future annexations of the remaining Urban Growth Boundary(UGB).
» Beginning July,2018 develop a work plan for future annexations of the UGB. Include dates and deadlines
for needed studies and outreach.Identify logical phasing options. Present work plan to Council by the
end of 2018.
Issues for Further Council Discussion and Policy Direction
Topics will be scheduled for workshop meetings (3`d Tuesday) or study sessions in 2017-18
► Affordable Housing: consider additional program or policy initiatives
► Reports on Task Force on Homelessness
► Plan for Council Goals in 2017-2021:
» Urban Growth Boundary Expansion/River Terrace South
» Pedestrian Connections: Sidewalks, Pathways and Trails program
INTRODUCTION -PAGE 7
CITYWIDE PERFORMANCE MEASURES
Between 2012 and 2014, the City of Tigard began a journey to define its sense of place and the strate-
gic direction it wanted to take over the next 20 years. One of the recommendations of the
2012 Mayor's Blue Ribbon Task Force called for developing"a strategic plan that articulates a clear
vision for the city." Ideas ultimately coalesced around a vision for Tigard to become a healthy,walka-
ble and interconnected community for all.
In 2014, city staff met and talked with more than 1,200 residents and community groups about this
proposed direction.We met with citizen boards, at school meetings,in neighborhoods,with service
groups and at events like the Downtown Tigard Street Fair.We engaged more than 1,200 residents to
gauge whether we had captured their vision for Tigard. A detailed account of our outreach can be
found in this presentation and memo.
In 2014, the City Council adopted the vision the Strategic Plan with a strong vision and roadmap for
the future:
0.Vision
"The most walkable community in the Pacific Northwest where people of all ages and abilities
enjoy healthy and interconnected lives."
0.Goal
The strategic plan will provide guidance and direction for the city's priorities over the next 20
years. Proactive planning for the future will provide an opportunity to grow the city in a way that
is thoughtful and unique by leveraging and building on Tigard's existing strengths.
Starting with the FY 2017-18 Budget,Tigard started measuring against the four goals of the strategic
plan. These performance measures are selected from the department measures found in the program
sections of the budget document and are still a work in progress as citywide performance measures.
PAGE 8- CITY OF TIGARD
CITYWIDE PERFORMANCE MEASURES
GOAL 1: WALKING AND CONNECTING
Facilitate walking connections to develop an identity
Objective Measure FY 15-16 FY 16-17 FY 17-18 FY 18-19
Actual Actual Revised Target
Measure the progress Rating of the City's Walk Not Honorable
of Strategic Plan Friendly Assessment Ranked Mention
implementation
Ensure adequate park Amount spent per acre $3,645
maintenance funding to maintain park land
Create safe trails for Number of hours spent
pedestrians and non- by Police Bike& 335 349 350 NA
motorized vehicles Pedestrian Patrol (in
hours)
GOAL 2: GROWING AND PLANNING
Ensure development advances the vision
Objective Measure FY 15-16 FY 16-17 FY 17-18 FY 18-19
Actual Actual Revised Target
Monitor the Valuation of
$9,020,503 $13,604,730 $19,230,769. $19,230,769
workload of construction per (9.0 FTE) (13 FTE) (13 FTE) (13 FTE)
building inspectors building FTE
Ensure streets are Overall Pavement
in fairly good Condition Index 70.3 70.3 79.0 79.0
condition
INTRODUCTION-PAGE 9
CITYWIDE PERFORMANCE MEASURES
GOAL 3: Engaging and Communicating
Engage the community through dynamic communication
Objective Measure FY 15-16 FY 16-17 FY 17-18 FY 18-19
Actual Actual Revised Target
Support Strategic Plan
by engaging and Total program/school
connecting with the visit attendance 28,793 29,000 29,500 29,500
community
Engage the
community and Number of attendees at
advance the vision; 215 240 260 260
the State of the City
support and enhance
community gatherings
Engage the Total number of
community and followers to city's main
advance the vision; Facebook and Twitter 5,625 7,315 9,300
support and enhance
community gatherings accounts
Engage the
community and Number of Cityscape
advance the vision; 2,149 2,264 2,500 2,600
support and enhance subscribers
community gatherings
PAGE 10- CITY OF TIGARD
CITYWIDE PERFORMANCE MEASURES
GOAL 4: Financing and Sustaining
Fund the vision while maintaining core services
FY 15-16 FY 16-17 FY 17-18 FY 18-19
Objective -Measure Actual Actual Revised Target
Continue being good
stewards of city
resources by Total Library Volunteer 17,917/8.6 18,800/9.0 19,750/9.5 19,750/9.5
leveraging community Hours/FTE equivalent
partnerships
Continue being a good % of Library collection
stewards of city that was borrowed at 82% 82% 83% 83%
resources least once by a person
during the year
Maintain a positive Bond rating from
bond rating to keep Moody's and Standard Aa2/AA Aa2/AA Aa1/AA+ Aa1/AA+
the cost of borrowing and Poor's
low
INTRODUCTION-PAGE 11
CITY INFORMATION
TIGARD AT A GLANCE
The City of Tigard strives to be an organization that is known for its respect
Form of Government and care for others as well for getting it done and doing the right thing.With
The City of Tigard was over 250 employees, the City of Tigard ensures quality services through 6 key
incorporated in 1561. departments.
An elected Mayor and four Central
Council members who Services
City Recorder,
comprise the City Council Communication,
govern the City of Tigard. Facilities,Fleet,
The city's charter establishes Public Works Municipal Court City
a Mayor/Council form of Engineering, Management
government. Parks&Rec, City Manager's
Streets,Storm Office,Human
Members of the City Council
Water,Water, Resources,Fist
Sanitary Sewer Management
are elected at large to serve City Council
four-year terms. The Mayor represents the
presides at council meetings interest of the Tigard
and is elected at-large for a community
Finance& —
Laty Attorney Community
the Mayor and council Services Services
provide community Utility Billing, Police,Library,
leadership, develop policies Information Social Services&
guide the cityin delivering Technology, Community
to
g Contracts, Events
services and achieving Purchasing Community
and Development
community
goals, Planning,
encourage citizen awareness Building,
and involvement. Economic
Development
The City Council appoints
the City Manager,who acts
as the administrative head of Tigard Vision and Values
the city government. The
City Manager is responsible In 2014, City Council adopted a Strategic Plan for Tigard with the
emphasis on connecting people and places-with a goal of making
for ensuring council policies
areimplemented using Tigard the most walkable community in the Pacific Northwest
resources appropriated by the where people of all ages and abilities enjoy healthy and
Council to achieve desired interconnected lives.
service results in the
community. In addition to this vision, the city maintains its three values for staff to
reflect and embody.These values are:
➢ Respect and Care
We will treat people well
ff ➢ Do the Right Thing
We will go the extra mile to exceed expectations
➢ Get it Done
We will focus on solutions-not excuses
PAGE 12- CITY OF TIGARD
CITY INFORMATION
TI GARD AT A GLAN C H',
CITY INFORMATION
Located in the beautiful Pacific Northwest,Tigard is part of
t •...;, - _l',h .
Wcicoc to
the Portland, Oregon metropolitan area. Tigard offers a - m �,1r
unique mix of qualities that attract a growing number of TIGARD,RD --..
residents and businesses. One of several suburbs of ""''�'°G""_°°`
Portland, Tigard is considered safe, livable, and affordable.
Tigard is located in Washington County and is the thirteenth b l ..s�!
largest city in Oregon. It is centrally located, surrounded by
Portland, Lake Oswego, Beaverton, and Tualatin. It is
conveniently located, directly off of the I-5 and Highway
217. One of area's largest shopping malls, Washington
Square,is located in Tigard.
Population FactstI `+
Population Estimate(2018): 53,697
Median Age(2016): 38.8 - ; _.�'° -'' •""^ • °- t •
Average Household Size(2016): 2.50 . ` iJ , • — ' �=
High School Education or higher(2015): 91.9% • i +� x .i.71. "
Bachelor's Degree or higher(2015): 42.6% no 1 4
Cost of Living Facts i '; ^-
Median Household Income(2015): $62,048 _ ' rs✓'l
Unemployment Rate(2015): 3.4% '---"--- ,t.
Estimated Median House Value(2016): $371,200 .b'`"-
''.,
Home Ownership Rate(2016): 59.7% ,_
Total Housing Units(2016): 20,857
Climate
Elevation: 300 ft.
Average Daily High Temperature Jul: 79 F
Average Annual Low Temperature: 34 F
Average Annual Rainfall: 39.0" Number of Businesses (2018): 2,795
Land Use Top Employers(2018)
Commercial(Acres,%): 6.4% Comcast of Oregon Inc 624
Industrial(Acres,%): 9.7% Nordstrom 497
Mixed-Use(Acres,%): 12.3% Costco Wholesale Corporation 404
Residential(Acres,%): 64.8%* Macy's Federated Department Store 372
Parks&Recreation(Acres,%): 6.7% Oregon Public Employees Retirement System 364
The Cheesecake Factory 250
*Total does not equal 100%because of Scholls Ferry Road Gerber Legendary Blades 232
designated as Washington County zoning. Home Depot Inc 207
Sears 206
Source:US Census Bureau,City of Tigard-Community Development&Finance
Po'illation b ear
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
46,400 46,715 47,470 47,700 48,695 48,415 48,695 49,774 50,444 51,253 51,902 53,697
INTRODUCTION-PAGE 13
CITYWIDE ORGANIZATION CHART - BY PROGRAM
CITY OF TIGARD
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PAGE 14- CITY OF TIGARD
CITY OF TIGARD MAP
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INTRODUCTION -PAGE 15